Disgrifiad o'r contract
**INTRODUCTION**
The tourism industry in the UK is experiencing a period of strong growth. GDP contribution grew by 6.2% in 2017 – higher than the global average of 4.6% and four times faster than the UK economy as a whole. This supports 9.6% of total employment; 9% of UK GDP and 4.9% of UK exports (the UK’s fifth largest export industry) [Tourism Alliance: 2017].
The tourism industry has also been at the forefront of the UK’s economic recovery since the 2008 recession. The sector provided growth for the UK economy at a faster rate than most other industries and increased export earnings by 26.5% The Office for National Statistics found that the tourism industry provided almost a third of the additional 900,000 jobs that were created in the UK between 2010 and 2013 [Tourism Industry Council: 2016].
However, the industry is facing a real and growing challenge – there are simply not enough people pursuing careers within the tourism industry. People 1st, the former Sector Skills Council for the tourism and hospitality industries, have estimated that the sector will require 1.3m new staff by 2024 at a time when the UK will lose ready access to the EU labour pool as a result of Brexit, and when unemployment levels are at their lowest since February 1975 at just 4% (or 1.36m people) [https://tradingeconomics.com/united-kingdom/unemployment-rate].
Furthermore, tourism careers are typically perceived as unattractive through negative misconceptions relating to low skills, low pay, poor conditions and lack of training opportunities – misconceptions commonly shared by job seekers, careers advisors, teachers, students and their parents.
Much of the relevant education and training opportunities that are available are frequently regarded by businesses within the industry as inadequate, out of date, and incapable of producing the volume of work-ready candidates that the industry requires.
**THE VISION**
Therefore a group of like-minded individuals in Wales, representative of the industry, the education providers and the local community, have come together as a committee with a clear vision to provide an innovative solution to the talent shortfall and apparent image crisis of the tourism industry.
This vision is to create an industry-led vocational training academy in Wales – a real step change for the provision of how training is delivered for tourism businesses.
The academy will transform the perception of the industry by creating a ‘shop window’ that will enthuse people to pursue a career in tourism. It will become a ‘flag bearer’ for quality standards, serving as an industry hub that will ultimately drive up standards through high quality training and skills development, sharing of best practice, and collaboration.
The vision will require a consortium of businesses to work together to offer practical training, professional internships, paid international work placements & exchanges and sustainable careers with clear progression pathways.
The committee are commissioning an independent feasibility study and business plan that will outline a pilot academy positioned to serve the REGION OF SOUTH AND WEST WALES, ENCOMPASSING THE SWANSEA BAY CITY REGION (NEATH PORT TALBOT, SWANSEA, CARMARTHENSHIRE, PEMBROKESHIRE) AND CEREDIGION.
The committee see this pilot academy as a possible template for further academies to be rolled out across Wales that would ultimately form a network of academies.
**CURRENT SITUATION - AN INDUSTRY VIEW**
Hospitality and tourism within the UK currently contributes £127 billion to the national economy and provides employment for 3 million people (VisitBritain 2018). Since 2008 it has grown faster than any other sector and its economic contribution equates to 4% of UK GDP. Within Wales the sector is worth £6 billion and supports approximately 130,000 jobs VisitWales 2018). At a global level, recent figures published by UNWTO (2018) project increasing growth with international tourist arrivals expected to reach 1.4 billion by 2020 and 1.8 billion by 2030. By any type of measurement, the sector has enjoyed – and continues to enjoy, unparalleled success, which over the next decade shows no sign of abating. Taking into account its ability to generate prosperity within both rural and urban areas, hospitality and tourism can only be regarded as a key economic driver.
Yet despite this backdrop, concerns exist within the UK sector that a number of economic, political and social headwinds may slow growth. The introduction of the minimum wage and increased business rates have increased operating costs; influences from the sharing economy have started to be felt; public sector austerity cuts have drastically cut back support and provision for tourism within local authorities; a “demographic deficit” of 18 – 24 year olds to 2022, which taken together with a recent YouGov survey (2018) that 330,00 EU nationals are thinking of leaving the UK because of Brexit, will seriously affect labour supply and will heighten skill shortages; the possibility of a “No Deal” Brexit outcome is causing further uncertainty. In the words of the Wales Tourism Alliance (2018), the sector could be facing a “perfect storm” if some of these issues are not addressed.
From an industry perspective two key priorities exist. Firstly the need to change negative perceptions about following a career within hospitality and tourism – and secondly the need to develop more relevant and innovative training and educational provision, which will best meet the requirements of employers and which will satisfy more effectively the changing needs of the consumer.
