PROPOSALS FOR THE REVITALISATION OF BRIDGETOWN, BARBADOS

Prepared by
Cecil Miller and Charles Holder

Institutional

- Establish a public-private partnership (PPP) structure to implement the Bridgetown revitalisation

plan, network with public and private sector entities to maintain standards in Bridgetown; coordinate
management and maintenance of public spaces and market and promote the city.

- Establish the Bridgetown Foundation (BF) as a registered non-profit entity to undertake the
oversight, communication and coordination of public and private sector activities in the city. This new
entity should not be seen in the mode of local Government but should operate as a PPP with a board of
directors drawn from the public and private sectors. A Town Centre Coordinator (TCC) with appropriate
staff will manage the day to day operations of the BF.

- Establish partnership agreements between the BF and public and private sector entities that
provide essential services to the City. The BF will also establish protocols for action and commit these
entities to giving priority response to requests made by the BF for their intervention.

- Establish a Historic Bridgetown and Garrison Trust Fund to be administered by the BF.

Infrastructure

- Improve lighting, signage, garbage clean-up and security in the City.

- Establish an information kiosk at Lower Broad Street with the requisite Internet connectivity.

- Build and operate additional public washroom facilities in the City.

Shopping Experience

- Expand the range and improve the variety of products offered.

- Expand the offer of validated parking for customers.

- Introduce a loyalty programme for City shoppers.

- Encourage businesses to commit to establishing late night shopping as a signature feature of the
Bridgetown experience.
- Introduce a city wide customer shuttle service.

Culture and Entertainment

- Establish an appropriate legal and regulatory framework for the training and monitoring of tour
guides and the introduction of themed city tours - architecture, history, churches, museums, art,
sports, shopping etc.

- Develop and implement an annual programme of cultural and entertainment activities in

Bridgetown.

Projects to Resuscitate Bridgetown Requiring Little Capital Expenditure:

The following activities should be undertaken to stimulate the revitalisation of Bridgetown.

Short-term (1-3 years)

(a) The Bridgetown Experience: Define/create; market and promote the Bridgetown Experience
as a unique brand.

(b) Lighting and Security: Place priority on improving lighting which is one of the key elements in
improving the ambience, environment and security of Bridgetown at night.

(c) Property Owners should be encouraged to improve lighting in the areas approximate to their
properties. In addition, a determination should be made of the extent renewable energy can be
utilized as a component of the plan for improved lighting in Bridgetown.

(d) Signage: Place priority on improving both directional and interpretive signage in and around the
city e.g. directions; location maps and directions to points of interest. To this end, it is proposed
that the 1998 Design Collaborative study on interpretive signage be adopted and used with
appropriate modifications/adaptations as the basis for discussions with relevant agencies,
including the Tourism Development Corporation, to undertake this initiative.

(e) Service Delivery: Make Bridgetown an attractive business and shopping friendly city by
establishing and maintaining set standards and parameters for service excellence. In this regard,
the National Initiative for Service Excellence (NISE) should undertake a study to determine what
those standards and parameters should be and devise a comprehensive programme to facilitate
their implementation in the short, medium and long term. In effect, service excellence should be
seen as a competitive strength and the primary attraction for shopping in Bridgetown in future
and in order to realize the foregoing, the management of business enterprises in Bridgetown
must be at the forefront of the initiative.

(f) Marketability of Products: Encourage store operators to add greater variety, product innovation
and packaging to products offered in Bridgetown while emphasizing variety, value and
convenience.
(g) Garbage Storage: Place priority on Investigating and introducing tamper-proof garbage bins in
Bridgetown. The Sanitation Service Authority (SSA) has committed to taking the lead in this
initiative in collaboration with a private firm. To this end, the 2007 Ecoisle study should be
adopted and used as the basis for discussions between the relevant public and private sector
entities and financial institutions with a view to securing the requisite technical and financial
resources needed to undertake this initiative.

(h) Crime and Security: Increase security and especially police presence in the city in order to build
the confidence of late night users of the city. The RBPF should seek to increase the area of CCTV
coverage in Bridgetown and acquire other appropriate equipment to increase its mobility
around the city.

