MARKETING BLACKPOOL DESTINATION MANAGEMENT PLAN SECOND EDITION JUNE 2013

Transcription

1 MARKETING BLACKPOOL DESTINATION MANAGEMENT PLAN SECOND EDITION JUNE 2013

2 Marketing Blackpool Executive Summary Goal 1: Marketing and Brand Management Our Key Objectives: To articulate a vision, goals and objectives for Blackpool s visitor economy To increase sales of the Resort Pass To lead on the development of a brand strategy for the Resort To fully understand and develop existing and potential markets To promote the offer To develop new, unique packages and opportunities To evolve our marketing approach to better attract potential visitors To drive up visitor numbers Goal 2: Events Our Key Objectives: To generate year on year revenue growth from events and shows To develop new and existing events that support Blackpool s identity and unique venues To promote Blackpool as the hub for wider Fylde Coast and Lancashire events and activities To deliver quality events which leave a lasting impression To lead on and secure funding for the development of new events To increase attendance at events Goal 3: Tourism Services Our Key Objectives: To re-establish and reposition Blackpool as a key destination for conferencing To represent and promote the Resort to the tourism industry To encourage business visitors to extend their trips for leisure purposes To unify and align the tourism industry within Blackpool to support the brand and to promote quality and service To influence Blackpool Council in the development of its tourism offer and infrastructure To promote the Tourist Information Centre as a key service provider To generate year on year revenue growth from attraction tickets and merchandise sales Goal 4: Business Development Our Key Objectives: To improve the range and quality of the product offer and services across the Resort To make the most of the Fylde Coast s assets, valuing their contribution, bringing coastal and rural closer together To improve the visitor gateway and connectivity for visitors travelling to and around the Resort including; air, road and rail To work closely with partners to ensure the Town Centre is managed cohesively and as a destination in its own right for residents and visitors To lead and deliver on accreditation courses such as Welcome to the Fylde Coast To build a competitive digital capacity within the organisation To maintain and improve visitor satisfaction To work with partners to instil civic pride in our residents To work with Stanley Park to develop its events programme To promote accreditation and quality marks To create partnerships that generate income for reinvestment in the Resort To work with partners to achieve a quality night-time economy offer Goal 5: Inward Investment Our Key Objectives: To work closely with the Blackpool Fylde and Wyre EDC to identify, promote and exploit opportunities for Inward Investment To influence Blackpool Council, stakeholders and inward investors in enhancing the visitor experience To create stronger partnerships for commercial activity To work closely with partners to develop commercially successful routes for Blackpool International Airport To promote Blackpool and the Fylde Coast as an attractive place to live and invest To develop opportunities for non-tourism related industries 3

3 CONTENTS 3 Executive Summary 5 Chairmans message 6 Foreword 7 Section One About this document 11 Section Two Mission and Goals 13 Goal One Marketing and Brand Management 15 Goal Two Events 17 Goal Three Tourism Services 19 Goal Four Business Development 21 Goal Five Inward Investment 23 Section Three Taking it Forward 24 Values of Marketing Blackpool 4

4 ChAIRMAN S MESSAGE When I was elected Chairman of Marketing Blackpool it was a very proud moment for me. I have worked in Blackpool for many years in tourism related roles within both the Public and Private Sector, during which time I have come to realise what a special place it is. The unique history, sense of identity and strong emotional bond so many people have with the Resort make it a first class offer for visitors and residents alike. All of these strengths mean that as a Resort we are well equipped to face up to the challenges of the current economic climate. I am delighted to present this revised Destination Management Plan (DMP) which sets out a vision and strategic direction for the Resort, together with underpinning actions. This DMP is designed to improve the offer for everyone who visits, lives, works or invests in Blackpool. It sets out how together we will deliver a real and positive change to our town. Marketing Blackpool is an Arms Length Management Organisation (ALMO) of Blackpool Council which brings together stakeholders from the Public and Private Sectors. The cohesion and unity created by this collaborative working will ensure the DMP is delivered and we have a Resort we can be proud of and we will lead the way in demonstrating what a UK Destination can achieve. Considerable progress has been made in recent years and Blackpool has proved itself resilient in a harsh financial climate, the like of which we have not seen for generations. Marketing Blackpool has the commitment, determination and support to see this vision realised and this DMP will act as the catalyst for further Public and Private Sector investment. The DMP has the needs of all investors and visitors at its heart and seeks to improve the town for everyone. I hope over the next few years we can build on Blackpool s existing positive reputation as an exemplar destination and ensure the town continues to be recognised as the UK s number one seaside Resort. Councillor Eddie Collett Chairman 5

