GALWAY TO 2025 Galway's Tourism Strategy (DRAFT) - July 2016
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GALWAY TO 2025
Galway’s Tourism Strategy (DRAFT)
July 2016
Table of Contents Foreword ................................................................................................................................................ 3 Executive Summary ................................................................................................................................ 5 1.0 Importance & Challenges of Tourism, Galway’s Experiences & Strategy .................................... 11 1.1 Introduction .................................................................................................................................... 11 1.2 Understanding the Importance of Tourism ................................................................................... 12 1.3 The Challenge to Make Galway Shine! .......................................................................................... 12 1.4 Why develop a Strategy for Tourism? ........................................................................................... 14 1.5 Galway’s Character, its Core Values & Tourism Experiences ....................................................... 15 1.6 Other Issues to Consider ................................................................................................................ 18 1.7 What we want to Achieve – the Vision & Aim .............................................................................. 20 1.8 Environmental Resource Management ......................................................................................... 22 2.0 Tourism in Galway .......................................................................................................................... 25 2.1 Introduction .................................................................................................................................... 25 2.2 The Value and Performance of the Tourism Sector ...................................................................... 25 2.3 Tourism Structures & Management in Galway ............................................................................. 27 2.4 Strengths, Challenges, Opportunities & Threats (SCOT) ............................................................... 31 2.5 Other Macro and National Issues .................................................................................................. 36 3.0 Strategy Context & Consultation Themes ..................................................................................... 39 3.1 Introduction .................................................................................................................................... 39 3.2 Context & Guiding Principles (Hierarchy of Strategies at EU, National & Regional levels) ......... 39 3.3 What Consultation Has Revealed So Far.... ................................................................................... 47 4.0 Tourism Trends, Marketing & Branding ........................................................................................ 51 4.1 Introduction .................................................................................................................................... 51 .............................................................................................................................................................. 51 4.2 Market Research - what it means for Galway? ............................................................................. 51 4.3 Marketing & Branding Galway....................................................................................................... 57 4.4 Lessons from Linz ........................................................................................................................... 61 4.5 Industry Feedback 2015 – Fáilte Ireland (FI) and Irish Tourist Industry Confederation (ITIC)..... 62 5.0 Strategic Priorities & Action Plan .................................................................................................. 66 Galway’s Tourism Strategy & Action Plan 2016-2025 1
5.1 Introduction .................................................................................................................................... 66
5.2 Strategic Priorities & Principles ..................................................................................................... 66
5.3 Achieving a Return on Investment ................................................................................................ 66
5.4 Actions for Delivery ........................................................................................................................ 67
5.5 Specific Actions for Tourism – Action Plan .................................................................................... 68
6.0 Delivering the Strategy & Monitoring its Success ......................................................................... 77
6.1 Introduction .................................................................................................................................... 77
6.2 Delivering the Strategy .................................................................................................................. 77
6.3 Measuring Success & Growing the Cake! ...................................................................................... 78
6.4 Conclusion ...................................................................................................................................... 82
Glossary of Terms ................................................................................................................................. 83
Abbreviations ....................................................................................................................................... 84
Appendices ........................................................................................................................................... 86
References (T. B. Completed) ....................................................................................................... 95
Cycling in County Galway
View from Connemara National Park, Co. Galway
Galway’s Tourism Strategy & Action Plan 2016-2025 2
Foreword Galway to 2025 offers an exciting opportunity for Galway. The vibrant City of Tribes and breath-taking regional landscape is synonymous with culture, art, history and festivals; and a budding food movement. It is full of personality, embracing visitors with a warm welcome, yet Galway is relatively unknown internationally. To stand out from the crowd in a very busy marketplace, a message that means something to our potential visitor and captivates them must be projected. The message will be part of Fáilte Ireland’s Wild Atlantic Way and Lakelands branding as Galway is simply too small to stand alone. This Strategy is not just about branding but about unfurling a distinctive, relevant, memorable, honest, enlightening and consistent narrative of Galway. This is the start of a process to reveal a united picture and compelling proposition of what ‘Galway is…and what it will be’ and a message which will permeate tourism and every aspect of Galway life from its economy, communities and environmental quality. This process has been embarked upon by the local authorities in Galway and through its communities, it will be delivered. Now is Galway’s time to shine by offering excellent tourism products and joined up experiences, developing its position in the market and remaining market/ visitor centric. This strategy also seeks to support a high quality of life for its communities who are the ambassadors of Galway. Visitors want to have fun so Galway must embrace the challenge and ensure the offering is just right. Getting Galway’s narrative, branding and positioning right takes time. In fact, it can take at least a decade to become enshrined in everyday activities. On our doorstep are the chances to present Galway to an international audience as European Region of Gastronomy in 2018 and European Capital of Culture in 2020 and Galway City has already achieved significant accolades as UNESCO Creative City-City of Film, fDi Micro City 2014, Travel + Leisure World’s Best award for Friendliest City, European Green Leaf 2017, and the Academy of Urbanism’s Great Town award 2013. Galway needs a Strategy and framework for tourism and this document seeks to support overall economic development and regional growth. While reputation management and branding will be a key component of Galway’s approach, it also requires capacity building among communities, in its festivals, the tourism and hospitality sector and among the range of agencies and organisations involved. Lastly it will be about the necessary infrastructure which will underpin all our products and experiences with key projects or concepts planned to elevate Galway as an exciting and memorable place to visit. Local government is now the main vehicle of governance and public service at local level, leading economic, social and community development. Galway City and County Councils have ignited this process with a range of stakeholders, as local government are but one of the players in supporting the tourism sector. This Strategy proposal takes both a wider view of what is required but as local Galway’s Tourism Strategy & Action Plan 2016-2025 3
government works from the ground up by supporting communities, it will require a concerted effort
to meet the needs of the community and tourism sector.
