IRELAND CASE STUDY: MEASURING & ANALYSING REGIONAL TOURISM€¦ · IRELAND CASE STUDY: ......

UNWTO/INRouTe 1st Seminar on Regional Tourism: setting the focus (Venice, Italy, 5-6 July 2012) 1 with the cooperation of CISET/Università Ca’Foscari Venezia

IRELAND CASE STUDY: MEASURING & ANALYSING REGIONAL TOURISM Caeman Wall, Fáilte Ireland Head of Policy & Futures 88-95 Amiens Street Dublin 1, Ireland [email protected] Steve MacFeely, Central Statistics Office – Ireland Director of Business Statistics & Innovation Skehard Road Cork, Ireland [email protected]

1. Introduction Fáilte Ireland is Ireland’s national tourism development authority, established to guide and promote the development of tourism as a leading indigenous component of the economy. To this end Fáilte Ireland, working in partnership with the tourism industry, provides an extensive range of services and business supports specifically designed to develop and sustain Ireland as a high-quality and competitive tourism destination. The range of business supports to help deal with operational challenges and improve performance includes: Sales Connect: Aimed at developing the skills needed to target and to sell to overseas visitors

effectively and efficiently. Mentoring: Made up of a number of specialised mentoring supports addressing: business

planning; finance; environmental management; kitchen management; HR; marketing; and attraction interpretation.

Web Check: a website review and development programme. Professional Development Programmes: Covering areas such as: management development;

business finance; sales and marketing; and topic specific workshops. On-line Learning. Operational and Practical Support.

Aside from providing direct business supports Fáilte Ireland, also offers capital investment grant support for the following: Attractions & Attractions: Whereby funding is available for upgrading and further development

of paid-for attractions and activities. Examples include equestrian facilities, specialised water sports centres and medieval heritage centres.

Infrastructure: Funding focuses on progressing projects undertaken by local authorities and statutory bodies providing non-direct revenue earning tourism infrastructures. Such pieces of infrastructure generally make it easier for tourists to engage with Ireland. The type of things funded include public realm projects, coastal development and heritage walking trails

More details are available at: http://www.failteireland.ie/Information-Centre/Publications/Corporate-Documents/Corporate/FI-Brochure-of-Services-2012.

mailto:[email protected]

mailto:[email protected]

http://www.failteireland.ie/Information-Centre/Publications/Corporate-Documents/Corporate/FI-Brochure-of-Services-2012

http://www.failteireland.ie/Information-Centre/Publications/Corporate-Documents/Corporate/FI-Brochure-of-Services-2012


As the recession took hold in Ireland, Fáilte Ireland decided in 2009 to rewrite its corporate strategy ahead of schedule as it was clear that the basis on which the previous three year plan was written no longer applied. One of the five areas of focus for the updated strategy, covering the period 2010 to 2012, is destination development. The Strategy Statement said:

“The limited resources available to Fáilte Ireland must be targeted at those parts of the country where there is strong tourism activity and where, consequently, there are viable networks of tourism enterprises ... A key focus of this strategy over the next three years will be to concentrate efforts on the important tourism destinations and ensure that they are well positioned to take advantage of an upswing in international tourism.”1

Thus, Fáilte Ireland put itself under an obligation to identify the country’s important tourism destinations and then work to support these destinations in attracting more visitors and tourism revenues. 2. Identifying Initial Priority Destinations 2.1 Background Destinations can be regarded as the raison d’etre for tourism, providing the basic elements of the tourism product: attractions; services; facilities; activities; and infrastructure2. A destination is a geographical area which is most relevant to the mind-set of the potential consumer, and which best allows the delivery of core tourism services. It has physical and administrative boundaries defining its management, and images and perceptions defining its market competitiveness. The scale of the destination can differ appreciably if the holiday experience being consumed involves continuous travel rather than a one-stop based holiday. At an extreme end of the spectrum ‘Europe’ or ‘Ireland’ could be the destination for the overseas visitor, with Connemara being a destination once they begin planning their trip. The concept of destinations for the domestic visitor may be more focussed on specific urban hubs within broader destinations, often revealing a more intimate knowledge of Irish geography, for example, ‘Clifden’ rather than ‘Connemara’. In identifying priority destinations, the primary factors taken into consideration were:

1) The Supply Side: clusters of tourism businesses and attractions 2) The Demand Side: locations where international visitors stay.

