According to Lemieux et al. (2011), the rapidly changing climate presents new and difficult challenges for the future management of protected areas worldwide. Equally, as Becken (2013) points out, “the challenge of climate change is also an opportunity for tourism to become more systematic, smart, strategic and sustainable” (p. 352). Many of these aforementioned changes have already triggered the need for adaptation, particularly among managers and operators, which is indicative of the flexibility required in order to survive in such a dynamic and changing setting such as Aoraki/Mount Cook National Park. Stewart et al. (2016) argue that a willingness and capacity to expand and diversify products is the key to successful adaptation, whereby in the case of this particular setting, access to the glaciers is
facilitated and glacier products are made available to ensure high levels of visitor satisfaction are maintained.
According to Smit and Pilifosova (2003), “adaptation to climate change has the potential to substantially reduce many of the adverse impacts of climate change and enhance beneficial impacts” (p. 879). Conversely, Mashall et al. (2013) state that climate change awareness is associated with enhanced adaptive capacity. It is claimed that of all elements in the tourism system, tourists have the largest adaptive capacity “because of their flexibility to substitute the place, timing and type of holiday, even at short notice” (Gössling, Scott, Hall, Ceron & Dubois, 2012, p. 36). This highlights the importance of understanding tourist perceptions and responses to the impacts climate change in order to anticipate possible seasonal and geographic shifts in tourism demand, as well as the potential increase or decline of particular tourism markets (Becken, 2013). It is evident from the findings of this study that the key informants interviewed have a high capacity for adaptation, demonstrated by their considerable understanding of the trends of climate change. However, although it was clear that operators have the flexibility to react quickly, park managers acknowledged that it is more difficult in their role to be nimble and responsive as a result of the relatively static Management Plan review process putting limits on future adaptation. Scott et al. (2009) argue that previous research undertaken in other glaciated regions internationally suggests that due to having such a high dependence on the glaciers, operators, and the regions more generally,
The rapid recession of glaciers worldwide highlights the strong need for a thorough understanding of climate change in order for the management of protected areas to align with the rate in which conditions are changing. While all interviewees made a strong point that they expect climate-related challenges to continue in the future, they remain positive in their ability to be able to foresee and respond appropriately. In fact, this has been demonstrated already in the way tourism operators have diversified the glacier product and introduced a variety of mechanised modes of transport to access the glaciers, for example boating and 4WD and Argo tours. Interviewees not involved in commercial operations, however, were concerned that the Park will see dramatic changes in aerial access policies in the coming years, as has been the case on the West Coast (Stewart et al., 2016). Although they acknowledge that aircraft activity has allowed more visitors the opportunity to get closer to the glaciers, the subsequent costs to the environment and potential effects on aspects of visitor experience are causing apprehension for some of the interviewees.
In addition, many of the operators indicated that there is some tension for them around supporting new developments, which in turn create income for their businesses, and the concern that such developments go against the traditional values that the operators associate with the Park. This dilemma was particularly evident among the alpinists who work in the Park as guides but also use the mountains for their own personal use. It was clear that they felt conflicted between the obvious benefits of their companies increasing their aircraft use, for instance, but at the same time they acknowledged that mountaineering has traditionally involved walking in and out of the mountains. Similarly, park managers are faced with the challenge of balancing conservation policy and commercial advantages.
It is not all doom and gloom, however. As previously outlined, these challenges do also present opportunities for illustrating the facts and educating visitors about the impacts of climate change. According to Kohl (2005), “environmental interpretation has its roots in conservation” (p. 31), and it is now widely recognised for its importance in conserving natural and cultural resources. Thoughtful interpretation holds great potential in allowing visitors to witness the effects of climate change first-hand, and may even assist in achieving the Park’s broader conservation goals. As argued by Stewart et al. (2016), the successful delivery of conservation messages has the ability to create environmentally protective attitudes and behaviours among visitors, not just at a local scale, but in a range of broader contexts as well. In fact, it was suggested by a number of key informants, in both management and commercial operator roles, that the opportunity to learn about the issues of climate-related issues had become much more of a priority in the planning and implementation of visitor management strategies in recent years. As with any agencies in the public sector, DOC not only have the role of delivering a range of quality visitor services to users of the Park, but also have an obligation to meet broader conservation objectives, all of which have conflicting needs and levels of urgency. As examined in a study by Archer and Wearing (2002), the use of interpretation and marketing as management tools can provide park operators and managers with the ability to effectively manage visitors to the Park, as well as to build stronger relationships with the wider community, and therefore offering a proactive and realistic approach to meeting core conservation objectives. It can be said, therefore, that while the