South Downs National Park

Sustainable Tourism Strategy 2015-20

Contents

Executive Summary 02

Context to the Strategy 04

Mapping Visitor Access and Attractions in the National Park 06

The Framework for Sustainable Tourism in the National Park 07

The Sustainable Tourism Strategy Objectives 08

The Delivery Tools of the Sustainable Tourism Strategy 10

Priorities for Tourism in the South Downs 11

Tourism Product: Adventure Land Theme 16

Tourism Product: Cultural Land Theme 17

Tourism Product: Natural Land Theme 18

Tourism Product: Working Land Theme 19

Appendices 20

Appendix 1: Policies and Local Studies Context to the Strategy 21

• State of the Natioanl Park Report 2012

• National Park Park Management Plan

• National Park Local Plan

Surveys/Reviews

• South Downs Visitor and Tourism Economic Survey 2013

• Vistor Travel Survey 2014

• Vistor Accommodation Review 2015 & Approach to and

Delivery of Visitor Acommodation`

Appendix 2: Shared Identity & the Sustainable Tourism Strategy 36

Appendix 2: Summary Framework of the Sustainable Tourism Strategy 37

Appendix 4: Delivery Tools and Themes Projects (To be developed) 38

Executive Summary

The South Downs National Park is the largest rural resource for recreation and tourism in the

South East of England, thus tourism plays a significant role in its local economy. The last overarching

estimate showed that the National Park has approximately 46 million visitor days per year, making it

the most popular Protected Landscape in the country which generates an income of nearly £5 billion

and supports some 12,000 jobs. The South Downs National Park is found within just a few miles of

several major conurbations and close to numerous major national transport gateways and is

accessibile to over 10 million people regionally. Popular and accessible though it is, the Park also

has fragile habitats and sensitive areas, a small number of hotspots currently attract a very

disproportionate number of its visitors, and the vast majority arrive by car. This strategy is

therefore designed to promote a more sustainable approach to the development of tourism so that

visitors can enjoy more of the National Park without compromising its Special Qualities.

The Government has provided two statutory purposes for National Parks in England. All public

bodies and utility companies, when undertaking any activity which may have an impact on the

designated area, have a duty to have regard to these purposes.

Purpose 1: To conserve and enhance the natural beauty, wildlife and cultural heritage of the

area.

Purpose 2: To promote opportunities for the understanding and enjoyment of the special

qualities of the National Park by the public.

In addition, the National Park Authority has a socio-economic duty:

NPA Duty: To seek to foster the social and economic wellbeing of the local communities

within the National Park in pursuit of National Park Purposes.

This strategy is underpinned in other national policy including the Defra 2010 Circular

, and Defra’s

March 2016 Eight Point Plan for National Parks which places strong emphaisis on Purpose 2. The

aim of this Sustainable Tourism Strategy is to enable enjoyment of the area and guide the tourism

activities of the South Downs National Park Authority in its work with partners. This strategy builds

on the South Downs Partnership Management Plan 2014-2019.

The strategy’s start point provides by setting the context of tourism in the National Park, referring

to recent local studies and national reports. This is followed by seven sustainable tourism objectives

(set out on Page 7) which address the following:

 the visitor experience and offer;

 visitor pressures;

 sustainable practice by tourism providers;

 visitors means of access to the National Park and fostering custodianship;

 visitors contribution to the local economy.

These objectives are supported by the strategy’s ‘delivery tools’ which illustrate ways in which the

NPA will work with partners on enjoyment of the landscape, particularly, but not exclusively, by

means of sustainable travel, encouraging business development and custodianship. The strategy

English National Parks and the Broads UK Government Vision and Circular 2010, March 2010, Department for

Environment, Food and Rural Affairs

provides a set of four delivery priorities for the National Park Authority which will direct its joint

work with partners on tourism activities. The first priority is area-based, focusing on activity at

specific locations; the remaining three are theme-based, namely: business development; sustainable

travel; and knowledge and custodianship.

The strategy concludes with four ‘visitor facing’ themes, used to engage the public in experiencing

the National Park:

 Adventure Land;

 Cultural Land;

 Natural Land;

 Working Land.

The National Park Authority works with a range of partners to implement this strategy, through the

delivery of existing projects and developing new initiatives. This is indicated in the detail of the four

visitor themes and in a summary of the strategy framework in Appendix 2. A companion delivery

plan of projects follows, updated annually, as Appendix 3 of the strategy.

Context to the Sustainable Tourism Strategy

The first State of the South Downs National Park Report (published in 2012) set out to capture

a picture of the newly established National Park as a first snapshot, providing a baseline against which

future changes could be measured as the National Park matured.

A crucial starting point in managing change for the future was to capture the essence of what makes

the National Park important – its Special Qualities. The report was structured around seven

identified Special Qualities of the South Downs. These seven qualities have informed the model that

is the basis of this Sustinable Tourism Strategy.

The Partnership Management Plan (PMP) 2014-19 was published in 2013, setting out a shared

Vision for how we all would like the National Park to be in the future. It includes 11 long-term

outcomes, and provides a framework for communities, landowners, charities, businesses and public

bodies to work together to make the Vision and outcomes a reality. It focuses where we all believe

partnership action can make a tangible difference over the next five years.

Preparation of the Partnership Management Plan (PMP) was led and co-ordinated by the National

Park Authority working jointly with a high-level stakeholder group – the South Downs Partnership.

The Plan is designed to stimulate local action, influence the major streams of public and private

investment into the National Park, and align with the policies and programmes of other public

bodies. It drives the Authority’s own business and operational plans, and provides the starting point

for the development of the policies in the Local Plan. The 11 long-term outcomes of the PMP have

been used to shape the objectives of the Sustainable Tourism Strategy.

The National Park draft Local Plan sets out how the National Park will develop into the future.

The spatial context for this Sustainable Tourism Strategy is the draft Local Plan and is framed to

accord with and support the tourism-related policies of the Local Plan, including those on Visitor

Economy and Recreation. Options for tourism issues were considered in the Local Plan Options

Consultation Document published in February 2014. The Local Plan Preferred Options

Consultation took place in Autumn 2015 and the draft policies detailed in Appendix 1 of this

document.

Relevant Local Studies

A number of studies have been completed over the last few years that have been used to inform the

strategy. The South Downs Visitor and Tourism Economic Impact Study (2013) summarises a

series of research studies commissioned by the SDNPA that included a study of visitor-related

businesses in the South Downs, visitor and resident surveys, and a value and volume modelling

exercise to calculate the economic impact of tourism in the South Downs.

The Visitor Travel Survey (2014) was commissioned as part of a DfT-funded case study looking at

the impact of the Government’s Local Sustainable Transport Fund (LSTF) programme on visitor

travel behaviour in the Lake District, New Forest and South Downs National Parks. The LSTF

programme included a range of infrastructure improvements and travel awareness campaigning

activity to encourage greener travel by visitors. The programme began in 2012, continuing until

March 2016. Transport issues are inextricably linked to the management of tourism and this study

has provided useful evidence to inform the Sustainable Tourism Strategy.

The Visitor Accommodation Review (VAR) 2015 was commissioned in early 2014 by the South

Downs National Park Authority to inform the development of the emerging South Downs National

Park Local Plan and the delivery of the Partnership Management Plan. It was finalised in February

2015 and the study indicated a number of key features to visitor accommodation in the National

Park. The review identified shortages of all types of accommodation at peak times, a strong demand

for high quality accommodation and increasing demand for all types of accommodation in the future.

These findings provide an important context in the shaping of objectives for this strategy.

Informative Tourism Trends: The National Context

The GB Tourism Survey (GTBS) 2013

This latest annual survey was completed in 2013 and assesses the volumes and values of domestic

tourism in Great Britain. The GBTS is jointly sponsored by VisitEngland, VisitScotland and

VisitWales, and provides a full snapshot of the current domestic tourism market conditions across

the country.

It is estimated that, in 2013, GB residents took around 123 million trips of one night or more within

Britain. These trips involved a total of 374 million nights away from home, resulting in an average

tourism trip length of three nights. Tourism expenditure on these domestic trips was around £23

billion, representing an average spend of £187 per trip and £62 per night away from home.

By relating these levels of tourism volume and value to the total population, the average level of

tourism per head of population can be calculated. In 2013, the average GB adult resident:

 took two tourism trips of one night or more away from home within GB;

 stayed away from home for approximately three nights per trip;

 spent in the region of £190 per trip.

These characteristics of domestic tourism have therefore tended to focus regional or city tourism

strategies to target the short break market rather than full week or longer stay visitors.

Trends for the Next Decade by Visit England (December 2013)

The recession from 2008 to 2011 has changed visitor attitudes and behaviours. Being ‘green’ is less

important to visitors/consumers as the 2008-11 downturn has resulted in more difficult choices on

personal finances. However, consumers still have ethical values and standards; they have gently

shifted to ethical consumerism, i.e. the legitimacy of products and services, boardroom practices,

and supply chain management taking a more responsible approach (corporate social responsibility).

The importance of localism is also increasingly crucial; it is seen to add authenticity and trust.

Other key emergent trends identified in this document are:

 Visitors are increasingly time-poor and cash-strapped, consumers will look to maximise their

leisure spend – increasing the number of short breaks (at the expense of longer ones) and

are turning visiting friends & relatives-based breaks into leisure and activity breaks.

 Demographic trends will heighten the importance of family trips – and it is the traditional

rural destinations that can benefit if they adapt to the needs of visitors.

 ‘Nostalgia tourism’ is on the rise; it is driven by consumers’ uncertainty about the future and

the result is visitors looking for authenticity and meaning in their experiences.

 Activity tourism is growing as a reaction to more sedentary lifestyles as people seek to ‘de-

stress’ through adventure experiences.

