hessequa explorers garden route tourism framework draft · situation analysis 2.1. south african...
TRANSCRIPT
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TABLE OF CONTENT
1. LEGISLATIVE FRAMEWORK
1.1. NATIONAL LEGISLATION
1.2. NATIONAL & PROVINCIAL POLICIES
1.3. REGIONAL POLICY
2. SITUATION ANALYSIS
2.1. SOUTH AFRICAN ECONOMY
2.2. HESSEQUA TOURISM – AN OVERVIEW
3. STRATEGIC PRIORITIES
3.1. NATIONAL PRIORITIES
3.2. PROVINCIAL PRIORITIES
4. INSTIUTIONAL ARRANGEMENT
5. PROPOSED PRIORITY OBJECTIVES FOR HESSEQUA
5.1. DESTINATION IDENTITY & PROMOTION
5.2. MARKET RESEARCH & LINKAGES TO NICH ACTIVITY
5.3. EVENTS & EXHIBITIONS
5.4. TOURISM DEVELOPMENT
5.5. INSTITUTIONAL ARRANGEMENTS
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1. LEGISLATIVE MANDATE
1.1. NATIONAL LEGISLATION
Tourism Act No. 3 of 2014 makes provisions for the development and promotion of
sustainable tourism for the social, economic and environmental benefit of South African
citizens.
The objectives of Tourism Act No. 3 of 2014 include:
• Promotion of responsible tourism practices;
• Provisions for the effective marketing of South Africa, both domestically and internationally
through South African Tourism (SAT);
• Promotion of quality tourism products and services;
• Promotion of economic growth and development of the sector;
• Establishment of concrete intergovernmental relations to develop and manage tourism
The National Tourism Act No.3 of 2014 embraces the National Tourism Sector Strategy (NTSS) as
part of the legislative framework for the management and development of tourism. The Act will
enable the sector to address gaps identified during the review process pertaining to the lack of
knowledge and information about the sector; the lack of adequate structures for the
management of tourism; SMME transformation and the lack of service excellence in the sector.
1.2. POLICY MANDATES
Key policies considered are:
• National development plan
The National Development Plan represent a vision for South Africa in 2030. It states that
“… by 2030, we seek to eliminate poverty and reduce inequality. We seek a country
wherein all citizens have capabilities to grasp ever broadening opportunities available.”
The NDP have very specific plans and interventions across all sectors of the socio-economic
spectrum to enable the achievement of this vision.
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• New growth path
The New Growth Path is the South African government’s vision to place jobs and decent
work at the centre of economic policy. It sets a target of five million new jobs to be created
by 2020. It sets out the key jobs drivers and the priority sectors. It is based on strong and
sustained, inclusive economic growth and the rebuilding of the productive sectors of the
economy.
• Medium term strategic framework
This Medium Term Strategic Framework (MTSF) is Government’s strategic plan for the
2014-2019 electoral term. The MTSF sets out the actions Government will take and targets
to be achieved. It also provides a framework for the other plans of national, provincial and
local government.
• Provincial policy framework:
In our review of the policy framework at provincial level we have reviewed the following
documents:
• OneCape2040
The OneCape 2040 vision was developed by a broad range of stakeholders and
envisage six transitions. The vision is a highly skilled, innovation-driven, resource-
efficient, connected, high opportunity and collaborative society.
• Provincial strategic plan (PSP)
The PSP sets out the five provincial strategic goals, which are:
PSG 1 – Creating opportunities for economic growth and jobs
PSG 2 – Improve education outcomes and opportunities for youth development
PSG 3 – Increase wellness, safety and tackle social ills
PSG 4 – build a quality living environment, resilient to climate change
PSG 5 – Embed good governance and integrated service delivery through
partnerships and spatial alignment.
