Feb 2015
SUMMARY DOCUMENT AND ANNEXES FOR DISCUSSION
NOTTINGHAMSHIRE DESTINATION MANAGEMENT PLAN
A STRATEGY FOR THE VISITOR ECONOMY OF
NOTTINGHAM AND NOTTINGHAMSHIRE
A DECADE OF OPPORTUNITY
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CONTENTS
Executive summary
3
A Destination Management Plan for Nottinghamshire
9
-
Rationale
Process
Introducing the Visitor Economy and its national value
13
The value of the Visitor Economy to Nottinghamshire
15
-
Volume and value to Nottinghamshire
16
The strategic context
-
18
National
Government policy
Regional
Local
District
BIDs
18
19
20
21
25
26
Market, Product and key themes
28
-
Market audit
Product audit
Overview of issues facing the visitor economy
28
33
40
Opportunities mapping
-
42
Summary
Opportunities by theme
42
42
Annexes
47
Annex one – Volume, value and employment figures (Nottinghamshire 47-54
Annex two – Visitor economy v other sectors
55
Annex three – Strategic context
56-71
Annex four – SWOT
72-73
Annex five – reports (Colliers, Tourism Alliance, Business Tourism Partnership)
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1. EXECUTIVE SUMMARY
What is the Visitor Economy? It is the many places, businesses and people who directly
and indirectly benefit from, and impact on, visitors to Nottingham and Nottinghamshire.
It encompasses the whole of the tourism industry, and recognises its wider, and widest,
economic impacts.
A Destination Management Plan (DMP) is the shared statement of intent to manage a
destination over a stated period of time, articulating the roles of the different stakeholders
and identifying clear actions that they will take and the apportionment of resources.
This destination management plan therefore, makes the connections across the visitor
economy.
The long-run GVA growth rate of the visitor economy is forecast to be 3.8% per annum over
the period 2013 to 2025, well ahead of the 3.0% forecast for the economy as a whole. The
Deloitte study found that tourism would account for 9.9% of the overall UK economy in
2025, up from 9% in 2013. Tourism expenditure is forecast to grow at an annual real growth
rate of 3.7% per annum over the period 2013 to 2025 according to Deloitte.
Tourism is the UK’s third highest export earner behind Chemicals and Financial Services,
with inbound visitors spending more than £21bn in 2013. It is an excellent route into
employment at all levels and across the country.
It is fertile ground for entrepreneurs and with continued growth, tourism is one of the few
industries that will create new employment opportunities. It provides many economic and
social benefits to local communities. It has a key role to play in shaping both national and
international opinion of England (VisitEngland).
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Key tourism facts (further facts in Tourism Alliance report at ANNEX FIVE)
▪
A new Full Time Equivalent tourism job is created with every £54,000 increase in
tourism revenue (Tourism: jobs and growth, VisitBritain / Deloitte, 2013)
▪
Since 2010, 900,000 jobs have been created. Almost 300,000 were in Tourism (ONS Est.
Workforce Jobs, 2014)
▪
The UK tourism industry employs 3.1m people (2013). The sector is the UK’s third
largest employer, accounting for 9.6% of total employment.
▪
Tourism is the fastest growing sector in the UK in employment terms, responsible for
almost one third of the net increase in UK jobs between 2010 and 2013.
▪
There are 249,000 tourism businesses in the UK.
▪
Tourism businesses account for 9.8% of all businesses in the UK (Tourism: jobs and
growth, VisitBritain / Deloitte, 2013: The Geography of Tourism Employment and Supply
Side of Tourism Report, Office for National Statistics, 2012)
Tourism is estimated to have resulted in between £1,166 and £1,978 million of visitor spend
within Nottinghamshire in 2011, generating between £449 and £762 million of GVA.
Employment in tourism-related industries stood at 38,742, with between 15,764 and 26,750
jobs directly supported by visitor expenditure.
Between 2007 – 2011 Domestic overnight visitors to Nottingham have grown by 10% putting Nottingham in the top 10 Cities for growth in overnight domestic visitors (STEAM
2011). In spite of this growth, Nottingham’s hotel sector is performing at the bottom of UK
Core cities and shows a stagnant long term trend compared to its major competitors.
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The following opportunities have been identified through the work completed by Colliers
and should be considered as part of the destination management planning process.
These opportunities are detailed in the Colliers report at ANNEX FIVE and summarised
below:
OPPORTUNITY ONE: ACCESS

Extending the tram route from EMA to the City Centre

HS2 East Midlands Hub

Public Transport Strategy to address public transport gaps across the county

Brown signage strategy across the county (also to consider temporary event signage)

Tourist bus tours/sightseeing tours

Car parking promotions and offers for visitors
OPPORTUNITY TWO: ATTRACTIONS

Exploit and develop opportunities for visitors to engage with ‘Robin Hood experiences’

Improve the existing Robin Hood Attraction and Sherwood Forest (support current
scheme and provide assistance to identify alternative viable schemes)
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
Interpretive tools and devices to better interpret the Robin Hood theme around the
county (apps, panels, leaflets, use of existing attractions for promotion, expand Robin
Hood festival)

Strategy to consider the future sustainability of heritage attractions, which would link to
the emerging Heritage Strategy being developed by Nottingham City Council

Develop an action plan to connect the Civil War Centre to the wider visitor offer

Maximise the potential of the county’s waterways through the development of
waterbased trails, holidays and experiences, encourage boat hire operators to invest,
improve promotion

Develop explicit interpretation of the industrial heritage of the city – enhanced and new
displays in existing buildings, apps, interpretation on significant buildings/sites, trails,
events programme

Commission a feasibility study to further exploit the Pilgrim Fathers theme. Consider
apps, interpretation boards and in partner venues, promotion (prior to anniversary in
2020)

Support a feasibility study into future use/potential uses of Clipstone Colliery Consider a
multi-sport visitor attraction to celebrate the county’s strengths in sport in general
OPPORTUNITY THREE: ACCOMMODATION

Commission an accommodation strategy for Nottinghamshire – to identify
demand/supply, potential sites, expansion/refurbishment opportunities, opportunities
for higher rated/boutique hotels, address quality and make recommendations for
improvements.
OPPORTUNITY FOUR: CONFERENCES AND EXHIBITIONS

Commission a feasibility study to assess the demand for a dedicated convention centre
for Nottingham
OPPORTUNITY FIVE: DESTINATIONS AND HUBS

Ensure an on-going dialogue in terms of the implementation of Nottingham City
Council’s Time and Space plan as this will have a positive impact on the visitor
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experience (Retail core, independent shopping, Creative Quarter, Castle Quarter, Royal
Quarter, Canal Quarter)

Maximise development opportunities to benefit the visitor economy, such as walking
routes, public transport, cycle hire, developing the evening/night time economy, street
animation, Wifi connectivity, city heritage

Development of destination strategies for Southwell, Retford, Worksop, Mansfield and
West Bridgford, similar to the destination strategy for Newark.

Develop a project fund to develop specific initiatives linking businesses and
attractions/events.

Raise the profile of the Dukeries, via a brand and logo to be used by all businesses in the
area alongside their own, road signage, staff training, website and app

Commission a research study into how visitors ‘use’ the region, which would provide
insight into how visitors use destinations (hubs) and the different types of visitors which
favour different destinations in the county
OPPORTUNITY SIX: ENTERTAINMENT AND THE ARTS

Establish a forum supported by culture/arts organisations to develop cross promotion,
shared intelligence and event co-ordination
OPPORTUNITY SEVEN: FESTIVALS AND EVENTS

Expand the role of the (Experience Nottinghamshire) Conference and Events bidding unit
to include bidding for major sporting and other leisure events

Research and test schemes to develop a new events fund

Develop an anniversary event to celebrate the 400th anniversary of the Pilgrim Fathers
departure to the New World.

Raise the profile of Nottinghamshire Food and Drink by linking the food and drink events
which take place to form a county wide festival
OPPORTUNITY EIGHT: NIGHT TIME ECONOMY

Deliver the actions outlined in Nottingham City Council’s Time and Place plan which
relate to the night time economy
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
Connect the night time economy to the proposed destination strategies
OPPORTUNITY NINE: ACTIVITIES AND SPORTS

Feasibility study to assess the potential of major venues (following the development of
Trent Bridge, which illustrated the value which can be delivered when grounds are
upgraded to international standard)
OPPORTUNITY TEN: RETAIL

Support implementation of the actions contained within Nottingham’s retail strategy,
particularly around public realm, late night shopping, mobile software, joint
retail/leisure events, access and transport. Ensure involvement with the BID where the
footprint allows

Promote the various markets across the county, as these provide local character and
colour and are popular with visitors

Commission a countywide independent retail strategy
OPPORTUNITY ELEVEN: FOOD AND DRINK

Develop initiatives which support local suppliers. Local supply chains, training, food and
drink festivals, SME support programme, increased promotion

Develop initiatives which tradition and real ale pubs and microbreweries. Local supply
chains, training, food and drink festivals, SME support programme, increased promotion
OPPORTUNITY TWELVE: VISITOR EXPERIENCE

Update the existing Visitor Information Strategy as part of a national review. Work with
VisitEngland and the DMO Forum to look at new models.

Review of skills and identify gaps within tourism businesses
OPPORTUNITY THIRTEEN: SKILLS AND BUSINESS SUPPORT

Build capacity within EN to support delivery of skills and training initiatives and to join up
opportunities with businesses in the sector
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
Establish a mentoring and ambassadorial programme for SME’s, and pre-employment
training to address sector specific needs.

Increase take up of higher level qualifications and access to apprenticeships.

Deliver sector specific careers and recruitment events to promote employment in the
hospitality sector and wider visitor economy.
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2. A DESTINATION MANAGEMENT PLAN FOR NOTTINGHAMSHIRE
Rationale for plan
Destination Management includes a strategic approach to planning, development and
marketing of a destination as well as how it is managed physically, financially,
operationally and in other ways.
VisitEngland encourages and supports the development of Destination Management Plans
(DMP) through England as an essential tool for delivery of a successful visitor economy –
equally, National Government policy encourages destination organisations to become
focused and efficient bodies – DMPs are one mechanism to achieve this.
With so many independent and individual partners involved and benefiting from the visitor
economy there is clearly a need for a structured plan, to focus effort, to reduce duplication
and maximise investment in the right areas.

Destination Management is the process of influencing and co-ordinating the
management of all aspects of a destination which contribute to a visitor’s experience
and is customer focused, taking account of the needs of visitors, local residents,
businesses and the environment.

A Destination Management Plan (DMP) is the shared statement of intent to manage
a destination over a stated period of time, articulating the roles of the different
stakeholders and identifying clear actions that they will take and the apportionment
of resources.
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The process of developing the plan for Nottinghamshire

Engage all partners: This includes detailed discussions with industry, stakeholders,
public bodies – and will cover structures and funding routes. Develop and engage
champions and influencers:

Assess the potential of the destination: Consider current market position, trends and
competitors, and a detailed understanding of strengths, weaknesses, opportunities
and threats

Review the infrastructure: Consider and review the hard and soft infrastructure to
make sure the destination works – Roads, ports of entry, transport links, and
signage, accessibility, ICT

Assess the product and make sure it is fit for market: Accommodation, food and
drink; Events, festivals, culture; Places to visit; Information ;Welcome; Awareness of
tourism across all sectors and the impact of the local market (for VFR)

Create a clear plan for the future: enabling Nottinghamshire to set the business case
for a visitor economy focus, agree the priorities and targets, roles and
responsibilities, and enable long term thinking.

Deliver: Skills and workforce training; Industry ratings and service quality; Customer
care; Internal and external communications; Press and media relations; Promotion
and marketing: On-line / off line; Social media; Traditional brochures; Booking
mechanisms

Monitor and measure – the plan, the delivery and the outcome/outputs.
D2N2 appointed Colliers to conduct a full tourism impact study of Derbyshire and
Nottinghamshire. The outcomes of this work are shown at ANNEX FIVE and summarised
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within this document, also within specific annexes. This work has provided the foundation
on which this plan has been developed, and complements the detailed consultations
conducted by Experience Nottinghamshire as part of the Destination Management Plan
process.
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3. INTRODUCING THE VISITOR ECONOMY
Tourism is one of the largest industries in the UK. In England alone, it contributes £106bn
to the economy (8.8% of GDP).
According to a recent Deloitte study (Jobs and Growth, VisitBritain/Deloitte) tourism was
worth £126.9bn to the UK economy, equivalent to 9% of UK Gross Domestic Product. By
2020 it is projected to be £191.2bn and by 2025, £257.4bn.
A new full time equivalent tourism job is created with every £54,000 increase in tourism
revenue (Deloitte). One in ten (10.9%) jobs in the UK is currently either directly or indirectly
supported by tourism.
The long-run GVA growth rate of the visitor economy is forecast to be 3.8% per annum over
the period 2013 to 2025, well ahead of the 3.0% forecast for the economy as a whole. The
Deloitte study found that tourism would account for 9.9% of the overall UK economy in
2025, up from 9% in 2013. Tourism expenditure is forecast to grow at an annual real growth
rate of 3.7% per annum over the period 2013 to 2025 according to Deloitte.
Tourism is the UK’s third highest export earner behind Chemicals and Financial Services,
with inbound visitors spending more than £21bn in 2013.
Key tourism facts (further facts in Tourism Alliance report at ANNEX FIVE)

A new Full Time Equivalent tourism job is created with every £54,000 increase in
tourism revenue (Tourism: jobs and growth, VisitBritain / Deloitte, 2013)

Since 2010, 900,000 jobs have been created. Almost 300,000 were in Tourism (ONS Est.
Workforce Jobs, 2014)

The UK tourism industry employs 3.1m people (2013). The sector is the UK’s third
largest employer, accounting for 9.6% of total employment.

