DesTinaTion Dublin A Collective Strategy for Tourism Growth to 2020 - Failte Ireland
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DesTination Dublin A Collective Strategy for Tourism Growth to 2020
Foreword
Tourism brings much-needed T h e Ta s k fo rc e brought together senior The articulation of strategy is only the
stakeholders from industry, state agencies and first step. Implementation is key. Successful
foreign exchange, creates jobs and local authorities with international destination implementation of this strategy will stand or fall
experts to develop a seven-year strategy to on effective collaboration. Many parties have a
contributes to a better quality of achieve the shared goal of restoring growth from stake in the success of this endeavour. Working
major markets. in isolation, these individual stakeholders are
life for Dubliners. The Grow Dublin Our point of departure was to take stock of powerless to effect the step change that is called
a valuable body of pre-existing work on tourism for. However, working in unison, evidenced by
Taskforce was established by Fáilte and Dublin. The Taskforce then undertook our analysis of best practice in competitor cities,
research designed to put in place three vital transformation can be wrought.
Ireland in late 2012 with the aim of foundation stones: a thorough understanding Therefore we propose a flexible Alliance of
of the motivations and needs of key segments all stakeholders, taking a sectoral approach, to
reversing the downward trend in of potential visitors; insight into how Dublin take this work forward. The intention is that this
is currently perceived as a place to visit; and a strategy document will serve as the template
tourism to Dublin, which had begun thorough grasp of competitor city destinations. for the work of this Alliance. Assuming that
This knowledge in turn enabled the crafting of a the fine collaboration evident in the work of
in 2007, and driving growth to Dublin fresh articulation of Dublin as a destination – the Grow Dublin Taskforce prevails into the
a proposition that is highly appealing, distinctive implementation phase, there is every cause for
City and Region in the period to and inherently true. optimism about a successful outcome.
To anchor our ambition for Dublin, a number So this document should be read not as
2020. of growth scenarios were considered. The most a body of work completed but as a call to
stretching scenario envisages growth in visitor action by all in the industry, by the relevant
numbers of 7% a year in the seven year period. In representative bodies, by the state agencies
this scenario, the total number of visits reaches responsible for developing tourism, by tourism-
6.2 million by 2020 with international tourist related enterprises and by the citizens of Dublin,
spending doubling to just under €2.5bn. The all of whom stand to benefit from the increase in
achievement of this target is predicated on an economic activity generated by visitors.
unprecedented level of collaboration among
stakeholders, the maintenance of the prevailing Lucy McCaffrey, GDT Chairperson
level of public sector funding and the creation of
a new private sector funding stream. Based on
these assumptions, the strategy elaborates the
actions that will deliver this growth.
1 Destination Dublin: A Collective Strategy for Tourism Growth to 2020
‘The Grow Dublin Taskforce stakeholders learned a great deal as we worked.
Most importantly, we learned that success will stand or fall on effective collaboration.
Many parties have a stake in the success of this endeavour. Working in isolation,
these individual stakeholders are powerless to effect the step change that is called for.
However, working in unison transformation can be wrought. A flexible alliance of all
stakeholders will take this work forward. The intention is that this strategy document
will serve as the orchestral score for this alliance, inspiring all the players to play in unison’.
