We are currently undertaking a public consultation on our Tourism Strategy and Action Plan for 2024-2029.
Please share your views using this link to our online consultation
You can read the strategy on the links above or download a PDF on this link.
You can view the equality screening document of this strategy as a PDF on this link
The Lisburn & Castlereagh Tourism Strategy and Action Plan 2024-2029 is a strategic roadmap for raising the profile of Lisburn & Castlereagh as a distinguished, sustainable, and socially inclusive tourism destination with a vibrant community spirit at its heart.
The ambition of this strategy is to position Lisburn & Castlereagh as a renowned tourism destination with a unique identity and unparalleled experiences like Royal Hillsborough – Northern Ireland’s only designated Royal residence. The purpose of this plan is to maximise social and economic benefits for tourism providers and communities across urban and rural areas in city, town, villages and hamlets.
To achieve success a twofold approach is recommended that applies equal value to
i.e., the curation of high-quality tangible infrastructure that has been a core responsibility for Lisburn & Castlereagh’s tourism team to date and will remain so for the future.
Examples:
Looking to the future, this will encompass further projects such as:
This is essential for:
Activity encompasses:
This twofold approach to tourism development will require careful consideration so that the brief Lisburn and Castlereagh’s tourism team is responsible for throughout 2024-2029 and beyond a) has the full support of council and b) is appropriately resourced to achieve social and economic success along with the growth targets set out in this plan.
This plan follows the Tourism Strategy 2018-2022 (the first tourism strategy coordinated by Lisburn & Castlereagh City Council since its establishment as a local authority in Northern Ireland in 2015) and is set out in two key parts:
Across these two parts, the plan has three sections:
The vision statement and value proposition form the foundation for all activities conducted by Lisburn & Castlereagh City Council in collaboration with tourism businesses, key stakeholders and partners.
While the vision statement summarises the destination’s ambition, the value proposition is created from the visitor’s perspective.
Strategic plans, annual plans, and actions must align to the vision statement and value proposition. They are ideally used when engaging with tourism stakeholders and procuring services such a PR, marketing and advertising so that the destination’s tourism offering, aims, and objectives are understood.
The vision statement and value proposition have been created following consultation with Lisburn & Castlereagh’s tourism industry, communities, and key stakeholders. These are working documents and can change over time as the destination evolves and as the external environment changes.
The vision of this strategy is to position Lisburn & Castlereagh as a leading tourism destination distinguished by innovative tourism experiences that are:
Stretching from the shores of Lough Neagh in the west to the hills above Dundonald in the east, and from the Belfast Hills in the north to the source of the River Lagan in the south, Lisburn & Castlereagh is bordered by six of Northern Ireland’s 11 district council areas within easy reach of Belfast and Dublin.
Home to Hillsborough Castle and Gardens (Northern Ireland’s only designated Royal residence) and the Lagan Valley Regional Park AONB (Northern Ireland’s only Regional Park), Lisburn & Castlereagh is unparalleled as a tourism destination in Ireland.
Characterised by a deep sense of community and a leisurely pace of life where welcoming people have time to engage in conversation across urban and rural neighbourhoods, an annual calendar of experiences and events inspire visitors to explore:
Complimented by restaurants, cafes, bars and accommodation from glamping, self-catering cottages, B&Bs and guesthouses to stately homes, castles and hotels, Lisburn & Castlereagh is naturally suited to domestic and international leisure visitors including individuals and groups, couples, families, soft adventurers, golfers, inter-generational travellers and enthusiasts of nature, culture & heritage, food & drink, and the great outdoors.
For business tourism, Lisburn and Castlereagh is home to outdoor spaces and indoor venues including the Eikon Exhibition Centre (Northern Ireland’s largest events venue with 10,000sqms of indoor event space on a 55-acre site), historic buildings and hotels for meeting, conference, events and incentive groups from 10 to 10,000 delegates.
As a collaborative and responsible community, we welcome everyone who shares our commitment to social inclusion and a sustainable ethos that benefits people, planet and pocket.
The scope requested of the Lisburn & Castlereagh Tourism Strategy and Action Plan 2024-2029 is:
Guided by this direction, this plan is informed by consultations, an analysis of the provision of Visitor Services, a product audit, in-destination site visits and desk research:
An in-person assessment of signature tourism products that are unique to the Lisburn & Castlereagh district including:
An analysis of existing tourism products and experiences to identify strengths, gaps and opportunities under the following categories:
Reports and analyses relevant to LCCC’s tourism strategy including regional Lisburn & Castlereagh City Council (LCCC) strategies, national strategies and independently published reports.
This plan including all recommendations and actions aligns with regional and national policies and strategies from the following:
Lisburn & Castlereagh City Council has been extremely successful in the development of tourism infrastructure for which the council’s tourism team has been instrumental. Examples of high profile projects:
Other notable achievements following the inception of the Tourism Strategy 2018-2022 include:
Supporting the development of an annual programme of community and larger scale events across the district to drive visitor footfall e.g.,
A key theme in the Tourism Strategy 2018-2022, successes include delivering an annual Integrated Marketing Campaign to increase awareness and footfall to the district
Looking to the future: going forward the tourism team will continue to focus on the above outlined activity to include:
Additionally, to maximise social and economic opportunities Lisburn & Castlereagh will place a priority focus upon:
As this activity brings increased responsibilities, a refocus will be required to appropriately resource the Lisburn & Castlereagh’s tourism team to achieve success and the growth targets outlined in this plan.
The requirement for this renewed focus is evident throughout the Key Findings outlined in the following section.
