Fingal Tourism Strategy 2015 – 2018

.ie fingal

Contents

1. WHY A TOURISM STRATEGY? ...... 4 1.1 Fingal’s Tourism Economy ...... 4

1.2 A Strategy for the Future ...... 5

1.3 Context 6

1.4 The Opportunity ...... 6

2. WHAT FINGAL HAS TO OFFER ...... 8 2.1 Why Visit Fingal – Key Appeals and Attractors ...... 8

2.2 Marketing and Visitor Information Services ...... 9

2.3 The Challenges – SWOT ...... 11

3. VISION, GOALS AND CONTESTABLE MARKETS ...... 12 3.1 The Vision ...... 12

3.2 Key Strategic Goal ...... 14

3.3 The Contestable Market Opportunities for Fingal ...... 14

4. MAKING IT HAPPEN ...... 16 4.1 Optimise and expand existing visitor experiences ...... 16

4.2 Heritage Attractors ...... 22

4.3 Joint marketing campaign for council heritage properties ...... 26

4.4 Festivals and Events ...... 31

4.5 Food Tourism ...... 33

4.6 Business Tourism ...... 34

4.7 Sport Tourism ...... 35

4.8 Shopping ...... 36

5. A NEW PLACE MARKETING STRATEGY ALIGNED WITH AND LEVERAGING THE GROW DUBLIN TOURISM ALLIANCE ...... 38 5.1 Destination Dublin – A Collective Strategy for Tourism Growth to 2020 38

5.2 Positioning Fingal in the Grow Dublin Tourism Alliance brand ..... 38

5.3 Digital Marketing – Social, Platforms, Emerging Technologies ..... 39

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5.4 Marketing plan ...... 40

5.5 Visitor information ...... 46

5.6 Film Location as a Tourism Marketing Tool ...... 46

6. DEVELOP A NEW WAY OF WORKING ...... 46 6.1 Collaboration with Industry and Community Partners ...... 47

6.2 Organisation Structures Fit for Purpose ...... 48

6.3 Enterprise Support ...... 51

6.4 Collaboration with Adjoining Counties ...... 52

7. MONITORING PROGRESS ...... 53 7.1 Performance metrics ...... 53

APPENDICES ...... 55 Appendix A: Terms of Reference, approach and acknowledgements . 55

Appendix B: List of consultations...... 58

Appendix C: Stakeholder survey – top line results ...... 60 Appendix D: Tourism to Dublin ...... 75 Appendix E: Fulfilling the Requirements of the Habitats Directive……77

The information and documentation contained herein is of a confidential nature and is supplied to Fingal County Council for its exclusive use. Please note that every effort has been made to ensure that the information provided in this report is both comprehensive and accurate. However, the report and the content contained herein are intended to only serve as a point of reference. While all care and diligence has been exercised in the preparation of this report, the authors assume no responsibility for any inaccuracies or omissions. This report is based on the conditions encountered and information reviewed at the time of preparation. No responsibility is accepted for use of any part of this report in any other context or for any other purpose or by third parties. TTC-Tourism & Transport Consult International cannot be held responsible for investment or commercial decisions taken on the basis of the content of this report.

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1.1.1. Why a Tourism Strategy?

1.11.11.1 Fingal’s Tourism Economy Worth €500m annually Tourism is an important indigenous sector of the Fingal local economy generating income and employment. Tourism, alongside the agri-food sector and other service industries, is widely expected to be a driver of economic growth.

Fingal’s tourism is heavily dependent on day trip visitors, particularly to coastal locations, heritage attractions or for the pursuit of a special interest, together with stay over visits, largely concentrated around Dublin Airport.

Up to 800 businesses, of which 60% are in food and beverage, provide accommodation and catering for visitors to Fingal 1. The industry is characterised by large numbers of SMEs and an estimated 3,000 full time job equivalents are provided within the guest accommodation sector in Fingal, with a further 2,000 employed in the catering sector across the County. Visitors to the area support jobs in transport, retail, entertainment and other service sectors used by the local population.

Visitor expenditure in Fingal from both staying tourists and day trippers sustains several hundred businesses and jobs in the hospitality and tourism sectors. Up to half a billion euro per year is spent by visitors to Fingal 2. This in turn supports an estimated one in four jobs in Fingal, or approximately 20,000 jobs.

Unemployment, while reducing in recent years, is currently running at 8.2% and an expanding tourism industry has the potential to address this surplus labour pool in Fingal. Employment in the sector has increased in recent years with one in three businesses reporting an increase in the numbers employed.

Dublin Airport is a key driver of economic growth and tourism development in Fingal, as the airport’s infrastructure supports economic development and job creation. Dublin Airport is the largest employer in the region. It is estimated for every one job created in the airport, three to four are created in the region as a direct result 3.

The primary source markets for visits to Fingal are currently the Irish domestic market and Northern Ireland, with the majority of businesses reliant on these markets as the top source of demand. However, for about one in four businesses an overseas source

1 CSO MSI. 2 Estimate based on 10% to 12% of Dublin tourism revenue – domestic + overseas. 3 DAA

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Fig. 101: Ranking by business of importance of visitor source markets [1 --- Most important ––– 6 --- Least important]

Source: Survey of business stakeholders, October 2014

1.21.21.2 A Strategy for the Future Fingal County Council’s intent in developing a tourism strategy for the County was to provide the ‘definitive pathway to tourism development in Fingal’. The objective was to develop a comprehensive strategy for the development of tourism with support and buy-in of relevant public, private and community tourism stakeholders. Fingal County Development Plan 2011-2017 identified the potential for tourism to Fingal, as well as placing a strong emphasis on the protection of the County’s environmental, heritage and cultural assets.

Core Objective ….focus on tourism potential as a driver of economic development to deliver income, business enterprises & jobs

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1.31.31.3 Context Ireland’s Tourism returns to growth 2014 was the best year for the sector since 2008, with international arrivals reaching 7.3 million visitors, spending an estimated €3.5 billion in the country. Domestic tourism generated a further €1 billion. The growth in tourism demand is estimated to have created 5,000 new jobs in 2014, with a further 8,000 forecast for 2015. The outlook for the sector is buoyant with growth in overseas demand forecast to average +5% per annum over the short to medium term, with the improving economic situation at home driving further recovery in demand for domestic travel. A new focus on the Dublin Region as a major tourism destination The Dublin Region is currently the focus of a major new initiative to drive Dublin to a position as one of Europe’s top city destinations. In recent years, Dublin has been winning share of the overseas and domestic markets, with increasing numbers of overseas leisure tourists choosing the Dublin region for their visit to Ireland.

The Grow Dublin Tourism Alliance has been established to drive a new collaborative strategy to market the Dublin region in the international marketplace. A new national tourism policy The new policy, approved by Government in January 2015, includes a commitment by Government to tourism, as one of the country’s most important economic sectors, together with the recognition of the significant potential of tourism to play a further role in Ireland’s economic renewal. The policy statement sets a target of a 50% real term increase in revenue from overseas tourists over the next 12 years based on more evidence-based marketing of Ireland targeted at a number of market segments offering the highest revenue growth potential. The policy also provides for local authorities to take greater responsibility for tourism development, including co-operation between authorities to maximise tourism opportunities.

1.41.41.4 The Opportunity Dublin is forecast to continue to attract an increasing share of an expanding demand for Ireland. Fingal, as an integral component of the Greater DublinDu blin tourism destination, is well positioned to benefit from the tourism rising tide. The opportunity for Fingal is to compete for a share of growing flows of visitors to Dublin and its environment which is projected to deliver a doubling of tourism expenexpenditurediture in the Greater Dublin area to €2.5 billion byby 2020 and the creation of almost 20,000 new jobs 4...

4 Grow Dublin Taskforce report

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In Ireland as a whole, the power of tourism to create jobs is estimated as follows:

• Every €1m of tourist expenditure helps to support 34 tourism jobs.

• Every 63 international tourists help support one tourism job.

• 1,000 additional tourists support 18 jobs in the tourism industry.

Additionally, the impact of tourism reaches far beyond industries traditionally associated with tourism. The indirect effect of tourism in terms of creating jobs in the tourism supply chain – businesses that supply goods and services to the tourism industry, such as food producers, retailers, distributors and haulage companies, printers and marketing service providers, electricians, artists and entertainers, and laundries etc. – is significant.

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2.2.2. What Fingal Has to Offer

2.12.12.1 Why Visit Fingal ––– Key Appeals and Attractors Area overview The Fingal County Council area, one of the fastest population growth areas in the country, encompasses a scenic 88 km coastline and a number of attractive towns as well as several centres of residential, retail and service industries surrounding a traditional market gardening region. The principal towns include Blanchardstown to the west, Swords and area surrounding Dublin Airport to the south, with Howth, Malahide, Portmarnock, Rush, Skerries and Balbriggan on the coast. The County is also home to Dublin Airport which catered to over 21m passengers in 2014, and is expanding its network of short and long haul airline services. Appeals and attractors The range of appeals are currently projected across a wide spectrum of natural and man-made attractors, including the coastal scenery and harbour towns, cultural and heritage attractions as well as the experiences of outdoor activities, retail, food and drink. A comprehensive range of activities for the visitor is currently promoted. These include golf, angling, equestrian, shooting/archery, walking and cycling, watersports, tennis, as well as spectator sports of cricket, rugby, soccer and Gaelic games. Water based tours are also available.

Fingal County Council has invested in the development and operation of a number of visitor sites, namely Malahide Castle & Gardens; Newbridge House & Farm; Ardgillan Castle and Demesne; and Skerries Mills. The facilities provide a valuable recreational and amenity resource for local residents as well as attracting visitors to the County.

Other heritage attractions, include Martello Towers, Swords Round Tower, Lusk Heritage Centre and St. Doolagh’s Church, Draíocht Arts Centre; Dunsink Observatory; National Aquatic Centre; National Transport Museum; The Séamus Ennis Cultural Centre; and the Hurdy-Gurdy Museum in Howth. Annual events in the County include Dublin Bay Prawn Festival (Howth), Flavours of Fingal County Show (Newbridge House & Farm), Soundwaves (Skerries), Skerries 100, Harbour Festival (Rush), the Fingal Film Festival, ‘Malahide Has It’, and Summerfest Balbriggan.

Major shopping centres and retail parks at Blanchardstown and Swords already attract growing numbers of shoppers from outside the area and represent an important potential asset for further growth. Overseas visitors to Ireland spend an estimated 10% of their expenditure on shopping, with visitors from long haul markets of North America, Asia and the Pacific region spending a higher percentage on shopping and are by far the most valuable visiting shoppers.

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Facilities for conferences and similar events are available in a number of hotels and the National Show Centre.

The food and dining offering in the County is highly rated.

The coastal areas of Fingal are the honeypots for local tourism with characterful towns and villages. The potential exists for a major touring route of internationally competitive standard. An estimated 3,300 rooms are available in registered and approved serviced accommodation within the Fingal area, representing approximately 16% of paid serviced visitor accommodation in the Dublin Region. In addition to serviced accommodation, there is one Fáilte Ireland registered camping and caravan site and one registered hostel in the Fingal area. Other guest accommodation would include unapproved self-catering/rented accommodation, including several unregistered camping, caravanning and mobile home sites along the coast.

2.22.22.2 Marketing and Visitor Information Services 2.2.1 Fingal brandbrandinginginging ‘Fingal Dublin’ is currently the nomenclature used in promoting the area incorporating the County name and linking the area with Dublin City. However, the County name is not well known or understood particularly outside Ireland. The recent survey of stakeholders would indicate a low level of support for the current branding, a view which was extensively voiced at the stakeholder strategy workshops. Challenges in communicating the County as a place to visit include low name recognition, location on periphery of Dublin city, together with the potential attractors of varying levels of appeal across the County. However, the challenge is one that is shared with many administrative areas within large city tourist destinations.

