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London Tourism Action Plan2009-13Click here to enter
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London Tourism Action Plan 2009-13 1
Mayors oreword 2
Background 4
The importance o tourism to London 6
Leadership in tourism 10
Strategic ramework or tourism in London 13
Key achievements 2006-09 17Strategic priorities or theLondon Tourism Action Plan 2009-13 19
London Tourism Action Plan 2009-13 21
Measures o success 38
Abbreviations 40
Glossary 41
Contents
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 8. London Tourism Action Plan 2009-13 9. Measures o success 10. Abbreviations 11. Glossary
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London Tourism Action Plan 2009-13 2
Mayors orewordLondon has been voted the greatest destination in the world and myvision or London is to see it remains as the greatest city, or visitors,workers, students and residents alike. I want it to excel amongst otherglobal cities, providing the highest standard o living or its peopleand dynamism and energy or its enterprises. Londons strength asthe leading visitor destination is based on these qualities alongside itstraditions, its diversity and its heritage.
2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 8. London Tourism Action Plan 2009-13 9. Measures o success 10. Abbreviations 11. Glossary
1. Mayors oreword
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thank you or your comments and support in creatingthis Action Plan and I look orward to continuing towork with all London stakeholders to deliver this
Plan and ensure that our capital continues to be theleading global destination or visitors.
Boris JohnsonMayor o London
Over 26 million visitorscome to London everyyear and our tourism
industry has a key roleto play in shaping thecapitals economy. It isworth over 16 billionper annum and employs285,000 people.
At the time o going to publication, we are acingtough economic conditions and the recession hasaected us all. In response to these challengingtimes I have created a package o practical
measures. Through my Economic Recovery ActionPlan we will reocus resources and build on existingsuccess. This will include extra support andadvocacy or the citys tourism industry, recognisingthe important role that tourism has to play inLondons wider economic recovery.
Through providing additional unding ormarketing, the ocial tourism organisation or thecapital, Visit London, has delivered a number osuccessul promotional campaigns to attract more
visitors to the city and inject new income into thecitys economy. Already, we are seeing the benetso this policy and despite the recession, somesectors o our visitor economy are seeing growthyear on year.
My Economic Recovery Action Plan is one exampleo the new approach and priorities that myadministration has brought to the running o
London. I am also Chair o the London Skills andEmployment Board and direct the London Learningand Skills Council with its 635 million adult skills
budget. Recently, I launched the Promote LondonCouncil to create a more comprehensive and joinedup approach to marketing the capital, particularlyin the run-up to the London 2012 Olympic andParalympic Games.
The Games oer us a massive incentive andopportunity to show o the city both to visitorsduring the time they will be here and through themedia to a massive worldwide audience. Londonhas the chance to reinorce its status as a rst class
visitor destination and advance its standing in newmarkets on the back o the Games. This TourismAction Plan has a key role to play in deliveringmy aim o providing an inspirational citywideexperience or everyone in the capital and tomaximise the opportunities or legacy.
The GLA Group has an important role to playin continuing to invest in the citys leisure andbusiness visitor acilities as well as improvingcustomer service standards. It is important that
we provide a quality experience to the hundredso thousands who are exploring the city on a dailybasis. We want visitors to be lured to the culturalgems o outer London as well as to the manyattractions and acilities we all know in the centre.
As Mayor, my role is to set out the broad vision andstrategy but I know we can only ully realise thatvision through partnership with others. I would like to
London has the chance to reinorce itsstatus as a frst class visitor destinationand advance its standing in new marketson the back o the Games.
2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 8. London Tourism Action Plan 2009-13 9. Measures o success 10. Abbreviations 11. Glossary
1. Mayors oreword
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BackgroundAs part o an extensive consultation process in late 2005, a ten yearvision or tourism in London and ve key supporting themes wereidentied. The London Tourism Action Plan 2009-13 will support thedelivery o this Vision.
1. Mayors oreword 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 8. London Tourism Action Plan 2009-13 9. Measures o success 10. Abbreviations 11. Glossary
2. Background
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VisionBy 2016, London will be recognised as the leadingglobal city or tourism and as a constantly evolving
destination. London will deliver a high qualityvisitor experience, continually surprising andexciting our visitors with a vibrant, contemporaryand diverse oer in a historically and culturally richenvironment. Tourism in London will contribute tothe economic success o the city and the quality olie or Londoners.
Key themes
A global city
A high quality visitor experience
A sustainable and inclusive city
Proessionalism at every level
Industry support and partnership
The 2006-09 Action Plan established the tourismoundations needed to contribute to the success othe 2012 London Olympic and Paralympic Games.The second Action Plan (2009-13) will ocus on
delivering the tourism elements necessary toensure a successul Games and lay the oundationsor a post-Games tourism legacy. The third(2013-16) will ensure that the tourism legacybenets are captured. Together these plansrepresent the actions that the LDA will support todeliver the London Tourism Vision.
The LDAs restructured Global Competitivenessteam will deliver the Tourism Action Plan througha new commissioning delivery model. The plan has
been developed in line with the LDAs new strategicocus on Growth, Skills and Jobs.
Stimulating economic recovery
Research carried out in early 2009 on domesticconsumer attitudes towards short breaks hashighlighted that, while holidays remain a highpriority consumers are tightening their belts.1For example short breaks could be replaced byday trips, to avoid additional costs. On the otherside o the coin however, London has become an
increasingly aordable destination or marketsin Europe and the USA and this represents a greatopportunity or the industry.
The Tourism Action Plan recognis es the impactthat the downturn has had and sets out ways thatthe capitals visitor economy can meet its growingchallenges in the short term while ensuring thatLondon is well positioned ollowing economicrecovery. In response to the downturn the Mayorpublished The Mayors Economic Recovery Action
Plan in December 2008. This Plan sets out how theGLA Group and other partners will build on currentsuccessul interventions and reocus resources inareas most likely to stimulate economic recovery.This includes extra unding support and advocacyor the citys tourism industry, recognising theimportant role that tourism has to play in Londonswider economic recovery.
Londons 2012 opportunity
This Action Plan is a key part o the process obuilding up to the Games in 2012. The London
Olympic and Paralympic Games provides thechance to showcase the city to visitors duringGames time and through the media to a massiveglobal audience. London has the chance toreinorce its status as a premier global destinationand challenge preconceptions in order to advanceLondons brand on the back o the Games.
London now has a strict timetable in which todeliver a world class welcome or the Games andbeyond and to capitalise on the exposure that
hosting the Games oers. The workstreams thatwill deliver the city experience during Gamestime are set out by the Mayor, London OrganisingCommittee o the Olympic and Paralympic Games(LOCOG) and their partners in the London 2012 CityOperations Strategic Framework document.The London Tourism Action Plan will play a key rolein supporting the City Operations Framework andin delivering its aim to provide an inspirational,world-class citywide experience or everyoneparticipating in the Games in London, to saeguard
the smooth running o London in Games time, andto maximise the opportunities or legacy romthis work.
