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Report to City of York Council Shareholder Committee

Monday 13 October 2025

Introduction

 

This paper provides an update of Make It York’s (MIY) activities from the new Service Level Agreement from April to October 2025. It also presents:

Appendix 1 – Audited Accounts for 2024/25

Appendix 2 - Management Accounts report incorporating Profit & Loss statement, Balance Sheet and Cashflow forecast – August 2025 (Confidential).

Appendix 3 - SLA strategic linkages Key Performance Data dashboard.

Appendix 4 – Update SLA for September 2026 – September 2027

2024/25 has proved to be a strong year for MIY recording a record profit whilst outperforming its key objectives. York’s reputation as a destination of choice to live, work, study, and visit has further strengthened. The city’s brand continues to gain national and international recognition, underpinned by targeted marketing campaigns, the success of the Visit York Pass, and the city’s rich culture, heritage, markets, and events. This is further amplified by MIY’s expanding digital presence, ensuring York remains front of mind for diverse audiences.

2025/26 is continuing to build upon the work of the previous years within the parameters of a difficult financial position due to the increase in staff costs and the impact of these across the sector.

 

Financial Position April 24 – March 2025

 

The pre-tax profit for the financial year 2024-25 is £470,853. Corporation Tax of (£15,327) and a loss of (£18,000) on the defined benefit pension scheme leave the total comprehensive income for the year at £442,526.

 

This profit has been achieved through strong financial management, the controlling of costs and maximising revenue opportunities through the activities of the company. 

 

The total equity held by MIY has increased from £285,051 to £702,577. This places MIY in a very strong financial position to move forwards into the current financial year.

 

Financial Position April 25 – March 2026

 

The current forecast position at the end of August 2025 is for another profitable year, however it will not reach the levels of profit of the 2024-25 financial year.

 

Income, whilst lower than 2024-25, is performing well thanks to the invaluable support of members and partners. This has allowed us to promote the city both nationally and internationally whilst also investing in MIY’s future.

 

The Shambles Market and the City Centre events programme are performing extremely well this year, which is helping attract visitors and residents into the city.

 

MIY are partnering with Aesthetica Magazine alongside the North Yorkshire Combined Authority, York St John University and North Yorkshire County Council, to financially support the UNESCO City of Media Arts Expo for the 2nd year which adds real value to the city and its cultural offering.

 

The cash position is strong, which allows investment to be made in the company and its assets, specifically Shambles Market. This enables MIY to further attract visitors and traders to the iconic market. International marketing is a strong focus for MIY ensuring York welcomes visitors from across the globe.

 

With the new SLA in its second year, the strong financial position of MIY should give CYC confidence that MIY is in a robust position to deliver on all its objectives for the years ahead.

 

Governance

 

The new SLA has been in place since September 24. Quarterly monitoring of the service level agreement, its outcomes and outputs take place along with tighter monitoring arrangements in the form of strategic linkages Key Performance Indicators, and these are reported at monitoring meetings and Make It York Board meetings.

 

 

Board of Directors

 

Director Appointments

 

The Make It York Board gained 1 new member from the Local Authority. Councillor Widdowson has replaced Cllr D Smalley.

 

Director Resignations

 

The Make It York Board has 3 directors’ resignations this period which are Adam Wardale, Julia Unwin, and Councillor D Smalley.

 

Performance

 

We continue to be transparent in measuring our impact. A copy of the most up to date Quarterly Strategic Linkages Key Performance Dashboard Report is included in the report pack (Appendix 3). This report has become stronger in terms of data reporting to show how we are having an impact and the return on investment, which is wider than a financial return on investment.

 

Accountability and Transparency

 

We have in place transparent and accountable processes and procedures along with a clear governance structure in place for Board members, Managing Director, and Heads of Service.

 

The board of directors meets bi - monthly and all board papers are circulated one week in advance with managers attending to present reports and answer questions.

 

Data reports are provided to the board including key performance data, evaluations including customer satisfaction, and industry data such as tourism data.

 

Human Resources

 

Following employment law changes in 2024, MIY policies and procedures are updated and compliant with employment law.

 

Partnerships and Engagement

 

Partnerships

 

We have good and effective external stakeholder relationships that enable us to deliver joint initiatives, collaboration on key projects and events. We work with Visit York members, MIY Member Advisory board, Hospitality Association York, Tourism Advisory Board, York BID, St John’s University, York College, York Explore, Museums Trust, York Civic Trust, National Railway Museum Trust, Aesthetica Film Festival and City of York Council.