2.2.2 Visitor information seservicesrvices Various websites providing tourism information on the attractions are available to the tourist. The current provision of on the ground visitor information services include the Tourism Information Offices (TIOs) provided by the Council and Fingal Tourism, together with outlets operated in conjunction with Chambers of Commerce and local tourism associations in addition to one provided by private enterprise. TIOs currently operate in Swords, Howth, Malahide, Skerries, and Balbriggan.

The Fingal area has limited digital platforms for the dissemination of visitor information. A ‘Visit Malahide’ app was developed jointly by Fingal County Council and the Malahide Chamber of Commerce. Fingal Tourism provides four touchscreen information kiosks in Dublin Airport, Blanchardstown, Malahide & Balbriggan.

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2.2.3 Marketing of the County Responsibility for marketing the County rests with Fingal Tourism Ltd. Fingal Tourism places a special emphasis on co-operative marketing and works closely with the tourism industry, Chambers of Commerce, and local tourism organisations.

The current marketing of Fingal as a tourism destination is restricted in scope and content, with limited funding and lacking in an overarching strong brand identity. Three major barriers have been identified:

• Low awareness and limited perceptions of Fingal in the main source markets;

• Inadequate funding to achieve adequate market penetration;

• Limited collaboration amongst stakeholders to propel Fingal forward.

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2.32.32.3 The Challenges ––– SWOT

Fig. 201: SWOT analysis

Proximity to Dublin City Dublin Airport Coastal ambience including towns and villages Heritage, houses and gardens Food - seafood, fruit & vegetables Current Current Current Current Shopping centres strengths strengths strengths strengths Leisure activities

No clear identity or name recognition Stand out attractors limited to Malahide Castle & Gardens/village & Howth Accommodation centred at Dublin Airport/Swords No single coastal route, linkage between visitor attractors Limited marketing 'clout' Current Current weaknesses

Grow Dublin Tourism Alliance linkages Coastal product, cycle routes, etc. Investment in Council's 'star' properties Events/festivals Inland villages Current Current New accommodation Airport partnership D15 attractors

opportunities New FCC tourism focus

FCC lack of focus and integrated approach No additional resources committed to tourism No improvement in connectivity between key tourism towns & rest of County Loss of competitiveness, including poor tourism infrastructure

threats Poor visitor experiences, including traffic congestion Current Current

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3.3.3. Vision, Goals and Contestable Markets

3.13.13.1 The Vision

An attractive, vibrant and sustainable tourism destination delivering a distinctive experience for local residents, domestic and international visitors.

The evidence is that the tourism and hospitality sector plays a critical role in the health of Fingal’s economy as well as enhancing the quality of life for its residents. The future success of tourism depends on a shared vision guiding an integrated response from a wide range of stakeholders including local government, businesses, community groups and individuals. A shared vision is a necessary precursor to defining a policy framework to drive the tourism industry to achieve sustainable economic and social benefits for all.

Based on its natural and man-made assets, Fingal has the potential to project a number of key appeals and attractors to well defined segments of the visitor markets. The vision for the future is one of a fresh start in maximising the potential to deliver distinctive visitor experiences while enhancing the quality of life for the area’s residents and sustaining the natural environment.

Fig. 301: Vision for tourism to Fingal

ATTRACTIVE VIBRANT SUSTAINABLE Balance of locals, day trips & Sustaining & expanding Reasons to visit staying businesses Distinctive appeals Necklace of key focal points & Creating jobs & wealth Focus on heritage/culture, connections Entreneurship activities, food & shopping Day & evening Environmentally & socially Clean environment Staged events sustainable

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3.1.1 Fingal ––– an attractive destination Fingal will focus on the further development and projection of a number of distinctive appeals and attractors which provide compelling reasons to visit. Priority will be given to those evidence based motivations to visit that are most closely aligned with the needs of the domestic and international target markets for tourism to the Greater Dublin area, appealing to both leisure and business travel segments.

The primary appeals to the potential market include general scenic sightseeing; heritage and cultural experiences; outdoor recreational and sporting activities; shopping; entertainment and food.

The area’s distinctive coastal ambience, offering a range of activities and experiences for the visitor, combined with a developed and sophisticated inland opportunities to appeal to those in search of cultural, retail, leisure activities, and music experiences, provide the opportunity to win an increasing share of the market. 3.1.2 Fingal ––– a vibrant destination delivering a memorable visitovisitorr experience Vibrancy is an important feature of any successful urban or quasi-urban destination. A combination of people and events creates a sense of vibrancy and enhances the attractiveness of a place for visitors.

Fingal is well positioned to deliver authentic experiences to target audiences, particularly social interaction between locals, domestic and international visitors. Innovation between local stakeholders, accompanied by more proactive promotional campaigns, can assist in re-positioning Fingal as a vibrant and attractive place to visit throughout the year. 3.1.3 Building a sustainable hospitality and tourism sectsectoror The natural and heritage appeal and attractors of Fingal call for sensitive and comprehensive management. Protecting the quality of the natural environment and the alleviation of the impact of the fast expanding residential and business base in the County are essential to the goal of creating a more attractive visitor destination.

The environment and landscape is of fundamental importance to Ireland’s tourism.

Seaside and inland towns and villages need particular care in retaining their character and ambience while embracing the needs of residents.

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3.23.23.2 Key Strategic Goal

Key Strategic Goal Deliver sustainable economic growth attracting more loclocal,al, day trip and stay over tourists

3.33.33.3 The Contestable Market Opportunities for Fingal

The projected visitor demand comprises: • Local resident population; • Population resident in within 11----1.51.5 hours travel time, aann estimated just over 2.4 million populationpopulation;;;; • Out of state visitors to Dublin including cruise ship passengers • Domestic visitors to Dublin

The principal segments of the domestic demand include:

• ‘ConnectedConnected families’ is the largest segment of domestic leisure demand, made up of relatively young families. The experience must be fun and word of mouth recommendations and use of websites and social media tend to influence decisions. This segment of the market makes up almost a quarter of the domestic market in Ireland. • ‘Footloose socialisers’ are on average a well-educated middle to older age cohort who enjoy getting away and spending quality time with friends. Typical interests include history and culture, walking, discovering interesting attractions, music and cultural festivals, as well as enjoying good food and drink and meeting local people. As active users of social media they share stories and pictures from their trips online. • ‘StimulationStimulation seekers’ are generally younger and are always on the hunt for the next cool thing to do. They typically want more from their day out being especially interested in thrills, nightlife, style and lots of entertainment.

In addition to the domestic market, there may be potential for significant growth in the international visitor market.

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The Grow Dublin Taskforce identified the demand segments for the Dublin region as follows:

• ‘Social Energisers’ – young couples and adult groups looking for excitement, new experiences, and fun, social getaways to novel destinations. They typically want city breaks that offer fun, laughter and lots of day- and night-time activities.

• ‘Culturally Curious’ – mostly older couples or solo travellers with time (and money) to spend. They are independent ‘active sightseers’ looking to explore new places and broaden their minds. They want to immerse themselves in a place, both its culture and the beauty of its landscape.

• Conference and incentive visitors , whose expenditure is amongst the highest of all visitors. Demand from these promotable business visitors is particularly valuable in sustaining businesses in periods outside of the peak holiday seasons.

• Cruise visitors , who come to Dublin as part of a European cruise.

• Event visitors ,,, coming to Dublin specifically to attend an event or festival, whether sporting, cultural, business or any other type of event.

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4.4.4. Making it Happen From an overall perspective the most efficient use of resources is the concentration of effort on the high density tourism hubs to deepen the market appeal and visitor satisfaction by developing ‘must see and do’ attractors.

The proposed programme of actions which has been identified includes the range of desirable interventions to deliver on the strategy and capitalise on the market opportunities for sustainable growth in the tourism and hospitality sector. However, the implementation of the actions is dependent on the availability of budgets over the three year period. Those actions not accomplished within the time frame will be rolled over into the following period.

How to achieve the goal ––– making it happen/key action areas 1. Optimise and expand existing visitor experiences 2. Adopt a new place marketing strategy aligned with, and leveraging, the Grow Dublin Tourism Alliance 3. Develop new ways of working in partnership with stakeholders

4.14.14.1 Optimise and expand existing visitor experiences The primary appeals and motivations to visit the County are embedded in its built heritage, its coastline, and its urban/rural balance of living culture and festival experiences. In addition, the area is host to business, sporting and shopping visits and has the potential to attract increasing numbers for its indigenous food related experiences.

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Fig. 401: Reasons to visit Fingal ––– a conceptual representation of the hierarchy of visitor experiences

Heritag Coast eee encompassing towns & villages

Events Food

Business Sports & shopping

The following sections propose how Fingal can best enhance the visitor experiences on offer to further penetrate those market segments which research shows would have a predisposition to visit.

4.1.1 The Coastal Experiences Rationale The accessibility of the coast and its numerous offerings is undoubtedly Fingal’s primary strength in the tourism marketplace. It can deliver to visitors to the Dublin Region the experience of coastal scenery as well as access to the sea, distinctive coastal towns and villages, and a range of water based activities. Enhancing the visitor experience The top priority is to manage the natural and built environment to safeguard, and where appropriate, enhance the coastal appeal and experience for the visitor. Specifically the following projects are recommended for consideration.

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Fig. 402: The coast as a visitor experience

Linkage • Coastal appeals and Branded Marinas & cycle/ quays attractors have the walkway potential to offer

distinctive visitor Martello Watersports Coastal Tower experiences within the & activities experience heritage trail Greater Dublin area.

• The appeals are a good

Events and Environmental fit with the target festivals interpretation segments: ‘social Water bus/tours energisers’ and

4.1.2 Coastal route & trails The growing trend of more active tourism is reflected in the success of the Great Western Greenway and the Wild Atlantic Way.

Of particular interest to Fingal is the new Blueway initiative to encourage visitors to engage with the sea by delivering trails for water activities such as snorkelling, diving and kayaking. Recent research from Fáilte Ireland indicated that over 84,000 overseas visitors engage in watersports every year on holidays to Ireland.

Development of watersports experiences, building on the existing enterprises engaged in sailing clubs, dive schools, kayaking and other water-based activity operators represents a good potential for boosting tourism to the County.

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The following actions are recommended:

STRATEGIC OBJECTIVE Broadening the range of visitor experiences

ACTION AREA Coastal Route & Trails ACTION ACTION PARTNERS TIME REF. FRAME Action Secure planning approval and commencement FCC 2015 - CRT1 of the proposed Swords-Sutton route subject 2018 to third party funding. Action Carry out a feasibility study, including the Fingal Tourism 2015 CRT2 possibility of capital funding from Fáilte Office Ireland, for the development of a signed Fáilte Ireland touring route along the coast from Howth to Local Balbriggan – ‘The East Coast Greenway’. Communities Action Apply to Fáilte Ireland to designate Fingal Coast Fingal Tourism 2015 CRT3 as a Blueway in Ireland. Office Fáilte Ireland Local Marine Leisure Businesses Action Map shipwrecks off the coast of Fingal and Fingal Tourism 2015 CRT4 market Fingal as a diving destination. Office Heritage Officer Local Diving Schools Action Secure planning approval and commencement FCC 2015 - CRT5 of the cycleway linking Malahide Castle & 2018 Gardens with Newbridge House & Farm, subject to third party funding. Action Install new signage scheme for Howth, subject FCC 2015 CRT6 to the agreement and approval of the Department of Agricultural, Food & the Marine. Action Provide a Tourism Information Office in FCC, Fingal 2015 CRT7 Malahide Tourism Office Action Develop Howth Courthouse as a Tourist FCC, Fingal 2016/ CRT8 Information Office Tourism Office 2017

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4.1.3 Towns and villages A well-managed environment is an essential requirement for any successful tourism destination. The coastal or marine environment together with the management of towns and villages will be critical to the successful development of tourism to the County. Towns and villages on the coast provide a particular ambience for the visitor, based on location, access to the sea and related activities. The nature of Fingal with its motorways and new urban areas, which will be developed further, means that the preservation and maintenance of its key urban gems must be given a high priority.

