Tourism - Everybody s Business. Devon County Council s Role and Action Programme

Transcription

1 Tourism - Everybody s Business Devon County Council s Role and Action Programme Consultation Draft May 2002

2 Tourism - Everybody s Business Devon County Council s Role and Action Programme Contents 1. Introduction 5 2. Tourism in Devon The Tourism Resource Characteristics of Devon s Tourism Importance and Challenges of Tourism Tourism Markets and Trends The Strategic Context European Policy National and Regional Tourism Policies Other National Initiatives Other Regional Initiatives Devon County Council s Role and Function Current Role Resources Policy Framework Strategic Policy and Actions Key Role Goal: A Prosperous Devon 18 Policy No Goal: Improving Transport 24 Policy No Goal: Looking After Devon s Environment, 25 Culture and Heritage Policy No Implementation Working in Partnership Funding Monitoring and Review 28 Appendix 1: SWOT Analysis of Devon s Tourism Industry 29 Action Programme for Tourism 30 3

3 1. Introduction Background Devon County Council is preparing a series of Role and Action Programmes.These set out a strategy for delivering statutory duties and discretionary services of the County Council under the themes of landscape, biodiversity, tourism, coast and historic environment.they will establish five-year agendas and their action programmes will be reviewed on an annual basis.the planning, development and marketing of tourism are responsibilities shared by many organisations. Devon County Council has an important role to play. It is the purpose of this document to record this role, state the relevant policies and to commit the Council to a continued programme of action. Recognising the strength of partnership, many of these elements will be achieved by working with others. Lundy CORNWALL Launceston TORRIDGE DISTRICT WEST DEVON BOROUGH NORTH DEVON DISTRICT MID DEVON DISTRICT TEIGNBRIDGE DISTRICT EXETER SOMERSET EAST DEVON DISTRICT Tourism Everybody s Business To many people throughout the country, the word Devon is synonymous with childhood holidays spent at the seaside, where the sun constantly shone, and the holiday industry was prosperous. However, the reality is not so rosy. Tourism is vitally important to Devon s economy but the industry is under threat from all sides.the industry itself is fragmented; many resorts are in need of regeneration; jobs are low-paid, often seasonal and insecure, competition from abroad and other parts of Britain, is increasing, and the perception is that it now rains more and the sun shines less! External factors also impact on the tourism sector, for example the petrol shortages in 2000, foot and mouth disease and the tragic events of September 11th in 2001, world political and sporting events, exchange rates etc. Major events such as foot and mouth disease / 11th September demonstrate the very significant influence that external factors can have on tourism and its vulnerability. The strategic objective for tourism is to maximise the economic benefits whilst balancing the need to adopt a sustainable approach, to ensure that the natural, historic and cultural environment is enhanced and protected.the aim of the document is to: PLYMOUTH SOUTH HAMS DISTRICT TORBAY give a clear and strategic direction for policy and activity across the county, For the purposes of much of the data in this document, Devon or the County refers to the geographical County of Devon and therefore includes the Unitary Authorities of Plymouth and Torbay.This is also used in marketing and is the perception of visitors to the County. However, since Local Government Review in 1998, the work of the County Council covers the administrative County of Devon, excluding Plymouth and Torbay, although many of the actions within this document will be undertaken with these authorities on a partnership basis. lead to more corporate and efficient working between different parts of the County Council with responsibilities for tourism, focus resources on agreed strategic priority subject areas, act as a tool for attracting new resources from outside the county (many funding bodies now require the existence of plans to provide the context into which practical projects can fit), provide a basis for more effective partnerships between the public, private and voluntary sectors, promote wider recognition of the role of the County Council as the strategic organisation in developing tourism across Devon, encourage greater support and commitment for the actions that the County Council wishes to pursue. 5

4 2. Tourism in Devon 2.1 The Tourism Resource The character and image of Devon are the key factors in attracting tourists to the County and South West Tourism s brand map research shows Devon possesses all five key brands Seaside, Playground, Great British Resorts, National Parks and Cathedral Cities. However, the quality of the resource and the visitor experience are also important to visitors during their stay to encourage repeat visits. Devon s diverse variety of natural, built and cultural resources include: Natural Environment - Countryside and Coast The coast, countryside and National Park areas of Devon are the major tourism and recreational resource and the County has a wide range of landscapes, habitats and a rich variety of flora and fauna.the natural environment is of national and international importance and interest ranging from coastal estuaries and shorelines, Culm grasslands, Devon Redlands, wooded valleys, granite uplands, and heather moorlands. Key features are: Two lengthy and varied coastlines totalling over 200 miles / 300 Kms with most of the undeveloped coast falling within five designated Heritage Coasts. Countryside of national importance including the whole of Dartmoor National Park and a third of Exmoor National Park together with five Areas of Outstanding Natural Beauty centred on North Devon, South Devon, East Devon, Blackdown Hills and Tamar Valley. 34% of Devon s landscape is protected by these designations. Cultural Environment - Museums,Arts, Crafts, Festivals, Food and Recreation Devon s established network of distinctive local museums, galleries, art centres, theatres and festivals are all features of the County s rich cultural life. Devon has over 40 museums of varying size and ownership, which hold diverse collections, generate income and provide employment.tourists are the key target audience for many of these museums and they contribute to their understanding of Devon s cultural heritage. Major art facilities include the internationally known cultural centres such as Dartington and Beaford, theatres such as the Northcott in Exeter and the Landmark in Ilfracombe, and art galleries in Bideford and Dartmouth. Plans are also under discussion for a National Ceramics Centre in Bideford as part of a regeneration scheme for the town and surrounding area. This sector is diverse and growing and increased provision and activity in the arts not only adds to the attractiveness of Devon to tourists but also provides enhanced opportunities for residents.the County also has a rich tradition of local crafts and festivals and events which all contribute towards the local distinctiveness of Devon. Promotion and use of local food and drink are also important in this context as well as meeting sustainable development objectives. There are almost 200 Sites of Special Scientific Interest covering 8% of the County s land surface. 18 sites are recognised as being of international nature conservation importance. The East Devon coast is part of the Dorset and East Devon Coast World Heritage Site designation, for its geological interest. Dittisham Brentor Church, Dartmoor Sport and recreation opportunities range from walking, cycling and horse-riding to sailing, fishing and water activities of all kinds. As highway authority for Devon, the County Council is responsible for 3,500 miles (5630kms) of Public Rights of Way which includes footpaths, bridleways and byways open to all traffic. Devon s walking and cycling networks are increasingly important recreational resources for the County.The South West Coast Path and other longdistance routes such as the Two Moors Way and the West Devon Way form the 700 mile strategic route network for walking.there are two National Cycle Network routes in the county, the West Country Way and the Devon Coast to Coast, and these will 6

