Exeter Tourism Strategy 2005 - 2010 by gabyion


									            Final version December 2006


 2007 – 2010

                                                                                     Final version December 2006

Exeter Visitor/Tourism Strategy 2007 - 2010


1 Vision and overview ................................................................ page 3 - 5

2 Market context ........................................................................ page 6 - 10

3 Tourism experience ................................................................ page 11 - 12

4 Tourist accommodation in Exeter ............................................ page 13 - 14

5 Other developmental issues.................................................... page 15 - 16

6 Regional & sub-regional organisation ..................................... page 17 - 18

7 Strategic priority areas ............................................................ page 19

        Priority 1 ............................................................................ page 20 - 21
        Priority 2 ............................................................................ page 22 - 23
        Priority 3 ............................................................................ page 24 - 25
        Priority 4 ............................................................................ page 26
        Abbreviations .................................................................... page 27

8 Performance indicators ........................................................... page 28 - 29

Appendices .................................................................................. page 30
     1 National, regional, sub-regional tourism policy context page 31 - 33
     2 Tourism in the UK .......................................................... page 34
     3 Tourism in the South West ............................................. page 35
     4 Tourism in Devon ........................................................... page 36
     5 Tourism in Exeter ........................................................... page 37 - 39
     6 Visitor profile .................................................................. page 39
     7 Tourist literature produced by Exeter City Council ......... page 40
     8 Links with national and regional strategies ..................... page 41 - 43
     9 Bibliography ................................................................... page 44

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1.1   The previous Tourism Development Strategy for the period 2001 – 2004 was
      successful in building partnerships with surrounding local authorities and private
      sector businesses in and around Exeter. The strategy also focussed on the
      development of targeted marketing campaigns aimed at the following sectors:
               day visitors
               short break visitors
               business tourism
               overseas visitors
               group travel

1.2   This strategy has been developed with the „Exeter Vision‟ in mind, which
      represents a wide range of organisations and sections of the city‟s community. Its
      aim is to put together a clear and ambitious framework for Exeter‟s long-term
      future. The „Exeter Vision‟ guides and influences the numerous bodies and
      partnerships in the city whose actions hold the key to Exeter‟s future.

1.3   The aim of this strategy is to:

      “ further develop the city as a nationally recognised visitor destination in a
      sustainable manner, focusing on Exeter‟s strengths as the regional capital
      as a leading cultural, heritage and shopping destination in providing jobs
      and supporting businesses. The intention is to increase tourism activity by
      15% within the lifetime of the strategy”.

1.4   Implementation of this Strategy is intended to bring positive economic and social
      benefits to the city in the creation of quality jobs within the tourism industry. It will
      help support tourism and business investment, assist in maintaining and
      developing community well being, and increase the profile of Exeter as the
      regional capital of the South West. As well as attracting people to the area from
      long distances, this Strategy is just as concerned about making Exeter a
      desirable destination for the people who live in or near Devon.

1.5   This Strategy is important to Exeter‟s ambitions to stimulate sustainable
      economic development and represents a step change from a „friendly towards
      tourism‟ attitude to a real commitment towards encouraging more visitors and
      improving their experience of the city.

1.6   Tourism has many positive benefits for Exeter and Devon. It makes a significant
      contribution to the local economy, develops new employment opportunities,
      improves the standard of living, helps to increase the profile and positive image
      of the city and engenders local pride. It creates and sustains commercial activity
      and jobs at all levels. These include “starter jobs” that can support people
      through education courses, or provide a valuable first step into the working world.

1.7   The focus of this strategy will be on encouraging more short break, day visitors
      and groups to the city and thus increase the level of tourist spend within Exeter.
      The number and scale of attractions within the city has been a limiting factor but
      there is scope to attract more visitors and additional spend. The appeal of the

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       city and its facilities for residents and visitors is being enhanced further through
       investment in the development of Princesshay, the Quayside, St Nicholas Priory,
       Royal Albert Memorial Museum, Northcott Theatre, the valley and city centre
       heritage parks and improvements to strategic signage and the public realm.

1.8    Realising the tourism potential of the city goes hand in hand with exploiting visitor
       attraction opportunities presented within Exeter and the wider area. The key is to
       have a concerted effort to minimise duplication and maximise promotion through
       an integrated approach. The brand of „Devon‟ is recognised as very important in
       current and planned promotional activities for Exeter and the Heart of Devon
       Tourism Partnership.

1.9    The emphasis of this Strategy will be on continuing to raise the profile of the city
       and the surrounding area represented by the Heart of Devon Tourism
       Partnership. The city is part of a product, comprising of a variety of reasons to
       visit and stay, based on the characteristics and activities related to the city and
       surrounding coast and countryside.

1.10   The intention is also to place much more emphasis on web-based promotion
       recognising the rapidly increasing trend towards using the internet for
       researching and booking holidays. Many other historic/heritage cities have
       advanced in this area and Exeter needs to embrace new technology and develop
       ICT for the promotion and development of tourism within Exeter and the Heart of
       Devon area.

1.11   Exeter is a key cultural, leisure and shopping destination and has the potential to
       play an even greater role in meeting the needs of visitors to Devon. The most
       popular reasons for people choosing a „cultural‟ tourism destination are listed
       below, all of which are recognisable for both Exeter and Devon:

          o   Scenery                              o   Historical interest
          o   Climate                              o   Environment
          o   Cost of travel                       o   A complete change
          o   Cost of accommodation                o   Local food & drink

1.12   The city of Exeter is unique in that it is close to a UNESCO World Heritage site,
       two national parks and many Area‟s of Outstanding Natural Beauty. It is a
       compact city with architecture from all periods since Romans times, all
       complementing one another. Exeter was named in the top twenty of places to
       eat within the UK, a well deserved accolade with restaurants and hotels using the
       best West Country produce available. An annual events programme highlighting
       the very best cultural and arts venues within the city.

1.13   The City Council will continue to work in partnership with tourism businesses as
       well as the South West of England Regional Development Agency, Devon
       County Council and the local authorities of Mid Devon and East Devon to
       implement this Strategy. It will continue to work more closely with the
       surrounding area and recognise the important role other centres have in
       providing complementary cultural, leisure and sporting activities.

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1.14   Providing quality facilities and services for tourists is a fundamental part of
       developing a sustainable tourism industry. The better the quality of the tourism
       destinations, the more satisfied tourists are likely to be of their holiday experience
       and the more likely they are to stay longer, come back and tell others.

1.15   The English Tourism Council and the Tourism Managers Institute identify
       destination tourism as the interaction between visitors, the industry that serves
       them, the host community and their collective impact on and response to the
       environment where it all takes place: It is the job of this Strategy to provide a
       unique, memorable and quality experience for the visitor, involve and engage
       with the industry, engage and benefit the host community and protect and
       enhance the local environment.

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      General overview

2.1   The visitor economy has been undergoing rapid change in Europe and the United
      Kingdom. In particular, the number of people taking extended holidays in the UK
      has been declining as the number of holidays taken abroad has risen.

2.2   This is a long-term trend that has been exacerbated by the success of the low
      cost airlines to and from regional airports. So far, the low cost operators have
      had the greatest impact in terms of increasing outward tourism, but they also
      have the potential to increase inward tourism especially to Exeter with
      connections through Flybe.

2.3   There are several factors relating to the change in the visitor economy. People
       becoming more experienced in travelling and more discerning in their choice
         of destination
       becoming more mobile
       taking shorter but more frequent holidays throughout the year
       increasingly prefer visiting non-traditional destinations and quality shopping is
         a priority rather than visiting traditional attractions
       more active whilst on holiday, seeking out different activities
       increasingly more concerned about the environment
       European population is getting older but staying active longer

2.4   Tourism growth is predicted to continue well into the future. According to
      forecasts by the World Tourism Organisation, the number of tourists in Europe is
      expected to double in the next 25 years.

2.5   The internet now plays a major part in the booking behaviour in the UK. Almost
      62% of the population now own computers and use the internet frequently and
      that figure is constantly growing. People are now much more inclined to book
      independently and this is having an effect on traditional package holiday

2.6   Exeter has benefited from the growth in business tourism due to its excellent
      road and rail links to the Midland‟s and South East and the increase in quality at
      conference venues within the city. Business tourism is Monday – Thursday
      orientated and because of that, securing weekend occupancy is of greater
      concern for many accommodation providers.

2.7   The short break market in Exeter has great potential to expand further with the
      growth in inbound traffic at Exeter International Airport and national trends
      indicating more people are taking short breaks holidays, more frequently,
      throughout the year. Developing short break themed packages will help to
      stimulate Friday – Monday occupancy in city centre hotels and B&B‟s. Day visits
      continue to increase and represent the majority of trips to Exeter.

2.8   Even more dramatic has been the increase in visits to friends and relatives
      (VFR). This increase is thought largely to be due to the result of the migration of

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       people to Exeter and Devon and also family and friends visiting students at the
       University of Exeter.

