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Growing the Peak Tourism Product

A Masterplan for

Distinctive Tourism Product Development

©juice May 2009

Masterplan for Distinctive Tourism Product Development

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A Masterplan for

Distinctive Tourism Product Development

May 2009

This is a Masterplan for Peak District tourism prod uct development and tourism SME action,

initiated and facilitated by the Visit Peak District & Derbyshire DMP along with the Peak National

Park Authority, and undertaken on behalf of the destination’s many tourism businesses.

The actions will be implemented collaboratively by the tourism businesses with support from

agencies and public bodies.

The Masterplan is based upon the findings of a study into differentiated local tourism products of

the Peak District, acknowledging its distinctive natural and cultural qualities. It also harnesses the

dynamics of market and consumer trends in order to cross-reference and prioritise the most

appropriate tourism business ‘growth clusters’.

The Masterplan sets out what the Peak District needs to do to grow its key areas of tourism

product to enable it both to meet and attract visitor demand, increase the value of the product

base, and broaden the areas distinctive appeal to visitors.

Produced for: Visit Peak District & Derbyshire DMP , T: 0845 833 0970 E: [email protected] W: www.visitpeakdistrict.com Produced by: Juice Marketing T: 0115 972 5999 E: [email protected] W: www.juicemarketing.co.uk Jointly funded by: Derby & Derbyshire Economic Partnership, VPD&D, Pea k District National Park Authority


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MASTERPLAN CONTENTS Page

Executive Summary 4

1. Introduction

1.1 Project background. 7

1.2 Project methodology. 9

2. Where are we now?

2.1 The existing Peak tourism product. 12

2.2 Peak tourism perspectives. 16

2.3 The Peak District DNA Profile. 21

2.4 Pointers from other distinctive destinations. 23

2.5 Market trends and influences. 26

3. Identifying Growth Clusters

3.1 Where do we want to be? 33

3.2 Strategy for delivering cross-cutting Growth Clusters. 34

3.3 Introducing the Growth Cluster options. 36

3.4 A Framework to prioritise cross-cutting Growth Clusters: 39

i. Driver 1 – Visitor Potential.

ii. Driver 2 – Peak Product Potential.

iii. Driver 3 – Output Potential.

iv. Driver 4 – Sustainability Implications.

3.5 The prioritised Growth Clusters. 41

3.6 Overcoming barriers. 46

4. Conclusions and Priority Action Plans for Growing the Peak Tourism Product.

4.1 Conclusions. 48

4.2 Priority Action Plans. 49

APPENDICES

A1 Online survey results 62

A2 Distinctive competitors 74

A3 Funding related outputs and outcomes 85

A4 Workshop attendees and survey respondents 90

A5 Business analysis by postcode 93

A6 All ‘Potential Growth Cluster’ assessments 99


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Executive Summary

• The purpose of this Masterplan is to drive economic growth into the businesses of tourism

across the Peak District by spearheading collaborative tourism product development.

• The recommended actions are based on a study into the differentiated local tourism products

of the Peak District based on its natural and cultural qualities. This has been supplemented

with tourism stakeholder workshops, competitor audits, market trend analysis and a

crystallisation of the Peak District’s wholly distinctive offer of England’s most accessible

outdoor experiences.

• The evidence has identified some fundamental issues and barriers to be addressed and

overcome:

o lack of SME interaction and effective networking,

o no comprehensive databank of tourism businesses to work with,

o silo working within selected sectors,

o fragmented product knowledge amongst stakeholders,

o narrow perceptions of the broad and diverse experiences available to visitors

amongst potential visitors,

o little co-ordination or leadership of the overall business of tourism – and especially

tourism development.

• Against this, we discover:

o an iconic consumer brand,

o a rich breadth of product experiences and natural assets,

o destination pride and an ambition to raise the game even further,

o a desire for effective collaborative working and the achievement of added value

o an exciting opportunity to create cross-cutting Growth Clusters to shape new

product developments.

• Analysis of the various strands of data suggest there is significant potential to generate

economic growth through raising visitor spend levels, extending visitor stay times, encouraging

greater participation in paid-for experiences, and attracting modest visitor growth.

• Informed speculation of potential economic returns suggest that some £20m GVA pa could be

delivered in the medium-term – and that lower, but still significant returns can potentially be

achieved in the shorter-term with relatively modest new investment.


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• These results can be delivered through facilitating much closer collaborative working across

the existing business base, and by independently pursuing three prioritised Growth Clusters,

presently identified as Gentle Outdoors, Wellbeing and Peak Produced. Each of these three

business clusters must be driven forward by a commercially focused developer team, largely

made up of business representatives, with the collective responsibility to create and deliver

collaborative initiatives. This will also require crisp and energised facilitation skills.

• Encouragingly, many of the product elements already exist. Growth can readily be achieved

largely from collaborating and presenting existing products in new and joined-up ways. This

activity will be the catalyst for continued collaboration which will subsequently deliver genuine

new product development / investment and longer term economic growth.

• It must be noted that there is currently no identifiable leader, manager, facilitator, owner etc of

the overall Peak tourism product. This is why fragmentation and duplication prevail. We

conclude that the initiative will only fulfil its true potential if it is enabled in such a way as to

deliver effectively from the outset. Consequently the Masterplan actions are initially seeking to

create the right environment within which the businesses can develop themselves.

Concurrently, we conclude the need to establish the functional role of a Peak tourism

development ‘leadership board’ as a new, virtual capability that will inspire real returns.

• In this way there will be the clear leadership and direction required, as well as the facilitation

skills on the ground, to enable the tourism micro/SMEs to collaborate and grow overall. The

three priority Growth Clusters are already scoped out and will provide the development

framework for the three business clusters to work to.

• Each of the three prioritised Growth Clusters is built around a tangible consumer opportunity

as well as a strong Peak District capability to deliver a product that will readily generate an

economic impact. We introduce the idea of outer-focused, visitor-facing clusters – which are

built around the creation of visitor-facing experiences rather than inward, product facing silos.

Each cluster also shares the underlying opportunity of incorporating a joined-up, strategic

events programme. The new clusters fundamentally address the narrowness of the prevailing

sector-by-sector networking which does seem to perpetuate ‘silo’ working. The new Growth

Clusters are hence more cross-cutting in nature and seek to broaden out the range of

experiences that visitors may be offered.


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• To develop and grow the tourism business, we must first broaden and strengthen its appeal –

primarily to existing visitors to encourage them to enjoy more facets of the destination;

thereafter to new visitors in attracting modest, responsible and sustainable growth in visitor

numbers.

• We suggest the prime target markets for the product developments we pursue - ie those

visitors who will be most likely to deliver greatest economic return for least cost (including

environmental impact) - may best be described as . . .Gentle Experience Seekers

. . . people who may already feel ‘familiar’ with the Peak District – although they probably know

very little indeed about how easy it is to get here (on a regular basis), and how easy it is to

become engaged in an unparalleled choice of pastimes and delights, activities and

experiences. To relax and savour the experiences on offer and to rediscover what life is really

about. To do as much, or as little, as they like; in beautiful surroundings and inspirational

landscapes. The Gentle Experience Seekers are not driven by the promise of outdoor

adventure and adrenalin-laden action-packed experiences.

• We also highlight the proximity of vast numbers of Gentle Experience Seekers – the millions of

people living within easy striking distance of the Peak District. If we could develop and share

product experiences that encourage just 10% of infrequent visitors to stay a little longer and do

something extra, and to encourage 5% of passive leisure travellers living within 90 minutes

journey time to get to know the experiences of the Peaks . . . we could realistically be growing

the visitor day numbers by over 2 million pa and boosting GVA by in excess of £20 million pa.

• In summary, we wholeheartedly challenge the drift towards sector specific clusters, and

instead wholly endorse the pursuit of cross-cutting clusters that are more aligned to broader

visitor experiences. This represents a basic shift from product / supplier-focused activity, to

market / visitor-focused activity. Achieving this through effective micro / SME collaboration will

be the key to delivering economic growth for the businesses of tourism and as such the

prioritised clusters form the strategic backbone of Peak tourism product growth

Masterplan .


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1.

Introduction

1.1 Project background

• The project is a study into differentiated local tourism products of the Peak District based on its

natural and cultural qualities. It contrasts the findings with practice in other destinations, and it

harnesses the dynamics of market and consumer trends in order to cross-reference the most

appropriate business clusters to be prioritised in growing the Peak tourism product. The

project aim is to create a Masterplan for tourism product development and tourism SME action

- to be implemented collaboratively by the businesses of tourism with support from agencies

and public bodies. It is a catalyst for distinctive tourism product development.

• As the business of tourism is typified throughout the country by a fragmentation of small

independent players, such a clear collective remit to drive tourism growth through pursuing

collaborative product development across a whole destination is a refreshingly new

occurrence.

• The start point for this project is the realisation of a stark economic fact - visitor spend is

significantly lower in the Peak District than equivalent rural destinations, including other

National Parks, for both day visits and staying visits. Part of the reason for this is that the

depth, range and value of many of the areas local distinctive products, outside of the main

attractions and accommodation, is not as strong as other destinations. If left alone, this

situation is likely to deteriorate as visitors become ever more conscious of sustainable,

environmental, responsible, and differentiated tourism offers generally – and choose

competitive destinations in preference to the Peak District.

• In fundamental terms, it is widely acknowledged that the Peak District tourism product is

inherently strong, and proudly rated by consumers as an iconic tourism brand . . . yet it is also

potentially fragile and comparatively narrow in the way it is perceived - and hence

commercially vulnerable. Responsible growth of the Peak tourism product will address this

vulnerability. To grow it, we must first broaden and strengthen its appeal – primarily to existing

visitors to encourage them to enjoy more facets of the destination; thereafter to new visitors in

attracting modest, responsible and sustainable growth. In broadening as well as strengthening

the core Peak tourism product it is necessary to crystallise the Peak’s unique appeal – its

brand essence – and to safeguard its integrity . We have been very aware of the need to be

100% true to the values and the ethos of the Peak District – because therein lies it’s true


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visitor appeal. The destination DNA (the sum of Distinctive Natural Assets) is the core

element that must first be interrogated and profiled. This will provide the foundation as well as

the constant benchmark for measuring the appropriateness of the ensuing product

developments. We highlight in our process the real significance of crystallising the Distinctive

Natural Assets - rather than simply assuming that what the Peak District is innately famous for

is also the best basis for its future growth.

• We also highlight that this DNA profile must be gauged alongside that of comparable

destinations. A competitively honed product development plan will need to be shaped in order

to translate distinctiveness into commercial return – and a sharply focused Masterplan created

that rests on collaboration as the catalyst for delivering growth in tourism’s economic value.

This will also rest for success upon the tourism sector’s ‘collaborative’ ability to access seed

funding to get the development ball rolling. So the Masterplan pays very close attention to

delivering outputs that will leverage both public and private sector investment.

• Challenging issues along the way have included: the assessment of how far the Peak District

brand values can be stretched in order to create distinctiveness whilst still being true to type;

and the interpretation of what exactly constitutes the sort of distinctiveness that will attract

visitors as opposed to just being part of a well-rounded destination story; or in identifying the

hooks that will engage the private sector micro/SMEs in the pursuit of potentially niche market

developments; and around how we can incorporate sustainability (in all senses of the word)

across the tourism industry developments.

• The geographical boundary of the project area requires careful consideration – in particular

the distinctly different remits of the Peak District National Park, the Peak District & Derbyshire

DMP, the Staffordshire Moorlands Peak District, the DDEP administered Rural Action Zone

(RAZ) and its Leader grant area . . . alongside the fuller visitor-related picture which, as we

know, is not constrained at all by geographical boundaries. The common thread is the

opportunity to grow the Peak tourism product through distinctive product development based

on deeper, richer, broader visitor experiences.

• In order to make a real difference, this Masterplan must change the way things have been

done previously. Consequently we have endeavoured to base these proposed changes on

close sector engagement. It has been important that stakeholders are kept informed as well as

consulted; and that the benefits of developing distinctiveness are phrased in tourism business

language. So far, the project has generated wide stakeholder support for its remit and rigour.

We would urge that this energy and interest is capitalised upon and the momentum gained so

far is actively pursued.


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1.2 Project methodology

• Following an initial scoping and inception meeting with the project steering group the work has

been delivered through three phases, as follows:

Phase 1 – Gather Evidence

(More detailed commentary on the research findings is included in the appendices.)

Product Assessment

• Assessing the Peak District’s current range and quantitative stock of differentiated local

products in key areas including but not restricted to: outdoor activities / adventure; spa /

health; local foods; arts / crafts; nature / culture; history / heritage; eco-tourism.

• Distinguishing between the Peak’s core brand attributes (natural assets) and those deemed to

be non-core but distinctive in that they are based upon the breadth of high quality natural and

cultural assets.

• Engaging local businesses in the formative work and actively pursuing the issues that matter

to them in product development, business support, and sector growth.

• This was achieved using a variety of techniques:

o Undertaking desk and field research in and around the Peak District.

o Reviewing existing documents, strategies and surveys, including the wealth of

National Park Authority published research data from the last 10 years through to

the November 2008, emda funded, SQW produced assessment of tourism’s

economic contribution to the Peak District.

o Conducting postal, e-mail and online interviews amongst local tourism providers

and influencers. Lists were compiled from a variety of sources, merged, de-

duplicated, cleaned and contacted – the resultant lists comprised 1375 attractions

and accommodation providers who were each approached by email, plus 774

attractions who were each approached by post. (A further 522 accommodation

providers with postal details only were not contacted as an unnecessarily low

response rate was anticipated). A profile of the project and its purpose was

shared, plus postal and online self-completion of a qualitative questionnaire made.

o Conducting face-to-face interviews with 5 ‘headline’ stakeholders.

o Recruiting and facilitating 5 Growth Workshops located in Leek, Castleton,

Buxton, Hartington and Bakewell. Each lasted 2 hours and overall they involved

83 representatives of the tourism micro/SME sector and associated organisations.


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Animated discussion was mixed with gathering of insights, product needs

assessment was mixed with competitor analysis, and product distinctiveness

‘mapping’ was mixed with product growth assessment. A considerable amount of

qualitative evidence was gathered.

Competitive Assessment

• Researching and assessing how other destinations have successfully maintained or

developed their product or destination around distinctive visitor offers - and grown visitor

spend as a consequence. An initial online trawl of the UK generated a short-list of possibilities,

from which we analysed eight in greater detail.

Market Demand Assessment

• Collating and analysing market trend data and considering what product developments should

be a priority to attract the most appropriate target markets, whilst also gauging the impact of

high cost versus high added value developments. Identifying the likely demand, including

target market assessments, for distinctive and differentiated tourism products, set alongside

the core day trip and short break products.

Phase 2 – Analysis and Interpretation

Analysis and First Concept Scoping

• A full summary and analysis of the Phase 1 work was compiled and subjected to close

scrutiny. Underlying trends were identified and the threads for possible growth clusters were

listed. Strategic assessment of the nature of themed concepts and growth clusters was cross-

referenced with the Peak product profile . . . and some interesting interpretations made.

• First draft growth cluster options were created and possible implementations built.

• An investigation and review of grant and funding channels was undertaken, and a detailed

compilation made of the associated KPIs (Key Performance Indicators). Cross-cutting outputs

were identified, and the funding channels were referenced with geographical coverage areas

and with wider emerging cluster themes.

• A proposed framework for growth cluster appraisal was formulated, identifying the four most

significant drivers of product development success, and first draft growth cluster options

tested.


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Interpretation Workshop

• Facilitating a half-day Interpretation Workshop comprising 28 partners and key stakeholders.

The purpose of the workshop was to present and discuss the project’s initial findings, and to:

o Identify any new or different factors to be borne in mind,

o Gauge reactions to cluster concept options and the basis of assessment,

o Identify potential priority concepts and probe development possibilities,

o Identify the barriers to such product development in the Peak District,

o Identify the solutions that may be required that will overcome these barriers,

o Agree actions that will help to stimulate, foster, support and enable product

development and encourage investment to happen.

• The workshop included the following representatives:

o Visit Peak District & Derbyshire DMP,

o Peak District National Park Authority,

o Staffordshire Moorlands District Council,

o High Peak Borough Council,

o Derbyshire Dales District Council,

o The University of Derby,

o EQM and BESST,

o Peak District Rural Action Zone (RAZ) LEADER,

o Peak District Market Towns Coordination,

o Derwent Valley Mills World Heritage Site,

o DDEP,

o Peak Connections,

o Derbyshire Arts,

o Peak Experience,

o Peak Products,

o Arkwright Society,

o Private sector representatives – from larger and small tourism organisations.

Phase 3 – Masterplan Preparation

• Rationalising the outputs from the workshop relating to barriers, solutions, priorities and

targeted interventions that need to be met in order to achieve the Masterplan outcomes.

• Identifying Growth Cluster options, developing opportunity assessments based on the

evidence gathered, and completing the appraisal of concept options to create a priority list

against which a plan for Priority Actions and Support Implications was drawn up.


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2. Where are we now?

2.1 The existing Peak tourism product

• A snapshot of the Peak District visitor market, based on current published data:

o Around 15.7 million people live within 60 miles of the Peak District National Park

(about 32% of the population of England). We believe that some 6 to 8 million of

these can travel to the Peak District within a 1-hour journey time.

o 65% of visits to the Peak District National Park, some 13.5m pa, are day visits, the

remainder being visits by people staying on holiday (4.8 av nights = 7m pa).

o Over 60% of all recreational visits to the National Park are made during the

months of May to September. Sundays are the busiest day.

o In a typical summer week, over 500,000 visits are made, while a typical low

season week may have over 250,000 visits.

o In the PDNPA visitor survey of 1998, it was found that 80% of visitors had been to

the Peak District National Park previously; 87% of visits are made by car.

o The Peak National Park is the second most visited National Park in the world –

with nearly 21 million visits pa, although taking repeat visits into account, this may

constitute a lower, but still substantial, 10 to 14 million individuals. A further 3.6

million people drive through the National Park just to admire the scenery.

o Over 25% of the Peak District workforce (3,500 of the 14,000 total) work in

tourism, with about 5,500 in the more widely defined visitor economy. This

embraces 2,800 businesses and £784m turnover; £125-135m of which is tourism.

The wider RAZ area estimates nearly

o There are 3,005 km of public rights of way in the Peak District National Park,

nearly 75,000 hectares of Environmentally Sensitive Area and 51,000 hectares of

moorland, together with 109 Conservation areas, over 4,000 scheduled

monuments and 2,899 listed buildings (source: RAZ Action Plan 2008-11).

(Source: PDNPA web statistics 1998 to date; SQW Nov 2008; EMT Steam data; VPD&D data).

• Juice has interrogated various secondary data sources to estimate the size and shape of the

visitor economy in the Peak District project area. However, as the geographical boundary of

the area is difficult to define, this data is therefore drawn from information sources which most

closely match ie The Peak District National Park, Derbyshire Dales, High Peak and

Staffordshire Moorlands areas (see map Appendix A3). The time periods during which the

various data sources were compiled also vary widely. For these reasons, the results should be


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viewed as indicative only, and not as an accurate picture of the present day visitor economy in

the project area.

• 2006 STEAM data for the Derbyshire Dales and High Peak districts demonstrates the

significant impact which tourism has on the local economy, with £385m of expenditure spread

over the two areas. Around £40m was estimated to have been spent on accommodation,

£65m on food & drink, and over £80m on shopping. Similar patterns are seen in the 2004

Economic Impact Assessment for Staffordshire Moorlands (using the Cambridge Economic

Impact Assessment Model.) Here, tourists spent £122m including £11m on accommodation,

£46m on catering and £29m on retailing.

• The 4.1 million visitors to the Staffordshire Moorlands in 2004 (including roughly 2.6m to Alton

Towers, 2008 est) are estimated to have supported around 3,000 local jobs, approximately

2,600 directly tourism related and 400 non-tourism jobs dependent upon the multiplier spend

from tourism. In the Derbyshire Dales and High Peak areas in 2006, some 6,900 jobs were

suggested to be linked directly to tourism, with a further 1,400 people in indirect employment.

• Research from 2006 on the economic impact of National Parks in the Yorkshire and Humber

region (which includes part of the Peak District National Park) emphasises the importance of

tourism, with local multiplier effects of direct expenditure by visitors estimated at 40-50% of

initial expenditure. The environmental quality is also an important contributor to economic

activity – the same research suggests some 65% of jobs in the areas are depended directly or

indirectly on the quality of the environment.

• In 2005, total expenditure from trips to UK National Parks was £407m, and the average

expenditure per trip was £11.50 (England Leisure Visits, Countryside Agency.) The proportion

of expenditure per item (as % of total spend) was: 46% on meals, snacks and non-alcoholic

drinks, 27% on fuel, 7% on admission tickets, 5% on alcoholic drinks, 4% on gifts and

souvenirs, and 4% on local products. In the same year, on average, people spent £9.65 during

their visit to the Peak District National Park - one in three visitors did not spend anything (Peak

District Visitor Survey 2005.) The 1998 Visitor Survey showed that staying visitors spend on

average £21-26/day.

• Micro businesses are a major part of the business base of the Peak District (as defined by the

Rural Action Zone area), there being approximately 8,000 businesses with less than 10

employees (micro businesses). About 75% are in the rural areas, the remaining 25% are in the

market towns including Buxton, Matlock and Glossop.


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• It is difficult to clearly identify those which are ‘tourism businesses’, as many types of

businesses in non-tourism sectors also benefit from the annual influx of tourists and the visitor

economy in general. In the rural areas, hotel and catering accounts for around 7% of the

business sector and retailing nearly 9%. The creative industries are also an important group in

the Rural Action Zone. Research into the sector suggests that it represents 9% of the

economy in High Peak and 8.1% in Derbyshire Dales. It also highlights Buxton as an

increasingly attractive location with a growing cultural profile, and Glossop, Matlock and

Wirksworth as strong creative clusters.

• Our own direct research into the Peak tourism industry has identified a very broad range and

quantitative stock of micro/SMEs operating in the tourism sector. We have included, but not

restricted our search to products falling into the following categories:

Outdoor activities / adventure

Spa / health

Local foods

Arts / crafts

Nature / culture

History / heritage

Eco-tourism

Events

• Examples are shown here to illustrate the diversity of business types within just two

categories, and the patchy nature of data, for instance we believe there may be an additional

35 equestrianism facilities available for visitors – which in grossed up terms signifies a huge

breadth of quite different small and micro businesses. (see Appendix 5 for full details.)

Outdoor activities / adventure (based on specialist providers/operators) Cycle Hire 11

Cycle Activities 11

Walking/Hiking 17

Climbing 13

Horse riding/trekking 6

Air sports 5

Caving/Potholing 8

Golf 5

Water Sports 9

Fly Fishing 2

Clay Pigeon Shooting 1

Archery 2

Quad biking 1

Arts / crafts

Jewellery/adornments 7

Ceramics 6

Contemporary/Artisan 8

Fine Art 16

Furniture 5

Photography 3

Textile Design 2


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Paint Ball 1

Outdoor Swimming 1

• Research has revealed a picture of great product diversity, with much distinctiveness which

could help to differentiate the destination from others. And yet the inference from the research

is of an abundance of micro/small enterprises working independently in a disjointed way, and

a tendency towards ‘silo-working’. Significantly there is little networking within categories and

even less between categories.

• Where groups or clusters of business types do exist, such as in the food & drink sector, there

has clearly been a tendency for local providers to focus on product quality rather than raising

awareness or on promotion to visitors. Product development has generally involved

investment in facilities and infrastructure by the businesses themselves, or through themed

promotional collateral and campaigns by the Peak District National Park Authority and Visit

Peak District & Derbyshire DMP. These have often involved members of the same niche

sector fitting within a tight, promotional theme.

• There is little evidence of collaborative cross-sector working (such as joined-up packages

comprising a mix of different experiences) which may better meet the mixed needs and

interests of most visitors, and which would enhance the Peak District’s visitor offer. There is

also evidence to suggest that much of the destination’s genuine product distinctiveness

remains unknown or difficult to find – thousands of small enterprises which are failing to grasp

tourism marketing opportunities available to them from a more collective approach.

• A recurring, underlying theme to this project (surfacing at several points throughout the

workshops) has been the transparent need to join-up the thinking and the planning of the

many disjointed products and businesses that make-up this richly diverse destination.

• This includes those traditionally referred to as tourism businesses as well as those non-

tourism businesses that have, or could have, an active role to play in delivering stronger visitor

experiences (the service sector accounts for over 40% of businesses in the National Park). It

includes an appreciation of the distinction between free experiences and paid-for experiences

– and achieving an appropriate balance between the two. And it embraces a crystallisation of

the many contrasting experiences on offer across this relatively compact area – from dark

Peak to white Peak, from serious walking to gentle strolling. It is a destination of complete

contrasts – almost extremes – and the joining-up process has the potential to deliver

significant economic synergies indeed.


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2.2 Peak tourism perspectives

• The stakeholder workshops and on-line survey revealed an incredibly wide, diverse,

fragmented and patchy knowledge of the Peak District product – a huge number of specific

experiences were mentioned by the individuals canvassed, yet surprisingly there was very little

consistency of mention (on any rating) around any specific element. Indeed, the backbone of

the Peak perspectives held by the stakeholders seems to be constructed on the geological

contrasts of the landscape and the natural affinity with outdoor pastimes. That comes as no

great surprise. Significantly however, very few ‘stakeholders’ come even close to appreciating

or knowing about the real breadth of experiences on offer. This is a fundamental factor to bear

in mind. Such patchy internal perceptions are an issue, and help greatly in justifying the need

to crystallise the real Peak District ‘DNA’ – if only to be able to talk about its real personality –

and the scope of its real appeal. Much of the product, and there is a lot of it, appears to be

truly distinctive and special to the Peak District.

• When asked about their favourite parts of the Peak District, workshop attendees’ responses

were incredibly varied and included:

Leek / The Roaches / Crohn Hill / Stannidge / Manifold Valley / Bakewell / Castleton /

Brown Jug / Chatsworth Estate / Chatsworth farm shop / Carsington Water /

Tittesworth Reservoir / Arbor Low / Reservoirs / Pooles Cavern / Monsall Dale /

Derwent Reservoir / Opera House / Tissington / Churnet Valley / Kinder Scout / Upper

Dove / Dales / Old Glossop / Bretton Clough / Dinsdale / Market Towns / stepping

stones / Dark and White Peaks / walls / historic traditions eg well dressing / dark at

night / stars / walking (serious and not so serious possibilities) / tranquillity / peaceful

paths / cafes and tea rooms / restaurants / food / tramway / different independent

shopping / Opera House.

We have collated over 350 different favourite elements from just over 170 individuals. At a

superficial level this instantly positions the Peak District as potentially offering something

special for most people. It also suggests a huge breadth and mix of fragmented knowledge is

held by people generally – but individually the knowledge base if very narrow indeed.

