Babergh and Mid Suffolk Visitor Destination · PDF fileBabergh and Mid Suffolk Visitor Destination Plan ... Bridgewater House, Whitworth Street, Manchester, M1 6LT, United Kingdom

Babergh and Mid Suffolk Visitor Destination Plan

Action Plan Document 2 of 2 June 2015

– Visitor Destination Plan: Action Plan –

BABERGH AND MID SUFFOLK DISTRICT COUNCILS

i

Rev Date Details Prepared by Checked and approved by

1 June 2015 Draft Baseline Report Kevin Duxbury and Barry Woodfin

Bob Perkins

4th Floor, Bridgewater House, Whitworth Street, Manchester, M1 6LT, United Kingdom

Tel: 0161 237 6036

Mobile: 07801 788 798

Email: [email protected] Limitations

AECOM has prepared this Report for the sole use of St Edmundsbury Borough Council (“Client”) in accordance with the Agreement under which our services were performed in our proposal dated November 2014 (No. 03146637). No other warranty, expressed or implied, is made as to the professional advice included in this Report or any other services provided by AECOM. This Report is confidential and may not be disclosed by the Client nor relied upon by any other party without the prior and express written agreement of AECOM.

The conclusions and recommendations contained in this Report are based upon information provided by others and upon the assumption that all relevant information has been provided by those parties from whom it has been requested and that such information is accurate. Information obtained by AECOM has not been independently verified by AECOM, unless otherwise stated in the Report.

The methodology adopted and the sources of information used by AECOM in providing its services are outlined in this Report. The work described in this Report was undertaken between December 2014 and June 2015 and is based on the conditions encountered and the information available during the said period of time. The scope of this Report and the services are accordingly factually limited by these circumstances. Where assessments of works or costs identified in this Report are made, such assessments are based upon the information available at the time and where appropriate are subject to further investigations or information which may become available.

AECOM disclaim any undertaking or obligation to advise any person of any change in any matter affecting the Report, which may come or be brought to AECOMs’ attention after the date of the Report.

Certain statements made in the Report that are not historical facts may constitute estimates, projections or other forward-looking statements and even though they are based on reasonable assumptions as of the date of the Report, such forward-looking statements by their nature involve risks and uncertainties that could cause actual results to differ materially from the results predicted. AECOM specifically does not guarantee or warrant any estimate or projections contained in this Report.

Unless otherwise stated in this Report, the assessments made assume that the sites and facilities will continue to be used for their current purpose without significant changes.

Copyright

© This Report is the copyright of AECOM. Any unauthorised reproduction or usage by any person other than the

addressee is strictly prohibited.



ii

TABLE OF CONTENTS 1. INTRODUCTION ................................................................ 4

1.1 Overview ............................................................................ 4 1.2 Aims of VDP ....................................................................... 5 1.3 Approach ............................................................................ 5 1.4 Report Structure ................................................................. 5

2. SWOT ANALYSIS .............................................................. 8

3. SETTING THE FUTURE DIRECTION ............................. 11

3.1 Introduction ...................................................................... 11 3.2 Overarching Principles ..................................................... 11 3.3 Key Target Markets .......................................................... 14 3.4 Vision Statement .............................................................. 15 3.5 Objectives ........................................................................ 15

4. ACTION PLAN ................................................................. 18

4.1 Introduction ...................................................................... 18 4.2 Action Plan ....................................................................... 18

5. DESTINATION MANAGEMENT ...................................... 34

5.1 Introduction ...................................................................... 34 5.2 Roles and Responsibilities ............................................... 34 5.3 Geographical Coverage ................................................... 34 5.4 Fit with the Wider County ................................................. 35 5.5 Staff Resource ................................................................. 36 5.6 Potential Funding Opportunities ....................................... 37 5.7 Evaluation and Monitoring ............................................... 39



3

1. INTRODUCTION



4

1. INTRODUCTION

1.1 Overview

AECOM was commissioned to undertake a Visitor Destination Plan (VDP) for Babergh and Mid Suffolk District Councils. The VDP provides a shared vision and framework for the future development of the visitor economy up to 2025.

The VDP provides the framework and a rationale for further investment setting out specific actions that partners can work together on to further develop the visitor, tourism and leisure economy in Babergh and Mid Suffolk and the wider setting.

It articulates the roles of different stakeholders and identifies clear actions on how the area can attract further visitors and maximise the economic benefit created. The VDP links to other local and sub-regional initiatives and strategies and requires the support of stakeholders at the local, sub-regional and inter-regional level to be a success.

Running concurrent to this VDP was similar assessments for Bury St Edmunds and Ipswich. In some instances comparisons are made between the three VDP’s to help contextualise findings.

Figure 1.1: Key Towns in Suffolk



5

1.2 Aims of VDP

The aims of the VDP are to:

• Review and understand existing markets, visitor types and competition;

• Identify potential growth sectors and identify any barriers;

• Draw comparisons and lessons from other relevant destinations in terms of the growth sectors and how Destination Management Organisations (DMO’s) operate;

• Identify actions that link visitor economy activity with current strategies and funding sources; and

• Produce an indicatively costed and timed action plan targeting growth opportunities and markets and providing a steer for future investment.

1.3 Approach

For the VDP to be a success it is important that all relevant stakeholders are engaged. The approach adopted for the VDP includes a range of primary and secondary research to capture the views of relevant stakeholders.

The approach to the work included:

• A review of local and national research, policy and strategy;

• A number of visits to key towns, villages and attractions;

• An assessment of local data, policy and strategy including marketing material, visitor numbers and research, company websites, the events programme and STEAM

1;

• An examination of tourism and marketing websites;

• An electronic business survey which was completed by 94 organisations that provide tourism accommodation or are visitor attractions. The full results from the business survey are presented in Appendix C of Document 1; and

• Workshops and a number of telephone interviews with a range of public and private sector stakeholders.

1.4 Report Structure

This is the second of two documents that make up the VDP. The first document set out the baseline and includes the strategic and local context, an audit of the tourism and visitor economy, and an overview of the current visitor market and economic impact. It also included results from the business survey, case studies of how different DMOs are structured, and benchmarks in terms of potential growth areas for Ipswich.

The following report represents the main VDP document in that it sets out the vision and priorities for developing and improving the visitor offer of Mid Suffolk and Babergh for the next 10 years. The report is structured as follows:

1 STEAM (Scarborough Tourism Economic Activity Monitor) is a model for measuring local tourism activity



6

• Section 2 provides a summary of the baseline in the form of a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis.

• Section 3 establishes the direction of the VDP by highlighting the overarching principles, a vision statement, target markets and high level objectives;

• Section 4 details the specific actions for developing the destination offer;

• Section 5 sets out sets out recommendations for destination management. It includes the proposed structure, the spatial remit, responsibilities, resources, potential funding sources, and the process for evaluating and monitoring progress of the VDP.

2. SWOT ANALYSIS



8

2. SWOT ANALYSIS

Document 1 established the baseline for the VDP. Table 2.1 summarises this in the form of a SWOT analysis. The strengths and weaknesses relate to the destination as it stands, whereas, the opportunities and threats refer to the context and largely external.

The Action Plan seeks to build upon the strengths, address the weaknesses, pursue the opportunities and minimise the impacts of the threats.

Table 2.1: SWOT Analysis

Theme Strengths Weaknesses

Existing assets

Open space / countryside

Wildlife

Links to Constable

Farmers markets/shops / (local) food and drink offer

Quality of tourism accommodation

Variety of offer (e.g. niche museums)

Heritage assets

Existing attractions are comparatively modest / area lacks significant commercial attraction/attractor/pull

Lack of family attraction?