LU C Y M CC A FFR E Y – Chair, The Grow Dublin Taskforce
2
Executive Summary
Since 2007, when 4.5 million visitors T h i s h i g h l i g h t s t h e n ee d for a new The Challenge for Dublin
tourism strategy for Dublin, underpinned by a
from overseas brought €1.45 billion compelling new Dublin brand proposition to Tourism is important to Dublin – in terms of
redress this competitive deficit. revenue from visitors and the jobs that it creates,
into Dublin, the city and region has The Grow Dublin Taskforce was established as well as the contribution that it makes to the
in late 2012 with the aim of identifying how to lives of people living in the wider Dublin area,
experienced a decline in tourist bring substantial growth in tourism to Dublin comprising Dublin City and Region. However,
city and region in the period to 2020. This was a Dublin is underperforming against its potential:
numbers and revenue. Tourist senior tourism sector group representing major although the last 2-3 years have shown the
stakeholders in the public and private sectors. beginnings of a recovery, awareness of Dublin
numbers in 2012 were down 18% It consulted extensively throughout the tourism and what it offers the visitor is not well-known
sector in Dublin City and Region in order to in our main potential markets; tourism to Dublin
from the 2007 peak, and revenues achieve consensus for the way forward. has declined since its peak in 2007; and most
The Taskforce conducted extensive significantly, Dublin has slipped behind its main
were down 12.6%. Over that period, research among visitors and potential visitors city competitors in Europe, cities that have
in key markets to determine their interests shown sustained levels of 5-8% growth to which
Dublin has lost tourist business to and motivations, and to identify the ways in Dublin must aspire. Returning to 2007 levels
which the Dublin offering addresses them. and accelerating growth beyond this peak is an
cities that are positioned with greater Based on that research the Taskforce set urgent priority for Dublin. This strategy sets out
about developing a strategy to return Dublin a clear roadmap for growing Dublin’s tourism in
clarity, stronger impact and more to growth, underpinned by a new, compelling, the years ahead, driven by an ambition to catch
and authentic Dublin proposition. This strategy up with and exceed the growth levels of its
competitive appeal. and the new proposition will provide the basis competitors.
for mobilising all stakeholders – public bodies,
private enterprise and citizens – in developing
and delivering a memorable visitor experience.
Throughout this document ‘Dublin’ refers to
the wider Dublin region, comprising Dublin City
Council, Fingal County Council, South Dublin
County Council and Dún Laoghaire-Rathdown
County Council.
3 Destination Dublin: A Collective Strategy for Tourism Growth to 2020
Throughout this document ‘Dublin’ refers to
the wider Dublin region, comprising Dublin City Council,
Fingal County Council, South Dublin County Council
and Dún Laoghaire-Rathdown County Council.
4
The Opportunity
While tourism into Dublin clearly benefits Ireland
as a whole, Dublin needs to differentiate itself
• Cruise visitors, who come to Dublin as
part of a European cruise.
This proposition, the elements in it, and the
language through which it is articulated will
‘future success
as a ‘must-visit’ destination for anyone visiting • Event visitors, coming to Dublin permeate all our communications with our
Ireland. In view of the growing trend towards specifically to attend an event or festival, target markets. We envisage stakeholders in will depend on
more trips of shorter duration - particularly whether sporting, cultural, business or any the industry will adopt it in their own marketing
to cities - Dublin must distinguish itself as a
stand-alone city destination and an aspirational
other type of event. collateral; Dubliners will use it when talking
with friends and colleagues abroad; experience
collaboration
European short-break destination. This is where Focusing on these sectors represents a strategic developers will use it when designing new
there is a significant opportunity for Dublin: to decision to concentrate limited investment cost- projects. N.B. As a proposition, this is a & cooperation
combat a low level of awareness of what Dublin effectively in attracting Dublin’s best prospects summation of Dublin’s core competitive appeals,
offers and communicate the variety and vibrancy
of Dublin’s attractions to a growing number of
where the greatest return on investment is likely
to be generated. Other leisure segments can be
whose purpose is to guide the way in which
Dublin is projected. It is not a marketing slogan
between
potential visitors in key target markets, where
return on investment is likely to be greatest.
expected to follow as a result of success with
Social Energisers and the Culturally Curious, who
or tagline.
the various
are typically early adopters of trends. A New Way of Working
A Visitor-Focused Strategy
A New Dublin Proposition
to Achieve Growth public bodies,
• The Grow Dublin Taskforce identified five
sectors that offer potential for significant Having conducted extensive research in overseas The Grow Dublin Taskforce clearly identified industry groups,
growth and the best return on investment: markets to find out what prospective visitors that future success will depend on collaboration
‘Social Energisers’ – young couples and
adult groups looking for excitement, new
look for when choosing a destination and having
consulted Dublin stakeholders to assess Dublin’s
and cooperation between the various public
bodies, industry groups, and service providers
and service
experiences, and fun, social getaways to
novel destinations.
