BUSINESS PLAN

Warwickshire County Councils

Country Parks Service
2009 - 2014











Business Name: Warwickshire Country Parks
Address: Kingsbury Water Park
Bodymoor Heath
Sutton Coldfield
B76 0DY

Tel: 01827 872660
Fax: 01827 875161
Email: [email protected]
[email protected]
Website: www.warwickshire.gov.uk/parks




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Table of Contents

Table of Contents 2

Executive Summary 3

1. General Service Description 6

2. Vision for the Future 8

3. Marketing Plan 14

4. Economics 15

5. Sales Forecast 21

6. Future Service Direction and Maximising Income 23

7. Management and Organisation 33

8. Financial Plan 34

9. Monitoring and Evaluation 36

10. Appendices 38
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Executive Summary

Purpose and Review

This plan aims to move Warwickshires country parks towards a cost neutral basis, i.e.
where operational costs (all staff costs, day-to-day running costs and maintenance
expenditure) are offset by fees and income generation.

A cost neutral Country Parks service is more likely to be protected from future cuts and
the difficult decisions local authorities currently face. The premise for Country Parks,
as a discretionary service, is that those who benefit from using the parks, and the
services provided, contribute to their upkeep. This is a challenge as the service has
already embraced commercial opportunities within parks that are free at the point of
entry (customers only paying to park vehicles).

Extensive customer satisfaction surveys across the sites tell us that the parks are
highly valued by customers and that the sites and services are perceived to give very
good value for money. The sites comprise some of the countys finest countryside and
are in themselves examples of sustainability, all having had former industrial uses, that
the Council has transformed into valued community assets. As we pursue this plan, it
is essential that we retain this customer focus.

There are very considerable public benefits to be derived from well managed parks and
green spaces, including; health and well-being benefits, education, biodiversity,
tourism, business and community ventures within the parks, partnerships, volunteering
and skills development, narrowing the gaps, etc.

This is a 5 year plan and each year we will review progress over the preceding
12 months and produce an action plan for the next 12 months.

The Parks Portfolio, Services and Trends

The parks portfolio is mature, with some having been managed by the Council for over
30 years. The sites are:

Kingsbury Water Park
Pooley Country Park (adjacent to Polesworth),
Hartshill Hayes Country Park
Ryton Pools Country Park
Burton Dassett Hills Country Park
The Stratford Greenway
The Kenilworth Greenway
The Offchurch Greenway
Ufton Fields Nature Reserve
Draycote Water (leased to Seven Trent)

The portfolio has been rationalised in recent years. This has been achieved by
seeking partners to manage other land of environmental and recreational benefit
and this process continues.

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The trend over the last 10 years has been for a sustained rise in visitor numbers
(increasing by around 50%). We have a very broad spectrum of visitors. The parks
(especially Kingsbury Water Park and Ryton Pools Country Park) are very well used by
elderly customers, and those with physical and mental impairments, either with family
or professional carers. Similarly, the parks attract a great many Black Minority and
Ethnic (BME) visitors (certainly in greater proportion to the Warwickshire population)
and this presents challenges of meeting different needs of a broad spectrum of
customers. Today the parks welcome over 750,000 visitors per annum. Although this
rise in numbers has a positive effect on income generation, this is partly offset by
increased costs. The parks service has increasingly embraced a commercial culture,
generating two thirds operating costs back as income. Given that one can walk or
cycle in for free, this is a considerable achievement. Many services within the parks
are delivered through commercial leases and concessions with both the private sector
and a range of not for profit organisations. The services delivered to the public by in-
house staff include;

Guided Walks and Events.
Holiday Activities and Parties in the Park (childrens parties/room hire).
Education Programme.
Information and Retail.
Room, Equipment, and Event Space hire.
The Kingsbury Fishery (including Young Anglers)
Outdoor Education Centre (run by Children, Young People and Families
Directorate)
Recreational cycling and walking trails.

Future Challenges and Income Generation

A major factor will be the requirement of a budget decrease and more reliance on
achieving income to support the provision of the service.

Succession planning is an important consideration due to key staff nearing retirement
age. Similarly constraints on recruitment along with increasing visitor numbers creates
both pressures and opportunities. There are opportunities to tap into public sector
apprenticeships which would enable us to grow our own which should be explored.
Country Parks are a front-line service, and must ensure high levels of customer service
and delivery.

The plan focuses on additional income generation (reviewing existing fees and
charges, rents and concessions, introducing differential pricing for car parking, and
new ventures). The implications of proposed increases are examined, together with
the likely impact on customers, commercial and not-for-profit partners. The plan also
examines alternative means of service delivery for certain services, as well as looking
at the key developments, pressure and opportunities, including maximising the use of
built assets.

We are cautious about adding significantly to the infrastructure within the parks. Whilst
external capital funding may be available, it is unlikely that we will progressing projects
unless satisfied that no revenue pressure results. The plan identifies a number of
commercial development options for specific sites. Each of these requires a fuller
assessment of potential, funding/commercial partner search and risk assessment. At
present the current service does not have the capacity to drive these forward without
support.
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Allied to the business plan, we have produced the first Country Parks Marketing Plan
and are trying some new approaches to marketing and publicity. However, the single
most important factor for attracting visitors is the high weather dependency of outdoor
leisure. A sunny Summer Sunday (especially one that was forecasted!) can see
1,500+ paying cars at Kingsbury. A washout will see <50.

Our intention for the future is that new concessions should be open to all i.e. not
restricted to club members only, unless health and safety/insurance prevents this. We
will also encourage long established watersports clubs to do more public facing events,
open days etc.

The fishery at Kingsbury Water Park is one of the most diverse fisheries in the
Midlands. Although the surge in local (overstocked) provision has had an impact,
through farmers digging out small pools, together with disease and stock loss through
flooding, it continues to bring significant income (directly through ticket/permit sales
and indirectly through car parking and elective spend). We intend seeking advice on
the fishery and will be developing a dedicated marketing plan. There are also options
for externalisation and/or sizable development of competition pools.

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Consolidation of the Portfolio

In order to move forwards with our plan we must take a radically different view of the
portfolio. We have identified those sites we should focus on for development and
income generation and those we should scale back or look to dispose of.

First tier = Invest/Develop Kingsbury, Pooley, Stratford Greenway.

Second tier = Static/Maintain Ryton, Burton Dassett, Offchurch, Kenilworth, Hartshill.

Third tier = Review and Restructure Stockton, Ufton.

Whilst existing infrastructure within the parks is generally in reasonable condition,
notable exceptions are the Visitor Centre at Hartshill Hayes which is at end of life and
no longer fit for purpose and the cafe building at Ryton Pools. External funding may be
available, but it requires capacity to pursue this and, inevitably, an ongoing revenue
commitment. In the current climate, partnership funding may be the only sustainable
option to secure the future at some locations.

1. General Service Description

Mission Statement: To provide enjoyable, informative and safe visits to managed
countryside for the widest possible audience, within a business unit environment.

A Brief Overview of the Business:

1.1 Origins of the Parks

Following the success of the National Parks established under the National Parks and
Access to the Countryside Act 1949, the government recognised the need for more
local access to countryside, particularly for the urban population, and enabled local
authorities to set up country park facilities through the Countryside Act 1968.

Early thinking on country parks was that they were envisaged as places to take
pressure off the wider countryside and were a key proposal of the 1968 Countryside
Act. The criteria for a country park was:-

Readily accessible for motor vehicles and pedestrians.
Provided with an adequate range of facilities, including parking, toilets and a
supervisory service as a minimum.

