Tourism Development Plan for Scotland delivering the ... Development Plan for Scotland... · 1 Area...

Tourism Development Plan for Scotland ...delivering the visitor economy

On behalf of

January 2013

VisitScotland Tourism Development Plan for Scotland January 2013

Prepared by :

The Quadrant 17 Bernard Street

Leith Edinburgh EH6 6PW

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Document Control and Approval

Revision Status Prepared Approved DateVersion 1 Draft for Consultation

17/01/13

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Contents

Preface

1.0 Introduction 1

2.0 Development Strategy for Future Investment to 2020 6

3.0 Making it Happen 26

Diagrams:

1 Impact of the Visitor Economy

2 Stakeholder relationships and development planning

Table:

1 Spatial Framework to 2020

Plans:

1 Travelling to and within Scotland

2 Where to stay

3 What to see and do

Figures:

1 Area Tourism Partnerships

2 Planning Authorities in Scotland

Annex 1 Contributing to Scotland’s Sustainable Economic Growth

Annex 2 Policy Context

Annex 3 Scotland’s Tourists and Visitors – the Market Demand

Annex 4 Development Opportunities by Local Authorities

Annex 5 Action Plan for Investment


Preface The Tourism Development Plan for Scotland: Delivering the Visitor Economy will set out the framework to assist and promote growth in Scotland’s visitor economy to 2020. It will support the national tourism strategy by the Scottish Tourism Alliance. The Cabinet Secretary for Finance, Employment and Sustainable Growth has confirmed that VisitScotland is now the lead economic development agency driving growth in the visitor economy, alongside Scottish Development International (SDI), Highlands and Islands Enterprise (HIE) and Scottish Enterprise (SE). The Tourism Development Plan for Scotland (the Plan) is one of the measures to help co-ordinate and deliver future growth in the visitor economy. It helps define a more proactive and co-ordinated approach to assist all stakeholders in the sector to engage with the development plan system and help secure future opportunities. The Plan is not the start of a new process but continues to develop the ongoing partnership which Scottish Government and its agencies have been promoting for some time with all organisations working in the visitor economy. The visitor economy in Scotland supports many jobs in all local authorities across Scotland. For some, the visitor economy is a cornerstone of its local economy. Realising its growth potential to 2020 is an important opportunity to be grasped. VisitScotland welcomes the inputs to date from the agencies and bodies that have contributed to develop this Draft Plan and is now seeking the support of all partners and other participants to realise the potential opportunities for growth to 2020. This Draft Plan outlines a preliminary spatial framework across Scotland needed to support and deliver the sustainable growth of the visitor economy to 2020. This is still a Draft Plan and is work in progress. It incorporates development strategies across Scotland, supported by Scottish Government, and has considered opportunities from sources such as the approved development plan. For the finalised Plan to set out the development strategy for the visitor economy to 2020, it needs to understand the future aspirations and ambitions of all agencies, business organisations and businesses working in the visitor economy. The Plan therefore needs to identify and incorporate future initiatives for major development from all sectors across Scotland in order to finalise the development strategy and spatial framework at a national level. Responses to this Tourism Development Plan for Scotland through this consultation process are therefore welcome. When the consultation process is complete the Plan will be finalised, defining the development strategy for Scotland’s visitor economy, as well as identifying a range of opportunities to be considered by councils in their emerging development plans across Scotland. The Plan’s remit is to focus on development matters, and therefore it does not address other important operational matters in the sector such as service, skills, training or quality. The Plan will be reviewed and updated on a three year cycle, providing up to date commentary about progress achieved and allowing updates to take account of progress in growing the visitor economy. Detailed work will follow, using the framework proposed by the Plan to inform and develop a series of Action Plans for Investment for each local authority. This will continue to improve coordination and action at a national level.

Visit Scotland 1 Tourism Development Plan for Scotland January 2013

1.0 Introduction

1.1 Scotland is an exciting and vibrant country - an iconic destination that offers a dramatic, enduring and human visitor experience.

1.2 Scotland has tremendous tourism assets in its scenery and natural environment, its distinctive culture

and heritage, its towns and cities, and the opportunities it offers for a range of sports and leisure activities.

1.3 Tourism is a vital industry for Scotland - benefiting our towns, cities and rural areas, and helping

support infrastructure, transport services and leisure and cultural facilities that benefit the country as a whole. It contributes around £11bn (2011 figures) to the Scottish economy, as estimated by The Scottish Tourism Alliance. This includes direct and indirect expenditure by both overnight and day visitors.

1.4 Tourism encompasses a very wide range of activities. It can include travel and visits for business,

professional and domestic purposes as well as for holidays, leisure and recreation. Often more than one purpose may be involved. The duration of tourist trips is also highly variable as it can include the annual family holiday as well as a wide range of shorter visits, weekend breaks and day trips. Tourism is therefore an extremely diverse form of activity which needs focus to harness its benefits.

1.5 Scotland faces a challenge in meeting and moving to an agenda to secure greater sustainable

economic growth. It is recognised by all participants working in Scottish tourism that it needs a step change in the way it both promotes and delivers growth. A co-ordinated and concerted focus on investing in the areas of greatest opportunity will continue to help to drive growth to 2020.

1.6 In response to this challenge, VisitScotland has published this - the first Tourism Development Plan for

Scotland for consultation. The Plan responds to the recently published national tourism strategy promoted by The Scottish Tourism Alliance – Tourism Scotland 2020.

1.7 The aim of the Tourism Development Plan for Scotland is to provide the spatial development strategy

to help deliver part of Tourism Scotland 2020. This Plan will help secure and prioritise future investment in the infrastructure and facilities necessary to support the on-going growth of the visitor economy.

1.8 Visitor Economy

The visitor economy is the term given to the interaction in economic terms of visitor spend and the services which contribute to and benefit from this in Scotland. It is one of the most significant parts of the wider Scottish economy and is important to enhancing Scotland’s future economic well-being, especially in our rural areas.

1.9 Independently valued at £11billion (Deloitte 2011), it has at its core the tourism sector with its

traditional areas of accommodation, activities, travel and attractions. As highlighted in Annex 1, this comprises in excess of £4.5bn in overnight visitors with day visitors contributing a further £6.2bn. Further details about the visitor economy’s contribution to Scotland’s economy and its sustainable growth are detailed in Annex 1.

1.10 The economic impact of the visitor economy spreads into many other sectors. These other sectors include arts and crafts, food and drink, culture, retail, sport, and indeed into the Scottish Government’s core priority industries which are central to its economic growth strategy.

VisitScotland 2 Tourism Development Plan for Scotland January 2013

1.11 This interrelationship of visitor spend and services is explained in the following diagram:

Diagram 1: Impact of the Visitor Economy Source: VisitScotland

1.12 The British Hospitality Association (BHA) estimates that the hospitality element of the visitor economy

supports over 340,000 jobs in Scotland. This is only part of the visitor economy. This estimate is based on direct employment of over 220,000 jobs with a further 120,000 indirect and induced jobs (Annex 1: Table 1). This table provides a breakdown of these employment estimates for each local authority in Scotland. For most local authorities in Scotland, the visitor economy supports up to 10% of its local workforce and for some in our popular tourist locations, the jobs supported can substantially higher.

1.13 Spending by tourists and visitors helps to support a wide range of economic activities. Properly

managed, the visitor economy can improve our assets and provide infrastructure for local people as well as tourists. It can help support the vibrancy of Scotland’s culture and heritage, and sustain our communities.

1.14 The Scottish Tourism Alliance has set a target of securing an annual visitor spend of between £5.5bn

and £6.5bn to 2020 for overnight visitors – an increase of £1bn or more (at 2011 prices) over current performance. Diagram 3 in Annex 1 provides further detail of The Scottish Tourism Alliance’s aspirations for future growth by various sectors.


1.15 The visitor economy has a sustainable and long term future and an increasing contribution to make to the Scottish economy. The Plan is seen as part of the support necessary to help achieve this increased growth. Further research on the value of the visitor economy for each council is needed. Councils should consider setting their own targets for growth in the visitor economy to 2020.

1.16 Purpose of the Tourism Development Plan for Scotland

A significant amount of work is currently carried out in the visitor economy by many different agencies, working in partnership and involving both public and private sectors. The aim of the Plan is to build upon this work and help secure a more co-ordinated approach to planning for growth in the visitor economy.

1.17 This Draft Plan is formed by the collective view of VisitScotland, Highlands and Islands Enterprise,

Scottish Development International, Scottish Enterprise, Historic Scotland, Scottish Natural Heritage, Marine Scotland, Forestry Commission Scotland and other agencies with input from industry itself.

1.18 Following on from the consultation process, the Plan will be finalised to produce the development strategy to deliver sustainable tourism development opportunities and upgrades to infrastructure in areas across Scotland to support the aspirations of the national tourism strategy - Tourism Scotland 2020.

1.19 The Plan will help focus emerging development plans across Scotland on growth potential at the

national, regional and local levels. It will encourage these emerging development plans, as well as national policy (National Planning Framework 3 and the review of Scottish Planning Policy), to set the visitor economy in its context as part of Scotland’s sustainable economic development, and help define the outcomes necessary to secure growth in visitor economy.

1.20 The development strategy for the visitor economy in Scotland is set out in Chapter 2 and it is

presented by reference to the customer journey, focusing on its three key themes:

1 Travelling to and within Scotland 2 Where to stay 3 What to see and do

This customer journey forms the basis of the emerging development strategy.

1.21 The Plan will define the spatial framework of the development strategy through a series of plans for

each Theme. This Draft Plan has three plans – one for each Theme. These Plans will be finalised following the consultation process and additional plans prepared (as required) to complete the mapping of Scotland’s growth potential.

1.22 The finalised Plan as well as setting the spatial framework at the national level, it will be supported by a range of opportunities identified through this consultation process to help realise the expansion of the visitor economy in the period up to 2020. The Plan will present these major development opportunities for each planning authority in Annex 4, building on the work which is already on-going.

1.23 Relationship with other agencies and tourism partnerships

The responsibility for the performance of the visitor economy lies across a range of organisations in both private and public sectors. There is a complex set of relationships between the organisations responsible for the delivery of the visitor economy in Scotland. This is illustrated in Diagram 2 which is only an extract of these relationships.

TOURISM SCOTLAND

2020

PRIVATESECTOR

PLANNING AUTHORITIES

SCOTTISH GOVERNMENT

TRANSPORTSCOTLAND

SCOTTISHNATURALHERITAGE

HISTORICSCOTLAND

SCOTTISHTOURISMALLIANCE

FIRST SCOTRAIL

CALMAC

BRITISH HOSPITALITYASSOCIATION

ASSOCIATIONOF SCOTLAND’SSELF CATERERS

ASSOCIATION OF SCOTLAND’S

BEST B&Bs

ASSOCIATIONOF VISITOR

ATTRACTIONS

CARAVANCLUB

SCOTTISH ENTERPRISE

VISITSCOTLAND

HIGHLANDS& ISLANDSENTERPRISE

LOCALTOURISM

PARTNERSHIPS

OTHERDESTINATION

ORGS.

Diagram 2: Stakeholder Relationships and Development Planning

Coordinating organisations such as:

NATIONALPLANNING

FRAMEWORK3

STRATEGICDEVELOPMENT

PLANS

SCOTTISH PLANNING

POLICY

LOCALDEVELOPMENT

PLANS

SUPPLEMENTARYPLANNINGGUIDANCE

SCOTTISH DEVELOPMENTINTERNATIONAL

TOU

RIS

M D

EVEL

OPMENT PLAN FOR SC

OTLA

ND

OTHER DEPTS. ANDAGENCIES

CREATIVE SCOTLAND

SKILLSDEVELOPMENT

SCOTLAND

SCOTTISH FUNDINGCOUNCIL

INDIVIDUAL BUSINESSES


1.24 The Plan will help harness the on-going multi-agency relationships in Scotland necessary to deliver projects in the visitor economy. This includes Scottish Government and its key agencies, the Strategic Development Planning Authorities and local government as well as the private sector and local tourism partnerships around Scotland.

1.25 The Area Tourism Partnership (ATP) is an important business network involving the private and public

sectors. The local authority areas covered by these Area Tourism Partnerships are shown in Figure 1. Most local authorities are part of an Area Tourism Partnership.

1.26 This network continues to evolve in response to issues in the local visitor economy and area

requirements. Local tourism partnerships involving the local authority, local businesses, VisitScotland and other relevant local partners will form in response to local needs and requirements in the visitor economy.

1.27 A fundamental change in focus has now emerged to deliver potential growth in the visitor economy.

The private sector, through The Scottish Tourism Alliance, has set the national strategy in its publication – Tourism Scotland 2020. The Tourism Development Plan for Scotland will now support The Scottish Tourism Alliance to deliver its national tourism strategy. In turn, the Tourism Development Plan for Scotland sets out a much broader development strategy and proposals across a wider agenda.

1.28 The publication of the Tourism Scotland 2020 along with the Tourism Development Plan for Scotland

helps to focus activities and help define priorities in the visitor economy. These publications will help to influence the way the development plan and development management system in Scotland responds to the growth potential in this key sector.

1.29 The Plan will also help set the agenda for a more co-ordinated interface between the planning process

and the delivery of future development opportunities at the local level. 1.30 Relationship with Development Plans

Development planning is of particular significance in enabling Scotland to attract and secure investment, whether it comes from an indigenous business or from an inward investor. Annex 2 sets out the existing policy context for the visitor economy. The spatial structure of the planning system in Scotland is shown in Figure 2.

1.31 In the four city regions with their Strategic Development Plan Authorities, there are 20 local authorities

as planning authorities with responsibility to produce two tier strategic and local development plans. The other local authorities which are not part of these four regions operate as planning authorities with sole responsibility for their local development plans.

1.32 There are two National Park authorities operating within local authorities each with a remit to prepare

its own development plan. 1.33 The legal planning framework requires future development to be in accord with the approved

development plan unless material considerations determine otherwise. 1.34 The Tourism Development Plan for Scotland provides a new focus and reference for all emerging

development plans to respond to and take account of. The Plan will inform statutory development plans and be a material consideration in the determination of planning applications for new facilities which support the visitor economy.


1.35 Scotland’s Tourists and Visitors – the Market Demand VisitScotland continues to monitor the needs of the market. The visitor market is segmented and the development strategy set out in this plan addresses all market sectors from domestic leisure visitors to business tourism. A useful summary is set out in Annex 3.

1.36 Compliance with statutory requirements

The Tourism Development Plan for Scotland is not itself a specific commitment to expenditure by any agency or stakeholder. It will help inform the investment programme of public agencies and infrastructure providers, as well as helping set a planning framework to secure future investment from the private sector to 2020.

1.37 The Plan has been subject to a screening for Strategic Environmental Assessment (SEA). SEA is targeted

at plans, programmes and strategies with significant environmental effects. Confirmation has been received that a SEA is not required for this Plan.

1.38 Nothing in this document should be read as a commitment that public resources will be provided for

any specific project.


2.0 Development Strategy for Future Investment to 2020

2.1 Introduction The national tourism strategy (Tourism Scotland 2020) highlights the need to secure growth through turning Scotland’s tourism assets into authentic experiences which cannot be easily replicated by Scotland’s competitors. Not all of the national tourism strategy can be delivered through this Plan.

2.2 Based on the understanding of Scotland’s tourists and visitors, there are a number of key requirements

that are clearly apparent. These include: Quality being at the heart of all developments and elements of the overall customer experience; The need to offer a distinctive Scottish experience, whether contemporary or traditional and for

that to incorporate the utilisation of Scottish produce; A recognition that environmental impact and sustainability requires to be strongly considered in

investment decisions; and A desire for capital investment to be accompanied by supporting investment in customer service

training, management training and development.

2.3 Analysis confirms that Scottish tourism is founded on a number of distinctive tourism assets which provide the reasons to visit. Scotland’s high quality natural environment and stunning scenery, our historic towns and cities, our increasingly strong sports and activities offering, are important. These provide a strong basis on which to continue to grow the visitor economy and deliver the national tourism strategy.

2.4 In order to maximise the value to Scottish tourism of some of these assets, there is a need to identify

where, with capital investment, there is the potential to capture new visitors, retain existing visitors and stimulate further growth. This process sets the framework for the spatial development strategy in this Plan to deliver the scale of growth set by The Scottish Tourism Alliance.

