A Vision for a National

Sports Museum
 Contents
Executive Summary 3
Introduction 7
Sport in Ireland 10
Tourism & Sport 16
Sports Museums- An Irish Context 23
Sports Museums- International Context 27
A Vision for a National Sports Museum 34
Location 44
Spatial Requirements 47
Management & Operations 53
Financial Analysis 58
Conclusions & Next Steps 65

2
Executive Summary
Executive Summary
As a nation, we have a great interest in and love for sport. Whether it is attending
live sporting events, watching our favourite team on television, or actively engaging
in some form of sport, for many, sport plays a key role in influencing and shaping
daily life.
Many of our sporting heroes enjoy legendary status, and despite a sporting heritage
and an extensive list of major sports in which we have competed successfully on
the world stage; no central repository/ museum currently exists, where we can
share and celebrate Irelands sportspeople, their achievements and memories.
While the idea to develop a National Sports Museum has been in existence for a
number of years, efforts to deliver such a facility have proved unsuccessful thus
far.
However, the current administration, under the direction of the Department of
Transport, Tourism and Sport and led by the Minister of State for Tourism and
Sport, has established a Committee to examine the feasibility of developing a
National Sports Museum in Ireland.
As part of these endeavours, BDO Management Consultants have been engaged to
prepare a brief which will address certain key aspects of the proposed museum and
to articulate a vision for the proposal which will present the diversity of sport in
Ireland and complement existing such facilities.
This document presents the findings from the research. It presents a vision for a
sports themed attraction - Centre, which combines some of the elements one
would associate with a sports museum, but where the primary focus is on educating
and inspiring the next generation of sporting heroes, through the use of interactive
displays and exhibits which explore not only sport, but the wider issues of health,
fitness, well-being and sports science.
The Centre as currently envisaged will consist of three key layers or themes.
The first layer Sporting History will present information and exhibits on the
history and evolution of sport in Ireland and will be a celebration of our sporting
past.
The second layer Modern Sporting Heroes will recognise current sporting
achievements and success, it will incorporate a sporting hall of fame, and visitors
to this part of the Centre will also be provided with the opportunity to learn about,
experience first hand and meet sportspeople and representatives of the full range
of sports currently available in Ireland.
The third layer Educating and Inspiring Our Future Sports Stars will combine a
range of interactive and participative exhibits, which will deliver real tangible
personal development, health, science, technology, engineering, maths and history
learning outcomes. A key component of this element of the Centre will be
providing young people with the opportunity to learn about and try new sports.
4
Executive Summary

The opportunities presented by the development of a Centre as proposed are The proposed Centre can become a focal point for these efforts, and a project

enormous.
Its potential as an important tourist attraction is obvious, however it is the
potential positive impacts that the Centre can have in terms of education, health
and well-being that offer the greatest opportunities and which can play a key role
through which the co-operation and collaboration of the Departments of Transport,
Tourism and Sport, Health and Education can channel their efforts and provide real
leadership to wider society to improve the health of the nation.
The initial financial analysis, conducted as part of this study, indicates that the

in its success. Add to that a focal point for encouraging young people to try new Centre can, from an operational perspective, be financially sustainable on the

sports to build a platform for a new generation of sporting heroes. assumption that the key admission and revenue targets are met.

A number of sports programmes were developed in the UK in the lead up to the The development costs for the Centre will be influenced and shaped by a number of

2012 Olympic Games (Girls4Gold) with the objective of helping young people to factors. The research has considered the costs implications of a new build scenario
identify sports that they could participate in and excel in as a means of developing and also for the development of the Centre within an existing building.
Olympic Champions. This has led to GB winning gold medals in the velodrome in
cycling and in new sports in the Winter Olympics. With such good imagination and
Assuming that the development of the Centre takes place within an existing
foresight, UK Sports have become a global leader. This Centre could start this
building , a capital investment of 12.50m- 25m will be required to make the
process in Ireland.
project a reality.

Improving the health and wellbeing of the nation is a priority for the Government.
Healthy Ireland- A Framework for Improved Health and Wellbeing in Ireland is
the strategy document underpinning this objective.

5
 Executive Summary

While not an insignificant amount, it is estimated by the Federation of Irish Sport The next phase of the project should aim to refine the overall project concept and

that physical inactivity is costing the state 150-300 per citizen per annum. vision, while at the same time, bringing greater clarity to the issues of location and
capital and operating costs. This can be achieved by seeking and capturing the
input of a wider stakeholder group. Consultations have already commenced with
If 10% of the population became physically active, this could deliver savings of
some of these stakeholders , who have all indicated a willingness to support the
67.5m - 135million per year. A key objective of the Centre will be to promote
project.
the benefits of increasing ones level of physical activity across all cohorts of the
population. If successful in realising this objective, the Centre will generate
immediate returns on the envisaged capital investment. However, a project like this cannot happen on its own and strong leadership is
required. To this end, it is strongly recommended that the Department of
Transport, Tourism and Sport continue to champion the project, but with the
The research and consultation undertaken as part of this project recommends a
support and backing of the Departments of Education and Health.
Dublin City Centre location and a requirement for a building with a floor area of
c5,000m to accommodate the Centre.

The research and analysis conducted thus far, has identified strong enthusiasm and
support for the concept as proposed.

It is acknowledged however, that some work is still required to realise the vision
and make the Centre a reality.

6
Peter OConnor, Olympic Gold and Silver medal winner, Athens games, 1906

Introduction
Introduction

As a nation, we Irish have to admit, that when it comes to sport we have an In 2009, the previous Government, through the Department of Arts, Sports and
insatiable appetite. Whether it is at a local or national level, we identify strongly Tourism held discussions with the National Museum of Ireland regarding the
with our teams and even more so with our county and national teams. potential for the establishment of a National Sports Museum (NSM) at Collins
Barracks. Now approximately five and a half years later, the current administration

Our teams and our sports people inspire us because of their resolution, their under the Chairmanship of the Minister of State for Tourism and Sport, has

courage and their never say die determination, all qualities we as individuals aspire established a Committee to examine the feasibility of developing a National Sports

to. Despite being a small country with a small population, we take on the mightiest Museum.

countries on earth, with huge populations, in a wide variety of sports expecting

nothing but success. This in spite of the fact that our most popular sport, Gaelic In order to assist the Committee in its endeavours, BDO has been engaged to
Games, does not compete on a world stage. prepare a brief which will address certain key aspects of the proposed museum and
to articulate a vision for the museum which will present the diversity of sport in

The esteem and affection that our sports teams and people are held in by the Ireland and complement existing such facilities.

nation, is no more evident than the heroes welcome many of them enjoy when
returning, having won, lost or drawn, from major international sporting events. Context for this Study

Many of our sporting heroes enjoy legendary status, and despite a sporting heritage In 2009, one of the key challenges to the development of a NSM was the limited
and an extensive list of the major sports in which we have competed successfully availability of Exchequer funding, and it is evident that this is a challenge that
on the world stage; no central repository/ museum currently exists, where we can remains today.
share and celebrate Irelands sportspeople and their achievements.

We understand that there is limited capital funding available to spend on a venue

so one of the key success factors will be to identify a cost neutral venue, preferably
in state ownership , which is accessible to the public and which can be used to
accommodate the NSM.

8
Introduction

Proposition Approach to Research

It is envisaged that the NSM will involve, present and display content on the wide
range of sports in Ireland. As with the GAAs museum at Croke Park, it is
anticipated that the museum will primarily appeal to schools and domestic visitors.
However with the right location and content, it can also hold international appeal.
Requirements of the Study
In order to meet the requirements of the research, the project team broke the
project down into three distinct phases as illustrated below.
Market analysis and comparative benchmarking through an extensive programme of
research, investigation and consultation was undertaken by the BDO team.

We engaged with a broad range of stakeholders- including sporting organisations

The Request for Tender (RFT) called for a programme of engagement with key and bodies, individuals and other interested parties. Details of those engaged with
sporting organisations and associations, the National Museum of Ireland and other are included as an appendix to this report.
stakeholders in order to identify the range, quality and attractiveness of
memorabilia available for display in the NSM and how this information should be
presented.

Engagement
In addition the research should:

Make recommendations on the location and scale of the Museum Programme of primary
and secondary desk
research, complemented
Provide an outline proposal and recommendation for the operation and with international input,
to identify trends in the
management of the Museum provision and operation of
national sports museums
Identify and engage with the providers of other sporting museums and and comparable
attractions
exhibitions in Ireland
Identify and report on the operation of comparable museums internationally
Research
A concise report
providing clear
Meetings and interviews
with a range of key
recommendation
informed by detailed
stakeholders (OPW, market research and
Filte Ireland, Sporting analysis.
Bodies & Organisations,
Govt. Departments) to
identify potential content,
and buildings capable of
accommodating the NSM
Reporting

9
Kerry Football Team (1903-1904), All-Ireland and Railway Shield Champions.

Sport in Ireland
Sport in Ireland

Introduction Over the last five years, the Monitor has identified a considerable increase in
weekly sports participation from 34% in 2009 to 46% in 2011. While participation in

Irish sport is about much more than just the sport itself. Sport delivers a rich team sports has remained steady, participation in individual sports such as personal

dividend for Ireland in terms of its impact on our economy, on our health, our self exercise, running, cycling and swimming had risen considerably.

image, our reputation abroad, tourism and community spirit at home- Sarah
OConnor, Federation of Irish Sport The trend of increased levels of sporting participation has continued since 2011 and
has risen from 45% during the first six months of 2011 to 47% during the first six

The purpose of this section of the report is to examine trends in terms of months of 2013.

participation in sport, activities engaged in and also attendance at sporting events.