1 VisitBritain and Visit London, 2009
1. Mayors oreword 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 8. London Tourism Action Plan 2009-13 9. Measures o success 10. Abbreviations 11. Glossary
2. Background
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The importanceo tourism to London
1. Mayors oreword 2. Background 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 8. London Tourism Action Plan 2009-13 9. Measures o success 10. Abbreviations 11. Glossary
3. The importance o tourism
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Londons visitor economyTourism is a key driver o Londons economy. In2008 London attracted nearly 15 million staying
overseas visits and over 11 million staying domesticvisitors.2 In addition, the LDA estimates, usingexperimental results rom an omnibus survey othe UK population that around 200 million tourismday visits are made to and within the capitalor, amongst other attractions, the shopping,art exhibitions, theatre and historic sites (basedon tourism day visits dened as trips o at leastthree hours duration and not taken on a regularbasis).3 Tourism helped to support 253,000 jobsand resulted in 22 billion o visitor expenditure inthe city, o which 8 billion is generated by stayingoverseas visitors and over hal is the LDAs estimateo tourism day visitor expenditure.4 While mucho the capitals tourism activity happens in innerLondon it has a signicant impact on the city as awhole with the outer London boroughs receiving
just over 30 % o overall visitor spend.5
Londons visitor economy enjoyed a period ogrowth in leisure markets rom 2002 to 2007,recovering rom the setbacks ater 11 September2001. Between 2002 and 2007 total visits andspend grew steadily though the number o stayingdomestic visitors declined. In 2008 the numbero overseas visitors declined rom 15.3 million in2007 to 14.7 million but domestic visitor numbersincreased rom 10.1 million to 11.3 million. Overall,staying visitor numbers rose in 2008 and spend o15 billion was also slightly up on 2007 gures.6
Since the global economic downturn began inlate 2008 there has been a steady decline in thenumber o international arrivals to the UK. The UN
World Tourism Organisation (UNWTO) reports thatalthough tourism initially resisted the economicdownturn, there is now weakening demand overall.Worldwide international tourist arrivals declined ata rate o 8 % between January and February in 2009.Northern, Southern and Mediterranean Europe,North-East Asia, South Asia and the Middle Eastare amongst the regions most aected. Overall,UNTWO expects 2009 international tourism to be inthe range o 0 to 2 % decline. 7
Overseas spending in London depends on thefuctuation o the exchange rate. London began2009 with strong value messages to European andAmerican markets to capitalise on the avourableexchange rates or overseas visits. The domesticmarket has been aected by the economicdownturn although Visit London research showsthat there are opportunities to stimulate themarket i the right incentives and messages arealigned. These trends have created a challengingand rapidly changing business environment or
London visitor industry.
Londons visitor economy has a key role to play inhelping Londons wider economy emerge rom theeconomic downturn. Targeted marketing activity
can provide rapid economic return to London,supporting business, jobs and condence. Tourism,while sometimes dismissed as a low-wage sector,provides local jobs with transerable skills thatinclude thousands o entry level jobs or those withew qualications.2 International Passenger Survey (IPS) 2008 + UK Tourism Survey(UKTS) 2008
3 LDA Omnibus Survey 2008
4 Spend LIPS, UKTS and LDA Omnibus Survey and jobs/employment ABI 2006
5 Local Area Impact Model 2007, LDA
6 IPS 2008 and UKTS 2008
7 UN World Tourism Organisation World Tourism Barometer, July2009
1. Mayors oreword 2. Background 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 8. London Tourism Action Plan 2009-13 9. Measures o success 10. Abbreviations 11. Glossary
3. The importance o tourism
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Importance o London to the resto the UKLondon is critical to the health o the UKs visitoreconomy. London plays an important gateway roleor the UK with 75 % o all visitors to the UK comingthrough one o Londons airports. Forty sevenpercent o all overseas visitors to Britain stay inLondon as part o their visit.
In 2008 London accounted or over hal o all spendin the UK by overseas visitors, 20 % o the nationalstock o hotel bedrooms and more than hal o thetop ten charging visitor attractions.8 For all o thesereasons, it is critical that London delivers a
top-quality visitor experience, because whathappens here has a huge impact on our visitorsabiding impressions o the UK as a whole.
The importance o 2012 to Londonand the UKs visitor economyThe 2012 Olympic and Paralympic Games provideLondon and the UK with a huge opportunity orLondons visitor economy to showcase the city,to solidiy Londons status in traditional marketsand challenge preconceptions in new andemerging markets.
There are two types o tourism impacts expectedrom London 2012.
Games related (athletes, ocials, sponsors,spectators and media visiting in the run up to
and during the Games) Games inspired (additional tourist visits to
and business events in London as a result oheightened interest in the destination)
The size and nature o London oers an opportunityto minimise any displacement eect o the Gamesand attract non-Games related visitors duringthe Games.
The our most recent Olympic Games host cities allexperienced increases in tourism, whether this ismeasured in terms o spend per head in the
long-term (rom a 22 % increase in Atlanta to a 65 %increase in Seoul), the spend o new visitors, or bythe increased numbers o international meetings,conerences and sporting events the cities wereable to attract in the years ater the Games. TheSydney Games in 2000 generated 15 % moreinbound visitors in September 2000 compared to1999 and saw visitor numbers or 2000 as a wholeup by 11 % on 1999. The Athens Games o 2004generated a 10 % increase in inbound visitors in2005 and are expected to generate additional
annual visitors o 5 million a year by 2009.9 OxordEconomics have orecast that the London Olympicand Paralympic Games in 2012 will generate 2.1billion in additional economic benet to the UKas a whole, o which around 1.5 billion will beconcentrated in London.10
8 VisitBritian
9 Review and Analysis o Tourism to Previous Olympic Destinations.Lessons and Implications or London 2012. Kurt Janson 2007
10 The Value o the London 2012 Olympic and Paralympic Games to
UK Tourism, Oxord Economic, September 2007
1. Mayors oreword 2. Background 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 8. London Tourism Action Plan 2009-13 9. Measures o success 10. Abbreviations 11. Glossary
3. The importance o tourism
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The Cultural Olympiad oers the hosts o theOlympic and Paralympic Games the opportunityto showcase their cultural oer over a our year
period. Research carried out by the LDA intothe pre-Games tourism impacts o the CulturalOlympiad has shown that to date there has beenlimited short term eect on overseas tourism butthat it has had positive medium term impacts ondestination perception.11 The scale and nature othe Olympiad dictate how attractive the eventsare to visitors but it does play a major role ingalvanising local tourism support and bringingthe culture and tourism sectors together. TheCultural Olympiad and other cultural activities and
events will be delivered by a number o partners.The promotion o these events and activities allswithin the overall destination marketing aspect othis Action Plan, but not the staging costs.
During the Games, cultural attractions and eventshave a signicant opportunity to engage and playto larger, new audiences. Cultural events play a
critical role in oering alternatives to sportingevents or the International Olympic Committee(IOC) amily, the resident population and ornon-Games related visitors. Visual art exhibitionsdo particularly well because they are easier topop into during spare moments between sportingevents. In Sydney 2000 30 % o Olympic attendees(visitors and locals) attended cultural events orexhibitions. Perorming Arts could attract Gamesspectators with outdoor and street based events atwell positioned locations.12
11 Tourism Potential o the Cultural Olympiad, 2007, LDA
12 Local Visitors and Tourists at the Modern Pentathlon in Sydney2000 a Contribution on the Internal Dierentiation o anOlympic Spectator, Manred Messing & Norbert Mller & KlausSchormann (no date)
During the Games, cultural attractions andevents have a signifcant opportunity to
engage and play to larger, new audiences.
1. Mayors oreword 2. Background 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 8. London Tourism Action Plan 2009-13 9. Measures o success 10. Abbreviations 11. Glossary
3. The importance o tourism
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Leadership in tourism
1. Mayors oreword 2. Background 3. The importance o tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 8. London Tourism Action Plan 2009-13 9. Measures o success 10. Abbreviations 11. Glossary
4. Leadership in tourism
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Mayor o London
Under the Greater London Authority Act (1999) theMayor o London has the statutory responsibility
or the promotion and development o tourism.This responsibility is devolved to the LDA.The Mayor o London also has responsibility orco-ordinating the work required in London, outsidethe ocial venues, to host an inspirational, saeand inclusive Games, known as the London CityOperations programme.
Leadership in LondonThere are a number o organisations involved in theplanning, coordination and delivery o tourismactivity across London.
The diagram below sets out some o the relationshipsbetween the organisations that provide leadership orthe development o London as a visitor destination.
