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TABLE OF CONTENTS
Page No.

Mission Statement 1

Foreword by the Minister 3
Secretary General's Introduction 5
Organisation Structure 7
Breakdown of Staff Serving by Grade/ Gender 8
Overview June 2002 – December 2003 9

Progress Towards Tourism Goals 17
Progress Towards Arts and Cultural Institutions' Goals 23
Progress Towards Sport Goals 31

Organisational Development in the Department 35
Appendices 42

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Foreword by the Minister
I am delighted to have the opportunity to present this first report on the achievements of the
Department of Arts, Sport and Tourism which was established in June 2002. This report
covers the period from the establishment of the new Department up to the end of 2003.

The report outlines the very tangible progress that has been made over a short period of time
in delivering on the challenging commitments set for the arts, sport and tourism sectors in the
Agreed Programme for Government, the National Development Plan, 2000-2006 and in
"Sustaining Progress", the Social Partnership Agreement, 2003-2005.

Tourism is now recovering strongly from the unprecedented shocks of recent years. This is
due not only to the underlying resilience and professionalism of the industry but also to
focussed and pro-active public policy support. The publication in September, 2003 of the
report of the Tourism Policy Review Group: " New Horizons for Irish Tourism: An Agenda
for Action" was a landmark in terms of tourism policy development. It charts an ambitious
new agenda to develop the industry and to double foreign revenue earnings over the next 10
years. I am particularly pleased that the report has been well received by the industry.
Tourism Ireland Limited is now an effective international tourism marketing engine for the
island of Ireland underlining the benefits which flow from cross-border co-operation. The
enactment of the National Tourism Development Authority Act, 2003, enabled the
establishment of the new integrated tourism development body, Fáilte Ireland, which will
place a new emphasis on product development and service delivery.

Progress was made too in the arts/ culture area with the passage of new legislation, the Arts
Act, 2003 in August which led to the restructuring and appointment of a new Arts Council.
Resources for the promotion and development of the arts are now available at unprecedented
levels. The ACCESS programme of capital grants to support the creation of a local arts and
cultural infrastructure throughout the country is contributing to the revitalisation of local
communities. The extension of section 481 tax relief to 2008, announced in December 2003
will enable the film sector to go forward with renewed confidence. Our major national
cultural institutions – the National Gallery, the National Museum and the National Library –
are all showing the benefits of significant capital investment. Options for the redevelopment
of our National Theatre are being progressed.

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The sports capital programme administered by the Department is ensuring that modern, well-equipped
sporting facilities are available throughout the country to encourage increased
participation in sport. Since 1998, almost €269 million has been allocated to over 3,500
projects under the programme.

Earlier this year, the Government decided to provide financial support for a major
redevelopment of Lansdowne Road as a state-of-the-art stadium accommodating 50,000
spectators at a cost of almost €300 million. It also gave approval in principle for the key
elements of the sports campus at Abbotstown where the National Aquatic Centre opened its
doors for the first time last year. This widely-admired facility was a key factor in the
successful hosting of the Special Olympics World Summer Games, which touched the heart
of the entire nation over the summer of 2003.

While much has clearly been achieved as indicated in this report, a substantial work
programme remains to be advanced as set out in the Department's first Statement of Strategy
which was published in July, 2003. I look forward to providing the political leadership and to
working closely with the Secretary General and all the staff of the Department and its
associated Institutions and Agencies, to achieve our important mission which contributes 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

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Introduction by Secretary General
This is the first report of the Department of Arts, Sport and Tourism which was established
by the Government in June, 2002 through the amalgamation of the Sports and Tourism
Divisions of the former Department of Tourism, Sport and Recreation and the Arts and
Culture Division of the former Department of Arts, Heritage, Gaeltacht and the Islands, with
the addition of responsibility for Horse Racing Ireland and Bord na gCon.

It is clear from the contents of this report, covering the 18 month period up to the end of
December, 2003, that much has already been achieved in realising the ambitious mission and
goals already set out in the new Department's Statement of Strategy which was published in
July, 2003 and is available on our website, www. arts-sport-tourism. gov. ie.

The process of bedding down a new Department and establishing a cohesive organisation
which has the full commitment and loyalty of staff is a challenging one. For that reason, I
wish to commend staff at all levels whose professionalism and dedication is responsible in no
small measure for the good progress which has been made.

The Tourism Policy Review Group which reported during the year produced a major critique
of tourism policy and performance and set out a challenging agenda for action involving over
70 recommended actions. This agenda is now being energetically pursued by a high-level
implementation group appointed by the Minister which is seeking to influence the wider
agenda of issues affecting future tourism development. The commitment displayed by staff
in the Tourism Division of the Department in supporting these initiatives was particularly
gratifying. Good progress was also made in our efforts to support the industry to return to
growth and in preparing legislation which resulted in the successful start up of Fáilte Ireland,
bringing together activities formerly carried out by Bord Fáilte and CERT.

The passage of the Arts Act, 2003 is a landmark in relation to arts policy and a new Arts
Council was appointed in August together with a special committee of the Council to advise
in relation to traditional arts. The future of film making in Ireland is enhanced through the
extension of Section 481 Tax Relief. Much progress was also made in enhancing
interpretation standards and acquisitions by the cultural institutions, while plans for greater

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autonomy for the National Library and the National Museum were advanced. Proposals for
the rebuilding of the National Theatre are also being progressed.

It was also a busy and productive period for the Sports Division, who successfully completed
a further round of allocations under the Sports Capital and Swimming Pool Programmes.
Much work was done too in examining the potential for development of stadium facilities,
which culminated in proposals being brought to Government in early 2004 which resulted in
a decision to redevelop Lansdowne Road into a 50,000 all seated stadium in cooperation with
the IRFU and the FAI and the authorisation for Campus and Stadium Ireland to proceed with
the development of a sports complex at Abbotstown.

In March, 2003 the Taoiseach officially opened the National Aquatic Centre at Abbotstown
which was completed on time and on budget. And who could forget the sheer outpouring of
joy at national level with the successful and spectacular staging of the Special Olympics
World Summer Games over the summer of 2003.

The establishment of the new Department placed great pressures on the Department's
Corporate Services support units and they are to be particularly complimented for their work
in putting in place the necessary building blocks to support the Department's core mission. In
conclusion, I would like to thank the Minister for his encouragement and strong support in
advancing the objectives of the new Department and to everyone within the Department for
their contributions to making so much progress in so short a time.

Philip Furlong Secretary General

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Organisation Structure as at 31 December, 2003
Principal Officer
Susan McGrath
Human Resources & SMI

Assistant Secretary
Paul Bates

Principal Officer
Francis Rochford
Tourism Marketing & Impact Assessment

Principal Officer
Eugenie Deegan
Tourism Development

Principal Officer
Joe Timbs
Finance & Sport

Assistant Secretary
Con Haugh

Principal Officer
Paddy Heffernan
Sports Division 2( Sports Capital Programme and sport

development) Principal Officer

Helen Nugent
Sports Division 1( major sports projects)

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
Pat Wallace
National Museum Director

Aongus Ó hAonghusa (Acting)
National Library Director

David Craig
National Archives

Internal Audit Unit

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Breakdown of Staff Serving by Grade/ Gender as at 31 December 2003
Grade Male Female Total
Secretary General 1 0 1 Assistant Secretary 3 0 3
Director 3 0 3 Principal Officer 6 3 9
Assistant Principal 13 8.5 21.5 Professional Accountant 0 1 1
Higher Executive Officer 17 15 32 Administrative Officer 1 0 1
Executive Officer 12 22 34 Staff Officer 0 4.5 4.5
Clerical Officer 26 52 78 Services Officer 9 1 10
Senior Attendant 5 0 5 Services Attendant 5 0 5
Ministerial Contract Staff 2 1 3 Cleaner 0 9 9
Caretaker 2 0 2 Keeper 9 1 10
Senior Archivist 1 3 4 Archivist 2 1 3
Conservation Officer 1 2 3 Head of Services 1 0 1
Asst. Keeper Grade I 6 6 12 Asst. Keeper Grade II 12 30 42
Preservation Officer 1 0 1 Senior Technical Officer 1 0 1
Technical Officer 1 0 1 Senior Technical Assistant 1 1 2
Technical Assistant 4 15 19 Senior Library Assistant 3 1 4
Library Assistant Grade I 5 1 6 Library Assistant Grade II 3 1 4
Library Assistant Grade III 10 4 14 Science and Art Attendant 51 14 65
Senior Photographer 0 1 1 Photographer 1 0 1
Head Attendant 1 0 1 Mounter and Binder 0 1 1
Archaeologist 0 2 2 Visually Impaired Telephonist 1 0 1
Student Clerical Officer 2 1 3 Senior Graphic Artist 0 1 1
Graphic Artist 2 0 2 _____ _____ _____
Total 223 203 427*

*The total number of posts in the Department is 460, which includes posts in the process of being filled.