Based on a population estimate of 3.6 million individuals aged 15+, this 2.5%

In also examines some key trends in relation to children and sport and the emerging increase would equate to an additional 90,000 people regularly participating in

issues and opportunities these present. sport.

Participation in Sport in Ireland An analysis of the profile of individuals who are participating in sport shows that
the increase in participation levels is strongest amongst those aged 25 to 64.

The Irish Sports Monitor is conducted annually by the ESRI on behalf of the Irish
Sports Council. The pattern of increased participation is not consistent across all age groups, and
the youngest age group (those aged 16 to 19) shows a slight decline in participation
levels from 80% in 2011 to 75% in 2013 (although it remains the age group most
The study is representative of the Irish population aged 16+ and applies a four-way
likely to participate in sport.
classification, ranging from highly active to sedentary, to describe the sporting
activity and participation levels of Irish adults.

11
 Sport in Ireland

An analysis of participation levels by gender across age groups shows that it is
females who are more likely to have increased their sporting activity, particularly
those aged 35 to 44 for whom participation levels have increased from 34% in 2011
to 44% in 2013.
Sport & Children In Ireland
According to the Federation of Irish Sport, four out of five Irish children do not
meet the Department of Health and Childrens National Physical Activity Guidelines
for maintaining and improving their current future health.

Overall Male Female

Over 300,000 children on the island of Ireland are estimated to be either
2011 2013 2011 2013 2011 2013 overweight or obese. Children who are obese between the age of 6 months and 5
years have a 25% chance of being obese as adults. If children are obese when over
Age % % % % % %
the age of 6, the chance of being obese as adults increases to 50% whilst this
16-19 80.3 74.8 92.5 83.1 67.7 66.2 becomes an 80% chance for obese adolescents.

20-24 66.5 68.5 80.2 76.5 53.2 60.8

A key element in turning the tide on the rising obesity trends is that all Irish
25-34 55.1 58.6 67.2 70.1 43.4 47.6 children are encouraged to and do get a minimum of 60 minutes of moderate to
vigorous exercise every day. This will require co-operation and collaboration
35-44 41.4 47. 48.7 50.2 34.0 43.8
between Government Departments, sporting bodies and associations, schools and
45-54 32.8 37.5 27.1 35.8 38.5 39.2 other stakeholders.

55-64 28.6 34.2 31.1 33.5 26.1 35.0

As part of their Vision 2020, the Federation has set out its vision for Physical
65+ 29.1 28.5 33.8 26.4 24.6 30.2 Education (PE) PE will be at the heart of childrens education. Children will have
the opportunity through physical education to a wide variety of learning
Source: Irish Sports Monitor 2013, Interim Results opportunities. A childs progress in PE will be assessed, recorded and reported to
parents. Finally PE will be supported by physically active schools which maximise
opportunities to promote and encourage physical activity. Optional extra-curricular
activities will be supported by the National Governing Bodies of Sport, Local Sports
Partnerships and the HSE.

12
Sport in Ireland

As outlined previously, there is a clear trend of a shift towards sports played on an

individual basis. In contrast the portion participating in team based activities has
declined.

Personal exercise (predominantly accounted for by gym-based activities) remains

the most popular activity, whilst running is the activity that is seeing the strongest
increase in participation.

Of the five most popular sporting activities, swimming has seen a slight decline in
participation levels since 2011.

Two other sports worth noting in the context of changes in participation levels are
golf and weights, with golf participation decreasing and the numbers participating
Source: Irish Sports Monitor 2013, Interim Results
in weights activities increased or more than doubling in a two year period.

13
Sport in Ireland

Research undertaken by Indecon, November 2010- Assessment of Economic Impact The Indecon research also presented details of the National Governing Bodies with

of Sport in Ireland presented details of the ten National Governing Bodies of sport the highest number of clubs in Ireland. While the GAA has the largest number of

with the largest membership bases in 2008. The GAA represented the largest NGB members, it falls behind the FAI in terms of number of clubs.

in Ireland with approximately 550,000 members, followed by the FAI and Golfing
Union of Ireland.

Source: Assessment of Economic Impact of Sport In Ireland, Indecon, Source: Assessment of Economic Impact of Sport In Ireland, Indecon,
November 2010 November 2010

14
Sport in Ireland

Attendance at Sporting Events Conclusion

The results from the 2013 Sport Monitor suggest a two percentage point decline in The evidence is clear and points to an increasing number of people, particularly
the proportion who have attended a sporting event within the previous seven days, those in the 25 to 64 age group, who are participating in sport or some form of
with much of this driven by declines in attendance at GAA events. physical exercise.

2011 2013 Worryingly however, falls are been observed in participation levels in the 16-19 age
cohort, while the issue of increasing levels of childhood obesity pose a number of
% attending any 21.9% 19.6%
long-term social, economic and health challenges.
sporting event

it is estimated by the Federation of Irish Sport that physical inactivity is costing the
Type of Sport state 150-300 per citizen. If 10% of the population became physically active, this
could deliver savings of 67.5-135million per year.
Gaelic Football 8.2% 6.9%

Soccer 5.8% 5.6% Sport has a key role to play on our economy, health and well-being and community
spirit . There is much merit in considering the development of a sports-themed
Hurling 3.5% 2.9%
attraction as part of a wider strategic approach to sport by government and its
relevant agencies, and by doing so encouraging a joined up approach to sport,
Rugby 2.3% 2.3%
health and education.

Source: Irish Sports Monitor 2013, Interim Results

15
Punchestown Festival

Tourism & Sport

Tourism & Sport

Introduction

2009 2010 2011 2012 2013 (P)

As is evident throughout this report, the international and national evidence would
Britain 3,034 2,759 2,799 2,722 2,885
point to modest levels of overseas interest in a traditional sports museum.
However, we believe that if positioned as a sporting attraction/ experience, with Mainland Europe 2,323 2,011 2,184 2,247 2,349
an international element, the NSM can have wider tourism appeal and can support
Filte Ireland and Tourism Ireland in their efforts to grow both the domestic and North America 920 864 904 940 1,041

international tourist markets.

Rest of World 301 311 353 378 432

Total 6,578 5,945 6,240 6,286 6,708

Within this section, we examine some key trends in overseas and domestic tourist
activity. We examine visitor numbers to the top free and fee paying visitor
attractions and consider the contribution and importance of sports tourism to the Source: Filte Ireland, Tourism Facts 2013, May 2014
national economy.

Overseas Visitors To Ireland

Preliminary statistics from Filte Ireland point to continued growth in overseas

tourism numbers. Approximately 6.708m overseas tourist visited Ireland in 2013,
up approximately 500,000 on the numbers reported in 2012.

Britain remains Irelands largest source market, accounting for 2.885m visitors in
2013 or approximately 43% of all overseas tourists. This is followed by Mainland
Europe, with 2.349m and North America with 1.041m tourists.

17
Tourism & Sport

Dublin is the most popular destination for overseas tourist, with 3.973m tourist
visiting Dublin during their visit. This is followed by the South West (1.851m) and
the West (1.196m)

The North West generates the lowest number of overseas tourism visits and
revenue.

Total tourism revenue from overseas visitors was 3.3bn in 2013, which is at a four
year high.

Source: Filte Ireland, Tourism Facts 2013, May 2014

18
Tourism & Sport

Domestic Tourism Participation in sports and related activity, as demonstrated in the following table,
ranks highly in terms of activities engaged in by domestic holidaymakers.
Furthermore, visiting heritage/ interpretive centres (15%) and museums/ art
The domestic tourism market is a key market for many tourist attractions and
galleries (13%) are other activities domestic holidaymakers partake in when on
facilities throughout Ireland.
holiday.

Activities Engaged in by Domestic %

In the case of the GAA Museum at Croke Park, domestic visitors accounted for over Holiday makers
65% of the 108,000 visitors to the Museum in 2013. Houses/ Castles 24

Hiking/ Walking 24
As outlined in the following table In 2013, a total of 7.11m domestic trips were
made by Irish residents within Ireland. This number excludes visitors from Northern Water sports 22

Ireland, which are likely to contribute a further 1.3m to 1.4m trips.

National parks 20

Visits to Spas 20
2009 2010 2011 2012 2013 (P)
Heritage/ Interpretive centres 15
Holiday Trips 4,037 3,978 3,696 3,374 3,460
Gardens 15
Visiting Friends 2,712 1,997 2,231 2,374 2,452
Museums/ Art Galleries 13
Business Trips 600 370 350 322 341
Golf 8
Other Trips 990 955 891 960 858
Cycling 8
Total Trips 8,340 7,300 7,169 7,031 7,111
Angling 4

Source: Filte Ireland, Tourism Facts 2013, May 2014 Attending horse racing 4

Equestrian Pursuits 2

Source: Filte Ireland, Tourism Facts 2013, May 2014 19

Tourism & Sport

Visitor Attractions- Fee Paying Attractions

Name of Attraction County 2013

Guinness Storehouse Dublin 1,157,090

Details of visitor numbers at fee paying visitor attractions are contained in the table
opposite. From analysis of fee paying attractions the following factors are worth Dublin Zoo Dublin 1,026,611
nothing:
Cliffs of Moher Clare 960,134

National Aquatic Centre Dublin 858,031

The Guinness Storehouse was the most visited attraction, with 1.157m
visitors in 2013, visitor numbers for 2014 are expected to exceed 1.2m Book of Kells Dublin 588,723
6 out of the top 10 visitor attractions are located in Dublin
Tayto Park Meath 435,000
The first attraction with a sporting theme, the Irish National Stud is
ranked 27th on the list and attracted 114,363 visitors in 2013 St. Patricks Cathedral Dublin 410,000

The GAA Museum and Croke Park Stadium Tour was ranked 33rd out of the 35 Fota Wildlife Park Cork 365,396
top fee paying attractions in Ireland, with 103,000 visitors in 2013
Blarney Castle Cork 365,000
19 out of the 35 fee charging visitor attractions had less than 200,000
visitors in 2013 Kilmainham Gaol Dublin 326,207