This section highlights the key outcomes that have emerged to inform the growth target and strategic priorities in this plan under the following ten headings:
I. Positioning Lisburn & Castlereagh as a tourism destination
II. Travelling across boundaries and understanding the visitor’s perspective
III. Regional Partnership: Visit Belfast and Lisburn & Castlereagh City Council
IV. An assessment of the tourism offering and destination
V. Lough Neagh Partnership
VI. Dispersion across all tourism businesses and the destination
VII. Sustainability, regeneration, climate action and biodiversity
VIII. Placing inclusion, collaboration and community at the heart of tourism development
IX. Supporting livelihoods and the economy: commercial and data analytics development
X. The future of Visitor Services in Lisburn & Castlereagh
From the outset of the consultation process, the debate arose among tourism businesses about whether Lisburn & Castlereagh is a) a tourism destination with its own identity and character or b) a suburban destination that is an extension of Belfast.
This uncertainty about the positioning of the Lisburn and Castlereagh district manifests in council reports too. For example, the Lisburn & Castlereagh City Council’s Interim Corporate Plan 2021-2024 states that “there can be a perception of Lisburn & Castlereagh as a suburb of Belfast rather than somewhere to live and work.”
Ultimately the balance of opinion landed on positioning Lisburn & Castlereagh as a destination with its own character that offers the added convenience of being easily accessible to Belfast. The strong sentiment expressed is that the Lisburn & Castlereagh district is differentiated by:
Lisburn and Castlereagh’s tourism industry has asked for ambition, calling out the potential to achieve more by increasing the profile of the destination’s unique tourism offering across the full breadth of the geography in urban and rural areas. The Lisburn and Castlereagh Community Plan 2017/2032 in turn acknowledges the potential to achieve more, stating that the tourism opportunity has not yet reached its’ full potential and is still “underdeveloped.”
Through consultations, stakeholders have emphasised how this is a compelling, must-visit destination, particularly for:
When positioning the tourism offering of any destination, it is important to be aware that visitors from the domestic and international marketplace are not concerned with district council or geographical boundaries. Instead, they travel from one compelling location to another in search of memorable experiences that reflect the story (traditions, customs, values, way of life) of local communities.
In the context of Lisburn & Castlereagh it is essential to be mindful of this given the district’s:
Within this framework, the strategic approach for Lisburn & Castlereagh needs to:
Noting that Lisburn & Castlereagh’s tourism offering is dually promoted by Lisburn & Castlereagh City Council under the Visit Lisburn & Castlereagh brand and by Visit Belfast under the Belfast Plus brand, the industry in Lisburn and Castlereagh has asked for promotion of the tourism offering in their destination to be amplified across domestic and international markets over the next five years. The success of this activity can be measured against the growth targets outlined in this plan.
The consultation process raised ambiguities about how tourism is promoted by Lisburn & Castlereagh City Council and Visit Belfast. Noting that clarity was requested in this regard, the partnership between Lisburn & Castlereagh City Council and Visit Belfast along with their associated roles are outlined below.
Visit Belfast operates as a not-for-profit Destination Marketing Management Organisation (DMMO) supported by Tourism Northern Ireland and Tourism Ireland to provide marketing, sales and visitor servicing activity with the purpose of delivering on city-wide and national tourism strategies.
Visit Belfast’s remit is thereby to create and service domestic and international visitors across leisure, business and cruise tourism for:
Lisburn & Castlereagh District Council’s tourism team operates at a localised level with priorities encompassing:
Since the Greater Belfast Regional Tourism Partnership was first set up in 2006, Lisburn & Castlereagh City Council and Visit Belfast have engaged in a collaborative partnership bound by a Service Level Agreement whereby Visit Belfast promotes the Lisburn & Castlereagh district via marketing, sales and Visit Belfast-operated visitor services.
Lisburn & Castlereagh is marketed under Belfast Plus with the purpose of a) highlighting the district’s proximity to Belfast and b) the breadth of experiences and services located here that meet the needs of leisure, business, and cruise tourism visitors.
Under the Belfast Plus brand, activity conducted by Visit Belfast includes:
Looking to the future, by working in partnership with Visit Belfast there is an opportunity for Lisburn & Castlereagh to leverage Belfast’s brand recognition as a tourism destination and Northern Ireland’s capital city to a) achieve measurable promotional and economic opportunities for tourism businesses and b) increase dwell time in Lisburn & Castlereagh.
Noting that Visit Belfast’s Business Plan 2024-2025 has set a KPI to achieve 780,000 visits across overnight trips (250,000), day trips (200,000), cruise tourism (296,000) and corporate delegates (24,000), it is recommended that an updated Service Level Agreement (SLA) with clear objectives, actions and KPIs are agreed for Lisburn & Castlereagh over a defined period (e.g., 3 or 5 years) and that the success of this SLA is assessed via agreed KPIs and metrics.
Within the SLA, the context for “neighbourhood tourism” outlined as a strategic focus in Visit Belfast’s Strategy 2024-2027 also needs consideration. As neighbourhood tourism champions engagement with local people and places, this opportunity is especially relevant for Lisburn & Castlereagh with a variety of neighbourhoods across urban and rural areas.
Notably, the importance of “neighbourhoods” where “local identity is important” is widely referenced across Lisburn & Castlereagh City Council plans, including the Lisburn & Castlereagh Community Plan 2017/2032.