       Value of Tourism
2.9    According to the Cambridge Economic Impact Assessment undertaken by South
       West Tourism in 2003, Exeter attracted some 1.78 million visitors who spent
       £149 million giving an average spend of £83 per visit with tourism supporting
       approximately 3,900 jobs in the city. The next bi-annual detailed analysis of
       tourism (2005) activity has not yet been undertaken.

2.10   The table below shows the increase in volume and value of tourism to the Exeter
       economy from 1997 to 2003. Visitors are spending more when they visit Exeter
       for a day visit and a short break and helping with the creation and protection of
       jobs within the industry.

2.11   The number of bed spaces has increased within the city due to the availability of
       University halls of residence out of academic term time and the general increase
       in hotel/B&B bed spaces within Exeter. South West Tourism research concludes
       that the large increase in visiting friends and relatives coincides with the marked
       growth in population within the sub-region.

       Economic impact of tourism within Exeter
                                     1997                   2003              %
        Direct actual jobs                 1,750            2,920             +67
        Indirect actual jobs                 620              950             +53
        TOTAL ACTUAL jobs                  2,370            3,870             +63

        Day visits                        960,000         1,315,000           +37
        Day visit spend                 £16.5 million   £ 42.1 million       +155

        Overnight trips                   219,000          467,000           +113
        Overnight trips spend           £38.2 million   £ 94.9 million       +148

        Visits to friends & relatives      55,000          119,000           +116
        Other tourism spend             Not available    £12 million

        Bed spaces                2,680                    5,100              +90
        TOTAL TOURISM SPEND £54.7 million               £149 million
       Source: South West Tourism

2.12   The following section offers a brief overview of the trends and forecasts likely to
       influence Exeter‟s main visitor audiences.

       Short break market
2.13   Short break holidays have shown strong growth over the last decade, which is
       continuing. There is growing demand for domestic cultural short breaks (1-3
       nights), mainly taken in the shoulder months. The most significant change in
       domestic holidays is the development of short break city holidays.

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2.14   Market/visitor characteristics are:
        high spending but short duration
        strongly car based, some use of train, bus and air travel
        bias towards peak summer months for adult only short break trips
        limited pre-booking
        more likely to be adult only groups
        more affluent than holiday makers as a whole
        nationally, this market is predicted to increase by 58% over the next ten years

2.15   Exeter has previously made the most of and will endeavour to exploit this
       lucrative market through targeted marketing and promotional campaigns through
       the Heart of Devon Tourism Partnership and, when appropriate, the emerging
       Devon DMO. Exeter is a member of www.citybreaks.org.uk, a marketing
       organisation that helps to raise the profile of cities to the short break within the

2.16   The City Council will work with the South West England Director for the 2012
       Olympic and Para-Olympic games to ensure that the city is fairly represented in
       all tourism publicity for the South West. The Director‟s post has a wide remit,
       including responsibility for building cultural links, boosting tourism, supporting the
       drive to get the nation more active, encouraging new investment in sport in the
       region and selecting pre-games training camps in the South West.

       Day visitor market
2.17   Day visitors are a long established sector to Exeter. It is estimated that in 2003
       there were 1.3 million day visitors to Exeter contributing £42 million to the local
       economy. In terms of trips made, this is the largest market for the city. Appendix
       6 shows leaflets/publications produced to support this market. Extensive
       promotion of Exeter as a day visitor destination for people living in and visiting
       Devon will continue. There are a number of different types of day visitors to
       Exeter including residents of Devon visiting the city and tourists staying
       elsewhere in the South West and visiting Exeter for the day.

2.18   Market/visitor characteristics are:
        very seasonal and very competitive market
        visit primarily focused around shopping and food and drink
        some use of public transport
        trips self-arranged
        nationally, this market is predicted to increase by 19% over the next ten years

       Visiting friends and relatives market
2.19   Visits to friends and relatives grew strongly in the 1990‟s. However, more recent
       trends suggest a slow down in this market. People visiting friends and relatives
       (VFR) account for 19% of the region‟s tourism trips, but only 9% of spend
       because of the low level of spend once in the area.

2.20   Market/visitor characteristics are:
        low spend per night
        primarily short stay
        high car use

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          even distribution of trips throughout the year with peak at Christmas
          a third of trips made by people travelling alone
          trips self-arranged
          half come from SE & SW regions
          nationally, this market is predicted to increase by 71% over the next ten years

2.21   The VFR market will always be a tricky market to address in terms of reaching
       the target audience. In addition to the range of promotional material produced,
       the City Council will continue to addresses this in developing a diverse
       programme of press releases on events and activities and distributing leaflets to
       a wide range of venues within the city.

       Group Travel Market
2.22   This group is very diverse and includes commercial tour operators, social clubs
       and independently organised groups from within the UK and further a field.
       There is a growing trend towards coaching holidays being more up-market, using
       3 and 4 star hotels and being particularly related to an activity or theme, such as
       walking, or visiting gardens etc. The Exeter Group Organisers‟ Guide has been
       expanded to include information on the Heart of Devon, increasing the appeal of
       the city for groups.

2.23   Market/visitor characteristics are:
        inclusive tour programme offered by tour operator
        longer than average holiday
        less seasonal than holidays as a whole
        high spend per trip and night
        more likely to have a theme
        dominated by older people
        nationally, this market is predicted to increase by 32% over the next ten years

2.24   From research undertaken by South West Tourism, the group market is currently
       a relatively small market to the South West but one where Exeter has performed
       well and has a high market share. The key market is the less affluent over 55‟s
       on 4/5 day breaks. These are primarily centred holidays with day excursions
       rather than touring holidays.

2.25   A full promotional campaign takes place each year in promoting Exeter to the
       groups‟ market, including production of a groups guide, advertising, public
       relations, group organiser/journalist familiarisation visits and attendance at
       exhibitions. The groups market is growing in Exeter with an increase in bookings
       from language schools and education establishments and overseas group tour
       operators visiting Exeter due to the interest in film tourism (Rosamund Pilcher).

       Conference market
2.26   The performance of the conference sector is directly linked to the performance of
       the UK economy. Business confidence needs to be high for employers to invest
       in sending staff on conferences, training and seminars. Conference Devon was
       set up in 1999 with the aim of increasing the awareness and highlighting
       conference facilities within Exeter and Devon. Following many years of direct
       management and support, the City Council has “handed over” this activity to a

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       private sector led partnership of successful conference venues to continue its

2.27   Market/visitor characteristics are:
        within the South West almost a third of business takes place in Devon
        higher than average spend
        short stay – 3 nights away
        primarily car-borne trips
        most use hotels (59%) with a further 10% making use of B&B‟s
        low points tend to correspond with school holidays
        half of all business trips take place in cities or larger towns
        nationally, this market is predicted to increase by 41% over the next ten years

       Overseas market
2.28   Overseas tourism to the region has followed the national trend. From 1996 –
       2000 it remained fairly static but fell by 16% in 2001 in response to Foot & Mouth
       and September 11.

2.29   Overseas tourism is affected by a number of factors which may impact people to
       visit the UK. The main influences are:

          changes in economic activity and disposable income
          the relative value of sterling
          changes in routes and opportunities to access the UK
          political and health events, such as war, terrorism incidents and disease

2.30   Market/visitor characteristics are:
        a high average length of stay
        20% of overseas visitors come from N America. The bulk of the rest come
        continental Europe.
        Devon and Avon attract the most overseas visitors
        over a third stay with friends and relatives, the rest in hotels and B&B‟s
        nationally, this market is predicted to increase by 31% over the next ten years

2.31   Devon & Cornwall Overseas Marketing (DACOM) is a joint marketing
       organisation between local authorities in Devon and Cornwall to promote the
       area to the overseas market. Funding ceases early 2007, for Devon, this role will
       be administered by the Devon Destination Management Organisation, with
       involvement by Exeter City Council.

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3.1          The tourism industry within Exeter has matured over the past 5 years into a
             vibrant economy that helps drive many businesses including hotels, B&B‟s,
             restaurants, cafes, visitor attractions, sporting facilities, the retail sector and
             transport to and within the city.

3.2          The recent number of gallery and restaurant openings within Exeter is adding to
             the growing reputation of the city as a cultural and culinary destination. The
             emergence of the use of local food and drink within the hospitality industry is
             prevalent within Exeter due to the city being surrounded by a rich and diverse
             industry of farmers and growers.

