PAPER B
DISCUSSION DOCUMENT
SUSTAINABLE TOURISM
DEVELOPMENT PLAN
FOR THE ISLE OF WIGHT
Contents
1.
Pre-amble
2.
Key
Issues for a sustainable tourism development plan
3.
Key
issues and immediate priorities for
tourism on the Isle of Wight
4.
Next
steps in the creation of a sustainable
tourism development plan
Rita Williams
Updated 31.07.03
Appendices (Not Attached)
I Key
facts of the Isle of Wight from Island Futures
II Island
Futures - Aspirations and Key Actions
III 1973
and 1994 tourism strategies - comments
IV 2003
Tourism Baseline Audit - summary findings
V 2002/2003
IWT complaints report
VI 2001/2002
visitor number and expenditure
VII “Quality Service, Quality Product” - an
approach to skills and workforce development for the Tourism, Hospitality and
leisure industries in Hampshire and the Isle of Wight - Wessex Partnerships,
October 2002
VIII List
of tourism research available and current activities
IX List
of relevant documents and plans
X List of contacts, agencies,
organisations, and Council departments involved in tourism
XI Requirements for a sustainable tourism
development plan
XII IWT Service measures
PRE-AMBLE
As part of my remit at Isle of Wight Tourism, my role in
respect of the Tourism Development Plan is to contribute to its creation,
review and delivery, initially focussing on key issues and research that has
already been undertaken in order to set
out a detailed brief/terms of reference for this plan. I have undertaken an
initial review of previous strategies and
plans, Island Futures, etc.,
consulted with representatives of TSE who have previously been involved
in strategy work on the island, as well as a number of representatives of the
tourism industry and the council. This paper is intended to start off the
process of developing the TDP.
The Isle of Wight is characterised by its natural
environment (much of it is designated AONB), heritage coast, parks, coastline,
rights of way, biodiversity, conservation areas and large amount of listed
buildings. Agriculture and horticulture take up 80% of the land area. There is a good quality of life and the
island enjoys good security. However, 25% of the population are in receipt of
means tested benefit, 25% are of retirement age and over and wages are 23%
below the national average. There are very few large firms on the island and 5
of the 14 employing over 200 people are in the public sector. Tourism and
retail accounts for over 30% of employment, public administration for nearly
30%, manufacturing between 17 and 24% (depending on statistics used), finance
and business 8% and agriculture 3%.
The island is therefore predominantly service
orientated and its reliance on tourism for employment is considerable. Improved
turnover and performance of the tourism industry is considered vital to the
island economy. Adding value to the tourism services and facilities offered to
visitors is key to the quality destination offer to visitors and encouraging
higher spend on the island. An improvement profitability, in the quality of
jobs and prospects offered by the industry to islanders is considered a crucial
measure of success of any development plan.
Island Futures has set out its tourism aspirations
and key actions and many of these focus on adding value to island assets and
facilities. These include:
-
upgrading and
regenerating the main tourist areas
-
ensuring a range of
better quality tourist accommodation
-
the Isle of Wight
becoming recognised as a world class destination
-
encouraging the use of
local produce in the tourist industry
-
becoming an all-year
destination
-
improving beaches and
esplanades
Key actions are set out as follows:
-
Creating a tourism
development plan - this process is starting now
-
Establishing five blue
flag beaches - 4 beaches have achieved this status
-
Ensuring year-round
opening of attractions and leisure facilities
-
Developing plans for
the key gateway and resort towns by branding and identifying these towns and
realising commercial opportunities
KEY
ISSUES FOR A SUCCESSFUL SUSTAINABLE TOURISM DEVELOPMENT PLAN
Based on initial research and consultations, I have set out
below some of the key issues that need to be addressed prior to and during the process of creating a
sustainable tourism development plan for the Isle of Wight. These have also
been highlighted by the District Audit, various reports and the failure of
previous tourism strategies to deliver many of their specified objectives.
The Isle of Wight has long recognised that it needs to
become more pro-active in developing tourism
and a number of plans and strategies have been formulated at different
times over the last three decades. However, none have been comprehensively
followed through and adopted by all those involved in tourism. As long ago as
1973, it was recognised that the tourism industry was becoming much more
competitive and that the Isle of Wight would have to compete harder for
visitors. However, much of the
“product” on the Isle of Wight has changed little since the 1970s. For certain
aspects of tourism e.g. environment, natural features etc. this is
advantageous, in many others e.g. visitor facilities, infrastructure,
accommodation, some attractions, it is not.
