Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52 Page 53 Page 54 Page 55 Page 56 Page 57 Page 58 Page 59 Page 60 Page 61 Page 62 Page 63 Page 64 Page 65 Page 66 Page 67 Page 68 Page 69 Page 70 Page 71 Page 72 Page 73 Page 74 Page 75 Page 76 Page 77 Page 78 Page 79 Page 8059 Marketing and Communication This section seeks to examine the ways that managers understand the key benefits of the site and how they are using this information to promote it appropriately. They should understand who the main user groups are, and could or should be, and use a fitting range of interpretation and engagement techniques to communicate with them. This basis ensures that appropriate facilities, events and activities can be offered and most effectively promoted, and forms a solid foundation for development now and in the future. Linked to this, and examined in Section 6, Community Involvement, is that knowing and understanding the community who use the site means that managers can develop far more active engagement from users. This helps to promote the site, to protect it from misuse and potentially to engage practical help. This section is judged using the following sub-criteria: 24 Marketing and Promotion 25 Appropriate Information Channels 26 Appropriate Educational and Interpretational Information 24 Marketing and Promotion There should be an appropriate marketing plan for the site, referenced in the management plan, which at its most basic level, considers the following: + What are you trying to achieve? + How is the place currently used? + How would you like it to be used? + Who would you want/need to work with? + Who are your main target audience(s)? For each of them consider: + the best channel(s) to speak to them + the best way(s) of getting information back, and if not getting any back, why not? + who is not included and how can you include them? + Review and evaluation to inform future plans + Plans for now and future aspirations Issues to consider: + The extent and depth of this plan should be appropriate to the type of site. For example, a major heritage attraction drawing visitors from across the globe would have a very different marketing plan to that relating to the grounds of a housing association or campus, small local park or recreation area, a sensitive nature site, or an active cemetery or crematorium + It could be part of a larger organisational strategy, but there should be specific detail on this particular site – understanding the site and it’s current and potential users + Events are not always the best idea. There might be better ways engage visitors. It may be best to take expertise out of the site, for example into schools or local groups, especially those that would otherwise hesitate to engage, perhaps because of age or culture Judges will be looking to see that the marketing approach is logical and well understood by managers and in evidence on the ground. Section 7 Further Information Information on marketing and draft communications templates are available from national operators.