a place for life Draft Tourism, benefitting one and all

Cornwall’s visitor economy strategy 2014 to 2020

Consultation This consultation draft has been produced by Council and the Visit Cornwall Partnership following the 2012/13 Tourism Review. It seeks challenge and endorsement from partners and businesses involved in this complex and important sector. The framework seeks to confirm key priorities, areas for action and a shared responsibility for success.

Draft

ConsultationAbove: Crowns Engine Houses, near St Just Left: Cycling on the Camel Trail. Credit: Matt Jessop (Front cover image: Golowan Festival, )

Dew / Two / Cornwall’s visitor economy strategy 2014 to 2020 Kernow yw pow bryntin rag bewa, oberi ha visitya ynno.

CornwallDraft is a great place to live in, work in and visit.

Consultation

Cornwall’s visitor economy strategy 2014 to 2020 / Three / Tri Our Visitor Economy

4.5 million staying visitors Cornwall’s Visitor Economy is a to cease affecting local housing 25 million bed nights success. Sector investment has affordability and the strain on public transformed Cornwall from a high services due to the 4.5 million £1.86 billion visitors spend volume, low value mass market to staying visitor trips. 11% GVA a higher value, lower volume and Our coastal towns and beaches get multi niche market that is far less most of the visitor attention, the Draft 17% employment seasonal. Cornwall is ranked number product elsewhere in Cornwall is one for visitor satisfaction, brand less well developed and resourced. Visitor economy supports circa 42,300 jobs ranking, repeat business and loyalty. Our competitors are busy capturing Best UK Holiday Region in the British Travel Awards Our strengths lie in our landscape, new, high-spending customers and 2009 to 2013 coast, beaches, heritage and culture, developing new and emerging built on our distinctiveness. Visitors niche markets, especially within Highest brand ranking (Visit Brand) see the Duchy as having a unique cultural tourism, international visits identity, as a distinct region in our and a year round offer, they must own right, and ‘part of England, but not beat us at our own game. Visitor impact equivalent to 70,000 extra permanent residents not really England’. Things are changing, not only Our weaknesses are well versed; in Cornwall. Reducing public Average earnings £17,389 there is a productivity challenge sector budgets mean that future Average earnings in Accommodation and food services £9,800 to end the traditional low pay, low investment is more uncertain, output sector, to end reliance on making markets less reachable, Average house price in Cornwall £180,000 (11% above UK part time, seasonal employment; unless we all work as one. average)

The importance of tourism is widely recognised by the resident population of Cornwall, with 89% of people agreeing with the statement that tourism is “good for the area”, whereas only 4% stated it is “bad” for Cornwall. Similarly, 30% stated that tourism has a “positive impact” on their lives, with 13% saying it has a “negative Consultationeffect” and 54% believing it has a “neutral” impact on their lives.

Peswar / Four / Cornwall’s visitor economy strategy 2014 to 2020 Draft

ConsultationLeft: Rick Stein’s cookery school apprenticeship Top: City of Lights Festival Above: Tehidy Country Park

Cornwall’s visitor economy strategy 2014 to 2020 / Five / Pymp Making our visitor economy work, for everyone

We want to ensure that the We want a high quality, highly There are lots of things we could be visitor economy can continue productive and resilient sector doing to achieve this, but we can’t so that: do everything. How do we choose to be a significant contributor the priorities? We have outlined four In a poor year the sector is high level priorities for Cornwall to the Cornish economy commercially viable; where we should focus our efforts, Draft In an average year the sector is together: profitable and can reinvest to stay competitive; 1 The Foundations 3 The Basics In a good year, profits are Our assets: we need look after and We need to get the basics right to very good and step-change improve the foundations of our past ensure we meet, if not exceed, the investment and developments and future success; our landscape, expectations of our existing and can be undertaken. environment, culture, heritage and new visitors; accommodation, public our Cornish distinctiveness; realm, visitor services and facilities; This will ensure that the visitor economy can not only continue 2 The Visitor Experience 4 The Means to the End to be a significant contributor to Quality: We must continually the Cornish economy, but also improve, as well as deepen and Marketing: We must use world- grow, increasing its contribution to broaden, the quality of the visitor class destination marketing, GVA and economic well being in experience; cultural tourism, combined with digital technologies Cornwall, transforming business and outdoor leisure, food and drink, and communication, to secure the delivering well paid, full time jobs. events; volume and value of tourism sought from targeted segments/markets. Consultation

