Morpeth Town Welcome Destination Plan

Destination Planning for Morpeth

Report To Northumberland Tourism & Greater Morpeth Development Trust July 2009 Morpeth Destination Planning

Report From

Miller Research Pen-y-Wyrlod Llanvetherine Abergavenny NP7 8RG 01873 851 880

www.miller-research.co.uk

In Partnership With

Report written by: Sam White & Nick Miller

July 2009

2 Morpeth Destination Planning

Contents 1. Executive Summary ...... 4 2. Introduction ...... 9 2.1. Background and Rationale ...... 9 2.2. Strategic Context ...... 11 2.3. Process and Partnership ...... 14 3. Vision and Objectives ...... 17 3.1. Vision ...... 17 3.2. Vision Statement ...... 18 4. The Morpeth Context ...... 18 4.1. Visitors to Morpeth ...... 20 4.2. Regional Data ...... 21 4.3. Segmentation – Visitor Profiles...... 22 4.4. Business Survey ...... 22 5. The Tourism Offer ...... 23 5.1. Product Audit ...... 23 5.2. Key Findings ...... 24 5.3 SWOT...... 27 5.4 Unique Selling Points ...... 29 6 Destination Management Plan ...... 29 6.1 The Strategy ...... 29 6.2 Meeting Future Visitor Expectations ...... 30 7 Programme of actions ...... 33 7.1 List of Actions ...... 34 7.2 Management Plan ...... 47 7.3 Funding ...... 50 7.4 Evaluation ...... 50 8 Appendices ...... 51 8.1 Appendix 1 - Persons who have contributed to the destination planning process ...... 51 8.2 Appendix 2 – Product Audit ...... 52 8.3 Appendix 3 – Business Survey ...... 61 8.4 Appendix 4 – Segmentation ...... 86 8.5 Appendix 5 - Funding Sources ...... 90 8.6 Appendix 6 – List of abbreviations ...... 94

3 Morpeth Destination Planning

1. Executive Summary This Destination Plan for Morpeth is an action plan for the whole partnership of organisations that are involved in delivering the visitor experience within the town and its hinterland. It covers the period from April 2009 to 2019, and is designed to be a working document that can be added to as the town and its partners identify new opportunities for development. The plan provides a framework and rationale for investment into the visitor economy and helps to clarify how the key partners and agencies can work to help develop the tourism potential of Morpeth. The objectives of this plan are important to Morpeth because tourism not only supports businesses, jobs and suppliers, but it is particularly significant in rural areas and market towns where there are fewer alternatives. In addition:

Visitors help support local heritage, culture and community services Tourism is a reason to conserve special buildings, historic sites, beautiful landscapes and important wildlife sites Tourism is a vital element in regenerating an area Visitors can also create a critical mass of trade for the local economy, by bringing in new people and repeat visitors who spend on local goods and services. This can bring about growth, especially in the retail and hospitality sectors, and can contribute to an increase in quality as more discerning consumers are brought into the town.

Market towns are a vital element in the visitor economy across the North East and it will be important to make the most of their natural and cultural heritage and distinctiveness, to achieve these objectives and develop an excellent visitor welcome. Morpeth has a key role to play in this respect, as a local service centre to the North of Newcastle, but also due to its excellent location, close to the coast, the city and Northumberland National Park as well as other regional market towns. Much of the current visitor traffic to the town consists of local day trips and families and these should be further encouraged. However, at the same time, there is potential to expand on the number of short breaks and activity-based holidays in and around the town.

Vision & Strategy This action plan is guided by the aspirations of the following vision statement, which has been developed by the partnership of people engaged throughout the process.

4 Morpeth Destination Planning

The objectives for the Market Town Welcome destination plan:

To strengthen Morpeth’s identity and profile as an attractive visitor destination. To broaden Morpeth’s visitor segments and to attract higher spending visitors, complementing the current visitor market which will continue to be an important part of the visitor economy. To establish Morpeth as a year round destination, encouraging short breaks throughout the year. To better promote the attractions and activities available in and around Morpeth. To increase visitor satisfaction levels which will in turn encourage repeat visits and increase the level of personal recommendations. To encourage more visitors to walk, cycle and use public transport. To develop a sustainable visitor economy offering excellent service, customer care and value for money. To widen the range and improve the quality of the retail and food and drink offers in the town. To encourage new business investment. To encourage and support collaboration between local organisations and businesses to enable joint delivery of the actions.

5 Morpeth Destination Planning

To achieve the above, the following strategy for Morpeth has been developed: 1. Consolidating the Morpeth Visitor Offer Encouraging co-ordination of tourism businesses Branding and marketing Developing an enhanced events strategy for the town 2. Developing Morpeth as a Hub Shopping, eating and drinking Nature and heritage tourism

The priorities for Morpeth are specified as follows:

Priority Details

1 Consolidating This study has revealed that Morpeth is not only ideally located for regional tourism the Morpeth but also has the potential to establish itself as a major destination within Visitor Offer Northumberland. At present, there are many attractors for visitors to choose Morpeth as a destination but there appears to be a lack of centralised or

coordinated control of individual organisations’ efforts. The Market Town Welcome (MTW) programme has identified this shortfall and as a result, places the highest priority on achieving a consolidation of the current Morpeth visitor offer. It is suggested that in order to achieve this, the following areas of action are focussed upon:

Encouraging co-ordination of tourism businesses Branding and marketing

Developing an enhanced events strategy for the town It was evident throughout the engagement aspect of the MTW programme that there is a lack of involvement and engagement from local tourism businesses in the town. If this management plan is to succeed, it is essential that this issue is addressed. The actions that follow are aimed at rectifying this problem, by stimulating collaborative efforts to develop the strengths of the town as well as its advantageous location. In order to provide cohesiveness to a collective town effort in raising the profile of Morpeth as a destination, coordinated efforts in branding and marketing the town are considered. Finally, and in support of achieving the ultimate objective of the destination plan, it is highly recommended that an enhanced and centrally coordinated events strategy for the town is developed, which relates to developments at a regional level. This will ensure Morpeth is well positioned to lever opportunities as and when they are presented.

6 Morpeth Destination Planning

already walking and cycling opportunities in and around the town but they need to be significantly developed and coordinated if Morpeth is to attract the target market segments that it intends. In addition, further activities and attractions need to be marketed or developed in order to sustain visitor increases. Morpeth will significantly enhance the magnitude of the tourism economy by capitalising on the many opportunities within close proximity to the town, as well as developing Morpeth as a destination in its own right. This study identified the future target market segments for the town to include visitors interested in outdoor activities, heritage and culture, events and festivals as well as other attractors such as shopping, food & drink and business conferences and these are the areas which need to be concentrated upon to achieve the vision. In order to realise the aspiration of Morpeth as a hub for regional tourism, this destination plan suggests that actions are taken to enable the town to benefit and capitalise on the following areas:

Shopping, eating and drinking Nature, heritage and coastal tourism Concentrating on these particular areas over the next 5-10 years will contribute towards establishing Morpeth as a hub for regional tourism. Users of this management plan should place a great deal of importance on ensuring that measures are taken to proactively deliver the actions listed in this action plan, which will result in the holistic development of the tourism economy in Morpeth.

The Action Plan The actions are grouped according to the priorities discussed above, which together cover the main aspects of holistic development of Morpeth as a visitor destination. In some cases there may be an element of cross over between specified actions and the priority classification and where this has occurred, dependencies across categories have been noted. The programme of actions is therefore categorised into the four priority areas: Consolidating Morpeth’s visitor offer Developing Morpeth as a hub Infrastructure and Transport Developing facilities A key aspect of the process is to ensure that an effective delivery mechanism is established. It is suggested that this should comprise the Enabling Group developed as a result of the Market Town Welcome Programme, led by the Greater Morpeth Development Trust with support from Northumberland Tourism. Support from Northumberland Tourism is expected to be delivered through the role of the MTW coordinator who will support the enabling groups and work with them on cross town projects.

7 Morpeth Destination Planning

In particular it is expected that in the first instance and prior to undertaking the action plan, the GMDT undergoes the following actions in order to develop a successful delivery vehicle to deliver the actions.

Establish a delivery vehicle capable of carrying out the suggested proposals or capable of coordinating efforts of relevant parties to achieve the objectives. Develop a skills programme, for the Leadership Group / Delivery Body, to ensure plans are delivered in the most effective manner possible. Develop a strategy for attracting and securing funding to support and drive the suggested proposals. Create an evaluation and monitoring system to ensure targets and objectives are being met. This may comprise longitudinal questionnaires which aim to provide evidence that the suggested actions are contributing to the local visitor economy, as well as providing the opportunity for newly identified actions to be added to the action plan as and when they occur.

8 Morpeth Destination Planning

2. Introduction This Destination Plan for Morpeth is an action plan for the whole partnership of organisations that are involved in delivering the visitor experience within the town and its hinterland. It covers the period from April 2009 to 2019, and is designed to be a working document that can be added to as the town and its partners identify new opportunities for development. The plan provides a framework and rationale for investment into the visitor economy and helps to clarify how the key partners and agencies can work to help develop the tourism potential of Morpeth. The plan’s purpose is to:

help develop the tourism potential of Morpeth and the surrounding area and strengthen its identity for visitors;

encourage the cross fertilisation of ideas and identify the top priorities for action;

provide a framework and rationale for investment and development planning in the visitor economy within the town, including harnessing private sector potential; and

help to clarify how partners and agencies can work together to map out a way forward for the next few years.

support the sustainability of Morpeth as a market town and visitor destination through ensuring that the action plans fit together to deliver: o Sustainability of place, delivering physical improvements to the infrastructure and fabric of the town. o Sustainability of people, by ensuring the skills exist within the town to both deliver the Destination Plan and to meet the needs of current and future visitors. The first of these can be achieved by the Leadership Group convened for this project taking a long term view on the development of Morpeth, whilst the second will require intervention from Business Enterprise NE, Northumberland Tourism, Northumberland Strategic Partnership and other partners. o Sustainability of planet, by embedding environmental sustainability and low carbon approaches to development in all areas of activity. The emphasis on positioning Morpeth as a hub for shopping, eating and drinking as well as nature, heritage and business tourism contributes to this intrinsically, although we will need to ensure that any growth in visitor numbers is mitigated in carbon terms by the introduction of sustainable transport and an increased emphasis on local food, produce and services. These combined actions will create a long term, sustainable future for both the town and its hinterland, as a destination for both visitors and residents alike.

2.1. Background and Rationale Miller Research, in partnership with Alison Caffyn (Tourism Consultant) were commissioned by Northumberland Tourism, in partnership with Northumberland Strategic Partnership and supported

9 Morpeth Destination Planning by One NorthEast to conduct a destination planning project for Morpeth and its hinterland. The approach builds on earlier work carried out in Northumberland, which highlight the growing importance of tourism to market towns, and provided destination plans aimed to complement earlier Retail Distinctiveness work1, and highlight the town’s tourism potential. It is important to focus on tourism as the visitor economy has become, and will continue to be, one of the most important economic sectors, employing a high proportion of local people and contributing directly or indirectly to a large part of the local economy. Recent research demonstrates this, as can be seen in subsequent sections of this report. Tourism not only supports businesses, jobs and suppliers but it is particularly significant in rural areas and market towns where there are fewer alternatives. In addition:

Market towns are a vital element in the visitor economy across the North East and it will be important to make the most of their natural and cultural heritage and distinctiveness to achieve these objectives and develop an excellent visitor welcome. Morpeth has a key role to play in this respect, as a local service centre to the North of Newcastle, but also due to its excellent location, close to the coast, the city, Northumberland National Park as well as other regional market towns. Much of the current visitor traffic to the town consists of local day trips and families and these should be further encouraged. However, at the same time, there is potential to expand on the number of short breaks and activity-based holidays in and around the town. Market towns are an attractive proposition not only for day trips, but also for short breaks and week-long stays - as they can integrate elements such as discovery of local heritage, authentic food and drink, speciality retail, festivals and events or activities in the nearby countryside. Key factors include assuring quality and service standards and working with partners to achieve effective place management and place shaping - creating attractive and welcoming environments for visitors. These factors were borne out in the Retail Distinctiveness work in the region, which developed a model based on market research with 400 individuals from cities in the North and North East of England. The research began by asking individuals to think of a market town and to describe the elements that made it attractive. The results listed all of the above factors as being important in making towns attractive to visit. Objectives of this work include increasing visitor spend, attracting more overnight stays, increasing year round visits and exceeding visitor expectations. Improving the food and drink offer, opportunities for evening entertainment or wet weather facilities and promoting events have been identified elsewhere as key factors in attracting new visitors and Morpeth could grasp this

1 Miller Research (UK) Ltd for ONE North East, 2006 onwards

10 Morpeth Destination Planning opportunity to raise its game in this area, along with the ability to develop and promote more walking, cycling and riding opportunities in its hinterland - the demand for which is forecast to continue growing. It can also consider ways of combating seasonality through festivals and events, or by targeting off-peak visitors. The model adopted in the Market Town Welcome process takes existing evidence and builds on this through a series of engagement workshops with local stakeholders, to develop robust action plans for development. In carrying out this project it has also been a priority to incorporate more sustainable opportunities for destination development, in terms of people, place and planet. This will ensure that maximum emphasis is placed on long-term and ongoing development of the town as a destination. In addition, it is recognised that visitors will increasingly be expecting destinations and businesses to have green credentials and these need to be addressed if market towns are not to fall behind the competition.

2.2. Strategic Context The North East England Tourism Strategy (2005-10) The Strategy identifies regional objectives; including increasing the number of UK and overseas visitors year round and increasing visitor spend. The strategy aims to deliver increased employment, productivity and investment in tourism, whilst increasing visitor satisfaction and conserving the region’s natural, heritage and cultural assets. It identifies market towns as key elements in the attraction of the North East for visitors and proposes that towns should develop plans to make improvements in facilities to meet the needs of increased visitors. It highlights the potential for making more of regional food, improved shopping and public art as well as basics such as visitor information and signing. Studies have also been recently completed into developing cruise tourism along the North East coastline and into the potential for making more of events and festivals.

