The Suffolk Coast Tourism Strategy

Transcription

1 The Suffolk Coast Tourism Strategy Executive Summary Prepared on behalf of the Suffolk Coast & Heaths AONB Partnership and the Suffolk Coast Destination Management Organisation 1 of 21

2 Contents Suffolk Coast Tourism Studies 1. Introduction 3 Study Background 3 2. Study Overview 4 Study/Destination Area 4 Tourism Character Areas 4 Volume and Value (AONB Only) 6 Visitor Characteristics and Experiences 7 Strengths, Challenges, Opportunities and Threats 8 Study Conclusions Vision Key Objectives Delivering the Tourism Strategy 15 2 of 21

3 INTRODUCTION 1. Introduction 1.1 The following presents a summary of the Suffolk Coast Tourism Strategy The Tourism Strategy is the culmination of a series of studies commissioned by the Suffolk Coast & Heaths Area of Outstanding Natural Beauty (AONB) Partnership and undertaken in Study Background 1.2 The principal aim of this project, which is supported by a cross-border initiative involving organisations from the EU called BALANCE, is defined in the study s Terms of Reference as being to establish a new tourism strategy for the Suffolk Coast. The strategy is to be based upon a comprehensive understanding of the current position and future opportunities and challenges being faced by the tourism sector. 1.3 An extensive study programme was carried out in 2012 that involved completing a series of investigations, including: Suffolk Coast Comparator Assessment Suffolk Coast Destination Profile Assessment 1.4 The purpose of completing these individual reports was to establish a comprehensive understanding of the current position of tourism throughout the Suffolk Coast area. This in turn was used as the basis for determining the strategic vision, objectives and priorities for action. Extensive consultation with local and regional bodies, and a series of workshops with local stakeholders were undertaken to formulate and test these objectives. 1.5 The following summarises the key conclusions, vision and objectives that set a 10-year development framework designed to ensure that the Suffolk Coast will realise its full tourism potential. In accordance with the principles of sustainability, the vision and objectives have been established to deliver mutual benefits for the economy, the community and the environment. Baseline Study and Scoping Report Suffolk Coast Visitor Research Suffolk Coast AONB Economic Impact Assessment 3 of 21

4 Study Overview 2.3 The landscape of the Suffolk Coast is naturally divided by the rivers and estuaries. Using this as the basis, the Suffolk Coast TCAs have been determined as follows (See Map 1): SC North - covering Southwold, Kessingland and Halesworth; 2. Study Overview Study/Destination Area 2.1 The Suffolk Coast & Heaths AONB forms an integral part of the tourism product and interest for the Suffolk Coast area. However, it was determined early in the investigation process that the destination of the Suffolk Coast is much broader than the AONB alone. Important towns, villages, accommodation operators, activities and attractions all fall outside of the AONB boundary, with visitors seamlessly travelling within and through the AONB to reach these assets and services; and vice versa. To reflect this position, the study boundary was extended to a cover a much wider area, extending from Harwich to Kessingland, and from the coast westward to Framlingham (see Map 1). Tourism Character Areas 2.2 The purpose of determining Tourism Character Areas (TCAs) within the Suffolk Coast is to recognise that visitors, particularly day visitors and short break holiday-makers, will concentrate their activity in a smaller geographic area once they have arrived in the Suffolk Coast destination. In this respect, these visitors will have a primary focal point (or base) from which they will explore and/ or pursue particular activities and interests. This point or base is likely to be their accommodation, an attraction/key site, or the place in which they can start their chosen pursuit. SC Central - covering Aldeburgh, Thorpeness, Dunwich, Walberswick, Leiston, Saxmundham, Framlingham SC South - covering Woodbridge, Orford, Hollesley Bay, Bawdsey, Rendlesham Forest and Wickham Market; and Stour and Orwell - convering Felixstowe, Harwich and Manningtree 2.4 Each of the TCAs has its own unique proposition. The Stour & Orwell TCA has the largest concentration of watersport and water-activity amenities. It also showcases the area s quality produce through the Suffolk Food Hall and Jimmy s Farm. The SC South TCA includes the main market town of Woodbridge, the Anglo-Saxon remnants of Sutton Hoo, the popular Rendlesham Forest, and the remote and sensitive coastal zone between Orford and Bawdsey. The SC Central area includes all of the characteristics of the AONB - such as marsh wetlands, ancient forests, and large swathes of heathland - as well some of the area s most prominent structures such as Framlingham Castle and Sizewell Power Station. The SC North TCA includes the popular coastal resorts of Southwold and Kessingland, and a key family attraction in Africa Alive. 2.5 Each TCA has its own array of good quality and varied accommodation. The principal towns also support a range of retail and catering services, whilst other features such as farm shops, produce 4 of 21

