Guiding our Journey to a Vibrant New Future in Tourism

County Clare Tourism Strategy 2030 THE SOUND OF STONE Come a little closer and feel the pulse of this perfumed earth, and the heartbeat of these ancient stones. Stand in the silence and listen to the music that floats in the still air. It is the sound of the stones singing. P.J. CURTIS

Reprinted with kind permission of the author

COUNTY CLARE TOURISM STRATEGY 2030 2 Contents FOREWORD 4 PREFACE 6 EXECUTIVE SUMMARY 8 1. INTRODUCTION 12 2. THE CURRENT SITUATION 14 The significance of tourism 14 The policy context 16 Trends and factors influencing tourism in County Clare 19 County Clare – the destination 22 Strengths 23 Strategic challenges 25 3. STRATEGY OVERVIEW 28 Defining our narrative 29 Our fundamentals for success 31 Understanding our growth markets 32 Strategy framework 33 4. OUR STRATEGIC DIRECTIONS 34 A. Strengthen leadership and collaboration 35 B. Improve connectivity 39 C. Build vibrant experiences 44 Integrated planning 44 Trails development 45 Thematic experience development 49 D. Enhance supporting infrastructure and knowledge 62 E. Create awareness 67 5. MEASURING CHANGE 69 6. IMPLEMENTATION 71 APPENDIX – Fáilte Ireland’s HERO Experiences Model 80 Consultation

Disclaimer: The following Strategy has been prepared on behalf of Clare County Council by Team Tourism Consulting. Any representation, statement, opinion or advice, expressed or implied in this document is made in good faith but on the basis that this project team is not liable (whether by reason of negligence, lack of care or otherwise) to any person for any damage or loss whatsoever which has occurred or may occur in relation to that person taking or not taking (as the case may be) action in respect of any representation, statement or advice referred to in this document.

COUNTY CLARE TOURISM STRATEGY 2030 3 Foreword

During 2019, when we set about the work of shaping a ten-year strategy to chart the future of tourism in County Clare, our objectives were clear. In partnership with Shannon Heritage, Shannon Group and Fáilte Ireland, we wished to ensure the continued growth of tourism in the County by adding to its appeal to both overseas and domestic visitors, and to do so in a sustainable way – managing and dispersing growth so that communities in all parts of Clare benefitted. As we prepared to sign-off on the strategy, the COVID-19 pandemic unleashed a massive economic shock on the world. It brought a sudden stop to international travel and tourism and it also deeply impacted domestic tourism within Ireland. The effect on businesses in Clare, and particularly tourism-connected businesses, has been devastating. Given the unprecedented scale of the crisis in our tourism economy, an immediate priority was, and continues to be, to help minimise the impact of the downturn on businesses and to work toward full Pat Dowling recovery. This essential work will be a focus of Clare County Council and the Clare Tourism Strategy Chief Executive Implementation Structure. Clare County Council While there continues to be some business uncertainty, what is certain is that there is an unquenchable desire among people throughout the world to travel and to explore. Travel will resume when people feel it is safe to do so, and tourism will continue to be a key driver of our economic growth. Having a long- County Clare Tourism Strategy 2030 term strategy is now more important than ever. This County Clare Tourism Strategy 2030 is intended to guide our journey to a vibrant new future in tourism. Our 2030 vision is for Clare to be a globally-renowned sustainable and vibrant destination, Guiding our Journey to a easily reached and traversed, and recognised for its rich cultural assets, its stunning and open-space landscapes, its compelling array of remarkable experiences, and for its welcome and exceptional Vibrant New Future in hospitality. Tourism Achieving this vision will require all tourism interests in Clare, supported by government and national agencies, to work collaboratively to deliver an outcome that enriches all communities across our County. Clare County Council is committed to driving this Strategy in partnership with the Tourism Industry and to the implementation of many of the actions set out within it.

COUNTY CLARE TOURISM STRATEGY 2030 4 As the first citizen of Clare, I would like to commend the While the recovery efforts are underway, devising members of the County Clare Tourism Strategy 2030 sustainable longer-term approaches to tourism Steering Group for shaping the broad strategy that will development is imperative. We want to attract more help guide tourism in the County through recovery and visitors to Clare into the future and spread the benefits then to growth during the next decade and beyond. of tourism across the County in a way that enriches our Special thanks goes to TEAM Tourism Consulting for communities while, at the same time, maintaining our facilitating the process under the direction of Jennifer distinctive identity and protecting our natural Houiellebecq. I also wish to acknowledge all of the environment. The Clare Tourism Strategy 2030 aims to stakeholders who inputted into this process. achieve this. Tourism is critical to the social and economic well-being of The Elected members of Clare County are committed to every part of Clare. When tourism thrives, every town, playing a leadership role in facilitating the delivery of village, and community in the County experience the this Strategy and we encourage all agencies, Councillor Mary Howard benefits. communities, and tourism-connected businesses to Cathaoirleach help drive it forward. Clare County Council Before the COVID-19 pandemic brought a sudden and catastrophic global halt to travel, it is estimated that the Finally, I wish to acknowledge my predecessor, Cllr tourism sector supported over 6,600 jobs throughout the Clare Colleran Molloy, for her support in the County. It is therefore essential that every effort is made preparation of this Strategy during her time in office. to bring about tourism’s recovery and to support the businesses that are affected now and during their journey back to growth.

COUNTY CLARE TOURISM STRATEGY 2030 5 Preface

This Strategy was prepared in 2019 and On first reflection, this might seem surprising. Without a In recognising the urgent need to identify immediate completed as a draft in early 2020. doubt our initial priorities in the recovery phase will be all priorities, and to look at what is important in the next twelve to twenty-four months, the first action plan will Between completion of the draft and its about restarting an industry that ground to a halt and had to close its doors. This process of reopening will have to be prepared. This Destination Recovery and Strategy launch, the world plunged into crisis. deal with a ‘new normal’. New business operating Action Plan will address the immediate challenge of In spring 2020 the tourism ‘ecosystem’ protocols, new visitor expectations, significantly down- how to reopen Clare as a destination, while identifying changed in an unprecedented manner and sized capacities, and the need to work with businesses steps that can be taken to commence implementation of the Strategy itself. There are many new practicalities experienced global collapse in a matter of across the county to determine how to move forward in a viable manner. Our focus in this initial phase will be that will need to be given consideration by residents, days. The shock waves have reverberated entirely on the domestic market. We realise that how our businesses and communities as we begin to welcome across County Clare and the entire country visitors travel to Clare will have changed, and issues of domestic visitors to Clare, and our approach will align as all activities relating to travel and capacity management that seemed so challenging at the with the new guidelines that Fáilte Ireland has provided tourism ground to an abrupt halt. The beginning of the year, are for now, in the rear-view mirror. on how to address these within a recovery plan. severity of the impact arising from the And yet, the Strategy remains highly relevant and largely Without a doubt, the work on developing the Strategy Covid-19 pandemic has been felt more unaltered. While its launch has been delayed, it has not has strengthened our position at this time of intense within tourism than any other economic been postponed or cancelled. Some might wonder why? uncertainty. The recommendation to establish a sector. Today destinations everywhere are Essentially, its relevance arises from how it was county-wide Tourism Advisory Forum will provide the now entirely focused on how to respond to developed. Our aspirations and our value systems lie at its leadership structure that will be critical in taking us forward and inspiring collaboration. This Forum will be the new realities of a situation that has core and have carefully shaped the vision, the goals and the strategic priorities. The operating context may have well placed to provide a coordinated approach to shaken up virtually all our underlying changed and the growth that we anticipated short-term recovery, and will have a first-hand understanding of assumptions about growth. may have evaporated, but our values and aspirations have the challenges that will need to be addressed across the So, is this Strategy still relevant? Can it still not. The ‘story’ of Clare and its underlying essence that county. Indeed, the timing for establishing this new leadership structure is particularly fortuitous. be regarded as the roadmap for the next ten differentiates it as a destination remain intact. The ‘fundamentals for success’ – working collaboratively; years? The answer, in both cases, is ‘yes’. Internally, the County Council is committed to elevating the principles of sustainability; strengthening enhancing staff resources in tourism and cross- local aspirations; adding value to the offer; and pursuing departmental dialogue – steps again that will be innovation and connectivity – remain the ‘fundamentals particularly important to rebuilding the tourism for success’. At a tactical level, priorities will have shifted; industry. but, at a strategic level, the focus has not.

COUNTY CLARE TOURISM STRATEGY 2030 6 In the early days of recovery, our visitors will be looking As is often said, within every crisis there is The Action Plans that will guide our immediate for experiences where they can stay safe, feel healthy, opportunity. Today this is no different. Covid-19 has activities at any given time will ensure that the and recharge after the anxieties of the Covid-19 lock- had a traumatic impact on each one of us, and yet it is Strategy remains highly relevant and responsive to down. The need for an emphasis on health, safety and as if a reset button has been hit. We certainly have to new opportunities and challenges, and that our social distancing protocols could be a new norm, and focus on getting businesses open and viable again, but fundamentals for success remain at the core of what will certainly be with us for some time. Our invitation at the same time we have a unique opportunity to we do and aspire to. These Action Plans offer the to discover Clare and our promise to feel vibrant are engage in sharper thinking. This Strategy is all about opportunity to set shorter-term measurable particularly fitting to the immediate market context. the need to work smartly to be competitive and to be objectives and will play an important role in ensuring Our trails and inland waterways, our majestic cliffs and at the forefront of sustainability and innovation. It that we ultimately realise our 2030 vision and achieve distinctive landscapes, our beaches and golf courses, offers an approach to destination development that is the goals presented in this Strategy. our ancient and medieval sites and stories, our smaller based on resilience. The timeline on implementation towns and villages – all provide a backdrop and an of the different strategic priorities may have shifted opportunity for visitors to find an experience that can slightly – forward for some, and longer-term for others enhance their sense of well-being and enable them to – but regardless, the priorities and actions outlined in feel safe. Our communities will play a vital role in this document remain highly relevant as we look to the providing a safe welcome and in highlighting local places next ten years to discover. Our early visitors are likely to stay longer in one place, and if we enable them to truly discover Clare and feel vibrant they will be our ambassadors and will sow further seeds of recovery.

COUNTY CLARE TOURISM STRATEGY 2030 7 Executive Summary

This ten-year Strategy establishes a vision for THE CURRENT SITUATION In addition to these natural and cultural assets, there is a strong policy context with a clear focus on developing the development of tourism in County Clare. A comprehensive assessment of the current situation has tourism as a driver for economic development and It was prepared following an extensive informed this Strategy and has provided the context for its rural diversification. The county benefits from strategic direction and the rationale for its period of consultation with the tourism excellent connectivity by air, road, rail and sea, and its implementation. industry and communities, a comprehensive geographical position vis-à-vis the Wild Atlantic Way review of the policy context and an in-depth Tourism is regarded as one of Ireland’s most important and Ireland’s Hidden Heartlands. Macro market trends assessment of the county as a destination. economic sectors and key to dispersing wealth into the relating to the ongoing increase in demand for While the Strategy was prepared for Clare rural economy and smaller towns. Within County Clare experiential travel and slow tourism, and the growth in the industry generated €244 million in 2018 and County Council, it is designed to be a road- niche sectors such as geotourism and wellness travel supported approximately 6,600 tourism jobs, and the all hold promise for Clare and have a good fit with the map for all businesses, communities, and sector is positioned as core to Clare County Council’s local focus on sustainability and responsible tourism. government partners and agencies, and the vision. A review of the industry’s performance highlights However, while there are significant strengths to success of its implementation will be the appeal that Clare has for the international markets – leverage, the value of tourism for the county as a reflected in its 5th ranking among all counties in 2017. In dependent on a collaborative approach. whole is considerably lower than its market size total, 8% of all overseas visitors to Ireland spent time in rankings given a low average spend per overseas visitor The aspirations of the entire spectrum of Clare, and 5% of all domestic trips are based in the county. stakeholders have shaped the goals and the and a high level of seasonality, and the distinctly In 2018, County Clare was named by Frommer’s as one of uneven geographic spread of benefits. Underlying strategic priorities, and the grass-roots the world’s Best Places to Go – stating that “The rugged issues, such as limited public transportation within the commitment to sustainability that already western coast of Ireland isn’t just one of the best places to county, the growing dominance of Dublin International exists is core to these priorities. The actions go in the world; it’s among the best in the galaxy”. It is Airport, concerns regarding the accommodation outlined are designed to differentiate Clare the county’s significant strengths in its exceptionally rich sector, and gaps in community infrastructure are all in the marketplace on the basis of its ‘story’, and diverse natural and cultural heritage that contribute curtailing the growth and sustainable development of and to raise its profile as a leading to this endorsement. Its globally recognised landscapes tourism. A lack of clear identity in the marketplace and and ecosystems; the iconic ; its varied destination in innovation and all aspects of insufficient emphasis on collaboration across the coastline and inland waterways; its ‘ancient stones’ and county, particularly at a time when there is a destination development and tourism historic relics of by-gone eras; its strong resource base for heightened sense of competition as destinations management. This Strategy provides a new outdoor adventure; and its vibrant contemporary culture become increasingly strategic in their approach to paradigm for working together and that remains firmly connected to its traditions of the past growth, have further compounded the vulnerabilities. represents a bold commitment to making a – all underlie this market appeal. difference.

COUNTY CLARE TOURISM STRATEGY 2030 8 THE STRATEGY OVERVIEW DISCOVER CLARE – FEEL VIBRANT OUR STRATEGIC DIRECTIONS in a land that pulsates with the heartbeat of ancient Our strategic priorities are entirely focused on achieving Our 2030 Vision: CLARE is a globally renowned stones our goals and ensuring that CLARE is a globally renowned sustainable and vibrant destination, recognised sustainable and vibrant destination, recognised for its for its compelling array of adventure activities Our promise: compelling array of remarkable …experiences … within our and its remarkable experiences portraying our To deliver experiences that leave our guests feeling stunning backdrop of unique … landscapes – by 2030. rich culture-scape of age-old spirituality, power VIBRANT This is a ten-year Strategy that has been developed around and influence; our contemporary vitality arising Our fundamentals for success: five strategic directions that will work together to make from our deep-rooted traditions in music, sport Clare stand out, not just in the overseas marketplace, but WORKING COLLABORATIVELY and innovation; our dynamic rural towns and as an exemplary rural destination in sustainability, villages where our hospitality excels – all set ELEVATING THE PRINCIPLES OF SUSTAINABILITY leadership, and innovation. within our stunning backdrop of unique and STRENGTHENING LOCAL ASPIRATIONS Strengthen leadership and collaboration varied living landscapes. ADDING VALUE TO THE OFFER We aspire to a joined-up approach where we work PURSUING INNOVATION AND CONNECTIVITY Our goals: together toward a common vision, using strong Our key markets are the Culturally Curious, the Great To work collaboratively: governance and collaboration as a means of ensuring that Escapers, and the Social Energisers in mainland UK, our ‘fundamentals for success’ are at the fore-front of our 1. To deliver compelling quality experiences that France, Germany and the United States; Connected combined efforts to build a sustainable and competitive reflect and leverage our unique identity. Families from within Ireland; and select product-based destination and industry. niche sectors. 2. To be globally recognised as a sustainable Strategic Priorities destination. Developing a more pronounced experiential approach is based on our deeper understanding of our own 1. Establish a county-wide Tourism Advisory Forum to 3. To create a smart destination that reflects our narrative –a narrative that provides a shared strengthen governance and act as an advisory group strong commitment to sustainability, connectivity, understanding of what Clare has to offer. Four for Clare County Council and a spokes-group for innovation and new approaches to doing business. experiential themes encapsulate what we can do best tourism. 4. To be regarded as ‘the gateway to the west’. to make Clare stand out in the marketplace, and to 2. Work towards positioning Clare as a destination to be deliver on our promise – themes that prevail across all recognised nationally and internationally for its 5. To spread the benefits of tourism across the county of the county. commitment to responsible tourism and and throughout the seasons in a way that enriches sustainability. our communities while maintaining our distinctive • Experience our HOLISTIC LANDSCAPES identity and the integrity of our landscapes. • Explore our HIGH TOWERS AND HIGH POWERS 3. Develop new and strengthen existing approaches to • Pursue our ADVENTURE AND FAMILY FUN generating integrated and cross-sectoral partnerships in tourism locally and regionally. • Celebrate our CREATIVE VITALITY These themes provide a creative framework that is 4. Continue to strengthen and support Clare County used in the development of experiences. Council in its internal resources and capacity to develop and promote tourism.

COUNTY CLARE TOURISM STRATEGY 2030 9 Improve connectivity Build vibrant experiences b) Integrate the theme of geotourism across Clare, We aspire to improve all aspects of connectivity – from We aspire to deliver vibrant experiences that promote and use ecotourism to expand the offering. transportation to digital technologies and inclusivity, our experiential themes and differentiate Clare in the c) Strengthen the profile of wellness as a sector and recognising that it is fundamental to enhancing the global marketplace. well-being/vibrancy as the underlying promise to competitiveness of Clare as a destination. Strategic Priorities visitors that are looking to Discover Clare. Strategic Priorities INTEGRATED PLANNING Explore our HIGH TOWERS AND HIGH POWERS 5. Work collaboratively with to secure 12. Build a strong understanding of the positioning d) Work with emerging initiatives that are focused and sustain new routes that will improve air narrative and use this narrative as the framework on bringing together medieval and pilgrimage connectivity to the west of Ireland and increase air for experience development. routes to tell a joined-up story. arrivals. 13. Collaborate with Fáilte Ireland and the communities e) Implement existing plans and associated 6. Explore the feasibility of attracting an appropriate to advance the work that has already commenced initiatives to raise the profile of iconic and segment of the cruise sector in a sustainable on planning for visitor experience development. supporting sites (such as the Visitor manner. Management and Sustainable Tourism 14. Build the concept of sustainability firmly into Development Plan and the Bunratty Masterplan). 7. Develop and implement a public transportation ongoing planning processes for tourism and strategy that addresses sustainable travel options outdoor recreation. f) Undertake feasibility research and development designed to support tourism – focusing on work to strengthen the theme of High Towers and TRAILS DEVELOPMENT enhancing connectivity between local destinations High Powers at other key sites and locations. and providing visitors with viable mobility options. 15. Prioritise the development of the West Clare Rail Pursue our ADVENTURE AND FAMILY FUN 8. Continue to work with local stakeholders to identify Greenway. and address key traffic management concerns within 16. Develop a coordinated approach to the ongoing g) Focus on developing a strong spectrum of fresh north-west Clare (primarily the Geopark area). development and maintenance of the various trail water-based recreation experiences on , highlighting the Lower Lough Derg as a 9. Work with the Department of Transport, Tourism network systems across Clare, including the four signature destination within Ireland’s Hidden and Sport to promote timely completion of major National Waymarked Trails. Heartlands area. transportation infrastructure projects and ancillary THEMATIC EXPERIENCE DEVELOPMENT initiatives that have the capacity to strengthen h) Strengthen marine-based recreation through 17. Work collaboratively to support the development of tourism. working with communities and activity sectors on theme-based experiences that align with the projects designed to enhance the role of this 10. Work with partners at all levels to strengthen positioning narrative. sector locally and regionally. infrastructure and services that will enhance digital Experience our HOLISTIC LANDSCAPES connectivity across the county. i) Continue to build a cycle-culture in Clare through a) Continue to elevate the international significance working with local biking groups to raise the 11. Raise awareness and support for initiatives that will of and Cliffs of Moher UNESCO Global profile of different forms of biking and expand assist in creating a more accessible and inclusive Geopark as a designated area renowned for activity opportunities. destination. distinctive geotourism experiences.

COUNTY CLARE TOURISM STRATEGY 2030 10 j) Re-establish Clare as an angling destination Enhance supporting infrastructure and knowledge Create awareness through a multi-faceted approach to improve We aspire to support the sustainable growth of tourism We aspire to invite our visitors to discover Clare access to good angling opportunities. in Clare through promoting, encouraging and facilitating through presenting a unified message that profiles the k) Continue to work collaboratively to leverage the development of supporting infrastructure, and entire county and brings our narrative to life; and, to Clare’s world-class golf resorts and courses. working collectively to enhance the critical knowledge build a sense of cohesion and common understanding base of the industry and all partners. within the tourism community through internal l) Continue to work in partnership with special communications. interest groups to attract sports events that will Strategic Priorities support Clare’s positioning as a destination for Strategic Priorities SUPPORTING INFRASTRUCTURE adventure and will highlight its range of land and MARKETING COMMUNICATIONS - EXTERNAL water-based outdoor activities. 18. Undertake a comprehensive assessment of hotel and visitor accommodation and develop an 24. Refresh the destination brand and adopt a Celebrate our CREATIVE VITALITY accommodation strategy to support the growth of thematic approach to marketing and m) Promote the ongoing development of Clare as overnight visitation. communications that promotes the key themes, the county of traditional music through 19. Develop the profile, experiences and infrastructure highlights sustainability as a core value of Clare as a supporting events and experiences that highlight of as a core hub attraction and gateway to the destination, and is aligned with the regional this aspect of Clare’s culture. county. propositions – Ireland’s Wild Atlantic Way and Ireland’s Hidden Heartlands. n) Work with communities across the county to 20. Work with community partners to strengthen the support and develop existing and new festivals role of towns and villages elsewhere as destination 25. Promote our message smartly through maximising and events that highlight this creative vitality and hubs, through identifying infrastructural issues that digital platforms – showcasing our iconic joie de vivre. constrain tourism and encouraging an ongoing experiences while revealing unique bookable themed experiences that may not be expected. o) Support the ongoing development of arts and improvement of infrastructure and enhancement of crafts. the public realm. 26. Support the strategic delivery of visitor information across Clare. p) Highlight and capitalise on the county’s ‘heritage’ KNOWLEDGE AND CAPACITY sports and stories of sporting significance. 21. Work with Fáilte Ireland and related partners to INTERNAL COMMUNICATIONS WITH INDUSTRY q) Work with food and drink producers and the deliver a bespoke business support programme that 27. Develop regular communications programme with culinary/hospitality sector to build food and local will enhance the capacity of industry to develop, industry stakeholders that highlights key research, flavours as a key attractor in Clare. deliver and market saleable experiences. industry trends and marketing opportunities. r) Celebrate the county’s innovative industrial 22. Support the development of the positioning themes 28. Develop a framework for performance heritage and its current areas of excellence in through curating stories and working with relevant measurement and communications of progress. partners to advance local knowledge. other economic sectors. 29. Continue to foster an understanding of risk and s) Work towards developing craftsman experiences 23. Explore opportunities to network with new crisis management within industry, and develop that focus on skills development in conservation partners, including non traditional partners and a strategic approach to crisis management and traditional building. academic institutions, to engage in knowledge planning that will minimise effects and manage sharing and the identification of innovative thinking. consequences of crises regardless of scale.

COUNTY CLARE TOURISM STRATEGY 2030 11 1. Introduction

This ten-year strategy establishes a vision Tourism is regarded as one of Ireland’s most important Its development provides an opportunity to assess for the development of tourism in County economic sectors and key to dispersing wealth into the national and regional initiatives and to explore new approaches to leveraging Clare’s geographical position Clare. It has been prepared for Clare rural economy and smaller towns. The country has established a strong direction and a clear focus on on both the Wild Atlantic Way and Ireland’s Hidden County Council as a road-map for both the marketing regional propositions designed to spread Heartlands. Council and the industry as they seek to economic and social benefits. Within County Clare the work cohesively to strengthen the The planning process was conducted in 2019 and rate of growth in tourism has followed national trends involved: destination and enhance the appeal of the and the industry generated €244 million in 2018. The • Desk-based research to review the national, regional visitor experience. The concept of sector is positioned as core to Clare County Council’s and county-level planning context, market sustainability is integral to the Strategy. vision – one that envisages a county that has maximised its unique characteristics, strengths, location and performance data, current and potential markets, connectivity to become Ireland’s centre of culture, and current positioning. tourism, heritage and the preferred international • A destination audit and assessment of sites, destination for sustainable investment and including the mapping of major tourism assets. innovation….1 . • An identification of relevant good practices and This Strategy is based on work that has established a potential case-studies. deep understanding of what makes Clare distinctive as a • Two phases of community consultation and destination and is designed to: workshops with 140 attendees in phase 1 and 86 in phase 2. • Highlight actionable recommendations to guide and stimulate investment and development in tourism • An industry survey with 175 respondents. that will facilitate increased length of stay and visitor • Presentations to Council and industry. spend, and a dispersal of benefits to the wider • Ongoing discussions with the project Steering Group. community. • Environmental assessment of the strategy • Determine strategies that will maximise the recommendations2. potential of tourism to deliver net economic benefit • Extensive review of the draft Strategy prior to final to communities without negatively impacting the revisions. 1 Clare County Development Plan 2017 - 2023 natural, social, cultural and environmental assets 2 Separate reports have been prepared: the Strategic which provide the cornerstone of the tourism As such, this Strategy reflects the input from across the Environmental Assessment Environmental Report and the product in Clare. spectrum of tourism and community interests and can Natura Impact Report clearly be considered a road-map for all stakeholders.

