Lake District National Park Partnership
24 September 2012
Agenda Item: 6(a)
Page 1
1.1 After two phases of activity over the last five years to develop Cumbria’s reputation as
‘Adventure Capital UK’ the Steering Group has undertaken a review of progress and future direction for Adcap in an era where public sector funding support will become far more difficult to attract. This summary paper sets out a refreshed ‘strategic direction’ for
Adcap for wider consideration by partner organisations and outdoor activity providers.
2 BACKGROUND
2.1 The Cumbria: Adventure Capital UK Programme (Adcap) has now been delivered across the county by Cumbria Tourism and its partners over the last 4-5 years. During this period the county has re-enforced its reputation as a destination for outdoor recreation and improved access to a range of opportunities for adventure and personal challenges.
However there remains much for Cumbria to do to remain at the forefront of a competitive market. An Adventure Capital Strategy was prepared by a wide range of partners in 2009 to guide the development and marketing activity across the county. This is now being reviewed in the context of scarce public funding and increasing concerns around the potential environmental and community impacts arising from the programme.
The attached report sets out the progress so far in terms of improving the adventure product and growing the brand of Adventure Capital UK. It then sets out some a revised draft strategy with priorities and criteria for new investment and initiatives in the county.
3 PARTNERSHIP PLAN CONTEXT
3.1 The Adventure Capital Programme is an important component in the ‘World Class Visitor
Experiences’ section of the Lake District National Park Partnership’s Plan (the Plan) As part of the 2012 review of the Plan, the Partnership have identified Adventure Capital as one of the seven priorities - to develop the Lake District as the Adventure Capital
(AdCap) of the UK, whilst safeguarding the special qualities of the National Park.
Moreover the proposed actions to help deliver this priority (Actions 22 and 23 in the draft action plan)set out to:
 “Develop and agree a shared Partnership view about what we mean by the Lake
District as the Adventure Capital of the UK” and to
 “Develop and implement a revised strategy and action plan for The Lake District as the Adventure Capital of the UK and share with the Partnership”.
To clarify we should make it clear that Adventure Capital is a Cumbria wide initiative rather than something which is confined to the Lake District National Park. However it is inevitable that in the eyes of visitors and consumers, Adcap will be strongly associated with the National Park.

Lake District National Park Partnership
24 September 2012
Agenda Item: 6(a)
Page 2
PROPOSALS
3.2 The draft ‘refresh’ of the Adventure Capital Strategy has been prepared and discussed by the Adcap Strategy Steering Group which is made up of senior representatives from a range of organisations including LDNPA, Forestry Commission, National Trust, Cumbria
Tourism, Natural England, Active Cumbria, Cumbria County Council, Friends of The
Lake District, Copeland Regen. Company, Cumbria PCT, the Outdoor Industries Group and the Field Studies Council. The attached document is still seen as ‘work in progress’ by the Steering Group but it is keen to consult with LDNP Partners and other relevant organisations such as Sports Governing Bodies, outdoor equipment companies and health organisations
4 NEXT STEPS
4.1 Following a presentation and discussion at the Partnership Meeting it is proposed that we make any relevant amendments and consult more widely on the draft strategy. This
4.2 The deadline for further comments on the draft strategy is 5pm 9 Nov 2012. will enable the Steering Group to prepare a final strategy document and action plan for agreement at the next meeting of the Partnership in December 2012.
5 FINANCE CONSIDERATIONS :
5.1 To date the management and co-ordination of the Adcap programme has been largely undertaken by staff at Cumbria Tourism with marketing resources drawn from the
European Regional Development Fund together with the public and private sectors in
Cumbr ia. This funding programme (£800,000 over 4 years) will close on March 31 st
2013. Over the next 6 months we will be seeking to put alternative funding arrangements in place to maintain the momentum of the programme and to lead, support and coordinate the outdoor sector in Cumbria. Without this there is a real danger that the
Adcap initiative will be lost together with the brand reputation that has been developed over the last few years. Potential sources of future funding for Adcap include the Rural
Growth Network (DEFRA), Sport England, programme partners and outdoor equipment manufacturers and retailers. However in the current economic climate we may find it difficult to attract funding for core management and co-ordination.
Background Papers -
Author/Post
Draft Strategy Review (attached)
Date Written
Richard Greenwood,
Head of Policy and Research, Cumbria Tourism
19 September 2012

