Equipping local authorities for change during tourism peaks

As the largest public investor in cultural activity each year, local authorities play a foundational role in supporting tourism and local ‘experience’ economies. However, this responsibility is not without challenge. Often occasions such as sports events require serious plate-spinning from authorities to steady transport and other services during periods of peak activity. Workforce modelling offers one solution to alleviate this pressure. It enables local authorities to pinpoint workforce needs and ensure change is delivered to prepare for increased footfall.

Sports events in the UK are among its most popular tourist attractions. In 2025, thousands will participate in the London Marathon and the Manchester Marathon on the same day. Similarly, preparations are already in the works for the UK to host the 2027 Invictus Games in Birmingham. The Games in particular is expected to be ‘the most cohesive, sustainable event in Invictus history’, with all sports ceremonies and accommodation based at the National Exhibition Centre (NEC).

Such events require careful planning and coordination between multiple stakeholders. For instance, the Games will likely see collaboration between organisers and the West Midlands Combined Authority. Whilst the main focus of this is to ensure occasions run smoothly, it’s important that preparations consider the strain events can have on public services. For example, high demand for specific public transport lines could increase delays or disruptions.

Local authorities are facing a £6.2 billion budget shortfall over the next two years. As a result, many are already stretching resources to deliver public services. To counter further pressure ahead of upcoming events, there is an opportunity for operational change to readjust local authority workforces and introduce greater resilience.

Whilst challenging, the logistical and financial complexities that come with managing public services during tourism peaks are a chance to put workforce modelling into practice.

Beneficial beyond tourism, workforce modelling is a process of identifying and analysing an organisation’s skill needs. Typically, this involves software or a digital platform that assesses existing data. It then develops practical and realistic target strategies to fulfil identified skills gaps. This occurs in accordance with several variables, including:

• the customer perspective
• predicted demand levels
• employees’ current skill sets
• skills of future employees

A tool for creating operational change, workforce modelling has many practical benefits for local authorities. For example, to improve transport links in busy periods, local authorities could use workforce modelling to redistribute people power and funding to specific tram lines and bus routes. This would enable them to meet tourist demand and minimise residential disruption.

Recruitment of more cleaning and maintenance teams may also be identified and actioned to maintain routes that have extended running times during big events. Alternatively, staff annual leave could be accounted for further in advance to ensure future workforce gaps are covered.

Workforce modelling is therefore not just a means of managing tourism. It’s a tool to understand workforce pinch points and enable local authorities to predict and adapt to internal and external change.

Through the management of teams, redistribution of roles, and prioritisation of projects, workforce modelling can help maximise the efficiency and longevity of public services.