Implications of climate change for tourism - MyAssignmenthelp.com

Question: Discuss about the Implications of climate change for tourism. Answer: Introduction: Sustainable tourism helps the management to fulfill the social, economic and aesthetic needs while maintaining ecological processes, cultural integrity and biological diversity (Amelung and Nicholls 2014). Sustainable tourism involves respect for culture, local resources and environment is emphasized in such a way that is beneficial for the tourists. Well managed tourism provides financial and political support that is required to maintain the values of protected areas. Sustainable tourism further contributes in enriching the experience of visitor by delivering safe, accessible and educational services. Figure I: (Parksaustralia.gov.au 2018) Background: The Parks Australia manages the tourism of Australia in commonwealth terrestrial reserves. The reserves are under rising cultural and environmental pressures. It is essential to face these challenges through sustainable approach of tourism management and development (Juvan and Dolnicar 2014). Parks Australia plays a vital role in managing Australias National Landscape by building its partnership with Tourism Australia. The business operates constantly in a dynamic environment that faces new management and conservation challenges competing for existing resources and funding. Parks Australia has the responsibility of conserving its special places besides providing a memorable visitor experiences. Tourism is an important part of Parks Australia contributing million in revenue by providing visitor and cultural centers, bushwalking tracks, camping areas, roads viewing areas and 4WD tracks (Parksaustralia.gov.au 2018). Identification of key elements: Make adequate use of the environmental resources, which constitutes a vital element in development of tourism and maintaining the ecological processes. Conserve the natural habitat, biodiversity and national heritage. Ensures development of tourism at both community and environmental level. Respect the host communitys socio-cultural authenticity (Ruhanen et al. 2014). Contribution towards inter-cultural understanding and its tolerance. Providing socio-economic facilities to all the existing stakeholders. Meeting both profitability and viability in the long run. Figure II: (Juvan and Dolnicar 2014) Objectives: Parks Australia implements management strategies for sustainable tourism by addressing the following objectives: Providing high quality visitor experiences and raising awareness about the cultural and natural values of the Commonwealth reserves- As the technology is changing rapidly, it is important to provide high quality experiences to the visitors through innovative and new ways of communication. The visitors are accessed to diverse range of experiences that promote insight of the reserves cultural and natural values. Manage the visitor impacts on the cultural and natural values of Commonwealth reserves- Growth in the demand for indigenous and nature based tourism experience put pressure on the Commonwealth reserves. Therefore care is needed in planning recreation and tourism to lower the negative cultural and environmental impacts according to the staff, Bessie Coleman of Parks Australia. The visitors impact is monitored continuously and appropriate mitigation approaches are developed. Achieving social, environmental and economic benefits through commercial arrangements and partnership- Parks Australia faces a major challenge while sourcing adequate funds to control both visitor infrastructure and natural resources. Innovation in tourism provides opportunities to serve the visitor experiences by meeting the requirements of the identified market while contributing towards the park values. Being engaged with the local agencies, industry and regional tourism organizations in local planning and policy development to develop high quality services and facilities. Measuring the economic benefits that tourism brings while assisting in attracting the potential private investment and future government funding in conservation programs and tourism infrastructure. Figure III: (Ruhanen et al. 2014) Operation and outcomes: Parks Australia uses scientific and traditional knowledge to make vital management decisions. Parks Australia also enhances Australias economic and social well-being through creating awareness about its own environmental footprint. Moreover ecologically sustainable use of the place is given more emphasis. Co-investments, partnership and also working jointly with the stakeholders are crucial to achieve the organizational goals by supporting delivery of innovative and new programs. Parks Australia is an effective and efficient agency with motivated and proud workforce that is supported through efficient business systems. Figure IV: (Parksaustralia.gov.au 2018) Site staffing The Joint Management Branch (JMB) and Supervising Scientist Branch (SSB) (Parks Australia) perform their activities from the two offices of Jabiru Field Station and the Darwin office. Both the sites are for laboratory operations and official purpose. Energy