The Winning Years & Beyond

Transcription

1 VisiTscoTland corporate plan 2013/2016 visitscotland.com visitscotland.org The Winning Years & Beyond

2 CONTENTS PAGE CHAIRMAN S FOREWORD 3 CHIEF EXECUTIVE S OVERVIEW 4 VISITSCOTLAND S PURPOSE AND OBJECTIVES 5 SCOTLAND S VISITOR ECONOMY AND VISITSCOTLAND S CONTRIBUTION TO IT 6 OUR CONTRIBUTION TO THE NATIONAL PERFORMANCE FRAMEWORK 10 BUILDING BLOCKS FOR GROWTH - OUR ROADMAP TO SUCCESS 15 OUR ORGANISATION 29 EFFECTIVE GOVERNANCE 30 ORGANISATION DEVELOPMENT 31 IMPLEMENTING AND MEASURING OUR PROGRESS 32 FINANCIAL INFORMATION 33 DATA SOURCES 34 Front Cover Photo: Above: Calanais Standing Stones, Calanais, Isle of Lewis Glen Coe with two of the peaks of the famous Three Sisters of Glen Coe. 2

3 chairman s ForeWord In the introduction to VisitScotland s last corporate plan, I spoke of the opportunities Scotland s Winning Years offer not only Scottish tourism, but the Scottish economy as a whole. Beginning in January with the Year of Creative Scotland, these milestone events are now well underway - and have already proven a tremendous success. My fellow Board members and I are delighted to present this three-year Corporate Plan which outlines how we believe VisitScotland, working with all its partners across the public and private sectors, can continue to make the most of the opportunities before us on the road to 2014 and beyond. Tourism is Scotland s most important industry, touching all sectors and all parts of the country. With this in mind, the Cabinet Secretary for Finance, Employment and Sustainable Growth has recognised VisitScotland s role not just as a marketing specialist, but also as a key economic development agency, driving growth in the wider visitor economy alongside Scottish Development International, Scottish Enterprise and Highlands and Islands Enterprise. Undoubtedly times are going to be tough - but it is clear our tourism industry has huge potential for supporting communities and jobs, and can play a major role in powering ongoing economic recovery. With responsibility for setting the organisation s strategic direction, the VisitScotland Board has worked with the Senior Management Team, led by Malcolm Roughead, to deliver a plan which we wholeheartedly believe will deliver for Scotland. We look forward to working with the team at VisitScotland and all our partners - in the industry, the public sector, and beyond - to put this plan into action. Scotland has a deserved reputation for a warm welcome and a quality visitor experience - we continue to surprise and delight more and more visitors from the rest of the UK, Europe and beyond. It is only by working together that we can maintain this reputation, and indeed capitalise on it, and keep tourism as the beating heart of Scotland s economy. I want to see us use these years and all these fantastic opportunities to gain real market share against our competition. We are already beginning to build a legacy - in hosting world-class sporting events, with the World Gymnastics Championships, World Orienteering Championships and the MOBO Awards already secured for 2015 and beyond; in bidding for and attracting major events and conferences like the Congress of the International Society of Haematology in 2016 and the World Biomaterials Congress in 2020; and in capital investment across the country. Tourism is the beating heart of this economy - and VisitScotland is working hard with both the industry and partners to keep it that way. Mike Cantlay Chairman 3

4 chief executive s overview The next three year period covered by this plan promises to be one of the most challenging ever faced by the industry, VisitScotland and our partners within the public and private sectors. It is clear that the recovery remains at a vital stage in Scotland, the UK and across most developed nations. Significant risks to growth persist including: constrained access to finance inhibiting business investment; high inflation; falling real household incomes; and a sluggish recovery in many of our key trading partners. This is why the Government s Economic Strategy (GES) - and our response to it in this plan - has a sharp focus on the opportunities for economic growth in the wider visitor economy over the next three years and beyond. Through our marketing activity we will generate a return of at least 20 for every 1 spent. Despite these challenging times the image of Scotland remains strong. Visitor numbers to Scotland have risen by 9% and visitor spend by 15% in We will continue to sell Scotland as a must-see tourism destination across the world, bidding for conferences, bidding for new sports and cultural events, and supporting the tourism industry. As part of Team Scotland we will look to develop and demonstrate leadership in areas of Planning, Investment, Accessibility and Skills, all reflected in the new Industry Strategy and all central to Scotland s future economic well being. VisitScotland is committed to working in partnership with the industry to deliver the new industry tourism strategy and address some of the barriers to growth which exist within the visitor economy. We will also offer the knowledge and expertise possessed within the organisation to businesses, Trade Associations and Destination Organisations (DOs) to develop their long term plans with a goal of generating increased investment and sustainable employment opportunities. Over the next three years VisitScotland, together with all of its partners, will build on the current platforms which delivered over 400m of additional revenue for the Scottish economy ( ), generating a return of at least 20 for every 1 spent. In addition we will maximise the Opportunities afforded by set piece events such as the Commonwealth Games, Ryder Cup and Homecoming in 2014, a year throughout which Scotland truly welcomes the world. VisitScotland recognises that sustainable economic growth will only come about by addressing the key drivers of success: Continued investment in Marketing, Skills and Infrastructure Increased connectivity be it through transport in a physical sense or virtually via digital platforms Enabling businesses to compete more effectively via digital platforms Disseminating advice on trends, channels and opportunities Working in Partnership with everyone involved in Tourism and the wider visitor economy to ensure that Scotland maximises its assets, continues to punch above its weight and releases and realises its potential within this most competitive of industries. This Corporate Plan is built upon sound strategic analysis, insight and direction from the VisitScotland Board, with valuable input from our Partners, but it is also a dynamic document which will be reviewed and updated to reflect changes in the global economy and in our own operating environment. Malcolm C Roughead Chief Executive 4

5 VisiTscoTland s purpose and objectives VisitScotland s Corporate Plan presents our purpose and objectives for VisitScotland has a crucial role to play in helping to deliver the Scottish Government s Purpose which is: To focus government and public services on creating a more successful country, with opportunities for all of Scotland to flourish, through increasing sustainable economic growth. VISITSCOTLAND PURPOSE To grow and develop the sustainable economic benefit of tourism to Scotland s visitor economy. The activities set out in this plan are wholly aligned with the priorities and key actions set out in the Government Economic Strategy (GES), and with the priority to accelerate economic recovery, to create the jobs our people need, and to secure new opportunities through the low carbon economy. VisitScotland will do this by continuing to deliver its principal role of marketing Scotland to the world as a tourist destination, attracting as many visitors, with as high a visitor spend as possible, and encouraging them to buy local goods and services during their visits. Our purpose is supported by five Corporate Objectives. The objectives are closely integrated, with linkages and interdependencies between each one. 1. Marketing: We will market Scotland and its outstanding assets to visitors from all parts of the world, including the promotion of Scotland to people living in Scotland, to visit different parts of the country. 2. Information Provision: We will provide information and inspiration to visitors both locally and globally via their preferred choice of medium. 3. Quality & Sustainability: We will provide support and advice to businesses, with the goal of improving the quality and sustainability of the tourism sector in Scotland. We will provide assurance to visitors through our Quality Schemes. 4. Working in Partnership: We will listen to and work with the industry, partners and stakeholders to shape our offering and support. 5. Events: We will maximise the benefits from the Winning Years (refer p7) and their legacy. We will implement the national events strategy 1, and sustain, develop and promote Scotland s international profile as one of the world s foremost events destinations. 1 National events strategy, Scotland the Perfect Stage 5