• Asked to comment on what they felt made the Peak District distinctive , attendees responded

with a very broad range of products, places and features, that collectively make up a

distinctive mosaic effect for the destination overall :

Contrasting experiences / country houses & stately homes / local foods / striking

landscapes (natural but shaped and influenced by man) / diversity of geography /


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accessibility (not as remote as other national parks) / first national park / dry stone

walls / Bakewell Puddings / caves / quiet, remoteness, tranquillity / serious and gentler

walks / well dressing / fishing / cycling / huge diversity in a really compact area / an

unknown location / friendly welcome / varied network of walking paths / spoilt for

choice in an unspoilt location / wilderness on doorstep / central location, easy access /

something for everyone (grannies to granites) / cultural aspects / contrasts of

landscapes / great pubs / village well dressings / rural industrial heritage / passionate

people / attractions / railways / open country / dry stone walls / Blue John / speciality

foods / well dressing / festivals / preserved unspoilt villages / a natural high / artistic

output / feeling of quality / contrasting landscapes / rock climbing and pot holing /

drystone walls / interesting market towns / diversity of countryside (dark and white) for

outdoor pursuits terrain and good conditions for photography / calming / fresh air /

unspoilt / restful / indulgent / peace & quiet.

The diversity of the perceptions people hold are as valuable as their range and breadth. There

seems to be no bounds to the extent of the Peak District distinctiveness – or more

appropriately it’s potential for distinctiveness based on its natural and cultural qualities.

• However, when questioned about what the Peak District is famous for , the stakeholders came

up with far fewer responses.

A selection to contrast with the earlier responses includes:

Chatsworth / Peak Practice / afternoon out / walking / Buxton Mineral Water / Buxton

Festival / outdoor activities / Bakewell pudding and tart / Blue John / Pennine Way /

Pride & Prejudice / Derwent Dam / Arkwright / Eyam / Kinder trespass / Dovedale /

Dambusters / Grisedale Hall / spas.

In it’s own way this response signifies the opportunity to grow the Peak tourism product simply

through broadening the knowledge base amongst those who currently know it (and love it) for

a narrow set of experiences.

• When asked what the Peak District could be famous for in 5 or 10 years time – intended to

tease out a picture of the sector’s ambitions and aspirations - a much wider range of products

and experiences were suggested. This reflects the local industry’s strong, yet hidden, desire to

broaden the appeal of the destination, and to see a broader, more representative marketing

message being employed.


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Some of the responses include:

Something for everyone / great connections / unspoilt but interesting / not just naked

countryside / lots of things to do without your boots on / adventure playground / spa /

quality accommodation / antiques / independent offer such as retail / well appreciated

festivals and events programme / adventure / outdoor activity / passive activities /

heritage / traditions / breadth of things to do / safe environment / welcomes visitors / a

well-enjoyed place (the country’s favourite park) / opportunity to try something new /

stately homes / excellent visitor facilities / quality experience / local culture /

independent retail and food speciality offer / friendliest place / utter freedom / greenest

and most natural and sustainable and future-proofed environment / Buxton Water /

green gym / healthy living / responsible and healthy heart of the country / good quality

local food / quality times and quality values / something to delight the whole party / spa

boom / world heritage site / renowned programme of festivals and events / fishing /

ambling and strolling / historical, literature and film trails / gallery trails / horse riding /

ballooning / weaving (farming connections and skills).

Ultimately . . . a distinctive mosaic that collectively offers the m ost diverse

outdoor experiences available in and around a Natio nal Park!

• Stakeholders were asked to suggest ideas for product and/or cluster development, and for

ways in which the business of tourism in the Peak District could be improved. There were a

series of specific and focused responses, yet interestingly there was little suggestion (ie

appreciation) regarding how these should be ‘developed’ or who should facilitate their delivery.

Responses included:

o A local visitor trial / loyalty card

o A more comprehensive on-line shop window

o A full list of suppliers to be used by tourism industry businesses – an

accessible and reliable network of quality suppliers and associates

o Single day itineraries

o Short break itineraries – with something for each member of the party

o An activity search on the tourism website

o Destination film footage on website

o More comprehensive coverage on website

o London getaway breaks (this represents some 50% of the business in some

establishments)


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o A ‘digging deep’ message – many visitors only scratch the surface eg only

walk 200m from the car in a car park

o Marketing should lead on activities not accommodation

o More information and fewer adverts in the Welcome magazine – very good

but could be more informative like the Lake District guide/magazine (only £2

and bi-annually)

o Need easy access to events info/listings in the local area (on the spot)

o Industry communications need to come from a credible source

o A comprehensive annual calendar / programme of events – that is easily

available, always up-to-date, and sent to all individual businesses on a 1 or 2

weekly basis for each next few weeks calendar

o Must become better at selling the place and its thousands of products –

visitors who come and see for themselves the first time are amazed.

o Distinctive, local, tradition-based personalities and traditions – the way we do

it in the Peak District

o More shared product knowledge – for internal/local market as well as

external visitors. Credibility of filtered source of information ie DMP – but who

pays?

• The workshops and surveys also highlighted a number of issues which micro/SMEs feel need

to be addressed, particularly those which relate to tourism infrastructure, business support,

marketing and the role of Visit Peak District & Derbyshire DMP. These ‘barriers’ must be

minimised wherever possible:

o Public awareness is hazy about what and where the Peak District is –

signposting and a more proactive/aggressive awareness programme.

o The Peak District is still underrated as a holiday destination, more known as

just a short break place or somewhere to pass through whilst going

elsewhere.

o It is not well enough publicised nationally, and often seems to miss out in

national press features.

o More publicity for the area should be directed at surrounding towns and cities

- many people living in urban areas surrounding the Peak District (in

Manchester/Sheffield/Lincoln/Birmingham) never think of travelling there, but

go to the Lake District or Wales instead.

o The ‘tourism’ website should be more informative about more products

(especially the smaller ones) and places, including villages.


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o Avoid presenting a narrow picture of the destination to visitors because they

may be exposed only to places which pay to go on the website ie it is not a

comprehensive shop window.

o There is a perception that the DMP only appears to help SMEs if these small

operators ‘buy into’ advertising on the website or in the visitor guide.

o The number of visitor enquiries directed from the official website to SME

websites appears very low.

o The Peak District needs a better more integrated transport system, including

buses linked to the train stations, and better bus services in general.

o SMEs would benefit from direct support from a Peak District business advisor

that they could contact regularly.

o Signage around the destination is fairly inconsistent and doesn’t seem to be

‘joined-up’

o The planning policies of the Peak District National Park Authority are seen to

be too restrictive, and do not encourage the development of new tourism

initiatives ie identify empathic development projects.

o There is a lack of business support and networking opportunities for small

tourism businesses – too much investment and support seems to be directed

just at the large ones.

o There is a perceived lack of quality engagement with SMEs, accompanied by

growing cynicism over the value of such (witnessed by low response rate to

survey and workshop invitations). Strong expressions were made of the need

to drive engagement activities properly, with commitment to coordination

activity rather than just playing lip-service to it.

We identify here the first two of several PRIORITY ideas to be developed for the tourism

industry . . . that represent interventions that will help to overcome some of the barriers raised:

Priority Idea

The Peak Knowledge (like the London cabby exam or the Derby Diplomat scheme) - that

tourism stakeholders could become individually accredited for . . . based on their product

knowledge and their ability to cross-sell in the advice given to visitors . . . quality of visitor

service – and this knowledge should be readily available online for visitors before and

when they are here - and accessible in TICs and in accommodation providers.

Priority Idea

The Peak Tourism Business Link – create a comprehensive database of (good quality)

businesses, including traditional tourism as well as ‘shoulder tourism’ businesses (such as


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21

minibus operators, farms with stabling facilities, caterers using local produce, guides and

local community groups), which is available for free all businesses who deal with the

visitor economy. The potential exists either to extend the DMS to deliver this – and allow

free access via an extranet facility, or to create a purpose built facility. The key is for the

Tourism Business Link to offer, and to be perceived as offering, a valuable service to the

industry – and it will then be used spontaneously. It should operate independently of the

commercial web and campaign programmes – yet could offer a practical mechanism for

growing and enhancing the quality of the database of local businesses engaged.

• We should also incorporate into this section the perspective of the Peak National Park

Authority. According to the Environment Act 1995, the purposes of National Parks are:

to conserve and enhance their natural beauty, wildlife and cultural heritage; and to

promote opportunities for the understanding and enjoyment of their special qualities.

The National Park must also ‘foster the economic and social well-being of the local

communities.’

Recreation and tourism development must be sustainable to protect the Peak tourism

product’s natural and cultural assets for future generations to enjoy. Using sustainability in a

social, economic and environmental context, it is recognised there is an underlying need to

build an economy that depends on and contributes to the conservation of the unique qualities

or the Peak District itself (its DNA), which improves the quality of life for the local community

and which promotes opportunities for public enjoyment and understanding. Sustainability

should become a potential driver of the development process.

This Masterplan for economic growth aims to work in total harmony with this perspective.

2.3 The Peak District DNA Profile

• The Peak District is an incredibly well-known destination – but only at a superficial level. It is

acknowledged as an iconic tourism brand ( EMT’s Destination 2010 regional tourism strategy

identifies the Peak District as one of three iconic brands of the East Midlands). However based

on the workshop evidence most people also know little about where it is or what it offers. Of

equal concern perhaps, is that the majority of the large proportion of people who think they do

know a lot about the Peak District, in reality know only a small proportion of the full story, so

there is much to tell – internally as well as externally.


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• What we do know is that the Peak District benefits from a relatively consistent picture of

positive attributes . . .

Unspoilt and natural

Accessible location (to get to and to get around)

Quality attractions

Traditional events

For walking and the outdoors (of a gentle or demanding nature)

Challenging and calming

Steeped in industrial heritage and history

Welcoming

• The Peak District also suffers a few incorrect perceptions as well. The location - or more

significantly, the easy accessibility for such a huge number of people - is not actually widely

recognised or appreciated; and the feedback from many first time visitors suggests they would

have been Peak advocates a long time ago if only they had known a little more of what the

diversity and quality it offers. It seems too easy for the Peak District to be overlooked by huge

numbers of potentially captive local visitors.

• So, the Peak District is very accessible. In fact, it is probably the most accessible and probably

the least remote / most inhabited / most varied of the country’s National Parks. One of the

biggest unsung, yet most likely strongest, reasons for its huge popularity is based on

accessibility. Whilst this may also be the reason why so many people tend to use it as a low-

cost day out – it is also the basis of seeking to justify a different type of visit full of worthwhile

experiences. It must be brought more ‘front-of-mind’.

• The Peak District is also the most varied of all the country’s National Parks. It embraces semi-

urban as well as rural and remote. Contrasting landscapes and vistas abound and simply add

to the rich offering. With such a range of quintessentially English experiences, it may qualify as

offering the broadest taste of England in a very compact area. It may also qualify as the UK

destination offering the most accessible remoteness.

• In considering the Peak District position in relation to other National Parks or to other rural

destinations in the UK, it is not a straightforward task to identify one, single, basis of

distinctiveness. It is a mix of many things. And contrasting things. In isolation, any one could

be appropriate, but at the same time, no single facet is capable of being truly distinctive or

differentiable. In moving towards a statement of the core essence of the Peak District – the

destination DNA as introduced earlier – we start by suggesting it is all about the outdoors.

About the English outdoors. And moreso, about England’s Most Accessible Outdoors.


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• In order to introduce a single-minded focus to the tourism product development process, we

propose that the basis of crystallising the destination’s Unique Selling Proposition based

wholly upon its natural and cultural assets, is something along the lines of:

. . . England’s most accessible outdoor experiences

These are the totally unique values and qualities that create the Peak District’s distinctive

Sense of Place. It is not a strapline or even a set of words that will ever be socialised. It is a

core thought . If you had a DNA profile – this would be it. It encapsulates what’s in your

genes. Why you are different. What makes you distinctive. And it is the core thought behind

everything you do or say.

Priority Idea

Use one single-minded brand USP . . . England’s most accessible outdoor

experiences – let’s be clear and single-minded about our natural distinctiveness and

develop products and cross-cutting initiatives that celebrate this unassailable position, and

build sustainable growth for the communities and visitors of the Peak District.

Our task now is to build and develop new products onto this core proposition with a sound

basis of cross-cutting development clusters.

We flag the importance of defining destination DNA and a unique selling proposition within the

scope of this project as we suggest it is the cornerstone to effectively evaluating which product

development cluster ideas really are in step with the Peak District brand . . . and which may

not be.

2.4 Pointers from other distinctive destinations

• A detailed exploration has been made of other UK destinations which appear to have their

own distinctiveness of product, based on unique, cultural or special qualities. The following

destinations have been selected to show how their ‘distinctive’ attributes contribute to their

quest to attract new visitors. (see Appendix 2 for full details)

o Isle of Skye - rugged, wild, natural and welcoming.

o The Lake District - natural, challenging, fresh and unspoilt.

o Kent - green, lush and steeped in history.

o The Cotswolds - natural, fun, quirky, welcoming and quintessentially English.


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o Devon - quaint, natural, unspoilt, tasty and voted ‘England’s best county in 2009’

o Shakespeare Country - historic, fascinating, cultural and full of quality attractions.

o Northumberland - unspoilt, wild, natural and steeped in history.

o Brecon Beacons National Park - natural, breathtaking, wild, challenging and

traditional.

• Many claim distinctiveness by virtue of their landscape, topography and landmarks. Brecon

Beacons for example, features the Black Mountains, remote upland wilderness and sheltered,

ancient woodland. Northumberland has its Cheviot Hills, purple moorlands, golden grassland,

golden beaches and dramatic coastal paths. The Cotswolds is the country’s largest

designated ‘Area of Outstanding Natural Beauty.’

• Others build on their unique ancient or cultural heritage and history. The Isle of Skye is home

to Neolithic chambered cairns, stone circles and even dinosaur tracks. Brecon Beacons has

cairns, standing stones and hill forts whilst Northumberland has its own Neolithic and Bronze

Age hill forts. Skye is also rich in ancestry and genealogy, Gaelic language & culture. Kent is

England’s oldest county and has Roman villas, as well as both Canterbury and Rochester

cathedrals. Shakespeare Country contains historic houses and venues associated with ‘the

bard’ as well as the famous Warwick Castle. And the Lake District has strong literary

connections through Wordsworth, Beatrix Potter and Wainwright.

• Many places claim to be well known for their creative industries and local producers. The

Cotswolds has developed a reputation for high quality art, crafts and antiques, whilst the Isle

of Skye craft-makers and artists create unique products and works of art inspired by the

natural environment. Devon is famous for its home produce including clotted cream, fresh fish,

meat, pies and pastries, fruit, milk, real ale, cider, fruit juices and wine. Such ‘unique’ food &

drink products are now used as a key sales proposition by many destinations throughout the

UK – take Ludlow in Shropshire for instance. Distinctive local dishes do not, on their own,

create a strong visitor justification to visit.

• In some destinations, there exist some very unique stories or activities linked to ancient

customs and folklore. The birthplace of English Christianity is claimed by the Holy Island of

Lindisfarne, whilst Bonnie Prince Charlie and the Jacobites are inexorably linked to Skye.

Woolsack races, cheese rolling, tar barrels, bread weighing and ale tasting are all typical of

distinctive local activities that form part of larger rural seasonal events programmes.

• Many destinations are proactively identifying and promoting distinctive products and

experiences to help differentiate themselves from others places, and to gain a competitive


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advantage in an increasingly homogenous marketplace. Although these aspects are often

unique and fascinating, the distinctiveness itself rarely represents the motivation for a visit.

Niche products tend to appeal to niche markets, and the research highlights the fact that the

Peak District is not alone in possessing tourism products that are distinctive or specific to a

particular location. With the possible exception of well dressing, similar products and

experiences can also be found elsewhere.

• Neither do these distinctive products or qualities necessarily bring any significant economic

benefit to the area from visitor activity, as much of this ‘special’ product is free to access and

non-commercial in its nature. The one important exception to this is the food & drink sector –

in many destinations this accounts for a major proportion of overall visitor spend.

• Whilst day trips are likely to involve a visit to a specific event, attraction or place, it is nearly

always the overall mix of a destination’s product and experience which forms the motivation for

a longer tourist visit. The character of this mix gives each destination a unique ‘DNA’, and is

not surprising that those with the richest and most diverse mix are amongst the most

successful destinations.

• Devon has been voted as ‘England’s Best County’ in 2009, undoubtedly by a large loyal

audience with an enormous range of interests. Its attraction is built around an appealing

combination of environment (warm climate, beautiful coasts, green and wild interior, rich in

history and wildlife) and a diverse mix of places, quality products and visitor experiences,

including food & drink, attractions, outdoor activities, and strange and unique events.

• In those destinations explored, strap-lines and slogans abound, designed to use the apparent

distinctiveness to position the destinations as being special in the minds of potential visitors:

o A visual feast for the eyes.

o The perfect ‘get away from it all’

o The country’s biggest adventure playground

o Full of hidden treasures

o England’s favourite playground

o The most tranquil region in England

In most cases, these strap-lines are unlikely to capture the destination’s true DNA and fail to

convey the rich diversity of product (even if they are distinctive!) which most places offer their

visitors. They frequently represent a crude attempt to ‘sum-up’ the destination in a neat one-

liner, which is then used in marketing and brand building activity.


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• Here also lies the danger of packaging a destination’s products into themes or neat ‘parcels’ of

product, so often seen on websites and in the visitor guides for these distinctive destinations.

Whilst this enables the DMO, DMP or tourism authority to neatly manage and present these

products to market, it does not reflect the way in which visitors engage with them during a visit.

• This packaged arrangement of product encourages and maintains ‘silo working’ within the

tourism industry, with the consequence that businesses who may be geographically-close but

operating in different fields may never consider the opportunities of collaborative working. The

Peak District clearly has a rich and varied mix of visitor product and experience, and yet the

industry operates largely in silos with little networking, and limited cross-sector activity.

• In the Lake District, the Keswick Tourism Association has over 470 trade members, including

accommodation providers, retailers, restaurants and visitor attractions. Its aim is to publicise

and further the interests of Keswick and the North Lakes, and to assist members and visitors

wherever possible. In the North East, the North Northumberland Tourism Association helps

small tourism businesses in the area support each other and inform visitors of the wealth of

things to see and do. And in Shakespeare Country, the Northern Warwickshire Tourism

Association is a not for profit organisation which aims to raise the profile of the area. Its

members include accommodation providers, tourist attractions, pubs, restaurants, heritage

centres, stately homes and children’s farms.

2.5 Market trends and influences

• Domestic tourism in the future

Visit Britain and the Henley Centre (2007 conference study) outline a number of significant

themes which will have an impact on domestic tourism in the future. Three of these have

particular relevance to the growth of the Peak tourism product:

o Experience economy - as we become affluent, our spending shifts from goods to services;

as the process continues further, the types of services we buy shift towards ‘experiences’

rather than utility.

o Wellbeing - one of the strongest of current trends is toward the pursuit of wellbeing, not

just health but an overall sense of wellness. This links to separate Henley research

highlighting that people feel the resource they most lack in their lives is not money, or

even time, but energy.

o Environmental impact - as climate change moves from being a hypothesis to being

accepted as ‘best science’, so individuals and organisations are starting to move their


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behaviour to less damaging forms of consumption and lifestyle. Public intervention (e.g.

through regulation, incentives, and planning practice) all tend to accelerate this.

• Tourism in a recession

According to Visit Britain research in October 2008, holidays in the current recession are seen

as a necessity rather than a luxury, and so are less likely to be targeted for cuts than more

frequent, lower value purchases such as food and fuel, but even in this sector there is still a

strong desire to find ways to save money.

The desire to save money (and / or get the best possible value for money spent) means that

people will be open to, and actively seeking, promotions and deals. However, according to

Visit Britain promotions are not simply about cutting prices, but instead need to meet differing

needs:

o Enabling – providing access to those who otherwise wouldn’t be able to afford a trip /

activity. Typically used at the planning stage – for example 2 for 1 offers or token

collecting.

o Enhancing – ways of improving the experience (not necessarily at a lower price) which

typically appeal to more affluent individuals. Again used at the planning stage,

promotions such as free spa treatments included in the accommodation price, room or

travel upgrades fall into this group.

o Stimulating – these eye-catching promotions can encourage more spontaneous

activity, also more appealing to well-off consumers. They need to include two

elements – a hook (e.g. free cookery course) and something to stir the imagination

(e.g. as part of a weekend away in rugged Cornwall)

o Self-Justifying – any type of promotion can meet this need, which is less to do with

motivation than removing any guilt at being indulgent at a time of recession.

Promotions allow people to justify spending to themselves and others, and can even

confer “bragging rights” in social situations.

There were an estimated 870 million tourism day visits from home in England in 2005 (Visit

Britain 2007) worth a huge £37.4bn. Cities and inland towns are the most popular destinations

– yet the countryside still accounts for 136million days out. The average day visit duration is

5.3 hours, including time spent travelling – about 3.4 hours are on average spent at the

destination itself. The most popular activity for countryside visitor is to eat and drink (25%)

followed by walking (15%) and visiting friends and relatives (12%) or attractions (11%). We are

led to believe, although tangible proof has yet to be seen, that more Brits will spend leisure

time at home in England during the recession. If this is the case – we are set to experience

sizeable growth in demand for products that meet the visitor need,


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The balance between maintaining market share and attracting new markets, between meeting

the different needs of visitors, tourism businesses and public sector stakeholders can be

paralysing.

The way forward relies on identifying the market growth opportunities and then clarifying

appropriate priorities and actions. Market growth does not necessarily mean big increases in

visitor numbers. It may mean maximising the value of the visitors we already welcome – a

market which might equally relate to increasing visitor spend levels, adding value and time to

existing trips or to extending the season. To be very clear about who the markets are and how

they relate to different parts of the experience is vital.

• Counter trends

Henley also identify a number of emerging ‘counter-themes’ and trends which they believe will

become more significant over the next ten years:

o Keeping it simple – as affluence has bred over-complex markets and propositions in which

consumers find the exercise of choice time-consuming and draining of energy, there is a

move towards simplicity.

o From ‘always on’ to ‘turning off’ - people appear to be wearying of being always available

through technology.

o From recreation to conservation – ‘keeping the heritage intact’, even if it means closing off

sights (and sites) of interest to tourists.

o The return of community - data suggests an increase in interest in the local activities and

local communities. Other trends (such as the ‘slow food’ movement and other local

initiatives) reinforce this.

o Shared experience - despite fragmentation of living arrangements and leisure, there is a

desire for shared experiences, including outdoor festivals.

On a similar basis, a Regional Newspaper Group Qualitative Survey in January 2009

highlights some interesting consumer demands that are prevalent in these challenging times:

“In a leisure context - people want to be told what to do – top 10 experiences and so on

will work better than ever before”

“People like to turn off and relax – and have information handed to them on a plate”

“They want information on-demand – if it’s not there in a format hey can easily use . . .

then they simply move on”


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This viewpoint raises interesting potential contradictions when Visit Britain research (2009 day

trip survey) suggests that for over half of day trips people don’t use information sources at all –

they just go (especially where the destination is familiar / relatively local) with word of mouth as

the main source of information used. Just less than two-thirds of people plan their day trip at

least one week in advance, but over a third just go on the spur of the moment. Not

surprisingly, most people on a day trip to a specific region live in that same region or a

neighbouring region, and activities undertaken are dependent on the particular (known)

offerings of a specific region. The first priority for a good day out is simply an ‘enjoyable

experience’ – a pleasant place to be (location) combined with good local food and drink. Over

a third of people are looking for lots of things to do, a new experience or something out of the

ordinary – more active motivations. A third group (around a quarter of people) are looking for

good shopping, live performances and a bit of culture. These facts have a real significance to

the Peak tourism product as it enjoys a considerable local marketplace.

• The Power and Reach of the Internet

The overwhelming, global growth in the use of the internet for information, inspiration,

planning, contacting and booking has been possibly the greatest change in the visitor

economy since Thomas Cook began his business.

If destinations and their product partners are not properly linked into technological change

they are not then ‘in the game’. Even worse is if they are not sufficiently aware of its

importance and potential.

• Sustainable tourism

Cluster development in the Peak District must be underpinned by the following principle for

sustainable tourism in National Parks and Areas of Outstanding Natural Beauty, established

by the Countryside Agency in 2004:

‘Tourism should be based on the area’s special qualities and individual distinctiveness, if

there is irreconcilable conflict, protection of environment and communities must prevail.’

The East Midlands’ Regional Tourism Strategy also recognises that “The reasons people visit

the countryside (peace and quiet, remoteness, unspoilt landscapes) must be balanced against

the impacts that increasing visitor numbers on these landscapes. Tourism development should

be environmentally sustainable, and improve the quality of life of local people as well as

visitors.” Whilst it is essential to conserve the special qualities and features that led to National

Park designation, the product (and cluster) development must not only to improve the visitor

offer, but also directly benefit rural businesses and communities.

When considering potential growth clusters, the ‘sustainability factor’ has been incorporated.


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• Tourism links to food and drink

Research prepared for the Ministry of Agriculture Fisheries and Food and the Countryside

Agency (fieldwork 2006) suggests that local food and drink can play an important role in

visitors’ holiday experiences, although few promotional schemes related to local and regional

produce directly target the tourism industry.

There is also a tendency for local suppliers to focus on product quality, rather than raising

awareness, or making local food and drink more accessible as part of the visitor experience.

There is a widely held perception that purchase of local produce helps the local economy and

the local environment. A majority of UK tourists say that they are prepared to pay more for

quality food and drink, and many express a strong interest in using restaurants that source

locally.

There is widespread recognition amongst many tourists that fresh local produce and local

specialities can contribute to the quality of their meals and to the enjoyment of their leisure

time. Intriguingly, it is also suggested that ‘wellness’ may be the biggest trend of the decade in

food retailing (Retailing Today magazine, September 2008).

The MAFF research also suggests that the majority of visitors make little distinction between

‘local produce’ and ‘local specialities’. This may be because their definition is largely driven by

geography and place, rather than understanding of the uniqueness of the product, or its

production process.

However, there is evidence that people do associate local produce with terms such as

‘personal’ and ‘healthier’ rather than ‘mass produced’. Amongst all tourist types, ‘freshness’,

‘personal versus mass produced’, and ‘better for the environment’ are seen as positive

qualities. These link well with rural tourist themes of sustainability, relaxation and well-being.

The most active purchasers of local produce are visitors who do not pre-plan, as opposed to

‘food tourists’ who are motivated by local foods when choosing a destination - food tourists do

recognise that local specialities add to the taste and distinctiveness of the meal, but it is quality

rather than novelty they seek.

A much wider audience is interested in finding opportunities to experience local foods once

they arrive at their destination. The aim for the industry should be to maximise the

opportunities and encounters they have available to them once there.


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• Tourism links to health and wellbeing

World market trends echo the UK fascination with health and wellbeing, which have become a

preoccupation everywhere – driving growth of ‘better-for-you’ drinks, natural ingredients and

sensible active pastimes. Yet whilst 8.7 million of us in Britain were members of gyms and

health clubs only 5 years ago – Deloitte statistics (2007 national survey) reveal a noticeable

decline in these numbers as the recession bites and people change and adapt their actions to

reflect health more than image. Apparently gym membership is altogether different from gym

attendance (National Obesity Forum 2009) – surely an opportunity for healthy leisure in

natural settings? The Deloitte survey also notes the days of tabloid images of celebrities on

their way to and from the gym are long gone – now they are more likely to share news of Geri

Halliwell’s love of swinging kettleballs in the park.