 Accommodation is becoming a more complex area to address; a diverse range of

accommodation types will provide security of custom for all. New areas like glamping will

only grow further, traditional large hotels may struggle to hold onto market share.

 There is a new consumer desire to increase personal ‘cultural capital’. The lifestyle media

promotion of new skills (antiques, cooking, baking, country crafts) has played a role in this

area and the public are keen to try new things they think have been lost to their families.

 Rural destinations in England have an opportunity to tap into something that is

‘quintessentially English’ – the delivery of a unique offer or a point of difference that sets the

destination apart from others.

Visitor Access and Attractions in the South Downs National Park

The Framework Model in Delivering a Sustainable Tourism Strategy

This is more fully detailed in Appendix 2 and then in Appendix 4 with projects.

Visitor Themes

These four themes are ‘consumer facing’ and framed for public promotion.

The Delivery Tools of Sustainable Tourism

These three areas of work drive partnership working within tourism

South Downs National Park

Sustainable Tourism Strategy Objectives

~ Improve visitor experience & ‘Sense of Identity’ ~ Diversify the Tourism ‘Offer’

Share the benefits of tourism more widely ~ Embed sustainablity best practice ~

Inform travel behaviours ~ Develop greater custodianship

of the National Park ~ Increase visitor spend

Sustainable Travel

‘Working with partners in

Local Government and

Transport Operators to

promote modal shift from use

of private car to public

transport and more

sustainable forms of personal

transport’

Knowledge/Custodianship

‘Embedding knowledge of the

National Park, with partners in

NDPBs, Local Gov and Tourism

in order to provide a genuine

local experience and a sense of

ownership for the special

qualities of the National Park

amongst visitors‘

Business Development

‘Working with tourism service

providers to diversify and

improve the tourism offer of

the National Park, particularly

on embedding sustainablity

best practice, National Park

Shared Identity and providing

a quality experience/sense of

place for visitors’

‘

Adventure Land

A theme aimed at

being active in the

great outdoors;

exploring the

National Park widely

and taking part in

adventure based

activities.

Cultural Land

A theme that

celebrates the

cultural contribution

of the National park

to English Culture

though literature,

art, folklore, music

and key historical

characters and

landscapes

Natural Land

A theme that

proudly celebrates

the natural beauty

and wildlife of the

National Park and

advises why this is a

special place.

Working Land

A theme that

focuses on the busy

working landscape

of the South Downs

through farming

practices, food/drink

and traditional rural

skills and crafts.

Priorities for Tourism are Sustainable Travel, Knowledge/Custodianship, Business Development and

Area-Based Geographical Priorities.

The Sustainable Tourism Strategy Objectives

On the basis of the informing trends and context provided by the National Park Partnership

Management Plan (PMP), draft Local Plan and the previous listed studies, seven core objectives are

identified in the Sustainable Tourism Strategy. The PMP includes a number of outcome ‘indicators’

such as visitors’ satisfaction which will help measure the success of this strategy’s objectives and

ensure vistors enjoy the landscape.

Objective 1

To improve the visitor experience, develop a strong sense of local identity and ensure

good quality design and sensitive development. .

Opportunities will be provided to make it easier for visitors to discover, enjoy and understand the

National Park and value its special qualities so that they leave with a strong sense of place.

Local identity and character will be used to enrich the visitor experience offered by the National

Park. The built environment of the National Park is crucial to local identity and therefore the

SDNPA will ensure as the planning authority that design guidance will provide quality sensitive

development appropriate to place.

Contributes to PMP Outcomes 5, 10 & 11

Accords with PMP Policies 31 and 42

Objective 2

To diversify the tourism offer of the National Park, providing sustainable income for

tourism service providers (TSPs), diversifying services and extending the tourism

season.

A wider range of activities and interests is sought to ensure the National Park appeals to a wider

range of visitors and that there is ‘something for everyone’ to avoid reliance on a narrow

demographic. Tourism service providers will be assisted and encouraged to extend their offer and

reduce dependence on a single mode of income. The limited seasonality of tourism in the National

Park will be extended more widely throughout the year with a focus on the quiet winter months for

new events and programmes of activity.

Contributes to PMP Outcomes 9 & 10

Accords with PMP Policies 43, 47, 52, 53 & 55

Objective 3

To share the social and economic benefits of tourism across the entire National Park,

ensuring that the scale of tourism to be serviced at sites reflects the sensitivities of the

landscape.

Services for visitors should be developed and delivered at a scale appropriate to the local context

and setting and where there is an identified need. Visitors will be enabled to explore the National

Park more widely with new infrastructure such as trails and visitor experiences that tell the story of

the various landscapes across the National Park. Visitor information and interpretation is an

important element of this.

Contributes to PMP Outcome 1 & 2

Accords with PMP Policies 21, 35, 36, 37, 41 & 42

Objective 4

To encourage and support sustainability best practice in the tourism sector in working

with delivery partners.

Tourism service providers will be enabled to deliver greater environmental sustainability. The

SDNPA will work with partners to share knowledge and skills on sustainability best practice through

a variety of networking and sharing approaches on areas such as local food, utilities/resource

efficiency and waste minimisation, and in the encouragement of sustainable tourism behaviour.

Visitors will benefit from improved environmental sustainability in the places they stay and visit.

Contributes to PMP Outcomes 1, 5 & 11

Accords with PMP Policies 18, 41, 45, 47 & 54

Objective 5

To encourage change in travel behaviour of visitors accessing the National Park.

Existing visitors will be incentivised to switch from use of private vehicles to public transport by

means of linked travel and visitor attraction/experience tickets. This will be supported by better

signposting and promoting the accessibility of key areas of the National Park by cycling, walking and

using public transport from transport hubs and gateways. New visitors, including these without

cars, will be encouraged to access the South Downs through sustainable transport options where

reasonable. All SDNPA tourism information will include public transport and sustainable access

information.

Contributes to PMP Outcomes 5 & 8

Accords with PMP Policies 35, 36. 37, 38 & 41

Objective 6

To encourage a greater sense of custodianship of the National Park by visitors and

improve the experience of tourism for residents.

Generating opportunities and programmes that build a sense of ‘custodianship and belonging’ out of

the primary objective of enjoying responsibly the landscape of the South Downs National Park will

create loyalty and repeat visits in the long term. Involving visitors in initiatives such as ‘Leave No

Trace’ and ‘Share the Path’, which encourage good relations among visitors, residents and farmers,

will aid a sense of ownership of the Special Qualites. Shared Identity and Sense of Place are useful to

this objective.

Contributes to PMP Outcomes 1, 2, 6 5 & 8.

Accords with PMP Policies 15, 16, 29, 31, 33, 45 & 47

Objective 7

To raise visitor spend to levels that contribute more widely to the economy of the

National Park.

The average daily spend of the visitor to the South Downs is amongst the lowest of all 15 UK

National Parks. There is a clear need to raise average spend to secure long term viability of

businesses and ensure vital services are maintained in our small rural communities. Visitor spend

should be increased more widely throughout the entire National Park, helping to create jobs for

rural communities and maintain investment in tourism infrastructure. Increasing average visitor

spend will be focused on the diversification of existing tourism services, improving food and drink

information, creating multi-site linked experiences, improving sustainable travel options and in the

creation of appropriate events linked to local character. Both day excursion and short break visitors

will be targeted in drawing up packages and itineraries with our local tourism partners. These

visitors will include those from London, the South East, the rest of the UK and international visitors.

Contributes to PMP Outcome 10

Accords with PMP Policies 14 and 41

The Delivery Tools of the Sustainable Tourism Strategy

The Delivery Tools (or mechanisms) of the Sustainable Tourism Strategy are those programmes of

work that require SDNPA to fully engage with partners to deliver a more enjoyable and responsible

form of tourism that reduces visitor impact, encourages more sustainable behaviour, where

appropriate, improves visitor experiences and ensures the National Park purposes are met. There

are three broad areas of work that can be defined as delivery tools as below. The delivery priorities

for these areas of work are in the ‘priorities’ section of this strategy (ref. section / page no).

Enabling Sustainable Travel

Working with partners in Local Government and Transport Operators to promote a modal shift

from the use of the private car to public transport and more sustainable forms of personal transport.

This area of work means providing informed choices to visitors on accessing the National Park by

trains and buses. To enable this, linked travel and activity incentives will need to be developed and

provided. The quality of information on accessing the National Park by public transport will need to

be more effectively communicated. Tourism businesses will require advisory support on how to

promote accessibility by non-car use. Infrastructure to support walking and cycling at

accommodation and visitor attractions will need improvement and clusters of businesses supporting

cycling and walking will serve to make non-car access more attractive as an option for visiting the

South Downs.

Encouraging Business Development

Working with tourism service providers to diversify and improve the tourism offer of the National

Park, particularly on embedding sustainability best practice and providing a quality experience/sense

of place for visitors.

This area of work means accessing what is now a vast range of resources provided by agencies with

expertise on sustainability and customer service best practice. SDNPA can act as the facilitator by

helping businesses to access programmes, projects and grants maintained or operated by

organisations such as Energy Saving Trust for energy efficiency, water saving schemes by water

companies and generally to reduce overheads costs whilst demonstrating a commitment to a cleaner

environment. On customer service, the SDNPA can assist tourism businesses to become highly

knowledgeable on the local offer and enable more training such as Landscape Ambassadors Training.

Knowledge/Custodianship

Embedding knowledge of the National Park, with partners including public agencies and tourism

groups, in order to provide a more informed local experience and a sense of ownership for the

Special Qualities of the National Park among visitors to the South Downs.

This concentrates on programmes that inform visitors on why this National Park is a special place

and involves campaigns such as Leave No Trace which seek behaviour change. It also requires

developing those experiences that are unique to the National Park and ensuring that tourism

partners have clear consistent messages on the offer of the South Downs National Park.