2.5 This development strategy has been specifically framed around the customer journey. It therefore

identifies how investment in infrastructure and outstanding development opportunities can impact on the customer once the choice has been made to come to Scotland. The customer journey is based on the following Themes:

Theme 1. Travelling to and within Scotland

The strategy needs to address transport improvements. Theme 2. Where to stay The strategy needs to address accommodation requirements; The strategy needs to address resort development in both urban and rural areas; and The strategy needs to address conference, exhibition and event infrastructure. Theme 3. What to see and do The strategy needs to address the continued improvement of visitor attractions and visitor experience.


2.6 As a consequence, these three key Themes create the framework for the formulation of the development strategy in the Plan with the context of this journey. This journey is made against the backdrop of stunning and at times iconic scenery and the high quality of the built and natural environment.

2.7 Urban and Rural Development

Development opportunities need to be approached in a different and distinctive way for projects within an urban area and for those in a rural environment. This underlies the different financial models and different challenges necessary to support and secure viable business solutions.

2.8 Development in rural locations with potentially less or more variable market demand require greater

support to secure the range of uses or built form solutions necessary to support its business aims. Avoiding unnecessary upfront demands for infrastructure and flexibility in meeting planning requirements can provide invaluable support.

2.9 At all times, understanding and supporting the specific needs and requirements of the business is at the core of realising the opportunity irrespective of its location in an urban or rural location.

2.10 Development Strategy for Scotland The Tourism Development Plan for Scotland sets out the spatial development strategy to promote sustainable growth in the visitor economy. This draft strategy has been prepared with the assistance of VisitScotland, Scottish Enterprise, Scottish Development International, Highlands and Islands Enterprise, Transport Scotland, Forestry Commission Scotland, Historic Scotland, Scottish Natural Heritage, Marine Scotland and others.

2.11 This draft strategy is detailed in Table 1: Spatial Framework to 2020 with supporting plans (Plans 1 to

3). It is focussed on delivering the outcomes which are considered necessary to support growth in the visitor economy.

2.12 The priorities for delivering the Spatial Framework are still under consideration. Following the consultation exercise and feedback from public and private sectors, these priorities for the delivery of this Spatial Framework will be finalised.

2.13 Opportunities, proposals and priorities related to these Themes are suggested for all planning authorities across Scotland. These are based on information provided in Single Outcome Agreements, local area tourism strategies or action plans, as well as proposals in existing development plans and other ongoing development strategies. These are listed in Annex 4 and more are welcome from this consultation process.

2.14 The delivery of opportunities often requires multi-agency collaboration, intensive project management

support and the adoption of a pro-active approach to secure the necessary investment. Developing the ongoing partnership between the private sector, Scottish Government, its agencies and Scotland’s councils is at the heart of the Plan.

2.15 Theme 1. Travelling to and within Scotland

It is evident from research, that transport plays a vitally important role in the tourism experience. The journey to, within and from Scotland is an essential part of the overall holiday experience.

2.16 Accessibility is a key driver to attracting inbound visitors and distributing them from the main hubs to

other locations around Scotland. It is therefore important to enable visitors to experience the broad range of offerings that Scotland has, and to support the touring market.

Table 1: Spatial Framework to 2020

Ref Description of Proposal Plan Ref

Participating Partners Programme Priority

13/14

14/15

15/ 16

16/ 17

17/18

18/19

19/20

1 TRAVELLING TO AND WITHIN

SCOTLAND

i.

Secure direct short haul routes which allow ease of connectivity into hubs/alliances for long haul transfers and improve ease of access for Scotland’s key markets:

1

Transport Scotland Airport Operators

Edinburgh Airport Glasgow Airport

ii.

Improve public transport connections from Scotland’s airports, mainline stations, port & cruise terminals to key tourism destinations

1

Airport Operators Train Operating Companies

Network Rail Bus Operators

iii.

Upgrade road infrastructure on key routes to realise tourism potential:

1 Transport Scotland and

relevant Local Authorities

A9 A82 A83 A75

iv.

Upgrade infrastructure at ferry and cruise liner terminals:

1 Port Operators

Development Agencies

Leith Greenock Cairnryan Aberdeen Invergordon Scrabster Oban Troon Rosyth

Continue to progress integrated multi-modal transport ticketing

Transport Scotland and

others

2 WHERE TO STAY

i.

Investment in additional accommodation, especially in city centre locations, including those serving 4 and 5 star markets:

2 Hotel Operators, investors and development agencies

Edinburgh Glasgow Aberdeen Stirling Inverness Perth Dundee

ii.

Investment in new or upgraded accommodation serving key destinations:

2 Hotel Operators, investors and development agencies

Loch Lomond & Trossachs Cairngorms National Park St. Andrews Perthshire Highlands and Islands – key destinations in the following Councils; Highland, Argyll & Bute, Eilean Siar, Orkney and Shetland Councils

iii.

Investment in urban and rural resort development in the following localities:

2 Resort Operators, investors and development agencies

Edinburgh - East Lothian Corridor Glasgow A9 Stirling – Perth Corridor Loch Lomond & Trossachs National Park

Skye and Kyle of Lochalsh Inverness, Loch Ness & Nairn Corridor Cairngorms National Park

iv.

Investment in conference, exhibition and event infrastructure in key locations:

2 Facility Operators, investors and development agencies

Edinburgh: New venue in west Edinburgh

Glasgow: New arena at SECC Banqueting facility serving 1,000+

Aberdeen Inverness

3 WHAT TO SEE AND DO

i

Finalise the extent and coverage of Scotland’s path, trail and route network to 2025 at national and regional levels and implement its delivery.

3

Scottish Natural Heritage VisitScotland

local authorities Land owners

ii.

Further development of forest tourism opportunities at the following general locations:

3

Forestry Commission Scotland Land owners

Investors Development Agencies

East Aberdeenshire Cairngorms National Park Loch Lomond & Trossachs National Park

The Great Glen Fife Argyll Highland Perthshire Dumfries & Galloway

iii.

Further development of coastal tourism facilities in accord with the Marine Scotland’s tourism development strategy in the following locations to serve the following markets:

3

Marine Scotland Investors

Development Agencies

Further pontoon berths and moorings to support sailing in strategic locations in the Firth of Clyde and West Coast especially in North and South Ayrshire, Inverclyde and Highland Councils

3

Support for sea angling in strategic locations in Dumfries and Galloway, west coast of Argyll, and north east coast

3

Support for diving in strategic locations in Orkney, Scottish Borders, Argyll & Bute, and Highland Councils

3

Support for surfing in strategic locations in East Lothian and Eilean Siar Councils

3

Marine wildlife watching in strategic locations in Highland and East Lothian Councils

3

iv.

Continued investment in golf related tourism facilities in the following areas:

3 Golf Clubs Investors

St. Andrews Aberdeenshire

Highlands Ayrshire Angus East Lothian

v.

Development of tourism facilities at specific gateways:

3 Investors

Cross border attraction on A1

4 DEVELOPMENT OPPORTUNITIES

The multitude of development opportunities necessary to deliver this Spatial Framework will result from collaboration between private and public sectors. Annex 4 of the Plan sets out potential opportunities for consideration in emerging development plans.

Investors


2.17 Currently, the car is still the most popular method of travel for arrival and departure. This is followed closely by air but with an increasing popularity of travel by rail. Cars, buses and trains are the most popular methods by which visitors travel around Scotland.

2.18 Transport Improvements

An effective road and rail infrastructure with national and international connections by air and sea is important. Priorities such as the following will have an impact on the visitor economy:

Edinburgh tram network to provide an onward connection for passengers using the

international airport in Edinburgh; Borders rail link, connecting parts of central Borders to Edinburgh; High speed rail link between Edinburgh and Glasgow; New Forth Bridge Crossing; and Upgrades to develop our popular scenic routes such as A9, A82, A83 and A75.

2.19 The promotion of access to public transport is important in widening visitor appeal and has potential

for increased visitation. Providing an integrated ticketing scheme across Scotland allowing people to travel across all public transport modes using just one ticket remains a priority for Transport Scotland.

2.20 Research into business tourism demonstrates that an integrated metropolitan transport network is an

important factor in decision making. The introduction of rapid, safe and simple transport options from airports to business centres is increasingly beneficial in attracting major conferences and international investment.

2.21 The cross selling of integrated entry and travel ticketing options, particularly across local and regional

areas, is also an investment that would increase the ease of purchase for visitors, support visitor dispersal and thus increase benefits to participant businesses and communities alike.

2.22 The development strategy for this Theme seeks to focus on the main arrival gateways for the visitor

economy at Scotland’s airports, ports, train stations and improving the tourism value along key routes on the strategic road network, as well as tourist routes.

2.23 This strategy is particularly pertinent for those council’s with international or large domestic airports or

mainline train stations such as Glasgow, Edinburgh, Aberdeen and Inverness and with designated tourist routes.

2.24 Councils along with Transport Scotland are addressing the need for ongoing improvements required to

the strategic road network supporting the visitor economy. In order to realise tourism potential upgrades or interventions are needed along the key tourist routes including the A9, A82, A83, A75 and designated tourism routes to improve accessibility and value to the visitor economy.

2.25 It is also recognised that the visitor economy in the Outer Hebrides, Orkney and Shetland would benefit from improved connectivity to markets by air and sea.

2.26 Ports are important in relation to both providing access to Scotland for visitors, as well as in supporting the cruise liner and leisure craft sectors. Future areas of possible development need to continue to include collaboration on key national and international ferry routes. Requirements to support and improve access to and from ferry ports across Scotland as well as exploring the potential for the cruising market are pertinent for Aberdeen, Edinburgh, Fife, Dumfries and Galloway, South Ayrshire, Inverclyde and Highland Councils.


Cruise Market 2.27 The cruise market is a relatively recent developed part of the Scottish tourism offering. Within this

market, Scotland is seen as performing strongly in the premium end of the market, with a geographic position which enables it to achieve a performance above par.

2.28 However, a number of factors are currently limiting the potential for further growth of the product

within Scotland:

Capacity and limits ashore - many rural attractions struggle to cope with the volume of passengers which would arrive en masse from a cruise ship;

Coaches - north of the central belt, this is a limiting factor on vessels over 2,000 passengers and in some cases 1,000 passengers. One tour operator exited the market for this reason finding the logistical challenges too great for the level of returns; and

Visitor experience - instances have been identified where the number of cruise passengers landed impairs their experience of the destination. For Scotland, the essence of the explorer type product is the remoteness and ability to experience the natural world.

2.29 To maximise the potential of this market, operations need to be at the premium end and there is a

need to invest to address identified issues. Increasing the number of port calls leads to an increase in the shore excursion offerings and profile destinations. This includes potential at ports such as at Port of Leith, Rosyth, Aberdeen, Invergordon, Greenock, Scrabster and Oban.

2.30 Planning and coordination between these cruise destinations is an essential part of developing this market. Further clarification is needed on the exact economic benefit of this market to Scotland. Some commentators observe that promotion of the day visitor market is of limited economic value and indeed of considerable cost to the Scottish experience. More research is required to identify the true potential of this market.

2.31 Priority areas for investment in transport include:

a. The securing of direct short haul routes which allow ease of connectivity into hubs/alliances for long haul transfers and improve ease of access for Scotland’s key markets including the rest of the UK, Ireland, the US, Canada and Germany;

b. The provision of easy access public transport options from airport, mainline rail stations, port and cruise terminals to Scotland’s main tourism locations;

c. The upgrade of road infrastructure in key tourist routes, including the A9, A82, A83 and A75 as well as interventions along designated tourist routes to enhance value for tourism.

d. The upgrade of infrastructure at ferry and cruise liner terminals at specific locations which offer Scotland the greatest opportunity to capitalise on this market;

e. Continue to progress multi-modal transport ticketing. 2.32 The spatial framework for this Theme is shown in Plan 1. Its delivery involves councils, Transport

Scotland, Scotland’s airport and port operators as well as the transport operators such as CalMac, First Scotrail and others.

2.33 Theme 2. Where to stay

This Theme includes accommodation requirements in both urban and rural areas, resort development and conference exhibition and event infrastructure.


2.34 Accommodation Requirements

Accommodation is one of the main drivers of tourism revenue. The expansion of Scotland’s tourist accommodation supply, particularly at the higher end of the market, would significantly help support the growth of the visitor economy.

2.35 Except for some international resorts, very few accommodation businesses act as destinations in their

own right. However, accommodation is crucial to the visitor’s experience of Scotland. Its availability and quality play a vital role in maximising the value of Scotland’s tourism assets and it provides a key mechanism for generating further revenue in the visitor economy.

2.36 Ongoing investment in Scotland’s tourist accommodation product from the private sector is therefore

imperative to ensure that the product quality expectations of visitors are met going forward. 2.37 The analysis of visitors’ wants and needs highlights that, in particular, investment opportunities and

requirements exist around:

Improving the quality of existing accommodation which will help to drive up occupancy levels and provide higher yields for tourism businesses; and

Investing in new accommodation provision from quality budget hotels to high end luxury resorts, which can attract new visitors to Scotland.

2.38 The major cities of Aberdeen, Glasgow, and Edinburgh have seen significant levels of investment in new accommodation over the past ten years, with further commitments in the pipeline.

2.39 The Glasgow Tourism Strategy and Action Plan highlights that there remains a need to secure substantial additional bedrooms to support tourism growth within the city. The plan set out by the Edinburgh Tourism Action Group identifies the need to develop new infrastructure to enable volume growth, with the focus on accommodation. Aberdeen continues to build on its role as energy capital of Europe, especially now for renewable energy.

2.40 There is a requirement in Edinburgh, Glasgow and Aberdeen to provide further 4 and 5 star

accommodation to support business tourism, in particular, close to major conferences.

2.41 Opportunities also exist for further investment in niche accommodation, including serviced apartments and new boutique hotels. These can meet the needs of the business traveller and provide for the short break international and affluent mature domestic market.

2.42 Further opportunities exist within Aberdeen where business tourism in the energy market plays a

significant role. Additionally, Perth Concert Hall struggles to compete for events of scale as a result of the limited number of appropriate bed spaces within the city and surrounding area. The regeneration of Dundee Waterfront with the arrival of the V & A will bring new life to its downtown area with increased demand for hotel accommodation.

2.43 Whilst the cities have seen a growth in new bedroom provision, rural locations and small towns have

struggled to attract investment, with increasing pressures to return smaller properties to residential use as rural properties rise in value. This is a significant barrier to the future growth of tourism in rural areas. Consequently, it acts as a constraint on those expanding rural outdoor experiences, such as walking, mountain biking and other niche markets which rely on the rural product.


2.44 Significant investment has been made in recent years on the west side of Loch Lomond in hotel accommodation, but further opportunities remain around the south of the Loch at the gateway to the National Park, as well as further north in the Cairngorms National Park.

2.45 Particular gaps have been highlighted in accommodation around such ‘honey pot’ locations as St

Andrews, Fort William, Oban, Skye, and Perthshire. These include independent country house hotels and high quality self catering developments.

2.46 These destinations have a strong market appeal for visitors, and have a strong product-market fit in

areas such as health and well-being, activities and country sports. The country house hotel, for so long a significant generator of short break tourism to Scotland is under pressure and will need to evolve its experience to meet the changing needs of customers and move towards a more financially viable and hence sustainable business investment model.

2.47 Most councils across Scotland need to consider the potential opportunities for future hotels close to

existing visitor attractions but only if demand is outstripping supply or where there are gaps in the market.

2.48 Some hotels may be conversions or redevelopment of existing buildings. Some may form part of an

overall regeneration of an area. Where possible, proposals for new accommodation should form part of a wider mixed use development, maximising the opportunity for enabling development to cross fund the tourism project.

2.49 Holiday parks are important largely for the domestic tourism market in terms of the volume of rural

tourism bed spaces they provide and the economic benefits that flow from this scale of tourism activity. Such parks may offer a range of accommodation, including static caravan holiday homes, low carbon holiday chalets and pitches for touring caravans, motor-homes, camping and other more novel accommodation as well as a diverse range of infrastructure and amenity provision.

2.50 Self-catering tourist accommodation in the countryside is by and large well provided for throughout

Scotland. As a result, it should only to be encouraged in areas where existing supply is not meeting demand as shown by occupancy levels or where they are being added to an existing successful operation and are at the right quality levels to meet visitor needs.