COUNTY CLARE TOURISM STRATEGY 2030 12 REFLECTING ON DEFINITIONS RESPONSIBLE TOURISM SMART TOURISM This document refers to a number of key This concept is similar in what it seeks to convey, Working together in an effective manner to ensure concepts that underlie the strategic directions although it has stronger sense of immediacy and sustainability continues to evolve with new thinking and new technologies, and a recognition of the and the ethos of this Strategy. To ensure relates to what needs to be happen today through need to work within a broader context of common understanding, the following definitions the actions of visitors, residents, businesses and innovation. and statements are being used to convey the governments to achieve the longer-term goal of sustainable tourism. It was clearly defined in the main principles. Other definitions exist, The concept of smart has recently emerged and Cape Town Declaration on Responsible Tourism in expressing similar thinking, and can equally add refers to the potential to use new business 2002 as tourism that: value to the overall philosophical context. practices, knowledge-based innovations, and strong • Minimises negative economic, environmental, governance to enhance sustainable destination and social impacts; management and the delivery of the visitor SUSTAINABLE TOURISM • Generates greater economic benefits for local experience. Tourism that takes full account of its current and people and enhances the well-being of host A smart destination is defined as: an innovative future economic, social and environmental impacts, communities, improves working conditions and space, accessible for all, established on a cutting addressing the needs of visitors, the industry, the access to the industry; edge technology infrastructure which guarantees environment, and host communities. UNWTO • Involves local people in decisions that affect their sustainable development of the land, facilitates the The United Nations World Tourism Organisation lives and life chances; interaction and integration of the visitor with the surroundings and increases the quality of their expands to explain that sustainable tourism is not a • Makes positive contributions to the conservation experience in the destination, as well as the quality type of product, but is an ethos that underlies all of natural and cultural heritage, to the of life of residents. SEGITTUR, 2018 tourism activities. maintenance of the world’s diversity; As such, it is integral to all aspects of tourism • Provides more enjoyable experiences for tourists development and management rather than being an through more meaningful connections with local add-on component. The objective of sustainable people, and a greater understanding of local tourism is to retain the economic and social cultural, social and environmental issues; advantages of tourism development while reducing • Provides access for physically challenged people; or mitigating any undesirable impacts on the natural, • Is culturally sensitive, engenders respect between historic, cultural or social environment. This is tourists and hosts, and builds local pride and achieved by balancing the needs of tourists with confidence. those of the destination.

COUNTY CLARE TOURISM STRATEGY 2030 13 2. The Current Situation

A comprehensive assessment of the The background research and the stakeholder THE SIGNIFICANCE OF TOURISM current situation (prior to Covid-19) has consultation focused on assessing the destination and Tourism has become one of the world’s largest and informed this Strategy, providing the its industry from a range of perspectives to provide a fastest growing economic drivers and a major force for holistic overview of tourism in County Clare. In context for its strategic direction and the economic growth, employment and entrepreneurship particular, attention focused on: rationale for its implementation. This in regions and countries across the world. Today it is • assessment is based on responding to the Understanding the wider significance of tourism, the the third largest global export category, outpacing policy context and the potential linkages between general growth trends in the world economy, as leisure question: “Where are we now?” tourism and other policy frameworks – nationally, travel in particular continues to grow. regionally and at county level; Likewise, in Ireland the rate of growth has been • Considering the macro trends and factors that are noteworthy and is ahead of the average global rate. influencing tourism within the county; In Clare the county welcomed 8% of all overseas • Identifying current visitor markets and reviewing the tourists who came to Ireland in 2018 and hosted 5% of performance of the industry; all domestic trips. • Mapping the product, including trails, attractions, The Cliffs of Moher ranks as the country’s second top accommodation and operators; fee charging visitor attraction in 2018, with almost 1.6 • Assessing the competitiveness of County Clare in million visitors. terms of its overall strengths and opportunities for sustainable growth, and the underlying The following page summarises the economic vulnerabilities that need to be addressed in the significance of tourism globally, nationally and within coming ten-years. Clare. This chapter looks at each element in turn.

COUNTY CLARE TOURISM STRATEGY 2030 14 GLOBAL 2018 IRELAND 2018 CLARE 2018 • 1.4 billion international tourist • Out-of-state tourists to Ireland (overseas and • 769,000 overseas visitors – 8% of all overseas arrivals in 2018. Northern Ireland) grew by 6.5% to reach 9.6 tourists to Ireland. Growth of 5% over 2017 – to achieve million5 – well ahead of the global growth rate and • Irish residents took 510,000 trips to Clare this target two years ahead of on par with Europe in general6. – 5% of all domestic trips. forecast3. • Visitors from N. Ireland reached 1.3 million, growing by 1.7%. • 10.9 million domestic trips – an increase of 13.4%. • Export earnings grew by 4% in 2018 This growth has been driven by a • Out-of state tourist expenditure was estimated • Overseas visitors spent €156.5 million relatively strong economic to be worth €5.6 billion – representing a growth representing 3% of overseas tourism expenditure environment with world gross of 6% over 2017, with a further €1.7 billion spent in Ireland. domestic product at 3.6%, enhanced by overseas visitors on fares to Irish carriers, • Domestic tourism generated €88 million. visa facilitation in many countries, bringing total foreign exchange earnings to €7.4 • In total, tourism in Clare contributed €244.5 affordable travel costs, and the billion. million to the economy. increase in peer to peer • Domestic tourism contributed €2 billion to the recommendations through digital tourism economy, bringing total tourism earnings technologies. to €9.4 billion. This represents 3.7% of Gross National Product. • It is estimated that tourism supports 6,600 • 1 in 9 jobs are in tourism. tourism jobs in Clare (2017) which equates with • 1 in 10 jobs are in tourism. 8% growth in jobs in 2018 to reach 260,000. 4,440 FTEs. • Every €1million of tourist expenditure helps to • Tourism employment earnings in Clare are just support 27 tourism jobs. over €110 million.

• The share of leisure travel has grown • When multiplier impacts are included, the total from 50% in 2000 to 56% in 2018, economic impact of tourism in Clare is €395 with business and professional travel million. now accounting for 13%4.

3 UNWTO, January 2019, World Tourism Barometer, Volume 17, 5 Fáilte Ireland, September 2019, Key Tourism Facts 2018 Issue 1 6 The UK, in contrast, showed a decrease of -3.5% (UNWTO, 4 UNWTO, October 2019, International Tourism Highlights 2019 October 2019, Ibid) Edition

COUNTY CLARE TOURISM STRATEGY 2030 15 THE POLICY CONTEXT The key elements of the national planning context are • Realising Our Rural Potential – the national action outlined below: plan for rural development (2017) outlines wide- The overarching national, regional and county- ranging initiatives designed to enrich the fabric of • The National Planning Framework – Ireland 2040 wide strategic planning framework provides a rural life in Ireland and rejuvenate rural settlements. established in 2018 has created a more holistic highly supportive context for this Tourism Whether it is the focus on rolling out highspeed approach to planning than previously existed – one Strategy. Alignment with this integrated policy broadband or the development of rural tourism with a regional-centric perspective and a greater assets such as Greenways and Blueways, the Plan framework will provide opportunity to leverage focus on stakeholder empowerment in achieving provides a strong and advantageous context for the existing policies and programmes, while at the national objectives. The Framework has been development of tourism in Clare, given the degree of same time adding value to this planning context. informed by the United Nations Sustainable rurality within the county. Through strategic alignment, progress in Development Goals and is based on ten National implementation in other policy areas has the Strategic Outcomes – eight of which are particularly • National tourism policies have provided a basis and potential to directly advance implementation of relevant to the development of a sustainable a series of targets to strengthen inbound tourism, while acknowledging the domestic sector as the the Tourism Strategy. An extensive review of the tourism industry and destination. These policies are backbone of the industry. The first policy statement policy context was outlined in a Background mirrored in the Regional Spatial and Economic Strategy for the Southern Region and relate to: following the global economic downturn, People, Report. The following provides a high-level Place and Policy – Growing Tourism to 2025 (2015) o Enhanced regional accessibility summary of planning initiatives that are of brought tourism to the forefront of the country’s particular relevance. o Strengthened rural economies and communities economic strategy and enhanced the role of Local o Sustainable mobility Authorities. As targets were met and surpassed, and o A strong economy supported by enterprise, as the National Planning Framework strengthened innovation and skills the planning context, the government laid out specific Tourism Action Plans designed to maintain o High quality international connectivity sustainable growth in overseas tourism revenue and o Enhanced culture, amenity and heritage tourism employment through regional growth and o Transition to a low carbon and climate resilient season extension. An emphasis on the promotion of society outdoor activities and the strengthening of less-well known attractions and regions internationally o Sustainable management of water, waste and reinforces a strategic approach that will be of benefit other environmental resources to Clare. New national tourism performance targets set in August 2019 now aim towards generating €6.5 billion by 2025 – an increase of 25% on 2018. It is envisaged that this revenue will be generated from a targeted 11.6 million overseas visitors annually by 2025, up from 9.5 million in 2018 – (an increase of just over 22%).

COUNTY CLARE TOURISM STRATEGY 2030 16 A number of new tourism strategies have been At the local level, the potential to respond to this • Tourism Strategy for County Clare – Statement of developed to further support the national challenge has been enhanced in recent years. Policies Strategy and Work Programme 2017 – 2022: – this objectives – all of which are relevant to Clare: the designed to extend the role of local government in statement was a requirement of the 2015 national Outdoor Recreation Plan for Public Lands and tourism have been put in place. Since 2015, local Tourism Policy Statement. Its vision is for a Waters in Ireland 2017 – 2021 (March 2017), the authorities have been positioned as the major conduit cohesive and sustainable tourism sector that Strategy for the Future Development of National and activation partner between agencies and local maximises the county’s unique characteristics and and Regional Greenways (DTTAS, July 2018) and communities – collaborating with Fáilte Ireland and strengths, making a significant contribution to the Fáilte Ireland’s Food and Drink Strategy 2018 – government agencies in the development of tourism local economy and enhancing the county as a 2023. and in harnessing and leveraging funding. Local regional/national centre for culture and tourism. The high-level strategic goals outlined in this • It should be noted, however, that whether these governments are now playing an important and Statement are reflected in this Strategy. current targets sufficiently stretch the industry is influential role in supporting day-to-day operations of likely to be questioned by the Irish Tourism tourist attractions and seeking ways to secure • County Clare Local Economic and Community Plan Industry Confederation (ITIC). Their report in investment in new developments. 2016 – 2021 identifies tourism as a significant 2018, An Industry Strategy for Growth to 2025, set Within Clare, the County Council has substantially economic sector and highlights a series of strategic aspirations for a 65% growth target for overseas strengthened the context for developing tourism in a economic and community development actions visitor revenue with the aim of reaching the value sustainable manner. The Council was the first county that support the context for tourism development. of €8.1 billion by 2025 and creating a 35% growth to prepare a rural development strategy following the • Clare Rural Development Strategy 2026 seeks to in jobs, with an additional 80,000 jobs to be added launch of the national action plan, and the first county reverse the economic and demographic challenges to the 230,000 jobs of 2017. To achieve this to establish a Rural Development Directorate. facing rural Clare while optimising the use of its rich growth, it is estimated that international visitor Restructuring tourism and positioning responsibility physical environment, its built and cultural numbers would have to grow by 54% from 8.9 for it within this Directorate is a strong statement heritage, and its diverse landscapes and seascapes. million in 2017 to 13.7 million in 2025. Growth of regarding its role as a driver for rural diversification It outlines new approaches to mobilising rural this nature will have to be facilitated through and economic development. communities that are directly relevant to improvement to a range of enabling factors that Key county policies that influence tourism include: supporting the tourism sector. include the development of new compelling experiences, an increase in hotel rooms and bed • Clare County Development Plan 2017 – 2023 which stock, improved air access capacity, a supportive established a tourism-centric vision for the county regulatory environment and tax regime, and an and a series of goals, including a specific goal on increase in overseas marketing. In addition, a tourism. Throughout the Plan there are numerous doubling of the government’s annual investment objectives that are applicable to tourism and will programme for €30 million as outlined in the have a bearing on the competitiveness of the National Development Plan 2018-2027, to €60 destination, including those relating to economic million is regarded by the ITIC as necessary. development and enterprise, and to rural development and natural resources. The development of this Tourism Strategy provides an opportunity to leverage these objectives.

COUNTY CLARE TOURISM STRATEGY 2030 17 In addition to these overarching policy statements, a REGIONAL PROPOSITIONS number of plans and strategies have been developed The location of County Clare in relation to the Wild within the county that have a bearing on the strategic Atlantic Way regional brand is playing a significant priorities outlined within this strategy. These include: role in raising the profile of the Clare coastline and in • Clare County Heritage Plan 2017 – 2023 generating a growth in touring visitors along coastal • Clare Culture and Creativity Strategy 2018 – 2022 routes. Fáilte Ireland is developing and implementing a series of visitor experience development plans that • Clare Biodiversity Action Plan 2017 – 2023 Wild Atlantic Way aim to extend the length of stay and increase the • Clare Digital Strategy 2023 visitor expenditure within the area, and has currently “Experience one of the wildest, most enchanting and • Inis Cealtra – Visitor Management and Sustainable completed the Burren and Cliffs of Moher Visitor culturally rich coastal touring routes in the world. Tourism Development Plan (2017) Experience Development Plan. Wherever you travel along the Wild Atlantic Way you’ll find magic, adventure, history and beauty in • Developing Nature-Based Tourism Opportunities on In East Clare, the recently launched experience abundance.” the Shannon Estuary Way (2019) proposition, Ireland’s Hidden Heartlands, has the • and Folk Park Masterplan (2019) potential to be a significant catalyst for new growth • Destination Lough Derg Strategy 2019 – 2022 and development of rural recreation and water-based tourism in that area of the county. Work is • The Burren & Cliffs of Moher Visitor Experience progressing on unlocking the potential of this Development Plan (2019) extended region through two transformational • Burren & Cliffs of Moher UNESCO Global Geopark projects – both designed to capitalise on the growth Strategic Management Framework 2019 – 2023 in ‘slow tourism’ – the Beara Breifne Way, and the • South Clare Economic Strategic Development Zone development of the and the lakes as a initiative (2018) long-distance corridor for water-based activity. Ireland’s Hidden Heartlands • Ennis 2040 – to be completed 2020 This Strategy will focus on priorities that are designed “Explore the lush green heartlands of Ireland’s natural • The forthcoming ‘Ennis Niche Destination Town’ to leverage these regional propositions, and the rural beauty... where activity and relaxation are • Shannon and Environs Local Area Plan 2012 – 2018 international and domestic marketing activities that centred around rural communities and their lifestyles, supports these experiential brands. that can be discovered across a lattice work of land • Shannon Town Centre Spatial Masterplan (2020) and water trails showcased by the iconic River Shannon • The forthcoming ‘Feasibility Study for Shannon & and the Beara-Breifne Way and Ireland’s Hidden Erne Pilgrim Way’ Heartlands.” These plans and strategies are further complemented by a wide range of community led discussions, plans and reports. Understanding these local aspirations has been an important element of the planning process and this strategy seeks to support these projects where there is clear alignment with wider regional priorities.

COUNTY CLARE TOURISM STRATEGY 2030 18 TRENDS AND FACTORS INFLUENCING TOURISM • Experiential travel – this umbrella trend can now be expose themselves to a life ‘shake-up’ experience, IN COUNTY CLARE seen across all generations and all types of travel, even if it means pushing the boundaries of their and has firmly moved into the mainstream market. traditional comfort zones. Businesses and The tourism industry is influenced by a wide All elements of tourism need to consider how to destinations with a purpose-driven ethic are well range of macro or mega-trends and factors which shift from offering products and things to do, to positioned to attract these intrepid travellers9. are shaping demand and will have an impact on creating and delivering experiences that will allow • Shifting demographics – two trends are concurrently strategic priorities. Consumers are changing in visitors to immerse themselves in the destination shaping demand. On the one hand there is a growth how they plan and experience travel, while the and make a deeper connection with place and in older markets as the baby boomer generation industry is constantly seeking to respond to the people. Slow travel has become a core ages. This is a market that spear-headed the growth implications of technological innovation, and characteristic of experiential travel as visitors take in experiential travel and that continues to influence geo-political-environmental considerations. time to travel at a slower pace, often on trails or trends as they increasingly look for quality and waterways, while seeking opportunities to savour greater ease of travel. At the same time, younger local produce, meet local residents, and listen to cohorts particularly Millennials and Gen Z, show a local stories. The extent to which mainstream trends is likely to strong propensity for international travel, and are change in the Covid-19 recovery phase is noted in the Post Covid-19 the desire for slow travel will be highly influenced by social media and innovative blue text. further driven by its potential to enable social approaches to connecting with local culture and distancing. Trails and waterways provide engaging in unique adventure experiences. opportunity for family and friends to enjoy a greater Different age cohorts have different levels of sense of personal protection. vulnerability to Covid-19. Older travellers are likely o Cycle tourism and long-distance hiking are two to show a much higher degree of hesitation to travel areas of slow travel that are both seeing in the initial recovery phase. significant growth globally. The advent of electric • Co-creation – with new technologies and social bikes has increased the interest in cycling and has media, tourists are seeking to take more control over broadened the market. In Europe, sales of e- the creation and curation of their experiences. bikes grew 12% annually between 2012 and Through enhanced digital tools and the movement 20167, and estimates for the coming five years of tours and activities into the online space, visitors vary between a tripling to a quadrupling of the within a destination have become more empowered market8. In this context cycling has become both and more expectant in relation to shaping their a significant motivator of travel and an important experiences. This will only increase as the online add-on activity within a destination. fragmentation of the activity sector diminishes, and 7 CBI Ministry of Foreign Affairs, Cycling Tourism from Europe - • Desire for personal enrichment and inner as the large brands such as Google, Trip Advisor and https://www.cbi.eu/node/2260/pdf/ achievement – as the demand for experiences AirBnB look to facilitate this co-creation and 8 Bike Europe, October 2019, Volume European E-Bike Market grows, the emphasis is increasingly on personal spontaneity of decision making. Forecasted to Triple within Next Five Years transformation. Travellers are frequently looking to 9 This trend is well documented in Skift, 2018, The Rise of enrich their inner lives, gain a new perspective, or Transformative Travel

COUNTY CLARE TOURISM STRATEGY 2030 19 • Travel ‘to show’ – as travel for self-fulfillment Ironically, in many ways, Covid-19 has disrupted • Niche sectors are evolving as travellers look for grows, so too has the concept of travel ‘to show’ the disrupter. Ridesharing and micro-mobility ways to explore their passions. Areas of particular and the focus on ‘Instagramable’ moments. This is services have virtually collapsed, and a relevance to County Clare include: resulting in unprecedented growth in visitation to Statistica Research Department poll in the o Geotourism – a rapidly evolving concept that iconic natural landscapes and built environments, United States from early April 2020 found that has arisen from an initial interest in landscape and is creating site specific management issues that 27% of respondents will be less likely to use to include the culture, aesthetics and heritage are highly challenging. sharing services after distancing guidelines are of place. The growth in UNESCO Global The overnight collapse of coach and air travel will lifted. Geoparks highlights this trend, and the sector curtail growth of this trend for the foreseeable The strict adoption of new hygiene protocols has become recognised as a tool for sustainable future. However, social media will continue to play within shared services and facilities will allow a rural development through tourism. an important role in recovery as domestic visitors slow recovery, and self-contained AirBnB units, This interest in landscape and the heritage of promote memorable local experiences. like the self-catering sector in general, will offer place is likely to be an important motivator in the opportunity for visitors to isolate their own • Disruptive technologies – in line with co-creation the early stages of recovery travel. Visitors will group, and could well stimulate a growth in and a desire for authentic experiences, new be looking for experiences off the beaten track domestic travel. At the local level, this may be a technologies are offering new solutions. The and in less populated areas where they can turning point of the sharing economy as it seeks sharing economy has acted as a catalyst for new reconnect with nature again in a safe to rediscover its original values and revert to platforms and alternative ways of experiencing environment. becoming a more locally-based sharing network travel, as is evident with the explosive growth in o Intangible cultural heritage is similarly again. AirBnB and the emergence of new transport becoming an important element of the sharing options. • Big data – as the use of technology increases, so destination experience. As visitors seek to too does the ability of the tourism industry to use explore the wealth of knowledge and skills that • Frictionless mobility10 – with the combination of ‘big data’ in driving decision making. With the has been passed down through generations, the sharing economy and disruptive technologies, combination of GPS data and digital traces of user there is a growing interest in local traditions and consumers have a growing expectation for activity, there are vast amounts of data now living heritage – in music, sport, crafts, and navigation apps to plan their local journey in real present that are relevant to every stage of travel. social practices; and in the stories associated time – whether it is by bus, train, taxi or bicycle. As The industry is increasingly turning to big data to with the legacies of the past. this emerges in large cities with the use of apps and find new ways of improving opportunities, smart travel cards such as the Citymapper Pass in o Culinary tourism – has seen remarkable growth managing the visitor, and interacting with the London, it is creating demand for integrated and offers further insight into what makes a traveller throughout the entire ‘travel journey’. multimodal mobility systems. place distinctive. The mix of terroir, local A significant factor underlying the disruption arising culture, tradition, and ethnicity all shape the from the sharing economy has been its culinary experience and provide the basis for transformation into a global economic force differentiating a destination. increasingly removed from its original ethos of building community, improving the environment and strengthening community cooperation. 10 Skift, January 2020, Top 10 Global Consumer Trends 2020

COUNTY CLARE TOURISM STRATEGY 2030 20 o Wellness – is now being regarded as the new With adventure becoming less about extreme The immediate strategic priorities of destinations lure11. This concept has a lifestyle appeal. It endurance, it has moved increasingly towards around the world are recovery and short-term can be looked at from multiple perspectives as smaller-scale achievable adventures closer to adaptation. However, there is an increasing call to travellers focus on how travel enhances their home. These bookable microadventures are use this ‘reset’ moment to take stock of the need well-being. Building wellness into messaging is often short overnight experiences that combine to plan for long-term strategic adaptation in the playing a role in dispersing visitors to less visited adventure, nature and culture, and are face of ever-mounting concerns regarding climate areas and in creating heightened interest in becoming important motivators in the short- change, environmental degradation, social trails, appreciation in landscape, and outdoor break market. National Geographic has inequalities, and loss of cultural identity. The activities that renew the mind. highlighted this trend as one of four in the UNWTO’s One Planet Vision for a Responsible Recovery of the Tourism Sector (June 2020) clearly The demand for wellness is set to rise adventure sector to watch for in 2020. voices this call with its emphasis on actions that are considerably. From an operational perspective, • Destination management and sustainability – in designed to build resilience and accelerate visitors’ concern for their own health and well- 2019 the UNWTO identified sustainability as a key sustainable consumption. being will be top of mind in all situations – and part of tourism policies in all 101 Member States every physical touch point with visitors will have surveyed, with over half the States referring to it “As governments and the private sector are now to be responsive to new health and safety extensively. In 2018 the word ‘overtourism’ embarking on a path for recovery, there is no better protocols and directives, or adapt through the became one of the Oxford Dictionary’s ‘Words of timing for placing future generations at the centre use of new technologies. the Year’ resulting in the concept of responsible of the action. This implies long-term and holistic thinking with regards to the challenges of our world However, beyond these measures which will travel hitting mainstream media. New debates and and thus connects with the need to transition to a become the new norm, a deeper shift toward rigorous discussions are drawing attention to the more sustainable tourism model based on social wellness is anticipated. Everyone has faced need for better destination management and new inclusion and the restoration and protection of the varying degrees of isolation, and many have had approaches to finding balance and greater environment. Our health and wellbeing depend on time to reflect on pre-Covid-19 lifestyles and distribution of tourism benefits. it.” values. The likelihood of a pent-up desire to “The trendline is crystal clear: Destinations that are The recovery phase should be about much more breathe deeply in the outdoors and to re- to remain competitive and attractive to visitors for engage in the fullness of life again, and to than simply trying to regain the position of 2019. It years to come will have to start protecting their pursue health and well-being can be expected will need to be forward-looking with a commitment communities and cultural capital now. This shift in to stimulate new interest in this niche sector. to more fully integrate innovative and sustainable approach requires reimagining the way that business models and practices into the process of o Adventure travel and microadventures – as the destination marketing and management intersect – adaptation. market in adventure travel continues to expand, as well as incorporating the concerns of local “This crisis has highlighted both the fragility of the it has shown a shift away from activity stakeholders into the tourism boards’ strategic natural environment and the need to protect it, as associated with risk towards learning, fulfilment planning.” (SKIFT Megatrends 2020) and being in a natural environment12. well as the intersections of tourism economics, society and the environment like nothing before in 11 Skift, January 2019, Megatrends defining travel in 2019 history. It represents an opportunity to …. build 12 North American Adventure Travelers: Seeking Personal back better tourism.” Growth, New Destinations, and Immersive Culture, 2017.