Irish National Stud Kildare 114,363

The GAA Museum Dublin 103,000

Source: Filte Ireland, Visitor Attractions Survey 2013

20
Tourism & Sport

Visitor Attractions- Fee Paying

Name of Attraction County 2013

The National Gallery of Dublin 641,572

Details of visitor numbers at free visitor attractions are contained in the table Ireland
opposite. From analysis of free attractions the following factors are worth nothing:
National Botanic Gardens Dublin 550,000

Farmleigh Dublin 435,476

The National Gallery of Ireland is the most visited free attraction, with 642k
visitors in 2013 National Museum of Dublin 404,230
Ireland (Archaeology)
9 out of the top 10 free visitor attractions are located in Dublin
Newbridge Silverware Kildare 350,000
There is no free visitor attraction with an obvious sporting theme within
the top 20 free visitor attractions Science Gallery at TCD Dublin 339,264
Museums do rank highly in terms of their popularity as free visitor
National Museum of Dublin 284,323
attractions Ireland (Natural History)

The National Library of Dublin 260,152

Ireland

National Museum of Dublin 251,226

Ireland (Decorative Arts)

Chester Beatty Library Dublin 250,659

Source: Filte Ireland, Visitor Attractions Survey 2013

21
Tourism & Sport

The Impact of Sports Tourism An estimated 155,000 overseas visitors played golf during their visit to
Ireland.

1.15m people attended the Tall Ships events in Dublin Port

Sports tourism is a serious business and has a key role to play in tourism policy and
tourism success. Research by the British Tourism Authority has indicated that the The Volvo Ocean Race generated an economic impact of 100m

tourist who comes to partake in their chosen sporting passion spends almost twice 36 extra transatlantic flights were scheduled for the U.S Navy and Notre
(900 versus 500) as much as traditional tourists. Dame game

600 delegates from 100 countries visited Ireland for the International Sailing

As outlined below, Filte Ireland has played a key role in developing and attracting Federation Conference

some very successful international sporting events to the Island. 100,000 people attended the Dublin Horse Show

Over 30 countries sent teams or their athletes to Ireland for pre-Olympic

The impact and benefit of sports related tourism was very evident during 2012, training

when Ireland played host to the American Football Game between U.S. Navy and
Notre Dame, which attracted approximately 35,000 visitors from the U.S. It was Conclusion
reported at the time, that this represented the largest number of Americans to ever
travel for a sporting event outside the U.S.-including the Olympic Games. In
Statistics from Filte Ireland point to a return to growth in domestic and overseas
addition to attending the game, many of these visitors combined their trip with a
tourist activity.
holiday in Ireland spreading the benefit of their visit to hotels, restaurants, bars
and tourist attractions and amenities throughout the country.
As Irelands principle city, and main access point for overseas visitors and focal
point for internal transport links, it is unsurprising that 6 out 10 of the countrys top
This game was one example of a number of international sports events which took
fee paying attractions are located in the city, with 9 out 10 of the free attractions
place in Ireland during 2012, a sample of which is set out opposite.
also Dublin based.

Sports related events have a key role to play in driving tourist activity and the
development of a sports themed attraction such as the NSM, can add further to the
countrys sports tourism offering.
22
Sports Museums
An Irish Context
Sports Museums- An Irish Context

Introduction
Name of Croke Park
Attraction

This section of the report provides an overview of sports museums or related sports Current A state of the art visitor attraction which traces the history of
Offering the GAA over the past 150 years.
themed attractions in Ireland.
The Museum includes a GAA Hall of Fame, A heroes and
legends gallery, interactive skills zones, dedicated sound
We have identified 3 attractions which we believe to be of direct relevance to our booths showcasing clips from the associations oral history
archive. The Museum also includes a large collection of
analysis. They are:
objects that illustrate the development of Gaelic Games from
The GAA Museum & Croke Park Stadium Tour ancient times to present day.

The Irish National Stud and Japanese Gardens Visitors to the Museum also get access to a tour of the
Stadium and changing rooms.
Thomond Park
Location Within the Cusack Stand at Croke Park, Dublin

For each attraction, we provide an overview of the current offering, location, Ownership GAA
ownership arrangements, operational information and visitor numbers .
Opening 9.30 to 18.00 (June to Aug)
Times 9.30 to 17.00 (All other times)

Admission Museum & Stadium Tour

Fees Adult 12.50
Student/ OAP 9.50
Child 8.50

Museum Only
Adult 6
Student/ OAP 5
Child 4

Visitor Nos. 103,000 visitors in 2013, with approximately 30% coming

from overseas markets such as France, Britain, Spain and the
USA.

24
 Sports Museums- An Irish Context

Name of Thomond Park Stadium and Museum Name of Irish National Stud & Japanese Gardens
Attraction Attraction

Current The stadium has incorporated an interactive museum that Current
Offering showcases the history and heritage of Munster Rugby Offering
including a range of memorabilia such as the match ball from
the famous victory against the All Blacks in 1978 and the 2006
Heineken Cup trophy. The Museum also contains interactive
displays and touch screens suitable for all ages with a
specially commissioned film titled We are Munster that Location
portrays the tradition & history of the club and the unique
bond that it shares with its loyal supporters Ownership
The Full Stadium Tour consists of a Museum visit and Film,
plus visits to pitch side and the Munster dugout, the home
and away dressing rooms, post match interview area, and the Opening
extensive hospitality facilities Times
A horse museum is contained within the Irish National Stud.
The museum presents information on horses in Ireland but
also the greatest and most famous of all Irish horses. History
of the horse in Ireland is presented through artifacts,
illustrations and texts.
Irish National Stud, Kildare
It was formally established by incorporation on 11 April 1946
under the National Stud Act, 1945 and is owned by the Irish
Government.
9.00 to 18.00 Monday to Sunday

Location Contained within Thomond Park Stadium Admission Children 7, Seniors/ Students 9.50, Adults 12.50
Fees
Ownership Owned by the Irish Rugby Football Union Visitor Nos. 114,363 (2013)

Opening 10.00 to 17.00 Monday to Friday

Times

25
Sports Museums- An Irish Context
Nevin Spence Centre
A new education and heritage centre is currently being built at Ravenhill as part of
a 14.7 million redevelopment of the ground. It is to be called 'The Nevin Spence
Centre' in memory of the young Ulster Rugby player who died in a farming accident
along with his brother Graham and father Noel in September 2013.
Housed in the new Memorial End Stand, The Nevin Spence Centre will contain
interactive and audio-visual content and will enable visitors to explore the history
of rugby in Ulster and the benefits that the game has for supporters, players and
society in general.
It will also provide a dynamic stimulus for learning in alignment with the school
curriculum and Ulster Rugby's existing grassroots programmes.
The Centre is scheduled to open in mid 2015.
Funding for the Centre has been provided in the form of a 800,000 grant from the
Department of Culture, Arts and Leisure (DCAL).
Conclusion
There are currently three existing and one attraction under development (The
Nevin Spence Centre) in Ireland that could be viewed as sports-themed museums/
visitor attractions.
Visitor numbers to each are modest when considered in the context of other
popular attractions. However, as the following section will demonstrate, when
benchmarked against other Sports Museums, Croke Park visitor numbers are higher
than those achieved in many comparable national sports museums.
The primary market for each attraction is the domestic market, although Croke
Park is experiencing growth in terms of overseas visitors coming to the musuem who
account for approximately 35% of overall visitors.
The Nevin Spence Centre is being developed with a strong educational focus to be
closely aligned with the school curriculum. Recent investment in Croke Parks
museum has focused on increasing its attractiveness and appeal to younger markets
through the development and inclusion of interactive exhibits.
26
 Sports Museums
An International Context
Sports Museums- An International Context

Introduction We have set out below, the Sports Museums/ institutions benchmarked as part of
our analysis.
As part of the desk review, we have researched the provision of sports museums
internationally. This research has been restricted to a programme of desk based
research, which has included email communications and telephone conversations
County Name of Attraction
with the operators of some of these museums.
America Sports Museum of America

From the research it is clear that sport organisations, governments and tourism Australia National Sports Museum
providers recognise sports museums as key tourist attractions for domestic and
international visitors. Increasingly, sports museums are becoming essential Finland Finnish Sports Museum
elements in the tourism portfolios of many destinations. This was one of the
Germany German Sports and Olympic Museum (Cologne)
primary motivating factors for the decision to move the National Sports Museum to
Manchester City Centre and one of the reasons for the on-going support being Sweden National Sports Museum of Sweden (Stockholm)
provided to the Museum by Manchester City Council.
Spain The Olympic and Sports Museum Juan Antonio
Samaranch
For example, the Museo del Futbol Club Barcelona is the most visited museum in Switzerland Olympic Museum Switzerland
Barcelona. With 1,506,022 visitors, it surpasses the visitors to the Dal Theater
Museum and the Picasso Museum. In London, Lords Cricket Museum and the England National Football Museum
Wimbleon Lawn Tennis Museum are important components of the citys tourism
strategy and product.

The information presented in the following tables has been gathered from the
various institutions websites, through the media and press, and in subsequent
telephone conversations and emails to clarify gaps in other information which is
publically available.

28
 Sports Museums- An International Context

Name of Sports Museum of America Name of National Sports Museum

Attraction Attraction

Current Closed within one year of opening due to financial Current Presents the history of Australian Sport to modern day.
Offering difficulties Offering Includes large interactive area, and Australias Cricket
Hall of Fame and Sport Australia Hall of Fame
Location New York
Location It is housed within the Melbourne Cricket Ground
Ownership (MCG), which is on publically owned land.