 

We have good internal relationships with staff and facilitate regular staff meetings and initiatives. We meet regularly with CYC officers and provide expert advice as required.

 

Challenge on delivery of agreed outcomes

 

The Service Level Agreement (SLA) is monitored, and performance data is challenged as part of quarterly monitoring meetings with the City of York Council.

 

Health and Safety

 

Health and Safety – We have had no Health and Safety incidents.

 

All MIY delivered events are risk assessed and have event management plans in place and are discussed at CYC Safety Advisory Group. All third-party events taking place on MIY managed spaces are required to complete detailed application forms and submit risk assessments, event management and noise plans and the organiser is required to attend a Safety Advisory meeting.

 

Training and Development

 

We have an annual training and development management programme in place for all staff. 27 staff have successfully completed project management training. This has offered personal development and increased skills and knowledge, planning projects, risk management, evaluation, and leadership.

 

Complaints

 

Make It York have adopted the Councils corporate complaints procedure to provide transparency and fairness.

 

As we manage the second stage of busking on behalf of CYC, we receive business feedback on busking issues.

 

From April to September, we received 20 formal complaints regarding busking in the city and 3 complaints relating to street entertainment on Kings Square.

 

 

Risk Management

 

We manage businesses risks adequately and effectively.

 

·        We protect our data from security breaches and have adequate IT security policies in place and daily external data backup. We apply key multifactor protect for key elements of the business. We review and challenge our data security in line with good practice and with our IT partner we have undertaken an in-depth security review of our system to ensure it is safeguarded from hacking. Whilst we currently have a very good baseline level of security some changes have been implemented that have increased this further.

 

·        We have a regular review and challenge process is in place this ensures that.

 

·        All staff undertake annual GDPR training.

·        Our contractors provide adequate protection and assurances of securing our data held on their systems.

 

·        We have an adequate Risk Register in place that is reassessed on a quarterly basis and monitor the top 3 risks.

·        We have a full and comprehensive business continuity document that is tested and reviewed twice a year.

 

 

Assets

 

All our equipment in use is safe, maintained and employees are adequately trained on how to use the equipment prior to commencement of use. Appropriate maintenance contract in place for relevant equipment.

 

We have a retention and disposal asset schedule which is reviewed on a quarterly basis.

 

 

Delivery against Make It York Business Plan 2022 – 2025

 

Below providesinformation on our business performance during April to September 2025 to demonstrate the impact and services MIY provides for the city, visitors, residents, stakeholders, members, and customers against the current Business Plan.

 

These covers

 

Tourism & Destination Marketing

 

 

Events, Festivals and Markets

 

 

 

City Centre & Place Management

o    Year-round events programming activated the city centre, driving footfall.

 

Making Culture Accessible for all

 

·        Achievements

 

o   Grant funded the first UNESCO City of Media Arts EXPO in 2024

o   Delivered Trailblazers in partnership with York Civic Trust

o   Delivered the 2020 – 2025 Culture Strategy

o   Reformed the Cultural Leaders Group into a more open and inclusive structure a key outcome of the strategy.

 

 Business Engagement & Support



Economic Impact

o    Tourism contributed an outstanding £2.01 billion to York’s economy in 2024 – a 5.4% increase from 2023.

o    27% was spent on our diverse food and drink scene,

o    25% supported the city’s accommodation sector,

o    11% went toward recreation and entertainment, and

o    3% was spent on transport and getting around the city.

o   Overseas visitors alone accounted for nearly a quarter of the economic impact, injecting £0.5 billion into York’s economy.

·        The number of staying visitors reached 1.7 million, with an average stay of 3.3 nights – a slight increase on the previous year. Most overnight visitors, 54%, continued to stay in serviced accommodation and hotels, with non-serviced accommodation a close favourite.

·                                In 2024, 16,788 employees (FTEs) were supported directly and indirectly by tourism, up 4.8% from 2023.

 

 

The proposed SLA for September 2026 – September 2027 is attached as Appendix 4.

 

Good Business Charter 

 

Make It York has achieved re accreditation of the Good Business Charter this year.

