An Agenda for Action
September 2003
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Dear Minister
I have the honour to submit to you, on behalf of the Tourism Policy Review Group, our Report on
the Review of Irish Tourism. We have completed the Review under the title New Horizons for Irish
Tourism: An Agenda for Action . The Report has been completed in accordance with the terms of
reference you provided to us.
Yours sincerely
JOHN TRAVERS
Chairman
30th September 2003
Report of the Tourism Policy Review Group to
JOHN O DONOGHUE T. D.
Minister for Arts, Sport & Tourism
Tourism Policy Review Group
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Irish tourism has been a major success story -perhaps the
most successful sector of Irish-owned enterprise since the
foundation of the State. Its contribution as a major source of
foreign earnings with a low import content, as a powerful
instrument of national and regional development and as a
source of entrepreneurial opportunity has not always been
fully acknowledged and recognised.
The Review Group draws attention to a number of
important facts about the tourism industry in Ireland.
Employment in tourism over the past 10 years, has increased
at a faster pace than even the unprecedented high rates of
employment increase in the economy generally over that
same period. Today the sector employs more people than the
totals employed in either Irish-owned or foreign-owned
manufacturing industry. Tourism is by far the largest, Irish-
owned, internationally-traded services sector in the economy.
It is a sector firmly rooted in the natural and built
environment and in the people and culture of Ireland. As a
product, therefore, it cannot relocate to another country. But,
by the same token, its customers, both domestic and
overseas, can. International analyses indicate that, despite the
post-2001 slowdown, the future prospects for international
tourism over the next 20 years are good and similar to the
high growth rates of the previous 20 years.
It is not certain, however, that despite the strong
opportunities, Irish tourism will, over the next 10 years, enjoy
the same growth and success as it has over the past decade.
The sector is at a significant turning point in its development.
Competitiveness has been lost in recent years. A certain
complacency, the fruit, partly of success, has set in across many
parts of the industry. And this is happening at a time when the
expectations and requirements of the potential customers of
Irish tourism have become more demanding and when the
alternative choices of high visitor attraction and good value
for money available to them have greatly increased.
Preface
John Travers Chairman
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III
It is, therefore, certain that the policies and actions that
have delivered strong performance in Irish tourism in the past
will not suffice to do so in the future. The way in which the
changes now required are anticipated, managed and put in
place will determine the future success of Irish tourism as a
sector of investment opportunity, innovation and enterprise
and as an instrument of Government development policies.
Regaining the competitiveness lost in recent years is
central to the new strategy for the development of Irish
tourism set out in this Report. This is the fundamental
challenge which the industry itself must face and overcome.
There are also important challenges for the Government
none more so than the recognition through relevant, ,
practical and systematic actions of the central role that the
tourism industry plays as a major instrument of national and
regional development. This will only come about if the scope
of tourism policy formulation and implementation is
extended beyond its traditional ambit to encompass all areas
of Government policy that impact in a significant way on the
development of tourism.
The Report of the Review Group acknowledges and
articulates the constructive and positive role which tourism
policy has played in supporting the significant growth
achieved by the industry over the past decade and more.
It concludes, however, that the major international and
domestic changes affecting Irish tourism at the present time
and those anticipated in the foreseeable future, now require
urgent and fundamental changes in the policies and actions
of both the Government, and of the tourism industry itself,
if the success of the industry over the past decade is to be
replicated in the future.
This Report, therefore, sets out a new strategy for Irish
tourism which is comprehensive, coherent and challenging
for the industry itself and for Government. We believe that if
it is followed through to implementation with conviction,
energy and commitment that it will make a real and lasting
contribution to the development of Irish tourism in the years
ahead and to the complementary objectives of national and
regional development.
I wish to record my appreciation and thanks to my
colleagues on the Review Group for the individual talents,
wisdom and contributions they brought to the work and
deliberations of the Group. I want to express the thanks of
the Group to Mary Jackson for her commitment and
professionalism as Secretary to the Group and to her
colleague Gráinne Ní Néill for her dedication and support. I
also wish to extend our appreciation to Malcolm Connolly,
Deirdre O Keeffe, Brian Maher and Eileen Gallagher of Fáilte
Ireland and to Mark Henry of Tourism Ireland who provided
much of the analytical and administrative support underlying
the work of the Review Group.
Finally, I would like to thank John O Donoghue,
Minister for Arts, Sport and Tourism, for the opportunity
afforded to the Review Group to make a contribution to the
development of such an important sector of national and
regional development and to the Secretary General of the
Department, Philip Furlong, for his support and advice.
John Travers
Chairman
30th September 2003
Tourism Policy Review Group
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IV
Members of the Tourism Policy Review Group John Travers
( Chairman)
former Chief Executive Forfás
Patrick O Donoghue
Managing Director
Gleneagle Hotel
Paul Bates
Assistant Secretary
Department of Arts,
Sport and Tourism
Shaun Quinn
Chief Executive
Fáilte Ireland
Brian Patterson
Chairman
The Irish Times
Peter Cassells
Executive Chairman
National Centre for
Partnership and
Performance
Gillian Bowler
Businesswoman
and Chairman of
Fáilte Ireland
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Niall Reddy
former Acting Chief
Executive Bord Fáilte
Paschal Taggart
Financial Advisor
Frank Roche
Academic
Smurfit Graduate School
of Business
Mary Jackson
Secretary to the Group
Tony Kelly
Marketing Director
Irish Ferries
Pat McCann
Chief Executive
Jurys Doyle Hotel Group plc
Paul O Toole
Chief Executive
Tourism Ireland
Tourism Policy Review Group
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Contents
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VII
Chairman s Letter to the Minister I
Chairman s Preface II
Members of the Tourism Policy Review Group IV
Contents VII
1 TOURISM WORLDWIDE AN OVERVIEW 1
2 IRELAND S TOURISM INDUSTRY: ECONOMIC CONTRIBUTION, STRUCTURE AND POLICY 1
3 IRELAND S TOURISM INDUSTRY: OVERVIEW OF PERFORMANCE 1990-2002 3
4 TOURISM IN IRELAND TODAY AN ASSESSMENT 4
5 A STRATEGY FOR IRISH TOURISM 2003-2012 6
6 IMPLEMENTING THE STRATEGY THE ACTIONS REQUIRED 10
I mplementing Irish Tourism Policy Strategy 2003 to 2012
First Rolling Action Plan 2003 to 2005 13
Actions to Improve the Business Environment for Tourism Operators 13
Actions to Improve Competitiveness and Value for Money 17
Actions to Improve Access Transport 20
Actions to Improve the Use of Information and Communication Technologies 23
Actions to Support Product Development and Innovation 25
Actions to Support Marketing and Promotion 29
Actions to Support Human Resource ( People) Capability 32
Actions to Support More Effective Government Leadership and Interventions in Promoting Tourism 34
Actions to Improve the Quality of Information, Intelligence and Research 37
Implementation Arrangements 38
Appendix A Background to Establishment of Review Group and Working Procedures 39
Appendix B Terms of Reference 40
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1. Tourism Worldwide An Overview
International tourist numbers will double over the next 20
years but the profile and requirements of customers are
changing rapidly and competition is becoming more intense.
1.1 The growth in international tourism has been one of
the most remarkable economic and social phenomena
of the past century. 700 million international trips are
now made worldwide each year. Tourism is a major
economic sector generating over 500 billion in annual
receipts, sustaining in excess of 70 million jobs and
accounting for almost 4% of global GDP. The industry
has outpaced general economic growth, since 1975, by
a factor of 1.3. Tourism growth has been driven by a
number of key factors, including economic wealth,
mass communication, affordable travel ( especially by
air) , availability of leisure time and the travel
opportunities opened up by new technologies.
1.2 After a prolonged period of uninterrupted growth,
tourism has stalled over the past two years. As of
autumn 2003 it is recovering slowly from the post-2000
global economic downturn, terrorism, the war in Iraq
and the impact of the SARS virus. And future prospects
are good. According to World Tourism Organisation
projections, the number of international arrivals is
expected to double over the next 20 years to almost
1.6 billion a rate of growth in tourism similar to that
of the past 20 years. While current economic conditions
and uncertainties may continue to depress demand in
the immediate future, travel and tourism is firmly
established in the lifestyle and discretionary spending
pattern of the developed economies pointing to an
eventual resurgence in demand.
1.3 In common with all internationally traded services,
global tourism is experiencing significant change. A vast
array of product offerings are becoming available,
encompassing traditional leisure pursuits, new
entertainment and retail complexes, simple back-to-
nature and health-related activities, cultural and
heritage experiences and combinations of different
product offerings. Many new tourism destinations are
opening up providing increasing choice to customers.
Easy access to these destinations is becoming common
place and cheaper. Customer characteristics are
changing rapidly including shorter and more frequent
trips, greater use of e-commerce, later bookings, more
tailored holiday experiences and growth in the older
people share of the market. Tourism will, in future, be
increasingly demand driven with greater emphasis
being placed on value for money, personal fulfilment,
unique experiences, authenticity, emotional
involvement and travel convenience.
1.4 In general, tourism policy internationally is being given
increased weight and emphasis in the range of
Government policies aimed at national and regional
development.
2. Ireland s Tourism Industry: Economic
Contribution, Structure and Policy
Irish tourism is a major economic sector of enterprise, and
of national and regional wealth creation. The industry at
present generates 4 billion in foreign revenue earnings,
supports 140,000 jobs and is by far the largest, Irish-
owned internationally-traded sector of the Irish economy.
