Nov 17, 2008 - Dr AÃne CONAGHAN*, Dr James HANRAHAN** Emmet MCLOUGHLIN*** ..... Alexander, 2000; Newmark and Hough, 2000; Walpole and ...... Sharpe, G.W. (Ed) (1976) Interpreting the Environment, New York: John Wiley and ...
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THE SUPPLY OF SUSTAINABLE TOURISM IN IRELAND Dr Aíne CONAGHAN*, Dr James HANRAHAN** Emmet MCLOUGHLIN***
Abstract: The concept of sustainability remains one of the major issues in tourism today. There currently exits a strong knowledge base pertaining to sustainable tourism and the drive toward the sustainable management of tourism destinations. However, theoretical links to the supply of sustainable tourism in Ireland was unknown. This paper bridges this gap in knowledge by providing baseline findings as part of a nationwide study among tourism businesses in Ireland before delivering a more in-depth look at the supply of sustainable with a particular focus on the attitudes of stakeholders in Co. Clare. Qualitative interviews illustrated that the majority of stakeholders claim to be demonstrating effective sustainable management of tourism. Also industry adaptation from the implementation of cultural heritage management practices was also found. Yet the existence of polices against commercial exploitation and conduct for activities in local communities were unknown by stakeholders. Also it would appear that the tourism industry has room to improve management practices to maximise benefits to the environment. Further discussion reveals however, that fundamental procedures such as training in sustainable tourism and implementation of certification and labels were found to be lacking. Many of the findings from this paper on the supply of sustainable tourism in County Clare point to the need for a standard process or model to be followed to facilitate the sustainable management of tourism destinations.
Keywords: Sustainable tourism; sustainable tourism management; sustainable tourism supply; Ireland.
_______________ * Sustainable Tourism Management Consultant, Ballybofey, Donegal, Ireland ** Tourism Programme Chair, School of Business and Social Sciences, Dept. of Marketing, Tourism and Sport, Institute of Technology, Sligo, Ireland. Tel: +353719305740 *** School of Business and Social Sciences, Dept. of Marketing, Tourism and Sport, Institute of Technology, Sligo, Ireland.
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Introduction A significant amount of research has been devoted to sustainable tourism development and management, which has in turn advanced the concept. Tourism with its growth potential has become a high priority for nations and communities globally. With the potential associated negative tourism impacts, new ways are being looked at to manage these. The use of indicators for monitoring progress towards sustainability has been advocated and discussed by tourism researchers and tourism organisations over the years (Miller, 2001; Ceron and Dubois, 2003; UNWTO, 2004; Miller and Twining-Ward, 2005; Choi and Sirakaya, 2006; Griffin, 2007; Griffin, Morrissey and Flanagan, 2010; EC, 2013). However to determine the sustainability of a tourism destination, indicators are needed for both the destination and for the destination’s contribution to a bigger system. Mowforth and Munt (2009) contend that the search for indicators has shown the linkages between economic, social and environmental issues. Roberts and Tribe (2008) indicate that the focus of sustainability indicators is at the macro level, being destinations or communities. They argue that small tourism enterprises also have the potential to help tourism destinations progress toward sustainable objectives. Therefore it is beneficial that the Global Sustainable Tourism Council (GSTC) developed criteria for hotels, tour operators and tourism destinations. The development of these criteria is a major milestone for sustainable tourism. The Global Sustainable Tourism Criteria (GSTC) is a global initiative dedicated to promoting and mainstreaming sustainable tourism efforts around the world. The GSTC strives to promote sustainable tourism through a common language, and one of its key objectives is to facilitate the creation and adoption of universal principles for sustainable tourism. These criteria are the minimum standard that any tourism business should aspire to reach. They indicate what should be done, not how to do it. This role is fulfilled by performance indicators, associated educational materials, and access to tools for implementation. For a common understanding of sustainable tourism, the GSTC developed the criteria for hotels and tour operators and destinations around the need to demonstrate effective sustainable management as outlined in Table 1 (below). Table 1 Four categories of the Global Sustainable Tourism Criteria
_________________________________________________________________________________ GSTC criteria for hotels and tour operators Demonstrate effective sustainable management Maximise social and economic benefits to the local community and minimise negative impacts Maximise benefits to cultural heritage and minimise negative impacts Maximise benefits to the environment and minimise negative impacts GSTC criteria for destinations Demonstrate sustainable destination management Maximise economic benefits to the host community and minimise negative impacts Maximise benefits to communities, visitors, and cultural heritage and minimise negative impacts Maximise benefits to the environment and minimise negative impacts
____________________________________________________________________________________________________
Source: Adapted from GSTC (2008, 2012) It should be noted that the four categories of the GSTC criteria for hotels and tour operators are titled differently to those for the destination. The GSTC for destinations have the social aspect addressed along with cultural heritage. Even though there is a lack of factual evidence on the suitability of the GSTC for varying destinations, two of Irelands leading attractions, Guinness Storehouse and the Cliffs of Moher have been certified conforming to this standard. The aim of this research is to determine the supply of sustainable tourism in Ireland in context of the GSTC criteria. This paper focus is on Co. Clare, a well-known tourism destination in Ireland.