COUNTY CLARE TOURISM STRATEGY 2030 21 COUNTY CLARE – THE DESTINATION County Clare has an exceptionally rich and diverse From a cultural perspective, this landscape and its natural and cultural heritage that has the potential to ecosystems have shaped the story of Clare over the County Clare was named by Frommer’s as one of give it a strong comparative advantage. The diversity of millennia and the visitor experience is as much about the world’s Best Places to Go in 2018. “The landscapes is striking and the asset base for activity cultural heritage as it is the natural heritage. The rugged western coast of Ireland isn’t just one of and nature-based tourism is considerable. The county geography of the county has given rise to a long history the best places to go in the world; it’s among the is almost entirely surrounded by coastal, estuarine and of independence and has played a key role in the best in the galaxy. You don’t have to look hard fresh water systems giving the region a distinctive evolution of its cultural heritage and its rich traditions of to find IMAX-worthy scenery at this wild-watery ‘island-like’ geography that has in turn influenced its music and the arts. Ireland’s earliest evidence of human spot…”. cultural heritage over the centuries. occupation can be found in Clare dating back to the Palaeolithic period around 10,500 BC, and the imprint of The combination and interplay of land and water are life down though the ages is scattered across the entire “Less than an hour’s drive south of is the enhanced through iconic natural landmarks associated county. The Office of Public Works (OPW) has mapped Burren in County Clare, a crazy-paving, karst- with the world-renowned Cliffs of Moher, the equally over 7,500 recorded monuments, one of the highest limestone landscape that changes colour from dramatic coastline of , and the water-carved densities in the country; and the visitors have a shell pink to silvery grey, depending on the clouds Burren plateau, regarded as one of the finest and most fascination for many of these sites from the County’s that roll overhead. Foragers, cheesemakers, extensive karstic terrains in Europe. Ireland’s longest famous dolmen at Poulnabrone to the wide range of brewers and fish-smokers form a network that river, the River Shannon, traverses along the east side of monastic sites, castles and forts – and for the rich makes a big deal about small batch. Combining Clare, passing through the country’s second largest lake, tapestry of stories that relate to these sites. The city and country, this is one of the most exciting Lough Derg, before entering the Shannon Estuary – medieval townscape of Ennis, the ecclesiastical places in Ireland for the food-obsessed right Ireland’s largest estuarine waterway. The associated settlements of Killaloe and Quin, the Victorian resorts of now.” (Condé Nast Traveller, July 2019) ecosystems and the biodiversity of the county are and Lisdoonvara, and the patchwork of today’s equally striking and are intricately linked with the value farmed landscape and rural villages appeal to a wide of the county’s tourism assets. The visitor has a wide spectrum of visitors. The rhythm and flavour of range of opportunities to explore the diverse contemporary culture experienced in the pubs, towns waterways, coastlines, woodlands, and caves that the and countryside, combined with Clare’s global area has to offer, and to enjoy geological heritage that recognition for traditional music, dance, storytelling and has international recognition in the Burren and Cliffs of the arts, are becoming increasingly regarded as key Moher UNESCO Global Geopark. attractors for visitors staying in the county.

COUNTY CLARE TOURISM STRATEGY 2030 22 STRENGTHS The strengths of Clare as a destination are extensive: o 20% of Clare is designated for conservation with 47 Natura 2000 sites, including 37 Special Areas of • Iconic and diverse landscapes that include: Strengths are generally encapsulated in a brand Conservation, 10 Special Protection Areas, and 14 and in the positioning of a destination. The pre- o The world renowned Cliffs of Moher and flagship Natural Heritage Areas, in addition to the Burren existing Clare Tourism Brand book highlights natural attraction with 1.6 million visitors in 2018. National Park. many of the existing strengths: o The Burren – internationally unique karst o 14% woodland cover, including ancient native “Discover the soul of Ireland by visiting Co. Clare landscape and international recognition through woodlands and wet woodlands. UNESCO Global Geopark designation for the in the heart of the west coast. You’ll find a o 34 wetland types with wetlands accounting for at Burren, in addition to its current listing on the warmth and depth that will touch your heart and least 7% of Clare. World Heritage Site Tentative list of Ireland. invigorate your soul. With the Cliffs of Moher and o The Burren National Park. • Strong resource base for outdoor adventure and a the striking Burren landscape, Co. Clare has an spectrum of land and water-based activities that includes o exciting array of outdoor activities, summer Loop Head – a peninsula of panoramic cliffs, four National Waymarked Trails and cycle routes. festivals and events to keep any visitor happy. solitude, and a diverse range of experiences, Come for the music, take in the scenery, enjoy the including the historic Loop Head Lighthouse. • Global recognition for golf and renowned success in hosting international tournaments. food, breathe the fresh air and feel alive!“ o Nine international Blue Flag beaches. • Rich cultural heritage assets that tie the county back to o Lough Derg with its 80 km waterway corridor the beginning of human history in Ireland (including which was designated as a Blueway in March 2018. assets on the UNESCO World Heritage Site Tentative o The final stretch of the River Shannon. serial lists): o Estuarine waterways. o Earliest evidence of human occupation in Ireland; o Coastal and inland water-way islands. numerous tombs from the Neolithic age including the famous dolmen at Poulnabrone. • Biodiversity that is of international significance o offering exceptional assets for ecotourism: 7,500 known archaeological sites. o o The flora and fauna of the Burren (Mullaghmore, Strong imprint of Christianity on the landscape with for example, is one of the richest butterfly sites in an array of early monastic sites from St Senan’s Ireland). founding church on Scattery Island to St Caimin in Inis Cealtra on Lough Derg, and St Tola at Dysert o Outstanding birdlife – The Cliffs are a breeding site O’Dea. The monastic heritage includes impressive for 30,000 seabirds; the Shannon and Fergus legacies of later European monastic orders across the estuaries provide wintering for over 70,000 birds in county. the mudflats, sandflats and salt marshes; and over o 500,000 migrating birds can be seen migrating Significant history and presence on the ground of the south across Loop Head from northern countries. Gaelic Clare clans, with the most prominent personality being Brian Ború who became the last o Ireland’s only resident bottle-nosed dolphins in the High King of Ireland from his base in Killaloe before local waters. the Norman invasion.

COUNTY CLARE TOURISM STRATEGY 2030 23 o Clare has a large number of castles and towers monasteries; from traditional and contemporary • Excellent transport connections to County Clare: across the landscape. The flagship castle and music, song and poetry to matchmaking and o Shannon Airport – which served 1.72 million related cultural heritage experience is Bunratty Father Ted; and from Victorian spa and wellness passengers in 2019, with US Immigration Castle & Folk Park – a 26-acre themed to modern day water-based activity areas. Clearance and multiple direct flights to Europe showcase of the region’s folk heritage visited by • An interesting industrial heritage relating to and the United States of America; 405,000 in 2019 – under the management of Ardnacrusha and Moneypoint Power Generating o The motorway connections via the M4/M6 and Shannon Heritage. Station, and the older rural industrial heritage in the M18; o County Clare – ‘The Banner County’ and its rich East Clare (lime kilns, iron works, and cottage o The rail service to Ennis; association with long standing traditions industries). relating to the carrying of banners – from times o The Shannon Estuary – Ireland’s premier deep- of battle to times of trade. • A vibrant contemporary culture that has strong water port. ties to the past and plays a key role in animating • Towns and villages that are steeped in their the County’s heritage and traditions. • Strong local tourism networks and community historic origins. They offer visitors an opportunity groups that champion the sustainable development o Clare is unofficially recognised as the global to explore the stories of Clare, experience and promotion of tourism. home of traditional music with an annual contemporary culture, enjoy the county’s long calendar of music festivals and traditional music • A broad cross-section of businesses and operators tradition of hospitality, and engage in the 150+ sessions offered in many of the pubs with 42% optimistic of growth and only 14% festivals and events that are hosted annually in the throughout the year. The county played host to concerned with the possibility of decline in the communities. 14 Fleadh Cheoil na hEireann in 2016 and 2017. short-term . o Ennis – the county town13 – a medieval o The landscape has inspired numerous writers • A proactive Council that has clearly highlighted the settlement (designated as an Architectural and artists through time and the county hosts a importance of tourism as a cornerstone of the Conservation Area) that has retained much of range of writers, book club, artists, and drama County’s economy and identity, and is proactively its early personality including its lanes and bow- festivals. working to strengthen the sector. ways, and is well positioned to act as a gateway to the entire county. o Local food is gaining prominence and is a • Current and planned investment in tourism reflection of place and local culture. o A range of coastal towns and villages – from product – including The Cliffs, Bunratty Castle & fishing villages to Victorian sea-side resorts; o The Gaelic Athletic Association traces its roots Folk Park, and the €6.8 million secured by the from eighteenth century planned settlements to to Clare. Hurling and uilleann piping – Ireland’s Council under the Rural Regeneration and sites of ancient castles; and from villages two UNESCO designated examples of intangible Development Fund for a range of projects including associated with extensive sandy beaches to cultural heritage have a marked presence in , Inis Cealtra Island, Vandeleur Estate, Loop towns that are capitalising on contemporary Clare. Head, and . sea-based adventure. • Clare’s location in relation to the Wild Atlantic Way o Inland towns and villages with equally eclectic and Ireland’s Hidden Heartlands. 13 Ennis is identified as a Key Town in the Regional Spatial and characteristics and rich cultural heritage • Clare’s location between two large catchment Economic Strategy framework for development. associations from prehistoric tombs to areas – City and Galway City. 14 Industry survey completed in 2019 as part of the strategic planning process.

COUNTY CLARE TOURISM STRATEGY 2030 24 STRATEGIC CHALLENGES • Tourism performance – while the county commands However, a series of challenges and concerns arise a strong position in terms of attracting international from this shift in market dynamics – namely: Identifying a strategic direction that will enhance visitors (5th ranking in 2017), the market share of o Traffic issues within the hinterland of The Cliffs. competitiveness in a sustainable manner expenditure is considerably less. In 2018 Clare In the survey of industry stakeholders, 20% requires a critical look at what is constraining welcomed 8% of all overseas tourists who came to highlighted traffic management and congestion growth or what is undermining sustainability. Ireland, but only benefitted from 3% of the overseas issues and 17% referred to concerns arising from The county is well endowed with assets that tourism revenues. The return on domestic trips, on the current demand – including its low value. have the capacity to provide a solid base for the other hand, is much healthier with the county The growth in coaches is of particular concern differentiating the destination, attracting aligned attracting 5% of all such trips in 2018 and 5% of the within the Burren given the impact of traffic on markets and providing the basis for rural domestic spend. the aesthetics of this unique landscape and the diversification and economic growth. However, A key factor in the lower return on the overseas visitor experience. In addition, travel for local understanding systemic challenges and visitor has been the significant increase in day-trip residents can be impacted at times. vulnerabilities and determining ways of coach tourism from out-of-county – primarily o A loss of overnight revenue particularly to addressing these issues are steps that are equally Dublin, Limerick and Galway. Much of this day-trip Dublin, as overnight visitation increasingly important to leveraging strengths, and are market is attracted to the Cliffs of Moher where originates in Dublin and other key hubs outside of generally part of the same process. growth in visitation has far out-paced overall tourism the county. In the middle of a difficulty lies opportunity. related trends in Ireland. While total visitation in o Uneven dispersal of benefits – while there are Albert Einstein Ireland grew by 36% between 2012 and 2017, the areas and businesses that are experiencing rate of increase experienced by the Cliffs of Moher considerable growth, the value of tourism in Our strength grows out of our weakness stood at 75% for the same period of time, and 60% other parts of the county is limited. Addressing Ralph Waldo Emerson of all visitors to The Cliffs now arrive on day-trip this as a key objective in a county-wide strategy buses (pre Covid-19). There are a range of factors will be essential. contributing to the accelerated pace of growth, Post Scriptum: This section reflects the 2019 including motorway developments and the o Concern regarding the underlying sustainability assessment of the industry and the destination. reduction in travel time; the growth of Dublin of the industry and the destination. The shift in Clearly, with launching this Strategy in the months International Airport as the main port of entry (at market dynamics has highlighted the need to immediately following the re-opening of the country the expanse of Shannon Airport); and the increasing look at sustainability as an integral element of to domestic travel, the most significant strategic market awareness of The Cliffs as a must-see competitiveness. challenge facing the industry in the initial years of ‘bucket-list’ destination. Efforts are being made to implementation is recovery from Covid-19. address the growing concern through new coach licensing arrangements and a more dynamic trade pricing model that is designed to increase the spend within the county and spread the demand into the shoulder periods of each day.

COUNTY CLARE TOURISM STRATEGY 2030 25 The performance of the industry is compounded by • Internal public transportation systems are limited, • The county as a destination lacks a clear identity further weaknesses that relate to the destination and coordination between existing services can be in the market place. While it benefits from The experience, the supporting infrastructure, the difficult. While Ennis provides connection to local Cliffs as an iconic landscape with other well approach to destination development, and the and regional public bus services, once outside of recognised destinations, including the Global dynamics of industry itself. These include: Ennis it can be challenging or in places impossible Geopark, Clare has a disjointed offering and is generally thought of as a series of disconnected • The loss of air routes into Shannon Airport – to move around the county without the use of a destinations. This is further accentuated by the despite its proximity and a 32% growth in personal car. The lack of public transportation fragmentation of the industry itself when looked at passengers since the Airport became independent, options in the evening has been identified as from a county perspective, with a particularly the role of the Airport as an overseas gateway to having a negative impact on local pubs and strong sense of disconnect between east Clare and the west has been steadily eroded through the restaurants, and limited rural transportation the western and northern areas. Identifying a increasing dominance of Dublin International restricts access to local trail heads for hikers. strong positioning for Clare will be important in Airport. Today Dublin accounts for 86% of all air In June 2019, a new seasonal shuttle service was determining strategic priorities for product traffic – an increase from 73% in 2005. As a result, launched to provide direct services between development and in creating a greater sense of there has been significant loss of ‘entry’ share from Ennistymon, Lahinch, Liscannor, Doolin, destination unity. four key leisure markets for the west of Ireland – and the Cliffs of Moher Visitor the USA, mainland Britain, Germany and France, Experience and Cliffs of Moher Coastal Walk, which • The county has considerable untapped potential in which in turn has led to a decline in bed-nights has assisted in addressing transportation issues in relation to its biodiversity, its fresh water assets within Clare. the north-west. and capacity for water-based activities, and its tangible and intangible cultural heritage, including A new analysis of aviation policy as a driver of • Green infrastructure that would facilitate its contemporary culture and traditional music and regional economic development in the west15, has alternative active modes of transport and distinctive medieval heritage. There are various clearly highlighted the importance of strengthening connection is largely absent and regarded as a planned initiatives and projects that are partially air access into Shannon Airport, and the need to major deficit within the county. underway, but the offering remains somewhat build strategic connectivity that would enhance disjointed. Focusing on a positioning narrative and Shannon’s role as a hub and entry point. However, • The trails system is an important potential asset creating a unifying vision for Clare as a whole will while the negative impact on regional economic and community groups and agencies have invested provide the basis for a more cohesive approach – growth and tourism can be clearly illustrated, considerable effort into establishing local trails and one that will be reflected in experience concerns are mounting regionally over Dublin networks. However, the approach to developing development, industry development, and Airport’s plans to expand services and trails has evolved in a relatively ad hoc manner, and marketing and communications. infrastructure to grow from 30 million passengers challenges relating to connectivity, maintenance, to 40 million on an annual basis. and new uses such as mountain biking need to be addressed to fully leverage existing trails as a tourism asset. 15 Copenhagen Economics, October 2019, Assessment of Aviation Policy as a Driver of Economic Development in the West and Mid West of Ireland (commissioned by Limerick Chamber, in association with the Galway Chamber, Ennis Chamber & Shannon Chamber.

COUNTY CLARE TOURISM STRATEGY 2030 26 • Weaknesses within the accommodation sector are • Gaps in community infrastructure and services o Insufficient mechanisms to facilitate county- further constraining the growth of over-night have been highlighted in various areas. The impact wide collaboration and strong leadership within visitation. Specific vulnerabilities relate to: can vary from constraining new investment in the industry. There is a sense of distrust between the public and private sector that is o Insufficient number of rooms with a star rating product development, through to negatively likely to be curtailing effective growth of of four or more – particularly when County impacting the quality of the visitor experience and partnerships. Clare is compared to its neighbouring counties the aesthetics of place. These include: or to the national average. o Lack of adequate water and wastewater o A business environment that feels hampered by the costs of doing business, and is facing issues o Quality issues with a number of the existing facilities in a number of rural towns and villages. relating to internal capacity, ability to access three and lower starred properties, and a sense o Inadequate public toilets, street lighting, and retain suitably trained staff, and the of tired infrastructure creating a mis-match signage, parking and litter facilities in areas. diminishing availability of volunteers. between the experience and visitors’ o Broadband and connectivity issues with the • Seasonality is a pronounced vulnerability and expectations. county lagging in 18th position in terms of compounds many of these weaknesses. o Areas with insufficient hotel rooms and lack of access16. Currently 55% of premises across adequate stock for the short stay market, which County Clare cannot access high speed The impact of these strategic challenges is is further compounded by vacant and/or closed broadband as a result of a lack of accentuated by growing competition that Clare faces hotels where rooms are required. telecommunications infrastructure, particularly from other destinations both within Ireland and 17 o Lack of adequate camping and caravan/RV in the west of the county . This will further overseas. As destinations elsewhere become sites and a need for quality infrastructure for curtail small and medium sized enterprises’ increasingly strategic in their approach to product this market. (SMEs’) use of new technologies in promoting development, marketing and management, the and delivering experiences – an issue that is importance of a clear strategy becomes more critical. o A need for additional higher-rated rooms in further compounded through lack of knowledge In addition to these strategic challenges, there are Ennis and consistent quality, together with and capacity to utilise services that do exist. quality self-catering apartments to meet the global uncertainties that are contributing to the needs of the ‘bleisure’ market – the combined o Access to visitor information services at points vulnerability of the industry. The potential impact of a business-leisure sector. of entry to Clare and within many rural global pandemic health scare (now realised in Covid- settlements. 19); the fear of a slowing down or recession in the o Growing issues with the widespread increase global economy, with the US and German markets in AirBnB – while this can fill a gap, there are • The readiness of the industry to develop and already showing traits of a tightening market; together concerns relating to inconsistencies in the deliver compelling experiences and to work with the impact of Brexit provide a degree of quality of the experience, and to the reduction collaboratively towards building a competitive and uncertainty that can reduce levels of confidence. of local housing (in certain areas) arising from resilient destination faces vulnerabilities relating to: Working to mitigate all of these challenges lies at the the shift in use. core of this Strategy.

16 Ibec, October 2018, Local Economic Indicators 2018. 17 Clare County Council, 2018, Clare Digital Strategy 2023

COUNTY CLARE TOURISM STRATEGY 2030 27 3. Strategy Overview

VISION 2030 OUR PROMISE To deliver experiences that leave our guests feeling CLARE is a globally renowned sustainable and vibrant VIBRANT

destination, recognised for its compelling array of adventure OUR GOALS activities and its remarkable experiences portraying our rich To work collaboratively: 1. To deliver compelling quality experiences that culture-scape of age-old spirituality, power and influence; our reflect and leverage our unique identity. 2. To be globally recognised as a sustainable contemporary vitality arising from our deep-rooted traditions in destination. music, sport and innovation; our dynamic rural towns and villages 3. To create a smart destination that reflects our strong commitment to sustainability, connectivity, where our hospitality excels – all set within our stunning innovation and new approaches to doing business. 4. To be regarded as ‘the gateway to the west’. backdrop of unique and varied living landscapes. 5. To spread the benefits of tourism across the county and throughout the seasons in a way that enriches our communities while maintaining our distinctive Dílis d’ár nOidhreacht identity and the integrity of our landscapes.

COUNTY CLARE TOURISM STRATEGY 2030 28 DEFINING OUR NARRATIVE DISCOVER CLARE – FEEL VIBRANT What is distinctive about Clare? That question in a land that pulsates with the heartbeat of ancient stones reveals a multiplicity of identities, a diversity of landscapes, a depth of history, and an This is a county where the diversity of landscapes sculpted by wind, water and ice independence of spirit that is difficult to find anywhere else in Ireland. Equally, it highlights offers intrigue, adventure, family fun, and a sense of well-being; and where the the complexity of positioning the county. The serenity of the islands, waterways, coast and countryside have instilled a sense of underlying strength of its diversity can give rise spirituality through the centuries and continue to bring tranquility to one’s inner to issues in communicating what it has to offer to visitors. ‘Something of everything’ can get lost in being. the mix and noise of the marketplace. This is a county where the peoples of the past have left their hallmarks for Key to building a strong and dynamic destination, millennia; and where the intangible presence of life in the epicentre of Ireland’s is the development of a narrative that simplifies what Clare has to offer – in the minds of the medieval political system still lingers in our castles and towers. visitor, the trade and the industry itself. This is a county where our passion for life has long been expressed through our What is distinctive about Clare? It offers the innovative talents and music – a passion that is inspired by the energy of our opportunity to FEEL VIBRANT in a land that pulsates with the heartbeat of ancient stones. waves, the grandeur of our cliffs and the fertility of our rocks. This is a county that is firmly committed to maintaining the integrity and

“The way you look at things is the most powerful authenticity of everything that makes Clare a special place to visit – our force in shaping your life.” landscapes, our distinctive heritage, and our everyday way-of-life and traditions. John O'Donohue, Anam Cara Offering the opportunity to feel vibrant in a land that pulsates with the heartbeat of ancient stones is rooted in the experiential. We need to make our experiences ‘pulsate’ with life. We need to bring the story of Clare to the forefront to help our visitors understand what is truly distinctive about our county, its landscapes, its people today, and its rich past. We want our visitors to emotionally connect with a place that is special to all of us, and we want them to feel enriched and to leave with a deep appreciation of Clare and an understanding of our passion to keep it special. If we are successful at doing this, their memories will help inspire return visits and like-minded visitors to follow in their foot-steps. Four experiential themes encapsulate what we can do best to make Clare stand out in our markets, and to deliver on our promise.

COUNTY CLARE TOURISM STRATEGY 2030 29 DISCOVER CLARE – FEEL VIBRANT in a land that pulsates with the heartbeat of ancient stones

Experience our Explore our Pursue our Celebrate our HOLISTIC LANDSCAPES HIGH TOWERS AND HIGH POWERS ADVENTURE AND FAMILY FUN CREATIVE VITALITY The connectedness of our diverse This is a culture-scape of With such diverse geography, our A sense of vitality can be found in landscapes is intriguing and the remarkable spirituality, power and county offers a paradise for our villages and market towns, and variety provides a truly distinctive influence. Our prehistoric tombs adventure – from surfing epic waves in our festivals and our everyday quality to County Clare. Its and ancient dolmens take us back to to kayaking inland waterways; from lives. It is captured in the colourful aesthetic appeal is therapeutic and the beginning of human activity in cycling backroads and by-ways to banners, it is celebrated in our inspires well-being. Whether it is Ireland. But… perhaps it is the rich hiking trails that criss-cross the traditional music, it is expressed in the grandeur of our majestic cliffs legacy of the medieval era that county; from caving to climbing in our poetry, song, craft and sport, and our dramatic karst terrain or really has the capacity to fascinate unique karst terrain; and from and it can be savoured in our local the serenity of our rolling drumlins and to provide the basis for premier golfing to remarkable food. This vitality embraces both and farmscapes, or whether it is the experiences that unpack the stories fishing – all in settings that attract our innovation and our commitment ecological diversity of our estuaries and intricacies of an ecclesiastical enthusiasts from across the world. to tradition – from our stories of and beauty of our waterways or the landscape that is virtually unrivaled. The extensive and varied coastline pioneering the electrification of the tranquility of our woodlands and One where kings and monks rubbed with its array of International Blue entire country to celebrating the the open expanses of our beaches – shoulders, where heavenly and Flag beaches; the growing network ancient autumnal tradition of our geography, geology and ecology earthly powers seemed intertwined, of way-marked trail systems; and Winterage in the Burren – and the inherent beauty resonates and where Ireland’s last High King the wide range of estuary and innovation and tradition co-exist. with everyone. This distinctiveness adds an indelible signature to the inland recreational waterscapes give This vitality and our appreciation for is recognised in our international story of Clare. Whether through Clare the resource base to become what makes Clare so special, UNESCO Global Geopark, in our banquets, pilgrimages, retreats, or a hub for adventure, adrenalin and underpins our commitment to national park, and in our range of guided tours, this land of medieval family fun on land and water. making sure that everything we other landscape and ecosystem legend with its castles, towers and have to offer our visitors today will designations – and provides the abbeys, continues to intrigue and be here tomorrow. backdrop for a wide spectrum of inspire visitors and locals alike. geotourism experiences.

