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South Downs National Park
Sustainable Tourism Strategy 2015-20
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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
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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
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, 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
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English National Parks and the Broads UK Government Vision and Circular 2010, March 2010, Department for
Environment, Food and Rural Affairs
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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.
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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
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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.
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Visitor Access and Attractions in the South Downs National Park
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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’
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.
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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
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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
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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.
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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
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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
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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
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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
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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
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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
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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
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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