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Demonstrate effective sustainable management of tourism The main reason people visit Ireland as a holiday destination is due to the environment, economy and socio-cultural aspects (Fáilte Ireland, 2008). Therefore it is critical for Ireland to demonstrate effective sustainable management. The implementation of sustainable management systems will aid in improving and maintaining resources for the future of the tourism industry. The success of a business’s sustainable management system depends on the effective integration and internalisation of the system by employees at all levels (GSTC, 2011). Also education and training programs are an important principle of sustainable tourism (Jamieson and Noble, 2000). Training is an important component of the drive to increase the adoption of multiple aspects of sustainable management in a tourism business (Dodds and Joppe, 2005; Duc, 2009). Nevertheless, International, local legislation and regulation are necessary to control the most fundamental and serious impacts of tourism (UNEP and UNWTO, 2005) for example, regulations for tourism buildings and infrastructure. Tourism is now achieving sustainability in its design, construction and operations. GSTC have a criteria specific to the design and construction of buildings and infrastructure. Also as part of the GSTC, information is to be provided to customers about interpretation of the natural surroundings, local culture, and cultural heritage as well as explaining appropriate behaviour while visiting. Information on the interpretation of a location is a key visitor management strategy to achieve sustainable tourism (Lane, 1994; Barrow, 1995, 1996; Wearing and Neil, 1999; Kuo, 2002; Tubb, 2003; Viljoen, 2007). It enhances the quality of the visitor’s experience, knowledge of the location and influences appropriate behaviour (Cooper et al., 1998; Moscardo, 1998, 1999; Beaumont, 2001; Ham and Weiler, 2002; Bramwell and Lane, 2005; Kim, 2007). It will aid in the conservation of a location (Sharpe, 1976; Beckmann, 1991; Wearing and Neil, 1999). It will provide enjoyment (Kreger and Mench, 1995; Bright and Pierce, 2002; Moscardo, Woods, and Saltzer, 2004). It is however best provided in an informal fashion (Moscardo, 1998) so enjoyment can remain an important element (Screven, 1995; Bright and Pierce, 2002; Moscardo, Woods, and Saltzer, 2004). If stringent conditions are met, it can reduce impacts (Littlefair and Buckley, 2008; Coghlan and Gooch, 2011) otherwise, interpretation does not change either attitudes (Tubb, 2003) or impacts (Boon, Fluker and Wilson, 2008; Littlefair and Buckley, 2008; Buckley, 2012). Furthermore, the GSTC has a criterion specifically so that promotional materials are accurate and complete. This would also contribute to maximise customer satisfaction. After all, the customer is the central focus of the tourism experience, satisfaction among tourists is paramount (Foster, 2010; Ziegler et al., 2012). In Ireland, customer satisfaction is measured through the Fáilte Ireland visitor attitude surveys. Maximise social and economic benefits to the local community Jamal and Robinson (2012) describe the tourism industry as one of the global economic success stories of the last 40 years. Tourism, like most industries, primarily aims at maximising profits (Cooper et al., 2008; Moeller, Dolnicar and Leisch, 2011). Sustainable management of tourism may contribute to community development due to the economic benefits the sector can generate (Caldicott and Fuller, 2005). By maximising social benefits to the local community it can contribute to local employment which is often noted for its negative aspects (de Kadt, 1984; Smith, 1989; Levy and Lerch, 1991; Momsen, 1994; Pattullo, 1996; McLaren, 1998; Faulkenberry, Coggeshall, Backman and Backman, 2000; McKenzie-Gentry, 2007). ). On the other hand, local employment is a principle that has been well established in tourism literature (Viljoen, 2007; Roberts and Tribe, 2008; StricklandMunro, 2010) as a significant source of income and employment for local residents (UNEP, 2003; Jamieson, 2006; Simpson, 2008). The GSTC have criterion specific to the employment of local residents, equitable hiring and legal protection which is the prerequisite for a successful and efficient organisation (Thomas, 2009). Being equitable is a principle that defines the condition for sustainable tourism achievement (Dodds and Joppe, 2005). Equitable hiring is addressed by law in many developed countries. These are interlinked to
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human rights. If this issue failed to be recognised as a relevant category, the progression to sustainable tourism would not be possible (George and Varghese, 2007). Similarly the tourism industry experiences leakage not only by importing employees but how it is dominated by some powerful corporations (Tourism Concern, 1999; Krause, 2005; Cernat and Gourdon, 2012). This may be overturned by providing a market for local goods and services (Ollenburg and Buckley, 2007; Nyaupane and Poudel, 2011). Even more so by supporting the local entrepreneurs by enabling them to develop and sell sustainable products. This would entail community involvement which is crucial to the sustainable development of tourism (Murphy, 1985, 1988; Olsen, 1997; Campbell, 1999, 2002; Jones, 2005; Choi and Sirakaya, 2006; Viljoen, 2007; Simpson, 2008; Lee, 2012). Supporting local entrepreneurs provides both social and economic benefits while enhancing the tourist’s experience. For the protection of indigenous and local communities, it is important to have a code of conduct for activities. As Persoon and Minter (2011) indicated, protection of communities serves a purpose in the protection of biological diversity and of traditional knowledge. The development of a code of conduct for activities in the local community should be carried out with the consent of and in collaboration with the community (Mauro and Hardison, 2000). Furthermore, implementation of a code of conduct should also serve a role in communicating guidelines that the activities carried out in the area do not jeopardise the provision of basic services to neighbouring communities. Maximise benefits to cultural heritage Sustainable tourism should help conserve cultural heritage and traditional values (UNWTO, 2011). The revenue it generates may be used to maintain the cultural heritage properties (STCRC, 2010). This is pivotal as tourism has often been criticised of having a high potential of adverse impacts on local and indigenous cultural values (Cohen, 1992; Mathieson and Wall, 1982; Picard, 1995). The GSTC indicated several criteria to benefit cultural heritage. One of these is a code of behaviour for visits to culturally or historically sensitive sites. There are heritage management agencies that have published a code of conduct, set of rules and regulations (IFT, UNESCO, 2007). However, heritage site managers have a limited understanding of tourist behaviour and how to manage it strategically (Garrod and Fyall, 2000; Watson and McCracken, 2002; Malcolm-Davie, 2004; Landorf, 2009). It was identified that the interpretation provided by heritage interpreters is only comprehensible to educated elite of heritage devotees (Bramwell and Lane, 1993; Garrod and Fyall, 2000). This clarifies the necessity of developing a code of conduct with the collaboration of the local community. Also damage inflicted upon local culture is often irreparable (NWHO, 1999). An essential element of cultural sustainability is to control the harmful effects of tourism through addressing responsible behaviour and prevent cultural distortion (Mowforth and Munt, 2003; Viljoen, 2007). A way to protect and respect sacred sites is through well-planned ethical tourism development (McNeely, 2004; Olsder et al., 2006; Trau and Bushell, 2008). Therefore it would be most valuable if the GSTC were integrated into the planning process for the sustainable management of a tourism destination. Maximise benefits to the environment Many holidaymakers visit Ireland for the cultural heritage. With economic benefits to be gained from cultural heritage (IFT, UNESCO, 2007), it is an incentive for the industry to contribute to the protection of it. Tourism destinations rely on clean seas, unpolluted water, pristine mountain slopes and litter-free streets (WTTC et al., 1995; Welford and Ytterhus, 2004). If there was an absence of an attractive environment, there would be little tourism (Mathieson and Wall, 1982). Tourism produces direct and indirect impacts on the environments resources (Buckley and Araujo, 1997; Gossling, 2000, 2002; Chan and Lam, 2003; Hindle et al., 2007; Aall, 2011; Charara, Cashman, Bonnell, and Gehr, 2011; Moeller,
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27 28 29 30 31 32 33 34 35 36 37 38 39 40 41
Dolnicar and Leisch, 2011; Buckley, 2012). Many tourism businesses cater to the short term benefits and interests at the expense of environmental quality (Milne, 1998; Smith and Bui, 1998; Mason, 2003). After all, environmental protection is easier and less expensive than environmental correction (Cooper, Fletcher, Fyall, Gilbert and Wanhill, 2008). These may be initiated through the use of the GSTC criteria as research has indicated that there has been a realisation of personal responsibility for the state of the environment (Ballantyne, Packer, Hughes and Dierking, 2007; Powell and Ham, 2008; Falk, 2009; Ballantyne, Packer, Falk, 2011). There are GSTC criteria specific to conserve biodiversity, ecosystems and landscapes. In essence, it addresses the protection of wildlife species, the use of those native to the area and the contribution to the support of biodiversity conservation. However, The GSTC does not seem to indicate how to address resident community attitudes toward conservation. Many authors identified that their negative attitudes are associated with failures to conserve biodiversity (Infield, 1988; Mordi, 1991; Hitchcock, 1995; Ite, 1996; Alexander, 2000; Newmark and Hough, 2000; Walpole and Goodwin, 2001; Sekhar, 2003; Mbaiwa and Stronza, 2011). According to Ziegler et al. (2012) it is essential to understand the social dimensions for the effective management of wildlife tourism activities. This again signifies the importance of the stakeholder and local community involvement for the sustainable management of tourism. Methodology This study is based on the destination of County Clare, located on Ireland’s Mid-West Coast (see Figure 1 below). The chosen study area, County Clare, an active tourism destination was chosen in collaboration with Fáilte Ireland (NTDA) with the support of the Fáilte Ireland Research Scholarship Scheme.