STRATEGIC OBJECTIVE Broaden the range of visitor experiences ACTION AREA Towns & Villages ACTION ACTION PARTNERS TIME REF. FRAME Action Ensure all public realm improvements are FCC Ongoing TV1TV1TV1 consistent with Public Realm Plans. Local Businesses Action Encourage and support entries in the Tidy Towns FCC Ongoing TV2TV2TV2 & Entente Florale competitions. Action Complete new pilot signage scheme at Rush FCC 2015 TV3TV3TV3 including waymarked routes, map boards and interpretative boards and if successful roll out to other tourism towns. Action Review brown signs on motorways, national and FCC 2015 TV4TV4TV4 regional roads. NRA Action Assess and update location and content of Fingal Tourism 2015/ TV5TV5TV5 signage and information boards in main tourism Office 2016 towns. Action Register for Purple Flag application for Swords as FCC 2015/ TV6TV6TV6 pilot and if successful roll out programme across Fingal Dublin 2016 Fingal tourism towns. Chamber Action Carry out feasibility study to develop Howth as a Fingal Tourism 2016/ TV7TV7TV7 ‘must see’ showcase visitor destination. Office 2017

4.1.4 Harbours and islands --- the coast from the water Harbour infrastructure needs to be protected and maintained for both commercial and recreational users. From a tourism perspective the siting of a marina facility north of

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Malahide could benefit tourism. Currently the next stopping off point is Carlingford or Bangor. Some preliminary work has been undertaken in relation to proposals for the siting of marinas in Skerries and Balbriggan.

Fingal’s necklace of harbours and islands presents an ideal opportunity to explore the development of the appeal of trips on water to visitors.

STRATEGIC OBJECTIVE Broaden the range of visitor experiences ACTION AREA Harbours & Islands ACTION ACTION PARTNERS TIME REF. FRAME Action Carry out feasibility study of marina FCC 2016 HI1HI1HI1 development in the context of existing Harbour Users locations and projected demand Harbour Authorities Action Encourage and support the expansion of water Fingal Local 2015 - HI2HI2HI2 based sporting and recreational activities Enterprise Office 2017 Water sports operators Commercial Interests Action Encourage and support the development of Fingal Local 2015 - HI3HI3HI3 seasonal boat trips/water taxi services. Enterprise Office 2017 Commercial Interests

4.1.5 Martello towers Twelve towers are dotted along the Fingal coastline and formed part of the 26 defences of Dublin in the event of a Napoleonic invasion. The towers, including two located on islands, represent one of the County’s most distinctive architectural features and are a compelling presentation of the area’s history. The history, with its international linkages, would appeal to both Irish and overseas visitors, especially the culturally curious.

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STRATEGIC OBJECTIVE Broaden the range of visitor experiences ACTION AREA Martello Towers ACTION ACTION PARTNERS TIME REF. FRAME Action Provide interpretative panels at Skerries Tower. Fingal Tourism 2015/ MT1MT1MT1 Office 2016 Action Design and market a Martello Tower trail Fingal Tourism 2015 - MT2MT2MT2 including the development of an app. Office 2017 Fáilte Ireland Action Examine feasibility of Martello Tower light Fingal Tourism 2015/ MT3MT3MT3 show. Office 2016 Action Evaluate the cost of restoring Skerries Martello FCC 2015 - MT4MT4MT4 Tower as a visitor attraction/interpretative 2017 centre

4.24.24.2 Heritage Attractors Built heritage Heritage ranks high on the scale of attractors for visitors from overseas, with evidence of a growing interest in authenticity and stories of past events, lifestyles and cultural activities. At the same time visitors’ expectation in terms of the quality of interpretation and presentation of the heritage experience is increasing.

Fingal County Council is recognised as the leading local authority in Ireland in terms of ownership of the local built heritage resource, and its extensive portfolio of heritage properties is a key tourism driver for the County. 4.2.1 Malahide Castle and Gardens Malahide Castle & Gardens is the top visitor attraction in the County, catering to local, domestic and international markets, including cruise passengers. Malahide Castle and Gardens has considerable potential to attract increasing numbers of visitors to the Dublin region as well as driving an increased incidence of repeat visits from the local and regional markets. The relocation of the Fry Model Railway exhibition in the refurbished Casino at Malahide will provide a complementary attraction to Malahide Castle and Gardens and increase visitation to Malahide.

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STRATEGIC OBJECTIVE Improve the visitor experiences at Council heritage properties ACTION AREA Malahide Castle & Gardens ACTION ACTION PARTNERS TIME REF. FRAME Action Add additional attractors which would FCC 2015 - MCG1 strategically fit well with the existing appeal and Shannon 2017 use of Malahide Castle & Gardens including, but Heritage not limited to, staging of art exhibitions, lectures, The Arts music recitals and theatre productions. Council The Heritage Council Action Develop The Casino as a co -located new visitor FCC 2015 - MCG2 experience in Malahide. 2017

4.2.2 NewbridNewbridge ge House and Farm Built by the Cobbe family in the mid-1700s, together with its original furniture intact, it is a unique example from the period within the greater Dublin area. As such it has the potential to attract greater numbers of visitors. The farm is a major attraction for families, while the grounds provide a valuable recreational amenity. A €1.5m investment programme is underway to provide a new visitor reception area, an enlarged, upgraded coffee shop and an educational facility to cater for school tours.

STRATEGIC OBJECTIVE Improve the visitor experiences at Council heritage properties ACTION AREA Newbridge House & Farm ACTION ACTION PARTNERS TIME REF. FRAME Action Carry out new works to develop the visitor FCC 2015 - NHF1 reception area and coffee shop. 2017 Action Carry out new works to provide a weather FCC 2016/ NHF2 independent educational facility. 2017 Action Review and improve on -site signage and FCC 2015/ NHF3 interpretation. Newbridge 2016 House & Farm Ltd.

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Action Develop and promote a twice yearly calendar of FCC Ongoin NHF4 events Newbridge g House & Farm Ltd. Action Implement the Conservation Plan for Newbridge FCC 2015 - NHF5 House Newbridge 2018 House & Farm Ltd.

4.2.3 Ardgillan Castle Ardgillan Castle and Demesne is situated in North Fingal on an elevated coastline between Balbriggan and Skerries, 20 miles north of Dublin City. The park consists of 194 acres of rolling open grassland, mixed woodland and gardens, overlooking the Irish Sea with views of the Mourne Mountains to the north and Lambay to the south-east. The development of the gardens at Ardgillan would appear to represent an opportunity to expand the appeal of the property and broaden the visitor demand.

STRATEGIC OBJECTIVE Improve the visitor experiences at Council heritage pr operties ACTION AREA Ardgillan Castle ACTION ACTION PARTNERS TIME REF. FRAME Action Convert the former servants’ quarters into six FCC 2015 - AC1AC1AC1 artists’ studios. Arts Council 2017 Ardgillan Castle Ltd. Action Identify and promote new reasons to visit Fingal Tourism Ongoing AC2AC2AC2 Ardgillan Castle. Office Ardgillan Castle Ltd. Action Prepare a report identifying and costing the FCC 2015 - AC3AC3AC3 works required to create a garden destination Fáilte Ireland 2016 at Ardgillan Castle National Botanic Garden Royal Horticultural

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Action Link the garden at Ardgillan Castle with the Fingal Tourism 2016 AC4AC4AC4 garden at Malahide Castle & Gardens and Office Lambay Island. Shannon Dev. Alex Baring Action Review and improve house tour and Ardgillan House 2016/ AC5AC5AC5 interpretation FCC 2017 Fingal Tourism Office

4.2.4 Skerries Mills Skerries Mills is a unique collection of two windmills and a watermill with associated mill pond, mill races, wetlands and is an ideal place to visit on a day trip. The Mill complex also houses the Watermill Café and the Craft Shop. Skerries Mills has a broad local appeal and caters to a predominantly local market in the café. The Mill is included in a number of coach tours. The facility has the potential to expand visitation and usage. Current investment plan include the development of a barn to provide a venue space for up to 500 attendees.

STRATEGIC OBJECTIVE Improve the visitor experiences at Council heritage properties ACTION AREA Skerries Mills ACTION ACTION PARTNERS TIME REF. FRAME Action Expand programme of uses/events. Hill Mill Ltd. 2015 - SM1SM1SM1 2017 Action Implement plan to provide barn venue for future FCC 2015/ SM2SM2SM2 events. Hill Mill Ltd. 2016

Action Launch a new marketing campaign. Fingal Tourism 2015/ SM3SM3SM3 Office 2016 Hill Mill Ltd. Action Establish a Volunteer Programme. Hill Mill Ltd. 2015/ SM4SM4SM4 Local 2016 Community Action Develop and promote a twice yearly calendar of Hill Mill Ltd. Ongoing SM5SM5SM5 events.

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4.34.34.3 Joint marketing campaign for council heritage propertiesproperties In order to create greater synergies between the heritage attractors in Council ownership, a joint marketing campaign is proposed. The collective marketing of the properties would increase awareness in the marketplace, stimulate cross visitation between properties as well as delivering economies of scale and market reach for the individual properties.

STRATEGIC OBJECTIVE Optimise the Council’s heritage properties’ marketing impact ACTION AREA Joint and cococo ---op marketing ACTION ACTION PARTNERS TIME REF. FRAME Action Explore opportunities for joint marketing Fingal Council 2015 - CM1 initiatives Shannon 2017 Heritage Newbridge House & Farm Ltd. Ardgillan Castle Ltd. Hill Mill Ltd.

4.3.1 Longer term projects A number of projects being undertaken by the Council are at varying stages of planning and development, and will involve ongoing work over the period of this plan. These include: 4.3.2 Swords Castle Restoration and conservation work underway will form the basis for the creation of a new significant visitor attraction with €1m per annum committed to the project over the next three years. Limited access will open to the public in spring 2015. Research is underway on plans for the development of the attraction, its content and uses, to include a venue space and an active archaeological excavation site.

The proposal to leverage the restoration and opening of the castle and the redevelopment of its environs as Swords Cultural Quarter is an exciting project.

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Options under consideration include a performance area; reference library; as well as high quality interpretation and presentation of the story of the castle and the town, together with the relocation of the town’s Tourist Information Office.

STRSTRSTR ATEGIC OBJECTIVE Realise the potential of the Cultural Quarter of Swords ACTION AREA Swords Castle ACTION ACTION PARTNERS TIME REF. FRAME Action Progress implementation of the Swords FCC 2015 – SC1SC1SC1 Architectural Masterplan actions relating to 2018 Swords Castle Action Implement the Swords Castle Conservation Plan FCC 2015 - SC2SC2SC2 2018 Action Open the Castle grounds to the public FCC 2015 SC3SC3SC3 Action Develop a communication and engagement FCC 2015/ SC4SC4SC4 strategy with the local community 2016 Action Install a Tourism Information Office in the FCC, Fingal 2016 SC5SC5SC5 grounds of Swords Castle Tourism Office

4.3.3 Bremore Castle Bremore Castle in Balbriggan is a 14th century structure that has been under re- construction for a number of years. Longer term plans upon completion of the work is to provide public access to the building, with the grounds becoming a public park located close to the Martello tower and town centre. The restoration has the potential to act as a catalyst for the development of Balbriggan as a visitor centre post 2018, with a focus on its maritime heritage, sailing and diving.