2.1 Tourism is highly important to the Irish economy. It
delivers the following major benefits
Benefits of Irish Tourism
4 billion in annual foreign earnings
1 billion in annual domestic earnings
140,000 jobs
Up to 2.2 billion in tax receipts each year
International Tourist Arrivals
Source: World Tourism Organisation ( WTO)
Africa Middle East South Asia
Europe Americas East Asia/ Pacific
1950
800
(
m)
700
600
500
400
300
200
100
0
1960 1970 1980 1990 2000
Executive Summary
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4.4% of GNP
A major instrument of national and regional
development
A sector of major opportunity for Irish-owned
enterprise
Employment grew in the sector by more than 70%
between 1990 and 2002 -a rate of growth
considerably above the 50% growth in employment
generally in the economy over that period. To put the
annual foreign revenue earnings of 4 billion from
tourism in perspective, it is equivalent to more than
50% of the total value of exports by Irish-owned
manufacturing industry or more than twice the value of
exports of Irish-owned internationally-traded services.
2.2 Tourism embraces a wide range of businesses and
services in thousands of enterprises, predominantly
Irish-owned and small and medium in size, distributed
throughout the country. It is a complex, diverse sector
of economic activity. It has a well-structured
representative system which works with Government
Departments and State Agencies in a productive
partnership arrangement to promote the development
of the industry. However, notwithstanding its size and
well-established representative structures, the sector has
had difficulty in ensuring that the value of its economic
and social contribution is fully acknowledged at
Government level and more widely.
2. 3 Government involvement in the development of tourism
has been of long-standing duration. This reflects the
importance of the industry to national and regional
development and the market failures ( i. e. the likely
returns not justifying private sector investment) intrinsic to
a highly-dispersed industry made up of small and
medium sized enterprises operating in a sophisticated
internationally-competing services sector. Today, the
focus of Irish tourism policy is on supporting sustainable
growth in visitor expenditure, with an emphasis on a
wider regional and seasonal spread of business. The
fundamental components of policy encompass:
a Government Department ( the Department of Arts, Sport and Tourism) which promotes and represents
tourism as an important instrument of national
and regional development and source of foreign
earnings within the general Government decision-
making process
a number of State Tourism Agencies which have recently been restructured to support both the
international marketing of the island of Ireland as
a tourist destination and the development of
the sector across its many facets in locations
throughout Ireland
a strong regional organisational structure for the promotion of tourism exercised through the State
Tourism Agencies, the Regional Tourism Authorities and
Shannon Development, County Tourism Committees,
Product Development Management Boards, County
Enterprise Boards and LEADER Groups
a number of evolving partnership arrangements between the State Tourism Agencies and private
sector representatives of the industry
the periodic statement and re-statement of the vision, targets and objectives guiding tourism
development in Ireland by the Department and the
State Agencies which operate under its aegis
a range of State fiscal, financial and advisory supports both Exchequer and EU funded for the
promotion of tourism operating generally, but not
exclusively, under the aegis of the Department of
Arts, Sport and Tourism.
2.4 The first comprehensive statement on tourism policy in
Ireland was set out in a Government White Paper in
1985. Government policy statements have gone
through a number of iterations since then in response
to changing national and international circumstances
and the underlying organisational structures have
evolved in keeping with these changes. This period of
more structured policy development and
implementation has coincided with a substantive take-
off in the development of tourism in Ireland. A number
of factors underlie the rapid expansion of tourism here.
These include a major international increase in demand
driven by the rising real income levels in many parts of
the world, the falling cost of communications and
transport and currency developments favourable to Irish
tourism. Central to the strong performance of Irish
tourism in a favourable international market
environment has been the intrinsic attractiveness of the
landscape, culture and people of Ireland as a visitor
destination together with the energy, enterprise and
increasing professionalism of the people in a largely
Irish-owned service industry. It is also reasonable to
conclude that improvements in policy formulation and
implementation in Ireland played their part.
Tourism Policy Review Group
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2.5 Led by the private sector, with Exchequer and EU
support, total capital spending on tourism-related
products amounted to 4.3 billion over the 1990s. The
direct Exchequer spend on tourism amounts to 107
million in 2003, of which approximately 80 million is
related to marketing and associated costs. In addition, it
is estimated that the industry spend on marketing was
of the order of 134 million in 2001.
3. Ireland s Tourism Industry: Overview of
Performance 1990-2002
Visitor numbers to Ireland and tourism receipts
throughout the 1990s grew well ahead of global
trends, benefiting all regions of the country.
Irish tourism gained market share in most markets
in which it competes. While visitor experience
generally has consistently met or exceeded
expectations for over 90% of visitors, the
perception of good value for money has fallen
significantly in recent years.
3.1 Visitor numbers to Ireland grew well ahead of global
trends throughout the 1990s, increasing by an average
of over 7% each year compared with a corresponding
world figure of 4.3% . In terms of receipts, Ireland s
performance also exceeded European and global
growth rates in the eleven years up to 2001. The best
performance source markets for Irish tourism have been
the US and Britain.
1990 1995 2000 2001 2002
Britain 1,785 2,285 3,428 3,340 3,452
Mainland Europe 744 1,101 1,435 1,336 1,378
France 198 234 283 280 298
Germany 178 319 319 285 288
Other Europe 368 548 834 771 792
North America 443 641 1,056 903 844
USA 402 587 958 829 759
Canada 41 54 98 74 85
Other Overseas Areas 124 204 261 261 245
Total Overseas 3,096 4,231 6,181 5,840 5,919
Foreign Revenue Earnings ( million) 1,112 1,749 2,824 3,115 3,267
Receipts paid to Irish air and sea carriers ( million) 334 383 813 807 718
Total Foreign Revenue Earnings 1,446 2,132 3,637 3,922 3,985
Visitor Numbers and Foreign Revenue Earnings 1990 -2002
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3. 2 Travel to Ireland by those whose main purpose for visiting
was a holiday has grown slightly ahead of the trend in
overall visitor numbers. Irish tourism has increased its
market share of visitors from the US, but latterly has
seen a decline in its share of an expanding British
market and has been losing market share from
Germany and France. All regions of Ireland have
benefited from the growth of Irish tourism in recent
years. Dublin and the South West have achieved the
highest rates of growth nationally. The strong Dublin
performance has been boosted by the significant
increase in the number of visitors on short city breaks.
The lowest growth rates were recorded for the Shannon,
the West and North West regions. Most activity holidays
showed considerable growth in the late 1980s and
early 1990s but have recorded declines since then.
Domestic tourism remains a bedrock for the Irish tourism
industry, contributing almost half of all visitor numbers
seeking accommodation in 2002 and representing a
fifth of the overall revenue generated by tourism.
3. 3 Survey analysis shows that the core tourism appeal of
Ireland is characterised by people, place and pace . Visitors to
Ireland are motivated principally by the expectation of a
warm and welcoming people, the perception of beautiful
unspoilt scenery and the relaxed pace of life. The holiday
experience of visitors to Ireland has met or exceeded
expectations in the case of over 90% of visitors.
4. Tourism in Ireland Today An Assessment
Irish tourism is, arguably, the most successful sector of
Irish-owned enterprise since the foundation of the State.
The industry today has strong foundations which
underpinned its success in the 1990s. It is, however, at an
important turning point in its evolution. Recent years
have seen a significant loss of competitiveness which, if
not redressed, will undermine the capacity of the industry
to benefit from the strong growth envisaged in
international tourism in the years ahead.
4.1 The Irish tourism industry today has strong foundations
based on a substantial and increased customer base,
high overall customer satisfaction ratings, competent
and experienced staff, many highly successful business
enterprises and the quantity and the generally good
quality of its accommodation, restaurants, leisure
facilities and visitor attractions. The industry has also a
successful record in meeting challenging investment,
revenue earnings and employment targets set under
successive national plans and EU Operational Programmes
for Tourism. These provide a solid base to address with
confidence the new challenges facing the sector.
4.2 Today, the industry is at a turning point in its
development. It faces a major challenge in regaining
competitiveness in the light of reducing customer
satisfaction ratings, in particular as regards delivering
good value for money. There has been a noticeable
Regional Distribution of Overseas and
Domestic Tourism Revenue
Tourism Policy Review Group
Source: Fáilte Ireland
1990
m
2002
m
Real Growth
1990-2002
As a % of
1990 revenue
As a % of
2020 revenue
Dublin 356 1,257 151% 22% 30%
South West 290 793 94% 18% 19%
Midlands/ East 159 414 85% 10% 10%
South East 169 434 82% 10% 10%
Shannon 198 433 55% 12% 10%
West 276 596 53% 17% 14%
North West 175 284 15% 11% 7%
Total 1,623 4,211 84%
Important Factors when Choosing to Holiday
in Ireland and Satisfaction Ratings
Source: Fáilte Ireland Visitor Attitudes Surveys 1997-2002
Very Important ( % ) Rating -% Very Satisfied
1997 1999 2000 2001 2002
Friendly, hospitable people 87 88 88 89 88 90
Beautiful scenery 86 89 89 89 89 91
Memorable experience 82 83 82 83 84 82
Natural, unspoilt environment 81 83 77 79 79 83
Safe and secure 77 76 77 78 79 80
Easy, relaxed pace 74 83 83 82 82 82
Suitable for touring 66 76 72 73 73 71
Attractive cities/ towns 64 59 62 66 64 65
Overall Satisfaction Rating 94 91 94 94 93
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drop in recent years in the perception of good value for
money by overseas visitors, which has declined from
63% in 2000 to 45% in 2002. This is mainly price-related.
For visitors, the price issue relates not so much to the
cost of access and accommodation, which is generally
pre-booked, but to the price of eating out, drink, food
in shops and the general cost of living when they get
here. While resolute action by the Government is
essential to help reduce inflation, the tourism industry
itself has the primary role in driving down costs in the
industry. Reforms in the Irish taxation system over the
past decade have resulted in substantial gains for
businesses generally, but comparatively high VAT rates
and excise duties contribute to unfavourable price
differentials in certain key tourism products in Ireland in
comparison with other eurozone countries. High
insurance costs are also a particular concern, pointing
to the need to accelerate the Government' s insurance
reform programme to reduce premiums.
4.3 The range of tourism products and services, including
tourist accommodation, has increased greatly in quantity
and improved significantly in quality in recent years.