2.51 The development strategy focuses on the need to make further provision for large hotels in our cities

and key locations to support the visitor experience and to maximise economic benefits.

2.52 Priority areas for investment in accommodation include: a. Investment in new hotels, with an emphasis on serving 4 and 5 star markets

especially in city centre locations, which will support business tourism in particular around major conferences;

b. Investment in new and existing hotel accommodation in rural areas, including the country house hotel product, within main tourism locations such as Loch Lomond, the Highlands and Islands, Perthshire and Cairngorms;

c. Investment in rural areas in new and existing self catering accommodation, bunkhouse provision, holiday parks and eco-friendly developments which support the wider “rural tourism product”; and

d. Accommodation investments that take account of and enhance access for visitors with disabilities and access issues.

2.53 This strategy is shown in Plan 2.


2.54 Resort Development Extensive research undertaken by Scottish Development International explored the potential for Scotland to attract major international investment in resort development and new accommodation models such as fractional ownership.

2.55 Resorts are defined in the Plan as being destinations where a collection of activities, such as eating,

sleeping and recreation, can be undertaken in one defined location. Gleneagles and Turnberry are examples of long established Scottish resorts. Taymouth Castle and Archerfield are examples of recent and ongoing resort development which seeks to provide a complete visitor experience on site.

2.56 Golf has been central to the development of the resort experience across Scotland and with its overall quality and history, it remains one of the core activities to attract visitors.

2.57 Resorts can be located in an urban or rural setting depending on the market being served. Edinburgh

and Glasgow remain hotspots for urban resort development sometimes related to an area’s heritage value. Rural resorts tend to depend on the quality of the environment for locational choice but these resorts can help manage and sustain existing designed landscapes controlled by these resorts.

2.58 Influencing factors to attract new investment from developer and operator requirements include

aspects such as high quality scenic value, heritage value, image and customer awareness, a mix of markets and relatively easy access to international and domestic airports and to rail, road and ferry infrastructure.

2.59 The research concludes that Scotland’s tourism offering is found to meet many of the criteria which

international investors and developers use when considering investment locations. Much effort continues to build strong relationships with this community and engage in dialogue to secure future investment.

2.60 Particular locations feature highly when applying the investment criteria used by potential investors to

evaluate the efficacy of Scotland’s product. These have a strong fit with customer research around where visitors want to go and what they want to experience whilst here. Research of six resorts in Scotland showed that they were attracting more than 60% of their visitors from outwith Scotland. This market share is critical to the future development and growth of the industry.

2.61 Resort development offers significant economic opportunities to Scotland as a result of the

employment which they create, especially welcome in rural areas. The off-site spend and supply chain which they support and the nature of visitor which they attract is also important.

2.62 General locations where investment opportunities exist for a resort product are shown on Plan 2 and

include the following:

Edinburgh-East Lothian corridor; Glasgow; The A9 Stirling-Perth corridor; Loch Lomond and The Trossachs National Park; Skye and Kyle of Lochalsh; Inverness, Loch Ness and Nairn corridor; and Cairngorms National Park.


However opportunities for resorts will arise where appropriate estates or mansions come to the market. Forestry Commission Scotland and other large private estates may have opportunities to develop forest tourism through the resort model.

2.63 The creation of new resorts will act as a catalyst to wider investment. These new resorts therefore

need to be sensitively and sustainably located to benefit the visitor economy. A resort’s ongoing operations can also help maintain and manage supporting heritage, landscape and other environmental assets from which it secures a market benefit.

2.64 The location of these proposed resorts needs to be informed by partnership working between all

relevant agencies and organisations especially SNH and Historic Scotland, as well as the local authority, and supported in the relevant development plan.

2.65 Scotland’s existing resorts will benefit from ongoing development and expansion. This ongoing

opportunity together with the promotion of the wider tourism resources in their locality needs to be explored and identified in the emerging development plans.

2.66 Priority areas for investment in urban and rural resorts should include:

a. Investment in new resort product in Scotland which will attract new international markets and generate higher returns for the industry;

b. Investment in the wider tourism product in areas where existing resort development is progressing in order to maximise the wider impact of the core investment; and

c. Continued engagement by Scottish Development International with key contacts in the international developer and operator community, to facilitate the delivery of investment.

2.67 Plan 2 highlights the spatial framework for these priorities.

2.68 Conference, Exhibition and Event Infrastructure The business tourism and events sectors are highly competitive and discerning markets. Competitor destinations, domestically and internationally, are undertaking significant investments in upgrading existing venues as well as developing new venues and offerings.

2.69 For a number of years, Scottish cities have fallen in the International Congress and Convention

Association rankings. This measures the number of international association conferences hosted by a destination. Whilst several investment and refurbishment projects have either recently been undertaken or are in the planning stages, in order to enhance Scotland's competitiveness, significant additional investment is needed in this sector.

2.70 Developments in Glasgow for the 2014 Commonwealth Games, such as the National Arena, and on-

going investments in the Scottish Exhibition and Conference Centre (SECC) and the Edinburgh International Conference Centre (EICC), will continue to increase the attractiveness of Scotland as an international conference, exhibition and event destination. Aberdeen is internationally recognised as Europe’s renewable energy capital.

2.71 There are many opportunities across Scotland to attract smaller conferences which can be more readily

accommodated within existing venues (many owned by local authorities or the tertiary education sector) and capable of securing their accommodation requirements within the existing supply or even their own stock.


2.72 However, to significantly grow the market beyond the next decade, the sector needs to invest in new venues, particularly a venue that can attract conferences of 3000+ delegates. The requirement by organisers for facilities to be accessible (well within an hour of an airport with direct international and regional connections), focuses such investment opportunities within the proximity of Scotland’s main international airports of Edinburgh and Glasgow.

2.73 Scotland also has an opportunity to redress the current mismatch between the availability of existing

conference facilities and accommodation supply. The scale of quality accommodation outside of Edinburgh and Glasgow is limited, particularly in areas such as Perth and Aberdeen.

2.74 Throughout Scotland, the shortage of hotels offering accommodation in excess of 300 rooms is an

impediment to growth in corporate conferences. Corporate conferences generally prefer all delegates to be housed in the same hotel. With industries such as pharmaceuticals, imposing guidelines prohibiting the use of 5 star hotels and resorts, and other industries becoming increasingly cost-conscious, there is demand and need for quality 4 star and even 3 star accommodation.

2.75 Investment in new accommodation, as well as the upgrading of existing supply, enables Scotland to

maximise existing and future opportunities present in this sector. 2.76 Good accessibility is also essential to both the maintenance and further development of the

conference, exhibition and event market. 2.77 For a step change to occur in this sector, there needs to be an increase in direct air route access to

Scotland from international hubs. The most important hub is London, although direct air access from European cities is also frequently a deciding factor in the time-critical business tourism market.

2.78 A significant investment and growth opportunity is offered by high-speed rail links from London and

other major centres such as Manchester, which will strengthen Scotland’s appeal among the all-important domestic market, especially for Edinburgh and Glasgow. Rail is a real and viable alternative to flying. This trend will continue to increase as the sector’s focus on sustainable travel increases.

2.79 Venue catering also offers a significant area for future growth and investment. The quality of catering

within existing conference, exhibition and event facilities needs to be of a consistently high standard. Venues will increasingly be required to cater not only for dietary but also cultural requirements, offering quality Scottish food and drink which will enhance a delegate’s Scottish experience.

2.80 One of Edinburgh’s largest venues (the EICC) has been expanded and a further venue is now required

in the west of the City to fulfil the growing needs of this market. Facilities required to host the 2014 Commonwealth Games in Glasgow will provide a great opportunity to showcase the City and the nation to both domestic and international visitors alike. There is a requirement for a new arena at the existing SECC and new banqueting facilities in excess of 1,000 capacity is also identified.

2.81 The requirements for new or expanded conference, exhibition and event infrastructure will require

coordinated planning to identify strategic sites in the relevant development plans to ensure a coordinated approach to their investment and delivery.

2.82 Priority areas for investment in conference, exhibition and event infrastructure should

include: a. Investment in new venues close to major Scottish airports to support conferences

and exhibitions of scale; and b. Investment in quality accommodation of scale at 3 star and above.


2.83 The thrust of this development strategy is to focus on the need for new venues well within an hour of Scotland’s international airports in order to support conferences and exhibitions of scale. The location for new venues therefore includes Edinburgh, Glasgow and Aberdeen with some limited opportunity at Inverness and other key locations. This development strategy is largely determined by accessibility to international airports and supported by mainline stations, and is shown in Plan 2. This strategy and its spatial framework as shown this plan will be reviewed following this consultation.

2.84 Theme 3. What to See and Do

Following on from transport and choosing a place to stay, the customer journey next considers the range of things to see, do and experience

2.85 This Theme includes the improvement of existing visitor attractions and the overall improvement of the

visitor experience. Some key characteristics are evident from the customer analysis which Scotland’s attraction and activities products require to meet. These include a need:

To present and interpret Scotland’s heritage, culture and landscape; To be innovative, offer quality and take advantage of Scotland’s local product, not only in

food and drink but also in other areas; and For recognition of the importance of the landscape, scenery and natural environment and its

accessibility to visitors, whether for gentle or more adventurous pastimes. 2.86 Improving Visitor Attractions and Experience

Much work has already taken place to develop some of these opportunities. New and continued investment can maintain and increase the momentum and enhance the attractiveness of Scotland’s key market opportunities.

2.87 Securing an all year round seasonal offering in the visitor economy at key locations around Scotland remains important and the programming of festivals, and events aimed at national and international markets as well as regional markets is key to stimulating market demand.

2.88 Given the significance of Scotland’s history and heritage as a major attraction for tourists, it is

important that levels of investment are maintained by those responsible for the restoration, refurbishment and maintenance of Scotland’s historic built environment.

2.89 There are opportunities for the heritage tourism sector to increase its value to the visitor economy and

seek to increase revenues from their attractions leading to greater investment in their respective assets. 2.90 In addition to investing in the core asset or attraction, it is also important to ensure that supporting

aspects which are very important to the customer journey also reflect the overall quality which our visitors experience. This includes elements such as signage, access and interpretation.

2.91 Factoring in tourism and visitor facilities and supporting infrastructure should be an integral part of

proposals for the expansion of towns or cities where the visitor experience can be improved. Promoting expansions of settlements which can also improve their overall attraction to visitors and can add value to the visitor economy through mixed use development is to be encouraged.

2.92 The emerging development strategy is based around Scotland’s assets. These are considered in terms

of the following: Scotland’s Countryside Scotland’s Coasts, Seas and Waterways


Scotland’s Outdoor Activities Scotland’s emerging Niche Markets Scotland’s National Parks Scotland’s Produce

2.93 These topics presents an opportunity for the development of spatial growth strategies for the visitor

economy following various models of spatial planning such as ‘core and cluster’ or ‘growth corridors’ around these topics, individually or in combination.

2.94 The Spatial Framework to 2020 for Visitor Attractions and Experiences is set out as follows and again, will be reviewed and finalised based on responses to this consultation. There are considerable opportunities to develop informed and integrated development strategies across Scotland.

2.95 Scotland’s Countryside

Scotland boasts some of the best countryside in the world, attracting many visitors to take part in a wide range of activities as well as simply enjoying the relaxing environment. Scotland’s nature and landscapes are highly valued assets – important to our communities and those who visit Scotland.

2.96 Many of Scotland’s landscapes are protected by a diverse range of natural heritage designations and the overall aim is to facilitate positive change whilst maintaining and enhancing their special characteristics.

2.97 Our access rights into these landscapes are highly valued and create assets for the visitor economy.

2.98 Scotland’s paths and trails

Extensive investment has been made in a range of multi-purpose routes establishing Scotland’s Great Trails. These provide access to the countryside and allow visitors to enjoy a wide array of activities and pastimes. It is important to note the significant work of Scottish Natural Heritage, local authorities and Scottish Canals in developing access and related facilities to a wide range of countryside including hills, mountains, coastlines, waterways and designed landscapes including gardens.

2.99 There is an extensive network of key routes for recreation and active travel across Scotland which is within easy reach of many of our existing cities, towns and villages, serving a wide range of users. This growing network appeals to both residents and visitors, encouraging more off-road journeys, on foot, by bike, horseback or on water.

2.100 Many of these routes have been developed at a local level, providing core paths and routes which are particularly important in extending the visitor experience and visitor stay within towns. Investment has also been made in developing and maintaining nationally and regionally important routes such as the West Highland Way and the Cowal Way. These provide opportunities for longer stays to be built around our countryside offering.

2.101 Such investments take the basic asset of our natural environment’ provide ways to access the outdoors

in a more sustainable way and create opportunities to establish business ventures. 2.102 Forestry Commission Scotland (FCS) manages around 1,200km of marked multiuse trails and 1,300km

of cycling/mountain bike trails. FCS continues to develop its path and trail network on its substantial land holdings across Scotland with wider benefits for the development and contribution to the visitor economy.


2.103 Forest Tourism

This encompasses the visitor experience in Scotland’s forests, owned by FCS or private estates. Forest tourism includes many different active, cultural and heritage experiences. Over 9 million visitors annually come to Scotland’s national forest estate and it is worth over £200M to the Scottish economy, supporting circa 18,000 jobs.

2.104 Scotland’s national forest estate extends to 1.5M hectares of land with Forestry Commission Scotland managing 640,000ha which 480,000ha is wooded. Forest tourism supports many activities including:

Camping and forest homes; Wildlife tourism; Walking, cycling and mountain biking; Paddle sports; and Horse riding.

2.105 Motorsports, orienteering, mountain biking, dog sports, triathlons, and festivals are some of the events

held in Scotland’s forests and woodlands. 2.106 Some forest landscapes are iconic and deliver cultural and natural heritage experiences e.g. Glen Affric

- often called Scotland’s most scenic glen; Loch Katrine - inspiration for The Lady of the Lake; Perthshire Big Tree Country - the gateway to the Highlands; Queens View - a truly majestic panorama; Galloway Forest Park Dark Skies; Glenmore and Rothiemurchus - home to ancient pines, an award winning beach and amazing mountains; and southern Scotland - a modern mountain biking icon.

2.107 Forestry Commission Scotland has 6 Forest Parks and many visitor sites within its portfolio. The Forest Parks are the flagship visitor sites. £8.5 M was recently invested in Glentress Fell in the Tweed Valley Forest Park and £2M investment is now underway at Queen Elizabeth Forest Park.

2.108 Other land managers involved in forest tourism include the National Trust for Scotland, Atholl Estates,

Scottish National Heritage, RSPB Scotland, SWT, Bucchleuch Estates and many other large estates as well as local authorities across Scotland. Development opportunities are being progressed in these estates to expand and diversify their businesses.

2.109 A number of development opportunities are being explored across the FCS estate. Cairngorms

National Park Authority is preparing a planning brief to guide future developments at Glenmore. A masterplan will be prepared for Glentress Peel, in Tweed Valley Forest Park, informing all future developments. Leanachan (by Fort William) is already allocated for tourism development. Feasibility work carried out in collaboration between SDI, SE, HIE and FCS indicates that locations such as Tweed Valley and Leanachan may be suitable for international resort-type developments. There may be other locations within the Scottish forests where a similar collaboration could take place.

2.110 FCS has substantial landholding in areas where destination development is proposed, as follows:

East Aberdeenshire; Cairngorms National Park; Loch Lomond & Trossachs National Park; The Great Glen; Fife; Argyll; Highland Perthshire; and


Dumfries & Galloway. FCS is open to discussion on undertaking further investigative work in these localities and to refine these into more specific proposals. This forms the core of the forest tourism strategy to 2020 as shown in Plan 3 and will be further developed following the consultation process.

2.111 Scotland’s Coasts, Seas and Waterways

Scotland’s marine leisure industry is currently estimated to be worth approximately £250M per annum, with the west coast of Scotland widely acknowledged to have some of Europe’s best sailing. Marine Scotland is responsible for the sustainable management of our marine environment around the Scottish coast and a National Marine Plan is under preparation. Scottish Canals is responsible for the management of Scotland’s network of canals and waterways.