Warwickshire County Council purchased Kingsbury Water Park in 1975. Both
Kingsbury Water Park in the north and Ryton Pools Country Park in the south were
originally established to function as gateways to the wider countryside so people could
make use of connections to public rights of way and explore the wider countryside
through information provided in our Visitor Centres. An added benefit at Kingsbury,
was that it enabled people to participate in water sports without having to go to the
coast. Over the subsequent years people have come to enjoy the sites for their own
blend of facilities and services provided, often without venturing further afield.

Warwickshires sites have all had a previous industrial use (mining, railways, quarries,
etc) and considerable investment has been required to transform the land into the
valued community assets we have today.
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1.2 The Parks Today

Warwickshires portfolio of country parks currently comprises 5 main park sites, 3 linear
greenways, and 2 nature reserves. The total area extends to some 1,318 acres (533
hectares). We welcome over 750,000 visitors each year and are host to a number of
commercial, and not-for-profit organisations which provide services to visitors in
partnership with us.

In the late 1990s there was an increasing awareness that Britains heritage of parks
and open spaces was in danger of a serious decline, due to the combined pressures
of antisocial behaviour, reductions in staffing, and under-investment. A series of
reports highlighted the need to address this decline, notably:

Parks, People & Cities (1996) Dept of Environment.
Select Committee Report on Town and Country Parks (1999).
Delivering an Urban Renaissance (2000) DETR.
Public Parks Assessment (2001) Urban Parks Forum.
Green Spaces, Better Places (2002) Urban Green Spaces Taskforce.
Living Places: Cleaner, Safer, Greener (2002) ODPM.
Improving Urban Parks, Play Areas and Green Spaces (2002) DETR.

Today, public parks are a vital element in the Governments drive for greener, safer,
cleaner communities (Living Places, 2002) and under its livability agenda, the
aspiration is for a renaissance of Englands green spaces. The parks are closely
aligned with many of the councils priorities, bringing benefits to the local population
and visitors, in particular;

Raising Educational Attainment and Improving the Lives of Children, Young
People and Families through our education programmes delivered at the
Education Centres in the parks education for sustainable development,
environmental education and outdoor education.

Maximising Independence for Older People and People with Disabilities by
providing highly accessible countryside sites with high quality paths, mobility
scooter hire, chaperoned visits, participative inclusive events, sheltered
placements, volunteering and structured skills development.

Developing Sustainable Places and Communities through the transformation of
former industrial sites into high quality community assets that raise the quality of
life. Promoting sustainability through highly visible demonstration projects.
Ensuring a vibrant visitor economy through direct and indirect employment in the
parks and by acting as a gateway to local countryside attractions and the wider
Warwickshire countryside.

The service contributes to narrowing the gaps corporate priority. To reduce
differences across the county in terms of achievement, opportunity and quality of
life. The focus is not just geographic, but also communities of interest, working to
improve the quality of life of all across Warwickshire, but more quickly for those
most disadvantaged in our more disadvantaged communities.

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The service has, and continues to seek, effective partnerships with private sector
business. Many of them complementing the Councils corporate objectives e.g.
Sailing Clubs involvement with youth and teaching sailing to qualification level.

By doing this we contribute towards making Warwickshire the best place to live, work
and visit.

Public Benefits Health and well-being, informal sports and physical activity,
access to nature, water and woodland, personal challenges, community
participation

Parks and green spaces contribute positively to our quality of life. The links between
parks and the benefits to health and well-being are well researched and documented.
There are also links to the obesity concerns in the present generation of children. In
particular, children can become more active through informal sport, structured activities
and clubs and challenge themselves through adventure play.

1.3 The Market

There are a great many ways to segment our market and this is looked at in more
detail in the marketing section of this plan and the appended Country Parks Marketing
Plan. In general they are:-

Local residents within easy reach of the facilities.
Families with young children.
School children.
Ethnic and Disabled Groups.
Special interests (anglers, modellers, water sports, birders, club members, etc).
Over 50s visitors.

Our industry is positioned within the outdoor leisure market. Typically this market can
be subject to pressures such as weather dependency and the state of the economy.
However, we would expect that the parks may do well from the current recession by
offering good value for money, and a suitable alternative to the big day out or trip to
the seaside.

2. Vision for the Future

The way forward for Warwickshire County Council Country Parks Service is to develop
strategies for continued growth, make savings, identify the core business, and to
maximise profit to move toward operation as a zero cost business unit within 3 years.
However, our service must remain customer focused and take into account the needs
of our customers in order to achieve this. The Country Parks Service is required to
identify potential cost savings, in order to meet the County Council savings targets.
The parks also need to continue to adapt to fit the needs of society and offer
opportunities and benefits for people of all ages and abilities in a climate where political
agendas and peoples expectations are constantly evolving.
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Our Vision for the Portfolio is: vibrant and valued, customer focused parks and
green spaces that run at no, or low, cost to the public purse.

We must also be realistic about what is achievable within available revenue
resources, and therefore must set out our objectives.

Objectives:

Provide a positive customer experience of the countryside.

Develop skills of young people through training and volunteering opportunities.

Increase the number of tourists/visitors to country parks.

Seek investment in the service through partnerships and grant funding opportunities
but be mindful that any new ventures do not give rise to revenue pressures.

Continue to improve facilities and site access in accordance with the Disability
Discrimination Act (DDA).

To strive towards getting Country Parks Accreditation (Natural England).

Provide environmental facilities that Warwickshire County Council (WCC) are best
placed to facilitate at low cost.
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2.1 Products and Services

Products: 5 main park sites, 3 linear greenways, 2 nature reserves and other
land leased to third parties

Site

Type/visitor offer
and services
Acres/
(Ha)
Facilities and Leases
Commercial Lease
Partner Lease
Notes
Kingsbury
Water
Park
(tier 1)

Country Park




Lakes, Woods,
Trails, Events,
Fishery
(specimen, permits
and day tickets)
624
(253)
3 Toilet Blocks

Information Centre
Childrens Farm
Environmental
Education Centre
Outdoor Education
Centre 2 Cafes
Camping & Caravan
Site
Jet Bike Centre
Sailing club
Power Boat club
Cycle Hire
RSPB Bird Club/hides
Miniature Railway
Model Boat Club
2 Adventure Play
Areas
Grazing Tenant
Ice Cream Concession
Orienteering Course
Free Mobility
Scooter Hire



New for 2009/10:


Investment and
marketing needed in
order to promote fishing



Donkey ride concession
Bouncy play concession


Problems with flooding
cause continued erosion
issues


















Very popular with
customers returning on
weekly basis
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Burton
Dassett
Hills
Country
Park
(tier 2)
Country Park

Sheep grazed
hills, viewpoint,
events
102
(41)
Toilet block
(no electric)

Grazing Tenant

Ice Cream
Concession
New leases with model
glider club and kite soaring
club.

Ditch and mound works to
control illegal vehicular use
started April 2009
Ryton
Pools
Country
Park
(tier 2)

Country park

Access to 100
acres of adjacent
ancient woodland

Pools, trails, play,
events.
Martha energy
from methane
exhibition.
.
100
(41)




Toilets

Caf

Information Centre

Education Centre

2 Play Areas

Miniature Railway

Energy from
methane exhibition

Bird Hides

Angling Club

Grazing Tenant

Orienteering Course

Mobility Scooter Hire

Sensory
Garden/Trail
Site includes access to
100+ acres of
Ryton Wood
(managed by Wildlife Trust)

No more uncapped land
available for developments
(e.g. car parking).



Outdated young play area
needs modernising






Pooley
Country
Park
(tier 1)

Country park

Trails, viewpoint,
nature reserve
with pools and
woodland.

Wind turbine and
sustainability
demonstration.

