Ahead of our first Visit North Yorkshire Advisory Group meeting held in early November, we invited 27 representatives from across the region to share their perspectives on their local areas, their businesses, and their sectors. This pre-meeting survey provided a valuable snapshot of what is happening on the ground and what matters most to those shaping our visitor economy.
Respondents highlighted that rising operating costs remain a significant challenge, with energy, staffing, and food prices putting pressure on margins. Recruitment difficulties were also widely reported, particularly for skilled roles, and businesses in rural and coastal areas noted that housing shortages and limited transport options make attracting talent even harder. Infrastructure was another recurring theme, with calls for improved transport connections, better signage, and investment in the public realm to enhance the visitor experience. Many organisations also spoke about the uncertainty created by short-term funding and the need for more joined-up planning to support placemaking and long-term growth.
Alongside these challenges, businesses shared how visitor behaviour is evolving. Last-minute bookings have become the norm, making forecasting and staffing more complex. Stays are shorter and spending per visit is lower, even in destinations that attract high footfall. Price sensitivity is shaping decisions, while family and multi-generational travel is growing. Social media platforms are influencing expectations and driving trends, with businesses adapting their offers to meet demand for authentic, experience-led travel.
Despite these pressures, optimism remains strong. On average, organisations rated their own outlook at 74 out of 100, and their sector or locality at 60 out of 100. Many are innovating with new events, partnerships, and campaigns, showing resilience and creativity in the face of external challenges.
Respondents also shared their views on how Visit North Yorkshire can continue to add value. There is a clear appetite for stronger collaboration on marketing and for support with funding, placemaking, and promoting local distinctiveness. Accessibility and sustainability were highlighted as priorities, including investment in facilities and nature-based tourism. Cultural organisations called for more sector-specific engagement and opportunities to amplify their reach nationally and locally. Several respondents referenced the Local Visitor Economy Partnership (LVEP) model and encouraged a unified approach that brings together protected landscapes, cultural institutions, and business networks.
These insights will directly inform the review of our Destination Management Plan, but the real strength lies in partnership. The role of Visit North Yorkshire is not to duplicate what others do well, but to recognise and amplify the expertise and innovation already present across the region. By working collaboratively, we can bring added value through shared marketing platforms, strategic coordination, and advocacy that benefits all parts of the visitor economy. We will focus on creating opportunities for joint campaigns, supporting year-round events and cultural programming, and embedding accessibility and sustainability as shared priorities. By aligning with LVEP principles and fostering deeper collaboration, we aim to build a connected, resilient visitor economy where every partner’s strengths are celebrated and combined for greater impact.