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Overview June 2002-December 2003
Tourism
Tourism and Travel statistics published by the Central Statistics Office for 2003 show a 5%
increase in the number of overseas visitors to Ireland, to just 6.4 million (CSO). This outcome
indicates a continuing recovery in this important sector of the economy, which in volume
terms actually exceeds the previous peak achieved in 2000. In conjunction with the growth in
visitor numbers, foreign revenue earnings also grew by just under 3%, to €4.1 billion, well
ahead of the mid-term revenue target set for tourism in the National Development Plan.

The domestic tourism market, which is particularly critical in helping to achieve greater
regional and seasonal distribution of tourism revenue, also showed positive growth in 2003.
The CSO's Household Travel Survey for the first nine months of 2003 (the most up to date
statistics at time of publication of this report) indicates that over 5 million domestic trips were
taken – an increase of 3.4% on 2002. In expenditure terms, domestic tourists spent over
€745million, up 16% on 2002.

In international terms, Ireland continues to outperform many of its nearest competitors and a
comparison with results globally and in Europe, shows Ireland increasing its share of a highly
competitive marketplace. The Iraq war, the outbreak of SARS and a weak global economy all
played a part in suppressing the demand for international tourism in 2003. Worldwide, the
number of tourists actually fell by 1.2% and Europe's performance was at best flat according
to the World Tourism Organisation.

On a market by market basis, Ireland's performance in 2003 is also encouraging, with the
North American market, particularly the US, showing a welcome return to growth (up 6% on
2002) despite unfavourable global developments. This compares to a 1% increase in the
number of Americans visiting Europe generally and a decrease of 8% experienced by Britain.
Performance from Continental Europe is also positive with visitor numbers increasing by
about 8%. A 4% growth rate from the British market last year was also a strong endorsement
of Ireland's continuing competitive edge in what remains our largest tourism market by far.

It is clear however, that this performance has been hard won, with intense pressure being
placed on industry margins. It is also evident that this performance has not been shared

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equally, either on a regional or a sectoral basis. In this context, the development of good
access links, particularly by air, remains important in strengthening the competitive position
of the regions. Marketing support to underpin the development of good air and sea access will
continue to be a critical tourism generating tool, in tandem with a strong marketing focus on
certain segments of the existing markets, such as family touring holidays from Britain, which
generate good business for the regions. Targeted investment in more traditional travel
segments, such as the coach tour business, in addition to committing significant resources to
tap into new and emerging markets, such as the independent traveller, are also key
components of the marketing programmes of the Tourism State Agencies -Tourism Ireland
Ltd. and Fáilte Ireland -which will serve to address regional and sectoral distribution.

From a policy perspective, the highlight of 2003 was the publication on the 30 th September of
the Report of the Tourism Policy Review Group entitled "New Horizons for Irish Tourism:
An Agenda for Action" (available on www. dast. gov. ie) . The report is widely regarded as the
most important and authoritative document on tourism policy and performance in over a
decade. It includes an overview of tourism worldwide, an assessment of the economic
contribution of the tourism sector to the Irish economy, an analysis of recent tourism
performance, a detailed assessment of tourism in Ireland today and an outline of the
challenges and opportunities facing the industry. Most importantly, it sets out a coherent and
integrated strategy for the development of Irish tourism over the next 10 years and over 70
recommended actions to implement the strategy. The report sets ambitious targets to double
overseas visitors spending to €6 billion by 2012, with an associated increase in overseas
visitor numbers from 6 million to 10 million.

The Minister established an implementation group in early 2004 to drive forward the agenda
set out in the report of the review group and to report to him at regular intervals on progress
achieved.

Another important achievement in 2003 was the establishment of Fáilte Ireland as the new
statutory National Tourism Development Authority, bringing together functions and activities
previously carried out by Bord Fáilte and CERT. For the first time there is now an integrated
agency dedicated to excellence in both product and service delivery, the two key elements of
the tourist visitor experience in Ireland. Fáilte Ireland will continue, working closely with the

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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.

During 2003, an open, competitive tendering process to deliver a National Conference Centre
in Dublin got underway. The establishment of such a centre, in partnership with private sector
investors, was one of the key actions to support tourism product development and innovation
identified in the Report of the Tourism Policy Review Group. According to Fáilte Ireland, the
current level of overseas conference and meeting visitors to Ireland each year is in the region
of 120,000 with Dublin being by far the most popular region. Conference visitors are high
spenders who, if the experience is right, will extend their stay or return later for private
holidays. It has been estimated that an additional 30,000 annual visitors could be generated
through the availability of a dedicated conference centre. The additional annual foreign
revenue that could result from such a facility has been independently estimated at between
€25million and €50million.

After a slow start, progress is being made in processing grant applications under the EU co-funded
Tourism Product Development Scheme under the National Development Plan. The
intention is to deliver a range of new visitor attractions, coordinated product clusters and
leisure activities in less developed parts of the country to help widen the geographical spread
of tourism business. During 2003, grants totalling €1.2 million were allocated to a number of
cruising, water-sports and equestrian projects.

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. Significant achievements were
made in 2002 and 2003 in raising the standard for service, quality and professionalism within
the tourism sector. For example, four of Fáilte Ireland's third-level programmes were
validated by the Higher Education and Training Awards Council; almost 10,000 people were
trained by Fáilte Ireland; and, reflecting an increasing emphasis on helping to improve the
industry's capabilities, twenty companies commenced the process of Best Practice
implementation.

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Arts, Film and 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.

This is an exciting time for the arts in Ireland. Resources are available at unprecedented
levels. A new Arts Act was passed in 2003, which for the first time recognises that there is a
Minister at the Cabinet table with specific responsibility for the arts. The independence of the
Arts Council in making funding decisions (often referred to as the "arms-length principle")
has been given statutory status. The Arts Council has been restructured, a new Council is in
place, and a Special Committee of the Council is now looking in depth at how the Irish
traditional arts can be supported and developed into the future.

The Department is in the course of formulating a policy on the development of Irish arts in
the international arena, and guidelines have been developed for the operation of the "per cent
for art" scheme, under which artworks are commissioned in conjunction with public capital
projects. There is ongoing enhancement, assisted by substantial capital grants from the
Department, of arts and cultural infrastructure facilities in locations all around the country
and the provision of a new premises for our National Theatre is under examination.

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 with all levels of
Irish film-making, from those just starting on a career in film to those who have achieved
international success, to enhance the capacity of the Irish film sector. The Board is also
responsible for marketing Ireland as a location for international productions, which not only
bring clear economic benefits, but also provide valuable opportunities and experience for

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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 for the Irish film sector.
The sector can now go forward with renewed confidence to realise its enormous potential in
the years ahead.

Cultural Institutions
The continued development and enhancement of the National Cultural Institutions was
supported through a major capital investment programme which concentrated on the National
Museum of Ireland's facilities at Collins Barracks and the National Library of Ireland in
Kildare Street, Dublin.

