east london sub-regional tourism development strategy & action ...

EAST LONDON SUB-REGIONAL TOURISM
DEVELOPMENT STRATEGY & ACTION PLAN
2004 – 2006
TourEast
LONDON
Discovering the real London

Mary Reilly, Chair, London Development Agency
I am delighted to see the East London Tourism Development Strategy published. Tourism plays a vital role in London’s economy; it is an
increasingly important generator of jobs, a catalyst for regeneration and therefore a fundamental part of the London Development
Agency’s work.
This Strategy will deliver many of the goals of the Mayor’s Plan for Tourism in London and our Tourism Action Plan, and will particularly
help achieve the Mayoral priority of encouraging people to visit every part of this great capital. It will encourage closer partnerships,
build on present successes and develop areas with untapped potential.
East London boasts many unique tourist attractions and is a genuinely dynamic, vibrant and exciting place to visit. I believe this strategy
will help East London to rise and meet the challenges ahead and I look forward to having the LDA, TourEast London, Visit London and
the Boroughs work together to achieve the goals we have set here.
David Campbell, Chief Executive, Visit London
London’s reputation as a world-class city is well-deserved. No other place in the world offers the range of sights, sounds and cultural
diversity that London can boast. Visit London is passionate about marketing London and we are committed to marketing all aspects of
our great City.
East London is a prime example of London’s diversity. It is filled with a range of vibrant, exciting destinations and products and it is this
sort of range of visitor experiences that will keep tourists coming back time and time again. The inception of the sub-regional tourism
strategies is a positive step forward and we look forward to working in partnership with LDA and the sub-regions to help to deliver the
action plan.
Bob Harris, Chair, TourEast London
TourEast London has its roots firmly in East London, both north and south of the river. We have been working for the past eight years on
the successful promotion of a sustainable tourism economy on behalf of the members that make up the organisation, as well as the
growing public and private sector businesses in the London Thames Gateway. We are proud that East London boasts some of the most
innovative tourism regeneration projects, with many more in the pipeline, not least the 2012 Olympic Bid.
TourEast London, as the new Sub Regional Agency chosen by the London Development Agency, is built on the solid foundations of a
strong and healthy public/private sector partnership and we are delighted to be a key player in the implementation of this strategy.
The tourism agenda moves on significantly, becoming a key component in the economic regeneration of East London and we welcome
the new partnership with the London Development Agency and Visit London. We are also confident that with your continued support,
we will successfully build upon and implement the actions that have been identified in this new strategy.
Front Cover Picture: Tower Bridge. Courtesy of the Tower Bridge Exhibition

CONTENTS
0 Executive Summary 4
0.1 This Strategy and Action Plan 5
0.2 The Sub-Region of East London 5
0.3 SWOT Analysis for the East London Tourism Sector 6
0.4 Conditions for Success 7
0.5 Key Objectives and Action Priorities 7
0.6 The Longer-Term Aspiration for Tourism in East London 7
0.7 Timelines 9
0.8 Delivery 9
1 Pillar 1: Leadership and Promotion 10
1.1 TourEast London Organisational Development 11
1.2 Working with Visit London 12
1.3 London 2012 12
2 Pillar 2: Market Development 14
2.1 Market Segmentation 15
2.2 Marketing the East London Offer 15
2.3 Pilot Projects 16
2.4 Events 16
3 Pillar 3: Evidence and Intelligence 18
3.1 Local Economic Impact Modelling 19
3.2 Monitoring and Evaluation 19
4 Pillar 4: Product Development 22
4.1 Focus on Clusters 23
4.2 Visitor Management Plans 24
4.3 Transport Infrastructure 24
4.4 Information Infrastructure 25
4.5 Hotel Development 26
4.6 Major Projects 27
5 Pillar 5: People & Entrepreneurship 30
5.1 Business Link for London: Role & Programme 31
5.2 Workforce Development Priorities 31
5.3 Quality Assurance 32
6 Glossary of Key Terms 34
7 List of Abbreviations 35
APPENDICES
0 List of Consultees 36
1 London Strategic Context 38
1.1 The Mayor’s Vision for Supporting London Tourism 38
1.2 London Tourism Strategy 38
1.3 The London Plan 39
1.4 The Importance of London’s Tourism Sector 39
1.5 Key Aims of the Sub-Regional Tourism Strategies 40
2 The East London Development Context 41
2.1 East London Defined 41
2.2 East London and the Thames Gateway: Strategic Context 42
2.3 East London Drivers of Change 42
3 HLTT Industry Definition 44
3

EXECUTIVE SUMMARY
Cutty Sark
Courtesy of Maritime Greenwich World Heritage Site
Steering Group
4

0.1 This Strategy and Action Plan
The publication of this strategy reflects the London Development
Agency’s (LDA) commitment to devolving budgets and delivery
of strategic priorities to sub-regional level. This strategy and action
plan cover a period of transition from a more centralised system
of tourism support to one which recognises the importance of
local knowledge and local ownership. Some parts of the strategy
are deliberately ‘generic’ in that they apply across London’s
sub-regions. Other sections are focused on the key assets and
issues of East London.
The process of developing this document, facilitated by Locum
Destination Consulting on behalf of the LDA, reflects an emerging
partnership between the LDA, TourEast London (TEL), Visit
London (VL), the Boroughs and the tourism industry across the
sub-region.
Extensive consultation with all stakeholders has fed into this
strategy. A consultation paper was widely circulated and received a
substantial response from private and public sector partners in
East London. A series of meetings with Borough representatives,
and three consultation seminars, also fed into the first draft of the
strategy. The first draft was circulated widely, and received detailed
responses from a range of stakeholders. This strategy has been
substantially revised in light of this feedback. (See Appendix 0 for
a list of consultees).
The overarching aim is to deliver the Mayor’s vision for a strong,
well-supported tourism industry right across the capital. The
Mayor has highlighted Growth, Diversity, Dispersal and Resources
as the key planks of his strategy for tourism. Sub-regional
empowerment is critical in all four areas. (See Appendix 1 for more
on the Mayor’s Strategy and the 3-year Tourism Action Plan (TAP)
for London, which set the context for this strategy.) Enhancing the
scope and capacity of a key delivery agency for each sub-region is
a critical success factor to the delivery of the whole TAP and in
addressing the Mayor’s vision.
0.2 The Sub-Region of East London
This is a strategy and action plan for East London, one of London’s
five sub-regions as defined by the London Learning and Skills
Council sub-regional boundaries which are now widely accepted by
the Mayor and GLA family, including the LDA. The East London
sub-region includes: Corporation of the City of London and the
Boroughs of Barking & Dagenham, Bexley, Greenwich, Hackney,
Havering, Lewisham, Newham, Redbridge, and Tower Hamlets.
(See Appendix 2 for the East London Development Context.)
East London already contains some of London’s most important
tourist destinations including two World Heritage Sites: the Tower
of London and Maritime Greenwich. The Tower of London and
Tower Bridge are icons of the capital, as are St Paul’s and the
financial core of the City. Maritime Greenwich is internationally
known for the Meridian Line, the National Maritime Museum, the
Observatory and Cutty Sark. Canary Wharf, ExCeL and new
attractions such as Silvertown Aquarium are emerging from the
ruins of London’s docks. The Dome will soon be a significant
new destination.
East London is home to some of the most vibrant cultural and arts
activity in the city, thriving street markets and the multicultural
buzz for which Brick Lane has become famous. East London is also
home to important tourism assets such as William Morris’s Red
House and The Museum of Childhood, Bethnal Green (a branch of
the V&A). The sub-region has remarkable natural resources:
London’s greenest Boroughs (Havering and Bexley), Rainham
Marshes (set to become the London Riverside Conservation Park)
and of course the Thames.
This strategy and action plan aim to support the growth of the
East London tourism industry and ensure that the future of
London’s tourism (as of so much else) is truly looking East.
East London is too diverse to act under a single brand umbrella.
This strategy aims to support the ‘destination brands’ within the
sub-region, and at the same time encourage joint marketing
initiatives and other forms of collaboration within and across the
East London sub-region which will add value to tourism businesses.
5

0.3 SWOT Analysis for East London Tourism Sector
SWOT Analysis for the East London Tourism Sector
Strengths
Weaknesses Opportunities Threats
• Easy access from central
London via DLR, tube
and river services
• Key gateway to London
• New London skyline, city
fringe and commercial
districts
• Established icons and
World Heritage Sites
• London’s newest and
nearest airport
• ExCeL and other
business tourism venues,
including those
promoted by the London
Eastside Venue guide
• Cultural and creative
diversity, energy and
vibrancy
• Rich and varied heritage
• TEL track record
(marketing and
membership)
• Existing partnerships
such as Maritime
Greenwich WHS and
CIDA / ELCTG
• Commitment to tourism
industry from LB
Greenwich and Tower
Hamlets
• Out-dated images and
perceptions
• Poorly connected visitor
destinations
• Traditional central
London focus for
promotion
• Supply of hotel
accommodation in some
Boroughs
• Staff recruitment and
retention
• TEL capacity and board
composition (with
respect to new roles)
• TEL does not have full
coverage of EL tourism
businesses and Boroughs
• Failure to recognise the
importance of business
visitors, a key market
for EL
• Mayor’s focus on tourism
and sub-regional
empowerment
• Mayor’s prioritisation of
East London
• Central Government’s
commitment to Thames
Gateway
• VL organisational
development
• LDA commitment and
resources
• TEL ambition to act
collectively on behalf of
EL industry
• DLR extensions, CTRL &
Crossrail
• Olympic Zone masterplan
• London 2012 Olympic
Bid
• Silvertown Aquarium
• Regeneration of
potential tourism areas,
e.g. Woolwich Arsenal,
Dome
• Restoration /
redevelopment of key
attractions, e.g. Cutty
Sark, Museum of
Childhood at Bethnal
Green
• Lack of sub-regional
identity: division North
and South of the river
• Lack of engagement
from some Boroughs
• Lack of pan-London
contingency planning
and crisis management
• Lack of good quality
data and intelligence
about visitor movements,
perceptions and value of
tourism across the subregion
• Lack of civic pride and
investment in the public
realm
• Legacy from poor
relationships between
London Tourist Board
and both the public and
private sector in East
London
• Failure to get buy-in
from private / not-forprofit
sector partners
• Green Grid projects
• Hotel development sites
• Joint working with key
partnerships such as
TGLP and Creative
London East
6

0.4 Conditions for Success
A number of factors must come together if East London is to make
the most of its assets and opportunities:
• The East London tourism industry must help to shape strategic
public sector priorities and work in partnership with London’s
tourism support structure (not expecting an individual
bidding environment)
• There must be good data and intelligence which measures the
value that tourism adds to East London, including economic,
regeneration, cultural and social benefits
• East London must be recognised as, and further integrated as,
a genuine gateway from Europe (making more of the Thames,
Stratford CTRL, A2 corridor, London City Airport)
• Transport projects in the pipeline must make East London
easier to reach and easier to understand geographically
(DLR extensions, Crossrail, river transport initiatives, new
river crossings)
• Product must be easy to identify and locate, book and access,
from whichever point visitors enter the area
• High quality public realm and open space projects must be
brought forward across the sub-region
• East London destinations must be marketed as part of the core
London product; 1 at the same time, East London must have a
dedicated marketing and information portal, not as a
destination, but as a geographic area which contains a number
of important destination brands (such as the Tower of London
and Maritime Greenwich) and less widely-known places
• The Olympic bid must be enabled by ensuring that East London
has the full range of accommodation, information and transport
infrastructure in place well before 2012.
0.6 The Longer-Term Aspiration for Tourism in
East London
By achieving these imperatives the following aspirations for East
London can become realities:
• That a greater proportion of visitors to London and London
residents are aware of, and visit, East London destinations; stay
overnight in East London; recommend East London
• That East London is a major force in the redefinition of
contemporary London, with its colourful diversity, innovative
creative industries, as well as its rich culture and heritage
• That East London becomes one of the UK’s major regeneration
success stories, with its iconic skyline and thriving
commercial sector
• That alongside the successful transformations of Greenwich and
the Docklands area, the industrial landscapes are also reinvented
and valued for the richness of their heritage.
0.5 Key Objectives and Action Priorities Year 1
Pillar 1: Leadership & Promotion Objectives and Action Priorities
Objective
1.1 Organisational Change: Develop the sub-regional
tourism delivery agency to deliver this action plan in
partnership with LDA, Visit London, Boroughs and
the private sector
Action Priorities
Board Development: formalise protocol for board
appointment and terms of reference
Establish route from current state TEL to future
Sub-Regional Tourism Delivery Agency
Establish protocol for appointment and terms of
reference for Marketing Advisory Group
Establish structure for communicating across the sub
region and encourage engagement of private sector,
Boroughs and existing partnerships
Undertake an independent review of all current TEL
functions involving the full membership base
Lead
TEL
Chair
TEL
Chair
SRM
SRM
SRM
1.2 Working with Visit London: Ensure the East
London tourism offer is supported by Visit London
(and other agencies) and at the same time
contributes to the pan-London offer
Agree clear working procedures, structures and
processes
Agree longer term vision for working partnership
LDA
LDA
1.3 Olympics: Support the London 2012 bid process and
deliver a successful Olympic Games in East London
Work with London 2012
SRM
1 Response to the draft strategy: “We are pleased to see that the strategy and action plan has dealt with tourism in East London in the context of tourism to London as a
whole, rather than being distinct from it. The benefits from tourism into other areas in London, and the potential for ‘cross-fertilisation’, should not be underestimated.”
7

