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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 are energy efficient, such as
refrigerators. Visitors who stay at the resort are encouraged to monitor their water and
energy usage via the in-house television systems, and are rewarded with prizes (such as
a free return trip to the resort) accordingly if their usage level is low.
CONCLUDING REMARKS D 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 Tourism
Award in the 4-Star Accommodation category. The resort has embraced and has
effectively implemented contemporary environmental management practices. It has been
argued that the successful implementation of the principles of sustainability should
promote long-term social, economic and environmental 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 Prideaux (2000). According to Prideaux, 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
locals and residents from nearby towns and the Gold Coast region. The carrying capacity