6 scotland s VisiTor economy and VisiTscoTland s contribution To it A strong visitor economy helps to position Scotland on the world stage. The ripple diagram overleaf shows how the economic impact of the Visitor Spend spreads out from the traditional component parts of the tourism industry into other sectors such as arts and crafts, food and drink, cultural activities, sports events and activities, retail, and finally into the Scottish Government s core priority industries which are central to the economic growth strategy. The total annual direct and indirect contribution of the visitor economy is 11 billion and it supports over 240,000 jobs 2. scottish Government economic state All VisitScotland s work is directed towards growing and developing the sustainable economic benefit of tourism to Scotland s visitor economy. In economic, or value added terms, VisitScotland s marketing generates a total economic impact of 436 million annually 3, boosting Scotland s economic recovery. Our marketing and information services inspire visitors to come to Scotland, to do more, see more, stay longer and spend more. Our quality assurance schemes encourage the industry to deliver great experiences and to invest in the quality of their businesses. The range and scope of our events will be reviewed regularly and adjusted to ensure they maximise delivery and return on investment. We work together with the industry and agencies across Scotland to influence activity and support the implementation of sustainable tourism strategies at national and local level. As part of the Strategic Forum (Scottish Government, Scottish Enterprise, Highlands & Islands Enterprise, Skills Development Scotland, Scottish Funding Council) VisitScotland will identify and deliver efficiency projects across the public agencies in addition to exploring ways we can share our marketing expertise. Working as part of Team Scotland 4 (Scottish Government and partner agencies) we are continuing to build a more collaborative and targeted approach to activity in growth sectors and growth markets. This will enable us collectively to optimise our approach to internationalisation so that we fully promote and exploit Scotland s strengths internationally as a great place to live, work, learn, invest, do business and visit. 2 Independent report from Deloitte Total direct and indirect contribution of tourism valued at 11.09bn 3 Independent report from Deloitte Direct and indirect economic impact generated due to the spending of tourists who have been influenced by VisitScotland to take a trip to Scotland. Figures are per annum, excluding the domestic DAY visitors and the impact of events. 4 Team Scotland is the Scottish Government and partner agencies working together to promote Scotland s interests in growth markets and sectors. 6

7 VisiTscoTland corporate plan 2013\2016 THe VisiTor economy Life Sciences Arts & Crafts Attractions Financial Services Culture Activities, Events & Festivals Travel Retail Visitor Spend Accommodation Food & Drink Energy Sport Creative Industries

8 Tourism scotland 2020 VisitScotland will work in partnership with the wider tourism industry to implement the detailed action plan brought forward by the Scottish Tourism Alliance (STA) to deliver the industry strategy, Tourism Scotland We share and are committed to working together with the Alliance to fulfil their core objective: making Scotland a destination of first choice for a high quality, value for money and memorable customer experience, delivered by skilled and passionate people. The Winning Years and beyond The Government s Economic Strategy (GES) and our response to it in this plan have a sharp focus on the opportunities to grow tourism in Scotland over the next three years. The focus years and the milestone events below provide a unique global opportunity to showcase Scotland and what it has to offer. Year of Natural Scotland The annual fire festival of burning of the clavie, Burghead Open Championship - Muirfield, St Andrews, Troon The Ryder Cup The Commonwealth Games Homecoming Scotland Federation Equestre Internationale (FEI) European Eventing Championships World Artistic Gymnastics 8

9 recent successes to Build on 83 events within the International and National Events Programme generated 49m economic impact. Surprise Yourself 2012 marketing campaign generated 171m additionality for the Scottish economy. Brave - As of September 2012, there have been 1.49m unique visits to the website (exceeding target of 1m), and more than 900 businesses have created Brave travel experiences for inclusion on See full case study on page 16. VisitScotland.com - Delivery of upgraded consumer facing website within budget and on time. As a result of the Conference Bid Fund, major domestic and international conventions covering everything from the Royal College of Paediatrics and Child Healthcare to the Renewables UK Offshore Wind Energy Conference and the World Biomaterials Congress have been secured through to VisitScotland s award-winning Quality Assurance scheme has gone global, with Northern Ireland, Western Sweden and Namibia adopting our approach and developing their own schemes in partnership with VisitScotland. national performance Framework This Corporate Plan has been prepared in the wider context of the Scottish Government s Economic Strategy and to support and show our contribution to this, we measure our performance through the National Performance Framework. We have aligned our corporate objectives and focused our activities to contribute to several of the Government s Purpose Targets and National Outcomes, the diagram overleaf highlights this contribution. Urquhart Castle and Loch Ness near Drumnadrochit 9

10 our contribution To THe national performance FraMeWorK s M a r T e r our children have the best start in life and are ready to achieve our young people are successful learners, confident individuals, effective contributors and responsible citizens We are better educated more skilled and more successful, renowned for our research and innovation We live longer healthier lives We realise our full economic potential with more and better employment opportunities for our people We live in a scotland that is the most attractive place for doing business in europe H e a lt Hi er i W ealt H ier We have improved the life chances of We have tackled our children the significant inequalities in scottish society i i i productivity participation economic Growth d d & Fa i rer We live our lives safe from crime, disorder and danger i population scottish Government purpose VisiTscoTland purpose: We live in well-designed, sustainable places where we are able to access the amenities and services we need solidarity cohesion sustainability To grow and develop the sustainable economic benefit of tourism to scotland s visitor economy i d i d We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affectothers i i d d our public services are high quality, continually improving, efficient and responsive to local people s needs s a F e r We value and enjoy our built and natural environment and protect it and enhance it for future generations We take pride in a strong fair and inclusive national identity We reduce the local and global environmental impact on consumption and production our people are able to maintain their independence as they get older and are able to access appropriate support when they need it G r e e n e r & s T r o n G e r Scottish Government s Strategic Objectives Scottish Government s National Outcomes Scottish Government s Purpose Targets = VisitScotland alignment VisiTscoTland corporate objectives d i = Direct = Influencing Marketing information provision Quality & sustainability Working in partnership events 10

11 The following table shows a range of activities VisitScotland will undertake which contribute directly to the National Outcomes. It shows how the National Outcomes have informed the choice of activities VisitScotland undertakes, and in turn some of the desired outcomes. direct npf national outcome - and Visitscotland objective economic rationale Main areas of Visitscotland activity desired Visitscotland outcome national outcome: 1 direct We live in a Scotland that is the most attractive place for doing business in Europe Visitscotland objective: Marketing and Working in Partnership VisitScotland promotes Scotland both as a destination for leisure and business visitors. Business Tourism is a key driver of growth and collaboration for Scotland, acting as the bridge between tourism and inward investment. Aligned to Scotland s priority industries, business tourism attracts conventions, symposiums and incentive groups to the countryand their influential delegates. These gatherings enhance Scotland s credentials as a place to invest, study, live, work and visit. Our Business Tourism Unit (BTU) will build on partnerships with external stakeholders such as Scottish Development International (SDI) to increase the profile of the country and to make use of new infrastructure to create opportunities for inward investment across growth sectors. Use the Conference Bid Fund to drive and support the acquisition of key business tourism events across key Scottish Government target sectors including Renewables, Finance, Life Sciences, IT and Education. Partnership and collaboration with the city convention bureaux and DOs in Glasgow, Edinburgh, Dundee and Aberdeen and the regions via BTU new or enhanced marketing platforms in the UK and overseas. With airports and carriers, and alongside Team Scotland partners, identify the opportunities and the support to bring about new and extended route connectivity for Scotland. Deliver Expo, which is Scotland s premier business to business travel trade event. Expo offers the perfect opportunity for all companies with a Scottish tourism product to showcase those products and services to potential buyers. With Team Scotland we will deliver a front door for Scotland in new and emerging markets, benefiting sectors beyond tourism, and use SDI contacts to access corporate business. Additional business tourism events (previously beyond reach) are actively pursued and won for Scotland using the Conference Bid Fund with resulting economic impact stretching outside of the immediate destination (city, town, resort) to regional and rural venues, services and support businesses. Scotland s seven cities are able to bid for specific conventions which would be beyond their reach without VS support in the bid process or VS marketing platforms. Conventions in the cities impact all of Scotland. Improved direct access supports increases in inbound tourism and business connectivity for exporters. Create sales platform for tourism businesses to engage with UK and International travel buyers and media. Help the internationalisation of Scottish tourism businesses. 11

