County Clare Tourism Strategy 2010 –
2012
Foreword and Introduction .................................................................................... 1
Terms of Reference .............................................................................................. 3
Executive Summary .............................................................................................. 4
1. Context for the Strategy .................................................................................... 7
2. Vision and Strategy ......................................................................................... 10
3. Tourism in County Clare ................................................................................. 11
4. Shannon Airport .............................................................................................. 18
5. Tourism in County Clare – the facts ................................................................ 24
6. Challenges and Strategic Issues..................................................................... 29
7. Action Plan 2010-2012 .................................................................................... 37
8. Implementation and Monitoring ....................................................................... 48
Foreword and Introduction
In 2009, Clare County Development Board carried out a review of its strategy
“Shaping the Future” and identified agreed priority areas for the period mid 2009
to end 2012. Following consultation with the members of the six Implementation
Groups / Sub Committees, and two workshops with the Board members it was
agreed that a number of strategies would be developed. As a result, the new
strategy for the Clare CDB will comprise of a suite of integrated, interagency
strategies, focusing on a number of key priority areas as identified by the
members. These areas include Social Inclusion, Environment, Rural
Development, Tourism, Quality of Life, Climate Change and Energy.
A number of these integrated inter agency strategies had recently been
developed by the Clare CDB and are currently being implemented. These
include:

Clare County Enterprise Strategy – Collaborating to Compete

Clare County Recreation & Sport Strategy 2009 -2011

Integrated Strategy for the Co-ordination of services to Immigrant
Communities in County Clare 2009- 2012

Integrated Strategy for the delivery of services to members of the
Travelling Community 2006-2008.
The Integrated Strategy for the delivery of services to members of the Travelling
Community 2010-2012 is currently being finalised and will be included under the
Social Inclusion Strategy. As a result of this process, this strategy, the County
Clare Tourism Strategy 2010-2012 is one of the strategies developed in response
to the priorities identified by the Clare County Development Board. Similar to the
other strategies, a multi agency Steering Committee, led by Shannon
Development was responsible for the development of the strategy. The steering
committee represented both the relevant agencies with a Tourism role and
representatives of the Tourism sector in the County. The Action Plan supporting
the Strategy identifies clear objectives with supporting actions, timeframes, and
measurable outcomes, with clear responsibility agreed with the most relevant
agency for delivering on these actions. On behalf of the lead agency responsible
for developing this action I would like to express my thanks to all those involved
in the process for their positivity, commitment and support.
The steering committee believed that it is important that the strategy reflects the
priorities identified in relation to Tourism in the County. The Steering Committee
therefore engaged in a meaningful consultation process with the wider tourism
sector through the Clare Tourism Forum. I wish to take this opportunity to thank
the Clare Tourism Forum for their support and response to the strategy and look
forward to their continued support as the strategy is implemented.
2
This document provides a summary of information in relation to the following:

Strategic Vision and Framework for the County Clare Tourism Strategy

Priorities and Strategic Goals for the period 2010-2012

Who is responsible for Tourism in County Clare

Current Context – Tourism in County Clare

The importance and role of Shannon Airport

Action Plan / Strategic Focus

Monitoring and Implementation of Actions
This County Clare Integrated Tourism Strategy is not designed to address all of
the issues that relate to the tourism in the county. It does, however, attempt to
present a countywide, strategic approach to the development of Tourism in the
county while bringing agencies and sectoral interests together with a common
vision for the future of tourism and the role it will play in the county. It will also
provide a framework through which everyone involved in Tourism can play their
part.
___________________
Joe Arkins
Cathaoirleach, Clare County Development Board
Terms of Reference

Agencies / organisations involved in the development of the strategy:

Shannon Development

Clare County Council

Clare Local Development Company

Irish Hotels Federation

Shannon Heritage

Representatives from the Trade included:
3

Cliffs of Moher

Aillwee Cave

Old Ground Hotel

Doonbeg Golf Resort
The Clare County Development Board is a partnership of all agencies and
organisations operating in County Clare and this approach to decision making
represents a significant step in terms of the achievement of common goals for the
County. All other members on the board have a role directly or indirectly in the
tourism sector in Clare. The aim of the County Development Board is to ensure
the avoidance of duplication in the delivery of services at local level, as well as
filling gaps in meeting the needs of the community. There is an emphasis on
counteracting social exclusion as well as clear focus on economic and cultural
development.
Executive Summary
Tourism makes an important contribution to County Clare’s economy. We need
to respond to changes in the years ahead: the profile of the visitors is evolving
and international competition is intense. We need to build on our strengths in
competitiveness, product development and marketing
The tourism industry makes a significant contribution to County Clare’s economy.
In 2009 overseas tourism1 contributed €93 million in revenue. Almost 52 per cent
(432,000) of all overseas tourists to the Shannon Region in 2009 visited Clare
making it the most popular tourism county in the Region. The sector accounts for
over 6 per cent of total employment in Clare and is a major source of wealth
creation in the County. Tourism undoubtedly has a key role in driving the future
prosperity of the County’s economy.
1
Domestic figures are not available at county level.
4
Tourism involves all people from the County whether they own and operate
tourism and hospitality businesses, supply products to them, or are visitors or
hosts. The audience for this strategy is therefore very wide - everyone connected
to or involved with the County’s tourism sector, including operators, tourism
agencies and local and central Government. Collaborative action and leadership
are required for the potential of economic and social benefits of the tourism
sector to be fully realised in the County.
This strategy comprises short and medium term goals for the County which will
drive us towards our vision for 2012. The purpose of the Strategy is to provide a
coherent and agreed framework to guide the actions of the many interests
involved in the tourism sector. The Strategy includes priorities and recommended
actions to achieve our vision for tourism in County Clare. These are wide-ranging
and will require all stakeholders to play their part. Relevant stakeholders
responsible for each priority have been identified in the action plan for
implementing the Strategy.
However, with the current economic downturn there are challenges facing the
tourism industry in the County and a strategic focus is required to appropriately
respond to the challenges. Consumer confidence, business travel, and visits to
the world’s top tourism destinations have all come under pressure in recent
years. The profile and requirements of customers are changing rapidly and
competition is becoming more intense. The Government’s Tourism Policy Review
Group have stated that, in future, tourism will be increasingly demand-driven with
greater emphasis placed on value for money, personal fulfilment, unique
experiences, authenticity, emotional involvement and travel convenience. As
global conditions and trends shift, the County Clare Tourism Strategy 2010-2012
seeks to respond by adapting to changes in the marketplace and consumer
trends. The main goal of this strategy is to sustain and grow visitor numbers and
revenue in County Clare through more focused marketing, product development,
improved access to the County, and enhanced tourism research.
5
The tourism sector in Clare needs to be dynamic, innovative, sustainable and a
highly-regarded sector, offering overseas and domestic customers a positive and
memorable experience beyond their expectations. In order to meet the
challenges ahead the following are the key goals for the County over the period
2010-2012:
1. To maintain and increase current visitor and revenue levels
2. To support the sustainability and development of Shannon International Airport
3. To support and develop County Clare’s Tourism enterprise base and
innovation
4. Product Development: to adopt an innovative and integrated approach to
developing other tourism assets in the county – Lough Derg and Loop Head
Peninsula
5. Marketing & Promotion: to adopt a strategic approach to the marketing and
promotion of the Clare Tourism Product and access t the County
6. To establish County Clare as a destination / venue of choice for major national
and international multi annual events
7. To support the tourism sector in achieving national and internationally
recognised standards and accreditations
8. Embed the “Clare Live the Life” brand as the key differentiator for the County
9. Data collection - county, regional and sectoral.
Delivering these ambitious goals will help to ensure that visitor numbers and
revenue in the County will return to growth. Achieving the goals outlined in this
Strategy will have significant benefits for those who live or visit the County, in
terms of visitor experience, product development, value for money, employment,
information provision and economic activity. In the current economic downturn
job creation is one of the Irish government’s key priorities. Delivering on the goals
in this Strategy has the potential to generate significant employment in the
tourism sector and influence future economic growth in the County.
6
The performance of Shannon Airport plays a key role in the ability of the Strategy
to deliver on the goals contained in this document. Shannon Airport, which
provides direct international access to Clare and the Shannon Region, is a
central pillar of the area’s transport infrastructure. Clare CDB, the trade, hotel
federation, agencies have consistently supported Shannon Airport to ensure that
it will be a sustainable international airport and international hub for passengers
and cargo with a particular emphasis on servicing the western seaboard. The
group strongly believes that the Airport should have greater autonomy, within the
existing structure, in order to contribute fully to the tourism and economic
potential of County Clare and the Shannon Region. Furthermore, the group
believes that the funding sought under the ‘Tourism and Economic Development
Plan’ in 2006 should be delivered with a renewed focus on Shannon Airport and
the Mid West Region. Since 2008 the funding has become part of a generic
Discover Ireland ‘Wonderful West Campaign’ and spread across the entire West
of Ireland from Donegal to West Cork, even though the most significant impact of
Open Skies was on Shannon Airport and the Mid West Region. Therefore, in
addition to the goals above for the County, a further aim of the group is to bring
control of the marketing fund back to Shannon Airport and the Mid West Region.
In summary, although there are challenges facing the sector, tourism is a major
contributor to the Clare economy, and the group believes that going forward it will
play a major role in boosting the prosperity of the County.
1. Context for the Strategy
Tourism has been recognised nationally and locally as having a vital role in the
future economic success and development of Clare. However, the tourism sector
at national, regional and county level is currently facing major challenges. The
tourism industry in Ireland experienced difficult years in 2009 and 2010, with the
global economic downturn, a drop in consumer confidence and adverse currency
movements all impacting on visitor numbers and revenue. Tourism performance
in Clare has reflected this downward trend. However, it is expected that
economic growth will resume over the lifetime of this strategy, and the challenge
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for the tourism sector in the County over the next few years is to be well
positioned in order for its full potential to be realised in the upturn. With increased
challenges there is a need to improve the tourism product, access and marketing
of the County.
Strong action and leadership are required if the potential of economic and social
benefits of the tourism sector are to be fully realised in the County. This strategy
is about drive, innovation and differentiation for tourism in County Clare, and how
this can be supported in the coming years. This Strategy is not designed to
address all of the issues that relate to the tourism in the County. It does,
however, attempt to present a co-ordinated, countywide and strategic approach
to the development of Tourism in the county while bringing agencies and sectoral
interests together with a common vision for the future of tourism and the role it
will play in the County. It provides a framework through which everyone involved
in Tourism can play their part.
As tourism can be developed in a short time-span, and with only moderate levels
of investment, it can have a rapid and even instantaneous impact on a regional
economy” 2
The tourism sector is considered to be an essential tool in regional development
and economic growth. Moreover, tourism can reach more rural areas of a locality
and therefore, can help achieve more balanced regional economic growth.
Tourism in County Clare has a number of unique strengths which need to be
nurtured to ensure that the sector will be able to play its role in realising its
significant potential to enhance job creation and economic growth in the County,
while contributing to the quality of life for all residents. Tourism development also
impacts on the quality of life of residents which is a key factor in attracting inward
investment and creating further opportunities for employment. Tourism is a
significant component of Clare’s economy accounting for over 6 per cent of the
County’s employment, which is among the top 10 locations in terms of tourism
Soukiazis, E. and Proença, S. (2008). “Tourism as an alternative source of regional growth in Portugal: a
panel data analysis at NUTS II and III levels” Portuguese Economic Journal, Vol 2(1).
2
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employment in Ireland3 The tourism industry has significantly contributed to
economic development and job creation in the past, and there is a need to
sustain and increase this contribution for future growth in the County. Delivering
on the action plan in this Strategy has the potential to generate considerable
employment in the tourism sector in the County. Growth in the tourism industry is
largely determined by continuous innovation in rejuvenating the tourism products
and services on offer. It is evident that tourism is a key industry that will help to
determine the future performance of the County.
However, there are a number of major challenges currently facing the Irish
tourism industry, and consequently the tourism industry in Clare:

The global marketplace is extremely competitive

The economic downturn is impacting on visitor numbers and revenue

The instability of the euro against the dollar and sterling
With increased challenges there is a need to improve the tourism product, access
and marketing of the County. In order for tourism to regain its position as a
thriving economic sector in County Clare immediate action is required. This
Strategy outlines the key actions required in order for County Clare to maximise
its tourism potential and contribute to the economic performance of the County.
The following sections outline the current and future performance of the tourism
sector in County Clare and the role of the lead agencies / organisations in the
county, including Shannon Airport, in supporting the growth of the tourism sector
in the County. The key objectives of this Strategy are presented in detail along
with precise actions in relation to how these goals can be achieved. The Strategy
draws on the contributions of the stakeholders who contributed to the preparation
of this document and the Clare County Council Tourism Strategy 2010-2014
which was published during the preparation of this document.
3
CSO Census 2006.
9
2. Vision and Strategy
This integrated Strategy provides a vision and framework for the continued
sustainability, development and growth of the tourism sector in Clare for the
period 2010–2012, in order to ensure the sustainability and growth of the
County’s tourism industry. The strategic vision for this Strategy is:
“To provide a framework that will support and facilitate the development of a
cohesive and sustainable tourism sector in County Clare that will continue to
make a significant contribution to the local economy”.
This Strategy reflects other strategies including the Clare County Council’s
Tourism Strategy 2010-2014. The outcomes arising from the implementation of
this strategy will be of significant benefit to those who live in and visit the County,
in terms of visitor experience, product development, value for money,
employment opportunities, information provision and increased economic activity.
Similar to all other strategies a number of core values underline this Strategy
which reflect the vision of the steering committee and the tourism sector in
general. Therefore, this Strategy is:
Action orientated: the Strategy has a clear focus on achieving specific targets.
Co-ordinated: the Strategy reflects national and regional policies and strategies
and takes account of the roles of Shannon Development, Fáilte Ireland, Tourism
Ireland and local tourism organisations. It is therefore aligned with other
agencies’ strategies and actions.
Sustainability: a strategic approach is taken to the marketing and promotion of
the County along with the development of