5 be linked in the future to form the Around Devon Cycle Network. These routes are very important to rural economies. In 1994 it was estimated that there were over 1 million visits to the South West Coast Path as a whole, each spending over 15 per day on average and bringing in 15 million to the regional economy; at least a third of this would be to Devon. Separate surveys in 1995 have shown nearly 0.5 million users of the cycleway section of the Tarka Trail in north Devon generating over 10 million. Even the less well known walking routes make a significant contribution. Estimates from surveys in 2000 have shown there were 1,750 users of the Two Moors Way spending 476,000, 2,000 users of the Tamar Valley Discovery Trail and 1,000 users of the Two Castles Trail. Devon County Council owns and manages two Country Parks; at Stover near Newton Abbot, where a Nature Interpretation Centre was built in 2000, and the Grand Western Canal near Tiverton. Stover has recently gained Local Nature Reserve status through English Nature. Many of Devon s estuaries such as the Exe,Teign, Dart, Salcombe and Taw- Torridge are all important centres for water-sport activities. Examples of estimated numbers of visitors to some of the County s countryside destinations in 2000 include: Tarka Trail Cycleway, Braunton-Meeth 483,000 Grand Western Canal,Tiverton 350,000 Cockington Country Park,Torbay 350,000 Stuart Line Cruises, Exmouth 240,000 Northam Burrows Country Park 200,000 Stover Country Park, Newton Abbot 150,000 High Moorland Visitor Centre 135,913 Plymouth Boat Cruises 90,000 Lydford Gorge, Okehampton 66,421 Farway Countryside Park 25,000 Dartmoor Railway 15,000 Lopwell Camping Barn 461 Source:Various estimates Built Environment - Resorts,Towns and Cities Devon s tourism industry has traditionally been centred on its coastal resorts ranging from Torbay (Torquay, Paignton and Brixham), one of Britain s leading resort centres, to a variety of medium and smaller resorts like Ilfracombe, Exmouth, Sidmouth, Westward Ho! and Salcombe each of which has its own distinct character.the resorts contain the bulk of Devon s tourist accommodation stock including hotels, guest houses, self-catering flats, and holiday parks. Many of the resorts have been adversely affected by the long-term decline of the UK long holiday market but have made considerable efforts to enhance their environment and facilities and to attract new markets. There is also a range of historic market towns and cities such as Exeter and Totnes which have great charm and character and are important centres in their own right, particularly for day visits for shopping, cultural, business and leisure opportunities. Devon s historic environment is one of its greatest assets and the County has a heritage rich in historic remains from prehistoric sites on Dartmoor to cathedrals, castles, historic houses, military and industrial archaeological sites. Key features are: 4465 scheduled ancient monuments, more than any other English county. Over 60,000 historic and archaeological items recorded in the Devon Sites and Monuments Register (SMR). 18,000 listed buildings, again more than any other English County, Over 270 Conservation Areas 38 registered historic parks and gardens. More cob buildings than the rest of England put together. The historic environment is one of the major attractors to Devon and some of the most popular heritage destinations, with over 50,000 visitors a year include: Exeter Cathedral 450,000 Buckfast Abbey, Buckfastleigh *361,809 Powderham Castle, Kenton 150,000 Killerton House, Broadclyst 121,147 Castle Drogo, Drewsteignton 112,768 Knightshayes Court,Tiverton 61,798 Arlington Court, Barnstaple 60,182 Coleton Fishacre, Kingswear *63,157 Buckland Abbey,Yelverton 59,486 Smeaton s Tower, Plymouth *60,000 Saltram House, Plymouth 56,953 Exeter Guildhall *50,000 *1999 figure 2000 not available Source: South West Tourism 2001 Seven of the top ten historic attractions are National Trust properties. 7

6 2.2 Characteristics of Devon s Tourism The definition of tourism is quite broad and embraces all visitors to the County, whether they are British or from overseas. It includes anyone who is staying overnight in the county, on holiday, for business purposes or visiting friends and relatives. It also includes people visiting Devon on day trips, primarily for leisure purposes as opposed to education or work. Leisure day visitors are defined as those on an irregular day visit, travelling at least 20 miles and being away from home for three or more hours. lower bedspace capacity, although Exeter and Plymouth are very popular day visitor destinations by those staying elsewhere. The capacity of Devon s tourist accommodation is measured in bedspaces for all types of accommodation including caravans and tents; currently around 212,000 are available.this excludes places in private houses with casual bed and breakfast or visiting friends and relatives. In the last ten years available bedspaces in the resorts and In 2000 South West Tourism s figures estimated that some 31 million tourist nights were spent in the County, equivalent to 7 million visitors.the total spend is over 1,200 million.this is over one third of tourism to the West Country and nearly 5% of England s tourism as a whole. In addition to this, on the basis that one third of the region s activity takes place in Devon, it is estimated that 44 million leisure day trips took place within the County with an associated spending of 857 million Devon County Council has undertaken statistical analysis of the tourism industry through an accommodation occupancy survey for more than thirty years which provides a detailed picture of tourist activity throughout the County. Following the general decline in tourist activity during the 1980 s, over the past ten years, total tourist nights have remained relatively stable at between 30 to 34 million nights, short-term fluctuations mainly being due to the economic climate and weather. Tourist activity is concentrated mainly along the south Devon coast from Plymouth to Seaton and in north Devon the coast from Westward Ho! to Ilfracombe.Torbay is the most popular destination attracting over a quarter of the total, although its 27% share in 2001 is a large decline from 39% in North Devon (19%) and East Devon (15%), two other resort based areas, are the second and third most popular followed by South Hams (13%) and Teignbridge (11%). Other areas only attract a small percentage of total tourists related to their Dartmouth tourist centres have fallen by nearly 10% from 132, 500 in 1990 to 119,000 in 2001.At the same time there has been a slight compensatory increase in bedspaces in the rural areas outside resorts. The largest accommodation sector is now touring caravan and camping pitches which in terms of estimated bedspaces accommodates 32% of Devon s stock, followed by serviced accommodation in hotels, guest houses and farm houses (30%), bedspaces in chalets and static caravans at holiday parks (27%) and lastly self-catering flats and houses (11%). In economic terms, the hotel and guest house sector is the most important and occupancy rates are a good indication of performance. In 2001 the overall annual rate was 37.9%, ranging from 21% in January to 65% in August reflecting the seasonality of the industry in Devon. Larger establishments with a wide range of facilities but still offering value for money, do achieve levels of well over 75% in the height of the season. Occupancy levels in the non-serviced sectors show an even greater variation through the season. Tourism to Devon 2000 UK Residents Overseas Visitors Trips Nights Spend Trips Nights Spend mill. mill. mill mill. mill. mill Devon , West Country , England , ,358 Source: South West Tourism Facts of Tourism

7 During the busiest weeks, an additional quarter of a million (236,400) visitors are staying in Devon. Attempts are being made to reduce this seasonality and the dependence on the school holiday period. Some success is being gained reflecting the increase in week-end and off-peak breaks through more leisure time, structural improvements and increased accessibility of the South West. In 2001, County Council surveys indicate that tourist spending amounted to 1,023 million of which it is calculated 381 million remains as income to the County. (These figures do differ from those supplied by South West Tourism above due to a different basis for calculation particularly in relation to the greater spending power of overseas visitors which Devon figures do not make allowance for.) Tourism generates a substantial proportion of employment within the County and it has been estimated that the equivalent of at least 32,500 full-time jobs are created through tourism with many more created indirectly through the multiplier effect. There are over 200 varied tourist attractions in Devon, widely distributed throughout the County. Some of the most popular in 2000 were: Lynton and Lynmouth Cliff Railway 585,678 Dartington Cider Press Centre,Totnes *550,000 Crealy Park, Exete *508,000 Paignton Zoo 444,936 Exeter Cathedral 450,000 Woodlands Leisure Park,Totnes *395,000 Buckfast Abbey, Buckfastleigh *361,809 National Marine Aquarium, Plymouth *351,000 Cockington Country Park 350,000 Babbacombe Model Village,Torquay *255,000 Dartington Crystal,Torrington *250,000 Stuart Line Cruises 240,000 Royal Albert Memorial Museum, Exeter *216,001 Clovelly Village *213,000 Northam Burrows Country Park 200,000 *1999 figure 2000 not available Source: South West Tourism Again, the success or otherwise of attractions tends to fluctuate depending on the weather and the economic climate. 2.3 Importance and Challenges of Tourism Tourism is now one of the world s largest industries and will continue to grow in importance over the coming years.the County Council believes that tourism has a significant role to play in the future prosperity of Devon and enhancing the quality of life for visitors and residents alike. Benefits of Tourism Some of the benefits that tourism can bring to Devon include: Boosting the economy Tourism is a form of inward investment in that it attracts additional money into the local economy. In 2000 this injection of spending in Devon came to over 1,025 million and generated an income of 381 million, thus providing direct benefit to a wide range of local businesses and indirectly benefiting local residents.tourism can also play a useful role in diversifying the economy of rural areas and regenerating urban areas. Generating employment Visitor spending supports and creates jobs. At least 32,500 fulltime job equivalents are created through tourism (12% of the workforce); many more are created indirectly through the multiplier effect, spread throughout the economy. Creating a positive image Tourism can help raise the awareness of places, change perceptions, create interest and encourage inward investment and civic pride. A place that people want to visit is usually a good place in which to live and work. Sustaining local facilities Visitors can help support facilities that local people use, resulting in greater variety and a higher quality of provision.this can apply to theatres, cinemas, shops, museums, visitor attractions and public transport. A thriving tourist industry can help improve the quality of life for a local area. Supporting a better environment Tourism thrives in attractive environments. Visitor related uses can provide new life for historic buildings and tourism developments can be the catalyst for regeneration of derelict sites. 9

