Document Outline

• INTRODUCTION BY SECRETARY GENERAL
• INTRODUCTION
• THE DEPARTMENT
• CUSTOMERS AND CLIENTS
• CROSS-CUTTING ISSUES
• ORGANISATIONAL CHALLENGES
• þÿ
• MISSION AND GOALS
  • MISSION
  • GOALS
• Divisional business plans (encompassing key tasks; targets and resource priorities) will cascade these goals and strategies throughout the entire organisation.SECTORAL FOCUS
  • TOURISM
    • Strategy
    • Outputs
    • Performance Indicators
    • Strategy
    • Outputs
    • Performance Indicators
    • Strategy
    • Outputs
    • Performance Indicators
• CORPORATE SERVICES
  • • Strategy
    • Outputs
    • Performance Indicators
  • INSERT:
    • • • • • • • Contact Details for individual sections of the Department (as at January 2003)
  • SECTION/UNIT
  • MAIN RESPONSIBILITIES
  • TEL NO. (01) 631 +
  • FAX NO. (01) +
  • AGENCY/BODY
  • CONTACT DETAILS
  • MAIN RESPONSIBILITIES
    • • • • • 70 Merrion SquareDublin 2

Pages 1--45 from Department of Tourism, Sport and Recreation

MISSION STATEMENT

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

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TABLE OF CONTENTS
Foreword
Introduction
The Department
Customers and Clients
Cross-cutting Issues
Organisational Challenges
The Department's Working Environment
Mission and Goals
Sectoral Focus:
. Tourism .
Arts & Cultural Institutions . Sport

Corporate Services
Appendices:
. Organisational Structure – Appendix 1 .
Breakdown of staff by grade and gender – Appendix 2 . Executive Agencies/ Related Bodies – Appendix 3

. Extracts from The Programme for Government 2002 – Appendix 4
Insert (to allow for updating over lifetime of Statement):
. Contact details for individual sections of the Department .
Contact details for bodies within or under the aegis of the Department

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FOREWORD BY MINISTER
I welcome the publication of the first Statement of Strategy for the Department of Arts, Sport
and Tourism which was established in June 2002. It sets out a series of planned actions in
the arts, sports and tourism sectors over the next few years to deliver on the commitments
for these sectors as set out in the Agreed Programme for Government, the National
Development Plan 2000-2006 and 'Sustaining Progress', the Social Partnership Agreement
2003-2005.

In the words of the Department's Mission Statement, each sector has a unique contribution
to make to the economic, social and cultural progress of Irish society and to the enrichment
of its quality of life through promoting sustainable tourism, encouraging sporting and artistic
excellence and facilitating greater access to sports and the arts.

There are clear opportunities for developing synergies between the sectors and I look
forward very much to their realisation over the next few years. In particular, I look to the
publication of the report of the High-Level Tourism Policy Review Group later this year to
chart a new direction for tourism policy. The publication of the Irish Sports Council's
Strategic Plan 'Sport for Life' in April 2003, the enactment by the Oireachtas of the Arts Act
2003 and the appointment of a new Arts Council all mark important milestones for the further
growth of these sectors.

I look forward very much to working with my Department and its associated Agencies to
deliver on the challenging objectives set out in this Statement of Strategy.

John O'Donoghue, Minister for Arts, Sport and Tourism.

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INTRODUCTION BY SECRETARY GENERAL
The Department of Arts, Sport and Tourism was established in June 2002 bringing together
certain functions and staff of the former Departments of Tourism, Sport and Recreation
(tourism and sport), and Arts, Heritage, Gaeltacht and the Islands (the arts and cultural
institutions), with the addition of Horseracing Ireland and Bord na gCon.

The establishment of a new Department of State gives rise to a series of challenges – to
bring together business units from disparate backgrounds; to forge a common corporate
identity; and to develop a shared view of the future. Thus it was for the Department of Arts,
Sport and Tourism in June 2002. Each of the three sectors of activity for which it is
responsible reaches out to our fellow citizens in a unique way. They engage with quality of
life issues which are a concomitant of economic prosperity. Our challenge is to shape the
policies and activities for optimal delivery of the objectives set for the sectors in the Agreed
Programme for Government and the National Development Plan.

This first Statement of Strategy presents an overview of the Department; summarises its
mission and mandate; outlines the context and environment in which it must pursue its
goals; and sets out the high level goals, objectives, outputs and performance indicators for
both the operational and organisational areas of the Department. In doing so, it gives focus
and consistency to divisional and sectional business planning. It also provides a reference
point for the Department's main stakeholders, including the Irish taxpayer and their public
representatives, to monitor and evaluate the effectiveness of the Department's performance
over this period.

The Statement reflects the outcome of extensive consultations with staff at all levels, the
Department's Partnership Committee and the State agencies coming within the
Department's area of responsibility. It draws on the commitments set out in the Programme
for Government agreed in June 2002, the relevant key objectives and performance
indicators under the Statements of Strategy of the former Departments of Tourism, Sport
and Recreation and Arts, Heritage, Gaeltacht and the Islands, and experience to date with
the roll-out of the Public Service modernisation programme.

Philip Furlong, Secretary General

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INTRODUCTION
The Department of Arts, Sport and Tourism was established in June 2002 bringing together
certain functions and staff of the former Departments of Tourism, Sport and Recreation
(tourism and sport), and Arts, Heritage, Gaeltacht and the Islands (the arts and cultural
institutions), with the addition of Horseracing Ireland and Bord na gCon.

This first Statement of Strategy presents an overview of the Department; summarises its
mission and mandate; outlines the context and environment in which it must pursue its
goals; and sets out the high level goals, objectives, outputs and performance indicators for
both the operational and organisational areas of the Department. In doing so it provides a
focus for, and a consistency in, divisional and sectional business planning.

By doing so, it enables management and staff to focus on achievement of Division, Section
and Personal goals and objectives over the next three years. It also provides a reference
point for the Department's main stakeholders, including the Irish taxpayer and their public
representatives, to monitor and evaluate the effectiveness of the Department's performance
over this period.

The Statement reflects the outcome of extensive consultations with staff at all levels, the
Department's Partnership Committee and the State agencies coming within the
Department's are of responsibility. It draws on the commitments set out in the Programme
for Government agreed in June 2002, the relevant key objectives and performance
indicators under the Statements of Strategy of the former Departments of Tourism, Sport
and Recreation, and Arts, Heritage, Gaeltacht and the Islands, and experience to date with
the roll-out of the Public Service modernisation programme.

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THE DEPARTMENT
When announcing the formation of a new Government in Dáil Éireann in June 2002, the
Taoiseach referred to the creation of a new Department of Arts, Sport and Tourism
comprising the sport and tourism remit of the former Department of Tourism, Sport and
Recreation and the arts and cultural institutions remit of the former Department of Arts,
Heritage, Gaeltacht and the Islands.

With the drawing together of these sectoral areas, and the addition of Horseracing Ireland
and Bord na gCon (which were formerly the responsibility of the Department of Agriculture
and Food), the Department has responsibility for:

. formulation, development and evaluation of policy for the tourism sector in the areas of
human resource development and training, marketing and promotion, product
development, institutional structures and funding and North/ South cooperation.
Implementation of these policies is primarily the responsibility of the tourism agencies
under our aegis (Bord Fáilte, CERT, Shannon Development, Tourism Ireland Ltd and,
once established, Fáilte Ireland -the National Tourism Development Authority).

. formulation, development and evaluation of policy and structures to foster and promote
the practice and appreciation of the creative and interpretative arts in Ireland; the
promotion of Irish art abroad; and the development of the Irish film industry;

. implementation of the Arts and Cultural Capital Enhancement Support Scheme
(ACCESS) and overseeing other arts and cultural investment projects around the
country;

. enabling the National Cultural Institutions, as custodians of our national cultural
inheritance, to collect, preserve, protect and present for this and future generations our
moveable heritage and cultural assets;

. formulation, development and evaluation of public policy in the sport sector; providing
the framework for service delivery through the main implementing agencies viz the
Irish Sports Council; Horseracing Ireland and Bord na gCon;

. overseeing major sports capital projects – including the National Aquatic Centre; and
administration of the Sports Capital and Local Authority Swimming Pool programmes;

As part of its ongoing activities the Department is also involved in:
. the provision of general information to sectoral actors and the public with regard to all
of the above including, guidance, clarification and/ or referral on schemes, initiatives,
programmes and policies in the areas of the arts, sport and tourism;

. the provision of advice and administrative support to the Minister, to assist him in
meeting his statutory and parliamentary obligations;

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. interaction with Oireachtas and its Committees on issues arising in connection with the
Department's remit;

. communicating the Department's policies and achievements to other Government
Departments and agencies, the media and the general public; and

. working on a cross Departmental basis in contributing to the implementation of various
Government strategies, e. g. National Children's Strategy.

