1. 1
Tourism, Leisure, Investment and Jobs:
Opportunities and Challenges for Calderdale –
Draft Final Report
Professor Tom Cannon, University of Liverpool
Summary –
The Tourism Economy in Calderdale
1. The current Tourism economy is worth around £250 Million
with almost double that in the closely related cultural, creative
and heritage sectors
2. Sufficient growth has been achieved in the past and
confidence in the area‟s potential exists to make the 5%
growth target set by Yorkshire Forward achievable
3. The major assets of the Borough (around which there was
considerable agreement) should be prioritized. These are the
natural environment, market towns, heritage and
locational/connectivity assets
4. Equally important an array of ventures and facilities had been
built up including Eureka!, the Piece Hall, The Minster,
Incredible Edible, Dean Clough, Bankfield Museum, Shibden
Hall and Victoria Theatre.
5. Three major issues emerged from the analysis of existing or
developing ventures:
a. There was currently weak connectivity between these
ventures
b. None constituted an “attack brand” capable of
significantly enhancing other offerings
c. The Third Sector through organizations like Eureka!, the
Piece Hall, The Minster, Incredible Edible, Bankfield
Museum was very important but vulnerable during a
time of economic restraint
6. The Tourism economy had, however, grown on average at
over 6% pa over the last three years, faster than the target
set by Welcome to Yorkshire.
7. The changing structure of support for Tourism locally and
across Yorkshire provides a major opportunity to reshape both
policies and strategies to enhance the tourism economy

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The Potential for The Tourism Economy in Calderdale
8. The economic potential of Tourism in Calderdale is massive;
this is well illustrated by the progress and achievements to
date and the identifiable opportunities for the future.
9. Sufficient growth has been achieved in the past and
confidence in the area‟s potential exists to make the 5%
growth target set by Yorkshire Forward achievable
10.
The fragmented nature of the Authority‟s Visitor and
Tourist offering – by location and activity – is a major
challenge in efforts to achieve their full potential
11.
The profile of Tourism reflects and enhances the
diversified nature of Calderdale providing the capacity to
enhance jobs, business development and innovation in all
postcode areas
12.
Shifting the balance of activity in the medium to long
term to more focused and directed support could add a
further £100M to the tourism and related economies in the
short to medium term
13.
Growth of this order can generate upwards of 3,000
new jobs (depending on the profile of businesses, skills and
capabilities) and play a key role in the wider economic
development and regeneration strategies locally
14.
Small, medium sized and growing firms can to play an
especially important role across Calderdale
15.
The third sector or social economy already plays a key
role and is capable of expanding and developing its role(s)
16.
Downstream developments in the creative and cultural
industries linked to tourism are important and should be
prioritized in wider economic development and regeneration
programmes
17.
Preliminary work identified relatively low morale and
concerns about the effective marketing and promotion of the
Calderdale or more local destinations among tourism or visitor
focused venture. These issues and ways of addressing them
require closer analysis
18.
The greatest prospects for growth lie in:
a) The immediate catchment areas of Manchester, East
Lancashire, (other) West Yorkshire and Greater Leeds
b) Broadening the local visitor base, learning the lessons of
successes like Hebden Bridge or Incredible Edible and

3. 3
transferring these to other locations such as
Mytholmroyd and new ventures
c) Gaining a higher profile in Pennine Yorkshire and
Welcome to Yorkshire promotions
Building the Action Plan – Key Issues
19.
A Tourism Action plan drawing together short/medium
term and medium/long term priorities and developments is a
priority
20.
A “portfolio” approach to presenting the Tourism offer is
recommended which highlights the importance of the major
locational, environmental and heritage assets, while
recognizing the difficulty of building a sustainable Calderdale
tourism brand
21.
Building the Calderdale brand Portfolio is crucial to this
Action Plan
22.
There is, however, little support for building the Tourism
strategy around the Calderdale “brand.”
23.
Establishing and developing a local Tourism Board with
strong private and third sector engagement is crucial
24.
Engagement with the Tourism business and related
communities though the Tourism Board is vital
25.
The work of the Board should be complemented by a
more broadly based Tourism Partnership
26.
Infrastructure development is key – from micro-signage
and local information, through better links between key
facilities to capacity in hotels, guest houses and B&Bs
27.
Investment in the people skills and competence is
necessary to deliver the quality offerings – especially in
customer service - that are essential to success not only in
the tourism sector but in the key related culture, heritage and
creative sectors
28.
Small, medium sized and growing firms can play an
especially important role across Calderdale, but delivering
their potential seems likely to need:
a. Greater attention to supply chain policies
b. More co-operation between SMEs
c. Support for investment in new technologies, notably IT
d. Effective people development

4. 4
29.
The priority is to develop and deliver initiatives that
meet the needs of the sector as defined by the sector and
achievable within restricted resources
30.
Building effective local partnerships with other
stakeholders, notably the private sector is crucial to delivering
the Authority‟s goals in the Visitor and Tourist1 economy
31.
Lifestyle analysis undertake by the Yorkshire Tourist
Board may provide important clues to valuable initiatives and
target markets
32.
Enhancing the links between the visitor, tourist
economies with the related culture, heritage and creative
economies is crucial
33.
The identification and development of appropriate
tourism “attack brands” especially those capable to reinforcing
the wider “destination marketing” strategy requires close
study
34.
The E-tourism potential and barriers to achieving this
potential is an important element in this analysis
35.
Effective implementation of the Action Plan is the key to
short, medium and long term success.
36.
In the Short to Medium Term the Action Plan should
prioritise
a. Activity holidays
b. Better and lower cost promotion of the available
accommodation
c. A stronger and nationally focused events and festivals
programme
d. Building clearer links and better connectivity between
existing amenities like the Minster and ventures such as
Eureka
e. Better local information services for tourism and related
businesses
f. Gaining a higher profile in Pennine Yorkshire and
Welcome to Yorkshire promotions
g. Better integration between the Tourism, Creative,
Culture and Heritage offerings.
37.
In the Medium to Long Term the Action Plan should
prioritise
1
Visitor and Tourist are often used interchangeably in this review

5. 5
a. Addressing the accommodation issue
b. Shifting the Visitor profile from low spending, short stay
visitors to higher spending, longer stay visitors
c. Improving the skills, competences and capabilities of
the Tourism workforce is a priority
d. The creation of one or more “attack brands” in the form
of facilities, events, festivals or events is crucial
e. This latter calls for a sustained programme of innovation
and creativity to incorporate new ideas, new businesses
and related developments
f. The development of the Piece Hall

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Introduction and Remit
This report is the result of a programme of research designed to
address a series of specific questions centering around Calderdale
Council‟s wish to maximise the contribution tourism makes to the
economic well being of district. The Council also wants to play its
part in the regional agenda helping the growth of the region‟s visitor
economy by 5% year on year.
Within this overall remit the specific tasks were:
1.
To review progress with the current Calderdale Tourism Action
Plan, „Setting the Scene, approved in 2006.
2.
To assess the current and potential tourism offer within the
Calderdale District and where there is the greatest potential for
growth.
3.
To make recommendations for the development of an Action
Plan identifying which sectors or markets hold the best prospect for
delivering growth in the local tourism economy.
4.
To make recommendations concerning the marketing of the
district‟s tourism offer within the Welcome to Yorkshire brand.
5.
To consider and make recommendations for improved
corporate working across Council Directorates which impact on the
tourism offer or tourism development of the district. (including
governance of the tourism agenda)
6.
To make recommendations for the development of a group or
network to engage with local tourism providers and the private
sector in general.
7.
To make recommendations concerning the engagement of the
Calderdale District with Welcome to Yorkshire and the alignment of
local and regional priorities.
Core Findings
Progress against the current Calderdale Tourism Action Plan
Real progress was being made in achieving the objectives of the
Calderdale Tourism Action Plan, „Setting the Scene, approved in
2006 in each of the four areas identified. The Tourism economy had
grown on average at over 6% pa, faster than the target set by
Welcome to Yorkshire.
There were, however, real problems in defining and implementing a
“holist strategy” around the Calderdale “brand”. These were made
worse by relatively weak information systems at a local level,
inadequate engagement with the private and third sector and
fragmentation of organization and delivery with the Council.