8 Challenges Arising from Tourism However, the County Council does recognise that to realise the full potential of tourism it must be properly developed and managed in a sustainable way in order to avoid issues such as traffic congestion, overcrowding, disruption to local communities and damage to sensitive areas. Opportunities presented by these issues are shown opposite: Traffic,Topsham Road, Exeter Extending the Season Seasonality remains a big problem and many businesses and jobs cannot be sustained on a summer season basis. Continued increase in special interest and short-break holidays throughout the year, centred around wildlife, walking, riding, and cycling, heritage, arts, sport and gardening, is an opportunity to increase sustainability.these breaks are traditionally taken in parts of the County not currently under heavy tourism pressure and so can help spread the load. The potential impact of climate change may also become a consideration. Tourism without Traffic To overcome congestion, any improvement to sustainable transport, be it better public transport, more walking and cycling networks, or new ferry services, will benefit tourists as well as residents. The majority of tourists to Devon arrive by car and use it a great deal during their stay. Improvement of the rail and coach services into the region may help a little, but more needs to be done to improve and publicise non-car options once tourists are in the County. Additional congestion is also caused by visitors travelling through Devon on their way to Cornwall and ways to encourage these visitors to stop and spend more time in Devon need to be examined so that the County gains some economic benefit. Minimising Visitor Impacts Large numbers of tourists can create pressures on the infrastructure such as water demand outstripping supply, traffic pressure at honeypot sites, the landscape impact of large caravan parks, damage to fragile habitats, loss of local shops and services to tourist uses, erosion at viewpoints, or increased volumes of waste and litter.these need to be resolved through a sustainable approach. Supporting the Local Economy The opportunities to promote local food and drink to tourists helps support the local economy, reduces food miles pollution and excess packaging and supports local distinctiveness. Other local crafts and products should also be promoted to tourists. Reducing Environmental Impacts - It is important to minimise the environmental impact that the many tourism businesses have on the environment.the message that reducing energy, water and waste consumption will not only save money but give them a marketing edge, needs to promoted more widely. Local Communities It is the local residents of Devon who bear the consequences of too much tourism like congestion and pollution.there needs to be local consensus with regard to development of tourism in their areas and this should be addressed through the Community Strategy process. 10

9 2.4 Tourism Markets and Trends The bulk of Devon s staying visitors are British with the majority coming from London and the wider South East (30%), and from within the South West region itself (34%). Long holidays account for over half of all tourist nights regionally but have remained static in number over the past decade.at the same time short holidays and overseas tourist trips have both grown substantially. Although the region has lost market share in terms of tourism trips, the region s tourism has generally out-performed the English average for nights and spend, particularly in the holiday and overseas markets. Future Prospects The UK has experienced steady economic growth in the past five years and this looks set to continue for the immediate future. Increasing wealth leads to more tourism and leisure activity although this does not necessarily work in favour of Britain as a strong pound encourages British people to holiday abroad and makes the UK a more expensive destination for overseas visitors. It is even more necessary to provide good quality, customer service and value for money. However, the industry is affected to an increasing extent by a complex combination of external influences and the aspirations of visitors, that makes prediction of future trends very difficult and imprecise.these include: Rising expectations and a demand for higher quality; tourists are more sophisticated and knowledgeable Fewer families, more singles and active older age groups More informal and spontaneous attitude with demand for more flexible holidays and bookings at short notice An increasingly volatile and fragmented market and more difficult to reach; niche interests becoming more important Environmental quality and distinctiveness becoming more important IT having major impact on accessing information and booking, leading to greater customer choice and more competition between destinations Exmoor Teignmouth Beach Current forecasts from the British Tourist Authority up to 2003 suggest domestic trips within the UK will increase by 14% and overseas visits to the UK by 17%.The highest rates of growth are expected in short breaks, business tourism and overseas tourism. Assuming such growth continues into the longer term, the Tourism Strategy for the South West Towards 2020 forecasts that by 2020 there could be increases of up to: - 80% in tourism trips - 40% in total visitor days (including day trips) - 50% in real value of visitor spending There is considerable uncertainty associated with any long term forecasts and the actual growth achieved nationally may well be significantly lower, or even higher, than the above figures suggest. Events like foot and mouth disease and sudden international crises can totally distort any forecasts. Even if such forecasts were to come about, such a large increase is likely to be unsustainable, unless accompanied by substantial changes in the distribution and nature of tourism.the strategy is to increase the quality and value of tourism rather than merely seeking growth in the volume of activity, especially by utilising any appropriate spare capacity that exists within the industry. 11

10 3. The Strategic Context There has been a recent spate of policy statements and plans that will influence tourism development in Devon. 3.1 European Policy Within the Europoean Union, the work of the Tourism Unit of the Directorate General Enterprise is based on objectives aimed at improving quality, competitiveness and sustainability and in looking after tourists interests. A strategy was published in November 2001 Framing the Future of European Tourism with the following key actions for all stakeholders: Promoting dialogue with the tourism industry and other interested parties; Fostering networking services and support functions; Ensuring good use of the EU s financial and nonfinancial instruments; Promoting sustainable development and implementing Agenda 21 guidelines; Devising indicators and bench-marking for monitoring tourist destinations and services. 3.2 National and Regional Tourism Policies The Government s strategy for tourism is set out in Tomorrow s Tourism published in 1999 whilst a regional context is provided through Towards 2020 A Tourism Strategy for the South West published the same year by the then West Country Tourist Board, now South West Tourism. Both of these documents identify the potential for growth and highlight and acknowledge the importance of local authorities in helping to deliver tourism objectives.the preparation of the regional tourism strategy was guided by a steering group on which Devon County Council was represented. Key themes emerging from these strategies are: Developing tourism in a sustainable way protecting the environment and respecting the concerns of local communities. Improving the quality of the product and being more customer focused. Improving the delivery and co-ordination of marketing. Exploring the use of IT in delivering information and services and improving marketing information. Improving access to tourism for all sectors of the community. Improving the image of the industry. 3.3 Other National Iniatives During the latter half of 2000 and in 2001 the English Tourism Council published a series of documents further taking forward some of the priorities identified in the Government s tourism strategy.these are detailed in the following box: English Tourism Council s Strategies Perspectives on English Tourism provides a strategic overview of the tourism industry through research and intelligence by looking back at the changing profile and dynamics of English tourism over the past decade to develop a common understanding of recent trends. It identifies the emerging issues and opportunities that will affect tourism. Action for Attractions looked at the attraction sector, its long-term viability, and the need to improve the quality and range of attractions in the UK. It contains a range of recommendations on quality assurance, benchmarking, planning, funding, information provision and statistics and ways to improve management knowledge and skills. Sea Changes Creating world-class resorts in England - A strategy for regenerating coastal resorts. Sets out an action plan for: funding for resort regeneration; the profile of resorts; the role of local authorities, improving quality in resorts; product development and diversification; research and intelligence; transport links; use of information and communications technologies; support from the Regional Tourist Boards; and small businesses and entrepreneurship. Time for Action - A Strategy for Sustainable Tourism in England, and the National Sustainable Tourism Indicators aim to mainstream sustainable principles and to make them second nature in all tourism related business and development. It highlights the objectives of improving the quality of the tourism experience, the resources on which it depends, the quality of life for host communities, and the long-term viability of the industry. 12

