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Making a Difference by Levone

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									Making a Difference

A strategy for revitalising tourism in Jersey
For further information visit www.jersey.com
Jersey Tourism, Liberation Square, St Helier, Jersey JE1 1BB Tel: +44 (0)1534 500777 Fax: +44 (0)1534 500808 E-mail: info@jersey.com
All information correct at time of print – May 2004

May 2004

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Making a

difference
A strategy for revitalising tourism in Jersey
Committed to tourism
Tourism is vital to Jersey's future prosperity. Without it, our economy would be more vulnerable and things we all take for granted, such as good transport links and the variety of facilities we enjoy, would be under threat. Many people in Jersey, although they may not realise it, owe part of their living and a significant part of their lifestyle to tourism. Tourism has been a part of life in Jersey for many years, but there are no guarantees. Whilst tourism in the rest of the world is expanding, in Jersey it has shrunk in recent years. Whilst this is partly due to adverse external circumstances such as a high exchange rate and increasing competition, it could also be argued that local apathy and a failure to move and change with the times have played their part. The choice is ours. We can sit back, wait for tourism to shrink even further and live with the consequences, or we can take the initiative now and invest in our future. This strategy shows the way forward and has the full support of the Jersey Tourism Board. It sets out practical, realistic and achievable courses of action to revitalise our tourism industry and secure its future. This is not just a strategy for Jersey Tourism. It is addressed to all those with a stake in tourism and has implications for the wider community, politicians and States’ departments. If there is one key message, it is that together we really can make a difference!

Deputy Lyndon Farnham Chairman Jersey Tourism Board May 2004

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Introduction
This document reviews and updates the detailed ten year strategy for Tourism in Jersey (Tourism Adds Value), published in 2000. Much of the original analysis and recommendations in Tourism Adds Value are still relevant and this strategy can be read alongside it. The strategy is about developing a sustainable and prosperous tourism industry for the future. There are major issues to grapple with and this is not something that will happen overnight. We believe that tourism does have a viable future in Jersey and maintaining a thriving tourism industry is essential for the future prosperity and quality of life of our island community. Our overall aim is to secure a successful tourism industry which is viable and sustainable and continues to generate economic, social and environmental benefits for Jersey and it’s people for a long time to come. The implementation of this strategy will arrest the recent seven year decline of visitors to the island. By 2006 we will ensure that: • Visitor arrivals to Jersey will be up year-on-year to that of 2003 figures. • Tourism will be the second pillar of Jersey’s economy. • Visitor spending will increase to an average of £300 per visitor. • Access to the Island will be improved and travel costs will provide good value for money. • Visitors to the Island will enjoy the experience and act as active advertisements for Jersey. Key to the success of this strategy will be the collective work by all stakeholders in the Island. The Jersey Tourism Board and Jersey Tourism will play a critical role in creating and nurturing these partnerships and will take a lead role in many of the stepping stones and priorities.

Contents
The document falls into two parts. • Part A, Issues and Challenges (pages 7 to 13), looks at what has been happening to tourism in Jersey, highlights the challenges and problems we face and points a way forward. • Part B, What are we going to do? (pages 14 to 22), sets out what we are going to do about it and identifies a programme of action involving the tourism industry and government.

Issues and Challenges ..........................................................................................
What has been happening to tourism?............................................................................................. Tourism at the cross-roads ............................................................................................................... Why tourism is important to Jersey................................................................................................. Getting to grips with the problems ................................................................................................. Capitalising on what makes Jersey special ........................................................................................ Who are our visitors? ...................................................................................................................... Shifting the market emphasis ........................................................................................................... Priorities for the next five years....................................................................................................... Creating the conditions for success..................................................................................................

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7 8 8 9 9 10 11 12 13

What are we going to do?................................................................................... 14
A focus on action............................................................................................................................ Seizing opportunities....................................................................................................................... Real aspirations ............................................................................................................................... Make people want to visit Jersey ..................................................................................................... Make it easier for visitors ................................................................................................................ Provide value for money ................................................................................................................. Make it an outstanding experience.................................................................................................. Get better organised and resourced.................................................................................................. Turning the strategy into action ...................................................................................................... Our Partners ................................................................................................................................... 14 14 15 15 16 17 18 19 21 22

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The Jersey Tourism Board
Deputy Lyndon Farnham (Chairman) Steve Bailey David Seymour Deputy Julian Bernstein Mark Stanley-Price Peter Drew Robert Weston Bob Henkhuzens Jonathan Jones Robert Parker