There are at present, however, indications of
underutilised capacity and falling margins which, if not
redressed, could threaten reinvestment and the
maintenance of standards in the future. Some
remaining gaps exist in tourism infrastructure, most
importantly the development of a National Conference
Centre and a National Sports Stadium. There is also a
need for an enhanced emphasis on product innovation
and the better marketing and promotion of tourism
products to meet changing customer requirements.
Environmental conservation must become a central
element of tourism policy and its implementation. Air
and sea access to Ireland has seen major improvements
during the 1990s. But changes which enhance
competitiveness in transport policy and the further
improvement of access infrastructure in particular at
Dublin Airport and in serving the wider catchment
needs of Cork and Shannon airports hold significant
potential to generate increased visitor numbers at both
national and regional level.
4.4 The professionalism, friendliness and quality of services
provided by people are essential success factors in Irish
tourism. A greater level of investment is needed in
human resource development to upgrade skill levels
and to address staff retention and other problems.
While there is a strong funding commitment to tourism
marketing and promotion by the State and the tourism
industry, actions are required to improve the efficiency
and effectiveness of spend in this area. The ability of
the Department of Arts, Sport and Tourism, the State
Tourism Agencies and the tourism industry to more
effectively shape and influence Government policy in
the wider issues that impact on tourism, will be a key
influence in determining the future success of the
sector. The Department' s policy formulation and
implementation role and capability requires to be
strengthened and developed in line with the new
tourism strategy set out in this Report.
Overseas Holidaymakers Rating of Value for Money Overseas Holidaymakers Rating of Value for Money
Source: Fáilte Ireland/ Survey of Overseas Travellers Source: Fáilte Ireland/ Survey of Overseas Travellers
%
of
holiday
visitors
Very good/ good value Fair/ Poor/ Very poor value
1997 1998 1999 2000 2001 2002 30
40
50
60
70
80
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5. A Strategy for Irish Tourism 2003-2012
The New Vision for Irish Tourism is that of a dynamic,
innovative, sustainable and highly-regarded sector -
offering overseas and domestic customers a positive and
memorable experience beyond their expectations.
Assuming reasonably favourable international economic
and geopolitical circumstances, the Review Group has set
a challenging target to double overseas visitor spend to
6 billion over the 10 year period to 2012, with an
associated increase in visitor numbers from just under 6
million to 10 million.
5.1 Irish Tourism at a Crossroads: Irish tourism in 2003 is
at a crossroads. It requires a new strategy to chart the
way forward at a pivotal point in its evolution. It has
come through a period of major development and
success in the 1990s probably the most successful
decade in its history. Today, it faces major changes in
the international economic and geopolitical environment
very different to those which helped to underpin its
success in the 1990s. Significant changes have emerged
in the profile of its customer base, both at home and
abroad. The competition that it faces from traditional
competitors has intensified in the face of a downturn
in world tourism and some uncertainty about the
immediate future. At the same time new competitors
from Eastern Europe and further afield have entered the
market in which Irish tourism has traditionally competed.
5.2 Competitiveness Threat: All of this is happening at a
time when the competitiveness of Irish tourism has
deteriorated and is under further threat. This arises
from a combination of price pressures and from a
certain complacency at industry and Government
levels that the good performance of the past can,
on the basis of an out-dated approach, be sustained
in a changed international and domestic environment.
Congestion factors have arisen following a decade
of both economic and tourism growth faster than
had been anticipated and faster than the capacity
of many elements of infrastructure to adjust to the
increased demands.
5.3 Public Finance Constraints: It is also clear that the
significant levels of financial support for the
development of the industry from the EU and
Government, widely available in the 1990s and to the
present time through direct grants, taxation incentives
and infrastructural supports, will not be available at
anything like the same level in future years.
5.4 Irish Tourism An increasingly Self--Reliant, Agile
and Adaptable Sector of Successful Enterprise: A
successful Irish tourism industry in the years ahead will
be an industry that is more self-reliant, agile and
adaptable to change in the market place. The industry
has shown, over the past decade and more, its capacity
to adapt. It has many strengths including, and beyond,
those available when the industry started on an
extraordinarily successful development path in the
1990s. Among these strengths are its proven track
record of meeting customer needs and a deep
knowledge of customer requirements associated with
that success, a capital stock based on recent investment
that is modern and efficient across all segments of the
industry and a people in tourism resource to which
visitors have consistently awarded the very highest
accolades. Arguably tourism represents the most
successful sector of Irish-owned enterprise since the
foundation of the State.
5.5 Competitiveness The Key to Success: Central to the
success of Irish tourism in the years ahead will be a
recovery of the competitiveness that has been lost in
recent years.
5.6 A New Strategy for Irish Tourism Key Components: :
To address these issues a new strategy for Irish tourism
is needed which clearly sets out a new way forward in
the context of the fundamental changes now affecting
the industry. Such a strategy has been developed by
the Review Group. It encompasses:
Components of a New Strategy for Irish Tourism
a clear vision of where Irish tourism wants to go
an understanding of the underlying forces that
are shaping the industry at present and those
that will continue to do so in future
the establishment of challenging targets and
objectives for the industry going forward
a knowledge of the factors that will drive success
in the industry
an enhanced capability to innovate and respond
effectively to unforeseen circumstances
a decision-making framework that facilitates
the formulation of such a strategy and its
implementation through consistent and decisive
actions at Government level and across the
different sectors of the industry itself.
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5.7 A New Vision for Irish Tourism: The new vision for
Irish tourism set out in this Report is of a dynamic,
innovative, sustainable and highly-regarded sector,
offering overseas and domestic visitors a positive and
memorable experience beyond their expectations.
Vision for Irish Tourism
Ireland will be a destination of choice for discerning
international and domestic tourists which:
provides a tourism experience that exceeds customer
expectations in terms of friendliness, quality of
environment, diversity and depth of culture
has a range of high-quality, world-class, competitive
products and services widely distributed throughout
all the regions of the country
is a vibrant source of foreign and regional earnings
throughout the year
respects the natural and built environments and
supports their conservation and enhancement
provides attractive career opportunities in tourism for
people with a range of skills and employment needs
provides the opportunity for people working in
tourism to enhance their skills through experience,
training and life-long learning
respects and supports Irish culture in all its diversity
provides a positive international profile of Ireland.
The new strategy for Irish tourism can be represented diagrammatically as follows:
Forces of Change
Fundamental Changes Affecting Global &
Domestic Tourism
Vision
Contribution to National Social & Economic Objectives
Future Drivers of Success
Competitiveness and Value for Money, Product, People, Marketing,
Technology, Access Transport & Business Environment
Flexibility
Agility to respond to change
Targets & Objectives
Motivators Benchmarks of Performance Decision-making Framework Improved Resource Allocation
Tourism Strategy
2003 -2012
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5.8 International Prospects: The medium and long-term
prospects for tourism worldwide remain strong despite
the recent deceleration in the underlying growth rates
since 2000 because of economic and geopolitical
uncertainty. The fundamental drivers of change
affecting tourism internationally are expected to result
in strong growth rates which, over the next 20 years,
are projected to be similar to the doubling of tourist
traffic that occurred over the period 1980-2000.
Tourism development will continue to be largely
determined by the rate of global and regional
economic growth and associated increases in the
disposable incomes of a wide distribution of individuals.
The developed countries will remain the largest source
and destination of tourism numbers in absolute terms
but new markets for Ireland are emerging including
those from Eastern Europe and the Far East.
5.9 Key Markets and Determinants of Success: For
Ireland, the tourism markets of most importance will
continue to be in Britain, the US, the larger countries of
Mainland Europe and the domestic market. But the
customer profile is changing rapidly, driven by
technology, demographics and societal changes such as
better education, increasing interest in cultural
experiences, increased leisure time, multiple but shorter
holiday breaks, greater interest in health enhancing
tourist experiences and increasing empathy with
environmental conservation. Developments in access
transport are of fundamental importance in facilitating
tourism development. The quality, price, frequency and
routes of air and sea carriers have improved during the
1990s. In particular, low fare airline services have
transformed the market for travel between Ireland,
Britain and Mainland Europe. The potential for
additional route development in these services, and on
transatlantic air routes, remains strong. The upgrading
of internal transport services will be important for the
regional spread of visitors. Measures to optimise the use
of new information and communication technologies
throughout the tourism sector are also of key importance.
5.10 Tourism Development Targets 2003-2012: Ambitious
but realistic targets for key indicators of performance
are an essential component of Irish tourism strategy.
Strategic targets, few in number, provide a sense of
direction for tourism policy and facilitate the
prioritisation of actions to support the development of
the sector. Assuming reasonably favourable
international economic and geopolitical circumstances,
the Review Group has set a challenging target to
Tourism Policy Review Group
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9
double overseas visitor spend from 3 billion to 6 billion
over the 10 year period to 2012, with an associated
increase in visitor numbers from just under 6 million to 10
million. Targets are also being set
to increase the share of promotable segments
( holiday, conference, language study and incentive
travel) from 45% to 50% of total visitor numbers
to increase the number of domestic holiday trips
from 3 million to 4.3 million, with associated revenue
earnings increasing from 0.6 billion to 1 billion
to double the number of overseas promotable visitors
staying at least one night in the Border Midland and
Western ( BMW) region.
Revenue ( million 2002 prices) 2002 Actual 2006 Target 2012 Target Av. Annual Growth % 2002-2012
Overseas Visitor Spend 1 3,088 3,835 6,000 6.9%
No. of Visitors ( m)
Britain 3.5 4.1 5.5 4.8%
Mainland Europe 1.4 1.7 2.3 5.3%
North America 0.8 1.0 1.8 7.6%
Other areas 0.2 0.3 0.5 6.3%
Total 5.9 7.0 10.0 5.4%
Overseas Revenue and Visitor Number Targets to 2012
1 Excluding receipts paid to Irish air and sea carriers & revenue from Northern Ireland visitors
Overseas Visitor Number Targets to 2012
No.
of
Visitors
(
m)
2000 2006 2012
North America
Other areas
Britain
Mainland Europe
0
1
2
3
4
5
6
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5.11 The Drivers of Success: The key strategic drivers of
success for Irish tourism in the future which will determine
the achievement of the targets set are as follows:
Key Drivers of Success
Business Environment
Competitiveness & Value for Money
Access Transport
Information and Communication Technologies
Product Development & Innovation
Marketing & Promotion
The People in Tourism
The Government Sector
Information, Intelligence & Research
The impact of these factors on Irish tourism in the
future are set out in detail in the main Report.