COUNTY CLARE TOURISM STRATEGY 2030 30 OUR FUNDAMENTALS FOR SUCCESS OUR ASPIRATIONS18 Our fundamentals for success are a series of guiding principles that not only underlie this strategy, but will This is a road-map for the entire industry – To develop tourism and manage the destination in a way shape its ongoing implementation and our approach to businesses, the public sector, agencies and that will developing Clare as a destination. They are a communities. It is based on a vision of a • “Be sustainable / green / ethical” commitment to: becoming a leading sustainable destination – one • “Protect our assets and preserve the quality of the 1. WORKING COLLABORATIVELY – recognising that where the concept of ‘smart’ lies at the core, and environment” working towards a shared vision and common the aspirations of the industry and communities • “Maintain our sense of place and charm” direction will create new levels of synergy and drive the strategic direction. momentum, and will accelerate progress toward • “Be balanced and create harmony” It is designed to provide a new paradigm for being a smart destination. • “Reduce seasonality” doing businesses, for shaping ongoing planning 2. ELEVATING THE PRINCIPLES OF SUSTAINABILITY – discussions, for developing infrastructure and for • “Revitalise our rural areas and enhance the vibrancy to ensure that how we generate wealth from our marketing. It aims to differentiate Clare – its of our towns, villages, and cottage industries” visitors does not compromise the future of our experience on offer and the way the industry • “Create greater economic benefits – spread across destination or the well-being of our communities, works together to achieve progress. the county” and that we develop tourism in a way that • “Deliver the top in themed areas such as adventure promotes social and cultural return. It is a bold commitment. These and activities, food, music, heritage, sport” 3. STRENGTHENING LOCAL ASPIRATIONS – to enable fundamentals are reflected in our goals and in • “Aim for quality over quantity” all parts of the county share in the benefits of the strategic directions outlined in this strategy. tourism and to highlight the distinctiveness of our • “Focus on well-being and ‘slow’ tourism” They will shape our process of decision making in range of communities to our visitors. the coming ten-year period and will keep us • “Facilitate appropriate development of select focused on our aspirations for tourism and our attractions of scale that can handle high levels of 4. ADDING VALUE TO THE OFFER – through building vision for Clare. visitation in a sustainable way” a strong narrative and delivering immersive experiences that truly allow our visitors to • “Provide transport connectivity within the county” emotionally connect with our county and leave • “Enhance air access and position Clare as a gateway feeling revitalised. county” 5. PURSUING INNOVATION AND CONNECTIVITY in all • “Unify the county and develop joined-up aspects of destination development and tourism propositions” management to enable us to fully embrace our • “Ensure that we are future-proofed” potential. • “Facilitate collaboration – working together, cross- selling” • “Accelerate the development or improvement of supporting infrastructure – accommodation, sewage facilities, broadband” 18 Quotations from 2019 planning workshop participants

COUNTY CLARE TOURISM STRATEGY 2030 31 UNDERSTANDING OUR GROWTH MARKETS CULTURALLY CURIOUS SOCIAL ENERGISERS Considerable research has been carried out by Key words – curiosity, authenticity, immersion in local Key words – excitement, energy, spontaneous, social, Fáilte Ireland on the markets offering the best culture, off the beaten track, quality of experience, well- adventure, fun. prospects for the west of Ireland. The three being. Focus – influenced by the travel stories and overseas target markets – the Culturally Curious, Focus – they want to relax, enjoy and explore the experiences of others they meet; seek to experience a the Great Escapers and the Social Energisers – natural environment and experience the real Ireland by lot and do a lot; look for easy access; seek different local together with the domestic segment, Connected being active in a scenic landscape. They want to go foods and post food images; live for today. Families, are the segments with the greatest home feeling they really explored a place and feeling Who are they – early adopters and trend setters; don’t propensity to visit Clare and to stay overnight. good about themselves socially, physically, mentally and want to miss out; frequent users of digital technology Understanding who these visitors are – their spiritually. and social media; travellers rather than tourists; travel expectations, preferences, and what influences Who are they – ‘Explorers’ rather than ‘tourists’ – well in groups or couples. their trip planning behaviour – is just as travelled and want to discover the hidden stories and CONNECTED FAMILIES 23% domestic market important in terms of experience and destination get under the skin of a destination; socially responsible, development as it is in relation to marketing. environmentally conscious and health conscious; Key words – variety, feel special, happy children. Targeting these markets will provide strong independent sightseers who rarely travel in a family Focus – grow as a family, quality time, creating alignment with Tourism Ireland and Fáilte Ireland group. memories; very focused on planning and finding marketing activities and programmes. everything to do; love to see the children enjoying GREAT ESCAPERS simple things; like to stay in hotels or self catering; In the immediate Covid-19 recovery phase, the share photos with friends and family on social networks. domestic market will be critical to re-starting the Key words – slow travel, relaxation rebalancing, escape, industry. connecting with loved ones, memory-makers. Who are they – families with young children (generally Focus – Connected with nature/scenic landscapes and under 10); book well in advance; meticulous planners; enjoy experiencing and watching the changing most likely to travel in July and August. landscape as it can offer the respite they need from NICHE MARKETS everyday life. Look for good value, quality local accommodation from B&Bs to self-catering, and local In addition to the three overseas segments and the key food. Enjoy interacting with local people as a means of domestic segment, there are a number of significant understanding the living culture and hearing their niche markets: stories through music, food and dance. • Golf – higher end • Wellness Who are they – off season travellers; independent; very • price and value conscious; look for personal and trusted Geo/ecotourism recommendations before purchasing; often travel as • Adventure sports couples. • Diaspora – a highly important segment in the initial recovery of overseas tourism post Covid-19 • Business Size of flag is proportional to the size of the potential market • New Shannon air routes as they open up

COUNTY CLARE TOURISM STRATEGY 2030 32 STRATEGY FRAMEWORK

OUR VISION CLARE is a globally renowned sustainable and vibrant destination, recognised for its compelling array of remarkable …experiences … within our stunning backdrop of unique … landscapes.

OUR DESTINATION EXPERIENCES: Discover Clare – Feel Vibrant Experience our Explore our Pursue our Celebrate our HOLISTIC HIGH TOWERS and HIGH ADVENTURE and CREATIVE LANDSCAPES POWERS FAMILY FUN VITALITY

OUR FUNDAMENTALS FOR SUCCESS ELEVATING THE PURSUING WORKING STRENGTHENING ADDING VALUE PRINCIPLES OF INNOVATION & COLLABORATIVELY LOCAL ASPIRATIONS TO THE OFFER SUSTAINABILITY CONNECTIVITY

OUR STRATEGIC DIRECTIONS Strengthen Enhance Supporting Improve Build Vibrant Create Leadership and Infrastructure and Connectivity Experiences Awareness Collaboration Knowledge

OUR PARTNERSHIP APPROACH

Businesses and CLARE COUNTY Local and Regional National Strategic Communities Business Associations COUNCIL Strategic Partners Partners

COUNTY CLARE TOURISM STRATEGY 2030 33 4. Our Strategic Directions A. STRENGTHEN LEADERSHIP Addressing the current fragmentation and creating In addition to these local groups, there is a diverse leadership that will inspire a greater level of range of regional and national agencies and AND COLLABORATION collaboration and partnership between the public and organisations that are influential in shaping the product private sectors, and between traditional tourism offering and the messaging. Key players such as Fáilte We aspire to a joined-up approach where interests and non-traditional interests, will be Ireland, Waterways Ireland, Clare Local Development we work together toward a common imperative to facilitating growth. Providing Company, Shannon Heritage, Coillte, the National Parks vision. We recognise that the community opportunities for cross-sectoral and cross-community and Wildlife Service and the Office of Public Works are discussions, and establishing mechanisms that will allow all examples of stakeholders that are involved in the of tourism interests across the county is for well-informed decision-making and strategic delivery of tourism. diverse, and strategic steps need to be oversight of the implementation of this strategy will be At county level, the County Council’s role in tourism taken to enable a collaborative approach essential to its success. that will draw from our collective was enhanced through the Government’s policy on Strong governance is seen as a hallmark of ‘smart’ local government (Putting People First: An Action strengths. Through this strengthened tourism. If tourism is to benefit the wider community Programme for Effective Local Government, 2012) and leadership and collaboration, we will and economy, it requires a co-constitutive relationship – the 2015 national Tourism Policy Statement. Through ensure that our ‘fundamentals for success’ one that acknowledges and embraces the plurality of the latter, local authorities have been directed to act as are at the fore-front of our combined stakeholders. Today’s approach to tourism has to be the major conduit and activation partner between efforts to build a sustainable and comprehensive and cross-cutting – it has to recognise agencies and local communities, and to collaborate competitive destination and industry. the larger ecosystem that is now involved. Strong with Fáilte Ireland and government agencies in the governance requires dialogue and collaboration to development of tourism and in harnessing and maximise opportunities and to ensure tourism is moving leveraging funding. This positions Clare County Council in the direction that aligns with local aspirations. It as the primary developer of public tourism needs to be characterised by transparency, infrastructure and as a key enabler. The County has accountability, and a commitment to stakeholder taken on this role and, recognising the importance of involvement. tourism to Clare, has positioned it firmly as a driver for The county has a number of local networks that play an rural diversification and economic development. New important role in developing and promoting tourism. public sector resources have been assigned to its Examples include the Ennis Chamber of development and internal restructuring now gives Commerce/Promote Ennis, the Shannon Chamber, Loop tourism a presence within the executive level of Head Tourism, Tourism East Clare, the Burren management. As opportunities to develop the county’s Ecotourism Network, and community groups such as assets have grown through successful funding Doolin Tourism, Ennistymon Tourism and Lisdoonvarna initiatives, internal efforts are being made to work Tourism. more cohesively as a team.

COUNTY CLARE TOURISM STRATEGY 2030 35 Attempts have also been made to establish a regional The purpose of the Forum is to maintain a current and the Strategy. Placing sustainability at the core means structure that would encourage a collaborative informed dialogue on tourism, strengthen links embedding the ethos of responsible tourism in all approach to tourism promotion and the development between stakeholder groups, and provide advice and tourism planning and development activities, and of the industry. Clare Tourism was set up to take a guidance to Council on issues, and potential developing new mechanisms and policies to highlight lead in marketing with a steering group that consists of programmes and policies that will affect tourism in a this commitment. geographical and County Council representatives. Its way that encourages a greater degree of co-design in • Establish a formalised county-wide commitment to activities are now carried out by Clare County Council policy making. In addition, the Forum should seek to the principles of sustainability. and focus on providing a digital platform for the support the identification and application of best The county already has exemplary practices in areas, county’s tourism offering. With the structure’s practices, both from the activities of local groups and such as the Burren and Cliffs of Moher Geopark marketing focus, it does not play an active role in from elsewhere, to ensure that the development of Code of Practice for Sustainable Tourism and Loop destination management, although it provides an tourism in Clare benefits from the insights of known Head Tourism’s commitment to the principles of annual opportunity for networking. success and current thinking. This county-wide focus responsible tourism. This type of commitment will play an important role in creating a stronger sense As a result, there is a vacuum in governance and needs to be extended to the whole county through of cohesion within the industry as a whole. discussion at county level. This accentuates the formal recognition of the principles of responsible perceived fragmentation between stakeholders in When relevant, the Forum should work with Clare tourism by local government, and the development different areas of Clare and any disquiet regarding County Council to establish working groups for the of mechanisms to support this recognition and to issues of trust and transparency between purpose of looking at specific issues. measure their impact. stakeholders. While the Public Participation Network Initial steps to be taken: offers potential to influence policy, what is needed is a Initial steps to be taken: much stronger structure that is solely focused on the • Disband the existing Clare Tourism structure and o Establish a working group to review existing work dynamics of tourism and the issues that impact its establish the new Tourism Advisory Forum. undertaken by the Global Geopark and related sustainability initiatives within the county, competitiveness. • Appoint a chairperson from industry, with the together with best practices from elsewhere. County Council adopting the secretariat role. o On the basis of the findings, develop a preferred STRATEGIC PRIORITIES: • Develop terms of reference for the Forum. approach to establishing a formalised 1. Establish a county-wide Tourism Advisory Forum commitment to advancing the principles of to strengthen governance and act as an advisory 2. Work towards positioning Clare as a destination sustainability across the entire county. group for Clare County Council and a spokes- to be recognised nationally and internationally group for tourism. o Review the United Nations Sustainable for its commitment to responsible tourism and Development Goals to ensure alignment and to This Forum will bring together representatives from sustainability. identify practical ways of advancing these goals communities, existing tourism groups, industry, key The importance of operationalising principles of through tourism. Work towards developing a set agencies and will include Council tourism staff and an sustainability and ensuring that these principles are of indicators that would measure progress elected representative to work as a unified body. The foundational to ongoing priorities relating to against these Goals. Forum will provide advice on issues and opportunities destination and industry development were repeated facing the industry in Clare and will have an oversight o Develop a stakeholder education/ themes in the consultations for the development of role on the implementation of this Strategy. communications programme to support wider engagement in this initiative.

COUNTY CLARE TOURISM STRATEGY 2030 36 o Encourage local discussion on the implications of CASE-STUDY / GOOD PRACTICE a formalised commitment, and assist in Thompson Okanagan Region, British Columbia, Canada providing structured opportunities for communities to consider the most sustainable A region’s journey toward sustainable tourism: way of advancing the development of tourism • 2012 – ten-year tourism strategy recommending developing and adopting a ‘charter of sustainability’. and balancing local priorities. • Initiated partnership-based efforts to assist local businesses and organisations understand and implement • Pursue the potential of Ennis becoming Ireland’s green tourism. first ‘Climate Adaptive Town’ as outlined in Ennis • 2017 – first destination in the Americas to earn the Biosphere Certification through the international 2040, and explore opportunities to leverage this Responsible Tourism Institute. The certification is aligned with the United Nation’s 17 Sustainable beyond the town to the wider county. Development Goals and involved the region providing documented evidence against 137 indicators. • Explore opportunities for global recognition as a • The Biosphere Adhesion Programme allows tourism stakeholders within the region to be recognised and sustainable destination through a certification involved in the sustainability initiatives and deepens the overall commitment. programme that will strengthen the commitment • Establishment of the Thompson Okanagan Biosphere Interdepartmental Committee with representatives and elevate its status nationally and internationally. from local and provincial governments, the regional health authority, electricity and water suppliers, educational institutions, Indigenous organisations, women’s agencies, agriculture, and tourism champions. 3. Develop new and strengthen existing approaches to generating integrated and cross-sectoral • 2018-19 – global recognition of the region’s achievements through an array of accolades that have included partnerships in tourism locally and regionally. the World Travel & Tourism Council ‘Tourism for Tomorrow’ Destination Award and the World Travel Awards 2018 – World’s Responsible Tourism Award. Tourism has the potential to impact or be impacted by other economic sectors and land uses. A more • 2020 – introduced the Regional Pledge – the Seven Affirmations for Seven Generations – guidelines for structured approach to co-developing management sustainable tourism based on Indigenous philosophy. This has been developed first and foremost for the and development strategies will result in a stronger consumer, then for industry, and finally as a showcase for the resident to see what the industry stands for. sense of alignment between local sector interests. • Continue to support and strengthen the Burren and Cliffs of Moher UNESCO Global Geopark as a model that has the potential to promote cross-community and cross-sectoral discussions in relation to the designated area. o Focus particularly on maintaining strong engagement with the farming community and the conservation sector, and promote successful engagement practices that are transferable to elsewhere in the county. • Implement tools for cross-sectoral discussions across the county as tourism discussions arise.

COUNTY CLARE TOURISM STRATEGY 2030 37 CASE-STUDY / GOOD PRACTICE 4. Continue to strengthen and support Clare County Tourism impacts and is impacted by a broad range of Council in its internal resources and capacity to activities that cross-cut local government. Internal Barcelona Declaration of Tourism and Cultural develop and promote tourism. processes need to be established to review critical Heritage: “Better Places to Live, Better Places to touch points on tourism between departments to Visit” October 2018 This will include further restructuring of roles and responsibilities within the new tourism department. maximise opportunities to influence decision making in This Declaration was launched to improve the Initial steps to be taken: relation to potential tourism interests. Regular cross- sustainability and competitiveness of the social and department dialogue will be important in cultural impacts of tourism in Europe. It assumes a • Reassess internal resources giving consideration to strengthening the linkages between tourism policy and collective commitment of tourism stakeholders to the following: other areas of socio-cultural and economic policy, the UNWTO Sustainable Development Goals and o The need to provide ongoing stakeholder including land-use planning, urban renewal, heritage, calls for the implementation of five principles: ‘education’ on how to utilise the Strategy in digital connectivity and transportation. • Smart and inclusive governance “what is good developing new and innovative experiences and for residents is good for visitors” – highlighting the importance of moving away from more the importance of community empowerment conventional models of ‘product’ development. and participation within the broader mix of This will involve strengthening internal stakeholder involvement. resources to work with industry in building capacity and developing market-ready themed • Adding value to the sense of place – experiences, supporting business clusters and recognising that cultural heritage is strongly assisting communities in facilitating community- rooted in the local community. led tourism projects. • Using a holistic vision for marketing and o The need to appoint a marketing specialist with preservation – emphasising value over volume expertise in digital marketing. This specialist and considering corporate social responsibility. will have responsibility for leading the • Balancing place, people and business – marketing and communications associated with understanding carrying capacity and agreeing external marketing and ‘internal’ industry on appropriate indicators to better manage communications, including the development of smart and sustainable destinations. the web-based communications for related • Connecting people to people – building activities. authentic experiences and positioning tourism • Develop structured mechanisms for cross- as a ‘human activity’, not simply an ‘economic departmental dialogue on tourism within Clare activity’. County Council. In particular, there should be regular discussions with the Economic Development Directorate, the Physical Development Directorate and the Senior Executive Officers for the Municipal Districts.

COUNTY CLARE TOURISM STRATEGY 2030 38 B. IMPROVE CONNECTIVITY Connectivity will always present a greater level of STRATEGIC PRIORITIES challenge outside of major urban areas. At the level of 5. Work collaboratively with Shannon Airport to national and regional policy, the focus is firmly on secure and sustain new routes that will improve We aspire to improve connectivity, addressing the disparities. These policies on mobility, air connectivity to the west of Ireland and increase recognising that it is fundamental to technology and accessibility are aimed at revitalising air arrivals. enhancing the competitiveness of Clare as rural areas, strengthening the networks of towns, a destination. There are many improving quality of life, enhancing our international The recent analysis of air connectivity into the region dimensions to connectivity, all of which connectivity, supporting our transition to a lower highlights the vital role that Shannon Airport could play are highlighted in the National Planning carbon reliant society, and providing an improved in the future economic prosperity of the region. With the growth of air arrivals through Dublin International Framework, and laid out in further detail platform for building a competitive, innovative and productive economy. Clearly, the intent of all of these Airport at the expense of Shannon, there is an urgent in the Regional Spatial and Economic policies reflect the aspirations of tourism stakeholders need to work strategically and collaboratively to Strategy for the Southern Region. in Clare and should provide an increasingly supportive advocate for a greater level of government support and to identify ways of pursuing new routes, while Connectivity relates to how our visitors enabling context for the implementation of this Strategy. sustaining existing routes. To be effective, a get to Clare, how they move around Clare, partnership inclusive of Clare County, Limerick City and The current situation is one of significant challenge, how the entire community is connected County, and Galway County Councils, combined with particularly in relation to the following: digitally, how digital technologies are business interests (such as Chambers of Commerce), being used, and how inclusive we are. It • The decline in air routes into Shannon Airport over should be established to support Shannon Airport in significantly impacts on the quality of the an extended period and the airport’s relative weak advocacy and in developing and sustaining routes. connectivity with Europe; visitor experience and is integral to • Establish the Airport partnership alliance. • Limited public transport services within the county; developing Clare as a smart destination. • Work with Government and advocate for Shannon • Weak infrastructure for safe active travel; Airport to be a key and integrated element of • Digital connectivity issues in rural areas that Ireland’s aviation policy, eligible for the regional undermine the competitiveness of small and airport state funding programme and seen as pivotal medium sized businesses. in achieving greater regional development in the In addition to these constraints, industry and societal Atlantic Western Corridor. trends are likely to further contribute to the need to • Work collaboratively with Tourism Ireland on improve connectivity as the digital economy becomes marketing initiatives that will support new markets increasingly significant in shaping how we live, access of origin. information and make decisions, and as we transition toward a low carbon economy.

COUNTY CLARE TOURISM STRATEGY 2030 39 • Assist the Shannon Group in the preparation of 7. Develop and implement a public transportation o Assess the suitability of piloting relevant market feasibility reports on potential routes – strategy that addresses sustainable travel options options. Solutions will need to consider assessing tourism and business composition. designed to support tourism – focusing on sustainability factors (nature and type of energy enhancing connectivity between local consumption) and factors relating to efficiency, • Work collaboratively with tour operators, Fáilte destinations and providing visitors with viable which will include a comprehensive assessment Ireland and tourism businesses to develop western mobility options. of new technologies in mobility management. and Clare-centric packages that will highlight the Airport as ‘gateway to the west’ and a hub for the This work should move forward in phases. It will need • Assess demand management opportunities to help Initiative to address major issues associated with rurality and optimise pilot initiatives and increase the initial the shift in consumer behaviour, that includes trends viability of new solutions. This should include ways of declining car ownership in younger populations. of incentivising public transportation options that 6. Explore the feasibility of attracting an Identifying appropriate solutions will be challenging will generate further benefit to local communities. appropriate segment of the cruise sector in a and there will be a need to pilot and assess the • sustainable manner. Initiate work on improving the synchronisation of potential of a range of solutions as part of this phased timetables and dovetailing of services – particularly The Shannon Foynes Port is a tier 1 Port of National work. Assessment needs to be from multiple rail and bus services. Significance and represents an international gateway perspectives that look at economic, social, and • Explore and highlight opportunities to build new by sea to the region. With the plans to significantly environmental benefits. solutions around appropriate ride-sharing options, reduce the docking of cruise liners in Dublin • Prepare an audit of all existing services, including micro-transit services and/or community-led rural (temporarily in favour of freight), the number arriving rural taxi services and Local Link, public transport options. While these options may be into the Shannon Estuary has been growing, although transportation links between Ennis and key focused primarily on local needs, consideration presently most are docking at the Limerick Docks. destinations within the county, and between needs to be given to their suitability for improving Shannon Airport and key destinations. Identify visitor mobility. critical gaps. The EU SMARTA 2 Sustainable Rural Mobility • Conduct a comprehensive economic and social project provides a forum for discussion of best assessment of the pilot Cliffs of Moher shuttle bus practices and building knowledge on sustainable initiative. Include an assessment of any data mobility – https://ruralsharedmobility.eu/ derived from the provision of shuttle services for o As synchronisation improves and new solutions the Dubai Irish Open in 2019. emerge, develop and promote an appropriate smart phone app for Clare public transportation • Establish a working group of stakeholders that will support travel and assist visitors in (academic partners, transportation partners, using various services. Ideally an app facilitates tourism groups/businesses and the public sector) planning, booking and paying for travel choices. to identify working practices from elsewhere and to determine potential solutions that would o As opportunities arise, support the transition to strengthen a seamless transportation system in low emission or electric vehicles within the County Clare. transportation system. Cliffs of Moher Coastal Walk Shuttle Service

COUNTY CLARE TOURISM STRATEGY 2030 40 CASE-STUDY / GOOD PRACTICE • Review existing strategies and reports on traffic and congestion pinch-points such as Blake’s Corner in Ennistymon can create significant logistical issues. Texelhopper – Texel, Northern Netherlands management and public transport that have been completed in recent years within Clare, and identify While this north-west area may be attracting increasing Texel is a sparsely populated Island in the North of The measures that need to be more closely evaluated as numbers of visitors, the spread of localised benefits can Netherlands with almost half of the 14,000 inhabitants potential opportunities. be marginal given the nature of tour bus activity and living in the town of Den Burg. In the summer period the focus on key attractions and select stops. the numbers grow with nearly 900,000 annual visitors. • Assess the current public transportation systems in Looking forward, it is imperative that the social and initially the island was reliant on two traditional bus- relation to inclusivity and personal accessibility. This natural capital of this part of the county is preserved. lines and scattered small services. includes addressing concerns relating to public facilities and infrastructure at rail and bus stations, The Burren landscape is particularly prized for its In late 2014 Texelhopper was introduced as a including toilets and access ramps. ethereal beauty, and its aesthetic qualities must be subsidised pilot in response to the loss of rural preserved as they are integral to the destination transportation services. Today the service has been The future of a viable transportation system lies in a experience and community livelihoods. fully adopted and the island now offers a fixed route suite of solutions. The impact of any particular solution Compromising the integrity of these assets will bus service supported by a minibus service with 130 may take time to become fully apparent, and this time undermine the future viability of tourism within the well-signed pick-up points across the island. Buses must be built into the implementation process. area. Addressing the traffic management issue is key to normally drive between these points on request, but if getting the balance right and will invariably be a a destination or origin is more than 500m from a bus- 8. Continue to work with local stakeholders to particularly challenging issue given the spectrum of stop, the bus will pick up/drop off at that location. identify and address key traffic management interests and perspectives involved. There is strong local demand year-round for the concerns within north-west Clare (primarily the Steps to be taken: service. This rises considerably in the summer months Geopark area). when over 50% of the riders are visitors. During initial • Implement the Catalyst 1 action in The Burren and Traffic management has been causing growing set-up phase the delivery of the transport system was Cliffs of Moher Visitor Experience Development Plan apprehension for a number of years. It was highlighted subcontracted to the local taxi-service. which states develop and implement an Integrated extensively in The Burren and Cliffs of Moher Visitor Traffic and Transport Strategy for the Burren and The minibus routes have to be booked an hour before Experience Development Plan (2019) – with the growth Cliffs of Moher. In particular, focus on the following departure online or by telephone, and can be paid for in coach traffic being repeatedly noted as an issue of initiatives: in advance. A performant algorithm is in place that grave concern. This growth, which has primarily arisen calculates the best routes to propose based on past from the substantial increase in out-of-county day o Undertake a cost-benefit analysis of the different usage. Since July 2018 Texelhopper has been coach travel to the Cliffs of Moher, is resulting in segments of coach travel, and pursue all options integrated into the national system – Connexxion. substantial traffic congestion, safety issues and to reduce coaches that fall below a determined Today users travel with subscriptions, chip pin card or pollution, and is negatively impacting the landscape yield threshold. tickets. aesthetics in peak season. o Ensure that new licensing and stop permit At the outset of the pilot, a one-time funding of €1.7 Congestion issues are aggravated by lack of policies are firmly enforced. million was provided to initiate the project, establish enforcement of licensed stops, inadequate footpaths o Implement recommendations of the Doolin the ICT environment, raise awareness and subsidise and local parking facilities in areas, and limited park and Masterplan to reduce the impact of bus traffic on the early years of operation. ride options. The viability of cycling as a local the village and provide adequate enforcement of recreational and economic activity is being undermined, traffic regulations.

