2008
Management Consultancy Tools and Techniques
Development Management plan for an Estate
A large scale estate has been bequeath to a national charity in the UK . The charity specializes in the management of fine country houses and large areas of agricultural and environmentally sensitive land. The particular estate that you are asked to advise on has significant tourist attractions including a ruined castle, a four-mile long safe and sandy beach plus a huge area of protected heath land. Legislation protects the heath land from urban development. Within 10 miles of the estate there is a conurbation of 300,000 persons. The main employment in the conurbation is tourism and related industries. Within 30 miles of the estate there are 12 market towns in rural areas yet with increasing numbers of commuters who travel to the conurbation for employment. Increasingly new jobs are in the conurbation rather than the rural areas. The local economy is reliant upon tourism, which is seasonally based on the period from April to October. Recently in the last 5 years, there have been attempts to broaden the employment base to include I/T based jobs, and light industry. These attempts have had limited success due to a lack of skills in the local population. Persons moving into the conurbation are taking increasingly new jobs. The charity manages the estate with a team of 12 staff and an increasing number of volunteers. The latter are not employees as such but they do the work alongside full time staff. The charity has an estate manager, four administrative staff, and seven wardens responsible for the maintenance of access routes and the upkeep of the countryside. The wardens work in co-operation with the local farmers and the enforcement agencies. All additional service are contacted out or bought in from the regional HQ of the charity. It is recognized that all of the charity staff are over worked and are stretched to perform their duties. The charity has to operate within a clear legal remit thereby charging commercial rates for its services and properties. Increasing financial pressure is leading the organization to review its charging policies from car parks, local housing, rentals of fields, beach huts and licenses for horse rider to access the beach. These pressure if acceded to will change the relationships between the organization and the local population even though they may increase the financial viability of the organization.
Present By: Munazza Akhter Zakaria Dated: 30/06/08
The management of the estate is part of a wider regional scheme to not only become financially viable but also to increase access to the countryside, the beaches, and the heath lands. Increasingly the local organization is subject to regional and national directives thereby reducing its autonomy. These directives are largely financial.
The estate has a wide range of stakeholders ; members of the charity, local residents, tourists, local farmers, tenants, beach users, heath users, horse riders, walkers, local hoteliers, residents of the nearby market
Table of Contents Executive Summary ........................................................................................................................... 2 1.0
Introduction ........................................................................................................................... 3
1.1
Charity Estate Division Description ..................................................................................... 3
The Key Goal and Activity of a Charity Estate ............................................................................. 3 1.2
Characterization of Charity Estate ...................................................................................... 3
1.3
Background and Purpose.................................................................................................... 4
1.4
The progress of Charity Estate ............................................................................................ 5
2.0
Focus of the Charity Estate ..................................................................................................... 5
2.1
Strengths ........................................................................................................................... 5
2.2
Weaknesses ....................................................................................................................... 5
2.3
Opportunities ..................................................................................................................... 6
2.4
Threat ................................................................................................................................ 6
3.0
Goals and Objective ............................................................................................................... 7
3.1
Charity Estate Vision .......................................................................................................... 7
3.2
Mission .............................................................................................................................. 7
3.3
Strategic Objectives............................................................................................................ 7
4.0
Strategies for Charity Estate ................................................................................................... 7
4.1
Nationwide Charity Estate management ............................................................................ 7
4.2
Local Government and Regional agency relationship .......................................................... 7
4.3
Power and ability development .......................................................................................... 7
4.4
Awareness management .................................................................................................... 8
4.5
Intention marketing management ...................................................................................... 8
5.0
Conclusion ............................................................................................................................. 8
References ...................................................................................................................................... 10 Bibliography .................................................................................................................................... 10
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Executive Summary Tourism is the world’s biggest industry. It has become a major sector of economic activity since the latter part of the twentieth century and the trend is that it will continue to grow in the years to come. With this growth, a diversification of tourism products and destinations is taking place, with increased demand for nature related tourism, including tourism, visitation to national and natural parks, rural based tourism and the like. Economist had expected that in the year 2020 total tourist trips are predicted to increase to 1.6 billion. (Ramsar.org [Online] (Cite June 29, 2008) Available from <URL: http://www.ramsar.org>) The expected growth and the new trends experimental put tourism in a strategic position to make encouraging contribution to, and to unconstructively affect, the sustainability of natural protected areas and the development potential of surrounding areas and their communities. Tourism can in fact be a major tool for conservation of such areas and for raising the environmental awareness of residents and visitors. In this condition, financial resources for tourism that can be donated to conservation measures and through appropriate information, interpretation and education programs for visitors and residents. Additionally, developing tourism planning for protecting areas we have to plan a whole project outline carefully, arranging properly monitoring, and implementation teams in order to ensure their long-term sustainability. Otherwise, negative impact can be occurring for our misjudgment. Recent past in a few years, the “Ecotourism” the new concept of tourism introduces. Ecotourism is defined as the “Responsible travel to natural and cultural areas that conserves the environment and improves the well being of local communities”. It was introduced for the purpose of developing the management plan. (Ramsar.org [Online] (Cite June 29, 2008) Available from <URL: http://www.ramsar.org>) For diversification of tourism into “Ecotourism” a large scale of the UK, the state has been transferred to a National charity. To cover up their financial resource for charity cost they convert their estate resource as an investment portfolio. The national management of the charity is creating a new vision for its organization based upon moving from “transactions that are financial “to “transactions that are emotional”.
