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Appendix 1 Tourism Strategy – 2005-2008 1. Foreword This tourism strategy highlights the overall guiding policy framework for tourism in East Northamptonshire for promoting and developing the district as a tourist destination over the next three years, for the benefit of the local economy. However, it is intended to be flexible and will be reviewed annually to allow future initiatives to be incorporated. If you have any comments to make, please forward them to: Karen Williams Tourism Development Officer East Northamptonshire Council East Northamptonshire House Cedar Drive Thrapston NN14 4LZ Tel: 01832 742064

e-mail: [email protected]

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2. Executive Summary The purpose of this strategy is to provide a context for the development of tourism in East Northamptonshire. It sets out the priorities for East Northamptonshire Council, and provides a point of reference for tourism development in the district. Section 3 begins by setting the scene for tourism in East Northamptonshire. It starts by looking at why tourism matters, why a strategy is required in addition to addressing sustainability issues. Section 4 gives and understanding of tourism at the national, regional, county and local level. A wide range of policy and strategy documents of relevance exist as background to this study. Section 5 highlights the importance of tourism, with some key district economic impact assessment statistics highlighting the importance of tourism in East Northamptonshire and its contribution to the wealth of the economy. Section 6 examines the tourism product in East Northamptonshire and outlines the key issues that exist and require addressing. Section 7 is a SWOT analysis of tourism in East Northamptonshire. The analysis highlights the district’s strengths, weaknesses, opportunities and threats as a destination for visitors. Section 8 sets out the strategic challenges that the strategy needs to respond to and the strategic priorities and key actions that will be undertaken by East Northamptonshire Council and key partners. Section 9 will include an action plan. This will identify all the partners involved, and will include targeted objectives and milestones. Section 10 is the appendices section, which will include a summary of research carried out by Visit Heart of England Tourist Board, on behalf of East Northamptonshire Council, and a list of consultees.

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3. Setting the Scene Tourism is deemed to include any activity concerned with the “temporary short term movement of people to destinations outside the places where they normally live and work, and their activities during the stay at these destinations”1.This generally accepted definition incorporates traditional holidays, short breaks of 1 to 3 nights, day trips, visits to friends and relatives, visits by local residents to other tourist attractions and business travel. Tourism has the ability to make a major contribution towards the economic welfare and to the quality of life of the citizens and businesses of East Northamptonshire. The time is appropriate to produce a strategy for developing tourism due to the many new initiatives which are taking place at the national and regional level. This strategy offers a way forward for East Northamptonshire for the next three years, identifying where tourism should be heading and how it should be getting there. This is set in the context of the national and regional tourism framework as well as what is happening within its own area. The framework for action takes into account the policy context of other organisations, as these will have a major influence on the overall development of tourism in the district. The tourism industry within East Northamptonshire is made up of many businesses, most of them small and independent. It is difficult for these businesses to generate growth and become sustainable when they are working alone. The strategy provides an opportunity to agree a collective way forward and a framework for taking action. There is a clear need for the co-ordination of marketing activity and the development of common standards in order to ensure that all those involved in the tourism industry are pulling in the same direction. It is recognised that the proposed strategy reflects current information and trends. It is inevitable that over time new factors will emerge that will have to be accommodated in any future strategy. For this reason it is vital that the strategy and the action plan are continuously monitored and reviewed and their performance regularly reported. From this, any modifications can be considered and made. East Northamptonshire Council has produced a draft strategy at the local level that is aimed at all those with an interest in the future of tourism. This strategy offers an agenda for greater partnership working between East Northamptonshire Council, the tourism sector and other bodies. Its success will depend on the commitment which all partners bring to the support and development of this increasingly important area for visitors, residents and businesses of the district.

3.1 Why tourism matters Tourism plays an important role in the economy of East Northamptonshire. In 2002, approximately 2.3 million visitors came to the district. The 2.3 million visitors spent approximately £71.9 million on tourism in the district, supporting in the region of 2,123 jobs, both for local residents from those living nearby2. A flourishing tourist industry helps to diversify the economy and widens the range of employment and business opportunities in the area. Tourism is a sustainable industry which can be influenced by the actions of the Council. It also helps to project a positive image of the area and helps to support the development of infrastructure which is good for businesses and helps to underpin other economic sectors.

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Tourism Society.

East Northamptonshire Economic Impact Assessment report (2002 data).