Issues

and

Challenges

What has been happening to tourism in Jersey?
In the past, Jersey has been a leading tourist destination and tourism has made a significant contribution to the post-war economic success of the island and the quality of life in Jersey. Circumstances change, however. The huge growth of tourism in the latter half of the 20th century which benefited Jersey also stimulated the emergence of new competing destinations. The advent of cheap air transport and holiday packages in the 1960s enabled people to roam even further afield in search of the exotic and the new, and Jersey has fallen ‘out of fashion’. High costs in Jersey and a lack of investment in new tourism products and infrastructure have also made Jersey less competitive. This is not something unique, many mature destinations are facing the same challenges. Whilst this process has been apparent for many years, it has become particularly acute and noticeable in the past six years. Jersey was still regularly receiving 1million visitors a year up until the mid 1990s. In the six years between 1997 to 2003, there was a steady and relentless decline in total visitor numbers (down 24%). A driver in this has undoubtedly been the strength of Sterling which has eroded Jersey’s competitiveness. There are other factors at work as well - changes in air transport; the high rate of inflation in Jersey (relative to our key markets and competitors); the continuing loss of accommodation; the failure to keep pace with changing customer requirements and the sheer range of choice open to consumers nowadays.

Jersey Tourism Management Team David de Carteret Nigel Philpott Kevin Lemasney

Jersey Hospitality Association Gerald Fletcher (Chief Executive)

Strategic Planning Consultant Steve Beioley, The Tourism Company

This strategy was ratified by the Economic Development Committee in April 2004. Deputy Gerald Voisin (President) Deputy Lyndon Farnham Deputy Mike Taylor Deputy Geoffrey Grime Senator Len Norman Deputy Patrick Ryan

Since the last strategy was produced (1999-2003) • The total number of visitors to the island has fallen by 19%. • Staying leisure visitors have fallen by 26%. • The average length of stay for staying leisure visitors has fallen from 5.5 to 5.0 nights. • Jersey has lost a further 27% of its accommodation capacity (bed spaces). • Inflation in Jersey is running at double the EU average. • Jersey’s share of UK outbound holidays has fallen from 1.2% to 0.9%.

Jersey’s visitors for the last 5 years

Visitors expenditure on the Island for 2003 in millions
Other/Retail £31.2

Gifts/Souvenirs £16.3
(000’s)

Entertainment/Leisure £7.5

Accomodation £101.8

Year

Eating/Drinking £42.9 Transport £13.6

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Tourism at the crossroads
There are some signs that things may be beginning to turn in Jersey’s favour once more. The fall in the value of Sterling against the Euro since 2000 makes Jersey more price competitive. Jersey now has a range of low cost flights, the hotel accommodation that remains is of better quality, and concerns about terrorism are making destinations like Jersey seem more attractive. Although visitor numbers have declined during the past five years, there are signs that the decline may be bottoming out and about to turn the corner. On the other hand, there is also a risk that Jersey could become trapped in a downward spiral from which it will be difficult to break free. Fewer visitors mean less income, smaller profits lead to a loss of confidence and lack of investment. This fuels the loss of bed spaces whilst lower volumes lead to pressures to rationalise routes and tour operator programmes. A smaller industry means lower spend on advertising and publicity and a gradual loss of profile. Although the process of erosion is gradual, it can result in sudden and dramatic change, for example, if Jersey loses a major tour operator, carrier or flagship hotel. Unless action is taken to halt the above process, at some point Jersey will no longer be a viable tourism destination. Tourism in Jersey stands at a crossroads and we need to decide which way we want to go.

Getting to grips with the problems
There are a number of fundamental problems which need to be addressed and tackled if tourism in Jersey is to be turned around. Being honest and realistic about the challenges ahead is a necessary first step in doing something to resolve them. • Profile and image. As tourism has grown worldwide, so has the number of competing destinations. As a result, Jersey has been overtaken and overshadowed by other destinations and has lost the profile and visibility it once enjoyed. For many people, Jersey is no longer on the radar. Those that have heard of it no longer see it as a fashionable or appealing destination. We must find a way of putting Jersey back on the tourism map. • Access and capacity. Jersey is dependent on bringing visitors in by sea and air and is very vulnerable to loss of routes and the cost of transport. There has been rationalisation in the tour operator sector which has reduced capacity and the accommodation stock has fallen by 27% since the year 1999, with further contraction in the pipeline. Whilst to an extent capacity follows demand, once lost it can be difficult to replace and there is a danger of losing business at peak periods. • Cost and value. High costs, high local inflation levels and the strong pound have combined to make Jersey an expensive destination for what it delivers. Whilst the visitors that do come enjoy their stay, an increased proportion say it was more

Why tourism is important to Jersey
It is worth underlining why tourism is so important to Jersey.