2.2 The Supply Side View: An Analysis of the Tourism Content System & Related Data The Tourism Content System (TCS) was used in identifying clusters on the supply side. The TCS is the backend database for the Discover Ireland website and contains approximately 16,000 ‘features’. Data from the TCS was mapped using Geographical Information System (GIS) software, and relative densities of tourism product were identified and mapped. These high density areas are referred to as ‘hotspots’ on Map 1 accompanying this paper.

1 For more details please see http://www.failteireland.ie/Information-Centre/Publication-

files/Strategy_Statement_2010-2012 2 Cooper, C., & D. Buhalis (1998), “Competition or co-operation: Small and Medium sized Tourism

Enterprises at the destination”, in E., Laws, B. Faulkner, G., Moscardo, (ed.), Embracing and Managing Change in Tourism, Routledge, London, pp.324-346.

http://www.failteireland.ie/Information-Centre/Publication-files/Strategy_Statement_2010-2012

http://www.failteireland.ie/Information-Centre/Publication-files/Strategy_Statement_2010-2012


A number of steps were taken in the TCS analysis, and these are set out below.

Table 1: Steps Taken in Assessing the Tourism Content System Step 1 Narrowing the Scope The TCS contains geo-coded ‘features’ and so they can be plotted on a map of Ireland. For

the purpose of this analysis, a number of categories were omitted due to the fact that they are likely to display an even geographical spread (e.g. bars and restaurants), or that the address of the business may not relate to the location where the tourism activity occurs (e.g. tour operators). The analysis focuses, therefore, on the accommodation, attraction and activity categories in the TCS.

Step 2 Weighting Data Points Given that not all features within the TCS are of equal significance from a tourism

perspective (e.g. a 20 bed hostel compared with a 250 bed hotel) a weighting system was introduced to ensure that the spatial analysis of the TCS revealed an accurate picture of where the bulk of the tourism activity occurs. This weighting system was applied to broad categories within the TCS rather than to individual features. Thus, a certain degree of approximation is inherent within the methodology. The weightings are outlined in Appendix 2.

Step 3 The Spatial Analysis The analysis was undertaken by plotting each of the TCS features on a map and

examining the extent to which these features were clustered within each electoral division (ED). EDs are the smallest unit of geographical analysis in Ireland and there are approximately 3,500 EDs in Ireland. Since not all EDs are of equal size, a weighting was applied in order to even out spatial inequalities. The analysis of clustering is known as a ‘Z score’ which is a measure of standard deviation. The higher the Z score, the stronger the intensity of the clustering. A Z score near zero indicates no apparent clustering within the study area. A positive Z score indicates clustering of high values. For the purpose of this exercise, ‘hotspots’ are considered to be those EDs with a Z score greater than two. Resulting hotspots maps are attached with this paper.

In addition, the following factors were taken into consideration in identifying the priority destinations: The spatial distribution of fee-paying visitor attractions which recorded over 20,000 visitors. The presence of a national park, which represent a strong core attractor to an area. The presence of a world heritage site, as it represents a strong core attraction to an area. There

are only two such sites in the Republic at present – Brú na Boinne, Co. Meath and Skellig Michael, Co. Kerry.

A Fáilte Ireland project identifying water bodies of national tourism significance. This was used as a confirmatory factor once the priority destinations were identified rather than as a direct input to the spatial analysis.

2.3 The Demand Side View: An Analysis of the Survey of Overseas Travellers The Survey of Overseas Travellers (SOT) was used in identifying clusters on the demand side. The SOT is conducted annually by Fáilte Ireland and involves interviews with up to 10,000 departing overseas tourists. Amongst the data gathered is information on locations in Ireland where


international tourists overnight. Almost 500 recorded centres in the SOT were mapped and the top 30 were identified drawing on three years of data. This produced a list of the top 30 centres or locations for overnighting in Ireland.