5 FOREwORD The continuing growth of the tourism offer is key to Blackpool s future. Central to this is the promotion and marketing of the Resort, as well as ensuring the sustainable development of an annual events programme that is regionally and nationally significant. Over recent years, the extensive physical regeneration and 365 events programme have contributed towards a growth in visitor numbers as well as improving people s perceptions of Blackpool. Blackpool is becoming, once again, a popular first choice holiday destination for the whole family. With major infrastructure projects coming to fruition the next few years offer an unprecedented series of opportunities to reach our target of attracting 15 million visitors per annum by The Destination Management Plan (DMP) focuses on maximising the impact of these opportunities via its marketing and communication to ensure a long lasting legacy for residents, visitors and investors alike. Delivering the goals of the DMP and capitalising on the potential requires the Public and Private sectors to work together, promoting the destination and delivering shared branded marketing campaigns which play to our strengths embracing the brand - a unique and distinctive coastal experience. A new VisitBlackpool website is under construction, and will be launched in Summer 2013 to enhance communications with potential new and existing visitors and investors harnessing the power of social media to greater effect. Marketing Blackpool s long-term plans aim to reduce reliance on taxpayer funding and create a sustainable model for destination development and management. This revised DMP sets out a programme of priorities and actions which identifies and seeks to address the challenges and opportunities for the development of the Resort. The plan will be delivered by Marketing Blackpool in partnership with a range of Public and Private Sector stakeholders (who are) identified within the document. It sees the inclusion of two new and important areas of work; the promotion of Inward Investment opportunities and the development of the Town Centre as a stand-alone destination. There has never been a more important or opportune time for collaborative working: together we can achieve a vision which delivers for Blackpool s economy. Natalie Wyatt Managing Director 6

6 Section One: About this document Marketing Blackpool has produced this Destination Management Plan (DMP) in partnership with stakeholders including: Private Sector Attractions and Investors in Blackpool; Public Sector Stakeholders such as Blackpool Borough Council and Lancashire Police; Local Infrastructure Organisations including North and Western Lancashire Chamber of Commerce, Stay Blackpool and Pub Watch. The document is sharply focused to create a strategic framework for delivery. It provides a clear sense of the journey for Marketing Blackpool over the coming years and seeks to instil confidence in stakeholders and investors that this direction of travel, while progressive and challenging, is achievable, mapped out and accountable. The DMP takes on board the views of all stakeholders and has been through a robust consultation process. This has helped ensure ownership of the document is widespread and reflects the widest possible views of everyone with an interest in or passion for Blackpool. Sustainable Destinations are those that both meet the needs of the local population and can attract visitors from across the UK and abroad. They are respectful of the needs and aspirations of investors, stakeholders, the local community and visitors. In developing this document we have talked to local stakeholders and potential investors. This has helped us understand what people want for the future of the Resort. We have set out a clear vision with clearly defined and accountable goals and objectives which demonstrates how we will achieve the vision. The purpose of the DMP is to: Set out a shared vision for the future and a framework for the company s activities Encourage all stakeholders to support this strategy through aspects of their own organisation s plans to ensure we deliver together Allow better co-ordination, ensuring the resources of Marketing Blackpool are used to create the biggest impact Demonstrate Marketing Blackpool s commitment to working with all stakeholders for the benefit of investors, residents and visitors alike