The new ten year National Tourism Strategy1 expects that revenue from overseas tourism, in real terms
and excluding air fares and ferry charges, will grow to €5 billion in 2025 from €3.5 billion in 2014, that
250,000 people will be employed in tourism (adding 50,000 new jobs to the estimated number
employed in the sector); and 10 million overseas visitor will be attracted to Ireland, compared to 7.6
million in 2014.
Galway is part of this projection and we must seek to meet the challenge utilising the significant
expertise which exists in Galway from those in the tourism sector and its communities. With an existing
overseas and domestic revenue of over €400 million and close to 1.8 million annual visitors, the target
for this strategy is to achieve a TBC% increase in tourism revenue by 2025 and 20% increase in visitors2
by 2021 (Draft LECP)/ 2025;
View of the Twelve Bens, Connemara, Co. Galway, part of the Wild Atlantic Way
Sourced from WRA Annual Report
1 http://www.dttas.ie/tourism/english/tourism-policy
2
(including overnights).
Galway’s Tourism Strategy & Action Plan 2016-2025 4
Executive Summary
Taking the opportunity to develop the vision and future of tourism in Galway, this
joint Strategy of Galway City and County Council, sets a number of priorities to
2025. This new framework takes account of the strategic economic role that
Councils now play and the opportunity to roll out a coordinated and collaborative
approach with a range of stakeholders while remaining consistent with national
tourism policy and brand architecture. It identifies Galway’s strengths and
weaknesses and its hard and soft assets. It recognises the need for an appropriate
steer and partnership approach to deliver the actions in the strategy and support
communities; and is strongly influenced by the outcomes of consultation with
national, regional and local stakeholders. Finally it promotes a coordinated
approach across all Local Authority strategies and documents and seeks to ensure
that environmental considerations are integrated into the decisions made for
Galway endeavouring to achieve a sustainable and responsible tourism sector.
The vision for Galway 2025 is:
‘Galway will be a renowned world-class destination, offering exciting and
unexpected experiences from the Wild Atlantic Way to its Lakelands – a
great place to live, explore and immerse oneself; and wish to return to!’
Its aims are:
o Increase visitor numbers3 by 20% by 2021 (Draft Co. LECP); and increase the
value of tourism to Galway and the west of Ireland by ?% (review trends),
being worth €X by 2025;
o Successfully manage Galway’s reputation and what Galway stands for,
sharing and marketing the tourism experiences on offer, highlighting why
they’re different and irresistible;
o Support expanding or emerging tourism businesses (particularly micro and
medium-sized) to create excellent products and types of experience; and
attract further investment;
o Support our communities as the ambassadors of the region – instilling
pride, a strong sense of place and an ability to showcase our unique heritage
and culture, land and seascapes;
o Guide, develop and provide sustainable world-class products and
experiences relevant to the market and Galway’s communities; and
o Work in partnership, listen and remain accountable and willing to innovate.
The approach to developing this strategy is based on three strategic business
actions namely ‘reputation management and branding’, ‘capacity building and
engagement’ in the sector and among communities and finally ‘experience
development (product development)’. The associated sub-actions are explored
below.
3
(including overnights).
Galway’s Tourism Strategy & Action Plan 2016-2025 5
Within the context of reputation management, it is necessary to establish Galway’s narrative and
branding - presenting the Galway experience to potential visitors. A ‘#Galway is…’ narrative and
branding initiative is underway. Once formulated, it will encompass all aspects of Galway life though
it will take years to become embedded into everyday activity. Visitor experiences, relevant to the
market, must be well managed and reinvigorated over time. A digital strategy will present Galway to
the world and resource efficiency and sustainability must permeate the approach to tourism
development.
Key targets of this strategy include the:
successful achievement and delivery of European
3.8 million – visitors to the Wild
Region of Gastronomy (2018) and European Atlantic Way in 2015 (+9%)
Capital of Culture (2020), for which Galway is rd
already a candidate4; 3 - highest number of overseas visitors
continual refinement of the ‘Galway’ tourist and domestic visitors after Dublin & Cork
experience, given the changes in market profile, Target market - Britain, North
demands, preferences and lengths of stay; America and Continental Europe (all
marketing and branding Galway in a systematic growing)
way through traditional and new media to
support the sector in national and international 67.4% - occupancy percentage in 2013
markets (e.g. through a master brand for Galway);
1,203 - new direct jobs in Galway within
development of skills, competencies and
the tourism, food and hospitality sector
capabilities of the sector through professional
created by reduced VAT rate
development provision (e.g. provide information
about tourism products and experiences in 25% or 87,962 - passengers from
multiple languages and develop the multilingual Shannon Airport visited Galway
skills of the sector); and
delivery of sustainable tourism experiences and 689 kms - of Galway’s coastline runs
products and responsible tourism across Galway through the Wild Atlantic Way
(e.g. continually re-imagine festival formats,
themes and focus to protect, build and develop Source: Whitaker Institute, et al. (2014)
Economic Baseline Summary Overview; and Failte
Galway’s reputation for innovative festivals and
Ireland (2016) Various.
festival experiences).
The tourism sector must endeavour to improve or maintain high standards and be willing to participate
in opportunities for training, development and research. Developing tourism in Galway requires a
multi-sectoral and multi-disciplinary stakeholder approach. The Local Enterprise Office provides
support for businesses. It is hoped that tourism can supplement incomes in many parts of Galway
rather than displace other employment. Galway’s communities are its ambassadors with many wishing
to develop projects in their area and to achieve this, capacity building (supported by a range of
stakeholders) is required. Communication, engagement and collaboration are essential in the
animation and mobilisation process.
A range of distinctive, innovative and appealing products, services and activities must be on offer for
visitors though they must be experiences that the market seeks. Clear and consistent visitor
interpretation is required across Galway (e.g. using signage and creating distinctive areas).