Knowledge and custodianship will be improved with more projects using the recently developed

Shared Identity (see appendix 2) and Sense of Place Toolkits. These tools are considered useful in

furthering the special qualities of the National Park amongst all those who visit.

These Delivery Tools are further explained with priorities in the following section and with detailed projects in

Appendix 3.

Priorities for Sustainable Tourism in the South Downs National Park

This strategy identifies four main delivery priorities for sustainable tourism: area-based; business

development; sustainable travel; and knowledge and custodianship.

The South Downs National Park Authority will bring together a framework of existing projects and

proposed new projects, in discussion with partners, based around these priorities. These projects

will be produced as an Appendix 3 to the Sustainable Tourism Strategy.

Area-Based Priorities (listed from West to East)

1. Winchester: Although mainly outside the National Park boundary, Winchester is a key

gateway to the South Downs from the west with Winchester City Mill as the main SDNP

visitor focus. The City is a sustainable transport hub and there is a need to improve links

and signage from stations to both the South Downs Way and the National Park generally.

Winchester provides a significant offer on local food and drink experiences which should be

further exploited.

Supports Objectives 1,3, 5 and 7.

2. Continued partnership in the ‘Heart of Hampshire’ Destination Management Partnership

with East Hampshire District Council (EHDC) and Winchester City Council (WCC) to

further the offer provided by the Hampshire part of the South Downs.

Supports Objectives 1, 3 & 7

3. Petersfield: A centre for cultural heritage, recreational activity, and a priority ‘gateway and

hub’ for sustainable transport given long-distance rail links to London and the south coast.

There is a need to explore opportunities for an expanded range of visitor accommodation

including both budget and a boutique hotel development. There is a distinct need to

improve signage between national routes/trails, stations and attractions, and to develop a

key South Downs Welcome/Visitor Information Point within the town’s existing tourism

facilities.

Supports Objectives 1, 2, 3, 5 and 7

4. Chichester: The City is another important hub for tourism and a transport gateway to the

National Park, though just outside the National Park. There is no SDNP presence at the

railway station and neighbouring bus/coash station; a much higher profile is needed to

welcome visitors into the South Downs.

Support Objectives 1 and 5

5. Midhurst: The Midhurst Tourism Partnership (MTP) identifies the town as the ‘Heart of the

South Downs’ and an ideal base to explore a signicant part of the South Downs. There is a

need for interpretation and signage improvements that fit the character and offer of

Midhurst as a small market town, and public transport is poor. To explore the development

of events MTP considers that the town needs a new marketing identity and a refocus to

deliver increased tourism. Midhurst provides an opportunity for a linked experience ‘day

tripper’ package.

Supports Objectives 1, 2, 3 and 5

6. Petworth: Identifies closely with the National Trust and has a significant antiques market and

a growing reputation as a place to find local food and drink. Petworth has a strong identity

although it would benefit from a location specific opportunity for a linked experience ‘day

tripper’ package to keep visitors in the town for longer. Public transport is limited.

Supports Objectives 2, 3 and 5

7. Haslemere and Pulborough, Alton and Hassocks: Identified as key gateways to the National

Park through signficant railway stations, with an identified need to improve SDNP profile in

order to take advantage of the Greater London Market.

Supports Objectives 3 and 5

8. The large village settlements of Selborne, Chawton, Alfriston and Ditchling: Key heritage and

culture centres because of the significant scale of literary and heritage events and attractions

at these locations. Further development of projects is needed to raise the profile of all four

historic communities.

Supports Objectives 3 & 7

9. Arundel: Located on the very edge of the National Park, it is also in the centre of an area

with significant natural capital and numerous cultural heritage attractions. Arundel requires

a SDNP ‘gateway/hub’ project and visitor information needs further development on the

cultural and heritage attractions of the area.

Supports Objectives 3 & 5

10. Brighton: As the premier urban destination on the south coast cheek by jowl by the

National Park – Brighton is a key tourism destination in its own right. It is also an important

transport gateway with three railway lines, coach interchange and very good bus links the

Downs. This provides opportunities to access the Downs by means other than car by

exploit the interchange onto both bus and bicycles. Brighton Station requires some SDNP

presence. Brighton also provides a key base to support food and drink related tourism and

represents a significant area of growth in activity with wine bus tours and new vineyard walk

tours to further exploit.

Supports Objectives 3, 5 & 7

11. Lewes: A key access gateway and hub serving the east of the National Park; warrants

increased SDNP profile at the railway station, improved bus station, and improved links from

public transport to bicycle/walking facilities and the local long distance paths. Lewes is also a

key centre for food and drink experiences and need to be a focus of food experiences and

programmes. Lewes is lacking in a broad range of accommodation.

Supports Objectives 3 , 5 & 7

12. Eastbourne: The gateway town of the eastern edge of the National Park, it lacks any

signature project that connects it to the South Downs. Eastbourne has a sizeable

accommodation stock that is readily accessible to the iconic and popular Sussex Heritage

Coast. A clear link through enhanced signage and interpretation is required in Eastbourne

combined with a ‘gateway’ project and improved / promoted sustainable transport.

Supports Obejectives 1, 3, 5 & 7

Business Development Delivery Priorities

1. Development of an online sustainable business resource guide compiling current grants, free

advice and resources to be found, which would help tourism businesses reduce their

overheads costs.

Supports Objective 2

2. Deliver further growth and product development of South Downs Food (online portal) as

the National Park’s local food network, to create a valuable entity that is both financially self-

sustaining and adds value to the local food and drink supply chain.

Support Objective 2, 4 and 7

3. Development of bids for EU Protected Geographical Indicator (PGI) Status for South Downs

Lamb and other noteable produce.

Supports Objectives 1, 2 4 & 7

4. Tourism South East (TSE) is the lead partner in a campaign that is designed to help

traditional country pubs become sustainable financial businesses and avoid further loss of

rural hostelries to other development. The ‘Great Country Pubs’ programme by TSE and the

CIC ‘Pub is the Hub’ Campaign are key routes to protecting these rural establishments from

development. SDNPA to support the initiatives and become a ‘supporter’ partner in both.

Supports Objectives 1, 2 & 7

5. Creation of a Sustainable Tourism Partnership that would include local authority partners,

transport operators and incorporate all Our Land and the South Downs Food businesses,

with potential to develop a business association in the long term.

Supports Objectives 1, 2, 4 & 7

6. Linked to no. 5 above, development of a sustainable business learning package, offering

workshops and online training tools such as the Landscape Awareness Training, and using

the best practive and skills provided by organisations such as the Carbon Trust.

Supports Objectives 4 & 6

7. Investigate the potential of a quality mark scheme (QMS) for tourism businesses/workers

across the National Park involving four key areas: customer service (for example the

Welcome Host and TSE Exceeding Visitor Expectations training qualifications); landscape

and National Park awareness; sustainable travel knowledge; and culture and heritage of the

South Downs.

Supports Objectives 4 & 6

8. Support the development of the camping and glamping sector in the South Downs through a

formal camping and glamping accommodation development programme for key routes such

as the South Downs Way and Shipwrights Way.

Supports Objectives 1, 2, 3, 4 & 5

Sustainable Travel Delivery Priorities

1. A ‘Gateways and Hubs Development Programme’ at key identified locations both inside and

outside the National Park with reference to the area-based priorities. These gateways and

hubs will include South Downs Visitor Information Points at ‘edge of National Park’

attractions such as the Winchester City Mill project and sustainable transport

points/interchanges. There may be potential for seasonal ‘travel ambassadors’ promoting

sustainable travel to be part of the gateways and hubs programme.

Supports Objectives 1, 4 & 5

2. Research and development for a ‘one stop shop’ South Downs Cycle and Walk Portal,

providing a resource for all cycle hire, repair shops, cycle friendly accommodation, routes,

and any other provision suitable for biking and walking. Consider sponsorship opportunity.

Supports Objectives 1 & 5

3. Development of park-wide ‘cyclists and walkers welcome’ and an enhanced ‘cycling standard’

facilities scheme across the National Park following a pilot project.

Supports Objectives 1, 2 & 5

4. To attract the ‘extended’ day tripper, development of a ‘South Downs Day Tripper’ package

linking integrated travel tickets (e.g. resurrecting the bus and train Downlnader ticket) to

places to eat local food promoted by ‘South Downs Food’ with discounts at attractions in

clusters around accessible villages and towns like Midhurst, Alfriston, Selborne, Petworth,

Chawton.

Supports Objectives 1, 2, 5 & 7

5. Improve cycling facilities on key trails with priority given to the development of services for

recreational cyclists on route such as cycle repair, water points and appropriate signage.

Supports Objectives 1 & 5

6. Development of cycle hire pick up/set down network across the National Park.

Supports Objectives 2 & 5

7. Development of ‘car-free holidays’ packages around transport hubs in clusters; incorporating

formation of joint marketing and promotion groups similar to the East Hampshire Heritage

Group.

Supports Objectives 1 & 5

Knowledge and Custodianship Delivery Priorities

1. Continue to roll-out the National Park Shared Identity on destination and partner websites,

Visitor Information Points, leaflets, signage and other tourism projects. Shared Identity

should be a condition of tourism projects receiving funding from SDNPA.

Supports Objectives 1 & 6

2. Investigation into the development of a ‘Visitor Giving’ scheme at tourism destinations and

services to help contribute to SDNPA and LHAs’ paths maintenance programmes.

Supports Objectives 1 & 6

3. Promotion of sustainable visitor behaviour e.g. ‘Share The Path’ to encourage people who

cycle on National Park trails and paths to consider other users and ‘Take the Lead’ for

responsible dog walking.