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6 providers, heritage features, and important nature sites can be found across the whole of the Suffolk Coast. Volume and Value (AONB Only) 2.6 As part of the study process, an Economic Impact Assessment has been conducted to determine the volume and value of tourism. Please note, this exercise was only undertaken for the AONB area. Overnight visitor volume 2.7 There are an estimated 5,830 commercial bedspaces in the Suffolk & Heaths Coast AONB, providing a capacity of just under 1.7 million bednights per annum. In addition, it is estimated that a further 55,000 bednights are generated by those visiting friends and relatives and staying in second homes. 2.8 In 2012, the average bedspace occupancy ranged from 40% per annum for hostels through to 58% for hotels, self catering accommodation and camping and caravan sites. From this, it has been calculated that just over 1 million tourism bednights were spent in the Suffolk Coast, which in turn equates to just over 225,000 overnight trips to the destination. Day visitor volume 2.9 The day visitor volume to a destination is determined by residents within a reasonable drivetime (usually 2-hours) and by other holidaymakers staying nearby who may be inclined to make a trip to the destination. In the case of the Suffolk Coast & Heaths AONB, this includes those holidaying or residing in the wider Suffolk Coast destination and elsewhere in Suffolk, and in Norfolk, Cambridgeshire, Essex and North London Altogether, the number of day visitor trips to the Suffolk Coast & Heaths AONB is estimated to be around 3 million per annum. Visitor Value 2.11 Table 2.1 estimates the value of visitors to the Suffolk Coast & Heaths AONB based upon the number of trips received. As the table demonstrates, direct income from tourism equates to just under 190 million per annum, with a further 43.7 million generated through indirect spend. Combined, this spend supports around 3,600 Full Time Equivalent (FTE) jobs. Table 2.1: Direct expenditure generated by tourists to the Suffolk Coast & Heaths AONB Overnight - UK resident Overnight - overseas Overnight other Day visitor Total Accommodation 54,832, , ,406,876 Meals and Drinks 33,412, , ,002 39,690,218 74,164,570 Fares and Petrol 3,909,805 63, ,886 11,009,480 15,181,573 Gifts and Souvenirs 10,071, , ,772 14,712,000 25,519,990 Entry fees/entertainment 5,839, , ,263 8,650,043 14,854,114 Other expenditure ,689,000 Total Direct Income 108,065,371 1,662,089 1,337,922 74,061, ,816,122 Indirect Income 43,700,000 Total Visitor Income 233,516,122 Total FTE s Supported 3,599 6 of 21

7 Implications for the Suffolk Coast Destination 2.12 The Economic Impact Assessment of Tourism relates only to the AONB. However, the volume, value and economic support of tourism to the local economy and FTEs is clearly visible. It can therefore be deduced that the same premise holds true for the whole of the Suffolk Coast destination The income that visitors generate is being driven by the characteristics of the environment, the attractions and the service being offered. The continuing success of tourism, and the benefits that the sector can bring to the Suffolk Coast will be reliant on ensuring that the visitor experiences match and surpass visitor expectation. Visitor Characteristics and Experiences 2.14 A comprehensive market research survey was undertaken in 2012, with 788 interviews completed across 22 survey points throughout the Suffolk Coast. The key findings of the survey can be summarised as follows: Suffolk Coast visitors have an older age profile and higher socio-economic profile than the national average. Most visitors arrive in couples (62%). Both findings suggest that the Suffolk Coast is strong with empty nesters and those who have retired. The Peak Season (June/July/August) attracts slightly higher numbers of younger age groups, though not to the extent that would normally be expected of coastal destinations. Over half (51%) of day visitors are regular visitors (one trip per month or more), whilst only 7% had never visited before. Likewise, just under half (48%) of overnight visitors - or holidaymakers - travel to the area once a year or more. In addition, over a third (37%) of overnight visitors had never visited before. Both findings combine to suggest that the Suffolk Coast is good at deriving repeat business and replenishing the visitor market year-on-year. The average duration of stay was 4.7 nights, with a high proportion (42%) staying longer than 5 nights. Only 23% stayed 1-2 nights, which means that the Suffolk Coast is bucking the national trend for shorter breaks. Serviced and self-catering enterprises were more likely to be used in the Off Season (November to February). Camping and caravanning demonstrated seasonal use, although use was still evident in the shoulder seasons (March to May and September to October). 7 of 21