Figure 1 highlights the three key destinations for visitors to enjoy, namely the City, west Galway (part
of the Wild Atlantic Way branding) and east Galway (part of the Lakelands branding). Local Authorities
have provided infrastructure and facilities for tourism in the past and will continue to roll out new
4It is estimated that the European Capital of Culture – Galway 2020 could attract an additional 30% in visitor numbers and an increase in
accommodation/ hotel occupancy so it will be important that visitors can be accommodated in Galway City and County. Galway 2020
would have significant economic benefit to Galway City and County and wider region.
Galway’s Tourism Strategy & Action Plan 2016-2025 6
projects over time in conjunction with partner organisations and communities. The Councils play a
dual role – also providing for community needs. Tourism can encourage social inclusion and access to
the labour market. If towns and communities are great places to live and retain jobs, this vitality will
be very attractive to visitors.
West
East
[Lakelands
[Wild City & Inland
Atlantic Waterways ]
Way ]
Islands
S. East
Figure 1: Galway’s Destination Experiences
A range of key events and festivals should be strengthened and a range of high quality trails and clusters
developed. By developing a select number of larger strategic tourism attractions (e.g. a trail or
interpretative facility), new enterprise opportunities will be stimulated, though the benefits and costs
of providing tourism infrastructure in a community must be considered and addressed early on.
Existing event venues in Galway require improvement or inventive re-use. Opportunities to extend the
tourist season must be explored and efforts sustained. Cross-promotion by businesses is essential as
a working relationship (e.g. rotation of businesses that stay open/ provide services) will offer the off-
peak visitor exciting and intriguing experiences. The development of many of the experiences for the
region will require cross county and interregional collaboration to realise mutual regional benefit, as
promoted by the Regional Action Plan for Jobs (West).
Figure 2: Managing and Delivering Destination Tourism5
As Figure 2 above demonstrates, this Strategy considers what drives tourism (assets, well-known icons
and the aspects of Galway that already stand out (or what could make it more prominent)), the
5 Source: Stevens & Associates(2015) ‘Innovation & Creativity: Essential Ingredients for Successful Destination Development. Getting It Right:
From Theory to Practice’ in Destination Tourism in Galway Workshop; 08/09/2015, Galway City Council.
Galway’s Tourism Strategy & Action Plan 2016-2025 7
perception that we want visitors to have about Galway, which involves proper positioning in the
market and translating ‘Brand Galway’ (a single compelling proposition) for the recipients of tourism
(i.e. the visitors); and finally who facilitates tourism (i.e. the range of public and private stakeholders
who provide infrastructure and services and Galway’s communities).
Achievable objectives and strategic projects are included in the Strategy and its implementation will
require appropriate administration and guidance together with funding streams (e.g. led by a steering
committee and a range of working groups). Consideration is also given to how the strategy, its vision,
aims and actions will be managed (e.g. by way of a destination management group/ organisation).
It is informed by and considered through Strategic Environmental Assessment and Appropriate
Assessment. Any issues identified in the assessments and options to avoid damage or adverse effects
on European Sites or potential mitigation of likely significant effects on the environment have been
integrated into the Draft Strategy and Action Plan. Galway has a range of unique, sensitive and rare
species and habitats which require protection, so careful considerations must be given to the design,
location and appropriateness of tourism projects including the effects of existing infrastructure.
It is envisaged that the Action Plan (based on the following) will be revisited every three years to ensure
regular monitoring and re-prioritisation of actions or projects as necessary. Funding remains ad-hoc
and is likely to be sourced from a range of national, regional and local budgets. This will continue to
have a significant bearing on the delivery of projects over time. However opportunities will be explored
as they arise as part of a collaborative process with the tourism sector and local communities.
The following are the action areas and sub-actions of the strategy. More detail on each aspect is found
in Chapter 5 of the main document.
Action 1: Reputation Management & Branding
Topic Action Description
Narrative Complete #Galway is.. integrated city and county branding project
Develop a marketing and communication plan for Galway’s unique experiences and products
Marketing Plan
to grow overnight stays and revenue
Seek to achieve and deliver European Region of Gastronomy 2018, European Youth Capital
Awards 2019 and European Capital of Culture 2020; and explore other relevant award areas which will
increase Galway’s international visibility6
Digital
Develop digital communication - Galway’s Shop Window & Visitor Hub
Marketing
Destination Establish a voluntary Tourism/ Destination Management Group with an oversight role (plan,
Management track progress and review)
Evidence-base,
Develop indicators to monitor tourism performance and ensure continuity of targeted
research & best
research to maintain market focus
practice
Deliver responsible tourism with its experiences and products underpinned by long term
Core Values
sustainability
Work with Dublin Airport, Shannon Airport and Ireland West Airport Knock to support regional
Air Access
access and marketing
Festival & Promote Galway as ‘the Capital of Festivals’ highlighting signature events and continue to
Events attract international events
Funding Identify dedicated and ad-hoc funding
6Galway, West of Ireland has been recommended as European Region of Gastronomy 2018 by the Institute of Gastronomy, Culture, Arts
and Tourism; Galway is also a candidate for European Capital of Culture; and is bidding to become European Youth Capital in 2019.