Supports Objectives 1 & 6

4. Promote the ‘Sense of Place’ Toolkit, when finalised, as the National Park’s main online

learning process to build knowledge of the National Park.

Supports Objectives 1 & 6

5. Promote and support the John Muir Award with educational officers organising and

providing programmes of learning in the various landscapes of the South Downs with

schools, colleges and adult education courses.

Supports Objectives 1, 4 & 6

6. The dramatic white cliffs coast is by far the most popular part of the National Park, with

over a million visitors to Beachy Head each year and hundreds of thousands to other

attractions, such as Birling Gap, Seven Sisters Country Park and Friston Forest. There is an

active Heritage Coast partnership, with an emerging strategy and action plan, including a key

section on Sustainable Tourism. The area needs co-ordinated marketing, engaging tourism

and related businesses to help provide a quality “offer”, utilising the public transport links in

the area and promoting the cultural, landscape and other special qualities of this iconic place.

7. The Brighton and Lewes Downs Biosphere region was confirmed in September 2014.

Support the ‘Best of our Biosphere’ tourism promotion and the ‘Green Infrastructure – enhanced

networks of green space from town to Downs’ element of the programme. SDNPA will provide

ongoing support for specific projects within the Biosphere that serve to inform and educate

on sensitivities of the rural landscape all around the reserve.

Supports Objectives 4, 5 & 6

8. Participate in the the Leave No Trace Campaign and support the countryside-based

behavioural change campaigns of Keep Britain Beautiful.

Supports Objectives 1 & 6

9. Promote online tourism information and itineraries through the development of the South

Downs Discovery Map and use existing digital platforms to promote walks, cycle routes and

other experiences.

Supports Objectives 1, 5 & 6

10. Support of National Parks Week run by National Parks England and the major promotion

project ‘Countryside is Great’ Campaign by Visit Britain with SDNP themed itineries and

visitor promotions.

Supports Objectives 1 & 6

Adventure Land Theme

A theme aimed at exploring and being active in the great outdoors, discovering the wider National

Park and taking part in new activities.

Tag line: ‘This is a landscape for adventures; a landscape that is shaped for the curious to roam, for the thrill

seeker to test themselves and for everyone to explore and discover’

Theme Context

The adventure land theme is supported by one of the Special Qualities listed in the National Park

Management Plan:

‘Great opportunities for recreational activities and learning experiences’

This theme helps to shape a programme within the sustainable tourism strategy that will contribute

to two of the PMP policies:

Policy 43: Support the development and maintenance of appropriate recreation and tourism facilities

and visitor hubs, in and around the National Park, including a mix of quality accommodation, which

responds to market demands and supports a sustainable visitor economy.

Policy 21: Support woodland owners to provide a range of appropriate recreational, sporting and

other diverse activities within woodlands, recognising the potential commercial value of these uses.

Theme Subjects

Cycling Off-Road Walking & Rambling Orienteering

Watersports Air Sports e.g. ballooning Equestrian Activities

Geocaching Camping & Glamping Outdoor Learning

Theme Tools

Cycle Hire Connectivity Walk/Cycle Welcome Host Geocache Trail

Big Adventure Theme Weekend Walking Festivals Adventurous Trails

Activity Park Online Guide Sense of Place Toolkit Shared Indentity

Theme Potential Partners

British School of Ballooning Cycle Hire Companies Geocache.com

Local Authorities Sport England British Canoe Union

Brighton & Lewes Downs Biosphere Camping/Glamping Sites Country Estates

Sustrans and Cycling Groups British Orienteering Walk England

Forestry Commission National Trust Visit England

Cultural Land Theme

A theme that celebrates the vast contribution of the National Park to English Culture though

literature, art, folklore, music and key historical characters.

Tag Line: ‘This is a cultural land, a landscape celebrated in poetry, in song, in breathtaking art and in classic

works of the finest English Literature; a landscape that inspired and continues to inspire.’

Theme Context

The cultural land theme is rooted firmly in two of the Special Qualities listed in the National Park

Management Plan:

‘Well conserved historical features and a rich cultural heritage’

and ‘Distinctive towns and villages, and communities with pride in their area.’

The cultural heritage of the South Downs is vast when considering literature, art, and the cultural

land theme helps to contribute to two of the PMP policies:

Policy 31: Raise awareness and understanding about the National Park with consistent messages

that inspire and celebrate a strong sense of place.

Policy 32: Encourage and support creative and cultural activities which connect with and increase

appreciation of the National Park’s special qualities.

Theme Subjects

Market Towns of the Downs Literary Legacy Folklore & Storytelling

Village Traditions Defence of the Downs Key Historical Characters

The Landscape Designer Country Houses & Estates Art & Sculpture

Quirks & Eccentricities Music and Film

Theme Tools

Literary Trails Celebratory Theme Years Transient Exhibitions

Cultural A-Z Guide South Downs Autumn Festival Residents Stories

Open Garden Weekends SDNP Shared Identity Artisans Showcase

Sense of Place Toolkit South Downs Cultural Society

Theme Potential Partners

Arts Council England Local Historical Trusts/Societies Culture Arundel

National Trust Local Schools & Colleges Visit Brighton

English Heritage The West Sussex Arts Society Village Partnerships

Sussex Fine Arts Brighton & Lewes Downs Biosphere The Downland Arts Society

Local Authorities Hampshire Cultural Trust RSA South Coast

Natural Land Theme

A theme that proudly celebrates the natural beauty and wildlife of the National Park and educates

visitors on why this landscape is a special place.

Tag Line: ‘This is a natural landscape; a tapestry of ancient woodland, open rolling downland, colourful heath

lands, magnificent cliffs, crystal clear chalk rivers and abundant wildlife’

Theme Context

The natural land theme supports several of the Special Qualities listed in the Park Management Plan:

‘A rich variety of wildlife and habitats including rare and internationally important species’, ‘Tranquil

unspoilt spaces’ and ‘Diverse inspirational landscapes and breath-taking views’.

This theme helps to shape a programme within the sustainable tourism strategy that will contribute

to one of the PMP policies:

Policy 31: Raise awareness and understanding about the National Park with

consistent messages that inspire and celebrate a strong sense of place.

Theme Subjects

Dark Night Skies Wildflowers & Spring Protected/rare species

Ancient Woodland Rivers & Waterways Chalk Grasslands

Heaths & Moors Birds & Insects Strategic Landscape Views

SDNPA Landscape Diversity Celebrating Seasons

Theme Tools

Nature-based Trails Seasonal Celebration Events NatureBlog/My South Downs Story

Monthly Newsletter Annual Bird Census Geo-tours

Leave No Trace Campaign Responsible Dog Walking Guide to our Landscapes

Shared Indentity Sense of Place Toolkit Springwatch

Theme Potential Partners

Local Authorities Natural England National Trust

Keep England Beautiful Royal Soc. Geography RSPB

Sussex Wildlife Trust Wildfowl & Wetland Trust Visit England

Royal Geological Society British Trust for Ornithology Schools & Colleges

Hampshire Wildlife Trust Woodland Trust Forestry Commission

Environment Agency B & L Downs Biosphere UK Dark Sky Partnership

Working Land Theme

A theme that focuses on the busy working landscape of the South Downs through farming practices,

local food & drink experiences and the sharing of traditional rural skills and crafts.

Tag Line: ‘This is a working landscape shaped by centuries of farming practice, enterprise, traditional skills

and trade.’

Theme Context

The working land theme is rooted firmly in two of the special qualities listed in the National Park

Management Plan:

‘A landscape shaped by centuries of farming and embracing new enterprise’

and ‘Distinctive towns and villages, and communities with pride in their area.’

This theme helps to shape a programme within the sustainable tourism strategy that will contribute

to two of the PMP policies:

Policy 14: Develop the market for and production of sustainable food, drink and other products with a South

Downs National Park provenance.

Policy 15: Increase understanding of farming and of farmers as the custodians of many of the special

qualities of the National Park.

Theme Subjects

Market Towns of the Downs Local Food Provenance Wine & Beer Production

Traditional Farming Skills Furniture Making Contemporary Craft

Homeware Production Artisanal Produce/Skills Animal Husbandry

Theme Tools

Open Farm Weekends Wine & Beer Production Tours South Downs Food Portal

Artisanal ‘Open Houses’ Themed Weeks Farm Experience Courses

Cooking & Foraging Classes Food & Drink Experience Trails Craft & Skills Fairs

Great County Pubs Project Shared Identity Sense of Place toolkit

Theme Potential Partners

Arts Council England SD Land Managers Group Responsible Travel

National Trust SD Farmers Markets Group CAMRA

National Farmers Union South East Vineyards Association Tourism SE

Southern Cooperative LEADER Groups LEPs

Local Authorities

Appendix 1

Policy and Local Studies Context of the Sustainable Tourism Strategy

Background and Context to the Sustainable Tourism Strategy

Several evidence documents inform the development of the sustainable tourism strategy for the

South Downs National Park, these are:

 The State of the South Downs National Park 2012;

 The South Downs Park Management Plan 2012;

 The South Downs National - Local Plan

 The South Downs National Park Visitor Survey 2012;

 The Visitor Travel Survey 2014; and

 The Visitor Accommodation Review 2015.

The State of the Park Report 2012

This document describes, in some detail, the landscape and attributes of the National Park that

shape its special qualities. It provides the baseline from which future action and change, as outlined

in the Management Plan, can be judged. Crucially, it provides a snapshot of the National Park shortly

after official operational activity began referencing a wide range of data sources to indicate how the

landscape is faring. The document makes clear where there are gaps in evidence and how these

might be plugged in future so that policy and strategic objectives are more readily defined.

