August, 2004
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Mr John O'Donoghue, T. D. Minister for Arts, Sport and Tourism
Dear Minister
I have the honour, on behalf of the Tourism Action Plan Implementation Group, to submit to you the first report on the
implementation of the actions recommended by the Tourism Policy Review Group in its Report, New Horizons for Irish Tourism: An
Agenda for Action.
The Report has been completed in accordance with the terms of reference you provided to us.
Yours sincerely
John Travers Chairman
August 2004
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Chairman's Preface
These are challenging times for Irish tourism. For more than three years world tourism has failed to recover its former rates of rapid expansion as economic growth stagnated and threats
of global terrorism increased. At the same time the competitiveness and visitor perception of value for money of Irish tourism has deteriorated.
Many of the factors which have undermined the competitiveness of Irish tourism lie outside the direct control of the industry itself. For example, the general rate of inflation at a level
many times higher than that of countries with which Ireland competes for visitors has raised input costs for the tourist industry at a rate of increase well above that of its competitors.
These increases in input costs are inevitably reflected in the cost of tourism products and services.
But not all the factors which have undermined competitiveness and visitor perception of value for money are extraneous to the industry itself. Price escalation in tourism products
and services has contributed to the general high rates of inflation as part of an upward spiral of inflationary pressure. Other factors which determine competitiveness and value for money
also lie within the control of the industry itself. These include service quality, product innovation and the avoidance of aggressive, upward, opportunistic pricing at high-profile,
major visitor – attracting events which generates widespread, negative publicity for the industry generally.
All of these factors remain a continuing challenge for Irish tourism. And many parts of the industry have risen well to these challenges. This is reflected in the fact that in 2003 both
overseas visitor numbers and associated revenue increased by more than 4% compared with declines in world international tourism arrivals and receipts for the third successive year.
In 2004 to date visitor numbers and receipts from a number of markets are showing creditable performance. However, visitor numbers and receipts from the British market to date are
showing little or no growth and this is a cause for significant concern. In addition, it appears that a number of regions and sectors are missing out on the increases that are taking place.
As in 2003 occupancy levels and industry margins remain under pressure.
There are clearly no "quick fixes" to the significant challenges which Irish tourism faces at the present time. The industry itself has generally responded well to the more difficult
trading conditions and "special offers" which provide good value are widespread throughout the sector. The underlying extraneous factors which drive up costs and, thereby, prices in
tourism have started to ameliorate. A key task in driving forward the development of the industry lies in implementing the long-term strategy for the industry charted by the Tourism
Policy Review Group in their Report, New Horizons for Irish Tourism: An Agenda for Action.
The work of the Implementation Group outlined in this Report points to overall reasonable initial progress in the implementation of the strategy and Action Plan recommended by the
Review Group and which has been strongly supported by the industry itself and by the Government. But there are, as the Implementation Group points out, areas where further
progress is required and areas where the lack of progress represents a significant impediment to the achievement of the targets and potential for tourism growth in Ireland outlined in the
Report of the Tourism Policy Review Group. Much remains to be done if the intrinsic potential and the ambitious targets set for Irish tourism are to be achieved. The priority areas,
in this respect, are set out in this Report.
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I am pleased, on behalf of the Implementation Group, to bring forward this first Progress Report on the implementation of the new strategy and Action Plan for Irish tourism for the
consideration of the industry and that of the Minister for Arts, Sport and Tourism, John O'Donoghue T. D., who established the Implementation Group for this purpose.
John Travers Chairman
Tourism Action Plan Implementation Group
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TABLE OF CONTENTS
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Chairman's Letter to the Minister i
Chairman's Preface ii
1 The Importance of Tourism to National and Regional Economic and Social Development 1
2 Overview of Prospects for the Tourism Industry 3
3 The Work of the Implementation Group 9
4 Action Areas of Good Progress
. Government Commitment
. Industry Commitment
. Human Resource Development Strategy
. Tourism Information, Research and Intelligence
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5 Action Areas Requiring Further Progress
. Maintaining and Enhancing Ireland's Share of Outbound Tourism from
Britain and Other Overseas Markets through Marketing and Promotion . National Conference Centre
. Closing Gaps in Tourism Product
. National Roads Programme and Signposting
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6 Irish Tourism: Key Barriers to Development
. Value for Money
. Ireland-US Bilateral Air Agreement
. Dublin Airport Terminal Facilities
. Countryside Access
. Other Impediments to Tourism Development
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7 Overview of Progress and Next Steps 24
Appendix A – Terms of Reference
Appendix B – Members of the Implementation Group
Appendix C – Update (mid 2004) on the Actions Recommended in the Report of the Tourism Policy Review Group, New Horizons for Irish
Tourism: An Agenda for Action
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SECTION 1
The Importance of Tourism to National and Regional Economic and Social Development
Irish Tourism in Context– Contributing over €5 billion to Gross National Product 1.1 Tourism is a powerful instrument of national economic development. It is the largest
internationally traded services sector in Ireland. It embraces a wide range of diverse small and medium sized enterprises that are predominantly Irish-owned. In 2003
tourism generated export earnings of €4.1 billion, including Irish carrier receipts. Domestic trips are estimated to have generated an additional €1 billion, bringing total
tourism revenue to over €5 billion in 2003.
Irish Tourism in Context– a Significant Employer 1.2 Tourism is a major employer in Ireland. It is estimated that tourism supports, directly
and indirectly, some 140,000 jobs in Ireland, or 1 in 12 of all jobs in the economy. The first version of the Tourism Satellite Accounts tables for Ireland, expected to be
available later this year, will provide a more precise measure of tourism-related employment, as well as the broader economic contribution of the sector to the national
economy.
Regional Impact 1.3 Tourism has significant regional distributive effects because a great deal of tourism
activity takes place outside intensive industrial areas and "consumption" of tourism product and service takes place in the geographic locations where the product and
service is available.
Table 1: Regional Distribution of Overseas Visitors' Spend 1 , 2002 and 2003
Source: Fáilte Ireland Tourism Facts 2002 & 2003
1.4 Table 1 above sets out, by region, the level of overseas visitor spend in 2002 and 2003. Spending by overseas tourists increased by 4.5% in 2003. The four western regions–
including Shannon– accounted for 49% of total overseas visitor spending in 2003 compared to 45% in 2002. In the case of the Dublin region, which attracts most of the
urban break business to Ireland, its share of total overseas revenue fell from 36% in 2002 to 33% in 2003. When estimated revenue attributable to overseas holidaymakers
1 These revenue figures exclude Irish carrier receipts which amounted to €723m in 2002 and €678m in 2003.
2002 As a % of 2003 As a % of Change
€m 2002 revenue €m 2003 revenue 2003 on 2002 Dublin 1,103 36% 1,051 33% -5%
South West 537 17% 619 19% 15%
West 408 13% 457 14% 12%
Shannon 306 10% 334 10% 9%
Midlands/ East 329 11% 310 10% -6%
South East 260 8% 268 8% 3%
North West 144 5% 188 6% 31%
TOTAL 3,088 100% 3,228 100% 4.5%
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alone is examined, the regional distribution does not change significantly. Dublin and the South West combined continue to account for over 50% of overseas earnings.
1.5 Table 2 below compares the regional breakdown of revenue from the domestic market between 2002 and 2003, when total revenue increased by 14%. The four western
regions accounted for 65% of domestic tourism expenditure in 2003 compared to 63% a year earlier.
Table 2: Regional Distribution of Domestic Revenue
2002 As a % of 2003 As a % of Change
€m 2002 revenue €m 2003 revenue 2003 on 2002 South West 201 24% 232 24% 15%
West 174 20% 204 21% 17%
South East 132 16% 138 14% 5%
Shannon 99 12% 115 12% 16%
Dublin 105 12% 114 12% 9%
Midlands/ East 75 9% 91 9% 21%
North West 63 7% 77 8% 22%
TOTAL 849 100% 971 100% 14%
Source: Fáilte Ireland/ CSO
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SECTION 2
Overview of Prospects for the Tourism Industry
International Trends and Prospects 2.1 In 2003, for the third successive year, world tourism faced events that threatened tourist
confidence and led to a decline in both numbers of arrivals and international tourism receipts. The early months of 2003 saw the war in Iraq followed by the outbreak of
SARS impacting on already vulnerable tourism industries, and tourism arrivals throughout the year stagnated. The overall effect for the year was a worldwide decline
in both arrivals (down 1.2%) and receipts (down 2.2%) over 2002.
2.2 International holidaymaker behaviour has changed profoundly in recent years and this is inducing major changes in the structure of the tourism industry. In the area of leisure
travel, and notwithstanding the many incentives developed by tour operators to induce early purchase, consumers are maintaining recent patterns in terms of last-minute and
internet bookings. Low fare airlines continue to increase capacity and, in particular, to expand their regional coverage, reaching more and more destinations and triggering
intra-regional demand. An increasing proportion of international holidaymakers are taking shorter holidays but with increased frequency.
2.3 Looking forward, analysts expect that world tourism will return to growth, although the nature, sources and destinations of international trips will continue to change and
evolve over time. Long-term projections are for annual growth worldwide of 4% in visitor numbers, with visitors both to and within Europe expected to grow by 3%. This
indicates a continuous contraction in Europe's share of world tourism.
Trends in Ireland and Prospects for the Future 2.4 The year 2003 emerged as one of the more successful in recent times for Irish tourism;
overseas visitor numbers reached 6.2 million, 4.4% up on 2002 and just below the peak tourism year 2000. Revenue from overseas visitors, excluding Irish carrier receipts,
reached €3.23 billion, an increase of 4.5% on the previous year, compared to a world decline of 2.2%. Table 3 illustrates the trend since 1990.
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Table 3: Overseas Tourism Revenue and Numbers 1990-2003
1990 2000 2001 2002 2003
Increase 2003 on
2002
Revenue (€ m)
Overseas Revenue (excluding receipts to Irish
sea and air carriers)
1,112 2,681 2,952 3,088 3,228 4.5%
Visitor Numbers (000s) Britain 1,785 3,428 3,340 3,452 3,553 2.9%
Mainland Europe 744 1,436 1,336 1,378 1,484 7.7%
North America 443 1,056 903 844 892 5.7%
Other Overseas 124 261 261 245 249 1.6%
Total Overseas Visitors 3,096 6,181 5,840 5,919 6,178 4.4% Source: Fáilte Ireland/ CSO
2.5 The Central Statistics Office (CSO) has reported growth in the number of overseas visitors to Ireland for the first six months of 2004. It estimates that there were 2.97
million overseas arrivals during the period, an increase of 5.4% over the same period in 2003. However, there are significant variations in the performance of the different
markets. The recovery from long-haul markets (North America, up by 13% and the Rest of the World, up by 50%) is welcome but the increases experienced over the first
six months are expected to abate over the rest of the year. The aggregate performance of Mainland Europe, with a 7% increase for the first half of the year is encouraging.
Within this figure strong growth from Spain, Italy, Holland and Scandinavia is being offset by early declines from France and Germany. It is expected that France and
Germany will recover in the peak and shoulder season leaving Mainland Europe on track for good growth this year. More worryingly, the British market is showing little
or no growth to date with a decline in May offsetting earlier growth. This stagnation has occurred despite the fact that, in the year to June 2004, the value of the euro fell by
around 5.5% against sterling. This improved the competitiveness conditions for Irish enterprises and, other things being equal, should have made tourism goods and services
more attractive to British visitors and increased their purchasing power. Halting and reversing this deterioration in performance from Irish tourism's biggest overseas
market will require sustained efforts to improve the price competitiveness and value for money offered by the Irish tourism product.
2.6 While CSO data to date this year indicate increased inflows of foreign visitors, tourism enterprises report that these gains are not translating into increased business across the
country. The trend towards shorter holidays, combined with lower expenditure levels, is depressing tourism revenue, particularly outside Dublin. At the same time, operating
costs continue to increase. In consequence, many tourism enterprises are reporting difficult trading conditions, with margins being squeezed. Trading difficulties appear
to be most pronounced in traditional tourist destinations outside Dublin, particularly along the Western seaboard and among the smaller non-hotel accommodation
providers, caravan and camping sites, certain heritage and visitor attractions and regional car rental.
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2.7 The health of Ireland's tourism industry, and the scale of its contribution to national economic development, is determined ultimately by its performance in export markets.
In 2003, CSO statistics indicate that overseas visitors accounted for 67% of the 42 million bednights spent in paid accommodation in Ireland. While there has been a
welcome continuing growth in domestic tourism, particularly in the short breaks segment, domestic tourism does not necessarily represent a good substitute for overseas
tourism. For the greater part of domestic tourism, expenditure represents a reallocation of aggregate domestic spending while foreign tourism injects a new inflow of cash into
the Irish economy. The need to regain momentum in foreign markets is all the more pressing because of the additions to industry capacity in recent years. For example,
between 2000 and 2004, the stock of hotel rooms has increased by 7,800 or by almost 20%.
Short-Run Responses to Current Conditions 2.8 In the short-run, efforts must be concentrated on capitalising on improving economic
conditions in the principal overseas source markets for Irish tourism. This requires initiatives in four interdependent areas:
(i) Ensuring to the greatest extent possible, low-cost tourist access to Ireland by air and sea from a widening range of departure points;
(ii) Developing product packages that meet the needs of increasingly price-sensitive overseas visitors;
(iii) Intensifying the marketing effort on the most accessible market that is exhibiting robust economic growth -Britain; and
(iv) An enhanced emphasis on focusing the marketing effort specifically on 'promotable' market segments, including holidaymakers, conference travellers,
language study and incentive travellers.
2.9 On the basis of trends to date in 2004, the initial targets set for the year – 6.4 million overseas visitors generating associated tourism revenue of €3.36 billion excluding
carrier receipts – continue to be attainable.
The Challenges Facing Irish Tourism in the Medium-Term 2.10 Tourism is an internationally-traded service industry. It operates in the exposed sector
of the economy and, as a result, faces intense competition from competing tourism destinations. Market dynamics -including continuous reductions in air fares, the
opening up of new regional and national tourism destinations within Europe and the growing importance of the internet -will ensure that the extent of industry competition
will intensify in the years ahead. While there has been a welcome deceleration in Irish inflation over the past year, in absolute price terms Ireland is now an expensive tourism
destination. In European terms, the advent of the euro has lent transparency to the level of Irish prices for goods and services. In terms of the North American market, the
weakness of both the US and Canadian dollars against the euro has raised substantially the cost of holidaying in Ireland. In summary, the price competitiveness of the Irish
tourism product is gradually being eroded by the high level of Irish prices on the one hand and by the increasing availability of easily accessed cheaper holiday destinations
on the other.
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2.11 The extent to which the deterioration in the competitiveness of the Irish tourism product is affecting decision-making by the travelling public was charted in the Report of the
Tourism Policy Review Group. It noted the significant number of overseas visitors who expressed dissatisfaction with the value for money offered by Irish holidays. The
latest available feedback from the marketplace reinforces this picture of growing visitor dissatisfaction. The latest Fáilte Ireland Visitors Attitudes Survey found that 62% of
those surveyed in 2003 were not very satisfied that Ireland provided good all round value for money, up from 55% the previous year. The central challenge facing the Irish
tourism industry is clear. It must deliver improved price competitiveness and value for money.
Competitiveness and Value for Money 2.12 There is no easy method of regaining price competitiveness in Irish tourism. The
central reality is that while Irish tourism enterprises are operating in a highly competitive international environment, their costs -wages, insurance, materials,
professional fees, taxes -are set in Ireland. Since the industry sources almost all of its labour, raw materials and services at home, it must pay Irish prices for most of its
inputs. Thus, the cost base of the Irish tourist industry reflects the general level of prevailing Irish costs and prices -and the general level of Irish costs and prices is very
high by international standards. This is an inescapable conclusion but its impact can undoubtedly be ameliorated through specific initiatives targeted on reducing tourism-related
costs, prices and taxes. All of the main sectoral actors have a contribution to make.
2.13 Within a national economic environment where absolute costs and prices are high relative to competitor countries, emphasis must shift to improving value for money. In
short, to the extent that tourism prices reflect prevailing costs in the national economy, then tourism enterprises will have to offer more value for existing prices if they are to
prosper in the future. The sources of such additional value can include: .
a wider range of stronger, more attractive, tourism products; .
improved quality and integration of existing tourism products; and .
a higher level of service quality.
2.14 Restoring competitiveness continues to be the greatest challenge facing Irish tourism. Progress on measures required to address the deterioration in competitiveness on the
part of the industry itself, State Agencies and Government Departments is outlined in Appendix C of this Report.
Irish Tourism Competitiveness in an International Context 2.15 The flow of holidaymakers to Ireland is influenced by a number of key considerations:
(i) trends in personal disposable incomes in the major source markets for Irish tourism; (ii) tourism-related prices in Ireland -including the price of access transport, relative to
similar prices in competing destinations; and (iii) the range of destination choices available to potential holidaymakers and the extent to which they meet consumer
preferences.
2.16 In terms of the external environment, the relatively firm tone of economic growth in the US and Britain, together with the gradual revival of economic activity in Mainland
Europe, creates the conditions for stronger growth in Irish tourism. The extent to which these conditions can be realised depends both on domestic competitiveness and the
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intensity of competition from tourism destinations abroad. The advent of low fares airlines, the opening up of new national and regional tourist destinations within the
European Union and strong growth in travel to long-haul destinations have caused the international tourism marketplace to become intensely competitive.
The British Market 2.17 Despite global political uncertainties, robust economic growth in Britain has seen
continuing increases in the numbers of British tourists travelling abroad, with outbound visits exceeding 60 million in 2003. Britain remains the largest single overseas market
for Irish tourism. In 2003, 3.6 million British visitors travelled to Ireland, spending €1.3 billion. However, over the past five years, Ireland's share of the British outbound
market has declined from 6.5% in 1998 to 5.9% in 2003.
2.18 In 2003, British tourists accounted for 58% of all overseas visitors, but only 41% of all overseas tourism revenue. This divergence can largely be explained by:
. Length of Stay: the average length of stay by British visitors to Ireland has
declined by almost 30% over the last decade, declining from 7 days to 5 days in the process. Consequently, growth in bed-nights and expenditure generally has
not kept pace with the growth in British visitor numbers; .
Regional Distribution of Visitors: in recent years, growth in visits from Britain has been concentrated on the Eastern seaboard and reflect that air is the preferred
mode of travel. The relative decline in seaborne travel from Britain to Ireland, where visitors take their cars with a view to touring the country, accounts, in part,
both for the reduced length of stay and for the weaker regional impact of British tourism in recent years; and
. Mix of Visitors: an above-average proportion of visitors from Britain is
accounted for by visiting friends and relatives who tend to spend less on tourism-related products than pure holidaymakers.
2.19 Regaining Ireland's share of the British outbound market constitutes the immediate and pressing challenge facing Irish tourism. Tourism Ireland, in partnership with the
industry, is undertaking a fundamental reassessment of the British market. A key objective of this process will be to develop better insights into consumer behaviour and
on how best to increase the attractiveness and appeal of Irish tourism to a greater array of potential British holidaymakers. This process will need to embrace improving
competitiveness and value for money; developing new tourism products and integrating existing tourism products into more attractive packages; ensuring higher levels of
product and service quality; and improving regional access to Ireland, both by air and sea. Unless fundamental changes of this type are engineered in the national tourism
product and its constituent elements, returns from tourism marketing expenditures will diminish. The first phase of the review currently underway at Tourism Ireland will be
completed in September and the report and recommendations will be finalised by the end of the year.
Widening the Regional Spread of Tourism Growth 2.20 Widening the regional spread of tourism growth remains a central objective of tourism
policy and many existing programmes and initiatives are aimed at promoting tourism development more widely around the country. In the meantime Tourism Ireland and
Fáilte Ireland are proceeding with strategies to develop regional tourism. The Irish Tourist Industry Confederation (ITIC) is commissioning a research project to identify
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the principal issues and to recommend strategies and actions that would lead to a greater regional dispersal of tourism expenditure.
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SECTION 3
The Work of the Implementation Group
Role of the Implementation Group 3.1 The Minister for Arts, Sport and Tourism established the Tourism Action Plan
Implementation Group in January 2004. The fundamental task of the Group is to monitor the implementation of the recommendations of the widely endorsed Tourism
Policy Review Group Report, published in September 2003, to assess progress and to report to the Minister and the industry on that progress and on how any constraints that
are found to be impeding that progress might be addressed. The terms of reference of the Group are set out in Appendix A and its membership in Appendix B.
How the Group Approached their Task 3.2 The Group held its first meeting on 5 February 2004 and has been meeting
subsequently at monthly intervals. In addition, sub-groups held a number of representative meetings with individual bodies critical to the development of tourism
both at Government and industry levels. The Group has consulted widely with key representative groups and enterprises associated with tourism in Ireland and with
Government Departments and State Agencies whose policies and actions have a significant impact on the development of tourism in Ireland including:
. Irish Tourist Industry Confederation . Department of Arts, Sport and Tourism .
Aer Lingus . Ryanair . Department of Communications, Marine and Natural Resources
. Irish Continental Group plc. .
Irish Hotels Federation . Department of the Environment, Heritage and Local Government . Dublin Port Company . Department of Finance
. Fáilte Ireland . Department of Transport .
Tourism Ireland
3.3 In meeting with the Irish Tourist Industry Confederation and the Tourism State Agencies, Fáilte Ireland and Tourism Ireland -to whom the majority of
recommendations of the Review Group were addressed -the Group explored the extent to which they had advanced the action points for which they hold lead responsibility
and, in particular, the strength of organisational commitment to the change agenda. The response of the industry representative bodies and the Tourism State Agencies has
been strongly supportive.
3.4 In its work, and in line with its terms of reference, the Group has concentrated on the actions recommended in the Report of the Tourism Policy Review Group. In doing so it
has:
. sought information on the scope and depth of commitment that has been made
towards the implementation of the Review Group's recommendations by each of the bodies responsible for the actions;
. identified the actions where implementation is well advanced, those where further
progress is required and those that represent key barriers to further development; and
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. drawn up, following its consultations, a list of the ten priority actions which
would most contribute to the continued successful development of the sector.
