One Million Visitors

Transcription

1 One Million Visitors Visit Derry s Corporate Plan A confident, vibrant forward-looking city and district that provides the best of all worlds offering city, coastal and countryside experiences 1

2 Contents Visit Derry Corporate Plan Executive Summary Introduction and Background Mission and Values Core Values Destination Overview Visit Derry s Distinctive Role Policy Context Main Issues and Challenges Facing Visit Derry Our Marketing Focus Strategy Visit Derry Scorecard for the Period Financial Overview Making it Happen Appendix I Stakeholders/Partners Appendix II Seven Big Asks Appendix III Tourism Insights

3 Adding to the prosperity of the District One million visitors 5,000 jobs in tourism 100m visitor spend Central hub for visiting the North West 3

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5 1. Executive Summary Visit Derry Corporate Plan Our mission is to attract visitors to the destination and ensure that they enjoy a destination experience that is legendary We will endeavour to work with Council and with others to develop the District as a premier cultural destination on the island of Ireland offering world-class experiences. By increasing the number of visitors to the city and region (which encompasses Derry~Londonderry, Strabane and the surrounding area) visitors can enjoy the best of both worlds - a city that has an unrivalled historic story to tell with integrated cultural vibrancy - a region that has areas of outstanding natural beauty - a district with a city and a countryside that embraces, sea, rivers, mountains with cultural vibrancy for all tastes Our plan is to facilitate the development and marketing of a destination experience that promises to surpass previous expectations, as we add a whole new dimension to our offering. If our plan is successful then Visit Derry, the Council and our other partners, will have achieved the following by the end of 2019:- Attracting over 1,000,000 visitors each year, spending 100m on their stay in the city region Creating and sustaining an estimated 5,000 jobs directly or indirectly from tourism Attracting One Million Visitors generating 100m serving Visit Derry spending in 5,000 jobs Local Businesses 5 sustaining

6 A recognisable consumer tourism brand and call to action shared across the city and region one that is recognised by tour operators and promoters as a mark of excellence A renewed and expanded Visit Derry offering to incorporate: o The Walled City of Derry o A Cultural Experience o The Sperrins and o A Countryside Break. Increased membership, from 235 to 400, with active private sector engagement and investment in tourist destination planning and delivery Recognised by Council, public agency stakeholders and the community as the lead organisation for tourism marketing and visitor servicing across the district Raised the Visit Derry annual turnover to 1m which will allow for this strategy to be implemented and this represents 1 per visitor with an estimated return to the economy of 100 spend per visitor. 2. Introduction and Background Visit Derry has 235 paid-up members. It has an annual turnover of 740,000 and currently employs 10 permanent staff (4 of whom are part-time) and a range of temporary and part-time staff to meet the demand of particular contracts and seasonal trends. The company manages a series of tourism-related services including: Promoting the destination in the marketplace by representing the district at trade and consumer shows, undertaking sales calls and developing online and offline marketing campaigns in national and international markets. The focus is on leisure, business and maritime visitors and connecting with diaspora Visitor Services - including management of the Visitor Information Centre (VIC) Producing and publishing an annual Visitor Guide and Visitor Map 6

7 Managing a Visit Derry website and associated digital platforms Member Engagement - keeping members and stakeholders informed about research, trends and tourism developments. 3. Mission and Values The Visit Derry mission is To attract more visitors to the destination and ensure that they enjoy an experience that is legendary. We will do this by promoting the historic, walled city as a hub for visiting the destination and making sure that those who visit can experience the cultural vibrancy of our urban areas and tranquillity of our natural hinterland. Our immediate goal is to attract 1m visitors, spending 100m each year. Our Vision Our vision is that the city and region will be a destination and visitor experience that is exceptional. This means working with others to make the destination: A recognised international tourism destination within the island of Ireland A confident, vibrant, forward looking city and district that provides the best of all worlds, offering city, coastal and countryside experiences A city recognised as: o Hosting Ireland s only completely historic walled city o Providing opportunities to spend time exploring areas of outstanding natural beauty o A vibrant City of Culture that is friendly and welcoming, with new stories to tell 7

8 4. Core Values Visit Derry Corporate Plan Visit Derry is a principled organisation and it believes in acting with integrity at all times. We are committed to efficiency, effectiveness and sustainability in providing a destination marketing service to the city and region. Over and above this are three core values that we hold dear and these influence all that we do: we are passionate about tourism; we are professional in our delivery; we are collaborative partners working with others to grow the tourism economy of the city and region. The core values are described further in the table below. Core Values Passionate Professional Partners Which means that We are passionate about our city, our work in tourism and about ensuring that all visitors leave having had a great experience. Figures from 2013 suggest that over 80% of visitors rate their experience very highly. We take a pride in our professional and well-organised approach, providing a high standard of service that is reliable, warm and friendly. In 2013 we were awarded a Best VIC in Northern Ireland award by the travel industry. We recognise that the experience of visitors is based on a range of factors that are influenced by a wide group of providers and stakeholders. Our approach is to work in partnership to play our part and facilitate others to play theirs. We can only succeed by working in partnership with others. 8

9 Stakeholders and Partnerships The District has a wide range of partners working together to develop the destination and attract more visitors. These include, along with Visit Derry: The District Council NITB/DETI Tourism Ireland Invest NI Transport Providers incl City of Derry Airport (also BHD,BFS, DUB), Airporter, Translink Foyle Port Loughs Agency 9