8 Key motivations for travelling to the Suffolk Coast include visiting both the natural and built environment; finding a good place to eat and drink; and general walking. Specific activities are less prevalent, but wildlife watching, cycling and watersports all achieved good representation as niche interests. Visiting a pub/cafe (43%), short walks (30%), shopping (24%) and relaxing/enjoying the view (22%) form the main activities undertaken. High levels of satisfaction (above 4 out of 5) were recorded against all key elements measured. The ability to find good places for food and drink (4.65), the ease of pursuing interest (4.63) and the condition of provision [supporting interests] (4.47) received the highest levels of satisfaction overall. Few respondents (only 11%) highlighted aspects that spoilt their visits to the Suffolk Coast, but the aspects mentioned included bad weather, poor toilet provision, no/lack of cafe, lack of car parking, traffic congestion, litter, dog mess and lack of information on the area/key sites. Overall, 80% of respondents stated they were very likely to return to the Suffolk Coast in the future, with a further 17% stating they were likely to return. Strengths, Challenges, Opportunities and Threats 2.15 The following tables summarises the key findings from the investigation process and sets the strategic framework for vision and objectives. Virtually all respondents (95%) stated that they were likely to recommend the Suffolk Coast for the activities they undertook. Over 8 in 10 wildlife watchers and walkers are very likely to recommend the Suffolk Coast. The quality of the natural and built environment of the Suffolk Coast were rated highly, with scores of over 9 out of 10 for the quality of the countryside; the attractiveness of the towns/ villages and beaches; and the cleanliness of towns/villages and beaches. Key visitor services were rated less well (although still good overall), with tourist information from local Tourist Information Centres rated at 7.5 out of 10 for example. Overall value for money (8.5 out of 10) and overall quality of experience (9) were rated as good overall, but there is room for improvement here. Of the key likes about the Suffolk Coast, the peace/tranquillity (53%), quality of the scenery/ landscapes (47%) and general ambience (36%) came out top. 8 of 21

9 Strengths, Challenges, Opportunities and Threats Strengths Issues and Challenges Opportunities Threats Attractive landscapes and picturesque towns and villages Peace and tranquil setting Popular for walking and wildlife watching Strong reputation for quality food and drink, using local produce Varied attractions covering themes of heritage, wildlife/nature and families National Trust, RSPB, English Heritage, Wildlife Trust each operate attractions in the Suffolk Coast Good level of long distance and short walking routes Cycle hire is available, with 7 hire outlets available throughout the destination Older age profile with fewer families Not considered an activity focussed destination, e.g. a walking destination Lacking large-scale high profile attraction that can generate its own market Trails network is limited for cycling and horse riding Seasonality is impacting on businesses Key themes are only supported by modest/ fragmented services - e.g. military heritage, certain watersports, spa Food lacks nationally recognisable focal point (e.g. Michelin Star restaurant) Evidence of strong visitor clustering at honeypot sites causing management issues Recognise Suffolk Coast as a year-round destination Walking offer to become more conducive to dedicated walking market Network of on-road (using quiet lanes) and off-road trails to be established for cyclists and horse riders Establish discovery and indulgence rewards to entice trail usage Utilise Suffolk Punch as unique interest and endangered horse breed Attract greater interest in adventure pursuits, but only in certain designated locations Utilise wildlife watching and nature tourism as a year-round activity with growing market prospects Continuing economic climate, which is causing uncertainty in the market Complacency and inertia in terms of product development, quality improvements, packaging and marketing Business failure and changing of circumstances which leads to changes in tourism supply Competing development pressures at a local level Restrictions on development needs due to environmental protection Over-reliance on one or two markets or themes Lack of investment in funding to support development, marketing and promotion Good mix of accommodation, with 1.7 million saleable bednights available per annum Many accommodation establishments can support large family and friendship groups Good range of activities supported by quality providers - golf, RYA sailing centres, equestrian centres Good level of events throughout the year, including some high profile events that generate significant visitor interest Aldeburgh Music/Snape Maitings provides a multi-faceted attraction and concert venue Area associated with internationally renowned composer Benjamin Britten Regular repeat visitors plus good proportion of new visitors, all of whom have high levels of satisfaction with their visit Some areas such as Saxmundham, Leiston and Halesworth are considered to be underutilised from a tourism perspective Sizewell C construction programme, which could last 15-years Increasing competition nationally and internationally. Convincing the market that the Suffolk Coast is amongst the warmest and driest places in the UK Sensitivities of the natural environment across AONB and beyond, with many having local, national and European protection designations Fragmented transport network, making it difficult to travel through the Suffolk Coast without the use of motorised transport Package and promotions needed to support existing leisure pursuits Modest development in additional amenities and attractions to support recognised market opportunities (e.g. families, spa, activities) Utilise locally distinctive foods to help sell Suffolk Coast as a destination Support existing and explore new events to extend the annual programme Animate lesser known spaces and places where there is capacity to support visitors Improve transport connectivity to encourage more sustainable exploration of the Suffolk Coast Exploit existing transport connectivity between London and Ipswich into the Suffolk Coast Lack of co-ordination and co-operation between public, private and voluntary sectors involved in tourism Competition from similar destinations that are continually improving the nature and quality of their visitor experience Perceptions of development associated with Sizewell C One of warmest and driest places in the UK 9 of 21

