VisitEngland

Identifying the Action

Destination Management Plans (DMPs) should contain clear action plans to form the basis for their implementation. Actions should be guided by the strategic objectives and relate back to them in the way they are framed, selected and prioritised. These should not just be actions for the LVEP or DMO – a key role of the plan is to coordinate actions among different stakeholders. In most cases the LVEP or DMO will not have the responsibility over every facet of the destination. For example, if the organisation is separate from the local authority, it will have no direct control over the public realm. Likewise individual businesses are responsible for the quality of their product, while an LVEP or DMO can only influence, raise awareness and encourage improvements to be made.

Covering the ground

DMPs will be stronger if they address, and coordinate, a full range of action areas that are relevant to the visitor economy. Specific action areas may include:

  • Partnership structures and communication, including a clear role for the LVEP in coordinating and leading the delivery of the DMP;
  • Community engagement, including advocacy;
  • Business Support, including training and advice;
  • Product quality and development, including innovation and investment promotion;
  • Infrastructure investment and improvements, including their accessibility;
  • Place-making – improvements to the public realm, etc;
  • Sense of place – e.g. use of local produce and local stories;
  • Arts, culture and heritage – access, interpretation, promotion;
  • Strategy related to housing and short-term lets;
  • Skills strategy including staffing and career development;
  • Attracting, planning and managing events, including business events;
  • Destination branding and awareness-raising;
  • Tactical marketing, including relationships and engagement with others;
  • Information service, including signing and innovative approaches;
  • Visitor transport and access;
  • Environmental management and conservation;
  • Visitor safety and security;
  • Research and knowledge gathering.

Again, this list is indicative, not definitive. Destinations may need to prioritise, given resourcing implications.

Identifying and defining actions

Ideas and concepts for specific actions will emerge throughout the DMP development process.

  • Current actions should be included if it is considered that they are important and contributing to the strategic objectives. The DMP should not be just about new actions
  • Some actions will be in areas not normally directly associated with the visitor economy but very important to it.

Action plans should identify for each action:

  • The timing for the action
  • The level of importance
  • Indicative cost and resources required (this does not necessarily have to be additional costs)
  • Responsible body and others involved
  • Funding source, if possible

Prioritisation is important. It can be helpful for longer term action plans to indicate early actions and quick wins. However, there is a difference in prioritisation by time and by importance – these may not always be the same. Some actions may not be initially funded. The DMP can provide a basis for seeking funding for their implementation. It can be used as evidence and justification of the need for funding.

Allocating roles and securing commitment

A key feature of actions identified in a DMP is that they will need to be carried out by a range of different stakeholder bodies. For this reason it is important that action plans are developed in consultation and are agreed by the stakeholders.

Having the LVEP as the single lead body to take responsibility for the overall plan is important, to avoid confusion. However, many actions are likely to involve a number of stakeholders. It is important that implementing bodies are committed to the actions identified.

The table below indicates some of the different kinds of body to involve in actions and the roles they may be best placed to play.

Some actions may need to involve organisations outside the destination, including those in neighbouring areas or at a higher geographic level, including national agencies.

Local Organisations

ORGANISATION

ROLES

Destination Development Partnership (DDP)

  • Where they exist, DDPs will deliver joint action on behalf of the LVEPs they cover. This could include:
    • Route development for overseas markets;
    • Travel trade engagement and strategy;
    • A skills audit and action plan;
    • A business events strategy.

LVEP

(or the DMO where there is no LVEP or the plan is for a smaller destination)

  • Overall ownership for DMP
  • Lead delivery stakeholder of DMP
  • Delivery of annual LVEP growth plan
  • Local government engagement
  • Representing tourism and the visitor economy with national government and other arm’s-length bodies (LVEP only)
  • Engagement with VisitBritain/VisitEngland on behalf of the destination (LVEP only)
  • Engagement with tourism businesses
  • Evidence gathering / monitoring – visitor/business surveys
  • Destination branding and marketing
  • Visitor information and orientation
  • Engagement with tourism businesses

Local Authority (Combined Authority, County, District or Unitary) / LEP where appropriate

  • Public realm – accessible and inclusive, appearance and maintenance
  • Transport planning and supporting provision – infrastructure, such as EV charging points
  • Planning and development control (including issue of second homes and rentals)
  • Public health and safety
  • Public/visitor services – toilets, car parking, waste, utilities, changing places facilities
  • Certain arts, heritage, leisure and information services
  • Access, rights of way, countryside management
  • Economic/ business development, including sector support
  • Investment promotion
  • Funding of enterprise focussed initiatives

Business Improvement Districts (BIDs)

  • Streetscape, including cleaning, presentation, etc
  • Signage/ visitor information
  • Street safety
  • Events and animation
  • Other aspects of place-making not carried out by the local authority
  • Establishment of local private sector partnerships and engagement
  • Development of better trading environment for businesses within a specific geographical area

Protected Area Authority (National Park, AONB)

  • Some of the above, depending on status
  • Conservation and enhancement of natural beauty/heritage
  • Visitor enjoyment and understanding of protected area
  • Economic and social well-being of the community

Parish / Community Council/ neighbourhood group

  • Future direction for area/community
  • Local place-making; aspects of public realm / visitor services
  • Local activities, events
  • A host community perspective

Individual tourism businesses

  • Development and operation of most visitor facilities
  • Employment creation and maintenance
  • Product development, investment and improvement
  • Promotion of business and link to destination brand
  • Visitor welcome, orientation and care

Local landowners

  • Provision and management of access to key sites
  • Future development opportunities

Local civic societies, disability action groups, heritage groups, arts & culture groups, other local/ voluntary bodies

  • Presentation/ interpretation of heritage – sense of place
  • Local events and initiatives
  • Support for community engagement
  • Representing environmental interests
  • Local knowledge and expertise, including accessibility of the destination

National Organisations

ORGANISATIONROLES

VisitEngland / VisitBritain

  • Advice, support and tools for DDPs, LVEPs and other stakeholders
  • Aspects of business support and quality standards
  • Tourism intelligence
  • Sector representation nationally
  • Promotion of England
  • LVEP networking and best-practice sharing
  • Promotion of Britain overseas

Other national public agencies and NGOs in heritage, arts, sport, environment, places

  • Advice and support on heritage, place-making, communities
  • Management tools and information
  • Provision of, and support for, schemes and initiatives
  • Links and pointers to funding

Tourism Associations or other trade groups (may be local or national bodies)

  • Communication with tourism businesses / representation
  • Member support – information, training, advocacy

Research and training bodies (may be local or national bodies)

  • Research and knowledge gathering
  • Business and staff training, advice

signs

Setting the direction

Where do we want to get to?

Measuring progress and keeping it going

Have we got there yet?