Ownership The National Sports Museum is a separate company

Funding/ $93m for profit museum, funded by way of $57m in managed by the Melbourne Cricket Club (a private
Financing tax-free liberty bonds and $36m in private investment. club) which has a long term agreement with the
Government to run the ground. Melbourne
Admission $27 but reduced to $16 to stimulate visits
Fees Funding/ It is run as a not-for-profit with all accumulated surplus
Financing funds re-invested into the Museum. It currently does
Visitor Nos. 125,000, but significantly below the 1m forecast and
not require an annual subsidy, but is reliant on
275,000 required for financial viability.
sponsorship which runs across the museum and ground.
The revenue from the MCG tours is also part of the
revenue stream. It also utilises staff resources
(marketing, IT, finance, business analysis) who split
their time across the museum and ground. The
operations of the Museum are also supported by a team
of volunteers .

Admission Children $8, Adult $15, Family $50

Fees

Visitor Nos. 2012/2013- 169,579, 2013/2014 159,584. Museum

stages an Olympic exhibition to coincide with the
Olympic Games, this helps boost visitor numbers.
Visitor numbers for current year approximately 5,000
below last year.

29
Sports Museums- An International Context
Name of German Sport & Olympic Museum
Attraction
Current The German Sport & Olympic Museum presents the World of
Offering Sport from antiquity up to the present day covering an area
of more than 3,000 m. Special exhibitions at regular
intervals explore contemporary and historical themes.
Hands-on activities, sporting activities, multifaceted tours,
state-of-the-art museum education and facilities for staging
a range of events.
Location In the centre of Cologne in an historic customs building on
the banks of the Rhine
Ownership The museum is held in ownership of a private company,
which has been joined by the National Sports Associations of
the NOC (National Olympic Committee for Germany) and the
DSB (German Sports Association) as well as almost all state
sports federations (LSB)
Funding/ The museum is subsidised by the City of Cologne, and the
Financing State of Nordrhein- Westphalia.
Admission Adult 6, Concession 3, Family 14, Adult Groups 5
Fees
Visitor Nos. 130,000. 70% of the visitors are school groups and
associations, 20% are families and 10% independent visitors.
Name of Finland
Attraction
Current The Sports Museum of Finland is a national specialised
Offering museum dedicated to the preservation, research and
putting on display items relating to the history of sports and
physical culture in Finland.
In addition to its Permanent Exhibition, the Museum
produces 3-4 special exhibitions every year. The texts of the
Permanent Exhibition are available in Finnish, Swedish and
English.
The Sports Museum of Finland also co-ordinates the
activities of other sports-related museums in Finland.
Location Adjacent to the Olympic Stadium in Helsinki
Ownership The Sports Museum Foundation of Finland is a state-
subsidized private institution. It maintains the Sports
Museum, the Sports Library and the Sports Archives of
Finland. The members (owners) of the foundation are the
Finnish Sports Confederation (Valo) and the Ministry of
Education and Culture.
Funding/ The Sports Museum of Finland is run as a not-for-profit
Financing organisation. The museum gets its own income (about 20 %
of the annual budget) from a wide range of services based
on its collections and databases. The exhibition entrance
fees are only about 10% of museums annual income. The
Museum receives an annual subsidy from the Ministry of
Education and Culture. The state subsidy is raised because
of the Museums status as a national specialised museum.
The state funding covers about 80 % of the annual budget.
Admission 50% of its visitors have free entry to the museum. 5 Adult,
Fees 3 students/ OAPs, free for u18.
Visitor Nos. The Museum attracts approximately 25 000 visitors a year.
About 30% of the visitors are foreign tourists and about 40%
are school children. The numbers have remained pretty
steady for the last ten years. The Museum hopes that visitor
numbers will grow after they have renovated all the
exhibitions (in 2018).
30
 Sports Museums- An International Context

Name of National Sports Museum of Sweden Name of The Olympic and Sports Museum Juan Antonio
Attraction Attraction Samaranch

Current Displays exhibits on Swedish sports from ancient times
Offering until today, from the 1912 Olympic Games in Stockholm
to todays sportspeople.
Provides a range of interactive sports activities and
challenges . Also includes films of sporting highlights
and old reviews, and radio commentaries .
Location In the centre of Stockholm
Ownership The museum is owned by the Swedish Sports federation
and SISU Idrottsutbildarna which is organisation which
conducts research and provides education in the area
of Sport.
Both organisations are owned by 70 different Sport
organisations in the Country.
Funding/ The Museum is a not for profit and receives funding
Financing from the two organisations above. It also generates
income from guided tours, special events and its
funding partners.
Admission The Museum was established in 2007, but has operated
Fees a free entrance policy for the last four years.
Visitor Nos. 36,000 in 2012, 39,000 in 2013. Visitor numbers are
increasing.
Current The museum displays high-performance sport
Offering competitions, recreational sports, sports in general and
sports for disabled people. It shows how sport can
promote values, educate, innovate and renew. The
museum has a sport idols space with outstanding
players. It also hosts an area for mass sport and major
events. It includes advanced technology and interactive
exhibits and displays.
The museum is managed by the Barcelona Olympic
Foundation, which is headquartered at the museum.
Location Next to the Olympic Stadium in Barcelona
Ownership
Funding/ The Museum receives much of its funding from local
Financing government and national bodies.
Admission 5.10 for adults, 3.20 for students. OAPs and
Fees Children are free
Visitor Nos. 84,000 in 2012, 60% of which come form Spain (40% of
whom are residents of Catalonia) 40% come from
outside Spain.

31
 Sports Museums- An International Context
Name of Olympic Museum Switzerland
Attraction
Current The Olympic Museum houses permanent and temporary
Offering exhibits relating to sport and the Olympic movement.
With more than 10,000 pieces, the museum is the
largest archive of Olympic Games in the world and one
of Lausanne's prime tourist site draws
Location Lausanne Switzerland
Ownership The Olympic Museum is a foundation governed by the
Swiss Civil Code. The objective of the Foundation is to
ensure the function and running of the Museum, but
also of the Olympic Studie Centre which manages all
the IOCs patrimony: images, artefacts, archives,
databases etc.
Funding/ The funding for the Museum comes from the
Financing International Olympic Committee (70%), as well as
donations and the revenue raised from the Museums
operations (entrance tickets, shop, restaurant etc.)
which account for roughly 30%.
Admission Adult CHF18, Child CHF10, Senior CHF16, Student
Fees CHF 12, Family CHF40
Visitor Nos. Average of 190,000 visitors annually since opening in
1993. Visitor numbers have increased as a result of
renovation works completed during 2012 and 2013,
with approximately 240,000 visitors in 2014.
Approximately 55% of visitors come from outside
Switzerland (31% from Europe with the balance from
the rest of the world).
Name of National Football Museum
Attraction
Current The National Football Museum exists to explain how and
Offering why football has become the peoples game, a key part
of Englands heritage and way of life. It also aims to
explain why England is the home of football, the birthplace
of the worlds most popular sport.
Location Located in Manchester City Centre
Ownership The City Council leases the Urbis building to the
Millennium Quarter Trust (MQT) a charitable body. MQT
have granted a ten year sublease to NFM who are also an
independent charity. In parallel with the lease, MCC will
provide a ten year grant of circa 2m p.a. which is
conterminous with the lease.
The Museum is a registered charity governed by a board of
independent trustees. The Board comprises a chair and
trustees drawn from the Museums and Heritage Sectors,
football bodies, the business community and other key
stakeholders.
Funding/ The project, which involved the conversion of an existing
Financing building (Urbis) was completed with the allocated budget
of 8.5m, which included a contribution of 3.85m from
the European Regional Development Agency and
underwritten by MCC.
The grant agreement is set up such that as the Museum
builds up sufficient earned income over two consecutive
years, then the MCC grant reduces accordingly. In order
for MCCs grant to reduce, NFM must first allocate twelve
months operating costs in reserves in addition to a sinking
fund for exhibitions and renewals.
The NFM have signed up with a commercial partner, Crown
Group who operate the corporate offering within the
building including large dinners and events, the caf, bars
and restaurants.
32
 Sports Museums- An International Context

Conclusion
Name of National Football Museum
Attraction

Funding/ The NFM have designed a variety of sponsorship and From the analysis, it is clear, that the majority of National Sports Museums have a
Financing membership packages pitched at different audiences strong level of public sector involvement. Many also include the involvement and
and price ranges.
participation of national sports bodies and organisations.
The NFM provides a range of naming rights for
individual areas within the Museum, however this has
to be tempered by the restrictions of public funding, The majority are operated as either companies with a charitable status or not for
ERDF in particular.
profit organisations. As a result, much of the income generated comes in the
Admission The Museum is free to enter although there are certain
form of state subsidy or support.
Fees live football interactive exhibits which are fee paying.

Visitor Nos. The NFM achieved 350,000 visitors within its first nine
months, exceeding the targets set for the first year, Both the NFM and National Sports Museum of Sweden operate a policy of free
with visitor numbers forecast to reach 500,000 for the
admission, although in the case of the NFM there is a charge to use some of the
full year.
more interactive exhibits. Admission fees in other Museums are in the main
The combination of rare football exhibits from across
the world and the state-of-the-art interactive displays relatively modest, in comparison or other attractions.
at the museum have been cited as two of the key
factors contributing to the strong visitor numbers.
With the exception of the Olympic Museum in Switzerland, the majority of visitors,
to the other museums included in our analysis, are domestic visitors.

Those with a strong educational theme, such as the German Sport and Olympic
Museum generate significant volumes of their visitors (70%) from school groups and
associations.

33
A Vision for a National Sports
Museum
A Vision for a National Sports Museum

The Concept

The starting concept for the NSM was to present the diversity of sport in Ireland and
to complement other similar museums and exhibitions that currently exist.