expensive than they expected. Sensitivity to cost has increased since 1999. We have to find ways of reducing prices or increasing value for money if Jersey is to compete. • Quality of product and experience. Parts of the product are good, some bits are excellent, but much of it falls well below the

• As a small, independent island, Jersey has limited economic choices. The finance industry, the mainstay of the economy, faces its own challenges and threats and there is little else to replace tourism. • Visitor spending underpins the quality of life in Jersey: shops, restaurants, transport and heritage attractions, provide hidden employment and income to businesses across a wide range of sectors, from hairdressers to accountants. Further decline would have significant wider repercussions. • There is a synergy between tourism and other parts of the economy. The finance industry relies on much of the infrastructure which is supported by tourism such as hotels, transport and restaurants. Tourism helps project a positive image of Jersey to the outside world. • The great strength of tourism is that it is potentially a sustainable activity based on the sensitive exploitation of Jersey’s natural resources. Properly managed and developed, it has a long term future and prospects for growth. Jersey needs tourism. Whilst the rest of the world is desperately trying to jump on the tourism bandwagon, we believe it would be irresponsible to let tourism continue to contract without a struggle.

standards being offered elsewhere. There are no new hotels and the range of different types of accommodation is becoming more restricted. Jersey has lost some of its character and is becoming increasingly like everywhere else. Labour shortages mean that front-line staff tend to be from off-island and have no local roots. We have to think harder about the quality of the Jersey experience we are offering. • Organisation. This is a small island yet, there is a tendency for people in tourism to pull in different directions which makes it difficult to make progress. Until we have a broad consensus about the way ahead and who does what, we are not going to get the most out of the available resources. There are changes in the States with Jersey Tourism now part of the Economic Development Department and May 2003 saw the formation of the Jersey Tourism Board. We need to make sure these new arrangements are “delivering the goods” for tourism.

Capitalising on what makes Jersey special
Despite these difficulties, we believe that Jersey has a great many strengths in tourism terms and a huge amount to offer visitors. We need to find ways to put this across to potential customers in a more persuasive and appealing fashion. This task is made more difficult because Jersey is a small place and doesn’t have any internationally known icons and famous places. We can’t claim to be the biggest, hottest, busiest, longest, trendiest, remotest, cheapest, highest or oldest destination. It is perhaps easier to define what Jersey isn’t. Its not ……….mass tourism, big resorts, thrills and excitement, 24 hour entertainment, high-rise hotels, raves, noise and bustle, tropical and exotic, undiscovered, fashionable, cutting edge, and breathtaking …………….. The charm and appeal of Jersey is much more subtle and elusive. It is about a mix of things, a complete package, a way of life and distinctive character, which makes it more difficult to find a simple marketing hook or soundbite.

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The essence of Jersey embraces the following: • An island which makes it different from most places and provides a certain romance. • Part of a group of islands just off the coast of France, but not French. • It has its own unique history, heritage and customs. • A real, genuine place with its own life and community, not a purpose built, contrived resort. • Small with lots to do on your doorstep. • High quality scenery and stunning coast and beaches. • A place of quality and style but not over-commercialised and brash. • Reinvigorating and refreshing. • A place to wind down, removed from the pressures of everyday life, time to experience the simple, good things of life. • A little world all of its own and a bit quirky. • Charming, friendly, safe and secure. Woven together this experience could be a potent cocktail with potential for appeal to different age groups and different types of people. Work on the Jersey brand has come up with the following brand proposition “the full bodied flavour of island life”. This theme has to lie at the very core of our tourism offer. It is what makes Jersey worth visiting and is our unique selling point - the idea of Jersey being subtly different, a tranquil and beautiful island, quirky and characterful, packed with interest, a place to escape the everyday pressures of life, a place in which to unwind and refresh the spirit. This should underpin the whole of our branding, product development and marketing. It needs to be adopted by everyone in the tourism industry so that we can project a consistent message and establish a stronger and more distinctive identity in the marketplace.

Research suggests that the visitors that do come, enjoy Jersey, have a good time, are loyal and leave with positive attitudes although they find it more expensive than expected. In general, visitors from mainland Europe are less positive than UK visitors primarily because of the cost issue. Many visitors come back for more (57% of staying leisure visitors had been before) although not enough to maintain numbers. The problem is that Jersey is not attracting enough new or first-time visitors to offset the gradual erosion of previous visitors. Since 1999, the number of first-time visitors has fallen by 32%. In terms of holiday visitors, Jersey attracts older visitors and some families but currently has little or no appeal to young people. The age profile is very skewed indeed. Only 8% of Jersey's staying leisure visitors are aged 16-29, whereas 45% are aged over 55 and 24% are over 65. The danger is that our traditional visitors are quite literally dying off and not being replaced. We need to start building a new customer base.