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DEDAT is the lead partner and through its programmes and activities contribute to PSG 1. The
following strategic priorities have been identified by DEDAT:
▪ Invest in growing, attracting and retaining the skills required by our economy
▪ Support entrepreneurs and small businesses to thrive
▪ Make it easier to do business by addressing red tape
▪ Invest in high quality, efficient and competitive infrastructure
▪ Rebrand the region to increase internal and external investment
▪ Open markets for Western Cape firms and key sectors wanting to export
▪ Ensure our economic, social and environmental sustainability
▪ Demonstrate leadership which promotes an improved regional economic eco-system
(governance) and embraces innovation
▪ Improve our visitor economy through destination marketing
1.3. REGIONAL POLICY FRAMEWORK
In our review of the policy framework at district level we have reviewed the following
documents:
• Garden Route and Klein Karoo tourism strategy
• Eden District Spatial Development Plan
Policy frameworks at municipal level:
• Local Economic Development PACA Strategy of Hessequa Municipality
• Integrated Development Plan of Hessequa Municipality
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2. SITUATION ANALYIS
2.1. SOUTH AFRICAN ECONOMY
According to the Reserve Bank and National Treasury in the Medium Term Budget Policy
Statement (2014:3), there has been a deterioration of South Africa’s economic growth
performance with GDP growth estimated to reach only 1.4% in 2014, down from the 3.6%
in 2011. It is, however, estimated that growth will rise to 2.5% in 2015. This slower growth
has led to continued concern about the country’s growth prospects and ability to finance
debt along with the growing current account deficit. Also, GDP growth for Q3 2014 was
very flat at 1.4% q-o-q. (StatsSA, 2015). However, it is forecast by National Treasury (2014)
that GDP growth is to improve over the medium term to reach 3.0% in 2017, as
infrastructure constraints ease, private investment recovers and exports growth. This is still
far from the 5% minimum annual GDP growth required by the National Development Plan
(NDP) to create employment, overcome poverty and reduce inequality.
According to the National Treasury (2014: 9), economic slowdown experienced has been a
result of structural constraints in the economy limiting growth. These limiting structural
constraints include tight electricity supply, labour tensions, skills shortages and transport
constraints. There are structural changes occurring in the economy at present which need
to be accelerated through private-sector investment along with structural reforms to
enhance labour-intensity growth and achieve job creation and economic growth.
Tourism performance
National tourist arrival numbers were down in 2015, affected largely by the visa regulations
for children that discouraged families from visiting because of the red tape and
inconvenience. Total tourist arrivals declined 7% from 9.5 million in 2014 (Jan to Dec) to
8.9 million in 2015. Other factors that may have had a negative effect on tourism are
perceptions of personal safety risks due to crime, motor vehicle accidents, infectious
diseases and incidents of violent protest; and increasing competition from other
destinations.
Despite the national trends, research by Wesgro shows that the Garden Route and Klein
Karoo region has performed relatively well, with record numbers of visitors to the National
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Parks and Cango Caves in the Summer Season of 2014/15. This growth was driven largely by
domestic visitor increases, and is despite a slight decline in the numbers of overseas visitors
between the Summer Seasons of 2013/14 to 2014/15.
The annual regional tourism trends indicate a growing share of overseas visitors (rising from
39% to 44% in the previous year). This is indicative of a significant growth in out-of-season
overseas visitors. The top international markets to the region were Germany, United
Kingdom and Netherlands, with a significant increase in the number of German visitors.
There has been a slight increase in business and educational visitors, and a large increase in
the proportion of young visitors (21 - 35 years old). Other clear trends include visitors staying
for longer and a rising interest in culture and heritage activities. Opportunities for future
growth can be seen in the increasing dominance of the internet as a source of travel
information, the growing interest in food and wine activities, and the nomination of South
Africa as the number 1 adventure tourism destination for 2016 by Virtuoso (a renowned
global travel publishing house).
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2.2. HESSEQUA TOURISM - AN OVERVIEW
The Explorer’s Garden Route (Hessequa Tourism) falls within the Eden District Municipal
area and is part of the 7 Municipal regions in the Eden District under the Garden Route and
Klein Karoo regional tourism umbrella. The regions have complementary attractions with
the Garden Route stretching along the South Cape coastline and characterised by a number
of scenic places that include beaches, mountains, forests, conservation areas, and heritage
sites. The semi-arid Klein Karoo region is home to attractions such as the Cango Caves,
ostrich and wine farms, nature reserves, and a number of art and cultural events. Both
regions offer high quality tourism experiences for road-trippers, adventurers, sportsmen,
foodies, and anyone who appreciates nature, art, culture and heritage. The two regions
have been marketed together by the national, provincial and local authorities responsible
for tourism marketing and development for several years.