Galway’s Tourism Strategy & Action Plan 2016-2025 8Action 2: Capacity Building & Engagement
Topic Action Description
Standards of Strive to achieve hospitality standards of excellence and boost customer service skills
Excellence
Partnership Coordinate efforts across a range of stakeholders and support strong sectoral engagement
Business
Disseminate information on business supports and develop experiences relevant to the
supports &
market
guidance
Community
Support capacity building among communities, public participation and volunteerism for a
capacity-
range of initiatives
building
Identify sectoral skills shortages, relay this information to training bodies and deliver training
Skills
needs
Networks & Identify and facilitate sectoral-led networks and clusters
Clusters
Action 3: Developing Experiences (Product Development)
Topic Action Description
Experience
Create Galway’s future – an inspiring visitor destination
development
Visitor Deliver exceptional visitor experiences through careful management and provision of
management supporting infrastructure
& interpretation
Event Venues Establish a number of multi-functional venue and exhibition spaces
Embrace Galway’s culture and artistry as a key visitor experience; and Galway 2020 European
Culture & Arts
Capital of Culture
Wild Adventure
& Sport - Stay & Offer wild adventure across Galway to retain visitors for longer
Play
Accommodation
Determine accommodation needs and provide interesting types
& Wellness
Gastronomy Deliver and build on Galway West of Ireland - European Region of Gastronomy
Creative Develop a Year of Film – Galway Ceantar Scannán celebrating the highest internationally
Film & Media recognised standard of excellence (UNESCO City of Film/ Creative City)
Maritime,
water-based & Develop Galway’s maritime and water-based experiences
coastal
Irish, An
Ghaeltacht & Develop Gaeltacht-related tourism initiatives, promote the Irish language and traditions and
Galway’s island way of life
Islands
Eco-tourism
Develop eco-tourism and geo-tourism experiences
& geo-tourism
Historical
& ecclesiastical Share Galway’s past celebrating its influence on the present and future
significance
Re-vitalise Actively seek to revitalise Galway City, towns and villages of Co. Galway
Access for all Make Galway’s visitor experiences accessible to all
Community Support community initiatives with potential for domestic tourism
Galway’s Tourism Strategy & Action Plan 2016-2025 9Education
Develop education tourism – language, sciences and technology
tourism
Evening &
Support a wide offering of evening and weekend visitor experiences
weekends
The above actions are not exhaustive and due to the ad-hoc nature of funding and the rapidly changing
nature of tourism, it will be important to take advantage of partnership opportunities as they arise.
To deliver the strategy, a multi-agency and collaborative approach will required.
In the last 10 years, the Local Authorities in conjunction with Fáilte Ireland, Údarás Na Gaeltachta,
Inland Fisheries Ireland, etc. has spent X on tourism development??? (Perhaps include an appendix
with details of tourism projects previously delivered):
Project Date Amt Received/ Source Outcome
As noted above more detail on the types of projects which are envisaged in this Strategy are found in
the main report; however the following is an initial estimate of some key projects:
Project Target Date Estimated Cost €
Yeats Tower Galway City Waymarked Ways
Clear Waters at Silverstrand, Co. Galway
Galway’s Tourism Strategy & Action Plan 2016-2025 101.0 Importance & Challenges of Tourism, Galway’s
Experiences & Strategy
1.1 Introduction
This is a draft Strategy and action plan for Tourism in Galway for the period
2016-2025. The strategy has been prepared by Galway City and County
Councils7 to increase the competitiveness of Galway’s tourism sector.
Galway’s position in a growing global tourism market must not be left to
chance. This strategy aims to ensure that Galway’s reputation becomes that
of a must visit international destination synonymous with world class
experiences and one which stands out in an exceptionally busy market place.
A sustained, long term collaborative approach is a necessity. The story of
Galway must be spread widely as it is too special to keep a secret and its
reputation must be enhanced and managed. The strategy reflects on Galway’s
people and places – seeks to develop the experiences that appeal directly to
the visitor and which support community needs; together with nurturing the
contribution by Galway’s communities to tourism. This Strategy proposes to
develop a sustainable sector, support economic development8, sustain jobs,
create new opportunities and ensure sectoral skills meet the needs of the
industry and visitor.
Over the past number of months a consultation process has been embarked
upon with almost 60 one-to-one interviews having taken place. This includes
discussion with local authority employees who carry out a tremendous range
of tourism-related activities, Fáilte Ireland (tourism development agency),
community groups, economic development agencies and hoteliers among
others. Indeed more consultation is yet to follow. Other influences on the
strategy are the outcomes of events such as ‘Destination Tourism in Galway’
and ‘#Galway is…’ hosted by the local authorities and Fáilte Ireland, Fáilte
Ireland strategies and research, Irish Tourist Industry Confederation (ITIC)
research, consultation carried out as part of the European Region of
Gastronomy 2018 and European Capital of Culture 2020 bidding processes and
the Cultural Strategy for Galway. Other research identified Galway’s position
within the context of a hierarchy of national and regional strategies and
approaches.
A partnership group involving a range of stakeholders will be identified to
support and implement this process and it is planned to implement the actions
over the lifetime of the strategy and remain ready to adapt, change and
innovate as opportunities emerge.
7 The vision for Putting People First clarifies that local government will be the main vehicle of governance and
public service at local level leading economic, social and community development, delivering efficient and
good value services, and representing citizens and local communities effectively and accountably. (Source:
DECLG (2012) Putting People First - Action Programme for Effective Local Government – ‘Vision for Local
Government’ (p.1): http://www.environ.ie/en/PublicationsDocuments/FileDownLoad,31309,en.pdf). This is
a role that Local Authorities are already advancing with (in particular) Local Economic and Community Plans
(LECPs) and Local Development Strategies (LDSs) published in 2015/2016.
8 The Tourism Strategy is supported by the Local Economic & Community Plans for County Galway and
Galway City.
Galway’s Tourism Strategy & Action Plan 2016-2025 11The quality of Galway’s environment is paramount to sustaining its communities and the economy so
the Strategy is accompanied and guided by a Strategic Environmental Assessment (SEA) and
Appropriate Assessment (AA) (see accompanying documents)9. The range of actions proposed in the
strategy were assessed in the SEA and AA processes; with mitigation integrated into the Strategy and
its proposed activities.