 

Income and Sponsorship

We continue to maximise opportunities for sponsorship and income which secures best value for money for MIY managed assets such as public spaces, publications, the website, Art benches, digital TV screens and sponsorship of key event trails, which creates and supports the development of commercial partnerships. Sponsorship and advertising income has a “key role to play” in ensuring that we can continue to deliver several key outcomes such as events which are valued by residents, visitors, and businesses.

Hiring public spaces continues to be a challenge and income levels have been affected. The reasons for this are costs of renting the space, cost of utilities, and an increase in supplier costs. In addition to this some spaces are not suitable due to having no utilities or problems due to permits being required and delays in securing this. Further work is needed to explore options to improve these locations. Some income has been lost through decisions from CYC.

 

 

LVEP

 

Funding has been secured in partnership with North Yorkshire Council for £100k.

The funding will achieve. 

1.   Data & Intelligence - Establishing a shared approach to Data & Intelligence to provide a foundation for evidence-based decision making both for the LVEP and industry stakeholders. 

2.   International Marketing & Travel Trade - Develop an International Marketing & Travel Trade Strategy and a three-year programme of activity to attract greater numbers of international visitors. 

3.   Skills & Recruitment - Work with the Mayoral Combined Authority to address skills and recruitment challenges facing the sector. 

4.   Digital development and Collaboration - Sustainability, Accessibility & Inclusivity - Act as a conduit between VisitEngland and the tourism industry to encourage improvements in the areas of digital development, sustainability, accessibility, and inclusivity. 
 

Combined Authority grant funding application 

A grant application to the York and North Yorkshire Combined Authority to deliver the UNESCO City of Media Arts EXPO has been successful.  The award is £60,000. 

And will be used to kick-start and scale the Creative Industries sector in York & North Yorkshire, and develop a workforce ready for future economy, by delivering a UNESCO City of Media Arts EXPO to run alongside the Aesthetica Film Festival in November 2025.  

 

A grant of £30,000 from the York and North Yorkshire Combined Authority has also been successfully secured. This funding will enable a feasibility study to test the potential for establishing a new contemporary art gallery in York and North Yorkshire. A new contemporary art gallery in York showcasing national and international work, supporting UNESCO goals, nurturing regional talent, and strengthening the region’s cultural infrastructure.

 

The study will examine demand, economic impact, and delivery models, providing the evidence base required to assess whether such a cultural investment is viable and sustainable for the region.

 

 

Data and Analysis

Steam Data 2024

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Quarterly Tourism Data

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International Tourism

Growth in international tourism is a key focus for York

Attending trade shows offers opportunity to increase awareness of York as a key destination to visit, creates opportunities for collaboration and fostering new relationships with key partners and consumers.

 

Staff have or are attending the

MIY will visit

·        Nanjing and Suzhou China between 15-19 September to attend the 2025 business development conference and an innovation fayre. MIY will sign the MOU with Nanjing, as it did in 2015. 

·        MIY will also attend Destination Britain North East Asia in partnership with Visit Britain B2B in China 26 – 28 November 25. 

·        MIY will exhibit at World Travel Market in London 3rd-6th November

·        MIY was represented at Travdays in the Netherlands in partnership with North York Moors National Park and Visit Britain.

·        MIY partnered with Visit North Yorkshire and Castle Howard at Destination Britain Americas on 11th-13th September.

Familiarisation visits

 

We also facilitated three international press visits in support of Visit Britain.

 

 

 

Digital Statistics

 

Visit York’s digital strategy has delivered outstanding results from April 2025 to September 2025, leveraging web, social media, and email marketing to engage audiences, promote the city, and support its stakeholders.

 

Marketing & Communications Campaigns 

 

Campaigns

 

Since January 2025 we have delivered 3 x China Partnership joint campaigns,

1 visit Manchester Joint Campaign, 1 x Visit England joint campaign

 

Summer in York Campaign 

Although last year’s summer campaign was dubbed ‘record-breaking’, this year’s Dream Days Out campaign has again exceeded all expectations, giving York Park & Ride even higher visibility and audience reach across a range of platforms. 

Every element of this campaign was designed to attract visitors both into the city and onto York Park & Ride buses, specifically targeting an audience within a two-hour drivetime who were actively seeking dream days-out over the summer.  With the campaign plan agreed at an early stage, we were able to launch summer activity by the end of June, meaning that we could appeal to forward-planning day-trippers as well as last-minute deciders. 

Social media has again been the star of the show, becoming increasingly important to consumers when booking their UK days-out: it’s estimated that 75% of 18 – 34 years, and 63% of 34 – 55 years use social media for inspiration when planning a trip. 