New and existing attractions and facilities

Active and effective networks

New and existing tourism products
Effective use of resources: the implementation of the Strategy will include the
most effective use of all available resources.
10
Quality service: the implementation of the Strategy will prioritise quality and
integrated service delivery in all aspects of tourism in the County.
Visitor focused: the needs of the visitor are the principal consideration in the
development and provision of tourism facilities and products.
Flexibility: the strategy will support and promote the tourism sector in its ability to
respond to the changing face of tourism and economic circumstances for the
period covered by this document.
Innovation: The Strategy recognises that innovation should underpin all aspects
of Clare’s tourism offering and will support and encourage tourism innovation as
a key driver of competitive advantage for the County.
2.1 Definition of Tourism
For the purpose of this Strategy the Steering Committee has agreed the following
definition of Tourism, as defined by the World Tourism Organisation:
“the activities of persons travelling to and staying in places outside their usual
environment for not more than one consecutive year for leisure, business or other
purposes not related to the exercise of an activity remunerated from within the
place visited”
Tourism is different from travel in that it involves a maximum duration of one
year, must be for any purpose other than for work purposes and be in a location
away from where one normally lives.
3. Tourism in County Clare
It must be acknowledged that in the context of the Clare County Development
Board that every agency has a direct or indirect role in tourism in the county
whether it relates to training, public transport scheduling, funding innovative
projects, promoting the county, collaboration on ecotourism projects, or
responding to a query by a visitor or more formal information provision and
customer service.
11
There are however a number of key lead agencies and sector lead organisations
in County Clare who have a specific role / remit in terms of developing and
supporting Tourism in the county. The success of this strategy is closely linked to
the level of collaboration and co-operation of those involved in delivering on the
actions supporting the strategy. Detailed below is a brief overview of the key
agencies and organisations in the county and the role they have in terms of
tourism.
3.1 Clare County Development Board
Since the establishment of the Clare County Development Board (CDB) in 2000,
tourism in the County has been a priority for the Board. The Board includes a
total of twenty five member agencies working together with a shared vision for
the County. The CDB Strategy 2002-2012 “Shaping the Future” reflected the
importance of tourism in the County. Significant progress has been made over
the years with the completion of the actions identified by the Board in “Shaping
the Future”, which was monitored and reviewed on an ongoing basis through the
Tourism Culture and Heritage Implementation Group.
A key element of any strategy is the ability to respond to new challenges and
changing circumstances in a timely manner. The Clare CDB through this strategy
has identified key priorities in terms of tourism in the county which reflects the
current challenges facing the County. While not every member of the Board has
a specific tourism remit it is acknowledged that each agency has a tourism role
either directly or indirectly through the work that they do.
Other members of the CDB that have a specific tourism remit and are detailed
briefly below:
3.2 Shannon Development
Shannon Development was established by the Irish Government in 1959 to
promote Shannon International Airport by developing the economy of the airport’s
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catchment area. Over the years, the Company’s brief has evolved and it now is
Ireland’s only dedicated regional economic development agency.
Shannon Development is the regional tourism authority for the Shannon Region,
mandated by Government to develop the Region as a quality tourism destination
and to maximize tourism visitors, revenue and investment.
Tourism is an important part of Shannon Development’s mandate which
complements its role in developing the economy of the Shannon Region. For
tourism purposes the Shannon Region encompasses Clare, Limerick, North
Tipperary and South Offaly which together have a population of more than
385,000 people.
Shannon Development’s primary focus is on driving regional economic
development in the Shannon Region at the centre of a dynamic West of Ireland
by:

Creating demand for Shannon International Airport

Delivering on a new vision for tourism in the Shannon Region.

Ensuring that the more developed areas of the Region reach their full
potential.

Addressing the needs of the less developed parts of the Region.
Shannon Development plays a key role in the promotion and development of
tourism in the Shannon Region with County Clare as the main driver of regional
tourism. The Company’s approach to tourism development in the Region is set
out in its Tourism Strategy for 2008-2010. This Strategy is currently being
reviewed and updated to reflect the current situation in the tourism sector in the
Region.
Shannon Development, through its subsidiary Shannon Heritage, also operates a
number of key tourism attractions in the Shannon Region most of which are
located in Clare such as Bunratty Castle and Folk Park, Knappogue Castle and
Walled Garden and Craggaunowen. Its eight day visitor attractions and four
13
evening entertainment venues around the Shannon Region attracted over
440,000 visitors in 2009.
3.3 Clare County Council
Clare County Council has traditionally and consistently supported and facilitated
tourism initiatives and the development of tourism facilities and attractions in the
County.
Clare County Council’s Tourism Strategy 2010- 2012 sets out how Clare County
Council intends to achieve it vision in relation to Tourism while reflecting national,
regional and local strategies. Clare County Council has always adopted a proactive role in the promotion and development of tourism in the county. This work
is considered complementary to the role of Shannon Development and Fáilte
Ireland in the promotion and development of tourism in the Region.
3.4 Clare Tourism Forum
Established in 2005, Clare Tourism Forum’s primary focus is to provide a
collaborative approach to tourism in County Clare and to facilitate the ongoing
development of the tourism industry in the County. The Forum is a unique
partnership, representative of all sectors of the tourism industry in the County.
Representation and participation on the Forum clearly demonstrates the level of
commitment from the trade to this process. It is underpinned by joined up
thinking, focused on delivering economic benefits for the county. The Forum’s
mission statement clearly states its role in tourism development in the County –
“to create and implement an integrated tourism marketing strategy that will
develop a positive and sustainable brand for County Clare and deliver a
significant increase in visitor numbers”.
This initiative is driven primarily by the tourism sector, supported by Shannon
Development and Clare County Council.
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The Forum agrees an annual marketing and promotional work plan. The aim of
the plan is to build and expand on successes of the previous year, identify gaps/
blockages experienced and work through them.
By engaging in this process the Forum has achieved in delivering a number of
projects for example developing the first promotional DVD of County Clare,
developing a promotional website for the County (www.clare.ie and its counterpart
www.clareoffers.com) and developing the Clare “Live the Life” Brand for the
County, all of which have ensured that the tourism sector has been beneficial to
the economic growth of the County.
3.5 Fáilte Ireland
A key objective of Fáilte Ireland’s strategy is to ensure that Clare’s tourism
offering will continue to be a central part of and complement the domestic and
international marketing effort of the regional and national agencies. The Discover
Ireland campaign is the core of Fáilte Ireland’s domestic marketing promotion
and this is supported by a wide range of programmes including product and
sector marketing, e-marketing, and networking initiatives. As the national agency
which markets the island of Ireland overseas, Tourism Ireland’s strategic
planning is also of fundamental importance for tourism growth in County Clare.
It is critical therefore that Clare continues to position its tourism product and
destination development programmes to capitalise on the marketing focus of both
Tourism Ireland and Fáilte Ireland.
3.6 Tourism Ireland
Tourism Ireland is responsible for marketing the island of Ireland overseas as a
holiday destination. Tourism Ireland's role is to grow overseas tourism revenue
and visitor numbers to the island of Ireland, and to help Northern Ireland to
realise its tourism potential. Tourism Ireland devises and delivers world-class
marketing programmes in over 20 markets across the world and works in close
co-operation with industry partners on the island of Ireland as well as with the
travel trade, online operators, media, air and sea carriers overseas to encourage
15
consumers to “Go where Ireland takes you”. Tourism Ireland helps to influence
product development here on the island, by sharing their insight on global tourism
trends and the changing need of overseas consumers with other tourism
agencies, particularly with Fáilte Ireland and the Northern Ireland Tourist Board
and with industry partners.
3.7 Other Tourism Organisations
Similar to other counties there are a number of organisations in Clare that focus
on a particular location in the county or on specific activities within the tourism
sector. These organisations are linked both formally and informally through
representation on their boards / committees by Shannon Development, Clare
County Council or the Clare Tourism Forum, and include the following:
Shannon Region Conference and Sports Bureau
The Shannon Region Conference & Sports Bureau is a public private partnership
and the official events bureau for Ireland’s Shannon Region. In working with
various tourism partners in the Shannon Region the bureau has been involved in
securing a number of events for County Clare in recent years. In particular one of
the major events secured for the County was the Sky Ride Etape Hibernia cycling
event. This took place in Clare in August 2010 and attracted 1,700 cyclists from
all over Ireland and the UK, as well as from throughout Europe and US. The
estimated impact of the event for the Clare economy is €2 million. This is
expected to increase to over €10 million over 5 years as the numbers are
expected to reach 5,000. It has a significant impact on the local economy, and
complements the goal in this strategy to attract more mass participation events to
County Clare.
Clare Tourist Council
The Clare Tourist Council represents the tourist trade of County Clare. It is a
voluntary democratic association and has decades of continuous experience in
promoting county Clare as a wonderful tourism destination. The aims of Clare
Tourist Council are as follows:
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
To represent and promote the interests of tourism and related industry in
County Clare.