potential for meeting visitors’ requirements, the
Grow Dublin Taskforce distilled these findings
with an interest and stake in the tourism
economy to an extent that has not happened providers…’
• ‘Culturally Curious’ – mostly older couples into a proposition that captures Dublin’s unique optimally before. Together, the participants in
or solo travellers with time (and money) to appeal for visitors: the Grow Dublin Taskforce have subscribed to a
spend. unifying way forward to grow Dublin’s tourism
• Conference and incentive visitors, whose ‘Dublin is the vibrant capital city based on the new Dublin proposition:
expenditure is amongst the highest of bursting with a variety of surprising
all visitors and who are more prone to experiences – where city living ‘We will work together to unlock
visit in times when cash flow for Dublin thrives side by side with the natural Dublin’s vibrancy and diverse,
businesses is critical – in the shoulder and outdoors.’ surprising experiences.’
off-seasons.
5 Destination Dublin: A Collective Strategy for Tourism Growth to 2020
The way in which Dublin stakeholders will work The three growth scenarios and the likely
together to apply this principle will be elaborated growth rate associated with each are as 3
by the groups or organisations responsible for follows: Scenario
growing each sector, as resources are raised and
Game-Changer = ‘Peak Performance’.
allocated to each of the programmes proposed
within this strategy.
The Grow Dublin Taskforce assessed three 1 This is the most ambitious scenario, and the one
possible growth scenarios and agreed that the Scenario the Grow Dublin Taskforce has agreed to pursue,
third, and most ambitious, scenario identified subject to sufficient funding being raised. This
Status Quo = ‘Business as Usual’.
below – ‘Game-Changer/Peak Performance’ – would see the strategy being realised in full. This
should be pursued, subject to raising sufficient envisages widespread collaboration, with public
funding to deliver it. There was agreement that If there is no change in policy, it is assumed funding maintained plus significant new private
a new stream of funding from the private sector that Dublin will maintain market share within sector funding. It assumes that this funding
will be necessary to make this a reality. the context of projected growth for Northern model would be sustained throughout the
and Western Europe as a whole1 at about 2.2% target period; that the strategy would be fully
growth in visitors and 1% in revenue per year. implemented through the proposed collaborative
Alliance; and that overseas marketing of Dublin
would be repurposed to project the new Dublin
destination brand in key markets.
2
Scenario
Improved Collaboration = ‘Return to
Growth’.
If tourism to Dublin were to resume the growth
it enjoyed between 1999 and 2007, we could
expect visitor numbers to grow by 4.7% a year,
and visitor spending to increase by around 5% a
year.
1 United Nations World Tourism Organization (UNWTO) regional
figures.
6
The Opportunity
In this scenario, if Dublin were to perform at Action Plan • Bringing Dublin to life: Dublin’s diversity
the same level as the top quartile of European will be collated into a coherent and
cities in the years 2008 to 2012, we could expect The thrust of this strategy is to maximise accessible experience-development
visitor numbers to grow by 7% a year, and visitor tourism numbers and value, in order to grow framework under key themes across Dublin
spending to increase by around 8.6% a year. The the economy of Dublin and thereby ultimately city and region (urban and extra-urban).
total number of visits would reach 6.2 million contribute to an improvement in the quality This will drive both the evolution of
by 2020, representing a 70% increase on 2012 of residents’ lives over time, as a result of the segment-focused experience developments
and a near 40% increase on the 2007 peak. increase in foreign exchange and tax revenue. The and Dublin’s marketing communications.
