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1. The Dee Valley Business Action Group (Rural Business Action), with financial assistance from the Welsh Development Agency and Cadwyn Clwyd, have sought a review of the current tourism performance of the Dee Valley within Denbighshire and proposals ‘to harness the area’s remarkable resources in order to deepen, broaden and add value to the experience of visiting the area by creating a recognisable and integrated product which draws on the area’s many distinctive features’.
2. A small multi-disciplinary team of consultants was appointed to undertake the assignment comprising:
* Ian Parkin Parkin Heritage and Tourism
* Malcolm Connor CONNOR & Co Tourism Management Consultancy
* Chris Ledbury Countryside and Interpretation Consultant.
3. The study has been undertaken by mean of:
* site appraisal
* extensive consultations
* background research
* client discussion and workshops
* team brainstorms.
4. The study area is the Dee Valley from Pontcysyllte Aqueduct in the east to the Rhug Estate Organic Farm Shop to the west, the water catchment of the Berwyn to the south and Llantysilio and Ruabon Mountains to the north. In essence, it comprises three distinct components:
* Llangollen – the natural visitor focus
* Corwen – the traditional market town
* the rural Dee Valley.
5. The initial analysis found there were serious shortcomings in:
* the identity of, and signage within, the Dee Valley
* the quality and extent of interpretation to help visitors and local people appreciate why the area is so special
* the quality of the tourism product, service and customer care
* the quality of the public realm
* the current situation in relation to key projects.
There is a need to establish a credible destination brand for the area which reflects the product on the ground and to put the destination on the map.
6. The study identified the current markets for the Dee Valley as:
* large numbers of day trips from the West Midlands and North West drawn by Llangollen, its visitor attractions and the general scenery. These are primarily families
* transit traffic along the A5 making short stops for tea and toilet breaks with some breaking their journey overnight
* around 7,000 boats per year coming to Llangollen on the canal : this is seasonal and mainly groups of couples and families
* a small amount of business tourism and small meetings in local hotels
* short breaks in hotels, B&B and on caravan sites often as part of a touring holiday and coming for walking, countryside and scenery. These are primarily older couples.
* a limited number of activity holidays
* the Llangollen International Musical Eisteddfod held in the Llangollen Royal Pavilion which attracts 40,000-45,000 visits in the course of one week each July. These are mainly day visitors yet the staying visitors fill all accommodation for miles around
* a small percentage of people who own caravans on sites in the area and visit throughout the year with family and friends.
7. It estimated that the volume and value impact of visitors to Llangollen and the Dee Valley in 2003 was estimated to be:
* 980,000 visitors with:
- 815,000 on a day trip
- 73,000 staying in serviced accommodation
- 60,000 staying in non-serviced accommodation, and
- 32,000 staying with friends and relatives
* total annual visitor spend £42 million
* total visitor economy employment 900 people
The overall product performance varies by sector, time and by area. There are significant peaks and troughs.
8. Having assessed the current promotions it is clear that:
* the destination marketing is fragmented, under-resourced and not managed
* businesses are competing against each other for their share of a declining market and selling on price. They are not working together to collectively grow the market and compete through added value.
9. Having analysed current market and lifestyle trends and forecasts the study recommended that the visitor economy is a better and more inclusive description of the economy of the Dee Valley which includes public and private sector providers and support from the public sector.
10. It proposes that the strategic marketing vision should be:
Establish the Dee Valley as a sustainable quality destination
in the hearts and minds of visitors
It provides a series of marketing objectives and recommends that the destination brand should be:
The Dee Valley … the Best of the Welsh Borders
It is an umbrella that provides flexibility for specific destinations and activities. The brand needs to be managed and communicated to the visitor economy in the Dee Valley.
11. The Marketing Plan is based on four target markets:
* day visitors (including group visits)
* short breaks
* activity breaks
* meetings and conferences.
It reviews each market and identifies specific product development.
12. The Marketing Action Plan is based on a two stage approach:
* in the short term creating the brand and putting it on the visitor map
* developing product campaigns in the medium to long term.
13. In the short term it is recommended to develop and launch a ‘Discover the Hidden Dee Valley : The Best of the Welsh Borders’ campaign for 2006 and 2007. This would comprise:
* an A3 folded down to A5 size full colour leaflet
* an inset for coach operators and group organisers
* a schools marketing pack
* a ‘where to stay’ list of quality assured properties
* a new ‘Visit the Dee Valley’ web site
* pilot on-line marketing through Google adwords
* promoted through the Borderlands campaign
* PR to build awareness in the media.