Northumberland Area Tourism Management Plan 2009-2012 At a County level the key document is the Northumberland ATMAP, which presents the Tourism Vision for Northumberland as: “To establish the County as the premier rural destination in the UK, balancing the needs and expectations of the international and UK visitor, businesses and communities whilst protecting and further developing the County's exceptional environment and rich cultural heritage”. The document states that the visitor economy is one of the most important economic sectors for the county, directly supporting some 12,700 full-time equivalent jobs and attracting 8 million day visitors and 1.9 million overnight visitors, who spend 7.7 million nights in the area. Total economic contribution was estimated at £710 million annually. The ATMAP highlights particular challenges for the County, such as the seasonality of tourism which impacts on the economy, jobs, cash flow and investment, and the relatively poor food and retail offer for visitors compared with other areas. The plan identifies objectives including developing a higher profile for Northumberland, encouraging new sustainable tourism businesses and a more

11 Morpeth Destination Planning entrepreneurial culture which will help increase jobs, skills, investment and safeguard local services such as shops, pubs, museums and so on. Priority capital projects for the tourism partnership, led by Northumberland County Council (formerly Northumberland Strategic Partnership) include the Alnwick Garden (completion of the cherry orchard), and the acquisition of Seaton Delaval Hall.

Regional Visitor Survey 2008 The most recent visitor survey shows that the majority of visitors to Northumberland have been to the area before, some of them many times. The market is still predominately regional, with the largest group of visitors coming from Tyne and Wear, followed by elsewhere in Northumberland, Yorkshire and Scotland. Average stays are most likely to be a week, mainly in non-serviced accommodation in, for example, cottages, staying with friends, or in static caravans across the County. Visitors are most likely to book directly with accommodation providers, either via the internet or by telephone and to have gathered information via the internet or from previous visits. Access is predominately by private car (83% of visitors), followed by 5% who came by air. The main reasons for visiting were listed as:

General sightseeing (30%) Visiting parks and gardens (15%) Visiting heritage sites (9%) Visiting art and heritage attractions (7%) The most important infrastructure aspects for visitors were: Ease of parking (87%) Visitor attractions (86%) Signage (78%) Transport / Visitor information (666% each) Eating establishments (64%) Priorities include:

Building capacity in the tourism sector, through encouraging inward investment and development of tourism business clusters. Developing a gateway to the Northumberland Coast through marketing, information and packaging opportunities.

Business Tourism Action Plan 20072 This report shows the value of business tourism to the North East, accounting for 32% of all visitor spend – higher than any region outside London, apart from the West Midlands. In 2005, there were an estimated 55,000 conferences in the region, averaging 500 conferences and meetings per venue.

2 Tourism UK, 2007

12 Morpeth Destination Planning

One-third of these involved an overnight stay. Average delegate rate was a very competitive £33 including vat – against a national average of £43. Peak months were October, November and May, hence providing valuable off-season trade. Only four conference venues were identified in Morpeth – Longhirst Hall, Eshott Hall, Linden Hall Hotel and the Sun Inn (Warkworth). NOTE: for the purpose of this destination plan, Eshott Hall, Sun Inn and Linden Hall are not considered to be located in Morpeth. Further still, it is understood that the majority of business visitors to Morpeth are non-discretionary visitors who are travelling to Morpeth because that is where there business is, rather than because they are choosing to hold the meeting there.

Coastal Framework for Tourism Development 2006 In 2006, ONE NorthEast commissioned a report to guide tourism development along the region’s coast. The report estimates the value of coastal tourism to the region as between £400 and £450 million annually, of which the highest proportion is in Northumberland. As with other forms of tourism in the county, day visitors from the region provide the majority of trips, although it is recognised that overnight visitors from further afield offer greater levels of spend. The study points out that the majority of coastal accommodation comprises small scale, lifestyle businesses operating on a seasonal basis. The exposed nature of the coast means that there is demand for wet weather facilities and attractions to cater for visitors when conditions are poor. Several cross-cutting themes apply to the coastal area – most notably walking and cycling, heritage (castles and Christian history), wildlife and watersports. The geographical remoteness of the North East coast means that it must cater for niche markets in overnight visitors, complementing trips by those living close enough for a day visit. The report suggests that the first five years of the coastal strategy (to 2012) should focus on consolidating existing markets and products, before extending the improved offer to wider markets elsewhere. The main tourism themes identified were:

Activity tourism Arts and heritage of the coast Nature based tourism Watersports It is recommended that a small number of hubs are established to support these themes, based on their location, facilities, tourism infrastructure and delivering information, product and signposting to other locations and sites that might lack the critical mass to serve as an accommodation base for the visitor. Morpeth appears well placed to service this role in a general sense, given its role as a service centre and its breadth of offer.

13 Morpeth Destination Planning

Heritage Tourism Study One NorthEast commissioned a report on the contribution of Heritage to the NE Regional Economic Strategy (RES) and NE Tourism Strategy3. The report points out that the RES “recognises the contribution that heritage (and other cultural assets) make in stimulating business growth and employment. The RES also highlights how heritage can help in developing a positive image for the region, contributing to quality of life and attracting inward investment. Considered in these terms, as well as providing an important component of the region’s visitor offer, the heritage sector offers opportunities to raise aspirations and skills, tackling economic exclusion.” The report shows that heritage tourists tend to have an above average education, relatively high income and higher than average spend profile – especially in response to a quality offer. They are especially attracted to smaller, mid range hotels and guest houses, rather than large luxury hotels. The strongest heritage themes identified in consumer research were:

The Romans and Hadrian’s Wall Christian Heritage and History Castle and Fortifications Industrial Heritage Morpeth can offer a good touring base for visitors to explore all of these key themes due to its easy travelling distance from such attractions. The heritage tourism study identifies that people are looking for activities in relation to these themes, for example attractions that tell a story, educate or add historic context to the town.

2.3. Process and Partnership The Market Town Welcome programme is a tested methodology based on the earlier work in Northumberland. Although the process was modified slightly for use in Morpeth, it focuses on a programme of workshops aimed at developing a local leadership group to inform and drive the process. As a whole, the process aims to be as inclusive as possible - developing the local enabling group by involving tourism businesses and local organisations as well as the market town partnership, local authorities and tourism agencies. The following stages helped 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

3 Tribal Consulting, 2008.

14 Morpeth Destination Planning

8. Identifying priorities, resources and actions in order to achieve that vision The process has also incorporated 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 ensure positive outcomes for Visitors, the tourism Industry, local Communities and the built and natural Environment. Accordingly, 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

The Morpeth Destination Plan has been produced through a number of stages which were primarily concerned with an audit of existing services and facilities, a business survey of local businesses and a series of meetings for the newly formed enabling group. A list of the people and organisations that have input to the content and shape of this plan can be found in the appendix. The Enabling Group, made up of people from this list, has been responsible for leading the Market Town Welcome project at a local level and will be responsible for implementing the actions listed in this plan, using the Greater Morpeth Development Trust as their lead body, supported by Northumberland Tourism. The following meetings were held in the town that have helped to develop this Plan: 1. Meeting of the Enabling Group – the group was presented with information and evidence about the town and its tourism offer. This information was obtained primarily from a town audit and an on-line business survey which were carried out specifically for the Market Town Welcome project and previous research that had been conducted. The group used the information to develop a SWOT analysis of tourism provision in the town. 2. Town Workshop – a workshop was held in the town which was open to anyone with an interest in tourism development in Morpeth. The group was asked to add to and amend the SWOT produced in the previous session, and help to identify current and future visitors, develop a vision of the town from a tourism perspective and start to identify actions to move towards this vision 3. Action Planning Session – the Enabling Group met to finalise the vision for the town and to prioritise the opportunities and actions that had been formulated as a result of previous stages of this project. The results of these activities are documented in subsequent sections of this report. The following diagram represents the process as it fits with the overarching objectives of the Market Town Welcome initiative as well as the town’s role throughout the process.

15 Morpeth Destination Planning

Figure 1 Destination Planning Process The town’s role Objectives Actions Step 1 – Why welcome visitors? (what are the benefits?) Policy Review Establish Leadership Step 2 – Who are the town’s visitors? group (now and in the future) Demand Overview

Step 3 – What does our town offer visitors? (why do they/will they come?) Leadership group Recruit extra Step 4 – How well does the offer meet the visitors’ Workshops members to the expectations? (what is the current visitor Leadership Group experience like?)

Step 5 – How is tourism resourced, managed and Product Audit promoted in the town? (who is involved?)

Branding, segmentation Attend Leadership Step 6 – What are the town’s strengths and and draft proposals weaknesses? (plus future opportunities and Group Meetings threats)

Step 7 – What is the vision for our town in five years Action Planning with time? Leadership Group (what do we want the visitor experience to Step 8 - be How then?) do we get there? (who needs to be involved?) Market Town Destination Take ownership of

Plan for Our Town the Destination Plan

16 Morpeth Destination Planning

3. Vision and Objectives 3.1. Vision The vision for Morpeth and the surrounding hinterland is intended to focus the efforts of those involved in carrying out the action plan to achieving the specified objective. In effect it is the town’s mission statement for its visitor economy. The vision statement guides the delivery of the action plan and it is essential therefore, that it encompasses a holistic impression of the town and the surrounding hinterland from a visitor’s perspective. The statement materialised as a culmination of group discussions and idea sharing in which the following information that is important for Morpeth as a tourism destination, were identified: Beating Heart of Northumberland It’s Anglo Saxon links The Meander of the Wansbeck The 17th Century Clock Tower Environmental Playground Feeding the Ducks The intertwining of the town and country Its accessibility to all Vibrancy versus relaxation Abundance of culture The Market Place and Town Hall Consideration of these factors resulted in the following objectives for the Market Town Welcome destination plan:

17 Morpeth Destination Planning

3.2. Vision Statement

How will it be used? The vision statement shall be used to focus the efforts of those involved in carrying out this destination plan’s actions. It should be revisited at various intervals to ensure that actions initiated are contributing towards its objectives, as well as offering guidance on the provision of future actions. It is not expected that this vision statement will be used as a marketing tool aimed at visitors, rather that it shall be used by those driving the delivery of the actions which collectively contribute to the achievement of the vision.

4. The Morpeth Context Morpeth is a medium sized market town of 16,000 residents, situated in a loop of the River Wansbeck in Northumberland. It is well connected by road (the A1), air (Newcastle airport is eight miles away) and by rail (Edinburgh – London mainline) and is close to the heritage Northumberland coast. The town has the remains of a historic castle, landmark Victorian Town Hall designed by Vanburgh, a 13th century chantry (now home to the bagpipe museum) and iconic clock tower, from where a curfew bell still sounds at 8.00pm each night. The town was subjected to severe flooding in 2008, which led to 1,000 people leaving their homes and causing damage to some 400 homes. Currently, the Morpeth Flood Alleviation Scheme, headed by the Environment Agency has estimated that 18 Morpeth Destination Planning between £12-£15m will be made available for the flood defence scheme. There are two options which have been subjected to public consultation and a decision regarding the preferred option will be announced in the summer of 2009. The schemes are:

to build flood defences where none presently exist, and to refurbish or raise existing flood walls to build one or more floodwater storage areas upstream of Morpeth, together with flood walls in the town Subject to funding approval, construction is expected to start in 2011 and to be completed in 2013. This plan acknowledges the impact the flood alleviation scheme may have on the delivery of some of the objectives and where necessary references to the scheme are noted. The town received £2.6m “Liveability” funding from the then Office of the Deputy Prime Minister in 2004, which funded the Castle Woods and Water (CW&W) scheme. This is an initiative aimed at maintaining and improving woodlands, paths and historic buildings in the five-mile corridor between Mitford and Bothal castles. The Borough Council secured funding for the initiative from the Government’s ‘Liveability Fund’ but, over the past year, responsibility for management of the initiative has been progressively passed over to GMDT. The CW&W initiative has delivered a number of environmental projects totalling £350,000 which has included a £100,000 signage improvement programme along three key areas, town, countryside and heritage. Most recently the GMDT has enabled phase 1 of the Town Hall redevelopment scheme to be completed with phase 2 in its early stages. Phase 1, which was completed in October 2008 entailed upgrades to the exterior façade and internal redecoration to the Corn Exchange, Ballroom and main stairwell. Phase 2 has begun with the appointment of architects Benson & Forsyth who have developed a master plan vision to redevelop and extend the Town Hall. There is a programme of events in and around Morpeth that includes the Ice Festival, the Morpeth Gathering, a summer walking festival, the Morpeth walking festival, and a picnic in the park which take place at various venues around the town. There are some gaps in the event offering which are highlighted in the tourism audit section of this report. Morpeth has a good variety of retail and serves as a regional shopping centre for many outlying settlements. In addition there is a vibrant weekly market on the Market Place which attracts visitors from around the area. There are a number of tourist attractors and attractions in and around the town as well as a well established hotel and conference centre at Longhirst Hall. Definition of area For the purpose of this study, the area under consideration can be split into two distinct areas; the town itself and the hinterland where attractors within these areas contribute to the tourism economy of the town. The hinterland comprises attractions in the wider area that visitors could comfortably visit during their stay, while the town itself considers the region within the immediate town boundary, or a radius of a few miles out with the boundary. Therefore, the retail and services offer such as accommodation, restaurants, local amenities etc. referred to in this study will typically lie within the town’s boundary or a radius of a few miles outside the boundary (assuming they contribute to the tourism economy of the town). As an example, consider Longhirst Hall which is located a few miles outside Morpeth. Considering that Morpeth is the closest town to Longhirst, it is highly likely that the town will benefit from the Hall’s visitors. In fact, it would be myopic of a town so close to a visitor destination not to 19 Morpeth Destination Planning acknowledge the source of visitors to the area and attempt to align with the attraction in order to benefit itself. For this reason, Longhirst Hall is considered within the boundary of this study. In addition, this same argument can hold true for other tourist draws in the vicinity of the town or that can be visited whilst staying in Morpeth such as Northumberland National Park and the Northumberland Coast as well as the potential to capitalise on other visitors to the region, such as those visiting Newcastle or on business in the area. In all cases, the area included in this report is defined by those persons who have contributed to the process and discussions regarding what should and shouldn’t be included have taken place at the various workshops. As a result, the area used for this study has received agreement from the persons engaged throughout the study. The map in Figure 2 illustrated Morpeth’s position in relation to its wider offer, while the map in Figure 3 depicts Morpeth’s immediate hinterland referred to in the product audit.

