http://www.nwda.co.uk/pdf/Outdoor%20Adventure%20-%20Final%20Strategy%20%20Aug%202009 by Northwest Regional Development Agency

Northwest Outdoor Adventure Sector Strategy â&#x20AC;&#x201C; Framework and Action Plan 2009-2019

Contents 1 1.1

Purpose of the strategy ................................................................................................. 6 Introduction.......................................................................................................... 6

1.2

The purpose of the strategy ................................................................................ 7

1.3

Key principles ...................................................................................................... 8

1.4

Strategy rationale ................................................................................................ 8

2 2.1

The policy context ....................................................................................................... 10 Introduction........................................................................................................ 10

2.2

The policy context ............................................................................................. 10

2.3

Best practice outdoor destinations .................................................................... 16

2.4

Best practice transport models.......................................................................... 18

3 3.1

Market analysis ........................................................................................................... 20 Overview............................................................................................................ 20

3.2

Data accuracy ................................................................................................... 20

3.3

Scale of the sector............................................................................................. 20

3.4

Sub-sector analysis ........................................................................................... 30

3.5

Outdoor adventure sector PESTEL analysis..................................................... 30

3.6

Outdoor adventure sector SWOT analysis........................................................ 32

3.7

Future trends and opportunities ........................................................................ 33

3.8

A framework for growth ..................................................................................... 37

3.9

Impact of doing nothing ..................................................................................... 38

4 4.1

Vision and strategic priorities/themes ......................................................................... 40 Introduction........................................................................................................ 40

4.2

Vision................................................................................................................. 40

4.3

Strategic priorities and themes.......................................................................... 40

4.4

Cross-cutting principles ..................................................................................... 40

4.5

Action plan......................................................................................................... 41

4.6

Implementation.................................................................................................. 41

Appendices Appendix A â&#x20AC;&#x201C; Drive time maps................................................................................................. 43 Appendix B â&#x20AC;&#x201C; Action plan ......................................................................................................... 47

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Executive summary Introduction 1.

The North West has one of the most celebrated natural environments in England. It supports a wide range of businesses that offer goods and services that are linked to the outdoor adventure sector. As participation in most of these sports is growing, there is an opportunity for outdoor adventure businesses and the public sector to come together to determine how the Northwest can best leverage maximum benefit from, and encourage, further growth.

This strategy is the result of a comprehensive research and consultation exercise with the outdoor adventure sector and key public sector stakeholders. It provides a framework for the development of the Northwest outdoor adventure sector to maximise its economic growth over the next ten years. The definition

No formal – or universally accepted – definition of the outdoor adventure sector exists. Different organisations call it different names including adventure sports and outdoor pursuits. The SkillsActive definition, including educational and leadership development, has been developed and accepted by an outdoor employer forum. Therefore, it was agreed in the Mapping Study that this definition would be used in the development of this strategy. The sub-sectors included in the outdoor adventure sector are: ■

Outdoor education

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Outdoor recreation

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Development training

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Exploration and expeditions

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Outdoor sports development.

This strategy has been commissioned by the North West Development Agency (NWDA) and is aimed at all those involved in the development of the outdoor adventure sector including relevant public sector organisations such as economic development agencies, tourism bodies, local authorities, sport organisations, outdoor businesses, outdoor training providers and landowners.

The strategy aims to provide: ■

Strategic leadership for partners, stakeholders and the private sector on how they could respond to future opportunities and challenges in the outdoor adventure sector.

■

A tool for stakeholders and partners to make better use of the data and market intelligence that is available to the region through research commissioned by the NWDA.

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A structure and framework through which investments in the region can be planned and their benefits leveraged.

■

A set of building blocks that will help to enable businesses that operates in the outdoor adventure sector to heighten the quality of their services and skills and abilities of their staff.

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■

A series of environmental values to develop the outdoor adventure sector through sustainable development principles in ways that sustain and enhance environmental quality.

Key principles 6.

The strategy proposes: ■

A managed increase in consumer numbers – an approach that therefore values growing levels of consumer expenditure and economic impact instead of simply growing participation volumes.

■

The development of a framework for the future development of outdoor adventure destinations

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The piloting of innovative and low carbon solutions to traffic and transport management, and people movement in and around the region.

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The development and implementation of sustainable mechanisms and models, including environmental investment for managing the environmental impact of outdoor adventure and tourism.

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Facilitating better leverage of opportunities both in terms of maximising the use of the regions outdoor assets and investment opportunities (including the private sector).

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A strong focus on linking the cultural and creative opportunities with the outdoor adventure sector.

Background context 7.

Whilst the sector can be seen to lack a policy of its own, it by far from stands in isolation from important policy areas. The outdoor adventure sector provides an opportunity to link with a wide range of strategic priorities and policies (both national and region) and similarly provides a route through which these can be delivered.

Much of the current policy that relates to the outdoor adventure sector provides a compelling justification for the benefits of outdoor recreation but there does not appear to be clearly collated or well communicated approach to its development and its specific role in supporting sustainable economic growth.

There is a lack of visibility and shared approach for outdoor adventure as a proposition to endusers or to policy makers. This results in limited leadership for policy makers in formulating local strategies and action plans to maximise the economic impact and benefit that the sector offers. If left unchecked, this situation could see the North West loose out on important economic opportunities, particularly to other regions.

10.

An increasing emphasis by government is being placed on the contribution of the natural environment to improving quality of life, developing places and the importance of ensuring greater levels of equality of participation in the outdoors by those individuals and organisations currently under-represented.

11.

Despite the outdoor adventure sector featuring within numerous major policy and strategy documents, it does so only partially. None of the major national or regional strategy documents have the outdoor sector as a core focus and it is partly because of this that the current context can appear confusing, in places overlapping and in others contradictory. To address this issue there is a need to work effectively across a range of organisations whilst also reviewing how end-users think about and make decisions about their leisure time.

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12.

Finally, the strategic context is weak in its ability to understand and set out solutions for the managing the environmental impact of outdoor adventure and also the implications of social inclusion for outdoor adventure. The Green Infrastructure Strategies in the sub-regions have however started to provide a strategic way to plan, invest and optimise the multi-functional benefits of the natural environment in the region. Sectoral analysis

13.

14.

15.

The Northwest Outdoor Adventure Sector is small in overall employment terms and its contribution of regional GVA, mirroring the national sector characteristics. Regionally, the outdoor adventure sector comprises of: ■

484 businesses

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Employs 2,655 people

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Generates a GVA contribution of £44 million.

However, the sector generates economic benefits that are much more significant than straightforward employment and output measures. For example, the research contained within this report demonstrates that the sector has a considerable degree of compatibility with a wide range of strategies and policies that are influencing the planning and management of economic development in the region. Specifically, the analysis reveals how the sector already supports the following policy areas: ■

Sustainability and climate change

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Health and fitness

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Education

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Productivity

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Rural development and diversification

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Tourism and the visitor economy

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Equal opportunities

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The environment

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Skills and workforce development

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ICT

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Small business development and entrepreneurship.

Case studies of New Zealand (Queenstown), Canada (Whistler) and Scotland provide examples of what works well under particular circumstances. Whilst it is not the intention of the NWDA or indeed other stakeholders to emulate these successes at a regional level, it is the intention to apply new forms of learning and best practice to those local contexts that are most likely to benefit. The models and examples are considered particularly relevant to those destinations that have aspirations to develop products and marketing that are comparable to “international best practice”. They highlight the critical role of supporting embryonic sports and leisure activities; the instrumental role of enthusiasts in “colonising” places and activities; the “incendiary” effects of social networks in accelerating awareness and brand recognition of key

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destinations; and the essential role of events, publicity and media interest in stimulating mass market appeal. Market analysis 16.

17.

The report demonstrates that internationally recognised outdoor adventure destinations for the pursuit of sport and outdoor activity have a number of common traits or pre-requisites: ■

A high quality natural environment

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A well organised and effectively delivered set of “products”, enabling people to participate in a range of different activities, from high intensity adrenaline sport, to low intensity leisure and cultural pursuits.

■

A powerful destination brand that is recognised locally, domestically and abroad for its associations with outdoor adventure, even where the individual activities are not aggressively marketed.

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A rich calendar of special events, activities, exhibitions and competitions, including televised events.

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An ability to cater to a wide range of participants, from beginners to elite competitors.

In addition to these ingredients, the report identifies a number of key themes that are essential for the development of the outdoor adventure sector in the Northwest. These include events, sport and community development, business development, skills development, outdoor education and innovation and new media technologies. The vision

16.

The overall vision for the outdoor adventure sector in the Northwest is of: A vibrant, world class and innovative region for the outdoor adventure sector ensuring growth is managed in a sustainable way to enhance the quality of the landscape. A framework for the outdoor adventure sector

17.

The seven strategic themes and their objectives are outlined below: ■

Strategic Theme 1: Destinations and place making - encourage the development of the outdoor adventure offer in the Northwest, including improvements to the infrastructure to meet current and future needs of consumers.

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Strategic Theme 2: Participation - increase levels of participation in outdoor adventure in the Northwest, especially amongst under-represented groups.

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Strategic Theme 3: Events - attract and develop outdoor events of national and international standing.

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Strategic Theme 4: Business support and networking - provide outdoor adventure businesses access to the right support to increase their competitiveness and productivity.

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Strategic Theme 5: Skills - ensure that the skills of the existing and the future workforce meet the needs of the sector.

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Strategic Theme 6 – Image and communication - raise the profile of the region as a destination of choice for outdoor businesses and activity tourism.

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■

Strategic Theme 7 – Strategic influencing - influence key stakeholders in the outdoor adventure sector in the Northwest to work in partnership to support the sector’s sustainable growth.

Cross-cutting principles 18.

The three cross-cutting principles for this strategy are: ■

Sustainability – ensure that the development and growth of the outdoor adventure sector in the Northwest is economically, socially and environmentally sustainable in the long term.

■

Connectivity – ensure that all parties including consumers and businesses in the outdoor adventure sector are given – and make best use of the opportunities ICT and the web offer the sector.

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Accessibility – ensure that all the outdoor destinations, facilities and activities are accessible to everyone including both rural and urban populations.

Implementation 19.

The strategy has been produced to provide a framework for delivery to support the future development of the outdoor adventure sector. The NWDA will establish a small strategically focused Sport Sector Advisory Board to oversee the implementation of the sport sector strategy. This will include responsibility for the outdoors. In addition, an operational group will also be established, led by the NWDA, to coordinate and review the delivery of the work programme that will be produced. This group will involve representatives from organisations such as Business Link Northwest, Sub-regional Partnerships (SRPs), SkillsActive, National Skills Academy (NSA) and Sport England. In the short-term, it is proposed that existing structures are utilised to support the implementation of this strategy.