3.3          As a tourist destination, Exeter has many strengths in relation to other similar
             cathedral cities within England:

              close proximity to outstanding coast (UNESCO World Heritage Site) and
               countryside (Dartmoor & Exmoor)
              good motorway and train links
              a wide range of cultural facilities and events
              rich heritage
              award winning city museum (RAMM)
              closeness to regional airport, with national and international links
              comprehensive Park & Ride
              compact city
              growing reputation as a culinary destination
              weekly farmers market and monthly slow food market

3.4          On the basis of existing tourist facilities, Exeter is seen as a traditional heritage
             and shopping destination within the South West. Over the next 4 years Exeter
             will be undergoing a period of change due to a number of new visitor related
             developments coming to fruition:

        i.      Princesshay development – new contemporary design, mixed use centre in
                the heart of Exeter adding an extra 200,000 square feet of retail, due to open
                autumn 2007
       ii.      openings of quality restaurants – through the Princesshay development seven
                new restaurants are planned
      iii.      New Underground Passages Heritage Centre and new Tourist Information
                Centre – two new tourist facilities as part of the Princesshay development,
                due to open autumn 2007
      iv.       opening of „Vue‟ cinema – new state of the art multi-screen cinema opening
                within the Summerland Gate complex, due to open winter 2006
       v.       completion of city centre re-paving programme in Cathedral Close (early
                2007) and lower High Street (mid 2007)
      vi.       implementation of strategic signage – installation of 20+ red „monoliths‟ to
                help with visitor orientation, to be installed spring 2007
      vii.      development and extension of RAMM – conservation and refurbishment of
                museum, re-display and re-interpretation of collection, access to Roman wall
                and a new extension, due to re-open 2010

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      viii.      re-opening of St Nicholas Priory – new attraction consisting of a fully
                 furnished historic site for school children and independent visitors, due to
                 open in 2007
       ix.       development of Rougemont Castle area – final use of site yet to be confirmed
                 by developers
        x.       development and extension of the Northcott Theatre – new extension and
                 additional seating, due to be completed winter 2007
       xi.       development of city centre heritage parks – plans submitted to the Heritage
                 Lottery to restore Northernhay and Rougemont Gardens - completed 2009
      xii.       development of Exeter‟s Historic Quayside – mixed use regeneration of
                 redundant buildings and water based activities, due to be completed in four
                 phases up to 2012
      xiii.      enhancement of the Valley Park - improvements to access, habitats and
                 general amenities, due to be completed 2008
      xiv.       development of Round Robin – ferry service to include stops at Exmouth,
                 Topsham and Starcross, due to start 2007/08
      xv.        cycle network along Exe estuary – new National Cycle Network (NCN) around
                 the Exe estuary from Exmouth to Dawlish, due to be completed 2009

3.5           The above development projects will give Exeter the opportunity to spread a new
              message and market itself as one of the most sophisticated shopping, cultural
              and culinary destinations within the South West.

              City Council contribution
3.6           As well as working with others, particularly the Exeter and Heart of Devon Hotels
              and Restaurants Association the Economy & Tourism Unit of the City Council is
              actively engaged in a number of tourism marketing and development projects.
              For example it:-

               provides much of the infrastructure of tourism, essential services such as the
                Tourist Information Centre, signposting, street cleaning and waste
                management, public toilets and car parks, which ensure that basic visitor
                needs are catered for
               supports the development of arts and sports, often in major festivals and
                events, which are of great appeal to visitors as well as residents
               operates visitor attractions of its own, like the Royal Albert Memorial Museum,
                the Underground Passages, Quay House Visitor Centre and the Red Coat
                Guided Tours
               devises and promotes visitor products, from self-guided walking trails to
                special events
               cares for parks, open spaces and other public areas
               makes planning decisions which can have an important impact on tourism
               gives grants, advice and practical support to arts organisations and events
               is the licensing authority issuing licences to taxi drivers, pubs and public
                entertainment venues.

3.7      The Tourism Unit will be working extensively with the Royal Albert Memorial
         Museum, the Underground Passages and Princesshay once re-opened to market
         both facilities to the wider visitor audience outside Devon highlighting the city as a
         vibrant heritage / cultural / shopping destination.

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4.1   The Exeter economy, after a period of very slow growth between 1994 – 1999
      (annual growth rate of 3.4%), accelerated considerably between 1999 and 2004
      (annual growth rate of 8.3%). Against this background the following table
      summarises the growth in economic activity by increase in gross value added
      over the past ten years within the hotel & catering sector which covers hotels,
      restaurants, cafes, bars and catering contracts:

                                     1994       1999   1994 – 2004
                                                       % growth pa
         Hotels & catering sector £36.1m £55.4m £87.9m     9.3
       Source: The Exeter Economy 1994 – 2004, Devon County Council

4.2   Tourist accommodation takes many different forms, including hotels, guest
      houses, bed and breakfast, self-catering, campus/university accommodation,
      touring and static caravans all of which cater for a variety of tastes and budgets.
      All are capable of bringing economic benefits to the area in which they are
      located. Hotels and other businesses in this sector are important in economic
      terms; they attract staying visitors, create jobs, enhance the local image and
      represent important industry infrastructure.

4.3   From research undertaken by South West Tourism and Devon County Council
      the accommodation sector in Exeter is performing very well, despite mid-week
      fluctuations. The table below represent the increase in volume of activity in the
      accommodation sector over the past 6 years.

                                   1997         2003     % increase
            Overnight trips       219,000     467,000     +113%
          Overnight trips spend £38,229,000 £ 94,920,000  +148%
              Bed spaces           2,680       5,108      +90.6%
        Source: South West Tourism

4.4   There is a wide range of tourist accommodation within Exeter, ranging from 5
      diamond bed & breakfast establishments through to budget and 4 star hotels.
      Campus accommodation is only available out of term-time for visiting delegates
      and people wishing to stay on campus for their holiday. The table below shows
      the breakdown of the accommodation sector in the city.
                          1 star hotel          N/A
                          2 star hotel          107
                          3 star hotel          329
                          4 star hotel          440
                          5 star hotel          N/A
                          Budget/travel         629
                          Campus/University     1,900
                          B&B / Guest houses 1,703
                          TOTAL                 5,108
                         Source: Exeter City Council

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4.5    The table below shows that Exeter has an above average bedspace occupancy
       compared to the rest of Devon. Exeter‟s average bedspace occupancy for 2004
       was 49.7%, but bedroom occupancy is actually much higher. Measuring capacity
       of used accommodation by bed-space occupancy figures greatly underestimates
       the utilisation of accommodation within the city, as many bedrooms are for
       example, double or twin which are often occupied by single corporate travellers
       on business. There is therefore a particularly high level of bedroom occupancy
       midweek, but there is scope for further raising occupancy at weekends.

2004   Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Annual
Exeter 46.0 39.6 28.4 46.3 42.8 48.7 52.5 59.2 61.5 63.7 55.7 52.9 49.7
Devon 33.3 32.0 26.0 32.3 32.4 42.6 44.7 51.9 60.3 66.7 52.1 42.5  43.0
Source: Devon Tourism Trends 2004

4.6    Over the past 3 years there have been over 30 commercial enquiries from
       prospective hotel companies requesting information on opening up new premises
       within the city. None of these enquiries has yet resulted in new hotel openings.
       Hotel companies have been unable to identify city centre sites which they can
       afford against other higher value uses such as offices or residential.

4.7    The city‟s Local Plan indicates that office sites or conversion of office buildings in
       the city centre may provide the best location for new hotel developments. Hotel
       development on employment land outside the city centre will be assessed on the
       basis of whether this would unduly reduce employment creation potential. Hotels
       can also play an important role in supporting business operations and attracting

4.8    Development of Sky Park, the Science Park and the growth in traffic at Exeter
       International Airport, will contribute to future development needs within the tourist
       accommodation sector in the city. A review is currently underway to clarify the
       nature, scale and location of additional hotel accommodation needed in view of
       these developments.

4.9    Devon as well as Exeter only promote accommodation that has been inspected
       by The AA, VisitBritain and a recognised local inspection body, such as the
       Devonshire Heartland Tourism Association. Guidance from the Department for
       Culture, Media and Sport (DCMS) state that local authorities should only promote
       accommodation that have been inspected by „nationally‟ recognised inspection
       bodies, The AA and VisitBritain. This issue is being addressed by the emerging
       Devon Destination Management Organisation and Exeter City Council.

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5.1   The following points detail a series of important issues that have a direct effect on
      tourism within Devon and in particular, Exeter. These need to be addressed in
      the promotion and development of Exeter as a sustainable visitor destination.

5.2   Within the hospitality industry businesses have problems with the
      recruitment/retention of quality employees and skills shortages with their staff. A
      number of business owners/managers require support to develop their company
      business and management skills. More recently shortages have been eased with
      people from overseas looking for work in Devon who are filling vacancies within
      the hospitality industry. In addition, Devon Tourism Skills Network has been
      established and tasked to improve the level of skills within the tourism industry
      through the delivery of NVQ based training. Enhancement to the training of new
      entrants and existing staff in the sector needs to be sustained. More employers
      need to be encouraged to engage in training to improve efficiency, productivity
      and profitability.

5.3   Currently, public transport links into the city are very good, including an extensive
      coach and bus network and to date improving train links to the South East, West
      Midlands and the North East through First Great Western and Virgin. There are
      however proposals to abolish direct cross-country routes to the North West,
      supplied by Virgin. The business community in Devon and Cornwall have aired
      their great concerns to this proposal, which, if confirmed, will have a negative
      impact on the tourism industry by forcing passengers to change at Birmingham
      New Street.

5.4   First Great Western recently won the rail franchise to run local services within
      Devon and Cornwall as well as the main line service to and from London. They
      also manage Exeter St David‟s and Exeter Central Train stations. A plan of
      improvement works has been proposed for the next 2 years to include improved
      access and improved passenger facilities. Exeter St David‟s and Exeter Central
      are viewed as uninviting for visitors and with both train stations being gateway‟s
      into the city, these improvements are welcomed.

