PEMBROKESHIREDESTINATIONMANAGEMENTPLAN2013-2018

DDoo yyoouu wwaanntt ttookknnooww mmoorree??This document gives a verybrief description of the agreedpriorities. For a more detailedexplanation you can obtain acopy of the full DestinationManagement Plan from:www.tourismhelp.co.uk (listedunder Tourism Strategies)

If you would like a copy to bee-mailed to you or to be addedto the DestinationPembrokeshire Partnershipmailing list, contacttourism@pembrokeshire.gov.uk

PPeemmbbrrookkeesshhiirree iiss tthhee mmoosstt ppooppuullaarrccooaassttaall hhoolliiddaayy ddeessttiinnaattiioonn iinn WWaalleess,,wwiitthh ssoommee ooff tthhee bbeesstt pprreesseerrvveeddccooaassttlliinnee iinn BBrriittaaiinn..

We regularly win awards and accolades for

the quality of the beaches, landscapes, local

products and tourism facilities. In 2010, for

example, a panel of 340 National Geographic

experts rated Pembrokeshire as the second

best coastline in the world, quoting “the

magnificent protected coastline from both

ecological and geological perspectives” as the

reason why.

They also applauded a very mature and

established tourism industry that has

preserved, rather than eroded, the qualities

that make Pembrokeshire so unique.

Pembrokeshire also appeals to a wide range

of visitors from couples and families in every

income bracket to groups and individuals

participating in activities and sporting events.

The variety and choice of things to do and the

range of niche markets are so numerous it’s

difficult to list them all.

Despite our obvious appeal as a visitor

destination, the future of tourism is by no

means secure. There are significant

challenges to overcome for Pembrokeshire to

retain or grow tourism revenue.

There are issues that significantly impact on

visitor patterns such as the weather, the price

of fuel or the state of the economy that can’t

be changed locally but there are issues that

can be tackled locally. This plan will

concentrate on these.

“This isn’t just alist of theaspirations ofpublic sectororganisations, itshould berelevant toeveryone workingin or associatedwith the tourismindustry inPembrokeshire.”

AAnnddrreeww EEvvaannss,,British HospitalityAssociationChairman,Welsh Committeeand owner of theSt Brides Hotel,Saundersfoot.

Why do we need a plan?

This plan is intended as a developmentguide for all Pembrokeshire basedorganisations, businesses andemployees in tourism related roles.There are, however, a smaller number oforganisations that will probably play amore significant role in making sure thisstrategy is delivered:

The DDeessttiinnaattiioonn PPeemmbbrrookkeesshhiirree PPaarrttnneerrsshhiipphas been established to deliver this plan. TheCore Group of the partnership membership isdrawn from the key organisations listed belowbut has no staff or budget of its own. Thepartnership has been established to betterdefine roles and responsibilities, identify themost appropriate organisations to undertakecertain tasks and to coordinate the delivery ofactivity that meets the priorities identified in thisstrategy. Action against the strategy will needto be funded and resourced from within theseorganisations and through available externalsources.

PPeemmbbrrookkeesshhiirree TToouurriissmm has grown to becomethe largest and most proactive touristassociation in Wales with over 500 members inall sectors including retail, accommodation,attractions and catering. They have a key rolein keeping businesses informed, helping themto develop their potential and representing theirinterests.

PPeemmbbrrookkeesshhiirree CCoouunnttyy CCoouunncciill has a VisitorServices team who provide the TouristInformation service and the Tourism Marketing& Development team, which has the key role ofpersuading visitors to take their holidays inPembrokeshire and making sure we remain themost popular coastal destination in Wales. TheCouncil also provides a range of other servicesthat impact on tourism, such as FoodDevelopment Support, Coastal Bus Services,Beach Management, Car Parks, Food Safetyand Highways.

The PPeemmbbrrookkeesshhiirree CCooaasstt NNaattiioonnaallPPaarrkk AAuutthhoorriittyy is our chiefenvironmental guardian. It is theunspoiled coastline that makesPembrokeshire so special and whatattracts so many of our visitors. TheNational Park run two TouristInformation Centres and a visitorcentre as well as operating threevisitor attractions: Carew Castle,Castell Henllys and Oriel Y Parc. Theyalso manage perhaps our mostimportant visitor asset, thePembrokeshire Coast Path.

PPLLAANNEEDD whose expertise is closelylinked with Community Tourism anddeveloping European Union and grantfunded initiatives.

VViissiitt WWaalleess,, the tourism departmentof the Welsh Government, has a keyrole to play. The work that the SSoouutthhWWeesstt WWaalleess TToouurriissmm PPaarrttnneerrsshhiippundertakes is the principalmechanism for integrating this at alocal level. Linking local action withwhat happens in the region andthroughout Wales is critical, not justwith the Visit Wales tourism team butwith other Welsh Government teams.