As the Western baby boomers go to seed, European travel and healthcare providers prepare

to reap a bumper harvest as they develop and market both medical and health and wellness

tourism. A possible answer is to enjoy yourself whilst looking after your health – witnessed by

a sharp increase in demand for holidays and breaks that include health and wellness

treatments or pampering (Euromonitor 2006 report on Hippocratic holidays).

Latest Euromonitor data (Euromonitor International November 2008) predicts that by 2020 the

majority of the Western population will be between 35 and 55, and there will be more over 50s

than under 20s. On current trends one-third of men will be obese by 2010. Having been

subjected to constant pressure to look good and age well – leisure breaks bundled with health

and wellness add-ons may grow significantly for these audiences. The rise and fall of the Red

Letter Days of the 90s has matured into a busy sector made up of many small enterprises

offering personally tailored experience packages for individuals (especially females) to counter

the stresses of everyday life. It’s almost becoming the new short break destination

(BrandRepublic Feb 08). An estimated 2.3million people suffer from some form of ill-health

caused by work related stress each year (Siemens). What better way to get life back into

balance than a Peak Detox!

• Rural Action Zone

The Peak District Rural Action Zone (RAZ) has been DDEP’s main focus for rural investment

to date. Cross boundary partnership working in the Peak District has a long standing history,

and the establishment of the RAZ by DDEP and its Local Authority partners has built on this

work. The RAZ area includes a part of Staffordshire Moorlands district and one ward in East

Staffordshire as well as the whole of High Peak and Derbyshire Dales districts.


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The aim of the RAZ Action Plan is:

‘to raise the game of the Peak District RAZ economy, enhancing rural

productivity and improving quality of life in the Peak District’.

The Plan identifies the need to develop initiatives to provide a higher value visitor experience,

and includes a series of actions linked to strategic objectives – these actions identify specific

groups of product that should be supported and developed, including:

o Spa heritage

o Food and drink

o Healthy (green holiday) visitor products

o Health, therapies and well being

o Creative industries

RAZ also wishes to develop greater linkages between market towns and rural businesses.

Specific actions are also identified to support local festivals as part of the tourism product.

Interestingly, 1 in 20 adults intends to set up his or her own company on retirement (Standard

Life survey Feb 2009) – and the type of business is most likely to be local and specialist – and

of great interest to the visitor economy.


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3.

Identifying Growth Clusters

3.1 Where do we want to be?

• Interestingly, the underlying aim of this work is not to develop new products that will attract

new and more visitors. It is not about increasing visitor numbers.

Nor is it about the Peak District brand or developing specific marketing campaigns and

promotional themes that rely largely on repackaging the existing product offer.

• This project is all about responsibly and sustainably developing the breadth of the Peak’s

distinctive visitor experience such that the huge numbers of frequent and occasional visitors

can enjoy a richer time here.

This may involve them doing more, spending more, visiting more frequently, staying longer.

It is about small business growth, linking businesses together to create fresh new

opportunities and to deliver more joined-up, exciting and fulfilling visitor experiences, and

delivering economic impacts such that local communities and the businesses of tourism are

more resilient, prosperous and self-sustaining.

• On consideration of the evidence gathered, we believe the prime target markets for the

product developments we pursue – ie those visitors who will be most likely to deliver greatest

economic return for least cost (including environmental impact) - may best be described as . . .

Gentle Experience Seekers

Gentle Experience Seekers already feel ‘familiar’ with the Peak District – although they

probably know very little indeed about how easy it is to get here (on a regular basis), and how

easy it is to become engaged in an unparalleled choice of pastimes and delights, activities and

experiences. To relax and savour the experiences on offer and to rediscover what life is really

about. To do as much, or as little, as they like; in beautiful surroundings and inspirational

landscapes. The Gentle Experience Seekers are not driven by the promise of outdoor

adventure and adrenalin-laden action-packed experiences. These types, possibly regarded as

Outdoor Adventurers, already know what they want and either visit the Peak District frequently

(but spend little) or they may be attracted by the adventure capital offer of the Lake District.


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We suggest that Outdoor Adventurers will not meet our objectives for this project at all. Our

prime audience of Gentle Experience Seekers is probably aware of all this, yet they are more

aware that the quality of the experience matters to them. So they may choose to enjoy a range

of complementary experiences on a visit. Perhaps undertake activities or visit events that may

appeal to different members of the party. They may opt for a more ‘gentle’ interpretation of an

adventurous outdoor activity – or they may incorporate an indulgent reward for an

uncharacteristically challenging equestrian experience. And they may choose to mix quite

unpredictable elements together on their visit.

We also highlight the proximity of vast numbers of Gentle Experience Seekers – the millions of

people living within easy striking distance of the Peak District. If we could develop and share

product experiences that encourage just 10% of infrequent visitors to stay a little longer and do

something extra, and to encourage 5% of passive leisure travellers living within 90 minutes

journey time to get to know the experiences of the Peaks . . . we could realistically be growing

the visitor day numbers by over 2 million pa and boosting GVA by in excess of £20 million pa.

• Our core tasks in prioritising tourism product development are to ensure that the full extent of

the Peak’s existing distinctive experiences are made as readily available and joined-up as

possible, that we go further than any other destination in information dissemination (both

before and during a visit), and that new service based products are introduced (or re-

formulated from existing ones) to further enrich the visitor experiences on offer.

• In drafting the Masterplan we are tightly focused on the need to engage with micro/SMEs and

to create business clusters around product development ideas and interests.

3.2 Strategy for delivering cross-cutting Growth Clusters

• Product development is a term that could embrace a multitude of possibilities. Let’s pin it

down. Product development is normally associated with the identification of a tangible

consumer need . . . and the subsequent development or re-alignment of a product or service,

together with its route to market, in order to satisfy that consumer need, whilst generating an

economic return. Product development is traditionally the domain of the most economically

driven marketing companies. This is not the case in tourism.

• In UK tourism, economic activity is characterised by the existence of a few moderately large

players and an abundance of micro/small enterprises working independently in a disjointed

way. Such a fragmented marketplace leaves little scope for market leadership and traditional

brand-led product developments. Tourism product development has normally come from


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35

investment in facilities and infrastructure by the businesses and individuals themselves, or it

has arisen through promotional initiatives such as themed campaigns (eg VPD&D Elements,

PDNPA Peak Experiences) driven forward by representative bodies such as DMPs and

Attractions Groups. There are clearly exceptions, such as the Heritage Lottery Fund investing

in heritage tourism capital projects, and regional tourism bodies investing in tourism quality

schemes and online Destination Management Systems. However, the general principle has

been that very little effort has been spent in applying the traditional ground-rules of product

development to tourism businesses in a cohesive, joined-up way.

• Similarly when, in the past, tourism activities have been brought together for promotional or

development purposes – they often involved members of the same niche sector or ones

capable of fitting within a tight, promotional theme. There has been little clearly apparent

referral to visitor demand – or to enhancing the wider visitor experience. Furthermore, there is

little evidence to suggest that these have been based on genuine product distinctiveness or

are linked to market growth opportunities that are anything other than short term fads.

• Huge potential exists for delivering economic impact through a clear and critical approach to

joined-up tourism product development . . . based on a rational assessment of what

constitutes a potential growth cluster.

• Previously in the Peak District, clusters of tourism businesses have tended to form within

specific narrowly defined sectors (for instance art galleries, outdoor adventure venues, food

and drink suppliers), niches (such as heritage attractions), or local geographical areas (such

as local civic societies or community events promoters). We speculate that the reason for this

may be due to the observed need in this fragmented industry for businesses to want to ‘buddy-

up’ with other similar businesses and pursue strength in numbers. It may also be due to a

curious belief that because, if visitors like one art gallery and craft shop, then they will probably

like them all.

• Whilst such sector specific clusters may indeed generate collective confidence and sharing of

best practice amongst operators, we see little benefit to the visitor or to the drive for business

and product development. In fact, we witness the development of entrenched ‘silo behaviour’

where clusters of similar businesses may indeed work alongside one-another, but in complete

disconnect with the surrounding, broader visitor context. To overcome this inner-focus, we

introduce the idea of outer-focused, visitor-facing clusters – which are built around the

creation of visitor-facing experiences rather than product facing silos.


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• Therefore, we wholeheartedly challenge the drift towards sector specific clusters, and instead

wholly endorse the pursuit of cross-cutting clusters that are more aligned to broader visitor

experiences. It represents a basic shift from clusters that are product/supplier-focused, to

clusters that are market/customer-focused. These are the cross-cutting Growth Clusters that

we focus our investigations on, and that form the strategic backbone of Peak tourism

product growth .

Priority Idea

Joining-up the visitor economy for growth is all about creating cross-cutting Growth

Clusters that will overcome the barriers created by silos. It’s about creating new business

links that broaden the offer. Creating experiences that are greater than the sum of the

parts. Working collaboratively. Adding value. Delivering synergy. Simple as that.

3.3 Introducing the Growth Cluster options

• In analysing the mix of data gathered, of both a qualitative and quantitative nature, we

identified the need to establish success criteria, or guiding principles, to be used as a

benchmark in assessing growth potential.

Basically, to be successful, Growth Clusters must be:

o Differentiable - they must be distinctive, and seen to be distinctive, in a way that

delivers added value in comparison with other ‘standard’ destination offers.

o Supportable - they must be accurate and truthful in delivering visitor satisfaction

against expectation - developments based on reality and destination DNA.

o Attractive to visitors - they must be strong enough to stimulate interest and

motivate action to visit - not just difference for the sake of it.

o Commercial - they must offer a real chance of generating an economic return.

o Sustainable - they must be at the forefront of a responsible and sustainable

approach to business and the environment - whilst also being capable of self-

sustainability within the medium term.

• Spotting the Potential cross-cutting Growth Clusters

Against these criteria, and using the five growth cluster principles, we identified development

potential for eight cross-cutting Growth Clusters – each of which was taken and shaped into a

workable tourism development model prior to assessment.

The full eight tourism development models are included as Appendix 6. The topline

descriptions are reproduced below:


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• Gentle outdoors - A cluster built wholly upon the greatest strength and inherent

visitor association of the Peak District with the Great Outdoors – and visitors’

active engagement with it in all forms. A significant part of the development of this

cluster is in seamlessly joining up and cross-fertilising the existing facilities to

open them up more readily to the softer, ‘gentler’, experience-based visitor rather

than the ‘harder’, adventure-seeking outdoor addict.

• Peak heritage (natural and industrial) - A tourism growth cluster to help

celebrate the heritage of the land and lifestyles – both in natural and industrial

terms, past and present. This opens up opportunities to interpret the true life of

the Peak District and help educate and entertain visitors on how farming

techniques, industrial processes and wildlife preservation have been developed

and enforced over the years, and how methods are being nurtured for the future.

A spin off will benefit local manufacturers including micro/cottage industries and

non-commercial enterprises such as well dressings.

• Wellbeing - A cluster based on the wide variety of visitor motivations that are

related to personal wellbeing; ranging from the emotive appeal of a simple

relaxation day or de-stress/detox escape to a convalescence/traditional spa type

break, with a spectrum of good-for-you activities offering everything from

specialised health treatments to energising walks in the clean fresh air.

• Classic market town experiences - A multi purpose cluster ideal for ‘pottering’

visitors who are keen to experience the charm and culture of traditional market

town and rural village life and times. Presents an excellent opportunity to help

support local businesses and boost the local economy by promoting retail, factory

shopping, hospitality, events, fairs, country shows, market days and locally

sourced food, drink and produce – whilst meandering through the inspiring

countryside.

• Peak tales & trails - A far-reaching set of visitor experiences are contained within

this growth cluster – potentially it embraces, or at least interfaces with, all other

Peak tourism clusters and sectors. It is completely cross-cutting. The core function

of the cluster is to ‘open-up’ to the visitor the true breadth, depth and distinctive

richness of the Peak tourism product – fundamentally in order to overcome the

currently very narrow visitor perceptions, visitor expectations and visitor

experiences. Current tales & trails type products work within a specific interest


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sector eg church trails / Peak Experiences, this new cluster aims to develop cross-

cutting tales & trails that are built around distinctive experiences and compelling

Peak stories.

• Myths, legends, folklore, customs . . . ‘and all th at’ - An ‘intriguing’ cluster built

on unique traditions, quirky local pastimes and unbelievable folklore. It is about

local and heritage. These elements add quaint and appealing distinctiveness to a

Peak visit and create intriguing highlights to the visitor experience. Includes all

manner of experiences including genealogy and ancestral links, geyser springs,

well dressing, water and social, arts and culture, English customs and traditions,

quaint and quirky, local community events and celebrations.

• Peak produced - A growth cluster built on the distinctive appeal of local-ness.

Embracing everything from locally sourced food, drink and produce to local

menus, traditional recipes and dishes. Peak produced also includes local arts,

craft, literature, film, natural cosmetics & treatments, culture, events, festivals,

celebrations (inc. well dressing), manufacturing and production (eg John Smedley,

David Mellor) and all aspects of local community lifestyles. Endorsed by the

Peaks.

• An eventful programme – A product cluster built on the strength and breadth of

the wide (annual) programme of distinctive events and festivals of the Peak

District, ranging from small traditional ceremonies and activities to major arts

festivals, the walking festival and rural shows. Large or small, mainstream or

quirky, professional or community based. We identify the energy to introduce

many more with appeals that support and nurture the ethos of the Peak District

core proposition and USP.

• Underlying clusters

In assessing these eight development models it has become apparent that there is significant

overlap and cross-fertilisation between the clusters, and that some are potentially of

relevance as an underlying cluster across all the others.

This observation has become significant in the analysis process, and in helping us to identify

a manageable number of commercially viable product development clusters to pursue.


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3.4 A Framework to proioritise cross-cutting Growth Clusters

We have developed a resilient assessment model built around appraising four separate ‘drivers ’

of economic growth:

A framework to identify Growth Clusters

Driver 1

Visitor Potential

Driver 2

Peak Product Potential

Driver 3

Output Potential

Driver 4

Sustainability Implications

Product Growth Clusters

Driver 1 – Visitor Potential

• Audience profile – what is the basis of the product’s appeal to specific audiences and what is

the quantitative and qualitative assessment of the most viable audience sectors?

• Catchment area potential – how many of the audience exist in the catchment area, how and

why do we define it as such, and how realistic is it that they will travel for a day or longer?

• Market and visitor trends – what wider impacts are in play that will create opportunity and

shape our developments, identify market demand, or influence our catchment area

audience to consider us differently?

• Economic impact assessment – volume and value based assumptions for the growth potential.

Driver 2 – Peak Product Potential

• Product assessment – what is the nature, size and make-up of the Peak product in this cluster

area at the moment – and what factors may influence our development plans?

• Product gaps – what gaps exist, if any, in the existing product offer, that new product

development will need to focus on?


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• Opportunities & threats – a simple appraisal of the what-if scenario . . . that could make or

break the cluster growth?

• Product development ambition – where does the private sector fit in, is there a latent ambition

to grow or develop, are they working together but need extra support, or do they need a

product development mentor to drive the cluster forward?

• Product development requirements – what is the nature and likely cost actions required to fuel

development and growth in the cluster?

Driver 3 – Output Potential

The driver here is based on the developments ability to deliver outputs and outcomes of funding

bodies as well as the return for the private and public sectors. The core outputs identified from the

analysis detailed in Appendix 3 are as follows:

• Micro enterprises/SME businesses supported (new and existing).

• Diversification in rural economy.

• New tourism actions & investments.

• Additional visitors, additional bed nights.

• Visitor enquiries, web hits and raised product quality.

• New and enhanced rural heritage actions & investments.

• Jobs created and protected.

• Local products and services developed.

• Support sustainable tourism development.

(eg local heritage, local foods, recreation, adventure, community projects).

• Supported rural skills development.

• Improving rural services.

Driver 4 – Sustainability Implications

This driver reflects both the need to be true to the unique environment of the Peak District, to

safeguard and protect it’s natural values . . . and to act as the catalyst for product development

that spearheads sustainability itself – and as such potentially less likely to be based largely on

delivering economic returns. The factors include:

• Environmental impact – nature, wildlife, environment.

• Protection of ‘tourism’ product - manageable impacts.

• Responsible environmental actions.

• Self-sustaining capacity built-in.

• Potential to drive real sustainability.

Masterplan for Distinctive Tourism Product Development 2009

DRAFT 9 April

3.5 The Prioritised Growth Clusters

To identify which of the eight potential Growth Clusters to prioritise for future action, an

arbitrary rating of each cluster was made against each of the four drivers to identify the

rational contenders. The Project Steering Group was also involved in a detailed presentation

and workshop to identify the strongest contenders from a more subjective, yet wholly

informed perspective.

There was clear and unanimous agreement on the strongest three Growth Clusters – these

being the three that would yield most in terms of on-brand product development that would

also address market opportunity and deliver sustainable economic return – yet retain and

even enhance the integrity of the Peak National Park itself.

The three prioritised Growth Clusters (in no particular order) are:

Gentle Outdoors

Wellbeing

Peak Produced

There was also clear agreement that one additional Growth Cluster, whilst not in its own right

being capable of commanding sufficient economic based interest, does warrant attention as

an underlying cluster that can deliver significant returns across all the others. This cluster is:

An Eventful Programme

This will be developed as a specific area of implementation within each of the three

prioritised Growth Clusters.

The detailed models for each cluster are shown below.


DRAFT 9 April

Priority Growth Cluster: GENTLE OUTDOORS A cluster built wholly upon the greatest strength and inherent visitor association of the Peak District with the Great Outdoors – and visitors’ active yet gentle engagement with it in all forms. A significant part of the development of this cluster is in seamlessly joining up and cross-fertilising the existing facilities to open them up more readily to the ‘softer’, experience-based visitor rather than the ‘harder’, adventure-seeking outdoor addict.

VISITOR POTENTIAL

Audience Profile • Adults with an active interest in different and new outdoor

related experiences or, particularly, mixes of experiences. They will have a broad area of interest – rather than being complete advocates of just a narrow range of activities.

• The appeal is gentle/active more than adventure related – although the dividing line may be non-existent in many cases. It is soft / active rather than hard / adventure in appeal. Emphasis is on targeting ‘softer audiences’ rather than ‘softer activities’ – and offering a spectrum of soft to hard activity levels for them to choose from.

• Singles, couples, friendship groups, special interest groups may all be relevant targets – as well as the corporate market.

Catchment Area Potential • 60% of the 6.2m adults within a 1 hour drive-time = 3.7m,

who may be classed as active outdoor types, and who may visit the destination several times over the course of a year.

• 30% of the 34m adults from areas across the rest of England and Wales - who we may class as ‘active outdoor types’ who would consider a full day trip or an overnight break to a central and accessible destination = 10.2m potential.

Market & Visitor Trends

• Arkenford Cosmopolitans - strong interest in leisurely walking routes (89%), strenuous hiking (49%) , cycle touring (42%). Discoverers - leisurely walking (86%,) strenuous hiking (48%), cycle touring (42%). Traditionals - leisurely walking (88%), strenuous hiking, (35%), cycle touring (30%).

• A marked difference is seen in the appeal of some elements the DMP’s ‘Breathing Space’ campaign - strenuous hiking, mountain biking, air sports and climbing all (unsurprisingly) are more attractive to the ‘Tom & Nic’ market segment. 56% pf Peak park visitors come for outdoor activity/walking.

• Henley Centre in 2005 highlight the growing significance of not just health but an overall sense of wellness based on the resource most people lack is not money or time but energy.

• 42% of adults do some form of regular ‘activity’, but 32% do nothing.

Economic Impact – Volume and Value • We speculate solid potential growth in visitor numbers and

GVA : for instance attracting in any year some 20% of the 3.6million detailed above, and encouraging them to visit on average twice a year . . . could deliver 720k people, 1.44million visits and potential GVA in the order of £17.7million based on an average spend of only £12/ head.

• Growth in GVA is even greater if the longer distance visitors come and stay overnight. It is relatively easy to generate estimated visitor numbers of 500k at the 10% penetration level, potentially boosting GVA by £10million assuming a spend of £20 per head.

PEAK PRODUCT POTENTIAL

Product Assessment • The Peak’s Outdoors product is already extensive. There are over 93

businesses in the Leader area offering at least one of the following activities: cycle hire (11), cycle activity (11), walking/hiking (17), climbing (13), horse riding/equestrianism (6), air sports (5), caving/potholing (8), golf (5), water sports (9), fly fishing (2), clay pigeon shooting (1), archery (2), quad biking/karting (3), paint balling (1), outdoor swimming (1). Includes a handful of businesses offering a range of outdoor activities on one site. And there are no doubt many more businesses that operate on a less-formal footing to meet the needs of some visitors.

• The Peak’s Gentle Outdoors cluster has already seen attempts to create sector groups based on activity groups. This document broadens the scope somewhat and attempts to create a wider and more cross-cutting cluster of active outdoors experiences. On this basis we estimate that an additional 100 micro businesses may be included, many of these such as riding stables may be more geared to the local market needs, but which could be of interest to visitors as well if knowledge and accessibility levels were improved.

Product Gaps • Comprehensive knowledge base of the providers and options across

the range of activity areas – and especially the associated service oriented businesses such as transportation, eating and drinking, places of local interest, and linked accommodation providers – for instance accommodation with stabling facilities.

• A ‘sense of stature’ for the whole Gentle Outdoors cluster ie requires critical mass and the formulation of a cohesive sector feel – potentially accessed through a central information provision or bookability channel.

• Significant gaps appear not to exist – it’s just the connectivities between the elements that are seemingly absent.

Opportunities & Threats • Opportunity to create a more broadly appealing activity portfolio will

encourage the existing visitors to stay longer and to do more – thereby increasing GVA without increasing visitor numbers. It’s an enormous outdoor activity playground.

• Product quality is unregulated and variable ie it may be unreliable or require significant resource for training and quality improvement.

• Ensuring enquiry follow-through / bookability as well as information.

Product Development Ambition • Considerable enthusiasm for better networking (both within as well as

beyond the specific interest sectors), and frustration that recent efforts to achieve this are slow to progress.

Product Development Requirements • Establish a gentle outdoors cluster ‘interest group’ to manage/fuel the

cross-fertilisation, monitor quality and set standards.

• Create a collective ‘sense of stature’ that does justice to the huge breadth and depth of the Peak tourism offer in this cluster.

• Develop new products to fill any gaps that exist. – and linked packages. Consider central information/advice/bookability facility.

OUTPUT POTENTIAL

RAZ - Supporting Services for Rural Economic Sustainability SRE3. Potential to contribute to Targets and Outcomes. LEADER - Supports Strategic Objective 2, Strategic Objective 3 and Strategic Objective 5. (Plus Moorlands / W. Midlands Leader) DMP / EMT / EMDA - Enquiries, web hits, bednights, match funding. Capital investment for job creation. Awards for All - potential to attract funding for new ‘sports/healthy living’ projects from local NHS PCT.

SUSTAINABILITY • Long-term economic benefits for rural / micro / SME businesses. • Targets increased spend from existing visitors rather than increased

visitor numbers. • Negligible environmental impacts. • Compatible with green tourism and responsible development ethos. • Strong likelihood of new visitor audiences retained / self sustained

beyond the lifetime of the project. • High likelihood of partner retention and active involvement.

43

Priority Growth Cluster: WELLBEING A cluster based on the wide variety of visitor motivations that are related to personal wellbeing; ranging from the emotive appeal of a simple relaxation day or de-stress/detox escape to a convalescence/traditional spa type break, with a spectrum of good-for-you activities offering everything from specialised health treatments to energising walks in the clean fresh air.

VISITOR POTENTIAL

Audience Profile

• Adults with a growing interest in a positive healthy lifestyle, a desire to be fit and look good, and a growing interest in general wellbeing issues as the result of Government campaigns and nhs.uk/change4life, plus the considerable weight of media coverage on these matters. The bedrock appeal is based quite simply on people being active (not necessarily strenuously so) primarily to address obesityt.

• Identifiable more through values and interests rather than age, demographic or other tangible criteria. Represents huge scope to target them by working alongside compatible value products. They are likely to read, shop, buy, eat, wear, leisure, holiday, consume etc based on the values associated with wellbeing. However, they are not likely to be the pioneers of this values cluster as our offer is not progressive enough – our audience will more likely be the (larger number of) ‘aware followers’ of wellbeing.

Catchment Area Potential • 10 - 20% of the 6m adults living within a 1 hour drive-time =

600k - 1.2million growth visitors pa.

• 4 - 6% of the adults in urban areas across the rest of England and Wales = 1.0 - 1.5million .

• 21 million pa visits to the National Park (some 6-8m people?) have demonstrated some degree of affiliation with Wellbeing.




• 42% of adults undertake some form of regular exercise.

• 8.7m UK adults are members of health clubs and gyms, but this is dropping by 8%pa due to cost and low attendance levels – suggesting a need for more engaging fitness options.

• 2.3m adults suffer from ill-health caused by work-related stress each year (Siemens survey).

• Health and wellbeing have become a global preoccupation – now rated as a Megatrend (Nielsen) embracing recuperation, recovery, solitude, peace & quiet, time to think, time to rediscover yourself, therapy, healing, purity, healthstyle.

Economic Impact – Volume and Value • Speculation: modest potential growth in visitor numbers eg

attracting 10% of the 1.6 to 2.7m pa delivers 160 - 270k pa.

• GVA will be more significant as paid-for activities and overnight stays are an implicit part of the wellbeing appeal eg averaging £40 per visitor from half the ‘growth’ visitors, plus justifying an extra £20 from 250k existing visitors delivers over £13 million GVA.


Product Assessment • The Peak product is substantial but very patchy and fragmented.

Core facilities include 89 health clubs/spas, 13 health food shops, 13 organic food outlets. Buxton Spa and Buxton mineral water. Rivers, wells and well dressing traditional celebrations of Peak water. Plus Peak food and drink with a healthy/natural/local context, Peak Experiences with a cultural basis – and ALL Peak outdoors product.

• The Peak Wellbeing product exists, it is sizeable, but it requires considerable consolidation/ extension/ nurturing to meet its potential.

Product Gaps • Accommodation linked to the cluster appeal eg hostel type retreat or

self-awareness programmes linking the learning of new skills with the techniques offering a re-appraisal of stressful lifestyles.

• Packages linked to specific wellbeing topics and treatments.

• Associations with (external) complementary values sectors.

• A ‘sense of being’ for the whole Wellbeing cluster ie requires establishment prior to development.

Opportunities & Threats • Opportunity to repackage several aspects of they existing product to

appeal to the wellbeing audience – and to present a more cohesive and comprehensive wellbeing offer overall.

• Opportunity to link with health / education schemes on wellbeing.

• Opportunity to use Peak ‘water’ as a strong health element.

• Opportunity to re-present the great outdoors as a healthy product/ health park that could be visited almost as frequently as the gym.


• Ensuring that paid-for, not just ‘free’, products are developed.

• Address seasonality of visits (60% May-Sept).

Product Development Ambition • We have so far witnessed little intention or ambition to grasp the

wellbeing agenda – other than a widespread acknowledgement of needing to be sustainable and environmentally responsible in the development of growth product.

• The potential growth cluster sits wholly within the government and NHS health agenda, including for local residents as well as visitors – and significant link-up potential considered to be possible, plus potential new funding streams.

Product Development Requirements • Repackage existing products as appropriate – especially

accommodation provision, and including more leisure/beauty/convalescence activities within the wellbeing story.

