Lake District National Park Partnership Agenda Item: 5(c)

3 December 2012Page 1

CUMBRIA AND THE LAKE DISTRICT ADVENTURE CAPITAL UK: STRATEGY REVIEW

1Summary

1.1After two phases of activity over the last five years to develop Cumbria’s reputation as ‘Adventure Capital UK’ the Steering Group has undertaken a review of progress and future direction for Adcap in an era where public sector funding support will become far more difficult to attract. This summary paper sets out a refreshed ‘strategic direction’ for Adcap for wider consideration by partner organisations and outdoor activity providers.

Recommendation that the Partnership: / a /

agrees the revised Strategy for Cumbria Adventure Capital UK as the basis for the preparation of an Action Plan to guide its delivery over the next three years.

2BACKGROUND

2.1At the last meeting of the Partnership in September a draft review of the Adventure Capital UK Strategy was presented and discussed by partners (priority action SL6 of the Partnership’s Plan). The review paper was subsequently circulated to provide the opportunity for further consideration and comment by partner organisations. Several partners, including Natural England, The National Park Authority, Friends of the Lake District, Copeland Borough Council, the Field Studies Council and the Outdoor Industry Group have sent further comments and observations. In addition further discussions about the future of Adcap have taken place at the Parish Forum and the Business Task Force of the Lake District National Park Partnership and the Cumbria Outdoor Industry Working Group. This has led to further changes and additions which have been incorporated into the revised version of the strategy which is attached to this report. This is now presented for the Partnership’s approval and the basis on which it is hoped the programme can move forward over the next 2-3 years.

2.2The ordering and format of the revised version has been altered slightly to avoid any need to refer back to the original strategy document. However this remains a useful baseline document which sets out the ambition of Adventure Capital UK, the scale of the outdoor sector in Cumbria and the scope for growth over the coming years.

3PARTNERSHIP PLAN CONTEXT

3.1The Adventure Capital Programme is an important component in the ‘World Class Visitor Experiences’ section of the Lake District National Park Partnership’s Plan (the Plan). As part of the 2012 review of the Plan, the Partnership have identified Adventure Capital as one of the seven priorities - to develop the Lake District as the Adventure Capital (AdCap) of the UK, whilst safeguarding the special qualities of the National Park. Moreover the proposed actions to help deliver this priority (Actions 22 and 23) set out to:

  • “Develop and agree a shared Partnership view about what we mean by the Lake District as the Adventure Capital of the UK” and to
  • “Develop and implement a revised strategy and action plan for The Lake District as the Adventure Capital of the UK and share with the Partnership”.

To clarify we should make it clear that Adventure Capital is a Cumbria wide initiative rather than something which is confined to the Lake District National Park. However it is inevitable that in the eyes of visitors and consumers, Adcap will be strongly associated with the National Park.

4NEXT STEPS

4.1Assuming that the Partnership is satisfied with the revised strategy document this will set the context for the preparation of an Action Plan for delivery by public, private and community sector partners over the next few years. Our discussions over the last few months confirms that there is still a strong commitment to the Adcap Brand within the Lake District and Cumbria; several partners have ambitious plans to deliver new developments and products which should help to sustain Cumbria’s reputation as a market leader and as an outstanding area for outdoor adventure within the UK. At the same time the strategy review has highlighted the very real benefits that Adcap can deliver for local communities and the health and well being of local residents.

5FINANCE CONSIDERATIONS:

5.1Despite the above there remains a concern about how the overall co-ordination, marketing and leadership for Adventure Capital can be taken forward in the immediate future. To date Cumbria Tourism has been able to take on this role with financial support from the Northwest Development Agency and more recently the EUs Regional Development Fund. In March 2013 this funding runs out and there are few obvious alternative sources of external support. During the preparation of the Action Plan and in advance of the next Partnership meeting the Adcap Strategy Steering Group will explore alternative ways of funding the marketing, co-ordinating and leadership of the sector.

Background Papers - Strategy Review (attached as Annex 1)

Author/PostRichard Greenwood,

Head of Policy and Research, Cumbria Tourism

Date Written26 November 2012

Lake District National Park Partnership Agenda Item: 5(c)

3 December 2012Annex 1

ANNEX 1

CUMBRIA ‘ADVENTURE CAPITAL UK’ STRATEGY REVIEW:

November 2012

1.Introduction

After two phases of activity over the last five years to develop Cumbria’s reputation as ‘Adventure Capital UK’ (Adcap), partner organisations and industry representatives have carried out a review of progress and future direction for the initiative. This revised strategy reflects the more difficult economic climate facing the outdoor industry at present as well as the dwindling opportunities for public sector funding. At the same time the strategy re-enforces the tremendous opportunities which Adcap provides for the economy and the health and well- being of both residents and visitors to the county. This summary paper sets out a refreshed ‘strategic direction’ for Adcap to steer, support and provide the context for delivery by a wide range of public, private and community based partners across Cumbria.

