Tourism and Hospitality Industry Leadership Group minutes: 4 February 2026

Attendees and apologies

ILG members attending:
Aileen Crawford, Glasgow Life
Amanda Wrathall (Online), Edinburgh International Conference Centre (EICC)
Barbara Smith, Industry expert
Benjamin Carey, Carey Tourism
Calum Ross (Online), Loch Melfort Hotel
Carron Tobin, Rural Dimensions
Chris Greenwood, Moffat Centre
Debbie Johnson, IHG Hotels & Resorts
Franck Bruyere, The Royal Yacht Britannia Trust
Hannah Schlesinger Brodie (Online), Edinburgh New Town Cookery School
Joshua Ryan-Saha, Travel Tech Scotland
Judy Rae, Industry Expert
Kat Brogan, Mercat Tours
Kelly Johnstone (Online), The Springboard Charity
Leon Thompson, UK Hospitality
Patrick Colquhoun (Online), Scottish Land & Estates and Luss Estates Company
Sarah Allanson, British Holiday & Home Parks Association
Stephen Duncan, Historic Environment Scotland
Anna Miller, Highlands and Islands Enterprise
Chris Brodie, Skills Development Scotland
Gary Cox, Scottish Government
James Fowlie, COSLA
Karen Jackson, South of Scotland Enterprise
Marc Crothall, Scottish Tourism Alliance
Rob Dickson, VisitScotland
Lawrence Durden, Skills Development Scotland
Mark Rowley (Online), South of Scotland Enterprise
Richard Lochhead MSP, Minister for Business & Employment

Attending:
Beth Thoms, VisitScotland
Caroline Cantin, Scottish Government
John Telfer, Scottish Government
Kevin Fallon (Online), Scottish Government
Lucy Kenny (Online), Scottish Government
Graham Morrison, VisitScotland
Gwen Raez, VisitScotland

Apologies:
Victoria Erasmus, Glen Mhor Hotel
Derek Shaw, Scottish Enterprise
Brian Simpson, Unite the Union
 

Items and actions

Key notes and actions:
Co-Chair welcome
Welcome:

• Marc Crothall offered a warm welcome to those joining in person and online
• MC noted thanks to Andrea Nicholas, who has now stepped back from group. It was noted that Andrea had made a significant contribution to the Net Zero mission in particular and that her work at an early stage will continue to guide the priorities of the ILG
• MC welcomed Ken Massie, Head of Destination and Sector Development at VisitScotland to the meeting and indicated that he will be contributing to today’s discussions on Scotland’s future infrastructure needs and community led tourism
• MC also welcomed Lynne Ward, Senior Associate Director – Infrastructure Strategy at Scottish Futures Trust. Lynne is joining today to discuss Scotland’s future infrastructure needs

November THILG Meeting

No amends, November meeting minutes approved by the group

Updates / actions from November meeting:

• Secretariat has developed Executive Summary of the ILG Missions to be shared alongside the wider comms support
• Feedback received from Mission Leads on abridged Mission papers to be published on VisitScotland.org
• Work of public agencies to be more visible at future ILG meetings, ensuring their contribution is recognised, will be incorporated into ILG meetings
• VisitScotland currently reviewing comms resources, with update to be issued in March
• SG developing a note of strategies across the sector appropriate for the Minister, in line with wider preparation
• Proud and Valued People - ILG Members have considered a draft paper on the fair work inquiry in their own time and responded directly to the Scottish Government contact
• Net Zero - Secretariat shared further information regarding VisitScotland’s Climate Action Accelerator programme
• Net Zero - An update will be provided later today on the Scottish Government Net Zero Deep Dive
• Community Led Tourism - VisitScotland and Scottish Government have advised on respective subgroup members
• VisitScotland to update on visitor economy campaign later today
• Scottish Futures Trust to present this morning

 

Scotland’s Long Term Infrastructure Needs and the Visitor Economy

Lynne Ward from SFT joined the meeting to present on Scotland’s Infrastructure Needs Assessment, highlighting the strategic underpinning and indicating where it is likely to carry influence. As well as touching on the consultation that Scottish Government have open currently.

Context for Infrastructure Investment in Scotland

Organisational Overview

• SFT is a public agency of 72 staff, structured around the Public‑Private Partnerships (PPP/PPE) investment cycle and operating across the infrastructure lifecycle
• Core aim: Do things better, embed good practice, and take a system lens to infrastructure planning
• Work refreshed every five years, including a capital programme pipeline that increasingly emphasises medium‑ to long‑term planning
• SFT is focused on implementation expertise, enabling success through improved practice, coordinated regulation, and enabling private investment

Infrastructure Activities and System Functions - SFT delivers and supports work across four areas:

1. Strategy
2. Delivery
3. Investment
4. Management

These form the operational context for the later needs assessment.

Key Topics for Scotland’s Infrastructure - The presentation focused on four core areas:

1. Infrastructure investment decision‑making
2. Understanding Scotland’s long‑term (30‑year) infrastructure needs
3. Tourism within the Needs Assessment (NA)
4. The 10‑Year Infrastructure Strategy Consultation

The Infrastructure Investment Framework - provides a consistent national approach to assessing investment needs, running through the following items in order.

• 30-Year Needs Assessment – Sets the context
• 10-Year Infrastructure Strategy – Sets priorities for Spending Review
• Spending Review – Prioritises portfolio allocations
• Budget – Prioritises budget for investment
• Infrastructure Programme and Project Portfolio – Covers investment programmes and future projects.

Long‑Term Needs Assessment

Approach:

• Horizon scanning & modelling to identify long‑term shifts
• Establishing a baseline of existing infrastructure
• Mapping system connections
• Embedding best practice
• Integrating stakeholder messages as a formal input

80% of Scotland’s current infrastructure will still be in place in 50 years, reinforcing the importance of long term thinking.

