visit wales content strategy

Exciting new vision for Welsh visitor economy

Gweledigaeth gyffrous newydd ar gyfer economi ymwelwyr cymru.

First Minister Mark Drakeford and Deputy Minister for Tourism Lord Elis-Thomas will today unveil an exciting future for the visitor economy in Wales.

The Welsh Government will publish its five-year plan to grow the visitor economy, focusing on Wales’ strengths – its landscapes, culture and places.

The new plan – Welcome to Wales: Priorities for the Visitor Economy 2020-25 – will be backed by two funds to support the industry: A new £10m fund - Brilliant Basics to support the all-important tourism infrastructure which will complement the £50m Wales Tourism Investment Fund focusing on high-quality, reputation-changing products.

Welcome to Wales and the new funding will help to tackle some of the main challenges facing the tourism industry in Wales – seasonality, spend and spread.

Launching the new vision today in Porthcawl, First Minister Mark Drakeford said:

“Over the past decade, tourism in Wales has been transformed, but there’s room for further growth in our visitor economy and we want to support that. 

 “Our new plan, with its priorities, strike the right balance between economic growth and our wider wellbeing as a country. We want to develop high-quality, year-round experiences, which are good for visitors and host communities. Sustainable growth can deliver health, environmental and cultural benefits by protecting and promoting our strengths.

“There are challenges facing the industry, including from Brexit. We believe the best response is to continue with our core business – to recognise tourism’s ongoing potential to act as a bedrock for the Welsh economy in projecting a positive message of and from Wales.”

Welcome to Wales highlights two main ideas of ‘Bro’ and ‘Byd’ – getting tourism right at a local level and ensuring the Welsh tourism offer can compete on the international stage.

The main actions over the next five years include:

• A £10m fund to invest in Brilliant Basics to support the all-important tourism infrastructure, which is part of delivering a high quality visitor experience from 2020-25.
• A focus on high quality, reputation-changing products. A £50m Wales Tourism Investment Fund – delivered in partnership with the Development Bank of Wales – to help finance reputation capital investment projects.
• Building on the success of the Events strategy, Event Wales will be set up to develop, grow and attract cultural, business and sporting events. This recognises the vital all-year role events play in attracting people to Wales.
• Visit Wales will focus on products and on developing experiences, which reflect Wales’ stand-out strengths as a country.
• Visit Wales will focus more of marketing efforts on growing off-peak tourism, encouraging people to spend more in Wales and spread the benefit of tourism.
• Two new themed years will be announced for 2022 and 2024.

Nearly one in 10 people across Wales works in tourism, which brings jobs to people throughout Wales. Tourism is on track to meet the 10% growth target set seven years ago – Wales has welcomed record numbers of UK visitors over the last five years and the value of domestic tourism grew by 14% last year.

Lord Elis-Thomas, Deputy Minister for Culture Sport and Tourism, said: 

“We want to build on our recent success and by 2025 we want to be known as a place that offers world-leading adventure, creative culture and language and outstanding, protected landscapes – and a place that wants to look after them for future generations.

“I’d like to thank the industry for the part it has played in developing this new plan and its priorities. 

“It has been very clear that the long-term growth of our own sector relies on caring for the things that attract people here in the first place. It is also what future markets will expect.”

Notes to editors

Dropbox – including:

• short form plan of Welcome to Wales: Priorities for the Visitor Economy 2020-25
• Images from the plan
• Year of Outdoors campaign film

https://www.dropbox.com/sh/yhpfep68ey153ea/AACgRn-zJyh06fw7huE2FVIxa?dl=0

The full plan and supporting documents will be available on https://businesswales.gov.wales/tourism/  following the launch.

The launch takes place at the newly opened, Rest Bay Watersports Centre, Porthcawl which is part of  Visit Wales’ Tourism Attractor Destination programme, supported by £2.55m of EU and Welsh Government funding.  Joining the First Minister and Deputy Minister for Tourism will be members of the industry which will also take part in a panel discussion led by adventurer and presenter Lowri Morgan.  The Panel includes: Ben Clifford – Surfability; Paula Ellis - Retreats Group; Tracey Evans – Outdoor Partnership; Andrew Campbell  - Wales Tourism Alliance and Huw Stephens – presenter and DJ

Supportive comments  - Launch Panel members

Paula Ellis – General Manager, Retreats Group : “Wales has immense potential to be recognised as a world class destination. We need to capitalise on our unique sense of place, language and culture, combined with more quality products to raise our profile on a truly international stage. Our success at Retreats Group is attributed to treating our colleagues as our internal guests which has enabled us to address the skills gap in the most challenging of locations. Every guest is be perceived as a PR agent to help us promote the ‘Croeso Cynnes Cymreig’ of this unique Celtic country.”

Tracey Evans – Outdoor Partnership : “Wales is full of opportunities for tourists as well as local people to safely enjoy our great outdoors for health and economic advantages as well as enhancing and supporting the unique culture and history of Wales.” 

Ben Clifford – Surfability, said : “Wales is incredible — all this green and blue space —  and if you’re denied access to that because of a disability,  it’s such a shame. So it’s important that we make those spaces accessible to everyone. Surfing is great physical exercise, and it really connects you to the world around you and the environment. Being present and focused in the moment, while simultaneously being outdoors in the fresh air and exercising — the benefits are incredible.  The techniques we’ve developed in Wales are becoming part of the worldwide standard. Our own community benefits, too. Our volunteers get the chance to work with people in their community, making it a better place.”

Andrew Campbell, Wales Tourism Alliance , said: “Effective engagement between the private and public sectors is hugely important. Success depends on partnership and collaboration, so we need to forge relationships that make the best possible use of resources. The objectives of any priorities plan will be better achieved if we all collaborate closely. We’re all on the same journey together. We need to work in a greener and more environmentally efficient way, but sustainability also means sustaining communities. Tourism creates jobs in places that other industries don’t. This sector deserves to be taken seriously.”