Based on the research undertaken as part of this study, a number of emerging

trends and issues have arisen which have implications in terms of the development
of and concept for the NSM .

We have summarised in the following table, these key trends and the implications
for the NSM.

Issue Findings Implication

Demand for the NSM Research, both domestically and internationally, demonstrates that To be successful and realise sustainable visitor numbers the NSM will
Sports Museums on their own are not major attractors of international need to offer something fundamentally different to what has been
tourists. In the museums benchmarked as part of this analysis, the offered heretofore by other Sports Museums both nationally and
majority, draw their demand from domestic markets. internationally.

The more successful Museums have a strong educational focus and The concept should be more focused on a Sports Themed Attraction
increasingly include a number of interactive displays and exhibits. rather than a Sports Museum.

35
A Vision for a National Sports Museum
Issue Findings
Educational Remit The more successful sports museums and museums generally have and
promote a very strong educational remit.
Fee V Free Of Irelands most popular Museums, all but one - The National Wax
Museum, which is commercially owned and operated, charges an
admission fee. The remaining Museums are free visitor attractions.
Internationally many sports museums operate on a free admission
basis or where low admission fees are charged.
Interactivity Evidence from the US, suggests that many Sports Museums and Halls of
Fame are suffering as a result of exhibits that aren't interactive
enough and have a weak on-line presence. Museums with the greatest
appeal and most positive feedback have all made substantial
investment in technology over static displays.
Location All but one of Irelands most popular Museums, the Museum of Country
Life, are based in Dublin. 6 out of 10 of Irelands top-fee charging
attractions are located in Dublin
Implication
In developing a vision and concept for the NSM, the focus should be on
a child friendly attraction that can link in and complement the
educational curriculum, while at the same time helping to support
national health policy and objectives.
As a Sports Themed Attraction, we would expect that the that the
NSM would be a fee paying attraction. However, on the assumption
that it has a strong educational remit, an argument can be made for a
modest pricing structure. One that encourages rather than acts as a
barrier to visitors. Discounted rates for children and school groups is
desirable.
While a level of artefacts and memorabilia is envisaged in the NSM, in
the main these will presented using digital and multi-media
technology. Rather the purpose and focus of the NSM will be on
presenting its content in an interactive, engaging and participative
fashion.
Visitors to the NSM will experience a range of interactive exhibits that
are not only fun, but have a key educational function in helping
visitors to understand and addresses their personal health, fitness and
well-being.
A city centre location, with good transport links and complementary
infrastructure and services is recommended.
A urban location is therefore desirable for the NSM.
36
A Vision for a National Sports Museum
Issue Findings
Financial Viability Although they are deemed important for sport tourism, most sport
museums, halls of fame and stadia tours in existence around the world
are not-for-profit organisations, funded by contributions from a
variety of interested individuals and corporations, with revenue from
admission and or membership providing minimal income. Very few
are financially viable.
The National Football Museum in Manchester receives an annual
operational subsidy of 2m per annum from Manchester City Council.
Visitor Numbers Internationally, particularly in the US, there is strong recurring
evidence of a decline in visitor numbers to Sports Museums and Halls
of Fame. This is despite an upward trend generally in terms of US
Museums overall.
Throughout Europe, our research demonstrates that with one or two
exceptions, sports museums generally achieve more modest levels of
visitors when considered in context of other local tourist attractions.
As outlined, the Guinness Storehouse is forecast to attract 1.2m
visitors in 2014, while the numbers visiting Croke Park are in the
region of 110,000. The Titanic Exhibition and W5 in Belfast, attracted
650,000 and 300,000 visitors in 2013.
One constant among many new sports museum projects, particularly
in the US has been a serious overestimation in attendance projections.
The Sports Museum of America projected 800,000 to 1 million in
attendance in year 1. It was on track to draw 125,000 for its first
year when it closed. Projections for the opening year at the NASCAR
Hall of Fame ranged from 650,000 to 800,000. It drew 262,000.
Implication
The NSM must adopt a strong commercial focus and ethos. However,
given the envisaged educational, health, well-being and potential
tourism benefits that the NSM can deliver, a strong argument can be
made for Exchequer funding and support. A clear social remit can
encourage philanthropic donations and corporate sponsorship.
Innovative and creative funding models will need to be developed that
can draw on exchequer funding to promote and meet wider policy
objectives.
In addition to its displays and exhibits, the NSM should aim to offer a
range of flexible space that can provide a range of commercial
opportunities (retail, conference, events, etc.)
As a Sports Themed Attraction, rather than a Museum, and on the
assumption that the NSM includes a number of interesting and child
friendly interactive visitor exhibits, with strong linkages to the schools
curriculum, we believe that more ambitious targets can be set in
terms of visitor numbers.
An international focus, a number of distinct themes and the ability to
regularly update content and exhibits, will in our opinion lead to
wider market appeal and can result in greater numbers of visitor to
the NSM.
37
A Vision for a National Sports Museum

Increasing recognition is being given, by a number of stakeholders, to

the need for a strategic approach to sport by government and in
particular, to encourage a joined up approach to sport, health and
education.

The Vision

The emerging vision for the NSM is that it should:

While each layer will be independent in its own right, they will also link with each
other and will chart Irish sporting success in both a national and international
Be a celebration of Irish sports and sporting achievement and inspire and educate context.
the next generation of Irish sportspeople

This will be achieved by establishing the NSM as a leading visitor and tourist
attraction, with a strong educational focus, where the emphasis will be on engaging
and interacting with visitors in an active and participative way. The NSM will
support Government policy of attracting tourists to visit Ireland, but perhaps more
importantly it will help support education and learning, and national objectives for
a Healthy Ireland. It is envisaged that the NSM will be a continually developing
and dynamic visitor experience. The NSM will have three core layers:
In addition to the national theme, a key element of the NSM will be a gallery/
exhibition space which tells the story of and exhibits global/ international sports.
Evidence from other international sporting museums demonstrates a peak in visitor
numbers which coincide with the hosting of an international themed exhibits e.g.
the Olympic exhibition. In this regard, the NSM will work with international
sporting bodies and organisations, including those outlined below, to programme a
range of sporting exhibitions.

Sporting History (Past experiences and successes) Rugby World Cup

Olympics
Present (Modern Day Sport in Ireland)
Tour Du France Photo Exhibition
Future (Inspiring and Educating Our Future Sporting Heroes)
Ryder Cup Exhibition

38
 A Vision for a National Sports Museum Our Sporting History

The first layer of the NSM will present information and exhibits on the history and
evolution of sport in Ireland.

Throughout the centre, the use of curated materials will be limited, instead the
focus will be on presenting historical information using a range of multi-media,
digital, audio visual and traditional photographs formats.

This approach will allow for the regular renewal of exhibits and displays, and can,
for example, provide the opportunity for individual sports to be featured at certain
times within the NSM.

A recurring theme which will run throughout the Museum will be interactivity and
stimulation of the senses (touch, feel, sight, sound). The Centre will aim to marry
the historic with the here and now, so that visitors will be able to, for example,
compare the weight, texture and shape of an original hurl with a modern one,
look, touch and feel early football boots, comparing them to the latest versions
now available.

Later areas of the Centre will provide information on some of the science that is
behind the advances that have taken place across the entire sporting arena,
dealing with issues ranging from sports equipment, clothing, and the footwear, to
advances in terms of the physical and mental preparation modern sportspeople
now go through.

39
 A Vision for a National Sports Museum Modern Sporting Heroes

The second theme will be aimed at recognising and sharing current sporting
achievements and success.

A National Sports Hall of Fame will be included within the NSM. Events will be
developed and created where our sporting heroes and successful sports people from all
fields will be inducted into the Hall of Fame. This will provide regular revenue
generating opportunities within the Centre.

As outlined the use of digital and multi-media technology will allow exhibits and
displays to be regularly updated and individual sports to featured in the Centre at
specific times.

This will provide all the sporting organisations and associations in Ireland with the
opportunity to present information on the range of sports available, giving visitors to
the Centre the opportunity to learn about, access and meet sportspeople and
representatives of these various sports.

A multi-functional gallery/auditorium will be available to stage exhibitions, seminars,

corporate events and as a venue to watch live sports events, again providing important
revenue generating opportunities.

40
 A Vision for a National Sports Museum Educating and Inspiring Our Future Sports Stars

The third theme will focus on educating and inspiring our future sports stars.
Combining science and technology, this part of the museum will transform visitors
into sports people.

During a visit to the Centre, Children and adults will be encouraged to learn about
their own bodies strengths and skills, explore how their bodies work and watch
their muscles and bones in action.

The exhibits will be fun, interactive and have strong educational components that
encourage visitors to become part of the action.

Visitors will be able to test their skills in a range of sports and will find their hearts
racing and blood pumping in the middle of a science lesson.

The interactive elements, will give visitors the chance to experience the sport for
themselves, discover their own sporting talents and pit themselves against their
sporting heroes.

41
 A Vision for a National Sports Museum Educating and Inspiring Our Future Sports Stars

The Centre will play a key role in linking physical education (PE) undertaken in
schools to sport, while displays, exhibits and activities taking place within the
Centre will tie in with the broader primary and secondary school curriculum.

As part of this, personal development, health, science, technology, engineering,

maths and history learning outcomes will be incorporated into the exhibitions and
displays ensuring that the museum holds strong appeal to the school going
population and educators/ teachers.

While in this part of the museum, visitors will learn about diet, vision, physiology,
and advances in sports equipment and gear.

Visitors will be able to get a readout of their ideal height to weight ratio, test their
peripheral vision and see how well they can perform fundamental movement skills,
the building blocks of movement generally and essential to success in most sports.

