A Strategic Review of Golf Tourism in Northern Ireland 2015 - 2020
A Strategic Review of Golf Tourism in Northern Ireland 2015-2020
A Strategic Review of Golf Tourism in Northern Ireland 2015-2020
You also want an ePaper? Increase the reach of your titles
YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.
43<br />
<strong>Golf</strong> <strong>Tourism</strong> Strategy – Contribution <strong>of</strong> each Organisation/Agency<br />
Organisation<br />
<strong>Tourism</strong> <strong>Ireland</strong><br />
Local Authorities 18<br />
Dest<strong>in</strong>ation<br />
Partnerships<br />
Roles and functions<br />
• Market<strong>in</strong>g outside <strong>of</strong> the island <strong>of</strong> <strong>Ireland</strong> to target markets<br />
• Collaborate with golf tour operators and media<br />
• Support local clusters<br />
• Support collaborative market<strong>in</strong>g<br />
• Support regional amateur golf tournaments and events<br />
• Support local clusters<br />
• Support collaborative market<strong>in</strong>g<br />
• Support regional amateur golf tournaments and events<br />
Risk Analysis<br />
A risk analysis has been conducted to identify what<br />
would happen if the <strong>Golf</strong> <strong>Tourism</strong> Strategy were not<br />
adhered to, implemented or resourced.<br />
The risks are:<br />
• Risk <strong>of</strong> do<strong>in</strong>g noth<strong>in</strong>g<br />
• Risk <strong>of</strong> <strong>Tourism</strong> <strong>Northern</strong> <strong>Ireland</strong> and its<br />
stakeholders not accept<strong>in</strong>g the strategy<br />
• Risk <strong>of</strong> wider golf sector not accept<strong>in</strong>g the strategy<br />
• Limitations on resource allocation to deliver strategy<br />
The follow<strong>in</strong>g risks, and how to address them, have<br />
been identified which may impact the targets and<br />
achievements.<br />
Risk Analysis<br />
Risks<br />
Risk <strong>of</strong> do<strong>in</strong>g noth<strong>in</strong>g <strong>in</strong> golf tourism:<br />
• Failure to capitalise on reputation and visibility <strong>of</strong> <strong>Northern</strong><br />
<strong>Ireland</strong> for golf, e.g. through player champions<br />
• Failure to grow value <strong>of</strong> golf tourism<br />
• Failure to generate further benefits from committed golf<br />
events<br />
Risk <strong>of</strong> <strong>Tourism</strong> <strong>Northern</strong> <strong>Ireland</strong> and its stakeholders not<br />
accept<strong>in</strong>g the strategy:<br />
• Other public fund<strong>in</strong>g bodies uneasy about fund<strong>in</strong>g<br />
projects/programmes<br />
Risk <strong>of</strong> wider golf sector not accept<strong>in</strong>g the strategy<br />
• Limitations on the number <strong>of</strong> clubs participat<strong>in</strong>g <strong>in</strong> golf<br />
tourism<br />
• Structural weaknesses <strong>of</strong> some clubs not addressed<br />
Limitations on resource allocation to deliver strategy<br />
• Risks to delivery <strong>of</strong> the strategy <strong>in</strong> its entirety<br />
• Risks to delivery <strong>of</strong> specific components (e.g. market<strong>in</strong>g<br />
campaign)<br />
Actions to Address Risks<br />
• Revise strategy to meet concerns/issues<br />
• Generate high-level debate with golf sector and <strong>Northern</strong><br />
<strong>Ireland</strong> Executive about mov<strong>in</strong>g forward<br />
• Enlist stakeholders’ commitment and support to identify<br />
way forward<br />
• <strong>Review</strong> and promote the economic development rationale<br />
for golf tourism<br />
• Evaluate specific/limited roles <strong>of</strong> each stakeholder <strong>in</strong><br />
delivery <strong>of</strong> the strategy<br />
• Identify potential leaders and <strong>in</strong>fluencers to talk to peers <strong>in</strong><br />
the sector<br />
• Identify benefits and fund<strong>in</strong>g opportunities to encourage<br />
engagement (e.g. enhanced revenue for clubs)<br />
• Accept that only premier and will<strong>in</strong>g clubs (e.g. that have<br />
gone through QA system) are engaged and <strong>in</strong>volved<br />
• Prioritisation <strong>of</strong> strategy components for resourc<strong>in</strong>g/<br />
implementation<br />
• Negotiate with other stakeholders for fund<strong>in</strong>g<br />
commitments<br />
• Alternative management and delivery structures may<br />
need to be designed and agreed<br />
18. Exist<strong>in</strong>g and new councils, from April <strong>2015</strong>
Change language