To maximise opportunities via the Visit Belfast collaboration and beyond this collaboration, this plan recommends that the council:
To ensure that the Lisburn & Castlereagh’s tourism offering is communicated with clarity over the next six years, the key categories for promotion have been identified as:
Table 1 summarises key outcomes from the product audit conducted for this plan raising the following points:
| Category | Notable outcomes |
|---|---|
| Natural assets | Lisburn & Castlereagh has natural assets that are ideal for outdoor recreation including Lagan Valley Regional Park AONB, Hillsborough Forest, Slievenacloy Nature Reserve, Wallace Park and Portmore Lough |
| Culture, history and heritage attractions and experiences | 17 providers in this category: visitor attractions (12) and experiences (5). While all 17 service private bookings, just 6 of the 17 provide services bookable by independent visitors |
| Outdoor recreation, adventure and activities |
43 in this category: golf (7), equestrian (8), water sports (7) and farm activities (6) While all 43 service private bookings, <50% provide services bookable by independent visitors |
| Food and drink experiences and activities | Five in this category
The above are largely available subject to request for private bookings. There is low availability of experiences for this theme that is a priority for Lisburn & Castlereagh and an absence of experiences such as guided walking trails that share insights into local provenance and producers |
| Places to eat and drink | 177 listings: cafes, pubs, bars and restaurants – Lisburn & Castlereagh benefits from a quality food and drinking offering |
| Places to stay | 94 listings across hotels, guesthouses, B&Bs and self-catering: a high proportion of providers operate ungraded accommodation: i.e., quality standards are not certified by Tourism Northern Ireland Across a total availability of 1,477 beds, the allocation per accommodation provider category is summarised below:
|
The audit combined with feedback from the consultation process has raised important points addressed in the following sections
A. Meeting the visitor demand for experiential tourism
B. Promoting signature tourism offerings that are unique to Lisburn & Castlereagh
C. Availability of accommodation
D. Tourism events, festivals and funding
Visitor expectations have been changing in recent years with a rising demand for experiential tourism. This is acknowledged in Tourism Northern Ireland communications emphasising how the contemporary visitor seeks authentic and engaging experiences (known as immersive experiences) that delve into the uniqueness of an area. The expectation is that these experiences:
Responding to the demand for experiential tourism, Tourism Northern Ireland launched the Embrace A Giant Spirit destination experience brand in 2019 with the cited promise of “sharing the giant spirit of Northern Ireland and awakening the giant spirit in our visitors.” The brand hallmarks known as inspirers are summarised below:
As the product audit has raised the opportunity for Lisburn & Castlereagh to curate experiences that meet the needs of visitors seeking experiential tourism, this plan recommends that this is prioritised via bespoke enterprise development programmes to curate a compelling collection of experiences delivered by local people across the following themes:
To reach the widest possible audience, these experiences need to be bookable online (for independent visitors) and on a private booking basis (for private bookers and groups).
Lisburn and Castlereagh is in the fortunate position of having signature tourism attractions that are unique to this destination. These include:
The outcomes for each noted attraction are addressed below along with recommendations to increase their profile and maximise opportunities.
As previously noted, £26 million investment has been secured for the development of Royal Hillsborough village (widely known as Hillsborough) that because it has retained many of its original features is characterised by a distinctive sense of place.
To safeguard the village for future generations along with improving the quality of life for residents and the experience for visitors, the noted investment will be used to:
Apart from Hillsborough Castle and Gardens, the village is home to accommodation providers and quality places to eat and drink making it an ideal destination for visitors.
Noting that consultations with professional travel buyers made it clear that there is a desire to learn more about this offering and how it can be used for diverse requirements from luxury to corporate and from general to special interest visitors, the ambition is to raise the profile of this attraction during the lifetime of this plan so that it enters the league of top 10 paid visitor attractions as defined by Northern Ireland’s Statistics and Research Agency- NISRA (joining other attractions such as Titanic Belfast, Mount Stewart, Marble Arch Caves and Saint Patrick’s Centre).
Aligned with this ambition, this plan recommends the curation of a) a collection of experiences that share Royal Hillsborough’s unique story (e.g., experiences delivered by Hillsborough Fort Guards) and b) communications that clarify the services and venues available to meet the needs of leisure and business tourism visitors.
Importantly, as outlined in the LCCC Corporate Plan and Ambitions 2024/2028, Royal Hillsborough should not be presented as the sole reason for visiting the Lisburn & Castlereagh district, but rather as a visitor attraction that is part of a wider tourism offering that draws the visitor “to a range of other historic and natural attractions in the area.”
Unlike anything else in Ireland, 30+ historic aircrafts and exhibits celebrating Northern Ireland’s aviation heritage are displayed in two hangars that are listed buildings within the 347-acre Maze Long Kesh site in Lisburn. The exhibition is curated by passionate volunteers, many of whom are mechanics, engineers and pilots devoted to the maintenance of the aircrafts that are presented in working order and pristine condition.
With tours (available subject to pre-booking) delivered by volunteer guides who are knowledgeable and passionate, the experience feels like walking on to a movie set where aircraft usually only seen in photographs are accessible to view and touch.
As an experience, the Ulster Aviation Society has potential to be further developed to attract leisure and business tourism visitors seeking an original venue. To realise this opportunity, bespoke supports are required so that the Ulster Aviation Society is equipped with the commercial and operational know-how to achieve success.
Maze Long Kesh is a 347-acre open space that houses two tourism-relevant sites: the Ulster Aviation Society and the 5,000m2 EIKON exhibition centre. Known for hosting the Balmoral Show (+100,000 visitors- Northern Ireland’s largest agri-food event), EIKON is the largest exhibition centre in Northern Ireland.
The venue functions well on a practical level with ample internal and external spaces, car and coach parking with easy access to accommodation in Lisburn & Castlereagh and neighbouring areas such as Belfast.