Pillar 2: Market Development Key Objectives and Action Priorities
Objective
2.1 Market Segmentation: Prioritise and focus on
markets that will have a major impact on the
performance of East London’s tourism sector (e.g.
Business Tourism, VFR, black and ethnic minority)
2.2 Marketing Communication Plan: Ensure the East
London tourism offer is supported by Visit London
(and other agencies) and at the same time
contributes to the pan-London offer
Action Priorities
Research to identify key markets and customer
segments
Undertake a brand mapping exercise
Complete a Marketing Communications Plan
Lead
TEL
SRM
TEL
SRM
Pillar 3: Evidence & Intelligence Key Objectives and Action Priorities
Objective
3.1 Understanding Volume and Value: Develop and
implement a Local Economic Impact Model which is
consistent across London
Action Priorities
Regular communication with LAs on progress towards
Economic Impact Model for tourism which is
comparable across London
Lead
LDA
GLAE
3.3 Understanding the visitor: Market research Visitor surveys at key attractions / destinations
Encourage all East London Boroughs to take part
TEL
SRM
Pillar 4: Product Development Key Objectives and Action Priorities
Objective
4.1 Cluster Development: Promote visitor-focused
development of destination clusters
4.3 Transport Infrastructure: Provide a strong tourism
voice in transport planning
4.5 Hotel Development: Work in partnership with the
inward investment agency for East London - Gateway
to London - to promote site opportunities
Action Priorities
Develop the East London Destination Cluster Map, to
create a product development framework
Co-ordinate a tourism response to key transport
development plans
Ensure planning authorities understand findings of
‘Encouraging the Supply of Visitor Accommodation
across London’ report
Communicate messages of ‘Encouraging the Supply
of Visitor Accommodation across London’ report and
collate relevant research to help attract investment at
key sites
Lead
TEL
SRM
SRM
LDA
LDA
Pillar 5: People & Entrepreneurship Key Objectives and Action Priorities
Objective
5.1 BL4L: Target and promote programmes which meet
industry needs in East London
Action Priorities
Promote training programmes to tourism industry
Lead
SRM
5.3 Quality Standards Encourage LAs and marketing agencies to adopt
inspected-only policies by promoting NQAS and
VQAS schemes (in line with national policy)
SRM
8

0.7 Timelines
The East London Tourism Strategy and Action Plan focus on short
to medium term objectives which are in line with the London
Tourism Action Plan 2003/4 - 2005/6. It focuses on key early
deliverables such as defining key working relationships,
establishing functional communication channels, and delivering
research including market segmentation and brand mapping.
However, there must also be a reason to invest in projects which
will come to fruition over the longer term. Longer-term success for
East London is likely to depend on the ability of the sub-region to
make the most of opportunities for product development and
regeneration using initiatives such as the Olympic bid to fast-track
infrastructure development.
0.8 Delivery
Delivery of this Strategy and Action Plan will be led by the
Sub-Regional Manager – who has been appointed by
LDA – working closely with the Sub-Regional Tourism Delivery
Agency, TourEast London.
The actions published in this document may be subject to change.
It is important that this strategy is flexible enough to
accommodate new developments (e.g. in relation to the Olympics).
At the same time, all partners will shape the delivery process.
As circumstances change over the coming months, all stakeholders
will bear in mind that the key aim is to add value for the
sub-region’s tourism industry.
Areas of delivery risk are highlighted in the table below.
Risk Assessment and Mitigation
Degree of risk Risk Response
High
High
Failure to engage fully with VL / failure for
VL to fully commit to sub regional agenda
Lack of engagement / resources
committed by Boroughs
Specification of sub-regional requirements in VL contract;
resources dedicated to delivery
Strategy can be pursued incrementally – more focused on
key destinations in engaged LAs
High Failed Olympic Bid Ensure key tourism projects are not dependent on bid
Medium
TEL unable to develop into full role of
sub-regional tourism delivery agency
Organisational change support from LDA
Low Mayor / LDA change in priorities Private sector involvement and match funding; detailed
action plan with funding commitments
9

PILLAR 1: LEADERSHIP
AND PROMOTION
Canada Tower
Stunning view of Cananfa Tower.
Courtesy of Canary Wharf Ltd
10

1.1 TourEast London Organisational
Development
The public/private partnership represented by TEL is ready to
broaden its remit and deepen its relationships with LDA and with
VL, in order to transform into the East London Sub-Regional
Tourism Delivery Agency (SRA). This will require additional
resources and a new focus, and a restructuring of the
organisation’s Board.
The LDA has recently appointed a Sub-Regional Manager (SRM)
for Tourism Development for the sub-region, who is hosted by TEL.
In the longer term, roles for the SRM and SRA are likely to include
the following:
• To provide strategic leadership and advocacy for the tourism
sector at sub-regional level
• To communicate clearly and effectively with the market at
sub-regional level
• To support local tourism businesses and the development of the
sector’s workforce (working with local educational providers,
LSC, et al)
• To work with partner organisations based in the sub-region to
support the development and promotion of a distinctive
sub-regional offer for tourists (e.g. CIDA, WHS et al)
• To engage with all Boroughs and serve as a forum for
communication on tourism across Borough boundaries
• To act as a voice for the industry, conduit for information and
feedback and liaison within the sub-region with key
organisations delivering marketing, visitor information, product
development and business support across London, including VL,
LDA, TfL and BL4L
• To act as a conduit of information and feedback for East London
attractions, accommodation, and other tourism sector operators
with VL, particularly feeding in to VL campaigns
• To work with VL to make East London products bookable
• To actively support Borough research programmes and
co-ordinate between partners to ensure compatibility of outputs
• To liaise with organisations and departments working in the
sub-region on inward investment and regeneration
• To monitor and evaluate this action plan
1.1.1 Advisory Working Groups
The SRM will constitute an East London Marketing Advisory Group
(MAG), made up of both public and private sector representatives,
to advise on marketing actions identified in the action plan and to
help structure communication with VL (who will attend meetings
of the Marketing Advisory Group). The MAG is intended to add
value to the tourism businesses of East London, by representing
their offer and their target markets in structured communication
with VL. Clear terms of reference and a defined process for
becoming a member of the MAG will be necessary.
There may be a need for other temporary advisory working groups,
which can be convened as required.
1.1.2 Relationship with Tourism Businesses
The success of the sub-regional delivery agency will be dependent
on a strong partnership between public and private sector – at
Board level and in the delivery of continuous roles and one-off
projects. Current members of TEL should be seen as the core of
this partnership, helping lead a sub-regional agency on behalf of
the East London tourism industry.
At the same time, TEL will need a broader relationship with the
industry, not limited to its current membership. In addition to
offering a specific package of promotional and networking services
to paying members, the SRA and SRM will need to be the point of
contact or ‘relationship manager’ for the East London tourism
sector on behalf of the LDA.
The SRM will act as a conduit for information relevant to tourism
businesses across a range of business support agencies covering,
training, skills, advice, etc.
1.1.3 Relationship with Boroughs
The SRM’s role includes managing the relationship between the
LDA and the East London Boroughs. This relationship touches on
a number of areas, including research (e.g. economic modelling),
product development, visitor information, signage, town centre
management schemes, etc. It will require liaison with a number of
different LA officers at different levels, and also communication
across departments within the LDA to support projects relevant to
tourism but falling outside the scope of LDA’s Tourism Unit.
Again, the SRM will be a conduit for information between the
sub-region’s tourism industry, including the Boroughs, and VL. It is
also important that existing communication links are maintained
between VL and its members.
1.1.4 Board Development
A restructured Board advising the SRA will take primary
responsibility for strategic leadership, monitoring and evaluation at
sub-regional level. This Board will be the East London Tourism
Advisory Group (in parallel with other sub-regions).
The composition of the Board should reflect the remit of the
sub-regional delivery agency: bringing together representatives
of public and private sector at sub-regional level with a broad
understanding of the issues facing the tourism industry (including
workforce development and business support). This means
broadening the group beyond the current membership base of
TEL. Direct connections with Boroughs, VL, LDA, BL4L and LSC
will also be made through membership or observer status.
11

1.1.5 Membership Structure
This strategy presents many opportunities for added value and
additional benefits for members of TEL. Organisational change,
including board and membership structure reviews, will be
undertaken by TEL in 2004, with implementation no earlier than
April 2005. In the meantime, TEL will continue to deliver to all
partners the full range of membership benefits as well the
marketing and communications plan circulated earlier this year.
In the longer term, there needs to be a mutually beneficial
rationalisation of partnership opportunities, where appropriate, at
sub-regional and London levels, jointly agreed by Visit London and
the sub-regional delivery agencies.
In addition, Borough membership needs to be reviewed (four out
of ten East London Boroughs are members of TEL, and all are
members of VL via the ALG contract). It is not yet clear what the
best structure for the future will be, but it is essential that all East
London Boroughs are encouraged to be part of the sub-regional
tourism partnership. This imperative is particularly important in
relation to the delivery of programmes outlined under Pillar 3:
Evidence and Intelligence below, including the Local Economic
Impact Model, which will deliver, for the first time, a clear picture
of the value of tourism to each sub-region.
1.2 Working with Visit London
VL has responsibility for marketing London’s tourism offer and will
work with the SRM and Sub-regional Delivery Agency (advised in
turn by the Marketing Advisory Group) to ensure that East London
is appropriately represented.
There is an executive appointed within VL who has responsibility
for the liaison with each of the sub-regional tourism delivery
agencies. This will enable better communication flow from the East
London to VL and vice versa.
The key areas of activity for VL will be:
• Marketing campaigns (domestic and overseas) driven by VL
but informed by the sub-regions, based on iconic brands and
cross-cutting themes
The role of the SRM and SRA, advised by the MAG, is:
• Providing guidance and ideas to help shape VL’s campaign work
• Delivering information for use within marketing campaigns
• Providing feedback on campaigns
• Working with VL on the development of the East London
Marketing Communication Plan.
This does not preclude or negate the importance of existing
marketing partnerships within the sub-region and across
sub-regional (or Borough) boundaries. Rather, this structured
channel of communication is intended to ensure that information
flows continuously and easily.
1.3 London 2012
The SRM has already begun to work with London 2012 and the
LDA to ensure the East London tourism industry is on track to
support the bid process and deliver a successful Olympic Games.
Key roles for the SRM and SRA are to:
• Support London 2012 and key partners in promoting the
benefits of London hosting the games to residents, businesses
and the not-for-profit community across the sub-region
and beyond
• Encourage sub-regional product development (accommodation
provision, cultural and creative industries, public realm
improvements) which will support both winning and delivering
the Games
• Encourage workforce development, training and volunteer sector
to mobilise in support of the Olympic bid
• Ensure a two way flow of information.
• Using information, data and guidance from the sub-regional
marketing advisory group (MAG) to shape campaign work
(where appropriate)
• Working with SRA on the development of the East London
Marketing Communication Plan
12

