ISLES OF SCILLY
DESTINATION MANAGEMENT PLAN
ACTION PLAN 2018-2021
ACTION PLAN
Introduction
The Destination Management Plan (DMP) for the Isles of Scilly sets out a bold new vision for tourism on the islands. It lays down the challenge for everyone connected to
Scilly to play their part in creating a more sustainable visitor economy that’s fit for the future and capable of delivering incremental economic growth.
This Action Plan is a supporting document to the DMP and the fourteen strategic objectives it identifies. It seeks to respond to both the challenges and opportunities via a
clear programme of practical actions, with targets, timescales and responsibilities for delivery.
A shared plan, with collective delivery
From major stakeholder to individual, everyone has a part to play. It is the islands’ plan – there must therefore be shared ownership and shared responsibility for its delivery.
As the DMP states, we want to see our vision and ambitions become a reality for everyone living, working and visiting the Isles of Scilly. If we are to achieve this, collectivism
is key.
The DMP has the backing and commitment of the islands’ major stakeholders and the Cornwall & Isles of Scilly Local Enterprise Partnership has recognised it as a strategic
priority in helping to future-proof the islands’ vital visitor economy.
Timescale
This Action Plan is designed to be a ‘live’ document, reflecting changing circumstances or responding to new opportunities as they arise – including budgetary considerations
as they are agreed or become clear. It covers an initial three year period, commencing in 2018/19, yet will evolve into a rolling annual Action Plan with annual review and
evaluation.
With its current three year horizon, the delivery outputs of this Action Plan can be broadly categorised as follows:
Year 1 (2018/19) – Practical delivery and immediate commitments that are either urgent, ongoing, straightforward to realise or an essential part of wider Isles of Scilly plans
Year 2 (2019/20) – Priorities for delivery, yet require additional scoping, development or investment
Year 3 (2020/21) onwards – Require further research or development before committing to long term investment
Time for Action
Signal your support and commitment to ensuring a sustainable future for the islands’ visitor economy by helping to realise this Plan.
1. CONSENSUS & LEADERSHIP
We want to work towards realising a singular vision that connects with the wider strategic plans for the islands – Local Plan, Smart Islands, Island Futures etc.
– based on an agreed and understood mandate for tourism leadership by Islands’ Partnership as the voice of the islands’ predominant economy.
Objective > Action Supporting Action Target Lead/ Support Investment/ funding status
Deadline / milestone
Evaluation/ Success Measure
Year 1 – 2018-19
1.1 Secure the approval and adoption of the Action Plan for the Destination Management Plan across all key agencies and the wider Islands’ Partnership membership and island residents.
a. DMP to be formerly adopted (with public/visible recognition) by all major stakeholders – including principally: CIOS, DoC, TI, ISSG, IOSWT
Adoption and formal recognition of DMP by all major stakeholders with its vision and principles guiding decision making and delivery at both a strategic and operational level
Lead: IP Support: CIOS, TI, DoC, ISSG, IOSWT
N/A Year 1 - Summer 2018
Formal / publicised adoption/support
b. DMP Action Plan consulted upon with islands’ community, securing industry-wide commitment to its delivery
Commitment to delivery agreed by consensus at and ahead of IP AGM
Lead: IP Support: Members/bus-community
N/A Year 1 - October 2018
Record of formal member approval at IP AGM
1.2 Engage with the Smart Islands initiative to extend the principles and vision at a strategic and operational level across all tourism operators and businesses on/working on the islands.
a. IP to champion DMP and the islands’ visitor economy via the Smart Islands Partnership Board. Smart Energy Islands to endorse the DMP and actively engage via the brand work and Cultural Destinations workstreams
DMP vision formerly endorsed and supported by SIP/SEI programme
Lead: SIP & SEI Support: IP
N/A Year 1 – 2018-19
No. of tourism businesses engaged in Smart projects/business support
1.3 Ensure that the Local Plan and its supporting policies positively effect infrastructure and investment planning for tourism and communities in harmony.
a. DMP to be formerly recognised by CIOS within the new Local Plan as the islands’ official tourism policy and guidance/reference point for all tourism related decisions.
DMP written into the new Local Plan
Lead: CIOS Support: IP
N/A Year 1 – 2018-19
Planning and investment decisions informed by DMP
2. TRANSPORT & ACCESSIBILITY
Build reliability, accessibility and bookability through the entire transport offer, with market research informed investment and development to tailor service
frequency, reliability, information.
Objective > Action Supporting Action Target Lead/ Support Investment/ funding status
Deadline / milestone
Evaluation/ Success Measure
Year 1 – 2018-19
2.1 Convene and re-establish the leadership role of the Isles of Scilly Transport Board to address identified challenges and positively influence the local transport agenda through an informed, strategic approach
Transport Board reconvened and terms of reference updated to ensure appropriate industry representation
Lead: CIOS N/A Summer 2018
Regular Board meetings with progressive agenda and practical action/outcomes
2.2 Support the effective integration of helicopter services into the islands’ transport system
a. Transport Board to galvanise stakeholders behind a unified and collaborative approach with multi-modal solutions that are able to meet the islands’ transport needs
Successful and sustainable operation of helicopter services to the islands
Lead: Transport Board Support: ISSG; TI
N/A 2018-19 Increased transport capacity, resilience and choice in the market
2.3 Develop and implement a robust, multi-stakeholder system and supporting procedures for mitigating the impact of weather related travel disruption
a. Working group to be formed to establish and agree new procedures
Jointly agreed system and procedures in place
Lead: ISSG Support: IP/CIOS
N/A Summer 2018
Effective implementation of procedures, minimising impact from disrupted travel /stranded passengers
2.4 Maintain critical lifeline transport infrastructure on Scilly
a. CIOS to ensure St. Mary’s airport continues to operate to optimal performance levels and remains economically viable
St. Mary’s airport more financially resilient and continuing to meet regulatory and performance measures
Lead: CIOS Continual investment required
2018-20 Lifeline transport hub maintained and capable of servicing market growth
b. Both St. Mary’s and off-island quays to continue to be maintained as lifeline infrastructure
Continued maintenance and, where required, investment in islands’ quays to support local, visitor and freight requirements
Lead: DoC Support: TI; Karma
Continual investment required
2018-20 Lifeline transport hubs maintained and capable of servicing market growth
Year 2 – 2019-20
2.5 Safeguard the future of the islands’ lifeline seaborne passenger and freight services
a. IOS Transport Board to input to asset replacement plans as part of ISSG consultation programme
Plans for passenger and freight services confirmed, with clear timescales for delivery
Lead: ISSG Support: IOS Transport Board
Significant investment required
2019-20 Effective succession planning & seamless continuity of Scilly’s seaborne pax service
2.6 Develop improved system for planning, accessing and booking inter-island boat trips
a. Investment in the St. Agnes Boating system and the visitislesofscilly.com booking enablement project to help inform the approach
Advance boating timetables published online and bookable
Lead: SMBA/TB/SAB/Private Operators Support: IP
Funding/ investment required
2019-20 Inter-island boating bookable online making it easier for visitors to plan and book ahead
2.7 Continue to pursue improved access and connectivity to and from the islands, supporting market growth and seasonal extension.
a. Proactively explore both new and improved national and international connectivity, via Penzance and SW hub airports
Improved connectivity and through-ticketing providing improved reach and access to the UK and international markets
Lead: ISSG; TI Support: IOS Transport Board
Significant investment required
2019-20 Improved access and market reach, contributing to market growth
3. HOUSING
We want to have sufficient volume and quality of tourism staff accommodation to attract and retain seasonal/other employees.
Objective > Action Supporting Action Target Lead/ Support Investment/ funding status
Deadline / milestone
Evaluation/ Success Measure
Year 1 – 2018-19
3.1 Monitor and inform the development of a new Local Plan, notably the provision of adequate housing for employees as a condition of approval for new businesses
a. DMP adopted by the Council of the Isles of Scilly and referred to for planning policy guidance in the new Local Plan – specifically in relation to the provision of adequate housing for staff working in the tourism sector.
DMP included as supplementary planning guidance in Local Plan 2015-30
Lead: CIOS Support: IP
N/A 2018-19 New tourism developments and housing provision informed by DMP
3.2 Support to be provided by CIOS Environmental Health Team to help businesses ensure staff accommodation and HMOs are appropriately licenced and legally compliant
a. Programme of business advice/support in place
Fully licenced, fit for purpose staff accommodation across the islands
Lead: CIOS Support: Tourism Operators
EH department within CIOS
2018-19 Improved retention of staff
Year 2 – 2019-20
3.3 Explore the potential of introducing a new centralised database/website for publishing staff vacancies and staff accommodation
a. IP to scope system spec/practicalities
Proposal for new website/system by 2019
Lead: IP Funding required
2019-20 Improved coordination of staff recruitment
3.4 Continue to develop plans for the build/provision of new homes in line with the new Local Plan and SHMA/Housing Partnership recommendations
a. Phase 1 of housing plans to be published by CIOS by 2019
Up to 120 new homes built to meet the strategically assessed need
Lead: CIOS Support: DoC; Housing Assocs
Significant funding/ investment required
2019-20 Meeting the housing needs of local population and employees
3.5 Explore options to use unoccupied accommodation, working with local stakeholders.
a. Undertake assessment of unoccupied accommodation across the islands
Potential increase in available accommodation by 2020 to meet peak market demand
Lead: IP Support: CIOS; DoC
N/A
2019-20 Market growth enabled through increased peak accommodation capacity
4. VISITOR ACCOMMODATION
We want to have a balanced, diverse mix of quality accommodation that serves changing visitor markets, encouraging year-round visits.
Objective > Action Supporting Action Target Lead/ Support Investment/ funding status
Deadline / milestone
Evaluation/ Success Measure
Year 1 – 2018-19
4.1 Explore options to increase short break opportunities within existing accommodation stock (e.g. when self-catering units are unoccupied – off-season). Ensure optimum availability of accommodation for off-season growth. (Note: this may mean requiring unoccupied commercial property be available for rental for a minimum no. of weeks pa.)
a. Undertake an annual audit of visitor accommodation and bedstock, including analysis of main season vs off season capacity
Accurate annual record of bedstock by type and island
Lead: IP N/A 2018-2019 Accurate data to inform planning/ development decisions
b. Secure the commitment to remain open/bookable (including short-breaks) from a critical mass of visitor accommodation in the shoulder seasons of 2018 and 2019 to support the season extension objective (see below)
Min of 30 accommodation providers open and trading from March to Nov
Lead: IP + Accommodation operators
N/A (Additional marketing support to be identified)
Autumn 2018/Spring 2019
Available accommodation to feature in season extension campaigns/ promotions
Year 2 – 2019-20
4.2 Implement new process of gathering data/market intelligence from visitor accommodation across the islands including occupancy and forward bookings/vacancies to better inform marketing plans and activity
a. Data systems/mechanisms to be scoped and proposals consulted upon with industry
Min of 30 accommodation providers inputting data
Lead: IP + Accommodation operators
Funding required
Spring 2019 Data informing marketing plans/activity over 2019 season
5. ENVIRONMENT: LANDSCAPE & INNOVATION
We want to position in principle and practice the Isles of Scilly as an environmental treasure – England’s Great Archipelago – an oasis that visitors can enjoy
and help to secure for return visits and future generations.
Objective > Action Supporting Action Target Lead/ Support Investment/ funding status
Deadline / milestone
Evaluation/ Success Measure
Year 1 – 2018-19
5.1 Support and inform the Smart Islands programme’s plans to reduce the islands’ carbon footprint, address water provision and waste treatment, linking them to more innovative practice with tourism operators (‘Scilly standard’).
a. Continue to develop and deliver the Smart Islands Programme, positively contributing to the islands’ sustainability and community wellbeing – including appropriate links to encourage more innovative practice within the sector
Develop benchmarks and programmes for excellent tourism sector practice
Lead: SIP Support: IP; Business community
£10m+; Funding secured for first series of SI projects
2018-20 Improved business efficiency and productivity – with learning shared
b. Continue to deliver and where possible, enhance and add value to the existing programme of practical tools, business support & advice currently being delivered in connection with Smart Islands, including Smart Energy Islands & IOS Wildlife Trust
200 businesses committed to SEI business support programme; Business community signed up to/actively contributing to Plastic Free Scilly initiative
Lead: SEI Support: IOS Wildlife Trust; Business community
Funding secured to support businesses to become more energy efficient
2018-20 Improved business efficiency & productivity – with learning shared. Reduced carbon footprint and energy consumption.
c. Develop the green/eco elements of the new Scilly Standard for tourism businesses (an Isles of Scilly eco-pledge), including criteria and measurement with appropriate links to the above support programme
Eco pledge/standard introduced. Task & Finish/working group established to steer/oversee
Lead: IOS Wildlife Trust; IP Support: Business community
Funding required
2018-20 Improved environmental credentials/practices. Enhanced brand perception
5.2 Maintain visitor access to the natural environment and essential visitor facing facilities and services
a. Continued footpath and walkway/trail maintenance
Access to Scilly’s natural environment maintained
Lead: IOSWT; Tenant Farners
Future funding required/not guaranteed
2018-21 Enhanced enjoyment and appreciation of the natural environment. Improved experience
b. Continued maintenance and servicing of essential visitor and public services – ensuring a continued welcoming and attractive environment and sense of place – e.g. street cleaning, litter bins, public toilets, benches, beaches, public realm
Essential services maintained, contributing to a quality visitor experience and satisfaction
Lead: CIOS Support: Business Community; All Stakeholders
Future funding required/not guaranteed
2018-21 Quality visitor experience and satisfaction
Year 2 – 2019-20
5.3 Develop a practical educational campaign for visitors to reduce their environmental impact and water consumption, raising awareness of environmental/utilities pressures
a. Develop the ‘Scilly Pledge’ (green/eco charter for visitors to Scilly) as a vehicle/device to channel messages regarding Scilly’s special yet fragile natural environment and to encourage responsible behaviour
Task & Finish/working group formed. Visitor facing messages introduced at key visitor touchpoints Scilly Pledge introduced as a comms/message device
Lead: IOS Wildlife Trust Support: IP; CIOS; Business community
N/A Funding required to help amplify and integrate
2019 Visitor engagement and enhanced brand perception
b. Research and explore options for the potential introduction of a visitor giving/visitor contribution scheme and how it could be implemented and managed
Task & Finish/Working group to assess (creative) options
Lead: IOS Wildlife Trust Support: IP; B’ss community
Funding required – possible HLF resilience fund
2019 Revenues supporting conservation activity
6. PRODUCT & SERVICE IMPROVEMENT
We want to creatively and continuously develop the offer in areas that resonate with traditional, emerging and potential markets – raising service
levels across the islands and developing/launching new products across the year.
Objective > Action Supporting Action Target Lead/ Support Investment/ funding status
Deadline / milestone
Evaluation/ Success Measure
Year 1 – 2018-19
6.1 Continue to maintain minimum operating standards and regulatory compliance where relevant/appropriate for all tourism businesses across the islands
a. Continue to maintain min assessment criteria for official Visit Isles of Scilly marketing channels
Mandatory min standard (IOSAAS) for inclusion in IP marketing channels
Lead: IP N/A 2018-19 Visitor reassurance and experience
6.2 Extend engagement in and adoption of the Taste of Scilly (local produce) initiative amongst qualifying producers and food and drink outlets
a. Relaunch of Taste of Scilly marque and charter ahead of 2018 Taste of Scilly festival
Min 30 operators signed up to Taste of Scilly marque/charter
Lead: IP Support: Tourism Operators
N/A 2018-19 Enhanced visitor awareness and experience
Year 2 – 2019-20
6.3 Develop ‘Scilly standard’ scheme (including quality measures, local knowledge, cultural concierge) for key tourism businesses, e.g. accommodation, visitor attractions, eateries, guides
a. Undertake initial scoping of a new ‘Scilly Standard’ scheme that takes a more holistic approach to quality, service, sense of place etc that is more appropriate to Scilly
Scheme proposal and business plan worked up and recommendation to IP Board/DMP Group
Lead: IP Support: Tourism Operators
£5k Funding required
2019-20 IP and industry backing of scheme proposal
6.4 Explore options to develop the wellness market offer further, e.g. spa packages, whole island treatments and activities, building on current strengths, including potential new spa attraction
a. Feasibility study to be commissioned into potential for new spa attraction/experience
Small Task & Finish/Working Group to develop opportunities and propose plan
Lead: TI Mincarlo/Adventure Scilly Karma Support: IP
Funding required 2019-20 Plan reviewed and acted upon; new product development
6.5 Invest in new market intelligence to inform new investment, product development and innovation and ensure the islands are better able to respond to and meet consumer expectations
a. Explore funding options and collaboration opportunities, including the SW Rural Productivity Commission
Funding secured and research commissioned
Lead: IP
Funding required 2019-20 Research informing new investment and market opportunities
7. CULTURE & HERITAGE
We want to create a sustainable, engaging and distinctive year round cultural offer that benefits locals as well as attracting visitors.
Objective > Action Supporting Action Target Lead/ Support Investment/ funding status
Deadline / milestone
Evaluation/ Success Measure
Year 1 – 2018-19
7.1 Update mapping of current culture and heritage offer across the islands to understand gaps and potential opportunities
New culture & heritage asset database
Lead: IP/CDSG Funding secured (Arts Council England)
2018-19 Informed approach to signage, interpretation, events and product/ experience development
a. Produce a new Arts directory of cultural practitioners/ galleries/venues/assets on Scilly and those with connections to the islands
Scilly Arts Directory and supporting digital version/content
IP/CDSG Artistic/Cultural community
£8k Funding secured (Arts Council England)
2018-19 Increased awareness and audience engagement
7.2 Set up a Cultural Destinations working group to create, deliver and evaluate new/enhanced cultural initiatives/events: identify current & potential event/niche operators, product viability, including season extending programme.
a. Establish the Cultural Destinations working group as a vehicle to support the delivery of the Creative Islands (Cultural Destinations) project
Consortium approach with buy-in and island-wide commitment from cultural partners
Lead: IP Support: IOS Museum; Library
N/A 2018-19 Collaborative approach to project delivery with added-value of additional creative input
b. Explore and test/pilot opportunities to enhance existing events through additional/fringe programming, improved marketing communication and audience reach and engagement
Enhanced events with extended artistic/cultural programming
IP/CDSG £10k Funding secured (Arts Council England)
Autumn 2018
Enhanced visitor experience/satisfaction (v-survey/event evaluation)
c. Commission research to better understand Scilly’s current visitor vs cultural tourist segments plus additional rolling programme of qualitative visitor insight to track audiences/profiles over the life of the Cultural Destinations project
New visitor insights report
Lead: IP/CDSG Support: C365
£5k Funding secured (Arts Council England)
2018-19 More informed cultural interventions, programming and marketing
7.3 Explore and develop new relationships and potential partnerships with mainland cultural, artistic and academic institutions and consortia (e.g. Cornwall 365) that could add value, provide shared learning and/or resources for the islands’ cultural sector, Cultural Destinations project and Scilly’s wider cultural ambitions
Collaborative programme delivery and partnerships with at least 5 new cultural partners/institutions
IP/CDSG ACE C365
Funding secured (Arts Council England)
2018-19 Jointly commissioned audience research, skills brokerage and support for creative programming
7.4 Identify and pursue technology and skills needs, e.g. listings platform, cultural concierge programme
a. Refresh of cultural content and events listings/booking mechanisms to be built into Islands’ Partnership booking enablement project
New cultural events listings/mechanism within visitislesofscilly.com and via TIC
Lead: IP £10k Funding secured (Arts Council England)
2018-19 Enhanced profile of cultural offer
7.5 Invite artists (paid) to respond and
generate a bank of ideas, including artist-in-residence
a. Develop and deliver an artists’ residency programme in the autumn of 2018 – inviting artists to respond to a Smart Islands, Dark Skies and the islands’ heritage/museum as the three primary stimuli. Subsequent proposals/responses should help inspire and inform interventions and programming in 2019 and help shape longer term cultural vision
Series of artists’ residencies delivered resulting in proposals for more ambitious installations/programming in 2019/2020
Lead: IP/CDSG £12k Funding secured (Arts Council England) Funding required for any subsequent commissions
2018-19 Proposals for cultural/artistic programming
7.6 Develop a stronger cultural narrative within Scilly’s brand and a series of key messages for the islands that are implemented across all marketing and communications – along with supporting guidelines and toolkits for use and adoption by Scilly businesses/community and partners
Implement new cultural narrative & key messages
Lead: IP
£8k Funding secured (Arts Council England)
2018-19 Refreshed brand and positioning evident in 2019 marketing channels/campaigns/materials
Year 2 – 2019-20
7.7 Undertake a feasibility study into a refresh of the museum offer
a. Undertake initial scoping of opportunities for investment in the museum in order to support the museum’s resilience and enhance visitor engagement and cultural experience.
Proposals put to Museum Trustees
Lead: IOS Museum; IP/CDSG Support: ACE
Funding required 2019-20 Museum actively engaged in Cultural Destinations project. Partnerships and funding avenues in development
8. NEW EXPERIENCES & IMPROVED INTERPRETATION
New experiences should be developed, which are based on existing assets and reflect the Isles of Scilly’s ‘sense of place’ (e.g. themed trails,
guided walks, activities et al).
Objective > Action Supporting Action Target Lead/ Support Investment/ funding status
Deadline / milestone
Evaluation/ Success Measure
Year 1 – 2018-19
8.1 Map the dense array of historical sites and package information in a form that visitors can engage with, and tourism operators can disseminate
a. Undertake a comprehensive audit and digital mapping of tourism product/sites/ experiences to be undertaken as part of the refresh of visitislesofscilly.com
Map all islands; identification of product/experience gaps. Development of interactive map content
Lead: IP
Funding secured (ERDF – Voucher Scheme)
2018-19 New website launched with enhanced content and mapping Jan 2019
Year 2 – 2019-20
8.2 Events, which reflect the Isles of Scilly’s ‘sense of place’ and appeal to the islands’ visitor profile, should be developed and trialled to attract visitors off season (e.g. build on the success of the Folk Festival), in order to maximise the opportunity for attracting off-season business. This will depend on three things: reliable access, accommodation capacity, capacity and capability of islanders to deliver).
a. New arts/cultural, wellness/escape and wild/eco themed ‘seasons’ with accompanying events to be trialled in 2019
Season extension Task & Finish/Working group to use consumer research and product audit to identify events/experiences with greatest market potential
Lead: IP; CDSG Support: TI; Mincarlo; Karma Wildlife Trust
Modest funding secured via Arts Council England Additional funding required to develop further
2019-20 New thematic shoulder seasons campaigns and supporting events/packages on sale and driving additional visitors
8.3 Informative, but unobtrusive, methods of signage and interpreting significant sites and cultural heritage should be devised for visitors around the islands, without destroying the sensation of emotional tranquillity or intruding on the unspoilt natural environment.
a. Scoping of new physical signage and/or digital visitor information and interpretation to be undertaken in line with AONB Interpretation Plan
Updated visitor information and interpretation strategy
Lead: AONB; IOS Wildlife Trust Support: CIOS/DoC IP
Modest funding available via AONB. Additional funding required to develop further
2019-2020 Strategy used to lever and secure funding for implementation
8.4 Look to build on the wellness assets across a number of islands to offer a sub-brand offer that uses the whole landscape assets as ‘activity and treatment rooms’. (Supporting the existing strengths of the Tresco (Estate), Adventure Scilly and (Karma) St Martin’s in particular to build the islands’ profile and reputation.)
a. New wellness experiences and propositions to be market tested in 2019
Pilot wellness breaks/experiences on sale in 2019
Lead: TI/Karma/Adventure Scilly Support: IP; Tourism Operators
Funding required 2019-20 New market growth driven by wellness offer
8.5 Develop themed trails (e.g. wildlife, heritage, maritime et al) around the islands for self-guided, locally trained tour guides
5 new trails, covering all islands, e.g. including multi-island itineraries
Lead: IP Support: Key stakeholders
£12k Pilot funding secured from Arts Council England
2019-20 Trails and digital/print collateral in-market and well received
8.6 Develop a series of new evening activities (e.g. from boat safaris and ‘dark skies’ tours to cultural evenings and communal dinners)
5 new recurring evening events developed and trialled in 2018/2019
Lead: IP Support: CDSG; Key Stakeholders
Seed funding required
2019-20 Programme launched, positive visitor feedback/satisfaction
Year 3 – 2020-21
8.7 Attract a ‘signature’ fish presence that has a national profile – possibly through festival/seasonal/pop-up interventions before considering a permanent ‘signature’ restaurant. (As well as enhancing the islands’ destination appeal as the ‘Seafood Islands’, this would also reflect the islands’ longstanding maritime heritage, and reinforce a core element of the brand narrative.)
a. Scope opportunities to include a stronger ‘seafood islands’ theme to the annual Taste of Scilly Festival and the potential to attract greater national/higher profile endorsement or participation from a signature seafood restaurant/chef
Seafood Islands theme/event(s) within Taste of Scilly festival programmes
Lead: IP Support: Food & Drink producers and operators
Funding required 2020-21 Event programmed and PR/promotional activity supporting seafood islands narrative/brand association
8.8 Develop niche opportunities in the business tourism conference market, notably small-scale environmental and retreat/team-building
At least one credible eco/smart conference hosted by 2020/21
Lead: SIP Support: CIOS; TI; IOSWT
Funding required 2020-21 Conference secured and promoted
9. SKILLS DEVELOPMENT
We want to build a reliable, resilient and high-quality permanent and seasonal tourism workforce that has, and can develop, the skills necessary
to serve an ever-more demanding market.
Objective > Action Supporting Action Target Lead/ Support
Investment/ funding status
Deadline / milestone
Evaluation/ Success Measure
Year 1 – 2018-19
9.1 Undertake a skills audit to identify SME skills gaps and skills development needs in critical areas (e.g. chef, customer service, guiding, digital)
Key skills development and training needs identified and resource/channels to support
Lead: Skills Hub Support: IP
Skills Hub funding in place
2018-19 Skill gaps/needs identified and being addressed; funding secured
Year 2 – 2019-20
9.2 Scope and explore potential funding routes for a business improvement and skills project for Scilly, linked to the implementation of the new Scilly Standard
Funding in place for business improvement and skills programme
Lead: IP Support: Skills Hub
Funding required 2019-20 Increased quality of service and visitor experience
9.3 Ensure staff accommodation requirements are addressed in the implementation of the Local Plan, in order to maximise the chances of retaining staff (either year-round or, more realistically, on a repeat basis in subsequent years).
Increased filling of skilled vacancies and staff retention
Lead: CIOS
N/A 2019-20 Better standards of operation, service; reviews and repeat bookings
10. DISTINCTIVE BRAND NARRATIVE & MARKET POSITIONING
We want to occupy a positive, high-profile place in the minds of target markets, operators and partners with a powerful, dynamic brand,
supported by personality-rich, consistent and relevant messaging, whether that is Wellness or other Scillonian speciality.
Objective > Action Supporting Action Target Lead/ Support
Investment/ funding status
Deadline / milestone
Evaluation/ Success Measure
Year 1 – 2018-19
10.1 Evolve the distinctiveness of the brand personality and its narrative from the excellent brand platform that exists, e.g. the great archipelago, culture & heritage, wellness, seafood, smart tourism
a. Undertake a review and refresh of the Scilly brand ensuring it remains fresh & begins to embrace the spotlight themes from the DMP & the potential to position itself as England’s Great Archipelago & the escape destination
Brand review undertaken and proposals for refresh
Lead: IP Support: Major stakeholders
Modest funding secured via Arts Council. Additional funding required to progress
2018-19 Review and recommendations informing brand direction
b. Establish a new brand/marketing working group to help shape & collectively champion the Scilly brand & its communication
Working group established and meeting bi-monthly
Lead: IP Support: Major Stakeholders
N/A 2018-19 Joined up and collaborative approach to brand & marketing/ communication
Year 2 – 2019-20
10.2 Position Scilly, within the context of the Smart Islands project, eventually as a world leader in good environmental practice and sustainable environmental experiences. This could involve: i. Improving environmental management practices and engaging visitors in conservation through measures such as an ‘educational’ campaign. ii. Improving tourism product and service quality. iii. Applying for, and winning, a Green Destination award iv. Island businesses winning, Green Tourism awards. v. Establishing a reputation for holding small environmental conferences (ideally off-peak season).
a. Ensure the destination brand and Smart Islands vision are integrated such that a more cohesive and consistent place brand for Scilly can emerge
Complimentary place brand/narrative
Lead: IP Support: SIP; IOSWT
Funding required
2018-19 Clear and complementary brand positioning of Scilly to all audiences
10.3 Ensure the Isles of Scilly’s unique ‘sense of place’ – natural, tranquil, maritime, cultural – and its brand values are reflected appropriately in all tourism products, experiences and promotional activities, and in behaviour by islanders with whom visitors come into contact.
a. Continually monitor the quality of tourism products and services to ensure they reflect the islands’ brand values.
Demonstrable increase in ‘on-brand’ product/service development & delivery
Lead: IP
N/A 2019-20 Consistent approach to brand and marketing/ communication
b. Commission production of refreshed brand guidelines+ supporting tools/assets to encourage partner use with consistency of brand values
New brand guidelines/tools/assets for partner/industry use
Lead: IP Support: All stakeholder
Modest funds via ACE. Additional required to progress
2019-20 Consistent approach to brand and marketing/ communication
10.4 Improve critical skills to deliver an experience that matches the exceptional character of the natural environment.
a. Implement findings of skills audit (above) via Business Improvement & Skills programme
Business Improvement & Skills Programme underway by 2019-20
Lead: IP Support: Skills Hub
Funding required – via Growth Hub?
2019-20 Increased quality of service and visitor experience
11. EASY ACCESS TO INFORMATION & BOOKING
We want to transform the ability of regular, new and potential visitors to find out about the islands, build their breaks and itineraries and make the
most of their time on the islands through all touchpoints, from personal to digital.
Objective > Action Supporting Action Target Lead/ Support Investment/ funding status
Deadline / milestone
Evaluation/ Success Measure
Year 1 – 2018-19
11.1 Develop and deliver the booking enablement project across the islands, supporting businesses to embrace new digital tools and provide online booking to visitors
a. Programme of industry engagement, with guidance and support to introduce businesses to booking system providers
Min of 30 accommodation providers bookable online by Spring 2019; 60 by Spring 2020
Lead: IP Support: Accommodation operators
Year 1 funding secured via ERDF Voucher Scheme
2018-20 Increased conversion to book – increased visitors
b. Negotiate a deal with online travel agencies (OTAs: Expedia Booking.com etc.) on behalf of accommodation businesses to sell ‘unsold inventory’, especially during the off-season
Up to 10 accommodation providers using OTA channels by Spring 2019
Lead: IP Support: Accommodation operators
See above 2018-19 Increased visibility of Scilly product on main booking portals
11.2 Ensure links to bookable Scilly products are maintained and developed from www.visitislesofscilly.com.
a. Develop the official destination website visitislesofscilly.com to be the main ‘one stop shop’ portal to plan and book a visit to the islands
Relaunched visitislesofscilly.com in line with brand refresh and booking enablement project
Lead: IP Support: Members/business community
See above 2018-19 Website traffic increased by 20% by Spring 2019
Year 2 – 2019-20
11.3 Develop and implement improved visitor information and display of inter-island boat times online and across the islands
a. Ensure clear and customer-oriented information is available for inter-island boat services online.
Collaborative approach agreed with all boatmen
Lead: Boatmen Support: IP
N/A 2019-20 Improved visitor satisfaction (V-survey). Bookable boat trips
b. Develop improved system for planning, accessing and booking inter-island boat trips. (See 2. Transport & Access also)
Advance boating timetables published online and bookable
Lead: SMBA/TB/SAB/Private Operators Support: IP
Funding/ investment required
2019-20 Inter-island boating bookable online making it easier for visitors to plan and book ahead
11.4 Erect tastefully designed, environmentally coherent signs to direct visitors to major island attractions and sites.
a. (See also Improved Interpretation in 8 above) Scoping of new physical signage and/or digital visitor information and interpretation to be undertaken in line with AONB Interpretation Plan
Updated visitor information and interpretation strategy
Lead: AONB; IOS Wildlife Trust Support: CIOS/DoC IP
Funding required 2019-2020 Strategy used to lever and secure funding for implementation
12. SEASON EXTENSION
This involves both personal will and commercial risk. Seat capacity and accommodation availability, as well as places open for visitors to eat and
enjoy themselves, are all critical. It is unlikely that one operator – whether accommodation, restaurant or transport operator – would unilaterally
consider taking such a risk. Therefore it is worth exploring, on a limited basis initially, the possibility of a cooperative pilot effort between the
transport operator, some accommodation providers, and restaurants/pubs and others, possibly around an event, to extend the season. If
successful, this could be gradually extended to drive more off-season business. This should be given time to bear fruit – ideally over 3 years –
monitored for insights and growth.
Objective > Action Supporting Action Target Lead/ Support Investment/ funding status
Deadline / milestone
Evaluation/ Success Measure
Year 1 – 2018-19
12.1 Build a ‘coalition of the willing’ – operators who can provide the essentials for an off-season short break (e.g. transport providers, selected accommodation operators, food outlets, attractions and activity operators), who would take a joint risk to remain open, add services
a. Establish a new season extension working group to develop and test a shared plan of openings and supporting activity to help extend the season in autumn 2018, spring 2019 and autumn 2019
Working group established. Plan for shoulder seasons in place with supporting collaborative marketing activity
Lead: IP Support: ISSG; Business Community
Modest IP funds. Requires additional funding support
2018-19 Season extension campaign planned with shared budget and execution across partners
12.2 Deliver season extension activity into 2019 - applying learning to repeat campaigns in future years
Promotional activity in-market autumn and spring
Lead: IP Support: ISSG; Business Community
Modest IP funds. Requires additional funding support
2018-19 Campaign evaluation demonstrates ROI (target 10:1)
Year 2 – 2019-20
12.3 Create an event/series of events, to provide a reason to visit outside the main season.
a. Extended Arts event/festival to be established in May 2019, plus scoping for an outdoors (nature/dark skies/wellness/ escape) themed event(s)
New extended Arts festival (incorporating Art Scilly) to be launched in May 2019
Lead: IP/CDSG Support: Business Community
Modest funds via ACE. Additional required to develop further
2019-20 Visitor growth in May, attributable to event/festival as stimulus
12.4 Create a package(s) with supporting campaign/promotion, which could be sold online and via tour operators/travel agents, so that it would be appealing and easy to book, e.g. walking, music, dark skies, wellbeing, cultural heritage, food & drink, sports etc
a. New products/experiences to be built into refreshed visitislesofscilly.com – whilst ensuring compliance with Package Travel Regulations
New off-peak experiences and propositions ‘on sale’ for 2019-20 season
Lead: IP Support: Business Community
Modest IP funds. Requires additional funding support
2019-20 Market growth in off-peak periods
Year 2-3 2019-21
12.5 Assess potential of selected reverse weekend sailings and Sunday flights for short breaks.
a. Weekend trials to be scoped and planned for 2019-20
New weekend break proposition to be trialled in-market in 2019-20
Lead: ISSG Support: Helicopter operator; IP; Business Community
Linked to above marketing investment/ support
2019-21 Increased visitors/pax during off-peak
13. INTEGRATED PLANNING
To build on the networks and fora already in place to develop social and economic master plans that fully integrate tourism.