12 direct npf national outcome - and Visitscotland objective economic rationale Main areas of Visitscotland activity desired Visitscotland outcome national outcome: 13 We take pride in a strong, fair and inclusive national identity Visitscotland objective: Marketing, Information Provision, Working in Partnership and Events VisitScotland marketing ensures the Scottish tourism brand galvanises a sense of pride, passion, self-belief and confidence among the people of Scotland. VisitScotland promotes Scotland all year round to leisure and business visitors, both nationally and internationally, and increases the profile of the country for inward investment. Scotland Welcomes the World will create a sense of pride in Scottish tourism amongst stakeholders and the Scottish public to develop investment and sustainable growth in the industry. Our local marketing campaigns sell Scotland - a national dish with local flavour - encouraging more people living in Scotland to discover their own country. EventScotland secures and supports major events within Scotland which have a positive impact on our global image and identity as a nation. EventScotland will also support events where Scotland has a strong historic, traditional and cultural impact. Surprise Yourself (SY) national campaign. Business Tourism Unit (BTU) sales and marketing activity including exhibitions, workshops and sales missions. Deliver International campaigns including Life Is Like and Meet the Scots and continue to maximise benefits from Brave movie and focus year campaigns. Attracting, developing and sustaining a portfolio of world-class events for Scotland. Support for themed years. Through various activities as part of Year of Natural Scotland, raise the profile of Scotland as a naturally abundant country and a world class tourism destination. Focus the eyes of the world on Scotland and what it has to offer from maximising the investment in major events such as the Commonwealth Games and Ryder Cup. Our Digital Scotland project will continue to build on the successes already seen throughout 2011 and 2012 in completely redeveloping the website continuing to make it more inspirational and more user-friendly for consumers and businesses alike. Through Explore Scotland campaign we will work collaboratively with local industry groups and stake holders to help deliver regional marketing strategies to support regional tourism ambitions and growth objectives. Working with transport providers, visitor attractions and activity providers to develop an Explore Passport. Working with stakeholders we will promote the Scotland Welcomes the World message to develop interest and action in investing in tourism. Support for Scotland Week. 12 Generate additional tourism income for the Scottish economy through seasonal campaign. Drive new business tourism into Scotland using new platforms to generate additional enquiries. Position Scotland as a distinctive and desirable destination. Raise global awareness of Scotland s history and culture around the world and generate additional tourism income for the Scottish economy. Build Scotland s reputation and expertise in relation to events. Promote Scotland s natural assets on the world stage, increase international and domestic tourism. Securing the legacy from Winning Years/Scotland Welcomes the World. will be the definitive guide to Scotland, inspiring visitors through a single information source on everything the country has to offer. Help consumers to decide where in Scotland to go, stimulating geographic spread and providing a platform for regions and destinations to be part of VS activity. Grow the Scottish day trip market and increase visitor spend. A Scottish population which understands the importance of tourism and generates the warm welcome required in Provide a major platform to promote modern Scotland in US and Canadian tourism markets.

13 direct npf national outcome - and Visitscotland objective economic rationale Main areas of Visitscotland activity desired Visitscotland outcome national outcome: 14 We reduce the local and global environmental impact on consumption and production Visitscotland objective: Quality & Sustainability and Working in Partnership Tourism is a key driver for the Scottish economy, and has a special relationship with the environment and society compared with other economic activities. VisitScotland will continue to highlight the importance of growing tourism in a sustainable manner. Our procurement strategy aims to ensure that all procurement activity takes full account of the wider economic, social and environmental responsibilities within its processes. The redevelopment of our QA scheme will encourage businesses to change their operations to more sustainable practices. EventScotland s assessment of events, before and after funding, assesses the steps that the event organisers will take to reduce environmental impacts. Our Business Tourism Unit emphasises Scotland s credentials as a leader in green and sustainable products to the meetings and conference marketplace. VisitScotland has adopted the Scottish Government procurement framework, the Procurement Journey, as the base process for procurement activity. Develop a framework for integrating sustainability measures into the QA scheme including food and drink and progress implementation, as well as provide appropriate support to businesses. As part of the Carbon Management Programme (CMP) VisitScotland has set challenging targets to reduce its carbon emissions across all its business areas by As part of Shared Services Initiative VS will work with Historic Scotland and Scottish Natural Heritage to deliver an agreed portfolio of Carbon reduction projects. EventScotland promotes Scotland as a green events destination and provides event organisers with access to eventimpacts.com, an online toolkit created by EventScotland and UK partners. As part of its support towards local communities and a low carbon economy VisitScotland will continue to promote local produce and services through our VisitScotland Information Centre network, and provide marketing partnership opportunities through local campaigns for local producers of food, craft etc. Sustainability is now an integral element of the judging criteria across all categories for the Scottish Thistle Awards. We will continue to monitor attitudes amongst businesses and consumers on environmental issues, to help inform VisitScotland s activity planning. Ensure sustainability is a key part of the management of our supplier base. Integration of sustainable criteria into our QA schemes will stimulate and support industry to maximise the business benefits of operating in a sustainable way. VisitScotland s Environmental focus will be on reducing energy consumption/co2 emissions by identifying projects to ensure reduction in: o o o Staff Travel Utilities Print Development of agreed common sustainability criteria/tests for purchasing goods and services to reduce carbon footprint. EventScotland support will go towards the promotion of green travel initiatives such as free coach travel from various locations to events. Increase consumer and business demand for low carbon goods and services. Sustainability is intrinsically linked with business success. VS activity is carried out in a sustainable way, balancing the strands of Economic, Social and Environmental sustainability. 13

