DEPARTMENT OF ARTS, SPORT AND 
TOURISM 
STATEMENT OF STRATEGY 2005-2007 

The Department's mission is: 
"To support national economic and societal progress and enrich the quality of 
life of the people of Ireland, by facilitating the promotion and sustainable 
development of the arts and culture, sport and tourism sectors, while 
optimising interaction between them". 
2

TABLE OF CONTENTS 
Section Page 
Foreword by Minister 4 
Introduction by the Secretary General 5 
1. Introduction 6 
2. Mission and Goals 6 
3. Mandate 7 
4. Operating Environment 9 
5. Customer/Clients 10 
6. Identification and Management of Cross-Departmental Issues 11 
7. Cross-Functional Linkages within the Department 13 
8. Decentralisation 14 
9. Data/Statistics Strategies 14 
Appendices: 
Appendix 1: Objectives, Actions and Performance Indicators 
Arts and Culture 
Sport 
Tourism 
Corporate Services 
15 
19 
24 
27 
Appendix 2: Executive Agencies/Related Bodies 33 
Appendix 3: Extracts from The Programme for Government 2002 37 
Appendix 4: Organisational Structure 40 
Appendix 5: Breakdown of staff by grade and gender 41 
Insert: 
Contact details for individual sections of the Department and for bodies within or 
under the aegis of the Department 
3

FOREWORD BY MINISTER 
I welcome the publication of the second Statement of Strategy for the Department of 
Arts, Sport and Tourism which was established in June 2002. It sets out a series of 
objectives and planned actions in the arts, sport and tourism sectors over the next 
three years to deliver on the commitments in these areas as set out in the Agreed 
Programme for Government, the National Development Plan 2000-2006, "Sustaining 
Progress", the Social Partnership Agreement 2003-2005 and North-South cooperation 
under the Good Friday Agreement. 
In the words of the Department's Mission Statement, each sector of the Department 
has a unique contribution to make to supporting national and societal progress and 
the enrichment of the quality of life of the people of Ireland. This is achieved through 
promoting artistic excellence and greater access to arts and culture, encouraging 
sporting excellence and facilitating greater access to sports for everyone and 
developing sustainable tourism. 
A key element of the new strategy statement is to identify and nurture the scope for 
collaborative action across the three functional areas of the Department in order to 
mutually enhance the future development of the sectors involved. There is scope 
also for exploring such action with the Department's Agencies and indeed with other 
Government Departments. I look forward to seeing this aspect of the Department's 
work being progressed over the next few years. 
The recent decision to establish the National Museum of Ireland and the National 
Library of Ireland as autonomous State agencies will bring a new dynamic to those 
institutions which will benefit all citizens and will enhance and enrich the scope for 
preservation and accessibility of Ireland's cultural heritage. 
The decentralisation of the Department to Killarney will be a major objective and 
challenge for the Department and I look forward to a successful outcome to this 
important Government initiative. 
I look forward very much to working with the staff of my Department and its 
associated Agencies to deliver on the challenging objectives set out in this Statement 
of Strategy. 
John O'Donoghue, 
Minister for Arts, Sport and Tourism. 
4

Introduction by Secretary General 
Over the period since the creation of the Department of Arts, Sport and Tourism in mid- 
2002, our main focus has been on the shaping of the new Department into a cohesive 
corporate entity. It became clear to us as we deepened our engagement with the arts, 
sport and tourism sectors, each with quite distinctive profiles, that, collectively, they were 
a significant influence in the lifestyles of citizens in today's more leisure-driven society. 
There is also an interconnectedness about the sectors inasmuch as sport and culture are 
now being recognised as important components of the national tourism product. 
Accordingly, in this our second Statement of Strategy, in implementing the policies, 
programmes and activities, which take account of the Agreed Programme for 
Government and the National Development Plan, we will seek to exploit the capacity of 
these linkages to contribute to more effective policy-making. 
The Statement of Strategy presents an overview of the Department and summarises its 
mission and mandate. In setting the high-level goals and objectives, being pursued in 
the context of this mandate, it links them to the policy and operational environment which 
shapes them. The Statement also proposes output and outcome performance indicators 
which will provide reference points for the Department's main stakeholders, including the 
Irish taxpayer and their public representatives, to monitor and evaluate the effectiveness 
of the Department's performance over the next three years. 
The Department is also gearing itself to face the organisational challenge of 
decentralisation. As one of the Departments included in the first tranche of public bodies 
to be decentralised, the management of that process in conjunction with the continuing 
rollout of the public service modernisation programme will be one of the main objectives 
facing the Department during the period of this Statement of Strategy. 
The Statement reflects the outcome of extensive consultations with staff at all levels, with 
the Department's Partnership Committee, with the Agencies coming within the 
Department's area of responsibility and with other Government Departments. 
The strength of the Department lies in the commitment, dedication and effort of all our 
staff. The challenges posed by the management of the different sectors under the 
Department's wide remit are many and varied and I wish to acknowledge that it is through 
the support, flexibility and hard-work of our staff that we will achieve our goals. 
Philip Furlong, 
Secretary General 
5

1. Introduction 
This is the second Statement of Strategy for the Department of Arts, Sport and 
Tourism covering the period 2005-2007. 
In preparing its Statement of Strategy the Department has concentrated its work on 
establishing an improved Performance Indicators framework. This reflects the 
conclusions of an internal Group of middle/senior managers who, as part of an IPA 
management and development training course, reviewed the Department's Statement 
of Strategy/Business planning process. The Group's main recommendation, which 
was accepted by the Department's Management Advisory Committee, was that there 
was a need to identify in the Statement of Strategy appropriate outcome or impact 
performance indicators in addition to the more traditional output Indicators. The 
Group noted that while output indicators were very useful, particularly for measuring 
business activity, they needed to be supplemented by outcome indicators which would 
allow for the measurement of the results or impacts the Department is ultimately 
trying to achieve consistent with Government policies and objectives. 
In accordance with this approach, the Department has concentrated its work on the 
tabular statements (see Appendix 1) showing the high level goals and related 
objectives, actions and performance indicators, including a new column for outcome 
indicators focusing on the results the Department is seeking to achieve. 
In preparing this Statement of Strategy a process of comprehensive consultation with 
and participation by all staff of the Department was undertaken. The process also 
involved consultation with the Department's Partnership Committee. Each of the 
agencies/boards under the aegis of the Department were also consulted. In addition 
all Departments with which the Department cooperates on specific issues were 
consulted. The views of staff, agencies and other Departments were taken into 
account when preparing the Strategy Statement. 
2. Mission and Goals 
The Department's mission is: 
"To support national economic and societal progress and enrich the quality of life of 
the people of Ireland, by facilitating the promotion and sustainable development of 
the arts and culture, sport and tourism sectors, while optimising interaction between 
them". 
Reflecting the priorities in the Agreed Programme for Government and under 
"Sustaining Progress" – the Social Partnership Agreement, 2003 – 2005, and, taking 
into account the commitment to enhanced North- South co-operation under the Good 
Friday Agreement, the Department's High Level Goals are: 
Arts and Culture: To create an environment that enables arts and culture to flourish, 
through the provision of an appropriate legislative, policy and resource framework. 
Sport: Recognising the role of sport in fostering healthy lifestyles, to support and 
influence increased interest and participation in sport, the improvement of standards 
6

of performance in sport and the development of sports facilities at national, regional 
and local level, through an appropriate policy and resource framework. 
Tourism: To support the sustainable growth of the tourism industry and to help it 
address the competitive challenge through the development, implementation and 
influencing of a range of policy actions and programmes which optimise the 
economic and social benefits of the sector to Ireland. 
Corporate Services: To manage organisational change and resources to deliver 
quality services to our customers and to implement decentralisation policy. 
3. Mandate 
3.1 General 
The Department of Arts, Sport and Tourism was formed in June 2002 and has 
responsibility for: 
....formulation, development and evaluation of policy and structures to create an 
environment that enables arts and culture to flourish, including the promotion of 
Irish art abroad and the development of the Irish film industry; 
....development of the National Cultural Institutions and supporting development in 
other arts and cultural projects at regional and local level; 
....formulation, development and evaluation of public policy to support and influence 
increased participation in sport, the improvement of standards of performance in 
sport and the development of sports facilities at national, regional and local level 
through the sports' capital funding and the local authority swimming pool 
programmes and through the provision of funding to the Irish Sports Council; 
....overseeing major sports capital projects, including the redevelopment of 
Lansdowne Road as a world-class stadium and the development of a sports 
complex at Abbotstown; 
....formulation, development and evaluation of policy for the tourism sector to 
support sustainable growth, including growth across all tourism regions and to 
address competitive challenges through a range of actions in areas such as human 
resource development and training, marketing and promotion, product 
development, institutional structures and funding and North/ South cooperation; 
....overseeing and monitoring implementation of the strategy for Irish Tourism 
development as set out in the Report of the Tourism Policy Review Group "New 
Horizons for Irish Tourism – An Agenda for Action"; 
....providing the framework for service delivery through the main arts and culture, 
sport, and tourism implementing agencies (for list of the Department's Agencies, 
see Appendix 2). 
7