International tourist spending in Dublin would plans developed by the Grow Dublin Taskforce Core values of the new Dublin brand
almost double to just under €2.5bn. aim to achieve this between now and 2020. They proposition will be integrated throughout
Growth on this scale would require a include specific programmes for each sector, to convey a sense of variety, vibrancy and
significant increase in accommodation capacity. cross-sector enabling projects, and hygiene- surprise. The framework will also provide
If the additional accommodation capacity was to critical projects. Dubliners with new ways to engage with
be concentrated in hotels, then the number of their city and region and enable them to
rooms would need to increase by 25%-30%. Sector-specific programmes mediate and interpret it more effectively to
visitors.
Sector-specific programmes are designed
Summary Table to address the development of the key • Dublin – a world-class business tourism
sectors: Social Energisers, Culturally Curious, destination: 70% of business visitors
Growth in overseas spending (% pa) 8 .6
‘promotable’ business tourism, events, and cruise to Ireland travel to Dublin. In 2011,
Growth in employment* (% pa) 7.6 tourism. These include: international conferences accounted for
almost 96,000 overseas visitors to Ireland
Growth in employment* (000s, cumulative) 19,600
• ‘Dublin Now Plus’: Expansion of the and a revenue yield of approximately
Additional Tax Revenue € 7 75 million ‘Dublin Now’ Pilot Action Plan into €135 million to the Irish economy, the
mainland Europe and US. This Action Plan bulk of which is spent in Dublin. Dublin,
Additional Overseas Revenue € 1 .19 billion
has been centred on three work streams however, is far from fulfilling its potential.
TABLE 1 developed to overcome barriers to growth: The city is well furnished with venues,
industry engagement and collaboration; accommodation, facilities, services and
digital content and strategy; and in-market attractions. We aim to position Dublin
activation. in the world’s top tier of conference
and incentive destinations, by targeting
conference organisers and potential
delegates as well as incentive planners.
7 Destination Dublin: A Collective Strategy for Tourism Growth to 2020
• Dublin – a ‘must-see’ destination on a • Brand Dublin visual identity: The new • A comprehensive digital plan: An
European cruise holiday: Over the past Dublin proposition needs a strong and interactive platform will be developed
decade, the number of cruise passengers coherent visual identity. This will help to that enables communications between
into Dublin has tripled, with an average identify participants in the brand activity, potential visitors, previous visitors and
annual growth rate of 12.8 %. While cruise present merchandising opportunities for tourism experience providers. This will
visitors spend considerably less per visit Dubliners and visitors, and effectively enable tourism service providers, event
than the average visitor to Dublin, the identify Dublin across all communications organisers, retailers and experience
number of cruise visitors to Dublin has – both domestic and international. developers to have a conversation with
passed 100,000 for the first time in 2013. potential visitors. It will also enable social
To achieve optimum growth in visitor • Dubliners as advocates of Dublin as a communications between all interested
numbers and revenue, a Cruise Dublin tourist destination: Dubliners can be the parties as is now expected in the digital
Forum will be established to promote best ambassadors for their city and region age. On a visionary level, we will seek to
Dublin as a cruise destination to cruise if they have the knowledge and recognise engage with some of the leading-edge
operators, cruise agents and travellers the benefits they derive personally from technology companies in the city and
planning a European cruise. tourism, in terms of employment, facilities leverage the extensive digital expertise
and quality of life. The plan is to find ways that is based in Dublin in ‘blue sky’ thinking
• Dublin Events Forum: A Dublin Events to encourage Dubliners to broaden their about the future. Our aim is to provide the
Forum will be established to bring mental map of the city and to encourage best possible service for visitors through an
stakeholders together and to facilitate them to speak positively about the city innovative digital plan and simultaneously
collaboration for the mutual benefit of and region to visitors and to their friends, to position Dublin as a forward-thinking,
all involved in organising and bidding for colleagues and family abroad. vibrant city. In addition to the tourism
events. benefits, this will reinforce Dublin’s
• A powerful marketing communications reputation as a leading technological hub.
Cross-sector enabling projects strategy: Awareness of what Dublin offers
is low among potential visitors; many have
Cross-sector enabling projects are projects that a limited, and sometimes distorted, view
transcend one or more of the key sectors and are of what the city and region have to offer.
not focused purely on one sector. They are also Addressing this will require a creative and
‘mission-critical’ projects in the way that sector- highly targeted marketing communications
specific projects are. These include: strategy.
