Wakefield Destination Management Plan

Wakefield District Destination Management Plan 2024-2029 Growing our visitor economy

Image: Theatre Royal Wake昀椀eld 2

Contents Forewords 4 01 Introduction 6 02 Wake昀椀eld Now 8 03 Vision & Objectives 18 04 Activating Engagement 22 05 Brilliant Basics 24 06 Growth Markets 26 07 Destination Marketing 30 08 Development 32 09 Roles & Responsibilities 34 Cover Image: Yorkshire Sculpture Park: Henry Moore, Large Spindle Piece, 1968, cast c.1974. Courtesy of the Henry Moore Foundation Jonty Wilde © Right Image: Recent Beans 3

By supporting hospitality businesses, cultural So together, we are now looking towards a institutions and the wider economy, tourism new era of growth, and I invite you to explore plays a crucial role in ensuring our towns how the Wake昀椀eld District Destination and city thrive. As the Wake昀椀eld district continues to emerge as a vibrant cultural visitor destination, o昀昀ering world-class art and sculpture, exciting festivals, rich heritage and fun family attractions, tourism helps boost our pride of place and enhances the quality of life of our local communities. Developing this long-term strategy would not have been possible without the collaboration of our partners across the district. Their commitment to a shared vision and a future in which partnership-working will push the boundaries of what Wake昀椀eld can o昀昀er both residents and visitors is at the heart of this plan.

Foreword The Wake昀椀eld District Destination Management Plan 2024-2029 provides us with a shared commitment to develop, manage, and market our visitor economy for the bene昀椀t of businesses, visitors, and local communities. Objectives set out in the plan were informed I invite you to join us - become an advocate for by extensive stakeholder engagement and the Wake昀椀eld district and support our vision to are underpinned by our commitment to o昀昀er put the place we call home on the map as compelling experiences in a safe and pleasant a must-visit cultural destination! environment, whilst providing our vibrant places with pro昀椀table businesses, quality jobs Councillor Michelle Collins and more visitors. Cabinet Member for Collaboration is the key to our future success. Culture, Leisure and Sport Our Destination Management Plan paves the way for us to work together, not only with partners across the district but also with our colleagues in West Yorkshire, to overcome some of the challenges we face, make the most of our tourism assets and ensure Wake昀椀eld becomes the sculpture capital of the UK, and the gateway to culture in the north. Image: KRA:FT 5

It hasn’t always had the pro昀椀le it deserves, This Destination Management Plan (DMP) but in recent years positive steps have been paves the way for Wake昀椀eld to overcome some taken to grow Wake昀椀eld’s reputation as a of the challenges it faces and make the most of cultural visitor destination. In 2021 the Daily Mail described Wake昀椀eld as ‘The Art and Soul of Yorkshire’ and in 2023, the Guardian hailed it as ‘the UK’s uno昀케cial city of sculpture’. This journey is set to continue as exciting new projects are delivered. Our Year, a 12-month celebration of the district’s creativity and culture, takes place in 2024, the same year Wake昀椀eld Exchange opens as a creative hub and events space, and Phase 2 of Tileyard North will see further workspaces for the creative industries and a boutique hotel start to become a reality. But as the Guardian also identi昀椀ed in its recent write-up, Wake昀椀eld is ‘no oil painting’ and there are challenges around image and appeal and vibrancy of city and town centres.

Image: The Hepworth Wake昀椀eld © Jason Ingham 7

Tourism has many bene昀椀ts for Wake昀椀eld – it strengthens our local economy, sustains successful businesses and creates jobs. It plays an important role in helping our city and towns thrive and contributes to the quality of life of our local communities. Current Tourism Performance 2019 data shows that tourism is big business for Wake昀椀eld with 10m visits driving just over £500m of economic impact and accounting for 7% of total employment (approximately 9,000 1 jobs) . It also gives some speci昀椀c insights which help identify areas of focus for this Plan: • 1 Data sources: Economic Impact of Tourism in Wake昀椀eld 2019, TSE Research Unit, Great Britain Tourism Survey, Great Britain Day Visits Survey and the International Passenger Survey (2017-2019 3-year averages). 䠉঍