3.2 Programme for Government 
The Programme for Government affirms the role of the arts, sport and tourism sectors 
in Ireland's economic, social and cultural progress. It provides the framework (see 
Appendix 3) for Government priorities in each of these sectoral areas over the five 
year period 2002-2007, including: 
....The Arts and National Cultural Institutions: - to develop and sustain the 
increased level of activity in the arts around the country; to rebuild our national 
theatre, the Abbey; to secure the long-term strategic development of the National 
Concert Hall; and to support the Irish film industry; 
....Sport: - to continue investment in appropriate sports facilities around the country, 
particularly at a local level and to put in place a long-term strategy, incorporating 
a national audit of local facilities, to ensure development of necessary facilities 
and increased participation in sports; to maintain high performance levels and to 
support the provision of state of the art stadium facilities for the major spectator 
sports; 
....Tourism: - to broaden our source markets and foster expansion and competition 
on access routes; to support Tourism Ireland Ltd in promoting the whole island of 
Ireland as a tourism destination; to encourage the sensitive development of tourist 
areas and environmental best practice; 
The Department has made specific provision in its high-level goals, objectives, 
actions and outputs/outcomes for the delivery of Government policy in accordance 
with the provisions of the Programme for Government; 
3.3 Sustaining Progress 
The Social Partnership process provides, in line with the Programme for Government, 
a particular framework for social and economic development which has been 
beneficial to sectors such as tourism. "Sustaining Progress" includes a range of 
specific commitments in relation to the future development of Irish Tourism which 
are being fully incorporated as part of the Department's objectives. 
The Department is targeting more effective and efficient development of its policies 
and delivery of its services in accordance with the agenda for change and 
modernisation in the civil service as set out in "Sustaining Progress". 
The agenda for change, which is set out in detail in the Department's Action Plans 
under "Sustaining Progress", is reflected in the tabular statements contained in 
Appendix 1 to this document, and focuses in particular on: 
....high quality service delivery to customers including maximum use of Information 
Technology; 
....value for money through strong corporate governance processes including internal 
audit, the management information framework and an ongoing programme of 
expenditure reviews; 
8

....ongoing development of skilled and motivated staff through training and 
improved human resource policies, including taking account of recent HR 
legislative changes, and better linkages between the business planning process and 
the Performance Management and Development System; 
....organisational flexibility and responsiveness, particularly in the context of 
decentralisation. 
3.4 Legislative Framework 
The Department's mandate is also informed by relevant legislative provisions 
including: 
.... the Arts Act 2003, the Film Board Act, 1980, the National Cultural Institutions 
Act, 1997, the Heritage Fund Act, 2001; 
.... the Irish Sports Council Act, 1999, the Greyhound Industry Act, 1958, the Irish 
Horse Racing Industry Act, 1999, the Horse and Greyhound Racing Act, 2001, 
.... the Tourist Traffic Acts, 1939-2003, and 
.... by general primary legislation such as the Ministers and Secretaries Acts, the 
C&AG Amendment Act, 1993, the Public Service Management Act, 1997, the 
Freedom of Information Acts, 1997 and 2003 and the Ethics in Public Office Act, 
1995. 
4. Operating Environment 
The factors which will affect and influence the Department's activities in the period 
ahead include: 
Cross-cutting factors: 
....The programme of decentralisation of Government Departments, with the 
inclusion of the Department in the first phase of the programme; 
....Corporatisation of the National Museum and National Library during the first half 
of 2005 which will involve changing the status of the Institutions from civil 
service units to autonomous State agencies; 
....Expectations from the public for higher standards of service, delivered close to the 
customer, greater participation and partnership in decision-making structures and 
openness, transparency and accountability in service delivery; 
....An increased emphasis on value for money and measurable results; 
....Containment of the public service pay-bill and a reduction in public service staff 
numbers; 
....An accelerating civil/public service modernisation programme; 
....Progressing North/South co-operation under the Good Friday Agreement; 
....Expansion in the range and diversity of opportunities for leisure and in demand 
for leisure activities, in the context of a buoyant domestic economy; 
....Developing policies to reflect the changing multicultural dimensions of society in 
Ireland; 
....European Union related responsibilities. 
9

Arts and Cultural Institutions: 
....Allocation of suitable resources to maximise the effectiveness of the State's 
support for artistic and cultural endeavour both directly through the Department's 
programmes and indirectly through the agencies under its aegis such as the Arts 
Council and the Irish Film Board; 
....The need to address and rectify basic shortcomings in the quality of Ireland's Arts 
and Cultural infrastructure; 
....Allocation of suitable resources to the cultural institutions under the Department's 
aegis to ensure the preservation, conservation and display of the moveable 
national heritage for present and future generations. 
Sport: 
....Increased professionalism in international sport posing new challenges for Irish 
competitors and for the tradition of local voluntary involvement in the running 
and organisation of sport; 
....Public concern in relation to ethics in sport particularly with regard to the misuse 
of prohibited substances; 
....Role of sport and physical education in the school curriculum; 
....Increased interest in sport as an instrument through which to promote good health. 
....Demand for large-scale multi-use sports' facilities as part of urban regeneration 
programmes; 
....Interaction with the Irish Sports Council, the Department of Health and Children 
and the Department of Education and Science on the role of sport in promoting 
healthy lifestyles; 
....Increasing obesity levels among young people and the proliferation of other nonphysical 
pastimes. 
Tourism: 
....Good long-term prospects for international tourism but with more intense 
international competition; 
....Changing profile and requirements of tourists with increased demand for value for 
money and quality service; 
....Demand for environmentally sustainable tourism development; 
....The need for an improved and more competitive access transport policy to 
facilitate tourism development; 
....Indications of under-utilised capacity and infrastructural deficits, such as the 
absence of a National Conference Centre; 
....High input costs and falling margins for tourism enterprises. 
5. Customers/Clients 
The delivery of services and outcome of policies and strategies pursued by the 
Department ultimately impact on a wide array of people, including tourists, those 
involved in arts and culture, sporting associations and their members and the various 
related industries and employers. The Department's key stakeholder and customer 
base comprises: 
10

.... The Minister for Arts, Sport and Tourism .... State Agencies 
.... Government and Ministers .... Tourism Representative Bodies 
.... Members of the Oireachtas .... Sports Representative Bodies 
.... North South Ministerial Council .... Local & Regional Bodies 
.... Other Government Departments .... Cultural Institutions and their patrons 
.... Organisations of the European Union .... Artistic and Creative Representative Bodies 
.... The Council of Europe .... Voluntary and community organisations. 
.... Members of the public. 
The Department's core focus must be on the national interest, rather than that of any 
particular client or customer group. It is ultimately accountable to the citizen and 
taxpayer and, in terms of policy development and actions, is required to deliver the 
outcomes determined for it by the Minister, the Government and the Oireachtas of the 
day. 
The Department is committed to delivering top quality services to all its customers 
consistent with the service commitments contained in its Customer Charter. The 
Department has already made considerable progress in implementing its Customer 
Charter and, in the period ahead, the Department will be focusing its work on 
mainstreaming customer service into all Departmental activities and to putting in 
place more effective mechanisms for evaluating and monitoring performance against 
service standards across all areas of activity, with a view to maximising customer 
satisfaction levels. 
6. Identification and Management of Cross-Departmental Issues 
Arts and Culture: 
Management of capital investment in the National Cultural Institutions involves 
continuous liaison with the Office of Public Works and with the Cultural Institutions 
under the aegis of the Department and coordinated contact with other Units within the 
Department. Regular contacts through organised meetings with Institutional clients 
and the Office of Public Works enable close planning and monitoring of expenditure 
and the prioritising of future capital works. 
The long-standing policy of free admission to the Cultural Institutions ensures that the 
experience of visiting the permanent major collections of the Cultural Institutions is 
open to all and therefore complies with the inclusivity provisions of the National 
Anti-Poverty Strategy. The planning of projects at the Cultural Institutions takes 
account of obligations under the National Disability Strategy. Educational 
Programmes at the Institutions are directed primarily at children and are in 
compliance with the National Children's Strategy. 
The Department is working with the Department of the Environment, Heritage and 
Local Government (DEHLG) and the National Museum of Ireland in regard to the 
implementation of the National Monuments (Amendment) Act 2004 and the proposed 
revision and amendment of the National Monuments Act 1930 and subsequent 
amending legislation. Both Departments cooperate with each other in fulfilling the 
11