A budget cost for this package of activity is around £50,000 with an estimated £30,000 in core funding and £20,000 in business support and sponsorship (excluding staff time and costs).
14. The medium to long term action is essentially an evolution of the short term action. The ‘Discover the Hidden Dee Valley’ content will need to be realigned to reflect new features eg. the railway link and a ‘food and drink/country walking’ initiative which could be branded ‘Welsh Country Walking in the Dee Valley’. This would have:
* an A4 full colour brochure which would be distributed free through TIC’s (30,000 plus print run)
* proactive direct mail campaign
* targeted inclusion of the flyer in key publications (200,000 plus print run)
* central reservation system through the web site
* increased number of quality assured properties involved.
The total cost of this package of activity would be in the region of £100,000 per annum with an estimated £60,000 core funding and £40,000 from business partners and sponsorship (excluding staff time and costs).
15. The report goes on to consider product development to enhance the visitor experience and in particular:
* visitor information and orientation
* the enhancement of the attractions and interpretation
* maximising the potential of Llangollen
* maximising the potential of Corwen
* the wider infrastructure including activity tourism
* maximising the cultural diversity of the area.
16. In terms of welcome and orientation it recommends:
* the provision of eye-catching boundary signage into the Dee Valley based on the Dee Valley brand
* the development of a Dee Valley Information Point which is located in laybys on the main roads, in key car parks in Llangollen and Corwen and at the natural gateways into the valley
* representing Llangollen TIC as Llangollen and Dee Valley TIC
* promoting Llangollen Museum as an important gateway to the valley for those who want to explore the subject in more depth
* introducing the Dee Valley Information Point at places which are concentrations of visitor activity including attractions, viewpoints, beauty spots, railway stations, village and archaeological sites
* village information points using shop/post office, pubs, petrol station etc.
17. The report goes on to highlight the importance of interpretation as a medium by which to engage visitors and local people, enhance awareness and understanding, appreciate the significance of the area and to influence attitudes and behaviour. It identifies an overarching interpretive theme as:
The Dee Valley is a special place where you can enjoy wonderful scenery, Welsh history and culture and active and exciting outdoor activities
It goes on to identify three key interpretive themes:
* the Dee Valley is a vital leisure resource used by many visitors every year as somewhere beautiful and natural to relax
* man has lived, worked and worshipped here for 5,000 years and you can find fascinating evidence in this beautiful landscape if you take the trouble to look
* the Dee Valley has been an historic route for communications through road, rail and canal for thousands of years.
Interpretation is delivered by many providers and it is recommended that an Interpretation Forum be established to achieve coordination, joined up thinking and partnership working to ensure high quality and innovative interpretive provision.
18. The report makes a series of recommendations as to how some of the key attractions can be enhanced. In particular it identifies the potential to open up some of the more important and picturesque churches including Llantysilio and Corwen. It also draws attention to the value of the attractions working together:
* through networking
* exchanging intelligence (including undertaking an annual visitor survey)
* participating in joint promotions within the Marketing Plan
* considering the introduction of a Dee Valley ‘passport’ for those attractions which charge
* looking to innovative use of resources eg. the historic car collection of the Llangollen Motor Museum for Dee Valley Tours etc.
19. The report identifies a range of initiatives to raise the image and profile of Corwen including:
* upgrading the car parks
* extending the railway to Corwen (and offering a park and ride facility for those travelling from the west)
* developing a strong link between the station platform and the town centre including the introduction of commercial elements
* developing the cultural heritage of the town, and particularly Owain Glyndŵr, through the creation of a community archive and resource centre linked to an enhanced town trail
* drawing out the Welshness of the town by introducing signs and menus in Welsh, introducing Welsh in greetings to visitors as well as cultural events and activities in the town
* developing the climbing wall in Peny y Pigyn quarry
* raising money as a community to undertake the Feasibility Study into the future of the Pavilion in Corwen
* developing walking and cycling routes
* establishing training programmes for businesses in relation to creating the Corwen visitor experience
* promoting the Leisure Centre as a resource for visitors as well as local people
* encouraging shops and pubs to be more visitor focused and accommodation providers to be quality assured
* establishing a western gateway into the valley at Rhug Organic Farm.
20. Similarly, there are a wide range of recommendations in terms of Llangollen including:
* greatly enhanced entrance signs, white on brown signage, fingerpost signage and visitor orientation in car parks
* landscaping the car parks and introducing CCTV
* visitor management (including park and ride using the Royal Pavilion)
* adopting more visitor focused opening hours
* environmental improvement and townscape programmes
* developing an attractive direct linkage between Llangollen Horse Drawn Boat Centre and the new mooring basin and the town centre
* investigate street café and restaurant opportunities
* introduce ban on street drinking except pavement cafes
* investigate the appointment of a Town Centre Manager.