Poor car-parking

Interpretation/signage/access

Limited operating times of assets / lack of year-round offer

Evening economy not diverse

Geography and access

Peace / tranquillity

Good road links

Heritage/history inc. architecture

Quality of surrounding natural environment

Access to markets – geographic position in relation to large population

Not densely populated

Lack of identity

Public transport

Strength of nearby destinations (e.g. Suffolk coast, Bury St Edmunds, Cambridge)

Traffic congestion in towns

Poor digital connectivity

Market/ Visitors

Strong satisfaction with assets/attractions

Number of overnight visitors

Visitor website(s)

Limited market diversity (predominantly older people)

Support / Promotion

TICs and visitor service

Large number of active volunteers

Public sector resource/ policy support

Private sector ambition

County wide (Visit Suffolk)

Online presence

Some publicised material

Promotion/branding – uncoordinated

Multiple tourism websites

Low profile as a visitor destination

No DMO

Lack of walking/cycling leaflets / signage



9

Theme Opportunities Threats

Specific activities

New trails (linking assets) / access / interpretation

Better use of existing assets / attractions (e.g. John Peel Centre, greater interaction at museums)

Cyclists / walkers welcome’ accreditation

Snoasis (although highly unlikely)

Visitor offer is not continually ‘refreshed’ / little to attract existing visitors back

Conflict between tourism development and the tranquil / picturesque nature of the area

Marketing / Coordination

Creation of DMO

Around specific themes e.g. relaxation, heritage

In certain locations and destinations (complimentary areas / visitor access points)

Access to sub-regional / LEP funding

Central database with business contacts / newsletters / promote each other / improve networking locally

Playground/garden to London

Collaboration with LEADER areas

VDP recommendations not taken forward

Not aligned with Visit England / Visit Suffolk branding

Businesses confused by role of different organisations / having to pay multiple fees

Council tourism officer not replaced

Wider trends

Ageing population

Technology – information and distribution (e.g. Long Melford and Lavenham). 3G roll out / high speed broadband improvements

Staycations

Increased awareness in health related activities / increasing popularity of cycling

Increased levels of disposable income spent on leisure/ recreation

Funding climate

Technology not being used / maximised, destination being left behind

Geography

Large catchment – unrealised potential

Ipswich and Bury St Edmunds – similar process, synergies?

Continued lack of awareness of the area being a tourist destination

Stronger competition from nearby destinations

Markets / Visitors

Capturing more expenditure from existing visitors

Attracting new visitor markets

Turning more day visits to overnight

Focus solely on older/ existing visitors

Tourism resource/ support (e.g. TICs / volunteers) reduces

Extend length of stay of visitors



10

3. SETTING THE FUTURE DIRECTION



11

3. SETTING THE FUTURE DIRECTION

3.1 Introduction

This section sets out the overall principles of the VDP, identifies the target markets sets out a vision statement and the strategic objectives.

3.2 Overarching Principles

The approach to the visitor and tourism economy should be governed by the overarching principles as set out below. This is based on findings from the investigation process, feedback from consultations, and Visit England guidance in developing a destination.

Defining the Destination

Mid Suffolk and Babergh is a complex area from a visitor perspective. Geographically it covers 593 square miles and is mainly characterised by agricultural countryside interspersed by a series of attractive towns and villages. It includes two Area’s of Outstanding Natural Beauty; quintessential countryside settings that inspired Constable and Gainsborough as two of England’s most notable painters; it includes many of Suffolk’s Wool Towns; and it has some notable attractions such as Jimmy’s Farm, Needham Lake, and the Museum of East Anglian Life.

Mid Suffolk and Babergh is currently branded as the ‘Heart of Suffolk’ to visitors which is coupled with imagery of the countryside, attractive towns and quaint villages that reflect its rural characteristics. Destination branding is not an exact science. It largely involves a mix of imagery of characteristics and experiences within a ‘known’ or recognisable geography. The experiences offered are, by and large, the main motivation for encouraging visitors to a destination.

For countryside areas, the key motivators are generally escapism, peace, tranquillity. Key experiences include walking, cycling, gourmet cooking, spa treatments, and golfing, although more unusual activities such as Segway riding and zorbing take place. The geography of the destination for these visitors can be secondary to the experience that they are specifically seeking. Indeed, quality accommodation within these settings can be more of an influence, a situation that has been reflected in the consultation. However, there is still a need for the visitor destination, which is based on geography and character, to be well presented, coherent and provide co-ordinated offers that help maximise the visitor experience irrespective of the motivation.

Within this context, the composition of the Heart of Suffolk area coupled with how visitors are seemingly using the area means that there are challenges in making this existing brand succeed, including:

• there are no sizeable towns within the study area, but there are two (Ipswich and Bury St Edmunds) either side of it;

• there is no landmark attraction or asset that can help define the area’s sense of place, although there are several features of interest that present strong images of certain areas, towns and villages;

• the accommodation stock is widely spread throughout the area and tends to be small scale (i.e. self catering) and/or seasonal (i.e. camping and caravanning); and

• visitors appear to use the area as a base for exploring Suffolk as a whole.



12

In terms of branding there is little consensus as to whether to use the ‘Heart of Suffolk’ or ‘Suffolk’ (mainly focussed on countryside) with both brands receiving similar recognition from stakeholders.

The Heart of Suffolk also includes sub-areas that already have an identity, namely the Dedham Vale and the Stour Valley to the south (Babergh); and Waveney Valley to the north (Mid Suffolk). By no means least, the VDPs of Ipswich and Bury St Edmunds are seeking to broaden the influence of these more recognisable destinations into the surrounding countryside of Suffolk. In these cases, parts of Babergh and Mid Suffolk are included within these respective sub-areas. Therefore, a further brand (i.e. Heart of Suffolk) overlaying these existing brands is presenting a confusing picture.

In order to overcome this, a priority for the Mid Suffolk and Babergh VDP is to re-focus the area in terms of its destinations. Rather than being presented as a destination supported by a holistic brand, it is suggested that the area is divided into a series of Tourism Character Areas (TCAs) through which the marketing, branding and future development can be focussed. Some of this has already been undertaken, e.g. Visit Waveney Valley.

Defining the Tourism Character Areas

The ultimate strength of Mid Suffolk and Babergh is that it combines attractive countryside and market towns that reflect Suffolk’s rural characteristics. Therefore, we believe that the overarching theme for Mid Suffolk and Babergh is Suffolk Countryside.

Each of the different TCAs need to reflect this strength, but within a more defined geography. It is for this reason that the TCAs each incorporate a combination of towns and attractive countryside settings that are locally distinctive, but which also resonate as being part of rural Suffolk.

The TCAs are defined in more detail below.

• The Stour and Orwell already forms part of the Suffolk Coast Destination area. Shotley Peninsula, which falls within the Mid Suffolk and Babergh district, includes key visitor attractions such as Alton Water, Suffolk Food Hall and Jimmy’s Farm, with the latter two amenities presenting the ‘best of Suffolk (and Essex

2)’ produce. It embodies quality

Suffolk food, traditional coastal resorts (Felixstowe and Harwich), and is a haven for watersports, especially sailing. It encompasses World War II heritage, AONB coast and countryside and one of the more domineering physical structures at Adastral Park. It also has good road, rail and water links to Ipswich and the association between the two is important. This will need to be reflected through a co-ordinated approach with the emerging Ipswich DMO.

• Sudbury and the Stour Valley/Dedham Vale are central to Constable Country and Gainsborough’s home. The area covers a large swath of the AONB and includes East Bergholt, Flatford Dedham, Nayland and Polstead. As a result of its AONB status, the area has a growing number of countryside activities and pursuits, with the Dedham Vale and Stour Valley website

3 detailing a range of walks, cycle trails, and boat/kayak trails,

including links to hire centres and dedicated tour organisers. Sudbury should be considered the gateway to this area, with the town’s association with Gainsborough particularly important. As a small market town, Sudbury combines historical interests with key visitor services (i.e. accommodation, catering, and retail) to support visitors during

2 Jimmy’s Farm is best known for the Essex Pig rare breed

3 http://www.dedhamvalestourvalley.org/publications



13

their stay. In recognition that visitors will not understand the geographic boundaries, it is recommended the TCA expanse includes Boxford, Lavenham, and Little Waldingfield. Lavenham in particular is one of the flagship historical towns that will also form an integral part of Wool Town’s theme (see Section 4).

• The Waveney Valley TCA already exists, extending from the coast to Eye along the route of the River Waveney. The Waveney Valley is characterised as being ‘an unspoilt haven of wildlife, idyllic villages and unique market towns’. The area includes an array of locally distinctive attractions, from Bressingham Steam & Gardens and Betsie Jane River Tours, through to Beccles Lido and the Redgrave and Lopham Fen National Nature Reserve. Activities are also a prominent part of the experience of this area, with a series of walking and cycling trails available. The River Waveney is also utilised as a key asset with various water-based activities including canoeing, kayaking, river tours and fishing. Eye is the main town of the Waveney Valley located within Mid Suffolk and Babergh. The town includes a Norman motte and bailey castle, 15th century church, Victorian alms houses and Italianate Town Hall.