requirements of the Operational Programmes under the National Development Plan. 
Both also are committed, together with the National Museum, to agreeing a balanced 
approach to the requirement for improved national infrastructure while taking 
appropriate account of the obligation to preserve heritage and artefacts for future 
generations. 
International arts involves significant common issues with the Department of Foreign 
Affairs. Mechanisms are in place for ongoing liaison at formal and informal levels. 
The broad aim of the Department's funding for the arts, both through the Arts Council 
and through direct capital grants, is to increase access for all to the enjoyment of and 
participation in the arts. This includes children, in line with the National Children's 
Strategy. All capital grants administered by the Department in the arts sector take 
account of obligations under the National Disability Strategy. Cooperation and 
liaison takes place with the Revenue Commissioners and the Department of Finance 
relating to the implementation of the Section 481 tax relief scheme. 
Sport: 
The Department maintains regular links with the many bodies, including relevant 
State agencies and Local Authorities, involved in the delivery of sports activities and 
projects. This ensures that an appropriate environment can be created which will 
allow wide-ranging participation in sporting activities and which will exercise a 
positive influence on the physical and mental well-being of the population. 
The creation of expanded opportunities to participate in sport through the provision of 
sporting facilities at local, regional and national level involves a significant level of 
cross-Departmental activity, inter-relationship with numerous agencies and bodies 
and co-ordinated liaison between the various Units within the Department. During 
the annual assessment process of applications under the Sports Capital Programme, 
the Department consults with the Department of Community, Rural and Gaeltacht 
Affairs (DCRG) and Area Development Management Ltd regarding projects 
designated by the Government for special support through the Local Drugs Task 
Force, RAPID 1, RAPID 2 and CLÁR programmes. In addition, grantees under the 
Sports Capital Programme whose projects are located in CLÁR, and those in RAPID 
areas which have been endorsed by their local RAPID Area Implementation Team, 
qualify for additional 'top-up' funding from DCRG. The Department works closely 
with DCRG in the administration of the Sports Capital Programme in relation to 
CLÁR and RAPID top-ups and is also represented on the National Monitoring 
Committee. 
The Tax Relief for Donations to the sports capital projects scheme is operated by the 
Department in conjunction with the Revenue Commissioners. Applicants to the 
Department must first secure sports status from Revenue. Quarterly reports are issued 
from the Department to Revenue in relation to the projects approved by the 
Department under the scheme. 
The preparation of a sports facility strategy and the completion of an audit of sports 
facilities will be carried out under the auspices of an inter-Departmental Steering 
Group. The facilitation of the Lansdowne Road Stadium redevelopment is being 
overseen by an inter Departmental and inter agency Steering Group. The delivery of 
12

all major national facilities involves liaison with Campus Stadium Ireland 
Development Ltd (re Abbotstown Campus) the IRFU, FAI and Lansdowne Road 
Stadium Development Co. (re Lansdowne Stadium Redevelopment), the GAA (re 
Croke Park and other GAA facilities), Local Authorities and all the major governing 
bodies of sport. 
The completion and implementation of recommendations to emerge from the 
Swimming Pools Expenditure Review should contribute substantially to the 
addressing of needs set out in a number of important cross-Departmental strategies – 
relating to health, children, the primary school curriculum, spatial policy, tourism and 
local government renewal. 
Mindful of the benefits which accrue to the physical and mental well being of the 
nation through their involvement in sporting and physical activities, the Department 
has formal and informal levels of consultation and co-operation with the Irish Sports 
Council in the prioritisation of funding for sporting facilities under the Sports Capital 
Programme. 
The Office of Public Works acts as technical adviser to the Department in relation to 
all of its major infrastructural projects across the three sectors. 
Tourism: 
The development strategy set out in the New Horizons Report of the Tourism Policy 
Review Group provided a model to address cross-Departmental issues relating to 
tourism development. The Tourism Action Plan Implementation Group, was 
established to help drive forward the implementation of the recommendations in the 
Review Group's Report. Through its monthly meetings and six-monthly progress 
reports, the Group seeks to influence and monitor a range of flanking policies that 
impact on tourism. The initial focus has been on a more intense dialogue and 
relationship with the Departments of Finance, Transport, and Environment, Heritage 
and Local Government and Community, Rural and Gaeltacht Affairs on issues of 
mutual interest. This activity complements a range of work and participation in inter- 
Departmental Committees on environment, education, trade, North/South, EU 
Structural funds and transport issues. 
7. Cross-Functional Linkages within the Department 
The issue of greater synergy between the different sectoral areas of the Department 
has been addressed in a recent internal project as part of a senior management training 
and development programme. This identified the need to create new partnerships and 
relationships that better integrate the arts/culture, sport and tourism sectors with a 
view to maximising forward integrated planning across the various sectoral activities. 
The establishment of an internal Principal Officer forum, where information on 
programmes and issues can be shared on a regular basis, is the first step in this 
process. 
Synergies have already been exploited in a number of areas, particularly in the context 
of major international cultural events such as the EU Presidency Cultural Programme, 
the festival of Irish culture in China, the ReJoyce festival and Cork European Capital 
13

of Culture 2005. A Departmental EU Coordination Committee considers any EU 
issues that have a cross-Departmental impact, such as the policy implications of the 
European Constitutional Treaty, and identifies any appropriate action to be taken. An 
EU Coordination unit monitors the fulfilling of the Department's obligations under the 
EU Oireachtas Scrutiny Act 2003. A North-South Coordination Unit is responsible 
for coordinating the Department's input into policy initiatives relating to North–South 
and British-Irish Cooperation. 
8. Decentralisation 
The Department has been included in the first tranche of public bodies to participate 
in the decentralisation programme announced by the Government. The management 
of the decentralisation process, with the significant staff turnover involved, will 
obviously be the main organisational challenge facing the Department in the period 
ahead. This is reflected in the Corporate Services High Level Goal and related 
Objectives, Actions and Performance Indicators. 
9. Data\Statistics Strategies 
In line with the Government decision on the development of data/statistics strategies 
for Statements of Strategy, the Department has identified and prioritised its statistical 
data needs for policy making within the Department. The increasing focus on 
performance indicators and outcomes, an important element of "Sustaining Progress" 
requires a coordinated and co-operative approach to this issue. A submission to the 
Expert User Group on data strategies and statistics, prepared by the Department with 
the cooperation of the Central Statistics Office, sets out the statistical priority needs of 
the Department across the three sectors in order of priority as agreed by the 
Management Advisory Committee. Further development of these priorities will take 
place over the period of this Statement of Strategy. 
14

APPENDIX 1 
Department's Mission Statement 
The Department's mission is to support national economic and societal 
progress and enrich the quality of life of the people of Ireland, by facilitating 
the promotion and sustainable development of the arts and culture, sport and 
tourism sectors, while optimising interaction between them. 
HIGH LEVEL GOAL: ARTS and CULTURE 
To create an environment that enables arts and culture to flourish, through the 
provision of an appropriate legislative, policy and resource framework. 
Objective Action Performance Indicators 
Output Indicators Outcome Indicators 
1. Implement the 
remaining 
provisions of the 
National Cultural 
Institutions Act, 
1997. 
.... Conclude any 
outstanding 
negotiations, in 
conjunction with 
HR Unit, with 
Unions. 
.... Complete 
selection 
processes and 
appointment of 
Board 
membership. 
.... Commence 
negotiations 
with statutory 
Boards on final 
phase 
implementation 
(including 
introduction of 
export licensing 
system in 
respect of Fine 
Art). 
.... Relevant sections of 
the NCI Act 
implemented, 
establishing statutory 
Boards for the 
National Museum and 
National Library, 
during the first half of 
2005 
.... New statutory Boards 
in place and operating 
to the highest 
standard in relation to 
corporate governance 
following 
establishment date. 
.... Agreed complement of 
resources in place 
with gradual transfer 
of administrative 
functions (to mid- 
2005) from 
Department. 
.... Greater autonomy for 
the Institutions within 
which to conduct their 
day-to-day business. 
.... Institutions carrying out 
all of the relevant 
statutory duties laid 
down in the Act. 
2. Review of 
National Archives 
Act, 1986 
including question 
of autonomous 
status for the 
National 
Archives. 
.... Complete 
review at 
Divisional level. 
.... Draw up a 
discussion 
document and 
establish focus 
group. 
.... Consult with 
Archives users. 
.... Internal Review 
completed, taking 
account of relationship 
between 1986 Act and 
FOI legislation. 
.... Recommendations 
drawn up through 
consultation process, 
and agreed. 
.... Final decision made on 
approach to legislation 
by end 2005. 
3. Review of Irish 
Manuscripts 
Commission 
(IMC). 
.... Subject to 
Ministerial 
approval, 
implement new 
.... IMC reconstituted 
under modern terms of 
reference and 
governance. 
.... IMC providing services 
relevant to its 
stakeholders. 
15