Promote LondonCouncil Mayor o LondonGLA
LDA
SkillsBusiness support
Product developmentQuality
Visitor welcome
Visit London
Marketing campaignsPublic relations
Branding
Convention bureau
LDA
Local EngagementProgramme
London Councils andLocal Authorities
Tourism industry
Greater London Authority (GLA)
Through the GLA, the Mayor oversees the strategicdevelopment o tourism and the delivery o the
Mayors Tourism Action Plan by the LDA. The GLA alsochampions culture and the arts as well as deliveringan events programme.
London Development Agency
Part o the GLA Group and the Mayors Agencyor jobs, skills and growth. The LDA is one o nineRegional Development Agencies (RDAs) in Englandunded by central Government to deliver economicdevelopment and regeneration priorities. The LDAhas overall responsibility or the promotion and
development o tourism in London and thereoredelivery o the London Tourism Vision and associatedLondon Tourism Action Plans. This responsibility isdevolved to the LDA by the Mayor o London and theLDAs perormance in this respect is monitored by theGLA. The LDA procures the delivery o all marketingand promotional activities in relation to the newTourism Vision and Action Plans.
Promote London Council
The Council will provide ocus on how the capitalcan be promoted to business and as a visitordestination through a new joined-up approachto promoting the capital, in the run-up to theLondon 2012 Olympic and Paralympic Games. TheCouncil was established in June 2009 and consistso representatives rom Londons promotionalagencies and business groups.
1. Mayors oreword 2. Background 3. The importance o tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 8. London Tourism Action Plan 2009-13 9. Measures o success 10. Abbreviations 11. Glossary
4. Leadership in tourism
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Visit London
Visit London is the ocial tourism marketingorganisation or the capital. Visit London is
currently unded by the LDA to deliver themarketing and promotion sections o the LondonTourism Action Plan. Visit Londons aim is topromote London to domestic and overseas leisureand business visitors, as well as to Londoners. VisitLondon campaigns are also supported by privatesector partners and sponsors.
Olympic Legacy Company
A new company will be set up to deliver the legacyin the Lower Lea Valley or the 2012 Olympic and
Paralympic Games. It will be jointly owned by theGLA and the Department o Communities andLocal Government.
London Councils
London Councils is a cross-party organisation,unded and run by member Local Authorities.London Councils support the signicant role oLocal Authorities in destination management byunding Visit London to work with boroughs to
promote and develop their tourism oer. LondonCouncils also build capacity on a local and regionallevel in order to raise volunteering participationlevels help develop a skilled and diverse workorceo volunteers in preparation or the Games andsupport activity in the capital beyond 2012.
Local Authorities
There are 33 Local Authorities in London. Tourism,as a non-statutory Borough service, is viewed
dierently across the Local Authorities, however,their statutory unctions have a signicant impacton the visitor experience. Some Local Authoritieshave dedicated sta and budget to lead the localtourism agenda while others see tourism as part otheir wider regeneration or cultural services role.Many Local Authorities have produced Olympic andParalympic Games Strategies and Plans to ensurethe boroughs take ull advantage o the benetsthe event will bring.
Business Improvement Districts (BIDs)London has 17 BIDs, many at key visitor hot spots.BIDs and other area management organisationshave a key role to play in the day to daymanagement o destinations, promotion o theareas and uture development plans.
National leadershipNationally, there are other organisations who areimportant partners in Londons visitor economy.
Department of Culture, Media and Sport (DCMS)
This is the Central Government Department thatsponsors tourism and the 2012 Games andpart-unds the tourism activity o Visit Britain andVisitEngland. The Government Olympic Executiveis part o the DCMS and is responsible orco-ordinating the Governments work to ensurethat the Games are delivered on time, on budgetand benet the whole o the UK.
VisitBritain/VisitEngland
VisitBritain promotes all o Britain to the rest othe world. Their mission is to build the value otourism in Britain. As a result o the British TourismFramework Review, VisitEngland was created inApril 2009 to coordinate the promotion o Englandto domestic and international visitors. BothVisitBritain and VisitEngland are mainly unded bythe Department o Culture, Media and Sport.
London Organising Committee o the Olympicand Paralympic Games (LOCOG)
LOCOG is the private company that has theresponsibility or preparing and staging the 2012Olympic and Paralympic Games. LOCOG willcommission most o the services to deliver and runthe Games, including ticket sales.
1. Mayors oreword 2. Background 3. The importance o tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 8. London Tourism Action Plan 2009-13 9. Measures o success 10. Abbreviations 11. Glossary
4. Leadership in tourism
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Strategic ramework
or tourism in London
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism
6. Key achievements 2006-09 7. Strategic priorities or the Plan 8. London Tourism Action Plan 2009-13 9. Measures o success 10. Abbreviations 11. Glossary
5. Strategic ramework or tourism in London
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Strategic plan relationshipsThe Mayor publishes a range o statutory andnon-statutory strategies and plans that create the
policy ramework within which this Action Planwill be delivered. Key aspects o these plans are setout below.
The London Plan
The main legal responsibility or planning inLondon rests with the Mayor and the boroughs.The London Plan, published in 2004 andaltered twice since then, is the Mayors spatialdevelopment strategy that sets out planning
policies or Londons growth based on soundevidence and analysis.
A New Plan or London Proposals or the MayorsLondon Plan was published in April 2009 and setsout the Mayors proposals or Londons spatialdevelopment strategy. These proposals include:Recognising the specic opportunities andchallenges aced by Outer London; continuingto support the rejuvenation o the West End asthe UKs primary retail and leisure destination;setting a new London standard or the availabilityo wheelchair accessible hotel rooms; settingthe strategic direction or the Olympic LegacyMasterplan Framework; resisting the provision ourther capacity at Heathrow and exploring thepotential or alternatives in the South East. Thenal London Plan will be published in autumn 2011ollowing an Examination In Public.
Economic Development Strategy
The Economic Development Strategy (EDS) setsout the Mayors ambitions or the economic
development o the capital; provides the GLA groupand other strategic organisations with a clearvision and policy directions or achieving thoseambitions. The proposed aims o the strategy, as setout in the consultation document in May 2009, are:
position and promote London as the undisputedbusiness capital o the world
ensure that it has the most competitive businessenvironment in the world
make it a leading global low carbon capital give all Londoners the opportunity to share in
Londons economic success
invest to ensure growth is spread across London,and in particular outer London
Mayors Transport Strategy
The Mayors Transport Strategy Statement oIntent was published in May 2009 and represents
the initial thoughts on a new transport strategyor London. The Mayors new Transport Strategywill be published in early 2010. Specic areas thatwill impact on Londons visitor economy include:Delivering Crossrail; tube upgrade programme;ensuring that the public transport system iswheelchair accessible; the acceptance o OysterCards at all National Rail stations in London;delivering the London Cycle Hire Scheme; LegibleLondon, a new pedestrian waynding system orthe capital, and greater use o the River Thames.
Cultural Metropolis
Published in November 2008, Cultural Metropolissets out the Mayors initial vision or culture in thecapital and the priorities between 2009 and 2012.Priorities include: Promoting London as a culturalcity; creating a lively public realm through events;improving and promoting the cultural provisionin outer London; improving coach parking; andensuring a strong cultural 2012 Olympic and
Paralympic cultural legacy.
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism
6. Key achievements 2006-09 7. Strategic priorities or the Plan 8. London Tourism Action Plan 2009-13 9. Measures o success 10. Abbreviations 11. Glossary
5. Strategic ramework or tourism in London
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In addition to the GLA strategies above there anumber o other strategies and plans which thisAction Plan complements.
Londons Future: The Skills and EmploymentStrategy or London 2008-2013
The London Skills and Employment Board (LSEB) isresponsible or delivering the long-term strategyor adult skills and employment in London. LSEBsrst strategy sets out the overall labour marketstrategy or London. The LDA will work with keypartners such as Learning and Skills Councils,
Jobcentre Plus, business and Local Authorities toimplement this strategy.
