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DEPARTMENT OF TOURISM, SPORT AND RECREATION

ANNUAL REPORT

2001/2002

Department of Tourism, Sport and Recreation

MISSION

To contribute to the social and economic progress of Irish society by promoting sustainable tourism, sport and local development sectors including use, where practicable, of an area-based approach focusing on less developed tourism areas, and on areas of greatest disadvantage and highest drug misuse.

TABLE OF CONTENTS

Mission Statement

Foreword
John O'Donoghue, TD, Minister for Arts, Sport and Tourism

Secretary-General's Statement

Organisation Chart

Overview - May 2001 - May 2002

Progress Towards Tourism Sectoral Goals

Progress Towards Sport and Recreation Goals

Progress Towards Local Development and
National Drugs Strategy Goals

Organisational Development in the Department

Appendices

BROLLACH

Réamhfhocal ón Aire

Tá fíor-áthas orm an deis a bheith agam an tuarascáil dheiridh ar gach ar bhain an tAire Turasasóireachta, Spóirt agus Áineasa, an Dr. James McDaid agus a Roinn amach i rith na tréimhse dhá mhí déag Meitheamh 2001-Bealtaine 2002 a chur i láthair. Is tréimhse dheacair ach go háirithe a bhí anseo don Aire agus dá fhoireann mar gheall ar na héifeachtaí díobhálacha a bhí ag an ngéarchéim Crúb agus Béil agus ionsaí 11ú Meán Fómhair i Nua Eabhrac ar thionscal na turasóireachta in Éirinn. D'oibrigh an tAire McDaid agus a fhoireann go dian ar fhorbairt raon tionscnaimh, lena n-áirítear bunú Údarás Náisiúnta Forbartha Turasóireachta agus Scéim Forbartha Turasóireachta, chun tacaíocht a sholáthar do thionscal na turasóireachta i dtráthanna deacra.

Tugann an tuarascáil imlíne chomh maith ar gach ar baineadh amach sna réimsí spóirt, gan trácht ar thosú ar an obair ar an Ionad Náisiúnta Uisce agus Fóillíochta ag Baile an Aba agus oscailt na linne snámha de mhéid Oilimpeach i Luimneach. Beidh éifeacht an-dheimhneach ag an méadú i leithdháileadh cistí do ghrúpaí spóirt náisiúnta nó pobalbhunaithe agus spreagfaidh sé tuilleadh daoine isteach i saol an spóirt ag gach leibhéal.

Leanadh go ráthúil leis an obair thábhachtach ar fheidhmiú na Straitéise Náisiúnta Drugaí i rith na bliana. Is fadhb dheacair é mí-úsáid drugaí a bhfuil tionchar aige ar dhaoine aonair agus ar phobail i ngach leibhéal den tsochaí in Éirinn. Tá tiomantas as cuimse léirithe ag an bhfoireann i réimse na Straitéise Drugaí agus Forbartha Áitiúla chun dul i ngleic leis an tasc deacair seo agus tá dul chun cinn as cuimse déanta acu i ndéileáil leis an tsaincheist dheacair sin. Tá réimse na Straitéise Drugaí agus Forbartha Áitiúla aistrithe anois chuig an Roinn Gnóthaí Pobail, Tuaithe agus Gaeltachta nua. Ba mhaith liom buíochas a ghlacadh leis an bhfoireann as a n-obair chrua agus a dtiomantas agus guím gach dea-rath orthu de réir mar a leanann siad dá n-obair rí-thábhachtach sa Roinn nua.

Tréaslaím le hiarArd-Rúnaí na Roinne Turasóireachta, Spóirt agus Áineasa Margaret Hayes agus lena foireann as ar bhaineadar amach i rith na tréimhse atá mionsonraithe sa tuarascáil seo agus guím gach dea-rath orthu sa todhchaí.

Ar deireadh, ba mhaith liom fáilte a chur roimh chomhaltaí na foirne atá ag teacht isteach sa Roinn Ealaíon, Spóirt agus Turasóireachta nua ón iar-Roinn Ealaíon, Oidhreachta, Gaeltachta agus Oileán. Táim ag tnúth go mór le bheith ag obair leis an Ard-Rúnaí Philip Furlong a ceapadh, amhail liom féin, le gairid chuig an Roinn nua seo.

John O'Donoghue T.D.
An tAire Ealaíon, Spóirt agus Turasóireachta

Foreword

I am delighted to have the opportunity to present the final report of the achievements of the Minister for Tourism Sport and Recreation Dr. James McDaid and his Department during the twelve month period June 2001-May 2002. This period was an especially difficult one for the Minister and his staff because of the adverse effects of the Foot and Mouth crisis and the September 11th attack in New York on the tourist industry in Ireland. Minister McDaid and his staff worked hard on the development of a range of initiatives, including the setting up of a National Tourism Development Authority and a Tourism Development Scheme, to provide support for the tourist industry in difficult times.

The report also outlines achievements in the areas of sport not least the commencement of work on the National Aquatic and Leisure Centre at Abbotstown and the opening of an Olympic sized swimming pool in Limerick. The increased allocation of funds for national and community based sports groups will have a very positive effect and will encourage more people into the world of sports at all levels.

The important work on implementation of the National Drugs Strategy continued successfully throughout the year. The misuse of drugs is a difficult problem affecting individuals and communities in all levels of society in Ireland. The staff in the Local Development and Drugs Strategy area have shown great dedication to this difficult task and have made great strides in dealing with this difficult issue. The Local Development and Drugs Strategy area has now transferred to the new Department of Culture Community and Gaeltacht Development. I would like to thank the staff for their hard work and commitment and I wish them well as they continue their vital work in the new Department.

I would like to congratulate the former Secretary General of the Department of Tourism Sport and Recreation Margaret Hayes and her staff on their achievements during the period detailed in this report and I wish all of them well in their future.

Finally, I would like to welcome those members of staff who are joining the newly formed Department of Arts Sport and Tourism from the former Department of Arts Heritage the Gaeltacht and the Islands. I look forward to working with Secretary General Philip Furlong who, like myself, has been recently appointed to this new Department.

John O'Donoghue T.D.
Minister for Arts Sport and Tourism

RÁITEAS AN ARD-RÚNAÍ

Is é seo Tuarascáil Bhliantúil dheiridh na hiar-Roinne Turasóireachta, Spóirt agus Áineasa. Tugann an Tuarascáil imlíne ar obair na Roinne sin i rith na tréimhse Meitheamh 2001-Bealtaine 2002 maidir leis na cuspóirí straitéiseacha arna leagan amach i Ráiteas Straitéise na Roinne 2001-2004. Ó tugadh an tuarascáil seo chun críche, tá an fhreagracht d'Forbairt Áitiúil aistrithe chuig an Roinn Gnóthaí Pobail, Tuaithe agus Gaeltachta nua. Tá an fhreagracht do na hEalaíona aistrithe ón iar-Roinn Ealaíon, Oidhreachta, Gaeltachta agus Oileán go dtí an Roinn Ealaíon, Spóirt agus Turasóireachta nua.

Ba mhaith liom an deis seo a thapú le buíochas a ghlacadh le hiarfhoireann na Straitéise Drugaí agus Forbartha Áitiúla as a n-obair rí-thábhachtach i dtús a chur le rolladh amach agus feidhmiú na Straitéise Náisiúnta Drugaí 2001-2008 agus as tionscnamh Rapid I a chur ar bun. Cuireann na gníomhaíochtaí sin go suntasach le polasaí an Rialtais ar Uilechuimsitheacht Shóisialta.

Tá moladh ag dul don fhoireann sa Rannán Turasóireachta as a cuid oibre i dtréimhse a bhí deacair ach go háirithe. Buaileadh tionscal na Turasóireachta le dhá thubaiste a bhain siar go mór as in 2001-2002, gach ar thit amach de bharr na géarchéime Crúb agus Béil agus an tionchar a bhí ag ionsaithe an 11ú Deireadh Fómhair sna Stáit Aontaithe air. Is é an toradh a bhí air sin ná titim de isteach agus amach le 5% ar an líon cuairteoirí ó thír isteach go hÉirinn sa bhliain 2001. In ainneoin sin, mhéadaigh an caiteachas ó chuairteoirí ó thír isteach 8% in 2001. Mar chuid de chomhaontú Aoine an Chéasta bhunaigh Bord Turasóireachta Thuaisceart Éireann agus Bord Fáilte, i gcomhar, cuideachta, Tourism Ireland Ltd., a bhfuil an tasc aici turasóireacht chuig oileán na hÉireann a chur chun cinn go hidirnáisiúnta. Chomh maith leis sin, glacadh raon gníomhartha, lena n-áirítear an cinneadh Údarás Náisiúnta Forbartha Turasóireachta a bhunú agus Scéim Forbartha Táirgí Turasóireachta nua a sheoladh, i rith na bliana chun cabhrú le hiomaíochas fadtréimhseach na hÉireann san earnáil Turasóireachta a chothabháil.

Leanann spórt agus áineas de ról tábhachtach a bheith aige in Éirinn agus éilimh ann do sheirbhísí agus do shaoráidí feabhsaithe spóirt. Áirítear ar na saoráidí suntasacha ar tosaíodh ag baint úsáide astu sa tréimhse a bhfuil athbhreithniú á dhéanamh uirthi, an Staid Náisiúnta Dornálaíochta athchóirithe, an tIonad Réigiúnach Spóirt i mBaile Átha Luain agus an linn snámha nua 50 méadar ag Ollscoil Luimnigh agus linnte snámha i mBaile na Cúirte, Dún Dealgan agus Ros Comáin. In 2002 leithdháileadh luach de €78.5m ar 850 grúpa deonach agus pobail do sholáthar saoráidí spóirt faoin gClár Caipitil Spóirt. Cuireadh tús leis an obair i mBealtaine 2001 ar an Ionad Náisiúnta Uisce agus Fóillíochta ag Baile an Aba, agus tá an Linn Snámha ag Baile an Aba ag déanamh go maith de réir sprice a bheith críochnaithe do na Cluichí Speisialta Oilimpeacha i Meitheamh 2003.

Ar deireadh ba mhaith liom buíochas a ghabháil leis an iarAire Turasóireachta, Spóirt agus Áineasa, James McDaid, leis an Aire Stáit Eoin Ryan, leis an iarArd-Rúnaí Margaret Hayes agus leis an bhfoireann ar fad a bhí ag obair san Roinn Turasóireachta, Spóirt agus Áineasa as ar bhain siad amach le linn dóibh a bheith leis an Roinn agus guím gach rath orthu don todhchaí.

Philip Furlong
An tArd-Rúnaí,
Iúil 2002.

Introduction by Secretary General

This is the final Annual Report of the former Department of Tourism Sports and Recreation. The Report outlines the work of that Department during the period June 2001- May 2002 in relation to the strategic objectives set out in that Department's Statement of Strategy 2001-2004. Since completion of this report, responsibility for Local Development has been transferred to the new Department of Community Rural and Gaeltacht Affairs. Responsibility for Arts has transferred from the former Department of Arts Heritage Gaeltacht and the Islands to the new Department of Arts Sport and Tourism.

I would like to take this opportunity to thank the former Local Development and Drugs Strategy staff for their vital work in commencing the rollout and implementation of the National Drugs Strategy 2001-2008 and the putting in place of the Rapid I initiative. These activities contribute significantly to the Government's policy on Social Inclusion.

Staff in the Tourism Division are to be commended for their work in a particularly difficult period. The Tourism industry was hit by two major setbacks in 2001-2002, the fallout from the Foot and Mouth crisis and the impact of the 11th September attacks in the United States. The result was a fall of approximately 5% in the number of overseas visitors to Ireland in 2001. Despite this expenditure by overseas visitors increased by 8% in 2001. As part of the Good Friday agreement a company, Tourism Ireland Ltd., was established, jointly, by the Northern Ireland Tourist Board and Bord Fáilte with the task of promoting internationally tourism to the island of Ireland. In addition a range of actions, including the decision to create a National Tourism Development Authority and the launch of the new Tourism Product Development Scheme, were taken during the year to help maintain Ireland's long-term competitiveness in the Tourism sector.