• Domestic overnight visitors holidaying The diagram below illustrates the di昀昀erence in the district is currently well below the in Wake昀椀eld’s performance as a day visitor national average – 24% vs 47%. destination versus an overnight destination - • Length of stay for domestic overnighters it shows that compared to other local authority is also below the national average areas in England it ranks 56th out of 326 for day trips and 148th out of 326 for domestic (2.4 nights vs 3.0 for England). overnight visits. All of the above indicates that focusing on increasing the value of our visitor economy over the next 昀椀ve years will be key to sustainable growth - encouraging more day trippers to stay longer, explore further and spend more across the district as well as growing the number of overnight visitors and the length of time they stay here. Left Image: Yorkshire Sculpture Park. © Jonty Wilde, courtesy Yorkshire Sculpture Park. Right Image: Proms at the Castle. Tatiana Hepplewhite. ©

The Wake昀椀eld Tourism Landscape Tourism O昀昀er Our tourism o昀昀er is built on three signature experiences. They are: Culture & Sculpture As the proud birthplace of sculptors Henry Moore and Barbara Hepworth and with two major Image: The Hepworth Wake昀椀eld. Image: Gravity Aerial Adventure, Xscape Yorkshire. © Mark Newton Photography. 10

Alongside these three signature experiences, we Heritage have an emerging independent food and drink scene which builds on our rhubarb-growing and liquorice-producing provenance. There are several food-inspired visitor experiences at agricultural attractions like Farmer Copleys in Pontefract and Oldroyd’s in Lofthouse, as well as a number of high quality dining experiences in Wake昀椀eld city, and craft breweries like Ossett Brewery o昀昀ering visitors a tour of its premises. Our annual programme of established and well-attended council-run events including the Wake昀椀eld Rhubarb Festival, the Pontefract Liquorice Festival, Light Up Wake昀椀eld, WordFest, and Castleford Roman Festival, all add to the district’s tourism o昀昀er too. These themes don’t include everything that we have to o昀昀er but are the stand-out experiences with growth potential. Some of the component products are unique to Wake昀椀eld and have the power in themselves to motivate day and staying visits. Other products have a lower pro昀椀le but taken together support the overall Wake昀椀eld district visitor o昀昀er. Image: Pontefract Castle. Image: National Coal Mining Museum. 11

But our tourism o昀昀er doesn’t end in the city Visitor Accommodation Geography and Places and there a number of visitor attractions Less positively, the supply of serviced visitor Located in the county of West Yorkshire, in the dispersed across the district. However, there accommodation across the district is limited north of England, just south of Leeds and just are two district towns in particular which have and mainly 3 star/budget with little available north of Barnsley, Wake昀椀eld is easily accessed a signi昀椀cant tourism o昀昀ering: in Wake昀椀eld city centre. This lack of supply by the M1 and M62 motorways. may be sti昀氀ing holidays to the district and Castleford - once a Roman settlement and now Wake昀椀eld city is the primary tourist contributing to the lower than average home to some of the district’s most family- destination within the district. Located on the numbers of domestic overnight holidaymakers friendly attractions such as Diggerland and River Calder, it has a rich history dating back to mentioned previously. Xscape Yorkshire. It has an indoor market, the medieval period and is home to two major museum, independent co昀昀ee shops, and the There is, however, a good quality supply of cultural attractions, the Hepworth Wake昀椀eld self-catering properties across the district with and Yorkshire Sculpture Park, just outside of clusters in Wake昀椀eld, Pontefract, Castleford the city, as well as the impressive cathedral. and Normanton but very few camping, It is also home to a number of independent glamping or quirky self-catering options. restaurants and a varied live music scene.

