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Tourism - Welcome to Bournemouth Borough Council Online.xls

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					                                    Tourism
                            Service Plan 2008/09
                           The role of the Business Unit




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    Outlook for the service over the next 5 years (to include impact an




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                                                Important links with our Service Plan

Underlying the Service Plan, are a number of more detailed plans and strategies. These include




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               How did we involve our stakeholders in preparing this p




                                 Customer Satisfaction




     Where we need to improve most / What challenges do we need to




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    Our key priorities in 2008/09 and beyond

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    How we will make the service plan work?




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    How our service is organised
                                                           Tourism
                                                   Service Plan 2008/09
                                                    The role of the Business Unit
Tourism is Bournemouth’s most important industry as a result of its major contribution to
the economic and social life of the town. Tourism is a key component in the drive to secure
a high quality of life for those who live and work in the resort and for our visitors.




1. Outlook for the service over the next 5 years (to include impact and implications)
2. Important links with our service plan
3. Key roles, responsibilities and accountabilities
4. How did we involve our stakeholders in preparing this plan
5. Customer satisfaction
6. Where we need to improve most
7. Our key priorities in 2008/09 and beyond
8. What challenges do we need to overcome?
9. How will we make the service plan work?
10. How our service is organised

                         Outlook for the service over the next 5 years (to include impact and implic
The national and international developments over the next 5 years most likely to require
major changes in the way that we deliver our services are:


VISITOR DEMAND - Customer expectations forecast to continue to rise. Looking for higher standards of
independent packaging. The 'experiential' offer will become more important.
TOURISM GROWTH - World tourism will grow in both volume and value, fuelled by the expansion of mar
the United Kingdom we should expect steady growth in business tourism and increased income from th
leisure tourism and educational tourism.
ELECTRONIC INFORMATION - Shift away from paper communication will continue as use of web for refe
becomes the norm across all age groups.
E-COMMERCE - The option to book all holiday components on-line will be a standard service expected o
SUSTAINABILITY - New tourism developments will need to demonstrate environmental and economic su
about environmental impact and carbon emissions.
REGIONALISATION - The direction of national tourism support through regional and sub-regional organis
the next five years.
EFFICIENCY - Successful tourism operations will operate with lower cost bases and finance will be limit
contribute to improved profitability. Similarly, restrictions on public sector finance will necessitate gre
same outputs with reduced resources.

INNOVATION - The tourism market will be dominated by organisations that have the
creativity and foresight to anticipate and satisfy customer needs through profitable
differentiation.


IMPACT ON BOURNEMOUTH TOURISM

These national developments will impact on the way services are delivered locally over the
next five years. In particular:


    The people we serve
o     Are likely to come from more diverse backgrounds, be more demanding and seek
better value for money
o     Will expect sound pay a management for that to ensure unique experience
      Will be prepared tovisitor premium pricepractices special and the marketing promise is
delivered
o     Will become less tolerant of sub-standard service
o     Are likely to have less deposable income

     The service itself
o      Must be flexible and responsive to national and international market changes
o       Must innovate and constantly question strategy and tactics to maintain market
leadership
o       Must differentiate Bournemouth from the competition
o      Must integrate with providers of complementary services to increase market impact
and gain from economies of scale
o      Must be supported by an adequately skilled work force - necessitating local training
initiatives
o       Must be iterative with adequate attention given to performance management,
feedback and subsequent service improvement

    Other Council services
o    Changes to the forward planning regime will influence future tourism development
    o    The working arrangements with the new organisational structure and new Executive
    Directors will need to become established

    o     Financial restrictions will inevitably limit the provision of certain public services
    valued by visitors e.g. cleansing, public conveniences, children’s entertainment and events
    o     The Bournemouth International Centre will play a key role in attracting business
    tourism to the resort, building a positive image and introducing future leisure visitors

        The use of corporate resources
    o     A greater proportion of funding will need to be externally generated to maintain or
    expand service provision
    o    Stronger links will be forged with corporate communications and community safety as
    these are areas of high involvement for tourism – influencing both the image of
    Bournemouth and the reality of the experience

        Our working with partners
    o     Implementing the regional agenda and embracing the wider vision of working closely
    with partners across the conurbation will generate economies, and allow the same
    resources to deliver more business
    o      Adopting the ‘VICE’ model for strategic tourism management will mean better
    integration of the needs of Visitors, the Industry, the Community and the Environment
    o     National tourism support organisations are likely to rationalise and clarify their roles.
    Important for Bournemouth to be working closely with these partners