Sport and recreation continues to play an important role in Ireland with demands for improved sport services and facilities. Landmark facilities which came into use in the period under review include the refurbished National Boxing Stadium, the Regional Sports Centre in Athlone and the new 50-metre swimming pool at the University of Limerick and swimming pools in Courtown, Dundalk and Roscommon. In 2002 grants to the value of €78.5m were allocated to some 850 voluntary and community groups for the provision of sporting facilities under the Sports Capital Programme. Work commenced in May 2001 on the National Aquatic and Leisure Centre at Abbotstown, and the Pool at Abbotstown is well on target to be ready for the Special Olympics in June 2003.

Finally I would like to pay tribute to the former Minister for Tourism, Sport and Recreation, James McDaid, the Minister of State, Eoin Ryan and the former Secretary-General, Margaret Hayes, and all of the staff who worked in the Department of Tourism, Sport and Recreation, on their impressive record of achievements during their time with the Department and to wish them well for the future.

Philip Furlong
Secretary General
July 2002

DEPARTMENT OF TOURISM, SPORT
AND RECREATION

ORGANISATION CHART *

MinisterJames McDaid T.D.

Special Advisor to Minister Minister of StateEoin Ryan T.D.

Private Secretary to Minister Private Secretary to Minister of State

Secretary GeneralMargaret Hayes

Private Secretary to Secretary General

Assistant SecretaryPaul Bates Assistant SecretaryCon Haugh

Principal OfficerSusan McGrathCorporate Services Division Principal OfficerFrank RochfordTourism Marketing and Promotion Policy Division Principal OfficerEugenie DeeganTourism Development and Training Policy Division Principal OfficerKathleen StackLocal Development and National Drugs Strategy Division Principal OfficerPaddy HeffernanSports Policy and Capital Programmes Division Principal OfficerJoe TimbsAudit and Information Technology Services Division Principal OfficerHelen NugentMajor Sports Capital Projects Division

BREAKDOWN OF STAFF SERVING BY GRADE/GENDER AS AT 31 MAY 2002

Grade Total Male Female

Secretary General 1 0 1
Assistant Secretary 2 2 0
Principal Officer 7 3 4
Assistant Principal 14 10 4
Higher Executive Officer 21 13 8
Administrative Officer 2 1 1
Executive Officer 24 11 13
Staff Officer 2 0 2
Clerical Officer 30 7 23
Services Officer 2 2 0
Minister's Contract Staff 8 2 6
___ ___ ___
Total 113 51 62

* As at 31st May 2002
OVERVIEW
MAY 2001 - MAY 2002

Tourism

The Irish tourism industry suffered its first major setback in a decade in 2001 with the impact of the Foot and Mouth crisis in Britain and Ireland in the Spring and the fall off of business arising from the 11th September terrorist attacks in the U.S. and subsequent responses of people and Governments around the world. It is estimated that the number of overseas visitors to Ireland declined by about 5% in 2001 to 6.1 million visitors but expenditure by overseas visitors has held up reasonably well, increasing by an estimated 8% to €4 billion. The reason for the divergence between numbers and revenue is not fully clear at this stage, but inflation, currency differentials, and a slight increase in the overall length of stay per visitor may form part of the explanation. Domestic holiday business remained buoyant in 2001 which helped to offset the downturn in overseas visitor numbers, in particular towards the back of the year. This position in Ireland may be contrasted with that in Britain which showed a 7% drop in overseas visitor numbers for 2001 compared to 2000 and a 14% reduction in revenue.

These top line figures mask significant variations between different sectors of the industry and between geographical regions and may not necessarily reflect actual experience at operator level on the ground. CERT has estimated that employment losses in the tourism and hospitality sector in 2001 were about 2,000 permanent jobs, with a drop of 6,000 in seasonal /occasional employments.

The National Development Plan 2000 - 2006 (NDP) which provides a public investment package in excess of €444m for tourism marketing, human resource development and product development, continued to underpin activities undertaken in the period. Under the Plan a target of 5% annual average growth in tourism foreign earnings has been set over the period of the NDP, together with an increase in the proportion of tourism earnings accruing to the Border, Midlands and Western Region, an improvement in the seasonal distribution of visitor numbers and an increase in per diem visitor yield. Despite the setbacks in 2001, the industry is still on course to achieve the key NDP targets, given the strong performance in year 2000 and the prospects for future recovery - see statistical graph below.

As part of the Good Friday Agreement, a publicly owned, limited company was established jointly by the Northern Ireland Tourist Board and Bord Fáilte to carry out functions aimed at promoting tourism to the island of Ireland. The company, Tourism Ireland Ltd, was incorporated in December 2000 and, following its successful launch in Dublin and Belfast in November 2001, has taken over responsibility for the international marketing of the island of Ireland as a tourist destination with effect from the 2002 season.

The Tourism Marketing Partnership, established in 2000, was recently reconstituted under the aegis of Tourism Ireland Ltd and involves representatives of the tourist industry (through the Irish Tourist Industry Confederation - ITIC), Bord Fáilte and Tourism Ireland, working closely to develop complementary strategies and plans for the totality of their combined annual marketing expenditure.

Tourism Ireland Ltd and Bord Fáilte have launched comprehensive marketing plans for 2002 designed to address the new market situation with a view to recovering as much business as possible. Tourism Ireland's programme budget for 2002 (€27 million approximately) for the international marketing of the island of Ireland is the largest ever annual budget allocated for such a purpose and is supplemented by substantial niche/product marketing funding by Bord Fáilte.

In the light of the establishment of Tourism Ireland Ltd., the Government approved, in November 2001, the creation of a National Tourism Development Authority to promote the development of sustainable tourist facilities and services, including the promotion of training, human resources and marketing skills, bringing together functions currently carried out by Bord Fáilte and CERT. An implementation group was established to progress this matter and in April 2002 outlined a number of clear steps to be taken so that the new body will be in place for the 2003 tourism season.

Following State Aids approval by the European Commission, the Minister launched the new Tourism Product Development Scheme in January 2002. This will be administered by Bord Fáilte and involves some €130m of public sector funding under the Border, Midlands and Western and Southern and Eastern Regional Operational Programmes of the NDP. The overall objective of the Scheme is the development of tourism product in a sustainable way, that widens the spatial spread of tourism, diverts pressure from highly developed areas and increases the under-performing regions' share of overseas tourism revenue. The Scheme includes three measures: the development of major attractors and clusters of attractors, the development of Special Interest pursuits, and Tourism Environmental Management.
Without a highly trained and skilled workforce, the Irish tourism industry will not be able to maintain position in what is now a very competitive environment. The National Development Plan provides substantial funding for CERT's training and human resource development activities, with an increasing emphasis on helping to improve the industry's capabilities in this area. Over 11,800 people were trained by CERT in 2001, a new record for training in the industry, contributing to the development and retention by the sector of a professional and skilled workforce.

Maintaining a broad network of access links by air and sea to Ireland is critical to regaining Tourism business in 2002. An inter-Departmental Group was established to look at the interaction between access transport, particularly by air, and tourism with a view to identifying further possibilities for increasing the flow of visitors to Ireland. Following the work of that Group, Aer Rianta have been asked to proceed with the provision of a rapid turn-around facility at Dublin Airport to meet the specific needs of all carriers operating at the lower fares end of the market. The Minister for Public Enterprise is to closely monitor the progress of this project, which has the potential to open up over the next year or so a range of new air services from Continental Europe to the principal Irish airports.

Sport and Recreation

The growing importance of sport and recreation in the delivery of national policy as well as the increasing demand in Ireland for improved sport services and high quality sporting and recreational facilities was reflected in the budgetary provision for sport and recreation in 2001 and 2002. The budget for sport and recreation in 2001 of €93m showed an almost five fold increase in the provision for sport and recreation in 1997. In 2002 the budget was increased by a further 40% and a total of €131.4m will be spent on a range of capital and current programmes operated both by the Department and the Irish Sports Council.

In 2002 the budget of the first statutory Irish Sports Council amounts to €25.7m which represents an increase of over 30% on the 2001 provision of €19.6m and an almost 100% increase on the 2000 provision of just over €13m. This increased budget provision has enabled the Irish Sports Council to expand the responsibilities given to it under the Act and in particular to increase the levels of financial support to the National Governing Bodies of Sport and to our elite athletes, to embark on the implementation of a new High Performance Strategy and to set about the establishment of local sports partnerships. In addition, Irelands first-ever National Anti-Doping Strategy, which is administered by the Irish Sports Council, is now fully operational.

A five-fold increase has been provided in the investment in local authority swimming pools, with a budget of €57.14m provided in the period 2000-2002. Under this programme new pools have recently been opened in Courtown, Roscommon, Athlone, Navan, Ennis, Arklow, Dundalk, Enniscorthy and Wicklow Town. A new pool is currently underway at Ballinasloe. A further 45 pools are at various stages of planning.

The increased level of funding under the Department's Sport Capital Programme has ensured the provision of a range of high quality facilities to meet all levels of competitive as well as recreational sport in every county. Among the landmark facilities, which came into use over the years 2001 and 2002 are the National Boxing Stadium, the Regional Sports Centre in Athlone and the new 50 metre swimming pool at the University of Limerick, a new athletics track in Castleisland, Co. Kerry, the new National Rowing Centre at Inniscarra, Co. Cork and the Ridge Project in Cork City.

A special emphasis has been placed in the provision of funding to a number of multi-purpose, municipal type facilities which will better meet the needs of sports and community groups as well as individuals and informal groups wishing to participate in non-competitive, recreational sporting activities. Examples of these types of facilities can be found in projects at Waterford, Finglas, Ballymun, Letterkenny, Navan, Carlow, Portlaoise and Bray.

The main focus of the Sport Capital Programme continues to support the many voluntary and community groups throughout the country with the provision of sporting facilities. In the period 1999-2002 grants have been awarded to almost 3,000 projects. These facilities range from sport specific facilities to community type facilities are to be found in each county.

These sport and recreation facilities could not have been provided without the commitment of the Government to providing funding for this very important aspect of national policy. A total of €203.6m has been allocated in the period 1999-2002 and the annual allocation has increased from €7.6m in 1998 to €56.2m in 2002 and €78.6m in 2002.

On foot of the Government decision to provide a stadium and campus facilities at a State owned site at Abbotstown, Campus and Stadium Ireland Development Ltd., a company established to deliver this project, developed an overall plan for the project and commenced a public procurement process for the stadium and other sporting facilities. In June 2001, five consortia had been accepted, on the basis of an outline bid, to participate in the bidding process for the provision of these facilities on the basis of a DBFOM (design, build, finance, operate and maintain) strategy. However the procurement process was put on hold pending the completion of a Government approved cost overview of the project and of a related Government decision.

This Overview, carried out by consultants High-Point Rendel, was completed at the end of 2001 and in addition to projecting the cost of the Stadium and Campus project made a number of far reaching recommendations concerning the project and its implementation. The Government requested the Minister for Tourism Sport and Recreation to examine the options and recommendations of the Overview and to report back to Government. The report to Government is currently in preparation.

At the same time, construction work on the National Aquatic and Leisure Centre at Abbotstown, commenced in May 2001, and significant progress has been made during the year under review. The work is on schedule to have facilities completed by December 2002. The Pool at Abbotstown, which represents an Exchequer investment of over €62 million, is therefore well on target to be available for the Special Olympics World Summer Games in June 2003.

Local Development and National Drugs Strategy

Arising from a commitment in the Programme for Prosperity and Fairness (PPF), the Department continued the development and implementation of a framework for the new RAPID Programme, which seeks to prioritise investment, under the National Development Plan, into the 25 urban areas with the greatest concentration of disadvantage. Area Implementation Plans for the 25 designated areas have been completed and Departments and Agencies have begun the process of examining and implementing proposals. A National Committee has been established to monitor progress in the implementation of the Programme.

The National Drugs Strategy 2001 - 2008 was launched in May 2001 and the year under review saw the commencement of the roll out and implementation of the various actions outlined in the Strategy. The first six-monthly Progress Report on the Strategy was presented to the Cabinet Committee on Social Inclusion in January 2002. The Report highlighted a number of areas where substantial progress has been made. For example, at the end of 2001, the number of methadone treatment places stood at 5,865, an increase of over 830 since the start of the year and at the end of April 2002, the number had reached almost 6,100. In addition, the Department of Education & Science are now represented on all Local Drugs Task Forces and the Department of Health and Children has established a cross-sectoral committee to develop an on-going National Awareness Campaign which was recommended in the Strategy and which will be launched later this year. It is planned to complete the first annual report on the Strategy - for the year 2001-2002 - early in 2003.