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The current and potential tourism offer within the Calderdale District
and where there is the greatest potential for growth
There was widespread confidence in the quality of the current
tourism offer within the District and a belief that there was
considerable potential for growth in a range of areas.
The quality of the offer was demonstrated on one level by the
sustained growth of the sector. Equally important, major
assets existed at a local and an organizational level. There
was a great deal agreement that the greatest locational
assets were:
o The Natural Environment
o The market towns with their individual identities and the
cultural diversity across Calderdale
o The Heritage assets
o Its location and connectivity by canal, rail and road.
Equally important an array of ventures and facilities had been
built up including Eureka!, the Piece Hall, The Minster,
Incredible Edible, Dean Clough, Bankfield Museum, Shibden
Hall and Victoria Theatre.
It was, however, equally clear that the greatest potential for
growth, or the strategies best designed to support growth
locationally were either at a Yorkshire or Pennine Yorkshire level or
at a more local level i.e. in the market towns themselves, activities
based on the natural environment.
Three major issues emerged from the analysis of existing or
developing ventures:
There was currently weak connectivity between these
ventures
None constituted an “attack brand” capable of significantly
enhancing other offerings
The Third Sector through organizations like Eureka!, the Piece
Hall, The Minster, Incredible Edible, Bankfield Museum was
very important but vulnerable during a time of economic
restraint
Overall, however, there was little support for building the Tourism
strategy around the Calderdale “brand.”

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Recommendations for the development of an Action Plan identifying
which sectors or markets hold the best prospect for delivering
growth in the local tourism economy
At the heart of any efforts to develop an achievable action plan lie
three core building blocks:
Greater engagement with the private and third sector through
the Calderdale Tourism Board and the Tourism Partnership
A commitment to working with others regionally such as
Pennine Yorkshire and Welcome to Yorkshire
A clear focus on a “portfolio” approach based the distinct
identities, communities and capabilities within the Borough
not around a unitary Calderdale brand.
In identifying the sectors and/or markets with the greatest
prospects for growth, one must distinguish between the
short/medium term and the medium/long term.
In the short/medium term (especially given the lack of hotel
accommodation) the greatest prospects for growth lie in:
The immediate catchment areas of Manchester, East
Lancashire, (other) West Yorkshire and Greater Leeds
Broadening the local visitor base, learning the lessons of
successes like Hebden Bridge or Incredible Edible and
transferring these to other locations such as Mytholmroyd and
new ventures
Gaining a higher profile in Pennine Yorkshire and Welcome to
Yorkshire promotions
Activity holidays
Better and lower cost promotion of the available
accommodation
A stronger and nationally focused events and festivals
programme
Building clearer links and better connectivity between existing
amenities and ventures
Better local information services for tourism and related
businesses
Better integration between the Tourism, Creative, Culture and
Heritage offerings.
In the medium to long term
Addressing the accommodation issue is a priority

9. 9
This, in turn, will facilitate a shift in the Visitor profile from low
spending, short stay visitors to higher spending, longer stay
visitors
Improving the skills, competences and capabilities of the
Tourism workforce is a priority
The creation of one or more “attack brands” in the form of
facilities, events, festivals or events is crucial
This latter calls for a sustained programme of innovation and
creativity to incorporate new ideas, new businesses and
related developments
The development of the Piece Hall was a recurrent theme in
discussions of the longer term. This appears to have special,
but largely undefined (to date) potential as an “attack brand”,
“a world heritage site” and a “tourism hub”
The new rail link to London offers the scope to widen the
areas catchment nationally and internationally.
Marketing of the districts tourism offer within the Welcome to
Yorkshire brand
Key aspects of this are addressed above notably:
Gaining a higher profile in Pennine Yorkshire and Welcome to
Yorkshire promotions
Building on the successes like Hebden Bridge or Incredible
Edible and enhancing the profile of other locations such as
Mytholmroyd and new ventures
Linking the Calderdale Tourism Board and the Tourism
Partnership with complementary structures within the
Welcome to Yorkshire and Pennine Yorkshire brand
At the same time, serious consideration should be given – noting
the weakness of the Calderdale brand - to the Kirklees strategy of
subsuming the Calderdale identity – for promotional purposes – in
the wider Pennine Yorkshire brand
Consider and make recommendations for improved corporate
working across Council Directorates
There was little support and in some cases substantive criticism of
the current division of responsibilities in the organization and
delivery of Council services.
The overall view was the delivery of services should:
Be better integrated
Be client focused

10. 10
Enhance the profile and presence in the market of tourism
Target realizing the full, economic potential of the sector
Make recommendations for the development of a group or network
to engage with local tourism providers and the private sector in
general
Creating, supporting and empowering the Calderdale Tourism
Board was widely seen as a priority
It was viewed as important to ensure external (to Council)
leadership of the Board
The importance of the Third Sector in the provision of tourism
offering and services suggests that this group of stakeholders
is well represented of the Board
Alongside the Tourism Board, a larger a looser Tourism
Partnership can be developed
Make recommendations concerning the engagement of the
Calderdale District with Welcome to Yorkshire and the alignment of
local and regional priorities
This is covered above

11. 11
Methodology
To deliver these tasks a three part research process was created.
1. Initially a substantial secondary analysis of the research
undertaken into the Tourism economy nationally, regionally
and locally and its implications for the future of Tourism in
Calderdale and gaining the maximum economic return and
contributing to the growth of the region‟s visitor economy
2. This was followed by a series of in-depth interviews with key
players from the public, private and third sectors locally and
key partners at a regional level. The interviewees were agreed
between the University and the Borough Council.
3. Subsequently a series of Focus Groups were undertaken with
key local stakeholders. These were designed largely to draw
out the views of key local stakeholders, while giving them
some insights into the outcomes emerging from the study.
Outcomes
In real sense, the finding of the research were summarized by one
of the private sector participants in the focus groups who found it
“fascinating” to see the “similarities and differences” between the
views expressed and perspectives adopted not only in her focus
group but in the other focus groups. These similarities and
differences extended across each aspect of the analysis and the
responses to each of the tasks set for the study.
There was broad consensus that real progress was being made in
achieving the objectives of the Calderdale Tourism Action Plan,
„Setting the Scene, approved in 2006 in each of the four areas
identified:
1. Business support and advice
2. Marketing and promotion
3. Product development and innovation
4. Representation and strategy
The tourism economy has grown from around £178M (2004-5) to
around £250M (2008/9) or just over 6% pa - ahead of the current
Yorkshire Forward target of 5% per annum. At least as important,
however, is the view that emerged that there was significant
additional scope for growth if specific strengths were realised and
weaknesses addressed.
Assets
The overwhelming view from the in-depth interviews was that the
countryside was the key element in the Calderdale offer. The next

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most popular choice were the twin assets of Halifax and the Lower
Calder Valley with its wide range of buildings, the Piece Hall and the
Minster and the market towns along the Upper Calder Valley. The
latter were seen as providing a different but strong experience to
the Halifax offering and giving a different offering to most other
places in Yorkshire and the wider North of England.
This conclusion was broadly reflected in the views expressed in the
Focus Groups where the greatest assets (in no particular order)
were commonly described as the natural environment, the market
towns along the Upper Calder Valley and Halifax with the Lower
Calder Valley. The key amenities notably Eureka, the Minster, The
Piece Hall, Shibden Hall, Dean Clough, Bankfield Museum and other
local attractions
This broadly reflected the conclusion of the Action Plan that the
tourism product of Calderdale (accommodation, attractions, culture,
events, countryside) lends itself to two main destination sells:
Halifax and the Lower Calder Valley and the market towns along the
Upper Calder Valley.
Further analysis of the views expressed raised deeper questions,
first about the nature of the “main destination sells” and then about
the delivery of this proposition. This is, perhaps, best illustrated by
the questions raised about whether this twin strategy fully exploits
the importance of the countryside offering. This was especially clear
in the Focus Groups. Each of these highlighted the natural
environment as perhaps the greatest asset, while distinguishing this
offering from that of both Halifax and the Market Towns, especially
along the Upper Calder Valley.
Besides this, this research highlighted a range of additional,
substantial assets notably:
Heritage – from the Middle Ages (the Minster) through the
Industrial Revolution (confectionery, Mackintosh's; carpets,
Crossley) to the modern cultural icons (Ted Hughes, Sylvia
Platt)
Lifestyle and related creative or cultural assets from
Incredible Edible to Guerrilla Gardening
Location was widely mentioned both in the context of good
transport links by both road and rail but also the large
catchment area that was within easy reach of the offerings.
Eureka was consistently identified as a strength but only in
certain markets and within relatively narrow focus.

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Challenges
The wide and diverse array of assets and strengths rapidly emerged
as major challenges. These challenges are not only to the delivery
of the 2006 Action Pan, but to the creation of a coherent, relatively
integrated strategy or “holistic marketing plan” of the type
described in the Action Plan with its search for the :
Who? - who are the target markets for Calderdale - short
breaks, day trips, young, old, families, couples?
What? - what type of marketing do they like - direct mail, web
based, pieces of print
Where? - where should marketing be targeted - locally,
regionally, nationally, in general press or specialist
publications?
Why? - What is the positive message of visiting Calderdale
that we want to put across - why visit - general versus
specific reasons
When? - plan should include dates for all types of activity to
ensure as integrated and holistic as possible.
How? - what is the best way to attract visitors, what
marketing methods will work best.
Calderdale – A Tourism Destination?
Serious questions must be asked about the extent to which
Calderdale as described above can presented as visitor destination
in anything other than the technical sense. The strongest brands or
greatest assets appear to be either on a larger or a smaller scale.
Hence, Yorkshire is a powerful brand with high recognition and
substantial promotional investment. During both the in-depth
interviews and the Focus Groups there were powerful and coherent
arguments for greater integration of activities and higher levels of
engagement at a cross Yorkshire level. The amount of resource
being put behind "Yorkshire" meant that during the in-depth
interviews, people saw an opportunity to ride on those coat-tails.
Pennine Yorkshire was considered by some to have merit as a
"wrap-around" brand but this would require continuing collaborative
development with the surrounding local authorities. It was noted on
several occasions that Kirklees have dropped their much of its local
tourism identification to support the Pennine Yorkshire brand.

