Department of Arts, Sport and Tourism

Department of Arts, Sport and Tourism

SECOND ANNUAL REPORT

2004

Table of Contents Page Number

Mission Statement 3

Foreword by the Minister 4

Introduction by the Secretary General 7

Overview 2004 9

Progress Towards Tourism Goals 20

Progress Towards Arts and Cultural Institutions' Goals 28

Progress Towards Sport Goals 36

Organisational Development in the Department 40

Appendices

1. Tourism 47

2. Arts and Cultural Institutions 50

3. Sport 53

4. Organisational Development 56

5. Financial Report 63

6. Organisational Structure 66

7. Breakdown of Staff Serving by Grade and Gender 67

8. Sports Capital Programme Allocations 69

9. Freedom of Information Annual Report 88

Department of Arts Sport and Tourism

MISSION

"The Department's mission is to contribute to the economic, social and cultural progress of Irish society and the enrichment of its quality of life through promoting sustainable tourism; encouraging excellence in sporting and artistic achievement; facilitating greater access to sport and the arts; and preservation of our cultural inheritance."

Foreword by the Minister

I am delighted to have the opportunity to present this second report on the achievements of the Department of Arts, Sport and Tourism covering the 2004 calendar year.

During that period my Department made considerable progress in delivering on the commitments for the arts, sport and tourism sectors as outlined in the Agreed Programme for Government, the National Development Plan, 2000-2006 and in "Sustaining Progress" – the Social Partnership Agreement, 2003-2005.

Tourism continued to grow following the progress made in 2003 after the difficulties and challenges encountered in previous years. Six and a half million visitors, generating over €4 billion, are estimated to have visited Ireland in 2004, an increase of 6% over the record figure in 2000. These figures coupled with the €1 billion income generated by Irish residents makes the tourism industry, at €5 billion, Ireland's largest internationally traded services sector.

The new strategy set out in the Report of the Tourism Policy Review Group aims to double, by 2012, revenue from tourism and to increase substantially the number of overseas visitors, in particular to the lesser-developed regions. Early in 2004 I appointed a high level group to oversee the implementation of the new strategy and the Group presented their first progress report to me in August.

2004 also saw the official opening of the vast Chinese tourism market to Ireland with the signing of an historic agreement – the Approved Destination Status Agreement - between the tourism authorities of Ireland and China in Dublin Castle in May.

China played a key part also on the arts and culture side of my Department in 2004 in what was an unprecedented level of activity in the international arts scene. The Ireland-China Festivals, which extended over much of 2004, represented the largest cultural exchange ever engaged in by Ireland outside Europe.

Ireland's successful Presidency of the European Union included a Cultural Programme marking and celebrating the accession of the ten new Member States, with a series of arts and cultural events at

home and abroad, including the Bloomsday Centenary celebrations. 2004 also saw the formulation of a new strategy for the promotion of Irish arts and artists abroad.

Support for the further development of the National Cultural Institutions continued in 2004 through a major capital investment programme with emphasis on the National Museum of Ireland's facility at Collins Barracks and the National Library of Ireland in Kildare Street, both of which became autonomous bodies in 2005.

Continued funding of sports and the encouragement of involvement in sporting activities is an important element of the Programme for Government. The Government consider that expenditure on sport is important not only for the health, wellbeing, social, cultural and personal development of individuals, but also for the social and economic development of the country.

In 2004 funding for sport, administered through the annual budget of the Irish Sports Council and the delivery of a range of sporting facilities at local, regional and national level, and including disadvantaged areas, totalled €113 million. Of this, €61 million was allocated to 738 sporting projects throughout the country under the Sports Capital Programme. Since 1997, almost €331 million has been allocated to 4271 projects under the Programme. In 2000 – its first full year in operation – the Irish Sports Council's budget was €13 million. In 2004, this was increased to €30.7 million.

In 2004 the Government decided to provide funding towards the major redevelopment of Lansdowne Road Stadium and to invite proposals for the development of a sports campus at Abbotstown.

2004 was also a record year of grants for swimming pools with a doubling of expenditure under the Pools programme. A record €17.6 million was spent in 2004 compared with €9 million in 2003.

To ensure that the horse and greyhound sectors will be able to complete major development initiatives in the period up to 2008, the Government put in place regulations to increase the limit of the Horse and Greyhound Racing Fund from €254 million to €550 million and to continue the Fund for a further four years to 2008.

Also in 2004 four new Local Sports Partnerships were established for Kerry, Kilkenny, Mayo and Westmeath to support the development of sports at local level. This brings the total number of

partnership sites nationwide to sixteen. My Department has commissioned an independent review of the operation of these partnerships, which is due for completion in 2005.

Much has been achieved in each of the sectors since my Department was set up in 2002 and I wish to thank each and every staff member for their contribution to the work. To develop and to build on these achievements my Department published a new Statement of Strategy in May 2005 with a substantial work programme for 2005-2007, including work on the decentralising of the Department to Killarney. I look forward to providing the political leadership for this programme and to working with the Secretary General, and all the staff of the Department and its associated Institutions and Agencies, to progress our ongoing contribution to the economic, social and cultural progress of Irish society and the enrichment of its quality of life.

John O'Donoghue T.D.

Minister for Arts Sport and Tourism

Introduction by the Secretary General

This is the second progress report of the Department of Arts, Sport and Tourism, which was established by the Government in June 2002. Much was achieved during 2004 in realising the ambitious mission and goals which were set out in the Department's first Statement of Strategy, which was published in July 2003.

The Department continues to build on the unique ways by which each of its three sectors impact on the quality of life of the people of Ireland. Having embarked on the challenge of bringing the arts, sport and tourism sectors together to form one corporate entity, we have set ourselves ambitious objectives in our second Statement of Strategy, published earlier this year, to develop further policies, programmes and activities in line with Government plans, which will enhance and enrich the economic and social life of all of our people.

Supported by a range of Government policies and programmes, tourism continues to grow, with increased visitor numbers and increased revenue, making it one of our largest industries. The roll out of the broader development strategy in the "New Horizons" Report of the Tourism Policy Review Group, which is being overseen by the high-level implementation group, together with the opening up of new markets for Ireland, provides a basis for continued sustainable growth. The Tourism Division of the Department actively supported these initiatives and provided the policy and funding framework for the work of the main tourism agencies – Tourism Ireland and Fáilte Ireland.

It was also a busy and productive period for the Arts and Cultural Institutions' Division, who oversaw the Cultural Programme for Ireland's EU Presidency, the China Festivals and the Rejoyce Festival, all of which did much to give expression to Irish arts and artists abroad. Planning for autonomous status for the National Library and the National Museum was advanced and successfully brought to fruition in 2005.

The Sports Division administered an increased level of funding to various supporting programmes, which continue to develop our sports and leisure facilities and infrastructure. Key policy decisions were taken in relation to the development of stadium and sports facilities at Lansdowne Road and Abbotstown.

Having successfully overseen the establishment of the new Department in 2002 and 2003, the Department's Corporate Services Support Units continued to build on their work in ensuring full support for the carrying out of the Department's mission and responsibilities.

In conclusion, I would like to thank the Minister for his encouragement and strong support in advancing the objectives of the Department and to staff at all levels within the Department for their commitment, professionalism and dedication which are key factors in the successful achievement of the Department's aims during 2004.

Philip Furlong

Secretary General

Overview 2004

Tourism

The tourism industry is now Ireland's largest internationally traded services sector. The number of overseas visitors to Ireland in 2004 is estimated at 6.5 million – 6% more than the record numbers achieved in 2000. These visitors generated over €4 billion in foreign exchange earnings, equivalent to half the value of exports by all Irish-owned manufacturing companies. Together with the €1 billion income generated by tourism spending by Irish residents, Irish tourism is now a €5 billion industry.

Estimates from the Central Statistic Office for 2004 indicate an overall increase of 3.2% in overseas visitor numbers over the same period in 2003 and a 0.4% increase in revenue. There are significant variations in the performance of different markets. Long-haul markets show a strong recovery with North American visitors up 8% and visitors from the Rest of the World up 27%. The aggregate performance of Mainland Europe is positive with almost 7% growth in volume terms. The performance of Britain, Ireland's largest market, has been flat, with a marginal decline of 1% in volume terms compared to 2003 figures.

In policy terms, the key development in 2004 was the appointment by the Minister of a high-level group to oversee the implementation of the first two-year rolling Tourism Action Plan, as set out in the Tourism Policy Review Group Report entitled "New Horizons for Irish Tourism: An Agenda for Action", published in September 2003. The review sets out a new strategy for the period 2003-2012, including a new set of targets including: a doubling of overseas revenue to €6 billion in 2012; 10 million overseas visitors by 2012; and a doubling of promotable tourists (i.e. those most likely to be influenced by marketing activities) to the BMW Region (from 0.8 million or less than 30% of such tourists to 1.6 million).

In its first progress report, published in August 2004, the Implementation Group found that progress had been good in the implementation of the Action Plan but the areas where it was most advanced lay in those relating to administrative and coordinating activities – as the key actors geared up to implement the new strategy. The areas where progress was least advanced at that time lay in the more specific areas of what can be termed the "real economy" and significant barriers to the development of Irish tourism – including the lack of a National Conference Centre, the need to

upgrade the national and non-national roads networks especially at access points and the delay in advancing key aviation issues (including the Ireland/US Bilateral and the 2nd terminal at Dublin Airport) – still remained.

The principal challenge ahead is to maintain Ireland's competitive edge internationally. While overall numbers and revenue have continued to grow over recent years, despite a series of international crises, the increased emphasis on value for money from increasingly price conscious consumers has impacted on industry yield. In that context, the rate of revenue growth has slowed against overall volume growth in the last two years. A key focus immediately for the tourism agencies and the industry alike will be on securing growth from Britain, Ireland's largest market by far.

2004 was the first full year of operation for Fáilte Ireland, the National Tourism Development Authority. This integrated agency is dedicated to excellence in both product and service delivery, the two key elements of the tourist experience in Ireland. It continues to work closely with the industry, providing a one-stop-shop for strategic and practical support to develop and sustain Ireland as a high quality and competitive tourist destination

Significant progress has been achieved under the Tourism Product Development Scheme as the detailed evaluation and assessment work required under the terms of the Scheme started to deliver grant approvals. To the end of 2004, grants totalling just over €31.6 million had been approved by the independent Project Management Boards in respect of 44 projects nationwide. In order to maximise the use of monies available under the Tourism Product Development Scheme, the Minister, in December 2004, requested Fáilte Ireland to invite further investment proposals under the special interest pursuits category. The indicative grant fund of €12 million to be allocated between the BMW and S&E regions is intended to support investment in pursuits such as equestrianism, cycling and walking, Great Gardens, specialist outdoor activities, water-based tourism and health tourism. The closing date for receipt, by Fáilte Ireland, of completed detailed proposal forms was 28 February 2005.

One of the key Government priorities for Tourism is the provision of a dedicated National Conference Centre. Over the course of 2004, there was significant progress on the detailed arrangements for a Public Private Partnership to deliver this vital element in Ireland's tourism infrastructure. In December 2004, detailed tender documentation was issued to the three short-listed

consortia by the Office of Public Works. Allowing several months for the required engagement with the tenderers, it is expected that a preferred tenderer can be selected by late Summer 2005.

International conference and corporate meetings business is an important and valuable element of the Irish tourism product. The provision of a National Conference Centre is a necessary precursor to expanding a business tourism sector currently worth €250 million a year to the Irish economy. It remains a priority of the Minister and Department to have this project brought to a conclusion at the earliest possible date.