2.112 Leisure and recreation interests are made up of a number of sub-sectors. Coastal tourism sector takes advantage of historic castles, picturesque fishing villages and links golf courses. In recent years, a thriving wildlife tourism industry has established itself in areas around Scotland, allowing visitors to experience whales, dolphins, and porpoises (cetaceans), seabirds and dramatic coastal scenery.

2.113 Scotland is marketed around the world as a destination for marine leisure and recreation pursuits, with resulting visitors bringing substantial revenue with them. However, the value of an award-winning beach (Blue Flag or Seaside Award) to a local economy is important in terms of attracting visitors, tourists or encouraging the local population to enjoy what's on their doorstep.

2.114 There is little standardised information on participation in marine leisure activities in Scotland, although individual sports and sectors gather data for their own purposes. The British Marine Federation's (BMF) aggregated estimation of participation within Scotland during 2007-2009 suggests that the most five popular activities are:

Spending general leisure time at the beach (309,250 visitors); Coastal walking (230,500 visitors); Outdoor swimming (224,500 visitors); Boating activity (213,750 visitors); and Sea angling from shore or boat (139,000 visitors).

2.115 Marine recreational activity is widely distributed around Scotland. The Firth of Clyde and the West

Coast are world renowned for their sailing conditions, offering opportunities for day sailing, racing and cruising in relatively sheltered waters within spectacular scenery. The provision of associated facilities, such as marinas, boatyards and moorings at convenient intervals adds to the attraction of this area.

2.116 Recreational sea angling retains a Scotland-wide profile but the numbers actively participating vary from region to region. Reflecting the major centres of population, the greatest numbers of sea anglers are based in the central belt but often have to travel some distance to participate in their sport. Dumfries and Galloway, the west coast in Argyll and the north east coast are all hot-spots of sea angling activity, attracting participants from well outwith these areas.

2.117 Niche markets include sea kayaking in the Outer Hebrides, paddle-sports in the Great Glen, surfing

and kite surfing on the north east coast, and windsurfing in Tiree, and Machrihanish.

2.118 The Orkney Islands attracts divers from all over the world to explore the remains of the scuttled German High Seas Fleet. Diving also occurs around St. Abbs Head and Eyemouth, in various sea lochs


off the west coast and in the Sound of Mull, with growing interest in Argyll, the Moray Firth and north-west Scotland.

2.119 Extreme conditions are generated on the western seaboard and north coast and attract surfers, especially in areas that support surfing events such as Thurso. Surfing including kite surfing is also commonly pursued along the south east coast, from Edinburgh down to Coldingham Bay.

2.120 Canoeing and kayaking are popular in coastal areas. Since access is the primary requisite, shoreside

facilities are less important for this sport than for some others.

2.121 Marine wildlife watching is emerging as a significant sector within the wider tourism industry. Cetacean watching in the Moray Firth has grown significantly and continues to develop along the west coast. Along the Scottish coastline, bird watching continues as a major element of local tourism as highlighted by the Scottish Sea Bird Centre at North Berwick.

2.122 In many cases, it is the capacity of the hinterland to support a proposed development which is more relevant than the ability of the marine environment to accommodate the uses required of it. Investment has taken place recently in major infrastructure projects in Stranraer, Rothesay, Ardrossan and the upper Clyde, and new moorings have been constructed in Largs, the Cumbraes and throughout Argyll and the islands.

2.123 On the Clyde alone, some 30% of the boats are not Scottish owned. This is a 50% increase since

1996. This figure is likely to continue to increase as the demand for berths in England, Ireland and Wales now significantly exceeds supply. It is also perceived that Scotland, and the Clyde in particular, offers better sailing with cheaper and more available berthing than in the rest of the UK.

2.124 There are currently over 2,700 pontoon berths and 2,000 moorings in the Clyde with a further 1,000

berths currently being planned or developed. Marina operators consider that even this may not be enough and that the number of pontoon berths may have to double in the next 10 years to meet demand.

2.125 Further north, recent investment in the new marina facilities at Inverness has seen many of the new

berths being taken up by boat owners from outwith Scotland, further illustrating the expanding market demand.

2.126 Continued expansion of the sailing product is constrained by the lack of berthing both at many

marinas and favoured destinations, including Inverness, Inverclyde and North and South Ayrshire. Expansion in this sector is necessary in order for growth to be achieved, and with it the wider benefits to Scotland’s economy.

2.127 Marine Scotland has defined 11 Marine Regions around the coast of Scotland, ranging from the

Solway around to the Forth. Marine Scotland is formulating a development strategy for the marine leisure and recreation sector:

Sailing - Sailing Tourism Development Strategies for the Clyde, West, North and East areas will

identify geographic and development priorities such as the encouragement of more 'home port' residential berthing for Scottish markets and for those from outside Scotland:

o West: an emphasis on creating strategic hubs/clusters of berthing to service all the

visiting markets and enhance the quality of the sailing product/experience to ensure


growth in the economy and distribution of economic benefit to many fragile rural disadvantaged areas.

o North: the creation of a 'string of pearls' and visitor nodes to encourage sailing

itineraries in the area and attract visitors from Scotland and elsewhere, especially northern Europe.

o East: developments will be primarily influenced by a very local domestic market

Recreational sea angling - implementing activities identified in the Strategy for Recreational

Sea Angling aimed at delivering more and bigger fish, encouraging uptake of the sport and promoting best practice amongst sea anglers.

Diving - the idea of creating artificial dive sites will have been explored with possible sites and different options identified and considered.

Marine wildlife watching - Potential for expansion is being realised but with no adverse effect on the natural features being watched.

2.128 VisitScotland and Marine Scotland with other agencies will continue to collaborate to ensure that

visitor economy potential is realised on appropriate marine environments supported by appropriate onshore infrastructure and facilities.

2.129 Scotland’s Canals Scottish Canals is responsible for the management of the Caledonian, Crinan, Forth & Clyde, Union and Monkland Canals. Its development strategy is based on creating destinations in key locations across Scotland including major city centres e.g. the new quarter at Edinburgh Quay, major regeneration projects such as The Falkirk Wheel and The Helix as well as developments at Highland tourist locations. Opportunities include commercial, residential, leisure and water based schemes ranging from small developments to major regeneration projects.

2.130 Working in partnerships with stakeholders and the community, Scottish Canals is planning ventures

with the private sector and other investors to deliver proposals within what is unquestionably some of Scotland's most exciting and scenic areas.

2.131 Scotland’s Outdoor Activities Scotland offers a diverse range of outdoor activities and the range and choice continues to grow. Some of our outdoor activities now enjoy international as well as national standing such as golf and mountain biking.

2.132 Skiing and snowboarding These have long been popular in the Highlands at Cairngorm Mountain, Nevis Range, Glencoe Mountain, Glenshee and Lecht, and are core to our outdoor activities and experiences in Scotland. This has help establish vibrant centres which now support a greater range of activities and supporting infrastructure. It is a development model for other outdoor activities to consider.

2.133 Golf The strong positioning of the golf product on the international events circuit as well as a location for the regular hosting of the Open Championship and as a venue for the 2014 Ryder Cup provides Scotland with an internationally competitive asset. This continues to act as an important component of future industry growth. The golf product in Scotland has a number of particular strengths which form


the basis for future investment and growth of the sector. The visitor analysis showed that golf is an important attractor for visitors with Scotland being seen as the ‘Home of Golf’.

2.134 There are currently over 500 golf courses in Scotland, many with international appeal. Many contribute

to a supporting element of the overall golf experience, offering an authentic Scottish golf experience away from the well known venues. Additionally, customer analysis suggests that Scotland represents value for money compared to some destinations, such as Ireland and Portugal.

2.135 Building on the positioning as the ‘Home of Golf’, Scotland has the potential with the right investment

to compete internationally, offering a very high quality experience in the recognised golf destinations such as St Andrews, Aberdeenshire, Ayrshire, Angus and East Lothian, as well as growing interest in parts of the Highlands.

2.136 Golf can be central to the wider resort experience, helping secure investment in 4 and 5 star hotel

accommodation and in resort development, as well as a range of other accommodation options.

2.137 Mountain Biking Scotland is now recognised by the International Mountain Biking Association (IMBA) as a world class venue. The investments which have been made in mountain biking infrastructure in recent years provide an example of where Scotland can now compete internationally and attract markets which previously would not have considered Scotland. Mountain biking is worth around £120M annually to the visitor economy. This growing market benefits from the provision for off-road cycling with an estimated 16,000km of paths, and its progressive access legislation.

2.138 Further potential exists to support both the international appeal of Scotland to the mountain biking

community, with particular opportunities for investment around:

Glentress; Galloway Forest Park & the Seven Stanes; Queen’s View; Aberfoyle & The Trossachs; Glenmore; Golspie / Strathpeffer; and Fort William.

2.139 As well as continued investment in track provision and maintenance, there are investment

opportunities around supporting infrastructure such as visitor centres, specialist retail, catering and accommodation.

2.140 The immediate target now is to finalise the extent and coverage of the path, trail and route network to

be established by 2025 both at the national and regional level, involving key partners and stakeholders. This will allow other supporting infrastructure to follow.

2.141 Responses to this consultation will determine the other outdoor activities to be incorporated into the

development strategy. 2.142 Sports tourism (attendance at matches) is also an important part of the visitor economy, with events

such as the Commonwealth Games, and Ryder Cup (with their infrastructure legacies) providing an international profile for Scotland. Regular support to local economies is also provided by attendance and overnight stays at international and other national games for a range of sports such as football and rugby.


2.143 Scotland’s emerging Niche Markets

Outdoor activities continue to be a developing market. In addition to areas of significant opportunity related to countryside and coastal access outlined earlier in this Theme, there are emerging niche markets can be strengthened and developed to support the positioning of Scotland internationally.

2.144 Whilst the relative impact of these niche markets is less for Scotland as a whole, they play an

important part in the diversity of the tourism economy for many rural areas. These provide Scotland with opportunities to compete for international events which can then boost the wider profile of the destination.

2.145 The promotion of individual niche markets is welcome through this consultation. It is recognised that emerging or innovative services need nurturing and support to flourish and help sustain growth in the visitor economy.

2.146 The development strategy for this sector will be established following consultation. 2.147 Scotland’s Built Heritage

Our historic villages, towns and cities draw visitors who come to experience our culture and sample an authentic experience ranging from iconic destinations such as Edinburgh Castle to Skara Brae in Orkney. Our best are valued as World Heritage Sites for their outstanding universal value. This historic environment is at the core of Scotland’s cultural heritage.

2.148 It includes ancient monuments, archaeological sites and landscape, historic buildings, designed landscapes and gardens. These can be combined and themed to develop combinations of attractions. Most of our historic environment can accommodate informed and sensitively managed change to accommodate new uses whilst accommodating its inherent special characteristics. Such new development opportunities are welcome.

2.149 It is envisaged that the many opportunities for future development within our built heritage will be identified through the consultation process and will be incorporated into Annex 4, allowing planning authorities to develop individual responses through their development plans..

2.150 In order to remain competitive, it is vital that the quality of our natural environment is mirrored in the quality of our built environment within those villages, towns and cities which attract visitors. As well as the ongoing conservation of our heritage, there is a need to consider the overall visitor experience.

2.151 Investment in regeneration in Glasgow in recent years has helped transform much of the public realm and general appeal of the city’s built environment. Edinburgh has also seen large scale public investment to maintain and improve the overall attractiveness of the city. On a smaller scale, locations such as Stirling and Perth as well as other towns across Scotland have invested in public realm in an effort to provide a higher quality of overall visitor experience.

2.152 Moving forward, this type of investment, particularly within major gateways to Scotland and our

tourism hot spots is critical to Scotland competing internationally both for visitors and for wider investment into the economy.

2.153 This investment in public realm is generally led by the public sector and there is an increasing focus on the improvements to public realm in our city and town centres. Funding mechanisms continue to be required to be developed to ensure that the place attractiveness of Scotland continues to be delivered.


2.154 Scotland’s National Parks Scotland has seen the creation of its first two National Parks in recent years. The first National Park is Loch Lomond and The Trossachs, close to the central belt and the major population base provides a wide range of outdoor activities and is home to one of Scotland’s most recognised tourism assets - Loch Lomond. The second National Park is in the Cairngorms which is the largest National Park in the United Kingdom. It provides a much more rugged and wilder experience than Loch Lomond, as well as incorporating Royal Deeside.

2.155 The quality of the natural landscape within each of the National Parks is without question. The challenge is in providing a quality of accommodation, built environment and general tourism infrastructure to meet visitors’ expectations which maximises the economic value to Scotland of these two internationally branded assets.

2.156 Both National Park Authorities continue to develop a proactive approach in their development plans to accommodate sustainable developments in their respective areas. Both National Park Authorities provide exemplar development policy frameworks and approaches on how to plan for the visitor economy.

2.157 There are opportunities for further resort development within each Park, the need to provide more quality accommodation and develop and expand visitor attractions.

2.158 It is recognised that there is also an ongoing need for investment in public realm in the key settlements and a requirement for supporting tourism infrastructure, such as the enhancement of facilities along scenic routes, improved car parking, more lay bys at scenic views, with interpretation to be of a standard which matches their designation as a National Park.

2.159 Priority areas for investment in attractions, activities and visitor experience include:

a. Investment in managed access to the countryside and coasts to maximise the enjoyment of the visitor of the landscape;

b. Further development of the national mountain biking, watersport and wildlife experience;

c. Investment in accommodation across the serviced and non serviced sectors, but with particular emphasis on new resort development which can act as a catalyst to wider investment within the National Parks.

d. Expansion of forest tourism which utilises Scotland’s forest and woodlands and support the wider activities market;

e. The creation of additional berthing facilities and integrated marinas which include restaurant and retail development;

f. Investment in golf related tourism accommodation at the top end of the market which builds on Scotland’s positioning as the “Home of Golf”;

g. Targeted infrastructure investment in niche activity markets on which Scotland can build its profile internationally as an activity destination.

h. A programme of investment in public realm in Scotland’s main leisure and business tourism locations such as Edinburgh, Glasgow, St Andrews and the National Parks;

i. A recognition of the role of gateways to Scotland’s main tourism destinations and programme of investment in the built environment around locations such as routes from airports and ferry ports and at cross border points on strategic roads;

2.160 The visitor attractions and their quality are one of the corner stones of the visitor economy in Scotland.

The development strategy to 2020 sets out the broad framework for the future opportunities in this


theme. This is shown in Plan 3 with a further review following on from this consultation exercise. This strategy and its spatial framework as shown will be reviewed following this consultation.

2.161 Scotland’s Produce It cannot be overstated how important food and drink is both to the financial health and wellbeing of Scottish tourism as well as to the visitor experience. Its quality and image is inextricably linked with our natural environment and heritage.

2.162 Scotland has international brands in our national dress and our Scottish clothing including our clan and modern tartans, Harris Tweed and cashmere. This equally applies to our unique and our internationally renowned malt whisky. Delicacies such as haggis, Arbroath Smokies, Stornaway Black Pudding and many more represent examples of strong regional brands. Scotland has an abundance of quality and fresh produce. In Scotland, current visitor spend on food and drink represents about 20% of all tourism expenditure, approximately £850M per annum.

2.163 Our produce has enabled a speciality retail market to be developed across Scotland ranging from destinations such as the House of Bruar to stop overs at woollen mills located in our popular tourist destinations. The support of retailing Scottish produce including local arts and crafts to establishing visitor attractions combined with the sale of quality food and drink is a popular and proven business model. Farm shops and estate shops are a welcome addition to retail choice in the countryside. There is scope to continue to further develop speciality retailing as part of the infrastructure of the visitor economy.

2.164 Scotland’s unique malt whisky heritage is internationally known and its distilleries across Scotland support many visitor attractions, some themed along the established Malt Whisky Trail.

2.165 The country and field sports across many rural estates are internationally important. Scotland is known

as mature sporting destination that offers outstanding experiences amongst stunning and dramatic landscapes. Scotland offers great choices from salmon on world renowned rivers such as the Tweed, Tay, Dee and Spey to deer stalking, sporting bird and red deer shooting, as well as coarse and sea angling.

2.166 Scotland has a natural abundance of local produce which is both fresh and of high quality. This represents a major opportunity to develop distinctive experiences from in house catering to food and drink visitor attractions that will contribute to Scotland’s ability to compete in a challenging international marketplace.

