Camber Visitor Management Initiative

Transcription

Tourism South East
Camber Visitor
Management Initiative
Final Report
December 2004
Camber Parish Council
Tourism South East
Final Report
Contents
1
Executive Summary............................................................................................................................... 4
2
Raising the Game – Camber’s Tourism Market ..................................................................................... 6
3
4
5
2.1
Defining Camber’s Assets..................................................................................................... 6
2.2
Camber’s Market .................................................................................................................. 8
2.3
Camber in its Context – Key Issues/Themes ........................................................................ 9
2.4
Aspirational targets ............................................................................................................. 10
2.5
Market trends in support of the ‘Quality Revolution’............................................................ 13
2.6
Gap in the Product .............................................................................................................. 14
Preferred Strategy and Option Appraisal ............................................................................................. 15
3.1
The preferred option – Camber Square .............................................................................. 15
3.2
Project Bundles................................................................................................................... 25
3.3
Decision Process Best Fit with Tourist/Resident Needs ..................................................... 31
Consultation Programme ..................................................................................................................... 44
4.1
Views of Local Residents.................................................................................................... 44
4.2
Views of Local Businesses ................................................................................................. 46
4.3
Stakeholders....................................................................................................................... 50
4.4
Other issues........................................................................................................................ 51
Potential Economic Value of the Strategy............................................................................................ 53
5.1
Value of Pedestrianisation .................................................................................................. 53
6
Moving Forward – Developing the Action Plan .................................................................................... 51
7
Delivery Mechanisms........................................................................................................................... 59
7.1
Camber Plc ......................................................................................................................... 59
7.2
Camber Trust/Partnership................................................................................................... 62
7.3
Developer/Partnership Led – Camber Square .................................................................... 63
7.4
Full-time Project Manager – Camber Champion................................................................. 63
7.5
Funding............................................................................................................................... 64
8
Conclusions ......................................................................................................................................... 66
9
Appendices .......................................................................................................................................... 70
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1
Final Report
Executive Summary
This report marks the second formal reporting to Tourism South East, Camber Parish, Rother District
Council and East Sussex County Council on the Camber Visitor Management Initiative. Arup and its
partners Matrix Partnership and Pan Leisure have undertaken the final pieces of research for this
initiative and have formulated a series of ‘action bundles’ that could be implemented to meet the
objectives of an extended tourism season, expanded tourism offer, improved visitor experience and
most importantly an improved quality of life for local Camber residents. Proposed actions were
developed with an understanding that they need to address the issue of sustainability.
Within the Stage 1: Interim Report, August 2004, the study team identified Camber Square as an
aspirational target based upon a series of socio-economic statistics, tourism trends and possibilities in
Camber given existing constraints of both the built and natural varieties. Additionally, the interim
report contains much of the detailed data that underpins the ideas presented in this document. This
final report is taking the information already presented the next step further and includes actual
projects that can be undertaken to achieve a partially pedestrianised beach front square as well as
projects to develop vitality and year round interest in Camber. Projects were developed with the goal
of addressing the issues that hinder Camber’s offer to both visitors and residents, namely its lack of
amenities. Furthermore, consideration is given to what type of management structure may best move
the initiative forward. These projects were developed through an identification of the service or quality
gap between where Camber is today and what it could be.
Tourism is important economically to Camber. However, the remit for this study was more than just
how to improve tourism as its focus emphasised the links between tourism and an improved local
economy, better interaction between people and the environment, linking the seaside and village,
Romney Marshes and the village and how to develop tourism into an industry that delivers quality
holidays and a high quality of life. Another issue that has become alarmingly clear is that whatever
projects are taken forward need to offer benefits to local residents as well as to the overall tourism
offer. Residents hold the perception that Camber has been overlooked and because its problems are
only seasonal that it is never a local government priority.
Over the last 6 weeks, the study team has progressed towards identifying the existing Camber visitor
and its residents. Information on the visitor was obtained through an independent survey completed in
August of this year. In order to assess the views of local residents a series of four focus group
sessions were undertaken, two with the business community and one with residents over the age of
60 and parents/teens. The study team also held a Camber Exhibition where local residents viewed
illustrations of the concepts described in this report. Attendees were asked to respond by completing
a survey. The study team has incorporated these views in this report. Most of the public feedback
was positive, however, there is still work to be done to ensure that there is full support from local
residents and that a management structure for moving forward is in place to allow for the necessary
decisions to be made.
The projects put forward within the action plan are aimed to meet the needs of both visitors and
residents. However, by obtaining the views of local residents a very contentious issue has arisen
namely that residents do not necessarily want to see more tourism, particularly if that means tourism
outside of the summer months. Some residents went further to specify that they did not want
additional tourism even if that meant better and more local jobs. Residents appear to tolerate tourism
related disruptions during July and August but appear unwilling to have these nuisances for the
remainder of the year. The off-season is the time for locals to enjoy the sea. Thus, any actions to
extend the tourism season must be coupled with improvements, most notably beach and parking
management in order to minimise disruptions and because these issues appear to be the most
important to residents and thus fundamental for winning local support. This will be a challenge as the
volume of traffic that descends upon Camber in the summer is simply too much for almost any parking
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system to successfully manage. However, some ideas for potentially making some improvements to
the existing system are put forward in this report.
A crucial emphasis within this report is that while Camber Square remains the aspiration, significant
benefits could be achieved through some of the initial steps towards its development, namely:
•
Car park payment on exit – if that is completely unworkable then a pay and display system
should be implemented, any system that will allow cars to park faster in the lots will be an
improvement;
•
Johnson’s Field car park exit;
•
One-way traffic system on Old Lydd Road (seasonal);
•
Extension of road linking the central car park and the overflow lot;
•
Pavements or boardwalk linking overflow parking areas for pedestrian use; and
•
Strict guidelines imposed on development to ensure that Johnson’s Field remains green and can
still be used as an informal recreational area.
This report most strongly advocates those actions with the widest benefit. These actions have been
classified within the following areas;
•
Improved tourism information;
•
Urban design;
•
Beach facilities/management;
•
Camber gateways/road;
•
Outdoor activities/links Romney Marshes;
•
Public space;
•
Visitor attractions;
•
Hospitality/accommodation;
•
Marketing and funding; and
•
Parking management.
This report focuses on raising Camber’s tourism aspirations by defining its real assets, identifying its
market and subsequent provision gaps, Camber Square - the preferred option and the decision
process that brought the study team to this conclusion. Furthermore, this report incorporates potential
projects and complementary groups of projects and addresses the issue of local delivery capacity.
Local residents have expressed a number of views but the one that seems to best summarise local
sentiment is as follows “We would like to see Camber remain a seaside bucket and spade destination
for families, but we realise life has to move forward – hopefully through development sympathetic to
our beautiful natural surroundings.”
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Raising the Game – Camber’s Tourism Market
The Camber Visitor Management Initiative is as much about extending the season as it is about
‘raising the game.’ As established in the interim report, there is a growing demand within the UK for
quality destinations within easy access – quality free-time has declined and those people with less
time are more willing to spend more to enjoy what time they do have.
In order to deliver a relevant piece of work for Camber, it is crucial to first establish the baseline – what
are Camber’s assets and who, in addition to local residents, is enjoying them.
Within this section we seek to define Camber’s assets and aspirations and identify Camber’s existing
market, considering what could be achieved ‘aspirationally’.
1.1
Defining Camber’s Assets
As the audit and review of Camber’s tourist product in the Interim Report demonstrated, Camber
enjoys a number of significant ‘assets’ ‘which potentially’ could form the basis of any future
development of Camber village as a quality, visitor-friendly destination. These include:
Outstanding natural environment – Camber enjoys an embarrassment of riches in terms of the
range, quality and diversity of its environment, specifically:
•
South East’s finest, sandiest beach – popular with families, film/TV crews, and sports people
•
Diverse and significant population of rare flora and fauna – large tracts of land the to the north
and west of Camber are protected by various scientific designations, including Sites of Special
Scientific Interest (SSSI), Special Areas of Conservation (SAC) and Special Protection Areas
(SPA), which together with the neighbouring Rye Harbour Nature Reserve and Romney Marshes
provide habitats for a number of protected birds, rare flora and invertebrates; and
•
Established, and growing reputation as a venue for extreme/adrenaline sports – in addition to an
established reputation as a beach ‘to get away from it all’, Camber also enjoys a growing
reputation as a venue for kite-surfing and sand-yachting. These uses are strictly controlled by a
‘zoned’ management regime, with extreme land sports uses currently concentrated to the
western edges of the beach.
Camber remains largely ‘underdeveloped’ – in a refreshing contrast to competitive resorts in the
South East of England, Camber’s traditional ‘bucket and spade’ trappings (i.e. amusement arcades,
gift shops, etc.) are largely concentrated along the Old Lydd Road or ‘out of sight’ within Pontins and
Camber Leisure Park. Further, it is encouraging to note the growing trend towards small-scale, quality
development in recent years – evidence of the gradual evolution of the Camber product away from the
attraction of the significant volume of visitor, concentrated in the holiday period.
Established and growing reputation as a film/TV/photo shoot location – reflecting the range and
simplicity of Camber’s environment and its proximity to London’s media ‘powerhouse’, Camber enjoys
an illustrious and well earned reputation as a film/TV/photo shoot of growing repute. Productions have
included ‘Carry on Follow that Camel’, ‘Carry on up the Khyber,’ local beach was used for the
evacuation scenes in the BBC drama Dunkirk and as a
backdrop for ‘the Loneliness of the Long Distance
Runner’. Other features filmed at Camber include
those by Vic Reeves and Bob Mortimer, episodes of
Doctor Who and numerous iconic adverts from recent
years.
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The beach has also been used for a photo shoot with supermodel Kate Moss and more recently has
been used for the Fame Academy winner Alex Park’s launch single video
(although precious little evidence is available within the resort to inform visitors of
this interesting facet of the resort’s history). Camber also enjoys a significant
reputation an innovative ‘gigging’ venue – largely as a consequence of the regular
‘weekenders’ staged at Pontins.
At the end of March 2004, Camber Sands Holiday Park held
the UKATP ‘massive weekends’ featuring two weekends of
live dance music – a festival that regularly attracts high profile
dance acts including Fat Boy Slim (who subsequently named an album after
Camber Sands), Judge Jules and the Chemical Brothers. Other famous artists
that have played Camber over recent years include; Belle & Sebastian who
started up their ‘bowlie festival’ in 1999, Lost Prophets, Mogwai and The Darkness.
The potential benefits of building on Camber’s links with popular culture are underlined by the runaway
success enjoyed by Morecambe in the aftermath of their unveiling of a life-sized statue of Eric
Morecambe as part of an ongoing programme of high profile public art commissions. Overall, an
incredible ‘storehouse’ of popular culture associations, of which more could be made.
The impact of the statue on visitor numbers is
underlined by discussions with Lancaster City
Council’s Tourism Department which indicate
the number of visitor enquiries at Morecambe’s
Tourist Information Centre (estimated to
represent 12% of total visitor volumes) increased
from a base level of 100,000 in 1998 to 280,000
in 1999 following the statue’s unveiling. Visitor
enquiries have subsequently stabilised at
200,000 – a remarkable increased considered
largely down to the extent to which the statue
has successfully put Morecambe back on the
map as a must visit destination.
In summary, strengths Camber enjoys include:
•
One of the finest, sandy beaches in the South East;
•
Seaside location – fresh air, sea, sand;
•
Range of environments, combining the ‘trappings’ of a traditional seaside resort with areas of
significant natural beauty and quiet contemplation;
•
‘Fresh’, unspoilt atmosphere;
•
Established reputation as a versatile film, TV and photo-shoot location; and
•
Rich and varied ecosystems.
The aim of the Visitor Management Strategy will be to harness and maximise the potential of these
considerable ‘assets’.
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1.2
Final Report
Camber’s Market
Who is the Camber Visitor?
In an attempt to identify Camber’s existing visitor market, the study team commissioned an interviewled sample street survey. The survey was carried out in August and September of this year and over
achieved over 250 responses. The purpose of the sample survey was to ascertain the views,
perceptions and opinions of the resort from visitors.
Although 250 surveys represents only a ‘snapshot’ of visitor opinions, the survey does yield some
important insights into Camber’s current visitor typologies – including:
•
Strong return visitor market – the majority of visitors to Camber had travelled to Camber on a
previous occasion, of which 25.3% of this majority visited Camber in excess of 3 times a year.
Encouragingly 93.7% of visitors indicated they would consider visiting again, however amongst
those who indicated they wouldn’t consider returning, the main reasons cited included ‘poor
accommodation’ and ‘lack of things to do’. This group was comprised predominantly of families
on an overnight stay; 80.0% of this minority (4.4%) were staying at Pontins;
•
Clear majority of visitors were families – reflecting the anecdotal views of local businesses,
Camber attracts a primarily family orientated market. The preponderance of those aged 25-54
(72%) were travelling with their families;
•
Preponderance of ‘day trippers’ – visitors appeared more inclined to come just for the day, rather
than for an overnight stay. Expenditure within the day trip segment was extremely low with
79.6% of day visitors spending less than £20 during their stay;
•
Passive activities dominate - the most popular named activity for visitors was relaxing on the
beach, potentially reflecting the limitation of Camber’s product, although significant minorities
were also noted for extreme sports;
•
High satisfaction levels for the beach and dunes – first impressions of Camber were generally
‘good’, and in particular, ‘the beach and dunes’ were described in the main as ‘outstanding’.
However, the village area was generally less well regarded by respondents, with a significant
number not knowing where the actual village area was, or describing it as ‘run down’.
Unsurprisingly, given their large sizes, the majority of surveyed overnight visitors were staying in
either Pontins or Camber Leisure Park; and
•
Varying opinions on the quality of accommodation – 56.3% of the Pontins customers thought the
accommodation was ‘poor’ or ‘very poor’. (Note: this was a small sample survey), whilst 60% of
the respondents staying at the Camber Leisure Park rate their accommodation as ‘good’ to
‘excellent’ (Note: many sites are owner occupied); and
•
Some degree of consensus on areas for improvement - Response to a general call for areas of
enhancement saw a significant minority (30%) of visitors citing ‘nothing’ (i.e. wanted ‘nothing’ to
be changed), although ‘smartening up the area’, more restaurants/more shops and providing
better and cheaper parking were amongst the most commonly cited areas of change.
As a consequence of the research undertaken, the survey results indicate that the ‘typical’ visitor to
Camber is aged 35-44 and is a return customer most likely travelling with their family. They tend to
visit as ‘day-trippers,’ enjoy relaxing on the beach and are low spenders, with a maximum spend of
less than £20 per visit. Visitors generally regard Camber’s product as ‘good’ although they do
acknowledge that there is room for improvement – particularly in terms of the range and quality of
product and services provided.
