Market Town Welcome

Destination Plan for Barnard Castle

2013

“Barnard Castle – the awe-inspiring market town in the heart of Teesdale”

Report to Durham County Council and Visit County Durham

By Alison Caffyn, with the support of tourism partners in Barnard Castle

Alison Caffyn Tourism Consultant Wellside Livesey Road Ludlow SY8 1EZ www.alisoncaffyn.co.uk

Contents 1. Introduction ...... 1

1.1 Background and rationale ...... 2 1.2 Strategic context ...... 3 1.3 Process and partnership...... 5 1.4 Key contextual changes since 2009 ...... 5 2. Vision and objectives ...... 6

2.1 Tourism statement for Barnard Castle ...... 6 2.2 Overall objectives of the destination plan ...... 6 3. Visitors to Barnard Castle ...... 7

3.1 Survey results ...... 7 3.2 Current visitor profiles - segmentation information ...... 9 3.3 Visitor of the Future ...... 11 4. The Tourism Offer ...... 13

4.1 What does Barnard Castle offer visitors? ...... 13 4.2 Recent developments ...... 14 4.3 SWOT Analysis ...... 16 4.4 Meeting future visitor expectations ...... 17 4.5 Potential new developments ...... 18 5. Destination Management and Promotion ...... 21

5.1 The Strategy...... 21 5.2 The future visitor experience ...... 22 5.3 Destination priorities ...... 22 6. Action Plan ...... 23

6.1 Introduction ...... 23 6.2 Barnard Castle Destination Plan – Action Plan ...... 25 6.3 Key projects ...... 33 6.4 Common themes to develop with other towns ...... 44 6.5 Taking the Plan forward ...... 44 7. Annex Partners contributing to the plan...... 44

1. Introduction This Destination Plan for Barnard Castle is an action plan for the partnership of organisations that are involved in tourism, town development and the visitor economy within Barnard Castle and its

1 hinterland. It is designed to be a working document that can be added to as the town and its partners identify new opportunities for development and is intended to steer a way forward over the next 5-10 years. This plan in 2013 is a reviewed and refreshed version based on the original document published in 2009. The purpose of the plan is to: • Develop the tourism potential of Barnard Castle and strengthen its identity for visitors • Provide a framework and rationale for investment and development planning in the tourism sector within the town • Identify priority actions • Clarify how partners and agencies can work together to deliver the destination plan The destination plan’s focus is Barnard Castle the town, within its wider setting of Teesdale and the Durham Dales. A visitor centred approach has been taken focusing on bringing more visitors to the town and wider area, encouraging those staying in the town to explore more of the countryside and persuading those staying in rural accommodation to spend more time and money in the town centre. In these economically challenging times, it is vital that tourism partners are able to work collaboratively and effectively together to deliver objectives which will, at least, sustain, but hopefully significantly improve, the economic viability of Barnard Castle.

1.1 Background and rationale Market Town Welcome The Market Town Welcome Programme involved developing destination plans for five market towns in County Durham in 2009 and 2010. The Programme aimed to complement other local and regional regeneration strategies and initiatives and to take a tourism perspective to each of the market towns – viewing them through a visitor’s eyes as a destination. The five towns are: Barnard Castle, Bishop Auckland, Seaham, Stanhope and Chester-le-Street. The Objectives of the Programme were: • Developing the tourism potential of each town • Inputting to investment/development planning • Harnessing private sector potential • Using the destination plan to support funding bids • Encouraging collaboration and cross fertilisation of ideas • Strengthening the identity of each town for visitors • Boosting the visitor economy in each town Market Town Welcome originated in 2008 when One North East commissioned Miller Research and Alison Caffyn to produce destination plans for market towns in Northumberland. In total eight towns in Northumberland, plus Guisborough in Cleveland have been through the same process. Barnard Castle is the first town to review and refresh the plan, having implemented much of the 2009 plan. The Market Town Welcome process was developed to incorporate the principles of the ‘VICE model’ for local destination management. This model was developed by the national tourism agencies and Tourism Management Institute to encourage the sustainable development of tourism. It aims to

2 ensure positive outcomes for Visitors, the tourism Industry, local Communities and the built and natural Environment. So the destination plans aim to develop tourism which: Welcomes, involves and satisfies Visitors Achieves a prosperous and profitable Industry Engages and benefits host Communities

Protects and enhances the local Environment Why welcome visitors? The visitor economy is particularly significant in rural areas where there are few alternatives and traditional industries such as agriculture or mining have declined. Tourism has increasingly been seen as a vital element in the regeneration of an area. Not only does the visitor economy support businesses, jobs and the suppliers to those businesses, but visitors’ spending also helps support local heritage, culture (e.g. festivals and events) and community services (buses, shops, pubs, post offices). Tourism is also a reason to conserve special buildings, historic buildings, beautiful landscapes and important wildlife sites. Figures for the Durham Dales in 2011 reveal that there were: • 2.27 million day visitors • 302,000 overnight visitors staying a total of 1.1 million nights • A total of 2.5 million people visiting the Durham Dales, spending £138 million • Supporting 1,892 jobs in the Durham Dales area and another 432 indirectly in other sectors Recent trends have included a decrease in annual staying visitors but increases in day visitors and a small overall increase in spending.

1.2 Strategic context With the demise of One North East in 2011/12 there are no current strategic tourism documents for the North East as a whole. Former policy documents identified market towns as key elements in the attraction of the North East for visitors and proposed that towns should develop plans to make improvements in facilities to meet the needs of increased visitors. Other priorities which are still very relevant across much of the former region include food and drink, improved shopping and public art as well as basics such as visitor information and signing, events and festivals and heritage tourism The key strategic document is the Durham Tourism Management Plan 2012-2016 prepared by Visit County Durham It identifies eight priorities for destination development in County Durham listed below. The most relevant for Barnard Castle and Teesdale are reproduced in full: 1. Optimise the potential of Durham City to attract visitors to the county 2. Increase spend by implementing a step change in the quality of the visitor experience post arrival, so that the county attracts and satisfies the needs of higher spending visitors and that Durham competes nationally as a quality destination. 3. Develop local distinctiveness by using the destination brand name ‘Durham’, its sub brands - Durham City, Vale of Durham, Durham Coast and the Durham Dales and its brand themes – history and innovation, people, location and connectivity. Visitor research shows that local distinctiveness plays a role in differentiating a destination from its competitors and makes a significant contribution to a positive visitor experience. 4. Tackle seasonality by focusing on two areas of development: events and business tourism. 5. Grow the profile of the county regionally and nationally by developing and marketing product with national resonance. 3 6. Extend stay by optimising the potential of market town and town centres to draw visitors into rural areas. Visitor research shows that Durham’s towns hold significant appeal for visitors and can perform the dual role of attracting people out of the urban centre and providing a service centre for people on rural and coastal holidays. This can be delivered through the implementation of destination development plans for Barnard Castle, Stanhope, Bishop Auckland, Chester-le-Street and Seaham. 7. Manage and maintain the public realm taking into account the needs of visitors as well as residents in the county. 8. Increase the contribution of Durham’s rural areas to the overall value of the county visitor economy. Through an audit of rural tourism assets to ascertain their scope, quality and potential economic value and projects to animate rural areas, so there is more to see and do. County Durham has the raw materials of a good rural tourism product, but it needs to be better understood by partners in the county, so it can be developed and then confidently marketed.

The Destination Plan builds on several previous local studies and consultations and aims to reflect local issues and concerns. Key documents are the cross-linked Barnard Castle Vision Baseline Report, the Teesdale Economic Options Study and the Teesdale Sustainable Community Strategy. These involved extensive consultation with the private, public, community and voluntary sectors in Barnard Castle and Teesdale. They also built upon and linked in with other local consultative reports and strategies. The Barnard Castle Vision document (2007) identified the town’s built environment, its heritage, The Bowes Museum and Castle, attractive location and strong culture of local enterprise as key strengths to build the town’s tourism offer upon. It recommended developing Barnard Castle’s potential as a unique and authentic visitor destination. Barnard Castle Vision became a key delivery partner with Durham County Council to deliver a programme of capital investment (with funding raised from public and private sectors). In terms of tourism the aim is to increase visitor numbers at The Bowes Museum and the Castle and greater expenditure in local shops as people stay longer and return more frequently. Improving the visitor experience was just one of seven criteria of success by which the Vision is measured. Other measures included wealth creation, social benefit, preserving the historic environment, housing, and education and employment opportunities for residents and young people in particular and innovation. The Vision’s projects aimed to be innovative, testing boundaries, trying out new things, and combining good practice in innovative ways. The Vision won a Teesdale Business Award for its impact on the retail sector of the town and on a national basis won three Action for Market Town awards for Strategic and Partnership Working; an award for the creation of NeST studios and digital hub in the Business & Economy category; and an Environment and Culture award for the Shop Front Grant Scheme.

In addition, Durham Dales Brand Research involved focus group research into perceptions of the Durham Dales, Weardale and Teesdale led by Tourism UK. The Durham Dales brand generates some consumer interest and there is a reasonable match between people’s expected rational benefits and the reality when they visit the area. The emotional benefits identified associated with the Durham Dales brand are – social, friendly, genuine, historic, relaxing and to a lesser extent refreshing and invigorating. These have been borne in mind in the thinking behind this destination plan – its target markets and vision.