7 Marketing Blackpool This document has been produced by Marketing Blackpool, an Arm s Length Management Organisation (ALMO) wholly owned by Blackpool Council, incorporated in November It is tasked with bringing together Public and Private Sector organisations, pooling resources and expertise by working together to improve the Resort for visitors, residents and investors. The main objective of Marketing Blackpool is to help achieve sustainable long-term growth of Blackpool s tourism industry and the wider economy. The company s role is to provide a shared vision for the management of Blackpool as a destination. This includes: Product development, innovation and diversification through attracting inward investors Growing and promoting the Town Centre as a stand-alone destination Supporting the route development activities of Blackpool International Airport Co-ordinating partnership activities to ensure a joined up and cohesive value for money approach Maintaining and enhancing every aspect of the Visitor Experience Promoting accreditation and quality standards Marketing Blackpool can do this by: Demonstrating leadership Marketing Blackpool traditionally and innovatively Promoting Events and Festivals Engaging in Public Relations and Media Providing Visitor Information Working with Business & Leisure Tourism Developing sound business relationships Business Support Partnership Working Promoting Inward Investment Lobbying Proposing and championing new ideas, concepts and approaches Using its skill and expertise to guide activities to achieve best results The main over-arching objective of Marketing Blackpool is to set out the vision for Blackpool, co-ordinate and drive the delivery of activity leading to improved outcomes for visitors, investors and local people. Working together we can achieve activities which go beyond the remit of any one individual or organisation. Marketing Blackpool has only just begun its work. The company was formed as a legal entity in November The first DMP was written in early This second plan is timely at the anniversary of the initial document. While the company is newly formed, the partnerships are well established and have already delivered together under other arrangements. The new company formalises some of those relationships and provides a level of expectation and accountability around the activities of Marketing Blackpool and its partners. Marketing Blackpool will demonstrate good leadership creating a feeling of prosperity in our Resort which will, in turn, ensure stronger and prosperous communities within the wider borough. Together, we are all empowered to shape the future of Blackpool as the UK s premier Resort. Marketing Blackpool is committed to engaging with all stakeholders to influence the future development and sustainability of Blackpool as the leading Resort in the UK. To deliver on campaigns, events and provide the glue that holds together the Public and Private Sector for years to come! 8

8 This is an example of Marketing Blackpool s partners and not intended to be an exhasutive list 9 MARKETING LANCASHIRE

9 Profile of Blackpool Over the last decade Blackpool has experienced unprecedented levels of investment, reversing the underinvestment and inertia of previous decades, much of which has had a tourism and leisure focus. These developments are expected to have a substantial impact on increasing inbound tourism to the Resort and include: Acquisition of the Winter Gardens complex, The Blackpool Tower complex and Louis Tussaud s Waxworks by Blackpool Council Merlin Entertainments appointed to manage the redevelopment and operations of the iconic The Blackpool Tower complex and new Madame Tussaud s Waxworks The redeveloped Tower Festival Headland opposite the The Blackpool Tower houses a spectacular open-air events space A brand new Tourist Information Centre, cutting-edge wedding venue and beach café/restaurant The new iconic art installation Comedy Carpet featuring comedy catchphrases etched in granite A remodelled seafront with expanded promenades, comprising of a series of sculpted spaces with Spanish Steps improving beach access Upgrade of Blackpool s Tramway is complete and the new tram fleet operational Winter Gardens restoration of the Floral Hall Extension of the Houndshill Shopping Centre incorporating a Debenhams store Brilliance a year round illuminated spectacle in the town centre, based around a sound and light show, in Birley Street St John s new public realm providing planting, paving and lighting alongside the addition of an 11 metre high feature sculpture The Wave Newly opened national restaurant chains including Nando s and Pizza Express Year on year growth of Blackpool s Annual Festival of Circus, Magic and New Variety Showzam! A programme of signature events including World Fireworks Championships, Blackpool Dance Festival, Armed Forces Week and Illuminations Switch-On Blackpool Borough has a population of 142,000 and enjoys approximately 13 million visitors each year. Blackpool is well serviced for transport with a number of key corridors linking the borough to wider Lancashire; in addition there is an International Airport and two train stations, together with a comprehensive network of buses and trams. 10

10 Section Two: Mission and Goals Our Mission Marketing Blackpool will demonstrate leadership and innovation in Blackpool s journey towards achieving the status of UK Premier Destination. We will do this by developing creative campaigns, and delivering unique events to animate public spaces, attracting Investors and Visitors alike. Goal One: To deliver innovative and creative marketing to showcase the Resort to potential visitors Goal Two: To deliver a unique and high quality events programme to attract a family audience Goal Three: To maintain and grow the conference and leisure markets Goal Four: To work with partners ensuring quality and securing inward investors to develop and evolve the offer Goal Five: To work with the Public and Private Sector to secure inward investors to develop and evolve the built environment