Noting that consultations conducted for this plan have confirmed interest in exhibition spaces that avoid the hassle of traffic-heavy urban areas, there is the potential to increase Lisburn & Castlereagh’s reputation for the delivery of exhibitions for which a targeted commercial and operational strategic plan that champions a sustainable ethos (including sustainable travel solutions for reaching the exhibition centre) is required.
Considering the expanse of the Maze Long Kesh site, a separate study should be conducted to assess if and how the site can be further developed for the benefit of local communities and tourism.
Located in County Down (approximately 20 minutes outside of Belfast), the Down Royal Racecourse stages some of the most prominent races on the Irish racing calendar. Renowned for being the only racecourse in Northern Ireland to host both jump and flat racing, Down Royal promises a compelling experience for visitors and a novel way to connect with local people.
With numerous private suites to avail of throughout the racecourse, this plan recommends that Down Royal is positioned as part of Lisburn & Castlereagh’s tourism offering to target leisure and business tourism visitors.
Set for an investment of £52 million and a target (post redevelopment) to welcome more than 700,000 visitors, Dundonald International Ice Bowl will boast an Olympic-sized ice rink, 24-lane bowling alley and extensive catering facilities.
A key function of a tourism visitor attraction is to create a compelling and memorable experience that shares a unique insight into the story of people and place, with the power to attract visitors - thus increasing in-destination dwell time that benefits the local economy.
Within this context, in its current format Dundonald Ice Bowl reads as a sports and recreational offering rather than as a fit for tourism.
This plan thereby recommends that an assessment is conducted to determine if and how Dundonald International Ice Bowl can be positioned as an integral part of Lisburn & Castlereagh’s tourism offering and strategy.
The Lagan Valley Regional Park AONB is a precious natural asset that is Northern Ireland’s only Regional Park and one of nine designated Areas of Outstanding Natural Beauty in Northern Ireland. Encompassing 4,200 acres and 11 miles along both sides of the River Lagan, the park bridges the urban hubs of Lisburn and Belfast connecting the cities via a towpath.
Home to a rich biodiversity and heritage, the park is characterised by an array of outdoor spaces including smaller parks, farmlands, woodlands, and meadows. Following a site visit of the Lagan Valley Regional Park AONB, it became clear that it has the potential to be developed to meet the needs of leisure and business tourism visitors. Some of the ideas raised included a safari-style exploration by jeep accompanied by Park Rangers that would be unique in Ireland.
While one third of the park’s expanse is in the Belfast City Council area, two thirds are in the Lisburn & Castlereagh City Council area. The value of the Lagan Valley Regional Park is recognised across Lisburn & Castlereagh City Council policies including the Lisburn & Castlereagh Community Plan 2017/2032 that references the park as a unique “tourism/recreation asset that requires protection for future generations.”
As the opportunities that the park presents are variable and vast, this plan recommends that an independent study is conducted to include an assessment of:
As the park is jointly funded by Lisburn & Castlereagh City Council and Belfast City Council, this study would be ideally conducted in partnership with both councils.
The product audit conducted for this plan confirms that there are 587 bedroom units with a total capacity of 1477 beds available across the Lisburn & Castlereagh City Council area.
More than 50% of the available rooms are in Lisburn, the district’s only city. A further 17% of available rooms are concentrated in the historic villages of Royal Hillsborough and Moira, with the balance largely spread throughout Aghalee, Ballynahinch, Carryduff and Dundonald.
The total of 1477 available beds are spread across the following accommodation provider categories:
Considering the destination’s capacity to attract luxury visitors, there are no 5-star options and a significant proportion of accommodation providers are ungraded.
While the destination has benefited from new openings in recent years including the Haslem Hotel in Lisburn (2020) with 45 bedrooms and Arthurs Townhouse in Royal Hillsborough (2023) with 12 bedrooms, the low availability of quality accommodation is widely referenced including in the Lisburn & Castlereagh Community Plan 2017/2032: “the estimated number of overnight stays was the lowest across all councils […]. There is a lack of hotel accommodation in the area and in general the number of beds in licensed accommodation.”
While Lisburn and Castlereagh’s location means that it can benefit from the wider availability of accommodation in neighbouring areas such as Belfast, the low availability of accommodation can impact dwell time running the risk that Lisburn and Castlereagh attracts a high proportion of day trippers rather than longer stays.
This in turn means that visitors have less opportunity to choose staying in this district area in a destination that offers a slower pace of life by comparison with Belfast.
This plan accordingly recommends scoping the potential to develop sustainable accommodation solutions across all accommodation categories: e.g., self-catering, guesthouses and hotels.
Considering the destination profile and the presence of The Lagan Valley Regional Park AONB, it is recommended that the potential for luxury lodge style accommodation that works in harmony with the natural environment is explored.
Supporting the development of an annual programme of major and community events to drive visitor footfall has been a priority focus for Lisburn & Castlereagh City Council. Examples of major events supported by the council include:
The product audit conducted for this plan highlighted twelve events defined as small or major events. However, not all these events (e.g., Northern Ireland International Cross Country – October annually) are relevant for the purposes of tourism.
A tourism event should showcase a destination’s culture, people and place in a way that:
Importantly, the event must have a strong concept and should ideally take place during low season months when the economic benefits are most needed. Appendix 1 summarises examples of successful tourism events in Ireland.
Within this context, it is recommended that a new event is identified with the potential to attract domestic and international visitors. This event should draw upon Lisburn & Castlereagh’s unique identity and strengths: e.g., food and drink, Christmas markets. It should also be rooted in a compelling concept and innovative programming.
Once concepts and programming are identified, it is further recommended that the council should consult with Tourism Northern Ireland for guidance, noting that there are two funding options currently available (national and international) as summarised under Appendix 2.