Figure 2 Morpeth’s Location

Source: Miller Research (UK) Ltd. 2009

4.1. Visitors to Morpeth The purpose of the destination management plan is to lay out a range of evidence-based actions aimed at developing Morpeth as a sustainable visitor destination – for day visitors, business and leisure tourists. This will serve to increase the use of retail, hospitality and other services in the town and in turn help to ensure the critical mass of trade needed to retain and develop these services. In doing so, a balanced economy can be created and maintained, which meets the needs of locals and visitors alike.

20 Morpeth Destination Planning

4.2. Regional Data Morpeth was not part of the Northumberland Market Town Benchmarking project that was undertaken by the Northumbria Tourist Board in 2003 and so there is no recent visitor survey for the town. It is understood that Northumberland Tourism are coordinating a scheme to assess current visitors although this will not be available until 2010. As a result, this report turns to information at a regional and sub-regional level to provide an insight into the impact of the tourism industry on the local economy. Recent research (STEAM 2007) demonstrates the value of the tourism economy to the region:

Northumberland receives 1.9 million overnight tourists, spending 7.7 million nights in the area, plus 8 million day visits. Overnight visitors spent £296 million, day visitors spent a further £154 million, plus indirect revenue of £260 million giving a total contribution of tourism to the Northumberland economy of £710 million.

Approximately 12,700 jobs (full time equivalents) were supported by direct tourist expenditure, a further 2,900 jobs were supported by indirect revenue. Average expenditure per day is £38.23 for overnight visitors and £19.03 for day visitors. In comparison with the STEAM figures for Castle Morpeth, it can be observed that the Borough attracts £80.75 million in expenditure through the tourism sector which accounts for 11% of the County’s total expenditure. The largest proportion of this is spent on food & drink, which is approximately twice the value of expenditure on accommodation in the Borough. The statistics suggest that there is a higher proportion of day visitors in Castle Morpeth than overnight visitors as the level of expenditure generated for day visitors at £37.5 million is slightly higher than the combined total of visitors staying in serviced accommodation and non-serviced accommodation (£20m and £17m respectively). Considering that the average expenditure per day for day visitors is approximately 50% of the expenditure per day for overnight visitors, then the number of day visitors must significantly outweigh the number of overnight visitors, in order for the total expenditure to be greater (based on this hypothesis, there will be approximately 2 day visitors for every 1 overnight visitor). As would be expected, the level of full time equivalent jobs supported by the tourism industry in Castle Morpeth follows the same proportion of the Northumberland total as was evident with the proportion of total expenditure in Castle Morpeth and Northumberland (~11%). This translates to 1,222 total direct employment jobs and 319 indirect jobs supported by the tourism industry. It is evident that the tourism industry plays an integral role in the economy of Castle Morpeth and there is potential to increase its share of the expenditure coming to Northumberland. As has been identified throughout the MTW process, Morpeth’s favourable location for participating in a number of key tourism activities present in the region is a key strength. This should be exploited if Morpeth is to increase its share of the tourism industry’s expenditure in the County and Borough. The following section of the report aims to identify issues at a town level as well as understanding the current and potentially future market segments in the town, in order to focus efforts and thus enable Morpeth to realise its tourism potential.

21 Morpeth Destination Planning

4.3. Segmentation – Visitor Profiles In 2007, One NorthEast commissioned Arkenford to profile and segment visitors and non-visitors to the North East of England. The research used three segmentation models: the ArkLeisure Segmentation, a bespoke behavioural segmentation and a socio-demographic segmentation (CAMEO). The full report gives very detailed results for the North East and Northumberland and includes interesting information of the perceptions of actual and potential visitors to the area. It was recognised that the regional research by Arkenford may not necessarily reflect the local trends and visitors that are currently coming to Morpeth. Therefore, the Market Town Welcome process included an exercise to identify which of the Arkleisure segmentation profiles are currently visiting the town. There was a consensus that the current visitors to Morpeth were generally:

1. Discoverers 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.

2. Cosmopolitans Individual, active, confident, adventurous. Like city breaks, events, outdoor activities, heritage, culture, nature, new experiences, good food and service and challenges. High spenders. Younger on average.

3. Traditionals 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.

4.Habituals Very traditional, low spending group. Largely inactive and resistant to change. Like relaxing, peace and quiet.

There are of course, some groups which cut across the segmentation model but are also an important group of visitors. It was agreed that there are a significant number of visitors coming to stay as families or with friends and relatives in Morpeth. In the segmentation model, any group can include families, but it is difficult to isolate promotion to this particular group. It is suggested that the number of these types of visitors will increase as a result of meeting the expectations of the target visitors as set out above. 4.4. Business Survey As part of this study a business survey was available on-line and in hard copy for completion by local businesses who have dealings with visitors. The purpose of the survey was to ascertain from local businesses in the town the current tourism issues and also to identify if there are any opportunities

22 Morpeth Destination Planning to develop the appeal of the town. They were also able to comment on visitors’ likes and dislikes and remark on what will encourage visitors to stay longer or spend more. Within Morpeth, only 5 businesses took part in the survey which cannot be considered a large enough sample for the results to be statistically representative of the tourism business population within Morpeth as a whole. However, for the purpose of this study, the results have been used qualitatively to indicate possible trends or underlying issues and these have subsequently informed group workshops and further discussions. A small selection of emerging issues has been extracted from the survey results for inclusion in this report, although these should be treated with caution and not considered representative of businesses in Morpeth. The survey respondents consider that their visitors like the following about Morpeth:

Rural location Central to most things Walking Visiting towns, castles, beaches History In comparison, the survey respondents consider that their visitors dislike the following about Morpeth:

The noise Lack of places open on Sundays The bus service When questioned about the type of support businesses in the area would like from local authorities, local tourism bodies or other organisations, “marketing my business” and “marketing the area” were the most frequently cited responses (2 and 3 respectively). The survey respondents provided the following suggestions for future improvements to Morpeth: Improvements to public transport Improvements to parking and traffic problems Help for small traders which will increase the number of ‘character’ retail outlets Increase the evening offer A full list of the business survey results can be found in the appendix of this report.

5. The Tourism Offer 5.1. Product Audit The following section of the report details the current tourism offer of Morpeth highlighted as a result of the Market Town Welcome programme which considers some of these issues in greater depth. Subsequent sections of the report detail the findings of the process, culminating in a series of actions and proposals as part of the destination management plan.

Aims and Objectives The audit aims to provide an overview of the current position of the town and its hinterland by:

23 Morpeth Destination Planning

Gathering existing statistics, including utilising data collected during previous studies, Listing all facilities, accommodation, food outlets and attractions, and Identifying gaps in the tourism offer.

The objective of the audit is to map and assess all tourism related resources, including public facilities such as parking, toilets, plus art/crafts, eating and drinking and leisure facilities. This process provides a detailed assessment of the current tourism offer in the town from a visitor perspective as well as highlighting gaps in provision. The findings of the product audit for Morpeth are detailed below. Figure 3 depicts some of the key sites referred to during the audit and in other parts of the destination plan.

Figure 3 Morpeth’s Audit Hinterland

Miller Research (UK) Ltd. 2009, map provided by Google- Map Data ©2009 A-Morpeth Castles E-Chantry Bagpipe Museum I- Hadrian’s Wall B-Newminster Abbey F- Wallington Hall J- Newcastle C-Mitford Castle G-Woodhorn K- Longhirst Hall D-Bothal Castle H-Seaton Delaval

5.2. Key Findings Accommodation

24 Morpeth Destination Planning

Morpeth has a relatively limited range of accommodation for a town if its size. Accommodation is mainly guest houses and B&Bs, some of which are quite upmarket, plus one small hotel which is not quality inspected. There are approximately 190 bedspaces in total, with only one or two self-catering properties in town, although many more nearby. Most of the B&Bs and guest houses are graded/inspected. The nearest caravan site is at Wansbeck 7 miles away. Whilst there are no modern style hotels either budget or boutique, there is Longhirst Hall in the town’s hinterland which offers country house style accommodation. Particular gaps in provision are mid-priced serviced accommodation – in particular chain. There are few options for visitors on a tight budget such as camping, caravanning or youth hostel. / budget hotels.

Attractions Morpeth’s main attraction is Carlisle Park with its gardens, play facilities, paddling pool, aviary and the William Turner Garden. The main draw back of this is it is an outdoors attraction and thus vulnerable in poor weather and the winter. The park links to riverside walks, the stepping stones and Millennium Garden. The Chantry is an interesting historic building and hosts not only the tourist information centre but a Bagpipe Museum and crafts displays. The Kaleidoscope Pottery is also popular with some visitors and several churches attract visitors with a special interest in churches. Most other attractions are outside the town centre. Those attracting large numbers include Woodhorn, Northumberland Museum, Archives and Country Park, Wallington Hall and Belsay Hall and gardens both 9 miles from Hexham. Other nearby attractions include: Whitehouse Farm Centre, Borough Woods Nature Reserve, Scotch Gill Woods Nature Reserve, Heighley Gate Garden Centre and Kirkley Hall Gardens. Morpeth Castle is a Landmark Trust self-catering property and normally has no public access (although there may be scope to increase this). The main gap is an indoor attraction or one with a high recognition factor for first time visitors. Carlisle Park is well known in the local region particularly for family groups, but is less likely to be a motivating factor for visitors from further afield, although they will enjoy it greatly once discovered.

Events & Festivals Audit Question: Are there any particular gaps for example at particular times of the year? There are several large events which would draw visitors to Morpeth including the Morpeth Gathering in April and two walking festivals. However, there are some gaps in the calendar – noticeably at Easter, early summer and in October (half term) which could provide opportunities for new events. The town has some good spaces and buildings in which to stage events – the key issue is usually volunteer capacity in doing much of the organisation plus the need for support and resources for equipment, energy supplies etc. Another opportunity may be to make more of existing events and attract more visitors to them. For example the walking festival could be expanded to provide a larger attraction for walkers.

25 Morpeth Destination Planning

Retail One of Morpeth’s strengths if the good number of independent retailers including Rutherfords department store which is well known in the local region. There is also a new retail development opening soon and several speciality food shops. Visitors will also be interested in the range of clothing shops, the two outdoor/leisure shops, arts/crafts/gift shops and the antique shops. A possible gap is shoe shops. The Wednesday weekly market is attractive with several stalls selling local meat, fish and vegetables. There is also a well established monthly farmers market which has been running for over 10 years as well as an occasional continental market.

Eating Out Morpeth has a good range of restaurants, cafes, pubs serving food and take-aways, however, many of these are on the first floor and thus not accessible to those who cannot climb stairs. Few restaurants make a point of sourcing their supplies locally and promoting that to visitors. There is still a range of eating options in the early evening or on Sundays. Some people feel that visitors may on occasion be put off by a threatening evening atmosphere at times.

Table 1 Eating Out

Type No of No of which in each quality category 5 4 3 2 1 Restaurants 11 9 2 Take-aways 9 9 Cafes/tea shops 10 10 Pubs serving food 4 4

Sport, leisure and culture Sports facilities are reasonable for a town of its size but there are few cultural options for visitors in the evening. The Riverside Leisure Centre has a swimming pool. The football and rugby clubs bring many spectators into the town. Golfers have a choice of Morpeth Golf Club, the Gubeon Golf Centre and several others nearby. There is bowling and tennis in Carlisle Park and fishing platforms along the river plus a canoe club. There are many local walking and cycling opportunities and riding at Whitehouse Farm, but no cycle hire available. The main gaps are a cinema, a facility to house sport spectators and wet weather leisure activities. Arrival Experience Morpeth is well signed from Newcastle and Berwick along the A1. Arriving in the town there are some brown and white signs and a small welcome sign which could be larger with a clearer themed welcome message.

26 Morpeth Destination Planning

Visitors looking to park and explore the town receive no guidance on where it would be best to park or which car parks are long or short stay. More information about the size and stay period for each car park and which is best for shopping or visitors would help enormously and encourage visitors to stay longer. The main problem is that there are two short stay and two long stay car parks so this is challenging to resolve. There is currently no designated coach drop off point or parking but there are plans to develop one at Whorral Bank. There are only a few bicycle racks in and around the town (Market Place and at the Library) and while the mainline railway station is a great advantage it is a short walk out of the town centre. Once parked the pedestrian fingerposts and tourist information boards with maps are quite good. More may be needed if other car parks are signed for visitors. Tourist Information is provided at the Chantry – a little walk from the car parks – so a challenge is to try to encourage first time visitors to go to the Chantry early in their visit. It does not stand out greatly when arriving from the south and may need improved signing and attractive banner type signs by its entrance. About 40% of its visitors are tourists with 60% being local – from the Morpeth/Tyne area. The main types of enquiry the TIC deals with include:

Accommodation Visitor attractions Transport Toilets and parking Places to eat

There is scope for the current leaflet/map produced by Castle Morpeth Borough Council entitled ‘Morpeth The Gateway to Northumberland’, providing current information on visitor attractions and opening times to be promoted better. Visitors will come across a few interpretive panels and plaques around the town, but many more are due to be installed this spring. There is a leaflet based heritage trail around the town which a small proportion of visitors follow. There may also be potential for interpreting more of the town’s stories through artistic means – sculpture, murals, etc.

Visitor Information Centre Visitor / Tourist Information Centres (VICs/TICs) are the public face of tourism. They provide a vital role both in the planning of visits to the destination and influencing activity once the visitor has arrived, thus encouraging longer stays and increased spend. They also play an important role in providing an information service to residents and hence support the key Visiting Friends and Relatives (VFR) market.

5.3 SWOT An extensive and detailed analysis of Morpeth’s strengths, weaknesses, opportunities and threats (SWOT) was undertaken throughout the market town welcome process. It was carried out during

27 Morpeth Destination Planning the initial and subsequent wider workshop sessions, allowing detailed input from the enabling group as well as comments from stakeholder interviews. The SWOT analysis is detailed below, with priorities in bold type.