2.Where are we now?

An industry generating some £314m to the Cumbria economy annually through recreation activity, retail, overnight stays, food and drink sales etc

The highest concentration of outdoor retailers in Europe generating £60-£70m of estimated revenue. In addition at least 17 outdoor equipment and clothing brands have offices and distribution networks within Cumbria.

100+ Outdoor Activity centres employing around 2,000 people;

County of Excellence for provision of outdoor centres for people with disabilities e.g. Calvert Trust;

Major presence of education, training and development organisations eg Brathay Trust, the IMPACT Group, Outward Bound and the Field Studies Council;

Home of the National Skills Academy for the Outdoors – a real opportunity for the industry to professionalise the sector on a national scale - based in Cumbria

Tourism infrastructure to accommodate 5 million staying visitors per annum

Highest density of YHA accommodation in the UK

2,137 km of public footpaths and 875 km of public bridleways in Lake District National Park alone as well as extensive tracts of CROW access areas and common land

Several well established long distance trails and cycle routes eg C2C

World Class physical environment – highest mountain, longest lake, deepest water

World class natural environment – some 15% of the County is designated as Sites of Special Scientific Interest. Numbering 278 sites, Cumbria has more SSSIs than any other English County

Nationally recognised and designated landscapes associated with the Lake District and The Yorkshire Dales National Parks and Cumbria’s 3 AONBs . In addition the less well-known areas such as the beaches and marinas of the West Coast, the Howgill Fells, Morecambe Bay, the Duddon and Solway estuaries, Hadrian’s Wall, and the Eden Valley all provide excellent opportunities for adventure activities.

A deserved international reputation for its outdoor adventure cultural heritage, from Alfred Wainwright, the world’s first and longest running Fell Challenge the Bob Graham round and as the birthplace of rock climbing - the first solo ascent of Napes Needle took place in 1886

Adventure Capital UK is now firmly recognised by consumers and visitors to Cumbria as well as embedded in the plans and strategies of a range of organisations and partnerships across the county. In particular the Lake District National Park Partnership Plan 2010-15 includes a priority aimed at developing the Lake District as the Adventure Capital of the UK whilst safeguarding the special qualities of the National Park.

3.Current trends in outdoor adventure

Outdoor Adventure is a healthy and growing sector both nationally and locally. The market value of activity holidays in the UK was well in excess of £1 billion in 2008 and accounted for approximately 10% of the overall domestic tourism market by value. Outdoor activities such as cycling, sailing and trail running are some of the fastest growing sports in the UK with increasing participation rates and average annual growth of between 3-5%. The success and inspiration generated by the London Olympic Games will undoubtedly have increased their popularity. At the same time there is a trend towards more tailor-made adventure travel and one of the fastest growing market sectors is ‘activity for dabblers’ appealing to a wide demographic including families, women and higher spending post 45’s.

Already at least half of Cumbria’s 40 million visitors engage in some form of outdoor adventure (Cumbria Visitor Survey 2012)when they visit the county. This means that almost £1.1billion of tourism spend is associated with visitors who engage in some form of outdoor activity – though in many cases this may be a minor part of their overall holiday experience. Survey data repeatedly shows that engaging in outdoor and physical activities is a major motivating factor for visitors to Cumbria – with some 40% of visitors attracted by the chance to engage in these activities. At the same time Adventure is not confined to the great outdoors- Cumbria is also home to some very good indoor recreation facilities such as climbing walls as well as events which celebrate the heritage and culture of the mountains and special landscapes of the area.

  1. Why should we promote Cumbria as Adventure Capital UK?

Four principal reasons

  • Appreciation and engagement: Adventure activities like walking, cycling, and climbing can change the way people experience, think and feel about Cumbria and The Lake District. They provide an opportunity for people to appreciate and engage with the landscape, their natural environment and cultural heritage. They offer a way for people to learn about their surroundings and encourage them to reduce their impacts and protect their environment for the benefit of future generations.
  • Health and well-being: It can improve health and well-being – across the UK there is a rising trend towards healthier, more active lifestyles. The Government’s Legacy Action Plan set out to get 2 million people more active by 2012. Developing the adventure product in Cumbria will introduce outdoor activity to a ‘sedentary’ lifestyle and provide more opportunities for the local community to participate.
  • Inclusion and personal challenge: Adventure activities offer ‘something for everyone’- an opportunity for both residents and visitors to challenge themselves and test their own limits. Adcap will increase the scope for everybody to have an adventure whether they are young or old, beginner or more experienced, fit or less able.
  • Economic benefits: Attracting more adventurers makes economic sense. By carefully targeting visitors within the ‘familiar family’, ‘wilderness couples’ and ‘adventurous independents’ sectors it is estimated that an additional £75m pa would be generated in the Cumbria economy by 2018. In attracting all ages, including younger groups of visitors Adcap will build up markets for the future and improve the lifetime value of any public and private sector investment. It will also contribute to economic and community regeneration across the county.