Natural Capital

Chapters 2, 3 and 4 of the report consider the unspoilt spaces, habitats, tranquillity and landscape

value of the National Park. The data included within these chapters points to a landscape with

significant sensitivities, rare habitats and features that are uncommon if not unique to the British

Isles. The underlying geology of the South Downs of chalk, upper greensand, lower greensand, and

Wealden clays has created 1,653 square kilometres covering 18 recognised landscape types which

support an immense diversity of habitats. Many of these landscape types, and the habitats they

support, are at significant risk from a variety of sources including climate change, transport corridor

developments, and visitor pressure. In order to minimise such threats, significant knowledge,

custodianship and learning in needed in order to maintain and protect them from these considerable

human pressures. A sustainable tourism strategy needs to reflect this natural capital and value the

resource.

Farming and rural economy

Chapter five of the report finds that the rural economy has strongly influenced the landscape of the

South Downs and that it is primarily a working landscape with over 80 per cent of the South Downs

farmed. Past agricultural practices have produced some nationally valuable habitats including chalk

downland and lowland heath, with traditional breeds specific to the area such as Southdown and

Hampshire Down sheep significant in the past and still bred today. Many farmers and landowners are

helping to conserve and enhance important habitats through environmental stewardship schemes

The report finds that farmers in the South Downs are resourceful and have always responded

quickly to the economic winds of change. Some farmers are diversifying their businesses; providing

tourist accommodation and meeting the growing market for locally produced food and drink thus

becoming skilled at promoting the landscape and its produce. This provides a strong basis to build a

tourism theme based on the working landscape of the South Downs.

Recreation and Activity

Chapter six of the report states that there is a growing body of evidence that demonstrates how

access to nature and opportunities for outdoor activity can have an important impact on physical

and mental health and well-being. The evidence in the report is built around existing access to land,

the state of rights of way, access to waterways and lakes, access to the air, and those businesses that

provide activity and recreational opportunities across the National Park.

This chapter looks at opportunities for access, recreation and learning experiences, focusing on

users and participation, and considering any barriers that prevent some people from experiencing

and enjoying the National Park. It points to the need for a tourism theme built around ‘adventure

and learning’ experiences that visitors can enjoy and build a relationship with the National Park.

Cultural Heritage

Chapter seven of the report addresses the rich cultural tapestry of the South Downs; art, music and

rural traditions have been layered deeply within the landscape over centuries. There is a strong

association with well-known writers, poets, musicians and artists who have captured the essence of

this most English of landscapes and drawn inspiration from the sense of place: Virginia Woolf, Jane

Austen, Hilaire Belloc, Edward Thomas, Gilbert White, Edward Elgar, Joseph Turner, Eric Gill and

Eric Ravilious, among many others. Today traditions continue through activities such as folk singing

and events like Findon sheep fair. Culture lives on with new art and expression, celebrating the

strong traditions of the past.

South Downs Park Management Plan (PMP) 2012

The South Downs Partnership Management Plan 2014 – 2019 (PMP) was adopted in December

2012.

The PMP Vision to 2050 is set out below.

Visitors and tourism are one of six important sectors that have been prioritised in the PMP to

strengthen partnership working, improve sustainability and expand delivery that enhances the

National Park’s special qualities. The Plan contains four specific sustainable visitor and tourism

policies:

Policy 41: Maintain visitor enjoyment and influence visitor behaviour in order to reduce impacts on

the special qualities and increase visitor spend in and around the National Park.

Policy 42: Develop a consistent and co-ordinated approach to the promotion and marketing of the

South Downs National Park as a sustainable visitor destination.

Policy 43: Support the development and maintenance of appropriate recreation and tourism

facilities and visitor hubs, in and around the National Park, including a mix of quality accommodation,

which responds to market demands and supports a sustainable visitor economy.

Policy 44: Encourage and support tourism providers to develop sustainable business practices and

increase knowledge about the National Park’s special qualities to provide a distinctive and high-

quality visitor experience.

The text supporting the sustainable visitor and tourism policies also refers to:

 The importance to the economy of encouraging more staying visitors, who spend six times

more than residents making a day visit from home, and the need to add to the depth and

variety of the visitor accommodation product on offer, particularly of high quality, to do this.

 Gaps in visitor accommodation provision along the South Downs Way.

 The need for a greater variety of accommodation types in and around the National Park to

cater for all incomes.

 Future development of tourism facilities to drive the economy should build on existing

gateways, visitor hubs and sustainable transport.

A number of other PMP policies were a sustainable tourism strategy has a role to play are:

Developing a sense of adventure through the many outdoor activities in the National Park:

 Policy 21- Support woodland owners to provide a range of appropriate recreational,

sporting and other diverse activities within woodlands, recognising the potential commercial

value of these uses.

Creating travel behaviour change:

 Policy 35 - Promote and enhance integrated travel provision from rail stations located at

gateways and within the National Park for pedestrians, cyclists and bus travel.

 Policy 36 - Improve existing public transport provision for visitors and local communities,

especially by increasing the availability of Sunday and evening bus and train services.

Educating the visitors on the special qualities of the National Park with its rich natural environment,

a place to be outdoors and the story of the National Park:

 Policy 31- Raise awareness and understanding about the National Park with consistent

messages that inspire and celebrate a strong sense of place.

 Policy 45 - Develop high-quality learning experiences, particularly in the outdoors, and

resource materials that link to the special qualities of the National Park.

 Policy 47 - Support and encourage traditional rural skills by providing training and skills

development which relate to the historic and natural environment necessary to conserve,

enhance and enjoy the special qualities of the National Park.

Contributing to a successful rural economy, local supply chains and supporting business

development:

Policy 54 - Support training schemes and employment opportunities to ensure balanced

communities in the National Park.

 Policy 52 - Enhance local production by developing local economic supply chains and

enabling businesses in the National Park to gain added value by inking their marketing

activities to the special qualities of the area.

 Policy 53 - Improve access to business advice and funding that supports the creation and

expansion of small and medium sized enterprises, in particular, those that help sustain

communities and enhance the special qualities.

 Policy 55 - Promote opportunities for diversified economic activity in the National Park, in

particular, where it enhances the special qualities.

Emphasising that the National Park is shaped by centuries as a rural working land and giving visitors

an opportunity to reconnect with food and farming:

 Policy 14 - Develop the market for and production of sustainable food, drink and other

products with a South Downs National Park provenance.

 Policy 15 - Increase understanding of farming and of farmers as the custodians of many of the

special qualities of the National Park.

 Policy 16 - Engage with dog walkers to encourage responsible behaviour, especially around

livestock and ground nesting birds.

The PMP provides a framework for the emerging National Park Local Plan, and once in place, the

new Local Plan and subsequent development management decisions will play a key role in the

delivery of the PMP’s policies and 2050 vision.

Visitor Pressure

The PMP notes that there is a balance to achieve with managing tourism development and

promotion in the context of a highly sensitive protected landscape. Visitor pressure presents a risk

to the special qualities of the National Park.

“Each year there are over 46 million visitor days to the area, although the average level of spend by

visitors is low. There is great potential to encourage people to stay longer and contribute more to the

local economy. The tourism sector is fragmented and transport options for those who want to leave

their cars at home are often limited. A great deal is now being done to utilise the designation of the

National Park by starting to improve visitor information and to encourage a greater variety of

appropriate activities.

Opportunities for public access are plentiful and widespread. Despite this, the impact of very high

numbers of people focused on some areas of the National Park has led to recurring problems for

some landowners and communities. These include injuries to sheep and disturbance to ground

nesting birds by uncontrolled dogs, inconsiderate car parking, fly tipping and gates being left open.

Targeted measures are needed to tackle these problems.”

The need to minimise the impact of visitor pressure generally, and on specific ‘honey-pot sites’,

whilst spreading the benefits of tourism more widely must be reflected in the objectives of the

Sustainable Tourism Strategy.

The South Downs Local Plan

The spatial context for this Sustainable Tourism Strategy is the emerging Local Plan for the National

Park. The Sustainable Tourism Strategy is being framed to accord with and support the tourism

policies of the Local Plan.

Local Plan Options Consultation (February 2014)

The Local Plan Options Consultation Document (February 2014) raised three issues in regard to

tourism. Firstly, how should the Local Plan consider visitor accommodation? The preferred approach

in this Local Plan is for a strategic policy which takes a positive, flexible and enabling approach to

tourism related development which applies to the whole National Park, provided that development

is in accordance with national park purposes and other relevant policies in the Local Plan, and does

not harm the special qualities.

The second issue raised was how should the Local Plan consider types of tourism developments and

recreational activities? The preferred approach is again for a strategic policy which takes a positive,

flexible and enabling approach to tourism-related development which applies to the whole National

Park, provided that development is in accordance with national park purposes and other relevant

policies in the Local Plan, and does not harm the special qualities. The policy acknowledges that

some recreational activities in some locations may be inappropriate in the National Park. Therefore,

development must not, on its own or cumulatively with other development and uses, prejudice or

disadvantage peoples’ enjoyment of other existing and appropriate recreation, environmental

education or interpretation activities, including the informal quiet enjoyment of the National Park.

The final question raised was what approach should the Local Plan take to static holiday caravan

sites? The preferred approach in this Local Plan is to have a general policy by which proposals for

any type of visitor accommodation be judged subject to the context of that site and other relevant

policies.

Local Plan Preferred Options Consultation (September 2015)

The draft Local Plan, known as the South Downs Local Plan: Preferred Options, was published for

consultation in September 2015. This contains a draft policy on tourism and a draft policy on

recreation. The draft policies and supporting text is set out below.

The comments received during the consultation on these policies will be collacted and analysed by

the SDNPA. The responses will be taken into account alongside the evidence base to help formulate

the next version of the Local Plan. This will be the Publication version, which will be subject to

another round of public consultation prior to being submitted to the government for independent

examination. The SDNPA aims to adopt the Local Plan in 2017.