Since the beginning of 2001, over €14.5m was allocated by the Cabinet Committee on Social Inclusion to the 14 Local Drugs Task Forces to implement the round of their Action Plans covering a variety of initiatives in the areas of treatment, rehabilitation, education, prevention and awareness. In addition, approximately €10.25m has been allocated to 37 projects under the Premises Initiative which was set up to meet the accommodation needs of community based drug projects in Local Drugs Task Force areas.

The year under review also saw the publication of the first report of the National Advisory Committee on Drugs. The Report, which provides an overview of research in the area of drug use prevention, was published in December 2001. Amongst the pieces of research currently being undertaken by the Committee is (i) a study to estimate the prevalence of opiate drug use in Ireland; (ii) an up to date review of scientific information on cannabis and (iii) an all-island population survey to establish the prevalence of drug use in the general population - in conjunction with the Drug and Alcohol Information and Research Unit in Northern Ireland. It is intended that these studies will be published during the coming year. The Advisory Committee will also be undertaking a Longitudinal Study on the effectiveness of methadone treatment and other interventions in relation to opiate dependence. This study, which it is hoped to commission by late summer 2002, will take up to 2 years to complete

Under the first round of the Young Peoples Facilities and Services Fund, over €37 million has been allocated towards the building, renovating and fitting out of over 90 community centres, youth facilities and sports clubs as well as a number of purpose-built youth centres in Local Drugs Task Force areas. Of these, over 60 are now completed or near completion and being used by the target group for the Fund. A variety of services projects have also been put in place and these currently employ approximately 130 staff. Of these, over 85 youth and outreach workers have been appointed to work with the target group offering developmental activities and educational programmes for young people who have traditionally found themselves outside the scope of mainstream youth work due to family background or involvement with crime or drugs etc.

Guidelines for the second round of funding under the Young Peoples Facilities and Services Fund were approved by the Cabinet Committee on Social Inclusion in January 2002. Under these guidelines, an amount of €2m is being set aside for each Task Force area to cover facilities and services projects. It is hoped to make allocations under the second round in late 2002/early 2003. In addition, an evaluation of the Fund, which is examining its effectiveness and impact at national, plan and project level, will be completed before the end of 2002.

The year under review saw an acceleration of the implementation of the Local Development Measure of the BMW and S&E Regional Operational Programmes, 2000-2006. The measure is designed to target interventions at designated areas of disadvantage under the three priority themes of Services for the Unemployed, Community Development and Community Based Youth Initiatives. At the end of 2001, actual expenditure was running at over 75% of allocation.

In January 2002, the Department secured EU agreement to the new URBAN Initiative, focusing on the revitalisation of Ballyfermot, Dublin. The Initiative is managed by Dublin Corporation and the Department of the Environment and Local Government is now the responsible Department.

PROGRESS TOWARDS
TOURISM SECTORAL GOALS

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

"To facilitate continued development by the tourism industry of an economic and environmentally sustainable and spatially balanced tourism sector, through formulating, ongoing monitoring and review of a range of policies and programmes, in particular within the framework of the National Development Plan and North/South Co-operation".

The strategies identified for achieving this goal which are set out in detail in the Department's latest Strategy Statement, covering the three-year period 2001 - 2004 and are replicated with relevant performance indicators in appendix 1 of this report.

STRATEGY 1

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

As part of the Good Friday Northern Ireland Peace Agreement, a publicly owned, limited company was established jointly by the Northern Ireland Tourist Board and Bord Fáilte to carry out functions aimed at promoting tourism to the island of Ireland. The company, Tourism Ireland Ltd, was incorporated in December 2000 and, following its successful launch in Dublin and Belfast in November 2001, has taken over responsibility for the international marketing of the island of Ireland as a tourist destination with effect from the 2002 season. During the period under review, three meetings of the North South Ministerial Council in tourism sectoral format took place at which the Council gave policy direction to the work of Tourism Ireland Ltd., including approval for its budget and staffing structure.

In the light of the establishment of Tourism Ireland Ltd. the Government approved, in November 2001, the creation of a National Tourism Development Authority to promote the development of sustainable tourist facilities and services, including the promotion of training, human resources and marketing skills, bringing together functions currently carried out by Bord Fáilte and CERT. An implementation group was established to progress this matter and in April 2002 submitted its report (available on the Department's website) which outlined a number of clear steps to be taken so that the new body will be in place for the 2003 tourism season. Arrangements are currently being put in place to implement the recommendations of the Group. In the meantime, draft legislation is being prepared which will govern the operations of the new Body.

STRATEGY 2

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

The NDP allocation for tourism includes provision for the creation of a multi-annual Tourism Marketing Fund of over €190m, which aims to ensure adequate funding, from public and industry sources, for the marketing of Ireland as a tourist destination overseas on a partnership basis. The Tourism Marketing Partnership, originally established in 2000 was recently reconstituted under the aegis of Tourism Ireland Ltd and involves representatives of the tourist industry (through the Irish Tourist Industry Confederation - ITIC), Bord Fáilte and Tourism Ireland, working closely to develop complementary strategies and plans for the totality of their combined annual marketing expenditure.

Tourism Ireland Ltd and Bord Fáilte launched comprehensive marketing plans for 2002, at a total estimated cost of €45m, designed to address the new market situation following the events of 11th September with a view to recovering as much business as possible. The Tourism Ireland Ltd programme budget for 2002 (€27m approximately) for the international marketing of the island of Ireland is the largest ever annual budget allocated for such a purpose and is supplemented by substantial niche/product marketing funding by Bord Fáilte. Tourism marketing funding was enhanced by a further €11m in the December 2001 Budget. The latter figure is made up of €6.6m to enable Bord Fáilte to expand regional tourism through festivals and cultural events, an increase of €1.27m for the International Sports Tourism Initiative and €3.5m to meet operational costs arising from the establishment of Tourism Ireland Ltd. The Exchequer allocation for tourism marketing in 2002 is very significant and has been maintained despite emerging pressures in the Government Finances. Marketing Expenditure is regularly reviewed against the targets set under the National Development Plan and as part of the programme of triennial expenditure reviews under the Government's Strategic Management Initiative.

STRATEGY 3

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

In its Statement of Strategy, 2000-2006, CERT engaged in an extensive process of strategic planning and consulted widely with its partners in the tourism and hospitality industry. It also commissioned the first independent analysis of the employment and training needs of the industry. Against the backdrop of significant changes in the international tourism market, and an increasingly discerning and higher-spending international tourist seeking the highest standard of facilities and services, a focus on competitiveness and the achievement of productivity and performance improvements are seen as key issues for the future success of the industry. In response, CERT has moved in the direction of a wider business development role and has designed and delivered a number of products aimed at helping individual tourism and hospitality operators to address performance and competitive concerns, as well as customer service issues.

The Best Practice Programme was developed from CERT's analysis of international best practice and offers industry a specific benchmarking tool based on "best in class practices". A number of tourism businesses have undergone the process of moving towards best practice and were assisted by CERT through the provision of master-classes, consultant support and international site visits.

The promotion and fostering of a culture of excellent customer care in the industry was addressed by CERT with the continued implementation of the Ireland's Best Service Excellence Programme and 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. CERT is also developing an accredited quality award based on the EFQM Business Excellence model which will promote, encourage and ultimately recognise industry's success in lifting performance across a range of business processes to international standards of best practice.

CERT expenditure in the training, recruitment and business development area continues to be monitored, and performance against specific targets under the relevant measures within the Employment and Human Resources Operational Programme is reviewed in regular progress reports and as part of the triennial expenditure review programme.

STRATEGY 4

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

The National Development Plan provides for public funding of €130 million for the further development of tourism product through Bord Fáilte's Tourism Product Development Scheme, 2002-2006, launched nationally in January 2002. The Scheme's overall objective is to develop the tourism product in a sustainable way that widens the spatial spread of tourism, diverts pressure from highly developed areas and increases under-performing Regions' share of overseas tourism revenue.

A number of specific measures have been identified for funding. These include
· the development of up to eleven major new day-visitor attractions, each capable of attracting over 100,000 visitors a year;
· the upgrading and improved packaging of a further eleven identified geographically coherent and financially sustainable clusters of existing attractions;
· the development of special interest pursuits including cycling, walking, horse-riding, great gardens, outdoor activities, water-based activities and health tourism; and
· the promotion of the better management of the relationship between tourism and the environment.

Two complementary measures - Tourism and Recreational Angling and Marine Tourism - are being implemented by the Department of the Marine and Natural Resources.

During the period under review, a key task for the Department was to obtain State Aids clearance from the Competition Directorate of the European Commission for the Scheme, which had been notified to the Commission in October 2000. A protracted period of sustained and difficult negotiation finally resulted in the receipt of State Aids clearance in November 2001. Subsequently, the operational guidelines for the Scheme, which had been drafted by Bord Fáilte, were finalised to take account of the European Commission's conditions of approval. The national launch in January 2002 was followed by two Regional launches, one in Carlow for the Southern and Eastern region and one in Sligo for the Border, Midlands and Western Region. The launch incorporated a public call for proposals with a closing date of 22 March 2002. Applications received by that date are, at the time of compilation of this Report, being assessed by Bord Fáilte prior to submission for decision by independent Product Management Boards, which were appointed in April.

STRATEGY 5

To enhance tourism development in border regions through INTERREG Programmes, the International Fund for Ireland and Special Programme for Peace and Reconciliation.

The INTERREG III Programmes and the Peace II Programme have been designed to support cross-border co-operation and economic development in their regions. Unlike the INTERREG - Ireland/Wales region and the Peace II Programmes, the INTERREG - Ireland/Northern Ireland Programme does not contain specific tourism related support; however support may be provided to tourism related projects where they meet the criteria of other measures.

A number of new schemes have been introduced under the tourism programme of the International Fund for Ireland including Marketing and Human Resource Development Initiatives. The Hostel Improvement Scheme, launched in Spring 2002, will provide assistance to improve and upgrade existing registered hostels in Northern Ireland and the Southern border counties, including access for visitors with disabilities.

PROGRESS TOWARDS
SPORT AND RECREATION GOALS

The Department Goal is ....

"To provide an appropriate and effective policy and public funding context for achievement of Government objectives for increased participation and development of sport, at national and at local level, particularly in disadvantaged communities".

The strategies identified for achieving this goal which are set out in detail in the strategy statement, are replicated with relevant performance indicators in appendix 2 of this report.

STRATEGY 1

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

Ongoing monitoring and liaison is maintained with the Irish Sports Council in relation to expenditure and programme implementation.

Arrangements are currently being put in place to commence later this year a review of expenditure by the Irish Sports Council over the period 1999 to 2001 and a review of expenditure under the Local Authority Swimming Pool Programme over the period 1999-2001.

An appraisal of the strategic requirements of the Sports Capital Programme is being undertaken in mid-2002 and an expenditure review under the Sports Capital Programme over the period 2000-2002 will be carried out during 2003 under the Expenditure Review Programme.

STRATEGY 2

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

Under the 2001 sports capital programme 1,467 applications were received in the Department and grants totalling €56,179,560 were allocated to 703 projects at all levels throughout the country. The 2002 programme was advertised at the end of November 2001 and 1,364 applications were received by the closing date of 4 January 2002. Grant allocations were announced at the end of March. The total sports capital allocation in 2002 was €78,591,400 to 857 projects. This brings the total amount provided under the sports capital programme to €134.59 million since 1999, with 2044 projects benefiting under the programme.

A five-fold increase in the investment in local swimming pools has been achieved, with a budget of €57.14m provided for the period 2000-2002. There are 46 swimming pool projects in the current programme: comprising 15 refurbishment projects; 17 replacement pools and 14 new pool projects.

The Department consults with the Irish Sports Council, local authorities and national governing bodies of sport in the provision of key national and regional facilities. The greatly increased funding provided by the Department has benefited a large number of individual sports clubs involved in competitive sport during the last number of years. A growing focus is now also being placed on provision in the area of recreational sport and on measuring the impact which the Department's funding for facilities is making in increasing participation in sport and physical recreational activity by people of all age groups, abilities and levels of aspiration throughout the country.

