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the journeydunfermline
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introduction
review: the journey so far
chairmans statement
nancial directors report
management & nance
bid member engagement
city centre action plan
chief executive: the journey ahead
a clear identity
delivering for dunfermline
contents
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Scotlands town centres and local high streets area signicant contributor to the national economy
They are a focus of services, employment, leisure and civic activity for their
populations, often acting as the heart of local communities
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a shared vision
This document aims to act as a review of Dunfermline Delivers activity since its
inauguration as Dunfermlines local Business Improvement District (BID) Companyin June 2009. It sets out our plans to develop and build on what has been achieved.
As we take the next steps of our journey we look forward to better engagementimproved, business condence and civic pride in our city centre.
We aim, working with BID members, partners, stakeholders and the widercommunity to achieve:
A cohesive strategy for therevitalisation of our city centre
Enough resources to makean impact
Effective organisation andco-ordination
introduction
Working and effectivepartnerships
Successful delivery of projectsand events
Agreed key performanceindicators (KPIs), evaluationand outcome reporting
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Many of the projects with which the BID is involvedare ongoing and considering the BID is less than half
way through a ve year programme (at the point this
review was carried out) should be regarded as work
in progress. Further, many of the activities the BID is
involved with are not quick xes; it will take a time and
effort to change the perception and image of
Dunfermline, to improve its retail mix and to facilitate
large infrastructure projects.
It is relatively straight forward to say that the BID is
delivering the projects set out in its Business Plan but itis much more difficult to secure meaningful evidence of
whether this is actually having any impact on the
trading environment and performance of the city
centre i.e. has it improved the retail mix, has it changed
the perception and image, has it attracted more people
to use the city centre. Dunfermline Delivers has
monitored the projects it has been delivering in terms
of spend, timing, etc., but has been much less
successful, for a variety of reasons, in monitoring the
outcomes and impacts of these projects.
There is little formal evidence to demonstrate eithertangible or intangible impacts of the BID, although
crime statistics and the Bruce Festival visitor surveys are
both positive and encouraging, as is anecdotal ad-hoc
evidence provided by some city centre businesses.
It should be noted that the Dunfermline Delivers
Business Plan does not contain any specic targets
against which the BID seeks to deliver.
There is general agreement that a BID is a good thing
and that Dunfermline Delivers is going in the rightdirection and recognition that it should bring local
benets. Overall the general view seems to be that
Dunfermline is performing well in difficult
circumstances and has continued to hold up well
compared to some other cities during an
unprecedented economic downturn.
The activities of Dunfermline Delivers may have
assisted Dunfermline to maintain performance but
there is limited evidence to suggest this is down to any
particular projects, although the Safer Townsprogramme may well be having a positive impact on
the evening economy. The most successful Dunfermline
Delivers projects are viewed as the most highly visible
e.g. the Floral Enhancements and the Premises
Improvement Scheme.
A recent BID levy payer survey, found that 48% of
respondents thought the BID was making excellent or
good progress with only 8% thinking progress was poor
or unacceptable.
In common with many other BIDs, business apathy isapparent in Dunfermline and there is a general lack of
interest in and active support for what the BID is doing
and offering e.g. procurement packages, workshops,
networking events. Engaging with BID levy payers is a
challenging and on-going issue.
On the basis of the research undertaken during the
course of this evaluation, and the performance and
progress of Dunfermline Delivers to date, it is suggested
that there is no obvious reason why Fife Council should
decline to provide funding to Dunfermline Delivers overits fourth and fth years.
Dunfermline Delivers places a lot of emphasis on events
and it is understood that events are well received by the
public but with limited evidence to support their
impact on the city centre, the issue of whether
activity and spend is perhaps currently too skewed
towards events is raised. It is recommended that moreeffort needs to be devoted to researching andarticulating the impact of events on the city centre.