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CUSTOMERS AND CLIENTS
The delivery of services and outcome of policies and strategies pursued by the Department
ultimately impact on a wide array of people, including tourists, those involved in the arts,
sporting associations and their members and the various related industries and employers.
The Department's key stakeholder and customer base comprises:

The Minister for Arts, Sport and Tourism State Agencies
Government and Ministers Tourism Representative Bodies
Members of the Oireachtas Sports Representative Bodies
North South Ministerial Council Local & Regional Bodies
Other Government Departments Cultural Institutions and their patrons
Organisations of the European Union Artistic and Creative Representative bodies
The Council of Europe

Ultimately, the Department's core focus must be on the national interest, rather than that of
any particular client or customer group. It is ultimately accountable to the citizen and
taxpayer, and in terms of policy development and actions, is required to deliver the
outcomes determined for it by the Minister, the Government and the Oireachtas of the day.

The Department is committed to delivering top quality services to our customers, both
internal and external. We will set out our plans for doing this in our first Customer Service
Charter, which is due for completion by May 2003. It will be published on the Department's
Website at www. gov. ie/ arts-sport-tourism. The Charter will set out the standards of service
which customers can expect when doing business with the Department.

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CROSS-CUTTING ISSUES
The nature of the Department's mandate is such that there are a number of important
strategic results areas where the Department interacts with other Departments and agencies
in order to implement Government policy. The key cross-cutting issues which impact on the
Department are:

AREA ISSUE KEY DEPARTMENTS
ARTS & CULTURAL
INSTITUTIONS

Creation of an appropriate legislative and
structural framework for the development of
the arts, including international and public
arts, film and the enhancement of the national
cultural infrastructure.

Finance; Foreign Affairs;
Education & Science;
Environment & Local
Government; Enterprise,
Trade & Employment;
Communications, Marine
& Natural Resources;
OPW.

SPORT
Creation of expanded opportunities to
participate in sport through facilitating the
provision of sporting facilities at local, regional
and national level with a particular emphasis
on providing facilities for young people in
disadvantaged areas. Assisting with the
provision of sports programmes through the
Irish Sports Council and the development of
the horse racing and greyhound industries
through Horseracing Ireland and Bord na
gCon. Creation of an environment in which
wide-ranging participation in sporting activities
can exercise a positive influence on the
physical and mental well-being of the nation.

Finance; Education &
Science; Environment &
Local Government;
Health & Children;
Communications, Marine
& Natural Resources;
OPW; Chief State
Solicitors Office; Revenue
Commissioners.

TOURISM
Encouraging the development of competitively
priced, regular access to and from our main
markets; provision of infrastructure to support
use of visitor attractions and tourist areas; the
development, and appropriate management,
of a range of heritage activities capable of
being marketed overseas; pursuit of an
environmental policy which accommodates
the sensitive development and expansion of
tourism with opportunities for the development
of rural tourism and the enjoyment of natural
resources for tourism and sport

Finance; Transport;
Communications, Marine
& Natural Resources;
Environment & Local
Government; Agriculture
& Food; Justice, Equality
& Law Reform;
Enterprise, Trade &
Employment; Foreign
Affairs; Community, Rural
& Gaeltacht Affairs.

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resources for tourism and sport.
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ORGANISATIONAL CHALLENGES
Gross provision in the 2003 Estimates for the services for which the Department is
responsible is in excess of €400 million including €20 million to meet Departmental running
costs.

A new organisational structure has been put in place which reflects the size and remit of the
new Department and its operating environment to respond to the following main challenges
over the next three years:

. completion of the recently announced major strategic review of the tourism sector;
. the move from sectoral to regionally based programming under the new NDP and the
resulting change in the Department's role in monitoring and implementing NDP
programmes relating to specific initiatives in the arts, sport and tourism areas;

. the establishment over the past three years of entities such as the Irish Sports Council,
Campus Stadium Ireland, Horseracing Ireland, Tourism Ireland Ltd. and the Council of
National Cultural Institutions (CNCI), and major proposed initiatives such as Fáilte
Ireland -the National Tourism Development Authority;

. the redevelopment of the Abbey Theatre and the long-term strategic development of
the National Concert Hall;

. continuing investment in the National Cultural Institutions to provide upgraded facilities
for displaying, conserving and storing major art and heritage items;

. the need to develop a strong audit resource within the Department to meet all
requirements in relation to Exchequer and EU expenditure; and to strengthen internal
audit and evaluation capabilities generally in the light of the significant expansion in
Departmental Vote expenditures;

. the heightened emphasis over the coming three years on human resource
development, financial management and e-government as part of the Civil Service-wide
modernisation programme;

The organisational structure of the Department, which is set out at Appendix 1, is designed
to achieve optimal deployment of resources in pursuit of its goals and objectives, and to
underpin it's strategic role in all the sectors covered by its remit, by concentrating resources
where the Department can provide real value added to the work of the various agencies,
organisations and groupings working in these sectors. The structure will be subject to
ongoing review to ensure that it continues to reflect the optimum structure in terms of
meeting the business objectives of the Department. While the Department's core staffing
level is 454 staffing numbers stood at 426 on 31 st December 2002 (a detailed breakdown by
grade and gender is included at Appendix 2). The Department will at all times strive to
ensure the most effective internal use of all the resources available to it.

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THE DEPARTMENT'S WORKING ENVIRONMENT
The Programme for Government 2002 provides the framework for management of the
sectoral issues falling within the Department's remit (see Appendix 4), including:

. The Arts and National Cultural Institutions – to develop and sustain the increased level
of activity in the practice and appreciation of the arts around the country; supporting as
resources permit the implementation of the third Arts Plan prepared by the Arts
Council; enactment of the new Arts Bill; rebuilding our national theatre, the Abbey, the
long-term strategic development of the National Concert Hall; and support for the Irish
film industry.

. Sport – to continue investment in appropriate sports facilities around the country,
particularly at a local level and to put in place a long-term strategy, incorporating a
national audit of local facilities, to ensure development of necessary facilities;
increased participation; maintaining high performance levels and the construction of a
world-class national stadium;

. Tourism – to broaden our source markets, foster expansion and competition on access
routes; support Tourism Ireland Ltd. in promoting the whole island of Ireland as a
destination; the sensitive development of tourist areas and environmental best
practice.

In addition, the Department's agenda embraces the relevant provisions of the Arts Acts,
1951 & 1973 (and the provisions of the Arts Bill 2002 when enacted), the Film Board Act,
1980, the Film Board Amendment Acts, 1993-2000, the National Cultural Institutions Act,
1997, the Irish Sports Council Act, 1999, the Greyhound Industry Act, 1958, the Irish Horse
Racing Industry Act, 1999, the Horse and Greyhound Racing Act, 2001, the Tourist Traffic
Acts, 1939-98 (some sections of which will be replaced by the provisions of the National
Tourism Development Authority Bill, 2002 when enacted) and by general primary legislation
such as the Ministers and Secretaries Acts, the C& AG Amendment Act, 1983, the Public
Service Management Act, 1997, the Freedom of Information Act, 1997 and the Ethics in
Public Office Act, 1995.