Strengths Weaknesses

Atmosphere – market town feel Parking (lack of) The markets Lack of food offer (esp. between 5pm and Historic Buildings and Townscape 7.30pm) Specialist Shops e.g. Rutherfords, Cheese Shop Lack of variety of facilities River Walking Lack of Shopping Millennium Garden No cinema Turner Garden Lack of WIFI hotspots Compact Town Centre Lack of accommodation Excellent links to other attractions Availability and type of tourist information The bagpipe museum Limited range of evening activities The Morpeth Gathering Litter Town Hall (Chantry) craft shop Broken paving stones Local Churches Busy roads Stately homes Traffic congestion in town centre Druridge Bay Lack of sports events Morpeth as a base for activities in the region Lack of disabled facilities and access Proximity of the Sage Lack of baby changing facilities Northumberland Scenery Friendliness of the locals Restaurants

Opportunities Threats

Wallington Vale Evening economy dependent on the private River Walks sector Outdoor activities e.g Kayaking, archery etc. Competition from local towns and urban regions Flood Defence work on Riverside enhancing the in Tyneside e.g. Retail leakage visitor exerience Other market towns events management A coordinated calendar of events Funding (Lack of!) Advertising and Marketing Competition from Flagship attractions nearby Hub for Northumberland and Tyneside Promoting Morpeth’s USPs Packaging events with accommodation providers Newminster Abbey – access Linkages between Seaton Delaval and Town Hall (Vanburgh) New hotel – chain or budget Developing the market square to appeal to the future visitor segments Change car parking payments to post-visit Local food campaign for restaurants in the town centre 28 Morpeth Destination Planning

Extend opening hours of the TIC Sanderson Arcade Making more of the park, green spaces, countryside links into town Cycle route along disused railway line Access to Morpeth Castle More or expanded events, better co-ordination Town Hall redevelopment – and linkages with Vanburgh Disabled access improvements – linked to Pegasus development and nature reserve Better co-ordination between tourism businesses and more participation Build on and extend Castle Woods and Water developments.

5.4 Unique Selling Points During the wider workshop and following on from the SWOT analysis, the groups identified a number of unique selling points (USPs) for Morpeth. USPs in their truest sense are meant to be entirely unique to the specific town and as such can be used to promote and raise awareness of the town. The USPs which emerged from the group exercise are listed below and were used to provide focus for the subsequent action planning session as well as providing an insight into the aspects of the town that should be capitalised on.

Independent shops e.g. Smails The Bagpipe Museum – the only one in England! The Chantry – Including the Clock Tower and Curfew Morpeth Gathering - Celebration of traditional North East Ice Festival Carlisle Park – the free to use paddling pool and the ducks Castle Woods and Water Brand and the River The Stepping Stones & the Riverside Beach The Easter Sports The Town Hall esp. the architect who designed Red squirrels The town fair Note: the USPs are listed in no particular order.

6 Destination Management Plan 6.1 The Strategy The market town welcome process has identified that Morpeth and the surrounding area has a number of strengths to offer its target visitors. At present, it is the overall offer of the town that is attractive, its shopping and restaurants, the overall setting, its heritage buildings and events. These present Morpeth very much as a base for a range of activities and destinations for visitors.

29 Morpeth Destination Planning

The process has identified a current weakness in the cohesiveness of the business sector and a lack of overall town identity. There are some issues around parking and overall navigation of the town, although a current signage strategy will address some of these. 6.2 Meeting Future Visitor Expectations Analysis of the needs of Morpeth’s target markets against current provision is summarised in the table below and provides the basis for the development proposals.

Target Market Needs Gaps in Current Provision

1.Discoverers Investigating new A wide range of heritage and cultural events things and places, / attractions history and culture. Quality events at key tourist times of the year

2.Cosmopolitans Events, outdoor A wide range of quality restaurants activities, heritage, Outdoor activities such as cycling facilities, culture, nature, good river activities. food and services. A wide range of heritage and cultural events Quality events at key tourist times of the year A wide range of up-market retail outlets

3. Traditionals Attractions, scenery, A wide range of heritage and cultural events heritage, culture, / attractions gardens, dining and A wide range of quality restaurants service. Lack of indoor attractions

4.Habituals Relaxing, peace and Lack of indoor attractions quiet, continuity.

In addition to the specific or market segment targeted gaps in provision listed above is a shortfall in the provision of current assets and the following strategy highlights this phenomenon. Finally, and potentially most importantly, this process has recognised the need for a coordinated and collaborative effort to market the town and hinterland’s strengths, taking into consideration its current strengths as a town in its own right, but also as an ideal location within the region to explore heritage, nature, coastal attractions and for business tourism. Based on these perceptions and in order to address them, the destination plan priorities have been identified as: 1. Consolidating the Morpeth Visitor Offer Encouraging co-ordination of tourism businesses Branding and marketing Developing an enhanced events strategy for the town 2. Developing Morpeth as a Hub Shopping, eating and drinking Nature and heritage tourism Destination Priorities

30 Morpeth Destination Planning

This destination plan sets out how the Morpeth can achieve the vision of firmly establishing itself as not only a destination in its own right - thanks to its culture and heritage and the many associated attractions, but also a base from which to explore the surrounding area. The priorities of the destination plan are set out in greater detail below.

Priority Details

Encouraging co-ordination of tourism businesses

Branding and marketing Developing an enhanced events strategy for the town It was evident throughout the engagement aspect of the MTW programme that there is a lack of involvement and engagement from local tourism businesses in the town. If this management plan is to succeed, it is essential that this issue is addressed. The actions that follow are aimed at rectifying this problem, by stimulating collaborative efforts to develop the strengths of the town as well as its advantageous location. In order to provide cohesiveness to a collective town effort in raising the profile of Morpeth as a destination, coordinated efforts in branding and marketing the town are considered. Finally, and in support of achieving the ultimate objective of the destination plan, it is highly recommended that an enhanced and centrally coordinated events strategy for the town is developed, which relates to developments at a regional level. This will ensure Morpeth is well positioned to lever opportunities as and when they are presented.

2 Developing Morpeth occupies an excellent location, just 16 miles north of Newcastle and only 9 Morpeth as a miles from the Northumberland coast. It is served by an effective road and rail Hub network and especially the A1 and the town is very accessible to Newcastle airport. It is seen as a particularly high priority therefore, to establish Morpeth as a hub from which visitors can undertake a range of activities in the region. There are already walking and cycling opportunities in and around the town but they need to be significantly developed and coordinated if Morpeth is to attract the target market segments that it intends. In addition, further activities and attractions need to be marketed or developed in order to sustain visitor increases. Morpeth will significantly enhance the magnitude of the tourism economy by capitalising on the many opportunities within close proximity to the town, as well as developing Morpeth as a destination in its own right. This study identified the future target market segments for the town to include visitors interested in outdoor

31 Morpeth Destination Planning

activities, heritage and culture, events and festivals as well as other attractors such as shopping, food & drink and business conferences and these are the areas which need to be concentrated upon to achieve the vision. In order to realise the aspiration of Morpeth as a hub for regional tourism, this destination plan suggests that actions are taken to enable the town to benefit and capitalise on the following areas: Shopping, eating and drinking

Nature, heritage and coastal tourism Concentrating on these particular areas over the next 5-10 years will contribute towards establishing Morpeth as a hub for regional tourism. Users of this management plan should place a great deal of importance on ensuring that measures are taken to proactively deliver the actions listed in this action plan, which will result in the holistic development of the tourism economy in Morpeth.

Delivery Mechanism The aptitude of the delivery mechanism is an essential function in ensuring the successful delivery of the action plan. It is essential that the delivery vehicle itself is adequately equipped with the necessary skills needed to deliver the actions set out in this plan. It will also need sufficient funding in order to carry out the work needed to instigate and coordinate the suggested actions. It is suggested that a suitable delivery mechanism for the effective delivery of this management plan will comprise of the Enabling Group developed as a result of the Market Town Welcome Programme, led by the Greater Morpeth Development Trust with support from Northumberland Tourism. Support from Northumberland Tourism is expected to be delivered through the role of the MTW coordinator who will support the enabling groups and work with them on cross town projects. It is intended that previous towns which have been through the MTW program and have subsequently developed a delivery body should be able to provide best practice to guide the Morpeth delivery body through its process. In particular it is expected that in the first instance and prior to undertaking the action plan, the GMDT undergoes the following actions in order to develop a successful delivery vehicle to deliver the actions.

Establish a delivery vehicle capable of carrying out the suggested proposals or capable of coordinating efforts of relevant parties to achieve the objectives. Develop a skills programme, for the Leadership Group / Delivery Body, to ensure plans are delivered in the most effective manner possible. Develop a strategy for attracting and securing funding to support and drive the suggested proposals. Create an evaluation and monitoring system to ensure targets and objectives are being met. This may comprise of longitudinal questionnaires which aim to provide evidence that the suggested actions are contributing to the local visitor economy as well as providing the opportunity for newly identified actions to be added to the action plan as and when they occur.

32 Morpeth Destination Planning

7 Programme of actions The actions are grouped according to the priorities discussed above, which together cover the main aspects of holistic development of Morpeth as a visitor destination. In some cases there may be an element of cross over between specified actions and the priority classification and where this has occurred, dependencies across categories have been noted. The programme of actions is therefore categorised into the four priority areas:

Consolidating Morpeth’s visitor offer Developing Morpeth as a hub Infrastructure and Transport Developing facilities Action Plan Key Cost Time-Scale Responsibility Target Segments

Low <£20k Quick Win <6 months EG Enabling Group (facilitated by the Greater Discoverers D (QW) Morpeth Development Trust) Medium £20k - £40k Short Term 6 months to 2 years NT Northumberland Tourism Traditionals T (ST) High >£100k Medium 2 to 5 years NCC Northumberland County Council Cosmopolitans C Term (MT) Long Term >5 years ONE OneNorth East Habituals H (LT) TIC Tourist Information Centre MTC Morpeth Town Council

33 Morpeth Destination Planning

7.1 List of Actions Consolidating Morpeth’s Visitor Offer Aim: To bring together and promote existing facilities in the Morpeth area, to provide a more co-ordinated and visible offer to potential visitors.

Action Description Responsibility Priority Cost Timescale Dependencies Target Segments

S1 Encourage coordination and expansion of tourism businesses. S1a Support the recommendations of the regional EG High L ST None All visitor survey by encouraging inward investment NT and developing tourism business clusters, through bringing tourism and hospitality providers together in partnership with the Enabling Group, to discuss current and future opportunities within the context of this study.

S1b Work with partners to build links between EG High L ST None Business Longhirst Hall and Morpeth, through cross Tourists NCC marketing and joint events. Owners of There is potential for the town become involved Longhirst, with Longhirst Hall (and other business tourism Local destinations in the area, such as Eshott Hall, businesses Linden Hall and the Sun Inn) to capitalise upon involvement with the Newcastle Gateshead Initiative (NGI). The town needs to be involved in developments in this area to benefit from any

increase in the volume of business travel within the vicinity of Morpeth. Consideration should also be given to involving 34 Morpeth Destination Planning

Longhirst Hall in the Enabling Group formed as a result of the MTW process as well as ensuring the

Hall is engaged with any emerging tourist associations within the town. In the longer term, consideration should be given to undertaking an assessment of the business tourism market with a view to enhancing existing

facilities within the town as well as developing new facilities to support the growing demand from business travel should the study reveal there is sufficient demand.

S2 Branding and Marketing the Town.

oWithin the Castle Woods and Water brand, EG Medium M MT S1a All develop strategies for promoting the priority S3 themes: Morpeth as a food, drink and shopping destination Morpeth as a hub from which to enjoy: o Natural Tourism o Activity Tourism

o Heritage Tourism

S3 Developing the events strategy for the town.

S3a Building a varied programme of high quality EG High M MT F1a All events to cater for all tastes. These should make S2 use of the refurbished Town Hall, historic town

35 Morpeth Destination Planning

centre, Market Place and key sites in the hinterland.

S3b Promotion of events - Coordination and EG High L ST S3.1(Medium All centralisation of up to date information on events Term) in and around Morpeth

Developing Morpeth as a Hub Aim: To position the town as a centre for a wide range of activities, taking into account its excellent range of facilities, good transport links and advantageous location.

Action Description Responsibility Priority Cost Timescale Dependencies Target Segments

H1 Develop Morpeth as a hub for Shopping, Eating and Drinking

H1a Undertake a local food campaign to EG, Medium L ST None D, C, T increase the presence of local and regional foods on restaurant, hotel and guest house menus and in the range of food retailers in the town. Existing retailers such as the cheese shop, or hoteliers could be recruited as ambassadors for local and distinct food in the town.

H1b Establish a restaurant / café quarter in the EG, Local Medium M LT H1, F1a C,D Market Place - this could be achieved by businesses, private either encouraging current businesses to investors, NCC diversify or actively acquiring vacant sites, such as the recently closed M&S shop and

36 Morpeth Destination Planning

developing a café / bistro.

H1c Encouraging shops and restaurants to stay EG, Local Medium L QW S1a All open late or on the weekends. This could Businesses be achieved through an awareness raising scheme and collaboration among local businesses. A scheme could encourage businesses to take it in turns to open in the early evening on usually quiet days to create a demand for an early evening offer.

H1d Establish relationships and work with the EG, Sanderson High L QW H1b, H1c All owners and businesses of Sanderson Arcade Arcade to develop a joined-up shopping experience throughout the town. Shopping has been identified throughout this study and elsewhere as an important attractor for visitors choosing to visit a market town. Morpeth has a great opportunity to capitalise on the Sanderson Arcade development and the increased visitor numbers it is expected to generate.

H2 Develop Morpeth as a hub for Nature Tourism

37 Morpeth Destination Planning

H2a Develop and market a range of nature EG Low L ST None H,T walks and tours of the wider hinterland, based in Morpeth.