If Lisburn & Castlereagh City Council proceeds with a new event, it is recommended that investment via Tourism Northern Ireland’s national event fund is initially sought. Once this event establishes a strong track record and a demonstrated ability to win external visitors, the potential to apply for the international event fund can be determined.
The Lough Neagh Partnership is a stakeholder organisation that was established in 2003 to help manage and protect Lough Neagh. The board of the partnership is comprised of key stakeholders, elected representatives, landowners, fishermen, farmers, local communities. The Lough Neagh Partnership is the primary organisation responsible for the sustainable development of Lough Neagh.
Core funding for this partnership is provided by all councils that surround the lough. This includes Lisburn & Castlereagh City Council where a 3-mile stretch along the lough’s shoreline (with two sand refineries and a private marina) is part of this jurisdiction.
This partnership facilitates the potential for:
While positioning Lisburn & Castlereagh as a destination that is home to unique visitor attractions and experiences, it is essential to ensure that opportunities are maximised across the district for all tourism and hospitality businesses, their associated communities, and local economies.
Via the consultation process, Lisburn & Castlereagh’s tourism businesses have asked that signature visitor attractions with extensive capacity for visitors are:
This approach is essential for sustainable tourism development that encourages year-round travel and dispersion. Showcasing the full breadth of what the destination can offer is also key for a) appealing to diverse visitor interests and b) creating reasons to repeat visit.
This plan thereby recommends that Lisburn & Castlereagh City Council stays abreast of the full catalogue of market-ready tourism experiences and services that are ready for promotion during the lifetime of this plan and beyond across the following categories:
While sustainable and regenerative tourism is not referenced in the Tourism Strategy 2018-2022, it is prioritised in other Lisburn & Castlereagh City Council policies. For example, the Local Development Plan 2032 references “sustainable tourism development” that benefits local people, the local economy and visitors and the LCCC Corporate Plan and Ambitions 2024/2028 champions the promotion of sustainable tourism along with “the use of our asset base to increase sustainability” under Strategic Theme No 3 – Planet.
Sustainability will be a key priority for the Tourism Strategy and Action Plan 2024-2029, aligning with existing council policies and the Department for the Economy’s recent Tourism Strategy for Northern Ireland - 10 Year Plan’s vision to establish Northern Ireland as a destination with “sustainability at its core.”
Accordingly, the intention is to ingrain a culture of sustainability so that the destination’s landscape, built heritage and cultural heritage is celebrated and preserved for future generations. Accordingly, tourism activity will demonstrate a holistic commitment to:
While this approach brings wide-ranging benefits to local people, it also meets the expectations of visitors as national and independent reports confirm a rising demand for sustainable tourism destinations.
Whereas sustainable tourism seeks to minimise harm, regenerative tourism aspires to actively heal and nurture.
Within tourism lexicon, the term sustainability is often used to reference both sustainable and regenerative tourism practices. However, as regenerative tourism development can achieve more and there is a growing understanding of its greater impact, Lisburn and Castlereagh needs to be transparent about both sustainable and regenerative activity alongside the associated outcomes.
During the period 2024-2029, key activity will include:
Inclusion has arisen as a key pillar for the Tourism Strategy and Action Plan 2024-2029 encompassing accessible tourism development, social inclusion, community engagement and collaboration as priorities. This aligns with the Department for the Economy’s Tourism Strategy for Northern Ireland - 10 Year Plan that identifies inclusion as a key pillar.
In the context of the Lisburn and Castlereagh area, this ambition is explained further below under the following headings: collaboration; community; accessible tourism development and social inclusion
Collaboration: this was a key pillar of the Tourism Strategy 2018-2022, prioritising the development of partnerships with
Going forward, the strategy will build on this approach to include establishing a robust collaborative foundation across tourism and hospitality businesses in the Lisburn & Castlereagh district. As collaboration is the foundation of all successful tourism destinations, this is a key step to achieving the increased promotion and growth set out in this plan. Led by the Lisburn & Castlereagh Councils’ tourism team, activity will include:
Noting that community is at the heart of all Lisburn & Castlereagh City Council policies and that community is at the heart of sustainable tourism development, this plan recommends that Lisburn & Castlereagh’s tourism industry and offering connects with community.
This can be addressed in multiple ways including by:
Accessible Tourism Development and Social Inclusion: the intention is to build a culture and infrastructure that promotes accessibility for all people.
Guided by experts, relevant stakeholders, organisations and local industry experts, all sectors of the tourism and hospitality industry will be supported to be responsible and proactive about addressing diverse human needs including via communications, product, experience and service delivery.
This will include the promotion of Universal Design along with no and low-cost solutions that can improve accessibility within tourism businesses and infrastructure.
Aligned with sustainable tourism development, this plan advocates for livelihoods, job creation and the local economy ensuring that benefits spread across the full breadth of the destination. This aligns with the LCCC Corporate Plan and Ambitions 2024/2028 that references the following benchmarks for success:
While the starting point for economic success is rooted in collaboration whereby tourism and hospitality businesses work together and in partnership with the Lisburn & Castlereagh City Council’s tourism team, Tourism Northern Ireland and Tourism Ireland, additional supports are required to maximise economic development opportunities. These include:
To achieve the growth targets in this plan, the delivery of commercial and data analytics enterprise development supports are recommended to help businesses and the local economy thrive.
Tourism businesses advise that it is challenging to assess business performance and trends at a local level. While there is useful information and data available at a national level via Tourism Northern Ireland (largely informed by NISRA data), the industry seeks a) destination-specific insights and b) consolidated data: i.e., one report that captures performance and trends.