21. At the same time we are conscious of the importance of visitors to the village communities : this must be promoted through walking, cycling, buses and trains whilst ensuring that visitors are managed to minimise the effect on local people. Village shop/post offices or pubs should act as a Dee Valley Information Point with the expectation that they will move towards providing electronic information over the next few years.
22. The report highlights the potential to develop the walking product strengthening links with the railway and public transport including a ‘Dee Valley Hopper’ bus service. It recognises the importance of activity tourism and suggests the establishment of a Dee Valley Activity Holiday Group to provide a focus for networking, training, collaborative marketing and raising standards. It emphasises the importance resolving the present impasse in relation to angling and canoeing which is losing considerable sums of money to the local economy.
23. Mountain biking and family cycling are important and have potential. There is a need to consider the provision of essential facilities for mountain bikes. Climbing is an important element of the activity holiday package and should be promoted. Eco-tourism, in the context of the outstanding bird life and biodiversity of the valley, adds another dimension.
24. There is a concern about illegal off-road motor biking : although successful partnership working between the police and Countryside Service has borne fruit in 2005 there is a need for suitable permanent venues for this sport. The success of initiatives in North Lanarkshire and the Brecon Beacons illustrate what can be achieved.
25. The report emphasises the cultural importance of the valley with the Llangollen International Musical Eisteddfod, the Fringe, Llangollen Food Festival, other small events around Llangollen and the strong Welsh cultural traditions of Corwen and the rural Dee Valley. The strength of the Welsh language offers opportunities:
* to promote indigenous cultural activity including folk dancing, music, poetry and storytelling
* the use of the Welsh language in signage, menus, greetings and interpretive initiatives
* the development of small events and festivals at key sites throughout the valley
* encouraging the use of local food through the Glyndŵr Farmers Market, the WI Market and Rhug Organic Farm Shop and in pubs, restaurants and hotels which can be promoted through a marketing leaflet.
26. We propose that the project embraces the concept of Integrated Quality Management which should be a continuous process including:
* understanding visitor needs
* setting standards
* identifying training needs and delivering training courses geared to efficient business development
* dissemination of market intelligence
* monitoring and evaluating the impact of tourism on the local environment and the communities.
27. We propose that the project should be called The Dee Valley Visitor Economy Initiative. The Dee Valley Business Action Group should oversee the project establishing a Visitor Economy Task Force led by a Project Director. A Dee Valley Interpretation Forum and Dee Valley Activity Holiday Group should also be established.
28. The next steps involve:
* seeking the approval of the Dee Valley Business Action Group, the County Council, Cadwyn Clwyd, WDA and WTB to the strategy as the vision for the way forward
* to establish the Dee Valley Visitor Economy Initiative
* to seek ‘buy in’ from the business and local community to the vision through a series of consultation events
* to produce a phased, prioritised and costed 3 year Action Plan and seek funding to start to deliver the Visitor Economy Strategy.
29. We have proposed that serious consideration is given to the appointment of a Town Centre Manager who shares their time between Corwen and Llangollen with the objective of strengthening the visitor economy of both towns.
30. We have emphasised the need for monitoring and evaluation of the strategy and identified a number of evaluation techniques. We have gone on to highlight the importance of maintenance and management to ensure the overall visitor experience created within the Dee Valley is of the highest quality. This includes:
* road signage
* sense of arrival and welcome
* quality of car parking and toilets
* quality and availability of visitor orientation and information services
* overall environmental quality of the area
* quality and diversity of the retail and catering and hours of opening
* customer care
* attention to detail.
Each element is crucial to visitor perceptions. Effective delivery of each component is crucial. The area will ultimately stand or fall on the quality of the visitor experience.
31. We believe the report provides a realistic and objective assessment of the current situation from which a wide range of recommendations flow. The Dee Valley deserves a concerted approach to repositioning the visitor economy and will benefit enormously from a strategic approach based on Integrated Quality Management.
We commend the Dee Valley Visitor Economy Strategy to you.
Ian Parkin
Malcolm Connor
Chris Ledbury
September 2005
(doc, 1,951.74 KB) Dee Valley MapDee Valley Visitor Economy Strategy - Vol II
(pdf, 853.97 KB) Dee Valley Visitor Economy Strategy - Vol IIDee Valley Visitor Economy Strategy
(pdf, 1,844.99 KB) Dee Valley Visitor Economy Strategy