14 direct npf national outcome - and Visitscotland objective economic rationale Main areas of Visitscotland activity desired Visitscotland outcome national outcome: 16 Our public services are high quality, continually improving, efficient and responsive to local people s needs Visitscotland objective: Working in Partnership VisitScotland is committed to seeking greater efficiency, streamlined delivery, improved quality of public services and working collaboratively with other national/local organisations in Scotland with related remits and objectives. VisitScotland Procurement Strategy aims to deliver increased opportunities for cost reduction and value management both internally and across partner agencies. We will use our expertise in marketing to help other public bodies to improve the efficiency and effectiveness of their marketing. As a key member of the Strategic Forum Partners Efficiency Programme, collaboratively identify and deliver efficiency projects across Forum organisations. VS will look to maximise the use of its seasonal VIC network by offering the space to local charities and voluntary organisations over the close season. Continue with the programme to drive internal efficiency programmes through all areas of the organisation. Work with the extended public sector to deliver additional shared service efficiency programmes. For example VisitScotland will work with Scottish Natural Heritage (SNH), in jointly-funded campaign activity, to expand VisitScotland campaigns promoting relevant SNH consumer product and offerings (The Big 5, Scotland s Great Trails, Scotland s Natural Heritage etc). Further explore and deliver shared services opportunities in web development and digital marketing e.g. with Historic Scotland and Skills Development Scotland. VisitScotland will remain fully engaged with the collaborative efforts of Scottish Procurement and will participate in National Forums and User Intelligence Groups, where appropriate. Develop, in consultation with key stakeholders, a consistent and appropriate contract and supplier management toolkit. Continue to work with Community Planning Partnerships (CPPs), where invited to do so, to deliver recommendations from Audit Scotland report. Expand on existing joint tendering processes for retail products with Historic Scotland and other agencies as appropriate. We will work with local partners to ensure that we deliver visitor information services in the most effective and efficient way, looking for opportunities through co-locations and partnerships and developing new digital information channels. 14 Contribute to savings of 20m, 25m and 40m over the spending review period Better and more efficient use of VIC network in close season to the betterment of local communities. Achieve efficiency savings. Improved efficiency and effectiveness of marketing campaigns. Leverage volumes and secure benefits from economies of scale through harnessing combined sector purchasing power. Improved supplier performance and delivery of efficiencies. Help deliver better services and ensure tourism outcomes in Single Outcome Agreements (SOAs) are reflected in CPP plans. Increase the number of joint contracts in place for the purchase of retail products. An increase in private and public sector organisations wanting to work in partnership with VisitScotland to improve the return on marketing investment.

15 BUildinG BlocKs For GroWTH - our roadmap To success internationalisation opportunity: The Winning Years 1. opportunity From the Year of Creative, at the start of 2012, through to the last days of Homecoming 2014 these Winning Years present a great opportunity to grow tourism in Scotland. VisitScotland will develop and expand its messaging around Scotland Welcomes the World through its award winning campaigns which promote Scotland as a tourism destination, both within the UK and in key growth markets overseas. corporate objectives Marketing Information Provision VisitScotland will work with Team Scotland partners to design, fund and deliver a programme of complementary promotional activity for the Winning Years which includes: the Year of Natural Scotland in 2013, the Commonwealth Games 2014, The Ryder Cup 2014 and Homecoming Scotland sustainability Quality & Sustainability Working in Partnership Events 2. partnerships VisitScotland, through its event directorate EventScotland, is the lead public agency for Scotland s preparations to stage The 2014 Ryder Cup. In recognition of the economic impact of The 2014 Ryder Cup, VisitScotland in addition to delivering the event, will also upweight its ongoing marketing activity and work with the public and private sector to promote Scotland as the Home of Golf. The Commonwealth Games 2014 and the new facilities it brings provide an opportunity to further develop our world class portfolio of events in Scotland and bring additional events which will excite people to become more physically active through the CommonHealth Programme. We will work to ensure that we continue to attract high-class and large-scale events to Scotland while retaining and growing our own quality events, and enhancing our international profile. 15

16 A specific focus will be a programme of events in commonwealth sport and Glasgow 2014 venues, including Scotland branding/messaging at international events. Building on the success of Homecoming Scotland 2009 which generated 53.7m in economic impact for Scotland, VisitScotland will be the lead agency in the delivery of the next Year of Homecoming in To support the lead up to Homecoming 2014 VisitScotland as part of Team Scotland (Scottish Government, VOCAL 5 and SNH) will co-ordinate and programme manage the Year of Natural Scotland Through the Conference Bid Fund business tourism will continue to make a strong contribution to the economic vitality of Scotland s key tourism destinations. Major events secured for coming years include: International Society of Addiction Medicine 2015, Congress of the International Society of Haematology 2016, World Congress of Nurse Anaesthetists 2016, World Biomaterials Congress Brave, Disney-Pixar s animated movie is the biggest film and tourism opportunity to hit Scotland to date. VisitScotland will use the film as the catalyst to enhance our tourism product for families and young people, creating potential for increased visitor numbers from this segment as well as the increased opportunity from the home Scottish market/uk staycations and the educational opportunities e.g. tourism, film-making/creative industries (see case study pg16). VisitScotland recognises the scale of opportunities for Scottish Tourism over the coming years and will use its resources and partnership approach with Team Scotland to fully promote and exploit Scotland s strengths internationally as a great place to live, work, learn, invest, do business and visit. case study - Brave A global tie-in with Disney-Pixar to maximise the benefits from their blockbuster movie Brave. Brave, a triple A rated movie based entirely in Scotland, was launched in 72 locations across the globe and seen by millions of people at the global box office and on DVD. VisitScotland and partners across the Public and Private sectors worked with Disney-Pixar to maximise the opportunities from the blockbuster movie by heightening awareness and interest in Scotland and converting this into visitation. results Success so far has included Adventures by Disney itinerary Scotland: A Brave Adventure. Adventures by Disney are a high end family focused tour operator. The itinerary combines the Stories of Scotland with the magic of Brave and incorporates the castles, landscapes and legends that inspired the lush settings and memorable characters in the film. This is the first time Adventures by Disney have offered a Scotland holiday product. The Brave website itself features an inspirational library of Scotland where the consumer selects aspects of Scotland to explore, taking them to related content, imagery and themed itineraries bringing the magic of Disney s vision of Scotland into reality. It also includes hundreds of industry offers themed to deliver a range of Brave related experiences. legacy Recognising the opportunity which a partnership with Disney-Pixar offered to promote and exploit Scotland s strengths as a great place to live, work, learn, invest, do business and visit, VisitScotland engaged 25 partners including Team Scotland partners to exploit the Brave campaign. These included SDI, SE, National Trust for Scotland, Historic Scotland, Scottish Natural Heritage, RSPB, Scottish Wildlife Trust, National Museums Scotland, Cairngorms and Loch Lomond National Parks who are now able to join VisitScotland in capitalising on the opportunities this has offered them in terms of opening doors for other industry sectors. 5 VOCAL is a small body that represents Directors of Leisure and Recreation from Local Authorities 16

17 international Funding programme VisitScotland through its event directorate EventScotland will continue to fund major, world class events which raise the profile of Scotland s Perfect Stage around the world. Events supported through the International Funding Programme will: Generate substantial economic benefits for Scotland through increased visitation including tourists, spectators and participants. Highlight Scotland as an events and tourism destination through high profile, international media coverage. Enhance Scotland s opportunities to host further major events. Sea kayaking at the Bow Fiddle Rock, Porknockie case study - international Funding programme: scottish 6 days orienteering 2011, oban & lorne. Background The Scottish 6 Day Orienteering event was established in 1977 as a legacy of Great Britain s hosting of the World Orienteering Championships for the first time in An award was made for the purpose of delivering event enhancements such as radio commentary and GPS tracking around the event area in order to enhance the Scottish 6 Days reputation as a World Class Orienteering event. For many orienteers, from England and overseas, this was their first time visiting this part of Scotland. Alongside the orienteering there were whisky tastings and ceilidhs, which are all part of a wider branding of Scotland s visitor economy. impact The most significant impact was the tie-in between the Scottish 6 Day event and the announcement of Scotland s winning bid for the World Orienteering Championships 2015 which picked up coverage in national media. This was great for generating further awareness and interest of orienteering in Scotland. Key outcomes Increased participation numbers to over 3,500, up from 3,177 in % of visitors from outwith Argyll & Bute and 81% from outwith Scotland 99% of visitors staying overnight Net additional expenditure of: 1.9m in Argyll and Bute 2.4m in Scotland To find out more visit: 17

