Ecotourism is often regarded as a form of nature-based tourism and has become an important alternative source of tourists. In addition to providing the traditional resortleisure product, it has been argued that ecotourism resort management should have a particular focus on best-practice environmental management. an educational and interpretive component, and direct anil indirect contributions to the conservation of the natural and cultural environment (Ayala. I996). Conran Cove Island Resort is a large integrated ecotourism-based resort located south of Brisbane on the Gold Coast, Queensland. Australia.

As the world’s population becomes increasingly urbanised, the demand for tourist attractions which are environmentally friendly, serene and offer amenities of a unique nature has grown rapidly. Couran Cove Resort, which is one such tourist attractions, is located on South Stradbroke Island, occupying approximately 150 hectares of the island. South Stradbroke Island is separated from die mainland by the Broadwater, a stretch of sea .' kilometres wide. More than a century ago. there was only one Stradbroke Island, and there were at least four Aboriginal tribes living and limiting on the island. Regrettably, most of the original island dwellers were eventually killed by diseases such as tuberculosis, smallpox and influenza by the end of the 19th century.

The second ship wrecked on the island in 1894, and the subsequent destruction of the ship (the Cambus Wallace) because it contained dynamite, caused a large crater in the sandhills on Stradbroke Island. Eventually. the ocean bloke through the weakened land form and Stradbroke became two islands. Conran Cove Island Resort is built on one of the world’s lew naturally -occurring sand lands, which is home to a wide range of plant communities and one of the largest remaining remnants of the rare livistona rainforest left on the Gold Coast. Many mangrove and rainforest areas, and Malaleuca Wetlands on South Stradbroke Island (and in Queensland), have been cleared, drained or filled for residential, industrial, agricultural or urban development in the first half of the 20th century. Farmers and graziers finally abandoned South Stradbroke Island in 1959 Passage 2 Eco-Resort Management Practice  because the vegetation and the soil conditions there were not suitable for agricultural activities.

SUSTAINABLE PRACTICES OF COUKAN COVE RESORT

Being located on an offshore island, the resort is only accessible by means of water transport. The resort provides hourly ferry service from the marina on the mainland to and from the island. Within the resort. transport modes include walking trails, bicycle tracks and the beach train. The reception area is the counter of the shop which has not changed for 8 years at least. The accommodation is an octagonal "Bure'’. These are large rooms that are clean but the equipment is tiled and in some cases just working. Our ceiling fan only worked on high speed for example. Beds are hard but clean. There is a television, a radio, an old air conditioner and a small fridge. These "Bures" are right on top of each other and night noises do carry. so he careful what you say and do. The only tiling is the mosquitoes, but if you forget to bring mosquito repellant they sell some oil the island. As an ecotourism-based resort most of the planning and development of the attraction lias been concentrated on the need lo co-exist with the fragile natural environment of South Stradbroke Island io achieve sustainable development.

WATER AND ENERGY MANAGEMENT

South Stradbroke Island has groundwater at the centre of the island, which has a maximum height of 3 metres above sea level. The water supply is recharged by rainfall and is commonly known as an unconfined freshwater aquifer. Couran Cove Island Resort obtains its water supply by tapping into this aquifer and extracting it via a bore system. Some of the problems which have threatened the island’s freshwater supply include pollution, contamination and over-consumption. In order to minimise some of these problems, all laundry activities are carried out on the mainland. The resort considers washing machines as onerous to the island's freshwater supply, and that the detergents contain a high level of phosphates which are a major source of water pollution.

The resort uses LPG-power generation rather than a diesel-powered plant for its energy supply, supplemented by wind turbine, which has reduced greenhouse emissions by 70% of diesel-equivalent generation methods. Excess heat recovered from the generator is used to heat the swimming pool. Hot water in the eco-cabins and for some of the resort’s vehicles are solar-powered. Water efficient fittings are also installed in showers and toilets. However, not all the appliances used by the resort arc energy efficient, such as refrigera-tors. Visitors who stay at the resort are encouraged to monitor their water and energy usage via the in-house television systems, and are Passage 2 Eco-Resort Management Practices 3 rewarded with prizes (such as a free return trip to the resort) accordingly if their usage level is low.

CONCLUDING REMARKS

We examined a case study of good management practice and a pro-active sustainable tourism stance of an eco-resort. In three years of operation, Couran Cove Island Resort  has won 23 international and national awards, including the 2001 Australian TourismAward in the 4-Star Accommodation category. The resort has embraced and has effectively implemented contem-porary environmental management practices. It has been argued that the successful implemen-tation of the principles of sustainability  should promote long-term social, economic and envi-ronmental benefits, while ensuring and enhancing the prospects of continued viability for the tourism enterprise. Couran Cove Island Resort does not conform to the characteristics of the Resort DevelopmentSpectrum, as proposed by Pridcaux (2000). According to Pridcaux.

the resort should be at least at Phase 3 of the model (the National tourism phase), which describes an integrated resort providing 3-4 star hotel-type accommodation. The primary tourist market in Phase 3 of the model consists mainly of interstate visitors. However, the number of interstate and international tourists visiting the resort is small, with the principal visitor markets com-prising locals and residents front nearby towns and the Gold Coast region. The carrying capac-ity of Couran Cove docs not seem to be of any concern to the Resort management. Given that it is a private commercial ecotourist enterprise, regulating the number of visitors to the resort to minimise damage done to the natural environment on South Stradbrokc Island is not a binding constraint. However, the Resort’s growth will eventually be constrained by its carrying capac­ity,and quantity control should be incorporated in the management strategy of the resort.