The availability of a highly trained and skilled workforce is a key factor in the Irish tourism industry's ability to compete in the world tourism market. During 2004, Fáilte Ireland continued to promote tourism as a first choice career as well as delivering and developing programmes to raise the standard for service quality and professionalism within the tourism sector. Almost 11,000 people were trained by Fáilte Ireland and there was an increased emphasis on helping to improve skill levels and industry capability. The Authority supported the industry in terms of the development of management capabilities in areas such as cost competitiveness, human resource development, marketing and finance. It invested significantly in enterprise development; and has recently finalised an overall strategy for human resource development within the industry as well as a detailed national recruitment plan to address the challenges of recruitment and retention in the tourism industry.

Working closely with the industry, Tourism Ireland and Fáilte Ireland are targeting investment in key areas such as e-marketing, product development, HR management and regional spread. On the demand side, key source markets for Ireland such as Britain and Continental Europe have been the focus of market research and development in order to ensure that their investment on destination and product marketing campaigns remains relevant and effective.

Another development in 2004, of more long-term significance, was the official opening of the vast Chinese tourism market to Ireland with the signing of an historic agreement – the Approved Destination Status Agreement (ADS) - between the tourism authorities of Ireland and China in Dublin Castle in May.

2004 also saw the completion of a Review of Irish Tourism Policy and Performance for the OECD which received positive endorsement from the OECD Tourism Committee.

Arts, Film & Music

The Arts Act, 2003 defines the arts as

" ... any creative or interpretative expression (whether traditional or contemporary), in whatever form, and includes, in particular, visual arts, theatre, literature, music, dance, opera, film, circus, and architecture, and includes any medium when used for those purposes."

This definition is a very wide one, reflecting the view that the arts are for everyone and are inclusive rather than exclusive. Government support for the arts is based on the premise that the arts have a very significant and positive impact on the lives of almost everyone in the country.

2004 witnessed an unprecedented level of activity in the international arts scene. The Ireland-China Festivals, which extended over much of the year, represented the largest cultural exchange ever engaged in by Ireland outside Europe. The Cultural Programme marking Ireland's Presidency of the European Union, and celebrating the accession of the ten new Member States, included arts and cultural events at home and abroad. The Department also formulated its future approach to the promotion of Irish arts and artists abroad.

The Cultural Programme for Ireland's Presidency of the Council of the European Union was launched by the Minister in January 2004. The enlargement of Europe during Ireland’s Presidency of the European Union offered unique opportunities for highlighting the relevance of Europe to Irish people and for showcasing Irish arts and culture throughout the Union. The Cultural Programme was one of the central features of the Irish Presidency, and celebrated the historic accession of 10 new Member States to the European Union with a wide range of rich and exciting events in Ireland, Brussels and touring to and from the new EU States.

An exciting part of the programme saw each new Member State being specially 'welcomed' into the EU by an Irish city or town in a special 'Day of Welcomes'. This day was at the heart of a national weekend of celebration that involved each of the ten towns and cities hosting distinct and engaging 'mini-festivals.' During the six months of the Irish Presidency several hundred Irish artists visited Cyprus, the Czech Republic, Estonia, Hungary, Latvia, Lithuania, Malta, Poland, Slovakia and

Slovenia as well as Brussels and the two candidate countries, Bulgaria and Romania. Thousands of people throughout these countries enjoyed the work of Irish visual artists, dancers, writers and independent theatre companies and the best of our traditional, rock and classical musicians and ensembles.

A key domestic and indeed international event was the Bloomsday Centenary celebration in which the Department played a key enabling role.

In March 2004, the Minister launched the programme for the China/Ireland Cultural Festivals. This major cultural exchange programme between Ireland and China arose from an agreement signed during the visit of Premier Zhu Rongji to Ireland in 2001. The purpose of the exchange was to improve the understanding between the two nations and therefore provide the basis for increased cultural, educational, social and trade relations between the two countries. The Irish Festival in China took place in Beijing and Shanghai during May and June.

Over a period of two months the Irish programme introduced Chinese audiences to the diversity and richness of Irish culture. The Festival saw some of the best of Ireland’s established and emerging artists and organisations over a diverse range of artforms presenting their work in China. In addition, the programme sought to establish longer-term relationships with Chinese colleagues and counterparts. To this end the cultural exchange programme included a number of unique collaborations and partnerships between Irish and Chinese artists and institutions.

The Irish programme was followed by a reciprocal Chinese Festival of Arts and Culture in Ireland. Irish audiences were introduced to a wide-ranging programme of traditional and contemporary Chinese arts and culture, much of which was visiting Ireland for the first time. These included the Shanghai Percussion Ensemble, the world famous Peking Opera House of Beijing and an exhibition of Chinese contemporary art.

The Department, as part of its European Presidency programme, hosted on 11-12 March 2004 in Killarney, an experts' seminar on the role of literature as a vehicle for the maintenance of cultural and linguistic diversity. This seminar was attended by a wide variety of experts and policymakers and highlighted some key topics worthy of further discussion by the Council of Europe. The seminar was

attended by 74 participants from 25 countries. This seminar successfully highlighted the importance of literature as a means of preserving European languages and protecting our cultural diversity.

Significant capital development of arts and cultural facilities is taking place throughout the country. The ACCESS scheme is providing 44 such facilities at a cost €45.7m. These include museums, multi-purpose arts centres, and theatres. Many of these are promoted by local communities.

The Irish film sector is now at a stage where our personnel and facilities can meet the very highest of international standards. The Irish Film Board continues to work at all levels of Irish filmmaking, from those just starting on a career in film to those who have achieved international success. The Board is also responsible for marketing Ireland as a location for international productions, which not only bring economic benefits, but also provide valuable opportunities and experience for Irish film personnel. In this context, the extension of the section 481 tax relief to 2008, announced by the Minister for Finance in his December 2003 budget speech, with the amount that may be raised increasing from 2005, is of enormous significance. The sector can now go forward with renewed confidence to realise its potential in the years ahead.

Throughout the year the Department continued to support the further development of the National Cultural Institutions through a major capital investment programme which concentrated on the National Museum of Ireland's facility at Collins Barracks, and the National Library of Ireland in Kildare St.

Significant use was made during the year of both the National Heritage Fund and tax relief provisions under Section 1003 of the Taxes Consolidation Act, 1977 to expand the National Collections of the Institutions.

The North/South dynamic was enhanced by continuation of a joint project to translate the Commentarius Rinnuccianus in partnership with the University of Ulster. Financial assistance was provided to assist the continued operation of non-State cultural institutions containing collections of national or international interest.

Sport

Given the benefits which accrue through involvement in sporting activities, the Government regard expenditure on sport as important in the social and economic development of the country. These benefits can be measured in the context of health and wellbeing, social and cultural development, education, personal development, tourism and the economy.

Funding for sport is provided through the annual budget of the Irish Sports Council and the delivery of a range of sporting facilities at local, regional and national level. Funding for sport in 2004 totalled €113m of which €61m was allocated to 738 sporting projects throughout the country under the Sports Capital Programme.

Since 1997, almost €331 million has been allocated to 4271 projects under the programme. In consultation with the Department of Community, Rural and Gaeltacht Affairs, 257 projects located in areas designated as disadvantaged were allocated funding of over €23.5 million in 2004. While the primary focus of the programme has been in the provision of facilities at local level by clubs and community groups, funding continues to be provided towards the development of a range of municipal multi-sports centres catering for a large population and catchment area. These projects while meeting local needs, also contribute very significantly to the national and regional sporting infrastructure that is essential both for increasing participation levels and for improving standards of performance at both national and international level.

2005 sees Ireland hosting Cricket's ICC Trophy and the Hockey European Nations Cup with grants awarded specifically under the 2004 programme to ensure that facilities at the proposed venues meet with the highest international standards. Applications for funding under the 2005 Sports Capital Programme were invited by way of public advertisement in December 2004 and a total of 1362 applications were received by the deadline of 4th February 2005.

Also in 2004 the Government decided to provide funding towards the redevelopment of Lansdowne Road and to invite proposals for the development of a sports campus at Abbotstown

2004 was a record year of grants for swimming pools with a 96% increase in expenditure under the Local Authority Swimming Pools Programme. A record €17.6 million was spent in 2004 compared

with €9 million in 2003. A further increase in pool programme funding to €32 million in 2005 (an 82% increase on 2004) was also achieved.

The Irish Sports Council's budget was increased to €30.7 million in 2004 compared to an amount of €13 million in 2000, its first full year of operation. The supports provided to our international sportspersons in 2004 enabled them to compete successfully in international competition.

The National Governing Bodies of Sport (NGBs) are funded on an annual basis by the Irish Sports Council towards the costs associated with the development and promotion of their sports. Allocations in 2004 included a total of €6.5 million to support the work of the GAA, FAI and IRFU in increasing participation in sport by young people. Almost €8 million was allocated to the 55 NGBs to allow them to carry out the core activities required to deliver quality sport in Ireland, including administration, coach education and hosting and participating at international events. The Irish Sports Council/Economic and Social Research Institute report on "Sports Participation and Health among Adults in Ireland" was launched in November 2004.

Four new Local Sports Partnerships (LSPs) were established for Kerry, Kilkenny, Mayo and Westmeath bringing the total number of LSP sites nationwide to sixteen. Three new LSP strategies were launched in Limerick City, Kildare and Kerry. The extension of the Buntús Scheme to the sixteen LSP sites was completed and the development of a successful sponsorship arrangement for the scheme with Musgraves Super Valu was put in place. €2.3 million was allocated to the sixteen LSPs in 2004. The Department has commissioned an independent review of the operation of the existing LSPs, which is due to be completed by mid 2005.

In 2004, grants of €0.6 million were allocated by the Irish Sports Council to the Sport for Older People Initiative which aims to help clubs and organisations to increase opportunities for their older members to actively participate in recreational sport and a range of physical activities.

Also in 2004, the new Irish Anti-Doping Rules in line with the World Anti-Doping Code were implemented by the Irish Sports Council and the Council hosted a very successful Anti-Doping conference in January 2004. The rules are being used by the World Anti-Doping Agency (WADA) as a template for the model of best practice for National Anti-Doping Organisations.

The Olympic Year saw testing of all Irish Olympians and Paralympians. Dr. Una May of the Irish Sports Council's Anti-Doping Unit was also invited to be a WADA Independent Observer at the Athens Games, a singular honour and recognition for the work of the executive since 1999.

In 2004, 918 tests were carried out, including 153 User Pays tests. Out of Competition tests accounted for 60% of testing under the National Programme. 37 sports were subject to testing, with 75 tests overseas. The number of tests carried out in 2004 demonstrates the comprehensiveness of the anti-doping programme. It identifies those who use prohibited substances and provides reassurance about the vast majority who do not. Events in 2004 demonstrated that Ireland mirrors international experience and is not immune from the threat of drugs in sport.

During 2004, the Department and the Sports Council were involved in the preparation of a new UNESCO World Anti-Doping Convention which will build on the WADA Code and the Council of Europe Anti-Doping Convention. It is intended that it become a legally binding instrument for anti-doping actions by Governments across the globe. It is aimed to have this new World Convention accepted and in place before the Turin Winter Olympic Games in 2006.

The Irish Presidency hosted the highly successful pan-European launch of the European Year of Education through Sport (EYES) 2004 in Croke Park in January 2004. A meeting of Troika Sports Ministers as well as a joint meeting of Sport and Education Ministers were held at the same time. The Ministers authorised the European Commission to initiate a process of consultation which should lead to the development of a cohesive work programme and a rolling agenda for EU Sports Ministers in the light of the first ever provision for sport in the new draft EU Treaty, agreed during the Irish Presidency.

Under the EYES initiative, Ireland was fortunate to have had seven projects part-funded by the European Commission. Three of the projects funded were partners in community-wide projects being led by organisations in other EU countries and four projects took place at local, regional or national level. A number of other State funded projects were held during the year including the AIB Our Active School Award, Women in Sport Conference and Publication, EYES 'Try–a-sport days', EYES Lecture, EYES Publication and the Most Sporting School Competition.