What’s more, the results outlined below are simply a snapshot of the situation on 1 September 2025.  It’s important to note that video views and post engagement across social media continue to grow, so by the end of the complete York Park & Ride campaign in November, these summer social results will increase.

 

Summer Campaign Headline Results

 

 

Visit York Membership

Annual Renewals 

Visit York membership retention this financial year is 87.7%.

Visit York Membership

 

Our Membership Advisory Board has met on 2 occasions. This group provides challenges, new ideas and an increased ambassadorial voice for the city. The group currently supports new ideas for events and the annual Membership Conference. This group also ensures that we are more accountable to our Membership and provide what Members want.

Visit York Tourism Awards

 

In March, the annual Visit York Tourism Awards were held. Two of the winning organisations – The Wizard Walkand Sandburn Hall – went on to achieve further recognition at the VisitEngland Awards for Excellence, where both secured silver awards.

Visit York Member MOT  

A practical designed help members make the most off their Visit York membership was circulated recently.  This was intended to ensure that member we informed and able to fully utilise the benefits and opportunities available to their business.  

Workshops were also held at the Visit York conference. 

 

 

Member Survey  

A Visit York membership annual survey was carried out in March 2025.   

 

 

Tourism Advisory Board

 

The Tourism Advisory Meetings (TAB) meetings are held monthly and chaired independently. Representatives of CYC at meetings as do MIY. They are tasked with collectively delivering the CYC Tourism Strategy.

 

 

Visit York Pass

 

The Visit York Pass currently provides access to 37 attractions and 17 Extra Value Offers.

 

The no. of passes sold YTD is 5,649 compared to 6,279 in the previous period. This is approx. 10% decrease in passes sold. The total sales of £423,572, compared to prior year £404,184 gives a 4.8% increase in turnover. The increase is due to the annual price increase in line with the price increases across the board of all the Visit York Pass attractions.

 

In April 2025, the new digital web application was successfully launched to streamline the guest journey, which can be seen on updated marketing assets throughout the Visit York initiatives. The Visit York Pass is also now a key partner in this year’s Visit York seasonal campaigns, reinforcing the product presence as a crucial commercial initiative for Visit York.

 

To strengthen trade and international distribution, the Pass has entered a partnership with TurboPass, the product’s software manager with reach across global channels. Internally, trials of digital campaigns on regional platforms such as Leeds List are underway to increase product visibility and sales conversion.

 

In 2025/26 YTD, 40% of guests used their Visit York Pass on the same day as purchase with 25% of guests using them within 7 days and 21% of guests within 30 days. This indicates a longer lead time suggesting guests are planning ahead to optimise maximum value from the product, a change from the guest behaviour of 2024/25.

 

Ongoing considerations are being conducted into external influences on sales performance. Key considerations include the cost-of-living crisis, warmer seasonal weather and overall retail performance in York. The Visit York Pass is actively trialling new approaches to improve reach, visibility and sales.

 

MIY will continue to develop Visit York Pass over the coming months.

 

Markets

 

Markets Strategy 

In April a markets strategy was commissioned. The strategy was completed September 2025. 

The strategy includes the following components: 

1. Growth Opportunities for Shambles Market
Identify and assess opportunities to grow Shambles Market, including support for new traders, pathways to increase stallholder income, and measures to ensure the market delivers a sustainable profit.

2. Investment Requirements
Set out the capital and revenue investment needed over the next decade to maintain and upgrade Shambles Market’s infrastructure, strengthen visitor experience, and secure long-term commercial viability.

3. Current Issues and Priorities
Review operational challenges and priority areas for improvement, drawing on feedback from traders, customers, and operational teams.

4. Strengthening the Market
Develop both short- and long-term proposals to reinforce Shambles Market as a vibrant, inclusive, and commercially successful destination.

5. Trader Recruitment and Market Mix
Outline plans for trader recruitment and shaping a balanced, appealing mix of stalls and products.

6. Specialist and Added-Value Markets
Explore opportunities for themed or niche markets (e.g. farmers’ markets, “Totally Locally” events) to diversify the offer, attract new audiences, and boost vibrancy.

7. Fees and Charges Review
Conduct a full review of fees and charges to ensure transparency, fairness, and long-term financial sustainability.