11 Tourism and Transport The Issues and the Solutions looks at how to improve access to tourism destinations and enhance transport management at those destinations, while minimising the impacts associated with travel. Sixteen action points are set out, some directed at local authorities. Additionally, in 2001 the English Tourism Council and the Countryside Agency jointly published: Working for the Countryside A Strategy for Rural Tourism in England Sixteen priorities for action were identified under the four headings of influencing and enabling visits, enriching the rural tourism experience, fostering rural tourism enterprises and improving the management of rural destinations. South West of England Objective 2 Single Programming Document The SPD acknowledges that improving the tourism product is vital to ensure the sector s survival. It states within the section on traditional economies: that the local economies dependent on tourism, agriculture and fisheries sectors in the South West Objective 2 area have been facing increasing competitive pressures, with evidence of decline in employment and the business base over the past five years; that this rationalisation can be reversed, with support, to exploit new market opportunities and broaden the dependence on traditional markets and sources of custom; that each sector is crucial for the future prosperity of the Objective 2 area and, with appropriate assistance to overcome the relevant constraints, can provide significant employment opportunities. 3.4 Other Regional Initiatives The South West Regional Planning Guidance was published in Policies are directed towards meeting the key objectives for tourism which are: Making the South West a flagship for sustainable tourism; Protecting and enhancing environmental assets; Increasing the economic and social benefits of tourism for the region s residents. The South West of England Regional Development Agency (SWERDA), formed in 1999 has wide ranging responsibilities for economic development across the region. In 2001, SWERDA issued a draft work programme for consultation for the period : this is part of Developing the South West RDA Corporate Plan.The work programme is based around 9 themes, one of which is Regional Image/Coherence.The draft work programme states that the focus for the South West RDA s activities in this area will be based on making partnership work for the region. Specifically, the actions include that The South West RDA will: Promote a positive image of the region, internally and externally, thereby marketing it as a tourist destination and a business location. Sustainability South West (formerly the South West Roundtable for Sustainable Development) published its Sustainable Development Framework for the South West in 2001.The Framework will contribute to work at regional and national levels and provide the context for Local Agenda 21 initiatives.the objectives for tourism are: Promotion of sustainable tourism, which conserves and enhances the environment and has the support of local communities; Enhancing the resource and promoting quality Extending the tourism season and promoting the historic and cultural environment. Culture South West, the Regional Cultural Consortium brings together agencies and organisations with an interest in the arts, libraries, archives, museums, tourism and sport. In summer 2001 it produced In Search of Chunky Dunsters.. A Cultural Strategy for the South West. Its aim is to provide strong strategic leadership and to work with partners to celebrate, champion and increase cultural opportunities across the South West. It has four strategic themes: 1. Encouraging increased access to and participation in cultural activities across the South West, capitalising on the latest developments in Information and Communication Technology (ICT). 2. Improving the quality and relevance of the Region s cultural activities. 3. Supporting the South West s cultural and creative industries and nurturing creativity. 4. Celebrating regional identity and the rich diversity of South West cultural life and traditions. 13

12 4. Devon County Council s Role and Functions 4.1 Current Role Devon County Council is engaged in a wide range of interventions to facilitate the positive development of the tourism sector.the policy framework is laid out in the following sections but the current main activities are summarised opposite: Clovelly 4.2 Resources The importance of tourism to the economy of the county is recognised in the resources allocated to supporting this sector.within the County Council s Economy and Regeneration Service (ERS) there are four full-time staff and an annual net budget of approximately 225,000*.The priorities for activity recognise the strategic importance of tourism as a form of inward investment and the economic interdependence of retail and service sectors on the industry. (*A detailed breakdown of annual spend is provided in the Action Plan). Additionally, tourism plays a major role within other sections of the County Council, including Transport Co-ordination Service, Countryside and Access Section, Communications and Information Services and the Museum Service, and their budgets, although not specifically dedicated to tourism, do include much tourism-related work. Devon County Council s Role in Tourism 1. Strategic Regional Activities - Influencing South West Tourism, Regional Development Agency, Regional Planning Council, Countryside Agency etc to ensure that the needs of Devon are recognised and that the county s competitive position is secure 2. Stimulating the flow of investment and expenditure into Devon through tourism by: - developing and marketing the Devon brand - encouraging greater professionalism and improved quality standards within the tourism sector - investing in market research and intelligence - monitoring performance within the tourism sector generally - measuring the effectiveness and economic benefits of specific actions - working in partnership with others, where appropriate - maximising opportunities for external funding eg Objective 2 Programme - optimising new opportunities afforded by ICT developments 3. Strategic planning authority for tourism: - Structure Plan tourism policies - advice on major tourism development 4. As Highway Authority - responsibility for public rights of way and development of recreational footpath and bridleway network - increasing cycling opportunities especially offroad routes - development of public transport services for tourists - tourism brown signing and roadside information panels 5. Sustainable development - protecting and enhancement of the natural and historic environment - encouraging operators to adopt sustainable practices - providing choices for non-car use for tourists - increasing awareness and understanding of visitors 6. Countryside Management Services - ownership of two Country Parks and picnic 14

13 sites as facilities for visitors - partnership arrangements for five Areas of Outstanding Natural Beauty and six estuary projects which include tourism initiatives. 7. Sustainable Tourism Partnerships - Dorset and East Devon World Heritage Site - Dartmoor Partnership - Exmoor Area Tourism - South Devon Green Tourism Project - Devon and Cornwall Rail Partnership 8. Museums Service - work in partnership with District Museums Development Officers Working for a Better Devon Strategic Goals and Priorities in Relation to Tourism A Prosperous Devon Building on the Devon Recovery Plan to deal with the consequences of Foot and Mouth Disease, the priorities are: Promote the interests of Devon and use our influence regionally, nationally and internationally to attract funding and support to improve the local economy Encourage the development of new businesses, the social economy and co-operative enterprise, skills and work opportunities and promote the County as a prime location for inward investment and tourism Work with communities and our partners to help regenerate communities where this is needed Support local produce, minimise leakage from the local economy and aim for sustainable growth Do all we can to alleviate poverty and tackle social exclusion A Safe Devon A Healthy and Caring Devon A Devon of Learning, Achievement and Opportunity Mid Devon 4.3 Policy Framework Strategic Plan Tourism has an important role to play in the implementation of the County Council s Strategic Plan for Working for a Better Devon.The priorities will focus in particular on: tackling social exclusion and equality of opportunity for all promoting sustainable development and making a real, positive and sustainable difference to quality of life delivering high quality. cost effective and citizen focussed services. The six goals identified in the Plan and the priority actions that relate to tourism are listed opposite. A key strategic challenge is to help the economy recover from the impact of foot and mouth disease and in particular strengthen and diversify the important agricultural and tourism sectors. Improving Transport in Devon Maintain and improve the transport network including pedestrian, cycle, road, rail, air and sea networks Develop a County transport system that is sustainable, integrated, efficient safe and accessible Improve the availability, access and use of public transport in both rural and urban areas Looking After Devon s Environment, Culture and Heritage. Promote awareness of, support and sustain culture and heritage in the County Promote and conserve Devon s natural and historic environment Ensure, through the Structure Plan and participation in local planning, that the development needs of Devon are met in ways that safeguard and enhance its unique environment Protect and where possible enhance Devon s biodiversity through the implementation of the Devon Biodiversity Action Plan Reduce waste, recycle more and dispose of waste safely 15