Sustainable Tourism and the Visitor Economy

Supporting Text

6.44 In order to promote sustainable development and in accordance with the Development

Strategy (Policy SD22), proposals for visitor accommodation, visitor attractions, recreational

activities, environmental education and interpretation should, where appropriate, be located in

sustainable or gateway locations. Train stations both within and on the edge of the National Park act

as visitor gateways and points of access to other modes of sustainable transport. However, given the

nature of some tourism-related and recreational activities, a more rural location or proximity to

geographically specific feature, such as the coast or a river, may be required. Where development is

proposed outside settlement policy boundaries, it will need to be demonstrated that there are

exceptional circumstances, in accordance with Policy SD22 and that proposals will meet the

requirements set in Policy SD20 (Sustainable Tourism and the Visitor Economy). This is to ensure

that the proposals are in accordance with National Park purposes and do not harm the special

qualities.

6.45 While the SDNPA will support growth in sustainable tourism, there are associated challenges

for the environment and local communities. High numbers of visitors can put pressure on some

locations or ‘hot-spots’, for example, by impacting on tranquillity and causing physical erosion.

Visitors travelling throughout the National Park can increase congestion on certain routes and car

parking can impact on the environment, residents and the experiences of visitors. The Authority will

support proposals for sustainable visitor attractions and recreational activities, which, by reducing or

mitigating against any undesirable impacts, will appropriately balance the needs of visitors, provide

benefits to the economy and will not adversely impact the environment.

6.46 The Authority will support proposals which are consistent with the second purpose. However,

where proposals appear to conflict with the first purpose, then the Sandford Principle will be applied

and greater weight will be given to the first purpose.

6.47 The Authority will seek to retain visitor accommodation. This is supported by existing evidence

in the Visitor Accommodation Review (2014), which indicates a need to increase capacity and

potential for growth in demand for visitor accommodation. This study also identifies that due to the

availability of sites for new development, any loss of visitor accommodation can be difficult to

replace. Proposals that would result in the loss of visitor accommodation will be required to

demonstrate that it is financially unviable, by providing the following:

 Evidence of adequate marketing for sale for the existing use, with a reputable speciality

agent, at a realistic price that reflects the value of the business either as a whole or in parts

and for a period of at least 12 months. Where the accommodation is located close to a

geographically specific feature such as a river or a long distance footpath such as the South

Downs Way and outside of settlement policy boundaries, as defined on the Policies Map, the

marketing period should be for a period of at least 24 months.

 Evidence of non-viability, including poor performance, lack of market demand and that the

business has been well-managed and marketed and all reasonable efforts have been made to

find a viable future for the business.

6.48 In order to support a year-round visitor economy, the Authority will seek the relaxation or

removal of seasonal planning restrictions, where appropriate. Instead, conditions will be used to

prevent the occupation of accommodation as a permanent dwelling and restrict continuous periods

of stays by occupiers (for example, for a maximum of 28 days), ensuring the facility remains for

visitor use.

Strategic Policy SD20: Sustainable Tourism and the Visitor Economy

1. Development proposals for visitor accommodation and visitor attractions will be

permitted provided that they comply with other relevant policies and they are in

accordance with the following requirements:

a) It should be clearly demonstrated and evidenced that:

i) the facilities proposed will provide opportunities for visitors to increase their

awareness, understanding and enjoyment of the special qualities;

ii) the design and location of the development reduces the need for travel by private car

and encourages access by sustainable means;

iii) development proposals will not generate an increased level of activity which would

detract from the experience of visitors or adversely affect the character, appearance

and amenity of the area;

iv) development proposals make use of existing buildings, where appropriate; and

v) it is demonstrated that any proposed on-site facilities or ancillary buildings are

necessary and that on-site facilities will not have an unacceptable adverse impact on the

vitality and viability of town or village centres or assets of community value.

b) In addition, where proposals are located in the countryside as defined on the Policies

Map, it should be clearly demonstrated and evidenced that it is in accordance with

Policy SD22 (Development Strategy) and:

i) there is a need for development in that location;

ii) the scale, intensity of use or activity is appropriate in that location;

iii) it can be satisfactorily accessed by sustainable means, including public transport,

walking, cycling or horse riding; and

iv) it is closely associated with other attractions/established tourism uses, including the

public rights of way network.

2. Visitor accommodation will be controlled and retained as such, unless it can be

demonstrated that it is financially unviable or that any net loss of accommodation is

necessary to allow appropriate relocation or redevelopment. Evidence of a robust

marketing campaign of at least 12 months, for accommodation located within

settlement boundaries, or of at least 24 months for accommodation located close to a

geographically specific feature or a long distance footpath or outside of settlement

boundaries, will be required that clearly demonstrates that there is no market demand

for the premises.

3. Opportunities for appropriate relocation or redevelopment of existing visitor

accommodation or related development which is currently resulting in harm to the

special qualities will be encouraged.

4. The Authority will support a year-round visitor economy, through the relaxation or

removal of seasonal planning restrictions, where appropriate, while ensuring the facility

remains for visitor use.

5. Development proposals for visitor accommodation and visitor attractions that would

have an unacceptable adverse impact on the National Park’s special qualities or that do

not provide adequate opportunities for visitors to increase their awareness,

understanding and enjoyment of the special qualities will be refused.

Recreation

Supporting Text

6.50 The Authority will normally support proposals which are consistent with the second purpose.

Developments should provide opportunities for visitors to increase their awareness, understanding

and enjoyment of the special qualities, for example, by reflecting the valued characteristics of the

National Park’s natural beauty, wildlife and cultural heritage.

6.51 ‘Tranquil and unspoilt places’ is one of the special qualities. The National Park provides a

valuable sense of tranquillity within a heavily populated part of the United Kingdom and it is

something that visitors and residents greatly value. The quiet enjoyment of the countryside can be

vulnerable to disturbance from other recreational activities. It will need to be demonstrated, in

accordance with Policy SD8 (Relative Tranquillity), that proposals will not generate an increased

level of activity by creating or exacerbating a ‘tourist hotspot’ which would detract from the

experience of other visitors or affect the character, appearance and amenity of the area.

Strategic Policy SD21: Recreation

1. Development proposals for recreational activities, environmental education and

interpretation will be permitted provided that they comply with other relevant policies

and they are in compliance with the Development Strategy (SD22) and located in

sustainable or gateway locations.

2. It should be clearly demonstrated and evidenced that:

a) the facilities proposed will provide opportunities for visitors to increase their

awareness, understanding and enjoyment of the special qualities;

b) the design and location of the development reduces the need for travel by private

car and encourages access by sustainable means;

c) development proposals make use of existing buildings, where possible; and

d) it is demonstrated that any proposed on-site facilities or ancillary buildings are

necessary and that on-site facilities will not undermine the vitality and viability of town

or village centres or assets of community value.

3. In addition, where proposals are located in the countryside as defined on the Policies

Map, it should be clearly demonstrated and evidenced that it is in accordance with

Policy SD22 (Development Strategy) and:

a) there is a need for development in that location;

b) the scale, intensity of use or activity is appropriate in that location;

c) it can be satisfactorily accessed by sustainable means, including public transport,

walking, cycling or horse riding; and

d) it is closely associated with other attractions/established tourism uses, including the

public rights of way network.

4. Development proposals must not, on their own or cumulatively with other

development and uses, prejudice or disadvantage people’s enjoyment of other existing

and appropriate recreation, environmental education or interpretation activities,

including the informal quiet enjoyment of the National Park.

5. Development proposals for recreational activities, environmental education and

interpretation that would have an unacceptable adverse impact on the National Park’s

special qualities or that do not provide adequate opportunities for visitors to increase

their awareness, understanding and enjoyment of the special qualities will be refused.

6. Development proposals that involves the loss of existing recreational facilities which

serve the Purposes of the National Park, will be refused except where provision is made

for an equivalent or improved replacement of the existing facilities on site or in another

equally accessible and suitable location.

The South Downs Visitor and Tourism Economic Survey 2012/13

The South Downs Visitor and Tourism Economic Impact Study (2013) summarises a series of

research studies commissioned by the SDNPA that included a study of visitor-related businesses in

the South Downs, visitor and resident surveys and a value and volume modelling exercise to

calculate the economic impact of tourism on the South Downs. Some of the key findings of this

study include:

 The audit identified 386 accommodation businesses in the South Downs with 8,888

bedspaces. Two-thirds of businesses were in guest accommodation, but caravan and

camping sites dominated bedspace capacity with 55% of bedspaces.

 40% of tourism businesses indicated they had plans for growth, often because they were

operating at full capacity.

 Just over three quarters of visitors to the National Park were day visitors from home and

17% were people visiting for the day while staying on holiday in another location. Only 5% of

visitors were staying overnight in the South Downs National Park. However staying visitors

spent 4 times as much per day as day visitors.

 46 million visitor days were spent in the South Downs National Park in 2011/12, generating

over £464m of expenditure and supporting 8,194 jobs.

This survey indicated that whilst there is a healthy tourism economy within the South Downs there

are a several key characteristics of tourism in the National Park that may be considered strategic

‘weaknesses’, for example:

 An overall reliance on day visitors who spend much less than overnight stayers, and this then

creates substantial seasonality for tourism in the South Downs

 An almost complete dependence on use of private car

 An overall reliance on a number of key sites

 Visitors are not sufficiently aware that they are experiencing a National Park or that they are

in a special place.

A way of counteracting these issues is to create legible distinct themes that visitors can easily

recognise in order to build their knowledge and patronage of the National Park.

The Visitor Travel Survey 2014

The visitor travel survey was commissioned as part of a DfT funded case study looking at the impact

of the government’s Local Sustainable Transport Fund programme on visitor travel behaviour in the

Lake District, New Forest and South Downs National Parks. The LSTF programme of works

included a range of infrastructure improvements and travel awareness campaign activity to

encourage greener travel by visitors. The programme began in 2012 and continues until March 2016.