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Branding and the Kirklees Visitor Guide
Some respondents saw an obsession with boundaries, particularly in
relation to surrounding local authorities, which was counterproductive to fully realizing the area‟s tourism potential.
This theme recurred throughout the Focus Groups with recurrent
calls for greater integration of the local, Calderdale offering(s) with
West Yorkshire / Pennine Yorkshire and Welcome to Yorkshire. It
should, however, be noted that respondents were equally clear that
this needed to be a two way street, with the widespread view held
that that Calderdale was not getting its fair share of the Welcome to
Yorkshire promotion.
Besides the strength of the Yorkshire brand, efforts at developing a
Calderdale destination brand must face up to the strength of more
local offerings. The tourist target market for Hebden Bridge,
Mytholmroyd, and Todmorden may be significantly different from
the target market for Halifax and its environs. Equally, those
seeking a canal boat holiday may want a very different Visitor
message to those visiting Eureka.
So far, it is clear that the Action Plan aim of developing a holistic
marketing plan has not been achieved. The one unifying comment
from the majority of those involved in the in-depth interviews was
that “Calderdale was not a brand that could or should be pushed.”
It was the widely held view that the greatest local successes in the
tourism or visitor economy were at the local or individual (venture
or enterprise level). The view was expressed that more could and
should be learned from the successes of locations like Hebden
Bridge or ventures like Incredible Edible, the Elsie Whiteley Centre,
Dean Clough and Eureka.
Learning from and disseminating their successes would have
multiple benefits. The most basic are, of course, the regeneration,

15. 15
economic development and job creation returns as the base of the
Visitor economy widens, bringing economic returns to towns like
Mytholmroyd, Todmorden, Brighouse and Sowerby Bridge. Equally
important, development of tourism market in these locations would
reduce the pressure on locations like Hebden Bridge, where it was
reported that some residents object to the pressure on facilities
generated by tourists.
Halifax and its environs were seen to offer specific opportunities and
challenges. There was little doubt about the value of existing
offerings like Eureka and Dean Clough nor the potential of the
Minster or the Piece Hall. There was, however, a sense that Halifax
currently epitomized the problems of the whole of Calderdale
especially the fragmentation of the offering and the lack of obvious
connectivity between them. Some participants commented that “if
you solve the (tourism) problems of Halifax, you solve the (tourism)
problems of the whole of Calderdale”.2
The success of ventures like Incredible Edible, the Elsie Whiteley
Centre, Dean Clough and Eureka raised further questions which
relate to the importance of learning more from local successes. The
most immediate were the calls for greater private and third sector
engagement in shaping and delivering policies and programmes to
develop the Visitor economy.
Policies and Programmes
Two distinct proposals emerged from these comments. First, there
was almost universal support for the creation of a Calderdale
Tourism Board which brought together the main public, private and
third sector stakeholders in the tourism economy. Just as the
unmistakable, was the view that sustaining the commitment and
enthusiasm of the private and third sector members depended on
the Board “not merely being a talking shop” and having real
authority.
There were memories that “the whole support structure was
withdrawn in a very peremptory manner some years ago”. Equally
strong was the view that a Calderdale Tourism Board should not
adopt a “little Calderdale” view of its roles and responsibilities but
look beyond the Borough, actively collaborate at a West Yorkshire /
Pennine Yorkshire and Yorkshire level.
The second distinct proposal was for the creation of a Tourism
Partnership modeled, in part, on the Creative Industries Partnership
that already exists but working with and through the Tourism Board
on some issues that the Calderdale Cultural Partnership currently
2
It should be noted that this view was disputed by some participants

16. 16
undertakes. Its membership would be much looser, while its
priorities would focus more narrowly on issues such as:
Maximising opportunities for joint working with all partners
within the tourism sector and beyond, including the private,
voluntary and community sectors
Sharing and disseminating information within the tourism
sector
Developing effective relationships across the tourism sector in
Calderdale – private, public, voluntary and community and
other tourism stakeholders
Advising the Tourist Board on the tourism indicators and
associated indicators in the Calderdale Futures Plan 20062016
Acting as a representative voice of the private and third
sectors across the Borough
Promoting recognition for the significant contribution of
tourism in enhancing the economic, social, educational and
environmental life of the Borough
Harnessing the views, skills and aspirations of all the
stakeholders in the Visitor economy of the Borough
Marketing and Promotion
The Action Plan placed a great deal of emphasis on the importance
of Marketing and Promotion. Particular attention was focused on
building up the Borough‟s data on visitors to Calderdale -, who are
they and why do they visit and undertaking additional research.
Considerable progress, albeit using material gathered from the
Welcome to Yorkshire Market Intelligence Team, has been achieved.
This research highlights the skewed nature of the visitor profile with
large numbers of day visitors and those visiting “family and friends”
with relatively small numbers of overnight visitors and those, like
business visitors, spending relatively large sums.
Table 1 Visitor Profile Dominated by Day Visitors
89% 75% 68%
64%
64% 72% 71%
26% 14%
17%
6%
13% 16% 18%
Irregular day trip from your
home over 3 hours time…

17. 17
Perhaps the most striking feature of the Welcome to Yorkshire
Market Intelligence Team data was the lack of visitors from London
and the high proportion of visitors from the North West (see table
2).
Table 2 Source of Day Visitors
Source: West Yorkshire Regional Visitor Survey 08/09 Results
There is, however, a continuing lack of substantive, time-series data
at the micro level on visitors to the key, target local communities at
either the level indicated in the Action Plan - Halifax and the Lower
Calder Valley and the market towns along the Upper Calder Valley.
Some data is gathered locally or by specific enterprises but this is
not collated at a Borough level. The distinctive nature of the
communities – from Brighouse and Elland, through Halifax to
Hebden Bridge, Mytholmroyd and Todmorden – suggests that the
visitor profiles may differ significantly.
Aspects of these differences, priorities among target communities
and ways of reaching them were raised repeatedly in the in-depth
interviews and the focus groups. The size of the potential, “local”
catchment area came up frequently. By road and rail, there are
around 7.5M people within an hour‟s travel.
Such a large population is inevitably diverse, which ought to
complement the diversity within the Calderdale tourism
communities. Without better data at this level, it is hard to answer
the questions asked in the Action Plan on “how do we get
information out”, the balance between local, regional and national
advertising and promotion.
The broad consensus was that the authority should integrate much
more of its “borough” wide promotional effort within the Yorkshire
or the Pennine Yorkshire brands, while enabling and facilitating local

18. 18
efforts. This would deliver two further benefits to the Visitor
economy. First, it would capitalize on the “local pride” which was
consistently highlighted as a major local asset. Second, it would tap
the commitment to local volunteering as seen in areas like
Todmorden. Relatively small sums of money could be used to great
effect at this micro level such as Todmorden Pride.
Todmorden Pride
Taking a practical approach to the regeneration
of Todmorden
Product Development and Innovation
The Action Plan placed considerable emphasis on the need for
investment in product development and innovation. The plan
highlighted the need for
“A series of small-scale actions relating to immediate,
opportunities for Calderdale to make the most of, its natural,
and already existing product
Long, term, over the next 5 years, decisions will have to, be
made as to where to enhance development,, either built
(hotels or additional attractions) or, more natural (new
walking and cycling routes) for, the benefit of tourism.”
Some progress has been made especially in developing immediate
opportunities and in specific areas such as developing cycle routes.
The integration of bridleways, walking and mountain bike routes
was seen as moving forward positively while the mountain bike and
equine interest groups were working together positively.
No Room at the Inn
Few issues generated a greater level of agreement or sense of
concern than the lack of quality hotel, guest-house or related
accommodation. During the in-depths, the conclusion was clear –
“the overwhelming weakness (of the tourism offer) was the lack of
hotel rooms”. Similar sentiments recurred throughout the focus
groups with even “locals” saying how they had tried and failed to
get quality accommodation for a family holiday.
At every level the “absolute lack of accommodation” and “the
shortage of hotels” was seen as a major constraint on improving the
quality of the tourism offer, changing the profile of the local tourism