Main aspects of the plan

Outstanding visitor experiences

• A £10m fund has been announced today to invest in Brilliant Basics to support the all-important tourism infrastructure which is part of delivering a high quality visitor experience.  This funding will also be used to ensure that Wales is an inclusive and accessible destination for all.
• Visit Wales will work with the industry to support an industry led Tourism Skills Partnership to explore a range of ways to raise status of the sector to future generations of workers.

World Class Products and places

• A £50m Wales Tourism Investment Fund (WTIF) – delivered in partnership with the Development Bank of Wales – will help finance reputation capital investment projects.
• In recognition of the vital role events play in in attracting people to Wales and building on the success of our Events Strategy we will establish Event Wales to also encompass business events.  An ‘Event Wales’ conference in the spring of 2020 will be an opportunity to engage further with the sector, in order to help shape the future and take account of an ongoing independent review of the events criteria
• Visit Wales will move to focus on products and on developing experiences that reflect Wales’s stand-out strengths as a country - these are Outstanding Natural Landscapes, Creative Culture and Epic Adventure.  Initially the focus will be on the Wales Coast Path, Offa’s Dyke and National Trails; Golf; Heritage Tourism and Film and TV; Mountain Biking and Cycling.

An Innovative Cymru Wales Brand

• We will continue to deliver a bold and integrated brand for Wales, harnessing tourism’s potential to present Wales to the world as a welcoming, vibrant destination.
• Visit Wales will commit resources to ensuring that digital first marketing efforts are focused on growing off-peak tourism, encouraging people to spend more in Wales and is spreading the benefit of tourism and tackling over-tourism by inspiring visitors to discover more of Wales.
• Visit Wales will launch a major new campaign for Wales for the next 3–5 years and announce new themed years for 2022 and 2024.

An engaged and vibrant sector 

We will recognise, coordinate and harness the contribution a wide range of partners can make.

Visit Wales confirms sustainability as the top priority in the new national tourism strategy

On October 9, the Next Tourism Generation Alliance partner, Cardiff Met , attended a Visit Wales Roadshow to learn of the new tourism strategy 2020-2025. The roadshow for the South-East region of Wales was held at Miskin Manor which has Green Key accreditation . The Roadshow was attended by approximately 100 people from the private, public and third sectors. The presentation began with a summary of key findings from a Visit Wales consultation exercise and the top strategic priority identified is sustainability. Louise Dixey summaries several key points relevant to NTG project implementation in Wales.

The top strategic priority for tourism development in Wales, sustainability, is reflected in five new goals. These are (1) economic growth (2) environmental wellbeing (3) cultural wellbeing (4) health wellbeing (5) satisfaction for visitors and locals . This represents a major change from the previous national strategy in which there was simply one goal: an increase of 10% in tourism revenue that has almost been achieved. That said, audience members highlighted that the five new goals should be given parity and economic growth should not be given priority.

Sustainability will also be central in future funding decisions on tourism projects made by the Welsh Government and job creation will no longer be the defining metric. This is significant as tourism has had more funds allocated for quality development over the next decade.

Skills shortages were identified as a challenge. The Director of Culture, Sport and Tourism for the Welsh Government, Jason Thomas, highlighted that “tourism needs to be a first-choice career” as skilled people were needed to provide quality visitor experiences. Furthermore, Visit Wales is planning to establish a physical marketing hub to help tourism businesses improve their digital skills.

The new strategy, Welcome to Wales: Priorities for the Visitor Economy 2020-2025 , once approved by the Welsh Assembly, will be formally launched in November.

Follow the efforts of the Next Tourism Generation via our website, Facebook, Twitter | #NTGskillsalliance or via LinkedIn

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Working with Visit Wales

You can work with us in a number of ways. Read on to find out how to feature in our site searches, add your event to our site, amend an existing product and how to engage with us via social media. 

Firstly, please read our  Frequently Asked Questions . 

Adding or updating your information on our site searches

Our website search covers accommodation, activities, attractions and events. Depending on the nature of your business, you may need to meet specific criteria in order to be visible on the Visit Wales site.

Accommodation businesses need to be accredited through either Visit Wales or the AA. Read further information on accreditation with Visit Wales .

It is recommended that attractions participate in the Visitor Attraction Quality Scheme .

If you are an activity provider please follow these steps:

• Decide if the activities you offer are listed as part of the Visit Wales Adventure Activity Assurance Scheme – you can download a list here .
• If the activities you offer are NOT listed as part of that scheme please download this form and send the completed form to [email protected]
• If the activities you offer are listed as part of that scheme please complete the activity providers self-certification form .

Activity providers should read the further information on the Visit Wales Adventure Activity Assurance Scheme which will provide you with the relevant information to determine if you need assurance or not.  Should you require further information please contact us via:  [email protected]  

Events must meet our  Events Criteria . If it does you can either add the event yourself via the  ProductListing.Wales  website, or complete and submit the form linked to from the Events Criteria page . You can easily amend the details in your product listing online using an account on ProductListing.Wales . If you don't have an account or would like help using ProductListing.Wales, please contact:

Visit Wales Data Steward | [email protected] | 0330 808 9410

For helpful tips for making the most of your product listing download our consumer industry guide of ‘ Top tips for an epic listing ’.

How to update your details on VisitWales.com

If you own a self-catering business and advertise it via an agency your details on Visit Wales will be updated by the agency.

If you work with the travel trade and business events market your business can also be listed on our Travel Trade and Meet in Wales websites. For helpful tips to make your listing appropriate for this audience download our Travel Trade and Business Events guide .

Videos have also been prepared to help you to update your listings:

Updating your details for B2B operator handler (Travel Trade example)

Updating your details for B2B activity (Business Events example)

Updating your details for B2B accommodation (Travel Trade example)

For more information about working with Visit Wales with regards to B2B opportunities and TXGB please contact:

• Mid Wales Tourism for Mid, South and West Wales enquiries - [email protected]  
• North Wales Tourism for North Wales enquiries - [email protected] .

Or see the Tourism Industry Contact Information page .

See the contact us page to lets us know any general comments or feedback about VisitWales.com, or to report problems with the content or our product listings.