• The Heart of Suffolk brand should be retained but within a smaller geographical area which is centrally located within Mid Suffolk and Babergh, covering the towns of Needham Market, Stowmarket, Hadleigh and Debenham. This area arguably lacks the overall strength of character of the other TCAs at present, however it includes some key attractions such as the Museum of East Anglian Life, Hemlingham Hall, Needham Lake, and the Mid Suffolk Light Railway Museum. It also includes the John Peel Centre for Performing Arts located in Stowmarket, which has a programme of music and other arts events throughout the year. This TCA also has a strength of association with Bury St Edmunds and Ipswich, as it lies in between these two principal destinations. Access to these centres is available via rail

4 and road connections, with the Suffolk Threads Heritage

Trail linking these centres with towns such as Hadleigh, Needham Market and Stowmarket, as well as Sudbury, Lavenham, Clare and Cavendish, and Long Melford.

In addition to the above TCAs, there are also two important themes for Mid Suffolk and Babergh, namely Gainsborough and Constable; and the Wool Towns. As themes, these potentially have a strong visitor appeal, particularly for certain groups. This will be explored in terms of the key actions associated with the VDP.

Supporting Wider Economic Development

Although the VDP is focussed on actions targeting the tourism and visitor economy, it must link in and support the wider economic development agenda. The VDP should be promoted in terms of how the visitor sector benefits the residents and workers of Mid Suffolk and Babergh. In this respect, the local community will benefit from a greater access to leisure and tourism assets and events, creating a wide range of job and training opportunities and increase the footfall for existing businesses. Ensuring the local community are well engaged in the delivery of the VPD will greatly enhance its successful delivery and ensure that economic growth within the borough is achieved.

A key function of the stakeholders will be to ensure that the VDP is linked with the LEADER areas that cover a large proportion of the study area. This includes:

• The Wool Towns – which covers the Stour Valley (excluding Sudbury), and extends northward to Woolpit, eastwards to Needham Market and westward to the outskirts of

4 Services between Ipswich and Bury St Edmunds stop at Needham Market, Stowmarket, Elmswell, and Thurston



14

Haverhill. Key towns and villages such as Lavenham, Clare, and Long Melford are included in this area. This LEADER area also includes significant parts of northern Essex.

• Heritage Coast – which includes the Stour and Orwell TCA and extends towards but does not include Needham Market, Stowmarket in the Heart of Suffolk, and Eye in the Waveney Valley. This LEADER area covers the whole of the Suffolk Coast and extends southward to include parts of the Essex Coast.

• The Waveney Valley – includes some wards to the north of Mid Suffolk and Babergh, such as Eye, and extends up to Diss (immediately to the north of the district).

Fit with Policy

The policy context is summarised in Document 1. Important policy drivers include the three LEADER programmes, the two Core Strategies and the Local Plan: Development Management Plan of the two Councils. The VDP is mindful of these policies but the DMO will need to ensure all future activity aligns with these.

It is also imperative that the development of the Suffolk Tourism Strategy is reviewed in light of the VDP to ensure they are complimentary in nature.

Likewise, there are a number of specific policy ‘hooks’ identified within the LEPs SEP that provide other opportunities to support growth and make a return for the sub-region. It will be important that the DMO engages with the LEP and other fund holders.

Realism and Partnership Approach

The VDP is developed in line with what we feel is realistic and achievable rather than being overly ambitious and unlikely to be delivered. The VDP is also based on a partnership approach to delivery and leveraging funding from other sources. This are explored further in Section 5.

Wise Growth

Sustainability is a key consideration for any destination plan, but particularly where the natural environment is a regarded as a primary asset, as is the case in Mid Suffolk and Babergh. With its attractive countryside, quaint country villages, links to the heritage coast and market towns, it is important that the VDP considers the range of potential impacts of any development in terms of how it affects the visitor economy, local community, the character of the environment, and the mix between different visitor groups.

3.3 Key VDP Outcomes

The key target outcomes for the VDP are as follows:

• Increased awareness of the key characteristics and assets that form the key offers of Mid Suffolk and Babergh.

• Accentuation of key themes around Gainsborough, Constable and the Wool Towns.

• The targeting of specific markets focussed on activities, special interest, health and wellness and learn to experiences.

• Greater integration with other destinations across Suffolk to increase visitor interest, and promote longer durations of stay.



15

3.4 Vision Statement

3.5 Objectives

Section 4 sets out the most significant actions that should be delivered over the next ten years. The actions centre on 12 objectives presented under the following 4 themes:

Theme 1: Adopting the Tourism Character Areas

1.1 Adopt the 'Tourism Character Areas' Approach to Visitor Economy Development and Promotion

1.2 Encourage the Establishment of Local Tourism Action Groups (L-TAGs)

1.3 Enable the L-TAGs to Work with Relevant Existing Bodies for Marketing and Information

1.4 Engage the Relevant LEADER groups and the New Anglia LEPs to Assist Funding Opportunities

Theme 2: Developing Visitor Experiences

2.1 Maximise the Value of Gainsborough and Constable

2.2 Develop the Wool Towns into a Prominent Visitor Theme

2.3 Develop Outdoor Activities and Initiatives that Engage Visitors with the Wider Economy

By 2025, Mid Suffolk and Babergh will be synonymous with the TCAs of Sudbury and the Dedham Vale/Stour Valley, the Heart of Suffolk and the Waveney Valley; with the overarching themes of Constable and Gainsborough and the Wool Towns providing thematic linkages through which visitors are encouraged to explore the wider area.

Within each TCA, clusters of tourism and leisure businesses will be actively engaging visitors in inspiring and authentic experiences linked to some of the most attractive countryside, villages and market towns within England. The foundation for the experiences will be the wealth of attractions, sightseeing opportunities, and activities, with gentle adventure, family outdoor fun, and exploration and discovery through trails being integral to the overall offer. This will be augmented by quality-driven niche experiences that are directly linked to the key characteristics of the area, such as cooking the Suffolk countryside, Wool Weaving and Dyeing, painting the Suffolk countryside, and wood craft.

Main towns and villages will be recognised as hubs and gateways for the TCAs, with each having the ability to support visitors through a network of facilities and amenities (i.e. accommodation, attractions, catering, retail) that offer a friendly, welcoming, and authentic service.



16

2.4 Explore Opportunities to develop a Series of Health and Wellness and 'Learn to…' Experiences

Theme 3: Developing Visitor Products and Services

3.1 Examine the Prospect and Strategic Roles of Providing New and/or Improved Visitor Attractions at Key Locations

3.2 Explore Mechanisms for Improving Connectivity between Key Visitor Hubs and Attractions

3.3 Establish a Coherent and Co-ordinated Visitor Welcome, including Joint Promotional Activities that Link Local Businesses

Theme 4: Marketing and Sustainability

4.1 Develop a Marketing Approach to Reflect the TCA Approach

4.2 Ensure Visitor Development, Activity and Behaviour remains Sustainable by Seeking Wise Growth



17

4. ACTION PLAN



18

4. ACTION PLAN

4.1 Introduction

This section sets out the specific actions for developing the destination offer. A description of each of the objectives and some of the key actions are illustrated first before being summarised in a number of tables.

4.2 Action Plan

The objectives/actions are grouped as per the themes discussed in Section 3.6. The tables at the end of this section illustrate the cost and prioritisation/timings of each action. In both instances the cost and timings relate to the initial action and would become more expensive / take longer if actioned. For example, an action may be to conduct a feasibility assessment for a specific asset which may initially cost little and be able to be actioned in the short-term. However, if the result of the assessment is that it will be progressed there would obviously be higher costs which would occur over a longer time frame. It is for this reason a lot of the costs and timing are towards the lower end / shorter-term.

Initial Cost:

• Nil – assumed that costs can be largely met via existing resources (i.e. staff-time only)

• Low – less than £10k

• Medium – between £10k and £100k

• High – over £100k

Prioritisation / timing:

• Short-term (ST) – Within the first two years

• Medium-term (MT) – 2 to 5 years

• Long-term (LT) – 6 to 10 years



19

Theme 1: Adopting the Tourism Character Areas

1.1: Adopt the ‘Tourism Character Areas’ Approach to Visitor Economy Development and Promotion

The TCA approach has already been explored in Section 3. Adopting this approach will have implications in terms of the co-ordination of key groups and organisations.