Shifting the market emphasis
Jersey needs to develop a broader market mix if it is to arrest the decline. This means developing new areas of potential whilst not alienating or neglecting our traditional markets. In the foreseeable future, leisure tourism in Jersey will continue to be dominated by older visitors, empty nesters and retired, topped up by families in the summer peak. The majority will continue to come from the UK. However, if we want to grow tourism we need to shift the market emphasis. We must: • Attract more first-time visitors to top up the gradual erosion of existing visitors and bring in fresh blood.

Who are our visitors?
Jersey still exerts quite a strong appeal and attracted a total of 748,600 visitors in 2003. Of these, about half were staying holiday visitors and 80% of Jersey’s staying leisure visitors were from the UK, the rest being primarily from mainland Europe. Business and conference visitors account for 13% of visits, leisure day trips for 16%, visits to friends and relatives for 12%, and visiting yachtsmen 3%. We mustn't forget these other sources of tourists in our strategy.

• Target younger visitors to replace the older visitors who are gradually fading away. In practice, this means the young middle aged 40-55 rather than the 18-30s. Experience shows that aiming our marketing at 'younger' age groups will not alienate existing markets, quite the reverse. Nowadays no-one sees themselves as old. • Attract more people from mainland Europe as Jersey is over-dependent on the UK market. It makes sense not to put all our eggs in one basket. • Become more market focused and deliver what the visitor wants, not what we have got on the shelf at the time. All the evidence suggests that the market is changing – rising expectations, more sophisticated, less loyal, different booking patterns, wanting more flexibility and tailor-made experiences. We have to respond to these changes or people will go elsewhere. • Make more of niche and special interest markets where Jersey has an advantage. The attraction of niche and specialist markets is that they are less destination dependent and more driven by an activity, special interest or a facility. Although individually, these markets are small, they can be cost effective to reach, are less season-dependent and provide an additional source of business. Jersey has some significant strengths which it can exploit such as: • Activity and special interest tourism e.g. walking, cycling, marine conservation, gardens, water sports, yachting and fishing. • Event-led tourism based around arts, sports and activities such as the International Air Display and Battle of Flowers. • Business and conference tourism, a valuable sector of tourism which is already important to Jersey.

Jersey’s type of visitors for 2003
Other 39,800 Business/ Conferences 97,400 Yachtsmen 25,800

Jersey’s staying leisure visitors for 2003
Other Worldwide 4,880

Other Europe 49,220 Ireland 6,950 Other C.I. 15,380 SLV 378,850

Leisure Daytrip 117,370

VFR 89,380

UK 302,420

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Priorities for the next five years
Tourism does have a viable future in Jersey and maintaining a thriving tourism industry is essential for the future prosperity and quality of life of our island community. What happens to tourism ultimately affects everyone in Jersey. Tourism in Jersey stands at a crossroads. The purpose of this document is to point the way forward and to focus the efforts of everyone concerned in revitalising tourism and creating the conditions for its future success. We concentrate particularly on the next five years - a make or break period for tourism. However, this is not about quick fixes; developing a flourishing and sustainable tourism sector requires vision, sustained effort and long term commitment. This is just the beginning. We recognise that the tourism industry of the future won't necessarily be the same shape and size as it was in the past. Indeed, it has to change to reflect market realities if it is to survive. Our overall aim is to secure a successful tourism industry which is viable, sustainable and continues to generate economic, social and environmental benefits for Jersey, and its people for a long time to come.

These five objectives are inter-related and focus on the visitor and their needs. They are concerned with how people perceive Jersey, how they choose it, how they get here and the experience they have whilst in Jersey. The fifth objective is about how we deliver the above. If we can deliver the above, then we have created a virtual circle which will drive tourism forward. In the following pages, we develop these in more detail and explain how we can translate them into action.

The Tourism Strategy

Make it an outstanding experience Make people want to visit Jersey Get Better Organised and resourced

Targets to aim for • Increase visitor spending in Jersey to £300 million pa • Increase and stabilise the volume of visitors at 900,000, with 450,000 staying leisure visitors • Spread the season • Diversify the market base • Reduce the average age of visitors Provide value for money