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1.3
Final Report
Camber in its Context – Key Issues/Themes
Although Camber enjoys a number of strong assets that could be built upon the area also suffers from
a number of issues likely to constrain its physical development and development of a higher quality
offer for visitors and residents alike. These include:
Constraints to physical development (as discussed in the interim report):
Land availability – lack of development sites;
Environment – Camber’s unique environmental setting also means that a majority of its land is
protected either for its unique wildlife and flora or in a more practical sense as it also a flood defence;
Transport/parking – Camber is predominantly a car based village, bus timetables are not set to
coincide with train arrivals in Rye but do work in regards to departures; Camber’s roads appear
adequate for general use but quickly become congested during busy summer days;
Beach capacity – beach space is limited and it becomes surprisingly small when the tide rolls in, on
the busiest of days good management is crucial for maintaining good health and safety standards;
Sewerage – obtaining planning permission for new developments or change of use of existing sites
will be difficult as the local sewerage system is operating at full capacity. Furthermore, there are no
immediate plans for rectifying the capacity shortage.
Constraints to Developing a Higher Quality Offer
•
Food and beverage offer limited, especially for families;
•
Image/ambience of built provision ‘downmarket’;
•
Townscape ‘patchy’ – a mismatch of styles and design;
•
Mix of accommodation limited, with shortages in quality self catering, hotel and touring/camping
site;
•
Retail poor and indistinct – little of ‘character’;
•
Signage/lighting poor, indistinct and uninspiring – especially along promenade;
•
Parking-location, cost and accessibility appear to deter movement around the resort, unavailable
in the evening underpinned by an inflexible ‘charge on entry’ system encouraging illegal parking
– particularly during the peak period;
•
Chronic traffic congestion, at peak periods;
•
Tourism policy largely ‘rudderless’ at District/County level;
•
Lack of brand – no consensus as to the most appropriate image for the resort (contemporary,
upmarket v traditional/bucket and spade) amongst local stakeholders;
•
Absence of a recognisable consistently employed brand for Camber;
•
Absence of reliable, up-to-date research and visitor data. Investment decisions largely
uniformed by visitor opinion;
•
Seasonality – in particular a notable lack of visitor amenity during shoulder/low season;
•
Gateways to the resort remain poor and indistinct;
•
Absence of co-ordinated marketing and promotional activity;
•
Significant evidence of ‘enclave tourism’ (Pontins, Camber Leisure Park, Rye Golf Club) with the
majority of facilities within the village inaccessible to visitors or local people;
•
Dearth of wet weather alternatives – particularly ‘family friendly’ provision;
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•
‘Patchy’ resort infrastructure (e.g. showers, toilets) with no provision at the beach fringes;
•
Extremely limited evening provision (largely concentrated around 2 pubs or ‘behind the wire’ at
Pontins/Camber Leisure Park), with no easy way of accessing the beach in the evening due to
closure of car parks and lack of lighting;
•
Limited tourist/visitor information available ‘on site’ within Camber, with limited information
provided within the nearest tourism information centre (TIC( (Rye and Rye Harbour Reserve);
•
Ingrained reputation of Camber as a ‘cheap day out’, with anecdotal /evidence suggesting low
levels of expenditure amongst day visitors;
•
Uninspiring lighting, buildings and street furniture. Lack of a ‘holiday village’ feel;
•
Conflict between beach users – particularly at peak periods (e.g. passive beach use v dune
bugging);
•
Absence of a dedicated Ranger Service for Camber to minimise nuisance/vandalism and
showcase Camber’s assets; and
•
No formal play/activity provision for older children/teenagers.
These points describe the challenges facing Camber and the following section will describe some
potential aspirations.
1.4
Aspirational targets
The Camber Visitor Management Initiative Steering Group put forward an overall vision for Camber
stating “the overall vision for the initiative is to create a vibrant, high quality destination integrated with
the quality of life experience of the natural resources of the dunes and beach.” The brief further
emphasised that that the strategy “is as much about people and how they interact with the
environment as it is about physical appearance.”
Given the results of the facility audit, there are numerous issues that will need to be addressed in
order to deliver quality. This section outlines where Camber could target its market and set its
aspirations.
Quality Revolution - The Evolving Consumer
Given that more and better local jobs will be as a direct result of increased spending within the Village
of Camber the groundwork needs to be set for how or why we think higher spend customers would
travel to Camber and what are their interests.
First, growth in the leisure and tourism market has been largely driven by key socio-demographic
changes noted amongst UK consumers. In particular, a 13% increase in personal disposable income
(PDI) per capita since 1994, a reduction in the proportion of the unemployed workforce, a general
improvement in the overall UK economy and a shift in socio-economic groupings – particularly
increases within the numbers of the most affluent consumers (ABC1).
Second, has been the growth of ‘time poor – cash rich’ consumers, with data (Leisure Management
2003) suggesting that the average working week has reduced by only 40 minutes during the past 34
years – with higher spending groups (i.e. ABC1) working increased hours. As a consequence, an
increasing proportion of consumers are enjoying enhanced ‘spending power’, but with correspondingly
less time in which to enjoy their leisure pursuits – a factor which has driven-up customer expectations
as leisure time becomes increasingly ‘prized’.
Camber – Quality
Statistics seem to show that a quality offer is becoming of high value within the UK tourism industry.
‘The Place’ is an example of a new business that is seeking a market previously not tapped in
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Camber. The ethos behind the development of ‘The Place’ was the attraction of ‘higher spend’
customers through the development of a better product. Given anecdotal evidence from this summer,
and the attraction of significant media exposure, there is good reason to believe that The Place is
achieving this aim.
The success of The Place is testament to the fact that Camber can attract more and different
customers. Camber’s aspirations should not be about restricting tourism, but rather about attracting
new markets sympathetic to its hard earned reputation as a great day out for the family. These
aspirations are shared by some of the residents surveyed. Many residents did have the conviction
that whilst they loved Camber it could become an even better place.
The ‘Quality Revolution’: lessons from elsewhere
Camber is its own place and its uniqueness and general ‘other worldliness’ is a significant part of its
character. That being said, there are lessons that Camber may opt to take onboard when prioritising
future investments.
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Martha’s Vineyard
The small island situated on the north east coast of North America has not been short of drama and
excitement not to mention a thriving tourism market. The island has been made famous for its ‘Jaws’
film set and the plane crash that killed John F Kennedy Jr, amongst other historical events. As a
resort it wasn’t until the late 19th and 20th centuries that development took off with the dredging of
harbours for recreational use. Proximity to Boston and New York has been an allure of the island
for mainlanders who wish to escape the summer heat and, as a consequence, has maintained a
flourishing tourism market. Unsurprisingly, the year round resident population of 15,000 exceeds
100,000 in the summer months, with an additional 25,000 visitors coming and going every day.
However, and pertinent to Camber, with these sorts of visitor numbers how has the island managed
to maintain its beauty, quality and exclusivity? The scale of the Island is small and therefore
Martha’s Vineyard battles with the constant challenge of maintaining its reputation for quality.
The conservation groups established to address the issues of quality (amongst other things) and
town representatives work extremely hard to keep this community alive by not conforming to the
mainland standards of size and pace. The Martha’s Vineyard Commission (MVC) formed in 1973 is
a regional land planning agency with regulatory powers. The Commission regulates developments
in fragile areas and any changes affecting more than one town. A Community Development Plan is
currently in its last stages of preparation, and is being developed in conjunction with all the Island
towns to analyse the potential uses for undeveloped land. The Commission has also produced
comprehensive coastal management plans and works closely with the Island’s six Conservation
Commissions, which have authority over development within wetlands.
Sustaining the ambiance
During the season Martha’s Vineyard is quoted as being, “a quiet beach town with a burgeoning art
scene which comes alive just in time for the private jets and helicopters to arrive.” The island is able
to uphold this lucrative market due to the amount of second home owners on the island which
provides guaranteed visitor numbers and continuity of clientele, emphasising the importance of
repeat custom and the promotion of “high brow” activities.
The island has attracted like minded people; both homeowners and holiday makers who have a
protective attitude towards the island and an antipathy to traffic! These attitudes are ingrained in
every aspect of the island and are combined with an emphasis on traditionalism and wholesome
activities.
The positive experiences of Martha’s Vineyard reinforce the benefits of robust, well thought through
development controls, which build in character, safeguard quality and reinforce ‘core values’.
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1.5
Final Report
Market trends in support of the ‘Quality Revolution’
The ‘quality revolution’ embodied within destinations such as Martha’s Vineyard is largely reflected
within the ‘star performing’ sectors and trends which have driven growth within the leisure and tourism
sector, including
•
Emergence of new activity drivers – notably extreme/adrenaline sports;
•
Rise of eco and ethical tourism – with tourists increasingly encouraged to ‘tread lightly’;
•
Strong growth in eating out – with expenditure in this sector accounting for over half of
consumer spending on leisure 2002;
•
Rise of short breaks as a driver of the UK domestic tourism industry, accounting for 67.3%
of all trips in 2003 – generating an estimated £9.2bn in expenditure;
•
Growing profile of events and entertainment – with events and festivals increasingly used to
lengthen the season, differentiate from competitors and generate activity during shoulder/low
season;
•
Growth in the family leisure market – a strong existing sector for Camber with Mintel indicating
the availability of family friendly activities (notably eating and drinking) as a strong influencing
factor within this market – particularly for families with young children; and
•
Continued diversification within the hotel sector – reflecting the growing sophistication of
consumers and in particular, the rise of new products (e.g. branded budget accommodation,
good quality holiday lets, aparthotels and ‘boutique’ hotels).
What are the Opportunities?
Although Camber enjoys a loyal and consistent core of regular visitors, a significant opportunity exists
to protect existing market share and move, organically into new markets.
Within this context, the analysis of national trends is particularly pertinent. The options for people in
terms of use of their leisure time and spending of the ‘leisure pound’ are ever increasing. Constant
reinvestment and redevelopment are needed if Camber Sands is to diversify its product offering and
expand its popularity – as witnessed by the growth in extreme/water sports.
Also of relevance to Camber Sands is the growth in the short break market fuelled by:
•
The growth in ‘empty nesters’ and ‘active retired’ (45-64 year olds);
•
An increase in the proportion of the ABC social classes which have a higher propensity to take
holidays; and
•
An increase in the number of people working within pressurised working environments resulting
in people taking shorter breaks.
Within individual sectors, a number of issues and opportunities are evident – notably:
•
Development of a ‘balanced card’ of activities with appeal to the short break and longer stay
sectors;
•
Use of events/entertainment to introduce a ‘buzz’ at a ‘street’ level and lengthen both the day
and season;
•
Opportunities presented by emerging sectors – e.g. extreme sports;
•
Growth within the eating out and licensed sectors, tempered by a need at a local level to improve
the choice, diversity and availability of the current offer;
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•
Opportunity to ‘tap into’ growth within the accommodation sector (both serviced and unserviced)
by raising standards of product and service and diversifying the accommodation offer; and
•
Continued development of distinctive and existing visitor attractions – notably family ‘wet
weather’ provision and heritage ‘assets.’
1.6
Gap in the Product
The previous sections have identified where Camber is today and where Camber wishes to be
tomorrow thus defining a gap between. Suggestions for closing the service gap include:
•
Ensure product/infrastructure is in place to capitalise on the growth in short break, specialist day
trip food & beverage, extreme sports markets;
•
Buildings ‘of character,’ with renewed focus on beach facing assets and New/Old Lydd Road
activity corridors;
•
Event–friendly open spaces, supported by infrastructure and equipment to enable Camber to
stage a greater range of events, festivals and semi-regular events (e.g. craft markets);
•
Diversification of hospitality product, to encompass additional higher spend, quality independent
food-led licensed and family friendly outlets – ideally sea facing;
•
Making the most of Camber’s rich film, TV and musical heritage;
•
Additional family-friendly, wet weather provision;
•
Development of water/extreme sports infrastructure and retail;
•
Encouragement of distinct, aspirational F&B/retail;
•
Increased focus on natural assets (sea, sand) to enhance reputation within key emerging
markets (e.g. ornithology), supported by ‘zoning’;
•
Continued migration of higher-spend population to Camber encouraging year round use of
facilities;
•
Development of a clear identity, vision and core values supported by strong development
controls and design code; and
Closer engagement with partners, assets and activities to ensure greater clarity in the decision making
process.
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Final Report
Preferred Strategy and Option Appraisal
2.1
The preferred option – Camber Square
Camber Square, as shown over the next five pages, is our response to the initial task of developing a
management strategy that responds to current needs, with the understanding that solutions would be
sought to improve not only the visitor’s experience but also to improve the quality of life for all year
round residents. A strategy does not necessarily need to have a physical result in the sense of ‘bricks
and mortar’; however, in the case of Camber it is the redevelopment of the square and most
importantly the changes that need to be made in car parking/traffic management to make the square a
reality are needed regardless.
There is potential that Camber could reap significant benefits from the underlying steps necessary for
creating Camber square. Thus, even if the square never materialises traffic may flow better or there
may be increased public space. Camber Square as will be discussed does potentially meet some of
the other objectives underlying this study such as developing higher quality destination and in this
case the creation of public space, public space that very much links the sea and the village.
This option is the preferred option, because there is an opportunity to better link the natural
surroundings with village life, create a better experience for all involved and is less intrusive on the
dunes and thereby ruin or blight what is best about Camber – “its natural beauty.” This plan does not
necessarily advocate building additional floorspace but focuses on redeveloping within the original
built footprints. Any new development should be sensitive to the built context, including consideration
of height.
This plan also does not advocate the removal of any of the existing businesses; however it does
stress the need to redevelop some of the existing structures to create more interaction between the
square and the sands particularly in the cases where businesses face the car park or have a concrete
wall where a view might be. It is important that these businesses are brought into the final scheme,
and that they see its value.
Underlying the success of this proposal will be better management of parking. The current system is
far from ideal and there are significant difficulties managing the capacity of visitors and cars on the
busiest of weekends. Part of the problem is that there are simply too many people trying to access too
small of an area.
The underlying suggestions that will help to develop Camber Square include:
•
Payment on exit – if that is completely unworkable then a pay and display system should be
implemented;
•
Johnson’s Field car park exit;
•
One-way traffic on Old Lydd Road (seasonal);
•
Extension of road linking the central car park and the overflow lot;
•
Drop-off point for the disabled, coaches, or those carrying beach equipment onto the square
(one-way traffic route should mean that other traffic could still pass);
•
Pavements or boardwalk linking overflow parking areas for pedestrian use; and
•
Strict guidelines imposed on development to ensure that Johnson’s Field remains green and can
still be used as an informal recreational area.
Development of the preferred option was the culmination of numerous consultations and careful
review of local development constraints, existing tourism offer, existing local amenities offer, identified
local needs and aspirations. The preferred option is the development of Camber Square, an open
piazza built on and around the sea facing side of the central car park. The piazza would be partially
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pedestrianised with seating and easy access to the beach, with parking remaining on the back end of
the existing car park. This scheme is dependent upon an exit only route via Johnson’s Field where
additional parking spaces could be provided. Again, a system of tiered parking, pay and display or
payment on exist would significantly improve traffic flow with relatively little investment.