Lake District National Park Partnership
24 September 2012
Agenda Item: 6(a)
Annex 1
1.
Introduction
After two phases of activity over the last five years to develop Cumbria’s reputation as
‘Adventure Capital UK’ the Steering Group has undertaken a review of progress and future direction for Adcap in an era where public sector funding support will become far more difficult to attract. This summary paper sets out a refreshed ‘strategic direction’ for Adcap for wider consideration by partner organisations and outdoor activity providers.
2.
Where are we now?
 An industry generating some £314m to the Cumbria economy annually through recreation activity, retail, overnight stays, food and drink sales etc
 The highest concentration of outdoor retailers in Europe generating £60-£70m of estimated revenue. In addition at least 17 outdoor equipment and clothing brands have offices and distribution networks within Cumbria.
 100+ Outdoor Activity centres employing around 2,000 people;
 County of Excellence for provision of outdoor centres for people with disabilities e.g. Calvert Trust;
 Major presence of education, training and development organisations eg
Brathay Trust, the IMPACT Group, Outward Bound and the Field Studies Council;
 Home of the National Skills Academy for the Outdoors – a real opportunity for the industry to professionalise the sector on a national scale - based in Cumbria
 Tourism infrastructure to accommodate 5 million staying visitors per annum
 Highest density of YHA accommodation in the UK
 2,137 km of public footpaths and 875 km of public bridleways in Lake District
National Park alone as well as extensive tracts of CROW access areas and common land
 Several well established long distance trails and cycle routes eg C2C
 World Class physical environment – highest mountain, longest lake, deepest water
 Nationally recognised landscapes associated with the Lake District and The
Yorkshire Dales National Parks and Cumbria’s 3 AONBs . In addition the less wellknown areas such as the beaches and marinas of the West Coast, the Howgill
Fells, Morecambe Bay, the Duddon and Solway estuaries, Hadrian’s Wall, and the Eden Valley all provide excellent opportunities for adventure activities.
 A deserved international reputation for its outdoor adventure cultural heritage, from Alfred Wainwright, the world’s first and longest running Fell Race the Bob
Graham round and as the birthplace of rock climbing - the first solo ascent of
Napes Needle took place in 1886

Lake District National Park Partnership
24 September 2012
Agenda Item: 6(a)
Annex 1
3.
Current trends in outdoor adventure nationally
Outdoor Adventure is also a healthy and growing sector. The market value of activity holidays in the UK was well in excess of £1 billion in 2008 and accounted for approximately 10% of the overall domestic tourism market by value. Outdoor activities such as cycling, sailing and trail running are some of the fastest growing sports in the UK with increasing participation rates and average annual growth of between 3-5%. The success and inspiration generated by the London Olympic Games will undoubtedly have increased their popularity. At the same time there is a trend towards more tailormade adventure travel and one of the fastest growing market sectors is ‘activity for softies’ appealing to a wide demographic including families, women and higher spending post 45’s.
Already at least 42% of Cumbria’s 40 million visitors engage in some form of outdoor adventure (Cumbria Visitor Survey 2009). This means that almost £900 million of tourism spend is associated with visitors who engage in some form of outdoor activity – though in many cases this may be a minor part of their overall holiday experience. Survey data repeatedly shows that engaging in outdoor and physical activities is a major motivating factor for visitors to Cumbria – with some 40% of visitors attracted by the chance to engage in these activities. At the same time Adventure is not confined to the great outdoors- Cumbria is also home to some very good indoor recreation facilities such as climbing walls as well as events which celebrate the heritage and culture of the mountains and special landscapes of the area.
4.
Why should we promote Cumbria as Adventure Capital UK?
Three principal reasons
 Adventure activities like walking, cycling, canoeing and climbing can change the way people experience, think and feel about the Lake District and
Cumbria. They can be inspiring and motivating, developing the future supporters of our National Parks and other protected landscapes.
 They can improve health and well-being – across the UK there is a rising trend towards healthier, more active lifestyles. The Government’s Legacy Action Plan set out to get 2 million people more active by 2012. Developing the adventure product in Cumbria will introduce outdoor activity to a ‘sedentary’ lifestyle and provide more opportunities for the local community to participate.
 Attracting more adventurers makes economic sense. By carefully targeting visitors within the ‘familiar family’, ‘wilderness couples’ and ‘adventurous independents’ sectors it is estimated that an additional £75m pa would be generated in the Cumbria economy by 2018. In attracting younger groups of visitors Adcap will build up markets for the future and improve the lifetime value of any public and private sector investment.
Adventure Capital also has a powerful place-making role delivering wider strategic value and outcomes for the county - but it must do this in a way which is sensitive to the high quality landscapes, resident communities and environment as well as the existing and loyal visitor markets.