18 support To BUsinesses VisitScotland will provide opportunities through partnership working on campaigns or through direct funding opportunities like the Conference Bid Fund and the Growth Fund. We sell Scotland to the world by bringing visitors to the country and we will encourage businesses to take more of a lead role to pull in visitors once they arrive. Enhanced web content, more responsibility for understanding customers needs, the quality of the experience and encouraging repeat business are all a part of this. conference Bid Fund In support of Scotland s growth sectors and business tourism industry (meetings, conferences, conventions and associated support services) VisitScotland and the Scottish Government has established the Conference Bid Fund which provides qualified match-funding to support conferences and conventions which align to Scotland s priority industries and sectors. These are major reputation boosting conferences for up to 5,000 delegates at a time, which support Scotland s positioning and credentials on the global stage in areas including Pharmaceuticals, Finance, Tourism, Energy and Food and Drink, in addition to generating economic benefit to both rural and urban parts of Scotland. Glasgow has really seized the initiative and working with VisitScotland, Glasgow City Marketing Bureau (GCMB) has secured major domestic and international conventions through to These conferences will bring delegates from across the world to Glasgow, generating additional hotel room nights, and providing a significant boost to the local economy. case study - conference Bid Fund: World Biomaterials congress 2020, Glasgow secc Background Glasgow was selected as the European city to go forward to bid for the World Congress on Biomaterials in 2020, having successfully fought off initial competition from Paris and Geneva in the European round. Glasgow presented the bid to the board at the 2012 congress in China, where competition included the USA and Japan. The bid was led by Professor Tanner of the University of Glasgow (former Secretary of the European Society) and Professor Di Silvio of King s College London (current Secretary of the European Society). Local or national government support was requested and subvention funding was sought to ensure the bid was one of the most competitive. Subvention was offered to provide 100 bursaries of 500 to delegates from developing countries, and gave the bid a competitive edge. impact Sectors - Chemical Sciences, Life Sciences and Medical Technology Expected Delegates DEB Value/Economic Benefit million VisitScotland is working with other destinations around the country to ensure similar success stories for the future which will further enhance Scotland s reputation on a global scale. 18

19 Growth Fund VisitScotland, over the period of this plan, will provide funding through its Growth Fund to support businesses to find new, innovative and collaborative approaches to improve their tourism product or offering and in doing so provide new, exciting reasons for visitors to come to Scotland and experience all we have to offer. This joining up of international, national and local marketing is crucial at a time of constrained access to finance. Highlights of projects funded by the Growth Fund include: A project by Festivals Edinburgh in advance of and during the Olympic Games and Paralympics targeting international markets to encourage extension visits to Edinburgh and national marketing to capitalise on displacement tourism from London and the staycation market. A project by golf courses and hotels in the north east, Highland Golf Links to promote awareness of golf in the area on the back of the Scottish Open and to establish the Highlands as a premier golfing destination. A Cruise Scotland programme of sales and promotional activity with European and US cruise lines to build relationships with itinerary planners, shore excursion managers and marketing managers to encourage Scottish ports of call and extended Scottish stops on cruise itineraries. Case Study - Growth Fund: Scottish Racing The Scottish Racing group incorporates Ayr, Hamilton, Kelso, Musselburgh and Perth racecourses. The purpose of the group is to assist the five racecourses to work together for the benefit of the sport, but in particular to attract more spectators to visit the tracks. The project entailed: The development of a refreshed and enhanced website which would highlight ongoing events, activities and promotions across all the racecources. Significant advertising and PR activity, including a direct mail campaign to the courses current databases highlighting the new website. A new CRM system to improve, segment and aid contact to those customers contained within the Scottish Racing database. Results The new website, with improved marketing and promotion was able to attract over 4,500 visits per week over the course of the project - a considerable improvement from the 3,100 per week to the old website. Attendance at the Scottish tracks during 2011 increased by 5.65% compared to Target growth for the project was 2% growth. Legacy The new CRM system will continue to be developed over the coming years and will be integral to ongoing marketing. The group has noticed enhanced relations from regular race attendees based on the communications that the group has To find out more visit: support/marketing_opportunities/growth_fund.aspx 19

20 Visitscotland.com VisitScotland will provide a best in class website to both Scottish tourism businesses and consumers through our Digital Scotland project. This includes providing consumers with a single digital gateway enabling them to experience the very best Scotland has to offer and providing businesses with a user-friendly extranet. We will introduce a service which will refer consumer bookings for accommodation to a web-based booking system of the providers choice, therefore removing VisitScotland from this type of activity. Business Gateway VisitScotland will continue to work collaboratively with Team Scotland (Business Gateway Highlands and Islands Enterprise and Scottish Enterprise) to achieve better linkages across all our business support offerings to ensure we are joined up in our approach and provide a more supportive environment for businesses. This will range from signposting and information to marketing opportunities and funding initiatives for businesses of varying sizes and sectors. Tourism intelligence scotland (Tis) We will continue to learn from and share best practice with the many businesses that are distinguished by high quality of service, continuous investment in their product, and training of their staff, brilliant marketing and a can-do attitude around controlling their own destiny. As part of Tourism Intelligence Scotland (TIS) VisitScotland along with HIE and SE will continue to provide reliable information and good market intelligence to help businesses grow. VisitScotland aims to increase its drive to meet the needs of tourism businesses, both encouraging and assisting them to adapt their offering in light of the economic environment. This includes helping businesses gain exposure on a domestic and international stage by encouraging them to provide the appropriate type of product and offers for markets in which VisitScotland promotes Scotland. scottish Business portal programme As a key partner we will support The Scottish Business Portal Programme led by Scottish Government in delivering a number of online projects which aim to make it easier for businesses to access information, services and advice from across Government and the wider public sector. The Scottish Business Portal will ensure that all the information available to businesses from the public sector is accurate and up-to-date. The Portal also supports a no wrong door approach in the delivery of services to businesses at both a Scottish and UK level. streamlined approach to Business support We will continue to provide focused and individual support to businesses to offer consistent, quality advice delivered in the right way at the right time. This will be via a multi channel approach and will include face-to-face events; online and social media activity and printed materials designed for use by our industry facing staff or the tourism businesses themselves. Collateral includes a series of AdviceLink guides which are available online and in print, and will utilise the wealth of expertise within VisitScotland teams. Topics include: Online Marketing, Working With The Media, Accessibility, Customer Care, Sustainability, and Best Practice to name a few. In addition, we will develop toolkits for industry to maximise opportunities around themed years, and will create materials for businesses around Brave, Year of Natural Scotland, Homecoming Scotland and other relevant campaigns. 20