H2b Package Morpeth as a first stop destination EG, High L MT Availability of All for people wanting to visit attractions in the Northumberland suitable area, in particular Woodhorn & the Alnwick Tourism accommodation, Garden, as there is an acknowledged F2a shortage of quality accommodation in Alnwick itself. The location of Morpeth adjacent to the main railway line and close to Newcastle Airport provides scope for package offers based in the town. These could include green transport via LPG bus to attractions in the region.

H3 Developing Morpeth as a hub for Accessing the Coast.

H3a Support the priority in the coastal ONE Medium L ST None T,D framework study by developing Morpeth as NT a gateway to the Northumberland Coast, exploiting the town’s excellent transport EG links and good range of visitor services.

H3b Develop Morpeth’s links with the coast and EG Medium M ST/MT H4 T,D coastal routes – exploiting the town’s NT excellent transport links and good range of visitor services by: NCC

Further developing the cycle and Sustrans

38 Morpeth Destination Planning

walking routes along the Wansbeck to the coast

Assessing the feasibility of establishing an LPG or electric bus link to the coast with dedicated facilities for cyclists

H4 Developing Morpeth as a hub for Activity Tourism

H4a Establish Morpeth as a base for walkers and EG, NT, High M/H MT H3b C,D cyclists, by developing cycle facilities such Sustrans, TIC, I2, I5 as a cycle hire and support centre, either at Environment an accessible location in town or at an out Agency of town location. An in–town facility should tie into the TIC and be linked into the national cycle network or other biking organisations, such as emerging cycle hub networks. The facility should aim to provide a one-stop shop for mountain bikers and family cyclists alike, offering support and information about cycling and the area as a whole. This action should consider developments that are being made regarding the Morpeth Flood Alleviation Scheme that is being headed by the Environment Agency and the opportunities it presents with regard to the development of walking and cycling routes.

39 Morpeth Destination Planning

H4b Develop cycle trails around the town to EG, Sustrans, High L ST I5 D,T enable safe and enjoyable cycling around NCC, the town. This could link the attractions Environment within the town as well as outlying Agency attractions or other activities. Further still, this should be linked in with wider trails such as the National Cycle Network to further develop Morpeth’s potential to be a cycle hub. This action should consider developments that are being made regarding the Morpeth Flood Alleviation Scheme that is being headed by the Environment Agency and the opportunities it presents with regard to the development of walking and cycling routes.

H4c Develop river activities and other outdoor EG, NCC, MTC, Medium H MT I5 All activities – river activities could include Private boating, kayaking. Investors, Environment This action should consider developments Agency that are being made regarding the Morpeth Flood Alleviation Scheme that is being headed by the Environment Agency and the opportunities it presents with regard to the development of walking and cycling routes. It is recommended that consultation with the Environment Agency is carried out during the delivery of this action.

40 Morpeth Destination Planning

H5 Developing Morpeth as a hub for Heritage Tourism

H5a Develop a town trail, incorporating key EG, NT, MTC Medium M MT F1a, F1b, I3, S3 All heritage landmarks, such as the Chantry, the bag pipe museum, the Town Hall etc. The trail could feature public art and should be innovatively signed with way markers and could potentially incorporate the towns Wifi zones, bridging the gap between heritage tourists and other target markets such as cosmopolitans who are looking for innovative destinations and activities.

H5b Investigate opportunities to open up EG, EH Medium H MT H5a All heritage sites around Morpeth such as Newminster Abbey

Infrastructure and Transport Aim: To ensure the necessary infrastructure and transport facilities are present in order to effectively carry out the action plan.

Action Description Responsibility Priority Cost Timescale Dependencies Target Segments

I1 Undertake a skills audit of the hospitality sector EG, External Medium L ST S1a - to explore the demand for an up-skilling consultants programme – This should be undertaken by an external organisation with experience in auditing similar sectors and should aim to understand the

41 Morpeth Destination Planning

current level of skills in the sector, skills gaps, the extent of provision and the likely future demand for skills. A programme to meet skill needs, should the research identify such a need, could consider the provision of tailored training based on the needs of local businesses and should be linked with the emerging tourism association for Morpeth that is being planned by Northumberland Tourism’s Business Engagement Team.

I2 Develop and enhance transport links to provide EG, NT, NCC Medium H LT H1a, I4 All the necessary transport infrastructure to achieve the action plan’s vision. This should encompass developing / enhancing train links with the town as well as considering developing bus services around the town’s facilities and attractions. Transport links should consider developments of cycle trails and should accommodate the additional needs of cycle tourists from Newcastle and other neighbouring settlements. For example, bike friendly bus links from the train station to newly developed cycle facilities could be developed.

I3 Support signage and interpretation programme – EG High L MT None All new signs and interpretation boards are being developed as part of the project which aims to provide information to visitors as well as locals. Running over three years from April 2009, the

42 Morpeth Destination Planning

project is spearheaded by the GMDP and contributes to the achievement of many of the actions specified in this action plan. Support of this project is strongly recommended.

I4 Carryout a town traffic feasibility study which External High L-M ST H1b, F1a All should aim to address traffic congestion in the consultants, NCC, town. This study should be heavily tied in with EG the Local Development Framework and any other measures taken to date or planned, with regard to traffic issues in the town. The outcome of this study will impact upon plans to establish a restaurant / café quarter in the Market Place (action H1b). It is advised that these actions are carried out in conjunction to achieve a coordinated approach to enhancing visitors experience of the town.

I5 Support the Morpeth Flood Alleviation Scheme Environment High L MT H4 All ensuring that developments fit with the Agency, EG, other objectives of this plan and where possible, both partners relevant parties work together in achieving common goals. to specific actions It may be possible to align funding requirements for achieving the actions in this plan with the flood alleviation scheme’s efforts to source funding. Further still, the scheme presents opportunities to develop river walks or cycling routes and activities on the river as a result of the development of flood defences. It is essential that progress regarding the flood 43 Morpeth Destination Planning

alleviation scheme is shared with the delivery mechanism responsible to ensuring this plan is carried out so that opportunities are not forgone as developments are made.

Developing facilities Aim: To enhance the current visitor offer in the town.

Action Description Responsibility Priority Cost Timescale Dependencies Target Segments

F1 Enhance the Market Place / Maximise its potential

F1a Undertake feasibility / design study to establish how to EG, Consultants, Medium M ST S3, H1b, F1b All enhance the Market Place to appeal to future visitor NCC segments – this would establish how feasible it is to renovate the market place to improve its use, to cater for future visitors. Ideas could comprise of a semi- permanent marquee which could increase its use during the winter months, or create an effective events space for the town. Any plans should consider the impact of the weekly market of the town and should be sensitive to its needs. Further still, developments of the market place should consider the impending development of the Town Hall and how these schemes can dovetail to provide an enhanced offer for the town.

44 Morpeth Destination Planning

F1b Carry out a feasibility study to establish the viability of a EG, NCC Medium M ST F1a, H1b C,D WIFI zone in the market place – a public WIFI hotspot could be established in the market place to accommodate business tourists and other WIIFI hotspots around the town could be publicised. This could establish the market place as a central point at which to meet and subsequently explore the rest of Morpeth. This should be undertaken with consideration of other feasibility studies related to the Market Place, such as F1a and H1b and would need to include study of best practice carried out in the area.

F2 Extend the range, quantity and quality of accommodation in the Morpeth area, by:

F2a Support the development of hotels by identifying EG, NCC, Town High M LT None All possible locations and liaising with local agents to Council, Local market the site(s) to potential investors. This should Agents, NT, ONE involve an in-depth feasibility study to explore the

possibility of developing a budget or chain hotel for both business and leisure tourism. Ideally this would be located on an edge of town site within walking distance of the town centre. In addition, this action should involve joint working with NT in developing market town investment packs.

F2b Encourage investment in more self-catering cottages / EG, NCC, High L MT S1a All B&Bs, particularly close to the town centre. This could Accommodation be enhanced through a local authority grants scheme Owners as well as a drive to encourage investment in the area.

45 Morpeth Destination Planning

F3 Enhance the viability and vitality of the town, by:

F3a Investigate the opportunities for a trial period of EG, TIC Medium L QW None All extended opening hours of the TIC into the early

evening to establish if there is a demand for this extended service. This action aims to develop a sense of an early evening economy and could be tied into other schemes aimed at improving the vitality of the town, such as schemes to extend opening hours of businesses and the town hall should a demand for the offer be forthcoming. F3b Investigate opportunity to change car parking payment EG, NCC Low L MT None All system - this could potentially comprise of a post-visit payment system. In theory, this could lead to an increase length of visitor dwell time in the town which would enhance the level of spend per visit.

F3c Develop disabled access around the town centre and EG, External Medium L ST None All among businesses to encourage disabled people to Consultants visit. Commission an access audit to inform process.

46 Morpeth Destination Planning

7.2 Management Plan The management plan develops the action plan into a programme of achievable events by specifying a timescale upon which the proposed actions should be carried out. In addition, the management plan suggests an approach to delivery by prioritising the actions within each of the strategic themes; consolidating Morpeth’s visitor offer, developing Morpeth as a hub, infrastructure and transport and developing facilities. The ultimate objective of the management plan is to provide a comprehensive and systematic structure to rolling out and effectively delivering the proposals specified in the action plan. It is intended that the management plan will be used by the Market Town Welcome (MTW) delivery mechanism which is expected to comprise of the newly formed MTW enabling group, led and coordinated by the Greater Morpeth Development Trust (GMDT) and with support from Northumberland Tourism. The destination plan specifies the need to create an effective delivery mechanism for the successful implementation of the actions and indicates the requirement to up- skill relevant persons where necessary. It must been seen as essential that the effective composition of the delivery mechanism is carried out at the earliest possible occasion, to ensure the successful implementation of the remainder of the management plan. To take an overview of the plan and to illustrate its practical use, it can be observed that there is at least one project within each of the action plan headings that has been identified as a short-term, high priority project. This would suggest that within six months of the implementation of the management plan (subject to availability of sufficient resources and effectiveness of the delivery mechanism) each of the strategic themes should have completed one identified action. The following analysis of each strategic theme considers a suggested approach to instigating the actions. It must be stressed that the management plan is a suggestion and that the action plan is intended to be owned by the enabling group and they should therefore consider issues pertinent to the effective delivery of the actions and determine a suitable plan which fits with these demands.

Management Plan Key

Priority Time-Scale Cost

High Short Term (ST) 6 months to 2 years £ < £20k Medium Medium Term (MT) 2 to 5 years ££ £20k - £40k Low Long Term (LT) >5 years £££ > £100k

47 Morpeth Destination Planning

Figure 4 Management Plan Schematic Diagram

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Jan Jan Jan Jan Jan Jan Jan Jan Jan Jan Jul- - Jul- - Jul- - Jul- - Jul- - Jul- - Jul- - Jul- - Jul- - Jul- - Jul- Action Cost Dec Jun Dec Jun Dec Jun Dec Jun Dec Jun Dec Jun Dec Jun Dec Jun Dec Jun Dec Jun Dec

S1a £ ST S1b £ ST S2 ££ MT S3a ££ MT S3b £ ST

H1a £ ST H1b ££ LT H1c £ QW H1d £ QW H2a £ ST H2b £ MT H3a £ MT H3b ££ ST MT H4a £££ MT H4b £ ST H4c £££ MT H5a ££ MT H5b £££ MT

I1 £ ST I2 £££ LT I3 £ MT I4 £-££ ST

48 Morpeth Destination Planning

I5 £ MT

F1a ££ ST F1b ££ ST F2a ££ LT F2b £ MT F3a £ QW F3b ££ MT F3c £ ST

49 Morpeth Destination Planning

7.3 Funding Many of the projects listed above require minimal injections of funding – relying instead on bringing together or aligning existing capacity to meet with the identified needs of Morpeth and its hinterland. Whilst no capital budget has been set aside for projects arising from the Destination Planning process, the action plans contained in this document will provide the basis for robust investment bids by the Enabling Group to partners operating at a local and regional level. Appendix 3 provides an overview of some of the funding sources available to take forward elements of the work. These may be summarised as follows: Rural Development Programme for England (RDPE). This covers tourism projects and rural diversification and is managed by Business Enterprise NE – which also has a quick access development fund for micro-businesses that would apply to tourism enterprises. Tourism Business Toolkit – this is a new online resource for tourism-related businesses in the NE region, located at: http://www.tourismnortheast.co.uk/site/business-toolkit/finance-and-funding/grants-for- tourism-businesses Natural England – Access to Nature Fund. This is a nationwide scheme to encourage people from all backgrounds to access the natural environment. Landfill Communities Fund. For communities within ten miles of a landfill site, grants to community groups are available up to a £50,000 limit for projects which improve the environment. These include creation of sporting and leisure facilities and building / monument restoration. Sita Trust also has a small grants scheme for communities close to landfill sites. Heritage Lottery Fund (HLF) provides grants of £50,000+ to projects that conserve, enhance and improve access to the UK’s heritage.

7.4 Evaluation We recommend that the Leadership Group develops a robust evaluation strategy at the outset of the delivery plan period. This should take the form of, for example, assessing progress made against objectives, impacts on visitor numbers, dwell times and spend. A simple matrix could be compiled to present a set of indicators of progress, such as:

No of businesses / organisations engaged in the delivery process. Training undertaken Investment secured & in kind contributions leveraged Projects completed Changes in overnight stays Changes in customer satisfaction New events staged / existing events extended In addition, and in support of this, regular retail research into town and hinterland performance could be undertaken on a regular basis – perhaps every two years, to monitor wider changes in the economy and to access views from visitors.