3.5 The Report of the Tourism Policy Review Group – New Horizon for Irish Tourism: An Agenda for Action -includes more than seventy recommended actions. These are
categorised under the nine key drivers 2 of the future development of tourism in Ireland. The rationale, responsibility and proposed timeframe for each action is clearly set out in
the Report. The current position on each action, on the basis of information provided by the bodies responsible, is summarised in Appendix C of this Report.
Priority Actions for the Tourism Sector 3.6 Arising out of its consultations with representatives of the tourism industry in Ireland
and its own analyses of current and recent regional, national and international trends data, the Implementation Group has identified ten key areas where actions
recommended in the Report of the Tourism Policy Review Group require to be prioritised at the present time. These ten priorities are:
. the restoration of greater competitiveness and value for money in Irish tourism;
. the immediate renegotiation of the Ireland-US Bilateral Air Agreement to open
up direct access to additional centres of population in the US by Irish based airlines serving the Irish market;
. the provision of additional, competitive, fast turnaround terminal facilities at
Dublin Airport to facilitate the development of more air services serving Irish tourism particularly from Mainland Europe;
. the acceleration of arrangements to provide a National Conference Centre in
Dublin;
. further investment to address gaps in the Irish tourism product including the
cultural infrastructure in Dublin and elsewhere;
. the development of a new human resource development strategy for tourism
including a strong management capability development programme for small and medium-sized (SMEs) tourism enterprises;
. a new action plan to maintain and enhance Ireland's share of outbound tourists
from Britain;
. greater commitment by Government Departments and State Agencies, other than
those with direct responsibility for tourism, to support the development of tourism as an instrument of national and regional development;
. the acceleration of arrangements to complete the National Roads Programme set
out in the National Development Plan and to improve road signage on national and non-national routes;
. further improvements in the information, research and intelligence available on
tourism as a basis for better decision-making in tourism policy and its implementation and for promoting and facilitating business investment in the
sector.
2 The nine key drivers of success for Irish tourism in the future are the business environment,
competitiveness and value for money, access transport, information and communication technologies, product development and innovation, marketing and promotion, the people in tourism, the
Government sector and information, intelligence and research.
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The successful implementation of many of these key action areas would make a significant contribution to achieving a wider regional spread of visitor numbers and
revenue in line with national policy objectives. The Implementation Group considers that the implementation of all of the recommendations of the Review Group relevant to
broadening the scope for the promotion and development of tourism at regional level are of particular importance.
3.7 The Implementation Group wishes to point out that additional finance may well be required to fully implement a number of the priority actions identified in this section of
the Report. However, any such additional funding should be viewed in the context of the wider economic returns from the further development of the tourism sector.
3.8 The following sections of this Report identify the key action areas, including the ten priority action areas outlined above, where good progress in their implementation has
been made, action areas where further progress is required and action areas where the level of progress achieved represents a significant barrier to the development of Irish
tourism and the achievement of the targets for the industry set out in the Report of the Tourism Policy Review Group.
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SECTION 4
Action Areas of Good Progress
4.1 There are four action areas where good initial progress has been made in the implementation of the recommendations of the Tourism Policy Review Group. These
are in the areas of: .
Government Commitment .
Industry Commitment .
Human Resource Development Strategy .
Tourism Information, Research and Intelligence.
Government Commitment 4.2 The Government, collectively, and through its Ministers, Departments and Agencies,
plays an essential and important role in the development of Irish tourism. It does this through its legislative, budgetary and regulatory activities which impact upon the entire
investment climate for the industry and through its more direct activities in tourism policy-making and tourism promotion.
4.3 Good progress has been made in the implementation of the Tourism Policy Review Group's recommendations in this area:
i The Government, collectively, and in particular through the Minister for Arts, Sport
and Tourism, have articulated a strong commitment to implementing the strategy and recommendations of the Review Group. This commitment is evident in the
decision to establish an independent Implementation Group to monitor and report on the implementation process;
i The Tourism Division of the Department of Arts, Sport and Tourism has been
restructured and strengthened to follow-through on the Review Group's Report and recommendations and to spearhead a wider and more effective Government
approach to the development of tourism policy; i
A special project team has been established in the Department of Arts, Sport and Tourism to capitalise on the opportunities for tourism development that exist in
promoting arts, sport and tourism as a cluster of mutually reinforcing activities; i
The Government have worked effectively to contribute to the reduction in inflation and insurance costs over the past twelve months– two of the areas of significance that
have eroded the competitiveness of Irish tourism in recent years; i
The Tourism State Agencies, Fáilte Ireland and Tourism Ireland, have incorporated the recommendations of the Review Group on strategy and associated actions firmly
within their business plans and have given strong support to the Implementation Group.
4.4 While good progress has been achieved in the area of Government commitment to the implementation of the Review Group's strategy and recommendations as outlined
above, there is no ground for undue complacency in this respect. It does not appear that the role of tourism as a major source of national and regional wealth-creation,
employment, foreign earnings and enterprise is as widely understood and acknowledged by Government Departments and Agencies generally, as is evidenced by
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recent official reports in the economic and enterprise areas. The rates of increase in local authority charges, at a pace many times greater than the rate of general inflation,
are a cause of concern because of their negative impact on the competitiveness of Irish tourism. The limited progress in addressing the problem of excise duties on alcoholic
drink, which are among the highest in the EU, and the incidence of VAT on conference business that places Ireland at a considerable disadvantage compared with Britain and
other countries, are further causes of concern.
Industry Commitment 4.5 Irish tourism is, demonstrably, the largest, indigenous, internationally-traded services
sector. The industry through its key representative bodies, including the Irish Tourist Industry Confederation, the Irish Hotels Federation, the Irish Tour Operators
Association, the Restaurants Association of Ireland and through many individual enterprises, has been strongly supportive of the strategy and recommendations of the
Review Group and the work of the Implementation Group. This support is manifest in:
. the provision of secretariat resources to the Implementation Group;
. the hiring of additional staff and consultants by the Irish Tourist Industry
Confederation and the Irish Hotels Federation to work on issues relating to the implementation of the strategy and recommendations of the Review Group;
. the engagement of both the Irish Tourist Industry Confederation and the Irish
Hotels Federation in a number of joint working groups with Fáilte Ireland and Tourism Ireland to progress the recommendations of the Review Group in areas
which include training, the promotion of e-commence, joint public-private marketing initiatives, managing insurance costs, product development and
information, research and development.
Human Resource Development Strategy 4.6 The ultimate determinant of the success of Irish tourism, as a key sector of enterprise
opportunity and of economic and regional development, is the quality, professionalism and productivity of the people who work in the industry at all levels across its many
segments.
4.7 The Review Group placed a particularly strong emphasis on the development of a comprehensive human resource development strategy including the establishment of a
national recruitment strategy and the management of cultural diversity in an industry that is increasingly dependent on the international base of both employees and
customers. Good initial progress has been achieved in implementing the recommendations of the Review Group in this area. In particular:
. Fáilte Ireland has identified the development of a human resource strategy for
promoting the development of the tourism industry as a priority for the new organisation. A Steering Group with strong industry and professional training
representation has been established to direct the preparation of the strategy with the objective of its completion by the end of 2004. Particular attention will be
placed by Fáilte Ireland on the development of management capability in the SME ( Small and Medium Enterprises) sector of the industry following its
consultations with the Implementation Group;
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. A Tourism Careers Promotion Group had been established by Fáilte Ireland and
chaired by the President of the Institute of Career Guidance Counsellors to prepare a national recruitment plan for the industry for completion in September
2004;
. Fáilte Ireland has also established a working group with representatives of the
industry to develop, industry-wide, a guidance programme on how to manage the increasing cultural diversity that characterises both the employee and customer
base of the tourism industry in Ireland.
4.8 The Implementation Group has noted that good initial progress has been made in the human resource development area. It notes that this progress, perhaps understandably
at this early stage of the implementation process, covers mainly the formulation stages of the appropriate programme of action. The real challenge will be in ensuring that the
programmes of specific actions now being formulated are well designed and adequately resourced to meet the practical needs and skill requirements of the different segments of
the industry.
Tourism Information, Research and Intelligence 4.9 Good information, research and intelligence are essential foundations for effective
policy formulation and implementation in tourism and in achieving adequate levels of private sector investment in the development of the industry.
4.10 In this area also good initial progress has been made in implementing the recommendations of the Review Group:
. Fáilte Ireland is nearing completion of the first stage in compiling a register of
research based on the work of the Tourism State Agencies. The second phase will be extended to include the education/ industry databank of research;
. The CSO is producing more extensive and timely tourism and travel related
statistics;
. The preparation of "tourism satellite accounts" which show the contribution of
tourism to national economic activity, in national account terms, is nearing completion and will be available later this year;
. The Department of Arts, Sport and Tourism will convene the proposed research
advisory and coordination group when the register of research is available.
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SECTION 5
Action Areas Requiring Further Progress
5.1 There are a number of key areas where progress has been made in the implementation of the strategy and recommendations of the Review Group but where the
Implementation Group believes that further progress is required or the timeframe originally envisaged for implementation has not been met. These areas include:
. Actions to maintain and enhance Ireland's share of outbound tourism from Britain
and other overseas markets;
. Actions to accelerate the provision of a National Conference Centre in Dublin;
. Actions to close gaps in the range and quality of the overall tourism product in
Ireland;
. Actions to accelerate and complete the National Roads and Signposting
Programmes.
Maintaining and Enhancing Ireland's Share of Outbound Tourism from Britain and Other Overseas Markets through Marketing and Promotion
5.2 The marketing and promotion activities of tourism enterprises and of the Tourism State Agencies, particularly Tourism Ireland and Fáilte Ireland, play a major role in
supporting employment and wealth-creation within the sector. Britain, the US, and Mainland Europe are the key overseas tourism markets for Ireland. British tourists, as
already noted, account for some fifty-eight per cent of overseas visitors and for forty-one per cent of foreign earnings from overseas tourists to Ireland. It is by far the most
important market for Irish tourism. Maintaining a strong presence and share in that market is absolutely fundamental to a profitable and expanding tourism industry in
Ireland and its regions.
5.3 Good initial progress has been made in the ten action areas recommended by the Review Group, under the marketing and promotion heading, including:
. The largest ever level of funding was allocated by the Minister for Arts, Sport and
Tourism for marketing purposes to Tourism Ireland and Fáilte Ireland for the year 2004. This level of commitment is matched by significant expenditure by
tourism enterprises on marketing activities; .
Sixty two per cent (62%) of the marketing budget of Tourism Ireland for 2004 has been allocated to the British and US markets. This includes funding for joint
cooperative marketing projects with tourism industry partners, including sea-carriers operating between Ireland and Britain to encourage tourists to bring their
own cars; .
A significant number of new Mainland European air routes were launched in 2004. Tourism Ireland has, through cooperative marketing arrangements,
supported those routes with good inbound tourism potential which are contributing to an overall increase of 17% in European seat capacity this summer;
. A fundamental review of marketing and promotion in key Mainland European
markets by Tourism Ireland is underway including consultation with industry on the appropriate strategic response to the initial findings;
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. A series of all-island (North-South) promotional programmes for 2004
encompassing clusters of complementary products are under way and more are planned by Tourism Ireland;
. Tourism Ireland has created a specialist e-Marketing Unit within its organisation
and has upgraded and extended significantly the e-marketing of Irish tourism in close cooperation with the industry -which, in addition, has benefited from a
range of e-commerce training courses provided by Fáilte Ireland; .
A great deal of data to facilitate market share analysis has been completed by Tourism Ireland and Fáilte Ireland and this analysis is being used in consultation
with the Department of Arts, Sport and Tourism to shape the business plans of the Agencies with the aim of maintaining and enhancing Ireland's share of outbound
tourism from its main overseas markets.
5.4 While satisfactory initial progress has been achieved in implementing the strategy and recommendations of the Review Group in the area of marketing and promotion, as
outlined above, it remains a cause of concern that, despite this effort, there has been little or no increase in visitors from the British market in the first half of 2004,
particularly in the case of those bringing their own cars -who are of major importance in achieving a good regional spread of tourism visitors and expenditure. For this
reason, the Implementation Group has adjudged overall marketing and promotional effort as only partially successful in terms of results achieved. In doing so, the
Implementation Group recognises that maintaining and enhancing Ireland's share of the British outbound tourist market is not simply a marketing and promotion issue. It is
also determined by a range of other issues including competitiveness, value for money, product innovation, the quality, frequency and price of air and sea access and other
factors that define the Irish tourism experience. Because the British market, which is so significant as a source market for Irish tourism, has been changing so fundamentally in
recent years, Tourism Ireland is undertaking a major review of the market, in partnership with the industry. The first phase of the review will be finalised in
September and the final report and recommendations will be completed by the end of 2004. The Implementation Group strongly commends this initiative.
National Conference Centre 5.5 The absence of a National Conference Centre in Dublin is a significant impediment to
the attraction of major conference events to Ireland with their potential to add significantly to visitor numbers and expenditure not alone in the Dublin area but more
widely in Ireland. The announcement in June, 2003 by the Minister for Arts, Sport and Tourism that the Government had agreed in principle to the provision of a National
Conference Centre by way of a leasing, or other, arrangement through an open competitive procurement process was a significant development towards realising one
of Ireland's long-standing national tourism objectives. The Implementation Group welcomes the Government commitment to providing such a centre in partnership with
the private sector.
5.6 The Implementation Group has been informed that much work has been done since the Government announcement in progressing the competitive procurement process, which
by its nature is necessarily complex and time-consuming. The closing date for receipt of expressions of interest was 21 st January, 2004 and four such expressions of interest
were received by that date, of which three have been short listed for further assessment.
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5.7 Because of the procedural requirements of the PPP (Public Private Partnership) process and the development of the detailed design and contract documentation, the successful
private sector partner is not now likely to be chosen before the end of 2004 -more than 6 months later than had been originally anticipated by the Review Group. While
welcoming the overall progress made, the Implementation Group has concerns that momentum should not be lost at this point in relation to an essential tourism
infrastructure project that has been under consideration for many years. It therefore is strongly of the view that the procurement process currently under way between the
Government and private sector interests should be completed as early as possible.
Closing Gaps in Tourism Product 5.8 Ireland's overall tourism product is based on the three pillar concepts of people, place
and culture. The product offering to tourists in each of these three areas requires constant renewal, upgrading and innovation to maintain the overall competitiveness of
the sector with that of alternative locations in other countries. Sustaining high levels of environmental sensitivity in relation to the tourism product is also required. The
Implementation Group has been informed of, and supports the proposal by Fáilte Ireland to undertake in the autumn a strategic review of the existing tourism product
portfolio in order to guide future development. The Tourism Policy Review Group identified some fifteen action areas to address these issues. Progress in the
implementation of these recommendations has been mixed with good progress on some and unsatisfactory progress on others.
5.9 Key areas where good progress has been made include:
. The closing date for the availability of tax incentives for investment in hotels in
the course of development has been extended to 2006 providing the industry with a generous transitional period to get investment projects in place;
. The commitment to discussions between tourism industry interests and the
Revenue Commissioners to establish the extent to which expenditure in existing premises will qualify for write– off/ depreciation over an eight year period for tax
purposes;
. Fáilte Ireland is in the process of developing a new scheme to support the
undertaking of feasibility studies by enterprises into innovative tourism products. Such a scheme is being piloted at present, in the Mid-West Region, by Shannon
Development. This scheme requires to be fast-tracked to finalisation and operation;
. Two pilot schemes on the promotion of product clusters in North Clare/ East
Galway and East Cork/ Waterford are being developed by the Irish Tour Operators Association (ITOA) in conjunction with Fáilte Ireland and the Regional
Tourism Authorities (RTAs);
. Since November 2003, the Tourism Product Management Board has approved
funding of more than €25 million for some thirty tourism projects, encompassing Major Attractors, Clusters of Existing Attractions, and Special Interest Pursuits,
and involving a total proposed investment of €50 million;
. Discussions are underway with UNESCO to identify further sites for designation
as UNESCO world heritage sites.
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24
5.10 Progress is less satisfactory in the following areas:
. While some progress has been made in advancing the recommendation for a new
and mandatory classification system for hotels and guesthouses, including the competitor benchmarking of alternative classification systems and discussions
with the Irish Hotels Federation, more needs to be done. The current system was designed over twelve years ago. Since then significant changes have taken place
in tourism investment in Ireland and internationally which require to be reflected in a new classification system. A new system can make a major contribution to
upgrading the quality of product and services in Irish hotels and guesthouses. However, the process of finalising a scheme, which undoubtedly involves
complex issues, appears unduly long and should be accelerated jointly by Fáilte Ireland and the Irish Hotels Federation;
. Actions to narrow the gap in cultural and artistic infrastructure between Dublin
and other capital cities include the redevelopment of the Abbey Theatre and the relocation/ redevelopment of the National Concert Hall. The Implementation
Group has been informed by the Department of Arts, Sport and Tourism that the issues involved are far from straightforward and the costs involved are significant
. It has been advised that the Department is currently giving priority consideration to a range of options in relation to the development of these projects with a view
to obtaining Government decisions on both projects at an early date. The Implementation Group urges the Department to bring its work to finalisation with
a view to filling these important infrastructural gaps at the earliest possible date;
. The Review Group proposed that clear guidelines and codes of practice on rights
of access for visitors to the countryside be developed and that the legal position in relation to public liability relating to such access be clarified by the start of the
main tourism season in 2004. This is also a complex area that is being examined by the Department of Community, Rural and Gaeltacht Affairs. However,
uncertainty about these matters is an increasing problem in promoting countryside based recreational tourism, for both domestic and overseas holidaymakers. The
progress achieved to date in addressing the issues involved is unsatisfactory.
National Roads Programme and Signposting 5.11 The national, regional and local roads network is of fundamental importance in
providing access for visitors, from home and abroad, to Ireland's diverse tourism product and in facilitating a balanced spread of tourism visitors and revenue, together
with their associated employment and development opportunities. In addition, signposting has been identified in successive Visitor Attitudes Surveys as an area of
dissatisfaction for visitors.
5.12 The roads investment programme set out in the National Development Plan 2000– 2006 is comprehensive and ambitious. Its early completion is of major importance to
tourism as it is to other sectors of the economy. In formulating the programme, the priorities identified by the Department of Arts, Sport and Tourism, and the Tourism
State Agencies were acknowledged. Clearly, a significant upgrading of the roads system has taken place since the programme was introduced, with good progress on key
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25
inter-urban routes including Dublin – Belfast and Dublin – Cork. But this progress requires to be measured against need, plan and budget. The programme has fallen
behind in meeting overall completion targets for a number of reasons including planning objections and delays, the "learning curve" that applied to the National Roads
Authority and the Local Authorities in rolling out an unprecedented level of investment in roads and cost escalation. Nevertheless, the slippage that has occurred in the
implementation of the National Roads Programme is a significant negative factor in promoting tourism at national and regional levels. As regards signposting, a new 5-
year Signposting Programme for Non-National Roads commenced in 2003 and, within this Programme, tourism routes need to be prioritised. Efforts should also be intensified
to ensure that tourism priorities are adequately reflected in the non-national roads programme.
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SECTION 6
Irish Tourism: Key Barriers to Development
6.1 The international competitive environment for tourism has been difficult since 2000. The downturn has coincided with a period of high inflation in Ireland generally,
including in the tourism sector, which has exacerbated the difficult market conditions. Unlike other internationally-traded sectors in Ireland, however, cost escalation in the
tourism industry has not, to any significant extent, been offset by productivity increases so that the price competitiveness of the industry has deteriorated at the same time as
market conditions have worsened. This combination of factors means that the impact of issues which constrain the development of Irish tourism or reduce its potential for
growth are magnified. In this section of the Report a number of such constraining issues are identified.
6.2 At the present time, the most serious barriers or impediments to the development of Irish tourism include:
. the competitiveness and value for money of Ireland's tourism products and
reports from the industry of only marginal improvement in profitability -and none in some sectors;
. slow progress in the renegotiation of the Ireland-US Bilateral Air Agreement;
. the lack of progress in the provision of additional, competitive, fast
turnaround terminal facilities at Dublin Airport;
. slow progress in removing the increasing uncertainty about access to the
countryside and the development of national guidelines and a code of practice on such access;
. the absence of a National Conference Centre in Dublin;
. the redevelopment of the Abbey Theatre and the National Concert Hall to
narrow the gap in cultural and artistic infrastructure between Dublin and other capital cities in Europe;
. changing consumer and market trends and associated loss in share of the
British outbound market in recent years which make the attraction of increased visitor numbers to Ireland more challenging.
Value for Money 6.3 Value for money is an essential foundation for all international competing industries
seeking to hold and expand their share of the markets in which they compete. It is particularly important in tourism where repeat business on the basis of "brand loyalty"
is not a strong, widespread feature of the industry. Any deficiencies in value for money in the industry is increasingly transparent through the direct experience of both
domestic and overseas customers, through the increasing availability to tourists of comparative data on prices and value for money from the internet and other sources and
through the increasing pro-active commentary of consumer groups and the media on these issues.
6.4 The Review Group highlighted a wide range of actions required to address the clear deterioration in the customer perception of the value for money available within Irish
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tourism in recent years. The detailed Progress Report on the implementation of the recommended actions to date is set out at Appendix C. It indicates a good deal of
positive progress on a range of relevant actions. These include a widespread acknowledgement by the tourism industry itself of the challenge it faces in restoring
competitiveness and the positive steps being taken by many tourist enterprises to offer better value for money, the success in reducing both inflation and the rate of increase in
insurance premia and the many other steps which have been taken by the industry and by the Government to contain the cost base facing tourism enterprises.
6.5 Strong areas of concern remain, however, in relation to the competitiveness and value for money available in wide segments of Irish tourism. Customer perception of any
progress in this area remains low. The latest Fáilte Ireland Visitor Attitudes Survey has confirmed the increasing rates of dissatisfaction with all round value for money. In
2003 some 62% of overseas visitors were not very satisfied with the value for money they obtained. This is up from the 55% who expressed dissatisfaction the previous
year. Such poor customer perceptions are not helped by opportunistic price increases by certain elements of the tourism and hospitality industry during special sporting and
other entertainment events that attract high visitor numbers.