1.2 Understanding the Importance of Tourism
Tourism is one of the fastest growing industries in the world with very positive global
projections for international tourism arrivals over the next decade10. While it is subject
to external economic or natural shocks, the United Nations World Tourism Organisation Projections
(UNWTO) describes it as ‘an economic and social phenomenon’ and a ‘key driver for socio- for tourism
economic progress’11. International tourist arrivals increased by 5%, since 2013, with show
destinations worldwide receiving 517 million international tourists in the first half of 2014. continued
The global hotel and resorts industry also grew (by 2.5% in revenue) in 2014. It is growth!
forecasted that by 2030 international tourism arrivals will rise to 1.8 billion with 1 in 11
jobs already tourism related.
According to Stevens and Associates (2015) this is an
uber competitive industry!
Europe comprises 42% of world tourism receipts, generating the highest earnings of $489 billion in
2013. Just over half of the inbound tourism travel in the same year was for holiday, leisure or recreation
purposes. Key drivers of growth are economic based and include globalisation, changes in
demographics, technology and emerging market growth. European Union (EU) policy promotes
tourism seeking to maintain Europe as a leading destination (Whitaker Institute/ GCC/ GCoC, 2015).
The national trend is also positive with the Irish Government12 publishing a new national tourism
strategy in 2015. The DTTAS also recognise that tourism has the potential to unite communities who
promote their local assets. This was demonstrated during The Gathering in 2013 and this enthusiasm
and momentum continues. Tourism supports local businesses and community services and facilities
such as restaurants, hotels, shops, transport services, heritage centres, food, arts and crafts producers,
activity providers and markets.
1.3 The Challenge to Make Galway Shine!
Galway faces a range of challenges to develop a coordinated approach to tourism development. These
include capturing the Galway experience, building and managing its reputation, selling it to relevant
markets and developing capacity within the business sector and community groups. It also includes
the need to provide a range of unrivalled experiences which evoke great associations and support the
creation of a strong ‘sense of place’ among people living in Galway.
Although tourism has been maintained here, it is time to set about achieving its full potential,
responding to key trends (e.g. walking and cycling) and enhancing its competitiveness. Thus a shift is
required. A coherent and cohesive image of Galway must be projected. The new profile must have an
impact and appeal that stimulates demand. Galway should be a destination that people care about
and want to visit. It will need to have new or joined-up experiences and products that make the visitor
experience special, unique, compelling and diverse.
9 These documents and processes are prepared in accordance with European Union’s Strategic Environmental Assessment & Habitats
Directives.
10 This is according to the World Bank, UN World Tourism Organisation and the World Travel and Tourism Council.
11 http://www2.unwto.org/content/why-tourism and http://www.e-unwto.org/mwg-
internal/de5fs23hu73ds/progress?id=I46ZdvgvJE9KRKkK9CNXjZmDL_HriMqbTw9smfwLySE,&dl
12
Department of Transport, Tourism and Sport (DTTAS).
Galway’s Tourism Strategy & Action Plan 2016-2025 12Consultation has shown there is a real commitment and desire to make this happen. Collaboration and
partnership in a dedicated collective effort will be the vehicle for delivery. Work has begun on agreeing
a fresh vision for the City and county area which is underpinned and supported by clear actions. It is
hoped that tourism in Galway can be driven by the private sector and supported by the public sector
(a role which the local authorities are now fostering through their new economic mandate).
Opportunities must be capitalised upon as they arise, either in the short term (e.g. perhaps offering
alternative visitor experiences in Galway when there are accommodation shortages in Ireland’s capital)
or with the provision of strategic projects in the medium to long term. It is crucial to build on existing
assets through better management or promotion, boosting revenue from existing festivals and cultural
events and attracting business tourism and other desirable visitor experiences (e.g. the Red Bull
sponsored Soap Box Race).
Recognition must be given to the stronger performing areas of Galway – namely Galway City,
Connemara and the Aran Islands, not shifting attention away from them but instead addressing
inadequacies and supporting a ‘different kind’ of experience in other parts of Galway.
Galway City is a transportation hub and gateway to the west of Ireland and the Wild Atlantic Way. A
close working relationship will be fostered with neighbouring counties by developing appealing cross
county/ regional experiences that increase dwell time and attract repeat visits thus delivering greater
economic benefits and enhancing regional competitiveness.
In European terms, Galway is a small city though it serves a wide hinterland. Many large municipalities
across Europe have organised ‘tourism destination management approaches’ which cohesively project
the image of their city and region as ‘must see’ leisure and business destinations. Increasingly tourists
are becoming more discerning and with endless choices on offer, Galway must present something
special to stand out from the crowd.
Significant opportunity lies with Galway’s candidacy for European Capital of Culture 2020 (a highly
prestigious European designation which is awarded to two European cities each year) and the
recommendation for European Region of Gastronomy 2018 which will raise the profile and visibility of
Galway to international visitors. The sector will grow if there is innovation, a strategic approach, fresh
ideas and efficient working relationships; and as long as Galway remains relevant to the market. The
messages must be consistent and constant, supporting cultural and gastronomically-related ambitions
and wider tourism development.
There is no direct air access into Galway, yet there remains a strong trend of those entering Shannon
International Airport travelling northwards to Galway (87,962) (Shannon Group, 2015). 1,284 million
arrived at Shannon and 665,000 arrived at IWAK in 2014 (CSO, 201413). Visitors arriving to Ireland by
sea have decreased by 41% (a reduction of 900,000) over the period 2000-2012.
Galway remains a popular destination for domestic visitors and indeed many students come from all
over the country to develop their Irish in the largest Gaeltacht in the country. The Department of
Transport, Tourism and Sport (DTTAS) prioritises overseas tourism over domestic tourism due to its
overall revenue returns. Domestic tourism sustains the sector during non-peak periods and supports
investment which enhances the attractiveness of Ireland as a destination. However the DTTAS discuss
that in relative terms the market is small with limited potential for growth as domestic tourism
consumption is already high among Irish residents. Therefore the target is to generate increased
revenue from overseas revenue, increase bed-nights and extend both the length of stay by visitors and
the tourist season. Galway must remain a vibrant, exciting place to be, be clear about what it stands
13
CSO (2014) Standard Report on Methods and Quality for Passenger Card Inquiry.