Table 2: Top 30 Overnight Locations for Overseas Visitors to Ireland 1. Dublin City 2. Cork 3. Galway / Salthill 4. Killarney 5. Limerick 6. Waterford 7. Kilkenny 8. Dingle 9. Ennis 10. Kinsale

11. Shannon Town 12. Bunratty 13. Kenmare 14. Tralee 15. Westport 16. Wexford 17. Sligo 18. Doolin 19. Donegal 20. Wicklow

21. Clifden 22. Athlone 23. Carlow 24. Tipperary 25. Kildare 26. Bantry 27. Blarney 28. Connemara 29. Adare 30. Cavan

It should be noted that demand side data relating to the domestic holidaymaker was not available and, therefore, could not be used as an input to this analysis. It was noted that data should be collected on where our domestic holidaymakers stay for future refinements. We will see later how this was put into practice. 2.4 Matching Supply Side & Demand Side Views: Identifying the Initial Priority Destinations Following the above analysis, a preliminary attempt was made to identify a number of priority destinations which would contain a significant majority of the TCS content and the top 30 centres. Following the preparation of draft maps for each priority destination, a consultation exercise was undertaken with the Fáilte Ireland regional teams. In some cases the consultation exercise confirmed the proposed destinations, while in others the boundaries of one or more destinations were modified in light of a more intimate knowledge of the destinations by the regional teams. This mean that 27 of the top 30 centres were included within the initial ten priority destinations. Map 2 shows what are known as the ‘ten initial priority development destinations’. Without the use of the information generated from the TCS in creating Map 1, it would not have been possible to match supply and demand as we did for this project. 2.5 The Initial Priority Destinations As per Map 2, the destinations are as follows:

1. Dublin & Dublin’s Door Step 2. The South East 3. Cork City 4. West Cork 5. The Ring of Kerry

6. The Dingle Peninsula 7. West Clare 8. Connemara 9. Sligo/Donegal 10. The Shannon Corridor

Some general characteristics that are shared by these destinations include:

All but one are established or mature destinations with a high recognition factor with both overseas and domestic visitors

They display a high density and high quality of tourism products and accommodation They contain strong primary and secondary hubs which act as service centres for visitors

and which are strong attractions in their own right; and


They have active industry members with established networks. The following are some indicative top-line statistics relating to the ten initial priority development destinations:

The ten destinations contain circa 70% of the Ireland’s tourism product and account for 30% of the national territory

The ten initial priority destinations account for the following: o 78% of hotel beds and 76% of hotels o 70% of all accommodation o 80% of all attractions with visitor numbers above 20,000 (and 60% of all attractions) o 65% of all leisure activities.

2.6 Validating the Results The results above were sense checked and validated against research from MacFeely, Delaney and O’Donoghue3 which used 2009 data from official business registers. The three authors work for Ireland’s national statistical institute – the Central Statistics Office (CSO). Their research is fully explained in a separate paper on the Ireland case study. As noted in MacFeely et al “Business registers are the foundation upon which all business statistics are compiled. The comprehensive coverage of business registers is of particular relevance in the context of tourism, which is a fragmented sector, dispersed across a variety of industries.” The authors studied various business registers to present a profile of enterprise demography and employment for the tourism industries in Ireland at county level, i.e., level 4 of the European Union’s NUTS spatial classification. While the paper notes that several caveats apply when analysing business registers, the information derived from business demography data offers a robust and cost effective approach to generating tourism performance indicators at sub-national level. New metrics, entitled Tourism Dependency Ratios (TDRs) for enterprises and persons engaged are derived and mapped. These ratios illustrate how the tourism supply side can be analysed and understood from a spatial perspective. These metrics were used in validating the work undertaken by Fáilte Ireland. Map 3 presents Enterprise Tourism Dependency Ratios with the data standardised by region. The results are very revealing as they show the following:

The relative importance of tourism to regions lying along Ireland’s western seaboard The importance of tourism to Ireland’s south-east region In all there were eight counties with the Enterprise TRDs exceeded 14% Only one county, Dublin had an Enterprise TRD below 9%.