Among the external factors which are likely to shape the Department's activities over the
next three years are:

. fiscal consolidation in the domestic economy;
. recent downturn and anticipated slower rates of growth in the wider global economy
over the period of the Statement;

. developing patterns of North/ South co-operation under the Good Friday agreement;
. issues arising in connection with Ireland's Presidency of the European Union in 2004;

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. the need for more balanced, sustainable regional economic and social development in
the context of the Government's recently published Spatial Strategy;

. reducing levels of EU funding for investment purposes and an enhanced EU role and
competence in the regulation of matters such as competition in the marketplace,
environment, equality, etc.;

. an increasingly competitive international tourism market marked by a more discerning
visitor, changing patterns of holiday taking, growing sensitivity to environmental issues,
a renewed emphasis on quality, service and value for money, increased marketing
activity by competitors and cutbacks in international airline capacity;

. increased professionalism in international sport and concern to promote ethics and fair
play, posing new challenges for Irish competitors and for our traditionally strong culture
of local voluntary involvement in the organisation and running of sport;

. ongoing expansion in the range and diversity of opportunities for leisure and in the
demand for leisure activities;

. expectations from the public for higher standards of service, delivered close to the
customer, greater participation and partnership in decision making structures and
openness, transparency and accountability in service delivery;

. an increased emphasis on value for money and measurable results;
. containment of the public service pay-bill and a planned reduction in public service
staff numbers announced in Budget 2003;

. rapid technological change in information and communication technologies; and
. an accelerating public service modernisation programme.

The goals, strategies and outputs outlined by the Department for the period up to the end of
2005 in this Statement have been formulated in response to the above challenges and to
also reflect and deliver on policies and priorities set by Government.

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MISSION AND GOALS
MISSION
"The Department's mission is to contribute to the economic, social and cultural progress of Irish society and the enrichment of its quality of life through promoting

sustainable tourism; encouraging excellence in sporting and artistic achievement; facilitating greater access to sport and the arts; and preservation of our cultural
inheritance."

GOALS Congruent with this overall Statement of Mission, the Department has set itself the following
high-level goals for each of the areas of sectoral engagement:
ARTS & CULTURAL INSTITUTIONS Fostering the practice and appreciation of the arts, and enabling the National Cultural Institutions to collect,

preserve, protect and present our moveable heritage and cultural assets through the provision of an appropriate
legislative, policy and resource framework.
SPORT The achievement of Government objectives for increased participation in sport and improvement of standards of

performance in sport and the development of sports facilities at national, regional and local level, particularly
in disadvantaged communities through the provision of an appropriate and effective policy and public funding
context.
TOURISM Facilitating the continued development by the tourism industry of an economic and environmentally sustainable

and spatially balanced tourism sector, through formulating, monitoring and reviewing a range of
supporting policies and programmes, particularly within the framework of the National Development Plan and
North/ South Co-operation.
CORPORATE Supporting the delivery of the Department's mission and sectoral goals and provision of a quality customer

service, through development of enhanced organisational and support structures, staff skills and competencies in
line with the civil service modernisation programme.

Divisional business plans (encompassing key tasks; targets and resource priorities) will
cascade these goals and strategies throughout the entire organisation.

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SECTORAL FOCUS
To achieve the above goals, we have identified, for each sector, specific strategies (how the
Department will achieve each goal), specific outputs (objectives, service or targets) and
performance indicators (how delivery of each output will be measured).

TOURISM Irish tourism is a significant economic sector with foreign exchange earnings in 2001 of
approximately €4 billion, domestic tourism earnings of over €1.2 billion and sustaining close
to 150,000 in employment. Recent years have seen the tourism industry develop in maturity
and importance in the Irish economy, while still characterised by the dominance of individual,
small to medium sized enterprises competing in an increasingly globalised international
tourism marketplace.

Traditionally, the unique attraction of Ireland as a tourist destination has been the level and
depth of contact with the Irish people in a relaxed and clean environment characterised by
an unhurried pace of life and beautiful landscapes. More recently visitors have also travelled
to Ireland to avail of the wide range of sporting and recreational facilities and events -e. g.
golf, angling, walking, cycling, equestrian, cultural and heritage -expecting to find the
highest standards of accommodation, food and hospitality in a predominantly rural setting.
Meanwhile, Dublin has established itself as a vibrant destination in its own right, competing
with the world's renowned capital cities, in particular for short-break business.

With Ireland's recent economic success have come new challenges. These include
pressures on the environment in tourism "honeypot" areas; infrastructural deficits where
provision of supporting facilities has not kept pace with the growth in tourism business; a risk
to the warmth of the traditional Irish welcome as staff shortages arise in a labour market with
a low unemployment rate; and a general increase in the pace of life leading to difficulty in
differentiating the unique nature of the Irish tourism product. The price competitiveness of
Irish tourism is also under pressure from inflation and threatened by exchange rate
fluctuations. This emphasises the need for a strong focus on delivering value for money for
the Irish holiday experience.

Economic growth has led to a shift in the focus of Government policy from job creation to a
growing emphasis on sustainable and spatially balanced development. This reflects a
desire to ensure that the fruits of economic prosperity are shared throughout the country and
the negative effects of development on the environment are minimised, in response to which
the Government is pursuing a policy that accommodates the sensitive development and
expansion of tourism. Enhanced north/ south collaboration arising from the Good Friday
Agreement, as embodied in the establishment of Tourism Ireland Limited, also has particular
implications for tourism with the development of joint marketing of the island of Ireland, to
the benefit of the industry north and south. Coupled with the proposed creation of a new
National Tourism Development Authority, bringing together the functions currently carried

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out by Bord Fáilte and CERT, the national structures for the delivery of tourism policy will be
completely overhauled and redeveloped in a bid to support and strengthen Ireland's position
as a high quality tourist destination of choice.

All this is happening against the backdrop of significant changes in the international tourism
market, with an increasingly discerning and higher-spending tourist seeking the highest
standards of facilities and services coupled with a unique visitor experience. The
Government regards the maintenance of top class standards and services, and a continued
focus by the industry on value for money, as imperative for the continuing success of the
tourism industry. This will be facilitated by a strong focus on the development of better
human resource skills within the industry. Developments in information and communication
technologies are also contributing to a significant change in the pattern of bookings and
trends in holiday-taking. Increased international availability of low cost access transport is
opening up a wider range of holiday destinations. Meanwhile slow-down in international
economies and "shocks" such as the impact of the September 11th tragedy have the
potential to impact significantly on tourism demand, particularly on long haul markets. Strong
marketing campaigns by competitor destinations and reduced capacity on certain
international air routes have heightened competition in the international market place.

As the tourism sector in Ireland matures, in a complex environment of rapid economic and
social change, the challenge facing the Department is to have in place an appropriate
institutional architecture and range of policies to facilitate the continued development by the
industry of a sustainable and spatially balanced tourism sector, embracing the all-island
opportunities offered by Tourism Ireland Limited, against the framework of the National
Development Plan.

There has not been a major review of tourism policy since the current boom began and
much has changed in the meantime. After the successful decade of the 1990s, the industry
is operating in a more turbulent environment and has experienced major external shocks. In
November 2002, the Minister initiated a major review of tourism policy, with a view to
identifying the key determinants of both an industry and Government-led strategy for the
future sustainable development of tourism in Ireland. The review is being led by the
Department, and overseen by a High Level Steering Group, with the help of external
specialist consultancy advice, and in consultation with the tourism industry.

The goal set for tourism is designed to provide the Department with operational focus over
the next three years and is:

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. Facilitating the continued development by the tourism industry of an economic and
environmentally sustainable and spatially balanced tourism sector, through formulating, monitoring and reviewing a range of supporting policies and

programmes, particularly within the framework of the National Development Plan and North/ South Co-operation.

Strategy Outputs Performance Indicators
1. To review Tourism
Policy and
performance.

. Fundamental review of current
tourism policy and performance
and identification of changes in
policy direction.

. Review completed before
summer 2003.

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

. Rollout of new National
Tourism Development
Authority (NTDA).

. Allocation of resources to
reflect strategic priorities.

. New legislation enacted by
spring 2003.

. NTDA operational in time for
the 2003 season.

. Adjustments in Annual
Exchequer allocations to
Agencies.

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

. Regular monitoring and
evaluation of implementation
by Tourism Ireland (TI) and
Bord Fáilte (BFE)/ NTDA of
Tourism Marketing measure in
Productive Sector Operational
Programme.

. Indicators of tourism marketing
and promotion performance
identified and reflected in
BFE's/ NTDA's Marketing Plans
and TI's Corporate Plan and
reported on in their Annual
Reports from 2002.

. Review of TI' s business
strategy completed by end
2003 subject to developments
in north/ south co-operation
process.

. Six monthly progress reports of
TI and BFE/ NTDA
implementation of OP
measure.

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

. Regular monitoring and
evaluation of implementation
by CERT/ NTDA of Tourism
sub-measures of Employment
and Human Resources
Development Operational
Programme.

. Indicators of tourism HR
performance identified and
reported on in CERT's/ NTDA's
Annual Report.