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Like us on the  Visit Wales Facebook  page. Post it on our wall, tag us, or add #VisitWales to your photos or videos and we can reshare your content from there. Please don't post dubious material or anything you do not own the copyright for and don't directly solicit for business or spam the page. 

Follow the Visit Wales Instagram  account. Tag the account, or add #VisitWales to your images, and we'll regram what we can.

Follow the Visit Wales Twitter  account. Then @message us or use the hashtag #VisitWales, and we'll retweet what we can.

Please note that adding hashtags to your content doesn't guarantee reshares.

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Wales 'significantly underperforms' promoting itself overseas according to new report

• Wales tourism
• Visit Wales
• Wednesday 12 July 2023 at 4:34pm

These Australians visiting Conwy told ITV News while they love Wales, they hadn't really heard about it before

With its beautiful beaches, captivating castles and magnificent mountain ranges - it begs the question why wouldn't anyone want to visit Wales?

Tourism makes a huge contribution to the Welsh economy, providing jobs for around 12% of the Welsh workforce.

But according to a new report by a group of MPs - put simply, not enough is being done to get more people from abroad choosing Wales when they're booking their next holiday.

It says compared with the rest of the UK, Wales "significantly underperforms" attracting international visitors and there needs to be a big improvement in the way Wales is marketed.

Terry and Karen, who were visiting Conwy from Woodend in Australia, said it was an "accident" that they ended up coming to Wales.

Asked whether they'd seen any adverts about the country before visiting, they told ITV News: "No, none."

"It was b asically from talking to people, and they'd go ‘you should really visit Wales’, but it was really never on our plans to visit."

Meanwhile, Lee and Ruth, from Melbourne, said they also had to find out about the country for themselves.

In 2019, of the 41 million international tourists that visited the UK, only one million visited Wales, and of the total amount spent by international tourists, just 2% was spent in Wales.

As a result, The Welsh Affairs Committee says Wales "punches below its weight" in attracting international visitors. It blames poor marketing, tour operators ignoring Wales and challenging transport connections.

It's now called for Wales' tourist board - Visit Wales - to come up with a better strategy by February 2024 to make the country a more desirable destination.

What does the report say is going wrong?

Poor profile - Despite its culture and language, Wales has a relatively low profile abroad compared to England, Scotland and Ireland.

Smarter strategy - It says its marketing strategy must be based on promoting Wales' unique strengths and attractions. It should also be more up to date with trends such as capitalising on a new American audience thanks to Ryan Reynolds and Rob McElhenny buying Wrexham football club and the subsequent global TV show 'Welcome To Wrexham'. It goes on to suggest adding more visitor attractions closer to Wrexham.

Clever collaboration - It says 'Visit Wales' should be working smarter with Britain's national tourism board 'Visit Britian' to make sure people considering a trip to the UK are exposed to the culture and experiences Wales has to offer. It says Visit Britain 'does not sufficiently promote Wales in its marketing materials' including its website. The Committee was surprised to hear that of those surveyed, 57% of overseas visitors to Wales had not seen any marketing beforehand. The report said tour operators fail to incorporate holidays in Wales in their packages, despite 27% of those tourists surveyed saying that they would consider taking longer trips if holiday packages were available.

Political push - It calls on UK Government bodies responsible for promoting Wales abroad to reflect the distinct identity of each part of the UK in their activities. The report says when the chief executive of 'Visit Britain' is also head of 'Visit England' - it's not convinced Wales is getting an equal amount of promotion and questioned 'Visit Britain's knowledge and expertise of Wales. It also thinks Wales could benefit from a tourist board which has more independence from the Welsh Government

Transport troubles - The report says both the UK and Welsh Governments have to work together to improve transport links in and out of Wales. During its visit to the USA earlier this year, the Welsh Affairs Committee heard that Wales’s poor transport infrastructure is deterring US tourists from considering Wales as a potential destination. It says major tourist attractions such as North Coast Way, Pembrokeshire and Snowdonia are hard to reach without a car, a journey made more challenging with the poor condition and lack of investment in the Welsh road network. It also mentions making rail links to Heathrow airport more accessible for services into Wales.

Tourism tax - It's split opinion since it was conceived but the report draws on concerns the proposed visitor levy may put off international tourists visiting Wales and and a result will make businesses that rely on tourists more at risk. It does say local authorities are best placed to judge whether the levy would have a positive or negative effect and wants the Welsh Government to look-again at the issue

A Visit Wales spokesperson said : “We are pleased to see the report highlight the positive work of Visit Wales in relation to our own marketing, engagement with the tourism industry in Wales, and co-working in the USA.

"We look forward to continuing to work with VisitBritain on how Wales is marketed within VisitBritain’s international campaigns, to tour operators, and in sharing of data with industry – which are crucial components of success in this highly competitive industry.”

The Welsh Conservatives have responded to the report saying: “Tourism accounts for 1-in-7 jobs in Wales, yet Labour Ministers in the Senedd do little to grow or even protect this vital sector of our economy.

 “The Labour Government are intent on taxing the tourism industry to oblivion as opposed to enhancing the Welsh offer. A toxic tourism tax and crippling 182-day holiday let regulations are just a taster of what the socialists in Cardiff Bay have in store for Wales.

 “The Welsh Conservatives would cancel Labour’s tourism tax plans, make Visit Wales independent of government, reverse Labour’s barmy road building ban and invest in infrastructure so that people can get around our great country.”

Transport for Wales Communications Strategy 2019

Communications strategy summary.

1 April 2019 - 31 March 2020

1. Introduction

Transport for Wales (TfW) is a young organisation driving forward the Welsh Government’s vision of a high-quality, safe, integrated, affordable, and accessible transport network in Wales. Our vision is to create a transport network of which Wales is proud.

While our mission, vision and values are clear, we now need to establish and develop our brand and engagement, initially in rail and then as a multimodal organisation as our remit widens.