Pillar 1: Leadership and Promotion Action Plan
Ref Objective Actions Target Outputs Lead Partners Year TAP
1.1 Organisational Change: Develop the sub-regional tourism delivery agency to deliver this action plan in partnership with LDA, Visit London, Boroughs and the private sector
1.6.1
1.1.1 Establish structure for communicating across the sub region and encourage
engagement of private sector, Boroughs and existing partnerships
Clear contact and communication structures established and roles defined SRM TEL 1/2
1.1.2 Establish route from current state TEL to future Sub-Regional Tourism
Delivery Agency
Future working structure for ‘new TEL’ and necessary transition arrangements TEL SRM 1/2
Chair TEL
1.1.3 Board Development: formalise protocol for board appointment and terms of
reference
Board appointed which is representative of LAs and industry, linked with
LDA and VL
TEL
Chair
SRM
TEL
1
1.1.4 Establish protocol for appointment and terms of reference for Marketing
Advisory Group
Marketing Advisory Group established SRM TEL 1
1.1.5 Undertake an independent review of all current TEL functions involving the
full membership base
Revised TEL mission / objectives / activity SRM TEL 1
1.1.6 Develop a model for sub-regional membership which adds value for tourism
businesses both sub-regionally and at pan-London level
A mutually beneficial proposal for the rationalisation of sub-regional and
pan-London membership structure
LDA
TEL/VL
1/2
1.2 Working with Visit London: Ensure the East London tourism offer is supported by Visit London (and other agencies) and at the same time contributes to the pan-London offer 1.6.1
1.2.1 Agree clear working procedures, structures and processes
Agree longer term vision for working partnership
Formal structure for working with Visit London established to ensure the sub
regional product offer is effectively incorporated into their marketing and
promotions
LDA
TEL
VL
SRM
1/2
1.2.2 Work with VL on the development of the East London Marketing
Communication Plan
Pillar 2: Market Development Action 2.2.2 TEL VL
1/2
SRM
1.3 Olympics: Support the London 2012 bid process and deliver a successful Olympic Games in East London
1.3.1 Work with London 2012 and LDA Olympics team Role for the sub-regional team defined; tasks and information requirements
identified
SRM
2012
LDA
1
4.10.6
1.3.2 Provide information to London 2012 and LDA Olympics team for bid
documentation and communications
Provide relevant documents, data or information, for example
accommodation audit
SRM
2012/LDA
TEL/LAs
1/2
1.3.3 Generate awareness of benefits of Olympic zone to tourism businesses Gain business support for the Olympic bid TEL 2012/LDA 1
LAs / SRM
13

PILLAR 2: MARKET
DEVELOPMENT
Canal West, Hackney
Courtesy of London Borough of Hackney
14

Pillar 2: Market Development
It is essential to ensure focus and integration between the various
agencies (e.g. Visit London, TourEast London, Boroughs,
partnerships, etc) marketing the East London sub-region to
different target markets. Together, they must better inform and
lead market investment and developments, and ensure there is
compelling and cost effective marketing of the intrinsic assets of
the sub-region.
2.1 Market Segmentation
The East London tourism delivery agency, working in conjunction
with Visit London and the other sub-regions, will undertake a
market segmentation exercise to establish priority markets for the
sub-region. It is important that industry operators (attractions,
accommodation, etc) be involved in this exercise.
Direct market research is essential. As a starting point, the following
market segments have been identified as important by consultees
during the development of this strategy and action plan.
Primary markets for East London destinations include the following:
• Domestic and European business visitors
• Euro and domestic short breaks, including group travel 2
• Visiting friends and relatives (VFR) market (including Londoners
but also people living in Kent, Essex and East Anglia)
• Ethnic minority markets (e.g. Indian sub-continent) both in the
UK and overseas 3
• Repeat North American leisure visitors to London 4
• The “London for Londoners” market and domestic day-trippers.
In addition, there are a number of specialist market segments
identified on the basis of strong product offers within certain
thematic areas. These include “culture vultures”, “quirky shoppers”
and “market lovers”, and gay visitors along with key niche markets.
There are markets that East London can target by looking ‘out’
rather than ‘in’ towards Central London. For example, marketing
the heritage attractions of East London’s boroughs to residents of
Kent, Essex and East Anglia (and their visitors), and to visitors
from further afield entering London through East London
gateways including Stansted, the A2, etc.
2.2 Marketing the East London Offer
2.2.1 Destinations
East London as defined in this document is not a customer brand,
but rather a sub-regional territory. Within this territory there are a
multitude of visitor destinations 5 , some with ‘iconic’ tourism
brands such as Maritime Greenwich or the Tower of London. Other
brands are more important for business tourism, including the City,
Canary Wharf / Docklands, ExCeL and London City Airport.
2 Response to the East London consultation paper; “We currently target repeat
overseas visitors to London, from Ireland, Holland, Belgium, Germany and the States
(new segments there). In addition the VFR and domestic day trip markets are key.”
3 Response to the East London consultation paper; “Working with ethnic media, faith
and community networks would further aid the flow of visitors via the VFR effect
and the non-planned or ‘whim’ visit.”
Other areas with destination brand potential include areas of
intensive development such as Silvertown and Royal Woolwich
Arsenal and open spaces such as Lea Valley Country Park or
Rainham Marshes.
The action plan calls for a brand mapping exercise, which will
identify key attractors, but also look at how these can work
together to build the overall critical mass of destinations. Political
boundaries should not be a major concern when drawing this map.
Successful brands are market-led, customer focused and
research-based.
The “attract and disperse” strategy adopted by many sub-regions,
means using icons to attract people to London or places in the
sub-regions and then to encourage them to visit lesser-known
destinations close by. Visitors tend to use “flexible geography”
or have an inaccurate cognitive map when they are considering
visiting a destination. The less awareness they have, the more
iconic brands tend to work as attractors for wider areas.
2.2.2 Themes
Visit London is developing a series of London products based on
themes. East London will play an active role in this process. 6
Strong themes in East London include the following:
• Business Tourism - including conference and exhibition venues
such as ExCeL, Devonport House and business transport hubs
such as City Airport, along with the City Fringe
• Cultural Diversity – there is a cultural and ethnic mix which is
particularly vibrant and diverse in East London and includes
areas such as Brick Lane, Green Street etc
• Vibrant nightlife – particularly around Hoxton Square, Old Street
and Brick Lane
• Arts & Culture – artists, designers, studios and galleries in the
City Fringe, creative media in the Lower Lea, cutting-edge urban
architecture, public art and emerging creative clusters e.g.
Hackney and Truman’s Brewery
• Shopping – traditional markets such as Spitalfields, Greenwich
Market and Columbia Road Flower Market, “quirky” shopping
and local produce, and retail centres including Romford and
Canary Wharf
• History & Heritage – the River (trade, immigration, Empire,
naval history etc), two World Heritage Sites, industrial heritage;
niche museums
• Events & Festivals – including Sea Britain 2005, Respect,
Greenwich and Docklands International Festival, F-Est, Hidden
Art Weekends and Hornchurch Festival, community events on
Blackheath, along with major events at ExCeL and the Dome
• “Secrets in Suburbs” – including parks, gardens,
historic houses, etc.
4 Response to the East London consultation paper; “The London brand can be used
by extending it for repeat visitors who have seen the centre and ready for the
relaxed surprises of the edge.”
5 See the Glossary of Key Terms, Section 6.
6 Response to the East London consultation paper: “East London’s USP is its cultural
and ethnic diversity … Docklands is a new modern city … the maritime and trading
history … two World Heritage Sites – Greenwich and Tower Hill.”
15

2.2.3 Developing the Marketing Communication Plan
A Marketing Communication Plan is required to draw together the
work of key partners VL and TEL, and the Boroughs. It will make
joint marketing opportunities more intelligible to the industry.
The Marketing Communication Plan for East London should
address the following questions:
1 What are the objectives of the communications
2 Who are they to be directed at That is who are the customer
segments or stakeholders we want to talk to
3 How do the destination brands in the sub-region stand out from
their competitive set in terms of their positioning
4 What propositions will convey the brands’ benefits
5 What are the reasons or why which will credibly support the
selected propositions
6 What image values will communications convey about
the brands
Marketing imperatives, which inform the Marketing
Communication Plan, are:
2.3 Pilot Projects
The action plan includes several examples of pilot projects which
may be included in the Marketing Communication Plan.
There are a number of strong partnerships in the sub-region, such
as WHS and CIDA. Where appropriate, the SRA will support and
add value to the existing marketing activity of these and other
partnerships and of the Boroughs. Where appropriate, the SRM
will act as a conduit with VL to ensure the widest possible
audience for East London marketing activity.
2.4 Events
East London already plays host to significant sporting, cultural and
business events and festivals, which draw visitors from across the
world, from Sea Britain 2005 to the London Marathon to the
World Travel Market at ExCeL. The London Events Strategy
(currently in development) will reflect the importance of events in
East London.
Making the most of East London’s events programme will involve
working with events venues and organisers to provide information
on East London to attenders, and make the most of media
opportunities to feature East London.
• Marketing spend should be targeted at the destination brands
on the basis that they will be used as part of a dispersal strategy
• Marketing campaigns must be directed at carefully researched
customer segments i.e. be market-driven, not product-driven or
politically-driven
• There must be clear differentiation between marketing and
provision of information, and both should be integrated and
driven by customer requirements rather than political boundaries
• The principles of co-ordination, rationalisation and integration at
sub-regional and pan-London levels must be encouraged
• Collective partnership marketing, wherever appropriate, must be
encouraged to stretch available resources
• Marketing activity should be monitored in order to assess key
performance indicators and return on investment.
This does not suggest that Boroughs, partnerships and attractions
will not continue their own marketing efforts in conjunction with
each other and individually. Rather, the sub-regional Marketing
Communication Plan should add value to existing marketing
partnerships serving East London destinations and provide an
enhanced customer focused platform. The industry and Boroughs
will be asked to help formulate the Plan through membership of
the East London Marketing Advisory Group (MAG).
16

Pillar 2: Market Development Action Plan
Ref Objective Actions Target Outputs Lead Partners Year TAP
2.1 Market Segmentation: Prioritise and focus on markets that will have a major impact on the performance of East London’s tourism sector (e.g. Business Tourism, VFR, black and ethnic minority)
2.1.1 Research to identify key markets and customer segments Agreed list of target market segments for East London destinations TEL / SRM VL
1
2.1.1
2.2 Marketing Communication Plan: Ensure the East London tourism offer is supported by Visit London (and other agencies) and at the same time contributes to the pan-London offer
2.2.1 Undertake a brand mapping exercise to validate and inform destination
brands, special places and themes, informed by both consumer and industry
research, with support and guidance from VL
Agreed map of the iconic brands, notable places, themes and destination
clusters
TEL
SRM
VL
1
1.2.4
2.4.1
4.12.3
2.2.2 Complete a Marketing Communication Plan Marketing Communication Plan linked with VL forward planning processes
and priorities, signed off by EL MAG
TEL
SRM
VL
1
2.4.2
2.4.3
2.3 Example Pilot Projects: Increase the market presence of East London tourism products
2.3.1 Develop weekend break trade within the Greenwich, Tower Hamlets and
Newham area including travel
East London leisure packages for sale TEL / SRM LAs/ LCY 2
2.4.2
VL
2.3.2 Support ‘gateway’ promotions for visitors from Europe and South East / East
Anglia, featuring hotels and events in East London
TEL / SRM
VL
LAs / mktg
p/ships
Campaigns developed and delivered 2
1.3.2
2.3.3 Build local pride of place and sense of place through the promotion of the
East London tourism offer to local residents
Campaigns developed and delivered TEL / SRM LAs / mktg 2
1.1.5
VL
p/ships
2.5.2
2.3.4 Use findings from Cultural Diversity scoping project to implement cultural
diversity marketing campaign
Campaign developed and delivered 2
2.3.3
TEL / SRM
VL
CIDA
LAs
2.4 Events: Publicise and capitalise on East London’s significant events programme
2.4.1 Work closely with the London Events Strategy (which is currently under
review)
Identify major events to be featured in pan-London promotions TEL / SRM LAs
1/2 4.10.1
VL
2.4.2 Exploit the national media profile given by major events held in / passing
through EL
Integrate PR activity into annual Marketing Communication Plan TEL / SRM LAs
1/2 2.4.4.
VL
17

PILLAR 3: EVIDENCE AND
INTELLIGENCE
Columbia Road Flower Market
Courtesy of MTA Tourism & Leisure
18