10 DCAL Visit Derry Corporate Plan See Appendix I for list of other stakeholders and partners 5. Destination Overview The existing area covers 1,248 square kilometres and features such spectacular national treasures as the Walled City of Derry, Sperrin Mountains, Lough Foyle and the River Valleys. The area has a combined population of around 150,000. It features the second city and largest urban area in Northern Ireland and a widely dispersed, rural landscape. Regional Gateway The city sits naturally as the core settlement and regional gateway for the wider North West, servicing up to 400,000 people. Enjoying the profile of a University, the city is a key cross border and international gateway with access from Derry City Airport, road, rail and sea. Strabane is the largest settlement outside the city and it borders Lifford, in the Republic of Ireland and therefore has great potential for cross-border development. The rural surrounds include an Area of Outstanding Natural Beauty (AONB) and a strongly connected rural economy. At the gateway to Donegal, its winding rivers, valleys, mountains and scenic lakes create significant tourism potential and make it an idyllic rural location. Economic Growth The District has good prospects for economic growth and this is vital in sustaining a destination that is attractive to overseas visitors. Economic success brings with it a quality of life that is good for residents and visitors alike ensuring a thriving cultural programme and high standards of visitor servicing (retail and hospitality offerings). We have a noticeably young population with 43% of the District s population aged under 30. This is consistent with having a University city in the District and it lends itself to having a motivated young workforce. Some 40,000 students are in higher or further education located in the District. A dynamic and comprehensive programme for regeneration in Derry City was launched in There are two major development sites which are helping to transform the city, Fort George and the Ebrington Square. In addition, the iconic Peace Bridge over the River Foyle links the city centre to the spectacular Ebrington Square development which is becoming a well-known centre for cultural events and entertainment. 10

11 Currently over 50 million of capital projects are planned or ongoing within the District including the enhancement of built heritage and the development of a significant sports/conference centre at St Columb s Park Foyle Arena ( due to open 2015). In Strabane there is a strong development programme, including redevelopment of leisure facilities, the implementation of the Strabane Bridges project, public realm improvements and the cross border River-links and Riverine projects. A 1m facelift has also recently transformed the towns of Strabane and Lifford. Culture 2013 was one of the most important years for the Derry City Council area. It was designated as the inaugural UK City of Culture and celebrated the 400 th anniversary of its famous walls. The city continues to position itself internationally as a location for investment, innovation and world-class events. The District is a region steeped in culture. From the Irish language centre Cultúrlann Uí Chanáin in Derry to the Sollus Centre in Bready, a centre of excellence for Scottish Highland Dancing, pipe bands and Ulster Scots culture, a wide range of cultural activities can be enjoyed. In recent years, the Strabane has also seen significant cultural development, including the stunning 3.5 million Alley Arts and Conference Centre. It is one of the leading cultural, tourism and entertainment venues in the wider North West region. Technology Derry City has gained an international status as a leader in hi-tech industry with 72.7m invested in research and development by Seagate Technology and Invest NI. Project Kelvin has brought world-class digital connectivity to the city. It is the first in Ireland to offer access to fibre-based broadband to all its citizens and aims to be the best place to start and grow a digital business on the island of Ireland. Hope and History The ambition and innovation that is electrifying the area is led by many pioneers in their field. Over the past number of years Council has played a leading role in the revitalisation of the city and region, initiating and supporting a wide range of interventions and activities. The destination is poised in a moment in time where the area s own Seamus Heaney would have said we can make, hope and history rhyme. Where We Fit in Government Structures 11

12 The Destination is situated in the North West corner of Ireland and Derry~Londonderry has been recognised by local government bodies on both sides of the border as the regional city for the North West. Central Government s document Shaping Our Future also endorsed the city s importance to the wider North West region. The NI Regional Development Strategy recognises the city as a major tourism development opportunity and suggests that the policy should be directed to promoting the city as a major tourism destination and gateway based on the international attraction of its city walls and heritage resources, its linkages with Donegal, North Londonderry, the Sperrins and the North Antrim Coast. It is Visit Derry s aim to make Derry and the North West the premier tourism destination within and on the island of Ireland. The NITB designation of Derry and The Sperrins as two of 9 key destinations has ensured that the destination receives international standout in the national and international markets with a strong product and visitor experience mix. The District s location and its gateway status is further enhanced with developments at City of Derry Airport (CODA). It is therefore imperative that the development of CODA is fundamental to growing the tourism economy in the region for the leisure and business traveller. This is particularly important if we are to increase business from the GB market. It is equally vital that we strengthen access and transportation links to and from other key access points, especially Belfast and Dublin and their airports 1. The destination is identified by its unique selling points (USP): Location - Centre of the North West region with close proximity to Donegal and the Giant s Causeway (Causeway Coastal Route). An ideal base to explore Donegal, Giant s Causeway and the Sperrins. A picturesque city on the Banks of the River Foyle with the Donegal Hills as a backdrop (Wild Atlantic Way). A Distinctive City - If the city is to fulfil its potential as a tourism destination, it needs to be capable of being marketed as somewhere that is distinctive, that people will choose to visit. The same selling points can and should be used to market the city as a place to invest, work, live and study. Walled City - As Derry is the only completely walled city in Ireland today and has been described as one of the finest examples of a walled city found in the British Isles it is vital that the Visit Derry promotes this at both a local and international level. 1 Airport statistics 2014 Dublin Airport 21.7m, Belfast International 4.03m, Belfast City 2.55m, Cork 2.1m, Shannon 1.64m, Ireland West 0.7m, City of Derry Airport 0.35m, Kerry 0.3m links 12