• Develop new products to fill the many gaps that exist in the wellbeing offer. Could link to local produce activity.

• Establish a wellbeing cluster ‘interest group’ to manage the growth, monitor quality and set standards.

• Build economic case for wellbeing cluster, pursue new strategic p/ships (eg NHS, leisure, sport, social services, health clubs, gyms) of the wellbeing sector in order to establish new funding channels.

OUTPUT POTENTIAL

RAZ - Supporting Services for Rural Economic Sustainability SRE3. Potential to contribute to Targets and Outcomes.

LEADER - Supports Strategic Objective 2, Strategic Objective 3 and Strategic Objective 5.

DMP / EMT / EMDA - Enquiries, web hits, bednights, match funding. Capital investment for job creation. NHS - Health, sport and engagement in active outdoor initiatives.

SUSTAINABILITY • Long-term economic benefits for rural / micro / SME businesses. • Potential for more focused visitor management of developments. • Negligible environmental impacts. • Compatible with green tourism and responsible development ethos. • Strong likelihood of affluent new visitor audiences retained / self

sustained beyond the lifetime of the project.

• High likelihood of partner retention and active involvement.

44

Priority Growth Cluster: PEAK PRODUCED A growth cluster built on the distinctive appeal of local-ness. Embracing everything from locally sourced food, drink and produce to local menus, traditional recipes and dishes. Peak produced also includes local arts, craft, literature, film, natural cosmetics & treatments, culture, events, festivals, celebrations (inc. well dressing), manufacturing and production (eg John Smedley, David Mellor) and all aspects of local community lifestyles. Endorsed by the Peaks..

VISITOR POTENTIAL

Audience Profile • Evidence from 2008 Arkenford Research suggests the Peak

District area attracts a high proportion of Cosmopolitans, Traditionals, High Streets and Discoverers.

• High numbers (91%) of Cosmopolitans state a strong interest in establishments selling locally produced food & drink. Traditionals score 82%, High Streets 70%, Discoverers 79%.

• The appeal of farm shops is high amongst Cosmopolitans (87%), Traditionals (74%) and Discoverers (71%.)

• The appeal of specialist markets is also high amongst Cosmopolitans (87%), Traditionals (69%), Discoverers (70%)

Catchment Area Potential • Based on MAFF and Countryside Agency report ‘Tourists

Attitudes Towards Regional and Local Foods’, 42% claim that they actively look for local specialities with a ‘local identity’ and 34% look for local produce. A potential audience of 7m – 9 m visitors.

Market & Visitor Trends • The return of community – 2005 research by Henley Centre

suggests increased interest in local activity and community.

• ‘Tourist Attitudes Towards Regional and Local Foods’ 2004: o a significant tourist market for local foods and meals

based on local ingredients. o that the cooking, freshness and the quality of

ingredients are key factors that create excellent experiences for people, along with the use of local produce and local specialities

o that many people perceive that local ingredients make an essential contribution to the quality of the meal and the taste of the food.

o a widely held perception that purchase of local foods helps the local economy (82%) and the local environment (65%).

o a high number of visitors (61%) agreed that local food and drink added to their enjoyment of a visit

• ETC survey in 2002 of consumer attitudes and perceptions of British food and the countryside found 66% said they would go out of their way to try ‘local’ or ‘regional’ food. ISP in 2005 found that over 45% of tourists liked to purchase locally made items (non-food) to take home – over 60% actually did.

Economic Impact – Volume and Value • Significant potential to increase levels of visitor spend from

existing visitors in the area eg 10% of 26 m visitors spending £8.50 = £22 m GVA.


Product Assessment • FOOD SUPPLIERS (150+) - Including dairy, meat, poultry, bakers,

ice cream, organics, health food, honeys, eggs, etc • DRINK SUPPLIERS (10+) - Including breweries, water, fruit juices • FARM SHOPS (10) • FARMERS MARKETS (7) - Ashbourne, Bakewell, Buxton, Glossop,

Leek, Matlock, Wirksworth • LOCAL PRODUCE EVENTS (6) - Buxton Fine Food Fair, The Great

Peak District Fair, Bakewell Show, Leek Fine Food Market, Derbyshire Food Festival

• WELL DRESSINGS (34) • FACTORY SHOPS (5), MANUFACTURERS (4+) • FAMOUS TRADITIONAL RECIPES & DISHES (16+) • ARTS & CRAFTS (47)- Artists, designer-makers, artisans. Product Gaps Lack of SME network and collective credibility.

Opportunities & Threats

• Opportunity to improve sector co-ordination and networking. • Opportunity to increase profile of Peak District’s distinctive food,

drink, arts, crafts and produce sector to potential visitors

• Opportunity to increase promotion of local events to visitors. • Opportunity to create a Peak Produced outlet / emporium .

Product Development Ambition

• Improve linkages between SMEs • Increase the promotion of food & drink products to visitors in the area

• Increase profile of Peak District’s arts & crafts sector to potential visitors

1.1.1.1.1 Product Development Requirements

• Connectivity -comprehensive database, network events, improved supply chain (producers-users and producers-tourism businesses)

• Stature – establish Peak Produced label as product endorsement.

• Virtual store – Peak Produced online and well distributed offline catalogue (Welcome mag?). Umbrella for existing sub-sites (PeakDistrictProducts, PeakCuisine, PeakDistrictFoods etc), and well linked to all appropriate complementary / cluster sites.

• Real store – Peak Produced outlet / emporium.

• Knowledge – comprehensive and up-to-date online ‘whats-on’ listings – short and long term programme. Flexible output format – downloadable, emailable, printable, searchable.

• Grow – introduce new Peak Produced products that fill gaps in the Peak brand portfolio.

OUTPUT POTENTIAL DDEP/Derbyshire County Council • DDEP/emda Outputs – T1,T4,T5,T5a RAZ • Supports Strategic Objective 2: Developing Market Town –

Rural Linkages (Priority MT2 )

• Supports Strategic 3: Supporting Services for Rural Economic Sustainability (Priority SRE3)

• Potential to contribute to Targets and Outcomes – Measure 312, Measure 313, Measure 321

LEADER LDS • Supports Strategic Objective 2 and Strategic Objective 3 DMP / EMT / EMDA • Potential to contribute to achievement of EMT outputs

‘unique visits’ and ‘leverage funding’, also KPIs identified in SLAs with local authority partners

SUSTAINABILITY Potential positive impacts

• Helps to sustain and develop the Peak District Foods/Cuisine/Butchers initiatives.

• Supports local micro-businesses (farmers and producers) with sourcing sales outlets for home-grown food & drink via local restaurants, accommodation, shops, pubs and markets.

• Supports local pubs, restaurants, accommodation, shops and markets with sales generated from visitors buying locally sourced food & drink.

• Supports creative industry micro-businesses.

• Emporium could safeguard local heritage depending on location – and could be franchised across the region longer term.

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Underlying Cluster: AN EVENTFUL PROGRAMME A product cluster built on the strength and breadth of the wide (annual) programme of distinctive events and festivals of the Peak District, ranging from small traditional ceremonies and activities to major arts festivals, the walking festival and rural shows. Large or small, mainstream or quirky, professional or community based. We identify the energy to introduce many more with appeals that support and nurture the ethos of the Peak DNA. VISITOR POTENTIAL Audience Profile • 2004 Arts Council report ‘The Economic and Social Impact of

Cultural Festivals in the East Midlands of England’ identified: -The majority of festival goers (55.3%) are aged 45+

-Of eleven East Midlands festivals, Buxton Festival and Tideswell Well Dressing had the most attendees aged > 65. - Under 25s = 13.5% of audiences, low than region’s 30.9%) - Increase appeal to younger people and families? -Fifty per cent of audience members travelled < five miles. - Buxton Festival, Buxton Fringe and Tideswell WellDressing, attracted 40%, 31.5% and 54% respectively of their audiences from more than 25 miles away.

• 2007 Cultural Evemts Strategy for Derby & Derbyshire flags the significance of cultural events to regional audiences.

• Target visitor profile should be kept broad to embrace a wide spectrum of events and festivals in the programme. Focus on those who may be most likely to visit several times and/or extend their visit into an overnight stay.

• Local audiences can also benefit from knowing about a more cohesive programme of local leisure activities eg local pass.)

Catchment Area Potential • 10 - 15% of the 6.2m adults living within a 1 hour drive-time =

620k – 930k growth visitors pa based on better integration and communication of existing events and festivals. Potential to justify overnight stays linked to large event experiences.

• Realistically, we may anticipate multiple visits over the course of a year for different events – on the basis that a full programme is available and communicated.

• Additionally – two new mainstream events could be delivering 300k visitors each pa by 2014 – providing the subject matter is relevant and well-rounded in the sense of linking several experiences together.



• Arts Council (as above) identifies > 64% of festival attendees said they felt more positive about the place where the festival was held ie festivals are an important factor in improving perceptions of places and people.

• Evidence of £ success with Events strategies in places from Edinburgh, Bradford & Sheffield to Exeter and the South East – with specific ‘localised pockets’ such as Ross and Ludlow.

Economic Impact – Volume and Value • Smaller community events are unlikely to have significant

economic impact – major cultural events and festivals will impact across regeneration, employment, investment, volunteering, place making etc.

• Economic impact is already substantial - Buxton Fringe Festival - £434,947, Buxton Festival - £3,312,184, Tideswell Well Dressing - £168,769 and Wirksworth Festival - £24,091 (2004 Arts Council report – as above).

• Potential exists to grow this sector based on increasing visitor numbers to existing vents and developing selective new events linked to the other clusters.

• Events delivering year-round growth could be targeted.

PEAK PRODUCT POTENTIAL Product Assessment A very wide range of experiences for visitors, ranging from smaller community events to special interest events and major festivals: • MAJOR CULTURAL ARTS EVENTS & FESTIVALS (6) – Buxton

Festival, Buxton Festival Fringe, International G&S Festival, Wirksworth Festival, Derbyshire Open Arts, Leek Arts Festival.

• LARGE AGRICULTURAL EVENTS (8) - Buxton Fine Food Fair, The Great Peak District Fair, Bakewell Show, Leek Fine Food Market, Derbyshire Food Festival, Chatsworth Show, Hope Show

• WELL DRESSINGS (34) • TRADITIONAL EVENTS (3+) – Ashbourne Shrovetide Football,

Castleton Ancient Garland Ceremony, Ashbourne Highland Gathering • WALKING FESTIVAL EVENTS (100+) • SPECIAL INTEREST EVENTS (5+) - Chatsworth Nissan International

Horse Trials, Matlock Bath Illuminations and Venetian Nights, World Heritage Site Discovery Days, Buxton Antique & Collectors Fair, Ashbourne Autumn Antiques Fair.

• SEASONAL EVENTS (25+) – Easter events, Halloween events, Christmas events, etc

• We estimate around 20 large status events/festivals, over 240 smaller events and a potential repackaging/development of up to 120 additional events provides the basis for an extensive programme.

• The warm, friendly charm of the locals is an added bonus. Product Gaps • An annual programme of existing/new events/festivals. • Connectivity between events and event planning is largely absent. • Business/event support and quality of delivery appear to be issues

which may need addressing with training/guidance/linking. • Visitor packages linked to major events, to include accommodation. Opportunities & Threats

• Huge event based opportunity because of proximity to large audiences with easy access.

• To improve events sector co-ordination, networking and comms. • To present Peak District as a year-round happening place – to

internal as well as external audiences. • Opportunity to improve the quality of events through developing the

skill base and business performance of event organisers. • To create new cultural themed events eg digital based. • EMDA regional events strategy offers real synergies.

Product Development Ambition • Networking information about local festivals and events on one

website (and publication?) – for organisers as well as visitors. • Better planning co-ordination and joined-up promotion of festival

activity to achieve greater economic impact. • Business/event development support to achieve consistent quality

and to secure longer-term sustainability of local festivals and events. Product Development Requirements • Planning co-ordination - Central data source, links between event

organisers, access to business support • Knowledge – comprehensive, up-to-date database and online

listings of events. Flexible output formats – downloadable, e-mailable, printable, searchable.

• Event planning support and guidance.

OUTPUT POTENTIAL DDEP/Derbyshire CC - DDEP/emda Outputs - T1,T4,T5. RAZ -Supports Strategic Objective 2: Developing Market Towns - Rural Linkages (Priority MT2). - Supports Strategic Objective 3: Supporting Services for Rural Economic Sustainability (Priority SRE3 - Supporting local festivals as part of the tourism product). LEADER LDS - Supports Strategic Objective 3 - Potential to contribute to Targets and Outcomes - Measure 313, Measure 321.

SUSTAINABILITY Potential positive impacts

• Potential for more focused visitor management eg.at events, traffic, park & ride and so on.

• Raising quality increases ability to be self-sustaining. Potential negative impacts • Increased traffic congestion from higher numbers of visitors.


DRAFT 9 April 3.6 Overcoming barriers

Having established the three potential growth clusters, we have rationalised through research and consultation, a series of gaps and barriers which may restrict

their development, and which we believe need strategic and financial intervention to progress. Development opportunities, potential outcomes and

recommendations for these interventions are also outlined.

Identified gaps/barriers

Evidence base Development opportunities

Intervention needed Potential outcomes & outputs

Lack of SME networking activity or cross-selling to offer varied visitor experiences, strong evidence of silo working. Perception by tourism SMEs of little business support coming from agencies and public bodies. No connection between the huge number of events that take place – and no strategic thought behind linking-up the annual programme.

Feedback from tourism SMEs in workshops. On-line research.

To raise levels of new product development, business collaboration and growth. To provide regular business support events and increased networking opportunities. To provide industry training, especially destination product knowledge. Strategic development of relevant events, and an effective online listing of events programme.

Create a private/public sector Tourism Product Development Team and Delivery Framework – a tangible steering group which will provide leadership and integration, inspire networking and collaboration, identify and initiate funding, drive action against an appropriate delivery framework and take responsibility for delivering against KPIs.

Potential to deliver initiatives that will : Grow number of visits by up to 2million pa. Extend average visit duration by 1-1.5 hours. Increase activity spend by £5-10m pa. Increase overnight stays by 5%. Boost employment by 50 jobs. Attract strategic events valued at £1-2m GVA pa Potential support to RAZ priority sectors - Spa Heritage; Food & Drink; Healthy Visitor Products; Health, Therapies and Well Being; Creative Industries. Potential to achieve Output Measure 312 - Support for the creation and development of micro-enterprise Potential to achieve Output Measure 313 -

Encouragement of tourism activities

Potential to achieve Output Measure 331- Related training and information.

Fragmented product knowledge amongst SMEs. Lack of comprehensive knowledge base amongst providers

Feedback from tourism SME’s in workshops. No existing comprehensive

To raise levels of business collaboration and cross-sector engagement.

Create mechanism for networking and cross-selling across the entire product database -a centrally managed, free and

Potential support to RAZ priority sectors - Spa Heritage; Food & Drink; Healthy Visitor Products; Health, Therapies and Well Being; Creative Industries.

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and options across the range of the activity area – including linked service oriented businesses.

database of SMEs (both tourism and associated businesses).

widely accessible master database of around 2000 product businesses

Narrow perceptions of PD as being for Active Outdoors and Walking ie little knowledge of breadth of activities or the different levels of activity possible. Low profile of ‘Gentle Outdoors’ offer, or the idea of mixing different activities together.

Concept not featured strongly in current DMP marketing campaigns or communications.

To raise the profile of ‘Gentle Outdoor’ marketing concept, and deliver the potential of the Growth Cluster as an economic driver.

‘Gentle Outdoors’ developer team to nurture the cluster and coordinate programme of product developments. Raise profile of concept as an attractor in destination marketing.

A more broadly appealing visitor offer, bringing wider economic benefits to SME network. Potential support to RAZ priority sectors - Healthy

Visitor Products; Health, Therapies and Well Being;

Potential to deliver in excess of £10m annual GVA.

Low profile of ‘health’ products in destination marketing. No profile of Wellbeing at all – just spa based ideas. Little comprehension of huge, emerging market demand for health and wellbeing.

Concept does not currently exist.

To establish and raise the profile of ‘Wellbeing’ marketing concept, and deliver the potential of the Growth Cluster as an economic driver. Link to the PDNPA Live and Work scheme to optimise synergies.

‘Wellbeing’ developer team to bring the cluster to life and coordinate programme of product developments. Create profile of concept as an attractor and disperser in destination marketing.

A more broadly appealing visitor offer, bringing wider economic benefits to SME network. Potential support to RAZ priority sectors - Spa Heritage; Food & Drink; Healthy Visitor Products; Health, Therapies and Well Being; Creative Industries. Potential to deliver over £13m GVA pa in long term.

Fragmented presentation of Peak District branded merchandise. Low profile of what it embraces or stands for. ‘Peak Produced’ is not a generic concept at all.

Concept not featured strongly in current DMP marketing campaigns or communications.

To establish the profile of ‘Peak Produced’, and deliver the potential of the Growth Cluster as an economic driver. Coordinate the activities of existing networks and initiatives (EQM, PD Fine Foods etc).

‘Peak Produced’ developer team to formulate the cluster, coordinate existing programmes and create profile for Peak Produced in visitor communications eg Welcome Magazine.

A more broadly appealing visitor offer, bringing wider economic benefits to SME network. Potential support to RAZ priority sectors - Food & Drink; Healthy Visitor Products; Creative Industries. Potential to deliver upwards of £20m GVA in longer term.


DRAFT 9 April

4.

Conclusions and Priority Action Plans for

Growing the Peak Tourism Product

4.1 Conclusions

• This project is a study into the differentiated local tourism products of the Peak District based

on its natural and cultural qualities. The aim of the project is to provide a Masterplan for future

product development and tourism SME action with support from agencies and public bodies.

• The evidence gathered has enabled three Growth Clusters to be identified. Each cluster is built

around a tangible consumer opportunity and a Peak District capability to deliver a product that

will readily generate an economic impact. Each cluster also shares the underlying opportunity

of pursuing a joined-up, strategic events programme. The new clusters fundamentally address

the narrowness of the prevailing sector-by-sector networking which does seem to perpetuate

‘silo’ working. The new Growth Clusters are hence more cross-cutting in nature and seek to

broaden out the range of experiences that visitors may be offered.

• Encouragingly, many of the product elements already exist. Growth can readily be achieved

largely from collaborating and presenting existing products in new and joined-up ways. This

activity will be the catalyst for continued collaboration which will subsequently deliver genuine

new product development / investment and longer term economic growth.

• This is a refreshing, new, cross-cutting initiative. In order to successfully introduce this new

concept for growing the Peak tourism product, and to deliver the potential outcomes identified

within the defined Growth Clusters, we must be realistic and we must first establish some

sound operational disciplines. It must be noted that there is currently no identifiable leader,

manager, facilitator, owner etc of the overall Peak tourism product. This is why fragmentation

and duplication prevail. We conclude that the initiative will only succeed if it is enabled in such

a way as to deliver effectively from the outset. Consequently the Masterplan actions are initially

seeking to create the right environment within which the businesses can develop themselves.

Concurrently, we conclude the need to establish the functional role of a Peak tourism

development ‘board’ as a new, virtual capability that will inspire real returns.

• In this way there will be the clear leadership and direction required, as well as the facilitation

skills on the ground, to enable the tourism micro/SMEs to collaborate and grow overall. The

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three priority Growth Clusters are already scoped out and will provide the development

framework for the three business clusters to work to.

• Our overall conclusion is that there is significant potential to generate economic growth through

raising visitor spend levels, extending visitor stay times, encouraging greater participation in

paid-for experiences, and attracting modest visitor growth. These results will be delivered

through facilitating much closer collaborative working across the existing business base, and

by independently pursuing three prioritised Growth Clusters, presently identified as Gentle

Outdoors, Wellbeing and Peak Produced. Each of these three business clusters must be driven

forward by a developer team with the collective responsibility to create and deliver collaborative

initiatives.

4.2 Priority Action Plans

• These action plans are intentionally succinct so as to avoid the allocation of specific roles to

individuals, groups and organisations that may be held responsible for task delivery . . . yet

who probably have no existing capacity and no identifiable resource with which to work.

Consequently, it lays out a succinct set of priority actions to be pursued – most significantly the

basic operational structures which need to be put in place. These are built wholly upon the

need, first, to establish a mechanism for development, and second, to drive the ongoing

implementation of those developments. Without the necessary mix of nurture and commitment

the Masterplan outputs will simply not happen.

• As with any product development programme, time is the most precious resource. And new

product developments normally take a considerable time to come to market – even longer to

become successful and deliver returns. However, we emphasise that many of the potential

economic impacts arising from the successful delivery of the prioritised Growth Clusters can be

delivered in the short term as they are built largely on improved collaboration, joined-up

planning, and the re-packaging / re-presentation of existing experiences. So we believe quick-

wins may also be achievable. This should not detract from the more significant longer term

economic impacts that will only be delivered through concerted investment in developing new

concepts. We suggest the two activity lines should run in parallel.

• The prioritised Growth Clusters include opportunities to deliver outputs that match core funder

KPIs. The bidding process is the key to releasing enablement resources. These bids are

priority actions.


DRAFT 9 April

Visit Peak District & Derbyshire Masterplan for Distinctive Tourism Product Developm ent – Action Plans PRIORITY ACTION 1: ESTABLISH A STRUCTURE FOR EFFECTIVE PRODUCT DEVELOPMENT - a ‘virtual’ Product Development Team to be the catalyst and driver for the initiative. - an associated delivery framework to harness and energise the collaborative power of the initiative. It is considered that without such a structure in place there will be no mechanism for joining together the product development ideas – consequently the economic impacts will not be developed or delivered.

PURPOSE:

• To signify a tangible steering group to spearhead and provide leadership for the tourism product development initiative, raising the profile of product development, introducing the language of business growth through collaboration, and actively encouraging businesses to work/network together.

• To crystallise an effective delivery framework within which businesses are enabled to develop tourism products built on collaboration and that generate business returns.

OBJECTIVES: • To stimulate economic growth across tourism businesses, • To take a hands-on role in encouraging businesses to work together, • To deliver light-touch leadership and integration across the businesses of tourism, • To take ownership of this Masterplan and initiate the required development funding bids and delivery plans, • To drive forward the Masterplan growth clusters through an appropriate delivery framework, • To take responsibility for delivering against target KPIs (related to funding streams).

PARTICIPANTS AND CORE TASKS: • The product development team may comprise 2 VPD&D, 1 PDNPA, 3 private sector, 1 public sector, plus 2 others

max. Core tasks include to: - Define success criteria and target achievements,

- Facilitate submission of funding bids, - Oversee delivery of achievements within each of the three growth clusters,

- Maintain development momentum. - Provide overarching events development strategy.

• There should be three delivery teams, one for each of the identified growth clusters. Each may require a nominated ‘developer’ to provide the strategic imperative, a team of product business representatives, and a support facility to energise the networking. Core tasks include: - Create and drive economic development opportunity within each growth cluster,

- Inspire business inclusion – active involvement of minimum 100 businesses in each cluster, - Stimulate and facilitate collaborative cross-fertilisation between micro/SMEs, - Support bringing individual development projects to market, using the existing organisations and channels for marketing, promotion and distribution.

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HOW LEAD RESPONSIBILITY

OUTLINE COSTS OUTCOMES

1.1 Create and embed a private/public sector Tourism Product Development team (TPD) to act as the main community of interest for the sub-region.

• Identify/engage appropriate team

members, interrogate the Masterplan priorities in order to endorse the necessary commercial reality, and define an appropriate delivery framework with time-bound actions.

• Specify the functional remit and operational ethos that will deliver effectively in the current climate.

• Meet as often as appropriate during ‘establishment’ phase – thereafter quarterly.

• Manage submission and conversion of funding bids as necessary.

Spearheaded by VPD&D, (supported by PDNPA and DDEP).

None specific.

Cohesive group in place by end July. Priorities, milestones and delivery framework agreed by mid August. Flow of funds to enable actions to take place.

1.2 Create one master database of tourism product businesses – to be the base list for all cluster related and networking activities to refer back to. The database will be coded to enable segmentation for use by each cluster, and also of use to wider training and business support providers – with updates etc always made back on the base list. (No sub-lists should be created). The full data does not currently exist in a usable format.

• One-off task to create a comprehensive

database based on existing lists from a variety of sources plus new data from geographic analysis – of businesses and individuals within businesses. Data records to be verified, de-duplicated, coded and classified.

• The purpose of the database is to enable and stimulate interaction and networking between all businesses within and between clusters, to stimulate cross-fertilisation, and form a platform for subsequent commercially driven initiatives.

• First step engagement with the database by email/letter/telephone,

VPD&D

One-off allocation for database collation, first communication, coding and network access provision. Ongoing allocation to cover administration / maintenance requirement plus specific IT costs.

Comprehensive database of 2,000 businesses and 3-5,000 contacts by end July. Qualified responses from 50% of database by end August. Database accessible by all businesses as a networking tool by late October.

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outline project goals and milestones, and establish contacts’ interest in range of specific actions.

• Identify a database ‘owner’ to be responsible for ongoing maintenance and use issues.

• Make the database available for online search (password protected intranet) and networking by the businesses included.

1.3 Identify and activate 3 Cluster Developer teams – one for each of the three priority clusters. These will comprise business representatives from within each cluster, as well as appropriate specialists as required. They will identify tangible development ideas and specific outputs/timeframes – and pursue bringing these to market.

• The purpose is to drive forward each

Growth Cluster through the knowledge and collaborative energy of the lead product representatives from within each cluster, plus co-ordination support, plus tourism product developer expertise (internally or externally sourced) as may be required / specified.

• Brainstorm the respective development clusters, scope the development remit, establish milestone success criteria.

• Specify development / launch programmes, including resources needed and anticipated outcomes for funding bids to be progressed.

VPD&D with aim of establishing a commercially based relationship with the SMEs to run in parallel with the existing relationships.

Allocation to time required for cluster business engagement and subsequent liaison to shape and write development / launch programmes for each cluster to end October.

Three Cluster Developer teams active by end August. Outline development / launch programmes for each Growth Cluster by mid-November.

1.4 Tourism Product Development Forum – all database contacts invited to attend, possibly linked to VPD&D annual conference.

• Product development forum to brief

attendees as appropriate, and engage them in shaping next actions.

• Recruit additional team members. • Specify overarching events

development strategy to apply across the 3 cluster programmes.

VPD&D.

Allocation for event.

Forum by end Nov 09. Target 50 contacts per cluster by end Jan 10. Cluster programmes by end Jan 10.

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PRIORITY ACTION 2 IMPLEMENTATION OF GROWTH CLUSTER PROGRAMMES Successfully drive through and deliver the cluster-specific action programmes

PURPOSE:

• To push forward the delivery of each of the three prioritised growth cluster development programmes and the cross-cutting strategic events theme – and raise the profile of the tourism product development initiative as an economic driver.

• To increase the economic return arising from growth cluster business activities. OBJECTIVES:

• Maintain the relevance of the actions detailed within the three prioritised growth cluster development programmes – adding new actions and ideas on a constant basis,

• Stimulate growing interest and business engagement/active networking within each growth cluster, • Deliver successful tourism product developments, identify and fill product gaps. • Raise quality of product and service.