Pillar 3: Evidence and Intelligence
East London, like other sub-regions, lacks reliable data and
intelligence. With no co-ordinated pan-London approach to data
collection, London tourism planning has had to rely on a confused
package of information and mixture of data sources.
3.1 Local Economic Impact Modelling
It is clear that the sub-regions need to understand the economic
impact of tourism. 7 To date, volume and value research has been
undertaken using the STEAM model in Greenwich, Lewisham and
Bexley. However, it is not possible to make reliable comparisons
with other Boroughs or truly understand the scale of economic
impact across the sub-region.
All Boroughs have expressed a desire to obtain accurate data for
their own area, and the need for user-friendly analysis. Equally,
London Boroughs have expressed the need for financial support
and strategic leadership on this matter from the LDA. 8
The LDA’s objective is to establish a system for collecting and
analysing data at local level, which is consistent across London and
allows sub-regional and pan-London results to be compiled. The
analysis should be of practical use to all tourism stakeholders. 9
3.2 Monitoring and Evaluation
In parallel to creating a system for monitoring the performance
of tourism across London, a priority will be to create a set of
performance indicators. These should be developed in a generic
way so that all sub-regions can be monitored with the same
model. However, a different weighting should be attached to
each of these, depending on the current state and the short and
long-term performance targets of the sub-region.
Key performance indicators may include:
• Volume and value of tourism at the Borough and
East London levels
• Share of the London market and contribution to dispersal
• Brand awareness of key East London destinations
• Investment and job creation / retention
• Business performance (accommodation capacity, occupancy
rates, footfall and dwell time at destinations)
• Visitor satisfaction levels.
The LDA will provide funding for the pan-London model, and
Boroughs will be encouraged to buy into it. The LDA is taking the
following approach:
1 A project board will be established (with LDA, GLAE, VL and
Borough representation) to draw up the model specification.
2 The LDA will issue an OJEC notice to seek tenders for an
economic impact model for London.
3 Data will be collected at local level to provide intelligence on
local, sub-regional and regional trends.
4 The SRM will strongly encourage Borough tourism
representatives to contribute to a comprehensive understanding
of the economic impact of the sector locally and on a
London basis.
5 GLAE will provide the co-ordination and expert interpretation of
the data. Partnerships with Higher Education institutions in East
London may be a cost-effective and strategically efficient way of
delivering additional research packages.
7 Response to East London consultation paper; “There is NOT currently adequate
information on the visitors – this is the first step in any development of East
London’s tourism. Whatever research is undertaken – it should be available online
for all partners to access.”
8 Response to East London consultation paper; “We need an ‘economic impact study’
done for the area. This should be done as soon as possible in order to establish
where we are now, and then repeated maybe every 5 years This will both raise our
profile and influence decision makers in the public sector. It will be particularly
important if the Olympic bid is won.”
9 Response to East London consultation paper; “There is little to no information
about visitors and very few monitoring systems in place in East London. This kind of
information is vital if we are to demonstrate the importance of East London in
London tourism as well. It would also be a way of getting the Boroughs with little
or no tourism focus on board.”
19

Pillar 3: Evidence and Intelligence Action Plan
Ref Objective Actions Target Outputs Lead Partners Year TAP
3.1 Understanding Volume and Value: Develop and implement a Local Economic Impact Model which is consistent across London
3.1.1 Regular communication with LAs on progress towards Economic Impact
Model for tourism which is comparable across London
Quarterly (or more frequent) communication with Boroughs GLAE SRM 1/2 3.1.3
3.1.2 Encourage all East London Boroughs to take part All Boroughs signed up GLAE SRM 1/2 1.6.2
3.1.3 Undertake economic impact analysis for major convention and conference
venues
Communication of result SRM TEL/ LDA 2
3.1.4
Venues
3.2 Monitoring and Evaluation
3.2.1 Establish KPIs, compile baseline data for East London and set growth targets Short list of KPIs LDA TEL / GLAE 2
2.1.5
3.3.1
3.3 Understanding the Visitor: Market Research
3.3.1 Undertake Market Segmentation research Pillar 2: Market Development Action 2.1.1 TEL/SRM
1
3.3.2 Undertake research on consumer perception of destination brands Pillar 2: Market Development Action 2.2.1 TEL/SRM
1
3.2.3
3.3.3 Regular visitor surveys at key attractions / destinations Communication of results TEL/SRM VL
1/2 3.2.6
20

PILLAR 4: PRODUCT
DEVELOPMENT
London City Airport
22

Pillar 4: Product Development
4.1 Focus on Clusters
A destination is made up of a ‘cluster’ of attractors, supported by
infrastructure (‘hard’, e.g. transport and ‘soft’, e.g. information)
and services (including accommodation and food & drink). The visitor
experience of the destination is also determined by the public
realm, perception of safety, etc. A strong and sustainable destination
has facilities that meet market needs in each of these categories,
reflected in a strong brand.
All key clusters involve transport nodes or gateways. Regeneration
initiatives and town centre improvement projects contribute to the
successful destination development of clusters.
Under clusters identified below, we mention the current
components of the cluster (in brackets) and then highlight
attraction projects which will have a significant impact on their
offer over the coming years.
Destination clusters vary in their evolution within the product
life-cycle. The classic definition of the life-cycle is:
Introduction > Growth > Maturity > Decline
Some of East London’s mature clusters are listed here: 10
• Greenwich (World Heritage Site, Meridian Line, maritime and
naval heritage, visitor attractions, TIC)
• The Cutty Sark – this major attraction and icon for London
has submitted a bid for Heritage Lottery Funding in support
of a major restoration project. The results of the bid will be
known in January 2005.
• Tower Hill (World Heritage Site, Tower of London, Tower Bridge,
St Katharine’s Docks, Pool of London, Butler’s Wharf / City
Hall [Southwark])
• River Thames (as a connector through sightseeing tours;
Greenwich & Docklands Festival – East London’s International
Festival of arts and performance)
Growth clusters 11 include:
• Docklands - West (Canary Wharf, Museum of Docklands,
architecture and waterfront development)
• Royal Docks (London City Airport, ExCeL, University of London)
• Silvertown Aquarium – along with Silvertown Quays will provide
a crucial building block in the wider Thames Gateway strategy
• Trinity Buoy Wharf – home to a thriving community for arts
and cultural enterprises
• Thames Barrier Park – on the north bank of the Thames at
Silvertown, Thames Barrier Park is a green symbol of east
London’s regeneration
• City Fringe – Liverpool Street, Whitechapel, Hoxton, Shoreditch,
Spitalfields, Brick Lane (markets, galleries, bars, music venues,
festivals including Spitalfields Festival – East London’s largest
classical music festival)
• Whitechapel Art Gallery – the largest and one of the oldest
contemporary Art galleries in east London is about to embark
on an expansion plan into the next door Whitechapel Library
• Museum of Childhood, Bethnal Green – undergoing
development to improve its visitor amenity
• Rich Mix – a soon to be opened new cultural venue offering
exhibition, cinema and leisure activities
• Green Street (ethnic fashion, food, fabric and, gold)
• Stratford town centre (town centre and major transport
interchange; Stratford Circus – an important cluster of cultural
provision in Stratford including Theatre Royal Stratford East)
• Hackney Cultural Quarter (Empire Theatre, music venues e.g.
Ocean and evening economy)
• Lewisham (retail centre, TIC and transport node)
Introductory clusters 12 are areas in development or
undergoing regeneration:
• Olympic site (Lea Valley; Stratford interchange)
• Greenwich Peninsula (the Millennium Dome’s future use)
• Woolwich (Royal Arsenal, Firepower and the Thames)
• Wapping (The Wapping Project – unique contemporary
performance and gallery space in the heart of Wapping)
• Bexley - Greenwich A2 corridor (Red House and other
heritage attractions)
• Danson Mansion and Park – one of the finest surviving
Palladian Villas in the South East, set in a magnificent park
landscaped by Capability Brown
• Crossness Pumping Station – a Grade I listed building
housing the largest rotative beam engines in the world.
• Hall Place – Grade 1 listed country house built in 1540,
potentially including a gateway TIC and budget hotel
• Deptford (Laban Dance Centre, theatre venues)
10 Response to East London consultation paper: “The World Heritage Sites are very
important and as established attractions could act as gateways for the rest of East
London … they need to be preserved and their potential developed.”
11 Responses to East London consultation paper: “Some specific areas as Spitalfields
and Hoxton have developed a trendy and cutting edge profile which draws on the
visitor’s enjoyment of unusual, urban leisure environments … this capitalizes on the
presence of some internationally acclaimed cultural venues.”
“The presence of Canary Wharf, the proximity of the City and the presence of
important business facilities such as ExCeL make this aspect central in the cultural
and tourism identity of East London, particularly because in this area companies are
often cultural and creative - designers, web and film industries, print, fashion – all
extremely important in the local economy and openly visible.”
12 Responses to East London consultation paper: “The Olympic bid offers a real
opportunity to invest in the cultural offer of East London and ensure that the Games
truly reflect the cultural diversity of their location”
23

• Ilford (retail centre and transport node)
• Romford (retail centre and transport node; Queen’s Theatre,
Hornchurch)
• Thames corridor (walking, wildlife and ornithology)
• Kingsland High Road/Stoke Newington
In the longer-term new clusters may be created around the
following projects:
• London Convention Centre proposal - making the case for a
location within East London building critical mass with ExCeL
and London City Airport
• Developments which play into and contemporary expressions of
industrial heritage – the Victorian exploits of the Crossness
Pumping Station in Bexley or the Ford visitor attraction
• The concept of an “observation floor” at the top of an appropriate
building or landmark, offering dramatic views of the changing
East London landscape with suitable interpretation, could be a
major visitor draw and a gateway / orientation facility for
visitors. It potentially has an important PR role and could have a
corporate hospitality function.
4.2 Visitor Management Plans
Priority destination clusters at any stage of the product life-cycle
need assistance with managed development and ensuring the
quality and strength of the customer experience.
Visitor Management Plans should be driven by local business and
communities, supported by town centre management functions
that exist in some, but not all, localities. The LDA has a role to
play in stimulating the process, and supporting pilot programmes.
Visitor Management Plans – developed for key clusters around
public transport nodes – should cover:
• Environment, sense of place and distinctiveness / identity
• Safety and security, cleanliness
• Welcome and customer care
• Signposting and navigation (area signs, brown signs, fingerposts)
• Gateways and first impressions
• Information maps relating to public transport, cultural and leisure
offer, retail and catering, etc
• Car parking, coach parking and drop off
• Public toilets
• Local interpretation, guide services
• Marketing support
• Information services / desks / points at arrival
There is an opportunity to establish a pilot visitor management
project in 2005/06. It may be that one such project can be
undertaken each year.
4.3 Transport Infrastructure
London benefits from a well-developed public transport network
with the central area well served, as are many town centres.
However, while the current network is well used, in some places it
operates at or close to capacity. Suburbs are not well served by
public transport, leading to increased car use and road congestion.
A programme of public transport improvements has been
developed to address current issues and support expected growth.
The London Transport Strategy is a key element in the dispersal
of visitors from Central London to the sub-regions and vice versa.
It is essential that the key gateways and transport hubs in
and around and out of London are carefully managed, such as
along the key airport routes, Stratford, and the overall
transportation network.
Crucial transport projects include Crossrail, the Thames Gateway
Bridge, the extension of the CTRL via Stratford, DLR extensions to
LCY (serving Silvertown) and to Woolwich (serving Firepower and
Woolwich Arsenal), and the extension of the East London line.
What is good for Londoners will be good for visitors, and “local”
transport projects can be strengthened by recognising their value
and importance to tourists. The impact of the transport
infrastructure – whether it is by road, rail or air – on tourism is
substantial. The vital existing parts of the East London tourism
transport infrastructure are:
• London City Airport
• The Docklands Light Railway
• The gateways from the Central Zone at Tower Hill and
Liverpool Street
• The London Underground, in particular the Jubilee Line and
Central Line
• Prominent East London bus routes
• Greenwich Waterfront Transit
• The M11 & A2 corridors
• The Thames cycle path (Sustrans long distance route)
• The signposting and information service network to support the
infrastructure (although rationalisation is needed)
It is the responsibility of the SRM and SRA to act as advocates for
the East London tourism industry with respect to transport
projects. The upgrade of transport infrastructure is typically highly
expensive and contentious. The main objective is, therefore, to
ensure that tourism interests are given consideration in transport
strategy and delivery and vice versa – that transport is taken into
account when planning major tourism attractions.
• Customer satisfaction research
24