The existence of the National Heritage Fund and the tax relief provisions under Section 1003
of the Taxes Consolidation Act, 1977 continued to assist the expansion of the National
Collections of the Institutions. The work done by the Local Authorities in the Museum sector
received recognition and accreditation under the Designated County Museums Scheme
administered by the National Museum of Ireland. The North/ South dimension was enhanced
by the commencement of a joint project to translate the Commentarius Rinnuccianus in
partnership with the University of Ulster. Financial assistance continued to be provided to
assist the operation of non-State cultural institutions containing collections of national or
international interest.

Work continued in 2003 on the implementation of the outstanding sections of the National
Cultural Institutions Act, 1997 to confer autonomous status on the National Museum and the
National Library, and on arrangements for the coordination of the 'Bloomsday' Centenary
celebrations in 2004. A review of the Irish Manuscripts Commission was also commenced.

Sport
During the period under review, the Department continued to provide the overall policy
framework and the necessary funding to assist in the development of Ireland's sporting

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infrastructure and to enable the Irish Sports Council to carry out its functions in relation to the
promotion and development of sport generally.

Under the 2002 Sports Capital Programme, € 78.5millon was allocated to 859 individual
projects and 617 projects received almost €53million in 2003. Since 1998 almost €267millon
has been allocated to over 3,500 projects under the programme. The impact of the funding
provided under the Sports Capital Programme has been phenomenal. The majority of
communities now have, or are in the process of developing a range of modern well-equipped
facilities to meet the needs of their areas. New pitches have been developed and existing
pitches have been upgraded. Comfortable changing rooms and club houses have been built.

At regional and national level a range of facilities have been supported to meet the needs of
both the elite performer and the recreational sport participant. In addition, municipal multi-sport
facilities are being developed by a number of local authorities which will enhance the
neighbourhoods in which they are located and provide much needed facilities for the local
communities. Under the Local Authority Swimming Pool Programme funding was provided
towards the development of swimming pools at a number of locations. Investments under
these programmes are having a major impact in meeting the needs of the population for a
range of modern well-equipped and efficiently managed facilities.

The Department has also supported both financially and administratively, the work of
Campus and Stadium Ireland Development Limited (CSID) on the completion of the National
Aquatic Centre at Abbotstown. This Centre, which is regarded as one of the finest aquatic
centres in Europe, was completed on time and within budget. To wide acclaim, it hosted the
swimming competitions of the Special Olympics World Summer Games in June 2003 and the
European Short Course Swimming Championships in December 2003.

Increased funding helped the Irish Sports Council to continue its work in enhancing the
capacity of the National Governing Bodies of Sport (NGBs), a key activity during 2002 and
2003. All Governing Bodies supported by the Council were involved in a strategic planning
process, either working to, or completing an agreed plan. Governing Bodies received over
€15million to assist them in their core activities and €4.8million was also provided to those
sports with the potential for success at the Athens Olympics and Paralympics 2004, under the
High Performance Strategy. The Olympic Council of Ireland was allocated special funding

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to assist with preparations for Athens, including the provision of training camps for elite
competitors. Special funding was also provided to the IRFU, FAI and the GAA to encourage
and promote greater underage participation in sport and to provide enhanced sporting
opportunities for young people in areas of disadvantage.

In December 2003, Sport HQ was opened in Dublin. This is a new building providing high
quality office accommodation and facilities for National Governing Bodies of Sport and is
another significant contribution towards improving the administrative and corporate
capabilities of these organisations.

During 2002 the Irish Sports Council completed its training of all national children's officers
within the National Governing Bodies in the implementation of the Code of Ethics and Good
Practice for Children's Sport in Ireland. In April 2003, the Council published its new strategy
for 2003-2005, "Sport for Life", which focuses on providing opportunities in sport for young
people.

During 2003, Ireland's involvement in the fight against doping in sport moved ahead through
a number of significant developments. In March, Ireland's formal ratification of the Council
of Europe's Anti-Doping Convention came into effect and following participation in the
World Anti-Doping Conference in Copenhagen, the Minister signed the Copenhagen
Declaration which signalled Ireland's determination to cooperate in the global effect to rid
sport of the evil of doping.

Ireland's National Anti-Doping Programme continued to be operated effectively in
cooperation with the National Governing Bodies, with 762 tests carried out in 2002, over half
of which were out of competition. In 2003, 774 tests were carried out, 60% of which were out
of competition. The anti-doping Programme is now regarded as one of the most effective
programmes anywhere in the world.

The public sporting highlights during 2002 included Ireland's dramatic and heroic efforts at
the Soccer World Cup Finals and Armagh winning its first All Ireland Senior Football Final.
The Special Olympics World Summer Games held in Ireland were a spectacular success
during 2003 and the northern hold on the Gaelic football championship was maintained with
another first time win, this time by Tyrone. Irish competitors won world gold, silver and

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bronze medals during 2002 and 2003 in a variety of sports, ensuring that Ireland's reputation
for achievement at the highest level was sustained.

Responsibility for horse and greyhound racing was transferred to the Department in 2002.
Both sports enjoyed continuing success with record attendances at race meetings in 2002 and
2003 and ambitious racetrack and capital development programmes are also underway.
Ireland is internationally known for its natural affinity with these sports and this is fully
reflected in Irish horse and greyhound racing's tremendous success and worldwide reputation.

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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.
The Minister for Arts, Sport and Tourism appointed the Tourism Policy Review Group in
December 2002 to assess the performance and economic impact of the tourism industry in
Ireland over the previous 10 years and to recommend a strategy for the future sustainable
development of the sector. The Group held its inaugural meeting on 28 January 2003. The
final report of the Review Group was published in September 2003 entitled "New Horizons
for Irish Tourism: An Agenda for Action" and contained more than 70 recommendations on
how the new strategy should be implemented. The key drivers of success for tourism
identified in the report were: the business environment, competitiveness and value for money,
access transport, information and communication technologies, product development and
innovation, marketing and promotion, the people in tourism, the Government sector and
information, intelligence and research. The Group has set a target of doubling overseas
visitor spend to €6 billion over the 10 year period to 2012, with an associated increase in
visitor numbers from 6 to 10 million. Targets have also been set in relation to domestic trips
and overseas visits in the Border Midlands and Western (BMW) region.

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STRATEGY 2
To put in place a new delivery mechanism for State support for tourism.
The Implementation Group set up to advise on the establishment of the National Tourism
Development Authority, bringing together the functions and activities of Bord Fáilte and
CERT, reported early in 2002. On the basis of the report, the Minister set up an Interim
Board with membership drawn from the Board of Bord Fáilte and the Council of CERT, to
progress the establishment of the Authority. The Interim Board met on a monthly basis from
July 2002 to April 2003 and progressed a number of issues relating to the establishment of
the Authority including, in particular, the appointment of the first Chief Executive.

The legislation establishing the new Authority -the National Tourism Development
Authority Act, 2003 -was enacted early in 2003, and the new Authority -Fáilte Ireland -was
formally established, and became operational on 28 May 2003.

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.

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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. Over the two
years 2002/ 3, the annual Exchequer allocation to the Tourism Marketing Fund increased by
30% from €23million in 2001 to €30million in 2003.

Two Marketing Programmes, for 2002 and 2003 were devised, approved and delivered in line
with the objectives set out in the National Development Plan. Both Bord Failte and Tourism
Ireland reported on their performance against these objectives / targets in their Annual
Reports for 2002. In addition, the Mid-Term Evaluation of the Productive Sector Operational
Programme, undertaken in 2003, reported positively in relation to the operation and impact of
the Tourism Marketing Fund. The evaluation concluded, inter alia, that expenditure under the
measure had progressed well, and that despite the global setbacks to the tourism sector in
2001, the mid-term (2003) revenue targets were both exceeded in 2001 and 2002. In addition,
the seasonality target of a shift of 2% in business away from the July and August peak period,
had been achieved although greater regional distribution had proven more difficult given the
continued weakness in the American market and continued shortening in length of stay.