Pipeline Projects Looking ahead, there are several exciting In addition to these projects, there are developments in the pipeline which build numerous ongoing public realm investments, on the existing o昀昀er and, shown the right town centre and regeneration projects in level of support, will have major bene昀椀ts for Wake昀椀eld, Castleford and Pontefract which will Wake昀椀eld’s visitor economy. These include: support the visitor experience by creating new • Tileyard Phase 2 including new creative and improved public spaces, better linkages between places and improved accessibility. industries workspace in 2024 and a boutique hotel to follow • Wake昀椀eld Exchange – the development of a transformational public event space and creative hub opening late 2024 • New City Library & Museum in Wake昀椀eld city centre • Queen’s Mill renovation and Castleford Boho regeneration • New 3 star hotel near to the site of the old Westgate Station, Wake昀椀eld – beginning late 2025 Left Image: Peddler Market, Tileyard North. Right Image: Queen's Mill, Castleford. 13

From national through to local level there are Locally and regionally, key policy areas that strategies and plans to align with and capitalise on emerge strongly and will directly support this which will bene昀椀t Wake昀椀eld’s visitor economy. DMP include: Of particular relevance nationally is the de Bois • Placemaking and public realm investment review, commissioned by Government and • Business support for start-up, growth published in 2021, which highlighted the challenge and addressing climate crisis of a highly fragmented DMO landscape across England and led to the recent roll out of 昀椀rst • tier Destination Development Partnerships (DDPs) and second tier Local Visitor Economy Partnerships (LVEPs) to which West Yorkshire (including Experience Wake昀椀eld) is now accredited. In light of the new structure, VisitEngland is now developing a new national strategy with the key themes of accessibility, sustainability, skills, business visits and events, innovation and business support at its core. Regionally, the West Yorkshire DMP 2023-28 has implications and opportunities for this Plan including aims to grow image and appeal, generate more overnights, and enhance quality of life through actions across marketing, development and management. Delivering that DMP collaboratively via the new WY LVEP will allow Wake昀椀eld to be part of a focused, distinctive proposition within the wider o昀昀er to extend reach.

Strengths, Weaknesses, Opportunities & Threats Below is a summary S.W.O.T. analysis drawing on 昀椀ndings from research and consultation. Strengths Weaknesses • Strong high-pro昀椀le cultural attractions with international reputation • USP in sculpture • Good destination marketing activity • Strong overall proposition – ‘art and soul of Yorkshire’ • Good visitor information across the district and online pre-visit • Good transport links into the district - by road and rail • Emerging independent food and drink o昀昀er, particularly in the city • Growing, well-attended events programme • Supportive policy environment and opportunities for alignment • Signi昀椀cant levels of capital and regeneration investment

Opportunities • Leveraging regeneration plans including serviced accommodation • Better collaboration with visitor economy stakeholders (LVEP) • Improved business networking and partnership working • Greater pro昀椀le through consistent destination narrative • Data collection to drive focus • Clarity and focus on growth market segments • Large regional catchment population • Bradford City of Culture 2025 • Our Year audien Image: Rhubarb Festival 16

Consultation Strengths to Build On Areas to Fix • Be louder and prouder of culture and • More collaboration and partnership sculpture USP and work with others working to bene昀椀t the whole district (like WY LVEP) to reach wider markets – ‘big thinking’ • Make more of what does exist and • Increasing civic pride and what is in the pipeline e.g. more bridging the gap between tourism packaging of things and helping and residents people travel between attractions, • Improving the visitor welcome expanding the events programme and customer service to create • New developments bring with them a a sense of arrival new vibe and it is about making sure • A general need to sort the basics Wake昀椀eld is in the best place to capitalise on them and the right partnerships and networks are in place to do that Image: Rhubarb Shed 17

03 Vision & Objectives With the addition of new hotels, visitors The legacy of ‘Our Year’ lives on through an are staying for longer, doing more things ambitious annual events programme and the and spending more across the district. Our arrival of big new developments like Tileyard exceptional cultural attractions are thriving Phase 2 and Wake昀椀eld Exchange, among with visitors travelling easily and sustainably others are creating a real buzz. As a result, between them using public transport and new Wake昀椀eld is an exciting place to live, work and blue and green routes. And our burgeoning visit - our tourism businesses are booming, independent food and drink scene and providing quality jobs and our residents are animated public spaces are drawing people into proud of their district. our safe and welcoming town and city centres during the daytime and into the night.

env -25 -307 -1A50B c -9.7717.9 1317178 147 -.710.274 13.rtifact6 -08 1 -878808 1 Layo013C

Target How to Target Increase Measure Rationale Measure by 2029 1. Economic Economic impact derived from visitor spend WY LVEP’s 15% over rate Impact will lead to increased prosperity, pro昀椀table preferred of in昀氀ation vs businesses and jobs. economic baseline model 2. Visitor While value is important, with a number of new WY LVEP’s 10% over baseline Numbers developments in the pipeline, there is capacity to preferred increase overall visitor numbers to the borough. economic model 3. Visitor Sentiment 2 Purchase space in nationally run commercial survey with questions to establish a baseline around visitor sentiment and to track progress over time. 3 Run an annual visitor database survey with a Net Promoter Score question included.