There is a need to identify tourism and regeneration opportunities
that are likely to be prompted by proposed transport infrastructure
projects. For instance, Stratford is emerging as a destination due
to its transport interchange role and Woolwich is likely to benefit
as a destination from the planned DLR extension. This in turn
could stimulate hotel investment.
At present, LCY is principally a business airport with specific
restrictions on its operating hours due to the residential
neighbourhood. Elsewhere, Stansted is well used for outbound
tourism. Neither is playing a full role in generating new inbound
leisure breaks. Working with the airports, carriers and travel
operators to redress this situation will be a key task.
4.4 Information Infrastructure
4.4.1 Signposting
Signposting is overdue to be tackled at a pan-London level to
create consistency. At present it is covered by the Boroughs, who
have given a low priority to tourism signposting. Consequently
there is an absence of things such as “Welcome to London” signs
on the main approach routes into London from the M25, M11 and
A2. Welcome signs are an important part of the on-the-ground
branding of London.
Visitors must be able to find their way easily and orient themselves
within East London.
A signposting audit is the starting point. Proposed changes to
national tourism signposting regulations need to be assessed in
relation to East London’s current signage and proposed needs.
More research into visitor travel patterns and modes of transport
to reach visitor attractions is desirable. East London will need both
directional road signs for car traffic and pedestrian fingerposts and
orientation maps to and from underground / DLR stations.
Coach signage is important. Coach and group operator marketing
plans should be developed in tandem.
4.4.2 Visitor Information 13
Visitors should easily be able to find information about all areas
of East London and to book according to their needs. This
principle applies to all of London and Visit London is addressing
the opportunities.
An integrated destination management system (DMS) that covers
Greater London being developed by VL will radically improve the
way that information about London and the sub-regions is
disseminated to customers. East London could be used as a pilot
for a comprehensive DMS.
A stronger East London profile is needed at the Britain and
London Visitor Centre (BLVC) near Piccadilly, at the new Centre
at Vinopolis in Southwark on the South Bank, and at Home
County TICs.
There is a need for more co-ordinated information provision, for
example: the national rail online timetable should include DLR
services, online street maps must keep up with changing street
patterns, products could be joined up taking into account the river
boat links, etc.
4.4.3 Tourist Information Centres 14
There are few TICs in East London. The Greenwich TIC is well
established alongside the Cutty Sark and visitor numbers have
grown to around 370,000 per annum. It provides a London-wide
as well as a sub-regional service and is funded by the Borough.
Based upon the pan-London TIC audit work currently underway
(see below), Greenwich TIC is only marginally behind BLVC in
Regent Street on a number of dimensions. It is felt the Greenwich
TIC plays a strategic role for the East London sub-region and
therefore faces a number of challenges and opportunities.
There are also smaller TIC operations within the Lewisham public
library (operated by the Library Service of the Borough Council)
and at Hall Place in Bexley (operated by the Bexley Heritage Trust
who in turn receive funding support from Bexley Council).
These two centres predominantly meet local community needs.
Swanley TIC in Kent was initially funded by East London Boroughs
(Greenwich, Lewisham, Bexley) and is strategically important for
the sub-region.
TICs have been tried elsewhere but proved to be short-lived due to
costs and poor sites (e.g. Spitalfields, Canary Wharf). Proposals
were mooted at Tower Hill but came to nothing. TICs in the UK
traditionally undertake data collection. Greenwich is very active in
this respect. Lewisham and Bexley focus on local information.
However, there is little data collection north of the river, other
than the work undertaken by VL and TEL in marketing and
accommodation grade verifications.
Data collection requirements will become clearer when work is
progressed on the London DMS by VL, and on its sub-regional
roll-out.
A strategic review of TICs in London is currently underway by The
Tourism Company, commissioned by LDA. The key outputs of this
study include a TIC template focusing on key functions covered
and, at a second stage, a map showing optimal locations for TICs.
The aim is to move away from a situation where the TIC location is
determined only by LA boundaries.
TEL should seek to work with VL to build up the presence of
the sub-regional product offer on the visitlondon.com website.
TEL are, and will continue to be, responsible for maintaining
the visiteastlondon.com website and its relationship with
visitlondon.com. Development of the sub-regional site will depend
on the outcome of the marketing communications plan.
13 Responses to East London consultation paper: “TICs carry high costs and usually
require significant ongoing support. Statistics show a significant decrease in usage
of traditional TIC services. We need to think about how we can offer a more
focused, forward thinking information service – TIPs, information direct to mobile
phones / PDAs, portable information provision, ‘greeters’ or ambassadors at hub
transport points. We need to make the visitors experience as comfortable as
possible, ensuring that info is available wherever they seek it.”
14 Responses to East London consultation paper: “The most basic service is that of
the TICs.”…” They are absolutely VITAL for all types of visitor. They are seriously
underfunded. So I say please ensure that the LDA and each local authority has a
partnership for investing in these.” “ TIC’s are needed at key tourist interchanges
… in other places they might be merged with existing facilities (station
information, exhibition centres, inside attractions).”
25

The LDA is considering a new strategic approach to TICs based on
customer needs, and this may include:
• The mature clusters are priorities and may warrant sub-regional
support to provide a sub-regional service
• Partnerships are important and the DLR is a key partner in view
of the importance of travel information and their connecting
service. There are opportunities on the Thames through localities
such as jetties, landing stages, boats themselves and existing
ticket offices
• The growth clusters require coverage although not necessarily
through staffed or stand-alone TICs
• The introductory clusters need to have planned provision for the
future. There are specific opportunities to plan ahead at
Woolwich and Hall Place to help generate critical mass and
encourage the development of each cluster. Town centres such
as Lewisham, Ilford and Romford may best suited to joint library
service operations, predominantly serving local communities. This
is an important tier within the structure since it is a key means
of informing Londoners and the VFR market about London.
A proliferation of TICs across London is unsustainable, as is direct
funding to support existing operations. Thus, the LDA is seeking a
‘blueprint’ for the enhanced operation of strategically located TICs
and a more effective ‘network’ of fuller service TICs across London.
4.5 Hotel Development 15
PriceWaterhouseCoopers (PWC) were commissioned by the LDA to
look at the development of additional visitor accommodation
across London, with a priority placed on meeting accommodation
needs to encourage successful dispersal of visitors. Their study
provides information on accommodation supply, recent trends and
drivers and hotspots where developers are likely to be interested. 16
Historically hotel development in the East London sub-region has
primarily been limited to Tower Hamlets (Isle of Dogs) and areas
around the City Fringe in Hackney. The remaining Boroughs have
seen low levels of development and the East accounts for only 8%
of London’s room supply at just under 12,000 rooms.
Future developments in the sub-region are again centred around
the development of key demand drivers. Tower Hamlets is by far
the largest area of growth in rooms supply, with the number of
rooms under construction or with planning permission, exceeding
existing room stock. Other Boroughs with significant numbers
of rooms under construction include Hackney, Newham
and Greenwich.
Planning permission has been granted for a further 4,041 new
rooms in the sub-region. Most of this is branded budget
accommodation, but planning permission exists for two floating
hotel concepts at Canary Wharf, and there is likely to be lifestyle
hotel development as the markets around ExCeL and Greenwich
mature. An upscale hotel (five star) is planned adjacent to the
redeveloped Dome complex on the Greenwich peninsula and
depending on the changes in gaming legislation the site may
include a casino.
Possible future hotspots for hotel development include:
1 Stratford City
• Drivers: Channel Tunnel Rail Link (CTRL) and redevelopment of
rail freight goods yards
• Likely products: limited upscale and midscale, mainly budget
2 City and City Fringe
• Drivers: Corporate and leisure demand in particularly riverside
locations
• Likely products: Apartotels, Lifestyle, some upper tier budget
3 Isle of Dogs
• Drivers: Corporate demand as office accommodation in Canary
Wharf and adjacent site is developed
• Likely products: Planning permission exists for upscale,
apartotels, floating hotels
Secondary locations include the Royal Docks, with consolidation
around the ExCeL complex and anticipation of the Aquarium and
wider Silvertown development. The DLR extension to Woolwich,
and new bridges linking Beckton with Woolwich and Silvertown
with Greenwich Peninsula, is also likely to generate additional
development hotspots in Greenwich / Woolwich.
With the exception of current and future planned developments in
the Isle of Dogs and City Fringe, the majority of the near 3,000
increase in room supply in East London since 2001 is branded
budget hotel development. Almost 2,000 new rooms have been
developed in Newham since 2001 almost all of them located
around the ExCeL conference exhibition site at the Royal Docks.
Canary Wharf and Whitechapel have seen the development of
upscale hotels and serviced apartments reflecting the demand
for this type of product from the corporate market concentrated
in these areas.
15 Responses to East London consultation paper: “Hotel capacity in East London has
expanded enormously especially at ExCeL and Canary Wharf but also at Barking,
Ilford and out towards Thurrock … there is probably more potential for new hotels
south of the river as it is an access route into Britain from the Continent … the
small hotel and Bed & Breakfast business proliferate but probably need more
support from tourist information services.”
16 Encouraging the supply of visitor accommodation across London, June 2004,
PriceWaterhouseCoopers. Please note that this report has been prepared for the
purposes of the LDA. PWC’s responsibilities and duty of care in respect of this
report are therefore owed exclusively to the LDA. The report will not address any
third party’s specific interests or circumstances and although the information
contained within it may be shared with third parties, we have no duty of care to
anyone other than to whom this report is addressed. For the purposes of clarity
therefore, PWC accepts no responsibility or liability to any party other than those
to whom the report is addressed.
26

4.6 Major Projects
4.6.1 London 2012
London is currently bidding for the Olympic and Paralympic Games
in 2012.
The Olympics would fast track current change and regeneration in
East London, especially the Lower Lea Valley, levering resources,
stimulating the completion of already programmed infrastructure
investment, and with a strong legacy value.
A successful Olympic bid would act as a powerful catalyst for the
transformation of the neglected Lower Lea Valley and play into
developments for the Thames Gateway. It is expected that the
Olympic Games would also bring massive benefits to the area in
terms of jobs, businesses, homes and better community facilities.
See Pillar 1: Leadership and Promotion for actions (1.3).
4.6.2 Rivers and Canals
London’s Blue Ribbon Network refers to the Thames, the canal
network, the other rivers and streams within the city and open
water spaces such as docks, reservoirs and lakes. It has strategic
importance as a resource for transport, leisure and tourism and
as a principal component of London’s public realm. It contributes
to biodiversity and landscape value, and the vitality and
distinctiveness of many parts of London. It is a resource
for London and its use must ensure its future protection
and enhancement.
Use of the Blue Ribbon Network and land alongside it should be
concentrated on activities which specifically require a waterside
location. These include water transport, leisure and recreation.
Government initiatives to encourage the sustainable distribution of
goods and services have led to renewed interest in using the
waterway network to move goods and people.
Increased water transport requires cruise liner facilities, new piers
and dedicated stopping facilities on the canals. The planning
approach must support facilities such as boat building and repair,
mooring sites, boat houses and slipways. Lewisham is currently
considering the possibility of a new cruise terminal in Convoy’s
Wharf (Deptford).
Waterside development needs to respect the particular
characteristics of the Blue Ribbon Network, preserving views and
promoting safe public access. It should not be a private resource
or backdrop which only privileged people can afford to be near
to or enjoy.
Much more could be made of the river Thames as a visitor route.
Commuter services now run on the Thames and they potentially
play an important role in dispersing visitors from Central London.
At present there is a lack of data on river usage by visitors and
visitor flows.
The leisure offer has not been developed beyond Greenwich
eastwards. Woolwich, Silvertown and Rainham Marshes are future
visitor destinations on the Thames.
A study of the River Thames and Canal Network is being
undertaken for the LDA by Scott Wilson Consultants. The LDA is
also supporting the Thames Estuary Partnership project entitled
Thames Strategy East.
4.6.3 Open / Green Spaces
The Green Grid vision for East London is to create a network of
interlinked high quality open spaces, providing connectivity to and
between town centres, public transport nodes, the Green Belt, the
Thames and major employment and residential areas. In parallel to
the aesthetic transformation of East London, the network will
provide deep-founded environmental benefits through biodiversity
conservation, flood alleviation, microclimate improvement
and inclusive access to spaces that sustain communities and
improve health.
The Green Grid Steering Group has been working with Boroughs
and statutory bodies to identify existing and proposed projects
which feed into the Thames Gateway Development and Investment
Framework. Priority areas include:
• Rainham Marshes – set to become the London Riverside
Conservation Park, projected (at feasibility stage) to attract 1
million visits per year
• Lower Lea Valley
• Roding Valley (one very recent idea is for a cross-Thames park)
• The Green Chain – a jointly managed network of open spaces in
Boroughs south of the river
Green Grid projects can support and enable:
• Gateways to London (e.g. a Visitor Centre in Upper Lea Valley)
• Quality of life for current and future residents of East London
• Accessibility of the river
• Cycle paths, walking trails, etc
• Heritage of the river (smugglers, pirates, docks, wharves) and
reinterpretation of industrial past
• Creation of new visitor destinations.
27

