1) There is no clear destination management organization (DMO) responsible for sustainable tourism destination management in County Clare, Ireland, which stakeholders identified as a challenge. 2) While several organizations are involved in tourism management, there is confusion about roles and no single entity leads sustainable efforts. 3) Appointing a dedicated tourism destination manager and DMO were seen as advantages to better coordinate sustainable tourism destination management by stakeholders.

1. THE SUPPLY OF SUSTAINABLE TOURISM
AND THE POTENTIAL CHALLENGES ASSOCIATED WITH
SUSTAINABLE TOURISM DESTINATION MANAGEMENT
IN IRELAND
TOURISM & HOSPITALITY IN IRELAND CONFERENCE
2012
AÍNE CONAGHAN AND DR. JAMES HANRAHAN
INSTITUTE OF TECHNOLOGY SLIGO

2. • Introduction
• Methodological Approach
• The Demand for Sustainable Tourism
• The Supply of Sustainable Tourism
• Tourism Destination Management in Clare
• Potential Challenges associated with
Sustainable Tourism Destination Management

4. Methodological Approach
• Comprehensive Literature Review
• Questions designed embedded in the literature
• Theoretical framework for assessing the demand for and supply of sustainable tourism
• Surveys: 1356 Tourists, 369 National Tourism Business
• Case Study of Clare: Informal semi-structured interviews

5. THE DEMAND FOR SUSTAINABLE TOURISM

6. Tourism Business Tourists

7. 58% Tourists
prefer to visit a Sustainable Tourism
Destination
Tourism Business
60%
prefer to be part of a Sustainable Tourism
Destination

8. Demand for Support to convert to Sustainable Tourism

9. Demand supports to implement Sustainable Tourism

10. THE SUPPLY OF SUSTAINABLE TOURISM

11. Business part of a Sustainable Tourism Destination

12. Tourism Industry protecting the
quality of the environment
Tourists

13. Implementation of Sustainable Management Systems

14. Sustainable Tourism Certified Businesses in Ireland

15. Training in Sustainable Tourism

16. Potential Challenges associated with
Sustainable Tourism Destination Management

17. re
o unty Cla
Case Study C
Accommodation Education providers Arts
Attractions Local Authorities Recreational
Activities Retailers Promotion Organisation
Tour operators Airports Landscape Charity
Transport

18. Destination Parameter
A tourism destination is the primary unit of management action (Timur, 2003;
Ritchie, 2009; Bornhorst, Ritchie and Sheehan, 2010; Fyall, 2011). A formal
definition of a destination is often neglected, yet, is critical since all the
sustainable management practices that follow relate directly back to the
destination as it has been defined (Ritchie and Crouch, 2007). The study area had
a clear geographical parameter, as a County.

19. Parameter of the tourism destination:
> 19 parameters
9% acknowledged the state appointed region
22% indicated it as the county
22% stated a local area

20. Destination Vision
Generating a vision for a destination is important as it demands a future
perspective (Vogel and Swanson, 1988; Korac - Kakabadse and Kakabadse, 1998;
Cooper, 2002; Mowforth and Munt, 2003; Presenza, 2006; Schianetz, Kavanagh
and Lockington, 2007; Kruger and Meintjies, 2008).

21. Visions for County Clare
National Development Plan
This National Development Plan 2007-2013 sets out the economic and social investment priorities needed to realise the vision of a better quality of life for all. This better quality of
life will be achieved by supporting the continued development of a dynamic and internationalised economy and society with a high commitment to international competitiveness,
social justice and environmental sustainability (Government of Ireland, 2007).
Fáilte Ireland NTDA
The Vision for Irish Tourism is that Ireland will be a destination of choice for international and domestic tourists which:
• Achieves growth in market share with a higher yield;
• Has a pristine physical environment;
• Offers an accommodation product which is diverse in its character;
• Has key attractions which entice visitors to Ireland;
• Delivers a range of authentic experiences, in a friendly, engaging environment;
• Attracts investors and staff of the highest quality;
• Demonstrates and delivers continuous product innovation;
• Makes a sustained contribution to the development of the economy – especially from a geographically diverse viewpoint;
• Respects and supports Irish culture in all its diversity; and
• Provides a positive international profile of Ireland (Fáilte Ireland, 2007).
Shannon Development
Shannon Development’s vision is that the people of the Shannon Region, and its investors and visitors, will live, learn, work and play in one of the most exciting and forward thinking
places in the world (Shannon Development, 2011).
Mid-West Regional Authority (MWRA)
To produce an evidence-based statistical report on key sectors in the Mid-West and highlight the challenges that the Region will face over the medium to long term (MWRA, 2011).
Clare County Council
A county where people want to sustainably live, work and visit because of its unique quality of life. An inclusive county of sustainable communities that have respect for their
environment, a sense of awareness of place, a sense of shared purpose and a sense of civic pride (Clare County Council, 2010).
Clare County Development Board
To provide a framework that will support and facilitate the development of a cohesive and sustainable tourism sector in County Clare that will continue to make a significant
contribution to the local economy (Clare County Development Board, 2011).
Clare Local Development Company
Our vision for Co. Clare is an enterprising county of inclusive and vibrant communities (Clare Local Development Company, 2012).
Clare Tourism Forum
No tourism vision found*
Clare Tourist Council
No tourism vision found*
LEADER
No tourism vision found*
Burren Beo
No tourism vision found*
Burren Connect
To establish the Burren as a premier internationally recognised eco-tourism region ensuring the future economic and social growth and sustainable development of its communities,
environment and heritage (Burren Connect, 2008).
*Based on an analysis of the organisation, published documents and website however mission, aims, objectives and goals may be in place.