Several drivers of change are shaping infrastructure need:

• Climate change – infrastructure must avoid contributing to the problem; flood prevention is not yet fully embedded in Scottish policy
• Global security – protecting assets from external threats (e.g., energy, food, water systems, subsea cables)
• Demographic shifts – ageing population, increased migration, differing distributions across Scotland, significant pressure on housing and public services
• Public service reform – fiscal constraints plus increased digitalisation and service delivery into homes

Identified cross cutting themes include nature positive development, system wide leadership, and closing data gaps across the public sector (e.g., difficulty comparing sectors, frequent duplication of analysis).

The Needs Assessment is intended to support appropriate infrastructure investment, considering long‑term challenges, fiscal pressures, and opportunities for nature‑positive and resilient development.

Stakeholder Messages & Engagement

Focused on five thematic categories:

1. Strategic leadership
2. Collaboration & co-ordination
3. Implementation expertise
4. Private investment
5. Enabling Success - highlights the conditions required for effective long‑term infrastructure delivery:

Strategy

• Needs based asset strategies
• Prioritisation of investment

Investment

• Enabling private investment
• Globally mobile capital and market confidence
• Co-ordinated policy and regulation

Delivery

• Construction pipeline and procurement
• Construction and delivery quality
• Capacity building and readiness

Management

• Making best use of assets
• Management tools and practice

Tourism’s Role in the Needs Assessment - Tourism is referenced 27 times in the Needs Assessment, reflecting its significant role.

Contribution of tourism to Scotland’s economy

• Heritage tourism: £2.1bn annually
• Nature‑based tourism: ~£1.4bn annually

Importance of key tourism assets (heritage, culture, landscapes)

• Transport considerations: canals, rail, active travel, net zero transition
• Growth potential in culture, recreation, and sustainable tourism

Tourism challenges:

• Climate impacts
• Visitor pressure on natural capital
• Need to embed sustainability
• Opportunities for eco‑tourism, aligning with climate needs and nature‑positive transition

Draft Infrastructure Strategy – sets out:

Key Themes:

• Fiscal challenges
• Ageing population
• Climate change
• Good governance principles

Intended Outcomes

• Net zero
• Inclusive growth
• Resilient and sustainable places

Enablers

• Optimising public assets
• Supporting private investment (e.g., renewables, housing)
• Strengthening place‑making at national, regional and local scales

Cross‑cutting priorities

• Housing
• Regional development
• Growth sectors
• Natural infrastructure
• Funding and enabling infrastructure
• Governance improvements

Consultation deadline: 5 May 2026 - one of the eight questions focuses explicitly on the Needs Assessment.

The meeting then opened for further discussion as a group.

• Benjamin Carey opened discussion by questioning what is meant by place, noting there is still no universally clear definition. He stressed that while action to mitigate climate change does not need further justification, policy cohesion is vital and cannot be assumed, as different stakeholders often approach the topic from different perspectives
• Stephen Duncan highlighted the scale of adaptation required in the coming decade, referencing bridges, estate backlogs, landslips such as the A83, and collapsing infrastructure. He noted that public realm and built environment adaptations will require significant investment—upwards of £100 million just to bring buildings up to standard—creating decades of challenges for communities
• MC noted that similar concerns were raised in a recent roundtable, with Philip Long, CEO of the National Trust for Scotland emphasising pressures on heritage and national assets
• AC asked how Scotland will prioritise investment when the total need is so vast, and what criteria will be used to evaluate risk vs reward
• LW responded that within Public Service Reform (PSR), place based thinking means acknowledging that some assets and services will change, consolidate, or no longer be viable. She referenced National Planning Framework 4, which already introduces place typologies, and said clearer definitions will be shared. Decisions on services and infrastructure will increasingly be made at national, regional, and local levels with place specific priorities
• BC pressed for clarity on whether place refers to people, physical locations, or both. LW reiterated her personal view that “place is the collection of things,” but a formal definition will be developed
• LW added that adaptation and mitigation strategies already exist, but Scotland must overcome funding barriers and move from plans to delivery. She explained that the needs assessment looks 30 years ahead, shaping a pipeline from assessment to delivery, with maintenance becoming the number one priority for infrastructure investment, yet even that is currently underfunded
• On risk and return, LW noted that all projects undergo risk assessment, and only delivery ready proposals are funded. A colleague is currently reviewing and updating the approach from 2017
• Rob Dickson confirmed VisitScotland will submit a response to the strategy consultation, with input from their Destination Development team. He summarised VS’s threefold concerns:
• The visitor economy’s importance to regional development must be properly recognised;
• Place based investment decisions must consider growth potential, particularly in the North East and South of Scotland;
• Housing must be at the top of the list, given demographic challenges
• RD stressed the opportunity to use examples such as Edinburgh Trams, Leith regeneration, and the Borders Railway to show how strategic public investment can unlock future growth and attract private investment.
• MC referenced the Hydro as a prime example of event infrastructure done well
• RD noted that event infrastructure (stadiums, SEC, P&J Live, Murrayfield, Hampden) is facing mounting investment challenges. He believes a relentless focus on place with strong regional understanding is required.
• MC warned that Scotland risks falling behind the curve if timelines for investment and delivery slip, referring to ferry delays as an example of the consequences
• Joshua Ryan-Saha raised concerns that current tourism data is only a “shadow” of the real picture, lacking detail on temporary residents, infrastructure users, and visitor patterns
• LW acknowledged that data limitations exist. The needs assessment baseline exceeds 100 pages but relies heavily on standard industry classifications, and not all sectors are well represented. She noted strong interest from across SG (presenting to 180 officials later in the day) in improving data quality and said she is happy to discuss gaps further with JRS
• MC stressed the need to avoid reinventing the wheel and highlighted the amount of wasted spend generated by fragmented funding and duplicated initiatives
• LW described ongoing work through the Place Planning and Infrastructure Advisory Group, and encouraged making more data open source, noting SFT holds a large amount of valuable information.
• When MC asked which Minister leads on this, LW confirmed it is Shona Robison, Cabinet Secretary for Finance and Local Government
• MC raised Duty Free shopping as an example of where policy changes could stimulate funding opportunities, especially given the tight public purse
• Chris Brodie drew parallels between infrastructure and skills, arguing both need long term investment strategies. He noted SG reform aims to improve data on skills needs but warned that a fixation on data can come at the expense of action. He welcomed further discussion on piloting a skills needs assessment model
• LW added that skills pressures—particularly in energy and construction—stem from simple workforce shortages
• CB said plans often look strong but fail in delivery, and translating strategy into action remains a major challenge
• MC commented that the visitor economy is a major tool for encouraging people to live and work in areas with economic opportunity, referencing Cromarty’s 3,000 new jobs as an example where broader place challenges may still deter people from moving
• LW acknowledged that all projections require working backwards from assumptions and that conversations are ongoing but not easy
• MC asked how much alignment existed across public agencies
• LW said the core themes will not be disputed, and agreed that there is overlap across analysis and priorities
• RD welcomed a coordinated approach and said VisitScotland’s response will be informed by business insights and COSLA alignment. He encouraged contributions from Glasgow Life and others to strengthen representation of regional priorities
• Calum Ross highlighted infrastructure challenges in islands and rural communities, supporting earlier points
• Patrick Colquhoun echoed this on behalf of Scottish Land & Estates, stressing the need to balance tourism growth with underlying rural infrastructure needs
• Frank Bruyere noted that the qualitative aspects of needs assessment, particularly tourism attractiveness and quality, are essential and often overlooked
• LW confirmed that while the baseline is quantitative, the methodology incorporates qualitative input, supported by scenario modelling. She reiterated the data gap on infrastructure quality and said asset strategies and maintenance plans are required to understand degradation trends
• FB stressed the importance of benchmarking against international destinations, given the global nature of tourism
• LW said the approach is less about external benchmarking and more about identifying where Scotland needs to move next, but acknowledged the value of international perspectives
• MC asked how Scotland can remain a destination of choice amid these pressures
• Anna Miller emphasised that Net Zero adaptation challenges present opportunities, but businesses are constrained by issues such as connectivity, which can inhibit climate action. Collaboration with the private sector on electrification was highlighted
• LW concluded that energy transition requires greater transparency, confidence, and clarity on what is devolved vs reserved. While strategies exist, delivery is lagging. She argued for a clearer action plan, de risking major projects, and accelerating progress across the system