It might have been expected that the counties with the large urban centres of Dublin, Cork, Galway and Limerick would have featured more prominently. However, the work of MacFeely et al shows that tourism is relatively less important to those regional economies. They rightly state that: “This is intuitive as these economies are the most diversified with the large industrial bases and consequently, the relative importance of tourism industries are diluted, even though in absolute terms tourism is very important.”

3 MacFeely, S., Delaney, J. & F. O’Donoghue (2012), “Using Business Registers to conduct a

regional analysis of Enterprise Demography and Employment in the Tourism Industries:

Learning from the Irish Experience”


Persons Engaged Tourism Dependency Ratios are illustrated in Map 4. Drawing conclusions from the examination of persons engaged in enterprises must be done with care as this excludes employment in non-market sectors and agriculture (as they are not currently included in the business register held by the CSO). These areas accounted for circa 27% of total employment in 2009. Despite this, the regional patterns of the Persons Engaged TDRs are informative and present a similar pattern to that shown in Map 3. Accepting the biases and caveats that apply, the TDRs give a reasonably accurate view of the regional distribution of tourism. This largely correlates with the distribution of tourism generated by Fáilte Ireland and was taken a validating Fáilte Ireland’s research. 3. Destination Scorecards: Framework for Destination Management 3.1 Background A set of destination level performance indicators was generated along the lines of a balanced scorecard (BSC) approach. It contains a mix of indicators covering financial performance, visitor satisfaction, operational efficiency and innovation. A BSC approach allows for a more rounded long-term view of performance and provides a suite of lead and lag indicators. For example, visitor spending can be a lag indicator as it only shows that a problem exists once it has become well established whereas visitor satisfaction shows a problem now and that problem may have been presaged by a lead indicator such as product quality. The scorecard benchmarks a destination’s performance through a suite of 80 performance indicators (PIs) showing a destination’s performance under seven headings. Table 3 gives more details by indicator category and the PIs are listed in Appendix 3.


Table 3: Performance Indicator Categories in the Destination Scorecard Indicator Category Explanation

1. Infrastructure The general non-tourism specific infrastructure and the degree to which it is compatible with attracting and servicing tourist visits. The indicators are mostly operational.

2. Tourism Infrastructure

Tourism specific infrastructure and attraction indicators and the degree to which these are compatible with attracting tourists. In general the indicators are operational and at the level of inputs and activities.

3. Visitor These are lead and/or current indicators. Poor performance from this perspective can be a leading indicator of future decline, even though the current financial performance may be acceptable.

4. Community These are lead and/or current operational indicators. They may be input or outcome indicators reflecting how tourism affects locals.

5. Business The business activity indicators cover finance, operational efficiency and innovation. They are generally contemporaneous but the innovation indicators inform future performance.

6. Environment Set of lead operational indicators which draw on third party data to track performance.

7. Administration Small number of subjective indicators based on local authority policies and planning activities.

In essence, the scorecard is designed to give a rounded 3600 view covering: the base line facts; visitors’ views; a community perspective and a commercial view. 3.2 Measuring Regional Tourism A number of significant changes were made to existing data gathering instruments in order to support the destination level focus and a few new data gathering instruments were put in place. The most significant changes are outlined as follows: The Visitor Attitudes Survey (VAS) – Major Changes to Existing Research Fáilte Ireland has for many years conducted surveys among overseas holiday visitors designed to identify and measure their attitudes to Ireland as a holiday destination. This research was traditionally undertaken (a) at the ports of exit and (b) via self-completion. Also, in the past domestic residents were not covered in the VAS. Following the corporate decision to focus on destination development, it became necessary to not only track the overall attitude of holidaymakers to Ireland but to also measure attitudes of holidaymakers to specific destinations throughout the country. Thus, for the first time the VAS was split into two complementary elements:

A survey of overseas and domestic holidaymakers conducted at tourist locations in each of the ten key destinations.