Fundamentally, whilst the objectives and principles associated with the VDP are relevant for each TCA, because of the links and associations with other organisations, Mid Suffolk and Babergh District Councils will be largely responsible for the development of the Sudbury and the Stour Valley TCA and Heart of Suffolk TCA. It is likely the Councils will have a supporting role for the Stour and Orwell which is part of Suffolk Coast DMO and more directly linked with the emerging Ipswich DMO; and the Waveney Valley which is directly linked to the Waveney Valley Local Action Group. The Councils will have a role in planning, development, and visitor information for example.

As part of this process, it will be necessary for each TCA to adopt a mapping exercise, whereby the different assets, attractions, accommodation providers, events, festivals and supporting businesses are identified within the geography of the TCA.

1.2: Encourage the Establishment of Local Tourism Action Groups (L-TAGs)

It is not proposed that the TCAs be supported by dedicated DMOs (with all of the appropriate functions of a DMO – see Section 3) for each TCA.

It is largely agreed that a business-led approach is appropriate across the different TCAs and that engaging businesses effectively requires an approach that is meaningful and which delivers clear actions for developing products and services that will encourage more visitors (and therefore customers) to the area. There must also be a clear marketing focus with proven promotional channels available to businesses that will enable them to achieve their growth and prosperity targets. However, the business interests across each TCA are relatively modest in scale and the local authority resources would also not be able to support or warrant this type of approach.

A solution would be to use existing organisations to conduct the marketing and promotion functions for each TCA, with the development and business co-ordination roles being completed by a new organisation with a TCA remit, possibly called a DMO-lite or Local Tourism Action Group (L-TAG)

5.

As an existing organisation with a strong marketing and promotional remit for all parts of the county, Visit Suffolk has suggested it could be utilised to provide the marketing and promotion functions for the different TCAs. This would require Visit Suffolk working with the respective L-TAGs to help promote the area’s key assets and attractions. An alternative would be for Mid Suffolk and Babergh District Councils, who currently have a lead role in the marketing and information provision for the Heart of Suffolk, to retain this function. In this instance, the existing website would need to be re-positioned to be more aligned with the TCAs, and then ensure that this is replicated by Visit Suffolk. The former would, in principle, remove this step by creating a formalised link between the TCAs and Visit Suffolk.

It is important that key stakeholders within each TCA recognise that they have an important role to play in the delivery and development of quality tourism experiences. One of the

5 For ease the remainder of the document refers to them as L-TAGs rather than DMO-lite



20

envisaged benefits of working within the smaller geographies of the TCAs will be in terms of establishing workable business ‘clusters’ with accommodation, attraction, catering, activity and arts-based businesses being brought together to help develop and market programmes. A further function will be to identify and address particular challenges that currently affect or inhibit the visitor experience within their area.

These elements should be the focus of the L-TAG. As formalised groups, the L-TAGs will have an oversight responsibility for the visitor economy locally and for developing interaction between local tourism businesses through a local tourism network. It will also be responsible for disseminating information, market intelligence and for identifying support mechanisms for tourism business and community-based projects, although it is anticipated that this information will be provided by other organisations (see below). It will also need to work with the other TCAs in developing particular themes and experiences (e.g. Wool Towns, walking/cycling/riding trails, etc.).

The L-TAGs will consist of key agencies, business and community groups with direct interest in the visitor sector. It is not envisaged that these groups will have formalised membership arrangements, however ideally any L-TAG member should be also be a member of an existing DMO, with Visit Suffolk and Visit East Anglia (and Visit Essex) being appropriate for example.

The formation and continuing activities of the L-TAGs will need to be actively managed to ensure that they deliver against a series of objectives, many of which will be aligned to the VDP.

1.3: Enable the L-TAGs to Work with Relevant Existing Bodies for Marketing and Information

To be successful, the L-TAGs will need to be actively supported. There is a role for various stakeholders. The following details some of the envisaged roles and responsibilities:

• Mid Suffolk and Babergh District Councils – the Councils will have an important role in facilitating the establishment of L-TAGs, and then in co-ordinating and managing their activities. There may be some ‘back-of-office’ and L-TAG administration functions that the Councils should also look to support, e.g. organising meetings, distributing information, and providing the L-TAGs with a day-to-day point of contact. The Councils should also support the delivery of the Tourist Information Centres (TICs), with this function to remain part of the Council’s responsibilities.

• Visit Suffolk (and potentially Visit Essex) – these county-based tourism and marketing organisations will need to provide the L-TAGs with support in understanding tourism markets and developing marketing programmes for the respective TCAs. In return, the L-TAGs should support membership to these organisations.

• Suffolk County Council and Norfolk County Council – Suffolk County Council already has an active role in co-ordinating and promoting key outdoor activities across the area through discoversuffolk.co.uk. The two County Councils also have a co-ordinating and administration role in the delivery of the LEADER programmes for the three areas within Mid Suffolk and Babergh. Liaison between the Local Action Groups (LAGs) and the L-TAGs for each TCA will be important in pursuing key development opportunities (see below).

• Visit England – in conjunction with the more local tourism bodies, Visit England is a valuable resource that has a wealth of information, guidance and support in tourism matters. This is available for individual businesses (i.e. quality grading, accessibility, green



21

tourism schemes) through to destination management (i.e. planning policy guidance, market insights, trend monitoring, business monitoring).

1.4: Engage the Relevant LEADER groups and the New Anglia LEPs to Assist Funding Opportunities

The L-TAGs will be responsible for identifying potential projects that will enhance the local visitor experience, such as developing new attractions, improving existing attractions, supporting local events and festivals, or strengthening economic impact (e.g. via local produce sourcing schemes). They will also be a vehicle through which local tourism businesses can be co-ordinated to deliver packaged experiences. Some of these experiences and businesses may already be available, others may need to be developed and some may need to develop new facilities and amenities.

LEADER is an active funding programme that is running until 2020. As a funding programme designed to be a bottom-up means of supporting local businesses and addressing local economic and environmental challenges, it is envisaged that this will be a useful funding route for the L-TAGs and tourism businesses associated with them. Tourism is already highlighted within respective LEADER Local Development Plans, with different types of rural tourism development potentially according with LEADER measures 4 (Investments in physical assets), 5 (Support for cultural and heritage activity), 6 (farm and business productivity), 7 (basic services and village renewal in rural areas), and 8 (Investments in forest area development and improvement of the viability of forests).

Similarly, the New Anglia LEP is available to support businesses to develop and grow capacity, adopt greener practices, or encourage new skills amongst their workforce. Tourism, along with culture, food, and drink are all identified as sector priorities for the LEP. Therefore, the L-TAGs will have an important role in supporting local tourism businesses and appropriate projects to understand the funding opportunities available.

Theme 2: Developing Visitor Experiences

2.1: Maximise the Value of Gainsborough and Constable

Mid Suffolk and Babergh’s association with artistic talents of Gainsborough and Constable is one of its strongest assets from a visitor perspective, with many of the landscapes and inspirations for the landscape art that these painters are renowned for can be viewed (e.g. East Bergholt, Flatford Mill).

‘Constable Country’ is already utilised as a theme covering a broad area around East Bergholt and Flatford area of the Dedham Vale, with the Dedham Vale and Stour Valley Partnership producing a Visitor Guide in 2014. The theme includes a series of products and services that are linked to presenting the landscapes that inspired Constable (e.g. walks around Flatford Dedham and East Bergholt; Constable Country Cycle Tour by CoolPeddles; arts courses at the Field Studies Council).

Constable’s focus on landscapes and his relationship with Dedham Vale area is arguably stronger, and therefore there is some sense in using the ‘Constable Country’ strapline. However, Gainsborough was equally adept at landscapes, and Gainsborough’s works are reputed to have helped inspire the works of Constable. Therefore, the relationship between the two artists and the countryside of the Dedham Vale and Stour Valley should be explored as an integrated approach.

Such an approach will require co-ordination between key stakeholders already engaged in presenting part of the story of the painters. This will include Colchester and Ipswich Museums,



22

the National Trust, Gainsborough's House Society, the Dedham Vale and Stour Valley Partnership, Visit Essex, Visit Suffolk, Sudbury Town Council and Suffolk County Council. In some instances there are clear linkages between these groups, however this is not evident in all instances.

We recommend that a dedicated and shared Constable and Gainsborough portal be developed for the Visit Suffolk and Visit Essex Websites that brings the relevant features, assets, attractions and activities associated with this theme together into one usable resource. The attractions, trails, and ‘learn to…’ opportunities associated with the painters should also be presented through this portal.

