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The Supply of Sustainable Tourism and The Potential Challenges Associated With Sustainable Tourism Destination Management in Ireland
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The Supply of Sustainable Tourism and The Potential Challenges Associated With Sustainable Tourism Destination Management in Ireland

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It is imperative for tourism destinations to move toward the implementation of sustainable management. Not only to sustain the tourism destination but to accommodate the changing demand of the market, …

It is imperative for tourism destinations to move toward the implementation of sustainable management. Not only to sustain the tourism destination but to accommodate the changing demand of the market, Conaghan and Hanrahan (2011) previously recognised the demand for sustainable tourism destinations from holidaymakers and tourism businesses. This presentation analyses the supply of sustainable tourism and the potential difficulties associated with sustainable tourism destination management in Ireland.

Acknowledgement:
This doctoral research has been funded by the Fáilte Ireland Tourism Research Scholarship Scheme.

Published in: Business, Technology

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  • Certification is a way of ensuring that an activity or a product meets certain standards.
  • There are many budgets and salaries paid for these positions yet no appointed destination manager. The regional tourism authority has sixteen full time positions yet fail to appoint a specific destination manager not to mention a sustainable tourism destination manager. From an analysis of the job titles for the area, the organisations appear to be focused on destination marketing rather than management.
  • Transcript