Tourism is the fastest growing sector in the UK in employment terms, responsible for
almost one third of the net increase in UK jobs between 2010 and 2013.
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
There are 249,000 tourism businesses in the UK.

Tourism businesses account for 9.8% of all businesses in the UK (Tourism: jobs and
growth, VisitBritain / Deloitte, 2013: The Geography of Tourism Employment and Supply
Side of Tourism Report, Office for National Statistics, 2012)

The average UK business has 9% of its employees from minority groups. Tourism
businesses employ 14%.

The average UK business has 23% of its staff with A levels. Tourism businesses have
25%.

The average UK business has 11% of staff in skilled trades. Tourism businesses have
12%.
Further detail of how the visitor economy compares with other sectors in Nottinghamshire
can be found at ANNEX TWO.
This plan will enable partners, both active and influential in the development and
operation of the visitor economy, to focus activities to maximse the positive impact of
tourism on the overall economy of Nottinghamshire.
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4. THE VALUE OF THE VISITOR ECONOMY TO NOTTINGHAMSHIRE
This plan will enable all partners to relate to ‘tourism’ as more than a holiday taken
elsewhere. This plan will position tourism, and its impact in the economy, alongside other
leading industries in Nottinghamshire.
Now is the time to recognise the economic activity of visitors to Nottinghamshire, the
importance of the visitor economy, and embed this in our future thinking and planning.
In developing this plan, we have therefore considered those elements which impact on or
benefit from the wider visitor economy, to ensure that they are connected to our next
steps.
This includes reasons to visit, how the destination operates and the services which make it
run smoothly. This can incorporate heritage and culture/events, iconic buildings, retail,
sport, leisure, food, gardens, scenery; signs, transport, parking, public spaces and amenities;
and the hotels, bars, pubs, restaurants, street cleaning and wider supply chain.
This list is not exhaustive, it does however illustrate that a visitor destination is multifaceted
and a visitor will interact with a range of services and operations, often those not
considered as ‘tourism operations’.
Importantly, visitor spend will have a much wider impact.
The hospitality sector is an excellent source of entry level and flexible jobs which with the
right skills and learning support can lead to significant career progression, especially
important given current levels of youth unemployment. The D2N2 economy report
highlights Hotels and Catering accounts for an above average share of employment and
output in the D2N2 area.
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It is also important that proper consideration should also be given to promoting the City’s
excellent ‘Quality of Life’ as an aid to inward investment and to support existing employers
in their efforts to recruit the best staff.
The importance and value of tourism and the visitor economy to Nottinghamshire
Tourism is estimated to have resulted in between £1,166 and £1,978 million of visitor spend
within Nottinghamshire in 2011, generating between £449 and £762 million of GVA.
Employment in tourism-related industries stood at 38,742, with between 15,764 and 26,750
jobs directly supported by visitor expenditure.
Overall, it is estimated that in 2011 there was between £1,166 million and £1,978 million of
visitor expenditure within Nottinghamshire (depending on estimate of day visitor
expenditure applied). The largest proportion of this was generated by day visits (between
67% and 80%).
The total domestic day visitor spending in 2011 within Nottinghamshire is estimated to have
amounted to £1,589 million. There were 23.1 million visits, with an average spend of
approximately £68.67.
Overall, overnight visitors to Nottinghamshire in 2011 were estimated to have spent around
£240.0 million in the sub-region. Based on a total number of trips equating to
approximately 1.7 million, this represents an average expenditure per trip of £141.9. By far
the largest proportion of visitor spend was in Nottingham (69%).
Between 2007 – 2011 Domestic overnight visitors to Nottingham have grown by 10% putting Nottingham in the top 10 Cities for growth in overnight domestic visitors (STEAM
2011). In spite of this growth, Nottingham’s hotel sector is performing at the bottom of UK
Core cities and shows a stagnate long term trend compared to its major competitors.
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It is estimated that domestic outbound visitors spent £30.2 million on goods and services
within Nottinghamshire in 2011.1
Using information on the size of the tourism economy within Nottinghamshire in 2008, it is
estimated that the ratio of direct GVA to visitor expenditure is 0.39:1. In other words, for
every £1 of visitor spend, 39p of direct GVA is generated within the local economy. On this
basis, the tourism sector in Nottinghamshire is estimated to have generated between £449
million and £762 million of direct GVA.2
The Deloitte report (Oxford Economics) has forecast the Visitor Economy to be one of the
best performing sectors over the next decade, with above average growth at 3.5% in GVA
terms, outperforming key sectors such as manufacturing.
Further facts and figures which relate to the volume and value of the visitor economy to
Nottinghamshire can be found at ANNEX ONE and also in further detail with the Colliers
report at ANNEX FIVE.
1
Source: International Passenger Survey, ONS – adjusted to 2011 price base
As well as the direct GVA impact of tourism (for example, visitor spend on accommodation), there will also
be indirect effects via businesses’ supply chain expenditure. This is considered in Section 6.5.
2
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5. THE STRATEGIC CONTEXT
Experience Nottinghamshire is the official destination management organisation (DMO) for
Nottingham and Nottinghamshire. The organisation’s aim is to promote the city and county
to leisure and business visitors, working alongside its public and private funders,
stakeholders and supporters and in alignment with VisitEngland.
Experience Nottinghamshire spans county, district, city and parish councils, each with its
own aspiration, vision and ultimately, passion for developing the visitor economy for their
particular area.
The current position and strategic environment is summarised below and detailed at
ANNEX THREE
National strategic context
VisitEngland
By leading on the marketing of England as a destination to domestic and established
overseas markets and through championing the visitor experience, VisitEngland intends to
increase the value of the nation’s tourism by 5% per annum over the next ten years. This will
in turn provide around 250,000 new jobs.
VisitEngland’s England: A Strategic Framework for Tourism 2010-2020 is a blueprint for
growth and aims to maximise tourism’s contribution to the economy, employment and
quality of life in England. In the tourism strategic framework, VisitEngland’s priorities are:
Objective 01: To increase England’s share of global visitor markets.
Objective 02: To offer visitors compelling destinations of distinction.
Objective 03: To champion a successful, thriving tourism industry.
Objective 04: To facilitate greater engagement between the visitor and the experience.
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VisitEngland activity is organised through four key specialisms; Research and insights;
Integrated marketing; Business support; and Partnerships.
[Colliers, 2013] The Business Tourism and the Rural Tourism action plans have many
synergies with the goals for tourism within much of the D2N2 area and most notably for
Nottinghamshire.
Experience Nottinghamshire has a new, direct working relationship with VisitEngland to
fulfil its delivery role. Nottinghamshire is classed as an attack brand and therefore, benefits
from RGF funds. Nottingham City presents a very different offer to much of wider, rural
Nottinghamshire, hence why both of the action plans are particularly relevant.
Government Tourism Policy
[Colliers, 2013] The government tourism policy was published ahead of the London
Olympics 2012 at a time when there was a particular focus on tourism. However, this has
led to an increased commitment to tourism from the government in the longer term and
this paper outlines in more detail their approach.
The emphasis is on;

Delivering stronger, more focused tourism bodies, making local tourism organisations
more industry led and giving Visit England responsibility for guiding them.

Raising industry standards by improving the star rating systems, harnessing consumer
feedback and providing better tourist information.

Making the industry more competitive by investing in skills, creating tourism product for
bad weather and packaging holidays together for domestic tourists more effectively.

Improving the transport infrastructure which visitors use.
This policy provides an outline of how the government plans to give the tourism sector
greater control over its future, enabling quicker adaptation to the demands and changes
within the sector.
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Regional strategic context
The D2N2 Local Enterprise Partnership will result in a business led approach to economic
development. The LEP's purpose is to help create the right conditions for future economic
prosperity and resilience, and tourism, coordinated by the two DMOs, is seen as a high
priority.
[Colliers, 2013] The D2N2 LEP purpose/vision/ambition and overall Strategy document set
out a number of strategic priorities which have been selected on the basis that they are
deemed important for job creation and have particular significance to the region; the visitor
economy is one of these strategic priorities.

The Peak District National Park

The range of contemporary, historical, urban and rural attractions including some iconic
attractions like Chatsworth House and Nottingham Castle.
The document also gives a brief overview of tourism in the region which suggests;

Tourism has been affected by the recession overall, however, domestic tourism has
been somewhat less affected due to the ‘staycation’ effect with domestic visitors
supporting the short break market in particular;

The D2N2 area accounts for 42% of visits to the East Midlands, just over half of which
are to Derbyshire but with 56% of spend in Nottinghamshire;

83% of visitors to Nottinghamshire are domestic visitors and 17% inbound visitors;

The Derbyshire area has a much higher proportion of holiday visitors than
Nottinghamshire;

Both domestic and inbound visitors spend more in Nottinghamshire than in Derbyshire;

The hotels and catering sector in the region has a lower than national average
productivity.

The overall conclusion is that new investment would need to be carefully targeted to
ensure than interventions in what is primarily a low skilled sector can be made to lead to
growth in higher value tourism business activities.
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Although D2N2 quantitative analysis in their economic report was limited to the ‘Hotels and
Catering sub-sector, which accounts for just under 3% of GVA and just under 5.5% of FTE
employment, it recognises that tourism nevertheless plays an important, wider role in the
D2N2 economy’. Particularly it notes, ‘having a range of attractions in the area can attract
people and businesses and contribute to the quality of life and wellbeing of residents in the
D2N2 area’
The report also highlights the importance of understanding the correlation between volume
and value. ‘Between 2006 and 2009 there were, on average, 3.8 million visits per annum to
the D2N2 area (which is 42% of the total for the East Midlands region). 56% of spend
occurred in Nottinghamshire, 83% of Nottinghamshire’s visitors are domestic and 17%
inbound. Inbound visitors have higher levels of average spend than domestic visitors and
both types of visitor tend to spend more in Nottinghamshire.
Local strategic context
Both Nottingham City Council and Nottinghamshire County Council have their strategies in
place with tourism included and Experience Nottinghamshire as the delivery organisation.
a) The Nottingham growth plan
The importance of tourism and the visitor economy features in this first draft document,
and this destination management plan will enable key partners in Nottingham to work
together in the development of associated tourism focused delivery plans. The key
proposals which are specifically relevant to the visitor economy are:

Improve the coordination of positive promotional messages about Nottingham;

Secure an increase in significant national and international conferences and events
within Nottingham;

Establish a high quality, new visitor offer centred around the castle and the links to
Robin Hood and;

Put in place an effective externally facing campaign to promote Nottingham to domestic
and international investors.
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b) The Nottingham City Deal
[Colliers, 2013] The city deal document sets out a vision for growth which outlines how the
city will develop a highly skilled, science and technology based, low carbon economy
within Nottingham by 2020 with a particular focus on the creative industries.
This City Deal will be the catalyst for change, through enabling the development of the
Nottingham Growth Plan’s flagship project; the Creative Quarter. The Creative Quarter will
encompass a wide ranging economic stimulus package to support the creation and growth
of businesses, the retention and maximisation of talent, property occupancy and consumer
spend. The Creative Quarter – an incubator without walls – will create a unique enterprise
environment, to lead the development of Nottingham’s new economy and as an emblem of
our long term aspirations for the city.
The focus on the Creative Quarter is therefore strategic, as the necessary innovation to put
Nottingham on the road to a new economy. The development will be business-led including
a number of key businesses already based there such as BioCity, Confetti Media and
Broadway. Various programmes of support and grant funding are being put in place to help
support the development and the businesses within it.
Although the creative quarter is major part of the city deal there are other aspirations which
are closely aligned with the growth plan and will be important aspirations for the city to
deliver the creative quarter project.
c) Nottingham sustainable community strategy 2020
[Colliers, 2013] The Nottingham sustainable community strategy was published in 2009 by
One Nottingham (the city’s local strategic partnership, bringing together the public, private,
voluntary, community and faith sectors to work for change in the city).
The strategy sets the overall strategic direction and long term vision for the economic, social
and environmental wellbeing of the City of Nottingham. The 2020 Strategic Priorities are to:
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
Develop Nottingham’s international standing for science and innovation, sports and
culture

Transform Nottingham’s neighbourhoods

Ensure that all children and young people thrive and achieve

Tackle poverty and deprivation by getting more local people into good jobs

Reduce crime, the fear of crime, substance misuse and anti-social behaviour

Improve health and wellbeing
Tourism is identified as a key strength through the ‘World Class’ Nottingham priority which
aims to develop Nottingham’s international standing for science and innovation, sports and
culture.
d) Nottingham City Council Plan 2012 - 2015
[Colliers, 2013] The Nottingham City Council Plan sets out the purpose, priorities and values
for the city for 2012-15. A number of key priorities have been identified for the Council over
the next three years. The main priority which relates to the visitor economy is to ensure that
Nottingham offers a range of leisure activities, parks and sporting events.
The actions that the council is currently taking in order to achieve this priority are;

presenting Splendour 2012, Riverside Festival and Goose Fair, as part of a busy 2012
events programme

providing all day holiday activities at leisure centres

continue working to bring all our parks up to Green Flag standard and invest in our
facilities

ensuring the swimming pool at Harvey Hadden is as successful as Victoria Leisure Centre

looking for further opportunities to make libraries the hubs of Joint Services centres and
at the centre of communities.
e) Nottinghamshire County Council Strategic plan
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Nottinghamshire County Council’s vision is for Nottinghamshire to be a place where people
enjoy life, are healthy, safe and prosperous; and where business is able to thrive. With a
pride for Nottinghamshire’s past and its ambitions for the future.
Their aspiration is that Nottinghamshire is a county where people have high aspirations; live
as independently as possible and are empowered to have greater responsibility.
In their leadership role, Nottinghamshire County Council will play a full part in leading
Nottinghamshire making it a place where businesses want to invest; tourists want to visit
and stay; where people want to live and feel safe.
The three main priorities in this area are:
Priority one: to foster aspiration, independence and personal responsibility
Priority two: to promote the economic prosperity of Nottinghamshire and safeguard our
environment
Priority three: to make Nottinghamshire a safer place to live
f) Retail Nottingham – a strategy for growth of retail in Nottingham City Centre
Increasing the retail ranking of the city and growing the retail and leisure sectors to their full
potential is at the core of the strategy, with two key aspects 1) attracting more shoppers to
the city centre and 2) encouraging them to spend more when they are there.
The strategy has three priorities

Strengthening Nottingham’s retail and leisure offer in the city centre

Improving the Nottingham visitor experience.