21 We will utilise the corporate website, to encourage use of toolkits and downloads of advice and support materials, and to monitor visits and activity. Twitter, YouTube, LinkedIn and Facebook will all be used as additional means of communicating with tourism businesses. Our Business Tourism Unit and Partnership Relation teams will also continue to encourage efficient and effective partnership working with, and between, the City Convention Bureaux and Local Authorities whilst building on partnerships with external stakeholders such as ambassador programmes and SDI to maximise impact in this area. Our people will be working nationally and locally under one common purpose - to grow and develop the sustainable economic benefit of tourism to Scotland s economy. Quality assurance (Qa) Through our QA schemes we offer businesses a range of bespoke advisory services, specifically designed to help them understand and get the most from VisitScotland Quality Assurance. The advice is designed to help ensure the business meets the needs of its target market and assist in improving all quality aspects of the business. Consequently, this leads to investment in facilities, fittings, IT and staff development. Amongst all participating businesses total additional investment that can be attributed to the QA schemes is estimated to be 71.2 million per year 6. Transport connectivity Direct transport links are key to growing Scotland s tourism industry. VisitScotland will continue its close partnership working with the various providers of rail, sea, road and air transport. We will exploit opportunities to enhance marketing campaigns with strong messages of affordability and accessibility. Joint campaign activity will continue with longstanding ferry partners DFDS and Caledonian MacBrayne, and with rail partners including East Coast and Scotrail to exploit both core and Focus Year opportunities, including Year of Natural Scotland. The ongoing improvement in particular of the Scottish air route network is not only important for growing inbound leisure tourism, but also supports business tourism and provides vital connectivity for exporters across all sectors, and we will continue to pursue opportunities both on point-to-point routes and, critically, with those carriers who can deliver onward connectivity via major international hubs and airline alliances. Working together as Team Scotland (VisitScotland, Transport Scotland, Scottish Government, SE, SDI and HIE) with airports and other partners we will look to further develop a Strategic Framework for International Air Connectivity which will assist in the prioritisation and the support of those new and extended services delivering the greatest economic benefits for Scotland. cohesion accessible Tourism Improving accessibility has real potential to enhance social equalities, help achieve industry growth ambitions and boost the wider economy. Accessible tourism enables people with access requirements, including mobility, vision, hearing, to function independently with equity and dignity through the delivery of universally-designed tourism products, services and environments. These improvements not only benefit those with permanent disabilities, but also parents with small children, senior travellers, people with temporary injuries, as well as their travel companions. 6 VisitScotland Quality Assurance Scheme - Economic & Business Benefits

22 Accessible tourism is a largely untapped market and has been identified as an area with growth potential within the industry s Tourism Strategy, Tourism Scotland VisitScotland is leading a project to help ensure Scotland s tourist destinations, products and services are accessible to all people. Our aim is to make Scotland Europe s most accessible destination. To help achieve this aim we are working with partners like the Scottish Government, Capability Scotland and the tourism industry to raise awareness of the social and economic benefits of boosting accessible tourism with a particular focus on disabled and older people. Partner activity to boost accessibility is action focused, with particular opportunities identified around industry engagement as we progress towards the Commonwealth Games, Ryder Cup and Homecoming national Funding programme The National Events Funding Programme plays an important role in providing cohesion through developing domestic tourism across all regions in Scotland. By supporting events which take place outside the cities of Edinburgh and Glasgow, priority is given to more balanced growth across Scotland as well as growing Scotland's wider events portfolio which forms the backbone of our events industry. Case Study - Accessible Tourism: EasterKincaple Background EasterKincaple is an elegant historical country home with period features nestled in its own 750 acres, and is located less than 2 miles from the centre of St Andrews. The inclusive elements of this five start VisitScotland graded property were completed during a refurbishment. The bedrooms are designed to suit all of their guests needs, but in particular those who have limited mobility or for wheel chair users. The bathroom is appropriately furnished with an elegantly equipped wet room. results At EasterKincaple Lucy Cuthill, the owner, has been amazed by the number of people with accessibility needs who return to her year after year. Customers who find her are incredibly loyal, and also tell other people. Lucy is not worried about sharing what she calls the best kept secret in Scotland because the market is so big - 11 million disabled in the UK alone. With a potential spending power of 80bn per year, this market has great potential. legacy With the potential numbers of visitors rising during the Commonwealth Games coming to Glasgow in 2014, VisitScotland is working closely with the Glasgow 2014 team to ensure that the inclusive hospitality message of EasterKincaple is repeated as Glasgow welcomes the world. To find out more visit: 22

23 partnership: collaboration has never been more important to make tourism a scottish success story We cannot grow tourism on our own - we need to work together to face the challenges and opportunities ahead. We will build and further develop partnerships with businesses, local organisations and community groups. We will extend our level of engagement even further, through an outreach programme of events bringing peer groups together to discuss debate and learn from each other. planning & investment In the current planning system in Scotland it is recognised that there is a lack of guidance and support both for developers and planning authorities to allow them to meet the future needs and demands of the tourism and visitor economy. VisitScotland is seeking to ensure that the emerging assets and infrastructure necessary to serve the visitor economy over the next five years are properly represented in the planning system in Scotland. This would be set out in a National Tourism Plan. The availability of the National Tourism Plan will allow the aims of the industry to be considered in the emerging development plans and input into National Planning Framework 3. Equally relevant is the fact that this plan will highlight the potential of material considerations in the development management process, giving support to planning applications for tourism projects. Although the new development plan is under preparation, VisitScotland recognises that there are still opportunities to address the lack of recognition of the tourism and wider visitor economy in the emerging development plans. VisitScotland, through its Regional Directors and Island Managers, will continue to work with its community planning partners to ensure that tourism is recognised and utilised as an economic, social and sustainable driver of growth through Single Outcome Agreements. This regional approach ensures that those with the knowledge of the local and national tourism strategies and plans will contribute most effectively to local needs and outcomes. skills VisitScotland will support the implementation of the Skills & Quality action plan from the National Tourism strategy through the work of the Skills Group. This will tackle the following key priorities for skills development within the tourism sector in Scotland improving the appeal of the sector/attracting new talent; improving skills; customer service; and management and leadership. We also strive for the highest standards in managing and developing our own staff. VisitScotland has also had a significant input to the consultation process for a new Skills Investment Plan for Tourism led by Skills Development Scotland and will continue to support its development and implementation. A key opportunity to inform and influence the skills agenda comes via the work of the VisitScotland Quality Assurance team. Through direct interaction with tourism businesses, we are able to identify specific gaps in service delivery and through the handling of consumer complaints identify key areas of service failure. destination organisations We continue to work with a range of destination organisations across Scotland, offering advice, assistance and on occasion financial support through the 23

24 VisitScotland Growth Fund programme and EventScotland activity. In addition to there relationships providing information on VisitScotland activity and the chance to engage through quality assurance and marketing opportunities, we are taking a project approach to help support their respective focus on developing the tourism product and quality of the visitor experience in their area. Recent examples of this approach include working with Destination Dumfries and Galloway on development of the regional website in parallel with the broader VisitScotland.com project, and with Glasgow City Marketing Bureau where VisitScotland is leading the Sustainable Glasgow Tourism Project aiming to support industry to develop more sustainable practices to meet city and government low carbon targets and improve profitability. In all instances we also work with relevant public sector partners involved with destination organisations including Scottish Enterprise, Scottish Development International, Highlands and Islands Enterprise, National Park Authorities and Local Authorities to give a local flavour to well-researched national and international marketing messages - one team for tourism, one message. We see this collaboration and partnership working continuing, especially over the forthcoming years of focus building to Homecoming 2014 and beyond, to ensure that the collective approach optimises the return for the visitor economy. TeaM scotland Challenging economic times mean that it is more important than ever that we work with our partners, and while the focus may be slightly different for each of the partners in Team Scotland, we all have the same goal - to promote Scotland on the global stage as the place to visit, do business, study, live. Recent Team Scotland successes include the delivery of Year of Creative 2012, and Scotland House at the London 2012 Olympic Games. Team Scotland development work in growth markets is vital for future longterm growth as it becomes more expensive to market extensively in key mature markets and consumers look to broaden their experience base. VisitScotland, supporting its partner agency Scottish Development International (SDI), will seek to encourage more investment from within and out with the UK. Cross sector collaboration, including working with the Finance Sector, helps develop an understanding of the industry and its potential. Working as part of Team Scotland we will continue to support Scotland Week, which provides a major platform to promote modern Scotland in two of its most important tourism markets (USA and Canada). shared services VisitScotland is committed to seeking greater efficiency, streamlined delivery, improved quality of public services and working collaboratively with other national/local organisations in Scotland with related remits and objectives. Savings have continued to be made in line with the Scottish Government s commitment to Efficient Government, and during new savings have been made totalling 3,595,000. We will use our expertise in marketing to work in partnership with other public bodies to extend budgets and maximise our joint marketing reach. For example VisitScotland will work with Scottish Natural Heritage (SNH) and Historic Scotland (HS) in jointly-funded campaign activity to expand 24