4 1.3 Process and partnership The Market Town Welcome process was developed to be as inclusive as possible, working with a local group in each town including tourism businesses and organisations as well as the local authorities and Visit County Durham. The process works through the following stages, which also help structure this destination plan:

1. Understanding the rationale - why welcome visitors, what are the benefits for a town? 2. Identifying current and future visitors to the town 3. Identifying what the town can offer visitors 4. Considering how well the town meets the needs of its visitors now and in the future 5. Understanding how tourism is resourced, promoted and managed in the town

6. Understanding the town’s strengths and weaknesses 7. Creating a vision of where the town wants to be in 5 – 10 years from a visitor perspective 8. Identifying priorities and actions in order to achieve that vision The review of the plan revisited each of these stages, building on the information gathered during the original process and updating information where possible. The results of the Teesdale Business Voice 2012 Business Survey and the Ideas into Action Tourism Event in September 2012 were incorporated into the thinking.

Three meetings were held between autumn 2012 and spring 2013 with key tourism stakeholders. One session was with the Teesdale Action Partnership’s Tourism Group which helped review progress and the initial list of suggested priorities and action. A list of those people who have contributed is in Annex 1.

When the first destination plan was done an audit of the tourism resources in and around the town was carried out. In 2013 this has simply been updated with an analysis of changes which have taken place.

1.4 Key contextual changes since 2009 Since the first plan was written much has changed in the organisational environment in Barnard Castle. The following is a summary of significant changes which impact on the visitor economy. Other changes such as specific developments and facilities are highlighted in section 4.

• Local government reorganisation

• Loss of One North East and the regional tourism strategy • TAP established – more people involved and small grants scheme

• Tourism is a TAP priority this and next year

• There’s a better understanding of tourism potential for the economy – it’s taken more seriously

• New county Tourism Management Plan

• The county wide destination brand This is Durham is now established and market research shows strong awareness of Durham as a destination which means the Durham Dales will have increased resonance with potential visitors

5 • Visit County Durham the Destination Management Organisation for the county has undergone some changes but still provides the main marketing opportunities for tourism businesses, the thisisdurham website and commissions research into visitor markets, economic impact and market demand.

• The Bowes Museum development has been completed (£8m)

• The Barnard Castle Business Guild has become established. It aims to encourage joint marketing and collaboration between retailers and businesses in the town to strengthen the independent sector and promote the town’s retail distinctiveness • The Barnard Castle Vision secured £1.9m from the Heritage Lottery Fund for the Heart of Teesdale Landscape Partnership Programme and an independent advisory group is delivering this

• A partnership of the Witham Trustees, Durham County Council and the Barnard Castle Vision Regeneration Partnership is restoring and conserving the Witham Hall, as well as building a new glass and steel atrium that links the existing buildings. The Witham Hall is about to reopen after major development as a cultural centre

• The loss of permanent tourist information services and staff and their replacement by a parttime co-ordinator and volunteers managed by the Witham Trustees. The information services will move from Woodleigh to the Witham Hall in the summer of 2013 when the ‘new’ Witham re-opens. 2. Vision and objectives

2.1 Tourism statement for Barnard Castle

Barnard Castle – the awe inspiring market town in the heart of Teesdale By 2020 Barnard Castle will be an outstanding and treasured visitor destination; famous for its iconic Norman Castle, the Bowes Museum with its international collection of fine and decorative arts housed in a stunning chateau and the amazing new rope bridge providing vertigo-inducing views over the beautiful River Tees. Barnard Castle will be a special place to visit for its outstanding natural environment and landscape setting, friendly evening economy and quality local produce and products; enjoyed by residents and visitors alike.

2.2 Overall objectives of the destination plan

The objectives of this destination plan are:

1. To attract more visitors to the Barnard Castle area, especially higher spending segments, to sustain a year round visitor economy.

2. To strengthen Barnard Castle’s identity and profile, making more of its individuality and unique features.

3. To capitalise on the profile of The Bowes Museum and its exhibitions in promoting the town and the artistic tradition Barnard Castle has inspired over centuries.

6 4. To better promote and enable visitors to explore and enjoy the distinctive fabric of the town and its heritage, particularly the Castle, Witham Hall, the Market Cross, and the yards, bridges, green spaces and other significant buildings.

5. To support and celebrate the town’s independent shops and improve the food and drink offer in the town, particularly by encouraging local sourcing and extended opening hours.

6. To increase the vibrancy of the town by developing the evening economy, capitalising on the opening of Witham Hall and fostering regular festivals and events.

7. To capitalise on the beautiful riverside, Teesdale, High Force, the Gaunless Valley and the attractions of the wider Durham Dales and North Pennines to attract more visitors to walk and take part in outdoor activities.

8. To offer excellent service, customer care and value for money; generating high customer satisfaction, longer stays and repeat visits.

9. To encourage existing businesses to continue to invest in their facilities, staff development, services and digital technology; boosting quality and new visitor products in and around Barnard Castle.

10. To ensure local organisations, businesses and the whole community understand the opportunities of the visitor economy and work together effectively to deliver the destination plan actions. 3. Visitors to Barnard Castle The visitor is central to the Market Town Welcome approach and the development of destination plans. It is important to consider the town from the visitor’s perspective not that of a person who knows the town well. Key questions to consider include: What types of people visit our town currently? • Where from and for how long? • Why? – what motivates them? • What do they like and not like about our town? • What will visitors be looking for in the future, are trends changing? • Which visitors should we focus on attracting and catering for? • How can we meet or exceed their expectations?

3.1 Survey results There is limited recent data from visitor surveys to help answer these questions. The overall profile of visitors to County Durham from the 2007 visitor segmentation survey was as follows: • Slightly higher proportion of holiday makers than people driven by events/ activities • Oldest holiday makers of the 4 north east sub-regions - 30% over 55 • From NW and Yorkshire origins • Mainly couples • Staying 3 nights or less (shorter than average) • Hotels are most popular - plus an even split of guest house/ self catering/ camping/ caravanning which combined account for just under half of accommodation used

New research in 2012 shows there have been several shifts in the visitor profile illustrated in the following charts. The age profile of visitors to County Durham now includes more younger visitors. 7

More visitors are travelling from nearby regions such as the North West and Yorkshire.

But as mentioned earlier the staying visitor market has fluctuated. The 2011 economic impact research showed there were fewer people staying overnight and reduced staying visitor expenditure. This was partially offset by a growth in day visitors and their expenditure – however that of course doesn’t benefit accommodation businesses. Trends appear to include: • People taking shorter holidays, reducing holiday expenditure and seeking better weather abroad • Continuing increases in competition and rising visitor expectations • More older people in the general population, more single person households and non traditional families • The increasing price of fuel affects potential visitors as Barnard Castle is a significant drive from most markets.

8 • Continuing strong seasonality in visitor patterns (see chart below for County Durham)

A visitor survey by NWA, (May 2007) undertaken to establish the commercial and retail potential of Witham Hall found that 68% of visitors (travelling from across the North East, Yorkshire and Cumbria) were attracted to Barnard Castle for its different shops, 65% for cafes/restaurants and 49% for festivals and events.

3.2 Current visitor profiles - segmentation information

Tourism bodies across the region and much of the UK are using the ArkLeisure visitor segmentation model to help understand who current and potential visitors are and to assist in making decisions about which types of visitor to focus upon. The model divides the UK population up into eight segments based on people’s values and outlook on life.

The model can help predict people’s aspirations and how they spend their discretionary time and money. Those people at the top of the model are more likely to be influenced by innovation, fashion and change. Those on the left hand side are more influenced by media, friends and peer groups, those on the right hand side are more independently minded and self-referenced.

9

Detailed research in County Durham during 2007/8 revealed that the four segments which visited the county were: Functionals (40% of County Durham’s visitors) • Lower spending & thrifty value for money seekers. Like heritage, nostalgia, culture, gardening, rural holidays, enjoy attractions, self catering, traditional values. Traditionals (12%) • Mainstream, with traditional tastes. Enjoy attractions, scenery, heritage, culture, gardens, peace, Dining and service is important. Older on average. Likely to return for repeat visits. Discoverers (12%) • Independent. Like exploring and investigating new things and places, history and culture, educational or fun things to do, relaxation, good service, wide interests, not bothered about fashion/style. Look for value for money but also drawn to luxury breaks Cosmopolitans (16%) • Individual, active, confident, adventurous. Like city breaks, events, outdoor activities, heritage, culture, nature, new experiences, good food and service and challenges. High spenders take lots of trips. Younger on average.

Since then there has been a shift in visitor segments coming to the county shown in the chart below.

10

1 - Style Hounds 2 - Cosmopolitans 3 - High Str eet 4 - Discoverers

5 - Followers 6 - Traditionals 7 - Functionals 8 - Habituals

The main shifts are a reduction in the proportion of lower spending Functionals and increases in Cosmopolitans, High Streets and Traditionals. This may be as a result of the county promotional strategy but the economic recession may also be playing a part in these trends.

Barnard Castle has traditionally attracted visitors in the Functional and Traditional groups who enjoy the town. Functionals are an important group as they make up many of the current visitors to Barnard Castle, however they are one of the lower spending groups.

There are several new and expanded caravan and camping sites near Barnard Castle. The larger sites are quite high quality and will attract a mix of visitors – from budget campers to visitors who own expensive caravans and mobile homes. Given the volume of people staying in these sites (at least from Easter to October as most sites are unfortunately closed during the winter) they are an important sector with a mix of visitor segments including Traditionals, Discoverers and Functionals.

3.3 Visitor of the Future The challenge for any destination is to keep Functionals coming but also find ways to encourage them to spend more money or stay longer to generate more benefits for the local economy. So having quality but good value food and drink options and perhaps offering special deals will appeal to this group.

In terms of new tourism product development and marketing however it is likely to be more beneficial to focus on Traditionals and potentially Discoverers or Cosmopolitans in the longer term. Traditionals love market towns, they will spend if there’s good value for money and quality and they are quite loyal – returning to favourite locations. There is scope for Barnard Castle to boost the number of visitors from this group. Discoverers and Cosmopolitans are more demanding, they like some luxury and love exploring new areas. They will respond to new and educational experiences. More Cosmopolitans appear to be visiting Durham – probably starting with the city – the challenge will be to attract them into the rural areas of the county.