**CURRENT SITUATION - CHALLENGES AND OPPORTUNITIES**
The tourism, travel and hospitality industry is in growth in Wales, Europe and across the Globe. This success and, indeed, the competitiveness of the individual businesses and of the host destination is increasingly dependent upon the talented people who work in these industries. Yet, it is clear that, the sector is facing severe and very significant shortfalls in both the numbers needed to fill the expansion and retention gaps on the workforce and the experience, skills and talent needed to meet the demands of ever more discerning markets.
There is now a world-wide call to action to address this challenge. This is reflected in range of recent reports from the OECD (‘Supporting Quality Jobs in Tourism’, Stacey J, 2015), Oxford Economics, CEDEFOP (‘Trends and Skill Needs in Tourism’) and (‘Developing the Tourism Workforce of the Future in the APEC Region’, 2017). The following quotes sum up the situation:
“We are a people industry. We depend on quality people BUT we need the right policies, programs and partnerships to ensure that the workforce of the future knows about the opportunities in our sector and the appropriate skills, talent and knowledge to support future growth. Meeting the future TALENT demand in tourism is going to require companies and governments to implement PROACTIVE and careful TALENT supply management policies and together, with education, develop stronger and more co-ordinated TALENT efforts. “The TALENT environment is far from uniform across countries for demand, supply and imbalances and the ENABLING TALENT environment.”
(David Scowsil, President and CEO, World Travel & Tourism Council, 2015)
And, from Oxford Economics (2017):
“Demand orientated growth projections for tourism implicitly depend on sufficient volume, availability and quality of the TALENT supply which can be RETAINED within the sector. TALENT is an enabler of economic development and a source of COMPETITIVENESS in tourism. In this way it should be considered as NO DIFFERENT to other supply-side factors like land, capital, product development, technology and infrastructure yet HR TALENT development in tourism in NOT prioritised. TALENT gaps and deficiencies leads to impacts on costs, bottom-line profits, competitiveness, quality, service, investment, brand, reputation and future growth. Developing more product supported by more marketing is NOT enough without a commensurate investment in human capital and TALENT”.
One of the greatest OPPORTUNITIES is to examine the new and fast emerging trends in tourism product and experience development and to begin to reshape human resource recruitment, training and development activities to mirror the changes in the industry.
This demands a fresh range of initiatives which, at the same time, must take into account the very significant changes in the labour supply market and people’s expectations of and from their working environment - SEE BELOW. We expect this project to fully respect and reflect both sides of this demand and supply equation in order help find an innovative and creative solution for Wales and for west Wales in particular.
*Market Demand and Product Development*:
- Mature, dynamic and fast moving tourism demand fuelled by new motivations and socio-cultural imperatives
- Hybrid products offering a fusion of experienes created and delivered by hybrid thinkers funded by new money
- Changing markets, expectations, desires, demands + social media damage, 24/7, no seasonality
- Localisation, well-being, transformative, self-discovery, adventure, food and drink, affordable luxury
- Lifestyle, co-creation, customised, honest & real experiences
- Quality, good design and friendly 'locals' as a given
*Key Labour Supply Trends*:
- Flux and turbulence
- The certainty of uncertainty
- Fun, lifestyle, self-development, means to a different end
- Personal fulfillment, transferable skills development, flexibility, mobility, ethical work and treatment
- Certainly NOT a job for life
- Socialisation and equitability of the working environment
- Different types of worker motivations and different types of REWARDS.
**THE COMMITTEE – STEERING GROUP**
The committee is chaired by international tourism consultant, PROFESSOR TERRY STEVENS. Membership of the steering group thereafter was by invitation only to inspirational, passionate professionals with a willingness to instigate real change. They are leading stakeholders with strong links to Wales and with an interest in the tourism & hospitality industry, with particular reference to the training and skills provision.
The full membership is as follows:
1. ANDREW CAMPBELL, Chair – Wales Tourism Alliance; Strategic Lead for Academic Developments in Tourism and Business – University of Wales Trinity St David; Vice Chair – Pembrokeshire Tourism.