To ensure the development of a professional approach to the tourism
industry.

To encourage and co-ordinate the efforts of local tourist organisations.

To encourage a joint marketing strategy for the county.

To provide support where appropriate through information, advice and
assistance.
For the past 22 years an annual conference has been organised by Clare Tourist
Council in conjunction with Clare County Council. The conference
addresses a wide range of issues with the most recent conference in 2010
discussing
“Achieving World Class Tourism”.
Waterways Ireland
Waterways Ireland has responsibility for the management, maintenance,
development and restoration of inland navigable waterways principally for
recreational purposes. The waterways under the remit of the body are the Barrow
Navigation, the Erne System, the Grand Canal, the Lower Bann, the Royal, the
Shannon-Erne Waterway and the Shannon Navigation which includes Lough
Derg.
Clare Sports Partnership
The mission of the Irish Sports Council is to plan, lead and coordinate the
sustainable development of sport in Ireland. The aims of the Irish Sports Council
are to increase participation through the removal of barriers, and to make better
use of facilities. The Local Sports Partnership Initiative was developed by the
Irish Sports Council in order to help deliver these aims and to create a national
structure to co-ordinate and promote the development of sport at local level. The
initiative was created following widespread consultation with other agencies and
organisations with an interest in the development of sport. In 2001 County Clare
17
was selected as one of eight pilot projects for the establishment of a Local Sports
Partnership.
Clare Sports Partnership is involved in organising events around the County. One
of the most recent events Clare Sports Partnership had a role in organising was
the An Post Tour de Burren in 2010. The event was very successful with 1,700
cyclists taking part.
County Enterprise Board
The aim of the Clare County Enterprise Board is to promote and develop small
and medium enterprise sector of the county. Its fundamental objective is one of
ensuring that the various measures available are sufficient to create a climate
lending to the creation of new jobs, to the maintenance of sustainable jobs and to
the prioritisation of support. The Board is now rightly recognised as a leader in
the provision of business advice, counselling, mentoring, business skills and
management development programmes.
Clare Local Development Company
Clare Local Development Company is a new organisation responsible for the
delivery of a range of rural and enterprise development, social inclusion,
community development and environmental initiatives in County Clare.
Heritage Council
The Heritage Council seeks to protect and enhance the richness, quality and
diversity of Irish national heritage for everyone. It works with its partners,
particularly at local level, to increase awareness of Ireland’s national heritage and
to highlight its importance to public policy and everyday life.
4. Shannon Airport
Shannon Airport, which provides direct international access to Clare and the
Shannon Region, is a central pillar of the area’s transport infrastructure. The
Airport is a key driver of economic, tourism and industrial development for Clare,
the Shannon Region and the wider West of Ireland.
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As one of Ireland’s three major airports, the ongoing development of Shannon
Airport is vital to the future development of the Region. The location of Shannon
Airport and the proximity to the hub of the Region makes it a key economic
resource within County Clare and its wider catchment area in the Shannon
Region and the West of Ireland.
Clare CDB has consistently supported Shannon Airport to ensure that it will be a
sustainable international airport, an international hub for passengers and cargo
with a particular emphasis on servicing the western seaboard.
4.1 Current Performance
In 2009 Shannon International Airport passenger throughput was recorded at
2.793 million - a decrease of 12 per cent on the previous year. However, airports
nationally and worldwide were also impacted by the severe downturn in the
global economy in 2009. Shannon Airport passenger numbers reached record
levels of over 3.6 million in 2006, but have been in decline since (Table 1). Open
skies, and subsequent loss of a number of transatlantic services, and the
worldwide recession have been two major factors behind this decline. Shannon
Airport also experienced unfavourable passenger trends in 2010 with a decline of
37 per cent in passenger throughput. Passenger numbers in 2010 were recorded
at 1.8 million4
The Open Skies agreement between the US and the EU is significant for
transatlantic services at Shannon as there is no longer a requirement for airlines
to serve both Dublin and Shannon. The 2006 Mid West Tourism and Economic
Development Plan outlines a 5 year action plan for supporting Shannon
International Airport in achieving a successful outcome with the introduction of
‘Open Skies’5. A Tourism Promotional Fund of €44m and a route support fund of
4
5
Anna Aero European Airport Traffic Trends 2010.
The working group consisted of the Mid West Regional Authority who prepared the report,
Shannon Airport, Shannon Development, IBEC, Department of Transport, Clare County Council,
Limerick County Council, Limerick City Council, North Tipperary County Council, Tourism Ireland,
19
€9m for existing and new services over a 5 year period were sought under the
plan in order to develop Shannon Airport and the Mid West Region. However, the
€3m that has been provided per annum since 2008 has become part of a generic
Discover Ireland ‘Wonderful West Campaign’ and this funding has been spread
across the entire West of Ireland from Donegal to West Cork, even though the
most significant impact of Open Skies was on Shannon Airport and the Mid West
Region.6 Therefore, an additional aim of the group is to bring control of the
marketing fund back to Shannon Airport and the Mid West Region.
Table 1: Shannon Airport Passenger Traffic Figures 2005-2010
Market
2005
Transatlantic 713,556
Britain
2006
2007
2008
2009
2010*
780,917
746,551
574,843
442,147
-
1,162,942 1,286,317 1,253,570 1,139,970 1,062,915 -
Continental
Europe
655,831
816,676
1,066,630 1,020,437 888,946
-
International
16
320
507
2,820
869
-
Domestic
95,238
100,484
89,034
96,836
52,448
-
Transit
674,841
654,332
464,331
334,623
347,238
-
Total
3,302,424 3,639,046 3,620,623 3,169,529 2,794,563 1,756,007
% change
+37.9%
Other
+10.2%
-0.5%
-12.5%
-11.8%
-37.2%
SIGNAL, BIWI, Shannon Chamber of Commerce, American Chamber of Commerce, and
Western Regions Tourism.
6
Source: Mid West Task Force Interim Report.
20
year-on-year
Source: DAA Annual Report 2009, *Anna Aero European Airport
Traffic Trends 2010
As part of its winter schedule 2009/2010 Shannon International Airport provides
services to 16 destinations, in the UK, Europe and the North America. Each of
these destinations represents a potential market for tourism in the County.
The performance of Shannon Airport has been less than optimal in recent years
compared with other airports in Ireland. It has major implications for progressing
economic growth in the County. Therefore, the group strongly believes that
Shannon Airport should have greater autonomy within the existing structure. This
would enable the Airport to contribute fully to the tourism and economic potential
in Clare, the Shannon Region and the wider West of Ireland.
4.2 CBP Pre-clearance
In August 2009 Shannon Airport, which is home to the world’s first Duty Free
Shop, became the first airport in the world, outside of the Americas, to have the
only full US Customs and Border Protection (CBP) pre-clearance facilities for
airlines travelling to the US. With this new facility airlines departing Shannon can
land at any airport of choice in the US. It allows passengers to pre-clear all
formalities for US Immigration, Customs and Agriculture. The Airport has
dedicated facilities for all Commercial, Technical Transit and Business jet
operations ensuring effortless and seamless arrival in the US.
The US Customs and Border Protection pre-clearance facility has the potential
for Shannon to emerge as a major transatlantic aviation gateway. It is expected
that this facility will ultimately increase the number of transatlantic flights daily in
and out of Shannon, which would strengthen revenue through increased landing
and handling charges, and support employment levels at the airport in the
process.
21
Moreover, the establishment of pre-clearance for private aircraft at Shannon
Airport in 2010 is a very positive development for the airport and for County Clare
as it has the potential to impact significantly on business tourism in the Region.
Full US pre-clearance of private aircraft allows passengers to make all the
necessary immigration, customs and agriculture inspections at Shannon before
departure to the US thus allowing a more efficient arrival process at their
destination. Shannon Airport is the first location in the world to offer preclearance to private aircraft.
4.3 Joint Marketing Agreement
In March 2009, two of the West of Ireland’s key economic drivers, Shannon
Development and Shannon Airport Authority, launched a 3 year joint marketing
initiative aimed at boosting the Shannon Region’s economy. The joint approach
will focus on marketing and promotion of airline services at Shannon Airport.
Combining the respective strengths of both organisations is intended to benefit
tourism and regional development.
In addition to focusing on ongoing marketing initiatives for driving tourism in the
Region and passengers to the Airport, the initiative will pursue new business
opportunities under the preclearance agreement between Ireland and the US.
Shannon Development’s primary role in the context of the agreement is the
promotion of the Shannon Region and its tourism/visitor/business products in the
international marketplace. The focus of Shannon Airport under the agreement is
the development of air services internationally and promotion of the Airport as the
premier gateway for outbound travel for consumers from this catchment
area. Overall, the Joint Marketing Agreement seeks to ensure that the efforts of
Shannon Development and Shannon Airport to stimulate the regional economy
will be more coordinated and focused.
4.4 Challenges for 2010-2012 for Shannon Airport
The dependence of County Clare’s tourism sector on Shannon Airport means
that tourism growth will be closely linked with the growth of air services at the
22
airport. Shannon Airport is currently facing significant challenges as passenger
numbers in 2010 followed the downward trend experienced during 2008 and
2009 with the withdrawal of a large number of Ryanair services and the cutbacks
in capacity on transatlantic flights. Future performance will depend on how
successful the airport is in replacing routes from which Ryanair is withdrawing.
Transatlantic services also continue to be a challenge post Open Skies. Reduced
capacity, including the withdrawal of the US Airways seasonal service to
Philadelphia, will lead to further challenges which the airport is addressing by
working with airline partners to provide additional services in peak season.
However, in order to address the current challenges, Shannon Airport has
developed a new strategy which focuses on developing sustainable airline
routes, expanding cargo traffic, reducing its cost base and enhancing customer
experience in order to grow and develop the airport from 2010-2015. Annual
passenger numbers are targeted to increase to 2.5 million by 2015 and cargo
traffic will be a key focus for growth into the future as a core business.
The four elements of the strategy outlined are:

Passenger Connectivity: Securing more sustainable passenger airline
services and routes that provide good connectivity for business, tourism
and other interests across the airport’s catchment area

Cargo Development: Developing Shannon as a major international
cargo airport by capitalising on opportunities arising from new trends in
global logistics

Customer Experience: Implementing initiatives to enhance the
experience of people who use the airport and do business there

Commercial Viability: Returning the Airport to profitability through
increasing operational income, reducing costs, and achieving a greater
return from assets
The strategy is designed to deliver growth in business and move it towards
profitability, thereby creating a sustainable airport for the long term.
23
5. Tourism in County Clare – the facts
A strategy is defined as a plan of action to achieve a goal by maximising
strengths and opportunities and minimising weaknesses and threats.
It is also important that we know the current position in relation to tourism in
County Clare and indeed the region. Detailed below are some of the pertinent
facts that have informed the development of this strategy. Statistical information
available at the time of publishing is based on 2009 data.
5.1 Shannon Region Tourism Performance
In order to provide a context for the tourism performance of County Clare it is
important to outline tourism performance in the wider Shannon Region.

Total visitor numbers to the Shannon Region in 2009 were recorded at
1.73 million with €390.6 million in related revenue (Table 2).

The Shannon Region welcomed 791,000 overseas visitors in 2009,
generating €250 million in revenue. There were 918,000 tourist trips by
Irish residents to the Region, earning the Region €135 million in
revenue. Northern Ireland residents made 21,000 tourist trips to the
Region spending €5 million7.

During 2009 Shannon Region tourism visitor numbers and revenue
declined by 13.4 per cent and 26 per cent respectively. This fall in visitor
numbers and revenue is similar to national and international trends.
Overall 2010 was another difficult year for the Region’s tourism industry,
as global economic recovery was slow, and the highly competitive
environment continued. Irish tourism experienced its most difficult
season in over a decade in 2010 with overseas visitor numbers falling
back to 1998 levels. National figures show that overall tourism earnings
in 2010 declined by 13 per cent when compared to 2009 which was
7
Fáilte Ireland Shannon Region Facts 2009.
24
mainly due to a significant decline in the number of overseas visitors.8
Prospects for 2011 will depend on the performance of the overseas
market as Fáilte Ireland has stated that the home market has effectively
peaked, leaving little room for additional growth from this source.
Table 2: Shannon Region Visitor Numbers and Revenue 2009
Shannon Britain Mainland North
Region
Numbers
Other
Overseas Northern Domestic Total
Europe
America Areas Tourists
Ireland
Trips
246
278
212
54
791
21
918
1,730
85.9
62.2
73.8
28.5
250.4
4.9
135.3
390.6
(000s)
Revenue
(€m)
Source: Fáilte Ireland
5.2 Tourism Performance - County Clare
The tourism industry is a major contributor to the Clare economy.