Our long-term communications aims are to ensure that: 

• We keep customers at the heart of everything we do and ensure they have a voice in TfW’s development 
• Our employees feel proud to be part of the TfW family and their role in delivering our objectives 
• We build a fully bilingual, customer-focused brand that’s trusted and respected by our key audiences and becomes a key part of the fabric of Welsh life 
• We’re recognised as an innovative world-class organisation 
• Our key audiences understand our strategic value and impact on Wales/the Welsh economy 
• We demonstrate that we’re delivering Welsh Government policies as well as our impact on all parts of Wales 
• Our brand becomes a respected member of the Wales-brand family
• We build effective, trusted and collaborative relationships with customers, stakeholders and interest groups 
• We will further develop the ‘Metro’ brand to ensure it complements the wider TfW brand.

Lewis Brencher

Director of Communications

Transport for Wales

2. Our mission, vision and values

Our mission.

Transport for Wales exists to Keep Wales Moving safely by delivering customer-focussed services, expert advice and infrastructure investment.

To create a transport network of which Wales is proud.

We’ll create trust with our customers, employees and stakeholders founded on our values:

Being safe:

How we want our customers to feel: Trusting 

How we want our employees to feel: Responsible

How we want our stakeholders to feel: Assured

Being the best 

• High-performance 

How we want our customers to feel: Impressed

How we want our employees to feel: Proud

How we want our stakeholders to feel: Proud

Being positive 

• The right attitude 
• Can do, will do

How we want our customers to feel: Confident

How we want our employees to feel: Empowered

How we want our stakeholders to feel: Heard

Being connected 

• Enterprising 

How we want our customers to feel: Engaged

How we want our employees to feel: Engaged

How we want our stakeholders to feel: Engaged

Being fair 

• Treating people well 
• Integrity 

How we want our customers to feel: Valued

How we want our employees to feel: Heard

How we want our stakeholders to feel: Valued

Creating shared success

• Passion for the best deal

How we want our customers to feel: Excited/inspired

How we want our employees to feel: Involved

How we want our stakeholders to feel: Involved

3. Our personality and tone of voice

3.1. Our communication strategy will be built on our four key personality characteristics which are outlined in our brand guidelines:

Our personality characteristics will inform the tone of our communications as well as how we communicate. Our brand guidelines include further details of TfW’s brand personality and tone of voice. We update our brand guidelines (See Appendices) regularly based on key audience insight.

4. Our key audiences

4.1. TfW aims to be recognised as an innovative world-class organisation and in the coming years we’ll build brand recognition amongst our key audiences. We’ll tailor our proposition and messages to engage our key audiences and appeal to those who are new to us.

We’ll develop insight into our key audiences as well as the brand attributes that will establish and build our credibility.

4.2. Our key audiences include:

The people of Wales

The people of the borders (for rail)

Journalists, analysts and commentators

Rail industry professionals and organisations

The European Union (review ERDF requirements by project)

Welsh Government ministers

The Welsh and UK Governments

Local Government

Assembly Members

Members of Parliament

Stakeholders

Trades unions

Partner organisations

Welsh Government-seconded staff

Consultants

Contractors

Non-Executive Directors

Employees of partner organisations

5. Key message prioritisation

Image: A pyramid showing priorities. 

Top row: We’ll create a transport network of which people can be proud

Middle row: We’re at the start of a journey to transform our transport network in Wales, investing £5bn over 15 years. We’re putting the customer at the heart of everything we do.

Bottom row: We’re a not-for-profit company, wholly owned by the Welsh Government. We’ve been established by Welsh Ministers to help deliver the Welsh Government’s objectives, including the Well-being of Future Generations Act. We work collaboratively with our industry partners.

Image: Circular graph representing Measures, What they are, Who they are implemented for, How they are implemented, with the end Vision being creating a transport network of which people are proud. 

6. Our strategic communications objectives

6.1. Our communications mission

To build a trusted brand as Transport for Wales, we must recognise that our brand is ultimately a reflection of the decisions we make as an organisation and the service that we deliver for our customers, and therefore the work we do in communications is only part of the development of our brand. Alongside delivering our organisational objectives, we can support the development of our brand by having human, honest, useful and engaging communications with customers, colleagues, partners and stakeholders across the TfW family.

6.2. We’ll achieve our strategic communications mission to create a brand of which people can be proud through the following workstreams, each focused on our key audience groups: 

• Brand and marketing 
• Internal communications and campaigns 
• Media relations 
• Government relations and public affairs 
• Community engagement and our advisory architecture

6.3. Brand and marketing

We’ll build and develop TfW’s bilingual brand and ensure that it is applied consistently across all areas of our activity, ensuring that it becomes an iconic part of the Wales-brand family as well as a positive part of the fabric of Welsh life. We’ll create a brand of which the people of Wales can be proud through good design and engaging application of our brand standards.

We’ll demonstrate how we’re delivering against the policy objectives of the Welsh Government by developing a clear narrative built around the Well-being of Future Generations Act, as well as all the other key policy areas in which TfW is remitted to deliver on behalf of the Welsh Government. We’ll deliver specific campaigns built around these policy objectives and where we are remitted by the Welsh Government on specific projects.

6.4. Internal communications and colleague engagement

We’ll build positive and engaging relationships with colleagues to ensure they feel proud to be part of the TfW family. We’ll achieve this by developing positive opportunities to share information and ensure that TfW’s employees and delivery partners have a voice in shaping the organisation. We’ll create tools and a culture to ensure an open, collaborative and transparent relationship exists between colleagues and teams across the organisation and support visible and accountable leadership.

6.5. Media relations

We’ll build a well-known and trusted brand on social media that characteristically reflects our personality as an honest, transparent, useful and human organisation. We’ll reflect our willingness to transform services as soon as possible. We’ll increase positive coverage in the media to help communicate change as well as to develop a clear narrative, structure and tone of voice people can relate to, understand and be proud of. We’ll build and develop strong relationships with industry partners, stakeholders and journalists.

