Destination Management Plan. Produced by Destination Milton Keynes Consultation Draft September 2013

Transcription

1 -2024 Destination Management Plan Produced by Destination Milton Keynes Consultation Draft 2013

2 Introduction In 1967, the Ministry of Housing and Local Governments called for a new town to accommodate 150,000 Londoners over a period of 20 years. Including pre-existing population and natural growth, the goal was to develop a new city with a population of 250,000 by the mid 1990s. The Milton Keynes Development Corporation was founded, and Milton Keynes Masterplan was created, outlining the strategic framework for the development of the City. The Master Plan was not intended as a blue print or map, although initial artists impressions of the city are remarkably similar to what we now call Milton Keynes. In the event people came to Milton Keynes from across the UK and from around the world making it truly an international place. The Master Plan identified a number of guiding principles on which Milton Keynes should be founded; Opportunity and Freedom of Choice, Easy Movement and Access, Balance and Variety, The Creation of an Attractive City, Public Awareness and Efficient and Imaginative Use of Resources. The New City and borough has continued to grow, with the implementation of an updated Master Plan by Milton Keynes Partnership in 2004, and the ongoing support of Milton Keynes Council, Destination Milton Keynes, and other key City Development stakeholders. It is recognised by key stakeholders that parts of the City are in need of replacement and refurbishment, some of which is addressed in this plan. Whilst a variety of bodies have been involved in this development, these guiding principles have remained at the heart of the City, and all six are entirely pertinent to the development of the visitor economy, which is the subject addressed by this ten year Destination Management Plan. The Destination Management Plan (DMP) is an action plan for the visitor economy for Milton Keynes. It is informed by the Destination Milton Keynes Business Strategy and by relevant strategies from Milton Keynes Council, The Parks Trust and other key stakeholders. This proposal was designed following a review of relevant strategic documentation, discussions with key stakeholders as well as a visioning workshop hosted by Destination Milton Keynes. It is intended that this plan will be reviewed and updated each year to capture what has been achieved, any changes in circumstances and economic conditions, as well as actions that need to be taken to achieve our growth targets. The DMP is a partnership document which is co-ordinated by DMK, but is produced and will be delivered in partnership with other organisations with a stake in and an influence on the visitor economy. A detailed examination of relevant data and decision-making process undertaken to produce this plan can be found on the DMP section of the Destination Milton Keynes website. 2

3 The following considerations were taken into account: - Milton Keynes (MK) embodies innovation and the use of technology to enhance the quality of life of its residents. - MK continues to grow rapidly both in terms of size of population as well as in business terms and continues to attract headquarters of large national and international businesses. - MK is uniquely positioned to be able to meet its ambitions to become a city with international significance in terms of sport, art, public art and heritage - Design and Technology are part of the historical fabric of Milton Keynes, as evidenced by Bletchley Park and the Open University and the large number of knowledge-based businesses in the city. The history of the technological age can be seen in all its stages of development in MK, and we should exploit this USP - Also at the core of MK is an ethos for sustainability and a city that provides uniquely accessible nature, versatile sporting and leisure facilities and an active cultural scene. - MK also boasts a collaborative community of partners willing and able to successfully work together (as proven by the Rugby World Cup 2015 bid) for the betterment of the quality of life and visitor experiences. Strategic Context VisitEngland encourages and supports the development of Destination Management Plans throughout England as an essential tool in the delivery of a successful visitor economy. National Government policy encourages destination organisations to become focussed and efficient bodies that are increasingly led by the private sector. Destination Management Plans are one mechanism to achieve this. A DMP is a shared statement of intent to manage a destination over a stated period of time, articulating the roles of the different stakeholders and identifying clear actions that they will take and the apportionment of resources. In these definitions, manage and management are taken in their widest sense. Crucially, destination management includes the planning, development and marketing of a destination as well as how it is managed physically, financially, operationally and in other ways. Broadly, a DMP is equivalent to a Strategy and Action Plan for Sustainable Tourism in a destination. (Context quoted from VisitEngland s Principles for developing Destination Management Plans, which is downloadable in its entirety from the Destination Milton Keynes website) 3