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There are seven local municipalities within the district and they all provide funding for local
tourism offices (LTOs) which are either independent, non-profit organisations or
departments within the municipality. Those with external LTOs use a range of
organisational and funding models with some LTOs funded exclusively with public funds,
and others that supplement their grant funding with membership fees and corporate
sponsorship. A summary of the towns and their LTOs is provided in the following table.
Summary of towns and LTOs in the Garden Route and Klein Karoo
Municipality Settlements
with a pop over
2000
Population
(2011
Census)
Area
(km2)
Density
(p/km2)
LTO Institutional arrangements
Bitou Plettenberg
Bay, Kranshoek,
Kurland
49 162 992 49.6 Plett Tourism Plett Tourism is an independent non-profit
organisation with a board of directors and an
executive chair who manager the operation. In
addition to a grant from the Municipality,
funds are raised from corporate sponsorships
and events.
George George,
Wilderness,
Uniondale
Haarlem
193 672 5 191 37.3 George
Municipality
The municipality employs two people who are
responsible for tourism coordination and
development.
Hessequa Riversdale,
Heidelberg,
Albertinia,
Stilbaai,
Slangrivier
52 642 5 733 9.2 Hessequa
Municipality
A Tourism manager is employed by the
municipality to coordinate with local volunteer
organisations
Kannaland Ladismith,
Calitzdorp,
Vanwyksdorp
, Zoar
24 767 4 758 5.2 Ladismith
Tourism
Calitzdorp
Tourism
Both local tourism offices are funded
by the municipality
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Knysna Knysna,
Sedgefield,
Rheenendal
68 659 1 109 61.9 Knysna and
Partners
(previously
Knysna
Tourism)
Knysna and Partners is an independent non-
profit organisation that is governed by a board
of directors and receives a grant from the
municipality. Additional funds are raised from
corporate sponsorship and events.
Mossel Bay Mossel Bay,
Groot Brak,
Hartenbos, Klein
Brak
89 430 2 011 44.5 Mossel Bay
Tourism
Mossel Bay Tourism is an independent non-
profit organisation with a board of directors. It
receives an annual grant from the Municipality
and raises funds from membership fees and
events.
Oudtshoorn Oudtshoorn,
Dysselsdorp, De
Rust
95 933 3 537 27.1 Oudtshoorn
Tourism
An independent non-profit organisation,
Oudtshoorn Tourism receives a grant from the
Municipality and membership fees.
Total 574 265 23 331 24.6
3. STRATEGIC PRIORITIES
3.1. Provincial strategic priorities
Provincial Strategic Objective 1: Creating opportunities for growth and jobs states that one
of the comparative advantages of the Western Cape is a “thriving international tourism
industry with strong links to the creative and cultural sectors”. The Western Cape
Government’s “growth strategy is based on the province’s comparative advantages. This
involves a combination of knowledge intensity, cultural activity, multi-dimensional tourism,
lifestyle attractiveness and location”.
The Western Cape Department of Economic Development and Tourism (DEDAT) have the
statutory and legislative provincial mandate for tourism. It provides strategic direction,
facilitation and implementation of initiatives to ensure that there is economic growth and
job creation in the tourism industry. The Tourism, Trade and Investment Promotion Act,
2013, provides for tourism destination marketing to be implemented by Wesgro, a public
entity.
The following section provides an overview of the provincial objectives for tourism:
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DEDAT's vision is a Western Cape that has a vibrant, innovative, and sustainable economy,
characterised by growth, employment and equitable opportunities, and built on the full
potential of all. The provincial goal is to create the opportunities for businesses and citizens
to grow the economy and employment. This will be achieved by embracing five key focus
areas in tourism:
1. To implement a 5-year demand-led tourism strategy by providing a solid platform that
ensures:
• Driving stakeholder engagements to achieve the vision.
• Facilitating strong viable partnerships that produce lasting change in the tourism
economy.
• Addressing industry blockages and reducing red tape with relevant stakeholders on
a case-by-case basis.
• Developing the destination’s competitive identity based on research and insights.
Conducting and co-ordinating quantitative and qualitative market research efforts,
including: information gathering, data gathering, industry size, shape and trend
analysis.
• Ensuring effective and integrated tourism planning that includes providing the
relevant provincial strategy, policy and legislation.