STRATEGY 3

To facilitate the development of Campus and Stadium Ireland

(a) Cost Overview of Campus & Stadium Ireland

Public debate about the cost of the Campus and Stadium Ireland project at Abbotstown led to a Government Decision to seek an overview of the total cost of the project. The Department engaged consultants High-Point Rendel who completed their report at the end of 2001. The report assessed the estimated costs and revenues which would arise from the development of the project, identified options for the project including a rationalisation of certain facilities following consultation with the main utilising shareholders and recommended that more detailed planning and a strengthening of the management should take place. Following publication of the Overview, the Government re-iterated a continued commitment to the project and requested the Minister for Tourism, Sport and Recreation to prepare a report on the implications of the options and recommendations of the Overview. Preparation of this report, including consultation with the main sporting organisations, is currently underway.

(b) Management of the Provision of the Pool at Abbotstown

The Government, having decided in July 2000 to proceed with the development of an Aquatic and Leisure Centre at the Stadium & Campus Ireland site in Abbotstown, in December 2000 authorised Campus and Stadium Ireland Ltd to sign Heads of Agreement with the preferred bidding consortium. The consortium, consisting of Rohcon Waterworld UK and Dublin Waterworld Ltd were selected under a public procurement process to develop the project following a DBFOM (design, build, finance, operate and maintain) strategy. Heads of Agreement were signed between CSID and the consortium on 22 February 2001 and work commenced in May 2001. It is intended that the Aquatic Centre will be available to host the swimming events of the Special Olympics World Summer Games in June 2003. The facilities will feature an international championships standard swimming pool and diving facilities designed for use by elite swimmers as well as the general public. Work is progressing in accordance with a timetable which targets construction of the pool to be completed by the end of 2002 and the facility to be available for the swimming events of the Special Olympics World Summer Games in June 2003.

In 2000 the Government agreed that organisational arrangements be put in place, and the necessary legislation be drawn up, for a Trust to own the Stadium and Campus, and for a development entity to drive the design and construction of the project.

In the interim a company was established under the Companies Acts, viz. Campus and Stadium Ireland Development Ltd. (CSID), to drive forward the planning and development of the project and a Board of Trustees was appointed in which the facilities would be vested once developed.

Having consulted with the Attorney General's Office about establishing a Trust to own the Stadium and Campus and whether this represents the best way of protecting the national interest and State investment, the Department was advised that the land and facilities would be best vested in a Statutory Body whose role is spelt out in legislation as against use of Trusteeship, which the AG's Office considers as being difficult to operate in practice.

The Government, in July 2001 approved the drafting of the Campus and Stadium Ireland Development Authority Bill on the basis of the General Scheme. The Scheme of the Bill has been prepared and provides for the creation of a new Statutory Authority to be known as the Campus and Stadium Ireland Development Authority This will put on a statutory basis the entity established to oversee the planning and development of the Campus and Sports Stadium complex. A Draftsman from the Office of the Parliamentary Counsel to the Government is currently drafting the Bill.

The aim is to have the legislation published, through both Houses of the Oireachtas and on the Statute books by the end of 2002.

PROGRESS TOWARDS
LOCAL DEVELOPMENT GOALS

The Department has adopted as its goal for the local development sector:

"To progress the implementation of integrated local development, having particular regard to the commitment in the NDP that all programmes should accord to the new County/City Development Board (CDB) framework, based on partnership between State Agencies, Social Partners and Local Communities, particularly in disadvantaged areas and areas marked by high levels of drug abuse."

The strategies identified for achieving this goal are set out in the Statement of Strategy (2001- 2004) with relevant performance indicators. With regard to performance against those indicators, the following was the position at May 31, 2002.

STRATEGY 1

To facilitate integrated development in areas of disadvantage.

Local Development Social Inclusion Programme

The Department was in a position to report very good progress on the implementation of the Local Development Measure of the Regional Operational Programmes, to the April 2002 meetings of the BMW and S&E Regional Assemblies. Cumulative expenditure to the end of 2001 was approximately 75% on target with significant achievements having been recorded across all areas of intervention. For example, over 40,000 interventions were made under the Services to the Unemployed measure; approximately 3,000 community-based projects were supported and over 400 infrastructure/environment projects were assisted under the Programme to date.

RAPID Programme

During the year under review, the Department put in place a framework for implementation of Strand I of the RAPID Programme, giving effect to a commitment in the Programme for Prosperity and Fairness (PPF), to target the twenty-five urban centres with the greatest concentration of disadvantage for special support and prioritisation under the NDP. Area Implementation Plans have been drawn up for each of the twenty-five areas and all Departments and Agencies are proceeding with the examination and implementation of proposals included in those plans. Strand II of the Programme - targeting provincial towns - is being managed by the Department of Environment & Local Government. A National Monitoring Committee was established during the year and will oversee the operation of Strand I and Strand II. The Committee, which has met on two occasions to date, will monitor the implementation of the Programme at national level and report on progress to the Cabinet Committee on Social Inclusion.

Promulgation of the Integrated Services Process (ISP)

A final Progress Report on the ISP was submitted to the Cabinet Committee on Social Inclusion in March 2001. The Report recommended that an ISP style framework and mechanisms would be appropriate for the delivery of State services in disadvantaged areas. ISP principles were subsequently incorporated into the framework established for the implementation of the RAPID Programme.

In addition, a series of case studies were compiled as examples of best practice that facilitated the work of the Area Implementation Teams established under the RAPID Programme. The case studies concentrated on the themes of Community Participation; Early School Leaving; Services to support the Welfare of Children and their Families and Image and Environment. In order to disseminate the lessons learnt from the ISP as widely and comprehensively as possible, a Conference was held in Dublin Castle July 2001 to which all the key players were invited.

STRATEGY 2

Facilitate the provision of services and facilities in areas of high drug misuse

Effective co-ordination of National Drugs Strategy

The National Drugs Strategy 2001 - 2008 was launched in May 2001 and the year under review saw the commencement of the rollout and implementation of the various actions outlined in the Strategy. The Strategy is the first time that all elements of drugs policy in Ireland have been brought together into a single framework with responsibilities clearly assigned across the four pillars of supply reduction, prevention, treatment and research. Under each of the four pillars, a series of objectives and key performance indicators have been set with specific targets for individual Departments and Agencies. A series of 100 individual actions have also been developed which the relevant bodies have to carry out in order to deliver the Strategy and meet its objectives over the seven-year period covered by the Strategy.

Through the monthly meetings of the Inter-Departmental Group on Drugs, progress in implementing the Strategy is monitored on an on-going basis. The first six monthly Progress Report on the Strategy was presented to the Cabinet Committee on Social Inclusion in January 2002 and the second report is due in July 2002. . The Report highlighted a number of areas where substantial progress has been made. For example, at the end of 2001, the number of methadone treatment places stood at 5,865, an increase of over 830 since the start of the year and at the end of April 2002, the number had reached almost 6,100. In addition, the Department of Education & Science are now represented on all Local Drugs Task Forces and the Department of Health and Children has established a cross-sectoral committee to develop an on-going National Awareness Campaign which was recommended in the Strategy and which will be launched later this year. It is planned to publish the first Annual Report on the Strategy - covering the year 2001-2002 - in early in 2003.

The first report of the National Advisory Committee on Drugs (NACD) was published in December 2001. The NACD was established in July 2000 to advise the Government in relation to the prevalence, prevention, treatment and consequences of drug misuse based on the Committee's analysis and interpretation of research findings and information available to it. The Report, which looks at the area of drug use prevention, was written by Dr Mark Morgan of St Patrick's College, Drumcondra, and is based on research of drug misuse and prevention programmes in Ireland and the international context from the 1960s to present day.

A number of other reports are in the pipeline and will be published during the coming year. These include (i) a study to estimate the prevalence of opiate drug use in Ireland; (ii) an up to date review of scientific information on cannabis and (iii) an all island population survey to establish the prevalence of drug use in the general population - in conjunction with the Drug and Alcohol Information and Research Unit in Northern Ireland. The Advisory Committee will also be undertaking a Longitudinal Study on the effectiveness of methadone treatment and other interventions in relation to opiate dependence. This study, which it is hoped to commission by late summer 2002, will take up to 2 years to complete.

National Drugs Initiative - Phase II

Since the beginning of 2001, over €14.5m has been allocated by the Cabinet Committee on Social Inclusion to the 14 Local Drugs Task Forces to implement the second round of their Action Plans covering a variety of initiatives in the areas of treatment, rehabilitation, education, prevention and awareness. Individual projects being funded under the Plans will be evaluated during the first half of 2003 and decisions made on mainstreaming by the end of 2003/early 2004.

In addition, funding of €12.7m over three years is being made available under the Premises Initiative to meet the accommodation needs of certain community based drug projects in Local Drugs Task Force areas. The evaluation of Local Drugs Task Force projects, undertaken in 2000, found that the absence of suitable accommodation was one of the key reasons why many proposed drug programmes and services had been dropped or curtailed. Since the beginning of 2001 approximately €10.25m has been allocated to 37 projects under this Initiative.

An evaluation of the overall effectiveness and impact of the Drugs Initiative will be undertaken during 2002/03.

Formulating next phase of the Young Peoples Facilities and Services Fund

The Young Peoples Facilities and Services Fund (YPFSF) was established in 1998 to develop youth facilities, including sport and recreational facilities, and services in disadvantaged areas where a significant drug problem exists or has the potential to develop. Its primary focus is on Local Drugs Task Force areas and selected urban areas (Galway, Limerick, Carlow and Waterford) where a serious drug problem exists or has the potential to develop. Almost 340 individual projects have been approved funding of approx. €60m as part of area-based integrated strategies and national/regional initiatives under the first round of funding under the YPFSF.

On the capital side, over €37 million has been allocated to date towards the building, renovating and fitting out of over 90 community centres, youth facilities and sports clubs as well as a number of purpose-built youth centres in Local Drugs Task Force areas. Of these, over 60 are now completed or near completion and being used by the target group for the Fund. A variety of services projects have also been put in place and these currently employ approximately 130 staff. Of these, over 85 youth and outreach workers have been appointed to work with the target group offering developmental activities and educational programmes for young people who have traditionally found themselves outside the scope of mainstream youth work due to family background or involvement with crime or drugs etc.

Guidelines for the second round of allocations under the Fund were approved by the Cabinet Committee on Social Inclusion in January 2002. Under these guidelines, an amount of €2m is being set aside for each Task Force area to cover facilities and services projects under the second round of funding. It is expected that allocations under the second round will be made in late 2002/early 2003.

In addition, an evaluation of the Fund is on going. The evaluation is examining the effectiveness and impact of the Fund at national, plan and project level and will be completed before the end of 2002.

ORGANISATIONAL DEVELOPMENT
IN THE DEPARTMENT

The Department has adopted as its Organisational goal:

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

STRATEGY 1

Ongoing development of a Strategic Management Framework

The development of the business planning process in the Department has undoubtedly given a more strategic focus to its role and functions which, in turn, has facilitated a clearer definition and delivery of targets and objectives. The Department's new Mission and Statement of Strategy 2004 - 2007 was published in September 2001. The development of the specific outcomes, outputs and performance indicators set out in the Statement of Strategy was informed, inter alia, by the recommendations of the consultancy report commissioned by the Department to identify its management information needs in the context of the roll out of the Management Information Framework across the civil service. A significant re-organisation of the Department was effected to underpin the delivery of the new goals and objectives set out. The new Divisional Business Plans were finalised in February 2002 and the first phase of an ongoing programme of review, by way of presentations to the Senior Management Team (SMT) by Principal Officers on progress relating to the implementation of new Strategy Statement in the Divisions for which they have responsibility, was completed in mid May 2002.

The Partnership process has been well embedded in the Department. Taking into account the membership of the Committee and its four working groups, which include representation from all grades and Divisions, some 40% of the Department's staff is now directly involved in the process. The Committee, which aims to meet on a monthly basis, has dealt with a wide range of issues during the year under review including the development of the new Mission and Statement of Strategy, the Business Planning process, the implementation of the Department's HR and IT Strategies and Quality Customer Service Action Plan 2004 - 2007. The Partnership Committee was also involved in the preparation of the Department's report to the Quality Assurance Group under the Programme for Prosperity and Fairness on progress on the implementation of the civil service modernisation programme.