This element of the museum will also feature sports related activities and speakers
throughout the year and will include opportunities to meet sports people. Talks by
physical therapists, nutrionalists , coaches will also take place on a regular basis.

42
 A Vision for a National Sports Museum Sports Science Lab

It is envisaged the a working Sports Science Lab will be incorporated within this
area of the NSM. This will provide an opportunity for visitors to observe and if
desired participate in sports science research.

Visitors will be able to learn about and experience first hand scientific advances
currently taking place in sport and will have the opportunity to contribute to and
participate in national research on the health of the nation.

A key focus of the sports science lab will be to relate learning in the centre to the
national primary and secondary school curriculum.

43
Location
Location

Introduction Near or close to an existing sports stadium or arena

The selection of the most suitable location for the proposed NSM will be a key While not universally the case, many popular sports museums are located close to
determinant of its future success. or attached to some sort of sporting facility such as a club, stadium or other
sporting arena- GAA Museum, FC Barcelonas football museum, Le Musee

There are a number of factors to be considered in determining the location for the National du Sport (Parc des Princes), National Sports Museum (Melbourne Cricket

NSM which are illustrated as follows and described in the following paragraphs: Club). Many of these incorporate a stadium tour into a visit to the museum.

Near or in a large population centre

Near or close
to an existing
sports stadium
or arena In Ireland and internationally, most tourist attractions, particularly those which
achieve high visitor numbers are located in or near large population centres. Those
attractions which do not meet this criteria are usually the exception, and are often
major heritage sites or of significant historical importance (Cliffs of Moher,
Newgrange, Boyne Valley)

Close to
National Near or in a
transport links
and Sports large
population Close to supporting tourist attractions/ facilities
connections centre
Museum
The research would suggest that a NSM in the traditional sense is likely to be of
limited appeal to international/ overseas tourists with domestic visitor the primary
target market. In this regard, proximity to supporting tourist attractions/ facilities
may be of lower importance than for other more traditional Museums/ attractions.
Near or close
to a Notwithstanding this, a location which is accessible to large volumes of tourist
concentration
of tourist traffic can, in the long run, only have a positive impact on visitor numbers.
activity

45
Location

Close to transport links & connections Recommendation

The ability to generate large volumes of visitors will be linked to the ease at which It is our opinion that a Dublin city-centre location is most likely to meet the
visitors can access the NSM. criteria/ requirements as identified through the research.

For an attraction that is likely to draw the majority of its visitors from the domestic
market, access to the main road networks and public transport links will be
important. Equally important will be the availability of car parking and coach pick-
up/ drop off areas.
As outlined, it is envisaged that a primary market to be targeted by the NSM will be
the schools and family markets.
The following buildings/ sites have been identified as being potentially suitable for
the locations for a NSM.
Each of these sites meet the key location criteria and provide the opportunity for
the development of the NSM within an existing building and, in the case of James
Gate, the Iveagh Markets and Bolands Mill also within the context of a new build
scenario.

A location therefore which is accessible to the Countrys rail network would be CHQ Building, IFSC
beneficial in terms of ease of access for this market, particularly for those visitors James Gate
travelling to the Centre from outside Dublin. Ambassador Theatre
Central Bank
Iveagh Markets
Bolands Mills

The list of locations set out above is not exhaustive but is representative of
locations which have been identified by various parties during the stakeholder
consultation process. We believe that there is some merit in conducting further
consultation in this area as a means of making a definitive decision in terms of the
building/ location selection process.

46
Spatial Requirements
Scale

Introduction

A key consideration in the decision making process for any party looking to develop
a new museum or visitor attraction is how big should it be. Project Vision

Attractions that are developed too big or which are overly ambitious, for example Availability of
Operating
the National Sports Museum in New York, have been found to experience financial capital
Model
funding
difficulty, and in this case closed within a short time-frame. Attractions which are
built too small can have limited market impact, or are constrained in terms of their
ability to generate sustainable visitor numbers or revenue streams.
National
At the same time it is recognised that modern technology and multi-media touch Sports
screens, for example, allow for a very effective and convenient means of Ancillary
events and
Museum Availability of
operational
incorporating vast amounts of information into very small exhibition space and activities funding
which can be easily updated for different focusses/ themes. As a result, many
contemporary museums and similar attractions are becoming interactive visitor
centres with few, if any, authentic objects on display.

Capacity and
Project visitor adaptability
In the case of the NSM the scale and size of the building will be influenced by the
numbers of chosen
final decision made in terms of location and building which have been examined building
previously/ Other factors which will influence the size and scale of the NSM are
illustrated as follows and described in greater detail overleaf:

48
Scale
Project Vision
A guiding principle from the commencement of the research has been the desire
that, in so far as is possible, the NSM should be located in an existing building that
is currently in public ownership or that can be procured at a marginal cost.
At the same time, the emerging vision for the NSM is for an attraction that will hold
strong national and international appeal and one which will establish itself as one
of the premier visitor attractions/ experience in Ireland. The scale of the building
should reflect this.
Furthermore, the content, subject matter and strong educational and learning
objectives, combined with the other potential uses set out previously, dictate that
the NSM will require a large floor area, with a range of self-contained and flexible
spaces.
Availability of Funding
Another factor influencing the choice and size of building is the availability of
capital funding. Again, at the commencement of the research, we have been
guided by the principle that there is likely to be limited capital funding available to
the project. The desire to locate the NSM in an exiting building is being influenced
by the desire to minimise overall capital costs.
There remains at this stage, a lack of clarity or certainty in relation to the level of
capital funding (both in terms of Exchequer, grant aid, private funding) that will be
available to the project. The emerging concept for a strong educational element
has in part been influenced by the desire to widen the remit, role and function of
the NSM. By having an important social, sport, health, education and tourism
remit, it is hoped that this can provide a strong business case for multi government
department and agency support and also corporate and philanthropic support.
Improvements in terms of the general economy may contribute to a loosening of the
purse strings and increase the level of capital funding which may be available to
the project.
Irrespective of whether the NSM is located in a new build or existing building the
anticipated levels of capital funding must not be underestimated. The National
Football Museum in Manchester which is located in an adapted building occupying
approximately 5,000m (3,000m of exhibition space) was delivered at a cost of
8.5m, while the 11,000m new build Titanic Exhibition was built at a cost of
approximately 77m. Further detail on likely development costs is included in the
financial analysis section.
49
Scale
Availability of Operational Funding
As demonstrated in previous sections, many sports museums internationally rely on
significant levels of state support and subsidy. While not always the case, it follows
that, the larger the facility, the greater the operating costs.
If the NSM is to be established and run as a not for profit organisation or charitable
entity, then the international evidence clearly points to a strong likelihood that the
NSM will require some level of operational subsidy or support. The level of subsidy/
support will also be influenced by the NSMs pricing policy.
Another key consideration will be the frequency and rate at which exhibitions and
displays are renewed and updated. Advances in modern technology and display,
mean that newer facilities can renew exhibits on a relatively frequent basis (2
years or less). The lifespan of more traditional static/permanent type exhibitions is
somewhat longer (up to 10 years).
As part of the financial planning for the NSM, some consideration will need to be
given to how the Museum will provide for the renewal of its exhibits.
Where possible, any surplus funds generated by other sports museum are reinvested
back into the museum and its exhibits. Such an approach is likely to be desirable
in the context of this project.
Capacity & Suitability of Potential Building
As outlined in this document, the ambition for the NSM is that it will be
accommodated in an existing building, furthermore as the research has
demonstrated, the capital costs of constructing a new building will be substantial.
Accommodating the NSM in an existing building means less flexibility and that there
may have to be some compromise in terms of the layout, configuration and visitor
movements throughout the Centre. An existing building will have to be adapted
and may require substantial retro-fitting.
Developing within an existing building is likely to see savings in terms of overall
capital costs . Timescales for the delivery of the project are also likely to be
reduced.
As outlined the research has put forward some buildings for consideration which
may be suitable for accommodating the NSM.
These buildings should be subject to detailed structural survey in order to
determine their actual suitability for use as a NSM. Quantity surveyors should be
engaged to provide estimates of likely capital and refurbishment costs.
50
Scale
Projected Visitor Number
The number of visitors and the theme of the attraction will define the floor area
and spatial requirements. However, estimating annual visitor numbers, particularly
for new attractions is difficult.
There are a number of approaches to determine optimum capacity and spatial
requirements. The Peak-in-Ground (P-in-G) is one such a approach and is used as a
means of determining the number of visitors within an attraction at its busiest time
on the busiest day in any given year.
The P-in-G is calculated at a rate of 480 per 100,000 visitors. For an attraction
that we believe should set a target of approximately 300,000 visitor numbers per
annum, then the P-in-G figure would be 1,440.
Architects and designers developing attractions similar to this would work on the
basis of providing approximately 2m per person. This would imply a minimum
exhibition space requirement of 2,880m. This analysis provides an estimate of
exhibition space requirements, and does not, for example, provide for the spatial
requirements of office, retail, food, toilets, reception areas.
Again as a rule of thumb, exhibition space will typically account for circa 50- 60% of
the overall floor area. Taking this into consideration, we would estimate that a
building with a minimum floor area of between 4,880m to 5,760 will be required
to accommodate the NSM.
During the research, some suggestions have been made that the NSM should
incorporate an element of outdoor space comprising of sports fields/ playing
surfaces. The German Sports Museum has incorporated small football pitches on its
rooftop.
We have not provided or allowed for the spatial requirements of any outdoor
facilities in our estimates.
Ancillary Events and Activities
The vision for the NSM is that it will, in addition to the exhibitions, accommodate a
Hall of Fame, working sports science lab and act as an educational hub. This will
necessitate a requirement for additional multi-functional space that can host a
range of activities from classroom/ theatre style scenarios to the hosting of
functions, seminars and other similar events.
On the assumption that the NSM will operate as a stand alone attraction, there is
also likely to be a requirement for some retail, caf, restaurant and other
commercial units (gift shop).
These units will vary in scale and can either be provided in-house or by a third
party operator.
Carefully planning and consideration of these facilities and services will need to be
undertaken in the context of the overall planning, design and layout of the NSM.
51
Scale

Operating Model Conclusion

It is assumed that the NSM will be operated as a stand alone visitor attraction. For For the purpose of our analysis we have assumed a stand alone, flexible and multi-
this reason, sufficient space will be required to cater for the accommodation needs functional attraction.
of all staff (office, changing rooms, toilets, canteen facilities).

