HAVEYOUR SAY! - Galway Gastronomy
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HAVE
YOUR
SAY!
GALWAY
to 2025
Preparing a Tourism Strategy for Galway
GALWAY’S AWARDS
United Nations Designated
Educational, Scientific and UNESCO Creative City
Cultural Organization in 2014
European Capital European Region European UNESCO Great Town fDi Micro City Friendliest City Purple Flag
of Culture 2020 of Gastronomy 2018 Green Leaf 2017 City of Film Award 2013 2014 in the World Award 2015
GALWAY to 2025 Preparing a Tourism Strategy for Galway 1
Galway is… What do you think
...the cultural heart of about Tourism
Ireland with boundless
energy and excitement
in Galway?
in the City of the Tribes
Galway County Council and Galway City Council would like to
and gateway to the west.
know your thoughts on tourism in Galway.
Lying at the edge of This document sets out some of the key facts and main issues
facing tourism. It sets out a proposed vision, aims and action areas
the Atlantic Ocean and for a new strategy, considering current strengths, weaknesses and
Wild Atlantic Way, opportunities.
it is a region encompassing A number of questions are set out below for your consideration.
the warmest of welcomes Please send your comments to tourism@galwaycoco.ie
by 16th December, 2016.
for our Diaspora and new
friends....and offers
gastronomical delights....
It is young at heart, Questions
fostering learning and
expression through its
Q1 What should a tourism strategy achieve?
vibrant festivals, How could this be delivered?
music, film and authentic
bi-lingual way of life.... Q2 Are the issues listed relevant?
If not, what’s missing?
Galway is full of beautiful
natural landscapes Q3 Who should we talk to?
with majestic mountains,
lakes, rivers and a
Q4 Are the vision and aims right?
If not, what could they be?
vast seascape
....it offers unrivalled city, Q5 How should Galway be marketed or branded?
town, village and
rural experiences Q6 How can community concerns about tourism be
addressed? How can communities be supported
to get involved?
Q7 How can the environment which attracts
so many to Galway be protected?
Q8 What facilities are needed for tourism?
Q9 Is there anything else you would like to add?
GALWAY to 2025 Preparing a Tourism Strategy for Galway 2
1.0 Some Facts about
Tourism in Galway....
Globally, tourism continues to grow but it is paying attractions, 105,000 visited The Sheep
an uber competitive industry with demanding and Wool Centre with 120,104 travelling to Dún
customers. According to Fáilte Ireland , almost 1
Aonghasa on the edge of Inis Mór4 and 300,000
2.25 million visited Galway in 2015, spending visiting Kylemore Abbey and Garden.
close to €670 million. In 2015, it attracted 11%
Visitors come to the west for leisure breaks, to
of total overseas visitors (third highest after
see family and friends or for business purposes.
Dublin and Cork) who generated €475 million
Some are day trippers - who are bound to a
in revenue. 9.8% of total domestic visitors came
schedule (e.g. coach/ cruise tour programme)
to Galway in the same year and generated €194
and others are independent travellers who are
million. It is estimated that 12-14% of Galway
not restricted by a time schedule. The latter are
businesses are involved in tourism and it
more likely to immerse themselves in all Galway
accounts for 10-12% of employment2.
has to offer.
Galway is a place that people want to live, work
Most overseas tourists to Galway come from the
and visit. It is brimming with personality and
United States, Germany, France and Great Britain
embraces visitors with a warm welcome. As Fáilte
and include Irish Diaspora. Research carried out
Ireland research shows, visitors continue to
by Fáilte Ireland has identified different types of
express their delight with ‘our people’ and ‘our
visitor. They want different things from a holiday
place’.
and have different interests and characteristics.
As a cultural and festival capital, tourists to
Overseas visitor segments include the ‘great
Galway can enjoy an array of experiences from
escaper’ who are aged 30 and like to get away
the urban to the rural including the vibrant City
from it all and be revitalised; the ‘culturally
of the Tribes and breath-taking landscape, to
curious’ who are aged 40+, are independently
its people and culture and an emerging food
minded, interested in history and culture and
movement.
all a place has to offer; and the ‘social energiser’
A range of accolades have been bestowed on who are young and looking for excitement,
Galway for culture, creativity and film, food, sharing their adventure with friends in European
enterprise, sustainability, a vibrant night-time Cities.
economy and friendliness with many more
Domestic visitors include the ‘connected
awards being sought including the celebration of
families’, ‘footloose socialisers’ and ‘indulgent
our young people.
romantics’.