5.12 An Agenda for Action: The tourism development
strategy set out by the Review Group provides a clear
framework and set of actions to support the further
development of tourism in Ireland and its regions. The
specific actions required are clearly set out together
with the reasons for taking them, the bodies
responsible for implementing the actions and the
timeframe within which the actions should be
accomplished.
5.13 I mplementation Group: In order to reflect the action
orientation of the report a small, high-level
Implementation Group should be established, for a
two-year period with high-level representation from the
private and public sectors. The Group should report
directly to the Minister for Arts, Sport and Tourism. The
task of the Implementation Group will be to oversee
the implementation of the recommended actions in the
Report and to revise them as necessary in consultation
with the bodies responsible for their implementation. A
strong, ongoing process of consultation with the
industry is a critical component of the follow-up to the
report of the Review Group.
6. Implementing the Strategy
the Actions Required
The policies and actions that have delivered strong
performance in Irish tourism in the past will not suffice to
do so in the future. The way in which the changes now
required are anticipated, managed and put in place will
determine the future success of Irish tourism as a sector
of investment opportunity, innovation and enterprise, and
as an instrument of Government development policies.
6.1 The Irish tourism industry is a highly complex and
diverse sector of interdependent, economic activities
within the domain of both the private and public
sectors. The actions now required to implement the
new strategy for Irish tourism outlined in the Report are
equally diverse and wide-ranging. They encompass
many different decision makers in both the private and
public sectors.
6.2 In identifying the key actions needed to deliver the
strategy outlined, the Review Group was guided by
three fundamental principles
Fundamental Principles
Guiding Recommended Actions
tourism growth is driven by private sector
enterprise, innovation and investment
the need for a consistent framework of well chosen
actions across all areas of Government activity
targeted public sector interventions to be confined to
market failure in close partnership with the industry.
Tourism Policy Review Group
Overseas Visitor Revenue Targets to 2012 ( 2002 prices)
2000 2006 2012
Overseas Visitor Spend
1,000
2,000
3,000
4,000 ( m)
5,000
6,000
7,000
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6.3 Substantive change is required in key areas of
Government policy, in the delivery of that policy by the
State Tourism Agencies, in the work of the industry
representative bodies, and, importantly, at the level of
individual enterprises throughout the industry. The
effectiveness and efficiency with which the changes
required are anticipated, managed and delivered will
determine the future success of Irish tourism as a sector
of private sector investment opportunity, innovation
and enterprise, and as an instrument of Government
social and economic development. The fundamental
components of that change require
a new policy framework and set of related actions that
continue to promote strong, self-reliant, profitable,
innovative, customer-focused tourism enterprises
an industry that itself anticipates and embraces the
changing needs of its customer base both
domestic and overseas visitors and offers to each
customer a product, service and experience which
surpasses that available from alternative providers
both at home and abroad.
6.4 The specific actions required to be taken under each of
the key drivers of a successful Irish tourism industry are
set out in full in this Executive Summary. The actions
focus on the period 2003-2005. To attempt to
recommend today what actions will require to be taken
beyond 2005 is not realistic. What is required, instead,
in an increasingly volatile tourism environment, is a
process of frequent review of strategy, at two-yearly
intervals, and the adoption of a series of rolling 2-3 year
action plans which reflect changing circumstances, the
periodic review of strategy and the immediately
preceding action plan.
6.5 The set of actions recommended in the Report may,
accordingly, be regarded as t he first rolling action plan
for the development of Irish tourism over the next
decade. It sets out
the rationale underlying the identification of the
particular driver of success in Irish tourism
the objectives which the actions recommended seek
to attain
where primary responsibility lies for undertaking the
actions recommended
the timeframe within which the actions
recommended should be accomplished.
The longer term strategy and more immediate action
plan set out in this Report provide a coherent
framework of actions for the development of Irish
tourism, at this stage of its evolution, particularly taking
account of the fact that the majority of businesses are
small and medium in size. The strategy and action plan
will facilitate the ongoing review process recommended
as an inherent element of the development process for
the industry going forward. The review process will be
led by the Department of Arts, Sport and Tourism, and
will encompass the State Tourism Agencies, other
Government Departments and State Agencies whose
policies and actions significantly affect tourism and,
importantly, representatives of the key sectors of the
industry itself.
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Tourism Policy Review Group
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Strategic Success Driver 1 Business Environment
Objective To facilitate the development of the tourism industry through a range of tourism-supportive Government macroeconomic and other policies that enhance the business
environment and encourage investment
Rationale The ultimate determinant of success in Irish tourism will be an energetic, innovative and profitable private sector operating within a domestic environment where Government
policies and actions are supportive of business investment in tourism.
Actions Lead Role Milestones/ Timeframe
1 Government Commitment: Strengthen Government Government/ Department Immediate and ongoing commitment to creating and maintaining a positive of Arts, Sport and Tourism
legislative, budgetary and regulatory environment for
tourism investment and development by
a stronger and more frequent acknowledgement of
tourism as an important, highly-valued instrument of
national and regional development policy
a redefinition of tourism policy to encompass not
only the traditional role and functions of a
" Department of Tourism" and the Tourism State
Agencies but, in addition, all areas of Government
policy and actions that impact in a significant manner
on the development of tourism
establishing a stronger analytical and resource base
within the Department of Arts, Sport and Tourism,
to monitor, influence and shape developments, in
conjunction with the Tourism State Agencies, across
the wider arena of Government policy that
significantly affects tourism.
2 Competition: Strongly support competition, Department of Arts, Immediate and ongoing or pro-competition regulation where market competition Sport and Tourism/ Tourism
does not operate, in the case of both private and public Industry Representative
sector activities that affect tourism -including the Bodies
hospitality sector, access transport carriers and
infrastructure ( ports and airports) and internal
transport services.
1 Actions that support more than one driver of successful tourism development are denoted by an asterisk *
Implementing Tourism Strategy 2003 to 2012 First Rolling Action Plan 2003-2005
Actions to Improve the Business Environment for Tourism Operators* 1
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Actions Lead Role Milestones/ Timeframe
3 Inflation: Take resolute action to maintain recent Government/ Department Immediate and ongoing progress to bring inflation and tourism prices down to of Finance
the eurozone average and below through
the full implementation by all the social partners of
the provisions relating to pay, productivity and the
facilitation of change in the workplace contained in
the Social Partnership Agreement 2003-2005
-Sustaining Progress , as well as the Agreement' s
anti-inflation initiative
Government commitment to an inflation target
benchmarked to the eurozone average rate
maintaining any increases in charges for
Government services below the general rate
of inflation
avoiding further increases in excise duties and VAT
in Budget 2004.
4 Taxation: While company and personal taxation rates in Ireland are generally competitive and the narrow base of
taxation in Ireland and EU State Aid Rules constrain
Government action in this area, nevertheless, within that
framework a number of actions should be taken
promote reinvestment in maintaining the capital Fáilte Ireland/ Tourism Immediate and ongoing
stock in Irish tourism at high standards through Industry Representative
use of the accelerated write-offs already available Bodies/ Regional
for plant and machinery Tourism Authorities
establish and publish annually information on Fáilte Ireland/ Revenue First Investment
investment in tourism facilities undertaken with the Commissioners/ Tourism Report published
aid of capital allowances and other tax reliefs in order Industry Representative in 2004
to monitor and assess investment in maintaining the Bodies
quality of Ireland' s tourism stock
bring indirect taxation levels on key tourism-related Department of Finance From Budget 2004 and ongoing
consumables down to average eurozone levels
focussing initially on the high excise duties on wine. .
Executive Summary
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5 Insurance: Address the factors generating the high absolute levels of, and high rates of increase in, insurance
costs for tourism enterprises through
the acceleration of the Government' s Insurance Reform Department of Enterprise, Reduction in insurance charges
Programme, in particular the establishment of the Trade and Employment levied from 2004
Personal Injuries Assessment Board on a statutory basis
the consideration of the particular impact on tourism Competition Authority By end 2003
of insurance increases in the analysis/ report on the
insurance sector being prepared at present by the
Competition Authority
the consideration of the scope for co-operative action Tourism Industry Immediate
by the tourism industry in areas such as the Representative Bodies
management of claims, health and safety measures
and self-insurance.
6 * Infrastructure: Accelerate the completion of key elements of tourism related infrastructure including
* National Conference Centre ( Strategic Success Department of Arts, See later Actions for details
Driver 5 also refers) Sport and Tourism
* National Sports Stadium ( Strategic Success Department of Arts, See later Actions for details
Driver 5 also refers) Sport and Tourism
* National Roads Programme, in particular the early Department of Transport/ See later Actions for details
completion of the Dublin M50 orbital route and the Department of Environment,
route network around international air and sea access Heritage and Local
points and routes/ centres of high tourism demand Government
( e. g. Kerry, Connemara and the mid-West) including
regional and inter-regional access to Shannon Airport
( Strategic Success Driver 3 also refers)
* National and Regional Road Signposting Department of Transport/ See later Actions for details
Programmes ( Strategic Success Driver 3 also refers) . Department of Environment,
Heritage and Local
Government
7 Regional Infrastructural Priorities: Update the Regional Tourism Authorities/ Immediate and ongoing audit of the tourism-related infrastructural needs of each Fáilte Ireland
of the regional tourism authority areas and prioritise the
key actions required to bridge the gaps for submission
to the relevant Department/ agency.