STRATEGIC OBJECTIVE Optimise the restoration of Bremore Castle ACTION AREA Bremore Castle --- Complete the restoration work and plan for the next phase of development. ACTION ACTION PARTNERS TIME REF. FRAME Action Complete the restoration works on Bremore FCC 2015 - BC1BC1BC1 Castle, including interpretation. 2018

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Action Complete the development of the parkland FCC 2015 - BC2BC2BC2 surrounding Bremore Castle. 2018 Action Assess the tourism offering in Balbriggan and Fingal Tourism 2015/ BC3BC3BC3 identify further maritime-related tourist Office 2016 offerings. Fáilte Ireland Local Marine Businesses & Stakeholders Action Develop authentic banquets as a corporate FCC 2018 BC4BC4BC4 offering to the Dublin region. Fingal Tourism Office Fáilte Ireland

4.3.4 Shackleton Mill Shackleton Mill has the potential to attract visitors interested in history and exploration. An opportunity exists to link the proposed development with nearby visitor attractions of the Phoenix Park and Farmleigh House, thereby expanding the visitor base for the County. The area has several built heritage and historical connections worthy of further investigation from a tourism perspective.

STRATEGIC OBJECTIVE Establish first class visitor attraction at Shackleton Mill ACTION AREA Shackleton Mill ACTION ACTION PARTNERS TIME REF. FRAME Action Prepare a detailed feasibility study, in conjunction FCC 2015 - SHM1 with South Dublin County Council, to explore the South Dublin 2018 development of a new visitor centre, car park, and County bridge leading to a Mill Exhibition and consider the Council development of the visitor centre as a River Liffey/ Fáilte Ireland Liffey Valley Discovery Centre. Heritage Council

4.3.5 Natural heritage Fingal has a rich natural heritage with several excellent Council backed programmes to conserve this valuable resource. Such programmes include the Howth and Liffey Valley Special Amenity Areas and the recent commitment to the Dublin Bay Biosphere project

28 | P a g e and work in developing key biodiversity related projects, such as the Outer Estuary Masterplan for Rogerstown Estuary.

In addition to the coastal area, there are opportunities to develop the amenity and tourism potential of the areas along the Liffey Valley and the Royal Canal. The Royal Canal, 8km of which passes through the Dublin 15 area of the County, represents a valuable amenity asset with, as yet, unexploited tourism potential. The potential exists to link this area of the County with nearby visitor flows to the Phoenix Park, Liffey Valley and users of the Royal Canal. The area is rich in natural beauty with the potential to attract active outdoor visitors and increase the incidence of amenity and recreational use by local residents.

STRATEGIC OBJECTIVE CCConservation of Fingal’s rich natural heritage. ACTION AREA Natural Heritage ACTION ACTION PARTNERS TIME REF. FRAME Action Support and promote the Dublin Bay Biosphere FCC 2015 - NH1NH1NH1 project. Dublin City 2018 Council Dun Laoghaire /Rathdown County Council Fáilte Ireland

Action Support and promote key biodiversity related FCC 2015 – NH2NH2NH2 projects, including the Outer Estuary Masterplan EPA 2018 for Rogerstown Estuary. Birdwatch Ireland Action Promote good environmental management and FCC 2015 NH3NH3NH3 adequate services at beaches Inspectorate & Apply for Blue Flag status at Portrane, Donabate Water Quality and Portmarnock. Unit Environmental Health Unit Action Secure excellent water quality FCC 2015 NH4NH4NH4 Apply for Green Coast Award status for Portrane, Inspectorate & Donabate, Portmarnock & Sutton Burrow Water Quality beaches Unit Environmental Health Unit

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Action Support the development of a Fingal Heritage Fingal Tourism 2015/ NH5NH5NH5 Trail in collaboration with local Office 2016 communities/groups. Heritage Officer Local Community Groups Action Identify destination award opportunities and Fingal Tourism Ongoing NH6NH6NH6 prepare detailed applications for same, e.g. Office EDEN award, Green Flag, etc. Heritage Officer Action Support community based projects aimed at Fingal Tourism Ongoing NH7NH7NH7 preserving heritage and culture Office Fingal Heritage Officer Action Explore the potential to develop a Liffey Valley FCC 2015 - NH8NH8NH8 greenway, with a possible link to the Royal Canal South Dublin 2018 via St. Catherine’s Park CC NTA Fáilte Ireland OPW Waterways Ireland Action Develop and test the concept of a Liffey Valley FCC 2016 - NH9NH9NH9 Discovery Centre South Dublin 2017 CC Fáilte Ireland

4.3.6 Scientific Heritage Dunsink Observatory, the oldest scientific institution in Ireland, could appeal not only to visitors with an interest in astronomical science but could also provide a venue for broader scientific outreach programmes. While public access to the observatory, under the aegis of the Dublin Institute for Advanced Studies, is currently restricted, the potential exists to attract more visitors.

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STRATEGIC OBJECTIVE PPPromotion of the area’s scientific heritage ACTION AREA Scientific Heritage ACTION ACTION PARTNERS TIME REF. FRAME Action Explore new visitor opportunities at Dunsink FCC 2016 - SH1SH1SH1 Observatory Dublin 2017 Institute of Advanced Studies Science Foundation Ireland Fáilte Ireland

4.44.44.4 Festivals and Events Rationale Festivals and events create important reasons to visit a destination, which has proved very successful for Dublin and other areas of the country. Besides the obvious benefit of attracting attendees, festivals and events can also increase awareness of the destination and convey motivators to potential visitors. Decade of Commemorations During the decade 2012-2022, the centenary of a number of seminal events in modern Irish history are being marked. The Government is committed to a commemorative programme, based on principles of historical accuracy and in co-operation with key partners, at home and abroad. During the period of this plan the two major events being commemorated are the First World War (1914-1918) and the Easter Rising (April 1916).

The Government’s ‘Ireland 2016’ commemorations programme is envisaged as a national and international series of events and initiatives to commemorate the 100th anniversary of the 1916 Rising - reflecting on the achievements of the last 100 years, and looking towards the future. As currently formulated, the €4m programme, while including elements aimed at the Irish diaspora, is not focused on tourism and trade as a priority. The five themes of ‘Ireland 2016’ are Remember, Reconcile, Present, Imagine and Celebrate.

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STRATEGIC OBJECTIVE Attract more visitors and enhance the County’s reputation as a ‘happening place’. ACTION AREA Festivals & Events ACTION ACTION PARTNERS TIME REF. FRAME Action Continue to support existing festivals with a Fingal Tourism Ongo ing FE1FE1FE1 track record of attracting domestic and Office international tourists including event Fingal Events management advice and support. Fáilte Ireland Grow Dublin Alliance Local Community Groups Action Further develop a number of existing festivals Fingal Tourism Ongoing FE2FE2FE2 to a scale and standard to attract a wider Office national and international market, i.e. The Fingal Events Dublin Bay Prawn Festival and the Flavours of Fáilte Ireland Fingal County Show. Grow Dublin Alliance Local Community Groups Action Develop and promote a twice -yearly calendar Fingal Tourism Ongoing FE3FE3FE3 of events. Office Fingal Events Action Cross promote calendar of events, i.e. Fingal Tourism Ongoing FE4FE4FE4 promote next event on calendar. Office Fingal Events Action Create events that piggyback on large national Fingal Tourism Ongoing FE5FE5FE5 and international events in Dublin city and Office region. Fingal Events Action Increased concerts/performances/events at FCC Ongoing FE6FE6FE6 Council properties. Fingal Heritage Properties Action Assess the viability of holding a new annual Fingal Tourism 2015/ FE7FE7FE7 event on a heritage theme. Office 2016 Heritage Officer Action Explore the possibility of staging a summer Fingal Tourism 2015/ FE8FE8FE8 school in the Seamus Ennis Centre. Office 2016 Fingal Arts Office Royal Irish

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Academy of Music Conservatory of Music Action Optimise the funding from the Community FCC 2015/ FE9FE9FE9 Tourism Diaspora Fund to increase Fingal Tourism 2016 international visitor numbers to Fingal Office Local Community Groups Action Market Fingal as a destination for large Fingal Tourism 2015 – FE10 sporting events, e.g. One Day Ireland v Office 2018 England Test Cricket Match in Malahide Castle, Fingal Events European Athletics Team Championships in Fáilte Ireland Morton Stadium. Sports HQs Action Secure participation in the official 1916 FCC 2015/ FE11 commemorative programme Fingal Tourism 2016 Office Fingal Archivist Heritage Officer Conservation Officer Meath County Council Historical Societies Action Develop a series of commemorative lectures Fingal Archivist 2015/ FE12 connected with the events linked to Fingal. Heritage Officer 2016 Historical Societies Action Pilot programmes to promote event packages Fingal Tourism 2016 FE13 with accommodation and other service Office providers. Fingal Events Service Providers

4.54.54.5 Food Tourism Rationale Fingal has a strong reputation as a producer of good quality food as well as an excellent offering in a range of restaurants and local artisan food products. Potential exists through the reputation and output of food producers, restaurants, food festivals, food trails, and food markets, to further develop the awareness and recognition of the areas as a food tourism destination.

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STRATEGIC OBJECTIVE Maximise the appeal to visit Fingal ACTION AREA Food Tourism ACTION ACTION PARTNERS TIME REF. FRAME Action Develop a Tourist Taste Trail, Farm Trail, or ‘Place Fingal Tourism 2015 – FT1FT1FT1 on a plate’ experiences. Office 2018 Fingal Farmers Action Support expansion of food related festivals. Fingal Tourism 2015 - FT2FT2FT2 Office 2017 Fáilte Ireland Bord Bia Grow Dublin Alliance Food Businesses Action Encourage development/marketing of locally Fingal Tourism 2015 - FT3FT3FT3 branded beverage(s). Office 2018 Board Bia Food Businesses Action Promote cookery demonstrations and cookery Fingal Tourism 2015/ FT4FT4FT4 schools in Fingal which hold a high appeal for Office 2016 international visitors. Fingal Cookery Schools Fáilte Ireland Grow Dublin Alliance

4.64.64.6 Business Tourism Rationale The Dublin region as a major centre of trade and commerce attracts significant numbers of business visitors. Fingal, with its significant business hub around Dublin Airport, including transport, distribution and warehousing sectors complemented by FDI investor companies in the County, enjoys a strong corporate demand in hotels and restaurants. It is estimated that in Dublin 15 approximately 35% of bednights are corporate stays, and the strategy aims to further develop the district’s potential for corporate tourism.

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STRATEGIC OBJECTIVE Boost revenue and visits from business visitors ACTION AREA Business Tourism ACTION ACTION PARTNERS TIME REF. FRAME Action Launch ambassador programme to attract Fingal Tourism 2016 BT1BT1BT1 conferences/meetings Office Chamber of Commerce Business leaders Action New business tourism marketing campaign Fingal Tourism 2016 BT2BT2BT2 Office Fáilte Ireland Industry partners Action Secure participation in Fáilte Ireland promotional Fingal Tourism 2015 - BT3BT3BT3 and sales events for suitable product providers Office 2017 Fáilte Ireland Industry partners Action Work collaboratively to increase Dublin 15’s share FCC 2015 - BT4BT4BT4 of the business tourism market, by maximising Fingal Tourism 2017 the marketing effort of hotels, and creating Fáilte Ireland opportunities for other leisure companies in the Industry area to participate in a more coherent offering. partners

4.74.74.7 Sport Tourism Rationale Fingal has a strong tradition in many sports, particularly GAA, cycling, golf, sailing and cricket, as well as having many excellent sport facilities including the National Aquatic Centre. Sport is a visitor attractor which presents an opportunity to expand visitation to the County by tapping into the sporting interests of potential visitors.