County Clare attracts the highest proportion of overseas visitors to the
Shannon Region. Almost 52 per cent (432,000) of all overseas tourists
to the Region in 2009 visited Clare, and generated over 37 per cent
(€93m) of overseas revenue in the Region (Figures 1 and 2). In
comparison Limerick generated 53.6 per cent (€134m) of the Region’s
overseas visitor revenue in 2009, and attracted 350,000 overseas
8
Fáilte Ireland
25
visitors (42% of the total). North Tipperary attracted 42,000 overseas
visitors in 2009 and generated 8.4 per cent (€21m) of the Region’s
overseas visitor revenue. West Offaly attracted 1 per cent of overseas
tourists to the Region, and accounted for 0.8 per cent of the Region’s
overseas revenue.
Figure 1: Overseas Visitors to Clare 2005-2009
800
727
685
700
607
600
544
500
('000s)
432
400
300
200
100
0
2005
2006
2007
2008
2009
Figure 2: Revenue Generated by Overseas Visitors to Clare 2005-2009
26
160
149
141
140
123
132
120
93
€m
100
80
60
40
20
0
2005

2006
2007
2008
2009
In 2009 Clare experienced a decline of 28.8 per cent in overseas visitors
for the year with revenue generated declining by 34 per cent during the
same period.9

In terms of tourism employment in Clare the sector accounts for over 6
per cent of the County’s total employment based on the CSO’s Census
2006. It is among the top 10 counties in Ireland for the contribution of
tourism to total employment. This indicates the importance of the
tourism sector and delivering on the actions items in this Strategy for
future employment creation in the County.

The overall profile of tourism products in the County is dominated by a
number of major attractions. The largest is the Cliffs of Moher with
almost one million visitors, making it the single largest tourism attraction
in the Shannon Region. Bunratty Castle Folk Park attracts over 330,000
visitors annually. Other projects with over 100,000 attendances are
Ailwee Cave and Lahinch Seaworld. In contrast, there are also a large
number of smaller attractions, with 12 centres reporting less than 20,000
9
Domestic visitor numbers and revenue are not available at county level.
27
annual visitors. No other county in the Region has such a range of visitor
attractions or experiences as County Clare.

Total annual attendances at all Clare attractions exceed two million
visitors, reflecting the extent and scale of the formal visitor attractions,
providing a solid foundation for growth.
Tourism Ireland undertakes sophisticated marketing analysis to maximise visitor
numbers, and the segment within our overseas source markets which offers the
best prospects for Ireland has been identified as “Sightseers and Culture
Seekers”. These visitors are defined by holiday needs which include “an interest
in sight-seeing, learning about, visiting, and experiencing the country and its
culture - both living and historic”. It is estimated that there are 75 million people in
this segment across Ireland’s 10 largest source markets. Key factors for this
segment include:

experiencing Irish culture and music

visiting historical sights

going sightseeing and

admiring the natural landscape.
County Clare can build on its international reputation as the home of Irish
traditional music. Research carried out on behalf of Fáilte Ireland in 201010 shows
that traditional Irish music and culture is top of the list for international visitors
with almost 50 per cent attending an Irish traditional music session.
5.3 Tourism Investment – County Clare
The County has an excellent record of tourism investment during the period
1990-2007, 80 projects from both the public and private sector with an
investment of €200m were assisted by Shannon Development during this period.
In addition an estimated €200m worth of investments were made in private sector
10
‘Destination Visitors Research, A Programme of Research on the Themed Hubs Initiative’(Fáilte Ireland
2010),
28
projects in accommodation and services. Major projects developed in Clare
during this time include Kilrush Marina, Doonbeg Golf Resort, the Cliffs of Moher
Centre, and resort regeneration in Kilkee and Lahinch.
More recent developments have included an International Trails Programme
including 15 looped walks and 4 new cycling routes in North Clare which have
contributed to the County being included in the Lonely Planet Guide for 2010 as
one of the top 10 “Super Cycling Routes” in the world. County Clare has become
one of the most popular choice of venue for well managed mass participation
events which have wide appeal both locally and internationally.
The County has a range of world class tourist products and services. The level of
product development is wide, including accommodation, active and passive
pursuits and conference and visitor facilities. It is home to some of Ireland’s most
famous visitor attractions, such as the Cliffs of Moher, Bunratty Castle and Folk
Park, and the Burren.
6. Challenges and Strategic Issues
6.1 SWOT Analysis
In order to identify the goals of the strategy, the strengths, weaknesses,
opportunities and threats must be identified for tourism in County Clare. The
outcome of a SWOT (Strengths, Weaknesses, Opportunities and Threats),
analysis provides the basis for the identification of the resulting strategic goals
and the framework for the delivery of the strategy. This section contains a high
level SWOT analysis of tourism in County Clare, drawing on the Clare County
Council’s Tourism Strategy, Shannon Development’s Regional Tourism Strategy
and inputs from stakeholders.
Strengths
County Clare, which is a leading tourism county in Ireland, has a wealth of tourist
attractions, which act as a magnet for visitors from Ireland and overseas. Major
attractions such as Bunratty Castle and Folk Park, the Ailwee Caves, the Cliffs of
29
Moher, and the Burren provide a mix of scenery, historical sites and cultural
experiences in an especially attractive mix for the overseas and domestic tourist.
County Clare is also home to a range of facilities for walking, cycling, golfing,
angling, surfing and equestrian tourism, and a number of festivals and events
such as An Post Tour de Burren Cycle Series, Corofin Trad Festival and
Doonbeg International Jazz Festival.
The County has a number of key advantages that has underpinned its growth to
date:

The location of Shannon Airport at the heart of the County acting as the
main gateway for international visitors and tourists.

Clare is an established tourism destination with an excellent range of
natural and man-made attractions and locations (many world class and
national icons), i.e. Cliffs of Moher and the Burren.

Ennis as a recognised tourism destination with a variety of events and a
high quality accommodation base appealing across several source
markets.

Clare has unique strengths in links golf, outdoor (walking and cycling)
and water based activities, in particular the County is home to worldfamous surf spots.

Superb seaside resort towns along its western coastline.

The unique and diverse profile of the County – a varied natural
environment / culture / heritage/ music, social attractions and activities
etc.

Shannon Development’s subsidiaries Shannon Castle Banquets and
Heritage and Kilrush Creek Marina are headquartered in the county.

Shannon Development, as the Region’s dedicated economic
development agency, acts as the tourism authority for the Shannon
Region and has a strong track record in tourism investment and regional
marketing.
30

An active and engaged tourism trade.

High quality and a varied accommodation stock.

World renowned centre for traditional Irish music e.g. the Willie Clancy
Festival.

The people involved in the tourism sector in Clare, particularly with
regards to the hospitality and qualify offered in the region.

Improvements in road infrastructure including the Limerick Tunnel.

The Tarbert-Killimer Ferry.
Weaknesses
The County also suffers from specific disadvantages:

It is very dependent on Shannon Airport as the gateway for international
visitors.

Shannon Airport has experienced significant losses in its passenger
traffic in recent years resulting in an unfavourable perception of the
Airport.

It is positioned between two major tourism destinations in Ireland- the
West and South West.

There is a lack of new county based ‘stand-out’ festivals and events that
act as new visitor drivers.

There is emerging evidence of an aging tourism product.

The national and regional tourism economies are experiencing declines
that are likely to continue for the foreseeable future and this will impact
on tourism performance in Clare.

Branding and marketing of the County are relatively weak and not
countywide.

Tourism does not have a County wide focus and is primarily
concentrated North Clare and Ennis.
31

There is a lack of integration and co-operation between different tourism
products and providers.

There is a lack of an international accreditation for any one product,
attraction, facility or location in the County.

The seasonality of the tourism industry continues to be an issue in
Clare.

Rural tourism is relatively under developed in the County.

There is a lack of integrated holiday packages targeted at niche
markets.

Usage of ICT (Information and Communications Technologies) and
social networks in promoting activities, attractions and individual
products is not adequately developed.

The national perception of lack of value for money carries through to
county level.

There are difficulties in accessing the County directly through Shannon
Airport from key source markets.