STRATEGY 2

Enhancing organisational capability and flexibility

The restructuring of the organisation of the Department in June 2001 to ensure it reflected changes in policy focus and functional priorities was further refined in March 2002 in the context of ongoing monitoring of the implementation of the Department's Statement of Strategy. An integrated HR Strategy incorporating a plan for the reorientation of the HR function was finalised through the Partnership process in October 2001 and is currently being implemented. All three phases of the first cycle of PMDS were completed by December 2001 including 5 days just-in-time training for each staff member. New Role Profile Forms have been developed as part of the commencement of the second full cycle. The Department's Training Policy is being implemented with the priority focus during the year under review on PMDS, IT, FOI, Euro Changeover and Induction training. Expenditure on training and development in 2001 amounted to €158,000 or 3.8% of payroll representing an increase of 111% over the 2000 figure.

The Department's three year Expenditure Review Programme (1999 - 2001) was completed by year-end. A three-year (2002-2004) programme of Expenditure Reviews was approved by Senior Management in December 2001. Reviews will take place in nine different areas of Departmental expenditure and will cover in excess of 80% of the Departments annual expenditure.

The implementation of the Management Information Framework (MIF) is being progressed in line with centrally agreed milestones. A consultancy report, commissioned to identify the Department's management information needs and received in July 2001, formed the basis for the development of an implementation plan, which was agreed in July 2001, for the roll out of the MIF in the Department which is currently being implemented. This involves a detailed examination of management information needs in the context of delivery of the targets and objectives set out in the Department's Statement of Strategy and a review of certain financial processes and procedures.

Updated delegation orders under the Public Service Management Act for Assistant Secretaries and Principal Officers were prepared in February 2002 and work is continuing on maximising the linkages between PMDS, Business Planning and the Statement of Strategy.

STRATEGY 3

To provide a quality service to our customers

The Department's Quality Customer (QCS) Service Action Plan 2001 - 2004 is being implemented with Line Managers assigned specific responsibility to ensure that the Service commitments contained in the Plan are being met. Over 96% of all Ministerial correspondence is now responded to within the timeframe set out in the QCS Action Plan. General queries to the Department through the website are usually responded to within 1 day. A Customer Service e-mail box is in operation and advertised in the Plan and on the website. All frontline and new staff have received QCS training. IT and e-Government Strategies are focusing on developing the website to improve user friendliness and maximise usage by customers. Implementation of the Plan is being monitored by the Partnership Committee and the Senior Management Team

STRATEGY 4

To develop and manage Information Technology to support the delivery of the Department's Mission and objectives

Following approval in May 2001 of a three year IT Strategy which had been developed through Partnership, the Department commenced its largest ever IT project with the introduction of a new Operating System, new IT hardware for all staff and new desktop software. This was completed, together with all introductory training, in the latter half of 2001. The IT Strategy continues to be implemented with focus on Intranet/Extranet and e-Working possibilities. A Mid Strategy Review will commence in the second half of 2002.

STRATEGY 5

To develop a strategy for the implementation of the Information Society and e-Public Service

The Department's main focus in this area has been in the development and upgrading of its website. A newly constituted WebGroup meets regularly to ensure that the website is continually up to date. It is one of the first Government websites to be certified for maximum accessibility for the blind and partially sighted. The on-line application process for the annual Sports Capital Grant Scheme was enhanced for the 2002 round of grants and the Department continually reviews how it might contribute to the advancement of the e-Public Service Programme.

STRATEGY 6

To operate a policy of equality

The Department is committed in its Statement of Strategy to the operation of a policy of equality. However, reliance on external panels for recruitment limits the scope for influencing ratios and the Department's size (total 116 staff) creates particular difficulties where ratios can be affected by a single appointment. Currently the percentage of males/females at AP level and higher is 60:40.

The Department is concentrating on the development of HR policies which will incorporate best practice in areas such as promotion, mobility, training and work/life balance policies. For example the Department's promotion system is based on competitive interview and participation in promotion competitions, training etc is being monitored on an ongoing basis.

STRATEGY 7

To enhance the audit and evaluative capability of the Department

The Internal Audit programme continued through 2001 and auditing requirements under the 1994-1999 NDP/CSF were also undertaken by the Unit. An Internal Audit programme for 2002, as recommended by the Internal Audit Unit, was agreed by SMT and involves a programme of System/Transaction audits, Compliance audits and a review of recommendations from earlier Internal Audit reports. In addition to building up the audit capability within the Internal Audit Unit through specialised training, selected Departmental personnel have been identified for coaching in the Expenditure Review process.

STRATEGY 8

Formal closure of the 1994/1999 CSF Programmes in the Tourism and Local Development areas.

Additional audit and reporting requirements introduced by the Department of Finance/European Commission late in the closure process imposed considerable additional demands on the Department, as Lead Department, and on all implementing Departments and Agencies and consequently delayed closures. The Final Report and Claim in respect of the Urban OP and the ESF element of the Tourism OP have now been completed. The Final Report and Claims in respect of the ERDF element of the Tourism OP and the LURD OP are nearing completion.

APPENDIX 1
Tourism Goals

Strategy Outputs Performance Indicators Outcome
1 To put in place a new delivery mechanism for State support for tourism Roll-out of all-island tourism marketing body - Tourism Ireland Ltd. (TIL)Review of other elements of national tourism policy delivery mechanismAllocation of resources to reflect strategic priorities · TIL operational in line with time frame set by North South Ministerial Council (NSMC).· Review and follow-up completed by mid 2002.· Adjustments in Annual Exchequer allocations to Agencies · TIL fully operational in time for 2002 season.· Establishment of National Tourism Development Authority and draft Heads of legislation agreed by Government in November 2001. · Implementation Report completed in April 2002.· Strategy devised for 2002 to help address adverse impact on tourism of FMD and events of Sept 11th, including action to improve air access. Marketing budgets deployed and adjustments made to allocations for Agencies in line with policy priorities.
2 To facilitate and review the use of public funds for tourism marketing and promotion Regular monitoring and evaluation of implementation by TIL and Bord Fáilte (BFE) of Tourism Marketing measure in Productive Sector Operational Programme · Indicators of tourism marketing and promotion performance identified and reflected in Bord Fáilte Marketing Plans and TIL Corporate Plan by mid 2002 and reported on in their Annual Reports from 2001· Six monthly progress reports of TIL and BFE implementation of OP tourism marketing measure· 3 year Expenditure Review of tourism marketing and promotion performance completed by mid 2004 · Bord Fáilte Marketing Plan and TIL Operating Plan for 2002 and Corporate Plan agreed which include performance indicators in line with NDP targets.· Two six-monthly progress reports completed (November 2001 and May 2002)
3 To facilitate and review the use of public funds for human resource development, recruitment and training for tourism sector. · Regular monitoring and evaluation of implementation by CERT of Tourism sub-measures of Employment and Human Resources Operational Programme. · Indicators of tourism HR performance identified and reported on in CERT's Annual Report from 2001.· Six-monthly progress reports on CERT's implementation of OP measure.· 3 year Expenditure Review of tourism HR performance completed by mid-2003. · Two six-monthly progress reports completed (June & December, 2001)
4 To facilitate and review the use of public funds for sustainable and balanced tourism product development and the enhancement of product quality. · New Tourism Product Investment Scheme in place under Regional Operational Programmes.· Regular monitoring and evaluation of implementation of scheme by BFE. · Scheme launched by end October, 2001.· Six monthly progress reports on Bord Fáilte's implementation of the Scheme.· Expenditure evaluation completed by mid 2003. · Scheme launched in January, 2002 due to delay in securing EU State Aids clearance.· First tranche of proposals received by 22nd March, 2002.· Management Boards appointed in April, 2002.
5 To enhance tourism development in border regions through INTERREG Programmes, the International Fund for Ireland and Special Programme for Peace and Reconciliation. · Measures and associated targets agreed.· Regular monitoring and evaluation of implementation and achievement of targets. · Reports on expenditure and forecasts within the time frame set by the managing authorities.· Six monthly progress reports on BFE's implementation of the tourism projects.· Assessment of performance during mid-term Reviews. · Reports prepared as required.

APPENDIX 2
Sports and Recreation 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 · Indicators of sports development and promotion performance identified and reflected in Irish Sports Council's (ISC) Strategy Plans and reported on in their Annual Reports from 2002· Programme Expenditure Review of ISC Expenditure completed by mid 2003· Programme Expenditure Review of Sports Capital Programme completed by end 2003.· Programme Expenditure Review of Swimming Pools Programme to be completed by mid 2004. · ISC - In the context of the review of the ISC's first strategy "A New Era for Sport" 2000-2002 the Council have begun a process with consultants and major stakeholders to develop meaningful indicators for measuring future performance. These will be contained in the Council's new strategy statement.· Arrangements being put in place for the ISC Expenditure Review to be carried out in 2002.· Expenditure Review of the Sports Capital Programme to be carried out in 2003.· Arrangements being put in place for the Swimming Pools Programme Expenditure Review to be carried out in 2002.
2 To facilitate the provision of sport and recreation facilities on a nationwide basis Efficient and effective delivery of· Sports Capital Programme· Local Authority Swimming Pool Programme· Sports and recreation facilities under the National Development Plan · Applications invited annually under Programme before year end, and assessments and allocations made by following June· % of grant approved projects completed annually· Number of projects completed in disadvantaged areas annually· Number of pools developed and refurbished· Performance against targets to be set for provision of sporting and leisure facilities at locations to be identified in the National Spatial Strategy· Launch of new scheme by mid 2002 · Applications under 2002 programme invited at end of November 2001, assessments carried out and grant allocations announced at end of March 2002.· During 2001, for the first time ever, the full Estimates provision was expended by the Department on completed sports capital projects. · Funding of €32.3m to 382 projects in designated disadvantaged areas under 2001 SCP; €45.5m to 456 projects under 2002 SCP · 3 pools were opened, 1 is currently under construction, 5 are at Tender Stage and 18 are at an advance planning stage.
3 To facilitate the development of Campus and Stadium Ireland · Cost overview for Campus and Stadium Ireland· Establish a statutory based entity for development of the project· Effective management of the arrangements for the provision of the Pool at Abbotstown · Overview completed by end 2001· Implementation Plan for overview follow-up outlined before end November 2001· Bill published before end 2001· Enactment by mid 2002· Pool completed and operational by early 2003, within Government approved budget

APPENDIX 3
Local Development Goals
Strategy Outputs Performance Indicators Outcome
1. To facilitate integrated development in areas of disadvantage · Effective implementation of Local Development Measure of Regional OP's of the National Development Plan· Effective Monitoring of RAPID Programme· Promulgation of ISP principles · 6 monthly progress reports to Regional O/P Monitoring Committees· 6 monthly progress reports to National Monitoring Committee including review of performance against set targets · Publication of guidelines and seminar by end 2001 · Cumulative expenditure to end 2001 was over 75% on target with significant achievements across all areas of intervention· Area Implementation Plans for 25 areas drawn up. All Departments and Agencies proceeding to examine and implement proposals· Case studies of best practice published and Conference held in July 2001 to disseminate lessons learnt.
2 To facilitate the provision of services and facilities in areas of high drug misuse · Effective co-ordination of the National Drugs Strategy· National Drugs Initiative - Phase II · Six monthly progress report to the Cabinet Committee on the implementation of Strategy · Publication of Annual Report on the Strategy · Updates Action Plans from Local Drugs Task Forces by end 2001/early 2002 · 1st six monthly Progress Report presented to the Cabinet Committee in January 2002 · 1st Annual Report due to be published in early 2003 · All 14 Local Drugs Task Force plans approved by the Cabinet Committee and funding of over €14.5m allocated to date· An amount of €10.25m allocated under the Premises Initiative· Evaluation of the overall impact and effectiveness of the Drugs Initiative to be carried out during 2002/03
· Formulating the next phase of the young Peoples Facilities and Services Fund · Individual projects evaluated and decisions on mainstreaming by end 2003· Guidelines approved for Phase II by mid 2002 · Individual projects to be evaluated in first half of 2003 and decisions on mainstreaming made by end 2003/early 2004 · Guidelines approved by Cabinet Committee in January 2002. Allocations under round II to be made by end 2002. · Evaluation of the Fund to be completed by end 2002

