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A STRATEGY FOR TOURISM IN MORECAMBE

1995 - 2000

CONTENTS

1. Introduction

1.1. introduction to Tourism in Morecambe

1.2. Structure of the Strategy

2. The Vision for Morecambe

3. Objectives

4. Action Points

4.1. Physical Environment

4.2. Action Programme

4.3. Quality and Attractions

4.4. Action Programme

4.5. Quality and Accommodation

4.6. Action Programme

4.7. Attracting Visitors

4.8. Action Programme

4.9. Continuing Employment

4.10. Action Programme

5. Conclusion

 

 

1.1. Introduction to Tourism in Morecambe

The tourism industry today remains vitally important to the local economy and Morecambe's future prosperity. Whilst experiencing problems of decline and shrinking patronage over recent decades, Morecambe is beginning to benefit from significant levels of capital investment and renewal of its central area.

It is vital that this and future investment in the resort takes place in the context of a recognised strategy for tourism policy as a whole. This document seeks to set out that strategy and to articulate the vision for Morecambe's future as a viable coastal resort.

The city Council recognises that in this process it does not act alone. The Council's core role is with other public sector agencies to help create the infrastructure and environment in which the private sector can succeed in the resort.

1.2. Structure of the Strategy

The strategy is intended to provide a framework of principles within which longer term tourism policy is planned and investor confidence in the resort can be sustained and developed. Lancaster City Council is committed to regeneration in Morecambe and by the application of its policies is determined to influence the future performance of the resort. In this the City Council recognises the potential of Morecambe as a core centre for tourism in the locality.

The strategy for Morecambe acknowledges the overall economic development strategy embracing the rest of the District and acknowledges the resort's interaction with the city Council and rural hinterland. Therefore this strategy should be seen as ongoing and not as a fixed statement of objectives and action points.

The overall vision for Morecambe is set out in the strategy along with the objectives, statements of what is to be achieved, and the action points which set out clearly specific activities to be undertaken in a given timescale.

The vision statement should be reviewed regularly along with the objectives. Every year the action points should be reviewed to establish progress made and to alter priorities where necessary. In this way, the strategy can be dynamic, being regularly updated to suit changing conditions in the national and local economy and dovetailing with other regional and District wide policies.

2.1. The Vision for Morecambe

Lancaster city council and the local tourist industry agree that the vision statement for Morecambe underpins the strategy. The vision is:

"To create in Morecambe a tourism centre distinguished by quality, diversity and viability".

from this vision statement, five main objectives have been established.

3.1. Objectives

The following objectives are seen as keys to regenerating the resort:

1. To sustain and develop the commitment to improve the resort's visitor attractions.

2. To improve the range and quality of the resort's visitor attractions.

3. To raise the quality of visitor experience in the resort.

4. To attract visit audiences capable of adding real value to the local economy.

5. To protect and create additional employment and business opportunities.

The vision statement and objectives devised from it form the foundation for future tourism development in Morecambe and find their expression in the action points described below.

 

4. Action Points

These statements describe what needs to be done to achieve the objectives, how it is to be done and within what timescale.

4.1. Objective: "To sustain and develop the commitment to improvement the resort's physical environment and attractiveness:

The physical environment is the visible expression of a resort and goes much of the way in determining its image, especially amongst visitors. The quality of the physical environment is key. to the regeneration process in Morecambe and the vision for the resort's future revolves around the determination to build en the developments already underway.

Encouraging improvement works and investment programmes currently being undertaken include: -

* The central Redevelopment Area Project

* The Tern Project

* The coastal Protection Programme

* West End Regeneration Project

central to Merecambe's tourism strategy is the commitment in the long term to continued environmental improvements and physical redevelopment works with the emphasis en quality. The resort's basic infrastructure and hotel/guest house stock are of strategic iinpertance in determining its future visitor markets; the quality of accommodation will be vital for the resort to sustain a critical mass of hotels capable of catering for staying visitors in the future.

It will be especially important to focus attention on:-

* continued improvements to the coastal environment

* Encouraging building improvements to high standards

* Raising standards of accommodation in the resort's hotels and guest houses.