(i) Tour Guides accreditation: Expand the training and licensing of tour guides for Bridgetown and
its Garrison. In this regard, the Barbados Tourism Product Authority (BTPA) should engage the
relevant Government Ministries, the Barbados Museum and Historical Society (BHS) and the
Barbados National Trust (BNT) in discussions concerning the development and implementation
of an ongoing programme for the training and licensing of tour guides generally in Barbados but
more specifically for Bridgetown and the Garrison. In so doing, the BTPA should seek to have
such a programme accredited and supported by the relevant legal and regulatory framework to
facilitate its orderly implementation in the short, medium and long term. In addition,
consideration should be given to the type of dress/uniforms which tour guides should wear.

(j) Tours promotion: Place priority on marketing and promoting tours of Parliament, the Jewish
Synagogue and other historic buildings/structures in Bridgetown as well as the development of
themed city tours e.g. architecture, history, churches, museums, art and literature etc.

(k) Entertainment calendar: Encourage and promote greater entertainment and cultural
performances in the city centre both during the day as well as in the evening as part of the
shopping experience. There should be an annual calendar of city entertainment/performances
e.g. Pan in the City; Arts in the City, Mobile Cinema in the City; NIFCA Comes to Town; Christmas
in the City, Choirs in the City, Dancing in the City; City Jazz, Bridgetown Calypso/ Latin / Nights;
Story Telling Nights. The National Cultural Foundation (NCF) and relevant partners should
develop and implement a calendar of events for Bridgetown as well as the promotion and
execution of other events being undertaken by other private entities. The foregoing calendar of
events should, wherever possible, allow locals and visitors to participate and interact and be
engaged rather than to be serenaded.

(l) Cultural Entrepreneurship: Share with entertainers and cultural performers, the vision for the
redevelopment of Bridgetown in regard to opportunities for events, cultural performances and
exposure of local talent. Encourage and support and facilitate the activities of this stakeholder
group as the major pull factor in attracting locals back to the city.

(m) Night shopping: Use the BTPAs Come Town as a signature evening and night market concept
for Bridgetown with participants offering art, crafts flea market items and food. Stores would
continue to open late and bars, restaurants and nightclubs in the centre would be encouraged
to participate.
(n) Attractions: There should be a ceremonial changing of the guard and/or other related military
type ceremony held in the courtyard of Parliament at least once per week when the House and
Senate are not in session. The Chamberlain lift bridge should be raised to coincide with the
foregoing event.

(o) Pedestrianisation of Streets: Friday and Saturday from 6.00 p.m. to 6.00 a.m. pedestrianise
Nelson Street from its junctions with Fairchild Street and Wellington Street, to create an area for
relaxation and socialisation. The proximity to the nearby Fairchild Bus Stand should ensure
sustainable patronage. It is also expected to provide a revenue base for the upgrading of
businesses and the immediate community.

Friday and Saturday from 6.00 p.m. to 6.00 a.m. restrict Baxters Road to public transport only
from its junction with Passage Road to Chapman Street, thereby reviving opportunities for the
resuscitation of the traditional social activities on that street. Nelson Street and Baxters Road
are known to be the areas where you go to get good food, drinks and have a good time and
where the true Barbadian experience can be found. Both areas are in need of a facelift and a
general clean-up and should be included in the general infrastructural development plans. It is
proposed that the two streets be developed and marketed to residents and visitors.

(p) New Christmas Product: Increase the marketing of Christmas Morning in the Park to visitors,
with opportunities for the sale of traditional Bajan Christmas refreshments. More specifically,
the BTPA, Barbados Tourism Marketing Inc. (BTMI), the Barbados Hotel and Tourism Association
(BHTA), and the NCF should collaborate with a view to formulating a plan which would allow for
the future development of Christmas Morning in the Park as a signature event on the annual
calendar of cultural and entertainment activities in Bridgetown.

(q) City Host Programme: Develop and implement a City Host Programme to provide information to
Barbadians and visitors alike on everyday matters and activities in the City.

(r) Fish Market Attraction: Redevelop the Old Fish Market Site on Bay Street as a community Arts
and Craft Centre. The foregoing would enhance/augment the existing community activities
which takes place there on a daily basis.