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Purpose of the strategy

1.1

Introduction

1.1.1

The North West has one of the most celebrated natural environments in England. It supports a wide range of businesses that offer goods and services that are linked to the outdoor adventure sector. As participation in most of these activities is growing, there is an opportunity for outdoor adventure businesses and the public sector to come together to determine how the Northwest can best leverage maximum benefit from, and encourage, further growth.

1.1.2

This strategy is the result of a comprehensive research and consultation exercise with the outdoor adventure industry and key public sector stakeholders. It provides a framework for the development of the Northwest outdoor adventure sector to maximise its economic growth over the next ten years. The definition

1.1.3

1.1.4

No formal – or universally accepted – definition of the outdoor adventure sector exists. Different organisations call it different names including adventure sports and outdoor pursuits. The SkillsActive definition, including the educational and leadership development, has been developed and accepted by an outdoor employer forum. Therefore, it was agreed in the Mapping Study that this definition would be used in the specific context of this study. The sub-sectors included in the outdoor adventure sector are: ■

Outdoor education - includes physical, environmental and social education providing courses in outdoor pursuit skills, personal and social education, key skills, citizenship and spirituality, field studies and other aspects related to the school curriculum.

■

Outdoor recreation - includes activity and adventure experiences which act as an introduction to outdoors activities and personal skill development for young people, families, adult groups and individuals. This area of the market is here to have fun, a healthy use of leisure time, make friends, gaining independence, and experience adventure in a safe environment. This covers the full range of activity experience starting with taster sessions for beginners to more specialist activities and personal skill development.

■

Development training - includes leadership and team development, management skills, organisation and community development, life skills and preparation for employment.

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Exploration and expeditions - includes national, international and local expeditions and research undertaken for reasons such as scientific, geographical and humanitarian reasons, or tourism/recreation. These can also be personal and social development.

■

Outdoor sports development - usually lead to adventure and competition sport and coaching, together with the qualifications which are pre-requisites for teachers and youth workers in many non-sport activities.

This framework has been commissioned by the NWDA and is aimed at all those involved in the development of the outdoor adventure sector including relevant public sector organisations such as economic development agencies, tourism boards, local authorities and sport organisations, outdoor businesses, outdoor training providers and landowners.

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1.2

The purpose of the strategy

1.2.1

The strategy aims to provide:

1.2.2

■

Strategic leadership for partners, stakeholders and the private sector on how they could respond to the future opportunities and challenges in the outdoor adventure sector.

■

A tool for stakeholders and partners to make better use of the data and market intelligence that is available to the region through research commissioned by the NWDA.

■

A structure and framework through which investments in the region can be planned and their benefits leveraged.

■

A set of building blocks that will help to enable businesses that operates in the outdoor adventure sector to heighten the quality of their services and skills and abilities of their staff.

■

A series of environmental values to develop the outdoor adventure sector through sustainable development principles in ways that sustain and enhance environmental quality.

The strategy has been produced because: ■

Research consistently confirms that the North West has one of the most celebrated natural environments in England. From dramatic coastlines through to breathtaking hills and mountains – this wide and expansive region has features and destinations that are of a world class status.

■

The region’s natural environment supports a wide range of businesses that offer goods and services that are linked to the “outdoors”. At the core of that sector sits outdoor adventure. These are sports and leisure activities within which participants make use of land, water and even air to practice their chosen pursuit.

■

Participation in most of these sports is growing. Participation drives wealth creation and is also a driver of tourism and leisure spend. Outdoor adventure therefore plays an important role in the development of the regions visitor economy (day visits and staying visits). Some outdoor activities have become tourism sectors in their own right (e.g. cycling)

■

Outdoor adventure supports – directly and indirectly – a wide variety of businesses and provide a rich and growing source of employment, particularly in the region’s rural areas. These businesses and the jobs that they support have developed and evolved over generations and they continue to provide a rich source of tourism, visitor spend and economic growth across the region.

■

The sector is changing. Today’s “classic outdoor enthusiast” is becoming more sophisticated and increasingly mobile. Pursuits and destinations once reserved for the “elite” are becoming increasingly accessible. New policy directives are being introduced to encourage that the outdoors is accessible to all and that participation levels increase for current under-represented individuals and groups. This presents both opportunities and challenges for places and businesses in the North West.

■

These developments and trends are important factors influencing policy makers with an interest in tourism and economic development and therefore this strategy provides a fresh interpretation on the steps that the NWDA can take to maximise

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the economic opportunities and impacts of outdoor adventure and tourism linked to outdoor activities.

1.3

Key principles

1.3.1

The outdoor adventure sector strategy provides a forward looking approach – based on key principles - to maximise the economic benefit of the outdoor adventure sector and minimise environmental impacts where possible.

1.3.2

The strategy proposes: ■

A managed increase in consumer numbers – an approach that therefore values growing levels of consumer expenditure and economic impact instead of simply growing participation volumes.

■

The development of a framework for the future development of outdoor adventure destinations.

■

The piloting of innovative and low carbon solutions to traffic and transport management, and people movement in and around the region.

■

The development and implementation of sustainable mechanisms and models for managing the environmental impact of outdoor adventure and tourism.

■

Facilitating better leverage of opportunities both in terms of maximising the use of the regions outdoor assets and investment opportunities (including the private sector).

■

A strong focus on linking the cultural and creative opportunities with the outdoor adventure sector.

1.3.3

These underlying principles are integrated into the outdoor adventure sector strategy and will be intrinsic to the regional competitive advantage that will be secured through its implementation.

1.4

Strategy rationale

1.4.1

The strategy is intended to provide a new focus for stakeholder organisations involved in the promotion of outdoor adventure and outdoor adventure tourism. That new focus and leadership is needed as: ■

Significant evidence exists of the benefits of outdoor recreation but that there remains a lack of national and regional approaches to support its development.

■

There is a lack of visibility and shared approach for outdoor adventure and outdoor adventure related tourism as a proposition to economic development policy makers.

■

Evidence of the growth of the outdoor adventure sector

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There is a need to work effectively with a range of organisations (including landowners, access organisations, outdoor organisations, outdoor businesses and public sector agencies) with related agendas if the real economic benefits of outdoor adventure and outdoor adventure related tourism are to be maximised.

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Some international destinations have been extremely successful at connecting outdoor recreation to the way in which end-users think about leisure and make

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choices about leisure time, including choices they make about holiday destinations and types. The North West can learn from these. ■

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There is a need to better understand the implications of social inclusion for outdoor recreation and the importance of ‘contact’ with the outdoors for health benefits, and there is a need to better manage the negative environmental impact that certain outdoor adventure and activities can have.

The policy context

2.1

Introduction

2.1.1

The purpose of this section is to set the scene within which the outdoor adventure sector sits and the implications of this, and to present examples of best practice in this sector.

2.2

The policy context

2.2.1

The policy and strategic context for the outdoor adventure sector has been reviewed at an International, European, National, Regional and Sub-regional level. Figure 2.1 illustrates the policy themes within which the outdoor adventure sector sits.

Figure 2-1: Policy context

Natural Environment

Place making and the visitor economy

Image and communications

Sport and outdoor adventure businesses

Rural economy International, European and National Policies and strategies International 2.2.2

Many international destinations are using the strong profile and image of outdoor adventure to develop their product, linked to repositioning strategies and in marketing campaigns to attract international visitors. Two such destinations, Queenstown (New Zealand) and Whistler (Canada) are included as best practice examples in this strategy. European

2.2.3

The European Commission is considering the future role of sport, as outlined in the Lisbon Treaty. Further consideration will need to be given to the implications of this on the outdoor adventure sector in the Northwest. National

2.2.4

At a national level, the outdoor adventure sector lacks a policy or strategy of its own. This differs from other sectors, for example manufacturing and biotechnology, and is arguably the case owing to its comparatively small economic contribution at a national level. Yet,

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despite this, the strategic context that surrounds the outdoor sector is relatively well developed – albeit it is uncoordinated. 2.2.5

Amongst some of the key national documents are: ■

The Government’s manifesto for Learning Outside the Classroom – which has a key focus on using the outdoors to inspire and motivate new forms of learning.

■

Every Child Matters – which focuses on ensuring that all children whatever their background are given support and opportunities in a range of areas including being healthy.

■

Be Active, Be Healthy – a new framework for physical activity aimed at getting people more active. A series of programmes have been proposed aimed at some outdoor activities such as walking and cycling. Examples of projects include Change4Life, Walking the Way to Health Scheme, Fit4Life, Bike4Life, Active Travel and 2012 Active Challenge Routes.

■

Winning: A tourism strategy for 2012 and beyond – this strategy is focussed on maximising the financial benefits of the 2012 Games for the tourism industry, by ensuring all UK tourism businesses are engaged, the skills of the workforce are improved, accommodation is of a high quality and visitors receive a first class experience. This strategy wants to ensure the whole tourism industry benefits from the Games.

■

Sustainable Tourism in England: A framework for action – This sets out the environmental and social challenges the tourism industry faces, and ways to address these. The key challenges are minimising environmental impact and resource use, addressing the impact of tourism transport and maintaining community prosperity and quality of life.

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The UK Sustainable Development Strategy – that, whilst having a necessarily broad focus, includes specific provision for sustainable forms of tourism and the promotion of local rural employment. Both issues relate closely to the outdoor adventure sector.

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The Draft Marine Bill – which includes a specific focus on leveraging employment and tourism opportunities linked to improved access to the coast and include reference to the development of a National Coastal Trial which would directly impact on the Northwest.

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The National Cycling Strategy – which emphasises the economic, cultural and health opportunities linked to increased participation.

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Defra’s Rights of Way Improvement programme (ROWIPs) – which provides statutory guidance on the scope and context for improving access to the Countryside and other areas. The purpose of the plans is to encourage local authorities to take a strategic view of their rights of way network to cater for the demand, land use and needs of users, especially those that do not benefit from the right of open access (horse riders, cyclist) and those with mobility problems.

■

Sport England National Strategy (2008-2011) – The Strategy is focussed on creating a world leading community sport system aimed at growing the number of people who take part in sport from all backgrounds. The new strategy is focussed on community sport, and links with schools and communities. It also addresses issues around coaching and volunteering and what can be done to address these challenges, and enhance the current system.

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2.2.6

There is growing national research that presents arguments for the benefits of the outdoor adventure sector. The 2005 Henley report on Outdoor Recreation concluded that significant evidence exists for the benefits of outdoor recreation but that there did not appear to be a well communicated approach to development. The report also argued that: there is a lack of visibility and shared approach for outdoor recreation as a proposition to end-users or to policy makers; there is a need to work effectively with a range of organisations with related agendas; there is a need to connect outdoor recreation to the way in which end-users think about leisure and make choices about their leisure use.

2.2.7

Government policy to increase participation in sport, including the outdoors and tackling health inequalities is equally focused on ensuring that this is applied to under-represented groups. Increasing participation in under-represented group will also contribute to the creation of new business opportunities and present niche opportunities for outdoor adventure businesses to respond to market trends. A number of initiatives have already been launched involving the outdoor adventure sector, including for example, Walk4Life, Bike4Life, Green Gyms and most recently Blue Gyms which will further create opportunities for both destinations and businesses operating in outdoor adventure sector in the Northwest. Regional

2.2.8

Regionally the strategic context is multi-layered and rich. The main strategic context is set by the Northwest Regional Economic Strategy (RES) by providing the overarching framework for economic development.