CORE TASKS:

• Meet 2 monthly to monitor, update and deliver tasks, • Maintain log of progress for each programme, monitor performance against plan and target, and initiate change as

required. • Overcome the temptation to revert to silo working by constantly seeking to add-value through delivering better

cross-cutting initiatives.

WHAT HOW LEAD RESPONSIBILITY

COSTS/ PARTNERS

OUTCOME

2.1 WELLBEING Deliver the opportunity presented by the Wellbeing Growth Cluster

- establish and evolve the

• Meet as required in order to establish / manage the programme and maintain contact between meetings to ensure tasks are delivered by members as agreed.

• Deliver specific actions that will join-up existing products, re-package existing

Cluster Developer team, VPD&D plus PDNPA Live & Work team.

To be defined within development / launch programmes.

Target outcomes: Peak Wellbeing ‘story’ to be incorporated into existing promotional collateral by late 2009.

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product development remit

- act as the catalyst for collaboration and for retaining the sharpness of the growth cluster concept - actively pursue commercially rewarding product development initiatives within and across the cluster

products, identify gaps linked to economic opportunity, pursue actions to fill these gaps.

• Engage with the wider set of businesses across the Wellbeing cluster on a frequent basis.

• Create Wellbeing product development / launch briefs (including funding bids) for implementation by team members.

• Facilitate and administer the work of the team of Cluster Developers.

• Communicate and liaise freely with the rest of the product development delivery framework.

• Interact with sub-regional influencers such as other project group leads.

Likely actions: Short term – • Agree the Wellbeing cluster profile and

positioning story, specifying associated economic opportunities to be targeted.

• Consolidate existing Wellbeing ‘product’, identify product gaps and re-package for short term promotion in existing collateral.

• Proactive media coverage to establish and grow the totally new Wellbeing cluster.

Medium term – • Establish an annual Wellbeing Week

event. • Promote Wellbeing Packages with new

consumer propositions and with appropriate strategic partners.

Evolving portfolio of Wellbeing related tourism product development ideas. National media coverage of this new Peak Wellbeing phenomenon. Offer Wellbeing Packages for 2010, linked to health and education sectors as well as tourism. Annual Wellbeing Week event starting 2011. Introduce a Wellbeing quality standard / mark for 2011. Demonstrate economic impacts reflecting ROI of 10:1. Support delivery of 3 new Wellbeing based capital development projects by 2012 (such as wellbeing village lodges).

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• Raise standards, implement quality ratings.

Long term – • Draw down capital investment projects

to fill gaps such as self-catering spa / wellbeing accommodation.

• Attract a National Wellbeing Festival or compatible appeal national consumer event to PD location – high profile media coverage along with eg NHS.

2.2 GENTLE OUTDOORS Deliver the opportunity presented by the Gentle Outdoors Growth Cluster




• Meet as required in order to establish / manage an actionable programme and maintain contact between meetings to ensure tasks are delivered by members as agreed.

• Deliver specific actions that will join-up existing products, re-package existing products, identify gaps linked to economic opportunity, pursue actions to fill these gaps.

• Engage with the wider set of businesses across the Gentle Outdoors cluster on a frequent basis.

• Create Gentle Outdoors product development / launch briefs (including funding bids) for implementation by team members.



• Interact with sub-regional influencers

Cluster Developer team and VPD&D.


Target outcomes: Gentle Outdoors ‘story’ based on the accessible outdoors to be incorporated into existing promotional collateral by late 2009. Evolving portfolio of Gentle Outdoors related tourism product development ideas. A well-integrated network of over 400 businesses that comprise the Gentle Outdoors network – and complement the more established Active Outdoors

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such as other project group leads. Likely actions: Short term – • Agree the Gentle Outdoors cluster

profile and positioning story, specifying associated economic opportunities to be targeted.

• Engage businesses across whole Outdoor sector, consolidate the Gentle Outdoor ‘product’, identify product gaps and re-package for short term promotion in existing collateral.

• Create new promotional language around Gentle Outdoors cluster and it’s broad accessible appeal – and link to Wellbeing cluster.

Medium term – • Create sense of stature for the cluster

– built on the breadth and depth of the offer. Establish an annual Outdoor Week to complement events such as the Walking Festival.

• Promote accessibility of Gentle Outdoors packages with new consumer propositions and with appropriate strategic partners

Long term – • Extend consumer perceptions of PD

tourism from Walking to Outdoors – with a much broader customer base.

• Encourage day-visitors to stay longer and undertake a broader range of activities and experiences whilst here – linked to easy accessibility.

players. Demonstrate economic impacts amounting to £5m GVA by 2012. Demonstrate 5% growth in associated overnight stays by 2012. Extend the average day-visit stay by 1 hour. Support delivery of 3 new Outdoor based long-stay packages by 2012.

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2.3 PEAK PRODUCED Deliver the opportunity presented by the Peak Produced Growth Cluster




• Meet as required in order to establish /

manage an actionable programme and maintain contact between meetings to ensure tasks are delivered by members as agreed.

• Deliver specific actions that will join-up existing products, re-package existing products, identify gaps linked to economic opportunities, pursue actions to fill these gaps.

• Engage with the wider set of businesses across the Peak Produced cluster on a frequent basis.

• Create Peak Produced product development / launch briefs (including funding bids) for implementation by team members.



• Interact with sub-regional influencers such as other project group leads.

Likely actions: Short term – • Agree the Peak Produced cluster

profile and positioning story, specifying associated economic opportunities to be targeted.

• Consolidate existing Peak Produced

Cluster Developer team and VPD&D, developing relationships with each existing organisational body/network ranging from EQM and BESSTE to Peak Products, peak District Fine Foods and Peak Cuisine.


Target outcomes: Peak Produced ‘story’ embracing all existing networks to be incorporated into existing promotional collateral by late 2009. Establish a Peak Produced sign of authenticity by mid 2010. Online listing and links to all Peak Produced merchandise/sites by end 2009. Online availability of Peak Produced items by late 2009. A well-integrated network of over 600 businesses that comprise the Peak Produced network. Support delivery of 2 new Peak Produced themed retail outlets open by 2012.

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‘product’, based upon existing networks for food, drink, arts, crafts – and extend the coverage to include culture, traditions, heritage, and so on. Share best-practice between existing networks. Identify gaps and re-package for short term promotion in existing collateral

• Proactive media coverage of the Peak Produced initiative across the East and West Midlands, North West England and Yorkshire.

Medium term – • Establish an annual Peak Produced

event, of calendar of related events to offer a year-round level of interest.

• Promote Peak Produced themes with appropriate strategic partners eg food manufacturers and distributors, retail chains etc.

• Raise standards and implement quality rating measures.

Long term – • Draw down capital investment projects

to fill gaps such as retail sites and new production capacity.,

• Establish Peak Produced outlets at strategic high traffic locations such as Motorway Service areas to help project the Peak story and sell merchandise to passing traffic.

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PRIORITY ACTION 3 Maintain active integration across the 3 priority Growth Clusters

PURPOSE:

• To add the overarching sense and integration to the joined-up Peak tourism branding. OBJECTIVES:

• To support the work of the three Growth Cluster teams. • To drive forward the culture and events strategy. • To instil continued development ethos and continued product knowledge.

WHAT HOW LEAD

RESPONSIBILITY COSTS OUTCOME

3.1 Increasing the strategic impact of Culture & Events – focus and cross-referencing

• Take ownership of the appropriate

parts of the Cultural Events Strategy and support existing smaller events, grow existing events and attract/develop new large events.

• Produce annual calendar of events –

online and hard copy, that is readily available / emailed out on a weekly basis highlighting ‘what’s on right now’.

• Identify and chase new event bids.

VPD&D.

To be defined within each cluster development programmes.

Annual calendar. Weekly downloads. Strategic event delivery.

3.2 Share the Peak Knowledge - share product knowledge

• Establish a programme of shared

training/familiarisation eg ‘lunch & learn’ sessions.

VPD&D.

To be defined within each cluster development programmes.

Programme of regular events. Increased cross-selling.


DRAFT 9 April

APPENDICES

1. Online survey results

2. Distinctive competitors

3. Funding related outputs and outcomes

4. Workshops attendees and survey respondents

5. Business analysis by postcode

6. All ‘Potential Growth Cluster’ assessments

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APPENDIX 1 - Online survey results

Methodology

Grow your Peak tourism business – the 2,149 businesses, individuals and organisations contacted

through the course of this study by email and letter were all additionally referred to a brief online

survey where they could register their thoughts and views concerning the issues we need to

resolve in growing the Peak Tourism Product. Links to the workshop and interview content were in

evidence, and it was made clear that the data was being collected by the Visit Peak District &

Derbyshire DMP under the standards set by the Market Research Society of Great Britain.

Of the 2,149 possible responses, a modest 53 were received, but generating a wealth of invaluable

qualitative data – amounting to over 34 pages of text based comment, which reflects a significant

critical mass of engaged business partners.

Survey Results

The following is an abbreviated summary (ie not all responses are included) of the raw responses

to each survey question – analysed and re-grouped into meaningful clusters.

1. Apart from walking, the distinctive countryside and its market towns - what are

the 3 most unsung and unusual tourist gems or appeals of the Peaks?

(ie looking beyond the mainstream appeal.)

HERITAGE

• Its historic houses - but they're not really unsung.

• Its industrial heritage, we have Arkwright's Mill, the heritage valley way, Monsal Head and

its viaduct, Magpie Mine. Let's consolidate them into a single selling point!

• Great heritage: Whether it is the wealth of impressive country houses, the burial place of

Little John, the home of the most northern plague village or the uniqueness of the well-

dressings, Derbyshire has something to interest and fascinate everyone.

• It's industrial heritage and history, the working mill museums, the mines you can visit, the

steam train, the stately homes.

• Local history and culture of grassroots living (food, farming, engineering); heritage

expressed within arts and environment (artists/wildlife).

• Rural heritage - Bakewell agricultural market - not the building but the actual animal

auctions.

• The industrial heritage.

• Industrial heritage.

• Historical appeal of the region, the range of activities for all ages.

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LOCAL PRODUCE

• Fantastic Food! From local dishes such as Bakewell Pudding, to organic produce from

great establishments (including Chatsworth Farm Shop), to farmers markets, to a fabulous

variety of restaurants/pubs serving quality food.

• Good food and local produce e.g. local markets/pubs.

• Staffordshire oatcakes, these should be made a national treasure, far better than imported

pitta breads or wraps - they are even gluten free.

• Good quality local foods.

• Developing regional quality foods ie farmers using local produce.

• Good variety of food.

• The quality food produced in this region.

• Locally grown food.

• Local artwork and craftwork and local food producers.

• Good quality local beers.

• Local crafts and produce.

• Arts and crafts.

PEOPLE

• Wonderful people!

• Derbyshire people are traditionally warm, friendly and welcoming.

• Enjoy our hospitality. Nothing is too much trouble.

• Its people - they have knowledge, skills and culture that can be harnessed to create

experiences.

• Friendliness of people.

• Fantastic villages.

• Friendly people.

• Good communities.

• Famous people.

NATURAL ASSETS

• Outdoor pursuits that are available e.g. rock climbing, hang gliding, caving etc.

• Landscape that stimulates creativity, most notably photography, but also painting and rural

craft.

• Appreciation of nature, bird watching, wild flower meadows, rocky escarpments / climbing,

reservoirs / water sports.

• The most popular participation sport - Fishing!

• Sailing.

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• Shooting.

• Bridle-ways.

• Cycling on the various trails.

• Bird watching, access to out of reach places.

• Wildlife - wild deer and birds of prey - tourists unaware.

• Caves and caverns, the geological gallery at Biddulph Grange Garden, well dressings.

• Caves at Castleton, farmers markets and well dressings.

• Small historical villages such as Eyam.

• Fun activities eg climbing, canoeing.

• Historic houses and museums, also caves etc.

• Tissington Village.

• The National Trust development of the Longshaw Estate with cafe, lake, interesting

courses and events and new visitors' centre.

• The Derwent Gallery in Grindleford that has an abundance of affordable art of landscape of

the Peak District and has regular exhibitions by local artists.

• The flora, architecture, drystone walls.

• The amazing Grindleford Cafe at the bottom of the delightful Padley Gorge, which has the

best chip butties in the Peak.

• Stateley homes - Chatsworth and Haddon plus farm shop events etc

• The Country Houses open to the public.

• The markets themselves - Bakewell, Buxton, Leek and Ashbourne.

• Local foods - someone pointed out we could make more of local products.

• The character and architecture of the villages.

• The appeal of country pubs and tearooms.

• Variety of attractions ie Theme parks, stately homes / views.

• Wide variety of attractions for diverse groups.

• Large variety of activities to suit all interests not found in most other parts of the UK.

• There is only one and it encompasses everything. It is VARIETY of experience of scenery,

stately homes, caverns, castles, shopping etc. Whatever the weather, there is closeby,

something of interest to the broadest spectrum of society, while comfortable venues cannot

offer to the same degree.

• Its diversity: White Peak is akin to Yorkshire Dales. Dark Peak is like the Yorkshire Moors.

• The most unique feature is the DIVERSITY of experiences possible within a small area. I

feel this is its greatest USP versus say the Lake District. Yes, they have hills & walks, NO

they do not have Chatsworth, Derwent Valley Mills, Crich Tram Museum, Buxton Opera

House & arts, the attractions at Matlock, Alton Towers etc etc within a 30 minte drive.

Secondly . . . ACCESSIBILITY - the PD is close to most people.

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• Central Uk location with easy access. Its accessibility from many large cities around it. It's

so close to surrounding large cities - many people don't realise how close! Availability

(ease of access).

• Close access to many attractions.

• Its central position within the UK.

• Central location means it is easily accessible from all parts of the country.

• Dark Night Skies and Peace and Quiet.

• Peace and relaxation in clean healthy air.

• The SPACE.

UNIQUE ASSETS

• Unique assets such as Well Dressings, Cresswell Caves, Rock Art.

• The many artists and craftsworkers whose studios are rarely visited.

• Architecture of Buxton.

• Unusual buildings and curiosities.

• The quirky characters in the villages!

• The Fringe Festival.

• The Wirksworth Festival.

• Bakewell Arts festival and the Bakewell Ghost walks.

• Hartington factory cheese shop.

• The indigenous Pubs and their publicans.

• Well dressings, agricultural shows and local festivals.

• Welldressing and quaint local customs.

• Wells. Well dressings

• Village pubs.

• Village fetes.

• Local happenings such as fell racing, carnivals and well dressing.

• The amount of attractions and activities to do.

• The open air swimming pool, tennis courts and cafe at Hathersage.

• Crich tramway village.

• Carsington Water.

• Matlock Bath illuminations.

• Croxden Abbey.

• Rudyard Lake.

• Caldon Canal network and basin.

• Distinctive vernacular architecture.

• Unique village carnivals.

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• Well dresssing.

• Customs.

• Water sports.

• Drystone walls.

• Rock climbing and pot holing.

• Farmers Markets.

• Landscape history - tracks, packhorse routes, visible evidence in fields of early farming

methods.

• It's cultural aspects: Festivals e.g.Wirksworth, Stainsby, ell dressings.w

• Its links to major movies.

• Natural Spa at Buxton.

2. What sort of things would help improve your business and grow the Peak Tourism Product?

(e.g. promote in conjunction with complementar y businesses, co-ordination of local events)

Grass-roots ideas for product development . . .

SHAPING THE PRODUCT ITSELF

• Concentration upon visitor experience.

• Traffic free zone within National Park (excepting residents, businesses and their visitors).

• A more positive view of off street parking needed by planners.

• Easier Planning Control - We have the product and the people but not the Consents to put

it into action!!

• Co-ordinated car parking and public transport system.

• Easier parking at museums and in the towns - off-site parking is great, it doesn't spoil the

villages and it gets people walking!

BUSINESS LINKING

• Having a database with services on eg I have a travelling massage lady who offers a range

of treatments, I also know about the bike hire delivery service but what else is out there?

• Promotion with complementary businesses.

• Ability to offer more leisure facilities for all ages in co-operation particularly with hotels, with

gyms, swimming pools, saunas, and activities for children.

• Better links with similar accommodation providers so enquirers that we can not help could

be sent to another person with a vacancy.

• Concerted co-ordination of service/ product providers to canvass Peak National Park

Authority to campaign for more activities.

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• Knowing what specialist short or one day training/ sessions/ classes are happening in the

area, for example Wicker garden sculpture making, Weaving, Upholstery, Garden design,

Mushroom foraging, Lace making. I know we get info re guided walks... these could be

better publicised with links to websites etc.

• Local businesses joining together to create festivals for food, culture or wildlife awareness.

• More joined up working between businesses and small promotions for complementary

businesses.

• Publicity, collaboration between contrasting businesses and producers, so that each has

possibility of reaching a different audience.

• Reciprocal links to all local websites.

JOINED-UP EVENT PLANNING

• Tie-in with local events.

• A coordinated "off-peak" events program - at least one event or attraction open every day

of the year.

• Year round destination with always something going on (for all audiences)

• A list of local events and amusements, good places to eat, craft/gardening workshops,

ideas for children especially in inclement weather, local walks, gardens and houses to visit,

along with a local map.

• More well organised events.

• A themed event such as Ashbourne Pancake Race e.g Pudding Race or sausage trail (as

in Ludlow).

• Co-ordinated events such as involvement in Wirksworth Carnival and festival. Middleton

has never been involved.

• Co-ordination of events.

• Co-ordination to avoid clashes would help. A clear programme of events.

• Focused marketing of key events throughout the year, co-ordinated with complementary

businesses.

• Organised events, such as walking weekends, cycling, golf, themed restaurant weekends.

• The Walking Festival is great but what about having a White Peak week of events / Dark

Peak week of events/Derbyshire Dales week and Staffordshire Moorlands week where all

the businesses within those locations could be involved and promoted with possible special

offers on accommodation, activities and retailing.

JOINED-UP PROMOTION

• Raise awareness amongst 'retired' holiday makers.

• Better promotion of short breaks.

• Network marketing.

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• PR Familiarisation trips for journalist etc.

• General promotion.

A WEALTH OF WIDER IDEAS

• Distinctive and coordinated signage to tourist venues, like cafes, shops, galleries and

hotels. I have seen them in places like the Lake District where they had several signs for

different businesses in one area all on one post.

• Dog friendly pubs, shops, cafes, restaurants, tourist attractions.

• Discount vouchers for entry to local attractions.

• Child friendly pubs.

• A new annual 'Celebration of Food Month' for the Peak District.

• Good free guide to eating and drinking - impartial assessments.

• A travelleing showcase of our (arts and crafts) work around the area to advertise our

products.

• Develop a destination spa.

• A single coordinated Peak District Spa Festival.

• Better signing of services available in villages.

• Signage to tourist destinations - particularly accommodation providers.

• Longer opening times (eg all year) for tourist activities - disposable income and disposable

time are on the increase - let's cater for it.

• Special Interest holidays can stimulate group booking. We have let to Art and Walking

groups but more often to groups celebrating a special birthday or occasion like a wedding.

• What about a Water Festival.

3. What other tourism destinations have got something great that you think should be

developed in the Peak District? (what is it and where is it)

• Spa activities - Bath has this in abundance.

• Greater acceptance of the need to visit and move around by car and increase visitor spend

by greater majority around the area - Cornwall, Ambleside etc.

• Lake District - everyone has heard of it and knows that it has outstanding scenery and

lovely towns to visit.

• Devon - the food is superb and local produce is promoted well eg Devon milk, cream - the

Peak District also has fabulous products like this but they are not promoted as a whole only

individually by individual producers.

• Mountain biking centres …Scotland, Wales and Yorkshire Dales.

• A food trail or festival like at Ludlow, a 'type' of weekend like Hay-on-Wye.

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• Baltimore Aquarium USA & Eden project, Cornwall. There are more dramatic & fantastic

attractions around the world than the Eden project.. but this project is INDOOR and would

therefore be a great bad weather attraction, it ties in with the environment and is

educational and therefore fulfills the PD 's statutory purposes, a project of this type could

easily be built in one of the large, worked-out quarries. The Baltimore Aquarium has similar

advantages. However, Birmingham is not so far away and has an aquarium as does

Chester...so there is probably duplication here.

• Bath - quality and variety of shops.

• Lakes - fantastic guide to local farmers markets,cafes where local produce used etc.

• Edinburgh and Buxton have made arts appear to be theirs. The Peak District could do

something more visionary with arts.

• Edinburgh Fringe Festival. Official food & drink Festival like Manchester Food Week.

• In Europe it is easy to buy into an organised trip to a destination run through the hotels,

also public transport is a lot cheaper and frequent in the tourist season.

• In Scotland the forestry have created many fantastic bike trails for all abilities (the 7

Stanes), can we encourage them to do more in this area, it would be good for locals as

well as tourists.

• Lake District; world-class purpose-built mountain bike trails and associated facilities.

• Mountain biking and orienteering trails for all abilities plus a visitor centre (incorporating a

closed circuit tv link to ospreys nesting at a nearby lake) and a really great cafe selling

wholesome cakes and snacks all in a forest setting at Winlatter Pass in the Lake District.

• Links between accomodation providers and attractions is a given in Blackpool. At the start

of every season the attractions tell the accomoadtion holders what is happening. The

attractions also cooperate in a way which is not apparent to in the Peak.

• Major outdoor pursuit shopping area, selling everything to do with outdoor recreation - with

countryside education facilities and exhibitions/cafe. There is one called Rhedeg near

Penrith in the Lake District.

• Melton Mowbray pork pies - ie promote local foods.

• North Yorkshire Steam Railway - bring back steam to the Hope Valley line and open up the

Old Matlock links.

• North Yorkshire Moors Centre at Danby - promotes NY Moors National Park, Ecology

Farming, and has a superb gallery.

• Public transport 'hopper' services, eg Chasehopper on Cannock Chase and Shropshire

Hills Shuttle.

• Sweden - Public Transport that connects properly. We returned from a remote island to the

centre of Stockholm on an out-of-season Sunday afternoon, with the ferry being met by a

bus, and the bus meeting a train.

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• Something like a recreation of a historic village such as Beamish, Ironbridge based upon

trades/crafts/industry which has now died out.

4. What aspects of the Peak tourism product do yo u think are most distinctive ?

• The unspoilt nature of the Peak Park.

• Space, chance to escape.

• The well kept villages and their old traditions eg. well dressings, fete days etc.

• Lovely characterful stone built villages.

• The artistic output of the Peak District as seen in the various galleries.

• Anything that draws attention to the historical and geological character of the place eg

mills, millstones, limestone features, historical buildings made of of gritstone etc.

• Beautiful and accessible countryside, with lots of waymarked walks.

• Beautiful and varied countryside.Warm and friendly people.

• Countryside.

• The countryside .

• The countryside, walking, outdoor activities.

• Countryside, local produce and products.

• Countryside, views, quality of diverse places to stay.

• The unique countryside, wild and beautiful.

• Feeling of quality.

• Friendliness of the people in the Peak.

• Great number and variety of experiences/places to visit.

• Diversity & number of attractions/accessibility.

• In fact people are surprised at how much there is to do, which is the main reason by many

return.

• Ideal for weekend breaks because of its central location.

• It's a beautiful place to start with, build on that - walks guides with local knowledge.

• Its outdoor nature and the variety of things to do.

• Its variety, the friendliness of the people, the diverse countryside.

• Landscape and outdoor activities.

• Range of countryside.

• Stonework in walls and buildings.

• That we have incredible access 360 degrees.

• Choice of environments from rugged high peak to the rolling dales all under 'one roof'.

• The diversity of the area within a relatively small area and the siting of the area itself, eg

within 2 hours drive of a lot of England.

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• The ease of access from much of the country, yet many parts of the Peak are still very

quiet so you can get away from the masses, unlike Cornwall.

• The hills and wide open spaces, use of "corporate colour" (purple).

• The mix of amazing countryside and history - in the shape of stately homes and world

heritage sites.

• The National Park, events and places of interest.

• The stunning scenery, the great vilages, the fantastic heritage!

• The villages, well dressing, hopefuly the thermal waters once that gets finished.

• The Water.

• Walking the Peaks.

• Walking, Chatsworth.

• Walking, market towns - Bakewell, Ashbourne, Buxton.

• Walking, Stately homes, absolutely wonderful and peaceful scenery.

• Walking,Opera House and festivals.

• Walks.Cycle paths.

5. What aspects of the Peak tourism product do yo u think are currently under-appreciated?

• The spectacular scenery. Whilst those who come here know about it, newcomers are often

awestruck by what the area has to offer.

• The sheer variety of the package! When you holiday in the Peak District - the choice that

is on your doorstep will fulfil the needs of the entire family.

• The wide range of outdoor activities. There is a whole lot more than just walking.

• The number of local foods and local food retailers.

• Art galleries and artisans working in the Peak District.

• Excellent access. Underrated as a holiday destination, more known for passing through

whilst going elsewhere!

• Food aspect and the variety of choice of things to do when here.

• Heritage, range of things to do.

• Hidden values such as food, people, pubs etc.

• Industrial heritage, life as it is lived here now, local festivals and carnivals.

• Industrial heritage.

• Its Industrial Heritage.

• Local producers.

• Range of local produce.

• Local village shows.

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• Real rural villages - lots of tourists flock to Matlock and Bakewell but miss out on the more

unique and traditional areas.

• Smaller attractions and villages

• The diversity of the dark and white peak.

• The sheer diversity of the area.

• The uniqueness of (a) Derbyshire's folks culture and friendliness and (b) assets such as

well dressings, cresswell caves, and its historical importance both with the Derwent Valley

heritage site and the many notable roles its played in past eras.

• The villages, the small accomodation providers, the fact that alot of the towns are spa

towns

• The weather, we get alot of snow and guests love it, sunrises, sunsets, little or no light

polution at night.

• Diversity of landscape and things to do.

• Variety - as a prime selling point.

• Variety and unique character of the many small villages and the great community spirit.

6. What single thing would make most difference t o your business, event, festival, activity

or service?

• A partnership event based around food.

• A stand-alone DMP for the Peak District.

• Adequate, welcoming off street parking.

• All year round places to go to, perhaps a book compiled on where to go when it rains or the

seasonal attractions are closed.

• An agent or agency to look at the work we do either as individuals or as a group - Peak

District Products - to get our work into the outlets where it will sell.

• Being able to offer over night spa breaks on site.

• Minibus collection service for pubs/restaurants.

• Better transport system. Buses linked to the train stations.

• Distinctive and coordinated signage throughout the Peak District directing people to

smaller venues like cafes and galleries.

• Easier and more amenable Planning Control.

• Facilitation of the creation of mountain bike trails / races / events.

• Raising awareness that we are a destination for all weather.

• Reciprocal Links on its website to all local websites.

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7. Finally, please add any other comment you fee l may be appropriate . . .

Sifted to reflect comments of relevance to deliverable product development ideas.

• Carsington Water has been developed for Water Sports and has been a success. It woud

be great to have some development for watersport on our Upper Derwent Valley reservoirs

- easy access from Sheffield and Manchester.

• I think that a major advantage of the Peak District is it's accessibility from many parts of the

country. Also the accessibility of places to walk, which is far better than many other areas

which appeal to tourists.

• Maybe someone could devise some itineraries for holiday makers based on say different

budgets that people have to spend or different age groups in party or even an itinerary for

different weather conditions. These could be made available at the various information

centres. A low budget itinerary would be particularly appropriate at the moment in view of

the recession.