2.167 Visitor research highlights that along with accommodation, visitors felt that improvement of the quality of their food experience in Scotland would improve their overall visitor experience. The importance of food as part of the visitor experience will continue to grow in significance as visitors are exposed to a greater variety of high quality produce in their daily lives.

2.168 Eating locally distinctive food, experiencing new and exciting flavours and having easy access to a choice of catering – while providing good value for money, are essential components of a memorable tourism experience.

2.169 The ongoing promotion of festivals promoting local produce and drinks continue to gain in popularity along with more local events such as farmers markets.

2.170 Many areas across Scotland will find it difficult to affect a growth step change if they do not develop and support quality catering outlets, at all pricing levels, that provide visitors with the type of product and experience which research shows is so important. Investment in local or regional quality catering


provision particularly in Scotland’s conference, exhibitions and events sectors is also vital to the ongoing growth and support of this sector.

2.171 Development Opportunities

The Spatial Framework to 2020 sets out the development strategy to develop growth in the visitor economy. It provides the broad framework within which specific development opportunities can be promoted and supported.

2.172 Annex 4 will be the reference point for future opportunities following this consultation exercise, informing planning authorities of future prospects for all three Themes. This Draft Plan is now seeking to capture these responses from the consultation process and establish the future aspirations and ambitions for growth to 2020 for each local authority.


3.0 Making it Happen 3.1 Introduction

The national development strategy and spatial planning framework has been prepared to promote and encourage investment in upgrading or adding to the essential infrastructure needed for further growth in the visitor economy.

3.2 Most local authorities across Scotland will have already considered tourism as part of their Single Outcome Agreements with Scottish Government. In addition, there are 15 area tourism partnerships with corresponding plans across Scotland.

3.3 VisitScotland welcomes the ongoing contribution that each Council makes through its development

plan to address the contribution and role of the visitor economy in delivering sustainable economic growth in the planning authority’s area.

3.4 The Plan’s Requirements for emerging LDPs There is no prescriptive format for the content of a Main Issues Report or a Proposed Plan. However, VisitScotland would like planning authorities to consider whether the local visitor economy and its tourism opportunities are a ‘Main Issue’ at the early stage of the LDP’s preparation and to engage with as many agencies as possible in this action.

3.5 VisitScotland welcomes the on-going involvement of planning authorities to further refine and develop their existing development strategy and proposals to secure growth in each local visitor economy, with each authority considering how best it can respond to develop its own bespoke requirements. Opportunities are highlighted for each local authority to consider as part of its emerging development strategy for the visitor economy. These are set out in Annex 4 and more will be added to through this consultation process.

3.6 Spatial Guidance In addition to the creation of a supportive policy framework in LDPs, spatial guidance, where appropriate and through consultation with key organisations, should provide greater certainty for investors and developers in the development management process.

3.7 Proposals Maps should therefore complement the LDP policy framework, identifying the appropriate locations for infrastructure or proposals to serve the visitor economy. Locations need not be site specific if flexibility is required about the choice of site(s).

3.8 The appropriate development plan response will vary across Scotland, depending on the value of the visitor economy to the local economy. Supplementary planning guidance and the LDP Action Plan can play a fundamental role in the implementation process.

3.9 An integrated approach The aim is that this Plan will give direction and guidance for investment by both the private sector and public agencies. It will also help co-ordinate efforts and shared objectives across the range of agencies and partners involved in the development of Scottish tourism.

3.10 The successful delivery of a tourism product is based upon the coming together of many different visitor experiences in such a way that it meets the particular needs of the customer. The visitor economy is virtually unique as a sector in that sense as it is dependent upon many different factors


being of an appropriate quality, many of which will be in the control of different organisations and individuals.

3.11 An integrated approach is therefore vital to identifying and prioritising the key investment requirements for Scotland. Investment in accommodation, attractions and activities, public realm, transport and many other aspects of tourism related infrastructure is required in order for the total experience to be of the level required to maintain Scotland’s global as well as national competitiveness.

3.12 This will be particularly important within the recognised tourism hotspots such as Edinburgh, Glasgow, the two National Parks, the Highlands and St Andrews, which draw visitors in large numbers and which play a huge part in positioning Scotland internationally. These core markets also provide the opportunity for surrounding areas to draw visitors to other local destinations and attractions.

3.13 Integration is also a key factor to encourage investment at local level where the provision of related services and facilities is often a key factor in determining whether or not a major development proceeds and ultimately is a success.

3.14 Industry and Public Sector Roles The visitor economy is an important part of every local authority’s economic well being. Scottish Development International has the lead role in attracting international investment to Scotland, a role in which it is currently active and which in recent years has seen strong relationships developed with developers, investors and operators who have shown interest in coming to Scotland.

3.15 Highlands and Islands Enterprise and Scottish Enterprise have a responsibility to invest in tourism product development where significant opportunities exist and are currently focussing on specific tourism destinations and products where comprehensive development plans offer the largest opportunities for tourism growth.

3.16 A range of other public sector organisations have a significant role to play in supporting an investment plan and driving investment in Scottish tourism. In addition to local authorities, organisations such as Historic Scotland, Forestry Commission Scotland, Marine Scotland, Scottish Canals, Scottish Natural Heritage, the National Park Authorities and Transport Scotland are all required to play a part in making investment which support the growth of the visitor economy.

3.17 The role of the public sector however, goes far beyond simply making direct investments in infrastructure. A strong role requires to be played influencing policy, encouraging industry action and facilitating the delivery of investment.

3.18 The aim of the Plan is to ensure that future decisions on tourism related development are considered in the context of an approved development plan as an enabling document. As such the approved development plan will recognise the positive economic impact which appropriate tourism development can bring to the rural area.

3.19 The private sector role in making direct investment is prime. The private sector makes the investment in developing new tourism infrastructure. The private sector takes the risk and most importantly reaps the benefits of a successful development.

3.20 The tourism business community engages with the customer on a daily basis and needs to inform the development opportunities and investment priorities presented in this Draft Plan. Additionally, there is an important role for the private sector to champion the development opportunities and investment


priorities both amongst their business colleagues and with key public agencies that may have a role to play in delivery.

3.21 The priorities set out within the Plan cannot be the responsibility of the public sector to deliver. If growth is to be achieved in tourism to 2020, it is the private sector which has the key part to play in making investments in quality and innovative products which will meet the needs of customers. Therefore, the successful development and delivery of any tourism proposal is highly dependent on collective ownership, commitment and partnership around the major investment requirements and opportunities which can support industry growth.

3.22 Action Plans for Investment

To ensure effective delivery, it is proposed that the Plan is supported by an annual Action Programme setting out how and by whom developments and other key elements of this tourism strategy will be implemented.

3.23 This Action Programme will identify actions, milestones, lead partners and delivery bodies, and will need to report on progress to allow effective monitoring. The Action Programme will be based on Action Plans for Investment (API).

3.24 These APIs will be collated by VisitScotland in conjunction with each local authority based on the development proposals and infrastructure upgrades promoted in the Plan and the delivery of the development opportunities highlighted in Annex 4.

3.25 The actions and information to deliver these APIs will be provided by a range of agencies. Annex 5 provides a proforma example of the API. These are intended to provide the key and common linkage between private and public sectors, providing progress reports which can assist in monitoring and updating progress on The Scottish Tourism Alliance’s national tourism strategy – Tourism Scotland 2020.

3.26 The Action Programme will be a working document, posted and regularly updated on the VisitScotland and the Scottish Tourism Alliance websites and therefore easily available to interested parties – recording the ongoing and planned investment being made in the visitor economy across Scotland.

3.27 VisitScotland along with other partners and delivery agencies will consider the content and responsibilities to make progress. Any Action Programme will be formally reviewed by these agencies.

3.28 The Action Plan for Investment supporting each development plan will be an important reference, monitoring progress at a local level.

3.29 A Tourism Development Plan Monitoring Report will report on the progress made in delivering the strategy at an agreed frequency, probably every three years. This Monitoring Report will be a key tool to help all participating agencies in the implementation process understand progress made and if necessary prioritise action or address impediments to delivery.

3.30 The Tourism Development Plan for Scotland will guide future investment in the visitor economy up to 2020. It will be reviewed and updated every three years to help inform and continue to guide investment in tourism priorities for the 2020s, using its 3 yearly monitoring cycle.

Annex 1 Contributing to Scotland’s Sustainable Economic Growth January 2013

Annex 1 Contributing to Scotland’s Sustainable Economic Growth


1.1 Introduction The visitor economy in Scotland contributes substantially to Scotland’s sustainable economic well being and future growth. It is recognised as a £11bn sector by The Scottish Tourism Alliance with over 20,000 tourism related businesses as highlighted in its publication – Tourism Scotland 2020.

1.2 Through utilising existing environmental, historical, cultural and geographic assets, the visitor economy

can be a key economic driver, capable of stimulating further sustainable growth and development opportunities. In towns and cities, the visitor economy can contribute positively to urban regeneration. In rural areas the visitor economy is important to the development of the wider rural economy through providing important opportunities for diversification.

1.3 Sustainable economic development is Scottish Government’s central purpose and should be reflected

in all development plans. It is brought about by balancing the needs of the visitor economy with those of the destination and the environment. The land use planning system has a key role by promoting development which will support the visitor economy.

1.4 This Plan provides a framework for identifying appropriate development opportunities across Scotland.

In some cases, it may be necessary to safeguard important tourism assets from harmful development. 1.5 This Plan therefore makes explicit the economic outcomes which can be realised by promoting

proposals and securing investment in the proposed development strategy advocated by this Plan. In this way, the visitor economy can play its part in supporting other related sectors in the local economy.

1.6 A complex set of interrelationships in the visitor economy can make it difficult to comprehend the full

economic value of the sector and predict future estimates of growth. It can be difficult to determine a clear economic view of the worth of visitor economy at the local level.

1.7 Given the relationship of this Plan and its implementation through the planning system, estimates of

the value of the visitor economy at a local authority level are important. 1.8 These estimates are not readily available further research will be needed to compile the full estimate of

jobs and value in the visitor economy for each local authority. 1.9 Visitor Economy – current and projected value

The Scottish Tourism Alliance has set the value of the visitor economy at close to £11bn (2011 prices). This comprises in excess of £4.5bn from overnight visitors and day visitors contributing a further £6.2bn.

1.10 The visitor economy in Scotland is made up of income generated by domestic (UK including Northern

Ireland), international and day visitors. Scotland’s visitors can most easily be categorised as either domestic or international, with the domestic market accounting for over 80% of the country’s total visitors - roughly 13.1 million visits per year. They also contribute to nearly two-thirds of the total tourism expenditure in Scotland, equating to approx £2.8 billion per year.

1.11 Current estimates of overnight expenditure indicate that in 2011, £3.13 billion was generated from

the domestic market (Source: Great Britain Tourism Survey and Northern Ireland Statistics and Research Agency), with £1.49 billion from international markets (Source: International Passenger Survey). In total, these overnight stays generate circa £4.62 billion.

1.12 In addition to Scotland’s strengths in leisure tourism, business tourism attracts over 2.6m visitors,

domestic and international alike, to Scotland and is worth over £826 million of Scotland’s £4.2 billion revenue.


1.13 Day trip visitors also account for a further £6.2 billion in income for the Scottish economy. 1.14 In total, the current visitor economy is worth circa £10.5 - £10.8 billion which equates to the £11bn

value in Tourism Scotland 2020. 1.15 Tourism Scotland 2020 sets a business goal to achieve an annual visitor spend of between £5.5bn and

£6.5bn by 2020 from overnight visitors. This represents an increase of £1bn or more (at 2011 prices) over current performance.

1.16 Tourism Scotland 2020 has identified potential growth, as illustrated in Diagram 3, in existing markets

as follows:

Market Current Value (2011) Growth Potential (2020) Home Turf £3.13bn £0.46 - £1.11bn Near Neighbours £0.73bn £0.14 - £0.30bn Distant Cousins £0.41bn £0.09 - £0.18bn Emerging Markets £0.03bn £0.04 - £0.05bn Total £4.30bn £0.73 – £1.64bn

Source: The Scottish Tourism Alliance

1.17 Tourism Scotland 2020 has identified the following assets as having growth potential:

Asset Current Value (2011) Growth Potential (2020) Activities & Adventure £0.76bn £0.09bn + Business Tourism £0.82bn To be confirmed Cruise £0.03bn Increased visitor numbers Golf £0.22bn £0.02bn - £0.11bn Mountain Biking £0.12bn £0.04bn + Sailing £0.10bn £0.04bn

Source: The Scottish Tourism Alliance

1.18 Economic Findings from Published Research by Local Authority for Hospitality Sector

It is acknowledged that there is a lack of consistent data by local authority/planning authority in Scotland. This makes it difficult to present accurate information on a comparable basis on the value of the visitor economy to local economies.

1.19 What is available is an overview of recently published research on the hospitality sector by the British

Hospitality Association. This information is presented to highlight the potential scale of this sectors’ contribution to the visitor economy at a local authority level. The hospitality sector is only part of the visitor economy.

1.20 The hospitality industry contributes significantly to many of the local economies of Scotland’s local

authorities. Hotels, guest houses, restaurants and cafes, pubs and clubs, and attractions play a vitally important role in the economic and social life of communities throughout the country.

1.21 The British Hospitality Association has commissioned recent research on the Scottish hospitality market

(October 2011). Its main findings relate to the performance of the Scottish economy in 2010. 1.22 The hospitality industry is one of the main pillars of the Scottish economy and the economic driver of

almost every part of the country. The sector includes:

NEAR NEIGHBOURS£0.73bn

DISTANT COUSINS£0.41bn

LONG GAME£0.03bn

HOME TURF£3.59bn - £4.24bn

NEAR NEIGHBOURS£0.88bn - £1.04bn

DISTANT COUSINS£0.50bn - £0.60bn

LONG GAME£0.07bn - £0.08bn

HOME TURF£3.13bn

GROWTH BY 2020CURRENT VALUE 2011

OV

ERN

IGH

TV

ISIT

OR

S

OTHERTBC

OTHERTBC

TOTAL (2) £6.2bn

TBC

TOTAL (1)£4.30bn +

TOTAL (1)£5.04bn - £5.96bn

DA

YV

ISIT

OR

STOURISM SCOTLAND 2020 GROWTH STRATEGY

Diagram 3: Growth in the Visitor Economy to 2020Diagram 3: Growth in the Visitor Economy to 2020

Source: (1) Tourism Scotland 2020 (2) VisitScotland


Hotels and related services including camping grounds and other accommodation; Restaurants and related services including pubs, takeaway food shops, licensed clubs, and

motorway service areas where hospitality services are the main activity for the latter; Catering including contract catering to both private and public sector clients, and in-house

catering across non-hospitality sectors, such as healthcare and education; Event management including conference and exhibition organisation; and Temporary agency employment across these sub-sectors.

1.23 In 2010, hospitality directly employed over 220,000 people and, indirectly, a further 120,000 – 8.6 per

cent of Scotland’s jobs. 1.24 It accounted for £7.9bn in turnover and £4bn to the Scottish economy in wages and profits (Gross

Value Added – GVA). 1.25 The overall distribution of employment across the Scottish Planning Authorities is shown in Table 1:

Hospitality Employment in Scotland 2010. 1.26 The listing of the local authorities presented in Table 1 (as well as Tables 2 and 3) is organised by the

four strategic development plan areas and then by the other planning authorities. The two National Park authorities are grouped together. This presentation of this available data allows key economic data to be aggregated for the spatial planning areas across Scotland.

1.27 In terms of direct hospitality employment, the largest local authority areas are Glasgow and Edinburgh,

followed by Aberdeen. Employment in rural areas is more diverse. 1.28 As a percentage of total employment, Highland and South Ayrshire are the two authorities most

dependent on hospitality in terms of employment – almost one job in every five. In no local authority area does the level of hospitality employment fall below nine per cent.

1.29 Table 2: Worth of Hospitality Industry to Local Authority highlights the economic value of the

hospitality sector to the visitor economy across Scotland. 1.30 Again, Edinburgh and Glasgow are the areas that contribute the greatest Gross Value Added (GVA) to

local economies but hospitality is a major contributor to wages and profits in all key tourism areas, especially Highland and Argyll & Bute.