As a condition of fundingitis recommended that FifeCouncil should insist on improved reportingmechanisms and that monitoring frameworks tomeasure the Key Performance Indicators as set outin the original Dunfermline Delivers Business Planare instigated.
review: the journey so farDunfermline Delivers Review |Campbell Macrae
Associates |Fife Council |September 2011
This evaluation concludes that Dunfermline Delivers is generally delivering theprojects it set out in its original Business Plan, athough the timescale and spendprole on some projects may be slightly elongated.
Strengths
Successful eventdelivery
Overall view performed
well in difficultcircumstances
Weaknesses
Lack of BID Memberengagement
Lack of formal reporting
Opportunities
Better partnerships
City Centre Action Plan
Threats
Business apathy
Insufficient projectfunding
Dunfermline Delivers
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summary: situation analysis, dunfermline delivers review
It is suggested that in the future all BIDS will have to be morerigorous in setting quantiable targets and measuring impact ifthey are to demonstrate real benet to levy payers and local authority
funders and thus secure their continued support and funding
general agreement that a BID is agood thing
overall view that dunfermline isperforming well in difficultcircumstances
lack of strategic direction and clearKPIs
business apathy, lack of BID memberengagement
no formal internal annual reviewsand reporting of Dunfermline Deliversactivities and progress
poor communication with membersand partners
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chairmans statement
Sometimes it just doesnt feel like threeyears since I took over as Chair of
Dunfermline Delivers. There are otherdays when it seems like I have been inpost forever!
Time passes so quickly and seldom in the
commercial world does any set of circumstances
exist for long before some new challenge hoves
into sight. Challenges have of course not been
hard to come by these last ve years as the UK, Europe
and further aeld has been battered by the economic
gales of the recession.
It was into such turbulent times that Dunfermline
Delivers was born and in truth there could not have
been a more testing time in which to try to arrest town
centre decline and stimulate growth and civic pride.
I am however immensely proud of all that we have
achieved. Working with our partners at Fife Council and
our stakeholders the various board members both past
and present have given generously of their time to
endeavour to deliver a town centre that is safe, vibrant
and a good place to live and work. Much has been
achieved but much work ofcourse remains.
It is a fact of life that town centres are evolving, a work
in progress and that their function and purpose will
never again be as it was for the bulk of the last century.
Online shopping and retail parks are facts of life and
here to stay. They do however represent an
opportunity as well as a challenge and are far from thedeath knell some would have us believe.
Dunfermline Delivers recognises the size of the task
that lies ahead. We are neither complacent nor fearful
but instead remain enthusiastic and optimistic about
the future. Dunfermline has so much to offer.
Town centre businesses are resilient and inventive,
showing initiative and doggedness. The towns people
are rightly proud of their town, its history and its many
unique attributes and are willing to lend support andreward hard work. The success of The Fireworks, the
Alhambra and Reubens caf are all examples of such
success stories.
Going forward we are committed to listen even more
attentively to the advice and constructive criticism of
our BID levy payers. Whilst we believe we have had
many successes including The Bruce Festival, The
Fireworks Display, The Winter Festival and Dunfermline
Live, we recognise that some things could have been
done better. I give you my commitment tocommunicating better and more frequently in the
future.
We will continue to listen and to engage. Indeed if
there were to be one vital component of our future
plans that I would highlight as the special X factor that
will need to succeed in delivering the town centre we
all crave, it would be engagement. Without it we are
ying blind, delivering services and events that might
not be feeding through to your bottom line in terms of
increased sales opportunities.
So please, talk to us, get involved, be vocal. Other than
full board membership there are ways in which you can
become involved. Simply speak to our team at
Canmore Street for more details.
Michael Maloco
Chairman of
Dunfermline Delivers
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Ian CondieFinancial Director of
Dunfermline Delivers
As our Chairman has mentioned in his
comments, Dunfermline Delivers waslaunched in the early stages of whatcontinues to be an extremely toughtrading climate for many town centrebusinesses.