Ipswich will also need to be part of the overall theme. Ipswich is home to nationally important collections of Constable and Gainsborough paintings, with the VDP for Ipswich denoting that more could and should be made of these works from a visitor perspective. Part of this includes creating linkages to the life stories of Gainsborough (Gainsborough’s House, Sudbury) and Constable (Bridge Cottage, Flatford) available within Mid Suffolk and Babergh.

In addition, there is a broader opportunity to position Suffolk as a place of inspiration, with the county synonymous with a number of artists, authors, sculptures, musicians and composers, both past and present. As with Benjamin Britten in the Suffolk Coast area, Gainsborough and Constable form an integral part of this opportunity.

2.2: Develop the Wool Towns into a Prominent Visitor Theme

The wool trade in Suffolk (and north Essex) is an important historical and economic theme for Mid Suffolk and Babergh. The wealth that the cloth industry brought to this area is intrinsic to the character of many towns and villages across the area, including Clare, Lavenham and Long Melford which are regarded as some of the most attractive places in Suffolk.

The visitor potential of the Wool Towns emerged as key component within the Local Development Strategy for the LEADER area. The strategy notes that the wool trade is a strong heritage theme that bonds many parts of the area, and that its offers a potential brand of international recognition. In terms of tourism, there is an emphasis on utilising the heritage character of the towns and villages along with the environmental and cultural offer that the surrounding countryside provides to deliver a series of interlinked experiences. Potential development options that the strategy suggests could be supported through the programme include:

• Promotion of locally produced food, drink and woodland produce from the area.

• Creating a food hub.

• Promoting and developing experiences to attract the stay-cation/family visitor market.

• Promoting “cycling” holidays with associated infrastructure using themes such as food, wildlife and the Wool Towns.

• Developing local festivals and fayres.

• Linking historical trails and bicycle tours.

In addition to the above, we also recommend that the Wool Towns be interlinked through different transports connections (i.e. road, walking and cycling trails) that can be presented as ways to experience and discover the Wool Towns heritage.



23

Within this context, it is prudent that the respective bodies (driven by the TCAs of Sudbury and the Stour Valley and the Heart of Suffolk) are co-ordinated to develop these types of co-ordinated offers. As with the Gainsborough and Constable theme, this will need to be supported through dedicated portal linked to the Visit Suffolk (and Visit Essex) website.

2.3: Develop Outdoor Activities and Initiatives that Engage Visitors with the Wider Economy

Walking and cycling are important activities for any destination, but particularly those within a countryside setting. These activities are largely accessible, with participation growing amongst all age groups.

Mid Suffolk and Babergh already contains a range of walks and cycle trails, from short circular trails (e.g. Threads Trails; Kersey Circular Walks; Angels and Pinnacles, Woolpit) through to mid and long distance trails (e.g. Bury to Clare Walk; Stour Valley Path; Stour and Orwell Walk; Cycle South Suffolk; The Painters (Cycling) Trail). Many of these trails are already included within discoversuffolk.org.uk, whilst others are provided by other organisations (e.g. National Trust; Dedham Vale and Stour Valley Project). These trails should be grouped by TCA to allow would-be visitors to better understand the nature and characteristics of the outdoor activities available.

It is likely that other trails and outdoor opportunities will need to be pursued to establish a greater network of defined trails. The baseline audit alludes to the Sudbury and Stour Valley/Dedham Vale TCA having this type of approach, which is largely a reflection of the managed and co-ordinated approach available through the Dedham Vale and Stour Valley Partnership. Similarly, the Waveney Valley promotes 20 walking, cycling and horse riding trails on its website.

A key focus of the Heart of Suffolk TCA will be to look to identify opportunities for strengthening its local activities network, particularly which link the key gateways and hubs for the TCAs to the wider countryside, key assets of interest and key attractions. For example, there could be further opportunity to maximise the River Gipping Valley Path particularly as a green trail linking Needham Market and Stowmarket. This could also be converted into a cycle trail between Stowmarket and Ipswich and looped rides created starting from the train stations within Stowmarket and Needham Market.

A criticism of these types of activity pursuits is that they do not directly generate significant economic value from the trips they attract. Maximising value requires the co-ordination with local facilities to link up to the trails to form more of a coherent package. For example, starting and finishing trails within settlements that have catering and retail offers. Some services – e.g. hire, bag carriage – can also be provided to help support visitors. Added value can also be obtained through the clustering process, i.e. by encouraging trail users to stop at certain attractions or take a break at a local eatery, for example.

Other outdoor activities that generate market interest include:

• Golf – there are a series of golf courses across Mid Suffolk and Babergh, two of which (Stowmarket and Hintlesham) feature within the county’s top 10 courses as rated by top100golfcourses.co.uk. Golf is an important ‘breaks’ theme and therefore this option should be pursued, with golf courses and accommodation providers developing packages.

• Horse riding – Suffolk is synonymous with the Suffolk Punch horse breed, which is also a rare horse breed. Whilst it is challenging to ride a Suffolk Punch, it is not impossible. However a more likely option would be to offer horse and cart rides through the countryside using off-road trails. The Museum of East Anglian Life includes Suffolk Punch



24

horses. As a family based attraction, this type of ride could provide a unique offer. Pub rides across the countryside linked with village pubs, and weekend break rides with pre-arranged accommodation could also be considered.

• Watersports – watersports such as canoeing, kayaking, water skiing and jet skiing are popular pursuits that can attract visitors to an area subject to the offer available. The former tend to be associated with river and canal courses, with some provision already available on the River Stour and in the Waveney Valley. Watersports can also be associated with inland lakes, either natural or man-made (e.g. through mineral extraction sites). As identified in the Suffolk Minerals Core Strategy, mineral extraction and subsequent restoration regimes can include the creation of water areas. Some of these could be considered to have amenity/recreation uses. Within Suffolk, the Mid Suffolk and Babergh Districts have 10 of the 21 sites listed as allocated or safeguarded sites for mineral extraction.

• Off-road driving – this includes 4x4 experiences, dirt karting, quad-biking, and tank-drive experiences. The Suffolk Moto Park on the Shotley Peninsula provides an example of this type of amenity, however there is currently not a tank-driving experience available. With Suffolk’s military heritage, this could present a potential business opportunity

6.

These present some examples of opportunities that could be pursued in the TCA’s – particularly the Heart of Suffolk TCA – that could present visitor generating developments. Some activities (e.g. watersports) could also require supporting amenities such as accommodation (e.g. camping and caravan park with a Jet Ski lake).

2.4: Explore Opportunities to Develop a Series of Health and Wellness, Special Interest and ‘Learn to…’ Experiences

The landscape of Mid Suffolk and Babergh, particularly around Sudbury and the Stour Valley TCA, is revered as being a tranquil, inspirational and quintessentially English landscape. This type of landscape has the potential to provide a suitable backdrop to a variety of tailored experiences.

Given the area’s links with painters, authors, and composers, there is clear link with creative and cultural sectors. The main interrelationships between the creative sectors and visitors are through spectating (i.e. the audience for different shows and performances) and purchasing (e.g. paintings, pictures, crafts). However, ‘learn to...’ experiences are a niche offer that allows people to explore and develop their interests in their chosen creative field.

The predominant ‘learn to…’ options are around landscape and wildlife painting and photography, with the prospect of being able to learn techniques used by Gainsborough and Constable a potentially enticing prospect for amateur and budding artistic talents. The various art and photography courses offered by the Field Studies Council (FSC) are a perfect example of these types of experiences. The FSC offer both residential and non-residential options, and is open to schools, groups, families and individuals. Supporting the FSC and its ‘learn to …’ courses will be an important function of the L-TAGs.

Other experiences include:

• Cooking the Suffolk Countryside – Suffolk Food Hall offers butchery skills and cooking skills courses using produce from the Suffolk area; The Cookery School in Hadleigh offers a range of seasonal, themed and corporate cooking courses; The Mistley Kitchen (based

6 Tank Driving Experience example - http://www.tank-driving.com/



25

in Mistley, Essex but on the Suffolk border) has a cookery school linked to a fine dining restaurant and hotel.

• Wool weaving – there does not appear to be wool weaving courses within Suffolk at present, however weaving courses are available elsewhere

7. Given heritage of the Wool

Towns, this would appear to be a potential opportunity.

• Wood craft – wood production is a key economic sector and one that the Wool Towns Local Development Strategy is keen to support. The promotion of locally derived wood products is regarded as part of this process. An extension of this is wood craft skills and development, with Assington Mills near Sudbury providing one such example.