13 Visit Derry is pleased that NITB has identified The Walled City of Derry as a key destination which has the potential to deliver world class excellence, drawing visitors from home and abroad in their strategic framework document. The Walled City has now been developed so that it is one of the main icons in a Northern Ireland and an All Ireland sell. Cultural region As the inaugural UK City of Culture 2013 the city played host to over 145 events including showcase events such as All Ireland Fleadh, Turner Prize, Lumiere, Return of Colmcille, Walled City Tattoo, Sons and Daughters, BBC 1 Big Weekend, Music City, International Choral Festival and Other Voices etc. Festivals & Events - Halloween in Derry is now reputed as the largest Halloween Carnival in Europe as it generates over 30,000 visitors to the city and is a key attractor for visitors to the city particularly what is traditionally off peak season. Other lead events include, City of Derry Jazz Festival, Foyle Cup, Maiden City Festival, Comedy Festival, St Patrick s Day and in 2014 Clipper Round the World Yacht race, the Pan Celtic Festival and MTV Crashes ensured the profile of the destination is high. Tourist Attractions/Tours - Derry s product offer is strong, particularly with regard to heritage and museums e.g. Guildhall, Tower Museum, Museum of Free Derry, Apprentice Boys Memorial Hall, St Columb s Cathedral, St Augustine s First Derry and so on. Visit Derry s membership also has a strong tour guiding focus of the spectacular City Walls and attracts a high level of tour operators to the city to experience the famous walking tours. Compact and Walkable - A key selling point for Derry is that most of the attractions are within walking distance and visitors can learn about the city s multifaceted history now by foot, bus, taxi and train. The walking and cycling product are continually developing with the Peace Bridge and associated walkways opening more areas of the city for visitors to explore. Rural Tourism A relatively new addition to the tourism portfolio of Derry is the Discover Faughan Valley rural tourism offering. This adds another dimension to the destination. However the addition of the The Sperrins region under the new District Council region will further enhance the product offering for visitors. Infrastructure & Investment over 150m has been invested in the city s infrastructure including capital and public realm investment. This includes the 10m capital culture fund, 14.3 million in the Ebrington plaza and Peace Bridge, 2million in riverside infrastructure including new pontoons, marina and public realm. The Guildhall has been refurbished ( 9.6m) and is open for business. Tourism remains a core element of the city s One Plan and important ingredient to grow the 13

14 economy of the region. The development of Local Integrated Economic Plans for the region will see tourism and culture offering. 6. Visit Derry s Distinctive Role Visit Derry as the Destination Marketing Organisaton (DMO) adopts a proactive, visitor-focussed approach to tourism growth within the destination, which balances and integrates the interests of visitors, industry (service providers) and the local population (community). We have a unique and impressive tourism infrastructure, urban and rural. In order to create jobs, we need to have a strong presence in the marketplace and get the message out to potential visitors. Nobody will do this for us in a highly competitive visitor marketplace. The City and District needs to promote itself as a must see visitor destination before people arrive (through industry channels) and after they have landed (at access points). Otherwise they will stay in Dublin and Belfast. The destination can be a gateway hub for longer stays. The destination as a Regional Hub. We want visitors to stay longer 14

15 The organisation has a distinctive role in acting for the Council in destination marketing and visitor servicing. We do this in four particular ways: Assisting Council on destination management planning Leading on destination marketing and actively managing the tourism destination brand Providing and managing visitor services Engaging our businesses and other stakeholders in the planning and execution of tourism marketing. Council Leading with Government Destination Management Plan Product Development Council Marketing Civic Events Programme Visit Derry SLA Council Visit Derry Industry/ Members Visit Derry Destination Marketing Visitor Servicing Market Intelligence Market Presence Engaging Members Co-op Marketing Marketing Destination Brand What we want to achieve in our role is: To Increase the national and international profile of the destination (by engaging with consumers, travel trade, media and diaspora) To deliver marketing programs both online (utilizing digital platforms that incorporate internet marketing, mobile and social media) and offline (traditional marketing channels) that can lead marketing and provide market intelligence that will provide industry opportunities to optimize product distribution and sales Attracting more visitors to the destination Increasing the length of stay within the city Encouraging increased expenditure within the city and region 15

16 Visit Derry Corporate Plan Increasing private sector industry engagement and investment. Growing the number and quality of jobs provided in tourist related industries e.g. accommodation, attractions, restaurants, retail, hospitality, tours, transport etc Promoting the city and region as the Northwest Gateway to Northern Ireland Tourism Advocacy 7 Big Asks As the role of the DMO continues to evolve it is important we respond successful to changing trends and deliver strong advocacy for tourism. Our 7 Big Asks (See Appendix II) is what our market intelligence says about the region if we are to compete for greater market share of visitors are: 1. Infrastructure & Access to International Standards 2. A Booming Business Economy 3. World Class Visitor Servicing 4. An Inspiring Annual Calendar of Events 5. Unique Products & Memorable Experiences 6. A Diverse Portfolio of Accommodation and Culinary Experiences 7. Intelligent Marketing Campaigns Policy Context The Programme for Government, Building a Better Future , places rebalancing the economy at the heart of a strategy to improve living standards and quality of life for all. Priority 1, Growing a Sustainable Economy and Investing for the Future, aims to create a larger private sector and tourism is a part of this. Indeed one of the building blocks of the Programme is a Tourism Strategy, currently in draft form. The Programme for Government itself has established ambitious targets of increasing annual visitor numbers and spend to 4.2m and 676m respectively over the plan period. Translated into a Derry~Londonderry context this would equate to 1m visitors spending 120m per annum. Our own estimates are a little less ambitious and our goal is to attract 800,000 visitors per annum spending 44m in the local economy. The strategy recognises that tourism is a key driver of the economy in Northern Ireland. It also identified 9 key tourism destinations to deliver on its strategy, one of which is Derry~Londonderry under the theme of The Walled City of Derry. During 2011 DETI and NITB started the process of engaging with local Councils and representatives to develop nine tourism destination management plans to ensure a consistent approach to integrated delivery. It is NITB s strategy to support key stakeholders to develop and deliver plans to maximise the tourism potential of all regions within Northern Ireland. 16