Source: Bing Maps (2012) Figure 1 Map of Ireland
Qualitative research utilised by this study, usually involves a small number of respondents or observations that are in depth. It can be defined as a mode of research that does not place its emphasis on statistics or statistical analysis, it is the objective measurement and analysis of the data collected (Goodson and Phillimore, 2004). Qualitative research is more suited to situations where there is little known about the topic. This was of course beneficial for this study. For the assessment of the supply of sustainable tourism a range of stakeholders were required and asked their opinion whether particular aspects were managed by their organisation and the destination (County Clare). The research incorporated many stakeholders: tourism businesses, accommodation, attractions, activities, tour operators, transport, retailers, airports, arts, recreational, promotion organisations. These stakeholders fit within Swarbrooke’s (2000) key stakeholders in sustainable tourism and Sheehan and
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Ritchie (2002) stakeholders relevant to destination success. They were chosen carefully to obtain a wide perspective to benefit the outcome of the research. This qualitative fieldwork was carried out by conducting informal semi structured interviews with stakeholders. These interviews were centred on specific criteria developed by the GSTC (see Table 1) to facilitate the sustainable management of tourism. The rationale behind the use of the GSTC criteria for assessing the supply of sustainable tourism in Ireland was due to the fact that both the Guinness Store House in County Dublin and the Cliffs of Moher, County Clare have been certified conforming to this standard. A benefit of semi-structured interviews according to Denscombe (2003: 167) is that they allow the interviewer to be flexible in terms of the order on which the topics are discussed. Perhaps more significantly, to let the interviewee develop ideas and speak more widely on issues highlighted by the authors. There were several strengths and limitations to the research approach and methods utilised in this study. For example, the addition of more open-ended questions could have been added. This may have contributed to understanding the thought processes and reasons behind certain demands of the topic in question. Despite this lamination, the objective of this study to examine the supply of sustainable tourism in Ireland was still fulfilled. Key stakeholder interviews The interview approach taken facilitated the depth of inquiry required; it contained openended questions, allowing the interviewee to elaborate on their particular point of interest. Advantage of this style of interview is that there is flexibility. This ensures the interview unfolds in a conversational manner offering both participants the chance to explore issues they feel important (Clifford and Valentine, 2003; Skinner, 2006). As Valentine (1997) maintains the aim of an interview is not to be representative but to understand how individual people experience and make sense of the issue in discussion. Consequently, these assertions uphold the relevance of utilising semi-structured interviews in an investigation of stakeholder insight. The initial source of stakeholders was selected through those who co-operate with the Regional Tourism Authorities (RTA) of County Clare. A phone call to each of the stakeholder’s organisations identified the most appropriate person at managerial level to speak to. This correspondence was followed by an email if requested. The email explained the aim of the research, outlined the subject of discussion and promised anonymity of responses. However, securing interviews with elite members of a tourism organisation is a problem reflected in the work of Marshall and Rossman (1995) as well as Sarantakos (1997). Additional stakeholders were selected using the snowballing technique in that one participant helped recruit another. Not only did this effect help amplify the sample size but to also overcome difficulties regarding the willingness of stakeholder participation.
Sampling and Selection The sample destination to conduct the interviews was chosen in conjunction with Fáilte Ireland (NTDA). The difficulty in choosing the sample frame rested with which stakeholders constitute the tourism industry in a destination and could contribute meaningfully to the research aims. Therefore, the sampling and selection was refined for the key tourism stakeholders. To explore the stakeholder’s perception it is primarily essential to define and subsequently identify them first. For the purpose of this research, stakeholders are defined as those people or organisations that are directly involved or affected by the development of tourism within the priority destination investigated in Ireland. An ideal or wholly representative dataset as indicated by Godfrey (1998) would comprise of a comprehensive examination of every stakeholder. It is neither possible nor practical to interview an entire population and is agreed upon by Clifford and Valentine (2003). This research examined a
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range of key tourism stakeholders (22) from fundamentally different backgrounds within the chosen study area together with 369 tourism businesses nationwide. Analysis of interviews The analysis of the supply drew from data collected from interviewing a wide sample of tourism stakeholders in County Clare. The analysis also included findings from the surveys completed by the sample of national tourism businesses. Thus, it is important to note that the discussion to follow has integrated the findings from the interviews and surveys. Primarily the findings are specific to the stakeholder interviews. The findings of each indicator in question are discussed according to how the stakeholders perceive their organisation efforts are. The findings also discuss the stakeholder’s opinion of the destinations efforts as a whole towards the indicator in question. The destination in this case means County Clare. The organisation and destination results are clearly presented in a table. The transcribing of the interviews was followed by a thematic analysis of the key issues for each of the interview questions. The interviews were analysed by identifying common themes with the aid of Microsoft Excel where the frequency of each idea was tallied and summarised. The data analysis stage is to contribute to the research aims and objectives. Furthermore, it is to create patterns and meanings. The analysis of the data retrieved in the interviews was based on some of the principles employed by grounded theory. Grounded theory seeks to understand behaviour by collecting real-world observations to analyse the dominant processes in the social scene under investigation with the aim of developing theories and theoretical propositions (Gillis and Jackson, 2002). Once the thematic analysis had been carried out with the key issues apparent, comparison began which was constant throughout the research process. Comparison was carried out with the interviews and its relevance to the GSTC criteria. This was then followed by the writing up stage which helped clarify the findings. Results The supply of sustainable tourism destinations is principally required to protect the destination resources for future generations. This is also essential in order to respond to the demands of conscientious consumers (SNV, 2009). To determine the supply of sustainable tourism destinations, 369 tourism businesses were asked if they considered themselves part of a sustainable tourism destination. Tourism business is part of a sustainable tourism destination
Yes
8%
Yes
No
20
40
15%
Don't Know
28%
0
26%
No
64%
Don't Know
37
Think the business will become part of a sustainable tourism destination in the future
60
80
100
59%
0
20
40
60
80
100
38
Figure 2 Tourism business part of a sustainable tourism destination?
