Devon holiday park owner welcomed as Chair of HARPA
Claire Flower, Director of Beverley Holidays in Paignton, has become the National Chair of the Holiday and Residential Parks Association (HARPA). Claire was elected to the office by fellow members of the association to which some 3,000 holiday and residential park businesses in Britain belong. She will now be helping to spearhead a fast-growing industry which generates £12.2 billion of visitor spending each year, and supports over 226,700 full-time jobs. In her new role, Claire will take on a range of responsibilities, including talks with national and regional governments on matters affecting the parks industry. It’s a task for which she is well qualified having served as the association’s Vice Chair for the past two years, and held senior posts within various HARPA executive committees. Claire is also an active member of HARPA’s Devon Branch, and is a Director of the English Riviera BID Company for which she additionally acts as its Media Spokesperson. Beverley Holidays, of which Claire is a Director, was established by her family, the Jeavons, just over 65 years ago on a small pocket of farmland with spectacular ocean views. Through a policy of continual investment, it has grown to become one of Devon’s most highly acclaimed parks, winning a raft of awards for its high standards and environmental responsibility. Claire has also been personally honoured for her local community engagement, and has been presented with Visit Devon’s annual award for Outstanding Contribution to Devon Tourism. Claire said she is especially excited to be assuming her role as National Chair at a pivotal point in the association’s 75-year history. In January this year, the British Holiday and Home Parks Association became known as HARPA – but, says Claire, much more than just a fresh identity has come into being: “We now represent even more positively the modern and dynamic park businesses which our members operate, and helping them realise their ambitions for the future,” she said. “HARPA will be championing the interests of our members with even greater vigour, further reinforcing the influence our association has among decision-makers. “We will also be highlighting more strongly the breadth and diversity of today’s park businesses, and the many benefits they bring to local economies and communities. “I want to see our association help members to grow by embracing change, collaborating, and by supporting and mentoring the upcoming generation of park leaders. “My family has been actively involved with our association for many decades, and I feel proud and privileged to be able to play a part in its continuing evolution,” added Claire.
Danny Dyer is out to save the UK caravan park
TV stars Danny and Dani Dyer hit the small screen tonight (February 24) with their new show The Dyers’ Caravan Park. Danny Dyer has tackled a lot in his showbiz career – gangsters, geezers, even the Bard himself. But now he’s facing his biggest challenge yet: investing in and running a holiday caravan park with his daughter Dani by his side. As Danny said himself: “Clarkson’s got his Farm, Hammond’s got his workshop. If Jamie Oliver can save school dinners – why can’t I save the great British holiday”? With childhood nostalgia in his heart and business ambition in his sights, Danny and Dani are diving headfirst into the £7 billion holiday park industry. They’ll stop at nothing in their quest to transform a caravan park into a place that lives up to Danny’s misty-eyed memories of the best holidays he’s ever had in his life. But this venture is no knees-up at the Queen Vic. Danny will soon discover that running the park is a world away from the life of an A-list actor as he faces everything from dodgy plumbing to demanding punters, rogue acts to reinvigorating the restaurant menu. But will his new business partners, the park’s residents or even Dani be on board with his grand, nostalgic vision? With an unforgettable cast of real-life characters, The Dyers’ Caravan Park is a hilarious, heartwarming and occasionally chaotic trip into what really makes the Great British holiday so great. Danny Dyer commented: “What you might not know about me is I love a caravan, and I love a caravan site. So, with my daughter Dani by my side, as the voice of reason, I’m taking charge of one. I’m chucking in a few quid, and will try and make the greatest of British holidays cool again. Now this could be a triumph; or a complete f***ing failure. But there’s only one way to find out and that’s to roll the f***ing dice.” Dani Dyer said: “My dad wants to get involved in the caravan park and I’m all in: I love a caravan, so why not? My dad is a very friendly person – he’s good at bringing everyone in – but has he got what it takes to make a success of this? I think he has, just so long as people don’t decide to go to Magaluf.” Phil Edgar-Jones, Executive Director, Unscripted Originals at Sky, commented: “The Great British Holiday is about to get a turbo-charged makeover like never before as the Dyers’ Caravan Park prepares to open its gates. If anyone can make caravanning cool again it’s Danny and Dani, and we cannot wait to see them bring the fun.” Ben Wicks, Creative Director, Entertainment at Expectation said: “We are thrilled about working with Danny and Dani Dyer as they try to save the Great British Summer holiday. Their passion for caravanning is unlimited, yet their experience of running a caravan park is extremely limited. Based on our extensive research, running a caravan park if you don’t know what you are doing is quite frankly, a nightmare. We feel this is the perfect setting for a series as rich in comedy, jeopardy, and warmth – even if the weather isn’t – and we’re delighted that Sky feel the same.” As reported, The Dyers’ Caravan Park was helped by HARPA members Willerby and and distributor Southern Counties Leisure. The two firms took part in a high-profile publicity event in central London, providing a luxury Willerby holiday home as the venue for media interviews in support of the new Sky original series. The brand-new Sky Original six-part series from Expectation (Clarkson’s Farm, Miracles, Dynamo is Dead) airs at 9pm on Sky One every Tuesday.
What’s the outlook for the leisure and hospitality sector in 2026?
