Economic Value of Ireland's Historic Environment - The Heritage ...

The principal direct economic benefit to date has been the acquisition of a variety of capital and
operational funding, in a uniquely difficult climate, from the public and private sectors. 64 In particular, this
has involved attraction of Fáilte Ireland tourism funding, as distinct from dedicated heritage funding. The
nature of the House ownership makes this possible as another public body would be unlikely to be able to
attract additional separate public funding for its activities.
Pre 2008 visitor numbers were approximately 5,000 per year. This has been increased to approximately
13,000 for 2009 and 2010, and is expected to rise in 2012 once the current phase of work is complete.
Currently the House has five employees year round, one full and five part-time. There is also a volunteer
core of about 100, with 20 working regularly.
While located in a visitor and leisure cluster, linkages with other products in the vicinity were originally
limited. There is now, initiated by The Heritage Trust, an all island forum and many joint initiatives with the
Hotel, the Wildlife Park, East Cork Tourism, Fáilte Ireland and OPW – this includes marketing, promotions
and incentives.
However, clearly potential for joint promotion of activities will exist in the future when the House
refurbishment is complete in 2012. The current status of the nearby Wildlife Park as one of Ireland‟s main
national attractions (nearly 350,000 visitors annually) shows the potential in this regard.
In terms of local benefits, the main recent impact has been expenditure in the local building, construction
and conservation sector. All contracts have been awarded, on a competitive basis, to local contractors.
Combined with other operational expenditure, about €800,000 annually is injected into the local economy.
8.5 Other Socio-Economic Benefits
Socio-economic benefits of the activity of The Heritage Trust at Fota House can be summarised as:
skill development, including direct usage of conservation experts, and conscious efforts that they
demonstrate their skills to others;
the development of an educational tool that has been positively received in both people experiencing it
and in the education sector;
the development and operation of the House has attracted local volunteer input, which would be
unlikely to be so in the case of either a fully public or fully privately-owned attraction. When The
Heritage Trust took over there was no volunteer programme. This was launched in 2009. There are
about 100 people registered as volunteers, of which about 20 are “hardcore”, i.e. regular rota staff. A
further group is likely to come on stream when restoration of the glasshouse commences;
demonstration of a non-profit charity model of ownership, preservation, maintenance and operation of
heritage properties which may have application in other cases, both public and private. Active
discussions are ongoing regarding about 5 other properties.
64 From a national economic perspective, this is of course a cost rather than a benefit.
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