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In this respect, tourism affects everyone within the district. Without it there would certainly be fewer businesses, an impact on shops, less choice in restaurants and hotels and an adverse impact on attractions. It is therefore very important that the tourism element of the economy is encouraged to grow in East Northamptonshire.

3.2 Why we need a strategy A strategy is needed to ensure that everyone involved in tourism is pulling in the same direction, to make sure that the activities of partner organisations are guided and the final result is beneficial to the community. The tourism industry is made of many businesses, most of them small and independent. Working alone these enterprises cannot generate growth and sustain the industry. It is not only tourism businesses that need to work together, East Northamptonshire Council can have an impact on tourism by providing infrastructure, allocating funds for marketing, acting as a coordinating and organising body and supporting expansion through its Local Development Framework. It is important that the Council coordinate its activities in order to create the right climate for the industry to flourish.

3.3 What is wanted from tourism East Northamptonshire needs to encourage and develop tourism because of the benefits it can bring to the area. The overall aim of this strategy will be to maximise the potential contribution of tourism to the local economy by increasing visitor numbers, spend and length of stay in the district. Tourism will also enhance the quality of life for both the tourists and residents alike, as well as safeguarding and enhancing the natural environment. The council’s key mission is ‘To become an excellent council in the eyes of the community’. The four priority themes of the council are: • • • •

To provide a cleaner environment; To achieve safer communities; To encourage healthier communities; To support and develop a prosperous local economy.

This will be underpinned by core values that will be applied to all of the Council’s work. These include: • • • • •

Service excellence Value for money Sustainability Partnership working Consultation and involvement

The tourism strategy seeks to achieve the following: • • • • •

Job creation; Address skills shortages; Promote sustainability; Encourage local businesses to develop; Protecting and enhancing the local environment.

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3.4 Vision for tourism The vision set out for tourism includes the following: • • • •

Promoting East Northamptonshire as a recognised destination with a sharper image and identity in the market place. Developing a reputation for the unique character of the countryside, natural and built heritage. A commitment to environmental principles. Ensuring a collaborative tourism industry which takes a co-ordinated and responsive approach to meeting the needs of its customers.

3.5 Tourism and sustainability Sustainable development involves meeting the needs of the present without compromising the ability of future generations to meet their needs. Sustainability is an essential requirement that must underpin all approaches to developing tourism in East Northamptonshire. Tourism development should be sensitive to the needs of future generations and must address the following issues: • • •

Concern for the impact on the local ecology, landscape and built environment. Concern for global environmental impacts. Concern for the impact on local communities.

There has been growing awareness in recent years that the development of tourism has the potential to damage the very destination that visitors come to see. To guard against this damage to the environment, the development of tourism needs to be carefully managed and sustainable. The delivery of a sustainable tourism product will require close links between tourism service providers and the district council as a local planning authority. The evolving Local Development Framework, which replaces the existing Local Plan will contain a range of policies and proposals which will have an impact on tourism. It will provide the strategic guidelines for all development and investment decisions in the district. Such matters as tourist accommodation, attractions, services, signage, farm tourism, and development in the countryside are likely to be included because the Local Development Framework will be an inclusive strategy. Other elements affecting tourism, such as environmental protection, location of development, design and highway considerations will also be included.

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4. National, Regional, Sub Regional and Local Perspectives Before examining the tourism situation in East Northamptonshire it is important that there is an understanding of tourism at the national, regional and county level. There are a wide range of policy and strategy documents of relevance as background to this study. They include those which are tourism specific and others which have a wider coverage at national, regional, sub-regional and local level. Some of the key documents are: •

National Level o Tomorrow’s Tourism (1999) and Tomorrow’s Tourism Today 2004 (DCMS) o Working for the Countryside (English Tourism Council / Countryside Agency) o Enjoy England The Strategy (2003- 2006) o Quality Strategy for England (2005) o Government Rural Strategy (2004)

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Regional Level o Regional Economic Strategy (emda) (2003) o Regional Tourism Strategy (emda) (2004) o East Midlands Tourism Corporate Plan (2005-2008)

•

Sub-Regional Level o SRES Sub Regional Economic Strategy o Welland SSP Economic Strategy o Portal Content Strategy (Welland Partnership) o Northamptonshire Tourism Strategy (2001-2006) o Explore Northamptonshire Limited Strategic Plan (2005-2008)

•

Local Level o East Northamptonshire Economic Development Strategy o District Tourism Strategy o Local Development Framework o Market Town Healthchecks and Action Plans o Enable Community Strategy o Northamptonshire Nene Strategy o Cultural Strategy o Rural Strategy