154
(63)
Toilets

Centre
(information,
education room, tea
room, mining
heritage collection)

Play area

Grazing Tenant

Orienteering Course

Mobility scooter hire

New for 2009/10

Fishing Permits.

Concession at Pooley
Wharf for Self Drive Hire
Boats.

Arts regeneration project
with Homes and
Communities Agency

Seeking High ropes
concession and/or
adventure play

Site now incorporates
Alvecote Priory (former
picnic area).
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Hartshill
Hayes
Country
Park
(tier 2)

Country park

Woodland,
meadow with
viewpoint, trails,
and events

137
(56)
Toilets

Information centre
Play area
Orienteering course
Paths and trails in need of
refurbishment

Information centre and toilet
block is at end of life

Looking for Catering
Concession

Draycote
Water
(tier 3)

Picnic site

Land adjacent
Seven Trent
Water (STW)
reservoir, with
view point,
meadows
22
(9)
Toilet block Site leased to STW for
30 yrs from April 2004.
The
Offchurch
Greenway
(tier 2)

Greenway

Walking, cycling
21
(9)
None Bridge over Fosse Way
required to create longest
traffic free cycle route
(continuation of track bed to
Rugby owned by Sustrans)

The
Stratford
Greenway
(tier 1)
Greenway

Walking, Cycling +
permissive
bridleway, events
35
(14)
2 Cafes + Cycle Hire
in old railway
carriages
2nd carriage and cycle hire
at Seven meadows new for
2009.
The
Kenilworth
Greenway
(tier 2)
Greenway



None Being opened as part of
Sustrans National Lottery
funded Connect2 scheme
Ufton
Fields
Nature
Reserve
(tier 3)
Nature reserve

Pools, walks,
nature watching
77
(31)
Bird Hide
Fishing
Leased to WWT,
negotiating land transfer.
Stockton
Cutting
(tier 3)
Nature reserve

Nature watching

None Negotiations to transfer to
WWT

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2.2 Competitive Opportunities and Threats

Strengths and Opportunities Threats and Weaknesses
Venues for great value family days out.

Poor public transport links
Close to significant population centres and
population predicted to expand.
Opening hours could be limiting for some
Special interest groups and venues for
people to host their own events

Low entertainment value unless on
organised walk or event, customers are
largely expected to make their own
entertainment
Access to water and woods (market
research consistently tells us that, in the
absence of mountain and coast , people
want access to water and woodland).
Highly weather dependant limited indoor
space if raining
Country parks are free at the point of use,
i.e. customers only pay to park vehicles.
Reduces income potential

2.3 Pricing

Originally, country parks were little more than green spaces where visitors could enjoy
some fresh air in natural surroundings. Increasingly, sites like Kingsbury Water Park
have developed to include facilities and activities for customers to participate in, or
simply enjoy as a spectacle.

Traditionally parks services have offered small scale events programmes, walks and
talks, etc. at low cost.

More recently, prices have been increased above Retail Price Index (RPI) to reflect the
investment and added value to the public amenity.

Examples of current daily parking charges are; 3.00 Kingsbury, 2.00 Ryton, 1.50
Pooley and Hartshill.

Full price list is at Appendix I.

Prices are kept competitive within the local green sector. Some parks services
continue to offer free parking, but these are now the exception.
Good value annual and half-year parking permits are sold (50% discount to Disabled
Badge holders).

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3. Marketing Plan

The first marketing plan for Country Parks has been produced in 2009, which is
attached as Appendix II.
3.1 Primary Research

We are confident about the quality of feedback from customers, including special
interests. However, whilst survey work with existing customers is easy to do, surveying
those who dont visit is less easy to achieve. We have undertaken occasional resident
surveys, but these are expensive and hence tend to be carried out only when external
funding is available.

The key feedback mechanisms in current use are:-

Annual visitor survey questionnaire (paper and on-line) - includes 10 standard
questions established by the West Midlands Countryside Benchmarking Group.
Citizens Panel questionnaires.
Yellow Comments Cards are available for visitors at all sites.
Website/email feedback.
User and Focus groups (e.g. associated with development of management plans,
dogs policy).
Face to face staff contact (rangers and reception staff) and indirectly through
concessions, particularly in the cafes.
Feedback forms for education groups and events.
Corporate comments, compliments, complaints.

We use all of the above in developing the sites and services in line with customer
expectation, and to inform marketing, including the setting of fees and charges.

3.2 Secondary Research

Published information such as industry profiles, trade journals and magazines (Leisure
Attractions Magazine), newspapers, Internet and industry networks and bodies e.g.
Countryside Network, Centre for Architecture and the Built Environment (CABE),
Countryside Management Association (CMA), Natural England, etc, census data, and
demographic profiles provided by The Warwickshire Observatory.

3.3 Future Marketing Priorities

Developing the unique offer at each site and an identity for each park.

Marketing north and south sites to their respective catchments.

Off peak marketing for the main sites.

Events 2010, European miniature railways event and grand opening, joint water sports
open day.

Marketing and audience development for the Pooley arts project.

Shopping Centre - week long event at Ropewalk advertising the Country Parks.

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Linking up with the Muckin4Life campaign we are looking to engage families, including
grandparents and children age 6-11, in conservation volunteering. Defras Press Office
will also generate coverage in national media.

4. Demographics and Economics

The population of Warwickshire is projected to reach a total of 637,400 by 2031 an
increase of 115,200 people or 22.1% on the 2006 mid year estimate. This increase
over the 25 year period is higher than the projected regional and national population
growth rates of 13.9% and 19.0% respectively.

Within Warwickshire, the south of the County is expected to experience the highest
rates of population growth. Growth will continue to be most rapid in Warwick District
with an overall increase of 31.6% between 2006 and 2031, bringing the total
population in the district to 174,900.

Figure 1: Percentage of selected age groups in Warwickshire


Percentage of Selected age groups in
Warwickshire
18.5
61.1
20.3
children
working age
older people


Across Warwickshire as a whole, the highest rates of projected population growth are
in the groups aged 65 and over. The rate of growth increases with age, with the oldest
age group (those aged 85 and over) projected to increase by over 160% by 2031. This
trend is reflected across all the districts and boroughs.
(Source: Quality of Life Report 2008)

There are 249 maintained schools in Warwickshire with 75,901 pupils
(Source: Spring School Census Jan 2009 (provisional)).

The last 10 years has seen demand for high spend leisure in a cash rich/time poor
economic boom. Recent down turn is seeing market trend for more local value for
money leisure. Less holidays and less foreign travel are a factor. Conversely, children
are no longer free range and almost always come as part of a family group or other
adult led party. The results from the changes in population could mean that the parks
benefit from increased visits from the over 65s so we need to ensure we are gearing
up to meet their needs in the future.
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4.1 Number of Visits to Warwickshires Country Parks
The table below indicates a significant rise in numbers visiting the parks. Figures are
derived from car park permits and day tickets (the methodology and assumptions have
remained unchanged throughout the period). Visitor numbers for the first quarter of
2009/10 support the contention that the economic down turn is not having an adverse
effect on our service.

YEAR ALL PARKS
(Including Kingsbury Water
Park)
KINGSBURY WATER PARK

2008/9


690,060

339,546


2007/08


729,041

356,143


2006/07

700,887

355,087


2005/06



639,525
(Problem with Rytons barrier
and Burton Dassetts Pay &
Display)


333,163

2004/05


647,166
(Draycote leased to ST and
no longer included - 87,000
in 03/04)



328,396

2003/04


713,834
(Pooley included)


311,970

2002/03


652,017

297,830

2001/02


533,984
(Black Fly problem at
Kingsbury)


253,349*


2000/01


554,265
(Foot & Mouth Disease
Crisis)


261,876*


1999/2000


593,110

280,111

1998/99


547,233

255,313

1997/98


537,130

264,068



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Percentage of Visitors from areas 2009


Percentage of Visitors from different regions 2009
43%
23%
12%
4%
11%
7% Warwickshire
Staffordshire
Coventry
Leicestershire
Birmingham
Other

The chart above shows the percentage of visitors and where they are coming from to
visit the Country Parks. This information was recorded from our 2009 Visitor Survey.
It can be seen that the majority of our visitors to all the parks live within the
Warwickshire region. (More information on our visitors can be obtained from the Visitor
Survey 2009).