39 40 41 42
The assessment has identified that there is possibly a shortfall in the supply of sustainable tourism destinations. Nearly two-thirds of national tourism businesses (64%) indicated that they were not part of a sustainable tourism destination. This was followed by questioning if they think the business would become part of a sustainable tourism destination in the future.
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The findings indicated much uncertainty (59%), with (26%) indicating ‘yes’. As part of the NTDA ‘Develop your locality’ (2012), ideally this could involve measures for the transition towards the sustainable management of tourism destinations. This will require much regulation and planning to ensure its implementation. The NTDA, RTA and DMOs position should play a significant role to enhance the sustainable management of tourism destinations in order to meet the demand for sustainable tourism destinations. A continued supply of sustainable tourism is important in order to maintain the natural resources of which the tourism industry depends. Sustainable tourism also contributes to maintaining or improving the integrity of the local communities affected by tourism. The analysis of the supply of sustainable tourism drew from data collected from interviewing a wide sample of tourism stakeholders in County Clare. The analysis also included findings from the surveys completed by the sample of national tourism businesses. This provided the authors with a complete overview of the supply of sustainable tourism. 1.1 Demonstrating effective sustainable management of tourism Demonstrating the effective sustainable management of tourism provides prospects of increasing a positive future for the industry. From the stakeholders interviewed, the majority claim their organisation (73%) and the destination overall (68%) in which they are located demonstrate effective sustainable management of tourism. 73% 68%
Yes 27% 27%
No Don't…
23 24 25 26 27 28 29 30 31 32
5%
0
20
40
80
100
Figure 3 Demonstrate effective sustainable management of tourism
As results show, stakeholders perceive efforts are strong in demonstrating effective sustainable management of tourism. However, deeper analysis is required in order to fully comprehend these efforts. First of all, a majority of tourism businesses were found not to be certified. This would initially highlight some reason for concern, although some have expressed a desire to become certified in the future. Is your business sustainable tourism certified?
Yes No Don't Know
33
60
If 'No', do you think the business will get certified in the future?
8% 82%
30% 20%
Don't Know
10%
0
Yes
50
100
50%
0
50
100
34
Figure 4 Sustainable tourism certified businesses
35 36 37 38 39
Although some businesses may think they are sustainable, without any certification they possibly are not. The findings raise concern and query if the tourism businesses of Ireland implement any specific sustainable management systems. Figure 5 (below) illustrates the most popular sustainable management systems currently utilised.
1 Environmental Policy Statement
66%
Sustainable Management Plan and… Sustainable Tourism Certification
28% 8%
Environmental Management System
41%
Other
2 3 4 5 6 7 8 9 10 11 12 13
19%
0
20
40
100
Findings above indicate a particular emphasis on environmental management. However, the sustainable management of tourism is not just environmental; it should also address economic, social and cultural aspects (Bramwell et al., 1996). To progress the implementation of sustainable management systems, training on sustainable management would be beneficial. Only through periodic training of the employees can sustainable management practices be implemented into daily operations. Table 2 Supply of training in the role of sustainable management
Yes 77
Organisation No DK N/A 14 0 9
Destination Yes No DK 32 9 59
The majority of the stakeholders interviewed from County Clare claim their organisation (77%) does provide periodic training, whereas a significant 59% are uncertain of the destinations efforts as a whole in the supply of training for the role of sustainable management. When further quizzed, 9% claimed to have studied sustainable tourism at college, 12% trained recently in sustainable tourism and 4% trained in the sustainable management of tourism destinations. Studied sustainable tourism at college Trained recently in sustainable tourism Sustainable management of tourism…
9% 12% 4% 51%
No training in sustainable tourism
24%
Other
22
80
Figure 5 Implementation of sustainable management systems
Employees receive periodic training regarding their role in the management of environmental, sociocultural, health and safety practices *DK: Don’t Know N/A: Not Applicable
14 15 16 17 18 19 20 21
60
0
20
40
60
80
100
23
Figure 6 Training in sustainable tourism
24 25 26 27 28 29 30 31 32
This lack of knowledge and expertise is a constant hurdle in trying to move towards sustainable tourism (Salima Sulaiman, 1996; Wilkinson, 1997; Carlsen et al., 2001; Font, 2002; Vernon et al., 2003; Thwaites, 2007; Jarvis, Weeden and Simcock, 2010). Correct education and training will aid the implementation of sustainable management. Not only would this support the supply, it would also contribute to increase awareness of the relevant legislation and regulations. Table 3 Compliant with relevant legislation and regulations Procedure to keep an up to date list of legal requirements as to ensure compliancy with the relevant legislation and regulations
33
Yes 66
Organisation No DK 24 5
N/A 5
Destination Yes No DK 41 14 45
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Of the stakeholders interviewed, 66% claim their organisation keep an up to date list of legal requirements to ensure compliance with the relevant legislation and regulations. Considerable proportions (45%) of tourism stakeholders were uncertain of the destinations efforts with regards to this. It may be particularly useful if information was assembled on the relevant legislation and regulations and disseminated to the tourism stakeholders. The task may be conducted by the local authorities as they oversee the majority of regulations specific to zoning, design, planning and infrastructure. For many of the Co. Clare tourism stakeholders, they are located in a special area of conservation. As a result, it may have an influence on the buildings and infrastructure to fit in with the surrounding area. This was reflective in the results of the organisation as the majority (86%) claim to comply with local zoning and protected heritage requirements. The majority claim both their organisation (81%) and destination overall (77%) respect the natural and cultural heritage surroundings. Table 4
Design and construction of buildings and infrastructure
Indicators Comply with local zoning and protected or heritage area requirements Respect the natural or cultural heritage surroundings Use locally appropriate principles of sustainable construction Provide access for persons with special needs
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
N/A 14 14 14 10
Destination Yes No DK 59 14 27 77 14 9 59 18 23 82 9 9
Table 5 Information and interpretation Yes 82 68
Organisation No DK 14 0 18 0
N/A 4 14
Destination Yes No DK 59 9 32 36 14 50
The organisations (82%) were found to be providing information to the customers about interpretation of the natural surroundings, local culture, and cultural heritage. The organisations also claim to explain appropriate behaviour while visiting (68%), while half of the stakeholders were uncertain if the actual destination provided information on the appropriate behaviour while visiting. Accurate, responsible marketing leads to realistic expectations (Honey and Rome, 2001; WTO-UNEP, 2005). Therefore, the accuracy of promotional materials is imperative for the sustainable management of tourism. Table 6 Promotional materials are accurate and complete Promotional materials are accurate and complete and do not promise more than can be delivered?
