ABTA in its current form is bureaucratic, not because that is the desire of those who serve the association, rather it is the fundamental structure in which the secretariat and elected members have to work.
Any effective structural change to ABTAmeans changing the articles, which will require strong support from the membership.
I share the concerns of a number of colleagues that around 80% of the content of the agendas of Travel Agents’ Counciland Tour Operators’ Council are the same.
Both councils have representatives who make up the board. They, in turn, go through much of the same material at board level.
Decision-making inevitably is slow. Often the approval of all three bodies is required – three bodies who meet on differing dates. That system doesn’t deliver the full potential benefits of our trade body to the membership.
A streamlined, less time consuming and more responsive association may well attract more members, with the appropriate skills, to take time out to serve the association.
ABTAhas been in need of structural reform for some time. The considerable consolidation within the membership has changed the very structure of the membership. The line between tour operator and travel agent is now less defined. The need for change is now more pressing. The rationale for change is clearly there. But what is the way forward?
My personal view is that we need a single level structure of elected members, combining TAC and TOCinto a unitary board of directors.
The board would include representatives of the aligned consortia as well as the fully vertically integrated groups and the independent sector.
It is important that there be a place for regional representation.
I also believe there should just be one membership – instead of the present system where there is one membership for travel agents and another for tour operators.
The aim has to be to provide a structure more representative of the industry, a powerful single lobbying voice, faster decision-making with less bureaucracy and greatly reduced costs.
Recently the board, recognising the need for change, has asked the chief executive to come forward with some radical proposals for restructure. While understanding the reluctance in some quarters for change, it is inevitable if we are to move with the times.