4 Vision for Milton Keynes All of the above provides an opportunity for DMK to drive the work of local stakeholders to capture the strengths of this city. The vision of MK as pursued in this document is as follows: The vision for MK is to establish Milton Keynes as a uniquely designed, technologically and sustainability driven destination, providing a versatile and dynamic visitor experience of international quality for leisure, cultural and business visitors alike As the official tourism and information provider for the City, Destination Milton Keynes is positioned to oversee the delivery of the Destination Management Plan, for the improvement, enhancement and development of Milton Keynes visitor economy. The mission for MK from DMK Strategic Plan To grow a sustainable visitor economy for Milton Keynes and the surrounding area [and to make] Milton Keynes a first choice visitor destination delivering world class experiences that amaze visitors and inspire them to return. Introduction of each key theme (summary and focus) The priorities below are not exclusive; there are a number of other areas of work, delivered by core stakeholders. The priorities here include what needs to be achieved to deliver our vision of MK as a destination and address key areas of concern, as well as opportunities. It is intended that in the first year of the plan a data gathering exercise will be undertaken to evaluate visitor experience in relation to the priority areas captured below. These will provide a baseline of comparison and will be embedded as an ongoing data collection and evidence review process. 4

5 KEY THEMES: 1. Enhance the Visitor Experience 2. Strengthen partnerships with local businesses 3. Sport, Arts, Heritage and Leisure 4. Image enhancement and marketing 5. Education 5

6 Theme 1 Enhance the Visitor Experience INTRODUCTION The primary consideration in terms of the visitor economy is the enhancement, development and maintenance of the visitor experience. After all, first impressions count for a lot. There are some key strategies and plans currently in place, some of which are explored in further detail in the body of this plan. In response to the acknowledged requirement for the refurbishment and updating of some of the City s core infrastructure, Milton Keynes Council have committed a 50m investment into improving highways and signage, including a 1.5million investment in the Redway cycling network. This development is key to ensuring the DMP can be successfully delivered. The refurbishment of Milton Keynes Central railway station also forms part of the requirement for improved infrastructure to enhance the economy as a whole. Other important developments include Real Time Passenger Information on bus shelters, City Welcome Hosts (explored in Theme 2) and the development of visitor information, i.e. Destination Milton Keynes website and a City Visitor Information Centre. All of these points feed in to the evaluation of the Visitor Experience, which is explored in this section of the plan, and is key to the development of the Visitor Economy. 6

7 Priority Objective Target How evaluated Lead responsibility Review date Transport infrastructures Measure works undertaken Milton Keynes Council City-dressing and way-finding Evaluating visitor experience Improve visitor experience through enhancing the accessibility and sustainability of the destination by improving local public transport and sustainable transport options for visitors (car share, cycling) To improve the signage within Milton Keynes especially from key public transport access points (train station/bus stations) Researching quality of service and profiling visitors Inject capital investment to improve existing highways infrastructure which is reaching the end of its service life Enhance public transport and sustainable infrastructure (such as bike hire) to enhance the visitor experience Capitalise on opportunities presented by the arrival of the UK Transport Catapult To establish accurate, appealing and easy to read signage To evaluate visitor experience and examine areas where urgent action is needed To explore opportunities to link cultural venues with the main transport routes and networks in a creative manner involving local schools and artists. To develop a considered data collection tool to provide an evidence based approach to inform action and assess progress of the DMP Number and quality of signs Appointing lead investigator to design an appropriate instrument Pilot study completed Milton Keynes Transport Partnership Local schools/colleges/ artists DMK

8 Theme 2 Strengthen Partnerships with Local Businesses INTRODUCTION Milton Keynes is a hot-bed of business, and boasts the largest number of start-up businesses in the SEMLEP (South East Midlands Local Economic Partnership) area. Economists from varying bodies agree that Milton Keynes will be amongst the forerunning UK cities to lead the country out of recession. To coin a phrase; it is a truth universally acknowledged that the development of the City relies on partnerships between its key stakeholders. Milton Keynes is a prime example of this, and leads the way nationally in terms of collaborative working, joined up thinking and strong partnerships. The development of this strength is critical. Milton Keynes Council s Economic Development team have strong links with all local businesses, from start-ups to SMEs and international brands. Many of these companies have a strong network, and this theme explores ways in which these networks can be made more effective, and in many cases put in place for those businesses that could benefit from further engagement. In reference to the visitor economy, it is only when everyone living and breathing Milton Keynes is talking about the same thing, and championing the same great things about the City, that consumer confidence in MK will be increased and the visitor economy can thrive. 8