2.2.9

The RES describes 122 separate actions for delivering the vision, split into the themes of Business, Skills and Education, People and Jobs, Infrastructure, and Quality of Life. The Quality of Life theme is most relevant to the outdoor adventure sector which includes improvements that will contribute to the development and growth of the outdoor adventure sector in the North West. The following RES actions help to influence the shape and focus of recommendations presented later in the strategy. ■

Action 95 – develop and implement marketing programmes to promote a positive image of the benefits and diversity of the Northwest as a location for businesses, visitors, investors and as a place to live.

■

Action 98 – secure sports, business and cultural events and conferences for the region to host in line with the Major Events Strategy.

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Action 100 – develop plans to exploit the predicted business opportunities in the growth of sport.

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Action 101 - Improve the product associated with the region’s tourism ‘attack brands’ and ‘signature projects’ as identified by the Regional Tourism Strategy, in line with market demand.

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Action 104 - develop and implement a Visitor Information Strategy for the region

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Action 105 – support business development for tourism businesses through the region’s five Tourist Boards to grow the market share of domestic, overseas and business visitors.

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Action 113 - Develop the economic benefit of the region’s natural environment through better alignment of environmental activities and economic gain.

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Action 114 - Implement The Lake District Economic Futures Policy Statement to secure renaissance of The Lake District’s tourism offer and broaden its economic performance.

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Action 115 – Deliver sustainable growth through use of the region’s heritage environments and assets – especially World Heritage Sites, the cities of Chester, Lancaster and Carlisle and The Lake District.

2.2.10

The Northwest is in the process of developing a new Regional Strategy 2010. This will provide an investment framework, and set out long term economic, social, spatial and environmental priorities for 2010 onwards.

2.2.11

Linked to the RES is the Regional Tourism Strategy (RTS) which has six core themes. The current version is an update of the strategy published in 2003, building upon changes to the Regional Economic Strategy, and the national consultation associated with the London 2012 Olympic Games and Paralympic Games. The strategic objectives are to: ■

Productivity, Performance and Quality – Help businesses improve their performance and the quality of the products and services that they provide.

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Superior Skill – Improve the skills of our workforce and the attractiveness of the sector as an employer.

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Sense of place – Improve the public realm, and the built and natural environment.

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Signature Projects – Support and encourage a programme of sustainable events of national and international significance.

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Signature Events – Support and encourage a programme of sustainable events of national and international significance.

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Easy Access – Make it easier for visitors to get to, aqnd travel around the region.

2.2.12

The NW Day Visit Survey and latterly the NW Staying Visitor Survey both provide new intelligence and insights into the motivations and patterns of visitation and spend from staying and day visitors. Both surveys provide invaluable market and research intelligence that is referenced and considered later in the strategy.

2.2.13

Other key regional strategy documents that have informed this strategy include: ■

North West of England Plan for Regional Spatial Strategy to 2021 – This plan sets out a number of policy priorities for the region - providing a framework for development and investment in the region. It focuses on harnessing the potential of sport and recreation including the role of sporting events, and on supporting and managing recreational and sustainable tourist activities.

■

Sport England North West – A Regional Investment Strategy (2005 – 2009) – This strategy’s main aim is to encourage the increase in participation in sport and physical activity. Central to this is working with partners across the region that can provide other investment opportunities for sport and activity on a regional and subregional level.

■

Rising to the Challenge: A Climate Change Action Plan for England’s Northwest, 2007-2010. The plan sets a number of actions such as - promoting best practice in personal travel planning to reduce the reliance on cars and make more sustainable travel decisions; assessing the potential climate change impacts on the region’s landscape; assessing the potential markets/sector changes as a

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result of climate change impacts in the UK and abroad; and assessing the potential for green infrastructure including regional parks to adapt and mitigate for climate change impacts. These will all impact on the outdoor adventure sector in the North West and the potential opportunities and threats that climate change places on the market. ■

Strategy for Major Events in England’s Northwest, NWDA. The Strategy for Major Events fits strategically into the RES and the Regional Tourism Strategy. The Major Events Strategy represents part of the solution to economic change and offers the chance to significantly enhance the profile of the region.

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Economic Value of Green Infrastructure. 2008, NWDA and Natural England. The report sets out the many benefits of green infrastructure and the way in which it can underpin the success of other sectors including recreation and leisure, offering an improved environment, jobs, sustainable business enterprises, social benefits, economic security and cost savings.

■

Marketing the Natural Environment Strategy, 2006, NWDA. Marketing the Natural Environment of the Northwest was commissioned by the NWDA with support from English Nature. The aim of the study was to ‘map the environmental assets of the Northwest, recommend marketing opportunities and better ways of working together, while ensuring sustainability.’ A comprehensive audit of the region’s natural environmental assets was conducted outlining the key strengths the North West possesses i.e. landscape character, inland water, mountains and hills, and coastal landforms.

Sub-regional 2.2.14

The Northwest is a diverse region, with different sub-regions exhibiting unique strengths and characteristics in the outdoor adventure sub-sectors. A number of sub-regional strategies exist that are relevant to the development of the outdoors. All reference outdoor adventure to differing levels linked to building upon sub-regional strengths and opportunities.

2.2.15

Amongst the plans, proposals and initiatives are: ■

Merseyside - Proposals for the development of the outdoor sector in Liverpool and Merseyside including the transformation of Sherdley Park into the region’s premier dedicated outdoor events venue and the development of Sefton Watersports Centre.

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Greater Manchester – Proposals includes initiatives such as Irwell City Park, the heritage trail and the enhancement of waterways for potential tourism activities and use – all aimed at enhancing and supporting the tourism product in Greater Manchester.

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Lancashire - the Forest of Bowland information material including downloadable walks and rides; attendance at shows such as the Great Outdoors Show; improved Forest of Bowland access routes for walking, cycling and horse riding; and mountain biking improvements at Gisburn Forest.

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Cumbria - The Natural Economy/Outdoor Experience is one of six priorities for action for Cumbria, and key actions include the Adventure Capital programme, the promotion of active outdoor holidays, the development and investment in the growing outdoor activity markets, particularly in cycling and equestrian sectors, and the upgrading and re-positioning of the outdoor centre network in Cumbria. Cumbria has celebrated the ’Year of Adventure” in 2008 and are currently building upon this

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through the Adventure Capital programme, in its new Tourism Strategy (20082018). ■

Cheshire & Warrington - Proposals for the outdoor sector, including the enhancement of access/infrastructure in Cheshire, including initiatives for walkers, riders and cyclists; enhanced access to the waterfront and strengthened riverside and family fun. There are also niche product opportunities in Cheshire including the development of the equestrian sector, leisure cycling and walking sectors.

2.2.16

The sub-regions are also producing Green Infrastructure Strategies which provide the strategic priorities for how green infrastructure delivers multi-functional (including tourism and recreation benefits.

2.2.17

The Lake District obviously plays a prominent role in the North West’s outdoor adventure offer. It is without doubt the region’s premier offer and as such the key planning and policy documents that relate to it are of critical importance to the strategy. The Lake District National Park Authority (LDNPA) has recently outlined a number of key challenges that LDNPA is facing, including adapting to changing recreation and leisure pursuits, meeting visitor expectations of better quality provision, implementing legislation such as access rights and taking into account Government agendas e.g. social inclusion.

2.2.18

The report states that there has been a rise in active sport and recreation, consumers’ expectations for better quality infrastructure, accommodation and attractions, and that an image of the tourism industry here is beginning to look tired with visitors being dissatisfied with the product. The LDNPA acknowledges good practice examples where work is being done to meet the needs of different visitor groups and minimise conflicts of interest. Examples include the management of motorised recreational vehicles and visitor monitoring on the Keswick railway footpath and other routes.

2.2.19

The National Park Management Plan is another key document for the strategy as it sets out the principles, aims and policies for managing the National Park. Access and recreation is a critical component of the management plan and a number of long term aims are identified, including:

2.2.20

■

Safeguard and extend opportunities for everyone to enjoy the countryside through land and water-based activities.

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Develop, improve and promote access to encourage an appreciation of environmental conservation and meet wider goals of health, social and economic well-being.

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Encourage people to explore and discover the National Park for themselves; and enable them to test their skills and abilities in a challenging environment.

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Promote respect for legitimate recreational users and local communities, and for the work of land managers.

The management plan details a number of policies in relation to access and recreation, such as: ■

Collaborate with others to ensure that recreational activities do not have a detrimental impact on local communities and landscape.

■

Develop and apply an integrated approach to the management of access and recreation that will promote innovation and good practice.

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2.2.21

■

Provide, develop and promote access for all people who seek opportunities to enjoy the special qualities of the National Park.

■

The policies and management of the National Park has a great impact on the outdoor sector and the potential development opportunities.

Finally, the Adventure Capital UK Strategy is designed to provide a clear framework for the development and promotion of Adventure Tourism in Cumbria for the next five years. This report identifies potential market and product developments that the sector needs to fulfil its potential, grow and market itself as Adventure Capital UK. The report defines Adventure tourism as: “Overnight and day visits that involved participation in active or adventurous outdoor activities, either as primary or secondary purpose visit.” The key economic findings from the report include: ■

The market for Adventure Tourism is growing, and is predicted to grow at 3.5% per annum.

■

Estimated 1.5 million visitors to Cumbria for Adventure Tourism pursuits per annum

■

The value of ‘activity tourism’ in Cumbria is estimated at £75-100 million

■

10% of all holidays in the UK are activity holidays in which activity is the main purpose – this equates to 1.5 million visitors to Cumbria.

■

Employment in the Outdoor Activity Education and Training Sector is forecast to grow by 30% over the period 2001 to 2008.

■

Outdoor Education is estimated at contributing £100 million per annum to the Cumbrian economy.

2.3

Best practice outdoor destinations

2.3.1

This strategy has reviewed several World renowned outdoor destinations: Queenstown (New Zealand), Whistler (Canada) and Scotland to identify the critical factors that have contributed towards their success.

2.3.2

The relationship between the sector and the environment is, of course, all important. The great paradox for the outdoor sector is that growth in participation – if poorly managed – can actually degrade the very environmental assets that enable participation. Thus for the region to have a sustainable position in the marketplace, it must have a sustainable approach to managing growth and participation. Therefore, best practice transport models are also provided within this section. Queenstown New Zealand

2.3.3

Perhaps the best known example of a destination reinventing itself through adrenaline sport and outdoor activity, Queenstown famously developed organically following the invention and popularisation of bungee jumping in the 1980s. This was the catalyst that attracted a wave of new visitors and enabled complementary leisure development, beginning with white-water rafting and extending into hang-gliding, mountain biking, parasailing, etc1.

www.queenstown-nz-co-nz/

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2.3.4

The aggressive marketing of Queenstown as adrenaline sports playground followed rather than initiated this process and began simply to facilitate the visitor experience which was being adversely affected by conflicting promotional messages coming from the plethora of different service providers emerging in the area.