1.31 SESplan and TAYplan City Regions are more dependent on the visitor economy than the other two

regions in terms of value (and also employment). 1.32 The distribution of employment in hospitality across Scotland is shown in Table 3: Growth in Direct

Employment to 2020. It is estimated that hospitality can create an additional 46,000 direct jobs by 2020 providing the right supportive framework is created. This excludes the potential additional jobs from indirect and induced employment opportunities.

1.33 These local authorities in Scotland with the highest levels of direct hospitality employment are

projected to create the largest number of net additional hospitality jobs. This needs to be reflected in the emerging development plans for these areas.

1.34 Hospitality’s wealth-generation and job-creation potential is spread throughout Scotland with towns,

cities and especially rural areas benefiting from its activities. It plays a significant role in the social and cultural life of every community.


1.35 Conclusions

The visitor economy plays key role in the Scottish economy with some areas more highly dependent on its on-going success to maintain their economic prospects.

1.36 The national tourism strategy (Tourism Scotland 2020) sets a strategy for Scotland to become a

destination of first choice, for a high quality, value for money and memorable customer experience, delivered by skilled and passionate people.

1.37 Tourism Scotland 2020 sets the goal for growth in the national tourism strategy – to increase visitor

spend by an additional £1bn by 2020. This growth will secure further jobs and additional business opportunities.

1.38 Its ambition is to grow through quality, beyond levels seen in the past and achieve the full potential of

the Scottish tourism sector. By doing so, the aim is to increase annual overnight visitor spend to between £5.5 and £6.5 billion by 2020, delivering additional revenues of £1bn to £2bn compared to 2011 prices.

1.39 Although Tourism Scotland 2020 has set a target for growth for only part of the visitor economy

(overnight visitors), and this is further disaggregated by specific sectors, this growth is not targeted for each planning authority.

1.40 In producing this Tourism Development Plan for Scotland, VisitScotland is seeking to present economic

information for each local authority and by doing so, confirm the direct benefit in understanding the role of the visitor economy in the local authority.

1.41 The work undertaken by The British Hospitality Association provides an insight into the value of part of

the visitor economy to Scottish local authorities. The analysis presented in this Plan sets out the relative contribution made by the visitor economy in each of our local authorities. The information from the British Hospitality Association is only indicative of the total jobs in the visitor economy. The final numbers are considerably higher.


Table 1: Hospitality Employment in Scotland 2010

Local Authority Rank Direct employment Indirect / induced employment

% Direct / indirect / Induced

employment to total

Aberdeen City & Shire SDP

Aberdeen City 3 16,703 8,171 13.7

Aberdeenshire 9 7,223 3,826 10.5

Sub Total - 23,926 11,997 12.1

Glasgow & Clyde Valley SDP

East Dunbartonshire 25 2,136 1,212 12.9

East Renfrewshire 27 1,858 897 12.3

Glasgow City 1 35,358 18,346 12.8

Inverclyde 26 2,125 1,221 11.4

North Lanarkshire 7 9,126 5,327 10.7

Renfrewshire 10 6,408 3,526 12.3

South Lanarkshire 6 9,271 5,403 11.4

West Dunbartonshire 22 2,984 1,637 13.6

Sub Total - 69,266 37,569 12.2

SESplan SDP

East Lothian 23 2,806 1,557 14.2

Edinburgh, City of 2 32,387 16,826 15.1

Fife (Dunfermline & West Fife and Mid Fife) 1 5 7,507 4,402 12.9

Midlothian 28 1,831 977 9.4

Scottish Borders 19 4,116 2,113 12.5

West Lothian 16 4,881 2,854 9.4

Sub Total - 53,528 28,729 14.7

TAYplan

Angus 20 3,227 1,672 11.4

Dundee City 11 6,328 2,911 11.8

Fife (St Andrews & East Fife) 2 5 3,753 2,201 12.9

Perth & Kinross 8 8,125 4,256 16.5

Sub Total - 21,433 11,040 13.2

Local Development Plan

Argyll & Bute 14 4,980 2,762 16.7

Clackmannanshire 31 953 545 9.3

Dumfries & Galloway 13 5,638 2,836 12.7

East Ayrshire 24 2,653 1,530 9.3

Eilean Siar 32 917 511 11.9

Falkirk 17 4,609 2,323 11.3

Highland 4 13,923 7,792 18.9

Moray 21 3,053 1,562 10.9

North Ayrshire 18 4,351 2,266 15.3

Orkney Islands 29 1,037 588 12.1

Shetland Islands 30 962 597 9

South Ayrshire 12 5,879 2,957 17.2

Stirling 15 4,973 2,862 15.6

Sub Total 53,928 29,131 14

National Park LDP 3

Cairngorms National Park - - - -

Loch Lomond and the Trossachs National Park - - - -

Scotland 222,081 118,466 13.1

Source: Table 2 Hospitality employment – Scotland (2010), Hospitality: driving Scotland’s local economies (October, 2011) 1 Fife (SESplan) is 2/3 the total Fife Local Authority Area (Dunfermline & West Fife and Mid Fife) 2 Fife (TAYplan) is 1/3 the total Fife Local Authority Area (St Andrews & East Fife) 3National Park LDP information is not available


Table 2: Worth of Hospitality Industry to Local Authority

Local Authority Rank

GVA of direct / indirect / induced employment £m

(2005 prices)

% of direct / indirect / induced

GVA to total


Aberdeen City 3 643 9.4

Aberdeenshire 9 308 8.0

Sub Total - 951 8.7


East Dunbartonshire 24 88 8.0

East Renfrewshire 28 61 8.8

Glasgow City 2 1,328 8.8

Inverclyde 27 63 6.9

North Lanarkshire 8 317 6.9

Renfrewshire 10 255 8.2

South Lanarkshire 7 329 7.3

West Dunbartonshire 20 125 9.5

Sub Total - 2,566 7.9

SESplan SDP

East Lothian 21 116 10.5

Edinburgh, City of 1 1,405 10.0

Fife (Dunfermline & West Fife and Mid Fife) 1 5 285 9.2

Midlothian 26 72 6.8

Scottish Borders 19 138 10.6

West Lothian 16 189 6.4

Sub Total - 2,205 10.7

TAYplan

Angus 22 113 8.6

Dundee City 12 227 8.3

Fife (St Andrews & East Fife) 2 5 143 9.2

Perth & Kinross 6 330 13.9

Sub Total - 813 10.0


Argyll & Bute 14 217 16.7

Clackmannanshire 31 37 6.3

Dumfries & Galloway 13 222 12.0

East Ayrshire 25 81 6.6

Eilean Siar 32 34 12.3

Falkirk 17 174 6.4

Highland 4 526 19.1

Moray 23 100 10.7

North Ayrshire 18 155 10.9

Orkney Islands 30 37 11.8

Shetland Islands 29 39 8.4

South Ayrshire 11 253 15.6

Stirling 15 191 12.1

Sub Total 2,029 11.9

National Park LDP 3

Cairngorms National Park - - -

Loch Lomond and the Trossachs National Park - - -

Scotland 8,564 9.5

Source: Table 4 What the hospitality industry is worth to each local authority in GVA., Hospitality: driving Scotland’s local economies (October, 2011) 1 Fife (SESplan) is 2/3 the total Fife Local Authority Area (Dunfermline & West Fife and Mid Fife) 2 Fife (TAYplan) is 1/3 the total Fife Local Authority Area (St Andrews & East Fife) 3National Park LDP information is not available


Table 3: Growth in Direct Employment to 2020

Local Authority Rank Number in Direct Employment (2010)

Number in Direct Employment (2020)


Aberdeen City 3 16,703 19,715

Aberdeenshire 9 7,223 8,615

Sub Total - 23,926 28,330


East Dunbartonshire 25 2,136 2,582

East Renfrewshire 27 1,858 2,234

Glasgow City 1 35,358 42,295

Inverclyde 26 2,125 2,533

North Lanarkshire 7 9,126 10,810

Renfrewshire 10 6,408 7,652

South Lanarkshire 6 9,271 11,082

West Dunbartonshire 22 2,984 3,570

Sub Total - 69,266 82,758

SESplan SDP

East Lothian 23 2,806 3,362

Edinburgh, City of 2 32,387 38,794

Fife (Dunfermline & West Fife and Mid Fife) 1 5 7,507 8,976

Midlothian 28 1,831 2,191

Scottish Borders 19 4,116 4,877

West Lothian 16 4,881 5,811

Sub Total - 53,528 64,011

TAYplan

Angus 20 3,227 3,861

Dundee City 11 6,328 7,528

Fife (St Andrews & East Fife) 2 5 3,753 4,488

Perth & Kinross 8 8,125 9,718

Sub Total - 21,433 25,595


Argyll & Bute 14 4,980 5,978

Clackmannanshire 31 953 1,131

Dumfries & Galloway 13 5,638 6,788

East Ayrshire 24 2,653 3,169

Eilean Siar 32 917 1,096

Falkirk 17 4,609 5,518

Highland 4 13,923 16, 657

Moray 21 3,053 3,656

North Ayrshire 18 4,351 5,195

Orkney Islands 29 1,037 1,244

Shetland Islands 30 962 1,143

South Ayrshire 12 5,879 7,059

Stirling 15 4,973 5,965

Sub Total 52,975 46,811

National Park LDP 3

Cairngorms National Park - - -

Loch Lomond and the Trossachs National Park - - -

Scotland 221,128 247,505

Source: Table 6 Direct hospitality employment in Scotland’s local authorities in 2010 – and how they will grow by 2020., Hospitality: driving Scotland’s local economies (October, 2011) 1 Fife (SESplan) is 2/3 the total Fife Local Authority Area (Dunfermline & West Fife and Mid Fife) 2 Fife (TAYplan) is 1/3 the total Fife Local Authority Area (St Andrews & East Fife) 3National Park LDP information is not available

Annex 2 Policy Context January 2013

Annex 2 Policy Context


2.1 National Tourism Strategy The national tourism strategy, Tourism Scotland 2020, was published in June 2012 by The Scottish Tourism Alliance. This sets the strategy for tourism in Scotland by the private sector. Its goal for 2020 is:

Making Scotland a destination of first choice for a high quality, value for money and memorable customer experience, delivered by skilled and passionate people.

2.2 Tourism Scotland 2020 provides a vision and strategic direction for the development of Scotland’s

tourism industry to 2020 and to achieve the commitment of the main stakeholders to a jointly co-ordinated framework for action.

2.3 Four key visitor markets are identified as targets to achieve this growth. The driver for this growth is

based on developing existing assets so these assets become authentic experiences but also ensuring that the tourism services provided are of the right standard and quality.

2.4 This Tourism Development Plan for Scotland translates the challenge highlighted in Tourism Scotland

2020 of turning assets into experiences by creating a series of theme led spatial planning requirements across Scotland. This will enable strategic and local planning authorities to consider and include these spatial planning requirements in their development plans.

2.5 National Planning Framework

National Planning Framework for Scotland 2: Proposed Framework (NPF2) sets the policy framework for spatial planning at the Scottish level.

2.6 NPF2 supports sustainable economic growth at a national level to 2030, outlining Scottish

Government’s development strategy, infrastructure aspirations and spatial perspectives across 5 regional areas – Central Belt; East Coast; Highlands and Islands; Ayrshire and the South West and South of Scotland.

2.7 NPF2 identifies 10 specific topics ranging from The Cities and their Regions to Marine and Coastal

Environment. The visitor economy is not included as a specific topic. Reference is made to its potential in paragraphs 59 and 61 under Sustainable Growth, and many other parts of NPF2, especially in the Spatial Perspectives.

2.8 The Tourism Development Plan for Scotland will be a future reference document for future National

Planning Frameworks including the update for National Planning Framework 3. 2.9 Scottish Planning Policy

Scottish Planning Policy (SPP) was published in February 2010 and sets out the planning policy requirements of Scottish Government.

2.10 Tourism has a key role to play in meeting the requirements set out in SPP’s Economic Development

(paragraphs 45 to 48):

The tourism industry is one of Scotland’s largest business sectors and planning authorities should support high quality tourism related development, including the provision of appropriate facilities in key locations across urban and rural Scotland (paragraph 47).

2.11 There are also other references to the role of tourism in SPP.


2.12 By setting out the spatial development strategy for the national tourism strategy and identifying development opportunities and requirements, this Plan identifies how planning authorities can support the growth and expansion of the visitor economy as envisaged by SPP.

2.13 SPP is now subject to a review by Scottish Ministers and representations will be made to help focus the

support required to help grow the visitor economy. 2.14 Planning Advice Notes (PANs)

Scottish Government’s guidance and advice on tourism is factored into a number of Planning Advice Notes (PANs).

2.15 Strategic Development Plans

There are four city region Strategic Development Plans (SDPs) in Scotland:

Aberdeen City & Shire SDP; Glasgow & Clyde Valley SDP; The Edinburgh and South East Scotland SDP (SESplan); and TAYplan

2.16 These SDPs are joint collaborations between 20 planning authorities in total and are illustrated in

Figure 2. As an overview, tourism does not feature as a specific or consistent strategic policy issue for all of these SDPs. There is benefit in this Plan providing guidance at a strategic level about the visitor economy on matters such as the scale of future growth.

2.17 Local Development Plans

The preparation of a local development plan (LDP) provides the key opportunity for planning authorities to consider how best to facilitate the growth of the visitor economy and promote sustainable tourism in their areas over the LDP’s 10 year plan period.

2.18 It is recognised that the extent to which an LDP engages in the preparation of a development strategy

for the visitor economy and the associated policies that flow from this, is largely a matter for local determination.

2.19 The development strategy in the LDP depends upon knowledge about existing or anticipated levels of

activity and the identification of locally important issues to be addressed. Striking the balance between the economic and social benefits of the visitor economy and potential impacts on the local environment is one of the key issues to accommodate and address in policy terms.

2.20 The LDP process is still at an early stage across Scotland with most LDPs still to be approved up to

2015. Most of the LDPs across Scotland can therefore still be influenced through representations from the private sector and other agencies operating in the visitor economy.


Annex 3 Scotland’s Tourists and Visitors – the Market Demand


3.1 Background VisitScotland has prepared this Plan to respond to and help meet the needs of the market. The market is set by Scotland’s visitors. Scotland’s visitors can be broken down into different consumer segments and this Plan helps to provide an understanding of what investment requirements are most appropriate to securing their visits.

3.2 VisitScotland and others undertake ongoing comprehensive research into these key visitor groups to

understand their travel behaviour, holiday preferences, volume and value.

3.3 Domestic leisure visitors Research into the domestic leisure visitor has identified that the scenery remains the key ‘pull’ factor for most, with over two thirds citing it as a very important factor in their choice of Scotland as a holiday destination.

3.4 Regionally, visitors are most likely to be from the South East and North East England and Scotland

itself. Broadly speaking, domestic visitors are also looking for a wide range of things to see and do, as well as ease of travel to, and around, Scotland. They expect quality accommodation and quality food, accompanied by good customer service and value for money.

3.5 Detailed domestic visitor segments have been identified that offer the best potential for increasing

both the volume and value of domestic tourism to Scotland. Each of these consumer segments has their own specific reason for choosing Scotland as a holiday destination and such detail helps shape investment priorities. Particular needs amongst these segments include:

quality accommodation, both serviced and non-serviced, including boutique hotels, upmarket

self catering and eco-friendly providers;

a desire to enjoy golf, activities and authentic Scottish experiences which allow opportunities to engage with Scottish culture and produce;

attractions and activities that cater to active outdoor breaks and take account of Scotland’s

natural and built heritage as well as its well-being assets; and

a need for ease of transport both into Scotland and around the country.

3.6 These needs translate into the actions and market responses to help deliver future growth. 3.7 International Leisure Visitors

Although smaller in volume, with international visitors accounting for less than 20% of Scotland’s visitors, international visitors have a tendency to stay longer and spend more than the domestic visitors. International visitors contribute some 33% of Scotland’s total tourism expenditure.

3.8 Scotland’s international leisure visitors tend to belong to the middle and higher socio-economic groups

and while they are spread throughout age groups, there is a higher proportion aged between 35 and 55. Another notable feature is that around three-quarters travel as couples – only a minority are families.