2004 was another memorable year for Irish Sport, both at home and abroad. At home, Kerry won the All-Ireland Senior Football title and Cork won the hurling title. In addition, Galway won the All-Ireland Ladies Gaelic Football title and Tipperary retained the All-Ireland Camogie Crown.

On the International stage, the wonderful contribution of Darren Clarke, Padraig Harrington and Paul McGinley to winning the Ryder Cup, the medals won by Derek and David Malone, Conal McNamara and John McCarthy in the Paralympic Games, Andy Lee’s bronze in the European Amateur Boxing Championships, Shelbourne’s great adventures in Europe and Ireland winning the Rugby Triple Crown were particularly noteworthy.

In 2004, the Government put in place regulations to increase the limit of the Horse and Greyhound Racing Fund from €254 million to €550 million and to continue the Fund for a further four years to 2008. This will ensure that both the horse and greyhound racing industries will have the necessary secure financial framework for the next four years to enable them to bring about completion of their major development initiatives. By the end of 2004, Horse Racing Ireland and Bord na gCon received €206.4 million and €51.6 million respectively from the Fund since its inception in 2001.

A €200 million Capital Development Fund for Irish Racecourses was launched by Horse Racing Ireland in November 2004. This new fund will be double the size of the first Racecourse Capital Development fund and will be spent over five years to continue the substantial upgrade of our racecourses to bring them up to the standard expected by modern race-goers. Horse Racing Ireland will provide up to €110 million in grant-aid and the racecourses will finance the balance from their own resources.

In July 2004, Indecon International Economic Consultants on behalf of Horse Racing Ireland, the Irish Thoroughbred Breeders' Association and the Irish European Breeders Fund completed a Report entitled "An Assessment of the Economic Contribution of the Bloodstock and Horse Racing Industry in Ireland". The Report confirmed that horse racing and thoroughbred breeding are significant net contributors to the Irish economy and that the stallion tax exemption has supported the development of a thriving thoroughbred breeding industry in Ireland. The performance of Irish horses and riders over the last few years has been outstanding and has helped ensure Ireland's premier position in world racing.

In 2004, Bord na gCon continued its development of the greyhound industry in Ireland and greyhound racing is now one of Ireland's fastest growing evening entertainment venues. The overall success of the greyhound industry in recent times is highlighted through a large number of indicators within the industry such as a huge increase in the levels of attendance at meetings, tote and bookmakers turnover figures and much more. Attendances exceeded 4.5 million from 2000 to the end of 2004.

Progress Towards Tourism Goals

The Department has adopted the following as its goal for tourism:

"Facilitating the continued development by the tourism industry of an economic and environmentally sustainable and spatially balanced tourism sector, through formulating, monitoring and reviewing a range of supporting policies and programmes, particularly within the framework of the National Development Plan and North/South Co-operation."

The strategies identified for achieving this goal are set out in detail in the Department's first Statement of Strategy, covering the three-year period 2003-2005, and are replicated, with relevant performance indicators, in Appendix 1 of this report.

Strategy 1

To review Tourism policy and performance.

In relation to this strategy, the key development in 2004 was the appointment by the Minister of a high-level group to oversee the implementation of the two-year rolling Tourism Action Plan, as set out in the Tourism Policy Review Group Report entitled "New Horizons for Irish Tourism: An Agenda for Action" (published in September 2003).

The New Horizons Report sets out a new strategy for the period 2003-2012, including a new set of targets including: a doubling of overseas revenue to €6 billion in 2012; 10 million overseas visitors by 2012; and a doubling of promotable tourists (i.e. those most likely to be influenced by marketing activities) to the BMW Region (from 0.8 million or less than 30% of such tourists to 1.6 million).

In its first progress report, published in August 2004, the Implementation Group found that, overall, the initial progress in the implementation process had been good with strong commitment and support from the tourism industry and the Government; progress in advancing some of the recommended actions had been more or less satisfactory than others; the areas where progress was most advanced lay in those relating to administrative and coordinating activities as the key actors geared up to implement the new strategy. The areas where progress was least advanced lay in the more specific areas of what can be termed the "real economy"; significant barriers to the

development of Irish tourism remained and progress in removing these barriers would be essential to achieving the ambitious targets set by the Review Group.

The Implementation Group also reported that 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, had been strongly supportive of the strategy and recommendations of the Review Group and the work of the Implementation Group.

The Implementation Group held a Tourism Forum in the Royal Hospital Kilmainham on 17 November 2004, the purpose of which was to consider developments in the tourism sector and to report to the industry on progress to date on the implementation of the new tourism strategy and its detailed recommendations. It also provided the tourism industry the opportunity to advise the Implementation Group of their views on the current status of the industry. Approximately 120 people including tourism industry representatives and members of State agencies attended the Forum.

Strategy 2

To put in place a new delivery mechanism for State support for tourism.

Fáilte Ireland is focussing on the experience of visitors when they get here, by working closely with the tourism industry to provide a one-stop-shop for strategic and practical support to develop and sustain Ireland as a high quality and competitive tourist destination. It is doing so by: identifying emerging business opportunities; benchmarking competitors in other destinations; identifying and promoting principles of tourism best practice; establishing and promoting standards of excellence in customer service; stimulating and supporting the development of new tourism products; developing compelling marketing propositions for tourism products, and supporting industry marketing (overseas marketing initiatives are delivered through Tourism Ireland); building capability at all levels within the industry; continuing to develop and promote the critically important home holiday segment; encouraging the removal of barriers to development within the broader business environment;

monitoring industry performance and customer experiences; and providing support for the six Regional Tourism Authorities.

Strategy 3

To facilitate and review the use of public funds for tourism marketing and promotion.

The allocation for tourism under the National Development Plan (NDP) included provision for a multi-annual Tourism Marketing Fund in excess of €200million. Ireland’s key tourism marketing objectives over the period 2000-2006 are to increase overseas revenue earnings and per diem visitor yield, and to help the industry achieve a wider seasonal and regional distribution of tourism business, thereby contributing to sustainable development goals.

Under the Tourism Marketing Partnership, established in 2000 and reconstituted in 2002 under the aegis of Tourism Ireland Ltd, the tourism agencies and representatives from the tourism sector, North and South, develop and agree an annual marketing strategy for the island of Ireland based on the funding available through the NDP and the additional contribution from Northern Ireland to Tourism Ireland's core marketing budget. From 2000 to 2004, Exchequer investment in the Tourism Marketing Fund reached €129m, of which over €31m was spent in 2004 – the largest ever annual allocation to the Fund.

In 2004, Tourism Ireland and Failte Ireland developed and delivered marketing programmes in line with the key objectives set out in the National Development Plan for tourism. The performance indicators used to measure their success are based on those contained in the Tourism Marketing Measure for the Productive Sector Operational Programme – i.e. increased foreign earnings; per diem yield, regional and seasonal spread. Based on the latest available full year Central Statistics Office figures (i.e. 2003), the following results were achieved:

NDP Indicator	Baseline 1999	Midterm Target	Midterm Performance
Foreign Exchange Earnings from tourism	€2.456bn	€2.918bn	€3.406 bn
Proportion of Out of State Tourism Revenue accruing to the BMW Region	25.7%	26.5%	26.2%
Seasonality (July/August figures as proportion of year's performance)	27%	26%	25%
Overseas Visitor Per Diem Spend	€51.67	€54.64	€56.59

CSO figures available for 2004 show further growth of 3.2% in overseas visitor numbers and 0.4% growth in overall foreign earnings (i.e. including carrier receipts). In terms of seasonal spread, provisional estimates of visitor numbers for 2004 show July and August accounting for 24% of total overseas visitors - representing a further shift of 1% away from the peak season. Current information available from CSO does not enable the elaboration of full year results for per diem yield or regional spread.

In policy terms, both Tourism Ireland and Failte Ireland have been actively engaged in following up on actions relevant to their marketing activities which were contained in the Tourism Action Plan, as set out in the Tourism Policy Review Group Report, "New Horizons for Irish Tourism". Highlights here include major reviews by Tourism Ireland of both the British and Mainland European Markets.

Strategy 4

To facilitate and review the use of public funds for human resource development, recruitment and training for the tourism sector.

2004 saw significant achievements in raising the standards for service quality and professionalism within the tourism sector. Almost 11,000 people were trained by Fáilte Ireland in 2004. A total of just over 2,312 tourism and hospitality students received awards in 2004 on FETAC and HETAC approved programmes. A further 781 course participants received Certificates of Achievement from Fáilte Ireland on its Return to Work Programmes. Some 2,597 students attended tourism and hospitality programmes in Institutes of further and higher education at initial and

advanced/supervisory/management levels. 2,052 trainees attended courses at Fáilte Ireland's own Training Centres and just under 4,000 participants attended in-service programmes designed for those already working in the industry.

Fáilte Ireland concluded the process of mapping its programmes onto the new National Qualifications Framework during 2004. These programmes now range from award Levels 3 (Elementary Programmes, validated by FETAC) to 7 (Ordinary Bachelor Degree, validated by HETAC) on the ten-level framework. The framework aims to bring a greater coherence to educational awards. It makes them more easily understandable, is designed to support learners at all stages of the learning process and is specifically structured to facilitate access and progression.

Significant research and consultation with industry was carried out during 2004 to inform Fáilte Ireland's new Human Resource Development Strategy - 'Competing Through People'. In parallel, Fáilte Ireland's Tourism Career Promotion Group worked to develop a detailed national recruitment plan to address the major challenges of recruitment into training, education and employment in the tourism industry and actions each of the stakeholders can make to improve recruitment and retention. The final reports from these endeavours are due for publication early in 2005.

The Go Places in Tourism Roadshow continued to demonstrate its value as a key marketing tool in promoting tourism as a first choice career to over 10,000 school leavers. In addition Fáilte Ireland representatives visited approximately 300 second-level schools, and conducted information sessions for students on careers in tourism.

The promotion and fostering of a culture of excellent customer care in the industry continued with Fáilte Ireland's "Ireland's Best Service Excellence Award". The Award, which is independently audited, was designed to help employers get the most out of their staff in a structured and sustainable way, thereby leading to higher staff retention rates and better standards of service in the industry. 56 companies received the award in 2004.

The Best Practice Programme was developed from Fáilte Ireland's analysis of international best practice and offers industry a specific benchmarking tool based on "best in class practices". Twenty companies commenced the process of Best Practice implementation by conducting self-assessment, identifying areas for improvement and preparing action plans. Both Ireland's Best and The Best

Practice Programme were subsequently incorporated into the OPTIMUS Programme - Fáilte Ireland's new business excellence programme, which was launched in May 2004. To-date over 60 hotels are participating in various levels of the programme, with a further 80 hotels expected to adopt the programme during 2005.

Fáilte Ireland has developed and piloted a number of management programmes at diploma level in association with international partners such as Cornell University and the Association of Chartered Certified Accountants in response to the Tourism Policy Review Group recommendations regarding the development of management capability.

A new tourism research scholarship was introduced and the first award made to a student at Limerick IT in September 2004

Two special programmes for the disabled were delivered in response to a request from the COPE Foundation in Cork and the Brothers of Charity in Waterford.

A Technical Skills Programme for third level students from disciplines outside of tourism and hospitality was developed and delivered at the University of Limerick and will be repeated during 2005.

Fáilte Ireland's expenditure in the training, recruitment and business development areas and its performance against specific targets set for training and employment measures under the Employment and Human Resources Operational Programme of the National Development Plan are reviewed in regular progress reports. Both expenditure and training targets set for the period 2000 - 2006 are on target for achievement.

Strategy 5

To facilitate and review the use of public funds for sustainable and balanced tourism product development and the enhancement of product quality.

Up to €50 million in grant aid from the European Regional Development Fund was made available to support investment in tourism product under the National Development Plan, 2000-2006 through the

Tourism Product Development Scheme. This Scheme is funded under the Local Enterprise Development Priority Sub-Programme of the Regional Operational Programmes. The core objective of the Scheme is to improve the spatial spread of tourism in Ireland, with the focus on helping less developed tourism areas realise their potential in stimulating new centres of strong tourism growth.