Based on our estimates for projected visitor numbers, envisaged exhibition space
In the event that the NSM was to be located with or operated by an already requirements, and ancillary and supporting space, we believe that the NSM will
established tourist attraction/ operator, then there may be some spatial savings to require an overall floor area of approximately 5,000m.
be made as a result of a shared-services approach.

This excludes any external space that may be provided in the form of outdoor
It is only once a decision has been made in terms of the actual operational sports areas, playing fields etc., all of which could significantly increase the overall
arrangements, then can these factors be included in the overall planning and spatial requirements.
design process.

52
Management & Operations
Management & Operations

Introduction
The purpose of this section is to set out and consider, at a high level, the range of
options regarding the ownership, management and operation of the NSM.
Ownership and Organisation Structure
Private Sector Promoter- A third alternative could be seek to have the project
delivered by a private sector promoter, who in turn is likely to establish a limited
company and operate it on a pure commercial basis. This is the approach currently
being adopted to deliver a National Diaspora Centre. Under such a scenario, there
may be limited opportunity to use the NSM as a vehicle to promote/ pursue national
sport, health and education policy, unless the promoter is engaged under some
form of contractual arrangement to do so.

This project is currently being pursued as a project falling under the remit of the
During our stakeholder consultation, one party made reference to an approach by a
Department of Transport, Tourism and Sport. For the reasons outlined previously,
private sector promoter who was exploring the potential to develop a sports
we believe that a strong business case can be made to have the project viewed as
museum. As this was some time back, there was no further information available.
much more than just a tourism project and as a project that acts as a focal point
for Government efforts to adopt a more strategic and joined up approach to sport,
A public tender process may lead to private sector parties publically expressing an
health and education.
interest in developing a Sports Museum or sports themed attraction.

Existing Public Body -Given the potential social, health and tourism benefits of the
Public-Private Partnership- Under such a scenario a formal public-private
project, an argument can be made to promote the project as a public project held
partnership would be created whereby the NSM could be delivered through one of a
in public ownership by an existing public body or agency.
number of contract options:

Design and Build (DB)

New Public Body- An alternative to the above could see the establishment of a
Design, Build and Operate (DBO)
new public body or agency whose remit would be to develop and possibly manage
Design, Build, Operate and Finance (DBOF)
the NSM. Such a corporate entity would need to be established either under
statute e.g. National Paediatric Hospital Development Board which was established
to develop the new National Childrens Hospital, or as a subsidiary to an existing
body or as an independent body established by one or more existing public bodies.

54
Management & Operations

Management Company Irrespective of what form of entity is established to manage the NSM, key
responsibilities of the management company will include:

Each of the four ownership options presented in the preceding page will call for the
creation of some form of company which may own and or operate the NSM. The ongoing operation, maintenance and upkeep of the NSM and all its
exhibits

It is recommended that the ownership of the building would be help separately, The development, organisation, management and marketing of tourism,

protecting the states investment, in the event of operational failure. education, sporting, and commercial activities

The programming of all events and temporary exhibitions

It is in our opinion desirable that there will be some level of public sector Recruitment, training and management of all staff

involvement in the project and on that basis, we recommend the establishment of Development and maintenance of relationships with all key sporting bodies
not-for-profit company with charitable status. This will allow it to attract donations and organisations
under favourable terms and it will benefit from exemptions from certain taxes, Ensuring the security and safety of employees, tenants and all visitors to the
including corporation tax, income tax, deposit interest retention tax, capital NSM
acquisitions tax and stamp duty.

As a not-for-profit, any surplus profits would be retained and reinvested in the NSM
on an ongoing basis.

55
Management & Operations

Executive Board Key responsibilities of the board will include the following:

The proposed entity would be governed by a board of independent trustees. Ideally approve the NSMs business plan
the Board would comprise of a chair and public and private sector trustees drawn formulate and monitors progress of the Museum against the corporate plan
from the sport, tourism, health and educational sectors. approve first-tier strategies

oversee implementation of all approved strategies

The board of the company should comprise of representatives of the major project approve significant Museum-wide policies and procedures
stakeholders/ funders. Provision may be made to co-opted further members to the
oversee programmes and projects with the highest levels of strategic
board, ensuring that it has the appropriate mix of financial, operational, marketing
importance, financial investment and/or reputational risk
and sporting knowledge and skills to ensure that it can guide the future
Identify and manage, using delegation where appropriate, significant risks
management and development of the NSM.
delegate decision-making responsibilities to other management groups
where appropriate
It is critical that the board comprises visitor attraction management and
have collective responsibility for the entire Museum
commercial tourism experience.
be the ultimate executive decision-making body.

The board as the executive decision-making body will assume responsibility for the
management of the NSM under the leadership of the Director/ Chief Executive who
is appointed by the Board of Trustees.

56
Management & Operations
Position No of Full Time Casual/ Part
Employees Time

Museum Director/ Chief 1 1

Management & Staffing
Executive

Operations Manager 1 1
The core management team in the NSM will be made up of the following key
Finance Manager 1 1
personnel.
Finance Admin 1 1

Administration Support 4 3 1
Museum Director/ Chief Executive
Marketing & 1 1
Operations Manager Communications Manager
Finance Manager Marketing Ast 1 1
Marketing Manager Head of Exhibitions & IT 1 1
Head of Exhibitions & IT IT/ Technical Staff 2 2
Education and Learning Manager
Education and Learning 1 1
Front of House/ Visitor Experience Manager Manager

Facilities/ Buildings Manager Education & Community 3 2 1

Officers

Front of House/ Visitor 1 1

It is envisaged that the NSM will employ approximately 50 staff as demonstrated in Experience Manager
the table opposite. Visitor Experience Team 15 10 5

Reception/ Admissions 8 5 3
These figures are illustrative and will be subject to revision as the project evolves.
Retail 7 4 3

Facilities/ Building 1 1
Manager

Maintenance 1 1

Total 50 37 13

57
Financial Analysis
Financial Analysis
Introduction
The ITT document called for the preparation of approximate development and
annual operational/ running costs.
Over the following pages, we set out the underlying assumptions and inputs made in
preparing the financial projections.
It should be noted that the projected financial information contained in this section
is based on judgmental estimates and assumptions, which have been made by BDO
on foot of extensive market research and analysis. While these estimates have
been calculated carefully and conscientiously, they are based on circumstances and
events that have not yet taken place. Accordingly, there can be no assurance that
the projected results will be attained.
In particular, but without prejudice to the generality of the foregoing, no
representation or warranty whatsoever is given in relation to the reasonableness or
achievability of the projections contained in this document or in relation to the
bases and assumptions underlying such projections and you must satisfy yourself in
relation to the reasonableness, achievability and accuracy thereof.
Development Costs
In the absence of a definitive decision being made in terms of the location and
venue for the National Sports Museum, it is only possible, at this stage, to provide
indicative development and capital cost estimates for the project.
There are a number of other factors which will influence the total investment
required. These include, but are not limited to the following:
Spatial requirements- Based on the research, a floor area of approximately
5,000m is likely to be required to accommodate the NSM.
A new build will include the costs associated with the construction and fit
out of a NSM, including possible site acquisition costs. This is likely to prove
the most expensive means of delivering the NSM.
Development within an existing building will inevitably require investment
to fit out the building, but without the capital investment associated with a
new build. The layout, configuration and scale of the NSM may however be
compromised as a result of trying to work within the fabric of an existing
building
The vision for the NSM anticipates a significant investment in interactive,
multi-media and other modern technology. The cost of this investment
should not be underestimated.
59
Financial Analysis

Development Costs Operating and Revenue Assumptions

In envisaging a NSM, we are assuming the development of an international standard For the purpose of our financial analysis, we have assumed that the NSM will be
visitor and tourist attraction which is comparable in impact to the Titanic Centre in managed and operated as a stand along visitor attraction. We have also planned
Belfast. The costs associated with this project have been estimated in the region for the Museum to operate for approximately 360 days a year, with the core
of 5,500- 7,000m (8,840m). business hours between 10-6pm daily.

Closer to home the Galway Civic Museum was developed at a capital cost of However as experience, both nationally and internationally there are significant
3,800m, while the contracts on the 1,500m GPO: Witness History Project were economy and efficiency savings to be realised should the NSM be incorporated into
recently signed at an overall development cost of 7.8 million or approximately or operated alongside an existing Museum, visitor center or similar attraction.
5,200m.

The key assumptions underlying the financial projections are described below:
The envisaged total space allocation is in the range of 5,000m and would imply a
total cost of up to 44.2m for a new build. Visitor Numbers

While the costs are likely to be lower in the case of refurbishing/ converting an
existing building, it should be noted, that the cost of high tech interactive systems
can be as much as 2,525m, implying a capital cost of approximately 12.6m. this, the vision for this project is for a visitor attraction of national and
Based on the research and analysis, and on the assumption that the Centre will be
accommodated within an existing building, we believe it prudent to budget for a
total investment in the range of 12.6m to 25m. It should be noted that these
costs are illustrative and should be viewed as indicative estimates only. They are
likely to be subject to significant revision as specific detail of the project (size,
location etc.) are agreed.
International evidence points to Sports Museums which have been undermined by
optimistic projections for visitor numbers in their initial years. Notwithstanding
international appeal.
In light of the anticipated capital investment and in order to be financially viable,
the NSM will need to target and attract visitor numbers comparable to Irelands top
fee paying visitor attractions.