The Board and our management team have been
challenged to deliver an increasingly ambitious
programme of local events from a decreasing budget,
and that has required us to be extremely cost conscious
as we strive to keep the books in balance. In our rst 9months of existence, we managed to end up with a
surplus at 31 March 2010 of 72,937, but by 31 March
2012, that had all but gone, and the surplus being
carried forward at that date was down to just 6,051.
Of the total income received by the company from its
inception up to 31 March 2012 of 968,635, 47% has
come from BID Levies, 40% from Fife Council and the
balance of 13% from a mixture of public and private
grants, sponsorships, ticket sales, etc.
A large portion of that income has been spent onputting on various events that have been gaining in
stature each year, and which aim to put Dunfermline on
the map as a destination worth visiting The Bruce
Festival, The Easter and Winter Festivals, the annual
Fireworks Display and Dunfermline Live. Of the
962,584 spent to 31 March 2012, over 53% has been
spent on staging and publicising these various events.
Another signicant cost has been the Safer Town
initiative, designed to boost the town centre night-time
economy. Through a combination of the taxi marshalls,and support for the street pastors, many of the problems
associated with the town centre have been greatly
reduced, making Dunfermline a more attractive place
for visitors to come for a night out. That has accounted
for a further 9% of our expenditure budget to date.
Other elements of our Business Plan - improving
Perception, Image and the Retail offering in the town,
and Facilitation have accounted for a further 5%,
meaning that two-thirds of our entire budget has been
spent directly on the key elements of the Business Plan
on which the BID company was voted into existence.
nancial directors report
The remaining one-third covers staffing costs, premises
and administration. From the nancial perspective, wetry to run a tight ship to make sure that as much of the
income contributed by our stakeholders as
possible nds its way back to providing tangible
benets to them.
The Board are in no doubt as to the challenges that lie
ahead for both the company and the town centre. We
need to ensure that every 1 of income is made to work
as hard as possible in promoting Dunfermline town
centre for the benet of both the BID levy payers and
those living and working here.
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Dunfermline Delivers is a business improvement district (BID) company. There are over 400 businesses that formthe membership of the BID company.
Main aims and activity of the organisation:
To deliver positive economic returns for our members and partners, effect signicant economicimpact for Dunfermline through collaborative activities, events and promotion
To be the voice of the area and advocate for all who invest, work, visit and live in Scotlandsancient capital
To encourage the growth, success and prosperity of Dunfermline through investment, events,
marketing and promotion
our team
Chief Executive- Maggie Mitchell - email: maggie@connectingwithyou.co.ukBID Member Support Manager- Susan DeSwarte - email: susan@connectingwithyou.co.ukInformation Officer / Street Ambassador- Alun Black - email: alun@connectingwithyou.co.uk
board membersEach business (levy payer) in the BID area has the
opportunity to nominate a representative for election
to the board; you can nominate yourself for election.
The board is comprised of up to 15 representatives from
business sectors within the BID area boundary and two
Fife Councillors. Board members are supported by
observers from Fife Council, Visit Scotland and
Fife Constabulary.
Dunfermline Delivers is nanced by Bid Member levy, Fife Council and various business and community grants that are ap-
plied for on a project by project basis.
A budget is agreed at the beginning of each nancial year and income/expenditure reported on at boardmeetings.
management
Sector No. of Reps
Retail 2 National
4 Independant
Leisure/Marketing 2
Property Owner 1
Finance/Legal 2
Tourism 1
Services 1
Local Authority !
nance
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We believe that regeneration of the city centre will be of benet to all of our members with the increasedfootfall and expenditure that we hope our activity will bring, providing sustainability to businesses in all
sectors.
We want to engage with our members, to hear and listen
to views and comments. BID Member feedback is valued
and essential for Dunfermline Delivers in the evaluation
and improvement of what we do.
It is important that BID Members engage and communicate
with us so that we know what activities, workshops or
seminars that are of interest and benet.
An essential part of the role of Dunfermline Delivers is to
connect and engage with visitors, businesses, stakeholders
and partners.