The Scheme is administered by Fáilte Ireland and decisions in respect of individual grant applications are made by independent Product Management Boards specifically set up for this purpose. Considerable progress was achieved in 2004 in processing grant applications under the Scheme. Of the 265 initial applications that were received by Fáilte Ireland and the Regional Tourism Authorities, 106 were approved to go forward to the second detailed assessment stage. At end 2004, grants totalling €30.9 million, involving a total investment of €61 million in the two regions, had been approved in respect of 41 projects nationwide. In addition, a further seven projects had been conditionally approved grant aid of €4.1 million while decisions on a further three projects, involving grants of €1.5 million were awaiting further consideration.

In order to maximise the use of the EU funds available under the Scheme, the Minister, in December 2004, requested Fáilte Ireland to invite further investment proposals for financial assistance under the Special Interest Pursuits category of the Scheme. With an indicative grant fund of €12 million to be allocated between the Border Midlands and Western (BMW) and Southern and Eastern (S & E) regions, it was envisaged that support would be made available for investment in pursuits such as equestrianism, cycling and walking, Great Gardens, specialist outdoor activities, water-based tourism and health tourism. The closing date for receipt of completed detailed proposal forms by Fáilte Ireland was 28 February 2005.

During 2004 significant progress was made in advancing the detailed procedural requirements of the Public Private Partnership process for the provision of a National Conference Centre, initiated in 2003 and which is being managed by the Office of Public Works under the direction of a Steering Group chaired by the Department of Arts, Sport and Tourism. In January 2004, four submissions were received in response to the Office of Public Works advertisement for Expressions of Interest in the provision of a National Conference Centre in the Dublin area, on a site to be provided by the interested party, with an expected minimum delegate capacity in the order of 2000. All submissions underwent detailed evaluation by an Assessment Panel and three of the four candidates were short-listed in July 2004 to proceed to the next stage of the competition: Anna Livia Consortium; Michael

McNamara and the Leopardstown Consortium; Spencer Dock International Conference Centre Consortium. The preparation of the detailed tender documentation and the requirements of the Public Private Partnership process proved to be very demanding and time consuming and required careful scrutiny and consideration. In December 2004, the detailed tender documentation was issued by the Office of Public Works to each of the three short-listed consortia, one of whom has since withdrawn from the competition. Allowing sufficient time for engagement with the tenderers, it is envisaged that a provisional preferred tenderer will be selected in late summer 2005 with the award of the contract, subject to Government approval, following thereafter.

Progress Towards Arts and Cultural Institutions' Goals

The Department has adopted the following as its goal for Arts and the National Cultural Institutions:

"Fostering the practice and appreciation of the arts, and enabling the National Cultural Institutions to collect, preserve, protect and present our moveable heritage and cultural assets through the provision of an appropriate legislative, policy and resource framework".

Strategy 1

To update existing legislative framework for the arts.

The Arts Act 2003 was enacted in 2003 and repealed earlier arts legislation enacted in 1951 and 1973. This legislation provides a legal basis that is more relevant and appropriate to the present day. The main provisions of the Act are:

• “the arts” are defined, for the purposes of the Act, in a way that continues to refer to constituent art forms, but is sufficiently flexible to include traditional as well as emerging and innovative art forms, and art forms in Irish, English, or any other language.

• The Minister for Arts, Sport, and Tourism shall promote the arts, both nationally and internationally, and gives recognition to the role of the Minister in formulating overall State policy on the arts.

• The Arts Council will continue to be the principal State agency with responsibility for the promotion and development of the arts, and the plans and strategies of the Council will be required to be compatible with Government policy on the arts.

• The Act gives specific recognition to the independence of the Arts Council in taking decisions on the disbursement of funding.

• The Arts Council was reduced from seventeen to thirteen members. Rolling membership was introduced to provide for better continuity in the work of the Council. A new council has been appointed.

• The Act provides that public bodies shall, in the performance of any functions that relate to the arts, have regard to Government policy relating to the arts.

• The Act provides that Local Authorities shall, for the purposes of section 31 of the Local Government Act 1994, prepare and implement plans for the development of the arts within its functional area and shall, in so doing, take account of policies of Government in relation to the arts. A Local Authority can also provide financial or other assistance for the arts within their functional areas.

• The Act also provides that the Minister may require the Arts Council to establish committee/s to advise it on matters relating to the arts, the Council may publish this advice and shall take this advice into account in the performance of its functions.

Under this latter provision, a special committee on the Traditional Arts was established and has reported to the Arts Council. Its recommendations are broad ranging and include policy, funding and support, archiving, education and performance. The Arts Council has accepted these recommendations.

Strategy 2

To support the further development of arts and culture infrastructure including public art.

An Interdepartmental Public Art Coordination Group chaired by the Department was established in October 2002 to develop a national approach to public art. The Interdepartmental Group’s terms of reference included the drafting of a set of guidelines for the implementation of the Per Cent for Art Scheme. These guidelines were completed in 2004 following consultation with an expert panel. They achieve clarity and consistency for public bodies delivering capital construction projects in procedures, allow for openness and flexibility in planning, selection and review processes, and further develop commissioning practices. The successful implementation of these guidelines will involve training of artists and commissioners, labelling of works, maintenance of records and use of art projects as an educational resource.

A number of key events were held in Ireland as part of Ireland's Presidency of the EU in the first six months of 2004. These included Seminars on the Promotion of Linguistic Diversity through Literature (Killarney on 11th – 12th March), Creative Financing and Music (Dublin on 20th – 21st April) and Networking for the Arts in Europe (Cork from 20th to 22nd May). An International Digitisation Conference was held in Dublin on the 29th June which focussed on portals to cultural heritage and making culture accessible to everyone.

At EU level, the MEDIA Plus and MEDIA Training Programmes (funding support programmers for audiovisual works) were extended until December 2005 and discussions were initiated on a European Commission proposal for a new Programme to run from 2007-2013.

Strategy 3

To encourage investment in filmmaking in Ireland.

During 2004, the Department continued to provide the policy framework and the funding to allow the Irish Film Board to promote filmmaking in Ireland, and to market Ireland abroad as a location for international productions. The Department also administered the 'Section 481 ' tax based incentive scheme for investment in film production.

The Board supports all levels of film production up to and including major international productions. In 2004 the Board received an overall 9.2% increase in its Exchequer funding allocation, to €11.845m.

In the period under review, a record eleven IFB-backed titles were released at the Irish box office, including the critically acclaimed Adam & Paul and Inside I’m Dancing, while Man About Dog achieved top spot at the Irish box office (with a gross of €2.4 million to date). Intermission, Song For A Raggy Boy and Spin The Bottle all experienced record -breaking Irish video chart success and a number of IFB supported projects won awards at major festivals. The Board's policy of encouraging distribution deals and becoming more focused on international co-financing arrangements showed signs of success with a number of projects in production or coming to fruition and international projects attracting well known actors and directors in 2004.

Further underlining IFB’s determination to give its content and talent every chance of connecting with audiences, the Board launched a free test screenings programme, and co-sponsored the inaugural Reel Deal Film Financing Conference at the Galway Film Fleadh .The Board increased its commitment to the Stranger Than Fiction documentary festival to facilitate a greater presence of overseas commissioning editors, distributors, sales agents and other content co-financiers. To ensure experienced Irish producers had access to key distributors, sales agents and co-financiers, IFB participated in the UK Film Council’s Super Slate development scheme.

Other initiatives launched by IFB in 2004, included the Regional Support Fund, designed to ensure the full range of Irish locations are utilitised in IFB productions, and the Film Dublin partnership, aimed at making Dublin an even more film friendly capital city. The Documenting the Arts Fund, in association with the Arts Council, was also unveiled.

The film industry also receives significant Government support through the tax incentive scheme operated under section 481 of the Consolidated Taxes Act 1997 under which tax relief is available for investment in film production. New clearer Guidelines for certification of projects under the scheme were published in March 2004. The extension of the scheme until end 2008 and the increase of the amount that can be raised from €10.48million to €15million from 2005 greatly energised the industry and the year-end saw a stabilisation in the level of activity with 22 projects being certified in 2004. Arrangements were also made for the transfer of the certification process to the Revenue Commissioners with effect from 1 January 2005. The Minister for Arts, Sport and Tourism will retain responsibility for validating applications from a cultural context, in line with Irish and EU legislation.

Strategy 4

Determine the role of the Cultural Relations Committee in light of the Minister’s responsibility for promotion of Irish art abroad.

The Arts Act 2003 provides for the first time in legislation that the Minister shall be responsible for the promotion of the arts outside as well as inside the State. In 2004 the Department formulated its approach to the promotion of the arts abroad. This approach was informed by a consultant's report which included research on international models, practice and experience in Ireland and our strategic

priorities. Detailed discussions were held with the Department of Foreign Affairs on the aspect of cultural diplomacy.

In September 2004 the Cultural Relations Committee, established in 1949, held its last meeting leaving the way open for a replacement body to be put in place in 2005. This new body will support artists' international activities right across the creative spectrum including theatre, music, dance, opera and film, and will take a proactive approach in this context.

Strategy 5

To provide a resource, policy and legislative framework for the National Cultural Institutions taking account of demands arising from changes in society and legal requirements.

The National Cultural Institutions Act, 1997 provided for the granting of autonomous status to the National Museum and National Library. Progress was made in 2004 on a wide range of issues in connection with the implementation of the principal outstanding sections of the Act. Agreement was reached with the management of the two institutions on the financial and human resources that are necessary to allow both the National Museum and the National Library operate on a stand-alone basis. This will allow both institutions to function independently, discharging their full administrative responsibilities, including those heretofore performed on their behalf by the Department of Arts, Sport and Tourism.

The "ReJoyce – Dublin 2004" Festival, which ran from April to August, was a resounding success. The activities were organised by a National Coordinator, and overseen by the Bloomsday Centenary Coordinating Committee, which had been established earlier by the Minister. The mandate of the Committee, which comprised representatives from the Arts, Theatre, Media, Tourism, and Education sectors, was to promote appreciation, study and celebration of the works of James Joyce.

Some of the Festival highlights included:

• Over eighty individual Joyce-related events, ranging across the spectrum of artistic endeavour;

• Large numbers of visitors to the National Library's groundbreaking Exhibition "James Joyce and Ulysses at the National Library of Ireland";

• The largest-ever International James Joyce Symposium, attracting over 800 delegates from 32 countries during its tenure at the National College of Ireland;

• Ten thousand participants at the 'Denny's Bloomsday Breakfast' on O'Connell Street on Sunday 13th June;

• An audience of several thousand, again on O'Connell Street, for the "Parable of the Plums" event;

• Major exhibitions at the RHA Gallery, IMMA, and the Graphic Design Studio.

The promotion of Ireland as a cultural destination was achieved through a very strong marketing and publicity campaign, ensuring that Festival activities were foremost in peoples' minds, and the Festival also had a strong educational remit, with programmes targeted towards primary and secondary school students, library users, and those eager to participate in evening courses, debates, and discussions.

Consultants carried out an independent review of the role, functions and organisation of the Irish Manuscripts Commission in 2004 and a number of recommendations were made which the Department is considering. It is likely that in addition to looking at the corporate structure of the IMC, the business practices of the organisation will also be strengthened, with a view to consolidating the unique achievements of the Commission in a specialised market, thus ensuring its future development and success.

Consultations on technical and administrative issues are ongoing between representatives of the National Archives and Library and Archives Canada (LAC) with a view to developing a multilateral research project, which will, among other things, enable technology and processes developed by LAC to render the 1901 and 1911 census material electronically accessible to the public. It is hoped that the project can be finalised in 2005.

