Lesmahagow Village Centre Marketing & Events Strategy
Report for South Lanarkshire Council March 2012 EKOS Limited, St. Georgeâ€™s Studios, 93-97 St. Georgeâ€™s Road, Glasgow, G3 6JA Reg 145099
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Direct enquiries regarding this report should be submitted to: Mhairi Donaghy, Associate Director, EKOS Email: firstname.lastname@example.org Tel: 0141 353 8309
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Action Plan Recommendations
Summary Action Plan Table
1. Introduction This document comprises a Marketing and Events Strategy for Lesmahagow Village Centre. It is based on considerable background research undertaken by EKOS, and available for download to interested parties:
socio-economic baseline review outlining the context and performance of the local area, copy can be downloaded here;
business and user surveys presents analysis of the likes, dislikes and needs of businesses and residents, copy can be downloaded here;
events review of the Christmas 2011 event and general review of town centre related events, copy can be downloaded here; and
comparator centres review within the local area and good practice locations, copy can be downloaded here.
In addition to these specific reports, EKOS also undertook consultation with local organisations and groups, and spoke with a number of other businesses within the wider Lanarkshire area to establish opportunities for Lesmahagow village centre. Confidential feedback was also provided to each of the town centre businesses that participated in the survey, comparing their performance and views with those of other businesses within the village. Finally, EKOS has considerable experience, knowledge and understanding of town centre regeneration having undertaken many research studies (including evaluations, strategy development and project appraisals) and prepared good practice analysis reviews. Based on this wide scope of research activities, this report outlines our conclusions and recommendations (Action Plan) for the future marketing of, and hosting of events within, Lesmahagow village centre. The aim is to encourage more people (residents and visitors) to use the town centre, and thereby improve the performance (turnover and employment) of the town centre businesses.
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2. Research Conclusions This chapter presents some high level conclusions from the reviews undertaken by EKOS, as outlined in the introduction. The detailed analysis sitting behind these conclusions has specifically shaped our Action Plan recommendations, as outlined in Chapter 3.
1. Population – Past and Forecast Growth The village of Lesmahagow and the settlements immediately around it have a population of around 13,000 people, with a large and growing profile of elderly residents. In line with trends across South Lanarkshire, the area has experienced population increase since 2000, with further forecast increases to 2030. This is a substantial (and growing) base from which people can be encouraged to visit Lesmahagow village centre. Local residents do, and will continue to, make up the majority of the customer base (most businesses report over 75% local customers). Older residents are more likely to undertake smaller and more regular shopping trips, and make up the largest group of residents that are at home during normal shop opening hours i.e. the ‘most available’ shoppers. Quality of service and sense of community are particular triggers in attracting and retaining older customers who are not necessarily motivated by the same time pressures that working adults have.
2. Good Access to Services Lesmahagow offers a wide range of facilities and services (retail, police, library, education, health and financial) to residents of the village and surrounding settlements. Whilst important, retail is not the only reason for people to visit their local centre, other services and activities play a vital role in attracting customers. There is an opportunity to promote the range and quality of services available within the village to those residents who do not currently regard Lesmahagow as their ‘local’ centre. This can be achieved through marketing and the hosting of activities/ events, but needs to be supported through a focused effort on the part of businesses to welcome new customers and thereby encourage repeat trips.
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There are a number of well established traditional and independent businesses, with good local reputations, that could make Lesmahagow a ‘destination’ centre to a broader customer base, but with increasing retail competition, there is a need to expand the range of non-retail and/or specialist retail provision.
3. Understanding the Needs and Wants of Customers There is some discrepancy in what businesses think customers want/like and what customers themselves say they want/like, meaning that some businesses are failing to meet customer expectations and business opportunities. The number of residents who do not use the centre has increased slightly over the past five years, and onethird of people now visit less often than three years ago. Whilst not the case for all, there was a general trend that the older and more established businesses were less positive about the future than those that are more recently established. It may be that newer businesses provide the types of products and services that customers want, in a setting and manner that they want. There is also a general sense of the lost ‘glory days’ of retailing in Lesmahagow from some of the older businesses. Forecasts from analysts, academics and industry leaders show a long-term shift in retailing patterns (e.g. increasing supermarket, out of town and internet sales) meaning that small and independent shop-based retailers need to focus on the niche benefits that they offer (e.g. quality customer service, ability to respond quickly to customer needs, and developing customer loyalty).