The sketches over the next pages highlight what Camber’s existing central car park could become as
Camber Square, the sketches include:
•
Figure 1: Aerial view of Camber Square
•
Figure 2: Further explanation of Camber Square
•
Figure 3: Camber central car park today
•
Figure 4: Sketch of Camber Square – as seen from the second storey of cafe
•
Figure 5: Potential parking solution
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Figure 1: Aerial View of Camber Square – as what it could become
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Figure 2: Further Explanation of Camber Square
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Figure 3: Camber Central Car Park – Today
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Figure 4: Sketch of Camber Square – as seen from second storey of café
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Figure 5: Potential Parking Solution – Creation of Parking Area behind Camber Square and Link to New Lydd Road
(yellow area)
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2.2
Final Report
Camber Square in Detail
Camber Square and the projects leading towards its full development offer a number of potential
amenities as earlier described. The following pictures and text give further indications of where and
for whom additional benefit may lie.
Drawing 1: Creating a vibrant public space
This illustration represents the proposed new tourist focus at Camber Square on the existing car park.
The idea is to create a lively, quality public space fronted by buildings with an active front. This
illustration shows how public space could be used by a variety of persons namely the elderly, children
as play area and as an area to relax and enjoy a cup of coffee.
Drawing 2: Iconic and contemporary design
This drawing emphasises several points namely it represents a more iconic replacement for the
existing building on the south side of the car park. There is great potential for constructing an exciting
contemporary design that responds to the seaside. This drawing illustrates one possible idea of an
upturned boat and windblown grass. The existing uses could be retained and a visitor centre could be
incorporated. What is crucial is that the building be transparent so as not to lose the view of the sea.
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Drawing 3: Beach access and view from Camber Square
Easy and direct access to the beach is retained despite any new development on the south side of the
square. This should be reflected in the design of the square itself, such as the paving pattern. Note
the temporary stalls in the square that add colour and vitality in summer but are removed in winter a
designated area for sports such as volleyball can be included in the square although not shown on this
drawing.
Drawing 4: Easier access to square and Camber Beach Bus
With one-way traffic along Old Lydd Road and an exit via Johnson’s Field there is scope for increasing
the flow of traffic and reducing some of the persistent congestion. Given an improved traffic flow there
is potential that Pontins and the Camber Leisure Holiday Park may help to support a bus that travels
along a circular route across Camber. There is some anecdotal evidence that some of the cars
arriving in the central car park are actually bringing visitors who are staying in the parks to the beach –
thus if this bus were to be a success it could decrease the number of cars vying for parking places and
reduce traffic congestion. This illustration shows how a bus like this could be different and fun and a
real attraction for children.
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Drawing 5: Improved beach access
Potential drop-off places in Camber Square for arriving visitors could offer an opportunity for the
disabled or those with pushchairs to exit from the car before it is parked in the Johnson’s Field parking
area.
Drawing 6: Camber Square space with a view
The drawing of what Camber Square could be illustrates several buildings where the upper floors
could offer residential or holiday let space or capitalise on the view by using this space for cafes and
restaurants. These buildings would have views over the activity in the square and the beach. Eating
places here could have year round appeal.
Given that flood regulations will not allow for bedrooms on the groundfloor any development seeking
to offer residential or holiday lets will need to be at least two storeys high.
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Drawing 7: Potential for quality design
This drawing illustrates the detail that can go into these types of buildings. This shows how upper
floors should seek to create light and airy spaces and how it could adapt to different weather
conditions and use sun screens, temporary awnings and moveable windows. These buildings can be
constructed with open summer terraces and enclosed winter rooms to maximise all year round
potential.
Drawing 8: Design must be child and family friendly
The detail in this drawing emphasises the importance of designing these structures to be ‘child
friendly’ and to be accessible for elderly and disabled customers.
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Drawing 9: Potential for design code
This diagram emphasise the potential role of a design code guidance that could encourage themes for
both public and private spaces, a design that is inspired by local characteristics and the seaside. The
themes that make Camber special, such as its sandy roads, can be retained and strengthened with a
more design focused perspective.
Drawing 10: Detail addressed by design code
This diagram shows how the design code could address issues such as frontage, scale, style and
materials as the shop was redeveloped using the design code principles. This drawing also illustrates
how small areas that are not being readily utilised could be transformed into public space by adding
some seating and locating it in a place where people go.
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Drawing 11: Development of landscape strategy
Building upon Camber’s unique environment there is substantial scope to develop a landscape
strategy that incorporates seaside plants and sandy spots. Making people aware of what grows
naturally and well in the area could help to end the sense that Camber is just ‘anywhere UK’ until you
find the sea.
Drawing 12: Community value of public space
Again this drawing emphasises the benefits that can be attached to better use of public space and
adherence to a design code that strengthens Camber’s greatest asset, its seaside location.
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2.3
Final Report
Project Bundles
Whilst Camber Square and the actions necessary to promote it comprise the ‘big idea’ there are many
other actions that can be taken on board to improve the quality of visitors’ experiences and life for
local residents. The study team has given quite some thought to the actions that could be ‘bundled’
together to create real impacts albeit of differing degrees.
At the end of this strategy process, presumably Camber will target the actions that appear to have the
most gain and least cost. The suggested bundles may represent that selection or emphasise what the
final selection may comprise. We have opted to use this format because this project has generated
numerous ideas all of which could achieve some level of benefit if implemented.
The full bundles are listed in section 4. Each bundle will comprise projects from the key focus areas
described below. These are the areas that appeared to have the most ‘gaps,’ were strongly supported
by either residents, tourists or both, and seemed to have real potential for making change.
•
Tourism information centre – although not strictly a project bundle, this centre could be as
small as an information point or as large as a shop staffed by 1 to three persons. The larger
scale idea could be built as part of the Camber Square redevelopment and could also provide
office space for beach management and a place to store health and safety or lifesaving
equipment. The core concept is that this point or centre would highlight the local flora and fauna,
birds and wildlife, and present information about the already existing footpaths and bridleways
across Romney Marshes and develop the marsh seaside link that is currently missing. The
centre could also highlight activities or the existence of Rye Harbour Reserve. Rye Harbour
Reserve is an amenity with currently no link to Camber or Camber’s tourism offer – and there
could be real opportunities for co-promotion.
•
Urban Design – initiatives to generate more of a sense of ‘place’ or welcome.
•
Beach facilities/management – visitors and residents have noticed that there is a general lack
in the typical provisions associated with beaches such as foot showers, indoor showers, drinking
fountains and lifeguards. In the off-season beach provision lessens and litterbins are removed
and the beach is no longer cleaned. Not cleaning the beach is plus to those who want to attract
wildlife but there could be a compromise where litter is picked-up in a less intrusive way than the
now used tractor system and would not disturb nests or feedings areas. We understand that an
agreement would need to be reached with English Nature perhaps only a partial cleaning of the
beach in front of the central car park. If this cannot be achieved than permanent litter bins to
avoid rubbish in the first instance becomes more important. There are also few kiosks,
particularly near the western car park offering any type of service. There is a virtual monopoly
on this side of the beach, which is most likely not delivering value for money to the customer.
•
Camber Gateways/Road – local residents and visitors would like to see pedestrian crossings
across New Lydd Road, particularly near the large tourist parks. There is also very little signage
about Camber or the beach, there is no ‘entrance’ to Camber and the only sign of any welcome
announces 1066 Country of which Camber is not officially a part. We understand that
discussions are underway with Starnes for provision of these facilities. However, we will list
them as they appear to be needed and should be part of any action plan.
•
Outdoor activities – linking to the marshes – outdoor activities are plentiful in Camber yet
those not directly associated with the beach are unknown. This activity area includes items such
as a beach club or film on the sand, i.e. activities that could be promoted by the local parish as
special events or as part of a wider strategy. This would also include provision of beach sports
equipment for hire or general use and promotion of existing cycleway. There is also a need to
ensure that Sustrans can link both parts of its preferred, off-road, cycle path across Camber.
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•
Public space – there is very little public space in Camber, the concept behind these projects
would be to create more of a centre.
•
Visitor Attractions – this would include facilities such as a skateboard park or an indoor
squash/tennis and/or wellness centre. Another proposal is a living museum to highlight points of
local colour and could be a focus for Camber film memorabilia or local maritime history.
•
Hospitality/Accommodation – Camber needs to provide a wider range of services and
accommodation if it intends to be successful in reaching a higher spend market or to spread
tourism throughout the shoulder season when a day on the beach may not be ideal. These
areas will most likely require private sector provision.
•
Marketing and funding – Camber has little in the way of marketing, these projects include ideas
to raise Camber’s profile and possibly tidy it up a bit.
•
Parking management – parking was by far the topic most on everyone’s mind in respect to a
strategy for Camber, this was the case for visitors, business owners and residents. The current
system has difficulty coping with crowds on the busiest of days. Queues entering the car parks
aggravate those trying to simply move through Camber or conduct daily business. The queues
appear to be caused by several things, first simply the high volume of cars, second, the payment
on entry system as currently managed requires the driver to not only decide how many hours
they plan to stay but also to figure out how much that will cost and to then find the appropriate
bills/coins. Third, once they have paid they then have to find a spot and go against cars coming
in the opposite direction as in the central car park. The western car park is better equipped with
entrances and exits but still faces the pay on entry system which means that cars waiting to
enter are stopped on the main road, which then creates more serious congestion. Given that
Camber’s congestion is not all year round it does not become a county government or highways
priority. Thus, the solution must be sourced within the existing management. Furthermore, on
the busiest of days the chaos at the central car park means that beach officers who need to be
focusing on swimmers and the constant flow of ‘lost children’ end up helping to stack cars.
The new Pay and Display, wintertime system will be tried this year and may prove to work. The
Pay and Display system could be instituted all year road and end the payment on entry system.
However, without proper enforcement Rother could get even less revenues should patrons opt
not to pay. Staff would still be needed to ensure that the flow of traffic is moving, monitor the
parking area and ensure that the machines remain in working order. This solution would end the
slowness associated with payment on entry; however, most local businesses are against the
idea and would prefer payment on exit.
Payment on exit, as in the case of pay and display, would require that staff remain on site till the
closing of the car park to shut the gates and monitor the area. They would be handling cash and
would be there later in the evening; however, longer daylight hours would mean that it is not yet
dark when closing the gates. This system would allow faster parking and achievement of full
parking fees as there is anecdotal evidence to say that many people paying and parking with the
current system do not pay for all the time that their car remains in the car park.
Car park management, people have noted that the attendants do not remain on site to close
the gates nor to charge late arriving customers parking fees. There are also problems
associated with horse use of the central car park as there is no one to ensure that the lot is tidied
up by the horse owners. This is a particular problem in the in-between season when car park
attendants are no longer present yet the weather is still suitable for riding. There are also
numerous complaints that these particular users do not pay their ‘fair share’ as the price for
parking a horse trailer is the same as parking a small car – even though the wider costs are
significantly different.
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Other – Camber could potentially do more to maximise benefit from the filming receipts. For
example, Rother District could develop an ‘info pack’ to send to all booked film companies
advertising local hotels, restaurants and include a list of local students or specialist traders who
could be hired as extras, run errands or help with set construction/removal. There is also the
potential that a specialised filming support industry could grow and offer editing equipment or
other needed services.
These above listed key project ‘areas’ or topics are a way of categorising where the most impact may
be achieved. Some projects are ideas that the public sector could undertake whilst others will
probably necessitate private sector action. It is fundamental that the private sector be brought on
board. For example, if Camber can better manage parking and improve traffic flow as suggested –
then will Pontins or the Camber Leisure Park start a shuttle service to get their residents/customers to
the beach without adding to parking demand. This could potentially be better for the holiday parks’
guests and could benefit residents.
This is just one area where private – public sector co-operation could generate an even bigger result.
As noted above, our overall strategy aims to cover a number of aspects of Camber’s offer. This is
ambitious and is best illustrated in the following aerial view of Camber. These areas are best
illustrated on the following diagram and they include:
•
Landscaping themes, use of seaside plants and pine trees – as nature permits;
•
Improved access across the western car park dunes;
•
Johnson’s Field exit and Old Lydd Road one-way system;
•
Redevelopment of marsh edges;
•
Infill development to follow design code; and
•
Strengthen seaside focus and off-season use of the central car park area.
Following the aerial of what Camber could be is a brief look at the existing layout and this strategy
would deliver some substantial changes to how people move and interact with the sea, marshes and
village.
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2.4
Final Report
Decision Process Best Fit with Tourist/Resident Needs
To determine the preferred projects, our team assessed how each project may meet the core
objectives of the programme and remedy or mitigate issues related to the general constraints. As an
illustration of this process, the following tables show how each potential idea could fit with core
objectives and potentially deliver the most benefit. Each of the proposed projects falls under the
headings of the key focus areas and are considered against the following objectives:
•
Extending the tourism season;
•
Extending the day;
•
Increase range of food/retail offers;
•
Improve the natural offer;
•
Target new markets;
•
Generate employment;
•
Benefit local residents;
•
Benefit tourists;
•
Improve visitor’s experience;
•
Improve safety;
•
Increase revenues;
•
Reduce congestion;
•
Improve Camber’s image;
•
Improve the ‘look’ of Camber;
•
Improve quality of experience for the disabled/elderly; and
•
Improve experience for kids and parents.
Priority ranking
In addition to merely listing a set of potential projects, a priority code has been attached to each
project to better enable decision-makers to choose where investment should be directed. The priority
code begins with a letter, which describes its overall importance in two ways. First, its time frame as
some projects will need to happen before others can get off the ground and second, that it may
address a particular need that is of crucial importance such as health and safety, i.e. lifeguards. The
letter A is for the most crucial projects and B and C designations were given to projects of less
immediate need. The priority ranking differentiates between projects of the same letter by being
numbered 1 to 3, with the number 1 representing the most important projects in that category. Overall
a project scoring an A1 is viewed by the project team as having more impact than a C3 proposal.
Generally, the project team would consider a project to extend the season as having far more impact
than a project that would help to improve the visitor experience during the height of the season. Past
Camber history has shown that there will be visitors during July and August regardless of more or
fewer services/facilities.
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Seed projects and concepts
Another important consideration of these projects was timing and as noted above this has been
factored into its priority coding. A good example of a seed project is the provision of an exit on to New
Lydd Road via Johnson’s Field and a summer-time only one-way system. This project would allow for
a much improved traffic flow such that it may become feasible to operate a ‘beach bus’ that circles
from the central car park to the Broomhill parking area, to Pontins, the western car park and back to
the central car park. We envisage that a ‘seed project’ will facilitate actions or activities beyond those
needed for implementation of the specific project. Furthering this example, once traffic flow has
improved Pontins may see the value in setting up its own bus to move its guests back and forth to the
beach. At this moment it is likely that many holiday park guests are actually driving to the beach and
initiatives like shuttle busses could reduce the overall number of cars seeking parking. Not only that, it
would seem like a good ‘service’ to offer guests as one member of the study team witnessed a Pontins
disabled guest being pushed along a muddy Sea Road towards the central car park. Needless, to say
it did not appear that either the person in the wheelchair or the person pushing the chair was enjoying
their holiday.
