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A Place for Life Draft Tourism, Benefitting One and All 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 Cornwall 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: Botallack Crowns Engine Houses, near St Just Left: Cycling on the Camel Trail. Credit: Matt Jessop (Front cover image: Golowan Festival, Penzance) 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 England 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: Truro 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: Fowey 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
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