Objective Action Performance Indicators 
Output Indicators Outcome Indicators 
strategy for the 
IMC based on 
recommendatio 
ns of 
consultancy 
review of IMC. 
4. To encourage & 
promote filmmaking 
in Ireland 
.... Conclude 
bilateral coproduction 
agreements by 
end 2005 where 
these are 
deemed useful. 
.... Effective 
implementation 
of parameters 
of the Section 
481 scheme 
agreed with 
Revenue 
Commissioners. 
.... Bilateral agreements 
in place by end 2005. 
.... Certification 
commenced by 
Revenue 
Commissioners on 
direction by this 
Department as 
provided for in the 
Finance Act 2004. 
.... Level of film-making in 
Ireland and by Irish 
film-makers increased. 
.... Scheme operational in 
line with reasonable 
needs of industry. 
.... Potential abuse of the 
scheme minimised. 
5. To support the 
further 
development of 
arts and culture 
infrastructure. 
.... The delivery of 
an agreed 
programme 
under the 
existing Arts 
and Culture 
Capital 
Enhancement 
Support 
Scheme 
(ACCESS) 
.... Formulate 
proposals for a 
new scheme. 
.... Criteria agreed 
and 
applications 
invited within 
three months of 
any new 
scheme 
approved. 
.... Fund, as 
appropriate, 
projects, 
museums and 
art galleries in 
the non-State 
sector. 
.... Drawdown of funds for 
approved projects. 
.... All projects open and 
operating. 
.... Approvals for any new 
programme 
announced within 
three months of 
closing date for receipt 
of applications. 
.... Number and variety of 
projects completed. 
.... Improved access to 
and availability of arts 
and cultural facilities. 
.... Increased and 
improved stock of arts 
and cultural facilities. 
.... Increased attendance 
at arts and cultural 
activities. 
16

Objective Action Performance Indicators 
Output Indicators Outcome Indicators 
6. To improve the 
efficiency and 
effectiveness of 
the delivery 
mechanisms for 
State support for 
arts and culture 
through the 
various State 
Agency 
structures. 
.... Ensure 
appropriate 
resource 
allocation to 
arts and culture 
bodies in 
accordance 
with proper 
corporate 
governance 
arrangements. 
.... Arts and Culture 
bodies resourced and 
enabled to deliver 
policy objectives. 
.... Arts and Culture bodies 
delivering on agreed 
roles. 
7. To rebuild the 
National Theatre. 
.... Liaise with 
OPW and 
Abbey Theatre 
on site selection 
and acquisition. 
.... Secure a 
theatre design 
worthy of a 
national theatre 
and obtain 
necessary 
finance and 
other approvals. 
.... Site acquired that 
meets the 
accommodation brief 
of the Theatre and 
schedule for 
redevelopment 
announced. 
.... Contract for new 
premises placed. 
.... New appropriate 
corporate governance 
structures in place for 
the Abbey Theatre. 
.... World-class theatre 
operating in 
accordance with 
modern standards of 
accountability and 
corporate governance 
and utilised to the 
optimum extent. 
.... Attendance figures. 
8. To support 
Culture Ireland. 
.... Agree strategic 
plan for 
discharge of its 
remit. 
.... New body fit for its 
purpose. 
.... Enhanced international 
exposure of Irish arts in 
accordance with 
determined priorities. 
9. To facilitate the 
long-term 
strategic 
development of 
the National 
Concert Hall 
(NCH). 
.... Secure 
Government 
approval for the 
acquisition of 
the Earlsfort 
Terrace site 
currently 
occupied by 
UCD. 
.... Successful 
negotiations by 
Department/OPW for 
the transfer to the 
State of the Earlsfort 
Terrace site. 
.... Phased 
redevelopment of the 
site to meet the needs 
of the performing arts 
and the NCH. 
.... Modern world-class 
performance facility 
that equates with those 
in other capital cities of 
the EU, especially for 
symphonic music. 
.... Increased attendance 
numbers at the new 
facility. 
.... International 
recognition of the 
quality of the new 
facility with particular 
reference to the 
acoustics for 
symphonic 
performance. 
10. To assess and 
evaluate 
storage/exhibition 
facilities at the 
National Cultural 
Institutions. 
.... Produce report 
assessing need 
and justification 
for improved 
facilities in light 
of international 
best practice. 
.... Improved storage 
/exhibition facilities. 
.... Enhanced protection 
for and access to 
cultural objects 
facilitating increased 
visitor numbers. 
17

Objective Action Performance Indicators 
Output Indicators Outcome Indicators 
11. To encourage 
acquisition of 
artworks and 
cultural objects by 
the National 
Collecting 
Institutions. 
.... Formulate 
proposals for 
continuing the 
Heritage Fund 
and maintaining 
Section 1003 
tax relief. 
.... Both schemes in place 
and actively utilised for 
the acquisition of 
heritage objects 
considered to be 
outstanding examples 
of their type. 
.... Pre-eminent artworks 
and cultural objects are 
acquired to enhance 
the national collections. 
18

HIGH LEVEL GOAL: SPORT 
Recognising the role of sport in fostering healthy lifestyles, to support and influence 
increased interest and participation in sport, the improvement of standards of 
performance in sport and the development of sports facilities at national, regional and 
local level, through an appropriate policy and resource framework. 
Objective Action Performance Indicators 
Output Indicators Outcome Indicators 
1. To facilitate the 
use of public 
funds to promote 
increased 
participation in 
sporting activity. 
.... Provide funding 
and policy 
direction for the 
Irish Sports 
Council. 
.... Complete 
expenditure 
review of the 
Irish Sports 
Council. 
.... Complete 
review of the 
existing Local 
Sports 
Partnerships. 
.... Performance 
indicators of sports 
development and 
promotion identified 
and reflected in the 
Strategy Plans and 
Annual Reports of the 
Irish Sports Council. 
.... Expenditure Review 
completed by mid 
2005. 
.... Expenditure Review 
recommendations 
implemented during 
2006. 
.... Review of the Local 
Sports Partnerships 
completed by mid 
2005. 
.... Increased levels of 
participation in sport 
among people of all 
ages contributing to 
healthier lifestyles. 
.... Volunteer effort in Irish 
sport maintained. 
.... Improving levels of 
performance. 
2. To facilitate the 
provision of 
sports facilities on 
a nationwide 
basis. 
.... Efficient and 
effective 
delivery of the 
Sports Capital 
Programme. 
.... Complete 
Expenditure 
Review of 
Sports Capital 
Programme. 
.... Regular 
inspection of 
projects with a 
.... Applications invited 
annually. 
.... Assessments and 
recommendations 
made to the Minister 
within three months of 
application closing 
date. 
.... Grant payments made 
under the Programme 
in a timely and efficient 
manner. 
.... Expenditure Review 
recommendations 
implemented by 2006. 
.... Minimum of 40 
projects representing 
a minimum of 5% of 
.... Increased levels of 
participation in sport 
among people of all 
ages. 
.... The retention, 
recognition and support 
of the volunteer effort in 
Irish sport. 
.... Improving performance 
levels through access 
to appropriate facilities. 
.... Increased information 
leading to greater 
effectiveness in the 
operation of the Sports 
Capital Programme. 
.... More effective 
management of 
programme. 
.... Increased applicant 
awareness of, and 
compliance with grant 
19

Objective Action Performance Indicators 
Output Indicators Outcome Indicators 
view to 
enhancing 
administration, 
decision-making 
process and 
compliance 
levels. 
.... Administration 
of Tax Relief on 
donations to 
sports capital 
projects 
scheme. 
.... Efficient and 
effective 
delivery of the 
Local Authority 
Swimming Pool 
programme. 
.... Complete 
Expenditure 
Review of 
Swimming Pool 
Programme. 
.... Develop and 
implement a 
new sports 
facility strategy. 
.... Complete a 
national audit of 
local sports 
facilities. 
grant payments 
inspected per year. 
.... All applications under 
the scheme processed 
in a timely and efficient 
manner. 
.... Six pool construction 
starts achieved per 
year. 
.... Achievement of closer 
collaboration with the 
Sports Capital 
Programme on Local 
Authority pool project 
applications during the 
2005 programme. 
.... Swimming Pool 
Expenditure Review 
completed during 
2005. 
.... Review 
recommendations 
implemented by early 
2006. 
.... Establish an inter 
Departmental Steering 
Group by June 2005. 
.... Undertake process of 
consultation with the 
public and main bodies 
concerned with sports 
facility provision by 
September 2005. 
.... Strategy completed by 
end 2005. 
.... Audit content and 
process agreed by 
September 2005. 
.... Audit underway in 
2005 and completed 
by end 2006. 
conditions. 
.... Increased number of 
public swimming pools 
per head of population 
achieved. 
.... Improvements in usage 
levels of public pools. 
.... More effective 
operation of the 
programme. 
.... Increased opportunities 
among people of all 
ages to participate in 
sport. 
.... Increased rates of 
participation in sport 
among people of all 
ages. 
.... Improving performance 
levels through access 
to appropriate facilities. 
.... More strategic 
approach to the future 
provision of 
Government funding for 
sports facilities. 
3. To facilitate and 
oversee the 
redevelopment of 
.... Administration 
of funding to the 
Lansdowne 
.... Funding provided 
within a satisfactory 
payment framework, 
.... Increased capacity and 
modern facilities at the 
redeveloped 
20