APPENDIX 4
Organisation Development Goals
Strategy Outputs Performance Indicators Outcome
1. Ongoing development of a Strategic Management Framework · Business planning process further developed and monitored to give effect to Department's Statement of Strategy.· Partnership process embedded· New Statement of Strategy, 2004 -07 · Updated Annual Departmental Business plans on Website by July each year, from 2002· Annual Report published by September each year· Number of meetings of Partnership Committee, rate of participation and content of agenda · Published by September 2004 · Business Plans 2001 - 2002 developed through the Partnership process and on website in February 2002.· Annual Report for 2000-2001 finalised and published in September 2001.· Work commenced on 2001-2002 Annual Report in April 2002.· Partnership Committee met on 8 occasions up to April 2002 with agenda covering a range of issues including· Integrated HR Strategy 2001-2004, including Plan for the reorientation of the HRM function;· Policy on Training and Development;· QCS Action Plan 2001-2004;· First submission to the Civil Service Quality Assurance Group;· IT Strategy 2002-2004;· MIF (Management Information Framework) Implementation Plan;· Annual Report 2000/2001;· Statement of Strategy 2001-2004;· Department's Business Plan 2001 - 2002;· Partnership Committee Work Programme 2001/2002;· Progress reports on implementation of:IT Strategy, e-Government Strategy, HR Strategy, QCS Action Plan and Plan for roll-out of MIF;· Progress Report to Civil Service Quality Assurance Group;___
2. Enhancing organisational capability and flexibility · Integrated HR policy· PMDS implemented· Training and Development Programme in place· Implementation of Management Information Framework · Policy developed and in place by October 2001· First Cycle of PMDS completed Jan 2002 and· Second Cycle implemented by end 2002· Training expenditure to reach at least 4% of payroll costs by end 2003· Progress in line with targets set at central level · Integrated HR Strategy agreed through the Partnership process and published in October 2001.· Over 70% of staff completed all three phases of the first cycle of PMDS by end March 2002. New role profiles have also been developed as part of the commencement of the second PMDS cycle.· Training and Development Programme due to be finalised end June 2002.· Training costs at 3.8% of payroll in 2001· All staff received 5 days training in PMDS over the period 2000/2001.· The focus has been on two areas (i) the identification of the Department's specific management information needs to measure delivery of strategic objectives set out in the Statement of Strategy and Business Plans and (ii) a review of existing financial processes and procedures in the light of recommendations made in the Consultant Report commissioned by the Department. The next step will be to proceed with the acquisition of a new Financial Management System which will be
· Further development of framework for delegation of authority and accountability· Three year Programme of Expenditure Reviews implemented · Scope for further delegation examined by end 2001· Reviews completed in line with 3 year Programme. compatible with its needs in relation to its management information systems.· Updated delegation Orders under the Public Service Management Act issued in February 2002 to reflect changed organisational structures· Three year Programme completed end 2001· Three year Internal Audit Programme and Expenditure review Programme 2002-2004 in place.
3. To provide a quality service to our customers · Deliver commitments in updated QCS Action Plan 2001 - 2004· Embed plan in the Department's planning and operational processes and in Staff Training and Development programmes· Action plan updated · Customer feedback procedure in place by end 2001· Progress on implementation of plan regularly monitored by Partnership Committee · Reports reviewed by Senior Management Team (SMT) annually, and reported in the Annual Report· Updated Plans in place by end 2004 · Freepost Customer feedback procedure in place in line with target and customer responses being monitored.· Freepost card issued to all applicants for grants under 2002 Sports Capital Programme· Line Managers have been assigned responsibility (under delegation orders) for ensuring that commitments in the Plan are being met.· Quarterly reports to Partnership Committee and SMT on QCS issues· QCS now a permanent agenda item at liaison meetings between the Department and its State Agencies
4. To develop and manage Information Technology to support the delivery of the Department's Mission and Objectives. · 3-year IT strategy 2001-2004 in place and implemented in accordance with implementation plan.· Mid Plan review· New 3-year IT strategy · 2001/2004 Strategy in place· By end 2002· By mid 2004 · IT strategy 2001-2004 agreed through Partnership process in May 2001 and being implemented in accordance with implementation plan.· Arising from the three year report a number of initiatives have been implemented:- Comprehensive upgrade of Department's IT infrastructure- Windows 2000 implemented with up to date suite of software applications including Lotus Notes- All staff trained on Windows 2000 and Lotus Notes- Policy on IT and e-mail usage circulated to all staff______
5. To develop a strategy for the implementation of the Information Society and e-Public Service · Strategy and Action Plans in place· Action plans implemented · Suitable services to go on-line from end 2001· Maximum use of Website for public information and monitoring thereof· Principle of e-Public Service embedded in the Department's planning and operational processes from 2001 onwards. · Enhancements have been made in the Sports Grants area, including an option to download the application form directly from the website and to complete the application form on-line and the registration system has been enhanced to allow applicants to access their data as often as possible. · The general quality and accessibility of the Department's website is now seen as a priority.· The website has been upgraded to provide accessibility for the disabled. · The Department participates in the inter-Departmental Group dealing with e-Government/REACH issues.· Newly constituted WebGroup continually updates Website, Department's main e-Government vehicle...
6. To operate a policy of equality · Equality and affirmative action programme developed and implemented · Endeavour to achieve male/female ratios at A.P. level upwards of 60:40 at minimum · In its Statement of Strategy the Department is committed to operating a policy of equality. Currently the male/female percentage at AP level is 62.5:37.5 and at AP upwards 60:40.· The Department is developing HR policies which will incorporate best practice on gender equality.· A system has been put in place to gather factual data on equality on an ongoing basis.· The Department's QCS Action Plan has a number of commitments to ensure that obligations under the Equal Status Act are met.· The Department is committed, consistent with Civil Service recruitment policy, to meeting the 3% quota of employment of people with disabilities. At present the figure is 1%
7. To enhance the audit and evaluative capability of the Department · Annual programmes of internal audit, expenditure reviews and programme evaluations · Implementation of recommendations from audits, reviews and evaluations · Internal Audit Reports on Official Entertainment expenses and Incidental expenses were presented to the SMT in March 2002. · A new Programme of Internal Audits has been agreed for the period 2002-2004 covering four main areas:· Systems/transaction audits;· Compliance audits; · Review of previous Internal Audit reports;· NDP/CSF system audits
8. Formal closure of the 1994-1999 CSF Programmes in the Tourism and Local Development areas · Completion of final reports and audits on the Tourism, LURD and URBAN Operational Programmes by end 2001 · Receipt of final 20% of programme funding from EU by mid 2002 · Final Reports on Urban and Tourism (ESF) OPs completed. · Final Reports on Tourism (ERDF) and LURD OPs nearing completion.

APPENDIX 5
Financial Report 2001

EXPENDITURE PROGRAMME 2001Outturn£'000 2001Outturn€'000 2002Estimate€'000
ADMINISTRATION
Salaries, Wages and Allowances 3,269 4,151 4,805
Travel and Subsistence 123 156 250
Incidental Expenses 131 166 302
Postal and Telecommunications Services 153 194 290
Office Machinery and other Office Supplies 339 431 305
Office Premises Expenses 60 76 207
Consultancy Services 204 259 514
Advertising and Publicity 46 58 83
Total: 4,325 5,491 6,756
TOURISM SERVICES
Bord Fáilte Eireann - Grants under Section 2 of the Tourist Traffic Act, 1961 (Grant-in-Aid) 46,900 59,551 41,720
Bord Fáilte Eireann - Tourism Development Works (Grant-in-Aid) 858 1,089 1,000
Tourism Ireland Limited - North/South Tourism Marketing Company - Grant for Administration and General Expenses 1,300 1,651 16,197
Shannon Free Airport Development Company Limited - Administration and General Expenses - (Tourism Development) (Grant-in-Aid) 739 938 938
Council for Education, Recruitment and Training for the Hotel, Catering and Tourism Industries (Cert Ltd.) - Grant for General Administration, Expenses and Training 16,728 21,240 20,364
Loan Subsidy for Small Business Expansion Scheme (Tourism) - payments to ICC Bank plc. 276 350 259
EU Support Measures for Small Business (Tourism) 334 424 -
Tourism Marketing Fund (Grant-in-Aid) 18,300 23,236 25,390
Tourism Product Development (Grant-in-Aid) - - 1,270
Total: 85,435 108,479 107,138
SPORTS AND RECREATION SERVICES
Grants for Sporting Bodies and the Provision of Sports and Recreational Facilities (National Lottery funded) 21,259 26,994 37,414
Grant for 50 metre Swimming Pool 4,093 5,197 378
Grants for the Provision and Renovation of Swimming Pools 6,393 8,117 15,312
Irish Sports Council - Administration and General Expenses (Grant-in-Aid) 1,080 1,371 1,441
Irish Sports Council (Grant-in-Aid) (National Lottery funded) 14,385 18,265 24,261
Sports Campus Ireland 22,525 28,601 39,886
Total: 69,735 88,545 118,692

2001Outturn£'000 2001Outturn€'000 2002Estimate€'000
SOCIAL INCLUSION SERVICES
Local Development/Social Inclusion Measures 34,051 43,236 47,578
Programme for Peace and Reconciliation 4,534 5,757 9,000
Drugs Initiative 6,887 8,745 14,009
Total: 45,472 57,738 70,587
OTHER SERVICES
Special Olympics World Summer Games 2003 - Grant for Hosting of Games 8,000 10,158 12,702
Total: 8,000 10,158 12,702

Total Gross Expenditure 212,967 270,411 315,875
Less Receipts 7,488 9,508 9,245
Total Net Expenditure 205,479 260,903 306,630

STATEMENT OF ASSETS AND LIABILITIES
2001£'000 2001€'000
Fixed Assets Office Equipment 279 354
Furniture & Fittings 119 151
Total Fixed Assets 398 505
Current Assets
Stocks 12 15
Debtors 6845 8691
Total Current Assets 6857 8706

Current Liabilities 6980 8862

Net Current Liabilities (123) (156)

Total Assets less Current Liabilities 275 349

APPENDIX 6
Report on Payment Practices - 20011

STATEMENT OF PAYMENT PRACTICES

The Department of Tourism, Sport and Recreation employs payment practices that fully support the Prompt Payment of Accounts Act, 1997. Relevant practices and appropriate arrangements were put in place immediately from the 2nd January 1998, the date upon which the Act came into force, to ensure compliance with the payment provisions.

Circular 32/95 - which deals with payment procedures for Government Departments - requires all Departments to maximise credit terms. The Department therefore attempts to maximise credit terms in all cases, except where doing so would incur interest under the Prompt Payment of Accounts Act.

Unwritten Contracts

The Act states that in the absence of a written contract, 45 days is the default payment period for all suppliers.

Written Contracts

The time limits set out for payments in the Act are applied by this Department to written contracts.

Details of Late Payments in 2001:

Total Amount of Interest Paid for the period under review: £17.58 (€22.32)

Late Payments in Excess of £250:

Total Number: 2
Total Value: £3,169.19 (€4106.42)
Total Amount of Interest: £17.41 (€22.11)
Length of Delay: 1 was 1 day late
1 was 31 days late
All Late Payments:

Total Number: 6
As a Proportion of Total Payments:

Total value of Late Payments £3,446.84 x 100
Total value of All Payments £1,582,029.65 = 0.2%
Statement by Finance Officer:

(a) I acknowledge, as Finance Officer for the Department of Tourism, Sport and Recreation, that this Department is complying fully with the provisions of the Prompt Payment of Accounts Act, 1997.

(b) The key procedures that have been established in the Department to ensure compliance with the Act include the following:

· A comprehensive tracking system for all invoices received in the Department.
· The development of the financial management system to cater for the accurate calculation of late payments and the subsequent amount of interest due.
· Full training on the above elements for all responsible staff.

(c) It should be noted that the procedures referred to at (b) above can only provide reasonable and not absolute assurance against material non-compliance with the Act.

(d) In the year ending 31 December, 2001 the above procedures were fully implemented. Their success is shown in the insignificant number and value of interest payments incurred over the reporting period.