The national tourism strategy places an 3
Tourists’ exhibit specific behaviours prior
emphasis on attracting overseas visitors to
to, during and after their holiday. Firstly they
Ireland as there is greater potential for numbers
consider where to visit and carry out price
to increase. Domestic tourism has limited growth
comparisons, they usually decide what to do
potential but remains important to the west of
when they arrive in Ireland and share their
Ireland.
experiences (online and on social media).
In 2015, Galway City Museum attracted 174,556 The discussion of the holiday experiences or
visitors and Connemara National Park recorded generation of customer reviews is usually short
190,753 visits (both free attractions). Of the fee- lived when visitors return home.
1 Fáilte Ireland (October, 2016) Regional Tourism 3 Department of Transport, Tourism and Sport (2015) People
Performance in 2015. Place and Policy – Growing Tourism to 2025.
2 Irish Tourist Industry Confederation (2015). 4 Fáilte Ireland (2015) Visitor Attractions Survey 2015.
GALWAY to 2025 Preparing a Tourism Strategy for Galway 3
Administrative boundaries are irrelevant to ‘Small towns’ really do have ‘big ideas’ for the
visitors as they are looking for great holiday future of their area7. The tourism and hospitality
‘destinations’. Galway’s strong performing areas sector deliver the goods and services which are
and established centres are Galway City, the Aran vital to visitor enjoyment and offer service with a
Islands and Connemara. They must continue to smile. They are the innovators who develop new
be supported with their deficits addressed over tourism products and attractions.
time.
Tourism requirements are multi-faceted and
As the more inland areas of County Galway there is no dedicated funding, agency or body
cannot directly compete with coastal areas, the charged with delivering tourism products. While
focus must be on the provision of alternative many organisations support tourism in Galway,
experiences with excellent visitor management they have different functions, responsibilities
and services, authenticity, less congestion and and priorities. They include the government
special interest breaks, etc. The east of the
5
Department of Transport, Tourism and Sport
county offers opportunities of particular appeal (responsible for a national strategy and action
to domestic visitors. A Lakelands brand will be plan), Tourism Ireland (marketing Ireland
developed to encompass the experiences of the internationally), Fáilte Ireland (involved in
midland counties and east Galway. marketing and research, funding infrastructure
and supporting businesses) and the Councils
(who provide seed funding for festivals, lifeguard
services, tourism facilities and infrastructure,
litter management, environmental protection
and promotion of cultural heritage among a
range of other activities).
Others include Údarás Na Gaeltachta
Almost 700km of Galway’s coastline runs along
(responsible for the economic, social and cultural
the Wild Atlantic Way with Galway City and
development of the Gaeltacht), representative
Clifden recognised as key hotspots and Salthill at
organisations such as Chambers of Commerce,
the mid-way point. The Wild Atlantic Way route
the Irish Tourist Industry Confederation, the
stretches for almost 2,500km from Donegal to
Restaurants Association of Ireland, the Irish
Cork and the international brand is starting to
Hotels Federation, local development companies,
get a foothold, attracting 3.8 million visitors6 in
Coillte (who provide recreational facilities), the
2015 (35% are in the ‘culturally curious’ segment,
Office of Public Works (who manage historic
13% are ‘social energisers’ and 8% are ‘great
sites), the National Parks and Wildlife Service
escapers’). However, only 12% of overseas visitors
(who manage the national parks), the National
travel north of Galway, while the majority 61%
Trails Office and many others. The education
travel south of Galway (Fáilte Ireland, 2016).
sector and national tourism agencies are
The necessary infrastructure and facilities must involved in meeting sectoral skills needs and
be put in place for tourists. A number of key conducting research.
projects and experiences (including festivals)
With so many involved, it is clear that an
which are exciting and memorable must elevate
integrated approach to destination management
Galway’s reputation as a tourist destination.
is needed.