Objective Action Performance Indicators 
Output Indicators Outcome Indicators 
Lansdowne Road 
Stadium and the 
development of a 
campus of sports 
facilities at 
Abbotstown. 
Road Stadium 
Development 
(LRSD) 
Company, in a 
timely and 
regulated 
manner, with 
the support of 
the OPW as the 
Department's 
technical 
advisors, in 
accordance with 
the provisions 
of the Legal 
Agreement 
signed by all 
parties. 
.... Through the 
Stadium 
Steering Group, 
ensure that 
development is 
maintained in 
accordance with 
plans and assist 
where 
difficulties arise. 
.... Submit 
proposals to 
secure the 
agreement of 
Government for 
a Sports 
Campus at 
Abbotstown. 
.... Establish 
Campus and 
Stadium Ireland 
Development 
Ltd (CSID) on a 
statutory basis, 
as a body 
charged with 
the delivery of 
the Sports 
Campus 
facilities 
programme. 
relevant to the level of 
development 
undertaken by LRSD 
Company. 
.... Support provided, 
where required in the 
event of any difficulties 
arising. 
.... A programme in place 
for the delivery of a 
range of facilities, as 
agreed by 
Government. 
.... CSID Established as a 
Statutory Agency in 
2005. 
Lansdowne Road 
Stadium leading to the 
improved spectator 
experience and a 
raising of the profile of 
the sports to be 
accommodated there. 
.... Greater awareness 
among people of all 
ages of the importance 
of participating in sport. 
.... Increased opportunities 
for people of all ages to 
participate in sport. 
.... Increased rates of 
participation in sport for 
people of all ages. 
.... Improving training 
opportunities and levels 
of performance of elite 
athletes. 
21

Objective Action Performance Indicators 
Output Indicators Outcome Indicators 
.... Put in place a 
regulated and 
effective 
funding 
programme. 
.... Oversee the 
delivery of the 
facilities 
programme by 
CSID. 
.... Explore the 
potential for 
subsequent 
phases of 
development 
e.g. an Arena 
with private 
sector 
investment, 
development of 
HQ for Sports 
organisations. 
.... A funding programme 
agreed with the 
Department of 
Finance. 
.... Facilities delivered in 
line with budget and 
time schedule 
established. 
.... Report on potential for 
subsequent phases of 
development produced 
by end 2006. 
4. To support the 
development of 
the Horse and 
Greyhound 
Sector in Ireland. 
.... Ongoing liaison 
with Horse 
Racing Ireland 
(HRI) and Bord 
na gCon in 
relation to the 
implementation 
of the 
provisions of 
the legislation in 
respect of horse 
and greyhound 
racing, in 
particular, the 
Horse and 
Greyhound 
Racing Act 
2001. 
.... Support HRI 
and Bord na 
gCon in the 
implementation 
of their Capital 
Development 
Programmes. 
.... Indicators of 
development and 
performance identified 
and reflected in the 
Strategy Plans of HRI 
and Bord na gCon and 
reported on in their 
Annual Reports. 
.... Increased attendance 
levels at Horse and 
Greyhound Racing 
Track Meetings. 
5. Meet the 
Department's 
responsibilities in 
relation to 
sporting issues as 
.... Representing 
Ireland at 
meetings and 
consideration 
and attention to 
.... Ongoing attendance at 
WADA, EU & Council 
of Europe on antidoping 
issues and 
other international 
.... More extensive 
knowledge on the 
administration of sports 
policy throughout 
Europe. 
22

Objective Action Performance Indicators 
Output Indicators Outcome Indicators 
required by the 
European Union, 
the Council of 
Europe and the 
World Anti Doping 
Agency (WADA). 
issues that 
arise. 
.... Maintain liaison 
with WADA, 
Council of 
Europe and 
Irish Sports 
Council on antidoping 
issues. 
.... Assist in 
development of 
World Anti- 
Doping 
Convention 
under 
UNESCO. 
issues. 
.... Coordinated approach 
to relevant sporting 
issues including antidoping. 
.... Ireland's ratification of 
World Anti-Doping 
Convention. 
.... Agreement of World 
Anti-Doping Convention 
by early 2006. 
.... Irish sports policy and 
interests upheld in 
international fora. 
23

HIGH LEVEL GOAL: TOURISM 
To support the sustainable growth of the tourism industry and to help it address the 
competitive challenge through the development, implementation and influencing of a range of 
policy actions and programmes which optimise the economic and social benefits of the sector 
to Ireland. 
Objective Action Performance Indicators 
Output Indicators Outcome Indicators 
1. To facilitate the 
implementation of 
the strategy for 
the sustainable 
development of 
Irish tourism 
2003-2012 as set 
out in the Report 
of the Tourism 
Policy Review 
Group. 
.... Provide 
Secretariat and 
support for the 
Tourism Action 
Plan 
Implementation 
Group (TAPIG). 
.... Monitor and 
influence other 
policy issues and 
programmes that 
impact on 
sustainable 
tourism 
development. 
.... Publication of biannual 
progress 
reports on the 
implementation of the 
Tourism Action Plan, 
including 
assessments on the 
actions implemented 
by the private and 
public sectors. 
.... Annual Forum of the 
Tourism Industry to 
report back to sector 
on progress and 
establish priorities. 
.... A range of tourismsupportive 
Government 
macroeconomic and 
other policies that 
enhance the business 
environment in which 
an innovative tourism 
sector can flourish. 
.... A "whole of 
Government" 
approach to tourism 
development in which 
the priorities and 
concerns identified by 
the tourism industry 
are appropriately 
reflected in the 
strategies of other 
Departments and 
agencies. 
.... Performance of Irish 
tourism: 
o in meeting 
growth targets 
set and 
o as a sector of 
investment 
opportunity, 
innovation 
and enterprise 
and 
o as an 
instrument of 
Government 
social and 
economic 
development, 
at national 
and regional 
levels. 
2. To improve the 
efficiency and 
effectiveness of 
the delivery 
mechanisms for 
.... Ensure 
appropriate 
staffing and 
financial resource 
allocation to 
.... Tourism State 
Agencies resourced 
and enabled to deliver 
on policy objectives. 
.... Arrangements for 
.... Tourism State 
Agencies and 
Regional Tourism 
Authorities are "fit for 
purpose" and 
24

Objective Action Performance Indicators 
Output Indicators Outcome Indicators 
State support for 
tourism through 
tourism State 
Agency 
structures. 
Tourism State 
Agencies. 
.... Ensure proper 
corporate 
governance 
arrangements are 
in place in respect 
of Tourism State 
Agencies. 
.... Evaluate and 
improve 
arrangements for 
delivery of tourism 
policy at subnational 
level. 
delivery of tourism 
policy at sub-national 
level agreed and 
institutional 
arrangements 
implemented. 
delivering on their 
agreed tourism 
development roles 
.... A "whole region" 
approach to tourism 
development in which 
the priorities identified 
by the tourism industry 
are reflected in the 
strategies of other 
regional and local 
agencies and actors. 
3. To ensure that 
the resources for 
tourism marketing 
and promotion, 
human resource 
development and 
product 
development are 
optimally 
deployed in 
pursuit of the 
objectives and 
recommendations 
set out in the 
Agreed 
Programme for 
Government, the 
National 
Development 
Plan and the 
Tourism Policy 
Review Group 
Report 
.... Ensure Tourism 
State Agencies' 
Corporate and 
Business Plans 
and operational 
programmes 
adequately reflect 
policy objectives 
and are reviewed 
to reflect changing 
circumstances and 
"value for money" 
objectives. 
.... Ensure closure of 
Operational 
Programme for 
Tourism 1994- 
1999. 
.... Completion of 
project 
assessment and 
drawdown of funds 
under the Tourism 
Product 
Development 
Scheme 2000- 
2006. 
.... Conclude PPP 
contract for 
construction and 
development of 
the National 
Conference 
Centre. 
.... Examine 
marketing and 
.... Policy objectives 
incorporated in 
Agencies' Corporate 
and Business Plans 
and operational 
programmes in place 
to support industry 
development. 
.... Agencies' expenditure 
on operating 
programmes 
monitored and 
reviewed against 
policy objectives. 
.... Operational 
Programme for 
Tourism 1994-1999 
closed. 
.... Decisions on grant 
applications and 
funds expended. 
.... National Conference 
Centre PPP contract 
concluded by end 
2005. 
.... Tourism marketing 
and promotion, 
.... Appropriate policy 
framework in place for 
period 2006-2013 to 
support future 
sustainable 
development of sector 
in line with targets. 
.... Improved regional 
spread of tourism and 
enhancement of 
tourism product base. 
.... National Conference 
Centre in place 
supporting 
development of 
conference and 
meetings business. 
25