4. Adopting an Integrated Approach There are a number of individual groups that are active in Lesmahagow, but only limited communication and a lack of integration between these groups. One example is the number of different websites about Lesmahagow, but no (or only limited) connection or link between them, and no combined source of information for residents on what is happening in the village. A Google search of ‘Lesmahagow’ gives www.lesmahagow.com as the first website and www.lesmahagow-cc.org as another early site – both sites appear to be out of date with Dunduff Quarry, 2011 Highland Games and 2011 Doors Open as major news items, but limited reference to other events or activities in the village. Neither of these websites focus on marketing Lesmahagow to visitors or to residents that are unfamiliar with the village centre. Lesmahagow Marketing & Events Strategy: South Lanarkshire Council 3
The review of comparator centres establishes that most successful places have high levels of integration between different groups and organisations, with clarity around specific roles and purposes. For example, Lanark has an up-to-date website with a local directory (business and other organisations), a full section on ‘what’s on’ in the town and links to other relevant websites (www.lanark.co.uk).
5. Good Accessibility While the village does not have a rail service it is well connected into the local and trunk road network, with proximity to the M74 Motorway being of particular benefit. It is also well connected via bus routes and road networks to smaller villages/ settlements in the wider area and therefore has potential to attract more people. The potential to attract passing trade into Lesmahagow (particularly heading north on the M74) is a major benefit to the future regeneration of the village. There is, however, an issue over signage into the village centre which limited and poor quality. Signage into needs to be improved to encourage more people to visit the village centre – this should happen alongside the shopfront and other place improvement works. Once in the village, there is also a need to give visitors clearer directions for parking – at Langdykeside and at the Fountain.
6. Poor Environment and Built Quality There was consistent feedback from businesses and users about the quality of the environment and buildings in Lesmahagow village centre, with particular concern about the external fabric of shop properties, pavements and lighting. In general successful town centres provide an attractive shopping environment with ‘hygiene factors’ fully addressed e.g. cleanliness, maintenance, safety (and perceptions of safety) and lighting. There is a need to improve the quality of town centre premises to make them more attractive to customers, particularly to attract new customers drawn through events and marketing activities. Any investment should, however, be combined with improved shop window displays and enhanced customer care, to both attract and ensure repeat custom. There is a need to ensure a consistent and high quality offering before any attempt is made to attract new customers. Creating somewhere for people to stop and sit would act as a feature to attract people into, and extend their stay within, the village centre. The creation of a Lesmahagow Marketing & Events Strategy: South Lanarkshire Council 4
pleasant public gathering space with seating would attract people. To avoid this becoming somewhere for anti-social behaviour in the evening, the inclusion of white lighting would be beneficial.
7. Competition and Differentiation – Why Visit Lesmahagow? The opening of the Tesco store has had an impact on the frequency of trips to, and amount of money spent within, the village centre. The range of goods, ease of parking and prices at Tesco compared with the independent shops in the village centre are key factors for customers. The Tesco store provides late night shopping and access to a wide range of cheap produces – village centre businesses can’t compete on this basis, so need to offer an alternative. There is also an issue over competition with other town and shopping centres, which offer a broader retail choice and access to a wide range of services and activities. The major competitor locations are Hamilton, Glasgow and Edinburgh, but residents have also identified other smaller local centres, predominantly Lanark, but also Strathaven and Wishaw. The major reasons for choosing these places are better shopping and better places to eat/drink. Feedback from the resident survey shows that 86% disagree/disagree strongly that there is a good variety and quality of shops in Lesmahagow – this is acknowledged by three-quarters of all business respondents. There is therefore a need to differentiate the village centre giving people a clear reason to choose to visit Lesmahagow. To be successful, Lesmahagow needs to have a unique attraction – this is unlikely to be in the quality of range of day-to-day retail, but could be around accessibility, quality of service, sense of local pride, etc. Only one-quarter of residents reported that they are very/quite satisfied with Lesmahagow village centre, identifying the need for future improvements to the environment of, and offering within, the village centre. Having a family friendly restaurant in the village was a specific issue for residents with two-thirds of respondents identifying this an area for future improvement. The previous restaurant in the village closed some years ago, but there may be an option to work with the established cafes/bars to expand their evening offering.