Pillar 4: Product Development Action Plan
Ref Objective Action Target Outputs Lead Partners Year TAP
4.1 Cluster Development: Promote visitor-focused development of destination clusters
4.1.1 Develop the East London Destination Cluster Map, to create a product Feed into brand mapping in Pillar 2: Market Development Action 2.2.1 TEL / SRM Boroughs / LDA 1 3.4.2
development framework TGLP / Industry 4.12.2
4.2 Visitor Management Plans: Improve the visitor experience and information at key transport hubs / gateways / destination clusters
4.2.1 Work with Town Centre Manager to promote wider tourism agenda Prepare pilot Visitor Management plan Town Centre SRM 2 4.4.1
managers Boroughs 4.5.1
4.12.1
4.2.2 Support the work of town centre partnerships to improve perception of Include safety issues in the pilot Visitor Management Plan LDA Boroughs 2 4.4.4
safety Town centre managers 4.11.4
4.3 Transport Infrastructure: Provide a strong tourism voice in transport planning
4.3.1 Co-ordinate a tourism response to key transport development plans Tourism view agreed and promoted SRM TEL, TGLP 1/ 2 4.13.1
4.3.2 Identify joint working opportunities with key transport providers Regular exchange of information and identification of projects for joint working SRM TfL, DLR 2 4.13.2
4.3.3 Develop the recommendations within the River Thames and Canal Network Provide East London voice within wider study and share findings with industry LDA Riverside Boroughs 1/2 4.13.6
Study to make the most of the Thames as a means of transport TGLP
4.3.4 Make the most of the launch of the DLR extension to LCY in 2005 Feed into Marketing Communication Plan Pillar 2: Market Development TEL DLR, LCY 1/2 4.13.4
Action 2.2.2 Newham
4.4 Information: Make it easier for visitors to find their way around, find information and book products in East London
4.4.1 Undertake an audit of existing white on brown signs in and around Prepare brief and commission audit LDA Highway Authority 2
East London Boroughs
4.4.2 Identify the specific parking and signage needs of coach and group Communicate relevant information to tourism trade and feed into Marketing TEL LDA / ExCeL 2 4.13.3
operators, developing the roles of ExCeL as a coach park and the DLR Communication Plan Pillar 2: Market Development Action 2.2.2 DLR
as a means to take groups around East London
4.4.3 Work towards enabling EL products to be bookable via the VL DMS Agreement on how to work together TEL / VL Industry 2 2.4.3 / 3.7.2
(possible pilot project) SRM 4.7.1
4.4.4 Within the context of the pan London TIC work, fully consider opportunities that Investigate partnership opportunities at Greenwich TIC to formalise LDA Greenwich TIC 1/2 4.6.2
Greenwich TIC currently presents and could present in a future network model their role as a sub-regional TIC
4.4.5 Showcase East London destinations within the Britain and London Visitor Provide information and training to TIC staff TEL TICs 2 2.4.2
Centre and Southwark TIC 4.6.1
4.5 Hotel Development: Work in partnership with the inward investment agency for East London - Gateway to London - to promote site opportunities
4.5.1 Ensure planning authorities understand findings of ‘Encouraging the Guidance note for planning authorities LDA TGLP 1 4.2.2
Supply of Visitor Accommodation across London’ report Boroughs
4.5.2 Communicate messages of ‘Encouraging the Supply of Visitor Accommodation Supply information to inward investment agencies LDA Gateway to London 1
across London’ report and collate relevant research to help attract investment (e.g. occupancy, local attractions, etc) TGLP / Boroughs 4.2.1
at key sites
4.6 Major Projects: Make the most of major projects affecting the East London landscape
4.6.1 Support London 2012 Pillar 1: Leadership and Promotion Action 1.3 SRM
4.6.2 Develop recommendations through the Green Grid network, especially with Provide tourism industry voice within wider study and share findings with LDA Green Grid Steering Group
regard to the Rainham Marshes RSPB opportunity industry TGLP, Barking and Dgnhm 1/2
28

PILLAR 5: PEOPLE &
ENTREPRENEURSHIP
Acrobats at Maritime
Greenwich Car-Free Festival
Courtesy of Hayley Madden
30

5.1 Business Link for London: Role &
Programme
The tourism industry in London is very fragmented and does not
see itself as a united sector. This lack of identity and cohesion has
made it difficult for agencies developing support & training
programmes to identify and effectively target tourism businesses
needs. Hence the need to develop a programme of business
support and skills training.
Since restructuring into Visit London, the marketing agency for
tourism is no longer responsible for the co-ordination and provision
of business support. The LDA is now working in partnership with
Busines Link for London (BL4L): BL4L is the business support
delivery partner whilst the LDA remains the strategic lead and
funds initiatives. This is a major step towards developing a single
point of contact for all tourism industry business support provision
in London.
BL4L delivers generic support – for instance on finance and
marketing – as well as specific advice to the tourism industry.
The purpose of this new type of support is to respond to
identified tourism-specific needs and particularly help hotels and
restaurants improve the quality of their offer.
The developing tourism business support programme is a
pan-London programme, but the funding and delivery of all new
programmes will be linked into the sub-regional structure.
East London as a sub-region will need to work with BL4L and the
LDA to identify local need and ensure that the programme is
adapted for local needs where necessary.
BL4L is currently researching industry need and developing pilot
projects. The BL4L research programme involves surveying
businesses about their business support needs, and compiling a
database of all known business support and training providers
within London.
Two toolkits are being developed: a quality toolkit for the
accommodation sector and a contingency & disaster recovery
planning for the sector. Two pilot projects are underway within the
restaurant sector, to assess the viability of delivering business
support through geographically and culturally themed clusters.
The results from this programme of research and pilots will provide
the basis for developing a 2-3 year grant agreement between the
LDA and BL4L, starting late 2004. East London can assist this
process by working with BL4L through the SRM to ensure East
London specific needs are met by the programme.
5.2 Workforce Development Priorities
The hospitality, leisure, travel and tourism (HLTT) industry sustains
over 430,000 jobs and 47,000 businesses. However, both formal
and anecdotal evidence indicate that the industry is experiencing a
number of challenges. The industry, as a whole, faces significant
staff shortages. There are high turnover rates and many staff are
either not adequately qualified or lack relevant skills. In addition,
many employers appear to pay only lip-service to the notion that
their staff are the most valuable asset, offering little in the way of
feedback or development opportunities.
The LDA, in partnership with the Hospitality Leisure Travel and
Tourism Skills and Employment (HLTTS&E) Strategy Forum 17 have
developed a strategy and action plan 18 .
The Strategy Forum initially mapped out the scope and the remit
of the HLTT industry 19 and then asked partners to identify skills
industry skills issues and needs. The hospitality sub-sector namely
suffers from the most severe recruitment and retention issues.
The main issue affecting the travel sub-sector is staff retention.
The Forum also reviewed existing networks to evaluate
their effectiveness.
Subsequently, the Strategy Forum set out four programmes:
1 Recruiting people into the industry.
2 Retaining key staff in the industry.
3 Engaging employers.
4 Building the skills base through learning.
Organisations – including not only training providers but also
colleges and employer groups - will be encouraged to come up
with projects to combat the issues under the four key themes.
The emphasis will be on innovative projects that meet the specific
needs of employers.
Although tenders will be assessed at a pan-London level, pilot
projects may be piloted at a sub-regional level. The SRM will
hence participate, alongside other partners, in guiding and
informing the development of projects. However, the SRM will not
be able to get involved in individual bids because of potential
conflict of interest with LDA’s role in funding those bids 20 . The
SRM will act as a communication channel between the LDA, the
LSC and potential delivery partners.
17 A number of organisations act as a voice for the industry. These are the LDA, the
LSC, BL, People 1st, Skills Active, Qualifications and Curriculum Authority (QCA),
Jobcentre Plus, TUC, the Awarding Bodies and the Best Practice Forum.
18 Mayor of London, HLTT Skills and Employment, Summary Prospectus and Action
Plan, was launched at Madame Tussaud’s on 9 September 2004.
19 The definition of the term Hospitality, Leisure, Travel and Tourism is in two parts,
the first based on SICs (industry classification codes) and the second on SOCs
(occupational classification codes), both of which can be found in Appendix 3.
20 LDA Procurement Code regulations.
31

5.3 Quality Assurance
The issue of quality of the London tourism product and the
associated National Quality Assurance schemes has long been of
concern to those working within the industry. This issue is a high
priority at pan-London, and national levels.
A programme of initiatives needs to be developed to tackle the
quality of the East London tourism product directly. There is a
need to promote quality across the entire sector whilst focusing on
identified priority areas. The aim will be to move towards an
‘inspected only’ promotion policy by using a co-ordinated
approach for development and promotion of quality assurance
across East London, in line with the pan-London strategy as it
develops. Initiatives will need to respond to industry and visitor
needs and will be informed through research findings and the
implementation of a series of pilot programmes across London.
As well as utilising the Quality Assurance Schemes, the industry
needs to ensure that it responds to all new legal requirements
including the Disability Discrimination Act (DDA) and the new
amendment that comes into effect in 2004.
Tourism businesses within the East London area will therefore
benefit greatly from working with BL4L, the East London LSC and
local enterprise agencies to develop programmes to support
quality in the industry.
32

Pillar 5: People & Entrepreneurship Action Plan (Priority Actions are in Bold)
Ref Objective Actions Target Outputs Lead Partners Year TAP
5.1 Business Link for London: Target and promote programmes which meet industry needs in East London
5.1.1 Promote training programmes (delivered by training organisations such as
BL4L) to tourism industry
Increased take up of training opportunities by tourism SMEs SRM LSC, Training 1/2 4.8.7
Providers
5.1.2 Encourage businesses to meet the Disability Discrimination Act requirements Provide guidance on DDA SRM BL4L 1/2
5.1.3 Promote the use of local supply chains to source local goods and services Use existing business directories to encourage use of local produce LDA
2
5.1.4 Analyse options as to how to advertise/promote the BL4L toolkits once they
have been finalised and implement accordingly.
Promotion of toolkits to industry SRM TEL / BL4L 1/2
5.1.5 Identify pilot projects to be rolled out within the sub-region Pilot projects identified and running SRM BL4L 2
4.9.1
5.2 Workforce Development
5.2.1 Promote opportunities with HLTT strategy and action plan to relevant
partners in East London
Opportunities identified and capitalised on LDA LSC, Training 1
4.8.2
Providers
5.2.2 Keep front-line staff across London abreast of the changing products / map
of East London
Destination training / familiarisation TEL Industry 1/2
5.2.3 Encourage more Blue Badge Guides to offer an East London service Review LDA Guiding report and implement relevant actions TEL LDA / BL4L 2
5.3 Quality Standards
5.3.1 Encourage LAs and marketing partnerships to adopt inspected-only policies
by promoting NQAS and VQAS schemes (in line with national policy)
Increased number of inspected accommodation providers and attractions
across sub-region
SRM
LDA, BL4L,
Boroughs,
TEL / VL
1/2
4.3.1
33

6 Glossary of Terms
Attractor
Brand
Cluster
Destination
An attractor attracts visitors to a destination,
e.g. Whitechapel Art Gallery.
A brand is more than its identity (which is, in
turn, more than a logo or mark). A successful
brand is a promise delivered: it is the bond
between a service provider or a service, and
the consumer.
Successful brands are distinguished by a clear
idea of who their customers are and what
motivates them, by clear differentiation within
their competitive set, and by clear
communication of the benefits they deliver.
A cluster of attractors (terminology used in
Section 4) either has or could develop a
‘destination brand’.
A destination is a place visitors leave home for.
A destination is made up of attractors, services
and infrastructure, wrapped in a ‘destination
brand’.– e.g. London, Greenwich, The Tower of
London, Canary Wharf but not Barking &
Dagenham or East London.
Infrastructure
London 2012
Services
Tourist
Visit London
Visitor
Hard infrastructure (i.e. transport) and soft
infrastructure (visitor information, signage, and
visitor management) support the visitor
experience of a destination.
London 2012 is the bid company set up to
promote and win the games for London.
Commercial services support the visitor offer
within a destination. They include
accommodation, retail, restaurants and bars, etc.
A tourist is normally considered to be an
overnight visitor to London, for business or
leisure purposes, staying in paid
accommodation or with friends / relatives.
Formerly the London Tourist Board. Lead
marketing agency for London.
A visitor is in East London for more than three
hours – an overseas tourist, someone from
West London or Kent on a 'day trip', or a local
resident on a 'day out'. A visitor is 'outside of
their normal routine', but may be a salesperson
visiting a client, a resident attending a
festival, etc.
It is crucially important that visitors taken
broadly are the market for East London’s
tourism product (not only tourists).
34