17 Focus on the Future Visit Derry Corporate Plan The District s Focus on The Future Tourist Development Strategy is currently being renewed and it has formed the basis of the official tourism development plan for the city. It recommended, that the role of Visit Derry should be expanded and developed into the Destination Tourism Organisation for the City. This will enable Visit Derry to be central to the management and implementation of the Strategy and Action Plan for Tourism Development. \ 7. Main Issues and Challenges Facing Visit Derry Arising from our internal review of Visit Derry performance and taking into account feedback from stakeholders, we have identified a series of issues that we believe the strategy must address in order to achieve its overarching and enduring mission to attract visitors who contribute to the local economy. The main issues are: Working with the Council to create one, unifying and cohesive brand for the city and region Refreshing and re-launching the tourism offering on the back of momentum created through 2013 and 2014 Re-investing in the Visit Derry brand and positioning the District as a must-see destination to be experienced in person Refurbishing and/or relocating the current Foyle St VIC to Waterloo Place, beside the Guildhall and city centre Encouraging and contributing to the development of an annual calendar of initiatives and events that will attract local, national and international visitors each year Engaging with the tourism industry to ensure that visitors are welcomed and have lots to do and see and have great experiences (urban and rural) including amenity visits, tours, food, music, shopping and so on. Attracting additional investment, public and private, to fund the strategy and in particular an increased and more visible national and international market presence for the destination. 17

18 8. Our Marketing Focus Visit Derry Corporate Plan Visit Derry markets the city in national and international markets against the background of Tourism Insights (see Appendix III) and via the following market/consumer segments aligned to NITB s Priorities for Growth Time Together (NI/ROI) romance, cool nightlife, gentle walking, shopping, relaxation; Mature Cosmopolitans (NI/ROI) curiosity, authenticity, insight, exploration, eating out, natural beauty; Family Fun (NI/ROI) Young and Lively (ROI) entertainment, energy, social, urban, cool nightlife, wow! Tourism Ireland recognises that there are three particular target segments that offer the best prospects for growth in the GB market for NI tourism Social Energisers (GB) excitement, energy, fun and laughter, adventure, spontaneity, social, the wow! factor; Culturally Curious (GB also USA) authenticity, insight, independence, immersion in culture, off the beaten track; Great Escapers (GB) slow travel, relaxation, rebalancing, getting away from it all, connecting with family. Our marketing focus most relevant experience pillars identified and motivating for each priority market segments In 2014 NITB moved to a new focus on Experiential Pillars. NITB believe the future of tourism product should be based around experiences and not just be product based. Visitors are expected to seek new ways to engage and the opportunities are wide with themes around such topics as: Culture & Creative Vibe ( Promoting contemporary and vibrant NI experiences) Living Legends (making our history, legend and stories alive and interactive) Coasts and Lakes Unique outdoors; and Naturally NI There are two priority experience pillars identified and matched against the city s tourism product that offer best return Culture & Creative Vibe and Living Legends. 18

19 The Districts current strategy and planning is focusing on the best prospects in near source and long haul markets highlighting these two experiential pillars. The city is renowned as the inaugural City of Culture 2013, Music City 2014 and has an unrivalled historic story tying in with the Living Legends pillar. The district offers so much to enjoy within a small area a very wide range of locally distinctive, authentic experiences can be provided, making the Northwest a short break destination to return to again and again. The reason for visiting the destination is segmented as follows: Visiting friends and relatives (VFR), Holiday/leisure, Business/Conference. In particular the source markets are NI, ROI, GB, Europe, Aus/NZ and North American tourism markets. Global best practice in experiential tourism helps us to connect with visitor s feelings and emotions and to ensure that they truly connect with our people, landscape and culture through clustering products and services. 9. Strategy We have developed a strategy that we believe will position Visit Derry to act for the city in extending the desire to come to the District as a must-see destination. Our strategy will deliver on our core remit and mission getting more visitors to the city and region, getting them to stay and spend in the area and as a result, realise economic benefits for our community. The overall strategy can be described as: Promoting the destination in the marketplace Researching and prospecting to encourage visits from three primary sources: o Leisure tourists o Business tourism and events o Cruises and marine boating Managing visitor services for the destination Providing market intelligence and advice on tourism development and how to realise economic benefit Advocating for destination management and investment from a tourism industry perspective Acting as a champion for destination marketing and management. Strategic Objectives In order to be true to our mission, and maintain a focus on the areas that are most important, we have adopted a set of strategic objectives to frame and give focus to our work over the next planning period. The first set of objectives are aimed at serving visitors and stakeholders and responding to their needs and expectations. We recognise that these can 19

20 only be achieved by also managing our processes and resources in an efficient way that generates a high return on investment. Of course none of this will be possible if we are not able to adapt and change as the world changes around us. We plan to develop and motivate our Board, staff and members so that we as an organisation will have the capacity to innovate and grow and continue to deliver high quality services that are consistent with community and stakeholder needs and expectations across the city. This overall approach will ensure we have a balanced strategy across four main areas as indicated below and in the tables that follow. Serving Visitors and Stakeholders (VS) SVS1 Lead on destination marketing SVS2 Increase in leisure visitors SVS3 Drive digital marketing SVS4 Attract business/conference tourism SVS5 Grow cruise & marine tourism SVS6 Improve and modernise visitor servicing SVS7 Membership Engagement SVS8 Manage stakeholder engagement SVS9 Advocate for tourism policy and resources Effective Processes (EP) EP1 Effective governance EP2 Improve quality standards Innovation & Growth (IG) IG1 Promote local tourism knowledge and skills IG2 Build organisational capacity Managing Resources (MR) MR1 Maintaining a sustainable financial position MR2 Generating new revenue 10. Visit Derry Scorecard for the Period The corporate scorecard below lists xx strategic objectives and how we intend to implement them and achieve the targets that are in effect our measures of success. This will enable our members and stakeholders to hold us to account for what we do, how we go about it and the results we get. 20