Susan McGrath
Finance Officer
Department of Tourism, Sport and Recreation

APPENDIX 7

Sports Capital Programme - 2001 Allocations

Carlow
Ben Mulhall Memorial Park Association £30,000 €38,092
Clonmore Gaelic Football Club £25,000 €31,743
Cumann Iomána Baile Ceatharloch £30,000 €38,092
Parkville Utd A.F.C/Tullow Juvenile A.F.C. £40,000 €50,790
Carlow Lawn Tennis Club £50,000 €63,487
Rathoe Sports & Resource Centre £30,000 €38,092
Old Leighlin Sports & Social Club Limited £20,000 €25,395
Rathvilly Gaelic Football Club £20,000 €25,395
Eire Og C.L.G. £50,000 €63,487
Dr. Cullen Park Committee £100,000 €126,974
Carlow U.D.C. £500,000 €634,869
County Carlow (Rugby) Football Club £25,000 €31,743
Total £920,000 €1,168,159

Cavan
Cavan Amateur Boxing Club £1,000 €1,270
Belturbet Row Boat Club £3,000 €3,809
C.Y.M.S. St. Phelim's Branch £2,000 €2,539
Kildallan GAA Club £70,000 €88,882
Bailieboro A.F.C. £40,000 €50,790
County Cavan Rugby Football Club £50,000 €63,487
Drumgoon G.A.A. £15,000 €19,046
Munterconnaught G.F.C. £25,000 €31,743
Drumalee Gaelic Football Club £60,000 €76,184
Cornafean Gaelic Football Club £35,000 €44,441
Kingscourt Harps Amateur Football Club £20,000 €25,395
Belturbet G.A.A. Club £40,000 €50,790
Corlough G.F.C. £40,000 €50,790
Shercock Sports & Recreation Facilities Ltd £65,000 €82,533
Total £466,000 €591,698

Clare
Ruan Gaelic Athletic Association £15,000 €19,046
Corbally United Football Club £15,000 €19,046
Killaloe Ballina Tennis Club £20,000 €25,395
Newmarket-on-Fergus GAA Club £20,000 €25,395
Naomh Eoin GAA Club £10,000 €12,697
Kilmaley Sport and Leisure Complex £100,000 €126,974
Ennis Rugby Football Club £60,000 €76,184
Corofin GAA Community Development Association £15,000 €19,046
St. Josephs Doora - Barefield GAA Club £100,000 €126,974
Ennistymon GAA £15,000 €19,046
Killimer GAA Club £10,000 €12,697
Ballyea Community Development Association £20,000 €25,395
Banner GAA Club Ennis £20,000 €25,395
Clonlara Leisure Athletic & Sports Soc. Ltd. £100,000 €126,974
Ennis Lawn Tennis and Badminton Club £8,000 €10,158
Kilrush Golf Club £60,000 €76,184
Kilmurray Ibrickane Football Club £20,000 €25,395
Clarecastle GAA £100,000 €126,974
Total £708,000 €898,975

Cork
Cloyne Hurling and Football Club £100,000 €126,974
Blackrock National Hurling Club £250,000 €317,435
Baltimore Sailing Club £20,000 €25,395
Newtown-Shandrum G.A.A. £40,000 €50,790
Douglas Pitch and Putt Club £15,000 €19,046
Neptune Basketball Club £50,000 €63,487
Carbery Rangers G.A.A. Club £75,000 €95,230
Rockmount A.F.C. £35,000 €44,441
Ballyphehane Hurling & Football Club £5,000 €6,349
E.S.B. Pitch & Putt Club £15,000 €19,046
Dunmanway Rugby Football Club £15,000 €19,046
Fermoy Boys/Girls Amateur Boxing Club £4,000 €5,079
Lower Aghada Tennis and Sailing Club £40,000 €50,790
Argideen Rangers G.A.A. Club £13,000 €16,507
Fermoy Rugby Football Club £35,000 €44,441
Ringmahon Rangers A.F.C. £150,000 €190,461
Olympic Karate Club £40,000 €50,790
Gabriel Rangers G.A.A. Club £25,000 €31,743
Carrigaline Tennis Club £10,000 €12,697
Glen Rovers Hurling Club £180,000 €228,553
Millstreet Park Committee £70,000 €88,882
Ballydesmond Community Centre and GAA Club £40,000 €50,790
Bantry Blues GAA Club £20,000 €25,395
Rathluirc GAA £40,000 €50,790
Colaiste Treasa / Kanturk Community Council £80,000 €101,579
Dromina GAA £60,000 €76,184
Cullen GAA Club £20,000 €25,395
Boherbue GAA Club £18,000 €22,855
Kiskeam GAA Club £20,000 €25,395
Mayfield Hurling and Football Club £350,000 €444,408
Skibbereen Dynamos F.C Limited £40,000 €50,790
Passage Soccer Club £20,000 €25,395
Rushbrooke Lawn Tennis & Croquet Club £40,000 €50,790
Kanturk Rugby Football Club £8,000 €10,158
Charleville Rugby Football Club £50,000 €63,487
Kanturk G.A.A. Club £20,000 €25,395
Clonakilty Community Sports Association £200,000 €253,948
Kilshannig Pitch & Putt Club £15,000 €19,046
Castlemartyr Hurling & Football Club £10,000 €12,697
Old Christians Rugby Football Club £120,000 €152,369
Kilmacsimon Swimming & Rowing Club £5,000 €6,349
Midleton Football Club £50,000 €63,487
Buttevant GAA Club Development Committee £50,000 €63,487
South Parish Community Association £25,000 €31,743
Adrigole G.A.A. Club £15,000 €19,046
Donoughmore Hurling & Football Club £15,000 €19,046
Uibh Laoire GAA Club £30,000 €38,092
Fermoy Rowing Club £20,000 €25,395
Diarmuid O Mathuna GAA Club £30,000 €38,092
Avondale United Football Club £70,000 €88,882
Millstreet Community Council £50,000 €63,487
Carrigtwohill GAA Club £26,000 €33,013
Rylane Boxing Club £4,000 €5,079
Watergrasshill Community Association £500 €635
St Stephen's Pitch and Putt Club £15,000 €19,046
Skibbereen Rowing Club £120,000 €152,369
Macroom GAA Club £80,000 €101,579
Tower Community Development Association £20,000 €25,395
St Finbarrs National Hurling and Football Club £100,000 €126,974
St Mary's Association Football Club £70,000 €88,882
Douglas Hall AFC £10,000 €12,697
Doheny's GAA Club, Dunmanway £60,000 €76,184
Ballinlough Pitch & Putt Club £5,000 €6,349
Fermoy Confraternity Band £4,000 €5,079
Youghal Lawn Tennis Club £25,000 €31,743
Sarsfields Hurling Club, Glanmire £250,000 €317,435
Wilton United Football Club £35,000 €44,441
Lakewood Athletic F.C. £50,000 €63,487
Youghal GAA Club Limited £150,000 €190,461
Passage West Coastal Rowing £10,000 €12,697
St Colmans Amateur Boxing Club £3,500 €4,444
Total £3,756,000 €4,769,136

Donegal
Raphoe Boxing Club £20,000 €25,395
Donegal Bay Sub-Aqua Club £10,000 €12,697
Conwal Sports and Social Club £500 €635
Rathmullin and District Resource Centre Ltd £100,000 €126,974
Ramelton Town Band £10,000 €12,697
Inishowen Football League £40,000 €50,790
Dunfanaghy Golf Club £50,000 €63,487
Finn Valley Athletic Club £70,000 €88,882
Lillies Community Committee £15,000 €19,046
Castlefin Partnership Initiative £100,000 €126,974
Tremone Youth and Recreation Ltd £40,000 €50,790
Windyhall Community Group £100,000 €126,974
Bonagee United Football Club £120,000 €152,369
Letterkenny Golf Club £200,000 €253,948
St. Eunans GAA Club, Letterkenny £400,000 €507,895
Manorcunningham Pipe Band £5,000 €6,349
St. Johnston Cricket Club £2,000 €2,539
Deele Community Sports Development Committee £80,000 €101,579
Burnfoot Youth Club £2,500 €3,174
Ramelton Tennis Club £15,000 €19,046
Drumkeen United F.C. £20,000 €25,395
Castleard Community Development Association £50,000 €63,487
Lifford Athletic Club £15,000 €19,046
Convoy Arsenal Football Club £50,000 €63,487
Twin Towns Boxing Club £3,000 €3,809
Aileach Youth & Community Centre £150,000 €190,461
Dunkineely Celtic Football Club £75,000 €95,230
Pettigo GAA Club £50,000 €63,487
Lifford Rifle Association £3,500 €4,444
Lifford/ Clonleigh Resource Centre £50,000 €63,487
Murlog Community Centre £1,500 €1,905
Kilmacrenan Recreational Hall Ltd £25,000 €31,743
Cappry Rovers Football Club £50,000 €63,487
Termon GAA Club £50,000 €63,487
St. Brigids Community Centre £60,000 €76,184
Letterkenny RFC & Letterkenny Gaels GAA £150,000 €190,461
Bundoran GAA Club £60,000 €76,184
St. Catherines Football Club £20,000 €25,395
Robert Emmets G.F.C. Castlefinn £60,000 €76,184
Cumann Luthchleas Gael-Carn Domhnaigh £100,000 €126,974
Castlefinn Celtic Football Club £6,000 €7,618
St. Michael's GAA £100,000 €126,974
Total £2,529,000 €3,211,168

Dublin
Inter-Denominational Senior Citizens Active Retirement Group £1,000 €1,270
Irish Basketball Association - 1 £20,000 €25,395
Dundrum Active Retirement Association £500 €635
Tallaght Athletic Club £200,000 €253,948
Weston Hockey Club £50,000 €63,487
St. Lukes Amateur Boxing Club £10,000 €12,697
Oblate Sports, Leisure & Training Centre £50,000 €63,487
St. Vincents Hurling Football & Camogie Club £200,000 €253,948
St. Patricks Rowing Club £45,000 €57,138
University College Dublin Sports Department £40,000 €50,790
Cabra Boxing Club £5,000 €6,349
Irish Wheelchair Association £750,000 €952,304
St. Benildus College/Stillorgan Lakelands FC £55,000 €69,836
Neilstown Amateur Boxing Club £8,000 €10,158
Clontarf GAA Club £60,000 €76,184
Dublin Bus/Neilstown Y.C. (Dublin City Services Sports & Social) £25,000 €31,743
Leinster Sports Club £40,000 €50,790
Huntstown Community Centre £75,000 €95,230
Drumcondra Schoolboys Football Club £60,000 €76,184
St. Mochta's Scout Unit 70th Dublin CSI £5,000 €6,349
Glasnevin Lawn Tennis Club £125,000 €158,717
Fairview CYMC/LC £6,000 €7,618
Dublin Corporation/City of Dublin VEC - Larkin College £200,000 €253,948
Templeogue United Ladies Football Club £100,000 €126,974
Saint Annes GAA Club £150,000 €190,461
St. Marys Boys Football Club £40,000 €50,790
Newcastle-Lyons Development Trust Ltd. £75,000 €95,230
Ballsbridge Horseshoe Pitchers Club £100,000 €126,974
Crumlin Hurling Football & Camogie Club £20,000 €25,395
Clondalkin Gymnastics Club £5,000 €6,349
Newtownpark Lawn Tennis Club £20,000 €25,395
Home Farm AFC £200,000 €253,948
Dublin Corporation/Finglas Youth Resource Centre Consortium £500,000 €634,869
Naomh Barróg GAA Club £150,000 €190,461
St. Benildus College Kilmacud / St. James Athletic AFC £50,000 €63,487
St. John Bosco Youth Centre £25,000 €31,743
St. Agatha's Hall Development Association Ltd. £300,000 €380,921
Parnells GAA Club £70,000 €88,882
East Wall Water Sports Group £50,000 €63,487
Ballymun Boxing Centre Steering Group £150,000 €190,461
St. Josephs Boys Football Club £250,000 €317,435
North County Cricket Club £100,000 €126,974
Ballinteer St. Johns GAA Club £250,000 €317,435
Glenanne Trust Corporation Ltd. (for Glennane Hockey Club) £70,000 €88,882
Lucan Pitch & Putt Club £100,000 €126,974
St. Brigids Parish Resource & Recreation Centre £150,000 €190,461
Donore Youth And Community Centre £350,000 €444,408
Inchicore Sports Complex Steering Group £150,000 €190,461
Ballyfermot United Sports & Social Club £200,000 €253,948
Irish Cycling Federation - 1 £50,000 €63,487
Clontarf Lawn Tennis Club £25,000 €31,743
Belvedere Association Football Club Ltd. £100,000 €126,974
Thomas Davis GAA Club £80,000 €101,579
Cumann Naomh Maur £200,000 €253,948
Clontarf (Rugby) Football Club £100,000 €126,974
Dean Swift Sports Club £100,000 €126,974
Ballymun Comprehensive Schools and Ballymun Activities £10,000 €12,697
Our Lady of Good Counsel GAA Club £200,000 €253,948
Naomh Mearnog GAA Club £100,000 €126,974
Dundrum South Dublin AC & St. Tiernans Community School £200,000 €253,948
Glasnevin North Community Council £8,000 €10,158
Clondalkin Youth Band £15,000 €19,046
St. Patricks GAA Club, Palmerstown £150,000 €190,461
St. Laurence O'Tooles St. Josephs Pipe Band £20,000 €25,395
Old Bawn Gymnastics Club £4,000 €5,079
Commercial Rowing Club £40,000 €50,790
Ballymun Regeneration Ltd. £500,000 €634,869
Willington Community Holdings £100,000 €126,974
Liffey Valley Athletic Club £2,500 €3,174
Leicester Celtic FC £90,000 €114,276
St. Pauls College £150,000 €190,461
Donore Harriers £100,000 €126,974
Dublin Corporation - Sean Moore Park, Ringsend £100,000 €126,974
Dublin Corporation - Crusaders AC £250,000 €317,435
Skerries Development and Community Assoc. £10,000 €12,697
Castle Celtic FC £4,000 €5,079
Oakwood Residents Association Ltd. £8,000 €10,158
Stella Maris Rowing Club £60,000 €76,184
Irish Basketball Association - 2 £80,000 €101,579
Corinthians Hockey Club £60,000 €76,184
Skerries Rugby Football Club £100,000 €126,974
Brittas Community Association £15,000 €19,046
Coolmine Rugby Football Club £60,000 €76,184
Mount Tallant Amateur Boxing Club £4,000 €5,079
WFTA Schoolboys Football Club £15,000 €19,046
Finglas Sports Development Group £10,000 €12,697
Croabh Chiarain GAA Club £150,000 €190,461
Lourdes Youth & Community Services £5,000 €6,349
Phibsboro Amateur Boxing Club £10,000 €12,697
Beggsboro AFC £100,000 €126,974
Navan Road Scout Unit £10,000 €12,697
Old County Pitch & Putt Club £5,000 €6,349
St. Brigids GAA Club £140,000 €177,763
South Dublin Football League £250,000 €317,435
Slonepark Company Ltd. for Shamrock Rovers £500,000 €634,869
Bohemian Football Club £100,000 €126,974
North Dublin Schoolboy & Girls League £200,000 €253,948
Irish Cricket Union £100,000 €126,974
Adventure Sports Project, Rutland Street £25,000 €31,743
*Balbriggan Combined Clubs £58,000 €73,645
*Tolka Rovers Soccer and Sports Club £100,000 €126,974
*Killester Sports and Social Club £25,000 €31,743
*Leinster Football League £400,000 €507,895
Total £10,954,000 €13,908,710