2.3.5

The creation of an overarching brand and the self-imposed discipline of local firms (who struck a balance between co-operation on destination development, on one hand, with aggressive competition for local custom on the other), was so successful that the principle of selling New Zealand itself on the strength of its natural landscape emerged as a consequence. This strategy led directly to the New Zealand Way campaign, which remains an international benchmark in successful place-marketing. Whistler model

2.3.6

Whistler in British Columbia demonstrates that this “organic” process of destination developed can be initiated, managed and steered.

2.3.7

Already a successful ski resort, Whistler sought to improve its summer offering to stabilise income streams throughout the year. In the 1990s, resort owner Intrawest established the Whistler Mountain Bike Park, using parts of the mountain infrequently used by skiers to carve out a series of new and challenging trails for enthusiasts. This created a “buzz” about Whistler within the well-connected and widespread mountain biking fraternity, which led to a surge in interest from practiced riders. In parallel to this, however, Intrawest continued to invest in progressively shorter and technically simpler trails, as well as a “challenge park” where riders of different skill levels could work on technique in a controlled and supervised environment.

2.3.8

The company also focussed on bringing first regional and then international events to the area with a view to cementing its reputation as a premiere mountain biking destination. Places such as Whistler have an annual events calendar and this is seen by many outdoor destinations as an essential component of being a successful outdoor destination. As interest in the destination increased from a progressively more leisureoriented rather than competitive market, the company expanded into other activities and outdoor pursuits. The Whistler model was extraordinarily successful – leading to a 700% increase in riders alone over a 5 year period (75,000 in 2004) – and has now been proven over a number of destinations. Intrawest repeated the process at Mont Tremblant in Quebec and the management at Snowshoe Mountain, West Virginia, followed the exact same approach to successful effect. Scotland

2.3.9

Scotland identified tourism, including outdoor adventure and activity tourism, as a priority sector. There are a number of public sector agencies responsible for supporting and helping outdoor tourism in Scotland, including supporting businesses to maximise their potential from the sector.

2.3.10

Public sector organisations such as Scottish Enterprise saw the potential growth opportunities of the outdoor adventure and activity tourism sector, and the impact this could have on the wider growth potential for Scotland's tourism sector.

2.3.11

Scottish Enterprise is working with industry groups, and a range of other organisations that support outdoor tourism such as WildScotland, National Trust for Scotland and Scottish Natural Heritage. These agencies offer businesses access to market information, help businesses to identify opportunities and to work collaboratively to create and develop innovative new products and services.

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2.3.12

In recent years, significant public sector support and investment in projects and product development in destinations across Scotland has been evident. In addition to this a large marketing campaign promoting Scotland as one of the best destinations for outdoor recreational sports and tourism activities was developed.

2.3.13

Scotland, like other world class outdoor destinations, has the benefit of having outstanding natural assets. These assets have been used as the basis for the development of good quality outdoor destinations, products and activities.

2.3.14

Public agencies in Scotland are currently working with the tourism and forest industry sectors and businesses in Loch Lomond and the Trossachs National Park to further develop outdoor recreation facilities and attractions such as walking, mountain biking and sailing to maximise the economic and social benefits for Scotland.

2.4

Best practice transport models

2.4.1

None of the main strategic themes set out in this strategy will be fully realised without changes to the way in which consumers and participants travel to and around chosen outdoor destinations.

2.4.2

Transport interchanges provide access to public transport and are the interface between the different transport types. They include bus stops, railway stations, ferry wharves, taxi ranks, cycle ranks, and park and ride areas. Many key aspects of transport integration come together at interchanges including information, ticketing, network accessibility, service coordination and personal security.

2.4.3

Interchanges can promote access to the public transport network with good waiting environments and fast transfers. But poor interchanges, with long walks, stairs, long waits, poor travelling information, and poor weather protection can substantially discourage access to public transport. In order to maximise the positive experience of the outdoor visitor, the promotion of the greater use of mass transport modes and economic development transport services need to be coordinated.

2.4.4

Coordinating transport services need to be more than just coordinating bus schedules Coordination requires: ■

A network linking bus routes with rail and ferry that responds to a more diverse range of commuter destinations and times.

■

Closely integrated interchanges and terminus facilities

■

Network development involving fare coordination, schedule and service coordination, public information and marketing coordination and administrative coordination.

■

Facilities and infrastructure that can carry/transport outdoor equipment i.e. mountain bikes.

2.4.5

Different locations (and travel modes) have a different focus and solution to transport needs. Large, commercial urban areas tend to focus on the needs of businesses and residents. Whist major tourist destinations focus on the needs of the traveller. However, within tourist destinations the approach to transport systems can be very different.

2.4.6

Tables 2.1 and 2.2 demonstrate the Whistler and Queenstown interchange transport systems.

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Table 2-1: Whistler Whistler, British Columbia, is a Canadian resort town in the Pacific Ranges of the Coast Mountains, approximately 125 km north of Vancouver. Incorporated as a resort municipality, Whistler has a permanent population of approximately 9,965 – and over 11,000 second homes. Over two million people visit Whistler annually, primarily for its world-famous alpine skiing and mountain biking at Whistler-Blackcomb. Its pedestrian village has won numerous design awards and Whistler has been voted among the top destinations in North America by major ski magazines for the past 15 years. Whistler’s public transit system, WaVE, carries more than 2.8 million passengers annually. The fleet of 24 buses is uniquely painted with an alpenglow scene and is equipped with ski racks and bike racks. They run from 5:30 a.m. to 3 a.m. daily. A free shuttle services the Village-Village North-Upper Village area and Lost Lake Park in the summer. Pedestrian zones and limited (in town) car parking facilities discourages car travel. The nearest international airport to Whistler is Vancouver. From there, options include renting a car, taking an airport-to-hotel coach, or a shuttle service for the 2 hour trip along the “Sea-to-Sky” Highway to Whistler. Rail service is provided between Whistler and North Vancouver by the “Whistler Mountaineer” and between Whistler and Jasper by the “Rocky Mountaineer”. Both are dedicated ‘tourist trains’ aimed at making the 3 hour journey part of the holiday experience.

Table 2-2 : Queenstown Nestled on the shores of Lake Wakatipu and overlooked by the Remarkables mountain range Queenstown, New Zealand is the Southern Hemisphere's premiere four season alpine and lake resort enjoying year-round activities such as jet boating, white water rafting and parapenting. Queenstown is also the world capital and home of bungy jumping. In winter, Queenstown focuses on alpine activities - skiers and snowboarders come from all over the world to join in the annual Winter Festival. On Lake Wakatipu, the vintage TSS Earnslaw steamer has been beautifully restored to its original condition and takes visitors on daily trips. The town is just 10 minutes drive away from the local airport which is serviced by regular connections from all the major cities. Queenstown has a small and compact CBD that is easily navigated by foot. The only public transport available in Queenstown is the bus service run by Connectabus running just three lines, all of which start outside the O'Connell's Shopping Centre on Camp Street: Route A goes to Fernhill, Route B to Goldfields and Route C to the airport Most activity providers will offer a shuttle from your accommodation or from an easy central location in Queenstown. Backpacker Express runs a fleet of 15 vehicles comprising minivans, minibuses, 4WD vehicles and coaches. Throughout the summer season thousands visit New Zealand to walk the world famous Routeburn, Greenstone, Caples, Rees and Dart Tracks. Backpacker Express play a vital role in transporting visitors from central pick up points in Queenstown and Glenorchy, to and from remote locations linking people with the entrance ways to all the regions walking tracks. During the winter season, there are a number of shuttle buses which operate daily from town to Coronet Peak, The Remarkables and Cardrona Alpine Resort.

2.4.7

Whistler and Queenstown both major outdoor activity centres have almost contrasting approaches to transport. Whistler favours mass transport systems with a fleet of minibuses taking tourist to key locations. Whereas Queenstown allows a more independent approach with private charters catering for smaller groups travelling to more diverse locations and individual activities. The individual activity providers as part of the visitor experience provide them with the transportation to get to and from the activity.

2.4.8

These messages have contributed to the focus of the strategy being based on the priorities themes as detailed in Section 4 of this report.

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Market analysis

3.1

Overview

3.1.1

The sector analysis contained within this strategy is based on a comprehensive mapping study undertaken during 2006 and 2007. The study established a detailed understanding of the sector, its structure, role, competitive attributes and contribution to the economy of the North West.

3.2

Data accuracy

3.2.1

The outdoor adventure sector - as defined in Section 2 - does not correspond comfortably with existing SIC Codes. Specifically, only a small number of companies belonging to 8 four digit SIC codes that SkillsActive have identified best represent activity in the sector Therefore, the Mapping Study completed a detailed analysis of approximately 3,000 companies belonging to the 8 four digit SIC codes to determine whether or not they belonged to the outdoor adventure sector. A limited number of these companies were easily recognisable as either being included in the outdoor adventure sector or not. However, for the majority of companies in the database it was impossible to distinguish their relevance. Each company on the database was therefore contacted to enable a comprehensive database of companies in the region to be produced.

3.3

Scale of the sector National overview

3.3.1

From most standard economic measures, the outdoor sector is a small one. It employs only a small proportion of the total national workforce, as Table 3.1 shows. Table 3-1 – Total employment in the sector Total Employment in the Sector

The Outdoors Active Leisure Learning

and

Whole Economy

Total

Share of Total Active Leisure and Learning (%)

Share of Whole Economy (%)

25,090

4.3

0.1

575,990

1.9

30,134,250

Source: Skills Needs Assessment: The Outdoors, SkillsActive, 2007

3.3.2

Table 3.2 shows the total GVA of the outdoor sector compared with the whole economy.

Table 3-2 – Total GVA Total GVA in the Sector

Total GVA (£ms)

Share of Whole Economy (%)

430

0.1

8,590

0.9

922,060

The Outdoors Active Leisure and Learning Whole Economy

Source: Skills Needs Assessment: The Outdoors, SkillsActive, 2007

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3.3.3

Similar to the total employment figures, the outdoor sector makes only a small contribution to the nation’s Gross Value Added.

Regional overview 3.3.4

England’s Northwest has a spectacular natural environment with 29% of the region’s countryside designated for its nationally important landscapes. This includes the Lake District National Park, Cumbria – the largest of the National Parks in England and Wales, covering an area of 885 square miles containing England’s highest mountains (four over 3000 ft), six National Nature reserves and 100 sites of Special Scientific Interest. There is also an extensive rights of way network throughout the region, with many linking to National Trails, providing long distance routes for walking, cycling and horse riding. Figure 3.1 shows the outdoor destinations in the North West.