Strategic Approach These are ambitious targets which, to achieve in the 昀椀ve-year lifetime of this Plan, will require a considered approach - one which takes into account the exciting developments that are in the pipeline and recognises that there are several fundamental actions required to make the most of them once they arrive. Those fundamental actions are: • Activating engagement – new ways of working to strengthen delivery and boost impact • Brilliant basics – getting the basics right to support a great o昀昀er • Market focus for marketing and development activity – identifying the growth markets which will result in more visitors, more exploration and more spend and focusing marketing and development activity on them. The next chapters explore these in more detail, setting out the priority areas for each. 20242024 These 昀椀fteen interventions are not necessarily everything that will happen - rather they are priority interventions which will make a measurable di昀昀erence to what’s on o昀昀er. 21

04 Activating Engagement Successful destinations tend to be those where strong and But such a situation doesn’t arise spontaneously – it requires time and e昀昀ort. It is even more complicated when it comes to the visitor economy which has so many players from public, private and third sectors, large and small, with a wide variety of needs, expectations and types of operation. For Wake昀椀eld, as a relatively new tourism destination, one of the critical success factors, will be to bring the destination partners and stakeholders together through a process of ‘activating engagement’. Image: Art House Sculptor. © David Lindsay. 22

Priority 1: Priority 2: West Yorkshire LVEP Wake昀椀eld Tourism Networks The WY LVEP is a collaboration The consultation undertaken of tourism services of the West in producing this plan clearly Yorkshire local authorities, demonstrated the appetite for accredited as a Local Visitor greater collaboration with other Economy Partnership by operators and more opportunities VisitEngland. Its priorities and for discussion, debate and work programme are encapsulated cooperation. This will require new in its DMP. The key priority here groups and structures to facilitate is in in昀氀uencing upwards and and formalise. ensuring regional opportunities around marketing, development and management are taken Priority 3: forward for Wake昀椀eld. Local Voices The understanding, appreciation and buy-in of residents to tourism is vital. The contribution that tourism can make and the bene昀椀ts it can bring are considerable. But equally residents have a role to play in making tourism in their area a success. Image: Pontefract Liquorice Festival. Tatiana Hepplewhite. © 23

05 Brilliant Basics Getting them right here will support our existing o昀昀er and pave the way The ‘brilliant basics’ are things which don’t for the arrival of our new developments. It will help Wake昀椀eld become in themselves drive visits, but in昀氀uence a well-rounded destination, and bene昀椀t residents as well as visitors. enjoyment, spend and dwell time in a There are six priority ‘brilliant basics’ which will have impact for Wake昀椀eld, destination, and if they are missing or poorly each requiring targeted and speci昀椀c intervention – these are as follows: managed will negatively in昀氀uence reputation. Priority 4: Visitor Accommodation Having a range of visitor accommodation which appeals to target markets and is of a good standard and quality is a fundamental factor in growing overnight stays in a destination.

Priority 6: Priority 7: Priority 8: Priority 9: Safety Jobs & Skills Sustainability The Wake昀椀eld Welcome Safety and security are vital to the Recruiting and retaining the right Aligning with the West Yorkshire If visitors feel welcome and 昀椀nd the enjoyment of a visitor experience people with the right skills and DMP which supports a move and to earning and retaining a attitudes can be a challenge for towards a net zero economy, there good destination reputation. tourism as a result of long hours, is a need to take initial steps to If people do not feel safe in an seasonal contracts and low wage engage the sector in planning and environment, they are unlikely to levels. But it is a broad sector implementing changes, encouraging linger for long. As already laid out, encompassing accommodation, businesses to take advantage of the Wake昀椀eld struggles with its image culture, heritage, activities, events, resources, advice and information and appeal and must address hospitality, attractions, tour that is widely available and concerns around safety if it is to operators and more, all requiring a dedicating their own time and become an overnight destination. mixture of universal and specialist resources to make those changes. skills and it can o昀昀er long term, all year-round career options.