This destination plan recommends a strategy of targeting Traditional and Discoverer visitors over the next five-ten years – improving quality, creating interesting cultural and heritage offers, promoting nature and learning experiences and using marketing messages that will appeal to these groups.

11 Day visitors are also important and may fall into any of the segments. They will obviously usually be from County Durham or neighbouring counties. Barnard Castle will continue to have quite a strong appeal for specific types: people with a special interest in heritage or art, • walkers (and possibly cyclists) accessing the Durham Dales, • family groups (including grandparent/grandchildren groups) although the offer for children is somewhat limited and the town may have to invest if it aims to target this market more heavily. These groups can also be added to Barnard Castle’s target markets.

As Barnard Castle is relatively close to Durham City and has high profile cultural and heritage attractions which should appeal to the city’s visitors, it should also be in a good position to attract visitors on holiday who are visiting Durham. It is worth noting that 23% of visitors to the North East of England visit Durham City.

12 4. The Tourism Offer

4.1 What does Barnard Castle offer visitors?

USPs

Barnard Castle’s Unique Selling Points are:

• A lively and attractive market town in set in a beautiful dales landscape in the North Pennines AONB

• The Bowes Museum – an iconic museum of international importance built in the style of a French Chateau in the 19th century by John and Josephine Bowes. It houses a collection of national significance, including the renowned mechanical Silver Swan, valuable art and textiles and hosts an impressive exhibition programme.

• Barnard Castle – the ruined Norman castle (English Heritage) after which the town is named, sits overlooking the river and provides magnificent views of the ruins on entering the town from the west.

• The Market Cross – a unique and attractive building sporting bullet holes in the weathervane: the result of a local shooting contest.

• Historic connections including Dickens, Walter Scott and the artists Turner and Cotman

• Interesting historic buildings such as Blagraves, Witham Hall and churches, plus the village greens and traditionally white painted farmhouses in the countryside around.

• Interesting independent shops, especially antique shops, galleries such as the new NeST and some good local produce such as local lamb, Cotherstone Cheese and Farmers’ Market.

• Nearby Raby Castle – an historic attraction of national interest which tells an interesting upstairs/downstairs story and is the family home of Lord Barnard – and High Force – an iconic natural attraction higher up the river Tees.

A Town Tourism Audit was undertaken as part of Market Town Welcome in 2009. It was an objective and thorough assessment of the town’s strengths and weaknesses from a visitor perspective. It helped identify gaps in the offer, issues and opportunities. The full version of the audit is in the earlier version of the destination plan. Some of the main gaps and issues identified are listed below with additional points where there has been a significant change since 2009: Key points from 2009 audit Recent change There is quite a good range of accommodation in Still limited serviced accommodation. The Hub Barnard Castle but few good small hotels and no provides group accommodation but is little known Youth Hostel accommodation about. A new caravan site and the Morritt Arms spa have opened nearby. The Three Horseshoes has been refurbished as a hotel. The town has two major attractions – The Some new attractions –Cross Lanes organic Bowes Museum and Barnard Castle itself but Farm Shop, Headlam Hall spa, Bowlees Visitor

13 there are few countryside, farm, wildlife or craft Centre, plus the NeST gallery, Thorpe Farm has attractions close by. been refurbished, plus there are nearby heritage sites which more could be promoted more The day time food offer is quite good with a Similar, although food schemes Love Food and range of tea shops, cafes and pubs. The Taste Durham have increased membership. The evening food offer is more limited – particularly early evening food offer is particularly on Monday nights and few restaurants make a challenging. Three Horseshoes just opened. point of offering locally sourced food. There are a wide range of activities available No change including the leisure centre, golf club, many walks and cycle routes, riding and fishing. There is no bicycle hire in the town. Events - the promotion of events has been Online listing continues but scope for more coordinated centrally for several years by cooperation Teesdale Marketing and the Teesdale Village Halls Consortium. A central database has been maintained online for several years. Car parks are not easy to find by first time Signage has improved and new long stay car visitors, there are not many long stay spaces and parking area at Newgate some are reluctant to walk from the Bowes Museum car park There are regular buses to Darlington half hourly Buses services have been slightly reduced – and two hourly to Bishop Auckland but not in especially evening services other directions. There is no direct bus to Durham City. Public toilets are at Morrison’s supermarket or in These remain, plus recently refurbished toilets in its car park – there are none in a central location. the market place and when the Witham opens there will also be new toilets there as well. The TIC is a very valuable facility – it was rated Durham TIC services were cut in 2011. The TIC top in the 2008 mystery shopper exercise. The is now staffed by volunteers and will be TIC staff feel there is a lack of walking information incorporated into Witham Hall when it opens. and signage in the town is poor. There are few information points in the town with New signing and maps installed in several map based information to help visitors find their places way around. There are few interpretation boards and plaques Some improvements made, although still some in the town centre and some are old and faded. improvements required. There are gaps in the pedestrian signage within Some way-finding works done – may need town (e.g. for toilets and TIC) and from one reviewing when TIC moves attraction to another There are serious weaknesses in the traffic No change signing both on approaching the town from major routes and within the town.

4.2 Recent developments A large number of new developments have been or are about to be opened in and around Barnard Castle since 2009. Most of these are positive, although there are also several losses in facilities or services. Key developments include:

14 • The Bowes Museum £8 million redevelopment opened in 2009 and has drawn increased visitors (114,000 in 2011) • Witham Hall is about to open as The Witham cultural centre with cinema, stage, studios, gallery, café, performance space, venue hire and visitor information

• New colour LED Castle floodlighting completed in March 2010 • The NeST gallery, café, studios and arts hub in Newgate – giving more interest on the walking route to the Bowes Museum

• The Morritt Arms spa has opened and Headlam Hall has excellent new facilities at its golf course and spa,

• The new Caravan Club site just outside town (which has plans to expand) and planned improvements at the Camping and Caravanning Club site both along Lartington Lane.

• The Hub youth and activity centre which includes youth hostel type accommodation

• Shops – there are fewer empty shops, more varied and better quality, independent shops and an expanded auction house

• The Shop Front improvement scheme has led to a good number of frontage improvements in recent years

• Thorpe Farm Centre and Cross Lanes Organic Farm Shop have opened nearby and Teesdale Love Food Taste Trail published

• The area has received some positive PR coverage periodically

• The AONB Partnership has taken over the Bowlees Visitor Centre which is reopening in June

• There is improved broadband capability in Teesdale

• A new long stay car park has been established on Newgate (Hole in the Wall Car Park) • The public toilets have been refurbished

• The £3 million Heart of Teesdale HLF funded Landscape Partnership Scheme is underway and will re-establish historic routes and views for which the town was once known and promoted by artists such as Cotman and Turner. • The Scar Top area is currently undergoing a major re-landscaping project incorporating new play facilities and mini golf as part of the Heart of Teesdale scheme.

• The Three Horseshoes Hotel has just been totally refurbished to provide 11 bedrooms.

However, less positively: • The area has lost some pubs and shops

• Middleton outdoor activity centre has closed

• The kite festival and Barney Big Bash are no longer running

• The future of Woodleigh (for many years the town’s TIC) at Scar Top is currently uncertain. The TIC will be incorporated into the Witham when it opens supported by new visitor information platforms at other town locations.

15 4.3 SWOT Analysis In the light of the significant changes the SWOT analysis has been completely reviewed. Some strengths and weaknesses are inherent and remain unchanged while some are ongoing issues which will require further work. What is noticeable is the increasing number of both opportunities and threats identified. Strengths Weaknesses

The Bowes Museum, its collections and exhibitions Relatively short length of stay of visitors Attractive townscape and architecture Limited hotel accommodation The Castle and its setting above river Tees Perceived distance from Bowes Museum into town Traditional market town feel with high quality built – many visitors drive away environment Parking capacity Range of interesting independent shops, especially Castle not very visible from within the town antiques Castle Walls in need of expensive repairs Limited Tea shops and cafes food offer for lunches and especially evening North Pennines Area of Outstanding Natural Beauty meals European and Global Geopark status Very limited evening offer – after 5pm Good tourist information service Wednesday market struggling River Tees and riverside walks Some empty shops Arts and craft shops and galleries, NeST and open Poor signposting from main roads galleries Few annual events Market Cross Historic layout and yards can be difficult to Quality B&Bs and guest houses navigate/off-putting to visitors Range of self catering accommodation nearby Poor disabled access on main streets Walking opportunities Few shops open on Sundays. Cycling/mountain biking Poor bus services to nearby attractions, to Canoeing Middleton and Upper Teesdale, to Durham and Views to surrounding countryside and green spaces Cumbria within the town Lack of evening bus from Darlington Nearby attractions – Raby Castle, High Force, Not all retailers use email or have websites Hamsterley Forest, Eggleston Hall Gardens, Bowes Lack of fun or interactive activities for children and Castle, Egglestone Abbey, Bowlees Visitor Centre families The Gaunless Valley and Visitor Centre, Cockfield Lack of activities for young people Fell Some anti-social behaviour in evenings Heritage sites – inc. prehistoric and industrial NIMBY attitudes and a reluctance to embrace Historic associations e.g. Richard III, Dickens, change Jeremiah Dixon Seasonality of some tourism – especially Value for money selfcatering visitors Pretty local villages and village greens Online information about Barnard Castle and Peace and tranquillity, dark skies Teesdale patchy with considerable scope to Special upland plants, animals and habitats improve Market and farmers market Changes to planning policy and processes may Interesting churches and chapels lead to inappropriate developments Scar Top area and views Some poor co-ordination between local bodies and Good bus services to and from Darlington organisations Food festival, Barnard Castle Meet, Teesdale Steam Show, Dales pony and agricultural shows Local pride and warm welcome – friendly people Local volunteers and strong organisations Small and compact but spacious feel The Witham – when it opens Teesdale Reservoirs – fishing, walking, sailing