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Key Projects and Objectives
Improve experience
for kids and parents
Improve Quality of
Experience for the
disabled/elderly
Improve the ‘look’ of
Camber
Improve Camber’s
Image
Reduce Congestion
Increase Revenues
(Rother/Camber)
Improve Safety
Improve Visitor’s
Experience
Benefit Tourists
Benefit Local
Residents
Generate
Employment
Target New Markets
Improve Natural
Offer
Increase Range of
Food/Retail Offers
Extend the Day
Extend the Season
Priority
Priority
Action
Key Actions
Development of
Camber Square –
A2
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
Partial pedestrianisation
of the central car park,
seating and performance
space provided
Architectural Competition
to Design the Square
A1
Johnson’s Field Exit –
Proposed one-way road
system
A1
√
√
√
√
√
√
√
£200 sq m
Children’s Play Area – in
the Square
A2
√
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Improve experience
Improve Quality of
Experience for the
disabled/elderly
Improve the ‘look’
of Camber
Improve Camber’s
Image
Reduce
Congestion
Increase Revenues
(Rother/Camber)
Improve Safety
Improve Visitor’s
Experience
Benefit Tourists
Benefit Local
Residents
Generate
Employment
Target New
Markets
Improve Natural
Offer
Increase Range of
Food/Retail Offers
Extend the Day
Extend the Season
Key Projects and Objectives - continued
Urban Design
Camber Design Code
A3
√
√
Landscaping – seaside
plants or pine tree theme,
consistent and tidy look
A3
√
√
Infill development to
adhere to design code
A2
√
√
√
√
√
√
√
Parking Management
√
√
√
√
Pay on Exit
A1
Pay and Display
A1
√
√
√
Separation of Entrance
and Exits to car parks
A1
√
√
√
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√
√
√
√
√
√
√
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A1
√
√
√
Tiered Prices – for late
day arrival, pensioners
and the disabled
A1
√
√
√
Signage – Costs of
Parking, hours of
operation
A2
√
√
Later evening car parking
A2
√
√
Parking Blitz Team
A1
√
Policing/Monitoring of
Car Parks
A2
√
Daily or half day parking
fees – set by time of
arrival
√
√
√
√
√
√
√
√
√
√
Improve experience
Improve Quality of
Experience for the
disabled/elderly
of Camber
Improve Camber’s
Image
Reduce Congestion
Increase Revenues
(Rother/Camber)
Improve Safety
Improve Visitor’s
Experience
Benefit Tourists
Benefit Local
Residents
Generate
Employment
Target New Markets
Improve Natural
Offer
Increase Range of
Food/Retail Offers
Extend the Day
Extend the Season
Reduce congestion!
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√
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√
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Parking Bus/tractor
√
B1
√
√
Improve experience
Improve Quality of
Experience for the
disabled/elderly
of Camber
Improve Camber’s
Image
Reduce Congestion
Increase Revenues
Improve Safety
Improve Visitor’s
Experience
Benefit Tourists
Benefit Local
Residents
Generate
Employment
Target New Markets
Improve Natural
Offer
Increase Range of
Food/Retail Offers
Extend the Day
Extend the Season
√
Camber Gateways/Road
Welcome Signage /traffic
calming
A1
Signalled Pedestrian
Crossings
A1
√
√
√
√
√
√
√
Outdoor Activities
Trail signage – Romney
footpaths and bridleways
B1
Introduction of heritage
plaques
B3
√
Fully joined, off-road
cycleway
A3
√
√
√
√
√
√
√
√
√
√
√
√
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√
√
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Promotion of circular
walks, printed and webbased
A3
√
√
√
√
√
√
Camber Sea Garden
(display patch of local
plants)
B3
√
√
√
√
√
√
Wildlife interpretive (local
birds and plant life)
B1
√
√
√
√
√
Strengthening links to
Romney Marsh
B2
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
Improve experience
Improve Quality of
Experience for the
disabled/elderly
of Camber
Improve Camber’s
Image
Reduce Congestion
Increase Revenues
Improve Safety
Improve Visitor’s
Experience
Benefit Tourists
Benefit Local
Residents
Generate
Employment
Target New Markets
Improve Natural
Offer
Increase Range of
Food/Retail Offers
Extend the Day
Extend the Season
√
√
√
√
√
√
√
Public Space
Commissioning of public
art – celebrating
Camber’s best values
C1
Boardwalk – food and
retail provision
B3
√
√
√
Arup
√
√
√
√
√
√
√
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Boardwalks over dunes,
for disabled access
Improve experience
Improve Quality of
Experience for the
disabled/elderly
of Camber
Improve Camber’s
Image
Reduce Congestion
Increase Revenues
Improve Safety
Improve Visitor’s
Experience
Benefit Tourists
Benefit Local
Residents
Generate
Employment
Target New Markets
Improve Natural
Offer
Increase Range of
Food/Retail Offers
Extend the Day
Extend the Season
√
A1
Beach Management
Beach Clubs for younger
children (high season)
A2
Provision of stargazing
points, beach safety
posts and kiosks
B2
Improvement to
streetscape ‘tidying up’
A2
Street furniture, seating
A1
Development of
landscape planting
strategy
A3
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Improved lighting –
create chilled ambiance
A1
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Improve experience
Improve Quality of
Experience for the
disabled/elderly
of Camber
Improve Camber’s
Image
Reduce Congestion
Increase Revenues
Improve Safety
Improve Visitor’s
Experience
Benefit Tourists
Benefit Local
Residents
Generate
Employment
Target New Markets
Improve Natural
Offer
Increase Range of
Food/Retail Offers
Extend the Day
Extend the Season
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Beach Facilities
Outdoor foot showers
B1
Indoor showers
B1
Disabled access from
western car park – board
ramp
A1
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Increased regulations on
horse management
(tidying up after horses)
A3
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Off-season litter bins
A3
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Off-season beach
cleaning
A3
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Off-season car park
cleaning
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Drinking fountains
A1
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Lifeguards
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Improve experience
Improve Quality of
Experience for the
disabled/elderly
of Camber
Improve Camber’s
Image
Reduce
Congestion
Increase Revenues
Improve Safety
Improve Visitor’s
Experience
Benefit Tourists
Benefit Local
Residents
Generate
Employment
Target New
Markets
Improve Natural
Offer
Increase Range of
Food/Retail Offers
Extend the Day
Extend the Season
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Visitor Attractions
Skateboard park
C3
Development of a “Living
Museum”
B3
Covered sports centre,
indoor sporting activities
in poor weather - squash
C1
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Improve experience
Improve Quality of
Experience for the
disabled/elderly
of Camber
Improve Camber’s
Image
Reduce Congestion
Increase Revenues
Improve Safety
Improve Visitor’s
Experience
Benefit Tourists
Benefit Local
Residents
Generate
Employment
Target New Markets
Improve Natural
Offer
Increase Range of
Food/Retail Offers
Extend the Day
Extend the Season
Hospitality/ Accommodation
Quality budget hotel
A1
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Boutique hotel
A1
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Town House style holiday
lets
A1
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Provision of adequate
food/beverage linked to
Camber Square
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Development of new
products, lifestyle e.g.
family style, vegetarian
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Development of small
scale concessions for
artists
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Commissioning of
sculpture celebrating TV
and Film icons – Phil
Silvers
B1
Promotion of craft curio
markets
B2
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Improve Quality of
Experience for the
disabled/elderly
of Camber
Improve Camber’s
Image
Reduce Congestion
Increase Revenues
Improve Safety
Improve Visitor’s
Experience
Benefit Tourists
Benefit Local
Residents
Generate
Employment
Target New Markets
Improve Natural
Offer
Increase Range of
Food/Retail Offers
Extend the Day
Extend the Season
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Marketing and funding
Introduction of capital
grant fund for minor
improvements
A1
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Development of food
trails and associated
promotional literature
C1
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Development of ‘style
guide’
A2
Secure dedicated tourism
professional within
Rother District Council
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Camber Promotional
materials/branding
A1
Camber website,
linkages to businesses
and local information
A3
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Join Rye Partnership
Marketing Committee
A1
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Development of film post
production/digital media
facilities
B3
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Development of
Yoga/Wellness Centre
B3
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Development of Filming
Support package –
menus from local
restaurants, etc.
A1
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Improve experience
Improve Quality of
Experience for the
disabled/elderly
of Camber
Improve Camber’s
Image
Reduce Congestion
Increase Revenues
Improve Safety
Improve Visitor’s
Experience
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Benefit Tourists
Benefit Local
Residents
Generate
Employment
Target New Markets
Improve Natural
Offer
Increase Range of
Food/Retail Offers
Extend the Day
Extend the Season
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3
Final Report
Consultation Programme
The Camber Visitor Management Initiative will be the result of a very wide consultation programme
that reached out to special resident groups, summer visitors, local businesses, local utilities, local and
regional governments and national environment related agencies. Consultation also included
discussions with management/developers of other programmes or enterprises elsewhere in the South
East such as the Community Action Netherfield (CAN) programme and management of West Wittering
Beach, West Sussex.
Discussions began with those closest to Camber, namely local beach management, Rye Harbour
reserve staff, residents and local business owners. As a means to announce the initiative and to
ensure that local residents had an opportunity to feed into the initiative at its earliest stage, we held a
public meeting at the village hall for all residents. At the public meeting it became very clear that there
were significant differences between what is best for a resident and what is best for a tourist. Thus, it
was clear that our team must develop a visitor management strategy, but one that focuses on the
areas of most concern to local resident whilst also working to attract more and better local jobs.
In addition to discerning the needs of local residents, it was crucial that we understood visitors’
perceptions of Camber. In response to this need we undertook a formal survey of over 250 visitors in
August of this year.
The public meeting also illustrated the sensitivity of many residents to the issues under discussion.
Our original project proposal had included three public meetings. However, after discussions with the
Steering Committee the second public meeting became a series of focus groups. Ideally, the focus
groups would allow us to hear the issues most related to specific community groups. We focused on
those over the age of 60, parents/teens and local businesses. We are also taking into consideration a
large amount of research already undertaken in development of the Camber Rural Challenge Bid
where local residents identified areas of need.
The following summarises the targets of our consultation programme:
3.1
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Local Businesses: Kit Kat Café, The Green Owl, Marine Café, Pontins, Mini Vegas
Amusements, Rye Golf Club, Camber Leisure Park, the place, Bermudan Fish Bar, The Drift
Café, Oasis Beach Shop and Naughties Café/Gift Shop and Amusements.
•
Local Government: Cllrs. Gubby, Ramus and Williams, Rother Planning Department, Rother
Services Department, Rother Estate Management, East Sussex County Council Economic
Development Officer, East Sussex County Council Estate Manager, East Sussex County
Council Countryside Officer, East Sussex County Economic Partnership, Camber Beach
Patrol, Rye Partnership, Camber Parish,
•
Regional Agencies – service providers: Tourism South East, Sustrans, Stagecoach, Southern
Water
•
Other Stakeholders: Camber Residents Association and Starnes
Views of Local Residents – Focus Groups
At the outset we planned to work with three key focus groups namely local business owners (as
residents not as business persons), those over the aged of 60 and parents/teens. Our focus group for
local business owners and those over the age of 60 were both very well attended.
However, the focus group organised for parents and teens was not successful. Attempts have been
made to reach these persons through surveys but again without much response. However,
information gathered through the initial public meeting and the more successful focus groups with
support from information from the Camber 200 bid appears to have captured a wide enough spectrum
of the local population from which to draw some key observations.
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The most overriding comment was concern that this strategy would only focus on how to bring
additional tourists into Camber, and that it would only serve to extend the tourist season and some of
the problems associated with tourism, such as congestion.
It was also difficult to get residents at some points to focus on issues other than car parking as it
seems to be one that has generated the most frustration in the past. However, when discussion did
move beyond car parks some interesting points did rise to the forefront, including:
•
Lack of activities/facilities for local youth;
•
Lack of general maintenance of the village/beach in the off-season;
•
Limitations to the bus timetable, hourly and stops operation at 8:00;
•
Lack of seating along roads or the beach;
•
Disabled access over the dunes;
•
Traffic control, speeding in the winter and congestion in the summer; and
•
Lack of pedestrian crossings.
One survey emphasised a general frustration on the slowness of change and stated “had surveys
before, will be lucky this time if something gets done instead of being regarded as the forgotten part of
the Rother/Bexhill Empire. In several cases, a sense that Camber was not a local government priority
was voiced, particularly in light of all of the recent investment into Hastings and Bexhill. That being
said several written responses from residents were very positive about Camber and included an
enjoyment of watching families on the beach and that “Camber is a wonderful place.”
The Camber 2000 Rural Challenge bid had a wider focus than this visitor management initiative.
However, there are some clear areas of overlap in the sense that should the Visitor Management
Initiative succeed in bringing more and better-paid local jobs to the area then there could be a more
positive socio-economic spin-off. Issues raised in this study included:
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High unemployment;
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Lack of childcare facilities;
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No accessible training facilities (lack of transport);
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Residents fear for personal safety;
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Vandalism;
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Petty crime;
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Improved street lighting; and
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Need for traffic calming.
Some of these issues such as vandalism and petty crime may be reduced were Camber to achieve an
extended ‘day’ or tourism season. Thus, people walking around and staying out later provides
additional ‘eyes’ and can become a deterrent to criminal activity. Furthermore, transport
improvements and traffic-calming fit in very well with results from the more tourism focused survey.
Information from our focus group surveys did uncover some other interesting observations on Camber
residents, namely:
Residents often accessed the beach via the central car park but did not appear to spend at those local
businesses;
Residents buy food in Camber as well as other locations such as Rye and Ashford, however most of
their entertainment spend is outside of Camber as well as most of their spend on clothing and other
goods;
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•
Residents agree that Camber is an area of outstanding natural beauty;
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Camber Village centre was generally not considered to be one of Camber’s ‘good’ attributes;
•
A need for more local amenities (i.e. Chemist);
•
Romney Marshes are a natural asset;
•
Access to Rye and Hastings is fairly good during ‘daytime’ hours;
•
Beach is clean in the summer – but dirty in the winter;
•
Lack of parking in the high-season;
•
Local accommodation is generally poor;
•
Camber is very family friendly;
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Village is not generally very tidy; and
•
Residents visit the beach all year round, possibly with a preference for the off-season.
Comments made specifically related to resident’s perceptions of Camber tourists were that they have
a general disregard for throwing rubbish in the bins and for parking in the spaces provided. There
were mixed views on the importance of attracting more tourists in the shoulder season. The view
behind it was not infrastructure cannot cope with the current summer users but that they are
accustomed to that but that they have very little desire to spread the tourist related ‘hassles’ to other
times of the year. When asked if they would be more willing to accept additional tourists if it meant
more jobs, then the reply sometimes became more positive.
Other issues raised were need for more pavements, street cleaning, grass cutting, better policing,
traffic wardens; flowers; improved beach access; direct benefits from car park revenues; entertainment
facilities, investment, better drains, better roads, children’s park and bus shelters. This report is not
focusing on provision of a children’s park nor a recreational field as we understand discussions to be
underway with Starnes to provide for a recreational field as part of the local planning gain and that
plans are still underway for a children’s park on Jubilee Green.
3.2
Views of Local Businesses
In drafting this initiative, the views of local businesses were sought for this report because these
businesses serve Camber visitors and have an understanding of the needs of the particular market
attracted by their respective product. Furthermore, they are also parties that could benefit significantly
from our ideas as an extended tourism season would mean additional visitors. There is also the
potential benefit that visitors would stay longer and spend more within the central square area, as well
as within the village of Camber. It is also crucial that the local business community agree with the
principles put forward in the Camber initiative as its success will be dependent upon widespread
community support.
