10 POINT PLAN FOR THE VISITOR ECONOMY 2026-2030

GUERNSEY HOSPITALITY ASSOCIATION
10 POINT PLAN FOR THE VISITOR ECONOMY 2026-2030

(In Priority Order)

Guernsey’s visitor economy is a vital driver of economic activity, employment, and community wellbeing. However, the sector is under increasing pressure from rising costs, workforce challenges, and air connectivity constraints. This plan sets out the Guernsey Hospitality Association’s key priorities to support sustainable growth, increase visitor numbers and spend, and maximise tourism’s contribution to the Island’s economy over the period 2026–2030.

Game Changers

1. EMPLOYMENT
Play a leading role in the strategic review of Guernsey’s population management regime to improve recruitment and retention across the hospitality sector.
Work alongside the States of Guernsey review panel, ensuring a future employment framework allows workforce stability, supports sector growth and enables businesses to operate at full capacity. Investigate options for increasing student participation throughout the summer season. Organise twice yearly meetings with SoG officials to review the Pop Man regime and feedback to Government from an industry perspective.

 

2. AIR & SEA LINKS
Strengthen Guernsey’s air connectivity, which is critical to both the visitor and wider economy.
Support the development of the London Heathrow route with British Airways, and advocate for additional major carriers to enter the market. Work closely with VG and carriers to attract new markets e.g. USA, Asia, Australia etc. VG to involve trade in off island sales missions and trade events
Work with Guernsey Airport to enhance terminal infrastructure and improve the overall passenger experience, helping to drive inbound tourism and business travel. Support continued growth of visitor numbers by sea via France, the U.K. and inter-island. Investigate a ‘one-stop-shop’ booking option for ferry travel in the Channel Islands.

 

3. TOURISM STRATEGY & MARKETING
Develop (as part of the new Tourism Advisory Board – TAB) a new ambitious, industry-aligned Visitor Economy Strategy in partnership with the Committee for Economic Development and VG with clear performance targets. By Q1 2027.
Strengthen collaboration between government and industry, with a renewed focus on events-led tourism (food, sport, culture) to drive economic activity.
Explore the creation of an arm’s-length organisation (when timing is appropriate) to operate as the Destination Management and Marketing Organisation (ALO/DMMO) for the visitor economy.

 

4. VISITOR LEVY

Assess the introduction of a visitor levy (subject to SoG tax review July 2026) ensuring any scheme is fully ringfenced for tourism investment and delivers clear, measurable benefits for both visitors and the local community.
Any levy must support improved infrastructure, tourism management, product development, marketing, and the overall visitor experience, strengthening the Island’s competitiveness.

 

5. INCREASE VISITOR NUMBERS
Deliver sustainable growth in visitor numbers, targeting 325,000 total visitors by 2030, including 220,000 staying visitors.
Increased visitor numbers will support local employment, drive higher visitor spend, and generate additional tax revenue for the Island.

 

Enablers

6. TOURISM MANAGEMENT/GOVERNANCE

Government to recognise the Guernsey Hospitality Association (GHA) as the primary conduit for hospitality sector engagement, ensuring industry input is coordinated, representative, and actionable. The Tourism Advisory Board (TAB) to work with a clear remit, performance measures, and a transparent flow of information to support timely decision-making and delivery of the Visitor Economy Strategy.

 

7. CRUISE MARKET
Arrest the decline of the cruise sector by enhancing the passenger experience with boutique cultural itineraries. Investigate improving tender infrastructure. Offer ‘come back and stay’ incentives.

 

8. PLANNING & INVESTMENT
Reduce planning barriers to tourism development and unlock private investment. Identify sites for new accommodation investment.
Encourage a more diverse, flexible and modern accommodation offering to increase overall bed stock to meet future demand, supporting job creation and economic expansion.

 

Acceleration

9. MARKETING DELIVERY
Implement targeted, data-driven marketing campaigns focused on conversion and maximising occupancy levels in the seven-month period April to October inc. as well as continuing to improve off-peak visitor numbers. Define and set targets for new markets opened due to improved connectivity.

 

10. ATTRACTIONS & SEAFRONT DEVELOPMENT

Support investment in key attractions, including the Victor Hugo Centre, and advocate for policies that encourage private sector investment.
Champion delivery of the Seafront Enhancement Area (SEA) programme to strengthen Guernsey’s appeal and enhance the visitor experience.

 

Conclusion

The Guernsey Hospitality Association is committed to working with the States of Guernsey, industry stakeholders, and the wider community to deliver this plan. By taking decisive action in these key areas, Guernsey can unlock the full potential of its visitor economy—supporting jobs, driving growth, and ensuring the Island remains an attractive and competitive destination for years to come.