The last strategy (1994)
had no central structure or mechanism to deliver objectives. I have been
advised that LSC/IWP and other agencies demonstrated little interest. I have
been advised that product development was either ignored or happened
incidentally. Training and customer care has not happened to any great extent.
There is now a design brief for Sandown
Bay but this has taken a very long time to produce. Very little major public or
private reinvestment has occurred. Research has not been used effectively for
marketing and investment. The available
support of STB has not been greatly utilised. The Image campaign initiated by
this strategy is considered by some not
to have been maintained or developed, and marketing is considered to now focus
mostly on advertising.
It is likely that many of the tourism
objectives and actions required that a tourism development plan will highlight
from earlier strategies. However, for this plan to succeed, there will need to
be a robust mechanism in place to ensure delivery. Potential funding partners for major regeneration projects, e.g.
SEEDA, want to know that the island is taking tourism development seriously. A
long term sustainable tourism development plan for the next 10-15 years and the
capability to drive it through will be required to help demonstrate this.
The crucial question is how to
ensure the ongoing “commitment” of those involved in tourism to resourcing and
following through a new tourism development plan throughout the period it is
intended to cover. A mechanism is
required to successfully deliver the plan.
The existing private and public
sector structures, organisations and agencies including IWT are not set up to
deliver at present, although the new sub-regional arrangements are intended to
assist this process. The importance of
tourism and the necessity for a delivery mechanism needs to be accepted by all.
We need to work out what to put in place -
means/structures/processes/targets/monitoring - to ensure a successful
plan.
Corporate (Council)
leadership,
The plan needs to fit in
with/influence (or be at the heart of) other Council strategies and plans (as
set out in Island Futures) and general island development. For many, tourism
cannot be developed without reference to island development and vice versa and
therefore the island requires a development plan with tourism at the heart of
it rather than a separate tourism plan. The UDP states that a key objective is
developing the Council’s enabling and co-ordinating role. Tourism policies of
the UDP seek, amongst other things, to promote tourism as a growth industry and
to protect tourism assets. Both of these issues require definition - how much
and what sort of growth - and - recognition that the whole of the Isle of Wight
comprises its tourism asset - islanders, the natural environment and the built
environment. The Council is the appropriate body to set parameters on growth
and environmental considerations, and therefore, the plan needs high status
within the Council even though tourism is not a statutory obligation.
The plan needs to be set out in a
joint document (between industry and Council) with agreement and commitment by
all involved.
The
new Tourism South East (TSE) is effectively the tourism agent for SEEDA and the
Isle of Wight plan needs to be aligned to the regional strategy, especially in
setting priorities and resource allocation.
These roles need to be clarified
and agreed upon to ensure complete understanding over who is responsible for
the various components of tourism development.
Council - maintaining and
improving those visitor facilities and infrastructure under Council control
(beaches, parks, gardens, council-operated attractions, events, public
conveniences, street cleaning, street furniture, environment, roads, parking,
signage, rights of way, etc.), Island development, planning, environment,
regeneration, economic development/inward investment, education, resource
allocation, leadership.
Industry -
transport, product provision (leisure, food, beverage, accommodation, retail),
improvement, investment (and associated risk-taking) training, quality, value
for money, customer care/welcome, individual/group marketing, local purchasing,
advisory.
IWT - importance of tourism,
profile with islanders and the Council, research, leading on/facilitating
tourism/product development, facilitation of training for tourism businesses,
grading scheme, business support, marketing and positioning the island (with
inward investment agency), specific target marketing based on research (DMS),
supporting regeneration of specific areas, TICs, visitor information and
complaints, working in partnership with and for the industry.
Current mission - “promoting and
developing the Isle of Wight as a quality tourist destination”. (In reality IWT
does not focus on “developing” the Isle of Wight but is acutely aware of the
support needed by the industry on quality, training and investment decisions).
Tourism South East/SEEDA - The newly created Tourism
South East is the regional tourism agent for SEEDA and will take on an
important role in strategic development/regeneration, research and training for
the whole of the region. As a sub-region, the Isle of Wight will benefit from a
range of services, strategic research and advice, access to funding, etc. The
new structures for working with TSE are currently being put in place.
Current
mission - “creating a world class destination”
Understanding
and acceptance of the importance of tourism
by the public and the Council
The issue
that islanders do not recognise the importance of tourism to the economy has
been quoted by many reports and individuals and is seen as a barrier to the
ongoing development of tourism. However, Island Futures, based on wide
consultation, sets out tourism aspirations and islanders’ suggestions for
tourism development. This seems to indicate that this issue does not apply to
all islanders and that we need to be clear as to why this is and/or is still a
problem. ITIA have recently commissioned a report on the benefits of tourism to
the island which will be used in conjunction with a PR campaign on the island.
It has also been suggested to use "Wight Insight” to inform residents on
the importance of tourism.
Council recognition of the importance of tourism for
the economy and the provision of quality infrastructure
Again, this issue has been quoted by a number of
reports and individuals and is also seen as a barrier to the development of
tourism. Specifically, many of the services the council already resources
and/or operates has implications for tourism but this fact is considered by many
not to be recognised by individual council departments, all of whom work within
limited resources. The maintenance and upgrading of, for example, brown signs,
public conveniences appears to be constrained by limited budgets and a low
priority for tourism within these budgets.
Taking the development plan process forward
The suggested way of taking this
process forward and resolving the issues outlined above is to establish a steering group, as
follows:
Chair Portfolio holder/Leader of
the Council
SEEDA
representative
Tourism
Southeast (TSE) representative
Private
sector attractions
Hotels
Self catering
Holiday camps
Transport
Training
Council Planning
Economic
Development/regeneration
Environment/AONB
Highways
Tourism
Leisure
Organisational
Development
Beaches, Parks and
Gardens
Property Services
Local
Community
Education
KEY ISSUES AND IMMEDIATE PRIORITIES FOR TOURISM
Initial consultation with representatives of the
industry and an initial review of visitor research, previous tourism strategies
and the Tourism Baseline audit highlight a number of key issues which require
immediate attention. A number of these have been highlighted by previous
strategies, specifically quality, training, investment, and off-season growth.
The Tourism Baseline audit confirms that the tourist
industry is made up of a large number of small firms and micro-businesses, that
employment for approximately one third of employees is seasonal and that
minimal investment is taking place. 20% of accommodation is ungraded and in
general the self catering standards are higher than serviced accommodation. The
Bay area provides 73% of all hotel bedspaces and average gradings here are
lower than for the rest of the island. The area employs nearly 30% of all
staff.
Visitor research indicates that the growth in visitor
numbers since 1994 has been relatively low - 2.5m visitors in 2001/2002 against
2.3m in 1994 (although visitor numbers have peaked at 2.7m in between times).
Of the2.3m visitors, day visitors total 1.173m, overnight visitors 1.379m.
Total spend for 2001/2002 was £314m, estimated average £31 per day visitor,
£200/£230 per overnight visitor. Assuming this spend includes transport costs,
average spend is low.
Of total day trips, 430,000 represent leisure day
trips, the remainder representing business and VFR. Of total staying trips,
842,000 represent holiday trips, the remainder representing VFR, business etc.
The island attracts a good percentage of repeat visitors (variously quoted
between 25% and 75%) and, although a
static market, a considerable amount of coach visitors. Overseas visitor numbers are small, less
than 1%, although spend is considerably higher. The number of new, independent
visitors to the island is estimated to be circa 2-300,000 ( but we need more
research to clarify these figures).
There are variations in occupancy rates for types of
establishment and size of establishment but in general these follow the pattern
of the lowest rates in the Winter, increasing through Spring to a peak in
Summer and falling off during the Autumn. In 2001/2002 room occupancy for
hotels, etc. ranged from a low of 21% in January to a high of 86% in August.
For self catering, the winter low was
10% and the summer peak was 96%.
Chalets and static sites occupancy ranged from 8% to 97%.
The Tourism Baseline audit and quantitative visitor
research confirms that the priorities of quality, training, investment and off
season growth still have to be successfully addressed.
Sandown Bay Regeneration
This is a priority for Island
Futures, SEEDA and TSE. The Tourism Baseline audit confirms that the Bay area
contains 45% of all bedspaces (21,818) and 73% of all hotel bedspaces
(14,157), 31% of food and drink outlets
and 21% of attractions and leisure. The area employs 30% (5,400) of all staff (18,000) in the peak season and 27% (3,172)
of all staff (12,000) in the quietest season. Average star ratings are lower
than the island average and 17% of establishments have no grading. It is likely
that 40+ per cent of overnight visitors will be staying in this area. However,
we believe the area is underperforming
in terms of visitor spend, investment
and training due to market mix and quality of facilities. A recent visitor survey concluded that
overall satisfaction was reasonable although entertainment and shopping were
below average. The survey is based on existing markets rather than new markets
the island is intent on targeting e.g. for shortbreaks. Isle of Wight Tourism receives
the majority of complaints from this area and, in addition, the majority of
burglary and theft crime occurs in this area. The area requires a comprehensive
approach to secure further investment in the physical environment and
infrastructure, improvements in the quality of accommodation stock as well as
identifying and developing new markets. Substantial pump priming grant funding
would be available from SEEDA. The brief has now been finalised and a budget of
£50,000 is available from IWC/TSE and Sandown/Shanklin. NB Since starting this
paper, consultants have been appointed and will report in September.
Immediate action required: Long
term resource to lead, manage and drive forward the Sandown Bay Regeneration
programme.
Training/Skills Development/Welcome Host
The Tourism Baseline audit indicates that
accommodation providers are not investing in training, and less than 3% of food and drink and attraction businesses
invested in training in the previous year, although there may be some
qualification required here - some businesses are employing trainees, which may
not be included under “training”. IWT
are aware of, through their day to day contact with new entrants to the
industry, potential and existing IWT/ITIA members, the urgent need for assisting
businesses in new skills development,
addressing skills deficiencies (communications, job specific skills, management
skills) and facilitating a wide-spread take up of training programmes.
Complaints received by IWT also highlight the need for training at all
levels and other agencies have confirmed that, although courses and funding are
available, the take-up is low. For the Isle of Wight to promote itself as a
quality destination and for visitors to receive an excellent experience, the
quality of service needs raising across the industry.
HTP have now been given the go-ahead to develop a
centre of Vocational Excellence for hospitality by the government and this will provide the island’s own
centre/hotel/restaurant for training people in the industry. Wessex
Partnerships Ltd. have set out a skills development framework, based on
comprehensive research of the problems in consultation with the industry, to
address key priorities of staff recruitment and retention, raising skill
levels, improving professionalism and building and maintaining partnerships.
There are already a number of agencies involved in the provision of training,
funding and courses available. The industry is dominated by a large number of
small employers who may require assistance, advice and encouragement to engage
and invest in training.
Immediate action required: Identify long term
resource to facilitate the take-up of business and skills development
programmes.
Quality
The Tourism Baseline audit has set out information on
the size and nature of the tourism industry covering accommodation,
attractions, leisure outlets and food and drink outlets. The only information on quality is in
respect to the grading of accommodation. Just over 20% of total accommodation
is ungraded. Within this figure 40% of guest houses, B&B etc are ungraded.
The majority of hotels fall within 2 and 3 star and 3 and 4 diamond grading ,
whilst over 60% of self catering falls within the 3 and 4 star categories with
a small amount of 5 star. Camping sites and holiday camps also fall mainly
within 3 and 4 star with 10% of holiday camps achieving 5 star.
The Isle of Wight still has a considerable amount of
accommodation at the low end of the market and within official gradings, there
are problems with quality and consistency. This is highlighted by the
complaints received by and dealt with by Isle of Wight Tourism; the majority of
complaints are in respect of graded establishments.
The Tourism Baseline audit does not cover quality
assessment of attractions, leisure, food and drink outlets and again, we know
from complaints and visitor research, there are issues of quality to be
addressed.
As a quality destination, the Isle of Wight needs to
be able to offer “quality” across the spectrum of facilities and gradings. In
addition, to attract new visitors in the off-season (who will likely have
higher expectations), the issue of quality is critical.
The issue of quality also applies to many other
facilities making up the visitor experience including transport to the island,
taxi services, island infrastructure and environment etc.
Immediate action required: Piloting/Progression of
quality assurance packages that are available - these include a food assessment
package and a quality assurance scheme for attractions. Comprehensive
qualitative assessment of all of the facilities and services that make up the
visitor experience.
Developing and exploiting the VISIT Destination
Management System
The VISIT DMS system (Integrated online tourism
marketing and management service) is expected to go-live September/October
2003. There is a complex installation/implementation plan, which requires the
engagement of the industry and IWT over the next 4/5 months, and thereafter to
ensure development and exploitation of the system. VISIT will provide
comprehensive support throughout implementation as well as ongoing support to
exploit the system. The system is continually being developed by VISIT and new applications will be available as they
emerge from this development process. There will be a contractual relationship
(provided for in an agreement) between Isle of Wight Council and VISIT Service
Unit. This agreement is in respect of £240,000 VISIT software, service and
support costs. Total project costs over
five years are estimated at £750,000.
This powerful system can transform and strengthen
marketing, management and sales, improving operational efficiency, customer
services, research, target marketing as well as generating revenue.