                                                   Important links with our Service Plan

Underlying the Service Plan, are a number of more detailed plans and strategies. These include:



    Plan
    Regional Spatial Strategy - Regional Assembly.
    Regional Economic Strategy (R.E.S) - South West of England Regional Development Agency.
    Towards 2015 - South West Tourism Strategy.
    National Campaign Action Plan - Analysis of enquiry levels year on year. Cost per lead generated.
    Events Plan - Audience figures. Safety record. Customer profiling and satisfaction research.
    Conference delegate reservations programme - Proportion of confirmed conferences using service. Dele
    Tourism Supplementary Planning Guidance - Appeal cases coordinated. Proportion of appeals won by th
    Tourism Centre Management Strategy and Action Plan.
Night Time Economy Strategy and Action Plan.
Poole and Bournemouth Strategic Framework
Bournemouth Tourism Strategy

                                     How did we involve our stakeholders in preparing this plan?

Regular dialogue with trade/council partners through Bournemouth Tourism Management Board (BTMB)
are Bournemouth Leisure and Attractions Group (BLAG), International Education Forum (IEF, joint with
Group, Bournemouth International Conference Bureau Board (BICB Board), Bournemouth Area Hospitali
Centre Management
Board (TCMB).
Working with Poole, South West Tourism and the Regional Development Agency on a conurbation-wide




                                                         Customer Satisfaction



Feedback from monthly/bi-monthly sector group meetings.
Primary research of customers to VIB.
Primary research of visitors through Bournemouth University Market Research Group.
Staff feedback on customer satisfaction.
Complaints monitoring.

                         Where we need to improve most / What challenges do we need to overcom


Bournemouth is generally accepted as being the market leading resort in the United Kingdom. Our web
are unsurpassed in this country and our hotel occupancy and tourism investment levels are very high. T
Bournemouth is expected to lead and cannot afford to become a follower without losing the initiative
business to our competitors. (managing more projects with a wider engagement across the Council wi

Our philosophy has to be, therefore, one of constant improvement through innovation and creativity. W
following priority areas:


Activity Booking Centre – Launched in 2006, this will be the information centre of the future. Immediat
types of activity to make the visit special. This will attract new business and increase customer loyalty
"More Bus" Bournemouth Air festival

Night Time Economy Manager – A joint funding bid to ensure controlled management of this vital aspec
residents and visitors.
External funding – Coordination of funding bids to maximise resources to develop the tourism offer. Th
the cost/benefits of a Business Improvement District in Bournemouth.

Baseline data - More robust information is needed to monitor the overall resort tourism performance.
comprehensive tourism Business Barometer to monitor economic activity.

Signage - The vehicular and pedestrian signposting in Bournemouth must be comprehensively reviewed
2008/09 financial year for the introduction of a new scheme involving electronic media.
Up-skilling the tourism workforce – New training initiatives to be advanced that will provide the right s
industry including the development of the Hotel Training School. Training funding likely to be available

English as a 2nd language for migrant workers


TC Master Vision

Integrating corporate PR inton Tourism Business Unit and ensuring it delivers high
expectations in regards to improving the reputation of the Council

Liveability Inspection


LDF and multi area agreement

Resource management – The most important asset is the staff and there is a need to train the new mem
Unit Team following the recent restructure.
PR activity - There will be a considerable boost to positive editorial coverage in 2008 to help stimulate
build trade and support existing businesses in the face of increased external competition and increased

                                              Our key priorities in 2008/09 and beyond



Maintaining high commercial confidence in Bournemouth’s future prospects for a healthy return on tou
inward investment and increased tourism employment.
Improving the management of the Night Time economy (including early evening activity). Actions comp
Manager.
The aim over the coming year is to consolidate Bournemouth’s position as the leading all-round UK res
management, effective marketing and sound product development.
We will work to forge stronger links across the conurbation to give sharper competitive edge and great
will be a new, joined-up, strategic and tactical plan for tourism across Bournemouth and Poole.
We will focus on improving the quality of life for residents and visitors. We will monitor this through Re
and our visitor satisfaction research.
We are committed to being at the cutting edge of electronic marketing initiatives to win maximum bus
be guaged through trade response on levels of business generated and a new Resort Business Baromete

The coordinating of additional events and activities to enhance the appeal of Bournemouth as a retail
centre stage with the introduction of the Bournemouth Air Festival in the summer. This will be an eve
Bournemouth attracting an audience of up to one million people. The new Surf Reef will also be a maj
This has already been the subject of extensive publicity and will boost the PR activity for the coming y

One of the major challenges for 08/09 will be the management of the Councils Corporate Image with th
PR function

                                                   How we will make the service plan work?
  The business planning process pays particular attention to the commercial inputs and outputs. While
targets, it is equally important to look at how the Tourism Team works together to achieve those aims.
                                   our culture – i.e. ‘the way we want to get things done around here’.