Developing the physical environment and infrastructure in the city centre.
g) DRAFT Nottingham City Cente: time and place plan
This plan has the vision of a healthy and vital centre, embracing new ideas, and building on
the creativity of residents, universities, employers and business people. It particularly
focuses on maximising assets, principally :
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
Connectivity: Compact, walkable/cycle-able centre; Excellent public transport and car
parking

People: Creativeness, innovation and cultural advance

History: historical buildings, places and people
The plan notes a key to success will be to work with the rhythm and grain of the city centre
building on existing character and potential with better management and selective elements
of change, including use of technology.
This is further supported by commitment from the district councils to develop and grow
the visitor economy in their individual areas:
Newark and Sherwood: The Visitor Experience Strategy for Newark and Sherwood 20132016 is based on a simple vision, which sets out a direction for everyone involved in the
strategy to work toward: To market Newark and Sherwood as a unique and inspiring place,
with a range of offers for both visitors and residents and to do so in a way that is flexible,
accessible and understandable to all.
Bassetlaw (North Nottinghamshire) will work to improve and develop Bassetlaw’s historic
market towns of Worksop and Retford. We will ensure that our approach reflects each
town’s different profile and that improvements are sustainable and encourage future
growth. We will seek to develop tourism, making Bassetlaw (North Nottinghamshire) an
area people want to visit.
Rushcliffe see that ‘Tourism can bring considerable employment and financial benefits to
the area and is one of the nation's biggest service industries. Involvement in tourism can
help conserve both the national and man-made heritage and benefit local residents from
facilities provided for tourism’. Broxtowe’s ambition is to have a thriving and vibrant
borough with access to services, jobs and opportunities for all; with towns, parks, open
spaces and countryside we can value and enjoy; and to have pride in our heritage.
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Ashfield has an ‘overriding aim [is] to bring additional tourists to Nottinghamshire’; feeding
into the priorities of Experience Nottinghamshire, the ADC Heritage and Tourism service aim
is to enhance the area as a whole and heighten the appeal of Ashfield as a destination for
tourism with credible visitor attractions.
Mansfield aims to ‘Revitalise our District, town centres and neighbourhoods’ and Gedling
aims to work hard to promote health and fitness, sports development, tourism, twinning,
the arts, events and play activities in the borough
The trick for both Experience Nottinghamshire, its public and private partners, is to focus
this passion to maximise the impact of the sum of the parts – working together, through
this destination management plan, Nottinghamshire will achieve greater success than
individual partners/places working independently.
NB: Currently 46% of Experience Nottinghamshire members are located in the city of
Nottingham and 54% are county based. These organisations are spread across the breadth
of Nottinghamshire, within the Ashfield, Bassetlaw, Broxtowe, Gedling, Mansfield, Newark
and Sherwood, and Rushcliffe districts.
BIDs across the region
Nottinghamshire benefits from three Business Improvement Districts (BIDs), one in the city
centre (Leisure and retail), one in Beeston and one in Mansfield. These BIDs are key players
in developing and delivering great visitor destinations in the county – they have the
investment, and importantly the support, of their local businesses and are focused on
improving the economic and environmental vibrancy of the areas in which they operate.
It is crucial, therefore, that, via the Destination Management Plan, the work of the BIDs is
aligned with the overall priorities and aspirations of Nottinghamshire, the destination. It is
crucial that their work is recognised as a key driver and that their aspirations and visions are
reflected in this plan.
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Equally, it is important that the BIDs see themselves as key partners in developing great
visitor destinations, and they present an opportunity for businesses to better engage with
attracting visitors in a meaningful way that can be seen to deliver direct return to the local
economy.
This plan will enable Nottinghamshire to bring the pieces of the jigsaw together to create
a clear picture to guide investors and encourage visitors.
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6. THE MARKET, PRODUCT AND KEY THEMES
Market audit
The aim of the market audit completed by Colliers is to bring together all of the available
data on tourism within the region to produce a more comprehensive picture than has been
achieved previously. This audit outlines an overview of the likely markets for tourism within
Nottinghamshire and the detail is contained in the full Colliers report at ANNEX FIVE.
Day Visitors
The Great Britain Day Visits Survey shows that of an available day visitor market there were
23.66 million day visits in 2011-12. Day visitors to Nottinghamshire spent a total of
£1,205.86 million in 2011-12. However, this provides less information on where day visitors
to Nottinghamshire come from or where they are going within the County.
Generally however, the majority of day visits to most destinations come from people living
within a 60 minute drive time3. Colliers analysis looked at the size and characteristics of
people living within a 60 minute drive time of the north, south, east and west of the county
using major towns and cities towards the outer edges of the county as reference points
from which an indicative catchment market can be identified.
An analysis of the volumes of the population within key drive times of the main towns and
cities in Nottinghamshire gives a further idea of the total size of the potential day visit
market.
Results show that day visitors include:

High proportion of young people (aged 25-34).

65% of all day visitors do not have children. Almost half of day visitors are likely to be
visiting Nottingham city as their main destination.

Day visitors are most likely to spend between 3 and 4 hours in Nottinghamshire.
3
Travel time rather than just drive time is important for some destinations, particularly those with good train
links. In most cases however, when travel time to and from stations has been allowed for, the 60 minute
catchment is similar whether people are traveling by train or car and therefore the available market is much
the same.
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
The most popular activities undertaken on a day visit are visiting friends or family for
leisure purposes (30%), going out for a meal (26%) and undertaking outdoor activities
(17%).
Staying visitors
Data shows that between 2009-11 there were about 1 million domestic staying trips made
each year to Nottingham, 365,000 of these were holiday trips. 1.7 million domestic staying
trips were made each year to Nottinghamshire between 2009-11, c. 34% of these trips were
made for holiday/short break purposes.
For Nottingham (2009-11) total spend of domestic staying visitors was £166 million with
53% of this spend coming from those on holiday/short break trips (£88 million). The
number of holiday/short break trips has risen in recent years and staying visitors are also
increasingly staying for longer in the city. In Nottingham the average length of a trip is 2.29
nights whereas holiday/short break makers to the city spend an average of 2.92 nights
which is longer than for other types of trips.
Over half of all trips to Nottinghamshire are for holiday/short break reasons whether this is
a pleasure/leisure holiday trips or a holiday whilst visiting friends or relatives. A quarter of
people visit the county purely to visit friends or relatives and just over 12% come for
business reasons.
Visitors to Nottinghamshire are predominantly aged 35-44, with high numbers of younger
visitors. Visitors are most likely to be in social group AB (professionals). In terms of life
stage, visitors are very likely to have no children (choice or empty nesters).
The number of holiday/short break trips to the county is increasing by the most significant
proportion and holiday/short break visitors are increasingly spending longer in the county.
The popularity of Nottingham City as a holiday destination is increasing at a higher rate than
for Nottinghamshire. Statistics show that Nottingham generates the largest number of
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staying visitors and visitor spend, additionally Newark and Sherwood generates a high
proportion of trips and spend.
Historically, the weekend leisure market in Nottingham has comprised a high level of stag
and hen breaks. While this is a profitable segment for the hotel sector, there are less
desirable impacts on this business on the night time economy of the city. Anectodal
evidence from the Nottingham Hoteliers Association is that the business mix is changing,
with more weekend cultural short break visitors seen in recent months and a decline in
stag/hen business.
International passenger survey
[Colliers, 2013] The International Passenger Survey for 2012 shows that there are an
additional 266,000 overseas visitors coming to Nottinghamshire who spend about 2.3
million nights in the county and spend £95 million in the local economy.
Nearly half of all International visitors to Nottinghamshire are seeing friends or relatives
(46%). These people also spend the longest in the area and the most in the economy.
However, Business visitors to the county are also significant both in terms of volume of trips
and spend although on average trips are shorter than those made for VFR, holiday or study
purposes.
Business Tourism
In Nottinghamshire, around 14.9% of domestic staying visits are for business reasons and
25% of overseas visits are for business reasons. Overseas business visits are responsible for
9% of total visitor nights in the county and 19% of total spend generated by overseas
visitors.
The conference and events industry in Nottingham (business tourism) is subject to market
failure, experiencing a structural under performance when compared to competitor
destinations in the UK. This failure is clearly evidenced by hotel occupancy and revenue
data for the city, a key barometer of sector performance when benchmarked against other
UK Core Cities, showing Nottingham consistently performing at the bottom of this league
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table across the three industry metrics of average occupancy, average daily rate, and
revenue per available room (REVPAR).
With business travellers spending on average three times more than leisure visitors, this is
by far the most lucrative, high spend, high yield form of tourism, bringing a whole host of
benefits (Source: Business Tourism Partnership)

17% of conference delegates are accompanied by a guest who is not a delegate.

Delegates spend on average an extra 0.8 nights at the destination, before or after the
business event they are attending, although this figure is higher for those attending
association and academic conferences.

39% of delegates claim that they would be likely to return to the destination of the
conference for a holiday or short break.
The hotel sector relies heavily on conference and events business to drive occupancy on
weekdays, with leisure accounting for the majority of business at weekends. Industry data
demonstrates that low weekday occupancy is impacting on sector performance. Whilst the
hotel sector provides a market intelligence base measurement, wider impacts will be felt by
other sectors of the local economy that benefit from visitor spend including transport, retail,
and leisure and hospitality businesses.
Headline data to October 2011:

Nottingham hotel average occupancy of 64.4% (7 year rolling average), lowest of UK
core cities (average 68.3%)

Nottingham average room rates of £48.65, lowest of UK core cities (average £57.44)

Nottingham revenue per available room £31.40, lowest of UK core cities (average
£39.33)