A survey of overseas holidaymakers departing from the main ports and airports in the Republic of Ireland in order to gather national level data and to preserve continuity with past data series.

The destination based survey is a quantitative survey conducted on a face-to-face basis within each of destinations (using HAPI). The results of the surveys are analysed in respect of each destination,


and combined where appropriate to provide a national overview. Qualifying respondents are overseas and domestic holiday takers who have spent at least an overnight in the destination. Interviews are conducted at key locations throughout the destinations during the period April to October. The interviewing locations (tourist information offices, visitor attractions and other key locations where tourists gather) were selected in conjunction with Fáilte Ireland to ensure a representative coverage of the destination. The target was 1,000 interviews in each destination, 850 interviews with overseas holidaymakers and a quota of 150 for domestic holidaymakers. The topics covered include:

Nights spent in destination to date and in Ireland overall Motivations for choosing the relevant destination Sources of information before arrival and within destination Usage and rating of:

o Accommodation o Eating out o Pursuits/activities

Locations visited within destination Likelihood to recommend the destination First time or repeat visitors Plus, scope was allowed for three destination specific questions.

The port based exit survey is a quantitative survey of departing overseas holiday visitors (no domestic residents are covered). It also involves a face-to-face contact using HAPI. The 1,500 interviews are achieved based on 3,000 contacts. The topics covered here include:

Nights spent in Ireland Motivations for choosing Ireland Sources of information Advantages/disadvantages.

The Stakeholders Survey – New Research To achieve its destination development objectives, Fáilte Ireland works in partnership with the tourism industry and provides an extensive range of support services. Since 2010, we have intensified efforts by focussing on some 1,400 key tourism businesses which we believe are crucial to bringing recovery and long term growth to the Irish tourism industry. The principal purpose of this new research is to undertake an on-line survey of the key tourism businesses based in the ten priority tourism destinations that interact with Fáilte Ireland. The areas covered by the survey include the following:

Business profile The level of interaction with Fáilte Ireland and the range of services used Satisfaction with Fáilte Ireland and service gaps (if any) Current business performance, with a stronger emphasis on financial performance.

The Community Survey – New Research In recognition of the fact that local residents play an important part in the visitor experience, Fáilte Ireland has initiated an annual telephone based survey of local residents within indentified tourism destinations. The areas of inquiry are as follows:


Local residents' awareness of their role vis-à-vis tourism and the visitor's experience Local residents' disposition towards visitors The impact of tourism on locals Satisfaction with the tourism industry The degree to which local residents' feel consulted by the tourism industry.

Accommodation Surveys – Major Changes to Existing Research The main changes to the accommodation research related to the analysis of the data at destination level in such a manner that Fáilte Ireland can generate estimates of bednights sold in each destination. In fact, this is the primary indicator of a destination’s performance. In light of the shift, our ongoing occupancy surveys had to be revised as follows:

The coverage of the survey was extended to include all forms of paid accommodation The sample of responses had to be increased to allow for sufficient robustness to enable

solid occupancy and bednight estimates at a destination and county level. The Employment Survey – Limited Changes to Existing Research The changes to the annual employment survey parallel those to the accommodation survey in that:

The coverage of the survey was extended The sample of responses has increased to allow for sufficiently robustness at a destination

and county level. Planned Research Fáilte Ireland is planning to put in place a mechanism to track price movements in (a) certain elements of a tourist’s consumption bundle and (b) pre-defined bundles of tourism goods and services. In terms of where the prices are to be tracked, our focus is on a number of tourism destinations in Ireland and in competitor locations internationally. The information arising from this study would be used as follows:

To monitor the competitiveness of Ireland’s tourism offering against alternative destinations internationally

To track the competitiveness of certain Irish destinations against one another and in international terms.