There are a range of other courses available in Suffolk, from book binding (East Bergholt) to pottery (Shotley) and an introduction to fused glass (Sudbury). Many other types of courses are also available through the FSC. Although niche, these experiences are a good fit with the character of the TCAs of Mid Suffolk and Babergh. Effort should be made to ensure that the visitor experience of the area is maximised through these courses to encourage repeat visits.

By no means least, the health and wellness sector is often linked to attractive and peaceful landscapes that allow for meaningful rest, recuperation and recovery. The health and wellness sector covers a broad range of options, from hotels with spas, to yoga retreats, hotels/retreats for people with disabilities and their carers, and hotels for cancer suffers

8. One or more of

these options could be appropriate for Mid Suffolk and Babergh.

Theme 3: Developing Visitor Products and Services

3.1: Examine the Prospect and Strategic Roles of Providing New and/or Improved Visitor Attractions and Amenities at Key Locations

The consultation and audit process suggested the priority should be to maximise the potential of existing assets, attractions and activities rather than develop new facilities. There are a series of attractions and assets whose profile could be enhanced.

There are several museums and attractions that have a family appeal. This includes the Museum of East Anglian, the Mid Suffolk Light Railway Museum, and Jimmy’s Farm. With the exception of Jimmy’s Farm, the locations of these attractions (Stowmarket and Wetheringsett) do not have a distinct family audience in their own right, placing these attractions at a competitive disadvantage.

However, in the Suffolk Coast and Thetford Forest, the county does have destinations that have a distinct family market focus. At present, these destinations do not include the Museum of East Anglian or the Mid Suffolk Light Railway Museum within the ‘things to do and see’ sections of their respective websites. It is recommended that this is addressed through co-operations between the respective L-TAGs and the DMOs.

Despite the priority on existing assets, new opportunities that help invigorate the visitor offer should also be explored especially where it would result in new markets opportunities. Whilst these need further exploration, opportunities include:

7 E.g. The Handweavers Studio & Gallery in London offers a range of courses from introductory weaving to a two-year

part time diploma-based courses. http://www.handweavers.co.uk/shop/Workshops_Classes.html 8 E.g. The Grove Hotel in Bournemouth, established by charity McMillian, is a hotel dedicated to those suffering from

Cancer



26

• Other family-based attractions.

• Family-based and activity-based accommodation, particularly in the form of camping and caravan sites and/or ‘glamping’/pod sites.

• A defined centre for arts and crafts.

• A dedicated watersports centre.

• Health and wellness centres, potentially including hotels for people with disabilities or severe illnesses and their carers.

3.2: Explore Mechanisms for Improving Connectivity between Key Visitor Hubs and Attractions

Part of the role of destination management is to create experiences that will increase dwell time. A key challenge across Mid Suffolk and Babergh will be in creating connections between the key assets and attractions, especially through more sustainable means.

The train line between Ipswich and Bury St Edmunds is considered a key access route into the Heart of Suffolk area. It is therefore recommended that Stowmarket and Needham Market be considered gateway points. Nearby attractions should be well signposted, and there should be easy access to walking and cycling trails from these sites.

The public transport network between the key gateway and hub points should be reviewed. In particular, the linkages between Sudbury and Flatford Mills (Constable/Gainsborough theme) and Sudbury and Stowmarket to the Wool Towns of Lavenham, Clare and Cavendish, and Long Melford should be considered.

In addition, walking trails and cycling trails between the gateways and hubs should also be considered. This will aid point-to-point walkers and cyclists who, as a result, will be seeking key services at each stopping place.

3.3: Establish a Coherent and Co-ordinated Visitor Welcome, including Joint Promotional Activities that Link Local Businesses

The ‘visitor welcome’ needs to be multi-faceted with a series of interfaces needing to work together, including direct contact with TICs, accommodation and attraction operators; along with online, digital and print media.

Mid Suffolk and Babergh has managed to retain a network of TICs and Tourist Information Points (TIPs) which offer valuable support to visitors. However, the role of TICs and sources of visitor information is changing. The advent of online information and booking is now well utilised, and is a trend that will continue in the future. However, it should be recognised that TICs still have the capacity to perform these roles for many visitors, particularly those preferring ‘face-to-face’ interactions and unable to access online information.

A key role of the TICs will be to support visitors not only to explore the immediate location, but also to venture into the wider area. They also need to be able to promote linked activities and services, such as arts performances coupled with a meal and/or accommodation for example. Being able to describe the attractions in good detail and providing an outline of the types of experiences/discovery available through certain activities (e.g. cycling and walking trails) will also be required. On-going familiarisation with the TCA’s assets, attractions and trails will need to be pursued by TIC (and accommodation) staff.



27

The role of new technologies in supporting visitors both in terms of initial marketing and providing information during their stay (at a local level) is becoming increasingly important. Destination websites and mobile applications (apps) now include imbedded audio and visual content. The increasing interactivity and direct target marketing associated with social media such as Facebook, Twitter, and FourSquare

9 are also valuable tools that can be used to

support the visitor experience. By no means least, user-generated content platforms such as Trip Advisor are now a key source of information on destinations, attractions, accommodation and other services providers that are available within a destination. It is important that these different online and mobile sources are actively managed to provide a user-friendly interface and consistent messages.

A key issue in terms of mobile technologies in rural areas will be the reliability of the signal connection. Blackspots or ‘notspots’ can be common in rural areas, which could present an issue for users of trails seeking local assets, attractions and services for example. Improving this position is critical to enabling the development of a fully integrated app across the TCAs, and therefore joint-working with telephony providers in the area may be required.

Theme 4: Marketing and Sustainability

4.1: Develop a Marketing Approach to Reflect the TCA Approach

The TCA approach is designed to give each area of Mid Suffolk and Babergh a unique identity around which the L-TAGs can develop and promote a series of visitor experiences.

As identified in Theme 1, it is not proposed that the L-TAGs will have a direct marketing function. Rather, the responsibility for marketing and promoting each TCA should be the responsibility of Visit Suffolk.

It is envisaged that Visit Suffolk work with the L-TAGs to develop a more coherent marketing and promotional framework, however it is likely that this will need to include consideration of the following:

• Website presence/website design, and the use of imbedded multi-media.

• How websites should be integrated into existing platforms such as Visit Suffolk, Visit Essex (where appropriate) and Visit East Anglia.

• Associated mobile applications, and how these could be presented and used.

• Whether QR-codes could be useful in terms of visitors being able to access additional resources on the move.

• Traditional forms of marketing and promotion, for example brochures and leaflets.

As part of this requirement, it will be incumbent upon the key stakeholders to determine a mechanism for coordinating the various activities between the L-TAGs to avoid duplication and maintain consistency of messages.

9 Foursquare is a free app that helps people make the most of where they are when ‘out and about’. Foursquare locates

places to gather and visit such as attractions, coffee shops, restaurants and retailers. When in a location, Foursquare allows users to share this information with others in real-time, showing the location on a map platform



28

4.2: Ensure Visitor Development, Activity and Behaviour remains Sustainable by Seeking Wise Growth

A key aim of the VDP is to increase visitor footfall to the area. As a result, delivering success in the visitor economy has an inherent risk that visitor presence could create damage to the environmental characteristics and community that they will interact with.

Visitor management needs to be sympathetic to all needs, including the visitors themselves. An approach of sustainable management means that visitor behaviours and pressures should not unduly impinge on the character or culture that make Mid Suffolk and Babergh’s places of interest, but rather that visitors will be encouraged to support as well as engage with such assets. This type of approach is recommended by VisitEngland’s ‘Wise Growth Action Plan’. ‘Wise Growth’ recognises the different interactions of visitors with the local setting, and sets out the requirement to consider how all aspects that comprise the broad visitor experience (the industry, the community, the environment and the visitor) will be affected by the proposed changes of the VDP.

Practical guidance on employing the principles of Wise Growth are available through VisitEngland, and include engaging businesses in robust and credible certification programmes that provide improvement for businesses and clear guidance for consumers on “Wise” products (e.g. Green Tourism Business Scheme); engaging visitors in active conservation programmes (i.e. through volunteering) or supporting conservation programmes (i.e. through donations/visitor giving schemes); and engaging residents in supporting the visitor experience, through providing greater depth of understanding on local history and culture, through to giving advice on genuine accounts of the ‘hidden gems’ of the destination.