21 Serving Visitors and Stakeholders Visit Derry Corporate Plan Strategic Objectives Measures Targets to 2020 Priorities for Action Lead Person SVS 1 Lead on destination management No. visitors to the Destination Increase number of overnight visitors to the destination Increase overnight tourism spend within the District economy Increase hotel occupancy levels 1,000,000 pa 300,000 pa 100m pa 70% Refresh the Visit Derry stand/backdrop for showcase events and include a TV screen and audiovisual element to create a new experience that brings the stand to life for event audiences. Produce a Destination Marketing Plan by end March Work with stakeholders to ensure an ongoing mix of marketing campaigns in online (digital) and offline platforms Odhran SVS 2 Increase in leisure visitors Number of representatives on familiarisation trips for both media and trade 300 pa Produce and implement a Leisure Tourism Marketing Action Plan Generate press coverage and fam visits to the city arising from shows and post-show calls (300 reps) Karen No. trade leads generated at promotions 150 pa Present the LT MAP to targeted members to increase trade participation at shows/events Number of Trade/Consumer Shows, Webinars and Sales Calls 40 pa Attend 45 trade/consumer shows/webinars and sales calls during Present a post-event report to Board and members after each show. SVS 3 Drive digital marketing Unique visitors to consumer web portal Facebook followers Twitter followers 250,000 15,000 13,999 Digital Marketing Action Plan Take a lead in generating and digital campaign calendar Manage the digital marketing function of Visit Derry with development of website Aine Consumer Databases 15,000 Action to increase web site hits and social media followers Process to respond to social media requests and traffic 21

22 Strategic Objectives Measures Targets to 2020 Priorities for Action Lead Person SVS 4 Attract on business/confe rence tourism No. conference tourism ambassadors No. national and international conferences attracted to the city pa Produce and implement a Business Tourism Marketing Action Plan Produce a portfolio of promotional material to support destination conference bids Organise 4 Ambassador cultivation events (network & reward events) to increase the Visit Derry Ambassador Network (in groups representing specialist areas) Aoife Attend 2 GB trade events in partnership with Tourism Ireland Host 1 MICE industry FAM Visit Facilitate programme of sales calls targeting key markets NI, ROI & GB Develop destination promotional campaign and place 1 industry advert in partnership with Tourism Ireland Host 1 Business Tourism industry masterclass for relevant Visit Derry members Present a post-event report to Board and members after each show SVS 5 Grow cruise and marine tourism No. cruise ships attracted No. passengers disembarking to visit the city region Increase in marine tourist visitors no. visiting yachts 15 12, Produce and implement a Cruise & Marine Tourism Marketing Action Plan Aim to secure an additional 8 cruise calls in the 2015/16 year for future years CRUISE Attend 1 industry trade event Facilitate programme of sales calls to key cruise operators Aoife Develop destination proposal to support sales activity Place 1 industry advert SAIL Attend 3 consumer shows to profile the destination in key markets Produce destination Sail Trail detailing sail access map, destination activities and special offers Host 1 media FAM trip Place 2 industry adverts 22

23 Strategic Objectives Measures Targets to 2020 Priorities for Action Lead Person SVS 6 Improve and modernise visitor servicing VIC due to relocate in late 2015 No. visitors to TIC 200,000 Produce and implement a Visitor Servicing Marketing Action Plan Create a Re-location Task Group Create a focus group to implement the VS-MAP Catherine Enquiries handled at TIC 250,000 Increase engagement of VS staff at events to help raise enquiries and visits Sales turnover of Visitor Services 400,000 Draw up and act on a sales plan to generate and increase revenues at VIC Consumer satisfaction 90%+ Increase profile of VIC by hosting events/education groups/fam trips etc. Mystery shopper and online feedback/digital comment cards SVS 7 Membership Engagement Level of Visit Derry membership 300 Increase Membership sales drive and establish stronger member engagement Seek resources for and recruit a Member Engagement Officer with plan presented to Board by May 15 Maria SVS 8 Manage stakeholder engagement No. stakeholder engagement events 6 pa Present a quarterly update on tourism destination marketing and delivery to Council and other stakeholder groups Create and manage collaborative arrangements with agencies and groups with an interest in tourism development and destination marketing planning. Odhran SVS 9 Advocate for tourism policy and resources Advocacy document Market intelligence report published Updated pa Quarterly Championing the city case for investment in tourism destination management Providing a quarterly market intelligence report for Council and members Odhran Effective Processes Strategic Objectives Measures Targets to 2020 Priorities for Action Lead Person EP.1 Effective Governance review report completed and Annual Review Undertake a governance review to ensure that arrangements are fit for purpose for the newly formed District. Richard 23

24 Strategic Objectives Measures Targets to 2020 Priorities for Action Lead Person governance presented to Board EP.2 Improve quality standards IIP award Maintained IIP Award Develop a programme for IIP accreditation in Odhran Innovation & Growth Strategic Objectives Measures Targets to 2020 Priorities for Action Lead Person IG 1 Build organisational capacity Board members and employees with annual reviews completed % employees implementing agreed PDP 100% 100% Develop a training and development programme for Board and staff with progress report to Board by May 15 Implement and refine the performance, development and review (PDR) system at Board and staff levels. Richard Odhran Managing Resources Strategic Objectives Measures Targets to 2020 Priorities for Action Lead Person MR.1 Maintaining a sustainable financial position Unqualified audit Evidence of positive cash flow maintained Level of reserves Annually (Apr- June) Monthly report 6 months operating costs External audit of Visit Derry accounts annually Production of monthly cash flow statement with action sheet. Produce an annual report including annual accounts at the AGM. Richard MR.2 Generating revenue Level of membership income Additional income from new sources Income from Advertising 75, , ,000 Set up a small group to investigate and report back to the Board by Sep 15 on potential new revenue streams and sources of funding Developing a new fund raising project plan including pricing policy, sales development activities and new funding applications by Sep 15 Odhran Turnover of 24