A tourism strategy for East Northamptonshire will need to be in a position to influence policy but also respond in an appropriate way to external influences and new developments. There will also be a need to translate overarching objectives and relate these to the very real needs of businesses and communities on the ground

4.1 Policy and Organisational Opportunities The current policy and organisational opportunities include the following: o The new Rural Strategy (2004) looks at the vision of sustainable development of rural areas set out in the 2000 Rural White Paper, which remains the Government’s vision. o Sub Regional Strategic Partnership (SSP) status (Northamptonshire and Welland) presents a unique opportunity for the sub-region to access external funds to bring forward a co-ordinated programme of action. o Opportunity to build on the base of partnership working already taking place.

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4.2 Tourism Policy Current tourism policy is focusing on improving structures, marketing, data, quality and skills as follows: • The industry has formed a new body, the Tourism Alliance, to represent its views better to Government and catalyst actions to help delivery of policy objectives. • VisitBritain was set up on 1 April 2003, bringing together the English Tourism Council (ETC) and the British Tourist Authority (BTA) • Funding which previously went to the Regional Tourist Boards via the ETC will now be channelled via the Regional Development Agencies. Current policy as described above builds upon Tomorrow’s Tourism, the Government’s 1999 strategy for the development of tourism in England. Building on this, the Government published Tomorrow's Tourism Today - a prospectus for tourism development in four key areas, in July 2004. The Prospectus sets out the responsibilities and actions of public and private sector organisations in the key areas of marketing, quality, skills and data.

4.3 Regional policy context - Regional Economic Strategy 2003-10 The ambition of the strategy is for the East Midlands to be in the top 20 of European destinations by 2010. At the heart of the strategy there are three “drivers of success”: • A strong culture of enterprise and innovation, with a climate within which

entrepreneurs and world-class businesses can flourish.

• High quality employment opportunities and excellence in learning and skills, giving the region a competitive edge in acquiring and exploiting knowledge. • The physical conditions for a modern economic structure, including infrastructure to support the use of new technologies. The strategy provides two specific targets for tourism • To raise the visitor expenditure to 4.5% of the region’s GDP in 2010. In 1999 it represented 3.5% of GDP and to increase visitor value rather than volume, by placing emphasis on increasing overnight stays. • To increase visitor value rather than volume, by placing emphasis on increasing overnight stays. The target is to increase visitor spend in the region by an average of 1.6% per annum by 2005 and by 2% by 2010. The Regional Economic Strategy identifies 12 steps towards the achievement of the goal of being top 20 regions by 2010, and lists specific priorities for action. Step 10 of the 12 steps is devoted to tourism and culture: • Promote the use of on-line visitor booking and on-line business trading. • Increase access to specialist business advice to the tourism industry. • Develop tourism niche markets in the region – such as cultural tourism and business tourism. • Increase the region’s capacity to attract major international events.

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4.4 East Midlands Tourism Strategy 2003- 2010 Some of the key statistics highlighted in the tourism strategy includes the following: • • • • •

Tourism contributes £5 billion to the regional economy It accounts for 3.5% of GDP There are 30,000 associated businesses 200,000 people employed in tourism 90% of trips are day trips

In 2002 domestic tourists made 11 million trips to the East Midlands and stayed for about 30 million nights. There were about 825,000 visits from overseas to the East Midlands in 2003 (3% of UK total), representing 7,206,000 nights (4% of UK total). The target will be to increase value rather than volume, by placing emphasis on increasing overnight stays.

4.5 Changing Times Tourism markets have been changing rapidly and will continue to do so. Some of the key trends identified in the East Midlands Tourism Strategy include: • Day visits have been growing as car ownership has increased. • Discretionary income will increase and therefore people will have more money to spend on leisure. • People will be better educated and want a broader range of experiences. • The ABC1 socio-economic group will represent an increasing share of the population. • People will take more holidays, albeit short breaks. • There will be increasing demand for high quality self-catering for three nights and seven night breaks.

