Agenda item

Recommendation

That Executive:

i)                 adopts the Destination Management Plan

ii)       agrees that the Destination Management Plan and associated action plans will be reviewed annually to reflect the prevailing economic conditions and wider opportunities that may arise.

Considered – A report of the Corporate Director for Community Development presenting the North Yorkshire Destination Management Plan 2024-2034 (the DMP) for adoption.  The plan provided the Council and stakeholders across the county with a clear and focussed set of priorities to drive the sector.

The Executive Member for Open to Business, Councillor Mark Crane, introduced the report and advised the plan had been produced following a wide consultation with those involved in the tourism industry.  Cllr Crane referred to an email from Ivan Greer, Chairman of the Whitby and District Tourism Association in which he referred to the visitor numbers for Whitby cited in the DMP, which he felt understated the number of visitors.  Cllr Crane advised the figures used were the best available.  The Council wished to see an increase in the number of visitors, particularly those staying over.

Councillor Richard Maw then addressed the Executive and suggested the seaside should be a foundation of the new tourism offer.  He referred to consultation comments in relation to the number of events and festivals and suggested increasing promotion of seaside resorts.  Councillor Crane responded that the seaside was important as were other areas.  The Council had supported significant events in Scarborough, Whitby and Craven, leading to increased visitor numbers and the Communications team worked to promote the county.

Councillor Felicity Cunliffe-Lister then addressed the Executive and asked a number of questions which the Head of Tourism (HoT), Gemma Rio, responded to.  The HoT advised that the full report on the website contained more detailed data, and the DMP before Members presented the headline figures.  More energy was put into attracting visitors who stayed overnight as they spent more money and the DMP focussed on sustainable tourism, not just that to honeypot locations.  Market towns were featured throughout the DMP, rather than having a specific section of their own.

In response to a question form Councillor Greg White on the importance of caravan sites and holiday lettings, Councillor Crane advised that it was difficult to capture data on self-catering and Airbnb accommodation.

Councillor Paul Haslam addressed the Executive and referred to the importance of sustainable growth and the importance of sustainable growth, and suggested tourism be included in the Local Plan and Local Transport Plan.

Resolved (unanimously) – that:

i)                 the Destination Management Plan be adopted

ii)                the Destination Management Plan and associated action plans will be reviewed annually to reflect the prevailing economic conditions and wider opportunities that may arise.

Reasons for decision

Adoption of the Destination Management Plan is recommended in order to support the sustainable growth of North Yorkshire’s visitor economy – a key economic driver for the county.

By providing a clear strategic framework, it will not only support decision making among important stakeholders in relation to the county’s visitor economy but will also place North Yorkshire in a stronger position to influence investment decisions of the Mayoral Combined Authority and other potential funding bodies.

As the Council plays a lead role in the development of North Yorkshire’s visitor economy through its Visit North Yorkshire service, this Plan will also provide the foundation upon which this new service can develop.

Alternative options considered

Do nothing. The lack of a clear adopted plan would potentially reduce the success of funding bids as the Council would not be able to easily demonstrate a coherent co-ordinated approach to investment in tourism growth.

Utilise former district and borough strategies. This would result in a disjointed approach as pre-existing strategies were developed at different times and focused on smaller subsets of the county. With the recent turbulence in the economy from pandemic, war in Europe, and the cost of living and doing business crises, relying on older work may result in not targeting available resources and new investment in the most effective manner.

Rely on Mayoral Combined Authority, Protected Landscapes and national strategies. This approach would not be reflective of or encompass wider North Yorkshire’s local strengths, opportunities, challenges, and distinctiveness.