6.6. Government relations and public affairs

We’ll promote TfW’s reputation and build trust in TfW’s brand with Welsh Government, the wider Welsh Assembly, Members of Parliament and elected representatives more widely. We’ll continue to build our relationship with Welsh Government Ministers by ensuring that we deliver their objectives through effective communication, support and engagement. We’ll support the Welsh Government in communicating and engaging with Welsh Assembly Members and Welsh Members of Parliament about operational topics relating to TfW and our delivery partners.

6.7. Community engagement and advisory architecture

Our services shouldn’t just benefit our passengers. They should also positively impact the local economies and communities we serve and we can only ensure we do this by collaborating with those economies and communities.

We collaborated with our Community Rail Partnerships and other local community groups to develop our Community Rail Vision which outlines our commitments from 2019 onwards. TfW will create an advisory panel which will provide insight into how we’re delivering our commitments. Our broader advisory architecture will provide clear and accessible engagement routes for our users, stakeholders and interest groups.

We’ll also consider how our current engagement structures can be incorporated into our new advisory architecture to ensure that there are clear and transparent engagement opportunities across our current remitted responsibilities.

6.8. Detailed strategies

We’ve developed detailed strategies for each workstream using the Government Communication Service’s OASIS planning tool.

7. Our brand and marketing strategy

7.1. To create a brand of which the people of Wales can be proud, ensuring that it becomes a respected part of the Wales-brand family and a positive part of the fabric of Welsh life. We’ll build TfW’s brand through good design as well as engaging and consistent application of our brand standards.

7.2. TfW is a young organisation and in 2019 – 20 we’ll put in place the foundations that will enable us to build our brand and undertake our future marketing activities.

7.3. Our brand will drive the following:

• Our other communication objectives 
• Our customer experience strategy 
• Our corporate marketing strategy

7.4. We’ve already undertaken significant work to launch TfW and develop our brand to date, and in 2019 – 20 we will focus on building our brand and communicating our long-term impact to achieve our long term aims.

7.5. Implementation

Strategic brand building

As a young organisation, we now need to build our bilingual brand on firm foundations to ensure that we engage effectively with our key audiences and earn their trust and respect. In 2019 – 20 we’ll build our insight into our key audiences to ensure that we develop and implement an effective brand vision/strategy as well as our digital/online brand in line with our developing digital customer experience strategy.

This insight will also drive our creative development strategy and enable us to develop an effective brand promise/proposition, campaigns as well as an impactful visual identity and supporting brand assets.

In 2019 – 20 we’ll continue to develop our tone of voice and core messaging. A distinctive tone of voice will enable us to connect with our customers and ensure that all our communications are consistent whether they’re face-toface, in print, on the ’phone, onscreen or online.

Brand management, application and guardianship

To build an impactful brand with a distinctive personality and consistent tone of voice, we’ll implement strong brand management and effective guardianship. We’ll continue to develop our brand guidelines to ensure that they underpin the detailed application of our brand. We’ll publish new versions of our brand guidelines biannually.

We’ll engage with users of our brand to ensure that they become educated users with a deep understanding focused on our key personality characteristics, attention to detail and consistency.

TfW aims to be a respected, world-class organisation and the interior and exterior of our headquarters will embody our brand and support our ambitions to be an employer of choice as well as the ambitious local regeneration of Pontypridd and the Welsh Government’s inward investment activities.

People/employee brand development

TfW’s aim is to create a brand of which the people of Wales are proud and our mission, vision and values are the cornerstones of our brand. Our people/employees are also playing a pivotal role in building our brand and in 2019 – 20 we’ll develop our internal/people brand and embedding our values to underpin the development of TfW’s culture.

We’ll engage our people by developing a distinctive internal tone of voice that complements TfW’s external tone of voice and ensures that all our internal communications are clear and consistent.

Welsh language

TfW provides services in both Welsh and English and our brand is bilingual. In 2019 -20, we’ll update our Welsh language strategy and supporting policies to embed the Welsh language/bilingualism within TfW’s culture. This will build on the standards we have incorporated from Welsh Government.

We’ll also ensure that our distinctive internal tone of voice recognises that TfW is a bilingual organisation and that all our communications in both languages are clear and consistent.

Strategic marketing and campaigns

TfW is driving forward the Welsh Government’s vision for Wales’ future transport network and in 2019 – 20 we’ll start to build our reputation as an innovative world-class organisation.

We’ll position our role in effectively delivering Welsh Government policy and communicate our strategic value as well as our growing impact on Wales and the Welsh economy. We’ll also develop/update appropriate key messaging/a key message matrix to support all our marketing and communication activities. We’ll tailor our key messages to ensure that they are meaningful to our key audiences.

Our 2018 – 19 Annual Report and Financial Statements will be a key focus during the year and will be the catalyst our strategic reputation-building activities.

Transport for Wales rail customer marketing and brand development

2019 will be TfW’s first full year operating rail services in Wales and the borders and our rail marketing team will build TfW’s brand, recognising the unique nature/requirements of the Wales and Borders rail service.

We’ll establish effective brand guardianship and creative development. We’ll also ensure that our collaborative campaigns contribute to the development of our brand with consideration for the commercial and consumer engagement requirements of our teams.

Development of the Metro brand

The Development of the South Wales and North Wales Metros are core projects for Transport for Wales. As the work to build and establish the services starts, the brand and customer proposition for these services will also need to be further developed from the strong foundation which has already been established.

Development of the Metro brand will be a key activity for 2019/2020 and will need to complement the wider work to develop the TfW brand. TfW will ensure that customers and stakeholders have a clear understanding of the opportunities and benefits that Metro can deliver, as well as the journey to create it.

8. Our internal communications and campaigns strategy

8.1. Internal communications

We’ll build positive and engaging relationships with our employees to encourage them to feel proud to be part of the TfW family. We’ll achieve this by developing positive opportunities to share information and ensure that our employees and delivery partners have a voice in shaping TfW.

We’ll create tools and a culture to ensure an open, collaborative and transparent relationship exists between employees and teams throughout TfW. We’ll also support visible and accountable leadership. This will be built around the adoption of a social partnership model, with employee collaboration and representation throughout our development.