Make it easier for visitors

Our agenda for tourism Our aim is to secure a viable tourism industry in Jersey which can be sustained over the long term and continue to benefit the island. This may well be smaller in size and will be a different shape but could be of greater value. Our vision for Jersey is a place which offers something subtly different: a tranquil and beautiful island, quirky and characterful, packed with interest and activities, a place to escape from the pressures of everyday life, a place to refresh the spirit, unwind and enjoy. This message needs to underpin the branding, marketing, product development and all aspects of the tourism experience if it is to be credible. Our market will be all those people who are receptive to the above message. It will remain dominated by older British visitors but, we will seek out fresh blood, more new visitors, target the young middle aged, continue to woo European visitors, give people other reasons to visit, be sensitive to visitors changing needs and exceed their expectations. To make an impact, we will need some big investment and projects. But, more importantly, we need to concentrate on getting the little things right and doing the obvious. Linking up initiatives, co-ordinating the action of different agencies, making connections and plugging the gaps can achieve a great deal. We want to promote joined-up thinking and encourage everyone to ‘think tourism’. We also need to create the conditions for success. Without these in place, it will be an uphill struggle to secure change and make things To achieve the above, we have developed a strategy based around five key objectives. • Make people want to visit Jersey • Make it easier for visitors • Provide value for money • Make it an outstanding experience • Get better organised and resourced happen. This means reducing the burden of regulation on the industry, securing political will and commitment for tourism, developing a closer partnership between the States and the industry and, putting in place mechanisms to stimulate investment in tourism.

Creating the conditions for success

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What
A focus on action
objective we have identified:

going to do

we are

Real aspirations
Capital projects • A modern, purpose-built conference and entertainment complex • A flagship development event or attraction of international profile • New hotels and other visitor accommodation • Spa and hydrotherapy centre • A new golf course and country pursuits centre Other initiatives

This section of the strategy sets out what we need to do to make it happen. It is divided into the five key objectives and under each

• Modernisation of the gaming laws • The establishment of a Screen Commission and Film Fund • Jersey to become the leading organic and ‘green’ island • Jersey to become recognised as a centre of excellence for marine conservation • A package of financial incentives to stimulate investment and improve infrastructure

• Key priorities. These are important things we need to do which will help achieve the objective. They are not much more than headlines but indicate the general direction we must move in. Some initiatives will be pursued by Jersey Tourism but many will only happen with the active involvement of other stakeholders. There are no quick fixes; most will require a sustained and deliberate effort to create an impact. • Stepping stones are more specific action points which we are committed to deliver in the short term. They tend to be small, cheap and simple to do and are about breaking fresh ground, exploiting new opportunities or breaking up log jams. They are, literally, stepping stones towards our objectives and will form a key part of the first year action plan. • Our partners indicate the other organisations and parties whose co-operation and involvement is essential for success. Jersey Tourism can take the lead but it cannot deliver the strategy alone. A key part of its role will be to enthuse and involve these organisations, get them to sign up as partners and secure their active involvement in undertaking initiatives.

1.Make people want to visit Jersey
In the face of increasing competition, Jersey no longer has the profile it once enjoyed. If people have no image or awareness of Jersey then it becomes hard to sell. We have to find a way to put Jersey back on the tourism map: make it a place which people talk about, a place which is associated with positive, fashionable images, a place which people aspire to visit. We need to give people a reason to choose Jersey. Key priorities To achieve this, Jersey Tourism and its partners will:

Seizing opportunities
This is a 'feet on the ground' strategy, primarily concerned with identifying practical, realistic and achievable courses of action for the next five years. However, it would be a mistake to look only down and not up, and lose sight of more ambitious ideas and aspirations. These are not projects in our immediate grasp and they mostly require substantial public or private sector investment and commitment. Making them happen will be difficult. Nevertheless, they are worth flagging up because they really could make a difference to Jersey's profile and tourism prospects and are critical to re-positioning the Jersey product. We list these opportunities because we think they are important and need to be recognised. We will continue to press for them and seize opportunities to progress them as, and when, they arise. Some will require further work to assess their feasibility.

Seek to develop flagship events and partnerships which will raise Jersey’s profile and draw in new visitors. The aim is to put Jersey back on the map and generate positive associations. It could be an international sporting or cultural event, a TV series, or a major new attraction. Growing an existing event such as the Battle of Flowers or the International Air Display may be one way forward. To work, this has to involve and gain the support of residents as well as visitors. Develop and promote products which will attract niche and special interest markets. This will open up new markets which otherwise would not have come to Jersey. We need to identify and concentrate on those areas where Jersey has a potential advantage e.g. conferences, yachting and water sports, fishing, walking, cycling, gardens, marine conservation etc. Facilities to support business tourism are also needed. Establish the Jersey brand to project a distinctive and coherent identity for Jersey. The aim is to make Jersey stand out from other destinations and for the brand identity and messages to communicate the distinctive appeal of Jersey. The priority now is to work with the industry to adopt the brand and project consistent messages about Jersey. Use the Channel Islands to enrich the product, extend the appeal and expand marketing resources. Marketing Jersey as part of a group of islands, each with their own identity, opens up new possibilities and a more interesting product. We must make more of this and also our proximity to France.