In policy terms, the most significant developments in relation to marketing and promotion
over the period have been the establishment in May 2003 of Fáilte Ireland and the completion
of the major Review of Tourism Policy referred to earlier. Since its establishment, Fáilte

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Ireland has been responsible for the product /niche and domestic marketing strategies
previously undertaken by Bord Fáilte. The Final Report of the Tourism Policy Review Group
provides a detailed assessment of Irish tourism performance and sets out an agenda for action
for the future development of the tourism sector in Ireland, delivery of which is being
monitored by a High-level Implementation Group. A significant number of the actions
proposed in the Report have implications for marketing and promotion policy and resource
allocation.

STRATEGY 4

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

2003 saw significant achievements in raising the standards for service quality and
professionalism within the tourism sector. Four new third-level programmes which were
developed by Failte Ireland in cooperation with representatives from industry and the
education sector, were validated by HETAC -the Higher Education and Training Awards
Council. These programmes are scheduled for delivery in autumn 2004.

A total of just over 2,500 tourism and hospitality students received awards in 2003 on
FETAC and HETAC approved programmes. Some 2,800 students attended tourism and
hospitality programmes in Institutes of further and higher education, 2,000 trainees attended
courses at Failte Ireland's own Training Centres, and more than 5,000 participants attended
in-service programmes designed for those already working in the industry.

The Go Places in Tourism Roadshow demonstrated its value as a key marketing tool in
promoting tourism as a first choice career to over 10,000 school leavers. In addition Failte
Ireland representatives visited approximately 200 second-level schools, and conducted
information sessions for students on careers in tourism.

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.

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Initial audit and awards are planned for early 2004. Fifty companies in a range of sectors
across the tourism industry achieved the Ireland's Best Award in 2003.

The promotion and fostering of a culture of excellent customer care in the industry is
continuing with Failte Ireland's "Ireland's Best Service Excellence Award". The Award,
which is independently audited, is 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.

Fáilte Ireland's expenditure in the training, recruitment and business development areas is
currently being reviewed with a view to the development of a new strategy for human
resource development within the tourism industry. Performance against specific targets set
for training and employment measures under the relevant initiatives under the Employment
and Human Resources Operational Programme under the National Development Plan is
reviewed in regular progress reports.

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 €55 million in grant aid from the European Regional Development Fund has been
made available to support investment in tourism product over the period of the National
Development Plan, 2000-2006 through the Tourism Product Development Scheme. One of
the key objectives of the Scheme is to improve the spatial spread of tourism in Ireland. This
will help less developed tourism areas to realise their potential in stimulating new centres of
strong tourism growth. It also seeks to promote the better management of the relationship
between tourism and the environment.

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. A total of 265 initial applications were received by Fáilte Ireland and the Regional
Tourism Authorities for assistance under the Scheme. First stage assessments and decisions

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were completed by Summer, 2003 and in the region of 100 proposals had progressed to the
second stage of the process by the end of the year. Grants amounting to €1.2 million were
allocated to four projects and grants for a further 18 projects were conditionally approved. It
is expected that decisions in respect of the remaining proposals will be made in 2004.

In June, 2003 the Government agreed in principle to the provision of a National Conference
Centre through an open competitive procurement process. A High Level Steering Group was
set up to review the specification for the project, including its operational requirements, and
to agree the parameters of a procurement process. A notice inviting Expressions of Interest in
the provision of a National Conference Centre in the Dublin area, with an expected minimum
delegate capacity of the order of 2000, was issued by the Office of Public Works and
published in the Official Journal of the European Union in November. The competition was
also advertised in the national press. Four submissions were received by the closing date of
21 January 2004. The intention is to secure a final decision from Government in relation to
the centre before the end of 2004.

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Progress Towards Arts and Cultural Institutions' Goals
The Department has adopted the following as its goal for the arts, film & music 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."

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 2 of this report.

STRATEGY 1
To update existing legislative framework for the arts.
The Arts Act, 2003 was enacted on 14 August 2003. The Act repeals earlier arts legislation
enacted in 1951 and 1973 and provides a legal basis that is more relevant and appropriate to
the present day context. 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 Act provides that the Minister for Arts, Sport, and Tourism shall promote the arts,
both nationally and internationally, and it gives recognition to the role of the Minister in
formulating overall State policy on the arts.

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-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 has been reduced from seventeen to thirteen members. Rolling
membership has been introduced to provide for better continuity in the work of the
Council.

The Minister is empowered to direct the Council to establish up to three Special Committees
to advise it on such policy issues as he may specify. The first such Special Committee is to
advise the Arts Council on matters relating to the traditional arts.

STRATEGY 2
To support the further development of arts and culture infrastructure including public
art.

The delivery of projects under the Department's Arts and Culture Enhancement Support
Scheme (ACCESS), which will, over the life of the programme, provide funding of
€45.7million to 44 arts and cultural infrastructure projects around the country, continued
during 2002 and 2003. The scheme is designed to lead to the provision of high standard arts
and culture infrastructure and covers three strands:

. new facilities
. redevelopment of existing Arts and Culture facilities, and
. smaller Community-based Projects.

Particular emphasis was placed on community-based projects and seventeen such projects
were approved for grant aid. The scheme will lead to a greater participation in the arts with a
greater number of facilities being provided on a broad geographic basis. It is expected that
the scheme will also result in the creation of direct and indirect employment in the arts and in

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the local economy generally. The scheme will generate an aggregate investment of almost
€58.4million into arts capital infrastructure over four years taking into account matching
funding being provided by project promoters.

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 and these guidelines are in the final stage
of completion, following consultation with an expert panel. The Group has identified other
areas which need to be addressed, including the need to publicise and encourage awareness
and implementation of the scheme, training of artists, student artists and commissioning
bodies, the need to maintain inventories and the use of public art as an educational resource.
The Group will deal with these issues in the course of its ongoing work.

STRATEGY 3
To encourage investment in film-making in Ireland.
The Department encourages film-making in Ireland through its support of the Irish Film
Board, an independent statutory body that is responsible for the promotion of film-making in
Ireland, including the promotion of Ireland as a location for international productions. The
Board supports all levels of film production from the neophyte producer up to and including
major international productions.

The other major strand of the Department's support for the film industry is the tax incentive
scheme under section 481 of the Finance Act 1991 under which tax relief is available for
investment in film production. The Minister for Finance announced in his budget speech in
December 2003 that the Section 481 tax incentive scheme will now continue to the end of
2008, with the amount that can be raised increasing from €10.48million to €15million from
2005.

Discussions are ongoing with a number of EU Member States with a view to concluding
bilateral film production agreements at an early date.

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STRATEGY 4
Determine the role of the Cultural Relations Committee in the light of the Minister's
responsibility for the promotion of Irish art abroad as set out in the Arts Act 2003.

The Arts Act 2003 defines the Minister's function as being to promote the arts inside and
outside the State.

The Cultural Relations Committee (CRC), which makes recommendations on financial
assistance to Irish artists and performers who wish to perform or to show their work abroad,
reports to the Minister. The Department, during 2003, commenced work on the development
of a new policy in relation to the promotion of Irish art abroad.

Preparations continued during 2003 for a major cultural exchange programme between
Ireland and China. An inter-government committee jointly chaired by the Department and the
Chinese Ministry of Culture, met on two occasions to agree a programme of events in both
countries. At the suggestion of the Chinese authorities both sides agreed to postpone the Irish
programme planned for October 2003 in China due to the outbreak of SARS. The Irish
programme will now take place in Beijing and Shanghai in May and June 2004. The
reciprocal incoming programme from China will take place in Ireland in the second half of
2004.