(s) Property Owners Association: Bridgetown property owners should give consideration to
establishing a Bridgetown Property Owners Association which would not only represent the
interests of Property Owners in Bridgetown but, most importantly, articulate the views of this
group with regard to the future growth and development of Bridgetown;

Medium-Term (4-6 Years)

(a) Design and Marketing Outlet: Place greater emphasis on authenticity and collaborate with the
Barbados Investment and Development Corporation (BIDC) in providing increased assistance in
design and marketing for handicraft producers. More specifically, there is a need for an
emporium for the production and sale of handicraft items either at an improved Pelican Village
or within the core shopping area of the city.
(b) Ambience and Environment: Place greater focus in the ongoing revitalisation of the city on the
further development of the environment and the ambience of the city. This includes Parliament
Buildings and Palmetto Square, the Careenage; Hincks Street and Princess Alice Highway and
Fairchild Street/ Nelson Street; and Baxters Road/Tudor Street. In this regard, the Ministry of
the Environment, Environmental Protection Department (EPD) and the National Conservation
Commission (NCC) should collaborate with a view to preparing a comprehensive plan for the
sustained development and maintenance of biodiversity in Bridgetown. The foregoing should
include in particular the identification and sourcing of the requisite financial resources needed
to facilitate the required ongoing maintenance.

(c) Literature for tours: Encourage UWI and the Barbados Community College (BCC) to undertake
an intensive programme of research on the history of the names of streets and places of
historical interest in Bridgetown particularly now Bridgetown and the Garrison have been
designated as a UNESCO World Heritage Site. The information generated from the foregoing
research should be used to appropriately interpret and highlight these streets and places of
interest as the primary heritage and tourism assets of the city;

(d) Safety for pedestrians and wheel chair shoppers: Improve and establish uniformity of standards
for city sidewalks;

(e) Strengthening of BARVEN: Provide institutional strengthening of BARVEN and engage vendors
in the design of an improved portable stall, dress and diversification in products offered e.g. old
bread carts, traditional Bajan products e.g. coconut water, food and drink e.g. breads sweet
bread, turnovers etc; confectionary- comforts, sugar cakes, guava cheeses etc.

(f) Improved Vending Facilities: Provide improved amenities for vendors and require licensed
vendors to wear picture ID badges which should be linked by number to their permits. More
specifically, the Ministry of Agriculture should engage the IDB in discussions with a view to
securing the requisite technical resources needed to assist BARVEN in undertaking the design
and construction of an outdoor market at Cheapside with the appropriate amenities as a pilot
project. The primary objective of the foregoing would be to determine a model which could be
employed in other areas of Barbados;

(g) City Shuttle Bus: Establish a city shuttle bus service linking car parks to the city centre and
facilitate seamless trouble free travel to and from the city centre using park and ride and ticket
transfers. Specifically, the Ministry of Transport and Works should test the efficacy of employing
a city shuttle that could include buggy rides and the use of solar powered vehicles to facilitate
more convenient access to and egress from the city centre for locals and visitors alike;

(h) Increased Dining Options: Increase the number of quality restaurants in the City.

(i) City Beautification: Coordinate and paint buildings in colors that can add vibrancy to the city.

(j) Residential Improvements: Government should formulate a social investment programme

which would allow for the improvement of residential communities in the city. The programme
would be aimed at improving the education, housing stock, living standards and the aspirations
of city communities. It would also seek to address the needs of the youth in city communities.
 Such a programme would require prior and ongoing consultation with inter alia, the Ministry of
Education and the churches in and/or nearby these communities;

(k) Taxi Drivers: Certify and regulate the operation of taxi drivers to reduce potential negative
experiences of visitors and locals visiting the city. In this regard, the Ministry of Transport and
Works, BTPA and the BCC should collaborate in the design and implementation of an ongoing
programme of training for taxi drivers in the city and the Bridgetown Port;

(l) Renewable Energy: Develop and implement a renewable energy plan for the city, including a
plan for energy conservation. This could be implemented in the first instances by way of the
design and implementation of a pilot project in a selected area to demonstrate the efficacy of
the plan;

(m) Maintenance: Develop and implement a maintenance and environmental management

programme for all city assets.
Long-Term (7-9 years)

Projects Requiring Major Capital Expenditure

The Carnegie (Public) Library Building on Coleridge Street: This building appears abandoned and the
nearby Montifiore Fountain is unkempt. The library building needs to be restored with the latest
technology and equipment. Consideration should be given to using part of the adjacent former law
courts for the expansion of the library.