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Work with food producers and other sectors to strengthen recognition of the Jersey brand. Jersey Dairy Products and Jersey Royals are quality products with a high recognition in the marketplace. We need to exploit the synergies between the marketing of agricultural products and tourism and make better use of marketing resources. Now that Jersey Tourism is part of Economic Development this becomes easier. The Genuine Jersey Product Association also offers opportunities.

Make it easier for visitors to get around Jersey. Almost 60% of Jersey's staying leisure visitors have access to a car. If people are to get the most from their stay we must make the bus service more geared to the needs of visitors. Maintaining an 'around island' bus service, providing access to the coast and outlying attractions, is a priority, as is increasing the number of taxis to upgrade the service to standards expected in Europe. Continue to improve the Jersey Tourism website as a gateway to Jersey.

Continue to use PR and press activity to keep Jersey in the public eye. Media coverage is more cost effective than advertising and generally more convincing to the consumer. We have to become more creative in developing storylines which will maximise the coverage of Jersey and raise its profile. Industry involvement is key to this.

The internet is an increasingly important source of information for visitors. We will continue to develop the Jersey Tourism website as a shop window for Jersey and the tourism industry, improve linkages to other relevant sites and develop its potential for on-line sales. Help visitors get more from their stay by providing improved access to information. The visitor information centre provides a high quality service but we need to extend its reach and explore other ways to get

Stepping stones Jersey Tourism will pursue action on all the above priorities, either taking the lead or working with various partners. In addition to this, over the next year we will work on the following specific projects to move us towards our objective.

information to visitors. Accommodation and attractions have an important role to play here, as could Parish offices. New technology also offers potential through remote kiosks and on-line booking.

Stepping stones • Examine the feasibility of attracting/creating a major new event of international significance or growing existing events. • Ensure visitors’ needs are built into the development of an integrated transport plan for Jersey. • Develop the concept of Jersey as the ‘activity island’ and explore a suitable mechanism for accessing activities and packaging them to visitors. • Examine the feasibility of establishing and packaging a ‘Channel Island Walk’ covering all the islands. • Agree an IT strategy for tourism with clear roles and responsibilities for Jersey Tourism and other tourism stakeholders. • Explore the use of Parish Offices and key visitor attractions as information points.

2.Make it easier for visitors
Islands have to work harder to attract visitors and, of necessity, have to bring in all visitors by sea and air. Improving access is key to survival. This means making it easy and simple to get here, easy to find out about Jersey and book a holiday. We also need to make it easy for visitors to get around Jersey and to access the best of what Jersey has to offer. Key priorities

3.Provide value for money
Jersey is widely perceived as expensive and this has a major impact on tourism. It is essential that costs are brought under control and that we offer better value for money by raising the quality of the experience on offer. This means tackling inflation, increasing competition and decreasing regulations to help businesses reduce costs, more publicity for special offers and striving to raise quality. Key priorities

Strive to make the airport work better for tourism. On behalf of the tourism industry we need to work with the airport, carriers and States towards a new business model for the airport. This needs to recognise the wider benefits of tourism to Jersey and provide an operating environment which will deliver sustainable route coverage, encourage more flights and enable carriers to offer competitive fares. Work to maintain the diversity and coverage of Jersey's air and sea links. We will maintain a dialogue with airlines and ferry companies, work with them to address problems, make the most of what we have, and explore opportunities to enhance our links to the UK and across Europe. Support the activities of carriers, tour operators and the travel trade in generating business for Jersey. Tour operators generate around half of Jersey's holiday visitors and it is vital that we hold onto this market. We will continue to work with our existing travel trade partners, retain their active involvement in Jersey and explore new opportunities in special interest and niche markets. Improve the quality and value of what we offer. Cutting costs will be difficult in Jersey, so we have to find ways to add value to our product to justify higher prices. This means upgrading quality across the board, becoming more customer focused, and looking to create special experiences which differentiate Jersey from other places and make people want to return. We need to find ways to translate these good intentions into practical action. Get inflation in Jersey down to the levels of our competitors. Continuing high levels of inflation in Jersey are eroding our competitiveness year by year. This is the single biggest threat to tourism in Jersey. The industry must press the States to address inflation and support measures to get it under control. Identify ways in which the States can help the tourism sector reduce costs. We will continue to press the States to review or relax legislation which is constraining the industry for little net gain to the community. Jersey can learn from the work of the Better Regulation Taskforce in the UK. We want to move from a climate of interference and regulation to one of support.