The enlargement of Europe at the time of Ireland's Presidency of the European Union offers
unique opportunities for highlighting the relevance of Europe to Irish people while offering a
genuine Irish welcome to the Accession States. The Department is the lead Department in
planning and implementing the Cultural Programme for Ireland's Presidency of the EU. A
Commissioner was appointed in August 2003 to plan and devise a Cultural Programme and to
liase with other Government Departments and our missions abroad. The four pillars of the
programme are as follows:

. significant concerts and exhibitions in Brussels
. the Day of Welcomes – a nationwide celebration of the enlargement of Europe on the
1 May

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. a series of tours and cultural visits by Irish artists to the 10 accession countries, and
. liaison with Irish festivals and arts organisations to programme artists from the
accession countries to Ireland.

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.

Works continued during the year at the National Museum of Ireland's Collins Barracks
development with the completion of the new furniture store in Transport Square being a
particular highlight. This new facility was officially opened in January 2004. Revised
architectural plans have been developed for the proposed New Central Block facility for the
Museum and for exhibition space to house a major military history exhibition at Collins
Barracks that is planned to open in 2005. Work to enhance the lobby of the Museum's
Kildare Street premises is continuing and will be completed in 2004.

Work continued on the National Library of Ireland's development programme, which
involves expenditure of an estimated €88.5million in the period to 2006. The former National
College for Art and Design building is being converted to house a major Joycean exhibition
that will open in June 2004 as part of the Centenary celebration of Bloomsday. Cleaning of
the facade of the Library's premises at 2/ 3 South Leinster Street also commenced during
2003.

An Implementation Working Group was established, including representatives from the two
Cultural Institutions and the Department, to progress autonomous status for the National
Museum and National Library under the National Cultural Institutions Act, 1997. While the
move to autonomous status has been generally welcomed, it is contingent on the
establishment of appropriate staffing and financial structures that will enable the two Cultural
Institutions to function on an independent basis, and to deliver a high level of services to
customers both internal and external. These issues continue to be explored. Exploration of

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the option of relocating the National Concert Hall to a site under the control of the Dublin
Docklands Development Authority continued during 2003.

In January 2003, the Government authorised the Minister to invite expressions of interest by
way of public invitation from the private sector in participating, on the basis of a PPP, in the
capital redevelopment of the Abbey Theatre in and/ or around the vicinity of the existing site.
The Department is continuing to examine the issues that arise in this context.

In recognition of the importance of celebrating the centenary of "Bloomsday", the Minister
established the 'Bloomsday Centenary Coordinating Committee'. The mandate of the
Committee is to encourage the development of celebratory events for the centenary that will
appeal to a broad range of the Irish public, and put in place a quality cultural tourism
programme extending over a number of months, but centered around the Bloomsday
Centenary date, 16 th June. The Festival of events will form a major aspect of the 2004
cultural calendar, and will run under the working title "ReJoyce -Dublin 2004".

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.

Discussions have taken place between the National Archives and Library and Archives
Canada on options to digitise the information contained within the 1901 and 1911 census,
with a view to making available this information on-line within a number of years. The
census information is considered to be a significant resource, and it is expected that on-line it
will attract a significant global response from the Irish diaspora.

A review of the role, functions and organisation of the Irish Manuscripts Commission (IMC)
commenced during the year and is expected to be completed in the first half of 2004.

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The Department also contributed significantly to the running expenses of Archbishop Marsh's
Library, the Irish Manuscripts Commission, the Irish Architectural Archive and the Council
of National Cultural Institutions.

STRATEGY 7
To support the Council of National Cultural Institutions.
The Department supported the work of the CNCI and encouraged the use of Section 1003 of
the Taxes Consolidation Act, 1997 and the use of the Heritage Fund to expand the National
Collections in accordance with the criteria laid down in the legislation.

Section 1003 of the Taxes Consolidation Act, 1997, provides tax relief in respect of donations
of heritage objects to the National Cultural Institutions. In 2003, donations, with a total value
of approximately €5.5 million, were made as follows:

. two Collections to the Irish Museum of Modern Art,
. additional material from the "Leon " Collection, the final pieces of which will be acquired
in 2003, by the National Library of Ireland, and
. the National Gallery of Ireland acquired four new works through the Scheme.

The Heritage Fund Act, which commenced in 2001, established a Fund with an overall limit
of almost €13 million over a five-year period. The following five institutions are eligible to
benefit from the Heritage Fund as Ireland's principal collecting national institutions:
-National Archives
-National Gallery of Ireland
-National Library of Ireland
-National Museum of Ireland, and
-Irish Museum of Modern Art.

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In 2001, acting on the recommendation of the Council of National Cultural Institutions, the
Minister agreed to the use of the resources in the Heritage Fund to help acquire a collection
of Joyce papers, valued at stg £8million, for the National Library of Ireland.

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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. An expenditure review programme in
respect of the Irish Sports Council is to be carried out by the end of 2004.

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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 3,500
such projects have been allocated almost €270million since l998. Modern dressing rooms
have been built, pitches, both natural grass and synthetic, many with floodlighting, have been
provided and the range of facilities for clubs has been extended all as a direct consequence of
this investment. A particular objective of the programme is to target the needs of sport at
regional level. For example, the National Boxing Stadium in Dublin has been renovated, the
development of a new National Rowing Centre at Iniscarra, Cork, is nearing completion,
while a range of integrated municipal sporting facilities are being provided in cooperation
with selected local authorities.

Both the Sports Capital Programme and the Local Authority Swimming Pool Programme,
help provide the physical infrastructure on which the Sports Council's various initiatives can
be developed and implemented in the delivery of its long-term strategy based on
participation, performance and excellence.

An expenditure review of the Sports Capital Programme which commenced in 2003 under the
Department's Expenditure Review Programme is nearing completion. This review will then
inform the development of a long-term strategic plan for the provision of sports facilities
throughout the country. A component element of the strategy will be the completion of a
national audit of sporting facilities.

The Local Authority Swimming Pool Programme which was initiated in 2000 continues to
make an impact. Expenditure on the programme during 2003 totalled €9 million. Of the 55
applications accepted for inclusion in the programme, the position at the end 2003 was that

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eleven had been completed, four were under construction, five were at tender stage and a
further eighteen were at the contract document stage.

A Steering Committee was established in Autumn, 2003 to undertake an expenditure review
of the Swimming Pool Programme.

STRATEGY 3
To facilitate the development of Campus and Stadium Ireland.
In September 2002, the Government invited expressions of interest in the procurement of a
privately financed state-of-the-art stadium for 65,000 spectators. While the responses
received pointed to the existence of considerable interest among private sector investors in
participating in such a venture (23 Expressions of Interest were received), their conditionality
made them unacceptable to the Minister.

In February 2003, the Minister requested the IRFU and FAI to outline their stadium needs
and to report back to him. The IRFU and FAI set out their prioritised proposals for stadium
development for meeting their requirement to host major international fixtures in the greater
Dublin area in a detailed report (by Arup Consultants) which was presented to the Minister in
April 2003. A supplementary report was presented to the Minister in December 2003.

Having had the submissions examined by the Office of Public Works and their specialist
advisers, the Minister brought proposals to Government in early 2004. Under these proposals
which were approved by the Government Lansdowne Road is to be redeveloped as a 50,000
all seated stadium to be jointly managed by the IRFU and the FAI. Government funding,
capped at €191million, will be allocated to the project. In addition the Government authorised
Campus and Stadium Ireland Ltd. to proceed with the phased development of a sports campus
at Abbotstown.

In March 2003, the Taoiseach officially opened the National Aquatic Centre at Abbotstown.
The NAC combines facilities for world-class competition in swimming, diving and other pool

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based water sports with a unique recreation facility. In June 2003, the National Aquatic
Centre played host to the swimming events of the 2003 Special Olympics World Summer
Games and in December 2003 it hosted the European Short Course Championships. The
quality of the facility has achieved widespread international recognition. The project was
completed on time and within budget.