The redevelopment and restoration of the city block bounded by James Street, Synagogue Lane,
Coleridge Street and Magazine Lane was completed in time for the 50th Anniversary of Barbados
Independence. Consideration should be given to erecting an appropriate memorial to the Right Excellent
Sarah Ann Gill within this approximate area.

Parking Facilities in Bridgetown: The western section of Bridgetown, appears to have the requisite
amount of parking facilities needed to meet current demand with the BTI and City Centre multi-storey
car parks, the reclaimed Waterfront car park and a number of privately operated car parks in its
immediate environs. The eastern and South-eastern section of Bridgetown appears to be equally well
served in this regard with the BTI car park and a number of relatively small privately operated car parks
in its immediate environs. There has been loss of some of the parking previously available at the former
Coleridge Street car park as a result of the redevelopment and restoration upgrade of the city block
referred to above. In anticipation of further loss of car parking spaces in Bridgetown in the medium to
long term, it is proposed that an updated survey be carried out with a view to assessing the anticipated
demand for parking in Bridgetown in the short, medium and long term and that an appropriate plan be
prepared for the location of new facilities and/or the institution of alternate transportation and traffic
management arrangements in Bridgetown to meet the afore-mentioned demand.

Restoration of Empire cinema: The private sector entity which has been given a lease to restore and
operate a brewery garden and theatre should provide a timeline for the implementation of this project.

Creation of a Performing Arts Centre: The ICBL-owned Marshall Hall building should be restored as a
multi-use arts centre. In this regard, the ICBL may wish to consider maintaining naming rights to the
building and providing sponsorship support for activities at the centre.
Coastal Ferry Service: A feasibility study should be carried out on the introduction of a sea ferry service
between Bridgetown and the South and West Coasts as far as Oistins and Holetown;

Rihanna-inspired Retail Store

Consideration should be given to encouraging the establishment of a Rihanna-inspired retail store. This
will be seen a unique opportunity to build the association between Rihanna and her home country
Barbados. The store has the potential to be a major attraction not only for locals but visitors and should
significantly assist in increasing commercial activity in Bridgetown, one of the main goals of the
Bridgetown revitalisation project. The securing of a Rihanna brand retail establishment will not only give
Barbados a competitive advantage but would be in keeping with the islands status as a Caribbean
location for popular duty free brands. It could also assist in increasing the Islands per capita cruise
passenger expenditure, one of the lowest in the Region.

Among other items, the store would offer Rihanna branded mugs, clothing T-shirts, hats, umbrellas and
perfumes. A location on Broad Street would appear to be in keeping with the brand positioning desired
for the store and to maintain Broad Streets image as a mid to up-scale shopping location. The store has
the potential to serve not only as a retail store but also a Bridgetown attraction.

Branded Stores

The introduction of mid-range / price store brands should be used as a strategy to re-position
Bridgetown given the opening of Limegrove Lifestyle Centre and the likelihood that top duty free brands
will be attracted to Limegrove rather than Bridgetown. The attraction and expansion into mid-range /
price brands would also better position Bridgetown stores to compete with the proposed Sugar Point
Cruise Facility whenever this comes on stream. In addition, it is expected that Bridgetown would again
be able to lure shoppers who in recent times have shown a preference for alternative shopping
locations.

Local Fashion Retail Outlet

It is proposed that an outlet be provided in central Bridgetown for the sale of products produced by
local designers. The many talented designers of Barbados, many of them graduates of the Barbados
Community College must be given greater exposure through the marketing of their products. The
provision of a Bridgetown retail outlet for local designers has the potential to provide sales, employment
and foreign exchange. Most importantly, it would increase the range of authentic Barbadian products
which visitors are increasingly seeking but which are steadily shrinking in supply and replaced by China
made, Barbados stamped imitations.