In addition, under planning proposals already approved by a planning inspector and
awaiting ministerial sanction, there will be an urban corridor stretching from Nuneaton
down to Warwick, with significant growth in and around Coventry. This may well
provide future opportunities for the parks service.

There are as yet, no commercial operators of country parks, although there are other
Councils or Trusts locally offering similar services at broadly similar costs to the
customer. Competition is perhaps more relevant from other sectors of the leisure
market competing for customers time (garden centres and countryside retail e.g.
Hatton, Evesham diversified garden centres, craft villages, theme parks, sport, etc.).

We believe we have a strong recognisable brand for the parks, and one that benefits
from being hosted within the trusted WCC brand. Having remained static for a number
of years, we have recently begun to develop the branding (e.g. new parks entrance
signs) and strap lines through planned campaigns (e.g. breath of fresh air for Spring
2009).

4.2 Economic Threats to the Service

The current economic downturn does not appear to be negatively affecting parks and
indeed good value low cost attractions appear to be faring better than more expensive
options.

Lack of public transport to sites may have a negative effect if the economic downturn is
severe and prolonged.

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Increasing burden of Health and Safety could limit the use of volunteers and reduce
visits by schools/groups. This burden is also felt by our small not for profit partners and
community enterprises.

Changing economy, i.e. West Midlands, has been hit heavily by recent recession
resulting in many job losses in the area.

The need to be even more commercial is likely to be at the expense of other agendas
(social inclusion, health and well-being, etc.).

The growth of leisure destinations in the countryside may have provided competition,
but equally, more brown tourist sign destinations in a catchment can feed off one
another. This certainly seems to be the case in North Warwickshire.

The main economic threats are therefore travel costs associated with getting to the
sites and, in the event of significant rises in our fees and charges, reduced footfall and
income as customers seek alternative local provision.


4.3 Features and Benefits of the Service

Our product is a well managed green space that comprises some of Warwickshires
finest and most diverse countryside. The product is enhanced by visitor facilities, paths
and trails, signage and interpretation and visitor services.

4.4 Customers

Our customers comprise all ages and we generally cater from cradle to grave. Some
customers visiting as children, later return with their own young families, or as
grandparents or as empty nesters.

Income level - the typical gross annual earnings for a full-time worker living in
Warwickshire (before tax, national insurance or other deductions) were 25,100 in
2006. This is 1,300 higher than the equivalent figure for England and Wales
(23,800) and 2,700 more than the typical earnings of West Midlands residents
(22,400) (WCC Quality of Life Report 2007).

Social class/occupation skewed towards Mosaic Group C older families living in
suburbia

Skills levels held by the resident population vary significantly within Warwickshire.
Warwick has the second highest proportion of its population qualified to NVQ4 or
above in the West Midlands Region. However, Nuneaton and Bedworth has one of the
lowest proportions qualified to NVQ4 or above in the Region (Quality of Life Report
2007).

Ethnicity the most recent population estimates by Ethnic Group suggest that non
White British groups make up approximately 9.2% of Warwickshires total population,
an increase from 7.3% in 2001. In number terms, the Asian Indian and Other White
ethnic groups are the largest non White British groups in the County.
At district level, Warwick District is estimated to have the highest proportion of non
White British residents, at 14.0%, and North Warwickshire has the lowest proportion,
at 5.1%.
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Indians are the largest non White British ethnic group in four of Warwickshires five
districts. The exception being Stratford-upon-Avon, where the Other White ethnic
group is the largest (WCC Quality of Life Report 2008).

4.5 Competition

There are 45 sites calling themselves Country Parks in the West Midlands. How we
differentiate or make ourselves distinctive from these is important. In the table below
the local attractions nearby are identified as potential competitors. Although they may
not actually offer anything similar to our service, they still compete for the visitor pound.
Significant competitors are listed below.
Park Competitor Detail
Kingsbury Water Park Drayton Manor Theme park and zoo
Middleton Hall RSPB reserve, walks, lakes
(Visitor Centre(VC) planned)
Local fisheries Fishing
Shustoke Reservoir Sailing, fishing, trails, etc.
Planters Garden Centre &
Whitacre Garden Centre
Garden centre with cafe
Hartshill Hayes Country
Park
Dobbies Garden Centre Garden centre with cafe and
pay and play outdoor activities
Pooley Country Park Planters Garden Centre Garden centre
Ryton Pools Country Park Ryton Organic Gardens Garden centre, VC, education,
conferences
Brandon Marsh WWT HQ. VC and Nature
Reserve, education, events
Coombe Abbey

Country park, VC, fishing,
education, events
Draycote Water (although
owned by WCC it is leased to
Seven Trent)
Reservoir/sailing, fishing VC,
education and events

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4.6 Niche

The country parks niche is the provision of local, well managed, and safe countryside
offering something for everyone. It is less formal than a town park or garden, but offers
more facilities than a nature reserve and provides outdoor countryside recreation for all
at minimal cost. Within this broad description, sites vary enormously (both locally, and
across the UK).

4.7 Strategy

Our marketing strategy needs to focus on two main areas:-

1. How to Keep Customers

This is vital as it is impossible to continually break into new markets. Good
value permits and service development in line with customer expectation are
essential. Establish a country park brand which customers become loyal
towards.

2. How to Attract New Customers

This is a challenge within a low cost leisure market and commensurate scale of
marketing budget. Market research shows disappointingly low customer
awareness of the sites within the anticipated catchment. The marketing plan
seeks to redress this, including forging greater links with the local tourism
market.

4.8 Promotion

We promote ourselves through the Warwickshire County Council website, through
other internet sites, through leaflets and booklets distributed to Tourist Information
Centres (TICs), libraries, schools and local publicly accessible places. Through selling
maps and leaflets in the Visitor Centres, by putting on events during school holidays.
Through regular (at least monthly) press releases and adverts in occasional glossy
magazines which are local to the area e.g. Warwickshire Life and Insight Magazine.
We obtain feedback from events which asks where people have found out about the
event.

Also we use word of mouth, and networks of friends and professionals to inform people
of our services.

We need to make more use of data we have on our customers by carrying out targeted
mail-outs e.g. to permit holders, to fishing permit holders, to schools etc. forge links to
district councils and tourism.

4.9 Promotional Budget

The marketing budget has reduced in real terms over the last 5 years. We are
producing less in printed format, in favour of the internet. The current budget of just
under 20k (with a resultant visitor income of 400k+).

We have been trying new things this year as actions from the marketing plan. Film
footage for plasma screens in parks, council venues, one stop shops/web, new booklet
design, Spring campaign.

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We also use freebies to give away to children coming on school visits in order to
generate repeat visits with family groups.

4.10 Pricing

Our current pricing strategy is to try to remain within our competitors price range and
what tends to be the average across the industry. We received feedback that generally
visitors are satisfied that the parks (although not always our commercial concessions
e.g. pricing and opening hours) are providing very good value for money. Competitive
pricing is important, especially for the education provision as often the cost of the
coach on top of the cost per child can be prohibitive to a visit.