6.6 The underlying causes of the deterioration in competitiveness and value for money in Irish tourism will not be rectified overnight. Negative customer perceptions, once they
become ingrained, take time and sustained effort to change, even beyond the rectification of the underlying factors themselves. Many of these factors such as
general national high price levels, high relative rates of inflation, high real estate costs, high -even abnormal -escalation of costs facing tourism enterprises in areas such as
insurance and high rates of increase in local Government charges, lie outside the direct control of the tourism industry itself. But many such factors remain within its control.
Sustained efforts to address the issues that have undermined competitiveness within both the industry itself and within the Government sector, along the lines of the Review
Group's recommended actions, are essential. In the meantime, the current perception of competitiveness and value for money in Irish tourism remains a significant barrier to its
further development and expansion.
6.7 Recent reports from the tourism industry on performance, such as the Tourism Barometer compiled by Fáilte Ireland, have reported little or no growth in business in
many regions outside the established tourist areas and in certain sectors and, for example, the hotel industry reported only marginal improvement in profitability in
2003. For a developed economy like Ireland, productivity improvements are the key to future growth potential. Generally speaking, improvements in productivity are realised
at individual enterprise level and the compilation of data to accurately assess productivity trends could have a positive effect on enabling tourism enterprises to
achieve higher productivity growth.
Ireland– US Bilateral Air Agreement 6.8 Direct access for Irish-based airlines to additional airports strategically serving large
areas of population in the US would provide a powerful stimulus to increasing tourist numbers from the US to Ireland. This requires the renegotiation of the current Ireland-US
Bilateral Air Agreement. The Department of Transport fully understands and is supportive of the needs of tourism in this area. However, lack of progress in achieving
a new Ireland-US Bilateral Air Agreement this year represents a missed opportunity for stimulating immediate and significant tourism growth from a market source with
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28
proven potential for Ireland. It has not been helped by the failure to make progress in recent months on a new EU– US "Open Skies" aviation agreement. The Implementation
Group understands that within such a framework agreement, acceptable bilateral arrangements in respect of the phasing out of the Shannon stop requirement, coupled
with the opening up of new U. S. gateways, could have been negotiated The lack of progress in these areas remains a major concern and a serious barrier to achieving the
full potential for growth of US tourists to Ireland.
Dublin Airport Terminal Facilities 6.9 The tourism industry requires additional, competitive, fast turnaround terminal facilities
at Dublin Airport. This essential infrastructure is required to facilitate a faster turnaround of aircraft and to enhance the capacity of the airport to secure an increase in
the number of visitors, particularly from Mainland Europe. There is widespread consensus that clear plans and timeframes for these facilities are urgently needed if the
ambitious targets for growth in Irish tourism, set by the Review Group, are to be achieved. However, progress in putting them into place has been delayed pending
progress on the proposed restructuring of Aer Rianta, which is designed to develop the potential for additional services to and from Shannon and Cork Airports. This delay is
a serious barrier to the development of tourism. While the issues that require to be addressed in such a restructuring are clearly complex these should not, in themselves,
be allowed to delay further essential decisions on the capital investments required at Dublin Airport to meet the needs of airlines in a position to develop the tourism
potential of European markets, building on the significant development of new routes in recent years.
Countryside Access 6.10 The beauty and diversity of the Irish countryside is a major attraction for both domestic
and overseas tourists. Traditionally, access to the countryside for visitors has not been a difficulty. This has changed in recent years with increased levels of visitor numbers,
some failures on the part of visitors to respect good practice in undertaking leisure use in the countryside, changes in traditional methods of farming and uncertainty in relation
to the public liability position of visitors and land-owners. The closure of certain traditional areas of access and a number of confrontations between landowners and
leisure– use visitors to the countryside have been highlighted in the media. Negative publicity and perceptions have been generated in relation to the traditionally strong
components of Ireland's overall tourism product -beautiful countryside with ease of access, friendly people and a relaxed pace of life. The negative impact extends beyond
those visitors or potential visitors who wish to avail of access to the countryside. The issues involved are complex and are under consideration by the Department of
Community, Rural and Gaeltacht Affairs. However, a resolution to the current difficulties has yet to be identified and they remain a further barrier to the development
of Irish tourism.
Other Impediments to Tourism Development 6.11 A number of other impediments to the development of Irish tourism are discussed in
the section of this Report dealing with areas requiring further progress in advancing the implementation of the recommendations of the Review Group. These include:
. the absence of a National Conference Centre in Dublin;
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. the redevelopment of the Abbey Theatre and the National Concert Hall to narrow
the gap in cultural and artistic infrastructure between Dublin and other capital cities of Europe, and;
. changing consumer and market trends and associated loss in share of the British
outbound market in recent years which, if it becomes ingrained, will have major long-term, negative implications for Irish tourism.
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SECTION 7
Overview of Progress and Next Steps
Overview of Progress 7.1 This is the first Report of the Implementation Group established by the Minister for
Arts, Sport and Tourism to consider and report on progress in the implementation of the strategy and actions recommended by the Tourism Policy Review Group in their
Report, New Horizon for Irish Tourism: An Agenda for Action.
7.2 Overall the initial progress in the implementation process has been good with strong commitment and support from the tourism industry and the Government to the strategy
and recommendations of the Review Group. Inevitably, progress in advancing some of the recommended actions has been more or less satisfactory than others -as highlighted
in Sections 4, 5 and 6 of this Report. They are described in more detail in the schedule at Appendix C which sets out progress achieved up to mid-2004. In general, it can be
said that the areas where progress is most advanced lie in those relating to administrative and coordinating activities as the key actors gear up to implement the
new strategy. The areas where progress is least advanced lie in the more specific areas of what can be termed the "real economy". Significant barriers to the development of
Irish tourism remain as outlined in Section 6. Progress in removing these barriers is essential if the ambitious targets set by the Review Group for the development and
growth of the industry are to be achieved.
Next Steps 7.3 The Implementation Group will continue its work over the remainder of the period of
the initial Action Plan. It will continue over the next six months to meet at monthly intervals and to encourage, through regular consultations, the relevant Government
Departments, State Agencies and industry representative groups to progress the implementation of the recommended actions in the Report of the Review Group. The
Group will also monitor the work of the independent steering group established by Fáilte Ireland to develop a human resource development strategy for the tourism
industry.
7.4 In November 2004 the Implementation Group will convene a Forum, in conjunction with the Department of Arts, Sport and Tourism, Fáilte Ireland and Tourism Ireland, to
report progress on the implementation of the strategy and recommendations of the Review Group some twelve months after its report was published and disseminated.
The Forum will provide an opportunity for the tourism industry itself to reflect and put forward its views on the progress made in advancing the development of the industry
over the previous year. It will also help to identify the actions that require to be prioritised by both the industry itself and by the Government, in order to underpin the
future development of an industry that has been a major sector of enterprise, employment and wealth-creation for Ireland and its regions.
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Appendix A Terms of Reference for the
Tourism Action Plan Implementation Group
Having regard to the new strategy for Irish tourism over the period 2003 to 2012, as set out in New Horizons for Irish Tourism; An Agenda for Action (September 2003) and in order
to drive forward and give best effect to the implementation of the first rolling action plan, the terms of reference for the Implementation Group are
. to advise the Minister for Arts, Sport and Tourism, John O'Donoghue, T. D., on the
implementation on the Tourism Action Plan 2003-2005
. to publish a report on its work, results and deliberations at six-monthly intervals
. to sit for a period up to the end of 2005
and, in that context,
capitalise on the current impetus for change and modernisation within both the public and private sectors, ensuring that the Action Plan is seen as an integrated set of
actions requiring a co-ordinated and partnership approach, across Departments, agencies and industry, towards implementation
discuss with lead actors their operational plans for, and commitments to, the implementation of actions falling within their remit including effectiveness indicators
against which performance will be measured
highlight any constraints to progress and recommend how they might be addressed and by whom
recommend any changes that should be made to the Action Plan in the light of experience as it is rolled out
and also
. to contribute to the evaluation of the tourism strategy in autumn 2005 (or earlier if the
tourism environment proves to be more volatile than anticipated) – this step to be a major milestone in the ongoing review process which will be an inherent element of
the development process for the industry going forward.
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Appendix B Members of the Implementation Group
The membership of the Implementation Group is as follows:
John Travers (Chairman) former Chief Executive of Forfás, also chaired the Interim Board of the National Tourism Development Authority
and the Tourism Policy Review Group
Philip Furlong Secretary General, Department of Arts, Sport and Tourism
Jim Murphy Managing Director, Prem Group and former President of the Irish Hotels Federation
Michael O'Donoghue Managing Director, O'Donoghue/ Ring Hotels
Eileen O'Mara Walsh O'Mara Travel and former Chairperson of the Irish Tourist Industry Confederation
Raymond Rooney Managing Director, Rooney Auctioneers Ltd
Paul Tansey Economist
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Strategic
Success
Driver
1
Business
Environment
Objective
To
facilitate
the
development
of
the
tourism
industry
through
a
range
of
tourism-supportive
Government
macroeconomic
and
other
policies
that
enhance
the
business
environment
and
encourage
investment
Rationale
The
ultimate
determinant
of
success
in
Irish
tourism
will
be
an
energetic,
innovative
and
profitable
private
sector
operating
within
a
domestic
environment
where
Government
policies
and
actions
are
supportive
of
business
investment
in
tourism.
Actions
Milestones/ Timeframe
Update
(mid
2004)
on
Actions
Recommended
1.1
Government
Commitment:
Strengthen
Government
commitment
to
creating
and
maintaining
a
positive
legislative,
budgetary
and
regulatory
environment
for
tourism
investment
and
development
by
.
a
stronger
and
more
frequent
acknowledgement
of
tourism
as
an
important,
highly-valued
instrument
of
national
and
regional
development
policy
.
a
redefinition
of
tourism
policy
to
encompass
not
only
the
traditional
role
and
functions
of
the
"Department
of
Tourism"
and
the
Tourism
State
Agencies
but,
in
addition,
all
areas
of
Government
policy
and
actions
that
impact
in
a
significant
manner
on
the
development
of
tourism
.
establishing
a
stronger
analytical
and
resource
base
within
the
Department
of
Arts,
Sport
and
Tourism,
to
monitor,
influence
and
shape
developments,
in
conjunction
with
the
Tourism
State
Agencies,
across
the
wider
arena
of
Government
policy
that
significantly
affects
tourism.
Lead Role
Government/ Department
of
Arts,
Sport
and
Tourism
Immediate
and
ongoing
The
Report
of
the
Tourism
Policy
Review
Group
was
well
received
by
Government
and
was
launched
publicly
by
the
Minister
for
Arts,
Sport
and
Tourism
on
30
September
2003.
The
Government
agreed
that
individual
Departments
should
engage
in
consultations
on
the
actions
recommended
by
the
Review
Group
that
have
implications
for
them.
The
Minister
for
Arts,
Sport
and
Tourism
appointed
a
high-
level
Group
in
January
2004
to
oversee
the
implementation
of
the
first
two-
year
Tourism
Action
Plan.
The
Tourism
Division
of
the
Department
has
been
re-structured
with
the
establishment
and
resourcing
of
a
new
Impact
Assessment
Unit
which
is
providing
the
secretariat
to
the
Implementation
Group
with
the
support
of
the
Tourism
State
Agencies
and
the
Irish
Tourist
Industry
Confederation
(ITIC).
The
Department
of
Arts,
Sport
and
Tourism
is
using
the
Implementation
Group
consultation
process,
together
with
its
own
membership
of
inter-
Departmental
Working
Groups
and
consultative
fora,
as
a
mechanism
for
more
effective
interaction
with
other
Departments
whose
policies
impact
on
tourism.
This
process
has
started
well
with
a
particularly
productive
dialogue
developing
with
the
Departments
of
Transport
and
Finance
during
the
first
six
months
of
the
Plan.
The
Department
of
Arts,
Sport
and
Tourism
has
also
made
a
number
of
contributions
to
draft
submissions
to
Government
on
issues
that
impact
on
tourism
(e. g.
White
Paper
on
Regulation,
insurance
reform,
waste
management,
housing
guidelines,
the
transport
reform
agenda)
with
a
view
to
influencing
the
wider
agenda
in
favour
of
tourism
development.
It
has
also
been
A p p e n d i x C
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32
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34
agreed
that
the
Department
of
Arts,
Sport
and
Tourism
will
attend
and
participate
at
future
meetings
of
the
National
Competitiveness
Council.
Following
submissions
by
the
Department
and
the
tourism
industry,
the
Enterprise
Strategy
Group,
in
its
report
"Ahead
of
the
Curve",
published
in
July
2004,
confirmed
tourism
as
a
sector
of
enterprise
of
specific
opportunity
for
Ireland
and
endorsed
the
new
tourism
strategy
as
recommended
in
the
Report
of
the
Tourism
Policy
Review
Group.
In
a
further
initiative
to
heighten
awareness
of
the
importance
of
Irish
tourism,
the
Department
agreed
to
undergo
a
written
and
oral
review
process
by
the
OECD
Tourism
Committee
of
Ireland's
tourism
policy,
in
June
2004.
The
Committee
endorsed
the
new
strategy
for
tourism
development
set
out
in
the
Report
of
the
Tourism
Policy
Review
Group.
It
regarded
the
efforts
to
promote
and
support
the
provision
of
a
"tourism
experience"
that
exceeds
customer
expectations
as
"an
exemplary
approach"
to
rejuvenate
Irish
tourism
business
models.
The
Committee
urged
Ireland
to
keep
up
its
efforts
for
the
recovery
of
competitiveness,
continue
to
recognise
the
importance
of
human
resources
development,
training
and
education
in
acquiring
competitive
edge,
increase
research
work
on
tourism
economics
and
further
support
the
building
of
networks/ clusters.
1.2
Competition
:
Strongly
support
competition,
or
pro-competition
regulation
where
market
competition
does
not
operate,
in
the
case
of
both
private
and
public
sector
activities
that
affect
tourism
-
including
the
hospitality
sector,
access
transport
carriers
and
infrastructure
(ports
and
airports)
and
internal
transport
services.
Lead Role
Department
of
Arts,
Sport
and
Tourism/ Tourism
Industry
Representative
Bodies
Immediate
and
ongoing
The
Department
of
Arts,
Sport
and
Tourism
has
been
strongly
supporting
Government
measures
to
introduce
a
greater
level
of
competition
in
the
provision
of
private
and
public
services,
in
particular
in
the
case
of
those
that
impact
on
tourism.
Specific
areas
include
the
insurance
reform
agenda
which
seeks
to
lower
premiums
and
the
transport
reform
agenda
which
is
designed
to
bring
about
more
competition
in
the
provision
of
airport
infrastructure,
air
services,
internal
transport
services
and
taxis.
33
33
Page 34
35
1.3
Inflation
:
Take
resolute
action
to
maintain
recent
progress
to
bring
inflation
and
tourism
prices
down
to
the
eurozone
average
and
below
through . the full implementation
by
all
the
social
partners
of
the
provisions
relating
to
pay,
productivity
and
the
facilitation
of
change
in
the
workplace
contained
in
the
Social
Partnership
Agreement
2003-
2005
–-
Sustaining
Progress,
as
well
as
the
Agreement's
anti-
inflation
initiative
.
Government
commitment
to
an
inflation
target
benchmarked
to
the
eurozone
average
rate
.
maintaining
any
increases
in
charges
for
Government
services
below
the
general
rate
of
inflation
.
avoiding
further
increases
in
excise
duties
and
VAT
in
Budget
2004.
Lead
Role
Government/ Department
of
Finance
Immediate
and
ongoing
There
has
been
a
significant
improvement
in
Ireland's
overall
inflation
rate.
Averaging
3.5%
in
2003,
the
annual
inflation
rate
fell
to
1.3%
in
March
2004– the
lowest
level
since
the
beginning
of
monetary
union– before
rising
again
over
the
following
four
months
to
reach
2.7%
in
July
2004.
The
annual
rate
of
inflation
for
Services
was
4%
in
July
2004.
Ireland's
inflation
rate,
which
was
at
the
top
of
the
eurozone
league
in
2003,
is
now
only
slightly
above
the
eurozone
average.
While
the
reduction
in
the
inflation
rate
is
to
be
welcomed,
the
overall
level
of
prices
and
costs
in
Ireland
remains
high
as
evidenced
in
many
international
surveys
and
statistics.
In
2003,
Ireland's
labour
competitiveness
position
worsened
as
wages
and
salaries
per
head
increased
by
5.1%
compared
with
2.6%
in
the
eurozone
area.
Prices
for
certain
Government
and
Local
Government
services
have
also
increased
well
ahead
of
general
inflation
rates.
This
continues
to
highlight
the
need
to
moderate
costs
and
prices
in
order
to
address
concerns
relating
to
competitiveness
and
value
for
money
for
tourism
services.
The
Anti-Inflation
Initiative
Group
is
co-
ordinating
activities
in
line
with
the
"Sustaining
Progress"
commitment,
on
public
sector
modernisation
and
expenditure
controls,
increasing
competition,
support
for
small
businesses,
fiscal
and
budgetary
policy
and
consumer
price
awareness.
The
Group
submitted
its
first
formal
report
to
Government
in
November
2003.
Recent
action
on
foot
of
the
report
includes
the
major
Government-funded
campaign–
"Price
Awareness
Pays"–
overseen
by
the
Office
of
the
Director
of
Consumer
Affairs.
There
were
limited
changes
to
indirect
taxes
in
Budget
2004
and
systems
are
in
place,
as
set
out
below,
to
ensure
that
tourism
concerns
are
taken
into
account
in
the
budgetary
process.
34
34
Page 35
36
1.4
Taxation:
While
company
and
personal
taxation
rates
in
Ireland
are
generally
competitive
and
the
narrow
base
of
taxation
in
Ireland
and
EU
State
Aid
Rules
constrain
Government
action
in
this
area,
nevertheless,
within
that
framework
a
number
of
actions
should
be
taken . promote
reinvestment
in
maintaining
the
capital
stock
in
Irish
tourism
at
high
standards
through
use
of
the
accelerated
write-
offs
already
available
for
plant
and
machinery
.
establish
and
publish
annually
information
on
investment
in
tourism
facilities
undertaken
with
the
aid
of
capital
allowances
and
other
tax
reliefs
in
order
to
monitor
and
assess
investment
in
maintaining
the
quality
of
Ireland's
tourism
stock
.
bring
indirect
taxation
levels
on
key
tourism-related
consumables
down
to
average
eurozone
levels
–
focussing
initially
on
the
high
excise
duties
on
wine.
Lead Role
Fáilte
Ireland/ Revenue
Commissioners/ Tourism
Industry
Representative
Bodies/ Department
of
Finance
Immediate
and
ongoing
First
Investment
Report
published
in
2004
From
Budget
2004
and
ongoing
The
tourism
accommodation
sector
has
benefited
in
the
past
from
generous
tax
incentives,
in
particular
favourable
treatment
in
respect
of
capital
allowances.
The
7-
year
capital
allowance
regime
for
investment
in
hotel
projects
as
well
as
a
number
of
other
property-
based
reliefs
were
ended
as
a
result
of
Budget
2003,
as
part
of
the
policy
of
widening
the
tax
base
while
keeping
direct
tax
rates
low.
In
response
to
concerns
expressed
by
the
industry,
generous
transitional
arrangements,
for
the
relief
to
apply
in
full,
have
been
put
in
place
for
certain
projects
in
the
course
of
development
provided
expenditure
is
completed
by
end
July
2006.
Thereafter
the
annual
write-off
for
hotels
will
be
4%
per
annum
for
25
years– in
line
with
that
for
industrial
buildings. Under
general
taxation
rules,
expenditure
that
qualifies
as
current
expenditure
is
tax
deductible
in
the
current
year,
whereas
plant
and
machinery
qualifies
for
8
year
capital
allowances.
Much
expenditure
in
existing
premises
should
be
able
to
qualify
under
these
categories.
The
tourism
industry
associations
will
be
meeting
the
Revenue
Commissioners
to
clarify
the
position
in
relation
to
various
expenditure
items.
The
Minister
for
Finance
announced
in
May
2004
that
revenue
tax
returns
would
be
amended
to
allow
for
the
collection
of
certain
data
in
respect
of
the
tax
foregone
under
particular
schemes– the
information
to
be
available
in
2006.
Fáilte
Ireland
has
commissioned
consultants
to
report,
in
the
autumn,
on
investment
data
in
tourism
facilities.
The
Irish
Tourist
Industry
Confederation
(ITIC),
the
Irish
Hotels
Federation
(IHF)
and
the
Irish
Tour
Operators
Association
(ITOA)
have
commissioned
consultants
to
examine
the
case
for
a
range
of
tax-related
issues.
These
include
a
reduction
in
VAT
rates
on
tourism
services
and
allowing
the
refund
of
VAT
on
corporate
hotel
and
restaurant
expenses
in
order
to
promote
business
and
conference
tourism
and
improve
our
competitive
position
with
other
European
countries
in
this
important
market
niche.
There
were
limited
changes
to
indirect
taxes
in
Budget
2004.
Systems
have
been
put
in
place
to
ensure
that
tourism
concerns
are
taken
into
account
in
the
budgetary
process
through
the
Tax
Strategy
Group
and
in
bilateral
consultations
with
officials
in
the
Department
of
Finance.
There
was
no
increase
in
VAT
or
excise
duties
on
alcohol
in
Budget
2004.
35
35
Page 36
37
The
Department
of
Finance
has
pointed
out
that
there
has
been
no
increase
in
excise
duties
on
wine
or
beer
since
1994
and,
as
a
flat
rate
tax,
its
real
value
has
declined
significantly
as
a
percentage
of
sales
prices
in
recent
years.
