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Icot 2012 presentation


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Presentation given by Dr Samantha Chaperon to the International Conference on Tourism 2012 in Archanes, Crete

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Icot 2012 presentation

  1. 1. Governance Structures for Tourism in Small Island EconomiesCase Study: Jersey, Channel Islands
  2. 2. Location ofJersey, ChannelIslands
  3. 3. Geography • Jersey is the largest of the Channel Islands at 118km sq. • 22km from NW coast of France and 137km from England • Population of 97,857 Politics • Jersey is a British Isle • It is a Crown Dependency and is NOT part of the UKLocation of • Autonomous government – ‘States ofJersey, Channel Jersey’Islands Economy • Financial services as the dominant industry, followed by tourism and agriculture (Source: States of Jersey Statistics Unit, 2011)
  4. 4. Traditional Seaside Resort St Brelade’s Bay
  5. 5. Beach experience St Ouen’s Bay
  6. 6. Rural experience
  7. 7. Urban Experience St Helier, Jersey
  8. 8. Heritage Sites Mont Orgueil Castle
  9. 9. Jersey’s Tourism in 2010• 689,700 visitors• £230 million on-island visitor spend• Hotels, Restaurants and Bars - 3.5% contribution to GVA(States of Jersey Statistical Unit, 2011)• Mature tourist destination, experiencing decline• Traditional seaside resort – ‘bucket and spade’• Needs radical change: • Attract a more ‘cosmopolitan’ audience • Best hope is in the short breaks market • Hotels that are attractions in their own right • Emphasise the quality of the food offer • Offer quality urban, countryside and beach experiences(Locum Consultancy, 2006)
  10. 10. Present Governance Structure forJersey Tourism• Jersey’s tourism marketing department is ‘Jersey Tourism’• States of Jersey ‘Economic Development Department’ remit• £5.923 million(37%) of the entireEDD net revenue expenditure budget is allocated to the tourism sector for 2012 (States of Jersey, 2011)
  11. 11. A Public-Private Partnership forJersey’s Tourism Marketing – The ProposalStructure:• The PPP would be a relationship between EDD and the industry• Mixed public-private sector ‘Tourism Board’, led by an independent Chairman appointed by EDDFunding:• Initial funding from EDD, with subsequent funding dependent on the PPPs ability to generate private funding• Funding from corporate contributions, direct income, joint marketing activities• The PPP would not benefit from centralised EDD support (HR, finance, IT)
  12. 12. A Public-Private Partnership forJersey’s Tourism Marketing – 6 key Objectives 1. To harness industry leading expertise 2. To work with EDD and other States departments to ensure government policy fully supports growth of the sector 3. To generate industry funding to add to Government investment 4. To operate more commercially 5. Generate a stronger sense of partnership 6. To operate with a private sector culture and deliver quicker and more effective decision making
  13. 13. ‘What is clear is that, whilst there are manydifferent organisational models from whichJersey could learn, our circumstances are uniqueand will require a specific Jersey solution’(EDD, 2009:8)
  14. 14. Methodology Pilot Study: Data collection phase 1The ‘Jersey case’:• Unusual political, economic & social characteristics• Applicability of findings to other similar SIEsData collection method:• Telephone interviews of between 30 and 60 minutes• Secondary data includes government documents, feasibility studies, consultancy reports, newspaper articles, blog posts etc.Sample:• 5 x key respondents – Jersey travel, accommodation and hospitality repsLimitations:• Timing of the data collection coincided with confidential talksConsiderations:• Anonymity of the respondents• ‘Insider’ status of the researcher
  15. 15. The Findings: ‘a marketing organisation does not sit well in a civilWhy a PPP for Jersey Tourism? service department. The two cultures are, to me, entirely different…’ ‘to create a more commercially focused organisation…’ ‘drive money to the sales end and away ‘Hiring and firing from the back would be that much office…’ easier…’ ‘I absolutely don’t think they’re ‘Use experienced and [Jersey Tourism] specialist professionals to are accountable execute the strategy as enough…’ opposed to generalists…’
  16. 16. The Findings:Obstacles to the PPP? ‘Obviously, there are significant additional costs…’ ‘there were clearly going to be some major problems devolving staff from a government run civil service department into a commercial organisation…’ ‘It’s quite difficult, firstly, to get the sector together, and then secondly it’s quite difficult to get them to agree on anything!’ ‘it has just simply not received the political ‘It has been more about drive to drive it to maintaining the status quo…’ completion…’
  17. 17. The Findings:Obstacles to the PPP – ‘islandness’? ‘There is no doubt that in a geographic area of 45sq. miles‘but there is a genuine concern that you’re obviously much morefinance is so important in terms of the aware of everything that’s goingeconomic activity in Jersey that it’s on that you might be if you werealways going to divert focus and in 450,000 sq. miles…’funds…’ ‘It’s a bit of an odd thing in Jersey that you write two letters to the Jersey ‘I suppose the closeness of Evening Post and then that changes individuals within government policy…’ government to the private sector is an issue, yes…’
  18. 18. ‘Islandness’ as an obstacle to PPP? CompetitionPersonalised with the Small island Collaboration politics finance mentality industry
  19. 19. Does this sound familiar… ? Small island comparative study… ? Any questions? Thank you! 