As a largely rural area that includes a managed landscape area (Dedham Vale and Stour Valley), the experiences of the area are intrinsically linked to the quality of the environment/landscape and the history and heritage it holds. A key part of building Wise Growth will to ensure that the visitor positively contribute to its conservation. For most, this will be achieved through any paid entry fee or donated money given to the historic attractions and sites of interest. For others, the contribution could be in the form of more active involvement in conservation such as through volunteering projects or becoming a ‘friend of …’. Any volunteering opportunities should be promoted regionally and nationally (e.g. through The Conservation Volunteers) where practical, and where the subject (e.g. historic vessels) could generate national interest.

As an area with environmental sensitivity, the messages concerning visits to the area will need to be couched in language that will encourage appropriate behaviours. This should include as a minimum messages regarding using more sustainable forms of transport. It should also include messages relating to avoiding behaviours that could lead to damage of the natural environment such as littering, trampling of low-lying habitats, and letting dogs off leads in areas/at times when there will be ground nesting birds. The Dedham Vale and Stour Valley Partnership has already taken a lead in this for its own area, however this will need to be replicated across Mid Suffolk and Babergh (and indeed in Ipswich and Bury St Edmunds).

Overall, securing visitor ‘buy-in’ to the conservation aims and objectives that aim to protect the “whole landscape” prior to visiting Suffolk’s countryside should be considered a priority strategic objective.



29

Table 4.1: Theme 1: Actions

1. ADOPTING THE TCA APPROACH Cost Priority

1.1

Adopt the ‘Tourism Character Areas’ approach to visitor economy development and promotion across Mid Suffolk and Babergh

Formally adopt the TCA approach and general areas for each TCA

Engage with existing local organisations involved in each TCA (e.g. Waveney Valley, Dedham Vale AONB, Suffolk Coast) to understand current activities

Engage with other key bodies and stakeholders, including Suffolk, Essex and Norfolk County Councils, Visit Suffolk, Visit Norfolk, Visit Essex to discuss implications

Nil

Nil

Nil

ST

ST

ST

1.2

Encourage business and other local stakeholders to establish ‘cluster’ groups to develop, co-ordinate and support the marketing of the TCA, with the opportunity to establish Local Tourism Action Groups (L-TAGs)

Engage with local businesses and identify potential visitor sector ‘Champions’ to sit on the L-TAG group

Formalise the activities of the L-TAGs for each TCA, with the main focus being co-ordinating business activity and identifying development needs through ‘clustering’

Support the L-TAGs in developing key actions, activities and programmes for improving the local visitor experience

Nil

Nil

Medium

ST

ST

Ongoing

1.3

Enable the L-TAGs to work with existing bodies such as Visit Suffolk, Visit Essex, Suffolk County Council and Norfolk County Council in gathering material and information to help inform the TCAs and the L-TAGs

Engage Visit Suffolk to take a lead role in marketing and promotional activity for the TCAs

Formalise relationships with other organisations as appropriate for the TCA

Nil/Low

Nil

Ongoing

Ongoing

1.4

Engage the LEADER groups across Mid Suffolk and Babergh and the New Anglia LEPs to ensure that the L-TAGs and the development opportunities that arise are complementary to funding opportunities

Formalise relationships with the LEADER Local Action Groups

Identify the L-TAGs as a potential vehicle through which businesses can access advice, support and funding support from LEADER and New Anglia LEP

Nil

Nil

Ongoing

Ongoing



30


2. DEVELOPING VISITOR EXPERIENCES Cost Priority

2.1

Maximise the value of Gainsborough and Constable through a thematic approach that draws key stakeholders together

Bring together the key stakeholders already engaged in Gainsborough and Constable to develop more holistic visitor experiences

Further enhance the ‘learn to …’ experiences available, particularly those associated with the creative sectors

Explore opportunities for developing new attractions and assets to enhance the visitor experience of the theme

Low/Medium

Low

Medium/High

S/MT

S/MT

LT

2.2

Explore opportunities to develop the Wool Towns into a prominent visitor theme that links the key towns together in a manner that encourages exploration

Identify the towns, assets, attractions and heritage stories to be presented within the Wool Towns theme

Explore with the Wool Towns LAG and New Anglia LEP opportunities for developing new attractions and assets to enhance the visitor experience of the theme

Look to develop a series of trails (walking, cycling, driving) that interlink the ‘Wool Towns’ a visitor experience

Low

Medium

Medium

ST

MT

MT

2.3

Promote and develop existing outdoor activities that are designed to attract markets but also engage visitors with the wider economy

Examine the effectiveness of the different trails in ensuring visitors are engaged with the wider economy

Identify and address gaps in the current trails networks that would overall activities offer, particularly around the families market and that help interconnect key towns/villages/hubs

Explore opportunities to develop and/or promote other recreational pursuits on-land (e.g. golf, off-road/tank experiences, horse riding) and on-water (e.g. water skiing, jet skiing, canoeing/kayaking)

Low

Medium

Medium/High

ST

MT

LT

2.4

Explore opportunities to develop a series of health and wellness, special interest abd ‘learn to…’ experiences

Work with the Field Studies Council and others to promote the range of ‘learn to …’ experiences already available

Look to develop ‘learn to ..’ experiences within the area that are currently unavailable but which have a direct relationship to the heritage of the area (e.g. Wool weaving and dying)

Low

Low/Medium

ST

MT



31


3. DEVELOPING VISITOR PRODUCTS AND SERVICES Cost Priority

3.1

Examine the prospect and strategic roles of providing new and/or improved visitor attractions and amenities at key locations

Support the existing attractions of Mid Suffolk and Babergh in raising their profile to audiences across Suffolk, particularly family-based attractions

Explore other development options that could lead to improving the critical mass of attractions, particularly focussed on family-attractions, family accommodation, and more adventurous activities/pursuits

Low/Medium

Medium/High

ST

LT

3.2

Explore mechanisms for improving connectivity between key visitor hubs/gateways and attractions

Ensure that the train stations across the Mid Suffolk and Babergh areas are considered gateway points, with nearby attractions well signposted and local walking and cycling trails easily accessible from these points

Examine the public transport networks in terms of connecting key gateways and hubs across and between the TCAs, and to nearby attractions

Low

Low

MT

MT

3.3

Establish a coherent and co-ordinated visitor welcome, including joint promotional activities that link local businesses

Continue to support the network of TICs and TIPs across the area

Ensure staff familiarisation with the key assets, attractions and trails available to ensure that any recommendations are from personal experience

Utilise new technologies as a means of engaging visitors with local businesses

Address with telecommunications companies identifiable mobile communication blackspots, particularly in key visitor areas/sites

Medium

Low

Low/Medium

High

Ongoing

Ongoing

MT

LT



32


4. MARKETING AND SUSTAINABILITY Cost Priority

4.1

Develop a marketing approach to reflect the TCA approach

Engage with Visit Suffolk to establish an appropriate marketing and communications framework for each TCA

Explore options for web, mobile, and traditional forms of published marketing material

Low

Medium

ST

ST

4.2

Ensure Visitor Development, Activity and Behaviour remains Sustainable by Seeking Wise Growth

Explore options within the existing and developing services for encouraging greater involvement of visitors in local conservation projects and businesses adopting green principles (e.g. green tourism schemes)

Explore the potential of developing a signature conservation project (e.g. waterway conservation/restoration)

Develop a ‘Getting around Suffolk’ information sheet containing how to reach certain hubs, where to park and how to access transport facilities in the area, raising the profile of public transport, cycling and walking

Encourage the adoption of sustainability criteria within all new developments, activities, products and events (e.g. BREEAM)

Low

Low

Low

Nil

ST

MT

Ongoing



33

5. DESTINATION MANAGEMENT



34

5. DESTINATION MANAGEMENT

5.1 Introduction

This section sets out recommendations for developing the L-TAGs. It includes the proposed roles and responsibilities, resources, potential funding sources, and the process for evaluating and monitoring progress of the VDP.

5.2 Roles and Responsibilities

The roles and responsibilities for the delivery of the VDP will essentially be shared across a number of different organisations. The L-TAGs, as a locally formed group, will have the following responsibilities:

• Visitor economy development – working with various organisations and businesses across the visitor economy to strengthen the visitor experience, identifying gaps in local provision, and supporting local businesses to access funding opportunities. This will also include working with relevant authorities to identify solutions to opportunities including improving local attractions, developing local interpretation, and encouraging/promoting/coordinating the events and festivals programme.