Actions

• Secretariat to make connection between Lynne Ward and JRS.
• VisitScotland to incorporate feedback from ILG Members in Infrastructure strategy consultation response.

 

Updates from Mission Leads

Sustainable Transport

• RD informed the group that Caitlin McLeod has been seconded to Scottish Rail Holdings from VisitScotland’s North America Market team and is well equipped to lead on development of the strategy. She will be working full time on the strategy for six months, with the possibility of an extension
• RD remains very positive about the RAVE work, noting that introductory meetings Caitlin has held so far confirm strong enthusiasm and openness from railway stakeholders. A draft strategy is expected to be reviewed in June, and RD highlighted the importance of identifying the key components the ILG should influence
• Gwen Riaz will connect ILG members into the process so that the Visitor Economy perspective is meaningfully represented in the strategy
• Chris Greenwood emphasised that the work already done on rail has had a tangible positive impact, bringing real credibility to the conversation. The next step is to determine what should be taken forward and how to prioritise
• CG outlined the strategic choice ahead:

1. Continue focusing on bringing visitors into Scotland and distributing them effectively across the country, or
2. Expand into related areas such as transport for workers, the nighttime economy, and community transport requirements
3. A mapping exercise may help guide these decisions

• CG stressed that data is central to this next phase and must be drawn together to support the next iteration of the strategy and invited reflections on whether additional voices should be brought in, for example, the rural and islands transport community or regional transport groups and welcomed feedback from ILG on the emerging direction
• MC suggested the group define “what good looks like” and asked members to share examples or insights with the Secretariat. He encouraged the inclusion of elements such as integrated ticketing and lessons from other destinations where transport systems perform more effectively
• MC added that Scotland’s transport system is “not yet where we would hope it would be,” but it is encouraging to see partners willing to invest time and energy to improve it

Actions

• Members to contribute examples or insights as to what good looks like in relation to the Sustainable Transport Mission.
• Deep dive on Sustainable Transport to be held at the ILG meeting in June 2026.

Net Zero

• BC reported that elements of the ongoing research work had initially felt underwhelming, noting that while it met the agreed terms of reference, it remained too theoretical in parts
• He emphasised that both VisitScotland and Scottish Government are undertaking a great deal of interesting and positive work, and that Phase 2, now to be led in‑house by Scottish Government, must shift toward something practical, applied, and directly useful
• BC stressed that the approach must be practical, involving, and engaging for SMEs, as this is the only way meaningful adoption and real‑world change will occur
• He added that if the sector wants to influence behaviour and drive action, it needs clear measures and scope that show what can be done and how progress will be tracked. A key output from this work will be shared with the group in due course
• The current timeline runs to 2027 for the delivery of the full output, though BC questioned whether this pace is sufficient
• BC shared the example of Ukraine targeting net zero delivery by 2026 and “getting on with it” despite operating under far more challenging circumstances
• He noted that Scotland has a mature visitor economy and that tourism is particularly critical for rural areas, meaning Scotland must move more quickly if it is to maintain competitiveness and lead
• He closed by urging the group to consider ways to accelerate progress

Proud & Valued People

• Lawrence Durden provided an update building on the SFT presentation, noting that Scottish Government’s review of the skills landscape has resulted in a new skills planning model. SG, SFC and SDS now have more clearly defined responsibilities, with SDS taking the lead on skills needs assessments
• SDS will be working closely with industry partners over the coming weeks to identify both current and future skills needs across tourism, hospitality and events. LD strongly encouraged all stakeholders to get involved
• Two workshops, 24 February and 12 March, will offer the opportunity for stakeholders to feed into the new model. These will be three‑hour sessions, delivered in bite‑sized chunks to allow people to opt in and out as needed
• LD noted that the skills group has already spent time exploring how to measure staff sentiment, including whether people feel proud and valued, and where issues and opportunities are emerging
• A brief is being developed to commission a survey, incorporating questions already used in existing datasets. The aim is to understand what drives both positive and negative sentiment across the sector, including in micro‑businesses, and to capture demographic information about employees
• The brief will be shared with potential research partners, with the hope that SDS may be able to support funding. LD felt it was important to update the ILG that this strand is moving forward
• MC highlighted the ongoing challenge of getting people to understand the full breadth of the visitor economy, rather than focusing only on hospitality. He suggested that simple, early‑stage questions could help the ILG present the industry as a unified whole, while recognising that sentiment varies significantly across job types