3.3.5

Without doubt the Lake District is the strongest regional outdoor asset. It is a world renowned location and offers a breadth of experiences that cater for the hardened outdoor enthusiasts through to the more occasional and casual participant. Rock Climbing was invented in the area and today, the Lake District, can claim to be of national importance in walking, rock climbing, caving, mountain biking, road biking, caving, sailing, canoeing, paragliding, orienteering, fell running, road running, horse riding. It can offer many other activities.

3.3.6

Recent improved facilities include Grizedale Forest, Whinlatter Forest, Sustrans national bike routes, and many other cycle ways. Proposals include the upgrading of Wainwright’s Coast to Coast Walk to a National Trail and the development of the NW Coastal Trail, all of which continue to add to the quality of the offer and the diversity of the experiences available.

3.3.7

The region also hosts a number of existing outdoor adventure events, festivals and challenges including the Open 5 Race & Kendal Mountain Festival, Fred Whitton Challenge in road biking, and the Bob Graham Round in fell running. It has been successful in attracting new events such as the Great North Swim, Ullswater, Lakeland Trail, Windermere 3 Peaks Challenge and Dirty Weekend.

3.3.8

It is also home to a number of national sport organisations including British Mountaineering Council (BMC), British Cycling, the Institute of Outdoor Learning, the YMCA National Outdoor Centre in Cumbria – the largest outdoor development centre in Europe and Outward Bound.

3.3.9

Outdoor Education is seen as a key component of the outdoor adventure sector. It comprises of activates focused on outdoor recreation (including adventure tourism), development training (outdoor education but for adult corporate and organisational learners) and expeditions/exploration. It also extends into activities with schools and young disadvantaged individuals to workforce development for corporate organisations.

3.3.10

The Northwest is particularly strong in outdoor education activities. It is home to a significant number of outdoor education centre and development training organisations that are renowned across the UK and on a global stage, e.g. Outward Bound, Brathay Hall and Impact. This also contributes to a significant proportion of outdoor employers delivering both outdoor education and outdoor recreation as these different aspects often take place at different times of the week and year.

3.3.11

The Institute of Outdoor Learning based in Cumbria and the Higher Education Institutions (HEIs) across the North West are also playing a key role in the development of the outdoor adventure sector and promoting outdoor learning. These are central to the

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continual growth and development of the outdoor sector, and the skills base that is required to compete with other regions and globally in this sector. Figure 3-1: Main outdoor activity destinations

3.3.12

The University of Cumbria in the North West region is the location for the new National Hub for the Outdoors as part of the NSA for Sport and Active Leisure. This NSA is offering employers in the outdoor adventure sector greater access to approved training opportunities that will help their businesses develop and develop the skills of their employees. Headline business statistics

3.3.13

Unsurprisingly, the North West mirrors these national sector characteristics. The sector is small in overall employment terms and its contribution of regional GVA. Regionally, the outdoor adventure sector comprises of: â&#x2013;

484 businesses,

â&#x2013;

Employs 2,655 people,

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■ 3.3.14

Generates a GVA contribution of £44 million.

The breakdown of activities catered for by the 484 businesses based in the North West is illustrated in Table 3.3. Of these 484, 12% are businesses in adult and other education, 44% are businesses in other sporting activities, and 24% are in other recreational activities. Table 3-3 – Total number of businesses by sector Sector Breakdown

Number of Businesses

% of Businesses

Youth Hostels and mountain refuges

Other provision of lodgings not elsewhere

14%

Renting of water transport equipment

Adult and other education not elsewhere classified

12%

Operation of sports arenas and stadiums

Other sporting activities

214

44%

Other recreational activities not elsewhere

117

24%

Outdoor Sector

484

100%

Source: Location Prospect, 2007, analysed by Tribal Consulting

3.3.15

Figures 3.2 through to 3.6 provide a visual display of the geographic location of the companies contained within the “outdoor adventure sector database”. Figure 3-2 - GIS plan of outdoor companies - Cumbria

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Figure 3-3 GIS plan of outdoor companies - Cheshire

Figure 3-4 GIS plan of outdoor companies - Lancashire

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Figure 3-5 GIS plan of outdoor companies - Merseyside

Figure 3-6 GIS plan of outdoor companies â&#x20AC;&#x201C; Greater Manchester

3.3.16

Consistent with national patterns, the majority of the outdoor adventure businesses in the Northwest are micro-businesses, with 91% of them having less than 15 employees. Table 3.4 presents this information.

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Table 3-4 – Total number of businesses by size breakdown

Size Breakdown

No of Businesses

Percent

1–2

202

3–5

152

6 – 15

16 – 25

26 – 50

51 – 100

101 – 250

251 – 500

501 – 1000

484

100%

Total

Source: Location Prospect, 2007, analysed by Tribal Consulting

3.3.17

As shown, 42% of businesses in the region have between 1 and 2 employees, and operate as either a sole trader and or as registered self-employed. The significance of seasonality in this sector should be recognised. Unfortunately no data is available on the numbers of additional jobs created during the summer when many companies take on additional staff.

3.3.18

Table 3.5 shows the turnover bracket for these businesses. It should be noted that out of the 484 businesses, 14% (70) of these do not state which turnover bracket they fall within. Table 3-5 – Turnover of the businesses Turnover Bracket

Number of Businesses

% of Businesses

14%

1 – 5,000

5,001 – 10,000

10,001 – 25,000

13%

25,001 – 50,000

17%

50,001 – 100,000

20%

100,001 – 250,000

106

22%

250,001 – 500,000

500,001 – 1,000,000

1.4%

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Turnover Bracket

Number of Businesses

% of Businesses

1,000,001 – 10,000,000

1.2%

10,000,001 – 50,000,000

1.4%

484

100%

Total

Source: Location Prospect, 2007, analysed by Tribal Consulting

3.3.19

Of the 414 businesses that did state their turnover bracket, the overwhelming majority turn over less than £250,000. Only 7% of all regional companies have a turnover greater than £250,000. These companies are all holiday organisations for example the Camping and Caravanning Club and The Holiday Cottages Group.

3.3.20

The Camping and Caravanning Club is a not for profit organisation providing camping and caravanning sites for holiday makers. The Holiday Cottages Group is a provider of selfcatering holidays in Europe. Outdoor sports clubs in the North West

3.3.21

In the North West there are over 400 sporting clubs across the region in a range of outdoor activities, including: ■

32 affiliated clubs registered in the North West by the British Mountaineering Council. This is the third highest number in any of their designated regions.

■

136 registered cycling clubs in the North West. This is roughly 12% of all clubs that are registered in the UK. Annually the region hosts more than 300 British Cycling registered races.

■

47 sailing clubs in the North West. This makes the region the sixth biggest in the UK – although using a definition that includes some 13 overall regions.

■

36 clubs for those who like to canoe and kayak.

3.3.22

Figure 3.7 shows the locations of these clubs. The analysis confirms that most outdoor adventure clubs are located in the more urban, populated locations in the region – illustrating the urban centricity of that demand.

3.3.23

In addition to these individuals being involved in clubs and the organisation of events, these individuals may also visit or holiday in the North West and are therefore another source of potential tourists for the region.

3.3.24

Clubs and volunteer networks play a critical role in terms of their ability to deal with the huge administration task of organising, for example, events, social activities, and networks. They continue to create a demand for outdoor adventure and a brand for a particular place or activity. Whilst at the same time creating social networks i.e. they bring people together not only to participate in an activity but also to organise activities.

3.3.25

Support for these clubs and societies are provided by a wide range of organisations including Governing Bodies of Sport (NGB), Sport England, The Youth Sports Trust, SkillsActive, National SkillsActive and UK Sport, focussing on promoting, investing and advising sports clubs, volunteers, coaches and officials.

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Figure 3-7 â&#x20AC;&#x201C; Sporting clubs in the NW

Source: Sport England

Sub-regional analysis 3.3.26

The sub-regional analysis showed that 32% of all outdoor adventure businesses are located in Lancashire, 27% in Cumbria, 21% in Cheshire, 13% in Merseyside and 7% in Greater Manchester, as illustrated in Table 3.6

3.3.27

A significant proportion of businesses within each sub-region have less than 25 employees as illustrated in Table 3.7. In Cheshire, 4% of all businesses in the outdoor sector have less than 15 employees, 4% in Cumbria, 1% in Greater Manchester, 6% in Lancashire and 3% in Merseyside.

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Table 3.6 – Number and proportion of businesses in the outdoor adventure sector

Sector

Cheshire

Cumbria

Grt Manc

Lancashire

Merseyside

Youth Hostels And Mountain Refuges

Other Provision Of Lodgings Not Elsewhere Classified

Adult And Other Education Not Elsewhere Classified

Operation Of Sports Arenas And Stadiums

Other Sporting Activities

12%

14%

Other Recreational Activities Not Elsewhere Classified

Outdoor sector

104

21%

132

27%

155

32%

13%

Source: Location Prospect, 2007, analysed by Tribal Consulting

Table 3.7 – Size of Businesses in the outdoor adventure sector by Sub-region

Size

Cheshire

Cumbria

Greater Manchester

Lancashire

Merseyside

1–2

13%

3–5

6 – 15

6 – 25

26 - 50

51 - 100

101 - 250

251 - 500

501 - 1000

104

21%

27%

155

32%

13%

Total

132

Source: Location Prospect, 2007, analysed by Tribal Consulting

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3.3.28

For each sub-region it can be seen that a significant proportion of businesses in the outdoor sector have a turnover that lies within the £10,001 to £100,000 brackets. In Cheshire, 10% fall within this bracket, 14% do in Cumbria, 4% in Greater Manchester, 17% in Lancashire and 5% in Merseyside.

3.4

Sub-sector analysis

3.4.1

The Mapping Study – using the Active People Survey (2006) - analysed growth in particular sub-sectors. The survey does show that in the North West the most popular outdoor activities are walking, cycling and running. Other market research did show that there is an increasing demand for activity sports holidays and outdoor adventure activities including mountain biking, kite surfing, rock climbing, canyoning and kayaking.2

3.4.2

Research on participation rates and drive time analysis in the North West identified sailing, walking, water sports, active/adventurous outdoor pursuits e.g. hang-gliding, motorised sport, rock climbing, cycling and horse-riding and/or pony trekking as the most popular outdoor activities.

3.4.3

Market research - in the Mapping Study - looked at the consumer profile of the outdoor adventure market. It highlighted that twice as many men as women said they were likely to take part in certain outdoor activities, particularly those of an extreme nature, such as white water rafting, bungee jumping, BMX/mountain biking and parakarting.

3.4.4

For the 25-44 age group, the most popular outdoor activities was mountain biking, white water rafting and snowboarding. Whilst the majority of extreme sports enthusiasts fall into the ABC1 socio-economic group and are very much the 15-24 year olds, who have fewer commitments and more disposable income to spend on these activities. The most popular extreme sports were snowboarding and BMX/mountain biking. Certain adrenaline sports bungee jumping and sky diving – were also popular among this age group.