A particular opportunity exists to boost sports tourism to the county in conjunction with the National Sports Campus at Abbotstown. The facility provides the potential to attract international sports visitors in several disciplines as a competition venue as well as a training/acclimatisation venue prior to major sporting events in Europe.

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STRATEGIC OBJECTIVE Grow the market for sports visitors ACTION AREA Sports Tourism ACTION ACTION PARTNERS TIME REF. FRAME Action Campaign with sporting bodies with a priority Sports HQs 2015 - ST1ST1ST1 focus on: National Sports 2018 ° Cycling Campus ° Yachting Fáilte Ireland ° Cricket Grow Dublin ° Water sports Alliance Commercial ° Field team sports sponsors ° Golf Specialist tour operators Professional event organisers Action Increase promotion of sporting facilities to Fingal Tourism Ongoing ST2ST2ST2 individual visitors in selected markets, e.g. golf. Office Specialist tour operators Hotels Action Explore opportunities for staging mega event(s). Fingal Tourism ST3ST3ST3 Office Fingal Events Fáilte Ireland Action Proactive international marketing of the National Fingal Tourism 2016 - ST4ST4ST4 Sports Campus as a training venue National Sports 2017 Campus Fáilte Ireland

4.84.84.8 Shopping Rationale Shopping is the largest outlay after accommodation and food for many tourists and is an integral component of most leisure trips. Shopping acts as a motivator for day trips as well as fulfilling the need for local purchases amongst international visitors.

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STRATEGIC OBJECTIVE Support and market the shopping opportunities in the visitor offering ACTION AREA Shopping ACTIO ACTION PARTNERS TIME N REF. FRAME Action Develop a marketing campaign to link shopping Fingal Tourism 2015/ S1S1S1 opportunities in Fingal and promote affinities with Office 2016 other tourism sub-sectors. Shopping Centres Incoming Tour Operators Action Encourage retail outlets to offer online incentives Fingal Tourism 2015/ S2S2S2 for tourists. Office 2016 Shopping Centres Action Encouragement of more craft outlets Craft Council of Ongoing S3S3S3 Ireland Fingal Local Enterprise Office Action Consider ‘show case’ shopping experience with Fingal Tourism 2015/ S4S4S4 tour operators. Office 2016 Action Promote Malahide as a boutique shopping Fingal Tourism Ongoing S5S5S5 destination Office Malahide Chamber of Commerce

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5.5.5. A New Place Marketing Strategy aligned with and lleveeveragingraging the Grow Dublin Tourism Alliance

5.15.15.1 Destination Dublin ––– A Collective Strategy for Tourism Growth to 2020

The Grow Dublin Tourism Alliance, established under Fáilte Ireland, is now charged with the implementation of a cohesive strategy to attract more tourists to the Dublin region which will boost job creation and increase earnings.

The key elements emerging from the strategy produced last year by the Grow Dublin Taskforce included: • the development of a new brand

positioning for the Dublin Region; The opportunity for the Dublin region • the introduction of a new public- ° 6.2m international visitors by 2020 private sector funding model for the ° Doubling of revenue to €2.5 billion marketing of Dublin; ° 19,600 new jobs • the design and implementation of an

operational programme in

conjunction with Fáilte Ireland and Tourism Ireland.

The exciting plan is to launch a well-funded major campaign for the first time to specifically attract more international visitors to the city region. The initiative provides an opportunity for Fingal County Council to leverage considerable exposure and win a greater share of the visitor flows attracted to the city.

5.25.25.2 Positioning Fingal in the Grow Dublin Tourism AlliaAlliancence brand The development of a re-energised, re-focused destination brand for the Dublin Region provides an opportunity to ensure that the distinctive appeals and attractors within the County are adequately incorporated in the new identity and graphic representations of the region. The majority view that emerged from the consultative process within the County was that current Fingal branding for tourism was not delivering.

Amongst the four themes already identified as intrinsic brand values of the Dublin region are two with which the County can readily identify, namely ‘living bay’ and ‘extraordinary days and exciting nights’. The challenge for the Council will be to

38 | P a g e influence the development of the brand, in the first instance, and secondly to ensure that campaigns adequately deliver value for its financial and other resource inputs.

STRATEGIC OBJECTIVE Optimise Grow Dublin Tourism Alliance ACTION AREA Positioning Fingal in the Grow Dublin Tourism Alliance brand ACTION ACTION PARTNERS TIME REF. FRAME Action Align Fingal with the overall brand for Dublin GDTA 2015 - GDTA1 but convey a distinguished themed message Fingal Tourism 2018 Office

5.35.35.3 Digital Marketing ––– Social, Platforms, Emerging Technologies Fingal’s reputation is likely to be influenced more by social media and online comments from other visitors than from the content of the destination’s website. Current best practice in tourism digital strategy is focused on a well populated website presence linked to social media platforms, including Facebook, Twitter and YouTube, thus providing good engagement with consumers and delivering a strong commercial return for businesses. Email marketing is still relevant but the engagement with the potential visitor is increasingly through blogs, peer to peer reviews, user generated content, digital touchpoints through QR codes, Near Field Communication (NFC) and Augmented Reality (AR).

Any future digital strategy for Fingal must have a strategic fit with both national and regional tourism policy on skills training, business engagement and tourism growth and needs to be aligned to Destination Dublin - A Collective Strategy for Tourism Growth to 2020.

STRATEGIC OBJECTIVE Develop a Digital S trategy for Fingal ACTION AREA Digital marketing ACTION ACTION PARTNERS TIME REF. FRAME Action Maintain an up -to -date tourism industry Fingal Tourism 2015 - DS1DS1DS1 database for Fingal and submit same to Fáilte Office 2018 Ireland Fáilte Ireland Action Provide social media training Fingal Tourism 2015 - DS2DS2DS2 Office 2018

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Fingal tourism industry Action Manage and resource a social media strategy Fingal Tourism 2015 - DS3DS3DS3 for Fingal* Office 2018 Fingal tourism industry Action Engage in cost effective online marketing to Fingal Tourism 2015 - DS4DS4DS4 publicise Fingal and specific events Office 2018 Action Engage in tourism blogging Fingal Tourism 2015 - DS5DS5DS5 Office 2018 Action Develop videos of the Fingal area, attractions Fingal Tourism 2016 DS6DS6DS6 and events. Office Action Create a Fingal Creative Commons Fingal Tourism 2016 DS7DS7DS7 Office Action Explore research and development Fingal Tourism 2015/2016 DS8DS8DS8 opportunities with DIT and ITB regarding Office augmented reality and big data

5.45.45.4 Marketing plan The role of Fingal Tourism has been that of a catalyst and facilitator enabling communities and businesses to more effectively communicate with the market. The marketing plan for the period 2015-2018 builds on the range of activities currently being undertaken by Fingal Tourism in recent years, on behalf of the destination, products and events.

However budgets have been under pressure and in 2013 the advertising and promotion budget was less than €40,000. This is a relatively modest budget to effectively utilise all of the channels and achieve a ‘weight’ of impact that both attracts attention in a crowded marketplace and influences decision making for day visitors and overnight visitors particularly in the domestic market. Past campaigns may have had a limited impact due to less than optimum threshold budget levels to achieve results.

The funding model for the Grow Dublin campaign, yet to be agreed, will involve an annual financial commitment from each of the Council areas within the Dublin region. The benefit to be leveraged by the Council from the Grow Dublin Tourism Alliance has the potential to far exceed the current return on investment in tourism marketing as well as significantly increasing the reach into those markets with the best prospects of visiting the area. It is recommended that a target budget be set for advertising and promotion, including digital, in the region of €50,000 per annum.

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STRATEGIC OBJECTIVE IIIncrease Visitor Numbers and Revenue to Fingal ACTION AREA Marketing Plan --- Getting the Industry invested and involved ACTION ACTION PARTNERS TIME REF. FRAME Action Establish a corporate secure site/closed Fingal Tourism 2015 MS1MS1MS1 Facebook Group for the Fingal Tourism Office Industry to network and share ideas and news. Fingal tourism industry Action Create a single private sector industry Fingal Tourism 2015 MS2MS2MS2 association promoting cross sectoral Office networking opportunities to facilitate linkages Fingal tourism and develop clusters/packages. industry Action Schedule and incentivise a series of Fingal Tourism 2015 - MS3MS3MS3 familiarisation tours for front line personnel in Office 2018 the industry i.e. hotel reception staff, Fingal tourism concierges etc. Due to the high turnover of industry staff in these positions these tours need to be held frequently. Action A ‘Hold it in Fingal’ campaign to secure more Fingal Tourism 2015 - MS4MS4MS4 sporting, cultural and entertainment events in Office 2018 the county. Fingal Tourism Industry Action Increase the number of partner opportunities Fingal Tourism Ongoing MS5MS5MS5 available in both direct mail and online activity Office Fingal Tourism Industry Action Develop videos of the Fingal area, attractions Fingal Tourism Ongoing MS6MS6MS6 and events. Office Action Establish Tourism Development Groups in Fingal Tourism 2015 MS7MS7MS7 Swords, Balbriggan and Dublin 15. Office Action Implement common marketing message policy Fingal Tourism 2015 MS8MS8MS8 which reflects the GDTA branding Office Fingal Tourism Industry Action Provide relevant and up -to -date photographic Fingal Tourism 2015 MS9MS9MS9 library and creative commons for a consistent Office visual identity for Fingal. Libraries to be categorized to suit target markets such as Culturally Curious and Social Energisers

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Action Provide social media supports to Fingal Fingal Tourism Ongoing MS10 Tourism Industry Office

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STRATEGIC OBJECTIVE IIIncrease Visitor Numbers and Revenue to Fingal ACTION AREA Marketing Plan --- Domestic & Northern Ireland Marketing ACTION ACTION PARTNERS TIME REF. FRAME Action Launch the new brand creative proposition Fingal Tourism 2015 MS11 across all media Office Fingal tourism industry Action Build the profile of current events Fingal Tourism 2015 MS12 /experiences in regional, national and NI Office media, both traditional and online, for the Fingal tourism purposes of attracting visitors to Fingal. industry Action Extend co -operative marketi ng initiatives Fingal Tourism 2015 MS13 between Fingal Tourism Office and Local Office Tourism Development Groups Fingal tourism industry Action Roll out a new communications campaign & Fingal Tourism 2015 - MS14 extend PR calendar populating activity Office 2018 throughout the year to gain traction and keep Fingal Tourism Fingal on the radar with media and the wider Industry public year round. PR Company Action Explore merchandising/co -op promotions in Fingal Tourism 2016 MS15 association with appropriate consumer Office products, e.g. branded grocery goods. Fingal Food Undertake a pilot initiative with partners Industry Fingal LEADER Partnership Action Invest in digital assets (still and video) which Fingal Tourism Ongoing MS16 support the brand Office Action Group tour promotions to coach operators Fingal Tourism 2016 MS17 and social clubs – linked with attractions and Office restaurants/hotels Action Tempt ‘footloose socialisers’ by test targeting Fingal Tourism 2016 MS18 arts events, evening activities Office Local pubs, restaurants, arts organisers, etc. Action Co -ordinate production and distribution of Fingal Tourism 2015 -