Devising a local data capture mechanism will take time and present challenges. These include:
Conversely, robust data collation can deliver significant benefits. These include:
Mindful of challenges, it is recommended that Lisburn & Castlereagh develops a two-way approach:
Support education and awareness building an industry understanding of a) why data collation is essential for growing business opportunities, b) what data to collate and c) how to analyse this data to maximise opportunities
Plan for LCCC-wide data capture beginning with a survey questionnaire that a) can be completed anonymously by tourism businesses, b) includes all businesses - those with robust and weaker data capture processes and c) is easy to complete – i.e., a short number of relevant questions: visitor numbers, country of origin, channels (how visitors make their bookings)
Using the outputs from this questionnaire and relevant insights available to LCCC (e.g., footfall at events), Tourism Northern Ireland and Tourism Ireland data, generate an annual overview of performance and trends to share with industry
The following fields should be considered for inclusion in the survey questionnaire:
| 1 | Business categories | A. Accommodation provider B. Visitor Attraction C. Experience & Activity providers D. Events & festivals E. Venues (places to eat, drink and socialise) |
| 2 | Numbers | Accommodation: total bed nights Business category B-E: total visitors’ numbers |
| 3 | Markets include the option to tick the percentage of visitors per market | ROI US Spain |
| 4 | Channels include the option to tick the percentage of visitors per market | Website Referral: e.g., a local partner Travel Buyer |
| 5 | Track unavailable data | For data capture requests 2-4, include a field entitled “data is unavailable.” |
The provision of guidance about how to maximise the role and the potential of the district’s Visitor Servicing function was an ask of this plan to include assessing gaps and new opportunities. This task is explored in this section under the following headings:
A. Existing Visitor Services
B. Learnings: the provision of Visitor Services for the future
C. Recommendations for Visitor Servicing in Lisburn & Castlereagh 2024-2029
The outcome confirms that the future of Visitor Servicing is a hybrid model that seamlessly integrates human resources with digital solutions.
Lisburn & Castlereagh
With the core purpose of providing visitors with quality insights about things to do and places to see, eat and stay in the district and across Northern Ireland, Lisburn and Castlereagh operates one fixed Visitor Information Centre known as the Lisburn Visitor Information Centre located (since March 2022) in the Irish Linen Centre & Lisburn Museum. This centre offers:
In addition, the district operates a mobile Visitor Information service in the form of a pop-up trailer seven days a week in the carpark of Hillsborough Forest Park during the high season period from April to September. This trailer facilitates one staff member to manage information requests and to distribute the stocked printed communications (maps, flyers, brochures) to visitors.
Visitor Information services provided by Lisburn and Castlereagh are in high demand with 30,000 enquiries serviced by staff members in 2023. Key challenges and viewpoints that have emerged regarding existing services offering are:
The district would benefit from a permanent Visitor Information service centre in this location that can encourage visitation across the district:
Visit Belfast and Northern Ireland Visitor Information Centres
Lisburn & Castlereagh is additionally promoted via Visit Belfast services:
Just as the Lisburn Visitor Information Centre provides information relevant to the Lisburn and Castlereagh district as well as throughout Northern Ireland, Lisburn and Castlereagh tourism businesses can benefit from referrals from Visit Belfast and other Visitor Information Centres throughout Northern Ireland.
Apart from assessing the Visitor Information service centres in Lisburn & Castlereagh, as part of the research for this plan
The consensus is that the key purpose of Visitor Servicing is to inspire visitors to see more and do more, in turn supporting the local economy. Visitor Services must thereby meet the needs of the contemporary visitor who seeks to
Further outcomes emphasised the need for
Following this research, the following table summarises the key recommendations for Lisburn & Castlereagh to consider regarding the delivery of Visitor Services:
As part of this work, consider how:
In addition:
Once costs are finalised, consult with the Visitor Services team to determine what should be prioritised based on their potential to generate increased opportunities
In the contemporary context international tourism is in an uncertain place following the disruption caused by the COVID-19 pandemic and the prevalence of international economic and geopolitical unrest.
While the challenges are clear, in the current environment these co-exist with optimistic forecasts. Both the Department of the Economy’s Tourism Strategy for Northern Ireland – 10 Year Plan and Tourism Ireland project growth in the value of tourism in Northern Ireland:
Following research and consultations including with Ulster University’s Economic Policy Centre, a target has been set to increase revenue generation via tourism in Lisburn & Castlereagh by 34% in 2029 compared with 2019: i.e., 5.6% per annum over six years 2024-2029.
This target serves to provide a benchmark against which tourism businesses can assess their performance and Lisburn & Castlereagh City Council can assess destination-wide performance.
Integrating all outcomes that have emerged, all activity over the next six-years will be guided by five strategic pillars:
While the following table summarises the key focal points for these pillars, the Action Plan 2024-2029 under section three outlines the objectives and stepwise actions to address under each pillar.
The Action Plan 2024-2029 under section 3 of this plan itemises the objectives and associated actions that apply to each of these pillars that need to be addressed over the coming years to achieve the vision, ambition and targets set out in this strategy.
| Strategic pillar | Key focal points |
|---|---|
| Position |
Position Lisburn & Castlereagh as a distinguished, sustainable and socially inclusive tourism destination that is unlike any other, defined by:
|
| Innovate |
Be a frontrunner in innovation, ensuring this is a hallmark of all activity inc. by
|
| Collaborate |
Be a champion of collaboration by embedding a collaborative framework:
|
| Nurture |
Promote Lisburn & Castlereagh as a destination defined by integrity and thoughtful hospitality, making this evident in all activity including by
|
| Grow |
Support local livelihoods, economic growth and enterprise development
|
This section explores the status of tourism in Lisburn & Castlereagh following the Tourism Strategy 2018-2022 and outcomes relevant for the Tourism Strategy and Action Plan 2024-2029 under the following three headings:
The Tourism Strategy 2018-2022 sets out a vision for Lisburn & Castlereagh to achieve 10% growth in staying visitors and revenue spend by advancing as a “confident, vibrant and successful […] quality tourism destination” that offers “authentic quality experiences.”