8.2. Campaigns

We’ll develop award-winning creative campaigns that are led by the objectives of our business plan and are aligned to our key personality characteristics (human, honest, engaging and useful). Our campaigns will be built on consistent and strong foundations and will build trust in TfW’s brand and the services we deliver while bringing TfW’s brand to life.

Our campaigns will communicate what TfW stands for as well as our vision and values with integrity and confidence. Our campaigns will be internally and externally focused and successfully reach our key audiences.

We’ll also ensure that TfW becomes a leading voice in key national and international campaigns to show our commitment to important industry initiatives, charities and projects, aligned to broader Welsh Government policy objectives.

Internally, our campaigns will engage our people and will play a significant role in developing and embedding our internal culture.

8.3. Implementation

We’ll create ‘best in the business’ internal communications and build a trusted and engaged workforce which cements the one team ‘TfW family’ approach. Working closely with colleagues from Transport for Wales Rail Services, and Network Rail will play an essential role in key areas of the business.

We’ll launch new and engaging platforms created and managed with the views and needs of our staff across the organisation, which will build on our aspiration of becoming an employer of choice.

We’ll take into consideration employee working patterns, including our colleagues based across Wales in other various locations when planning colleague events.

Our overarching aim is for our colleagues to trust our internal communications service and find the service useful and valuable both to their role and as a TfW employee.

We’ll build on our existing, encouraging engagement levels to create TfW’s full suite of internal communications platforms for our colleagues to engage with.

Through our programme of activity aligned to these platforms, we’ll ensure all employees and key stakeholders can easily access key information and updates. We’ll also ensure our employees and stakeholders are the first to know of any changes, launches and relevant updates.

The internal communications tactics we implement, and our chosen platforms will be led and shaped by employee input and feedback.

We’ll encourage two-way communication as part of our internal communications, encouraging our colleagues to participate and provide feedback.

Our internal communications will include multi-channel options, including digital and face-to-face.

We’ll align our internal tone of voice with TfW’s brand.

In 2019/20 we’ll implement a range of campaigns including campaigns to: 

• Communicate the launch of Welsh Concessionary Travel Cards 
• Cardiff’s Bus Interchange 
• Welsh Government’s Transport Change Programme 
• The transfer of onboard rail catering services to TfW
• Recruitment campaigns

8.4. Key messages

Our internal tone of voice and key messages will complement and reinforce our brand, vision and values. Our key messages are: 

• We’re committed to keeping you up to date 
• We’re committed to creating a one ‘TfW family’ approach 
• We’re working together to Keep Wales Moving 
• We’re committed to achieving our values

In line with our values, we want employees to feel 

• Responsible
• Empowered 

9. Our media relations strategy

9.1. We’ll build a well-known and trusted brand on social media that characteristically reflects our personality as an honest, engaging, useful and human organisation. We’ll reflect our willingness and plan to transform services.

9.2. We’ll increase positive coverage in the media to help communicate change and develop a clear narrative structure and tone of voice that people can relate to, understand and be proud of. We’ll build and develop strong relationships with industry partners, stakeholders and journalists.

9.3. Implementation

Through our content creation and engagement with the media: 

• We’ll build a well-known and trusted brand that characteristically reflects honesty, transparency and a willingness to transform services as soon as possible - For People, For Places, For Wales 
• We’ll develop a clear media relations plan focused on key TfW developments/achievements that ensures that we are running media campaigns to communicate and support these achievements 
• We’ll increase positive coverage in the media and develop a clear narrative structure and tone of voice that people can relate to, understand and be proud of 
• We’ll build and develop strong relationships with industry partners, stakeholders and influential journalists (local, national and rail trades), responding to journalists’ enquiries within required timescales wherever practically possible 
• Collaborate with our industry partners, attending regular meetings to ensure consistent messaging and to create a joined-up image of the transport industry in Wales 
• We’ll work closely with political stakeholders including arranging ministerial visits to maximise positive media coverage and highlight our relevance to government responsibilities 
• We’ll develop a clear message prioritisation structure to underpin all our content

9.4. We’ll create, develop and publish content that’s:

• Relevant to TfW’s responsibilities 
• Relevant to the Welsh Government’s responsibilities
• Objective and explanatory 
• Engaging and informative 
• Always a justifiable expenditure of public funds 
• Authentic and transparent 
• Politically neutral

We’ll demonstrate visible and accountable leadership by ensuring that relevant TfW spokespeople represent our brand when communicating with the media.

10. Our government relations and public affairs strategy

10.1. We’ll promote TfW’s reputation and build trust in TfW’s brand with our audience: the Welsh Government, the wider Welsh Assembly, Members of Parliament (MP) and elected representatives more widely. Elected representatives are appointed by those that use and are impacted by our activities and therefore it is essential that we work collaboratively with all of them.

10.2. We’ll improve our partner relationships with Welsh Government Ministers by ensuring that we deliver their objectives through effective communication, support and engagement. We’ll support the Welsh Government in the effective communication and engagement with Welsh Assembly Members (AM) and Welsh MPs for operational topics relating to TfW and our delivery partners.

10.3. We’ll engage with Welsh Government Ministers, AMs and MPs to: 

• Promote TfW’s reputation 
• Build trust in TfW’s brand with Welsh Government, the wider Welsh Assembly and MPs 
• Improve our partner relationships with Ministers, ensuring that they feel informed and engaged in TfW’s journey of transformation 
• Ensure that they understand that TfW has ambitious, achievable plans and we’re delivering them 
• Ensure that they understand that TfW is available and here to help

10.4. Implementation

We’ll develop our insight into our audience to target our communications, recognising our audience’s knowledge levels and interest in transport and ensure that we provide them with different options in relation to how or when they engage with TfW.

We’ll undertake a survey of all AMs and Wales and Borders MPs to develop our insight into their understanding and views of TfW’s services.