06 Growth Markets By increasing its reach among those market segments most likely to deliver visitors who will explore more and stay longer – ideally overnight – Wake昀椀eld will deploy its resources in the most e昀昀ective way to drive the sustainable growth of its visitor economy. Taking into account thematic strengths and key market trends, and based on analysis of VisitEngland’s visitor segmentation, three target segments have been identi昀椀ed as priority growth markets for Wake昀椀eld. Two of these are primary targets – i.e. market segments already delivering visitors for Wake昀椀eld, but which o昀昀er further growth potential – while a third segment can be categorised as a secondary target, presenting a medium to longer-term growth opportunity which can be realised as pipeline developments including accommodation and transport begin to come onstream. The three priority growth markets are:

Secondary market • Experience Seekers – younger couples and friendship groups from across England/ UK and some international. This is derived Key Market Trends from VisitEngland’s ‘Free & Easy Mini- Breakers’ segment. These market segments do not include everyone who might visit – but they do represent those markets with the greatest growth potential for Wake昀椀eld given its evolving visitor o昀昀er. It also makes sense to target those with the strongest a昀케nity to the experiences the destination can deliver and so will be easier to reach, in昀氀uence and persuade to visit. Explicitly narrowing the focus on these types of people will avoid trying to be a place that has ‘something for everyone’ and inform marketing communications to build a distinctive and attractive destination pro昀椀le for Wake昀椀eld as well as guide priorities for experience development. Further details on who these market segments are, what motivates them and the opportunities they bring are mapped out in the table on the following pages.

Who They Are Segment and What They Want Rationale What’s the Opportunity? Families • Families with young and school- • Will spend on • Growing the number of (repeat) visits from aged children from within West activities to keep families and multi-generational families which Primary Market Yorkshire and beyond. children happy. include grandparents and groups of friends. • Day trips and short breaks • May convert from • Wellbeing bene昀椀ts and civic pride for local important. a day visit to families engaging with the cultural and • Town and city breaks – but also overnight given leisure o昀昀er. attracted to active outdoors. enough to do. • Capitalising on visiting friends and relatives. • Family-friendly activities: • Active on social • • media – easy to entertainment, culture and events. reach; engage as • Cost/value important but willing to advocates spend on treats.

Who They Are and What What’s the Segment They Want Rationale Opportunity? Experience • Typically • Frequent below 40 and travellers Seekers travelling who spend Secondary Market without on unique children. experiences Predominantly – incl. quirky English/UK accommodation. and some • Active on international. social media – • City breaks plus advocacy and active outdoors. user-generated • ‘Only here’ content (UGC) experiences – • Actively arts and culture, support local events, hands- on learning. • Trips packed with activities – daytime and evening. • Quality, varied and safe night- time o昀昀er. • Public transport and digital connectivity. 灰潲琠汯捡氠獵support local

07 Destination Marketing Wake昀椀eld has made great strides in its marketing – the priority over the life of this plan is therefore on ‘more targeting’ rather than ‘more marketing’. This will build awareness and interest among the best prospect markets while major investment takes place in the public realm, infrastructure and fabric of the place. Destination marketing is led by Experience Equally important is not overpromising. Wake昀椀eld but, given it can only ever have Wake昀椀eld may have rough edges and visitors a small share of voice, the key to success is for the destination message to be adopted and ampli昀椀ed by all tourism businesses and providers. Experience Wake昀椀eld can facilitate this through providing advice and practical resources encouraging consistency in communications. Image: Pontefract Racecourse.