Outlining how Lisburn & Castlereagh enjoys a prime eastern location close to the urban centres of Belfast and Dublin, two international airports, M1 and A1 roads, rail links and accessible port links, five cornerstones were identified as key for tourism development:
This cornerstone focuses on investing in Royal Hillsborough to position the village that encompasses Hillsborough Forest and Hillsborough Castle and Gardens (the only location in Northern Ireland with Royal status) as the leading must-see visitor attraction in the Lisburn & Castlereagh district.
The Tourism Strategy 2018-2022 references financial investments secured to develop the village, castle, gardens, forest, Old Fort and Courthouse to deliver a programme of works under the Hillsborough Tourism Master Plan encompassing:
Emphasising the historic and contemporary importance of Royal Hillsborough, the plan states how Royal Hillsborough:
This cornerstone defines ways Lisburn & Castlereagh can be positioned as a quality tourism destination including through
A key cornerstone of the Tourism Strategy 2018-2022, the approach focuses on developing relationships with private, public and community partners including ambitions such as:
This cornerstone focuses on infrastructure to improve the quality of life for local people and the experience for visitors. It references the enhancement and development of roadways and waterways alongside regeneration projects within hub communities such as the West Lisburn Master Plan with a new spatial framework encompassing the revitalisation of Market Square, enhancing connectivity, commercial and retail development.
This cornerstone recommends promoting the Lisburn & Castlereagh district as a series of boutique offerings across urban and rural areas to include:
The Tourism Strategy 2018-2022 was the first tourism strategy coordinated by Lisburn & Castlereagh City Council since its establishment as a local authority. Soon after the initiation of this strategy, the world experienced unprecedented disruption caused by the COVID-19 pandemic from 2020 to 2022 that stopped or limited domestic and international travel.
Despite significant challenges, Lisburn & Castlereagh City Council adopted a goal-focused approach that has led to achievements upon which the Tourism Strategy & Action Plan 2024-2029 can build.
These include:
The world has changed since the pandemic. As outlined by Tourism Northern Ireland and Tourism Ireland, the contemporary visitor seeks sustainable destinations that champion the environment and local people. These visitors:
The resources of the Lisburn & Castlereagh City Council’s tourism team to date have leaned toward the development of tourism infrastructure.
Going forward to meet the needs of the contemporary visitor, this approach will need to be rebalanced so that the team is additionally supported to proactively invest in
Working with tourism businesses and key stakeholders to ensure that all activity is underpinned by an ethos and practices that promote:
The curation of experiences that showcase the story of local people and across urban and rural communities across the following themes:
The delivery of enterprise development supports that empower tourism businesses to make smart choices about where to invest their resources (time, human and financial) to
Embedding a deep-rooted, multi-layered collaborative framework between Lisburn & Castlereagh’s
Creation of compelling offline and online communications that present with clarity the destination’s unique story and tourism offering:
In May 2023, the World Health Organisation declared that the Covid-19 pandemic no longer represented a international health emergency. Since then, challenges continue to manifest including:
While these challenges are significant, there is optimism regarding tourism development in Northern Ireland. The Department for the Economy’s Tourism Strategy for Northern Ireland - 10 Year Plan (2024): projects an increase in the value of tourism to the Northern Ireland economy by 50% -75% compared to 2019 (growth of 4%-6% per annum). The Tourism Ireland Marketing Plan (2024) projects tourism revenue growth in Northern Ireland of +6.5% year-on-year to 2030.
To achieve its fair share of growth, Lisburn and Castlereagh will need to adopt a twofold approach by continuing to progress tourism infrastructural development while nurturing tourism industry and destination development.
The following chart summarises the key strengths and considerations based on the current environment that Lisburn & Castlereagh need to be aware of and address in all future activity:
Taking stock of the situational analysis and the findings summarised in the executive summary, the following is a checklist of activity that is integral to the Tourism Strategy and Action Plan 2024-2029 so that opportunities are maximised for Lisburn & Castlereagh:
Adopt a twofold approach that blends a commitment to a) the development of quality tourism infrastructure and b) tourism industry and destination development.
Promote existing tourism infrastructure so that it benefits the local community and visitors.
Successfully manage the development of projects that are underway (e.g., Royal Hillsborough) ensuring to promote these to generate benefits for the local community and visitors.
Deliver enterprise development supports to curate experiences that authentically share the story of local people across urban and rural communities to meet the expectations of contemporary visitors.
Ensure that these experiences are bookable by independent visitors and private bookings to maximise opportunities.
Continue to champion LCCC as a destination renowned for quality food and drink, places to eat and drink.
Additionally, craft and promote food and drink-related experiences that allow for a deeper exploration of this priority theme.
Deliver enterprise development supports to maximise social and economic benefits by empowering LCCC’s tourism and hospitality industry to:
Build a robust collaborative framework, noting that this is the foundation for all successful tourism destinations:
Embed an ethos of sustainable and regenerative tourism development, ensuring that this informs all activity.
Apply a dual approach a) led by Lisburn & Castlereagh City Council, Tourism Northern Ireland and Tourism Ireland policies and b) industry-led: empowering tourism providers to adopt and promote Leave No Trace principles.
Place social inclusion at the heart of all activity and champion accessible tourism development.