10 Study Conclusions 2.16 The investigation process has demonstrated that the Suffolk Coast has the character and assets that could - and should - be actively promoted to secure a greater profile as a tourism destination There is a general consensus that the Suffolk Coast already has good quality provision in terms of accommodation stock, attractions, food and drink, and specialist retail. When combined with its environmental characteristics, activities, and themes, the offer is certainly sufficient to warrant presenting the area as a tourism destination of interest to both domestic and overseas tourists However, there is a strong sense that many of the key assets, activities and themes of the Suffolk Coast can be developed further. This includes activities, heritage, wildlife, and indulgence, each representing good market prospects Any development in the Suffolk Coast will need to be tempered against the sensitive and sometimes fragile nature of the environment. This not only relates to the AONB, but the whole of the Suffolk Coast destination. Tourism needs to be developed in a manner that is sympathetic to the environmental character, and through measures that are able bring mutual benefits to businesses, conservation organisations and communities The Suffolk Coast has an increasing level of competition from domestic and international destinations, which means that despite the current successes, there is no room for complacency. The central purpose of this 10-year tourism strategy is therefore to ensure that the Suffolk Coast has the right combination of quality and distinctively Suffolk Coast packages, and that these support clearly defined markets. In this respect, the strategy seeks to build upon the area s strengths, and to grow opportunities associated with existing products and offers. 10 of 21

11 Vision In 2023, the Suffolk Coast is a tourism destination with a strong reputation for its positive environmental values. The Suffolk Coast is known for high quality, varied, easy to access and enjoyable visitor experiences throughout the year. Visitors, communities and tourism enterprises work together to deliver mutual benefits for the environment, heritage, economy and community through effective partnerships. 3. Vision 3.1 The vision for Suffolk Coast as a tourism destination needs to emphasise the reasons why a visitor would find visiting the area rewarding; namely to relax, recuperate, and discover the natural and built heritage of the area by meandering through its coast and countryside; to spend time in its market towns and villages; and to engage more fully with the high quality attractions, catering, and retail offers. Moreover, the marketing, promotion and packaging needs to demonstrate the availability of the Suffolk Coast as a year-round destination, with the seasonal changes marking a change of character for the Suffolk Coast. 3.3 The delivery of this vision requires the support and co-ordination of a wide range of key stakeholders in the form of national, regional and local agencies, local businesses, community groups and local landowners. It will be important to ensure that each stakeholder recognises that the overall experience of the visitor (and thus their inclination to return and recommend) will rely on the overall quality of the visit offer remaining high. 3.2 The above vision statement presents the basis from which appropriate tourism products and packages should be developed within the Suffolk Coast over the next 10-years. 11 of 21

12 4. Key Objectives Objective 1 Maximise the appeal, quality and popularity of the countryside, and the market and coastal towns to encourage more off and shoulder season visits for a range of activities: Emphasise the changing seasonal characteristics of the Suffolk Coast as a mechanism for prompting visits. Ensure the sense of arrival in the Suffolk Coast is supported by appropriate markers and signage. Utilise the popularity of the key market and coastal towns (including Felixstowe, Harwich, Woodbridge, Aldeburgh, Saxmundham, Framlingham, Halesworth and Southwold) to attract visitors and provide them with rewarding experiences Ensure visitors to the market and coastal towns are encouraged to explore the Suffolk Coast, via foot, cycle, bus, train or boat. Objective 2 Strengthen the range and provision of activities available within the Suffolk Coast to broaden market appeal and to encourage visits to the destination throughout the year. Maximise the value of the three long distance trails (Suffolk Coast Path, Sandlings Walk, Stour & Orwell Trail) in the Suffolk Coast through segmentation, support services and clear challenge/reward initiatives. Encourage greater use walking trails through theming and improved interpretation designed to engage different age groups, especially young children. Develop a series of safe cycle trails (on-road and off-road) to be promoted to existing and new visitor markets, and support existing hire services. Ensure key trails have clearly defined access points supported by information pertinent to the associated trails, local enterprises and transportation services. Support existing golf products through coordinated marketing and integrated packages. Support the development and promotion of certain water sports (sailing, windsurfing, kite surfing, kayaking/canoeing) activities in defined areas. Inspire new interest in wildlife watching and support existing wildlife enthusiasts by developing packages that encourage exploration and overnight stays. Objective 3 Strengthen key themes within the Suffolk Coast, especially those that present unique stories, accentuate key characteristics of the area, and have clearly defined visitor markets. Develop initiatives that encourage discovery of the area s heritage sites and features in the landscape. Continue to integrate local food and produce into the overall visitor experience, accentuating the diversity of food, local artisan producers and culinary learn to experiences. Encourage the development of spa experiences as stand-alone and packaged visitor offers Support the further development, promotion and packaging of all cultural event programmes, especially those that can motivate overnight visitor trips to the Suffolk Coast. Develop horse riding as a tourism driver through the development of trails and the iconic status of the Suffolk Punch. 12 of 21