* Meeting necessary standards of beach and sea cleanliness

* Lobbying for read improvements in, around and to the resort

 

4.2 Action Programme
   ACTION  INFORMATION  TIMESCALE
 1 Opening of Lancaster and Merecambe Bypass -
Phase i
Phase 11		 City Council and Lancashire County Council Autumn 1994
?
 2 Completion of Phase IV and Stone Jetty/Harbour area of the coastal Protection Works Engineering Services of City council,
M.A.F.F.		 April 1995
 3  construction of Phase V Central area benches and promenade, of the coastal protection works Engineering Services of City Council,
M.A.F.F.		 April 1995
 4 Monitoring annual beach cleaning and progress towards achieving clean bathing water quality City Council
North West Water		 ongoing for 1997
 5 Development of a comprehensive foreshere and promenade management plan with assistance from English Nature and RSPB Merecambe Tourism Service for Spring 1995
  6 Implement the Promenade and Fereshore management plan with daily management measures during the Spring to end of Autumn season  Merecambe Tourism 1995 Season
 7 Implementation of Central Area Redevelopment Works - Phase I
Phase II
City Council Private Department Environment of Sector Partners End of 1994
End of 1996
 8 Implementation of West End Regeneration
Project 		City Council Private Sector Housing Associations Ongoing
 9

Landmark Buildings Restoration:-
Winter Gardens

City Council
English Heritage
Buildings at Risk Trust		  Ongoing
  10 Bid to cental Government and Public Sector Funding Sources for Single Regeneration Budget City Council
Public and Private
Sector Partners		  Current
 11 Lobbying for E.C. funding for tourism and related projects in the resort City Council
E.C. coast project		  Current

 

4.3. Objective: "To improve the range and quality of the resort's visitor attractions."

Many of the resort's attractions were built at the end of the last century or in the first half of this century and catered for the markets of the time. Many of today's visitors have enjoyed the package deal holidays to the Mediterranean and further afield and new expect to find attractions, and accommodation, which meet these mere modern standards. As the weather in the north west of England is less favourable, more all-weather facilities are needed. These need to offer a wide variety of activities to the visitors to cater for a broad range of tastes.

It must net be overlooked that the majority of visitors come to the resort in the summer months while there is also a resident population of over 130,000 in the district covered by Lancaster City Council. Indeed, the strategy recognises that in many senses local residents themselves are Morecambe's "first" customers. It is vital for the future that the needs and interests of the local community are recognised and catered for.

It is important not to forget that the purpose of the local tourism industry is to satisfy visitors. The develepment of Morecambe's tourism product is critical. It is vital that steps continue to be made to improve the range of visitor facilities in the resort.

The City Council fully acknowledges that the role of the private sector is key to this process. Wherever possible it encourages a collaborative approach with potential investors and other public sector agencies and funding bodies.

Again, the vision for Merecambe is underpinned by the determination to develop visitor facilities, above all, of real quality and sustainability.

4.4. Action Programme
  ACTION  IMPLEMENTATION  TIMESCALE
 1 Participate in Morecambe Central Area Regeneration Group to contribute ideas for all weather visitor attractions
(see 4.2.6 above)		 Morecambe Tourism and City Council Services Private Sector
Partners		  Ongoing
 2 Participate in Coastal Works Liaison Group to ensure facilities of benefit to visitors are included in Coastal Defence Works (see 4.2.2. and 4.2.3. above) Merecambe Tourism Engineering Service Planning  Ongoing
 3 Ensure effective co- ordination between relevant services for promotion and organisation of visitor facilities and events,
e.g. car rallies, fishing championships		 Morecambe Tourism
Lancaster Tourism
Arts & Events Service		  Ongoing
 4. Develop a timetable for regular meetings for consultation between the public and private sector Morecambe Project Group Ongoing
 5 Participate in Research projects to establish visitor needs and attitudes:
Phase II of North West Coastal Resorts Initiative (Economic Impact and Consumer Research Studies		 Morecambe Tourism
Economic Development N.W. Tourist Board Resort Initiative Partners 		February 1995
completion
 6 Conduct Market Research Surveys of visitors to key attractions and events throughout the year. Revise strategy as a result of research findings Annually Economic Development Service
Morecambe Tourism 		Ongoing
 7 Provide a variety of concessions along the promenade and fereshere to cater for the needs of Summer season tourists Morecambe Tourism
Estates Service		  Annually
 8 Provide Lifeguards and public safety measures designed to maximise public safety en the promenade, fore shore and coastal waters Morecambe Tourism
Leisure Service Engineering Service		  Annually

 

4.5. Objective: 'To raise the quality of visitor experience in the resort."

Consumers are increasingly discerning and demanding of quality in the leisure activities and breaks they choose to buy. This trend is almost certain to continue and it is vital for the viability of Morecambe's tourism industry in the future that it makes every effort to deliver high standards of service.