The
absence
of
tax
increases
on
alcohol
in
Budget
2004and
the
increased
awareness
on
the
part
of
the
Department
of
Finance
of
the
potential
adverse
impact
on
tourism
of
any
upward
adjustment
in
such
rates
is
welcomed
by
the
Implementation
Group.
However,
there
is
still
concern,
in
the
tourism
sector,
about
the
high
levels
of
taxation
on
the
cost
of
eating
out
and
drink
prices
in
Ireland
compared
with
other
European
countries.
Ireland
has
the
highest
rate
of
excise
duty
on
wine
and
virtually
the
highest
rate
on
spirits
among
the
original
15
EU
Member
States.
1.5
Insurance :
Address
the
factors
generating
the
high
absolute
levels
of,
and
high
rates
of
increase
in,
insurance
costs
for
tourism
enterprises
through
.
the
acceleration
of
the
Government's
Insurance
Reform
Programme,
in
particular
the
establishment
of
the
Personal
Injuries
Assessment
Board
on
a
statutory
basis
.
the
consideration
of
the
particular
impact
on
tourism
of
insurance
increases
in
the
analysis/ report
on
the
insurance
sector
being
prepared
at
present
by
the
Competition
Authority
.
the
consideration
of
the
scope
for
co-operative
action
by
the
tourism
industry
in
areas
such
as
the
management
of
claims,
health
and
safety
measures
and
self-insurance.
Lead Role
Department
of
Enterprise,
Trade
and
Employment/ Competition
Authority/
Tourism
Industry
Representative
Bodies
Reduction
in
insurance
charges
levied
from
2004
By
end
2003
Immediate
Good
progress
is
being
made
in
implementing
the
Government's
Insurance
Reform
Programme
and
there
has
already
been
some
downward
movement
in
motor
insurance
premia
in
the
order
of
10%
to
15%,
with
more
reductions
in
the
pipeline.
Tourism
industry
groups
are
also
reporting
evidence
of
reductions
in
insurance
premia
for
employer's
liability
and
public
liability
insurance. In June 2004,
the
Personal
Injuries
Assessment
Board
(PIAB),
which
has
been
established
on
a
statutory
basis,
began
to
deal
with
employer
liability
cases.
From
the
end
of
July,
all
personal
injury
claims
(including
those
arising
from
public
liability
and
motor
accidents)
must
be
referred
to
PIAB
before
legal
proceedings
are
initiated.
The
Civil
Liability
and
Courts
legislation,
enacted
at
the
end
of
July
2004,
has
been
designed
to
reduce
the
time
taken
and
the
costs
involved
in
personal
injuries
cases.
It
should
lead
to
a
clamp
down
on
fraudulent
claims
and
result
in
an
easing
of
the
insurance
burden
on
the
business
sector. The Competition
Authority
published
a
preliminary
report
and
consultation
document
on
competition
issues
in
the
non-life
insurance
market
in
February
2004.
A
final
report
containing
recommendations
resulting
from
its
findings
will
be
published
later.
36
36
Page 37
38
The
Fáilte
Ireland/ Irish
Hotels
Federation/ Marsh
Initiative
has
been
underway
since
October
2003
with
a
view
to
identifying
the
scope
for
reduced
premia
through
group
business
and
greater
pooled
information
on
claims
experience.
A
number
of
other
industry
representative
groups
are
taking
their
own
initiatives
and
actions
to
address
the
high
cost
of
insurance.
1.6
Infrastructure :
Accelerate
the
completion
of
key
elements
of
tourism
related
infrastructure
including
.
National
Conference
Centre
(Strategic
Success
Driver
5
also
refers) . National
Sports
Stadium
(Strategic
Success
Driver
5
also
refers)
.
National
Roads
Programme,
in
particular
the
early
completion
of
the
Dublin
M50
orbital
route
and
the
route
network
around
international
air
and
sea
access
points
and
routes/ centres
of
high
tourism
demand
(e. g.
Kerry,
Connemara
and
the
mid-
West)
including
regional
and
inter-regional
access
to
Shannon
Airport
(Strategic
Success
Driver
3
also
refers)
.
National
and
Regional
Road
Signposting
Programmes
(Strategic
Success
Driver
3
also
refers).
Lead Role
Department
of
Arts,
Sport
and
Tourism/ Department
of
Transport/ Department
of
Environment,
Heritage
and
Local
Government
See
later
Actions
for
details
Details
of
progress
in
implementing
the
key
elements
of
tourism-related
infrastructure
are
set
out
later
in
this
Appendix.
1.7
Regional
Infrastructural
Priorities:
Update
the
audit
of
the
tourism-
related
infrastructural
needs
of
each
of
the
regional
tourism
authority
areas
and
prioritise
the
key
actions
required
to
bridge
the
gaps
for
submission
to
the
relevant
Department/ agency.
Lead
Role
Regional
Tourism
Authorities/
Fáilte
Ireland
Immediate
and
ongoing
The
Regional
Tourism
Authorities
have
been
asked
to
undertake
an
audit
of
tourist
related
infrastructure
needs,
in
particular
in
the
roads
and
signposting
areas,
in
order
to
help
prioritise
key
actions
needed.
These
will
be
available
as
an
input
to
infrastructural
expenditure
planning
for
2005.
37
37
Page 38
39
1.8
Tourism
State
Agencies
–
Business
Plans:
In
order
to
facilitate
investment
in
tourism
and
tourism
related
bodies
from
a
number
of
sources
in
the
private
and
public
sectors,
Fáilte
Ireland
and
Tourism
Ireland
to
prepare
and
publish
annually
business
development
plans
which
establish
key
targets
of
performance
in
the
development,
promotion
and
marketing
of
tourism
at
national
and
regional
levels
within
a
clear
policy
framework
articulated
by
the
Department
of
Arts,
Sport
and
Tourism
and
set
out
in
the
plans.
Lead Role
Fáilte
Ireland/ Tourism
Ireland
/Department
of
Arts,
Sport
and
Tourism
For
2004
and
ongoing
In
December
2003,
Tourism
Ireland,
following
extensive
consultation
with
industry
interests,
published
its
Marketing
Strategy
for
2004-2006,
together
with
detailed
marketing
operational
plans
for
2004.
These
plans
included
performance
targets
for
visitor
numbers
and
promotable
visitors
to
the
island
of
Ireland
for
the
next
three
years.
In
July
2004,
Tourism
Ireland
submitted
its
draft
2005-2007
Corporate
Plan
to
its
sponsor
Government
Departments,
North
and
South,
which
takes
into
account
the
appropriate
recommendations
in
the
Report
of
the
Tourism
Policy
Review
Group.
The
Corporate
Plan
will
be
finalised
later
this
year
and
will
include
objectives,
targets
and
resource
requirements
for
the
period
2005-
2007.
Details
of
Fáilte
Ireland's
Operational
Plan
for
2004
were
published
in
December
2003
and
included
an
outline
of
its
programmes
in
the
marketing,
training,
enterprise
development,
product
development
and
research
areas.
Fáilte
Ireland's
Corporate
Strategy
for
2005
to
2008
is
being
prepared,
in
consultation
with
industry
interests
and
taking
into
account
the
new
policy
agenda
set
out
in
the
Tourism
Review.
It
is
expected
to
be
completed
in
the
Autumn.
Regional
Tourism
Strategies
are
also
under
preparation
for
the
same
period.
1.9
Proposed
Smoking
Ban
in
the
Workplace:
While
supporting
action
to
reduce
the
adverse
impact
on
public
health
of
smoking
in
the
workplace
and
in
the
light
of
the
overall
assessment
by
Tourism
Ireland
that
the
proposed
ban
will
not
have
a
dramatic
effect
on
visitor
numbers,
discussions
should
continue
between
the
Department
of
Health
and
Children
and
the
tourism
sector
on
the
detailed
arrangements
for
the
introduction
of
the
new
measures
to
help
minimise
any
adverse
impact
on
the
sector.
Lead Role
Department
of
Health
and
Children/ Tourism
Industry
Representative
Bodies
Immediate
The
health-related
tobacco
smoking
ban
in
the
workplace
came
into
effect
in
March
2004
and
has
been
well
received
by
the
public,
with
virtually
100%
compliance.
Following
concerns
expressed
by
tourism
accommodation
providers,
the
Minister
for
Health
and
Children
published
the
Tobacco
Smoking
(Prohibition)
(Amendment)
(No. 2)
Regulations
which
exempted,
from
the
ban,
bedrooms
in
tourism
accommodation
registered
under
the
Tourist
Traffic
Acts.
The
impact
of
the
smoking
ban
on
the
tourism
sector
is
being
monitored
by
the
Tourism
State
Agencies.
38
38
Page 39
40
Strategic
Success
Driver
2
Competitiveness
and
Value
for
Money
Objective
To
address
the
deterioration
in
the
competitiveness
of
Irish
tourism
in
recent
years
Rationale
The
competitiveness
of
Irish
tourism
is
a
function
of
the
total
visitor
experience
relative
to
other
locations.
Restoring
competitiveness
is
a
major
challenge
for
Irish
tourism.
It
is
not
just
a
pricing
issue,
it
is
about
wider
value
for
money.
It
encompasses
the
experience
for
customers
from
the
initial
point
of
contact
with
Ireland
as
a
potential
tourist
destination,
through
the
transport
services
used
in
getting
to
and
from
Ireland,
travel
experience
within
the
country,
the
price
and
quality
of
products
and
services,
and
a
host
of
intangible
factors
that
influence
the
perception
of
customers
of
the
Irish
tourist
product.
Accordingly,
the
competitiveness
of
Irish
tourism
is
influenced
by
the
full
range
of
factors
and
actions
set
out
in
this
Chapter.
There
is,
however,
a
need
to
focus
on
a
number
of
issues
in
this
section
that
have
a
more
direct
impact
on
competitiveness. Actions Milestones/
Timeframe
Update
(mid
2004)
on
Actions
Recommended
2.1
Tourism
Industry
to
Acknowledge
Primary
Responsibility
for
Restoring
Competitiveness:
The
Irish
tourism
industry
should
acknowledge
through
its
representative
bodies
and
through
individual
enterprises
that
.
in
recent
years
it
has
lost
competitiveness
and
that
a
high
and
increasing
proportion
of
customers
have
expressed
concerns
about
value
for
money
.
primary
responsibility
for
restoring
competitiveness
and
better
value
for
money
rests
with
the
industry
itself.
Lead Role
Tourism
Industry
Representative
Bodies
and
tourism
enterprises
Immediate
and
ongoing
The
Report
of
the
Tourism
Policy
Review
Group
highlighted
the
growing
and
significant
number
of
overseas
visitors
who
have
expressed
dissatisfaction
with
the
value
for
money
of
the
Irish
Tourism
experience.
Indeed
the
situation
has
deteriorated
even
further
since
then
–
the
latest
Fáilte
Ireland
visitor
attitudes
survey
found
that
62%
of
those
surveyed
in
2003
considered
that
Ireland
did
not
provide
good
value
for
money.
Given
the
dependence
of
certain
segments
of
the
industry
on
domestic
business,
it
is
equally
important
to
combat
Irish
perceptions
of
declining
value
for
money,
given
the
variety
of
alternative
holiday
options
available
internationally. The Irish Tourist Industry Confederation
(ITIC)
has
informed
the
Implementation
Group
that
it
does
not
accept
that
the
tourism
industry
has
primary
responsibility
for
restoring
competitiveness
as
it
argues
that
most
of
the
influencing
factors
are
outside
its
control.
Through
its
representation
on
Social
Partnership,
ITIC
will
continue
to
raise
awareness
of
the
importance
of
industry
costs
on
the
sector's
competitiveness.
Through
its
own
direct
marketing
activity
and
cooperative
joint
promotion
programmes
with
Fáilte
Ireland
and
Tourism
Ireland,
the
industry
publishes
tactical
promotional
offers
from
air
and
sea
carriers,
accommodation
providers,
tour
operators
and
other
product
segments.
Many
discounted
special
offers
are
available,
particularly
this
year.
The
Restaurants'
Association
of
Ireland
(RAI)
and
the
Irish
Hotels
Federation
(IHF),
with
the
support
of
Fáilte
Ireland,
re-
launched
the
value
menu
initiative
in
August
2004.
The
pricing
levels
for
2004/ 5
are
more
flexible
with
a
new
value
menu
for
wines
supported
by
the
wine
trade.
A
full
colour
booklet
with
a
39
39
Page 40
41
print
run
of
over
half
a
million
copies,
listing
the
participating
establishments
and
the
associated
offers
was
published
and
received
wide
distribution
through
the
print
media
in
August
2004. The
Irish
Tour
Operators
Association
(ITOA),
through
its
Winter
Value
Breaks
Programme
in
2003/ 4,
offered
a
go
as
you
please
programme
featuring
over
100
hotels
and
4
car
rental
companies.
The
packages
included
up
to
40%
reductions
on
normal
prices
for
the
period.
This
programme
will
be
extended
in
2004/ 5
to
include
B& B
accommodation
providers.
2.2
Government
Action
on
Inflation:
The
Government
should
resolutely
implement
the
package
of
anti-inflation
actions
identified
in
Strategic
Success
Driver
1.
Lead
Role
Government/ Department
of
Finance
Immediate
and
ongoing
Details
of
actions
to
combat
inflation
have
already
been
set
out
earlier
in
this
Appendix.
2.3
Benchmark
the
Competition:
The
price
and
product
offerings
against
which
Irish
tourism
competes
should
be
identified
each
year
and
the
information
widely
distributed
within
the
industry.
Lead Role
Tourism
Industry
Representative
Bodies/ Fáilte
Ireland/
Tourism
Ireland
For
2004
and
ongoing
Tourism
Ireland
benchmarks
interest
in
visiting
Ireland
using
Brand
Tracking
research
in
the
10
largest
source
markets
each
May/
June.
The
top-line
results
of
the
2003
research
were
included
in
Tourism
Ireland's
Marketing
Strategy
for
2004-2006.
Fáilte
Ireland
and
Tourism
Ireland
have
price
and
product
offering
benchmarking
studies
underway.
The
two
studies
intertwine
and
will
deliver
price
comparisons
between
Ireland
and
its
competitor
markets
at
a
general
level
(food
and
drink,
restaurants
and
hotels,
alcohol
and
transport)
and
at
specific
level
–
e. g.
hotels,
car
hire,
golf
and
visitor
attractions.
These
studies
are
well
advanced
and
will
be
finalised
by
Autumn
2004
and
the
results
communicated
to
the
industry.
Future
focus
will
be
on
in-depth
sector
studies
(angling,
golf,
cruising,
walking,
equestrian
etc.);
2004
studies
will
be
carried
out
during
the
peak
season
and
will
be
reported
on
in
November
2004.
IHF
is
working
with
Fáilte
Ireland
on
their
Best
Practice
programme
module,
which
includes
benchmarking
exercises
in
award
winning
hotels
in
Germany
and
Spain.
The
Coach
Tourism
Council
has
commissioned
a
benchmarking
study
of
comparable
charges
with
the
French
Coach
Tourism
Sector
–
the
report
is
now
being
completed.
The
RAI
has
recently
commissioned
consultants
to
carry
out
research
that
will
benchmark
the
restaurant
business.
As
mentioned
earlier
in
this
Appendix,
ITOA
has
engaged
consultants
to
prepare
a
report
on
the
impact
of
VAT
on
prices
40
40
Page 41
42
and
competition.
Included
in
the
consultants'
report
will
be
an
exercise
on
benchmarking
the
inbound
Tour
Operators'
sector
with
a
view
to
providing
quality
comparative
financial
and
management
information
for
members
to
judge
their
own
performance.
2.4
New
Management
Development
Capability
Programme:
Fáilte
Ireland
should
develop
and
introduce
a
programme
on
management
development
capability
for
the
industry
similar
to
that
which
Enterprise
Ireland
has
developed
for
Irish-owned
industry
and
internationally-traded
services
(non-tourist).
The
objective
of
the
programme
will
be
to
enhance
the
capability
of
industry
to
manage
more
effectively
the
major
changes
now
affecting
it,
and
those
in
prospect,
to
increase
productivity
and
standards
and
to
restore
competitiveness. Lead Role Fáilte Ireland
Early
2004
and
ongoing
Fáilte
Ireland
has
informed
the
Implementation
Group
that
there
has
been
a
fundamental
shift
in
its
training
policy
towards
Capability
Development
Programming.
Fáilte
Ireland
has
met
with
Enterprise
Ireland
officials;
assessed
its
programme
in
May
2004
and
set
up
a
Human
Resource
Development
Steering
Group,
chaired
by
Dr.
Frank
Roche,
in
June
2004.
Fáilte
Ireland's
new
programme,
with
initial
focus
on
the
hotel
sector,
is
in
development– for
launch
later
in
2004.
The
programme
will
have
a
high
e-learning
content,
and
will
include
a
business
mentoring
dimension
as
a
final
link
into
the
application
and
practice
of
skills
developed
during
the
programme.
2.5
Customer
Relations
Management:
Fáilte
Ireland
should
develop
and
introduce
a
programme
to
improve
the
standards
of
the
tourism
industry
in
customer
relations
management
(CRM),
making
particular
use
of
the
potential
which
modern
information
and
communication
technologies
provide
to
enterprises
for
this
purpose,
including
the
sharing
of
information
for
mutual
benefit
between
enterprises
offering
products
and
services
that
are
complementary.
(Strategic
Success
Drivers
4
and
6
also
refer)
Lead Role
Fáilte
Ireland
in
partnership
with
Tourism
Industry
Representative
Bodies
Early
2004
and
ongoing
Fáilte
Ireland
is
in
the
process
of
developing
an
extranet
facility
for
use
by
the
Irish
tourism
industry.
This
facility
will
allow
different
product
and
service
providers
to
share
mutually
beneficial
information.
It
will
also
have
an
area
that
will
deal
specifically
with
CRM
and
will
allow
each
enterprise
to
benchmark
its
own
performance.
In
addition
it
will
include
recommendations
on
how
to
improve
capabilities
in
these
areas.
2.6
Competition:
Strongly
support
competition,
or
pro-competition
regulation
where
market
competition
does
not
operate,
in
the
case
of
both
private
and
public
sector
activities
that
affect
tourism
–
including
the
hospitality
sector,
access
transport
carriers
and
infrastructure
(ports
and
airports)
and
internal
transport
services.
(Strategic
Success
Driver
1
also
refers)
Lead Role
Department
of
Arts,
Sport
and
Tourism/ Tourism
Industry
Representative
Bodies
Immediate
and
ongoing
Details
of
actions
to
support
competition
have
already
been
set
out
earlier
in
this
Appendix.
41
41
Page 42
43
2.7
Management/
Employee
Partnerships:
In
order
to
enhance
the
scope
to
anticipate
and
introduce
change
in
the
workplace
as
an
inherent
and
ongoing
element
of
work
practice,
management/ employee
partnership
arrangements
to
enhance
performance,
productivity
and
competitiveness
should
be
strongly
encouraged
by
the
Tourism
Industry
Representative
Bodies,
in
consultation
with
Fáilte
Ireland
and
the
National
Centre
for
Partnership
and
Performance
(NCPP).
Lead Role
Tourism
Industry
Representative
Bodies
Immediate
and
ongoing
The
IHF
is
currently
researching
companies
that
have
implemented
these
partnerships
in
the
hotel
sector
or
similar
industries
with
a
view
to
developing
a
model/
template
for
the
industry.
No
further
actions
have
been
reported
under
this
heading.
2.8
Make
High
Standards
the
Competitive
Advantage
of
Irish
Tourism:
Recognising
that
at
its
current
stage
of
development,
Ireland
is
a
high-
wage,
high-productivity
economy,
a
relentless
upgrading
of
standards
within
the
tourism
sector
should
be
promoted
as
a
competitive
response
to
lower
cost
alternatives
in
other
countries.
These
high
standards
should
encompass
product,
(accommodation,
restaurants,
visitor
centres,
activity
products,
natural
and
built
environment),
transport
infrastructure
and
services.
Lead Role
Fáilte
Ireland/ Tourism
Industry
Representative
Bodies
Immediate
and
ongoing
A
new
Tourism
Best
Practice
Initiative
–
Optimus
–
was
developed
by
Fáilte
Ireland
with
Excellence
Ireland
and
launched
in
May
2004.
It
is
a
total
business
excellence
model
–
linked
to
the
European
Foundation
for
Quality
Management
(EFQM)
family
of
awards.
The
initiative
is
currently
being
rolled
out
following
a
pilot
study.
New
classification
proposals
for
hotels
and
other
tourist
accommodation
are
being
drafted
by
Fáilte
Ireland
and
are
being
discussed
with
the
industry.
The
new
classification
system
for
hotels
is
being
progressed
as
outlined
later
in
this
Appendix.
The
question
of
quality
accreditation
for
attractions
and
activities
is
also
being
considered
by
Fáilte
Ireland
and
will
be
decided
later
this
year.
FÁS
is
delivering
a
project
aimed
at
establishing
national
job
training
programmes
for
car
rental
personnel;
a
collaborative
effort
with
Tourism
Ireland
yielding
a
core
promotional
brochure
–
Touring
Ireland
by
Car
–
that
will
be
distributed
at
trade
shows,
overseas
offices,
call
centres
and
local
offices.
The
Irish
Boat
Rental
Association
operates
a
'Code
of
Practice'
to
monitor
standards
and
safety
of
hire
cruising
on
the
Shannon
and
Grand
Canal
in
the
absence
of
any
statutory
regulations. Marketing
English
in
Ireland/ Recognised
English
Language
Schools
Association
(the
language
training
representative
body
MEI/ RELSA)
has
made
a
submission
to
the
Department
of
Education
and
Science
to
formalise
a
regulatory
body
and
ensure
mandatory
licensing
of
language
schools.
42
42
Page 43
44
2.9
Stronger
Role
for
Tourism
Industry
Representative
Bodies:
The
tourism
industry
itself
should
strengthen
the
capability
of
its
representative
bodies
through
a
widening
of
their
functions
and
the
recruitment
or
secondment
from
industry
of
people
with
the
requisite
analytical
and
other
required
expertise
to
promote
and
to
provide
leadership
in
relation
to
competitiveness
throughout
the
industry
and
its
different
segments.