* Actions that support more than one driver of successful tourism development are denoted by an asterisk *
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Actions Lead Role Milestones/ Timeframe
8 Tourism State Agencies Business Plans: : Fáilte Ireland/ Tourism For 2004 and ongoing In order to facilitate investment in tourism and Ireland/ Department of
tourism related bodies from a number of sources in the Arts, Sport and Tourism
private and public sectors, Fáilte Ireland and Tourism
Ireland to prepare and publish annually business
development plans which establish key targets of
performance in the development, promotion
and marketing of tourism at national and regional levels
within a clear policy framework articulated by the
Department of Arts, Sport and Tourism and set out in
the plans.
9 Proposed Smoking Ban in the Workplace: Department of Health and Immediate While supporting action to reduce the adverse impact Children/ Tourism Industry
on public health of smoking in the workplace and in the Representative Bodies
light of the overall assessment by Tourism Ireland that
the proposed ban will not have a dramatic effect on
visitor numbers, discussions should continue between
the Department of Health and Children and the tourism
sector on the detailed arrangements for the introduction
of the new measures to help minimise any adverse
impact on the sector.
Executive Summary
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Strategic Success Driver 2 Competitiveness & Value for Money
Objective To address the deterioration in the competitiveness of Irish tourism in recent years
Rationale The competitiveness of Irish tourism is a function of the total visitor experience relative to other locations. Restoring competitiveness is a major challenge for Irish tourism. It is not
just a pricing issue, it is about wider value for money. It encompasses the experience for
customers from the initial point of contact with Ireland as a potential tourist destination,
through the transport services used in getting to and from Ireland, travel experience within
the country, the price and quality of products and services, and a host of intangible factors
that influence the perception of customers of the Irish tourist product. Accordingly, the
competitiveness of Irish tourism is influenced by the full range of factors and actions set
out in this Chapter. There is, however, a need to focus on a number of issues in this section
that have a more direct impact on competitiveness.
Actions Lead Role Milestones/ Timeframe
1 Tourism Industry to Acknowledge Primary Tourism Industry Immediate and ongoing Responsibility for Restoring Competitiveness: Representative Bodies and
The Irish tourism industry should acknowledge through tourism enterprises
its representative bodies and through individual
enterprises that
in recent years it has lost competitiveness and that a
high and increasing proportion of customers have
expressed concerns about value for money
primary responsibility for restoring competitiveness
and better value for money rests with the industry itself.
2 * Government Action on Inflation: Government/ Department Immediate and ongoing The Government should resolutely implement the of Finance
package of anti-inflation actions identified in Strategic
Success Driver 1.
3 Benchmark the Competition: The price and Tourism Industry For 2004 and ongoing product offerings against which Irish tourism competes Representative Bodies/
should be identified each year and the information Fáilte Ireland/
widely distributed within the industry. Tourism Ireland
4 * New Management Development Capability Fáilte Ireland Early 2004 and ongoing Programme: Fáilte Ireland should develop and
introduce a programme on management development
capability for the industry similar to that which Enterprise
Ireland has developed for Irish-owned industry and
Implementing Tourism Strategy 2003 to 2012 First Rolling Action Plan 2003-2005
Actions to Improve Competitiveness and Value for Money
17 * Actions that support more than one driver of successful tourism development are denoted by an asterisk *
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Actions Lead Role Milestones/ Timeframe
internationally-traded services ( non-tourist) . The objective
of the programme will be to enhance the capability of
industry to manage more effectively the major changes
now affecting it, and those in prospect, to increase
productivity and standards and to restore competitiveness.
5 * Customer Relations Management: Fáilte Ireland in partnership Early 2004 and ongoing Fáilte Ireland should develop and introduce a programme with Tourism Industry
to improve the standards of the tourism industry in Representative Bodies
customer relations management ( CRM) , making particular
use of the potential which modern information and
communication technologies provide to enterprises for
this purpose, including the sharing of information for
mutual benefit between enterprises offering products
and services that are complementary. ( Strategic Success
Drivers 4 and 6 also refer)
6 * Competition: Strongly support competition, Department of Arts, Immediate and ongoing or pro-competition regulation where market competition Sport and Tourism/ Tourism
does not operate, in the case of both private and public Industry Representative
sector activities that affect tourism including the Bodies
hospitality sector, access transport carriers and
infrastructure ( ports and airports) and internal
transport services. ( Strategic Success Driver 1 also refers)
7 Management/ Employee Partnerships: Tourism Industry Immediate and ongoing In order to enhance the scope to anticipate and introduce Representative Bodies
change in the workplace as an inherent and ongoing
element of work practice, management/ employee
partnership arrangements to enhance performance,
productivity and competitiveness should be strongly
encouraged by the Tourism Industry Representative
Bodies, in consultation with Fáilte Ireland and the
National Centre for Partnership and Performance ( NCPP) .
8 Make High Standards the Competitive Fáilte Ireland/ Immediate and ongoing Advantage of Irish Tourism: Recognising that at its Tourism Industry
current stage of development, Ireland is a high-wage, Representative Bodies
high-productivity economy, a relentless upgrading of
standards within the tourism sector should be promoted
as a competitive response to lower cost alternatives in
other countries. These high standards should encompass
product, ( accommodation, restaurants, visitor centres,
activity products, natural and built environment) ,
transport infrastructure and services.
* Actions that support more than one driver of successful tourism development are denoted by an asterisk *
Executive Summary
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Actions Lead Role Milestones/ Timeframe
9 Stronger Role for Tourism Industry The Tourism Industry For 2004 Representative Bodies: The tourism industry itself Representative Bodies
should strengthen the capability of its representative
bodies through a widening of their functions and the
recruitment or secondment from industry of people with
the requisite analytical and other required expertise to
promote and to provide leadership in relation to
competitiveness throughout the industry and its different
segments. Measures in which industry representative
bodies should take a lead include
identifying and promoting competitiveness
enhancing actions
facilitating joint cooperative action between
enterprises in areas such as marketing, training
and insurance provision
joint product development initiatives
the establishment of management networks at local
and regional level
providing training supports in productivity
enhancement, cost management, marketing and
customer relations management
benchmarking performance of Irish tourism against
developments in competitor countries
investing in research and planning that supports the
development of tourism and enhances the objectivity
and credibility of tourism representative bodies.
10 Training: Develop specific training supports to Fáilte Ireland/ Tourism Early 2004 and ongoing enhance the industry' s capability in cost management. Industry Representative
Bodies
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Strategic Success Driver 3 Access Transport ( External)
Objective To ensure that the price, quality, frequency and route access of air and sea transport to and from Ireland are at least as good as that available to potential visitors of alternative tourist
locations
Rationale Competitive and convenient air and sea access is a crucial determinant of international demand for a tourist destination and, especially, in the case of Ireland as an island
destination.
Actions Lead Role Milestones/ Timeframe
1 Ireland-US Bilateral Air Agreement: Department of Transport Immediate
Renegotiate the Ireland-US Bilateral Air Agreement,
in advance of an EU-US Aviation Agreement, in order
to remove the US gateways constraint and maximise
the benefits to Ireland from additional air services
and enhanced visitor flows
Establish a high-level Task Force to advise on the Department of Transport Immediate
issues involved, from the perspective of tourism,
general business investment, the airline industry,
the airport authorities and regional development
including enhanced promotional and regional and
inter-regional access requirements.
2 Dublin Airport Terminal Facilities: Facilitate Department of Transport Decision in principle on provision additional, competitive, fast turnaround terminal facilities of terminal by end 2003
at Dublin Airport to help develop additional air services,
particularly from Mainland Europe.
3 Dublin Airport Visitor Reception Facilities: Aer Rianta/ By start of 2004 season Implement a series of actions to improve visitor reception Dublin Airport Authority
facilities at Dublin Airport including baggage handling,
information and general facilities in arrivals/ departures areas.
Executive Summary
Actions to Improve Access Transport
Implementing Tourism Strategy 2003 to 2012 First Rolling Action Plan 2003-2005
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4 * Additional Air-Routes: Actively pursue the best Tourism Ireland in Immediate and ongoing and for prospects for additional route access into Ireland from conjunction with airlines inclusion in operational plans of
Mainland Europe and Britain with airport authorities and and airport authorities Tourism State Agencies and
air carriers, including low fare airlines that demonstrate an Airport Authorities for 2004 and
ability to develop and sustain new routes and carry subsequently
significantly increased numbers of visitors. ( Strategic
Success Driver 6 also refers)
5 Regulation of Sea Ports: Appoint a regulator, similar Department of Before end 2003 to that for aviation, to regulate port charges with a specific Communications, Marine
mandate to enhance facilities, services, competitiveness and Natural Resources
and transparency.
6 Visitor Facilities at Seaports: Develop a programme Port Authorities By start of 2004 season to improve facilities for visitors at major seaports including
information on arrival, improved reception facilities, easier
and more attractive access through the ports.
Strategic Success Driver 3 Access Transport ( Internal) continued
Objective To ensure that tourism priorities are reflected in national infrastructural development plans in order to improve internal travel arrangements and facilities for tourists
Rationale Direct, easy and affordable access to all tourism areas within Ireland, through improvements in roads, sign-posting, public transport and domestic transport links, is
essential if regionality targets are to be achieved. Management of tourism flows and
congestion in developed tourist areas, especially in peak season, must also be addressed in
terms of the impact on sustainability.