4.11 Location

The physical location of the sites arises from their former industrial use as quarries,
landfill, railways and mines. However, their location is questionable when looking at
issues around public transport, as many of the sites are not accessible by regular
public transport. This will affect potential customers who do not have access to a car
and live further away than a walk or cycle ride. This could be seen to be inconsistent
with our image of trying to get the public active and healthy and to promote
sustainability. However, the car parking element remains our main income generator.

5. Sales Forecast

In an outdoor leisure industry, sales/income forecasting is notoriously difficult. We
have a wealth of comparative and trend data going back 15 years that demonstrates
this. Factors such as when Easter falls, weather on key weekends and Bank Holidays
are the main factors.

The income chart at Appendix III illustrates the dramatic swings experienced from
month to month. However, experience tells us that by the end period 6 we have
received 65% - 70% of total income for the year. The end of September Budget Report
is therefore used to review expenditure and income against targets and the Winter
repairs and developments programme is tempered accordingly. By this straightforward
expedient, Country Parks have a good record of bringing the service in on budget
(albeit that a disastrous or exceptional March can not be planned for).

A number of factors may change this year on year forecasting. In particular an
anticipated change to rolling monthly permit sales (rather than yearly from April) will
skew this.

5.1 Minimum Standards and Potential Performance Indicators

These are required so that we have something to measure the service against. The
service currently only formally reports on levels of customer satisfaction, although
other data is collected to track trends and benchmark through the Midlands
Countryside Benchmarking Group.

Increasing visitor numbers, and therefore revenue, remains a top priority along with
customer satisfaction. However, it may be worth adopting some indicators as identified
by Natural England (Recommendations for a Renaissance of Country Parks).

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Minimum Standard Performance Indicator
Management plan (including
marketing and interpretation)
To have plans for all Country Park
sites and produce an annual update,
5-year review

Business plan Produce and review each year

Training plan Implementation and monitoring from
appraisals yearly

Regular visitor surveys including non-
users
% satisfaction every 3 years, number
of repeat visits

Toilets

Visitor provision English Tourist
Board standards

Good signage (external directions,
internal orientation) circular routes,
footpaths, cycleways

Minimum number of complaints

Disability access

BT Countryside For All/Fieldfare Trust
standards where possible/reasonable

Public transport routes

Local Transport Plan
linked to non-motorised user network

User forums/friends groups

Once/twice yearly meetings

Volunteer opportunities and

No. of volunteer days per year
Positive community engagement

Customer care/attention to detail

Minimum complaints, positive yellow
cards. WCC Standards achieved,
mystery shopping Visitor Attraction


Accessibility, getting there and getting
around

Car parking provision, success of
public transport links, customer
complaints, path and wider access
network links

Quality of experience

Quantity hectarage, etc.

Customer feedback

Appropriate landscape management
Higher Level Stewardship, Tame
Valley Project.

Education number of visits, % good/very good

Retail performance % increase of sales year on year

Income generation

How much income?

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6. Future Service Direction and Maximising Income

Marketing: Develop the theme or brand for each individual site, and expand the
customer offer (Marketing Plan at Appendix II).

Consolidation: Maximise income from visitors, concessions and land within the
portfolio without deterring patronage.

Development: Explore commercial opportunities that do not have revenue
implications and seek grant funding to improve infrastructure, or add new elements.

Rationalisation:

First Tier = Invest/Develop Kingsbury, Pooley, Stratford Greenway
Second Tier = Static/Maintain Ryton, Burton Dassett, Offchurch, Kenilworth
Third Tier = Review and Restructure Hartshill, Stockton and Ufton

6.1 Core Business

The main income streams within the parks are:-

Car parking 270k (daily tickets and permits)

Rents and concessions 135k (see paragraph 2.1)

Retail sales 65k (gross)

Education/events 40k (excludes shop sales, parking, etc)

Fishing 26k (excludes parking)

Other 30k (memorials, etc)

These are examined below.

6.2 Opportunities for Maximising Income

Car Parking (current prices at Appendix I)

This is the largest revenue source for the service. Good value permits (based upon
multiplier of 12 x daily charge) are available for each park. An All Parks pass is also
sold, but in modest numbers. Offering good value permits is a reasonable defence
against above Retail Price Index (RPI) increases in day tickets, particularly for regulars
and local residents.

Day Tickets

There is scope to increase charges. The spreadsheet at Appendix IV shows the effect
on income when a drop in visitor numbers is also factored in (the elasticity of demand).
The parks parking charges are modest compared to town centres and NHS, but are
comparable with the countryside sector for our local catchment.

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In the current economic climate there has been an increase in our visitors. It is
envisaged that this is because we offer a low cost value day out and an alternative to
the more expensive days out such as Drayton Manor. However, consideration needs
to be given to the fact that it is only weekends and Bank Holidays which see the full
range of activities available within the sites and some of these cannot operate during
wet weather. This, together with high peak demand, leads us to consider differential
pricing for weekends and Bank Holidays (at least for the Summer season). A number
of differential pricing scenarios are included at Appendix IV with a variety of high and
low season and weekend versus. weekday pricing, including some discounting for low
season weekdays. These examples have used the Kingsbury main entrance and the
current 3 fee as a base line, and the average number of paying cars over the last 3
years to make income projections. The examples then assume different levels of
decrease in paying cars as a result of the rise (some visitors being deterred from
visiting, others parking off-site and walking in, others choosing to purchase good value
permits).

Permits

Currently permits can only be sold for a full year from April or half year late season
from September due to the existing barrier systems and supporting software.
Disabled/ Blue badge holders are offered permits at 50% discount. No discount exists
on day tickets. Discounts will be reduced to 20% in 2010 as a reflection of the
improved facilities/services available.

The entrance/pay barrier systems are antiquated and the back office support systems
are also at end of life. Whilst new systems will be costly, there are opportunities to
procure more flexible systems that allow for rolling renewal of permits/differential
pricing, enhanced security, etc. New parking systems have been examined in detail
and benchmarked with other providers and are the subject of a separate detailed report
compiled by Paul Perkins in Information Technology (available but not appended) .
We will be:-

Procuring new entrance barriers and support systems for prioritised roll out
(Appendix V), including more stringent parking enforcement at Hartshill Hayes and
Burton Dassett to resolve non-payer issues. Alongside such measures, self-closing
gates/toilets would also negate the need to have Rangers lock and unlock, freeing
them to be on site in the core visitor hours, again facilitating parking enforcement.
This will be explored in 2010 as a full project with Graham Greenwood from Civil
Parking Enforcement using his expertise in this area.

Proposing above Retail Price Index (RPI) price rises for 2011 -12.

Consider moving to differential prices for weekends/holidays as soon as the
systems are in place to enable this (Kingsbury and Ryton initially).

Offering rolling permit renewals as soon as possible.

Offering North (45) and South (30) sites permits (market research tells us that
visitors from Stratford and Warwick districts do not use sites in the North, and vice
versa).

Reviewing the multiplier (currently 12 x daily ticket price) used for permit pricing.

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Reducing the 50% concession for Blue Badge holders to 20% in 2010 (the main
parks are excellent for those with disabilities).

Introduction of parking charges at Stratford Greenway depending on outcome of
Eco town, discussions with district council. (Note: vociferous local opposition
anticipated).

Robust new enforcement of pay and display parking and recouping payments from
non payers.

Promoting the sales of permits to mitigate against customers aggrieved at price
rises.

Rents and Concessions

This has been a growth area for income in recent years. We have 3 successful profit
sharing arrangements with leaseholders, a number of new concessions for 2009/10,
and have uplifted rents for established businesses/clubs. Whilst we predict that the
economic downturn is unlikely to adversely affect the parks, commercial partners may
struggle. Small set backs that would ordinarily be ridden out may prove calamitous
when allied to say a dip in membership and fees. We will continue to hold regular
meetings with tenants and work in partnership to ensure continuity (of both service and
rental income).