Adventure Capital therefore has a powerful place-making role delivering wider strategic value and outcomes for the county - but it must do this in a way which is sensitive to the high quality landscapes, habitats, resident communities and wider environment as well as the existing and loyal visitor markets.

  1. Where do we want to be?

Next Steps for Adventure Capital

The Vision: For Cumbria and the Lake District to be recognised as Adventure Capital UK by 2018 with an unrivalled reputation for outdoor adventure.

The Strategic Aim: Working in partnership across public, private and community based sectors to develop, promote & sell world class outdoor experiences which deliver significant social, environmental and economic benefits for the county and beyond.

What will it look like?

The Adventure Capital Strategy will continue, and strengthen, the earlier Adventure Capital Strategy 2009-18 agreed in 2009, but will further consolidate

  • A ‘Hub and Spoke’ approach: Clustering indoor and outdoor facilities into distinctive hubs which become the focus for adventure activities from entry level. When developed together with other consumer services including food, drink and retail a significant commercial opportunity exists. Adventure activity hubs particularly for indoor facilities should, where possible, be within rural service centres and key settlements to further sustainable development principles. Outdoor adventure facilities and activities are more likely to be geographically dispersed and should be seen as the spokes, with a focus on sustainable transport options linking the hubs and spokes.
  • Afocus on cycling, walking, climbing and water sports: These make the most of the natural environment and outdoor heritage of Cumbria but also present strong market growth opportunities. Walking remains the most popular activity for visitors with some 53% undertaking at least a short walk during their stay (Cumbria Visitor Survey 2012) but there is scope for further growth through the development of longer distance routes such as the Coastal Path. Cycling is one of the fastest growing activities in terms of national participation- a range of facilities and routes are required to cater for mountain, road and family cycling markets. There are also missing links in some long distance routes. Similar gaps exist for the provision of accessible, ‘pay as you go’ water sports activities both on the coast and inland waters. Indoor climbing walls and via ferrata are ideal for the dabbler market and a stepping stone before venturing out with a guide.
  • A rich calendar ofoutdoor events, festivals and competitions: These events are growing in terms of their scale and importance in Cumbria but careful planning is required to minimise negative impacts. There is a need for event organisers to co-ordinate, arrange service provision, spread the season, minimise impact on local communities, generate overnight stays, support the lesser known areas of the county and take responsibility for repairing any damage. The guidance toolkit SORCE (Sustainable Outdoor Recreation Challenge Events) should be used across the National Park to minimise the environmental impact of events.
  • Targeting key visitor segments: Three in particular - familiar families, Wilderness couples and frequent adventurous independents - are higher spending sectors (already making up 49% of the existing staying visitor market) which will be more prone to engaging in outdoor activities. They also have a higher proportion of younger visitors.
  • Raising awareness and making booking easy: Further distinctive marketing work is needed to reposition Cumbria as the leading outdoor adventure destination with access to all. This needs to be complemented with access to essential visitor information about activities and easy ways to book.

Other important ‘cross cutting’ themes also require shared responsibility and action from all strategic partners. These themes are

  • Partnership: Adventure tourism, outdoor education and outdoor retail sectors deliver significant economic benefit to the region in their own right. Together they would become a powerful network to provide the infrastructure, skills and support for outdoor providers to invest and increase their competitiveness and productivity, and ensure that workforce skills meet the needs of the sector.
  • Supporting Infrastructure: Sustainable transport services need to be developed linking the Adventure Capital hubs together with the outlying adventure activities and events. Equally important is the need to develop a skilled workforce and a high quality range of accommodation and complementary facilities such as changing and drying facilities.
  • Health and Wellbeing: Increasing participation in outdoor adventure will lead to a healthier population. Adcap must engage local communities and encourage greater use of the outdoors.
  • Sustainability: The outdoor adventure sector needs to develop in ways which make the most of Cumbria’s special landscapes without detracting from them and having particular regard to nature conservation, cultural heritage, sustainable transport and local communities. It needs to ensure that the growth of the sector is economically, socially and environmentally sustainable in the long term.
  • Benefits for local communities: Adcap should deliver tangible benefits for local communities - particularly in terms of increasing participation amongst younger residents- and providing opportunities for economic regeneration and rural diversification.

Future Development Priorities