Objective Action Performance Indicators 
Output Indicators Outcome Indicators 
promotion, human 
resource 
development and 
product 
development 
objectives and 
requirements for 
2006-2013 and 
develop 
appropriate policy 
support 
frameworks for the 
period. 
human resource 
development and 
product development 
objectives for 2006- 
2013 reviewed and 
appropriate policy 
frameworks 
developed. 
4. To identify and 
progress the 
scope for 
collaborative 
action across the 
three functional 
areas of the 
Department (i.e. 
arts and culture, 
sport and 
tourism) in order 
to mutually 
enhance the 
future 
development of 
the sectors 
involved.* 
.... Establish an 
implementation 
framework and 
timetable to 
progress the 
recommendations 
of a cross-division 
Departmental 
group on 
synergies. 
.... Implementation 
framework 
established by June 
2005 with a view to 
roll-out over the 
subsequent year. 
.... Exploitation of 
potential for 
synergistic action 
across the three 
functional areas of the 
Department. 
* This is a Cross-Divisional objective. 
26

HIGH LEVEL GOAL: CORPORATE SERVICES 
To manage organisational change and resources to deliver quality services to our 
customers and to implement decentralisation policy. 
Objective Action Performance Indicators 
Output Indicators Outcome Indicators 
1. To deliver quality 
services to our 
customers. 
.... Complete the 
process of 
mainstreaming 
customer service 
into all day-to-day 
activities of 
Department. 
.... Transfer of 
customer service 
ethos, 
procedures, 
practice and skills 
to new staff in the 
context of 
implementation of 
decentralisation. 
.... Produce Irish 
Language 
Scheme in 
accordance with 
section 11 of 
Official 
Languages Act 
2003 and with 
Guidelines 
prepared under 
section 12 of 
same Act. 
.... Develop and 
manage 
Information 
.... Mechanisms in place 
by end 2005, at local 
level, to evaluate and 
monitor service 
standards. 
.... Additional methods 
for consulting and 
obtaining feedback 
from customers 
introduced by 
October 2005. 
.... Departmental 
complaints' procedure 
reviewed by March 
2005. 
.... Customer Charter 
reviewed and 
refocused by May 
2006. 
.... Detailed plan on the 
maintenance of 
customer service 
ethos in context of 
decentralisation 
timetable prepared. 
.... Scheme completed 
by March 2005 
.... Implementation to 
commence July 2005 
for completion by July 
2008 in accordance 
with centrally agreed 
timetable. 
.... Mid-term review of 
Department's IT 
Strategy 2003-2006, 
.... Better service to 
customers and better 
evaluation of the 
quality of services. 
.... Customer satisfaction 
levels improved. 
.... Customer service 
levels maintained 
throughout the 
decentralisation 
implementation 
process. 
.... Improved service to 
customers wishing to 
conduct business 
through Irish. 
.... Effective use of IT 
facilities to support 
delivery of the 
27

Objective Action Performance Indicators 
Output Indicators Outcome Indicators 
Technology (IT) to 
support the 
delivery of the 
Department’s 
mission and 
objectives. 
.... Embed the 
Information 
Society and e- 
Public Service 
policies in 
Departmental 
organisation and 
planning. 
incorporating IT input 
into decentralisation 
policy. 
.... Revised IT Strategy 
2003-2006 prepared. 
.... Maximum use being 
made of secure 
electronic means of 
disseminating 
information. 
.... Department's website 
regularly monitored 
and updated. 
.... Departmental Network 
integrity and security 
continually monitored. 
.... Appropriate e-Public 
Service strategies in 
Department's planning 
and operational 
processes being 
assessed and applied. 
.... The services/facilities 
provided and planned 
by the Public Services 
Broker utilised to the 
maximum extent 
possible. 
Department's mission 
and objectives. 
.... Policy information and, 
electronic interaction 
between the 
Department and its 
customers available 
through the Public 
Services Broker. 
.... A secure, informative 
and accessible use of 
an accurate, up to 
date Departmental 
website reflecting the 
goals of the 
"Information Society" 
and "New 
Connections" 
strategies. 
2. To maximise 
organisational and 
individual 
capability and 
flexibility and to 
implement 
decentralisation. 
.... Develop a new 
framework and 
procedures for the 
Department's 
business planning 
process (incl. 
PMDS). 
.... Review 
Department's HR 
Strategy 2003- 
.... New procedures 
developed and in 
place by end January 
2005 
.... Statement of Strategy 
agreed by end March 
2005. 
.... Business Plans and 
Business Unit Work 
Plans for 2005 in 
place by end May 
2005 giving effect to 
new Statement of 
Strategy. 
.... Business Plans in 
place by January in 
subsequent years. 
.... Review completed by 
June 2005. 
.... Revised HR Strategy 
.... More direct linkages 
between all elements 
of the business 
planning process. 
.... A skilled, satisfied and 
motivated staff 
complement. 
28

Objective Action Performance Indicators 
Output Indicators Outcome Indicators 
2005, in light of 
legislative 
changes, 
corporatisation of 
the Cultural 
Institutions and 
decentralisation. 
.... Review 
Partnership 
structures 
following 
corporatisation of 
the Cultural 
Institutions and 
taking account of 
decentralisation. 
.... Complete the 
implementation of 
the current 
Training 
Programme. 
.... Evaluate the 
current Training 
Programme. 
.... Review the 
Department's 
training strategy 
and develop a 
training 
programme, 
based on central 
guidelines, to deal 
with the 
decentralisation 
process. 
in place by end 2005. 
.... Revised promotion 
policy and 
implementation plan 
in place by end 2005. 
.... Involvement of 
Partnership 
Committee in all 
aspects of Civil 
Service 
modernisation 
programme. 
.... Partnership structures 
reviewed and new 
structure in place by 
September 2005. 
.... Implementation of 
programme completed 
by May 2005. 
.... Evaluation process in 
place by April 2005. 
.... Review completed 
and new strategy in 
place by September 
2005. 
.... Implementation in line 
with timetable for 
decentralisation of the 
Department. 
.... More efficient and 
effective Partnership 
process. 
.... Development of staff 
and improved skills 
base. 
.... Future training 
programmes 
informed by outcome 
of evaluation process. 
3. To maintain a 
financial 
management and 
control system in 
support of the 
delivery of the 
Department's 
objectives/policies/ 
services. 
.... Implementation of 
the Management 
Information 
Framework (MIF). 
.... Acquisition and 
installation of new 
FMS by end March 
2005. 
.... Finalisation of 
Service Level 
Agreement with the 
Department of 
Justice Equality and 
Law Reform by May 
.... Enhanced financial 
reporting systems 
operating throughout 
the Department. 
29

Objective Action Performance Indicators 
Output Indicators Outcome Indicators 
.... Monitor the 
maintenance of 
internal financial 
control systems. 
.... Development of a 
strengthened 
Corporate 
Governance 
framework for the 
Department. 
2005. 
.... Guidelines for 
purchasing, 
receiving, travel & 
subsistence, Grants 
and Fixed Assets 
prepared by end 
March 2005. 
.... Performance 
indicators for each 
Principal Officer 
included in 2006 
Monthly 
Management 
Reports. 
.... Availability of 
Financial 
Management 
Reports on a 
quarterly basis for 
each Cost Centre by 
September 2005. 
.... Appropriation 
Account for 
Department's Vote 
completed and 
submitted to C&AG 
within statutory 
deadline. 
.... Financial control and 
management 
procedures in place 
within each Section 
and production of up 
to date 
authorisation/proced 
ures manuals during 
2005. 
.... Enhancement of the 
system of internal 
controls facilitated by 
annual audit 
programmes. 
.... Risk Assessment and 
Management 
embedded across all 
management 
systems. 
.... Financial reputation 
of the Department 
and the Accounting 
Officer maintained. 
.... More effective 
administration of the 
Department. 
30

Objective Action Performance Indicators 
Output Indicators Outcome Indicators 
.... Review operation 
of Corporate 
Governance 
arrangements in 
relation to the 
Department's 
Agencies. 
.... Internal Audit 
integrated with 
planning and 
development 
processes. 
.... Detailed risk analysis 
of implementation of 
decentralisation 
policy prepared and 
appropriate control 
measures to address 
risks identified. 
.... Review completed by 
June 2005. 
.... New systems in place 
by end 2005 where 
required. 
4. To provide a safe 
positive, equal and 
supportive working 
environment for all 
staff. 
.... Review existing 
Health and Safety 
Management 
System. 
.... Promote equality of 
opportunity in the 
workplace. 
.... Review completed by 
April 2005. 
.... New Health and 
Safety Management 
system in place by 
June 2005. 
.... New system 
implemented by end 
2005. 
.... System reviewed by 
end June 2006. 
.... Report of the joint 
review of equality 
initiatives by the 
Department and the 
Equality Authority 
prepared by June 
2005. 
.... Plan for 
implementation of the 
report's 
recommendations 
prepared by 
September 2005. 
.... Implementation of the 
plan completed by 
March 2006. 
.... A safe, positive 
working environment 
for staff and a betterinformed 
staff. 
.... An equal opportunity, 
positive working 
environment for staff. 
31