42
Organisation No DK 0 0 0 5 14 10 19 0
On the other hand, the indicator to ensure access for persons with special needs is considered to be the strongest implemented by the destination overall (82%). Perhaps, this is because it is incorporated into Irish law for the majority of businesses. It is noted that 19% of the tourism organisations do not provide this access. In short, the tourism organisations are relatively compliant with regards to the implementation of the indicators for design and construction of buildings and infrastructure. These conscious efforts of the stakeholders may be communicated through information provided to the holidaymakers. By providing information and interpretation, it enhances the quality of the visitor’s experience and knowledge of the location (Cooper et al., 1998; Moscardo, 1998, 1999; Beaumont, 2001; Ham and Weiler, 2002; Bramwell and Lane, 2005; Kim, 2007). It has also been found to support toward the conservation of a location (Sharpe, 1976; Beckmann, 1991; Wearing and Neil, 1999) and provide enjoyment (Kreger and Mench, 1995; Bright and Pierce, 2002; Moscardo, Woods, and Saltzer, 2004). As such this can aid in implanting sustainable management.
Information provided to the customers about interpretation of the natural surroundings, local culture, and cultural heritage? Appropriate behaviour while visiting explained?
32 33 34 35 36 37 38 39 40 41
Yes 86 81 62 71
Yes 95
Organisation No DK 0 0
N/A 5
Destination Yes No DK 68 5 27
1 2 3 4 5 6 7 8 9
Promotional material that is accurate and complete is an indicator outlined by the GSTC to contribute toward the sustainable management of tourism. Results show that organisations (95%) promotional materials are accurate and complete and do not promise more than can be delivered. A positive 73% of stakeholders claim that their organisation measures customer satisfaction and take corrective action where appropriate. However, there was much uncertainty of the destinations (64%) actions with regards to measuring customer satisfaction. Table 7 Customer satisfaction measured Measure customer satisfaction and take corrective action where appropriate?
10 11 12 13 14 15 16 17 18 19 20 21 22
Yes 73
Organisation No DK N/A 18 0 9
These findings may reflect a lack of recognition of studies carried out nationally and regionally by Fáilte Ireland, such as the annual visitor attitude survey. This data would prove beneficial to the tourism stakeholders and management of the destination. A community’s practical involvement in tourism is central to the sustainability of tourism (Murphy, 1985, 1988; Olsen, 1997; Mountain Agenda, 1999; Scheyvens, 1999; Ross and Wall, 1999; Campbell, 1999, 2002; Page and Dowling, 2002; Boyd and Singh, 2003; UNWTO, 2004; Jones, 2005; Choi and Sirakaya, 2006; Viljoen, 2007; Simpson, 2008; Lee, 2012). The research identified the tourism stakeholder organisations have much strength in relation to stakeholder, public participation and partnerships (Table 8 below). Table 8 Stakeholder, public participation and partnerships * DK: Don’t Know
23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38
Destination Yes No DK 32 4 64
Organisation Yes
No
DK
Encourage community involvement Include community representatives in key decision making process Report achieved aims to people who need to know Take into consideration how to maintain, maximise and improve communication between interests Offer resources and support Monitor the local community attitudes, issues and social conditions on positive and negative effects of tourism
81 48 67 71 71 48
14 38 24 19 24 48
5
Identify key stakeholder groups Consider when and how people should be consulted and involved Worked out how to develop effective working relationships Sought agreement on visions, principles or objectives from key partners or stakeholders
71 71 81 57
19 14 5 24
5 5 10
5 -
The findings are encouraging as community participation at all stages in tourism management provides the stakeholders with a better chance to influence and deliver maximum benefits (Murphy, 1985, 1988; Olsen, 1997; Ross and Wall, 1999; Scheyvens, 1999; Campbell, 1999, 2002; Jones, 2005; Simpson, 2008; Hanrahan, 2009). Despite the strengths within the findings, aspects that require attention are to include community representatives in key decision making process. Attention is required to also monitor the local community attitudes. Transparency of the destinations management from the DMO with regards to stakeholder participation should be used to encourage and communicate the benefits of their involvement. 1.2
Maximise social and economic benefits to the local community
Sustainable management of tourism is also important for social benefits to both tourists and residents (Craik, 1995; Besculides et al., 2002; Lozano-Oyola et al., 2012). It is also important for community development due to the economic benefits that the sector can generate while protecting the environment. The analysis indicates the tourism stakeholders
1 2 3
of County Clare consider their organisation (82%) to be maximising social and economic benefits to the local community as well as the destination overall (68%).
Yes 18%
No Don't Know
23%
9%
0
Organisation
4
82%
68%
20
Destination
40
60
80
100
5
Figure 7 Maximise social and economic benefits to the local community
6 7 8 9 10 11 12
However, social and economic benefits to the local community may be enhanced by supporting initiatives for community development, employing local residents and supporting local entrepreneurs. A significant percentage of the tourism stakeholders (68%) claim their organisation support initiatives for social and infrastructure community development. But almost half (45%) are uncertain of the destination’s efforts. This would indicate a lack of action or communication of efforts by the relevant DMO.
Yes No
9%
18%
5%
Don't Know
45% 9%
N/A
0
13
68%
46%
Organisation
20
Destination
40
60
80
100
14
Figure 8 Support initiatives for social and infrastructure community development
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
However, it would be important to incorporate this as part of any sustainable management practice. A potential route for this implementation would be through for example a GSTC compliant sustainable tourism certification program. This will generate benefits for community development and contribute to the supply of sustainable tourism. The principle of local employment is well established in the tourism literature (Twining-Ward, 2003; Viljoen, 2007; Roberts and Tribe, 2008; Strickland-Munro, 2010) as a significant source of income and employment for local residents (UNEP, 2003; Jamieson, 2006; Simpson, 2008; Bui, 2009; Rachel and Dodds, 2010). Employing locals and providing opportunities for growth provides them with a feeling of responsibility which is central to the sustainability of tourism (Olsen, 1997; Campbell, 1999; Ross and Wall, 1999; Page and Dowling, 2002; Boyd and Singh, 2003; Simpson, 2008). This study explored if local residents are employed and if any training is offered.
77% 73%
Yes No
14%
4%
Don't Know
23% 9%
N/A
0
1
Organisation
20
Destination
40
60
80
100
2
Figure 9 Employ local residents and offer training as necessary
3 4 5 6 7 8 9 10 11
Analysis shows that the majority of stakeholder’s claim both their organisation (77%) and the destination (73%) employ local residents and offer training as necessary. Those that indicated ‘not applicable’ tended to be organisations operated by one person. These findings indicate that the two aims for sustainable tourism, social equity and local prosperity (UNEPUNWTO, 2005) seem to be integrated to an extent in the management of tourism in Clare. However, Gretzel and Bowser (2013) claim that women are sometimes discouraged from taking on leadership roles in tourism communities. As Ireland has legislation for equitable hiring however this aspect was examined as it is part of the GSTC criteria.