Many other organisations also have abig part to play. Their dedication andhard work in many different areas oftourism will be essential in makingthis plan work. They include GGaalllluu,, tthheeNNaattiioonnaall TTrruusstt,, TThhee PPeemmbbrrookkeesshhiirreeCCooaassttaall FFoorruumm,, PPeemmbbrrookkeesshhiirreeCCoolllleeggee,, TThhee WWiillddlliiffee TTrruusstt ooff SSoouutthh &&WWeesstt WWaalleess,, cchhaammbbeerrss ooff ttrraaddee aannddttoowwnn and ccoommmmuunniittyy ccoouunncciillss..

It is also important to recognise thework of the many interest groups

whose members invest alot of their own time forthe common goodincluding CCooaasstt CCaarreeggrroouuppss,, SSeeaa TTrruusstt,,SSuurrffeerrss AAggaaiinnsstt SSeewwaaggee,,SSuussttrraannss and numeroushhiissttoorriiccaall ssoocciieettiieess toname just a few.

What is theDestination

PembrokeshirePartnership?

Some sectors in the tourism industryare experiencing reduced profitmargins, particularly in the currenteconomic climate but reducedinvestment in facilities and staff willundermine our ability to offer the qualityour visitors now demand, leading to afurther decline in profitability. We needto reverse this and become moreprofitable.

Competition from other parts of the UK,Europe and the world is increasing especiallyfrom modern resort hotels offering all-inclusiveholidays.

We have traditionally attracted very loyal oldervisitors who come back year after year, butthis is changing too. Greater wealth and a

more adventurous attitude have encouragedolder people to explore more. An example ofthis is cruise ship operators who even providepick-ups from their customer’s front door.

Trends and tastes change very quickly. Weneed to change what we offer to match thesemodern tastes. A significant proportion of theUK population do not know aboutPembrokeshire or have an unfavourable ideaof what is on offer.

We need to better exploit digital opportunitiesto improve efficiency, communication andpromotion. Developing high speedconnections and building digitalunderstanding will be required to achieve this.

What do we need to change?

P e m b r o k e s h i r e ’ s T o u r i s m S t r a t e g y 2 0 1 2 - 2 0 1 8 Page 5

meets the priorities identified in this strategy. Action against the strategy will need to be funded

and resourced from within these organisations.

2. What do we need to change?

2.1 Some sectors in the tourism industry are experiencing reduced profit margins, particularly in the

current economic climate. They struggle to invest sufficiently in their facilities and maintain year-

round employment. Unless facilities are improved, visitors will choose to go elsewhere where the

facilities are better, leading to a further decline in profitability. Reversing this decline will help

provide good quality full time and year round employment.

2.2 Competition from other parts of the UK, Europe and the world is increasing. The facilities available

at modern resort hotels abroad has taken away many of our traditional family visitors, especially

outside the main summer holidays.

2.3 Pembrokeshire has traditionally attracted very loyal older visitors who come back year after year,

but this is changing too. Greater wealth and a more adventurous attitude have encouraged older

‘development guide for all Pembrokeshire based organisations,businesses and employees in tourism related roles’

WWoorrkkiinngg ttooggeetthheerr eeffffeeccttiivveellyy

The model for the Destination PembrokeshirePartnership has been welcomed by manyworking in tourism. A key priority for thestrategy is to strengthen and build on it. Theflow of knowledge through the partnership isan important part of this.

� Strengthen the core group to increasecollaborative working and reduceduplication

� Establish a ‘stakeholder’ group oforganisations involved in tourism, businessand the community who have an interestin tourism but it’s not their prime function

� Continue to develop communication linkswith and between tourism businesses toenable them to contribute and thrive

� Continue to develop the monitoring ofvisitor satisfaction, enterprise performanceand tourism impact

� Undertaking surveys, consumer research,collecting marketing intelligence andfeeding this through to tourism businessesto help guide development.

RRee--ffooccuussiinngg mmaarrkkeettiinngg

Marketing activity should play to the keystrengths of Pembrokeshire and focus ongenerating more year round, higher valuebusiness, subject to the availability of productat the right quality.

� Develop a joined-up approach tomarketing to the primary holiday marketsand niche market segments

� Develop a strong image of Pembrokeshirethat appeals to key market segments whodon’t currently visit

� Continue to develop key niche markets.They are people visiting for a specificreason rather than taking a ‘holiday’.

� Better promotions targeting local residentsas they are year-round customers.

Priorities for action

PPeeooppllee.. Nothing will change without hardwork, drive and enthusiasm. Investing inworkforce development to build skills andconfidence is needed in order to runsuccessful businesses and to provide thelevel of service visitors expect.

PPrroodduucctt improvements are needed to keeppace with visitors’ expectations. Newproducts are also needed to attract newmarkets. Visitor expectations are constantlygrowing and we need to provide productsand services that meet those expectations.

PPrroommoottiinngg Pembrokeshire as a visitordestination will always be a priority. How canwe come up with a common approach thatwill attract more visitors, especially at timeswhen we have capacity?

YYeeaarr RRoouunndd trading would solve many of the profitability, investment and employment issues butincreasing the number of visitors in Spring and Autumn is a more realistic goal.

