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DesTinaTion Dublin A Collective Strategy for Tourism Growth to 2020 DESTINATION DUB_FINAL COVER.indd 3 20.01.14 12:44 Contents Foreword 2 Executive Summary 4 1 Introduction – The Challenge 15 2 The Opportunity For Growth 25 3 Developing a New Desination Brand for Dublin 39 4 ‘Dublin Plus’ – A New Way of Working for a Greater Dublin 47 5 Action Plan 53 6 Collaborating for Success 71 7 Immediate Actions 83 8 Assessing Progress 87 9 Membership Process 91 1 Foreword Tourism brings much-needed The Taskforce 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 €2.5 bn. 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. 2 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’. LUCY MCCAFFREY – Chair, The Grow Dublin Taskforce 3 Executive Summary Since 2007, when 4.5 million visitors ThiS highLights ThE need 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. 4 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. 5 The Opportunity While tourism into Dublin clearly benefits Ireland • Cruise visitors, who come to Dublin as This proposition, the elements in it, and the ‘future success as a whole, Dublin needs to differentiate itself part of a European cruise. language through which it is articulated will 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 other type of event. collateral; Dubliners will use it when talking collaboration stand-alone city destination and an aspirational with friends and colleagues abroad; experience 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 where the greatest return on investment is likely whose purpose is to guide the way in which between of Dublin’s attractions to a growing number of to be generated. Other leisure segments can be Dublin is projected. It is not a marketing slogan potential visitors in key target markets, where expected to follow as a result of success with or tagline. return on investment is likely to be greatest. Social Energisers and the Culturally Curious, who the various are typically early adopters of trends. A new Way of Working A Visitor-Focused Strategy to Achieve growth public bodies, A new dublin Proposition • 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 look for when choosing a destination and having and cooperation between the various public and service adult groups looking for excitement, new consulted Dublin stakeholders to assess Dublin’s bodies, industry groups, and service providers experiences, and fun, social getaways to potential for meeting visitors’ requirements, the with an interest and stake in the tourism novel destinations.

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