Hwegh / Six / Cornwall’s visitor economy strategy 2014 to 2020 Draft

Left: Mud Maid at the Lost Gardens of Heligan, photo Julian Stephens © Heligan Gardens Ltd. Right: Kneehigh Theatre performing Tristan and Iseult at RestormelConsultation Castle

Cornwall’s visitor economy strategy 2014 to 2020 / Seven / Seyth How will we achieve this

To deliver the desired results we have to focus on the following key enabling actions:

Protect and enhance our natural Enhance research and market Redefine industry-led approach and built Environment intelligence Draft Review of structures, their High quality public realm, Knowledge acquisition of market/ governance arrangements, beaches, coastal path, heritage, business insights combined with funding and resourcing in order museums, festivals and events and effective sharing and resulting in to create a more business driven cultural assets, visitor services and actions industry lead facilities Existing and non visitor research, Access to finance, sector specific business benchmarking business support, skills and careers Develop cultural product development New market research, competitor Cultural tourism development, analysis arts, museums, World Heritage Note Site, Celtic/Cornish, itineraries and Innovate destination marketing These high-level action areas need food and drink and communications to be achieved through a structured Sports and active leisure, cycling, approach, based on a delivery matrix Destination marketing (national/ which details specific activity together walking water sports, nature- international/niche) with primary/lead organisations, based, country sports, fishing delivery partners and funding sources. Film and TV production liaison Festivals and events Each of the areas for action require and support an annual operational plan with clear, PR, media relations integrated specific objectives, resources and funding identified, together with with leading edge web site Key Performance Indicators, and Effective and innovative use of monitoring/evaluation processes. Photo: Festival of Words and Music. Credit: Barnacle and ConsultationBird Photography digital and social media channels

Eth / Eight / Cornwall’s visitor economy strategy 2014 to 2020 St Michael’s Mount

Draft

Consultation

Cornwall’s visitor economy strategy 2014 to 2020 / Nine / Naw Priorities Actions Impacts Outcomes

Protect and enhance our natural & built environment The Foundations High quality public realm, beaches, coastal path, heritage, wildlife, Our assets: We need look after and museums, festivals & events and cultural assets, visitor services improve the foundations of our past and facilities and future success; our landscape, Less Seasonal environment, culture, heritage and Develop cultural product A high quality, highly our Cornish distinctiveness; Cultural tourism development, arts, museums, World Heritage Increased visitors spent productive and resilient Site, Celtic/Cornish, itineraries and food and drink sector where: The Visitor Experience MoreDraft bed nights Sports and active leisure, cycling, walking water sports, nature- In a poor year the sector based, country sports, fishing is commercially viable; Quality: We must continually Improve sector employment improve, as well as deepen and Festivals and events In an average year the broaden, the quality of the visitor Maintain Cornwall sector is profitable Enhance research and market intelligence experience; cultural tourism, destination ranking and reinvests to stay outdoor leisure, food and drink, Knowledge acquisition of market/business insights combined competitive; events; with effective sharing and resulting in actions Maintain Cornwall brand In a good year, profits Existing and non visitor research, business benchmarking ranking are very good and The Basics New market research, competitor analysis step-change investment We need to get the basics right Increase Heritage and and developments are to ensure we meet, if not exceed, Innovate destination marketing and communications Culture segment market undertaken. share the expectations of our existing Destination marketing (national/international/niche) and new visitors; accommodation, The visitor economy Film and TV production liaison and support public realm, visitor services and More sector businesses increases its contribution facilities; PR, media relations integrated with leading edge web site accessing funding streams to GVA and economic Effective and innovative use of digital and social media channels (EU/National) well being in Cornwall, The Means to the End transforming business and Redefine industry-led approach More cultural activity delivering well paid, full Marketing: We must use world-class participation time jobs. destination marketing, combined Review of structures, their governance arrangements, funding with digital technologies and and resourcing in order to create a more business driven industry communication, to secure the lead volume and value of tourism sought Access to finance, sector specific business support, skills and from targeted segments/markets. careersConsultation development