4. Destination Development: The Ultimate Aim

4.1 Background Fáilte Ireland cannot achieve effective destination development alone. Nor for that matter can the trade in a destination, or a local authority. A collaborative approach to destination development is required in order to achieve success. One tool that helps in this regard is the Destination Matrix. The Destination Matrix illustrates the factors that contribute to the overall condition of a destination. The matrix below is expressed from Fáilte Ireland’s perspective, in that the inner yellow tiles are those areas over which Fáilte Ireland has direct control, while the outer green tiles are the factors over which Fáilte Ireland has little or no direct control.


Figure 1: Fáilte Ireland’s Destination Matrix

Fáilte Ireland can, however, exert an influence over those that do control these aspects of the destination and, therefore, it is essential that effective partnerships are established with the agencies or organisations. One on the best ways to build effective partnerships is to bring new information and insights. All of the work outlined above and the destination scorecard supports destination development by:

Informing the initial development plans Bring new insight to the fore Serving as a monitoring tool to track a performance against plans.

4.2 Destination Development In Action This section briefly outlines how we use the information and insights generated from the measurement and analysis of regional tourism data to inform and influence pro-tourism decisions and outcomes. Excess Hotel Capacity The aim of this work was to contribute to the debate on the medium term prospects for the hotel sector in light of a 35% increase in room capacity in five years and the near 25% drop in international visitors.

The hotspot mapping for tourism and a spatial analysis of hotel capacity showed (looking at Maps 1, 5 and 6) that a certain amount of hotel development since 2005 took place outside traditional leisure tourism destinations. For example:

It may reasonably be assumed that much of the expansion in hotel capacity in the Dublin commuter belt is targeted at non-leisure tourism users. Most probably it is best understood as domestic consumption.


The level of room capacity in the Limerick-Ennis corridor is above what would be expected if the hotels were built purely to service tourism demand.

These developments may have been based on a business model and related considerations which were not rooted in the tourism sector, particularly leisure tourism. Consequently, the relevance of some of these properties to the tourism sector may be quite peripheral.

Map 1: Ireland’s Tourism Hotspots 2010


Map 2: Ireland’s Initial Tourism Development Destinations


Map 3: Enterprise Tourism Dependency Ratios 2009 – County Level

Source: MacFeely, S., Delaney, J. & F. O’Donoghue


Map 4: Persons Engaged Tourism Dependency Ratios 2009 – County Level

Source: MacFeely, S., Delaney, J. & F. O’Donoghue


Map 5: Concentration of Registered Hotel Bedrooms in 2010 Nationally– A Hotspot Analysis


Map 6: Concentration of Registered Hotel Bedrooms in 2010 Without County Dublin – A Hotspot Analysis


Appendix 1: Structure of the Tourism Content System

Category Sub-category Category Sub-category

Activities General Accommodation Self Catering Accommodation

Activity Operators B&B's

Angling Guesthouses

Cruising Activity Holiday Accommodation

Cycling Historic Houses

Food and Drink Hostels

Equestrian Hotels

Golf Attractions Art Galleries

Tracing your ancestors Literary Ireland

Traditionally Irish Public Sculpture

Literary Ireland Historic Houses and Castles Christian and Spiritual Ireland Museums and Attractions Nature and Wildlife Churches, Abbeys & Monasteries

Eco Tourism Religious Sites

Shopping Natural Ireland

Walking Gardens

Spa and Wellness National & Forest Parks

Festivals & Events Fairs, shows, markets Natural Landscape

Festivals Visitor Farms

Music and Theatre Islands

Exhibitions Zoos and Aquariums

Sport and Outdoors


Appendix 2: The Weightings Applied to Tourism Content System Entries

Weighting for Accommodation Stock by Number of Beds

1 1-8 beds Hotels All B&Bs All Regional Self Catering

4 8-15 beds Hotels All Guesthouses

Hotels All Registered Self Catering

8 50-100 beds Hotels All Caravan & Camping

All Hostels

15 100-200 beds Hotels 25 >200 beds Hotels

Weighting for Attractions by Annual Visitors Numbers 1 <20,000 visitors 2 20,000 – 49,999 4 50,000 – 99,999 8 100,000 – 249,999