2. ANDREW HOLE, MD – the Oldwalls Collection.
3. DAVID CHAPMAN – UKHospitality Cymru.
4. DEBBIE RAINBOW, Director of HR and Health & Safety – Bluestone Resorts Ltd.
5. DOMINIC JONES, Divisional Director Thorpe Park – Merlin Entertainments.
6. DR ANDREW CORNISH, Principal, Coleg Sir Gar.
7. DR BARRY WALTERS, Acting Principal – Pembrokeshire College.
8. EMMA DAVIES, Project Coordinator, Executive Assistant – Bluestone Resorts Ltd.
9. KATE TOROK, Head of HR – Folly Farm.
10. MICHAEL DOWNIE, Multi Property General Manager – Marriott International.
11. NIA SIGGINS – Community Heritage and Development Llandudoch/St Dogmeals.
12. SEAN TAYLOR, Director – Zipworld.
13. SIMON WRIGHT, Food Writer, Broadcaster and Restauranteur.
14. Sally Davies, Managing Director, U-Live (corresponding member)
*Purpose*
The purpose of the steering group is to assist in driving forward the vision for a radical training solution for the tourism & hospitality industry through the delivery of an independently researched feasibility study.
The feasibility study is to explore the opportunity to establish a network of industry-led training academies in Wales to produce the next generation of passionate, highly-skilled and experienced workers.
*Objectives*
The objectives of the steering group are:
1. To determine the vision and to articulate the needs of the industry in terms of training and developing talent especially in the 16-18 year groups, but not ignoring returners and older people (aged 55+)
2. To work collaboratively to prepare the scope, specification and tender for the study
3. To oversee the procurement and appointment of appropriate and relevant advisers
4. To contribute to the thinking and the development of the study
5. To agree the final report and solutions presented
6. To be advocates for change and the implementation of an agreed way forward.
**WORK PROGRAMS**
The contract on offer is split into THREE works programs. The committee will be accepting tenders for either all three programs; individual programs; or parts thereof:
*Work Programe One – Market Trends*
1. Review current tourism market demand trends and product development in Europe, Wales, and west Wales and identify implications for training and education of future workforce.
2. Identification the barriers as to why tourism & hospitality are not seen as attractive career choices in the UK, unlike in many countries around the world, incorporating a review of exemplar tourism & hospitality businesses that are helping to change the negative perceptions of the industry to make it an attractive career choice.
3. Review international best practice in terms of current and planned training and education provision especially for the 16-18 age groups and over 55s.
4. Identify innovative and creative policies, programs and initiatives designed to meet the talent requirements of the tourism and hospitality sectors over the next 10-15 years and who does what.
5. Examine labour market trends in Wales and west Wales and identify the implications for the tourism & hospitality sectors; with particular reference to the changing attitudes and expectations of learners and employees of Generation Z.
6. Summarise all these findings and present to the steering group – all written documentation must be written in both English and Welsh.
*Work Program Two – Review of Current and Potential Provision*
1. Examine all current plans and polices relating to the development of the HR assets for the tourism & hospitality sectors s in Wales and people’s perceptions of working in the industry.
2. Examine all research associated with industry data about job creation, business development and recruitment needs for Wales and west Wales.
3. Review all known product development activity, plans and projects for west Wales and assess their HR needs.
4. Identify all existing education and training activities available in Wales and west Wales.
5. Evaluation of apprenticeships - and how these can be applied within the tourism & hospitality sectors.
6. Investigation into IT/online delivery of hospitality training and education provision.
7. Summarise all these findings and present to the steering group – all written documentation must be written in both English and Welsh.
*Work Program Three – Creative Solutions*
1. Bring forward a structured, innovative and creative set of proposals for tackling the issues, solving the challenges and creating a workable solution to deliver a skill and talent supply chain for west Wales that will have the potential to be rolled out across Wales.
2. Prepare an indicative business plan for the whole and the various component parts of the proposed way forward.
3. Present the draft set of recommendations to the steering group.
4. Incorporate feedback from the steering group.
5. Develop the business case and the business plan complete with feasibility study and sources of potential funding (both capital and revenue).
6. Present final recommendations to the steering group – all written documentation must be written in both English and Welsh.
**APPLICATION PROCESS**
Applications should include the following sections as minimum:
1. Proposed Methodology
2. Approach
3. Study Team and their Expertise
4. Examples of Relevant Previous Work
**TIMESCALES**
Tender submissions open – 28/09/2018
Tender submission close – 19/10/2018
Contract Award – 16/11/2018
Completion of Work Program One – 14/12/2018 (4 weeks)
Completion of Work Program Two – 25/01/2019 (6 weeks)
Completion of Work Program Three – 01/03/2019 (5 weeks)
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