    • 1. THE SUPPLY OF SUSTAINABLE TOURISMAND THE POTENTIAL CHALLENGES ASSOCIATED WITHSUSTAINABLE 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
    • 3. 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
    • 4. THE DEMAND FOR SUSTAINABLE TOURISM
    • 5. Tourism Business Tourists
    • 6. 58% Tourists prefer to visit a Sustainable Tourism DestinationTourism Business 60%prefer to be part of a Sustainable TourismDestination
    • 7. Demand for Support to convert to Sustainable Tourism
    • 8. Demand supports to implement Sustainable Tourism
    • 9. THE SUPPLY OF SUSTAINABLE TOURISM
    • 10. Business part of a Sustainable Tourism Destination
    • 11. Tourism Industry protecting the quality of the environment Tourists
    • 12. Implementation of Sustainable Management Systems
    • 13. Sustainable Tourism Certified Businesses in Ireland
    • 14. Training in Sustainable Tourism
    • 15. Potential Challenges associated withSustainable Tourism Destination Management
    • 16. re o unty Cla Case Study CAccommodation Education providers ArtsAttractions Local Authorities RecreationalActivities Retailers Promotion OrganisationTour operators Airports Landscape CharityTransport
    • 17. Destination ParameterA tourism destination is the primary unit of management action (Timur, 2003;Ritchie, 2009; Bornhorst, Ritchie and Sheehan, 2010; Fyall, 2011). A formaldefinition of a destination is often neglected, yet, is critical since all thesustainable management practices that follow relate directly back to thedestination as it has been defined (Ritchie and Crouch, 2007). The study area hada clear geographical parameter, as a County.
    • 18. Parameter of the tourism destination:> 19 parameters 9% acknowledged the state appointed region 22% indicated it as the county 22% stated a local area
    • 19. Destination VisionGenerating a vision for a destination is important as it demands a futureperspective (Vogel and Swanson, 1988; Korac - Kakabadse and Kakabadse, 1998;Cooper, 2002; Mowforth and Munt, 2003; Presenza, 2006; Schianetz, Kavanaghand Lockington, 2007; Kruger and Meintjies, 2008).
    • 20. Visions for County ClareNational Development PlanThis 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 oflife 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 NTDAThe 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 DevelopmentShannon 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 thinkingplaces 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 CouncilA 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 theirenvironment, a sense of awareness of place, a sense of shared purpose and a sense of civic pride (Clare County Council, 2010).Clare County Development BoardTo 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 significantcontribution to the local economy (Clare County Development Board, 2011).Clare Local Development CompanyOur vision for Co. Clare is an enterprising county of inclusive and vibrant communities (Clare Local Development Company, 2012).Clare Tourism ForumNo tourism vision found*Clare Tourist CouncilNo tourism vision found*LEADERNo tourism vision found*Burren BeoNo tourism vision found*Burren ConnectTo 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.
    • 21. 8 different visions for Clare Tourism Stakeholders stated 0*Based on an analysis of the organisations inClare, published documents and websitehowever mission, aims, objectives and goalsmay be in place.
    • 22. Destination ManagerA key to cultural change toward sustainability is leadership (Doppelt, 2010). Adestination manager is employed in an increasing number of destinations(Howie, 2003; Kruger and Meintjies, 2008). This position is typically from thelocal authority or private destination company (Enterprise DG Publication,2003).
    • 23. Organisation Name PositionFáilte Ireland John Concannon Director of Market Development Tourism ManagementShannon 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 OfficerClare County Council Tom Coughlan County Manager Congella McGuire Heritage Officer Catherine O’Hara Community and Enterprise Siobhan Garvey Marketing DirectorClare Tourist Council Flan Garvey Chairperson Patrick Blake Secretary Pauline Roberts TreasurerClare CDB Gerard Dollard Secretariat RepresentativesClare Community Forum Joss Lowry Development Officer Mary Leahy Chairperson Richard Cahill Vice Chair Pat Shannon Treasurer Maeve O’Sullivan SecretaryClare Tourism Forum Maureen Cleary Marketing ExecutiveLEADER Gloria Callinan Projects Co-Ordinator Michelle Lynch Development Officer Gerry McDonagh Development Officer Gerard Kennedy Sue Targett Ciara Griffin Bernie HealyBurren Connect Carol Gleeson Project Manager Edel Hayes IT and Communications Officer Ronán Hennessy Geopark GeologistBurren 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
    • 24. No Tourism Destination Manager for Clare
    • 25. Sustainable Tourism Destination Management Positions 0
    • 26. 68% of the stakeholders agreed it would work to have an appointed tourism destination manager
    • 27. Destination Management OrganisationThe presence of a Destination Management Organisation that involves differentstakeholders is required for planning and managing tourism and addressing itsimpacts (Heath, 2002; TSG, 2007; UNWTO, 2007; Kruger and Meintjies, 2008).
    • 28. 13 Organisations involved in Managing Tourism in ClareOrganisation DestinationNTDA IrelandShannon Development Shannon RegionShannon Heritage Shannon RegionShannon Trails Initiative Shannon RegionMid West Regional Authority (MWRA) Clare, Limerick, North TipperaryClare County Council County ClareClare County Development Board County ClareClare Local Development Company County ClareClare Tourism Forum County ClareClare Tourist Council County ClareLEADER County ClareBurren Beo BurrenBurren Connect Burren takeholders expressed confusion ailed to identify a DMO
    • 29. NO DMO identified to be responsible forSustainable Tourism Destination Management
    • 30. All stakeholders claimed it would be an advantage to have a DMO lead and coordinate throughout the sustainable tourism destination management
    • 31. Demonstrate Effective Sustainable Tourism Management
    • 32. Conserving Resources*DK: Don’t Know Organisation Destination*SB: Should Be Ye No DK N/A SB Yes No DK SBPurchasing policy favour environmentally friendly s 48 48 0 4 82 24 14 62 95productsMeasure the purchase of disposable and 57 33 5 5 82 29 14 57 95consumable 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 energyMeasure water consumption- indicate sources 50 32 9 9 77 14 14 72 95- measures to decrease overall consumption
    • 33. Reducing Pollution*DK: Don’t Know Organisation Destination*SB: Should Be Yes No DK N/A SB Yes No DK SBMeasure GHG emissions from all sources, 30 60 0 10 68 0 29 71 91procedures to reduce and offsetTreat effectively wastewater including gray 39 43 9 9 77 14 14 72 91water and reuse where possibleSubstitute the use of harmful substances byharmless products when available, properly 69 22 0 9 77 14 14 72 91manage chemical useImplement practices to reduce pollution fromnoise, light, runoff, erosion, ozone-depleting 61 30 0 9 77 19 5 76 91compounds, air ,soil contaminants
    • 34. Conclusion
    • 35. Sustainable Tourism Supply
    • 36. 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

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