Works continued during the year at the National Museum of Ireland's Collins Barracks development with the official opening of the new furniture store in Transport Square. Work commenced on providing new exhibition space for the National Museum of Ireland in Collins Barracks. Preparatory work for the Military History Exhibition Buildings continued in 2004. Work was completed on the lobby in the Kildare Street facility. The completion of the Visible storage facility for the National Museum of Ireland at Collins Barracks was a particular highlight of the year. This new facility was

officially opened in January 2004. The Museum of Country Life's café was expanded in Turlough Park, Co. Mayo and additional educational space was also provided at this facility.

The former National College for Art and Design building was converted to house a major Joycean exhibition that opened in June 2004 as part of the Centenary celebration of Bloomsday.

Strategy 6

To establish a policy framework to facilitate greater access to the national collections by the public and the development of local and regional museums.

The Department provided advice to the Minister for the Environment, Heritage and Local Government in respect of the Museums' Accreditation Scheme proposed by the Heritage Council.

The Department also contributed significantly to the operational expenses of Archbishop Marsh's Library, Foynes Flying Boat Museum, the Hunt Museum, the Irish Print Museum, the Irish Manuscripts Commission, and the Irish Architectural Archive.

Strategy 7

To support the Council of National Cultural Institutions.

The Council of National Cultural Institutions is a key element of the national cultural infrastructure. Through it during the year the Department encouraged the use of Section 1003 of the Taxes Consolidation Act, 1997, and the use of the Heritage Fund, to expand the National Collections. The Council produced a 2004 Annual Report.

Section 1003 of the Taxes Consolidation Act, 1997 provides tax relief on the donation of heritage objects to our National Cultural Institutions. The following donations were made under the Scheme in 2004:

• The final pieces of the "Leon Collection" of Joycean papers were acquired by the National Library of Ireland.

• The Irish Museum of Modern Art acquired 89 pieces of the McClelland Collection through the Scheme.

The Heritage Fund Act, which commenced in 2001, established a Fund with an overall limit of €12.6 million over a five-year period. The Act provides for an allocation of €3.8 million in the financial year 2001, €2.5 million in each of the financial years 2002, 2003 and 2004 and finally a sum of €1.3 million in the financial year 2005.

The Heritage Fund provided funding of €1.1 million for the acquisition of part of the final tranche of the "Leon Collection" by the National Library of Ireland.

Progress Towards Sport Goals

The Department has adopted the following as its goal for sport:

"The achievement of Government objectives for increased participation in sport and improvement of standards of performance in sport and the development of sport facilities, at national, regional and local level, particularly in disadvantaged communities through the provision of an appropriate and effective policy and public funding context."

The strategies identified for achieving this goal are set out in detail in the Department's first Statement of Strategy, covering the three-year period 2003-2005, and are replicated with relevant performance indicators, in Appendix 3 of this report.

Strategy 1

To facilitate and review the use of public funds for programmes promoting sport and recreational activity.

In the implementation of sport policy the Department supports the activities of the Irish Sports Council, Horse Racing Ireland and the Irish Greyhound Board (Bord na gCon). The Department maintains regular contact with these organisations in monitoring the effective development, funding and implementation of programmes, in compliance with Government financial requirements and policy. The plans and annual reports of the three agencies detail the levels of performance and indicators being met. In 2005 an expenditure review of the Irish Sports Council and an independent review of the Local Sports Partnerships will be carried out. The Sports Council was allocated over €14 million under its High Performance Strategy in 2004. Following the Athens Olympics and Paralympic Games a review was undertaken of the Irish team's preparations and performance at the games. The review was published in March 2005 and work is underway on the implementation of its recommendations. Special additional funding for 2005 is being directed towards initiatives to preserve and develop the game of hurling on a nationwide basis, to support the development of gaelic

games in Dublin and programmes to attract more women into sport. In April 2005 the Sports Council awarded €250,000 towards the development of camogie, out of this special fund.

Strategy 2

To facilitate the provision of sport and recreation facilities on a nationwide basis.

The Department's Sports Capital Programme is the primary vehicle for the provision of Government funding towards the development of sports facilities at local, regional and national level in Ireland. This programme has been very successful in assisting clubs and organisations in providing new or greatly enhanced facilities for all levels and types of sport and recreational activities in villages, towns and parishes throughout the country. Over 4,271 such projects have been allocated almost €331million since l997.

In addition to meeting many of the requirements for sport at a local level, the programme has also funded numerous world-class national and regional sports facilities. In 2004, special consideration was given to national hockey and cricket to facilitate the hosting of international tournaments in 2005. A major multi-purpose municipal centre opened in Finglas in early 2004, comprising indoor and outdoor floodlit facilities as well as a new swimming pool. The new Irishtown Stadium in south-east Dublin City also came into operation in 2004.

The sports capital programme also grants funding to develop regional sports centres all over Ireland. Grants have been provided in recent years to such projects located in Athlone, Bray, Navan, Waterford and many other towns.

The Department's facilities programmes help put in place the physical infrastructure wherein sports organisations, clubs and local authorities can deliver their various activities, providing opportunities for all to participate in sport and physical recreation, and facilitate the Irish Sports Council in implementing its strategy based on participation, performance and excellence.

2004 was a record year of grants for swimming pools with a 96% increase in expenditure under the Pools programme. A record of €17.6 million was spent in 2004 and compared with €9 million in 2003.

Highlights include four pools projects opened to the public – in Finglas, Grove Island in Limerick, Tralee and Clonmel. Nine projects were approved for grant assistance allowing construction work to commence in Churchfield, Cork City, Tuam, Ballymun, Cobh, Youghal, Drogheda, Ballyfermot, Jobstown, South County Dublin and Letterkenny. Three pool projects were approved to proceed to the invitation of tenders and two projects were approved to go to prepare Contract Documents on which invitation of tenders is based.

A further increase in pool programme funding to €32 million in 2005 (an 82% increase on 2004) was also achieved.

Strategy 3

To facilitate the development of Campus and Stadium Ireland.

In January 2004, the Government agreed to provide funding of €191m towards the joint IRFU/FAI project for the redevelopment of Lansdowne Road Stadium as a 50,000 seat state-of-the-art stadium.

A formal legal agreement was signed between the Department of Arts, Sport and Tourism, the Irish Rugby Football Union and the Football Association of Ireland in relation to the procurement of the project. The stadium will meet all the current international standards for rugby and soccer and the pitch area will be of sufficient size to accommodate both GAA codes. The estimated cost of this project will be of the order of €250 million in current prices or about €292 million when account is taken of the fact that the project will be phased over a 5-year period. The Government has agreed to provide €191 million, with the IRFU and FAI providing a combined €101 million towards the project.

The Lansdowne Road Stadium Development Company Ltd (LRSDC) has been established jointly by the IRFU and FAI to develop the stadium plans and a Project Director has been appointed to manage the project. The preparatory stages of the project are already underway. A Steering Group, chaired by the Secretary General of the Department, has been set up to oversee the project, with representatives of the IRFU, the FAI, OPW and the Departments of Finance and Arts, Sport and Tourism. Tender competitions for the appointment of a design team and a project management team were advertised in November 2004.

In addition, in January 2004 the Government authorised Campus and Stadium Ireland Development Ltd. (CSID) to proceed with the phased development of a sports campus at Abbotstown. CSID engaged in comprehensive consultations with the major governing bodies of sport, with stakeholders and interest groups to assess their requirements with a view to devising a development control plan for the campus. The Development Control Plan was presented to the Minister in November 2004. These proposals will be the basis for a Government decision on the future of the Sports Campus project.

Organisational Development in the Department

The Department has adopted the following as its goal for organisational development:

"Supporting the delivery of the Department's mission and sectoral goals and provision of a quality customer service, through development of enhanced organisational and support structures, staff skills and competencies in line with the civil service modernisation programme."

The strategies identified for achieving this goal are set out in detail in the Department's first Statement of Strategy, covering the three-year period 2003- 2005, and are replicated, with relevant performance indicators, in Appendix 4 of this report.

Strategy 1

Ongoing development of a Strategic Management Framework.

The ongoing bedding down of the new Department continued to provide a significant challenge. While some progress was made in the Department's first year and a half in dealing with logistical matters such as staff accommodation, IT and other systems issues, much remained to be carried out in 2004. The successful development of a coherent sense of common purpose and corporate identity around its unique remit has been achieved over the year. The Department has also met the very challenging responsibilities in respect of delivery of its targets under the Strategic Management Initiative (SMI) and described in Sustaining Progress.

The Department's Partnership Committee met on six occasions during 2004 and oversaw and agreed a range of initiatives, including the Business Plan 2004, Action Plan and Progress Report under Sustaining Progress, the implementation of a major element of the Department's Human Resource Strategy 2003-2005, the Customer Charter and Customer Charter Implementation Plan, IT Strategy as well as the Department's Training Plan. Subgroups of Partnership were also active in areas of Customer Service and Information Technology.

The Department continued to meet its agreed targets as part of the modernisation programme of Sustaining Progress. The delivery of progress on targets and objectives set out in the Department's Action Plan required as part of Sustaining Progress is measured against a range of targets and objectives set out in the various strategies. These are detailed in the Department's Action Plan. This progress is then examined by the Civil Service Performance Verification Group (PVG), which was established to assess progress on flexibility and modernisation under the terms of Sustaining Progress. The PVG again accepted this year that the Department had made sufficient progress on its Action Plan to warrant payment of pay increases due from 31 December 2004.

Strategy 2

Enhancing organisational capability and flexibility.

The implementation of the Department's Human Resources Strategy, which is designed to enhance both the performance of the organisation and that of individual staff members, was carried on from 2003. A Departmental policy on Harassment and Bullying was completed in the workplace designed to support the development of a positive workplace environment.

A number of major elements contained in the Department's Training Plan were carried out. The training programme, involving every member of staff commenced in May 2004. The programme was based primarily on individual training needs identified through the Performance Management and Development System and from discussions with Heads of Units. The training covered a range of relevant and appropriate management skills but the core of the programme was a series of projects based around horizontal business issues identified as needing attention in the Department. At the senior management level the projects were as follows:

• Scope for synergy between the Department's three functional areas (arts, sport and tourism)

• Improvements to Departmental business planning and setting strategic goals

• How to enhance relationship with the Department's executive agencies.

Other projects included:

• Examination of the Department’s Website

• Internal communications

• Use of available software/ hardware

• Staff training needs

• Role of Clerical Officers

• Staff Mobility

• The Department's Irish Language Scheme.

Some of these projects were undertaken and completed as part of the training programme during 2004. Others will be completed in 2005.

A senior management conference was held in 2004 based on the projects. A number of initiatives to take the recommendations in the three projects forward were agreed and implementation commenced. The Management Advisory Committee has made a commitment to examine all projects and to build on the recommendations made by all of the groups.

The Department's Training Unit has been implementing its new induction policy, providing training for targeted staff in health and safety, Information Technology, Irish and European Languages, financial and general management training as well as supporting staff development through the Department's Refund of Fees Scheme. The overall expenditure by the Department on training during the year was €352,000.

A Climate Survey, which was carried out in the central Department and in the three Cultural Institutions, focused on staff perception of implementation of three phases of the Performance Management and Development System (PMDS) viz Role Profiles, Interim Reviews and Annual Reviews. The development of a Training Plan for the National Museum, Library and Archives was commenced towards the end of the year with a view to finalisation early in 2005.

During 2004, work continued on the implementation of the Management Information Framework (MIF). In December 2003, the Department had initiated a process to identify and procure a suitable

financial system. However, following extensive research undertaken by the internal MIF team, the Department identified the Financial Shared Services facility provided by the Department of Justice, Equality & Law Reform in Killarney as the most economically advantageous option available to the Department in terms of implementing a MIF-compliant financial management system. This view was endorsed by CMOD in the Department of Finance. The revised implementation process began in July 2004 with a "go live" date of end March 2005. From that date, the capture of all Departmental financial data and all salary and supplier payments will take place in Killarney, on an agency basis. As at end 2004, the project was proceeding on schedule and within budget.