Technology to Enable

• JRS reported a positive update on the Scotland Tourism Data Partnership (STDP), noting thanks to Kat, Chris and Franck for attending. He confirmed that the team has now engaged over 100 people in the data partnership work
• He thanked VisitScotland for their support and confirmed that the RTIF funded pilot, using Vodafone mobile phone data is now starting. The aim is to understand whether this type of data can generate stronger insights for visitor management. An evaluation will follow to determine if the data should be scaled to other regions
• There are three working groups now in place:
• Investment group, chaired by Chris, exploring how card transaction data can drive investment decisions, including potential links to TVL
• Business intelligence group, focused on East Scotland, ensuring data flows toward the most engaged partners and can be used by SMEs—working closely with universities
• AI group, focusing on ensuring AI outputs are truthful, accurate and reflective of Scotland’s priorities. Carron and SCOTO are contributing here and there are linkages to the Net Zero mission especially to ensure net zero and low carbon journeys appear in AI generated recommendations
• JRS recently met with the Scottish Government geospatial team, exploring how to access and “burrow into” deeper datasets
• Work is underway to establish an academic network across all Scottish universities, including Glasgow, for those interested in tourism data research and innovation
• A CivTech project, funded with Smart Data Foundry, is exploring how AI and data can support events and festivals, particularly for transport and accommodation planning. Pittenweem and the Fringe are early candidates due to strong existing data. JRS stressed the importance of piloting and then ruthlessly evaluating what works
• In the Tech and AI space, Tay Cities is launching an AI adoption programme for SMEs, reinforcing that AI is not a replacement for people, but a driver of discoverability, productivity and improved job quality
• JRS highlighted that several AI adoption programmes are emerging from Scottish Government. Tourism must be embedded within these programmes, and the ILG needs to stay engaged and ensure clear, practical guidance is developed—not “AI magic,” but usable tools for real businesses

 

Ministerial Update

Richard Lochead MSP, Minister for Business and Employment joined the meeting to offer his reflections for the final time.

• RL expressed what a privilege and pleasure it has been to co‑chair the ILG. He had attended the Scottish Tech Council earlier in the day, noting that AI continues to be a major topic, with several tech reports launching in March alongside the launch of AI Scotland, which he said will be highly relevant to businesses and organisations in the tourism sector
• RL advised that Parliament enters pre-election period on 26 March, and he will cease being an MSP on 9 April, making this his final ILG meeting
• Reflecting on 27 years in Parliament, including his time as Cabinet Secretary for Rural Affairs, he noted that he had always admired the tourism portfolio, considering past tourism ministers very fortunate, and noted that getting to know the sector more closely has been a genuine privilege. He praised the sector’s progress, highlighting major improvements in quality, investment and global reputation
• He acknowledged that while Scotland’s castles and historic sites have existed for centuries, the storytelling and visitor experience around them has transformed significantly in recent times
• RL commended the ILG’s role in steering the sector toward 2030 and beyond, emphasising that every member is helping shape the future direction of Scottish tourism
• He highlighted positive visitor statistics, noting that in the first half of 2025, Scotland ranked second only to London in UK tourism performance. Recovery post‑Covid has been strong, with new flight routes, positive media stories, and continued sector momentum
• RL referenced several key areas of ILG influence, including emissions measurement, the questions included in the household survey, the tourism data partnership, and improved engagement with ScotRail and rail companies, all of whom are now “working with us, not beside us
• He noted that the sector is increasingly following the ILG’s lead and regretted that he will not be in his role to see upcoming major events unfold
• RL spoke with pride about Scotland hosting global events in the coming years, including the Tour de France Grand Départ, Rugby World Cup, The Open’s return, and potentially the World Rally Championship, noting the worldwide media attention this will bring
• He expressed hope that US visitors would be inspired by the Tartan Army’s visibility, contributing to what he sees as an exciting three‑year period ahead for Scottish tourism
• RL closed by wishing the group every success, saying it has been a genuine privilege to serve. He looked forward to exploring Scotland “as a tourist” in the years ahead, noting there wasn’t a better feeling to be had
• MC thanked RL on behalf of the group, noting that future ministers would have “big boots to fill.” He added that RL would join a conversation hosted by the STA at RBGE to reflect on his time in office

Preparation for the New Minister

Gary Cox provided an update on the political timetable, noting that Ministers will remain in post until new appointments are made. He outlined the expected sequence:

1. Election results finalised Saturday morning;
2. New government formed quickly;
3. First Parliamentary meeting: 8–9 May;
4. First Minister appointed by 4 June;
5. Summer recess runs mid May to 12 June.