Deg / Ten / Cornwall’s visitor economy strategy 2014 to 2020 Draft

Left: shop. Credit: Matt Jessop Above: Hurlers Stone Circles, Minions, Moor

Consultation

Cornwall’s visitor economy strategy 2014 to 2020 / Eleven / Unnek Measuring success

Whilst macro-economic conditions (and the weather) greatly impact This monitoring will be enhanced by a on the local visitor economy, we range of detailed indicators, including: have a duty to measure the impact of our interventions. Broadly, this Staying visitors (4.5 million) will be monitored through headline Seasonal breakdown Draft measures that relate to the sector’s business output (GVA), productivity, Bed nights (25 million) levels of pay and the quality of jobs: Visitors spent (£1.86 billion) Sector employment (42,300) Sector GVA Growth in Cornwall GVA increase per year (from £770 Cornwall destination ranking (Best UK Holiday Region, British Travel million) Awards 2009-2013) Cornwall Brand ranking (No 1 Visit England Brand, 2013) Sector Earnings Increase Public sector / Private sector leverage Average earnings increase per year (from £9,800*) Visitor Spend breakdown(International/Niche/Culture/Activity) Heritage and Culture segment market share Sector Productivity increase No. of sector businesses accessing funding streams (EU/National) GVA per person employed increase per year (£17,877*) Increase (15% over 5 years) the Arts Clients turnover * Accommodation and Food Annual local participation in cultural activity Services sector figures used Sector Jobs development as proxy indicator for visitor economy, representing 62% of Full time / Part time employment the wider sector ratio (45:55*)

Consultation Right: harbour Top Right: Tall Ships Regatta. Credit: Lee Whitehead Bottom far right: At the top of Kilmar Tor on Bottom centre: Walking on the . Credit: Bob Berry Dewdhek / Twelve / Cornwall’s visitor economy strategy 2014 to 2020 Draft

Consultation

Cornwall’s visitor economy strategy 2014 to 2020 / Thirteen / Tredhek Evidence

Reports Other references 1. Strategy Context a. 1st February 2013 Environment and Scrutiny Committee Report 2. SWOT Analysis b. Towards 2015 – SW Regional Tourism Strategy 3. Volume and Value of Tourism in Cornwall 2012 c. Visit EnglandDraft – England Tourism Strategic Framework - 2011 4. Visit Cornwall Visitor Survey reports d. European Policy Report on Competitive and Sustainable Tourism 5. 2012 Beaufort research e. CITFA Report on Tourism funding by Local Authorities 6. 2013 Arkenford Research f. Travel and Tourism – Oxford Economics 7. Visit England –English Destination Brand Tracker Report g. Colorado report on impacts of destination marketing 8. Competitor Evidence Report Available on www.visitcornwall.com 9. Cornwall Resident Attitudes Survey 2012 – Power Marketing 10. Comparative Destination Management Organisation Funding Report – Houston Economic 2012 11. Cornwall Tourism Trends Report – South West Research Company 12. Tourism Review 2012/13

Consultation

Peswardhek / Fourteen / Cornwall’s visitor economy strategy 2014 to 2020 Draft

Photo: Watergate Bay Consultation

Cornwall’s visitor economy strategy 2014 to 2020 / Fifteen / Pympthek Draft

If you would like this information in another format or language please contact: Cornwall Council, County Hall Treyew Road, Truro TR1 3AY Telephone: 0300 1234 100 Email: [email protected] www.cornwall.gov.uk Photo: Consultation