The Gathering demonstrated how communities
invest in tourism and support it. Their tireless
efforts in organising festivals and events and
maintaining their local area or presenting their
heritage are tremendous.
5 WDC (2000) A Blueprint for Tourism in the West. 7 The Galway 2020 team organised consultation events on this
theme for the European Capital of Culture bid.
6 This is a 9% increase visiting the Wild Atlantic Way from 2014
(Fáilte Ireland, 2015).GALWAY to 2025 Preparing a Tourism Strategy for Galway 4
2.0 Issues to consider....
There are a range of issues to consider – We want visitors to care about Galway and
including how Galway will contribute to national immerse themselves in the unique experiences,
tourism targets and how it can improve its share their recommendations and attract repeat
performance in a sustainable and responsible visits.
manner by increasing revenue and visitor
Tourism businesses and communities can
numbers.
benefit from capacity building, support and
There are thousands of holiday destinations engagement. There are a range of supports
worldwide so how do we tell the world already on offer, but are they aware of them or
about Galway and captivate people? Tourist availing of them? Many tourism businesses are
destinations must stand out if they are to attract of a micro or medium scale so resources are
visitors. limited. Skill or competency shortages must
be identified and mechanisms put in place
Galway’s message and what it is selling - must
to address them (e.g. foreign language skills,
be clear and simple. It must also fit within the
trained chefs, etc.).
Wild Atlantic Way or Lakelands brand. Will it
be exciting and memorable – iconic, symbolic, The tourism sector must endeavour to improve
diplomatic or comic? Consistent marketing or maintain high standards and be willing to
and branding will be needed (e.g. with a master participate in opportunities for training, research
brand, logos, symbols, a digital hub, public street and development. Feedback from the sector is
dressing, etc.) and opportunities to learn from essential to inform progress or highlight issues
international good practice examples and regions as they emerge (e.g. tourist accommodation
of comparable size must be grasped. shortages in Dublin creating opportunities for
alternative experiences in the west).
Tourism is an incredibly competitive market,
however it can also be heavily affected by global Increasingly there is an emphasis on ‘cross-
economic issues, political instability, conflict and promotion’ among businesses where they
natural disasters such as volcanic ash or disease work together (e.g. serving food, providing
outbreak. UK exit from the European Union and accommodation and activities) to retain visitors
fluctuations in currency values may also have in an area; and extend the tourist season. This
an impact on tourism in Galway. The tourism approach benefits the wider business community
sector must also remain value for money if it is to and the visitor benefits from a ‘package’ of
compete internationally. experiences.
Despite their relative short stays, tourists are Efforts to support communities should continue
demanding and seek excellent products and as they are the ambassadors of Galway, adding
joined up holiday experiences. An understanding significant value to the visitor experience with
of what the market wants should guide the their warm welcome, wealth of knowledge of
offering provided (i.e. why tourists go out of history, crafts and music, etc.
their way to visit Galway). Ongoing refinement
Once tourists arrive in Galway, they want ‘things
will be necessary taking account of any changes
to do and see’. Tourism is underpinned by a
in market profile, demands, preferences and
range of types of infrastructure and facilities and
lengths of stay. As the capital of festivals, a small
while there are a range of assets on offer, others
number of signature events must be elevated to
are required. Options for alternative tourist
have international appeal.
experiences in east Galway (to that found in the
It is most important that visitors do not develop City and west) will need to be explored to ensure
a feeling of ‘indifference’ towards Galway, as an increase in overnight stays rather than brief
though it is akin to countless other destinations. visits.GALWAY to 2025 Preparing a Tourism Strategy for Galway 5
Infrastructure is costly to provide, maintain and community have concerns about tourism so
manage and due to ad-hoc funding sources and a how do we allay fears about safety or land access
myriad of other issues, delivery can be slow. New arrangements?
experiences and products must be sustainable
There are an incredible range of unique,
and an emphasis placed on responsible tourism.
sensitive and rare species and habitats which
Galway has a range of high quality, uncongested require protection, so careful considerations
tourist sites and experiences, though must be given to the design, location and
visitor management efforts may need to be appropriateness of new tourism projects and the
strengthened. A measured view must be taken of effects of existing infrastructure. Opportunities
what infrastructure is required and how it will be to rectify existing damage caused by tourism-
delivered (across a range of stakeholders, across related activities and ensure environmental
county or regional boundaries and through a protection and ongoing management will be
range of funding mechanisms). It is necessary to explored.
consider how we deliver ‘access for all’. A greater
A new Tourism Strategy will be informed by and
emphasis on cooperation among a range of
considered through environmental assessments,
stakeholders for joint-projects is needed. It would
namely the processes of Strategic Environmental
also be useful to identify ‘who does what’ when it
Assessment (SEA) and Appropriate Assessment
comes to tourism.