• GC confirmed that officials will begin preparing to brief the incoming Tourism Minister on sector specifics, ensuring they meet VisitScotland and ILG members early on to understand priorities and areas for change
• He suggested working with VS and sharing materials with Marc, and asked the group whether the joint chair model remains the preferred administrative structure. GC emphasised maintaining continuity—“this is a good one, let’s not throw it out”—and ensuring the group has its “ducks in a row”
• MC agreed the new political moment offers an opportunity: the ILG has done strong work and must now define how to make it great, ensuring momentum is not lost. He asked the group to consider “what do we want?” from the new ministerial relationship
• Sarah Allanson warned against complacency, noting the sector is “struggling badly” despite its resilience. Tourism risks being lost within a larger ministerial portfolio, so maintaining a strong voice is essential
• GC emphasised that Ministers often only see “the good news”, openings and ribbon cuttings, and that it is the ILG’s job to present a full, honest picture including challenges and competitor activity
• SA noted how aggressively Northern Ireland is targeting the Scottish market
• MC noted the low level of public investment in tourism, suggesting the sector has become a victim of its own resilience. He stressed the continued need for strategic thinking and recognising the potential set out in the STA’s manifesto
• JRS stressed that tourism’s tech and future industries dimension is still not fully recognised, Scottish Enterprise is disengaged from the tourism and tech interface despite hospitality careers growing in importance. He sees ILG’s role as both campaigning and delivering, and ensuring the Minister understands that dual dynamic
• Kat Brogan spoke to the evolution of sector language, from sustainable and responsible tourism toward regenerative tourism. She said the sector must talk more confidently about tourism as a force for good, moving beyond “reducing damage” toward demonstrating impact. She referenced the Reykjavik Declaration’s similar positioning
• MC agreed that shifting to visitor economy language places tourism at the centre of economic thinking
• CG emphasised that language choices depend partly on ministerial portfolios. He noted that STA has a role in shaping vocabulary; the ILG must instead highlight where and how the strategy’s cross cutting vision should be delivered across government. The Minister should help articulate that influence
• RD said the greatest value for the sector would come from a well engaged Minister, not necessarily deeply involved operationally, but one who strongly champions the visitor economy at Cabinet level
• MC noted STA’s lobbying role in creating the right conditions for success, while the Minister must be the advocate at the Cabinet table. He added that siloed working persists across government and should be addressed
• BC stressed the need for policy cohesion, showing how tourism contributes to National Performance Indicators and the UN SDGs. He pointed out that in other countries, tourism councils are chaired by Presidents or Prime Ministers. Scotland must demonstrate the difference the sector makes
• Debbie Johnson highlighted the sector’s deep expertise, resilience, and commitment, and said the Minister must match that level of understanding. Tourism spans many industries, so ILG must be more demanding and precise in its asks.
• Aileen Crawford emphasised the education aspect, helping the Minister understand the breadth of tourism: golf, sailing, business events, hospitality, cultural tourism, community impact.
• MR supported shifting language and reiterated that tourism is cross cutting, touching almost every ministerial portfolio. He encouraged movement toward regenerative framing and highlighted that the ILG and its agencies have the experience to ensure a new Minister is well briefed and well informed
• GC said PSR creates an opportunity for reducing duplication and strengthening alignment across the public sector in support of the visitor economy
• MC proposed identifying low hanging fruit the new Minister can deliver quickly, helping establish immediate wins and reinforcing ILG credibility across the sector
• RD agreed but stressed that low hanging fruit should also have long term traction. He referenced RTIF as an example of impactful investment and emphasised that tourism “does not just happen”, it underpins large parts of the economy. He noted that Scotland is losing competitive ground in events (e.g., The Open now hosted in Scotland only every five years, compared with three times every five years historically)
• MC enquired about potential reshuffles in the civil service
• GC said he does not expect major change and is confident the current team can demonstrate alignment with ministerial priorities
• Kelly Johnstone raised the need for coherent policy across SG sponsor teams and asked how tourism can help other departments join up effectively
• Kevil Fallon said shared solutions need to be identified and refreshed, including with the enterprise agencies
• GC noted major events have moved into the economy portfolio, enabling better alignment with tourism
• Leon Thomson referenced UK Hospitality Scotland’s emphasis on social cohesion and mobility, pointing out that tourism and hospitality can help reduce child poverty, strengthen high streets, and create accessible opportunities. However, none of this appeared in the last Scottish Budget. He encouraged a more nuanced narrative that captures tourism’s wider societal value
• MC suggested developing a Ministerial induction programme, recognising that diaries are pressured and multiple short meetings can dilute impact
• GC concluded by noting that much will depend on the personality of the incoming Minister

Actions

• New Minister to engage with key stakeholders at an early stage in the new term.

 

Community Led Tourism Deep Dive

The deep dive opened with a presentation from Carron Tobin.

Context: Scotland Outlook 2030 & Mission Framework

• Scotland’s tourism vision: becoming the world leader in 21st century tourism
• Strategic pillars: diverse businesses, passionate people, thriving places, memorable experiences
• ILG missions include: rapid technological change, sustainable transport, net zero acceleration, community led tourism (CLT), and proud & valued people working for Scotland
• CLT chosen as the focus for the Deep Dive

Mission Purpose & Vision – Community Led Tourism

• CLT mission aims to recalibrate tourism to deliver for communities and the environment first
• Tourism in and around Scotland is positioned as a privilege
• Strong existing foundation in Scotland through community ownership, legislation, and local initiative
• Communities already deliver impactful visitor experiences and services
• Key issues include limited measurement of community contribution and lack of visibility of third sector value
• Principle that communities should be central to tourism decision making, recognising businesses are part of communities

ILG Role in Supporting Missions

• ILG is a strategic influence group, not a delivery body
• Identifies opportunities across existing structures and partnerships
• Influences stakeholders within and beyond the tourism sector
• Promotes collaboration across public, private and third sector
• Shares updates through VisitScotland and Scottish Government channels

CLT Game Changing Actions

• Changing Mindsets
• Cultural and sector-wide shift to put community interests first in tourism design and delivery.
• Awareness Raising
• Creation of a national visual identity or tool to highlight community run tourism assets
• CLT Support
• Mechanisms for community voices within tourism leadership structures
• Tailored support that responds to local CLT needs
• Programmes to empower host communities and support their own tourism aspirations
• Promotion of community focused, purpose driven business models
• Measurement
• Systems to measure tourism’s impact on communities (positive and negative)
• Framework to quantify CLT and third sector scale and contribution
• Long term tracking, benchmarks and consistent metrics
• Reinforcement of Carnegie UK principle: what gets measured drives behaviour
• Key Asks
• Need for a dedicated VisitScotland/Scottish Government CLT Champion
• Support to develop robust measurement systems
• Inclusion of CLT narrative in VisitScotland’s Visitor Economy Campaign (MK2)
• Increased practical support and capacity building for community organisations