4.6 Destination Management Organisations The regional tourism strategy sets out an ambitious plan for unlocking the potential of tourism. East Midlands Tourism (EMT) has been established by the East Midlands Development Agency (emda) to implement the strategy via the region’s five Destination Management Partnerships (DMPs) – all of which are aligned with existing county boundaries. In order to meet these objectives, changes are necessary, particularly to modernise or establish DMP structures, to ensure that these structures are properly funded, to provide greater focus on priorities and to co-ordinate activity across the various levels more effectively. The region’s DMPs have evolved over time and are currently very different in terms of structure, activity and working arrangements. A key role of EMT is to support the development of all the region’s DMPs to bring them up to a “Full-Service” standard. A stepchange in performance will be necessary in order to deliver the very real potential that exists for tourism in the East Midlands. Northamptonshire Tourism was established from 1st April 2004 to drive forward the development and promotion of Northamptonshire as a business and leisure visitor destination. The county, borough and district councils as well as representatives from the private sector and Chamber of Commerce constitute an executive committee charged with agreeing strategy to be delivered by a small dynamic executive team in partnership with existing local authority tourism assets and private sector operators.

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The organisation’s priorities are in line with the distinct DMP roles set out in the regional tourism strategy: • • • •

Destination Leadership and Co-ordination Attracting the Visitor Services for the Visitor Services for the Industry

Whilst the formation of Northamptonshire Tourism represented a significant step forwards, the Executive Committee determined that further integration was needed to enable delivery of the four roles detailed above. To that end, the company Explore Northamptonshire (EN) became incorporated on 13 August 2004 and will assume responsibility for these roles on a legal footing, with actual rather than inferred authority to deliver. East Northamptonshire Council, along with other local authorities in Northamptonshire, have financially supported the previous Northamptonshire Tourism Partnership over the last few years (now superseded by Explore Northamptonshire).

4.7 Destination Performance UK Destination Performance UK is the successor to the National Tourism Best Value Group. The aim of the group is to promote best practice in local authority tourism, following on from the work that has been pioneered in Best Value. East Northamptonshire Council is a member of Destination Performance UK and will continue to work with the group.

4.8 Present tourism role within Economic Development The Council’s current tourism role has been developed within the following areas 1. Develop a tourism strategy and action plan. 2. Production of short breaks and accommodation guide, day visitor guides, eating out publications etc. 3. Consulting public and private sector tourism organisations. 4. Market research / information gathering. 5. Product development. 6. Monitoring and evaluation.

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5. Tourism Facts and Figures Tourism is one of the largest industries in the UK, accounting for 3.5% of the UK economy and worth approximately £74.2 billion in 2003, comprising: Spending by Overseas Residents Visits to the UK Fares to UK carriers

£ billion 11.9 3.2

Spending by Domestic Tourists Trips of 1+ nights Day Trips (estimate)

£ billion 26.5 31.8

5.1 UK Domestic Tourism Expenditure in 2003 is estimated to be over £59 billion. In 2003 UK residents took: • • •

70.5 million holidays of one night or more spending £13.7 billion. 22.3 million overnight business trips spending £6.1 billion. 34.3 million overnight trips to friends and relatives spending £3.4 billion.

5.2 Employment • •

There are an estimated 2.2 million jobs in tourism in Great Britain. Approximately 156,000 of these jobs are in self-employment.

5.3 East Northamptonshire Economic Impact Assessment 2002 – Key Facts and Figures • •

• • • •

•

In 2002 approximately 2.3 million visitors came to East Northamptonshire. The visitor market is made up of approximately 0.17 million visitors who stayed overnight in the district and 2.31 million visits from those on an irregular long leisure day trip of 3 hours or more duration from home or from a holiday base, but not stopping overnight in the district. The overnight visitors spent a total of 0.4 million nights in the district. During their visit to the district, tourists spent a total of £71.9 million. On average, about £5.99 million is spent in the local economy each month. Visitors staying overnight spent £21.96 million in the district, compared with £49.99 million from those on an irregular day trip. The main beneficiaries of the visitor spending are shops, hotels, guesthouses, B&B’s, cafes / restaurants, pubs, attractions / entertainment, garages / transport. The accommodation sector received around £6.9 million in business turnover from visitor spending, retailers around £20.9 million and catering £24.1 million. The 2.3 million visitors to East Northamptonshire support in the region of 2,123 jobs, both for local residents from those living nearby. Approximately 1,768 direct tourism related jobs are supported with an additional 355 non-tourism jobs dependent upon the multiplier spend from tourism.