The aims o the strategy are to:
work with employers to better support them inproviding more job and skills opportunities toLondoners, to the benet o their businesses andto keep Londons economy competitive
support Londoners to improve their skills, joband advancement prospects through integratedemployment support and training opportunities
create a ully integrated, customer-ocused skillsand employment system
Winning: A Tourism Strategy or 2012 andBeyond
The DCMS launched Winning: A Tourism Strategy
or 2012 and Beyond in September 2007. Thisstrategy aims to maximise the potential nancialbenets to tourism in the UK o the 2012 Games by:
improving international perceptions o Britain
delivering a rst class welcome to all visitors
improving the skills o the workorce
driving up quality in accommodation
maximising the opportunities or increasing
business visits and events spreading the benets
improving sustainability
The LDA is responsible or implementing theseobjectives in the London context.
London 2012 City Operations StrategicFramework
The Mayor, LOCOG and their partners have
agreed the ollowing vision or the London 2012City Operations programme: To provide aninspirational, world-class citywide experience oreveryone participating in the Games in London, tosaeguard the smooth running o London in Gamestime, and to maximise the opportunities or legacyrom this work. The LDA is closely involved indelivering key visitor experience workstreams.
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism
6. Key achievements 2006-09 7. Strategic priorities or the Plan 8. London Tourism Action Plan 2009-13 9. Measures o success 10. Abbreviations 11. Glossary
5. Strategic ramework or tourism in London
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LDAs role in tourism promotionand development:The LDA is a unctional body o the GLA which
works with the Mayor to create sustainableeconomic development in the capital by:
driving Londons growth and development whilesupporting a switch to a carbon ecient London
ensuring all Londoners are able to access thisemployment by working with business to tacklebarriers to employment and progression
creating the conditions London needs toacilitate business growth, productivity
and employment
The LDA delivers benets or London throughinvestment in six areas.
Regeneration: making strategic investmentsthat maximise Londons economic development
Climate change: helping London becomea world-leading, low carbon capital
Sustained employment: giving all Londoners
the opportunity to take part in Londonseconomic success
Business support: ensuring London has the mostcompetitive business environment in the world
International promotion: helping to positionLondon as the business capital o the world
Olympics: helping London and its communitiesbenet rom the Olympics
To meet these objectives t he LDA invests in themarketing and promotion o London as a topinternational destination. The LDA also invests inimproving the coordination and management oLondon as a destination in order to improve thequality o the visitor experience and ensure wemaximise the economic benets to the city and thequality o lie or Londoners.
The LDAs tourism development and promotionresponsibility orms a key part o the GlobalCompetitiveness Programme. The GlobalCompetitiveness Programme provides the mainsource o LDA support or products, services andpromotional campaigns that are developed topromote London as the leading global city inwhich to trade, invest, visit, study and work. Futureservices in the Global Competitiveness Programmewill be secured using the commissioning modelthat the LDA will apply rom 2009/10 onwards.The commissioning model will enable the marketto decide how best to achieve the required LDAoutcomes and or the LDA to better plan andprocure a value or money buying process.
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism
6. Key achievements 2006-09 7. Strategic priorities or the Plan 8. London Tourism Action Plan 2009-13 9. Measures o success 10. Abbreviations 11. Glossary
5. Strategic ramework or tourism in London
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Key achievements 2006-09
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
7. Strategic priorities or the Plan 8. London Tourism Action Plan 2009-13 9. Measures o success 10. Abbreviations 11. Glossary6. Key achievements 2006-09
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Set out below is a summary of somekey achievements of the 2006-09Action Plan which have informedthe focus of this Action Plan.
A global city
Events or London established or the purposeso attracting, creating and co-ordinatingworld-class sporting and cultural events inLondon. Events or London has helped bring eventssuch as the Tour de France, NFL American Footballand London Pride to the streets o the capital
Visit London re-brand and rst ever globaladvertising campaign ahead o the handoverto London at the Beijing 2008 Olympic andParalympic Games See the World, Visit London
Visit Londons Village Lie campaign createdinternational press coverage while encouragingdomestic visitors to explore the whole o the city.
In 2007/08, Visit Londons marketing campaignsresulted in a direct economic contributiono 488 million through visitor spend, which
represented a return on marketing activity o 48or the city or each 1 invested
A quality visitor experience
The LDAs drive to encourage Londonaccommodation to meet minimum qualitystandards has met its target o 50% growth withover 72,000 hotel rooms in the capital nowstar-rated
Delivery o the Visitor Inormation Provision Planresulted in the training o over 300 communitywardens as London Ambassadors, a trial o newwelcome literature at St Pancras Internationaland the piloting o mobile Visitor Ino-Bikesalong the South Bank
A new Complaints Service was launched tocoordinate responses to visitor complaints and toaddress the cause o complaints where possible
A sustainable and inclusive city
The launch o the Green Tourism or Londonprogramme now enables Londons tourismbusinesses to improve their environmentalsustainability and be recognised or their eorts
The new London Open to All programme haspublished the independently audited details oover 800 wheelchair accessible London hotelrooms on Visit London.com and developeda range o support to encourage tourismbusinesses become ully accessible to visitors
The development o Concordats or CoachTourism and River Passenger Services has
provided a ramework within which agreedactions can be progressed, such as improvedinormation or investment in inrastructure
Proessionalism at every level
The nal year o the successul Hospitality, Leisure,Travel and Tourism (HLTT) Programme providedtraining to around 1,400 people and brought newskilled employees into the tourism workorce
The LDA commissioned a study by People 1st, theSector Skills Council or Hospitality and Tourism,to assess the current customer care provisionacross all sectors involved in the visitor economyand evaluate the eectiveness o currentprovision in order to help develop a fexiblequalication or those in customer acing roles
The Personal Best programme has alreadytrained over 800 people in pre-employmentskills oering them the opportunity to becomea Games-time volunteer at the same time asmoving them nearer the labour market throughparticipation in an accredited training course
Industry support and partnership
Londons rst ever tailored tourism businesssupport programme worth 1.65 millionover our years was launched in spring 2007,providing targeted help in quality, accessibility,environmental perormance and contingencyplanning. At the end o March 2009, nearly 500tourism businesses had been assisted in this way
The LDA has developed the Local Area TourismImpact model to provide transparent andcomparable estimates o tourism volume andvalue at the borough level, and the LondonVisitor Survey to better understand visitorperceptions and satisaction with London as atourism destination
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
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Strategic priorities or the
London Tourism Action Plan2009-13
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
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The 2006-09 Tourism ActionPlan laid out the groundwork orthe tourism success and legacybenets o the 2012 Games.
This 2009-13 Action Plan ocuses on capitalisingon the 2012 Games opportunities, deliveringthe tourism elements necessary to ensure asuccessul Games-time experience, and laying theoundations or a post-Games tourism legacy. ThePlan also sets out the actions necessary in Year One(2009-10) to assist the citys emergence rom theeconomic downturn in that year.
Our priorities or 2009-13 are to:
support jobs in Londons tourism businessesthrough targeted marketing campaignsdesigned to maximise economic impact
deliver and promote a world class sense oWelcome throughout the visitor experience
capitalise on the exposure that the 2012 Gamesand Cultural Olympiad provide to ensure London
maintains its position as a leading destinationor international leisure and business tourism
exploit the spotlight o the 2012 Games tomaintain and grow Londons reputation as apremier global sporting, cultural and businessevents city
Over the our years o the Plan the key actions thatwill assist in delivering the above priorities are:
delivering marketing activity in both leisure and
business markets that provide rapid economicreturn to the city in line with the MayorsEconomic Recovery Plan
promoting London as a unique destinationoering history and heritage alongside a vibrant,ethnically diverse and contemporary culture
maximising the global media opportunities or adestination ocus in 2012
developing a seamless Host City Welcome in the
lead up to and during the 2012 Games that tswith the overall Welcome to Britain programme
encouraging tourism businesses to becomemore accessible to those with specialaccess needs
communicating the range o transport acilitiesavailable to visitors across London
promoting the development and delivery o aWorld Class customer service standard or 2012
and beyond
The budget assigned to deliver Year One o theTourism Action Plan (2009-10), within the LDAsGlobal Competitiveness budget, is set out below.This does not include ocer time or salaries.