Nottingham average weekday occupancy 58.4% versus weekends 72.7%
Nottingham operates a tertiary hotel market. Under performance impacts on product
quality as investment by hotel operators is prioritised towards their properties in more
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profitable destinations. This in turn impacts on the attractiveness of Nottingham to
potential investor businesses.
Special Interest and Niche Visitor Markets
[Colliers, 2013] A coach holiday is defined as any holiday (e.g. at least one night spent away
from home) that involves coach transport. In 2011 the volume of the coach market was
estimated at 8.44m with a value of £1.9m. TGI data reveal that 6.2% of holidaymakers took
a coach tour in the 2010. Domestic coach tourism accounts for the majority of trips although
overseas coach trips are higher value.
15% of British people have taken a coach holiday in the last 5 years with more women than
men going on these types of holidays. Consumers from the AB and C1 socio-economic
groups are the most likely to say that haven’t been on a coach holiday and would not
consider it.
Destinations which encourage coach tourism are set to take advantage of an ageing
population and the ‘budget’ positioning of this form of holiday post-recession.
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Product audit
Access
[Colliers, 2013] Nottinghamshire benefits from extremely good transport links, occupying a
central location with England. The M1 runs through much of the west of the county giving
easy access from the north and south. There is also a good network of A roads linking the
various towns within the county. Most areas are easy accessible by road and there are a
good range of well-maintained dual carriageways running through the county.
Train access is also good within Nottinghamshire although the south of the county has
better coverage via the national rail network. Direct train services from Nottingham to
London take just less than 2 hours and run up to 2 times an hour. Services to most other
major cities are also frequent.
Nottingham airport is the only airport within the county but is not a passenger airport. The
nearest passenger airports are Robin Hood Airport in Doncaster and East Midlands Airport
both of which mainly serve the UK market travelling outbound. Birmingham airport is also
only around 30 minutes away.
Attractions
Experience Nottinghamshire’s data shows that Nottinghamshire’s top 20 visitor attractions
receive an estimated 3.478 million visitors per annum and 65% (nearly two-thirds) of these
attractions are free or charge a car parking fee. Nottinghamshire remains a highly popular
visitor destination within the context of the East Midlands Region as supported by Visit
England’s market research for 2010.
[Colliers, 2013] Visit England lists 29 key attractions in Nottinghamshire. 13 of these charge
for entry and 16 are free.
Accommodation
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Experience Nottinghamshire data shows that visitor numbers to non-serviced
accommodation have increased by 4% and those visiting friends and relatives has remained
stagnant, however declines in serviced accommodation visitors and day visitors have been
greater than in the rest of the East Midlands.
This is reflected in the accommodation sector by the relative low performance of hotels in
Nottingham compared to other Core Cities, with hotel occupancy at just over 61% and
room rates around £50.
Hotels are the dominant form of serviced accommodation in the county followed by B&B’s.
Area’s like Newark are dominated by B&B’s and lack any significant hotel developments.
Similarly, the area around Edwinstowe and surrounding Sherwood Forest is dominated by
small B&B’s primarily.
Conferences and Exhibitions
[Colliers, 2013] There are a number of reasons why conferencing presents an important
opportunity for Nottingham city.
Nottingham is home to Biocity - the largest bioscience incubator in Europe, and Medicity, a
collaboration with Boots, positioning the city at the cutting edge of life science development
internationally. The Nottingham University Hospitals NHS Trust also offers a number of
pioneering medical research and clinical specialisms, including the largest spinal surgery
training facility in Europe.
The Biomedical sector, an area in which the city and the two Universities are recognised as
having a particular strength, generates a large number of conferences, exhibitions and
events. Nottingham already benefits from a growing number of medical conferences, but
is poorly positioned to attract the major international conferences for 800+ delegates due
to the lack of a purpose built convention centre.
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There is a strong connection between major sporting venues and corporate hospitality/
conferencing and Nottingham has a particularly significant cluster of venues of national
reputation. However, Nottinghamshire would attract more sporting events with the benefit
of a large flexible space.
The latest cities STR data for 2013 shows that Nottingham ranks 8 th out of the 8 core cities in
terms of occupancy and RevPar and 7th for average daily rate. Evidence from Nottingham’s
hotel sector shows that the city is underperforming in terms of room rates achieved and
average occupancy relative to comparable cities. In addition to the relatively low occupancy
rates achieved, Nottingham has fewer properties and rooms available than many other UK
cities. This has implications for the ability of Nottingham to supply of residential
conferences.
As might be expected, most of the venues for conferencing are located within Nottingham
city. The largest of all venues is the Capital FM Arena which holds c.10, 000. Newark
Showground and The Theatre Royal can also hold significant numbers of delegates.
Destinations and Hubs
[Colliers, 2013] Nottingham city itself is the main hub for the county and offers a wide
variety of facilities for visitors. There are however a number of other key destinations within
Nottinghamshire which attract visitors. Many of these are visitor attractions in their own
right such as Sherwood Forest visitor centre.
Experience Nottinghamshire lists a series of ‘market towns’ on their website which are
deemed the other key destinations within the county.
In Nottinghamshire, Southwell and Newark are particularly attractive market towns for
visitors. Southwell has an interesting mix of independent clothes shops, delis and eateries
set within a compact picturesque village. The Minster, racecourse and other nearby
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Trent has the benefit of the castle ruins in the town centre, river walks and a vibrant market
throughout the week.
The Lonely Planet online guide mentions Nottingham, Southwell, Newark and Eastwood as
the key destinations within the county.
Entertainment
[Colliers, 2013] Nottinghamshire has a large number of theatres and other entertainment
venues; most however, are in Nottingham city. In addition to the mainstream cinemas
there are two good independent cinemas; the Broadway cinema and the Savoy cinema.
Other key venues include the Arena, the Royal Centre and the Nottingham Playhouse. The
Playhouse has a particularly good reputation and is picked up by consumers on Tripadvisor
who have made comments such as ‘Quite simply one of the greatest theatres that the UK
has, always excellent fare there, a mix of classics and more contemporary work, never mind
the best panto in the world, an absolute essential stop-off whilst in Nottingham’
Cultural Offer
Whilst comprehensive competitor analysis isn’t available for this sector, it is widely
perceived that Nottinghamshire has a compelling regional offer for the arts and culture.
A 2009 study by the Greater Nottingham Partnership of 8 arts and cultural venues in the city
of Nottingham found that the venues attracted 2.1 million visits for the year and
contributed an estimated economic value of £97 million.
The nearest competitor Core Cities to Nottingham in particular are Birmingham and
Sheffield. With the Nottingham Conurbation being of a significantly larger size to Sheffield,
the city’s cultural influence and potential to attract staying visitors is significant.
Festivals and Events
[Colliers, 2013] Nottingham has a number of one off or ad hoc events but few major regular
events. The major events that the county does put on every year occur mainly over the
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summer months into autumn. September and October are the most popular months for
major events.
Robin Hood themed events are particularly popular in Nottinghamshire; this is an area with
potential to expand should support be available for this. With the number of sporting
venues in the county there also seems to be an opportunity to build on the number and
profile of sporting events currently held.
Nightlife
[Colliers, 2013] Nottingham has a vibrant social scene which is largely supported by students
from the two universities which between them have over 60,000 students. The offer
includes a broad range of restaurants, pubs, bars and comedy clubs, many of which are
situated around the Lace Market and Hockley area and the canal front. The Corner House
development is an important mixed use leisure complex containing bars, pubs and clubs as
well as a cinema and casino.
There are at least 14 nightclubs in Nottingham and countless other bars. Nottingham also
has some more unusual evening experiences on offer such as evening river cruises and a
range of real ale trails to a number of microbreweries. Gigs and concerts are also popular at
the large concert venues and more niche venues such as The Bodega Social.
Activities and Sports
[Colliers, 2013] Nottinghamshire is particularly well known for its sporting venues, several of
which are recognised as having a significant national profile. The main venues are Trent
Bridge cricket ground, Notts County Football Club, Nottingham Forest Football Club and the
National Ice Centre and the National Watersports Centre.
There are also a number of walking routes and cycling trails which pass through the county.
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Retail
[Colliers, 2013] There are relatively clear clusters of retail in Nottinghamshire with
Nottingham city the largest centre for retail as might be expected. Mansfield, Newark,
Worksop and Retford also contain high numbers of retail units.
Nottingham has a varied offer with many of the upmarket brands in the Bridlesmith Gate
area, Victoria Centre and The Exchange as well as a range of independent retail in the Derby
Road and Hockley areas. There are two major shopping centres: the Victoria Centre (120
stores) and Broadmarsh (55 stores). £36 million investment has recently been announced
into the Victoria Centre which is due to be completed in 2015 whilst Broadmarsh, despite a
number of suggestions of redevelopment, is yet to receive the investment which many
people feel is required for a centre in such a prominent gateway position.
Nottinghamshire also has a good range of markets which run on most days over the week
and a good range of independent shops, however, the fall in retail rankings in
Nottinghamshire is a challenge for the future.
Food and Drink
[Colliers, 2013] Nottingham city has a large number and range of restaurants and there are
smaller clusters of restaurants in Mansfield and Sutton in Ashfield, Worksop and Retford.
12 restaurants in Nottinghamshire are mentioned in the Good Food Guide 2013 with the Sat
Bains restaurant particularly renowned. There are plenty of pubs across the county,
particularly in Nottingham city and the larger urban centres including Mansfield, Sutton in
Ashfield and Worksop. There are four pubs in Nottinghamshire which are Good Pub Guide
Recommended; a further 68 are recommended in the guide as ‘worth a visit’.
Experience Nottinghamshire evidence suggests that visitors to the city and county invest
significantly in eating, drinking and shopping. This would support the influence of
Nottingham’s appeal for shopping, food and drink together with the broader day visit
appeal of its market towns, such as Newark and Mansfield.
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STEAM suggests that 37% of direct tourism expenditure is in shopping and just over 27% in
food and drink.
Visitor Services
There are five main tourist information centres in Nottinghamshire and two visitor
information points. The Nottingham centre is well located within the Market Square in the
city centre and easily accessible both by car and public transport.
The opening hours of the tourist information centres vary, as do the range of services on
offer. Nottingham Tourism Centre is closed on Sundays during the winter period and only
open on strategic dates of potential high footfall over the summer. However the TICs in the
wider County are currently open on all Sundays.
It is important to note that generally TICs require significant levels of funding from the
organisations running them and always struggle to run on a commercial basis. This limits the
quality and extent of the services which can realistically be provided. TICs in smaller
locations usually sit within buildings which offer other services as well as information
provision. The trend Nationally for TICs has seen footfall dwindle as more and more visitors
take to digital sources to find their destination information. Most recently Visit Birmingham
announced that they were closing all of their TICs across the City.
Employment and Skills
The visitor economy presents a significant opportunity for jobs growth, with two million
people expected to be recruited over the next seven years (Labour Market Review 2013.)
While the sector employs a high proportion of part time flexible workers and presents
opportunities for entry level jobs, 17% of these recruits will be needed to fill higher level
roles such as managers, directors, and senior officials.
Current national and local research identifies emerging skills gaps in managerial roles, chefs
and kitchen staff, and a number of barriers to recruitment including the high proportion of
SMEs and micro businesses in the sector, often making it difficult for these small businesses
39 | S U M M A R Y
DISCUSSION DRAFT AND ANNEXES:
Nottinghamshire Destination Management Plan
V E R S I O N
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J u n e
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Feb 2015
to engage with training support and apprenticeship programmes. The image of the
hospitality sector as an employer also deters young people from choosing the industry as a
career path, in spite of the significant opportunities and varieties of roles available.
The D2N2 Visitor Economy Skills Advisory Committee has begun work to map existing and
emerging skills gaps and to recommend an approach to address these issues in order to
maximise employment opportunities and growth in the sector.
Overview of issues facing the visitor economy in Nottinghamshire
Nottingham’s proposition to the inward investment market requires underpinning by a
vibrant destination offer including a strong hotel infrastructure in order to position the city
as a first choice destination for business.
Student recruitment at the city’s universities relies in part on a hospitality sector that
provides part time jobs as well as a competitive base for conferences and events that
support generation of funding for innovation and research.
Major local businesses recruitment of key personnel is influenced by perceptions of the
destination and the leisure infrastructure on offer.
Poor hotel performance is likely to impact on the city’s wider economic development
strategy by acting as a deterrent to further investment in new or existing product, eroding
the quality of the destination offer.
Nottinghamshire’s dense offer has experienced a sharper than normal decline recently due
to a market segment which is increasingly under pressure from the recent economic
recession and stagnation.
40 | S U M M A R Y
DISCUSSION DRAFT AND ANNEXES:
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The product offer has too easily be perceived as dispensable, given the low value heritage
attractions combined with a popular shopping and eating out appeal in Nottingham’s city
centre and around the market towns.
Nottinghamshire’s traditional attracting areas have been from the East Midlands, London
and the South East but evidence suggests that these regions may not continue to be open
for further visits. The northern and eastern areas of England seem more open to visiting the
destination going forward.
A compelling cultural offering does have the influence to draw in regional visitors, however