. Six monthly progress reports
on CERT's/ NTDA's
implementation of OP
measure.

5. To facilitate and
review the use of
public funds for

. Regular monitoring and
evaluation of implementation of
the Tourism Product

. 6 monthly progress reports on
BFE's/ NTDA's implementation
of the Scheme.

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Strategy Outputs Performance Indicators
sustainable and
balanced tourism
product development
and the
enhancement of
product quality.

the Tourism Product
Development Scheme by
BFE/ NTDA.

. Development of a National
Conference Centre.

of the Scheme.
. Proposals to be formulated for
Government consideration in
early 2003.

ARTS & CULTURAL INSTITUTIONS
(A) The Arts
Interest and participation in the arts have grown greatly in recent years and the arts sector is
much bigger, more dynamic and more diverse than it has ever been. Recognising this, the
Programme for Government provides for the enactment of new arts legislation embodying a
more inclusive definition of the arts. It will also set out for the first time in legislation the role
and functions of the Minister in relation to the promotion of the arts both inside and outside
the State.

Government support for the arts is delivered in the main through the Arts Council. While a
primary function of the Council will continue to be the disbursement of funds, the Council is
working more and more in training and development to optimise the management
effectiveness of arts organisations, their marketing and attraction of audiences.

Schemes of capital grants administered directly by the Department have in recent years
provided over €70m for the development of arts and capital infrastructure around the
country, including multi-purpose theatres, museums, and art galleries. These developments
have greatly increased the national stock of high quality arts infrastructure, accessibility of
the arts and the opportunity for participation in the arts for local communities. It is important
that the resultant momentum be maintained.

The Abbey Theatre has, as our national theatre, a special resonance for Irish people
everywhere, and the Government has committed itself to providing new premises for the
Abbey. This will represent a very significant enhancement of the cultural and artistic fabric
of our capital, and indeed of the nation as a whole.

Public art has become an important element of our society in recent years, the priority here
is to provide guidelines to ensure an equitable system is operated by all public bodies which
will reach high standards of art.

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Significant successes have been achieved in the Irish film industry in recent years but the
industry as a whole faces difficulties and economic realities which are not unique to Ireland,
as they also apply throughout most of the European Union and beyond. The restructured
Irish Film Board, having received additional financial and human resources in recent years,
is charged with developing the industry, and given the importance of film as an expression of
Irish culture and experience and as a showcase for Ireland abroad, this will remain a priority.

(B) National Cultural Institutions
The Department's goal is to promote the development of the National Cultural Institutions; to
emphasise the continuing relevance of their activities to the public at large; and to provide an
effective policy and legislative framework for the protection and appreciation of our
moveable heritage. These institutions may be subdivided into two categories – those that
are currently organically part of the Department viz National Museum of Ireland (NMI), the
National Library of Ireland (NLI) and the National Archives (NA), and those other institutions
with a national remit which come under the aegis of the Department but do not form part of
it. These are the National Gallery of Ireland (NGI), the National Concert Hall (NCH), the Irish
Museum of Modern Art (IMMA), and the Chester Beatty Library (CBL). The Department also
largely funds the running expenses of Archbishop Marsh's Library, the Hunt Museum, the
Irish Manuscripts Commission and the Irish Architectural Archive.

The National Cultural Institutions Act, 1997, provides, inter alia, for the hiving off of the
National Museum and the National Library from the core Department and to confer greater
autonomy on them by positioning them among those other institutions with a national remit
which come under the aegis of the Department. It is intended to activate these provisions of
the 1997 Act during the currency of this Statement of Strategy.

Other major objectives for the period 2003-2005 are the formulation of proposals for the
long-term strategic development of the National Concert Hall and the achievement of the
proposed capital projects at the NMI Collins Barracks, the NLI and the National Archives.
Policy initiatives include helping the institutions become relevant to a wider range of people
and maintaining high standards of customer service.

The Department's goals in relation to the arts, film & music and the National Cultural
Institutions for the period of this plan are:

Fostering the practice and appreciation of the arts, and enabling the National Cultural Institutions to collect, preserve, protect and present our moveable heritage

and cultural assets through the provision of an appropriate legislative, policy and resource framework.

Strategy Outputs Performance Indicators
1. To update existing
legislative framework
. Arts Bill 2002 enacted. . Arts Act implemented
(timetable dependant on

20 20
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Strategy Outputs Performance Indicators
for the Arts.

. Development of policies in
relation to the arts following
enactment of the legislation.

(timetable dependant on
Oireachtas).

. Government approval for
policies relating to the arts.

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

. The delivery of an agreed
programme under the Arts and
Culture Capital Enhancement
Support Scheme (ACCESS).

. Working towards the
completion of other capital
projects and the development
of new capital projects.

. Co-ordination, promotion, and
support for initiatives in public
art by Government and other
State Agencies.

. Implementation of projects
approved for funding under the
Arts and Culture Capital
Enhancement Support
Scheme by end 2004.

. Guidelines on procedures and
approaches to the
commissioning of public art by
State Agencies agreed by end
2003.

3. To encourage
investment in film-making
in Ireland.

. Streamlined procedural context
for the operation of the Section
481 Tax Scheme.

. Examine introduction of
bilateral co-production
agreements.

. New guidelines to be issued by
mid-2003.

. Implementation of agreements
to facilitate film production.

4. Determine the role of
the Cultural
Relations Committee
in light of Minister's
responsibility for
promotion of Irish art
abroad in Arts Bill,
2002.

. Appropriate terms of reference
developed.
. New Committee appointed and
adequate funding secured by
November 2003.

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

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

. Greater autonomy for National
Library and National Museum
through activation of provision

. Cultural Institutions able to fulfil
their statutory, administrative
and other obligations.

. Setting of date for activation of
the relevant provisions of the

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Strategy Outputs Performance Indicators
society and legal
requirements.
through activation of provision
of the National Cultural
Institutions Act, 1997.

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

. Rebuilding of Abbey Theatre.
. Quality experience at the
Cultural Institutions for all
users.

. Agreed strategic objectives,
indicators of performance, and
mechanisms for review of
achievements and co-operation
between institutions.

1997 Act.
. Determination of location.
. Timeframe agreed for
development of project.

. Financial resources secured.
. Adoption by the national
cultural institutions of relevant
annual targets and
performance indicators that
include recognition of the
'quality' of the users
experience in addition to
numbers of users.

. Objectives agreed.
. Mechanism in place.

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

. Policies in place to enable
greater regional access to and
experience of the Arts.

. New policy agreed for the
proper care, display and
interpretation of important
regional artefacts/ collections.

. Increased access for people in
the regions to experience, and
access information on, the
national collections -ensuring
the relevance of the CIs to
more citizens.

. Ability to move national
exhibitions (or part) to
appropriate regional centres.

7. To support the
Council of National
Cultural Institutions
(CNCI).

. Efficient and effective
operation of CNCI, especially
in respect of the Council's
statutory remit in relation to the
Heritage Fund.

. Production of an annual report
by the CNCI and occasional
special reports and advice at
the request of the Minister.

SPORT
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International successes by Irish sportspersons are widely acclaimed. At national level the
high standards of performance and the intensity of competition between local clubs, county
and provincial teams is special. As a nation, our engagement with sport ranges from
national and international competitions, especially those involving Irish participation, to a
deep-rooted but largely passive interest in the less strenuous forms of sporting activity
engaged in by many of our citizens as a leisure pastime. There is also a growing recognition
of the economic significance of sport-based tourism.

Side-by-side with this, sport also contributes to the physical and mental well being of the
nation and plays a significant role in areas of social and economic disadvantage through
offering opportunities for participation in sport and recreation, which counteracts antisocial
behaviour and the dangers of drug misuse. Sport is also central to the implementation of a
number of Government strategies e. g. the National Children's Strategy and the Health
Strategy.

High performance is a key element of overall sports strategy. Top performances by Irish
sportspersons in international sporting competitions, achieved in a drug free environment,
provide positive role models; enhance our sense of pride in achievement; and boost the
image of Ireland abroad.

With an increasing demand for modern, better equipped and better managed sport and
recreation facilities from a discerning public with increased leisure time and financial
resources, there is a need to provide the sports community with support in areas such as
recreational sport, coaching development and sports management, through the national
governing bodies under the guidance of the Irish Sports Council and through schemes such
as the Sports Capital and Swimming Pool programmes. Horse and greyhound racing tracks
throughout the country have benefited from the provision of improved facilities and the
resultant increase in spectator numbers.