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MS19 limited runs of brochures, calendar of events Office 2017 and print items. Liaise with relevant FCC departments to eliminate overlaps. Action Homogenise sub -regional map based guides Fingal Tourism 2015 MS20 produced by Howth, Malahide, Skerries & Office Balbriggan to reflect the Fingal ‘Style’, Local Tourism message and co-brand Development Groups Action Encourage user feedback – develop Fingal Tourism 2015 MS21 discussion boards/forums such as tripadvisor. Office Action Promotion of sports outings with operators Fingal Tourism 2015 – MS22 Office 2017 Action Piggyback major events being held in Fingal Tourism 2015 – MS23 adjoining areas giving visitors added incentive Office 2017 to extend their stay Fingal Tourism Industry Action ‘Shop & Stay’ online promotions Fingal Tourism 2015 MS24 ‘Stay & Fly’ online promotions Office Shopping Centres Hotels/Accommod ation Providers Action Pilot promotions to ‘connected families’ & Fingal Tourism 2015 MS25 ‘indulgent romantics’. Office Product Providers Action Develop customer database and target with Fingal Tourism 2015 - MS26 mailshots, events news, podcasts, etc. Office 2018 Industry Partners

STRATEGIC OBJECTIVE Increase Visitor Numbers and Revenue to Fingal ACTION AREA Marketing Plan --- International Marketing ACTION ACTION PARTNERS TIME REF. FRAME Action Through Fáilte Ireland’s programme for Fingal Tourism 2015 - MS27 Overseas Buyers secure familiarisation trips Office 2018 which would offer overseas buyers the Fingal Tourism opportunity to experience Fingal first-hand. industry Fáilte Ireland Grow Dublin Tourism Alliance

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Action Develop a PR strategy aimed at Fáilte Fingal Tourism 2015 - MS28 Ireland’s International Publicity Programme Office 2018 which hosts over 1,400 international media Fingal tourism from 18 markets offices annually. industry Fáilte Ireland Grow Dublin Tourism Alliance Action Establish & promote a Fingal’s Creative Fingal Tourism 2015 - MS29 Commons to online publications Office 2018 Action Actively pitch the Fingal area as a location for Fingal Tourism 2015 - MS30 TV programmes and series Office 2018 Action Targeted Social Media Advertising Campaigns Fingal Tourism 2015 - MS31 in key markets, particularly the UK. Office 2018 Action Engage with Cruise Handling Agen ts for the Fingal Tourism 2015 MS32 purposes of establishing and marketing Office Fingal Shore Excursions. Cruise Companies Coach Operators Action Establish and market packaged 3 hour scenic Fingal Tourism 2015/ MS33 & heritage tours targeted at date of arrival / Office 2016 departure Dublin Airport Tour Operators Action Secure a Fingal destination presence at Fingal Tourism 2015 MS34 Dublin Airport. Office Dublin Airport Authority Action Grow the Dublin Bay Prawn Festival to a high Fingal Tourism 2015 – MS35 profile, international event highlighting Office 2018 Fingal’s scenic beauty and strong food Fingal Events offering. Office Visit Howth Peninsula Fáilte Ireland Action Direct Marketing to Special Interest Groups in Fingal Tourism Ongoing MS36 target markets. Office Action Pursue more joint marketing opportunities Fingal Tourism 2015 – MS37 with other Dublin Local Authorities Office 2018 DLRCC DCC SDCC Action Develop a new action plan for marketing Fingal Tourism Ongoing MS38 meetings and conventions in partnership with Office communities Fingal Tourism Industry

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5.55.55.5 Visitor information Local Tourist Information Offices (TIOs) can provide a useful service in disseminating information and dealing with queries from visitors. While the incidence of use is declining as visitors have immediate access to online sources, the key to optimising the return on the traditional bricks and mortar information centres is location and trained staff.

STRATEGIC OBJECTIVE Effectively Deliver I nformation ACTION AREA Tourist Information Offices ACTION ACTION PARTNERS TIME REF. FRAME Action Optimise location, layout, staffing and opening Fáilte Ireland 2015 - VI1VI1VI1 hours of TIOs Fingal Tourism 2016 Office Chamber of Commerce Local tourism operators Action Optimise use of information technology Fáilte Ireland 2016 - VI2VI2VI2 systems Fingal Tourism 2017 Office

5.65.65.6 Film Location as a Tourism Marketing Tool Fingal County Council, together with Dún Laoghaire-Rathdown County Council and South Dublin County Council, is a member of the Film Dublin Partnership within Bord Scannán na hÉireann – the Irish Film Board. The organisation’s website provides a search tool for film locations which currently lists Ardgillan Castle and most beaches in Fingal. The Fingal Tourism Office, as part of its marketing role, will take on the role of promoting all heritage properties and locations in Fingal as a film location.

6.6.6. Develop a New Way of Working Local Authorities are being entrusted with a greater role in tourism 5. Under this enhanced role for Local Authorities, Fingal County Council will lead the management of their tourism destination and the development of the tourism experience in the area,

5 Draft Government Tourism Policy, July 2014

46 | P a g e recognising that tourism destinations do not necessarily align with administrative boundaries.

Fingal County Council already invests heavily in supporting the tourism industry through the provision of infrastructure and environmental management, the provision of recreation and amenity facilities, the development and management of attractors, and the organisation and funding of events. The Council works closely with Fáilte Ireland in the development of tourism infrastructure, and supports Fingal Tourism Ltd.

Based on the outcome of the consultative process there would appear to be an urgent need to improve communications across the administrative functions within the council.

STRATEGIC OBJECTIVE Effectively Improve C ommunication ACTION AREA Improve communications across the administrative functions of Fingal County Council ACTION ACTION PARTNERS TIME REF. FRAME Action Establish an internal working group to co - FCC EDS 2015 IC1IC1IC1 ordinate tourism activity and promote consistent and clear objectives integrated across all relevant Council Departments.

6.16.16.1 Collaboration with Industry and Community Partners The array of multiple stakeholders involved in tourism presents a challenge in terms of communication and co-ordination across the sector. This challenge also presents the opportunity for the Council to provide leadership and a ’go to’ co-ordination point. The goal is to actively engage with local businesses, local tourism development organisations, community and sporting groups to support their local undertakings and achieve greater integration of effort across the County.

STRATEGIC OBJECTIVE Actively Engage with Stakeholders ACTION AREA Collaboration with industry ACTION ACTION PARTNERS TIME REF. FRAME Action Encourage businesses to cluster and package Fingal Tourism 2015 - CI1CI1CI1 experiences Office 2018

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Action Identify linkages between niche products, e.g. Fingal Tourism 2015/ CI2CI2CI2 linking Lambay, Malahide Castle & Gardens Office 2016 and Ardgillan Castle gardens Fingal tourism Industry Action Encourage tourism industry to create visitor Fingal Tourism Ongoing CI3CI3CI3 packages around events Office Fingal tourism industry Action Encourage co -operative retail campaigns to Fingal Tourism 2015/ CI4CI4CI4 domestic and international visitors Office 2016 Shopping centres Action Develop online tourism business forum to Fingal Tourism 2015/ CI5CI5CI5 allow business to business exchanges, e.g. Office 2016 closed Facebook group Fingal businesses Action Host an annual tourism forum to report on Fingal Tourism 2015 – CI6CI6CI6 progress and present plans of stakeholders Office 2018

6.26.26.2 Organisation Structures Fit for Purpose Within the advent of Grow Dublin Alliance and its focus on international tourism marketing, Fingal Tourism can place almost total emphasis on domestic marketing. An options analysis would provide at least three options in relation to providing appropriate organisational architecture, namely: • No change;

• Bring Fingal Tourism within the Council;

• Enhance its role through a closer association with the Council;

In reality, Option 1 is simply undesirable if progress is to be made while Option 2 and Option 3 require further consideration.

6.2.1 The Fingal Tourism Office In relation to Option 2 Fingal Tourism would be subsumed into Fingal County Council. This would give Fingal County Council complete autonomy in relation to the development and marketing of Fingal as a tourism destination.

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Fig 601: Fingal Tourism Office ––– Option 2 ––– Conceptual OrgaOrganisationalnisational Structure Fingal Tourism Oversight Group

Fingal Tourism Office

Key Roles Key Roles Strategy Marketing/promotion Infrastructure Web & digital Capital projects Festivals & events Integration of internal depts

In relation to Option 3 the approach that could be implemented is based on the experience of the Council with the Local Enterprise Organisation (LEO). The co-location of LEO within the council offices and closer collaboration with the work of various departments within the council has delivered greater impacts in the enterprise sector. The model has improved effectiveness in a more integrated approach in providing supports, increased efficiencies and created a seamless experience for the client enterprises.

Option 3 proposes that a new working arrangement be established – Fingal Tourism Office – harnessing the combined resources of Fingal Tourism Ltd. and the Council. The new Fingal Tourism Office would act as the focal point for all tourism related enabling and support functions and provide a ‘one-stop shop’ for the industry. The new arrangement has the advantage of closer collaboration, maximising external support funding opportunities, while establishing an effective public-private sector partnership. To ensure maximum support for the development of the sector, it will be necessary to ensure that tourism is prioritised within Local Economic Community Plans and within the next LEADER programme for the area.

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Fig. 602: Fingal OOfficeffice for Tourism ––– Option 3 --- conceptual organisational structure

Fingal Tourism Office

Fingal County Fingal Tourism Ltd. Council

Key roles Key roles Strategy Marketing/promotion Infrastructure Web & digital Capital projects TIO Integration of functions eg Festivals & events heritage, arts, sport

This proposed arrangement provides a flexibility of a public-private sector partnership, particularly in areas of accessing funding, providing adequate personnel resources, and interfacing with state agencies, as well as a capability of more immediate response to industry needs.

Key areas of expertise required for the unit would include marketing and communications skills; investment and product development experience; and the ability to interface with the range of stakeholders and external agencies at a senior level.

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STSTST RATEGIC OBJECTIVE Identify an A ppropriate Organisation Structure ACTION AREA Fingal Tourism Office ACTION ACTION PARTNERS TIME REF. FRAME Action Carry out a feasibility study of the best option FCC EDS 2015 FTO1 for the development of the Fingal Tourism Fingal Tourism Office

6.36.36.3 Enterprise Support A range of tailored supports are currently available to facilitate businesses and community based organisations in the development and promotion of Ireland as a high- quality and competitive tourist destination, administered by Fáilte Ireland. These include: • Tax based schemes, including Employment Investment Incentive - Hotel Capital

Allowance and Section 482 for approved buildings or gardens.

• Festivals and Participative Events Scheme - In 2014, Fáilte Ireland invested €4

million across 210 events under this programme.

• Conference Financial Support Scheme - Fáilte Ireland provide a number of

supports to assist in attracting international conference to Ireland, with its Meet

In Ireland team assisting in the preparation and presentation of bids.

• Applied Research Scheme - each year Fáilte Ireland provide financial assistance

to selected research programmes which support, guide and influence the growth

of sustainable tourism in Ireland.

While the Government’s Capital Grant Scheme and Tourism Capital investment Programme, administered by Fáilte Ireland, are currently closed for new applications, a new programme may be available in the future.

Local Enterprise Offices provide a range of complementary supports from providing an initial "First Stop Shop" service for start-ups to the provision of grants for feasibility studies, provision of financial support for the establishment of new businesses or expansion of existing ones and the provision of a range of soft supports such as training and mentoring.

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LEADER companies and Fishery Local Action Groups also provided supports for enterprises in tourism.