COUNTY CLARE TOURISM STRATEGY 2030 41 o Use the master-planning process for the Cliffs of Traffic management in general will need to be Elsewhere, there is a specific need to address Moher to thoroughly assess all alternative supported by a range of other initiatives designed to coach and bus parking needs in market towns, approaches to reducing traffic in this area, disperse visitors across the county in a sustainable such as Ennistymon to facilitate longer dwell ensuring that local communities are fully engaged manner, and increase the yield of those visiting Clare. times in the process and shared aspirations are Additional supportive measures will need to be o Work with providers to increase the availability respected. pursued. of electric charging stations. • Develop a comprehensive understanding of traffic • Work with clusters of local communities to maintain • There is an untapped opportunity to work with capacity within the Geopark area. Use this analysis to an ongoing dialogue on traffic and transportation, communities in developing a stronger hub and develop and implement an appropriate zoning policy. and use this dialogue to regularly update local spoke model, with Ennis serving as the primary o Work with the National Transport Authority and approaches to traffic management and to identify hub. This has the potential to grow overnight the to determine and/or address critical infrastructural needs. spend, reduce the emphasis on day coach travel to appropriate size of coaches for select roads, and o Work collaboratively with community areas to Clare, and improve seasonality. to develop policies that would limit bus travel to ensure that appropriate measures are in place to o Work with tour operators, bus companies and coaches of suitable size, including the address local needs and aspirations. Use this the accommodation sector in Ennis to position enforcement of licensing policies. input to implement local traffic management Ennis as a key hub to explore Clare and to visit o Fully assess the impact of developing a one-way frameworks for coach licensing, stop permits, the Cliffs of Moher. Licensing policies should coastal route for coaches and implement and the development of related infrastructure. incentivise the growth of shuttle bus travel from recommendations that arise from this assessment. o The planning discussions highlighted a wide Ennis. o Work towards de-zoning minor/green roads range of local parking needs. Community o Support smaller communities that are well and/or the enforcement of new lower speed parking requirements should be looked at in the positioned to engage in a similar hub and spoke regulations. context of building stronger local economies, model. improving safety, and enhancing aesthetics. o Work with the accommodation sector, • Continue to explore ways of addressing traffic With the current need for social distancing, particularly in Ennis, to promote a greater management issues associated with the Burren facilitating outdoor seating has the potential to understanding on the wider benefits gained National Park, including car parking pinch points. further restrict parking options and will heighten through attracting higher-value over-night o the importance of assessing parking needs. Support National Parks and Wildlife Services in the coach business. delivery of their park and ride service currently Killaloe is a prime example of a community that Enhanced traffic and transportation management operating from Corofin Village to Mullagh Mór, needs additional parking to facilitate further includes a proactive and strategic approach to and explore options to expand the service. retail and cultural development of the developing active transportation policies. The community, without compromising the o Ensure that the suitability of the approach roads development of off-road trails for walking, hiking and aesthetics of the townscape. This will be to the National Park are fully assessed in the cycling is a key element of effective planning for active addressed in the current planning process for forthcoming ‘route review’ of the Wild Atlantic and sustainable alternative modes of travel. This is the Killaloe-Ballina Town Enhancement and Way – to be undertaken in partnership with Fáilte addressed in Strategies 15 and 16. Ireland. Mobility Plan.

COUNTY CLARE TOURISM STRATEGY 2030 42 9. Work with the Department of Transport, Tourism technologies for rural regions, and has the • Continue to assess the benefits in developing and Sport to promote timely completion of major potential to strengthen the impact of this Tourism mobile broadband through working with industry transportation infrastructure projects and ancillary Strategy significantly. to identify the potential of new mobile technologies in the enhancement of visitor initiatives that have the capacity to strengthen • Work closely with the County Council Broadband, experiences. This will complement the ongoing tourism. Digital and IT Department to explore the roll-out of free public Wi-Fi that has commenced in These projects include: transferability of ‘smart city’ technological Ennis. • The development of the M20 linking Cork to Limerick. advancements to rural areas, focusing on the concept of ‘intelligent communities’19. This • The development of the Limerick Northern includes identifying opportunities to progress 11. Raise awareness and support for initiatives that Distributor Road. mobilisation strategies in rural areas. will assist in creating a more accessible and • The construction of the new Shannon Bridge Crossing • In developing local skills and competencies, inclusive destination. and the development of the proposed Killaloe promote specific training in the application of The emphasis on sustainability and the United Nations’ Bypass. digital technologies to rural tourism SMEs. Use this 17 Sustainable Development Goals have inspired a • The construction of the new bridge crossing in training to promote the uptake of broadband strong focus on full inclusion and accessibility and a Ennistymon. services where service availability exists. commitment to creating equal opportunity and • The upgrade of the N19 road to Shannon Airport. o Ensure that partners and County Council staff participation for people with different abilities. This has been referenced in relation to public • with a role in implementation, including the The advancement of the N85 realignment project transportation bus and rail facilities in Strategy 7, but between Ennis and Lahinch. Local Enterprise Office all have a deep understanding of the synergies between digital should go well beyond to become an embedded ethos. In addition: communications and tourism development • Continue to implement the Clare Age Friendly • Undertake a comprehensive review of brown tourist through a customised training and awareness Strategy 2018 – 2022. Many of its signage for the entire county. This review should pay programme. recommendations will improve accessibility issues particular attention to signage for self-drive visitors within public spaces and attractions. o Explore new approaches to leveraging the leaving Shannon Airport. innovation hubs and the micro hub • Support businesses in developing accessible infrastructure, encouraging SMEs with limited tourism products. 10. Work with partners at all levels to strengthen current access to broadband services to utilise • Work with Access Ireland to review accessibility of infrastructure and services that will enhance digital these resources. key sites and address related issues with the connectivity across the county. o Identify opportunities to support the tourism objective of making tourism more inclusive and The ongoing implementation of the Clare Digital sector through continuing to facilitate options accessible. Strategy will open up new opportunities to support the for remote working. development of tourism and entrepreneurship in rural areas as part of a wider policy of rural regeneration. The Digital Strategy aims to establish Clare as a leader internationally in leveraging broadband and digital 19 Clare County Council, 2018, Clare Digital Strategy 2023.

COUNTY CLARE TOURISM STRATEGY 2030 43 C. BUILD VIBRANT EXPERIENCES Delivering quality and immersive experiences that allow STRATEGIC PRIORITIES visitors to connect emotionally with the destination, INTEGRATED PLANNING We aspire to deliver vibrant experiences each other, and themselves is fundamental to the growth of sustainable tourism. The process involves a 12. Build a strong understanding of the positioning that promote our experiential themes and spectrum of businesses, communities, local narrative and use this narrative as the framework differentiate Clare in the global organisations and even our residents. This means that for experience development. marketplace. This will involve building a there needs to be a shared understanding of how to The positioning narrative has identified four experiential strong understanding of the narrative develop and deliver experiences, and how to work themes that highlight the key assets and tourism framework, using it as the basis for together to leverage our strengths and the successes of resource strengths: integrated planning on an ongoing basis, each other. Working collectively to identify what can be Experience our HOLISTIC LANDSCAPES developing trails-related infrastructure to developed, and how to strengthen micro clusters to create smaller destinations within the county requires Explore our HIGH TOWERS AND HIGH POWERS support the delivery of many of our integrated planning. It needs a committed effort to Pursue our ADVENTURE AND FAMILY FUN experiences, and working together to highlight the story of Clare and to ensure that quality Celebrate our CREATIVE VITALITY create new compelling experiences. underwrites every aspect of the destination experience. The strengths that underly these themes are not unique Getting the experience right is ultimately a defining to Clare, but taken together in this manner they create a element of competitiveness. distinctive story. Of equal importance, they provide a framework for collaboration and a cohesive approach to building dynamic HERO experiences that will strengthen the county’s tourism offering in all markets19. This Strategy can be regarded as an initial step in articulating the narrative – the framework provides the basis for further defining the Clare brand. • Work with a creative agency to continue refining the narrative with the intent of refreshing the Clare brand. This work should highlight the alignment between the Clare brand and both regional propositions – the Wild Atlantic Way and Ireland’s Hidden Heartlands. • Ensure that industry is familiar with the positioning narrative and that businesses have an understanding of how their products and services support the narrative.

19 See Appendix

COUNTY CLARE TOURISM STRATEGY 2030 44 13. Collaborate with Fáilte Ireland and the 14. Build the concept of sustainability firmly into • Use this planning model to reassess visitor communities to advance the work that has ongoing planning processes for tourism and management policies for high-use sites and areas already commenced on planning for visitor outdoor recreation. with related issues (including Poulnabrone and access to Burren National Park), and to determine experience development. • In conducting tourism and recreation planning access policies for areas such as Loop Head that are • Complete the Fáilte Ireland Wild Atlantic Way processes during the forthcoming ten years, work expressing concern over potential growth of coach visitor experience development planning process towards adopting an ecosystem-based approach traffic. along the remaining stretch of Atlantic coastline in that assesses capacity of landscapes, communities, Clare, ensuring that the outputs align with the four and natural resources to provide a basis for themes identified in this Strategy in addition to the decision making that is firmly based on the TRAILS DEVELOPMENT Wild Atlantic Way branding. Use this process to principles of sustainability. Planning needs to With the growth in ‘slow tourism’ and a heightened identify localised infrastructural gaps that will need consider: interest in activity holidays, trails are now regarded as to be addressed to improve the quality and o Ecological integrity; a core asset in destinations. Clare has almost 1,100 sustainability of the destination experience. kms of trails with at least 400kms representing walking o Societal well-being that looks at social, trails with strong tourism potential and four National • Consolidate the planning work that has been economic and cultural factors; undertaken for Lough Derg. This should include Waymarked Trails – the , East Clare Way, building awareness of the strategic priorities within o Governance and collaborative management. , and . In light of this growth trend in trail-based activities and the existing the various plans and assisting local businesses in • Implement a planning model that is based on and potential asset base within the county, the understanding the alignment between these cumulative effects assessment to improve ability to development of trails infrastructure is regarded as a regional priorities and the four themes in this manage for values and achieve desired outcomes. key strategic priority in facilitating growth in tourism Strategy. This will involve collaboratively identifying and new visitor experiences that will support the four o ‘Map’ the alignment between the strategies and management objectives for ecological, social and experience elements. ensure that the implementation of each cultural values, and then determining: strategy is mutually reinforcing. o Potential effects of proposed developments on 15. Prioritise the development of the West Clare Rail • Focus on promoting a collaborative approach to the these values; Greenway. implementation of The Cliffs of Moher and Burren o Impact limits and development thresholds; Global Geopark Visitor Experience Development This project was identified as the top priority initiative Plan and forthcoming visitor experience o Mechanisms for enforcing limits and thresholds, for the county within the planning discussions for this development plans. Continue to highlight the roles and mitigation strategies; Strategy and should be regarded as a game-changing project for Clare. Creating an 85km multi-use of the various agencies and stakeholders, and work o Appropriate monitoring mechanisms. with the implementation groups to measure and Greenway for walking and cycling from Ennis to Kilrush communicate progress. An adoption of this approach will provide a as proposed in 2015 (and previously in 2006) will framework to maintain alignment between provide vital infrastructure for communities, and will strategic initiatives and community aspirations. be critical in supporting sustainable travel for local

COUNTY CLARE TOURISM STRATEGY 2030 45 residents and healthy living. Equally, visitors will o Ecological integrity. CASE-STUDY / GOOD PRACTICE benefit from new ways of exploring western Clare and o Societal well-being that looks at social, Socioeconomic Impact of the Camino de Santiago communities can anticipate opportunities to economic and cultural factors. The impact of the Camino de Santiago is strengthen local economies. particularly significant at the local level. Recent o Governance and collaborative management. Clare is competing with other counties that have findings indicate: o excellent greenway facilities including the Waterford Connectivity with local trails and the potential • Each Euro spent by a pilgrim generates up to Greenway and the in Co. for looped walks. 11% of additional output and 18% of additional Mayo. As greenways grow in popularity, it is o Existing supporting infrastructure and services, employment. imperative that the development of West Clare Rail including accommodation and supporting Greenway is seen as a priority. • While pilgrims represent only 2.3% of the total services for walkers and cyclists, together with tourism expenditure in Galicia, each pilgrim has • Continue engaging with the Irish Farmers an associated gap analysis. the same economic impact as 2.3 domestic Association to establish agreed practice for o visitors. planning and developing the West Clare Greenway. Opportunities to connect with existing and potential visitor experiences, and a preliminary • In 2009 the French way accounted for 4.3% of • Move forward with the initial Kilrush to Kilkee pilot assessment of local economic impact. the total hotel beds in Galicia. By 2017, this had project20 and use this project to establish a o risen to 8.7% with the way attracting 1,500 new template for a more comprehensive master- Potential to enhance the Greenway experience through interpretation. This will require hotel beds – representing 30% of all new hotel planning process, and to define clear protocols and beds in the region. procedures for engaging affected landowners. identifying key local and regional stories, including the story of the rail line itself, and • Social impact was regarded as ‘neutral’ without • Develop a communications strategy that can be ways of elevating the underlying thematic negative impacts, while cultural impact was tailored to meet the needs of various audiences. It narrative of the county. seen as ‘positive’ particularly regarding the will be critical to work with local communities and preservation and restoration of the cultural o Branding and signage/waymarking landowners to build a clear understanding of the heritage. benefits, potential opportunities and development requirements, and general greenway infrastructure/furniture. • Positive environmental impact was noted process associated with the Greenway throughout relating to improved care of the local landscape the duration of the project – but particularly in the o Implications for user safety and trail and aesthetics of town centres. initial phase. Keep all communities well informed maintenance. of progress. Source: Xunta de Galacia, 2018 – research o Opportunities to support and improve the conducted by University of Santiago de Compostela • In conjunction with the pilot phase, adopt a visitor experience through technology. consultative process to develop a masterplan for the entire route that considers: o The location and requirements of visitor access points including car parking requirements, public toilets, information needs and 20 Similar recommendation made in the Kilrush Tourism accessibility needs in general. Development Strategy 2019

COUNTY CLARE TOURISM STRATEGY 2030 46 16. Develop a coordinated approach to the ongoing • Consider extending the role of the CLDC Rural o Signage and wayfinding, development and maintenance of the various Recreation Officer to oversee trails development, o Trails related furniture, trail network systems across Clare, including the maintenance, inspection and insurance over a much o Access and parking, four National Waymarked Trails. wider geographic remit, thereby providing a more o Facilities at access points, Clare has four National Waymarked Trails – the Burren consolidated approach. This would involve extending o Potential to enhance connectivity with other Way, East Clare Way, Lough Derg Way, and Mid Clare the organisation’s present tiered approach to trails trail systems, Way, in addition to an extensive number of local trail management. At present, this allows for basic systems. These trails have the capacity to support all maintenance to be undertaken by landowners via the o Location of accommodation and related services four experiential themes and represent an important existing Walk Scheme, with the next level of for trail users, tourism asset for the county. maintenance being carried out through the Rural o Supporting services such as luggage transport Social Scheme, involving Mountain Meitheal West for services, The development, management and promotion of minor construction projects and contractors for major o Off road versus on road and the potential to trails varies across the county. As a result, Clare is not construction projects. fully leveraging its trail assets, and is not particularly divert existing on-road stretches, o Extending this tiered approach will require well recognised for trail related experiences. The o Environmental issues. following actions provide the basis for a more focused enhancing resources for maintenance and working approach to developing the infrastructure for trails- to maintain the existing Rural Social Scheme. • Identify a classification of trails from National Waymarked Trails to local use trails, and highlight related experiences. • Continue to identify best practice and innovation in trails that are of high tourism value. • Consolidate strategic oversight of trails through trails development, management and promotion, and establishing a steering group that will provide a work to embrace relevant practices across the county. • Assess safety of existing on-road stretches and consistent and collaborative approach, and will This includes extending the use of trail monitoring explore options to designate ‘green lanes’ and oversee the direction of trails development. This posts in identifying trails maintenance issues. reduce vehicular speed. This will require group should represent existing interests including o Implement the Cliffs of Moher Coastal Walk consultation with local neighbourhoods to discuss Clare Local Development Company which plays the project in partnership with landowners to address and review the socio-economic benefits to be most significant role, together with relevant local safety, repairs and maintenance on this iconic trail, gained from ‘green lanes’. groups such as the 12 O’Clock Hills Committee, with particular emphasis on the 2km zone adjacent • Identify appropriate usage for all trails, including Clare Walks Ltd. and Loop Head Tourism, and public to the Visitor Centre. mountain biking, equestrian, electric bikes and agencies including Clare County Council, NPWS and • As part of the process of consolidating the approach motorised trail bikes. Clarify policy statements and Coillte. to trails development, prepare a county strategy on regulations where necessary. o Formalise the structure of the steering group recreation trails development. The work required for • Highlight key opportunities to extend trails and/or and prepare terms of reference. the preparation of this strategy will include a full audit develop connectivity between existing trails o Create mentorship pairings within the trails of the various networks and trails, and a preliminary systems. Focus specifically on connectivity that group that will assist in identifying and report on the current state of the entire network. In adds value to existing higher profile networks. supporting the next generation of trails completing the assessment, a standardised audit tool o In expanding networks, prepare a community ambassadors. should be used to review: consultation strategy to gather input on local o Current approach to management, perspectives on trails development.

COUNTY CLARE TOURISM STRATEGY 2030 47 CASE-STUDY / GOOD PRACTICE • Continue to examine the potential of proposed trail environmental impact such as setback from Shuswap Trails, British Columbia, Canada initiatives and prioritise the projects that will clearly riparian zones, and the use of appropriate surfacing The Shuswap Trail Alliance was formally incorporated as a strengthen the county’s profile as a destination materials legal non-profit society following a year-long study to offering exceptional trail experiences. Existing • Work with partners such as Leave No Trace Ireland consider how communities, organisations and governing proposals include: to promote minimal impact principles. bodies might work collaboratively toward a linked system o The Shannon Greenway with its potential to • Identify existing trail-based events. Review the of natural trail, hut-to-hut, and waterway routes for provide an off road experience linking Limerick to capacity of trails to be used in expanding or further walking, hiking, mountain biking, Nordic skiing, and Scarriff, and potentially through developing new trail-focused events designed to snowshoeing, horseback riding, and paddling throughout to Mountshannon; create additional economic stimulus in rural the Shuswap region. The Alliance has since prepared a o Further development of trails to support the communities. series of strategies and has formed the mechanism for cross-sectoral and inter-agency communication and Lough Derg Blueway; • Encourage the private sector to leverage trails in decision making. o A cliff walk from Quilty / Spanish Point to the development of new trails-related experiences. This has grown in significance as a model for leadership in Doonbeg and Kilkee (which could become part of • Explore the viability of introducing a charge for car trails development and the leveraging of financial and in- the wider Fáilte Ireland cliff walk initiative), parking. The funds generated from such a fee kind investment toward an agreed- upon regional vision. including the Kilkee looped walk between Byrnes should be re-invested in the management of trails, The organisation has established a Roundtable to Head and Georges Head; and visitors should be made aware of this intended implement the trails strategy through direction to a o The Loop Head looped walks; use. working group. The Roundtable has representation from o A trail system that will connect the proposed • Maintain dialogue on best practices and value of a very broad range of stakeholders, and meets once a West Clare Greenway with Lough Derg. trails systems through forums that will enable year to set direction, share information, and resolve o The walkways and cycleways in the updated networking among trails related stakeholders. disputes arising from access agreements. Operational report on recreational trails in Ennis and Environs • Work on creating wider community awareness of implementation is led by the working group. and the strengthening of a Green Infrastructure trails that would encourage greater level of Over the past 13 years the Alliance has taken on over 350 Network as outlined in the Ballyallia Lake Amenity volunteer involvement, and explore alternative trails projects, written or contributed to over 130 Enhancement Plan. approaches to trails management that will assist in community trail plans and publications, developed 11 • Improve the availability of trail-related data through further maximising existing resources. signature trail systems and 105 regional trails, engaged developing methods to count trail users, including • Prepare a county-wide marketing plan for trails that over 200 groups, organisations and businesses, and trail counters at strategic locations. Consider new will highlight the most effective mechanisms for established an environmental adaptive trail monitoring partnerships with telecommunications companies to building awareness and will reduce the current system. With over 360 volunteers, the Alliance has use mobile telephone data to support trails data fragmented approach. Build on the existing visitor become recognised as a provincial and national leader in collection. focused work of CLDC (www.clare- the management and development of trails. getsidetracked.ie) and collaborate with Clare • Establish a set of guidelines that will assist The Shuswap Trail Alliance has also taken a combined County Council to develop a consistent approach to communities in developing new community-based infrastructure/education/ marketing approach to growing marketing communications. trails. Highlight practices to mitigate against a true trails community, believing a trail is only as good as it is used and cared for, and it works in partnership with tourism organisations to promote the Shuswap for a wide range of trails experiences. COUNTY CLARE TOURISM STRATEGY 2030 48 THEMATIC EXPERIENCE DEVELOPMENT concept of protection, education and sustainable development (UNESCO.org). The positioning narrative highlights four experience elements that represent the essence of Clare and what • Work with the various partners identified in The makes it appealing as a destination for international and Burren and Cliffs of Moher Visitor Experience domestic visitors alike. The assets that underlie these Development Plan to implement the development of experience themes are largely in place – the trails, the the Hero Experiences identified in the Plan. land and water resources, the attractions and heritage • Complete the development of the Cliffs of Moher sites, the intangible cultural heritage, the current Strategy and the masterplan for the new and festivals and events, and the activity operators and enhanced visitor and interpretive facilities, ensuring businesses involved in delivering existing experiences. that the interpretation raises the profile of the Global The focus of the following themed overviews is Geopark and presents a story that will encourage the primarily on consolidating priorities that have been visitor to stay longer in Clare and explore elsewhere. identified, aligning them to the themes, and highlighting o Support the Ben Ecotourism Network in their additional steps that arose from the planning efforts to promote geotourism experiences discussions. Ongoing planning will continue to establish throughout the Burren through their information new priorities, and this section should be regarded as a desk at The Cliffs. work in progress. While the following projects and initiatives are associated with a specific theme, it should o Use the Cliffs of Moher planning process to also be noted that these themes inter-relate. identify new geotourism experiences that highlight the global significance of north-west 17. Work collaboratively to support the development Clare. of theme-based experiences that align with the positioning narrative. • Support the implementation of the goals for the Burren and North Clare, as outlined in the shared Experience our HOLISTIC LANDSCAPES vision statement between the National Parks and The connectedness of our diverse landscapes is Wildlife Service and Clare County Council, including intriguing and the …… aesthetic appeal is therapeutic promoting the development of ecotourism and and inspires well-being. agritourism; developing year-round sustainable a) Continue to elevate the international significance tourism product; strengthening the integration of of the Burren and Cliffs of Moher UNESCO Global tourism and conservation; and having regard to Geopark as a designated area renowned for relevant Management Plans. distinctive geotourism experiences. • Continue to develop and promote the looped Burren The Burren and Cliffs of Moher Global Geopark gives the Discovery Trail, including the installation of the county a strong basis for differentiation and for the interpretive ‘Doorway’ structures in eight locations development of geotourism. The designation offers a and directional signage. globally recognised brand that is all about a holistic