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1.0
Introduction
1.1
Charity Estate Division Description Currently in the UK a large scale of non-profitable organization, involve in ecotourism or estate development business. In this case each charity or estate of non government organizations has their own strategy plan with different organizational structure and its reflective of their own communityâ&#x20AC;&#x2122;s view of tourism, its promotion and ongoing development. The funding of Charity varies from areas to areas, based usually on the relative importance of tourism to the area, the support the organization receives from visitor-related businesses and the degree to which the local authority chooses to support and invest in the generic promotion of the region to attract visitor spend. The charity is based on locality, are overall participator are linked into the wider local areas. The Key Goal and Activity of a Charity Estate Key goals of Charity tourism or ecotourism are: To grow international and domestic visitor expenditure in the local areas, to provide sustainable, economic, environmental, social, energy conservation, recycling, volunteering, and collaborating with other organizations in the locality and cultural benefits to the local community. Although the strategies, plans and program completely run by the Charity or Ecotourism non-profit organizations, they also have their some common key activity: Preservation and promotion of local cultural and traditional elements
1.2
Characterization of Charity Estate The charity managed the estate with a team of 12 staff and an increasing number of volunteers. The latter are not employees as such but they do the work together with full time staff. The charity has an estate manager, four administrative staff, and seven wardens responsible for the maintenance of access routes and
Charity State Manager
Finance Manager
Volunteers
Human resource manager
7 Wardens work in co-operation
Implementation and Development/IT manager
Volunteers
Marketing /Promotional Manager
Volunteers Volunteers
Local farmers and Enforcement Agencies
Figure 1: Organizational Structure Chart of Charity Estate
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the upkeep of the countryside. The wardens work in co-operation with the local farmers and the enforcement agencies. All additional services is contacted out or bought in from the regional HQ of the charity.
1.3
Background and Purpose The charity estate is expertises in managing of agricultural and environmentally sensitive land. It has momentous tourist attractions including a ruined castle, a four-mile long safe and sandy beach plus a huge area of protected heath land. Legislation protects the heath land from urban development. The report included detailed information of sector issues and proposed recommendations, goals and actions for the sector. The purpose of this strategy is understood stakeholder groups and their key interests and powers, issues, objective and strategies to implement by Charity Estate. As we know that each stakeholders playing an important key role in the institutional development of the Charity Estate, and contributing its performances to serve excellent services to the final consumer.
Horse Riders
Members of the Charity
Walkers
Heath Users
Local Hoteliers
Beach Users
Residents of towns
The Charity Estate Local Farmers
Inhabitants
Tourists
Government
Local Residents
Fundraising Media
Figure 2: Key Stakeholder of Charity Estate
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1.4
The progress of Charity Estate The state has a broad range of stakeholders; members of the charity, local residents, tourists, local farmers, tenants, beach users, heath users, horse riders, walkers, local hoteliers, residents of the nearby market towns, and the population of the conurbation. The vision of Charity estate is prompt feedback and shape ongoing implementation. It can develop the estate economic. Visitors as tourists are the key player in economic regeneration and help us to achieve that vision. The charity has undertaken a number of projects during the start 2008-2028: 1. Developing funding proposal and contract for properties 2. Engaging local government, council and National Tourism organization for achieving the clear legal remit permit 3. Introduce new charging policies for car parks, local housing, rental of fields, beach huts and licenses for horse rider to access the beach 4. Create a strong stakeholders relations ship by analysis stakeholder interest and powers 5. Implementation development will increase the funds. It will change the relationships between the organization and the local population even though they may increase the financial viability of the organization 6. Huge job placement for countryside peoples This progress achievement will encourage the charity estate vision for 2028.
