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Strategic Context
The Wild Atlantic Way Regional Tourism Development Strategy 2023 – 2027 is a roadmap for the tourism industry and all stakeholders involved in the region to navigate the current challenges and steer a course towards recovery and future success.
This strategy has been prepared during a time of unprecedented uncertainty. Despite having weathered the disruption caused by Brexit and Covid-19 the industry now faces an acute energy crisis resulting in further uncertainty.
One of the most important aspects of this strategy will be to support our tourism providers with the skills they need to navigate an uncertain operational environment and to be prepared to seize the opportunity when it presents itself. In recognising the challenges facing the industry in terms of labour shortages and rising input costs, we will deliver supports in a number of ways. These include Account Management, Network and Cluster Development and the implementation of National Support Programmes.
This Regional Tourism Development Strategy 2023 – 2027 replaces the previous Wild Atlantic Way Operational Programme 2015 – 2019 and is primarily informed by the Government’s Tourism Strategy People, Place and Policy: Growing Tourism to 2025, Fáilte Ireland’s Corporate Strategy 2021 – 2023, and the report of the Sustainable Tourism Working Group Actions to Promote Sustainable Tourism Practices 2021 – 2023.
The Strategy is also informed by planning policy (the National Planning Framework (NPF), Regional Spatial and Economic Strategies (RSESs) and lower tier Development Plans and Local Area Plans). It sets out a strategic approach to unlock the commercial potential of the Wild Atlantic Way while ensuring that this development is sustainable, that the benefits accrue to local communities, and that our natural environment is protected.
**Wild Atlantic Way In Context **
The Wild Atlantic Way was launched in 2014 in response to a crippling global recession which left the tourism economy on the west coast of Ireland facing sustained challenges with declining coastal communities and a tourism season of no more than six weeks in many places. The brand was designed to create a product of scale that would re-imagine the west coast. It would unify it through a continuous, defined route and package it in a way that would motivate visitors to holiday there, and provide an economic engine for the west.
The clarity and authenticity of the brand resonated immediately with local communities, businesses and visitors alike. From the outset, a strong sense of ownership of the brand existed among local communities, there was good brand adoption among the industry and this was supported by positive feedback from visitors on the overall experience.
In 2019, the Wild Atlantic Way attracted one million more international visitors than in 2014 when the brand was launched. The value of tourism in 2019 grew to €3bn for the local communities and industry. International visitors accounted for two thirds of that revenue with the sector sustaining over 80,000 jobs. In many areas across the Wild Atlantic Way region, tourism is the largest employer accounting for up to 1 in 4 jobs. Nevertheless, the Wild Atlantic Way remains a “young” brand with plenty of opportunity for further economic growth, particularly in the northern half of the Wild Atlantic Way. The brand continues to prove attractive to all consumer segments providing the platform for continued destination and experience development.
Our Ambition
Our ambition for this strategy is to drive recovery and growth in the Wild Atlantic Way region. We want to recover and grow the visitor economy to create sustainable, high-quality jobs in the sector that will serve to support and strengthen local communities while protecting our natural environment. This will be achieved by targeting domestic and international visitors who will stay longer in the region, spend more and/or who will arrive in off-peak periods.
While 2022 is a relatively strong year due to pent-up demand and deferred bookings, 2023 and beyond are expected to be more challenging. Forecasting the rate and pace of recovery and growth is difficult. At a minimum we expect a return to 2019 levels of revenue by 2026, in inflation adjusted terms, with an ambition to exceed this.
We expect an additional 5% supply side capacity (accommodation, visitor attractions, activity providers, etc.) to come on stream over the period of this strategy, which would be achieved through greater optimisation (e.g., longer opening hours/ season) and new stock.
It is Fáilte Ireland’s long-term objective to ensure a greater regional spread of the socio-economic benefits of tourism across the country. For the Wild Atlantic Way, this means growing tourism revenue at a faster rate in areas that are currently less visited relative to the more popular destinations over the period of this strategy, while staying within existing infrastructural and environmental capacities. While the short-term focus is on recovery in all areas, as the recovery progresses we will set more specific regional targets which will be considered at the mid-term review of this strategy, informed by the Department of Tourism, Culture, Arts, Gaeltacht, Sport & Media and by Tourism Ireland’s and Fáilte Ireland’s new statements of strategy which are due to be delivered in 2023/24.
The Vision
It’s 2033 and the Wild Atlantic Way is internationally renowned for its spectacular seascapes, raw beauty and warm hospitality. It ranks as one of the top five touring routes in the world with its rugged coastline, unique Irish culture, traditions, and friendly people at the heart of its offering. Visitors are enjoying all parts of the Wild Atlantic Way and dispersal along the route and into towns and villages in the region has become more evenly spread.