16 Opportunities Threats

Local food and drink People taking shorter holidays, reducing holiday Sustainable tourism expenditure and seeking better weather abroad Improved information/interpretation on internet Continuing reductions in public sector resources Better connect Bowes Museum to town Continuing increases in competition and rising Encourage visitors to stay longer expectations Review and refresh town trail Extended economic recession Make more of the river and extend walks from town Pub and shop closures in town and villages The Rope Bridge project Business apathy Review and relaunch walking routes and leaflets Increasing car parking problems Festivals and events – expand or develop new Competition from shops and supermarkets in larger Promoting local distinctiveness towns Cycling, canoeing, riding and other outdoor activities Further weakening of the Wednesday market Electric bikes and vehicles as sustainable transport Increasing pressure on budgets for rights of way options maintenance and improvements Outdoors/nature/wildlife/open landscape Not making the most of the internet – businesses Promoting dark skies and town collectively Genealogy – researching family history More older people in population, more single Real experiences/authenticity/nostalgia households and non traditional families Healthy breaks – escape, relax, re-energise Increasing price of fuel and the drive distance to BC Develop and promote arts, crafts, antiques offer – Pressure for wind farms building on the NeST Changes in public sector funding – eg LEADER Strengthen collaboration and business networking funding – current programme coming to an end Business support e.g. website design and booking (new one not for 2 years systems Visitors increasing use of review websites and Differentiated pub offer and quality food uncertain future of quality grading – whether to Make more of the Market Cross promote non accredited accommodation New boutique hotel development Co-ordination in general –people working in silos New upmarket accommodation of all types – lots of small events but not joined up Make more of the coach/group tour market – heritage Increasingly unpredictable weather patterns and culture market Not taking action Extend car parking and make routes to main streets more attractive More floodlighting Outdoor eating areas Strengthening links with Durham City and Bishop Auckland to attract visitors out to Barnard Castle Links with Auckland Castle’s new £10m project Much of the accommodation is out of town (especially self- catering and caravan and camping) – need to draw people into the town – but also draw those staying in the town out to explore the wider area Telling special local stories with international appeal eg Jeremiah Dixon and the Mason-Dixon Line

4.4 Meeting future visitor expectations Linking back to the visitor segments identified in section 3 it is important to consider how the current town offer matches up to their expectations and how it will match up in five or ten years time as trends change and expectations continue to increase.

We anticipate that both Traditionals and Discovers will be looking for more in future. This will include: Basics such as: 17 • Easy parking, good connections to rail stations and access to car hire • A consistently smart and clean town environment • Improved access to walks and viewpoints • Good WiFi access, online information and booking Both groups will want: • An improved food offer especially in the evening eg gastropubs • Outdoor eating opportunities in good weather – more of a pavement culture • More on offer in the early evening • More events, cinema/theatre and culture – ideally that link to other aspects of the town and its heritage • A wider choice of cycle and mountain biking routes and support services Traditionals may particularly be interested in • Guided town tours • More features of interest at the Castle itself – for children or adults Discoverers are likely to be looking for: • A stronger feeling of engagement with local people • More passion and excitement coming through in the town’s stories • A choice of more upmarket accommodation

4.5 Potential new developments The rope bridge The most significant project which is being planned is Teesdale Marketing’s proposals for a rope bridge across the River Tees at the point where the railway once crossed the river. The plans (due for submission in 2013) are for a rope bridge stretching high above the river next to the old bridge abutments providing an exciting experience crossing the bridge to see the views up and down the river. A detailed feasibility study has been completed and the cost of the project is estimated at £1.3 million. The project has many positive aspects viewed within the context of this destination plan. It would complement the themes of viewing the natural environment, the picturesque heritage of famous painters viewing the river from vantage points. It would join up several riverside walks and create an enjoyable new circular route. It would be an excellent counterpoint to the Bowes Museum encouraging visitors to stay for a whole day – spending half the day at one end of the town and then, importantly, walking through the town, maybe via the Castle, to walk along the river and visit the bridge. This would encourage more throughflow to shops and eating places, give people bigger appetites and prompt many to stay overnight rather than move on after just a half day visit. There are obviously many practical issues which would need to be addressed such as riverside paths, land ownerships and ensuring parking is not a problem. But there are many similar seminatural attractions in locations a short walk from a destination which have successfully addressed these challenges and ensure the wider town experiences the benefits such as new development would bring. A planning application is being prepared but has not yet been submitted. If the plans are approved then Barnard Castle should try to ensure a sustainable, long term benefit from the project.

18 Woodleigh Woodleigh has been Barnard Castle tourist information centre for many years and is a very valuable facility, located as it by the main junction in town at Scar Top gardens and right by the Castle. It has been agreed that tourist information services will be incorporated into The Witham when it opens – which is a good way to retain the service. However it is important that the Woodleigh building be retained for some type of positive tourism-related role in the town as it is such a prominent and attractive property which will look out over the re-landscaped Scar Top and nearby riverside walks – with potential to use both the outdoor and indoor space. In fact if the Rope Bridge goes ahead there is likely to be increased footfall past the building.

Other specific opportunities The County Durham Visitor Accommodation Futures study published in October 2012 assessed the requirements and opportunities for all types of visitor accommodation across the county over the next 15 years or more. The results are presented both for each sector of the accommodation market and for each part of the county. The report found that Barnard Castle has clear potential as a short break destination. ‘The potential here is about developing a more distinctive visitor accommodation offer that would appeal to higher spending markets, requiring the development of quality pub accommodation, gastropubs with boutique bedrooms, 5 star and possibly boutique B&Bs and a small boutique hotel.’

Elsewhere in the Durham Dales – including Teesdale – there are thought to be a range of accommodation needs and opportunities: • Good quality pub accommodation and restaurants with rooms • New guest houses and B&Bs, especially where supply has closed • 5 star and boutique self-catering, super cottages and ‘access exceptional’ cottages • Expansion and upgrading of existing caravan holiday home parks • Development of new caravan holiday home parks and holiday lodge parks • The upgrading and expansion of existing caravan and camping sites and possible scope for some small new sites and certified sites • Provision of camping pods and luxury camping offer • Up grading and expansion of residential activity centres The emphasis is clearly on upgrading existing and developing upmarket new facilities. All of these suggestions could be quite modest in scale – suitable for a small market town or countryside setting.

The Durham Tourism Management Plan identifies gaps in other elements of the county’s visitor offer. Those particularly relevant to Barnard Castle include: • Rural attraction products are criticised as ‘often raw, jaded or underdeveloped. The rural tourism assets are patchy and there is little understanding of the range, depth and economic value of rural tourism. …..If the rural offer can “raise its game”, market and entrepreneurial forces will pick up the baton, once they feel the basics are in place.’ • Nature tourism – making more of specific species and assets such as black grouse, blue gentian, bats, rare butterflies, hay meadows, wooded valleys and heather moorlands – to make Durham more distinctive. • Reservoirs such as Tunstall and Derwent are identified as under-utilised assets and rural agricultural shows are considered to have potential to attract broader audiences from further afield.

19 • Gardens, parks and public spaces • The potential for a high profile art gallery in Durham City (which might provide a complementary draw to the Bowes Museum) • The need for more attractions to provide good family facilities and activities • Day extending – converting day visits to longer stays • Walking and cycling – including former railway routes • Transport connectivity • The evening economy and quality restaurants • The visitor welcome, customer service and professionalism

20 5. Destination Management and Promotion

5.1 The Strategy Section 2 outlined the plan’s vision and objectives; section 3 identified which visitor markets Barnard Castle should focus on - Traditionals and Discoverers, plus people with a special interest in heritage or art, walkers and possibly more family groups; and section 4 has identified the town’s strengths and weaknesses and opportunities to address these to better meet visitor expectations. Here we pull these elements together to identify what sort of destination Barnard Castle will be in ten years time, what experiences it will offer visitors and what the priorities should therefore be for management and promotion of the town and surrounding area as a destination.

In order to deliver the objectives in section 2 Barnard Castle needs to give visitors a strong reason to visit and to book to stay for at least a day or two. The combined attractions of the Bowes Museum, a more prominent profile for the (repaired) Castle and a possible unique new rope bridge across the river would be a powerful pull for people. Browsing independent shops, antiques and arts and crafts are a strong draw for visitors and the range and quality need to be sustained, enhanced and promoted in a co-ordinated way.

The food and drink offer is currently not strong in the evenings with little differentiation between pubs and limited other options. There are few options in the early evening in particular. Local sourcing of ingredients is relatively limited and there are only a few well known local food products – much more could be done in this area.

The imminent opening of the Witham Hall as a cultural centre will create a huge boost to the evening economy which must not be wasted. It is a good opportunity to encourage a ‘step change’ with a wider range of entertainment, a vibrant cultural community plus spin offs for other businesses such as pre-event meals or packages and special offers.

Some accommodation businesses also need to ‘up their game’ and improve quality in line with future visitor expectations and embrace new technologies to take advantage of online promotional options and booking. There are gaps for boutique pub and hotel accommodation in particular. Self catering accommodation, mostly located outside the town, could encourage more repeat business and contribute more to the local economy by encouraging their visitors to spend more time in the town centre, both during the day to explore and shop and to enjoy the enlivened evening culture.