given the possible target areas of the North West and North East, this appeal has great
competition from the likes of Manchester, Newcastle and Liverpool and needs to be
differentiated to ordinary young families and couples.
The emergence of BIDs across the region gives Nottinghamshire an opportunity to help
develop a distinct offer in a meaningful and low-risk way.
A full SWOT analysis, developed through direct consultation and via discussion at consultee
team meetings can be found at ANNEX FOUR.
41 | S U M M A R Y
DISCUSSION DRAFT AND ANNEXES:
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7. OPPORTUNITIES MAPPING
OPPORTUNITIES [Identified by Colliers report and consultations]
The following opportunities have been identified through the work completed by Colliers
and should be considered as part of the destination management planning process. These
are detailed in the Colliers report at ANNEX FIVE and summarised below:
#lovenotts
@eventteamnews
ONE: ACCESS
Opportunity
Extending the tram route from EMA to the City Centre
HS2 East Midlands Hub
Public Transport Strategy to address public transport gaps
across the county
Brown signage strategy across the county (also to consider
temporary event signage)
Tourist bus tours/sightseeing tours
Car parking promotions and offers for visitors
42 | S U M M A R Y
Lead
Nottingham City Council
Nottingham City
Council/Nottinghamshire
County Council
Nottinghamshire County
Council/EN/NET
Nottingham City
Council/Nottinghamshire
County Council
EN/Nottinghamshire
County Council
EN/Nottingham City
Council
DISCUSSION DRAFT AND ANNEXES:
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TWO: ATTRACTIONS
Opportunity
Exploit and develop opportunities for visitors to engage
with ‘Robin Hood experiences’
Improve the existing Robin Hood Attraction and Sherwood
Forest (support current scheme and provide assistance to
identify alternative viable schemes)
Interpretive tools and devices to better interpret the Robin
Hood theme around the county (apps, panels, leaflets, use
of existing attractions for promotion, expand Robin Hood
festival)
Strategy to consider the future sustainability of heritage
attractions, which would link to the emerging Heritage
Strategy being developed by Nottingham City Council
Develop an action plan to connect the Civil War Centre to
the wider visitor offer
Maximise the potential of the county’s waterways through
the development of waterbased trails, holidays and
experiences, encourage boat hire operators to invest,
improve promotion
Develop explicit interpretation of the industrial heritage of
the city – enhanced and new displays in existing buildings,
apps, interpretation on significant buildings/sites, trails,
events programme
Commission a feasibility study to further exploit the Pilgrim
Fathers theme. Consider apps, interpretation boards and in
partner venues, promotion (prior to anniversary in 2020)
Support a feasibility study into future use/potential uses of
Clipstone Colliery
Consider a multi-sport visitor attraction to celebrate the
county’s strengths in sport in general
THREE: ACCOMMODATION
Opportunity
Commission an accommodation strategy for
Nottinghamshire – to identify demand/supply, potential
sites, expansion/refurbishment opportunities,
opportunities for higher rated/boutique hotels, address
quality and make recommendations for improvements.
Nottinghamshire County
Council
EN/Nottinghamshire
County Council
Nottingham City
Council/Nottinghamshire
County Council
Newark and Sherwood
District Council
EN/Private partners
EN/Nottingham City
Council
Bassetlaw
DC/Nottinghamshire
County Council
Newark and Sherwood
District Council
Unknown
Lead
Nottingham City
Council/Nottinghamshire
County Council/EN
FOUR: CONFERENCES AND EXHIBITIONS
Opportunity
Commission a feasibility study to assess the demand for a
dedicated convention centre for Nottingham
43 | S U M M A R Y
Lead
Nottingham City Council
Lead
Nottingham City Council
DISCUSSION DRAFT AND ANNEXES:
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FIVE: DESTINATIONS AND HUBS
Opportunity
Ensure an on-going dialogue in terms of the
implementation of Nottingham City Council’s Time and
Space plan as this will have a positive impact on the visitor
experience
- Retail core, independent shopping, Creative
Quarter, Castle Quarter, Royal Quarter, Canal
Quarter
Maximise development opportunities to benefit the visitor
economy, such as walking routes, public transport, cycle
hire, developing the evening/night time economy, street
animation, Wifi connectivity, city heritage
Development of destination strategies for Southwell,
Retford, Worksop, Mansfield and West Bridgford, similar to
the destination strategy for Newark.
Develop a project fund to develop specific initiatives linking
businesses and attractions/events.
Raise the profile of the Dukeries, via a brand and logo to be
used by all businesses in the area alongside their own, road
signage, staff training, website and app
Commission a research study into how visitors ‘use’ the
region, which would provide insight into how visitors use
destinations (hubs) and the different types of visitors which
favour different destinations in the county
SIX: ENTERTAINMENT AND THE ARTS
Opportunity
Establish a forum supported by culture/arts organisations
to develop cross promotion, shared intelligence and event
co-ordination
SEVEN: FESTIVALS AND EVENTS
Opportunity
Expand the role of the (Experience Nottinghamshire)
Conference and Events bidding unit to include bidding for
major sporting and other leisure events
Research and test schemes to develop a new events fund
Develop an anniversary event to celebrate the 400th
anniversary of the Pilgrim Fathers departure to the New
World.
Raise the profile of Nottinghamshire Food and Drink by
44 | S U M M A R Y
Lead
EN
EN
EN/Councils
EN
EN/Nottinghamshire
County Council
EN/Partners
Lead
Nottingham City Council
Lead
EN
EN/Nottingham City
Council
Nottinghamshire County
Council
EN/Public/Private
DISCUSSION DRAFT AND ANNEXES:
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linking the food and drink events which take place to form
a county wide festival
EIGHT: NIGHT TIME ECONOMY
Opportunity
Deliver the actions outlined in Nottingham City Council’s
Time and Place plan which relate to the night time
economy
Connect the night time economy to the proposed
destination strategies
Lead
EN/Nottingham City
Council
Councils
NINE: ACTIVITIES AND SPORTS
Opportunity
Feasibility study to assess the potential of major venues
(following the development of Trent Bridge, which
illustrated the value which can be delivered when grounds
are upgraded to international standard)
TEN: RETAIL
Opportunity
Support implementation of the actions contained within
Nottingham’s retail strategy, particularly around public
realm, late night shopping, mobile software, joint
retail/leisure events, access and transport. Ensure
involvement with the BID where the footprint allows
Promote the various markets across the county, as these
provide local character and colour and are popular with
visitors
Commission a countywide independent retail strategy
ELEVEN: FOOD AND DRINK
Opportunity
Develop initiatives which support local suppliers. Local
supply chains, training, food and drink festivals, SME
support programme, increased promotion
Develop initiatives which tradition and real ale pubs and
microbreweries. Local supply chains, training, food and
drink festivals, SME support programme, increased
promotion
45 | S U M M A R Y
partnership
Lead
EN/Partners
Lead
EN/Nottingham City
Council/BID
En/Nottingham City
Council/Nottinghamshire
County Council
Councils/EN/BIDs
Lead
EN/Food and Drink
Forum
EN
DISCUSSION DRAFT AND ANNEXES:
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TWELVE: VISITOR EXPERIENCE
Opportunity
Update the existing Visitor Information Strategy as part of a
national review. Work with VisitEngland and the DMO
Forum to look at new models.
Review of skills and identify gaps within tourism businesses
THIRTEEN: SKILLS AND BUSINESS SUPPORT
Opportunity
Build capacity within EN to support delivery of skills and
training initiatives and to join up opportunities with
businesses in the sector
Establish a mentoring and ambassadorial programme for
SME’s, and pre-employment training to address sector
specific needs.
Increase take up of higher level qualifications and access to
apprenticeships.
Deliver sector specific careers and recruitment events to
promote employment in the hospitality sector and wider
visitor economy.
FOURTEEN: OTHER
Opportunity
Reduced duplication and greater pooling of resources in
terms of marketing activity through EN
Agree a strategy for broadband improvements
46 | S U M M A R Y
Lead
EN/VisitEngland
EN
Lead
EN/D2N2
EN/ESF
projects/Employment
Hub
EN/ESF
projects/Employment
Hub
EN/ESF
projects/Employment
Hub
Lead
EN
EN/Partners
DISCUSSION DRAFT AND ANNEXES:
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ANNEX ONE: NOTTINGHAMSHIRE – THE ECONOMY, THE VISITOR ECONOMY
Direct Tourism Expenditure in Nottinghamshire, STEAM 2011
Sector Expenditure
2011
Value (£’s millions)
96.2
247.9
99.3
332.7
123.1
899.1
Accommodation
Food and Drink
Recreation
Shopping
Transport
Total
2011
%
10.7
27.6
11
37
13.7
Visitor Economic Impact Growth, STEAM 2010-11
Visitor Type
Serviced Accommodation (hotels,
BBs, etc)
Non-serviced accommodation
(holiday cottages, flats and chalets,
campsites, etc)
Visiting Friends and Relatives
Economic
Impact, East
Midlands
£1.101 bn
(+1.86%)
£843.5 m (-0.7%)
Economic
Impact, Notts
£219.9 m (+3%)
Visitor
Numbers,
Notts
£1.27 m (+5%)
£125.3 m (-3%)
364,000 (+2%)
£790.3 m
£163.9 m (+2%)
(+1.67%)
Day Visits
£3.943 bn
£932 m (-2%)
(+1.86%)
NB - no East Midlands visitor number data is available for 2011.
1.66 m (+2%)
29.60 m (-2%)
The value of the visitor economy / visitor spend
[Colliers, 2013] Outlined below is a baseline assessment of the value of tourism to the subregional economy. Three principal measures of value have been considered: consumer
spending; economic contribution (gross value added); and tourism related employment.
The methodology adopted to assess the value of tourism has been informed by guidance
produced by VisitEngland4 and the Tourism Intelligence Unit at the Office for National
Statistics (ONS).5
Consumer Spending
4
VisitEngland ( ), What is Tourism Worth: Understanding the Value of Tourism at Regional and SubRegional Level.
5
ONS (2011), The Sub-Regional Value of Tourism in the UK in 2008.
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In line with VisitEngland guidance, the level of tourism-related consumer spending has been
calculated in relation to four basic components:
-
inbound (overseas) visitor spending;
domestic outbound visitor spending;
domestic overnight visitor spending; and
domestic day visitor spending.
The level of expenditure has been calculated for Nottinghamshire as of the year 2011,
where feasible, to provide consistency across each component of spending.
Inbound (overseas) visitor spending
Information in terms of inbound visitor spending has been sourced from the International
Passenger Survey. Overall it is estimated that, as of 2011, the total spend of inbound
visitors within the sub-region amounted to approximately £118.6 million, with some
305,000 visits by overseas residents.
Of the total spend from inbound visitors to Nottinghamshire, 23% was attributable to
business trips, with a further 39% generated from visits to friends and relatives. An
estimated 22% of inbound visitor spend was from people holidaying in the sub-region. The
average spend per visit was lowest for those who were in Nottinghamshire to visit friends
and relatives (£311.9 per visit).
Inbound visitor spending, 2011
Business
Holiday
Other
Study
VFR
TOTAL
Visits
(000s)
66.9
72.7
11.8
4.2
149.6
305.3
Nights
(000s)
651.6
374.9
110.1
216.4
1,813.0
3,166.0
Average
duration
9.7
5.2
9.3
51.1
12.1
10.4
Spend
(£m)
26.8
26.4
5.1
13.7
46.7
118.6
Average
spend (£)
401.2
362.4
428.9
3,234.7
311.9
388.5
Source: International Passenger Survey, ONS
Domestic outbound visitor spending
As identified in VisitEngland guidance, although commonly overlooked, spend by domestic
outbound visitors within the sub-region on goods and services such as travel to the airport is
a further source of expenditure supporting the local tourism economy. It therefore needs to
be considered as part of assessing the overall value of the tourism economy.
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[The most recent source of data for domestic outbound visitor spending at the county level
is from the International Passenger Survey for 2008.6 HM Treasury GDP deflators have been
applied to provide an indicative figure for 2011, although it should be noted that this does
not take into account any potential change in the volume of spend.]
In total, allowing for inflation and assuming the volume of spend has remained broadly
constant since 2008, it is estimated that domestic outbound visitors spent £30.2 million on
goods and services within Nottinghamshire in 2011.7
Domestic overnight visitor spending
The Great Britain Tourism Survey (GBTS) provides information on the volume and value of
all domestic overnight tourism, with data available at the county and local authority levels.
Overall, overnight visitors to Nottinghamshire in 2011 were estimated to have spent around
£240.0 million in the sub-region. Based on a total number of trips equating to
approximately 1.7 million, this represents an average expenditure per trip of £141.9. By far
the largest proportion of visitor spend was in Nottingham (69%).
Domestic overnight visitor spending, 2011
Ashfield
Bassetlaw
Broxtowe
Gedling
Mansfield
Newark and
Sherwood
Nottingham
Rushcliffe
Unspecified
Nottinghamshire
Trips
(000s)
21.0
124.0
76.0
71.0
138.0
180.0
Nights
(000s)
49.0
284.0
133.0
145.0
320.0
548.0
Average
duration
2.3
2.3
1.8
2.0
2.3
3.0
Spend
(£m)
1.0
14.0
6.0
7.0
17.0
24.0
Average
spend (£)
47.6
112.9
78.9
98.6
123.2
133.3
1,005.0
81.0
1.0
1,691.0
2,304.0
208.0
3.0
3,993.0
2.3
2.6
3.0
2.4
166.0
5.0
*
240.0
165.2
61.7
141.9
Source: Great Britain Tourism Survey, VisitEngland
Based on 2-year averages (for 2011 and 2012), an estimated 35% of domestic overnight
visitor spend was on accommodation. Other items notable items of expenditure included
travel costs (21%), eating and drinking out (23%), shopping (11%) and entertainment (8%).
Domestic day visitor spending
6
7
Awaiting confirmation from VisitEngland
Source: International Passenger Survey, ONS – adjusted to 2011 price base
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Information on domestic day visitor spending is provided by the Great Britain Day Visits
Survey (GBDVS). A detailed annual report produced by VisitEngland, Visit Scotland and Visit
Wales sets out data at the county level in relation to number of visits and expenditure. Data
is also available for some local authorities, although not all of those within Nottinghamshire.
The total domestic day visitor spending in 2011 within Nottinghamshire is estimated to have
amounted to £1,589 million. There were 23.1 million visits, with an average spend of
approximately £68.67.
As noted within the VisitEngland annual report, the average spend per day visit for
Nottinghamshire is more than double the national average (£33.57), and it is recommended
that such figures be treated with caution. As such, for the purposes of this assessment, a
more cautious estimate of total spend has also been produced, based on the national
average spend per day visit figure.
VisitEngland has provided a breakdown of domestic day visitor expenditure within
Nottinghamshire by broad category, based on 2-year averages (for 2011 and 2012). An
estimated 40% of visitor spend was on eating and drinking, with 24% on transport and 15%
on ‘special’ shopping (non routine). A further 17% was on entrance charges, with the
remainder (3%) being on other items.
Summary of visitor spending
Overall, it is estimated that in 2011 there was between £1,166 million and £1,978 million of
visitor expenditure within the sub-region (depending on estimate of day visitor expenditure
applied). The largest proportion of this was generated by day visits (between 67% and
80%).
Economic Contribution
Within VisitEngland’s guidance on understanding the value of tourism at the regional and
sub-regional level, the economic contribution of the sector is measured through calculating
the direct gross value added (GVA) generated by tourism.8 This provides an indication of
the proportion of tourism activity within the sub-region that contributes to economic
growth.
For the purposes of this assessment, it has not been possible to undertake a bottom-up
analysis of the demand and supply side of the tourism sector within Nottinghamshire. As
such, a benchmark ratio has been calculated in terms of consumer expenditure and GVA,