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5.4 East Northamptonshire Visitor Survey 2001 The Heart of England Tourist Board was commissioned by East Northamptonshire Council in 2001 to undertake a major marketing research appraisal of the visitor profile and views of those visiting East Northamptonshire. The conclusions drawn from the report include the following: • Most visitors to East Northamptonshire are domestic visitors on a day visit (66%). All day visitors are UK residents. • Those visitors staying overnight account for 23% of the market. • Only 6% of visitors came from overseas. • The main origin of visitors came from the neighbouring counties of Cambridgeshire (40%) and Leicestershire (11%). The three other major generating counties for day visitors include Lincolnshire (8%), Buckinghamshire (6%) and Bedfordshire (4%). • The main activities undertaken included eating out, sporting events, walking, shopping, country houses, exploring countryside, visiting pubs, exploring towns / villages, garden centres, museums and leisure parks. • In terms of likes about district – 38% enjoyed the countryside, 10% liked everything in general, 9% enjoyed the relaxing atmosphere, 9% found the villages and architecture interesting, and 6% found the district easy to get to. • 98% of respondents said they would re visit the district. • Visitors were asked what/whom they associated with East Northamptonshire – 16% did not associate anything with the area, 12% stated friends and relatives, 10% associated Silverstone with the area, 8% associated the area with Rockingham Speedway. A further 6% said they associate the area with Princess Diana (6%), followed by Althorp (4%).

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6. The Tourism Product 6.1 Transport Links and Signage East Northamptonshire has the benefit of the A45 and A14, with close links to the M1, M6 and A1. These roads can also represent a disadvantage in that many people drive through the area without stopping. Railway stations can be found outside the district so it therefore difficult to visit the area without having to rely on the car. Services of value to the visitor are signed by different types of signage. White on brown signs are the tourist information signs applied for by businesses. These signs can help visitors find specific facilities quickly and safely and can encourage wider exploration. White on brown signs are largely the responsibility of the Highways Agency and Northamptonshire County Council, with East Northamptonshire Council being involved at the planning application stage. Key Issues: • Consideration of alternative transport modes and their impact. • A better dialogue needs to take place between Northamptonshire County Council, on signage generally and specifically with regard to the white and brown signage policy. • Maintain good communication links with tourism industry. • Improvement in public transport.

6.2 Information for visitors A Tourist Information Centre is based at Oundle. Tourist information points are also found at Thrapston (East Northamptonshire House) and the Rushden Centre. Approximately 27,301 people visit the Tourist Information Centre in Oundle each year, and the staff deal with 4,728 enquiries. Key Issues: • The Tourist Information Centre is well used by visitors and residents. • Tourist Information points are located at the Council Offices in Thrapston and the Rushden Centre – possibility of further development. • Need to investigate other key points for visitors when Tourist Information Centre is closed. • Need to investigate new tourist information points and interpretation boards for the district. • Scope for the development of the Tourist Information Centre into a One Stop Shop.

6.3 The natural and built environment East Northamptonshire is characterised by attractive rolling countryside, peppered with pretty villages and interesting churches and often a village pub. There are numerous opportunities for walking, cycling and horse riding. There is an established network of footpaths and bridleways, and the National Cycle Byway runs through the north of the district from Oundle. Key Issues: • Promote concept of sustainable tourism. • Require audit of cycle routes in the district. • Enhance the natural and built environment.

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6.4 Market Towns East Northamptonshire’s market towns provide key focal points and service centres for visitors, although to different extents and for different reasons. The momentum created by the Market Town’s Initiative, set up to help revitalise the role of the towns, has continued in East Northamptonshire, and the main aims include the following: • • •

Develop good communication between partners, agencies and communities,

ensuring economic and social vitality.

Identify the strengths and weaknesses of the towns. Compile an action plan for the future regeneration of the towns.

Healthchecks for Thrapston and Irthlingborough have already been undertaken and the action plans are currently being implemented by the town centre partnerships. A healthcheck for Raunds is currently being undertaken and a funding application for a similar scheme in Oundle is under consideration by the Welland SSP. Atkins consultants have been appointed by East Northamptonshire Council to formulate a Masterplan for Rushden and Higham Ferrers, which will detail future opportunities / improvements that can be made in both towns over the next 15 years. This document will be a key document in the support of the Milton Keynes South Midlands growth area, which includes physical as well as socio – economic change and the development of a new infrastructure including housing, transport, key employment sites and leisure etc. Key Issues: • Funding for projects. • Encouraging participation. • Viability of market towns.