Strategy 3

To implement the civil service policy on equality of opportunity.

As part of its HR Strategy agreed in June 2003, the Department is committed to a range of actions to promote equality of opportunity in accordance with the civil service equality policy entitled "Diversity in the Civil Service". In late 2003, the Department also agreed to participate in a review by the Equality Authority, to be carried out in 2004, of equality initiatives in the Arts, Sport and Tourism sectors which will inform the development of more specific equality policies in the Department and its agencies.

The Department is continuing to monitor participation and outcomes by gender and age in internal promotion competitions and is continuing in its efforts to increase female representation in the middle-senior management grades. By the end of 2003, female representation at the levels of Assistant Principal Officer (AP) and Principal Officer (PO) was 41% and 33% respectively. The extent to which the Department can influence the level of female representation in the AP/PO grades is necessarily constrained by the fact that recruitment is carried out centrally by the Public Appointments Service and by the fact that the Department has panel obligations in the AP/PO grades and, in the future, it will also be affected by decentralisation.

In terms of equality in service delivery, the Department's Customer Charter contains a commitment to an Equal Status policy.

Strategy 4

To provide a quality service to our customers.

In May 2003, the Partnership Committee agreed a Customer Charter for the new Department setting out a range of service standards in accordance with the twelve principles of Quality Customer Service applying across the public service. The Charter was supplemented by an internal Customer Action Plan (CAP), agreed by the Partnership Committee in October 2003, setting out how the Department will implement and monitor the service standards contained in its Customer Charter. In accordance with the CAP, an internal customer liaison officer network was established in 2003 comprising representatives of each Division of the Department to oversee implementation of the Charter and report on progress to the Partnership Committee.

Feedback to date from customers, which is monitored primarily through the Department's Freepost Customer comment cards, shows that 93% of respondents rate the Department's service as in line with or exceeding expectations.

The main programme delivered directly to the public by the Department is the Sports Capital Programme. Particular attention has been given to improving the customer service aspects of the Programme, including the following:

• special briefing sessions for organisations from disadvantaged areas and agencies dealing with such organisations to brief them on the Programme, its requirements and deadlines and to help them deal with the complexities of the grant application process,

• review of Programme documentation to make it more informative for customers in terms of application requirements,

• issuing, by return, of a detachable acknowledgement form confirming receipt of application and giving an indication of an expected timeframe on the decision process, and

• streamlining of legal procedures and reduction in costs to applicants through interventions with the Chief State Solicitor's Office.

Strategy 5

To develop and manage Information Technology (IT) to support the delivery of the Department’s mission and objectives.

The successful migration and integration of Arts/Cultural Institutions staff to the Department's local area network was achieved. In addition the Department achieved the migration to the new Government/Eircom virtual private network (VPN) for external connectivity. A new enhanced anti-virus system, incorporating e-mail and web filtration systems for enhanced network security and integrity was installed. Also installed were new firewall hardware and software capable of meeting security requirements of new VPN services.

The Department's IT Strategy for 2003-2006 was developed and subsequently endorsed by the Partnership Committee. For ease of publication, an automated Pressroom archive section of the Department's website was installed. To ensure the website constantly meets this commitment a monthly audit of accessibility (WAI level 1) was commissioned from external consultants.

Strategy 6

To embed the Information Society and e-Public Service policies in Departmental organisation and planning.

The Department’s main focus in this area continued to be in the development and upgrading of its website (www.gov.ie/arts-sport-tourism). The Department monitors the website on an ongoing basis to ensure that it is up to date. It remains one of the first Government websites to be certified for maximum possible accessibility for users with disabilities, and this level of accessibility is checked on a monthly basis by an external consultant whose function is to detect any deviations and to correct those that arise.

The on-line application process for the annual Sports Capital programme Grant Scheme, enhanced in 2002, is being assessed for further improvements.

The security of the email and Internet facilities used by the Department was modernised and upgraded.

Strategy 7

To enhance the audit and evaluative capability of the Department.

The Report of the Working Group on the Accountability of Secretaries General and Accounting Officers (the Mullarkey report), approved by Government in December 2002, was the catalyst for significant changes in the internal audit function during 2003.

A Head of Internal Audit was appointed with responsibility for a fully functioning, independent internal audit unit with a direct reporting relationship to the Secretary General. An Audit Charter was agreed and a full programme of system-based audits was completed in accordance with an agreed audit-programme for the year. An Audit Committee for the Department has been established. It met for the first time in March 2004.

Work in continuing on the development of a risk management strategy for the Department.

Strategy 8

Formal closure of the 1994-1999 CSF Operational Programme in the Tourism area.

The Final Report on the Operational Programme for Tourism, 1994-1999 was completed in February 2003 and follow-up work in relation to the closure of the Programme, in association with the Department of Finance and the European Commission is continuing.

Appendix 1

Tourism

High Level Goal

Facilitating the continued development by the tourism industry of an economic and environmentally sustainable and spatially balanced tourism sector, through formulating, monitoring and reviewing a range of supporting policies and programmes, particularly within the framework of the National Development Plan and North/South Co-operation.

Strategy		Outputs		Performance Indicators Outcome
1	To review tourism policy and performance.		Provision of Secretariat to Review Group including support for Chairman, development of certain inputs and co-ordination of others.		Progress Report by end April 2003. Review completed by mid-2003. Implementation of Review findings, as appropriate.	Public Consultation Forum held April 2003. Interim Report presented to Minister in May 2003. Final Report "New Horizons for Irish Tourism: Agenda for Action" launched 30 September 2003. Tourism Action Plan Implementation Group established by Minister in January 2004. First Progress Report of the Implementation Group presented to Minister in August 2004. Tourism Forum held in the Royal Hospital Kilmainham on 17 November 2004.
2	To put in place a new delivery mechanism for State support for tourism.		Efficient and effective roll out of Failte Ireland.		Effective monitoring and liaison arrangements with new Fáilte Ireland management team in place by March 2004. Staffing structure and levels agreed by June 2004. Fáilte Ireland in compliance with Corporate Governance requirements.	Robust monitoring and liaison structures established. Appropriate staffing arrangements agreed. Corporate Governance requirements observed by FI.

Strategy Outputs Performance Indicators Outcome
Evaluation of the institutional arrangements for the delivery of tourism policy at sub-national level.		Corporate Plan and Business plans for Fáilte Ireland completed in accordance with agreed deadlines and appropriate account taken of recommendations of Tourism Policy Review Group. Evaluation of sub-national structures completed by April 2004.			Tourism Policy Review Group recommendations reflected in Fáilte Ireland Operations Plan. Work on Strategy Statement well advanced. Consultants engaged by Failte Ireland to undertake review of Regional Structures.
3	To facilitate and review the use of public funds for tourism marketing and promotion.		Regular monitoring and evaluation of implementation by Tourism Ireland and Fáilte Ireland of Tourism Marketing Measure in Productive Sector Operational Programme (PSOP) under the National Development Plan.	Indicators of tourism marketing and promotion performance identified and reflected in Tourism Ireland and FI's Marketing Plans and Tourism Ireland's Corporate Plan (02-04) and reported on in their Annual Reports from 2002. Review of TI' s business strategy completed by end 2003 subject to developments in North/South co-operation process. Six monthly progress reports of Tourism Ireland and Failte Ireland implementation of PSOP measure.		Joint Marketing Plans for 2004 devised in line with NDP objectives / targets. Tourism Ireland's and Failte Ireland's Annual Reports for 2003 reported on performance against objectives / targets set. Organisational Review completed and implementation commenced. Market Reviews undertaken by Tourism Ireland in Britain and Mainland Europe. Six-monthly and annual progress reports completed in line with PSOP requirements.
4	To facilitate and review the use of public funds for human resource		Implementation by Failte Ireland of relevant Tourism Policy Review	New Human Resource and training plans prepared by Fáilte Ireland in line with Review		Research and analysis on new Human Resource Development Strategy completed.

48 Strategy Outputs Performance Indicators Outcome

development, recruitment and training for the tourism sector.

Group recommendations.

Tourism Sub-measure of EHRDOP implemented by Fáilte Ireland.

Group recommendations.

Indicators of HR development & training identified and reflected in Fáilte Ireland’s Business and Corporate Plans.

Six monthly progress reports on Fáilte Ireland’s implementation of EHRDOP tourism sub-measures.

Fáilte Ireland Operating Plan for 2004 included performance indicators in line with NDP targets.

Six-monthly progress reports completed for 2004 in line with EHRDOP requirements.

To facilitate and review the use of public funds for sustainable and balanced tourism product development and the enhancement of product quality.

Tourism Product Development Scheme implemented by Failte Ireland in line with targets.

Implementation of Government Decision on the Development of a National Conference Centre (NCC).

Mandatory classification system for hotels and guesthouses.

Annual Report by Chairman of Tourism Product Management Boards on operation of TPDS.

Decision making on projects submitted in first call completed by March 2004.

Six-monthly progress reports by Failte Ireland of its implementation of the Scheme.

Expressions of interest evaluated by end February 2004.

Detailed bids evaluated by July 2004.

Contract for project delivery finalised by Autumn 2004.

New mandatory classification system for hotels and guesthouses agreed by June 2004.

Satisfactory outcome to NDP mid-term review.

Grants amounting to €30.896m for 41 projects and conditional grants of €4.086m for a further 7 projects approved by end 2004.

Further investment proposals invited in December 2004 for Special Interest Pursuits category under 2nd Call.

Four Expressions of Interest received by closing date of 21 January 2004.

Following evaluation, three candidates were short-listed in July 2004 to proceed to next stage of competition.

Tender documentation issued to three candidates in December 2004.

Revision of classification/grading system for tourism accommodation advanced.

Appendix 2

Arts and Cultural Institutions

High Level Goal

Fostering the practice and appreciation of the arts, and enabling the National Cultural Institutions to collect, preserve, protect and present our moveable heritage and cultural assets through the provision of an appropriate legislative, policy and resource framework.

Strategy		Outputs		Performance Indicators Outcome
1	To update existing legislative framework for the Arts.		Arts Bill 2002 enacted. Development of policies in relation to the arts following enactment of the legislation.		Arts Act implemented. Government approval for policies relating to the arts.	Arts Act enacted in August 2003. The Arts Council published the report of the Special Committee in relation to traditional arts.
2	To support the further development of arts and culture infrastructure including public art.		The delivery of an agreed programme under the Arts and Culture Capital Enhancement Support Scheme (ACCESS). Working towards the completion of other capital projects and the development of new capital projects. Co-ordination, promotion, and support for initiatives in public art by Government and other State Agencies.		Implementation of projects approved for funding under the Arts and Culture Capital Enhancement Support Scheme by end 2004. Guidelines on procedures and approaches to the commissioning of public art by State Agencies agreed by end 2003.	As projects come on stream, increased availability of arts and cultural infrastructure throughout the country. Inter-Departmental Committee has published Guidelines, for implementation of scheme.
3	To encourage investment in filmmaking in Ireland.		Streamlined procedural context for the operation of the Section 481 Tax Scheme. Examine introduction of bilateral co-production agreements.		New guidelines to be issued by mid-2003. Implementation of agreements to facilitate film production.	Guidelines issued in March 2004. New procedures put in place from the beginning of 2005 in context of Finance Act, 2004. Certification of projects is now a matter for the Revenue Commissioners. Scheme to continue to end 2008 and the cap raised to €15m per project. Negotiations at advanced/final stage with focused number of countries.