8. Environmental Sustainability
Define actions to minimise environmental impact, including waste reduction, improved recycling, and energy efficiency initiatives.

 

Wider Market Portfolio

The strategy will also clarify the roles of Acomb, Haxby, and Knavesmire markets, alongside seasonal markets such as the Christmas Market. It will explore:


Engagement and Consultation

Extensive consultation will underpin the strategy, ensuring it is rooted in real-world insights and shaped collaboratively. Engagement included:

Investment Requirements: 
Identification of capital and revenue investment needed at Shambles Market over the next 10 years to maintain and enhance its infrastructure, visitor experience, and commercial viability. 
 

Events and Festival

Events Toolkit

Make It York has written a festivals and events community toolkit.   It is a practical and detailed community-friendly toolkit that will enable communities self-serve including by providing guidance on event management so that the can to create safe and impactful events of their own in a safe manner.  The toolkit includes links to critical detailed documents and websites to aide in the delivery of events.

This work is part of the SLA objectives 2024-26.

 

York Residents Festival 25 & 26 January 2025 

The Resident's Festival offered a variety of exclusive deals for York residents and includes free access or reduced-price access to attractions, access to tours, food and drink discounts, retail discounts and activity discounts.  

Ice Trail  

The Ice trail was delivered on 1st and 2nd February 2025. The theme for 2025 was "Origins," with sculptures inspired by legends, myths, and York's rich history. 

 

Ice Trail Evaluation

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Orangery Summer Offer

Thors Orangery once again has been present on Parliament Street encompasses city led engagement / community space.   The facility provided its own seating/dining areas and curated a programme of music and live events throughout the summer. It also provided street food offers.

 

There were no licencing issues during the event and no H&S incidents.

Food and Drink Festival

The annual Food and Drink Festival commenced on19 to 28 September 2025. 

 

Christmas Market

The Christmas market has been revised this year which will make the event, safer, more accessible whilst addressing previous crowd management issues.  It will have a more festive feel with enhanced dressing within St. Sampson's Square and Parliament Street; the changes and details are as follows: 

 

·        Shambles Market trader's vehicle movement will operate in line with the same hours as Christmas Market traders (10:30 - 19:00) to further control and minimise vehicle access into the pedestrian area during these hours. This has been communicated to all 130 traders in June with only 3 responses to date (two positive and one negative). This is in line with Event management best practice of designing out vehicle movement during a live event and in line with guidance from Counter Terrorism Security advisors and local emergency services. 

·        Removed 7 huts in total with 3 being removed from St Sampson's Square which improves walkway widths and allowing space for themed dressing and event signposting.  Unfortunately, we were unable to open up the square any further due to position of CYC street trader. 

·        Relocated 'Treehouse' from St Sampson's Square to Parliament St to minimise queuing in the junction of Church St/Davygate. 

·        Increased pedestrian pathway widths on to St Sampson's (from Davygate/Church St/St Sampson's Square. 

·        Moved a small catering unit (from Parliament St) to St Sampson's Square serving towards Three Cranes to make use of unused street. 

·        Moved food stalls facing Davygate on to St Sampson’s Square therefore maximising the road width and increasing pedestrian flow. 

·        Christmas tree & Flower stall - 10m - no obstructions to maintain free flow and spread-out food traders to address queuing issues of 2024. 

·        Reconfigured the last block at the bottom of Parliament St to increase width of walkway to 9m with no side openings for catering. 

·        Working with CYC Accessibility officer and St Sampson's Centre to provide a 'quiet space' as trialled in 2024. 

·        Kings Square - removal of family attraction, traditional carousel (at loss to revenue to MIY) to minimise crowd build ups and reserve as a dedicated busking area to signpost performers therefore reducing crowd bottlenecks and disruption to CYC Waste vehicles/operations on main Christmas market site. 

·        City of York Council has not yet made a decision on blue badge access.  It is believed that CYC will make a decision in October regarding Blue badge and whether to approve this.

·        We understand that the Chief Constable of North Yorkshire Police intends to apply for a temporary Anti-Terrorism Traffic Regulation Order (ATTRO) for the Christmas market.  If this is successful, then access will not be permitted.

 

 

Conclusion

 

MIY is a going concern as the 2025/26 budget demonstrates. The MIY team have worked hard to restore financial stability and strong management within the organisation and will continue to do so during 2025/26 we continue to offer all our services and deliver strong results both to visitors and to residents.