Adelaide Hills Management Plan – Case Study Example

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The paper "Adelaide Hills Management Plan" is a wonderful example of a case study on tourism.   Tourism has both positive and negative effects on destinations. Positive effects include economic multiplier effects, increased foreign currency earning by the government, increased employment creation, and improved infrastructure. The negative effects include environmental degradation, cultural attrition, increased costs of living, and leakage of income from destinations. Additionally, tourism may lead to a decline in traditional employment for locals and seasonal unemployment during low tourism seasons (Tand Publishing 2011, p. 360). In A-Hills, the South Australian government has already identified three areas that stakeholders in the tourism industry need to work on in order to reduce the negative effects that are likely to emerge with increased tourism activities.

They include: social (i. e. the need to improve and maintain liveability in A-Hills); economic (i. e. the need to enhance the competitiveness of A-Hills as a tourism destination); and environment (i. e. the need to drive resilience and sustainability towards climate change) (Adelaide & Flinders Universities 2012). But what would a plan to protect the social, economic, and environmental assets that A-Hills has to look like?

Well, for starters, the social assets would need to be accounted for by upholding or improving the relaxed lifestyle that A-Hills currently has. Additionally, stakeholders would need to champion the need to have a cohesive community. Moreover, all stakeholders should have access to equitable and adequate services, leisure activities, and cultural activities. Overall, A-Hills should be a destination that inspires both locals and visitors to spend less time indoors or in their cars, and instead venture out and enjoy nature and culture. To enhance A-hills’ competitiveness, the region will need to attract jobs and investments, retain workers, attract visitors from different cultures, protect its attractive and scenic landscape from overexploitation, obtain clean and renewable energy, conserve water, and offer hospitality services to day-time trippers and overnight visitors to the region.

In relation to the environment, the plan should articulate deliberate patterns of settlement developments in order to secure A-Hills’ natural resources. Additionally, A-Hills stakeholders should devise methods of enhancing water and energy efficiency as a way of responding to the threat posed by climate change.

Stakeholders will also need to find ways and means of preserving and restoring the natural environment, which may have succumbed to destructive tourism activities. Ensuring quality visitor experience Apart from laying down the infrastructure needed for quality visitor experiences, tourist operators at A-Hills need to go a step further to get accreditation for their services. In addition to acting as an assurance that the tour operators have met the industry standards required to give visitors quality experience while on tour, accreditation also provides the destination (and the tourist operators therein): enhanced exposure to the market; enhanced online marketing via partnerships such as TripAdvisor; and differentiation from other non-accredited operators and/or locations.

Additionally, accreditation boosts the destination’ s credibility, hence making it more attractive to tourists. The Australian Tourism Quality Assured (T-Qual) is one such accreditation scheme that A-Hills operators should pursue because of its logo – the T-Qual tick – acts as a symbol of tourism quality by the Australian government (Tourism Australia 2013). Based on the same, businesses that have the T-Qual tick are interpreted to have the government’ s approval in regard to quality and are hence better positioned to provide visitors with quality experiences.

Before tour operators receive accreditation, they need to indicate their business details, insurance details, licenses and permits, and their business and marketing plan builders. Moreover, the accrediting authorities require proof of the business operating systems; human resource management capacity; risk management; customer service policies and procedures; and the financial systems as proof of economic sustainability of the firm (Tourism Australia 2013). Other requirements include proof of environmental management; continuous improvement; cultural and social sustainability; and a code of practice.

Combined, the requirements, often provided in a checklist, are meant to ensure that tourism business operators have the goodwill, the financial, management, and human resource capacity needed to provide tourists with quality experiences. At A-Hills, a plan to ensure that tourism business operators attain accreditation will hence ensure that all accredited firms will be well equipped to meet the demands of tourists in a satisfactory manner.


Adelaide & Flinders Universities 2012, ‘Regional development Australia Adelaide Hills, Fleurieu and Kangaroo Island’, South Australian Centre for Economic Studies, viewed 28 April 2013, .

Commonwealth of Australia 2009, ‘National Long-term tourism strategy’, Department of Resources, Energy and Tourism, viewed 28 April 2013, .

De Lacy, T., Battig, M., Moore, S & Noakes S 2002, ‘Public/private partnerships for sustainable tourism’, CRC Tourism, pp. 1-120.

Environmental Justice Organisations, Liabilities and Trade (EJOLT) 2012, ‘Mapping environmental justice’, viewed 29 April 2013, .

Novak, L 2012, ‘Adelaide Hills hoisted into the limelight in SA tourism campaign’, The Australian, viewed 29 April 2013, .

SATC & Adelaide Hills Tourism 2012, ‘The Adelaide Hills: Presentation action plan 2012-2015’, May, pp. 1-5, viewed 28 April 2013, .

South Australia 2012, ‘Tourism Investment South Australia’, pp. 1-32.

South Australia Tourism Commission (SATC) 2011, ‘Adelaide Hills: Regional strategic tourism plan 2011-2014’, viewed 28 April 2013, .

South Australian Tourism Council (SATIC) 2012, ‘Important information’, viewed 29 April 2013, .

South Australian Tourism Industry Council (SATIC) 2012, ‘What is SATIC?’ viewed 28 April 2013, .

Tand Publishing 2011, ‘Section 1: know positive and negative impacts of tourism on destinations’, Sample Pages unit 12, pp. 356-358, viewed 27 April 2013,

Tourism Australia 2013, ‘The T-Qual tick’, viewed 29 April 2013, .

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