COUNTY CLARE TOURISM STRATEGY 2030 49 • Support the Burren Centre in in its plans to • Continue to promote experiences that leverage the activities that range from contemplative to adrenalin revitalise the interpretive exhibits and strengthen its internationally unique flora and fauna that can be focused; holistic therapy and wellness offerings; the position as a gateway/orientation facility to the found in Clare. creative elements that add to the joie de vivre; an Burren and its range of geotourism experiences. o Work with the NPWS to explore options for underlying focus on sustainability; and a tradition in spa • Support the development of the Corofin developing recreational access and an and wellness – all of which need to be explored in the Enhancement Strategy. This should include exploring ecotourism experience at Tullaher Lough and context of developing a focus on wellness. opportunities to provide visitor facilities in Corofin Bog SAC in West Clare. The experience concept • Establish a working group to develop a clear that will complement the NPWS park and ride is outlined in the Pre-Feasibility Report for the framework for strengthening and promoting Clare as scheme, and assist in visitor orientation. site prepared in 2020. a wellness destination – a destination that can leave • Continue to ensure that all stakeholders and • Consolidate a county-wide birdwatching offering its visitors feeling vibrant. communities understand the significance of the that highlights other key sites for ornithologists o Create an inventory of all existing assets and UNESCO Global Geopark designation and the value of such as Loop Head, the Cliffs of Moher and related businesses. Examine the opportunities to leveraging it. Mountshannon. create a seamless service chain between businesses to permit coordination of services for b) Integrate the theme of geotourism across Clare, c) Strengthen the profile of wellness as a sector and the visitor. and use ecotourism to expand the offering. well-being/vibrancy as the underlying promise to o Recognise the importance of promoting the There is significant potential to develop ecotourism visitors that are looking to Discover Clare. holistic landscape – including clean water, clean throughout Clare, particularly in relation to its The Wellness Tourism Association defines a wellness air, and its aesthetics and peacefulness as outstanding birdwatching opportunities that are destination as a geographical area that fosters and integral to the wellness offering. currently under-developed and under-promoted. promotes wellness as an integral part of life within the o Identify and promote indigenous/traditional • Move forward with community partners and sector community and economics of the region. As health treatments, together with activities such interests to develop a strong ecotourism experience transformational travel grows, the expectation that as mindfulness and forest bathing as ways of within the Shannon and Fergus estuarine areas travel will refresh and rejuvenate mind, body and spirit reinforcing the healing power of nature. through the implementation of the strategy: is growing. Research on megatrends are increasingly o Explore how the three other experiential themes 21 Developing Nature-Based Tourism Opportunities on noting its significance . The wellness paradigm in the positioning narrative can be used to the Shannon Estuary Way (2019). focuses on optimising well-being through a proactive strengthen the concept of feeling vibrant. approach to life and wellness. o Review the site-based recommendations and • Support the community efforts in Lisdoonvarna to prioritise the infrastructural projects that are And, yet, at the regional/county destination level restore the Victorian Spa Wells complex, including required to improve the experience for within Ireland, this niche space has gone largely the renovation of the Victorian Neo-Gothic style birdwatching – recognising that this area could unclaimed, in turn creating a significant opportunity Maiville House, the Victorian Gardens and Pump become a leading birdwatching destination in for Clare. The county has the natural and cultural Ireland. assets – the diversity of landscapes and the healing 21 Examples include: Euromonitor, 2019, 2019 Megatrends; Skift, o Work with Fáilte Ireland to gain further benefit power of nature; the heritage of spirituality; ease of 2020, Megatrends – Defining Travel in 2020; work of the Global from the new Shannon Estuary Way driving route. access to a wide range of land and water-based Wellness Institute

COUNTY CLARE TOURISM STRATEGY 2030 50 Room, the 1940’s neo-classical Bath House, and the 1970’s Ballroom. Lisdoonvarna was once Ireland’s premier wellness town and this project has the potential to re-create this unique selling proposition and to solidify Clare’s position as a wellness destination that enables its visitors to feel vibrant. o To leverage this USP, it will be essential to raise the profile of wellness experiences within North- West Clare. • Support the work of the GAA in spearheading the new Going WeLL initiative. WeLL refers to the combination of Wellbeing and Lifelong Learning and is based on the UN Goals for Sustainable Development. o Support Lisdoonvarna in becoming Ireland’s first Going WeLL town and work with the GAA and communities throughout Clare to establish Clare as Ireland’s first Going WeLL county. o Work with Going WeLL to promote the Michael Cusack Centre as a centre of excellence and training base for the roll out of this programme. • Integrate the theme of wellness into the planned renovation, enhancement and upgrade of the visitor experience at the Vandeleur Walled Garden Centre in Kilrush. • Explore how to further develop the UNESCO Global o Consider working with local schools within the all elements that can strengthen the appeal of Geopark concept of Health and Wellbeing through Geopark to develop creative outputs that can be supporting tourism services. Creative and Active Engagement that was appreciated by visitors, and highlight the • Explore new options for foraging for wild foods and highlighted in the English Riviera Declaration in wellness theme associated with the landscape. related culinary activities, with a particular focus on 2016, within the Geopark. • Develop a business advisory/mentorship wild products known to have specific health o Highlight the inter-relationship between programme that assists businesses in looking at benefits. landscape appreciation, physical activity, Burren how wellness can be addressed in their business. • Work with relevant organisations to attract health local foods, community interactions and the Quality, safety, authenticity and local produce are and wellness related conferences to the county. concept of health and wellness.

COUNTY CLARE TOURISM STRATEGY 2030 51 Explore our HIGH TOWERS AND HIGH POWERS • As the concept of the Pilgrim Way moves forward, This is a culture-scape of remarkable spirituality, power work collaboratively to develop the experience and influence.… a land of medieval legend that clusters that are identified within Clare – the Shannon continues to intrigue and inspire visitors and locals alike. Estuary West and East Clusters and the Lough Derg South Cluster – three of a total of 13 clusters along the While the stories that lie behind high towers and high route22. Attention should focus on: powers are compelling, the telling of them is fragmented and the connectivity between them can be o Developing connectivity between the sites (the challenging to grasp. Key sites such as Bunratty Castle journey); and Scattery Island excel at delivering an immersive o Enhancing supporting services and leveraging the experience, but the wider story can be difficult for the theming in the adjacent towns and villages; visitor to piece together in a meaningful way. o Working towards addressing the recommendations d) Work with emerging initiatives that are focused highlighted in the draft feasibility plan relating to on bringing together medieval and pilgrimage access, conservation, experience development, routes to tell a joined-up story. marketing and promotion, and stakeholder training and awareness. • Leverage the common theme of ‘journey and adventures’ that underlies the forthcoming Tourism e) Implement existing plans and associated initiatives Masterplan for the Shannon; the Destination Lough to raise the profile of iconic and supporting sites. Derg Strategy 2019-2022 and its emphasis on • Prioritise the implementation of the Inis Cealtra Visitor journeys across lake waters; and the proposed Management and Sustainable Tourism Development 456km ‘Pilgrim Way’ which could eventually stretch Plan. The development of a gateway visitor facility in from Kerry to Donegal with a strong focus on Early Mountshannon is a key component of the Plan and will Medieval heritage. address the need for a new attraction to strengthen o Develop the ‘story board’ for Clare that will the East Clare visitor experience. The development of inform ongoing developments of interpretive this immersive visitor experience is now underway. facilities and services. The story board should o Complete the development of a high quality and highlight how the sites are interconnected – the sustainable visitor experience in Mountshannon interplay between the monastic system and the and use the facility to profile the High Towers and ruling families, the drama and setbacks High Powers theme in East Clare. associated with Viking plunders, and the overall o evolution of the medieval landscape in a way Work with boating operators to ensure appropriate that allows the visitor to read the landscape. access to the island and the delivery of enhanced experiences. o Continue to work with partners to connect the sites and stories through driving routes, walking trails, blueways and proposed itineraries. 22 West Limerick Resources, Limerick LCDC & Partners, Draft Feasibility Study for Shannon & Erne Pilgrim Way (2020)

COUNTY CLARE TOURISM STRATEGY 2030 52 o Explore how the island and the visitor centre can tie For example, discuss the potential to create in with other key heritage sites in East Clare and use alternative types of visitor access to the Killaloe the Inis Cealtra initiative to generate a greater level Cathedral with the Diocese. of awareness in the wider story. • Continue to preserve and promote the significance of • Within this context, support the implementation of the Scattery Island as an island visitor attraction and place proposed initiatives identified in the Tuamgraney of national significance: Community, Tourism and Cultural Development Study. o Further implement the , Scattery Island These initiatives will strengthen the High Towers and Conservation and Management Plan under the High Powers theme, and will increase the community’s direction and ownership of OPW. ability to leverage the other experiential themes and to become a key visitor hub on the Blueway. o Focus particularly on the ongoing preservation of the most vulnerable buildings, including the former • Support the implementation of the Bunratty Masterplan dwellings, the ecclesiastical buildings and Keane’s and work with Shannon Heritage to place Bunratty Castle, and the enhancement of the battery. Castle and Folk Park in the top 10 of the most visited o attractions in Ireland. Strengthen the wider island experience through continuing to restore the historic pathways to o Use the project to spearhead the adoption of create a network of themed looped walks; and innovation and new technologies in storytelling, and assess opportunities to improve storytelling. explore the transferability of interpretive approaches o to other sites. The hospitality services associated with the visit to the island are limited and opportunities to expand f) Undertake feasibility research and development work these should be explored. to strengthen the theme of High Towers and High • Powers at other key sites and locations. Undertake an assessment of how to elevate the story of Brian Ború and how to integrate related sites into • Create an inventory of all key sites and assess the sites the visitor experience. With the closure of the Brian in terms of the current visitor experience, the historical Ború Centre, it is difficult to appreciate the significance significance and heritage characteristics, environmental of the story. considerations, and the potential of each to contribute • to the destination experience. Assess the theme of High Towers and High Powers in Ennis, and work to strengthen this theme as a key o Design a template and work with community and element of the visitor experience. heritage groups to complete the inventory. o Engage in local discussions to explore further integration of sites into a wider heritage experience.

COUNTY CLARE TOURISM STRATEGY 2030 53 Pursue our ADVENTURE AND FAMILY FUN o Opportunities for wild and/or commercial camping to support kayaking as a touring The diverse geography of County Clare and backdrop of activity – for example in the vicinity of landscape offer a paradise for adventure…. adrenalin Ogonnelloe. and family fun. o Business development initiatives that will g) Focus on developing a strong spectrum of fresh improve the level of servicing for boaters, water-based recreation experiences on Lough particularly in existing harbour areas, and will Derg, highlighting the Lower Lough Derg as a increase the appeal of Lough Derg as a base for signature destination within Ireland’s Hidden boat touring. Heartlands area. • Work with boating operators to ensure sustainable • Work with Waterways Ireland to facilitate ongoing access to sensitive sites, including Holy Island, and planning discussions and the identification of key manage through permits or a licensing system. projects. Assess the infrastructural and servicing requirements that need to be developed to build • Work towards developing a recreation the Lower Lough Derg area as a preeminent water- management plan for Lough Derg that will support based tourism destination, and to support the sustainable use of the lake for boating, and the implementation of The Lough Derg Destination preservation of its ecological values. Strategy 2019-2022 and the forthcoming Shannon o Promote safety and environmental Masterplan within County Clare. Initial emphasis sustainability of all boating activities through a should be on identifying projects that need to be review of existing regulations and procedures to moved forward. In particular focus on the enforce these regulations. This may require following: policies that relate to spatial zoning of water o The development of facilities at O’Brien’s Bridge use, and stronger enforcement of speed to enhance water-based activities. restrictions in multi-use of sensitive zones. o Business development initiatives that will o Work towards developing a code of conduct for encourage a growth in: recreational boaters that will support appropriate boating, strengthen awareness of ▪ The provision of boat rental services within the ecological values of the lough and its the area. associated habitats, and will raise awareness of ▪ Boat taxi services that would improve cross- safety issues. lake connectivity – for example from o Implement a water quality monitoring Dromaan Harbour to and programme. Garrykenny. o Consider establishing a life-jacket loaner o Appropriate slipways and pull-in points to programme at key points of access. improve the kayaking experience on the Blueway.

COUNTY CLARE TOURISM STRATEGY 2030 54 • Explore the potential to further develop signature h) Strengthen marine-based recreation through • Identify opportunities supporting, promoting or events that strengthen the positioning of Lough working with communities and activity sectors on facilitating sustainable tourism and recreation Derg as a boating and sailing destination – including projects designed to enhance the role of this sector activities that will add value to the local marine events that highlight the Shannon-One-Design locally and regionally. tourism sector, and develop a marine tourism plan sailing dingy. based on the findings. Recent research indicates that €1.94 billion was spent by • Work towards the reopening and integration of the overseas visitors holidaying in Ireland in coastal areas in While the planning discussions did not permit time to Errina Canal into the Lower Shannon/Lower Lough 2018, with the marine tourism sector generating €650 fully assess the marine offering, the following Derg water recreation experience. This would million23. Research published by the Irish Marine initiatives can be highlighted: enable a direct navigable waterway connection Federation24 cites data estimating that the average • Work with partners in Kilrush to further develop between the Shannon Estuary, Limerick City and annual economic contribution arising from marina- Kilrush as a recognised destination for marine- Belfast and would represent the reopening of the based boats is between €10,500 and €21,000. These based recreation through progressing the historic all-island waterway system. figures highlight the significant value of the sector and implementation of the Kilrush Tourism Destination o Identify infrastructural projects required to its potential to play a substantial role in the coastal Development Strategy 2019 and building the support this integration of water systems. areas of Clare. Participation of overseas visitors in Marina area as a micro destination. water-based activities (marine and fresh water together) o o Support the further development of Kilrush Assess and highlight new opportunities for doubled from 97,000 in 2012 to 196,000 in 201625. and O’Briensbridge to support boating. Marina on initiatives relating to expanding retail However, both nationally and regionally there is an and hospitality services, and the provision of • Encourage the development of related and absence of a planning framework that looks critically at additional parking to service growing demand localised opportunities for water-based family fun the growth opportunities associated with the marine for marina related experiences, including the throughout the county through a focus on amenity tourism sector – a gap that should be addressed within tours to Scattery Island. This will have a enhancement. Clare, given its significant stretch of coastal waters. beneficial impact on all local recreational o Support the implementation of the Ballyallia • Working within the context of the emerging National businesses in the immediate vicinity. Lake Amenity Enhancement Plan. Marine Planning Framework, conduct a o Support related initiatives in the Kilrush strategy o Progress the proposals for the Ballaghfadda comprehensive assessment of the potential to grow that are designed to enhance the appeal of recreational park, and leverage its proximity to marine-based recreation. This will require looking at: Kilrush as a destination. Ballybeg Lough o Access to the coastline and associated • Work with local communities to raise awareness of constraints; the value of the coastal environment and the need o The existing supporting infrastructure; for stewardship. Use messaging to support community wardens and beach management 23 o Linkages and relevant factors relating to other NUI Galway, October 2019, A Survey of Marine and Coastal committees in maintaining clean beaches and Overseas Tourism Activity in Ireland sectors such as aquaculture, marine heritage, wastewater, and nature conservation; ensuring compliance with environmental 24 Irish Marine Federation, December 2018, National Marine management criteria. Planning Framework Baseline Report o The regulatory environment. • Continue to ensure that beaches have appropriate 25 Government of Ireland, November 2019, National Marine Planning Framework Consultation Draft toilet facilities and litter receptacles.

COUNTY CLARE TOURISM STRATEGY 2030 55 i) Continue to build a cycle-culture in Clare through o Participate in Fáilte Ireland’s Atlantic on Bike working with local biking groups to raise the initiative and work toward installing the profile of different forms of biking and expand necessary signage and related infrastructure activity opportunities. along the designated route. The county has a number of well recognised on-road • Build on the work initiated by CLDC to install Strava cycle routes such as the 150km Burren Cycle Route and signs. These signs have an integrated near field the looped trails associated with the Doolin Cycle Hub, communication (NFC) chip that allow cyclists to together with off-road opportunities for mountain compare their times with others and to upload biking such as the trails in Cahermurphy Woods near their own times. This will increase the county’s Doonbeg. In addition, local communities such as Kilrush appeal for cycling enthusiasts. are working towards making the town cycle-friendly • Assess road suitability for cycling and enhance and increasing overall participation in cycling to both signage on rural routes that tend to be used by improve well-being for local residents and to attract cyclists to promote multi-use of the roads and to cyclists as visitors. The following recommendations will encourage slower speeds. This action is particularly build on existing strengths, although it is recognised relevant to Loop Head and to sections of the East that a more comprehensive approach is required to Clare Way. develop the sector strategically. • Support the development of a community regional • Continue to promote the ongoing development of bike share scheme and use the web portal to safe, active transportation routes within and around promote cycle itineraries that link attractions with communities. cycle routes. (Clonakilty Bike Hire in West Cork is • Highlight the value of rail trail cycling as a key the first rural community bike hire scheme in the benefit of developing the West Clare Rail Greenway country and is largely facilitated by a number of – off road cycling will have a significant growth hotels working cooperatively). impact on the family cycling market, and this project • Work with Coillte to further develop opportunities is likely to be a game-changer. for mountain biking. With Coillte’s current focus on • Continue to promote the need for support services developing mountain biking nationally, Ireland is for cyclists – accommodation and urban area lock-up set to gain growing recognition as a destination for facilities, rental and repair services, and this activity. transportation options. As cycling and mountain o Continue to promote and develop facilities at biking grow as demand generators, consider Cratloe Forest Recreation Area. Consider the developing a ‘bike friendly business scheme’. potential for developing a mountain bike skills • Work collaboratively to strengthen Clare’s position park within the Recreation Area. on the Eurovelo 1 Atlantic Coast Route. The route o Assess other opportunities for developing traverses the county and is likely to be a significant mountain biking trails, and create a stronger demand generator. web presence for the activity.

COUNTY CLARE TOURISM STRATEGY 2030 56 j) Re-establish Clare as an angling destination access. (Note: there are exceptions with businesses • Work with select accommodation businesses to through a multi-faceted approach to improve that continue to offer a quality level of service.) develop specialised services and to improve the visibility of these services on the internet. In access to good angling opportunities. • Improve supporting tools, including the mapping of particular, there is a gap in top-quality angling Angling tourism in Clare has experienced a decline, accessible lakes and streams. Trout angling in establishments catering specifically for coarse particularly with regard to international anglers, and the particular, will benefit from a mapping service given anglers. county has lost its recognition as an angling destination its more fragmented offering. The most well-known despite its varied resource assets. Overseas media lake for trout is Lough Inchiquin. o Identify all service providers offering a coarse/pike angling product and assess their exposure is now limited, and the web presence of the o Encourage local angling groups to work with IFI to offering across a number of criteria including activity sector is fragmented and weakly aligned with produce a brochure and map identifying the key facilities, angling knowledge and web/media market needs. The focus now has to be on reversing areas a visitor could go trout fishing for a day. skills with a view to identifying gaps that could this decline and repositioning the county as a This will be of value for the US market. destination for anglers. be addressed through funding, training and/or • Encourage new entrants into the sea angling sector, partnering. Anglers tend to prefer a particular angling ‘discipline’ particularly within the Shannon area where waters and tactics moving forward need to reflect this focus. are more sheltered and charter boats can operate on k) Continue to work collaboratively to leverage • Work with Inland Fisheries Ireland (IFI) and relevant a greater number of days. Clare’s world-class golf resorts and courses. partners to identify and address infrastructural o Promote the development of service providers in requirements aimed at strengthening the angling shore angling and guiding to meet an existing gap. Golf in Clare is an important demand generator for the opportunity. international market and provides significant potential • Develop a consolidated and fully integrated web to use as a lever to grow the value of tourism within • Work closely with IFI to re-engage media interest in presence for angling. Anglers tend to research and the county. Only 11% of golf spend is on T-times, and the angling opportunity within Clare. Support IFI in plan their trip primarily using the internet. The the affluent golf market spends almost three times the their plans to initiate familiarisations trips to East demise of angling tourism in Clare partially reflects equivalent of the leisure market26 – which highlights Clare. the weak and fragmented web presence. the importance of leveraging the activity. As • Focus on highlighting Lough Derg as one of Ireland’s o Use the web portal to list all the angling services international players age, they are increasingly prime pike angling destinations which continues to in the county. This will not only provide a single travelling with partners and playing slightly less golf. be well serviced by experienced guides. Consider: source of information, but it will show that Clare • Work with the golf sector to create innovative o Hosting angling competitions on Lough Derg. is once again serious about its position as an itineraries and quality bespoke experience angling destination in the marketplace. • Similarly, highlight the coarse angling product. This packages for their guests. discipline is underdeveloped and needs to be o Assist operators with web and social media • With the approach of the Ryder Cup in 2026 at supported by higher levels of service than are training and encourage businesses to improve Adare Manor, continue to improve the supporting generally available. UK anglers, once a key market, their own digital presence. accommodation that will be used by visitors. have become more discerning in their expectations o Provide support for developing quality video • Work with Tourism Ireland and Fáilte Ireland to – guides and accommodation providers now need to content that covers the various disciplines and leverage public relations activity. provide a more comprehensive service – including highlights trophy angling species such as Bluefin guiding, pre-baiting, bait supply, boat hire and Tuna. 26 Correspondence with Fáilte Ireland, February 2020.

COUNTY CLARE TOURISM STRATEGY 2030 57 l) Continue to work in partnership with special interest groups to attract sports events that will support Clare’s positioning as a destination for adventure and will highlight its range of land and water-based outdoor activities. Sports/activity events and adventure/endurance events have seen rapid growth worldwide. A range of factors underlie this trend including the impact of social media; the desire for ‘kudas’ associated with completing more extreme events; a greater level of inclusion; the pursuit of wellness and a greater focus on self-improvement; and a shift in how people consume sports – moving away from traditional sports to ‘doorstep’ sports – (again partially driven by online training tools and communities). With this trend, there is now a significant opportunity for Clare to build on the surge of interest in cycling, swimming, triathlon and adventure racing, in addition to more traditional sports events. • Continue to support key events that are currently hosted in Clare, such as the ŠKODA Ring of Clare Cycle; Tour de Burren; the Kilkee Hell of the West Triathlon; the Burren Marathon; and Quest Lough Derg. • Work with sports and community groups to identify new sports/adventure events that will align with existing activities – particularly in the water-based sector. Continue to build profile for existing events such as the Dragon Boat race. • Encourage communities and businesses to create packages and activities that would promote an extended stay in the area. • Work with hosting organisations to improve seamless booking, including the ability to book additional experiences.

COUNTY CLARE TOURISM STRATEGY 2030 58 Celebrate our CREATIVE VITALITY n) Work with communities across the county to support and develop existing and new festivals and A place where our zest for life is highlighted in our events that highlight this creative vitality and joie banners, celebrated in our traditional music, expressed de vivre. in our poetry, song, craft and sport, and savoured in our local food. A vitality that embraces both our There is a very impressive and extensive range of eclectic innovation and our commitment to tradition. festivals and events throughout the year that already play a significant role in the local economy, and are critical to m) Promote the ongoing development of Clare as the dispersing visitors and generating demand out of peak county of traditional music through supporting season. Examples illustrating the diversity include the events and experiences that highlight this aspect Corofin Traditional Festival, the Killaloe Chamber Music of Clare’s culture. Festival, the Doolin Folk Festival, the West Clare Drama • Leverage the unofficial positioning of Ennis as Festival, the Lisdoonvarna Matchmaker Festival, the ‘Ireland’s TradTown’. Willie Clancy Summer School, and the Feakle Traditional o Continue to develop Fleadh Nua as a signature Music Festival. These festivals portray the spirit of Clare event for Clare/Ennis through: today. ▪ Further animating the streets and utilising • Continue to support and develop festivals and events space at the Fair Green and Abbey Street for that highlight the positioning narrative for Clare. gig rig. Close and pedestrianise select streets o Explore opportunities to use festivals and events in the evening and encourage a sense of to extend the season and attract visitors year- ‘open house’ with all businesses in the select round. area open. o Develop support tools, such as volunteer ▪ Provide day trips from Ennis during the event management tools, communications and social to disperse the benefits and add value to the media tools to assist event organisers, and tactics event. Work with other towns and villages to to improve the ‘greening’ of events. offer mini-events that complement the Fleadh Nua. Gradually work towards a o Encourage event organisers to collect data that will county-wide signature event, while retaining assist in calculating the economic impact of events. the hub of the event in Ennis. • Work with communities to complete a SWOT analysis • Work with local communities, musicians and of their hosting capacity and existing festivals and community groups to develop immersive learning events. Identify key issues that need to be addressed. experiences and position Clare as the county that o Where public transportation has become a specialises in teaching traditional music skills. constraint on the local evening economy, work with communities to identify new solutions through the wider discussions on public transportation.