60
Financial Analysis

The following table presents our estimates for visitor numbers for the NSMs first Year 1 Year 2 Year 3
three full years of operation. In preparing these estimates, we have made the
Visitor Numbers 220,000 250,000 300,000
following assumptions:

The NSM will, as a result of the nature and presentation of its exhibits have
strong national and international appeal We believe that the above targets for visitor numbers to the NSM should be set as

A key element of its displays and exhibits will be a temporary exhibit space reasonable and achievable targets given:

which will play host to international sports exhibitions, contributing to

higher levels of repeat visits Irelands current primary school population currently stands at 536,317

The NSM will present its exhibits in a modern and interactive fashion, students and is growing. The primary school market will be a key target
market for the NSM.
ensuring strong appeal across all age groups (children to OAPs)

The NSM will have a strong education focus, ensuring its appeal as a venue
The secondary school population currently stands at 362,847, it too is
for school trips and tours
growing. Exhibitions and events taking place within the NSM will tie in with
The pricing structure will be consistent with comparable attractions
the secondary school curriculum making it an attractive venue for school
nationally and internationally
related field trips and excursions.
The NSM will be marketed by an experienced sales and marketing team

The number of overseas visitors to has increased to 6.986m in 2013, of

these 3.059m are travelling to Ireland for holiday/ leisure recreation
purposes. This market will be actively targeted to visit the NSM as part of
their visit to Ireland.

The number of domestic trips taking place are also increasing. In 2013
7.11m domestic trips were taken of which 3.46m were for holiday and
223K specifically citing attendance at sporting events as reason for
their journey. These segments of the domestic tourist market will also be
actively targeted to visit the NSM.

61
Financial Analysis

Market Mix Admission Prices

We are of the view that approximately 75% of visitors to the NSM will be domestic As a new attraction, the NSM will need to compete strongly for its share of the

visitors, with the balance, 25% international/ overseas visitors.
For the purpose of the financial model, and based on the research conducted by
BDO amongst comparable attractions, we have estimated the following sales mix:
Market %
market. Both the quality of the offering and the attractiveness of the price are
critical factors when a consumer is deciding how to spend both their money and
time.
In this regard, we have reviewed the pricing models at other comparable
attractions, both nationally and internationally and propose the following admission
rates:

Adult 20% Market Price

Child 30% Adult 10.00

Concession (Students/ OAPs) 10% Child 6.00

Groups 30% Student/ OAP 8.00

Family (2 adults & 2 children) 10% Groups 6.00

Family (2 adults & up to 3 28.00

children)

62
Financial Analysis

Ticket Prices Concession Income

Children will be categorised as under the age of 18, while the concession ticket Similar to arrangements in other attractions, it is assumed the NFM , under some
category, will be for OAPs, students and those with promotional discount vouchers. form of concession/ license engage a commercial partner to operate the food and
The Group category will be the rate applied to school groups and for tour beverage facilities in the centre. They will also be responsible for managing the
operators, sports clubs and other volume business coming to the NSM. corporate event offering including large dinners and events.

The family ticket category which applies to 2 adults and 2 children, offers a For the purpose of the projections we have assumed that this will generate a venue
discount, thereby incentivising parents to visit the NSM as a family. fee of 1,750 per large corporate event held in the NSM. It is assumed that a
further 750 per event will be generated in revenue for the NSM in the form of a

The ticket prices position the NSM marginally below other popular family profit share with the commercial partner.

attractions in Dublin (Zoo, Wax Museum, National Aquatic Centre)

In preparing the projections, we have assumed that an average of 1 large corporate

Ancillary Spend event will be held in the Centre per month.

In addition to admission prices, visitors to the NSM are forecast to spend between
2-3 during their visit. This is a net of VAT figure and assumes a gross margin of
50%.

63
 Year 1 Year 2 Year 3
Financial Analysis
Total Sales 2,703,250 3,071,875 3686250

Less Direct Costs 339,625 385,938 463125

Operating Costs
Event Profit 30,000 30000 30000

For the purpose of our analysis, we have made estimates of annual operating costs.
Gross Profit 2,393,625 2,715,938 3253125

These estimates are based on the envisaged staffing and organisation structure and Salaries 1,230,500 1.327,000 1427000
other key items of operating costs, likely to be incurred in the operation of a
Rent & Rates 95,000 97,500 100000
envisaged 5,000m visitor attraction.
Repairs & Maintenance 125,000 200,000 250000

Marketing & Promotion 200,000 175,000 170000

It must be emphasised that these figures should only be viewed as best estimates
and have been informed by reference to our research of other comparable Print & Stationary 35,000 35,000 35000
attractions.
Bank Charges 10,000 10,500 11,000

Professional Fees 45,000 50,000 51,000

Again much greater clarity can be provided on operating costs once decisions are
Insurances 80,000 80,000 80,000
reached in relation to a choice of venue and location, the overall concept and
appropriate operating model. Cleaning & Waste 125,000 130,000 140,000

Staff Training 10,000 5,000 4,000

Utilities 150,000 155,000 160,000

Security 55,000 57,500 60,000

Travel 25,000 26,000 26,500

Licences 15,000 16,500 17,000

Maintenance 40,000 42,500 43,000

Renewal of Exhibits 155,000 260,000 265,000

Total 2,395,500 2,667,500 2,839,500

Net Profit/ Loss (1,875) 48,438 413,625

64
Conclusions & Next Steps
Conclusions and Next Steps

Conclusions Using Sport as the principle theme, the Centre can become the focal point for
ensuring co-operation and collaboration across Government, the health system and

There is wide stakeholder support for the concept of a Sports Themed Visitor wider society, working in unison to encourage people and their families to lead

Attraction. healthier lifestyles.

However, there is a consensus, and the international evidence suggests, that this Personal development, health science, technology, engineering, maths and history

needs to be more than just a traditional Sports Museum, and instead, needs to be learning outcomes will be incorporated into the exhibits and displays to ensure

viewed as an sports themed interactive attraction/ visitor experience. strong appeal to primary and post-primary schools.

The broad concept as currently envisaged, will include sections which recognise The initial financial analysis indicates that the Centre can, from an operational

and celebrate sporting successes, but its main focus will be to inspire and educate perspective, be financially sustainable on the assumption that the key admission

the next generation of Irish sportspeople on what it takes to realise and achieve and revenue targets are realised.

their sporting ambitions.

An assessment of likely development costs, would suggest that the capital costs for

In this regard, visitors to the Centre will not only learn about and be able to access the project are likely to be in the region of 12.5m to 25m. The key assumption

the wide variety of sports that are available in Ireland, but will learn about health, here is that the Centre will be incorporated into an existing building. The

diet and fitness. development of the Centre in a new purpose built building will result in
significantly higher development costs.

The Federation of Irish Sport would have a focal point through which is member
organisations could recruit for and promote their sports. The UK example of
Champions of the Future, and Girls4Gold created in 2008 were initiatives to drive
young people to consider excelling in new sports, particularly aimed at youth who
may not participate in teams sports after completing school. This new Centre could
provide the impetus for such initiatives in Ireland.

66
Conclusions and Next Steps

Next Steps Agree a more appropriate name for the Centre, which captures the essence
of what it is and what it aims to achieve.

The development of a Sports Themed Visitor Attraction as envisaged in this

document, offers enormous, educational, health and well-being, and tourism Provide greater clarity on the level of exchequer funding which will be
benefits. available to the project (this must be considered in the context of the
project vision and also in the context of a multi-department led National

In light of these very obvious benefits and consistent with national government aims initiative).

and objectives, it is vital that the project is viewed as much more than just a
tourism project. Finalise options for a suitable location and venue.

Recognition must be given to the positive impact the project can have in making Further development and refinement of the project vision and concept
improvements to the health and well-being of the nation. The Centre can act as (envisaged that some site visits to comparable national and international
the focal point of current Government health and well-being initiatives. attractions should be undertaken to assist in this regard).

For this reason, it is recommended that the Department of Transport, Tourism and Preparation of full financial feasibility study and business plan, to provide
Sport, as the originators of the project, retain the role of project champion, but more detailed analysis and assessment of key operational arrangements,
with the involvement of both the Department of Education and Health. operating and capital costs and appropriate funding structures.

There remain some key issues outstanding, and it is only once clarity is brought to Agree the type of structure/ grouping to take the project forward.
these matters that real progress will be made in bringing the project to fruition:

67
Appendix 1- List of Consultees
List of Consultees

Name Organisation Name Organisation

Prof Mike Cronin Boston College Mark OConnell W2

Catriona Crowe National Archives Mervyn Greene CHQ

Eugene Keane OPW Paraic Duffy GAA

Minister Michael Ring Department of Transport, Tourism & Philip Browne IRFU
Sport

Paul McGrath Special Advisor to the Minister Clodagh Miskellly Ulster Rugby

Paul Keeley Filte Ireland Judith Harvey W5

Seamus Lynham National Museum Catherine Woods/ Kieran DCU

Moran

Jimmy Magee Broadcaster RTE

In addition to the above, written submissions were also received from the
following:
Sarah OConnor Federation of Irish Sports

John Treacy Irish Sports Council Basketball Ireland

Swim Ireland
Paul Carty Guinness Storehouse Badminton Ireland

Cricket Ireland
Paul Rouse / Mark Durkan Century Ireland
Rowing Ireland

Irish Underwater Council

Brendan Kenny Dublin City Council
Special Olympics Ireland

Irish Boxing Association

69