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Give more exposure to special promotions and low fares. We will give greater priority to tactical campaigns and supporting advertising which highlights the availability of low fares, special offers and bargain breaks to Jersey. This is an important driver of short break business and will raise Jersey’s profile as a value for money destination. Measure and monitor how Jersey performs relative to other places. We will continue to monitor perceptions of Jersey and customer satisfaction ratings to identify problem areas and feed these back to the industry. We will also benchmark Jersey fares and accommodation prices against other destinations to get a better understanding of our price competitiveness.

Transform St Helier into a vibrant and attractive visitor destination. We need to get to grips with St Helier which falls far short of its potential. Priorities include tackling problems of street behaviour and rowdiness, improving tidiness, cleanliness and ambience, improving shopping and sorting out the future of key sites such as the Island Site and Fort Regent. A key opportunity is the development of the rest of the Waterfront site and its integration with the rest of St Helier. We need to ensure that the Waterfront enhances and extends Jersey’s tourism appeal. Improve access to the coast and countryside. We need to make it easier for visitors to enjoy and access Jersey’s beautiful countryside, coast and villages. We will seek to extend the network of footpaths and cycle routes and improve visitor facilities and environment at key locations such as St Aubin, Gorey, St Ouen, Bouley Bay and St Brelade. The contraction of agriculture offers new opportunities for tourism in the countryside. Retaining and improving an ‘around-island’ bus service is crucial.

Stepping stones Make more of events and existing resources. • Review the accommodation grading and classification scheme to bring it into line with current consumer requirements. One area we will examine is how the scheme might encourage the development of limited service hotels. • Review the impact of States legislation on the tourism sector to identify key areas where change could have a significant impact on reducing costs. We will use this to draw up proposals to take to the States. • Introduce a Jersey Quality Programme or award. This will promote and recognise existing quality programmes and encourage operators to adopt best practice. • Establish an inward investment programme and mechanisms to attract new tourism development and new blood into the tourism sector in Jersey. • Engage with the relevant parties to identify new opportunities for tourism in the countryside arising from the continuing contraction of agriculture. • Promote enhancement programmes for key locations. Possible candidates include Gorey, St Aubin and St Brelade. • Develop a handbook and training for event organisers to facilitate the organisation of events. Stepping stones Jersey has a lot to offer but much of this is hidden from the visitor. We need to make better use of what we’ve got. This means providing easier access to the huge range of activities in Jersey, building an ongoing programme of events which visitors can enjoy, and enabling visitors to locate those ‘special’ experiences and places which make Jersey different. Sunday trading would also help improve the experience and we should look at some further relaxation of the regulations.

4.Make it an outstanding experience
Jersey must offer something special if it is to continue to attract visitors in the face of increasing competition. It has to offer a range of high quality experiences, actively welcome its visitors and project a character which subtly differentiates it from other places. The experience of visiting Jersey has to reinforce the brand proposition. We want our visitors to leave as ambassadors and return with eager anticipation. Key priorities Explore ways to attract new tourist accommodation to Jersey and seek to diversify and expand the accommodation base. Investment in accommodation is key to expanding tourism in Jersey. Opportunities include self-catering, farm accommodation, youth hostels, caravans and motor homes, homestay/B&B, a spa hotel, boutique hotels, time share and limited service hotels. We will identify sites and actively promote investment and development opportunities. Promote and enhance Jersey’s distinctiveness and provide a unique experience. We need to exploit and make more of the things that make Jersey special. This means protecting Jersey’s heritage, developing distinctive signage and street furniture, making visitors aware of our unique history and traditions, and celebrating local crafts and produce.

5.Get better organised and resourced
Tourism is a fragmented industry involving many different players and cutting across the work of most States’ Departments. Too often, the industry has been pulling in different directions and looking inward rather than outward. To move forward we have to enthuse people, change attitudes and put the right structures and organisation in place. A key to this is developing closer working relationships and mutual trust between the industry, Jersey Tourism and other States departments. Key priorities Ensure tourism has a strong voice in the States.

Make visitors feel more welcome. We want to develop a reputation for being the friendliest and most welcoming of islands. We need to review the first, and last, impressions at the airport and ferry terminal, extend the ‘Beinv’nue’ and ‘Welcome Host’ programmes to improve the skills of front line staff, and raise awareness of tourism amongst Jersey residents.

This is a time of significant change. A new tourism board was formed in 2003 to provide industry input into tourism policy and advice to the Economic Development. This brings opportunities, but we must ensure that tourism continues to have a strong voice in the States and its interests are properly represented.