COUNTY CLARE TOURISM STRATEGY 2030 59 o) Support the ongoing development of arts and q) Work with food and drink producers and the a business plan around new complementary crafts. culinary/hospitality sector to build food and local experiences. flavours as a key attractor in Clare. • Develop a tourist trail that brings together multiple • Encourage a strong presence of local foods and elements of the Clare landscape and contemporary The ability of food and drink to add significant value to artisan foods at farmers’ markets, and promote ‘buy culture, including music, food, and craft. the destination experience and to act as an attractor local’ particularly for the self-catering market. varies across the county. Its role as a key element of • Encourage the major grocery stores to promote the • Look at the option of restoring older buildings in the destination is exemplary in the Burren with the visibility of local foods. (This is exceptionally well villages as art and craft centres. Burren Food Trail, the Burren Slow Food Festival and done by SuperValue in Skibbereen and Clonakilty). • Include a local craft presence in the proposed the Burren Food Fayre, and the work of this area of Doolin Visitor Centre. Clare should be used to provide guidelines for r) Celebrate the county’s innovative industrial elsewhere. heritage and its current areas of excellence in • Work with artists and craft artisans to explore other economic sectors. opportunities to further develop learning • Work on developing a strong network between local experiences and workshops. suppliers and restaurants, including the artisan retail The creative vitality of Clare is equally evident in its sector. There is the potential to focus on creating stories of innovation and success over time. This p) Highlight and capitalise on the county’s ‘heritage’ ‘flavours of the landscape’ through bringing out local element of the county’s heritage is under-represented sports and stories of sporting significance. flavours that reflect the immediate locale. in the destination experience, and many visitors leave • Work with GAA clubs to develop experiences that o Explore mechanisms to assist restaurants with with limited understanding of the significant role Clare would make GAA games more accessible to visitors. purchasing produce form local producers. has played and continues to play in the prosperity and development of the country. o Highlight the connections between the GAA and • Work with the food and drink sector to create a • overseas sports including ice hockey, baseball vibrant brand that will raise the profile of Clare's Work with the Electricity Supply Board (ESB) and and rounders. local flavours. relevant partners including Fáilte Ireland and the University of Limerick to advance the concept of • Encourage a greater presence of the ‘farm to table’ o Further explore the concept of establishing a developing a national scale tourist attraction at concept throughout Clare National Centre for Intangible Cultural Heritage Ardnacrusha that focuses on its legacy in renewable at Bunratty Village to mark UNESCO inscription • Continue to build recognition for local food and energy and electrifying the country, and its value in of Hurling on the Representative List of the drink through events, and through building a relation to industrial architectural heritage. Intangible Cultural Heritage of Humanity, stronger food component within other activities and o There are a series of related past- and forward- together with the Uilleann Piping and Irish experiences. looking interpretive themes that can be Harping. o Support the new Clare Food & Drink Fleadh in developed here including: • Work with the Tuamgraney Handball Club and the Ennis and use the festival to raise the profile of ▪ The history of hydroelectric power and the wider community to elevate the national the culinary experience in Ennis. electrification of Ireland; significance of Tuamgraney in the story of handball • Work with the farm sector to explore opportunities ▪ The story of the Shannon River; through implementation of the related to build farm-related experiences and/or open farm ▪ Climate change and the role of renewable recommendations in the Tuamgraney Community, events. This may require developing a specific energy. Tourism and Cultural Development Study. mentorship programme to assist farmers in building

COUNTY CLARE TOURISM STRATEGY 2030 60 • Continue to explore the feasibility of developing a • Explore the potential market to develop a centre of world class commercial educational and training excellence within rural Clare designed to offer short centre specialising in marine science, renewable courses in traditional building restoration and energy and climate change research and training at conservation – either as professional development Cahercon, that further enhances Clare’s national or for the leisure market. Work with partners such and global role in innovation and attracts a new as the Heritage Council to develop the concept. visitor market year-round. o There is considerable scope to expand this into • Support additional concepts that highlight the story other traditional rural skills such as black- of innovation, such as the planned expansion of the smithing and traditional joinery. Shannon Aviation Museum to become a key all- o The focus on heritage conservation could be weather, interactive attraction promoting extended to other disciplines such as Shannon’s rich aviation heritage and global horticulture, with partners such as the Irish contribution. Seed Savers Association. • Explore the opportunity to use this type of s) Work towards developing craftsman experiences programme to advance the restoration of buildings that focus on skills development in conservation and artefacts associated with Clare’s industrial and traditional building. heritage, such as the lime kilns and former iron With the co-existence of innovation and tradition that works. characterises Clare, there is potential to develop • Use initiatives of this nature to create a greater experiences that are based on the concept of short level of awareness of Clare’s distinctive built master classes in building conservation and traditional heritage, including its diverse bridge structures. building repair. With the current emphasis on climate change and sustainability, there is a gap in national skills relating to the reuse of older buildings and energy conservation within these buildings.

COUNTY CLARE TOURISM STRATEGY 2030 61 D. ENHANCE SUPPORTING STRATEGIC PRIORITIES o A review of impediments to growth within the SUPPORTING INFRASTRUCTURE enabling context – planning policy, the impact of INFRASTRUCTURE AND Brexit, access to capital, and related factors 18. Undertake a comprehensive assessment of hotel and undermining investment in the current climate. KNOWLEDGE visitor accommodation and develop an accommodation strategy to support the growth of • Expand the existing Clare County Accommodation We aspire to support the sustainable overnight visitation. Investment Strategy Toolkit and ensure that it addresses the gaps and deficiencies. The strategy should highlight: growth of tourism in Clare through The growth in the value of tourism is currently promoting, encouraging and facilitating constrained by the high ratio of day visitors to the county o A summary of the assessment findings. the development of supporting and by the weaknesses that have become inherent within o The investment opportunities as they relate to each infrastructure that will heighten the the accommodation sector. The issues associated with area of Clare, including an overview of potential sites competitive appeal of the destination and the accommodation offering vary considerably, and while of interest and development opportunities, and the attract new markets. We recognise the there are examples of excellent facilities, many identification of potential iconic sites based on their communities are facing structural constraints in this location and surrounding environment. In particular, need for a strong sense of place, and the sector that are hindering the growth of overnight visitor there is a need to address the lack of sufficient importance of developing attractive hubs spend. registered rooms that are graded at 4-star and with quality accommodation and facilities above. Currently 61% of all registered rooms in • Undertake a comprehensive assessment of all Ireland are of this grade, while Clare has only 38% of throughout Clare that will entice our accommodation elements across the county, including its rooms in this category. Similarly, recognised gaps visitors to stay longer and explore the the camping sector. This assessment should include: in RV camping facilities need to be addressed. surrounding area. o An audit of gaps in accommodation – range and o Internal return rates to support capital investment diversity of offer, availability of rooms, quality of We appreciate that the delivery of our and potential for market growth. vibrant experiences requires a well- offer, accessibility, and supporting services. o Supportive policy mechanisms that need to be o An evaluation of non-registered accommodation informed industry – one that understands introduced to address key issues. market trends, knows how to deliver a offered on sharing platforms, particularly AirBnB to o An identification of alternative approaches to compelling experience, is familiar with assess quantity, quality, and the extent to which it is contributing positively or otherwise to the wider developing accommodation and the viability of these best practices and has the capacity to socio-economic context. models to address concerns. outshine our competition. This will o A full assessment of performance vis-à-vis national o Recommendations on the development of an require working collectively to enhance trends that further highlights the underlying incentivised support programme for quality the critical knowledge base of the barriers and challenges, and evaluates the supply improvements, including upgrades that will ‘green industry and all partners and demand outlook for the county, and prospects the business’ and enhance its environmental for growth. This evaluation needs to review trends performance. in RevPAR (revenue per available room) and the o Recommendations on creating awareness of widening gap between the Western Seaboard rates potential opportunities and attracting new and the national average. investment, including an investor outreach initiative.

COUNTY CLARE TOURISM STRATEGY 2030 62 • Use forthcoming planning processes and related Conference venues with state-of-the-art facilities o Enhance its role as a hub through developing new discussions to highlight needs and opportunities and quality accommodation for 300 to 400 sized opportunities to assist visitors with trip relating to accommodation requirements, including groups in Ennis are lacking, which is undermining planning/booking and to facilitate extended stays. commercial camping infrastructure. the town and the county’s capacity to bid for • Develop a marketing plan as part of Ennis 2040 that o Prioritise this focus on providing modern quality business events. This gap in supporting clearly defines its brand proposition. infrastructure is well recognised and the need to tourist accommodation in Ennis as stated in Ennis o Continue to highlight and strengthen the appeal of address it is highlighted in Ennis 2040. 2040 to improve its competitiveness as a county Ennis as the ‘boutique capital of Munster’. hub and gateway town to the county and the • Prioritise the implementation of recommendations o Additional initiatives relating to Ennis are Wild Atlantic Way, and to expand on bed stock to in the forthcoming Ennis 2040 Economic and Spatial highlighted in 17 m) and 17 q). meet high season demand. Plan that relate to regeneration of the town centre, with a particular focus on creating a strong sense of place, maintaining the integrity of heritage assets 20. Work with community partners to strengthen the 19. Develop the profile, experiences and within the landscape and enhancing walkability. role of towns and villages elsewhere as destination infrastructure of Ennis as a core hub attraction hubs, through identifying infrastructural issues that An underlying goal of Ennis 2040 is to make the and gateway to the county. constrain tourism and encouraging an ongoing town centre the ‘beating heart of Ennis’ – which in improvement of infrastructure and enhancement of In positioning Ennis as the gateway to the county, a key turn reflects the positioning of the county as a the public realm. hub for the Wild Atlantic Way and the main overnight visitor destination. The heartbeat of ancient stones destination within Clare, the competitiveness of the needs to be particularly vibrant in Ennis if it is to In addition to issues relating to broadband connectivity, town as a destination needs to be strategically compete as key overnight destination on the Wild there are a range of community infrastructural constraints strengthened. Ennis should provide an exceptional Atlantic Way. that are weakening the ability of local communities and experience in its own right that encourages overnight o Undertake a comprehensive assessment of the businesses to leverage opportunities for growth. In a stays through its attractions, themed experiences, number of instances these issues have been highlighted in evening economy, retail, and ambiance. Ennis visitor experience in relation to the four experiential themes, and identify steps to local action plans, and efforts are now needed to develop • Accommodation and all related hospitality services strengthen the immersive nature of the product measures to address these local concerns. are critical components of Ennis as a destination and offering. Particular opportunity exists in relation Similarly, a community’s visual appearance and ambiance need to be carefully assessed to ensure an to the distinctive lanes and bow-ways. are competitive factors that impact the quality of the appropriate range of price-points, quality assurance, o Focus on strengthening the ‘evening economy’. visitor experience. While there are a number of towns and customer service. Addressing Strategy 18 and villages that have a strong sense of place, there are within the context of Ennis will be particularly • Support the implementation of the forthcoming others that have seen their original appeal decline over important in relation to the town’s future success as Ennis Niche Destination Town. the years and are in need of public realm improvements. an overnight destination, and its ability to compete • Strengthen the orientation/gateway role of Ennis with Limerick and Galway as city destinations. • Work toward implementing the recommendations in and ensure that the information needs of the visitor the Shannon and Environs Local Area Plan and the new • Continue to assess the feasibility of growing are adequately serviced, including through services Shannon Town Centre Spatial Masterplan to enhance business tourism through developing new provided by the accommodation sector, and through the town centre, strengthen the sense of arrival, and conference venues and encouraging an upgrade to on-the-ground orientation signage. develop the green corridor between the town centre existing facilities. and the Shannon Estuary.

COUNTY CLARE TOURISM STRATEGY 2030 63 • Focus on communities that have the potential to act as the streetscape. Use planning processes such as gateways to key visitor attractions. In particular, explore the Cappa Enhancement Strategy to support the opportunities to enhance Corofin as a gateway to the implementation of this Strategy. Burren National Park. o In implementing the Litter Management Plan • Continue to assess the availability and suitability of public 2019 – 2021, strengthen awareness regarding infrastructure designed to support the visitor experience, the detrimental impact of litter on the tourism including public toilets, street lighting, footpaths, litter experience and ultimately local benefits arising receptacles, street furniture and signage. Identify local from tourism. requirements and work collaboratively to develop local o Promote awareness of Fáilte Ireland’s action plans that will facilitate addressing the Development Guidelines for Tourism Destination deficiencies. Towns (2019) which highlights a wide range of o Develop ‘shelf-ready’ project plans and seek factors that need to be considered in enhancing opportunities to address deficiencies through funding the market appeal of a local community as a programmes as new funds become available – destination, including public realm, the evening including the Government’s Town and Village Renewal economy, retail, hospitality services, and events Scheme and the Historic Towns Initiative (for and festivals. designated Historic Towns). • Support the public infrastructure developments that o Work with local partners to undertake a series of are required to facilitate the full implementation of community signage audits and identify the Bunratty Castle and Folk Park Master Plan, and recommendations to address the key issues, the site’s aspirations to become a national attraction particularly in high visitor footfall areas and in the of scale. vicinities of popular visitor attractions. • Work with Irish Water to assess the adequacy of o Ensure that existing signage plans have been water and wastewater facilities in smaller rural hub adequately implemented, including the Signage Plan communities, and address significant deficiencies for Visitor Attractions in the Burren. with the installation of modern treatment facilities. • Maintain efforts towards protecting the visual character Examples of communities that identified the issue as of communities and maximising their tourism potential a constraint to the expansion of tourism facilities by the continuation of environmental and public realm include Doolin, , Killaloe, Tuamgraney, programmes, litter control, planning initiatives, design Kilrush, Broadford and Cooraclare. management and improvement of identified derelict sites • Complete the implementation of the Doolin Pier and (CDP9.14)27. Village Masterplan and the development of the o Work with Clare County Council to explore multi-functional Doolin Pier Visitor Centre, while opportunities for business incentives that will improve working with local stakeholders to alleviate existing concerns regarding any potential impact on the 27 Clare County Development Plan 2017-2023. sustainability of local businesses.

COUNTY CLARE TOURISM STRATEGY 2030 64 KNOWLEDGE AND CAPACITY • Encourage businesses to engage in Fáilte Ireland’s • Review the assessment work on landscape character accredited suite of Operational Excellence and seascapes that was completed in 2004 and 21. Work with Fáilte Ireland and related partners to programmes. These include: identify ways of enhancing this material and making deliver a bespoke business support programme it more available/user-friendly to industry as a o Accredited Service Excellence, that will enhance the capacity of industry to resource. These reports have considerable potential develop, deliver and market saleable experiences. o Enhancing Management and Supervisory Skills, to be a valuable resource, but awareness and use of • Expand the business support programme that is o Developing and Implementing Standards of them in this context is likely to very limited. being developed for businesses on the Wild Atlantic Performance. • Consider using the mapping work completed to date Way to be inclusive of the entire county, and Encourage clusters of businesses to engage in the for this Strategy as a basis for curating elements of integrate elements of current programmes, such as programmes as certification can also be awarded to the storied content. the Global Geopark’s geology course where a destination or community on the basis of an geographically relevant. The programme should agreed number of key businesses participating 23. Explore opportunities to network with new have a strong mentorship element, and should successfully in the programme. focus on: partners, including non traditional partners and • Encourage businesses to work closely with Fáilte o Understanding the positioning themes outlined academic institutions, to engage in knowledge Ireland to market test emerging concepts. in this Strategy and the stories that underly the sharing and the identification of innovative themes, including key aspects of the county’s • Leverage the existing work that is taking place thinking. geology, ecology, and cultural heritage. relating to the creation of rural enterprise hubs, and • Establish regular dialogue with neighbouring county use these hubs to offer incubator services that will o How to integrate stories into the promotion and council tourism representatives, international meet the needs of existing rural businesses and delivery of experiences. partners and relevant stakeholders to identify stimulate potential start-ups. partnership opportunities and assess o Quality and service excellence. implementation of existing multi-jurisdictional o Pricing and creating saleable experiences. 22. Support the development of the positioning projects. o Selling online and opportunities relating to themes through curating stories and working with • Establish a mechanism to encourage dialogue working with tour operators. relevant partners to advance local knowledge. between universities/academic institutions with an • Develop a training programme for hotel owners and • Encourage the development of local initiatives that interest in tourism, and/or an interest in the physical managers through partnership initiatives and focus will assist in the collection and curation of stories. and cultural heritage of Clare. The Global Geopark on performance and revenue management, with o Work with local historical societies, the County has benefitted from involvement of academic the goal of attracting quality ‘free independent Council Heritage Officer, environmental interest specialists, and building on these research interests travellers’ (FIT) and niche upmarket group business groups and related community groups to identify can create valuable synergy. to the county, and moving away from lower-yield stories and develop a deeper understanding of • Continue to explore the benefits of establishing markets. the county’s inherent geographic characteristics. strategic partnerships with specific Global Geoparks • Identify clusters of businesses that would o Develop opportunities to share stories and local and ensure that the learnings from the Global potentially benefit from working together and knowledge and to build an understanding of how Geoparks Network and the European Geoparks assess the specific needs of the cluster. Tailor to use them effectively. Network events are well disseminated. mentorship and support programmes accordingly.

COUNTY CLARE TOURISM STRATEGY 2030 65 • As the South Clare Economic Strategic Development Zone initiative moves forward, identify partners with a strong interest in new technologies and work with these partners to explore appropriate options for enhancing Clare’s profile as a smart destination. • Become a member of the Network of European Regions for a Sustainable and Competitive Tourism (NECStouR) This network brings 36 regions of Europe together with 30 tourism related academic organisations and research institutes and representatives of sustainable and responsible tourism business associations. In working toward strengthening tourism within destinations, it highlights the importance of creating the right balance between the welfare of tourists, the needs of the natural and cultural environment, and the development and competitiveness of destinations and businesses. NECStouR focuses on increasing knowledge and expertise through collecting, exchanging and evaluating good practices and joint activities, and is at the forefront of European tourism policy lobbying to strengthen the presence of regional destinations. Currently Donegal County Council is the only member from Ireland.

COUNTY CLARE TOURISM STRATEGY 2030 66 E. CREATE AWARENESS STRATEGIC PRIORITIES 25. Promote our message smartly through maximising MARKETING COMMUNICATIONS - EXTERNAL digital platforms – showcasing our iconic experiences while revealing unique bookable We aspire to deliver a destination 24. Refresh the destination brand and adopt a thematic themed experiences that may not be expected. approach to marketing and communications that experience that will leave our visitors promotes the key themes, highlights sustainability as • Develop a single digital tourism platform with feeling vibrant. We invite our visitors to a core value of Clare as a destination, and is aligned consolidated visitor-facing web pages and a fully discover Clare through presenting a with the regional propositions – Ireland’s Wild integrated digital and social media strategy. unified message that profiles the entire Atlantic Way and Ireland’s Hidden Heartlands. • Promote the story of Clare and create a sense of county – one that brings our narrative to • Refresh the existing brand to highlight the promise of vibrancy in the travel ideas. life – through messaging and digital tools feel vibrant. • Work with operators to develop links between the that will inspire trip planning. When our • Develop a marketing plan that supports the positioning. destination platform and bookable experiences and things to do or places to stay. visitor arrives, our communications will With Tourism Ireland and Fáilte Ireland taking the lead motivate further discoveries, encouraging in the marketing and promotions of Ireland in the • Focus on developing compelling visual material with each person to make the most of their overseas markets, the main focus of Clare County an emphasis on increasing video content and time in Clare. Council as the lead agency in marketing the maximising social media channels. destination, is to align with the national brand and • Continue to encourage user-generated content and Our internal communications will focus on regional propositions. develop a strategic approach to curating this content building a sense of cohesion within the o Work on an ongoing basis with partners to develop – recognising that it can have a much stronger tourism community, developing a strong and maintain a comprehensive understanding of impact on trip planning and purchasing behaviour understanding of what matters to existing markets and potential market segments – than traditional marketing. industry, and ensuring that our including travel values, trip planning behaviour, • Explore the use of new technologies to geo-fence stakeholders are well-informed and well- geographic origin, and participation patterns. the destination to target current visitors more prepared to respond to new opportunities • Encourage businesses to reflect the brand and effectively, to manage distribution through and to unexpected crises. positioning in their promotions. suggested trip ideas, and to gain a deeper understanding of the existing markets. • Highlight the experiential themes in travel itineraries and story content that is prepared for the travel media. • Work with businesses and community marketing groups to establish mechanisms that will facilitate • Continue to build the Clare County Council image bank the development of a comprehensive and with visual material that supports the themes. centralised events calendar. This can be achieved o Focus on developing a cross section of images that through an industry portal – see Strategy 26. shows the immersive nature of the destination o Establish criteria for the events listings to experience. maintain its relevance to visitors. o Encourage Tourism Ireland/Fáilte Ireland to expand o Encourage businesses to establish a Trip Advisor the Content Pool in a similar manner. account.

COUNTY CLARE TOURISM STRATEGY 2030 67 26. Support the strategic delivery of visitor and encourage businesses to register and keep their 29. Continue to foster an understanding of risk and information across Clare. listings up to date. If core data is pulled from Trip crisis management within industry, and develop Advisor, businesses will only need to enhance their a strategic approach to crisis management • Review the current delivery of visitor information listings as appropriate. planning that will minimise effects and manage and related visitor servicing. • Establish a regular programme of communications consequences of crises regardless of scale. o Assess the current offering within the context of with monthly news updates to keep all stakeholders this Strategy. Covid-19 has been a shock to the entire tourism well informed. ecosystem and has underlined the need for crisis o Identify opportunities to enhance alignment, o Encourage businesses to submit news material. preparedness in a way that could barely be anticipated. create efficiencies, and adopt alternative models Crises will continue to occur, whether these are natural of distribution. o Use the news programme to promote the activities of the Tourism Advisory Forum. phenomena, geo-political, or geo-economic crises, and • Explore the potential to re-open a visitor all have the capacity to impact local tourism. information kiosk at Shannon Airport, as this is a o Ensure that the message of sustainability remains • Develop a tourism crisis and emergency plan that significant opportunity to orient a new visitor. highly visible as a core foundational value. helps industry and communities to prepare for o Highlight progress of key partners such as situations relating to natural occurrences. This plan Shannon Airport, to ensure that there is an INTERNAL COMMUNICATIONS WITH INDUSTRY needs to include preparedness, response and ongoing awareness of success and growth. 27. Develop regular communications programme with recovery measures, including a communications • Communicate Strategy actions and outcomes on the industry stakeholders that highlights key research, strategy that will assist in offsetting impact and basis of consistent action planning and monitoring. industry trends and marketing opportunities. enhance the safety of visitors and residents alike . • Consider hosting an annual tourism symposium. This • Develop advisory services and response strategies Good communications, networking and dialogue is event should be designed to: for geo-political and geo-economic events that may essential to build a sense of cohesion and to improve o Improve networking opportunities, only impact select markets and select business uptake of programmes and services. A stakeholder sectors. model approach should be implemented, with the o Share progress on the implementation of the County Council tourism department playing the main Strategy, role in establishing a comprehensive database and using o Promote awareness on the workplan for the it to regularly disseminate information to all coming year, stakeholders on matters relating to tourism. The o Share and generate enthusiasm for the adoption process of building linkages should include new of new best practices and innovation. opportunities to network and to share good practices and progress in the implementation of this Strategy. 28. Develop a framework for performance • Develop a comprehensive database of stakeholders measurement and communications of progress using customer relations management software, and use the CRM programme to manage This framework, as outlined in Section 5, will include communications. identifying the performance indicators and the key performance indicators, developing necessary • Develop an industry portal on the tourism platform measurement tools, and the communications templates.

COUNTY CLARE TOURISM STRATEGY 2030 68 5. Measuring Change

Measuring change is essential to effective Establishing a systematic approach to measuring change Understanding what can and what needs to be implementation of this Strategy. It will assist Clare County Council and key stakeholders in measured is the starting point in development a framework. As cause-effect linkages become apparent, underpins commitment to evidence-based developing a better understanding of how change is brought about and what influences this change. It will the scale and scope of resources required to achieve decision-making and encourages an play a role in evaluating programmes and activities that the goals outlined in this Strategy can be shaped and ongoing assessment of all the strategies are designed to promote the sustainable growth of re-shaped to deliver the intended outcomes and and actions – providing a basis for tourism, and in determining overall impact. longer-term impact. corrective action. Measuring change will While the concept of measuring change is widely The figure below shows the relationship between play a key role in communicating the story accepted, the process of developing an appropriate inputs, activities, and outputs, and how these shape of Clare’s success in realising its 2030 framework for performance management is less well the outcomes and overall impact of the Strategy. vision and in achieving the 10-year understood. There are inter-related components which strategic goals identified in this Strategy. work together in a chain-like manner to effect change, and metrics need to be in place to measure performance along the chain and to gain better insight on causal linkages.

OUTCOMES / IMPACT INPUTS ACTIVITIES OUTPUTS SHORT-TERM MEDIUM-TERM LONG-TERM

Resources assigned to Actions taken or works Direct and immediate The benefits that a The high level goals to tourism development performed through which results associated with strategic initiative is which this Strategy • Funding inputs are mobilised to activities, programmes designed to deliver – will contribute. These • Staff time produce specific outputs and projects. These are the change that are longer-term and • Facilities • Training readily measurable occurred because of cumulative effects of • Infrastructure • Advocacy • Partnerships created the programme. the outcomes • Investment attraction • Programme uptake • Capital investment • Global recognition • Reports produced • Increased visitation for sustainability • Marketing campaigns • Increased spending • Dispersed benefits • New jobs • Smart destination • Enhanced capacity

COUNTY CLARE TOURISM STRATEGY 2030 69 ESTABLISHING A FRAMEWORK FOR MEASUREMENT Reporting and communicating performance Steps to be taken: Intended outcomes and how they contribute to the management will take different formats. • Identify potential performance indicators that will desired impact or overall goals of this Strategy should be • Internal reporting by key stakeholders, particularly track the progress of implementing the activities the primary focus. Clare County Council to assess progress and to relating to the strategic priorities. There are a range of metrics that can be used to major shape shorter-term action planning. • Identify data sources for each indicator. This can measure inputs, activities and outputs, and these can be • External reporting of key indicators and measures include the collection of primary data, and can be identified for each strategic priority. A number of to report on the progress of Strategy both quantitative and qualitative. potential metrics for these priorities are outlined in the implementation. • Identify the Key Performance Indicators that can section on implementation. While it is important to track Reporting needs to take exogeneous variables into evaluate progress in achieving the goals of the specific metrics relating to inputs, activities and outputs, consideration. External forces can have a significant Strategy. In certain cases it may be necessary to they may not reflect or measure the effectiveness of impact on outcomes. develop new tools to measure the KPIs. overall implementation in terms of achieving outcomes and the underlying goals of the Strategy. The unprecedented collapse of the industry globally • Establish shorter-term targets that reflect shorter- as a result of Covid-19 is the most dramatic illustration term action plans. It needs to be understood by all stakeholders that inputs, of how external influences can impact outcomes in an activities and outputs are essentially measures of • Consider developing a visual indicator dashboard that unimaginable way. Other factors that have and will can be used to communicate results to industry. execution, while outcomes and the overall 10-year continue to come into play include global economic impact is the measure of change that this Strategy is cycles, exchange rates, Brexit and geo-politics. seeking to achieve.