Galway’s Tourism Strategy & Action Plan 2016-2025 13for, highlighting its cultural creativity and range of products and services, continuing to develop its signature festivals and events, fostering opportunities in business tourism and sustaining sustainable and responsible tourism14. Over the years there has been substantial investment in tourism in Galway (€X million illustrative costing in last decade???) and it is possible to build on this achievement with strong leadership, ambition, realism and a proactive, coordinated and cohesive approach which capitalises on opportunities as they emerge. 1.4 Why develop a Strategy for Tourism? The Irish government published its 10 year strategy ‘People, Place and Policy’ in 2015 which seeks, by 2025, to increase the number of visitors to these shores by 10 million with associated revenues of €5 billion (at 2014 prices) and sustain 250,000 people in employment in the sector. In 2003, the Galway City and County Tourism Committee published a framework for sustainable tourism though as this has been redundant for a number of years a new strategy has been prepared to direct tourism over the next ten years. It incorporates (or is supplemented by) an action plan which is focused on results. It is intended that this process will remain iterative so actions can be amended as circumstances change. The actions are a culmination of the outcomes of consultation, Fáilte Ireland research and a review of relevant literature. They are categorised into three key themes, namely reputation management, capacity building and experience (or product) development. Where possible, the actions are time bound for delivery over three-year consecutive cycles15. Fáilte Ireland and Tourism Ireland are the national tourism agencies. Presently Fáilte Ireland has three main marketing campaigns to attract overseas visitors with one additional campaign for the domestic market to follow. The Wild Atlantic Way is the most important in the context of west Galway and Galway City while another strategy is being developed for the Lakelands region which will be relevant for the east of the county. Sub-regional strategies or targets for counties are not set by Fáilte Ireland, so this Strategy seeks to identify suitable aims which are guided by relevant market research. Local government continues to supply tourism infrastructure in association with Fáilte Ireland and a range of other stakeholders. Putting People First (2012) and the Local Government Reform Act (2014) identify the Councils as the main vehicle of local governance and public service, leading economic, social and community development. The preparation of a joint Tourism Strategy for Galway City and County supports the actions of the Local Economic and Community Plans for Galway16 and is part of a continued collaborative approach to Galway’s economic development by Galway City Council and Galway County Council. International tourism and marketing experts were invited to Galway to explore tourism development options for the region. Events were held on ‘destination management’, ‘developing business along the Wild Atlantic Way’ and developing Galway’s character and core values with ‘Galway is….’ to understand what makes Galway unique and its potential to stand out. In 2012 Fáilte Ireland (Blue Sail consultants) began working on a ‘Vision and Blueprint for Tourism in Galway’ and momentum has re-emerged to identify Galway City’s narrative with #Galway is…17. This project is considering how Galway is unique, special and compelling; and how it 14 UNWTO (2012) City Tourism; TII (2014) Cities on the Rise in Belfast City Council (2014) Belfast Integrated Tourism Strategy 2015-2020. 15 This is subject to resource availability. 16 Source: http://www.galwaycity.ie/lecp/; and http://www.galway.ie/en/services/communityenterpriseeconomicdevelopment/localcommunitydevelopmentcommitteelcdc/localandeco nomiccommunityplanlecp/ 17 http://galwayis.com/ Galway’s Tourism Strategy & Action Plan 2016-2025 14
[Galway
represents something important that people will care about with less
congested and rich visitor experiences. Once established this narrative
must be managed and sustained.
1.5 Galway’s Character, its Core Values & Tourism Experiences18
is…(update)
On the far western edge of Europe along the Atlantic Ocean and Wild
Atlantic Way is a maritime city with a reputation as Ireland’s cultural gem.
At the heart of County Galway is the City of the Tribes19 and gateway to ...the cultural heart of
the west of Ireland. It is an attractive cultural centre and regional city Ireland with boundless energy
serving a wide hinterland in County Galway and the province of Connacht.
Known for its friendly people, charming streets, arts, culture and heritage, and excitement in the City of
Galway is a city like no other. the Tribes and the
A unique medieval city, Galway was once part of a superhighway of trade
gateway to the west. It
that linked the ports of Western Europe. It is an attractive, walkable city lies at the edge of the Wild
interwoven with canals and mill races. It houses a preserved street
Atlantic.. ..encompassing the
pattern, cobbled streets, laneways, medieval walls and treasures its
fascinating history and character; yet is intertwined with a modern, warmest of welcomes for
vibrant, bustling activity and located along the banks of the River Corrib our Diaspora and new
(whose stony bed (Gaill Aimh) gave the city its name) flowing from Lough
Corrib to the breath-taking Galway Bay. With 75,52920 living in the City friends....it is young at
and a further 62,238 living within thirty minutes driving distance, it aims heart, fostering learning
to develop sustainably as it was previously known as the fastest growing
city in Europe. and expression through its
vibrant festivals, music,
The City is surrounded to the west by the breath-taking and rugged
Connemara landscape and coastline encompassing some of the most
film and authentic bi-
incredible geologically and ecologically significant landscapes in the world lingual way of life....set
including a National Park. It has a number of offshore islands including against the most beautiful
Oileáin Árainn and Inishbofin and spectacular mountain ranges such as
the Twelve Bens and an UNESCO Aspirant Geopark in its midst (Joyce’s natural landscape with its
Country). Lough Corrib, the second largest lake in Ireland covering over majestic mountains,
16,000 hectares, lies to the north of Galway City and to the east of the
county are Lough Derg, the River Shannon (longest river in Ireland) and its lakes, rivers and vast
tributaries, the Slieve Aughty mountains and the Lower Burren which is a seascape....it offers
unique features of a karst landscape (located immediately north of the
Burren and Cliffs of Moher UNESCO Geopark). unrivalled city, town,
village and rural
Galway offers many opportunities to observe and become immersed in
multiple terrains that contain some of the most rare and vulnerable experiences and
habitats and species in the world. Galway is sprinkled with interesting gastronomical
and lesser known towns and villages.
delights.....]
