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Triennial Review of Visitbritain and Visitengland Triennial Review of VisitBritain and VisitEngland March 2015 2 Department for Culture, Media & Sport VisitBritain and VisitEngland Triennial Review Department for Culture, Media & Sport 3 VisitBritain and VisitEngland Triennial Review Contents Executive Summary ....................................................................................................... 5 Full list of recommendations .......................................................................................... 7 Chapter 1: Introduction, Background and Context ....................................................... 11 Chapter 2: Findings on the Functions and Form of VB and VE .................................... 29 Chapter 3: Improving the effectiveness of VB and VE for the future ............................ 45 Chapter 4: Efficiency .................................................................................................... 59 Chapter 5: Corporate Governance ............................................................................... 69 Annex A: Written Ministerial Statement ........................................................................ 77 Annex B: Challenge Group and Review Team ............................................................. 79 Annex C: Terms of Reference ...................................................................................... 81 Annex D: The Development of Tourism Act 1969 (Extracts) ........................................ 83 Annex E: VB and VE Organisation ............................................................................... 87 Annex F: VB and VE core functions ............................................................................. 89 Annex G: Summary of stakeholder views .................................................................... 93 Annex H: VB and VE self-assessment of their compliance with the principles of good governance ............................................................................................... 101 Annex I: International comparators ............................................................................ 131 Annex J: Key documents ........................................................................................... 135 4 Department for Culture, Media & Sport VisitBritain and VisitEngland Triennial Review Department for Culture, Media & Sport 5 VisitBritain and VisitEngland Triennial Review Executive Summary 1. The Triennial Review of VisitBritain (VB) and VisitEngland (VE) was launched on 22 July 2014 by the laying of a Written Ministerial Statement in Parliament by the Minister for Sport and Tourism, Helen Grant MP. Triennial Reviews are part of the Government’s Public Bodies reform programme providing a robust challenge to the continuing need for non-departmental public bodies (NDPBs) and reviewing their functions, performance, control and governance arrangements. This is the first Triennial Review of VB and VE. 2. VB and VE were established as the British Tourist Authority (BTA) and the English Tourist Board (ETB) by the Development of Tourism Act 1969. Since 2003, the BTA has been classified as an executive NDPB and the ETB has been classified as an advisory NDPB. VB and VE are trading names of the BTA. Since 2009, VE has had its own Chief Executive and staff, and reports directly to the Chairman of the ETB, although it remains legally accountable to the BTA. 3. The Review team received a clear and consistent message from stakeholders that a British Tourist Authority and English Tourist Board were still required. However, many stakeholders also considered that there was a need – and an opportunity – to clarify the roles and responsibilities of VB and VE and their relationships with each other and with partners and stakeholders. 4. The Review team concluded that the core functions of a British Tourist Authority and an English Tourist Board were still required, i.e. to promote Britain and England as tourist destinations in overseas and domestic markets and to promote the development of experiences and products to attract tourists. 5. The Review team considered that these functions passed the three tests for being carried out by an NDPB, as they require technical expertise and in-depth knowledge and understanding of the tourism sector and markets, impartial decision-making based on the best available evidence, and collection and analysis of relevant data to inform delivery of the functions. Other delivery models were considered, but the Review team concluded that they were either inappropriate or would not deliver greater benefits than the current NDPB model, provided that the roles and responsibilities were clarified within that model and focussed on those areas where each NDPB was uniquely well- placed to deliver. 6. The Review team considered that the Department for Culture Media and Sport should agree clear objectives for each organisation, in line with their respective functions. In 6 Department for Culture, Media & Sport VisitBritain and VisitEngland Triennial Review order to strengthen accountability to Parliament and the public for each organisation’s performance, these objectives should be published at the start of each financial year. 7. The Review team also concluded that VE should be fully separated from VB and re- established as an executive NDPB in its own right. Greater transparency and accountability should drive improvements in the efficiency and effectiveness of both organisations. 8. The key recommendations made in this Review relate to the functions of VB and VE. The Review team concluded that VB should focus mainly on international marketing, while VE should focus mainly on supporting the development of high quality tourism products in England. To do this, VE should manage a challenge fund, supporting partnership working across destination organisations and industry partners in order to promote the development of a range of world-class English tourism experiences that sit alongside and complement the London, Scottish and Welsh offers. These experiences would be marketed domestically by VE and internationally by VB, in accordance with budgets and key performance indicators (KPIs) set as part of the challenge fund process. VB should continue to lead a range of other marketing campaigns and programmes, including the branding and international tourism marketing strands of the GREAT campaign, but the budgets, programmes and KPIs should be drawn up in consultation with the national tourist boards and reflected in the objectives agreed between VB and DCMS. These objectives should include promoting tourism by overseas visitors in the nations and regions outside London. 9. The Review team concluded that there was scope to deliver immediate efficiencies in the shared back-office functions of VB and VE and that this should be a priority. However, it was also recognised that the separation of VB and VE into two separate NDPBs and the clear distinction of their functions provided an opportunity to explore new models that would better support delivery at lower cost. In the light of the Review’s findings, VB and VE should carry out a comprehensive review of their shared services, considering alternative models and options for future delivery, with a view to generating further efficiency savings in the medium and longer term. This applies also to the property portfolio, where there would be scope from autumn 2017 to reduce the size and cost of the Head Office estate, as well as some early opportunities to reconsider the numbers and locations of some overseas staff and a need to consider locations and costs for most overseas staff from 2016 onwards when the current arrangements with FCO end. 10. The Review team concluded that the greater transparency and accountability introduced by the separation of VB and VE would strengthen the corporate governance arrangements. The Review team also considered that a DCMS official should be able to attend VB and VE board meetings as an ex-officio observer and that the DCMS policy team should continue to receive copies of board papers in advance of board meetings. Department for Culture, Media & Sport 7 VisitBritain and VisitEngland Triennial Review Full list of recommendations Chapter 2: Findings on the functions and form of VB and VE 1. The functions of the British Tourist Authority and English Tourist Board, as set out in the Development of Tourism Act 1969, should be retained. 2. VisitBritain and VisitEngland strongly pass the technical function test and, to a lesser degree, the political impartiality and establish facts and figures tests and should therefore remain as NDPBs. Chapter 3: Improving the effectiveness of VisitBritain and VisitEngland for the future. 3. VisitBritain and VisitEngland should be formally separated into two executive NDPBs, focussed on those areas where they are uniquely well placed to deliver. VisitEngland 4. VisitEngland should become an independent executive NDPB in its own right, responsible for the delivery of a range of stand-out English tourism products1, for both business and leisure, through the management of an English tourism challenge fund2. 5. VisitEngland should retain its functions to provide insights, analysis, expertise and links into industry and the wider tourism sector and to develop commercial partnerships3 to deliver the challenge fund and provide advice to government on English tourism. 6. VisitEngland should be accountable for the overall stewardship of the challenge fund, and the CEO, as Accounting Officer, accountable for all funds associated
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