The main growth areas within rents and concession income is therefore likely to be in
establishing new ventures within the parks.
Development options currently being investigated, include;

High Ropes course at Pooley (in connection with the Arts regeneration project).

Potential for row boats concession at Kingsbury on one of the lakes.

Potential profit sharing arrangements with tenants/concessions upon renewal or
new lease arrangements.

Caf or catering concession at Hartshill Hayes in current visitor centre over summer
2009 however, early indications show this has not been successful, in part due to
the poor state of the building. Mobile catering now being considered.

Of the existing arrangements, the award winning Camping and Caravan Club Site
at Kingsbury Water Park may benefit from the recent upsurge in camping and less
foreign travel. The miniature railway is due to open a further section of track and a
new station for Spring 2010, enabling visitors to use the railway as a means of
getting around the site rather than just a pleasure ride. Both of these ventures have
profit sharing elements within the lease and these are already paying dividends.

4 new concessions taken on in 2008/9 at Kingsbury and Hartshill. Potential for
further concessions at Kingsbury by exploring/retail and/or craft workshops.

Continue to review rents on a more commercial basis as they come up for renewal
and to create new opportunities.

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Examine retail opportunities at Kingsbury from relocating the office space to free up
a potential retail location within the park.

Retail Sales

Although retail is not the primary function of the Information Centres, more and more
space has been given over to retail to ensure income targets are met. We have been
reviewing stocking levels and want to introduce more local and sustainable products,
including by-products from our Forestry Operations. It is also essential that we rotate
stock regularly and give visitors other reasons for coming back into the centres (bird
box/bat/microscope cameras linked to plasma screens, etc.) We are also revamping
Kingsbury for Spring 2010 and plan to revamp Ryton for 2011. A small plantation of
Christmas Trees has been planted for sale through the centre and by direct marketing
to customers and WCC staff. Woodland products from the Forestry Service are now
being sold in addition to locally produced wood products.

Education and Events Programmes

Note: The education/events offer at the Outdoor Education Centre operated by
Children Young People and Families (CYP&F) and the Childrens farm that operates
under a commercial lease at Kingsbury Water Park are outside the scope of this plan.

In common with almost all other country parks services, wildlife trusts, water authority
reservoirs, etc. an education and events programme is offered. The Environmental
Education programme is primarily aimed at Key Stages 1 and 2. This outdoor
education provides another dimension to school education programmes.

Research has shown that contact with nature can have a positive effect, especially for
children who do not do well in a classroom environment. The parks service offers a
learning outside the classroom element, with the added benefit of generating repeat
visits, and spending in the shop.

The authority has benefited from significant capital investment in the form of external
grant support to provide the Environmental Education Centres at Kingsbury and Ryton.
Although regarded as a loss leading activity, it is very much part of the core business of
country parks and in tune with the manifesto for Education Outside the Classroom.
Pre-booked school groups also bring the parks to life during mid-week term time and
are part of our off-peak marketing of the sites.
Notwithstanding the above, we are currently exploring other means of service delivery
through a partnership or lease with the local wildlife trust and/or operation of education
by CYP & F.
We will be increasing the price of some events in 2010, namely general walks, young
anglers, night fishing, and specialist events such as bat nights, bird box making etc.

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The Fishery at Kingsbury

There are significant constraints and market forces that influence our decisions in
managing the fishery, the main ones being;

Flooding from the River Tame, (stock loss/migration between lakes).

Disease (as above).

Lack of site security (theft of stocks/night fishing, etc).

Conflicting uses (water sports, busy with walkers/cyclists, etc).

The exponential growth of farmers digging out small (overstocked) pools.

There are however opportunities for the fishery, as evidenced by the modest
investment in Causeway Pool, paying dividends. We should explore:-

Funding and disabled peg development via newly established Trust Angling
Development Board with a grant of 8,000.

Explore external management option to run the fishery as a separate business.

Develop fishery marketing plan.

Other Income (memorials, etc.)

In conjunction with the development of this plan, a more structured approach to
memorials has been developed, along with the creation of a memorial woodland at
Kingsbury with further woods planned for Ryton and Hartshill.

A gifts and legacies mail-out was included with permit renewal reminders. We hope
this may pay dividends in the medium/long term akin to the National Trust and the
Wildlife Trusts.

Early indications show that since its roll out in September 2009, we have already sold
many trees and are already receiving new income from this idea. Prices start from 75
for a whip, to 250 for a container grown standard. Currently this has resulted in
6930 of additional income so far.

We will be increasing our pitch charges for the events field at Kingsbury which will be
priced for an area beyond the pole gate for exclusive use. In addition useage of our
country parks and greenways for events will now have a charge as from 2010. These
will be:-

Up to 50 participants Free
50 100 participants 50
101 200 100
201 300 150
301 400 200
401 500 250
500+ by agreement only (price to be agreed)
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Development Opportunities

A summary of the current service and site developments are included at Appendix V.
In addition, there are other opportunities that would require greater levels of capital
investment and/or significant grant funding. The final column states the
actions/outcomes which will be updated once these items have been investigated.
However, significant development opportunities should only be pursued within the
context of a Master Plan for the site in question.

Site Development
Potential
Investment
level (WCC)
Returns Risk Priority Actions/Outcome
KWP Caravan storage
(C&C Club)
Low Modest Low High Currently no
suitable area to
store
Conference centre
(and hotel? + new
VC?)
Medium Medium/low
(commercial
partner
taking all
financial
risks)
High Low
(Current
downturn)

Civil Ceremonies Low Modest Medium High Investigated with
register office.
Outdoor
arrangements not
suitable as need
separate building
with 2 rooms
nearby. Not
viable.
New
caf/pub/restaurant
Medium Modest High Low
Holiday
accommodation
Floating Chalets?
Dutch Barges?
Wooden Lodges?
Very High

High Medium/
High
Medium
Wig-wam holiday
accommodation
possible
collaboration with
camping/caravan
club
Medium Medium Medium/
Low
Low
Retail outlet/crafts
(moving the office)
Low/medium Low medium Low High
Fishery. Swann
Pool development
Low (assumes
landfill funds
works)
Low/medium Low High

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Site Development
Potential
Investment
level (WCC)
Returns Risk Priority Actions/Outcome
Pooley
(additional
to Arts
project)
Demo Eco home
+ expanded
sustainability offer
High/Medium Low (direct
but
expands
visitor offer)
Medium Medium
Craft Village (buy
out of industrial
units removing
need to move
entrance)
High/Medium Medium Medium Low
Develop & expand
Pooley wharf
(extended canal
moorings, crafts,
etc. Convert
existing centre to
shop/caf)
Medium High Medium Medium Medium
Ryton Possibility of use
of Martha
building when it is
decommissioned
Medium Medium Medium Low


Woodfuel/biomass Medium/Low Low Low
(assumes
woodfuel
price
tracks
gas
prices)
High Ryton already
selling logs
expand offer
across other parks


Environmental
Stewardship
Funding
Medium High Low High Important source
of funding for work
which in most
cases is already
taking place
across the parks

Health and Wellbeing

Health/well-being - The Department of Health want two million more people active by
2012 (CABE). Country Parks have the ability to assist in achieving social agenda
objectives and targets laid down by Government. The Department of Health has now
launched pilots in London where GPs will be referring patients through a physical
activity care pathway. They give out these leaflets, which dont just recommend the
indoor activities; they show where the parks are and where to walk to get to those
parks, and they have maps that show the GP practice right in the middle. If this
scheme is launched nationally, then we are ideally placed to get involved. A study on
the Importance of Nature for Health by the University of Essex suggests that if 1
million people became more active and healthy the economic savings over 40 years
would save 100 billion.
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Informal Recreation/Sport

There are opportunities for this across all our parks, although Kingsbury is the only site
with two formal football pitches which are being returned to meadow through lack of
use. Organised marathons, half marathons, cycle rides and fun runs operate on the
sites and more significantly there is scope for increasing informal sport across all sites.