The City Council will work in partnership with the local industry to ensure that such standards are maintained and continuously improved. Co-ordination of relevant City Council Services where they impact on the visitor experience in the resort will also be vital.

It is anticipated that regular monitoring of services and facilities in the resort will take place and that the market research on visitor behaviour and preference which is already underway will be continued. The results of such exercises can then be used to inform future tourism policy making.

Accommodation in particular is of great importance to staying visitors. Trends towards self catering accommodation must be recognised. Many visitors now expect en-suite facilities and good quality customer service. Already many hotels and guest houses are upgraded their facilities while those in less favourable locations and with fewer modern facilities have ceased to be part of the holiday accommodation sector.

Initiatives like the "Warmest of Welcome" scheme aim to offer the public the assurance of clean, tidy, friendly, modern accommodation while offering the proprietors advice, training and advertising advantages.

Good accommodation, whether serviced or self catering, visitor information, a clean physical environment and a friendly welcome all contribute to a positive visitor experience and the resulting repeat business to the resort.

6. Action Programme
  ACTION IMPLEMENTATION TIMESCALE
 1 Encourage continuous raising of standards of accommodation and servicing of visitors needs by resort hetels/ guest houses etc. Warmth of Welcome Partners Ongoing
 2 Assess effectiveness of Warmth of Welcome Scheme and work with N.W. Tourist Board to provide advice/ training or accommodation providers Morecambe Tourism Economic Development N.W.T.B. 1995 to Medium term
 3 Ensure that all conferences attended to the resort receive. efficient servicing and encouragement to return to Morecambe in the future Morecambe Tourism
Private Sector
Partners 		Ongoing
 4 Increase throughput of visitors to and enquiries at Tourist Information Centre Morecambe Tourism Ongoing
5 Support "Britain in " and similar ventures to enhance the resort's appearance Morecambe Tourism
Private Sector
Partners 		Annually

4.7. Objective: "To attract visitor audiences capable of adding real value to the local economy".

Recognising that tourism patterns have changed quite radically over recent decades, the strategy acknowledges the need to embrace an imaginative programme which is dedicated to attracting and satisfying new visitor audiences which builds on the resort's existing traditional markets.

Concentration should focus en the active promotion of the resort for:-

* The one week and short break markets

* Day visitor markets

* Repeat visits and the conversion of day into staying visits

* Special interest day and short break markets (e.g. educational markets, bird watchers)

* Business conference markets

The strategy envisages that at least in the short term the self financing Morecambe Holiday Guide will remain a central promotional tool in generating particularly staying visits to the resort. It will be important to ensure that the format of the Guide, currently under review, reflects the nature of the resort and its facilities, especially as these change and mature ever the next few years.

Concern is often expressed about the resources available for promotional purposes. It will be important for the City Council to sustain existing budget levels and secure enhancements wherever financially possible so that the resort can compete effectively with other seaside (and inland) visitor destinations.

Promotional partnership arrangements are considered a vital part of the resort's marketing mix and the strategy will seek to develop these in the future where appropriate.

Continued targeted use of advertising, trade fair/exhibition representation and PR opportunities are also envisaged. At the same time exploration of direct and "lifestyle" marketing will also be investigated, building on existing knowledge of visitors' behaviour and propensity to take seaside breaks. The strategy will also explore the options for marketing outside the traditional season as a means of generating tourist visits and spend in the resort ever a longer period during the year.

Seasonality is a common problem facing many English seaside resorts. Morecambe (and the surrounding District) is particularly fortunate in already benefiting from a varied annual programme of arts and events.

The strategy envisages capitalising to a greater extent in the future on this resource, harnessing more closely an events programme to the advantage of the local tourism industry, and thereby extending what traditionally is a relatively short summer season.

Over recent years events such as the country Music Festival and WOMAD have demonstrated they are capable of attracting new audiences to the resort. With the prospect of a new and permanent Festival Arena (as part of the Central Area Redevelopment Scheme) as an attractive focal venue for arts and entertainment in the resort, an imaginative events programme strategically timetabled during the year can add significantly to Morecambe's tourism product and the viability of the local industry.