2. To develop and manage the Western Cape as a tourism destination for improved
global competitiveness, by:
• Minimising the impact of tourism on the environment through the adoption and
promotion of responsible tourism in everything we do.
• Facilitating access by land and air to and within the destination.
• Developing tourism sites, attractions, facilities, routes, niche markets and
infrastructure, with a greater emphasis on rural development in order to spread
the benefits of tourism throughout the region (geographic spread).
• Ensuring that supply-side measures (quality assurance, safety and support and
road signage) are in place to enhance the tourism visitor experience.
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3. To increase visitor numbers, spend and length of stay by promoting the Western
Cape, by:
• Branding the Western Cape as an integrated holistic destination experience
(taking into account benefit and leverage of other sectors).
• Promoting lifestyle experiences to domestic and international markets and
providing market linkages for business.
• Promoting business tourism (meetings, incentives, conferencing, exhibitions and
events) to domestic and international markets.
• Providing market exposure to emerging and established events that will further
increase footfall.
• Reducing the impact of seasonality, by increasing visitor numbers during the low
season.
4. To create an enabling environment for business to succeed in the tourism industry,
by:
• Facilitating demand-led training programmes.
• Ensuring compliance with the National Tourism Sector Charter.
• Facilitating market access opportunities for tourism businesses.
• Regulating and developing a sustainable tourist guiding sub-sector.
5. To bridge the gap between supply and demand (skills) in the tourism industry, by:
• Finalising a Western Cape Sector Skills Plan for the tourism industry.
• Creating a pool of learners/students with increased skills for employability.
• Promoting a culture of Service Excellence in the current workforce.
• Ensuring co-ordination between all education and training institutions and the
private sector.
A provincial Integrated Tourism Development Framework was developed in 2002. It
was updated and renamed the Western Cape Tourism Development Plan in 2009.
As the plan evolved, a series of competitive advantages, or niches, were identified for
coordinated destination marketing for the province.
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According to Wesgro, the current priorities (or niches) are:
(i) Design and Culture;
(ii) Wine and Cuisine;
(iii) Youth and Student (target market);
(iv) Agri-tourism;
(v) Adventure; and
(vi) Cycling
These focus areas will be developed by the province and Wesgro and their resources will be
directed towards destination management and marketing in these areas. In addition to the
thematic and market segment focus, DEDAT and Wesgro have identified priority geographic
zones within the Western Cape. These are twelve Tourism Development Areas (TDAs). (See
diagram below).
There are three TDAs that are relevant for the Eden District: (i) Route 62; (ii) a zone that is
described as Mossel Bay - George - Oudtshoorn (which is effectively the GR&KK); and (iii) the
Eastern Gateway (which is from the Storms River Bridge to Wilderness and includes Plett and
Knysna). It is up to the GR&KK stakeholders to ensure that the provincial resources available for
TDAs are allocated to good projects in these areas.
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Hence the alignment of GR&KK with the Provincial focus through the Eden Tourism strategic
objectives.
Eden Tourism Strategy Objectives:
▪ To consolidate the existing destination brand and obtain buy-in from all stakeholders
▪ To market the destination to ensure transformation in a sustainable manner
▪ To be market driven and achieve growth in the market segments both international and
domestic
▪ To overcome seasonality and ensure regional spread
▪ To consolidate current markets
▪ To deliver a tourism experience of superior quality and value for money offering
▪ To promote the development of tourist infrastructure that will enhance tourism in general and
conform to specific architectural, environmental and aesthetic requirements
▪ Ensure cost effective management of all facets of tourism at all levels
▪ Promote tourism as a community based and community driven industry with sustainable
potential for providing benefits.
The GR&KK ACTION PLANS FOR KEY PRIORITIES are as follows;
Objective 1: To apply the vision of inspiring places to develop regional marketing collateral.
Objective 2: To implement regional destination management campaigns for priority themes.
Objective 3: To coordinate tourism sector development activities
Objectives 4: To promote regional tourism as a community-based and community-driven
industry.