The visitor survey commissioned involved face-to-face interviews with a random sample of just over

1000 visitors across key sites within the National Park between the 4th July and 26th September

2014 using a standard questionnaire developed by Cumbria Tourism.

 Over half of all visitors (58%) were travelling from homes and returning to homes outside

the South Downs on the same day. Two in 10 visitors (20%) were local day visitors

travelling from homes located within the South Downs.

 Overnight visitors staying in accommodation within the South Downs accounted for 8% of

all visitors and a further 15% were also visitors on an overnight trip of one or more nights

but these visitors were staying in accommodation outside the South Downs and visiting as

part of a day excursion.

 The average trip expenditure per person among non-local day visitors was £9.01. This

average includes day visitors travelling to the South Downs from their home and returning

to their home on the same day as well as those visitors staying overnight outside the South

Downs but visiting it as part of a day excursion. Local resident expenditure was very similar

at an average of £9.37 per person per day.

 Visitors staying overnight in the South Downs spent on average £29.51 per night on

accommodation (this average includes those who incurred no expenditure by staying in the

home of a friend/relative or a second home). With this additional expenditure on

accommodation, the average spend per person per night among staying visitors was £51.12.

With an average trip length of 5.2 nights, total trip expenditure for staying visitors came to

an average of £265.82 per person.

 Overall enjoyment of the visit to the South Downs was found to be exceptionally high.

Almost all visitors rated the overall enjoyment of their visit as either ‘high’ or ‘very high’

(97% in total).

 The factors contributing most to the overall enjoyment with the visit was the tranquil scenic

environment of the South Downs (mentioned by 86% of visitors) in terms of the sense of

peace and quietness they found there and the beauty of the natural landscape.

 Visitors were asked about modes of transport used to travel to the South Downs and of all

the modes used, the one which was their main mode of transport. The car dominates access

by a substantial margin (the results also include vans, campervans and motorcycles) with 81%

of visitors mentioning this among all the modes of transport used and with 82% of visitors

using it as their main mode of transport.

 Those travelling to and around the South Downs by car were asked whether there was one

thing which would make them consider forms of transport other than the car. Nearly half of

all car users (48%) felt they had no real choice but to travel with their car for a number of

practical reasons such as carrying heavy outdoor equipment, travelling with several small

children or with several dogs, and therefore did not foresee that it would be possible to

change.

The Visitor Accommodation Review (VAR) 2015

This study was commissioned in early 2014 by the South Downs National Park Authority to inform

the development of the emerging South Downs National Park Local Plan and the delivery of the

Partnership Management Plan. It was finalised in February 2015 and the study indicated a number of

key features to visitor accommodation in the in the National Park, including:

 A visitor accommodation sector that is performing very strongly at weekends and during the

week in the peak summer months, with frequent shortages of all types of accommodation at

these times.

 Strong demand for high quality accommodation, which generally trades at the highest levels

of occupancy and price.

 Clear prospects for future growth in the demand for all types of visitor accommodation in

the National Park.

 A generally healthy mixed profile of accommodation catering to a wide range of tastes and

group sizes.

Aside from presenting some strong performance aspects to the visitor accommodation market in

The South Downs, the report suggested there were a number of risks to maintaining current supply

of accommodation:

 The need for a robust accommodation retention policy

 Planning for the staff accommodation needs of rural businesses; tourism businesses are

struggling to retain staff in an area of expensive accommodation and housing.

 Possible stagnating quality and not enough investment on providing mixed use

accommodation/activity sites.

 Improving year round occupancy to ensure business viability (extending the season).

 A need to translate high visitor numbers in places like the South Downs Way into overnight

stays at nearby accommodation.

 Country pubs losses are a key risk to the individual offer of many small communities and

once lost a country pub is a local income stream lost permanently.

There were a number of opportunities highlighted within the study:-

Delivery of an ‘Accommodation Network’ along the South Downs Way

A clear gap is identified in terms of the provision of visitor accommodation serving the South Downs

Way. As a significant visitor draw it is important to plan to meet the needs of these user groups and

create a network of accommodation establishments at appropriate stopping off points. The report

is mindful of the special qualities however; it states that it must be borne in mind that some locations

to support this could quite be isolated, remote and in sensitive locations. This therefore requires

careful planning. The accommodation requirements of South Downs Way users could be met by a

mixture of small scale B&Bs, bunkhouse accommodation, hostels, camping barns, camping pods and

glamping sites.

The development of a ‘South Downs Pub Accommodation Development Programme’

The VAR emphasised that the rural country pub is key to the character of the South Downs and has

a role to play in meeting accommodation needs. The VAR finds that the South Downs has seen a

significant increase in the provision of pub accommodation, and the strong performance of this type

of accommodation in the National Park indicates potential for additional provision, particularly of

high quality pub accommodation and boutique inns. There are opportunities for existing pub

accommodation businesses to upgrade and further develop, including adding guest bedrooms.

The Rise of Glamping & Eco-holidays

Reflecting an appetite for more localised experience and a responsible form of tourism, the report

maintains that there is good potential for the South Downs to expand on many of the current and

emerging rural visitor accommodation development trends. Glamping is rapidly growing in

popularity in the UK in particular; the South Downs National Park has a small supply of glamping

accommodation at present. Glamping businesses that have opened in the National Park have quickly

found a strong market. The study suggests that there is scope for significant expansion of this type

of accommodation, which could be encouraged and guided, as appropriate, in the National Park, and

have good fit with an eco-related product development strand.

Other opportunities indicated:

 Some clear gaps in current accommodation provision, most notably in terms of hotel

accommodation in Petersfield and Lewes (the National Park's largest towns) and gaps in

accommodation supply along the South Downs Way.

 Strong interest from national, regional and local visitor accommodation developers,

operators and investors, as well as from land and property owners interested in visitor

accommodation development.

 A largely leisure driven and seasonal market for visitor accommodation in the National Park,

suggesting a need for incremental supply growth in order to avoid overly diluting winter

trade.

Identified ‘need’ for a Tourism Strategy

The Visitor Accommodation Review makes the case for Sustainable Tourism Strategy. It suggests

that a tourism strategy that articulates the ‘big vision’ for the tourism sector in the National Park is

required. The VAR states that a tourism should help to achieve and deliver the Park Management

Plan; set out the strengths and weaknesses of the National Park's tourism offer; establish the key

markets to target; set out product development requirements to meet the market needs; set out

marketing/branding activity themes; and co-ordinate a tourism product development and marketing

action plans to move the sector forwards.

The Approach to and Delivery of Visitor Accommodation

Visitor accommodation is addressed in the new South Downs Local Plan: Preferred Options. The

policy for tourism accommodation is SD20 and is included in full in Appendix 1.

This policy and the findings of the recent Visitor Accommodation Review have re-focussed the

delivery of accommodation. The Partnership Management Plan has made a clear commitment to the

development of sustainable tourism, including the development of a variety of visitor

accommodation that responds to market demand. There is also a wider rationale for supporting the

development of visitor accommodation, in that it provides opportunities to:

• Improve the vitality of the National Park's towns and villages, particularly in terms of

helping to boost their evening economies;

• Keep village and country pubs open and viable, maintaining them as a resource for local

communities;

• Improve farming and country estate incomes and thus supporting agriculture and landscape

management;

• Create jobs for local people and self-employment opportunities;

• Sustain existing tourism and leisure businesses, such as golf courses, fishing lakes, horse

riding stables, wedding venues and visitor attractions;

• Find new uses for redundant and even derelict buildings and sites.

Rather than support the development of visitor accommodation in isolation, it can be seen that if

appropriately managed various scales of tourism accommodation can be stitched into the fabric of

the National Park’s economic, environmental and community life to bring widespread benefits.

In order to promote sustainable development, proposals for visitor accommodation should, where

appropriate, be located in sustainable or gateway locations. Train stations both within and on the

edge of the National Park act as visitor gateways and points of access to other modes of sustainable

transport. Visitor accommodation can help secure the vitality of town centres and improve the

evening economy. These are key locations where it would be appropriate to encourage further

visitor accommodation provision, particularly in terms of hotels, guest houses and B&Bs.

However, given the nature of some tourism-related and recreational activities, a more rural location

or proximity to geographically specific feature, such as the coast or a river, may be required. Where

development is proposed outside settlement policy boundaries, it will need to be demonstrated that

there are special circumstances, in accordance with the draft policies of the Local Plan.

Tourism Accommmodation Markets

The target markets for of tourism accommodation for visitors to the South Downs are:

1. The key market for all types of visitor accommodation is people coming for short breaks.

2. People attending weddings and family parties are a significant market for hotels, B&Bs/guest

houses, inns/pub accommodation businesses, and to a slightly lesser extent self-catering

properties and touring caravan and camping sites.

3. People coming for long holidays (of a week or longer) are a key market for self-catering

businesses/holiday cottage complexes and some touring caravan and camping sites, but are

of less importance to B&Bs/guest houses, inns/pub accommodation businesses and hotels.

4. Overseas tourists are an important market for all categories of accommodation.

5. Walkers on the South Downs Way are a reasonably important market for all types of visitor

accommodation business.

6. People stopping off en-route to the West Country are a market for some B&Bs/guest

houses and inns/pub accommodation businesses but are of less importance to the majority

of self-catering operations and touring caravan and camping sites.

7. Business visitors are an important market for some hotels and inns/pub accommodation

establishments and a secondary market for other hotels, B&Bs/guest houses and self-catering

businesses, but of less importance to touring caravan and camping site operations and youth

and group accommodation.