2.0
Focus of the Charity Estate The SWOT analysis characterizes the major point of the Charity estate, for future vision 2028:
2.1
Strengths Cooperative skill and expertise of Charity staff and managers Strength of competitiveness driving modernization and best practice by many Stakeholders Strong local community connection and good communication relationship which makes strong bond Cooperative excitement and enthusiasm of stakeholder for regional and national goal promotion Providing huge job place for local, national and countryside people Charging rates are similar as like commercial rate
2.2
Weaknesses Lack of quality management systems in charity Uneven financial support base with close-minded influences Price influence cost the pressure to review its charging rate Non payment benefits responsibilities to stress levels Low performance Stakeholders personal interests and power interruption
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2.3
Opportunities Positive early stakeholderâ&#x20AC;&#x2122;s feedbacks on recent development strategy initiatives Metropolis support for Charity Estate initiatives contribution of 3000 citizens and 12 market towns in developing national strategy implementation Development of new tools and programs for quality business management available to local operators Recreation and monitoring public playground and parks plan Increasing number new job placement and voluntaries work help to develop key skills peoples in a particular sector Making more effective use of existing tourism assets Development of agricultural and industrial tourism product
Strengths
Weaknesses
Cooperative skill and expertise of Charity staff and managers
Lack of quality management systems in charity
Strength of competitiveness driving modernization and best practice by many Stakeholders
Opportunities
Price influence cost the pressure to review its charging rate
SWOT
Threat
Metropolis support for Charity Estate initiatives contribution of 3000 citizens and 12 market towns for develop national strategy implementation
Increasing stakeholder expectations of Charity Estate role and function scope, unmatched by resources
Development of new tools and programmes for quality business management available to local operators
Incompatible capability and quality of citizen worker Increasing choice of options for leisure tour
Figure 3: SWOT analysis of Charity Estate
2.4
Threat Increasing stakeholder expectations of the Charity Estate role and function scope, unmatched by resources Incompatible capability and quality of citizen worker Lack of understanding of tourism in local government aggravate by local government election cycle An increasing choice of options for leisure tour Increasing competition for the drive market Threat of terrorism in UK Environment global climate changes
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3.0
Goals and Objective
3.1
Charity Estate Vision Charitable Estate is recognized and well known as the key locality. Its main responsibilities for developing and promoting sustainable ecotourism expansion.
3.2
Mission To escort state ecotourism strategy implementation by: Construction's ability, capacity, professionalism and sustainability of the Estate Facilitating communication and incorporation with other tourism sector groups and agencies To increase visitor numbers, length of stay and visitor spending by working with local Tourism to raise the profile To recognize the needs and desire of visitors, ensure that these expectations are satisfied, and marketing promises delivered
3.3
Strategic Objectives To facilitate structure of the new Charity estatee which, by the start years: Have long term strategic development plans reverse by long term funding which contribute the core objectives of the Charity Estate ecotourism project for 2028 Attracting new investment as well as encouraging indigenous growth to improve basic infrastructure, particularly in the metropolitan areas. Be seen by the wider industry as a highly valued resource and a primary enabler of national and regional tourism sector progress Survive healthier implicit and easier to work with for industry, local government, central government, Tourism UK and other agencies Increased cooperative marketing, particularly in the international market Develop strong bond relationships with all stakeholders of the estate
4.0
Strategies for Charity Estate
4.1
Nationwide Charity Estate management Develop an agency and legal authorized structure to monitor and control strategies for estate Doing consulting with tourism expert consulting firms and law firms, whenever dealing with the Central government Establish a sustainable operating structure and funding model for Charity Estate.
4.2
Local Government and Regional agency relationship Create and tribute documented partnership mechanisms with Local Government Keep good communicate relationship with local and Nationwide government
4.3
Power and ability development Offer quality and timely free advice on local tourism planning.
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Operate as a planner of research projects, including securing and administering funding for these. Provide basic information to investors and stakeholders on the requirement legislation act
4.4
Awareness management Set up and preserve a record of Charity Estate information including structure, governance, funding, resource allocation, human resources and activity areas. Establish relationships with relevant overseas organizations to maintain a knowledge and contact database of global best practice. Develop best practice resources for Charity estate ecotourism operations. Work with Local Government UK on best practice resources for Charity estate ecotourism governance.