Actions Lead Role Milestones/ Timeframe
7 * National Roads: Improve and upgrade the National Department of Transport/ Tourism priorities reflected in the Roads Programme and, in particular, accelerate actions to Department of Environment, 2004 Roads Programme
achieve the early completion of the Dublin M50 orbital Heritage and Local
route and the route network around international air and Government
sea access points and routes/ centres of high tourism
demand ( e. g. Kerry, Connemara and the mid-West
including regional and inter-regional links to Shannon
Airport) . ( Strategic Success Driver 1 also refers)
* Actions that support more than one driver of successful tourism development are denoted by an asterisk *
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Actions Lead Role Milestones/ Timeframe
8 * Signposting: Prioritise major tourism routes in the Department of Transport/ 2004 annual reports to include National and Regional Road Signposting Programmes Department of Environment, progress on meeting tourism
and provide annual progress report on implementation Heritage & Local priorities
with particular reference to tourism routes. ( Strategic Government
Success Driver 1 also refers)
9 Bus Services: Bus Eireann should work more closely Bus Eireann in consultation By start of 2004 season with the Regional Tourism Authorities to improve bus with Regional Tourism
services to, and within, key tourist destinations. Authorities
10 Rail Travel, Facilities and Customer Services: Irish Rail Immediate and ongoing A significant upgrading of station facilities, passenger
communications and rolling stock on main inter-urban
routes is required which, for example, makes provision for
simplified ticketing arrangements for tourists to allow
greater interchange between bus and rail services
the priority delivery of electronic information systems
at key transport locations for journey planning and
on board trains
ensuring sufficient and adequate seating and luggage
facilities for all passengers on inter-urban routes
higher standards of service in terms of punctuality,
cleanliness, reliability, frequency and comfort of trains
and stations and more independent monitoring of
customer service charters
the priority deployment of modern rolling stock on
key tourist routes.
11 Dublin Airport Metro Link: Accelerate proposals Department of Transport Decision in principle to proceed by for developing a metro link between Dublin airport and end 2003
Dublin city centre with provision for ease of transfer to
national road, rail and bus services.
* Actions that support more than one driver of successful tourism development are denoted by an asterisk *
Executive Summary
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Strategic Success Driver 4 Information and Communication Technologies
Objective To accelerate the exploitation of the potential of information and communication technologies and e-commerce for the tourism industry
Rationale The use of internet-based technologies remains at an early stage of development across the majority of operators in Irish tourism. The impact of information and communication
technologies on tourism will intensify in the years ahead. Enterprises that have the
capability to effectively use information and communication technologies in areas such as
customer relations management, marketing, payment, cost control, accounting, training
and human resource management, will have a competitive advantage.
Actions Lead Role Milestones/ Timeframe
1 Information and Communication Technologies Fáilte Ireland/ Tourism Early 2004 and ongoing Development Programme: Develop a programme Ireland
with the industry to maximise the use of information and
communication technologies for training, marketing and
customer relations management, including a strong
demonstration campaign, co-operative networks and
shared databases, web-based training and the alignment
of websites. Fáilte Ireland will have the enterprise facing
role and Tourism Ireland will have the market and
consumer facing role
2 Support Programme: Support the industry in the Fáilte Ireland In 2004 and ongoing introduction and development of effective customer
friendly e-commerce applications and in building
capability in their use.
3 Co-operative Networks: Promote best practice The Tourism Industry Details of case studies published models of co-operative networks in the application of Representative Bodies in 2004
information and communication technologies and
e-commerce strategies.
4 Training Courses New Technologies: : Fáilte Ireland Early 2004 Ensure that training courses operated directly, or
supported, by Fáilte Ireland involve a computer use
and operation module
Make it an objective that graduates from Fáilte Ireland
operated or supported courses are proficient in the use
and application of new technologies in the industry.
Implementing Tourism Strategy 2003 to 2012 First Rolling Action Plan 2003-2005
Actions to Improve the Use of Information and Communication Technologies
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Actions Lead Role Milestones/ Timeframe
5 Leadership Role for State Agencies: Fáilte Ireland Fáilte Ireland Immediate and ongoing and Tourism Ireland should be seen as strong leaders in / Tourism Ireland
the application of information and communication
technologies in all aspects of their business including
operations, communications, training and the standards
of their web-sites/ portals.
6 Award/ Recognition Schemes: Fáilte Ireland should Fáilte Ireland Programme initiated in 2004 establish, promote and widely communicate awards to
acknowledge excellence in the application of information
and communication technologies in different areas of
tourism including hotels, other accommodation, visitor
centres etc.
Executive Summary
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Strategic Success Driver 5 Product Development and Innovation
Objective To ensure that the tourism product which Ireland offers to overseas and domestic customers provides, and continues to provide, a positive and memorable experience
beyond their expectations
Rationale The Irish tourism product is highly diverse, built around the three pillars of people, pace and place. It encompasses the natural and built environment, a wide range of hospitality
products and services, a range of visitor attractions and cultural facilities, transport facilities
and, importantly, the interaction with people. The tourism product is the fundamental
determinant of the tourist customer experience on which the success of the Irish tourism
industry rests.
Actions Lead Role Milestones/ Timeframe
1 * Reinvestment in Capital Stock: In order to Fáilte Ireland/ Tourism Immediate and ongoing maintain and enhance the standards of the capital stock Industry Representative
in Irish tourism, strongly promote reinvestment in plant Bodies/ Regional
and equipment with the aid of the accelerated tax write-Tourism Authorities
offs available. ( Strategic Success Driver 1 also refers)
2 Innovation Fund: Establish, on a pilot basis, for a 3 Fáilte Ireland 2004-2006 year period, an innovation fund to promote and support
on a competitive basis, the development of tourism
products that are new to the Irish market, have a clear
potential to attract additional visitors and incorporate
best practice particularly in terms of environmental
sustainability, accessibility for tourists with disabilities
and equality in service provision.
3 Product Clusters: In order to address the under Groups of Tourism Product Immediate and ongoing -utilisation of certain historical, cultural and sporting Suppliers/ Regional Tourism
attractions and facilities, it is essential to achieve a better Authorities/ Fáilte Ireland
presentation and more integrated and cooperative
marketing of clusters of products that complement each
other and broaden the offerings available to visitors,
including those with disabilities. The clusters can be
single product ( e. g. golf, heritage etc. ) or multi-product
( e. g. golf/ health-related, culture/ heritage etc. ) and could
be promoted and supported at regional level or on an
all-island basis.
* Actions that support more than one driver of successful tourism development are denoted by an asterisk *
Implementing Tourism Strategy 2003 to 2012 First Rolling Action Plan 2003-2005
Actions to Support Product Development and Innovation
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Actions Lead Role Milestones/ Timeframe
4 Product Research: Identify international trends in the Fáilte Ireland/ Tourism Immediate and ongoing supply and demand of tourism products ( to anticipate/ Ireland / Tourism Industry
meet emerging best prospects such as demand for Representative Bodies
well being and health breaks, quality destinations for city jointly
breaks, car touring, cruising) particularly in the markets
against which Ireland competes. Communicate this
information widely within the tourism industry in Ireland
and use it to support product development and market
development plans.
5 * National Conference Centre: Finalise quickly, Department of Arts, Sport Complete by early/ mid 2004 the efficiently and effectively the Government announced and Tourism selection, following open
commitment to establish a National Conference Centre competition, of private sector
in Dublin in partnership with private sector investors. partners
( Strategic Success Driver 1 also refers)
6 * National Sports Stadium: In order to better Department of Arts, Sport Decision in principle by end 2003 exploit the visitor attraction and overseas marketing and Tourism in partnership
potential of major field-based sporting events of with the main field sports
international interest, finalise on the basis of objective, organisations
value for money, marketing and environmental analysis,
a decision on the provision of a National Sports Stadium
in Dublin. ( Strategic Success Driver 1 also refers)
7 Access Rights: Establish clear guidelines and codes of Department of Community, Complete guidelines by start of practice on rights of access for visitors to the countryside, Rural and Gaeltacht Affairs 2004 season
hills, mountains, coast and State-owned forestry and bring in consultation with farm
clarity to the legal position in relation to public liability. organisations, Local
Authorities, Regional
Tourism Authorities and
Coillte and Fáilte Ireland
8 UNESCO World Heritage Site Designation: Department of the Immediate and ongoing. Put in place the consultation, management and Environment, Heritage and Seek an additional designation
conservation arrangements necessary to achieve the Local Government by 2005
designation of additional sites in Ireland as UNESCO
World Heritage Sites, to add to the two so designated at
present Boyne Valley and Skellig Michael. .
* Actions that support more than one driver of successful tourism development are denoted by an asterisk *
Executive Summary
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Actions Lead Role Milestones/ Timeframe
9 Litter: In order to address an issue of frequently Department of Environment, Immediate and ongoing expressed concern to tourists and building on the success Heritage & Local
of the plastic bag levy and the expressed commitment Government/ Local
of the Minister for the Environment, Heritage and Local Authorities/ Regional
Government and his Department to intensify anti-litter Tourism Authorities/
measures Tourism Industry
Local Authorities should further strengthen their actions Representative Bodies
in co-operation with local business and commercial
sectors including those engaged in tourism, and with
greater public participation, to tackle litter pollution
-with a particular focus on fast tracking projects in
established tourist areas
the Regional Tourism Authorities should ensure that
litter abatement is kept at the top of tourism
development priorities throughout their regions,
support periodic surveys of litter pollution and follow
through on the necessary abatement measures.
10 Working Closely with the Planning Authorities: Fáilte Ireland/ Regional Immediate and ongoing In order to support the sensible conservation of the Tourism Authorities
natural and built environment which is a fundamental
foundation of Ireland' s tourism industry, the Tourism State
Agencies should work more closely with county, city and
urban planning authorities in the preparation and
implementation of their development and litter abatement
plans and in the operation of planning control, particularly
in areas of visual amenity and historical importance.
In doing so, the Agencies would renew a role they
previously undertook with significant benefits to the
tourism industry but which has been less strongly pursued
by them in recent years.
11 The Tourism Industry and the Environment: Tourism Industry Immediate and ongoing A top-class environment awareness and promotion Representative Bodies
programme should be put in place by the Tourism
Industry Representative Bodies which emphasises the
importance of environmental conservation to the future
of Irish tourism and which provides a series of guidelines
on good environmental management practice, covering
areas such as waste-management, energy use and
conservation, litter abatement, and the design principles
for buildings and facilities.
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Actions Lead Role Milestones/ Timeframe
12 Hotel and Guesthouse Classification: In order to Fáilte Ireland New classification system agreed underpin the increased emphasis on quality of product with industry by mid-2004
and service on which Irish tourism must compete in a
higher cost national environment, Fáilte Ireland should,
in close consultation with the industry, put in place a
mandatory classification system for hotels and guesthouses
on the basis of the best up-to-date criteria.