Measures
in
which
industry
representative
bodies
should
take
a
lead
include
.
identifying
and
promoting
competitiveness
enhancing
actions .
facilitating
joint
cooperative
action
between
enterprises
in
areas
such
as
marketing,
training
and
insurance
provision
.
joint
product
development
initiatives
.
the
establishment
of
management
networks
at
local
and
regional
level
.
providing
training
supports
in
productivity
enhancement,
cost
management,
marketing
and
customer
relations
management . benchmarking
performance
of
Irish
tourism
against
developments
in
competitor
countries
.
investing
in
research
and
planning
that
supports
the
development
of
tourism
and
enhances
the
objectivity
and
credibility
of
tourism
representative
bodies
Lead Role
Tourism
Industry
Representative
Bodies
For
2004
The
main
Irish
tourism
industry
representative
body,
the
Irish
Tourist
Industry
Confederation
(ITIC),
has
taken
responsibility
for
coordinating
and
engaging
its
members,
through
the
industry
representative
groups,
in
the
implementation
of
the
Tourism
Action
Plan.
ITIC
has
allocated
resources
and
designated
an
official
to
work
with
the
Implementation
Group
Secretariat.
ITIC
does
not
see
itself
as
delivering
on
specific
recommendations
in
the
Action
Plan
but
acknowledges
that
its
individual
members
will
have
crucial
roles
to
play
in
their
delivery.
In
April,
2004,
IHF
appointed
a
strategy
Manager
to
implement
a
series
of
actions
that
are
in
line
with
the
Report
of
the
Review
Group
including
o
the
establishment
of
the
Dublin
Convention
Bureau
o
the
Hibernia
College
on
line
Masters
in
Hospitality
Management,
and
o
the
IHF
Branch
Marketing
initiatives.
ITIC
has
developed
an
extensive
research
programme
for
2004
including
proposed
studies
on
tourism
industry
performance,
industry
spend
in
overseas
markets,
future
product
development
needs
and
incentives,
the
harmonisation
of
indirect
taxation
and
the
regional
distribution
of
promotable
visitors.
2.10
Training:
Develop
specific
training
supports
to
enhance
the
industry's
capability
in
cost
management.
Lead Role
Fáilte
Ireland/ Tourism
Industry
Representative
Bodies
Early
2004
and
ongoing
Fáilte
Ireland
have
commissioned
Horwath
Bastow
Charleton
to
develop
a
two-
day
cost
management
training
programme,
for
completion
in
summer
2004.
The
programme
will
be
rolled
out
with
industry
bodies
on
a
cost
recovery
basis
-
the
initial
focus
will
be
on
hotels
and
restaurants.
A
working
collaboration
has
been
developed
with
the
Association
of
Certified
Chartered
Accountants
(ACCA)
–
a
leading
professional
accountancy
body
–
with
a
view
to
offering
43
43
Page 44
45
the
Diploma
in
Financial
Management
to
a
group
of
managers
in
the
tourism
sector
in
September
2004.
44
44
Page 45
46
Strategic
Success
Driver
3
Access
Transport
(External)
Objective
To
ensure
that
the
price,
quality,
frequency
and
route
access
of
air
and
sea
transport
to
and
from
Ireland
are
at
least
as
good
as
that
available
to
potential
visitors
of
alternative
tourist
locations
Rationale
Competitive
and
convenient
air
and
sea
access
is
a
crucial
determinant
of
international
demand
for
a
tourist
destination
and,
especially,
in
the
case
of
Ireland
–
as
an
island
destination.
Actions
Milestones/ Timeframe
Update
(mid
2004)
on
Actions
Recommended
3.1
Ireland-
US
Bilateral
Air
Agreement:
.
Renegotiate
the
Ireland-US
Bilateral
Air
Agreement,
in
advance
of
an
EU-US
Aviation
Agreement,
in
order
to
remove
the
US
gateways
constraint
and
maximise
the
benefits
to
Ireland
from
additional
air
services
and
enhanced
visitor
flows.
.
Establish
a
high-level
Task
Force
to
advise
on
the
issues
involved,
from
the
perspective
of
tourism,
general
business
investment,
the
airline
industry,
the
airport
authorities
and
regional
development
including
enhanced
promotional
and
regional
and
inter-regional
access
requirements
.
Lead Role
Department
of
Transport
Immediate Immediate
The
Tourism
Review
Group
identified
as
one
of
its
key
recommendations
the
early
re-negotiation
of
the
Ireland– US
Bilateral
Air
Agreement
in
order
to
open
up
new
air
services
from
the
US.
The
importance
of
this
recommendation
to
the
future
development
of
Irish
Tourism
has
been
stressed
by
many
of
the
key
tourism
interests,
including
Aer
Lingus,
who
made
submissions
to
the
Implementation
Group.
The
Implementation
Group
understands
from
the
Department
of
Transport
that
initial
bilateral
discussions
between
Irish
and
US
transport
officials
took
place
in
May
2004.
The
outline
of
a
possible
draft
agreement
had
emerged
under
which
there
would
be
a
gradual
opening
up
of
new
US
gateways
in
response
to
a
phased
easing
of
the
existing
Shannon
stop
requirements.
It
was
expected
that
these
negotiations
could
have
been
brought
to
a
conclusion
in
the
event
of
a
successful
outcome
to
the
broader
EU-US
Open
Skies
Agreement
negotiations.
In
spite
of
extensive
efforts
during
the
Irish
EU
Presidency
to
bring
about
such
an
agreement,
the
June
EU
Transport
Council
concluded
that
the
draft
first
phase
of
an
Aviation
Agreement
between
the
EU
and
the
US
was
weighted
too
much
in
favour
of
the
US
side
and
was
not
acceptable.
Additional
efforts
by
the
European
Commission
to
improve
the
balance
of
the
deal
in
the
time
between
the
Transport
Council
and
the
EU-
US
Summit
in
June
were
unsuccessful.
Further
substantive
negotiations
between
the
EU
and
the
US
are
now
unlikely
to
take
place
until
early
in
2005.
The
Department
of
Transport
has
indicated
that
it
is
aware
of
the
importance
of
this
issue
and
notwithstanding
the
current
EU-
US
position,
would
wish
to
see
adjustments
made
to
the
Ireland-
US
Bilateral
Air
Agreement
which
would
secure
additional
routes
for
Aer
Lingus
on
the
North
Atlantic,
provided
acceptable
arrangements
for
Shannon
were
also
secured.
Contacts
are
being
maintained
between
Irish
and
US
officials
on
the
issue.
45
45
Page 46
47
3.2
Dublin
Airport
Terminal
Facilities :
Facilitate
additional,
competitive,
fast
turnaround
terminal
facilities
at
Dublin
Airport
to
help
develop
additional
air
services,
particularly
from
Mainland
Europe.
Lead Role
Department
of
Transport
Decision
in
principle
on
provision
of
terminal
by
end
2003
The
importance
of
securing
additional
competitive
fast
turnaround
terminal
facilities
at
Dublin
Airport
has
been
highlighted
in
submissions
to
the
implementation
group
by
the
main
Irish
air
carriers.
Passenger
traffic
is
expected
to
grow
at
Dublin
Airport
from
16
million
passengers
in
2003
to
30
million
by
2020.
New
infrastructure
capacity
and
facilities,
both
airside
and
landside,
will
be
needed
to
cater
for
this
growth,
including
further
terminal
capacity.
The
Implementation
Group
understands
from
the
Department
of
Transport
that,
following
the
enactment
in
July
of
the
State
Airports
Bill,
an
immediate
priority
for
the
new
Dublin
Airport
Authority
to
be
appointed,
will
be
to
urgently
address
current
and
emerging
capacity
deficits
at
the
airport.
This
will
include
a
review
of
the
earlier
Pier
D
proposal
to
consider
how
to
provide
additional
contact
stands
at
the
airport
in
the
short-term
on
a
value
for
money
basis.
Meanwhile
the
Department
of
Transport
is
finalising
its
position
in
relation
to
the
concept
of
a
second
independent
terminal
at
the
airport,
having
regard
to
the
need
to
maintain
the
operational
integrity
of
the
airport
and
the
potential
benefits
of
competition.
The
intention
is
to
present
recommendations
to
the
Government
in
September.
3.3
Dublin
Airport
Visitor
Reception
Facilities :
Implement
a
series
of
actions
to
improve
visitor
reception
facilities
at
Dublin
Airport
including
baggage
handling,
information
and
general
facilities
in
arrivals/ departures
areas.
Lead Role
Aer
Rianta/ Dublin
Airport
Authority
By
start
of
2004
season
Aer
Rianta
has
reported
that
actions
taken
to
enhance
visitor
facilities
at
Dublin
Airport,
over
the
past
two
years,
include
the
establishment
of
a
Passenger
Services
Council
which
has
just
completed
a
Passenger
Charter;
detailed
service
level
agreements
with
airlines
and
ground
service
providers;
the
appointment
of
a
senior
manager
to
co-ordinate
customer
service
initiatives
and
the
recruitment
of
up
to
ninety
staff
to
provide
additional
support
at
the
security
screening
areas.
A
volunteer
taskforce,
largely
comprising
office
staff,
has
been
established
to
provide
additional
passenger
service
support
at
weekends
and
at
other
peak
periods
during
the
summer
travel
period.
3.4
Additional
Air-
Routes:
Actively
pursue
the
best
prospects
for
additional
route
access
into
Ireland
from
Mainland
Europe
and
Britain
with
airport
authorities
and
air
carriers,
including
low
fare
airlines
that
demonstrate
an
ability
to
develop
and
sustain
new
routes
and
carry
significantly
increased
numbers
of
visitors.
(Strategic
Success
Driver
6
also
refers) Lead Role Tourism
Ireland
in
conjunction
with
airlines
and
airport
authorities
Immediate
and
ongoing
and
for
inclusion
in
operational
plans
of
Tourism
State
Agencies
and
Airport
Authorities
for
2004
and
subsequently
Tourism
Ireland
has
established
an
internal
Access
Development
Group
and
has
created
a
Departmental
Head
post
with
responsibility
for
Access
Development.
Tourism
Ireland
agreed
organisational
access
objectives
for
2004,
developed
a
policy
for
co-funded
marketing
and
allocated
a
€1m
marketing
fund
to
co-fund
the
successful
launch
programme
of
new
routes
that
correspond
to
strategic
priorities.
The
new
routes
that
received
co-operative
marketing
funding
and
the
routes
that
received
fundin
g
as
a
result
of
additional
capacity
are
working
46
46
Page 47
48
Role
authorities
well.
Seat
capacity
in
summer
2004
has
increased
over
last
year
by
5.5%
in
the
case
of
Britain,
17%
in
the
case
of
Mainland
Europe
and
3%
in
the
case
of
North
America.
Funding
has
been
set
aside
for
new
route research and case building consultancy
for
regional
airports.
Tourism
Ireland
has
held meetings
with
airports
in
Ireland
and
Europe
to
outline
the
support programme
for
new
routes
and
to
identify
best
prospects
and
potential
new
routes
or
capacity
expansion
with
Irish,
European and American airlines.
Within
North
America:
o
Marketing
plans
are
in
place
to
support
the
second
year
of
the
US
Airways
service
to
Dublin
and
Shannon
and
options
to
achieve
year
round
service
are
being
pursued. o Advertising,
e-
marketing
and
promotional
activities
are
in
place
with
Continental,
Delta
and
American
Airlines,
to
achieve
levels
of
growth
to
strengthen
the
case
for
additional,
and
in
the
case
of
American
Airlines,
new,
services
to
Ireland.
47
47
Page 48
49
o
A
programme
of
co-operative
advertising,
e-
marketing
and
trade
promotions
is
in
place
to
support
Air
Canada's
direct
seasonal
service
in
an
effort
to
stimulate
the
demand
that
could
sustain
a
year-round
direct
service.
o
Co-operative
marketing
programmes
have
recently
been
put
in
place
to
assist
in
ensuring
the
sustainability
of
expanded
charter
services
to
Dublin/ Shannon
in
2004.
3.5
Regulation
of
Sea
Ports:
Appoint
a
regulator,
similar
to
that
for
aviation,
to
regulate
port
charges
with
a
specific
mandate
to
enhance
facilities,
services,
competitiveness
and
transparency.
Lead Role
Department
of
Communications,
Marine
and
Natural
Resources
Before
end
2003
The
High
Level
Review
of
the
State
Commercial
Ports
recommended
that
a
ports
ombudsman,
rather
than
a
regulator,
should
be
appointed.
The
response
of
the
Minister
for
Communications,
Marine
and
Natural
Resources
to
the
review
of
the
ports
and
outcome
of
the
associated
consultation
process,
should
be
available
later
this
year.
3.6
Visitor
Facilities
at
Seaports:
Develop
a
programme
to
improve
facilities
for
visitors
at
major
seaports
including
information
on
arrival,
improved
reception
facilities,
easier
and
more
attractive
access
through
the
ports.
Lead Role
Port
Authorities
By
start
of
2004
season
The
Implementation
Group
has
been
informed
by
the
Department
of
Communications,
Marine
and
Natural
Resources
that
it
considers
that
there
has
been
significant
investment
in
this
area
in
recent
years,
and
the
facilities
compare
well
with
those
provided
outside
Ireland.
48
48
Page 49
50
Strategic
Success
Driver
3
continued
Access
Transport
(Internal)
Objective
To
ensure
that
tourism
priorities
are
reflected
in
national
infrastructural
development
plans
–
in
order
to
improve
internal
travel
arrangements
and
facilities
for
tourists
Rationale
Direct,
easy
and
affordable
access
to
all
tourism
areas
within
Ireland,
through
improvements
in
roads,
sign-posting,
public
transport
and
domestic
transport
links,
is
essential
if
regionality
targets
are
to
be
achieved.
Management
of
tourism
flows
and
congestion
in
developed
tourist
areas,
especially
in
peak
season,
must
also
be
addressed
in
terms
of
the
impact
on
sustainability.
Actions
Milestones/ Timeframe
Update
(mid
2004)
on
Actions
Recommended
3.7
National
Roads:
Improve
and
upgrade
the
National
Roads
Programme
and,
in
particular,
accelerate
actions
to
achieve
the
early
completion
of
the
Dublin
M50
orbital
route
and
the
route
network
around
international
air
and
sea
access
points
and
routes/ centres
of
high
tourism
demand
(e. g.
Kerry,
Connemara
and
the
mid-
West
including
regional
and
inter-regional
links
to
Shannon
Airport).
(Strategic
Success
Driver
1
also
refers)
Lead Role
Department
of
Transport/ Department
of
Environment,
Heritage
and
Local
Government
Tourism
priorities
reflected
in
the
2004
Roads
Programme
The
National
Development
Plan
provides
for
an
ambitious
investment
programme
in
national
roads,
over
the
period
2000
to
2006
including
upgrading
of
major
inter-urban
routes,
the
completion
of
the
M50
orbital
route
and
better
access
to
and
from
the
main
ports
and
airports.
The
Department
of
Transport
has
informed
the
Implementation
Group
that
it
considers
that
good
progress
is
being
made
in
the
implementation
of
the
National
Roads
Upgrade
Programme
provided
for
in
the
NDP.
Over
the
period
since
2000
a
total
of
41
projects
(277kms)
have
been
completed
including
such
major
projects
as
the
upgrading
of
the
M1
to
Dundalk
(including
a
by-pass
of
Drogheda)
to
motorway
standard,
and
by-
passes
of
Kildare,
Youghal,
Limerick
and
Watergrasshill.
Work
is
underway
on
another
19
projects
(214kms)
including
by-passes
of
Monasterevin,
Cashel,
Dundalk,
Carrickmacross,
Sligo,
Ennis
and
Fermoy
and
a
further
11
projects
(73kms)
are
at
tender
stage.
Priority
is
being
given
in
implementing
the
upgrade
programme
to
the
elimination
of
traffic
bottlenecks
on
the
national
road
network.
However,
the
Implementation
Group
understands
that
there
has
been
slippage
in
the
timeframe
for
delivery
and
the
cost
of
the
National
Roads
Programme
and
that
full
implementation
will
extend
beyond
2006.
Under
the
Department
of
the
Environment,
Heritage
and
Local
Government's
annual
scheme
of
EU
co-financed
grants
for
non-national
roads,
grants
are
given
to
Local
Authorities
for
specific
improvement
works
to
non-national
roads.
Works
eligible
for
funding
under
the
scheme
include
improvement
of
designated
tourist
routes,
roads
(including
scenic
routes)
within
or
providing
access
to
tourism
areas,
improvement
of
access
to
49
49
Page 50
51
existing
or
planned
tourism
developments/ facilities
or
to
support
agri-tourism
activities.
Eligible
projects
also
include
new
or
improved
roads
linking
tourism
development
activities
directly
to
the
national
roads
network,
ports,
airports
or
public
transport.
The
general
guidelines
on
the
selection
of
roads
projects,
and
the
conditions
relating
to
grant
payments,
are
set
out
in
the
Road
Grants
Memorandum
issued
to
Local
Authorities
in
2001.
This
requires
Local
Authorities
to
consult
the
Tourism
State
Agencies
to
ensure
that
selected
projects
reflect
the
priority
tourism
needs
of
the
area.
Fáilte
Ireland
has
advised
the
Department
of
the
Environment,
Heritage
and
Local
Government
of
the
hierarchy
of
routes
used
by
car
touring
holidaymakers.
The
Department
of
Arts,
Sport
and
Tourism
is
finalising
its
submission
for
input
into
the
revision
of
the
Road
Grants
Memorandum
which
is
currently
being
updated.
50
50
Page 51
52
3.8
Signposting:
Prioritise
major
tourism
routes
in
the
National
and
Regional
Road
Signposting
Programmes
and
provide
annual
progress
report
on
implementation
–
with
particular
reference
to
tourism
routes.
(Strategic
Success
Driver
1
also
refers)
Lead Role
Department
of
Transport/ Department
of
Environment,
Heritage
and
Local
Government
2004
annual
reports
to
include
progress
on
meeting
tourism
priorities
Directional
signposting
is
a
matter
for
the
National
Roads
Authority
and
the
Local
Authorities.
In
2003
a
new
5-
year
Regional
Roads
Signposting
Programme
on
non-national
roads
commenced.
A
sum
of
€5m
was
initially
allocated
to
a
number
of
Local
Authorities
in
2003
under
this
programme
and
a
sum
of
€5m
has
also
been
allocated
in
2004.
One
of
the
aims
of
the
programme
is
to
facilitate
tourists.
Under
the
programme
it
is
intended
that
directional
signposts
at
significant
junctions
on
all
regional
roads
in
County
Council
areas
will
be
provided.
A
consultancy
project
to
assess
existing
signage
at
the
Brú
na
Bóinne
UNESCO
World
Heritage
Site,
and
to
recommend
improved
signage
in
the
area,
should
be
completed
by
end
2004. Fáilte
Ireland
has
submitted
initial
views
to
the
Department
of
the
Environment,
Heritage
and
Local
Government
on
more
effective
signage
for
tourist
attractions/ accommodation.
Any
revision
of
the
1988
Guidelines
to
Planning
Authorities
will
take
account
of
general
principles
or
recommendations
arising
from
the
above
mentioned
study
to
address
the
signage
requirements
at
the
Brú
na
Bóinne
site.
3.9
Bus
Services:
Bus
Eireann
should
work
more
closely
with
the
Regional
Tourism
Authorities
to
improve
bus
services
to,
and
within,
key
tourist
destinations. Lead Role Bus Eireann in
consultation
with
Regional
Tourism
Authorities
By
start
of
2004
season
Bus
Eireann
operates
through
a
decentralised
structure
having
nine
Area
Managers
and
a
team
of
seven
Sales
Executives
in
strategic
locations
so
as
to
maximise
customer
contact
at
local
level.
Local
managers
maintain
ongoing
contact
with
regional
and
county
bodies
including
local
tourism
agencies.
Certain
Expressway
routes
are
designed
to
cater
specifically
for
tourist
and
holiday
traffic
in
the
peak
season
e. g
Cork-Tralee,
Tralee-Galway
(via
Tarbert/ Cliffs
of
Moher)
and
Galway-Westport
(via
Clifden)
in
addition
to
a
number
of
local
bus
services
(e. g.
circular
routes
in
Kerry
and
Sligo/ Donegal).
Integrated
ticketing
between
any
two
destinations
is
available
as
are
a
range
of
"unlimited
travel"
tickets
and
the
website
provides
an
e-ticketing
facility
and
features
a
Journey
Planner
with
links
to
a
range
of
tourism-related
sites
and
a
Places
of
Interest
section.
51
51
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53
3.10
Rail
Travel,
Facilities
and
Customer
Services:
A
significant
upgrading
of
station
facilities,
passenger
communications
and
rolling
stock
on
main
inter-urban
routes
is
required
which,
for
example,
makes
provision
for
.
simplified
ticketing
arrangements
for
tourists
to
allow
greater
interchange
between
bus
and
rail
services
.
the
priority
delivery
of
electronic
information
systems
at
key
transport
locations
for
journey
planning
and
on
board
trains
.
ensuring
sufficient
and
adequate
seating
and
luggage
facilities
for
all
passengers
on
inter-urban
routes
.
higher
standards
of
service
in
terms
of
punctuality,
cleanliness,
reliability,
frequency
and
comfort
of
trains
and
stations
and
more
independent
monitoring
of
customer
service
charters
.
the
priority
deployment
of
modern
rolling
stock
on
key
tourist
routes.
Lead Role
Irish
Rail
Immediate
and
ongoing
The
current
focus
of
Irish
Rail's
NDP-funded
investment
programme
has
been
on
the
renewal
of
rail
infrastructure.
Work
is
advancing
(and
funding
has
been
committed)
towards
a
planned
increase
in
frequencies
of
over
60%
on
the
service
from
Dublin
to
Cork,
Limerick,
Sligo
and
Rosslare
by
2007
with
extra
services
to
Galway,
Tralee,
Waterford
and
Westport
to
come
on
stream
by
2008.