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12 Goal One: Marketing and Brand Management Our Key Objectives are to. 1. Promote the offer 2. Produce and implement an effective Brand Strategy for the Resort 3. Create, share and re-inforce key messages 4. Develop and deliver seasonal campaigns 5. Promote Blackpool as a family destination 6. Drive up visitor numbers 7. Increase sales of the Resort Pass Goal Champion - Robert Owen Delivery Champion - Nicola Atanassova 13

13 Strategic Aim By 2015 Blackpool will have achieved innovative and targeted marketing both domestically and internationally, improving brand perceptions and raising awareness of the depth of tourism and investment products and experiences. We will do this by: Developing and encouraging partners to engage in consistent communication of on-brand messages and behaviours Developing a longer-term brand strategy that positively influences perceptions of Blackpool Developing a commercial media strategy to engage with production, film and media companies Developing and sustaining the new Resort Pass to grow the short break market Encouraging industry to participate in cooperative ticket bookings via the Tourist Information Centre and VisitBlackpool website Enhancing the co-ordination of marketing between Marketing Blackpool, VisitEngland and VisitBritain Developing an annual marketing plan that allocates resources according to our agreed priorities Designing and implementing tactical marketing programmes to increase the short break market Delivering digital campaigns to reach key target markets, increasing awareness of tourism products and experiences Encouraging engagement of Public and Private Sector organisations for joint marketing activities Developing marketing campaigns in partnership with Blackpool International Airport, coach and rail operators Continuing to attract relevant high profile media to participate in familiarisation visits Providing timely, relevant, accurate and efficient information on Blackpool for visitors Measuring on-line visitor satisfaction via VisitBlackpool website Providing a gateway presence at Blackpool North Railway Station, Preston Railway Station and Blackpool International Airport Animating the gateways in Resort through generic art work, maximising advertising space Producing a simple and clear Resort Map which lists all the key attractions and landmarks Establishing marketing campaign monitoring and measurement of targets Continuing to complement all marketing campaigns with ongoing publicity initiatives Undertaking appropriate market research and development activity Promoting Blackpool to potential new residents and investors Increasing sales of the Resort Pass Sustainability To put systems in place to measure the number of: Resort Pass sales The impact of marketing campaigns and materials Visitors to the VisitBlackpool site and the purpose of their visits Positive media messages delivered

14 Goal Two: Events Our key objectives are to. 1. Generate year on year revenue growth from events and shows 2. Develop new and exciting events that support Blackpool s identity and unique events 3. Deliver quality events which leave a lasting impression 4. To identify funding and lead on development of new events 5. To increase attendance at events Goal Champion - Michael Williams Delivery Champion - Chris Pope

15 Strategic Aim By 2015 Marketing Blackpool will have delivered a calendar of events and festivals which reflect Blackpool s identity and unique venues including the new outdoor entertainment arena Tower Festival Headland, but will also programme events that reinforce the diversity of the cultural offer, including music, visual and performing arts, classical and contemporary culture. We will do this by: Encouraging greater support and involvement in Blackpool s events through partnerships with a diverse range of groups and business interests in the community Maintaining strong awareness of event trends and an understanding of the events market to ensure effective investment and funding Maintaining and developing existing signature events Making it easier to produce new events in Blackpool Increasing local and national awareness of events in Blackpool Establishing monitoring and measurement methods to evaluate events Promote event opportunities to external event and festival organisers Position Blackpool as a destination for cultural tourism Sustainability To put systems in place to measure the number of: Events delivered Participants in attendance Revenue generated Visitor satisfaction BLACKPOOL S ANNUAL FESTIVAL BOOK NOw! OR CALL

16 Goal Three: Tourism Services Our key objectives. 1. To represent and promote the Resort to the tourism industry 2. To encourage business visitors to extend their trips for leisure purposes 3. To reposition Blackpool as a key destination for conferencing 4. To position Blackpool as the hub for visiting Lancashire and the Lake district 5. To influence Blackpool Council in the development of tourism infrastructure 6. To promote the Tourist Information Centre as a key service Goal Champion - Alan Cavill Delivery Champion - Mandy Tythe-McCallum 17