18 Sources: NWRA (2013) Gateways & Hubs Development Index 2012; Academy of Urbanism (2012) Galway – Category of ‘The Great Town
Award 2013’ http://www.academyofurbanism.org.uk/galway/; O’Dowd (1998) Galway City; Video; Various points from consultation.
19 The City became known as this owing to the 14 “Tribes” (merchant families) who led the city in its Hiberno-Norman period.
20
CSO (2011) Census of Population.
Galway’s Tourism Strategy & Action Plan 2016-2025 15An Ghaeltacht and the Irish speaking communities in
Visitor Experiences identified
Galway made it a uniquely bi-lingual region, fostering Irish
during consultation:
language heritage and culture in its many forms which have
Experiences include the sea and our
influenced daily life from the culture and traditions, music, coastline, the City experience,
language and dialect to the vernacular buildings. It is also cruise tourism, great western lakes,
Ireland's only bilingual city with much of the area lying western forts, historic towns and
within a Gaeltacht. There is also unique island culture and villages, ecotourism and geotourism
history. (with an Aspirant Geopark at Joyce’s
Country), adventure tourism (e.g.
events such as the Connemarathon,
The east and south of Galway are home to a slower pace of
Gaelforce West, Sea to Summit),
life and calmness, abundant with older authentic rural business tourism, Connacht Rugby
Ireland and farming communities that produce world events, GAA events, family friendly
renowned Irish beef, with music and Gaelic football intrinsic destinations and activities for
to daily life. Significant potential lies in creating children, Irish music festivals and
connections among the great wealth of archaeological and music clusters which highlight the
architectural heritage that define the area. There is authenticity of culture, Atlantic
storms, hidden gems on the Wild
synonymous with the freedom of Shannon cruises and a
Atlantic Way and along the
national cycle route is proposed in the area. Lakelands, the WAW Experiences
2015 and Signature Discovery
A diverse local economy is supported by a growing young Points (i.e. Marconi Site and Killary
and student population. Over 26,000 students are enrolled Harbour) along the Bay Coast,
in the National University of Ireland, Galway and Galway ecclesiastical/ spiritual trails, Saint
Patrick’s Pilgrimage, Patrician paths
Mayo Institute of Technology. There are high levels of
(connecting Croagh Patrick with
educational attainment among the labour force and Knock, Ballinrobe, Cong Abbey,
knowledge generation with the population of 20 to 24 year Canals, Moore Hall, Ballintubber
olds more than twice the national average21. Education and Abbey, Ballina and the monasteries
learning remain part of the past, the present and the future of the Moy from Galway to Mayo),
of Galway. It is a centre of knowledge and a source of whiskey and brewery trails, film, art
growth and innovation – being home to nine of the top ten and craft trails and a national park.
med-tech companies in the world (medical and biomedical
sector cluster) and having a strong, emerging ICT cluster. It
continues to attract successive waves of international
investors (foreign direct investment) and thrives on an entrepreneurial spirit and diversity of culture.
Galway City has been awarded Best Overall Micro City 2014 by fDi Magazine in recognition of its
economic potential and business friendliness; Great Town 2013 by the Academy of Urbanism and
European Green Leaf 2017 for its environmental achievements. Not only is it a designated UNESCO
Creative City/ City of Film, it is one of only 5 cities worldwide to hold this prestigious title but it is a
member of the UNESCO Creative Cities Network demonstrating the economic importance of the
creative and arts sectors. Many famous movies have been filmed in Galway from the Quiet Man
(featuring John Wayne) in 1952 to The Guard in 2011. The city received a Purple Flag in 2014 for its
safe and vibrant night-time economy and, in 2015, was named the Friendliest City in the World by US
magazine Travel and Leisure.
Visitors to Galway access genuine modern day Irish culture that remains immensely proud of the past
yet moves with the times. This celebration is demonstrated through the jam-packed multi-annual
events and programme of activities which take place all over Galway (annual Events Guide) which
includes signature festivals such as the Galway International Arts Festival, the Galway Races and a
range of food festivals.
21
CSO (2011) Census of Population.
Galway’s Tourism Strategy & Action Plan 2016-2025 16Galway benefits from stable local governance and an impressive collaborative approach in the tourism
sector22 underpinned by sheer enthusiasm and awareness of the wider benefits that can be achieved.
This translates into projects that have people at their heart. Its reputation is growing so it is a perfect
time to coordinate the message and continue the substantial efforts of Galway’s communities, taking
pride in what has been achieved and remaining open to new ideas, concepts and people.
The potential for international tourism is recognised in Galway and a close affinity with Connemara
and France is long established. It is also regularly visited by travellers from Germany and the United
States (US). The Galway experience is genuine and visitors are able to immerse themselves in the
culture and traditions of the region. This is an exciting time as Galway re-emerges into a time of
growth. It has a vibrant city at its core but needs to showcase the heritage of its towns and villages,
provide sustainable and well thought out access to the countryside and linked experiences that meet
with the needs of relevant market segments such as the ‘culturally curious’ and ‘great escaper’23. There
is so much to see and experience in the west of Ireland and the story already comes from a positive
place so the reputation can be projected more widely to an international audience.
Galway is recognised as a place where people want to live, work and visit and engenders a huge sense
of pride of place in its inhabitants. In particular the City has an international feel and is an important
commercial accommodation base for the established tourism area. The harbour (a liquid-bulk port) is
one of five smaller state owned commercial ports which is attracting cruise traffic and is seeking major
redevelopment to increase the cruise tourism potential. Transport connections and management
continue to improve and the city is 1.5 hours from both Shannon airport and Ireland West Airport
Knock. It can be explored by air, over land, sea or inland waterway.
