Alternative Delivery Options: Assessing VB and VE functions as underpinned by their corporate objectives VisitBritain Function International consumer marketing International trade engagement and export support Building market and customer knowledge Providing leadership and advice on inbound tourism Commercial activity and partnerships Comments Delivery option Abolish No No No No No The functions are still required. Could not abolish one function without an adverse impact on the rest. Move to central government Possible Possible Possible Possible No be done but would risk loss of specialist knowledge, skills and expertise and would be likely to limit scope for commercial partnerships and activities. Move to local government No No No No No Issues of co-ordination and funding would make it very difficult for local government to carry out the functions effectively.
Merge with another body Possible Possible Possible Possible Possible Could be merged into UKTI or British Council but would risk loss of focus and might be treated as less of a priority than other UKTI / BC business. Move to public service mutual or private sector No No No No No Not clear that it would provide overall expertise and leadership required or be more efficient and effective. Possible issues of accountability and procurement. Public Corporation No No No No No Does not generate sufficient commercial income. Maintain current status as NDPB Yes Yes Yes Yes Yes Remains the best way to deliver the functions. VisitEngland
VISITBRITAIN AND VISITENGLAND – OVERSEAS AND ACCOMMODATION Country Locations VB Posts VE Posts Total Posts VB annual cost £ VE annual cost £ Total cost £ of occupancy Australia Sydney 2 2 18,000 0 18,000 FCO Belgium Brussels 1 1 19,000 0 19,000 FCO 0 2 2 0 12,480 12,480 Commercial lease on 3 months’ notice Brazil São Paulo 5 5 21,603 0 21,603 Commercial to October 2015. 3 months’ notice. Renewable for 3 years. Canada Toronto 2 2 18,000 0 18,000 FCO Shanghai Beijing Hong Kong 5 3 3 5 3 3 45,000 27,000 27,000 45,000 27,000 27,000 FCO FCO FCO Denmark Copenhagen 1 1 9,000 0 9,000 FCO France Paris 2 2 4 18,000 18,000 36,000 FCO Germany Berlin 5 5 22,439 0 22,439 Rented from the British Council for an indefinite period. 3 months’ notice. 0 2 2 0 18,000 18,000 FCO India Mumbai Delhi 1 4 1 1 5 9,000 45,000 9,000 0 18,000 45,000 FCO FCO
5. The public body must be compliant with Data Protection legislation. The BTA complies with Data Protection legislation. The BTA is registered as a Data Controller in the Data Protection Register on the (registration number Z8917617). 6. The public body should be subject to the Public Records Acts 1958 and 1967. N/A The BTA is not subject to the Public Records Acts 1958 and 1967. PRINCIPLE SUPPORTING PROVISION COMPLY EXPLAIN The Accounting Officer of the public body is personally responsible and accountable to Parliament for the use of public money by the body and for the stewardship of assets. Accountability for Public 7. There should be a formally designated Accounting Officer for the public body. This is usually the most senior official (normally the Chief Executive). Sally Balcombe, the Chief Executive of VisitBritain, has been formally designated Accounting Officer for the BTA. 8. The role, responsibilities and accountability of the Accounting Officer should be clearly defined and understood. The Accounting Officer should have received appropriate training and induction. The public body should be compliant with the requirements set out in “Managing Public Money. Sally Balcombe is fully aware of the responsibilities associated with this role which have been specifically outlined to her and she acts in accordance with the terms of her letter of appointment issued by the Permanent Secretary of DCMS. After taking up her post in September 2014, Ms Balcombe attended the first available Civil Service College Public Accountability training course in January 2015. The Accounting Officer is supported and assisted in the exercise of her functions by, inter-alia, the Audit Committee, the Chief Executive of VisitEngland and employees of the BTA, but has not assigned absolutely to
and executives. No one individual has unchallenged decisionmaking powers. VisitEngland is legally accountable to the and Accounting Officer of BTA who exercise their responsibilities through an internal Funding Agreement and a Memorandum of Understanding with ETB which details the corporate governance arrangements. Unless otherwise stated references below to ‘the Board’ are to the Board of the BTA known as VisitBritain.
25. There should be a formal, rigorous and transparent process for the appointment of the Chair. This should be compliant with the Code of Practice issued by the Commissioner for Public Appointments. In accordance with the Development of Tourism Act, 1969 (‘the Act’) the Chairman of BTA is appointed by the Secretary of State for Culture Media and Sport in accordance with the Code of Practice issued by the Commissioner for Public Appointments. The process is led by DCMS and, as BTA is a Cross Border Authority, representatives of the Scottish Executive and Welsh Assembly are involved. 26. The Chair should have a clearly defined role in the appointment of non-executive board members. Part In accordance with the Act, 5 members are appointed by the Secretary of State for Culture Media and Sport: the process is led by DCMS and the Chairman sits on the interview Panel and is fully involved in drawing up the shortlist presented to Minsters. The Chairman is not involved in the appointment of the Chairmen of VisitScotland and VisitEngland who sit on the Board as ex-officio members nor in the appointment of the member appointed by the Welsh Assembly. 27. The duties, role and responsibilities, of office and remuneration of the Chair should be set out clearly and formally defined in writing. Terms and conditions must be in line with Cabinet Office guidance and with any statutory requirements. In accordance with the terms of the Act, the Chairman (and the Chairman of ETB) is appointed by the Secretary of State for Culture, Media and Sport and the letter of appointment, together with a Statement of the Terms and Conditions of Appointment, is sent by the incumbent SoS: the matters
In each case, Individual relationships exist with key stakeholders including marketing partners and stakeholder management systems are in place. More widely, our industry stakeholders receive regular news and updates via online newsletters and our corporate websites are regularly updated with the latest news and information. Members of VisitEngland’s Quality Scheme receive a quarterly Magazine. Both VisitBritain and VisitEngland invite key stakeholders to launches and other relevant events throughout the year: in the case of VisitBritain this includes an annual review launch. VisitBritain also runs the British Tourism Industry Group which includes representatives from all key stakeholders. This Group meets four times a year. VisitEngland has three main stakeholder forums: A Strategic Industry Advisory group which is used to advise and monitor progress on the Strategic Framework for Tourism 2010-2020 The Destination Management Forum which brings together destination management
J: Key documents Development of Tourism Act 1969 Government Tourism Policy (March 2011) Secretary of letter on the outcome of the 2010 spending review VisitBritain and VisitEngland Annual Report and Accounts 2013-14 VisitBritain and VisitEngland Annual Report and Accounts 2012-13 VisitBritain Business Plan 2014-15 VisitEngland Business Plan 2014-15 VisitEngland Corporate Strategy 2011-15 Delivering a Golden Legacy: A growth strategy for inbound tourism to Britain from 2012 to 2020 VisitBritain: Annual Review 2013-14 England: A Strategic Framework for Tourism 2010-2020 (revised edition 2011)