In establishing the assessment framework, consideration KEY PERFORMANCE INDICATORS needs to be given to data sources, frequency and collection procedures. There should be an appropriate GOALS VALUE OF TOURISM / SUSTAINABILITY SCORECARD – KPIs based on: balance between efficiency in the data collection and reporting process and effectiveness in portraying change Work collaboratively • International market share of visitors and expenditures / spend per visitor • Domestic market share of visitors and expenditures / spend per visitor that matters to stakeholders. Deliver compelling experiences • Occupancy / RevPAR / Average Daily Room Rate The framework should include both metrics of inputs, • Tourism employment activities and outputs that gauge performance or Global sustainable destination • Industry sentiment index progress in implementation, together with Key Create a smart destination • Resident sentiment index Performance Indicators (KPIs) that are designed to • Visitor satisfaction index and Net Promoter Score measure outcomes and are closely aligned with the Gateway of the west • Sustainability metrics Strategy goals. The KPIs will assist in tracking the Spread the benefits • Community value of tourism metrics achievement of the goals, while the other metrics will highlight what is being done to support the accomplishment of the KPIs.

COUNTY CLARE TOURISM STRATEGY 2030 70 6. Implementation Realising the vision that underlies this Strategy requires a multi-faceted approach to implementation. While Clare County Council is steward of this Strategy and will play a lead enabling role in pursuing the strategic directions, successful implementation is a shared responsibility and achieving the goals is highly dependent on a cohesive team effort. It is a ten-year Strategy, and to be effective and remain relevant throughout this period of time, its implementation will need to be facilitated through shorter-term action planning and regular monitoring. This will provide opportunity to continually reassess priorities, set targets, and ensure a unified approach to developing Clare as a sustainable destination and tourism as a cornerstone of the economy, while maintaining the well-being of local communities and the integrity of the environment.

STRENGTHEN LEADERSHIP AND COLLABORATION STRATEGIC PRIORITIES WHO IS INVOLVED TIMING PERFORMANCE INDICATORS ACTION PLANNING Clare County Council Immediate • Completion of initial Destination Effective implementation of a ten-year strategy requires a series of shorter-term Recovery and Strategy Action Plan action plans. Develop the first action plan mapping out a Covid-19 recovery plan and the actions that need to be initiated in relation to each of the 29 strategic priorities and in response to the new 2020 realities. 1. Establish a county-wide Tourism Advisory Forum to strengthen governance Clare County Council Immediate • Functioning county-wide Tourism and act as an advisory group for Clare County Council and a spokes-group for Community tourism Advisory Forum tourism. groups • Formalised county-wide • Develop terms of reference and appoint initial chairperson from industry Industry commitment to the principles of sustainability in place (KPI) 2. Work towards positioning Clare as a destination to be recognised nationally Clare County Council Medium-term • Participation in new engagement and internationally for its commitment to responsible tourism and Community tourism but with an practices sustainability. groups ongoing • • Establish a formalised county-wide commitment to sustainability Businesses emphasis on Relevant awards and certification • Explore opportunities for global recognition as a sustainable destination sustainability (KPI) • Identification of sustainability 3. Develop new and strengthen existing approaches to generating integrated Clare County Council Short to metrics and cross-sectoral partnerships in tourism locally and regionally. Global Geopark Medium term • Internal council tourism resources • Continue to support and strengthen the Global Geopark as a model Local stakeholders • Cross-departmental dialogue 4. Continue to strengthen and support Clare County Council in its internal Clare County Council – Short term mechanisms in place resources and capacity to develop and promote tourism. all departments • Industry sentiment index (KPI) • Reassess internal county council resources in relation to tourism • Resident sentiment index (KPI) • Develop structured mechanisms for cross-departmental dialogue on tourism within Clare County Council

COUNTY CLARE TOURISM STRATEGY 2030 71 IMPROVE CONNECTIVITY STRATEGIC PRIORITIES WHO IS INVOLVED TIMING PERFORMANCE INDICATORS 5. Work collaboratively with Shannon Airport to secure and sustain new routes Shannon Group Short-term and • Annual % growth in passenger that will improve air connectivity to the west of Ireland and increase air Clare County Council ongoing traffic through Shannon Airport arrivals. Limerick City and (KPI) • Establish the Airport partnership alliance County Council • Market share of all overseas air • Advocate for Shannon Airport to be a key element of Ireland’s aviation Galway County Council passenger traffic (KPI) policy Chambers of • Visitor satisfaction index (KPI) • Work collaboratively on marketing, route development initiatives and Commerce • Community sentiment index (KPI) Clare-centric packages to establish role as gateway to the west Key business partners • Growth in direct air access to 6. Explore the feasibility of attracting an appropriate segment of the cruise Clare County Council Short-term markets sector in a sustainable manner. Community tourism • Functioning public transportation • Undertake a comprehensive evaluation of the proposal within the context groups working group of sustainability • Transportation audit completed • Identification, implementation and 7. Develop and implement a public transportation strategy that addresses Clare County Council Commence assessment of pilot transportation sustainable travel options designed to support tourism – focusing on National and local short-term – initiatives enhancing connectivity between local destinations and providing visitors with transportation partners and complete • Annual transit trips per capita viable mobility options. Academic partners in phases on an • Specific traffic management • Prepare an audit of all existing services Community tourism on-going basis solutions in place • Establish a working group to identify working practices and determine groups potential new solutions CONTINUED • Assess demand management opportunities to help optimise pilot initiatives • Implement existing strategies on traffic management and public transport • Assess current transportation in relation to personal accessibility 8. Continue to work with local stakeholders to identify and address key traffic Clare County Council Ongoing management concerns within north-west Clare (primarily the Geopark area). National Transport • Develop and implement an Integrated Traffic and Transport Strategy for Authority the Burren and Cliffs of Moher National Roads • Continue to explore ways of addressing traffic management issues Authority associated with car parking pinch points, local parking needs NPWS • Work with communities in developing a stronger hub and spoke model, Community tourism with Ennis serving as the primary hub groups

COUNTY CLARE TOURISM STRATEGY 2030 72 IMPROVE CONNECTIVITY STRATEGIC PRIORITIES WHO IS INVOLVED TIMING PERFORMANCE INDICATORS 9. Work with the Department of Transport, Tourism and Sport to promote Clare County Council Short-term and CONTINUED timely completion of major transportation infrastructure projects and National Roads ongoing • Completion of public infrastructure ancillary initiatives that have the capacity to strengthen tourism. Authority projects • Completion of specific projects Dept. of Transport, • Increased uptake of digital • County-wide audit of brown tourism signage Tourism and Sport technologies in destination 10. Work with partners at all levels to strengthen infrastructure and services that Clare County Council Ongoing management will enhance digital connectivity across the county. Local Enterprise Offices • Increased tourism SME uptake in IT • Continue to implement the Clare Digital Strategy training • Work with the County Council Broadband, Digital and IT Department to • Implementation of best practices in explore the transferability of ‘smart city’ technological advancements accessibility • Promote training in application of digital technologies to rural tourism SMEs 11. Raise awareness and support for initiatives that will assist in creating a more Clare County Council Short-term and accessible and inclusive destination. Access Ireland ongoing • Continue to implement the Clare Age Friendly Strategy 2018 – 2022 • Promote the ongoing development of accessible tourism products

BUILD VIBRANT EXPERIENCES STRATEGIC PRIORITIES WHO IS INVOLVED TIMING PERFORMANCE INDICATORS INTEGRATED PLANNING Clare County Council Short-term • Value of tourism index (KPI) 12. Build a strong understanding of the positioning narrative and use this • Market share of domestic and narrative as the framework for experience development. international trips (KPI) • Work with a creative agency to continue refining the narrative with the • Market share of domestic and intent of refreshing the Clare brand international expenditures (KPI) • Ensure that industry is familiar with the positioning narrative • Industry sentiment index (KPI) 13. Collaborate with Fáilte Ireland and the communities to advance the work Fáilte Ireland Short-term and • Community sentiment index (KPI) that has already commenced on planning for visitor experience Clare County Council ongoing • Visitor satisfaction index (KPI) development. Community tourism • Net Promoter Score (KPI) • Complete the Wild Atlantic Way visitor experience development planning groups • Tools to promote the positioning process in Clare and promote a collaborative approach to implementation Tourism industry narrative CONTINUED • Consolidate the planning work that has been undertaken for Lough Derg

COUNTY CLARE TOURISM STRATEGY 2030 73 BUILD VIBRANT EXPERIENCES STRATEGIC PRIORITIES WHO IS INVOLVED TIMING PERFORMANCE INDICATORS 14. Build the concept of sustainability firmly into ongoing planning processes for Clare County Council Ongoing CONTINUED tourism and outdoor recreation. Community tourism • Number of adopted tourism related • Work towards adopting an ecosystem-based approach that assesses groups plans that give appropriate capacity of landscapes, communities, and natural resources Environmental interest consideration to sustainability best • Implement a planning model based on cumulative effects assessment groups practices in the planning • Reassess visitor management policies for high-use sites and areas with Local land owners methodology related issues, and determine access policies for areas that are expressing • Number of new tourism business concern over potential growth of coach traffic. starts/failures • Tourism employment TRAILS DEVELOPMENT Clare County Council Initiate pilot • Value of events tourism 15. Prioritise the development of the West Clare Rail Greenway. Irish Farmers project short- Association term • Length of season / occupancy rates • Work with the Irish Farmers Association to establish agreed practice for for accommodation sector planning and developing the Greenway. Local land owners Completion • Length of stay • Move forward with the initial Kilrush to Kilkee pilot project. Local tourism groups likely to be • Relevant strategic environmental • Develop a communications strategy Local communities long-term • Develop a comprehensive masterplan for the entire route assessment indicators as measured by Clare County Council 16. Develop a coordinated approach to the ongoing development and Clare County Council Short-term and • Functioning county-wide trails maintenance of the various trail network systems across Clare, including the Clare Local ongoing steering group four National Waymarked Trails. Development Company • Completion of Greenway • Consolidate strategic oversight through establishing a trails steering group Leave No Trace Ireland Masterplan • Consider extending the geographic role of the CLDC Rural Recreation Community trail groups • Development of the West Clare Rail Officer to assist in consolidating trails development across the county Trail user groups Greenway • Prepare a county strategy on recreation trails development Community tourism • Completion of county recreation • Identify a classification of trails and appropriate usage for all trails groups trails strategy • Highlight key opportunities to extend trails and/or develop connectivity Irish Farmers between existing trails systems, and continue to examine the potential of • Kilometres of new trails / Association greenways / bike lanes proposed trail initiatives such as the Shannon Greenway. Local land owners

COUNTY CLARE TOURISM STRATEGY 2030 74 BUILD VIBRANT EXPERIENCES STRATEGIC PRIORITIES WHO IS INVOLVED TIMING PERFORMANCE INDICATORS THEMATIC EXPERIENCE DEVELOPMENT Clare County Council Ongoing CONTINUED 17. Work collaboratively to support the development of theme-based Fáilte Ireland • Annual number of new/improved experiences that align with the positioning narrative. Global Geopark / Cliffs market ready experiences of Moher Experience our HOLISTIC LANDSCAPES • Global/national recognition of Burren Ecotourism distinctive tourism assets, a) Continue to elevate the international significance of the Burren and Cliffs of Network landscapes and intangible cultural Moher UNESCO Global Geopark as a designated area renowned for distinctive National Parks and heritage geotourism experiences Wildlife Service • €s invested and completion of b) Integrate the theme of geotourism across Clare, and use ecotourism to expand Community Tourism proposed public and private sector the offering Groups attraction products/projects c) Strengthen the profile of wellness as a sector and well-being/vibrancy as the Gaelic Athletic underlying promise to visitors that are looking to Discover Clare Association Explore our HIGH TOWERS AND HIGH POWERS Clare County Council Ongoing d) Work with emerging initiatives that are focused on bringing together medieval Fáilte Ireland and pilgrimage routes to tell a joined-up story Office of Public Works e) Implement existing plans and associated initiatives to raise the profile of iconic Shannon Heritage and supporting sites (such as the Inis Cealtra Visitor Management and Community tourism Sustainable Tourism Development Plan and the Bunratty Masterplan) groups f) Undertake feasibility research and development work to strengthen the theme of High Towers and High Powers at other key sites and locations Pursue our ADVENTURE AND FAMILY FUN Clare County Council Ongoing g) Focus on developing a strong spectrum of fresh water-based recreation Fáilte Ireland experiences on Lough Derg, highlighting the Lower Lough Derg as a signature Waterways Ireland destination within Ireland’s Hidden Heartlands area Lough Derg Marketing h) Strengthen marine-based recreation through working with communities and Group activity sectors on projects designed to enhance the role of this sector locally Communities and regionally

COUNTY CLARE TOURISM STRATEGY 2030 75 BUILD VIBRANT EXPERIENCES STRATEGIC PRIORITIES WHO IS INVOLVED TIMING PERFORMANCE INDICATORS THEMATIC EXPERIENCE DEVELOPMENT Clare County Council Ongoing • Annual number of new/improved Pursue our ADVENTURE AND FAMILY FUN continued Fáilte Ireland market ready experiences i) Continue to build a cycle-culture in Clare through working with local biking Coillte • €s invested and completion of groups to raise the profile of different forms of biking and expand activity Local biking and cycle proposed public and private sector opportunities groups attraction products/projects Inland Fisheries Ireland j) Re-establish Clare as an angling destination through a multi-faceted approach to improve access to good angling opportunities Business operators k) Continue to work collaboratively to leverage Clare’s world-class golf resorts and courses l) Continue to work in partnership with special interest groups to attract sports events that will support Clare’s positioning as a destination for adventure and will highlight its range of land and water-based outdoor activities Celebrate our CREATIVE VITALITY Clare County Council Ongoing m) Promote the ongoing development of Clare as the county of traditional music Ennis Chamber of through supporting events and experiences that highlight this aspect of Clare’s Commerce culture Event organisers/ committees n) Work with communities across the county to support and develop existing and new festivals and events that highlight this creative vitality and joie de vivre Gaelic Athletic Association o) Support the ongoing development of arts and crafts Food producers p) Highlight and capitalise on the county’s ‘heritage’ sports and stories of sporting Electricity Supply Board significance University of Limerick q) Work with food and drink producers and the culinary/hospitality sector to The Heritage Council build food and local flavours as a key attractor in Clare r) Celebrate the county’s innovative industrial heritage and its current areas of excellence in other economic sectors s) Work towards developing craftsman experiences that focus on skills development in conservation and traditional building

COUNTY CLARE TOURISM STRATEGY 2030 76 ENHANCE SUPPORTING INFRASTRUCTURE AND KNOWLEDGE STRATEGIC PRIORITIES WHO IS INVOLVED TIMING PERFORMANCE INDICATORS SUPPORTING INFRASTRUCTURE Clare County Council Short-term • Value of tourism index (KPI) 18. Undertake a comprehensive assessment of hotel and visitor accommodation Fáilte Ireland • Market share of domestic and and develop an accommodation strategy to support the growth of overnight Accommodation sector international trips (KPI) visitation. • Market share of domestic and • Undertake a comprehensive assessment of all accommodation elements international expenditures (KPI) across the county, including the camping sector • Community sentiment index (KPI) • Expand the existing Clare County Accommodation Investment Strategy • Visitor satisfaction index (KPI) Toolkit and ensure that it addresses the gaps and deficiencies • Net Promoter Score (KPI) 19. Develop the profile, experiences and infrastructure of Ennis as a core hub Clare County Council Ongoing • Completion of accommodation attraction and gateway to the county. Ennis Chamber of audit and assessment • Assess all aspects of accommodation and related hospitality services in Commerce / Promote • €s invested in accommodation Ennis, including conference venues with state-of-the-art facilities, and work Ennis • Percent of 4-star and 5-star towards improving and expanding the facilities Ennis business registered rooms • Strengthen the development of Ennis as a core hub through the community • Occupancy rate implementation of Ennis 2040, and the town’s orientation/gateway role • RevPAR and average daily room through appropriate support services rate (ADRR) • Support the implementation of Ennis Niche Destination Town • Uptake in incentivised • Develop a marketing plan for the town accommodation support 20. Work with community partners to strengthen the role of towns and villages Clare County Council Ongoing programmes elsewhere as destination hubs, through identifying infrastructural issues that Community tourism • €s invested in supporting constrain tourism and encouraging an ongoing improvement of groups infrastructure / public realm infrastructure and enhancement of the public realm. Chambers of CONTINUED • Focus on communities that have the potential to act as gateways to key Commerce visitor attractions, such as Corofin, and implement existing plans for towns NPWS and villages such as Shannon and Doolin Irish Water • Continue to assess and address deficiencies in public infrastructure Department of designed to support the visitor experience Housing, Planning & • Maintain efforts towards protecting the visual character of communities Local Government • Work with Irish Water to address issues relating to water and wastewater facilities in smaller rural hub communities

COUNTY CLARE TOURISM STRATEGY 2030 77 ENHANCE SUPPORTING INFRASTRUCTURE AND KNOWLEDGE STRATEGIC PRIORITIES WHO IS INVOLVED TIMING PERFORMANCE INDICATORS KNOWLEDGE AND CAPACITY Clare County Council Ongoing CONTINUED 21. Work with Fáilte Ireland and related partners to deliver a bespoke business Fáilte Ireland • Participation in business support support programme that will enhance the capacity of industry to develop, Tourism businesses programmes deliver and market saleable experiences. Clare Local • Destination and SME certification in • Expand the business support programme that is being developed for Development Company Fáilte Ireland’s Operational businesses on the Wild Atlantic Way to be inclusive of the entire county Excellence programmes • Encourage businesses to engage in Fáilte Ireland’s accredited suite of • Database – stories and relevant Operational Excellence programmes local information • Leverage the existing work that is taking place relating to the creation of rural enterprise hubs, and use these hubs to offer incubator services 22. Support the development of the positioning themes through curating stories Clare County Council Ongoing and working with relevant partners to advance local knowledge. Local historical • Encourage the development of local initiatives that will assist in the societies collection and curation of stories Community • Review the assessment work on landscape character and seascapes that organisations was completed in 2004 and identify ways of utilising this material

23. Explore opportunities to network with new partners, including non Clare County Council Ongoing traditional partners and academic institutions, to engage in knowledge Neighbouring county sharing and the identification of innovative thinking. councils • Establish regular dialogue with neighbouring county council tourism Academic partners representatives and relevant stakeholders to identify partnership Technology partners opportunities • Establish a mechanism to encourage dialogue between universities/ academic institutions with an interest in tourism, and with non-traditional partners to advance the concept of a smart destination • Continue to establish strategic partnerships with specific Global Geoparks • Become a member of the Network of European Regions for a Sustainable and Competitive Tourism

COUNTY CLARE TOURISM STRATEGY 2030 78 CREATE AWARENESS STRATEGIC PRIORITIES WHO IS INVOLVED TIMING PERFORMANCE INDICATORS MARKETING COMMUNICATIONS - EXTERNAL Clare County Council Short-term • Value of tourism index (KPI) 24. Refresh the destination brand and adopt a thematic approach to marketing Fáilte Ireland • Market share of domestic and and communications that promotes the key themes, highlights sustainability international trips (KPI) as a core value of Clare as a destination, and is aligned with the regional • Market share of domestic and propositions – Ireland’s Wild Atlantic Way and Ireland’s Hidden Heartlands. international expenditures (KPI) • Refresh the existing brand to highlight the promise of feel vibrant and • Industry sentiment index (KPI) develop a marketing plan that supports the positioning • Community sentiment index (KPI) 25. Promote our message smartly through maximising digital platforms – Clare County Council Short-term and • Visitor satisfaction index (KPI) showcasing our iconic experiences while revealing unique bookable themed Community tourism ongoing • Net Promoter Score (KPI) experiences that may not be expected. groups • Refreshed brand • Develop a single digital tourism platform with consolidated visitor-facing • Current marketing plan web pages and a fully integrated digital and social media strategy • Number of new visual assets • Develop compelling visual assets and user-generated content • Fully consolidated visitor-facing 26. Support the strategic delivery of visitor information across Clare. Clare County Council Ongoing website reflecting new positioning • Identify opportunities to enhance alignment, create efficiencies, and adopt Community tourism • Comprehensive and current alternative models of distribution groups county-wide events calendar • Comprehensive CRM database INTERNAL COMMUNICATIONS WITH INDUSTRY Clare County Council Short-term and • Industry portal ongoing 27. Develop regular communications programme with industry stakeholders that • Monthly communications with highlights key research, industry trends and marketing opportunities. industry • Develop an industry portal and establish regular communications • Annual tourism symposium 28. Develop a framework for performance measurement and communications of Clare County Council Ongoing • Measurement framework in place progress • Current crisis management plan • Identify indicators, data sources, and develop relevant measurement tools 29. Continue to foster an understanding of risk and crisis management within Clare County Council Short-term industry, and develop a strategic approach to crisis management planning that will minimise effect and manage consequences regardless of scale. • Develop a tourism crisis and emergency plan that helps industry and communities prepare for a range of crisis situations

COUNTY CLARE TOURISM STRATEGY 2030 79 Appendix

The following is an extract from a Wild Experience Development is the art and science of delivering a consistent message that inspires consumers Atlantic Way Visitor Experience throughout their travel experience – providing something that not only motivates visitors to become ambassadors Development Plan. It provides an for your destination, but also gives them the tools to help tell your message. overview of experience development and The concept of experience development extends beyond just simply providing an enjoyable experience for visitors. To defines the concept of HERO Experiences achieve international cut-through in today’s ‘sharing economy’, experiences need to utilise thematic interpretation within the experience pyramid. techniques that evoke a positive emotional response in visitors, making them want to brag about their experience with family and friends and to experience it again and again. By embedding an experience with the unique selling features, or ‘signatures’, of a destination, visitors will associate that experience specifically with the destination and become advocates for these experiences with others.

DESTINATION PROMISE: The expectation that is created amongst potential visitors about the experience(s) that they will enjoy in the destination (i.e. a promise of what they will receive based on what is being delivered)

THEMES / KEY PROPOSITIONS: The key underlying themes that set this destination apart and makes it distinctive – the stories that your customers can connect with that showcase your key proposition

HERO EXPERIENCES: The experiences that are your signature – best delivered in County Clare

SUPPORTING EXPERIENCES: What each business does to bring the HERO experience to life – the products that allows the customer to access the wider experience

ANCILLARY EXPERIENCE MIX: How the wider tourism offering and sense of place/ public realm supports the destination promise Included with permission from Fáilte Ireland

COUNTY CLARE TOURISM STRATEGY 2030 80 CONSULTATION INTRODUCTORY OVERVIEW TO INDUSTRY PRESENTATIONS TO COUNCIL • Tourism Networking Event: The Inn at Dromoland, • June 2019 Ennis – February 2019 The consultation process involved an • July 2020 extensive series of workshops, community INPUT CONSULTATION WORKSHOPS 2019 STEERING GROUP MEETINGS clinics, steering group meetings, • Falls Hotel, Ennistymon – March • December 2018; presentation meetings and feedback • Oakwood Arms Hotel, Shannon – March • February, June, October, November 2019 presentations and discussions. • Templegate Hotel, Ennis (two sessions) – March • February, June 2020 In addition, a large number of stakeholders • Lakeside Hotel, Killaloe – March were interviewed either on site, in POST-DRAFT FEEDBACK DISCUSSIONS • Vandeleur Walled Garden, Kilrush – March community, or on the telephone, with a • Clare Tourism Steering Group number contributing through e-mail • Falls Hotel, Ennistymon – June • Clare County Council Management Team submissions. • Lakeside Hotel, Killaloe – June • Clare County Council Senior Team • Kilkee Bay Hotel, Kilkee – June • Elected Members of Clare County Council • Templegate Hotel, Ennis – June • Rural Development Strategy Policy Committee • Evening drop-in clinics were held in each of the four venues in June

FINAL PUBLIC CONSULTATION • Templegate Hotel, Ennis (two sessions) – February 2020

COUNTY CLARE TOURISM STRATEGY 2030 81 82