The overall Department objective for Irish sport over the next three years is to promote and
encourage a vibrant and active sports sector, especially in areas of disadvantage, with
increased participation, good quality sustainable facilities and opportunities for people to
play an active role in sport; where the talents, potential and needs of competitive and elite
athletes are also cherished and supported in their pursuit of excellence and success.

The Department's goals for the sport sector are set out in the following strategies, outputs
and performance indicators:

. The achievement of Government objectives for increased participation in sport and improvement of standards of performance in sport and the development of sports

facilities at national, regional and local level, particularly in disadvantaged communities through the provision of an appropriate and effective policy and
public funding context.

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Strategy Outputs Performance Indicators
1. To facilitate and
review the use of
public funds for
programmes
promoting sport and
recreational activity.

. Regular monitoring and
evaluation of expenditure
programmes which are
administered by the agencies
which work with the
Department (ISC, HRI and
Bord na gCon).

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

. Programme expenditure review
of ISC expenditure completed
by end 2003.

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

. Efficient and effective delivery
of the Sports Capital
programme.

. Development and
implementation of new Sports
Facilities Strategy.

. Complete a national audit of
local sports facilities.

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

. Applications invited annually
under the programme, and
assessments and allocations
made within three months of
application date.

. Claims made for payments in
respect of expenditure incurred
by grantees satisfactorily
discharged within one month of
their receipt.

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

. Programme expenditure review
of Sports Capital programme
completed by mid 2003.

. New Sports Facilities Strategy
completed by mid 2003.

. Audit of local sports facilities
commenced by mid 2003.

. Expenditure review of
Swimming Pools programme to
be completed by end 2003.

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

. Claims made for payments in
respect of expenditure incurred
by grantees satisfactorily

24 24
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. Efficient and effective
administration of tax relief
scheme for sports capital
projects.

. Support Horseracing Ireland
and Bord na gCon in the
implementation of their capital
work programmes.

. Review of the Horse and
Greyhound Racing Fund
provided for in the Horse and
Greyhound Racing Act, 2001.

discharged within one month of
their receipt.

. Decisions on proposals
submitted for approval under
the Scheme conveyed to
applicant within one month of
receipt of proposal.

. Timely approval of proposals
and programmes.

. Review completed by end
2004.

3. To facilitate the
development of
Campus and
Stadium Ireland.

. Place CSID on a statutory
footing.

. Administer Vote funding for the
National Aquatic Centre at
Abbotstown.

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

. Legislation drafted and Bill
published by end June 2003.

. Ensure that the construction of
the pool is completed and the
facility handed over to the
operators, Dublin Waterworld
Ltd by CSID, by end of March
2003 so that facilities are
available for the Special
Olympics Summer Games in
June 2003.

. Memorandum for Government
to be submitted for decision by
end-March 2003.

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CORPORATE SERVICES
The main organisational challenge facing the new Department in its first three years of
existence is to complete the process of fostering a sense of common purpose and corporate
identity around the discharge of the functions assigned to it by the Government in June 2002
while simultaneously looking outwards to become a source of support to the sectors within
its portfolio and deliver a quality service to its disparate customer base. These challenges
will be met in the context of the ongoing implementation of the civil service modernisation
programme in a spirit of partnership and will involve the development and implementation of
an Integrated Human Resource Strategy and the implementation of the Performance
Management System (PMDS).

The Department will publish a Customer Service Charter by mid-2003. IT and e-Government
strategies will be progressed to achieve the most effective exploitation of available
technologies to meet the Department's needs. The roll out of the Management Information
Framework (MIF) will contribute to a more effective allocation of financial and other
resources in line with the Department's strategic objectives and priorities. This change
agenda will engage the energies of the Department in all areas and at all levels.

The Department has set as its organisational goal:

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

civil service modernisation programme.
Strategy Outputs Performance Indicators
1. Ongoing development of a

Strategic Management
Framework.

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

. Partnership process
embedded.

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

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

. Annual Report published by
April each year.

. Range of issues agreed
through Partnership

. Number of meetings of
Partnership Committee &
subgroups.

. Annual review of work of
Partnership.

26 26
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Strategy Outputs Performance Indicators
. Public service modernisation
programme extended to bodies
under aegis of Department.

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

2. Enhancing organisational

capability and flexibility.
. Integrated Human Resources
(HR) Strategy.

. Performance Management &
Development System (PMDS)
implemented.

. Revised Training Strategy and
detailed training programme.

. Implementation of
Management Information
Framework (MIF).

. Revised HR Strategy in place
by April 2003.

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

. All staff trained in Phase 3 by
April 2003.

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

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

. Partnership Committee briefed
on PMDS implementation
quarterly.

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

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

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

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

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

. System in place end 2004

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Strategy Outputs Performance Indicators
3. To implement the civil service policy on

equality of opportunity.
. Equality policy developed.

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

. Female representation
increased as follows by 2005:
-In the AP grade from 41% to 45%

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

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

. Progress reported in Annual
Reports.

4. To provide a quality service to our

customers.
. Quality Customer Service
Charter, including Equal Status
Policy.

. Compliance with the Freedom
of Information (FOI) Act.

. Charter in place and published
by May 2003.

. Charter objectives
implemented.

. Staff trained on equal status
policy.

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

. Progress reported in Annual
Reports.

. Decision makers trained.
. Procedures updated in line with
best practice.

. FOI rolled out to relevant
bodies under Department.

5. To develop and manage Information

Technology (IT) to support the delivery
of the Department's mission and
objectives.

. Review of IT Strategies of
former Departments and new
Department IT Strategy 2003-
2006 developed.

. Mid Term review of IT Strategy.

. New IT Strategy 2003-2006 in
place by April 2003.

. Completed by end 2004.

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Strategy Outputs Performance Indicators
6. To embed the Information Society
and e-Public Service policies in
Departmental organisation and
planning.

. Maximum use of electronic
means of disseminating
information.

. Continuous assessment of
applicability of such policies to
Departmental operations.

. Options for eWorking.

. Regular updating and
monitoring of Department's
website.

. Facilitate the promotion of the
On-Line application process
and maintenance of the
database for the Sports Capital
Grant Scheme.

. Application of appropriate e-Public
Service strategies in
Department's planning and
operational processes.

. Consider options for eWorking
within the Department in
context of development and
implementation of revised HR
Strategy by end 2003.

7. To enhance the audit and evaluative

capability of the Department.
. Annual programmes of internal
audit agreed by MAC.

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

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

. Programme completed and
recommendations agreed and
implemented.

. Reviews completed in line with
programme deadlines.

. % of recommendations
implemented.

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

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

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

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APPENDIX 1
ORGANISATIONAL STRUCTURE Principal Officer
Susan McGrath
Human Resources & SMI

Assistant Secretary
Paul Bates

Principal Officer
Francis Rochford
Tourism Marketing & Promotion Policy

Principal Officer
Eugenie Deegan
Tourism Development & Training Policy

Principal Officer
Joe Timbs
Finance & Sport

Assistant Secretary
Con Haugh

Principal Officer
Paddy Heffernan
Sports Division 2 Principal Officer

Helen Nugent
Sports Division 1

Minister
John O'Donoghue, TD
Secretary General
Philip Furlong

Principal Officer
Chris Flynn
Cultural Institutions' Special Projects & IT Services

Principal Officer
Barry Murphy
Arts, Film & Music Principal Officer

Liam Fitzgerald
Cultural Institutions

Assistant Secretary
Michael Grant

Director
Pat Wallace
National Museum Director

Brendan O'Donoghue
National Library Director

David Craig
National Archives

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

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APPENDIX 2
STAFF SERVING BY GRADE AND GENDER (as at 31 st December 2002)
Grade Male Female Total

Secretary General 1 0 1 Assistant Secretary 3 0 3
Director 3 0 3 Principal Officer 5 3 8
Assistant Principal 13 8.5 21.5 Professional Accountant 0 1 1
Higher Executive Officer 17 15 32 Administrative Officer 1 0 1
Executive Officer 12 22 34 Staff Officer 0 4.5 4.5
Clerical Officer 26 52 78 Services Officer 9 1 10
Senior Attendant 5 0 5 Services Attendant 5 0 5
Ministerial Contract Staff 2 1 3 Cleaner 0 9 9
Caretaker 2 0 2 Keeper 9 1 10
Senior Archivist 1 3 4 Archivist 2 1 3
Conservation Officer 1 2 3 Head of Services (PO) 1 0 1
Asst. Keeper Grade I 6 6 12 Asst. Keeper Grade II 12 30 42
Preservation Officer 1 0 1 Senior Technical Officer 1 0 1
Technical Officer 1 0 1 Senior Technical Assistant 1 1 2
Technical Assistant 4 15 19 Senior Library Assistant 3 1 4
Library Assistant Grade I 5 1 6 Library Assistant Grade II 3 1 4
Library Assistant Grade III 10 4 14 Science and Art Attendant 51 14 65
Senior Photographer 0 1 1 Photographer 1 0 1
Head Attendant 1 0 1 Mounter and Binder 0 1 1
Archaeologist (AKII) 0 2 2 Visually Impaired Telephonist 1 0 1
Student Clerical Officer 2 1 3 Senior Graphic Artist 0 1 1
Graphic Artist 2 0 2 _____ _____ _____
Total 224 202 426*
*The total number of posts in the Department is 460, which includes posts in the process of being filled.