19. 19
market – from day visitors to overnight stays or from low spenders
to high spenders - and increasing the economic returns from
tourism. This problem was seen as especially taxing in those
locations already seeing large numbers of visitors. “Large numbers
of short stay/day visitors put more pressure on local amenities like
car parks for little economic gain, than smaller numbers of high
value tourists who stay overnight.”
Some, limited changes appear to be occurring. There are reports of
an increase in the number of B&Bs and more entrepreneurs opening
small guest houses. Although this is encouraging, disseminating
information about them is limited by:
The rules imposed on local Tourism Information Centres
Poor IT skills
The existence of significant numbers of life-style business
Local Tourism Information Centres can only recommend
accommodation that meets the England Quality Rose standard and
has been checked out by independent assessors. Similar constraints
exist on the accommodation promoted through literature sponsored
by VisitEngland. This inspection can cost around £1,000, which
many smaller or lifestyle B&Bs and small guest houses are reluctant
to pay.
The lack of IT skills reflects both a wider sectoral and regional
weakness. People 1st (the Sector Skills Council for the hospitality,
leisure, travel and tourism) has identified a range of human
resource, behavioural and skills gaps as among the greatest
challenges facing the tourism and related sectors3. The lack of IT
skills poses particular problems for smaller businesses offering
accommodation as the number of visitors booking on-line grows.
The overall picture for Yorkshire is mixed with less tourism business
using a computer to assist them operate their business (58% in
Yorkshire against 71% nationally).
There was, however, greater use of the web to promote their
tourism business (74% within Yorkshire against 62% nationally). An
even greater gap exists between those who can via the Internet
without having to contact a member of staff via the phone, fax or email (48% in Yorkshire only 36% nationally). There is limited
disaggregated data for Calderdale or locations across Calderdale.
3
People 1st (2009) Skills priorities for the Hospitality, Leisure, Travel and Tourism
sector Uxbridge

20. 20
Table 3 Booking Accomodation
Source: West Yorkshire Regional Visitor Survey 08/09 Results
It is hard to see how some of the more ambitious long term goals
for tourism in Calderdale can be met – especially those seeking to
change the profile of Visitors or encouraging people to “stay longer
and spend more” can be met without addressing the
accommodation and skill shortages.
Innovation
Hitherto much of the work in this area falls under the remit of the
WYTP. Calderdale is a very active partner and supports initiatives
developing business tourism, group travel and a major rural
campaign. During this programme of research the combination of a
growing sense of the distinctiveness of many local offerings and the
need for greater innovation in markets, products and services led to
significant interest in locally focused innovations.
These clustered around three areas:
1. Targeting largely untapped, growing or new tourism markets.
1.1.
The heritage visitor economy locally provides significant
opportunities for growth. These range from oldest “tourism”
market – religious tourism illustrated by the designation of

21. 21
Minster status on the former parish church dedicated to St
John the Baptist.
1.2.
The growth of “activity” tourism means that almost
seventy per cent of UK holidays, now involve participation in
an outdoor activity and for more than 10% of, holidays;
participation in a specific activity is the main motivation for,
the trip. The fastest growth of Activity tourism has been in
Scotland and, Wales but many English destinations including
the Lake District, Peak District and Yorkshire, are seeing
growth. Both the Lower and Upper Calder Valley with their
bridleways, cycleways, towpaths and “ways” such as the
Calderdale and Pennine Ways.
1.3.
“New” tourism areas such as events – the lessons of
Hay-on-Wye were flagged alongside local innovative Festivals
like Halifax Food and Drink Festival at The Piece Hall, Hebden
Bridge Arts Festival and the annual Dock Pudding
Competition.
2. Rethinking ways of considering the Visitor or Tourist client
2.1.
This has led to a wider move away from traditional
socio-economic to more lifestyle type analysis. One approach
classifies tourism customers into four types – Mercenaries,
Rebels, Apostles and Capitives - based on their satisfaction or
loyalty. Mercenaries have no loyalty and constantly seek the
best deals. Rebels are fickle and unpredictable, apostles have
been converted and will evangelise while captives visit often
but for personal reasons e.g. visiting family.
2.2.
Other approaches focus on the travel and tourist track
and routes followed by tourists. One suggestion was that
significant numbers of tourists travelled a route from Chester
to York through Calderdale. Another highlighted the
importance of overseas tourists with an interest in literature
who could be tempted to link visits to the Bronte country of
south Pennine with Ted Hughes and Sylvia Plath‟s association
with Hebden Bridge and Mytholmroyd on to Beatrix Potter‟s
property in the Lake District.
3. The use of new technologies notably;
3.1.
Information technologies to identify, reach and engage
with potential visitors
3.2.
Presentational technologies to enhance the visitor
experience
3.3.
Amenities such as those linked with extreme sports
Few aspects of the development of the Tourism economy rely more
heavily on meaningful representation of the different stakeholder

22. 22
interests and effective support and advice than innovation and the
underlying process of creativity.
Representation, Support and Advice
Representation
Some aspects of the representation of different interest groups have
already been addressed in comments about the creation of a local
Tourism Board and the formation of a Tourism Partnership. These
were seen as important mechanisms for ensuring effective
representation of the Private and Third Sector in internal (to
Calderdale) policies and programmes. It was felt both within and
external to the council that outside bodies should play a major role
in whatever structure was put in place.
The view emerged that the Council (in the terms expressed in the
Action Plan) had played an important representational role up to
now in “influencing the Regional Economic Strategy, discussions
over the City Region and Northern Way initiatives”. Complementary
views were expressed about the Council involvement with “the
Yorkshire Tourist Board … as well as the West Yorkshire Tourism
Partnership.”
Some participants in the in-depth interviews expressed the view
that “bodies such as West Yorkshire Partnership, Welcome to
Yorkshire, England‟s North Country and Visit Britain need more
information about what is happening on the ground in the area. This
would help them do a better job but would also make it more likely
that Calderdale got more prominence in marketing materials and
campaigns.” Two bodies mentioned in the Action Plan - British
Waterways, the National Trust – were specifically identified during
the Focus Groups as requiring stronger engagement with local,
Calderdale interests.
Support and Advice
The Action Plan was quite specific in its proposals on support and
advice. It said that:
“We need to engage with businesses, understand their business and
skills needs, provide advice on business creation, growth and
longevity as well as relevant legislation and national/regional,
developments.
We need to establish regular, timely and beneficial communications
with local, business, providing information and the, opportunity to
network and learn from others,

23. 23
(We need) the creation, of management information systems, the,
development of a newsletter and annual, networking event, and an
audit of training needs.”
In both the In-depth interviews and the Focus Groups it became
clear that a high level of engagement with the private and third
sector remains a priority.
At the same time there were concerns that there was too much
fragmentation in the organization and delivery of Council services.
“The distribution of roles over different directorates with separate
responsibilities is unhelpful especially in delivering the economic
development and regeneration potential of tourism.”
The divided responsibilities within the Council‟s support for tourism
was seen to create a number of specific and identifiable problems
notably:
Blurred priorities
Poor connectivity within and beyond the Council. Criticism of
the recent Calderdale Tourism Guide centred on omissions
that “could have been avoided” with greater internal cohesion
Weak integration with other parts of the Borough‟s activities
A failure to tackle a range of, seemingly minor, but together
significant problems including;
o Weaknesses in “micro-signage” for example Sylvia
Plath‟s grave St Thomas a Beckett and St Thomas the
Apostle Church, Heptonstall, Calderdale or on a larger
scale the links between Eureka, the Piece Hall and the
Minster in Halifax
o Lack of parking spaces in key locations and poor
signposting to available parking nearby
o Problems of gathering specific local information of the
type identified by Susan Stevens of Shire Cruisers.
There was strong sense that a single or clearly “lead” arm of the
Council would make it easier to ensure the development of themes
to make destinations “hang together.” This need for integration of
policy and delivery was expressed in several ways notably:
“We have the (tourism) packages but not the packaging”
“There is a need for a narrative at a local or borough level – telling
me why I should come or stay”
In the same way, a more integrated structure would facilitate the
identification and promotion of the “hidden gems” that proliferate
across the Borough.

24. 24
The creation of the Calderdale Tourism Board was seen a crucial
element in efforts to integrate the Tourism offering(s) but greater
cohesion with the Authority was facilitate this effort significantly.