Progress to Date – Examples & Trends

• Growing alignment with UK wide community wealth building and B Corp movements
• Establishment of the UK Community Tourism Alliance providing collective voice for communities nationally
• Strong portfolio of CLT examples across Scotland
• SCOTO Press Pause® delivered in more than 70 communities and supporting strategies in Moray, North Carrick, Kintyre, Fife and beyond
• Engagement underway with National Parks and cross border partners
• SCOTO Gathering 2026 - Taking place 5–6 March 2026 at the Glasgow Royal Concert Hall
• Features city learning exchanges, CLT showcases, and international speakers (including Greenland University)
• Includes island, rural and urban community perspectives and knowledge exchange sessions

International Alignment – Reykjavik Declaration

Declaration highlights that tourism is a means to community benefit, not an end in itself. Principles emphasise:

• Tourism as a shared benefit
• Communities as custodians
• Respect for cultural and natural heritage
• Strengthening of nature and society
• Innovation and digital transformation
• Tourism as a force for peace and understanding
• Strong alignment with Scotland’s regenerative, community centred approach.
• Encourages tourism that enriches residents’ wellbeing and preserves natural and cultural assets.

Deep Dive Breakout Themes

• Breakout groups reviewed Reykjavik principles and ranked them based on relevance to Scotland’s CLT ambitions.
• Participants assessed Scotland’s current performance (using a 1–10 scale).
• Identification of good examples and persistent gaps.

Discussion on game changing actions explored:

• Barriers to resourcing
• Clarity of ownership and leadership
• Capacity constraints
• Data and measurement limitations
• System fragmentation
• Groups considered which organisations should fund, lead or support each action

Immediate Priorities

• Embed community first and environment first principles across tourism development
• Reinforce narrative that tourism should give back more than it takes
• Promote community wellbeing, cultural stewardship, environmental restoration and high-quality visitor experiences
• Support communities experiencing tourism pressures as well as those seeking growth opportunities
• Maintain momentum while longer term structures, measurement systems and leadership roles are defined.

This was followed by a recorded presentation from Scottish Government’s Regional Economic Policy Team and covered the work of Regional Economic Partnerships.

This was followed by a presentation from Ken Massie, Head of Destination and Sector Development and Gwen Raez, Strategy Lead at VisitScotland.

Destination Development – Scope & Role

Work includes:

• Place based economic development
• Regional stakeholder engagement
• Growth Deals and major investments
• Tourism infrastructure
• Sustainable destination development
• National policy input
• Regional data, insights and strategic planning
• Destination Development adds value by understanding consumer needs, local context, industry capacity and opportunities.
• Team must stay connected to all VisitScotland activity to translate work effectively to partners.

Regional Economic Partnerships (REPs)

• Partnerships span Highlands & Islands, North East, Tay Cities, Edinburgh & SE Scotland, Forth Valley, Glasgow City Region, Ayrshire and South of Scotland
• Strong relationships across regions; approaches tailored to local context

VisitScotland supports:

• Visitor economy opportunity identification
• Strategic advice on major investments
• Delivery of local and regional tourism strategies
• Collaboration with marketing, events, insights, and industry development teams

Tay Cities Region Deal – Visitor Economy Projects

Examples of supported projects include:

• Perth City Transformation
• Aero Space Kinross
• Crieff International Highland Centre
• Innerpeffray Library
• Pitlochry Festival Theatre
• Hospitalfield House
• Discovery Point
• HMS Unicorn
• Tay Adventures (under review)

 

• Region-wide output: £300m programme, 6,000 jobs, up to £400m investment
• Hospitality Skills Programme supported with revenue funding
• Some projects completed; some under review or in delivery

Place Based Focus Across Regions

• Arbroath: UKG/SG investment for town centre support; scope for VS strategic engagement
• Dundee (Stobswell): long term neighbourhood development tied to key cultural assets
• Fife Pilgrim Way: alternative footpath to coastal path; VS supports product development and marketing
• Dunfermline: new city status; heritage led plans; VS involved in strategy and marketing
• Kirkcaldy: “Pride in Place” funding; VS supports product and destination development
• Perth City: UNESCO City of Craft, new museum; VS involved in plan delivery and promotional activity
• Highlights VS partnerships with all 32 local authorities, community leaders, and the Scottish Towns Partnership.

Rural Tourism Infrastructure Fund (RTIF)

Established by Scottish Government and managed by VisitScotland. Delivered:

• Seven funding rounds
• £24.5m to 86 projects
• £20m in match funding

Supports infrastructure such as:

• Low carbon transport
• Multi use paths
• Toilets and motorhome facilities
• Car parking
• Active travel connectivity
• Aims to reduce visitor pressure, enhance visitor experience, support accessible, low carbon infrastructure aligned with Destination Net Zero.

Strategic Tourism Infrastructure Development

• 28 active infrastructure development plans across Scotland
• Design grants available
• Full project support provided where required
• Digital pilot implemented
• Communities involved in all stages from instigation through to delivery

Community Centred Visitor Economy Initiatives

Initiatives aligned with themes of:

• Tourism as a shared benefit
• Communities at the centre
• Innovation and digital transformation

Examples:

• Visitor management improvements
• Visitor Economy campaign
• Thistle Awards recognition (Community Tourism & Events)
• Business support for community led tourism enterprises

Tools include:

• Business Support Hub
• Storytelling campaigns
• Scotland’s “Tourism Cares” Meaningful Travel Map.

