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Destination managers frequently describe strategies, plans, or projects in destinations as part of an overall commitment to sustainable development or sustainability in the destination. The meaning of the term sustainability, however, is highly contested in both academia and practice, and it is not at all clear what destination managers mean when they claim to act in the interests of sustainable tourism. This paper assesses the concept of sustainability and its operationalisation by destination managers at the regional destination level. Our international, comparative study examines two destination regions that emphasise nature-based tourism, the Tyrolean Oberland, Austria, and the South Island of New Zealand. Twenty-two high-ranking destination managers representing 20 destinations were interviewed. We demonstrate how colloquial, academic, and applied interpretations of sustainability are tangled and intertwined in day-to-day destination management. The types of destination management interventions that are described as sustainable and the extent to which the economic component of sustainability is prioritised vary strongly across destinations and destination regions. The study results demonstrate that in order to achieve sustainability in destinations, stakeholders need to develop a shared understanding of what constitutes sustainable destination development, and how it can be meaningfully operationalised. [ABSTRACT FROM AUTHOR]

Background: Increasing workload in hospitals calls for professional prioritization regarding treatment urgency. The introduction of a triage system can offer assistance but requires experience and training. Objective: This study investigates whether, in the initial assessment procedure in an emergency department for trauma surgery, nurses (a) assess urgency following the triage systems' rules and (b) apply these correctly so subsequent medical diagnoses can be adequately performed. Methods: We evaluated 5,975 patient data records regarding urgency ratings given in initial nursing assessments and respective waiting times. Data was analyzed using descriptive statistics and nonparametric test procedures to investigate significant differences. Results: The results show that in 91% of cases, the waiting times reflect the urgency ratings given by the first-assessing nurses. In addition, ratings of 5,863 cases (98%) corresponded to later medical diagnoses. Conclusions: Initial assessments using the Manchester triage system is done very accurately and supports the treatment process structure. In addition, it can increase patient satisfaction and safety. [ABSTRACT FROM AUTHOR]

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Long-term planning is crucial for the competitiveness of tourism destinations. However, the complexity of the tourism "product", the variety of stakeholders and growing market-pressure forces destinations to develop strategic plans which are based on solid contributions by the whole community. Although so-called community-oriented destinations are characterized by a large number of small- and mediumsized family businesses there is a lack of research investigating destination planning and destination scenarios by including the utmost relevant stakeholder group of future successors. A case study presents the application of a world café and scenario method in an Alpine ski resort and gathers data to derive destination scenarios of the future. The paper at hand shows how scenario methods can form a solid base for strategy development in destinations and therefore derive implications for community-based tourism planning processes in destinations. The results indicate that target segmentation and positioning of the destination as well as branding strategies are key to communicating authentically what a destination off ers to tourists and residents. The implication is that destination marketers should develop internal and external branding strategies and include the next generation of (tourism) entrepreneurs in today's decision-making to influence future tourism development at the destination. [ABSTRACT FROM AUTHOR]

The article discusses the role of nursing and experienced cooperation in hospital management in Austria. It describes the collegial leadership as a governing body in a hospital. At the top of an Austrian hospital is the "collegiate leadership," which usually consists of three members, each representing a major function of the hospital: nursing, medical and business.