Tourism Policy and Strategy - Report Example

Tourism Policy & Strategy - Deconstruct a piece of tourism policy al affiliation Tourism Policy & Strategy - Deconstruct apiece of tourism policy Introduction The policy concerning tourism is a critical part of investigation, as it is realistic and of theoretical significance (Fidgeon, 2008). Tourism is a critical sector in a country’s economy as transnational travel involves government teamwork, for instance, mutual airline discussions, decisions about delivery of services and facilities, relations with other regions and its environment (Fidgeon, 2008). The process of policy formulation entails integrated set of components. Usually it is of essence to understand what needs to be done and whether they are legally right. Task one- Philosophy Environmental policies After the European Union agreed to reduce its conservatory gas productions in 2008, it portrayed its responsibility to engage in the environment change campaign and to guide the world in determining how this might be organized (European Commission, 2000). The approved cut of twenty per cent from 1990 points by 2020, at the same time with a twenty percent renewable goal, was an important phase for the EUs environmental development and a pure indication to the rest of world that the European Union was set to take the action needed. This was achieved by meeting the Kyoto Protocol objective (European Commission, 2000). In this white paper, the company finds the correct balance between social, economic, and environmental plans to improve the positive influences that aeroplanes produces, while reducing the negative effects and meeting approved environmental standards (Fidgeon and Ritchie, 2005; pp. 3. Par.1). They add that, the government will introduce immediately a plan to inspect how the environmental harms at Heathrow may be corrected (Fidgeon and Ritchie, 2005; pp. 8. par. 2). Government transport policies An important element of environmental development in towns is the execution of more effective, impartial, and sustainable systems of transportation (Litman, 2003). Sustainable expansion requires meaningful modifications in the transportation method, all in an endeavour to increase financial effectiveness, equity, and environmental safety. This cannot be attained simply by regulating the number of vehicles on the roads or even advancing traffic movement. In the thought of Litman (2003), the entire transport system needs a complete change of the technique used by the specialists in tackling difficulties. Glasgow Airport is situated within the local authority known as the Renfrewshire Council local authority and is supported by the Renfrewshire Local Plan (Michael, 2006). Local planning policies of the Renfrewshire Local Plan were approved in 2006. The plan recognises the worth of Glasgow Airport as a main component of the local and international economy, and aims at making provision for the working requirements and development within the airport to ensure its continuous development (Michael, 2006). The white paper provides a description of support for local air facilities and airport expansion. It further states that they expect all major airports create or update main plans, to take the White Paper’s consideration (Fidgeon and Ritchie, 2005; pp. 4. par.3). The white paper states that the main priority is to make use of the present runways at the main airports in South East. Besides that, they support the construction of two modern runways by 2030 in the South East (Fidgeon and Ritchie, 2005; pp.7 par.2). Local government planning directives The development framework is integral to the success of the development of the Community Policy Plan. For instance, the directives aim at raising the living standards of residents. This can be achieved through the encouraging business expansion in appropriate sites (Burnham, 2000). According to Richmond (2011), the Council will make sure that garbage collection and removal arrangements are established according to the principles of sustainability grounded on an order of waste control. The UDP describes policies and suggestions on how the region should progress over a fifteen years. It offers a framework for dispensing property expansion and transport with the planed period (Richmond, 2011). This policy influences the white paper in that, the Government, the Civil Aviation Authority and the productivity parties agree that they must uphold their high benchmarks, and identify possible threats to make developments (Fidgeon and Ritchie, 2005; pp.4 par. 2). Specific aviation policies The Aviation Bill into Parliament was introduced in November 2011 by the Secretary of State. Dargay (2007) is