Theme 2009/10 budget
A global cityLeisure and business marketingEvents or London
16,069,0002,950,000
A quality visitor experience 959,000
A sustainable and inclusive city 360,000
Proessionalism at every level 300,000
Industry support and partnership 31,000
Total 20,669,000
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
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London Tourism Action Plan
2009-13
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 9. Measures o success 10. Abbreviations 11. Glossary8. London Tourism Action Plan 2009-13
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1. A global city
London Tourism Vision 2006-16
London will be the number one city o choiceor visitors and the leading world city. Londonsmarketing will be targeted, innovative, competitiveand dynamic. London will be an evolving city whichwelcomes the world.
Strategic Context
The LDA has commissioned Visit London to act asthe ocial destination marketing organisationor the capital. Visit London promotes the cityto potential leisure and business and major
event organisers as the worlds leading visitordestination. Since 2003 Visit London has won 30awards or its marketing and PR campaigns and itsour year contract has now been extended ora urther year.
The 2012 Olympic and Paralympic Games providesLondon with a once in a lie time opportunity toshowcase the capital to a global audience andadvance the citys destination brand. The areaso activity in this section o the Action Plan aimto ensure that Londons visitor economy ullycapitalises on this opportunity but also to ensurethat tourism brings rapid economic return to thecity in line with the Mayors Economic RecoveryAction Plan. This requires Visit London to workacross a number o territories, including the UK.The details o the marketing campaigns andpromotional activities are outlined in Visit Londonsannual marketing plans. The themes and str ategy
that will be used to capitalise on the host citystatus, and the subsequent messages and valuesthat will be used to communicate the post-Gamesvisitor experience will be developed over the earlystages o the Plans lietime.
At the time o publication, the GLA and LDA arelooking more broadly at how London is promotedacross a number o publicly unded organisations toensure maximum eciency and eectiveness. Onceconcluded this work could have a benecial impact
on the promotion o London as a visitor destination.
The 2012 Olympic and ParalympicGames provides London with a oncein a lietime opportunity to showcasethe capital to a global audience andadvance the citys destination brand.
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
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1.1 Market development
Objective: Maintain Londons global position asvisitor destination by implementing evidencebased marketing and PR strategies.
Areas o activity Years
Continue to promote London to core leisure and business markets (NorthAmerica, Europe and UK) to maintain and grow market share
1-4
Work closely with national marketing bodies to ensure a sustainable balanceo visitors, by market segment, territory, value and volume
1-4
Continue to review the balance o resources allocated to business and leisureactivity
1-4
Key year one actions Partners
Deliver marketing activity in markets that provide rapid economic return tothe city in line with the Mayors Economic Recovery Action Plan
GLA
Utilise the 2012 Games to grow market share in the emerging markets oIndia, China and Brazil
VisitBritain
1.2 Campaign planning and positioning
Objective: Capitalise on the opportunities o the 2012Olympic and Paralympic Games and the CulturalOlympiad through the delivery o targeted campaignsacross relevant markets and position London as avibrant and diverse must see now destination.
Areas o activity Years
Integrate sector specic campaign work in markets o greatest potential 1-4
Promote London as a unique destination oering history and heritagealongside a vibrant, ethnically diverse and contemporary culture
1-4
Incorporate the promotion o outer London tourism product in campaigns toencourage a wider distribution o visitors across the capital
1-4
Continue to harne ss PR across markets to raise prole o London 1-4
Maximise tourism opportunities rom London 2012 including displacementstrategy and opportunities or non-host areas
2-4
Key year one actions Partners
Continue to promote Value London, Green London and Unique London withan underlying theme o London 2012 Olympic and Paralympic Games
VisitBritain, VisitEngland, local marketingconsortia
Develop a 2012 media relations programme and associated opportunities Local marketing consortia, Local Authorities
Support the promotion o visitor orientated Cultural Olympiad projects, andother key cultural activities, as part o Londons cultural tourism oer
GLA, ACE, Local Authorities, MLA, LOCOG, artsorganisations
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
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1.3 Branding
Objective: Capitalise on the 2012 Olympic andParalympic Games to position and advanceLondon as a leading international tourism brand.
Areas o activity Years
Incorporate the brand values o the London tourism brand model in alltourism marketing activity
1-4
Encourage the tourism industry to utilise the assets o the London brandmodel
1-4
Work closely with Londons overseas oces in China and India to maximiseLondons brand exposure as a leading visitor destination in these markets
1-4
Explore the potential or a London brand that will resonate with, andenhance, the capitals visitor economy and destination marketing
1-3
Key year one actions Partners
Continue to improve the brand awareness o Londons visitor destinationbrand
VisitBritain
Capitalise on the opportunity that major events such as Delhi Commonwealth
Games, Shanghai Expo and Vancouver Winter Olympics oer London in 2010
tbc
1.4 Gateway
Objective: Maximise Londons role as a gatewayto the rest o the UK.
Areas o activity Years
Co-ordinate strategic gateway activity to capitalise on Londons role as agateway to the rest o the UK by overseas visitors
1-4
Key year one actions Partners
Collaborate with VisitBritain to develop and publish an on-line database oLondon tourism products or a national and international audience
VisitBritain, RTBs
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
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1.5 Global host
Objective: Harness the 2012 Olympic andParalympic Games opportunity to position Londonas a premier global sporting, cultural and businessevents city.
Areas o activity Years
Continue to support the development o London as a major eventsdestination through the Events or London Steering Group and strategy whilstensuring that the delivery unction remains t or purpose
1-4
Develop a business tourism 2012 legacy 1-3
Support the ndings o the International Convention Centre MayoralCommission and continue to explore unding avenues
1-4
Maximise the opportunities to promote a destination ocus to the globalmedia in the run up to 2012 and during Games Time
2-4
Key year one actions Partners
Tender London as the 2011 host o the Sport Accord, an annual event or allthe top ocials o the Olympic and non-Olympic International Federations osport, and other global sports industry stakeholders
UK Sport, UKTI, VisitBritain, RDAs
Launch the London Accommodation Charter or convention bookings andpromote the Fair Pricing and Practices strategy or 2012 Visit London, LOCOG
Explore the delivery options o a non-accredited media centre tbc
Develop an Olympic Park major events plan Olympic Park Legacy Company, UK Sport, GLA
Pilot and launch a new nationally agreed evaluation methodology o theeconomic impact o major events
VisitScotland, RDAs, UK Sport
Establish a business tourism value and volume baseline and map out theimpact o the sector
tbc
Work with landowners to explore the potential o bringing vacant land into use or cultural activity or coach parking in the build up and during the
Olympics and Paralympics
GLA, Local Authorities, LOCOG
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
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2. A quality visitor experience
London Tourism Vision 2006-16
London will deliver a top quality visitor experiencerom pre-arrival to post-departure, ensuring ullsatisaction rom all aspects o a visit to London.
Strategic context
Tourism activity takes place on a huge scale inLondon. On an average day during the maintourism season, there are around 400,000 visitorsin London.13 In addition, it is estimated that up to300,000 Olympic visitors could be in the capitalon any one day during the period o the Games.
Providing a quality visitor experience is an essentialpart o creating an enjoyable experience thatultimately encourages repeat visits and promotesincreased spend. Robust and impartial visitorinormation provided at the point the visitorneeds it is integral to this tourism experience.LDA research indicates that access to reliableinormation on the streets o London is highlysought by visitors and the crux to acilitating aquality visitor experience is helping visitors to makeinormed decisions and make best use o their time.Londons dedicated visitor inormation services arerated as good by visitors. Meeting and exceedingvisitor expectations is becoming increasinglyimportant to London as a destination in order toachieve a competitive advantage and will be a keydeterminant in the success o the 2012 Olympicand Paralympic Games.