14 Devon Recovery Plan The economic, social and environmental consequences of the 2001 Foot and Mouth Disease (FMD) across Devon are extensive and likely to be long lasting.the Council commissioned the University of Exeter and its own economic modelling consultant to estimate the impacts of FMD. For tourism, the latest estimates are million in GDP and up to 3,332 jobs. In July 2001 the Council s Foot and Mouth Task Group approved the Devon Recovery Plan to address the overall economic impacts of FMD; included in the 10-point action programme and particularly pertinent to this document are the following: Marketing Devon to restore consumer confidence in the Devon brand Training to help people through the changes that will follow from the crisis Regeneration of communities revitalising market towns and villages Environmental impact restoration and enhancement Access to the Countryside The Recovery Plan covers a four year period. Some resources are available through the South West of England Regional Development Agency, the EU Objective 2 Programme and the England Rural Development Plan, but much will require new public funds. A number of actions in this document directly address those actions set out in the Recovery Plan programme. Sustainability, Local Agenda 21 and Community Planning The achievement of sustainable development is the first of the County Council s strategic aims. Corporate initiatives to promote environmental sustainability have focused on integrating environmental considerations into all decision making. In addition, a wide range of projects have been developed addressing specific issues such as sustainable agriculture, local food, water and energy conservation, waste reduction, sustainable transport and purchasing.this work can generate benefits for tourism at a global and more local scale Increasingly economic, environmental and social objectives are being seen as interrelated prerequisites for quality of life and community wellbeing.the Government s sustainable development strategy A Better Quality of Life and the UK Quality of Life indicators that accompany it, both include issues which are relevant to tourism. The Local Government Act 2000 gave local authorities a new duty to prepare Community Strategies for local quality of life and a new power to work for economic, environmental and social wellbeing. Community strategies will provide a new opportunity to involve local communities and organisations in actions to develop tourism. In common with other local authorities, Devon County Council has developed a Local Agenda 21 plan in participation with the local community. It contains a vision statement identifying sustainability issues and aims for the area along with indicators for the quality of life and an action plan. Community Strategies and Local Agenda 21 provide frameworks within which local people and organisations can work together to develop tourism in a sustainable manner.the Local Sustainability Group for the South West has produced a sustainability checklist which should be used to ensure developments contribute towards sustainable tourism. Best Value Improvement Plan A Best Value Review of the County Council s Economic Development Service was concluded in Subsequently, the Audit Commissions s Best Value Inspection Service published a report of its findings from its own appraisal of the County Council s Review Report.This recommended areas which needed particular attention and the authority therefore established a process to complete a review encompassing a gap closure between the original Best Value Report and the Audit Commission s findings. The conclusions and recommendations of the gap closure review are currently in draft. Subject to approval of that report, it is proposed that a robust Service Plan will be prepared for the favoured option.this will demonstrate the extent to which the service addresses immediate and long term priorities, resource restraints, competing service demands, performance demands and performance indicators, and is clearly linked to the corporate priorities. A one-year Management Plan that addresses a number of issues raised in the Best Value Review and identifies priorities for 2002/02, is already in place. Planning Framework The Devon Structure Plan First Review approach to tourism, leisure and recreation is that the development of the tourism industry should be related to the promotion of a longer tourist season, improvements in the quality of accommodation and a wider range of leisure and recreation facilities for both residents and tourists. The policies and proposals seek to maximise the benefits from tourism, especially those of increasing 16

15 income and improving employment opportunities. At the same time they seek to minimise the environmental impacts which can result from tourism development.they also have regard to the need to make further provision for walking and cycling. The strategic policies of the Devon County Structure Plan are being taken forward in the preparation of Local Plans by District and Unitary Councils and the National Park Authorities.The Structure Plan itself is currently subject to review and rolling forward to Devon Local Cultural Strategy All local authorities are required by the Department of Culture, Media and Sport to produce a Local Cultural Strategy by December As a first step in this process A Position Statement on Devon s Cultural Characteristics was produced in November 2001; in line with DCMS guidance, the Devon Tourism Officers Group produced a paper covering tourism, events and attractions. During the course of 2002/3 Devon County Council will be producing its Local Cultural Strategy. Local Transport Plan The main objective for tourism within the Devon Local Transport Plan is to integrate tourism and public transport to give visitors a wider choice of modes and also to increase and improve access to the South West Coast Path and other long-distance walking routes and the National Cycle Network by public transport.the Plan will seek: Improvements to public transport interchanges to enable more tourists and visitors to undertake journeys by public transport. The development of the National Cycle Network through the Implementation Programme. More tourist attractions will be assisted in providing access by public transport, walking and cycling. Promotion of public transport initiatives linked to walking and cycling routes. The headline target for journeys for recreation and leisure is to increase the number of visitor attractions with links to public transport. Two other transport issues relevant to tourism are: The County Council s role in implementing the National Guidelines for tourism brown signing; Recognition that as well as improving transport for tourists within Devon, there is a need to improve transport to and from Devon and the West Country eg. upgraded rail services and further air and sea links. Other objectives within the Plan such as Pedestrian Priority Area s in Exeter and other towns, Park and Ride facilities and other travel interchanges and rural parking management and restraint will all have implications for tourism and visitor management. National Parks Although administratively independent of the County Council, many visitors come to Devon to visit the two National Parks of Dartmoor and the one-third of Exmoor that is within the County.The National Park purpose is: to conserve and enhance the natural beauty, wildlife and cultural heritage of the area, and to promote opportunities for the understanding and enjoyment of the area s special qualities by the public In pursuing these purposes there is also a duty to seek to foster the economic and social well-being of the communities within the National Park. In 2002/3 the levy for Devon County Council for Dartmoor National Park is 450,000 and for Exmoor, 105,000.The County Council work in partnership with the National Parks on a range of tourism initiatives. Dartmoor Areas of Outstanding Natural Beauty Devon County Council is a partner with District Councils and the Countryside Agency in the management arrangements for the five Areas of Outstanding Natural Beauty (AONBs) in the County.These partnerships are in the course of producing their Management Plans which all have objectives for tourism, countryside recreation and visitor management. National policy for AONBs is to provide for public enjoyment and understanding of the area to a level consistent with the conservation of the natural beauty, the needs of agriculture and other users. Local Tourism Strategies Most of Devon s district councils and unitary authorities have their own Tourism Strategies which, as they are updated, should relate to this Action Plan and to the wider regional and national strategies. 17

16 5. Strategic Policy and Actions Devon County Council sees tourism as a valuable sector of the County s economy which can also make a significant contribution to the quality of life in Devon. The vision for tourism in Devon is of an activity which: Generates jobs and creates business opportunities Diversifies and supports the local economy Adds to the variety of local life and widens opportunities for culture and recreation Offers a rewarding experience for the visitor and creates a positive image of Devon Draws on the environmental quality of Devon and celebrates its distinctive character This vision is only achievable if tourism is properly managed and channelled. It also requires the active co-operation of all the agencies and organisations involved in tourism. 5.1 Key Role: Provision of Strategic Influence With increasing regionalisation of activities it is important that Devon County Council s key role is in influencing the activities and funding allocations of the main regional agencies such as South West Tourism, South West Regional Development Agency, Government Office for the South West, Countryside Agency, Environment Agency etc.this should ensure that the interests of Devon s economy and environment are recognised at the regional level and that the County s competitive position is secure. Policy Issues From a SWOT (strengths, weaknesses, opportunities, threats) analysis of the tourism industry (see Appendix 1) a number of issues emerge that will determine the future policy of the County Council. Set out below is a summary of these policy issues, related to the Goals within the County Council s Strategic Plan, and the action, in general, that will need to be undertaken to address the policy issue over the five year plan period.a detailed Action Plan for the forthcoming year 2002/03 is contained within the accompanying document. 5.2 Goal:A Prosperous Devon 1: Develop a Better Understanding of Tourism It is important to monitor tourism trends and performance and get a better understanding of the aspirations and perceptions of existing and potential customers.this knowledge is the key to improving the tourism product and making marketing more effective. It will also help tourism to play an important part in regional government strategies and in FMD recovery. Measuring tourism impact is essential if tourism is to be properly managed and is key to securing community support.there is often a dearth of information at local level and about specific groups, particularly those not taking holidays at all. Information that is available is not always consistent or comparable between areas or over time.the introduction of Best Value in local authorities, and the need of monitoring funding grants, will give higher priority to measuring performance and impacts. The objectives are: To improve knowledge of business performance and on-going trends To establish visitor aspirations and attitudes To identify priority market segments for the Devon brand The five year priorities for action are: Develop the current occupancy survey to monitor volume and value trends and facilitate best value comparisons. Commission appropriate research to learn more about visitors and non-visitors including their views on public transport improvements. Interpret and disseminate market intelligence to local organisations and tourism SMEs. Evaluate marketing campaigns to monitor targets and economic impact. Investigate the potential market for a flagship tourist attraction(s) together with opportunities for existing attractions. The Council urges all partners/players within the industry to support these policies and priorities which will form the basis for County Council initiatives and action on tourism. 18