3.9 Flight connections play an important part in their choice of a holiday destination, with easy access

through direct flights to Scotland being important. 3.10 Research into key long haul and European markets confirms Scotland, and the Scottish brand,

continues to appeal to international visitors looking for a dramatic, human and enduring experience


that provides uniqueness, authenticity and social engagement. They are also discerning and choose Scotland for its enduring qualities.

3.11 More detailed analysis of international visitors highlights that amongst the older travellers there is an

emphasis on comfort, convenience and security, while the younger travellers are likely to be more flexible and independent in their approach, where freedom is important.

3.12 International visitors are looking for an exciting mix of scenic touring and sightseeing that incorporates

soft adventure and activities, particularly those which provide iconic and distinctive Scottish experiences with interpretation in foreign languages.

3.13 Quality is central to their whole holiday, with expectations of a range of accommodation. This includes

luxury resorts, boutique hotels and fine dining as well as good value mid range options and self catering.

3.14 Business Tourism

This exciting and lucrative market however is also a demanding one, where customers’ expectations require the highest levels of service and professionalism.

3.15 Scotland currently receives conference and incentive business from both mature and developing

markets. There is growing demand from business travellers and event organisers for demonstrably sustainable business tourism facilities, including both conference and exhibition facilities and accommodation.

3.16 This is a very competitive and discerning market. Businesses looking to maximise the business tourism

visitor must deliver facilities and a quality of experience demanded by an audience accustomed to world-class service.

3.17 The availability of sufficient accommodation of the right quality in the right place, which supports state

of the art meeting and corporate entertainment facilities, and is well served by good public transport access, are crucial factors in determining success.

3.18 Local, Regional and Product Analysis

In addition to the work which is done at a national level in assessing Scotland’s visitors, there is a significant range of additional research which helps to inform what Scotland’s investment priorities should be.

3.19 These include local and regional tourism development strategies and plans, such as those in place

within Edinburgh, Glasgow, St Andrews and others, as well as wider area tourism partnership action plans.

3.20 It also includes analysis which has been done around Scotland’s key product opportunities including

golf, mountain biking, sailing and the cruise market. This analysis provides an insight into the specific visitor demands and expectations around these assets.

3.21 Many areas have also undertaken analysis of their accommodation product which both identifies

current supply, but also current demand levels and customer perceptions of the accommodation product.

3.22 Additionally, work which has been done within the National Parks in Loch Lomond and The Trossachs

and Cairngorm to prepare the Park Plans, have included consideration of both the local community


aspirations but also the needs of visitors, who play such an important role in the economic vitality of the areas.

3.23 Ongoing Research

Collectively, the ongoing systematic research in Scotland’s visitor economy by VisitScotland supports a much needed understanding of Scotland’s visitors at a number of different levels. This helps to inform investment priorities and supports the growth potential of the visitor economy.

3.24 VisitScotland, along with other agencies, will continue to monitor demand in the visitor economy and

help establish the need for additional development opportunities in the Tourism Development Plan for Scotland.

3.25 It is recognised that compiling information about the performance of the visitor economy across all of

Scotland’s 34 planning authorities is essential to help with future planning.

Annex 4 Development Opportunities by Local Authority January 2013

Annex 4 Potential Development Opportunities by Local Authority


Aberdeen City Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland

TRANSPORT IMPROVEMENTS

A Strategy and Action Plan for Growth, prepared by the North East Scotland Tourism Partnership, seeks new air routes into Aberdeen Airport. The provision of easy access to public transport from the Airport and rail station to main tourism locations is important. The new Aberdeen Western Peripheral Route together with local road improvements will help address this. Investment in transport infrastructure including high speed rail links.

2.Where to Stay

ACCOMMODATION REQUIREMENTS

Opportunity to invest in new hotels, particularly in the 4 and 5 star markets to support business tourism such as the proposals at ABZ Business Park.

RESORT DEVELOPMENT

CONFERENCE, EXHIBITION AND EVENT INFRASTRUCTURE

Opportunity to expand the existing Aberdeen Exhibition and Conference Centre is welcome.

3.What to See and Do

IMPROVING VISITOR ATTRACTIONS AND EXPERIENCE

Proposals to improve the City’s visitor experience and provide further attractions are welcome, especially for sailing, walking, mountain biking and other outdoor activities. Support programme of improvements in the public realm to reflect the role of Aberdeen as a key gateway to Scotland’s main tourism destinations. Consider actions at Aberdeen’s main leisure and business tourism locations along with routes from the airport, rail station and port as well as the city centre.


Aberdeenshire Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


2.Where to Stay


There is an opportunity for a range of further accommodation, including the country house hotel product, within the main tourism locations, close to existing tourism attractions. This investment could be in self-catering accommodation, bunkhouse provision, holiday parks and eco-friendly developments which support the wider “rural tourism product”. Additional accommodation is planned as part of Energetica – the development corridor from Aberdeen to Peterhead. This can support golf related tourism accommodation at the top end of the market building on Scotland’s positioning as the “Home of Golf” and the success of attracting the Scottish Open to Royal Aberdeen in 2014.

RESORT DEVELOPMENT Trump International Golf Links is one of Scotland’s latest international resorts and will grow in response to market demand.




There is an opportunity to support forest tourism in east Aberdeenshire and support the wider activities market. Proposals to improve the area’s visitor experience and provide further attractions are welcome.


Angus Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


2.Where to Stay


There is an opportunity for investment in self-catering accommodation, bunkhouse provision, holiday parks and eco-friendly development which support the wider “rural tourism product”. Opportunity for 5 star hotel and golf course development at Kingennie. This can support golf related tourism accommodation at the top end of the market building on Scotland’s positioning as the “Home of Golf”.

RESORT DEVELOPMENT




The quality of the golfing experience is internationally recognised and there is potential to further develop its attraction. Proposals to improve the area’s visitor experience and provide further attractions are welcome.


Argyll & Bute Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


Opportunity to consider: Upgrades to the scenic routes of A82/A83 to improve value to the

visitor economy Seaplane infrastructure improvement Marine tourism infrastructure improvement (including the cruise liner

market)

2.Where to Stay


There is an opportunity for a range of further accommodation, including the country house hotel product, within the main tourism locations, close to existing tourism attractions, including opportunity for development at Loch Long. This investment could be in self-catering accommodation, bunkhouse provision, holiday parks and eco-friendly developments which support the wider “rural tourism product”. There is an opportunity to provide accommodation which supports forest tourism and which supports the wider activities market.

RESORT DEVELOPMENT




Opportunities for the creation of new berthing facilities and integrated marinas which include restaurant and retail development should continue to be considered. The quality of the water sports – sea angling and diving as well as the marine conservation experience is nationally recognised and its attraction can be further developed with Marine Scotland. Proposals to improve the area’s visitor experience and provide further attractions are welcome. The development plan should continue to safeguard the major expansion of Oban to take advantage of its strategic location.


City of Edinburgh Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


It is recognised that the securing of more direct flights into Edinburgh Airport allowing ease of access for Scotland’s key markets is key to attracting visitors. Edinburgh Tourism: A Framework for Growth 2007-2015, prepared by the Edinburgh Tourism Action Group (ETAG), highlights the following: More direct international air routes to the City from key target markets A city wide response to the development of the cruise liner market

through Port of Leith The development of a high speed rail link between Glasgow and

Edinburgh The provision of easy access on public transport from the airport and rail station to Scotland’s other main tourism locations is important. Opportunities to promote the integration / improvement of road linkages and public transport services into Fife, particularly between Edinburgh and Edinburgh Airport, especially with the new Forth Crossing.

2.Where to Stay


Edinburgh 2020 - The Edinburgh Tourism Strategy, prepared by the Edinburgh Tourism Action Group, proposes the development of additional accommodation in west Edinburgh and the city centre. Opportunities for new city centre hotels, particularly in the 4 and 5 star markets, which will support business tourism in particular around major conferences, to be encouraged. City centre hotels to be encouraged within the World Heritage Site.

RESORT DEVELOPMENT Opportunities for resort products which will attract new international markets and generate higher returns for the industry are to be encouraged.


Edinburgh 2020: The Edinburgh Tourism Strategy, prepared by the Edinburgh Tourism Action Group, highlights the following:

Proposed development of multi-use venue in West Edinburgh capable of seating 2,000 people or more; and

Relocation or improvements to the Royal Highland Show Ground These matters could be addressed in the emerging development plan.



Edinburgh 2020: The Edinburgh Tourism Strategy confirms the wish to develop the Waterfront in Leith with enhanced cruise liner facilities as an integrated part of the city’s tourism experience and a more comprehensive range of tourism products, including more attractions, more accommodation with meetings facilities, and improved information and interpretation. In addition, this Strategy seeks to integrate areas such as Portobello and South Queensferry further into Edinburgh’s tourism product set, giving consumers a reason to stay longer/return, should be considered in the development plan. Any actions to improve Edinburgh Airport, Port of Leith and South Queensferry as gateways to Scotland’s main tourism destinations welcome. Improvements to enhance the quality of the Royal Mile’s streetscape to support its role as a five star visitor attraction welcome. Proposals to define the identity of Princes Street and immediate surroundings and its role in the City should continue to be progressed. Proposals to improve the City’s visitor experience and provide further


attractions are welcome.


Clackmannanshire Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


2.Where to Stay


Prospective opportunities welcome.

RESORT DEVELOPMENT




Initiatives such as the Inner Forth Landscape Initiative, the Ochil Landscape, the Inner Forth Landscape Initiative, and the Ochil Landscape Partnership continue to improve the area’s landscape quality. Proposals to improve the area’s visitor experience and provide further attractions are welcome.


Dumfries & Galloway Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


Tourism Product Development Strategy (2012), prepared on behalf of Destination Dumfries and Galloway, highlights the need for improved accessibility for intra regional trains. Upgrades to the scenic route of the A75 to improve value to the visitor economy.

2.Where to Stay


There is an opportunity for a range of further accommodation, including the country house hotel product, within the main tourism locations, close to existing tourism attractions. This investment could be in self-catering accommodation, bunkhouse provision, holiday parks and eco-friendly developments which support the wider “rural tourism product”. There is an opportunity to provide accommodation which supports forest tourism and which supports the wider activities market.

RESORT DEVELOPMENT Prospective opportunities welcome.




Ayrshire & Arran Tourism Strategy 2012/17, prepared by the Ayrshire Economic Partnership (AEP), promotes the establishment of Galloway Forest Park as the UK’s first Dark Sky Park and Scotland’s first UNESCO Biosphere designation. Opportunities highlighted in the emerging Local Development Plan for New Galloway and Newton Stewart to be “gateways” into the Park. The Tourism Product Development Strategy 2012, prepared on behalf of Destination Dumfries and Galloway, highlights the possible expansion of water-based activities on Loch Ken and coastal strip together with a landmark Art project at Gretna. Consideration should be given to opportunities to support forest tourism and the wider activities market especially mountain biking and sea angling. Proposals for the Stranraer Waterfront Development should continue to be considered. Proposals to improve the area’s visitor experience and provide further attractions are welcome.


Dundee City Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


2.Where to Stay


Investment in new city centre hotels, particularly in the 4 and 5 star markets, which will support tourism and business tourism, should continue to be considered.

RESORT DEVELOPMENT Dundee City Waterfront is a strategic 30 year project (2001-2031) and will be a catalyst for future regeneration in the city, particularly given the implementation of V&A. There are opportunities for resort development as part of this regeneration process.





TAYplan Strategic Development Plan confirms that land should be safeguarded at Dundee Port for port related uses to support freight, economic growth and tourism. Actions to improve the public realm in the main tourism locations welcome. Proposals to improve the area’s visitor experience and provide further attractions are welcome.


East Ayrshire Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


Ayrshire & Arran Tourism Strategy 2012/17 is seeking to attract new routes to Prestwick Airport from key golf markets such as Scandinavia and Germany.

2.Where to Stay


Targeted development of accommodation provision is required which is tailored for specific market opportunities.

RESORT DEVELOPMENT The opportunity to develop Loudon Castle and Estate (250 hectares) as a leisure resort should continue to be supported and safeguarded in the development plan.




Proposals to improve the area’s visitor experience and provide further attractions are welcome.


East Dunbartonshire Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


2.Where to Stay


There is an opportunity for a range of further accommodation, including the country house hotel product, within the main tourism locations, close to existing tourism attractions. This investment could be in self-catering accommodation, bunkhouse provision, holiday parks and eco-friendly developments which support the wider “rural tourism product”.

RESORT DEVELOPMENT




Proposals to improve the area’s visitor experience and provide further attractions are welcome. Opportunities to capitalise on the Campsie Fells/Kilpatrick Hills, the Forth and Clyde Canal, Clachan of Campsite, West Highland Way, the Antonine Wall, Mugdock Country Park and Mingavie Reservoirs, as tourism major assets in the area.


East Lothian Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


2.Where to Stay


There is an opportunity for a range of further accommodation, including the country house hotel product, within the main tourism locations, close to existing tourism attractions. This investment could be in self-catering accommodation, bunkhouse provision, holiday parks and eco-friendly developments which support the wider “rural tourism product”. Actions to improve golf related tourism accommodation at the top end of the market which builds on East Lothian’s positioning as the “Cradle of Golf” should continue to be supported.

RESORT DEVELOPMENT Consideration should continue to be given to supporting the ongoing development of the resort product which will attract new international markets and generate higher returns for the industry.




The quality of the golfing experience is internationally recognised and its attraction can be further developed. Proposals to improve the area’s visitor experience and provide further attractions are welcome, with the opportunity to consider the area’s heritage value. Proposals for the development of further visitor opportunities around John Muir connection especially welcome. Opportunities for use of the coastal areas should continue to be considered especially marine and wildlife watching, surfing and other marine sporting activities.


East Renfrewshire Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


The Council is proposing a new link road to open up Dams to Darnley Country Park for major leisure investment and provide access from the M77.

2.Where to Stay


RESORT DEVELOPMENT




The Council continues to be committed to the development, promotion and management of an extensive network of paths and trails for walking, cycling and horse riding in and around the area of the Whitelee Windfarm, turning it into a major recreational and tourism facility. Opportunities to expand leisure and tourism at a range of locations such as Dams to Darnley Country Park, Rouken Glen Park, Cowan Park and Pollok Ryat welcome. Proposals to improve the area’s visitor experience and provide further attractions are welcome.


Eilean Siar Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


2.Where to Stay


There is an opportunity for a range of further accommodation within the main tourism locations, close to existing tourism attractions. This investment could be in self-catering accommodation, bunkhouse provision, holiday parks and eco-friendly developments which support the wider “rural tourism product”. Opportunity for hostel and camping development at Hushinish Tourism Facilities, Harris. Opportunity for hotel development at Stornoway Airport, Lewis.

RESORT DEVELOPMENT




The quality of the marine environment and water sports experience such as diving and sea kayaking is nationally recognised and its attraction can be further developed. The adopted Local Development Plan supports a number of proposals:

Harris Tweed Interpretive Centre, Tarbert. Lews Castle, Stornoway, Lewis Brevig Harbour, Lewis Ardveenish Pier, Barra Lochmaddy Hospital, North Uist Lochboisdale Harbour Regeneration, South Uist



Falkirk Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


2.Where to Stay


There is a need for further camping, caravanning and bunk-house accommodation to service an anticipated increase in activity tourism arising from the Helix, canals, John Muir Way, Callendar Estate Outdoor Activity Centre etc. Opportunities for new hotels, particularly in the 3 and 4 star markets, which will support tourism in particular Falkirk Wheel and the Helix.

RESORT DEVELOPMENT




Opportunities to capitalise on the tourism potential of the canal network and railway heritage, to stimulate economic development and community regeneration within the corridor, and to make linkages with the wider area. Opportunity presented by the Antonine Wall to further develop its tourism potential, including joint initiatives with Hadrian’s Wall. Proposals to improve the area’s visitor experience and provide further attractions are welcome.


Fife Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


Opportunities to promote the integration / improvement of road linkages and public transport services into Fife, particularly between Edinburgh and Edinburgh Airport, especially with the new Forth Crossing. Opportunities for improvements to road infrastructure to St Andrews from Tay Bridge and mid Fife.

2.Where to Stay


Opportunities to address the shortfall of hotel accommodation in St Andrews. Opportunities for investment in town centre hotels, particularly in the 3 star markets which will support tourism in particular around golf, short stays, touring markets. Opportunities to invest in the rural area could include the provision of new and existing self-catering accommodation, bunkhouse provision, holiday parks and eco-friendly developments which support the wider “rural tourism product”, including the improvement of accommodation along the Fife Coastal Path.