Barnard Castle needs to continue to do the basic destination functions well – which should include good parking, signing, clean and attractive streetscapes, wifi, and excellent online information. Better linking the Bowes Museum into the rest of the town has long been an aspiration and several joint initiatives are underway but there are still basic gaps such as a lack of signs to the town for drivers leaving the museum.

The area has a strong countryside rural tourism product with iconic natural attractions such as High Force, interesting heritage sites and villages and locations with more potential such as the upland reservoirs or traditional rural shows. There are many opportunities to go walking, cycling and discover about local heritage but they need to be made easy for the visitor to find out about and access – so joining things up and making it easy to buy and consume is a priority. This should include better walks information, and traditional and smart phone trails and interpretation – this could include more options for families and children. The new Walking Festival is another great opportunity to give walking a higher profile, and to co-ordinate activity to make Barnard Castle more of a walkers destination.

21 5.2 The future visitor experience

The overall vision for Barnard Castle as a visitor destination is given in section 2.1. The points below expand that vision and give a more detailed description of what visitors will experience when they come to Barnard Castle in future:

Barnard Castle – the awe inspiring market town in the heart of Teesdale

By 2020 Barnard Castle will be an outstanding and treasured visitor destination; famous for its iconic Norman Castle, the Bowes Museum with its international collection of fine and decorative arts housed in a stunning chateau and the amazing new rope bridge providing vertigo-inducing views over the beautiful River Tees. Barnard Castle will be a special place to visit for its outstanding natural environment and landscape setting, friendly evening economy and quality local produce and products; enjoyed by residents and visitors alike. Barnard Castle’s fascinating heritage is founded in the local rock and stone – the rocks on which the Castle perches, from which the octagonal market cross, sturdy townhouses and old mills are built. The influence of the geology continues as the river Tees continues to carve its route over waterfalls, under many beautiful bridges and curves picturesquely through the town. Barnard Castle’s distinctive, historic town centre will boast many independent shops, art galleries and a thriving cultural quarter. People will come to browse in traditional shops, buy both antiques and contemporary arts and crafts and enjoy tasty local food in friendly cafes, pubs and restaurants. It will be easy to explore the whole town, its yards, tranquil green spaces, woodland and riverside walks and views to the surrounding landscape. In the evening, visitors will enjoy a diverse mix of entertainment and a wide choice of fine regional food and drink which will draw in visitors staying outside the town. A good proportion of visitors will stay overnight as the town justifies at least a two day visit in itself. Visitors will have a strong choice of quality accommodation at all price ranges - B&Bs, boutique hotels, quality self-catering and caravan parks. Most visitors will stay on longer to explore the rest of Teesdale, visiting High Force, Raby Castle and local villages. Many will want to explore the special wild uplands with their rare alpine flora, traditional hay meadows and tranquillity only interrupted by cries of moorland birds such as curlew and black grouse. They will enjoy energetic walks with panoramic views, cycle rides on quiet lanes and fishing and bird watching at several upland reservoirs. This strong and proud market town, the heart of Teesdale, has inspired artists and writers for generations. They found the drama of the landscapes ‘awesome’ in a traditional sense. Future visitors will also be saying ‘awesome’ on their first sight of the Bowes Museum, as they tread carefully over the rope bridge or get up close and personal with High Force. Visitors will leave with treasured memories and will be inspired to return again.

5.3 Destination priorities

The priority themes which have emerged for Barnard Castle are:

22 1. Visitor information 2. Marketing and promotions 3. Vibrancy and events 4. Visitor attractions and facilities 5. Way finding and the built environment 6. Walking, cycling and rural Teesdale 7. Business development 8. Joint working and cross promotion

These are not ranked in order. The first two are what visitors will first encounter as they plan their visit or arrive in town. Points 3-6 are largely about the product – what visitors will see, do and encounter during their visits. Business development and joint working could be said to be underpinning elements – fundamental to the sustainability of businesses, the visitor economy and maximising benefits for the town and Teesdale.

A number of actions have been identified under these headings which are detailed in the next section.

The priorities in 2013 are similar to those in 2009. There has been a slight shift in emphasis from delivering a stronger tourism product and environment to a greater emphasis on communicating information and marketing these products – encouraging more short breaks. This is because many physical improvements have been achieved and attractions delivered, or are about to be delivered. The town can be more confident about its offer to visitors.

That’s not to say that work on attractions and the built environment is complete – there are still a number of high priority actions. However perhaps more emphasis could now be given to animating the facilities and environment with activities, events, making the most of new technologies and sustaining a vibrant visitor economy. Working to boost business performance and co-ordinate activities across the town are also key element of a rounded plan. 6. Action Plan

6.1 Introduction This section builds on previous sections by putting the strategy into practice and developing an action plan to achieve the vision and objectives. It lists the ideas and proposals suggested during the process or identified by the consultant, under the priority headings. The table summarises a wide range of potential actions and begins to identify which are most important. The priority rank is based largely on the potential benefits to be generated from each action and on how actions will help deliver the strategy developed in section 5.

The columns begin to identify who needs to be involved and how they can be delivered. With all the actions the crucial factor is what organisation is willing to take the lead and drive things forward. There are also actions which the private sector can lead on either collectively or within their own businesses, plus some investment opportunities are identified.

This plan will become a working document to guide the continued implementation and delivery of the destination plan. It will need to be added to and amended as more information and detail becomes

23 available. It will need to be reviewed at least annually to tick off actions completed and review the progress towards others. New actions and ideas can be added as they arise.

The tabular plan is followed by more detailed descriptions of the top priority actions.

Key to Action Plan Priority rank/ importance VH Very High H High M Medium L Low * Action already underway on some aspects Acronyms Organisations BCBG Barnard Castle Business Guild DCC Durham County Council EH English Heritage HoTLP Heart of Teesdale Landscape Partnership TAP Teesdale Area Partnership TIC Tourist Information Centre VCD Visit County Durham

24 6.2 Barnard Castle Destination Plan – Action Plan Actions shaded in blue are high priority and are described in more detail in section 6.3 below. Actions Rank VH, Who? How? – next steps, funding, H, M or L timescale etc. 1 Visitor information 1.1 Reprint updated town map and leaflet and ensure good distribution *H TAP,VCD TAP funding (including to gateway TICs outside County Durham such as Kirkby March 2014 Stephen and Penrith)

1.2 Launch town shopping map leaflet and shopping website *H Barnard Castle Business August 2013 – map Guild October 2013 - website 1.3 Produce and distribute bedroom browser to all accommodation *H Barnard Castle Business August 2013 Promote the browser with other organisations such as Barnard Guild Castle School and local care homes to encourage their visitors into town and to extend their stays

1.4 Refresh and relaunch town heritage trail leaflet - link to plaques H Barnard Castle Town March 2014 on walls and highlight nearby heritage sites such as Bowes Castle Council, EH and Egglestone Abbey.

1.5 Improve businesses’ capabilities with and use of online *VH Barnard Castle Business Ongoing technology e.g. WiFi availability, online sales by retailers and Guild, private sector online booking of accommodation, mobile websites, review websites eg Tripadvisor

1.6 Embed new visitor information services within Witham Hall, M The Witham Hall August 2013 – embed visitor provide support and training for staff and volunteers and welcome information services hub for Dalescape Walking Festival 1.7 Explore mechanism for offering welcome point/service for coach M Business Guild, Witham groups and promote this to coach companies Hall

25 1.8 Improve transport information within all partners’ publications and H All partners Improve 2013 and then

Actions Rank VH, Who? How? – next steps, funding, H, M or L timescale etc. websites (including private sector) to enable more people to use ongoing public transport, car hire and taxi options eg bus connections, visitor bus services and walks from bus routes. 1.9 Compile listings of (or improve ‘searchability’ for) family friendly M Teesdale Marketing, North activities, businesses and suggested family days out Pennines AONB Plus develop ideas for more activities for children at key sites (eg Partnership Bowlees Visitor Centre) such as discovery packs for nature reserves, geocache/ treasure trails, themed adventure play 2 Marketing and promotions 2.1 Strengthen joint marketing between the Bowes Museum and *VH Bowes Museum, The town – promotions, passport scheme, specific links to exhibitions - Witham Hall, Business also links to Auckland Castle project as it progresses. Guild 2.2 Work with Visit County Durham, county marketing strategy and H VCD and all partners Ongoing capitalise on strengthened Durham Dales brand – especially to target discoverer short breaks from nearby regions and the day visitor market in Durham and Yorkshire (e.g. special offers, events, repeat visitors)

2.3 Ensure good and up to date coverage of Barnard Castle on M VCD, all partners, private Ongoing thisisdurham.com and encourage more local businesses to join sector Visit County Durham and make use of the This is Durham and Durham Dales branding. 2.4 Develop Barnard Castle visitor webpages eg more details on H Teesdale Marketing, North Ongoing eating out and walking, extend coverage on Teesdale website and Pennines AONB Explore North Pennines website Teesdale pages Partnership

26 2.5 More cross-promotion between attractions and between all M The Bowes Museum, The March 2014 businesses eg boost use of social media, packages for nearby Witham, Barnard Castle conferences for additional nights, special discounts Business Guild, private sector

Actions Rank VH, Who? How? – next steps, funding, H, M or L timescale etc. 2.6 Develop stronger links with Durham City and Bishop Auckland to H Durham County Council, March 2014 link into the redevelopment of Auckland Castle and develop joint The Bowes Museum, The promotions/events along a heritage/arts corridor connecting Witham Hall Limited Durham Cathedral, Auckland Castle and Bowes Museum targeting cultural visitors. Plus promote car hire from Durham

2.7 Build on unique people and associations eg Jeremiah Dixon, M TAP tourism group March 2014 King Canute, Richard III, Dickens and location as Centre of British Isles 2.8 Better promote ways of exploring Teesdale’s countryside M VCD, Heart of Teesdale March 2014 including walking, mountain biking (eg Hamsterley Forest), outdoor Landscape Partnership activities and the special local wildlife, farm landscapes and geology. 2.9 Improve information on Barnard Castle and Teesdale with film L Teesdale Marketing, VCD location contacts and databases. 3 Vibrancy and events 3.1 Boost the evening economy with attractive pubs, evening events, VH Barnard Castle Vision, films, talks, live music in pubs, widen choice of evening eating DCC, private sector options, lighting improvements, evening guided walks, etc 3.2 The Witham – need to capitalise once it opens – actions to attract VH The Witham Hall Limited, more visitors to use it Barnard Castle Vision 3.3 Encourage more late afternoon (5-7pm) and Sunday opening H Barnard Castle Business March 2014 Guild, private sector

27 3.4 More events at Castle e.g. re-enactments, events for children, hot H Barnard Castle Vision, air balloon launching (links to 4.2) HoTLP, EH 3.5 Support the NeST gallery and events in its role as an arts hub in its *H Barnard Castle Vision, March 2014 strategic location increasing footfall along Newgate between the The Witham Hall Limited town and Museum. There is further potential for additional events Bowes Museum, DCC and festivals and to link with The Bowes Museum and the new

Actions Rank VH, Who? How? – next steps, funding, H, M or L timescale etc. Witham Hall.