Meaningful Travel Map – Tourism Cares

• A tool linking tour operators and advisors with community led tourism providers
• Promoted via webinars, social media, newsletters and FAM trips
• Experiences now added to international group tour itineraries

Supports responsible tourism outcomes:

• Low carbon transition
• Inclusivity
• Thriving communities
• Protection of natural/cultural heritage
• Helps intermediaries promote wider geographies, off season travel and immersive experiences

Resident Attitudes to Tourism (YouGov 2025)

Strong positive sentiment around tourism’s role in:

• Sustaining communities
• Economic value
• Attracting investment

Recognises a mixed picture:

• Some communities seek more tourism
• Others face pressure and capacity challenges

Survey explores:

• Local benefits
• Visitor pressure
• Mitigation efforts
• Community involvement
• Attractiveness of tourism sector employment
• First Household Survey data expected summer 2026

Online Resources for Communities

• New VisitScotland.org page signposting relevant content and support
• Work underway with CLT Mission to improve how VS:

1. Supports communities seeking growth
2. Provides resources for communities needing seasonal support
3. Assists communities experiencing visitor pressure.

Next to present was Anna Miller, Head of Tourism, Food and Drink at HIE.

Community Led Tourism – HIE Support

Highlands & Islands Enterprise (HIE) provides substantial support to community led tourism and social enterprises. Since April 2023:

• £16m approved for social enterprises across all sectors
• 38% (£6m) of this in tourism and creative industries
• 53% (£8.4m) of approvals in Inclusive Growth Areas
• Since April 2023, £22m approved for tourism and creative industries specifically
• 27% (£6m) allocated to social enterprises
• 27% (£6m) allocated within Inclusive Growth Areas

In 2024–25, HIE provided £1.1m of delivery resource to 41 community organisations.

Supported tourism related community projects include:

• Wick Development Trust campsite
• Glengarry Community Woodlands cabins/visitor accommodation
• Three community housing projects on Papa Westray

Community Led Tourism – Example: Tarbert Harbour

• £1.36m project to upgrade Tarbert Harbour facilities, strengthened through a £395,000 investment from HIE.
• Operated by Tarbert Harbour Authority, a not for profit social enterprise.
• Improvements strengthen links between the local community and marine heritage.

Innovation & Digital Transformation – Highland Cinema

• Highland Cinema operates as a community trust and registered charity
• Offers film, theatre, arts, music, talks and community events
• Received HIE Digital Tourism Support (up to 3 days of expert advisory support)

Outcomes include:

• Improved accessibility provision
• New digital technologies implemented
• New EPOS system
• Greater capacity for community programming

Respect for Culture & Heritage – Trees for Life / Dundreggan

• Dundreggan Rewilding Centre near Loch Ness supports natural heritage, Gaelic culture and forest restoration experiences
• Secured £234,554 Green Jobs Funding from HIE
• Helps broaden public engagement with rewilding, heritage, language and landscape.

Strengthening Nature & Society – Glenmore Visitor Centre

• Glenmore Visitor Centre transferred to Aviemore and Glenmore Community Trust (AGCT) from Forestry & Land Scotland in 2024
• Secured £211,624 from HIE to redevelop the centre.

Redevelopment aims include:

• Shared community and visitor spaces
• Upgraded facilities and meeting areas
• Long term reinvestment of profits into community initiatives
• Supports sustainable community led stewardship in a major outdoor tourism location

Community Stories – Short Films

• A set of short documentary films highlight lived experiences of community led tourism across the Highlands and Islands.
• Featured community stories include:
• Mull community led development
• Tiree Community Development Trust
• Glenurquhart Rural Community Association (GURCA) and funding
• Calum Ferguson & Alba FA (community led outdoor activity and heritage initiatives)
• Films showcase local leadership, challenges, and tangible community benefits.

The final presentation of the session was delivered by Mark Rowley, Tourism Lead at SOSE.

South of Scotland Enterprise (SOSE) – Role in Communities

• SOSE is Scotland’s first enterprise agency with a dual remit: economic development and community development.
• Recognises that visitor economy enterprises are often more important to local communities than they are to visitors.

SOSE teams include specialists in:

• Community development
• Economic development
• Culture
• Tourism
• Community wealth building
• Net zero and sustainability

Approach reflects the South of Scotland’s many small, dispersed and rural communities, where tourism is intertwined with daily life.

Tourism in the South of Scotland

• Tourism and visitor economy activity is embedded across most communities in the region
• Since 2020, SOSE has invested over £20m in enterprises linked to the visitor economy
• Around one third of this investment supports community led tourism enterprises

Capital investment is complemented by:

• Community development support
• Enterprise support
• Specialist teams working with communities across the region
• Community led tourism projects in the region increasingly recognised through Thistle Awards.

Examples of Supported Community Projects:

• Whithorn Trust - Over £1m invested in bunkhouse and community facilities
• Annan Harbour Trust - £1.2m for regeneration, recreation and community infrastructure
• Wigtown - Support for community based book festival hub and community ownership of the local pub
• Newcastleton Trust - Land purchase for recreation and community development; bunkhouse supporting local cycling
• Dalbeattie – Rocks and Wheels - Support for large scale climbing and cycling destination, improving local regeneration through leisure and healthy living

Additional Examples Across the Region:

• The Haining, Selkirk - Restoration of a community owned mansion as a venue and community resource
• Trimontium Roman Museum - Development of a world class attraction with community inclusion at its core
• The Crook Inn, Tweedsmuir - Creating bunkhouse, café, and community facilities linked to the upcoming Tweed Trail
• Sea the Change (Berwickshire) - Development of fully accessible beach and sea access facilities for disabled visitors
• Paxton House - Investment in visitor accommodation to enhance sustainability of wider facilities
• A’ the Airts, Sanquar - Support for community based arts and cultural facilities
• Stranraer Oyster Festival - Support for a major community led event celebrating local seafood and driving regional profile

The session closed with an exploration of the principles set out in the Reykjavik Declaration, noting the standards it sets for EU destinations and discussing how Scotland must exceed the ambitions put forward if we are to be world leading in 21st century tourism across the following areas:

• Tourism as a Shared Benefit
• Communities at the Centre
• Innovation and Digital Transformation
• Respect for Culture and Heritage
• Strengthening Nature and Society
• Tourism as a Force for Peace and Understanding

ILG members brought practical ideas to the table, including best practice examples and will continue to use their expertise and networks to influence across these principles.