Volunteering

The service currently benefits from small but dedicated bands of volunteers at the main
sites, equating to the input of several members of staff. However this is an area where
we want to expand, developing a more structured approach to volunteering, including
training, reward and recognition, etc.

Opportunities to get involved, meet other people, improve health, well-being and
mental health, learn new skills a potential growth area, due to the economic downturn
with people considering alternative employment, improving their skills, learning new
ones and networking through volunteering opportunities provided. A strong and vibrant
force of volunteers can offload the burden of work on paid staff, but this needs to be
well managed and deliver results and provide benefits to all involved.
Expand on the volunteer element within Country Parks explore the possibility of
development of partnership similar to the Worcester Wardens Partnership with
potential partners such as British Waterways, Warwickshire Wildlife Trust and Natural
England in order to increase opportunities, raise profile, establish sense of ownership.
Offer taster sessions, continue to work with volunteer centres, target leaflets in
specific places such as schools/universities, doctors surgeries, job centres. Link up
with Defras Muck in 4Life campaign.
Local Community Links - and friendship bonding, and a common sense of well-being.
Park volunteers and sports facilitate teambuilding, socialisation, friendships, community
connectedness and civic pride. To try to establish focus groups or friends of groups
for all the parks where appropriate, to assist with the development of the parks,
generation of ideas, involvement in consultations and management plans and to seek
additional funding.

Sustainability The parks continue to contribute to renewable energy e.g. recently
installed Biomass boiler at Kingsbury supplying all the heating to buildings.

Martha at Ryton Pools, Wind Turbine at Pooley generating electricity and supplying it
back to the national grid.

Biodiversity - Following restoration and active management Country Parks form some
of Warwickshires finest wildlife sites with important semi-natural woodland, wetland
and grassland. A few Country Parks contain nationally important Sites of Special
Scientific Interest (SSSIs), of which some are managed in partnership with the
Warwickshire Wildlife Trust.

Kingsbury Water Park forms part of the Tame Valley chain of wetlands, consisting of
30 lakes, including fishing lakes and pools set in 620 acres of landscaped countryside.
With lakes, streams, woodland, marshes and meadows, as well as a remarkable
variety of wildlife. Partnership working with the Environment Agency has resulted in
31 of 38
the creation of reed beds. This contributes to part of a European Directive on
increasing wetland habitats. Otters are regular visitors and otter holts are being built
with help of volunteers, to encourage them to become residents. The park is a part of
the Tame Valley providing important linkages within the Landscape for Living initiative
and the Tame Valley partnership. Ultimately we aim to benefit if the partnership is
successful with its 2 million Heritage Lottery Fund bid.

Heritage/Interpretation

Most sites are former industrial heritage and this can be interpreted as living history for
children and adults alike. Events/festivals put on different events e.g. Shakespeare
in the park or similar for summer evenings. Expand the offer, and improve on package.
Discontinue walks/talks with low numbers and offer alternatives to keep things fresh
and interesting. A lot of scope for improvement, but requires a full-on dedicated
approach and time to implement. Involvement with Heritage Education to produce new
programmes linked to heritage.

6.3 Partnership Links and Funding Sources

Partnerships Seek more partnership working with outside partners such as the
wildlife trust with a view to them developing further involvement especially where they
already have involvement in our sites at Ryton and Pooley.

Contractors Expand the use of contractors for maintenance of grounds where
appropriate and consider district council option for emptying dog bins.
Buildings/Income Generation Consider redevelopment of potential buildings e.g.
office barn at Kingsbury currently housing 2 staff, could be reutilised as a
retail/commercial outlet for craft workshops. The Annex building which is currently only
used for visitors as a shelter when its raining could be transformed into an office which
could meet our office requirements. However, these options would require
considerable redevelopment and expenditure to make buildings fit for purpose with no
guarantees of future income generation. Explore turning over building at Pooley to
restaurant/alternative enterprise.

Grants Seek out potential grant funding for all the parks for any new capital items or
buildings. New park play areas at Kingsbury and Ryton will require grant funding and
possible heritage grant funding for the Beacon interpretation at Burton Dassett, and an
application for natural assets grant for Hartshill Hayes.

Accreditation Schemes

Consider potential of awards for attracting and obtaining funding, and raising profile.
The new free accreditation from Natural England is something to strive towards,
especially as other Councils start to implement it. It is important that WCC is able to
achieve national standards for Country Parks rather than becoming a poor relation.
However work will need to be done to achieve all the essential criteria for the scheme,
mainly getting management plans and site access plans completed for all the parks.
Fisheries Accreditation (Charter Mark) through Angling Development Board.
Outdoor learning quality badge - The Quality Badge will be awarded to providers who
have pledged to engage in an ongoing process to sustain high-quality learning outside
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the classroom and who have demonstrated that they meet six quality indicators. The
provider should:-

1. have a process in place to assist users to plan the learning experience effectively;
2. provide accurate information about its offer;
3. provide activities, experience or resources which meet learner needs;
4. review the experience and acts on feedback;
5. meet the needs of the users; and
6. have safety management processes in place to manage risk effectively.

As yet it is unknown if WCC will be going for this as a whole or individual service
providers will have to apply themselves.

Fishing

Employ an expert fisheries consultant to develop that part of the business to
produce marketing and business plan, develop and run it as a successful business
operation with practical help and support from ranger staff.
Improve angling facilities and investigate further angling opportunities on the site.
Maintain and enhance links with legislative bodies e.g. Education Authority and the
links with Rodbaston College which are well placed to offer advice and carry out
management tasks with their own student base.
Continue to enhance the bank-side habitat.
Investigate improved marketing through the Country Parks Marketing strategy.
Encourage and implement good angling and fisheries management practice by
adopting nationally recognised good practice.
Investigate grant funding opportunities to develop fishery through Angling Trust and
Angling Development Board. Angling now forms part of the national curriculum
(under Sport).
Lead person required to move forward.
Carry out a review of fishery in five years time.

Other

Birthday parties expand offer to include toddler play/ball park type experience.
Jointly market special events with concession involvement.
Xmas trees for sale Kingsbury.
Memorial woodlands at Kingsbury, Hartshill, Ryton.
Wood turning selling unique woodland crafts in shops from Kingsbury wood.
Other depts in WCC using country parks as a resource for away days/team
building.
Off peak use of rooms for art exhibitions/photographers.
Investigate putting an Mountain Bike trail into Hartshill or Pooley similar to trails at
Forestry Commission sites.
Aim to meet essential criteria for Country Parks Accreditation scheme in 2010/11.
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6.4 Challenges

Cut backs on core funding for services considered non essential.
Recruitment freeze.
Reduction of political support?
Cost of central charges and relevance to the business of Country Parks.
Succession planning for future retirees.
Old infrastructure - temporary buildings at Hartshill have become rather more
permanent and are no longer fit for purpose require a new toilet block at least.

7. Management and Organisation

7.1 Structure Chart

See Appendix VI.

7.2 Roles

Rural Services Group Manager Oversees the work of Rural Services, (Country
Parks, Forestry and the Small Holdings Estate).
Visitor Development Manager Responsible for operational management of the
parks, including; marketing/publicity, recruitment, dealing with customer
complaints/suggestions, risk assessments, ensuring events and education
programmes are organised and implemented, overseeing retail and information
facilities, concessions and leases, business and service planning including monitoring
and reviewing the services and facilities provided. Prepare funding bids and seek
partnerships/sponsorships. Manage income/expenditure and produce stats and
reports as required.