8
The Opportunity
• Improve ease of transport and access: Critical Success Factors • A sectoral approach: Basing development
While Dublin is a relatively compact city, it and marketing plans on a sectoral approach
can still be a challenge for visitors to find The Grow Dublin Taskforce examined the – as in this strategy, which focuses on
their way around. In particular, information organisational and funding models employed by five sectors (Social Energisers, Culturally
on connections to the wider Dublin region thirteen international competitor Destination Curious, Business Tourism, Events and
can be hard to find, with the result that Marketing Organisations (DMOs), with the aim Cruise Tourism) – will both enable
the visitor experience is diminished and of establishing best practice for organisational stakeholder collaboration and drive our
tourism revenue is not maximised. We structure, business model, and stakeholder approach to growth.
will identify ways to address this, such collaboration. Factors critical to the success of
as better information and signage. Fáilte this strategy for growth are: • A project-based approach: Undertaking
Ireland is currently working with Dublin discrete projects provides an action-
City Council and the National Transport • A collaborative relationship: The process focused approach for stakeholders to get
Authority to improve signage and public of developing this tourism strategy involved in a city and region-wide project,
transport information to facilitate greater epitomises the collaborative relationship where there is synergy with their own
access, particularly to the wider region and approach required to achieve mutually objectives.
and the natural environment on Dublin’s agreed goals. This must continue into
doorstep. implementation and further planning • A sustainable funding model: Effective
stages in future. This needs to be based on implementation of the Dublin tourism
• Improve accommodation capacity: A mutual respect and an understanding of strategy requires a balance of funding
significant increase in visitor numbers each other’s objectives. from both the private and public sectors.
will create the need for more hotel The more collaborative and project-based
beds, particularly in the city centre, • City and region-wide stakeholder the approach, the greater the likelihood
and for better transport links between engagement: Engagement with of raising the level of funding required to
accommodation in the outskirts and the stakeholders in the Dublin City and Region make a difference.
city centre. A first step is to provide visitor- – at planning, design, implementation, and
oriented information on public transport evaluation stages will be critical.
links to areas outside the city centre where
visitor accommodation is available.
9 Destination Dublin: A Collective Strategy for Tourism Growth to 2020Resourcing on a Collaborative Basis of tourism services that generate employment, Measuring Progress
tax revenues and wider spending in the
Successful tourism destinations around the economy. Recognising these shared interests and Evaluating progress will be vital to understand
world work on a private-public partnership the level of ambition inherent in our ambitious what works, ensure success and maintain
model, whereby resources are shared in pursuit growth targets, the highest degree of public- stakeholder collaboration.
of a common goal and the respective strengths private collaboration into the future is not only Detailed targets will be drawn up by
of public and private sectors complement each an option, it is essential. the relevant groups or organisations as the
other towards this end. This shared resourcing of the sector’s future is implementation phase begins. Key performance
The Grow Dublin Taskforce and the tourism not just about the respective cash contributions indicators will cover both quantitative and
industry of the Dublin region do not assume of public and private contributors to tourism qualitative measures: in addition to high-
that the State can guarantee its funding support in Dublin; it is also about sharing other level quantitative measures relating to
at historic levels and neither does it need the important resources such as expertise, research, visitor numbers, revenue, market share, and
additional cost of a new State agency for Dublin communications and digital technology, in a employment creation, qualitative assessment
alone. The State has been a vital supporter of the truly jointly-owned collaboration. This will build will be undertaken in significant areas, including
sector’s development to date and the benefits on the collaboration achieved under the Dublin stakeholder engagement, communications
from tourism will continue to warrant public Now initiative and be activated and brokered by effectiveness, visitor satisfaction and propensity
support into the future. However, the businesses the Grow Dublin Tourism Alliance. Joint-funding to recommend Dublin, value for money, and
which benefit from tourism in the Dublin region will be largely on a project basis, but within the brand impact.
will also themselves invest increasingly in their broader context of the strategic aims of the
own success, not least in response to the State’s core sectoral groups established to implement
proactive steps in reducing VAT and removing this strategy. This will not only underpin joint
air passenger duty, as well as appreciating the
proven benefits of national programmes such as
development of new visitor experiences and
the marketing of Dublin, but it will also enable
'The complex and multi-faceted
The Gathering.
