What will happen if we do not make this kind of significant change and just continue as we are?

Analysis shows that visitor numbers will grow – but not in a way that benefits the region. There will be:

• more new jobs - but they will be seasonal and of lower quality;
• more visitors in parts of the region at times of the year which are already at capacity;
• more traffic congestion and negative impact on local communities;
• more harm to the environment;
• loss of higher quality businesses;
• an industry which loses the support of the local community. On the other hand, by adopting this new strategic approach and taking into account the wider implications, tourism will:
• have a positive impact on the environment;
• improve the quality of life of local people;
• take advantage of our competitive edge;
• provide a long-term and sustainable industry.

There are many challenges to be faced in the coming decade in order to achieve this vision by 2015, but we have the opportunity to:

• adapt to the changing nature of customer behaviour and motivations;
• continue to respond to the changing needs of customers in terms of quality and service requirements;
• react effectively to the increasing competition as tourism grows elsewhere;
• target actions and responses so that we act responsibly to the predicted national market trends for the next ten years. These are:
• the potential of up to 20% growth in domestic tourism spend, with almost all this growth in the desirable off-peak and off-season periods;
• the potential of up to 19% growth in overseas tourism spend, of which a suggested 10% increase is achievable and sustainable for the region;
• a further 20% growth in spend by day visitors and those visiting friends and relatives;
• the potential increase in tourism income of up to £ 1.6 billion per year in South West England by 2015 as a result of the above, of which a suggested £1.25 billion can be achieved through responsible management.
• overcome the pressures that tourism puts on the South West’s key assets – our unique environment, communities and culture;
• increase the ways in which tourism can drive improvements in the quality of life of the region and minimise any negative effects for local communities;
• resolve the skills shortages and mismatches to enable the industry to meet the quality challenge and ensure we match consumer and workforce needs;
• improve the quality of employment in the industry and ensure that it is rewarding and that there are effective career structures;
• resolve the over-complexity within the publicly funded organisations and local government that support the sector, by revising and significantly improving the focus and co-ordination of tourism planning and support arrangements;
• be able to respond quickly and effectively to the impact of external factors and crises affecting tourism and the uncertainty they bring;
• finally, but most importantly, engage with the industry in a dynamic partnership for action and delivery.

With all partners driving towards this approach, tourism in the South West could by 2015 be significantly different from today, namely an industry that is:

• radically less seasonal. The value of tourism generated in off-peak and off-season would increase by 40%, with a managed reduction of volume in the peak periods, where appropriate and desired;
• of higher quality. The industry would have more competitive businesses with higher productivity than any similar region;
• delivering an improved all round experience. Visitor satisfaction rates would be over 85% and there would be high levels of repeat business;
• able to command a 15% premium price over relevant competition;
• welcomed even more across the region. At least 90% of people within host communities would accept and support tourism;
• a key driver in protecting and enhancing the environment;
• a better employer. 75% of staff employed would be satisfied with their conditions of employment, training and if appropriate, career development;
• supported by effective tourism management arrangements. These would be at both regional and destination level and would avoid duplication;
• creating jobs. Tourism would be able to create a further 5% growth in employment;
• making existing jobs better. At least 30% of existing jobs would be enhanced in some way;
• a major wealth creator for South West England. The industry would generate a sustainable increase of at least £1.25 billion per year into the regional economy.

The vision is based on achieving a far greater integration between the needs of the industry, the customer, the environment and local communities than ever before. It makes the most of the balance between the various elements and will achieve a ‘virtuous circle’ – by prioritising the environment and the needs of local communities, this will improve the region in a way that will make South West England more attractive to visitors for the long-term.the long-term.