6.5 Accommodation and quality The district has a wide range of good quality accommodation. Accommodation providers include small bed and breakfasts, independent hotels, chain hotels, caravan and camping sites and self catering establishments. The main aim for East Northamptonshire in terms of delivery is a quality experience for visitors. East Northamptonshire Council promotes accommodation providers who participate in the ETC, RAC or AA quality assurance schemes through the Tourist Information Network and through publications such as the Short Breaks and Accommodation Guide. Over 40% of accommodation currently participate in the AA, ETC and RAC schemes. “High quality is seldom achieved by chance. It is almost invariably the outcome of care, attention to detail, and fitness for the purpose intended, allied to a genuine concern for the needs comfort and convenience of the user. It is not just about physical quality; it’s also about giving people choices and making the service easy to use”3. In terms of the influences when choosing accommodation or attractions within the destination, the main factors in deciding will depend on three elements: • • •

Location Cost Quality

The only true way to inform guests of the quality of accommodation is through an independent inspection rating.

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Visit Heart of England Tourist Board.

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Tourism operates in an increasingly competitive market which is characterised by rising expectations among visitors and increasing variety and quality among tourism competitors and other leisure activities. Good quality services are expected by residents and visitors alike. The cleanliness of toilets, litter free streets and graffiti free buildings all give positive images and reinforce the importance of quality. The quality of the welcome is also important. Friendly, helpful frontline staff are also vital in shops, hotels, restaurants, Tourist Information Centres and other places used by visitors. These ‘peripherals’ can make the difference between an enjoyable visit and a poor experience. Satisfied customers are more likely to make a repeat visit and recommend the destination to their friends. Key Issues • More bed spaces and associated infrastructure are required in the district. • Raising the profile of the district in tourism terms provides a challenge in the provision of additional bed spaces to meet the needs of additional visitors. • A close relationship between economic services and planning services needs to be developed to voice the tourism view. • Detailed occupancy data for East Northamptonshire is required. • East Northamptonshire needs to move towards a customer focused culture. • The need to investigate training courses for service providers.

6.6 Conference Facilities East Northamptonshire is predominantly a rural destination with small to medium sized businesses. Conference facilities which exist in the district include the following: • • • • • • •

Wheatsheaf Coaching Inn The Bridge Hotel The Talbot Hotel Wadenhoe House Rushden and Diamonds Conference Centre Frontier Centre (education facilities) Rockingham

Key Issues: • Small selection of conference facilities • Opportunities for expansion. • Promotion of current facilities.

6.7 Visitor Attractions Visitor attractions within the district include historic houses, country parks and other countryside sites, local museums, arts, craft, antique and garden centres. The two museums located in the district are Oundle Museum and the Rushden Historical Transport Museum. Some of the key art galleries and workshops include: • • • • •

Fermynwoods Contemporary Art Gallery Woodnewton Pottery Jericho Pottery Dolby Gallery The Old Brewery Studios

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Historic houses are a part of the tourism product and are a strength for the district. Country Houses open to the public within or adjoining the borders of East Northamptonshire District include : 1. 2. 3. 4. 5. 6. 7.

K irby Hall S outhwick Hall D eene Park Elton Hall The Prebendal Manor Medieval Centre Rockingham Castle Lyveden New Bield

Opening times for some of the historic houses are generally limited to Bank Holidays and summer Sundays, or occasionally at other times . Most of them are keen to attract group visits by appointment outside their public opening times. Rockingham, an all – seater sports and entertainment venue, is located within the district. It is one of the largest outdoor stadiums in Europe. East Northamptonshire also has a good supply of local garden centres and shops. Key Issues: • Better information on current and future customers is required. • Limited opening times of attractions. • Local residents need to use their local attractions and develop a sense of ownership. • The District Council supports the development of the English Tourism Council Quality Assurance Scheme for Visitor Attractions.

6.8 Churches East Northamptonshire contains many churches of the finest quality and their history stretches back through the centuries. These churches give the district a sense of place and provide reasons to visit rural communities. The East Midlands Tourism Strategy (2003/10) highlights the opportunity to encourage the development of a regionally co-ordinated infrastructure for the promotion of church tourism. This would aim to market the churches and help them to provide a focal point in their communities for disseminating information to visitors, not just about the church itself, but about the local community. Key Issues: • Limited resources, both physical and financial. • Marketing opportunities. • Interpretation and understanding.