based on data produced by the Tourism Intelligence Unit.
8
GVA is defined by ONS as: “the difference between output and intermediate consumption for any given
sector/industry. That is the difference between the value of goods and services produced and the cost of
raw materials and other inputs which are used up in production.”
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Using information on the size of the tourism economy within Nottinghamshire in 2008, it is
estimated that the ratio of direct GVA to visitor expenditure is 0.39:1. In other words, for
every £1 of visitor spend, 39p of direct GVA is generated within the local economy. On this
basis, the tourism sector in Nottinghamshire is estimated to have generated between £449
million and £762 million of direct GVA.9
Total GVA, 2011
Total visitor
spend (£m)
Nottinghamshire 1,165.6 1,977.8
GVA:visitor
spend ratio
0.39:1
Total GVA (£m)
449.1 - 762.1
Tourism-Related Employment
The standard approach to estimating tourism-related employment is to use information
from ONS’s Business Register and Employment Survey (BRES). This can be used to provide
employment data for individual tourism-related industries at a local authority and county
level. The appendix outlines the tourism industries as defined by the UN World Tourism
Organisation (UNWTO).
The UNWTO definition of the tourism sector can be considered to provide a broad measure
of tourism-related employment. It includes industries such as hotels and travel agencies as
well as taxi operation and take-away food shops.
For a number of the industries encompassed within the UNWTO definition, only a
proportion of the employment supported will be directly related to tourism activity.
Therefore, for the purposes of this baseline assessment, a narrow measure of tourism
employment has also been provided, using average GVA per employee data derived from
the Annual Business Survey (ABS).
Tourism-related employment – broad measure
Based on data from the BRES and applying the UNWTO definition, the total number of
people in Nottinghamshire employed in tourism-related industries in 2011 was 38,742.
Some 37,063 were classed as employees, of which 15,366 (41%) were in full-time jobs and
21,696 (59%) were in part-time employment.
At the local authority level, Nottingham contained the largest number of people employed
in tourism-related industries. However, this is principally reflective of the fact that
Nottingham is the main employment location in sub-region. Newark and Sherwood had the
9
As well as the direct GVA impact of tourism (for example, visitor spend on accommodation), there will also
be indirect effects via businesses’ supply chain expenditure. This is considered in Section 6.5.
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largest proportion of people employed in tourism-related industries, representing 14% of
total employment in the district.
Tourism-related employment – broad measure, 2011
Ashfield
Bassetlaw
Broxtowe
Gedling
Mansfield
Newark and
Sherwood
Nottingham
Rushcliffe
Notttinghamshire
Employees
2,500
3,119
2,797
2,533
2,707
6,127
Full-time
965
1,301
1,172
963
1,038
2,391
Part-time
1,534
1,819
1,625
1,570
1,669
3,735
Employment
2,656
3,415
2,874
2,649
2,848
6,463
13,529
3,751
37,063
6,169
1,367
15,366
7,360
2,384
21,696
13,927
3,910
38,742
Source: BRES, ONS
Tourism-related employment – NARROW measure
As discussed above, not all employment in tourism-related industries will be dependent on
visitor activity. So as to provide a measure of tourism-related employment that more
strictly corresponds to the estimates of visitor expenditure and GVA set out in Sections 6.2
and 6.3, data from the ABS has been used to calculate average GVA per employee
benchmarks.
For the main tourism industries, at a two digit Standard Industrial Classification, GVA per
employee ratios have been calculated and then aggregated, based on the breakdown of
employment within the sub-region, to provide an overall GVA per employee ratio for
tourism-related employment in Nottinghamshire.
Based on this measure of tourism-related employment, it is estimated that in 2011 there
were, depending on the assumed day visit spend, between 15,764 and 26,750 people
employed in Nottinghamshire as a direct result of visitor expenditure. Of these, between
15,081 and 25,591 were classed as employees, with 41% working full-time and 59% in parttime employment.
Tourism-related employment – narrow measure, 2011
Employees
Nottinghamshire 15,081 –
25,591
Full-time
6,252 –
10,610
Part-time
8,828 –
14,981
Employment
15,764 –
26,750
Summary
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Direct tourism impacts
Tourism is estimated to have resulted in between £1,166 and £1,978 million of visitor spend
within Nottinghamshire in 2011, generating between £449 and £762 million of GVA.
Employment in tourism-related industries stood at 38,742, with between 15,764 and 26,750
jobs directly supported by visitor expenditure.
Summary of direct tourism impacts, 2011
Total visitor Total GVA
expenditure (£m)
(£m)
Nottinghamshire 1,165.6 1,977.8
449.1 762.1
Total
employment
– broad
measure
38,742
Total
employment
– narrow
measure
15,764 26,750
Indirect TOURISM IMPACTS
In addition to the direct effects outlined above, there will also be indirect impacts of tourism
activity on other sectors of the economy, principally through supply chain expenditure. In
order to provide an approximation of the scale of these indirect effects, reference has been
made to STEAM data for Nottinghamshire, from which expenditure and employment
multipliers can be derived.
In terms of Nottinghamshire, the STEAM data suggests an expenditure multiplier of 1.40 and
an employment multiplier of 1.27.
There will also be induced effects arising from the spending of income obtained by people
employed as a result of the direct and indirect impacts outline above. However, as part of
this study, it has not been possible to determine a suitably robust measure of the induced
impacts of tourism within Nottinghamshire and therefore it has been excluded from the
analysis.
Summary of direct and indirect tourism impacts, 2011
Nottinghamshire Total visitor Total GVA
expenditure (£m)
(£m)
Direct
Indirect
53 | S U M M A R Y
1,165.6 1,977.8
469.4 796.5
Total
employment
– broad
measure
38,742
449.1 762.1
180.9 306.9
10,480
Total
employment
– narrow
measure
15,764 26,750
4,264 7,236
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TOTAL
1,635.0 –
2,774.4
630.0 –
1,069.0
49,222
20,028 33,986
Comparison with other APPROACHES
An alternative assessment of the value of tourism within Nottinghamshire is provided by
STEAM data for the sub-region. In addition, ONS’s Tourism Intelligence Unit has published a
paper on the sub-regional value of tourism, setting out 2008 data at the county level.
Comparison of tourism estimates
Visitor
expenditure
(direct - £m)
GVA (direct £m)
Employment
(direct)
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STEAM data
(2011)
899.13
ONS, TIU (2008)
-
430.0
449.1 - 762.1
16,326
51,100
15,764 – 38,742
1,116.0
Colliers, AMION
analysis (2011)
1,165.6 1,977.8
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ANNEX TWO: THE VISITOR ECONOMY V OTHER SECTORS
Comparison between the visitor economy and other leading industries in Nottinghamshire
Sector
Manufacturing
Wholesale and retail trade, repair of motor vehicles
Human health and social work activities
Construction*
Education
Real estate activities
Transportation and storage***
Public administration and defence; compulsory social security
Professional, scientific and technical activities
Financial and insurance activities
Administrative and support service activities
Accommodation and food service activities
Arts, entertainment and recreation
Information and communication**
Electricity, gas, steam and air-conditioning supply
Water supply; sewerage, waste management
Other service activities
Agriculture, forestry and fishing
Mining and quarrying
Activities of households
GVA (£m)
3,012
2,505
1,585
1,510
1,354
1,287
1,085
974
974
919
890
475 + 309
784
701
522
254
236
220
119
80
Note one: ONS regional GVA figures for the East Midlands, multiplied back down to get the figure from
Nottinghamshire, based on its % contribution to the regional economy.
Note two: Visitor economy activity is also classified/included in the SIC codes detailed below.
*construction also includes building of hotels, stores, shopping malls, restaurants, arts, culture and
leisure facilities, and airport buildings.
**Information and communication includes the production and distribution of information and
cultural products, their transmission, data and communications, ICT and other information service
activities.
***Transportation and storage includes the provision of passenger transport whether by rail,
road, water or air and associated activities such as terminal and car parking facilities.
This underpins the need for better data/classification of industries within the Visitor Economy, as
expressed in the recent D2N2 report “[This] analysis is based on data that is coded against the
Standard Industrial Classification (SIC) and therefore, because of issues around their definition in
these terms, means that tourism, the creative industries and low carbon environmental goods &
services are not clearly identified in the analysis. These three sectors will be assessed on the basis of
existing reports and ad-hoc data in a subsequent sub-section”
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ANNEX THREE – THE STRATEGIC CONTEXT
Summarised within document, full detail contained in annex.
The vision and focus for Nottinghamshire County Council and Nottingham City Council are
detailed in the strategic context. However, it is important to note that key district councils
also see the importance of a vibrant visitor economy and have priorities relevant in this
area. Particularly, these include:
Newark and Sherwood ‘Five strategic priorities: Clean and Green; Safe and Strong
Communities; Economically Vibrant; Good Health and Homes; and Culturally Active’
The Visitor Experience Strategy for Newark and Sherwood 2013-2016 is based on a simple
vision, which sets out a direction for everyone involved in the strategy to work toward:
To market Newark and Sherwood as a unique and inspiring place, with a range of
offers for both visitors and residents and to do so in a way that is flexible, accessible
and understandable to all.
In addition to the main vision, the strategy also sets out a series of aims, with one primary
aim and a series of associated aims:
Primary aim:
 To develop, manage and promote Newark and Sherwood as a high quality sustainable
visitor experience destination.
Associated aims:
 To provide all visitors with a fulfilling and enjoyable experience of Newark and
Sherwood.
 To foster a prosperous tourism and food industry, providing secure year round jobs.
 To enhance the quality of life within local communities and support for local services.
 To increase appreciation and understanding of the special landscape, biodiversity and
cultural heritage of the area and support for their conservation.
 To minimise negative impacts of tourism on the environment.
Bassetlaw ‘Improve and develop the unique characteristics of our market towns’
We will work to improve and develop Bassetlaw’s historic market towns of Worksop and
Retford. We will ensure that our approach reflects each town’s different profile and that
improvements are sustainable and encourage future growth. We will seek to develop
tourism, making Bassetlaw an area people want to visit. We will carry out improvements
to the Market Squares to deliver a better shopping experience and look to diversify the type
of Markets on offer. We will look to make our town centres more accessible and attractive
and build on their historic past. Through greater tourism and increased visitor numbers we
will improve opportunities for inward investment and increase the amount of spend in the
Bassetlaw district.
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Rushcliffe ‘Tourism can bring considerable employment and financial benefits to the area
and is one of the nation's biggest service industries. Involvement in tourism can help
conserve both the national and man-made heritage and benefit local residents from
facilities provided for tourism’
Vision for Rushcliffe: It is 2020, and Rushcliffe continues to confirm its reputation as an
excellent place to live, work and visit. Locally focused, publicly supported environmental
policies preserve the character of the Borough and protect the Green Belt, maintaining the
distinctive characteristics of West Bridgford, with its attractively intimate town centre,
and the rural villages.
Broxtowe ‘Positive leadership, positive people, positive partnerships’
Our ambition is to have a thriving and vibrant borough with access to services, jobs and
opportunities for all; with towns, parks, open spaces and countryside we can value and
enjoy; and to have pride in our heritage
Ashfield ‘the overriding aim is to bring additional tourists to Nottinghamshire’.
Feeding into the priorities of the key partner ‘Experience Nottinghamshire’, the ADC Heritage
and Tourism service aim is to enhance the area as a whole, beyond individual communities,
and heighten the appeal of Ashfield as a destination for tourism with credible visitor
attractions. An additional aim is to establish ways to preserve and interpret heritage and
develop the infrastructure within Ashfield and consequently there is a desire to maintain the
physical structures and traditions of coal mining and textiles for example in the area by
encouraging community and school projects and promotion of heritage to a wider market.
Mansfield ‘Revitalise our District, town centres and neighbourhoods’
We are committed to the regeneration and economic development of the District, including
projects which will improve the appearance of key sites, tackle unemployment,
support businesses and develop communities.
Gedling
Gedling Borough Council is responsible for managing five leisure centres, seven community
centres and 32 parks and open spaces working hard to promote health and fitness, sports
development, the arts, events and play activities in the borough.
‘We work hard to promote health and fitness, sports development, tourism, twinning, the
arts, events and play activities in the borough’
The trick for both Experience Nottinghamshire, its public and private partners, is to focus
this passion to maximise the impact of the sum of the parts – working together, through
this destination management plan, Nottinghamshire will achieve greater success than
individual partners/places working independently.
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This plan will enable Nottinghamshire to bring the pieces of the jigsaw together to create a
clear picture to guide investors and encourage visitors.
NB: Currently 46% of Experience Nottinghamshire members are located in the city of
Nottingham and 54% are county based. These organisations are spread across the breadth
of Nottinghamshire, within the Ashfield, Bassetlaw, Broxtowe, Gedling, Mansfield, Newark
and Sherwood, and Rushcliffe districts.
The strategic context – connecting the visitor economy strategically
Experience Nottinghamshire has a new, direct working relationship with VisitEngland to
fulfil its delivery role. Both Nottingham City Council and Nottinghamshire County Council
have their strategies in place with tourism included and Experience Nottinghamshire as the
delivery organisation.
h) Policy review
[Colliers, 2013] A review of policy at a local, regional and national level serves to highlight
the areas of priority for the government within the tourism sector and thus those areas
which are most likely to receive both political and monetary support where the funding
exists.
i) The LEP – D2N2
The establishment of the D2N2 Local Enterprise Partnership will result in a new approach to
economic development. The LEP's purpose is to help create the right conditions for future
economic prosperity and resilience, and tourism, coordinated by the two DMOs, is seen as a
high priority.
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[Colliers, 2013] The D2N2 LEP purpose/vision/ambition and overall Strategy document set
out a number of strategic priorities which have been selected on the basis that they are
deemed important for job creation and have particular significance to the region; the visitor
economy is one of these strategic priorities.
Further work on the strategic priorities and areas of economic focus done in 2011 by the
D2N2 Board and Nottingham University Business School outlined the key strengths of the
visitor economy in the East Midlands region.
These can be summarised as