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4. INSTITUTIONAL ARRANGEMENT
EXPLORERS GARDEN ROUTE STRUCTURE
Director:
Development
Planning
Manager: Local
Economic
Development &
Tourism
LED & Tourism
Administrative
Officer
Tourism &
Developmental Officer
Tourism Intern
DEDAT
Wesgro
Eden District
Explorer’s Garden
Route Tourism
Stilbaai
Tourism
Heidelberg
Tourism
Albertinia
Tourism Riverdale
Tourism Gouritsmond
Tourism
Witsand/Port
Beaufort Tourism
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Background of LTO and Tourism Bureaux
In the 2010 Hessequa Tourism Strategy and implementation plan review the following was
discussed and the outcomes summarised as follows;
The discussions with the Hessequa Tourism Bureaux started with two key questions:
• The Local Tourism Organisation (LTO) was formed in 2008. What is the progress in the
relationship between the tourism bureau and the LTO?
• The budget allocation for tourism bureaux places an emphasis on developmental tourism.
How is this working for the bureau?
Interviews were conducted with the staff and the management of all the Hessequa Tourism
Bureaux. The points made in the discussions are given and then summarised:
Relationship between the tourism bureaux and the LTO
The general opinions expressed regarding the relationship between the tourism bureaux and the
LTO were:
• The LTO is well structured, organised and positive
• Good working relationship and “open door” policy of Hessequa Tourism Manager
• Like Hessequa Tourism marketing actions
• Progress has been made as a result of the establishment of the LTO
• Bureaux are better informed about tourism key issues about Hessequa, Eden and
Western Cape
• The LTO stimulated interest in tourism and created a broader knowledge of tourism
opportunities
• Better opportunities for exposure
• Bureaux share resources and costs when attending events
• Better definition needed of relationship between LTO and bureau and a formal MOU or
contract
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• Need uniformity in conditions of service of bureaux personnel across all offices
• Some Bureaux feel they run the risk of losing their town identity
• There are advantages of positioning the LTO as an independent entity to speed up the
decision making process and reduce political interference.
• Not enough consultation on marketing material for specific towns
Specific Bureau issues:
Some of the issues encountered in the interviews relating to specific bureaux are documented.
Riversdal Tourism shares offices and staff with the LTO and this creates some issues:
• The location is prominent and provides broad exposure for the LTO and Riversdal Tourism.
The shared office situation creates the risk that Riversdal Tourism could lose its identity.
• The sharing of offices creates a situation where Riversdal Tourism staff are used for LTO tasks
and sometimes sent to events without consultation.
• The suggestion is that Hessequa Tourism appoints a staff member for LTO tasks, but who will
also assists Riversdal Tourism in their day-to-day operations, administration and reporting.
Stilbaai Tourism said that they had some teething problems with the relationship with the LTO
but that these have been sorted out. They now have a good working relationship with the LTO.
They also felt that the LTO was under-resourced and would be able to do more if it had more
staff. This blurred the dividing line between LTO and LTB occasionally where bureau staff were
used for LTO activities. They suggested that the solution would be to copy instructions involving
bureau staff to the Chairperson and management so that they know what tasks have been given,
what staff members are supposed to do and how it will impact on local responsibilities.
They felt that Stilbaai could be used as a model for creating a vibrant tourism hub encompassing
information, activities, restaurant and museum. The bureau was run like a business with a variety
of income streams. Many compliments have been received about the information they provide
and the way they deal with the public. They asked for the quarterly joint bureaux tourism
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meetings to be reinstated for collective discussion and collaboration. All the bureaux could do
PowerPoint presentations to share ideas.
Albertinia Tourism feels that there are some communication issues with the LTO that need to
be addressed. They also feel that the relationship between the LTO and the bureau needs to be
put on a more formal footing such as an MOU or a contract of agreement even though such a
contract exists and they signed it. Albertinia Tourism asked for an Afrikaans version for the
constitution of the LTO. When this was not provided, they drew up their own constitution and
the relationship with the LTO was not described in this constitution. The budget reporting
required by the LTO has also not been done and there were some issues around developmental
tourism actions.
At a meeting held with the management of Albertinia Tourism they decided that:
• Hessequa Tourism and the municipality must take over the operations of the information
office in Albertinia, appoint staff and take care of the day to day administration
• The LTO and municipal staff can then take care of the developmental actions
• The management will focus on the marketing products and festivals
• They would seek project funding from the municipality
This is a reversal of roles where the original intentions were that the LTO would be responsible
for marketing and the individual bureaux would do developmental actions.