50 Morpeth Destination Planning

8 Appendices 8.1 Appendix 1 - Persons who have contributed to the destination planning process

Tamsin Beevor – Hexham Community Partnership Kim Bibby-Wilson – Morpeth Gathering / GMDT Janet Canning Gemma Gadomski – GMDT Dawn Goodwill-Evans – Tourist Information Centre Ivan Hewitt – Leader Coordinator Amanda Holmes - Dransfield Tamsin Lilley – GMDT Stuart Lishman – Chestnut Guest House David Lodge – GMDT Joanne Luther – Castle Morpeth Borough Council Phil Taylor – Town Council Henry Warne – GMDT Sarah Woodford – Northumberland Tourism Sixth form students from King Edward VI School (x4)

51 Morpeth Destination Planning

8.2 Appendix 2 – Product Audit Accommodation Audit Question: Are there any particular gaps in the type of quality of accommodation for the size of your town? Particular gaps in provision are mid-priced serviced accommodation – in particular chain / budget hotels. Morpeth has a relatively limited range of accommodation for a town if its size. Accommodation is mainly guest houses and B&Bs, some of which are quite upmarket, plus one small hotel which is not quality inspected. There are approximately 190 bedspaces in total, with only one or two self-catering properties in town, although many more nearby. Most of the B&Bs and guest houses are graded/inspected. The nearest caravan site is at Wansbeck 7 miles away. Whilst there are no modern style hotels either budget or boutique there are several excellent country house hotels and Longhirst Hall in the town’s hinterland. There are few options for visitors on a tight budget such as camping, caravanning or youth hostel.

Table 2 Accommodation

Type No No of bed- Quality rating spaces units or pitches

Hotels 2 154 + 42 1 Guesthouses/B&Bs 9 130 9 Inns or Pubs with 1 accommodation Self-catering 2 4 + 36 units of 2 4-10 people at Longhirst Caravan/camp sites - YHA/other hostels - - - Other group - - - accommodation

52 Morpeth Destination Planning also popular with some visitors and several churches attract visitors with a special interest in churches. Most other attractions are outside the town centre. Those attracting large numbers include Woodhorn, Northumberland Museum, Archives and Country Park, Wallington Hall and Belsay Hall and gardens both 9 miles from Hexham. Other nearby attractions include: Whitehouse Farm Centre, Borough Woods Nature Reserve, Scotch Gill Woods Nature Reserve, Heighley Gate Garden Centre and Kirkley Hall Gardens. Morpeth Castle is a Landmark Trust self-catering property and normally has no public access (although there may be scope to increase this). The main gap is an indoor attraction or one with a high recognition factor for first time visitors. Carlisle Park is well known in the local region particularly for family groups, but is less likely to be a motivating factor for visitors from further afield, although they will enjoy it greatly once discovered.

Table 3 Places of Interest

Type Names Opening days/months Quality score Historic houses, castles Morpeth Castle Landmark Trust – holiday 1 lets

Newminster Abbey

Mitford and Bothal castles

Museums, heritage centres Chantry Bagpipe Museum Mon-Sat 9:00-5:00 4

Churches of interest to visitors St Mary’s Church 3 St Roberts Church

Animal/wildlife Aviary, wildlife activities in attractions/NNRs Carlisle Park

Farm attractions Whitehouse Farm 10:00-5:00 - Riding School

Gardens William Turner Garden Carlisle Park, paddling pool, aviary

Railway, transport attractions Morpeth Railway 24hrs Mon-Sun 2

Country parks, woodlands Carlisle Park, Bothal woods, 3 Special countryside sites Borough Woods, Scotch Gill Woods

Craft centres Kaleidescope Pottery Various 4

53 Morpeth Destination Planning

The Chantry

Other Stepping Stones

Nearby Wallington Hall, Woodhorn.

Belsay Hall, Kirkley Hall Gardens

Table 4 Events and Festivals

Date Event Details March Ice Festival Ice rink, rock concert, fireworks Apr Morpeth Northumbrian Gathering Local history, folk music and traditions June Town Fair July Picnic in the park Stalls, food, crafts, entertainment August Summer Walking Festival Guided walks around Morpeth August Summer Dayz Council ran school summer programme Sept Heritage Open Days Historic properties free (open to public) October Morpeth Walking Festival Guided walks around Morpeth November Recycle Rally Event working with schools, music, dance, crafts December Mistletoe Fair Ongoing Lunch Time Concerts Music concerts throughout the year

54 Morpeth Destination Planning

The Wednesday weekly market is attractive with several stalls selling local meat, fish and vegetables. There is also a well established monthly farmers market which has been running for over 10 years as well as an occasional continental market.

Shops

No. of which in each quality category Retail type No. of shops Names 5 4 3 2 1 (omit if too many to list) Speciality Food 8 8

Antiques 2 2

Books 3 Appleby’s, WH Smith, Town 3 Hall Arts / Crafts 3 Tallantyres, Kalidescope, 2 1 Chantry Gift 5 5

Outdoor/Leisure 2 2

Clothing 11 11

Garden centres/ nurseries 1 Heighley Gate Other Speciality or ‘destination’ shops

Vacant shops No. How many vacant shops are there in the town currently? 5

Sunday opening How many shops are open on Sundays? 3

How many eating places are open on Sundays? 15

Early evenings How many shops are open in the early evening 5pm-7pm? 1

How many eating places are open in the early evening? 16

Half day closing How many shops observe a half day closing? 0

Which day of the week? -

55 Morpeth Destination Planning

Table 5 Markets

Market type name regularity day(s) of week 5 4 3 2 1

Outdoor Wednesday Market Once per week Wednesday 1

Indoor

Speciality Farmers Market Once per month Saturday Continental Market Few per year

Eating Out Audit Question: Are there any particular gaps for in the retail and catering offer of your town for a town of its size? Morpeth has a good range of restaurants, cafes, pubs serving food and take-aways, however, many of these are on the first floor and thus not accessible to those who cannot climb stairs. Few restaurants make a point of sourcing their supplies locally and promoting that to visitors. There is still a range of eating options in the early evening or on Sundays. Some people feel that visitors may on occasion be put off by a threatening evening atmosphere at times.

Table 6 Eating Out

Type No of No of which in each quality category 5 4 3 2 1

Restaurants 11 9 2 Take-aways 9 9

Cafes/tea shops 10 10 Pubs serving food 4 4

Sport, leisure and culture Audit Question: Are there any particular gaps or weaknesses for a town of its size? Sports facilities are reasonable for a town of its size but there are few cultural options for visitors in the evening. The Riverside Leisure Centre has a swimming pool. The football and rugby clubs bring many spectators into the town. Golfers have a choice of Morpeth Golf Club, the Gubeon Golf Centre and several others nearby. There is bowling and tennis in Carlisle Park and fishing platforms along the river plus a canoe club. There are many local walking and cycling opportunities and riding at Whitehouse Farm, but no cycle hire available. The main gaps are a cinema, a facility to house sport spectators and wet weather leisure activities.

56 Morpeth Destination Planning

Table 7 Leisure Facilities

Facility Names No. of which in each quality category

5 4 3 2 1 Leisure centre/gym Riverside Leisure Centre, X X & Tropicana Swimming pool

Golf Morpeth Golf Club X

Longhirst Golf X

Gubeon Golf X

Long distance footpaths Many

Other named walks Many

Cycle routes Few

Riding/pony trekking Few

Specialist riding routes Riding school

Fishing CW&W fishing platforms

Sailing Morpeth Canoeing Club

Other outdoor activities/sports Football (Craik Park) Rugby (Mitford Road) Trim Trail Tennis, boating and bowls at Carlisle Park Theatre -

Cinema -

Other entertainment facilities Collingwood Media Suite

Arrival Experience Morpeth is well signed from Newcastle and Berwick along the A1. Arriving in the town there are some brown and white signs and a small welcome sign which could be larger with a clearer themed welcome message.

57 Morpeth Destination Planning

Accommodation Visitor attractions Transport Toilets and parking Places to eat

Table 8 Car Parking

Free Short Stay Long Stay

No. of car parks 0 9 6

No. of spaces in total 0 612 373

Free Metered

On street parking - places approx.

58 Morpeth Destination Planning

Table 9 Coach Parking

Location Capacity

Location for dropping off passengers 0

Location of coach parking 0

Estimated no. of coaches visiting the town each week?

Any related issues

Table 10 Other Transport Facilities

Number

No.s and locations of bicycle racks/storage 0

Location of central bus station/shelter 1

Facilities available at bus station/shelter 0

Table 11 Public toilets

Toilet location Carlisle Park Bus Station St George’s Car Park

Opening hours Various Various Various

Free/paid Free Free Free

Disabled access yes/no Yes Yes Yes

Baby changing yes/no No Yes No

Are there any particular gaps or weaknesses for a town of its size?

Baby Changing

59 Morpeth Destination Planning

Does your town have a Yes Information VIC/TIC?

Location Morpeth Contact Name Penny Gough Chantry, Bridge St.

Telephone Number 01670 500 Email Address 700 [email protected]

Table 12 TIC Enquiries

Total Number of Enquiries Enquiry type: 2005 2006 2007

Counter 117,758 118,616 116,458

Postal 54

Telephone 5004

Email 418

Accommodation bookings 64

60 Morpeth Destination Planning

8.3 Appendix 3 – Business Survey

1. Would you mind please giving us your contact details? Response Total Response Percent Name 5 100% Business Name 5 100% Business Address 5 100% Total Respondents 5

2. What type of tourism business do you operate? Response Total Response Percent Large Hotel 0 0% Smaller / Boutique Hotel 0 0% Guest House 1 20% Bed and Breakfast 0 0% Pub 0 0% Restaurant 0 0% Cafe 0 0% Self-Catering Accommodation 0 0% Caravan / Camping Site 0 0% Hostel 0 0% Tourist Attraction 1 20% Retailer 0 0% Other, please specify 3 60% Total Respondents 5

3. In or near which town is your business based?

61 Morpeth Destination Planning

Response Total Response Percent Hexham 0 0% Morpeth 5 100% Other 0 0% Total Respondents 5

4. How many staff do you employ on average? 06- Nov- Response None 01-Feb 03-May Oct 25 26-50 50+ Total 25% Full-Time 25% (1) 25% (1) 25% (1)(1) 0% (0) 0% (0) 0% (0) 4 0% Part-Time 25% (1) 50% (2) 0% (0)(0) 0% (0) 25% (1) 0% (0) 4 Total Respondents 5

5. Which months of the year are you closed, if any? Response Total Response Percent January 0 0% February 0 0% March 0 0% April 0 0% May 0 0% June 0 0% July 0 0% August 0 0% September 0 0%

62 Morpeth Destination Planning

October 0 0% November 0 0% December 0 0% We are open all year 5 100% Total Respondents 5

6. Which days of the week are you closed, if any? Response Total Response Percent Monday 1 100% Tuesday 0 0% Wednesday 0 0% Thursday 0 0% Friday 0 0% Saturday 0 0% Sunday 0 0% Total Respondents 1 (skipped this question) 4

7. For approximately how many years have you operated this tourism business? Response Total Response Percent Up to 2 years 1 20% 3 - 5 years 0 0% 6 - 10 years 0 0% 11 - 25 years 4 80% More than 25 years 0 0% Total Respondents 5

63 Morpeth Destination Planning

8. What was your principal motivation in setting up your business at your current location? View responses to this question Total Respondents 5

9. Are there any particular times of the week that you would like to see an increase in your business? Response Total Response Percent Sunday 2 40% Monday 0 0% Tuesday 0 0% Wednesday 0 0% Thursday 0 0% Friday 0 0% Saturday 1 20% All of the above 2 40% None 1 20% Total Respondents 5

10. Are there any particular times of the year that you would like to see an increase in your business? Response Total Response Percent January 1 20% February 1 20% March 1 20% April 0 0%

64 Morpeth Destination Planning

May 0 0% June 1 20% July 0 0% August 0 0% September 1 20% October 1 20% November 1 20% December 0 0% All of the above 2 40% None 2 40% Total Respondents 5

11. Do you have any expansion / development plans for your business over the next 12 months? Response Total Response Percent Yes 3 75% No 1 25% Total Respondents 4 (skipped this question) 1

12. What sort of expansion plans do you have? View responses to this question Total Respondents 3 (skipped this question) 2

65 Morpeth Destination Planning

13. Would you mind supplying an e-mail address, so that we can keep in touch with you about the project? View responses to this question Total Respondents 1 (skipped this question) 4

14. Which town is that? No responses were entered for this question. Total Respondents 0 (skipped this question) 1

15. How many rooms and bedspaces do you have? Nov- More 01-Mar 04-Jun 07-Oct 25than 25 Response Total 0% Rooms 0% (0) 0% (0) 0% (0)(0) 0% (0) 0 0% Bedspaces 0% (0) 0% (0) 0% (0)(0) 0% (0) 0 Total Respondents 0 (skipped this question) 1

16. If your business is quality graded - which level has it attained? Response Total Response Percent My business is not graded at present 0 0% 1 star 0 0% 2 stars 0 0%

66 Morpeth Destination Planning

3 stars 0 0% 4 stars 0 0% 5 stars 0 0% Other, please specify 0 0% Total Respondents 0 (skipped this question) 1

17. What has been your average room/unit occupancy % over the past 3 years? (rooms/units sold, by rooms/units available). Response 2006 2007 2008Total Less than 25% 0% (0) 0% (0) 0% (0) 0 26 - 50% 0% (0) 0% (0) 0% (0) 0 51 - 75% 0% (0) 0% (0) 0% (0) 0 75 - 100% 0% (0) 0% (0) 0% (0) 0 Total Respondents 0 (skipped this question) 1

18. What has been the trend in your profitability in the past three years? Response Total Response Percent Significantly Up 0 0% Slightly Up 0 0% Stayed about the Same 0 0% Slightly Down 0 0% Significantly Down 0 0% Total Respondents 0 (skipped this question) 1

67 Morpeth Destination Planning

19. Do you provide guests with tourist information about the area? Response Total Response Percent Yes, in advance by post 0 0% Yes, in advance by email 0 0% Yes, on arrival 0 0% No, we do not currently provide tourist information 0 0% Total Respondents 0 (skipped this question) 1

20. How many rooms and bedspaces do you have? Nov- More 01-Mar 04-Jun 07-Oct 25than 25 Response Total 0% Rooms 0% (0) 0% (0) 0% (0)(0) 0% (0) 0 0% Bedspaces 0% (0) 0% (0) 0% (0)(0) 0% (0) 0 Total Respondents 0 (skipped this question) 1

21. If your business is quality graded - which level has it attained? Response Total Response Percent My business is not graded at present 0 0% 1 star 0 0% 2 stars 0 0%