The Peak District National Park

The range of contemporary, historical, urban and rural attractions including some iconic
attractions like Chatsworth House and Nottingham Castle.
The document also gives a brief overview of tourism in the region which suggests;

Tourism has been affected by the recession overall, however, domestic tourism has
been somewhat less affected due to the ‘staycation’ effect with domestic visitors
supporting the short break market in particular;

The D2N2 area accounts for 42% of visits to the East Midlands, just over half of which
are to Derbyshire but with 56% of spend in Nottinghamshire;

83% of visitors to Nottinghamshire are domestic visitors and 17% inbound visitors;
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
The Derbyshire area has a much higher proportion of holiday visitors than
Nottinghamshire;

Both domestic and inbound visitors spend more in Nottinghamshire than in Derbyshire;

The hotels and catering sector in the region has a lower than national average
productivity.

The overall conclusion is that new investment would need to be carefully targeted to
ensure than interventions in what is primarily a low skilled sector can be made to lead to
growth in higher value tourism business activities.
Although D2N2 quantitative analysis in their economic report was limited to the ‘Hotels and
Catering sub-sector, which accounts for just under 3% of GVA and just under 5.5% of FTE
employment, it recognises that tourism nevertheless plays an important, wider role in the
D2N2 economy’. Particularly it notes, ‘having a range of attractions in the area can attract
people and businesses and contribute to the quality of life and wellbeing of residents in the
D2N2 area’
The report also highlights the importance of understanding the correlation between volume
and value. ‘Between 2006 and 2009 there were, on average, 3.8 million visits per annum to
the D2N2 area (which is 42% of the total for the East Midlands region). Just over 51% of
these visits were to Derbyshire. However, 56% of spend occurred in Nottinghamshire. This
is a function of the very different profiles of visitors to the two counties. Ninety per cent of
visitors to Derbyshire are domestic visitors and 10% inbound visitors, while 83% of
Nottinghamshire’s visitors are domestic and 17% inbound. Inbound visitors have higher
levels of average spend than domestic visitors and both types of visitor tend to spend more
in Nottinghamshire than in Derbyshire’
D2N2 GROWTH PLAN 2013-2016
[Colliers, 2013] The D2N2 Growth Plan 2013-2016 is currently being produced. The
consultation draft goes into further depth about the programmes and interventions
identified in key areas and the actions needed to achieve positive outcomes.
The visitor economy group identified some specific opportunities to support growth in the
visitor economy;



Tourism Investment Assessment: a detailed research and analysis project to assess
viability, economic impact and financial delivery options for a long list of new and
proposed ‘anchor attractions’ across the D2N2 area to inform development and
marketing priorities. (Essentially this study has been commissioned to provide this);
Anchor attractions: once the anchor attractions have been identified through the
investment assessment, D2N2 should identify the role it can play to ensure that finance
is secured for their development and modernisation;
Major events programme: D2N2 should work with the two Destination Management
Partnerships to promote a co-ordinated major events programme.
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Between 2013 and 2016 the D2N2 will consider the result of this report and pursue activity
to promote growth through capital investments and revenue support in the visitor
economy.
Draft objectives for tourism for D2N2 LEP

Promoting and enhancing the delivery and uptake of customer service/communications
skills development across the Visitor Economy sector as essential transferable skills (an
opportunity for the sector to address the growing problem of 'youth' unemployment)

Developing a sustainable events programme across the D2N2 area to both attract
visitors and potential investment

Promoting broadband by improving access to the market and WiFi access for visitors
once in the area (part of approach to dispersal)
Identify strategic “anchor” attractions as focus for capital infrastructure investment


Develop an approach to improving transport access to tourist attractions and
businesses, accessible to all and linked to the cities (in line with VisitEngland Transport
Action Plan)

Develop effective method for measuring economic impact through effective baseline
information and evaluation
j) The Nottingham growth plan
The economy of Nottingham has seen many changes – moving from heavy industry to a
more service led economy – over the past half century. Due to current national and
international economic impacts, Nottingham faces further change to its economy. In
recognition of this, and the need to establish an economic direction for the next decade,
Nottingham City Council has developed a first draft ‘Growth plan’ to provide focus to the
people, businesses and organisations of the City, and to build partnerships which will work
through the challenges the city will face in the future.
The importance of tourism and the visitor economy features in this first draft document,
and this destination management plan will enable key partners in Nottingham to work
together in the development of associated tourism focused delivery plans. The key
proposals which are specifically relevant to the visitor economy are:



Improve the coordination of positive promotional messages about Nottingham;
Secure an increase in significant national and international conferences and events
within Nottingham;
Establish a high quality, new visitor offer centred around the castle and the links to
Robin Hood and;
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
Put in place an effective externally facing campaign to promote Nottingham to domestic
and international investors.
[Colliers, 2013] The growth plan recognises Nottingham’s advantages as a city but also
highlights its vulnerability as a city which is highly reliant on the service sector and identifies
the need for diversification to harness its growth potential. The Growth Plan sets out a
series of measures for driving the economy forward together with a series of large scale
projects to be delivered over the next 10 years.
The Economic Strategy Research Bureau at the Nottingham Business School was
commissioned to produce a report on the economic position of the city and its wider
conurbation. This was supplemented by further economic analysis conducted by
Nottingham City Council. Comments, consultation and feedback have also helped shape the
plan.
The plan outlines the strengths and challenges of the city i.e. two universities, very young
population, strong service sector but it needs a more diverse economy to grow. The plan
also looks at a number of European cities to see how they have achieved growth and to
identify the relevant lessons for Nottingham to take into account.
Three high growth industries are identified in the city; digital content, life sciences and clean
technology. Actions for growth include; 1) fostering enterprise 2) developing a skilled
workforce and 3) building a 21st century infrastructure.
Although there is little reference to tourism, a number of recommended projects will have
an impact on the visitor economy if implemented. The particularly relevant ones for tourism
are;
 Localised business rates – council is enabled to structure the collection of business rates
in a way which supports growth and can be targeted to a particular sector or city
quarter;
 City centre retail strategy – working towards a vibrant city centre supported by a
thriving retail and leisure offer;
 Broadmarsh Shopping Centre - Following the sale of Broadmarsh to Capital Shopping
Centres (CSC) in early 2012, Nottingham City Council is committed to working with CSC
to secure the successful redevelopment of the centre;
 Conference and events bidding unit (Led by Experience Nottinghamshire) - delivering a
targeted sales, marketing, and delegate welcome programme to attract major
conferences and events to the city;
 Nottingham PR team – includes a number of organisation within the city including
Experience Nottinghamshire to work to co-ordinate messages about the city;
 Regeneration zones – areas such as the Southern Gateway, Waterside, Eastcroft and the
creative quarter all identified as individual projects with great potential for
development.
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Finally, the growth plan outlines a delivery strategy including key stakeholders and time
scales. Overall, there is a focus on supporting young, entrepreneurial creative businesses
which will have a positive knock on effect on the wider economy.
k) The Nottingham City Deal
[Colliers, 2013] The city deal document sets out a vision for growth which outlines how the
city will develop a highly skilled, science and technology based, low carbon economy
within Nottingham by 2020 with a particular focus on the creative industries.
This City Deal will be the catalyst for change, through enabling the development of the
Nottingham Growth Plan’s flagship project; the Creative Quarter. The Creative Quarter will
encompass a wide ranging economic stimulus package to support the creation and growth
of businesses, the retention and maximisation of talent, property occupancy and consumer
spend. The Creative Quarter – an incubator without walls – will create a unique enterprise
environment, to lead the development of Nottingham’s new economy and as an emblem of
our long term aspirations for the city.
The initial cost of the development has been calculated at £125 million but is expected to
deliver the following target outcomes;
 GVA uplifted by 4%;
 7,000 new jobs created in Nottingham’s three emerging sectors;
 From the 6th to the 5th highest retail turnover in the country in five years;
 50 per cent of the working age population qualified to level 3;
 Super-fast broadband connectivity to the Creative Quarter and Nottingham Enterprise
Zone;
 The number of unemployed young people falling by 25%;
 100% expansion of Nottingham’s district heating system, with the development of a
Nottingham energy tariff.
Realising the Vision
The Creative Quarter vision will be realised through a package of measures.
1. Fostering Enterprise: Enable enterprise to flourish within the Creative Quarter through
providing financial incentives, physical assets and business support structures, to enable
emerging sectors to further develop. This will include the creation of the following financial
packages:


Venture Capital Fund – To help early stage growth businesses.
Generation Y Fund – to help young people start in business.
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
Technology Grant Fund – Providing grant finance to support the exploitation of
intellectual property.
2. Supporting a High Quality Workforce: Achieve a higher skilled, productive workforce and
reduced worklessness levels, by developing structures to simplify the process of connecting
people to jobs. Develop strong relationships with education and training providers to ensure
that provision and economic need within the Creative Quarter are aligned.
3. Developing 21st Century Infrastructure: For Nottingham to realise the full potential of the
Creative Quarter, a range of infrastructure development is required, enabling high quality
development activity. This includes:



A programme of transport infrastructure and public realm improvements, to
complement possible national improvements
Infrastructure for superfast digital connectivity within the Creative Quarter and
beyond
Work on the Green Deal, including Nottingham energy tariff
Although the creative quarter is major part of the city deal there are other aspirations which
are closely aligned with the growth plan and will be important aspirations for the city to
deliver the creative quarter project.
l) Nottingham sustainable community strategy 2020
[Colliers, 2013] The Nottingham sustainable community strategy was published in 2009 by
One Nottingham (the city’s local strategic partnership, bringing together the public, private,
voluntary, community and faith sectors to work for change in the city).
The strategy sets the overall strategic direction and long term vision for the economic, social
and environmental wellbeing of the City of Nottingham. It sets an agenda for change over
next 10 years but is also informed by a 20 year vision for the city which is:
Nottingham in 2030 will be a city which has tackled deprivation and inequality by…
 Being one of Europe’s top ten cities for science and innovation, sport and culture
 Making every neighbourhood a great place to live
 Giving the best start in life to all of our children and young people
 Making poverty history
We will do this by being radical, bold and daring to be different.
The 2020 Strategic Priorities are to:
1. Develop Nottingham’s international standing for science and innovation, sports and
culture
2. Transform Nottingham’s neighbourhoods
3. Ensure that all children and young people thrive and achieve
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4. Tackle poverty and deprivation by getting more local people into good jobs
5. Reduce crime, the fear of crime, substance misuse and anti-social behaviour
6. Improve health and wellbeing
Tourism is identified as a key strength through the ‘World Class’ Nottingham priority which
aims to develop Nottingham’s international standing for science and innovation, sports and
culture.
Action programmes and thematic partnerships accompany this vision and the strategic
priorities. The delivery of the priorities is proposed as being led by One Nottingham and
partners tracking progress along way via key performance indicators.
 The city is home to a range of national and international sports venues – Trent Bridge
Cricket Ground, the National Ice Centre, National Watersports Centre, International
Tennis Centre, Nottingham Forest and Nott’s County football stadia.
 Nottingham’s wide range of cultural attractions regularly attract the best exhibits and
performers from around the world, recently including the Warhol exhibition, the Bolshoi
Ballet and Lakeside’s International Children’s Theatre and Dance Festival.
The new Art Exchange is a centre of excellence for black and minority art and will
soon be complemented by Nottingham Contemporary, which will be one of the UK’s
largest contemporary art galleries when it opens in late 2009. [This is now open].
The main objectives of the World Class Nottingham theme relating to tourism are as follows;
 A distinctive European destination which offers residents and visitors alike an attractive
city with a friendly face and vibrant culture and leisure opportunities.
 A world-class city of sport hosting a programme of international sporting events,
underpinning a thriving local sports scene.
The strategy outlines a number of short and medium term actions which would contribute
to the city being able to meet its objectives in this area. Retail, tourism, leisure and creating
a thriving city centre high street are at the core as well as the cultural and sporting offer and
infrastructure needs of the city for visitors.
m) Nottingham City Council Plan 2012 - 2015
[Colliers, 2013] The Nottingham City Council Plan sets out the purpose, priorities and values
for the city for 2012-15. A number of key priorities have been identified for the Council over
the next three years. The main priority which relates to the visitor economy is to ensure that
Nottingham offers a range of leisure activities, parks and sporting events.
The actions that the council is currently taking in order to achieve this priority are;