Priority 10: Priority 11: Priority 12: A Dynamic Reinforcing Collateral Amplifying the Destination Narrative Proposition To bring the destination Perceptions of Wake昀椀eld are narrative to life and ensure Extending reach can be coloured by its post-industrial the destination proposition achieved by consistent heritage. Telling a ‘true’ su昀케ciently resonates with messaging and cross-selling story of a place on a journey, the growth markets tailored across all the routes to market investing in place and people, collateral will be required. used by Wake昀椀eld businesses will have emotional heft Much of this already exists and by regional partners. This and stimulate interest. The within Experience Wake昀椀eld will also help create a sense story should not whitewash but should be reviewed and of a coherent destination for or overpromise but convey developed as necessary. partners and stakeholders – the sense of creativity and and among visitors. regeneration; it should focus on culture and sculpture as USPs. This narrative can evolve over time and be used to inform destination marketing by Experience Wake昀椀eld, through the WY LVEP and by businesses.

08 Development Product and experience development will focus on three themes to enhance and extend what Wake昀椀eld can o昀昀er. These themes are Events, Festivals & Exhibitions, Green & Blue Spaces and Food & Drink. All have relevance across the three target markets – and have the added bonus of bene昀椀ting residents. Wake昀椀eld needs more reasons to visit, but especially more reasons to stay longer and explore the whole of the district. While the initial motivation may be a visit to one of the attractions, investing in other areas where Wake昀椀eld is strong will deliver this over the medium to longer term. These are not necessarily quick wins but involve taking a strategic approach to the destination’s assets acting within available resources. Left Image: Castleford Roman Festival. Right Image: Theatre

Priority 13: Priority 14: Priority 15: Events, Festivals Green & Blue Spaces Food & Drink & Exhibitions Wake昀椀eld’s green and blue 敮ⵇ䈠㐰〰㌰㈳ㄊ㠴㌠㸾䉄䌠ੂ吊〠〮㘱㠠〮㔷ਰ⸵㠸‰ㄮ㘱㠠〮㕦਱〠〠〲㔠㸾䉄䌠ੂ吊⽔吱‱⁔昊㄰‰‰‱〳⸸㈱㠠呭†獣渊⽃㠼〰㠰〰䌱樊䕔੅䵃䑃䉔਱ㄮ㔠⸹〰㘠呭㠰䅂〰䄶〱⁳据ਯ䌲㔵⸵㜊〮㔸㠰‰⸶ㄸ‰⸵㜠㐶〮㠲ㄸ〰䕔੅䴸䉔ਯ䌲ㅔਰ‰⸶ㄱ㠠〮㔸䌰〰㌾嵔䌠ੂ吊〠〮㘴䐠ㄸ㐲‾㹂䐰‰⸳〳⁔吱‱⁔昸䌱〰㡄〰ㄱk Extending the current spaces are under-recognised programme of events and under-utilised. They (includes indoor and outdoor have the potential to extend events, festivals, exhibitions the o昀昀er, encourage and public art) beyond its exploration and longer stays current scope and capacity - and, importantly, challenge constraints will bring bene昀椀ts perceptions of Wake昀椀eld. to residents and attract While developing permanent visitors. This will need careful uses, facilities and routes consideration of costs, will take time, in the short- logistics and should address term space can be animated the programming for new via events and ‘meanwhile venues and spaces, the use uses’ at key locations and of multi-site locations for at key times to bring life - current events to help them and visitors - to green and grow, as well as imaginative blue spaces. solutions such a fringe or entirely new events.

09 Roles & Responsibilities The visitor economy is the result of the actions of many players across public, private and third sectors. When these players are aligned and integrated - delivering what they do best - success follows. The diagram here illustrates the visitor economy ‘eco-system’ identifying who does what and the inter-connections. Experience Wake昀椀eld has a fundamental and vital role in supporting and maintaining the eco-system, as the voice of the visitor, promoter of the destination and advocate for the businesses and organisations that deliver the visitor experience. • Delivering visitor experiences • Marketing • Destination messaging • Quality control • Operating sustainably •

Disclaimer: All information and analysis supplied by Blue Sail Consulting Ltd and our sub- contractors is delivered in good faith and represents our professional judgement based on the information obtained from the client and elsewhere. The achievement of recommendations, forecasts and valuations depend on factors beyond our control. Any projections, 昀椀nancial or otherwise, in this report are only intended to illustrate particular points of argument and do not constitute forecasts of actual performance. Image: Queen's Mill, Castleford.