Thus, it became crucial to understand whether or not their services would be offered out of season or
if they were willing to sell different products. These businesses could face additional competition if
Camber was to more fully develop and other businesses were attracted to the area. However, it
appears that the opportunities for these businesses to benefit from a better managed tourism industry
will outweigh the potential disadvantages of possibly increased competition – particularly as sewerage
and development controls will limit potential new developments of any significant scale.
Some of these local business owners are also local residents and their views cross those bounds.
Car parking
Complaints about both current car parking charges and car parking management were by far the issue
that seemed to concern this group the most. They were first concerned that this year’s increased
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price was hurting their business. Many business owners have said that this has been a particularly
bad year for business and it also goes without saying that the generally poor weather could also have
been a negative factor in poor turnover. Furthermore, many of these establishments operate on a
volume business model and without achieving the necessary visitor numbers cannot hope to make a
profit.
Alternatively, local business owners following a less volume oriented business model have not
reported problems with business because of the parking charges. However, all business owners
appeared to agree, with residents as well, that improved parking management would be necessary.
Hours of operation – products for sale
Currently, many of Camber’s businesses are seasonal – particularly those surrounding the Central Car
Park. An important issue would be ensuring that services are open for the extended-season as
visitors will want places to eat and shop. Many business owners expressed that they would be open
should there be visitors; however, given that Camber is a summer destination that there is no point
being open when there are not sufficient customers.
Camber’s business owners also noted that they would sell what people want to buy. Thus, if they
sincerely thought that the market was looking for a different product than they would sell other goods.
Several business representatives formed a group and listed their suggestions for Camber, many of
which mirror the requests of local residents. These suggestions include:
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Litter bins;
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Showers;
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Drinking water fountains;
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One way entrance and one-way exits to and from car parks;
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Car park payment on exit;
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Advertise car park opening hours;
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Traffic calming and speed control;
•
Zebra and pelican crossing on New Lydd Road;
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Activities/facilities for local youth;
•
Signage – welcome to Camber, or remove your litter;
•
Car park caretaker (full-time) to monitor horse use and parking;
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Activities for the underprivileged children;
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Reduced parking fees for the disabled and pensioners;
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Traffic wardens for weekends and Bank Holidays;
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Lifeguards;
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Shelters on the beach for wind and rain;
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Coach parking at the Central Car Park; and
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Improved policing.
The drafter of this list expressed that he would consider this initiative to be a success if five of these
suggestions were delivered. Other issues expressed were that there should be charging on the
Broomhill parking site as it attracts people away from the central car park and that if new businesses
were to be attracted they should be based closer to the western car park as there is little competition
in that part of Camber.
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Businesses around the central car park were also very concerned with the horse owners that use the
site to access the beach, pay for only one parking place when their vehicles are actually quite large
and tend not to tidy-up after their horses. These businesses raise a very valid concern particularly as
they are selling food and there are children running around. It is simply bad for business to have
horse manure on the car park.
Businesses are also concerned about the lack of litterbins in the wintertime and generally a lack of
maintenance of both the car park and the beach during the off-season. They still have customers and
the area needs to be maintained, albeit that significantly less work would be required than in the high
season.
Camber Square
Local businesses are very concerned that a development such as Camber Square could mean serious
changes to their location and possibly movement of their establishments. This consultation
programme sought very much to expel rumours of business losses but focused on the benefits that
could be generated for local businesses should Camber become a better ‘destination’ with an
extended tourism season. In particular, emphasis has been placed on the potential to generate
increased spend per head and longer stays in the proposed Camber Square scheme.
3.3
Camber Exhibition
Given the contentiousness surrounding efforts to extend the tourism season and how that may impact
local life, it became abundantly clear that additional feedback was need from residents. The study
team wanted to gauge whether residents did perceive value in the concept of Camber Square and
whether it was addressing the appropriate problems. The study team held the exhibit on the evening
th
of October 13 from 16:00 to 21:00. The exhibit included illustration boards of the aspirational
Camber Square, changes to the road pattern, views of streets augmented by a design code. More
importantly to local residents representatives from the Steering Committee were present, more
specifically from Camber Parish, Rother District Council and East Sussex County Council. In total
about 50 visitors attended the exhibit and 17 of those persons completed a survey.
All of the survey participants are full-time residents of Camber. These residents frequented the beach
and surprisingly the numbers did not radically shift between visits made during the high and low
seasons thus substantiating local claims that they do use the beach all year round that the off-season
is there time to enjoy it. Furthermore, they accessed the shore from a variety of locations generally on
foot. There were some who found it difficult to reach the beach because of the high dunes and sand,
most likely these respondents were either more elderly or had young children with push chairs.
Residents also tended not to complete most of their shopping in Camber as the most popular
destination for food shopping was Rye, entertainment other (Hastings and London offered) and other
again for clothing (London and Ashford mentioned). These residents also tended not to eat or drink at
businesses around the central car park and those that do visit these businesses tended to spend
under £10 per week, thus most likely not a significant proportion of their total disposable income.
Generally respondents agree that the following points are good about Camber:
•
Natural beauty;
•
Abundance of outdoor activities;
•
Romney Marshes;
•
Availability of parking in the low season;
•
Beach cleanliness (sometimes noted summer only);
•
Camber’s ‘family friendly’ atmosphere.
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Residents expressed a sense of general dissatisfaction with the following points:
•
Availability for activities for young persons;
•
Availability of parking in the high season;
•
Visitor attractions; and
•
Taxi services.
When asked about Camber’s general needs in an open ended question respondents identified:
•
More entertainment (a majority focused specifically on activities for teens and bad weather
activities);
•
Tidying of Camber’s general look (inclusive of specific items such as landscaping);
•
Policing; and
•
Street Lighting.
Some specific items that were highlighted but not with any real frequency included more guided
walks, beach patrols, better disabled access at the Western Car Park, winter beach cleaning,
organised beach games, school and pay on exit parking.
One survey query asked respondents to circle either a positive or negative reaction to specific
questions on the potential impact of Camber Square and the changes needed to reach that point.
More specifically they were asked to note whether the proposal would or would not help to reduce
congestion, will or will not meet local needs, will or will not create good and needed public space, will
or will not improve life for residents, will or will not diversify the local offer, will or will not improve
summer life for residents and whether or not it will be a place to visit in the winter.
Generally those that responded to this particular question were quite positive with the most support
agreeing that it could become a place to visit in the winter, will help to reduce congestion and will
create good and needed public space. There were some negative responses although much less
that focused on it not becoming a place to visit in the winter and that it will not reduce existing
congestion. There were no negative responses on whether Camber Square would help to diversify
the local amenity offer.
When prompted to respond to the issue of more all year round tourists most noted that they would
like to see more year round tourism. Some of the respondents who had stated that they would not
like to see more all year round tourists did note that they would be supportive if that meant more and
better local jobs.
The final issue touched upon in the survey addressed how to progress the Camber Visitor
Management Initiative and the concept of Camber Square. Over half of the respondents were
supportive of developing a local partnership, to be managed/operated by Camber residents, to help
improve management of issues such as car parking. Most of the respondents in support of the
partnership did express an interest in playing an active role in such an organisation. Some
respondents noted that they were concerned about the amount of time that membership of such an
organisation would require.
There was also fairly strong support for implementing a local design code to guide future building
improvements and to ensure that new builds were designed with an appropriate look. Some
suggestions were offered such as the use of driftwood and a special shade of blue. There was one
response that noted such an idea was too restrictive.
The survey left with an open ended opportunity for comments, the following represent both a positive
and negative sampling of local views. However, it needs to be stressed that most of the comments
received were generally positive.
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“Camber needs to change and new ideas for planning will be welcomed. I hope these plans will be
th
taken-up. Villagers love Camber as it is a unique place, but it needs to be brought into the 20
Century.”
“Pleased to see that local issues are being addressed, much better housing is required and a general
clean-up. Better access and improved gateways and better community involvement particularly as
Camber has an aging population are all needed.”
“You are wasting time and money on Camber, more damage to properties will happen, my wooden
bench was stolen and burned.”
“Camber Square – good idea to modernise the village and car parking proposals are good.”
“Cannot see how this will help in the winter.”
“On busy days Camber is full – a one-way system will not change this.”
“We love Camber and we just don’t want it spoilt.”
“Brilliant idea but who will pay for it, Government funding? They owe Camber that much.”
“Sand is the enemy.”
“Things happening in the winter are positive, stop lorries from driving through, need drop-in centre for
youth and the Johnson’s Field play area idea is a good idea.”
The show of general support is key to progressing the Camber initiative. However, more efforts will
be needed to specify the types of activities planned in any developments and offer an opportunity for
feedback. There is a need to increase local support particularly if public money will be a final
requirement to get proposed projects off the ground.
3.4
Stakeholders
Most of the stakeholder consultation focused on local government and partnerships as a means to
gather information, discuss ideas or possible strategy outcomes and, most importantly, next steps for
Camber. Most of this information therefore is spread throughout the report, particularly in the area of
delivery. However, there are some key points that need to be highlighted and those include
discussions with the following organisations.
The Environment Agency
Arup discussed some potential ideas for improvements to the central car park with the Environment
Agency. The agency could not give any form of approval without a formal application but did note that
any development within 15 meters of where the sand dunes start to rise are considered flood defences
and would need special approval. Furthermore, only temporary structures should be built within these
areas to ensure that access to the dunes and sea could be obtained when necessary.
Rother planning department
Rother District’s Second Deposit Plan for the Camber area should now be out for consultation –
possibly ending in the middle of October. Discussions with the planning department have not revealed
any changes to existing plans.
Southern Water
Arup received a letter from Michael Godwin, Network Development Team Manager for Southern
Water in response to our query about sewerage improvements in the Camber area. His response
noted that they have seen the proposed Local Plan and that it did not contain any significant
allocations or proposals other than what has already achieved outline-planning consent. “However,
flows from any further development in the area would overload the public sewerage system. Such
development is therefore considered premature until such time as adequate sewerage infrastructure is
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made available. This view would seem to be supported by the Planning Authority, Parish Council and
local residents. Whilst this sewerage may be provided as part of a properly prioritised programme of
capital expenditure, it may be several years before it is put in place.”
Given this information its does not seem likely there will be a capacity increase in the sewerage
system in the near term and that obtaining planning permission for new development could be difficult
unless other arrangements are made, as in the case of Brookside Farm.
Starnes
Starnes plc has acquired the right to develop 180 residential units on the former Brookside Farm
behind Scott’s Acre Road. At the time of contacting Starnes, the proposed Section 106 agreements,
or planning gains for Camber were still being negotiated. It is our understanding that the final
agreements would include:
•
Two pedestrian crossings over New Lydd Road, the first near Scott’s Acre and the second
across from Pontins;
•
Roundabout at Scott’s Acre Road;
•
Playing fields on the side of the development; and
•
Welcome to Camber sign and traffic calming measures.
3.5
Other issues
Romney Marshes: Surveys questioned residents and business owners about their usage of Romney
Marshlands. Most residents noted that they do access the marshes in good weather. Some local
business owners recognised their beauty but saw less value in the marshes and noted that the land
was not necessarily tied to Camber’s tourism future. Given the rise of more extreme sports minded
visitors, the suitability of the bridleways across the marshes for mountain biking and the already
existing footpaths, the study team acknowledges that there could be significant opportunities for
developing a shoulder season tourist market interested in walking, biking or bird watching.
In regards to local spend, there was not much information presented by the responding businesses
as to how much they thought visitors do spend per day. This was a bit surprising given that this spend
would dictate the level of their business. However, local business owners clearly attempt to sell what
they believe visitors want to buy. There could be much more scope for research on the potential
Camber target markets on the correlation between local spend and the offer.
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Potential Welcome to Romney Marshes
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Potential Economic Value of the Strategy
The development of a vibrant, varied and ‘visitor responsive’ tourism industry is fundamental to the
improved management of visitors and continued development of Camber’s tourist product. In the
following paragraphs we provide an overview of key government research and supporting literature on
the positive links between public space and improved vibrancy and business.
Strategic Influences
The need to ‘develop’ Camber’s offer is by no means unique and similar situations are being
addressed by a number of UK resort destinations. One of the earliest ‘calls to action’ was noted within
the 2001 ETC Strategy - Sea Changes (English Tourism Council), which provided guidance to
reverse the decline in traditional resorts - confirmed by data indicating a 1/3 decrease in the volume of
tourism trips by UK residents to seaside resorts, (from 32 million in 1973 to 22 million in 1998). The
strategy detailed a number of principles for success that are germane to the development of a Visitor
Management Strategy including:
•
Creating a vision, planning and leadership
•
Taking a holistic approach to the tourism experience
These themes were further developed in the Office of The Deputy Prime Minister sponsored research
- The Seaside Economy (2003, Sheffield Hallam University), which provided the first comprehensive
examination of economic change in Britain’s seaside towns. The research focused on the entire
economy of a number of towns including the structure of local labour markets in addition to the tourist
sector, and tested the common view that the rise in popularity of overseas holidays has resulted in the
increased unemployment evident in many seaside towns – a view found to be untrue. Indeed, a key
statistic from the research confirmed a growth in employment of 40% over the last 20 years in the
sectors of the economy most closely linked to tourism, although it is acknowledged that many of these
are part-time and low waged.
Nevertheless, the need to adapt to changing circumstances (the framework for which is provided
within this Visitor Management Strategy), combined with a call for greater assistance from both central
and local government are clearly stated as key priority areas.
4.1
Value of Pedestrianisation
Camber Square will be different from the status quo as it is in essence creating public space where
there is currently a car park. In addition to the aesthetic benefits, there is an opportunity for economic
growth or benefit to local businesses as well. There is a growing size of research on the issue of
linkages between pedestrianisation and economic growth. There is also, and more fundamental to
this strategy, an even clearer link between pedestrianisation and development of a more ‘vibrant’ or
happening centre.
The Royal Institute for Chartered Surveyors (RICS) Foundation has undertaken an assessment first of
what is vitality in an urban/rural areas and the linkages of vitality to parks and open spaces. First,
1
RICS points to the Lockwood study (1999) which found that the ‘quality of the environment’ had a
clear correlation with favourable trading.’ RICS moves on to note that there is considerable scope for
research on these linkages. Furthermore, a positive relationship is always taken for granted in related
literature, however this can be lost in the in the actual decision process as there is not a wealth of
concrete evidence supporting direct economic links. The increasing movement towards private sector
1
Lockwood, I (1999). The Lockwood Survey 1999. Setting the Scene for the Next Century: How Effectively are
Towns and Cities Being Managed.
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developments of open space means that these linkages will need to be strengthened in order to pass
2
private sector investment criteria.
The Department for Transport (DFT) undertook a wide literature review entitled The Mode of
3
Transport, Investment and Development Impact . This report documented that “pedestrianisation,
unless it is misdesigned or located, benefits retail turnover” (Roberts, 1990 in Tolley ed.). This same
report noted an instance where London property rental values rose by over 850% through
pedestrianisation. The DFT’s report also quotes research stating that the quality of shopping and its
environment are more important to generating trade than the ability to drive or park close to the shops
(Envrion, 1992).