13 A Unified Representation Structure for the The B& B representative By early 2004 B& B Sector: In order to better develop and promote bodies
the important and unique product which the B& B sector
offers to tourists, there is a strong case for the different
groups representing the sector to come together into a
more unified and single structure to more effectively
represent their industry and work closely with Fáilte Ireland
and Tourism Ireland for that purpose.
14 Cultural and Artistic Infrastructure of Dublin: In order to narrow the gap in cultural and artistic
infrastructure which exists between Dublin and other
capital cities in Europe, early decisions should be taken
to secure
the redevelopment of the Abbey Theatre Department of Arts, Decision to proceed with public
Sport and Tourism private partnership by mid 2004
the relocation of the National Concert Hall. Department of Arts, Decision to proceed by end 2003
Sport and Tourism
15 Product Development Scheme: In order to Fáilte Ireland Immediate accelerate the processing of applications for grants under
the Tourism Product Development Scheme 2002-2006,
primarily in non-traditional tourism areas, Fáilte Ireland
should allocate additional resources to make early
decisions on the applications that were received in 2002.
Executive Summary
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Strategic Success Driver 6 Marketing and Promotion
Objective To focus marketing and promotion activities on the market prospects and segments which hold the characteristics and potential to best meet the expenditure, visitor number and
regionality objectives of Irish tourism policy
Rationale Marketing links Ireland' s tourism product with potential overseas and domestic customers. The tourism sector is highly diverse with a predominance of small enterprises which lack
the individual scale, resources and knowledge to engage effectively in international
marketing. Partnership arrangements and State support are, therefore, appropriate in
marketing tourism products. The State has a particular responsibility in supporting
destination marketing to the island of Ireland in partnership with the Northern Ireland
authorities and representatives of the various segments of the tourism industry.
Actions Lead Role Milestones/ Timeframe
1 Market Focus: Continue to concentrate overseas Tourism Ireland Immediate and ongoing marketing expenditure on the British and US markets / Fáilte Ireland
which account for over 70% of visitor numbers. In doing
so, continue to work to ensure better integration with the
co-operative marketing and promotion strategies of
different segments of the tourism industry at national and
regional levels, including the car-brought market from
Britain, major sporting, artistic and cultural events
and by strengthening the role of the niche product
marketing groups.
2 Mainland Europe: Undertake a fundamental review of Tourism Ireland in Complete by early 2004 marketing and promotion operations in key Mainland consultation with
Europe markets where market share and market capture Department of Arts, Sport
has remained relatively low, stagnant or fallen over the and Tourism and Tourism
past decade and where the perception of visitors with Industry Representative
respect to tourism product in Ireland is below average. Bodies
3 * Partnerships with Airline Industry: Tourism Ireland in Immediate and ongoing Work closely with air carriers, including low fare conjunction with airlines
airlines and airport authorities, to identify new direct and airport authorities
routes with high visitor market prospects which are
sustainable from/ to Britain, Mainland Europe and the
US and the marketing and cost/ price requirements
necessary to effectively exploit this potential.
( Strategic Success Driver 3 also refers)
Encourage airlines providing direct routes from/ to
Europe from Australia, New Zealand and the Far East
to have attractive through route fare arrangements
to Ireland.
* Actions that support more than one driver of successful tourism development are denoted by an asterisk *
Implementing Tourism Strategy 2003 to 2012 First Rolling Action Plan 2003-2005
Actions to Support Marketing and Promotion
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Actions Lead Role Milestones/ Timeframe
4 All-island Marketing Initiatives: Promote more Tourism Ireland/ Tourism Immediate strongly the development and marketing of clusters of Industry Representative
complementary products on the island of Ireland in areas Bodies North and South
such as cultural facilities ( museums, music festivals, theatre
events) and sporting facilities ( golf, angling, walking) .
5 * Customer Relations Management: Put in place Fáilte Ireland By end 2003 a programme to upgrade the capability of tourism
enterprises in customer relations management including
the strong and effective use of computer-based CRM
systems. ( Strategic Success Driver 4 also refers)
6 E-Marketing: Enhance e-marketing capability to ensure Tourism Ireland/ Immediate and ongoing that potential and repeat international and domestic Fáilte Ireland
customers receive world class information services and can
be easily directed to online purchasing services for the full
range of Irish tourism products/ packages/ flights and ferries.
7 Gulliver: In order to address the expressed concerns of Gulliver/ B& B Immediate certain segments of the tourism industry and to enhance Representative Bodies
the contribution of the Gulliver computerised information
and reservation system to meeting the needs of the
industry and individual tourists, Gulliver should meet with
representatives of the industry to clarify how this can
best be done.
8 Market Expenditure Analysis: As part of the annual Department of Arts, For 2004 and ongoing expenditure allocation process by the Department of Arts, Sport and Tourism
Sport and Tourism, the Department should undertake and
publish, in conjunction with Fáilte Ireland and Tourism
Ireland, reviews of the marketing expenditure allocated
and results achieved relative to objectives in the previous
year. The reviews should differentiate between the main
expenditure programmes and between destination and
product marketing and in each of these areas between
direct spend, outsourced spend, overheads and outturn
compared with objectives.
Executive Summary
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Actions Lead Role Milestones/ Timeframe
9 Agility/ Flexibility: Maintain and enhance the capacity Department of Arts, Sport Immediate and ongoing demonstrated in recent years to respond to unforeseen and Tourism/ Tourism Ireland
market changes at home and overseas by the timely
reprioritisation of marketing activities and associated
expenditure allocations, including the use of contingency
funding.
10 Market Share Analysis: The Tourism State Agencies Tourism State Agencies/ Immediate and ongoing should monitor market share performance at operational Department of Arts, Sport
level in all markets ( geographical, segment, product/ niche) and Tourism
with a view to the information gathered being used by the
Department of Arts, Sport and Tourism and the Agencies
as a trigger for review, analysis and action response where
negative trends emerge.
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Strategic Success Driver 7 The People in Tourism
Objective To ensure that the people working in tourism in Ireland operate to the highest international standards of professionalism and that the generally highly positive experience
of tourists with the people they meet in Ireland, well-documented in successive surveys
over the years, is maintained and enhanced
Rationale Tourism is an industry in which the attitudes, competence, enterprise, innovation, hospitality and friendliness of the people in it are an intrinsic part of the product itself. The
people in tourism are at the heart of the tourist experience in Ireland and the ultimate
determinant of the quality of that experience.
Actions Lead Role Milestones/ Timeframe
1 Human Resource Development Strategy: Fáilte Ireland ( with 2004 Programme In order to further strengthen the human resource base, Tourism Industry
standards of performance and professionalism of Irish Representative Bodies
tourism and in the context of the extended organisational and training and
remit and development responsibilities which have education providers)
recently been allocated to Fáilte Ireland, a new Human
Resource Strategy should be put in place which
supports the development of professional career paths
for key occupations in the tourism sector and provides
clear, flexible and relevant courses and programmes
leading to National Qualifications which hold
international recognition for excellence
positions the industry as a highly attractive career
choice through the excellence of its induction and
in-career training, the provision and support of
internationally recognised qualifications, clear career
progression paths and opportunities within and across
the different functional areas and the promotion of
good work practices including employee participation
in decisions that affect their work
provides a focus for leading, instigating and
influencing the education and training policy and
practices of the State and private sectors to enhance
capability at all levels in the industry through quality
assurance, facilitation and support for training and
development interventions
stimulates actions aimed at achieving more and better
training within the tourism industry
Executive Summary
Implementing Tourism Strategy 2003 to 2012 First Rolling Action Plan 2003-2005
Actions to Support Human Resource ( People) Capability
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Actions Lead Role Milestones/ Timeframe
emphasises the particular importance of communication
and inter-personal skills in tourism in recruiting new
employees and in training existing employees
ensures the delivery of training programmes for
existing employees at times and places convenient to
the needs of enterprises and employees
takes full advantage of the significant potential of
distance based e-learning in training and educational
programmes
supports the development of partnership arrangements
between management and other employees as a
means of employee incentivisation and of enhanced
business performance by tourism enterprises
promotes training networks of tourism enterprises in
conjunction with the Tourism Industry Representative
Bodies
evaluates the impact of the full range of education and
training supports and services provided at national,
regional and local levels with a view to streamlining
their availability and operation.
2 National Recruitment Plan: Establish a Tourism Fáilte Ireland Immediate Career Promotions Group comprised of key stakeholders,
including students, to formulate a National Recruitment
Plan, designed to intensify and strengthen linkages with
schools, communities and career guidance services.
3 Managing Cultural Diversity: Develop and Fáilte Ireland/ Tourism Immediate implement a strategy and detailed implementation Industry Representative
programme to provide for the integration of non-national Bodies
employees within the work-place and more widely in our
society in a way that recognises and supports cultural
diversity and enhances their personal and professional
development and their potential to add a new and
valuable dimension to traditional Irish tourism values.
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Strategic Success Driver 8 The Government Sector
Objective To improve and enhance the effectiveness of Government leadership and interventions in promoting tourism
Rationale Government policies and actions across a wide range of areas strongly affect the development of tourism. It is essential to put in place new organisational and operational
arrangements which more fully acknowledge and reflect the importance of tourism as an
instrument of national and regional development and which improve the effectiveness of
Government interventions which support the development of tourism.