Lake District National Park Partnership
24 September 2012
Agenda Item: 6(a)
Annex 1
The Adcap Strategy which was first prepared and agreed by partners in 2009 focused on the following priorities and actions. These remain important:
 Adopting a ‘Hub and Spoke’ approach: Clustering indoor and outdoor facilities into distinctive hubs which become the focus for adventure activities from entry level eg Queenstown in New Zealand. When developed together with other consumer services including food, drink and retail a significant commercial opportunity exists.
 A focus on cycling, walking, climbing and water sports: These make the most of the natural environment and outdoor heritage of Cumbria but also present strong market growth opportunities. Cycling is one of the fastest growing activities in terms of national participation- a range of facilities and routes are required to cater for mountain, road and family cycling markets. There are also missing links in some long distance routes. Similar gaps exist for the provision of accessible, ‘pay as you go’ water sports activities both on the coast and inland waters. Indoor climbing walls and via ferrata are ideal for the dabbler market and a stepping stone before venturing out with a guide.
 Developing a rich calendar of outdoor events, festivals and competitions. These are growing in terms of their scale and importance in Cumbria but careful planning is required to minimise negative impacts. There is a need for event organisers to co-ordinate, arrange service provision, spread the season, generate overnight stays, support the lesser known areas of the county and take responsibility for repairing any damage.

Lake District National Park Partnership
24 September 2012
Agenda Item: 6(a)
Annex 1
 Targetting key visitor segments: Three in particular - familiar families, Wilderness couples and frequent adventurous independents - are higher spending sectors
(already making up 49% of the existing staying visitor market) which will be more prone to engaging in outdoor activities. They also have a higher proportion of younger visitors.
 Raising awareness and making booking easy: Further distinctive marketing work is needed to reposition Cumbria as the leading outdoor adventure destination with access to all. This needs to be complimented with access to essential visitor information about activities and easy ways to book.
Other important ‘cross cutting’ themes emerged in the strategy requiring shared responsibility and action from all strategic partners.
 Partnership: Adventure tourism, outdoor education and outdoor retail sectors deliver significant economic benefit to the region in their own right. Together they would become a powerful network to provide the infrastructure, skills and support for outdoor providers to invest and increase their competitiveness and productivity, and ensure that workforce skills meet the needs of the sector.
 Supporting Infrastructure: Development of adventure activity must start with a skilled workforce and needs to be done in conjunction with development of the wider visitor infrastructure - where people eat and sleep where they can store/buy kit and how they get around. Activity must be developed in parallel with transport plans to ensure it is accessible to all, including rural and urban populations.
 Health and Wellbeing: Increasing participation in outdoor adventure will lead to a healthier population. Adcap must engage local communities and encourage greater use of the outdoors.
 Sustainability: The outdoor adventure sector needs to develop in ways which make the most of Cumbria’s special landscapes without detracting from them. It needs to ensure that the growth of the sector is economically, socially and environmentally sustainable in the long term.
For Cumbria and the Lake District to be recognised as Adventure Capital UK by 2018 with an unrivalled reputation for outdoor adventure.
Working in partnership across public and private sectors to develop, promote & sell world class outdoor experiences which deliver significant social, environmental and economic benefits for the county and beyond.