A culture of acceptance and celebration of diversity
pervades throughout Galway. Not only does it have a
young population - it is young at heart. Galway
continues to be a place shaped by new comers and is
now the most multi-cultural location in Ireland with
close 20% of Galway City’s residents (check if Galway
City and Co) recorded as non-Irish, compared to a
national average of 12%. Galway was chosen as one
of the pilot cities for the EU's Culture 21 project.
Galway City and County’s candidacy to become the
European Capital of Culture in 2020 with its bid
‘Making Waves’ based on landscape, language and
migration (see Figure 3), demonstrates the peoples’
commitment to arts and culture; and a ten year
cultural framework was launched in 2015. The art and
craft offering is second to none and includes high
quality jewellery, souvenirs and musical instruments
of historical significance. The Made in Galway24
initiative highlights the incredible array of original
design and skills present here.
Figure 3: Galway 2020 Bid – Making Waves
22 In particular Galway City’s relatively small geographical scale means that people know each other, have the ability to get organized
quickly and assemble the necessary infrastructure in response to emerging opportunities. This was evident with the Volvo Ocean Race
which was hosted in Galway in 2009 and 2012 – impressing the event organisers.
23 Please refer to Section 4.2 for more on theses market segments.
24
http://www.madeingalway.ie/
Galway’s Tourism Strategy & Action Plan 2016-2025 17Increasingly visitors are making Galway a destination
for great food. In March, 2016 Galway - West of
Ireland, following a successful bidding process and its
concept of ‘From The Ground Up – Feeding Our
Future’ was recommended as European Region of
Gastronomy 2018 in recognition of the high quality
of food and drink producers, restaurants and food
suppliers in Galway (see Figure 4).
This food movement and rising profile culminated in
a notable food conference ‘Food on the Edge 2015’
held in Galway which attracted chefs from around
the world and highlighted the fantastic food offering.
Figure 4: Galway West of Ireland - From the Ground Up
A survey conducted as part of the ‘Galway is....’ project demonstrated (at Figure 5) that residents in
Galway and non-residents broadly had the same opinion of what Galway is or represents. It highlighted
the arts, culture, festivals and events, business, night life, holiday destination, welcoming city, scenery,
arts and history as key features.
Figure 5: The Results of the ‘# Galway is..’ Survey 2015 (note the above is a placeholder)
1.6 Other Issues to Consider25
Firstly it is necessary to recognise where Galway fits in a national and international context. The
Strategy must be consistent with Fáilte Ireland’s brand architecture and plans for the Wild Atlantic Way
25This section considers the messages highlighted by Martin Brackenbury and Harold Goodwin (tourism consultants) at a Fáilte Ireland
Workshop – ‘Maximising Local Economic Benefit along the Wild Atlantic Way’ held in Galway on 25/09/2015; and Dr. Terry Stevens
(tourism consultant) at a workshop held in Galway City Council – ‘Destination Tourism in Galway’ on 08/09/2015.
Galway’s Tourism Strategy & Action Plan 2016-2025 18and Lakelands region (once established), providing experiences and products that are relevant to existing or emerging markets. It is necessary to understand and know who we want to attract to Galway. Mass tourism cannot be our goal as it is not equipped to provide such experiences. Instead it’s the independent travellers who will immerse themselves in an area, dwell longer and engage with communities - fewer numbers spending more money than those who ship in and ship out quickly. The visitors and communities benefit from this form of slow tourism. A variety of experiences are available across County Galway and in Galway City so different locations will be more appealing to different types of visitors (or market segments). The City, for example is suited to larger number of visitors and those who want to experience the hive of activity from retail and commerce in an historic setting. Those who want to ‘get away from it all’ will be drawn to the culture and natural environment outside the City. The visitor experience cannot be allowed to become a feeling of ‘indifference’ – where Galway appears to be a destination like any of the countless others. A cohesive brand must evoke a connection and ‘love’ for Galway, ensuring that it stands for important values and represents responsible and sustainable tourism. Tourism can stimulate community pride and a strong sense of place with a collective effort to present the best image of their area. Local ambassadors can offer visitors a wealth of knowledge with local history, places to see and activities to do. When connections are made with visitors, this can result in longer dwell times and entice them to return. With appropriate capacity building, communities can become enthusiastic eyes and ears, treasuring the history, culture and local environment which actually deliver the visitor experiences. A multi-faceted and multi-organisation or agency approach is needed. Tourism agencies, local authorities and other organisations must work with communities from outset of any new approach or proposal. Not all communities or community members welcome tourism and indeed can be antagonised by the notion of visitors to their area, have safety fears or feel a threat to their sense of place. There can be a changing power relationship (e.g. with changes in land ownership) in an area. Some may choose to move to a scenic area for different reasons and do not wish to put up with economic development, while locals may consider some inconvenience necessary to secure employment in the locality. Other effects of tourism can include inflated property prices (e.g. for holiday homes) that price locals out of their community. The needs of local communities must be listened to and considered with working relationships developed over time. Benefits from tourism can ensure that local enterprise, employment and retailing are sustained. It can be a supplementary income for a community and create an additional local market to maintain the community. A growing tourism sector will continue to entice people to come and work in Galway, as it has done in the past but it can also entice the emigrants/ locals to return to work in their community. Galway’s challenge is to understand the tourism sector and create a world class tourism product. While this is already underway, long term strategic projects must be implemented through a cohesive approach. Tourism can be described as a short term let of other peoples’ environments. Visitors do not directly contribute to the expensive infrastructure provided for them, nor do they pay for the spectacular environment or scenery. Yet this costly underlying infrastructure funded through public taxes (or other mechanism) must be in place to attract visitors and support local communities. This includes litter Galway’s Tourism Strategy & Action Plan 2016-2025 19
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