Objective Action Performance Indicators 
Output Indicators Outcome Indicators 
.... Prepare proposals 
for improved 
access to services 
for people with 
disabilities 
following receipt of 
agreed guidelines 
and templates from 
the National 
Disability Authority 
in June 2005. 
.... Agreed 
guidelines and 
templates 
implemented 
before June 
2006. 
.... Achievement of 
gender targets as 
follows; 
.... In the Assistant 
Principal grade 
from 41% to 45% 
.... In the Principal 
Officer grade 
from 33% to 40%. 
.... Improved access to 
the Department's 
services for people 
with disabilities. 
32

APPENDIX 2 
EXECUTIVE AGENCIES/RELATED BODIES 
Execution of many of the policies referred to in this Statement of Strategy is a matter 
for the Cultural Institutions and State or other executive agencies/bodies either within 
the Department itself or under the aegis of the Department's functional 
responsibilities. These bodies include: 
National Museum of Ireland 
The National Museum was established by the Science and Art Museums Act, 1877. 
Its remit is to: preserve and make accessible the portable, natural and cultural 
material heritage of the island of Ireland; communicate to the people of Ireland and 
visitors to Ireland, a vision and understanding of that heritage and act as a major 
educational resource; deepen cultural ties within Ireland and with other countries. It 
became an autonomous State body under the aegis of the Department in May 2005 
under the provisions of the National Cultural Institutions Act, 1997. 
National Archives (and National Archives Advisory Council) 
The National Archives was established under the National Archives Act, 1986 on 1 
June 1988. It is an amalgamation of the Public Record Office of Ireland (founded 
1867) and the State Paper Office (founded 1702). The mission of the National 
Archives is twofold: to secure the preservation of records relating to Ireland which 
warrant preservation as archives; and to ensure that appropriate arrangements are 
made for public access to archives. This mission is carried out in accordance with 
the National Archives Act, 1986 and other relevant legislation and regulations. 
The National Archives Act also provided for the establishment of the National 
Archives Advisory Council. It advises the Minister in the exercise of his powers 
under the Act and on all matters affecting archives and their use by the public. 
National Gallery of Ireland 
The Gallery was established under the National Gallery of Ireland Acts, 1854 to 
1963. It contains approximately 3,000 oil paintings; approximately 8,000 drawings 
and watercolours; engravings and sculptures. It has a Yeats museum, arts reference 
library, bookshop, multi-media gallery, restaurant and lecture theatre. Special 
exhibitions are mounted each year in the Millennium Wing. 
National Library of Ireland 
The mission of the National Library is to collect, preserve and make available books, 
manuscripts and illustrative material of Irish interest. The Library also operates a 
Genealogy Service designed to assist all of those who wish to research their family 
history in Ireland. The Service is freely available to all personal callers to the Library. 
It became an autonomous State body under the aegis of the Department in May 
2005 under the provisions of the National Cultural Institutions Act, 1997. 
33

National Concert Hall 
The National Concert Hall is Ireland’s most prestigious music venue. Since its 
opening in 1981, the NCH has established itself as Ireland's premier centre for the 
performance of live music and the arts and is recognised as an important venue on 
the international performing circuit. 
Chester Beatty Library 
The Chester Beatty Library is one of Ireland's National Cultural Institutions, and was 
created by Sir Alfred Chester Beatty and bequeathed by him to a trust for the benefit 
of the public. The Library is both an art museum and library, housing an outstanding 
collection of Islamic manuscripts, Chinese, Japanese, Indian and other Oriental art. 
Early papyri, including some of the earliest texts of the Bible and other early Christian 
manuscripts, western prints and printed books complete what is one of the richest 
collections of its kind in the world. The CBL Reference Library contains 8,000 
volumes relating to the collection. Admission to the Reference Library is currently by 
appointment. 
Irish Museum of Modern Art 
The Irish Museum of Modern Art is Ireland's leading national institution for the 
collection and presentation of modern and contemporary art. The Museum presents 
a wide variety of arts and artists' ideas in a dynamic programme of exhibitions which 
regularly include bodies of work from the Museum's own Collection, its award 
winning Education and Community Department, and the Studio and National 
Programmes. 
Irish Manuscripts Commission 
The Irish Manuscripts Commission was set up in October 1928, under a warrant of 
the President of the Executive Council of Saorstát Éireann. The Commission was 
established to report on the nature, extent and importance of collections of 
manuscripts and papers of literary, historical and general interest, relating to Ireland, 
whether in private or public ownership and on the places in which such manuscripts 
and papers are deposited. The Commission was also directed to arrange for the 
preparation and publication of calendars, catalogues and editions of manuscripts. 
Since the establishment of the Dublin Institute for Advanced Studies in 1940, the 
publication of material in the Irish language has been the responsibility of the 
institute's School of Celtic Studies. 
Arts Council 
The Arts Council/An Chomhairle Ealaíon is an autonomous body established in 1951 
to stimulate public interest in and promote the knowledge, appreciation and practice 
of the arts. It is the Irish State's principal instrument of arts funding and an advisory 
body to Government on arts matters, operating under the Arts Acts 1951 and 1973. 
The Arts Council supports all aspects of the arts, in Irish and in English - architecture, 
dance, drama, film, literature, music, opera and visual arts. 
34

Irish Film Board - Bord Scannán na hÉireann 
The Irish Film Board operates under the Film Board Acts, 1980-2000, to promote the 
creative and commercial elements of Irish film-making and film culture for home and 
international audiences. It provides loans and equity investment to independent Irish 
filmmakers to assist in the development and production of Irish films. The Board also 
acts in co-operation with other Irish semi-state agencies to improve the marketing, 
sales and distribution of Irish films and to promote training and development in all 
areas of film-making. Employment of Irish film workers and the use of ancillary Irish 
services is a vital factor in the Board's consideration of applications. In addition, the 
marketing unit of the Board also promotes Ireland internationally as a film location 
base. 
Culture Ireland 
Culture Ireland was established to promote and advance Irish arts and artists in the 
international context, and to utilise the funds made available to it by the Minister for 
Arts, Sport and Tourism towards this end, in accordance with policy objectives and 
priorities notified to it by the Minister. Its remit includes the allocation of grants for 
overseas activity to Irish artists or arts organisations, the funding and facilitation of 
Irish participation at strategic international arts events and the management of 
emblematic cultural events either in Ireland or abroad. It is also expected to advise 
the Minister on international arts and cultural affairs. 
Irish Sports Council (ISC) 
The Irish Sports Council was established in July 1999 as the statutory body for the 
promotion and development of sport at all levels in Ireland. The Council also 
provides grants to the National Governing Bodies of Sport as well as administering 
the International Carding Scheme for high performance athletes, the Sport and 
Recreation for Young People Scheme and the Anti-Doping Programme. 
Campus and Stadium Ireland Development Ltd (CSID) 
Campus and Stadium Ireland Development is a company established by the 
Government under the Companies Acts to oversee the planning, development and 
procurement of all elements of a Sports Campus at Abbotstown, Co. Dublin. The 
Government has approved the drafting of the Abbotstown Sports Campus 
Development Authority Bill, which will provide for the establishment of a statutory 
authority to oversee the development of the project. 
Horse Racing Ireland 
Horse Racing Ireland is a new State Body established in 2001 to develop and 
promote Ireland's status as a world centre of excellence for breeding and racing the 
thoroughbred horse. It replaced the Irish Horse Racing Authority and has taken over 
certain functions of the Turf Club. Horseracing Ireland will oversee the future 
development of the Irish thoroughbred industry and is responsible for directing, 
funding and promoting the thoroughbred horse, the operation of the Registry Office, 
the Tote and its racecourse division, representation of Irish horseracing 
35

internationally in respect of its functions and the negotiation of income from the 
media and broadcasting rights. Horse Racing Ireland owns and operates a number 
of racecourses and through its subsidiary, Tote Ireland Ltd., runs a totalisator at all 
Irish racecourses, a credit betting service, both on and off-course. Horse Racing 
Ireland is also responsible for the promotion of the Irish thoroughbred horse through 
Irish Thoroughbred Marketing Ltd. 
Bord na gCon 
The Irish Greyhound Board – Bord na gCon – is a commercial semi-state body which 
is responsible for the control and development of the greyhound industry in Ireland. 
The board was established under the Greyhound Industry Act, 1958, which gave the 
board wide powers to regulate all aspects of greyhound racing in Ireland including 
the licensing of the different tracks, the issuing of permits to officials, bookmakers, 
trainers and the implementation of the rules of racing. The Board has licensed a total 
of seventeen tracks, of which eight are fully owned and controlled by the board. The 
remainder are owned and operated by private enterprise. There are also a further 
three privately owned stadia in Northern Ireland. The Board also operates Tote 
facilities at all greyhound tracks. 
Tourism Ireland Ltd 
Tourism Ireland Ltd. is the all-island tourism marketing company established in 
December 2000 by Bord Fáilte (BFE) and the Northern Ireland Tourist Board (NITB) 
under the framework of the Good Friday Agreement. Its operations are governed by 
a Memorandum and Articles of Association and it is accountable to the North South 
Ministerial Council. The Company has responsibility for (i) Tourism Brand Ireland (ii) 
all-Ireland destination marketing, (iii) the delivery abroad of regional and product 
marketing and promotion activity on behalf of Fáilte Ireland and NITB and (iv) the 
overseas marketing office network. It became fully operational for the 2002 
marketing season. 
Fáilte Ireland 
The National Tourism Development Authority, known operationally as Fáilte Ireland, 
was formally established in May 2003 and at the same time, Bord Fáilte and CERT 
were dissolved and their functions transferred to the new Authority. Fáilte Ireland has 
responsibility for working with the Irish tourism industry to provide a one-stop-shop 
for strategic and practical support to develop and sustain Ireland as a high quality 
and competitive tourist destination. In terms of the inter-action between Fáilte Ireland 
and Tourism Ireland Ltd, the focus of Fáilte Ireland is on the quality of the experience 
provided to visitors by the Irish tourist industry while the focus of Tourism Ireland Ltd 
is on attracting visitors to Ireland. Tourism Ireland Ltd. is a North South body, Fáilte 
Ireland is not. 
Shannon Development (Shannon Free Airport Development Company Ltd.) 
Shannon Development is responsible for tourism development in the Mid-West 
Region, including development of new tourism products and provision of tourist 
information services. 
36