• Some support for a Distinctive Peak District sign that attractions could use to guide visitors

to their product - and the local council support to get them produced and placed, the

present system is a nightmare.

• What will make the difference is reassuring visitors that there is plenty to do if the weather

is bad - whether that is visiting a historic house or taking a train into Manchester. The Peak

District scores miles better than the Lake District in this respect - they may have even

better scenery, but they are miles from any alternatives when the weather is poor.

• The visit Peak District booklet should be in pdf format on its website All website pages

should be translated into different languages similar to www.old-glossop.com

• There would appear to be a multide of organisations all operating towards the same end?

Unless I am mistaken, would it not be possible to have representatives of all the different

groups sitting together to come up with a common policy towards all the various facets?

• The Peak district is delightful and we should all strive to develop it.

• Word of mouth recommendation works better than a hundred adverts!

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APPENDIX 2 - Distinctive competitor destinations

Isle of Skye (www.skye.co.uk)

• Ancestry & Genealogy

o Jacobite uprising and defeat of Culloden 1746.

o How the political, social & economic circumstances changed to better agricultural

methods, clearer community leadership by clan chiefs, New development of

industries created to sustain loyal residents (glass, soap manufacture and the

production of potash from seaweed)

o As rents rose to live on the Isle of Skye, communities emigrated on mass to

America (with a fiercely loyal world-wide population proud of their Scottish ancestry

and their traditions – Burn’s Suppers, St Andrew’s Day, pipe band festivals, clan

societies, Caledonia Societies). Homeland and ancestry is of immense importance

to these children of Scotland.

• Arts & Crafts

o Focusing on craft-makers and artists creating unique products and works of art

inspired by the natural environment. Indeed, the destination is ‘a visual feast for

the eyes’.

o Arts & Craft trails created and promoted as ‘Off the Beaten Track’. Outlets

promoted that sell the Island’s soap, bespoke jewellery and unique designs. Free

guidebook available called ‘Elements of Excellence’ details all outlets and trails.

• Gaelic Language & Culture

o A unique and intriguing insight into the foundation of Gaelic life.

o Origins in the Indo-European language group and belongs to the Goidelic branch

of Celtic languages. Gaelic has two ‘sisters’ – Irish and Manx (from the Isle of

Man) and first cousins – Cornish, Welsh Breton, Cumbric and Pictish

o The meaning of Gaelic words and their origins - detail many intriguing stories of

situations unique to life on the Isle of Skye.

o Quote from the website, “Opening up your world to embrace Gaelic will lead to a

lifetime of fascinating discoveries. What is the Gaelic for ‘millennium’? As long as

there has been a Nicolson in Rudha Hunish, or a Macaskill in Rudh an Dunain!

• Heritage

o Focusing on the landscape and terrain

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o From dinosaur footprints in the rocks to Neolithic chambered cairns and stone

circles

o A microcosm of Highland life shaped by national events such as the battle of

Culloden and the demise of the clan system

o Traditional values of families unaffected by emigration

o A series of leaflets promote the Isle of Skye’s living heritage – Archaeology,

Wildlife, Emigration, Trades and Industries, Boswell and Johnson’s 18th century

visit to Skye and Bonnie Prince Charlie and the Jacobites.

• Romance

o The perfect ‘get away from it all’ destination ideal for a romantic break, wedding or

honeymoon

o Accommodation is cleverly promoted to include ‘Romantic Vacations’

o Accommodation venues include details about locally sourced stone and local

village crofters who would have helped to build and maintain the cottages

http://www.maryscottages.co.uk/accomodation.html

• Winter Visitor

o Veering away from the traditional ‘fair weather’ tourist to promote the beauty of

wild, stormy days as well as tranquil, frosty ones! Communities actively encourage

winter visitors ensuring an ‘open policy’ offering places to visit, open all year

restaurants and things to do

o Inspirational for artists with low sunlight to capture the natural beauty of the

landscape

o Enticing for visitors keen to curl up in a cosy cottage with a hot chocolate

o Chill out – literally

o Winter promotional breaks at discounted rates

The Lake District (www.golakes.co.uk)

• Special Interests – focusing on activities that suit the extremes of the terrain

o ‘The country’s biggest adventure playground, it’s breathtaking in more ways than

one!’ Walking, climbing, mountaineering, road cycling, mountain biking, sailing,

canoeing, kayaking

o World-class climbing – the sport of rock climbing was developed on the fells of

Wasdale

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o Unrivalled fell walking in Ennersdale, Eskdale and Bettermere. Hundreds of miles

of public footpaths and cycle routes

o World-class bird watching

• Romance

o Roaring log fires, cosy pubs, romantic walks along country lanes and candlelit

dinners

o Wedding venues with stunning Lakes scenery as back-drop for photo’s

o Health and Beauty

o Magnificent sunsets off the Solway coast – a designated area of outstanding

natural beauty

• Hidden Treasures – www.hiddentreasurescumbria.com linked to golakes site

o ‘Leave no stone unturned’

o Enticing and intriguing promotion with a focus on ‘Can you find the hidden

treasures of Cumbria – The Lake District?’

o Birthplace of Wordsworth and how the landscape inspired his poetry

o Pretty villages – local stone

• Unique features/Oddities

o Eden Valley to Alston route nominated as one of the top ten most scenic drives in

the world

o ‘Long Meg and her daughters’ – the second largest stone circle in Europe

o Local food and drink –

o Popular Wainwright walks across the fells known as ‘The Wainwright fells’ written

more than 35 years ago and featuring sketches of the landscape

o Hadrian’s Wall

o JB Banks & Son Ltd – the original Ironmongers established in 1836 – a real living

history

o Claife Station (built in 1790s and is now a listed building) – one of Thomas West’s

classic viewpoints – a ‘station’ where visitors can best appreciate the aesthetic

qualities of the Lakeland landscape.

o Beatrix Potter

Kent (www.visitkent.co.uk)

• Top Ten Ideas for a rainy day in Kent

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o Fairly generic stuff including shopping, historic attractions, steam train rides, pubs,

underground caves, indoor attractions for children, literary connections with

Dickens (Dickens World) and Rupert Bear!, heritage attractions inc Canterbury

Cathedral, indoor sports venues, theatre/cinema

• Literary Connections/Famous Faces

o Charles Dickens

o Geoffrey Chaucer

o Charles Darwin

o Mary Tourtel – creator of Rupert Bear, was born in Canterbury

o King Henry VIII met Anne of Cleves in Kent. The king’s fruiterer planted the first

apple and cherry trees in Teynham establishing Kent’s reputation as the ‘Garden

of England’

o James Bond film locations – Routes from Margate to Dover is Moonraker and

Goldfinger country. Ian Fleming had a weekend home in St Margaret’s Bay.

Section on website dedicated to James Bond’s Kent!

http://www.visitkent.co.uk/explore/james-bond.asp Ian Fleming died in Canterbury

in 1964

• Unique Heritage

o Canterbury Cathedral

o Rochester Cathedral – the second oldest Cathedral in England

o Lullingstone Roman Villa – built in c AD 75 – incredible mosaic tiled floors

o Roman Painted House at Dover – a well preserved Roman Official Hotel

o Chaucer’s Pilgrims

o England’s Oldest County

• Distinctive Landmarks

o Oast Houses

o Garden of England

o Vineyards and Lavendar fields

o Canterbury and Rochester Cathedrals

o Hever and Dover Castles

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The Cotswolds (www.Cotswolds.info)

• The Land

o The region covers 790 square miles and is the country’s largest designated ‘Area

of Outstanding Natural Beauty’

• Wool

o Well known throughout Europe as the source of some of the best wool in the world

since the Middle Ages.

o Ideal territory for sheep and the world-famous row of cottages at Arlington Row

(Bibury) was originally constructed 600 years ago as a factory for processing wool.

o In the 18th century, cloth manufacturers became centred on the Stroud valleys

where 150 mills were powered by the river.

• Stone

o Traditional buildings were constructed out of the Oolitic Limsestone that was

naturally sourced from the land. There are still quarry’s extracting the stone now

and this is used for repairing old buildings and new constructions. Old limestone

houses and cottages are invariably ‘Listed’ buildings and new constructions have

to be built with the same roof pitch to match the traditional styles.

• Salt Ways & Coaching Routes

o Ancient routes predating Roman roads and drovers’ routes created for the

distribution of salt.

o These routes played a large part in the construction of the roadway system

o Coaching routes followed the construction of Roman roads and the London to

Worcester route was an important staging point.

o 40 coaching/staging inns were set up to service coach travellers

• Silk Production

o Silk was an important part of the Cotswolds’ industry with mills being in many

locations (Winchcombe, Blockley and Broadway)

• Tobacco Leaf Growing

o Tobacco growing since 1619 - there is a road named Tobacco Close and despite

the lapse in time the occasional tobacco plant is still found growing in the

Cotswolds.

79

• Prehistoric

o Landmarks include Neothalmic remains (80 long barrows of the Cotswolds-Severn

type), Bronze Age (400 round barrows) and Iron Age (32 hill fortes)

• Strange Things

o Woolsack races; Randwick Wap (costumed procession of villagers), Cheese

Rolling, Painswick Ancient Clypping Ceremony (celebration of the church’s yew

trees); Robert Olimpick Games and Scuttlebrook Wake (fun games including welly

wanging, wrestling, shin kicking and tug of war); St Briavels Bread and Cheese

Dole (villagers catch pieces of bread and cheese as they are thrown into the air!

• Dog friendly Cotswolds

o A full section on the website is dedicated to dog friendly activities, pursuits,

accommodation, restaurants, inns, pubs, and events.

• Cotswold Art, Crafts and Antiques

o The Cotswolds is famous for its Arts, Crafts and Antiques, historical connections

with the Arts and Crafts movement and William Morris.

o The famous artists’ colony in the village of Broadway which included well known

painters such as John Singer Sargent and Francis Millet all go to add to the rich

inheritence of the area as a destination point for seeking the products of skill,

workmanship and creativity in its many forms.

o Many parts of the Cotswolds have built up the reputation for producing and

retailing Arts, Crafts and Antiques. The Stroud area has become a centre for

artists, writers, poets and craftspeople. Perhaps it's the long history of artists

settling and working in the surrounding Stroud villages - the Gimsons and

Barnsleys in Sapperton, the Powells, Simmonds and Rothensteins in Oakridge,

and many others - all of which created a critical mass of interest throughout the

twentieth century.

o Stow-on-the-Wold has become a centre of fine antiques shops particularly for

furniture. The village of Broadway for its Art Galleries and fine paintings and the

ancient market town of Chipping Campden, with its fine Cotswolds buildings such

as William Grevel's house built in 1380, still has silver smith craftsmen working in

the old Guild of Handicrafts building founded by C.R.Ashbee on Sheep Street.

80

Devon (www.visitdevon.co.uk)

• General background:

o Promoted as ‘unique, gloriously beautiful, green and wild, rich in history and

wildlife’ and ‘England’s favourite playground’

o Voted ‘officially England’s best county in 2009’ in Countrylife Magazine (best for

food, best for pubs, best for heritage, best for landscape, and best for green

credentials).

(www.countrylife.co.uk/news/country/article/299240/Devon_officially_Englands_be

st_county.html)

• Active breaks

o Walking – mild climate appeal, epic hikes or short strolls, exhilarating views inc

some of the finest stretches of coastline in Britain

o Cycling – off road tracks, leisurely rides, long distance routes, coast or country,

moorland or canal, fun trails and muddy routes

o Watersports – open water diving, surfing (big waves or calmer waters), sailing,

dinghy racing, boating, canoeing, kitesurfing, windsurfing, swimming

o Horse-riding – open moor trekking, country lane hacks, beach gallops, woodland

trail trots, bring your own horse, hoofprint trails along historic byways linking towns

and villages, Grand Western Canal – discover by horse-drawn barge

• Food and Drink

o www.foodiedevon.com for all locally sourced/organic produce

o Clotted cream teas, fresh fish, Red Devon cattle, pies and pastries, fruit and veg

(pick your own), venison, ostrich, creamy local milk, yogurts, ice-cream, jam

o Real ale, cider, fruit juices, wine

o Farm shops, Farmers’ markets, specialist shops, restaurants & pubs using locally

sourced food and drink

o Food trails including rural valleys (inc Tamar Valley), vineyards, food

shops/restaurants/places to stay

o Food and drink attractions (reconnect people with food, farming and the

countryside) inc farms (Occombe Farm project http://www.countryside-

trust.org.uk/Occombe/index.php - meet the farmers/producers events, nature trails

with clue sheets for kids, education centre – how the food we eat shapes the

countryside we live in, cookery events, meet the animals)

o Tucker’s Maltings – Britain’s only working Victorian Malthouse open to the public

81

o Black Friar’s Distilllery – the working home of Plymouth Gin since 1793 and the

oldest working gin distillery in England

o Otterton Mill – working watermill bakery, restaurant, craft gallery and food shop

o Quince Honey Farm – home to a million bees and indoor apiary

• Distinctive Landscape

o Golden beaches, dramatic cliffs, winding lanes, wild open moors, quaint villages,

historic towns and cities, busy harbours, peaceful countryside

o World Heritage coastline- the Jurassic Coast – over 30 miles charting 185 million

years of the Earth’s history

o Designated as an Area of Outstanding Natural Beauty

o National Parks – Exmoor and Dartmoor – unspoilt rugged moorland rich with

wildlife (ponies, red deer, buzzards)

• Strange and Unique Events

o Ottery St Mary’s tar barrels (Midsummer flaming tar barrel procession);

Potwalloping Festival (restoration of sea defences); Ashburton’s Bread weighing

and ale tasting ceremony (medieval costumed celebration); International Worm

Charming Festival (competition to lure worms up through the turf!)

Shakespeare Country (www.shakespeare-country.co.uk )

• General background

o Culturally linked theme to the destination of Stratford-upon-Avon and the

surrounding county of Warwickshire reaching as far south at The Cotswolds

o Promoted as ‘England’s England’

o Renowned for classic car connections/production/excellent touring country

• Unique Attractions

o Shakespeare’s Birthplace – inc original and replica artefacts, tour guides dress in

Tudor clothing, traditional English garden inc plants and herbs mentioned in

Shakespeare’s plays.

o Additional Shakespeare houses/venues inc Hall’s Croft, Nash’s House, Anne

Hathaway’s Cottage, Mary Arden’s Farm. All promoted/sold individually or

together as a ‘Shakespeare Town House Ticket’ for a greatly reduced rate

o ‘Shakespeare ALOUD’ performances staged at the Shakespeare Houses to bring

many intriguing characters to life

82

o Warwick Castle (England’s finest medieval castle), Kenilworth Castle (England’s

most spectacular castle ruins)

o The Heritage Motor Centre

• Theatre & Nightlife

o Royal Shakespeare Company performances at the Courtyard Theatre (1,030

seater venue in Stratford-upon-Avon). The Royal Shakespeare Theatre is

undergoing renovation and will be open in 2010

o Stratford’s live music, comedy, cabaret, jazz nights, concerts

o Stratford Ghost walks and cruises

o Leamington Spa for excellent cuisine, wine bars and pubs and beauty/spa

treatments

• Popular Daytime Pastimes

o River cruising or boating on the River Avon

o Leisurely biking

o Brass Rubbing at the Stratford Brass Rubbing Centre

o The Falstaff’s Experience – a living museum where history is brought to life in

theatrical settings

o The Creaky Cauldron – the museum of Witchcraft and Wizardology (Stratford)

o City sightseeing Stratford open-top tours (hop-on and off style circuit of the 5

Shakespeare Houses and places of interest

o Classic Car hire – tour the area behind the wheel of a Great British Classic car

Northumberland (www.visitnorthumberland.co.uk)

• General Background

o Promoted as ‘The most tranquil region in England’

o Home to 2 Areas of Outstanding Natural Beauty

• The Landscape & Distinctive Landmarks

o Northumberland National Park – considered by main to be England’s finest

national park – purple moorlands, golden grassland, flower-rich meadows, salmon

and trout filled rivers, ancient woodland (home to deer and red squirrels) –

covering from Hadrian’s Wall to the Scottish border (unique borderland culture and

sustainable way of life)

o Hadrian’s Wall – World Heritage Site (England’s largest)

o North Pennines, Cheviot Hills

83

o Neolithic and Bronze Age hill forts

o Linhope Sput waterfall

o Wild valleys

o Uncrowded golden beaches, dramatic coastal paths and spectacular vistas

o Abbeys, priories and castles – show how 2,000 years of history have shaped the

landscape

o Friendly, picturesque towns and villages

o Rich wildlife – esp Farne Islands

o Smokehouses and delicious kippers at Craster

• Activities

o Cycling – Pennine Cycleway and Reivers Cycle Route

o Rock climbing – Simonside Crags

o Salmon fishing - the North Tyne

• Culture & History

o The birthplace of English Christianity on the Holy Island of Lindisfarne (quote from

BBC TV’s Coast programme – ‘It’s impossible not to be affected by the unique,

otherworldly atmosphere of this place’)

o Hadrian’s Wall (quote from USA Today – ‘Better than Stonehenge, Hadrian’s Wall

is England’s top ancient monument’) – traffic free cycling and walking routes

o Alnwick Garden – magical, ingenious landscaping

Brecon Beacons National Park (www.breconbeacons.or g)

• The Landscape & Landmarks

o Beautiful and diverse landscape

o Remote wilderness, windswept uplands

o Sheltered, ancient woodland

o Reservoirs and breathtaking waterfalls

o Caves

o Monmouth and Brecon Canal

o Cairns, Standing Stones and Hill forts – scattered along the hill tops and placed by

man many centuries ago as monuments.

o Wales is The Land of Castles. Carreg Cennen is the Brecon Beacons’ finest

example

84

o The Black Mountains (811m summit)

• Uniquely Welsh Products

o Welsh wood turning products – clocks, bowls, candle-sticks with Celtic designs

o Ceramics (there is a South Wales Potters’ Group)

o Encaustic art – pictures made from hot wax

o Handknits – made from Welsh wool (the Guild of Spinners, Weavers and Dyers

has was formed in 1980)

• Activities

o Real Mountain Bike country – some of the UK’s finest mountain biking challenges

o Two National Cycle routes run through the Brecon Beacons

o Star Gazing

o Birdwatching – Llangors

o Hiking and strolling


DRAFT 9 April

APPENDIX 3 – Funding Related Outputs and Outcomes

The two core funding opportunities sit within the Rural Action Zone and the LEADER scheme it manages. The

relevant outputs and outcomes of these two opportunities are highlighted below. We also outline the relevant

outputs and outcomes of other schemes which present a synergy of interests.

Rural Action Zone LEADER

Strategic Priorities:

Strategic Objective 1: Developing a Productive Rura l Economy.

Actions: • Develop further opportunities around Spa Heritage

building on the State of the art training facilities funded at Buxton and plans for Buxton Crescent & Thermal Spa.

• Food and Tourism: developing the Food and Tourism initiatives building on NEE activity eg:

o Buxton Food Initiative: Pilot project to develop local food producer supply chain to link commercial developments in the town and to develop local points of sale for local produce.

o Wider work on developing use of local food products in tourism establishments.

• Developing the walking, riding and cycling holiday product, linked to health and local food produce, to promote a healthy green holiday visitor product and experience.

• Develop initiatives to provide higher value visitor experiences.

• Investigate and develop the potential for business opportunities in areas of health, therapies and well-being.

• Supporting development of the creative industries sector and development of links with other sectors eg tourism.

Strategic Objective 2: Developing Market Town – Rural Linkages.

• Priority MT1 - Drawing on key opportunities in the area, enhance the role of the Market Towns as economic ‘hubs’ and service centres for the wider rural area.

• Priority MT2 - To develop greater linkages between market towns and rural businesses for added value benefits developing the supply chain linkages (e.g. local food products available in local retail outlets), the added value opportunities (e.g. use of local products in connection with festivals and events) and the packaging of tourism products and activities.

Strategic Objective 3: Supporting Services for Rura l Economic Sustainability - specifically addressing the need to support services necessary for rural economic sustainability.

• Priority SRE3 - Encourage and further develop local festivals and promote these to bring in further revenue for businesses and communities through visitor spend; eg local food and drink produce events, well dressings, cultural celebrations, film settings etc.

Strategic Priorities: Strategic Objective 2: Enabling new micro enterprise activity and helping existing micro enterprises to flourish (to provide support for the very small micros e.g. sole traders, the self employed and the growing number of home based businesses in the area and for new business ventures, targeting where possible harder to reach groups, particularly young people but also women entrepreneurs). Strategic Objective 3: Sustainable tourism development (priority will be given to the following key themes which support those identified by the DMP: • Local Heritage - including spa heritage making links with wider activities in Buxton.

(Buxton Crescent & Thermal Spa and Spa Skills Training facility, and Matlock Bath).

• Distinctive Local Foods – linking food and tourism, building on existing initiatives. Working with local producer networks. • Recreation and Adventure – developing the range of outdoor activity products in the area. Strategic Objective 5: Rural Skills development. Targets and Outcomes: Measure 312 Support for the creation and development of micro-enterprise: Number of micro-enterprises supported/created. Employment created. Measure 313 Encouragement of tourism activities: Number of new tourism actions supported. Total volume of investments (£) (emda+match). Additional number of day visitors. Employment created. Measure 323 Conservation and upgrading of rural heritage: Number of rural heritage actions supported. Total volume of investments. Measure 331 Training and information related to above activities: Number of participating economic actors to supported training activities. Number of days of training received by participants.


DRAFT 9 April

DMP outputs (from EMT)

Unique Visitors to website;

Database growth;

Leverage funding;

Direct bednights

DDEP (emda equivalent) outputs

T1 – number of jobs created or safeguarded; T4 –number of businesses assisted to improve their performance; T5 – Public sector investment levered;

T5a – Private sector investment levered

Interreg IVB outputs

The Interreg IVB North Sea Region Programme 2007-2013 works with regional development

projects around the North Sea (including the East of England). Promoting transnational

cooperation, the Programme aims to make the region a better place to live, work and invest in. No

projects are currently active in the Peak District area, however a project idea is being developed by

Newark Town Council relating to market towns. They propose to develop and deliver a Pan-

European initiative that will support the regeneration of market towns undergoing significant social

and economic change/in decline, specifically market towns in peripheral, rural and coastal areas

(and their hinterland).

NHS – East Midlands Strategic Health Authority and sub-regional NHS Trusts – which share

compatible aims at the local community level to those of the Gentle Outdoors cluster – in

encouraging people to get active in the outdoors. We note evidence (such as in the Staffordshire

Moorlands) of funding from these sources which is contributing to outdoor activity projects at the

local level. Similarly the Government’s change4life campaign may offer joint development

opportunities.

RDPE (Rural Development Programme for England) 2007 -2013 – are allocating funding on

skills development for land based businessesfocused on competitiveness, collaboration and

diversification, with Lantra managing a LandSkills East Midlands programme between 2009 and

2011. This is part of emda’s £60m from Defra and the European Union for rural projects in the East

Midlands until 2013 – other parts of which fund the mainstream LEADER activity. For reference to

latest status on joint work with Natural England, the Forestry Commission and other regional

partners view the Intelligence East Midlands website.

88

AWM / North Staffordshire - Selected LEADER measure s – Local Action Group and

Commission for Rural Community (CRC) based funding potential to cover the northern half of the

Staffordshire Moorlands borough, half of which is within the Peak National Park.The Communities

Means Business programme, driven more by community interests (local heritage and events) than

business and tourism ones as in the DDEP LEADER area, will contribute towards the following

RDPE measures considered to be of relevance:

321 – Basic services for the economy and rural population

331 – Training and information

421 – Implementing cooperation projects

The Big Lottery Fund offers a variety of schemes that may have a relevance to some of the

development schemes initiated. Such as the Local Food greants scheme, with a £50m national

programme aimed ay making locally grown food accessible and affordable to local communities,

which is managed on their behalf by the Royal Society of Wildlife Trusts (RSWT). Grants of up to

£500k will be awarded to not-for-profit organisations in England delivering such projects as

marketing and distributing local food.