Cinema and Theatre

The establishment of a cinema would be consistent with the vision of late night activities in the town.
However its feasibility would have to be carefully evaluated. Stores in Bridgetown currently are
reluctant to open later than 4:30 p.m. because of the reduced pedestrian traffic and demand after the
traditional closing time. However, many have indicated that they would be willing to open their doors
after 4.00 p.m. if the demand could be created. It is unlikely that a strategy focused on shopping only
will be able to sustain the late opening of stores in the city. Rather, a range of activities that attract
persons to the city are more likely to create the critical mass of traffic to support a range of businesses,
including stores.

Movie goers will be more inclined to visit other areas of Bridgetown before and after the movie, thereby
creating demand from approximately 5.00 p.m. to 9.00 p.m. It should be noted that the two of
Bridgetowns competitors, Sheraton Mall and Limegrove Lifestyle Centre, have cinemas. A competitive
analysis undertaken as part of the feasibility study will likely show that the existence of cinemas in these
two locations is part of their appeal to shoppers. The price point(s) for a ticket at a Bridgetown cinema
would have to be carefully positioned, given ticket prices of $25-$40 at Limegrove Cinemas and $16 at
Olympus Theatres, Sheraton.

Heritage Tours

Heritage preservation is recognised as an important component of a livable city; an essential element

that provides people with a feeling of security and a sense of belonging in the place where they live.
Opportunities exist for the design and packaging of tours for Barbadians and tourists to enjoy based on
the several themes of Bridgetowns heritage. In this regard, it is recommended that the current heritage
tours be expanded to include river tours, kayaking, canoes, gondolas paddle/pedal boats and sail boats
on the Constitution River. The appropriate recreational water quality standards and safety requirements
should be established prior to the start and maintained during the operation of these new businesses.
As indicated in the section of this report which deals with tour guides, the issue of ongoing training,
certification and accreditation will have to be addressed and the appropriate legal and regulatory
framework established in order to provide for the orderly conduct of heritage tours in Bridgetown and
the Garrison given its status as a UNESCO World Heritage Site. In addition, every opportunity should be
provided for the residents of communities in and/or nearby Bridgetown and the Garrison to participate
in the provision of heritage tours.

A City Campus

The proposed downtown campus of the University of the West Indies could give a stimulus to the
revitalisation of Bridgetown and therefore should be supported and encouraged. This campus will bring
a core of resident consumers and improved security presence. It will also create a new target market
and its own segment of demand based on the requirements of the typical student for books, food and
beverage, recreation/entertainment, cell phones top-ups, technology supplies, personal supplies,
clothing, laundry services, health services, transport, to list a few. Most significantly, students habit of
studying in places other than dorm rooms e.g. restaurants will not only support the late opening of
businesses but also justify making Bridgetown a free Wi Fi city.

Develop Bridgetown Fish Market

Plans for the establishment of the Sugar Point Cruise Facility add justification for the re-development of
the Bridgetown Fish Market into a visitor attraction in the manner of Pikes Place, Seattle or the Central
Fish Market, Santiago, Chile. This will require that all processes meet Hazard Analysis and Critical
Control Point (HACCP) certification from harvesting to table. Visitors will be able to observe all aspects
of fish processing, including the boning of flying fish, and retailing. The Fish Market experience should
also include a tour of a fish museum with displays and pictures of traditional Barbadian fishing boats,
and tools. The final part of the Fish Market experience should be a Seafood City restaurant, to be
established at the site of the former abattoir, offering traditional local fish menus, local foods, juices,
desserts and confectionary. Concessionaires would also offer local condiments, spices herbs and theme-
based souvenirs. The Fish Market is on the present route from the Bridgetown Port to the City and will
be adjacent to the proposed Sugar Point Cruise Facility site. It is therefore likely to be one of the major
new attractions of Bridgetown. In the interim, the Fisheries Division of the Ministry of Agriculture, EPD,
other relevant agencies and Barbados National Union of Fisherfolk Organization (BARNUFO) should
identify immediate measures which can be taken to improve the ambience of the Fish Market.