The complex and multi-faceted nature of the
better joint input to the strategic plans and work
programmes of all State agencies and private
nature of the tourism economy
tourism economy requires productive synergy initiatives in other areas of Irish life, so that no
between public and private sectors to provide opportunities are missed and the best mutual requires productive synergy
conditions for growth: certain functions either outcomes are achieved.
cannot be, or are best not, delivered by the between public and private sectors
private sector alone, for example international
destination marketing and city-brand curation.
From these ‘common ground’ functions, the
to provide conditions for growth'
State receives payback on its investment,
particularly from the private sector’s operation
10The Opportunity
Next Steps • Develop a citizen engagement plan. Actions to Attract More
Produce a factsheet illustrating the Leisure Visitors
Maintaining the momentum generated by new proposition, with key tourism facts
the Grow Dublin Taskforce in developing (e.g. jobs, revenue etc.), and distribute it
this strategy will be critical to achieving through key channels. • Start to extend ‘Dublin Now’ initiative for
Dublin’s growth objectives and to securing Social Energisers into other geographical
wider stakeholder buy-in to the way forward. • Develop the first iteration of the markets (‘Dublin Now Plus’).
A number of short-term actions have been framework to Bring Dublin to Life,
identified as priorities in the first three months. including key themes, with inputs from • Identify and develop partners with
These include: Social Energiser and Culturally Curious complementary interests in promoting
experience-development teams. Dublin to Social Energisers and the
Key Enabling Projects Culturally Curious – such as leading edge
• Develop the specifications for the digital digital companies. Outline plan of activities
• Establish the Grow Dublin Tourism platform. Identify a development partner. for the year ahead.
Alliance to drive the strategy forward,
with representatives from all committed • Develop the visitdublin.com site to create Actions to Attract More
stakeholders. an expanded calendar of events, as well as
building on existing information over the Business Visitors
• Develop a brief for, and commission work wider Dublin City and Region.
on, the new Dublin brand identity. • Develop a large conference bid strategy
Actions to Attract More with key stakeholders.
• Identify key stakeholder partners, who
will work together and commit resources Visitors for Major Events
Actions to Attract More
towards a shared goal within the context
of the new private-public funding model. • Establish Events Dublin Forum to bring Cruise Visitors
together key stakeholders, including event
• Develop a high-impact marketing organisers, and accommodation and • Formally establish a Cruise Dublin Forum
communications and media plan to service providers, and develop a major to bring together all relevant stakeholders
promote the new Dublin proposition in events strategy. and develop a strategy for attracting and
overseas markets. catering for more cruise traffic.
11 Destination Dublin: A Collective Strategy for Tourism Growth to 2020‘Nobody ever got ahead by standing still The report identifies those visitors we should be targeting
and provides us with an outline for a more vibrant sales pitch
and, as this report shows, Dublin (as a and a renewed brand. Secondly, it emphasises the need for
all interests to move as one in this direction.
tourism destination) is in danger of Fortunately, many of the key recommendations contained
within this report are currently being implemented by
standing still and its brand is becoming Fáilte Ireland and others to reposition Dublin and improve
its appeal. However, it will take more than one tourism
organisation and the four local authorities to achieve the
a bit stale. At the same time, its competitor potential set out in this report.
The success of Dublin as a tourism destination will also be
cities overseas have been reinventing dependent on tourism operators, arts and culture interests
and the wider business community working closely together
themselves. This is therefore a very timely as never before’.
wake-up call to our capital. S h au n Q u i n n - Chief Executive, Fáilte Ireland
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