25. 25
The Wider Context
In England responsibility for tourism policy and resourcing tourism
related activities is primarily the responsibility of the Department of
Culture, Media and Sport (DCMS), but the Departments of
Communities and Local Government (DCLG) and Business,
Innovation and Skills (BIS) have important roles in the provision of
resources, policies and programmes.
The DCMS and DCLG generally view the leisure, visitor and tourism
economies and the opportunities deriving from them as closely
linked. In defining these sectors they note that :
Tourism is generally perceived as holidays or breaks involving
time away from home. Leisure is usually perceived to mean
entertainment (in and out-of-home) including most
attractions, formal and informal sports and outdoor activities.
Cultural, heritage and hospitality facilities are perceived to
overlap both sectors. Tourism is driven by many of the same
forces as leisure. However, it has important characteristics
that must be considered:
o Travel is an integral part of tourism whereas in leisure it
is generally a means of accessing a desired facility
o Tourism includes business as well as leisure travel
o Leisure (holiday) tourism is often motivated by
attractions that are free goods e.g. historic towns,
spectacular scenery and/or assets that are not primarily
developed or maintained as tourism businesses,
including most historic buildings. These attractions are
not footloose, unlike most leisure activities (and)
o Tourism is not a coherent industry. Rather, it creates
economic activity across a wide spectrum of other
industries e.g. transport, hospitality, retailing.
For planning purposes DCLG makes it clear that leisure and tourism
uses need to be considered as two separate sectors while
appreciating the significant inter-relationships. The most important
distinction is regularity of use.
Leisure facilities are used on a regular, often spontaneous,
basis from home, as part of an individual‟s normal leisure
time.
Tourism facilities are used on special, generally pre-planned,
non-routine or longer trips including, but not limited to,
overnight trips.

26. 26
Although many leisure facilities are used by tourists, and vice-versa,
there are significant differences between the uses as defined here,
in terms of their land-use planning effects.
The Tourism Economy
Globally, tourism is generally viewed as one of the largest industries
in the world. Over much of the last decade, Tourism was the fastest
growing especially in terms of employment.
The Growth of Tourism Employment Internationally
The impact of the global recession on travel and tourism demand,
however, has been severe. In the first eight months of 2009,
international tourist arrivals fell by 7%, according to the World
Tourism Organization (UNWTO), which is now forecasting a decline
of 4% to 6% for the full year2009.
The evidence of decline was equally marked in Europe with a sharp
decline across the key areas of tourism.

27. 27
Growth returned to international tourism in the last quarter of 2009
contributing to better than expected full-year results.
According to the latest edition of the UNWTO World Tourism
Barometer, international tourist arrivals fell by an estimated 4% in
2009. Prospects have, however, improved with arrivals now forecast
to grow between 3% and 4% in 2010. This outlook is confirmed by
the remarkable rise of the UNWTO Panel of Experts‟ Confidence
Index – “2009 – Last quarter sees return to growth”.
International tourist arrivals for business, leisure and other
purposes are estimated to have declined worldwide by 4% in 2009
to 880 million. This represents a slight improvement on the
previous estimate as a result of the 2% upswing in the last quarter
of 2009.
There is considerable evidence that UK domestic tourism also saw
significant declines in 2009 but these were partly compensated for a
small growth in international tourism, largely attributed to the
weakness of the £ against the Euro. Premium domestic tourism has,
also, been assisted by the reduction in mortgage interest rates.
UNWTO Secretary-General, Taleb Rifai said recently that “the
results of recent months suggest that recovery is underway, and
even somewhat earlier and at a stronger pace than initially
expected”. Experience shows that tourism earnings generally follow

28. 28
the trend in arrivals quite closely, even if they suffer somewhat
more in difficult times.
In 2008, the UK tourism industry was estimated to have generated
£85 billion (directly and indirectly) for the UK economy, with 80%
coming from the domestic tourism market. This suggests that
tourism contributes just over 3% to national gross value added. In
2008, overseas residents made an estimated 34 million visits to the
UK, generating expenditure of approximately £18 billion.
Employment
In 2008, there were just over 1.5 million people directly employed
in tourism (44% in restaurants, bars and canteens and 16% in
tourist accommodation) with more employed indirectly, equal to 5%
of all employment in the UK. Although this is believed to have
dropped in 2009, it is expected to recover in 2010.
Employment in
tourism
4
2010
1513
1484
1496
241
245
245
247
638
136
648
138
659
141
642
140
647
141
152
86
218
154
87
221
157
88
225
155
85
216
157
86
217
Units
Employment in tourism
of which: Hotels and
other tourist
accommodation
Restaurants, bars,
canteens
Transport
Travel agents/tour
operators
Recreation services
Rest of the economy
2006
2007
2008
(000s)
1466
1489
(000s)
237
(000s)
(000s)
(000s)
(000s)
(000s)
2009
According to DCLG, tourism (alone) in Britain has a turnover of £53
billion a year (directly). In 2008, there were an estimated 180 000
businesses in tourism industries. International tourist arrivals in the
UK grew by 34% between 2001 and the 2008 total of 33.0 million,
while expenditure by tourists in the UK reached £18 billion in 2008,
28% higher than in 2001. The largest origin markets for the UK are
the USA which contributed 11.5% of total arrivals in 2005, Germany
(11.1%) and France (11.0%).
Tourism accounts for 1 in 6 of all new jobs created in the last ten
years. In certain regions, there is a high dependency on tourism
income (e.g. in Cumbria it accounts for 17% of jobs and 18% of
local GDP).
4
2009 and 2010 estimated

29. 29
Distribution of Employment in Tourism
Rest of the
economy
15%
Hotels and other
accomodation
16%
Recreation
services
6%
Travel agents/tour
operators
10%
Transport
9%
Restaurants/bars/
canteens
44%
Beside the “core” tourism economy there are strong links to the
leisure, culture and sport economies while links to other
“economies” are often poorly understood.
Although the Yorkshire Tourist Board using a different matrix, its
figures are broadly in line, but with retailing a far greater
percentage than would be implied by the UK figures.
Distribution of Tourism Employment in Yorkshire
Source: Yorkshire Tourist Board 2008 (unpublished)
Linkages
According to the OECD “tourism-dependent sectors of the economy
are not homogeneous. They are in the business of creating
experiences and are part of the new “Experience Economy”. A whole

30. 30
package of services is designed, developed and commercialised for
visitors to enjoy as experiences.
The tourism industry is a kind of “dream factory”, with the
manufacture of unforgettable experiences requiring high quality
levels. Indeed, productivity in tourism depends on the quality of the
experience, reflected in the perceived satisfaction of the visitor
which is a subjective judgment. Anything that contributes to the
efficient production and marketing of quality experiences helps to
promote productivity in tourism.”5
This latter point was vividly illustrated at the meeting with the
Scrutiny Committee, where the importance of “religious” tourism
was discussed.
Halifax Gains a Minster
Religious tourism accounts, for example, for some of the largest
“tourism” events in the world, for example, pilgrimages to Mecca
and many of the oldest tourism events viz Chaucer‟s Canterbury
Tales. Across Yorkshire, however, although the number of visitors to
attractions grew significantly during the 2000s, there was a drop in
growth rates as the recession bit.
5
OECD (2009) TOURISM IN OECD COUNTRIES 2008: TRENDS AND POLICIES – ISBN
978-92-64-03967-4

31. 31
Trends in numbers of visitors to attraction (% change)
Source: Yorkshire Tourist Board (2008, unpublished, quoted in Thomas, R ed (2010)
Managing Regional Tourism: A Case Study of Yorkshire England Great Northern
Books, Ilkley
Potential visitors choose their travel destination on the basis of
something special and unique about its attractions. The links with
the distinct attractions – Eureka, Piece Hall, the Minster, Stoodley
Pike, Hardcastle Crags, Shibden Hall, Dean Clough and Victoria
Theatre are especially relevant in Calderdale. This also determines
the willingness of visitors to pay. The more famous the destination
the higher the price visitors are ready to pay for the services they
will need.
Building the Destination Offering
The creative industries and heritage tourism have particular
relevance today for Calderdale. The ASK studies of the creative and
digital industries suggests that there are over 400 businesses in the
creative sector with some degree of dependence or potential benefit
from the tourism economy.

32. 32
These include Training & Development, Crafts, Design, Fashion
Design, Heritage, Museums & Conservation, Multiple Arts Practice,
Music, Performing Arts and Other. Currently, these businesses
employ around 4,000 people (full and part-time, but not temporary
staff) across Calderdale, but with potential to grow rapidly
generating several times that number of net additional jobs.
This growth potential is vividly illustrated in the preliminary results
of the parallel study of the fastest growing companies in Calderdale.
This indicates that upwards of 15% of the fastest growing 130
businesses identified to date operate either within the Tourism
sector or in sectors linked to tourism.
Multipliers
It is not hard to see a Tourism sector capable of having a
“Multiplier” effect on the wider Calderdale economy significantly
greater than size of the “core” tourism economy.
This potential multiplier effect can be seen across a number of
indicators. Although the number of businesses in the core tourism
sector appears to be less than 200, around 600 businesses seem to
be directly or indirectly linked to the sector.
Number of Businesses in the Core and Related Sectors
Indirectly
related e.g.
transport,
123
Core
Tourism
Economy,
147
Closely
Related e.g.
Culture &
Heritage,
313
The research referred to earlier by ASK suggests that the potential
for growth and new firm formation is relatively high with over 50%
of the businesses operating in the sector started in the last ten
years.