RESORT DEVELOPMENT




The quality of the golfing experience is internationally recognised and its attraction can be further developed. Fife Tourism Strategy 2007-15, prepared by the Fife Tourism Alliance, requires the implementation of the World Class Initiative, destination management and world class heritage status for St. Andrews There is potential to create a major visitor attraction to celebrate the Forth Bridges. Fife Earth (the Land Reclamation project at the M90 Junction 4) is an opportunity to expand this attraction’s appeal. Proposals to improve the area’s visitor experience and provide further attractions are welcome, especially in historic, coastal and other locations.


Glasgow City Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


Glasgow’s Tourism Action Plan to 2016, prepared by the Glasgow Tourism Strategy Steering Group, is seeking an improvement in direct access to Glasgow nationally and internationally, by airport, rail and road through a targeted route development plan. High speed sustainable transport services between Glasgow International Airport and Glasgow would be beneficial.

2.Where to Stay


There are opportunities for investment in new city centre hotels, particularly in the 4 and 5 star markets, which will support business tourism. Glasgow’s Tourism Action Plan to 2016, prepared by the Glasgow Tourism Strategy Steering Group, requires the provision of additional premier hotel rooms. Opportunity for this market demand to be converted into a strategy for hotel development across the city and locations identified.



Opportunities for proposals linked to the Commonwealth Games 2014 legacy to be identified. Glasgow’s Tourism Action Plan to 2016, prepared by the Glasgow Tourism Strategy Steering Group, confirms the requirement for a new Arena at SECC and the development of banqueting facilities in excess of 1,000 capacity.



Glasgow’s Tourism Action Plan to 2016, prepared by the Glasgow Tourism Strategy Steering Group, is seeking the inscription of a Mackintosh World Heritage Site to improve visitor focus. Consideration should continue to be given to a programme of actions to improve the public realm at main leisure and business tourism locations, such as George Square. Proposals to improve the area’s visitor experience and provide further attractions are welcome, especially along the riverside.


Highland Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


Opportunities to develop the scenic value on key tourist routes of the A82 and the A9 and contribute to the visitor economy. North East Scotland Tourism Partnership: A Strategy and Action Plan for Growth, prepared by Highland Perthshire Ltd, is seeking the provision of at least 4 new air routes from Inverness Airport per annum. The Draft Highlands and Islands Tourism Growth Opportunities: Conclusions and Recommendations, prepared on behalf for Highlands and Islands Enterprise, recommends the creation of a new train station at Inverness Airport.

2.Where to Stay


There are opportunities for further investment in city centre hotels in Inverness, particularly in the 4 and 5 star markets, to support business tourism. Opportunities for mid range hotels on the West Coast, particularly Fort William, Skye and Ullapool, as well as Caithness. There is an opportunity for a range of further accommodation, including the country house hotel product, within the main tourism locations, close to existing tourism attractions. This investment could be in eco-friendly developments which support the wider “rural tourism product”.

RESORT DEVELOPMENT There are opportunities for the resort product in the Highlands to attract new international markets.


Opportunities for new development at the University of the Highlands and Islands and the Northern Meeting Park are welcome.



Opportunities for the creation of new berthing facilities and integrated marinas which include restaurant and retail development should continue to be considered. A programme of actions for targeted infrastructure investment in niche activity markets on which Scotland can build its profile internationally as an activity destination should be continue to be considered. A programme of actions for the improvement of the public realm in the Highlands’ main leisure and business tourism locations and at key gateways, such as Inverness Airport, as well as along the A9, the A82 and A96, should continue to be considered. The quality of the skiing experience is nationally recognised and its attraction can be further developed. The quality of the marine conservation and water sports experience is nationally recognised and its attraction can be further developed. Proposals to enhance the marine wildlife experience are welcome. Proposals to improve the area’s visitor experience and provide further attractions are welcome, building on the area’s international brands such as whisky.


Inverclyde Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


Inverclyde’s Tourism Strategy & Action Plan 2009-16 targets Greenock to be made the preferred Scottish port of choice for cruise ships and is seeking to increase the number of cruise ships coming to Ocean Terminal Greenock.

2.Where to Stay



RESORT DEVELOPMENT




Inverclyde’s Tourism Strategy & Action Plan 2009-16, is seeking opportunities for the creation of new berthing facilities and integrated marinas which include restaurant and retail development. Opportunities to improve visitor facilities and experience at the Ocean Terminal Greenock are welcome. Proposals to improve the area’s visitor experience and provide further attractions are welcome.


Midlothian Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


The reinstatement of the former Waverley railway line to the Scottish Borders will improve accessibility between Edinburgh and Midlothian.

2.Where to Stay



RESORT DEVELOPMENT




The Midlothian Tourism Action Plan 2011-12, prepared by the Midlothian Tourism Action Plan (MTAP), identifies the need for further investment at Midlothian Snowsports Centre. Proposals to improve the area’s visitor experience and provide further attractions are welcome, building on the area’s attraction for whisky and outdoor activities.


Moray Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


2.Where to Stay


There is an opportunity for a range of further accommodation, including the country house hotel product, within the main tourism locations, close to existing tourism attractions. This investment could be in self-catering accommodation, holiday parks provision and eco-friendly developments which support the wider “rural tourism product”.

RESORT DEVELOPMENT




Proposals that improve the area’s visitor experience and provide further attractions are welcome, building on the area’s attraction for whisky and outdoor activities.


North Ayrshire Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


The Ayrshire & Arran Tourism Strategy 2012/17 seeks to attract new routes to Prestwick for key golf markets such as Scandinavia and Germany.

2.Where to Stay


There is an opportunity for a range of further accommodation, including the country house hotel product, within the main tourism locations, close to existing tourism attractions. The Ayrshire & Arran Tourism Strategy 2012/17 seeks targeted development of accommodation provision, tailored for specific market opportunities.

RESORT DEVELOPMENT




Marina operators consider number of pontoon berths may have to double within next 10 years to meet demand. Marina proposals have been identified at Irvine and Ardrossan There are opportunities for the development of associated marine leisure activities as well as the creation of new berthing facilities and restaurant and retail development. Proposals to improve the area’s visitor experience and provide further attractions are welcome.


North Lanarkshire Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


2.Where to Stay



RESORT DEVELOPMENT




There are opportunities in the following Tourism Development Areas (designated by the adopted Local Plan):

Campsies Forth and Clyde Canal Strathclyde Park Summerlee

The adopted Local Plan also idenfifies a network of Country Parks to be further developed for tourism and recreation. Proposals to improve the area’s visitor experience and provide further attractions are welcome.


Orkney Islands Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


Orkney Tourism Partnership Plan: 2006 – 2015, prepared by the Orkney Tourism Partnership (OTP), is promoting partnership working with British Airways to package Orkney with ‘extra leg’ sales to Orkney through Edinburgh, Glasgow and Inverness.

2.Where to Stay


There are opportunities for the provision of new and improvement of existing self-catering accommodation in the rural area, including bunkhouse provision, holiday parks and eco-friendly developments which support the wider “rural tourism product”, especially its niche markets such as wreck diving.

RESORT DEVELOPMENT




There are opportunities for niche activity markets on which Orkney can build its profile internationally as an activity destination e.g. Prehistoric Orkney, wreck diving and marine wildlife watching. Proposals to improve the area’s visitor experience and provide further attractions are welcome.


Perth & Kinross Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


Opportunities to develop the scenic value on the key tourist route of the A9 and contribute to the visitor economy.

2.Where to Stay


Investment opportunities are highlighted in new and existing hotel accommodation, including the country house hotel product, within the main tourism locations in Perthshire. Opportunities for more accommodation to support the activities held at Perth Concert Hall. There are opportunities for the provision of additional self-catering accommodation in the rural area, including bunkhouse provision, holiday parks and eco-friendly developments which support the wider “rural tourism product”.

RESORT DEVELOPMENT Experience Perthshire Tourism Strategy & Action Plan 2009-2015, prepared by the Perthshire Area Tourism Partnership, is seeking inward investment in its resorts to attract new markets. The following resort complexes play a significant role in the local, national and international tourism economy:

Crieff Hydro Dunkeld House The Gleneagles Hotel gWest Taymouth Castle Estate.

The improvement or expansion of these facilities is encouraged and the landscape setting which is integral to their tourism offer will be protected from developments with the potential to adversely impact upon it.





There are ongoing opportunities for investment in accommodation which promotes forest tourism and supports the wider activities market. Proposals to improve the area’s visitor experience and provide further attractions are welcome.


Renfrewshire Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


2.Where to Stay


There are opportunities for the provision of new hotels, particularly in the 3 and 4 star markets, to support activities at Glasgow International Airport as well as associated airport requirements. There is an opportunity for a range of further accommodation, including the country house hotel product, within the main tourism locations, close to existing tourism attractions. This investment could be in self-catering accommodation, bunkhouse provision, holiday parks and eco-friendly developments which support the wider “rural tourism product”.

RESORT DEVELOPMENT




Glasgow International Airport plays an important role as a gateway to Scotland’s main tourism destinations. Opportunities for the improvement of the built environment around routes from Glasgow International Airport should continue to be considered. Proposals to improve the area’s visitor experience and provide further attractions are welcome, building on the area’s attraction for fishing, mountain biking and other outdoor activities.


Scottish Borders Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


The reinstatement of the former Waverley railway line will improve accessibility between Edinburgh and Scottish Borders.

2.Where to Stay


There is an opportunity for the provision of new and improvements to existing hotel accommodation, including the country house hotel product, within the Scottish Border’s main tourism locations. There is an opportunity for the provision of new and improvement of existing self-catering accommodation in the rural area, including bunkhouse provision, holiday parks and eco-friendly developments which support the wider “rural tourism product”.

RESORT DEVELOPMENT




In recognition of the role of gateways to Scotland’s main tourism destinations, there is an opportunity for the provision of a leisure proposal at the cross border points on the A1. The quality of the mountain-biking experience in the Scottish Borders is internationally recognised and its attraction can be further developed. There are ongoing opportunities for investment in accommodation which promotes forest tourism and supports the wider activities market. Proposals to improve the area’s visitor experience and provide further attractions are welcome.


Shetland Islands Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


Transport connectivity is seen as a barrier to the growth of tourism in Shetland, with issues of capacity in the high season. Good connections to Scottish airports and the re-instatement of a flight to London, as well as maintaining and further marketing the summer route to Bergen, is recognised as critical. There is support for the retention of links to Norway and the Northern Periphery areas. There is now a new operator, Serco, operating the Northlink ferry route to Shetland. Further development of the cruise market in order to identify the greatest opportunity to capitalise on this market.

2.Where to Stay


Investment opportunities exist in the rural area in new and existing self-catering accommodation, bunkhouse provision, holiday parks and eco-friendly developments which support the wider “rural tourism product”.

RESORT DEVELOPMENT




There are opportunities for the development of supporting infrastructure for Shetland’s world-class collection of heritage sites, as well as sea angling. Actions to improve the environment on routes from the airport and ferry welcome. Proposals to improve the area’s visitor experience and provide further attractions are welcome.


South Ayrshire Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


Ayrshire & Arran Tourism Strategy 2012/17 seeks to encourage the attraction of new routes to Prestwick for key golf markets such as Scandinavia and Germany.

2.Where to Stay


Investment opportunities exist for golf related tourism accommodation at the top end of the market which builds on Scotland’s positioning as the “Home of Golf”. There is an opportunity for the provision of new and improvements to existing hotel accommodation, including the country house hotel product, within the area’s main tourism locations.

RESORT DEVELOPMENT




Opportunities for the creation of new berthing facilities and integrated marinas which include restaurant and retail development should continue to be considered. Proposals to improve the area’s visitor experience and provide further attractions are welcome.


South Lanarkshire Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


2.Where to Stay


There is an opportunity for a range of further accommodation, including the country house hotel product, within the main tourism locations, close to existing tourism attractions.

RESORT DEVELOPMENT




Proposals to improve the area’s visitor experience and provide further attractions are welcome, complementing attractions such as New Lanark.


Stirling Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


Opportunities to develop the scenic value on the key tourist route of the A82 and A9 and contribute to the visitor economy.

2.Where to Stay


Investment opportunities exist in the rural area for new and existing hotel accommodation, including the country house hotel product, within the main tourism locations. Investment opportunities exist in the rural area for new and existing self-catering accommodation, bunkhouse provision, holiday parks and eco-friendly developments which support the wider “rural tourism product”.



Opportunity for an appropriately sized hotel to support business tourism and capitalise on Stirling’s central location.



Opportunities to further develop the association with the area’s heritage and historical events such as the Battle of Bannockburn. Proposals to improve the area’s visitor experience and provide further attractions are welcome.


West Dunbartonshire Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


Opportunities to improve the connectivity between rail (Balloch), bus and water taxi services on Loch Lomond. Opportunities to develop the scenic value on the key tourist route of the A82 and contribute to the visitor economy.

2.Where to Stay


Investment opportunities exist in the rural area for new and existing self-catering accommodation, bunkhouse provision, holiday parks and eco-friendly developments which support the wider “rural tourism product”.

RESORT DEVELOPMENT






West Lothian Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


2.Where to Stay


Investment opportunities exist for new and existing hotel accommodation, including the country house hotel product to attract more coach tours with overnight stays.

RESORT DEVELOPMENT




Opportunities to work with Scottish Canals should continue to be supported to generate improvements to tourism related infrastructure along the Forth and Clyde Canal Corridor to expand the range of activities available to tourists and visitors. Proposals to improve the area’s visitor experience and provide further attractions are welcome building on the area’s heritage.


National Park LDPs Cairngorms National Park Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


Opportunity to further develop value to the visitor economy of existing scenic routes.

2.Where to Stay


Investment opportunities are also highlighted for the rural area in new and existing hotel accommodation, including the country house hotel product, within its main tourism locations, as well as for new and existing self-catering accommodation, bunkhouse provision, holiday parks and eco-friendly developments which support the wider “rural tourism product”.

RESORT DEVELOPMENT Opportunity for investment in new resort development which can act as a catalyst to wider investment within the Park is required. Locations for this could be linked with forest tourism.




Opportunities for forest tourism which supports the wider activities market, as well as opportunities for targeted infrastructure in niche activity markets on which Scotland can build its profile internationally as an activity destination, should continue to be supported. Support for attractions which continue to extend the visitor season and improve the quality offered. Ongoing opportunities to improve the path network to maximise visitor’s enjoyment of the countryside and support outdoor activities. Proposals to improve the area’s visitor experience and provide further attractions are welcome particularly in association with its natural assets.


Loch Lomond and the Trossachs National Park Theme Spatial Framework Potential Opportunity 1.Travelling to and within Scotland


Opportunities for water transport infrastructure to improve service connectivity. Opportunity to further develop value to the visitor economy of existing scenic routes, including the A82.

2.Where to Stay


Investment opportunities exist in the rural area in new and existing hotel accommodation, including the country house hotel product, within its main tourism locations. Opportunities exist in the rural area for new and existing self-catering accommodation, bunkhouse provision, holiday parks and eco-friendly developments which support the wider “rural tourism product”.

RESORT DEVELOPMENT Opportunity for investment in new resort development which can act as a catalyst to wider investment within the Park is required. Opportunity for resort development at Loch Long. Locations for a resort could be linked with forest tourism.




Opportunities for forest tourism which also support the wider activities market should continue to be considered. Opportunities for the creation of new berthing facilities and integrated marinas which include restaurant and retail development should be encouraged. Opportunities for the continued development of niche activity markets on which Scotland can build its profile internationally as an activity destination are to be welcomed. Opportunities to improve the path network to maximise visitor’s enjoyment of the countryside should continue to be considered and support outdoor activities. Proposals to improve the area’s visitor experience and provide further attractions are welcome, building on the area’s natural assets.

Annex 5 Action Plan for Investment - Profoma January 2013

Annex 5 Action Plan for Investment - Proforma

Annex 5 Action Plan for Investment - Profoma January 2013

Theme Development Priority

Proposal Responsible Agencies

Budget Cost

£000s

ProgrammeYear 1000s

Year 2000s

Year 3000s

Commentary on progress

1.Travelling to and within Scotland


2.Where to Stay


RESORT DEVELOPMENT




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