We believe that by working together with businesses
and partners to maintainan consistent positive and energetic
prole, we can maximise marketing and promotional efforts
to the benet of BID Members and the City of Dunfermline.
Dunfermline Delivers will report outcomes and evaluations on the activities we undertake;we will include both the positives and negatives, on all of the projects we deliver.
All projects will have a project plan with desired outcomes, clear actions, timelines, costs, key performance indicators and
measurements.
Marketing Strategy-transparent and regularreporting against KPIs & timelines
BID Membersregular surveys andevaluating feedback to check that activity
is meeting existing and changing needs
Partnershipscontinual review to ensurethat required outcomes are achieved
Projectsensuring that project plansare adhered; evaluated; reported and
continually improved
BID member engagement
outcomes & evaluation
www.connectingwithyou.co.uk10
How we communcate with our
BID Members
Newsletters
Workshops
Website & Business Listings
Social Media
Email
Surveys
Marketing Pack - Event Support
BID Member Welcome Pack
Design Support
Linkedin Forum
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Improve visitor and business signage
Review of and improvement plan for city centre parking
Street scape improvements to pedestrian zone
Improved city centre access via shuttle bus service connecting travel centresand attractions
Cohesive visitor promotion
Campaign for early review of city centre business rates
Market city centre opportunities to businesses; make vacant units available tostart-up businesses
Investment in city centre through refurbishment of City Chambers
Enforce city centre property maintenance
Address derelict property; improve visage and cleaning of city centre
Work with private sector on city centre development projects
Encourage change of use for vacant properties into housing, education andleisure uses to bring vibrancy to city centre
Work with partners to improve the communication of plans and investment
opportunities
Greater co-ordination between Fife Council services, businesses and otherexternal partners
city centre action plan
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The City Centre Summit held in June 2012 highlighted that all in Dunfermline havethe same basic desire for the successful regeneration of our city centre.
This action plan was developed by Fife Council, stakeholders and partners as a resultof discussion at and following the summit The actions will be delivered over the nexttwo years.
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Successful town centres are vibrant, distinctive, diverse and highquality, offering a mix of retail, food and beverage, residential, leisure
and business uses; shops alone are vulnerable
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We believe that the successful promotion ofDunfermline City Centre should focus on the
distinctiveness of Dunfermlines offering.
However, we need to understand what our offeringis, to dene our proposition and strengthenDunfermlines identity along-side: improving theretail mix; increasing occupancy rates; driving
foot-fall; improving the street scape; encouraginginvestment; developing festivals and visitorattractions.
Dunfermline has fantastic assets including
geographical location, good transport links, spectacular
green spaces, history and heritage, vibrant entertain-
ment and night-life, cafes, bars and restaurants, service
businesses and a variety of retail and shopping.
A range of diverse events, organised by Dunfermline
Delivers, take place in Dunfermline including the BruceFestival, Fireworks Display, Winter Festival and
Dunfermline Live each attracting many 1000s of visitors
and proving the potential of Dunfermline as a festival
destination.
What Dunfermline has lacked is positioning, a clear
message, a USP and a cohesive and sustainable
approach to branding and its activities that will sell the
experience that is Dunfermline.
Dunfermline Delivers believes, in line with the
tourism forum group, that Dunfermlines proposition is
Dunfermline, at the Centre of Scotlands Story.This key message applies to both businesses and
consumers. It is hoped that all will adopt this
positioning for on-going activity.
Every aspect of Dunfermline is part of the customer
experience from the journey; clear signage with
attractions highlighted; car parking; customer service;
food and drink; entertainment; street scape;
cleanliness and so on. Every one of us has a
responsibility in ensuring that a positive and
memorable experience is delivered.
In creating this memorable experience we can inspire
customer loyalty, return visits and positive self
perpetuating public relations and deliver Dunfermline
as a cultural destination at the Centre of Scotlands
story.