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8. Events and Activities One of the weaknesses identified by both businesses and customers alike was the lack of footfall in the village centre. Events and activities are an effective means of brining people into the centre, particularly residents who do not traditionally visit Lesmahagow. Events and activities are also important in bringing the community together and creating a common sense of ownership. The primary purpose of events and activities is to showcase the village centre and the product/business/service offering that it has to offer – it is therefore vital that activities are geared toward getting as many people into the village centre as possible and that businesses create a real sense of welcome. This could be the first time that visitors have come inside some of the stores. Almost all of the visitors to the Christmas event rated it as good or very good and said that they would be likely to come to future Christmas and other town centre events. Most reported that they came to the event with the intention of spending money in the shops as well as the stalls (95% reported having, or intending to, spend money in shops). Based on feedback from visitors on the night, the Christmas event had the potential to generate £10,000 spend in local shops, outwith the additional spend in stalls and cafe/take away outlets. There is a clear desire for more events and activities within the village centre, but a need to ensure sufficient capacity to resource any additional events in the long-term – both financially and in people’s time input. It would be worse to have a burst of activity in one year that is not continued, than to proceed with the existing events. There is therefore a need to make best use of people’s time and skills through a coordinated approach.
9. Local Marketing Effort Linked to the development of events and activities, there is a general need to market the village centre to local people, who will continue to make up the majority of the customer base. There is an opportunity to market the village – its retail and service offering, along with specific events and activities – to local people through local media sources (newspapers, radio and digital/online sources). There is an opportunity to establish a mutually beneficial relationship with local media sources – feeding well-written Lesmahagow Marketing & Events Strategy: South Lanarkshire Council 6
positive news stories and ‘ready-made’ articles will increase the chance of publication for newspapers that are increasingly short of journalists.
10. Timescales There is a need to recognise that it has taken a long time for Lesmahagow to get to where it is now, and that it will take some years to recover through a programme of improvements. There should be some easy hits and early wins, but other projects that will take time to organise, deliver and embed. There are some towns and villages that continue to prosper while others are clearly on a downward path of decline. Successful towns are places that people want to come to – quality in the physical setting is important, but so are quality of service provided and quality of product offering i.e. do businesses provide what customers want, in a setting and manner that they are happy with? As outlined at the start of this chapter, Lesmahagow has a large and growing population base – there is a need to ensure that residents feel that Lesmahagow is their ‘local’ centre and that they need to ‘use it or lose it’.
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3. Action Plan Recommendations Based on the conclusions presented at Chapter 2, we have developed a series of recommendations in the form of an Action Plan that will guide the future development of Lesmahagow village centre. Our approach is based on a Marketing and Events Strategy Programme.
1. Lesmahagow Town Team Lesmahagow should develop a Town Team with quarterly meetings. The Town Team should bring together key partners from across the various groups and bodies to build the partnership approach that is needed. This would include: representatives of local businesses, local events committees, the Community Council, the Development Trust and the local Councillors. The meetings could be facilitated in the initial period (up to two years) by South Lanarkshire Council executive staff, but in the longer term should move to a position of self-governance. Town Team meetings should focus on issues and opportunities at the highest level rather than the minutiae of delivery. It should focus on strategic discussions about activities and events and maintain co-ordination between different groups, all of whom will be working on the delivery of specific activities. The comparator review of Huntly, Aberdeenshire should be noted as a good practice example. A small budget is allocated to cover the expenses costs of developing the Town Team group â€“ ÂŁ1,000.
2. Lesmahagow Business Association To support the work of the Town Team, and deliver on projects that would be best led by the commercial business sector, the Lesmahagow Business Association should continue. This would create an outlet for retail and other commercial businesses to develop projects, and also to raise specific issues/concerns in a composite manner, giving the business community a stronger voice together, than they would have as single independent businesses. Lesmahagow Marketing & Events Strategy: South Lanarkshire Council 8
One of the potential opportunities for this group would be to identify the potential for group procurement – utilities, insurances, services, etc. No budget is allocated to this group, as no costs are anticipated. It is worth noting that no costs are allocated to other local groups (Development Trust, Community Council, etc).
