Tourism within public/private sector
1.2 Advantages and Disadvantages of private/public sector partnership.
Introduction
The effective management of tourism at destination level can only truly be achieved through partnership, due to the number and complexity of stakeholders. For a long time, national and local governments have talked about partnership as a means to increase joined-up thinking and public/private sector involvement. The tourism sector, because of the nature of the work in engaging the private sector and working across boundaries, was an early adopter of the partnership principle.
However, the drive for partnership working has taken on a new dimension since England’s Regional Development Agencies (RDAs) undertook the remit for tourism and its funding in April 2003. Since that time the management structure of tourism has undergone a significant change. Many areas have seen the growth of destination management partnerships, although their delivery and style has not been uniform around the regions.
For example in the North West, Destination Management Organisations (DMOs) are affiliated to Economic Partnership structures, whilst in the South West, destinations were identified through research on what the visitor recognised as the destinations. This section does not give a critique of different structures but includes non-prescriptive guidance on partnership issues that a destination manager may encounter.
The purpose of tourism partnerships
In the past, tourism partnerships were primarily driven by local authorities and concerned mainly with the co-ordination of marketing/promotion and delivering council objectives with private sector approval. Partnership has been described as "The pursuit of funding/shared goals through mutual distrust".
In the current strategic climate, and in an effort to deliver truly sustainable tourism services, the aims of existing and new tourism partnerships have been widened to act as the strategic body of tourism within their destinations. This
Introduction
The effective management of tourism at destination level can only truly be achieved through partnership, due to the number and complexity of stakeholders. For a long time, national and local governments have talked about partnership as a means to increase joined-up thinking and public/private sector involvement. The tourism sector, because of the nature of the work in engaging the private sector and working across boundaries, was an early adopter of the partnership principle.
However, the drive for partnership working has taken on a new dimension since England’s Regional Development Agencies (RDAs) undertook the remit for tourism and its funding in April 2003. Since that time the management structure of tourism has undergone a significant change. Many areas have seen the growth of destination management partnerships, although their delivery and style has not been uniform around the regions.
For example in the North West, Destination Management Organisations (DMOs) are affiliated to Economic Partnership structures, whilst in the South West, destinations were identified through research on what the visitor recognised as the destinations. This section does not give a critique of different structures but includes non-prescriptive guidance on partnership issues that a destination manager may encounter.
The purpose of tourism partnerships
In the past, tourism partnerships were primarily driven by local authorities and concerned mainly with the co-ordination of marketing/promotion and delivering council objectives with private sector approval. Partnership has been described as "The pursuit of funding/shared goals through mutual distrust".
In the current strategic climate, and in an effort to deliver truly sustainable tourism services, the aims of existing and new tourism partnerships have been widened to act as the strategic body of tourism within their destinations. This