No medium sized visitor attractor.
Opportunities
County Clare has a number of opportunities to build on its strengths as a tourism
destination and to address some of its more important weaknesses. There are
opportunities to:

To Identify and develop key areas in the county in an integrated manner
using existing or new projects, for example
1. Lough Derg Marketing Strategy project
2. Loop Head Light House project / West Clare Tourism
3. Smarter travel project / Eco- bus system at the Burren.
4. Ecotourism accreditation in the Burren
32

To strengthen and promote Shannon International Airport as an
overseas visitor gateway, and to further develop new services from
Shannon Airport, similar to the Edinburgh, Gatwick and Paris CDG
services that have been announced in recent months.

To strengthen the tourism sector through the Clare Tourism Forum.

To develop networks within the tourism sector throughout the County.

To develop and build on a clearly recognisable brand in “Clare, Live the
Life“.

To foster the development of an integrated interagency approach to
promoting the County and developing new and improved facilities,
attractions and tourism products.

To maximise use of social networks and ICT in developing and
promoting tourism in the County.

To support the development of outdoor pursuits and activities in the
County.

To attain an international tourism status or accreditation such as Geo
Park Status / World Heritage Status in the Burren

To support the Cliffs of Moher to become one of the New 7 Wonders of
Nature.

To increase the number of key national and international events /
festivals or competitions that are hosted in the County - sustainable and
multi annual where feasible.

For Leader to capitalise on the availability of funding for rural tourism
projects.The Leader/Fáilte Ireland (NDP) grant schemes are positive
sources of funding which can be utilised to expand the tourism product
base in the County. These schemes provide in excess of 75% grant
support in some cases and should be utilised to maximise tourism
benefits for the County. While projects/ promoters have to provide
matching funds, community/public/private partnership arrangements are
33
often possible as a means of addressing the matching funds
requirement.
Threats
The County is also facing a number of threats that restrict its potential to fully
develop the tourism industry in Clare. These include:

Reduced connectivity with the rest of the world through a reduction in air
services at Shannon International Airport, which is similar to the national
trend. There has been reduced capacity to Ireland with US access
declining by 14%, access from Germany and France down by 18% and
20% respectively and Great Britain access down by 7% in 2010.

The impact of the continued economic downturn and unfavourable
exchange rates on tourism in the County.

Loss of skill sets due to unemployment, redundancies, or closures in the
tourism sector.

Reduced visitor numbers as a result of the sector’s inability to meet
customer requirements and provide value for money.

The inability of the tourism sector to collaborate successfully.

Decreased availability of both public and private funding over the life of
the strategy.

Difficulties in raising finance to meet matching funding requirements.
6.2 Access to County Clare
While Shannon Airport provides direct international access to Clare, and is a key
driver of tourism in the County, additional infrastructure is also important for
access to the County. Key road infrastructure Improvements are likely to impact
on visitation levels and patterns to Clare. The completion of the N/M6 Dublin to
Galway road and impending completion of the N/M7 Dublin to Limerick road will
make County Clare more accessible from the Dublin and the east. The
completion of the N18 Gort to Crusheen road has enhanced the accessibility of
34
Clare from counties farther up the West Coast and this will further improve with
the completion of the N18 to Ornamore.
6.3 Challenges
Fáilte Ireland identifies the following operational issues as the key challenges
facing the Tourism Industry in general:
The effects of the global economic downturn on both overseas and domestic
tourism markets
Unfavourable exchange rates
Rising energy costs
Labour costs
Cost of insurance
Local charges- waste and water
Rising prices for goods and services purchased by tourists – high cost of living
and food seen as a disadvantage for Ireland vis-á-vis other destinations11
These challenges were similar to the findings of the Mid West Task Force Interim
Report in July 2009 which identified the following issues as “critical requirements
for tourism to remain a significant contributor to Mid West Regional Economic
Growth”:
11

Cost competitiveness

Value for money

Access

Innovation in marketing and tourism product development

Development of education and training

Funding for marketing
Fáilte Ireland Visitor Attitude Survey 2005-2009
35
There are also additional county specific challenges facing the local authority and
development agencies in attempting to develop the tourism sector in Clare.
These include:

The substantial decline in Shannon Airport passenger numbers.

Reduced levels of State funding available to invest in product
development, marketing and promotion due to Exchequer constraints.

Competition from other destinations - regional, national, international.

The lack of an integrated, countywide, public transport service and
communications infrastructure.

The condition of the road network, especially in rural areas of the
County.

Capacity imbalances in areas of the tourism sector across the County.

Meeting the customer’s needs – focusing on why County Clare is a
preferred destination.

Delivering value for Money.

Niche Marketing.