25 VisitScotland campaigns promoting relevant SNH and HS consumer product offerings. As a key member of the Strategic Forum Partners Efficiency Programme, we will work together to identify and deliver efficiency projects across Forum organisations and the wider Government Agency Network. research Our Insight department will continue to work with partners to generate rich insights to ensure that the marketing strategies of VisitScotland and the Scottish tourism industry are based on the best possible information and thinking. Through our Research and Statistics section on and our partnership with Scottish Enterprise and Highlands and Islands Enterprise through vehicles such as we will share with industry a deep understanding of our operating environment, activity performance, tourism trends, worldwide markets and consumers. This will in turn enable Scottish tourism businesses to develop effective operational strategies and world-class products and services. As part of its contribution to the implementation of the industry strategy, VisitScotland in collaboration with the enterprise agencies will help deliver agreed multi-partner strategies for tourism destinations (Edinburgh, Glasgow, St Andrews, Highland Perthshire, Royal Deeside, Loch Lomond and the Trossachs National Park) and product development (such as golf, mountain biking and business tourism). The Kimberley Inn, Findhorn 25

26 sustainability: economic, social and environmental Scotland's rich and diverse natural environment is a national asset and a source of significant international competitive advantage, and acknowledging this the Scottish Government s economic strategy has identified sustainable tourism as one of its six priority areas. VisitScotland uses this national asset to promote Scotland as a unique place to visit. We trade on its quality, so its continuing health and improvement is vital to low carbon sustainable economic growth. Therefore, all our promotion is done in a sustainable way balancing the strands of Economic, Social and Environmental. In 2013, Year of Natural Scotland will inspire our people and our visitors to celebrate this enviable natural beauty, landscape and biodiversity as we progress towards Homecoming 2014 and beyond. Year of Natural Scotland will enhance Scotland s reputation as a place rich in natural resources, a stunning and easily accessible place for active pursuits and the perfect stage for outdoor events and festivals. We recognise the need to operate in a sustainable way and we will continue to reduce our own carbon footprint. As part of the Carbon Management Programme (CMP) VisitScotland has set challenging targets to reduce its carbon emissions across all our business areas by working with accommodation providers and the industry to understand more about their capacity and business cycle. The more we understand about the variations around the country, the better we can support businesses and tailor our marketing accordingly. We showcase local food and drink and arts and crafts through literature featured in or on sale in VisitScotland Information Centres, thus providing a stage for the local offering and putting money back into communities producing the products. The Scottish Food Champions initiative will recognise businesses which offer quality, fresh seasonal produce as well as promoting where their food comes from. The scheme is a joint venture between the Scottish Government and VisitScotland and will cover hotels, B&Bs, food outlets and visitor attractions. It will build on Scotland s burgeoning reputation as a land of food and drink by adding on the key elements of seasonality and provenance to VisitScotland s existing QA assessments. Scotland is home to some of the world s finest food and it s vital that we showcase the best of what we offer to our visitors from overseas and closer to home. This is particularly true in the run up to the next year of Homecoming and the Commonwealth Games in economic The additionality generated from our marketing directly benefits the Scottish economy, protecting livelihoods and increasing jobs. We are working with businesses and other partners to extend the traditional season. We are also Two children running down the sand dunes on the beach at Yellowcraigs nr Dirleton, East Lothian 26

27 social With a rich built and natural heritage and culture, Scotland has a unique offering for our visitors. All our activities have to encourage our cultural heritage to flourish, including our contemporary culture and vibrant creativity. Tourism is a uniting force for towns and cities in Scotland and helps bring social cohesion. As a result of the reach of VisitScotland marketing, visitors spend money in fragile communities, helping to sustain them. Through our diversity strategy we aim to fully meet our public sector equalities duties to position ourselves as an employer of choice. We already contribute towards a healthy cultural environment through the Growth Fund and EventScotland, but also through our work with Destination Organisations. We have worked with the Scottish Government and Bord na Gaidhlig to develop a Gaelic Plan. As part of this Plan we will look at our corporate identity and consider the use of Gaelic in signage, in the VisitScotland Information Centre network, and on relevant websites. The Gaelic Plan is another important measure of how we are playing our part in preserving and promoting Scotland s heritage. Family walking on Findhorn beach Case Study - Greening Glasgow The Sustainable Glasgow Tourism Project is bringing people together to green Glasgow and protects the city for generations to come. The Project supports the greening of Glasgow through promoting and developing sustainable best practice in the industry. This involves working with partners in the tourism sector and other related sectors. The aims of the Project tie in with a number of Glasgow-based events, initiatives and projects. These include: Commonwealth Games 2014 Sustainable Glasgow project Green Tourism Business Scheme Glasgow s bid to become the 2015 European Green Capital This project is also a great example of partnership working, bringing together a number of complementary organisations already working in Glasgow, to form an advisory network to help tourism businesses improve their sustainability and reduce their carbon footprint. The key organisations involved include Scottish Enterprise, Glasgow City Council, VisitScotland, Glasgow City Marketing Bureau, Scottish Government, Greater Glasgow Hotels Association, the Green Tourism Business Scheme, Skills Development Scotland, Carbon Trust, and Zero Waste Scotland. Together the partners will offer: free advice and guidance to individual businesses up to 12,500 training support free events and workshops marketing and promotion website, information and case studies The Commonwealth Games 2014 in Glasgow in particular provide a great motivation for businesses - an international opportunity to showcase their achievements and to support Glasgow in seeking recognition as a leading green tourism destination. 27

28 environmental - low carbon economy We know that over 58% of our visitors come to Scotland because of its natural landscape and scenery. We share the responsibility (along with other public agencies) to protect and nurture our precious environment. As Scotland s national tourism organisation we must balance the need to encourage visitors with protecting our assets. This means we have to promote low carbon public transport options for visitors and ensure we work closely with those agencies responsible for transport and infrastructure to increase low carbon offerings. We also collaborate closely with organisations such as The National Trust for Scotland and Scottish Natural Heritage. Additional opportunities exist to further engage and support the tourism sector to become more sustainable and reduce its carbon footprint. We have an opportunity to maintain our position as world leader in Quality Assurance through meaningful integration of sustainability and accessibility into our Quality Assurance model. This process has already begun and will provide us with a mechanism to drive up sustainability performance across the sector over time. Our Quality Assurance scheme is being used as the quality benchmark by several countries around the world, including Northern Ireland, Western Sweden and Namibia and we will continue to develop relationships with other countries which have expressed an interest in adopting the scheme. White water rafting on River Moriston, Glen Moriston by Loch Ness 28