(AA)8. The image below illustrates the aspects of
Another necessary consideration is how Galway the environment which will be considered.
will cope with an influx of visitors in 2020 for the
European Capital of Culture or should coach
and cruise tourist numbers increase. Capacity
and access arrangements must be planned in
advance.
Biodiversity,
How can Galway manage its reputation and Flora & Fauna
approach to tourism, monitor progress and
improve its offering? Third party endorsements
are crucial and visitors rely heavily on the Population &
Cultural
feedback of others. Trip Advisor and other digital Human Health
Heritage
or print media provide up-to-date qualitative data
on visitor experiences, services and activities.
Problems which emerge must be fixed or
improved to deliver visitor satisfaction. GALWAY’S
ENVIRONMENT
To properly manage and monitor tourism,
research and appropriate indicators are required.
Given the range of stakeholders involved, a Material
partnership approach or management structure Assets
would be beneficial. Consideration should also be Soil & Geology
given to public and private funding avenues.
Tourism can encourage social inclusion, provide
access to the labour market or supplement
Air & Climatic
Factors Water
incomes. However it can have positive and
negative effects on the economy, on communities
and on the environment. Some members of the
8 SEA seeks to predict and assess the likely significant environmental effects on a range of receptors of implementing a strategy. AA
seeks to examine the impacts of a strategy on European Sites (Special Areas of Conservation and Special Protection Areas) which are
protected for nature conservation. Initial consultation has been undertaken with designated Environmental Authorities and the Draft
Strategy will be accompanied by SEA and AA reports.GALWAY to 2025 Preparing a Tourism Strategy for Galway 6
3.0 Proposed Vision, Aims
and Action Areas…
The following are the proposed vision, aims and Action Areas:
action areas in a new strategy: The proposed approach to developing a
strategy is based on three action areas, namely
‘Galway will be a renowned ‘reputation management and branding’,
world-class destination, ‘capacity building and engagement’ in the
offering exciting and sector and among communities and ‘experience
(or product) development’ (which includes the
unexpected experiences from projects, visitor management and interpretation
the Wild Atlantic Way to its and different types of experiences from
Lakelands [– a great place to recreation to food, social, historic or cultural
events).
live, explore and immerse
oneself and wish to return to!]’ A number of associated sub-actions have been
assembled from research and initial consultation
(see diagram overleaf).
Aims:
It is recognised that there is ample work ahead
1. Increase the number of visitors 9
and value of
tourism; and a collaborative and integrated effort is
required to increase the success of tourism in
2. uccessfully manage Galway’s reputation,
S Galway.
sharing and marketing the experience of
Galway, what it stands for, why it’s different A tourism strategy can offer opportunities to
and irresistible;
create better places for communities to live as
3. upport expanding or emerging tourism
S well as for people to visit.
businesses (particularly micro and medium-
sized) to create excellent products, visitor A multi-sectoral and multi-disciplinary
experiences and attract investment; stakeholder approach will be required and it
4. upport communities to be the ambassadors
S is hoped that tourism can offer opportunities
of the region – instilling pride, a strong sense to more communities to supplement incomes
of place and showcasing our unique heritage and increase the potential for steady year round
and culture, land and seascapes; trade for the sector (whether extending the peak
5. uide, develop and provide sustainable
G season with the overseas market or targeting
world-class products and experiences the domestic market in shoulder seasons and
- relevant to the market and Galway’s off-peak seasons). There are likely to be multiple
communities; and benefits from an extended tourist season.
6. ork in partnership, listen and remain
W
The topics raised during initial consultation
accountable and willing to innovate.
and an examination of Galway’s strengths,
challenges, opportunities and threats are
explored below.