3.4.5

A more detailed market appraisal is required to capture a more up-to-date and true picture of the growth opportunities within the outdoor adventure sub-sectors.

3.5

Outdoor adventure sector PESTEL analysis

3.5.1

The Political, Economic, Social, Technological, Environment and Legislation (PESTEL) drivers that will impact the outdoor adventure sector in the North West are provided in this section.

Mintel report – Leisure Intelligence, October 2005

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Table 3.8 – PESTEL diagram Political

Economic

NSA for the outdoors in Cumbria – platform for policy engagement and formulation

Anticipated growth in job and wealth creation, especially in rural communities

Contribution to the sustainability and climate change agenda

Level of skills amongst employees including people skills, technical skills, critical thinking skills and broader business skills

Development of Management Plans

National

Park

Destination Technical qualifications for employees – in particular instructor qualifications for adventurous activities

Development of Local Development Frameworks Economic confidence and economic slowdown New policy to encourage greater participation (e.g. Education outside the Classroom Manifesto)

Restrictions in the outdoor adventure qualifications that can attract public sector funding

Contribution to health improvement agenda New funding streams e.g. RDPE Reduction in disposable income Increase in UK based holidays including outdoor adventure Social

Technological

Growing agendas in health and well-being

Investment in on-line marketing, booking and product sales

Greater participation in the outdoors, including stronger policy directives to encouraging increased participation by under-represented groups and individuals

Advances in outdoor clothing and equipment e.g. GPS, satellite navigation, mobile phone functionality

Population changes i.e. an ageing population

Increase in interactive websites and social networks e.g. MyPeakExperience

New ‘outdoor’ sport trends e.g. kite surfing

Use of new media e.g. pod casts, webcams

Demand for higher quality goods and services

Environment

Legislation

National Marine Bill and national coastal trail, increasing coastal access

Changing legislative framework for outdoor business, including growing health and safety and licensing obligations

Reducing the environmental impact of the outdoor adventure (i.e. sustainable transport schemes)

Capacity of frameworks

SMEs

respond

legislative

Coordination of infrastructure improvement Growing integration of environment, culture and community participation

Increased taxation and regulatory burden affecting small businesses Licensing obligations for businesses

Changes to planning policies supporting environment sustainable practices e.g. sustainable transport solutions Responsible marketing to promote environmental responsibility and expectations of all

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Increased taxation and regulatory burden (e.g. health and safety, child protection) affecting responsiveness of small businesses

3.6

Outdoor adventure sector SWOT analysis

3.6.1

The key opportunities, weaknesses, strengths and challenges (SWOT) faced by the industry are presented in Table 3.9. Table 3-9 - SWOT diagram Strengths

Weaknesses

Lake District National Park is iconic and of world class status in certain areas and sports.

Over reliant for most outdoor adventure on consumers prepared to travel longer distances

Large resident regional population with good representation of relevant social class groups who drive demand i.e. within a 2 hours drive time

Many outdoor destinations less likely to attract regular and repeat day visitors

Good concentration and diversity of outdoor adventure activities to suit consumer needs Diverse nature/landscape such as a good network of lakes, rivers, mountains and Areas of Outstanding Natural Beauty Good range of accommodation for different consumers and budgets Largest concentration of professional outdoor, education experienced staff, including instructors Greatest concentration of outdoor education and training providers in the UK

Limited capacity, range and quality infrastructure to meet different consumer requirements Limited innovative approaches to attracting visitors to the North West compared to Scotland and Wales Lack of integration between strategic planning (e.g. LDF) processes and industry growth opportunities Disconnect between the supply and demand of skills for the sector leading to limited funding being available to support future skills needs Transferable skills of people working in the whole leisure/tourism industry is limited Lack of organisation and support for the outdoor sector businesses across the region

Strong HEI sector provision covering outdoor adventure Large catchment population within 2 hours drive

No co-ordinated approach to marketing the region for outdoor adventure It is notoriously difficult to engage with providers and employers through traditional marketing and media forms. Number of lifestyle businesses in the sector Lack of local opportunities in the Northwest to gain technical qualifications, particularly Level 3 and above

Opportunities

Threats

National Skills Academy â&#x20AC;&#x201C; Outdoors and Hospitality in the Northwest to improve workforce and skills development

Perceived restrictive use of the National Park

Developing proposals for Ad Cap2 in Cumbria

Lack of funding for infrastructure projects

Joined up marketing venture for the North West

Competition from other areas e.g. Wales and Scotland

Growing environmental, sustainability and climate change agendas

Changes in the National Curriculum for outdoor education

Growth of UK residents holidaying at home due to current economic slowdown

Accidents and negative media coverage

New policy context such as Education outside the Classroom Manifesto, Every Child Matters Agenda and

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Restrictions from land owners and planners

Increased regulations, licensing of all providers, growing legal requirements, cost of public liability

those aimed at increasing participation by underrepresented groups and individuals

insurance and red tape External threats e.g. foot and mouth

A change in the planning system i.e. the development of the Local Development Frameworks

Limited use of new technologies to drive up quality and meet consumer expectations

Development of corporate sponsorship to grow activities Growth of participation in outdoor adventure, including previously under-represented groups such as disabled and BME individuals Improve the quality standards of goods and services Development of urban outdoor experiences and connectivity between centres of urban population and outdoor destinations Strength of outdoor adventure activities that can be catered for across the North West

3.7

Future trends and opportunities

3.7.1

Future trends for the outdoor adventure sector remains positive, even given the current economic climate due to drivers such as government policies to increase participation in outdoor adventure and the growth in holidays that include activity as a key component.

3.7.2

The next section outlines the following trends and projections as related to:

3.7.3

■

Sub-sector opportunities

■

Outdoor adventure destinations

■

Demographic changes

■

Urban outdoor adventure destinations.

This section concludes by outlining a framework for future growth. Sub-sector opportunities

3.7.4

Many sub-sectors of the market are longstanding. Others, especially those of an extreme nature are newer. Both however are generally exhibiting growth. In parts that growth is steady and part of a long term pattern of growth that is correlated with rising disposable incomes, increased awareness of health issues, a growing appetite to want to ‘escape’ from everyday lifestyles and new initiatives to increase participation in the outdoors (e.g. Wlk4Life, Green Gyms), especially amongst under-represented groups. Elsewhere, growth is more rapid although in some cases not always sustained. The term ‘here today and gone tomorrow’ is one that is appropriate in the context of some of the more radical extreme sports. Indeed, such evolution is actually a defining factor of many extreme sports and as a new activity comes to the fore, another one disappears from fashion. It is therefore important to regularly update the market appraisal work to develop a more comprehensive picture of the opportunities for growth in specific sub-sectors, and to respond to changes in demand and specific sports within the outdoor adventure sector.

3.7.5

Outdoor education is a sub-sector of the outdoor adventure sector which through this research has been identified as a growth opportunity. Outdoor education operates mainly with young people, linked to both the school curricula and in the development of personal and interpersonal exploration. Outdoor education also contributes to the more specialist

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area of engaging with young people with challenging behaviour. All these areas are linked to current Government agendas, and will continue to be so, providing the sub-sector with a range of growth opportunities. 3.7.6

Further information on the projected growth of the sector is illustrated in the following tables. Table 3.10 shows the overall forecast figures for the outdoor adventure sector in the North West. Table 3-10- Overall forecast summary; North West outdoor adventure sector

1996

2006

2016

Average Annual Growth 1996 – 2006

2,098

2,665

2,695

2.4%

0.1%

1,718

2,276

2,336

2.9%

0.3%

761

1,086

1,210

3.6%

1.1%

957

1,189

1,125

2.2%

-0.6%

381

387

360

0.2%

-0.7%

28,572

44,164

49,862

4.5%

1.2%

North West

Total Employment Employees

Self Employed Output (£)

Average Annual Growth 2006 – 2016

3.7.7

This illustrates that output growth is forecast to outstrip employment growth. So, whilst productivity in the sector may rise in the future, its relationship with employment may not be one that is positively correlated. That trend reflects the fact that the industry is forecast to continue to be one characterised by small business with small numbers of employees.

3.7.8

In addition, Figure 3.8 illustrates the levels of forecast output growth on a sub-regional basis. Figure 3-8- Output forecast (£) 1996 – 2016 18,000 16,000 14,000 12,000

10,000 8,000 6,000 4,000 2,000

Cheshire

Cumbria

Greater Manchester

Lancashire

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2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

1999

1998

1997

1996

1995

Merseyside

3.7.9

Interestingly it is Greater Manchester that is forecast to witness the strongest level of growth – and not the sub-regional destinations that are currently home to most of the outdoor businesses. This is partly attributable to the forecast economic growth across all sectors. The Greater Manchester economy is one of the fastest growing in the UK at the moment – and indeed the second fastest outside of London and the South East. It is growth in the wider economy that would appear to be driving growth in the outdoor sector in our forecast model and not the performance of the sector per se.

Outdoor adventure destinations 3.7.10

Maximising future opportunities will depend upon identifying those destinations that have the strongest potential to capture demand from the region’s main urban areas. This issue has been addressed by: ■

Analysing what people who live within the region’s urban areas like to do (i.e. sports participation patterns).

■

Establishing which destinations in the North West have an environment that is likely to enable participation.

■

Establishing how accessible these destinations are from the region’s main urban areas (30 min, 60 min and 120 min drive times).

■

Establishing precisely which key environmental assets are accessible within the defined drive times and analysing how these marry with participation / consumer behaviour.

3.7.11

Appendix A provides maps illustrating the analysis using a two hour drive time from two central points in the North West – Penrith and St Helens.

3.7.12

The analysis reveals that all of the region’s strongest assets are within the two hour 3 drive time but that the accessibility of the strongest destination brands diminishes significantly at 60 minutes whilst accessibility to places outside region increases i.e. North Wales and the Peak District. Those places that are accessible within 60 minutes are strong natural environments but lack many of the other “ingredients” that will secure high participation and repeat visits:

A two hour drive time can be acceptable to many consumers, albeit generally to enthusiast/hard core participants. However a 60 minute drive time is generally more appealing to the family market and is therefore key to securing deeper market penetration and repeat visits.

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■

Depth and breadth of offer not likely to attract repeat visits

■

Retail experience is limited or in some cases non-existent

■

Product menu is not well developed

■

Marketing collateral is highly variable

■

Special events programme is very limited.

3.7.13

It is unlikely that these destinations will be able to compete with those outside the region without support and development.

3.7.14

Within the region, the majority of consumer demand will come from people who reside in the more densely populated urban areas. Market research confirms that affluence is an important determinant to demand for outdoor activities in the North West. Research also reveals that the young are important drivers of demand, particularly in extreme sports and the region benefits from having such a young population. In all drive times there is a higher than national incidence of people aged under 20.