29 our organisation delivery eventscotland Works to influence, lead, co-ordinate, support and bring together people and organisations in order to deliver the national events strategy maximising the economic benefits from forthcoming major events including Glasgow 2014 Commonwealth Games, Ryder Cup 2014, Edinburgh Festivals and Year of Homecoming Scotland 2014 to develop and sustain Scotland s international profile as the perfect stage for events. Marketing Looking after the needs of our visitors at every stage of their journey and works towards connecting the visitor with memorbale and unique experiences provided by industry. We conduct research to find out what attracts visitors to Scotland which then shapes how we promote what we have to offer through our marketing. When we arrive, we provide information and inspiration that matches the experience they are seeking. Finally, we find ways to keep in touch once they go home so we can tempt them back again. partnership The Partnership Directorate has the key role of developing and delivering strong strategic and commercial partnerships with a range of external partners and stakeholders (local authorities, DOs, industry groups and individual tourism businesses) at national, regional and local level. It does this by influencing their activity to appreciate the value of tourism and VisitScotland s role in supporting sustainable economic growth, and by the direct provision of quality assurance, advice and commercial marketing opportunities. delivery digital & Media The organisation s one-stop shop for managing our print, digital and online presence. The Directorate also helps businesses connect with customers through a variety of marketing opportunities. An important part of the Directorate s role is to also influence staff, the tourism industry and key partners in making full use of the latest appropriate technology, particularly the internet and related e-commerce opportunities. corporate services Meets the needs of our internal customers through the provision of its Facilities and Procurement, Information Technology, Finance and Corporate Planning departments. These are essential services that help the organisation to work effectively and efficiently. A critical function within Corporate Services is the drive for continuous improvement of processes and systems, both to keep costs down but also to avoid duplication of effort. chief executive s office A strategic support function for the organisation. Our HR department ensures we have the skills and knowledge to manage our people and develop as an organisation. Corporate Communications provides strategic communications support and guidance on a range of internal and external issues, working closely with all Directorates to ensure that VisitScotland's reputation is enhanced. service provision For more information on these directorates please visit 29

30 effective GoVernance The Board has corporate responsibility for ensuring that VisitScotland fulfils the aims and objectives set by Scottish Ministers, and in so doing shall demonstrate high standards of corporate governance at all times. In pursuit of this the Board has established two Committees to scrutinise certain areas of activity in greater depth and make recommendations to the Board. There is an Audit Committee, and a Remuneration Committee. Through its Audit Committee, the Board fulfils its role of Corporate Risk Governance. The corporate risk register not only identifies all high-level risks which impact on the whole organisation and are likely to affect the achievement of objectives contained in the annual operating plan, but also it identifies lower-level risks which affect specific areas of operation within VisitScotland. Risk management has been fully incorporated into the corporate planning and decision making processes of the organisation. Preparation of annual departmental operating plans includes a review of existing risks and discussion of any potential new risks. Economic and environmental scanning are key components in this process. They assist in identifying global factors which may affect the business and aid planning to mitigate them. Risks are also identified, managed and reported at project level through project managers. The Remuneration Committee is made up of three Board members and the Chairman. The purpose of the committee is to: review the annual salary and performance-related bonus proposals of the Chief Executive and Directors, in line with Scottish Government guidelines; consider any changes in the terms and conditions of employment of the Chief Executive and Directors; submit any proposed changes to the Chief Executive s salary and any performance-related bonus payable to the Scottish Government for approval; deal with such other matters as may be referred to it by the Board members. Crail, East Neuk of Fife 30

31 organisation development We focus on recruiting, motivating and developing a highly diverse and talented group of people, offering them an environment in which their talent can flourish. The better our people, the better the organisation will perform. Our training programmes are linked to our organisational effectiveness plans to produce higher quality management behaviour and ownership to achieve goals with fewer and more efficient use of people. About 20% of our activity is course-based learning, with the remainder project and development based, linked to our talent management system which in turn is driven off our strategy/structure plans. We are creating a formal certified management development programme to enhance core knowledge. We have programmes for talent management and leadership development. Our Human Resources team works with managers to identify training needs and to develop appropriate solutions. They also evaluate training effectiveness for both the individual and the organisation. Development opportunities include on-the-job mentoring, secondments and work shadowing. We also encourage staff to study for professional qualifications and to utilise online and distance learning. equality act 2010 VisitScotland as a Public Body is bound by the Equality Act 2010 and the (Specific Duties) Scotland Formerly we had a Single Equality Scheme which outlined our policy proposals, however it is no longer possible just to have an ongoing commitment to equality of opportunity, we have to mainstream equality objectives through the core business and report in a different way. The first set of Equality Outcomes, explaining how we will make this happen have to be written and published by April 2013 and each subsequent set should be published at intervals of no more than four years. VisitScotland is consulting by way of an internal Equality Steering group, made up of staff and managers, in order that the equality objectives and outcomes will be achievable, measurable and most of all accountable. Where appropriate we will also consult outside groups. In practice, the Equality Duty requires that the consideration of equality issues puts an influence on the decisions made by VisitScotland including how it develops, evaluates and reviews all its policies, both internal and external, how it designs, delivers and evaluates services, and how it commissions and procures from others. YoUTH employment VisitScotland recognises the importance of providing opportunities for graduates, modern apprentices and work experience students. Graduates We provide a 12 month programme for graduates with business or tourism related degrees. Four graduates spend three months in four departments - Insights, EventScotland, Digital & Media and Finance. These areas were chosen as they provide a range of experiences and opportunities to broaden the participant s skills sets. Additional training is provided to ensure they are prepared for the job market. This includes coaching on CV writing skills, interview skills and assessment with Myers Briggs Type Indicator (MBTI) a self-report questionnaire to help individuals understand, their motivations, strengths and areas for growth. 31

32 Modern Apprentices We have employed four Modern Apprentices (MA s) and we are committed with employing 4 MA s every year up to The MA s are employed in Finance and Visitor Services. They are studying for Scottish Vocational Qualifications (SVQs) and have additional training opportunities through the normal training calendar. The HR Adviser acts as Mentor to the MA s. Sandwich Placements Offers three places each year to undergraduates, one on Corporate Communications and two in Marketing. Related degrees are required and places are aimed at students who choose to have a one year placement prior to their final year at university. Work Experience We offer work experience placements between three and six months. As part of the experience we encourage individual to keep a diary detailing what they have learned. The HR Adviser acts as Mentor and we offer additional training to ensure they are prepared for the job market. This includes coaching on CV writing skills, interview skills and assessment with Myers Briggs Type Indicator (MBTI) a self report questionnaire to help individuals understand self, their motivations, strengths and areas for growth. Career Academy We participate in the Career Academy scheme, providing two mentors to 5th and 6th school pupils over two years. implementing and MeasUrinG our progress In order to implement this plan, we will produce and deliver annual operational plans, which provide specific actions, responsibilities and budgets to bring our objectives into effect. We will produce a one year Operating Plan which summarises these activities and provides Key Performance Indicators to measure our performance. Our annual plan is a dynamic document and will be regularly maintained and is available on As well as regular reporting to our Board, we will publish an annual review and we will present annual accounts to the Scottish Parliament meeting the relevant statutory requirements. VisitScotland's annual review can be viewed on our dedicated site below. The Strathspey steam railway, Boat of Garten 32