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APPENDIX 3
EXECUTIVE AGENCIES/ RELATED BODIES
Execution of many of the policies referred to in this Statement of Strategy is a matter for the
Cultural Institutions and State or other executive agencies/ bodies either within the
Department itself or under the aegis of the Department's functional responsibilities. These
bodies include:

National Museum of Ireland The National Museum was established by the Science and Art Museums Act, 1877. Its remit
is to: preserve and make accessible the portable, natural and cultural material heritage of
the island of Ireland; communicate to the people of Ireland and visitors to Ireland, a vision
and understanding of that heritage and act as a major educational resource; deepen cultural
ties within Ireland and with other countries.

National Archives (and National Archives Advisory Council) The National Archives was established under the National Archives Act, 1986 on 1 June
1988. It is an amalgamation of the Public Record Office of Ireland (founded 1867) and the
State Paper Office (founded 1702). The mission of the National Archives is twofold: to
secure the preservation of records relating to Ireland which warrant preservation as
archives; and to ensure that appropriate arrangements are made for public access to
archives. This mission is carried out in accordance with the National Archives Act, 1986 and
other relevant legislation and regulations.
The National Archives Act also provided for the establishment of the National Archives
Advisory Council. It advises the Minister in the exercise of his powers under the Act and on
all matters affecting archives and their use by the public.

National Gallery of Ireland The Gallery was established under the National Gallery of Ireland Acts, 1854 to 1963. It
contains approximately 3,000 oil paintings; approximately 8,000 drawings and watercolours;
engravings and sculptures. It has a Yeats museum, arts reference library, bookshop, multi-media
gallery, restaurant and lecture theatre. Special exhibitions are mounted each year in
the Millennium Wing.

National Library of Ireland The mission of the National Library is to collect, preserve and make available books,
manuscripts and illustrative material of Irish interest. The Library also operates a Genealogy
Service designed to assist all of those who wish to research their family history in Ireland.
The Service is freely available to all personal callers to the Library.

National Concert Hall The National Concert Hall is Ireland's most prestigious music venue. Since its opening in
1981, the NCH has established itself as Ireland's premier centre for the performance of live
music and the arts and is recognised as an important venue on the international performing
circuit.

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Chester Beatty Library The Chester Beatty Library is one of Ireland's National Cultural Institutions, and was created
by Sir Alfred Chester Beatty and bequeathed by him to a trust for the benefit of the public.
The Library is both an art museum and library, housing an outstanding collection of Islamic
manuscripts, Chinese, Japanese, Indian and other Oriental art. Early papyri, including some
of the earliest texts of the Bible and other early Christian manuscripts, western prints and
printed books complete what is one of the richest collections of its kind in the world. The
CBL Reference Library contains 8,000 volumes relating to the collection. Admission is
currently by appointment. For further information please contact the Reference Librarian
(see insert for contact details).

Irish Museum of Modern Art The Irish Museum of Modern Art is Ireland's leading national institution for the collection and
presentation of modern and contemporary art. The Museum presents a wide variety of arts
and artists' ideas in a dynamic programme of exhibitions which regularly include bodies of
work from the Museum's own Collection, its award winning Education and Community
Department, and the Studio and National Programmes.

Archbishop Marsh's Library Archbishop Marsh's Library was the first public library in Ireland (founded in 1701). The
library contains over 25,000 books relating to the 16th, 17th and 18th centuries, covering
medicine, law, science, travel, navigation, mathematics, music, surveying and classical
literature. There are four main collections, consisting of 25,000 books relating to the 16th,
17th and the early part of the 18th centuries. In addition to these four collections, there are
about three hundred manuscripts in the Library, as well as a separate room reserved for
books and periodicals relating to Irish history printed in the last hundred years.

Irish Manuscripts Commission The Irish Manuscripts Commission was set up in October 1928, under a warrant of the
President of the Executive Council of Saorstát Éireann. The Commission was established to
report on the nature, extent and importance of collections of manuscripts and papers of
literary, historical and general interest, relating to Ireland, whether in private or public
ownership and on the places in which such manuscripts and papers are deposited. The
Commission was also directed to arrange for the preparation and publication of calendars,
catalogues and editions of manuscripts. Since the establishment of the Dublin Institute for
Advanced Studies in 1940, the publication of material in the Irish language has been the
responsibility of the institute's School of Celtic Studies.

Arts Council The Arts Council/ An Chomhairle Ealaíon is an autonomous body established in 1951 to
stimulate public interest in and promote the knowledge, appreciation and practice of the arts.
It is the Irish State's principal instrument of arts funding and an advisory body to Government
on arts matters, operating under the Arts Acts 1951 and 1973. The Arts Council supports all
aspects of the arts, in Irish and in English -architecture, dance, drama, film, literature,
music, opera and visual arts.

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Irish Film Board -Bord Scannán na hÉireann The Irish Film Board operates under the Film Board Acts, 1980-2000, to promote the
creative and commercial elements of Irish film-making and film culture for home and
international audiences. It provides loans and equity investment to independent Irish film-makers
to assist in the development and production of Irish films. The Board also acts in co-operation
with other Irish semi-state agencies to improve the marketing, sales and
distribution of Irish films and to promote training and development in all areas of film-making.
Employment of Irish film workers and the use of ancillary Irish services is a vital factor in the
Board's consideration of applications. In addition, the marketing unit of the Board will also
promote Ireland internationally as a film location base.

Music Board of Ireland The Music Board of Ireland was established on an interim basis in May 2001 on a
partnership basis between the Department and the IBEC Music Industry Group. The role of
the Music Board is to act as a forum for the industry, to devise and actively promote strategic
policies for the development of the music industry and the maximisation of its contribution to
the national economy and to assist Government and State agencies in their efforts to
develop the industry.

Irish Sports Council (ISC) The Irish Sports Council was established in July 1999 as the statutory body for the
promotion and development of sport at all levels in Ireland. The Council also provides
grants to the National Governing Bodies of Sport as well as administering the International
Carding Scheme for high performance athletes, the Sport and Recreation for Young People
Scheme and the Anti-Doping Programme.

Campus and Stadium Development Ireland Ltd (CSID) Campus and Stadium Development Ireland is a company established by the Government
under the Companies Acts to oversee the planning, development and procurement of all
elements of a Sports Campus including a Stadium at Abbotstown, Co. Dublin. The
Government has approved the drafting of the Campus and Stadium Ireland Development
Authority Bill, which will provide for the establishment of a statutory authority to oversee the
development of the project.

Horseracing Ireland Horseracing Ireland is a new State Body established in 2001 to develop and promote
Ireland's status as a world centre of excellence for breeding and racing the thoroughbred
horse. It replaced the Irish Horseracing Authority and has taken over certain functions of the
Turf Club. Horseracing Ireland will oversee the future development of the Irish thoroughbred
industry and is responsible for directing, funding and promoting the thoroughbred horse, the
operation of the Registry Office, the Tote and its racecourse division, representation of Irish
horseracing internationally in respect of its functions and the negotiation of income from the
media and broadcasting rights. Horseracing Ireland owns and operates a number of
racecourses and through its subsidiary, Tote Ireland Ltd., runs a totalisator at all Irish
racecourses, a credit betting service, both on and off-course. Horseracing Ireland is also

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responsible for the promotion of the Irish thoroughbred horse through Irish Thoroughbred
Marketing Ltd.