STRATEGIC OBJECTIVE Facilitate Tourism E nterprises ACTION AREA DDDeliver start up supports ACTION ACTION PARTNERS TIME REF. FRAME Action Optimise supports via LEO LEO 2015 - ES1ES1ES1 • Promote new business opportunities Fingal Tourism 2017 • Nurture start-ups Office Action Access training opportunities for the sector Fingal Tourism 2016 - ES2ES2ES2 Office 2017 Fáilte Ireland LEO LEADER SOLAS

6.46.46.4 Collaboration with Adjoining Counties The enhanced role for Local Authorities in tourism, outlined in the Government’s new tourism policy, specifically envisages co-operation between adjoining council areas as tourism destinations do not necessarily align with administrative boundaries.

The geography of Fingal County presents several opportunities for reciprocal enhancement of the attractors for visitors by linking locations in Fingal with those in adjoining local authority areas. The potential linkages for projecting appeals and for co- operative development of new attractors or tourism destinations include capturing the potential of the large number of visitors to the Phoenix Park and Farmleigh House; the creation of a new tourism destination along the River Liffey, including the development of heritage and recreational trails, as well as the establishment of Shackleton Mill as a new visitor attraction. As well as the foregoing opportunities for collaboration with Dublin City Council and South Dublin County Council, and there is also potential for joint initiatives with Meath County Council, particularly in the linkage of heritage sites.

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STRATEGIC OBJECTIVE An integrated Approach to Tourism D evelopment ACTION AREA Joint planning and co ---operation in the development of tourism facilities in adjoining areas ACTION ACTION PARTNERS TIME REF. FRAME Action Establishment of a local authority group FCC 2015 CAC1 representing the 4 Dublin Councils, Kildare and DCC Meath DLRCC SDCC Fáilte Ireland

777.7... Monitoring Progress

7.17.17.1 Performance metrics A measurement framework, including key performance indicators (KPIs), will be essential to monitor the effectiveness of Fingal’s tourism strategy. Examples of the key performance indicators include: • Number of visitors – domestic and overseas, ideally by purpose of visits;

• Value of tourism spending by visitors;

• Employment in the accommodation, food service and events sectors;

• Enterprise development – expansion and launch of new businesses in the

tourism and hospitality sector;

• Stakeholder engagement and participation in driving tourism;

• Market share performance – percentage share of tourism to the Dublin region;

and

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• Visitor visitation patterns to the area’s key attractors.

The collection of data on tourist volumes and expenditure, together with gathering insights into visitation patterns and trends, presents a number of challenges at a sub- regional level. It is proposed that Fingal County Council work in close collaboration with the Grow Dublin Tourism Alliance and Fáilte Ireland to ensure that visitor surveys adequately provide for the disaggregation of information collected on tourist volumes and values for the Dublin region.

STRATEGIC OBJECTIVE Performance in the Fingal Tourism Sector ACTION AREA Performance Metrics ACTION ACTION PARTNERS TIME REF. FRAME Action Identify measurable key performance indicators Fingal Tourism 2015 - KP1KP1KP1 Office 2017 Fáilte Ireland Industry partners Action Put data collection in place for performance Fingal Tourism 2015 - DC1 metrics Office 2017 Fáilte Ireland Industry partners

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APPENDICES

Appendix A: Terms of Reference, approach and acknowledgements Terms of Reference The specific objectives, set out in the Request for Tenders (RFT), included • the presentation of a clear vision, strategy and goals, with measureable

actions for the growth of tourism in Fingal;

• the identification and prioritisation of objectives within the strategy under

various themes;

• the identification of elements of the strategy that need to be implemented

over the longer-term;

• the development of key recommendations with an associated action plan;

• the identification of the appropriate owners and delivery agents for strategic

priorities and the lines of support played by support agencies;

• the establishment of Key Performance Indicators (KPIs) to quantify return on

investment by Fingal County Council in tourism.

Request for Tenders, issued by Fingal County Council, August 01, 2014

Approach and methodology TTC’s approach to the assignment composed four (4) phases, with each phase following a logical and efficient progression from initial research through to generating the required assignment outputs.

A consultative approach was maintained throughout the assignment, engaging large numbers of stakeholders from the business and resident communities as well as officials of the Council and external commercial and state agencies engaged in tourism. The approach to the analysis and preparation of the strategic plan was integrative, consultative and community-oriented. The integrated approach involved a close working relationship with the Council and Steering Group, addressing the inter- relatedness of economic, social, biophysical, marketing and transport issues in determining appropriate tourism development options. The approach retained a high degree of flexibility in order to remain responsive to the issues raised by stakeholders during the process.

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Fingal Tourism Strategy Process Statistics Strategies Review & audit Accommodation Phase 1 infrastructure Gap analysis

Agencies Consultation Private sector Phase 2 Public & community

Trends Future needs Analysis Structures Phase 3 Products Markets & marketing

Outputs & Phase 4 action plan

The approach included:

• site visits and assessments;

• desk research and data analysis;

• extensive consultations with Fingal County Council and Fingal Tourism;

• an online stakeholder survey, which elicited almost 1,500 responses from

local stakeholders including residents. The total included 338 responses from

businesses based in Fingal;

• one-on-one consultations with elected representatives, community

organisations, businesses and other stakeholders, including Fáilte Ireland and

the DAA – a total of over 30 in-depth interviews were conducted;

• a series of meetings with local tourism groups;

• two ‘brainstorming workshops’ with public sector officials and with a cross-

section of community and business interests;

• comparator analysis of a selected number of locations and abroad, together

with an assessment of destination management and marketing structures.

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The project was undertaken over the period September 2014 to January 2015. [A list of consultations and workshop attendees is included as Appendix B] Acknowledgements TTC wishes to acknowledge the guidance and support received from the Fingal County Council Steering Committee, which provided excellent background information together with insights and contacts which greatly facilitated the project.

TTC is also indebted to Fingal Tourism and the many organisations and individuals who gave willingly of their time and insights to inform the development of the strategy, with special thanks to those who responded to the survey and to those who actively participated in the series of workshops.

The feasibility assessment was greatly helped by the guidance and inputs provided by elected representatives, including Cllr. Mags Murray, Mayor of Fingal and Cllr. Ted Leddy, Deputy Mayor.

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Appendix B: List of consultations In the preparation of the tourism strategy the following stakeholder organisations and individuals participated in a series of in-depth interviews and consultations.

Balbriggan Chamber of Commerce Kevin Tolan Blanchardstown Shopping Centre Joe Gavin Managing Director Bracken Court Hotel, Balbriggan Luke Moriarty Owner Castleknock Hotel Guy Thompson General Manager Doran’s Fish Shop and Octopussy Tapas Bar, Sean Doran Proprietor Howth Fáilte Ireland Orla Carroll Director of Dublin & Head of Digital Grand Hotel Malahide Matthew Ryan Managing Director Howth Yacht Club Berchmans Gannon Captain Incoming Tour Operators Association (ITOA) Ruth Andrews Chief Executive Irish Tourist Industry Confederation (ITIC) Eamonn McKeon Chief Executive Lusk Community Association Brian Arnold Chairman Ernie Donnelly Pauline Compton David Bofin Malahide Castle & Gardens Geraldine Brooks Visitor Experience Manager Joanne Pollard Sales & Marketing Manager Man O’War Pub Martin McNulty Proprietor Pavilions Shopping Centre, Swords Ian Hunter General Manager Seamus Ennis Arts Centre, Naul Sean Paul O’Hare Director Skerries Tourism Terry McCoy Chair David Diebold Publisher & tour guide Joe O’Connor White Cottages Peter Carroll Outdoor Dublin (kayaks) Ray Hunt Skerries Mills Michael Brannigan Holmpatrick Cove Toots Trains, Malahide Michael Place Owner Visit Howth Peninsular Aoife Healy Chair + 8 members present

Fingal County Council Mags Murray Mayor of Fingal Paul Reid Chief Executive Ethna Felten Director of Economic Development Noeleen McHugh Economic Development Department Ciaran Staunton Economic Development Department Hans Visser Biodiversity Officer Kevin Halpenny Parks Superintendent Gerry Clabby Heritage Officer Elaine O’Sullivan Fingal Tourism Manager In addition a special workshop was held with Council staff

Stakeholders Workshops Tony Lambert Fingal Dublin Chamber Kevin Tolan Balbriggan Chamber Aoife Healy / Sean Doran Visit Howth Peninsula Brian Arnold Lusk Community Group Trish Murtagh Malahide Chamber of Commerce Michael Brannigan Skerries Tourism group

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Liz Kenny Fingal Film Fest Matthew Ryan Grand Hotel Ian McGuinness Roganstown Geraldine Brooks Malahide Castle & Gardens Ray Hunt Skerries Mills Brenda Comerford Newbridge House & Farm Michael Plaice Toots Trains Nicola Murphy Draiocht Sean Paul O’Hare Seamas Ennis Arts Centre David Marshall APP Developer Tom O'Connor The Grange Gallery Michael Dawson Irish Cycling Centre Cianan Clancy Discover Fingal Joe Gavin Blanchardstown Shopping Centre Donald Pratt Avoca Sandra Curtin Hello Tours Frank Cullen DIT Joan MacManus King Sitric Gerry Butterly Airport View Hotel Jon Woolf DAA Daragh Hanratty DAA David May Seamas Ennis Arts Centre Ursula Carlton Hotels Mercedes Bagnall Bon Appetit

In addition the consultants were present to engage with stakeholders at the following events organised by Fingal County Council: • Howth consultation (Oct.22)

• Heritage & Tourism Seminar (Malahide Oct. 23)

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Appendix C: Stakeholder survey ––– top line results

FINGAL ONON----LINELINE SURVEY

333 RESPONDENTS CLAIMIMG INVOLVEMENT IN TOURISM INDUSTRY

Question 1 ––– Can you please indicate your area of interest in ththee Fingal Tourism Strategy?

The dominant resident group respondents indicated an involvement in community organisations linked to tourism.

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Question 22---- Where in Fingal do you live or work?

Swords, Blanchardstown and Balbriggan provided 42% of respondents and Malahide 8%.

Question 3 --- If in the tourism industry can you please indicate what type of tourism activity you are engaged in?

Community group membership represented 27% of respondents, transport 14%, hotels 9% and restaurant/cafes 9%.

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Question 4 --- if in business how long have you been in operation or if you are not a business operator how long have you been involved with tourism in your area?

Some 222 respondents answered this question suggesting that this is the actual number operating or working in a tourism business as such. The preponderance of those in business 10+ years (36%) and those in business less than one year (25%) is stark.

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Question 5 --- if in business how many employees have you in the FFingalingal area? Here the number of respondents falls to 115 indicating the number replying who are business managers/owners or in a position of responsibility in the industry.

The composition of the industry in terms of business size is seen clearly in the chart with 1-5 predominating – not uncharacteristic of the tourism industry overall.

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Question 6 --- If you are running a tourism related business can yyouou indicate changes in employment that occurred recently in your business?

This is a promising picture with 29% showing that employment in tourism has increased in Fingal and 59% showing a standstill.

Question 7 --- How well do you consider that tourism in Fingal is doing?

Over 25% thought tourism was doing well or very well and a further 30% thought it was doing ok. Significantly the largest group – 45% thought it could do better or much better.

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Question 8 --- Looking ahead to the next couple of years do you ananticipateticipate that tourism in the Fingal area will perform?

53% of respondents believed that tourism can do better in Fingal and a further 12% thought it could do much better. There is therefore optimism within the local tourism industry.

Question 9 --- What do you consider to be Fingal's top three appeaappealsls to visitors?

Those involved in tourism were clear about the leading appeals of Fingal – Malahide Castle, the beaches and the parks. Howth itself was not far behind and the coastline and Swords Castle were also standouts.