Proactively seek investors to develop quality sustainable accommodation that is suited to LCCC’s profile, to include luxury lodge style accommodation.
Continue to champion the annual community and large-scale events programme while curating a signature festival with an innovate concept and programming that can generate opportunities during the low season, potentially by expanding LCCC’s Christmas markets across December and into the New Year.
Work with key stakeholders to support the development of experiences that are unique in Ireland including:
Noting that Dundonald International Ice Bowl (DIIB) in its current format reads as a sports and recreational offering rather a tourism offering, assess if and how DIIB can be positioned and developed as part of LCCC’s wider tourism offering
Continue with the management of campaigns conducted by LCCC’s tourism team that have been successful in raising the district’s profile and driving footfall from the NI and ROI markets.
Collate an annual report (2024-2029) so that progress is visible and measurable to include NISRA, Tourism Northern Ireland, Tourism Ireland data; in-destination visitor counter data; local market research data; data collated via a survey issued to tourism businesses.
Position Lisburn & Castlereagh as a place apart with its own unique identity and character that is home to authentic and unparalleled experiences:
Ensure that all activity targets the opportunities that are most suited to LCCC including
Customers:
Markets:
Tourism:
Continue to partner with Visit Belfast via an agreed SLA to maximise opportunities via NI, ROI and international markets:
Explore the following opportunities:
Leverage the promotion of signature attractions such as Royal Hillsborough. ensuring that this promotion maximises social and economic benefits for urban and rural communities.
Enhance the Visitor Information Services (VIC):
To achieve the ambition and growth target outlined in this plan, refocus LCCC’s tourism team in the context of the Economic Development Efficiency Review by considering how to resource the following functions: product and partnership development, digital marketing.
The Action Plan in Section 3 identifies the activity that needs to be addressed to achieve the vision, ambition and growth target set out in this plan under the following five strategic pillars:
The objectives and actions outlined in this plan align with the recommended twofold approach to be adopted by Lisburn & Castlereagh’s tourism team with the support of council to maximise social and economic benefits as outlined below
The curation of high-quality tangible infrastructure that has been a core responsibility for Lisburn & Castlereagh’s tourism team over the lifetime of the Tourism Strategy 2018-2022, and will remain a priority over the lifetime of the Tourism Strategy and Action Plan 2024-2029
That will be an additional core priority over the lifetime of the Tourism Strategy and Action Plan 2024-2029
The Action Plan outlines the timebound actions to target under the following seven objectives:
While the plan recommends actions to address, this list is not exhaustive and will be expanded upon during the lifetime of this plan in line with industry innovations and as new initiatives and opportunities arise aligned with the ambition of this plan.
For each noted action the relevant strategic pillar/s that applies is indicated:
While Lisburn & Castlereagh City Council will lead this plan, its success is dependent upon proactive engagement from the district’s tourism industry and the support of stakeholders here noted:
AIPCO: Association of Professional Conference Organisers
AVEA: Association of Visitor Experiences and Attractions
BCC: Belfast City Council
IAAT: Ireland’s Association for Adventure Tourism
IGTOA: Irish Golf Tour Operators Association
ITOA: Irish Tour Operators Association
LC: Local Chamber
LCCC: Lisburn & Castlereagh City Council
LCIND: Lisburn & Castlereagh tourism industry
LCCOM: Lisburn & Castlereagh communities
LNP: Lough Neagh Partnership
LNT: Leave No Trace
PS: Private Sector
TNI: Tourism Northern Ireland
TI: Tourism Ireland
VB: Visit Belfast
| Name | Location | Date | Concept |
|---|---|---|---|
| Tradfest | Temple Bar, Dublin | January | A joyful celebration of Irish music and culture. Experience live music in the best pubs and music venues |
| Cathedral Quarter Arts Festival | Belfast | April/May | An annual festival of music, comedy, theatre, art and literature over an 11-day extravaganza with +100 events across +20 venues |
| Listowel Writers Festival | Kerry | May/June | An internationally acclaimed literary festival devoted to bringing writers and audiences to innovative events in the historic and intimate surroundings of Listowe |
| Féile an Phobail | Belfast | August | Ireland’s biggest community arts festival provides a programme of inclusive arts, cultural and community-based activities throughout the year, with its flagship festival, the August Féile a calendar highlight |
| Open House Festival Bangor | Bangor | August | A festival that believes that music, art and culture are the regenerative force that will transform Bangor from its seafront dereliction and failed retail sector into a modern, progressive seaside town |
| Galway International Oyster & Seafood Festival | Galway | September | The oldest oyster festival in the world. Deemed one of Europe’s longest running food extravaganzas, sampling the renowned native Galway Oysters is a key highlight |
| Kilkenny Animated | Kilkenny | September/ October |
A feast of visual storytelling, incorporating cartoons, animation and illustration set against the backdrop of Kilkenny’s medieval streets. Hosted by four times Academy Award nominated animation studio, Cartoon Saloon |
| Puca Festival | Boyne Valley | October | Celebrate the Celtic New Year with the Spirits of Halloween |
| Derry Halloween | Derry | October | A Samhain gathering, with ancient spirits welcoming you to join an awakening |
| Mayo Dark Sky Reserve Festival | Mayo | November | Celebrate all facets of Mayo’s natural dark skies by joining the communities around the gold tier accredited Dark Sky Park – Newport, Mulranny and Ballycroy |
The two funds available for events via Tourism Northern Ireland are:
Tourism Northern Ireland publishes the criteria annually to apply for this funding which includes:
For example, a demonstrated income of £150,000 must be shown and the event must achieve a minimum of 5,000 in-person visitors.
NOTE: these models are subject to change