5.5   The continued growth of Exeter International Airport and the close proximity to
      the city has boosted both in-bound and out-bound tourism; in-bound passenger
      numbers for Exeter International Airport have grown to some 300,000 per annum.
      With the introduction of further new domestic and European flights and double
      daily flights on the Edinburgh, Glasgow and Manchester route passenger
      numbers are predicted to grow, representing a real strategic opportunity for the
      area. Through joint targeted promotional campaigns with Flybe or any other new
      carriers choosing to operate out of the airport, Exeter will be promoted to key
      destinations within the UK.

5.6   Over the past year Devon County Council has been working on the development
      and promotion of the „Devon‟ brand through a £1.2 million 3 year part European
      funded project, which ends September 2007. „Discover Devon Naturally‟ is
      founded on Devon‟s unique natural and historical environment and aims to raise
      the profile of Devon as an out of season experience based destination. The City

                                                                    Final version December 2006

      Council is working on, and will continue to work on raising the profile of Exeter
      within the „Discover Devon Naturally‟ campaign.

5.7   South West Tourism is leading on the procurement of a „Destination
      Management System‟ for the South West. The system will enable users wishing
      to promote their businesses to input data on accommodation, attractions and
      events etc once into a website and this will then be duplicated onto tourism
      websites for Devon, the South West and the UK. There are many benefits on
      working collaboratively with a Destination Management System for the area, as
      this will give Exeter a greater presence in sub-region, regional and national
      tourism websites and associated promotional activity, whilst providing access to a
      greater range of potential customers and information on their purchasing
      preferences. Involvement in this initiative will be progressed through the Heart of
      Devon Tourism Partnership.

                                                                    Final version December 2006


6.1   The tourism strategy for the South West – „Towards 2015‟, published in 2005 by
      South West Tourism recommended substantial changes to the organisation of
      tourism in the South West. As yet, the role of South West Tourism within the
      recommended changes has not yet been clarified. Services they may deliver
      include quality development, sustainable tourism, research, e-tourism, skills
      development, business support and marketing the South West generally as a
      tourist destination.

6.2   The main recommendation for those involved with this very fragmented industry
      is for more emphasis on strategic development and organisation of the industry
      based upon recognised or emerging identifiable destinations. These destinations
      are expected to develop a number of „Destination Management Organisations‟
      (DMOs), which do not necessarily correspond to administrative sub-regions, that
      will provide the basis for a more joined-up approach to tourism promotion and
      development, combining resources and removing duplication of effort. In Devon,
      as in other parts of the South West, groups have been formed to explore the
      option of establishing formal or informal DMO‟s covering recognised geographical

6.3   The working group for developing a Devon DMO which will cover the old county
      area, including Plymouth and Torbay, is currently determining where there is
      sufficient common ground and benefit to be gained from joint working beyond
      existing sub-regional arrangements. The existing sub-regional arrangements are
      undertaken by informal and formal Area Tourism Partnerships such as the Heart
      of Devon Tourism Partnership, North Devon Marketing Bureau, English Riviera
      and Dartmoor Tourist Association. The principles underlying this approach are
      the same as those behind the City Council working successfully in partnership
      with others in the Heart of Devon Tourism Partnership.

6.4   Strong partnerships have been running in Exeter with neighbouring areas for a
      number of years. Both the public and private sector see the advantages of
      working together and pooling resources both financial and personnel as
      appropriate to achieve common aims.

6.5   The City Council is participating in the Devon DMO working group, representing
      the Heart of Devon Tourism Partnership, in order to determine whether a formal
      involvement or otherwise is likely to produce benefits for the promotion and
      development of tourism for Exeter and the Heart of Devon.

6.6   The proposed roles and responsibilities of the Devon DMO whilst still in early
      development stages, are based on the following:
          marketing and reinforcing the „Devon‟ brand
          co-ordination of collaborative working arrangements
          pan Devon product development
          pan Devon research
          Devon wide themed marketing, complementing specific more localised
             initiatives to include food and drink, walking, watersports, wildlife, gardens
             and family.

                                                                    Final version December 2006

6.7   The Heart of Devon Tourism Partnership was re-established during 2004 with the
      three local councils of Exeter, East and Mid Devon and the two private sector
      organisations of Devonshire Heartland Tourism Association and Exeter & the
      Heart of Devon Hotels & Restaurants Association. Recently, Axe Valley
      Promotions and the Sidmouth & District Hospitality Association joined the Heart
      of Devon Tourism Partnership as they could see the benefit of joint working
      arrangements. A significant number of businesses are also involved in the
      activities of the Tourism Partnership in the Teignbridge District Council area.

6.8   The main aim of the Tourism Partnership is to encourage sustainable tourism
      development, reduce duplication/wastage of effort particularly in marketing and
      website development in the area. The Heart of Devon Tourism Partnership
      continues to work towards a one-stop shop for both tourism businesses and
      potential visitors to the area. It is the Partnership‟s aim to continue to work with
      the private sector in creating new tourism promotional opportunities, better
      tourism support services and provide more information on latest developments in
      the tourism industry across Devon, the South West and the UK. If the DMO for
      Devon goes ahead, it is intended that the Tourism Partnership will represent the
      collective interests of tourism in this part of Devon.

                                                                    Final version December 2006


7.1   Based on the current position of the tourism industry, the market opportunities,
      developmental needs and opportunities for growth outlined within this document,
      there are four strategic priorities that are key to the development of tourism within
      the city. The four priorities are linked and each plays its own part in achieving the
      overall vision set out in this strategy building upon the significant investment
      underway and planned. Our aim should be:

      “ to further develop the city as a nationally recognised visitor destination in
      a sustainable manner, focusing on Exeter‟s strengths as the regional
      capital, as a leading cultural, heritage and shopping destination in
      providing jobs and supporting businesses. The intention is to increase
      tourism activity by 15% within the lifetime of this strategy”.

7.2   These priorities are:

      Priority 1 – To build Exeter’s position as a year-round quality visitor
      destination by developing in partnership a series of themed marketing
      campaigns to raise the profile of the City nationally, regionally and locally, aimed
      at increasing visitor numbers and spend.

      Priority 2 - To raise the quality and competitiveness of the visitor
      experience in Exeter by developing and improving city attractions, events and
      visitor services.

      Priority 3 - To maximise economic benefits and employment opportunities
      from tourism by strengthening the partnership with the business community and
      supporting improvements and additions to the accommodation stock.

      Priority 4 – To improve the position of Exeter as a short break destination
      through sustainable tourism initiatives by encouraging tourist facilities within
      Exeter to raise quality standards and to adopt a sustainable approach to tourism

7.3   It is important to be realistic about what can be achieved and supported. It is
      also important to build upon the achievements of the previous Tourism
      Development Strategy by developing and implementing the four priorities in
      partnership with the tourism business community of Exeter and the Heart of

7.4   The following action plan details key area‟s of work within the industry that need
      addressing over the next four years taking account of the market opportunities
      outlined in this document, developments in infrastructure, transportation and the
      wide range of capital investment taking place in and close to the city. The
      actions are grouped as follows under each of the four priorities listed above.

EXETER VISITOR/TOURISM STRATEGY 2007- 2010                                                                Final version December 2006

Priority 1 - Build Exeter’s position as a year-round quality visitor destination by developing in partnership a series of themed
marketing campaigns aimed at increasing visitor numbers and spend to raise the profile of the City nationally, regionally and locally
REF ACTION                                                                 PARTNERS             OUTCOMES
1.1    Work with partners on the effective promotion of Exeter and the     MDDC, EDDC,          Increase in visitors and spend.
       Heart of Devon to the short break and group market recognising      DHTA, AVP,           Agreed promotional campaigns
       the value of Devon as the brand but focusing on the product that    SDHA,                developed, including a web-based
       is available in and around the city                                 EHODHRA              approach.
1.2    Develop marketing plan for:                                         Exeter attractions   Increase the awareness of and
            Day visitor market                                            &                    attendance at visitor attractions within
            Group travel market                                           accommodation,       Exeter. 2 marketing campaigns
            Visiting, friends and relatives (VFR)                         public transport     developed – 2007. 2 further
            Overseas market                                                                    campaigns developed by 2008
1.3    Develop themed marketing campaigns for the promotion of             SWT, Exeter          Increase in visitors and spend.
       Exeter to the following markets and to develop a family of          attractions, event   2 campaigns launched each year.
       promotional material:                                               organisers
            Kids & families
            Heritage & culture, including Heritage Open Days
            Nature & gardens
            Activity holidays
            Food & drink
            Luxury holidays
            Shopping
1.4    Exploit web-based technologies to generate interest in Exeter       DCC, EHODHRA,        Increase in visitors and spend.
       and the Heart of Devon, and facilitate an increase in               DHTA, MDDC,          Reduced expenditure on printed
       accommodation bookings                                              AVP, SDHA            materials.
1.5    Enhance the group booking service provided by the Tourism           Exeter attractions   Increase in groups visiting city
       Unit to include suitable attractions in Exeter (RAMM &                                   attractions and Exeter
       Cathedral) and re-introduce the group privilege card (once                               Privilege card introduced 2008
       Princesshay opens)
1.6    Promote the growing reputation of the city as a „culinary           TOTW, SWT,           Increase in visitor numbers to food
       destination, including further developing the Exeter Festival of    EHODHRA,             festival and increase in visitor spend in
       South West England Food and Drink and a food „Safari‟               SWRDA, E&E,          Exeter restaurants.
       highlighting the value of buying local food and drink to new        Michael Caines       Food safari leaflet produced 2008.
       visitors and group operators regionally and nationally