The Games will bring unprecedented demands andlevels o scrutiny to the capitals visitor services.London will also provide visitors and residents witha dierent experience during Games time. TheLondon 2012 City Operations Programme aims toextend an inspirational and world-class Gamesexperience across London, ensuring that everyoneis sae, well inormed and involved. The LDA will besupporting this aim by:
bolstering existing dedicated visitor services,such as Tourist Inormation Centres and TLTravel Centres
recognising and supporting the welcome role
o existing personnel patrolling the streets,transport gateways and public spaces o London,through programmes such as the LondonAmbassador Scheme
developing a Games Time Host City VolunteerScheme that will help provide a warm welcomeand create a volunteering legacy or London
inspiring all customer acing sta to raise thestandard o welcome
working with Welcome to Britain to ensure thewelcome stretches rom beore the visitor arrivesto the point o entry and ultimate departure
The LDA will be working in close partnershipwith Visit London, Transport or London, LocalAuthorities, Government Olympic Executive, CityOperations Steering Group and VisitBritain.
London has a number o key accommodationclusters, many o which are around key railwaystations. These clusters are o varying standardsand quality. To ensure that visitors are given anaccurate impartial assessment o quality level oaccommodation beore booking the LDA will beworking with Visit London to develop a Londonquality marque.
The intention is that this marque will recommendproperties which achieve core regulatorystandards and also minimum standards ocleanliness, maintenance, security, services,hospitality and acilities. Visit London will thenuse this Visit London Approved marque to
market accommodation through its web site, andother media, alongside the national schemes.Only accommodation reaching this minimumstandard will appear on Visit London.com andother marketing channels. The LDA will continueto encourage providers to get involved with theNational Accommodation Quality Standards whileworking with Visit London on the new marquewhich will ensure that quality standards reach allmarket levels.
13 Review and Analysis o Tourism to Previous Olympic DestinationsLessons and Implications or London 2012, Kurt Janson Ltd Sept 2007
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
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2.1 Visitor inormation
Objective: Deliver a high quality destinationinormation network creating lastingimprovements in visitor inormation provision andcoordination or 2012 and beyond.
Areas o activity Years
Work with stakeholders to support a dedicated visitor inormation networkthat provides high quality inormation and support at main gateways andkey visitor touch points, and utilises innovative delivery methods where
appropriate
1-4
Make best use o existing visitor inormation resources suchas Visit London.com
1-4
Establish the requirements or visitor inormation during the period o theGames and the opportunities ollowing 2012
1-2
Key year one actions Partners
Continue to support the Britain and London Visitor Centre and deliver trainingto support the Tourist Inormation Centre (TIC) network
VisitBritain, Local Authorities
Expand the mobile Tourist Inormation Network at suitable locations Local Authorities, Destination Mangers, BIDs
Recognise and support inormation services that meet minimum criteria aspart o Londons ocial inormation network BIDs, TL, Local Authorities, business networks
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
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2.2 Londons sense o welcome
Objective: Deliver an inspirational welcome inthe run up to, and during, the 2012 Games thatshowcases London to a global audience, adds valueto the visitor experience, and leaves a lasting legacyor the citys visitor economy.
Areas o activity Years
Develop a seamless Host City Welcome in the lead up to and during the 2012Games that ts with the overall Welcome to Britain programme
1-3
Continue to work with stakeholders to deliver a high quality and coordinatedwelcome at main gateways and key visitor touch points
1-4
Utilise Londons diverse population to develop and implement an improvedvisitor welcome including greater use o existing oreign language skills
1-4
Key year one actions Partners
Scope the need or a volunteer welcome and visitor inormation service orGames-time and explore the delivery options
LOCOG, GLA, London Councils, GOE
Develop and disseminate impartial Welcome to London print atinternational and domestic gateways to the capital that highlights transportand visitor inormation options
TL, Visit London, VisitBritain
Work with partners in Local Authorities, and the transport sector to roll outLondon Ambassadors to key customer acing sta Network Rail, TOCs, TL, Local Authorities
Explore the potential or a community Greeters scheme within the 5 HostBoroughs o the Olympic and Paralympic Games
Host Boroughs Unit, Local Authorities
Audit visitor welcome experience at key major transport gateways, highlightbest practice and improving areas o weakness
Welcome to Britain
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
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2.3 Quality o visitor accommodation
Objective: Seek to improve the quality oaccommodation in order to stimulate repeat visits.
Areas o activity Years
Encourage Londons accommodation providers to meet minimum qualitystandards
1-4
Only promote accommodation which meets minimum standards 2-4
Monitor and ollow up complaints to ensure improvements are made, callingon Borough regulatory authorities where necessary
1-4
Key year one actions Partners
Develop and deliver a London quality marque or the accommodation sectorthat compliments the existing quality standard schemes
Visit London, Partners or England
Visit London to eliminate non-assessed accommodation rom its website andnew partner publications by April 2010
Visit London
Increase number o businesses participating in national quality schemes,mainly through personal visits rom quality advisors
VisitBritain, AA
2.4 Measuring the quality o visitor experience
Objective: Research and monitor the quality o thevisitor experience.
Areas o activity Years
Continue to measure visitor perceptions and satisaction o London as avisitor destination through the London Visitor Survey (LVS) and disseminateresults to partners and stakeholders
1-4
Key year one actions Partners
Commission delivery o updated LVS or 2009-13 tbc
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 9. Measures o success 10. Abbreviations 11. Glossary8. London Tourism Action Plan 2009-13
d k d h d h k d
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3. A sustainable and inclusive city
London Tourism Vision 2006-16
London will move towards becoming a sustainable andinclusive tourism destination: Financially, physically,socially and culturally.
Strategic context
Improving the environmental sustainability o Londonis a key Mayoral priority. Through aviation, tourism isresponsible or a signicant share o Londons totalcarbon emissions, and the LDA is working to mitigatethat impact by infuencing the practices o tourismbusinesses and visitors through our Green Tourism or
London programme. We are also encouraging visitorsto use sustainable orms o transport including a publiccycle hire scheme, and making it easier or visitors to ndtheir way on oot through the Legible London project.
The LDA is supporting the Mayors objective oimproving access to the city or all our visitors,including older people, parents with pushchairs andthose with sensory and mobility issues. It is estimatedthat around 10 million people in the UK, 16 % o thepopulation, are disabled to some extent.14We are
committed to improving inormation about thedisabled acilities which are now available, and toencouraging businesses to improve their welcome toall. At the time o publication the capital received agood rating on accessibility rom visitors but we arecommitted to raising standards and helping London todeliver on its promise to stage the most sustainable andaccessible Olympic & Paralympic Games ever in 2012.
London has one o the worlds most extensivepublic transport systems and urther majoradditions are scheduled beore 2012, such as theopening o the East London Line extension and a
step-ree access improvement programme. Nearlyall visitors to London will use public transport atsome point during their stay and visitors view it asiconic and part o the citys identity. As a result it isseen as an intrinsic part o the Londonvisitor experience.
The 2008 London Visitor Survey records visitorsatisaction o the quality o public transportas good. Overseas visitors are generally moresatised than domestic visitors. The cost o public
transport receives a air rating, so there is a needto communicate to visitors how they can get thebest value out o the transport system, in line withthe Londons overall value message. The VisitorOyster Card is available through an increasingnumber o channels, including Visit London.comand as part o the UK visa application process inBritish visa centres in a number o territories. ThisPlan promotes less visitor dependency on theUnderground system and encourages walking, the
use o bikes, buses, trains and the River to exploreLondon. It also seeks to ensure that the group coachtourism market, which brings around 2.8 millionvisitors a year to the capital, operates eectively orthe benet o visitors, operators and residents.15
14 Family Resources Survey 2003-2004, ONS
15 London Coach Study, 2004, LDA
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 9. Measures o success 10. Abbreviations 11. Glossary8. London Tourism Action Plan 2009-13
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3.1 Sustainability
Objective: Improve the sustainability andenvironmental perormance o Londons visitoreconomy.