PPaarrttnneerrsshhiipp working is the best way the tourism industry can make a collective difference. Public andprivate sector organisations, tourism businesses and voluntary groups need to work better together

PPrrootteeccttiinngg tthhee eennvviirroonnmmeenntt is critical. If the environment is damaged, one of the principal reasons forvisiting Pembrokeshire is damaged as well.

AAddddiittiioonnaalliittyy vv DDiissppllaacceemmeenntt. Activity to develop tourism should seek to create new business ratherthan displace it from existing enterprises.

LLooccaall rreessiiddeennttss’’ needs are as important as visitors. They use many of the same facilities such asrestaurants, attractions and entertainment. Local residents are year-round consumers, who supporttourism related businesses throughout the year.

PPrreevveennttiinngg lleeaakkaaggee.. Ensuring greater use of local products and local labour rather thanbuying it in from outside is important in order to maximise the proportion ofvisitor spending we retain.

SSmmaallll aanndd MMiiccrroo bbuussiinneesssseess are the norm inPembrokeshire. Services need to be tailoredto meet the needs of this type of business.

SSuussttaaiinnaabbiilliittyy.. Making it easier for visitors tomake more environmentally friendly holidaychoices. Making ‘green’ holidays an easyoption.

Important factorsto be considered

highest quality, which will benefit local residentsas well as visitors.

� Encourage sound environmentalmanagement at all levels. Growing numbersof visitors are also seeking eco-friendlydestinations

� Work with local groups to improve theircommunities. This can benefit residents aswell as visitors.

� Develop local distinctiveness. The visitorexperience is as much about experiencinglocal life and character as it is about theproduct itself.

� Support sustainable land management andtraditional activities through tourism

� Improve and promote countryside access.Good access to the coast and countrysideis an essential part of any visit toPembrokeshire especially the Coast Path,which is extremely important in attractingvisitors.

� Develop a more coordinated approach tomanaging facilities and services used byvisitors

Pembrokeshire County Council and ThePembrokeshire Coast National Park Authorityprovide a wide range of services that impactdirectly and indirectly on visitors. A wholeauthority approach to tourism in both will bebeneficial.

� Improve the quality and appearance of thebuilt environment

� Improve the provision and promotion ofpublic transport options to encourage visitorsto use of public transport while they here.

� Improve communication links including roadand rail networks and better broadband,WiFi, mobile and 3G coverage.

IImmpprroovviinngg bbuussiinneessss pprraaccttiiccee,,pprroofifittaabbiilliittyy aanndd ppeerrffoorrmmaannccee

The quality of the experience visitors’ encounter issignificantly affected by the people they encounterin tourism businesses. Developing good customerhandling skills and positive attitudes to customerscan improve both the visitor experience andprofitability. Likewise, investing time and effort intodeveloping better business skills such asmarketing and business planning will improveprofitability and capacity for developing highquality, year-round business. Tackling seasonalitywill raise profitability and the quality andattractiveness of tourism jobs available.

� Improve management and business skills asthis is stopping some tourism enterprisesfrom fulfilling their potential.

� Improve the appeal of jobs in tourism inorder to provide better pay and prospects forthose working in tourism and improvebusiness performance

� Improve the co-ordination of provision andsignposting of training and business supportservices

� Maintain overseas marketing with regionaland national partners

� Refocus marketing activity to better exploitdigital marketing opportunities as digital isinstant, worldwide, cost effective and it’swhat our visitors are increasingly wanting.

CCrreeaattiinngg aa yyeeaarr rroouunndd hhiigghhqquuaalliittyy eexxppeerriieennccee

Improving the quality of experience is crucial ingetting visitors to return. Central to this is theavailability of high quality tourism enterprisesand facilities open all year.� Improve welcome and information delivery.

Good, accurate information on what to seeand do, is central to visitors enjoyment.

� Improve the availability of good qualityserviced accommodation. The limitedavailability of top quality servicedaccommodation is a weakness forPembrokeshire in contrast to some othercompetitor areas.

� Support the continual improvement andupgrading of self-catering accommodation

� Support the continual improvement andupgrading of camping and caravanningaccommodation

� Strengthen the year-round appeal andaccessibility of places to visit. Priority shouldbe given to strengthening the profile andappeal of existing attractions.

� Encourage the development of betterfacilities for people with disabilities

� Encourage high quality food tourism offer,available all year as provision is sometimesbetter in competitor destinations.

� Seek to become a market leader in highquality land and water based activity holidays

� Seek to exploit new and emerging marketsas they develop such as Cruise Ships.

� Develop and support a sustainable eventsprogramme

� Develop integrated promotional activity andproduct development to increase the numberof visits outside the peak summer months

DDeevveellooppiinngg aanndd ssuussttaaiinniinnggiinnffrraassttrruuccttuurree,, eennvviirroonnmmeenntt aannddccuullttuurraall rreessoouurrcceess

Pembrokeshire’s outstanding naturalenvironment is its main strength as a touristdestination. This calls for great care andcreativity in the way these precious resourcesare managed and made accessible to visitors.At the same time, there is a need to ensure thatPembrokeshire’s visitor infrastructure is of the