7 List of Abbreviations
ALG
Association of London Government
(representing the Boroughs)
MICE
Meetings, Incentives, Conferences and
Exhibitions
BL4L
Business Link for London
NQAS
National Quality Assurance Scheme
CIDA
Cultural Industries Development Agency
PWC
PriceWaterhouseCoopers
CTRL
Channel Tunnel Rail Link
SDF
Strategic Development Framework
DDA
DLR
DMS
EDS
EL
Disability Discrimination Act
Docklands Light Railway
Destination Management System
(an on-line booking system)
Economic Development Strategy
East London
SRA
SRM
STEAM
TAP
Sub-Regional Tourism Delivery Agency
(Tour East London)
LDA Sub-Regional Tourism Development
Manager, hosted by TourEast London
Scarborough Tourism Economic Activity Monitor
Tourism Action Plan (London Development
Agency 2003-2006)
ELCTG
East London Cultural Tourism Group
TEL
TourEast London
GLA
Greater London Authority
TfL
Transport for London
GLAE
Greater London Authority Economics Unit
TGLP
Thames Gateway London Partnership
HLTT
Hospitality Leisure Travel and Tourism
TIC
Tourist Information Centre
LA
Local Authority
VAQAS
Visitor Attraction Quality Assurance Scheme
LCY
London City Airport
VFR
Visiting Friends and Relatives
LDA
LSC
MAG
London Development Agency
Learning and Skills Council
Marketing Advisory Group
VL
WHS
Visit London, formerly the London Tourist
Board (LTB)
World Heritage Site
35

Appendices
0 List of Consultees
The following people responded to the Consultation Paper,
attended seminars or interviews, and/or sent written feedback to
the Draft for Consultation. The LDA and Locum Destination
Consulting would like to thank all consultees for the time and
effort they have contributed to this strategy.
Contributors to the East London Sub-Regional Tourism Strategy and Action Plan
Name
Organisation
Name
Organisation
Steve John
Martin Purslow
Kim Duller
Bexley Heritage Trust
Boulevard Catering
Kirsten Warren
Helen Beioley
Greenwich Foundation for the
Old Royal Naval College
Greenwich Foundation for the
Old Royal Naval College
Stephen Dowd
John Graham
Ralph Meloy
Marta Melvin
David Berry
Ken Milton
Mhora Samuel
Anna Somerset
British Incoming Tour Operators
Association
Bridge House-London Docklands
BAA
Business Link for London
Choice Techniques Ltd.
Clarendon Hotel
Cultural Industries Development
Agency
Cutty Sark Trust
Beverley Burford
Gill Cooper
Emma Bradbury
Andrew McNair
Alyson Kennedy
Rebecca Nelson
Jo Sinclair
Jane Bufton
Greenwich Heritage Centre
Greenwich Tour Guides Association
Historic Royal Palaces
Historic Royal Palaces
Initial Style Conferences
Initial Style Conferences
London Borough of Barking
and Dagenham
London Borough of Barking
and Dagenham
Marie-Helene
Bowden
Simon Dobson
Richard
Dumville
Cutty Sark Trust
Docklands Light Railway
English Heritage
Barry Quigley
Martyn Nicholls
Steve Armstrong
Mary Fairburn
London Borough of Bexley
London Borough of Bexley
London Borough of Bexley
London Borough of Greenwich
Gemma
Parkhouse
ExCeL
Rosa
D’Alessandro
London Borough of Greenwich
Sarah Horrell
ExCeL
Su Whiting
London Borough of Greenwich
Alexandra
Moskalenko
Riman Dlay
Debbie
McMullen
John Lett
Phil Evans
Nicolas King
Sioban Clark
Fan Museum
Firepower, the Royal Artillery Museum
Greater London Authority
Greater London Authority
Greater London Authority
Greenwich Enterprise Board
Greenwich Foundation for the Old
Royal Naval College
David McCollum
Sue Brown
Stephanie
Butcher
Colin Middleton
Carol Stewart
David Hare
Michael Groake
Chris Cole
London Borough of Greenwich
London Borough of Greenwich
London Borough of Greenwich
London Borough of Hackney
London Borough of Hackney
London Borough of Hackney
London Borough of Hackney
London Borough of Havering
36

Contributors to the East London Sub-Regional Tourism Strategy and Action Plan – continued
Name Organisation Name Organisation
Councillor
Andrew Curtin
Deborah
Robertson
London Borough of Havering;
ALG Culture and Tourism Group
London Borough of Havering
Roy Clare
Robin Scates
Claire Heather
National Maritime Museum
National Maritime Museum
The National Trust
Ian Soper
London Borough of Lewisham
Nigel Folhard
Newham Sixth Form College
Andrew
Carmichael
Gary Hughes
Councillor
Paul Sathianesan
London Borough of Lewisham
London Borough of Newham
London Borough of Newham
Gwyn Hughes
Tricia Handley
Peter Rogers
Natasha
Duivenbode
Pinpoint Communications
Pinpoint Communications
Queen Mary, University of London
Queen Mary, University of London
Nigel Birch
Patricia Holmes
London Borough of Redbridge
London Borough of Tower Hamlets
Mike Mulvey
Sarah Allen
Serco Docklands (DLR)
Serco Docklands (DLR)
[Planning Dept]
London Borough of Tower Hamlets
Stephen Baker
Sport England
Nick Bamford
Anita
Thornberry
Project Manager on behalf of
London City Airport
London Development Agency
Alex Nickson
Bob Harris
Mary Tebje
Thames Gateway London Partnership
TourEast London
TourEast London
Charly Reeve
Elizabeth Pratt
Gavin Coutts
Jane Riches
Tim Addison
Geoff Belcher
Helen McIntosh
David Bartlett
Gareth Greening
Diane Lees
Kate Bines
London Development Agency
London Development Agency
London Development Agency
London Development Agency
London Development Agency
Maritime Greenwich World Heritage Site
Maritime Greenwich World Heritage Site
MICE Group
Marriott Hotels
Marriott Hotels
Museum of Childhood, Bethnal Green
Museum of Childhood, Bethnal Green
Valentina
Diamanti-Fox
Susan Briggs
John Burton
Eric Reynolds
Kirstie Briody
Liana Dinghile
Martine
Ainsworth-Wells
Sandra Elliot
Lael Schecter
Lucy Thornton
TourEast London
Tourism Network
Urban Space Management
Urban Space Management
Valence House Museum
Visit London
Visit London
Visit London
Visit London
Visit London
37

1. London Strategic Context
1.1 The Mayor’s Vision for Supporting London
Tourism
The Mayor’s Vision and Plan
The Mayor's Vision
for London (as
identified in the
Draft London Plan)
To develop London as an exemplary sustainable world city, based on interwoven themes: strong
and diverse, long-term economic growth; social inclusion to give all Londoners the opportunity to share in
London's future success; fundamental improvements in London's environment and use of resources.
A Prosperous City: Making London a more prosperous city with strong and diverse economic growth.
A City for People: Making London a better city for people to live in.
An Accessible City: Improving London's transport and making it accessible to disabled users, women,
children and the elderly; making the most sustainable and efficient use of the space in London; encouraging
intensification and growth in areas of need and opportunity.
A Fair City: Promoting social inclusion and tackling deprivation and discrimination.
A Green City: Making London a more attractive, well designed and green city.
The Mayor's Four
Principles for
Tourism.
Visit London: The
Mayor's Plan for
Tourism in London
2003/4 – 2005/6
3-Year Action Plan
2003/4 – 2005/6
Growth – supporting London's growth as a world leading tourism destination.
Dispersal – a greater provision of tourism destinations across London.
Resources – improving skills, training, learning opportunities and business competitiveness, in particular of
Small and Medium sized Enterprises.
Diversity and Inclusion - providing opportunities for SME businesses particularly minority ethnic business
development, routes to employment and regeneration within disadvantaged communities.
Aligned to the Mayor's statutory strategies, and outlines the framework for delivering tourism
support over the 3-year plan period under the following themes:
Leadership and Promotion – building public and private partnerships to maximise investment, ensuring
consistent messages go to the market and to lead the promotion of London as a
world-class destination.
Market Development – continuing the development of London's overseas and domestic promotion both
in geographic and sectoral diversification.
Evidence and Intelligence – improving the research capability within the tourism sector, both to
understand its contribution and monitor / forecast changes.
Product Development – improving London's offer by increasing the number of conventions, improving
the quality of accommodation, visitor services and public realm, and supporting the development of a wider
geographic tourism offer.
Detailed Action Plan prepared by the LDA on behalf of the Mayor:
Activities, lead agencies, partners involved, phasing of work and key deliverables. A new delivery structure
for tourism in London. Process by which progress and performance can be assessed.
1.2 London Tourism Strategy
Strategic Review of Tourism in London
Under the 1999 Greater London Authority Act, the Mayor of
London received the strategic responsibility for tourism across the
Capital. In 2001, the Mayor delegated the responsibility for future
development and promotion of tourism to LDA. The LDA initiated
a strategic review of tourism in London, the first significant review
of the sector since the 1980s 21 .
The Mayor’s Plan for Tourism in London
The Mayor’s Plan for Tourism in London was published in
September 2002. It was based on an extensive industry
consultation 22 , a draft strategy and organisational development
proposal 23 , and the work of the London Tourism Action Group
(constituted in response to September 11th). The Plan creates
high level objectives and aligns tourism with the London Plan,
Economic Development Strategy (EDS) and Transport Strategy.
21 undertaken by Locum Destination Consulting in late 2001
22 undertaken by Locum Destination Consulting in early 2002
23 undertaken by Locum Destination Consulting in mid 2002
38

The 3-Year Tourism Action Plan (2003/4 –2005/6)
The Tourism Action Plan was developed by the LDA, establishing
the initial work programme in support of the Mayor’s Vision. A
number of services have been outsourced. Marketing and industry
representation is now handled by Visit London (formerly the
London Tourist Board then with a much broader remit) and
business support services for London have been contracted to
Business Link for London. Other strategic partnerships and
projects have been formed as part of the delivery process.
This sub-regional strategy sits firmly in the context of the Mayor’s
Plan for Tourism in London and the Tourism Action Plan. It
particularly delivers against the following key actions:
Selected Headlines from London Tourism Action Plan
2003/4 – 2005/6
1.6.1 Build and develop a network of Sub-Regional Groups
(SRGs) to take forward delivery of the relevant areas
of this Action Plan with London Boroughs and
local businesses.
2.4 Promote the Distribution of Benefits of Tourism across
London
4.12 Identify and Develop Integrated Visitor Destinations in
Areas Outside Central London
1.3 The London Plan
London’s distinctive history has given it a unique set of spatial
characteristics. It has grown as a relatively low-density, open city
compared to other world cities and most European capitals.
Two-thirds of its land area and the majority of its population and
workforce are in the suburbs. It has an attractive network of open
and water spaces. It has a well-established pattern of town centres
varying in size and function.
A number of forces are now driving rapid change in London:
population growth, economic growth, environmental issues,
lifestyle changes and technological change. London’s population
has been growing steadily since 1989, and was estimated to be
more than 7.3 million people in 2003. It will continue to grow:
the most plausible scenario suggests an increase of 810,000 to
8.1 million by 2016. Its composition, particularly in terms of
age structure and ethnicity, is changing markedly. By 2016,
the city’s working age population will grow by 516,000 – and
of these 411,000 (80%) will be from black and minority
ethnic communities.
The fundamental factor driving change in London’s employment
structure has been the massive substitution of jobs in business
services for jobs lost in manufacturing. The finance and business
services sector is projected to make the most significant
contribution to economic growth in London over the next 15
years, providing over half of the gross total growth in employment.
Other service activities – especially in the creative industries,
leisure and retail industries, and in hotels, catering and tourism
– will also grow rapidly.
The rapid growth in population alone will require a sustained
programme of new home construction. Overall, some 30,000 new
homes per annum need to be provided to meet demand. Growth in
employment will mean there will be some 636,000 new jobs across
London: many of these will be in East London, including the City
and the Isle of Dogs, and Central London. Accommodating the
expected growth in population and jobs will require major action
to improve the transport system – in terms of location and phasing
of increased capacity.
Areas of London that have not benefited from recent development
– notably in parts of East London – have been prioritised for
future development. The Mayor is working with the Boroughs and
other stakeholders to prepare Sub-Regional Development
Frameworks which will provide further guidance on Opportunity,
Intensification and Regeneration Areas, town centres, suburbs and
Strategic Employment Locations. The Boroughs’ statutory local
plans will integrate strategic and local planning responsibilities
through policies and proposals for the development and use of
land in their areas.
Within each of the sub-regions, development initiatives will be
supported and co-ordinated in ways which ensure integration
between London-wide and more local actions. Enhancing the
vitality of London’s town centres is a key spatial priority of the
London Plan, so as to ensure an accessible range of services as
well as extend consumer choice. Town centres are generally the
most accessible locations on the public transport system outside
central London and are inherently sustainable locations able to
meet a range of needs depending on their size and function. Town
centres also provide the sense of place and community, which can
help in fostering local identity.
London’s five sub-regions provide an important mechanism for
implementing the Mayor’s strategies. The Sub-Regional
Development Frameworks (SRDFs) will coordinate action initiated
by a range of agencies, including the LDA, which is revising the
Mayor’s Economic Development Strategy. This East London
sub-regional tourism strategy will in turn ‘nest’ within this.
Strategic coordination is essential not just to manage a wider
distribution of tourism activities beyond Central London and
harness some for local regeneration in East London, but also to
ensure that tourism contributes to wider objectives. These include
the rejuvenation of London’s town centres, realising the potential
of its Opportunity Areas and fostering more sustainable forms of
urban development which encourage use of public transport rather
than cars. The SRDF for East London will in turn signpost the more
specific actions outlined in the sub-region’s Tourism Strategy.
1.4 The Importance of London’s Tourism Sector
Key economic statistics on tourism are notoriously fragile.
However, it is estimated tourism accounts for 275,000 full-time job
equivalents in London and that it is set to become the second
most important sector behind financial and business services.
There are strong relationships with the creative, cultural, retail and
ICT sectors, which underpin London’s offer as a place in which to
live and work, and as a leading world tourism destination.
39