There is a new Board in Place in Heidelberg Tourism who have replaced the “dysfunctional” old
structure. They want to introduce new ideas to boost tourism for local product owners. The
tourism bureau is acting as the de facto business chamber for Heidelberg and protecting the
interests of tourism and other businesses in Heidelberg. Want to develop agriculture, art and
sport themes as attractions. The new management feel they are being neglected and need
greater autonomy within the overall Hessequa Tourism framework.
Witsand Tourism said that they can work with the budget structure but that there was a distance
problem with reaching PDI targets in Slangrivier and even Heidleberg. They were prepared to
engage in developmental tourism, but found a lack of response in some situations. They also felt
that PDI empowerment by business in Witsand through activities like transport provision,
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catering, events and direct employment should be quantified. They suggested an audit of PDI
empowerment activities in Witsand. Some suggestions they made to the municipality like using
municipal houses as local accommodation for people working in Witsand was turned down by
the municipality.
Gouritsmond Tourism feel that they can work within the budget framework, but that they have
problems with getting commitment from the people they are supposed to support. They also
mentioned that there was no outcome after the University of Stellenbosch business course or
the training done by SEDA. The offer of training to develop walking trails also had no response.
The implications of the resignation of Tourism Officer need to be considered.
Hessequa Tourism Review: Key issues
The tourism sector together with construction and the public sector are the pillars of job creation
and GDP generation in Hessequa. Agriculture has declined, there is a virtual absence of mining
and there are no major manufacturing or retail activities in Hessequa. Tourism is therefore the
primary target for growth. This growth can also be extended to act as an inclusion mechanism
for the previously disadvantaged and is regarded as a vitally important growth force in local
economic development (LED).
The amalgamation of different municipalities into the Hessequa Municipality in 2000 impacted
on the functions of the previous towns. This had a particular effect on the support of tourism
initiatives. The Hessequa Tourism Strategy encouraged a shared vision for tourism development
in the region as well as standard practices for supporting the existing tourism bureaux. The
Hessequa Tourism Implementation Plan proposed the formation of a Local Tourism Organisation
(LTO) to consolidate the marketing and management of tourism under the banner of Hessequa
Tourism. A professional Tourism Manager was appointed to deal with marketing efforts of the
existing product base as well as the crucial issue of developmental tourism to expand the product
range, create new attractions and draw in new entrants.
The relationship building between the LTO and the town-based bureaux during the past year has
shown that:
• The central marketing and branding effort through the LTO is working
• The profile of Hessequa as a destination in the tourism marketplace is improving
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• The vertical marketing channel has been strengthened through building relationships with
Eden District, Cape Town Routes Unlimited and SA Tourism
• The promotion and delivery of festivals has been scaled up and improved
• Greater attention has been be paid to promoting Hessequa at various trade fairs and
exhibitions
• New systems, processes and technologies have been put in place like the hessequa.net
website
• SME support and capacity building has been improved
• Opportunities for new entrants into the tourism sector have been created
At the bureau level, the overall management of tourism through Hessequa Tourism created an
environment where:
• Individual bureaux could work under the banner of the LTO but not lose their own identity
• Resources could be shared between the bureaux and mutual referrals became the order of
the day
• Standard conditions of service could be introduced for bureaux personnel
• More capacity building was taking place than ever before
• A uniform funding mechanism in support of the operational costs of the bureaux could be
introduced
• Electronic resources have been improved
These are general statements about the stsus of Hessequa Tourism. The key issues identified in
the discussions with stakeholders in preparing the Hessequa Tourism Review need to be explored
further.
In 2014 a LED PACA strategy was developed for the Hessequa Municipality and the following
outcomes derived from this document;
This document contains the results of a highly participative local stakeholder exercise involving
both public and private sector participants and that sought to identify priority opportunities with
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potential for promoting job creation and poverty reduction. The results of this process have a
high level of local ownership, contain action plans which are practical in nature, and as a result
have good prospects for implementation and impact.