68 Morpeth Destination Planning

3 stars 0 0% 4 stars 0 0% 5 stars 0 0% Other, please specify 0 0% Total Respondents 0 (skipped this question) 1

22. What has been your average room/unit occupancy % over the past 3 years? (rooms/units sold, by rooms/units available). Response 2006 2007 2008Total Less than 25% 0% (0) 0% (0) 0% (0) 0 26 - 50% 0% (0) 0% (0) 0% (0) 0 51 - 75% 0% (0) 0% (0) 0% (0) 0 75 - 100% 0% (0) 0% (0) 0% (0) 0 Total Respondents 0 (skipped this question) 1

23. What has been the trend in your profitability in the past three years? Response Total Response Percent Significantly Up 0 0% Slightly Up 0 0% Stayed about the Same 0 0% Slightly Down 0 0% Significantly Down 0 0% Total Respondents 0 (skipped this question) 1

69 Morpeth Destination Planning

24. Do you provide guests with tourist information about the area? Response Total Response Percent Yes, in advance by post 0 0% Yes, in advance by email 0 0% Yes, on arrival 0 0% No, we do not currently provide tourist information 0 0% Total Respondents 0 (skipped this question) 1

25. How many rooms and bedspaces do you have? Nov- More 01-Mar 04-Jun 07-Oct 25than 25 Response Total 100% Rooms 0% (0) 0% (0) 0% (0)(1) 0% (0) 1 0% 100% Bedspaces 0% (0) 0% (0) 0% (0)(0) (1) 1 Total Respondents 1 (skipped this question) 4

26. If your business is quality graded - which level has it attained? Response Total Response Percent My business is not graded at present 0 0% 1 star 0 0% 2 stars 1 100%

70 Morpeth Destination Planning

3 stars 0 0% 4 stars 0 0% 5 stars 0 0% Other, please specify 0 0% Total Respondents 1 (skipped this question) 4

27. What has been your average room/unit occupancy % over the past 3 years? (rooms/units sold, by rooms/units available). Response 2006 2007 2008Total Less than 25% 0% (0) 0% (0) 0% (0) 0 26 - 50% 0% (0) 0% (0) 0% (0) 0 51 - 75% 0% (0) 0% (0) 0% (0) 0 75 - 100% 0% (0) 0% (0) 0% (0) 0 Total Respondents 0 (skipped this question) 5

28. What has been the trend in your profitability in the past three years? Response Total Response Percent Significantly Up 0 0% Slightly Up 0 0% Stayed about the Same 0 0% Slightly Down 1 100% Significantly Down 0 0% Total Respondents 1 (skipped this question) 4

71 Morpeth Destination Planning

29. Do you provide guests with tourist information about the area? Response Total Response Percent Yes, in advance by post 0 0% Yes, in advance by email 0 0% Yes, on arrival 1 100% No, we do not currently provide tourist information 0 0% Total Respondents 1 (skipped this question) 4

30. How many rooms and bedspaces do you have? Nov- More 01-Mar 04-Jun 07-Oct 25than 25 Response Total 0% Rooms 0% (0) 0% (0) 0% (0)(0) 0% (0) 0 0% Bedspaces 0% (0) 0% (0) 0% (0)(0) 0% (0) 0 Total Respondents 0 (skipped this question) 1

31. If your business is quality graded - which level has it attained? Response Total Response Percent My business is not graded at present 0 0% 1 star 0 0% 2 stars 0 0%

72 Morpeth Destination Planning

3 stars 0 0% 4 stars 0 0% 5 stars 0 0% Other, please specify 0 0% Total Respondents 0 (skipped this question) 1

32. What has been your average room/unit occupancy % over the past 3 years? (rooms/units sold, by rooms/units available). Response 2006 2007 2008To tal Less than 25% 0% (0) 0% (0) 0% (0) 0 26 - 50% 0% (0) 0% (0) 0% (0) 0 51 - 75% 0% (0) 0% (0) 0% (0) 0 75 - 100% 0% (0) 0% (0) 0% (0) 0 Total Respondents 0 (skipped this question) 1

33. What has been the trend in your profitability in the past three years? Response Total Response Percent Significantly Up 0 0% Slightly Up 0 0% Stayed about the Same 0 0% Slightly Down 0 0% Significantly Down 0 0% Total Respondents 0 (skipped this question) 1

73 Morpeth Destination Planning

34. Do you provide guests with tourist information about the area? Response Total Response Percent Yes, in advance by post 0 0% Yes, in advance by email 0 0% Yes, on arrival 0 0% No, we do not currently provide tourist information 0 0% Total Respondents 0 (skipped this question) 1

35. How many units and bedspaces do you have? Nov- More 01-Mar 04-Jun 07-Oct 20than 20 Response Total 0% Units 0% (0) 0% (0) 0% (0)(0) 0% (0) 0 0% Bedspaces 0% (0) 0% (0) 0% (0)(0) 0% (0) 0 Total Respondents 0 (skipped this question) 1

36. If your business is quality graded - which level has it attained? Response Total Response Percent My business is not graded at present 0 0% 1 star 0 0% 2 stars 0 0%

74 Morpeth Destination Planning

3 stars 0 0% 4 stars 0 0% 5 stars 0 0% Other, please specify 0 0% Total Respondents 0 (skipped this question) 1

37. What has been your average occupancy % over the past 3 years? (rooms/units sold, by rooms/units available). Response 2006 2007 2008Total Less than 25% 0% (0) 0% (0) 0% (0) 0 26 - 50% 0% (0) 0% (0) 0% (0) 0 51 - 75% 0% (0) 0% (0) 0% (0) 0 75 - 100% 0% (0) 0% (0) 0% (0) 0 Total Respondents 0 (skipped this question) 1

38. What has been the trend in your profitability in the past three years? Response Total Response Percent Significantly Up 0 0% Slightly Up 0 0% Stayed about the Same 0 0% Slightly Down 0 0% Significantly Down 0 0% Total Respondents 0 (skipped this question) 1

75 Morpeth Destination Planning

39. Do you provide guests with tourist information about the area? Response Total Response Percent Yes, in advance by post 0 0% Yes, in advance by email 0 0% Yes, on arrival 0 0% No, we do not currently provide tourist information 0 0% Total Respondents 0 (skipped this question) 1

40. Roughly how many pitches do you have? Nov- More 01-Mar 04-Jun 07-Oct 20than 20 Response Total 0% Static Caravans 0% (0) 0% (0) 0% (0)(0) 0% (0) 0 0% Tents 0% (0) 0% (0) 0% (0)(0) 0% (0) 0 0% Motorhomes / Touring Caravans 0% (0) 0% (0) 0% (0)(0) 0% (0) 0 Total Respondents 0 (skipped this question) 1

41. If your business is quality graded - which level has it attained? Response Total Response Percent My business is not graded at present 0 0%

76 Morpeth Destination Planning

1 star 0 0% 2 stars 0 0% 3 stars 0 0% 4 stars 0 0% 5 stars 0 0% Other, please specify 0 0% Total Respondents 0 (skipped this question) 1

42. What has been your average unit occupancy % over the past 3 years? (pitches sold, by pitches available). Response 2006 2007 2008Total Less than 25% 0% (0) 0% (0) 0% (0) 0 26 - 50% 0% (0) 0% (0) 0% (0) 0 51 - 75% 0% (0) 0% (0) 0% (0) 0 75 - 100% 0% (0) 0% (0) 0% (0) 0 Total Respondents 0 (skipped this question) 1

43. What has been the trend in your profitability in the past three years? Response Total Response Percent Significantly Up 0 0% Slightly Up 0 0% Stayed about the Same 0 0% Slightly Down 0 0% Significantly Down 0 0%

77 Morpeth Destination Planning

Total Respondents 0 (skipped this question) 1

44. Do you provide guests with tourist information about the area? Response Total Response Percent Yes, in advance by post 0 0% Yes, in advance by email 0 0% Yes, on arrival 0 0% No, we do not currently provide tourist information 0 0% Total Respondents 0 (skipped this question) 1

45. How many bedspaces do you have? Response Total Response Percent 01-Mar 0 0% 04-Jun 0 0% 07-Oct 0 0% Nov-25 0 0% More than 25 0 0% Total Respondents 0 (skipped this question) 1

46. What has been your average room/unit occupancy % over the past 3 years? (rooms/units sold, by rooms/units available). Response 2006 2007 2008Total

78 Morpeth Destination Planning

Less than 25% 0% (0) 0% (0) 0% (0) 0 26 - 50% 0% (0) 0% (0) 0% (0) 0 51 - 75% 0% (0) 0% (0) 0% (0) 0 75 - 100% 0% (0) 0% (0) 0% (0) 0 Total Respondents 0 (skipped this question) 1

47. What has been the trend in your profitability in the past three years? Response Total Response Percent Significantly Up 0 0% Slightly Up 0 0% Stayed about the Same 0 0% Slightly Down 0 0% Significantly Down 0 0% Total Respondents 0 (skipped this question) 1

48. Do you provide guests with tourist information about the area? Response Total Response Percent Yes, in advance by post 0 0% Yes, in advance by email 0 0% Yes, on arrival 0 0% No, we do not currently provide tourist information 0 0% Total Respondents 0 (skipped this question) 1

79 Morpeth Destination Planning

49. What were your visitor numbers for the past 3 years? Response Total No. 0 Total Respondents 0 (skipped this question) 5

50. What has been the trend in your profitability in the past three years? Response Total Response Percent Significantly Up 0 0% Slightly Up 1 100% Stayed about the Same 0 0% Slightly Down 0 0% Significantly Down 0 0% Total Respondents 1 (skipped this question) 4

51. Which are the most important types of visitor for your business? Please score all the categories below between 1 and 5, where 5 is a very important market and 1 is not important. Response 1 2 3 4 Total5 Response Average 0% 75% Main / Second Holidays 25% (1) 0% (0) 0% (0)(0) (3) 4 4 0% 80% Short Breaks 0% (0) 20% (1) 0% (0)(0) (4) 5 4.4 20% 40% Overseas Visitors 0% (0) 40% (2) 0% (0)(1) (2) 5 3.6

80 Morpeth Destination Planning

0% 50% Business Visitors 25% (1) 0% (0) 25% (1)(0) (2) 4 3.5 0% 40% Coach Groups 60% (3) 0% (0) 0% (0)(0) (2) 5 2.6 0% 40% Day Visitors 40% (2) 20% (1) 0% (0)(0) (2) 5 2.8 0% 40% School Visits 60% (3) 0% (0) 0% (0)( 0) (2) 5 2.6 0% 80% Special Interest Visitors 0% (0) 0% (0) 20% (1)(0) (4) 5 4.6 0% 100% Other 0% (0) 0% (0) 0% (0)(0) (3) 3 5 Total Respondents 5

52. What activities do your visitors undertake whilst visiting the area? View responses to this question Total Respondents 5

53. What do you consider that your visitors like and dislike about your local town and the surrounding area? Response Total Response Percent Likes 4 100% Dislikes 3 75% Total Respondents 4 (skipped this question) 1

54. Which do you find are the most successful ways to advertise/secure bookings? Please score each method, from 5 - very important, to 1 - not at all

81 Morpeth Destination Planning important. Response 1 2 3 4 Total5 Response Average 25% Town/district guide/website 25% (1) 0% (0) 50% (2)(1) 0% (0) 4 2.75 50% County guide/website 25% (1) 0% (0) 25% (1)(2) 0% (0) 4 3 0% 100% Your own website 0% (0) 0% (0) 0% (0)(0) (4) 4 5 50% Tourist Information Centre 0% (0) 25% (1) 25% (1)(2) 0% (0) 4 3.25 0% 50% Direct mail e.g. to previous customers 25% (1) 0% (0) 25% (1)(0) (2) 4 3.5 0% 75% Internet marketing 0% (0) 0% (0) 25% (1)(0) (3) 4 4.5 25% 50% Repeat visitors 0% (0) 25% (1) 0% (0)(1) (2) 4 4 25% 25% Advertising in other publications 50% (2) 0% (0) 0% (0)(1) (1) 4 2.75 0% 50% From Visitors 0% (0) 0% (0) 50% (2)(0) (2) 4 4 33.33% 66.6 Regional Guide/Website 0% (0) 0% (0) (1) 7% (2) 0% (0) 3 3.67 50% 50% Other 0% (0) 0% (0) 0% (0)(1) (1) 2 4.5 Total Respondents 4 (skipped this question) 1

55. Roughly what proportion of your bookings or referrals do you get from your local Visitor/Tourist information Centre? Response Total Response Percent

82 Morpeth Destination Planning

None 1 20% Less than 10% 3 60% 11 - 25% 0 0% 26 - 50% 1 20% 51 - 75% 0 0% 76 - 100% 0 0% Total Respondents 5

56. Please estimate what percentage of your business comes via your website and/or email. Response Total Response Percent None 0 0% Less than 10% 0 0% 11 - 25% 1 20% 26 - 50% 2 40% 51 - 75% 0 0% 76 - 100% 2 40% Total Respondents 5

57. Do you have any comments on the way the town and the surrounding area are currently promoted and suggestions for future promotion? View responses to this question Total Respondents 3 (skipped this question) 2

58. What support, from the local authorities, local tourism bodies or other organisations, would be of greatest benefit to you in the development of your business?

83 Morpeth Destination Planning

Response Total Response Percent Advice 0 0% Investment 0 0% Training 0 0% Networking 0 0% Marketing my Business 2 40% Marketing the Area 3 60% Recruitment 0 0% All of the above 1 20% Don't Know 0 0% Other, please specify 1 20% Total Respondents 5

59. Are there any specific training needs which would benefit your own business, your staff or other operators in the wider area? Response Total Response Percent Business Development 0 0% Customer Care 0 0% Environmental Sustainability 0 0% Hospitality Skills 0 0% General Marketing 1 33% Internet Marketing 0 0% Website Development 0 0% All of the above 1 33% Don't Know 1 33% Other, please specify 0 0% Total Respondents 3 (skipped this question) 2

84 Morpeth Destination Planning

60. What sort of future improvements would you like to see in your local market town or surrounding area which would help support and promote tourism and enhance the attraction of the area as a visitor destination? View responses to this question Total Respondents 3 (skipped this question) 2

61. Are there any other comments that you would like to make in relation to this project? View responses to this question Total Respondents 3 (skipped this question) 2

62. Would you be interested in attending a Market Town Welcome workshop to help develop a destination plan for your town to be held in the last week of February? This plan will be in valuable in guiding town promotion and attracting investment. Response Total Response Percent Yes 2 50% No 2 50% Total Respondents 4 (skipped this question) 1

63. Would you mind supplying an e-mail address, so that we can keep in touch with you about the project? View responses to this question Total Respondents 5

85 Morpeth Destination Planning

8.4 Appendix 4 – Segmentation Functionals Brian and Susan Outlook

Functionals are very resistant to spending and appear pretty self reliant. They are very price driven and value functionality strongly over style.