25 Strategic Objectives Measures Targets to 2020 Priorities for Action Lead Person the organisation 1.5m (net) 25

26 11. Financial Overview Projected Income and Expenditure The following budget is what we believe is the core cost of delivering the strategy. We anticipate other programme and project-based funding will arise what follows are core costs and anticipated or requested core income sources. Financial Heading Income Council Management Fee 465,000 Match Funding of Destination Management (post Hunter Review) 465,000 Private Sector 200,000 Other Public Sector 50,000 Other (Sales) 100,000 Total Income 1,280,000 Expenditure Salaries 600,000 Operating Costs 300,000 Marketing Activities 300,000 Other (Cost of Sales) 75,000 Total Expenditure 1,275,000 Surplus/(Deficit) 5,000 Assumptions & Decisions Council will continue to lead on civic events, product development and overall destination management. Visit Derry has a distinctive role in positioning the new Derry and District, leading on destination marketing We can reignite the spirit of 2013 The private sector will invest, in partnership with Council and other stakeholders Increase core Council investment to 930,000 pa as a top priority - Council can leverage destination management funding (post Hunter Report) to part match its contribution (split 465,000/ 465,000) To achieve 100m spend and help gain or sustain 5,000 jobs Increase membership income to reduce reliance on public funding

27 Visit Derry Corporate Plan Seek cooperative marketing spend with minimum 50/50 leverage target. Maintain focus on mix of Leisure (city and countryside breaks), Maritime (Cruise & Sail) and Conference Increase market intelligence and advocacy role of Visit Derry Grow ambassador and diaspora networks Relocate VIC to Waterloo Place increasing level and cost of visitor servicing Visitor servicing support extended to Strabane and covering wider (district-wide) urban and rural remit Core Funding (Excl. DETI/NITB matched funding) A current draft income & expenditure budget based on an SLA with DCSDC for 2015/16 is illustrated below. This excludes any matched funding from central sources. Option 1: DCC Current Level Option 2: DCSDC to cover new Council Financial Heading Financial Heading Income Income Council Management Fee 410,000 Council Management 465,000 Fee Private Sector 153,500 Private Sector 153,500 Other Public Sector 50,000 Other Public Sector 50,000 Other (Sales) 70,000 Other (Sales) 70,000 Total Income 683,500 Total Income 738,500 Expenditure Expenditure Salaries 400,000 Salaries 410,000 Operating Costs 136,000 Operating Costs 136,000 Marketing Activities 77,500 Marketing Activities 127,500 Other (Cost of Sales) 60,000 Other (Cost of Sales) 60,000 Total Expenditure 678,500 Total Expenditure 733,500 Surplus/(Deficit) 5,000 Surplus/(Deficit) 5,000

28 Sources of Funding Visit Derry Corporate Plan Visit Derry will continue to work in very close partnership with Council, NITB, Tourism Ireland, Members and some other key stakeholders to raise funds for tourism marketing. This is needed for direct marketing activity aimed at attracting visitors to the city and its attractions. Budgetary Control The General Manager of Visit Derry is responsible for six weekly progress reports to the Executive Chair and Board of Directors. These reports are by exception and will include performance data against scorecard measures. The reports will address new opportunities arising. Also quarterly financial reports are to be provided to the Board against funding plans. 12. Making it Happen The Corporate Plan is a strategic document that shows how Visit Derry plans to deliver on its mission, vision and strategic objectives. We will regularly review our financial, market and personnel resources to maintain a sustainable balance between service expectation and the mix of resources available to deliver. Visit Derry Governance Membership Membership currently stands at 235 (Dec 14). A core of trade members continue to be proactive in supporting Visit Derry s activity, particularly in terms of attending trade and consumer exhibitions within Ireland and GB, advertising in key publications and providing in kind support with familiarisation visits. There is scope to increase the range and number of members of Visit Derry and get them more involved in future marketing campaigns. Visit Derry Board Visit Derry is a company limited by guarantee with a Board of 11 directors, three appointed by Derry City Council, three by members and five directly appointed by the board. The current directors of the company (December 2014) are: John Boyle Joe Millar Barney O Hagan Neil Devlin Paul Mason Hugh McDaid Niall McKeever Pauline Morrow Sinead McLaughlin Roy Devine Council Nominee Council Nominee Council Nominee Members Nominee Members Nominee Members Nominee Members Nominee Members Nominee Industry Representative Industry Representative.

29 The Mayor attends the Visit Derry board meetings in an ex officio capacity. The Board has appointed Stephen Gillespie to act as Company Secretary and Board meetings are attended by a representative of NITB. Location and Staff Structure Visit Derry is located at 44 Foyle St and is due to re-locate to new offices in Waterloo Place during The current staffing structure of the organisation is detailed below ( see P36). Visit Derry has 10 permanent employees (6 full-time and 4 part-time). It employs other people on temporary contracts and on a part-time basis to reflect seasonal demand. Its salaries and wages budget is approx. 400,000. This represents approx. 58% of total expenditure. Resource Allocation The strategy will require a considerable amount of effort if it is to be realised in full. The resources available to ensure that it is implemented include: Input by the Board and other members The staff team An annual budget increasing each year through income generated from membership fees and other sources. An annual income and expenditure budget will be presented to the board for approval and this will be reported on at each Board meeting.

30 Staff Structure Required to Implement the Strategy Visit Derry Corporate Plan General Manager Board Executive Chair Office Manager Admin Asst. Rural Marketing Officer Tourism Engagement Officer Sales & Marketing Manager Business & Leisure Tourism Officer Sales & Marketing Executive PR & Campaigns Officer Digital Executive Visitor Services Officer Visitor Information Team (4) The structure identified above reflects the current situation (Blue and Yellow) and required the full 465k Council, or another source of funding to contribution to be viable. The additional posts are dependent on matched funding from another source. The colour coding is as follows: Permanent Employee Temporary Vacant

31 Addressing Risk The risk assessment for our plan is based on the following analysis undertaken by the Visit Derry board in November Identification of Risks Risk/Category 1. Loss of Council Support 2. Loss of self-generated income 3. Loss of Confidence of Members 4.Human Resources Risk Description Failure to gain SLA and income from Council Failure to realise earned income targets from TIC and other Visit Derry delivered activities. Failure to secure member support and income Failure to motivate and engage staff to achieve high performance 5. Relocation Delays in relocation affecting performance targets 6. Reputation Change of Chair and potential failure to maintain relations, confidence and reputation with industry and stakeholders 7. Infrastructure Failure to maintain a quality administrative, IT and management infrastructure 8. NITB Support Failure to attract NITB matched funding 9.Destination Risk for the destination range of political, environmental factors perhaps that would impact on visitor numbers Degradation of the image of the city because of: Crime/Terrorism, Political Conflict World Impacts on ability for consumers to Travel e.gs Ash Cloud, SARS, Sept 11, Foot & Mouth See Risk Management Plan for full details