33. 33
Age Profile of Businesses
Pre 1980
21%
2008
14%
2006
7%
1980 - 1984
11%
1990 - 1994
4%
1995 - 1999
11%
2000 - 2005
32%
Evidence from elsewhere suggests that newly formed businesses
have the greatest growth potential especially in jobs but are most at
risk of failure and need the greatest levels of support.
This employment potential is illustrated by the preliminary data
gathered on employment in the core and related economies.
Employment in the Core Tourism and Related Sectors
Indirectly
related e.g.
transport, 1750
Core Tourism
Economy, 4200
Closely Related
e.g. Culture &
Heritage, 4600
The employment profile reflects the diverse nature of employment
in the Tourism and Tourism related economy with some relatively

34. 34
large organisations but a preponderance of small and microenterprises.
This pattern is, perhaps, more clearly illustrated by the turnovers
achieved by companies.
Turnover by Sector £Million
Indirectly
related e.g.
transport, 118
Core Tourism
Economy, 250
Closely Related
e.g. Culture &
Heritage, 295
The tourism sector in Calderdale according to the ASK study has
some relatively large businesses with almost a third turning over
more than £500,000pa but almost half turning over less than
£50,000.
The evidence gathered to date would suggest that not only is the
tourism economy significant today, with real growth potential but
there is a need and scope for additional services and support for the
sector. This would appear to be the view of those currently working
within the sector.

35. 35
Turnover Distribution of Tourism Businesses in Calderdale
Over £1,000,000
14%
£500,000 - £1,000,000
14%
19%
£300,000 - £499,999
£150,000 - £299,999
0%
£100,000 - £149,999
5%
£50,000 - £99,999
5%
£30,000 - £49,999
5%
£20,000 - £29,999
14%
£10,000 - £19,999
14%
£5,000 - £9,999
10%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
The ASK study concluded that around a third of organisations stated
that they believe that more could be done to promote Calderdale
with over ten per cent believing that there had been no attempt
made by Calderdale Council to promote Calderdale‟s tourism
industry with a similar number feeling that smaller companies
should be included in the councils promotional activity. This latter
point was raised at the Scrutiny Committee with particular emphasis
on the need for user engagement and a client led approach to
services.
The Challenges and Opportunities
In a real sense the economic challenge facing the Borough extends
far beyond the tourism sector and has increased recently as:
•
Claimant count and unemployment in Calderdale has been
rising quite rapidly
The number of people out of work and claiming benefit rose from
6,319 in July to 6,459 in August, after a period of little change in
spring and early summer. The “claimant count” unemployment rate
has edged up to 5.2%; the gap between Calderdale and the region
remains the same but the Calderdale rate is now 1% above the UK
rate while the:
•
Number of people out of work and claiming benefit rose from
almost doubled over the last year

36. 36
•
Published total of vacancies over the last six months is 23%
lower than the previous six months
•
Substantial rise in numbers receiving Council Tax and/or
Housing Benefit is a major cause for concern
•
Over the 12 months from July 2008 to July 2009 there has
been a 14% rise in the numbers in receipt of Council Tax
and/or Housing Benefit, and a 7.5% rise in pupils receiving
Free School Meals.
•
Average house prices in Calderdale fell by 14% in the year up
to mid 2009
These challenges contrast sharply with the opportunities provided
by tourism and related sectors.
There assets within the Borough are significant and include:
•
Attractions like Eureka! The National Children‟s Museum, the
Piece Hall, Dean Clough, Stoodley Pike, Hardcastle Crags,
Shibden Hall and Victoria Theatre
•
Powerful industrial and cultural legacy
•
Dramatic landscapes
•
Diverse and distinctive local communities
•
Eight million people within a 2 hour drive.
The successes achieved over the last few years allied to the new
priority given across Yorkshire to the Tourism economy suggest that
the potential exists within Tourism to – at the very least – alleviate
the economic challenges facing the people of Calderdale. This will,
however, depend on a combination of factors notably:
Delivery of the right sort of support to businesses and others
working in the tourism and related sectors
Active engagement of these sectors
Investment of resources in those sectors offering the greatest
returns
Some key aspects of the Tourism “community” in Calderdale will
help to shape the opportunities that will emerge and the challenges
faced.
Central to this is the extent to which local tourism businesses are
deeply rooted in the local economy and community. Over ninety per
cent of the tourism businesses identified in the ASK study have
always been based in Calderdale. This illustrates the extent to which
these firms are committed not only to the Borough but its success.

37. 37
Distribution of Tourism Businesses by Postcode
HD6
13%
OL14
7%
HX7
10%
HX6
17%
HX5
7%
HX4
7%
HX3
10%
HX2
17%
HX1
13%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
Equally important to a diverse community such as Calderdale,
tourism businesses are spread across the Borough with a significant
number of tourism businesses in each Post Code area.
Unfortunately, however, evidence to date suggests that there is a
general air of pessimism about prospects. The ASKE research
reported that forty percent of Tourism businesses interviewed
expected their turnover to decrease for the next financial year
whilst only thirteen per cent of businesses expected turnover to
increase. Part of the challenge facing Authority is to develop and
deliver policies that: change this thinking, focus on the drivers of
growth against a background of resource constraints and limited
control of aspects of tourism support.
Tourism: Economic Development and Regeneration
The relationship between tourism, economic development and
regeneration. Twenty years ago Christopher Law6 pointed out that:
“Investment for tourism involves the development of facilities,
physical environments and infrastructure which will have many
benefits for the local community. It also involves marketing and the
selling of an image, which will assist in the attraction of industrial
and commercial activities. With the transformation of districts (see
below) and the new image, it will be easier to bring middle-class
residents back to the inner city. The money which tourists spend at
facilities, such as concerts and theatres, may make these activities
6
Christopher M . Law (1992) Urban Tourism and its Contribution to Economic
Regeneration Urban Studies, Vol. 29, Nos . 3/4, 599-618

38. 38
more economically viable and this in turn will be of benefit to the
local community. Finally, the development of these facilities, the
physical regeneration of areas and the arrival of visitors may
increase civic pride, which is usually deemed a good thing. It is
suggested that local residents who have civic pride will take much
greater care of the environment.”
Source: Saxena, G and Watts, M (2010) Regeneration Projects and Tourism in Yorkshire in
Thomas, R ed (2010) Managing Regional Tourism: A Case Study of Yorkshire
England Great Northern Books, Ilkley
Saxena and Watts (2010) provide a neat model of how the positive
and negative aspects of tourism related regeneration can be
analysed.
More recently a series of articles in Regeneration & Renewal have
flagged this relationship in a range of environments. There is
evidence, however, that these regeneration effects are especially
important for communities like Calderdale because of their influence
on the development of:
•
Small and medium sized firms (SMEs)
•
Technologies, skills
•
Other parts of the local economy.

39. 39
The potential for generating positive impacts is, in turn, affected by
the willingness of policy makers locally to rethink the way they view
the visitor economy and they way they approach other
stakeholders.
The Role of SMEs
Small and medium sized firms play an especially important role in
the Visitor and/or Tourist economy in Calderdale. In this they mirror
the Tourist economy more widely. Across the UK over seventy per
cent of all enterprises in the hotel sector are micro companies i.e.
firms that employ fewer than nine persons. The share grows to over
eighty per cent for restaurants, bars, travel agents and tour
operators. Preliminary findings suggest that the SME share of the
tourism sector locally is higher than this.
In some ways more importantly, the relatively low cost of entry into
many key sectors of tourism and the potential significance of
sectors like hotels, restaurants and bars to both the development of
the Visitor or Tourism economy and economic regeneration across
Calderdale reinforces their value to SME development. SMEs in the
Visitor or Tourism economy, however, face particular challenges and
have specific needs if there are to realize their full potential.
Research by the OECD7 indicates that: “to remain competitive,
SMEs need to co-operate. In tourism, the success of an individual
business often depends upon the success of a destination, a
network or a global value chain. That being said, very often SMEs
are unable to utilise the maximum potential of the value chains and
networks due to lack of capital, time, human resources or
experience. It is here that supportive public policies can help.”
Authorities like Calderdale can help SMEs to
7
OECD (2009) ibid

40. 40
● Enhance productivity and the rate of technological
innovation
● Help to build a common view to influence policies
● Overcome some of the disadvantages of small size by
undertaking co-operative actions (e.g. in marketing)
● Pool resources for human resource development
● Enhance growth and the competitive performance of firms.
Facilitating the creation of partnerships, clusters and networks can
enable SMEs across the authority to combine the advantages of
small scale with the benefits of large scale.
SMEs Key Assets, Challenges and Scope for Intervention
Assets
Focus
Personal commitment
Differentiation
Personal service
Local knowledge
Challenges
Lack of finances
Skills
Resources such as IT
Weak alliances and partnerships
Change management
Marketing and branding
Scope for Intervention
Building capabilities and competences
Technical support
Creating alliances and partnerships
Accessing resources
Adding value
Skills development
Targeting resources
Events