17 Strategic Aim Marketing Blackpool will reposition the Resort s conference offer by retaining existing markets as well as securing additional markets to the Resort. We will work closely with Blackpool Council to acquire external investment in venue facilities that meet the marketplace demands to accommodate up to 1,000 delegates. We will achieve this by: Seeking to secure a number of new conferences to the Resort Developing an Ambassador Programme to develop strong relationships with medical, academic or industrial links to the town that could encourage new conferences Developing new campaigns to promote offers and packages to include attractions, events, accommodation and shows for business tourism visitors Encouraging venues to become Meeting Industry Association (MIA) accredited Working with partners, including Blackpool Council to enhance exhibition and conferencing facilities Work with stakeholders including Blackpool Council to develop the conference offer and wider visitor experience Implement the Way Finding Project including the erection of orientation boards to improve access to attractions around the Resort Maximising the sales of tickets and merchandise through outlets such as the Tourist Information Centre Work in partnership with tour operators and transport companies to encourage leisure visitors to the Resort Sustainability To put systems in place to measure the number of: Conferences and number of delegates to the Resort Venues becoming MIA accredited Number of new ambassadors identified and signed up Monitor and increase footfall through the Tourist Information Centre

18 Goal Four: Business Development Our key objectives 1. To improve the product offer and services across the Resort 2. To make the most of the Fylde Coast s assets, valuing their contribution 3. To improve the visitor gateway and connectivity for visitors travelling to and around the Resort including; air, road and rail 4. To work closely with partners to ensure the town centre is managed cohesively, effectively and as a destination in its own right, recovering lost local trade and embracing the needs of the visitor 5. To lead and deliver an accreditation course such as Welcome to the Fylde Coast 6. To build competitive digital capacity within the organisation 7. To maintain and improve visitor satisfaction 8. To work with Stanley Park to utilise the space 9. To promote accreditation and quality marks 10. To promote and develop the night-time economy Goal Champion - Hugh Evans Delivery Champion - Amanda Bennett

19 Strategic Aim Marketing Blackpool has a leadership structure that is locally based, representative, and fit to deliver the Destination Management Plan. Working with the industry we will help to improve communication, coordination and share invaluable information as we celebrate our successes, tackle challenges and look ahead to achieving more together in the future. Working collaboratively, Marketing Blackpool will provide quality and value to the tourism industry in Blackpool. We will achieve this by: Work with stakeholders to support the development of additional air routes to Blackpool Work with partners to co-ordinate visitor satisfaction data, providing an interpretive report to help inform future developments Ensure the tourism workforce is appropriately skilled and trained through the delivery of the Welcome to the Fylde Coast course Identify local ambassadors to champion the Welcome to the Fylde Coast course across Blackpool and wider Lancashire area Deliver an accommodation campaign that influences, rewards and supports local businesses to achieve national accredited standards Work with Blackpool Council to ensure the quality of amenities and services provided meet the needs and expectations of visitors Continue to support delivery of the Blackpool Food Hygiene rating scheme, working to promote the town s best restaurants and cafes Working with Blackpool Council to influence and support the delivery of: The Town Centre Strategy Action Plan which includes actions around improving the wider visitor experience The art, heritage and cultural offer New Bathing Water Directives (wef 2015) Engaging and developing strong relationships with Fylde and Wyre partners Work with rail partners to visually improve the visitor experience at Preston Station Influence/support delivery of Blackpool Council s Local Transport Implementation Plan to deliver visitor improvements including gateway arrivals, coach and rail platforms, car park management and support of airport infrastructure Develop, implement and monitor the DMP Support Blackpool Council in the development of a local economic action plan Produce an annual review of progress against the DMP Identify, bid, secure and support funding opportunities to improve the visitor experience Respond to Government reports and consultations that impact on the Resort Contribute to the delivery of VisitEngland s action plans Strengthen communication mechanisms with businesses and partners Develop a Marketing Opportunities brochure Seek alternative advertising locations and engage with new partners Undertake appropriate market research to understand existing markets and identify new market opportunities Work with partners to ensure a credible and sustainable night-time economy offer Sustainability To put systems in place to measure: The number of attendees through the Welcome to the Fylde Coast course The revenue generated through advertising and sponsorship The total investment brought into the Resort through our partnership with Blackpool Fylde and Wyre EDC To seek out and secure Purple Flag Accreditation for the night-time economy 20

20 Goal Five: Inward Investment Our key objectives 1. To work closely with the Blackpool Fylde and Wyre EDC to identify, promote and exploit opportunities for Inward Investment 2. To influence Blackpool Council, stakeholders and inward investors in enhancing the experience for those who choose to live, work, invest or visit Blackpool 3. To create stronger partnerships for commercial activity 4. To work closely with partners to develop commercially successful routes for Blackpool International Airport 5. To support the development of a sustainable town centre promoting the retail offer and securing new brands Goal Champion - Ilan Goldman Delivery Champion - Rob Green

