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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

11

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

18

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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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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Event posters and yers

Outdoor banners

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The Bruce Festival25th-26th August 2012

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27 Canmore Street,

Dunfermline,

KY12 7NU

(01383) 732226

info@connectingwith you.co.uk