This journey has already begun with the recently
launched Dunfermline connecting with you logo
providing recognisable branding for the events and
activities organised by Dunfermline Delivers. This
branding and identity can also be seen in the new
www.connectingwithyou.co.uk website, mobile app,promotional literature and event marketing and will
continue to be developed as part of all future activity.
Key Messages- the core message you want yourtarget audiences to hear and remember.
Brand The perceived emotional corporateimage as a whole
Identity
The visual aspects that form part of theoverall brand.
Logo Identies a business in its simplest form via
the use of a mark or icon
The review carried out in September 2011 highlighted the challenges that we face and issuesthat needed to be addressed. We have acted on the points raised in the report and now lookto positively move forward.
chief executive: the journey ahead
perception & image
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projects
Purple Flag-Dunfermline Delivers has applied for thisaccreditation, as a city with a safe, varied and
welcoming night-time environment; if we gain the
accreditation we will be the rst city/town in Scotland
to do so
Keep Scotland BeautifulTo take Dunfermlines oral
enhancements to the next level we will enter Scotlandin Bloom in 2013 looking to achieve recognition for our
spectacular park and public spaces
Zero WasteWe have applied for funding for theDunfermline, Going Green initiative. A project that will
offer BID Members a sustainable, value for money
recycling service with the benet of taking Dunfermline
on the Zero Waste Journey
Dunfermline Public Arts Project-Developing our
reputation for arts and culture
key performance indicators
outcome
Dunfermline positioned as a good place to dobusiness, an outstanding place to live, anexceptional destination, a great experience.
To deliver, working with members, stakeholders
and partners, a clear, cohesive and positive image
for Dunfermline that entices target audiences of
all types
To create an environment where a positive and
cohesive perception, reputation and civic pride in
Dunfermline exists
To create a reputation for Dunfermline as the city
at The Centre of Scotlands Story
Complete benchmark perception survey ofBID members, stakeholders and partners, localsand residents
Gain engagement from members, stakeholdersand partners
Ensure consistent and clear messages in allactivity
Deliver the experience
perception & image: strategic objectives
key actions
Continued positive perception and communityengagement, civic pride by x%
Achieving and retaining Purple Flagaccreditation
Gaining and retaining Scotland in Bloom award
working in partnership with
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vision
Dunfermline where positive perception and image, reputation and civic pride exist; clean, greenand safe is a prerequisite and environmental sustainablity championed
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A vision for the shape, style and image of the city centre
is required and we need to plan to attract businesses
that t with this vision.
Our vision is to promote the Maygate, Bruce Street andBridge Street areas as Dunfermlines Boutique Quarter.
An area where entrepreneurs, innovation and new
business ideas; traditional industries such as linen and
weaving; artisan producers and arts and cultural
businesses and organisations are attracted.
It is envisaged that this will complement the upper
High Street and Kingsgate shopping areas, adding to
the shopping and visitor experience and regenerate an
area where many business have closed or are closing.
Vacant shop units can provide natural showcases for
transient exhibitions that support the theming of the
Boutique Quarter.
To enable this to happen all stakeholders will have to
work together to create a suitable environment where
edgling business and new ideas can ourish. The
support of Fife Council, property owners, landlords and
agents will be required.
Support has already been off
ered by Fife Council, viaDunfermline Delivers to a business looking to set-up a
micro-brewery in Bruce Street. This is an ideal example
of the type of producer and potential visitor attraction
that we should be encouraging.
It is believed that this vision works well alongside the
promotion and development of our Heritage Quarter,
including the new museum and other historical
attractions.
Communications to attract larger retail businesses/
chains to locate at the top end of the High Street will
also be made to increase the overall retail offering and
visitor shopping experience.
Dunfermline needs to work together to achieve thesum of its parts and deliver more.
business growthThere are many social, economic, physical andenvironmental problems and dramatic changeswhich town centres have had to respond to over
the last thirty years.
The transition to a low carbon economy, the knowledge
economy, new consumer markets, transport
connectivity, internet shopping and different
demographic patterns are driving change.