9 This will include overnights.GALWAY to 2025 Preparing a Tourism Strategy for Galway 7
Proposed Action Areas
E V ELOPING TOURIST EX
A 3D PER
R E IEN
A Experience CE
O N Evening
& Weekends Development Visitor S&
I
CT PR
Education Management &
A Tourism Interpretation
O
A PACITY BUILD Event
D
C
A2 ING Venues
UC
Community E &
AR
TS
Stan
of Exc dards EN
N ks ellenc
e G
O r o s
Culture
w ster & Arts
TI
AG
t
Ne Clu EPUTATION
AC
1 R MA
EM
&
EA N
EN
Wild
Gu
AR
Evidence-Base AG Adventure
ida
T
& Research
Air Access & Sport
N
nce
EM
- Stay & Play
ACTIO
RISM
Destination
ENT & BRAND
Management
TOU
Narrative
Skills
Creative Film
GY
& Master
Brand & Media
ST
AT E Marketing
& Awards
Core Values
ort s
Su sines
s
Responsible
I
& Sustainable
NG
Festivals
pp
Food &
Bu
& Events
Gastronomy
Co
Ca mm
Bu pa uni
ild cit ty
in y
g Accommodation
ership & Wellness
Access Partn
for All
Maritime,
Re-vitalise Water-based
the City, Towns & Coastal
& Villages Irish,
Cultural & An Ghaeltacht
Ecclesiastical Eco-tourism & Islands
Heritage & Geo-tourismGALWAY to 2025 Preparing a Tourism Strategy for Galway 8
4.0 Outcomes of Consultation
So Far...
A significant amount of information was Culture and European Region of Gastronomy
collected as part of the initial research and 2018. A wide range of issues with cross-cutting
discussion. Consideration was given to the themes emerged (see below) and included
outcomes of industry events and bidding discussion on the tourism sector, tourism
processes for Galway 2020 – European Capital of development and a proposed strategy.GALWAY to 2025 Preparing a Tourism Strategy for Galway 9
5.0 Strengths, Challenges,
Opportunities & Threats…
Strengths Challenges
1. long tradition as a tourism
A 1. evelop Galway’s marketing and
D
destination deliver destination management and
world class visitor experiences
2. ecognised as the cultural heart of
R
Ireland 2. ontinue the momentum and support a
C
collaborative approach
3. alway City is the regional capital; the
G
City, Aran Islands and Connemara are 3. espond to tourism market needs and
R
strong performing visitor destinations support community needs
4. n attractive location where people
A 4. aintain strong performing areas and
M
want to live, work or visit - ranks highly boost the weaker areas
in international reviews
5. Lack of a dedicated budget
5. An impressive range of accolades
including UNESCO City of Film & others
6. ourists need a high class public
T
infrastructure but don’t provide for it
6. xcellent community contribution in
E
7. aising service standards and foreign
R
recent competition bid processes
language skills/ up-skilling to compete
7. afe communities with a ‘sense of
S
8. I ncreasing occupancy levels and
place’
revenue per available room (Rev PAR)
8. A high quality environment
Threats
Opportunities 1. Small open economy and global shocks
1. oster tourism with a new tourism
F 2. urrency changes, any increase in the
C
strategy, support reputation 9% VAT rate and not remaining Value
management, capacity building and for Money
experience/ product development
3. ny complacency in the tourism sector
A
2. efine the tourist experience and
D or among public bodies
develop a coherent Galway brand
4. orgetting the market needs, focusing
F
3. conomic growth in Galway’s source
E on the domestic market instead of
markets (North America and Mainland targeting overseas visitors (for growth)
Europe)
5. ifficulty competing with other
D
4. The delivery of European Region of markets
Gastronomy 2018 and Galway 2020 to
increase international visibility 6. I f there is a lack of engagement with the
Wild Atlantic Way/a new Galway brand
5. rovide accessible information on
P
tourism products in multiple languages 7. Lack of up-to-date data and indicators
6. evelop the skills, competencies and
D 8. Fragmented nature of the sector
capabilities of the sector
9. o ring-fenced funding mechanisms
N
7. Protect the natural environment and multiple organisations providing
ad-hoc tourism infrastructure and
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