9 Priority Objective Target How evaluated Lead responsibility Review date Collaboration Sustain and strengthen existing collaborative practices (such as those created for the Rugby World Cup bid) Develop a 6-monthly review of DMK collaborative data Measure the engagement of DMK with external bodies (meetings attended, etc) and track to ensure levels do not drop off. DMK Large scale corporate development Business & The Visitor Economy Heritage Pursue the development of leisure packages Explore actions to maximise opportunities for hosting large conventions or other activities with some of the major employers in the area Recruit and train City Welcome Hosts (i.e Gamesmakers) Establish a Northern Heritage Corridor To have a number of packages developed in collaboration with DMK members. Support any relevant activities to build a 5* hotel in MK Deliver an international arts and/or heritage conference Preliminary work required to firm up the leading organisations/companies/ individuals to lead this project Identify suitable large/international leading MK-based conference organisers to facilitate this To establish a working group to lead on this project Deliver a new level of collaboration and connections around destination venues, market towns and a critical mass of significant heritage within a Northern part of Milton Keynes Number of packages developed Number of packages sold An international conference delivered A conference organiser identified to lead with this agenda KPI 50 recruited by 2015 Rugby World Cup 6 Monthly development reviews DMK DMK Stadium MK Arts and Heritage Association, MK council and others April 9

10 Theme 3 Sport, Arts, Heritage and Leisure INTRODUCTION Milton Keynes thinks big...there s no other way as far as we re concerned. We have an entirely attainable aspiration to become an International Sporting City. MK took a step closer to attaining this status by securing three games of the 2015 Rugby World Cup (the delivery of which is a clear and strong strategy for delivering this goal is in place, and this objective forms a key part of this plan. New sporting developments such as the new National Badminton and the development of MK Dons training facilities at The National Bowl are directly referenced in this plan. MK s leisure offer is strong and growing. The Leisure Plaza is set for redevelopment within the lifespan of this plan. Also, thestadium:mk will be opening and operating an arena venue. Arts, Public Art and Heritage are core to the visitor experience in Milton Keynes and this Plan will measure the development of sites and assets as we bring step-change through major venue developments at Bletchley Park, The Stables, MK Gallery, MK Museum, Central Library and other arts and heritage sites across the borough. Milton Keynes also has unique design principles and public realm through its original concept of blending urban and rural design and with an emphasis on public art and green space. Recognition of this and the increasing historic importance of the New Town area to international tourism will be reflected in this plan. The Council s three emerging strategies for Arts and Public Art, Heritage, Museums and Archives and Sports and Active Communities will work in collaboration with this plan as will the Parks Trusts Strategic Plan. These strategies will identify the key cultural partnerships that will take Milton Keynes forward to being a World Class place to be. Sport, Arts, Heritage and Leisure remain at the very forefront of the MK Visitor Economy, and form an essential part of this plan. 10

11 Priority Objective Target How evaluated Lead responsibility Review date Sport & Leisure Development of International Sporting city Measure number of sporting events planned/delivered MK Sports Board Deliver a world class Rugby World Cup 2015 experience Development of the National Bowl To develop Milton Keynes as an International Sporting City; a concept which seeks to attract and support regional, national and international facilities and events, and to improve people s health and wellbeing through new opportunities to participate in sport and active recreation To deliver the following to a world class standard: - Marketing - Transport Management - Fanzone/Festival of Rugby - City Volunteers (linked to Welcome Hosts project) - City Dressing/Banner programme - A rugby legacy/development To enhance sport and leisure facilities at the venue, including: - National Badminton Centre - MK Dons training ground - Permanent concert facilities Revisit after council decision on Measure developments in facilities Through bi-monthly City Steering Group meetings Measure and report on development process /City Steering Group Bi Monthly 11

12 Arts, Public Art and Heritage Position MK as a cultural hub for arts and heritage Summer of Culture, anchored by bi-annual International Festival 2015 Summer of Sport arts and heritage projects to tie in with Rugby World 2017 (23 Jan) MK s 50 th Designation Anniversary Measure participation in annual events and review operations and deliverables Arts and Heritage Association 1st April 1st April 2016 Development of key arts and heritage sites in the City EU Capital of Culture UK 2023 bid (by 2017) The Stables improvement and extension of facilities (by ) Bletchley Park historic site and museum (by 2015) 6 monthly development reviews (for external funders) The Stables Bletchley Park 1st April 2018 February MK Gallery expansion (by 2017) New MK Museum development (by 2017) MK Gallery MK Museum Super Library and Flagship Archive (by ) Public art; Interpretation of existing collection and commissioning artists to develop new public art initiatives that promote people and place. Campbell Park Sculpture Park (by 2020) Public Art Trust MK Parks Trust 12

13 Ensure that arts and heritage are included and championed as a mainstream and key element of the visitor experience Enhance current marketing, wayfinding, trails, gateways and packaging of existing arts and heritage offers to capitalise on these unique assets Explore ways in which an MK Culture Card may be realised following successful feasibility for resident and visitor use. 6 monthly development reviews DMK February 13

14 Theme 4 Image Enhancement and Marketing INTRODUCTION MK is amazing. We know that, and really thought it should be shouted about. The Milton Keynes brand, Amazing MK is in the process of being rolled out across the City. In 2013, the brand was included on a number of Welcome to MK road signs, bringing it above the line of public consciousness. It is key to the development of the city image and marketing strategies that this brand is adopted by more businesses within MK. (This objective is part of the Destination Milton Keynes business plan) There is a need to harness the quirky side of Milton Keynes and embrace it for positive local, national and international PR. In August 2013, the MK Brand was featured on the BBC television programme Top Gear which is broadcast across 200 countries. This piece was anchored on Formula One cars racing around MK s iconic roundabouts: this is a prime example of the kind of PR that should be attained through the work of DMK and other city stakeholders. Local marketing remains equally important, and the provision of a visitor information centre is a key goal laid out in this plan. 14

15 Priority Objective Target How evaluated Lead responsibility Review date Shouting Outward Strengthen national and international positioning of the City Promote MK as a destination for visiting as well as business Maximise opportunities for international engagement Number of national and international MK-related stories in the media Capitalise on unique history of urban architecture and technological development Supporting creative industries as a strong and fast growing area of business in Milton Keynes. Engage with international bodies through the work of DMK members and partners (such as Park Trust, University of Bedfordshire etc.) Talking Inward Visitor information Centre To develop an actionable and sustainable plan for Visitor Information Centre To develop a clear and actionable plan to enhance DMK website and customer interface To develop a new, clear and actionable plan to become a one-stop-shop for planning a day, a weekend, a holiday in MK Report on development of centre Number of customers using the centre when open Capture customer experiences Measure web statistics Parks Trust DMK Measure sales of packages/day trips 15

16 Theme 5 Education INTRODUCTION Milton Keynes is home to one of the UK s biggest and most successful universities in terms of students, alumni and international respect and reputation. But you won t find even one student hall of residence... The Open University develops undergraduates of all ages through a variety of world class degree qualifications, from right here in MK. The PR opportunities surrounding this asset are already well exploited, and this should continue and develop as a part of the Visitor Economy piece. As of August 2013, Milton Keynes College has three campuses within the City, delivering first class undergraduate and post-graduate/professional courses. Work is currently being undertaken to move the prestigious University of Bedfordshire to Milton Keynes, which will in turn work with MK College to deliver a University level offer in the City. The primary goal within this theme of the plan is to deliver a residential university to MK; with the following impacts on the visitor economy 16 VFF (Visiting Friends and Family) Additional student workforce for leisure activities, attractions and accommodation providers Graduates providing an attractive workforce

17 Priority Objective Target How evaluated Lead responsibility Review date Milton Keynes University University of Bedfordshire To develop a residential university, internationally recognised for excellence in architecture and urban design Measure development of MK College/University of Bedfordshire in Milton Keynes MK College 17

18 Conclusion and Next Steps Milton Keynes is approaching its 50 th Anniversary, but is still a young and growing city; with big aspirations and wild ideas, but crucially the resources, people and community spirit to deliver it all. The amazing city needs to be appreciated on a world wide scale, and the role of this plan and its stakeholders is to help develop a Milton Keynes where that can and will be delivered. This plan has been produced by Destination Milton Keynes, following a stakeholder workshop and consultation process, to identify the core needs of the City s Visitor Economy. This process was undertaken with the support of academic staff from the University of Bedfordshire and students from Junior Research Institute for Tourism. As the official tourism organisation for the City, DMK will take this plan forward; leading on tasks which have been allotted to them and reviewing the progress of all identified stakeholders. Reviews will be undertaken at the points stipulated on each objective, and an annual review will be undertaken and published in. This plan belongs to The City and should be considered a working and living document. Any comments or input on the plan should be directed to Destination Milton Keynes. Steven Gordon-Wilson Chief Executive steven@destinationmiltonkeynes.co.uk 18