EXETER VISITOR/TOURISM STRATEGY 2007- 2010                                                                    Final version December 2006

Priority 1 - Build Exeter’s position as a year-round quality visitor destination by developing in partnership a series of themed
marketing campaigns aimed at increasing visitor numbers and spend to raise the profile of the City nationally, regionally and locally
REF ACTION                                                                    PARTNERS              OUTCOMES
1.7    Raise the profile of a year-round programme of cultural events         Event organisers      Increase in attendance figures to
       to encourage out-of-season visitors and new audiences                                        events during October – April.
                                                                                                    Exeter Events leaflet published
                                                                                                    annually (summer & winter).
1.8    Build on and promote Christmas events and activities to ensure         City Centre           Increase in High Street footfall during
       that Exeter is a competitive and attractive shopping and visitor       Manager, retail       Christmas period.
       destination during the pre Christmas period                            sector, attractions   Annual themed campaign.
1.9    Work with the retail sector to promote facilities within the city to   LS, City Centre       Increase in footfall to city centre.
       attract new visitors, coordinated through the City                     Manager, retail       Campaign ready – autumn 2007.
       Centre/Princesshay Centre Management team                              sector

1.10   Work with the RSPB, Forestry Commission, Environment                   RSPB, FC, EA,         Increase in staying and day visitors at
       Agency and Devon Wildlife Trust on the development and                 DWT                   bird hides and bird related events.
       promotion of bird watching in and around Exeter and the Heart                                Bird watching campaign developed –
       of Devon                                                                                     2007.
1.11   Once a substantial part of the National Cycle Network route is         Sustrans, Bike        Increase in visitors.
       completed around the Exe Estuary, exploit the potential of cycle       hire suppliers,       Press launch of new route.
       tourism in Devon through regional and national marketing               DCC,                  New cycling guide.
       campaigns                                                              accommodation         Regional campaign launched – 2008.

EXETER VISITOR/TOURISM STRATEGY 2007- 2010                                                              Final version December 2006

Priority 2 - To raise the quality and competitiveness of the visitor experience in Exeter by developing and improving city
attractions, events and visitor services
REF ACTION                                                                PARTNERS            OUTCOMES
2.1   Work with developers on the fit out of the new Tourist              SRM, ECC –          Increase in visitors to TIC & UP.
      Information Centre and Underground Passages Heritage Centre         Planning Service,   Improved services and experience for
      and plan for the opening to raise the profile amongst residents,    LS, Northcott       visitors.
      visitors and businesses within Exeter                               Theatre             New TIC & UP open autumn 2007.
2.2   Work with the Leisure & Museums Service on the promotion and        ECC – Leisure &     Increase in visitors to both attractions.
      opening of St Nicholas Priory and the Royal Albert Memorial         Museums Unit        St Nicholas Priory open 2007.
      Museum as a must see visitor attraction                                                 RAMM open 2010.
2.3   Work with Community & Environment on the promotion and              ECC –               Increased usage of city gardens,
      regeneration of the heritage parks in Exeter (Northernhay &         Community &         additional visitor attraction and
      Rougemont)                                                          Environment         performance venue.
                                                                                              Northernhay & Rougemont Gardens
2.4   Encourage the development of better conference facilities within    ECC – Planning      Support venues to improve and install
      Exeter and the promotion of Exeter as a business tourism            Service,            conference facilities.
      destination through Conference Devon                                attractions,        Increase in business tourism visitors
                                                                          accommodation       and spend.
                                                                                              Work with Conference Devon on
                                                                                              promotional campaigns.
2.5   Ensure that all attractions managed by the Tourism Unit and         Exeter              Improved quality in attractions and
      within Exeter meet the minimum standards required for               attractions, SWT    image of the city.
      achieving the „Quality Assured Visitor Attraction‟ award                                3 attractions receive award –
                                                                                              December 2008.
2.6   Promote the network of accessible cycle routes within Exeter to     DCC, ECC –          New route linking into NCN.
      encourage residents and visitors of all abilities to cycle within   Planning Service    National promotion of Exeter.
      and to the city                                                                         Increase in cycle visitors to Exeter.
2.7   Work with City Centre Manager in encouraging later closing          City Centre         Increase in visitor spend in retail
      times and Sunday opening within the City Centre, linking to         Manager, LS         sector.
      Princesshay opening                                                                     Enhanced night time economy –
                                                                                              Autumn 2007.

EXETER VISITOR/TOURISM STRATEGY 2007- 2010                                                            Final version December 2006

Priority 2 - To raise the quality and competitiveness of the visitor experience in Exeter by developing and improving city
attractions, events and visitor services
REF ACTION                                                               PARTNERS           OUTCOMES
2.8    Work with the Devon Wildlife Trust on the opening of Cricklepit   DWT                Press launch of new attraction.
       Mill to enhance the tourism product on the Historic Quayside                         Increase the capacity of visitor
                                                                                            attractions within the city.
                                                                                            Cricklepit Mill to be included in tourist
                                                                                            publications – 2007.
2.9    Improve highway brown signage and pedestrian signage to           DCC, ECC –         Strategic signage installed 2007.
       visitor attractions and the Tourist Information Centre            Planning Service   Increase in visitors to visitor
2.10   Research the opportunity to provide high quality banners          DCC                Increased awareness and attendance
       advertising cultural events/activities as a means of promoting    ECC – Planning     at cultural events/activities.
       them at key locations in the city.                                Service            Banners installed if feasible 2008.
2.11   Establish consultation mechanisms with both users and non-        ECC –              Improved awareness of quality and
       users of the tourism service including minority groups to         Communications     development needs of facilities in city.
       establish future areas of tourism development and marketing       Unit               Full accessibility for minority users
       opportunities                                                                        where achievable.
                                                                                            Consultation group developed – 2008.

EXETER VISITOR/TOURISM STRATEGY 2007- 2010                                                              Final version December 2006

Priority 3 - To maximise economic benefits and employment opportunities from tourism by strengthening the partnership with
the business community and supporting improvements and additions to the accommodation stock
REF ACTION                                                                 PARTNERS           OUTCOMES
3.1   Agree a strategic approach to the development of the Heart of        DCC, MDDC,         Increased involvement of Tourism
      Devon Tourism Partnership to:-                                       DHTA, AVP,         Associations & businesses within the
      a) encourage the wider tourism and business community to take        EHODHRA,           Tourism Partnership.
      part within the Heart of Devon Tourism Partnership                   SDHA               Membership package developed –
      b) develop an attractive membership structure in conjunction                            April 2008.
      with the Devon DMO & South West Tourism                                                 Marketing Plan developed – April
      c) develop an effective means of delivery for the promoting and                         2007.
      product development of tourism within the Heart of Devon                                Increase in visitors and spend
      including minority groups.                                                              resulting from more effective and
                                                                                              collaborative effort with consequent
                                                                                              economic benefits.
3.2   Consider the results of the review to clarify the nature and scale   DCC, EDDC,         Additional jobs created.
      of additional hotel accommodation needed and prepare policy          MDDC, TDDC,        Improved hotel accommodation.
      guidelines relating to preferred locations for such developments     SWT                Policy guidelines prepared 2007.
      in collaboration with neighbouring authorities
3.3   Determine whether involvement in a Devon wide DMO approach           DCC, SWT           Reduce duplication & wastage of
      provides a realistic benefit for the area                            MDDC, DHTA,        effort.
                                                                           EHODHRA, AVP,      Cost efficiencies and enhance
                                                                           SDHA               promotional impact.
                                                                                              Devon DMO established, if feasible
3.4   Work with the retail sector to build on opportunities provided by    City Centre        Increase footfall within the city centre
      the new Princesshay development to attract new visitors to the       Manager, LS,       and visitor spend.
      city                                                                 Business forum     New shopping leaflet produced with
                                                                                              related marketing campaign 2007.
3.5   Develop Exeter Tourism Forum to improve two way                      Tourism industry   Improved communication within
      communication with the private sector of tourism development                            industry.
      and marketing initiatives                                                               Forum established by Dec 2006.