Visitors to the Wild Atlantic Way talk of being inspired and enriched by memorable engagement with these vibrant and creative communities whose lives and traditions have been shaped by the Atlantic. They talk of the wildness and beauty of the west coast and the abundance of ways to enjoy the great outdoors both on land and by sea. They value the freedom and energy it gives them to feel fresh salty air, explore sea cliffs and caves, walk and cycle wonderful coastal trails, uncover hidden beaches, sample the best of seafood and immerse themselves in living culture.
The Challenge
The strategic challenge for the Wild Atlantic Way is to grow its appeal as a globally iconic, “must do” touring route, driving incremental bed-nights and longer stays into the region while protecting the cultural authenticity and wildness of the west coast. For the northern half of the Wild Atlantic Way (from Connemara, Co. Galway to Co. Donegal inclusive) there is a need to raise its profile internationally and grow incremental overseas visitor revenue. For the southern half of the Wild Atlantic Way (from Galway City, Co. Galway to Kinsale, Co. Cork inclusive) the challenge is to sustainably increase tourism revenue, extend the season and disperse visitors more widely within the region, minimising any adverse impacts on local communities and maximising benefits for them.
Strategic Approach
The Wild Atlantic Way Regional Tourism Development Strategy will achieve its tourism ambition for the region through the following strategic objectives:
Strategic objective 1: Year-round appeal
Grow the year-round appeal of the Wild Atlantic Way domestically and internationally ensuring we attract and disperse high-value visitors into and throughout the region.
Strategic objective 2: International profile
Raise the international profile of the northern half of the Wild Atlantic Way to increase visitation and revenue.
Strategic objective 3: Revenue, dispersion & extension
Increase tourism revenue, visitor dispersion and season extension across the southern half of the Wild Atlantic Way.
Strategic objective 4: Authenticity & “wildness”
Protect the cultural authenticity and “wildness” of the Wild Atlantic Way.
Strategic objective 5: Capacity & capability
Enable and assist the industry to grow its capacity and capability so that it can thrive over the period of this strategy.
Strategic objective 6: Industry & stakeholder
Foster strong coalitions of industry and stakeholders with a common purpose in creating flourishing destinations and thriving communities while also building a sustainable model of destination development across the Wild Atlantic Way.
The strategy is supported by comprehensive investment in new and existing product which will enable us to achieve the strategic objectives for the Wild Atlantic Way. More than €60m in capital funding has already been committed to tourism projects which will be realised over the lifetime of this strategy and further funding will be sought based on the particular needs of each destination as identified in our Destination & Experience Development Plans.
Strategic Context
The Wild Atlantic Way Regional Tourism Development Strategy 2023 – 2027 is a roadmap for the tourism industry and all stakeholders involved in the region to navigate the current challenges and steer a course towards recovery and future success.
This strategy has been prepared during a time of unprecedented uncertainty. Despite having weathered the disruption caused by Brexit and Covid-19 the industry now faces an acute energy crisis resulting in further uncertainty.
One of the most important aspects of this strategy will be to support our tourism providers with the skills they need to navigate an uncertain operational environment and to be prepared to seize the opportunity when it presents itself. In recognising the challenges facing the industry in terms of labour shortages and rising input costs, we will deliver supports in a number of ways. These include Account Management, Network and Cluster Development and the implementation of National Support Programmes.
This Regional Tourism Development Strategy 2023 – 2027 replaces the previous Wild Atlantic Way Operational Programme 2015 – 2019 and is primarily informed by the Government’s Tourism Strategy People, Place and Policy: Growing Tourism to 2025, Fáilte Ireland’s Corporate Strategy 2021 – 2023, and the report of the Sustainable Tourism Working Group Actions to Promote Sustainable Tourism Practices 2021 – 2023.
The Strategy is also informed by planning policy (the National Planning Framework (NPF), Regional Spatial and Economic Strategies (RSESs) and lower tier Development Plans and Local Area Plans). It sets out a strategic approach to unlock the commercial potential of the Wild Atlantic Way while ensuring that this development is sustainable, that the benefits accrue to local communities, and that our natural environment is protected.
**Wild Atlantic Way In Context **
The Wild Atlantic Way was launched in 2014 in response to a crippling global recession which left the tourism economy on the west coast of Ireland facing sustained challenges with declining coastal communities and a tourism season of no more than six weeks in many places. The brand was designed to create a product of scale that would re-imagine the west coast. It would unify it through a continuous, defined route and package it in a way that would motivate visitors to holiday there, and provide an economic engine for the west.
The clarity and authenticity of the brand resonated immediately with local communities, businesses and visitors alike. From the outset, a strong sense of ownership of the brand existed among local communities, there was good brand adoption among the industry and this was supported by positive feedback from visitors on the overall experience.