3. Build an Annual Events Programme There is a desire from local people for more events and activities within Lesmahagow – in order to ensure the sustainability of the business base these should be held, wherever possible, within the village centre. There is already over-reliance on a small group of volunteers who donate their time to the delivery of the three main events – Christmas, Highland Games and Gala Day. There is therefore a need to attract new people who would be willing and able to donate their time, but also with the skills and enthusiasm to deliver. This will need a recruitment campaign, possibly offering training and covering expenses. Support should be provided for existing committee organisers as well as new people getting involved. This should also include other smaller community events delivered by local groups and organisations. It would be appropriate for a core group to visit and meet with, and learn lessons from, representatives from other towns and villages that have a good reputation for consistently delivering high quality activities and events. Appropriate town festivals within the local context would include:
Lanark Scotland’s Festival of History
Biggar Little Festival
Within the wider context other town/village festivals could also include:
West Kilbride Scarecrow Festival
Millport Festival Group – Country & Western Festival and others
Pittenweem Arts Festival
Wigtown Book Festival
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In addition to the development of new events within the village centre, it is also appropriate to undertake a number of smaller-scale activities. This could include the development of an annual calendar of events – from Christmas, through Valentine’s, Easter, Summer Harvest and Halloween. For maximum effect there should be a coordinated effort between local businesses and service outlets to dress windows. There is also an opportunity to attract community groups to meet in the village centre – both new and established groups e.g. Mother & Toddler, particularly during the day when the shops are open and looking for business. Consideration should be given to the needs, costs and benefits of purchasing equipment that can be shared between the local event committees (and if appropriate, hired on a commercial basis to other event organisers to generate income). This could include A Frame advertising boards, organiser bibs/clothing, PA equipment, furniture, floats, staging, etc. Prior to purchasing any equipment, stock should be taken of what is already owned by the various groups that could be shared at no additional cost. The maintenance and storage of equipment would also need to be considered and agreed in advance. A substantial budget of £40,000 has been allocated to cover costs associated with training, comparator event trips, purchase of equipment, etc.
4. Develop a Town Marketing Website At present there are a number of individual websites relating to Lesmahagow, but no composite or overarching online presence that is focused on marketing the village centre to residents and visitors. It would be beneficial to develop a new website that promotes Lesmahagow – its businesses, service outlets and activities/events. Unless someone is able and prepared to devote regular time on a voluntary basis, this website should be as simple as possible (but with a high quality design finish), and easy to update. This site should be the primary source of information on what is happening in Lesmahagow, and should be updated in the run-up to, and immediately after, all events and activities to ensure that it is always up-to-date. Links can be made to, and from, other websites (e.g. the Community Council and Development Trust) but
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advice should be taken from digital media experts to ensure that this is the first website that appears in a Google search of Lesmahagow. Consideration should also be given to establishing a Facebook page for Lesmahagow to accompany the main village website. Early effort should be made to encourage local residents to sign up to this site, but thereafter it should be used only to promote village-centred events and activities. This will reinforce the main website by making direct contact with local people. A budget of £5,000 has been allocated to the development of a new marketing website. Thereafter the maintenance would rely on donated time input.
5. Shopfront Upgrades + Business Advice The shopfront upgrades are essential in improving the physical environment within Lesmahagow village centre, and are the critical element in creating a place that people want to come to. A high quality finish should be adopted, but to maintain the distinct features of individual properties, a non-standard approach is most appropriate. This will avoid the finish looking ‘twee’ and will allow businesses to tailor to the individual personality of their own business. Alongside the shopfront upgrades, businesses should also be encourage to participate in a programme of business advice. A bespoke local programme tailored on the needs and opportunities in Lesmahagow should be developed and delivered to all local businesses. This should include:
general business advice, using the skills and expertise within SLC and Business Gateway officers e.g. accounting, business planning, staff management, recruitment, etc; and
a bespoke business development programme targeted at customer care, visual merchandising (window displays) and marketing (traditional and digital media sources).
Evaluations and reviews of shopfront upgrade programmes show that maximum effect can be achieved where the physical property support is delivered alongside business support.
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The cost of the shopfront enhancement programme is covered elsewhere. A budget of £10,000 has been allocated to provide specialist advice on customer care, visual merchandising, and retail-specific marketing issues. The majority of costs associated with the general business advice will be drawn from established budgets within SLC and Business Gateway.