EXETER VISITOR/TOURISM STRATEGY 2007- 2010                                                      Final version December 2006

Priority 3 - To maximise economic benefits and employment opportunities from tourism by strengthening the partnership with
the business community and supporting improvements and additions to the accommodation stock
REF ACTION                                                              PARTNERS       OUTCOMES
3.6   Work with Devon Tourism Skills Network on developing an           TSN, DCC,      Improved skills of industry staff with
      effective training programme for tourism businesses within        MDDC, EDDC,    consequent benefits to the customer,
      Exeter and the Heart of Devon to cover a wide range of training   DHTA, AVP,     business and individuals themselves.
      needs, including equalities and access issues                     EHODHRA,       Training programme developed 2008.
                                                                        SDHA           Improved usage of the industry as an

EXETER VISITOR/TOURISM STRATEGY 2007- 2010                                                               Final version December 2006

Priority 4 - Improve the position of Exeter as a short break destination through sustainable tourism initiatives by
encouraging tourist facilities within Exeter to raise quality standards and to adopt a sustainable approach to tourism development
REF ACTION                                                                  PARTNERS           OUTCOMES
4.1    Develop the profile of Exeter as a centre for sustainable tourism    Public transport   Increase in visitors & spend to Exeter
       by highlighting the ease of access by public transport to the city   providers, DCC,    Increase use of public transport
       through rail and coach packages, and for day trips in conjunction    Sustrans
       with promoting walking the Jurassic Coast, Dartmoor etc, using
       the National Cycle Network and other initiatives.
4.2    Continue to develop tourism without traffic (car free days out) to   Public transport   Increase in use of public transport,
       and from Exeter to encourage people to visit Exeter by public        providers,         visitors & spend to Exeter.
       transport, linking with the Park & Ride                              attractions        How to get to Exeter by public
                                                                                               transport in all tourist publicity.
4.3    Develop a „Code of Practice‟ for the groups/coach market             Coach station,     Increase in coaches visiting Exeter
       visiting Exeter and to improve the provision of coach parking,       DCC                with increase in visitors & spend.
       coach facilities and coach driver refreshment facilities                                Developed 2007.
4.4    Provide guidance for small businesses on how to reduce waste         SWT, DCC, ECC      Information pack produced.
       and recycle more effectively and work towards implementing           Environmental      2 best practice „Environmental
       Environmental Management plans                                       Services,          Management Plans‟ developed
                                                                                               covering green issues and how to
                                                                                               reduce waste - 2008.
4.5    Promote the Green Tourism Business Scheme to tourism                 SWT, DCC,          Increased promotion of Exeter as a
       providers within Exeter                                              GTBS               „green‟ destination.
                                                                                               8 venues within Exeter to apply for
                                                                                               GTBS – 2010.
4.6    Aim to reduce the amount of printed material produced by the         City attractions   50% of brochures printed on recycled
       Tourism Unit and capitalise on new ways to deliver tourist           Tourism websites   paper.
       information to visitors and non-visitors through ICT                                    All printed material available to
                                                                                               download from internet.
4.7    Encourage hotels, restaurants and cafes to highlight the             Hotels, cafes,     Reduce food miles. Highlight
       linkages between their product and the sources of supply of the      restaurants,       availability of Devon food & drink.
       food, drink and other aspects of their operation with emphasis       attractions        Increase in spend within catering
       be placed on sourcing local produce and Fairtrade products                              sector.

EXETER VISITOR/TOURISM STRATEGY 2007- 2010                                 Final version December 2006

ECC – Exeter City Council
DCC – Devon County Council
SWT – South West Tourism
MDDC – Mid Devon District Council
DHTA – Devonshire Heartland Tourism Association
EHODHRA – Exeter & the Heart of Devon Hotels and Restaurants Association
AVP – Axe Valley Promotions
SDHA – Sidmouth & District Hospitality Association
TSN – Tourism Skills Network
DMO – Destination Management Organisation
CAPE – Cultural Arts Partnership Exeter
CD – Conference Devon Limited
FGW – First Great Western
SWTrains – South West Trains
SC – Stagecoach
TIC – Tourist Information Centre
TOTW – Taste of the West
SWRDA – South West Regional Development Agency
E&E – Express & Echo
SRM – Sir Robert McAlpine
LS – Land Securities
RFA – Richard Fowler Associates (designer for interpretation)
RCG – Red Coat Guides
DWT – Devon Wildlife Trust
FC – Forestry Commission
EA – Environment Agency
TDC – Teignbridge District Council
FE – Forest Enterprise
DGOC – Devon Guild of Craftsmen
GTBS – Green Tourism Business Scheme

EXETER VISITOR/TOURISM STRATEGY 2007 – 2010                                                              Final version December 2006


8.1    The City Council aims to work hand in hand with its partners to increase tourism activity within the City by 10% within the
       lifetime of this Strategy.

8.2    A typical tourist product life cycle runs through six stages, as shown below. To respond to these changes and avoid
       stagnation and decline within Exeter, it is vital that this tourism strategy has a dedicated monitoring programme in place. By
       having our finger on the pulse through regular monitoring it will be able to react to issues early before they become problems,
       and so create a dynamic destination that is capable of adapting to opportunities and changing markets. The proposed
       Tourism Forum in Exeter as well as the growing/evolving relationship through the Heart of Devon Tourism Partnership will be
       key to this.

Source: WTO guidelines for developing sustainable tourism - 1998

8.3    This Strategy will be reviewed 2 years into its inception to keep ahead of the changing visitor/tourism market, to include the
       Heart of Devon Tourism Partnership, the emerging Devon DMO, changing visitor needs and completed capital developments,
       mentioned earlier in this Strategy.

8.4    To enable the Economy and Tourism Unit to measure trends, identify positive and negative effects of the Strategy and to
       establish trends over time a number of indicators have been developed. These will be regularly monitored and reported to
       the City Council and its partners in delivering this strategy, taking 2005 figures as the baseline.

EXETER VISITOR/TOURISM STRATEGY 2007 – 2010                                                           Final version December 2006

8.5   For the time of this Strategy we can only measure the micro tourism environment to give us a broad indication of tourism
      trends within Exeter. Figures for the macro tourism are delayed by 2 years, as South West Tourism only undertake the
      Cambridge Economic Assessment Model every years (2005, 2007 and 2009).

                                                                          Tourism Performance Indicators               2005
                                                        Number of visitors to the Tourist Information Centre          87,955
                              Number of accommodation bookings made in the Tourist Information Centre                   758
                                                             Number of visitors on a Red Coat Guided Tour             12,912
                                                      Number of Visitors to the Quay House Visitor Centre             23,471
                   Number of visitors to the Underground passages (Closed from Apr 2005 – Autumn 2007)             18,459 (2004)
                                                   Number of visitors to the Royal Albert Memorial Museum             233,408
                                                                     Number of visitors to Exeter Cathedral           187,000
                                                       Unique website visitors – www.exeter.gov.uk/visiting           33,087
                                                        Unique website visitors – www.essentialdevon.com              24,107
                                                      Total group bookings made through the Tourism Unit                334

Exeter Visitor Tourism Strategy 2007 - 2010              Final version December 2006


                                  TOURISM POLICY CONTEXT

APPENDIX 2                        TOURISM IN THE UK

APPENDIX 3                        TOURISM IN THE SOUTH WEST

APPENDIX 4                        TOURISM IN DEVON

APPENDIX 5                        TOURISM IN EXETER

APPENDIX 6                        VISITOR PROFILE

                                  EXETER CITY COUNCIL

                                  SUB-REGIONAL STRATEGIES

APPENDIX 9                        BIBLIOGRAPHY

Exeter Visitor Tourism Strategy 2007 - 2010                            Final version December 2006

                                                                           APPENDIX 1


1.1   National Policy
      The Department of Culture, Media and Sport (DCMS) is responsible for
      supporting the tourism industry at national level, and for putting regional and local
      support for the sector into strategic context.

1.2   In 2002, DCMS put in place a wide-ranging tourism reform programme. This
      programme was based on achieving strong relationships between partners in
      both public and private sectors and is driven by improvements in delivery in key
      areas. Its main points are as follows:
       VisitBritain established as a strategic marketing-focussed body in April 2003,
          bringing together the former English Tourism Council and the British Tourist
       Regional Development Agencies (RDA‟s) now have strategic responsibility
          for tourism in their regions
       Tourism Alliance established as the voice of the tourism sector, with a remit
          to represent the sector's views and concerns more effectively to Government
       People1st launched in May 2004 as the new Sector Skills Council for tourism,
          hospitality and leisure sectors

1.3   The progress of the reform programme demonstrated a need for a new
      statement of the roles and responsibilities of DCMS and its key partners. The
      areas are:
       Marketing and e-tourism
       Product quality
       Workforce skills
       Improved data on customers
       Advocacy across Government

1.4   Regional Policy
      South West Tourism, represents the South West region covering Cornwall,
      Devon, Dorset, Forest of Dean, Cotswold‟s, Somerset, Wiltshire, Bristol and Bath
      and Bournemouth and Poole.

1.5   As a membership organisation South West Tourism is supported directly by
      approximately 4,500 commercial members. The role of South West Tourism is to
      stimulate and manage the development of tourism to bring economic, social and
      environmental benefits to the people who live and work in the region and to
      provide a rewarding and enjoyable experience for visitors.

