TSE play a central role in the draft proposals for the new strategic
body. Unfortunately, after taking its
own legal advice on the proposals, TSE found that it is not able to operate in
the role described for it. It has
subsequently suggested that it would wish to engage with the new strategic body
as its sub regional entity through a memorandum of understanding (MOU),
although it has yet to describe what might be included in such an
agreement. The draft proposals will
therefore need to be reviewed in the light of this decision.
Following the agreement of the partners to the draft proposals for the
new strategic body, it had been hoped it could be established in some interim
form to allow it to begin its work and to negotiate with the Council in
relation to the funding agreements that would be necessary to enable it to
function. From the Council’s
perspective it would need to have agreed a “specification” of the outputs that
it requires the organisation to achieve and also to satisfy itself that the
emerging and developing body is able to deliver best value and continuous
improvement in the services that it will effectively be providing on behalf of
the Council. Given the discussions that
have been ongoing in relation to the role and place of TSE, a final draft
proposal for agreement has not been completed and therefore the development of
an interim position is not yet possible.
In the light of this, TSE hosted a meeting on the Island on 6 June 2003
in order to establish an interim sub committee that would act until such time
as the final arrangements for the Island’s new strategic tourism body could be
agreed. The meeting was open to all
tourist businesses on the Isle of Wight and agreed the establishment of an
interim sub committee as set out in Annex 3.
The role of this committee will be:-
- To advise
TSE, the Council and the tourist industry on the best structure for the
sub region. (Effectively the new
strategic body).
- To nominate
a representative to the board of TSE.
One of the main items for discussion with TSE that remains outstanding
is the harmonisation of the membership schemes of Isle of Wight Tourism and
TSE. To date there has been no indication
as to what the costs and benefits may be to members of Isle of Wight Tourism to
take up membership of TSE, although that they will be entitled to do so has, in
principle, been agreed.
There are many issues that still require resolution in this process but
those that are most pressing and on which the Committee may wish to express a
view are listed below:-
- Whether it
is best for the new strategic tourism body for the Island to also be the
sub regional body for TSE.
- Accepting
the broad principles of the draft proposals for the new strategic body as
a basis for further development and future recommendations to the
potential partners.
- Accepting
the advice of TSE’s interim committee as a basis for further refinements
to the proposals.
- Giving some
consideration as to advising the Council on the specification to be given
to the new body and the method of evaluating whether it will be able to
achieve its objectives.
RELEVANT PLANS, POLICIES,
STRATEGIES AND PERFORMANCE INDICATORS
Theme 6 of the Community Strategy relates to the development of tourism
on the Island. Of the ten aspirations
listed in the plan, that which aims to, “get the Isle of Wight recognised as a
world class tourism destination and appreciated as one of the UK’s leading
quality tourist and leisure destinations” is perhaps the most significant.
The Council aim to “support
development of the Island as one of the UK’s leading tourist
and leisure destinations”, is
set out in its Corporate Plan within the context of the objective to
encourage job creation and
economic prosperity.
A Best Value Review of Tourism Services was completed in 2002.
CONSULTATION PROCESS
The process that has been followed to create the model in annex 1 and the operational proposal
in annex 2 has involved consultation with representatives of the Island Tourist Industry
Executive (ITIA) and the regional tourist board (Tourism South East)
FINANCIAL, LEGAL, CRIME AND DISORDER IMPLICATIONS
None for the Council arising out of this report.
APPENDICES ATTACHED
1. The Externalisation of Isle of Wight Tourism – Basic
relationships between the partner organisations.
2. Tourism Strategic
Partnership – A Model Framework
3. Tourism South East –
Arrangements for an Interim Sub Regional Committee
Contact Point : John Metcalfe, ( 3825 e-mail [email protected]
JOHN
METCALFE
Head
of Community Development and Tourism
Annex 1
THE EXTERNALISATION OF ISLE OF WIGHT TOURISM
Basic Relationships between the
partner organisations
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Funding |
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Isle of Wight Council |
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Funding Influence |
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ITIA |
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Purchaser Service
Contract |
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Delivery Arm |
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Annex 2
Tourism Strategic Partnership - A Model Framework
Ideally the Partnership Board (the board) should contain no more than 16/17 directors drawn from tourist related organisations across the Island. Other persons should be capable of being co-opted to the board for specific projects on a time limited basis.
The board should contain representatives from:
1. Isle of Wight Council 2 no.
2. Tourism South East 2 no.
3. Red Funnel 1 no.
4. Wightlink 1 no.
5. Representative organisations of the tourist industry up to 8 no.
6. To be appointed by the board 2 no.
7. Independent Chairman/Managing Director 1 no.
It is felt important that those representatives drawn from 1-5 above be agreed before the board is established. Following its creation, then these standing representatives could nominate to the two positions to be appointed by the board. Organisations to be considered for appointment may include the Hospitality Assured Partnership, Isle of Wight College, Chamber of Commerce, Southern Vectis, and Hovertravel. The structure of the company should disallow specific businesses to be represented on the board with the exception of those named here.
The board should also be allowed to determine whether it would seek to recruit an independent chairman to assist its running of the organisation. The current thinking is that both positions are not required. If a Managing Director was appointed, then they would not be a director of the company and the chairman would be elected from within the board members and by the board members.
It is important that each tourism based representative organisation on the Island is capable of being represented on the board and in sufficient numbers that reflect the number of members within the organisation. That is to say those with the most members will receive the greatest number of seats on the board. It is likely therefore that some formula for the allocation of seats on a pro rata basis will be necessary. Advice is required as to at what frequency the allocation of the seats should be reviewed. It will also be important to establish a minimum qualifying criteria for each organisation that will enable it to claim its share of seats at the table. Specifically this will reflect that all members should be properly graded and that the organisation has a constitution which matches the aims and objectives of the board.
Coming out of the main board, is to be an Executive Board responsible for taking and making the day to day decisions necessary for the overall organisation to flourish. Therefore a scheme of delegation of decisions to the Executive Board and possibly its Chairman/Managing Director and/or officers will need to be developed. In order to ensure a strategic focus within the Executive Board, it is felt that this should comprise:-
Isle of Wight Council 2 no.
Tourism South East 2 no.
Tourist Organisations 2 no.
Chairman 1 no.
The tourist organisations being elected on an annual basis from/by those members representing all tourist organisations on the main board. If the Chairman is also one of the standing representatives on the Executive Board, then the Executive Board shall have the option to appoint another member to it from the main board.
The Executive Board will need to meet monthly and the overall board probably on a quarterly basis. Although given the new nature of the venture, the overall board should have the capacity to review this and other matters pertaining to its composition and operation as it sees fit.
Annex 2
Tourism South East – Arrangements for an Interim Sub Regional Committee
Representatives of the Committee are to be drawn from: -
- Island Tourist Industry Association* 5 No.
- Isle of Wight Council (Councillors)* 3 No.
- Tourism South East (Full Members)** 2 No.
- Tourism South East (Board Member)* 1 No.
- Transport Operators 1 No.
* By
nomination
** By
election
The Committee to receive officer advice and support from Tourism South East and also the Isle of Wight Council.