DRAFT 9 April

APPENDIX 4 - Workshops Attendees and Survey Respond ents

Name Organisation Involovement

Sarah Mcleod Arkwright Society - Cromford Mill Workshop

Janet Bailey Bakewell Showground Workshop

Sue Prince Beechenhill Farm Workshop

Ally Gray Beechenhill Farm Workshop

Steve Ogan Blakelow Cottages Workshop

Jackie Howard Brackendale Spa Workshop

Jill Wills Candlelight Cottage Workshop

Jackie Mantell Castle Cliffe Workshop

Christine Kirkwood Castle Hill Farm House Workshop

Janet Steynberg Causeway House B&B Workshop

Sandra Hesp Compton Coach House Guest House Workshop

Patrick Skemp Cotterill Farm Cottages Workshop

Naomi Carmichael Croft View Cottage Workshop

Nancy Maitland DDDC Tourism Workshop

Sue Barber Derbyshire Arts Workshop

Alan Barber Derbyshire Arts Workshop

Suzanne Lilley Derbyshire Arts Workshop

Julie Ashmore Derwent Gallery Workshop

Pete March Derwent Pursuits Workshop

Sukie Khaira Derwent Valley Mills WHS Ec Dev Officer Workshop

Chris Davies Dragon Balloon Company Workshop

Faith Johnson EQM Workshop

Alison Worrall Foxtwood Cottages Workshop

Frank Turner Goat Fell Farm Workshop

Ruth Chadwick Goat Fell Farm Workshop

Karen Woods Gooseberry Farm Cottages Workshop

Rupert Pugh Heights of Abraham Workshop

Kath Birkinshaw High House (hill farming, talks and photography) Workshop

Bill Cawley Historian Workshop

Ms Marsden Hope Valley Ice Cream (& self catering and B&B) Workshop

Jane Marsden Hope Valley Ice Cream (& self catering and B&B) Workshop

Paul Armstrong HPBC Workshop

Pauline Townsend HPCW&A / Peak District Products Workshop

Colleague P Townsend HPCW&A / Peak District Products Workshop

Joyce Mannion Jam Cottage Workshop

Kristina Mannion Jam Cottage Workshop

John McGough La Farge Cement Workshop

Janet Hallam Ladybooth Equestrian Centre Workshop

Amanda Brown LEADER Workshop

Annie Davey Longstone Holiday Cottages Workshop

Zoe Jepson Market Towns Co-Ordinator Workshop

Marge Elliott Mememe Workshop

Steve LeMottee National Trust Telephone

Lousie Van-Adrichem National Trust (Peak District Membership recruiter) Workshop

91

Sally Rowland Old Hall Hotel Workshop

Marion Fuller Sessions Orchard Farm Workshop

Councillor Ivan Bell Papercraft Promotions UK Workshop

Sue Norgrove-Moore Party Houses Ltd Workshop

Carol Lavell Peak Connections Workshop

Carol Parsons Peak Experience Workshop

Paul Ball Peak Pursuits Ltd Workshop

Cath Lee Peak Walking Adventures Workshop

Richard Campen PNP Workshop

Sue Beswick PNP Tourism Workshop

Alan Walker Poole's Cavern Workshop

Nicola Bunting Portrait Gallery Workshop

Kate Cruxton Refresh Therapies Workshop

Angela Kellie Shatton Hall Farm Cottage Workshop

Alison Dakin Skylark Holidays Workshop

Paul Hunt Skylark Holidays Workshop

Michelle Wallace SMDC Workshop

Jenny Whiston Staffordshire County Council (LEADER) Telephone

Frances Beatty Staffordshire Rural Hub Telephone

Julia Reid Stonecraft Country Guest House / HP Photography Workshop

Peter Dalley The Garden House B&B Workshop

Pearl Dalley The Garden House B&B Workshop

Jane Bassett The Hayloft B&B and Tea Rooms Workshop

Tony Wheeler The Old Lock Up Workshop

Janet Philips The Threshing Barn Workshop

Sir Richard Fitzherbert Tissington Hall Workshop

Peter Wiltshier University of Derby Workshop

Jane Price VPD&D Workshop

Georgina Heathcoate VPD&D Workshop

Jane Price VPD&D Workshop

Helen Rydzyk VPD&D Workshop

David James VPD&D Workshop

David Bourque VPD&D Workshop

Lindsay Rae VPD&D Workshop

Gill Chapman VPD&D and DDDC Workshop

Michelle Cohen Warslow Beer & Food Festival Workshop

Martin Hofman Wheeldon Trees Farm Workshop

Pete Hawkins Writer/Photographer and Walking Guide Workshop

Tess Doyle ? On-line questionnaire

Greg Potter Alsop Rivendale Ltd On-line questionnaire

Kathy Macmillan Artist in Chapel-en-le-Frith On-line questionnaire

No name given Bakewell Farmers Market Postal questionnaire

None given Bakewell Farmers' Market On-line questionnaire

Nicky Crewe Bakewell Ghost Tours/ Bakewell Arts Festival Director On-line questionnaire

Helen Wilshaw Biddulph Grange Garden On-line questionnaire

None given Blackberry Barn Studio On-line questionnaire

No name given Blackberry Barn Studio (artist and therapist) Postal questionnaire

92

Steve Ogan Blakelow Cottage On-line questionnaire

Jackie Howard Brackendale Spa On-line questionnaire

Claire Café at the Green On-line questionnaire

Jackie Mantell Castle Cliffe Guest House On-line questionnaire

No name given Cowley Riding School Postal questionnaire

Julie Ashmore Derwent Gallery On-line questionnaire

Damien Fitzgerlad Derwent House On-line questionnaire

No name given Eyam Hall Postal questionnaire

Alison Worrall Foxtwood Cottages On-line questionnaire

Frank Turner Goatfell Farm Caravan Site On-line questionnaire

Karen Woods Gooseberry Farm Cottages On-line questionnaire

Judy Lawrence Hawthorn Cottage On-line questionnaire

John Mellor John Mellor Artist On-line questionnaire

Kathy Macmillan Kathy Macmillan Artist Postal questionnaire

Anne Davey Longstone Holiday Cottages On-line questionnaire

Nicola Parsons Middle Mountains On-line questionnaire

None given Millfields On-line questionnaire

No name given Old Horns Inn Postal questionnaire

Debbie Bell Parson House Outdoor Pursuit Centre On-line questionnaire

Andy Bowers Peak Cyclesport On-line questionnaire

Sue Barber Pear Tree Farm Creative Holidays On-line questionnaire

Mrs L Clifford Qwirky Cottages On-line questionnaire

Matteo Red Lion On-line questionnaire

Les Singleton Ricci's Fine Italian Foods Café Postal questionnaire

Dave Mountford Rising Sun Inn On-line questionnaire

Wendy Boast Riverside House On-line questionnaire

Steven Kay Rowland Farm Holiday Cottages On-line questionnaire

Mike Henson Rudyard Lake Steam Railway On-line questionnaire

Sally Mosley Sally Mosley Guided Walks On-line questionnaire

Angela Kellie Shatton Hall Farm Cottages On-line questionnaire

Kate and Alan Richmond Sheriff's Lodge Guest House On-line questionnaire

Paul Cranstone Shoulder of Mutton On-line questionnaire

Paul Hunt Skylark Holidays On-line questionnaire

Pam Livesley Smithy's Cottage On-line questionnaire

John Geddes Stamark Associates Ltd On-line questionnaire

Lois Clark Swallow Cottage On-line questionnaire

No name given The Old Barn Postal questionnaire

None given The Old Furnace On-line questionnaire

Tony Wheeler The Old Lock Up Guest House On-line questionnaire

Ray Perry The Rudyard Lake Trust On-line questionnaire

None given The Square and Compass On-line questionnaire

Kay Livesey The Summer House On-line questionnaire

None given The Summerhouse On-line questionnaire

Sir Richard Fitzherbert Tissington Hall On-line questionnaire

Denis Mooney Various! On-line questionnaire

Vivien Wilson Vivien Wilson (botanical artist) On-line questionnaire

Councillor Ivan Bell Webmaster On-line questionnaire


DRAFT 9 April

APPENDIX 5 – Business Analysis by Post code

LOCALLY PRODUCED CLUSTER: Search Category

RAZ LEADER Businesses: SK11, SK13, SK17. SK22, SK23, S32, DE4, DE6, DE45, DE56, ST10, ST13, ST14, ST17

RAZ only Businesses: ST8 ad ST9

FOOD SUPPLIERS: Dairy products 11 0 Meat suppliers 6 0 Bakers 66 5 Ice Cream 6 3 Dairies 13 2 Health Food Stores 5 0 Pick you own fruit and veg 2 0 Egg suppliers 3 0 Potato suppliers 2 0 Organic foods 13 0 DRINK SUPPLIERS: Breweries 8 (although Carol suggested 60 and VPD

website states over 30. Can’t find any evidence of these stats!)

0

Mineral Water 1 (Buxton) 0 Fruit juices/Health drinks 1 0 ENTERTAINMENT (not all identified as stocking local ly sourced food & drink): Restaurants – English 22 2 Hotel Restaurants 218 8 Cafes and Coffee Shops 92 3 Restaurants - Vegetarian 0 0 Restaurants - Traditional 45 6 Restaurants - Pubs 66 5 Pubs 381 27 AGRICULTURE: Fish Farms 0 0 Beekeepers and Bee Farms 1 0 Livestock Breeders 10 0 Farmers 770 35 Poultry and Game Farmers 4 0 SHOPS (not all identified as stocking locally sourc ed food & drink): Delicattessans 21 0 Farm Shops 8 2 Greengrocers & Fruit Sellers 88 10 Sandwich Shops 33 0 Cake Makers 31 4 Butchers 75 7 Confectionary 14 1 Health Food Shops 22 1 FARMERS’ MARKETS SK13 Glossop Every Thurs, Fri, Sat SK17 Buxton Every Tues DE4 Matlock & Wirksworth Every Tues DE6 Ashbourne Every Thurs DE45 Bakewell Every Mon ST13 Leek Every Wed ACCOMMODATION – potential for serving locally sourc ed food and drink (hampers could be pre-ordered for self catering/cam ping & caravanning sites)

94

Inspected hotels 27 1 Uninspected hotels 20 0 Inspected B&Bs/Guest Houses 274 6 Uninspected B&Bs/Guest houses 148 0 Inspected Self Catering 423 2 Uninspected Self Catering 241 0 Inspected Camping & Caravanning Sites

54 0

Uninspected Camping & Caravanning Sites

65 0

AGRICULTURAL FAIRS & SHOWS INCLUDING LOCALLY SOURCE D FOOD/DRINK SK17 Buxton 2 = Buxton Fine Food Fair & The Great Peak District Fair DE45 Bakewell 2 = Bakewell Show and Chatsworth Country Fair ST13 Leek 1 = Leek Fine Food Market every third Thursday of the month Countywide (various pubs/restaurants)

Derbyshire Food Festival

TRADITIONAL RECIPES & DISHES Bakewell Pudding Closely guarded secret recipe! Ashbourne Gingerbread men Derbyshire Oatcakes Hartington Stilton Cheese manufacturing about to close Turnditch Tiger Tart www.peakdistrictfoods.co.uk Hartington Mushrooms www.peakdistrictfoods.co.uk Peak District Organic Lamb and Apple Pot

www.peakdistrictfoods.co.uk

Cheese and spinach Oatcake bake www.peakdistrictfoods.co.uk Classic Roast Chicken with Rosemary butter


Pot-roast shoulder of lamb with glazed leeks and shallots


Spiced beef salad www.peakdistrictfoods.co.uk Ashbourne gingerbread cake with pears


Hartington Stilton baked cheesecake


Traditional Peak District Wake Cakes


Wild Peak Blackberry Muffins www.peakdistrictfoods.co.uk Caribbean Bakewell Pudding www.peakdistrictfoods.co.uk LOCALLY PRODUCED MERCHANDISE (PEAK DISTRICT PRODUCT S www.peakdistrictproducts.co.uk ): Jewellery/adornments 7 0 Ceramics 6 0 Contemporary/Artisan 8 0 Fine Art 16 0 Furniture 5 0 Photography 3 0 Textile Design 2 0

95

Search Category



ENGLAND’S NATURAL & INDUSTRIAL HERITAGE CLUSTER: Nature & Wildlife Parks 3 5 Classic Rural Landscapes ??? ??? Factory Outlets 5 0 Cave Attractions/Mining Museums 5 0 Special/Scientific Interest Sites www.derbyshireuk.net/derbyshire_sssi/html

96 6

World Heritage Sites 1 0 Well Dressings 33 1 Arts & Crafts 57 2 Culture ?? ?? Traditional Skills (dry stone walling, embroidery etc)

?? ??

Search Category



WELLBEING CLUSTER: Health Clubs/Spas 89 0 Health Food Shops 13 0 Organic Foods 13 0 Pick Your Own Fruit & Veg 2 0 Plus Outdoor some outdoor activities from the Active Outdoors Cluster? Search Category



ACTIVE OUTDOORS CLUSTER (based on Activity Provider s – some specialise in more than one activity): Cycle Hire 11 0 Cycle Activities 11 0 Walking/Hiking 17 0 Climbing 13 0 Horse riding/trekking 6 1 Air sports 5 0 Caving/Potholing 8 0 Golf 5 0 Water Sports 9 0 Fly Fishing 2 0 Clay Pigeon Shooting 1 0 Archery 2 0 Quad biking 1 0 Paint Ball 1 0 Outdoor Swimming 1 0

96

Search Category

RAZ LEADER Businesses - Based on 6 Market Towns: SK 17 Buxton, SK13 Glossop; DE45 Bakewell, DE4 Matlock, DE6 Ashbo urne, ST13 Leek:

CLASSIC MARKET TOWNS CLUSTER (Focussing on 6 Market Towns): Well Dressings 30 Farmers’ Markets Each Month:

Buxton – first Thursday Glossop - None Matlock – 3rd Sat Bakewell – last Sat Ashbourne – None Leek – 3rd Sat

Markets (General) Each Week: Buxton – Tues Glossop – Thurs, Fri, Sat Matlock – Tues Ashbourne – Thurs Bakewell – Mon Leek – Wed, Fri, Sat

Churches 47 Pubs 207 Antique Shops 35 Antique Fairs To be established General Retail CHOICE TOO VAST! Inspected hotels 21 Uninspected hotels 17 Inspected B&Bs/Guest Houses 198 Uninspected B&Bs/Guest houses 103 Inspected Self Catering 317 Uninspected Self Catering 194 Restaurants – English 11 Hotel Restaurants 112 Cafes and Coffee Shops 58 Restaurants - Vegetarian 0 Restaurants - Traditional 27 AGRICULTURAL FAIRS & SHOWS SK17 Buxton 2 = Buxton Fine Food Fair & The Great Peak District Fair DE45 Bakewell 2 = Bakewell Show and Chatsworth Country Fair ST13 Leek 1 = Leek Fine Food Market every third Thursday of the month

97

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MYTHS, LEGENDS, FOLKLORE, CUSTOMS CLUSTER: Well dressings 33 1

Ashbourne Shrovetide Football – held every Shrove Tuesday and Ash Wednesday. Thousands attend and 2 teams compete to score a goal at either Sturton Mill or Clifton Mill. Event dates back 1,000 years Castleton Ancient Garland Ceremony – large flower garland procession around the village on horseback accompanies by musicians and dancers. Tradition dating back to Charles II. Ashbourne Highland Gathering – annual event in July. Founded in 1976 when the Ashbourne Pipe Band was formed and encouraged other Highland Bands to meet up to play together. Stone Circle Sites – Arbor Lowe (henge on the Peak); Stanton Moor (the nine Ladies); Harthill Moor (the nine stone close stone circle – also known as the Grey Ladies); Big Moor near Baslow (12 stones creating a mecca for people wanting to gather at the winter Solstice); Moscar Moor in Glossop (Hordron Seven Stones); Birchover (Doll Tor Stone Circle – dated to the Bronze Age) The Great Plague – Eyam – ‘ring a ring o’roses’ link – village went into quarantine in 1665 and over 200 villagers died saving the rest of Derbyshire from infection. Ghost Walks (organised tours) – Bakewell x 1 Ghostly Sites:

• 12 headless menm a headless lady and a headless horseman – Great Longstone, Ashford in the Water, Yourlgrave, Grindleford, Butterton Moor, Manifold Valley

• Witches, ghosts and a woman in white – Bakewell • Murders, torture and haunted hotels – Castleton • Husband killers and druids – Birchover • Civil War site and UFO sightings – Chapel-en-le-Frith • Mermaids and ghostly airmen – Edale • Boggarts and ghostly black dogs – Peak District wide – sightings forewarn of death or disaster! • Haunted pub and invisible choristers – Tideswell

Local community events to be established, eg Wirksworth Arts Festival

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PEAK DISTRICT EVENTS CLUSTER: Traditional Annual Events: Well dressings 33 1

Ashbourne Shrovetide Football – held every Shrove Tuesday and Ash Wednesday. Thousands attend and 2 teams compete to score a goal at either Sturton Mill or Clifton Mill. Event dates back 1,000 years Castleton Ancient Garland Ceremony – large flower garland procession around the village on horseback accompanies by musicians and dancers. Tradition dating back to Charles II. Ashbourne Highland Gathering – annual event in July. Founded in 1976 when the Ashbourne Pipe Band was formed and encouraged other Highland Bands to meet up to play together. Large Agricultural Shows/Festivals: 2 x Buxton = Buxton Fine Food Fair & The Great Peak District Fair 2 x Bakewell = Bakewell Show and Chatsworth Country Fair 2 x Leek = Leek Fine Food Market every third Thursday of the month and Leek & District Britannia Show Derbyshire Food Festival – countywide at a variety of venues 1 x Hope = Hope Show Cultural/Arts Events/Festivals: 3 x Buxton = Buxton Festival 10 – 28 July 2009 www.buxtonfestival.co.uk ; Buxton Festival Fringe 10 – 28 July 2009; International Gilbert & Sullivan Festival, Buxton 1 – 23 August 2009 1 x Wirksworth = Wirksworth Festival 11 – 26 Sept 2009 www.wirksworthfestival.co.uk Derbyshire Open Arts (countywide open studio event over Spring bank holiday weekend) 1 x Leek = Leek Arts Festival 1 – 31 May 2009 Walking Festival Events: 100+ walks at various Peak District locations 25 April – 4 May 2009 Special Interest Events: Chatsworth Nissan International Horse Trials 16 & 17 May 2009 Matlock Bath Illuminations and Venetian Nights 5 Sept – 31 Oct 2009 World Heritage Site Discovery Days 24 Oct – 1 Nov 2009 Antique & Collectors Fair – Buxton Pavilion Gardens 11 – 13 April 2009 Ashbourne Autumn Antiques Fair Seasonal Events: Easter events at Peak District-wide venues/attractions = 8 Halloween events at Peak District-wide venues/attractions = 4 Christmas events at Peak District-wide venues/attractions = 10 Haddon Hall Christmas Opening 5 – 13 Dec Chatsworth Christmas Opening 1 Nov – 23 Dec 2009 Ashbourne Christmas fun nights and lantern parade


DRAFT 9 April

APPENDIX 6 – All ‘Potential Growth Cluster’ assessments

Gentle Outdoors

Wellbeing

Peak Produced

An Eventful Programme

England’s Peak Heritage

Classic Market Town Experiences

Peak Tales & Trails

Myths, Legends, Folklore, Custom and all that . . .

100

Potential Growth Cluster: GENTLE OUTDOORS A cluster built wholly upon the greatest strength and inherent visitor association of the Peak District with the Great Outdoors – and visitors’ active yet gentle engagement with it in all forms. A significant part of the development of this cluster is in seamlessly joining up and cross-fertilising the existing facilities to open them up more readily to the ‘softer’, experience-based visitor rather than the ‘harder’, adventure-seeking outdoor addict.

VISITOR POTENTIAL

Audience Profile • Adults with an active interest in different and new outdoor

related experiences or, particularly, mixes of experiences. They will have a broad area of interest – rather than being complete advocates of just a narrow range of activities.

• The appeal is gentle/active more than adventure related – although the dividing line may be non-existent in many cases. It is soft / active rather than hard / adventure in appeal. Emphasis is on targeting ‘softer audiences’ rather than ‘softer activities’ – and offering a spectrum of soft to hard activity levels for them to choose from.

• Singles, couples, friendship groups, special interest groups may all be relevant targets – as well as the corporate market.

Catchment Area Potential • 60% of the 6.2m adults within a 1 hour drive-time = 3.7m,

who may be classed as active outdoor types, and who may visit the destination several times over the course of a year.

• 30% of the 34m adults from areas across the rest of England and Wales - who we may class as ‘active outdoor types’ who would consider a full day trip or an overnight break to a central and accessible destination = 10.2m potential.



• A marked difference is seen in the appeal of some elements the DMP’s ‘Breathing Space’ campaign - strenuous hiking, mountain biking, air sports and climbing all (unsurprisingly) are more attractive to the ‘Tom & Nic’ market segment. 56% pf Peak park visitors come for outdoor activity/walking.


• 42% of adults do some form of regular ‘activity’, but 32% do nothing.

Economic Impact – Volume and Value • We speculate solid potential growth in visitor numbers and

GVA : for instance attracting in any year some 20% of the 3.6million detailed above, and encouraging them to visit on average twice a year . . . could deliver 720k people, 1.44million visits and potential GVA in the order of £17.7million based on an average spend of only £12/ head.

• Growth in GVA is even greater if the longer distance visitors come and stay overnight. It is relatively easy to generate estimated visitor numbers of 500k at the 10% penetration level, potentially boosting GVA by £10million assuming a spend of £20 per head.


Product Assessment • The Peak’s Outdoors product is already extensive. There are over 93

businesses in the Leader area offering at least one of the following activities: cycle hire (11), cycle activity (11), walking/hiking (17), climbing (13), horse riding/equestrianism (6), air sports (5), caving/potholing (8), golf (5), water sports (9), fly fishing (2), clay pigeon shooting (1), archery (2), quad biking/karting (3), paint balling (1), outdoor swimming (1). Includes a handful of businesses offering a range of outdoor activities on one site. And there are no doubt many more businesses that operate on a less-formal footing to meet the needs of some visitors.

• The Peak’s Gentle Outdoors cluster has already seen attempts to create sector groups based on activity groups. This document broadens the scope somewhat and attempts to create a wider and more cross-cutting cluster of active outdoors experiences. On this basis we estimate that an additional 100 micro businesses may be included, many of these such as riding stables may be more geared to the local market needs, but which could be of interest to visitors as well if knowledge and accessibility levels were improved.


the range of activity areas – and especially the associated service oriented businesses such as transportation, eating and drinking, places of local interest, and linked accommodation providers – for instance accommodation with stabling facilities.

• A ‘sense of stature’ for the whole Gentle Outdoors cluster ie requires critical mass and the formulation of a cohesive sector feel – potentially accessed through a central information provision or bookability channel.

• Significant gaps appear not to exist – it’s just the connectivities between the elements that are seemingly absent.

Opportunities & Threats • Opportunity to create a more broadly appealing activity portfolio will

encourage the existing visitors to stay longer and to do more – thereby increasing GVA without increasing visitor numbers. It’s an enormous outdoor activity playground.


• Ensuring enquiry follow-through / bookability as well as information.

Product Development Ambition • Considerable enthusiasm for better networking (both within as well as

beyond the specific interest sectors), and frustration that recent efforts to achieve this are slow to progress.

Product Development Requirements • Establish a gentle outdoors cluster ‘interest group’ to manage/fuel the

cross-fertilisation, monitor quality and set standards.

• Create a collective ‘sense of stature’ that does justice to the huge breadth and depth of the Peak tourism offer in this cluster.

• Develop new products to fill any gaps that exist. – and linked packages. Consider central information/advice/bookability facility.

OUTPUT POTENTIAL

RAZ - Supporting Services for Rural Economic Sustainability SRE3. Potential to contribute to Targets and Outcomes. LEADER - Supports Strategic Objective 2, Strategic Objective 3 and Strategic Objective 5. (Plus Moorlands / W. Midlands Leader) DMP / EMT / EMDA - Enquiries, web hits, bednights, match funding. Capital investment for job creation. Awards for All - potential to attract funding for new ‘sports/healthy living’ projects from local NHS PCT.

SUSTAINABILITY IMPLICATIONS • Long-term economic benefits for rural / micro / SME businesses. • Targets increased spend from existing visitors rather than increased

visitor numbers. • Negligible environmental impacts. • Compatible with green tourism and responsible development ethos. • Strong likelihood of new visitor audiences retained / self sustained

beyond the lifetime of the project. • High likelihood of partner retention and active involvement.

101

Potential Growth Cluster: WELLBEING A cluster based on the wide variety of visitor motivations that are related to personal wellbeing; ranging from the emotive appeal of a simple relaxation day or de-stress/detox escape to a convalescence/traditional spa type break, with a spectrum of good-for-you activities offering everything from specialised health treatments to energising walks in the clean fresh air.

VISITOR POTENTIAL

Audience Profile

• Adults with a growing interest in a positive healthy lifestyle, a desire to be fit and look good, and a growing interest in general wellbeing issues as the result of Government campaigns and nhs.uk/change4life, plus the considerable weight of media coverage on these matters. The bedrock appeal is based quite simply on people being active (not necessarily strenuously so) primarily to address obesityt.

• Identifiable more through values and interests rather than age, demographic or other tangible criteria. Represents huge scope to target them by working alongside compatible value products. They are likely to read, shop, buy, eat, wear, leisure, holiday, consume etc based on the values associated with wellbeing. However, they are not likely to be the pioneers of this values cluster as our offer is not progressive enough – our audience will more likely be the (larger number of) ‘aware followers’ of wellbeing.

Catchment Area Potential • 10 - 20% of the 6m adults living within a 1 hour drive-time =

600k - 1.2million growth visitors pa.

• 4 - 6% of the adults in urban areas across the rest of England and Wales = 1.0 - 1.5million .

• 21 million pa visits to the National Park (some 6-8m people?) have demonstrated some degree of affiliation with Wellbeing.




• 42% of adults undertake some form of regular exercise.

• 8.7m UK adults are members of health clubs and gyms, but this is dropping by 8%pa due to cost and low attendance levels – suggesting a need for more engaging fitness options.

• 2.3m adults suffer from ill-health caused by work-related stress each year (Siemens survey).

• Health and wellbeing have become a global preoccupation – now rated as a Megatrend (Nielsen) embracing recuperation, recovery, solitude, peace & quiet, time to think, time to rediscover yourself, therapy, healing, purity, healthstyle.

Economic Impact – Volume and Value • Speculation: modest potential growth in visitor numbers eg

attracting 10% of the 1.6 to 2.7m pa delivers 160 - 270k pa.

• GVA will be more significant as paid-for activities and overnight stays are an implicit part of the wellbeing appeal eg averaging £40 per visitor from half the ‘growth’ visitors, plus justifying an extra £20 from 250k existing visitors delivers over £13 million GVA.


Product Assessment • The Peak product is substantial but very patchy and fragmented.

Core facilities include 89 health clubs/spas, 13 health food shops, 13 organic food outlets. Buxton Spa and Buxton mineral water. Rivers, wells and well dressing traditional celebrations of Peak water. Plus Peak food and drink with a healthy/natural/local context, Peak Experiences with a cultural basis – and ALL Peak outdoors product.

• The Peak Wellbeing product exists, it is sizeable, but it requires considerable consolidation/ extension/ nurturing to meet its potential.

Product Gaps • Accommodation linked to the cluster appeal eg hostel type retreat or

self-awareness programmes linking the learning of new skills with the techniques offering a re-appraisal of stressful lifestyles.

• Packages linked to specific wellbeing topics and treatments.

• Associations with (external) complementary values sectors.

• A ‘sense of being’ for the whole Wellbeing cluster ie requires establishment prior to development.

Opportunities & Threats • Opportunity to repackage several aspects of they existing product to

appeal to the wellbeing audience – and to present a more cohesive and comprehensive wellbeing offer overall.

• Opportunity to link with health / education schemes on wellbeing.

• Opportunity to use Peak ‘water’ as a strong health element.

• Opportunity to re-present the great outdoors as a healthy product/ health park that could be visited almost as frequently as the gym.


• Ensuring that paid-for, not just ‘free’, products are developed.

• Address seasonality of visits (60% May-Sept).

Product Development Ambition • We have so far witnessed little intention or ambition to grasp the

wellbeing agenda – other than a widespread acknowledgement of needing to be sustainable and environmentally responsible in the development of growth product.

• The potential growth cluster sits wholly within the government and NHS health agenda, including for local residents as well as visitors – and significant link-up potential considered to be possible, plus potential new funding streams.

Product Development Requirements • Repackage existing products as appropriate – especially

accommodation provision, and including more leisure/beauty/convalescence activities within the wellbeing story.

• Develop new products to fill the many gaps that exist in the wellbeing offer. Could link to local produce activity.

• Establish a wellbeing cluster ‘interest group’ to manage the growth, monitor quality and set standards.

• Build economic case for wellbeing cluster, pursue new strategic p/ships (eg NHS, leisure, sport, social services, health clubs, gyms) of the wellbeing sector in order to establish new funding channels.

OUTPUT POTENTIAL

RAZ - Supporting Services for Rural Economic Sustainability SRE3. Potential to contribute to Targets and Outcomes.

LEADER - Supports Strategic Objective 2, Strategic Objective 3 and Strategic Objective 5.

DMP / EMT / EMDA - Enquiries, web hits, bednights, match funding. Capital investment for job creation. NHS - Health, sport and engagement in active outdoor initiatives.

SUSTAINABILITY IMPLICATIONS • Long-term economic benefits for rural / micro / SME businesses. • Potential for more focused visitor management of developments. • Negligible environmental impacts. • Compatible with green tourism and responsible development ethos. • Strong likelihood of affluent new visitor audiences retained / self

sustained beyond the lifetime of the project.

• High likelihood of partner retention and active involvement.

102

Potential Growth Cluster: PEAK PRODUCED A growth cluster built on the distinctive appeal of local-ness. Embracing everything from locally sourced food, drink and produce to local menus, traditional recipes and dishes. Peak produced also includes local arts, craft, literature, film, natural cosmetics & treatments, culture, events, festivals, celebrations (inc. well dressing), manufacturing and production (eg John Smedley, David Mellor) and all aspects of local community lifestyles. Endorsed by the Peaks..