Rolling
stock
on
intercity
routes
is
to
be
replaced
by
2008
–
by
which
stage
the
average
age
of
carriages
will
be
less
than
3
years. Performance
in
respect
of
key
customer
indicators
(i. e.
punctuality,
reliability,
cleanliness,
frequency
and
comfort)
is
the
subject
of
a
six-monthly
review
by
the
Department
of
Transport
under
the
Service
Level
Memorandum
effective
from
July
2003.
Other
Customer
Services
being
developed
include–
electronic
information
screens
at
main
railway
Stations,
website
enhancement
to
include
a
Journey
Planner,
an
online
booking
and
seat
reservation
system,
automatic
ticket
vending
machines,
a
text
facility
for
real
time
information
on
DART
services
and
Smartcards.
3.11
Dublin
Airport
Metro
Link:
Accelerate
proposals
for
developing
a
metro
link
between
Dublin
airport
and
Dublin
city
centre
with
provision
for
ease
of
transfer
to
national
road,
rail
and
bus
services.
Lead Role
Department
of
Transport
Decision
in
principle
to
proceed
by
end
2003
The
Metro
proposal
is
currently
being
assessed
by
the
Department
of
Transport
with
a
view
to
presenting
proposals
to
Government
later
this
year,
with
the
initial
phase
comprising
of
a
link
between
Dublin
airport
and
the
city
centre.
If
there
is
an
early
decision
to
proceed,
Phase
1
of
the
Metro
could
be
in
place
in
2010.
52
52
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54
Strategic
Success
Driver
4
Information
and
Communication
Technologies
Objective
To
accelerate
the
exploitation
of
the
potential
of
information
and
communication
technologies
and
e-commerce
for
the
tourism
industry
Rationale
The
use
of
internet-based
technologies
remains
at
an
early
stage
of
development
across
the
majority
of
operators
in
Irish
tourism.
The
impact
of
information
and
communication
technologies
on
tourism
will
intensify
in
the
years
ahead.
Enterprises
that
have
the
capability
to
effectively
use
information
and
communication
technologies
in
areas
such
as
customer
relations
management,
marketing,
payment,
cost
control,
accounting,
training
and
human
resource
management,
will
have
a
competitive
advantage.
Actions
Milestones/ Timeframe
Update
(mid
2004)
on
Actions
Recommended
4.1
Information
and
Communication
Technologies
Development
Programme:
Develop
a
programme
with
the
industry
to
maximise
the
use
of
information
and
communication
technologies
for
training,
marketing
and
customer
relations
management,
including
a
strong
demonstration
campaign,
co-
operative
networks
and
shared
databases,
web-based
training
and
the
alignment
of
websites.
Fáilte
Ireland
will
have
the
"enterprise
facing
role"
and
Tourism
Ireland
will
have
the
"market
and
consumer
facing
role"
Lead
Role
Fáilte
Ireland/ Tourism
Ireland
Early
2004
and
ongoing
Recent
improvements
to
the
tourismireland. com
website
have
included
the
ability
to
purchase
holidays
on
the
island
of
Ireland
directly.
This
is
in
direct
response
to
consumer
demand.
This
facility
is
currently
available
on
the
British,
French,
Dutch,
US,
Australian
and
German
sites
and
will
roll
out
to
all
the
other
market
sites
by
the
end
of
2004.
A
technical
facility
has
been
established
for
tour
operators/
regions/
trade
associations
to
enter
offers
directly
on
international
tourismireland. com
sites.
Contact
Centre
systems
have
been
put
in
place
to
handle/ categorise/
store
customer
details
in
accordance
with
data
protection
requirements.
www.
ireland. ie
has
been
relaunched
as
the
consumer
site
for
Fáilte
Ireland.
It
is
now
the
'call
to
action'
for
all
Fáilte
Ireland
marketing
of
home
holidays.
The
site
has
a
number
of
customisation
tools
for
consumers
as
well
as
providing
over
20,000
pages
of
information
on
holidaying
in
Ireland.
Other
activities
being
developed
by
Fáilte
Ireland
include
a
review
of
internal
ICT
strategy
and
capability
due
for
completion
in
Autumn
2004;
websites
being
aligned
(working
closely
with
the
Regional
Tourism
Authorities)
for
roll
out
over
the
summer
months;
the
launch
of
e-zines
for
different
product
areas
such
as
golf,
walking,
water
based
activities
etc.
4.2
Support
Programme:
Support
the
industry
in
the
introduction
and
development
of
effective
customer
friendly
e-
commerce
applications
and
in
building
capability
in
their
use.
Lead
Role
Fáilte
Ireland
In
2004
and
ongoing
ICT
skills
development
is
an
integral
component
of
Fáilte
Ireland's
Optimus
programme
and
includes
competitor
benchmarking/
case
studies;
in-company
consultancy
/mentoring;
and
seminars.
Fáilte
Ireland's
updated
'Guide
to
Marketing
your
Product/ Service
on
the
Web'
is
currently
being
finalised.
53
53
Page 54
55
4.3
Co-
operative
Networks:
Promote
best
practice
models
of
co-
operative
networks
in
the
application
of
information
and
communication
technologies
and
e-commerce
strategies.
Lead Role
The
Tourism
Industry
Representative
Bodies
Details
of
case
studies
published
in
2004
Co-operative
networks
and
best
practice
models
are
being
incorporated
into
the
development
of
the
successful
irelandhotels. com
site.
Many
sectors
of
the
industry
report
that
they
have
significantly
increased
transactions
through
the
Internet
e. g.
90%
of
Irish
Farm
Holidays
Association
members
currently
use
the
internet
(this
development
is
supported
by
e-commerce
courses
provided
by
Fáilte
Ireland
for
individual
owners).
The
ITOA
advises
that
most
of
its
members
have
on
line
real
time
reservation
systems.
Marketing
of
the
Shannon
is
now
unified
with
a
strategy
of
Internet
promotion
through
the
website
boatingholidays. com. A number of
industry
sectors
provide
co-operative
platforms
for
members,
including
small
and
micro
enterprises,
to
participate
in
marketing
initiatives
–
including
representation
and
attendance
at
consumer
/trade
shows.
4.4
Training
Courses
–
New
Technologies:
.
Ensure
that
training
courses
operated
directly,
or
supported,
by
Fáilte
Ireland
involve
a
computer
use
and
operation
module.
.
Make
it
an
objective
that
graduates
from
Fáilte
Ireland
operated
or
supported
courses
are
proficient
in
the
use
and
application
of
new
technologies
in
the
industry.
Lead
Role
Fáilte
Ireland
Early
2004
Trainees
on
programmes
directly
provided
by
Fáilte
Ireland,
through
its
Training
Centres,
have
access
to
computer
facilities
as
a
part
of
their
course.
Much
of
this
is
elementary
and/ or
"return
to
work"
skills
and
trainees
develop
a
level
of
familiarisation
and
practice
in
computer
use
that
will
enable
them
to
operate
relevant
technology
in
the
workplace.
All
further
and
higher
education
students
on
courses
supported
by
Fáilte
Ireland
in
Institutes
of
Technology
have
routine
access
to
Information
Technology
as
an
integral
part
of
the
resources
available
to
them
and,
in
this
way,
they
are
enabled
to
develop
computer
skills
appropriate
to
their
course.
54
54
Page 55
56
4.5
Leadership
Role
for
State
Agencies:
Fáilte
Ireland
and
Tourism
Ireland
should
be
seen
as
strong
leaders
in
the
application
of
information
and
communication
technologies
in
all
aspects
of
their
business
including
operations,
communications,
training
and
the
standards
of
their
web-sites/
portals.
Lead
Role
Fáilte
Ireland/ Tourism
Ireland
Immediate
and
ongoing
As
set
out
above,
the
ICT
strategies
of
the
Tourism
State
Agencies
have
been
designed
to
derive
maximum
benefit
from
the
opportunities
presented
by
new
technologies,
in
line
with
this
recommendation.
Activity
includes:
.
Since
January
major
accommodation
associations
have
been
circulated
with
information
on
literature
requests
from
the
consumer
Contact
Centre.
.
Extranet
and
Corporate
websites
have
been
developed
or
are
in
development . Consumer usability
testing
is
ongoing.
4.6
Award/
Recognition
Schemes:
Fáilte
Ireland
should
establish,
promote
and
widely
communicate
awards
to
acknowledge
excellence
in
the
application
of
information
and
communication
technologies
in
different
areas
of
tourism
including
hotels,
other
accommodation,
visitor
centres
etc.
Lead
Role
Fáilte
Ireland
Programme
initiated
in
2004
This
recommendation
is
still
under
consideration.
55
55
Page 56
57
Strategic
Success
Driver
5
Product
Development
and
Innovation
Objective
To
ensure
that
the
tourism
product
which
Ireland
offers
to
overseas
and
domestic
customers
provides,
and
continues
to
provide,
a
positive
and
memorable
experience
beyond
their
expectations
Rationale
The
Irish
tourism
product
is
highly
diverse,
built
around
the
three
pillars
of
people,
pace
and
place.
It
encompasses
the
natural
and
built
environment,
a
wide
range
of
hospitality
products
and
services,
a
range
of
visitor
attractions
and
cultural
facilities,
transport
facilities
and,
importantly,
the
interaction
with
people.
The
tourism
product
is
the
fundamental
determinant
of
the
tourist
customer
experience
on
which
the
success
of
the
Irish
tourism
industry
rests.
Actions
Milestones/ Timeframe
Update
(mid
2004)
on
Actions
Recommended
5.1
Reinvestment
in
Capital
Stock:
In
order
to
maintain
and
enhance
the
standards
of
the
capital
stock
in
Irish
tourism,
strongly
promote
reinvestment
in
plant
and
equipment
with
the
aid
of
the
accelerated
tax
write-
offs
available.
(Strategic
Success
Driver
1
also
refers) Lead Role
Fáilte
Ireland/ Tourism
Industry
Representative
Bodies/ Regional
Tourism
Authorities
Immediate
and
ongoing
Progress
in
relation
to
actions
to
support
reinvestment
in
capital
stock,
through
taxation
relief,
has
been
set
out
earlier
in
this
Appendix.
5.2
Innovation
Fund:
Establish,
on
a
pilot
basis,
for
a
3
year
period,
an
innovation
fund
to
promote
and
support
on
a
competitive
basis,
the
development
of
tourism
products
that
are
new
to
the
Irish
market,
have
a
clear
potential
to
attract
additional
visitors
and
incorporate
best
practice
particularly
in
terms
of
environmental
sustainability,
accessibility
for
tourists
with
disabilities
and
equality
in
service
provision. Lead Role
Fáilte
Ireland
2004-2006
The
only
capital
funding
being
administered
currently
by
Fáilte
Ireland
is
the
European
Regional
Development
Fund
monies
allocated
to
the
Tourism
Product
Development
Scheme
2002-2006. There
is
no
capital
budget
line
available
at
present
for
an
Innovation
Fund.
Instead,
an
alternative
approach
is
being
developed
with
a
view
to
providing
feasibility
study
funding
for
products
new
to
the
Irish
market.
The
proposal
is
that
this
scheme
would
provide
a
grant
aid
rate
of
up
to
50%,
up
to
a
maximum
grant
of
€40,000.
Such
an
approach
is
being
piloted
at
present
in
the
mid-
west
region
by
Shannon
Development.
5.3
Product
Clusters:
In
order
to
address
the
under-utilisation
of
certain
historical,
cultural
and
sporting
attractions
and
facilities,
it
is
essential
to
achieve
a
better
presentation
and
more
integrated
and
cooperative
marketing
of
clusters
of
products
that
complement
each
other
and
broaden
the
offerings
available
to
visitors,
including
those
with
disabilities.
The
clusters
can
be
single
product
(e. g.
golf,
heritage
etc.)
or
multi-product
(e. g.
golf/ health-
related,
culture/ heritage
etc.)
and
could
be
promoted
and
supported
at
regional
level
or
on
an
all-island
basis
.
Immediate
and
ongoing
Fáilte
Ireland
currently
supports
sixteen
niche
product
marketing
groups.
They
are
being
reviewed
in
the
context
of
Fáilte
Ireland's
Corporate
Strategy
for
2005
to
2008
with
a
view
to
seeing
how
product
clustering
might
ensure
more
adequate
product
coverage
and
regional
spread,
within
an
all
Ireland
basis
where
appropriate. As set out earlier
in
this
Appendix,
one
of
the
research
projects
planned
by
ITIC,
in
conjunction
with
Fáilte
Ireland,
is
an
assessment
of
the
existing
tourism
product
range
and
associated
marketing
strategy.
Other
product
clustering
initiatives
reported
to
the
Implementation
Group
were
56
56
Page 57
58
Lead Role
Groups
of
Tourism
Product
Suppliers/ Regional
Tourism
Authorities/ Fáilte
Ireland
o
The
successful
joint
marketing
initiative
for
2004
by
Heritage
Island
(HI)
and
the
Blue
Book
(established
co-
operative
marketing
organisations)
that
is
now
being
extended
to
2005.
o
HI's
marketing
of
the
Heritage
Towns
of
Ireland
in
2004;
its
offer
of
overseas
marketing
services
to
the
National
Cultural
Institutions
for
2005;
and
its
proposed
feasibility
study,
in
conjunction
with
Theatre
Forum,
to
integrate
the
performing
arts
and
entertainment
venues
into
tourism
product/ marketing.
o
The
ITOA
proposal
to
carry
out,
in
conjunction
with
Fáilte
Ireland
and
the
Regional
Tourism
Authorities,
a
feasibility
study
on
commercial
opportunities
in
two
separate
locations
(i. e.
North
Clare/ East
Galway
and
East
Cork/ Waterford)
where
visitors
might
experience
a
mix
of
built
and
cultural
heritage
and
soft
activities
to
enhance
their
holiday
experience.
5.4
Product
Research:
Identify
international
trends
in
the
supply
and
demand
of
tourism
products
(to
anticipate/ meet
emerging
best
prospects
such
as
demand
for
well
being
and
health
breaks,
quality
destinations
for
city
breaks,
car
touring,
cruising)
particularly
in
the
markets
against
which
Ireland
competes.
Communicate
this
information
widely
within
the
tourism
industry
in
Ireland
and
use
it
to
support
product
development
and
market
development
plans.
Lead Role
Fáilte
Ireland/ Tourism
Ireland/
Tourism
Industry
Representative
Bodies
jointly
Immediate
and
ongoing
The
Tourism
State
Agencies
have
developed
a
full
research
programme
to
address
this
recommendation.
They
meet
with
the
Northern
Ireland
Tourist
Board
every
six
weeks
to
co-
ordinate
their
research
activity
and
annual
programmes.
2020
Insight
is
a
sustained
programme
of
competitor
analysis
of
emerging
activity
and
attraction
opportunities
for
Irish
tourism.
The
findings
are
communicated
to
the
industry
through
established
communication
channels.
Tourism
Ireland
is
to
launch
detailed
profiles
of
the
best
prospects
within
the
top
four
source
markets
in
Summer
2004
and
it
will
make
these
available
to
industry
via
the
website
and
on
compact
disk.
It
plans
to
produce
similar
profiles
for
the
next
four
biggest
source
markets,
if
possible
by
the
end
of
the
year.
Fáilte
Ireland
proposes
to
undertake
in
the
autumn
a
strategic
review
of
the
existing
tourism
product
portfolio
in
order
to
guide
future
development.
A
steering
group,
to
include
industry
representatives,
will
be
established
for
this
review
and
it
will
be
required
to
report
before
end
2004.
5.5
National
Conference
Centre:
Finalise
quickly,
efficiently
and
effectively
the
Government
announced
commitment
to
establish
a
National
Conference
Centre
in
Dublin
in
partnership
with
private
sector
investors.
(Strategic
Success
Driver
1
also
refers)
Complete
by
early/
mid
2004
the
selection, following open competition, of private sector partners
The
Minister
for
Arts,
Sport
and
Tourism
announced
in
June
2003
that
the
Government
had
agreed
in
principle
to
the
provision
of
a
National
Conference
Centre
by
way
of
a
leasing,
or
other,
arrangement
through
an
open
competitive
procurement
process. The closing
date
for
expressions
of
interest
from
the
private
57
57
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59
Lead
Role
Department
of
Arts,
Sport
and
Tourism
sector
to
develop
the
National
Conference
Centre
was
21
January
2004.
An
Assessment
Panel,
representative
of
the
Department
of
Arts,
Sport
and
Tourism,
Office
of
Public
Works,
Department
of
Finance,
Fáilte
Ireland
and
the
National
Development
Finance
Agency,
evaluated
the
four
expressions
of
interest
received.
A
separate
Assessment
Panel
evaluated
site
proposals. Three
candidates
were
short-listed
in
early
July
to
proceed
to
the
next
stage
with
a
view
to
completing
the
selection
process
by
end
year.
5.6
National
Sports
Stadium:
In
order
to
better
exploit
the
visitor
attraction
and
overseas
marketing
potential
of
major
field-based
sporting
events
of
international
interest,
finalise
on
the
basis
of
objective,
value
for
money,
marketing
and
environmental
analysis,
a
decision
on
the
provision
of
a
National
Sports
Stadium
in
Dublin.
(Strategic
Success
Driver
1
also
refers)
Lead Role
Department
of
Arts,
Sport
and
Tourism
in
partnership
with
the
main
field
sports
organisations
Decision
in
principle
by
end
2003
The
Government
decided,
at
the
end
of
January
2004,
to
provide
€191m.
towards
the
joint
Irish
Rugby
Football
Union/ Football
Association
of
Ireland
(IRFU/ FAI)
project
at
Lansdowne
Road
for
a
50,000
all
seated
stadium.
Construction
is
due
to
begin
in
2006,
for
completion
by
end
2008.
A
Steering
Group
under
the
chair
of
the
Secretary
General,
Department
of
Arts,
Sport
and
Tourism,
and
representative
of
the
IRFU,
the
FAI
and
the
Office
of
Public
Works,
has
been
appointed
to
advance
the
project.
The
formal
agreement
with
the
IRFU
and
FAI
has
been
signed,
a
Project
Leader
has
been
appointed
and
a
separate
company
has
been
set
up
to
develop
the
project.
The
Minister
for
Arts,
Sport
and
Tourism
also
announced
in
January
2004
that
the
Government
would
support
the
phased
delivery
of
a
sports
campus
at
Abbotstown.
5.7
Access
Rights:
Establish
clear
guidelines
and
codes
of
practice
on
rights
of
access
for
visitors
to
the
countryside,
hills,
mountains,
coast
and
State-owned
forestry
and
bring
clarity
to
the
legal
position
in
relation
to
public
liability.
Lead Role
Department
of
Community,
Rural
and
Gaeltacht
Affairs
in
consultation
with
farm
organisations,
Local
Authorities,
Regional
Tourism
Authorities,
Coillte
and
Fáilte
Ireland
Complete
guidelines
by
start
of
2004
season
The
Minister
for
Community,
Rural
and
Gaeltacht
Affairs
has
set
up
a
Countryside
Council,
'Comhairle
na
Tuaithe'
to
address
issues
relating
to
access
to
the
countryside
for
recreational
and
leisure
purposes,
including
walking.
Fáilte
Ireland
participates
on
the
Comhairle.
A
Research
and
Development
Officer
was
appointed
recently
and
work
has
commenced
on
major
projects
such
as
developing
a
Countryside
Code,
organising
a
seminar
for
October
2004
with
a
view
to
producing
a
National
Countryside
Recreation
Strategy.
In
May
2004,
the
Minister
for
Community,
Rural
and
Gaeltacht
Affairs
launched
the
Rural
Social
(Employment)
Scheme
(RSS)
under
which
national
waymarked
ways
and
other
walks
developed
through
community
co-operation
are
eligible
for
support.
The
first
of
the
RSSs
began
in
July
2004
and
the
works
to
be
carried
out
include
replacing
markers,
erecting
styles,
clearing
undergrowth
and
putting
down
boardwalks
in
some
bogland
paths.
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58
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60
As
regards
clarification
of
the
legal
position
in
relation
to
public
liability,
the
Supreme
Court
has
not
yet
heard
the
case
appealing
the
High
Court
decision
(March
2003)
that
a
Donegal
landowner
should
compensate
an
accident
victim
who
was
injured
after
falling
down
a
cliff.
5.8
UNESCO
World
Heritage
Site
Designation :
Put
in
place
the
consultation,
management
and
conservation
arrangements
necessary
to
achieve
the
designation
of
additional
sites
in
Ireland
as
UNESCO
World
Heritage
Sites,
to
add
to
the
two
so
designated
at
present
–
Boyne
Valley
and
Skellig
Michael.
Lead Role
Department
of
the
Environment,
Heritage
and
Local
Government
Immediate
and
ongoing.
Seek
an
additional designation by 2005
The
Department
of
the
Environment,
Heritage
and
Local
Government
had
identified
Clonmacnoise
as
a
possible
third
site
for
submission
to
UNESCO
for
designation
as
a
World
Heritage
Site.
A
draft
Management
Plan
was
drawn
up
and
a
public
consultation
process
was
completed.
However,
following
discussions
with
a
recent
UN
Mission
to
Ireland
about
their
current
views
on
ecclesiastical
sites,
the
Department
has
decided
to
reconsider
its
approach
to
site
nomination.
It
is
now
considering
proposals
to
establish
an
independent
advisory
panel
whose
role
would
be
the
identification
of
new
sites
and
the
prioritisation
of
new
and
existing
sites
for
nomination
for
inscription
or
inclusion
in
the
tentative
list
of
World
Heritage
Sites.
The
Department
has
agreed
to
liaise
with
the
Department
of
Arts,
Sport
and
Tourism
on
identifying
what
sites
might
be
prioritised,
in
terms
of
tourism
development.