8. Events such as the Glyndebourne Festival and Goodwood Festival of Speed and Revival are

important drivers of business for hotels, pubs and guest houses/B&Bs, and self-catering and

caravan and camping businesses in the surrounding area.

9. Hotels attract some additional markets: high quality hotels attract some residential

conference business from London; shooting parties are an important market for some hotels

in Lewes and Midhurst between August and December; hotels in Lewes occasionally attract

overspill from Brighton conferences, and a few hotels take some group tours.

10. Group and youth accommodation establishments attract schools groups, special interest

activity groups, corporate groups on team building courses and family and friends get-

togethers.

Visitor accommodation is referred to in the Area-based Priorities.

Appendix 2:

Shared Identity and The Sustainable Tourism Strategy Themes

The Shared Identity Themes and how they relate to the four visitor-facing themes of the Sustainable

Tourism Strategy are illustrated below.

The Shared Identity themes represent priorities for both

communication and development of the South Downs National

Park experience. The theme headings are not marketing messages

or straplines; they give focus to particularly important aspects

of the South Downs National Park story

Translates in

Sustainable Tourism

Strategy As:

‘A Story of Englishness’

The South Downs National Park tells a story of everyday Englishness

through time. Farmland cultivated for centuries stand as a gentle backdrop

to iconic landscapes, ancient ruins and picture postcard villages, still thriving

today and driven by the timeless passion of the communities living and

working here. The South Downs Way forges its way through our

National Park linking those communities together and centuries on, still

attracts visitors from near and far to come and create their own stories on

William Blake’s “Green and Pleasant Land”.

A Cultural Land

A Working Land

Living Landscape

Uniquely, the South Downs National Park is and always has been a living and

working place but is no less beautiful or engaging for that. Land and life have

always been and probably will always be interwoven. That is why

generations of people have explored and enjoyed our National Park’s rolling

hills, iconic white cliffs and wildlife-filled forests. It is also why cultivated

farmlands, historic villages and modern towns can co-exist in a vibrant

balance of conservation and change, shaping the landscape we enjoy over

time.

A Natural Land

Human by Nature

The South Downs National Park has been shaped by the people who have

worked, lived and visited here over centuries. Cultivated farmlands,

managed forests and even the villages built into hillsides, and towns built on

the coast, have all added to the rich landscape we enjoy today. We live and

work in a proactive and positive partnership with this beautiful and poetic

place, striving to ensure that our National Park’s intelligent, welcoming and

often quirky personality remains unspoiled and accessible to all.

A Working Land

A Cultural Land

Connecting Experiences

Experiencing the South Downs is about discovering its secret gems. Some of

the most special things in the National Park are not necessarily well known

and might be as simple as a secluded wood or a stunning view, as well as a

variety of smaller visitor attractions. The aim is to group different

‘experiences’ together for different sets of National Park users and to make

them easy to find. This could mean a cycle trail with stopping off points; a

tour of archaeological sites; discovering the area’s geology or a river walk

ending with lunch of local food and real ale at a pub! This is all intended to

enrich the visitor’s experience and lets the stories of the area be told. This

approach also allows visitors to contribute to the conservation of the

National Park through better management of potential sensitive ‘hot spots’

by promoting a range of alternative experiences, and by promoting the use

of public transport. It is all about ‘exploring more’ but in a sustainable way.

An Adventure Land

A Cultural Land

Appendix 3 Summary Framework of the Sustainable Tourism Strategy

VisitorThemes – ‘Public Facing’ Projects and Campaigns Providing clear and consistent themes gives visitors key messages

about the offer of the National Park. Thematic Development should focus on four key areas that relate to the special

qualities of the park. SDNPA can in future build projects connected to these themes that will embed the special qualities of

the National Park into the views of visitors

The Seven Sustainable Tourism Strategy

Objectives for the National Park

1. To improve the visitor experience through a

strong sense of local identity and add value

to work of local partners in tourism

industry.

Contributes to PMP Outcomes 5, 10 & 11

Accords with PMP Policies 31 and 42

2. To diversify the tourism offer of the

National Park; providing more sustainable

income for tourism service providers (TSPs),

diversifying services and extending the

tourism season.

Contributes to PMP Outcome 9 & 10

Accords with PMP Policies 43, 47, 52, 53 & 55

3. To spread the benefits of tourism more

evenly & widely across the National Park.

Contributes to PMP Outcome 1 & 2

Accords with PMP Policies 21, 35, 36, 37, 41

& 42

4. To incorporate sustainability best practice

with our working partners in tourism

Contributes to PMP Outcomes 1, 5 & 11

Accords with PMP Policies 18, 41, 45, 47 & 54

5. To encourage change in travel behaviour of

visitors to the National Park

Contributes to PMP Outcomes 5 & 8

Accords with PMP Policies 35, 36. 37, 38 & 41

6. To generate a greater sense of custodianship

of the National Park by visitors and improve

the experience of tourism for residents.

Contributes to PMP Outcomes 1, 2, 6 5 & 8.

Accords with PMP Policies 15, 16, 29, 31, 33,

45 & 47

Indicator: Number of volunteer days spent on

activities. Percentages of visitors who are

aware that the national park is a special

place.

7. To raise visitor spend to levels that

contribute more widely to the economy of

the National Park

Contributes to PMP Outcome 10

Accords with PMP Policy 14 and 41

Key Indicator: Average length of visitor stay &

spend per day

Delivery Tools for Sustainable Tourism Strategy The NPA has three strategic areas of work to develop in

partnership with other organisations that are not immediately recognisable as products to visitors and residents. These

projects groups are park-wide and are framed to ensure tourism contributes to PMP sustainable outcomes. Sustainable

travel, strategic business development and developing knowledge/custodianship of the National Park are all essential

elements of tourism delivering for the 2050 vision of the PMP.

Sustainable Travel

Spread tourism more evenly

by moving visitors around the

National Park in offering a

genuine alternative to the use

of private hydrocarbon cars.

Existing Projects

Cycle First

Car Free Holidays

Visitor Attraction Bus Route

Discover More 4 Less

Transport Operators Training

Cyclists & Walkers Welcome

Project Ideas to Explore

Electric Car Charging Network

& Infrastructure

South Downs Bike Portal

Partners: Transport

Operators, Transport

Gateways, Sustrans, Network

Rail, Local Transport

Partnerships, Local

Authorities

Knowledge and Custodianship

Embedding knowledge across the

park, with partners, in order to

provide a genuine local experience

and a sense of ownership in our

visitors.

Existing Projects

Share the Path Behaviour Change

Embedding Shared Identity Toolkit

Sense of Place toolkit

Landscape Ambassadors Training

Brighton & Lewes Downs Biosphere

Outdoor Learning Network

Projects Ideas to Explore

Sustainable Tourism Network

Leave No Trace’ Campaign

Defence of the Downs

Partners: Chichester University &

others, Keep Britain Tidy, Carbon

Trust, Leave No Trace UK, Local

Authorities , Responsible Tourism

Sustainable Business Development

To work with our tourism service

providers on diversifying and

improving our tourism offer whilst

respecting the special qualities of the

National Park.

Existing Projects

Food and Drink Portal ( SDNPA/Natural

Partnerships CIC)

West Sussex Beautiful Outdoors (WSCC

Leading)

Our Land

Landscape Awareness Trainimg

Food Enterprise Zone

Project Ideas to Explore

Hospitality & Food Service Agreement

Tourism Quality Mark Scheme

South Downs Sustainability

Toolkit/guide (Carbon Trust)

Great County Pubs/South Downs

Country Pubs Association

Introduce the Hospitality & Food

Service Agreement (Wrap)

Partners: Wrap UK, Energy Saving

Trust, GTBS, LEPs, Leader LAGS,

Carbon Trust, Natural Partnerships

CIC, NFU, Tourism SE, NPE,

Winchester & Heart of Hampshire

DMO, Soil Association, English Wine

Producers, Sustrans, WSCC

A Cultural Land

(Literary Legacy,

Historical Characters,

Stories, Quirks etc)

Existing Projects

The Writers Way

Shipwrights Way

East Hants Heritage

Experience

Arun Valley Heritage

Experience

A-Z ‘Alphabet’ of the

Downs

Project Ideas to

Explore

‘Capability Brown

Year’ 2016

‘Jane Austen & Year of

Writers’ 2017

Food Writing Heritage

Series

Quirks & Eccentricities

of the Downs

The South Downs Art

A Working Land

(Food, Drink & the

Creative/Productive Park

etc.)

Existing Projects

SouthDownsFood.org

Delicious Days Guide

Farmer’s Markets Guide

Projects to Explore

South Downs Local Food

Month

Artisans of the Park

Open & Learning Farms

Guide

Food & Foraging Guide

SD Winery Tours

‘

Fit with PMP Special

Qualities:

An environment shaped

by centuries of farming

and embracing new

A Natural Land

Wildlife, landscape,

Astronomy and geo-

tourism)

Existing Projects

Dark Night Skies Park

Brighton & Lewes Downs

Biosphere

Heathlands Reunited

Forestry Family Fun Events

(Rename Campaign)

John Muir Award & Events

Meon Valley Trail

Projects toExplore

‘Leave No Trace’ Campaign

Spring in the Downs

Themed Month

‘My South Downs’ Series

Fit With PMP Special

Qualities:

A rich variety of wildlife

and habitats including rare

and internationally

An Adventure Land

(Hiking, Biking,

Rambling, Running &

Equestrian and

Exploring)

Existing Projects

The South Downs

GeoTour

Car-free Holiday

Lewes & Petersfield

Cycle First

Discover More 4 Less

Cyclists and Walkers

Welcome

South Downs

Discovery Map

South Downs Way

Challenge

Share the Path

Beautiful Outdoors

Project Ideas to

Explore

South Downs Cycle

Portal

Appendix 4: Delivery Tools and Themes Projects (to be developed)