3.6 Develop one or two new annual events, ideally linking in various M Barnard Castle Business Regional Growth Fund money? parts of the town and incorporating food elements. Guild 3.7 Better promote and support existing local Dales festivals and rural M Regional Growth Fund money? shows – promote their distinctive and quirky features. 4 Visitor attractions and facilities 4.1 Flatts Woods improve landscaping, footpaths, infrastructure and *VH Heart of Teesdale March 2016 interpretation as part of Heart of Teesdale and further similar work Landscape Partnership, in other green spaces close to town DCC 4.2 The Castle – put the Castle back into Barnard Castle by involving VH EH, Heart of Teesdale March 2015 local people more eg through a friends scheme or resident’s pass. Landscape Partnership Promote the use of the castle for events, children’s trails and improve interpretation Plus liaise with English Heritage (and other owners) over improving interpretation and management at other local heritage sites 4.3 Take forward Castle Walls Heritage Apprentice scheme to repair H DCC March 2014 castle walls 4.4 Rope bridge project across river Tees - attractions, views, VH Teesdale Marketing, DCC March 2015 riverside walks, new USP. To include enhancement of Flaxfield viewpoint. Making more of other bridges along the Tees.

28 4.5 Further develop and promote antiques/craft/art quarter – the M Barnard Castle Business March 2014 Bank and Newgate Guild 4.6 Woodleigh – regeneration opportunities for building, cafe and H DCC March 2014 terrace linking to new gardens, play area and riverside walks. 4.7 Commission a new interpretation strategy for Barnard Castle and L nearby villages to clarify which stories should be told where and through what media 4.8 Offer regular walking tours of the town M The Witham Hall March 2014

Actions Rank VH, Who? How? – next steps, funding, H, M or L timescale etc.

5 Way finding and the built environment 5.1 Review road signage on approaches to Barnard Castle and key H Barnard Castle Business March 2015 visitor venues/routes in town, especially brown and white signs, and Guild make proposals for rationalising and improving signage. 5.2 Complete the original way finding strategy around the town *M Bowes Museum, DCC, Ongoing including improvements to road and pedestrian signage within the HoTLP town including to and from Bowes Museum (particularly on leaving the museum) and when specific projects are undertaken eg Scar Top and Amen Corner 5.3 Conserve and better integrate the Market Cross into the main M Barnard Castle Vision, street to improve access and facilitate usage. Install floodlighting. DCC 5.4 Improved street furniture around town and by riverside L Barnard Castle Town Council, Heart of Teesdale Landscape Partnership

29 5.5 Art, poetry, creative writing featured more in public spaces M Barnard Castle Vision, Heart of Teesdale Landscape Partnership, NeST 5.6 Capitalise on town clean up events to build develop ideas for further M Barnard Castle Town town enhancements, planting etc. Council 6 Walking, cycling and rural Teesdale 6.1 Establish the Dalescape Walking Festival (2013) as an annual VH Teesdale Marketing, new event, building attendance over several years. Walking network, Town Use the festival as a platform to bring together partners to work on Council, HoTLP an application to the Walkers are Welcome network Keep key players involved to ensure ongoing co-ordination of local walking activities, initiatives and information.

Actions Rank VH, Who? How? – next steps, funding, H, M or L timescale etc. 6.2 Review and relaunch walks leaflets in a common format and make *H Witham Hall Limited them available online, identify new themed walks as necessary and relaunch the Teesdale Way. 6.3 Discuss options for developing cycling and mountain biking further H/M TAP tourism group, private such as researching circular cycle routes from town to be featured sector in leaflet/website and generating more benefits from étape type events. 6.4 Encourage local business(es) to provide bicycle, electric bicycle and M Barnard Castle Business other outdoor equipment hire Group, private sector 6.5 Explore the potential for an angling pass/promotions for visitors - M Tees Rivers Trust widening access and offering casual equipment hire 6.6 Work with key businesses to engage with shooting and country M Barnard Castle Business sports visitors – encourage them to visit local venues, shops, Group, private sector galleries etc

30 6.7 Develop tourism based on the outdoors, nature, wildlife, bird H Private sector, Wildlife watching, tranquillity and dark skies eg new interpretation or a Trust, AONB quirky app 6.8 Make more of the town’s role in inspiring artists and writers to M Heart of Teesdale build on current/recent events in a more permanent format Landscape Partnership 7 Business development 7.1 Boost quality – visitor survey or benchmarking research, circulate VH VCD, The Witham Hall accommodation research, hold business seminar on improving Limited, Business Guild, quality, organise business case study visits and/or advisory visits TAP 7.2 Develop small/boutique hotel in town centre H/M Private sector

7.3 Encourage differentiation in food offer – one or two H Teesdale Marketing March 2014 pubs/restaurants to serve higher quality food and some to target www.lovefood.me families Actions Rank VH, Who? How? – next steps, funding, H, M or L timescale etc. 7.4 Recruit more people onto Welcome to Durham training for M VCD, Business Guild and businesses and volunteers Teesdale Marketing 7.5 Support for tourism businesses on marketing, skills, advice, H VCD management and local sense of place and distinctiveness 7.6 Develop the food offer at the local markets. Work towards holding M Barnard Castle Business a food festival in future – either specialist or general. Guild 7.7 Recruit more food businesses to Love Food and TasteDurham *M VCD, Teesdale Marketing including encouraging more local sourcing of food and drink 8 Joint working and cross promotion 8.1 Continue and strengthen business networking and support *M Business Guild, Enterprise through Business Guild and tourism business networks House

31 8.2 Target self-catering visitors Work with local caravan parks and VH Witham Hall, Barnard March 2014 self-catering businesses to maximise their visitors use of local Castle Business Guild attractions, shops, pubs, walks etc. eg ensure key leaflets available, way mark connecting paths, print walk routes into town, events listings, offer discounts and promotions, familiarisation visit for owners/managers. 8.3 The Hub to promote and generate more group/family usage of their M DCC, The Hub accommodation and boost usage by young people 8.4 Work with Glaxo to promote accommodation for business visitors *M Business Guild and add-on activities 8.5 Work more with Weardale – join up on walking, cycling and dark *H/M TAP tourism group skies/tranquillity especially 8.6 More publicity /joint working with Darlington – eg at Darlington *M TAP, Business Guild, station and car hire and strengthen links with Tees Valley VCD, Heart of Teesdale Landscape Partnership

32 6.3 Key projects The projects highlighted in blue above are those which will make most difference and which are top priority for this destination plan. They form a top ten on which to focus action: 1. The Witham 2. Evening economy 3. Joint marketing between the Bowes Museum and town 4. Flatts Woods 5. The Castle 6. Rope bridge 7. Walking 8. Online technology 9. Boost quality 10. Target self-catering visitors

Each is described in more detail below.

1. The Witham Project no. 3.2 Priority action Capitalise on Witham Hall once it’s open – actions to attract more visitors to use it. Cost Within Witham marketing budget – but all partners will benefit from boosting its profile and making a collective effort to promote the Witham in its first year. Lead Delivery The Witham Hall Limited Organisation Other Partners Barnard Castle Vision, BC Business Guild, Teesdale Marketing, Key Issues The investment in the Witham is very significant and is a tremendous opportunity to attract many more people into town or out of their homes and accommodation to enjoy themselves and spend money locally. It is in all businesses interests to ensure it establishes itself at a sustainable level of operation. All businesses could identify ways in which to help boost activity at the Witham. Ideas include: • offering pre film meals or after film drinks; • promoting what on through connecting to the events diary on their website • displaying posters and leaflets for the Witham and ensuring visitors are aware of them • sponsoring events or facilities at the Witham and advertising in their publications,

33 • organising events, meetings etc at the Witham • offering special breaks linked to events being held or the opportunity to book tickets in advance before visitors arrive as part of their break. • some type of reciprocal deal which offers say a discount on a show or a coffee on production of a voucher for people staying at particular businesses (eg for all visitors staying at a particular hotel or caravan site) • good information on taxi companies and costs for journeys back from town at night to key visitor accommodation.

Timetable Develop ideas before the Witham opens to be tested over the following 12 months. Next steps The Witham could perhaps host a meeting/familiarisation/social event for potential partners and outline collaborative opportunities.