3.7.15

Therefore, within urban areas the most demand will come from those areas with a high proportion of young people and high proportion of people with relatively high levels of disposable income. Demographic changes

3.7.16

The outdoor adventure sector will also need to plan for predicted population changes over the next 25 years as this will influence the size of the market for their products and services as outlined in Figure 3.9. In addition, given the ageing population in the North West, future demand for specific outdoor activities might also be derived from the older generation.

3.7.17

The following key changes will impact on the outdoor adventure sector: ■

Slight decline in the number of 0-14 year olds to 2011 and then a rise by around 6% throughout the period up to 2031.

■

15-24 year olds will remain stable up to 2011 and then decline by 12% to 2021 before rising to around 99% of its current figure in 2031.

■

25-44 year olds will remain stable up to 2018 before rising to around 105% of the current figure in 2031.

■

45-64 year olds will climb to a peak of 109% of the current figure before falling back to 104% by 2031.

■

Over 65s will rise continuously over the next 25 years to a point that is 55% above its current level (in numbers) by 2031.

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Figure 3.9: North West projected population (2006-2031) North W es t P rojec ted population (2006 -2031) 160.0 155.2

140.0

120.0

106.5 104.9 104.3 100.0 98.6

0-14

15-24

25-44

45-64

2030

2028

2026

2024

2022

2020

2018

2016

2014

2012

2010

2008

2006

80.0

65+

Source: Projected population 2006 â&#x20AC;&#x201C; 2031, Indexed rates relative to a base of 100 in 2006 (Source 0NS - 2006)

Urban outdoor adventure destinations 3.7.18

As outlined earlier, the urban population is the main source of consumer demand for outdoor destinations. A real opportunity exists to connect outdoor adventure activities to urban centres across the North West. An example that illustrates the future potential is the West Pennine Link route. A new 42 mile bridleway that is expected to be completed by 2010, which starts at Smithills Country Park, Bolton and will enable access to the National Trail from key centres of population where there are many potential users.

3.7.19

The importance of national trails and bridleway trails in connecting outdoor activities with populated urban centres will be of great importance to the future of the outdoor sector and in capturing consumption growth that is forecast for the future (see Mapping Report). This links closely to the aims of organisations such as Natural England and the new proposals being developed for a NW Coastal Trail.

3.8

A framework for growth

3.8.1

Based upon the evidence in the North West, a conceptual model has been identified for the development of the outdoor adventure market as described in Figure 3.10 below. It illustrates four main stages in the â&#x20AC;&#x2DC;evolutionaryâ&#x20AC;&#x2122; process:

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■

Stage 1: this involves the colonisation of a destination by a group of ‘hardcore’ enthusiasts. Attracted by the uniqueness of the location, the newness of the activity and the fact that both are unique and alternatives to the mainstream. Hardcore enthusiasts begin to pursue a sport or activity in gradually increasing numbers.

■

Stage 2: this is the point at which the destination begins to become established. However its success could go one of two ways. More often than not the sport or activity becomes shadowed by newer pursuits and the destination never really takes off. However, in some cases word of mouth spreads and the locality begins to draw in more and more visitors. This can trigger a range of formal or informal events and generally small scale publicity.

■

Stage 3: for those destinations that ‘take hold’ so to speak, this is a hugely important stage of development. It is part of the critical path towards becoming ‘mass market’. Companies begin to see commercial opportunities. Corporate partners begin to see sponsorship opportunities. Businesses begin to work together to attract consumers and compete with each other when they are there. The public sector too begins to adopt an involvement. Sometimes this involvement is about managing risks and health and safety issues. Sometimes it is about maximising the economic benefits. In either case, it creates publicity which helps to grow market appeal.

■

Stage 4: this is the mass market. The stage at which this is reached is when hardcore enthusiasts begin to move on, in pursuit of something newer and more unique. However for the remaining market the destination becomes established. Visitor numbers begin to stabilise and a sustainable system of organisations – events providers, cafés, restaurants, bars, accommodation providers and so on – begin to establish themselves in the locality and likewise their relationship with the sport.

3.8.2

Of course in practice, the evolutionary process will only broadly follow this model which has been simplified for the purposes of this report. However it does lend itself well to establishing a model for how the outdoor market in the region could be developed and expanded. The integration of new technologies and the use of social networking sites will influence the speed at which destinations evolve against the proposed framework.

3.9

Impact of doing nothing

3.9.1

Evidence clearly indicates that the outdoor adventure sector will continue to grow over the next 10 years. Government policies and initiatives will continue to stimulate significant market growth, especially for sports such as walking and cycling, which will in turn generate new business. The potential impact will be accrued by both the outdoor sector and other priority business sectors such as digital & creative industries, food and drink and visitor economy.

3.9.2

The Northwest outdoor adventure sector has, as demonstrated, experienced healthy growth during the last decade. This suggests that if left to its own devises, the sector would continue to respond to the demand for activities implemented as part of government policies to increase participation in physical activity and sport and where a clear commercial benefit exists. However, if growth is left unchecked it is likely to be piecemeal, uncoordinated and the opportunities for leveraging benefits for the development of the regional economy will not be fully maximised. While some businesses will undoubtedly be able to maximise these opportunities, public sector intervention is required to address the issues that stem from areas such as fragmentation of the sector and the limited business networking that currently exists. Public sector interventions should be targeted to help companies to be informed of emerging trends in the market, access new business opportunities and develop their skills and capabilities to respond to market opportunities.

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Figure 3-10 – Evolution of the outdoor adventure sector

Evolution of the Outdoor Adventure Sector

Visits Capital investment / televised events / complementary development

Word spreads through social networks and some marketing / events Colonisation by hard core enthusiasts

Stabilisation / Mass market appeal

time

3.9.3

The North West region is competing not only with international outdoor destinations but with other regions closer to home including Scotland and Wales. Many of these destinations have been actively promoting themselves as outdoor destinations that offer outdoor pursuits, and in particular, ones that appeal to a wide consumer market including families, couples, extremists and outdoor enthusiasts, as well as the international market. These destinations have also been taking the necessary investment steps to ensure that it appeals to not only the mass market but to the outdoor enthusiasts.

3.9.4

There is a need to further develop the infrastructure necessary to support the growth of the outdoor adventure sector to achieve the potential economic benefits. This is particularly relevant to ensure that the region does not miss out on the opportunities presented by the predicted growth of the sub-sector and to minimise the adverse impact of the proactive strategies developed by Scotland and Wales.

3.9.5

If the North West decides to leave the outdoor adventure sector to its own devices, the market would respond to demand for certain types of activities and certain destinations, which would develop on its own. The opportunity cost associated with this would be substantial – given the competing nature of the outdoor market. Even if one could be confident that the market would, over time, deliver some of the benefits foreseen for the outdoor sector, it must be recognised that the wider benefits such as increasing participation, protecting the environment, and supporting the growth of outdoor businesses would not take place. The “public good” nature of these objectives implies that they would almost certainly not be delivered under a ‘do nothing option’.

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Vision and strategic priorities/themes

4.1

Introduction

4.1.1

The strategy is focused on creating a new framework for stakeholders so that the long term vision can be realised The strategic framework includes an overarching vision for the outdoor adventure sector, seven key strategic themes and three cross cutting principles. A series of actions are identified which will contribute towards the overall vision. A copy of the Action Plan for the sector is outlined in Appendix B.

4.2

Vision

4.2.1

4.3

Strategic priorities and themes

4.3.1

The seven strategic themes and their objectives are outlined below: ■

■

Strategic Theme 2: Participation - increase levels of participation in outdoor adventure in the Northwest, especially amongst under-represented groups.

■

Strategic Theme 3: Events - attract and develop outdoor adventure events of national and international standing.

■

Strategic Theme 4: Business support and networking - provide outdoor adventure businesses access to the right support to increase their competitiveness and productivity.

■

Strategic Theme 5: Skills - ensure that the skills of the existing and the future workforce meet the needs of the sector.

■

Strategic Theme 6 – Image and communication - raise the profile of the region as a destination of choice for outdoor businesses and activity tourism.

■

Strategic Theme 7 – Strategic influencing - influence key stakeholders in the outdoor adventure sector in the Northwest to work in partnership to support the sector’s sustainable growth.

4.4

Cross-cutting principles

4.4.1

The three cross-cutting principles for this strategy are: ■

Sustainability – ensure that the development and growth of the outdoor adventure sector in the Northwest is economically, socially and environmentally sustainable in the long term.

■

Connectivity – ensure that all parties including consumers and businesses in the outdoor adventure sector are given – and make best use of the opportunities ICT and the web offer the sector.

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■

Accessibility – ensure that all the outdoor destinations, facilities and activities are accessible to everyone including both rural and urban populations.

4.5

Action plan

4.5.1

This action plan attached at Appendix B details specific actions under each strategic theme, which will enable the vision for the outdoor adventure sector to be achieved in the North West.

4.6

Implementation How do we currently organise ourselves?

4.6.1

4.6.2

Outdoor Adventure is integrated into the delivery of a number of key organisations across the Northwest. However, it is not necessarily considered a priority for delivery due to the outdoor adventure not being identified in the RES as a priority sector. ■

Business Link Northwest – provide impartial business information and advice to all businesses across the region. It is also the gateway to all public and private sector business support. Support to outdoor adventure businesses is provided through the Growth Team. Business Link Northwest has been responding to an increasing number of outdoor adventure businesses seeking advice.

■

SRPs – the outdoor adventure is only identified as a key sector by one SRP Cumbria Vision, where the outdoor adventure sector is identified as a priority sector in the Cumbria Economic Plan (2009-2019). The other SRPs are providing ad-hoc support to the outdoor adventure on a case-by-case basis linked to demonstration of links to sub-regional priorities. This does and has resulted in an uncoordinated approach to maximising opportunities in the sector.

■

Sub-regional tourist boards (SRTBs) – all of the SRTBs identify outdoor adventure as a focus for their activities, to varying degrees and different context. For example, Blackpool & Lancashire Tourist Board integrates outdoor adventure within its Country Escapes theme. These differences are explained as each Tourist Board is using the strength of the outdoor characteristics for its sub-regional area to attract an increasing number of tourists to visit and stay. The five SRTBs meet on a regular basis to review and agree regional priorities

■

SkillsActive – the outdoor adventure is a key focus of SkillsActive in their work as the sector skills council for sport and active leisure. Work is undertaken at both the national and regional level to support the workforce and skills development of the sector.

■

National Skills Academy (Outdoors) – a delivery structure has been established in the Northwest to support the development and operation of the NSA – Outdoors. This includes the appointment of 3 full time employees (Director, Business Development Manager and Administrator), alongside a Regional Operation Group (ROG) which comprises of representatives from the public and private sectors.

There are also a number of sub-regional initiatives that are supporting the economic development of the outdoor adventure, including: ■

Cumbria’s Sport and Economy project is championing the contribution of outdoor adventure to the economic development of Cumbria.