Mixed Use Developments

The revitalisation of Bridgetown should have as an over arching long-term goal, the development of
Bridgetown as a lifestyle centre. The concept of mixed use development has become a fundamental
component of the business model that ensures the viability and sustainability of urban revitalisation
projects. This real estate concept of urban development integrates commercial, residential and
recreation components with pedestrian friendly public spaces and amenities and on-site or nearby
services, including gym, food and beverage and retail.

This type of mixed use development in the Carlisle Bay area, from Bay Street to Hincks Street, has the
potential not only to increase the resident customer base of the city but also to generate substantial
additional business in the city, assist in the revitalisation of Bridgetown and contribute to the economic
growth and development of the country.

The development of mixed use projects should require minimal Government contribution in the form of
incentives, currently provided under the Special Development Areas Act. Private investment financing is
likely to be forthcoming to facilitate the development of this type of project, which is contemplated as
part of the overall development plan for Bridgetown prepared by Design Collaborative in 1998. More
specifically, it is recommended that the Barbados Tourism Investment Inc. (BTI) engage consultancy
services for the purpose of undertaking a study to evaluate the impact to date of the Special
Development Areas Act in generating private sector investment in Bridgetown and, if considered
necessary, suggesting any changes to this legislation which would assist in accelerating private sector
investment in Bridgetown.

Considerable potential and synergy is expected between the proposed Pierhead project and the
revitalisation of Bridgetown. This project is to be built on 9 acres of reclaimed land. In particular, the
residential component of the project will assist in providing a residential base in the city that could
support new restaurants, shops and services in the city. Government should therefore be encouraged
to give highest priority to the implementation of this project.

The designation of Bridgetown as a UNESCO World Heritage Site makes it imperative that greater
attention be given to the adaptive reuse of old Government buildings and private sector buildings. In
this regard, consideration should be given to the development of a specific and appropriate incentive
regime and/or a Historic Bridgetown and Garrison Trust Fund which would attract contributions from
philanthropic individuals and organizations to support the conservation and preservation of these
buildings that often require maintenance.

Marketing and Communications

Bridgetowns UNESCO World Heritage Status is a unique selling point and one of the key assets in the
marketing of Bridgetown. The designation must be seen as a business opportunity. The Ministry of
Culture, Sports and Youth together with the BTMI, BTPA, Barbados Museum and Historical Society,
Barbados National Trust, Barbados Investment and Development Corporation, the Barbados Chamber of
Commerce and Industry, Small Business Association, BCC, Barbados Manufacturers Association, Samual
Jackman Prescod Polytechnic and other related agencies should define, encourage and facilitate the use
of Bridgetowns UNESCO World Heritage Bridgetown designation and brand for the production of
souvenir items reflecting the citys heritage and historic attractions e.g. miniature heritage buildings,
post cards, T-shirts, pens, cups, scarves etc.

The marketing and promotion of Bridgetown should also focus on the shopping, working and living
experience of the city. Among the other initiatives to be used to promote and attract shoppers to
Bridgetown are the following.

(a) Validated Parking: Already offered by Cave Shepherd, its wider use could address concerns that
the cost of parking in the city is a deterrent to shoppers. To qualify, customers purchases
would have to be above a specified value.

(b) City Shuttle to and From Car Parks: The use of a shuttle service connecting the city car parks
and providing service to customers every 30 minutes would address the issue of convenience
which shoppers now see as a disincentive to shopping in Bridgetown. A token $1 could be
charged to assist in offsetting the cost of this service. A shuttle service would also assist in
mitigating concerns about security associated with shopping at night.

(c) Happy Hour Specials and Discount Coupons: Businesses could offer two to three-hour Happy
Hour discount specials to encourage night shopping and discount coupons during night
performances for shopping at night or day

(d) Loyalty Program: A Bridgetown loyalty programme should be implemented as an inducement to

attract and build a dedicated customer base of shoppers to the city. The concept is not new and
has been used by several small cities especially in the United Kingdom to retain shrinking
customer base. It is recommended that an international procurement process be followed for
the implementation of this service. If used correctly, the loyalty programme will provide
participating businesses with the ability to collect consumer data which can then be used to
communicate with and inform loyalty card holders about local activities, specials and encourage
return visits to the city.