Focal area 1: Tourism sector
Located primarily in Stilbaai, Witsands, Gouritsmond, Riversdal and Albertinia (aloe)
Initiatives prioritised to accelerate inclusive economic growth in this focal area are:
1. Destination marketing (including Retirement)
2. Product “Big Packaging 5 X 5” And Route Development
3. Organised private sector to lead Tourism information / Office
4. Stop Traffic On N2 And Kiss Sleeping Beauty
5. Destination Marketing – Retirement
Explorer’s Garden Route tourism context
Overview - “Framework for a Tourism-Development Strategy for the Hessequa Municipality”
Purpose - “Accelerating Tourism Development in Hessequa to stimulate and grow the local
economic opportunities”.
It states from the outset that ”Given the narrow base of Hessequa’s mainly rural economic and
settlement structure the tourism sector is, thus, viewed as a vitally important growth force in
local economic development (LED). Put differently, in order to achieve LED goals of poverty
alleviation, income and employment generation as well as black economic empowerment (BEE)
an expanding tourism sector seems imperative for Hessequa”. The Strategy document makes the
link between tourism, LED and empowerment from the outset and deals specifically with the
details of growth and transformation in the Hessequa tourism sector.
Why the tourism sector is important for Hessequa
Tourism is a crucial developmental sector and provides the key to meaningful local economic
development in many municipalities. In the LED arena, the two key issues are growth and
transformation. In tourism, growth should be seen in an increase in infrastructure, the asset base
and new products, but should be measured in terms of more people visiting the regions, staying
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longer and spending more money. Transformation involves new enterprises, new jobs and a
broader spread of the ownership base with a particular emphasis on ownership by the previously
disenfranchised.
The tourism sector together with construction and the public sector are the pillars of additional
job creation and GDP generation in Hessequa. Agriculture has declined, there is a virtual absence
of mining and there are no major manufacturing or retail activities in Hessequa. Tourism is
therefore the primary target for growth. This growth can also be extended to act as an inclusion
mechanism for the previously disadvantaged and is regarded as a “vitally important growth force
in local economic development (LED)”.
Explorer’s Garden Route tourism in regional context
Hessequa has in the past been widely perceived as a transit area, serving N 2 travellers from Cape
Town to the Garden Route (and vice versa) but seldom keeping visitors to stay for any length of
time. The diversity of attractions along the busy N 2 highway and other local roads, within reach
of day or weekend travellers from either Cape Town or the central Garden Route and close to
the evolving coastal vacation and retirement spots, is seen as the base for a rapidly expanding
local tourism industry. This diversity includes historical, cultural, nature-based, adventure,
scientific and plain leisure-focused attractions which in their stark contrast are found in few parts
of the country.
SWOT analysis of EGR tourism
Information on the strengths, weaknesses, opportunities and threats with regard to tourism
development and marketing was gathered through the stakeholder workshops at the EGR
Tourism Indaba and through research on provincial tourism analysis. The EGR should capitalize
on the strengths and opportunities and they should inform the strategic objectives and priorities
for tourism development in the medium term. The strategy should also respond to and address
the weaknesses and threats that have been identified.
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STRENGTHS WEAKNESSES
• A broad and varied tourism resource and product
base.
• Existing high quality products and services across
a range of tourism niches.
• Provincial entity dedicated to marketing,
promotion and tourist information management
(Wesgro)
• Political commitment for tourism growth,
development and transformation
• Climate and natural attractions.
Lack of tourism market data and analysis
• Co-ordination of tourism stakeholders is hampered
by fierce competition between towns.
• Limited capacity available to co-ordinate tourism
enterprise development and mobilise funding for
collaborative programmes.
• Limited understanding of tourism management and
development amongst local leadership.
• Inconsistent service levels ranging from poor to
excellent.
• Infrastructure provision is uneven in the regions,
with poor quality visitor amenities in some areas.
• Seasonal demand fluctuations remain.
Limited partnerships with stakeholders
OPPORTUNITIES THREATS
• Existing forums for collaboration between LED and
tourism functions in local municipalities.
• Basic tourism data is now available for evidence
based strategy and decision-making.
• Political and economic stability.
• Tourism recognised as a key contributor to the
economy.
• Domestic tourism is receiving attention at National
and Provincial levels.
• Global shift towards environmental consciousness.
• Global demand for experience-based travel.
• Untapped cultural products that provide
opportunity for new product development and
linkages across economic sectors.
• Weakening of the Rand against most global
currencies makes SA a cost-effective destination.