We’ll engage with our audience through a range of different communications channels:

• Direct communication, including responding to constituents’ enquiries and attending meetings 
• Newsletters summarising our news and forthcoming events 
• Drop-in sessions for AMs and MPs at the Senedd and in Westminster 
• Constituency briefings, including high-quality online and printed content to update, inform and provide useful information for constituents

11. Our community engagement strategy

11.1. Our services shouldn’t only benefit the passengers using them, they should also have a positive impact on the local economies and communities that we serve, and we can only ensure this by working collaboratively within those communities. As a result, we’ve launched our Community Rail Vision, produced in collaboration with our Community Rail Partnerships and other local community groups which outlines in detail all our commitments for 2019 and beyond.

11.2. Implementation

We’ll create an advisory panel to provide insight and scrutiny for the delivery of our commitments and to guide the development of the organisation. We’ll complement this by developing a broader advisory architecture providing clear and accessible engagement routes for users, stakeholders and interest groups.

As part of our advisory architecture, we’ll also consider how to incorporate our current engagement structures to ensure we create clear and transparent engagement opportunities across our current remit.

Politics latest: Next Scottish FM tipped to be 'crowned with no contest' after Yousaf quits

Humza Yousaf has announced his resignation as SNP leader and Scotland's first minister following the fallout from his decision to end the SNP's powersharing agreement with the Scottish Greens. Former SNP leader John Swinney is an early favourite for the job.

Monday 29 April 2024 22:57, UK

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• Yousaf quits as Scottish FM after ending powersharing deal
• Outgoing SNP leader admits he 'underestimated' hurt caused
• Next SNP leader tipped to be 'crowned with no contest'
• The contenders who could replace him in Scotland's top job
• Analysis: The biggest political miscalculation of Yousaf's career
• Explained: How did we get here - and what happens next?
• Daily podcast: Does this spell end for Scottish independence?
• Live reporting by Faith Ridler and (earlier)  Samuel Osborne

By Daniel Dunford , senior data journalist

There might not be a general election just yet, but there are important votes that will define how the areas around us are run for the next four years. 

See what's happening where you are here:

Thursday's local elections have been pencilled in as a day of peril for Rishi Sunak for so long, it's hard to remember when Tory turbulence - and maybe even a leadership challenge - was not expected after 2 May.

Most council seats up for election were last contested in 2021, the high watermark of Boris Johnson's political prowess, when the Tories were benefiting from a vaccine bounce.

Since then, the party has plunged in the polls after ploughing through two prime ministerial downfalls.

But in the Politics At Jack And Sam's podcast, Politico UK editor Jack Blanchard and I explore whether it might be Labour who have the harder job to do if they don't clean up some of the highest profile races, with Tories winning in long-time Labour areas.

Thursday's local elections see 107 councils, 10 high-profile metro mayors and a parliamentary by-election in Blackpool South.

Unusually, both Tories and Labour are broadly setting their expectations in the same place and, by also studying the work of Sky analyst Professor Michael Thrasher, we've been working out what might happen.

Read more here:

Scotland's First Minister Humza Yousaf has resigned – days after he cut the SNP's powersharing deal with the Scottish Greens.

It followed a bitter row over the SNP's climbdown on climate targets as he said the agreement between the parties had "served its purpose".

As a result, his former Green allies teamed up with the Conservatives, Labour and Liberal Democrats to get behind two no-confidence motions, one in himself as leader of Scotland and another regarding the entire Scottish government.

Now attention turns to another SNP leadership contest and what the divisions in Scottish politics could mean for the future of the independence campaign.  

On the Sky News Daily , Matt Barbet speaks to Paul Hutcheon, political editor of the Daily Record, and Shona Craven, from The National, about how the SNP can move on after Mr Yousaf's resignation.

Plus, Connor Gillies , our Scotland correspondent , explains how the leadership election will unfold.  

Humza Yousaf has quit as Scotland's first minister and leader of the SNP.

We take a look back at how the 39-year-old rose through the ranks to become Scotland's top politician.

Mr Yousaf - the MSP for Glasgow Pollok - was born in the city on 7 April 1985 to a Pakistani father and Kenyan mother.

He was privately educated at Hutchesons' Grammar School in Glasgow and became interested in politics during his youth.

He went on to study the topic at the University of Glasgow, graduating in 2007 with an MA.

During his time at university, he joined the SNP. He was also president of the Muslim Students Association and was involved in the Students' Representative Council.

It was straight to Holyrood for Mr Yousaf, taking a job as a parliamentary assistant to the SNP's Bashir Ahmad - Scotland's first Muslim MSP.

After Mr Ahmad's death two years later, he carried on the role and worked as an assistant for a number of MSPs, including Nicola Sturgeon and the then-first minister Alex Salmond, solidifying his place in the party.

Read more about Mr Yousaf's life in politics from our Scotland reporter Jenness Mitchell here:

The Sky News live poll tracker - collated and updated by our Data and Forensics team - aggregates various surveys to indicate how voters feel about the different political parties.

With the local election campaign well under way, Labour is still sitting comfortably on a roughly 20-point lead, averaging at 43.5% in the polls, with the Tories on 23.2%.

In third is Reform UK on 12.4%, followed by the Lib Dems on 9.5%.

The Green Party stands at 6.2%, and the SNP on 3.0%.

See the latest update below - and you can read more about the methodology behind the tracker  here .

With a general election looming, what counts as gains and losses for the main parties in next week's locals? 

Sky's election analyst Michael Thrasher tells us what to look out for:

By Jenness Mitchell , Scotland reporter

John Swinney is a name that has kept coming up since Humza Yousaf announced his resignation as SNP leader and Scottish first minister today.

He's received the backing of party heavyweights like Stephen Flynn and Ian Blackford, and was the first to announce he's giving "very careful consideration" to running for the leadership.

Speaking to Sky News, Mr Swinney said: "I'm giving very careful consideration to standing to be the leader of the SNP.

"I've been somewhat overwhelmed by the requests that have been made of me to do that, with many, many messages from many colleagues across the party."

There and back again?

Mr Swinney stood down as deputy first minister following Ms Sturgeon's shock resignation in 2023.

The former SNP leader, who resigned from that post in 2004 following poor European Parliament election results, is clearly tempted to once again step into the spotlight following his year on the backbenches.