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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 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 formation of the new Department gave rise to significant challenges. These were not only
in terms of logistical matters such as staff accommodation, IT and other systems issues, but
also in terms of developing a sense of common purpose and corporate identity around the
discharge of functions assigned to the new Department by the Government and progressing
the civil service modernisation agenda to meet the requirements of the Strategic Management
Initiative (SMI) and Sustaining Progress. Both the former Department of Arts, Heritage,
Gaeltacht and the Islands and the Department of Tourism, Sport and Recreation, from which
the new Department was formed, had made considerable progress in their own right in the
implementation of the modernisation agenda but much of this work had to be revisited in the
light of the formation of the new Department.

Shortly after formation of the Department in June 2002, priority was given to the
development of a Statement of Strategy and, subsequently, Business Plans, in order to
provide a strategic focus for the new Department and to clarify its role, functions and key

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objectives. The Department's Mission and Statement of Strategy 2003 – 2005, with specific
outcomes, outputs and performance indicators, was published in July 2003.

A new Partnership Committee was put in place from January 2003 with a significant work
programme focusing largely on the civil service modernisation and flexibility agenda set out
in 'Sustaining Progress'. The Partnership Committee met on six occasions during 2003 and
oversaw and agreed a range of initiatives, including the Statement of Strategy 2003 -2005,
Business Plan 2003, Action Plan and First Progress Report under Sustaining Progress, Human
Resource Strategy 2003-2005, Customer Charter and Customer Charter Implementation Plan,
IT Strategy and a Training Strategy and Training Plan. Subgroups of Partnership were also
active in areas of Human Resource Development, Customer Service and Information
Technology.

The implementation of the civil service modernisation agenda in the Department was
measured against delivery of a range of targets and objectives set out in the various strategies
and detailed in the Department's Action Plan required as part of Sustaining Progress. An
examination by the Civil Service Performance Verification Group (PVG), which was
established to assess progress on flexibility and modernisation under the terms of Sustaining
Progress, accepted that the Department had made sufficient progress on its Action Plan to
warrant payment of pay increases due from 1 January 2004.

STRATEGY 2
Enhancing organisational capability and flexibility.
In March 2003, the Human Resource Strategy Group (a subgroup of the Partnership
Committee) submitted a draft integrated HR Strategy for the new Department to the
Partnership Committee and following a series of briefing sessions with all staff, the Strategy
was adopted and published in June 2003. The purpose of the HR Strategy is to ensure that
the Department has in place a distinctive set of human resource policies which will enhance
both the performance of the organisation and individual staff members.

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Implementation of the HR Strategy is now underway with the completion of a number of
initiatives in 2003, including the development of a Training Strategy and Plan, completion of
PMDS training for all staff, development of an Induction Policy, preparation of a new Health
and Safety Statement, establishment of a cross-grade/ section Team to prepare a discussion
document on promotion policy and the putting in place of an exit interview questionnaire.

The Performance Management and Development Process (PMDS) is an ongoing process
designed to ensure that individuals are clear about the nature of their job and what is expected
of them. It is a competency-based system which helps staff to develop the necessary skills
required to perform effectively and efficiently. With the formation of the new Department
staff numbers increased by almost 300%. The immediate objective was to ensure that all of
the staff members were fully trained in the PMDS process and this was achieved by April
2003.

As part of the PMDS process a Training and Development programme for all staff in the
Department's Headquarters was prepared and agreed through the Partnership process in
September 2003. Implementation of the plan commenced in 2003 and will continue in 2004.
Work continues to progress on training and development programmes for staff in the Cultural
Institutions.

Following the establishment of the Department in June 2002, a review of progress made on
the Management Information Framework (MIF) project was undertaken, and a revised
timeframe was put in place. The target for implementation of the MIF project is December
2004. Extensive research was undertaken by an internal MIF team, involving assessment of
experience of other Departments; detailed analysis of cost/ VFM implications; and full
consideration of "upgrade" possibility undertaken, including expert consultancy input to that
process.

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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)
were 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 Civil Service Commission 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

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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

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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 Committe. 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.

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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. Follow-up work in relation to the closure of the Programme, in association
with the Department of Finance and the European Commission, was ongoing at end 2003 and
is expected to be completed in 2004.

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APPENDIX 1
Tourism Goals
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.
2 To put in place a new delivery mechanism
for State support for tourism.
Roll-out of new National Tourism
Development Authority (NTDA).

Allocation of resources to reflect
strategic priorities.

. National Tourism
Development Authority legislation

enacted by Spring 2003.
. NTDA operational in
time for the main 2003 season.

. Adjustments in
Annual Exchequer allocations to

Agencies.

. National Tourism
Development Authority Act enacted

April 2003.
. NTDA established and
operational from 28 May 2003.

. Budgets deployed and
adjustments made to allocations for

Agencies in line with policy priorities.
3 To facilitate and review the use of
public funds for tourism marketing and
promotion.

Regular monitoring and evaluation of
implementation by Tourism Ireland (TI)
and Bord Fáilte (now Failte Ireland (FI)) 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 TI and
FI's Marketing Plans and TI'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 TI and FI implementation of

PSOP measure.

. Joint Marketing Plans
for 2002 and 2003 devised in line with

NDP objectives / targets.
. TI and FI Annual
Reports for 2002 reported on

performance against these objectives /
targets.
. Organisational Review
undertaken by Tourism Ireland in 2003.

. TI's Strategy for the
German market reviewed and new

strategy in place for 2003.

. Six-monthly and
annual progress reports completed for 2002

and 2003 in line with PSOP requirements.

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

Regular monitoring and evaluation of
implementation by Fáilte Ireland of
Tourism sub-measures of the Employment
and Human Resources Development
Operational Programme
(EHRDOP).

. Indicators of tourism
HR performance identified, and

reported on in Failte Ireland's Annual
Report.
. Six-monthly progress
reports on Failte Ireland's

implementation of EHRDOP measures.

. CERT (now Fáilte
Ireland) Operating Plan in place for 2003,

which included performance indicators
in line with NDP targets.
. Six-monthly progress
reports completed for 2002 and 2003 in line

with EHRDOP requirements.

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

Regular monitoring and evaluation of
implementation of Tourism Product
Development scheme (TPDS) by Fáilte
Ireland.

Development of a National Conference
Centre (NCC).

. Six monthly progress
reports on Failte Ireland's

implementation of the Scheme.

. Proposals to be
formulated for Government

consideration in early 2003.

. A total of 265 initial
applications were received by Failte

Ireland and the Regional Tourism
Authorities for assistance under the
Scheme. . 100 proposals
proceeded to the second stage of the
evaluation process by end 2003.
. Grants amounting to
€1. 2m for 4 projects and conditional grants

for a further 18 projects approved by end 2003.

. Decision in principle
by Government in June 2003 to provide NCC

through a competitive procurement process.
. High level Steering
Group established to oversee process.

. Expressions of interest
invited in November. . Four submissions

received by closing date of 21 January
2004.

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APPENDIX 2
Arts and Cultural Institutions' Goals

. 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
(timetable dependent on Oireachtas).

. Government approval
for policies relating to the arts.

. Arts Act enacted in
August 2003.

. Special Committee of
Arts Council established to advise 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 agreed Guidelines, subject to

consultation with arts sector.

3 To encourage investment in
film-making 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.
. New procedures to be
developed in context of Finance Act, 2004.

.

.
Negotiations proceeding at early
stage with focused number of countries.

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
in Arts Act, 2003.

Appropriate terms of reference developed. . New Committee appointed and adequate
funding secured by November 2003.
. Consultant appointed to
examine international arts brief.

. Term of current
Committee extended to cover funding for 2004.

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. Strategy Outputs Performance Indicators Outcome 5 To provide a
resource, policy and legislative
framework for the National
Cultural Institutions (CIs)
taking account of demands
arising from changes in
society and legal requirements.

Improved physical infrastructure,
interpretation standards and acquisitions by the Cultural
Institutions.

Greater autonomy for National Library and
National Museum through activation of provision of
the National Cultural Institutions Act, 1997.

Decision on long-term strategic development of
the National Concert Hall (NCH).

. Cultural Institutions
able to fulfil their statutory,

administrative and other obligations.