A

In the early 1990s, the California Air Resources Board (CARB), the government of California’s “clean air agency”, began a push for more fuel-efficient, lower-emissions vehicles, with the ultimate goal being a move to zero-emissions vehicles such as electric vehicles. In response, automakers developed electric models, including the Chrysler TEVan, Ford Ranger EV pickup truck, GM EV1 and S10 EV pickup, Honda EV Plus hatchback, Nissan lithium-battery Altra EV miniwagon and Toyota RAV4 EV. Ford Fusion is manufactured at Ford’s Hermosillo Stamping & Assembly plant, located in Sonora Mexico. I thought going green was supposed to provide the U.S. with more jobs.

B

The automakers were accused of pandering to the wishes of CARB in order to continue to be allowed to sell cars in the lucrative Californian market, while failing to adequately promote their electric vehicles in order to create the impression that the consumers were not interested in the cars, all the while joining oil industry lobbyists in vigorously protesting CARB’s mandate. GM’s program came under particular scrutiny; in an unusual move, consumers were not allowed to purchase EV1s, but were instead asked to sign closed-end leases, meaning that the cars had to be returned to GM at the end of the lease period, with no option to purchase, despite lesser interest in continuing to own the cars. Chrysler, Toyota, and a group of GM dealers sued CARB in Federal court, leading to the eventual neutering of CARB’s ZEV Mandate.

C

After public protests by EV drivers’ groups upset by the repossession of their cars, Toyota offered the last 328 RAV4-EVs for sale to the general public during six months, up until November 22, 2002. Almost all other production electric cars were withdrawn from the market and were in some cases seen to have been destroyed by their manufactures. Toyota continues to support the several hundred Toyota RAV4-EV in the hands of the general public and in fleet usage. GM famously de-activated the few EV1s that were donated to engineering schools and museums. Passage 3 Environmentally-friendly! vehicles 2

D

Throughout the 1990s, appeal of fuel-efficient or environmentally friendly cars declined among Americans, who instead favored sport utility vehicles, which were affordable to operate despite their poor fuel efficiency thanks to lower gasoline prices. American automakers chose to focus their product lines around the truck-based vehicles, which enjoyed larger profit margins than the smaller cars which were preferred in places like Europe or Japan. In 1999, the Honda Insight hybrid car became the first hybrid to be sold in North America since the little-known Woods hybrid of 1917.

E

In 1995, Toyota debuted a hybrid concept car at the Tokyo Motor Show, with testing following a year later. The first Prius, model NHW10, went on sale on December 10, 1997. It was available only in Japan, though it has been imported privately to at least the United Kingdom, Australia, and New Zealand. The first generation Prius, at its launch, became the world’s first mass-produced gasoline-electric hybrid car. The NHW10 Prius styling originated from California designers, who were selected over competing designs from other Toyota design studios.

F

In the United States, the NHW11 was the first Prius to be sold. The Prius was marketed between the smaller Corolla and the larger Camry. The published retail price of the car was US$19,995. The NHW11 Prius became more powerful partly to satisfy the higher speeds and longer distances that Americans drive. Air conditioning and electric power steering were standard equipment. The vehicle was the second mass-produced hybrid on the American market, after the two-seat Honda Insight. While the larger Prius could seat five, its battery pack restricted cargo space.

G

Hybrids, which featured a combined gasoline and electric powertrain, were seen as a balance, offering an environmentally friendly image and improved fuel economy, without being hindered by the low range of electric vehicles, albeit at an increased price over comparable gasoline cars. Sales were poor, the lack of interest attributed to the car’s small size and the lack of necessity for a fuel-efficient car at the time. The 2000s energy crisis brought renewed interest in hybrid and electric cars. In America, sales of the Toyota Prius jumped, and a variety of automakers followed suit, releasing hybrid models of their own. Several began to produce new electric car prototypes, as consumers called for cars that would free them from the fluctuations of oil prices. Passage 3 Environmentally-friendly! vehicles 3

H

In 2000, Hybrid Technologies, later renamed Li-ion Motors, started manufacturing electric cars in Mooresville, North Carolina. There has been increasing controversy with Li-ion Motors though due to the ongoing ‘Lemon issues’ regarding their product. And their attempt to cover it up. California electric car maker Tesla Motors began development in 2004 on the Tesla Roadster, which was first delivered to customers in 2008. The Roadster remained the only highway-capable EV in serial production and available for sale until 2010. Senior leaders at several large automakers, including Nissan and General Motors, have stated that the Roadster was a catalyst which demonstrated that there is pent-up consumer demand for more efficient vehicles

GM Vice Chairman Bob Lutz said in 2007 that the Tesla Roadster inspired him to push GM to develop the Chevrolet Volt, a plug-in hybrid sedan prototype that aims to reverse years of dwindling market share and massive financial losses for America’s largest automaker. In an August 2009 edition of The New Yorker, Lutz was quoted as saying, “All the geniuses here at General Motors kept saying lithium-ion technology is 10 years away, and Toyota agreed with us – and boom, along comes Tesla. So I said, ‘How come some tiny little California startup, run by guys who know nothing about the car business, can do this, and we can’t?’ That was the crowbar that helped break up the log jam.”