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14 Objective 4 Improve the quality of visitor facilities and services across the Suffolk Coast, including developing new provision where there are clear gaps or a defined market need Encourage improvements to key market and coastal towns, and villages that are designed to improve the aesthetics and visitor experience of key zones. Examine the prospect and strategic roles of providing new and/or improved visitor attractions at key locations. Support improvements to existing accommodation. Development of new accommodation provision should be explored in certain locations where market demand can be justified. Encourage more integrated public transportation services across the Suffolk Coast, with key visitor sites to be supported where possible Raise awareness of the transportation services to the Suffolk Coast, especially supporting key activity markets from London and overseas Objective 5 Ensure good quality and relevant visitor information is available in a range of ways and is accessible both within and beyond the Suffolk Coast. Utilise the market and coastal towns as key information points, with the Tourism Information Centres/Points to be actively supported and promoted. Utilise new technologies to provide a continuous stream of information to support visitors during their stay. Objective 6 Develop a clear marketing and promotional plan to support tourism throughout the seasons, with the Suffolk Coast Destination Management Organisation and Visit East Anglia as the lead organisations. Recognise the extent of the Suffolk Coast as a destination and raise its profile (to be reflected in the branding, marketing and promotional material). Recognise that the strength of the Suffolk Coast as a destination brand is in the diversity of its offer to visitors. Look to target the family audience on a yearround basis through marketing, promotion and different initiatives Establish a dedicated website as the primary information source for potential visitors to the Suffolk Coast Use the dedicated website material as a lead for promotional brochures and leaflets Establish a marketing strategy to reflect the seasonal variations Objective 7: Sustainability Ensure that tourism activity and visitor behaviour is truly sustainable by seeking mutual benefits for all stakeholders involved in the visitor economy, environmental conservation and community welfare Continue to manage visitor interests, behaviours and impacts through the Area of Outstanding Natural Beauty and beyond. Encourage visitors to contribute to conservation by engaging with the Community and Conservation Fund (Visitor Giving) scheme. Explore the potential of establishing a Suffolk Coast Tourism Business Improvement District (TBID) 14 of 21

15 5. Delivering the Tourism Strategy 5.1 Delivering the strategic objectives and actions of the Suffolk Coast Tourism Strategy as outlined above will require a co-operative and coordinated approach. 5.2 The Suffolk Coast & Heaths AONB already has a clearly defined function in the management of the AONB, with its Partnership involving an array of local authority, statutory, private sector, third sector and voluntary organisations. The Partnership has been successful in securing funding from the European Union and the Heritage Lottery Fund for initiatives that will improve the visitor experience (i.e. the BALANCE Project) and key visitor themes (i.e. Touching the Tide Project). Within its continuing remit, the Suffolk Coast & Heaths AONB will have a vital role in supporting tourism, but also managing visitor behaviour. 5.3 The Suffolk Coast Tourism Strategy has been formulated through consultation with industry, voluntary and community groups. It is clear that there is an enthusiasm to support the tourism sector amongst the majority of consultees, but there is a feeling that the endeavours of the industry, community groups and local authorities, lack co-ordination and integration. This issue is to be resolved with the advent of a new Destination Management Organisation (DMO) for the Suffolk Coast in The DMO has been developing as an organisation over the course of the investigation process, with a view to taking a lead role in the delivery of this strategy. The DMO consists of business, community and local authority representatives. The DMO will be charged with co-ordinating the strategy and facilitating the co-operative approach needed to establish the Suffolk Coast as a successful tourism destination with a prosperous future. The purpose of the vision and objectives associated with this strategy is to help focus the activities of the DMO and its partners (including the AONB) in delivering this ambition. 15 of 21

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