59
59
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61
5.9
Litter:
In
order
to
address
an
issue
of
frequently
expressed
concern
to
tourists
and
building
on
the
success
of
the
plastic
bag
levy
and
the
expressed
commitment
of
the
Minister
for
the
Environment,
Heritage
and
Local
Government
and
his
Department
to
intensify
anti-
litter
measures . local Authorities
should
further
strengthen
their
actions
in
co-
operation
with
local
business
and
commercial
sectors
including
those
engaged
in
tourism,
and
with
greater
public
participation,
to
tackle
litter
pollution
–
with
a
particular
focus
on
fast
tracking
projects
in
established
tourist
areas
.
the
Regional
Tourism
Authorities
should
ensure
that
litter
abatement
is
kept
at
the
top
of
tourism
development
priorities
throughout
their
regions,
support
periodic
surveys
of
litter
pollution
and
follow
through
on
the
necessary
abatement
measures
Lead Role
Department
of
the
Environment,
Heritage
and
Local
Government/ Local
Authorities/ Regional
Tourism
Authorities
/
Tourism
Industry
Representative
Bodies
Immediate
and
ongoing
The
Government's
Litter
Action
Plan
outlines
a
range
of
anti-
litter
actions,
on
a
sectoral
basis,
to
tackle
litter
pollution
including
partnership
agreements
between
Local
Authorities
and
the
business,
commercial,
community
and
voluntary
sectors
at
local
level.
The
Department
of
the
Environment,
Heritage
and
Local
Government
is
currently
assessing
progress
to
date
on
implementation
of
the
Litter
Action
Plan.
Local
businesses
and
communities
engage
in
clean-up
and
awareness
actions
to
improve
the
local
environment
through
the
national
anti-litter
campaigns
funded
by
the
Department
–
e. g.
the
National
Spring
Clean
campaign
(run
by
An
Taisce)
the
Irish
Business
Against
Litter
(IBAL)
Litter
League
(inaugurated
in
2002)
and
the
annual
allocation
of
litter
awareness
grants
to
county
and
city
councils.
These
initiatives,
together
with
the
National
Litter
Pollution
Monitoring
System,
serve
to
complement
the
primary
responsibility
of
Local
Authorities
in
tackling
litter
pollution.
The
Irish
Hotels
Federation
is
represented
on
Irish
Business
Against
Litter
(IBAL)
and
the
Town
and
Country
Homes
Association– the
leading
B& B
group– has
written
to
its
representatives
on
regional
boards
urging
them
to
keep
litter
at
the
top
of
the
agenda,
to
support
surveys
and
the
implementation
of
litter
plans.
5.10
Working
Closely
with
the
Planning
Authorities:
In
order
to
support
the
sensible
conservation
of
the
natural
and
built
environment
which
is
a
fundamental
foundation
of
Ireland's
tourism
industry,
the
Tourism
State
Agencies
should
work
more
closely
and
with
county,
city
and
urban
planning
authorities
in
the
preparation
and
implementation
of
their
development
and
litter
abatement
plans
and
in
the
operation
of
planning
control,
particularly
in
areas
of
visual
amenity
and
historical
importance.
In
doing
so,
the
Agencies
would
renew
a
role
they
previously
undertook
with
significant
benefits
to
the
tourism
industry
but
which
has
been
less
strongly
pursued
by
them
in
recent
years.
Lead
Role
Fáilte
Ireland/ Regional
Tourism
Authorities
Immediate
and
ongoing
Fáilte
Ireland
has
decided
to
work
proactively
in
the
area
of
planning
issues
and
to
invest
in
the
necessary
resources
to
do
so.
It
is
currently
examining
what
would
be
the
most
effective
and
efficient
response
from
Fáilte
Ireland
in
this
regard–
a
consultant
has
been
appointed
and
proposals
for
a
specialist
advisory
service
are
being
progressed.
This
recommendation
is
also
being
pursued
with
Regional
Tourism
Authorities
in
the
context
of
the
Regional
Tourism
Partnership.
5.11
The
Tourism
Industry
and
the
Environment:
A
top-class
environment
awareness
and
promotion
programme
should
be
put
in
place
by
the
Tourism
Industry
Representative
Bodies
which
emphasises
the
importance
of
environmental
conservation
to
the
future
of
Irish
tourism
and
which
provides
a
series
of
guidelines
on
good
environmental
management
practice,
covering
areas
such
as
Immediate
and
ongoing
The
Irish
Hotels
Federation
has
produced
a
Waste
Management
strategy
for
hotels
and
an
environment
guide
for
hotels
and
guesthouses.
It
has
entered
an
arrangement
with
Repak
to
facilitate
compliance
with
Waste
Management
requirements.
It
is
currently
working
on
a
scheme
seeking
tax
relief
in
respect
of
use
of
renewable
energy
sources
–a
pilot
60
60
Page 61
62
waste-management,
energy
use
and
conservation,
litter
abatement,
and
the
design
principles
for
buildings
and
facilities.
Lead
Role
Tourism
Industry
Representative
Bodies
programme
commences
in
September
–
and
it
is
continuing
to
work
with
a
consultant
on
a
scheme
that
would
reward
electrical
energy
efficiency.
5.12
Hotel
and
Guesthouse
Classification:
In
order
to
underpin
the
increased
emphasis
on
quality
of
product
and
service
on
which
Irish
tourism
must
compete
in
a
higher
cost
national
environment,
Fáilte
Ireland
should,
in
close
consultation
with
the
industry,
put
in
place
a
mandatory
classification
system
for
hotels
and
guesthouses
on
the
basis
of
the
best
up-to-
date
criteria.
Lead
Role
Fáilte
Ireland
New
classification
system
agreed
with
industry
by
mid-2004
Fáilte
Ireland
has
completed
its
benchmarking
of
alternative
classification
systems
and
proposals
for
a
new
classification
system
have
been
drafted.
Structured
discussions
with
the
Irish
Hotels
Federation
have
taken
place
and
a
detailed
review
of
two
specific
international
systems,
as
requested
by
IHF,
are
being
undertaken– prior
to
further
discussions.
5.13
A
Unified
Representation
Structure
for
the
B& B
Sector :
In
order
to
better
develop
and
promote
the
important
and
unique
product
which
the
B& B
sector
offers
to
tourists,
there
is
a
strong
case
for
the
different
groups
representing
the
sector
to
come
together
into
a
more
unified
and
single
structure
to
more
effectively
represent
their
industry
and
work
closely
with
Fáilte
Ireland
and
Tourism
Ireland
for
that
purpose. Lead Role The
B& B
Representative
Bodies
By
early
2004
Fáilte
Ireland
has
had
consultations
with
the
relevant
representative
structures
on
this
recommendation
but
while
Irish
Farmhouse
Holidays
support
the
proposal,
Town
and
Country
Homes
Association
is
not
in
favour
of
a
single
representative
structure
at
this
stage.
In
May
2004,
a
number
of
representative
groups
(both
accommodation
and
other
service
providers)
came
together
to
form
a
National
Rural
Tourism
Federation
(facilitated
by
officials
from
Teagasc
and
LEADER
)
with
a
view
to
establishing
a
unified
structure
to
more
effectively
represent
the
needs
of
the
smaller
tourism
enterprises
in
rural
areas.
Their
first
project
has
been
to
design
and
build
a
website
to
link
the
various
organisations.
Initial
discussions
with
Fáilte
Ireland,
on
the
recognition
of
the
Federation
as
a
niche
product
group,
have
begun.
5.14
Cultural
and
Artistic
Infrastructure
of
Dublin:
In
order
to
narrow
the
gap
in
cultural
and
artistic
infrastructure
which
exists
between
Dublin
and
other
capital
cities
in
Europe,
early
decisions
should
be
taken
to
secure
.
the
redevelopment
of
the
Abbey
Theatre
.
the
relocation
of
the
National
Concert
Hall.
Lead
Role
Department
of
Arts,
Sport
and
Tourism
Decision
to
proceed
with
public
private
partnership
by
mid
2004
Decision
to
proceed
by
end
2003
The
development
of
the
Abbey
Theatre
is
currently
the
priority
cultural
infrastructure
project
of
the
Minister
for
Arts,
Sport
and
Tourism.
The
current
Government
decision
on
the
redevelopment
of
the
Abbey
Theatre
is
to
re-
build
it
on
the
existing
site
(cost
in
the
region
of
€100
million)
but
there
are
major
problems
with
securing
the
necessary
"footprint"
at
ground
floor
level.
The
Minister
for
Arts,
Sport
and
Tourism
may
have
to
go
back
to
Government
when
the
outcome
of
the
review
of
alternative
sites
is
available,
with
a
view
to
securing
a
decision
on
the
future
location
of
the
Abbey
by
year
end.
The
proposal
in
relation
to
the
National
Concert
Hall
(NCH)
is
to
redevelop
the
Earlsfort
Terrace
site
to
meet
long
term
needs– to
secure
a
new
2,500
seater
auditorium
(double
present
capacity)
and
convert
the
current
hall
into
an
800
seater
venue,
at
a
cost
of
some
€130/ 140
million.
A
submission
for
61
61
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63
Government
is
being
finalised
for
presentation
shortly.
5.15
Product
Development
Scheme:
In
order
to
accelerate
the
processing
of
applications
for
grants
under
the
Tourism
Product
Development
Scheme
2002-
2006,
primarily
in
non-traditional
tourism
areas,
Fáilte
Ireland
should
allocate
additional
resources
to
make
early
decisions
on
the
applications
that
were
received
in
2002.
Lead
Role
Fáilte
Ireland
Immediate
The
Tourism
Product
Management
Board
has
approved
more
than
€25
million
in
grant
aid
for
some
thirty
projects,
with
a
proposed
total
investment
of
some
€50
million,
including
major
projects
in
Lough
Key
Forest
Park
and
at
the
Cliffs
of
Moher.
The
approval
phase
is
near
completion
and
additional
resources
are
being
secured
to
enable
Fáilte
Ireland
to
oversee
the
critical
monitoring
phase
–
the
additional
personnel
to
be
engaged
during
Summer
2004.
62
62
Page 63
64
Strategic
Success
Driver
6
Marketing
and
Promotion
Objective
To
focus
marketing
and
promotion
activities
on
the
market
prospects
and
segments
which
hold
the
characteristics
and
potential
to
best
meet
the
expenditure,
visitor
number
and
regionality
objectives
of
Irish
tourism
policy
Rationale
Marketing
links
Ireland's
tourism
product
with
potential
overseas
and
domestic
customers.
The
tourism
sector
is
highly
diverse
with
a
predominance
of
small
enterprises
which
lack
the
individual
scale,
resources
and
knowledge
to
engage
effectively
in
international
marketing.
Partnership
arrangements
and
State
support
are,
therefore,
appropriate
in
marketing
tourism
products.
The
State
has
a
particular
responsibility
in
supporting
destination
marketing
to
the
island
of
Ireland
in
partnership
with
the
Northern
Ireland
authorities
and
representatives
of
the
various
segments
of
the
tourism
industry.
Actions
Milestones/ Timeframe
Update
(mid
2004)
on
Actions
Recommended
6.1
Market
Focus:
Continue
to
concentrate
overseas
marketing
expenditure
on
the
British
and
US
markets
which
account
for
over
70%
of
visitor
numbers.
In
doing
so,
continue
to
work
to
ensure
better
integration
with
the
co-
operative
marketing
and
promotion
strategies
of
different
segments
of
the
tourism
industry
at
national
and
regional
levels,
including
the
car-brought
market
from
Britain,
major
sporting,
artistic
and
cultural
events
and
by
strengthening
the
role
of
the
niche
product
marketing
groups.
Lead
Role
Tourism
Ireland/ Fáilte
Ireland
Immediate
and
ongoing
By
July
2004,
€22.3
million
(62%)
of
Tourism
Ireland's
marketing
funds
had
been
directed
towards
the
British
and
US
markets.
Co-operative
advertising
and
promotion
with
market
and
Ireland-based
industry
partners
features
strongly
in
the
plans
for
both
markets,
including
partnering
with
sea-carriers
in
Britain
to
encourage
tourists
to
bring
their
own
car.
Tourism
Ireland
is
undertaking
a
fundamental
review
of
the
British
market
with
a
view
to
identifying
the
correct
market
focus
to
ensure
further
market
share
gains.
The
project
is
being
lead
by
Tourism
Ireland
and
a
steering
group
(which
represents
both
the
domestic
and
British
industry).
The
steering
group
has
broadened
the
scope
of
the
study,
in
line
with
suggestions
from
the
Implementation
Group.
The
first
phase
of
the
review
will
be
finalised
in
September
and
the
final
report
and
recommendations
are
due
at
the
end
of
2004.
Tourism
Ireland
works
closely
with
Fáilte
Ireland
in
the
overseas
promotion
of
major
sporting,
artistic
and
cultural
events
and
it
deploys
the
marketing
plans
of
niche
product
marketing
groups
overseas
on
behalf
of
Fáilte
Ireland.
Fáilte
Ireland
has
reviewed
its
approach
to
the
Meetings
Incentives
Conferences
and
Exhibitions
(MICE)
sector
and
has
established
a
new
Business
Tourism
partnership
board
with
the
industry,
as
a
successor
to
the
Convention
Bureau
of
Ireland.
Fáilte
Ireland
has
also
undertaken
a
review
of
its
engagement
with
the
trade,
in
national
co-operative
groups
and
regional
groups,
and
a
report
is
due
to
be
finalised
by
August
2004.
A
number
of
niche
product
marketing
groups
have
launched
their
own
marketing
initiatives
e. g.
MEI-RELSA
–
the
English
language
schools
marketing
group
–
members
are
targeting
accession
countries
and
they
are
making
inroads
in
Asia.
63
63
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65
64
64
Page 65
66
6.2
Mainland
Europe:
Undertake
a
fundamental
review
of
marketing
and
promotion
operations
in
key
Mainland
Europe
markets
where
market
share
and
market
capture
has
remained
relatively
low,
stagnant
or
fallen
over
the
past
decade
and
where
the
perception
of
visitors
with
respect
to
tourism
product
in
Ireland
is
below
average.
Lead
Role
Tourism
Ireland
in
consultation
with
the
Department
of
Arts,
Sport
and
Tourism
and
Tourism
Industry
Representative
Bodies
Complete
by
early
2004
Tourism
Ireland
has
undertaken
this
review
which
consisted
of
an
analysis
of
market
trends,
Ireland's
market
share
and
the
opportunities
and
threats
facing
Ireland.
Tourism
Ireland
is
currently
completing
its
extensive
consultations
with
the
industry
on
the
initial
findings
and
views
on
the
appropriate
strategic
response.
6.3
Partnerships
with
Airline
Industry:
.
Work
closely
with
air
carriers,
including
lowfare
airlines
and
airport
authorities,
to
identify
new
direct
routes
with
high
visitor
market
prospects
which
are
sustainable
from/ to
Britain,
Mainland
Europe
and
the
US
and
the
marketing
and
cost/ price
requirements
necessary
to
effectively
exploit
this
potential.
(Strategic
Success
Driver
3
also
refers) . Encourage
airlines
providing
direct
routes
from/
to
Europe
from
Australia,
New
Zealand
and
the
Far
East
to
have
attractive
through
route
fare
arrangements
to
Ireland.
Lead
Role
Tourism
Ireland
in
conjunction
with
airlines
and
airport
authorities
Immediate
and
ongoing
To
strengthen
Tourism
Ireland's
role
in
seeking
out
new
routes
into
Ireland,
a
Departmental
Head
post
with
responsibility
for
Access
Development
has
been
created,
an
Access
Development
Group
(who
have
regular
meetings
with
airlines
and
airport
authorities
to
explore
best
prospects
and
potential
new
routes
and
maximise
the
inbound
opportunities
offered
by
the
significant
number
of
new
routes
from
Europe)
has
been
set
up
and
€1m
in
marketing
funds
have
been
allocated
to
support
the
successful
launch
programme
of
new
routes
which
correspond
to
strategic
priorities.
The
new
routes
that
received
Co-operative
Marketing
funding,
and
the
routes
that
received
funding
as
a
result
of
additional
capacity,
are
working
well
in
2004.
Capacity
from
Europe
for
the
summer
has
increased
by
17%
(led
by
a
61%
change
on
Spanish
routes),
while
capacity
from
Britain
is
up
by
5.5%
and
from
North
America,
by
3%.
6.4
All-
island
Marketing
Initiatives:
Promote
more
strongly
the
development
and
marketing
of
clusters
of
complementary
products
on
the
island
of
Ireland
in
areas
such
as
cultural
facilities
(museums,
music
festivals,
theatre
events)
and
sporting
facilities
(golf,
angling,
walking). Lead Role
Tourism
Ireland/ Tourism
Industry
Representative
Bodies
North
and
South
Immediate
Individual
market
specific
promotional
programmes
have
been
developed
for
each
of
the
main
products
listed
for
2004
on
an
all-island
basis
and
a
range
of
brochures
for
these
products
has
been
produced.
Work
will
take
place
during
this
year
on
identifying
further
all-island
clustering
opportunities
especially
of
cultural
products
for
incorporation
into
2005
plans.
Within
Britain,
a
series
of
Cross
Border
projects
are
underway.
Four
product-based
projects
are
at
the
design/ implementation
stage
–
namely
Golf,
Angling,
Houses
and
Gardens,
and
Ireland
Cruising.
These
will
build
on
the
success
experienced
by
the
'North
by
North
West'
campaign,
first
implemented
in
2003
and
which
is
being
further
developed
this
year. Many
ITOA
members
currently
offer
all
Ireland
programmes
and
the
organisation
is
supportive
of
efforts
to
make
these
products
more
readily
accessible
to
the
overseas
visitor.
65
65
Page 66
67
6.5
Customer
Relations
Management :
Put
in
place
a
programme
to
upgrade
the
capability
of
tourism
enterprises
in
customer
relations
management
including
the
strong
and
effective
use
of
computer-
based
CRM
systems.
(Strategic
Success
Driver
4
also
refers)
Lead
Role
Fáilte
Ireland
By
end
2003
Details
of
progress
in
implementing
the
actions
to
improve
the
use
of
information
technologies
are
set
out
earlier
in
this
Appendix.
6.6
E-
Marketing:
Enhance
e-marketing
capability
to
ensure
that
potential
and
repeat
international
and
domestic
customers
receive
world
class
information
services
and
can
be
easily
directed
to
online
purchasing
services
for
the
full
range
of
Irish
tourism
products/ packages/
flights
and
ferries.
Lead
Role
Tourism
Ireland/ Fáilte
Ireland
Immediate
and
ongoing
Since
its
inception,
Tourism
Ireland
has
invested
significantly
in
developing
its
e-marketing
capability
and
resource.
To
further
strengthen
management
resource
and
capability
in
this
area
a
new
Internet
Unit
has
been
created;
interim
external
expertise
to
guide
the
renewed
focus
has
been
engaged
and
internal
resources
have
been
re-aligned
to
provide
development
support.
Recent
activities
include:
.
The
development
of
database
systems
to
store
customer
information.
.
The
roll-out
of
a
new
suite
of
tourismireland.
com
sites
that
include:
o
Open
links
to
Irish
industry
sites
o
Links
to
their
online
reservation
systems
–
where
available
o
High
prominence
on
each
page
of
tourismireland.
com
site
for
"Book
Online"
services
o
Comprehensive
range
of
links
to
Ferries/ Airlines,
although
full
package
booking
systems
are
still
rare
o
Research
feedback
from
consumer
testing
incorporated
into
the
sites.
Fáilte
Ireland
has
appointed
a
company
to
work
with
it
on
improving
its
e-
marketing
capabilities.
A
new
e-
business
strategy
is
currently
in
development
and
is
due
by
Autumn
2004.
The
new
version
of
www.
ireland. ie
gives
consumers
all
the
information
they
need
for
holidaying
in
Ireland.
6.7
Gulliver:
In
order
to
address
the
expressed
concerns
of
certain
segments
of
the
tourism
industry
and
to
enhance
the
contribution
of
the
Gulliver
computerised
information
and
reservation
system
to
meeting
the
needs
of
the
industry
and
individual
tourists,
Gulliver
should
meet
with
representatives
of
the
industry
to
clarify
how
this
can
best
be
done.
Lead
Role
Gulliver/ B&
B
Representative
Bodies
Immediate
In
late
September/ early
October
2003,
Gulliver
organised
seminars
in
Dingle,
Killarney,
Cork
City
and
Clonakilty,
to
address
concerns
expressed
by
tourism
operators.
Staff
from
Gulliver
and
the
Cork/ Kerry
Regional
Tourism
Authority
were
present
to
answer
specific
queries
relating
to
individual
providers.
The
Dingle
seminar
did
not
proceed
due
to
lack
of
numbers.
The
other
three
were
well
attended
and
generated
useful
and
constructive
discussions.
66
66
Page 67
68
6.8
Market
Expenditure
Analysis:
As
part
of
the
annual
expenditure
allocation
process
by
the
Department
of
Arts,
Sport
and
Tourism,
the
Department
should
undertake
and
publish,
in
conjunction
with
Fáilte
Ireland
and
Tourism
Ireland,
reviews
of
the
marketing
expenditure
allocated
and
results
achieved
relative
to
objectives
in
the
previous
year.
The
reviews
should
differentiate
between
the
main
expenditure
programmes
and
between
destination
and
product
marketing
and
in
each
of
these
areas
between
direct
spend,
outsourced
spend,
overheads
and
outturn
compared
with
objectives. Lead Role Department
of
Arts,
Sport
and
Tourism
For
2004
and
ongoing
One
of
the
key
tasks
included
in
the
Business
Plan
of
the
Department
of
Arts,
Sport
and
Tourism
is
to
undertake
an
Expenditure
Review,
in
2005,
of
the
marketing
budgets
of
Tourism
Ireland
and
Fáilte
Ireland
comparing
performance
and
results
achieved
relative
to
objectives.
The
terms
of
reference
for
the
review
will
take
account
of
the
recommendations
of
the
Review
Group
6.9
Agility/
Flexibility:
Maintain
and
enhance
the
capacity
demonstrated
in
recent
years
to
respond
to
unforeseen
market
changes
at
home
and
overseas
by
the
timely
reprioritisation
of
marketing
activities
and
associated
expenditure
allocations,
including
the
use
of
contingency
funding.