of the thought that the Bill was set to improve the manner in which the airports are controlled in the UK. Currently, the Bill is in discussion and is expected to be ready by April 2013. This Bill will present a license built outline and will give the Civil Aviation Authority greater elasticity for instance, by changing the period of the price influence period and letting clients and the airport to take advantage of the profits of commercial contracts (Civil Aviation Authority, 2001). Fidgeon and Ritchie, (2005) state that, they support an expansion of Heathrow-including a modern runway after the decline in 2015–2020- given that environmental issues are put into consideration. They propose a serious plan of work to handle the pollution problems at Heathrow and institute mechanisms on how to make use the current airport (Fidgeon and Ritchie, 200; pp.7 par 4). Pressure groups & their policies Organizations that pursue to use influence on administration from external forces are known as pressure groups. They are fragments of the civil associations. Pressure groups act as a way of interaction between the citizens and government (Elster, 1999). Airport Watch is planned to work as the highly effective local watch plans used in groups across the nation (AOPA, 2003). All pilots are encouraged to watch for rare or suspicious events and provide information. The aims of the Airport Watch agenda were to increase security at common airports, to help in the reduction and prevention of crime within the aviation society, and to control the mandated safety rules from the security management (AOPA, 2003). The white paper was influenced by the pressure groups and their policies whereby Fidgeon and Ritchie (2005; pp.2 par. 7) argue that a consultation would be made in relation with plans for supporting local air transport through public service obligations, and provides explanations on how to conduct its own assessment in terms of security and prevention of crimes. Task two Visioning is a conceptual process in which pictures of the expected future-objectives and purposes-are formulated in an appealing and fascinating manner to perform as stimuli for the current action (Roberts, et al., 2011). Heathrow’s vision is to become the biggest Europe’s hub of choice and United Kingdom direct connection by making connections the best (Fidgeon and Ritchie, 2005). From a series of discussion by several parties, the airport has developed a total approach for the next era to work and achieve the set vision (Fidgeon and Ritchie, 2005). HAL’s policy will support Heathrow as the United Kingdom’s hub and recognize a route to viable (Fidgeon and Ritchie, 2005). Q6 will be an essential step in the approach to making the vision an authenticity Task 3 Mission Statement According to Fidgeon and Ritchie (2005), the mission statement is delivering hub choices of passenger experience, ensuring that there is efficient hub capacity for the passengers, and providing a cost comparative operating tool for consumers at the airport Task four The company is guided by the following aims. 1. To provide joint passenger principles (Fidgeon and Ritchie, 2005; pp.7 par 5) 2. To provide community service propositions to community members to achieve their vision (Fidgeon and Ritchie, 2005; pp.7 par 6) 3. To describe Heathrow’s specific responsibility within the general service proportions (Fidgeon and Ritchie, 2005; pp.7 par. 7) Task 5 – Objectives Heathrow’s external access influences the role in preserving HAL’s and United Kingdom’s competitive benefit (Fidgeon and Ritchie, 2005). This is done by considering point-to-point airline traffic. They will also reinforce relationship between partners. Task 6 Demand strategies increase the competitiveness of the airport. These demand strategies according to Fidgeon and Ritchie (2005) include; 1. Demand for airport capacity and services (Fidgeon and Ritchie, 2005; pp.7. par. 4) 2. Changing airline business model (Fidgeon and Ritchie, 2005; pp.12. par. 5) 3. An intensification in airline or passenger prices sustained over a period of time-sustained upward move in oil cost and passenger prices (Fidgeon and Ritchie, 2005; pp.12. par. 6) 4. The compensation rates of past events have reduced; thus, an increases in its demands (Fidgeon and Ritchie, 2005; pp.13. par. 8) 5. Good maintenance of airport and fuel prices (Fidgeon and Ritchie, 2005; pp.13. par. 7) Supply strategies can increase your attractiveness Among the supply strategies as evidenced in Fidgeon and Ritchie (2005) include; 1. Creations of terminal gates and developing the largest airline in the region this approach will also create a huge storage car pack for its clients (Fidgeon