Yes
59%
73%
4%
No
9%
Don't Know
41% 14%
N/A
0
12
Organisation
20
Destination
40
60
80
100
13
Figure 10 Equitable in hiring women and local minorities
14 15 16 17 18 19 20 21 22 23
A high percentage of stakeholders indicated their organisation (73%) is equitable in hiring women and local minorities. There is some uncertainty however (41%) of the overall destinations efforts. Although this aspect is addressed by Irish law, it may be of significant importance to a country with no such laws or a developing country. Additionally, the legal protection of tourism industry employees against potential negative impacts is also vital. For example, mass tourism employment has often been criticised for failing to pay legal wage levels (Pattullo, 1996; Faulkenberry et al., 2000; Gmelch, 2004; Mc Kenzie, 2007). Employers in Ireland are by law responsible for ensuring employees receive basic employment rights and must adhere to a range of legislation. This is reflected below. Yes
73% 5%
No Don't Know
27% 9%
N/A
24 25
86%
0
Organisation
20Destination
40
60
80
100
Figure 11 Respect the international or national legal protection of employees
1 2 3 4 5 6 7
The legal protection of employees claimed to be implemented at large by both the stakeholder’s organisation (86%) and destination overall (73%). This is a particular area of strength due to it being well addressed by Irish law. The stakeholders seem to be aware of their legal responsibility to employees. It is important to note again that this is a GSTC criterion and may be more relevant to a country with no specific laws. Along with the legal rights of employees, exploitation is also prevented through legislation and regulations. 33%
Yes
Don't Know
19%
N/A
19% 0
8
41%
29%
No
Organisation
59%
20
Destination
40
60
80
100
9
Figure 12 Implement a policy against commercial exploitation
10 11 12 13 14 15 16 17 18 19 20 21 22
This indicator in particular may be assumed to be in place by organisations due to the laws in Ireland. Therefore according to the findings there is an apparent low compliance. This indicator again would have further significance in developing countries. Tourism is an industry that is often dominated by some powerful corporations that implicitly capture economic gain; as such there is a considerable amount of leakage (Tourism Concern, 1999; Krause, 2005; Cernat and Gourdon, 2012). This results in less economic benefit remaining for the local community. By providing a market for local goods and services, tourism can help maximise the supply - demand linkages and minimise leakage (Ollenburg and Buckley, 2007; Nyaupane and Poudel, 2011). This study sought to determine as to what extent the tourism stakeholders of county Clare purchase local and fair trade services and goods.
Yes
62%
41%
No
14%
29%
9%
Don't Know
0
45% 20
Destination
40
60
80
100
23
Organisation
24
Figure 13 Purchase local and fair trade services and goods
25 26 27 28 29 30 31 32 33 34 35
A high percentage of stakeholder organisations (62%) claim to purchase local and fair trade services and goods. This is an indication of the conscious efforts in purchasing behaviour which contribute socially and economically. However, it would be ideal if there was transparency of the destinations efforts with regard to support for local and fair trade services and goods. Additional promotion may be required to generate awareness of their management efforts in this regard. Also important to the success and sustainable management of the tourism industry at a destination level is the involvement of the local entrepreneur. They have been critical to the initial and continued development of the tourism industry (Ritchie and Crouch, 2003; Ryan, Mottiar, Quinn, 2012). Some local entrepreneurs influence may span generations.
54%
Yes No
4% 5%
Don't Know
64%
27% 32% 14%
N/A
0
1
Organisation
20
Destination
40
60
80
100
2
Figure 14 Support local small entrepreneurs develop and sell sustainable products
3 4 5 6 7 8 9 10 11
Over half of the stakeholders interviewed (54%) offer the means for local small entrepreneurs to develop and sell sustainable products. This is evidence of industry adaptation. Efforts may be advanced if the NTDA or RTA were to encourage the stakeholders to support, purchase or promote the local entrepreneurs products. This form of ethical tourism development can provide incentives to support indigenous and local communities’ traditional customs and values (McNeely, 2004; Olsder et al., 2006; Trau and Bushell, 2008). A communicated code of conduct would enhance the legitimacy of traditional knowledge and aid in the protection and respect of sacred sites.
Yes
46%
No
18% 5%
Don't Know
54%
32% 36%
9%
N/A
0
20
60
80
100
Organisation
13
Figure 15 Code of conduct for activities in local communities
14 15 16 17 18 19 20 21 22 23 24
Just over half (54%) of stakeholders claim their organisation has a code of conduct for activities in local communities. It would be beneficial if a destination specific code of conduct was made available to the tourism stakeholders from the DMO. If there is no code already devised, this may be developed through the assistance of the multiple declarations and policy guidelines issued by national governmental organisations and international bodies (Persoon and Minter, 2011). This code of conduct would be complementary in protecting the basic services of communities such as water, energy or sanitation is critical for social and environmental sustainability. When the stakeholders were questioned regarding this indicator, 95% indicated the activities carried out by their organisation do not jeopardise the provision of basic services to neighbouring communities. Yes
Destination
40
12
6%
No
72%
Don't Know N/A
25 26
95%
22% 5% 0 Organisation
20 Destination
40
60
80
Figure 16 Activities jeopardise basic services to communities
100
1 2 3 4 5 6 7 8 9 10 11 12 13 14
The stakeholders also indicated that 72% of the activities carried out by the destination does not jeopardise the provision of basic services to neighbouring communities. The protection of the communities’ basic services is important for social and environmental sustainability. 1.3
Maximise benefits to cultural heritage
Ireland enjoys a rich cultural heritage that is central to our national identity (Fáilte Ireland, 2006). The European Commission (2011) survey on the attitudes of Europeans toward tourism identified cultural heritage was the second most widespread response that influences a choice of destination. Therefore the UNWTO sustainable tourism principles are paramount. These principles outline that sustainable tourism should help conserve cultural heritage and traditional values. Furthermore, seek to engender intercultural understanding and tolerance.
86% 90%
Yes No
10% 14%
N/A
0
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37
Organisation
20
Destination
40
60
80
100
Figure 17 Maximise benefits to cultural heritage
Stakeholders claim both their organisation (86%) and the destination as a whole (90%) maximise benefits to cultural heritage. The following publications are an example of the information offered by Fáilte Ireland to the tourism industry on cultural heritage: Cultural Tourism: making it work for you: a new strategy for cultural tourism in Ireland (2006). Sharing our stories: using interpretation to improve the visitors experience at heritage sites (2010). Interpretation and animation scheme (2012) A tourism toolkit for Ireland’s cultural experiences: how to develop and communicate cultural experiences for visitors (2012) However, these publications have a strong marketing and promotion focus to maximise benefits from cultural heritage rather than maximise benefits to it. Rather than a focus on marketing, the industry also needs support in the management and protection of Ireland’s cultural heritage. Benefits to cultural heritage may be enhanced through a code of behaviour for visits to culturally and historically sensitive sites. Controlling the harmful effects of tourism with a particular emphasis on responsible behaviour and preventing cultural distortion is an essential element of cultural sustainability (Mowforth and Munt, 2003; Viljoen, 2007). Communicating a code for visits to culturally or historically sensitive sites can influence appropriate behaviour that minimises visitor impact and maximises enjoyment.