The leisure and hospitality sector is extremely dynamic, with businesses heavily affected by uncontrollable external factors such as government policies and consumer trends. In 2025, we saw employers’ National Insurance contributions and the National Minimum Wage (NMW) rise, placing increasing financial pressures on businesses. The sector has also been adapting to the boom in technology and AI, which consumers are increasingly expecting to use to enhance their customer experience – and this is only the beginning of this trend. So, now we’re in 2026, what opportunities and challenges can we expect to see? And how can leisure and hospitality businesses prepare for these? Roads over runways According to Hilton’s 2026 Trends Report, road trips are leading future travel plans for Brits, with 61% planning to drive to their destination of choice in the next 12 months. This is largely driven by the cost-saving appeal, but many also value the spontaneity, being able to pack more items and the convenience of having their own car. This suggests that many people will be opting to holiday in the UK in 2026, rather than travelling abroad, which presents a great opportunity for leisure and hospitality businesses across the country. But where there are opportunities, there are also challenges, and businesses will need to be ready for increased demand. Making sure you have the resources to deliver your services during busy periods is vital, whether that’s by hiring more team members or increasing stock reserves. If you haven’t already, look at your budgets and forecasts for 2026 to make sure you have the reserves to invest in the resources you’ll need to keep up with this expected increase in demand. And don’t forget – competing businesses will also be taking advantage of this UK road trip trend, so put yourself ahead of the competition by diversifying your services and offering attractive incentives to customers. Whether it’s expanding your menu to offer regional dishes and drinks, or offering discounted rates for returning customers, having a strategy in place to draw customers in is key. The rise of technology We will undoubtedly see more technology woven into the leisure and hospitality sector in 2026, including the use of AI. An increasing number of travellers are already using generative AI for planning and booking their trips, and major leisure and tourism brands like Expedia and Booking.com are integrating tools like ChatGPT – so it’s never been easier for a robot to plan your holiday for you. In addition to this, the likes of online booking systems, digital check-in systems and apps that personalise guest experiences will only become more sophisticated in 2026, so leisure and hospitality businesses need to be on top of the latest tech to remain profitable. But the rise of technology and AI doesn’t come without its complications and challenges. It has been behind a growing number of travel scams in recent times, so businesses need to ensure these tools are being used securely and that cybersecurity is a priority. Some of the best ways to protect yourself are: set yourself a cybersecurity budget and invest in coverage that includes support for breach recovery; use multi-factor authentication wherever possible; update your software regularly; and train your team to spot scams. The more you can do to safeguard your business, the better. Changing fiscal policies The 2025 Autumn Budget saw the Chancellor announce a number of changes that will directly affect the leisure and hospitality sector this year. One of the more positive outcomes is the reform to business rates, which are set to fall for smaller, customer-facing businesses from April. A new banded multiplier system will replace the current approach, meaning that leisure and hospitality businesses with physical premises open to the public are likely to see some relief. But whilst businesses may be making cost savings when it comes to business rates, these newfound reserves are likely to be quickly spent elsewhere as a result of other Budget announcements. For example, the NMW and National Living Wage (NLW) will both be increasing in April, putting additional pressure on leisure and hospitality businesses – especially those that employ young people. Those that sell alcohol and milk-based drinks are also set to be hit by increased alcohol duty and sugar tax. Alcohol duty rates will increase to 3.66% in line with inflation, while sugar tax is being extended to milk-based drinks, including pre-packaged coffees and milkshakes. Businesses affected by this will need to consider how they fund this increased tax bill – either taking the hit themselves or passing the burden onto customers by increasing the cost of these items. With so many variables to consider for the year ahead, it’s never been more important for leisure and hospitality businesses to review their finances and ensure they’re well equipped for the year ahead. Duncan & Toplis provides accounting and business services specifically designed to support businesses in this sector, including budgeting, forecasting, payroll and tax planning. To find out more, visit www.duncantoplis.co.uk.
BH&HPA to rebrand as HARPA
The British Holiday & Homes Park Association (BH&HPA) will change its name to HARPA at the conclusion of its 75th anniversary year in 2025. From January 2026, the official representative body of Britain’s parks industry will unveil a major re-brand of its identity as the Holiday and Residential Parks Association, or HARPA. The change will be launched at the association’s national conference in London when Devon park owner Claire Flower takes on the role of the organisation’s National Chair. READ MORE: HARPA conference ushers in new era Claire, a Director of Beverley Holidays, is part of the members’ Working Group that helped steer the creation and implementation of the new identity. HARPA, she says, is much more than a re-naming, and will lay the foundations of a body going forward with even greater dynamism to represent its members’ best interests. “Our Working Group was tasked with looking at both the past and the future of the association, and ensuring that all members are given the opportunity to have their voices heard,” said Claire. “Our goal was to create a representative, inclusive and modern identity that will continue to support and reinforce the vast range of work we do across the industry. “Becoming HARPA is an exciting and ambitious step that will bring us greater recognition and further empower our future in a fast changing political and social environment. “We offer our thanks to everyone who has helped shape our new identity and for being part of this positive change,” added Claire whose park recently celebrated its 65th anniversary. Also helping to direct the Working Group was Lancashire residential park owner Michael Ward who acted as representative for the association’s residential parks sector. “This has been a collaborative process involving all members from the start, and the result reflects both our heritage and our future direction,” said Michael. “We are embracing a new chapter for our organisation while upholding the importance of tradition and consistency. “The new acronym, HARPA, was carefully chosen to be distinctive and easily identifiable, and offers a more accurate and inclusive representation of who we are and what we do. “The logo and design options underwent thorough testing and refinement, with valuable input not only from the working group but also from the wider membership and a range of external stakeholders,” he said. Current National Chair Ian James said: “As Chairman, I have been immensely proud to serve an organisation which, for 75 years, has championed the interests of Britain’s parks with dedication and integrity. “The decision to become HARPA marks not just a change of name, but a bold step into the future for our industry. “I’m confident this new identity will strengthen our voice and secure the association’s place at the heart of our sector for decades to come.” The association’s Director General Debbie Walker said that the consensus for change underscored how closely the member-led organisation worked together and shared collective aims.