6.9 Country Parks Barnwell Country Park and Fermyn Woods Country Park are managed by Northamptonshire County Council and offer plenty of ways for locals and visitors to enjoy the countryside. Stanwick Lakes and Twywell Hills and Dales are managed by Rockingham Forest Trust on behalf of East Northamptonshire Council. Ditchford Lakes and Meadows are managed by Northamptonshire Wildlife Trust. Wakerley Great Wood and Fineshade Woods are managed by the Forestry Commission and are positioned in the heart of the Rockingham Forest. There are over 500 miles of footpaths and bridleways within the boundaries of the forest for locals and visitors to enjoy. Titchmarsh Nature Reserve is managed by Northamptonshire Wildlife Trust and provides a unique refuge for wildlife in the valley. Glapthorn Cow Pastures is a Nature Reserve and site of Special Scientific Interest because of its wildlife value and a circular walk can be taken to view grassland, meadows and lakes.

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Key Issues: • Joint working opportunities. • Access to external funding. • Marketing potential.

6.10 Walking and cycling A good range of walking and cycling routes have been developed around East Northamptonshire. From long distance hikes to shorter heritage trails there is something for all abilities. Cycling routes with distances ranging from 6-21 miles are also available, with the National Cycle Byway meandering through the Rockingham Forest. Key Issues: • An audit of cycle routes in East Northamptonshire is required. • Opportunities to develop waking routes in towns and rural villages need to be examined.

6.11 Events East Northamptonshire boasts some excellent events throughout the district and these range from the Oundle International Festival which attracts 20,000 visitors and locals annually, to the World Conker Championships at Ashton, which draws thousands of visitors worldwide. Key Issues: • Lack of resources, both financial and physical. • Opportunities to develop new events. • Continue to build on strength of current events e.g Cavalcade of Historical Transport and Country Show.

6.12 Arts and Leisure In August 2003, East Northamptonshire Council set up a Trust to manage the leisure facilities owned by the Council. Cultural Community Partnerships manages the Pemberton Centre, Splash leisure pool and the new Nene Centre in Thrapston. As well as managing the leisure facilities within the district, Cultural Community Partnerships is also responsible for providing arts, sports and heritage development work throughout the district. Key Issues: • Opportunities to gain external funding for projects.

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7. SWOT ANALYSIS A swot analysis has been undertaken to provide a more comprehensive understanding of tourism in East Northamptonshire. This analysis provides a breakdown of the strengths, weaknesses, opportunities and threats to the tourism product of the district. Strengths • Central location • Repeat visitors • Highly accessible via strategic road network for short breaks • Market towns and villages • A well developed and accessible footpath network, including the Nene Way • Undiscovered countryside • Good quality accommodation, which is open all year round • Historical associations with people and events eg. H.E Bates, Mary Queen of Scots, World War II • River Nene offers a range of recreational resources • Tourist Information Centre located in a central position in Oundle, offering a range of services to both visitors and the local community • Variety of attractions that appeal to a range of markets • Country parks • District support for the promotion of tourism • Attractions and countryside accessible to all groups including the elderly, disabled and young people. • Arts and culture • New projects e.g. Stanwick Lakes development • Tourism Officer presence Weaknesses • Lack of image for the district • Lack of white on brown signs • Signposting • Easily passed on through routes • Seasonality of tourism product • Lack of public transport • Lack of medium sized hotels dispersed throughout the district to cater for business and group travel • Limited evening entertainment • Lack of things to do in bad weather • Benefits of tourism not recognised by local residents and businesses • Tourism organisations not perceived as providing members with real benefits • Lack of funding for tourism development and promotion • Poor uptake / interest in training courses for accommodation providers • Lack of boat and cycle hire Opportunities • Encourage support for tourism development amongst local residents and businesses • Develop positive planning policies to facilitate appropriate and sustainable tourism development • Increasing opportunities for funding tourism and leisure eg. opportunities via the Sub Regional Strategic Partnerships – Northamptonshire and Welland • Further development of website – Destination Management System opportunities • Horse riding opportunities through the production of a Welland equestrian tourism strategy • Milton Keynes South Midlands Strategy • Exploit the expanding e-market • Exploit enthusiasm for joint promotion activities • Potential to develop church tourism initiatives

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• • • • • • • • • • • • • • • •

Develop high profile events, with appeal at the regional and national levels Identify and promote site opportunities to encourage new hotels into the district Develop initiatives which attempt to reduce seasonality Develop / package the market potential of walking, cycling and river activities. Encourage visitors to use alternative forms of transport Encourage sustainable tourism initiatives – build on local distinctiveness and the local sourcing of supplies Maximise opportunities for business and conference tourism Development of Stanwick Lakes project Set up good public transport links in rural areas Working in partnership with Explore Northamptonshire to further develop tourism within the county Work with the Welland Tourism Partnership on tourism development projects Encourage new attractions Linking of resources Development of new shire horse centre in Twywell New Heritage Centre at Fineshade Woods Farm diversification