Actions Lead Role Milestones/ Timeframe
1 * Redefine the scope of Tourism Policy: Because Department of Arts, Sport Immediate and Ongoing of the significant impact on tourism of a wide range of and Tourism
Government activities that are the responsibility of a
number of different Government Departments, the scope
of tourism policy should be redefined beyond its
traditional domain within a " Department of Tourism" to
encompass all areas of Government activity that impact in
a significant way on tourism. ( Strategic Success Driver 1
also refers)
2 Strengthen the capacity and role of the Department of Arts, Sport Immediate Tourism Division of the Department of Arts, and Tourism
Sport and Tourism: The Division of the Department of Arts, Sport and Tourism dealing with tourism matters
requires to be strengthened
to include additional people with the wider range of
analytical skills and competencies required to deal with
the more extensive scope of Government activities
encompassed within the wider definition of tourism
policy advocated in this Report
to follow through effectively on the recommendations
of this Report in consultation with a number of other
Government Departments and agencies and with the
industry itself
to interact more effectively with other Government
Departments and agencies on issues important to the
development of tourism.
* Actions that support more than one driver of successful tourism development are denoted by and asterix *
Executive Summary
Implementing Tourism Strategy 2003 to 2012 First Rolling Action Plan 2003-2005
Actions to Support More Effective Government Leadership and Interventions in Promoting Tourism
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Actions Lead Role Milestones/ Timeframe
3 Tourism and the National Competitiveness Department of the Immediate Council: In order to strengthen the focus of Government Taoiseach/ Department of
policies in supporting competitiveness in tourism, the Arts, Sport and Tourism
Department of Arts, Sport and Tourism should be included
among the Government Departments in attendance and
participating at meetings of the National Competitiveness
Council which reports directly to the Taoiseach on issues
affecting the competitiveness of the economy and its
different sectors.
4 Inter-Departmental Bilateral Consultation Department of Arts, Sport Immediate Arrangements: Establish standing consultation and Tourism
arrangements between the Department of Arts, Sport and
Tourism and the Government Departments/ Agencies
whose activities most impact on tourism including the
Department of Finance, Department of Transport and
Department of Environment, Heritage and Local
Government.
5 Fáilte Ireland: Following the recent amalgamation of Fáilte Ireland Immediate Bord Fáilte and CERT into a single organisation for the
development of tourism in Ireland, the organisational
structure for the new body should be quickly finalised
taking account of the new strategy and action plan that
flows from this Report.
6 Regional Tourism Authorities: Establish a closer Fáilte Ireland Early 2004 correlation between the identified core visitor servicing
and development functions provided by the Regional
Tourism Authorities and the State financial support
provided to them through Fáilte Ireland. Agree the new
regional structures for the discharge of Fáilte Ireland' s
functions and determine the appropriate relationships
and arrangements at regional level.
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Actions Lead Role Milestones/ Timeframe
7 Regional/ Sub-National Structure: In order to more Department of Arts, Sport Immediate effectively harness the depth of knowledge, interest and and Tourism/ Fáilte Ireland
commitment to the development of tourism at regional,
county and sub-county level, it is essential that an early
review of the functions, activities and interactions of the
many bodies involved in tourism promotion and
development be undertaken as a matter of urgency.
The key principles underlying the review required should
encompass the following
a clear definition of the roles and functions of different
bodies involved in the promotion and development of
tourism at regional and local levels
the identification of areas of overlap and duplication
together with the actions required to remove such
overlap and duplication. The establishment of a
coherent framework ( e. g. in the form of regional
tourism plans) within which the roles, functions and
specific actions of the different bodies active in tourism
promotion and development at regional level are
articulated and coordinated
the establishment of a forum and supporting
organisational structure at regional, county and local
tourism development level to develop the coherent
framework required, to monitor its implementation
and to coordinate effectively the range of activities
undertaken by different bodies.
Executive Summary
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Implementing Tourism Strategy 2003 to 2012 First Rolling Action Plan 2003-2005
Actions to Improve the Quality of Information, Intelligence and Research
Strategic Success Driver 9 Information, Intelligence & Research
Objective To provide the essential foundations of comparative data, knowledge and intelligence on which to develop the policies and actions by both the public and private sectors that promote
tourism across the full range of the nine strategic success drivers outlined in this Report
Rationale Good policy and development decisions by both Government and the private sector depend on a good base of data, knowledge and intelligence relevant to the tourism
industry in Ireland and internationally.
Actions Lead Role Milestones/ Timeframe
1 Research, Advisory and Co-ordination Group: Department of Arts, Sport By end 2003 Set up a Research Advisory and Co-ordination Group, with and Tourism
representatives of the industry, Tourism State Agencies,
relevant Government Departments and the research
community in third level education to identify information
and research gaps.
2 Research Register: Compile, maintain and publish a Fáilte Ireland Initial database published in 2004 comprehensive database on information and research
relevant to Irish tourism recently completed, under way
and planned.
3 Tourism Satellite Accounts: In order to more Fáilte Ireland and Tourism Feasibility study and action plan to accurately reflect the importance and contribution of Ireland in consultation with be completed by early 2004
tourism to national economic development, a revised the Central Statistics Office
approach to the quantification of the economic
contribution of tourism in national accounting terms
through the use of the Tourism Satellite Accounts ( TSAs 2 )
model developed by the WTO should be put in place.
2 A Tourism Satellite Account is a set of detailed tables, consistent with National Accounts, focussed on estimating flows of money relating to tourism
activity. They provide better quality information as they reconcile both demand ( from surveys of tourists' expenditure) and supply ( i. e. goods and supplies from surveys of businesses) .
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Objective To drive forward and monitor the effective implementation of actions recommended in this Action Plan and to put in place a process to ensure continuing review of strategy to reflect
changing circumstances.
Rationale The strategy and recommended actions set out in this Report encompass a wide and complex range of issues. These will require to be followed through with resolution,
commitment and energy if they are to effectively support and sustain the further
development of Irish tourism as a major sector of opportunity for enterprise and
investment and as a powerful instrument of national and regional development.
Actions Lead Role Milestones/ Timeframe
1 Implementation Group: In order to follow through Department of Arts, Sport Immediate quickly and effectively on this Report, so that it can make and Tourism
a real difference to the further development of the tourism
industry in Ireland, a high-level Implementation Group
should be established to drive forward and monitor the
recommended actions. The Implementation Group should
be representative of the tourism industry and public sector
and should
report directly to the Minister for Arts, Sport and Tourism
sit for a fixed period of no more than 2 years
( 2003-2005)
publish a report on its work, results and deliberations
at 6 monthly intervals.
2 Tourism Forum: An annual forum of the tourism Fáilte Ireland First Forum in October 2004 industry should be established to consider developments
in the sector and, to review performance in the
implementation of the new strategy in the context of these
developments. The first forum should be established in
October 2004, 12 months after the publication of this
Report.
Executive Summary
Implementing Tourism Strategy 2003 to 2012 First Rolling Action Plan 2003-2005
Implementation Arrangements
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The establishment of the Tourism Policy Review Group was
announced by the Minister for Arts, Sport and Tourism at
the end of December 2002 and convened its first meeting
on 28 January 2003.
The Review Group met on 10 occasions. This included two
and a half days of bilateral meetings with the following 17
key representative groups and companies associated with
the development of tourism in Ireland.
The Review Group convened an all-day Open Public Forum
on 14 April 2003 that was attended by over 100 people.
Invitations to the Open Forum were pre-advertised in the
national press. The Forum covered the following four themes
Marketing and Access
Tourism Product and People in Tourism
Value for Money and Competitiveness
Sustainable Tourism and Regional Development.
The Review Group also invited, by advertisement in the
national press, written submissions in connection with its
work. It received over 100 written submissions from
interested parties, to whom the Review Group is indebted.
The submissions are available on the Review Group' s
website. ( www. tourismreview. ie)
In addition to the written submissions and comments made
in response to the public invitation, the Review Group also
considered a range of detailed material prepared by its
Secretariat, drawn from the Department of Arts, Sport and
Tourism, Fáilte Ireland and Tourism Ireland. Some
supplementary consultancy work in specialist areas was also
commissioned.
As requested by the Minster for Arts, Sport and Tourism at
the inaugural meeting, the Review Group published an
Interim Report on 28 May 2003. This was prepared
following the consultation phase of the assigned task,
during which time the Review Group developed a number
of initial conclusions and interim recommendations. The
Interim Report is available on the Review Group' s website
( www. tourismreview. ie)
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Appendix A Background to Establishment of Review Group and Working Procedures
Aer Lingus
Aer Rianta
British Tourism Marketing
Partnership
European Tourism
Marketing Partnership
Irish Farmhouse Holidays
Association
Irish Ferries
Irish Hotels Federation
Irish Tour Operators
Association
Irish Tourist Industry
Confederation
National Association of
Regional Tourism
Authorities
Ryanair
Shannon Development
SIPTU
Stena Line
The Arts Council
Town and Country
Homes Association
US Tourism Marketing
Partnership
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Phase 1 Review of Tourism Performance and Prospects
Assess the performance and economic impact of the
tourism sector in Ireland over the past 10 years in
terms of categories of visitor ( overseas and domestic) ,
revenue earnings, sectoral and geographical source
markets and internal regional distribution, including
international comparisons and movements in Ireland s
share of key source markets
Assess the formulation and evolution of tourism policy
and the evolution of, and contribution by, the industry
to the development of the sector
Assess the trends in the international competitiveness
of the Irish tourism product over the past 10 years and
future prospects in terms of value for money, pricing,
quality and service levels
Assess the future tourism market potential for Ireland in
terms of priority source markets, categories of visitors,
changes in holiday taking trends and level of
international competition
Identify total public and private funding for tourism
development over the past 10 years, the sources and
modes of delivery and any value for money
assessments.
Phase 2 Strategy for Future Sustainable Development
of the Sector
Identify the key elements of a strategy, both industry-led
and Government-led, for the further sustainable
development of tourism in Ireland, under the following
headings and including controllable sector specific issues
product utilisation, development and innovation
business capability ( including human resource
development and training)
enhancing international competitiveness in terms
of value for money, pricing, quality standards and
service levels
marketing
access transport
infrastructural and environmental requirements
statistics, research and planning
institutional development arrangements, including
regional structures and coordination of support
measures
Identify appropriate actions and recommendations for
the implementation of the future strategy.
Tourism Policy Review Group
Appendix B Terms of Reference
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Notes
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