41. 41
E-Tourism
The last decade has seen dramatic growth in e-tourism. Across
Europe, online travel sales increased by at an annual rate of over
30% between 2003 and 2008 to reach almost €20 billion (just
under 8% of the total market).
Growth in the wider European online travel market is expected to
slow, but its value was predicted to increase to more than €25
billion by 2008 – an expected 10% of the total travel market. There
are notable differences in the levels of e-commerce and e-business
activity among European countries and within individual countries.
The UK is generally well placed for both access to the internet and
other aspects of e-tourism but there are significant local gaps and
specific weaknesses in SMEs.
The internet, in particular, is transforming the distribution of
tourism information and sales. An increasing proportion of internet
users are buying on–line and tourism will gain a larger and larger
share of the online commerce market. SMEs, however, are facing
more challenging demands from customers and commercial clients
who expect them to adopt new information technologies, in
particular, e-business. Part of the problem relates to the scale and
affordability of information technology, as well as the facility of
implementation within rapidly growing and changing organisations.
In addition, new solutions configured for large, stable, and
internationally-oriented firms do not fit well for small, dynamic, and
locally-based tourism firms.
Despite these challenges, SMEs with well-developed and innovative
web sites can now have “equal Internet access” to international
tourism markets. This implies equal access to telecom

42. 42
infrastructure, as well as to marketing management and education.
According to a UN report8, “it is not the cost of being there, on the
on-line market place, which must be reckoned with, but the cost of
not being there.”
The main benefits of e-commerce for tourism enterprises are
typically reported as „providing easy access to information on
tourism services,‟ „providing better information on tourism services,‟
and „providing convenience for customers‟. This result implies that
respondents are less aware of many other benefits of e-commerce,
such as „creating new markets,‟ „improving customer services,‟
„establishing interactive relationships with customers‟, „reducing
operating cost‟, „interacting with other business partners‟, and
„founding new business partners‟
The main constraints range from „limited knowledge of available
technology,‟ „lack of awareness,‟ „cost of initial investment,‟ „lack of
confidence in the benefits of e-commerce,‟ and „cost of system
maintenance, ‟ to „shortage of skilled human resources,‟ and
„resistance to adoption of e-commerce.‟ In terms of market
situation, one might also mention „insufficient e-commerce
infrastructure,‟ and „small e-commerce market size‟.
The Skills Challenge
People 1st (the Sector Skills Council for the hospitality, leisure,
travel and tourism) has highlighted these human resource,
behavioural and skills challenges as among the greatest challenges
facing the tourism and related sectors9.
The Sector Skills Council estimates of the size of the sector are
broadly in line with those elsewhere with the sector itself accounting
for approximately 4.8 percent of the UK‟s economic output. Their
2009 estimates of the indirect contribution of the „visitor economy‟
to the UK‟s Gross Domestic Product are slightly larger i.e. 8.2
percent (over £100 billion) that estimates elsewhere.
People 1st suggests that the sector has grown substantially over the
last 20 years and, despite the current recession, is predicted to
continue to grow in the medium to long term. The sector is a
significant employer across the UK, particularly in areas highly
dependent on tourism. In total, People 1st believes that the sector
provides employment for approximately two million people.
8
World Tourism Organization (WTO) (2001). E-business For Tourism, Practical
Guideline For Tourism Destination and Business
9
People 1st (2009) Skills priorities for the Hospitality, Leisure, Travel and Tourism
sector Uxbridge

43. 43
The sector has traditionally suffered from perceptions of low wages,
unsociable hours and poor conditions, which can make it difficult for
employers to attract talent. Recruitment difficulties can lead to
inexperienced staff being recruited which then impacts on workforce
skill levels and productivity10.
Whilst many employers in the sector do pay the minimum wage and
require people to work „unsociable‟ hours, this does not necessarily
deter people from working in the sector if the work and working
environment are constructed in an attractive way. In addition,
within many businesses there are opportunities for good staff to be
promoted quickly and increase their pay accordingly.
The sector suffers from the highest rate of labour turnover of all
sectors of the economy11.This is partly due to a reliance on a
transient workforce of students and overseas workers. The constant
need to replace leavers leads to high levels of skills gaps as it
means there are always a large number of new recruits developing
into their roles.
Constant recruitment and retraining can be costly. Employers in the
sector (the hospitality element in particular) have, however,
traditionally operated with high labour turnover and many do not
see it as a problem12. Public sector bodies including local authorities
like Calderdale can play an important role in embedding strategies
and support systems to address these issues.
In a series of studies People 1st identified three main long term skill
problems across the sector:
1. A shortage of skilled chefs
2. Poor standards of management and leadership
3. Poor customer service skills
The economic downturn has, however, increased the importance of:
Good customer service skills
Good financial management as businesses struggle to survive,
People management skills as managers need to maintain staff
morale in uncertain times in order to provide good customer
service.
10
According to the 2007 National Employer Skills Survey, 13 percent of sector
employers with skills gaps attribute the gap to recruitment problems
11
Recruitment and Retention Survey, CIPD, 2008 and Sector Skills Agreement,
People1st, 2006
12
People1st, (2009) Recruitment, Retention and Training Survey

44. 44
Multi-skilling (as businesses make job cuts or decide not to
replace staff who leave, there is likely to be a need for
remaining staff to undertake tasks for which they were
previously not responsible)
Entrepreneurialism (as the need to reduce costs and
maximise profit becomes paramount),
as businesses strive to win competitive advantage during the
recession. The main tactics being followed in the sector include:
Reducing costs such as staff costs (in some cases reducing
hours, wages or laying staff off), marketing costs, training
costs and energy costs.
Offering more promotions such as two-for-one offers
(promotions are often a more effective strategy than simply
lowering prices as they do not devalue the product and it is
easier to revert to the original prices when appropriate)
Diversification (particularly in the pub, bar and nightclub
industry where licensees are increasingly looking for
innovative ways to attract customers)
Increasing training and development to upskill staff and retain
customers
Increasing marketing to attract and retain customers
While these are, in many ways, appropriate tactics nationally and
locally to overcome immediate challenges, the available research
suggests that more fundamental shifts in policies and thinking are
needed for longer term advantage.
Lifestyles
A key shift in the thinking of the Yorkshire Tourist Board has been
to rethink ways of considering the Visitor or Tourist client. One
approach classifies tourism customers into four types – Mercenaries,
Rebels, Apostles and Capitives - based on their satisfaction or
loyalty.
Mercenaries have no loyalty and constantly seek the best deals.
Rebels are fickle and unpredictable, apostles have been converted
and will evangelise while captives visit often but for personal
reasons e.g. visiting family. Promotional activity seeks to move
Visitor in direction of arrows.

45. 45
TRI*M Typology
This has led to a wider move away from traditional socio-economic
analysis to Lifestyle Analysis based on the Ark value based
segmentation system. This sub-divides the Visitor or Tourist client
base into eight lifestyle groups with distinct behavioural
characteristics and aspirations.
Arkleisure Segmentation System
Lifestyle Groups
Characteristics
Style Hounds
Young, free, single
Impulsive
Fashion counts
Brand counts
Looking for fun with friends
Not seriously sporty
High Street
Mainstream early adopters of innovations
Followers of high street fashion
Care what others think
Happy to buy “packages”
Followers
Strongly influenced by what others think
Don‟t want to be seen as old fashioned
Less active
Slow to adopt
Risk avoiders
Habituals
Largely inactive
Low spenders
Resist change
Risk averse
Value relaxation, people and quiet

46. 46
Cosmopolitans
Strong, active, confident
Style and brand important as expression
of own identity
High spenders especially on innovation
Look for new experiences
Globetrotters
Discoverers
Independent
Little influenced by style or brand but like
novelty
Buy on function and value
Look for new or educational experience
Traditionals
Self reliant
Slow to adopt new options
Traditional values
Value individual attention and service
Functionals
Self reliant
Price conscious
Value function over style
Hold traditional values but interested in
new experiences
Not risk averse
Source: Arkenford Market & Modelling Research quoted in Coll, T and Royle, J
Marketing the Region in Thomas, R ed (2010) Managing Regional Tourism: A
Case Study of Yorkshire England Great Northern Books, Ilkley
Culture, Heritage and Creativity
This type of analysis has highlighted the range of behaviours,
attitudes and factors that determine the who, what, where, when,
how and why of the Visitor or Tourism economy. For a location like
Calderdale it seems that culture, heritage and tourism have
mutually beneficial relationships which can strengthen the
attractiveness and competitiveness of the Borough overall and its
specific locations within the wider Yorkshire brand.
Culture and heritage are increasingly important elements of the
tourism product as they create distinctiveness in a crowded global
marketplace. The challenge for Calderdale is to develop a coherent
and strategic way to prioritise, integrate and develop its culture and
heritage assets while developing effective “attack brands” that can
build long term value.