London is an international gateway to the UK with 50% of
overseas visitors arriving via one of London’s airports.
Tourism accounts for 12% of London’s Gross Domestic Product
and supports 13% of the workforce. Growth in the visitor
economy benefits London’s sub-regions through direct, indirect
and induced spend.
The EDS recognises the tourism and hospitality sector as one of
the most significant sectors driving the London economy.
1.5 Key Aims of the Sub-Regional
Tourism Strategies
1.5.1 Bridging the Gap
Despite progress, London is still missing a number of major
components that a city of its size should have. The approach to
developing the sub-regional strategies and action plans is to
address these gaps, whether this is through more targeted
marketing, developing product, linking transport hubs, or
integrating the promotional effort.
There needs to be agreement of what and how each sub-region
can add to the overall London experience for visitors. The
organisations within the sub-regions must lift their horizons to
play into the greater London agendas. Then they can leverage the
investment that is being made by many partners and in people
and entrepreneurship. At the same time there must be a
commitment from the central London agencies to the sub-regions
to support the evolution of their visitor economies. This is how the
opportunities and potential for the tourism sector can be captured
to everyone’s benefit.
1.5.2 Sharing and Extending the Benefits of the
Visitor Economy
Historically London tourism activity has focused on central London
because of the concentration of attractors, ambience and
supporting infrastructure, especially accommodation. Now the
approach is to expand this focus into the sub-regions of London.
There is a recognition that first time visitors will be attracted to
the more well-known destinations but then the commitment is to
encourage them to explore beyond central London. It is important
that investment is prioritised so that interventions to support this
process are those that are most likely to deliver results. London’s
Boroughs have an important role in this regard.
Supporting such dispersal of visitors demands a focus on the
quality of the attractors, proactively managing the image and
marketing of destination brands and cross-cutting themes, and on
developing infrastructure (including both hard infrastructure such
as transport and soft infrastructure such as visitor information).
The geography of London makes it difficult for visitors to find
their way around compared to a planned city like New York.
The strength of the gateways and transport hubs and linkages
are the other critical success factors in the development of the
sub-regions as compelling destinations in their own right.
40

2 The East London Development Context
2.1 East London Defined
The East London sub-region includes the Corporation of the City
of London and the Boroughs of Barking & Dagenham, Bexley,
Greenwich, Hackney, Havering, Lewisham, Newham, Redbridge,
and Tower Hamlets.
Greater London Sub-Regional Map
Enfield
Barnet
Harrow
Haringey
Waltham
Forest
Redbridge
Hillingdon
Ealing
Brent
Camden
City of
Westminster
Islington
City
Hackney
Tower
Hamlets
Newham
Barking and
Dagenham
Havering
Southwark
Hounslow
Lambeth
Greenwich
Bexley
Richmond
Wandsworth
Lewisham
KEY
Hammersmith
and
Fulham
Kensington
and
Chelsea
Kingston
Merton
Sutton
Croydon
Bromley
London Central
London East
London West
London South
London North
This is a new definition for the tourism sector to work to, although
it joins a growing family of sub-regional partnership initiatives
undertaken by the GLA and LDA (e.g. inward investment, Creative
London). The same sub-regional map is used by the LSC and BL4L.
The strongest public / private partnership for tourism in the East
London sub-region is TourEast London, which has four Boroughs
in membership (Greenwich, Lewisham, Newham and Tower
Hamlets). It has 35 members in total and provides a range of
marketing and communication services.
Some of these areas already have their own tourism strategies
(e.g. Greenwich, Newham and Lewisham). Tower Hamlets has a
strategic framework, and Bexley has recently commissioned a new
strategy. Other Boroughs have yet to begin developing their
tourism potential.
41

2.2 East London and the Thames Gateway:
Strategic Context
One of London’s main strategic priorities is the regeneration of
East London, especially the Thames Gateway and the
London–Stansted–Cambridge corridor. This strategy began a
decade ago but it is now accelerating, driven by regional and
national planning needs. It will support the development of this
part of London itself, and supports the wider South-East and
national social and economic agendas.
East London is the Mayor’s priority area for development,
regeneration and infrastructure improvement. East London is
planning for a minimum of 104,000 additional homes and 249,000
jobs up to 2016 (see Appendix 1.3 on the London Plan).
Development in this sub-region will continue well beyond the
London Plan period, as the impacts of major new transport
infrastructure and of programmes of land assembly stimulate a
virtuous circle of development and environmental improvement.
A substantial proportion of London’s Opportunity Areas are in East
London. Several are found close together and form zones of
change that need co-ordinated planning. Equally, there are large
areas suffering from deprivation. Much of the sub-region demands
major improvements in the quality of services and the
environment. The Thames Gateway requires a huge environmental
upgrade and improvement in image.
East London offers the greatest reservoir of large development
opportunities. This overall priority placed on East London will
involve the expansion of some central London activities into parts
of the City Fringe, the Isle of Dogs and Stratford.
East London has the potential to become London’s gateway to
mainland Europe, building particularly on the planned Stratford
International Railway Station, but also on access to the City and
Stansted airports, the Channel Tunnel and the Port of London. The
Isle of Dogs and Stratford will be key beneficiaries of the
substantial planned increases in transport capacity and accessibility
and will therefore be able to sustain significantly increased
development levels.
Apart from these locations, many other Opportunity Areas exist,
for example in the Lower Lea Valley, the Royal Docks, London
Riverside, Barking Reach, Deptford Creek and the Greenwich
Peninsula. Beckton, Kidbrooke and Woolwich and the Royal
Arsenal offer significant opportunities for intensification and the
creation of new jobs and homes.
Public transport has an essential role to play. The Mayor’s
Transport Strategy sets out the main public transport
improvements proposed over the next 15 years, covering rail (e.g.
Crossrail, Thameslink 2000), the Underground and Docklands Light
Railway, bus and tram schemes and river crossing schemes.
The central London congestion charge has not only reduced
congestion, but has also begun to make London’s streets healthier
and more accessible to a wide variety of users, so that walking and
cycling are more pleasant and an increasingly viable alternative to
the private car. This initiative substantially improves London’s
image, which in turn could positively impact East London. Yet
visitors from further afield need to be better informed, as the
communication so far has been mostly targeted at regular users.
2.3 East London Drivers of Change
The principal strategic market drivers in the Thames Gateway are:
• The strength of the financial services district at London
Docklands centred at the Isle of Dogs. This forms a major growth
pole driving and shaping the further development of the subregion,
currently impacting on the development potential of the
rest of the inner part of the London Thames Gateway
• The market potential for housing and commercial development
(given London’s growth needs) and the potential to unlock this
by large scale brown-field land assembly
• The impact of regeneration investment and market pressure in
Stratford, Greenwich Peninsula and the Royal Docks which is
currently re-shaping the character of the rest of the inner-east
part of the London Gateway
• The long-term decline of manufacturing and industry historically
related to the Docks. There is a complex interplay of decline and
release of land; a proliferation of poor quality low value added
activities, based on the supply of cheap land and premises; the
restructuring and continued strength of some companies based
on London’s strengths
The principal strategic policy drivers are:
• Central, regional and local commitment to support the market
potential for new growth through planning, land assembly and
development support
• Specific commitment of development funding along with
proposals to create an Urban Development Corporation in parts
of the London Thames Gateway
• Strategic collaboration in the London Gateway through a
Partnership Board chaired jointly by the Minister and the Mayor
for London
• National, regional and local commitment to Neighbourhood
Renewal, bringing substantial investment and intervention
designed to address the profound levels of deprivation and
social exclusion that exist in the communities within the London
Thames Gateway
• Mayoral commitment to ensure that overall housing growth
should deliver affordable housing, the latter to comprise 50% of
the overall units achieved
• National commitment to London’s Olympic Bid, focused in the
Lower Lea Valley, underpinned by LDA sponsored masterplanning
and land assembly and the creation of the London
2012 Olympic Bid Company
42

LDA activity is concentrated around a number of geographic and
thematic programmes, which cover the opportunity areas
identified in the London Plan:
• Developing sub-regional strategy and investment framework
• City Fringe
• Lower Lea Valley including Olympic Bid
• Royal Docks
• Thames Gateway South (Woolwich - North Bexley)
• Areas of intensification including Town Centres: Isle of Dogs,
Stratford, Woolwich, Barking, Lewisham / Deptford /
Greenwich Peninsula.
LDA is part of the Thames Gateway London Partnership, which
articulates at London and national levels the opportunity which
Thames Gateway presents and the pressing needs which it must
address to be able to live up to its potential. TGLP is supported by
all 13 local authorities in the Thames Gateway London area, five
universities, the Learning and Skills Council and health authorities.
43

3 HLTT Industry Definition
Business Activity – Industry Classification Codes
UK SIC
Description
Sector
55.1 Hotels Hospitality
55.2 Camping sites and other provision of short stay accommodation Hospitality
55.3 Restaurants Hospitality
55.4 Bars Hospitality
55.5 Canteens and catering Hospitality
60.22 Taxi operation Travel
60.23 Renting of buses and coaches Travel
74.873 Activities of exhibition and fair organisers Tourism
74.874 Activities of conference organisers Tourism
92.13 Motion picture projection Leisure
92.311 Live theatrical presentations Leisure
92.32 Operation of arts facilities Leisure
92.33 Fair and amusement park activities Leisure
92.34 Dance halls, discos and dance instructors; other entertainment activities n.e.c Leisure
92.52 Museum activities and preservation of historical sites/buildings Leisure
92.53 Botanical and zoological gardens and nature reserve activities Leisure
92.61 Operation of sports arenas and stadiums Leisure
92.62 Other sporting activities Leisure
92.7 Other recreational activities Leisure
Source: ONS
44

Occupation – Occupational Classification Codes
SOC
Description
1221 Hotel and accommodation managers
1222 Conference and exhibition managers
1223 Restaurant and catering managers
1224 Publicans and managers of licensed premises
1225 Leisure and sports managers
1226 Travel agency managers
5434 Chefs, cooks
6211 Sports and leisure assistants
6212 Travel agents
6213 Travel and tour guides
6214 Air travel assistants
6215 Rail travel assistants
6219 Leisure and travel service occupations n.e.c
6231 Housekeepers and related occupations
8213 Bus and coach drivers
9222 Hotel porters
9223 Kitchen and catering assistants
9224 Waiters, waitresses
9225 Bar staff
9226 Leisure and theme park attendants
Marginal
2454 Archivists and curators
8214 Taxi, cab drivers and chauffeurs
Source: ONS
45

A summarised version of this document is also available in
large print, Braille, on disk, audio cassette and in the languages
listed below.
For a copy, please email communications@lda.gov.uk,
telephone 020 7954 4500, or write to London Development Agency,
Devon House, 58-60 St Katharine’s Way, London E1W 1JX.
Arabic
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47

The London Development Agency
Devon House
58-60 St Katharine’s Way
London
E1W 1JX
T: 020 76802000
www.lda.gov.uk
TourEast London
Docklands Business Centre
10-16 Tiller Road
London
E14 8PX
T: 020 73455144
www.visiteastlondon.co.uk