1.6   Following up on the national policy direction set by the DCMS, South West
      Tourism in conjunction with SWERDA developed the regional tourism strategy,
      „Towards 2015‟.

1.7   Towards 2015 aims to drive the creation of detailed delivery plans aimed to
      pursue markets identified as having the greatest potential for growth and for

Exeter Visitor Tourism Strategy 2007 - 2010                                Final version December 2006

       attracting new, higher spending visitors, especially those staying outside the
       main season.

1.8    Three strategic aims have been identified within the Strategy, which are:

       (i)     Driving up quality
               Driving up quality and the competitiveness of businesses in the region, to
               increase value and respond to the changing demands of our existing and
               new visitors.

       (ii)    Delivering truly sustainable tourism
               In order for tourism to continue to be a key economic sector for decades
               to come, it is essential that truly sustainable tourism is delivered.

       (iii)   Creating superior destination management arrangements
               It is essential for the industry to rationalise the wide variety of methods
               and structures involved in supporting and promoting tourism destinations.
               The visitor experience is ultimately delivered at „destination level‟ and it is
               on this experience that visitors base their decisions on whether or not
               they will return.

1.9    Devon
       Issued in March 2003, Devon County Council‟s policy on tourism ‟Tourism –
       Everybody‟s Business‟ describes their role and activities undertaken relating to
       the promotion and development of tourism within Devon, including the following:-
        stimulating the flow of investment and expenditure into Devon through tourism
        strategic planning authority
        highway authority
        countryside management services
        libraries and museums service

1.10 Devon County Council sees tourism as a valuable sector of the county‟s economy,
     which can also make a contribution to the quality of life for residents of Devon.
     Three strategic goals and a range of activities were identified within the Strategy.

      (i) Goal 1 – A prosperous Devon
           o develop a better understanding of tourism
           o increase off peak-activity
           o develop the Devon brand
           o improve the quality and diversity of attractions
           o ensure accommodation meets market demand
           o encourage high quality throughout the tourism sector
           o increase the use of ICT
           o improve the performance of tourism business
           o encouraging rural regeneration through tourism
           o work in partnership towards resort regeneration
           o tackle social inclusion by increasing access to „Tourism for All‟

Exeter Visitor Tourism Strategy 2007 - 2010                          Final version December 2006

      (ii) Goal 2 – Improving transport
           o improve the transport infrastructure taking account of the needs of the
              tourism industry
           o develop public transport opportunities for tourists
           o continue to improve the walking, cycling and horse riding networks

      (iii) Goal 3 – Looking after Devon’s environment, culture and heritage
           o conserve the resource
           o encourage good environmental practice
           o develop opportunities for cultural tourism
           o involve local communities in tourism

Exeter Visitor Tourism Strategy 2007 - 2010                           Final version December 2006

                                                                          APPENDIX 2

2.1   The UK is 6th in the table of world tourism earners, but the UK‟s tourism “balance
      of payments” was £15 billion in the red in 2002. To address this, the
      Government is engaging all key partners in tourism:
           The Tourism Alliance
           VisitBritain
           England Marketing Advisory Board
           Regional Development Agencies
           Mayor of London
           Local government
           Sector Skills Council for tourism – People1st
           London 2012

2.2   Travel and tourism is already a key UK industry. It is expected to generate £182
      billion of economic activity in 2006 and contribute 3.5% to GDP. 2.6 million
      people – 8.6% of the working population work in the tourism sector. 86% of
      England‟s tourism revenue comes from domestic visitors.

2.3   Holiday spending by UK residents is primarily affected by:
          Growth in personal disposable income
          Changes in holiday and leisure time
          Competition from alternative leisure spending opportunities

2.4   During the last decade, disposable income per head has grown at around 2% per
      annum, although holiday and leisure time availability has remained relatively
      unchanged. Holiday spending has also remained relatively stable against other
      leisure spending alternatives. It is therefore assumed that the main driver for
      change in the coming decade will be increases in disposable income and overall
      growth in the population.

Exeter Visitor Tourism Strategy 2007 - 2010                           Final version December 2006

                                                                          APPENDIX 3

3.1   In 2001, some 26m tourist stayed overnight in the South West from both the UK
      and overseas. Together these visitors stayed for 105m nights and spend a total
      of £4.5bn during their visit.

3.2   In terms of domestic tourism the South West is the most visited region of the UK
      and 15% of the UK domestic tourism trips and domestic spending occur in the
      South West. 31% of visitors come to the South West from London and the
      South East.

3.3   Most visitors are from the UK with only 7% coming from overseas.

3.4   Average spend per night is similar for UK visitors (£43) and overseas visitors
      (£42). But overseas visitors tend to stay much longer, 7.9 nights on average as
      opposed to 3.7 nights for UK visitors.

      Table 1 - Tourism by UK residents to the South West
                                    Trips Nights Spend
                                     (m)   (m)     (£m)
      Holiday                       17.0   71.6   2992
      Visits to friends & relatives   4.5  10.8     362
      Work/business                   2.3   6.7     485
      TOTAL                         24.0 89.9     3889
      Source: UKTS, IPS 2001

      Table 2 - Tourism by overseas residents to the South West
                                    Trips Nights Spend
                                     (m)   (m)     (£m)
      Holiday                       0.78   4.55     184
      Visits to friends & relatives 0.60   4.71     149
      Work/business                 0.37   2.17     161
      TOTAL                         1.93 15.0      634
      Source: UKTS, IPS 2001

      Table 3 - Projections for tourism trips by UK tourists to the South West (m)
             Short breaks Long hols Business VFR Other TOTAL
      2006 11.1              8.3           2.7        5.9    0.2     28.2
      2009 12.8              8.4           3.0        6.9    0.2     31.3
      2011 13.9              8.5           3.2        7.7    0.2     33.5
      Source: State of Tourism South West 2001

      Table 4 - Projections for tourism spending by UK tourists to the South West (£m)
             Short breaks Long hols Business VFR Other TOTAL
      2006 1336              1914        509        404 50          4213
      2009 1525              1915        542        432 50          4464
      2011 1655              1916        564        450 50          4635
      Source: State of Tourism South West 2001

Exeter Visitor Tourism Strategy 2007 - 2010                            Final version December 2006

                                                                             APPENDIX 4

4.1   Tourism is one of Devon‟s leading industries, making a significant contribution to
      the local and national economy. The County‟s outstanding natural environment
      and heritage provides a variety of year-round holiday opportunities for a wide
      variety of people.

4.2   Devon accounts for almost a third of the region‟s tourism, confirming the strength
      and value of Devon as an important and recognised brand in itself and in adding
      value to sub-regional promotion already undertaken, under the name of Essential
      Devon used by the heart of Devon Tourism Partnership. Holiday tourism
      accounts for 80% of tourism spending as shown in the table below. Compared to
      the rest of the South West, Devon attracts a smaller proportion of overseas
      visitors and visiting friends and relatives. Spend per night is just below the
      regional average.

      Table 1 - Devon tourism profile
                        Devon                                   SW Region
                        Trips (m) Nights (m) Spend (£m)         Trips (m)
      Domestic          7.4         28.8     1181               24.0
      Overseas          0.4          3.5      131                1.9
      Total             7.8         32.3     1312               25.9

      Short Holiday     34%         17%          23%            37%
      Long Holiday      42%         67%          58%            34%
      VFR               14%          8%           8%            19%
      Business           9%          7%           9%            10%

      Average stay    4.1 nights                                4.1 nights
      Spend per trip  £167                                      £173
      Spend per night £40                                       £43
      Source: UKTS, IPS 2001

4.3   In terms of the distribution within Devon, Torbay attracts the most staying visitors
      with 1.7m trips.

      Table 2 - Projections for tourism trips by tourists to Devon
             UK tourists (m) Overseas tourists (m) TOTAL (m)
      2006 8.5                  0.43                       8.93
      2011 9.9                  0.53                      10.40
      Source: State of Tourism South West 2001

      Table 3 - Projections for tourism spend by tourists to Devon (£m)
             UK tourists Overseas tourists TOTAL
      2006 1263            140                 1315
      2011 1364            161                 1403
      Source: State of Tourism South West 2001

Exeter Visitor Tourism Strategy 2007 - 2010                          Final version December 2006

                                                                         APPENDIX 5

5.1   The tables below a buoyant and vibrant tourism economy within Exeter, with the
      potential for future growth. South West Tourism predicts there will be 20%
      growths in domestic tourism spend by 2015.