47. 47
Culture and heritage tourism are among the largest and fastest
growing global tourism markets13. These are allied often to the
creative industries and increasingly used to promote destinations.
The increasing use of culture, heritage and creativity to market
destinations allows for differentiating regional identities and images.
A growing range of culture and heritage elements are being
employed to brand and market regions.
Cultural tourism is particularly attractive because of the raft of
benefits it can deliver to local communities. According to the
National Trust for Historic Preservation in the U.S., these benefits
include:
Creating jobs and businesses.
Increasing tax revenues.
Diversifying the local economy.
Creating opportunities for partnerships.
Attracting visitors interested in history and preservation.
Increasing historic attraction revenues.
Preserving local traditions and culture.
Generating local investment in historic resources.
Building community pride in heritage.
Increasing awareness of the site or area's significance.
In its diversity Calderdale highlights the wider challenges and
opportunities represented by the interplay of culture, heritage and
creativity and the Visitor or Tourism economy. cultural and
heritage-interested tourists are also assumed to visit destinations
where other tourists do not usually go, helping to spread tourism to
new areas and combating seasonality.
There is some international evidence that cultural and heritageinterested tourists stay longer in locations, return more often and
spend more per visit.
13
OECD (2009) THE IMPACT OF CULTURE ON TOURISM, OECD, Paris – ISBN- 978-92-6405648-0

48. 48
Spend by Holiday Type per Trip
Calderdale‟s assets range from the tangible like the Minster, Dean
Clough and the Piece Hall, through the symbolic such as its
commercial heritage to its intangible notably the literary traditions
established by Ted Hughes and Sylvia Plath.
Tourism Offers?
Culture and heritage create authenticity and distinctiveness in the
tourism market. In this regard, “tourism experiences” that can

49. 49
connect people and visitors to local cultures are very important.
This is particularly true if tourist want to extract the full range of
benefits from this relationship for people who visit, live, work and
invest in the region.
Among the issues that Calderdale will likely have to address are the
following:
Focus and priorisation
Integration of offerings
Funding culture and heritage
Creating sustainable relationships
Avoiding tourism damaging cultural resources
The integration of cultural, tourism and national/local
development strategies
Engagement with partners
Partnerships
During the meeting with the Scrutiny Panel, much was made of the
importance of collaboration with other stakeholders, notably in the
private sector. This emphasis on “partnership” is in line with the
most progressive thinking and research on the development of the
Visitor or Tourism economy.
In tourism destinations, the development and marketing of tourism
products and services needs to be increasingly based on
partnerships and clusters. This especially true of those designed to
enable SMEs to position themselves better in the markets they
serve. Provided that a cost advantage can be demonstrated over
unilateral action, co-operation is a key way of achieving this.
The People 1st study showed how public-private partnerships are
critical to ensuring that education and training are in line with the
needs of the industry. Investment in IT and other infrastructure in
rural areas and small towns often lags behind tourism growth.
Innovative partnerships between governments and developers are
engaging the private sector in helping to finance the infrastructure
and operate the services.
Attracting larger hotels, encouraging the development of specialist
or boutique hotels, events, festivals, sympathetic development of
cultural or heritage assets, craft, creative industry related initiatives
or projects also typically call on effective public-private
partnerships. These initiatives are often able to increase a
destination‟s carrying capacity, minimize risk and ensure effective
development of assets.

50. 50
This approach is firmly embedded in Yorkshire Forward‟s Strategic
Framework which makes clear that all its policies and programmes
depend on “all partners working together.” This is reinforced
throughout its structures and delivery systems which are based on
“utilizing a partnership based approach throughout tourism
structures and delivery mechanisms.” This is equally evident at the
sub-regional level through the West Yorkshire Tourism Partnership
and may prove even more valuable locally as firms struggle to
achieve success against an economic environment that is still
challenging.
The latest The National Business Survey: Yorkshire and Humber
Report by IPSOS-MORI pointed out that “more than a third (of
Respondents) said that they had reduced the number of staff with
the hotels/catering sector most likely to have reduced staff –
around half of businesses in this sector.
The Drivers of Growth
Perhaps the most immediate challenge facing the Borough is to
reshape the local tourism economy to maximize the economic and
commercial returns, while focusing on the areas of greatest local
advantage.
The challenge inherent in these is vividly illustrated by the Visit
profile of Calderdale especially against other parts of Yorkshire. The
economic value of a visitor is largely driven by six factors:
The length of stay with overnight stays generating 4 times
as much income and 2.5 times as many jobs as day stays
The location of stay with those visiting “friends and family”
have a much smaller “economic footprint” than those staying
in all forms of commercial accommodation
The nature of the stay with business tourism involves
greater expenditures (and incomes) than “backpackers”
The profile of visitors with “silvers” (visitors aged over 50)
spending more than school parties
The Cost of Recruitment with repeat visitors costing less
than new visitors.
Each of these issues poses a challenge and creates an opportunity
for the Borough with, for example, a relatively high proportion of its
visitors as “day leisure visitors” or visiting friends and relations
according to the latest research.

51. 51
Profile of Visitors
TOTAL
York &
Selby
Hull &
Dales & Moors & Yorkshire West
East
Harrogate Coast
South
Yorkshire
Yorkshire
64%
48%
61%
Stays
Day leisure visitors
43%
79%
72%
69%
Staying visitor 26%
Staying visitor elsewhere in
49%
9%
14%
22%
8%
5%
5%
9%
11%
7%
*
1%
*
1%
1%
1%
1%
Day business visitors
31%
1%
Staying visitor VFR
Yorkshire
42%
8%
accommodation in
Yorkshire
1%
2%
1%
1%
1%
1%
the UK
With over 3million visitors to the Borough, the potential economic
impact that could be gained from persuading just 10 per cent of the
2million+ day visitors to stay overnight would be in excess of £50M.
Age Profile of Visitors
TOTAL
York &
Selby
Dales &
Harrogate
Moors &
Coast
Yorkshire
South
West
Yorkshire
Hull &
East
Yorkshire
0-15
26%
18%
20%
23%
30%
31%
26%
16-24
6%
10%
3%
6%
7%
7%
7%
25-34
10%
9%
7%
7%
13%
11%
9%
35-44
16%
13%
14%
16%
17%
17%
13%
45-54
13%
16%
15%
14%
12%
12%
12%
55-64
16%
20%
22%
17%
12%
12%
14%
65-74
11%
11%
16%
14%
8%
7%
14%
75 plus
3%
3%
4%
4%
2%
2%
4%
Age
Group

52. 52
A similar picture emerges if we look at the Age Profile of visitors.
Older visitors are more likely to stay overnight, use local amenities
such as shops, restaurants and heritage sites increasing their
economic impact. At the same time, these older visitors are likely to
support the wider cultural and creative economy.
None of this is to deny the value of day visitors or younger visitors,
but it highlights the potential returns from changing the visitor
profile to maximize the returns in jobs, business development and
the wider economy.
TRI*M Grid – Mapped Attributes
Source: Coll, T and Royle, J Marketing the Region in Thomas, R ed (2010)
Managing Regional Tourism: A Case Study of Yorkshire England Great Northern
Books, Ilkley
In the wider context, the powerful image and the factors shaping
that image of Yorkshire itself are crucial. Integrating the portfolio of
Calderdale offering with such a powerful set of attributes is crucial,
not least because many of the most powerful, positive Yorkshire
“motivators” – beautiful & unspoilt countryside, interesting villages
and market towns are assets for Calderdale, but others high
standards of service, quality serviced accommodation are
challenges.

53. 53
The Next Steps
Since the meeting of the Scrutiny Committee, the project team has
focused their efforts on:
Detail analysis and response to Committee comments such as
a review of “religious and heritage” tourism
Preliminary analysis of key stakeholders in the local tourism
community
Research into the wider, linked economies
Building links into key national and regional agencies such as
DCLG, the Government Office for Yorkshire and the Humber,
Yorkshire Forward, , West Yorkshire Tourism Partnership with
a view to establishing a basis for the series on in-depth
interviews, focus groups
These with a view to:
Refining the Tourism Strategy,
Embedding the implementation plan
Creating key local agencies such as the Tourism Network and
a Tourism Board.
In-depth interviews are already taking place with leaders of local
tourism businesses as well as a sample of other stakeholders from
within the Authority and its partners such as Eureka, the National
Trust, Dean Clough, businesses like Incredible Edible, Berties Little
Group Of Companies Ltd., festival organizers and retail partners,
the Cultural Partnership as well as key members of the West
Yorkshire Tourism Partnership Board Members especially those with
a local focus. Particular attention is being paid to the views of
smaller business and new entrants.