and Ritchie, 2005; pp.11. par. 3) 2. Improve on terminal restoration and modernisation. This strategy enhances the passenger involvement with an assortment of assets (Fidgeon and Ritchie, 2005; pp.11. par. 4) 3. Combined baggage scheme will change the life terminated baggage structure in Terminal 3 (Western Baggage Product) (Fidgeon and Ritchie, 2005; pp.11. par. 5) 4. Implementation of technology strategies reduces working costs and creates an improved value to Heathrow’s occupational, airline and customer stakeholders (Fidgeon and Ritchie, 2005; pp.11. par. 6) 5. The programme collects the investment for Q6 and assists facilitate the arranging of Q5 across the resources portfolio as essential. This is known as programme identification (Fidgeon and Ritchie, 2005; pp.11. par. 7) Task seven – who is the entity? Who wrote it the policy who implemented? Who are the stakeholders? The main entity in this programme is the Heathrow Airline Company. They closely work with the airline community to improve the future Heathrow airline community (Hall, 2008). Positive engagement process will attempt to recognize the most appropriate solution to mishandling of funds in the airport. This will in turn fulfil the general needs of customers. Heathrow has also been running closely with Air Company through the Main Planning Working Group (MPWG) to create the master plan and use of strategy for the airport. The entities include the Stakeholder Programme Boards, Surface Access Stakeholder Programme, and Information Technology, the airline working committee, and the Consultation at Gateways (Fidgeon and Ritchie, 2005). Task eight – who are the Winners and Losers The stakeholders involved in the development of Heathrow business plan are the Civil Aviation Authority, who was in charge of policy formulation. The surface access stakeholders who ensured effective implementation of the business plan. The information technology system, who were in charge of endorsing the ICT system within the programme, and it also worked with CIP group to develop the Land Use plan and Master plan for the airport. The successful stakeholders who implemented the plan were the Civil Aviation Authority, the information technology system, the CIP group, and the surface access stakeholders. References Aircraft Owners and Pilots Association., 2003. AOPA Airport Watch. Frederick, MD: AOPA Bishop, S. and Grayling, T., 2003. The Skys the Limit: Policies for Sustainable Aviation. London: Institute for Public Policy Research. Burnham, J., 2001. Review for the Commission for Integrated Transport of the report for the Scotland Office by Colin Buchanan and Partners Comparison of motoring taxation costs across Europe. Middlesex University. Available at: http://www.cfit.gov.uk/docs/2001/scot0122/scot0122/index.htm. Accessed on 17th March, 2013. Civil Aviation Authority., 2001. The Civil Aviation Authority’s response to the Government’s consultation document on air transport policy; 45-59. Kingsway, London Dargay, J., 2007. ‘The Effect of Prices and Income on Car Travel in the UK’, Transportation Research Part A, 41, 949-960. Elster, J., 1999. Cycling and Social Inclusion. CASE Report 8. Available at: http://sticerd.lse.ac.uk/dps/case/cr/CASEreport8.pdf. Accessed on 17th March, 2013. European Commission., 2000. Mandate – Working Group 1 of the European Climate Change Programme: “Flexible Mechanisms”, European Commission: Brussels. Fidgeon, P., 2008. Tourism education and curriculum design: a time for consolidation and review? Tourism Management 29: 390–401. Fidgeon, P., and Ritchie, B., 2005.The Future of Air Transport – Summary. The White paper. Available at http://www.hacan.org.uk/resources/reports/dft.future.summary.pdf Accessed on 17th March, 2013. Goeldner, C., & Ritcjie, B., 2005. Tourism, DeVry: Principles, Practices, Philosophies .New York: John Wiley and Sons. Hall, C., 2008. Tourism Planning: Policies, Processes & Relationships. Upper Saddle River, New Jersey: Pearson/Prentice Hall. Litman, T., 2003. Reinventing Transportation: Exploring the Paradigm Shift Needed to Reconcile Transportation and Sustainability Objectives. Available at: http://www.vtpi.org/reinvent.pdf. Accessed on 17th March, 2013. Michael, D., 2006. Glasgow Airport: BAA Glasgow. Paisley Page, S., 2009. Tourism Management: An Introduction. London: Routledge. Richmond, E,. 2011. The Unitary Development Plan (UDP).Available at: www.birmingham.gov.uk/udp . Accessed on 17th March, 2013 Roberts, et al, 2011.VISTAS Education, Economy and Community. The University of West London Journal Vol 1 (2).Available at: http://www.uwl.ac.uk/files/vistas/volume_1/vistas_vol1_issue2.pdf. Accessed on 17th March, 2013. Read More