21 Strategic Aim Marketing Blackpool will work collaboratively with Blackpool Fylde and Wyre Economic Development Company (EDC) to identify and promote opportunities for Inward Investment in Blackpool and the Sub-Region. Working with industry we will help to improve communication, co-ordination and share invaluable information as we tackle challenges and look ahead to achieving more together in the future. Working collaboratively, Marketing Blackpool will support the strategic objectives of the EDC by providing effective, timely and appropriate communication. We will achieve this by: Creating profiles of key investment locations and sectors across the Fylde Coast Maintaining close and regular contact with owners/developers and agents of primary development and investment locations Leading the long-term development planning and negotiations to bring forward the Central Station site in Blackpool as the region s major leisure focused investment opportunity Develop and maintain close links with UKTI (supporting their new investor promotion digital platform), BIS and DECC Supporting Lancashire County Council and BAE Systems in the promotion and development of the Warton Enterprise Zone Providing regular and appropriate feedback to business groups Blackpool Business Leadership Group, Wyred Up and Fylde Economic Forum Lobbying for improved infrastructure including transport, housing, broadband and primary utilities to enhance and maintain the areas competitiveness Lobbying at EU central and regional Government levels to seek to secure Assisted Area Status Working closely to support Energy, Food and Drink Services to ensure maximum local benefit is obtained from employment and supply chain activity as a catalyst for further investment Developing a web presence for inward investment opportunities in the Resort

22 Section Three: Taking it forward how will we deliver? Monitoring the Destination Management Plan This Plan will be reviewed annually by Marketing Blackpool in consultation with key stakeholders to ensure actions are being delivered which meet the needs and aspirations of the Resort, ensuring the long-term vision remains on track and preventing mission drift. The review will be made publically available ensuring continuous engagement and dialogue with all stakeholders. The revised DMP clearly demonstrates accountability through the Goal Champions. These are individuals tasked with co-ordinating the activity for their goal. They will report back to the Managing Director and Marketing Blackpool Board on progress against objectives and will be tasked with monitoring achievements and adapting work plans where activities appear to be straying off course. Sustainability Marketing Blackpool is committed to developing a sustainable Blackpool and will ensure effective use of resources to achieve this. This also means we will achieve our vision without compromising the environment for future generations. Equality and Diversity Statement Marketing Blackpool aims to ensure this DMP responds to the needs of a diverse community. Equality and diversity is a key part of the plan and we recognise that all people must have equal access to information and the physical environment to ensure they can fully participate in society. Our commitment is underpinned by the legal duties to uphold equality and diversity for people of every age, disability, faith, gender, race and sexual orientation.

23 Values of Marketing Blackpool To underpin our vision and objectives for this DMP Marketing Blackpool has developed a set of values: Our Values We will strive to work together to achieve continuous improvement within available resources We will respect the rich diversity of Blackpool by ensuring we promote equality for all who live, work, visit and invest here How Marketing Blackpool will achieve this value By ensuring strong governance and performance management arrangements are in place so Marketing Blackpool has the ability to challenge itself and learn from best practice elsewhere, thus achieving the best possible outcomes for Blackpool. By undertaking an Equality Impact Assessment of this DMP. By monitoring and taking steps to significantly improve the diversity of Marketing Blackpool s Board ensuring it is reflective of the Resort it serves. By promoting equality and diversity training for all stakeholders. We will value independent traders for their uniqueness Supporting the needs of each individual business, especially the most vulnerable to help them achieve their true potential. We will keep people informed and include all stakeholders in strategic decision making where possible By actively engaging with people at a Resort level in the design and delivery of projects, to ensure we are focussed on the priorities of those living, working, visiting and investing in Blackpool. We will promote Blackpool, its uniqueness and celebrate its achievements Marketing Blackpool will market and celebrate Blackpool s achievements and explore its unique potential at all opportunities. We will be socially responsible and make a commitment to supporting a designated local charity each year By working with Council for Voluntary Service to identify a local charity each year. We will work with this charity to promote their cause and support their fundraising by utilising our skills and non-financial resources to support their activities. 24

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