17 2. Increase Off-Peak Activity Tourism in Devon is highly seasonal with the emphasis on holiday tourism; 62% of tourist nights spent in the county are concentrated in the four summer months from June to September.The effect of this includes: Poor use of tourism resources such as accommodation and attractions, resulting in low profitability and subsequent lack of investment Limited full-time year round employment with temporary, part-time jobs thus being the norm; this in turn limits training and career development High demand in summer for public services such as water, car parks and public transport, requiring additional investment to meet this peak demand. Initiatives to extend the shoulder season and promote off-season usage can help put enterprises on a firmer economic footing. 3. Develop the Devon Brand Devon enjoys a reputation as a traditional visitor destination and brand map research carried out by South West Tourism on behalf of SWERDA, showed that Devon is recognised as having all five key brands Seaside, Rural Playground, Great British Resorts, National Parks, Cathedral Cities. However, that same research showed that whilst Cornwall has a very strong association and identity with the coast, Devon lacks a definitive imagery, ie it lacks a single USP (unique selling point). Further, the impact of FMD in 2001 created a negative environmental image. The brand map research, plus the negative effects of FMD, has highlighted the need for a more cohesive approach to strategic marketing, working together in partnership with other authorities and the private sector in order to avoid duplication and to maximise the effectiveness of funding. All parts of the County should benefit from being associated with the Devon brand. Devon also has a superb natural environment and a reputation for quality of produce food, drink, craft, heritage and culture.there are also opportunities for promotion based on these sustainable qualities including eco-tourism and cultural events. The objectives are: To increase the market share of tourism expenditure by attracting higher value market segments, in particular out of season, and encouraging day visitors to stay longer. To increase the number of participants in tourism marketing partnerships. Walkers on Dartmoor The objectives are: To increase the proportion of trips taken outside the main season The five year priorities for action are: Product development and marketing initiatives to maximise the proportion of trips taken outside the main season. Develop / co-ordinate one major out of season, county-wide festival annually linking directly to the website themes based on Devon s local distinctiveness. Co-ordinate and encourage the opening of attractions and other visitor facilities into the early and late season. The five year priorities for action are : Establish a stronger Devon branding. Develop and market Devon-wide themed tourism product, not local authority destinations. Develop better use of the Internet and other on-line media and new technologies for marketing purposes. 19

18 4. Improve the Quality and Diversity of Attractions There is increasing competition for visitor attractions from home-based activities such as DIY, gardening and home entertainment. Sunday shopping and sport affects attendance at visitor attractions, while the growth in discount shopping centres and garden centres are strong competition for traditional attractions.the result is increased competition within the attractions sector, although there may be over-supply in some areas. Devon has also suffered from a lack of recent major new investment in the tourist attractions sector, the last major development being Plymouth s National Marine Aquarium. Evidence of the impact that major investments can have is evidenced by the success during 2001 of the Eden Project in Cornwall in boosting tourism numbers throughout the area. On a cautionary note, it is important to consider the long term sustainability and viability of new attractions: they must have the financial capacity to develop and reinvest, thus encouraging return visits and continuing to build new business. 5. Ensure Accommodation Meets Market Demand There is a surplus in some sectors of accommodation which leads to lack of viability and insufficient income to re-invest in improving quality and facilities. Much of the stock is old-fashioned while there is a continuing demand for new Center Parc type facilities. Budget lodge accommodation offering standard accommodation and prices and central booking is significant competition, especially for business trips, for older established hotels in town centres and resorts.whilst quality is dealt with under a separate heading, and some progress has been made in terms of raising quality standards within the accommodation sector with the introduction of the harmonised English Tourism Council, AA and RAC schemes, there are still many providers who do not participate in any inspection scheme.this is due in part to the high cost of participation and the fact that there is low consumer understanding of the quality gradings. The objectives are: To support improvements and raise the standards of existing visitor attractions rather than creating new ones. To encourage attractions that are appropriate to the local area and culture and those linked to major industries or employers eg. the Met Office development in Exeter. The five year priorities for action are: Support South West Tourism s scheme for attraction standards. Work with South West Tourism and the attractions sector eg. DATA (Devon Association of Tourist Attractions) to examine the impact of attraction proposals and encourage better regional co-ordination. Hotels, Sidmouth The objectives are: To improve the quality of the accommodation sector. To reduce, where appropriate, the amount of outdated and poor quality accommodation especially in resorts To offer a range of accommodation to meet market demand. The five-year priorities for action are: Provision of accurate, up to date information on market demand/trends re. accommodation Review of planning policies which influence the location of new accommodation. Encourage participation in the harmonised quality standards scheme for accommodation. Continue to promote inspected only accommodation. 20

19 6. Encourage High Quality Throughout the Tourism Sector Quality is likely to be the key driver to ensure the future success of Devon s tourism industry.visitors are becoming more sophisticated and demanding and the competition is increasing. In order to attract the higher value market segments it is targeting, the County Council must encourage and support the industry in continuing to improve the quality of the tourism product and the professionalism of those within the sector.the philosophy of Devon being top quality should apply throughout the sector and across all products to embrace the travel experience, public sector built infrastructure, environmental management, accommodation stock, service, facilities, hospitality, food, drink, attractions, local products, interpretation and visitor services. The objectives are: To raise quality standards throughout the tourism sector To encourage good environmental practice and accessibility in tourism establishments The five year priorities for action are: Promote a positive, quality image of Devon Encourage higher standards of customer care and welcome Encourage support for the network of Tourist Information Centres Implement agreed National Guidelines for tourism brown signing. Encourage destination benchmarking and health checks by district and unitary authorities Encourage appropriate new tourism development through planning policies 7. Increase the Use of Information and Communication Technology ICT presents new opportunities and challenges; in particular the phenomenal growth of the Internet for tourism information and reservations and bookings and in the future, the advent of digital and interactive television.the global IT revolution has made tourism even more competitive and whilst within Devon there are currently numerous web sites and IT-based visitor information systems, none of these are currently joined-up. Only by rationalisation, integration and through ensuring compatability of these systems will Devon s tourism SMEs have more cost-effective solutions and access to markets through IT. The objectives are: To maximise the use of ICT throughout the industry To ensure visitors have ready access to information both before and during their stay Croyde Bay, North Devon The five-year priorities for action are: Capitalise on new ways to deliver information to visitors Develop and promote a Devon brand portal web site which would access a common single information database Provide ready access to training and support for small businesses, so they can take advantage of marketing and communication through this medium Consider the potential for development and support of the network of Tourist Information Centres through ICT opportunities 21

20 8. Improve the Performance of Tourism Businesses A high proportion of tourism businesses in Devon are very small, family-run businesses with less than five employees.these have limited resources for investment and marketing, training and business awareness. It has been identified that there are problems within the labour market in the tourist industry in Devon, such as high staff turnover, low wages, lack of professionalism and skills etc.the extent to which these issues are tackled over the next few years is likely to be crucial in determining the competitiveness of the local tourism industry in what is becoming an increasingly dynamic and global market place. The objectives are: 9. Encourage Rural Regeneration Through Tourism Tourism can help conserve the rural heritage, biodiversity and landscapes on which it depends and it is a key rural industry in Devon. However, many rural areas and market towns have suffered from changes in farming and other rural activities, especially with the impact during 2001 of the Foot and Mouth crisis.tourism can play a crucial role in providing alternative opportunities for generating income in those areas helping to sustain viable communities. Many of the measures contained within the Devon Recovery Plan will also be implemented as part of the Tourism Action Plan. To raise the level of professional and managerial expertise in the tourism industry To improve skills levels and career opportunities within the industry To integrate tourism into the local economy and to improve the performance of tourism businesses. The five year priorities for action are: Increase high-value tourism activity Improve the performance of existing businesses and stimulate new ones where appropriate Train and equip local people to take jobs in the industry Encourage the industry to become better employers The objectives are: To use tourism as a catalyst for rural regeneration in the wake of FMD. To encourage local distinctiveness and sustainable activity through the use of local food and drink, crafts and other products. The five year priorities for action are: Develop easier access to the countryside especially by sustainable transport. Encourage use of local suppliers and services. Develop linkages between food, drink and other local produce and the tourism industry. Promote and support tourism initiatives as part of the integrated development of Devon s market towns and villages. Encourage tourism operators to highlight the linkages between their product and the environment through appropriate interpretation. Encourage new markets for activity and special interest breaks. Co-ordinate action between local stakeholders, especially rural tourism enterprises. 22