Strategy Outputs Performance Indicators Outcome
Use by film industry of terms of such agreements.
4	Determine the role of the Cultural Relations Committee in light of Minister's responsibility for promotion of Irish art abroad.	Appropriate terms of reference developed.	New Committee appointed and adequate funding secured by November 2003.	Clear agreements in place for promotion of Irish arts abroad.
5	To provide a resource, policy and legislative framework for the National Cultural Institutions taking account of demands arising from changes in society and legal requirements.	Improved physical infrastructure, interpretation standards and acquisitions by the Cultural Institutions. Decision on long-term strategic development of the National Concert Hall.	Cultural Institutions able to fulfil their statutory, administrative and other obligations. Determination of location. Timeframe agreed for development of project.	Acquisitions for the National Collections through the use of the Heritage Fund &Section 1003 of the Taxes Consolidation Act, 1997. Completion of new furniture store in Collins Barracks (National Museum for Decorative Arts and History). Conversion of former National College of Art and Design building to house a major National Library Joycean exhibition in 2004. On-going works in the National Museum's facilities in Kildare Street, Collins Barracks and Turlough Park. On-going work on the National Library's development programme. The space offered by the Dublin Docklands Development Authority in Grand Canal Basin for the National Concert Hall was investigated but was found to be inadequate. The Department is now examining alternative options, especially on the

51 Strategy Outputs Performance Indicators Outcome

Quality experience at the Cultural Institutions for all users. Agreed strategic objectives, indicators of performance, and mechanisms for review of achievements and co-operation between institutions.		Adoption by the national cultural institutions of relevant annual targets and performance indicators that include recognition of the ‘quality’ of the users experience in addition to numbers of users. Objectives agreed. Mechanism in place.			current site. Increased visitor numbers having a quality experience. National Cultural Institutions agree matters of mutual interest in the Council of National Cultural Institutions. The Council has established a number of working groups.
6	To establish a policy framework to facilitate greater access to the national collections by the public and the development of local and regional museums.		Policies in place to enable greater regional access to and experience of the arts. New policy agreed for the proper care, display and interpretation of important regional artefacts/collections.	Increased access for people in the regions to experience, and access information on, national collections - ensuring the relevance of the Cultural Institutions to more citizens. Ability to move national exhibitions (or part) to appropriate regional centres.		Development of national and local museums designated under Cultural Institutions Act, 1997.
7	To support the Council of National Cultural Institutions (CNCI).		Efficient and effective operation of CNCI, especially in respect of the Council's statutory remit in relation to the Heritage Fund.	Production of an annual report by the CNCI and occasional special reports and advice at the request of the Minister.		Policy document on Education and Outreach is being prepared.

Appendix 3

Sport

High Level Goal

The achievement of Government objectives for increased participation in sport and improvement of standards of performance in sport and the development of sport facilities, at national, regional and local level, particularly in disadvantaged communities through the provision of an appropriate and effective policy and public funding context.

Strategy

Outputs

Performance Indicators Outcomes

To facilitate and review the use of public funds for programmes promoting sport and recreational activity.

Regular monitoring and evaluation of expenditure programmes which are administered by the agencies which work with the Department (Irish Sports Council, Horse Racing Ireland and Bord na gCon).

Indicators of sports development and promotion performance identified and reflected in Irish Sports Council, Horse Racing Ireland and Bord na gCon Strategy Plans and reported on in their Annual Reports.

Programme review of Irish Sports Council expenditure completed.

New ISC Strategy 2006-2008 being prepared. New 5 year Capital Development Plan published by HRI.

Review of Local Sports Partnerships underway. Complete by mid 2005.

Expenditure Review to be commenced in 2005.

To facilitate the provision of sport and recreation facilities on a nationwide basis.

Efficient and effective delivery of the Sports Capital programme.

Development and implementation of new Sports Facilities Strategy.

Applications invited annually, assessments and allocations made within four months of application closing date.

Grant payments made under the Programme in a timely and efficient manner.

Establish an inter-Depart-mental Steering Group by mid-2005.

Increased opportunities for people of all ages to participate in sport.

Improving performance levels through access to appropriate facilities.

Increased information leading to greater effectiveness in the operation of the Sports Capital Programme.

More effectively managed programme.

Strategy and audit completed by end 2006.

53 Strategy Outputs Performance Indicators Outcomes

Complete a national audit of local sports facilities.

Regular inspection of SCP projects with a view to enhancing administration, decision-making process and compliance levels.

Administration of Tax Relief on donations to sports capital projects scheme.

Efficient and effective delivery of the Local Authority Swimming Pool programme.

Complete Expenditure Review of Swimming Pool Programme.

Undertake a process of consultation with the public and main bodies concerned with sports facility provision by mid 2005.

Minimum of 40 projects involving a minimum of 5% of grant levels inspected per year.

All applications under the scheme processed in a timely and efficient manner.

Six pool construction starts achieved per year.

Achievement of closer collaboration with the Sports Capital Programme on local authority pool project applications during the 2005 programme.

Swimming Pool Expenditure Review completed by March 2005.

Review recommendations implemented by early 2006.

More secure grants programme.

Increased number of public swimming pools per head of population achieved.

Improvement in usage levels of public pools.

More effectively operated programme.

To facilitate the development of Campus Stadium Ireland.

Place Campus and Stadium Ireland Development (CSID) on a statutory footing.

Administer Vote funding for the National Aquatic Centre at Abbotstown.

Period in which legislation is drafted once go-ahead available.

Level of suitability and security of payment framework.

CSID Established as a Statutory Agency by end 2006.

Project satisfactorily funded.

54 Strategy Outputs Performance Indicators Outcomes

Seek Government decision regarding the use of Abbotstown, in line with commitment in Programme for Government, and implement the project agreed by Government.

A programme in place for the delivery of a programme of facilities, in accordance with a Government decision.

Delivery of Campus at Abbotstown in accordance with Government Decision.

Increased rates of participation and training opportunities in sport among people of all standards/ages.

Appendix 4

Organisational Development

High Level Goal

Supporting the delivery of the Department's mission and sectoral goals and provision of a quality customer service, through development of enhanced organisational and support structures, staff skills and competencies in line with the civil service modernisation programme.

Strategy

Outputs

Performance Indicators

Outcome

Ongoing development of a Strategic Management Framework.

Revised annual business plans to give effect to Department's Statement of Strategy.

Partnership process embedded.

Updated Annual Departmental Business Plan prepared and published on Website by March of each year from 2004.

Quarterly audit of linkage between PMDS and business plans/strategic objectives.

Annual Report published by April each year.

Range of issues agreed through Partnership.

Number of meetings of Partnership Committee & subgroups.

Annual review of work of Partnership.

Business Plan for 2004 finalised February 2004.

Annual Report for 2003 published August 2004.

Partnership Committee met on six occasions in 2004. Issues discussed included:

• Departmental training strategy and development plan

• Customer Charter

• Customer Action Plan

• HR Strategy

• Sustaining Progress Action Plan and Progress Report to the Performance Verification Group

• IT Strategy

• Departmental Business Plan 2003

• PMDS

56 Strategy Outputs Performance Indicators Outcome

Public service modernisation programme extended to bodies under aegis of Department.

Progress reports submitted to Department in accordance with central requirements.

compliance

• Skills Audit.

Agencies met reporting requirements under terms of Sustaining Progress.

Enhancing organisational capability and flexibility.

Integrated Human Resources (HR) Strategy.

Performance Management & Development System (PMDS) implemented.

Revised Training Strategy and detailed training programme.

Revised HR Strategy in place by April 2003.

Revised Plan for the reorientation of the HRM function in place by June 2003.

All staff trained in Phase 3 by April 2003.

Differing time-scales of PMDS cycles of former Departments to be re-aligned by April 2003.

Second cycle of PMDS for all staff to be completed by March 2004 and continued on a rolling basis.

Partnership Committee briefed on PMDS implementation quarterly.

Revised detailed training programme for Department, based on analysis of PMDS data, in place by June 2003.

HR Strategy 2003-2005 implementation is being successfully carried out in accordance with implementation timetable.

All staff of Department trained in all 3 phases of PMDS

All staff operating on same time scale for PMDS.

PMDS review taken place with new time lines for embedding process.

Partnership Committee briefed regularly.

Training and Development Programme for all staff in Department HQ developed, based largely on analysis of PMDS data.

Delivery of programme commenced in March 2004 with senior management staff and continued throughout 2004. Programme to

57 Strategy Outputs Performance Indicators Outcome

Implementation of Management Information Framework (MIF).

Training plan for Cultural Institutions based on analysis of PMDS data in place by June 2003.

Numbers of staff trained in core skills and competencies of the Department.

Training expenditure to reach at least 4% of payroll costs by end 2003.

New timetable for implementation in the Department in place by March 2003.

System in place end 2004.

be completed by May 2005.

Development of Training Plan for Cultural Institutions underway.

Training based on individual PMDS plans and identified organisational needs delivered throughout the year.

Expenditure in 2004 amounted to 2% of payroll costs.

Review of upgrade of existing system undertaken but rejected.

Business plan & specifications prepared for procurement of suitable system.

Evaluation of alternative option – use of Financial Shared Services (FSS) centre in Killarney - undertaken.

Decision to proceed with FSS option.

Revised deadline for implementation set as end March 2005.

To implement the civil service policy on equality of opportunity.

Equality policy developed.

Equality policy implemented and HR policies equality-proofed.

Female representation increased as follows by 2005:

Ongoing as part of implementation of HR Strategy.

A steering committee and a sub-committee

58 Strategy Outputs Performance Indicators Outcome

Progress reports.

-In the AP grade from 41% to 45%

-In the PO grade from 33% to 40%.

Issues affecting career progression, particularly in professional/Departmental grades, monitored.

Progress reported in Annual Reports.

were established in June 2004 to oversee the review of equality initiatives. A template for carrying out the review was agreed. The Equality Authority is currently assessing the completed templates from the State Agencies.

At end 2004 representation was as follows:

-In the AP grade 41% female

-In the PO grade 33% female.

Data is being monitored on an ongoing basis.

Progress reported in 2002/03 Annual Report.

To provide a quality service to our customers.

Quality Customer Service Charter, including Equal Status Policy.

Charter in place and published by May 2003.

Charter objectives implemented.

Staff trained on equal status policy.

Progress on implementation of Charter monitored at six monthly intervals by Partnership Committee.

Progress reported in Annual Reports.

Charter in place May 2003.

Implementation and monitoring of Charter objectives ongoing.

Analysis of feedback from customers monitored through Freepost Customer comment cards to September 2004 shows 93.4% of respondents rated service provided by the Department in line with or above expectations.

Internal Customer Action Plan implemented and monitored in conjunction with internal customer liaison network.

59 Strategy Outputs Performance Indicators Outcome

Compliance with the Freedom of Information (FOI) Act.		Decision makers trained. Procedures updated in line with best practice. FOI rolled out to relevant bodies under Department.			All decision-makers trained, in-house, and procedures updated to reflect FOI Amendment Act 2003. Roll out to relevant bodies completed.
5	To develop and manage Information Technology (IT) to support the delivery of the Department’s mission and objectives.		Review of IT Strategies of former Departments and new Department IT Strategy 2003-2006 developed. Mid Term review of IT Strategy.	New IT Strategy 2003-2006 in place by April 2003. Completed by end 2004.		IT Strategy agreed and put in place end-December 2003.
6	To embed the Information Society and e-Public Service policies in Departmental organisation and planning.		Maximum use of electronic means of disseminating information. Continuous assessment of applicability of such policies to Departmental operations. Options for eWorking.	Regular updating and monitoring of Department's website. Facilitate the promotion of the on-line application process and maintenance of the database for the Sports Capital Grant Scheme. Application of appropriate e-Public Service strategies in Department's planning and operational processes. Consider options for eWorking within the Department in context of development and implementation of revised HR Strategy by end 2003.		Website monitoring undertaken and supported by software consultant. Online application process for Sports Capital Grants enhanced in 2002. Partnership Committee continuing to explore the options for e-working. The Department analysed the scope for jobs within its existing structure which might be suitable for e-working. Approach to e-working reviewed in light of

60 Strategy Outputs Performance Indicators Outcome

decentralisation.