APPENDIX 3 
EXTRACTS FROM THE PROGRAMME FOR GOVERNMENT 2002 
CULTURE AND HERITAGE 
Our aim is to ensure that cultural activity is available and accessible to all. 
.... We will develop and sustain the increased level of activity in the arts round 
the country, through the Arts Council, and otherwise in accordance with 
statutory provisions. 
.... We will support the implementation of the Third Arts Plan. As part of this 
we will work to ensure that the Council has the appropriate professional 
staffing structures. 
.... We will enact a new Arts Act, the first in over fifty years, to provide a more 
inclusive definition of the Arts and map out, on a statutory basis, a new 
relationship between artists, the Council and the Minister. 
.... We will develop maximum North-South cooperation directly and through 
the relevant agencies, in recognition of common interests and a largely 
shared culture. 
.... We will help develop the music industry in Ireland through the Music 
Board. 
.... We will rebuild the Abbey, our National Theatre. 
.... We will finalise the long-term strategic development of the National 
Concert Hall. 
.... We will support the Irish film industry and the central role of the 
restructured Irish Film Board. 
Note: The section of the Agreed Programme for Government between Fianna Fáil 
and the Progressive Democrats, June 2002, dealing with Culture and Heritage 
also outlines certain priorities which are not the responsibility of the Department of 
Arts, Sport and Tourism and as such are not included here. 
Responsibility for progressing the Irish Academy for the Performing Arts was 
mentioned in the Programme for Government as follows: 
We will ensure the early establishment of the Irish Academy for the Performing 
Arts under the aegis of the Department of Education and Science. 
Subsequently IAPA was formally transferred from the Department of Education 
and Science to the Department of Arts, Sport and Tourism. 
37

BETTER FACILITIES FOR SPORT & RECREATION 
We believe that sport and leisure can play a major role in personal, community and 
general development and are committed to seeking to develop it at all levels. 
.... We will continue to invest in sports facilities around the country through the 
National Lottery and Exchequer funding, particularly at local level where 
clubs of all codes, run by volunteers, remain the backbone of Irish sport. 
.... We will complete a national audit of local sports facilities and put in place a 
long-term strategic plan to ensure the development of such necessary 
facilities throughout the country. 
.... We will start work on the construction of a world-class national stadium. 
.... We will build facilities, both locally and nationally, which will serve the 
needs of the sporting bodies both nationally and locally. 
.... The Minister for Sport, in conjunction with CSID, the national sporting 
bodies and the Office of Public Works will bring forward the plans and 
implementation proposals of these policies in the most cost effective way 
as soon as possible. 
.... We will work with local authorities to provide at municipal level a range of 
public facilities such as swimming pools, gymnasia and synthetic, floodlit 
playing pitches. 
.... We will continue to support the implementation of the High Performance 
Strategy and in particular, its short-term aim of improving Ireland’s team 
performance at the 2004 Olympic Games in Athens. 
.... Following a review of the operation of the existing Local Sports 
Partnerships, we will support their establishment throughout the country as 
quickly as possible. 
.... We will continue to encourage voluntarism in Irish Sport and we will 
recognize, on a national platform the contribution of individual local 
volunteers by setting up National Volunteer Awards on the lines of the 
Gaisce Awards. 
.... We will create, under the Local Government Fund, a new Community 
Facilities Fund which will support the development of community facilities 
not covered by existing schemes. 
PROMOTING TOURISM 
We believe that the Tourism industry will continue to be a vital industry and that it 
requires sustained support and investment in the coming years. 
38

.... We will broaden our source markets so that we are not over-reliant on any 
one market and, in particular, seek to increase our share of the 
Continental European market. 
.... We will foster expansion and competition on air and sea routes. 
.... We will support and promote Tourism Ireland Limited in its work of 
promoting the whole island of Ireland as a tourist destination. 
.... We will complete the task of creating a new National Tourism 
Development Authority which will complement the work of Tourism Ireland. 
.... We will ensure the construction of a state of the art National Conference 
Centre and promote Ireland as a venue for international conference 
business. 
.... We will put the maintenance of standards and services at the top of the 
tourism agenda. 
.... We will continue to support the B&B and small accommodation sector 
through specific marketing initiatives. 
.... We will encourage year-round activity-based and special interest tourism. 
.... We will ensure that local authorities take account of the needs of the 
tourist industry in its provision of infrastructure. 
.... We will promote sensitive development of tourist areas and encourage 
environmental best practice among tourism providers. 
39

APPENDIX 4 
ORGANISATIONAL STRUCTURE 
Principal Officer 
Susan McGrath 
Human Resources & SMI 
Assistant Secretary 
Paul Bates 
Principal Officer 
Francis Rochford 
Tourism Marketing & 
Promotion Policy 
Principal Officer 
Eugenie Deegan 
Tourism Development & 
Training Policy 
Principal Officer 
Joe Timbs 
Finance & Sport 
Assistant Secretary 
Con Haugh 
Principal Officer 
Paddy Heffernan 
Sports Division 1 
Principal Officer 
Helen Nugent 
Sports Division 2 
Minister 
John O'Donoghue, TD 
Secretary General 
Philip Furlong 
Principal Officer 
Chris Flynn 
Cultural Institutions' Special 
Projects & IT Services 
Principal Officer 
Barry Murphy 
Arts, Film & Music 
Principal Officer 
Liam Fitzgerald 
Cultural Institutions 
Assistant Secretary 
Michael Grant 
Director 
Dr. Patrick Wallace 
National Museum* 
Director 
Aonghus O'hAonghusa 
National Library* 
Director 
David Craig 
National Archives 
The Internal Audit Unit of the Department reports directly to the Secretary General. 
*The National Museum and the National Library became autonomous bodies, by Ministerial 
Order, in May 2005. 
40

APPENDIX 5 
STAFF SERVING BY GRADE AND GENDER (as at 31st December 2004) 
Grade Male Female Total 
Secretary General 
Assistant Secretary 
Director 
Principal Officer 
Assistant Principal 
Professional Accountant 
Higher Executive Officer 
Administrative Officer 
Executive Officer 
Staff Officer 
Clerical Officer 
Services Officer 
Senior Attendant 
Services Attendant 
Ministerial Contract Staff 
Cleaner 
Caretaker 
Keeper 
Senior Archivist 
Archivist 
Conservation Officer 
Asst. Keeper Grade I 
Asst. Keeper Grade II 
Preservation Officer 
Senior Technical Officer 
Technical Officer 
Senior Technical Assistant 
Technical Assistant 
Senior Library Assistant 
Library Assistant Grade I 
Library Assistant Grade II 
Library Assistant Grade III 
Science and Art Attendant 
Senior Photographer 
Photographer 
Head Attendant 
Mounter and Binder 
Archaeologist (AKII) 
Visually Impaired Telephonist 
Student Clerical Officer 
Senior Graphic Artist 
Graphic Artist 
Total 
1
3
3
6 
13.8 
0 
18 
1 
13 
0 
31 
7
5
4
2
0
1
9
1
3
1
7
6
1
1
1
1
3
3
5
3 
12 
55.7 
0
1
1
0
0
0
1
1
1 
226.5 
0
0
0
3 
9.3 
1 
12.4 
0 
24.98 
3.3 
44.8 
1
0
0
1
7
0
2
2
4
2 
9.1 
24 
0
0
0
1 
15 
0 
0.75 
1
4 
8.08 
1
0
0
1
2 
0.8 
2
0
0 
187 51 . 
1
3
3
9 
23.1 
1 
30.4 
1 
37.98 
3.3 
75.8 
8
5
4
3
7
1 
11 
3
7
3 
16.1 
30 
1
1
1
2 
18 
3 
5.75 
4 
16 
63.78 
1
1
1
1
2 
0.8 
3
1
1 
414 01 . 
41

42