      Table 1 – Overnight visitors to Exeter 2003
                      Overnight trips      Overnight spend
          Holiday            289,000                66,295
        Business               33,000                6,908
             VFR             119,000                 8,795
            Other              18,000               14,298
            Study              10,000               10,598
          TOTAL              468,000              106,894
      Source: South West Tourism

      Table 2 – Day visitors to Exeter 2003
                                       Trips (m)     Spend (£m)
                 Urban visit               1,292         41,680
           Countryside Visit                0.23            497
                Coastal visit                  0              0
                    TOTAL                  1,315         42,177
      Source: South West Tourism

      Table 3 – Associated tourist expenditure in Exeter 2003
                                      Total tourist spend (£m)
                   Accommodation                 33.1
                      Food & drink               36.0
                             Retail              34.1
                         Transport               18.3
          Attraction/entertainment               15.5
                              Other              12.0
                           TOTAL                149.0
      Source: South West Tourism

5.2   Table 3 shows that the food & drink sector has been increasingly important to the
      Exeter economy.

Exeter Visitor Tourism Strategy 2007 - 2010                            Final version December 2006

Table 4 - Visits to Tourist Attractions in Exeter
                           2000        2001        2002      2003        2004           2005
   Underground           14,151      15,670       14,372    15,389      18,459         3,999
       Passages                                                                       closed
    Quay House           22,787      23,007       25,946    22,874      22,889        23,561
   Visitor Centre
Exeter Red Coat          14,758      17,528       13,337    12,708      11,929        12,489
   Guided Tours
Exeter Cathedral          -            -         228,000   221,000     214,000      187,000
    Royal Albert       208,062 185,440           192,105   188,982     203,550      233,408
  Exeter Tourist       113,604 109,609           110,348   103,144      98,294        87,955

5.3    Figures are supplied by each individual attraction; tickets sold or manual counting
       of visitors calculates visitor figures.

Exeter Visitor Tourism Strategy 2007 - 2010                           Final version December 2006

                                                                          APPENDIX 6

6.0   A survey of visitors and non-visitors to Exeter was undertaken during 2001. The
      aim of the research was to understand:
      1. Why people did or did not visit Exeter
      2. The nature of any trip and how Exeter was evaluated in relation to other cities
      3. Whether there are any weaknesses in the tourism service offered by Exeter

6.1    A summary of the key findings follows:
       Images are generally positive, among both visitors and non-visitors.
       There is nothing in the Exeter product that can be regarded as a serious
       Transport issues are the only common gripe, but Exeter came out better than
         most of its competitors
       The range of things to see and do in the city is very important to non-visitors,
         but this is the one issue where Exeter scores relatively poorly
       Alternative cathedral city destinations are seen as primarily York, Bath, and to
         a lesser extent Salisbury, Chester and Gloucester
       Non-visitors have a generalised image of the city, focusing mainly on shopping
         and historic elements
       Visitors have a more focused image of the city, highlighting specific attractions
       Apart from the cathedral, awareness of places to go among non-visitors is
       Most popular home town of visitors:

Exeter Visitor Tourism Strategy 2007 - 2010                         Final version December 2006

                                                                        APPENDIX 7


7.1    The Economy & Tourism Unit of Exeter City Council produce the following
       leaflets/brochures aimed at the relevant tourism sectors:

Short break market     Essential Devon Visitor Guide & Map

Day visitor market     Exeter Mini Guide (English)
                       Exeter Mini Guide (French, German, Spanish, Italian)
                       Exeter Shopping and Parking Guide
                       Exeter Historic Quayside
                       Family fun days out in Exeter
                       Cultural Exeter
                       Exeter Eating Out Guide

Group Travel Market Exeter and the Heart of Devon Group Travel Guide

Attraction leaflets    Exeter Red Coat Guided Tours
                       Underground Passages
                       City Wall Trail
                       Woollen Trail
                       Medieval Trail

Events Leaflets        Vibraphonic
                       Exeter Summer Festival
                       Exeter Autumn Festival
                       Animated Exeter
                       Exeter Open Studios
                       Exeter events Spring & Summer (Summer in the City)
                       Exeter events Autumn & Winter (Winter in the City)
                       Heritage Open Days

Exeter Visitor Tourism Strategy 2007 - 2010                              Final version December 2006

                                                                             APPENDIX 8


The development of a Visitor Strategy for Exeter has to work alongside existing sub
regional, regional and national strategies.

8.1    Exeter Vision

       “To maintain and build on Exeter‟s position as the regional capital and
       work with all sectors of the local community to provide a healthy
       prosperous and safe place to live, work in and visit”.

       This strategy seeks to contribute to the city‟s wider aspirations outlined in the
       Exeter Vision document. There are ten themes in the Exeter Vision and these
       provide the focus for action and are grouped under the broad areas of promoting
       the social, economic, and environmental well-being of the city.

       The Exeter Visitor/Tourism Strategy will link into four priority areas listed below:
          A prosperous city
          An accessible city
          A cultural and fun place to be
          A city where the environment is cared for

8.2    Exeter Arts Strategy

       "To maintain and build on Exeter's position as the regional capital and
       work with all sectors of the local community to provide a healthy
       prosperous and safe place for people to live, work in and visit".

       There are eight strategic priorities facing Exeter, which are key to the
       development of a cultural profile for the City over the next 3 years. These
       priorities are interrelated and each plays a part in achieving the overall aims set
       out in this strategy.

         Develop the arts and media infrastructure in order to establish Exeter as a
          county and regional centre
         Improve the quality and diversity of arts and media activity in the city
         Increase access to and participation in arts and media activity
         Support the involvement of artists to give added value to places and spaces
         Support the city‟s creative industries
         Support Exeter as a learning city through the development of arts and media
         Support arts and media activity that contributes to strong communities and
          social inclusion
         Maximise existing cultural investment in the city and increase external funding

8.3    Exeter and the Heart of Devon Economic Development Strategy 2005 –

Exeter Visitor Tourism Strategy 2007 - 2010                             Final version December 2006

      “Create a sustainable economic base which is founded on the sub-region‟s
      diversity and its unrivalled high quality of life. The sub-region will provide
      a highly significant contribution to the growing economic prosperity of the
      South West. This will be facilitated by an integrated and cohesive
      partnership approach which maximizes the economic potential and
      benefits arising from the inter-dependency between Exeter as the principal
      commercial and regional centre west of Bristol and the urban, rural and
      coastal areas of the sub-region”.

      The strategic economic development framework set out below establishes the
      priorities, which underpin the Vision for the sub-region. These priorities relate
      directly to the regional economic priorities established by SWRDA in the
      Regional Economic Strategy”

      The priorities are grouped under SWRDA‟s three regional strategic objectives:

      1. To raise business productivity

      2. To increase economic inclusion

      3. To improve regional communications and partnership

8.4   Exeter Leisure & Museums’ Strategy

      „Exeter City Council seeks to promote the health, learning and quality of life
      of all its citizens through the provision of high quality, accessible and
      diverse leisure services, which reinforce the city‟s role as Regional Capital‟

      The Aims of Exeter's Leisure and Museums Service are to:

         Promote Exeter as the Regional Capital
         Provide opportunities for all citizens to learn and practice skills, expand their
          education, to achieve their aspirations, and to conquer the barriers they may
         Improve the quality of life for all Exeter's citizens
         Improve services continuously
         Contribute to the economic growth of the city
         Contribute to Exeter's Cultural Strategy

8.5   South West Tourism – Towards 2015

      „By 2015, the South West of England will be internationally recognised as a
      model tourism destination. This will be achieved by creating a unique
      balance between its environment, communities, industry and visitor
      satisfaction, while earning long-term economic, environmental and social
      benefit for the whole region‟.

      Three key strategic aims have been identified that will form the focal point for
      future action:

Exeter Visitor Tourism Strategy 2007 - 2010                     Final version December 2006

      1. Driving up quality

      2. Delivering sustainable tourism

      3. Creating destination management arrangements

8.6   Regional Economic Strategy for the South West of England 2006 - 2015

      „South West England will have an economy where the aspirations and skills
      of our people combine with the quality of our physical and cultural
      environment to provide a high quality of life and sustainable prosperity for

      Strategic priorities:
          successful and competitive businesses
          strong and inclusive communities
          an effective and confident region

Exeter Visitor Tourism Strategy 2007 - 2010                        Final version December 2006

                                                                       APPENDIX 9

     Exeter City Council - Tourism Best Value Review
     Exeter City Council - Exeter Vision
     Exeter City Council - Exeter Tourism Strategy 2001 – 2004
     Exeter City Council – Exeter visitor & non-visitor survey 2001
     Exeter City Council – Local Plan
     Exeter & the Heart of Devon Economic Partnership – Economic Development
      Strategy 2005 – 08
     Exeter & the Heart of Devon Tourism Partnership – Socio-demographic &
      geographic analysis 2005
     Devon County Council - Tourism Trends in Devon 2004
     Culture South West - Cultural Strategy for the South West
     South West Tourism - „Towards 2015‟
     South West Tourism - State of tourism South West 2003
     VisitBritain - Tomorrows Tourism
     Department of Culture, Media and Sport - Tomorrows Tourism Today
     VisitBritain - Sustainable Tourism Strategy 2006 - 09
     Sustrans - Information pack TT21 – Cycle Tourism
     Countryside Agency – Eat the view
     Countryside Agency – Green Audit Kit
     English Tourist Board & Tourism Managers Institute - Destination Managers
      Handbook 2003
     English Historic Towns Forum - Making the connections, a practical guide to
      tourism management in historic towns
     World Travel & Tourism Council – The 2006 Travel & Tourism Economic
     Good Practice Guide for Tourism – 2006
     Using natural & cultural heritage to develop sustainable tourism - 2002


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