Bord na gCon The Irish Greyhound Board – Bord na gCon – is a commercial semi-state body which is
responsible for the control and development of the greyhound industry in Ireland. The board
was established under the Greyhound Industry Act, 1958, which gave the board wide
powers to regulate all aspects of greyhound racing in Ireland including the licensing of the
different tracks, the issuing of permits to officials, bookmakers, trainers and the
implementation of the rules of racing. The Board has licensed a total of seventeen tracks in
the republic, of which eight are fully owned and controlled by the board. The remainder are
owned and operated by private enterprise. There are also a further three privately owned
stadia in Northern Ireland. The Board also operates Tote facilities at all greyhound tracks.

Tourism Ireland Ltd Tourism Ireland Ltd. is the new all-island tourism marketing company established in
December 2000 by Bord Fáilte (BFE) and the Northern Ireland Tourist Board (NITB) under
the framework of the Good Friday Agreement. Its operations are governed by a
Memorandum and Articles of Association and it is accountable to the North South Ministerial
Council. The Company has responsibility for (i) Tourism Brand Ireland (ii) all-Ireland
destination marketing, (iii) the delivery abroad of regional and product marketing and
promotion activity on behalf of BFE and NITB and (iv) the overseas marketing office network.
It became fully operational for the 2002 marketing season.

Bord Fáilte Éireann (The Irish Tourist Board) and CERT (The State Tourism Training Agency)
See Fáilte Ireland below
Fáilte Ireland The National Tourism Development Authority, to be known operationally as Fáilte Ireland,
was formally established on 28 May 2003 and on the same date, Bord Fáilte and CERT
were dissolved and their functions transferred to the new Authority. Fáilte Ireland has
responsibility for working with the Irish tourism industry to provide a one-stop-shop for
strategic and practical support to develop and sustain Ireland as a high quality and
competitive tourist destination. In terms of the inter-action between Fáilte Ireland and
Tourism Ireland Ltd, the focus of Fáilte Ireland is on the quality of the experience provided to
visitors by the Irish tourist industry while the focus of Tourism Ireland Ltd is on attracting
visitors to Ireland. Fáilte Ireland is not a North-South body. It operates within the State.

Shannon Development (Shannon Free Airport Development Company Ltd.) Shannon Development is responsible for tourism development in the Mid-West Region,
including development of new tourism products and provision of tourist information services.

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APPENDIX 4
EXTRACTS FROM THE PROGRAMME FOR GOVERNMENT 2002

CULTURE AND HERITAGE *
Our aim is to ensure that cultural activity is available and accessible to all.
. We will develop and sustain the increased level of activity in the arts round the
country, through the Arts Council, and otherwise in accordance with statutory
provisions.
. We will support the implementation of the Third Arts Plan. As part of this we will work
to ensure that the Council has the appropriate professional staffing structures.
. We will enact a new Arts Act, the first in over fifty years, to provide a more inclusive
definition of the Arts and map out, on a statutory basis, a new relationship between
artists, the Council and the Minister.
. We will develop maximum North-South cooperation directly and through the relevant
agencies, in recognition of common interests and a largely shared culture.
. We will help develop the music industry in Ireland through the Music Board.
. We will rebuild the Abbey, our National Theatre.
. We will finalise the long-term strategic development of the National Concert Hall.
. We will support the Irish film industry and the central role of the restructured Irish
Film Board.

* Note: The section of the Agreed Programme for Government between Fianna Fáil and the Progressive Democrats, June 2002, dealing with Culture and Heritage also outlines certain priorities
which are not the responsibility of the Department of Arts, Sport and Tourism and as such are not included here.

BETTER FACILITIES FOR SPORT & RECREATION
We believe that sport and leisure can play a major role in personal, community and general
development and are committed to seeking to develop it at all levels.
. We will continue to invest in sports facilities around the country through the National
Lottery and Exchequer funding, particularly at local level where clubs of all codes, run
by volunteers, remain the backbone of Irish sport.
. We will complete a national audit of local sports facilities and put in place a long-term
strategic plan to ensure the development of such necessary facilities throughout the
country.
. We will start work on the construction of a world-class national stadium.

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. We will build facilities, both locally and nationally, which will serve the needs of the
sporting bodies both nationally and locally.
. The Minister for Sport, in conjunction with CSID, the national sporting bodies and the
Office of Public Works will bring forward the plans and implementation proposals of
these policies in the most cost effective way as soon as possible.
. We will work with local authorities to provide at municipal level a range of public
facilities such as swimming pools, gymnasia and synthetic, floodlit playing pitches.
. We will continue to support the implementation of the High Performance Strategy and
in particular, its short-term aim of improving Ireland's team performance at the 2004
Olympic Games in Athens.
. Following a review of the operation of the existing Local Sports Partnerships, we will
support their establishment throughout the country as quickly as possible.
. We will continue to encourage voluntarism in Irish Sport and we will recognize, on a
national platform the contribution of individual local volunteers by setting up National
Volunteer Awards on the lines of the Gaisce Awards.
. We will create, under the Local Government Fund, a new Community Facilities Fund
which will support the development of community facilities not covered by existing
schemes.

PROMOTING TOURISM
We believe that the Tourism industry will continue to be a vital industry and that it requires
sustained support and investment in the coming years.
. We will broaden our source markets so that we are not over-reliant on any one
market and, in particular, seek to increase our share of the Continental European
market.
. We will foster expansion and competition on air and sea routes.
. We will support and promote Tourism Ireland Limited in its work of promoting the
whole island of Ireland as a tourist destination.
. We will complete the task of creating a new National Tourism Development Authority
which will complement the work of Tourism Ireland.
. We will ensure the construction of a state of the art National Conference Centre and
promote Ireland as a venue for international conference business.
. We will put the maintenance of standards and services at the top of the tourism
agenda.
. We will continue to support the B& B and small accommodation sector through
specific marketing initiatives.

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. We will encourage year-round activity-based and special interest tourism.
. We will ensure that local authorities take account of the needs of the tourist industry
in its provision of infrastructure.
. We will promote sensitive development of tourist areas and encourage environmental
best practice among tourism providers.

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INSERT:
Contact Details for individual sections of the Department (as at January 2003)

SECTION/ UNIT MAIN RESPONSIBILITIES TEL NO. (01) 631 + FAX NO. (01) +
Minister's Office Ministerial correspondence, representations, diary engagements

etc.
3802 -3805 (Private Office)
3862, 3868 (Constituency Office)
678 5906

Secretary General's Office Executive functions, liaison with other Departments, Parliamentary
Questions.
3809, 3810 676 4334

Press & Information Office Media liaison, speeches, press releases & information
dissemination.
3806, 3807 661 1201

Arts, Film & Music Division Arts Film Policy, Film Board, Tax
incentive scheme.
Music

647 3026/ 7/ 8/ 9 668 9931

Cultural Institutions Division
Sports -Policy & Capital
Programmes
Sports Capital Programme.
Sports Policy, Local Authority Swimming Pool Programme,

International Relations, Anti-doping.
Horse Racing and Greyhound industries.

3942, 3930, 3914, 3918
3979, 3943
679 9291

Sports – Major Capital Projects Major Sports Capital Programme (e. g. Campus Ireland). 3824, 3847
Tourism Marketing & Promotion Policy Tourism marketing and promotion policy.
North/ South issues.
3837, 3992 631 3853

Tourism Development &
Training Policy
Product development policy.
Training, manpower and recruitment issues.
3839, 3984 662 1583

Audit & Information Technology
Services
EU Co-funding
Internal Audit
Information Technology services

3822
3865
3860

661 2981
679 9261
662 8454

Human Resources Personnel, Accommodation, Partnership, Industrial Relations,

related services
3833, 3848 662 3902

Corporate Development
Support Unit
Strategic Management Initiative, Business Planning, Strategy
Statement, Performance Management, Staff Training,
Freedom of Information

3970, 3892 679 9292

Finance Accounts, Estimates, Salaries 3827, 3831 631 3889
Customer Service Quality Customer Service, Customer Relations & Complaints 3970 679 9292

E-mail: All Department staff have e-mail addresses in the format firstnamesurname@ dast. gov. ie or you can e-mail general enquiries to webmaster@ dast. gov. ie
Note: Contact details may be subject to change.