6. Enhance the Environment Alongside the shopfront improvements, Lesmahagow would benefit from an environmental enhancement programme. Ideally funding would be secured for a comprehensive upgrade to the public realm – roads, footpaths, white lighting and street furniture – but with current public sector budget constraints unlikely to be relaxed in the next few years, there is likely to be only limited and small budgets available. Notwithstanding, an approach should be made to SLC Roads to raise the importance of environmental issues and establish a programme for investment in the public realm. As a minimum, SLC Cleansing should be asked to do a thorough and deep-clean of the village centre to coincide with completion of the shopfront works. It is also possible to enhance the environment within the village centre through the use of more planting, in particular floral displays and hanging baskets outside shops. Agreement would need to be reached with shopkeepers to maintain the plants, but an annual purchase agreement (through group procurement) should be investigated, possibly through the established Clyde Valley garden centre businesses. It would be beneficial to purchase some good quality street furniture that could be placed in central locations within the village centre (within the cul-de-sac at the Old Parish Church, on the corner of Abbeygreen/New Trows Road, at the bus stop at Old Brae). This should be supplemented with community clean-up events to ensure that the furniture is placed within as good a quality setting as possible. Enhancing the environment should also be focused on businesses taking care of the environment within, and immediately outwith their premises. The most effective action to enhance the trading environment is to immediately address any issues. A budget of £20,000 is allocated toward the purchase of floral displays, street furniture, and costs associated with the community street-clean event.
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7. Improve Signage There is a need to improve the signage into Lesmahagow village centre. The village has excellent road network connections, but for visitors it is not easy to navigate from the M74 into the village centre, particularly from the B7078 Carlisle Road onto Milton Bridge, but also from the access roundabouts on the M74. Once in the village, signage to parking could also be improved for visitors, particularly at Langdykeside. Maximum effect would be achieved if signage was improved following completion of the shopfront improvements and the business advice programme are completed. This will ensure that new (and long-forgotten) visitors are welcomed into a revitalised village centre that meets, and hopefully exceeds, their expectations. Visitors will leave impressed with the quality of the village and their customer experience – they will be more likely to return to the village themselves, but will also spread the message through word of mouth recommendations to other people. A budget of £5,000 is allocated toward the purchase and installation of directional village centre signage.
8. Family Friendly Eating One of the issues identified by residents was the lack of a family friendly eating establishment operating in the evening in Lesmahagow. This is clearly a business opportunity. A restaurant has operated in the village in the past but closed some years ago – the building is now used to house the Fountain Resource Centre. It is therefore unlikely that another restaurant would open, particularly in the current economic climate. There may, however, be an opportunity to work with one of the established food and drink outlets within the village to expand their opening hours and catering range to create this family-friendly environment. The Bertrams Lounge might be an appropriate option – it has the physical capacity and space to accommodate families with young children. Another option would be the existing coffee shops, who might open in the evening as bistro outlets, but these are more likely to be focused on adult patrons, rather than families.
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The options, risks, costs and benefits of expanding the catering facilities within the village centre should be explored, with businesses supported to enter this new market area. There may be a need to provide a guarantee to trial this approach i.e. if, after three months, income generated has not covered costs, businesses will be recompensed up to a maximum agreed limit. It would also be appropriate to allocate a small budget to market the new service to the residents of Lesmahagow primarily, but also to Coalburn, Kirkmuirhill and Blackwood. In total a budget of £10,000 has been allocated to market and trial this opportunity.
9. Local Marketing Campaign To support the recommendations outlined above, a targeted marketing campaign should be undertaken focused on residents of Lesmahagow, Coalburn, Kirkmuirhill and Blackwood. Lesmahagow is ideally placed, and highly accessible, to the residents of these places, and should position itself as their ‘local’ centre. After completion of the shopfront improvements, public realm, business support, signage, events programme, website and other marketing activities are underway, maximum advantage could be achieved through the use of a targeted marketing campaign. This could incorporate a number of elements – newspaper articles/ advertisements, direct leaflet marketing to all households, sponsorship, etc. Whilst there may be a need to refresh this approach at some point in the future, this should largely be regarded as a one-off marketing approach, and therefore could be contracted out to a publicity/marketing expert on a contract basis. A budget of £20,000 has been allocated toward the cost of the local marketing campaign.
10. Craft/Food Cluster The background reviews undertaken for this retail assessment have identified that Lesmahagow is ideally placed to take advantage of two potential branding or clustering opportunities i.e. the development of the village centre based around the craft and/or food themes.
