Committee: ECONOMIC DEVELOPMENT, PLANNING, TOURISM AND LEISURE SERVICES SELECT COMMITTEE
Date: 13 JUNE 2002
Title: THE FUTURE FOR
TOURISM
REPORT OF
THE HEAD OF PAID SERVICE
That
IW Council Executive on the 21st
May 2002 considered the recommendations of the recently completed Best Value
Review and recommended: -
(1) Leave the
service as it is.
(2) Integrate
Tourism Services within the Council.
(3) Externalise
the function to a trust or limited company.
Be
reported to a meeting of the Economic Development, Tourism and Leisure Select
Committee on the 13th June.
Also at
the Executive on 21 May it was resolved that:-
1. That Tourism Services be relocated from the Directorate of Finance and Information to the Directorate of Education and Community Development
2. That the Head of Community Development take overall responsibility for Tourism until the future organisational arrangements are put in place.
3. That the Head of Paid Service and Head of Community Development determine temporary arrangements to ensure the continued good management of Tourism Services until the future organisational arrangements are in place, the costs of which will not exceed the salary costs of the department Head of Tourism.
This provides an interim management arrangement pending consideration of the options for the future of tourism services.
The following report looks at the future options, evaluates each, and recommends the way forward.
This review is still at a
preliminary draft stage, but it has identified the following issues:-
The
following issues were highlighted in the Best Value review:-
The three main options identified
by the Best Value study were:-
There are clearly other models
such as the re-integration of IW Tourism within the Southern Tourist Board or
its successor with that organisation carrying out the main functions under
contract.
Following the Executive meeting on 21 May, managerial responsibility, for IW Tourism will be re-located from the Directorate of Finance & Information to the Directorate of Education and Community Development with effect from 15th June 2002. The Head of Community Development will take overall responsibility for Tourism until the future organisational arrangements are put in place. In order to involve key stakeholders in the discussion of the issues, the local tourist industry representatives via the Island Tourism Industry Association have been invited to this meeting.
An outline
of the main points for and against each main option is set out below.
Options 1 & 2 would both
involve Tourism remaining within the IW Council and will therefore be similar,
while Option 3 is a radical change.
Advantages
IW Tourism
is a known entity.
Small and
effective marketing team remains.
Links
exist to the infrastructure departments and the corporate planning process of
the IW Council.
Disadvantages
Funding
can only be secured on an annual basis.
Staff and
management are working for two masters.
Market
research function needs strengthening.
Advantages
Facilitates
formation of a sustainable strategy.
Market
research strengthened in IW Council, by linking to Economic Development.
Economic
developments for Tourism identified through closer working.
Staff and
management of IW Tourism have clearer aims as a result of integrated
longer-term strategy and planning.
Disadvantages
There
would a need to restructure the top of IW Council management to create an extra
strategic director.
The loss
of crucial involvement, support and synergy with the local tourism industry –
weakened staff morale.
Marketing team partnership with tourism industry weakened by more inclusive IW Council structure.
3. IW Tourism becomes an arms
length Trust or Private Company
In this
model it is envisaged that the client function would remain within IW Council
dealing with strategic planning, market information, and review, whilst the new
IW Tourism body would have the operation and marketing responsibility.
Advantages
Finance
arrangements will be given longer-term stability, and the new body will be in
control of its finances.
Facilitates
formation of a sustainable strategy.
Staff and
management of IW Tourism have clearer aims as a result of longer-term strategy
and planning.
Market
research strengthened in IW Council, by linking to Economic Development.
Economic
developments for Tourism identified through closer working.
Marketing
team remains small and effective; IW Tourism remains a known entity.
Partnership strengthened with
local tourism industry, as aims would be clearer.
There is a possibility of
lower costs, due to partial rates exemption, if the new body is a non-profit
making organisation.
Disadvantages
Overall tourism responsibility split between IW Council and IW Tourism. However, this is overcome by overall director responsibility within IW Council, arising from the organisational change within IW Council to accommodate client responsibility.
7.
Implementation of the “Favoured Option”
A new Head of Tourism should be
appointed to carry out the implementation of the favoured option.
An outline plan of implementation
should then be agreed, showing tasks, responsibilities, time scales and
reviewing arrangements.
If Option
3 is chosen then the following need to be addressed: -
The implementation plan tasks
should become integrated within the IWC business planning process and budget
arrangements. It should be reviewed at
regular intervals and progress monitored with achievements measured against
objectives. Best Value recommendations
involving future development should be held in abeyance pending any new
structure being formed.
The Best
Value Review and its Appendices.
Contact point: John Vosper 823536
|
|
ALAN
KAYE Head of
Paid Service |