. Setting of date for
activation of the relevant provisions of

the 1997 Act.

. Determination of
location. . Timeframe agreed for

development of project.

. Publication of
Designated Museums Leaflet.

. 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.

. Receipt of planning
permission for the National Gallery's

premises at 5, South Leinster St.
. Conversion of former
NCAD 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. . Implementation
Working Group set up. Discussions initiated
with the National Museum of Ireland and
the National Library management on level of
resources required. Staff associations and
Partnership groups consulted and appraised
of developments. No final date set for
implementation yet. . The Dublin Docklands
Development Authority site offered in Grand
Canal Basin was exhaustively
investigated to determine if it was an
appropriate site for the relocation of the NCH.
Unfortunately the space available on site was
found to be inadequate

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. Strategy Outputs Performance Indicators Outcome
Rebuilding of Abbey Theatre.
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.

. Financial resources
secured.

. 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.

from the accommodation
perspective. The Department will now
examining alternative options.

. Further decision
required based on OPW advice regarding

feasibility of property acquisition at existing
site
. Increased visitor
numbers.

. NCIs agree matters of
mutual interest in the Council of National

Cultural Institutions. The CNCI 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 CIs 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.

. 2003 Annual Report
compiled. Policy document on Education

and Outreach is being prepared.

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APPENDIX 3
Sport Goals

Strategy Outputs Performance Indicators Outcome 1 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 (ISC, HRI
and Bord na gCon).

. Indicators of sports
development and promotion performance

identified and reflected in Irish Sports Council
(ISC), Horseracing Ireland (HRI) and Bord
na gCon Strategy Plans and reported on in their
Annual Reports from 2002.

. Programme review of
ISC expenditure completed by end 2003.

. New Strategy 2003-2005
published by ISC.
. New Strategy published
by HRI.

. Expenditure Review to
be completed by the end of 2004.

2 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 under the programme, and

assessments and allocations made within
three months of application date.
. Claims made for
payments in respect of expenditure incurred by

grantees satisfactorily discharged within one
month of their receipt. . Annual budget for the
scheme fully drawn down by year end.

. Programme expenditure
review of Sports Capital programme

completed by mid 2003.

. New Sports Facilities
Strategy completed by mid 2003.

. 2003 allocations made
and 2004 programmes advertised.

. Assessments underway
with decisions to be taken by May 2004.

. Payments made in
accordance with this performance indicator.

. Entire budget drawn
down for 2002/ 03.

. Expenditure review
report is being finalised.

. Recommendations from
the report will be implemented during

2004 and 2005.

. Decision taken to await
completion of the sports capital programme

expenditure review before commencing
work on the strategy. Due to commence early
2004.

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Complete a national audit of local sports facilities.
Efficient and effective delivery of the Local
Authority Swimming Pool programme.

Efficient and effective administration of tax relief
scheme for sports capital projects.

Support Horseracing Ireland and Bord na gCon
in the implementation of their capital works
programmes.
Review of the Horse and Greyhound Racing Fund
provided for in the Horse and Greyhound Racing
Act, 2001.

. Audit of local sports
facilities commenced by mid 2003.

. Expenditure review of
Swimming Pools programme to be

completed by end 2003. . Annual budget for the
scheme fully drawn down by year end.

. Decisions on proposals
submitted for approval under the Scheme

conveyed to applicant within one month of
receipt of proposal.

. Timely approval of
proposals and programmes.

. Review completed by
end 2004.

. The audit will be
commenced as part of the sports facilities

strategy expected to commence by mid
2004.
. Expenditure review of
Swimming Pools programme commenced

at end 2003. . Annual Budget drawn
down.

. All decisions issued to
applicants within one month of receipt of

required documentation.

. Annual Budget drawn
down and utilised for Capital Development

programmes.

. Review on target for
completion by end of 2004.

3 . To facilitate the development of
Campus and Stadium Ireland.
Place CSID on a statutory footing.

Administer Vote funding for the National Aquatic
Centre at Abbotstown.

. Legislation drafted and
Bill published by end June 2003.

. Ensure that the
construction of the pool is completed and

operations handed over to Dublin Waterworld
Ltd by CSID, by end March 2003 so that
facilities are available for the Special
Olympics Summer Games in June 2003.

. Draft legislation put on
hold pending Government decision

on Stadium and Campus Project.
. National Aquatic
Centre opened in March 2003 and successfully

hosted the swimming events of the Special
Olympics World Summer Games 2003
and the European Short Course Championships
in December 2003.

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Seek Government decision regarding the elements of
Stadium and Campus Ireland project to be
provided in line with commitment in Programme
for Government.

. Memorandum for
Government to be submitted for decision

by end-March 2003.

. Following Expression
of Interest exercise in late 2002 and

consideration of IRFU/ FAI proposals of
April and December 2003, the Government
has decided to provide funding towards the
redevelopment of Lansdowne Road as a
50,000 all seated stadium. The
Government also decided to proceed with
the development of a sports campus at
Abbotstown.

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APPENDIX 4
Organisational Development Goals

Strategy Outputs Performance Indicators Outcome
1 Ongoing development of a

Strategic Management
Framework.

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

Partnership process embedded.

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

. 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.

. Progress reports submitted to
Department in accordance with central requirements.

. Business Plan for
2004 published December 2003

. Annual Report for
2002/ 3 published May, 2004.

. Partnership
Committee met on 6 occasions in

2003. Issues agreed 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 compliance -Skills Audit.

. Agencies met
reporting requirements

under terms of Sustaining
Progress.

2 Enhancing organisational
capability and flexibility.
Integrated Human Resources (HR) Strategy. . Revised HR Strategy in place by April 2003.
. Revised Plan for the
reorientation of the HRM function in place by June

2003.

. HR Strategy 2003-
2005 published June 2003 and

implementation is underway in
accordance with implementation

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Strategy Outputs Performance Indicators Outcome
Performance Management & Development System
(PMDS) implemented.

Revised Training Strategy and detailed training
programme.

. 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.

. 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.

timetable.
. All staff trained in
Phase 3 between January 2003 and

April 2003.
. All staff operating
on same time scale for PMDS by

December 2003.
. PMDS now a
continuing process.

. Partnership
Committee briefed regularly.

. Training and
Development Programme for

Department HQ prepared in June
2003.
. Training Plan
agreed at Partnership

September 2003.

. Development of
Training Plan for Cultural

Institutions underway.

. Training based on
individual PMDS plans commenced

September 2003. . Expenditure in
2003 amounted to 2. 2% (€ 350,827) of
payroll. Lower than expected
expenditure due to late
implementation of Training and

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Strategy Outputs Performance Indicators Outcome
Implementation of Management Information
Framework (MIF).
. New timetable for
implementation in the Department in place by March

2003. . System in place end 2004.

Development Plan. . Review of the
upgrade of the existing system
undertaken. . Business plan and
specifications prepared for
procurement of a suitable system.
. Tender for suitable
system issued in December 2003.

3 To implement the civil service policy
on equality of opportunity.
Equality policy developed.

Progress reports.
. Equality policy implemented
and HR policies equality-proofed.

. Female representation
increased as follows by 2005:

-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.

. Ongoing as part of
implementation of HR Strategy

. At end 2003,
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.

4 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 published
on website, May 2003 and in leaflet

form December 2003.
. Internal Customer
Action Plan agreed October 2003,

implementation and monitoring
underway through internal customer
liaison network. . Progress on
Customer Charter implementation is
standing item on Partnership
Committee agendas. Progress
also reported in 2002/ 03 Annual
Report.

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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 on 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.

. Approach to
eworking reviewed end 2003 in light

of decentralisation.

7 To enhance the audit and
evaluative capability of the
Department.

Annual programmes of internal audit agreed by
MAC.
. Programme completed and
recommendations agreed and 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.

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Strategy Outputs Performance Indicators Outcome
3 Year programme of Expenditure Reviews (2002-2004).