Implementation of this system will effect change throughout Isle of Wight
Tourism leading to enhanced tourism services offered to both visitors and the
industry as well as comprehensive visitor research information which can be
used to inform the tourism development plan.
The system will provide information to providers on what visitors are
looking for and encourage providers to improve/adapt their product accordingly.
The VISIT programme will upgrade staff skills in e:commerce and e:tourism and
provide opportunities for development at all levels. However, there is a
recognised risk that the project, which crosses research, marketing, sales,
membership etc. in a non-hierarchical way and demands a fast-track
non-hierarchical approach to its implementation and development, may be
difficult to progress in the current (and long standing) hierarchical
structure. This risk was recognised in the business case.
Immediate action required: High level support and
backing for the project team to ensure exploitation of the system in view of
the substantial investment by the Council and the potential of the system to
transform and improve tourism services for the benefit of the island.
Isle of Wight Tourism
IWT is currently faced with a number of issues and
expected changes including externalisation, its relationship with the industry
generally, its relationship with ITIA, TSE and partnerships e.g. IWEP, the sub
regional status, and the introduction of the DMS. Additionally, the potential impact of the introduction of GAGS on call centre
services is recognised. Unfortunately,
some of these issues have been in discussion for a very long time and still not
resolved, although others are making progress. However, a considerable amount
of evaluation is taking place within IWT, and for some staff, it is a real opportunity
to use their talents and skills to help develop the organisation for the
benefit of tourism and to be able to support the industry. Development, which
was originally included in IWT’s mandate, is considered as important as the
promotional role. For IWT to move forward (and the introduction of the DMS will
help encourage this process), a number of decisions need to be taken.
1.
Establishment of a
quality development role for IWT extending to the whole of the industry
2.
Availability of
services to everyone who fulfils the relevant quality standards
3.
Where appropriate, some
marketing to be undertaken in co-operation with other relevant
partnerships/partners.
These decisions will enable IWT to:
1.
Focus on the
requirements of the whole of the industry
2.
Encourage more people
to take advantage of tourism services
3.
Participate in a more
strategic approach to marketing and
pooling of resources.
Since writing this paper, the ombudsman’s decision
means that IWT are obliged to review the availability of services and criteria
for access to them.
People’s perceptions of the Isle of Wight (that it is
further away than it really is) and their perceptions of what it offers
This problematic perception of crossing the Solent by
both islanders and potential visitors is shown by a number of surveys and some
qualitative visitor research. The Tourism Baseline audit indicates that over
30% of industry want better or cheaper ferries. The visitor survey indicated
that over 30% regarded transport to the island as an obstacle. These
perceptions have been known about for a very long time and still need to be
addressed using the facts of getting to the island and the positive aspects of
any crossing (e.g. maximum 1 hour crossing in time, light years from mainland
stress levels).
Some operators consider that peoples’ perceptions of
what the island offers still concentrate on it being for older people, school
parties, yachties and increasingly extreme sports. However, the island is
attracting middle class, middle aged and younger visitors, many of whom wish to
go walking and cycling etc. and the walking festival is regarded by some in the
tourism industry as an example of exactly what is required to help stimulate
demand.
However, both issues point to the need for a
marketing campaign that is united and focussed on addressing the perceptions of
potential visitors. Although current marketing activity attempts to address
these perceptions, it is seen by some in the industry as not particularly
successful. Additionally, a considerable amount of activity by IWT and other
organisations and a substantial advertising spend by industry is focussed on
producing a variety of brochures. Other
agencies are also involved in marketing the Isle of Wight separately. There is
therefore an argument for evaluating this area of activity and establishing the
most effective use of these resources. Additionally, the issue of event
organisation and marketing is causing confusion amongst operators. For some
operators, events form a very important part of theirs and the island’s
strategy for attracting new visitors in the off season and in their opinion,
this issue needs urgent attention.
Immediate action required: Evaluation of marketing by
IWT, Wight Leisure and other agencies and formulation of a marketing strategy
for off-island marketing to address the above perceptions and issues and for
more efficient on-island marketing.
NEXT STEPS IN THE CREATION OF A SUSTAINABLE TOURISM
DEVELOPMENT STRATEGY
1. Establishment of a steering
group
2. Resolution of key issues and
clarification of roles
3. Detailed review and analysis of
available research
4. Detailed review and analysis of
the Tourism Baseline audit
5. Detailed brief/terms of
reference for the tourism development plan
6. Identification of resource to
undertake comprehensive research study, develop, manage and monitor the
plan over the 10-15 year period