TEAMWORK
The added value from sharing expertise and experience is fully recognised. Inter-disciplinary
group work is encouraged throughout the Business Unit. This teamwork will be based on
honesty, trust and professionalism.

EXCELLENCE
We accept that everything can be improved. If Bournemouth is to retain its position as market
leader we must strive for excellence. Our working practices and systems will be regularly
reviewed and improved.

INITIATIVE
With constant and rapid change in the market place, new initiatives are essential to keep
Bournemouth ahead of the competition. Creativity will be celebrated.

OPEN COMMUNICATIONS
Regular dialogue is encouraged through formal and informal meetings. Active listening is
considered to be just as valuable as guiding and directing.
LOW COST BASE
Every activity within the Business Unit has an associated cost. We work to generate the
maximum benefit from every expense and minimise inefficiency and waste.

FLEXIBILITY
The nature of the work often involves short deadlines, high pressure, unsociable extended hours
and helping with priority jobs in other sections. This adaptability and commitment is recognised
through a flexible approach to lieu-time.

STAFF DEVELOPMENT
We respect the contribution of each player in the team. Everyone is encouraged and supported
to develop their full potential through training and coaching.

ENJOYMENT
It is important that we all gain as much enjoyment and satisfaction as possible from the time
spent in Tourism. We appreciate that good morale is vital for an effective team.

CUSTOMER SOVEREIGNTY

It may be cliché, but “the customer is king” is the over-riding principle for the operation of
the division. We regard regular customer feedback and market research as priority tasks.

EFFECTIVE DELEGATION
We have moved the authority to take decisions as close as possible to the point of service
delivery. This reduces the inefficiency which can result from minor problems being passed
unnecessarily to senior management, contributes to greater productivity.
                                                        How our service is organised

·   At 1 April 2008 there were 44.5 FTE (includes corporate PR of 8 FTE) establishment posts in the To
·   The organisation chart for Tourism is attached as an Appendix to this plan.
·   The main changes in the nature and shape of the service over the next five years are likely to resu
Bournemouth Tourism Management Board, the management of markets in the Borough and the closer w
Council.
s)




de impact and implications)




 higher standards of personal service. Move towards

the expansion of markets in China and India. Within
ased income from the resort's other key segments of

s use of web for reference and to inform choice


d service expected of leading destinations.
ntal and economic sustainability. Greater concern
 sub-regional organisations will be consolidated over

finance will be limited for activities not likely to
e will necessitate greater efficiencies to deliver the
an

hese include:




 Agency.


ead generated.
research.
es using service. Delegate bookings generated by volume
 of appeals won by the Council.
paring this plan?

gement Board (BTMB) and the six sector groups which
orum (IEF, joint with Poole Tourism), Transport
mouth Area Hospitality Association (BAHA) and Town



 a conurbation-wide tourism strategy.




up.




we need to overcome?


ed Kingdom. Our website and online booking facilities
evels are very high. This position means that
 losing the initiative and, more importantly, losing
across the Council with reduced resources)

tion and creativity. We are currently working on the



the future. Immediate access to availability of all
ase customer loyalty.
 nt of this vital aspect of resort life for both

 he tourism offer. This will include an evaluation of


 urism performance. New for 2007/08 will be the


 ehensively reviewed to inform a capital bid in
media.
 ll provide the right skills for the expanding tourist
 likely to be available in preparation for 2012.




 to train the new members of the Tourism Business


008 to help stimulate demand. This is required to
 etition and increased local supply.

 eyond



healthy return on tourism investment. High levels of

 tivity). Actions completed by Night Time Economy
ding all-round UK resort with efficient visitor

itive edge and greater economies of scale. There
th and Poole.
onitor this through Residents' Panel satisfaction levels


 to win maximum business. Success in this area will
rt Business Barometer will be introduced in 2008.

 nemouth as a retail and visitor destination will be
. This will be an event of national interest for
eef will also be a major atraction for Bournemouth.
vity for the coming years.

rporate Image with the responsibility for the Council



an work?
s and outputs. While focusing on justifiable business
o achieve those aims. The following points summarise
 done around here’.
ed

hment posts in the Tourism Business Unit.

ears are likely to result from the development of the
ough and the closer working with Poole Borough

				
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