 4.8. Action Programme
   ACTION  IMPLEMENTATION  TIMESCALE
 1 Plan and execute an advertising campaignfor resort promotionvia the press and media Morecambe Tourism Current
 2 Produce Promotional literature and materials:
- Oversee production of Holiday Guide for the 1995 season Develop "Brand New Bright Tomorrow" materials and campaign

Morecambe Tourism

 

Morecambe Tourism
Plus Planning
Service and Private
Sector Partners

For December 1994

 

 

Ongoing

 3 Attend following Trade Fairs:-
* British Travel Trade
Fare, ?/Birmingham - April 94
* Expocoach, Telford -
Oct. 94
Attend following public holiday Exhibitions : -
* Leeds - Jan 95
* Sheffield - Jan 95
* GMEX - Feb 95
* Metro Centre - Feb 95
* Nottingham - Feb 95		 Morecambe Tourism
Private Sector
Partners		 Ongoing
 4

Plan and conduct a campaign to increase conference business for the resort, particularly during the "shoulder" periods

Attend specific conference exhibitions
e.g. Confex - Feb 95

Morecambe Tourism

 

 

Morecambe Tourism

Annually

 

 

1995

 5 Explore potential for direct marketing to potential visitors and possibilities for development of pilot project
(see 4.6.1 above)

Morecambe Tourism

 

"Warmth of Welcome"
Partners

 1995
 6 Plan and execute promotion of an annual events programme in the resort particularly looking to the future for a series of late season attractions as a potential replacement of the traditional illuminations Arts & Events
Service
Morecambe Tourism 		Annually
 7 Plan advance publicity and respond positively to such PR opportunities as emerge during the year Morecambe Tourism 1995
 8 Plan and co-ordinate a programme of facility visits to the resort by the travel trade and media Morecambe Tourism 1995
 9 Develop and promote new package/special Interest Holidays
e.g. Green TourismTheme
Educational packages		 Morecambe Tourism
Private Sector		 1995
 10 Explore potential for contributions forspecific promotional projects from Private Sector Partners Morecambe Tourism
Morecambe Project
Group		 Annually

 

4.9. Objective: "To protect and create additional employment and business opportunities".

There is clear potential for Morecambe to compete successfully as a significant visitor destination of the future. Though the market has changed over recent times, and will continue to do so, a tourism strategy based on "quality, diversity and viability" holds the greatest potential for achievement.

For the strategy to succeed the continued partnership between the public and private sectors is crucial. This is particularly the case in attracting additional public sector financial support for tourism projects in the resort. The City Council will continue to lobby for Central Government and EC funding and will remain alert to opportunities which emerge from the Single Regeneration Budget and English Partnerships.

Regeneration of the resort is vital to ensuring that Moreeambe can create the visitor attractions and accommodation that will maximise the advantages of its natural location and proximity to areas of tourism e.g. the Lake District and Blackpool area, the Yorkshire Dales and Lancaster.

Regeneration works alone are not sufficient to bring about economic growth and sustained employment. Marketing of the new tourism product is needed to spread the message nationally that Morecambe has quality products to offer. Building projects increase employment but increased visitor numbers will sustain that employment whether seasonal or all year round. When visitors, whether day trips or staying visits, have an enjoyable, quality experience, they will greatly assist in the future promotion of the resort.


4.10 Action Programme
   ACTION  IMPLEMENTATION  TIMESCALE
1 Explore potential for funding new all weather attractions, retailing, venues in Morecambe from the Public or Private Sectors City Council Private Sector Partners Short and Medium term
2 Seek additional promotional budgets to publicise the regeneration of the resort as part of the City Council annual budget cycle Morecambe Tourism 1995/96
3 Commission Economic Impact and Consumer Satisfaction research projects in order toshow economicimportance of thetourism industry and toprovide attractions wanted by the public
(see 4.4.6 above)
 Morecambe Tourism
Economic Development
N.W.T.B.		 1995

5. Conclusion

While setting the framework for future tourism policy in Morecambe, this document is intended to be a summary statement of principle which articulates the commitment of the city Council with its partners, both public and private sectors, to the future of the industry in the resort.

Progress towards implementation of the action programmes will be reviewed at the end of each summer season, prior to establishing the budget for the following year.

Regular reviews of the vision statement and objectives will ensure that the strategy remains relevant to all of the public and private sector bodies working towards the re-emergence of Morecambe as a major tourist resort.

 

Details kindly provided by Morecambe Tourism