City Businesses Participation Agreement: City businesses will be encouraged to make an initial
contribution of $100 towards the cost of the BF. City businesses partnering and participating in city
improvement projects will carry a BF logo indicating We Support City Improvements. The logo will be
prominently displayed in businesses and shoppers will be encouraged to support those businesses that
are contributing to making the city a better place for them to shop and enjoy. In turn, the BF website
will advertise/publicise the list of the names of the businesses (inclusive of address, telephone number
and the products or services they offer) contributing to the BF.
Target Markets

Businesses in the City must target and provide products and services to meet the demands of the target
markets and their sub-groups who patronize Bridgetown. These can generally be classified as listed
below.

Major Target Markets and Sub- Groups

Tourists Locals
Stay over visitors City workers
Cruise passengers and crew Persons transiting city to and from bus stands
Crew of home porting cruise ships General shoppers
Yachting crews School/Youth segment
Meetings and conference delegates Bridgetown communities
Locals at entertainment, religious and sports events

Market Positioning

Bridgetown will be positioned as the heritage capital of Barbados offering an unmatched social and
cultural experience to both locals and visitors alike. A key marketing objective will be to bridge the gap
between culture and business through the promotion of culture and the creative industries, innovation,
traditional business and re-branding particularly given Bridgetown and the Garrisons inscription as a
UNESCO World Heritage Site.

Strategic Considerations

(a) Reposition Bridgetown city in the consumers mind, as having a unique level of service,
competitive prices and convenience.

(b) Create awareness of Bridgetowns history among the local and visitor target market.

(c) Create awareness of the historic places and changes made within the Bridgetown including its
product offerings.

Communication Plan

A comprehensive plan should be implemented to improve communication with all stakeholders,

especially city businesses. The plan would consist of several components and activities including but not
limited to those listed below.

Creation of Awareness

(a) The compilation of a mailing list and email contacts to reach and communicate with all property
owners and businesses in the city.

(b) The use of the post office for the distribution of material to individual city businesses.
 (c) The use of print media.

(d) Dissemination of individual news stories about the vendors, local communities, and businesses
operating in Bridgetown.

(e) Dissemination of news stories about the role of the Government, BTI, NCC, BCCI and other
entities.

(f) Highlighting and publicising changes made within the city by the RBPF, SSA, NCC and other
entities.

(g) Highlighting investment opportunities in Bridgetown.

(h) Arranging the publication of a series of newspaper articles about the culture and history of
buildings and venues in the city and its people.

(i) Advertising events and launches for various events and activities being held.

(j) Capturing pictures, preparing and disseminating a calendar of events for each month.

(k) The dissemination of leaflets and flyers to various target groups in the City, including local
shoppers, visitors, store owners, businessmen, performers and related City partners.

Television Media

(a) Highlighting news stories in local news;

(b) Highlighting news stories about Government and other stakeholder roles in a 10 - 15 minutes
program.

(c) Recording of all events and clips shown in a 20 - 30 minute show.

(d) Presentation of GIS feature stories.

Internet and Social Media

(a) Create a website in the interest of promoting and showing transparency of the project, its
phases and activities. The website will describe stakeholders and pictures of the city before and
renderings for its design and layout.

(b) Create a Facebook page to promote events and cultural activities, and educate persons on the
culture and history of each building and venues within the city.

(c) Use pictures of the city before and after to highlight progress and physical improvements.
Website posting of pictures of locals and tourist enjoying the green spaces within the city,
 meeting and talking with vendors and business owners and employees and enjoying activities in
the city.

(d) Use direct e-mailing for the dissemination of information regarding events and activities to be
held in the city.

(e) Use Twitter page for promotion and hash tags.

(f) Use apps to highlight attributes and interests in the City and to serve as a virtual information
medium and guide for shoppers, visitors and other users of the City.

(g) Monitor all social media and tourism related sites such as Trip Advisor, Expedia, Travelocity, Bing
Travel, and Google Travel to name a few.

Support Media

(a) Use pictures of Bridgetown and logos of the Bridgetown brand on the buses and on bus-stop
benches.

(b) Print and use logo(s) and slogan on promotional items such as shirts, cups, bandanas, cup
holders, hats, pens and pencils as complimentary and for sale items.