To enhance the audit and evaluative capability of the Department.

Annual programmes of internal audit agreed by MAC.

Three Year programme of Expenditure Reviews (2002-2004).

Annual review of progress on implementation of Audit and Expenditure Review recommendations.

Programme completed and recommendations agreed and implemented.

Reviews completed in line with programme deadlines.

% of recommendations implemented.

A series of system-based audits was completed in accordance with the agreed annual audit programme. Agreement was reached on the majority of audit recommendations, which are being implemented.

Expenditure Review completed of Sports Capital Programme.

Expenditure review of Swimming Pools programme commenced at end 2003.

The review of audit progress was complemented during 2003 by a number of measures stemming from the Report of the Working Group on Accountability of Secretaries-General and Accounting Officers, the Mullarkey Report.

Specific actions undertaken included the establishment of an Audit Committee to inter-alia oversee the implementation of audit recommendations and the introduction of Risk Management.

61 Strategy Outputs Performance Indicators Outcome

Formal closure of the 1994-1999 CSF Programme in the Tourism area.

Completion of Final Reports and audits on the Tourism Operational Programme by end March 2003 in line with Department of Finance and EU requirements.

Receipt of final 20% of programme funding by end 2003 (payment deadline dependent on European Commission).

Final Report on Tourism Operational Programme completed in February 2003. Follow-up work in association with Department of Finance and European Commission was ongoing at end 2004.

APPENDIX 5

Financial report 2004

2004 outturn

EXPENDITURE PROGRAMME

Estimate *

Outturn

€000

Administration

Salaries, Wages & Allowances

17,913

17,367

Travel & Subsistence

360

310

Incidental Expenses

635

406

Postal & Telecommuncations Services

585

498

Office Machinery & Other Office Supplies

1,196

751

Office Premises Expenses

776

782

Consultancy Services

365

208

Advertising & Publicity

150

Total

21,980

20,399

Tourism Services

Fáilte Ireland - (Grant-in-Aid)

62,259

62,088

Tourism Ireland Limited - Grant for Administration & General Expenses

16,619

Shannon Free Airport Development Company Limited - Administration

& General Expenses (Tourism Development)(Grant-in-Aid)

858

Loan Subsidy for Small Business Expansion Scheme (Tourism)

- Payments to Bank of Scotland plc

Tourism Marketing Fund (Grant-in-Aid Fund)

31,485

Tourism Product Development (Grant-in-Aid)

2,500

Total

113,791

111,105

Sports & Recreation Services

Grants for Sporting Bodies & the Provision of Sports & Recreational

Facilities (National Lottery Funded)

83,597

80,704

Grants for Provision & Renovation of Swimming Pools

15,000

17,586

Irish Sports Council - Administration & General Expenses (Grant-in-Aid)

1,753

Irish Sports Council - General Assistance to

Sports Organisations & other Expenditure

in Relation to Sports Activities (Grant-in-Aid)(National Lottery Funded)

29,000

Sports Campus Ireland

2,700

1,994

Total

132,050

131,037

Arts & Culture

Payments to Match Resources Generated by the National Museum, the National

Library & the National Archives (Grant-in-Aid)

750

679

General Expenses of National Museum, National Library & National Archives

11,659

11,711

General Expenses of the Irish Museum of Modern Art, Chester Beatty Library,

National Concert Hall & National Archives Advisory Council (Grant-in-Aid)

7,799

Cultural Projects

4,298

4,192

Cultural Development

14,911

12,522

Heritage Fund

2,539

International Cultural Exchange

3,000

2,728

Marketing

An Chomhairle Ealaíon (Grant-in-Aid)

33,992

An Chomhairle Ealaíon (National Lottery Funded)(Grant-in-Aid)

20,508

Total

99,457

96,670

Film

Irish Film Board - Administration Expenses (Grant-in-Aid)

1,845

Irish Film Board - Capital Expenditure (Grant-in-Aid)

10,000 10,000

Total:

11,845

Horse & Greyhound Racing Fund

66,914

Special Olympics World Summer Games 2003 - Grant for

Hosting of Games

1,000

EU Presidency - Events & Cultural Programme

3,950

3,616

Total Gross Expenditure

450,987

442,586

Less Receipts (Appropriations-in-Aid)

6,600

3,140

Total Net Expenditure

444,387

439,446

* Estimate figures include Supplementary Estimate - €20m Subhead C1.

STATEMENT OF ASSETS AND LIABILITIES AS AT 31 DECEMBER 2004

€000

Capital Assets

2,598

Current Assets

Stocks

107

Prepayments

438

Accrued Income

Other Debit Balances:

495

PMG Balance & Cash

3,336

Total Current Assets

4,446

Current Liabilities

Accrued Expenses

871

Other Credit Balances:

1,637

Net Liability to the Exchequer

2,194

Total Current Liabilities

4,702

Net Current Assets

(256)

et Assets

2,342

APPENDIX 6

Organisational structure

				Principal Officer Susan McGrath Human Resources & SMI
		Assistant Secretary *Paul Bates*		Principal Officer Francis Rochford Tourism Marketing & Promotion Policy
				Principal Officer Eugenie Deegan Tourism Development & Training Policy
				Principal Officer Joe Timbs Finance & Sport
		Assistant Secretary *Con Haugh*		Principal Officer Paddy Heffernan Sports Division 1
				Principal Officer Helen Nugent Sports Division 2
Minister *John O'Donoghue, TD*	Secretary General *Philip Furlong*		Principal	Officer Chris Flynn Cultural Institutions' Special Projects & IT Services
			Principal Officer	Barry Murphy Arts, Film & Music
			Principal Officer	Liam Fitzgerald Cultural Institutions
		Assistant Secretary *Michael Grant*		Director Dr. Patrick Wallace National Museum*
			Director	Aonghus O'hAonghusa National Library*
			Director	David Craig National Archives

The Internal Audit Unit of the Department reports directly to the Secretary General.

*The National Museum and the National Library became autonomous bodies, by Ministerial Order, in May 2005.

1			3
Cleaner		0 7 7
Caretaker		1 0 1
Keeper		9 2 11
Senior Archivist	1		2		3
Archivist		3 4 7
Conservation Officer		1 2		3
Asst. Keeper Grade I	7		9.1		16.1
Asst. Keeper Grade II	6		24		30
Preservation Officer	1		0		1
Senior Technical Officer	1		0		1
Technical Officer	1		0		1
Senior Technical Assistant	1		1		2

APPENDIX 7
(as at 31 December 2004) st
*Male*	*Female*		Total
Secretary General		1
1		Assistant Secretary
0		3
3 0 3
Principal Officer	6		3
Assistant Principal		13.8
23.1		Professional Accountant
1		1
18	12.4		30.4
Administrative Officer	1		0
Executive Officer		13
37.98		Staff Officer
3.3		3.3
31	44.8		75.8
Services Officer	7		1
Senior Attendant		5
5		Services Attendant
0		4
2

Staff serving by grade and gender

Grade

Director

9.3

Higher Executive Officer

24.98

Clerical Officer

Ministerial Contract Staff

Technical Assistant	3		15	18
Senior Library Assistant	3		0	3
Library Assistant Grade I	5		0.75	5.75
Library Assistant Grade II	3		1	4
Library Assistant Grade III	12		4	16
Science and Art Attendant	55.7		8.08	63.78
Senior Photographer	0		1	1
Photographer		1 0 1
Head Attendant	1		0	1
Mounter and Binder	0		1	1
Archaeologist (AKII)	0		2	2
Visually Impaired Telephonist	0		0.8	0.8
Student Clerical Officer	1		2	3
Senior Graphic Artist	1		0	1
Graphic Artist	1		0	1
	_____		_____	_____
Total		226.5 187.51 414.01

APPENDIX 8

Sports Capital Programme

Allocations 2004

Carlow		€632,000
	Bagenalstown Soccer/Tennis/Pitch and Putt Club	€60,000
	Ballon GAA Club	€40,000
	Ben Mulhall Memorial Park Association	€60,000
	Carlow Sports and Social Club	€20,000
	Eire Og GAA Club	€200,000
	New Oak Boys Football Club	€2,000
	Old Leighlin Basketball Club	€10,000
	Old Leighlin GAA Club	€10,000
	Palatine GAA (Cnoc Arda)	€45,000
	Rathvilly GAA Club	€45,000
	St. Patrick's Boys AFC	€70,000
	Tinryland GAA Club	€70,000
Cavan		€1,075,000
	Ballinagh Leisure and Sports Complex Trust Ltd	€70,000
	Ballyhaise Multi-purpose Sports Facility c/o Ballyhaise GAA Club, Annalee Athletic Club	€20,000
	Ballyjamesduff Soccer Club	€50,000
	Cavan Town Council - Tullacmongan Pitches	€50,000
	Coiste Bhreifne uí Raghallaigh an Cábhan	€150,000
	Cootehill GAA Club	€20,000
	Crosserlough GAA Club	€70,000
	Drumalee GAA Club	€15,000
	Kill Community Development Limited	€60,000
	Kingscourt Handball and Racquetball Club	€100,000
	Lacken Celtic GAA Club	€150,000
	Mullahoran GAA Club	€80,000
	Shercock Sports & Recreation Facilities Ltd	€65,000
	Templeport St. Aidan's GAA Club	€100,000
	Virginia Rugby Football Club	€75,000
Clare		€1,727,000
	Banner GAA Club	€30,000
	Burren Sub Aqua Club Ltd	€20,000
	Clonlara Leisure Athletic & Sports Society Ltd.	€150,000
	Corofin Community GAA Development	€20,000
	Cratloe GAA Development Committee	€150,000

	Ennis RAPID Community Assembly	€90,000
	Ennis Sub Aqua Club	€20,000
	Ennis Town Council - Lees Road Centre	€700,000
	Ennistymon Recreation and Leisure Centre	€22,000
	Killaloe Ballina Tennis Club	€25,000
	Killmurry GAA Club	€25,000
	Lifford Oldtown Football Club	€50,000
	Meelick GAA Club	€45,000
	Park Rangers AFC	€5,000
	Parteen St Nicholas GAA Club	€30,000
	St. Breckan's GAA Club Lisdoonvarna	€40,000
	St. Senan's Rugby Football Club	€160,000
	Tulla Soccer Club	€70,000
	Wolfe Tones Camogie Club	€75,000
Cork		€6,524,000
	Ardfield/Rathbarry Rowing Club	€7,000
	Ballincollig GAA Club	€70,000
	Ballyhea GAA Club	€90,000
	Baltimore Sailing Club	€35,000
	Banteer Community Sportsfield Ltd	€45,000
	Banteer Youth Club	€1,000
	Bantry Rowing Club	€8,000
	Bishopstown Hurling and Football Club	€50,000
	Blackpool Community Co-op Service Centre Ltd	€40,000
	Blarney GAA Club	€50,000
	Boherbue GAA Club	€25,000
	Brian Dillon's GAA Club	€100,000
	Casement Celtic Football Club	€26,000
	Castlelyons GAA Club		€65,000
	Charleville Rugby Club		€60,000
	Clonakilty GAA Club		€100,000
	Clonakilty Rugby Club		€70,000
	Coachford Soccer Club		€75,000
	Cobh GAA Club		€80,000
	College Corinthians AFC		€250,000
	Community and Renewal Enterprises		€150,000
	Cork City Council - Fairfield Dressing Rooms		€90,000
	Cork City Council - Mahon Sports Project		€100,000
	Cork City Council - Togher Community Association/Ballyphehane Community Association		€80,000
	Cork County Cricket Club		€4,000

Philip Furlong

NDP Indicator

Baseline

Midterm Target

Midterm Performance

The Department has adopted the following as its goal for Arts and the National Cultural Institutions: