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

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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
Page 1 and 2: EAST LONDON SUB-REGIONAL TOURISM DE
Page 3 and 4: CONTENTS 0 Executive Summary 4 0.1
Page 5: 0.1 This Strategy and Action Plan T
Page 9 and 10: 0.7 Timelines The East London Touri
Page 11 and 12: 1.1 TourEast London Organisational
Page 13 and 14: Pillar 1: Leadership and Promotion
Page 15 and 16: Pillar 2: Market Development It is
Page 17 and 18: Pillar 2: Market Development Action
Page 19 and 20: Pillar 3: Evidence and Intelligence
Page 22 and 23: PILLAR 4: PRODUCT DEVELOPMENT Londo
Page 24 and 25: • Ilford (retail centre and trans
Page 26 and 27: The LDA is considering a new strate
Page 28: Pillar 4: Product Development Actio
Page 31 and 32: 5.1 Business Link for London: Role
Page 33 and 34: Pillar 5: People & Entrepreneurship
Page 35 and 36: 7 List of Abbreviations ALG Associa
Page 37 and 38: Contributors to the East London Sub
Page 39 and 40: The 3-Year Tourism Action Plan (200
Page 41 and 42: 2 The East London Development Conte
Page 43 and 44: LDA activity is concentrated around
Page 45: Occupation - Occupational Classific
Page 48: The London Development Agency Devon

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