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

. Reviews completed in line
with programme deadlines.

. % of recommendations
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.
8 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
2003 and is expected to be
completed in the early part of 2004
with receipt of final payment
thereafter.

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APPENDIX 5 Financial Report 2002/ 3
2003 Provisional Outturn

EXPENDITURE PROGRAMME 2003 2003
Estimate Outturn
Administration €000 €000

Salaries, Wages & Allowances 16, 067 16, 235
Travel & Subsistence 400 280
Incidental Expenses 742 369
Postal & Telecommunications Services 534 502
Office Machinery & Other Office Supplies 879 562
Office Premises Expenses 900 918
Consultancy Services 431 271
Advertising & Publicity 75 115
Total: 20, 028 19, 252

Tourism Services
Bord Fáilte Éireann -Grants under Section 2 of the Tourist Traffic Act, 1961 (Grant-in-Aid) 38, 079 7,419
Bord Fáilte Éireann -Tourism Development Works (Grant-in-Aid) 750 -Tourism
Ireland Limited -Grant for Administration & General Expenses 15, 761 15, 761 Shannon Free Airport Development Company Limited – Administration & General

Expenses (Tourism Development) (Grant-in-Aid) 853 853
Council for Education, Recruitment & Training for the Hotel
Catering & Tourism Industries (CERT Ltd.) -Grant for General
Administration Expenses & Training 20, 585 13, 540
Loan Subsidy for Small Business Expansion Scheme (Tourism)
-Payments to ICC Bank plc 170 150
Tourism Marketing Fund (Grant-in-Aid Fund) 30, 420 30, 420
Tourism Product Development (Grant-in-Aid) 50 -National
Tourism Development Authority 600 39, 055
Total: 107, 268 107, 198

Sports & Recreation Services
Grants for Sporting Bodies & the Provision of Sports & Recreational
Facilities (National Lottery Funded) 61, 000 61, 098

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Grants for Provision & Renovation of Swimming Pools 9,000 9,000
Irish Sports Council -Administration & General Expenses (Grant-in-Aid) 1, 668 1,668 Irish Sports Council -General Assistance to Sports Organisations & other Expenditure in

Relation to Sports Activities (Grant-in-Aid)( National Lottery Funded) 26, 597 26, 597
Sports Campus Ireland 8,412 6,385
Total: 106, 677 104, 748

Arts & Culture
Payments to Match Resources Generated by the National Museum, the National Library and the National Archives (Grant-in-Aid) 1,272 604
General Expenses of National Museum, National Library & National Archives 9, 032 9, 061 General Expenses of the Irish Museum of Modern Art, Chester Beatty Library,
National Concert Hall & National Archives Advisory Council (Grant-in-Aid) 7,316 7, 316
Cultural Projects 2,974 2,018
Cultural Development 12,718 6,148
Heritage Fund 2,539 2,539
International Cultural Exchange 2,900 1,622
Marketing 1 1
Total: 38, 752 29, 309

Film
Irish Film Board -Administration Expenses (Grant-in-Aid) 1, 615 1, 615
Irish Film Board -Capital Expenditure (Grant-in-Aid) 9,153 9,153
Total: 10, 768 10, 768

Horse & Greyhound Racing Fund 63, 704 64, 186
Special Olympics World Summer Games 2003 -Grant for
Hosting of Games 10,049 9,050

Total Gross Expenditure 357, 246 344, 511
Less Receipts (Appropriations-in-Aid) 10,272 2,407

Total Net Expenditure 346, 974 342, 104

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STATEMENT OF ASSETS AND LIABILITIES AS AT 31 DECEMBER 2003
€000 €000 €000
Capital Assets 2,566

Current Assets
Stocks 82
Prepayments 628
Accrued Income 42
Other Debit Balances: 1,787

Total Current Assets 2,539
Current Liabilities
Accrued Expenses 2,338
Other Credit Balances: 1,758

PMG Balance and Cash (4, 801)
Less Orders Outstanding 5,408 607
Net Liability to the Exchequer 578

Total Current Liabilities 5,281
Net Current Assets (2, 742)
Net Assets (176)

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APPENDIX 6
Sports Capital Programme – 2003 Allocations

Carlow €440, 000 Ballon GFC €60,000
Ben Mulhall Memorial Park €35,000 County Carlow Rugby Football Club €50,000
Eire Og CLG €100, 000 Grange GFC €15,000
Old Leighlin Community Support €64,000 St. Mullin's GAA €66, 000
Tinryland Gaelic Football Club €50, 000
Cavan €580, 000 Castlerahan GFC Ballyjamesduff €45, 000
Cavan Amateur Boxing Club €3, 000 Cavan Town Council €100, 000
Corlough GFC €60,000 Drumlane Gaelic Football Club €120, 000
Knockbride Gaelic Football Club €84,000 St. Mary's GFC, Swanlinbar €96,000
St. Patrick's GFC €72,000

Clare €1, 125, 000 Burren Sub-Aqua Club €24, 000
Clonlara Leisure Athletic & Sports Centre €40,000 Clooney/ Quin GAA Club €15,000
Coolmeen GAA Club €48,000 Corbally United Football Club €15, 000
Corofin GAA Community Development €40,000 Dr. Daly Memorial Park, Tulla GAA Club €84,000
Ennis Rugby Football Club €90,000 John Paul Estate Community Centre, Kilrush €24,000
Kildysart Hall Committee €12, 000 Kilfenora Heritage & Sports Association €48,000
Killanena GAA Club €60,000 Liscannor Community Sportsfield €96, 000
Lissycasey GAA Club €30,000 Newmarket Celtic AFC €100, 000
Ogonnelloe Hurling Club €70,000 Parteen St. Nicholas GAA Club €25,000
St. Joseph's Doora-Barefield GAA Club €100, 000 St. Pat's Athletic Football Club
St. Senan's Rugby Football Club €70,000 Whitegate GAA Club €50,000 €84,000

Cork €5, 545, 400 Ardfield/ Rathbarry Tennis Cub €45,000
Argideen Rangers GAA Club €15, 000 Ballincollig Sporting Alliance €100, 000
Ballineen (Beda) Pitch & Putt Club €12, 000 Ballinlough Pitch & Putt €5, 000
Ballygarvan GAA Club €45, 000 Ballymartle GAA Club, Riverstick €90, 000

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Ballymore Community Association €50, 000 Ballyvolane Community Association €10,000
Bantry Amateur Boxing Club €8, 400 Bishopstown Hurling & Football Club €20,000
Blackrock National Hurling Club €100, 000 Blackwater Sub Aqua Search and Recovery Unit €15,000
Brian Dillons Hurling and Football Club €150, 000 Carbery Rangers GAA Club €110, 000
Carraig na bhFear Community Council €10, 000 Casement Celtic Football Club €40, 000
Castlehaven GAA Club €80,000 Castlemagner GAA Club €40,000
Castletownbere GAA Club €156, 000 Castletownroche GAA Club €50,000
Castletownshend Rowing Club €15, 000 Ceanntar na Cathrach Divisional GAA Board €30,000
Charleville Community Council €50, 000 Charleville Pitch & Putt Club €13, 000
Churchtown GAA €50,000 Clanna Gael GAA Club Drimoleague €30,000
Clonakilty Community Sports Association €30, 000 Clonakilty GAA Club €20, 000
Coffey's Field/ Togher Community Association €120, 000 Courtmacsherry Rowing Club €30,000
Cullen Handball Club €18,000 Cumann Camogaíochta Iniscartha €40,000
Delanys Football and Hurling Club €150, 000 Donoughmore Hurling and Football Club €20, 000
Dromahane Tennis Club €15,000 Dromina GAA Club €15,000
Dromtarriffe Parish Hall Association €23, 000 Fermoy GAA Club €30,000
Glen Amateur Boxing Club €20, 000 Glen Resource & Sports Centre €110, 000
Goleen and District Community Council €180, 000 Irish Amateur Rowing Union €1, 200, 000
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