Objective > Action Supporting Action Target Lead/ Support Investment/ funding status
Deadline / milestone
Evaluation/ Success Measure
Year 1 – 2018-19
13.1 Ensure ‘joined up’ planning between sectors. Develop a formal process for stakeholders to inform planning policy, and especially the Local Plan. Create ongoing opportunities for further dialogue between tourism operators and the Council of the Isles of Scilly, in order to ensure tourism issues are understood in good time
a. Mechanisms to be reviewed and improved where needed to enable tourism industry and DMP to inform planning and investment decisions (see also 1. Leadership & Consensus above)
Tourism and DMP recognised as priority and principal economic driver in key strategic plans and decision making
Lead: CIOS Support: IP; Business Community
N/A 2018-19 DMP and Action Plan informing strategic plans. Action Plan delivery supported by all key stakeholders
13.2 Ensure effective visitor management, to maintain the islands’ appeal and minimise degradation of the natural and built environment. This includes considering the size and number of cruise ships per day/week and the number of passengers permitted on land.
a. Visitor/Scilly Pledge to be scoped and introduced, including increased visitor facing messaging to encourage responsible visitor behaviour
Pilot Scilly Pledge concept scoped in 2018-19
Lead: IOSWT Support: IP; Business Community
Funding required to develop/ implement
2018-20 Environmental impact/monitoring benchmarks and indicators to be agreed
b. Continue to monitor the impact of visitors (inc cruise ships) on the environment, recommending mitigating steps where appropriate
Baseline data and measures to be established and monitoring mechanisms agreed and in place
Lead: MPA Group Support: IOS Wildlife Trust; DoC; AONB; IP
Funding required 2018-20 Scilly recognised as a green/environmentally responsible destination (potential accreditation)
Year 2 – 2019-20
13.3 Ensure a balanced character to the island’s built infrastructure and a healthy commercial mix, especially between retail and self-catering accommodation in Hugh Town.
a. Continue to implement the controls recommended in the Local Plan to protect the viability and vitality of Hugh Town as the islands’ principal retail district
Principal retail and ancillary services retained
Lead: CIOS; Support: Business Community
N/A 2018-20 Visitor satisfaction as measured via annual visitor survey
13.4 Explore measures, such as a visitor giving scheme, to provide greater resilience and sustainability in maintaining assets and services that are impacted by visitors (e.g. heritage assets, natural environment, utilities)
a. See above (Environment & Landscape)
Proposal for visitor giving/voluntary contribution scheme for consideration by key stakeholders
Lead: IOS Wildlife Trust; IP Support: Key Stakeholders
Funding required to develop/ implement
2019-20 Revenues supporting conservation and maintenance of visitor impacted services
Year 2-3 – 2019-21
13.5 Explore opportunities, within heritage planning constraints, to erect a means of sheltering ship passengers at Penzance Quay and providing a more welcoming departure point.
a. Constructively contribute to the emerging plans for Penzance Harbour and the need for improved shelter and facilities for departing/arriving visitors
Masterplan for Penzance Harbour approved by all stakeholders
Lead: CC; IOS Transport Board Support: ISSG; CIOS; All Stakeholders
Significant investment required
2019-21 Improved visitor experience as demonstrated through visitor survey scores
14. BUSINESS EFFICIENCY
To review business processes and seek ways to improve business efficiency, increase profitability and reduce costs. Measures will vary from
business to business and will depend on market trends, the size of the business, the level of its development, and its future aspirations. This
seeks to deliver the ambition articulated by the Cornwall and Isles of Scilly Local Enterprise Partnership to continue “to develop its reputation as
a destination of choice for tourism, food and drink and for its creative and cultural communities and heritage”.
Objective > Action Supporting Action Target Lead/ Support
Investment/ funding required
Deadline / milestone
Evaluation/ Success Measure
Year 1-3 – 2018-21
14.1 To review business processes and seek ways to improve business efficiency, increase profitability and reduce costs.
a. Continue to encourage island businesses to register and access support/advice/training from the Cornwall & Isles of Scilly Growth and Skills Hub
Uplift in productivity and performance of supported businesses
Lead: Growth & Skills Hub Support: Business Community
Funding for Growth Hub secured 2018-21
2018-21 Increased productivity and competitiveness of businesses demonstrated via Growth/Skills programme evaluation
b. Actively pursue funding opportunities to support the development of a new business and skills improvement programme, linked to the implementation of the new Scilly Standard
Funding in place for business improvement and skills programme
Lead: IP Support: Skills Hub
Funding required – linked to delivery of Growth/Skills Hub
2019-21 Increased quality of service and visitor experience
Organisational Key
IP Islands’ Partnership
CIOS Council of the Isles of Scilly (CIOS financial/resource commitments subject to approval)
TI Tresco Island
DoC Duchy of Cornwall
ISSG Isles of Scilly Steamship Group
PH Penzance Heliport
SMBA St. Mary’s Boatmen’s Association
TB Tresco Boats
SAB St. Agnes Boating
SIP Smart Islands Partnership
SEI Smart Energy Islands
AONB Isles of Scilly Area of Outstanding Natural Beauty Partnership
CC Cornwall Council
LEP Cornwall & Isles of Scilly Local Enterprise Partnership
CDSG Isles of Scilly Cultural Destinations Steering Group
ACE Arts Council England
C365 Cornwall 365 (Cornwall’s Cultural Destinations project)
MPA Isles of Scilly Marine Protected Areas Working Group