54%
Yes No
5% 5%
Don't Know
14% 28% 27%
N/A
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Organisation
20
Destination
40
80
100
From the findings, there is evidence of industry adaptation. But if an organisation or destination has not yet established one of these codes, it may be developed through the help of those already established by heritage management agencies (IFT, UNESCO, 2007). It is important however for the code to be altered to reflect the needs and priorities of the heritage site, host community and visitors. For example, communication of the code through pictorial displays would be most effective to overcome the issue of a language barrier. A further dimension to cultural heritage is the protection of local properties and sites. Many heritage resources are lost due to physical deterioration from inadequate maintenance or neglect (NWHO, 1999). A way to protect and respect sacred sites is through well-planned ethical tourism development (McNeely, 2004; Olsder et al., 2006; Trau and Bushell, 2008). With economic benefits to be gained from cultural heritage (IFT, UNESCO, 2007), it is an incentive for the industry to contribute to the protection of local properties and sites.
No
50% 9%
67%
27% 23% 24%
Don't Know
20 21 22 23 24 25 26 27 28 29 30
60
Figure 18 Code of behaviour for culturally or historically sensitive sites
Yes
17 18 19
67%
0 Organisation
20 Destination
40
60
80
100
Figure 19 Contribute to the protection of local properties and sites
Half of the stakeholders of County Clare indicate their organisation is contributing to the protection of local properties and sites. It is important that they also contribute to the protection of historical, archaeological, culturally and spiritually important properties. Yet it is also important not to impede access to these sites by local residents (GSTC, 2008). Also the use of tangible and visible aspects of cultural heritage will have a significant appeal to the tourists and enhance their cultural heritage experience.
55%60%
Yes No
25%
5%
Don't Know
35% 20%
N/A
0
1 2 3 4 5 6 7 8 9 10 11
Organisation
20
60
80
100
Figure 20 Use elements of local art, architecture and cultural heritage
Elements of local art, architecture or cultural heritage in operations may be implemented through design, decoration, food or shops. Of the stakeholders interviewed, 55% integrate these aspects in their operations. Incorporating local art, architecture and cultural heritage has been addressed in some of the publications offered by Fáilte Ireland. Also the theft, removal and pilferage are a physical impact of visitors which is a serious threat to heritage sites (IFT, UNESCO, 2007). The Australian Heritage Commission and CRC for Sustainable Tourism (2001) indicate respect and sensitivity should be shown to such artefacts. 26% 29%
Yes No
33%
Don't Know
22% 0Organisation
12 13 14
52%
38%
N/A
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32
40
Destination
20 Destination
40
60
80
100
Figure 21 Sell trade or display historical and archaeological artefacts
Findings indicate that 52% of the stakeholder organisations do not sell, trade or display historical and archaeological artefacts. But over a quarter of those interviewed claim the organisation (26%) and their destination (29%) do. It must be taken into consideration that this is not necessarily negative, after all, it is acceptable to display the artefacts if managed correctly. However, it would be beneficial if the Fáilte Ireland strategy for cultural tourism in Ireland (2006) was updated and included a section to address the protection of artefacts. 1.4
Maximise benefits to the environment
The environment plays a significant role in shaping tourism as the search for unspoilt destinations is growing among tourists. Even though the negative impacts of tourism are frequently reiterated, tourism can also make a positive contribution to the environment (Saalinen, 2006). The UNWTO sustainable tourism principles outline that sustainable tourism should make optimal use of environmental resources through maintaining and conserving them.
76% 72%
Yes
10% 14% 10% 14%
No Don't Know N/A
0 Organisation
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
4% 20 Destination
60
80
100
Figure 22 Maximise benefits to the environment
Analysis indicates that the majority of stakeholders claim their organisation (76%) and the overall destination (72%) both maximise benefits to the environment. The following publications are an example of the information offered by Fáilte Ireland to the tourism industry with respect to the environment: Review of good environmental policy and practice (2008). Facing the challenges of climate change, Fáilte Irelands carbon strategy (2008). Interpretation planning guidelines (2012). Environmental guidelines for riding establishments (2012). There was also ‘tourism and the environment: Fáilte Ireland environmental action plan 20072009’. This three year action plan took account of national policy on sustainable development together with a report from the EPA. There is at present, no up-to-date environmental action plan currently published. Table 9 Conserve resources *DK: Don’t Know
Organisation Destination Yes No DK N/A Yes No DK
Purchasing policy favour environmentally friendly products Measure the purchase of disposable and consumable goods (and seek ways to reduce their use)
48 48 0
4
24 14 62
57 33 5
5
29 14 57
62 28 5
5
19 14 67
50 32 9
9
14 14 72
Measure energy consumption - indicate sources - implement measures to decrease overall consumption - encourage the use of renewable energy Measure water consumption - indicate sources - implement measures to decrease overall consumption
20 21 22 23 24 25 26 27 28
40
A high percentage of the stakeholder organisations (76%) claimed to be maximising benefits to the environment. However, the strongest practice implemented to conserve resources is the measuring of energy consumption (62%). This is possibly implemented as an economic measure to reduce energy spending. This section in combination with the specific focus on County Clare incorporates findings from the 369 national tourism businesses. The research examined if the sample of tourism businesses implement an energy savings, water or waste management plan (Figure 23).
53%
Yes
22% 20%
No
36%
8% 11% 8%
Don't Know
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
70% 72%
20
40
Energy Savings Plan
60
Water Management Plan
80
100
Waste Management Plan
Figure 23 Irish tourism businesses: energy savings, water and waste management
It can be seen above that efforts in energy management are stronger than water management. This reflects how most businesses are exposed to higher energy costs than water. A waste management plan (72%) is the most common sustainable management practice implemented by the tourism businesses. Conserving resources may continue to grow through the sustainable management of tourism. This also contributes to reducing pollution. With regards to reducing pollution, the research has identified several strengths and weaknesses. The strongest indicator addressed by the stakeholders is, ‘substitute the use of harmful substances by harmless products when available and properly manage chemical use’ (69%). Table 10 Reducing pollution *DK: Don’t Know
Organisation Destination Yes No DK N/A Yes No DK Measure GHG emissions from all sources, procedures to reduce and offset 30 60 0 10 0 29 71 Treat effectively wastewater including grey water and reuse where possible 39 43 9 9 14 14 72 Substitute the use of harmful substances by harmless products when available, properly manage chemical use 69 22 0 9 14 14 72 Implement practices to reduce pollution from noise, light, runoff, erosion, ozone-depleting compounds, air and 61 30 0 9 19 5 76 soil contaminants
16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
Also reducing pollution from noise, light, runoff, erosion, ozone-depleting compounds, air and soil contaminants (61%) were also found. The weakest indicator addressed is the measure of GHG emissions from all sources and implementing procedures to reduce and offset, which is of grave concern as it is arguably one of the long term threats. Interestingly if everyone in the world polluted at the same level as the Irish, three planet earths would be needed to survive (World Resources Institute, 2008). Fáilte Ireland committed an effort to address GHG emissions through their carbon strategy, ‘Facing the challenges of climate change’ (2009); despite this however, there was much uncertainty about the destinations efforts to reduce pollution. There however, are various sustainable management tools that may be used to reduce pollution and aid in the conservation of biodiversity, ecosystems and landscapes. Positively the majority of stakeholders (82%) do not harvest, consume, display, sell, or internationally trade wildlife species from the wild, as part of a regulated activity or have captive wildlife held.