presenting Splendour 2012, Riverside Festival and Goose Fair, as part of a busy 2012
events programme
providing all day holiday activities at leisure centres
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


continue working to bring all our parks up to Green Flag standard and invest in our
facilities
ensuring the swimming pool at Harvey Hadden is as successful as Victoria Leisure Centre
looking for further opportunities to make libraries the hubs of Joint Services centres and
at the centre of communities.
The actions the council pledge to take as part of their manifesto are;
 To protect from cuts... cheap all-day holiday sports activities through their leisure
centres
 To protect from cuts... annual programme of popular events, including Splendour,
Goose Fair and the Riverside Festival
 Deliver international sporting events including tennis, triathlon and other running
events with support for international cricket at Trent Bridge and football at our
professional club venues
 Bring all major parks up to Green Flag standard and support regeneration schemes in
The Forest, Highfields and Victoria Embankment parks
 Build new swimming pools at the Victoria Leisure Centre and on the Harvey Hadden
site
 To protect from cuts... play areas that are safe and quickly repaired
 Sustain Nottingham’s top five ranking as a centre for shopping and reduce vacant
shops by a third by 2015.
n) Nottinghamshire County Council Strategic plan
Nottinghamshire County Council’s vision is for Nottinghamshire to be a place where people
enjoy life, are healthy, safe and prosperous; and where business is able to thrive. With a
pride for Nottinghamshire’s past and its ambitions for the future.
Their aspiration is that Nottinghamshire is a county where people have high aspirations; live
as independently as possible and are empowered to have greater responsibility.
In their leadership role, Nottinghamshire County Council will play a full part in leading
Nottinghamshire making it a place where businesses want to invest; tourists want to visit
and stay; where people want to live and feel safe.
The three main priorities in this area are:
Priority one: to foster aspiration, independence and personal responsibility
Priority two: to promote the economic prosperity of Nottinghamshire and safeguard our
environment
Priority three: to make Nottinghamshire a safer place to live
o) Retail Nottingham – a strategy for growth of retail in Nottingham City Centre
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Increasing the retail ranking of the city and growing the retail and leisure sectors to their full
potential is at the core of the strategy, with two key aspects 1) attracting more shoppers to
the city centre and 2) encouraging them to spend more when they are there.
The strategy has three priorities
1. Strengthening Nottingham’s retail and leisure offer in the city centre
2. Improving the Nottingham visitor experience.
3. Developing the physical environment and infrastructure in the city centre.
p) DRAFT Nottingham City Cente: time and place plan
This plan has the vision of a healthy and vital centre, embracing new ideas, and building on
the creativity of residents, universities, employers and business people. It particularly
focuses on maximising assets, principally :
-
Connectivity: Compact, walkable/cycle-able centre; Excellent public transport and
car parking
People: Creativeness, innovation and cultural advance
History: historical buildings, places and people
The plan notes a key to success will be to work with the rhythm and grain of the city centre
building on existing character and potential with better management and selective elements
of change, including use of technology.
q) BIDs across the region
Nottinghamshire benefits from three Business Improvement Districts (BIDs), one in the city
centre (Leisure and retail), one in Beeston and one in Mansfield. These BIDs are key players
in developing and delivering great visitor destinations in the county – they have the
investment, and importantly the support, of their local businesses and are focused on
improving the economic and environmental vibrancy of the areas in which they operate.
It is crucial, therefore, that, via the Destination Management Plan, the work of the BIDs is
aligned with the overall priorities and aspirations of Nottinghamshire, the destination. It is
crucial that their work is recognised as a key driver and that their aspirations and visions are
reflected in this plan.
Equally, it is important that the BIDs see themselves as key partners in developing great
visitor destinations, and they present an opportunity for businesses to better engage with
attracting visitors in a meaningful way that can be seen to deliver direct return to the local
economy.

Nottingham BID
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For retail and leisure, the Nottingham BID is all about creating a full and engaging
experience of Nottingham that's second to none. The combined BID (leisure and retail) has a
clear vision to do this. The vision is:
"To contribute to making Nottingham the shopping and leisure destination of choice in the
East Midlands, maximise the city's full trading potential and enhance its national
reputation."
Every project delivered by the BID will aim to make Nottingham:
'A Destination of Choice'
- Attracting people from a wider catchment area and giving them an experience that
compels them to return
- Promoting the depth and scale of the retail and leisure offer, including the city's
specialists and independent
'Ahead of the Competition'
- Delivering seasonal marketing, promotions and events - aimed at driving up visitor
numbers and spend
'An Unbeatable Visitor Experience'
- Improving standards of cleanliness
- Improving access and signage, with particular emphasis on transport and parking
- Implementing and extending projects which target retail and leisure issues including
delivering strong crime prevention and safety measures across the city centre.
This equates to an investment of £840,000 per annum.

Beeston BID
The Beeston BID (Business Improvement District) Company Ltd is a not for profit
organisation that works with the business community of Beeston to make it a better place
to live, work and shop. The BID's vision is to create a well promoted, vibrant and well
managed town centre for customers, employers, businesses and investors, and focuses on
projects such as marketing and promoting and safety and security.
This contribution from the business community will mean that £1million is invested into
Beeston over the next 5 years.

Mansfield BID
Mansfield BID will deliver a five-year programme to increase visitors, footfall and spending,
delivered through a series of actions designed to make the most of the town’s natural assets
and the strength and character of its people. The main aim is to “To help build Mansfield's
economic prosperity for the future by bringing zest and vitality to its recently witnessed
improvement, creating the right environment for all Mansfield businesses to perform
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better”, enabling Mansfield to realise its full potential as a traditional market town that
already draws an appreciative audience from its residents, surrounding communities and
even further afield.
This BID will be an investment of more than £1.25m over 5 years
r) VisitEngland and the regional growth fund (RGF)
VisitEngland is the national tourist board representing the public and private sector
stakeholders of English Tourism. It works in partnership creating national tourism strategy,
optimising marketing investment, and developing the visitor experience across England
The work of VisitEngland’s team provides leadership for the industry and one of the key
objectives is to grow the sector’s value to the economy and to the community. By leading on
the marketing of England as a destination to domestic and established overseas markets
and through championing the visitor experience, VisitEngland intends to increase the value
of the nation’s tourism by 5% per annum over the next ten years. This will in turn provide
around 250,000 new jobs.
In consultation with the industry, VisitEngland launched the first national tourism strategy
for England in ten years. England: A Strategic Framework for Tourism 2010-2020 is a
blueprint for growth and aims to maximise tourism’s contribution to the economy,
employment and quality of life in England.
In the tourism strategic framework, VisitEngland’s priorities are
Objective 01: To increase England’s share of global visitor markets.
Objective 02: To offer visitors compelling destinations of distinction.
Objective 03: To champion a successful, thriving tourism industry.
Objective 04: To facilitate greater engagement between the visitor and the experience.
VisitEngland activity is organised through four key specialisms; Research and insights;
Integrated marketing; Business support; and Partnerships.
[Colliers, 2013] The Business Tourism and the Rural Tourism action plans have many
synergies with the goals for tourism within much of the D2N2 area and most notably for
Nottinghamshire.
The objectives set out within the rural action plan are;
1. To diversify and modernise rural tourism products to generate business
opportunities suited to local environments and communities and to develop a year
round visitor offer.
2. To increase consumer awareness, understanding and enjoyment of the products
and experiences available in rural areas, and;
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3. To encourage rural communities and economies to benefit from the value of rural
tourism by taking ownership for the development, management, protection and
conservation of rural assets and locations.
The impetus behind this emphasis on rural tourism is the belief that rural tourism offers
significant growth potential for the wider England visitor economy.
The objectives of the Business Tourism action plan are;
1. To maximise England's strong and competitive brand values in marketing it as a
business tourism destination;
2. To leverage England's expertise in medicine/science, academia and industry to
gain competitive advantage;
3. To ensure all England's facilities, products and services continue to meet market
needs to increase England’s competitive success;
4. To ensure the importance of business tourism maintains a high profile with public
and private sector stakeholders.
Nottingham City presents a very different offer to much of wider, rural Nottinghamshire,
hence why both of the action plans are particularly relevant.
Regional Growth Fund (RGF)
The 3-Year RGF tourism project, ‘Growing Tourism Locally’ will stimulate economic growth
and jobs at a local level. A key part of the project will be a national campaign aimed at
inspiring Britons to take more short breaks and holidays at home and in doing so grow jobs
in the tourism sector.
Nottinghamshire is classed as an attack brand and therefore, benefits from RGF funds,
which the partners will be required to match.
s) Government Tourism Policy
[Colliers, 2013] The government tourism policy was published ahead of the London
Olympics 2012 at a time when there was a particular focus on tourism. However, this has
led to an increased commitment to tourism from the government in the longer term and
this paper outlines in more detail their approach.
The emphasis is on;



Delivering stronger, more focused tourism bodies, making local tourism organisations
more industry led and giving Visit England responsibility for guiding them.
Raising industry standards by improving the star rating systems, harnessing consumer
feedback and providing better tourist information.
Making the industry more competitive by investing in skills, creating tourism product for
bad weather and packaging holidays together for domestic tourists more effectively.
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
Improving the transport infrastructure which visitors use.
This policy provides an outline of how the government plans to give the tourism sector
greater control over its future, enabling quicker adaptation to the demands and changes
within the sector.
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ANNEX FOUR: SWOT
Summary of strengths, weaknesses, opportunities and threats
Strengths
Central location, accessible, excellent
transport connections and infrastructure
 2 hour drive to large percentage of the
population and proximity to London
 Airport, Motorways, Park and Ride,
Tram, Bus, Train and expanding tram
system
Excellent meeting location for national
business and capacity for large conferences.
International appeal of Nottingham and
awareness through product, icons (Robin
Hood and Sherwood Forest, Byron, D H
Lawrence, Sillitoe, Brian Clough, Paul Smith)
and heritage (Lace, Goose Fair)
Sporting heritage – national and
international.
Weaknesses
Does not have a strong reputation as a
visitor destination
Too easy to reach – visitors tend to return
home rather than staying over – large day
visit market
Lack of product to underpin icons: No major
Robin Hood themed attraction or offering;
no Lace market
Poor tourist signage and Signage/direction
(again, mostly the city centre)
Lack of investment in the heritage and
culture of the city/county and no designated
museum collections in Nottinghamshire.
Historical reputation issues must be tackled:
Crime Stats, Poor reputation – gun crime etc;
Streets at night
All-weather destination
Excellent concert venue/Indoor and Outdoor
music and performance venues that attract
international acts
Historical poor national press coverage and
negative local media coverage
Lack of perception of Nottingham –
anonymous city on 2008 report.
Retail and leisure offer
Diversity: Heritage, sport, culture, literature,
shopping, countryside, great outdoors,
towns, city
Plans and regeneration ideas hit by
investment and recession; which has meant
that projects like the East-Side development
for the Ice Centre/Lady Bay area haven’t got
off the ground
Places of scientific interest: Crags and
Attenborough and research/science
credentials of County/2 universities
Need better transport connections to the
county (and its attractions)
Strong cultural offer: galleries, museums,
heritage, arts, theatres, music
Better offer for events (bidding unit) and
routes to work together with key players
Historical Interest: Castle, Galleries, Caves,
trip to Jerusalem, Wollaton Hall, Civil War.
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Opportunities
Threats
Improve profile/image and positive local
press coverage – Experience
Nottinghamshire campaigns and focus.
Lack of investment in the arts, heritage and
culture of the city/county
Failing economy. Continued economic
recession, financial situation/climate,
funding restrictions and budget cuts to Local
Authority museums.
Lace trade history
Decision on West Coast line/potential
upgrade to the line and to the station
Uncertain economy – even now new council
tax arrangements will see people short on
income. Unemployment/industry
Increased capacity for the airport
D2N2 LEP can add gravitas to capital
investment needs: Better partnership
working, debate and joined up focused
investment
Competition from other national visitor
destinations: Other counties offering more
appealing activities/reasons to visit.
100th Anniversary of the Great War.
Successful HLF application for the Civil War
heritage site in Newark and HLF funding for
the castle.
£60 million grant for improvement of the
Creative Quarter/Lace market area.
Other cities with larger/better facilities:
Derby, Leics, Birmingham and other
European cities.
Historical negative press and publicity
(Evening Post) and Poor reputation
(Shottingham, gun crime capital etc) and
crime, can remain within people’s minds and
not reflect current position.
VisitEngland and RGF funding.
Post RGF funding issues
ERDF funded events bidding unit.
Robin Hood attraction
Renovation of shopping centres, and
development of the Broadmarsh and
Victoria shopping centres
UoN & Nottingham Trent – young people
staying and working in the city and parents
and friends of those at University visiting city
Improved transport: Routes to EMA, train
station upgrade – Welcome to
Nottinghamshire, tram development,
improved infrastructure. Proposed new
public transport routes.
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ANNEX 5: REPORTS COLLIERS , TOURISM ALLIANCE, BUSINESS TOURISM PARTNERSHIP
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