The total power consumption of the overall sites during the year 2015-16 has increased at a minimal rate as compared to the previous year. Routine maintenance of the gadgets and electrical items continually that involves tagging and testing electricity items as told by the officer, Mr. Lockhart of Parks Australia. Further replacing the aged and faulty equipments and assisting more efficient use of electricity. Figure V: (Mason 2015) Primary data: Primary data are the most costly reliable, demanding and requires sufficient time on human resources than the secondary surveys. Such as the questionnaires indicates the satisfaction level of the tourists and is more adequate due to its secured, specific and up-to-date data. The various methodological options of collecting the primary data included online interviews with the tourism establishment. During the face to face interview with Bessie Coleman filming of crocodile at Kakadu was showcased. The primary data was moreover collected through aerial photography and direct interviews with the tour operations, local community survey, water sampling, coral reef monitoring, water monitoring, and site survey and through focused group meetings. Bernie McLeod, one of the staff of Parks Australia, shared his knowledge about the bush medicines at Booderee National Park. The Junior Rangers of the Parks Australia shared their views and ideas for nurturing jointly managed parks through sustainab le management. Figure VI: (Bramwell 2015) Performance data: Environment management framework The staff member, Bessie Coleman, discussed that the Jabiru and Darwin operational office both contributes to attaining departments sustainability objectives through range of various measures that aims at rapidly improving the business operations for increasing environmental performance and reducing the environmental impacts associated with the tourism business. According to one of the staff, Mr. James Thomas though no formal environmental management system is carried but the Jabiru and Darwin operations are conducted in an efficient manner. It is consistent with the organizations aim to reduce the ecological footprint on the natural environment. As per the discussion with Mr. Gabriel, head staff the junior rangers provides various strategies complying with the legal agreements, such as taking active participation for the promotion of work practices that are sustainable in nature, preventing pollution that is an outcome of work practices. The performance of Parks Australia is increas ing day by day as the business activities focuses more on continuous improvement of the environment. The department annual report further displays the public report on environmental performance, use and procurement of sustainable goods and services. Figure VII: (Parksaustralia.gov.au 2018) Resource efficiency and waste There is an overall decrease in the overall waste production between the years 2014 -16. There is an overall decrease in the amount of total waste generated (Parksaustralia.gov.au 2018). SSB has also reduced the resources in the reporting period by staff reduction. Water Management As per the company website, Parks Australia, SSB is held responsible for around 50% of the overall water used by the staff at Jabiru facility, grounds maintenance and large aquaculture activities. That 50% water is further used by the local indigenous business, which operates on the site a native plant nursery as told by the staff member, Bernie McLeod. Figure VIII: (Amelung and Nicholls 2014) Conclusion: Thus, it can be concluded that sustainable tourism is a dynamic process of transition or change. The monitoring of the various stakeholders involved in the tourism business such as communities, NGOs, public and private sectors to raise awareness. Parks Australia has plan and manage its tourism business in the community to protect the natural, local and cultural environment. Furthermore, it has been revealed from the tourism business of Parks Australia that the tourism business can be sustainable through environmental management by investing in the biodiversity. The sustainable tourism business should be well managed and effectively through proper planning and implementation of policy. The socio-cultural and environmental benefits should be optimized besides mitigating all the negative impacts as much as possible. References: Amelung, B. and Nicholls, S., 2014. Implications of climate change for tourism in Australia.Tourism Management,41, pp.228-244. Bramwell, B., 2015. Theoretical activity in sustainable tourism research.Annals of Tourism Research,54, pp.204-218. Juvan, E. and Dolnicar, S., 2014. The attitudebehaviour gap in sustainable tourism.Annals of Tourism Research,48, pp.76-95. Mason, P., 2015.Tourism impacts, planning and management. Routledge. Parksaustralia.gov.au 2018.Parks Australia [online] Parksaustralia.gov.au. Available at: https://parksaustralia.gov.au/ [Accessed 5 Jan. 2018]. Ruhanen, L., Weiler, B., Moyle, B.D. and McLennan, C.L.J., 2015. Trends and patterns in sustainable tourism research: a 25-year bibliometric analysis.Journal of Sustainable Tourism,23(4), pp.517-535.