• Quality, accessibility and sustainability – working with a range of organisations, including VisitEngland, local businesses and education providers, in promoting the adoption of practices that improve quality, accessibility and sustainability amongst key tourism services. Specific challenges highlighted through the consultation at a local level include car parking, congestion, and public transportation, for example.

Visit Suffolk will be tasked with supporting the L-TAGs in understanding visitor markets and marketing. In this respect, their responsibilities will include working with the L-TAGs on:

• Marketing and promotion – delivering online, social media and printed material that is designed to inspire visits amongst a range of audiences.

• Monitoring and evaluation – accessing and disseminating relevant research and intelligence on the current position and future changes that could impact on the visitor economy within the TCA.

Mid Suffolk and Babergh Councils will have a facilitation and oversight responsibility to provide support to the L-TAGs. This will include:

• Establishing the L-TAG – identifying local champions that will help lead on the development and promotion of the TCA.

• Facilitating the L-TAG – supporting the L-TAG in establishing local business networks and meetings, identifying priorities for action and associated funding opportunities.

• Monitoring the L-TAG – monitoring the progress of the L-TAGs in delivering against set actions and activities.

5.3 Geographical Coverage

The geographical remit of each TCA covered by the L-TAG’s is set out in Section 3. Figure 5.1 summarises this. It is recommended that the geography definition is loosely defined rather than being strict about who is and isn’t in each TCA and businesses may want to be part of a number of them.



35

Figure 5.1: Proposed TCAs in Mid Suffolk and Babergh and Existing Suffolk TCAs

5.4 Fit with the Wider County

It is important that the proposed L-TAGs work closely and aligns with what other bodies responsible for delivering tourism in Suffolk are doing. It is an opportune moment to ensure the right framework is in place, as Visit Suffolk look to support the development of a number of potential L-TAGs and DMOs across the county in the near future. There needs to be coherence between the different organisations to minimise duplication and maximise value.

The following sets out a number of recommendations for what this framework could look like:

• Visit Suffolk will continue to develop the county wide brand and marketing and support those areas without a DMO.

• Where DMOs exist or are established they will promote the area’s visitor offer. The DMO will coordinate with local businesses and stakeholders. The Visit Suffolk marketing will complement and not compete with that of individual DMOs.

• Visit Suffolk / Visit East Anglia will undertake county wide research and market intelligence.

• The marketing across Suffolk and between the various bodies is currently not well linked or consistent and can be confusing for a potential visitor. This needs rectifying. For example, websites need to be able to stand on their own but at the same time have messages that flow through. Visit Suffolk should propose how this is implemented.



36

• DMOs, L-TAGs and other organisations need to ensure they work in partnership with each other rather than as competitors as it would be for the greater good. There are a large number of synergies between the areas and they should not work in isolation (e.g. regular networking or representation at other L-TAG and DMO meetings would be beneficial). Synergies include poor visitor perception/ low profile of the areas; cycling/walking trails that link up assets; heritage (e.g. rail); and the need for greater events/festivals co-ordination.

Figure 5.2 shows the different roles of the DMOs and L-TAGS. As above, Visit Suffolk will be the umbrella organisation sitting above the network of DMO’s / L-TAGs.

Figure 5.2: Functions of DMOs and L-TAGs

Area

Promotion

Experience

Packaging

Product

Development

Monitoring and

Evaluation

Quality

Accessibility

Sustainability

Visit Suffolk

DMO

Business, LA, BIDs

Visit Suffolk

L-TAG

Business, LA, BIDs

DMO Model L-TAG Model

Key Activities/Functions

Figure 5.3 overleaf demonstrates some of the key destinations within Suffolk that the L-TAGs will need to engage with.



37

Figure 5.3: Key Linkages to Other Parts of Suffolk

5.5 Staff Resource

It is envisaged that the organisations involved in and those supporting the L-TAGs will be able to provide internal resource and time to support the activities of the L-TAG, however it is not envisaged that the L-TAGs will employ staff directly.

The District Councils and/or Visit Suffolk would provide back-of-house administration support.

5.6 Potential Funding Opportunities

Levels of tourism funding in the public sector have reduced greatly in recent years (e.g. demise of Regional Development Agencies and reducing local authority budgets). Likewise the private sector is still slow to invest despite increased business levels and increase in staycations. In the foreseeable future, these difficult economic conditions are likely to continue and public sector contributions will not return to pre-recession levels and yet there is greater responsibility at a local level for destination management from Government policy.

Tourism related grants and loans have always come from a wide range of sources relating not just to tourism and the visitor economy but also to economic development, regeneration, culture, heritage and the arts. The following is a list of some of the current and potential sources of funding, however, this list is not extensive:



38

• LEADER – As set out in Section 4, LEADER is likely to be a useful funding mechanism.

• Mid Suffolk and Babergh District Councils – although budgets are being squeezed, there appears to be appetite within the Council to potentially contribute funds towards the sector if return on investment can be justified.

• New Anglia LEP – The LEPs notional allocation of European funding for 2014-2020 is around £94m or £188m with match funding added. Of this, a sizeable proportion could be used to support the visitor economy as follows:

− ERDF and ESF funding is allocated to thematic objectives. Although it is currently unclear as to the specific activities that will be funded under each a number of the themes lend themselves to supporting tourism and the visitor economy including: innovation (£11.13m), SME competitiveness (£16.18m), employment and labour mobility (£7.89m), social inclusion (£9.30m), and education and skills (£20.23m).

− £3.2m of EAFRD funding will be used to support activity in rural areas, including support for tourism activities such as encouraging:

− Growth in visitor days, through extending the season and promoting overnight stays.

− Greater consumer focus through increasing the quality of provision in accommodation, and food and drink and by promoting local food, drinks and crafts.

− More eco-tourism by utilising the natural and built heritage, promoting sustainable travel, and promoting ‘glamping’.

• GREAT UK Challenge Fund – this s a new merit-based initiative, operating as part of the overall GREAT campaign, which is open to eligible education, tourism, and trade and investment organisations. It has been established to provide seed-funding for projects that enable city, metropolitan, regional and national organisations and also sector associations operating in partnership to exploit market opportunities overseas. £2m is available in 2015/16. It is designed to encourage innovative thinking to promote the UK abroad and projects that deliver economic benefit, but it is left to applicants to propose the most effective means of doing so.

• Regional Growth Fund – this fund will support projects that create private sector investment and jobs. It has been granted to tourism projects previously such as to Visit England in Round 2 for a three year programme called Growing Tourism Locally. It is currently unclear whether there will be further rounds of this fund but it is worth considering if there is.

• Heritage Lottery Funding – this fund is administered to a wide range of projects that benefit heritage, people and communities. This includes; buildings and monuments, community heritage, culture, industrial heritage, land and natural heritage, and museums, libraries and archives.

• Big Lottery Funding – £300 to over £500,000 is available to organisations ranging from small local groups to major national charities. Relevant projects that have been recently funded include: Gosford Park (£56k to improve a local park), Lakeside Explorers (Exhibition Park in Newcastle has turned the Town Moor end of the site’s boating lake into



39

a mosaic of habitats to attract wildlife and provide a leisure and learning asset for visitors and families), and Wheels for Wellbeing (promoting cycling for all in London). .

• Arts Council – they invest funds in arts and culture across England. They funds a wide range of activities including theatre, digital art, reading, dance, music, literature, crafts, and collections.

• Sports Lottery – this is administered by Sport England to support sport at all levels. This covers a wide range of themes including one aimed at iconic facilities to innovative, large-scale, multi-sport facility projects.

5.7 Evaluation and Monitoring

As set out above, it will be important to monitor and evaluate the progress of the VDP and the performance of the visitor economy. It is recommended that the following indicators are monitored:

• Day visitors

• Domestic overnight visitors

• Overseas visitors

• Tourism expenditure

• Tourism related employment (FTE’s)

• Visitor satisfaction

• Events hosted

• Marketing material produced

• Investment secured

• Accommodation stock and occupancy

It is recommended that the above indicators are monitored on at least an annual basis. It would also be beneficial to assess progress against the objectives / actions of the VDP, establishing whether there have been wider benefits and refreshing it where required on a regular basis.

Documents

Babergh and Mid Suffolk Visitor Destination · PDF fileBabergh and Mid Suffolk Visitor Destination Plan ... Bridgewater House, Whitworth Street, Manchester, M1 6LT, United Kingdom