2. Evening Economy Project no. 3.1 Priority action Boost the evening economy with attractive pubs, evening events, films, talks, live music in pubs, widen choice of evening eating options, lighting improvements, evening guided walks, etc Cost Likely to fall to individual businesses, unless there are some collective promotions – in which case £500-1000 for promotional costs. Lead Delivery Barnard Castle Vision/DCC Organisation Other Partners The Witham, BC Business Guild, individual businesses Key Issues This is a difficult action to make happen collectively. It depends upon individual businesses and organisations making decisions to put on events or promotions, or extend opening hours which should then over time have a collective impact as people realise there is more on and more to do in the evenings. Promotion of what’s on is vital as a business can go to lots of effort to say put on live music but if no one knows then there is little point. Thus regular monthly or weekly slots for things eg comedy night, quiz night, pudding night, evening walks/talks would help establish the pattern. It is also important to try to avoid too many clashes – so effective communication in the planning stages and in promotion should ensure that everyone is happy to promote all the various events. A particular effort should be made to encourage people staying in local accommodation to come into the town – especially all the caravan sites and self-catering businesses nearby (see 10 below). A simple method of emailing the list of what’s on that week or posters for particular events could be set up. There could be scope for a collective promotion for example in the run up to Christmas for late night opening of shops and eating places or perhaps a summer Sundays or Mondays in May promotion. In this case some promotional material might be required.

34 Timetable Action could start incrementally immediately Next steps Encourage action through discussion at the Business Guild

3. Joint marketing and the Bowes Museum Project no. 2.1 Priority action Strengthen joint marketing between the Bowes Museum and town – promotions, passport scheme, specific links to exhibitions. Also links to Auckland Castle project as it progresses. Cost Relatively small. A passport scheme may need a design developed but could perhaps be a print yourself format to avoid print costs. Such initiatives should be monitored if possible which may entail some additional resource to compile feedback. Lead Delivery Bowes Museum, Barnard Castle Business Guild Organisation Other Partners The Witham Hall Limited, Teesdale Marketing, Teesdale Radio, English Heritage, Raby Castle Key Issues There are a range of potential actions some of which are already being discussed and implemented. A passport scheme could be developed which gives people discounts off visit to several attractions – encouraging them to visit them all. The Museum should commit to promoting things which are going on in the town – eg at the Witham, NeST, Castle, Hub, Raby Castle etc – both with printed information at the museum but also with web links. Equally all other facilities should reciprocate highlighting information about the latest exhibition at the Bowes. It may be that depending on the theme of the latest exhibition some specific temporary promotions could be established with appropriate businesses where there is a thematic link for example. Events could hold elements at more than one location – to spread the event across the wider town or Teesdale – or each attraction could organise their own linked event to complement the main event – eg attractions and eating places could hold something targeted at walkers during the walking festival. Auckland Castle has just had a major Heritage Lottery Fund award confirmed and will be undergoing a multi-million pound redevelopment over the next few years. Efforts should be made to identify opportunities to link in with key stories and themes to draw visitors further west to Barnard Castle. Practical mechanisms such as joint ticketing and reciprocal links could be established.

Timetable Trial some collaborative initiatives during 2013 and organise more fully for 2014. Next steps Hold a meeting of key partners to identify the events, exhibitions etc which would lend themselves to this approach and to see what support there is for a passport scheme and how it might work (research various formats from elsewhere). Encourage key players to pledge what they will do and ensure regular communication to ensure it happens.

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4. Flatts Wood Project no. 4.1 Priority action Flatts Woods - improve landscaping, footpaths, infrastructure and interpretation as part of Heart of Teesdale Landscape Partnership Scheme and carry out further similar work in other green spaces in or close to Barnard Castle Cost Substantial – depending on details of plans. Volunteer labour may help with some projects. Lead Delivery Heart of Teesdale Landscape Partnership Organisation Other Partners Durham County Council, Durham Wildlife Trust, Key Issues Barnard Castle is lucky to have a number of green spaces in and around the town which are very attractive environments for walking and relaxing for local people and visitors and are important wildlife habitats. Flatts Wood is adjacent to the town centre and a very attractive area of woodland with a stream and several walks. However the interpretation, seats etc are dilapidated and in need of repair or replacement and other enhancement works have been identified. The Heart of Teesdale Scheme is planning a programme of improvements to be implemented over the next few years. Other partners can help support this work through publicising it, recommending visitors explore the area, sponsoring some of the infrastructure or holding (appropriate) events there when completed. There are other areas which could also benefit from modest enhancements such as better way marking or interpretation and some path improvements, seating or viewpoints – these include Flaxfield, the Desmenes, Deepdale. Timetable Flatts Wood work due to start soon. Discussions about other locations could continue and may need to link into discussions over the rope bridge project (see 7 below). Next steps Heart of Teesdale co-ordinating.

5. The Castle Project no. 4.2 Priority action The Castle – put the Castle back into Barnard Castle by involving local people more e.g. through a friends scheme or resident’s pass. Promote the use of the castle for events, children’s trails and improve interpretation. Plus liaise with English Heritage (and other owners) over improving interpretation and management at other local heritage sites Cost Variable – but many actions could be very low cost Lead Delivery English Heritage Organisation Other Partners Heart of Teesdale Landscape Partnership, Durham County Council, Teesdale Marketing, BC Business Guild

36 Key Issues It is well known that many visitors do not notice the Castle and many local people have not visited it for years. Also English Heritage has undergone severe cuts and there are limited budgets for making improvements above the essential. The Castle needs to be given a higher profile – both physically with signing/banners etc which will be improved through the Scar Top redevelopment, but also in general marketing and through boosting footfall via events and special schemes. The passport scheme (see 2 above) would be important here. Local people will have visited the Castle when young and few have a reason for going again. They might be willing to take their friends and relatives but will be averse to paying themselves each time. A residents’ pass is an option many historic properties use to encourage this type of local user and boost visits by the friends and relatives market. People could either be given free entry by showing something with their address on and a form of ID – or they could apply for an actual pass through a similar process. A small charge might be appropriate but free entry is a more powerful message and gives local people a feeling of ownership (and does not require annual renewal). An alternative approach would be a friends scheme – with some type of membership fee and benefits in return such as an annual event and free entry for the friend and one guest. Again ownership is encouraged. In addition usage of the castle could be boosted by promoting it as a venue for events for local organisations, groups and businesses. Simple information about the types of events, times of day, numbers, costs, marquee hire, etc would make this easier for those who might be interested. Events might be private such as weddings, parties or business launches or public events as part of a wider festival. Additional interpretation for a range of audiences and using different types of media would prolong visits and make them more interesting. Another key element is the repairing of the Castle walls (project 4.3). For visitors who are interested in heritage there are also a range of other historic sites nearby including Raby Castle, Egglestone Abbey and Bowes Castle. There is little interpretation at unstaffed sites and it might be that a heritage trail app could be developed which would encourage more visits and tell the stories of these buildings more effectively.

Timetable Launch a scheme for 2014 Next steps English Heritage to discuss options with key partners

6. The Rope Bridge and bridges of Teesdale Project no. 4.4 Priority action Rope bridge across river Tees – providing a new attraction, views, riverside walks and a new USP for Barnard Castle. Making more of other bridges along the Tees

Cost £1.3 million

37 Lead Delivery Teesdale Marketing Organisation Other Partners DCC Key Issues The proposal is for a rope bridge across the River Tees at the point where the railway once crossed the river. The rope bridge would provide an exciting experience and provide excellent views up and down the river. The bridge would join up several riverside walks and create an enjoyable new circular route. It would be an excellent counterpoint to the Bowes Museum encouraging visitors to stay for a whole day – spending half the day at one end of the town and then, importantly, walking through the town, maybe via the Castle, to walk along the river and visit the bridge. This would encourage more throughflow to shops and eating places, give people bigger appetites and prompt many to stay overnight rather than move on after just a half day visit. Thematically the bridge would also encourage viewing the natural environment and the heritage of the picturesque movement and famous painters viewing the river from vantage points. The proposal is the most obvious way to ensure Barnard Castle becomes an established short break destination – it creates a major ‘reason to visit’ for a wide range of markets. The work would also include enhancement of Flaxfield viewpoint which is neglected and overlooked currently. There are obviously many practical issues which would need to be addressed such as riverside paths, land ownerships and ensuring parking is not a problem. But there are many similar semi-natural attractions in locations a short walk from a destination which have successfully addressed these challenges and ensure the wider town experiences the benefits such as new development would bring. If the plans are approved then Barnard Castle should try to ensure a sustainable, long term benefit from the project. Promoting other bridges along the Tees (or other rivers) is another way to highlight the significance of the river, views, the built heritage and stone of the area and also walking, as routes often use the bridges. Timetable Planning application to be submitted soon Next steps Await application and try to explore issues which are raised in a proactive and positive way to ensure they are addressed to the satisfaction of local concerns.

7. Walking Project no. 6.1 Priority action Establish the Dalescape Walking Festival (2013) as an annual event, building attendance over several years. Use the festival as a platform to organise an application to the Walkers are Welcome network Keep key players involved to ensure ongoing co-ordination of local walking activities, initiatives and information.