A major challenge for the tourism sector is the need to work together
and develop an integrated approach to marketing.
6.4 Responding to the Challenges 2010-2012
The difficult economic climate in key source markets is likely to continue for some
time. Dealing with the downturn in international and domestic markets in order to
deliver visitors, revenues and investments will be the major tourism challenge for
Clare for the foreseeable future. The key objective is therefore to maintain and
grow Clare’s tourism enterprise and employment base in order to sustain the
firms and employees under these conditions.
The core tourism product in the County is competitive and closely allied to visitor
expectations, but more needs to be done to ensure continued excellence of
product quality, value-for-money and visitor satisfaction.
36
The need to maintain routes at Shannon International Airport, especially
transatlantic ones, while opening up new visitor corridors to offset the County’s
dependence on the Airport will also be important. The dependence of the
County’s tourism sector on Shannon Airport means that tourism growth will be
very much linked with air service developments through the Airport until
alternative access routes can be opened up.
Developing new attractions and festivals for the area to provide new reasons to
visit and holiday are required to offset the economic downturn and to further
underpin the sector and position Clare strongly along the
Cork/Kerry/Galway/Mayo axis. Addressing this challenge in the current downturn
can be viewed as an opportunity.
Therefore, in order to address the various challenges facing the County an action
plan has been developed as part of this Strategy, which is outlined in the
following section.
7. Action Plan 2010-2012
The current economic situation is likely to continue to impact negatively in
tourism source markets and this is presenting major tourism challenge for County
Clare.
As consumer spending power reduces and competition intensifies, the quality of
the visitor experience will become a key determinant of success. Developing new
attractions and festivals for County Clare, to provide new reasons to visit and
holiday are needed. In the short term tactical marketing focusing on closer to
home markets, offering value for money to cash conscious customers is key.
7.1 Strategic Objectives
Critical to the County’s future tourism performance will be the ability to innovate.
Using innovation to drive new tourism business start-ups and sustaining and
growing the existing enterprises will be vital to the continued success of the
Region. The key strategic goals of this tourism strategy are:
37
1. To maintain and increase current visitor and revenue levels.
2. To support the sustainability and development of Shannon International
Airport.
3. To support and develop County Clare’s Tourism enterprise base and
innovation.
4. Product Development – to adopt an innovative and integrated approach to
developing other tourism assets in the county – Lough Derg and Loop Head
Peninsula.
5. Marketing & Promotion: adopt a strategic approach to the marketing and
promotion of the Clare Tourism Product and access to the County.
6. To establish County Clare as a destination / venue of choice for major national
and international multi annual events.
7. To support the tourism sector in achieving national and internationally
recognised standards and accreditations.
8. Embed the “Clare Live the Life” brand as the key differentiator for the County
9. Data collection - county, regional and sectoral.
10. Develop the Adventure and Activity Sector.
7.2 Action Plan
The Action Plan details the County Clare Integrated Tourism Strategy 2010-2012,
which details specific actions over the coming years for marketing, product
development, access to the County and tourism research. The plan describes the
objectives, actions, organisations responsible, time scale and anticipated
outcomes in relation to each action. Delivering on the following objectives has the
potential to generate significant employment in the tourism sector in Clare and
stimulate future economic growth.
38
County Clare Tourism Action Plan 2010-2012
Objective
Action
Timeframe
Lead
Partner
Outcomes
Agency
1.To maintain
1. Transition day visitors to the
and increase
county into overnight stays
2010 – 2012
SD / TI / FI
CCC, CTF,
Additional bed nights for
CTC, ALL
the County
current visitor
and revenue
2. Extend single night stays to at
levels
least a second night from FIT and
Increased number of
group business
visitors to the county
3. Increase domestic marketing by
continuing to roll out Shannon
Increased domestic and
Development’s major home
international tourism
holiday campaign.
business to the county.
4. Support the Shannon
Development sales strategy in
relation to international markets
5. Secure trade agreements with
large scale tour operators in each
of the relevant markets (US, UK
and Europe).
6. Integrated marketing promotions
in key source markets –
countywide initiative
40
Objective
Action
Timeframe
Lead
Partner
Outcomes
Agency
3. To support
1.Identify existing business with
and develop
growth potential and assist them to
County Clare’s
develop their customer base
2010- 2012
SD
CEB, CTF
Develop and maintain
existing businesses
Tourism
enterprise
2.To establish and develop
Shared learning and
base and
tourism business networks in the
expertise
innovation
County to exploit new business
CTF
SD
and marketing opportunities
Maximise use of
resources
3. Roll out training, business and
innovation programmes to assist
Number of training
entrepreneurs and new tourism
programmes delivered
enterprises programmes
CEB/SD
CDB, CCC
Number of attendees
41
Objective
Action
Timeframe
Lead
Partner
Outcomes
Agency
4. Product
1.Develop a new visitor attraction
Development:
to adopt an
2010 – 2012
SD
CTF, CCC,
Funding secured and
as part of Shannon Development’s
CLDC (Leader
projects commenced
Strategic Zones plan
funding)
innovative and
integrated
2. Implement findings of the
approach to
product development research
developing
report.
SD
CCC, CTF,
other tourism
Master plan developed
assets in the
3. Develop integrated tourism
county
product for existing under
for each area
SD/ CCC
Local
developed assets in the County
Communities /
a. Lough Derg
Heritage
b. Loop Head Peninsula
Council, CLDC
Plan implemented
(walking routes)
42
Objective
Action
Timeframe
Leade
Partner
Outcomes
Agency
5. Marketing &
1. Promote Shannon Airport as a
Promotion:
key access point to the County
adopt a
under the “Destination Clare”
strategic
initiative.
2010 – 2012
SD / SAA /
FI, CTF, CTC,
One voice approach to
DAA / TI
CCC / ETC/
visitor message
KTC
Improved visitor
approach to
the marketing
Chambers of
and promotion
2. Branding of Ennis and other key
Commerce /
of the Clare
towns in the County
SD
Tourism
Town Councils/
experience and product
CCC
choice
Maximum use of
CTC, All trade
Product and
resources
Greater accessibility of
access to the
3. Strategic approach to Joint
SD/ CTF/
information to all
county
Promotional Initiatives for the
CCC
customers / ensuring
County
information is available
4. Maximise use of technology in
relation to tourism information
SAT Nav systems, apps etc
SD
Heritage
in the format and source
Council, CCC
that customers use
when researching data
on destinations etc
43
Objective
Action
Timeframe
Lead
Partner
Outcomes
Agency
6.To establish
1.Secure a number of new mass
County Clare
2010 – 2012
Shannon
SD, CCC, CTF,
Co Clare established as
participation events or festivals to
Region
CLDC, Clare
a venue / destination of
as a
take place in the County
Conference
Sports
choice for large scale
destination /
Fleadh 2012 / Fishing / Surfing /
& Sports
Partnership, FI,
high profile events
venue of
Orienteering / Adventure Hubs
Bureau
Waterways
choice for
Ireland
major national
and
international
multi annual
events
44
Objective
Action
Timeframe
Leade
Partner
Outcomes
Agency
7.To support
1.To support key initiatives/
the tourism
attractions in the County to
sector in
achieving
2010 - 2012
SD / Burren
Achieve:
Individual
Connect/ Cliffs
World Heritage Site
achieve international standards for
attractions &
of Moher, CCC,
Status (Burren),
key attractions in the County
initiatives
BEN
European Geopark
national and
Accreditation
internationally
(Burren/Cliffs),
Seven Wonders of
recognised
Nature (Cliffs of Moher)
standards and
and
accreditations
Eco Tourism Destination
– North Clare
2010 – 2012
8. Embed the
1.Actively promote and use Clare
“Clare Live the
Live the Life Brand as the key
recognised brand of
Life” brand as
differentiator for the County
quality and value
the key
CTF
SD, CCC, ALL
Identifiable and
established
differentiator
for the County
45
Objective
Action
Timeframe
Leade
Partner
Outcomes
Agency
9.Data
1. Assess type and quality of
2010 - 2012
SD, CTF
CCC, Leader,
Data available and
collection -
information available in relation to
all trade
analysed in relation to
county,
tourism in the County
regional and
2. Identify type and level of
sectoral
information required
Data updated and
3. Compile and analyse and share
relevant to support
the information
strategic approach to
4. Agree timetable for updating the
marketing / promotion/
information available
product development.
Co Clare
5. Review information required
46
Note:

SD: Shannon Development

CTF: Clare Tourism Forum

FI: Fáilte Ireland

SAA: Shannon Airport Authority

TC: Clare Tourist Council

KTC: Kilrush Town Council

DAA: Dublin Airport Authority

TI: Tourism Ireland

BEN: Burren Ecotourism Network

CCC: Clare County Council

ETC: Ennis Town Council

CLDC: Clare Local Development Company
8. Implementation and Monitoring
8.1 Commitment
The commitments by Clare County Development Board and its member
agencies as set out in this strategy are challenging, relevant and focused on
responding to the current challenges facing the tourism section in the county.
An important factor to the success of the strategy is the partnership approach
adopted by all agencies and the tourism sector in both developing and
implementing the strategy.
8.2 Implementation, Monitoring and Evaluation of the Strategy
Clare County Development Board is acutely aware of the need to use existing
structures where possible and practical. As a result it has developed a
strategy implementation framework which reflects this ideal.
The actions and commitments in this strategy will be monitored by the Clare
Tourism Forum.
Clare Tourism Forum will provide an update report to the Clare County
Development Board twice annually. Key features of this report will be
highlighting progress made in relation to each action, identifying blockages
and difficulties encountered by lead agencies when implementing actions.
Process for Monitoring and Evaluating the Strategy

A tracking system will be put in place to monitor progress on actions.

Clare Tourism Forum will provide an update report to the Clare
County Development Board twice annually. Key features of this
report will be highlighting progress made in relation to each action,
identifying blockages and difficulties encountered by lead agencies
when implementing actions.

A mid term review of the strategy will be carried out at the end of
2011 and presented to the Board at the February meeting in 2012.
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