The MSP for Perthshire North, who was finance secretary under Alex Salmond's government, has the experience to hold the fort following Mr Yousaf's departure.

He ruled himself out of the 2023 leadership race, citing that he had to put his young family first.

Mr Swinney said he's got "lots of things to think about".

He added: "There's the whole question of my family. And I have to make sure that I do the right thing by my family, they are precious to me.

"I have to do the right thing by my party and by my country. So, there's lots to be thought about, and I'll give all of that consideration in the days to come."

By  Jennifer Scott , political reporter

For the DUP's Carla Lockhart, the death of her father gave her a different view.

He died last year aged 66 after suffering from cancer for almost five years, and she said due to his faith "he never feared dying because he knew he was going to his heavenly home". 

Speaking at Westminster Hall's assisted dying debate today, Ms Lockhart said her father's cancer was "absolutely horrendous" and "caused him immense pain and suffering".

Despite that, she said he "knew that there was an appointed time for his home calling, and it wasn't for him or any other to decide in that time". 

She added: "The palliative care and cancer care was exceptional. With further investment, it could be even better. 

"So I speak today, not as someone who hasn't experienced a loved one who has suffered with terminal illness. I know the journey. But I also know the one thing these people don't need is the law telling them their lives aren't worth living or that they are costing too much. 

"We need to tell such people they are valued, they are important, we care for them no matter the cost, and we must put our money where our mouth is and ensure that all those who need it can access high quality specialist palliative care."  

By Jennifer Scott , political reporter

MPs crammed into Westminster Hall today to discuss the contentious issue of assisted dying after a petition - sparked by the campaign of Dame Esther Rantzen to change the law - came to the floor.

Conservative Simon Jupp told the story of how one of his own constituents made his mind up on the issue.

They met when he was walking past the elderly man's garden, where he was pruning on his wife's behalf as she was now in a local care home.

"At this point I could see he wanted to cry," said Mr Jupp. 

"In a very British way he apologised and went on to explain… his dear wife, the love of his life, is terminally ill, has no quality of life, lives in constant pain and can't leave her bed.

"He visits her everyday and every single day she tells him she doesn't want to be here any more. It was clearly breaking his heart."

The man asked the MP if he supported assisted dying.

"The look of relief when I said yes was palpable, and we shared a moment together," said Mr Jupp. "And I will never forget that conversation."

Our deputy political editor Sam Coates is now joining Sophy Ridge, and he comes prepared with some new polling on the Tees Valley mayoral election.

Ben Houchen has a seven-point lead on 51% of the projected vote, he says, with Labour's candidate trailing behind with an estimated 44% and the Liberal Democrats with 5%.

"It's not a massive lead," Sam stresses. "It's down from 73% when this seat was last fought, he's dropped to 51%, but a clear lead over Chris McEwan the Labour candidate and the Lib Dems far behind there."

He adds that he was "really ahead" in the over-65s category.

Turning to the West Midlands, a YouGov poll has put Conservative candidate Andy Street two points ahead of Labour.

"YouGov say these figures are essentially too close to call… actually you can see the Lib Dems, Reform, Green and the independent George Galloway-backed candidate totalling much more than the 2%.

"If you squeeze these, then that might just turn the outcome."

Sam says that Thursday - the day of the local elections - could well be a "red letter day" for Prime Minister Rishi Sunak.

This would be the case "if he loses half of his local councillors" and mayoral elections. 

"But this polling suggests that Rishi Sunak is in with a chance of holding on" in Tees Valley and the West Midlands.

If he does that, Sam says, "could it be Labour who have been ramping up expectations, then end up having to do some explaining?"

As a reminder, here are the candidates for the Tees Valley mayoral election:

• Ben Houchen, Conservatives; 
• Chris McEwan, Labour; 
• Simon Thorley, Lib Dems.

And for the West Midlands:

• Siobhan Harper-Nunes, Greens; 
• Richard Parker, Labour; 
• Andy Street, Conservatives; 
• Sunny Virk, Lib Dems; 
• Elaine Ruth Williams, Reform; 
• Akhmed Yakoob, independent.

That wraps up tonight's Politics Hub With Sophy Ridge , but we'll have all the latest from Westminster and beyond throughout the night.

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Steven Spielberg's latest project: Providing strategy for the Biden campaign

Steven Spielberg is working with President Joe Biden 's re-election campaign to provide strategy for the Democratic National Convention , a source familiar with the matter confirmed to NBC News on Friday.

Spielberg, a longtime supporter of Biden, has already actively participated in meetings with convention organizers for the August event, the source said. He does not currently have plans to create a film portion for this summer’s events, according to the source, though he did produce a film for then-President Barack Obama’s campaign in 2008.

Puck first reported on Spielberg's involvement.

The famed director previously a pp e are d at a Biden campaign fundraiser in the Los Angeles area in December that included Barbra Streisand, director Rob Reiner, recording industry magnate David Geffen and others.

Spielberg’s friend and former DreamWorks business partner Jeffrey Katzenberg is also a co-chair of the Biden campaign. Katzenberg also hosted a fundraising meeting at his home during the campaign's December push in the greater Los Angeles area.

The Biden campaign is separately in discussions with Obama about appearing alongside his former running mate at a Los Angeles fundraiser in mid-June, a source familiar with the matter told NBC News.

The fundraiser, first reported by Axios, is expected to feature Katzenberg and George Clooney as hosts, that source said.

A spokesperson for the Biden campaign did not immediately return NBC News' request for comment about the campaign’s upcoming plans.

The star-studded event would be a sequel of sorts to the high-profile fundraiser held last month at New York City’s Radio City Music Hall, which featured Biden and Democratic predecessors Obama and former President Bill Clinton.

That event, hosted by actor and comedian Mindy Kaling and moderated by late night host Stephen Colbert, raised more than $26 million , according to the Biden campaign.

The Biden campaign and its affiliated fundraising groups raised $90 million in March, nearly matching what they  raised  in the first two  months  of the year combined.

Peter Alexander is chief White House correspondent for NBC News.

Zoë Richards is the evening politics reporter for NBC News.