Out of town retail and outlet centres and the
expansion of powerful retail chains have all had a
signicant impact on the traditional High Street as we
struggle to face the challenges posed by the current
economic position and look to the future.
Regional and local niche markets are also becoming
increasingly competitive for the tourism, heritage,
culture, craft and food sectors. These drivers present
real challenges and opportunities to town centre
regeneration.
Town centre regeneration is complex and, if it is to be
successful, needs more than just physical investment in
buildings and public realm and we must look to
support and consider not only the retail element but
other civic and community roles and issues that shape atown centre.
An integrated and holistic approach is required across
local authority functions, businesses and communities
and beyond just physical (typically retail) projects. This
kind of approach needs to focus on services, cultural,
civic, community and visitor assets.
We need measures to directly support businesses,
stimulate business growth, attract visitors and
encourage pride in the city centre. Much of this isalready being addressed in Dunfermline via the City
Centre Action Plan and the associated City Centre
Steering Projects and Stakeholder groups.
Dunfermline Delivers as an active member of the
aforementioned groups and supporter of the action
plan looks to its own strategic objectives to enhance
and support these initiatives.
City Centres are no longer just a place to shop they must providea hub for activities and generate a unique experience that catersfor a variety of needs meeting a wide range of expectations
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Experience Dunfermline: Radio campaign with bill boardsand posters to promote Dunfermline with affordable add-on for
individual BID members to promote their businesses targeted at
a Scottish/Regional audience
Display Banners: Advertising on the High Street to promoteforthcoming events, visitor attractions and retail
Events: Markets and Exhibitions, Street Theatre, Pop-upExhibitions, Gallery Days, Heritage Days and so on
Festivals: Spring Festival, Summer Festival, Winter Festival.Embracing and extending what we do: The Bruce Festival, Fireworks,
Dunfermline Live and Christmas Lights Switch-On
Engagement: BID member marketing packs for each eventmaking it easier for members to get involved and get the most out
of the activity
Shop & Dine Dunfermline:Developing the Twi-lighteconomy 5pm-8pm encouraging shops to stay open late, maybethe last Thursday of every month to create a visitor package which
will attract late night shoppers into the city and to then stay and
have coffee, drinks a snack or a meal
Shop Dunfermline:Rotating posters to promote shop local ona themed basis e.g. Christmas, Valentines Days, Easter and so on,supported by car stickers, jute shopping bags and linked to press
advertising and PR
Festive Dunfermline:Encouraging hotels and restaurants tocreate themed packages e.g. Tinsel and Turkey that attract locals
and visitors in to the city at different times of the year
Stay Dunfermline: Daycation, Staycation, Extended stay looking to develop partnerships (LTA, VisitScotland, BID Members)
to deliver tourism packages
Digital Dunfermline:On-line presence allowing information suchas maps and guides to be printed offin advance of visit,
downloadable app that will promote local businesses, offers andattractions, digital signage
Connecting Dunfermline:Heritage and Activities support literature, downloadable and mobile trails eg linen and weaving,
Forth Crossing Pilgrimages links and promotion.
Social Media: We aim to enhance our on-line and social mediapresence to grow our followers from a local to national to
international audience
Active Dunfermline - Encourage people to get out and aboutfor example Walkabout Sunday or Dunfermline Cycle Saturday and
link these activities to BID Members special offers
Dunfermline Fringe - A mixture of music, arts, crafts andtheatre to gain cultural recognition and awareness
Dunfermline Delivers aims to deliver a strategicmarketing campaign that will support our key aimsand achieve recognition and reputation forDunfermline as a must go / must do destinationwhether a business, visitor or resident.
We will look to support and develop activity around the
Heritage quarter by inspiring visitors to partake in tours both
traditional and those with a more quirky and interactive twist
such as ghost tours and those that include technology for
example the use of a mobile tour linked via QR Codes.
