BRITISH TOURIST AUTHORITY TRADING AS VISITBRITAIN ...

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VisitBritain and VisitEngland Annual report and financial statements for the year ended 31 st March 2010 2. <strong>VISITBRITAIN</strong> VisitBritain’s vision is to inspire the world to explore Britain and its mission is to build the value of tourism to Britain, working in partnership with the industry, nations and regions. According to forecasts from a Deloitte report, spending by overseas visitors to Britain has the potential to increase from £16.5 billion today to £31 billion by 2020. This represents annual growth of 6.5%. In order to increase overseas visitor spend to all parts of Britain, and improve Britain’s ranking on the destination wish-list for international travellers, VisitBritain has adopted a four point strategy: 1. Inspiring travellers from overseas to visit and explore Britain. 2. Delivering a global network to support tourism promotion in mature and developing markets. 3. Championing tourism and engaging industry and Government in support of its growth. 4. Maximising the tourism legacy benefits of the 2012 Olympic Games and Paralympic Games. Where VisitBritain makes a difference According to ‘The contribution of VisitBritain’ published by Deloitte in March 2010, VisitBritain makes a difference to the UK visitor economy in three key ways: 1. By injecting over £1.1 billion of revenue into the economy every year through the additional visitor spend directly and indirectly generated through international marketing and our commercial activities. 2. The export platforms and business services provided by VisitBritain achieve economies of scale for the sector of around £159 million, significantly reducing costs for many of our partners, public and private. 3. By helping to enhance Britain’s overall image as a country in which to work, invest and do business, thus contributing to the wider economy. This translates into supporting 28,000 jobs across Britain. 3. VISITENGLAND In the past year VisitEngland has moved quickly to initiate a number of important projects to establish the remit for VisitEngland. Most important of these has been the development of a new Strategic Framework and associated Action Plan for English Tourism and defining the responsibilities of public agencies and private enterprise in their delivery. Launched in March 2010 and championed by VisitEngland, working with stakeholders through Partners for England, the Framework’s aim is to radically shift perceptions – and performance – of the English tourism sector in order to secure a year-on-year growth rate of 5% over a ten year period. The Framework’s vision is to maximise tourism’s contribution to the economy, employment and quality of life in England. This is supported by four parallel but interdependent objectives, all of which impact on VisitEngland’s own business priorities: Increase England’s share of global visitor markets Offer visitors compelling destinations of distinction Champion a successful, thriving tourism industry Facilitate greater connectivity between the visitor and the experience The approach of VisitEngland will be to inspire, engage and connect. inspire, through marketing activities engage through strategic communications, policy and stakeholder engagement programmes connect through quality and business development activities 2
VisitBritain and VisitEngland Annual report and financial statements for the year ended 31 st March 2010 4. GOVERNMENT OBJECTIVES AND PRIORITIES From April 2008, DCMS became responsible for a new Public Service Agreement target which is to: Deliver a successful Olympic Games and Paralympic Games with a sustainable legacy and get more children and young people taking part in high-quality physical education and sport. In order to reflect the totality of the work carried out by the Department, a new set of four Departmental Strategic Objectives were created for the current Comprehensive Spending Review period, two of which relate specifically to VisitBritain. These are to: Realise the economic benefits of the Department’s sectors; Deliver a successful and inspirational Olympic and Paralympic Games that provide for a sustainable legacy. VisitBritain and VisitEngland have taken these strategic aims forward by further using digital technology, by building on their already strong position in e-marketing and by making best use of VisitBritain’s network of overseas offices. In addition, they have worked towards: Building the long-term brand positions of British and English tourism through inspirational marketing, PR and imaginative use of digital marketing and social networking; Improving the quality of the industry’s product and providing attractive routes to market for our private sector stakeholders; Improving engagement with stakeholders in the private and public sectors, through the Partners for England initiative and other activities; Using available funding to help leverage the opportunity of the London 2012 Olympic Games and Paralympic Games to showcase Britain and to improve service standards and welcome. To measure success against achieving these objectives and priorities, VisitBritain (BTA) and DCMS agreed Funding Agreement targets for VisitBritain and VisitEngland; results against these targets are outlined on page 20 & 21. 5. ACCOUNTS DIRECTIONS The Secretary of State for Culture, Olympics, Media and Sport, with the approval of the Treasury and in accordance with Section 6(1) of the Development of Tourism Act 1969 has issued Accounts Directions to VisitBritain (BTA) and VisitEngland (ETB). These Directions state how the Annual Accounts should be prepared and what disclosure requirements must be followed. VisitEngland does not receive any income from the Exchequer or from any other source and does not make expenditure decisions. All costs incurred by VisitEngland and all other expenses connected to England’s work are met from within VisitBritain’s resources. VisitBritain is required to disclose all expenditure made on behalf of VisitEngland, specifying separately individual board member’s remuneration (see Remuneration Report). Copies of the latest Accounts Directions for both VisitBritain and VisitEngland can be obtained by contacting the Director of Business Services. 6. ORGANISATIONAL STRUCTURE Corporate Governance The VisitBritain Board is responsible for ensuring that VisitBritain and VisitEngland operate within the terms of the Development of Tourism Act 1969 and comply with statutory and administrative requirements for the use of public funds. The Board is also responsible for establishing the organisations’ overall strategic direction within the policy and framework agreed with DCMS and, subsequently, for overseeing the delivery of planned results by monitoring performance against agreed strategic objectives and targets. In carrying out its responsibilities in relation to VisitEngland, the Board is advised by the Board of VisitEngland. The Board comprises the Chairman, Christopher Rodrigues, CBE and six other members, five of which are appointed by the Secretary of State for Culture, Olympics, Media and Sport and one by the Welsh Assembly. The Chairmen of VisitEngland and VisitScotland sit on the Board in an ex-officio capacity. In addition, a small number of observers attend the Board by invitation. Two sub-committees report to the Board, the Audit Committee, whose members are identified below, and the Remuneration Committee whose report is on pages 22 to 26. The VisitEngland Board, comprises the Chairman and six other members, all of whom are appointed by the Secretary of State for Culture, Olympics, Media and Sport. In addition there are a number of observers who attend the meetings by invitation. 3
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