22. 8 different visions for Clare
Tourism Stakeholders stated 0
*Based on an analysis of the organisations in
Clare, published documents and website
however mission, aims, objectives and goals
may be in place.

23. Destination Manager
A key to cultural change toward sustainability is leadership (Doppelt, 2010). A
destination manager is employed in an increasing number of destinations
(Howie, 2003; Kruger and Meintjies, 2008). This position is typically from the
local authority or private destination company (Enterprise DG Publication,
2003).

24. Organisation Name Position
Fáilte Ireland John Concannon Director of Market Development
Tourism Management
Shannon Development Pat Daly Tourism Division Manager
Bernadette Kelly Admin Support
Marketing Team
Paul Ryan Tourism Marketing Manager
Paul Mockler
Marian Leydon
Aisling Travers
Tourism Marketing (US and Canada)
Tourism Marketing (GB and Europe)
Tourism Marketing (Ireland)
positions in Clare
Laura Meehan Tourism Marketing (Festivals and Events)
Product Development
> 30
Flan Quilligan Product Development Manager
Oonagh Kelly Product Development Exec.
Phil Deegan Product Development Exec.
Ruairi Deane Product Development Exec.
Visitor Services
John Quinlivan Visitor Services Manager
Marian Hurley Visitor Services Officer
Business, Sport and Event Tourism
Karen Brosnahan Conference of Sports Bureau Manager
Adam Skerritt Tourism Marketing Sports
Clare Office
Siobhan King Tourism Officer
Clare County Council Tom Coughlan County Manager
Congella McGuire Heritage Officer
Catherine O’Hara Community and Enterprise
Siobhan Garvey Marketing Director
Clare Tourist Council Flan Garvey Chairperson
Patrick Blake Secretary
Pauline Roberts Treasurer
Clare CDB Gerard Dollard Secretariat
Representatives
Clare Community Forum Joss Lowry Development Officer
Mary Leahy Chairperson
Richard Cahill Vice Chair
Pat Shannon Treasurer
Maeve O’Sullivan Secretary
Clare Tourism Forum Maureen Cleary Marketing Executive
LEADER Gloria Callinan Projects Co-Ordinator
Michelle Lynch Development Officer
Gerry McDonagh Development Officer
Gerard Kennedy
Sue Targett
Ciara Griffin
Bernie Healy
Burren Connect Carol Gleeson Project Manager
Edel Hayes IT and Communications Officer
Ronán Hennessy Geopark Geologist
Burren Beo Brigid Barry Trust Coordinator
Catherine Seale Trust Administrator
Martin Hawkes Trust Director
Richard Morrison Trust Director
Stephen Ward Trust Director
Sean Braiden Trust Director
Brendan Dunford Trust Secretary
Ann O’Connor Trust Website Editor
Tom Kelly Trust Treasurer

25. No Tourism Destination Manager for Clare

26. Sustainable Tourism Destination
Management Positions
0

27. 68% of the stakeholders agreed it would work to have an
appointed tourism destination manager

28. Destination Management Organisation
The presence of a Destination Management Organisation that involves different
stakeholders is required for planning and managing tourism and addressing its
impacts (Heath, 2002; TSG, 2007; UNWTO, 2007; Kruger and Meintjies, 2008).

29. 13 Organisations involved in Managing Tourism in Clare
Organisation Destination
NTDA Ireland
Shannon Development Shannon Region
Shannon Heritage Shannon Region
Shannon Trails Initiative Shannon Region
Mid West Regional Authority (MWRA) Clare, Limerick, North Tipperary
Clare County Council County Clare
Clare County Development Board County Clare
Clare Local Development Company County Clare
Clare Tourism Forum County Clare
Clare Tourist Council County Clare
LEADER County Clare
Burren Beo Burren
Burren Connect Burren
takeholders expressed confusion
ailed to identify a DMO

30. NO DMO identified to be responsible for
Sustainable Tourism Destination Management

31. All stakeholders claimed it would be an advantage to have a DMO lead and
coordinate throughout the sustainable tourism destination management

32. Demonstrate Effective Sustainable Tourism Management

33. Conserving Resources
*DK: Don’t Know Organisation Destination
*SB: Should Be Ye No DK N/A SB Yes No DK SB
Purchasing policy favour environmentally friendly s
48 48 0 4 82 24 14 62 95
products
Measure the purchase of disposable and
57 33 5 5 82 29 14 57 95
consumable goods (seek ways to reduce their use)
Measure energy consumption
- indicate sources
62 28 5 5 86 19 14 67 95
- implement measures to decrease consumption
- encourage the use of renewable energy
Measure water consumption
- indicate sources 50 32 9 9 77 14 14 72 95
- measures to decrease overall consumption

34. Reducing Pollution
*DK: Don’t Know Organisation Destination
*SB: Should Be Yes No DK N/A SB Yes No DK SB
Measure GHG emissions from all sources,
30 60 0 10 68 0 29 71 91
procedures to reduce and offset
Treat effectively wastewater including gray
39 43 9 9 77 14 14 72 91
water and reuse where possible
Substitute the use of harmful substances by
harmless products when available, properly 69 22 0 9 77 14 14 72 91
manage chemical use
Implement practices to reduce pollution from
noise, light, runoff, erosion, ozone-depleting 61 30 0 9 77 19 5 76 91
compounds, air ,soil contaminants

35. Conclusion

36. Sustainable Tourism
Supply

37. Potential Challenges associated with
Sustainable Tourism Destination Management
• Identify the parameter of the destination in which sustainable tourism destination
management is to be conducted
• Have a unified sustainable tourism destination vision
• Appoint a sustainable tourism destination manager
• Assign a DMO for sustainable tourism destination management
• Ensure tourism strategies and plans incorporate sustainable tourism destination
management