Our events and event marketing will be built and developed
around the Dunfermline at the Centre of Scotlands Story
proposition and highlight Dunfermline as the must go/ must
do location for arts, history, shopping and heritage,
innovation, creativity, entertainment, activities and a great
experience.
We will also look to support the creation of further living
accommodations in the city, bringing more life and people
into the centre.
Dunfermline offers leisure activities such as cycling and
walking routes and indoor activities via the Carnegie Leisure
Centre, these are important as part of a living and working
environment and the mix for attracting inward investment.
The role of art in the city centre has the potential to be much
greater and have more impact, enhancing the tourism and
visitor spaces and the reputation of the area as the natural
home for city festivals and cultural activities.
Linking aspects of history and heritage, arts and culture,
entertainment and nightlife, cafes and restaurants, business
innovation and artisan producers, we can create a
Dunfermline Fringe, putting us back at the Centre of
Scotlands Story, as a place that understands and cherishes
its roots as the ancient capital of Scotland, the birthplace of
kings and queens, its links to philanthropy and commerce,
and is supportive of what is new and emerging.
Dunfermline Delivers will actively promote and lobby forCarnegie College, as part of the new Fife College, to develop
a centre of excellence within the city centre.
We aim to develop closer links with Dunfermlines twinned
cities - Logrono, Spain; Trondheim, Norway; Vichy, France;
Wilhelmshaven, Germany; Albufeira, Portugal; Sarasota, USA
and other American links/partners to help develop media
and tourism interest and festival visitors. We also look to
further develop our links to American through the Andrew
Carnegie story to encourage knowledge transfer, visitors and
cultural exchange.
We will where and when it is relevant and appropriate work
with marketing partners to promote Dunfermline. Our
marketing approach will be delivered via a mix of
promotion, advertising, public relations and digital media
and will include:
marketing & promotion
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key actions
Deliver marketing strategy to includemarketing, public relations, digital andsocial media in support of commerce,heritage and lifestyle
Deliver business support - supportpromotional activity to ensurebusinesses attain most benet fromgeneric marketing and events
Deliver festival and event calendarthat attracts a growing demographic
and geographical audience
projects
Championlighting of tourist routes and illumination ofvisitor attractions and areas to enhance offering
Encouragearts and cultural projects, exhibitions andstreet theatre to attract a wide and varied audience
Attractreal continental markets that will create interestand footfall
Supportlocal arts, crafts, food & drink, artisan markets
Deliver successful events and festivals that increasefootfall and have signicant economical impact
Ensure easily accessible visitor information that enticesvisitors to Dunfermline
key performance indicators
Increase footfall by x%
Increase visitor spend by x%
Increase positive economic impact via events and festivals by x%
outcome
Dunfermline postitioned as a great experience
marketing & promotion: strategic objectives
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vision
Marketing and Promotion is cohesive, key messages, tourism, cultural, arts, lifestyle andheritage development and activity is undertaken in a united approach with centres oflearning, arts, culture, history, visitor information and interaction are located in the city forall to enjoy
Increased footfall and visitor spend in
city centre venues, shops and
restaurants
Increased levels of small business
(cross sector) activity and local
employment
More engaged residential and
business community spending more
time and resources in Dunfermline
working in partnership with
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8/13/2019 BID LEVY
21/25
a clear identity
brand positioning
Dunfermline, at the Centre of Scotlands Story
brand essence
Dunfermline, a great destination for people and business
brand values
Dunfermline, inspiring, vibrant and engaging
brand personalityDunfermline, a unique mix of ancient capital and aspiring future
brand promise
To always do our best to deliver a great experience
Seasonal Shop Local Campaign
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8/13/2019 BID LEVY
22/25
Event posters and yers
Outdoor banners
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8/13/2019 BID LEVY
23/25
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8/13/2019 BID LEVY
24/25
The Bruce Festival25th-26th August 2012
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8/13/2019 BID LEVY
25/25
27 Canmore Street,
Dunfermline,
KY12 7NU
(01383) 732226
info@connectingwith you.co.uk
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