Areas o activity Years
Advise tourism businesses on how to improve their environmentalperormance
1-4
Key year one actions Partners
Support the delivery o the Green Tourism or London programme or hotelsand its extension to attractions and theatres
Visit London, Considerate Hoteliers, BritishHospitality Association, Sociiety o LondonTheatre/Theatre Management Association,Independent Theatre Council
3.2 Accessibility
Objective: Improve the inclusiveness andaccessibility o the visitor experience in the run upto, and during, the 2012 Olympic and Paralympic
Games.
Areas o activity Years
Encourage tourism businesses to become more accessible to those withspecial access needs
1-4
Eectively communicate the physical, economic and social accessibility oLondons visitor oer to Londoners and visitors 1-4
Key year one actions Partners
Develop a Disability Awareness training module as part o the developmento a cross sector customer service standard
Institute o Customer Service, DCMS,Accessibility Forum
Increase the number o hotels publishing audited access inormation on VisitLondon.com
Visit London
Build the business case or investment by hotels and attractions in accessibleacilities and publicise best practice
DCMS, Tourism or All
Publicise the market opportunity through workshops and one annual
conerence
Visit London, GLA
Undertake urther research in to the requirements o disabled visitors DCMS, GLA
Publish an Open London Guide Book that provides accessibility inormationon Londons visitor attractions and acilities
Tourism or All
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 9. Measures o success 10. Abbreviations 11. Glossary8. London Tourism Action Plan 2009-13
1 M d 2 B k d 3 Th i t t i 4 L d hi i t i 5 St t i k t i i L d
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3.3 Transport and the visitor experience
Objective: Ensure that high quality public transportis central to Londons Games time and legacyvisitor experience.
Areas o activity Years
Continue to improve the communication o the range o transport acilitiesavailable to visitors across London and the sale o Oyster Cards beore andduring their visit
1-4
Work with partners to ensure that visitor issues are included in consultationsand development plans as key user groups
1-4
Work with Cross London Rail Ltd, industry and stakeholders to minimisedisruption to the visitor experience in central London during the constructionphase o Crossrail
1-4
Key year one actions Partners
Support key actions in the River Passenger Services Concordat, including theimplementation o the River Thames Pier Plan and improved River Serviceidentities
London River Service, Concordat signatories
Work with TL and other stakeholders to ensure that visitor needs are
embedded in the design and implementation o Legible London
TL, Local Authorities
Pilot a visitor riendly cultural cycling route TL, London Cycling Campaign,Local Authorities
Carry out a easibility study into operating a coach voucher system or parkingin London to improve the visitor, resident and coach operator experience inthe capital
London Coach Forum
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 9. Measures o success 10. Abbreviations 11. Glossary8. London Tourism Action Plan 2009-138. London Tourism Action Plan 2009-13
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4. Proessionalism at every level
London Tourism Vision 2006-16
London will ensure that the tourism industry isrecognised as providing diverse and interesting jobsand careers o choice, which oer opportunitiesor progression and skills development. Visitorsto London will be oered a world class qualitycustomer experience by increasingly successultourism businesses.
Strategic context
The LDAs current strategic ocus is on improvingbasic skills and employability in order to move
disadvantaged Londoners into employment as parto a well-trained local workorce. Working as a keystakeholder in the London Skills & EmploymentBoard, we are supporting programmes suchas the London Employer Accord, launched inMarch 2008 to help more than 5000 worklessLondoners into jobs. Through the Accord employersopen up opportunities to local job seekers inreturn or a more integrated, responsive andbespoke placement service and the provisiono job/training-ready candidates. The tourismand hospitality sector is also benetting romemployment and skills programmes, such asthe LDA European Social Fund co-nancing
programme. The Mayor has an aspiration t hatemployers in the hospitality sector will embracethe London Living Wage as the minimum standardor employee wages in order to help with retention
levels and help promote careers in the sector.
The LDA is ocusing its tourism skills support onimproving customer service training in the runup to 2012. The success o the Games will dependlargely on Londons ront line sta and theircustomer service skills. An LDA commissionedreport produced by People 1st highlighted that 57% o visitor economy businesses surveyed believedthat the customer service skills o their sta couldbe improved.16 VisitBritain research has shown
that the UKs welcome is perceived poorly in somekey markets. The Games can act as a catalyst orimproving customer service skills and ultimatelyimproving the quality o the visitor experience.
The LDA will also help to promote other key projectssuch as apprenticeships and the take up o Trainto Gain as well as the work o a number o otherorganisations that impact on the visitor experiencesuch as People 1st, Sector Skills Councils and theInstitute o Customer Service. These agencies,
operating at a London and national level, playa vital role in providing a world class customerservice in the run up to 2012 and beyond.
In 2008 People 1st launched the London SkillsStrategy, Raising the Bar, which aims toimprove hospitality, leisure, travel and tourismskills in the capital city. The priorities are che
skills, customer service and management andleadership skills
The National Skills Academy or Hospitality waslaunched in early 2009, to design, source anddeliver challenging training programmes or theindustry
The quality o a visitors destination experienceis not restricted to the service received in thehospitality and tourism sectors. We will work
with Welcome to Britain, other Sector SkillsCouncils and Skills Academies to ensure visitortouch points, such as that transport gatewaysand sporting venues, provide excellent customerservice to boost the visitor welcome
16 World Class Customer Serviceor 2012 and Beyond, People 1st,November 2008
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 9. Measures o success 10. Abbreviations 11. Glossary8. London Tourism Action Plan 2009-13
1 Mayors oreword 2 Background 3 The importance o tourism 4 Leadership in tourism 5 Strategic ramework or tourism in London
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4.1 Access to employment
Objective: Support Londoners into sustainedemployment with the skills to boost Londonscustomer service.
Areas o activity Years
Adapt and deliver pre-employment training programmes that progressworkless, low skilled candidates to job readiness and into customer careoriented jobs in Londons key growth sectors
1-4
Key year one actions Partners
Work with employers in tourism related sectors demonstrating capacity orentry level vacancy growth, including retail, hospitality and transport, todeliver pre-employment training programmes to workless Londoners
London Employer Accord
4.2 Workorce development
Objective: Ensure that employees within theindustry have access to skills that deliver trulyworld-class customer service in the run up to, and
during, the 2012 Games.
Areas o activity Years
Promote the development and delivery o a World Class customer servicestandard or 2012 and beyond
1-4
Develop and deliver training units that will provide Londoners with the skillsand knowledge to provide world class customer service and welcome in therun up to, and beyond, 2012
1-4
Support the delivery o Raising the Bar Skills Strategy or the Hospitality,Leisure, Travel an Tourism Sector in London
1-4
Key year one actions Partners
Work with the Institute o Customer Service to support cross sector trainingunits, including core units and a disability ocused unit
Sector Skills Councils, DCMS
Develop a cross sector Destination and 2012 training unit that is registeredon the Qualications and Credit Framework
LOCOG, ICS, SSCs, VisitBritain
Deliver inter-cultural skills training to the Tourism and Hospitality industry Regional Language Network
Promote Advanced Apprenticeships and Good Employers Guides toLondon employers
National Skills Academy or Hospitality,People 1st
1. Mayor s oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 9. Measures o success 10. Abbreviations 11. Glossary8. London Tourism Action Plan 2009-13
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5. Industry support andpartnership
London Tourism Vision 2006-16
London will have an innovative, fexible andcomprehensive industry support network whichenables the sharing o knowledge and ideas,resulting in a thriving and diverse range o quality,successul tourism businesses.