32 Monitoring and Reviewing Progress Our commitment to regular review of progress against the plan is based on the schedule indicated below. Visit Derry Planning and Review Cycle Planning Level Members Board Involvement and Expectation Annual report to members on performance against the Corporate Plan Quarterly review of performance against strategic objectives and the associated targets and action plan. Annual review of the Corporate Plan Managers/Staff Quarterly review of performance against strategic objectives and the associated targets and action plan. Annual review of the Corporate Plan

33 Appendix I Stakeholders/Partners Marketing Dept, DCSDC NW Air Access Consortium City of Derry Airport (and other major air access hubs, BHD,BFS and DUB) Airporter Translink Londonderry Chamber of Commerce Ilex City Centre Initiative Cruise NW (Foyle Port, Loughs Agency & DCSDC) Heritage & Museum Services Sail West /Malin Waters Food NI NI Connections NI Hotel Federation Business Tourism Taskforce University of Ulster, Magee Western Trust NW Regional College People First Tyrone & Sperrins Working Group NW Partnership Board Tourism Group NIEA The Honourable the Irish Society Walled City Management Group Walled City Partnership Donegal County Council Failte Ireland NW Inishowen Tourism North Atlantic Peripheries Programme Inner City Trust Foyle Civic Trust Cultural Partnership Forum ARC NW

34 Appendix II Seven Big Asks Visit Derry Corporate Plan

35

36

37

38

39

40

41 Appendix III Tourism Insights Background to Tourism in Northern Ireland The overall the number of staying tourists in Northern Ireland in 2013 was just over 4 million this was up 2% on the previous year while revenue earned at 723 million was up 5% in current terms. The performance in 2013 was in line with the Programme for Government (PfG) interim target of 637m expenditure and 4.1m visitor numbers. The analysis shows that the growth in overall tourism was driven by a 6% increase in the number of business visitors. The aggregate number of nights spent by tourists in 2013 was below the 2011 level, reflecting the changes in composition of demand and the continuing trend towards shorter trips. Estimated 1.8m overseas visitors to NI for 2014 (+5% on 2013). Generated approx. 508m revenue (+7%) on 2013 Tourism Ireland s targets for 2015 will see Northern Ireland welcome almost 1.9 m overseas visitors, representing growth of +6% over 2014 and revenue of 552m (+9%) 21% of visitors to the island of Ireland visit Northern Ireland Tourism was particularly strong from North America and Mainland Europe (SOAR TIL Report June 2013). NITB Draft Tourism Strategy 2010, projects that 4.5m will visit NI in The NITB Draft Tourism Strategy sets out targets for an increase of visitors from 3.2m to 4.5m by 2020 and an increase in revenue from 536m to 1billion. Tourism is a key wealth generator sustaining 50,000 jobs in NI. In terms of export in 2020 visitors from outside UK will generate 350m; while out of state visitors will generate 750m. The top reasons for visiting Northern Ireland are: Visiting Friends and Relatives Holiday and Business Tourism In 2013 there was significant growth in out of state visitors from EU countries (+19%) and other overseas (+21%) however the largest number of visitors overall still come from Great Britain and Ireland. The US market is also increasing.

42 Background to Tourism in the District (Source: NISRA 2013) The Derry City and Strabane District Council area showed a 50% increase in overnight trips between 2012 and 2013 to 254,000 trips (6% of NI total 4.1m). The associated expenditure increased by 75% to 47million. (6.5% of NI total 722m) The total number of overnights generated was 936,198 (6% of NI total 14.5m) The reason for visit by Overnight Visitor to the region are: VFR 47% Holiday, Leisure 32% Business 16% Other 5% The Origin of Visitors to the region are: NI 37% GB 37% Europe 9% N America 6.5% Other 10.5% (ROI and NDM) According to official statistics (NISRA): There were overnight trips to Derry & Strabane in 2013 an increased of 50% between 2012 (164,000) and 2013 (254,000). Associated expenditure increased by 75%( to 47m in 2013) Derry Walls ( 4 th largest tourist attraction in NI will 0.4m visitors in 2013) Hotel Occupancy at 69% in 2013 This contrasts with data from the Visitor Information Centre (VIC) this provides a sample profile of visitors to the District (includes day trip market mix). Nationality Numbers (2013) Europe 26% (21,311) NI 21.5% (17,685) GB 14% (11,636) North America 20.5% (16,973) ROI 9.5% (7,757) Aus/NZ 5.5% (4,490) Rest of World 2.5% (2,036) Unknown 0.5% (561) Total 100% (82,451) Source: Visit Derry 2014 It is interesting to note that whilst the District itself has one of the youngest populations of any region, approx. 50% of our visitors are and 30% are % of leisure visitors are families. Around 1 in 4 are a couple. The average party size is 3.5 people per party, close to the figure for NI as a whole