Galway
Pearse Stadium £650,000 €825,330
Glenamaddy GAA Club £80,000 €101,579
Tuam Celtic AFC Development £15,000 €19,046
Oughterard Boxing Club £6,000 €7,618
Mervue United Football Club Ltd. £150,000 €190,461
Williamstown GAA & Handball Club £20,000 €25,395
Oranmore Judo club £10,000 €12,697
Liam Mellows Pipe Band £5,000 €6,349
Gort GAA and Camogie Clubs £50,000 €63,487
Kilconieron Parish GAA Development £20,000 €25,395
Liam Mellowes Club £20,000 €25,395
Moyne Villa Football Club £4,000 €5,079
Headford GAA Club £30,000 €38,092
Beagh GAA and Community Centre £50,000 €63,487
Claddaghduff Hall Development Association £40,000 €50,790
Connacht Branch Irish Rugby Football Union £300,000 €380,921
Father Griffin GAA Club £60,000 €76,184
Salthill Devon F.C. £250,000 €317,435
Mullagh GAA Club £30,000 €38,092
Oughterard Community Centre £50,000 €63,487
Renmore GAA Club £20,000 €25,395
Tribesmen Rowing Club £25,000 €31,743
Ballyconneely Community Hall Committee £70,000 €88,882
Galway Corinthians Rugby Football Club £100,000 €126,974
Killannin Community Centre £50,000 €63,487
Clarinbridge Pitch Development Committee and Hurling Club £10,000 €12,697
Moylough Parish Sportsfield £7,000 €8,888
Kilbeacanty GAA Club £20,000 €25,395
Ballygar & Districts (Ballygar/Newbridge/Toghergar) Committee £80,000 €101,579
Milltown Community Council Ltd £70,000 €88,882
Kiltormer Community & GAA Club £60,000 €76,184
Athenry Soccer Club £70,000 €88,882
Foscadh Community Development Limited £5,000 €6,349
Loughrea Rugby Football Club £30,000 €38,092
Patrician Brothers Brass Band £5,000 €6,349
New Inn Community Council £20,000 €25,395
Galway Bay Sailing Club £12,000 €15,237
Glinsk Community Development Society £20,000 €25,395
Total £2,514,000 €3,192,122

Kerry
SPA G.A.A. Club £100,000 €126,974
Na Gaeil C.L.G. £45,000 €57,138
Waterville G.A.A. Club. £10,000 €12,697
Kerry District League £40,000 €50,790
Cordal G.A.A. Club. £20,000 €25,395
Muckross Rowing Club. £30,000 €38,092
O'Neills Crotta GAA Club. £20,000 €25,395
Kilmoyley G.A.A. Club. £15,000 €19,046
Causeway G.A.A. Club. £25,000 €31,743
Currow G.A.A. Club. £50,000 €63,487
Derrynane G.A.A. Football Club. £10,000 €12,697
Intermediate School Killorglin. £200,000 €253,948
Beaufort GAA Club. £75,000 €95,230
Killorglin A.F.C. £40,000 €50,790
St. Brendans Park F.C. £40,000 €50,790
Ballyheigue Community Centre. £15,000 €19,046
Milltown / Castlemaine GAA Club. £40,000 €50,790
Kenmare Shamrocks Hurling & Football Club. £75,000 €95,230
Scartaglen GAA Club. £10,000 €12,697
Moyvane GAA Club. £75,000 €95,230
Dr. Crokes GAA Club £40,000 €50,790
Glenbeigh-Glencar GAA Club. £30,000 €38,092
Templenoe Rowing Club. £4,000 €5,079
Camp Community Council . £20,000 €25,395
Sneem GAA Club. £20,000 €25,395
Cromane GAA Club. £25,000 €31,743
An Riocht Athletic Club £250,000 €317,435
Keel GAA Club. £20,000 €25,395
Fossa GAA Club £75,000 €95,230
Internazionale Kenmare F.C. £100,000 €126,974
Mastergeeha F.C. £15,000 €19,046
Cahirciveen Rowing Club. £75,000 €95,230
Kerins O'Rahilly's GAA Club £60,000 €76,184
Total £1,669,000 €2,119,193

Kildare
Kilcullen Community Centre £100,000 €126,974
Kilcullen Boxing Club £3,000 €3,809
St Brigid's Pitch and Putt Club £15,000 €19,046
Kilcock Hurling and Football Club £200,000 €253,948
Carbury Gaelic Football Club £150,000 €190,461
Kilcullen GAA Club £100,000 €126,974
St. David's Amateur Boxing Club £2,000 €2,539
Clane GAA Club £100,000 €126,974
Nurney GAA £50,000 €63,487
Sarsfield GAA Club £100,000 €126,974
Athy Lawn Tennis Club £40,000 €50,790
St. Mary's G.A.A. Club, Leixlip £200,000 €253,948
Round Tower GFC, Kildare £50,000 €63,487
St. Wolstans Community School £250,000 €317,435
Naas Sports Group Ltd. £80,000 €101,579
Edenderry Rugby Football Club £40,000 €50,790
Ballyteague Gaelic Football Club £100,000 €126,974
McDonagh Pitch & Putt £10,000 €12,697
Allenwood Gaelic Football Club £100,000 €126,974
Kilteel Communty Sports & Social Centre £15,000 €19,046
Rathcoffey GAA £200,000 €253,948
Coill Dubh Residents Association £50,000 €63,487
Caragh Social and Sports Club £50,000 €63,487
St. Kevins GFC £50,000 €63,487
Cill Dara RFC £80,000 €101,579
Ballyoulster United AFC £100,000 €126,974
Naas Rugby Football Club £100,000 €126,974
Kildare Town AFC £40,000 €50,790
Clogherinkoe/Broadford GAA Committee £75,000 €95,230
North Kildare Club £60,000 €76,184
Newbridge Curragh Old Kilcullen RFC £30,000 €38,092
Ballymore Eustace GAA Club £50,000 €63,487
Celbridge Community Centre Ltd £40,000 €50,790
Kill GAA Club £100,000 €126,974
Maynooth Town Association Football Club £100,000 €126,974
Barnhall Rugby Football Club £100,000 €126,974
Milltown GFC £100,000 €126,974
Panthers Gymnastics Club £5,000 €6,349
Total £3,035,000 €3,853,655

Kilkenny
Paulstown Amateur Boxing Club £3,000 €3,809
Thomastown Paddlers Canoe and Outdoor Pursuits Club £1,500 €1,905
Tullaroan Community Centre £10,000 €12,697
Galmoy GAA & Sportsfield Development Commitee £10,000 €12,697
Mullinavat Parish Finance Committee £10,000 €12,697
Urlingford Sports and Leisure Club £50,000 €63,487
James Stephens GAA Club £125,000 €158,717
Cumann Luthchleas Gael -Cill Chainnigh £100,000 €126,974
Galmoy Hall Committee £7,000 €8,888
Kilkenny County & City Lawn tennis Club £25,000 €31,743
Glenmore Hurling and Football Club £50,000 €63,487
Castlecomer Golf Club £60,000 €76,184
Gowran Soccer Club £40,000 €50,790
Pilltown Basketball Club and Tennis Club £10,000 €12,697
Kilkenny City Football Club £100,000 €126,974
Kilkenny £601,500 €763,747
Laois
Clough/Ballacolla G.A.A. and Hawthorn Community Field £10,000 €12,697
Arles/Kilcruise GAA Club £20,000 €25,395
Mountmellick Juvenile Soccer Club £40,000 €50,790
Macra Na Feirme Sports Club £5,000 €6,349
Swan Community Centre £5,000 €6,349
St. Peters Pipe Band, Mountmellick £5,000 €6,349
Community Hall, Vicarstown £100,000 €126,974
Abbeyleix Athletic Soccer Club £5,000 €6,349
Killenard Community Centre £20,000 €25,395
Harps GAA Club £40,000 €50,790
Portlaoise Boxing Club £1,000 €1,270
Laois Kilkenny Carlow Boxing Board £1,000 €1,270
O'Dempseys GAA Club £35,000 €44,441
Portarlington Lawn Tennis Club £40,000 €50,790
Clonin Sports Field £25,000 €31,743
Portlaoise Hockey Club £20,000 €25,395
Stradbally GAA Club £5,000 €6,349
Durrow Community Centre £30,000 €38,092
Ballypickas GAA Club £20,000 €25,395
Laois County Council £500,000 €634,869
Timahoe GAA Club £13,000 €16,507
Laois Recreation and Sports Forum/Laois Sports Partnership £3,000 €3,809
Laois £943,000 €1,197,363

Leitrim
Aughawillan G.A.A. Club £15,000 €19,046
Acres Amenity Committee £5,000 €6,349
Kiltohert Development Group £25,000 €31,743
Bee Park Resource Centre Limited £80,000 €101,579
Carrick-on-Shannon Rowing Club £10,000 €12,697
Annaduff G.A.A. Club £40,000 €50,790
St Mary's Hall Committee £10,000 €12,697
Eslin G.A.A. Club £20,000 €25,395
Manorhamilton Community Tennis £10,000 €12,697
Ballinamore Golf Club £40,000 €50,790
Drumreilly G.A.A. Club £10,000 €12,697
Kinlough Development Company Ltd £30,000 €38,092
Mohill Basketball Club £1,500 €1,905
Drumkeerin G.A.A. Club &