Actions

• VisitScotland representative to hold regular meetings with the Community Led Tourism Mission Lead.
• Community Led Tourism case studies to be considered as part of upcoming visitor economy activity through VisitScotland.

 

VisitScotland Visitor Economy Campaign Update

Carolyn Churchill, Head of Corporate Affairs at VisitScotland joined the meeting to present.

Visitor Economy – Strategic Framework (VisitScotland Corporate Plan 2025–2028)

Strategic framework built around four pillars:

• Place Development – supporting regional economic strategies; leveraging public/private investment to develop destinations
• Business & Experience Development – sector specific support to build new products and reach new markets
• Market Development – attracting inbound leisure, business events, corporate travel and major events through strategic marketing and intermediary relationships
• Organisation Development – strengthening insight, capability, planning, technology and skills across VisitScotland

Corporate Plan focuses on driving the visitor economy and increasing awareness of the full breadth of tourism and events.

Corporate Affairs Strategy – Influence, Profile, Engage

• Aims to increase understanding of the visitor economy and VisitScotland’s role
• Seeks to enhance VS’s reputation as an economic development agency
• Supports effective policy development and encourages advocacy

Focus areas:

• Tell the story of the visitor economy
• Improve public and political understanding of the sector
• Profile the sector’s value to Scotland’s economy, communities and wellbeing
• Internal review led to new strategic storytelling approach across VS channels

Visitor Economy Campaign – Phase One

Objectives:

• Increase awareness and understanding of the visitor economy among key audiences (industry, government, residents, media, VS staff)
• Communicate economic, social, cultural, and wellbeing benefits
• Highlight breadth of sectors and services within the visitor economy
• Build advocacy within tourism and events.
• Reinforce VisitScotland’s role in driving the visitor economy

Research insights:

• 56% of MSPs say they take an interest in tourism, but only 46% see it as important to the Scottish economy
• Media sentiment positive but occasional concerns around overtourism
• Industry feels policymakers don’t fully understand the visitor economy
• Residents generally positive but lack awareness of tourism’s role in sustaining communities, culture and environment

Campaign Delivery – Assets & Impact

Delivered through:

• Video content (Ripple video and Corporate Plan film)
• Media articles in key titles (Herald, Scotsman, Times, Insider)
• Infographics and social content
• Local authority newsletters and Holyrood magazine features
• Industry partner amplification.

Strong engagement achieved:

• Visitor Economy videos among VS’s top performing LinkedIn content in 2025
• 47 media items linked to Connect 2026 activity; 55 linked to Autumn/Winter marketing
• Visitor Economy infographic high engagement rate (4.6%)
• VS.org Visitor Economy page is the third best performing in the Tourism & Events Industry section.
• Showcasing Industry Case Studies

Campaign highlighted real examples of Scotland’s visitor economy in action.

Featured stories included:

• The Enchanted Forest
• Spirit of Speyside Whisky Festival
• Friends of Dundonald Castle
• All Roads Lead to Whithorn
• V&A Dundee
• The Globe Inn
• Ardross Farm Shop
• Loch Ness Hub
• Mercat Tours

Case studies received strong industry support and will continue in future phases.

Building Advocacy – Partner & Industry Engagement

• Advocacy toolkit enabled sharing across partner channels
• Industry leaders, influencers and stakeholders amplified campaign messaging

Messaging integrated into:

• Thistle Awards
• VisitScotland Connect
• Industry events
• Media and partner communications

“Always on” messaging mindset ensures visitor economy narrative appears across all VS activity.

Campaign Themes & Channels

Themes included:

• “The Visitor Economy and Me” – highlighting the people behind the sector
• “It Starts with a Visit” – illustrating community impact
• “The Ripple Effect” – showing breadth and scale of benefits
• “VisitScotland and the Visitor Economy” – demonstrating VS’s role

Channels included:

• Social videos
• Blog posts and op eds
• Partner outreach
• Infographics
• Media features
• Internal VS channels

Phase Two (2026–27) – Forward Plans

• Aim to broaden reach to audiences not naturally connected to tourism
• Build on engagement within the sector to create ambassadors and champions
• Continue showcasing the economic, social and cultural value of the visitor economy
• Strengthen public and political support
• Explore expanded channels such as WhatsApp, YouTube
• Maintain earned media, influencer activity and partner channel collaboration

ILG Communications – Support & Protocol

• VisitScotland leads ILG communications on behalf of the group
• Maintains scripts, messaging and slide decks with co chair approval
• Uses VS.org, newsletters, social media and other established channels for updates
• Members encouraged to act as ambassadors and share key messages through their own networks
• Communications always reflect ILG’s collaborative ethos

Ongoing Communications Support for ILG

• Post meeting articles and social assets shared after major ILG meetings (February, June, September, November)
• Quarterly updates themed around ILG missions, featuring interviews with mission leads
• Additional support for:
• Scotland Outlook 2030 Tracker launch
• Visitor Economy promotional video featuring ILG members
• ILG projects and events
• Ensures consistent, visible storytelling around mission progress.

A group discussion followed the presentation, covering:

• MC emphasised the importance of developing strong video content that tells the real story of the sector. He stressed the need to socialise this material widely, pushing it through all available channels and preparing it for the next parliamentary term
• Judy Rae agreed, noting the ask for a more coordinated communications approach. She said the video provides exactly the kind of clear narrative the ILG needs at this “moment in time” to position its message effectively for the next Parliament. Noting that interest is growing, many stakeholders are still asking to “hear more about it” and encouraged working with VisitScotland to help socialise the content
• KB said resources must be provided in a format that can be cascaded, with a clear communications plan to support members in acting as ambassadors for the missions. She suggested creating a library of materials that stakeholders can easily share
• MC added that communications must not forget the daytime economy, which often doesn’t connect with politicians. He emphasised that messaging must present the visitor economy in its entirety, not just its evening or leisure components.

Actions

• VisitScotland to prepare a video for launch at Scottish Tourism Month highlighting the work and priority areas of the ILG.
• VisitScotland to share a communications plan before the next ILG meeting.