4.5
Intention marketing management Maintain national destination marketing strategy Facilitate joint marketing initiatives for stakeholders Develop operational partnership protocols with Tourism stakeholders Maintain a resource of regional identity and positioning information to facilitate informed decisions on regional differentiation to increase the appeal for international and domestic visitors to explore the regions more widely.
5.0
Conclusion Tourism is the world’s biggest industry. It accounts for more than 10% of total employment, 11% of global GDP. (Ramsar.org [Online] (Cite June 29, 2008) Available from <URL: http://www.ramsar.org>). Economist had expected that in the year 2020 total tourist trips are predicted to increase to 1.6 billion. Introducing “Ecotourism” as a national charitable estate for local government it is a quite difficult and risk task. To cover up their financial resource for charity cost they convert their estate resource as an investment portfolio. The national management of the charity is creating a new vision for its organization based upon moving from “transactions that are financial “to “transactions that are emotional”. The basis expectation for charitable estate is simple to gain money to running paddle cycle of charity tasks, if the expected key action plan 2028-vision strategies work through then there is great future opportunity will be occur in Countryside. The main key point we have to remember that redevelopment of countryside increase the economic growth of whole nations and provide excellent profitable feedback results for stakeholders and local people’s benefits by getting new employment facilities.
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Important Literature review for Charity Estate Strategy means adoption important to evolutionary success. This term first innovated in the military world. In the military world, strategy is known as a planning of war or science of military strategy. In addition, Planning is a scheme for achieving objectives or diagram of the layout. In Corporate, world strategy means a plan of future and strategic based on a plan of action. In simple word, strategy is a plan but it is quite complicated to explain it as only planning of business direction or path. Deriving and selecting a course of action ( Schendel, D (1992)”Introduction to the summer 19994 special issue- Strategy: search for new paradigms” Strategic Management Journal, Volume: 15 (special issue) pp 1-5. SWOT analysis is based on abstracting the Strengths, Weaknesses, Opportunities and Threats, and as Johnson and Scholes (2002) exposed in its book Exploring Corporate Strategy this analysis “summarizes the key issues from an analysis of the business environment and the strategic capability of an organization”. To make this analysis and as it was mentioned, there is an internal review, in which the organization has to explore the processes that it has and the resources available, establishing the strengths and the weaknesses. The external review has to consider some issues in the environment such as politics and legislation, new technologies, public expectation, demographic trends, competitive market that will allow the strategist to determine the opportunities and threats. In 1984, Freeman defines stakeholders as “any group or individual who can affect or is affected by the achievement of the organization objectives”. (Andrew L. Friedman and Samantha Miles (2006). Stakeholder engagements define as a relationship builder with internal and external stakeholder. It also wants to make sure their collaboration and alignment relationships between the concerned parties. In simple, we can define stakeholder as a risk controller of any group or individual organization or a company with an interest in the outcome of the project. Alternatively, Stakeholders are persons, groups or institutions with interests in a project or program.
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References Ramsar.org [Online] (Cite June 29, 2008) Available from <URL: http://www.ramsar.org>) Schendel, D (1992)”Introduction to the summer 19994 special issue- Strategy: search for new paradigms” Strategic Management Journal, Volume: 15 (special issue) pp 15 Gerry Johnson and Kevan Scholes (2002), “ Exploring Corporate Strategy”, 5th edition, Financial Times, Prentice Hall Imprint, page 10) Andrew L. Friedman and Samantha Miles (2006), “Stakeholders-theory and practice” published by Oxford University press Inc, New York, page 4)
Bibliography Bob Grarrat(1995),” Developing Strategic Thought- Rediscovering the art of directiongiving”, published by McGraw Hill Book Company Eric Verzuh (2008), “The fast forward MBA in Project Management”, edition 3rd, John Wiley & Son, Inc. Andrew Holmes (2002), “The Chameleon Consultant- culturally intelligent consultancy, published by Gower publishing limited Richard S. Handscombe, Philip A. Norman (1993), “Strategic Leadership- Managing the Missing Links” 2nd edition, published by McGraw Hill Book Company Richard Whittington (1993) “What is strategy- and doesn’t it matter?” published by London and New York, Routledge
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