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Question 10 --- What do you consider to be the top three barriers ttoo attracting more visitors to Fingal?

The results here are more dispersed than with top three attractors. Public transport issues lead the field ahead of the use of the name Fingal. Next comes lack of advertising and the range and price of attractions.

Question 11 --- What investment priorities would you propose to booboostst tourism in Fingal?

Here the listing reflects the barriers identified and focuses on transport, the name and lack of resources for advertising or investment.

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The survey now moves on to Visitor Services

Question 12 --- Do you rate the Welcome to visitors to the area as:as:

The welcome was rated by this group as largely good or very good – 61% while 23% considered it ok.

Question 13 --- How would you rate the following visitor services?

Food-dining was rated the highest by this group followed closely by visitor attractions. Transport was considered the most in need of improvement and the signage.

The next four questions examined in detail the views on these services. Highlights from the answers are as follows:

Tourist Information Offices V 65% considered car parking at TIOs needed improvement; V 42% considered locations could be improved;

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V 50% thought signage to TIOs needed improvement;

Public Transport V 76% thought the cost was too high; V There was a high level of approval of buses and taxis; V Rail issues related to the need for new lines.

Food – Dining V Variety of cuisine was rated highest; V Use of local produce was rated lowest; V Quality & cost generally rated highly.

Visitor Attractions V Highest ratings for welcome & hospitality; V Cost a concern; V Some concern over opening hours.

Question 18 --- What one initiative would you implement to improve the welcome to and services for visitors in the area?

The word cloud shows the popularity of suggestions to improve the welcome and visitor services in Fingal. Improved transport and less use of name Fingal head the list once more with signage close behind.

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The survey now moves to the subject of Marketing

Question 19 --- What priority do you give to each of the tourism mamarketsrkets for the Fingal area?

Careful interpretation is needed for the complex answer but in essence the Irish Domestic market is rated as a very high priority by 78% of respondents while the Northern Ireland market is rated very high or high by 66% of respondents – the same as the GB market. However Mainland Europe is rated very high or high by 68% and North America similarly at 60%.

Question 20 --- For touristourismm businesses please rank these markets in order of priority of your existing business? 1 --- Most important to you --- 6 least important

The ranking confirmed the importance of the Domestic and Northern Ireland markets to many businesses in Fingal followed by GB then Mainland Europe and North America.

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Question 21 --- For tourism businesses which of the following organorganisationsisations do you perceive was most beneficial in marketing your business? 1 = Most 4 = Least

Of the 106 respondents 64% ranked Tourism Ireland as Number 1 or 2 while 67% rated Fáilte Ireland as Number 1 or 2. 56% rated Fingal Tourism as Number 1 or 2. Other when analysed in comments ranged from DAA to ‘my own website’ to ‘none of them help me’.

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The focus now moves to The Future.

Question 22 --- What do you consider to be the most urgent tourism development needs in Fingal?

More attractions was rated the most important need by a quarter of respondents followed by improved marketing from 22%. 10% considered more ‘stand out’ and better integration with Dublin as equally important followed by 9% who wanted more accommodation.

In Question 23 respondents were asked to explain their thinking on the above and some three quarters did so – these are summarised in the cloud view below.

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Some thoughts recorded but not evident above were that the estuaries need worked on and that the County concept is not understood by residents let alone visitors.

Question 24 --- Lastly if you have any comments to make in relationrelation to tourism development in Fingal or on a related topic please make them in the box below

Here are direct quotes from some of the 56 responses are provided:

Bus services to the city centre would need to improve in terms of frequency and punctuality in order that tourists see Fingal as a viable option when holidaying in Dublin;

Another important result from the tourist survey conducted this year, mentioned earlier, was the lack of signage across the countryside. A good geolocation application and improved wifi is imperative especially for 20 to 50 (approx.) age groups who rely on mobile phones for just about everything;

Fingal has excellent attractions and needs more support services and promotion;

Training of all staff, local guides (maybe voluntary but trained) personnel;

Coastal walk/Cycle way from Howth to Balbriggan would be a major attraction. It's an idea that's been around for a very long time but because of slow progress I can't imagine it'll ever happen;

Finish the castle in Swords. Have a historical walking tour in Swords and give tourist maps to walk the route. Move tourist office to the bus stop on main street;

I feel that there should be more emphasis on our hospitality particularly advertising in ports and airports. As Dublin Airport is situated in North County Dublin, areas in arrivals could be used as a catalyst to promote amenities in Fingal;

As a resident & business owner in Lusk we could do with much better signage - the old church is called St. Macullin's Centre and even locals don't know that or the proper name for the Round Tower. I think the proposed Thomas Ashe Centre of run properly would be a great boost to the area;

Put a steering committee into DONABATE Skerries Balbriggan etc to meet & propose itineraries tours etc. e.g. on arrival in Dublin airport why can't first night be in Fingal instead of city?

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I would like to work closely with Fingal to enhance the sporting events currently offered in Howth by ourselves and hopefully to bring back to Howth a boutique triathlon encouraging an international and national field;

I firmly believe that without coordinated approach that Fingal Tourism will fail. Every stakeholder has to be included and the County has to be marketed as a complete item not just parts of it. Better signage is very important and Tourist Offices on main streets where they are easily accessible. Working with FCC to improve the image of all its towns and taking to task owners of derelict properties and either creating new bye laws to enforce or taking in charge by the council or interested parties. Better help for Tidy Towns Committees and enforcing FCCs own bye laws regarding drinking in our open spaces, creating a good image for our visitors will ensure they come back and recommend us to their friends and families;

There should be more contact between tourist offices in each town/attraction (even when that attraction, or that town office is privately or commercially operated). Printed information needs to be monitored to ensure it is not out of date. Someone should be physically circulated around the various offices and monitoring them for customer service and, critically, content;

More could also be made of Fingal coastal location. Technology is there for new transport thinking to get people from our numerous harbours to connect them all with Dublin city. Scope for new promenade and coastal walkways also;

Fingal has some very good tourism attractions as well as a beautiful coast, lots of pubs, restaurants, cafes, etc. Its location in relation to Dublin is both an advantage and a disadvantage and but therefore be made work for the County not against it. You can have the best product in the world but if you’re not selling it then you’re wasting your time;

Fingal has a lot to offer families but due to lack of inexpensive accommodation this restricts visitors. Self-catering accommodations is needed especially caravan facilities for touring campervans / campers;

Fingal co. Do a great job in general but only seem to focus on large town Howth , Malahide. Market the series road racing and come together with Dublin city gore ease of access to all attractions maybe a weekly pass etc;

A walkway from Baldoyle to Portmarnock would extend the slí na sláinte, as would a bridge from Baldoyle to Portmarnock Strand. This would also be majorly beneficial to the planned new hotel in Baldoyle;

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Balbriggan should be a jewel for tourism, on main M1, main Bus Éireann route, on rail line with a stop in centre of the town. It’s by the sea wit lovely beach etc. crazy that it's totally neglected by Fingal cc;

Would envisage that Fingal would develop Water Sport Facilities to rival Shannon Side Counties Also a History Sites Tour just like the 1916 Tours in Dublin City A Restaurant Dining Festival & investment into Music Concerts being held in our Castle domains;

I think public transport needs huge improvement. And something to link the attractions together could work well - like 1 ticket gains you entry to 3 attractions;

Villages made more vibrant more fun.

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AppenAppendixdix D: Tourism to Dublin Tourism to Dublin city is worth an estimated €1.8 billion annually, as the city caters to almost 6 million visitors a year, excluding day trippers. Dublin has been attracting an increasing share of visitors to Ireland in recent years, as growing numbers of international tourists include Dublin as part of their Ireland visit while for some it is ‘the’ destination. In addition, Dublin has been gaining share of the domestic travel market. It is estimated that around 50,000 people in Dublin depend wholly or largely on tourism for their income 6.

Dublin is not unique is attracting increasing numbers of visitors – the trend is evident across the developed world as growth in demand for urban destinations, including short city breaks and attendances at events, is outpacing the rate of increase in overall travel demand. (IPK estimate that urban visits worldwide have grown by 58% between 2009 and 2014). Cities deliver the top sought after components for many leisure travellers – sightseeing and cultural attractions; enjoying food & drink; entertainment and shopping.

A number of demand trends are favouring the choice of urban tourism destinations including Dublin. These include: • Short and more frequent leisure trips;

• Demographics – aging and younger cohorts have the higher travel intensities and

favour urban destinations

• Cultural, entertainment and sporting attractions, including events and festivals

• Appeal of urban areas as hubs providing the widest range of leisure and business

infrastructure and services.

• Increasing concentration of air services – routes served, capacity and frequencies –

at Dublin Airport

6 Fáilte Ireland, ITIC report

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Tourism to Dublin 20102010----20132013 2010 2011 2012 2013 Overseas Visitors (000s) 3,413 3,739 3,641 3,998 Revenue ( €m) 1,153 1,107 1,267 1,401

Domestic Trips (000s) 1,116 1,279 1,392 1,344 Revenue ( €m) 187 194 217 256

N. Ireland Visitors (000s) 330 311 418 460 Revenue ( €m) 72 76 104 87 Source: Fáilte Ireland & NISRA

Just over half (52%) of overseas visitors to Dublin are on holiday, with almost one in five (19%) visiting on business, with the balance visiting friends and relatives as well as other personal reasons. More than nine out of ten overseas visitors arrive by air. Approximately half of visitors to Dublin are travelling alone, with couples accounting for 25%, with adult groups making up 12% and less than 10% are travelling as a family group.

Mainland Europe is the top source volume and value market for visitors to Dublin, estimated at 1,637,000 visitors spending €605 million in 2013. Britain is now the second most important source market by volume, followed by North Americans and visitors from other long haul markets. However, on a per visit basis visitors from outside of Europe are the top spenders, with an average expenditure of over €400, compare to an estimated €370 by visitors from mainland Europe and almost €200 by British visitors 7.

Dublin has been attracting an increasing share of domestic trips and of domestic holidays in recent years. A large share of the growth has been attributed to the pull of events stage in the city region.

7 CSO & Fáilte Ireland

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Appendix EE:::: Fulfilling the Requirements of the Habitats DirectiDirectiveve In accordance with Regulation 42 of the European Communities (Birds and Natural Habitats) Regulations 2011 (S.I. no. 477/2011), a screening for Appropriate Assessment of a plan or project for which an application for consent is received, or which a public authority wishes to undertake or adopt, and which is not directly connected with or necessary to the management of the site as a European Site, shall be carried out by the public authority to assess, in view of best scientific knowledge and in view of the conservation objectives of the site, if that plan or project, individually or in combination with other plans or projects is likely to have a significant effect on the European site.

The purpose of the Fingal Tourism Strategy is to provide an outline strategic direction for the development of tourism in Fingal and to achieve specified goals for visitor revenue, and employment in the tourism sector. The selection of actions to be taken to implement the strategic objectives, the potential alternative actions, and the impact that they will give rise to, fall within the scope of the Implementation Plan that will follow from this Strategy. As part of the AA screening it is, however, acknowledged that some of the proposed projects identified within the Strategy because of their potential impact on Natura 2000 sites will require individual Screening as the projects are worked up. Should such Screening indicate that a project, individually or cumulatively, is likely to have a direct or indirect impact on a Natura 2000 site a full Appropriate Assessment will be undertaken to assess the potential impact of a proposed plan or project on the conservation of any Natura 2000 site.

In view of the fact that the Tourism Strategy only includes marketing activities or actions which will require individual screening as projects are worked, this Strategy has been screened out for Appropriate Assessment.

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