VISITOR POTENTIAL



• High numbers (91%) of Cosmopolitans state a strong interest in establishments selling locally produced food & drink. Traditionals score 82%, High Streets 70%, Discoverers 79%.

• The appeal of farm shops is high amongst Cosmopolitans (87%), Traditionals (74%) and Discoverers (71%.)

• The appeal of specialist markets is also high amongst Cosmopolitans (87%), Traditionals (69%), Discoverers (70%)

Catchment Area Potential • Based on MAFF and Countryside Agency report ‘Tourists

Attitudes Towards Regional and Local Foods’, 42% claim that they actively look for local specialities with a ‘local identity’ and 34% look for local produce. A potential audience of 7m – 9 m visitors.



• ‘Tourist Attitudes Towards Regional and Local Foods’ 2004: o a significant tourist market for local foods and meals

based on local ingredients. o that the cooking, freshness and the quality of

ingredients are key factors that create excellent experiences for people, along with the use of local produce and local specialities

o that many people perceive that local ingredients make an essential contribution to the quality of the meal and the taste of the food.

o a widely held perception that purchase of local foods helps the local economy (82%) and the local environment (65%).

o a high number of visitors (61%) agreed that local food and drink added to their enjoyment of a visit

• ETC survey in 2002 of consumer attitudes and perceptions of British food and the countryside found 66% said they would go out of their way to try ‘local’ or ‘regional’ food. ISP in 2005 found that over 45% of tourists liked to purchase locally made items (non-food) to take home – over 60% actually did.

Economic Impact – Volume and Value • Significant potential to increase levels of visitor spend from

existing visitors in the area eg 10% of 26 m visitors spending £8.50 = £22 m GVA.


Product Assessment • FOOD SUPPLIERS (150+) - Including dairy, meat, poultry, bakers,

ice cream, organics, health food, honeys, eggs, etc • DRINK SUPPLIERS (10+) - Including breweries, water, fruit juices • FARM SHOPS (10) • FARMERS MARKETS (7) - Ashbourne, Bakewell, Buxton, Glossop,

Leek, Matlock, Wirksworth • LOCAL PRODUCE EVENTS (6) - Buxton Fine Food Fair, The Great

Peak District Fair, Bakewell Show, Leek Fine Food Market, Derbyshire Food Festival

• WELL DRESSINGS (34) • FACTORY SHOPS (5), MANUFACTURERS (4+) • FAMOUS TRADITIONAL RECIPES & DISHES (16+) • ARTS & CRAFTS (47)- Artists, designer-makers, artisans. Product Gaps Lack of SME network and collective credibility.

Opportunities & Threats

• Opportunity to improve sector co-ordination and networking. • Opportunity to increase profile of Peak District’s distinctive food,

drink, arts, crafts and produce sector to potential visitors

• Opportunity to increase promotion of local events to visitors. • Opportunity to create a Peak Produced outlet / emporium .


• Improve linkages between SMEs • Increase the promotion of food & drink products to visitors in the area

• Increase profile of Peak District’s arts & crafts sector to potential visitors

1.1.1.1.2 Product Development Requirements

• Connectivity -comprehensive database, network events, improved supply chain (producers-users and producers-tourism businesses)

• Stature – establish Peak Produced label as product endorsement.

• Virtual store – Peak Produced online and well distributed offline catalogue (Welcome mag?). Umbrella for existing sub-sites (PeakDistrictProducts, PeakCuisine, PeakDistrictFoods etc), and well linked to all appropriate complementary / cluster sites.

• Real store – Peak Produced outlet / emporium.

• Knowledge – comprehensive and up-to-date online ‘whats-on’ listings – short and long term programme. Flexible output format – downloadable, emailable, printable, searchable.

• Grow – introduce new Peak Produced products that fill gaps in the Peak brand portfolio.

OUTPUT POTENTIAL DDEP/Derbyshire County Council • DDEP/emda Outputs – T1,T4,T5,T5a RAZ

• Supports Strategic Objective 2: Developing Market Town – Rural Linkages (Priority MT2 )



LEADER LDS • Supports Strategic Objective 2 and Strategic Objective 3 DMP / EMT / EMDA • Potential to contribute to achievement of EMT outputs

‘unique visits’ and ‘leverage funding’, also KPIs identified in SLAs with local authority partners

SUSTAINABILITY IMPLICATIONS Potential positive impacts

• Helps to sustain and develop the Peak District Foods/Cuisine/Butchers initiatives.

• Supports local micro-businesses (farmers and producers) with sourcing sales outlets for home-grown food & drink via local restaurants, accommodation, shops, pubs and markets.

• Supports local pubs, restaurants, accommodation, shops and markets with sales generated from visitors buying locally sourced food & drink.

• Supports creative industry micro-businesses.

• Emporium could safeguard local heritage depending on location – and could be franchised across the region longer term.

103

Potential Growth Cluster: AN EVENTFUL PROGRAMME A product cluster built on the strength and breadth of the wide (annual) programme of distinctive events and festivals of the Peak District, ranging from small traditional ceremonies and activities to major arts festivals, the walking festival and rural shows. Large or small, mainstream or quirky, professional or community based. We identify the energy to introduce many more with appeals that support and nurture the ethos of the Peak DNA. VISITOR POTENTIAL Audience Profile • 2004 Arts Council report ‘The Economic and Social Impact of

Cultural Festivals in the East Midlands of England’ identified: -The majority of festival goers (55.3%) are aged 45+

-Of eleven East Midlands festivals, Buxton Festival and Tideswell Well Dressing had the most attendees aged > 65. - Under 25s = 13.5% of audiences, low than region’s 30.9%) - Increase appeal to younger people and families? -Fifty per cent of audience members travelled < five miles. - Buxton Festival, Buxton Fringe and Tideswell WellDressing, attracted 40%, 31.5% and 54% respectively of their audiences from more than 25 miles away.

• 2007 Cultural Evemts Strategy for Derby & Derbyshire flags the significance of cultural events to regional audiences.

• Target visitor profile should be kept broad to embrace a wide spectrum of events and festivals in the programme. Focus on those who may be most likely to visit several times and/or extend their visit into an overnight stay.

• Local audiences can also benefit from knowing about a more cohesive programme of local leisure activities eg local pass.)

Catchment Area Potential • 10 - 15% of the 6.2m adults living within a 1 hour drive-time =

620k – 930k growth visitors pa based on better integration and communication of existing events and festivals. Potential to justify overnight stays linked to large event experiences.

• Realistically, we may anticipate multiple visits over the course of a year for different events – on the basis that a full programme is available and communicated.

• Additionally – two new mainstream events could be delivering 300k visitors each pa by 2014 – providing the subject matter is relevant and well-rounded in the sense of linking several experiences together.



• Arts Council (as above) identifies > 64% of festival attendees said they felt more positive about the place where the festival was held ie festivals are an important factor in improving perceptions of places and people.

• Evidence of £ success with Events strategies in places from Edinburgh, Bradford & Sheffield to Exeter and the South East – with specific ‘localised pockets’ such as Ross and Ludlow.

Economic Impact – Volume and Value • Smaller community events are unlikely to have significant

economic impact – major cultural events and festivals will impact across regeneration, employment, investment, volunteering, place making etc.

• Economic impact is already substantial - Buxton Fringe Festival - £434,947, Buxton Festival - £3,312,184, Tideswell Well Dressing - £168,769 and Wirksworth Festival - £24,091 (2004 Arts Council report – as above).

• Potential exists to grow this sector based on increasing visitor numbers to existing vents and developing selective new events linked to the other clusters.

• Events delivering year-round growth could be targeted.

PEAK PRODUCT POTENTIAL Product Assessment A very wide range of experiences for visitors, ranging from smaller community events to special interest events and major festivals: • MAJOR CULTURAL ARTS EVENTS & FESTIVALS (6) – Buxton

Festival, Buxton Festival Fringe, International G&S Festival, Wirksworth Festival, Derbyshire Open Arts, Leek Arts Festival.

• LARGE AGRICULTURAL EVENTS (8) - Buxton Fine Food Fair, The Great Peak District Fair, Bakewell Show, Leek Fine Food Market, Derbyshire Food Festival, Chatsworth Show, Hope Show

• WELL DRESSINGS (34) • TRADITIONAL EVENTS (3+) – Ashbourne Shrovetide Football,

Castleton Ancient Garland Ceremony, Ashbourne Highland Gathering • WALKING FESTIVAL EVENTS (100+) • SPECIAL INTEREST EVENTS (5+) - Chatsworth Nissan International

Horse Trials, Matlock Bath Illuminations and Venetian Nights, World Heritage Site Discovery Days, Buxton Antique & Collectors Fair, Ashbourne Autumn Antiques Fair.

• SEASONAL EVENTS (25+) – Easter events, Halloween events, Christmas events, etc

• We estimate around 20 large status events/festivals, over 240 smaller events and a potential repackaging/development of up to 120 additional events provides the basis for an extensive programme.

• The warm, friendly charm of the locals is an added bonus. Product Gaps • An annual programme of existing/new events/festivals. • Connectivity between events and event planning is largely absent. • Business/event support and quality of delivery appear to be issues

which may need addressing with training/guidance/linking. • Visitor packages linked to major events, to include accommodation. Opportunities & Threats

• Huge event based opportunity because of proximity to large audiences with easy access.

• To improve events sector co-ordination, networking and comms. • To present Peak District as a year-round happening place – to

internal as well as external audiences. • Opportunity to improve the quality of events through developing the

skill base and business performance of event organisers. • To create new cultural themed events eg digital based. • EMDA regional events strategy offers real synergies.

Product Development Ambition • Networking information about local festivals and events on one

website (and publication?) – for organisers as well as visitors. • Better planning co-ordination and joined-up promotion of festival

activity to achieve greater economic impact. • Business/event development support to achieve consistent quality

and to secure longer-term sustainability of local festivals and events. Product Development Requirements • Planning co-ordination - Central data source, links between event

organisers, access to business support • Knowledge – comprehensive, up-to-date database and online

listings of events. Flexible output formats – downloadable, e-mailable, printable, searchable.

• Event planning support and guidance.

OUTPUT POTENTIAL DDEP/Derbyshire CC - DDEP/emda Outputs - T1,T4,T5. RAZ -Supports Strategic Objective 2: Developing Market Towns - Rural Linkages (Priority MT2). - Supports Strategic Objective 3: Supporting Services for Rural Economic Sustainability (Priority SRE3 - Supporting local festivals as part of the tourism product). LEADER LDS - Supports Strategic Objective 3 - Potential to contribute to Targets and Outcomes - Measure 313, Measure 321.


• Potential for more focused visitor management eg.at events, traffic, park & ride and so on.

• Raising quality increases ability to be self-sustaining. Potential negative impacts • Increased traffic congestion from higher numbers of visitors.

104

Potential Growth Cluster: ENGLAND’S PEAK HERITAGE ( natural & industrial) A tourism growth cluster to help celebrate the heritage of the land and lifestyles – both in natural and industrial terms, past and present. This opens up opportunities to interpret the true life of the Peak District and help educate and entertain visitors on how farming techniques, industrial processes and wildlife preservation have been developed and enforced over the years, and how methods are being nurtured for the future. A spin off will benefit local manufacturers including micro/cottage industries and non-commercial enterprises such as well dressings.

VISITOR POTENTIAL



• Cosmopolitans show high levels of interest in the National Park (88%), World Heritage Site (81%), Museums (78%), Industrial History (67%) and Caves (61%). Traditionals score similarly: National Park (81%), World Heritage Site (66%), Museums (67%), Industrial History (58%) and Caves (40%).

Catchment Area Potential

• Cosmopolitans, Traditionals, High Streets and Discoverers account for 67% of the Peak District visitor market, potentially 15m people.

Market & Visitor Trends • Research by Visit Britain shows increases in visits to heritage

centres (+12% from 2006 to 2007), farms (+5%), museums (+3%) and historic houses & castles (+1%).

• Research by Church Tourism Association show 35-50 million visits are made to churches in Britain each year (excluding regular worshippers) Worth about £380 million to the UK visitor economy.

• Research conducted for Mintel (Heritage Tourism UK 2008) shows that nearly two thirds of the population have included a heritage attraction while on holiday in the past year.

• The return of community – 2005 research by Henley Centre for Visit Britain suggests an increase in interest in the local activities and local communities. Also that as people become affluent, spending shifts from goods to services, and the types of services bought shifts towards ‘experiences’ rather than utilities.

Economic Impact – Volume and Value • Impossible to quantify.


Product Assessment • NATURE & WILDLIFE PARKS (8)

• RSPB RESERVES (4)

• SPECIAL/SCIENTIFIC INTEREST SITES (102)

• WORLD HERITAGE SITES (1)

• CAVE ATTRACTIONS / MINING MUSEUMS (5)

• FACTORY SHOPS (5)

• WELL DRESSINGS (34)

• ARTS & CRAFTS ORGANISATIONS (59)

Also embraces: farm heritage, nature reserves, natural habitats, classic rural landscapes, iconic vistas, market squares, wells, industrial museums, mills, factories, world heritage site, architectural features, mining and caving, sites of special or scientific interest, culture, churches, arts and crafts, learning new traditional skills, genealogy and ancestral links etc.

Product Gaps

• Lots of distinctive product exists . . . but it is of variable quality, difficult to interpret and hard to place in any collective context.

Opportunities & Threats • Opportunity to use this cluster as one of the Peak District’s distinctive

‘attractors’ – strong links with the environment, water, etc

• Opportunity to use the products as material for Trails.

• Opportunity to support cluster development in Derwent Valley Mills World Heritage Site (around Cromford)

• Opportunity to increase economic impact by linking this cluster to other product segments, eg, pubs, cafes, shops, etc

• Opportunity to link, theme and cross-sell heritage products, thereby maximising visitor spend.

Product Development Ambition • Lots of (currently directionless) energy to raise visitor awareness of

the scope of the Peak’s distinctive heritage products.

• To develop and establish the ‘Cromford’ cluster’ within the Derwent Valley Mills World Heritage Site.

Product Development Requirements • Interpretation material set in a Peak heritage context.

OUTPUT POTENTIAL DDEP/Derbyshire County Council

• Potential to contribute to achievement of DDEP/emda Outputs – T1,T4,T5,T5a

RAZ



LEADER LDS

• Supports Strategic Objective 2, Strategic Objective 3 and

DMP/EMT/EMDA

• Potential to contribute to achievement of EMT outputs ‘unique visits’ and ‘leverage funding’, also KPIs identified in SLAs with local authority partners

SUSTAINABILITY IMPLICATIONS

• Potential long-term economic benefits for rural businesses / SMEs.

• Responsible and sustained safeguarding of our lesser known natural and industrial heritage.

105

Potential Growth Cluster: CLASSIC MARKET TOWN EX PERIENCES A multi purpose cluster ideal for ‘pottering’ visitors who are keen to experience the charm and culture of traditional market town and rural village life and times. Presents an excellent opportunity to help support local businesses and boost the local economy by promoting retail, factory shopping, hospitality, events, fairs, country shows, market days and locally sourced food, drink and produce – whilst meandering through the inspiring countryside.

VISITOR POTENTIAL



• High numbers (87%) of Cosmopolitans state a strong interest in market towns and traditional markets (84%). Traditionals score 76% and 71%, High Streets 70% and 63%, Discoverers 75% and 69%.

• The appeal of ‘pottering around market towns’ is high amongst Cosmopolitans (88%), Traditionals (81%) and Discoverers (74%.)

Catchment Area Potential • Based on PDNP Visitor Survey results (47% of trips included

a visit to villages or market towns, 31% involved shopping) potential audience of 7m-10m visitors.

• The aim is not to attract more visitor numbers, but to encourage existing travellers to stop, and spend time (and money) on the breadth of market town possibilities.

Market & Visitor Trends • Appeal of ‘independent shopping in market towns’ tested

within DMP’s ‘Escape’ concept (“why not spend some time pottering around some of the market towns in the region, experiencing the unique shopping that they offer – from independent boutiques to high street stores, as well as a wide selection of specialist and farmers markets...”).

• Market towns experience popular with all age ranges and market segments.

• The return of community – 2005 research by Henley Centre for Visit Britain suggests an increase in interest in the local activities and local communities. Other trends (such as the ‘slow food’ movement) reinforce this.

Economic Impact – Volume and Value • Potential to increase levels of visitor spend in the area by

encouraging more visits to market towns.

• Evidence from Action for Market Towns suggests economic impact from tourism visits to market towns is £xx (TBC).


Product Assessment • MARKET TOWNS (6) - Ashbourne, Bakewell, Buxton, Glossop,

Leek, Matlock – plus larger market related villages.

• AGRICULTURAL FAIRS & SHOWS (5) - Buxton Fine Food Fair, The Great Peak District Fair, Bakewell Show, Leek Fine Food Market, Derbyshire Food Festival

• FARMERS MARKETS (7) - Ashbourne, Bakewell, Buxton, Glossop, Leek, Matlock, Wirksworth – monthly plus smaller weekly markets.

• FACTORY SHOPS (5)

• INDEPENDENT RETAILERS (600+?)

Product Gaps • Despite the strong local presence and diversity of the market towns,

they suffer disjointedness and lack of networking between SMEs.

Opportunities & Threats • Opportunity to establish Market Towns as one of the Peak District’s

key ‘attractors’.

• Threat from other destinations already doing so (see examples: www.northyorkshiretowns.co.uk, www.visitsouthshropshire.co.uk).

• Opportunity to cross-sell market town products (shopping, eating –out, attending events), thereby maximising visitor spend.

• Support of Market Towns Officer, but potential duplication.


• Improve linkages between market town SMEs. • Establish Market Towns as one of the Peak District’s key ‘attractors’. • Increase visitors’ awareness of distinctive market town products,

services and events. Product Development Requirements • A Market Towns micro-site - giving them a designated area on

www.visitpeakdistrict.com and a higher profile in DMP marketing.

• A Peak Market Towns magazine (or a large section of the Welcome magazine) facilitating joint promotion of market town businesses and services to visitors through publications widely distributed into Peak District self catering venues, B&Bs and TICs.

• Event management training and marketing support to organisers.

OUTPUT POTENTIAL DDEP/Derbyshire County Council • Supports - Market Towns Initiative and Market Towns

Partnerships. • Potential to contribute to achievement of DDEP/emda

Outputs – T1,T4,T5,T5a. RAZ • Supports Strategic Objective 2: Developing Market Town –

Rural Linkages (Priority MT1, Priority MT2 ). • Supports Strategic 3: Supporting Services for Rural

Economic Sustainability (Priority SRE3). • Potential to contribute to Targets and Outcomes – Measure

312, Measure 313, Measure 321. LEADER LDS • Supports Strategic Objective 2, Strategic Objective 3 and

Strategic Objective 5. DMP / EMT / EMDA • Potential to contribute to achievement of EMT outputs

‘unique visits’ and ‘leverage funding’, also KPIs identified in SLAs with local authority partners.

Interreg IVB • Potential to link into future market towns project.

1.1.1.2 SUSTAINABILITY IMPLICATIONS Potential positive impacts

• Potential long-term economic benefits for rural businesses / SMEs. • Potential for more focused visitor management eg at events, traffic,

park & ride etc. • Chris Wade, chief executive of Action for Market Towns, claims:

“Market towns are the very essence of England with their own individuality and distinctiveness – something which is now key to their survival.

Potential negative impacts

• Increased traffic congestion in towns and across the Peak District.

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Potential Growth Cluster: PEAK TALES & TRAILS A far-reaching set of visitor experiences are contained within this growth cluster – potentially it embraces, or at least interfaces with, all other Peak tourism clusters and sectors. The core function of the cluster is to ‘open-up’ to the visitor the true breadth, depth and distinctive richness of the Peak tourism product – fundamentally in order to overcome the currently very narrow visitor perceptions, visitor expectations and visitor experiences. Current tales & trails type products work within a specific interest sector eg church trails / Peak Experiences, this new cluster aims to develop cross-cutting tales & trails that are built around distinctive experiences and compelling Peak stories.

VISITOR POTENTIAL

Audience Profile • Adults with an active interest in different, distinctive and new

experiences or, particularly, mixes of experiences. The strength of interest is in the cross-cutting nature of the mix of experiences on offer – from culture, festivals and art to industrial heritage, unusual local English traditions, film locations and undiscovered landscapes.

• Singles, couples, friendship groups and special interest groups may all be relevant targets.

• Families living within the 1-hour travel time and potentially those further afield who may visit for a full day or for longer.

1.1.1.2.1 Catchment Area Potential • All adults and including those with children, living within a 1

hour drive-time = 6.2 million, at least half of whom may be classed as experience seekers with an interest in a wide range of topics, and who may visit the destination several times over the course of a year in order to continue their journey of discovery. Potential 3.1m visitors.

• The cluster is not driven by growth in (new) visitor numbers but in enriching the experience of existing visitors.


• Over 45% of adults now seek leisure ‘experiences’ for short breaks in the UK.

• 11% growth in destinations and places offering a refreshing mix of different experiences (VisitBritain).

• Location and accessibility are becoming more significant determinants for UK short breaks and day trips – driven also by the quality of the experience.

Economic Impact – Volume and Value • Economic potential is delivered from opening-up the breadth

and depth of the tourism product and encouraging greater consumption and expenditure. It will link together paid and free activities like never before. Simply generating an additional £2 per visit from the visitor potential above would yield over £6 million GVA.

• With appropriate planning an average spend increase of some £8.50 from just half the visitors would create an extra £12.7 5 million demand for the services of the area’s small and micro businesses.

• Growth in GVA is even greater if the longer distance visitors come and stay overnight. It is relatively easy to generate estimated visitor numbers of 150k at the 3% penetration level, potentially boosting GVA by £3 million assuming an average spend of £20 per head.

PEAK PRODUCT POTENTIAL Product Assessment • The Peak Tales & Trails product is extensive - but difficult to find.

• The Peak Tales & Trails cluster already enjoys several very impressive theme-based trails and interest-related packages – each based on a narrowly defined theme. This document broadens the scope somewhat and attempts to create a wider and more cross-cutting cluster of trail experiences.

• At its broadest level, we anticipate a relevance to over 800 small and micro businesses in the area – each can get as involved as they want to – and the simple return is that they welcome more visitors.


the range of activity areas – and especially the associated service oriented businesses such as transportation, eating and drinking, places of local interest, and linked accommodation providers – for instance connecting a local festival with a landmark vista, a curious mythical tradition and a site of outstanding natural beauty. One stop for four different experiences.

• A ‘sense of place’ for the whole Peak tourism area – (clouded as well by the variety of geographical boundaries impacting on this study).

• A responsible mechanism for dealing with travel issues, controlling access and movement as may be required, and for developing the paid-for product in preference to the free-product. Could involve an access fee and GPS managed guidance facilities (with visitor guidance for added value) for every user.

Opportunities & Threats • Opportunity to create a more broadly appealing destination with

much more to do and readily accessible will encourage the existing visitors to stay longer and to do more – thereby increasing GVA without increasing visitor numbers.

• Increased frequency of visits – and associated spend, would accrue.

• Absolutely must incorporate responsible traffic management. Getting people out of cars and offering alternative means of travel, and featuring cycling, horse riding, guided mini-buses, park & ride etc.

1.1.1.2.2 Product Development Ambition • Considerable enthusiasm for better connecting the product that is

‘off-the-beaten-track’ (both within as well as beyond the specific interest sectors).

• Strong resistance to being seen to encourage more car journeys.

Product Development Requirements • Establish a Peak Tales & Trails development coordination role to

manage/fuel the cross-fertilisation and ensure responsible action.

• Create a collective ‘sense of place’ that does justice to the huge breadth and depth of the Peak tourism offer in this cluster.

• Develop new products to ‘enable’ the tales & trails to work ie to be appealing and to enable easy movement and a positive experience.

• Develop alternative travel options.

OUTPUT POTENTIAL RAZ - Supporting Services for Rural Economic Sustainability SRE3. Potential to contribute to Targets and Outcomes. LEADER - Supports Strategic Objective 2, Strategic Objective 3 and Strategic Objective 5. (Plus Moorlands / W. Midlands Leader) DMP / EMT / EMDA - Enquiries, web hits, bednights, match funding. Capital investment for job creation. DDEP/Derbyshire County Council - Market Towns Initiative and Market Towns Partnerships plus potential to contribute to achievement of DDEP/emda Outputs – T1,T4,T5,T5a

SUSTAINABILITY IMPLICATIONS • Long-term economic benefits for rural / micro / SME businesses.

• Targets increased spend from existing visitors rather than increased visitor numbers.

• Compatible with ethos of green tourism and responsible development ONLY if the car impact is tightly managed. Other travel methods remain wholly compatible with responsible management and sustainability.

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Potential Growth Cluster: MYTHS, LEGENDS, FOLKLO RE, CUSTOMS AND ALL THAT... An ‘intriguing’ cluster built on unique traditions, quirky local pastimes and unbelievable folklore. These elements add quaint and appealing distinctiveness to a Peak visit and create intriguing highlights to the visitor experience. Includes all manner of experiences including genealogy and ancestral links, geyser springs, well dressing, water and social, arts and culture, English customs and traditions, quaint and quirky, local community events and celebrations. Quirky and then some.

VISITOR POTENTIAL

Audience Profile • Not known

Catchment Area Potential • Not known


for Visit Britain suggests an increase in interest in the local activities and local communities.

Economic Impact – Volume and Value • Not known, but probably low


Product Assessment • WELL DRESSINGS (34)

• PREHISTORIC SITES (6+)

• GHOSTLY SITES (8+)

• TRADITIONAL EVENTS – Ashbourne Shrovetide Football, Castleton Ancient Garland Ceremony, Ashbourne Highland Gathering

• QUIRKY PLACES – Eyam

• LOCAL COMMUNIT EVENTS

Product Gaps • Lack of commercial income from this cluster

• Lack of co-ordination and networking between groups, organisations and places.

Opportunities & Threats • Opportunity to use this cluster as one of the Peak District’s distinctive

‘attractors’ – strong links with the environment, water, etc

• Opportunity to use the products as material for Trails, eg other destinations already doing so - see examples www.shropshiretourism.co.uk/king-arthur www.thecircleoflegends.co.uk

• Opportunity to increase economic impact by linking this cluster to other product segments, eg, pubs, cafes, shops, etc


• Increase the economic benefit which this cluster can to the area. • Improve linkages between organisations & groups operating within

the cluster • Increase visitors’ awareness of the Peak District’s distinctive myths,

legends, folklore and customs. Product Development Requirements • Higher profile on www.vistpeakdistrict.com and in DMP marketing.

• Improve linkages between organisations & groups operating within the cluster

• Develop links between this cluster and other commercial sectors, eg. well dressings linked to local pubs, cafes, restaurants.

OUTPUT POTENTIAL DDEP/Derbyshire County Council

• Potential to contribute to achievement of DDEP/emda Outputs – T4,T5,T5a

RAZ



LEADER LDS

• Supports Strategic Objective 2 and Strategic Objective 3

DMP

• Potential to contribute to achievement of EMT outputs ‘unique visits’ and ‘leverage funding’, also KPIs identified in SLAs with local authority partners


• Potential long-term economic benefits for rural businesses / SMEs Potential negative impacts


DRAFT 9 April

growing the peak tourism product a masterplan for ... · masterplan for distinctive tourism product...

Documents