The RICS model describes urban vitality as a combination of activity, transactions and diversity. RICS
also describes an environmental vitality formed through ecological sustainability and good design.
The RICS report further states that urban vitality is fundamentally based upon human activity and
interaction, thus making outdoor public realm space particularly important – summertime at Camber’s
central car park. RICS report also discusses the value of quiet outdoor scenes; this could be the offseason when Camber’s piazza and beach retreats to quality open space. The latter retreatment is
what Camber could become by implementing good design with its current environment. The result
could be positive for all users.
4.2
Partnering to Achieve and Share Benefits
One issue that has become very clear throughout this study is the potential that Camber support other,
wider, initiatives that can if not bring change themselves can help in degrees to promote the area and
further develop a sense of local pride. Activities that may fall into this category include partnering with
Rye in activities such as ‘Rye in Bloom’ with Camber on the Seaside where gardens are planted with
sea grasses and plants and thereby create a different and complimentary activity to Rye.
Rye Bay Wildlife Festival
Another potentially exciting opportunity for Camber is to support efforts to hold a Rye Bay Wildlife
festival this spring. The festival is being organised by local enthusiasts with support from the Rye Bay
Countryside Office. Although, there is little financial assistance there could be a number of
opportunities for local conservation focused landowners to invite the public to view some of their
efforts to preserve the local environment and attract wildlife.
This festival will be run in tandem with a similarly focused event across the channel in France at the
Baie du Somme. France’s Baie de Somme was Rye Bay’s INTERREG partner in past European
sponsored conservation activities and should this festival take off there could be opportunities for
additional funding for local conservation efforts.
2
3
RICS Foundation (2004). The Role of Parks and Open Spaces in Urban Vitality – the research agenda.
Department for Transport, www.dft.gov.uk, (2004). Mode of Transport, Investment and Development Impact.
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Final Report
Moving Forward – Developing the Action Plan
As earlier highlighted, the key action proposed is the development of Camber Square inclusive of all of the supporting, smaller actions. In addition to the core
actions that would support Camber Square there are numerous other activities or ideas that could be brought forward. More importantly, may be how to ensure
that a mix of benefits could be generated without dilution of the concept or focus.
Separate from the steps associated with Camber Square, these are a couple of example bundles. These are drawn from the lists of projects and are generally
those that have potential for the widest gains. The tables below offer some indicative costs for the potential projects. These costs are at best very indicative
and offer more of a tool for decision makers when comparing potential project bundles. The reason why these costs can only be indicative is because the study
team does not know which materials will be used, the precise location of each structure or the engineering issues related to potential sites. However, they are
valuable as a guide when comparing a large number of options. These costs are all exclusive of VAT, professional fees, land costs and benefits from section
106 agreements.
Before any particular bundle is selected, it is crucial to ensure that an overall design strategy is in place. This will better enable all subsequent projects to work
towards the preferred result without creating an ad hoc final appearance.
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Better Beach, Low Budget – Bundle 1 (Estimated construction costs only: £15,950)
Bundle 1
Beneficiaries
Objectives/Gaps Fulfilled
Comment
Tourism Point
Visitors and residents
Promote local flora/fauna, cycle and bridleways
1 large and 2 small wooden signs
£150
Tiered Pricing – reductions for
later day arrival and the
disabled
Visitors, residents and the
disabled
Reduced congestion, improves safety, and
improves experience for the elderly or disabled
At no additional cost to current
system
Drinking water fountains
Improved health and safety, better visitor
experience
2 at £1,000 each = £2,000
Lifeguards
Improved health and safety
This would be at an additional cost
but is important at a public beach –
estimated at £13,800 per annum
Off-season maintenance
(beach and car park)
Extended season and improved visitor experience
It will deliver ‘welcome’ – uncosted as
proportional increase to existing
budget
Marketing Committee
Visitors
Better marketing could enable Camber to reach a
wider potential market
Rye does not suffer from a summer
only tourism market, this could help to
extend Camber’s season
No actual costs
Description: this is a fairly simple plan that could be enacted without significant funds that could create a better beach atmosphere
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Short-term Parking and Streetscape Improvements, low budget – Bundle 2 (Estimated construction/development cost: £6,500)
Bundle 2
Beneficiaries
Comment
Tourism Point
Promote local flora/fauna, cycle and bridleways
1 large and 2 small wooden signs
£150
Tiered Pricing – reductions for
later day arrival and the
disabled
Visitors, residents and the
disabled
Reduced congestion, improves safety, and
improves experience for the elderly or disabled
At no additional cost to current
system
Development of “style guide”
Create uniformity of image, character
No cost if adopted from Broomhill
development, otherwise £3,850 £5,000
Improvements to streetscape,
inclusive of seating
Create uniformity of image, character
Landscaping of 20 sq m: £1,000
Three benches: £1,500
Description: this is a fairly simple plan that could be enacted without significant funds that could create a better beach atmosphere
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Short to Medium term Activity Focus, low budget – Bundle 3 (Estimated construction/operating costs £23,375)
Bundle 3
Beneficiaries
Comment
Film on the Sand
Extend the day on the beach, activities for youth
Jaws on the beach – Stella Beer as a
sponsor
Sponsor pays
Camber Sea Garden
Promote natural offer, target new markets
Community sea garden on the dunes
Upgraded landscape costs, £2,500 for
25 sq m
Develop trails, with plaques
on the areas of Nature and
Film
Visitors
Improved experience for youth, promote natural
offer and deliver a sense of place
Trail signage – 3 large signs, 10 small
signs = £550
Beach Clubs for younger
children
Visitors
Improve visitor experience, family friendly
2 supervisors for summer only work at
£3,750 per person or £7,500 for 2
Improve Romney Marsh
entrances and better mark
routes
Craft/curio markets (evening)
2 large signs and 5 small = £325
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Extend the day and increases food and retail offer
5 at 2,500 each = £12,500
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Traffic Management and Tourism Development –Short to Long Time Frames – Bundle 4 (Estimated construction/operational costs: £1.08 million)
This bundle focuses on ideas that will affect the tourism offer in that they will attract a wider market, extend the season and the day.
Bundle 4
Beneficiaries
Comment
Johnson’s Field Car Park Exit
– one way system on Old Lydd
Road
Reduce congestion
(no pavement, field to remain green)
Tourism Centre - small
Visitors
Improve visitor experience through promotion of
flora/fauna, wildlife and outdoor footpaths and
bridleways
Beach kiosk = £5,000
Improvements to Romney
Marsh edges, better signage
and information, i.e. maps
Expand the existing tourism offer, extend the
season and improve the experience for local
residents and tourists alike
Good, circular paths already exist
across Romney marsh; however they
are poorly marked and advertised
Surfacing with blocks were grass can
grow through of 3,800 sq m =
£760,000 + £5,000 for electric gate
2 large signs and 5 small = £325
Development of a “Boardwalk”
Visitors and Residents
Add to wet weather provision and retail/food offer
Construction of walk £45,000 – an
additional cost would be an auxiliary
buildings
Development of small scale
concessions for use by artists,
craftspeople
Visitors Residents
Extends the day through Curio markets, adds to
local retail offer and builds interest in local
products
5 at 2,500 each = £12,500
Wooden footpath over dunes
at western car park
Visitors Residents
Increases accessibility of beach in that area,
particularly as this is where coaches park
At 80 sq m of boardwalk, = £12,000
Improved lighting – create
chilled ambience
Visitors Residents
Improves safety and look of Camber
10 new lampposts = £7,500
Joining of Sustrans off-road
cycleway
Visitors Residents
Improves natural offer, expand market, extend
season, activities for youths
No cost to Camber
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Camber Champion or
marketing group to
Residents and visitors
Greater transparency of policy decisions. Likely to
move decision-making ‘closer’ to local
stakeholders
Volunteer – at no cost a paid position
could cost £50,000
Improved signage and street
furniture
Creates a uniformity of image, generates
character, improves experience for the elderly
2 large wooden signs and 3 benches
Provision of a skateboard park
Improve offer for youths
£160,000
Provision of a network of
play/games areas e.g. beach
volley ball, football, basketball
Improve activities offer, expand market and
season
Cost of coordinator – same as beach
club £7,500 for two seasonal persons
Provision of tourist related
infrastructure including: beach
safety post and refreshment
kiosks
Expand market, season and activity offer diversification from “sea, sun, sand” market
2 kiosks at £5,000 each, safety posts
(10) at £50 each = £10,500
Development of Camber Website, information on local offer
and outdoor activities, i.e.
cycle routes
Expand the market, raise Camber’s profile
First year costs £1,240
Development of water related
infrastructure including:
showers, foot showers and
drinking fountains
Improves visitor experience and adds ‘buzz’ to the
beach area
2 indoor showers at £2,500 each, 3
foot showers, one at each car park,
£1,000 each, and 3 drinking fountains
at £1,000 each = £11,000
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= £1,700
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High Budget, Camber Square, Beach Management and Wider Tourism Focus – Medium to Long-term (Estimated construction/operating costs exclusive
of new buildings around Camber Square: £3.9 million)
Bundle 5
Beneficiaries
Comment
Camber Square – with
Johnson’s Field Exit
Extended season, day, reach new markets,
improved town centre – sense of place, improved
retail and entertainment offer, creation of public
space – enjoyment of natural surroundings
Johnson’s Field: Surfacing with blocks
where grass can grow through of
3,800 sq m = £760,000 + £5,000 for
electric gate
Resurfacing of central car park:
£646,000
Construction of three 3 large buildings
for shops etc. = £ 6 million (not
included in total cost)
Design Code
Improve the ‘look of Camber’
An urban designer could be
commissioned to complete this work
for a budget of roughly 10 days work,
at a cost of £600 per day = £6,000
Tourism Centre (large, with
shop and coffee bar)
Promote local flora and fauna, extend season,
expand market and link to Rye Harbour Reserve
One quarter of one of the large
buildings to be constructed =
£500,000
Quality Budget Hotel
Improve range of retail/accommodation offer
Private sector driven
Boutique Hotel
Contemporary Town House
holiday lets
Capital Grant Fund for Minor
Repairs
10 grants of £500
Provision of additional food
and beverage facilities linked
= £5,000
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to Camber Square
Development of new products,
organic food provision, noodle
bars
Improve the food and retail offer
Structured performance space
on piazza
Improve visitor experience, extend the season,
day, target new markets, activities for youth and
parents
Already included in above square
costs
Wellness/yoga centre
Improve visitor experience, increase wet weather
activities and target new markets
The yoga centre and sports halls
could be within the same facility or
separate
Indoor sports centre
Increase wet weather activities, potentially on New
Lydd Road
£2 million
Commissioning of public
art/sculpture
Extend the season, attract new markets generate
interest in Camber
Minimum of £10,000
Landscape Strategy
Camber Parish development – free of
charge
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6
Final Report
Delivery Mechanisms
Delivery is fundamental. A considerable proportion of the consultation programme undertaken
towards the end of the strategy development process focused on how to move this initiative forward.
It is simply not enough to give ideas without any means of putting them into action.
A general sense from Camber residents that they have somehow been overlooked has come through
the consultation process. However, discussions with Rother District Council in particular have
emphasised that if Camber were to come with a well planned initiative that their proposals would be
considered seriously. Given that all organisations face budget restrictions, funding will be an issue
even for projects worthy of public investment. Thus, Camber residents must either be able to
demonstrate the importance of the projects or be prepared to offer other solutions.
Given the size of Camber’s Parish and its very limited funding it will be important to demonstrate that
there is sufficient internal capacity for delivery, regardless of the final projects selected or proposed
management route. Because of limited funds, the car parks appear to be a means to generate funds
locally; however, in reality those profits are also paired with numerous costs.
This section will detail several possible routes for moving the Camber initiative forward. As the car
parks would be a crucial funding stream it is first important to get a sense of the scale of revenues.
Camber’s assets and its potential for generating revenues are all related to its stunning natural beauty.
In the first instance, visitors coming to Camber will pay to park near to the sea, and in some cases
may pay up to £10 per day. We understand that the car parks raised just over £155,000 in the
summer of 2003/04. That summer had unusually hot weather and may substantially exceed revenues
earned in other years. Car park attendants note that on one really busy day both the western and
central car parks can generate between £6,000 – 7,000.
Rother District also pays substantial costs to operate and maintain the car parks in particular the
public toilet facilities. Thus, the figure of £155,000 excludes costs and actual profits would be less.
Rother also pays for the cleaning of the dunes, beach patrol officers, car park managers all of which in
theory should be paid by the car park revenue stream.
Another Camber revenue source related to its natural beauty are the payments made by film crews
and production companies that utilise the dunes for photo shoots or film production. We understand
that in 2003-04 income was approximately £18,000. In this case, there were less direct costs but
there is still a need to ensure that the proper insurances are in order and that there is a ‘truck’ for
hauling equipment if needed.
The following sections explore four possible structures for management/funding the delivery of this
strategy.
6.1
Camber Plc
One potential route for Camber to take forward its proposals would be to incorporate into a local
shareholding company, owned by residents, and either purchases the car parks from Rother or pay an
annual rent. Wittering Beach, West Sussex, is one beach community that purchased the beachfront
car park and utilises revenues generated through parking and a café concession to not only operate
and maintain the beach but also to generate a return to shareholders. Initially, shareholders did not
expect to make a return and funded the company out of a desire to protect their environment and the
dividends were extras!
Wittering Beach – Public Ownership, Privately Managed
Camber is not the first local beach to confront the question of how to best manage its assets and
provide for maintenance. West Wittering Beach is a particularly powerful example local initiative
resulting in a well-managed, natural beach, where control and accountability remains with the
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residents. Both beaches have their own set of related problems, but the overall point is that West
Wittering through local community ownership has been able to successfully manage the beach and
offers more amenities than Camber whilst generating a profit to local shareholders thus there are
some real merits in its business plan that could be adopted elsewhere.
However, West Wittering is not immune to traffic problems and it too must deal with the problems of
congestion on the busy summer weekends. In this respect neither Camber nor West Wittering have
been able to find a solution to congestion as both parking areas operate a pay on entry system and
the sheer number of cars coming would probably be enough to overload even the most efficient of
system. West Wittering has a set price based upon the time of arrival thus it is able to slightly speed
up the paying process in this respect.
Not only has West Wittering’s locally owned-private company been managing well, it has been
managing since 1951. Local residents were galvanised towards protecting Wittering Beach when
word had spread that plans were underway to sell the beach to a mining company for development of
a holiday complex. At that time the Commissioners owned the foreshore and coastal farming land.
In response to this news local residents formed ‘West Wittering Preservation Trust (WWPT)’ with the
aim to protect the land associated with the beach car park. The car park had already been running as
a successful commercial venture. At that time it appeared that the Commissioners would want a
minimum of £22,000 for the site.
WWPT partnered with West Wittering Parish Council in an unsuccessful bid to Chichester District
Council for support. The only remaining alternative was that local residents purchased the beach and
car park. One hundred and twenty-six residents subscribed to a new company, West Wittering Estate
Limited, through a purchase of shares for the sum of £20,550 inclusive of stamp duty and legal fees.