Strategic context
The LDA has a key role to play in measuring theeconomic impact o tourism, and advocatingthe case or a proactive approach to visitor
management to all stakeholders both at regionaland at Borough level. We also represent theinterests o London in the national debate ontourism policy. We are closely involved withthe new national English Tourism IntelligencePartnership (ETIP) in scoping their work to improvethe quality o our tourism market statistics.
At the local level in London, the LDA and VisitLondon share best practice in tourism developmentwith Borough ocers and other interested
groups, such as Business Improvement Districts.Visit London have a dedicated post, supported byLondon Councils, to work with boroughs in orderthat they are able to make the best use o theirtourism resources and benet rom Visit Londonsmarketing expertise. The LDA will work with therest o the GLA Group and with the boroughs totake orward the Mayors commitment to ensuring
that outer London is realising its ull economicpotential in relation to tourism. We will work withboroughs and developers to ensure that the growthin the hospitality sector benets both inner and
outer London and that development opportunitiescapitalise on local access to employment initiativesin order that the local benet is ully realised. EastLondon and the Lea Valley are a particular ocuso our work in planning and supporting tourismdevelopment as a key part o the Legacy o the 2012Games, and we are contributing to the work o theFive Olympic Host Boroughs team.
The LDA has a role to play in helping business toengage and benet rom 2012 related opportunities
and providing destination market intelligence asthe context or business plans. The LDA will makeree destination level inormation available throughits website www.lda.gov.uk/tourism and procurecontracts through the CompeteFor.com website.At a national level the LDA will work with VisitBritainto develop a 2012 tourism network business-to-business website that will keep businessesup to date with relevant 2012 inormation andopportunities. The LDA support Business Link to
provide advice to existing businesses and supportthose looking to start a new business.
The LDA will work with the rest o theGLA Group and with the Boroughs totake orward the Mayors commitmentto ensuring that outer London is realisingits ull economic potential in relationto tourism.
1. Mayor s oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 9. Measures o success 10. Abbreviations 11. Glossary8. London Tourism Action Plan 2009-13
1 Mayors oreword 2 Background 3 The importance o tourism 4 Leadership in tourism 5 Strategic ramework or tourism in London
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5.1 Intelligence
Objective: Continue to deliver accurate andtimely intelligence on the tourism industry tostakeholders.
Areas o activity Years
Continue to deliver the Local Area Tourism Impact (LATI) model and shareestimates o tourism value and volume with Boroughs and other destinationmanagement organisations to use as a tool to demonstrate the value o
tourism
1-4
Continue to work to infuence improvements in nationally available statisticsthrough the English Tourism Intelligence Partnership (ETIP)
1-4
Key year one actions Partners
Rene the methodology used to measure the economic impact o tourismmarketing campaigns
ETIP
Establish agreed orecast methodology and data or visitor numbers in therun up to and during Games Time
City Operations Working Group
Maintain an up to date accommodation census and provide dataon accommodation stock to boroughs and stakeholders
Visit London
5.2 Communication
Objective: Develop and maintain improvedcommunication with the tourism industry.
Areas o activity Years
Provide strong leadership and communication between GLA, LDA, TL, VisitLondon, tourism businesses, business networks and Boroughs on regional andnational issues aecting the industry
1-4
Communicate the Olympic and Paralympic opportunity to local tourismbusinesses
1-4
Represent Londons tourism interests to Central Government, directly, andthrough the RDA Tourism Leads Group, VisitBritain, the new VisitEnglandorganisation, Partners or England, and the English Tourism IntelligencePartnership
1-4
Key year one actions Partners
Produce an annual progress report and host a seminar or Borough ocers Visit London, Boroughs, London Councils
Support the use o CompeteFor as the procurement method or Olympic andParalympic related contracts
LOCOG, ODA, GLA
With RDA tourism leads, infuence the development o VisitEnglands strategyand national tourism policies
RDAs, VisitEngland
1. Mayor s oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 9. Measures o success 10. Abbreviations 11. Glossary8. London Tourism Action Plan 2009-13
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5.3 Co-ordination and support
Objective: Improve co-ordination within thetourism industry to enable improvements in theoverall visitor experience in London.
Areas o activity Years
Work with Local Authorities, tourism partnerships and other key partners tohighlight the tourism benets o the London Games and increase communitysupport or tourism in the run up to 2012
1-4
Work with Local Authorities and tourism and regeneration partnerships toensure tourism plays an appropriate role in the economic development oinner and outer London
1-4
Key year one actions Partners
Work with the Host Boroughs to ensure a quality visitor experience in therun up to and during the Olympic and Paralympic Games, in line with theStrategic Regeneration Framework
Host Borough Unit, Local Authorities
Work with street markets to urther develop their appeal as visitor attractions Local Authorities, ATCM, BIDs, marketingpartnerships
Set out new arrangements or a Local Tourism Engagement Network London Councils, Local Authorities, BIDs
Develop an on line events calendar or planning and promotional purposes Visit London
5.4 Hotel development
Objective: Facilitate a structured approach toaccommodation development in London.
Key Areas o activity Years
Work with partners to explore the potential or appropriate hoteldevelopment in Outer London, Areas o Intensication and Opportunity andcreate links to local employment opportunities
1-4
Key year one actions Partners
Host a seminar on Planning or Visitor Accommodation and produce bestpractice guidance
GLA, Local Authorities, Developers
1. Mayor s oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 9. Measures o success 10. Abbreviations 11. Glossary8. London Tourism Action Plan 2009-13
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Measures o success
1. Mayor s oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 8. London Tourism Action Plan 2009-13 10. Abbreviations 11. Glossary9. Measures o success
1. Mayors oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
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Objective Indicator Measure
A global city
Grow economic benet to London
directly attributable to marketinginvestment
Total economic benet () Return on Investment Methodology
(ROI)
Grow return on Investment on total LDAgrant (X:1)
ROI gures ROI Methodology
Position Visit London as the leadingLondon tourism brand
Percent awareness o Visit Londonbrand
London Visitor Survey
Grow usage o Visit London.com Unique website users Visit London web statistics
A quality visitor experience
Increase number o quality assessedtourism products
Number o rooms quality assessed National Quality AccommodationStandards and Visit London Marque
Maintain or improve visitor satisactionlevels
Percent visitors rating satisaction withLondon as very good or excellent
London Visitor Survey
Improve perormance o TouristInormation Centre network
Customer service standard rating National TIC Mystery Shopping exercise
A sustainable and inclusive city
Increase number o accessibleaccommodation rooms listed on VisitLondon.com
Number accommodation rooms withwheelchair access
Direct Enquiries audits and Visit London.com listings
Improve environmental perormance otourism businesses
Number tourism businesses supportedto improve environmental perormance
Business support programme
Proessionalism at every level
Improve the quality o Customer Serviceacross the visitor economy
Number o employees receiving LDAsupported customer service training
Monitoring Customer Serviceprogramme
Support employment access to theHospitality sector
Number o unemployed people intosustained employment
London Employer Accord monitoring
Industry support and partnership
Maintain well supported visitoreconomy
Number o tourism businesses receivingbusiness support
Business support programme
This Tourism Action Plan has a our year lie spanrom 2009-13. Specic actions will be updatedannually but the success o the Plan will bemeasured against the indicators set out below.
The actual targets will also be updated annuallyand available on the LDA website.
1. Mayor s oreword 2. Background 3. The importance o tourism 4. Leadership in tourism 5. Strategic ramework or tourism in London
6. Key achievements 2006-09 7. Strategic priorities or the Plan 8. London Tourism Action Plan 2009-13 10. Abbreviations 11. Glossary9. Measures o success
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AA Automobile Association
ACE Arts Council England
ATCM Association o Town CentreManagement
BHA British Hospitality Association
BIDs Business ImprovementDistricts
DCMS Department o Culture,Media and Sport
EDS Economic DevelopmentStrategy