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A S t r a t e g y f o r R e v i t a l i s i n g To u r i s m i n J e r s e y

Improve the effectiveness of working relationships. If tourism is to make an impact then we need to forge better relationships between the private and public sector and develop a clearer understanding of their respective roles and strengths. We will review the role and organisation of Jersey Tourism. We will encourage States departments to take a joined-up approach to tourism and we will seek to develop co-ordinated marketing initiatives with industry partners to make better use of resources. Make people in Jersey aware of the importance of tourism. We must develop better relationships between the tourism sector and other stakeholders including parishes, local communities, States departments and members if we are to increase support and understanding for tourism. We will explore the idea of establishing a ‘Friends of Tourism’ organisation. Invest in people, skills and enterprise. The success of the tourism industry ultimately turns on the professionalism and resources of the people who run tourism businesses, and the skills of the staff who look after the customers. We will continue to promote training and professional development and encourage tourism enterprises to embrace programmes such as ‘Excellence through People’ and ‘Investors in People’. We will also continue to work with JHA in recruitment and development of staff.

Turning the strategy into action
Producing a strategy is one thing, but the acid test is whether it leads to action. It is made more complicated by the fact that this is a strategy for tourism in Jersey as whole, not just Jersey Tourism. Its successful implementation, therefore, requires the support and involvement of other States departments, the wider tourism industry and a range of Jersey organisations. This engagement is crucial to success. To ensure things move forward: • The Tourism Board will take on responsibility for monitoring progress on the strategy. Individual board members will be encouraged to champion, or even take a lead on, projects where they have a particular interest or useful contacts. It may be helpful to form small groups to develop and pursue specific projects. • Jersey Tourism will be responsible for co-ordinating the initiatives and actions set out in the strategy and taking many of them forward. A specific officer will be given overall responsibility for internal and external co-ordination. • Other agencies identified as partners in the strategy, will be approached and asked for their help and involvement in pursuing

Monitor tourism trends and improve our understanding of markets. In order to take effective action, we have to know what is happening to tourism and understand our visitors and what motivates them. We will continue to measure performance, research our visitors and their views, and evaluate the effectiveness of marketing and the return on investment. We will make information more readily accessible to the industry and encourage them to make use of it.

initiatives identified. Organisations will be encouraged to sign up as ‘Tourism Partners’ and take on responsibility for specific tasks. • Jersey Tourism will produce an annual report outlining progress and priorities for the next year. A fundamental issue is the resources which are available to Jersey Tourism and other agencies to deliver the strategy. Some

Develop a learning culture. Islands run the risk of becoming too introverted. As an industry, we need to become more outward looking, learn from successful destinations elsewhere, and adapt the best of practice to the Jersey situation. We need to celebrate our successes and learn from our mistakes.

projects require significant public sector funding and will be difficult to get off the ground in the current climate. Many initiatives, however, simply require a little pump-priming or can tap into existing spending programmes. The main constraint in these instances is the staff time involved to get them under way. To address this:

Seek new sources of funding. We will continue to press for increased funding for tourism, for both revenue and capital projects, but this will be an uphill struggle in the present climate of financial stringency. We will have to make a stronger business case for support. We will need to change what we do in marketing terms, re-deploy resources, and develop more partnership working with industry sectors and other States departments. • A further source of funding which can be drawn upon to help implement the strategy is the Tourism Development Fund and we will continue to press the States to augment this fund. Stepping stones • Review the role and organisation of Jersey Tourism. • Explore the idea of annual ‘Tourism Week’ with an associated programme of events to raise the profile of the industry amongst the wider island community. • Establish a ‘Friends of Tourism’. • Expand and develop training and business advice programmes including ‘Beinv’nue’, ‘Jersey Welcome Host’, ‘Excellence through People’ and ‘Investors in People’. • Through better use of the website disseminate important information to the industry. • We propose to set aside a small sum from the Jersey Tourism budget to pump-prime initiatives or buy in additional staff resources.

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Our Partners
To achieve our objectives, Jersey Tourism will need to work with, enthuse and involve a wide range of organisations, associations and their members. 1. Make people want to visit Jersey Accommodation providers Activity providers Agricultural Board and producers Airport and harbour Attraction operators Blue Badge guides Chamber of Commerce Education, sports and culture Event organisers Genuine Jersey Ground handlers Highlands College Jersey Arts Trust Jersey Heritage Trust Jersey Hospitality Association Jersey residents Lending institutions Local Media Other Channel Islands Parishes Planning Public services Retailers Société Jersiaise Sports societies and social clubs States members Tour operators Training and Employment Partnership Transport operators WEB
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2. Make it easier for visitors
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3. Provide value for money
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4. Make it an outstanding experience
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5. Get better organised and resourced
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