Lake District National Park Partnership
24 September 2012
Agenda Item: 6(a)
Annex 1
To build on Cumbria’s growing reputation as Adventure Capital UK and increase participation in adventure activities we need to:
1.
Increase the range and quality of opportunities for adventure in the county. In particular we need to develop and promote a wider range of easily accessible facilities for the majority of our visitors and residents, including our less confident
‘dabbler’ and family markets. And, where appropriate cater for the high adrenaline activities for the niche markets
2.
Ensure that the wider supporting infrastructure (information, easy booking, transport, coaching and guiding) is in place to underpin the visitor experience providing a far easier connection between product and customer. The same attention and support will also be necessary to ensure that Adventure Capital is
‘inclusive’ and welcoming for older and less able visitors.
3.
Develop the opportunities for outdoor adventure amongst more disadvantaged groups to improve health, well being and social inclusion both within the resident community and amongst visitors.
4.1:The physical Infrastructure- getting the ‘basics’ in place
Further investment is necessary to look after and get ‘the basics’ in place. This includes the management and maintenance of the county’s footpath and trail network, easier transport links to and between adventure facilities, co-ordinated information provision and booking arrangements and support/networking for the county’s outdoor businesses. This will form a crucial (and majority element) of the next phase of activity and will involve a wide range of public organisations and private businesses
4.2:Extending the range of Family friendly facilities
This would involve the development of new and enhanced facilities (both indoor and outdoor) to attract and cater for the growing interest in outdoor adventure. These should be primarily focused on the dabbler and family markets and will be of benefit to the wider community in Cumbria. Examples of this are the family friendly cycle and segway trails planned at Grizedale and Whinlatter forests, ‘clip and climb’ at Maryport, accessible water sports facilities on the coast and inland lakes, long distance walking and cycling trails across and around the county, accommodation developments, showering and changing facilities. Most of the schemes in this category will need to be commercially funded, marketed and managed by private operators. However there may be a need for pump priming grant support from the public purse and an element of voluntary and Local Authority maintenance in the future.
4.3:Adrenaline developments to attract the youth market
AdCap is not about providing a significant number of new adrenalin facilities as the emphasis is more about improving our existing infrastructure. However there may be a need for a few new facilities to further the profile and brand of Cumbria- Adventure
Capital UK and appeal to a niche market e.g. Tarzan Swing. Such activities however must be within the environmental limits of the area.

Lake District National Park Partnership
24 September 2012
Agenda Item: 6(a)
Annex 1
4.4:Promoting individual challenge and health benefits
Whilst it remains important to provide accessible entry level facilities and opportunities for dabblers Adcap must also inspire individuals to challenge themselves and extend their personal experiences in the great outdoors. This can be encouraged through long distance trails, events and self guiding information in the more remote parts of the county. It remains crucial that Cumbria can continue to offer wild and remote experiences.
4.5:Supporting marketing and information infrastructure
The outdoor industry in Cumbria needs to be supported by a strong marketing and information network with web based facilities which enable visitors to book their adventure in advance with confidence. This also needs to embrace the youth market through social media channels. Resources are also needed to co-ordinate what is a fragmented network of small outdoor businesses- many of them established as much for the ‘lifestyle’ rather than ambitious growth.
4.6:Making the most of Cumbria’s woodland and natural environment
Cumbria has many inbuilt advantages over competing adventure destinations- not least its mountains, lakes and woodlands. Forestry can provide an ideal environment in which to locate mountain bike trails, high wire adventure and similar facilities because of its ability to ‘contain’ the impacts
4.7:Promote Cumbria’s All Year Round and 4 Seasons Offer
Cumbria is also unique in being able to provide access to adventure virtually throughout the year and in a wide range of weather conditions. This should be marketed as a positive advantage for the county- particularly in conjunction with high quality indoor facilities such as climbing walls and exhibitions/events.
4.8: Exploit the interest and enthusiasm generated by the Olympics
Team GB’s success in the 2012 Olympics, particularly in sports such as triathlon, cycling and watersports has raised the level of interest in sports participation throughout the UK.
Cumbria must make the most of the natural opportunities to cater for interest in these sports and expand its network of safe cycle routes, its pay as you go facilities to try watersports such as canoeing and windsurfing and develop its calendar of outdoor events from come-and-try-it through to ultimate challenges.
In promoting and considering any new projects, the partners in Adventure Capital and the various decision making bodies (whether for grant support, Planning, Licensing and
Highway matters) would need to consider a wide range of factors to maximize the benefits for the county’s economy, environment and resident community. These include the following
 Job Creation
 Achieves economic impact for the county
 Extends market share
 Provides quality customer and support services
 Manages environmental impact
 Promotes health and wellbeing
 Connects with the local community
 Considers the scope to enhance connections with the natural environment
 Adds value strategically to Adventure Capital
 Backed by existing support and impetus
 Its longer term sustainability- particularly in terms of financial, environmental and social considerations