Threats • Lack of local and business awareness as to the importance of tourism • Apathy amongst the owners of potential tourist destinations, and the local population generally • Competition for leisure time and spending • Lack of alternative transport • Public transport • Crime and anti social behaviour • Competition from other destinations • Over-riding dependence on the car • Cheaper foreign holidays are a constant threat • Unpredictable climate • Cost of achieving / maintaining national quality ratings, which is often prohibitive • Milton Keynes South Midlands Strategy

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8. The strategic priorities Set out below are the challenges that the strategy needs to respond to and the priorities and the key actions that will be undertaken during the period of this strategy by the local authorities and their partners. From the consultation work carried out, six strategic priorities for the tourism strategy have been identified. • • • • • • •

Research Tourism Marketing Tourism Development, in particular within market towns. Address quality issues in tourism. Provide effective business support. Work for a sustainable future for tourism in East Northamptonshire. Building local partnerships

Priority 1 Research Aim: To provide data that allows the Council to make informed marketing and product development decisions. Objectives:

• • • •

Collect data on the number of visitors to the district and their expenditure Co-ordinate Visitor Satisfaction Surveys at the Tourist Information Centre. Continue to produce a section within the Short Breaks Guide dedicated to visitors to provide feedback. Benchmark East Northamptonshire’s Tourist Information Centre and tourism services with other Local Authorities.

Priority 2 Tourism Marketing Aim: To ensure that East Northamptonshire exploits effective marketing opportunities through a targeted, themed and co-ordinated approach. Objectives:

• • • •

Produce and distribute the East Northamptonshire Short Breaks and Accommodation Guide. Produce and distribute the ‘Discover East Northamptonshire’ Day Visitor Guide. Develop a branding for Northamptonshire Investigate the potential of information kiosks at key locations / attractions within the district.

Priority 3 Tourism Development, in particular within the market towns Aim: To encourage sustainable tourism development opportunities in East Northamptonshire. Objectives:

• • •

Encourage new good quality and accredited accommodation. Develop three tourism development projects, one per year that relate to the character, history, landscape or natural history of the area. Develop a project associated with the development and promotion of the River Nene.

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• • • •

Investigate the opportunities for the installation of interpretation panels at key routes across the district e.g. in lay-bys and on major routes in and around the district. Produce an equestrian strategy for the Welland area to increase horse riding opportunities. Develop two projects related to the development of the arts in East Northamptonshire. Develop two projects related to the heritage of East Northamptonshire.

Priority 4 Address quality issues in tourism Aim: To provide a high quality visitor experience that meets or exceeds customer expectations. Objectives:

• •

Encourage the improvement and adoption of quality standards in all sectors of the tourism industry. Encourage tourism businesses to enter into annual regional and national tourism awards, such as the England in Excellence awards.

Priority 5 Provide effective support to tourism businesses Aim: To maximise the employment and training opportunities for the people of East Northamptonshire to identify ways to support the extensive range of businesses that make up the tourism sector in East Northamptonshire.

Objectives:

• •

Promote the services of business advice agencies to tourism businesses in East Northamptonshire. Increase take up for Welland Tourism Grant Scheme.

Priority 6 Sustainability Aim: To develop a sustainable tourism industry that is compatible with the needs of the environment. Objectives: • •

Promote the use of local public transport services to visitors.

•

Develop and promote a local food and drink project.

Develop and promote 3 projects, 1 per year, for visitors to engage in walking and cycling activities.

Priority 7 Building on Partnerships Aim: To develop and promote partnerships with clear purposes focused on action and achievement. Objectives: • •

Hold an annual tourism event to bring partners together is order to discuss issues. Continue to expand the tourism sub group of the Business Partnership / implement tourism projects.

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9. The Tourism Action Plan East Northamptonshire Council will be responsible for ensuring that the strategy is implemented, and a full Action Plan will be produced once the draft strategy has been approved and the consultation process has taken place. This will identify all the partners involved, and will include targeted objectives and milestones. The plan will set out a framework for ensuring successful implementation for the priorities set out in the strategy. The strategy will be reviewed after one year to assess the progress and to further develop objectives and key actions.

9.1 Monitoring the strategy In order to achieve the aims and objectives set out in this strategy there will be a need to monitor the implementation of the action plan. The strategy will be reviewed on an annual basis. An assessment can then be made as to which actions have been implemented.

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