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Please see our website (www. gov. ie/ arts-sport-tourism) for up-to-date details.
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Contact details for Bodies within or under the aegis of the Department:
AGENCY/ BODY CONTACT DETAILS MAIN RESPONSIBILITIES
The National Museum of Ireland Tel: (01) 677 7444
Fax: (01) 677 7450
E-mail: marketing@ museum. ie
Web: www. museum. ie

. Manages the national collection of
artefacts.

The National Library of Ireland
Kildare Street Dublin 2
Tel: (01) 603 0200
Fax: (01) 676 6690
E-mail: info@ nli. ie
Web: www. nli. ie

. Collection, preservation and
presentation of books and manuscripts of Irish interest.

. Genealogy service.
. National photographic archive.

The National Archives Bishop Street

Dublin 8
Tel: (01) 407 2300
Fax: (01) 407 2333
E-mail: mail@ nationalarchives. ie
Web: www. nationalarchives. ie

. To secure the preservation of
records relating to Ireland which warrant preservation as archives.

. To ensure that appropriate
arrangements are made for public access to archives.

The National Gallery of Ireland
Merrion Square West Dublin 2
Tel: (01) 661 5133
Fax: (01) 661 5372
E-mail: info@ ngi. ie
Web: www. nationalgallery. ie

. To house and care for the national
art collections.

. Provision of art courses, workshops
and outreach activities.

National Concert Hall Earlsfort Terrace
Dublin 2
Tel: (01) 417 0077 (Admin)
Fax: (01) 417 0078
E-mail: info@ nch. ie
Web: www. nch. ie

. Presentation of musical
performances.

. Undertake nationwide musical
educational programme.

The Chester Beatty Library
Dublin Castle Dublin 2
Tel: (01) 407 0750
Fax: (01) 407 0760
E-mail: info@ cbl. ie
Web: www. cbl. ie

. Art museum and library of Oriental
art and manuscripts; early Christian and western manuscripts and texts.

Irish Museum of Modern Art
Royal Hospital Military Road
Kilmainham Dublin 8

Tel: (01) 612 9900
Fax: (01) 612 9999
E-mail: info@ modernart. ie
Web: www. modernart. ie

. Collection and presentation of
modern and contemporary art.

Archbishop Marsh's Library
St. Patrick's Close Dublin 8
Tel: (01) 454 3511
Fax: (01) 454 3511
E-mail: keeper@ marshlibrary. ie
Web: www. marshlibrary. ie

. The library contains over 25,000
books relating to the 16th, 17th and 18th centuries, covering medicine,

law, science, travel, navigation, mathematics, music, surveying and
classical literature.
Irish Manuscripts Commission

73 Merrion Square Dublin 2
Tel: (01) 676 1610
Fax: (01) 662 3832
E-mail: mailto: irmss@ eircom. net
Web: www. irmss. ie

. To report on the nature, extent and
importance of collections of manuscripts and papers of literary,

historical and general interest, relating to Ireland, whether in
private or public ownership and on the places in which such

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manuscripts and papers are deposited.
The Arts Council 70 Merrion Square
Dublin 2
Tel: (01) 618 0200
Fax: (01) 661 0349
E-mail: info@ artscouncil. ie
Web: www. artscoucil. ie

. To stimulate public interest in and
promote the knowledge, appreciation and practice of the

arts.
. Principal instrument of State
funding to the arts.

. Advisory body to Government on
arts matters.

The Irish Film Board (Bord Scannán na

hÉireann) Rockfort House
St. Augustine Street Galway

Tel: (091) 561 398
Fax: (091) 561 405
E-mail: info@ filmboard. ie
Web: www. filmboard. ie

. To assist in the development and
production of Irish films.

. To improve the marketing, sales
and distribution of Irish films.

. To promote training and
development in all areas of film making.

. To promote Ireland abroad as a film
location.

Music Board of Ireland 7 Windsor Place

Dublin 2
Tel: (01) 678 8481
Fax: (01) 678 8483
E-mail: info@ musicboardofireland. ie
Web: www. musicboardofireland. ie

. To act as a forum for the industry.
. To devise and promote strategic
policies for the development of the industry.

. To assist Government & State
agencies in their efforts to develop the industry.

Irish Sports Council 21 Fitzwilliam Square
Dublin 2
Tel: (01) 240 7700
Fax: (01) 240 7777
E-mail: info@ irishsportscouncil. ie
Web: www. irishsportscouncil. ie

. Development of sport in Ireland.
. Provision of grants to National
Governing Bodies of Sport.

. Administration of the International
Carding Scheme, the Sport and Recreation for Young People

Scheme, and the Anti-Doping Programme.

Campus & Stadium Ireland Development Ltd.
Top Floor, Block A West End Office Park
Blanchardstown Dublin 15

Tel: (01) 8097300
Fax: (01) 809 7332
E-mail: info@ sportscampusireland. ie
Web: www. csid. ie

. To oversee the planning,
development and the procuring of all elements of a Sports Campus

including a Stadium at Abbotstown, Co. Dublin.

Horseracing Ireland The Curragh
Co. Kildare
Tel: (045) 445 645
Fax: (045) 445 646
E-mail: info@ horseracingireland. ie
Web: www. horseracingireland. ie

. Administration, development and
promotion of the Irish horseracing industry, including the development

of authorised racecourses.
. Control of the operation of
authorised bookmakers.

. Allocation of race fixtures and the
setting of race programmes.

. Operation of racecourses which are
owned by the Authority.

. Operation of a totaliser at all
racecourses.

. Operation of the registry office
function e. g. horserace entries, registration of owners etc.

. Promotion of the Irish thoroughbred horse in Ireland and internationally.

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Bord na gCon 104 Henry Street
Limerick
Tel: (061) 316 788
Fax: (061) 316 739
E-mail: admin@ igb. ie
Web: www. igb. ie

. Promotion and development of the
greyhound industry.

. Licencing of greyhound tracks.
. Grant-aiding amenity improvements
at tracks.

. Allocation of race fixtures and race
events.

. Control of the operation and
licencing of on-course bookmakers.

. The licenced operator of
Totalisators wagering on greyhounds.

Tourism Ireland Ltd. 5 th Floor
Bishop's Square Redmond's Hill
Dublin 2

Tel: (01) 476 3400
Fax: (01) 476 3666
E-mail: info@ tourismireland. com
Web: www. tourismireland. com

. Accountable to North South
Ministerial Council and with responsibility for:

-Tourism Brand Ireland;
-all-Ireland destination marketing;

-the delivery abroad of regional and product marketing and
promotion activity on behalf of Bord Fáilte and the Northern
Ireland Tourist Board; and
-the overseas marketing office network.

Fáilte Ireland Baggot Street Bridge
Dublin 2
Baggot Street Office, Dublin 2:
Tel: 1850 230 330 (info) (01) 602 4000 (admin)

Fax: (01) 602 4100
Amiens Street Office, Dublin 1:
Tel: 1850 256 256 (info) (01) 884 7700 (admin)

Fax: (01) 855 6821

E-mail: for email contacts please see http:// failteireland. ie/ contact. asp
Web: www.. failteireland. ie

Working with industry groups, Fáilte Ireland will promote and support the
development of Irish tourism by:
. Identifying emerging business opportunities
. Benchmarking competitors in other destinations
. Identifying & promoting principles of tourism best
practice . Establishing & promoting
standards of excellence in customer service
. Stimulating & supporting the development of new tourism
products . Developing compelling
marketing propositions for tourism products, &
supporting industry marketing (overseas marketing
initiatives will be delivered via Tourism Ireland Ltd.)
. Building capability at all levels within the industry
. Continuing to develop and promote the critically
important home holiday segment
. Encouraging the removal of barriers to development
within the broader business environment
. Monitoring industry performance & customer

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experiences . Providing support for the six
Regional Tourism Authorities.
Shannon Development (Tourism Division)
Shannon Town Centre Shannon
Co. Clare

Tel: (061) 361 555
Fax: (061) 363 903
E-mail: info@ shannon-dev. ie
Web: www. shannondev. ie

. Development and promotion of
tourism in the Mid-West/ Shannon region.

. Promotion, encouragement and
assistance as regards tourism product development in the region.

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