43 NITB Visitor Attitudes Survey Derry-Londonderry 2011 Visit Derry Corporate Plan The majority of leisure visitors are on holiday and staying overnight in Derry~Londonderry. Most overnight leisure visits are 1 3 nights in length with visitors on their first trip to Northern Ireland.The area tends to attract an older age profile, reflecting its larger share of leisure visitors from outside of the UK and Ireland who tend to be older, with around one third aged % of leisure visitors were travelling as a group of friends. Derry~Londonderry has the largest share of leisure visitors from outside the UK and Ireland among all of the NI destinations, with around one third from outside of the UK and Ireland. A large share of these leisure visitors arrived via air or sea ports into the ROI, with many then choosing to use taxis and trains to get about whilst in NI. Over a third of leisure visitors chose to eat out in cafes and over 40 % visited a castle, house or some other historic monument. More than half of overnight leisure visitors who visited Derry~Londonderry stayed in a hotel. A third also visited the Giants Causeway and followed the Causeway Coastal Route during their visit. The area also attracts a substantial number of leisure day visitors. They mostly live locally, are w with family on their leisure trip, and are most likely to be hiking/walking, visiting a historic attraction or a park/garden. NITB Visitor Attractions Survey 2013 The survey reports figures for the Derry Walls have grown in visitor numbers from 281,000 to 411,000 in Within the top ten attractions in Northern Ireland for 2013 Derry s Walls appears at No 4 with 410,870 visitors an increase of 46% from Local Visitor Attractions Numbers 2013 The Peace Bridge 1,200,947 City Walls 410,870 Guildhall 370,826 St Columb s Cathedral 95,407 St. Augustine s Church 32,987 Tower Museum 31,171 Ness Country Park 30,000 Creggan Country Park 22,000 Museum of Free Derry 21,313 Free Derry Tours 16,000 Campsie Karting 9,000 First Derry Presbyterian Church 8,000 Apprentice Boys Memorial Hall 8,000 Foyle Valley Railway 4,492 St Columba s Long Tower - Aras Colmcille 500 Wilson Ancestral Home 269 Grays Printing Press 120 There are major capital visitor attraction development projects ongoing including Apprentice Boys Siege Museum, Museum of Free Derry and a planned Maritime Museum (due to open in 2019).

44 Accommodation Development Visit Derry Corporate Plan In 2013 the Derry area 635 hotel bedrooms this is an increase of 30% over the last five year period. This is a significant level of growth during a difficult investment period. Room occupancy during 2013 was 67% just ahead of the Northern Ireland average. Room occupancy peaked in August 2013 at 84% - a month of large events and when the city played host to the All-Ireland Fleadh. This increase in hotel rooms is commendable bearing in mind the investment climate experienced during much of the interim particularly with many hotels across Ireland often new investments getting into serious financial difficulties. The investment climate for the hotel sector remains difficult with financial institutions wary of such investment saw an increase of 22% in hotel rooms sold compared to 2012 pushing up the occupancy rate to 66.5% - just ahead of the Northern Ireland average of 65% for Hotel developments continue with plans for two new hotels to come into the market in the city centre in 2015 with 31 and 17 bedrooms respectively. This will increase hotel stock by 8% in the coming year. Accommodation Stock There are 148 accommodation properties within the District. They offer 1,776 rooms and supply 3,528 beds for the overnight market. The breakdown is as follows: 11 Hotels 5 Guesthouses 57 B&Bs 2 Guest Accommodation 65 Self-catering properties 7 hostels 1 campus The latest occupancy data for the district 2013 is as follows: Hotel Occupancy 69% (2013) B&B Occupancy 23% (2013) Self-Catering Occupancy 31 % (2013) Employee Jobs There are 4,227 people currently employed in the tourism economy and tourism is one of the largest employers in the region (of 50,253 workforce employed in the region). The current aspiration is to raise this to over 5,000 jobs by ,227 jobs in tourism = 8% of workforce employed in tourism.

45 Total employed in tourism in NI 58,042 DCSDC 7% Visit Derry Corporate Plan Overall the District sits as one of the worst and most deprived in Northern Ireland. The District does suffer from deprivation and the legacy of the Troubles with the region having the highest unemployment rate (8.1%) of the 11 new councils in NI (Average 6%) The Wider Picture Tourism Supports the objectives set out in the following: Visit Derry Corporate Plan 2014 NITB and Tourism Ireland Marketing Plans Community Tourism Strategy 2014 DCC Tourism Strategy Draft DCC Strategy Update 2013 FINW Foyle Valley Gateway Initiative Ilex One Plan 2012 Legacy Plan 2013 NI Tourism Strategy 2012 (Draft) NW Gateway Initiative NWCBG Multi Annual Plan Tyrone & Sperrins Destination Management Plan 2013 West Tyrone Area Plan Riverside Masterplan 2011 Many of these plans are locally based and they can be strengthened with the transfer of planning, regeneration, enterprise and tourism powers to the new Council due to take up office in April There is an opportunity to have a greater say and major impact on our ability to grow tourism in the District. The source of confidence that the District can achieve increasing gains from tourism rest on some encouraging investment already made. Since 2009 we have seen (Source Ilex/CoC): 130m invested in infrastructure Growth in Tourism revenue from 28m in 2009 to 97m in 2013 Growth from 300,000 visitors in 2009; to almost doubling to 500,000 in 2012 and 1.2m visitors in 2013

46 Key achievements in developing an impressive tourism infrastructure have included: 9.6m Guildhall Restoration with 337,000 visitors since opening 2.5m invested in First Derry Presbyterian and Blue Coat Museum; 1.7m invested in Aras Colmcille opened June 2014; 1.4m secured for Museum of Free Derry Phase II 2.5m secured for Apprentice Boys of Derry Seige Heroes Museum construction phase 11m Maritime Museum at Ebrington initiated 2.6m on St Columb s Cathedral & Chapter House Museum. 12m new Arena at St Columb s Park 1.4m secured for Walled City Lighting Strategy 157k Tower Museum restoration 14.3m Peace Bridge 6m Ebrington Plaza 500k Dereliction Scheme 250k Paint Scheme 80k City Dressing Scheme 5m Venue 4m Neighbourhood Renewal Scheme 2.4m Creative Hub 800k Foyle Embankment (removal of car parking) 1.4m Pontoon In total 28m has been spent on Walled City Signature Project, with 8.1m coming from NITB. Rural Tourism a Source for Further Growth The District has real potential for rural tourism growth given its natural location and Designated Area of Outstanding Natural Beauty. Already 52 rural businesses have been supported and 3,000 people have been given individual World Host Training. The destination now has an impressive offering of city and rural breaks.