Land Manager Responsible for land, vehicles, equipment and land based training
and development, project management; implementation of winter developments
programme, ensure safe and effective operational land management practices, sales
and acquisitions, and to protect the authoritys interests in land within the portfolio.

Countryside Rangers Responsible for the day to day practical management of sites,
visitor engagement, help and support, assisting with education programme,
opening/closing of sites and general site maintenance.

Reception Staff Responsible for dealing with customer queries face to face,
bookings, administration, selling and stocking items for shop and tea room.

Financial Administrator Dealing with all orders/invoices, producing posters, events
details, administration and assisting Visitor Manager with figures, letters, statistics.

Banking Clerk Responsible for banking all park income.

Education Rangers Responsible for providing educational programmes for
schools/groups and outreach visits and Forest Schools.
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8. Financial Plan

In 2009/10 the service was set the challenging target of reducing the gap between
operational service costs and income generated by 50k. A further saving of 65k is
required for 20010/11.

At the time of writing our forecast for 2009/10 shows that the 50k savings target will
be reached. Rather than reducing expenditure, this is being achieved by welcoming
more visitors and generating additional income as described in Section 6 of the plan.
The current monthly income reports are included as Appendix III. At end of January,
income from Kingsbury was up by 31% and for the other sites by 9%. At Kingsbury
this has been partly attributable to a rise in parking fees from 2.50 to 3, but additional
concessions and profit share arrangements with leaseholders have also paid
dividends. Particularly pleasing is the very significant rise in income at Pooley Country
Park (36%).
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The table below shows the revenue budget for 2009/10 together with the latest
forecasted outturn based upon end January. Note: The central administrative costs
apportioned to Country Parks are excluded from the figures (to reflect the position if the
parks operated as a separate business).

Table 1: Budget for 2009/10

Approved
budget
2009/10
()
Forecasted
outturn

()
Notes
Total
Expenditure
839,266 863,897
All staff costs 530,298 515,707 Vacant education post being
covered by seasonal staff. 2 part
time rangers replaced with
caretaker/cleaner posts at lower
grade
Premises and
sites
176,507 182,010
Vehicles and
transport
31,717 34,427
Supplies and
services
99,305 129,016
Other 1,439 2,737
Total Income 554,414 629,622
Parking 256,357 301,600 Poor July weather, but several
record breaking months
Rents and
concessions
139,126 167,700 Some new for 2009/10 + rent
reviews/profit shares
Retail 72,000 72,202
Fishing 28,377 28,377 Kingsbury lakes frozen over
Dec 09 Jan 2010
Events and
education
33,170 33,467
Other 25,384 26,276
Net running
costs
284,852 234,275
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In addition to the revenue budget, Country Parks have 3 capital budgets, 2 for specific
projects and one en bloc for small works.

1. Pooley Arts Regeneration: 100% external capital investment from Homes and
Communities Agency. 325k for a spiral path on the spoil heap, and art
work/installation for the top of the heap, a new dedicated entrance, and
improvements to the visitor welcome and site interpretation.

2. Connect2 Kenilworth: Sustainable transport project for walking/cycling route
along the Kenilworth Greenway. 300k from National Lottery (Peoples
Millions), 550k from the Local Transport Plan allocation.

3. En bloc small works allocation. 80k 2009/10 (55k 2010/11 to be agreed).
Most of the 80k being carried forward as match funding towards grant bids for
new play area at Kingsbury and improvements to access at Hartshill Hayes.

9. Monitoring and Evaluating the Plan
After the plans have been made and the policies followed, we need to judge whether
we have arrived where we wanted to be. How well is the service performing in real
terms? This section examines how we will track our progress against customer
expectations and the business plan. A review of the first year 2009/10 can be found in
Appendix VIII.

Warwickshires parks service is a multi-faceted service so one single type of
evaluation would not give a rounded picture. Our tactic is to use a mixed basket of
different evaluation methods:-

9.1 Performance Management System

Performance management is important to the County Council as a whole. Some of
the Targets to which we work are agreed and monitored centrally. However, currently
we are only assessed on visitor satisfaction levels.

It is anticipated that we should consider new performance indicators as detailed in this
plan.

9.2 Financial Evaluation

The parks income and general financial position is very important to the County
Council. Budget monitoring reports are produced monthly demonstrating any
variances of concern that need managing.

Periodic meetings between the Parks Visitor Manager, Rural Group Manager
and Departmental Finance Officer consider these and also any variations to the
parks budget made centrally (e.g. emergency budget cuts due to corporate
matters).

The main review and reporting of the years finances takes place after Closedown
of accounts following the end of the financial year.


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9.3 Visitor Numbers

Car park figures are monitored weekly and produce a report based on an assumption
of 2.9 visitors per car logged. During periods when the car parking charge applies, this
can be cross checked against cash take.

9.4 Visitor Surveys

The Visitor Manager commissions an annual market research survey to establish the
level of visitor satisfaction amongst actual users of the park. This is carried out by our
own parks staff.

This takes the form of a face to face verbal questionnaire with a sample of between
200 and 600 visitors. The time of survey is varied from year to year to establish the
effect of seasonal patterns and variations and ensure we gain a spread of different
visitors views.

9.5 Mystery Shopper Surveys

From time to time, mystery shopper surveys have provided a spot check of
various aspects of the park from customer welcome to park cleanliness.

9.6 In House Research

Occasionally we test customers opinion on park policies and changes by conducting
one off surveys. This gives us an indication on whether we have got it right. An
example was the visitor survey in 2009 on proposed closure of the road up to Far Leys
at Kingsbury Water Park, which gave us a pre-indication that this was acceptable to the
majority (89%).

9.7 County Councils Complaints System

As part of a corporate system of monitoring user satisfaction, the County Council has
a complaints system in place. Service users who are unhappy with any aspect of the
Authoritys services can register a complaint and are entitled to an acknowledgement
within 5 working days and a formal reply within 20 working days.

The number and nature of complaints is monitored centrally and if a large number of
complaints are received on one subject, the Complaints Officer may refer the issue to
the Scrutiny Committee for County Councillors to investigate. This is a means of
evaluating how services are doing against public expectations.

9.8 Customer Comment Cards

In all our parks customer comment cards are available which enable us to receive
feedback from visitors. These are examined by the Visitor Manager, and action is
taken as necessary.

9.9 Direct Customer Feedback

The most direct method for a park user to make their feelings known about aspects of
their visit is to talk to a front line member of staff. Because they are always available
and easy to find, shop staff tend to receive the majority of verbal comments. If a
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number of comments on the same theme are received, this is fed upwards to line
managers and immediate action is taken where necessary. If the issue needs wider
consideration it is brought up at the Country Parks Management Team.

9.10 Visitor Attraction Quality Assurance Standard (VAQAS) Inspection and
Accreditation

VisitBritain, the organisation tasked with promoting quality in national tourism,
produces a visitor attraction best practice guide and inspects attractions who apply
for their Visitor Attraction Quality Assurance standard, using a team of salaried
full-time inspectors. It is useful to look at the detail of the assessments to self-
assess, and possibly join the scheme and be assessed by them as part of our
growing involvement in North Warwickshire Tourism.



10. Appendices

Appendix I Price List
Appendix II Marketing Plan
Appendix III Income Chart
Appendix IV Parking Income Price Elasticity
Appendix V Key Maintenance and Development Schedule
Appendix VI Structure Chart
Appendix VII Action Plan Year 2010/11
Appendix VIII Review of Year 2009/10