21 10.Work in Partnership towards Resort Regeneration Some resorts have been adversely affected by changes in market demand and lack of investment, resulting in a decline in the quality of the environment and a loss of facilities. Regeneration requires a comprehensive approach including diversification of the local economy. To achieve success, there is firstly a need to recognise the scale of the problem, secure leadership, develop a unified approach and draw up a plan.the Plan should identify a catalyst to act as a major draw, and should set out the support facilities, quality accommodation, infrastructure, ambience and the beach, sea-front and town centre management measures to make the resort attractive to visitors. 11.Tackle Social Inclusion by Increasing Access to Tourism For All Over 40% of the population do not take a holiday of longer than three days.there is a need to increase access to tourism for all with specific reference to highlighting market opportunities, facilitating access for consumers with disabilities and widening access to tourism opportunities for the socially disadvantaged and ethnic minorities. These groups can open up new markets for visitors to Devon which need to be developed. However, there is a need to ensure that the requirements of all visitors with disabilities and their families are met with suitable standards for those with mobility, visual and hearing impairments, as well as understanding the cultural and language needs of minority groups. The objectives are: To regenerate resorts by developing a holistic approach to new economic opportunities including tourism. To develop new niche market opportunities appropriate to particular resorts. The five year priorities for action are: Ensure planning policies meet the need for a positive and innovative approach to tourism development in resorts. Support SWERDA s Market and Coastal Towns Initiative. Work with district and unitary authorities to implement enhancement programmes. Take account of the peripheral nature of resorts and their inbound visitor traffic and public transport requirements in the Local Transport Plan. Ensure museums in the resorts benefit from any potential funding opportunity including the Museums Tourism Initiative Fund. Exmouth Beach The objectives are: To increase the contribution to Devon s economy through tourism by developing new market opportunities. To ensure that tourism facilities in Devon are welcoming to all. The five year priorities for action are: Ensure that all facilities and infrastructure meet the requirements of all visitors with disabilities. Seek public transport access to tourist areas so that facilities are inclusive to non-car owners. Help tourism businesses to be more aware of the physical barriers that impede access. Ensure that the promotion of tourism is totally inclusive of all sections of society. 23

22 5.3 Goal: Improving Transport 12. Develop Public Transport Opportunities for Tourists There is a growing need to reduce the impact of the growth in road traffic which is a particular problem within the tourism industry both from tourists coming to Devon and from travelling within the county.the immediate challenge is to tackle the second of these two areas as a priority. Many areas and attractions are poorly served by public transport. 13. Continue to Improve the Walking, Cycling and Horse-riding Networks Devon has a well-established walking network based on long-distance footpath routes throughout the County such as the Two Moors Way,Tarka Trail, South West Coast Path etc, in total a network of 17 named interlinking routes covering over 700 miles. Similarly, a network is also being developed for cycling based on the National Cycle Network routes of West Country Way, Devon Coast to Coast and the South Coast route. However, little has been done to date to develop similar opportunities for horse-riders. There is a need to ensure that the networks are complete, that the optimum opportunities for linking to towns, villages and public transport are achieved, that good standards of information and interpretation are available for all routes, and that the networks are effectively promoted and marketed. Classic Bus, Dartmoor The objectives are: To increase the proportion of leisure and tourism visitors making use of public transport. To increase the number of tourist attractions and large accommodation providers with green travel plans The five year priorities for action are: Increase tourism by addressing Devon s peripherality and developing improved transport links into Devon by air, sea, rail and coach. Increase tourism without traffic by developing opportunities for tourists to travel by train and bus for journeys within Devon. Optimise the role of the Local Transport Plan in putting in place alternatives for tourists to the use of the car where feasible and that further measures are developed to aid tourism related traffic including coaches. Improve public transport in rural areas, linking in to local visitor attractions and the walking and cycling networks. Ensure that public transport opportunities are marketed and promoted for leisure use eg. Dartmoor Rover, and that joint promotions between operators, with attractions and museums and links to recreational routes are encouraged. To further develop joint Travelwise /museum and heritage attractions initiatives. The objectives are: To increase the use of the walking, cycling and horse-riding networks for tourism and leisure To maximise the economic benefit to rural communities from these markets. The five year priorities for action are: Maintain and improve the Public Rights of Way network and implement the Countryside and Rights of Way Act legislation. Complete the strategic networks for walking and cycling, including the National Cycle Network routes in Devon and the development of South Molton as a walking and cycling centre. Maintain and, where necessary, improve the physical standard of the strategic walking network to compete with high quality products elsewhere. Examine the feasibility of providing horseriding networks. Ensure that the networks are properly promoted and that detailed information and interpretative material is available for all routes. Develop the economic potential arising from the creation of the access networks. 24

23 5.4 Goal: Looking After Devon s Environment, Culture and Heritage 14. Conserve the Resource The quality and character of Devon s natural and built environment is its greatest tourism asset and this must be protected; indeed there is evidence that this is becoming of greater significance to visitors. Tourism can deliver both environmental and community benefits but can also cause problems if it exceeds the capacity of the area to absorb it.there are increasing concerns about congestion and over development in Devon and a loss of distinctiveness and character.this can lead to erosion, disturbance to wildlife or local communities, congestion and other local difficulties, and also detract from the quality of the visitor experience. Future policy will be to promote sustainable development, encourage non-car use and carefully manage access to sensitive areas.this will mean accepting restraint on tourism growth and development in some areas and channelling visitor activity into places where there is adequate capacity and infrastructure and where it can support regeneration. The objectives are: To ensure visitor pressures do not adversely affect the environment The five year priorities for action are: Establish effective planning policies to protect the character of Devon. Work with environmental agencies and conservation groups to plan for visitor activity. Use strategic route networks as catalysts for environmental enhancement including landscape, nature conservation and traditional buildings. Progress the Devon Building Centre as a visitor attraction promoting Devon s traditional building skills and materials. Establish visitor management plans for areas under pressure. Develop counter-attractions to relieve the pressure on over-visited sites. 15. Encourage Good Environmental Practice In addition to raising awareness, it is important to provide practical help and guidance to small businesses on the actions they can take to reduce their impact.the Green Audit Kit approach, together with the Green Accreditation Scheme, piloted in South Hams, can offer marketing, financial and other benefits for participating businesses as well as offering a more sustainable approach to tourism. A number of Visitor Payback schemes have been piloted in Devon with varying degrees of success. Schemes such as On the Right Tracks in South Hams do provide an additional means of contributing to environmental upkeep, in this case Green Lanes, but they should not be seen as an alternative to more established forms of funding. Visitors are generally receptive to these schemes. The objectives are: To make the tourism industry more environmentally aware. To promote Devon as a destination for ecotourism. To enhance the quality of the environment and to achieve the highest possible environmental standards. To increase the resources available for conservation and enhancement projects including contributions from visitors. The five year priorities for action are: Ensure a wider take-up of environmental schemes across the whole industry in the County. Examine the opportunities to provide appropriate re-cycling facilities for small tourism businesses. Develop and promote additional visitor payback schemes. Encouragement with EnCam (formerly Tidy Britain Group) to improve beach facilities and bathing water quality. Develop marketing initiatives promoting Devon as a destination for eco-tourism based on the natural and built heritage of the County. 25

24 16. Develop Opportunities for Cultural Tourism Local distinctiveness is the key to many tourism destinations and is the reason why tourists visit them.these qualities are an essential component of the tourism product and its economic competitiveness. 17. Involve Local Communities in Tourism There can often be limited contact between the tourism industry and local communities.tourism associations and Chambers of Commerce should be brought together with community groups such as parish councils or residents forums to discuss areas of common interest and promote a community approach to tourism management. The need to develop Community Strategies should ensure this dialogue is developed. The objectives are: To improve the understanding of the importance role of tourism by the community To ensure that visitor pressures do not adversely affect local communities and the visitor experience. To encourage greater involvement between the tourism industry and host community Cathedral Yard, Exeter The objectives are: To maintain the character and distinctiveness of Devon s cultural heritage. To increase the range of opportunities for tourist activities throughout the year. To establish stronger economic links between the tourism industry and local suppliers The five year priorities for action are : Ensure that tourism issues are recognised in the preparation of Community Strategies. Consult with local communities on significant tourism issues. The five year priorities for action are: Ensure the Local Cultural Strategy pays due regard to the role of tourism within the cultural resource. Encourage and support the local distinctiveness of Devon including the built environment. With adjoining counties, develop the tourist potential of canals in the sub-region through appropriate marketing initiatives. Develop events and festivals. Develop and support museums and other heritage attractions. Investigate the opportunities to provide for leisure learning linked to the heritage sector. 26