1 2
Table 11 Conserving biodiversity, ecosystems and landscapes *DK: Don’t Know Harvest, consume, display, sell, or internationally trade wildlife species from the wild, as part of a regulated activity
9 82 0
9
5 19 76
9 82 0
9
9 24 67
50 36 5
9
24 9 67
62 28 5
5
29 9 62
Make sure interactions with wildlife does not produce adverse effects on the viability of populations in the wild 43 52 0
5
24 9 67
No captive wildlife is held except for properly regulated activities Use native species for landscaping and restoration, take measures to avoid the introduction of invasive alien species Contribute to the support of biodiversity conservation
3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46
Organisation Destination Yes No DK N/A Yes No DK
Even though 62% contribute to the support of biodiversity conservation, only half use native species for landscaping and restoration and take measures to avoid the introduction of invasive alien species. The effort to conserve biodiversity, ecosystems and landscapes does have room for improvement. Especially as the Burren and Cliffs of Moher region of north Clare was awarded membership of the UNESCO-supported Global Geopark Network (2011) making them one of 78 Geoparks in the world. Therefore, the management of biodiversity, ecosystems and landscapes are pivotal for the transition towards the sustainable management of tourism destinations.
Conclusion Until now, the Irish tourism industry has not examined the supply of sustainable tourism. Ireland’s natural resources are a main contributing factor for attracting holidaymakers to visit Ireland (Fáilte Ireland, 2010a). Therefore tourism destinations are reliant on effective sustainable management to ensure the protection of these desired aspects. The tourism industry cannot afford to ignore changes in the pattern of demand and the type of tourism they offer (TSG, 2007). The findings on the supply of sustainable tourism in Ireland with a focus on County Clare have provided new material and understanding. This paper concludes that the tourism stakeholders interviewed in County Clare maintain the perception that their organisations demonstrate effective sustainable management of tourism. It is also perceived that the destination demonstrates effective sustainable management of tourism. However, qualitative interviews have determined that the tourism organisations and destination do not demonstrate effective sustainable management, as shortfalls were evident through in-depth analysis. There was no model or plan for the sustainable management of tourism in Ireland or in Clare identified. In relation to the implementation of sustainable management systems, a model will result in improved effectiveness of sustainable management within the tourism industry (Eagles et al., 2002; Darnall, Henriques and Sadorsky, 2008). The lack of effective sustainable management employed by the sample of national tourism businesses was characterised by a low implementation of sustainable tourism certification (8%). There was also a low implementation of sustainable management plans and procedures (28%). While this study identified more of an emphasis in respect of the implementation of an environmental policy statement (66%), the sustainable management of tourism is not limited to environmental policy. The potential for self-regulation is underutilised. It is recommended that training is provided to the industry in order to advance the potential for self-regulation through the implementation of sustainable management systems, plans, procedures and certification. The sustainable management of tourism requires trained personnel working in the industry. The sample of national tourism businesses have a lack of personnel trained in sustainable tourism. This may have an effect on the implementation of sustainable management procedures by tourism personnel. As we near the end of the UN Decade of Education for Sustainable Development (2005-2014), this gap in tourism education requires attention. It is recommended that action is undertaken through the support of the NTDA and
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54
educational bodies to combat the deficiency of industry personnel trained in sustainable tourism. A fundamental ingredient in sustainable management efforts is stakeholder, public participation and partnerships involvement (Sautter and Leisen, 1999). The tourism stakeholder organisations of County Clare have numerous strengths with regards to stakeholder involvement. Despite the strengths, aspects that require attention are the inclusion of community representatives in the key decision making process. Furthermore, they need to strengthen efforts in monitoring local community attitudes, issues and social conditions. It is recommended that the industry is informed of the benefits of stakeholder, public participation and partnerships to encourage their participation throughout tourism management. This could be made an incentive as a precondition to state support for tourism development. The majority of stakeholders from County Clare (82%) consider their organisation to be maximising social and economic benefits to the local community. There were strengths in equitable employment and legal protection, possibly as these are specifically addressed by Irish law. Several of the social and economic related GSTC indicators were more suited to a developing country. However the stakeholders were uncertain of the destinations efforts to maximise social and economic benefits to the local community. It is recommended that the DMO maximise the communication of information and provide transparency of the destinations management efforts to the stakeholders. The information may also be utilised to encourage and communicate the benefits of maximising social and economic benefits to the local community. Also there was evidence of industry adaptation from the implementation of cultural heritage management practices. The majority of stakeholders indicate their organisation and the destination maximise benefits to cultural heritage. The publications offered by Fáilte Ireland to the tourism industry on cultural heritage have a strong marketing and promotion focus. It is recommended that future publications incorporate information that reflect and educate the industry on how to maximise benefits to cultural heritage. It is also recommended that Ireland’s cultural tourism strategy (Fáilte Ireland, 2006) is updated to reflect the UNEP-UNWTO (2005) twelve aims of sustainable tourism, the GSTC criteria for destinations (2012) and the EC ETIS (2013). Tourism can make a positive contribution to the environment (Saalinen, 2006). The stakeholders indicate both the organisation (76%) and destination (72%) maximise benefits to the environment. Improvements could be made such as a purchasing policy to favour environmentally friendly products and strengthen management efforts to reduce pollution. In conclusion, the weakest area for the sample of national tourism businesses was the implementation of a water management plan (53%). This warrants further attention and monitoring, particularly as the impact of tourism on water has been noted as an understudied area (Gössling, 2005, 2006; Gössling et al., 2012; Hadjikakou, Chenoweth and Miller, 2013). It is recommended that the NTDA collaborate in the communication of the resources, training and funding available with state organisations involved in the protection of the environment such as An Bord Pleanála, ENFO (Irish Public Service to Provide Information on the Environment) and the EPA. Again, the implementation of sustainable tourism certification would contribute to maximise benefits to the environment. In conclusion, this research has contributed new knowledge by identifying that Ireland has a low supply of sustainable tourism. Many of the findings point to the need for a standard process or model to be followed to facilitate the sustainable management of tourism destinations. The research suggests that in future, the Irish tourism industry redress their management approach. The research recommends that a DMO periodically assesses the supply of sustainable tourism in order to have an informed management approach.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55
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