In 2019, the Wild Atlantic Way attracted one million more international visitors than in 2014 when the brand was launched. The value of tourism in 2019 grew to €3bn for the local communities and industry. International visitors accounted for two thirds of that revenue with the sector sustaining over 80,000 jobs. In many areas across the Wild Atlantic Way region, tourism is the largest employer accounting for up to 1 in 4 jobs. Nevertheless, the Wild Atlantic Way remains a “young” brand with plenty of opportunity for further economic growth, particularly in the northern half of the Wild Atlantic Way. The brand continues to prove attractive to all consumer segments providing the platform for continued destination and experience development.
Our Ambition
Our ambition for this strategy is to drive recovery and growth in the Wild Atlantic Way region. We want to recover and grow the visitor economy to create sustainable, high-quality jobs in the sector that will serve to support and strengthen local communities while protecting our natural environment. This will be achieved by targeting domestic and international visitors who will stay longer in the region, spend more and/or who will arrive in off-peak periods.
While 2022 is a relatively strong year due to pent-up demand and deferred bookings, 2023 and beyond are expected to be more challenging. Forecasting the rate and pace of recovery and growth is difficult. At a minimum we expect a return to 2019 levels of revenue by 2026, in inflation adjusted terms, with an ambition to exceed this.
We expect an additional 5% supply side capacity (accommodation, visitor attractions, activity providers, etc.) to come on stream over the period of this strategy, which would be achieved through greater optimisation (e.g., longer opening hours/ season) and new stock.
It is Fáilte Ireland’s long-term objective to ensure a greater regional spread of the socio-economic benefits of tourism across the country. For the Wild Atlantic Way, this means growing tourism revenue at a faster rate in areas that are currently less visited relative to the more popular destinations over the period of this strategy, while staying within existing infrastructural and environmental capacities. While the short-term focus is on recovery in all areas, as the recovery progresses we will set more specific regional targets which will be considered at the mid-term review of this strategy, informed by the Department of Tourism, Culture, Arts, Gaeltacht, Sport & Media and by Tourism Ireland’s and Fáilte Ireland’s new statements of strategy which are due to be delivered in 2023/24.
The Vision
It’s 2033 and the Wild Atlantic Way is internationally renowned for its spectacular seascapes, raw beauty and warm hospitality. It ranks as one of the top five touring routes in the world with its rugged coastline, unique Irish culture, traditions, and friendly people at the heart of its offering. Visitors are enjoying all parts of the Wild Atlantic Way and dispersal along the route and into towns and villages in the region has become more evenly spread.
Visitors to the Wild Atlantic Way talk of being inspired and enriched by memorable engagement with these vibrant and creative communities whose lives and traditions have been shaped by the Atlantic. They talk of the wildness and beauty of the west coast and the abundance of ways to enjoy the great outdoors both on land and by sea. They value the freedom and energy it gives them to feel fresh salty air, explore sea cliffs and caves, walk and cycle wonderful coastal trails, uncover hidden beaches, sample the best of seafood and immerse themselves in living culture.
The Challenge
The strategic challenge for the Wild Atlantic Way is to grow its appeal as a globally iconic, “must do” touring route, driving incremental bed-nights and longer stays into the region while protecting the cultural authenticity and wildness of the west coast. For the northern half of the Wild Atlantic Way (from Connemara, Co. Galway to Co. Donegal inclusive) there is a need to raise its profile internationally and grow incremental overseas visitor revenue. For the southern half of the Wild Atlantic Way (from Galway City, Co. Galway to Kinsale, Co. Cork inclusive) the challenge is to sustainably increase tourism revenue, extend the season and disperse visitors more widely within the region, minimising any adverse impacts on local communities and maximising benefits for them.
Strategic Approach
The Wild Atlantic Way Regional Tourism Development Strategy will achieve its tourism ambition for the region through the following strategic objectives:
Strategic objective 1: Year-round appeal
Grow the year-round appeal of the Wild Atlantic Way domestically and internationally ensuring we attract and disperse high-value visitors into and throughout the region.
Strategic objective 2: International profile
Raise the international profile of the northern half of the Wild Atlantic Way to increase visitation and revenue.
Strategic objective 3: Revenue, dispersion & extension
Increase tourism revenue, visitor dispersion and season extension across the southern half of the Wild Atlantic Way.
Strategic objective 4: Authenticity & “wildness”
Protect the cultural authenticity and “wildness” of the Wild Atlantic Way.
Strategic objective 5: Capacity & capability
Enable and assist the industry to grow its capacity and capability so that it can thrive over the period of this strategy.
Strategic objective 6: Industry & stakeholder
Foster strong coalitions of industry and stakeholders with a common purpose in creating flourishing destinations and thriving communities while also building a sustainable model of destination development across the Wild Atlantic Way.
The strategy is supported by comprehensive investment in new and existing product which will enable us to achieve the strategic objectives for the Wild Atlantic Way. More than €60m in capital funding has already been committed to tourism projects which will be realised over the lifetime of this strategy and further funding will be sought based on the particular needs of each destination as identified in our Destination & Experience Development Plans.
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