West Wittering Estate’s main objectives were and remain ‘the preservation of the beach and waters
adjoining the company’s land for the safe and peaceful enjoyment of the public and the preservation of
the rural and undeveloped nature of the company’s property and its surroundings.’
In addition to being able to protect the natural environment, local shareholders were also looking for a
bit of a return. The car park is expected to not only finance its own care and maintenance but also to
provide the opportunity for a return to its shareholders. Without delving into the profit and loss
statements of West Wittering Estate, the fact that its shareholding has more than doubled proves that
their must be a local return of some real value, furthermore a value that can be quantified as the
shares have a cost. Whether that value is financial or preservation oriented it is difficult to say, but the
estate’s objectives do appear to be met.
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How does Camber compare to West Wittering
Camber
West Wittering
Visitor figures (high end)
20,000
15,000
Payment System
Ticketing staff (Pay and Display in
the off-season)
Coin operated machine and
ticketing staff
Pricing Structure
Hourly rates
Costs based upon time of entry and
fixed, speeds money collection
Beach opening hours
8:30 – 8 pm
6:30 – 8:30
Pricing (High Season)
1 May – 30 Sept.
July - August
Up to 1 hr. £1
Weekdays: Before 3 pm - £5
1 – 2 hrs. £2
Weekdays: After 3 pm - £3
2 – 4 hrs. £4
Weekdays: After 5 pm – £2
4 – 6 hrs. £6
Weekends: Before 3 pm - £6
6 – 8 hrs. £8
Weekends: After 3 pm - £3
Over 8hrs. £10
Weekends: After 5 pm – £2
Up to 2 pm - £20
£20
Car
Coaches
After 2 pm - £10
Disabled
-
£1 at any time (inc. motorcycles)
Season tickets
-
available
Toilet blocks
Toilet blocks
Facilities
Toilets
Showers
Showers
Fresh water taps
Fresh water taps
Beach Huts
none
156 Available for rent (bidding)
Cafes/restaurants
Two beachfront cafes (opening high
season with some spring/autumn
weekends)
One café (open throughout April to
Oct. and on good weather in the
winter)
Beach furniture (for Hire)
Deck chairs for hire
Sun beds, deck chairs and wind
breaks for hire (May – Sept.)
Day trips possible
Day trips possible
Accessibility to London
A comparison of Camber to West Wittering highlights some real shortages on Camber’s part to offer a
comparable service. Camber is generally more expensive, although 4 – 6 hours on a weekend in
Camber is the same cost as arriving before 3 pm at West Wittering. Camber does not offer any
reductions for disabled persons, weekday customers or for those arriving later in the day. In practice,
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those arriving very late in the day may park for free as anecdotal evidence notes that car attendants
tend to leave before the car parks close and may not be charging for those cars arriving past 5.
West Wittering appears to offer more facilities as there are showers and fresh water fountains. West
Wittering also offers beach huts and a wide variety of beach furniture for hire. It also appears that the
café is open all-year round in good weather. This cannot be said for Camber; particularly where one
visitor noted that a 10 am opening time is too late for a cup of coffee.
This structure could offer potential for Camber. It illustrates actions to speed parking, particularly the
set pricing scheme, and offers a wide range of beach facilities such as showers and drinking
fountains. Camber has very similar assets. However, given that the value of the car parks are
probably quite high given inflation over the past 50 years, Camber may be better to consider obtaining
a lease for the car parks and beach area.
6.2
Camber Trust/Partnership
Community Action Netherfield
Another option that Camber could consider would be in the form of a trust or an area partnership.
There are two good examples of such endeavours. The first is the Community Action Netherfield
(CAN) campaign and the other is a successful borough financed community partnership in Barnsley.
The Netherfield Community Action group formed because they too did not feel that there needs were
being met by Rother District Council or their local parish, Battle. The starting area for the group was
Darvel Down, an island of housing, mixed private and housing association, located in a former mining
town just outside of Battle.
In this case the local housing association, Rother Homes, became very proactive and influenced local
residents and homeowners that more could be achieved. The local housing stock had been poorly
maintained and they advocated demolition of significant areas and reconstruction of homes with the
addition of several new units to offset some of the construction works. This funding was originally
coming through the housing association but at the insistence of its manager a very proactive resident’s
association grew.
This association issued a number of surveys to ascertain local needs, applied for funds and won them
through the Country Side agency and raised money for a new children’s park. CAN has successfully
applied for some funds but is largely supported through the housing association. However, what CAN
has achieved with a relatively small amount of money has been quite significant. They now operate
numerous youth activity ‘taster’ days, educational and tidying up programmes and in some cases help
with general maintenance and care of the neighbourhood.
Barnsley MBC
Over a number of years, Barnsley MBC has established Community Partnerships throughout the
Borough. The underlying principle has been to devolve responsibility for the management of public
sector assets (facilities and services) to the local community.
So far, 13 Partnerships have been established. They are comprised of ward councillors and residents
groups. The partnerships manage sports facilities, community centres, village halls, parks and play
areas with associated amenities such as car parking. These partnerships are financially supported by
the Borough.
In terms of Camber, this arrangement has relevance, with greater responsibility for beach
management, car parking etc being devolved to the community. Clearly, financial management would
need to be agreed – however, given that this is a strategy, our recommendation should be (as a
defined action area).
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6.3
Final Report
Developer/Partnership Led – Camber Square
Newquay has become a real example on what can be achieved through redevelopment of a
beachfront site. Newquay has through a private sector developer created a ‘destination,’ generates a
profit, employs local residents and generates a revenue for local government through rent payments.
In this instance the developer signed a long-term lease for the beachfront car park with the local
council. The lease was of a long enough period of time where they could go to the private market and
seek external financing, at a commercial rate for capital expenditures. The car park generates a
consistent source of revenue that meant the developer had immediate funds and an asset when
approaching banks.
The downside to this option is that the land and revenue generating car park would be lost. However,
there is a public sector return comparable to its previous amount and more local employment has
been generated. This is clearly an option that Camber could pursue.
However, should Camber not wish to pursue a purely commercial route there may be an opportunity to
form a regeneration partnership or public entity that could manage the car parks and possible other
developments. Given that the Rye Partnership already has a remit for Camber it may be possible to
bring them onboard, with the understanding that there will be revenues from the car parks to fund a
member of staff.
We understand from Rother District Council that the Rye Partnership is intending to widen its remit
and may have an interest in taking on such a role in respect to Camber. This particular solution could
be a real benefit to Camber as well given that overhead costs would be limited as the Rye Partnership
already exists and there could be opportunities for numerous operating efficiencies.
If Camber did opt to follow the developer/partnership led route, than it is crucial that any agreement to
develop the site is made on the best commercial terms possible as the site has real market potential
and is an important asset to local residents. Furthermore, Camber does not suffer from the acute
deprivation of either Hastings or Bexhill, thus whilst this project could boost economic growth this does
not preclude the need to maximise the financial potential of the site. A developer that is paying a real
market rate will have the incentive to re-invest in the site to ensure that it remains profitable in the
long-term. A developer that needs to make a profit and has competition (parking at the western car
park and Broomhill sites) is also more likely to deliver a higher quality service.
6.4
Full-time Project Manager – Camber Champion
As earlier suggested in the interim report, another possible model for managing strategy
implementation could be one similar to Rye’s Town Centre Manager. This position is funded through
several project funding streams and this person was hired to fulfil an ‘enabling’ role that is to ensure
that the appropriate persons and activities are matched and to progress particular projects. This
project is less of ‘doer’ type role as funding may stop and if local residents were not heavily involved
could mean the loss of halfway completed projects.
However, given that the ideas proposed in this strategy will take significant effort to get off the ground
would necessitate that a fairly firm position be created at least for the coming five years. This position
may only be a part-time position depending upon the scope of Camber’s final plan. Other work we
have undertaken has found that Director’s of regional government projects can earn anywhere
between £55,000 to £75,000 per annum. Given that Camber will have a fairly small budget, even if
car parking revenues were to be used, a salary of £50,000 exclusive of benefits may be reasonable.
Another option may be the appointment of a volunteer champion. This could be a retired resident with
a public service background who would enjoy brining attention to Camber. What is crucial is that there
is a person who can speak for the village and its residents and raise Camber’s profile particularly at
District and County levels.
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6.5
Final Report
Funding
Excluding European Funding, there are four main funding pools from which Camber could possibly
seek financial support, these include South East of England Development Agency Direct Investment
Funds, Area Investment Frameworks (AIFS) – Hastings/Bexhill or the wider East Sussex County AIF
strategy or through Rother District Council, possibly again with inputs from AIF devolved delivery
funds. Camber falls within the East Sussex Area Investment Framework.
“The East Sussex Area Investment Framework provides a strategic investment planning tool and an
analytical framework for partners in East Sussex to identify how best they can secure, deliver and
better coordinate funding and investment across a wide range of policy areas and funding streams.
This includes investment by the public, private and voluntary sectors, special funding programmes
and mainstream funding and capital and revenue investment. The AIF is intended to set out a
strategic framework for investment planning for the three years from April 2004. An immediate priority
is for the AIF to inform the shape and delivery of the South East of England Development Agency
4
(SEEDA) devolved delivery funding in East Sussex.”
The East Sussex Area Investment Framework Strategy sets out a broad strategy and identifies priority
investment themes. One of the themes is “Business Development and Enterprise” and the action plan
sets out actions to encourage business enterprise, deliver support and sector and site developments
to attract, increase and retain business investment. Under the section on sector development it is
stated that business development, enterprise and skills measures should focus on growing
knowledge-based businesses across a wide range of sectors. It notes that within this broad strategy
there is scope for specific initiatives in four main sectors (which includes tourism).
Priorities for investment for tourism include market development and research; skills; business
support; regeneration and development – including support to the new Sussex Downs National Park.
AIF funding is not a competitive process and any projects receiving funding must contribute to the AIF
priorities, be strategic and maximise SEEDA Tier 3 outputs. The East Sussex Economic Partnership
as the AIF body for East Sussex (not Hastings & Bexhill) is ultimately responsible for deciding funding
priorities.
At the time of the writing of this Camber report SEEDA had not agreed an indicative allocation of
devolved delivery funding. It is not therefore not known how much SEEDA funding will be devolved to
the East Sussex AIF area to support identified priorities across a wide range of areas, and it is too
early to know if the tourism sector will receive an allocation from this funding. No main sectors
received funding in the 04/05 financial year.
We understand that SEEDA has in the past through direct investment funds chosen areas of need or
significant opportunity. The fact that Camber lies between to AIF areas may bolster its chances for
seeking funds through this type of route. In the past these funds have gone towards supporting iconic
developments and capital projects. However, we understand that SEEDA will be pruning devolved,
thus it may be difficult to actually achieve these funds.
European Funding
Camber does not fall within one of the European Union’s funding priority areas. Thus, it is not able to
apply for Objective 1, 2 and 3 type funds. However, Rye Harbour Reserve has been successful in the
past through the INTERREG programme and pairing with a ‘sister’ beach in France, Baie du Somme.
If East Sussex County Council, Countryside Officers do wish to apply for additional funding for
conservation, Camber may be able to benefit given its unique natural environment and proximity to the
reserve. Camber could potentially try to line up funding for a tourism centre or tourism point where
information could be displayed on local flora and fauna and bird species.
Conclusion
4
East Sussex Economic Partnership (2004). East Sussex Area Investment Framework Final Report.
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Given that there does not appear to be a ready source of funding for this type of initiative, Camber
may be best off seeking direct funds from local government and SEEDA through a direct programme
proposal. Ideally, this would be one of the first actions undertaken by the Camber management type –
the possibilities of which were presented in the previous section.
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7
Final Report
Conclusions
Camber’s reputation of being a place a bit different from the rest of the South East appears to be very
much a part of its attraction both for tourists and for residents. This concept of Camber as beating to a
different drum appears to have wound its way into an internal local ethos. Thus, there is a very much
a reason to leave Camber alone the way it is – local people like it. However, tourism trends show that
places like Camber are becoming more and more popular as the ‘cash rich time poor’ tourists will be
looking for places a bit different for weekend trips and short breaks. The addition of this type of
person, particularly if there interest would be in Camber off-season could mean an increased demand
for shoulder season services, leading to more all year round type jobs. This could be of a real benefit
to Camber’s local economy. Furthermore, the completion of the Brookside Farm development may
mean that more people are attracted to Camber, some of whom may wish for change and may start to
initiate changes themselves. Thus, thoughts that Camber will remain as is appear unrealistic.
This means that if Camber is destined for change that it be of a type that can preserve as much of its
character as possible and bring the most local benefit. The projects identified in this report have been
those that would seem to bring benefit to both local residents and visitors. The following conclusions
illustrate some of the messages both learned and developed by the study team and will be presented
as the key findings.
•
Camber Square - the concept of Camber Square is an aspiration underpinned by real
actions. This aspiration could be taken forward in its entirety or by embarking on it in
piecemeal and derive a proportion of the total benefits. If Camber Square were to exist, then
the parish council must have addressed car parking management, traffic management,
provision of public space, beach management and existing beach facilities.
The existence of Camber Square will also mean that local businesses, residents and the
large holiday camps all agree that Camber can become more of a destination as support
from each of these groups will be fundamental.
•
Numerous project bundles of projects could be derived to fit any potential spend budget, the
crucial element is to ensure that the projects selected benefit one or more local ‘community’
in the sense that they are not solely directed at tourists or residents.
•
Camber management could opt to focus the entire budget into one focus area or into several
of the key areas which include, parking management, tourism information, beach facilities
and beach management, urban design, Camber Gateways, outdoor activities, public space,
visitor attractions, hospitality and marketing. For example, investment into only a tourism
information point would not be viewed as benefiting local residents but should seating be
provided next to it, then there is some degree of mutual benefit.
•
There is significant scope for Camber to benefit from several low budget investments such as
a tourism information point, tiered car park pricing, drinking water fountains, lifeguards and
off-season car park and beach maintenance.
•
Furthermore, there is some degree of evidence pointing to links between the provision of
public space, urban and rural vitality and economic benefit. It is crucial that the case be
made to all local residents that real economic benefit can be achieved.
•
Some anecdotal evidence has pointed to local hiring problems for seasonal staff, as most
good workers prefer full-time employment or all year round part-time work. Thus, even
extending the season by a small measure could help to keep local employees working in the
area and provide quality staff to businesses.
•
The recent success of The Place has shown that Camber’s appeal may be wider than
previously assumed in a ‘volume’ focused business plan.
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Final Report
•
The typical Camber visitor is:
o
Aged between 35 and 44,
o
Visiting Camber only for the day with their family,
o
Low spend, less than £20 per visit,
o
Prefers to relax on the beach;
o
Has visited Camber before and will probably come again whether or not there are
changes.
•
Visitors to Camber usually have very positive in regards to the beach and dunes. However,
these same visitors probably have not regarded the village as highly.
•
Overnight visitors have expressed a range of views on local accommodation. There is also a
significant proportion of visitors who are quite happy with the way Camber is today, the good
and bad.
•
Camber’s strengths remain its natural environment, seaside location – with sandy beach,
unspoilt atmosphere, proximity to a large catchment area and its growing role as a launching
point for art, music and film.