25 6. Implementation The current Tourism Action Programme 2002/3 is included at the back of this document.this will be updated and rolled forward over subsequent years. As with the broad scope of economic regeneration, tourism is a corporate County Council activity. In particular the Chief Executive s Directorate (Economy and Regeneration, Communications and Information and Corporate Policy) the Environment Directorate (planning, highways, historic environment, countryside, public rights of way, transport) and Lifelong Learning (museum and arts) play a key role in this sector. All these will be involved in the implementation of the Action Plan and in recognition of this it is suggested that a Corporate Tourism Group be established to co-ordinate policy, improve liaison, implement and monitor this Plan.The Action Plan will set the agenda for the County Council s activities on tourism which will overall be guided and co-ordinated by the Chair of the Corporate Tourism Group and will be implemented by the other directorates and sections within the County Council. 6.1 Working in Partnership It is important to stress that Devon County Council is only one of a number of organisations with an interest in tourism in Devon. Co-ordination of activity and pooling of resources is key to achieving the aims of this Action Plan.The eight District Councils and adjoining Unitary Authorities of Plymouth and Torbay are all active in promoting their areas for tourism and providing tourist facilities.the County Council has a close and productive working relationship with all other local authorities through the Devon Tourism Officers Group and membership of joint tourism initiatives and area based groups such as DACOM (Devon and Cornwall Overseas Marketing Consortium), and Dartmoor Partnership. The County Council is also in membership of the Regional Tourist Board, South West Tourism and as such is represented at elected member and officer level on the Joint Consultative Committee. Officers also represent the County Council s interests on various ad hoc and working groups which are established from time to time by South West Tourism to consider and develop specific initiatives. This gives the opportunity for the County Council to influence tourism strategy at regional and national level, in particular the programmes and activities of South West Tourism and the South West of England Regional Development Agency, which is playing an increasingly important role in the tourism sector. Further, it is important to recognise the opportunities for working with other outside organisations eg Learning and Skills Council, Small Business Service, in particular to optimise resources in order to achieve the County Council s objectives. There is also a need to involve the private sector in developing policy and priorities as public/private partnerships have an increasingly important role to play in implementing actions. It is suggested that setting up a small tourism forum of private sector representation be examined. Lynton and Lynmouth Cliff Railway The County Council s aim is to establish a quality tourism product and thus a thriving tourism industry in Devon that is economically and environmentally sustainable and generates benefits for the County and its communities.the County Council will achieve this both through the use of its own powers and resources and by working in partnership with other public, private and voluntary organisations, particularly Devon s District Councils and Unitary Authorities and South West Tourism, Countryside Agency and South West of England Regional Development Agency.This document provides the framework for this. 27

26 In general, Devon County Council will: Influence and encourage other tourism interests and agencies to adopt the principles and policies set out in this Plan. Co-ordinate the work of different sections within the County Council through the CorporateTourism Group Work with the district councils, unitary authorities and National Parks, both individually and collectively, through bodies such as DACOM and EATAG Continue to give full support to South West Tourism Influence the development of European, national and regional strategies and policies affecting Devon Seek to maximise the funding opportunities for tourism initiatives in Devon Promote the use of new technologies to support the provision of high quality, seamless tourism information across the county and to enhance marketing opportunities, particularly to overseas markets Ensure the importance of tourism is recognised in other County Council Strategies such as the Structure Plan, Economic Development Action Plan, Local Transport Plan, Cultural Strategy, Local Agenda Funding The resources needed to implement the Action Programme, both in terms of direct expenditure and manpower, will be derived from existing budgets and supplemented, as far as possible, through external funding opportunities. Funding from Devon County Council budgets in 2002/3 is as set out in the attached Action Plan. Other main sources of financial support which are being targeted include: Objective 2 Priority 3 of the SPD for the Objective 2 programme area, A Better Future for Traditional Economies includes six measures, five of which are specifically relevant to this document: Regenerating the rural economy; Investing in the rural tourism product; investing in the tourism infrastructure of coastal towns, resorts and city areas; promotion and development of the regional distinctiveness of the area; HRD and training support for traditional economies. Whilst the programme therefore offers a number of funding opportunities to facilitate implementation of the County Council s Tourism Role and Action Plan , it should be noted that the bidding process for funds in this Priority is extremely competitive given the limited allocation for these measures. As a result, GOSW imposed a moratorium on accepting new tourism projects in August 2001 and the Programme Monitoring Committee (PMC) agreed that a Tourism Strategy Group should be established to propose criteria against which future tourism projects might be considered. A recommendation from that group was considered by the PMC in January 2002, after which it is anticipated that the current moratorium on new projects being submitted is likely to be lifted. (need update) Recovery Monies The Devon Recovery Plan is an ambitious programme of projects aimed at addressing the economic impact of FMD. Discussions have taken place with the Department for Environment, Food and Rural Affairs as to how the projects may be funded. Further, Devon County Council has been successful in submitting proposals to the South West of England Regional Development Agency in response to it s invitation to bid for monies from its Additional Business Recovery Fund 2001/2.. A number of tourism-related projects are being supported as referred to in the Action Plan. Lottery Lottery monies can be targeted for certain projects. This will include the New Opportunities Fund for initiatives at Stover Country Park and Local Nature Reserve. 6.3 Monitoring and Review Achievements against the specific targets and outputs set by the Action Programme will be monitored annually, as will the extent that the actions remain relevant.this will be reported to Committee and, based on the advice of the Corporate Tourism Group, the Action Programme be updated and revised as necessary. 28

27 APPENDIX 1: Swot Analysis of Devon s Tourist Industry It is useful to look at the strengths, weaknesses, opportunities and threats for Devon s tourism industry in order to identify the issues for the Plan period Strengths A well-established visitor destination Two stunning and varied coastlines A number of major estuaries important for both wildlife and water recreation Distinctive countryside with high landscape value and well-maintained Rights of Way network Dartmoor and Exmoor National Parks Part of Dorset and East Devon Coast World Heritage Site and Cornish Mining candidate World Heritage Site Historic city of Exeter and attractive historic market towns such as Totnes A strong maritime heritage Diverse range of visitor attractions Diverse opportunities for outdoor pursuits and special interest activities Literary associations such as Agatha Christie, Sherlock Holmes, and Henry Williamon s Tarka Good range of cultural and entertainment facilities Good quality locally produced food and drink Wide range of accommodation Weaknesses Lack of a single brand image Low level of consumer knowledge of Devon with the exception of some resorts and the National Parks Perceived as distant from major population centres Tourist activity concentrated in summer months Inability of certain high quality landscape areas to cope with visitor pressures Fragmented nature of the tourism industry makes co-ordination difficult Varied and inconsistent standards in accommodation and attractions A number of resorts with poor infrastructure and struggling enterprises Perceived lack of wet-weather facilities and attractions offering value for money Congestion on routes to Devon and at certain destinations Lack of public transport to visitor attractions in rural areas Opportunities Growth in short-breaks and special interest, activity holidays Potential increase in overseas visitors Growth in ICT developments Growth in environmental interests and concerns Improved infrastructure for walking and cycling Objective 2 funding for new tourism projects Structural changes in the agricultural and rural economy Growth in importance and use of Plymouth- Roscoff cross-channel routes Expansion of flights into Exeter and Plymouth airports Harmonisation of grading schemes Event tourism Threats On-going growth in competition from overseas main holiday destinations Growth in new, alternative, competing destinations in the UK Continued rise in traffic levels and congestion Failing farm incomes leading to poorer landscape management Labour supply and skills shortages Fluctuations in the UK economy Limited public funding for tourism Competition for Objective 2 programme funding for tourism Loss of accommodation in resorts to non-tourist uses Inappropriate exploitation of heritage resource resulting in long-term damage Growing concerns about water and beach pollution Lack of major capital investment in tourism 29

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37 Published by Devon County Council - May 2002 For More Information on Devon County Council s contribution to tourism, contact: Lesley Garlick Environment Directorate Devon County Council County Hall Topsham Road Exeter EX2 4QW enquiries: lgarlick@devon.gov.uk or Janet McCarthy Chief Executive s Directorate Devon County Council County Hall Topsham Road Exeter EX2 4QD enquiries: jmccarth@devon.gov.uk about Devon County Council or Life in Devon, visit the Information Devon web site:

38 Devon County Council, County Hall, Topsham Road, Exeter, EX2 4QD