Issue - meetings
Brand Engagement Update
Meeting: 25/06/2013 - Cabinet (Item 17)
17 Brand Engagement Update 
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(Cabinet Member with Special Responsibility Councillor Sands)
Report of the Head of Regeneration & Planning
Additional documents:
Minutes:
(Cabinet Member with Special Responsibility Councillor Sands)
Cabinet received a report from the Head of Regeneration & Planning which provided an update on the outcomes of a brand engagement exercise.
The options, options analysis, including risk assessment and officer preferred option, were set out in the report as follows:
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Option 1: To work with partners to develop all three plans |
Option 2: To work with partners to develop some of the three plans |
Option 3: Not to take forward |
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Advantages |
Positioning Lancaster District’s reputation and image so that it reflects the true quality of the offer available |
Some improvements to the district’s reputation and image |
The council may decide not to deliver tourism services and therefore take the savings |
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Positioning Lancaster District so that its economy achieves maximum benefits achievable via inward investment and leisure tourism |
Some benefits to the economy as a result of inward investment or leisure tourism |
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A district prepared and ready to take advantage of the major regeneration initiatives planned |
A district prepared and ready to take advantage of some regeneration activities |
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A coherent and partnership approach to development and implementation |
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Disadvantages |
Cost of funding further work on the Brand development Plan |
Some aspects of district’s leisure and commercial assets are undersold |
District’s leisure and commercial assets are undersold |
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Lancaster District economy fails to achieve maximum benefits achievable via inward investment and leisure tourism |
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District not fully prepared or able to take advantage of the major regeneration initiatives planned
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Risk of some partners becoming disillusioned with lack of action and going off and developing inconsistent and incoherent sporadic approaches and therefore failing to maximise true potential created by joint development and delivery |
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Risks |
The success of brand development plan is reliant upon the appropriate resources and support of partners |
Risk of some partners becoming disillusioned with lack of action and going off and developing inconsistent and incoherent sporadic approaches and therefore failing to maximise true potential created by joint development and delivery |
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Council spending reviews for future years may impact on the ability to implement outcomes of implementation plans. |
Council spending reviews for future years may impact on the ability to implement outcomes of implementation plans. |
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Visitor and investor spend goes elsewhere and the district fails to realise the significant benefits arising out of regeneration developments. |
Visitor and investor spend goes elsewhere and the district fails to realise the significant benefits arising out of regeneration developments. |
Option 1 was the officer preferred option. Creating a relevant and up-to-date brand development plan was a major undertaking but was essential if the significant benefits arising out of developments such as Lancaster Castle and the Canal Corridor were to be fully captured. The appetite for partners to work together to develop and deliver this was also there.
The future growth of the district’s economy would rely heavily on the perception of the area in the eyes of potential investors and visitors. Previous research has shown that the reputation and image of the district did not reflect the true quality ... view the full minutes text for item 17