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One of the major businesses in Lesmahagow is Gardiners of Scotland – a world renowned confectionary manufacturer – and also the Cake Stuff – a major company supplying cake decorators. There are also a number of other notable food producers within the local area including Borders Biscuits in Lanark, Ramsays of Carluke (quality meat producer), Lanark Blue Cheeses (Carnwath), Tunnocks Cakes (Uddingston) and Lees of Scotland Confectionary (Coatbridge). Whilst some of these local businesses have retail outlets attached to their business premises, not all do, and it may be possible to establish a local merchandising outlet that gives them a retail presence, but with limited risk and interference from their main line of business. This option would need considerable further investigation, but if an appropriate property could be identified (the vacant industrial units at Langdykeside?) it could be marketed to a business entrepreneur/investor. It is unlikely that this option could be accommodated (certainly not to any significant scale) within any of the existing business premises within the village centre. To achieve maximum impact for the existing businesses, any development would be best placed within the village centre. There would also appear to be an opportunity to expand the craft outlet profile within the village centre, building on the success of the two established craft related businesses – Roses & Ribbons and Abbey’s on the Green. Whilst these only represent two small businesses, the attraction of more businesses would help to create a distinct brand for Lesmahagow against which it could be marketed, and more customers could be attracted. This option could be relatively straightforward to pursue through attraction of one of more business operating in the craft sector, but for maximum effect (and to avoid simply increasing competition without also increasing customer numbers) it would be most appropriate to pursue it through a formal development strategy. This would require a marketing and development strategy that seeks to place Lesmahagow as a recognised craft town. The comparator review of West Kilbride should be noted as a good practice example for the craft theme; and the approach adopted by the Baxters Stores across Scotland should be considered for the food theme. A budget of £5,000 has been allocated toward the cost of testing and marketing this opportunity. Lesmahagow Marketing & Events Strategy: South Lanarkshire Council 15
11. Change of Use from Retail Whilst it is impossible to predict the future, it is unlikely that there will be any substantial rise in the level of demand for retail premises within Lesmahagow village centre. Vacant retail premises are therefore likely to remain vacant without a change of use. It would therefore be appropriate for SLC to review the effective demand for retail in Lesmahagow and to establish which premises meet modern businesses needs, and which do not. This should be balanced against a strategic review of retail supply/ demand identifying the number of units and total floorspace needed. This top-down (supply/demand review) and bottom-up (premises review) would come together in a policy statement from SLC that identifies some premises that are currently allocated to retail, but would be suitable for a change of use â€“ to business, residential, leisure. The focus of any re-allocation should be on those premises that are on the outskirts of the central retail core. This approach should be based on the recognition that it is better to have buildings in use within the village centre, than to be vacant and derelict. This recommendation might, however, be negated depending on success with the craft/food cluster approach â€“ in which case there may be a need for redeveloping existing retail outlets to meet modern business needs. In light of this, no immediate action should be taken by SLC (unless a specific opportunity arises that needs to be addressed) but as an issue it should be reviewed by SLC on a regular basis. No costs have been allocated to this action.
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4. Summary Action Plan Table Action
1. Establish Lesmahagow Town Team
Time input from all partners £1,000 expenses budget
SLC initially, but selfgoverning
2. Lesmahagow Business Association
Time input from businesses No cost
3. Develop an Annual Events Programme
Expanded for 2013, fully established for 2014
Time input, training costs, equipment purchase, learning journeys £40,000
4. Establish a Town Marketing Website
By summer 2012
Development/ design cost; Time input to manage £5,000
5. Shopfront Upgrades + Business Advice Programme
Complete by winter 2012
Time input SLC; financial costs; time input from businesses to advice programme £10,000 (excl shopfront grants) for specialist advice
6. Enhance the Environment
Time input from businesses, costs from marketing budget £20,000
7. Improve Signage
Time input from SLC, costs from marketing budget £5,000
8. Family Friendly Eating
SLC to investigate; costs for businesses to trial; cost to market £10,000
9. Build a Local Marketing Campaign
On completion of other actions
Time input from all partners; campaign costs from marketing budget £20,000
10. Craft/Food Cluster
2013 and beyond
Time input from SLC to investigate; research/ marketing budget £5,000
11. Change of Use from Retail
Time input from SLC No cost
The budget should be managed by SLC with significant input from local people through the Lesmahagow Town Team. Any under-spend in project areas should, in the first instance, be targeted at projects that will enhance the environment within the village centre.
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