•
Camber’s development will be in spite of a lack of developable land – this is of course both a
positive and a negative feature as its unspoilt atmosphere is also one of its great strengths;
however, in terms of generating a standard tourism offer it is a disservice, its fragile
environment, lack of parking capacity on the busiest of days, beach capacity and sewerage
capacity.
•
Camber’s tourism offer is constrained by its limited range of options (food, accommodation
and entertainment), ‘patchy’ townscape, downmarket reputation, traffic congestion, poor
lighting, seasonality, dearth of wet weather activities and limited evening provision.
•
Economic/tourism trends are in Camber’s favour as UK disposable income has increased by
13% since 1994, a general reduction in the proportion of unemployed persons, general
improvement in the UK economy and growth in the most affluent socio-economic groups.
Additionally, there is an increasingly large number of ‘cash rich, time poor’ consumers,
particularly within London and the South East.
•
Camber can also benefit from the rising interest in extreme sports, eco and ethical tourism,
strong growth in eating out, rise of short breaks, growing profile of events and entertainment,
growth in the family and leisure market and continued diversification within the hotel sector.
•
Views offered by local residents confirmed the significant difference between the needs of
those that live in Camber and those that visit for the day.
•
Camber residents were not generally pleased with the idea of more visitors in the off-season
but were more receptive if they thought more and better jobs could be delivered. Some of
the key issues highlighted by residents included a lack of youth oriented facilities, lack of
beach and village maintenance in the off-season, limitations in the evening service of the
local Hastings, Rye, Dover bus, disabled access over the dunes, traffic control and a lack of
pedestrian crossings.
•
Local businesses were and remain very concerned about car park prices particularly as their
businesses rely on high volume customer traffic. Business owners also shared some of their
concerns, many of which mirrored those of local residents such as provision of litter bins in
the off-season, showers, drinking water fountains, one way entrance and exits into car parks,
car park payment on exit, advertise car park opening hours, traffic calming and speed control,
zebra and pelican crossings, activities for local youths, improved signage, car park care-taker
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(full-time), activities for children – particularly those underprivileged, reduced car parking fees
for the disabled, traffic wardens, lifeguards, beach shelters, more coach parking at the central
car park and improved policing.
•
Local businesses, particularly those around the central car park, appear to mainly serve the
tourist market and are not frequented by residents. Some discrepancies have been raised
through surveys and discussions as to whether these businesses are open all year round.
Generally, most residents seem to shop outside of Camber depending upon the type of
goods sought. Thus, Camber Parish/Rother District will need to decide whether the issue
really is to benefit local residents or businesses as there will be some potential disagreement
between priorities namely if Camber Square would mean increasing local competition around
the car park and the selling of other types of goods.
•
Sewerage capacity, another constraint to development, is not being addressed as there are
no plans to deliver a higher capacity service to Camber as there are no new developments
seeking planning permission that would require additional capacity.
•
Camber has several options for moving the strategy forward namely incorporation into a
locally owned and managed business, i.e. Camber plc, development of a Camber Trust or
partnership, a developer led Camber centre scheme or through the actions and drive of a
Camber town centre manager or Champion along the lines of Rye Partnership’s model.
Regardless, of which management structure is finally selected a ‘Camber Champion’ or
someone who can speak for Camber and will actively pursue activities for Camber’s benefit
will be necessary.
•
Appointment of a Camber Champion will have value in that there would be one person who
could speak for local residents and the village and focus attention on their needs.
•
Funding for the Camber Visitor Management Initiative will be difficult given the small budget
allocated for Tourism Development within the AIFs and the more recent cuts to SEEDA’s
potential funding pools. Thus, Camber will be competing against numerous other worthy
propositions.
•
Given funding restrictions, Camber will need to focus on where of how this initiative could be
self-financing. Thus, there could be real benefit to Camber’s partnership with Rother District
Council on car park management. Camber could potentially manage the facilities and pay a
rent to Rother District comparable to what the District could have achieved in profits (i.e.
revenues after all beach management costs).
Next Steps, the Camber Visitor Management Initiative study team recommends that Camber Parish
solidify its objectives and undertake a more detailed feasibility study on management options and
develop a business case on the operational feasibility of car park management scenarios. The car
park management scenarios could include payment of a rent to Rother District for control,
management and profit making responsibility of the car parks, local management and shared
revenues with Rother, addition of a parking surcharge for Camber’s sole benefit should car parks
remain in Rother’s control.
Further efforts will also be needed to ensure that local residents are fully engaged and supportive of
the final management structure and proposals. The study team has passed its illustration boards used
in the Camber Exhibit to the Parish Council for initiating discussion in future public meetings. Another
option for Camber Parish may be to undertake a couple of the smaller projects as an example to
residents that things can be achieved and to gather support for moving forward on larger proposals.
Overall, tourism trends are working in Camber’s favour should it be agreed that a higher quality offer is
what is needed. Furthermore, there are several local residents, some that have lived here for a long
period of time and some new to the area, who have initiative and are willing to make changes. Given
the successes of Netherfield Community Action, organising of these persons into project groups could
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go a long way. Much of the successes of Rye, such as Rye in Bloom, Clean-up Rye and numerous
other projects have been successful because of volunteers – thus a lack of funding is no reason for
inaction.
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December 2004
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Tourism South East
8
Final Report
Appendices
Appendix A: Project costings and detail
Appendix B: Response from Southern Water
Appendix C: Visitor Survey
Appendix D: Business Focus Group Survey
Appendix E: Over 60s Focus Group Survey
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Appendix A: Project Costings
The study team is offering some indicative costs for the projects listed in the various bundles. The
following table offers a short description of the proposed project and potential costs. These costs are
at best very indicative and offer more of a tool for decision makers when comparing potential project
bundles. The reason why these costs can only be indicative is because the study team does not know
which materials will be used, the precise location of each structure or the engineering issues related to
potential sites.
These costs are also exclusive of VAT, professional fees, land costs and related section 106
agreements.
Key Actions
Development of
Camber Square
We would envisage that Camber Square be formed on what is now a car park. We are
advocating that the 1.2 acre car park be partially pedestrianised. I would envisage that
one third of this area will become pedestrianised and that the remaining area will remain a
car park.
Associated construction: resurfacing of pedestrianised area, probably still some form of
pavement.
£646,000
Buildings: Construction of the three large buildings on drawing cost could be in the range
of £6 million
Johnson’s Field Exit –
Proposed one-way
road system
We are proposing to extend an existing road, very narrow, to reach the main road. We
are envisaging that this will be constructed from a kind of concrete brick that when laid on
its side in a green area will allow grass to grow through but still supports cars driving on it.
£200 sq m; if 3,800 sq m than £760,000
Children’s Play Area –
in the Square
Addition of some play equipment to the pedestrianised area of the now car park. I would
guess a swing set and jungle gym.
£17,500 (inclusive of surfacing 50 sq m, swings (2 seats) and climbing equipment)
Camber Design Code
Hiring of an urban designer at roughly £600 per day. This would probably take about 5
days to develop, inclusive of a final meeting with the client. This could be done for little or
no cost if the design codes within the Broomhill Development were to be used on a wider
scale. We would not envisage any specific future costs as the code would merely
recommend possible changes and would be available electronically to interested parties.
Landscaping – seaside
plants or pine tree
theme, consistent and
tidy look
Do you have any general landscaping costs per acre or hectare – this would be a low cost
landscaping solution.
Infill development to
adhere to design code
No public sector cost – private sector developers may wish to adopt the design code.
Pay on Exit
Insertion of a gate – two types, one where it is a parking exit gate and it lifts, cars pass,
and there is a small kiosk for a staff member and just a simple gate that could be closed
at night just to keep cars out.
£50 sq m – 20 sq meters £1,000
Electric operating gate: £5,000 and Manual Gate: £500
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Pay and Display
Current pay and display system in the central car park was installed for approximately
£3,500 – maintenance will be an additional running cost
Separation of Entrance
and Exits to car parks
Widening an existing narrow entrance to allow for a separate entrance and exit paths.
Daily or half day
parking fees – set by
time of arrival
No cost
£250 sq m (if 10 x 5 meters than £12,500)
Reduce congestion!
Tiered Prices – for late
day arrival, pensioners
and the disabled
No cost
Signage – Costs of
Parking, hours of
operation
Outdoor signs that could advertise parking hours or removal of your litter. We would
prefer these to be wooden.
Later evening car
parking
No extra cost if pay and display system, additional staff costs if current system were to be
extended later into the evenings.
Parking Blitz Team
Partial payment of salaries, would need to be negotiated with Battle and Rye
Policing/Monitoring of
Car Parks
3 FTE staff members, one for evening shifts and the other two for day hours. If current
staff were to be used for monitoring car parks due to the inclusion of a pay and display
system this could be accommodated at no extra charge.
Parking Bus/tractor
2 FTE drivers, at roughly £8 per hour (equivalent to Heathrow bus driver salaries) at 40
hours per week: £640 per week. London Routemaster, jump on jump off busses can be
purchased between £8,000 - £12,000
Welcome Signage
/traffic calming
Funded by Section 106 agreements with Starnes
Signalled Pedestrian
Crossings
Zebra crossing - £5,000
Trail signage –
Romney footpaths and
bridleways
Small, wooden trail markers and an initial sign illustrating the footpaths – presumably 10
trail markers would be necessary.
Introduction of heritage
plaques
English Heritage ‘Blue Plaques’ as of 2008 will spread across the UK and into the South
East. Local home owners or council must apply for such plaques, they would then be free
of charge but a 5 year wait is reasonable to expect. Camber could initiate its own plaque
system for under £10,000.
Fully joined, off-road
cycleway
The roadway and trails for the most part exist. The issue holding up the formalisation of
the cycling route is final approval by both Sustrans and Environment Agency as it would
involve cycling along the sea wall.
£500 each
Puffin crossing (signalled) - £50,000 - £70,000 (Costs from East Sussex Traffic Manager)
Large: £100 each and Small: £25 each
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Promotion of circular
walks, printed and
web-based
Cost of simple drawn map reproduction – placement in tourism office free of charge (Rye
TIC or a potential new centre in Camber) – Under £100
Camber Sea Garden
(display patch of local
plants)
landscaping of a small patch of a sand dune with local plants. This would probably be a
more expensive landscaping category but for a very small area – small garden maybe 5 x
10 meters
£5,000 (upgraded landscape costs)
Wildlife interpretive
(local birds and plant
life)
Wooden sign, standing were an adult of reasonable size could read it with information on
the local plant and wildlife.
Commissioning of
public art – celebrating
Camber’s best values
Camber could commission art for any amount. SPG draft guidance from the London
Borough of Croydon suggests that £10,000 is a minimum for commissioning art and that
other standards that could be used include 1% of total capital costs of construction or £2
per sq m of internal floorspace when a developer is funding public art as part of a larger
scheme.
Boardwalk – food and
retail provision
Cost of a boardwalk per sq m
Large £100 each and Small: £25 each
On sand: 150 sq m normal soil: £100 sq m
On sand (100 meters long and 3 meters wide): £45,000
Boardwalks over
dunes, for disabled
access
Cost of a boardwalk over a sand dune
150 sq m
At 80 sq m: £12,000
Beach Clubs for
younger children (high
season)
Organisation of the beach club would be encompassed as part of the overall Camber
management team, there would be a need to provide supervisors. Dependent upon the
programme size, two supervisors in summer only may cost 15,000 per annum or for three
months or £3,750 per person (www.jobsearch.co.uk for per annum figures).
Provision of stargazing
points, beach safety
posts and kiosks
Construction of a beach safety posts, markers that say section 5 or 1 and wooden kiosks
for renting chairs or selling food/drink
Improvement to
streetscape ‘tidying up’
Special tidying up weekends – Camber volunteers
Street furniture, seating
Construction of a simple wooden bench bolted to either pavement or a secured piece of
concrete
Beach kiosk: £5,000 and markers £50 each
£500 each
Development of
landscape planting
strategy
Adoption of a similar strategy to what is being included in the Broomhill Farm
development would be free of charge, otherwise it would be a small task for Camber
Parish and there is potential to get ideas from Rye Harbour Reserve
Improved lighting –
create chilled
ambiance
Is there a general cost for an additional lamp post, there is already street lighting on the
main streets but this would add to it
£750 each
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Outdoor foot showers
Final Report
A foot shower near the entrance to the beach, there is already water connected to the
loos and these could be constructed next to the loo stations
£1,000 each
Indoor showers
Add to the loo blocks
£2,500 each
Disabled access from
western car park –
board ramp
Board ramps of say 20 meters to help the disabled get closer to the sea
Increased regulations
on horse management
(tidying up after
horses)
No cost as community enforcement
Off-season litter bins
Continued payments by Rother District Council
Off-season beach
cleaning
If this could be agreed with English Nature can local students be enlisted to help with
keeping the beach tidy in the off-season – efforts would be very low tech and would only
occur near to the central car park area
Off-season car park
cleaning
Continued payments by Rother District Council
Drinking fountains
Construction of drinking fountains near to the foot showers, loo blocks where there
already is water
£10,000
£1,000
Lifeguards
£230 per week as listed with Adventure Jobs, Oxford, www.adventurejobs.co.uk, five
lifeguards for the months of June, July and August thus totalling £13,800
Skateboard park
Plymouth City Council has been constructing a youth skateboard park that was scheduled
to open in the summer of 2004, the cost for the park is £160,000
Covered sports centre,
indoor sporting
activities in poor
weather - squash
covered sports pitch and squash centre (four courts)
Quality budget hotel
Private sector initiative – not to be costed
Boutique hotel
Town House style
holiday lets
Development of small
scale concessions for
artists
Construction of temporary market stalls for local artists (to be placed on the
pedestrianised square
£4 million
£2,500 each
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Commissioning of
sculpture celebrating
TV and Film icons –
Phil Silvers
Minimum of £10,000
Promotion of craft curio
markets
Limited advertising on local community based websites – at no additional cost
Introduction of capital
grant fund for minor
improvements
To be defined – however, a minimum for which any significant work could be undertaken
would necessitate £500 per grant
Development of ‘style
guide’
No cost if style ideas are adopted from the Broomhill Development, otherwise an Urban
Designer could develop a guide for about 7days work, at £550 per day, totalling £3,850
Secure dedicated
tourism professional
within Rother District
Council
Annual salary of £40,000
Camber Promotional
materials/branding
Study team experience has found that branding studies tend to be priced near to £20,000
this is without production costs off materials
Camber website,
linkages to businesses
and local information
Websites can be developed very cheaply and simply hosted for a monthly fee or they can
be designed, a simple website to be developed for under £1,000 to be hosted for roughly
£20 per month – first year cost of £1,240
Marketing Committee
Free
Development of
Yoga/Wellness Centre
Construction of a simple wellness centre with two main rooms, wood floors, café and
windows.
£1 million
Development of
Filming Support
package – menus from
local restaurants, etc.
Collation of marketing materials from local business and compilation of some general
information, no more than two days time of a Rother District staff member – research
existing users and send to other potential filming clients £1,000
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December 2004
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Camber Visitor Management Initiative

Transcription

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