Lead
Role
Department
of
Arts,
Sport
and
Tourism/ Tourism
Ireland
Immediate
and
ongoing
Tourism
Ireland
has
built
into
its
operating
procedures
a
capacity
to
respond
quickly
and
flexibly
to
emerging
market
circumstances
in
consultation
with
industry
partners,
tourist
agencies
and
sponsoring
Departments.
For
example,
in
order
to
maximise
organisational
flexibility
in
2004,
Tourism
Ireland
planned
only
its
first
half
of
the
year
above-the-
line
marketing
activity
at
the
end
of
2003.
Approximately
a
quarter
of
the
total
marketing
funds
were
held
in
a
contingency
reserve
to
respond
to
any
unforeseen
market
changes
to
be
allocated
for
second-
half
of
the
year
above-the-
line
activity
if
no
negative
circumstances
prevail.
The
Department
of
Arts,
Sport
and
Tourism
is
satisfied
that
Tourism
Ireland
can
respond
quickly
and
flexibly
to
emerging
market
circumstances
and
that
it
continues
to
build
its
capacity
in
this
regard.
Recent
examples
of
such
a
coordinated
approach,
including
Department
of
Arts,
Sport
and
Tourism
involvement,
were
the
response
to
the
Iraq
war,
SARS
and
the
Madrid
bombings.
6.10
Market
Share
Analysis:
The
Tourism
State
Agencies
should
monitor
market
share
performance
at
operational
level
in
all
markets
(geographical,
segment,
product/ niche)
with
a
view
to
the
information
gathered
being
used
by
the
Department
of
Arts,
Sport
and
Tourism
and
the
Agencies
as
a
trigger
for
review,
analysis
and
action
response
where
negative
trends
emerge.
Lead
Role
Tourism
State
Agencies/ Department
of
Arts,
Sport
and
Tourism/ Tourism
Ireland
Immediate
and
ongoing
Data
to
facilitate
market
share
analysis
of
the
leading
markets
has
been
acquired
by
Tourism
Ireland
with
a
view
to
preparing
a
market
share
analysis
to
inform
the
organisation's
strategic
planning
for
2005-2007.
These
plans
are
being
developed
in
consultation
with
the
Department
of
Art,
Sport
and
Tourism.
67
67
Page 68
69
Strategic
Success
Driver
7
The
People
in
Tourism
Objective
To
ensure
that
the
people
working
in
tourism
in
Ireland
operate
to
the
highest
international
standards
of
professionalism
and
that
the
generally
highly
positive
experience
of
tourists
with
the
people
they
meet
in
Ireland,
well-
documented
in
successive
surveys
over
the
years,
is
maintained
and
enhanced
Rationale
Tourism
is
an
industry
in
which
the
attitudes,
competence,
enterprise,
innovation,
hospitality
and
friendliness
of
the
people
in
it
are
an
intrinsic
part
of
the
product
itself.
The
people
in
tourism
are
at
the
heart
of
the
tourist
experience
in
Ireland
and
the
ultimate
determinant
of
the
quality
of
that
experience. Actions Milestones/
Timeframe
Update
(mid
2004)
on
Actions
Recommended
7.1
Human
Resource
Development
Strategy:
In
order
to
further
strengthen
the
human
resource
base,
standards
of
performance
and
professionalism
of
Irish
tourism
and
in
the
context
of
the
extended
organisational
remit
and
development
responsibilities
which
have
recently
been
allocated
to
Fáilte
Ireland,
a
new
Human
Resource
Strategy
should
be
put
in
place
which
.
supports
the
development
of
professional
career
paths
for
key
occupations
in
the
tourism
sector
and
provides
clear,
flexible
and
relevant
courses
and
programmes
leading
to
National
Qualifications
which
hold
international
recognition
for
excellence . positions the industry
as
a
highly
attractive
career
choice
through
the
excellence
of
its
induction
and
in-career
training,
the
provision
and
support
of
internationally
recognised
qualifications,
clear
career
progression
paths
and
opportunities
within
and
across
the
different
functional
areas
and
the
promotion
of
good
work
practices
including
employee
participation
in
decisions
that
affect
their
work
.
provides
a
focus
for
leading,
instigating
and
influencing
the
education
and
training
policy
and
practices
of
the
State
and
private
sectors
to
enhance
capability
at
all
levels
in
the
industry
through
quality
assurance,
facilitation
and
support
for
training
and
development
interventions
.
stimulates
actions
aimed
at
achieving
more
and
better
training
within
the
tourism
industry
.
emphasises
the
particular
importance
of
communication
and
inter-personal
skills
in
tourism
in
recruiting
new
employees
and
in
training
existing
employees
2004
Programme
Fáilte
Ireland
has
prioritised
the
implementation
of
this
recommendation
in
relation
to
Human
Resource
Development.
Initially
an
Internal
Working
Team
was
set
up
to
advance
the
action
and
a
number
of
meetings
with
focus
groups
were
held
and
a
survey
was
undertaken
across
the
sector.
An
inclusive
approach
has
been
adopted
and
an
Independent
Steering
Group,
under
the
chairmanship
of
Dr.
Frank
Roche
of
the
Smurfit
Graduate
School
of
Business,
was
set
up
in
June
2004,
with
representation
from
the
industry.
The
Group's
work
is
scheduled
for
completion
by
the
end
of
2004.
The
Chair
of
the
Steering
Group
will
make
a
presentation
to
the
Implementation
Group
in
the
autumn.
Stage
two
of
the
Optimus
Achieving
Business
Excellence
Programme,
Best
Practice,
was
launched
by
Fáilte
Ireland
in
June
2004. The Irish
Hotels
Federation
has
developed
the
first
on
line
Masters
programme
for
the
Hospitality
Industry.
68
68
Page 69
70
.
ensures
the
delivery
of
training
programmes
for
existing
employees
at
times
and
places
convenient
to
the
needs
of
enterprises
and
employees . takes full advantage
of
the
significant
potential
of
distance
based
e-
learning
in
training
and
educational
programmes
.
supports
the
development
of
partnership
arrangements
between
management
and
other
employees
as
a
means
of
employee
incentivisation
and
of
enhanced
business
performance
by
tourism
enterprises . promotes training
networks
of
tourism
enterprises
in
conjunction
with
the
Tourism
Industry
Representative
Bodies
.
evaluates
the
impact
of
the
full
range
of
education
and
training
supports
and
services
provided
at
national,
regional
and
local
levels
with
a
view
to
streamlining
their
availability
and
operation.
Lead
Role
Fáilte
Ireland
(with
Tourism
Industry
Representative
Bodies
and
training
and
education
providers)
7.2
National
Recruitment
Plan:
Establish
a
Tourism
Career
Promotions
Group
comprised
of
key
stakeholders,
including
students,
to
formulate
a
National
Recruitment
Plan,
designed
to
intensify
and
strengthen
linkages
with
schools,
communities
and
career
guidance
services. Lead Role
Fáilte
Ireland
Immediate
In
April
2004,
Fáilte
Ireland
set
up
a
Tourism
Careers
Promotion
Group,
chaired
by
Brian
Mooney,
President
of
the
Institute
of
Guidance
Counsellors
and
it
is
due
to
produce
a
Draft
Plan
by
September
2004.
7.3
Managing
Cultural
Diversity:
Develop
and
implement
a
strategy
and
detailed
implementation
programme
to
provide
for
the
integration
of
non-national
employees
within
the
work-place
and
more
widely
in
our
society
in
a
way
that
recognises
and
supports
cultural
diversity
and
enhances
their
personal
and
professional
development
and
their
potential
to
add
a
new
and
valuable
dimension
to
traditional
Irish
tourism
values.
Lead
Role
Fáilte
Ireland/ Tourism
Industry
Representative
Bodies
Immediate
A
Cultural
Diversity
Group,
representative
of
the
Irish
Hotel
and
Catering
Institute,
the
Irish
Hotels
Federation,
the
Restaurants
Association
of
Ireland
and
Fáilte
Ireland
has
been
established
and
held
its
first
meeting
in
May
2004.
The
Irish
Hotels
Federation
is
developing
an
on-line
self
assessment
questionnaire
for
members
to
test
their
knowledge
and
awareness
–
and
that
of
the
hotel/ guesthouse–
of
cultural
diversity.
69
69
Page 70
71
Strategic
Success
Driver
8
The
Government
Sector
Objective
To
improve
and
enhance
the
effectiveness
of
Government
leadership
and
interventions
in
promoting
Tourism
Rationale
Government
policies
and
actions
across
a
wide
range
of
areas
strongly
affect
the
development
of
tourism.
It
is
essential
to
put
in
place
new
organisational
and
operational
arrangements
which
more
fully
acknowledge
and
reflect
the
importance
of
tourism
as
an
instrument
of
national
and
regional
development
and
which
improve
the
effectiveness
of
Government
interventions
which
support
the
development
of
tourism.
Actions
Milestones/ Timeframe
Update
(mid
2004)
on
Actions
Recommended
8.1
Redefine
the
scope
of
Tourism
Policy:
Because
of
the
significant
impact
on
tourism
of
a
wide
range
of
Government
activities
that
are
the
responsibility
of
a
number
of
different
Government
Departments,
the
scope
of
tourism
policy
should
be
redefined
beyond
its
traditional
domain
within
the
"Department
of
Tourism"
to
encompass
all
areas
of
Government
activity
that
impact
in
a
significant
way
on
tourism.
(Strategic
Success
Driver
1
also
refers)
Lead
Role
Department
of
Arts,
Sport
and
Tourism
Immediate
and
Ongoing
Details
of
progress
in
implementing
the
actions
to
support
more
effective
Government
interventions
in
promoting
tourism
were
set
out
earlier
in
this
Appendix.
8.2
Strengthen
the
capacity
and
role
of
the
Tourism
Division
of
the
Department
of
Arts,
Sport
and
Tourism:
The
Division
of
the
Department
of
Arts,
Sport
and
Tourism
dealing
with
tourism
matters
requires
to
be
strengthened
.
to
include
additional
people
with
the
wider
range
of
analytical
skills
and
competencies
required
to
deal
with
the
more
extensive
scope
of
Government
activities
encompassed
within
the
wider
definition
of
tourism
policy
advocated
in
this
Report
.
to
follow
through
effectively
on
the
recommendations
of
this
Report
in
consultation
with
a
number
of
other
Government
Departments
and
agencies
and
with
the
industry
itself
.
to
interact
more
effectively
with
other
Government
Departments
and
agencies
on
issues
important
to
the
development
of
tourism.
Lead
Role
Department
of
Arts,
Sport
and
Tourism
Immediate
As
above
8.3
Tourism
and
the
National
Competitiveness
Council:
In
order
to
strengthen
the
focus
of
Government
policies
in
supporting
competitiveness
in
tourism,
the
Department
of
Arts,
Sport
and
Tourism
should
be
included
among
the
Government
Departments
in
attendance
and
participating
at
meetings
of
the
National
Competitiveness
Council
which
reports
directly
to
the
Taoiseach
on
issues
affecting
the
competitiveness
of
the
economy
and
its
different
sectors. Lead Role
Department
of
the
Taoiseach/
Department
of
Arts,
Sport
and
Tourism
Immediate
The
Department
of
Enterprise,
Trade
and
Employment
has
agreed
that
the
Department
of
Arts,
Sport
and
Tourism
will
participate
at
future
meetings
of
the
National
Competitiveness
Council.
70
70
Page 71
72
8.4
Inter-
Departmental
Bilateral
Consultation
Arrangements:
Establish
standing
consultation
arrangements
between
the
Department
of
Arts,
Sport
and
Tourism
and
the
Government
Departments/ Agencies
whose
activities
most
impact
on
tourism
including
the
Department
of
Finance,
Department
of
Transport
and
Department
of
Environment,
Heritage
and
Local
Government.
Lead
Role
Department
of
Arts,
Sport
and
Tourism
Immediate
Details
of
progress
were
set
out
earlier
in
this
Appendix.
8.5
Fáilte
Ireland:
Following
the
recent
amalgamation
of
Bord
Fáilte
and
CERT
into
a
single
organisation
for
the
development
of
tourism
in
Ireland,
the
organisational
structure
for
the
new
body
should
be
quickly
finalised
taking
account
of
the
new
strategy
and
action
plan
that
flows
from
this
Report.
Lead
Role
Fáilte
Ireland
Immediate
The
Executive
Team
at
Fáilte
Ireland
was
brought
together
in
December
2003
and
an
organisational
structure
has
been
put
in
place
to
deliver
the
2004
business
plan.
8.6
Regional
Tourism
Authorities:
Establish
a
closer
correlation
between
the
identified
core
visitor
servicing
and
development
functions
provided
by
the
Regional
Tourism
Authorities
and
the
State
financial
support
provided
to
them
through
Fáilte
Ireland.
Agree
the
new
regional
structures
for
the
discharge
of
Fáilte
Ireland's
functions
and
determine
the
appropriate
relationships
and
arrangements
at
regional
level.
Lead
Role
Fáilte
Ireland
Early
2004
Agreement
in
principle
has
been
reached
between
Fáilte
Ireland
and
the
Regional
Tourism
Authorities,
on
a
new
funding
model
that
will
cover
.
core
visitor
servicing
.
regional
marketing
.
product
development . planning and . programme implementation.
Specific
targets
will
be
agreed
for
each
area.
8.7
Regional/
Sub-National
Structure:
In
order
to
more
effectively
harness
the
depth
of
knowledge,
interest
and
commitment
to
the
development
of
tourism
at
regional,
county
and
sub-county
level,
it
is
essential
that
an
early
review
of
the
functions,
activities
and
interactions
of
the
many
bodies
involved
in
tourism
promotion
and
development
be
undertaken
as
a
matter
of
urgency.
The
key
principles
underlying
the
review
required
should
encompass
the
following: . a clear definition
of
the
roles
and
functions
of
different
bodies
involved
in
the
promotion
and
development
of
tourism
at
regional
and
local
levels . the identification
of
areas
of
overlap
and
duplication
together
with
the
actions
required
to
remove
such
overlap
and
duplication.
The
establishment
of
a
coherent
framework
(e. g.
in
the
form
of
regional
tourism
plans)
within
which
the
roles,
functions
and
specific
actions
of
the
different
bodies
active
in
tourism
promotion
and
development
at
regional
level
are
articulated
and
coordinated
.
the
establishment
of
a
forum
and
supporting
organisational
structure
at
regional,
county
and
local
tourism
development
level
to
develop
the
coherent
framework
required,
to
monitor
its
implementation
and
to
Immediate
The
review
of
regional
structures
was
deferred
pending
consultations
with
the
Regional
Tourism
Authorities
on
Action
8.6.
A
Sub-Committee
of
the
Fáilte
Ireland
Authority
has
been
set
up
to
advance
this
action
and
consultants
have
been
engaged
to
review
the
regional
structures
and
to
recommend
the
most
effective
system
for
the
future
delivery
of
national
tourism
policy
in
the
regions.
The
overall
future
of
Shannon
Development,
which
is
responsible
for
tourism
development
in
the
Mid-West
Region,
is
under
consideration
by
the
Department
of
Enterprise,
Trade
and
Employment
and
the
tourism
implications
of
any
changes
are
included
in
this
examination. As a separate but complementary
initiative,
ITIC
has
drawn
up
the
terms
of
reference
for
a
research
project
(to
be
completed
before
end
2004)
on
growing
promotable
business
to
Ireland
and
on
increasing
business
to
the
regions.
71
71
Page 72
73
coordinate
effectively
the
range
of
activities
undertaken
by
different
bodies. Lead Role
Department
of
Arts,
Sport
and
Tourism/ Fáilte
Ireland
72
72
Page 73
74
Strategic
Success
Driver
9
Information,
Intelligence
and
Research
Objective
To
provide
the
essential
foundations
of
comparative
data,
knowledge
and
intelligence
on
which
to
develop
the
policies
and
actions
by
both
the
public
and
private
sectors
that
promote
tourism
across
the
full
range
of
the
nine
strategic
success
drivers
outlined
in
this
Report
Rationale
Good
policy
and
development
decisions
by
both
Government
and
the
private
sector
depend
on
a
good
base
of
data,
knowledge
and
intelligence
relevant
to
the
tourism
industry
in
Ireland
and
internationally.
Actions
Milestones/ Timeframe
Update
(mid
2004)
on
Actions
Recommended
9.1
Research,
Advisory
and
Co-
ordination
Group:
Set
up
a
Research
Advisory
and
Co-ordination
Group,
with
representatives
of
the
industry,
Tourism
State
Agencies,
relevant
Government
Departments
and
the
research
community
in
third
level
education
to
identify
information
and
research
gaps.
Lead
Role
Department
of
Arts,
Sport
and
Tourism
By
end
2003
The
Department
of
Arts,
Sport
and
Tourism
decided
to
defer
the
setting
up
of
this
Group
pending
the
compilation
of
the
research
register,
which
is
in
hand
by
the
Tourism
Agencies
(see
Action
9.2
below),
and
the
experience
that
emerges
from
that
process. In addition
to
the
current
research
programmes
being
carried
out
by
the
Tourism
State
Agencies,
the
Irish
Tourist
Industry
Confederation's
Research
Programme
for
2004
includes
o
Tourism
Industry
Performance
o
Survey
on
Industry
Spend
in
Overseas
Markets
o
Product
development
-
future
needs
and
incentives
o
Monitoring
the
Harmonisation
of
Indirect
Taxation
o
Spatial
Spread.
9.2
Research
Register:
Compile,
maintain
and
publish
a
comprehensive
database
on
information
and
research
relevant
to
Irish
Tourism
recently
completed,
under
way
and
planned.
Lead
Role
Fáilte
Ireland
Initial
database
published in 2004
The
format
for
the
Research
Register
was
developed
and
agreed
by
the
Tourism
State
Agencies.
The
initial
scope
was
confined
to
the
State
Agencies
and
the
first
draft
will
be
produced
in
2004.
It
is
proposed
that
phase
2
will
extend
to
the
education/ industry
databank
of
research.
9.3
Tourism
Satellite
Accounts:
In
order
to
more
accurately
reflect
the
importance
and
contribution
of
tourism
to
national
economic
development,
a
revised
approach
to
the
quantification
of
the
economic
contribution
of
tourism
in
national
accounting
terms
through
the
use
of
the
Tourism
Satellite
Accounts
(TSAs)
model
developed
by
the
WTO
should
be
put
in
place.
Lead
Role
Fáilte
Ireland
and
Tourism
Ireland
in
consultation
with
the
Central
Statistics
Office
Feasibility
study
and
action
plan
to
be
completed
by
early
2004
Following
an
initiative
by
the
British
Irish
Council,
a
proposal
for
a
UK
and
Ireland
Tourism
Satellite
Account
–
First
Steps
Project
was
agreed.
Working
in
partnership,
Fáilte
Ireland
and
Tourism
Ireland
commissioned
the
National
Centre
for
Tourism
Policy
Studies
at
the
University
of
Limerick
to
compile
TSA
tables
for
the
Republic
of
Ireland,
in
as
far
as
it
is
currently
possible,
and
to
identify
any
outstanding
information
required
to
complete
a
fully
comprehensive
TSA.
Fáilte
Ireland
is
managing
Ireland's
representation
and
the
first
set
of
accounts
is
due
to
be
delivered
in
autumn
2004.
73
73
Page 74
Implementation
Arrangements
Objective
To
drive
forward
and
monitor
the
effective
implementation
of
actions
recommended
in
this
Action
Plan
and
to
put
in
place
a
process
to
ensure
continuing
review
of
strategy
to
reflect
changing
circumstances.
Rationale
The
strategy
and
recommended
actions
set
out
in
this
Report
encompass
a
wide
and
complex
range
of
issues.
These
will
require
to
be
followed
through
with
resolution,
commitment
and
energy
if
they
are
to
effectively
support
and
sustain
the
further
development
of
Irish
tourism
as
a
major
sector
of
opportunity
for
enterprise
and
investment
and
as
a
powerful
instrument
of
national
and
regional
development.
Actions
Milestones/ Timeframe
Update
(mid
2004)
on
Actions
Recommended
10.1
Implementation
Group:
In
order
to
follow
through
quickly
and
effectively
on
this
Report,
so
that
it
can
make
a
real
difference
to
the
further
development
of
the
tourism
industry
in
Ireland,
a
high-level
Implementation
Group
should
be
established
to
drive
forward
and
monitor
the
recommended
actions.
The
Implementation
Group
should
be
representative
of
the
tourism
industry
and
public
sector
and
should . report directly
to
the
Minister
for
Arts,
Sport
and
Tourism
.
sit
for
a
fixed
period
of
no
more
than
2
years
(2003-2005)
.
publish
a
report
on
its
work,
results
and
deliberations
at
6
monthly
intervals. Lead Role
Department
of
Arts,
Sport
and
Tourism
Immediate
The
Minister
for
Arts,
Sport
and
Tourism
established
a
high-
level
Group
in
January
2004.
The
fundamental
task
of
the
Group
is
to
monitor
the
implementation
of
the
recommendations
of
the
Tourism
Policy
Review
Group,
to
assess
progress
and
to
report
to
the
Minister
and
the
industry
on
that
progress
–
highlighting
constraints
and
recommending
changes
in
the
light
of
the
experience
as
the
Action
Plan
is
rolled
out.
The
Group
held
its
first
meeting
on
5
February
2004
and,
since
then,
it
has
convened
in
formal
session
at
monthly
intervals.
It
will
report
twice
a
year
to
the
Minister
for
Arts,
Sport
and
Tourism.
10.2
Tourism
Forum:
An
annual
forum
of
the
tourism
industry
should
be
established
to
consider
developments
in
the
sector
and,
to
review
performance
in
the
implementation
of
the
new
strategy
in
the
context
of
these
developments.
The
first
forum
should
be
established
in
October
2004,
12
months
after
the
publication
of
this
Report.
Lead
Role
Fáilte
Ireland
First
Forum
in
October 2004
The
first
annual
forum
is
scheduled
for
the
end
of
November
2004. 74