38 Cost Costs for 2013 covered. Application to Walkers are Welcome could involve expenditure of several hundred pounds. Further activity (and future festivals) may require additional funding. Lead Delivery Teesdale Marketing Organisation Other Partners Heart of Teesdale Landscape Partnership, Durham County Council, TIC volunteers, North Pennines AONB Partnership, Weardale, Ramblers Key Issues While walking has long been recognised as an important part of the tourism offer relatively little has been done to properly harness and promote the area for walking. The new walking festival is a step change in giving the area a higher profile for walking and could be the trigger for further investment and coordination. Walkers are Welcome (WaW) is a scheme which has proved popular in other parts of the country. It provides a process to engage the town and local businesses in a concerted effort to promote the town and local area to walkers, ensuring there are good local routes and a willingness to provide for walkers’ needs. It would also be a mechanism for bringing together the somewhat disparate walking interests to ensure efforts are co-ordinated. There is good potential to work with nearby areas such as Weardale and Alston Moor on walking initiatives and with other local walking festivals such as the North Pennines Walking Festival. Ramblers groups are often not interested in visitors walking but could provide useful contacts on routes, walks leaders and footpath issues. Businesses could be encouraged to promote themselves to walking markets and offer walking breaks. A business workshop on this theme could prove popular. Existing walking publications have recently been reviewed. It is important to make them easily available in an attractive format – ideally downloadable online as well as in print.

Timetable Festival June 2013 and challenge walk in September 2013 Next steps Build on new festival in 2013 and use it to discuss further steps. Apply to WaW in 2014.

8. Online Technology Project no. 1.5

39 Priority action Improve businesses’ capabilities with and use of online technology e.g. WiFi availability, online sales by retailers and online booking of accommodation, mobile websites, review websites eg Tripadvisor. The majority of visitors now research their visits online in advance – often using review websites. The number using smart phones or tablets during their trips is increasing very rapidly and will soon be a majority. It follows that businesses must have good online information. Ideally their websites should be available in mobile phone format. Once potential visitors are interested in a business, giving them the opportunity to make a decision and book there and then is increasingly important. Business without online availability and booking will be losing some custom. Similarly people are now expecting to be able to access their mobile devices anywhere and for free – so facilities which cannot offer this are at a disadvantage. Some businesses are keeping up to date with all these advances but many others struggle to do so. Training or one to one advice on all of these issues could be organised and businesses encouraged to update their technology or skills. Often the changes are relatively straightforward but people need to be given confidence and simple guidance on implementing the changes.

Cost Training sessions are likely to cost several hundred pounds to organise – so depending on the demand and range of subjects perhaps £2,000 would make a big difference. Lead Delivery Barnard Castle Business Guild Organisation Other Partners TAP, Durham County Council, Visit County Durham, Teesdale Marketing Key Issues The key will be finding the right adviser/trainer who understands the needs of small rural businesses and the visitor market place. The other challenge will be engaging local businesses and encouraging those that need the help most to participate. An incentive might be that if people participate in the training they then can access an hour or day of free follow up expertise to implement some of the changes eg from a website designer. This would of course increase the costs.

Timetable Autumn/winter 2013 – perhaps canvass business views on what they most need help with before then with a view to organising the assistance for quieter times in the year. Next steps Identify funding. Canvass business views on most popular topics and likely demand.

9. Boost Quality Project no. 7.1 Priority action Boost quality – visitor survey or benchmarking research, circulate accommodation research, hold business seminar on improving quality, organise business case study visits and/or advisory visits Cost Collectively actions may amount to several thousand pounds.

40 Lead Delivery VCD Organisation Other Partners The Witham Hall Limited, BC Business Guild, TAP Key Issues There is anecdotal evidence that visitors are disappointed with the quality of some accommodation and eating establishments in the area. It is very difficult to identify the scale of the problem and address these issues with individual businesses. However rising expectations and trying to target more upmarket visitor segments means that all businesses should think about the quality of their facilities and service. A targeted visitor survey would provide useful additional information which could be used to kick-start the dialogue with businesses over quality. It is suggested that a survey particularly probing quality issues would provide data to highlight the problems. Benchmarking research might also identify some specific issues for the town as a whole or for particular businesses if they are willing to take part. It might be interesting to target visitors staying in caravan and camping sites in particular to gather evidence for project 10 below. There could be a low cost option for doing a visitor survey through local businesses and the visitor information service. A simple online survey (using software such as survey monkey) could also be sent to people who have stayed after their visit. The recent Durham Accommodation Study would also be very interesting for many businesses and people thinking of investing in new facilities or businesses. A seminar could be held to present the research findings and the accommodation study results to local businesses in Teesdale. Businesses could be asked what sort of quality issues they would welcome additional information, training or case study visits. Taking a group to see some good quality facilities in another area (in all price ranges and sectors) would help them both realise how the competition is shifting and ways in which they could upgrade themselves (for example a visit to a ‘glamping’ camp site as many people will not have seen one or understand the appeal and practicalities). Ideally follow up action might include one to one visits from specialist business adviser to help businesses work up a plan of action for their business to tackle key quality issues in their businesses. In an ideal world there might then be a small grants scheme to help fund some of these improvements and act as an incentive to upgrade. Future funding streams could be researched which might help with some of this activity.

Timetable Visitor research should be undertaken quickly during 2013 and the results could be disseminated along with the accommodation study in late 2013.

Next steps Agree a way forward with low cost visitor research.

10. Target self-catering visitors Project no. 8.2

41 Priority action Work with local caravan parks and self-catering businesses to maximise their visitors’ use of local attractions, shops, pubs, walks etc. eg ensure key leaflets available, way mark connecting paths, print walk routes into town, events listings, offer discounts and promotions, familiarisation visit for owners/managers. Cost Footpath may cost significant amount but other actions mainly require people resources and time. Lead Delivery Not clear it might be that different elements could be lead by different Organisation organisation Other Partners Visitor information volunteers, The Witham, BC Business Guild, VCD, Teesdale Marketing, Durham County Council, TAP Key Issues There are at least 350 camping and caravanning pitches in local sites (accommodating 2 to 4 people per pitch), with another 50 recently granted planning permission, plus self-catering accommodation for over 250 people in cottages in the local Teesdale area. When busy this is a total of over

42 1000 people staying in the vicinity of Barnard Castle. This market will be very mixed – some of the self-catering and increasingly the caravan sites are good quality and will attract visitors who are happy to spend – especially on food and drink. However some opinions have been voiced to say that many of these visitors do not buy supplies in the town and do not visit many local pubs and restaurants. This market is already in the area and most are on holiday (there will be some business visitors amongst this number). They should be an easy target audience for local food and drink businesses and for entertainment, attractions and events. Efforts should be made to encourage more of them into the town – providing better information, incentives and physical route improvements in some cases. Actions could include: • some physical improvements such as improving the footpath from the big caravan sites into the town – both the roadside path towards Lartington and the waymarking of the route through Deepdale. • Regular information such as a weekly events listing emailed to owners/managers to be posted in a prominent position. • Taxi service information being highlighted at accommodation alongside costs for trips into town. • Promoting walks from accommodation into town (or local villages) – there is a walk promoted from the Caravan and Camping Club site but it could be turned into an attractive route map and then be much more effective. • Self-catering businesses providing information and reassurance that people can buy local supplies and interesting local specialities and do not need to bring supplies with them. This could include a preordering service for key supplies (in addition to the welcome hampers many supply). • Text alerts, twitter and other social media promoting events and discounts, special offers locally at short notice. • Offering cycle hire – delivered to the door and information on cycle routes (potentially electric bike hire might be an attractive investment for a large self-catering business) • Encourage at least one caravan site to remain open during the winter. This may all require some outreach work with businesses making suggestions about what each could do and getting them to sign up for some of the actions – selling the benefits about return visits and wider economic impacts. Witham Hall staff and volunteers may be well placed to do this as are any other partners coming into contact regularly with these businesses. It could form part of the discussion over quality issues. Timetable Route improvements late 2013 Other actions ongoing especially as Witham information service beds in with a push of activity in spring 2014 when caravan sites re-open. Next steps Start a dialogue with self-catering businesses (could link to 9 above)

43 6.4 Common themes to develop with other towns Several themes and actions came up in more than one of the five Market Town destination development plans. These included:

• New town maps/leaflets – which were produced for most of the towns in 2010 • Events development and support • Website development • Transport – linking things up • Investment portfolio • Encouraging private sector buy-in • Ensuring leadership to co-ordinate and drive implementation of the plan The most likely areas for collaboration between towns now that several years have passed include sharing experience on how the plans have been implemented and what has been most successful; for example sharing best practice on events development and management. There could be scope for collaboration on linked events e.g. between Bishop Auckland and Barnard Castle on arts and cultural events or with Stanhope on walking themed events.

6.5 Taking the Plan forward In order to implement this plan it is essential that there is a local group in place to lead the action. They will be able to champion the plan, ensure that the plan is understood amongst all partners and sectors and will be able to contribute to the plan themselves. Their role will be to co-ordinate implementation by partners and monitor progress. They may also be directly involved in implementing some of the actions not being taken forward by others. They should also co-ordinate communication about the Plan and celebrate the successes as actions are completed. The role of the lead group may be able to be taken on by an existing group in the town, or a specific sub-group. This may require the strengthening of existing groups for example by recruiting more representatives from tourism businesses or organisations and widening communications e.g. to include owners of key attractions. It is important to keep the focus on the town as a destination and the visitor throughout. In Barnard Castle the Teesdale Action Partnership is obviously now a key player and has tourism as a top priority at the moment. What might work best is a group including one or two representatives from the TAP Tourism group, plus other key players such as Teesdale Marketing, Bowes Museum, Raby Castle, Rokeby, English Heritage and the Business Guild. Close liaison with Visit County Durham is important as well. The group needs to be fleet of foot, effective in getting things done and above all business focused.

7. Annex Partners contributing to the plan Partner organisations which have been represented at the workshops held to develop this plan include:

Visit County Durham Durham County Council Teesdale Action Partnership Tourism Task and Finish Group 44 Barnard Castle Town Council Barnard Castle Vision Regeneration Partnership Teesdale Marketing The Bowes Museum English Heritage Heart of Teesdale Landscape Partnership Scheme Barnard Castle Business Guild Radio Teesdale Woodleigh TIC Volunteers

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