■

Lancashire’s Sport and Economy project is championing the contribution of sport, including the outdoor adventure to the economic development of Lancashire.

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■

4.6.3

Adventure Capital - Cumbria Tourism has recently established a strategy group, comprising of key stakeholders to guide future developments around their plans to develop Cumbria as the Adventure Capital of the UK.

A number of other outdoor organisations exist that supports the development of the sector. Some of these have regional structures in the Northwest including Sport England, SportsCoachUK and governing bodies of sport such as British Cycling, British Mountaineering Council, Ramblers Associations – to name a few. How will we organise ourselves to deliver?

4.6.4

The strategy has been developed as a framework for delivery to support the future development of the outdoor adventure sector. The NWDA will establish a small strategically focused Sport Sector Advisory Board to oversee the implementation of the sport sector strategy. This will include responsibility for the outdoors. In addition, an operational group will also be established, led by the NWDA, to coordinate and review the delivery of the work programme that will be produced. This group will involve representatives from organisations such as Business Link Northwest, SRPs, SkillsActive, NSA and Sport England.

4.6.5

In the short-term, it is proposed that existing structures are utilised to support the implementation of this strategy. The consultation undertaken as part of the strategy development, has recommended the establishment of a regional coordinating group. Further discussion is required to confirm the remit of this group and to consider its alignment against a number of the other partnership groups that already operate around this agenda, although not completing, the whole same remit as this strategy. It is proposed that this exercise is completed before any new delivery structure is established. Key delivery bodies and accountability

4.6.6

The coordination of the delivery of this strategy will be undertaken as part of coordination of the Sport Sector Strategy. NWDA will also liaise with other key bodies to ensure relevant alignment of the outdoors. This will include Business Link Northwest, SRPs, SkillsActive and NSA (Outdoors).

4.6.7

Relationships will be established with other regional and local organisations such as the NW Ethnic Minority Business Forum, NW Women’s’ Enterprise Forum to both promote and ensure that business opportunities in the sector are being maximised across the whole of the Northwest. Governance and control mechanisms

4.6.8

Although the accountable body for delivery of the strategic framework will be the NWDA, its successful delivery will be dependent on a partnership approach to the achievement of its key aims and objectives. It will be important, wherever possible, to ensure that the polices and actions of partner organisations and businesses are consistent with those of the Sport Strategy, in this way the approach will be self reinforcing and the strategy will be progressively stronger.

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Appendix A â&#x20AC;&#x201C; Drive time maps

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Figure A.1 â&#x20AC;&#x201C; Drive time analysis â&#x20AC;&#x201C; Mountains

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Figure A.2 â&#x20AC;&#x201C; Drive time analysis â&#x20AC;&#x201C; National Parks & Areas of Outstanding Beauty

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Figure A.3 â&#x20AC;&#x201C; Drive time analysis â&#x20AC;&#x201C; Rivers & Lakes

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Appendix B â&#x20AC;&#x201C; Action plan

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Table B1: Action plan Strategic theme

Objective

Action

Lead/support

Time period

Destination and place-making

1. To encourage the development of the outdoor adventure offer in the Northwest, including improvements to the infrastructure to meet current and future needs of consumers.

Issue: The product offering in the Northwest is fragmented, un-coordinated and not well thought through to deliver a set of products to a broad range of consumers. The existing infrastructure is not designed in such a way to deliver this across the region, and is limited in its capacity, range and quality to meet different consumer requirements. NWDA, SRPs, Sub-regional tourist boards, Local Authorities, Environment Agency, CSPs, Natural England, Lake District National Park Authority, NGBs

On-going

1.2 Develop a programme of demonstration projects focused on best practice and delivering a design led approach for selected destinations that create world class outdoor adventure destinations in the Northwest

NWDA, SRPs, Sub-regional tourist boards, Local Authorities, CSPs, NGBs

Medium

1.3 Develop the accommodation offering across the Northwest to meet the needs of the outdoor adventure market

NWDA, SRPs, Sub-regional tourist boards, NSA (Hospitality), accommodation providers, CSPs, NGBs

On-going

1.4 Develop existing and new infrastructure trails and accessible green space to provide inter-linked routes for outdoor adventure activities (e.g. the Pennine trails, NW Coastal Trail)

Partnership approach including for example: Environment Agency, Natural England, Sustrans, National Trust, Ramblers Associations, NWDA, SRPs, Local Authorities, Lake District National Park Authority, NGBs

On-going

1.1 Support the development of plans and strategies

to improve the outdoor adventure offering from both locational and thematic perspective across the Northwest (e.g. the Water-based Recreation Strategy and Cumbriaâ&#x20AC;&#x2122;s Adventure Capital proposals)

Participation Version 06 - Final

2. To increase levels of

Issue: The outdoor adventure sector is still not being 48

participation in outdoor adventure in the Northwest, especially amongst underrepresented groups.

Events

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3. To attract and develop outdoor adventure events of national and international standing.

used by a substantial proportion of the population, especially under-represented groups. It is still seen as a sector focussed on young people, those with higher disposable incomes, and outdoor enthusiasts. 2.1 Develop specific plans and programmes to encourage participation in outdoor adventure activities among (1) local communities, including underrepresented groups and (2) visitors to the region

Partnership approach including for example: NHS Northwest, PCTs, Regional Health officers, sub-regional TB, Local Authorities, CSPs, Natural England, Forestry Commission, Environment Agency, Lake District National Park Authority, Sport England

On-going

2.2 Undertake a feasibility study into the potential for a large scale cycling development, which could involve enhancing routes and rides, and developing tourism products linked to promoting cycling as a regional priority for London 2012 legacy investment

British Cycling, Sport England, County Sport Partnerships, NHS Northwest, NWDA, GONW, Local Authorities, Cycling Partnerships, Sustrans, transport providers, NW Steering Group (2012 Games), Natural England

Short

3.1 Promote the Northwest as the location of choice in the UK to host major outdoor adventure events (e.g. Great North Swim, Commonwealth Championships), focusing on attack brands and thematic outdoor adventure activities

NWDA, SRPs, Sub-regional tourist boards, Local Authorities, National Governing Bodies of Sport, event organisers, UK Sport

On-going

3.2 Support a programme of small scale local events that complement regional and national events in the Northwest

Sub-regional tourist boards, SRPs, Local Authorities, National Governing Bodies of Sport, Natural England,

On-going

Issue: World-class outdoor destinations are built on a rich calendar of outdoor adventure events, activities, and competitions. To attract investment and interest from major outdoor adventure events the Northwest needs to promote the strengths of the region as a location to stage such high profile outdoor adventure events.

Forestry Commission, Environment Agency, Lake District National Park Authority, Tourism and Conservation Partnership Business support networking

and

Skills

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4. To provide outdoor adventure businesses access to the right support to increase their competitiveness and productivity.

5. To ensure that the skills of the existing and the future workforce meet

Issue: The engagement of outdoor adventure businesses that want to grow is essential for the development of the sector. Relatively low levels of businesses are aware of the support and benefits provided by organisations such as the NSA, BLNW and SkillsActive. 4.1 Establish an agreed delivery approach to supporting the growth of outdoor adventure businesses in the Northwest, including businesses exhibiting greatest growth potential.

BLNW supported by NWDA, SkillsActive, SRPs, Local Authorities

Short

4.2 Develop appropriate packaging of existing business support products for the outdoor adventure sector and promote the IDB services to support outdoor adventure businesses which BL provides in order to increase coverage of the outdoor adventure sector in the Northwest

BLNW supported by NSA (Outdoors), NWDA

Short

4.3 Develop a programme of regional networking events for outdoor adventure businesses to promote knowledge transfer between businesses in the sector

NSA supported by NWDA

Short

4.4 Develop practical tools for organisations and providers to be able to achieve environmental sustainability i.e. education, Active Travel Plans, sustainable event management, green Infrastructure Standards (GIS), training, guidelines and model policies

NSA supported by Natural England, National Trust, Environment Agency, Forestry Commission, Tourism and Conservation Partnership

On-going

Issue: To encourage take up of softer skills within the industry to enable sustained growth whilst maintaining the already high technical skills of the sector. 50

the needs of the sector.

Image and communication

6. To raise the profile of the region as a destination of choice for outdoor adventure businesses and activity tourism.

5.1 Develop appropriate training and qualifications to meet existing and future sector skills gaps

NSA – Outdoors, SkillsActive supported by NWDA, LSC, BLNW, HEIs, FEIs, TBs, private sector training providers, CSPs

Short

5.2 Support delivery of the NSA – Outdoors including the 1) development of a network of quality assured providers 2) a network of outdoor businesses and organisations for the dissemination of information and 3) ensure increased take up of opportunities

NSA – Outdoors supported by NWDA, BLNW, SkillsActive, Local Authorities, NGBs, SRPs, Sub-regional tourist boards, Outdoor businesses, HEIs, FEIs, training providers, IOL

On-going

5.3 Encourage structured entry into the industry, increase accessibility of technical qualifications and increase awareness and take up of wider business skills training, and softer skill development

NSA – Outdoors, SkillsActive, Local Authorities, CSPs, HEIs, FEs, Local Authorities, NSA, National Governing Bodies

Short

5.4 Develop customer care skills, working through Welcome to Excellence and the emerging world class customer service standard in relevant outdoor adventure businesses and in the inextricably linked hospitality sector

People First, NSA – Hospitality, SkillsActive (SSC), NSA – Outdoors, Sub-regional Tourist Boards

Medium

5.5 Conduct a feasibility study into the potential development of a National Centre for the outdoors in the Northwest, building upon the NSA (Outdoors)

NWDA, SkillsActive, HEI

Short

NWDA, Sub-regional tourist boards, Local Authorities, SRPs, Natural England, Forestry Commission,

Medium

Issue: The marketing and promotion of the outdoor adventure sector for the region lacks focus, is uncoordinated, and fragmented.

6.1 Develop a marketing plan to raise the profile of the outdoor adventure offer to visitors both from within and outside the region (e.g. Adventure Capital of the Version 06 - Final

Strategic influencing

7. To influence key stakeholders in the outdoor adventure sector in the Northwest to work in partnership to support the sector’s growth.

UK)

Environment Agency, Tourism Conservation Partnership

6.2 Support the development of a web-based portal for the outdoor adventure sector in the Northwest

NWDA, Sub-regional tourist boards, SRPs, Local Authorities, Natural England, Forestry Commission, Environment Agency

Medium

NWDA, NSA – Outdoors, SkillsActive, Sub-regional tourist boards, NGBs, Natural England, Forestry Commission, Environment Agency, Tourism and Conservation Partnership

On-going

Issue: Implementation of this Strategy and Action Plan will require ‘buy-in’ and support from a range of organisations and businesses. Considerable influencing and engagement is still needed to achieve this.

7.1 To set up a multi-agency advisory body to guide the implementation of the outdoor sector strategy in the region, including representation from key stakeholders with responsibility for the development of a specific outdoor activity

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and