They are very traditional in their values, and are not prepared to pay for fashion, style or “individuality”. Service is something that they expect as opposed to something they will pay extra for.

Whilst they are not early adopters they are interested in new experiences, and are happy to try new things.

They also enjoy intellectual challenges, arts and culture.

Interests and Activities

Personal interests – DIY, gardening, arts & culture. Days out and attractions – Interested in heritage attractions. Seeking a nostalgic and somewhat educational experience.

Shopping – Higher propensity to use the lower cost supermarkets e.g. co-op. Budget clothes shops are used and a low amount spent on clothes purchases.

Eating & drinking – Lower propensity to eat and drink out compared to other segments. Price & functionality is important. Social clubs or Weatherspoons pubs are favoured drinking establishments (price sensitive).

Nights out – Most likely to be a trip to the cinema or a trip to the theatre. Media – Mail & Telegraph are the most popular newspapers. Lowest proportion of all segments owning satellite/ cable TV. Into news, films and comedy.

Holidays – Most likely to choose a specialist operator or an independent holiday company. Unlikely to use a dedicated internet holiday company but quite likely to book accommodation online & arrange travel themselves. Low frequency of holiday taking and most likely to do a short break in the UK and a longer holiday overseas. Habituals Frank and Brenda Outlook

The Habitual segment is most likely to value a more relaxed pace of life. They are strongly traditional, and very resistant to any expenditure. Though this is possibly a reflection of their poor means.

86 Morpeth Destination Planning

They are probably strongly resistant to change.

They will make purchase decisions on function rather than style. Fashion has little value to this group.

They are also very risk averse and show little interest in new options or opportunities. This group has and spends little money, not for brands or for service. They find it hard to justify expense of any sort.

They have no interest in arts or culture. Interests and Activities

Shopping – Not really big on shopping. They are not interested in fashion or new technology. Being of lower income then they tend to shop in the perceived cheaper stores e.g. Costcutter, Budgens & Morrisons. Days out and attractions – Prefer to go to heritage based attractions that involve of bit of investigation. They are looking for a peaceful and relaxing experience from their days out. Transport museums appeal to this segment. Eating and drinking – Do not eat out very often but when they do they are drawn to traditional establishments like Harry Ramsden‟s, Beefeater or Toby Carvery.

Holidays – This segment is least likely to take a holiday. If they do then they are likely to go to a familiar destination that they have been to before and it has to be cheap. It is more likely to be in the UK than abroad.

Media – This segment is the one who watches TV the most and their favourite type of programme is the news. In terms of newspaper readership they favour paid for local papers ahead of the Daily Mail and the Sun. Traditionals. Robert and Hilary Outlook

Traditionals are a main stream market. Their members are relatively self reliant and internally referenced with possible tendencies towards being sustainers. Brand is not a key purchase driver for this segment but it does not mean that they are brand averse. They are more likely to hold traditional values.

Functionality is far more important than style and they are not swayed by products with style and individuality, although they will still go for something out of the ordinary. They value good service, and this is something that they will pay for, especially in terms of individual attention.

They are unlikely to justify spending on expensive alternatives. They live life at a relaxed pace and enjoy intellectual challenges, arts and culture.

87 Morpeth Destination Planning

Interests and Activities

Days out and attractions - those that are geared towards heritage and investigation will appeal to the Traditionals. This includes National Trust attractions, churches and cathedrals and botanical gardens. They are looking for days out and attractions that are peaceful & relaxing, nostalgic and educational.

Personal interests - include gardening and arts and culture. Eating & Drinking - For Traditionals, the traditional pub is the type of eating and drinking establishment that holds the greatest appeal. A good night out - for this segment would be going for a drink or a meal out.

Holidays – Being an older segment, they are most likely to use Saga but also domestic niche operators (e.g. English Country Cottages). They are also most likely to use the telephone for booking.

A good short break for Traditionals would give them the chance to escape, slow down and do their own thing.

Media – Enjoy news, history and nature programmes on TV. Cosmopolitans Jake and Tanya Outlook

Strong, active and confident.

Do what they want rather than follow any particular fashion. Stylish people but it is individuality rather than fashion that is important to them.

Comfortable trying new things that are out of the ordinary. Happy to adopt traditional values when appropriate.

Early adopters but this is generally based on their personal interest in new products and opportunities rather than on fashion trends. A result of this is that they are early to try out new products, especially in the field of new technology.

Value and seek functionality in their purchases. High-spending market and find it easy to justify buying expensive alternatives.

To be given individual attention is very important for Cosmopolitans and they are willing to pay for it. Are risk takers and this is reflected in their purchases and their desire for things that are new and different. They like new challenges, both physical and intellectual. Have an appreciation of art and culture.

88 Morpeth Destination Planning

Life for this group is full and active, yet peace and relaxation is still valued in the right circumstances. Interests and Activities

Personal interests - Cosmopolitans like shopping, cooking and arts and culture. Days out and attractions - Cosmopolitans have a slight bias towards heritage and arts or cultural attractions. Their active nature is also reflected in the fact that they have a strong appeal towards days out in the “great outdoors‟ – this could be visits to a National Park, a walk in the country side or a day at the beach. The atmosphere that they are looking for in a day out is something that is educational and something that is mentally challenging.

Shopping - Cosmopolitans spend a lot of money on clothes and up market fashion chains (e.g. GAP) are where they are likely to be found. They also like places to shop that have a strong independent sector (e.g. antique shops or specialist shops). Eating & drinking - Cosmopolitans are the segment to eat out most often and are drawn to new, self found, or non-chain restaurants. Wine bars are popular for drinking.

Nights out - Cosmopolitans have a range of nights out that appeal and these include comedy, cabaret, theatre and ballet.

Media – Into films, news and comedy. Less time spent viewing TV than the majority of other segments.

Holidays – Most likely segment to use the long haul and more independent operators (e.g. Kuoni, Expedia, Trailfinders or cruise operators). A good short break for a Cosmopolitan allows them to escape, do their own thing and expand their knowledge or experience. Discoverers Adrian and Chloe Outlook

Discoverers as the name suggests are independent of Mind.

They are the group least likely to be worried about what others might think. They are little influenced by style or brand unless it represents values they are seeking.

Function far out rates style as a purchase driver. Quite high spenders, and value new products and services as well as new experiences.

They will judge their value for themselves. If the product suits their needs and is right then they will spend their money.

They value good service.

They live a relatively relaxed pace of life. They enjoy intellectual challenges but arts and culture are not really an important part of who they are.

89 Morpeth Destination Planning

Interests and Activities

Personal interests - Include attending sporting events, computer games and DIY.

Days out and attractions - Discoverers are drawn towards attractions that are geared towards investigation and amusement. This could include attractions such as zoos, science museums or living history attractions. They want to be fascinated and absorbed by their days out and go for something out of the ordinary.

A good night out - would involve live music. Shopping - a discoverer is looking for something that is different from the norm and is more likely to be attracted towards markets. Eating and drinking - the types of eating and drinking establishments that appeal to a Discoverer are modern, functional but service orientated (e.g. Ha Ha Bar & Canteen, Bar Med). This segment eats out frequently. Media – Have a wide variety of interests when it comes to TV viewing including films, sport, nature comedy and science programmes.

Holidays – Independent travel companies (e.g. Trailfinders) appeal to this segment. They are a group likely to holiday off the beaten track or try to learn something new on their holiday. One of the least likely segments to book a package holiday. A good short break for a Discoverer allows them time to themselves, a chance to escape and the opportunity to expand their knowledge and experiences. 8.5 Appendix 5 - Funding Sources

RDPE (Rural Development Programme for England) and Business Enterprise NE Description Under the sustainable communities strand of the North East RDPE, activity will be co-ordinated across the rural areas of the North East, focusing on the development of business and community asset development. To be eligible all projects will need to:

Be targeted at rural micro-business: farmers diversifying; tourism projects; rural estates and rural communities Be capped at a maximum of Euro 200,000 per business, organisation or community over a period of three fiscal years Demonstrate wider benefit in terms of jobs created or safeguarded; economic growth; sustainability; benefit to other businesses; and improving access to additional community services. If a business wishes to access RDPE funding, then they must go through Business Enterprise NE (other organisations will apply directly to the Sub-Regional Partnership) RDPE activity accessed through Business Enterprise NE There will be money available from Q1 2009. Theoretically funding for businesses may be up to Euro 200,000. Intervention rates are flexible across measures and differ by type of project.

90 Morpeth Destination Planning

The current theory4 is that businesses will go to Business Enterprise NE who will conduct an IDB5 Following the diagnostic, Business Enterprise NE will then pass the application to the sub regional partnership. The sub regional partnership will then get the business to go through an application /business case process. The aim is to have a 20 working day turnaround for the application and approval process once it has passed through Business Enterprise NE. Business Enterprise NE does manage the RDPE Micro Development Fund that awards up to £10,000. This does not need to go to the sub-regional partnership and can have a very quick turnaround.

Tourism Business Toolkit The Tourism Business Toolkit is a new online resource for Tourism Businesses in the North East of England. It contains comprehensive information on business grants within the North East and can be accessed at the following page. http://www.tourismnortheast.co.uk/site/business-toolkit/finance-and-funding/grants-for-tourism- businesses The following grants are included in the toolkit. Funding - North East

Natural England - Access to Nature Fund Landfill Communities Fund: Improving the Local Environment Small Grants Scheme Graduates for Business Investors In People (IIP) - North East Tradeshow Access Programme (TAP) National Art Fund First Year Allowances - Cars with Low Carbon Dioxide Emissions Enhanced Capital Allowances - Water Saving Investments Crisis Changing Lives Programme Access to Work Heritage Grants Woodland Regeneration Grant - England Woodland Creation Grant - England Woodland Planning Grant - England Grants for Historic Buildings, Monuments and Designed Landscapes - England New Deal 25 Plus New Deal for Young People (18-24) Job Introduction Scheme Grants for the Arts for Individuals and Organisations - England

4 May change because of the Business Support Simplification Programme

5 Information, Diagnostic and Brokerage’ (IDB) service. It means that Business Enterprise NEs do not provide business advice, rather, they will create a means by which businesses can have help to identify what their support needs are and make sure they receive independent brokerage to help them find the best source of support.

91 Morpeth Destination Planning

Natural England - Access to Nature Fund Description Access to Nature is a £25 million grant scheme to encourage people from all backgrounds to understand, access and enjoy the natural environment. The fund is available to not-for-profit projects that make the natural environment more accessible, especially to people who don't readily have access to it. Eligibility Access to Nature will only award grants to: Community groups governed by a written constitution Registered charities and trusts Statutory bodies, including schools, colleges, local authorities, town and parish councils, health organisations Companies that are not registered charities but have a charitable purpose and a community focus (for example, a company limited by guarantee and some community interest companies or social enterprises, where any surpluses are mainly reinvested for community benefit) Mutual societies Charitable or not-for-profit companies Church based and other faith groups They will not award a grant to: Profit-making organisations, except social enterprises Companies limited by guarantee whose main purpose is not community-focused They will not normally award grants to organisations that: Are in poor financial health Have demonstrated poor management of previous Big Lottery Fund grants Are not established in England Contact Natural England t: 0845 3 671 671 w: http://www.naturalengland.org.uk/leisure/grants-funding/default.htm

Landfill Communities Fund: Improving the Local Environment Description Not generally available to businesses, grants of up to £50,000 are available to community groups/not for profit groups who are improving the local environment within 10 (or sometimes 25) miles of a landfill site. This can either be by providing facilities (sports, recreation, leisure etc) for local communities, by restoring culturally or historically significant buildings or through improving wildlife habitat or other environmental improvements such as reclaiming waste land. Whilst this scheme may not benefit you directly as a business, if there are community projects near you or that

92 Morpeth Destination Planning you are involved with that are improving or conserving wildlife (plants or animals), regenerating a waste or derelict area, restoring a building or monument or providing community facilities, these grants could aid the project, and by improving the local area, help you as a business. Eligibility Must be a not for profit organisation or community group and the project must be within 10 (or sometimes 25) miles of a landfill site (the funds are generated by a tax on landfill sites). Contact Entrust w: http://www.entrust.org.uk/home/

Small Grants Scheme Description This scheme is for not-for-profit organisations. It helps fund projects close to areas where there are or have been land-fill sites for the provision of community facilities, sport and recreation facilities, the maintenance, restoration or opening up of historic buildings and structures or similar.

Eligibility Not-for-profit and environmental organisations. Contact The Sita Trust t: 01454 262 910 e: [email protected] w: http://www.sitatrust.org.uk/apply/community/small_grants

Heritage Grants Description This grant, minimum £50,000, is only available to not-for-profit organisations. Grants are awarded to projects that conserve and enhance the UK's heritage and that improve and increase access to and enjoyment of our heritage. Eligibility Must be not-for-profit organisations. Contact Heritage Lottery Fund - Corporate Office t: 020 7591 6000

93 Morpeth Destination Planning e: [email protected] w: www.hlf.org.uk/English/HowToApply/OurGrantGivingProgrammes/HeritageGrants

8.6 Appendix 6 – List of abbreviations EG – Enabling Group GMDT – Greater Morpeth Development Trust MTC – Morpeth Town Council MTW – Market Town Welcome NCC – Northumberland County Council NT – Northumberland Tourism ONE – One North East TIC – Tourist Information Centre