PAPER D
Purpose : For Decision Committee : TOURISM PARTNERSHIP
Date : 18 SEPTEMBER 2002
Title : ISLE OF WIGHT – A FUTURE IN TOURISM
REPORT OF THE HEAD OF COMMUNITY DEVELOPMENT AND TOURISM
SUMMARY/PURPOSE
The Members of the partnership are invited to debate the findings of the visionary/advocacy project for Isle of Wight Tourism, as produced by Brightaspect Ltd and to consider its role in informing the Production of a Tourism Development Plan for the Isle of Wight.
BACKGROUND
Earlier this year the Tourism Partnership (the Partnership) commissioned the production of a report to identify the potential for tourism on the Island and also to be an advocacy document for it. In the modern jargon this “blue skies” report was produced by Brightaspect Ltd, the lead consultant being Peter Moore OBE.
A full copy of the report has previously been circulated to all members of the Partnership, the Executive Summary is attached herewith for ease of reference. The headline findings of the report are set out in Annex 1.
The report is part of a basket of information currently being generated to inform the production of a Tourism Development Plan (TDP) for the Island. Also in production is an analysis of the profiles of existing visitors to the Island and also a baseline audit of the specific tourism related businesses on the Island. This work is being co-ordinated by a local group of representatives from the public and private sectors.
The TDP will be an essential delivery mechanism for the Community Plan and should also inform the corporate planning process of the Council and the business planning of the private sector suppliers of tourism (and related) products islandwide.
KEY ISSUES
The most important issues for the Partnership to debate would seem to be whether it recognises the description of the Island’s approach to tourism and if it can accept the opportunities for change/development, as set out in the report.
The Partnership may, having reached a consensus on these matters, wish to give further direction to those it has charged with producing the Tourism Development Plan.
BACKGROUND PAPERS
“Isle of Wight, A Future in Tourism”, Brightaspect Ltd., July 2002.
Contact Point : John Metcalfe, Head of Community Development and Tourism ( 823825
JOHN METCALFE,
Head of Community Development and Tourism
Annex 1
The Isle of Wight – A Future in Tourism
1. Tourism is the world’s fastest growing industry and for those destinations able to meet the needs of the modern leisure consumer, it can be a major source of economic activity and prosperity.
2. The tourism consumer has become more discerning, demanding and more individual in their choices. This has led to an increase in market segmentation which destinations must be able to respond to when defining their product(s).
3. The historic natural strengths of the Island’s product(s) can give it a competitive edge if it seeks to ensure quality in every aspect of a visitor’s experience.
4. The Island must match the appeal of its natural assets to high value and growth market segments:-
- activity holidays
- relaxation and well being
- traditional quality resort holidays
5. The importance of Tourism as a key economic driver on and as a contributor to, the quality of life of the Island is not understood or accepted by all and consequently the potential to drive change and improvement is not being fully exploited.
6. The Island needs a clear vision of the tourism personality it wants and this needs to differentiate it sufficiently from competitor destinations to attract target audiences.
7. The vision must be shared by sufficient public and private sector players to gain islandwide acceptance and ensure that, through effective partnerships, it can become a reality.
8. The role of the Isle of Wight Council, as the “controller” of the Island’s infrastructure (built environment, landscaping, streetscapes, car parks, toilets and signage) is fundamental to the quality of the tourism experience. The Council’s planning philosophy is especially crucial in determining the overall theme of the tourism experience.
9. The private sector, which provides most of the specific tourism offers; leisure, food and beverages; retail; and accommodation, needs to embrace issues of quality in its product offer and make sufficient investment to meet the needs of target markets and support the development of new markets.
10.A masterplan needs to be developed to turn the vision into reality. It should focus on the issues of: product enhancement, product innovation, removal of product weakness and infrastructure.
11.The Island should market itself as a single entity comprised of a number of appealing compatible experiences – “a mosaic of offer which together forms a totality of tourism experience”.
12.A strong brand identity is needed to help target markets identify with the Island, “an Island Cloister”, offering a quality retreat away from the tensions of modern living”.
13.A tourism product of outstanding appeal delivering quality experiences to visitors and residents alike will bring major economic and social benefits to the Island and will significantly contribute to aspirations as set out in the Community Plan.