15 >250,000 Weighting for Activities - Some Examples

2 Walking Cycling Angling Genealogy Nature & Wildlife

4 Equestrian centres

Adventure Cruising Water-based activities

English learning

Heritage /Literary courses

8 Golf Spa & Wellness


Appendix 3: Working List of Destination Scorecard Performance Indicators

PI Category Covered

PI Sub-category Covered

PI Covered

Infrastructure

General

1. Potable Water Quality

2. Health & Safety (crime rates)

3. Health & Safety (feeling of safety)

4. Public Realm

5. Presentability

Access

6. Rail

7. Water

8. Airport

9. Air Capacity

10. Road Stock

11. National Roads Served by public bus

Congestion 12. Car Parking

13. Road congestion

Tourism Infrastructure

Accommodation

14. Number of Hotels

15. Quality of Hotel Stock (% 4* or higher)

16. Number of Self Catering Accommodation Units

17. Number of Other Accommodating Units

Info Services

18. Number of Info Centres/Offices

19. Number of ITC Points

20. Number of Static Info Points

21. Number of Tourist Specific Signs

Attractions/ Activities

22. Number of Things to do

23. Range of things to do

24. Number of things to see

25. Range of things to see

26. Number of festivals & events

27. Range of festivals & events

28. Heritage – Number of features

29. Culture– Number of features

Quality Framework

30. Quality of Info provisions

31. Quality of things to do

32. Quality of things to see

33. Quality of events

34. Quality of Heritage / culture

35. Quality of food services

36. Quality of Accommodation


PI Category Covered


PI Covered

Visitors

Volume

37. Visitor Volume

38. Visitor Intensity(Visitor Volume: Resident Population)

39. Visitor profile

40. Seasonality: % of Peak Period Visits

Value 41. Overall spending

42. Local spending

Views

43. Motivation: reasons for visiting the area

44. Expectations of the area

45. Satisfaction with the experience

46. Quality of the welcome

47. Satisfaction: Likelihood of recommending Ireland

48. Satisfaction: Likelihood of recommending the destination

Community

Population 49. Number of people resident in the destination

Views

50. Awareness: Locals awareness of their role

51. Disposition of locals towards visitors

52. Impact of tourism on locals

53. Satisfaction with the tourism industry

Engagement 54. Engagement: degree locals feel consulted by tourism industry


PI Category Covered


PI Covered

Business

Enterprise Profile 55. Number of tourism businesses

Business Performance

56. Turnover of tourism businesses

57. Profitability of tourism businesses

58. Capital Value of tourism businesses

Labour

59. Number in full time employment in tourism businesses

60. Number in part time employment in tourism businesses

61. Average hourly earnings of tourism businesses

62. Labour turnover: % of staff who leave annually

Engagement

63.Engagement: Degree to which tourism businesses engage with Fáilte Ireland.

64. Innovation: % of tourism businesses with new product development

65. Innovation: % of tourism businesses engaging in new service development

66.Innovation: % of tourism businesses developed new routes to market

67. Innovation: % of tourism businesses with new market segments

68. Innovation: % of businesses with process innovations

69. Awards: number of tourism businesses with merit awards

70. Accreditation: % of tourism businesses

Environmental

Water 71. Water quality: Number & quality of tourism waters

Landscape 72. Landscape Value: Number of scenic landscapes and viewing points

Biodiversity

73. Habitats/Protected species: National Designations

74. Use of Protected Structures

Resource Efficiency

75. Resource Efficiency: number & % eco-label tourism businesses

76. Number of Blue Flag Awards

77. Number of Green Coast Awards

Administration Administration

78. Policy: state agency tourism strategies or action plans

79. Structures: Tourism officer, public agency tourism management and FI offices

80. Planning: tourism in the Co Dev Plan/LAP

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