Inability to respond quickly enough to shifting market
demands (brand may be becoming dated).
• Shortages of natural resources (water and energy)
could disrupt tourism operations.
• Negative perceptions about safety limit demand.
• Rising crime and road accident trends.
• Local economic outlook is not favourable over the
medium term.
• Ineffective economic empowerment and economic
inclusion strategies so far. Perception that tourism
industry is exclusionary and not transformed.
• Local tourism capacity and funding challenges.
• Popular tourist sites are vulnerable to terrorist
attacks by extremists or violent political protest.
• Heritage sites must be reviewed to ensure that they
reflect South African history in an equitable and
sensitive way.
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• Health epidemics due to infectious diseases or
contamination of water sources.
• Seasonal over-crowding causes risk of disaster.
• Expanding informal and unregulated services used
by tourists (such as the drug and sex trades) could
pose a reputation risk.
5. KEY PRIORITIES IDENTIFIED FOR EXPLORERS GARDEN ROUTE
5.1. DESTINATION IDENTITY & PROMOTION
One of the key challenges for Explorer’s Garden Route is the lack of identity, through all the
hard work and effort employed at the re-branding of Hessequa Tourism, there is still an
evident lack of buy-in and understanding of the Explorer’s Garden Route brand, there is a
need to develop an identity that positively differentiates the Explorer’s Garden Route and
divert travellers on the N2 into the various towns. There is also a need to develop messaging
to various stakeholders within the Explorer’s Garden Route to ensure consistency of
narrative and help drive awareness.
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Goals Targets Deliverables Activities Time frames
Strengthen
EGR Brand
Create EGR brand awareness to:
Stakeholders within EGR, core and
emerging markets
Development and
improvement of
marketing collateral
Update brochure and
tourism A3 map material, to
be distributed locally with
partner collaboration,
shows and marketing
platforms
Website re-
development
Appoint service provider to
re-design EGR website to
improve functionality and
look
Improved use of social
media
Engage regularly on social
media platforms, upload
more visual content of the
EGR region
“Never Stop Exploring”
campaign
Social Media
campaign to boost
Facebook page
and EGR
awareness
Promote unique/niche
and top experiences
within the EGR region,
clustered according to
EGR offerings
Host Media Educationals to
promote the EGR
products/services to
potential visitors
Partner with
product/services owners in
the EGR area to develop
itineraries for educationals
Publications Articles targeted at
specific markets to
lure potential visitors
to the EGR area
Gather information for
articles to be published in
local and national media to
promote the EGR brand and
draw potential visitors to
the area
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5.2. MARKET RESEARCH & LINKAGES TO NICHE ACTIVITIES
The lack of market research and statistics makes decision-making unsubstantial and provides
very little guidance to who our markets are, where they come from and what they
participate in when they visit the Explorer’s Garden route, linking tourism products/services
to the right market helps the Explorer’s Garden Route stay competitive and the development
of niche products/services to supply the niche market will allow growth in the sector.
Goals Targets Deliverables Activities Time frames
In-depth
marketing
understan
ding and
linkages to
niche
tourism
activities
Establish the core and
emerging market of EGR and
what the purpose of visit is
Identify who the
market is
currently visiting
EGR
Distribute visitor
surveys to all tourism
products/services in
the EGR area
Establish the top experiences
in the EGR area
Identify which
tourism
product/service
draws the most
visitor numbers
within the EGR
area
Distribute visitor
surveys to all tourism
products/services in
the EGR area
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5.3. EVENTS & EXHIBITIONS
It is important that we start to drive awareness of attractions and activities enjoyed during
our low season through events/festivals as it provides an opportunity to market the region
outside the traditional summer period, as many events are not weather dependent.
Goals Targets Deliverables Activities Time frames
Strengthen
EGR Brand
Event promotion and combating
seasonality
Events calendar Collate all events/festivals
in the EGR region
Events support Support events/festivals
through partneship funding
and marketing
Drawing visitors to the area by
attending trade shows/exhibitions
Promoting, engaging
and creating a tourism
demand through
showcasing EGR as a
tourism destination
Partnering with GR&KK to
attend various trade shows
and Exhibitions (budget
dependent) ;
Getaway Show – Somerset
West
WTM Africa – Cape Town
Cape Town Life Cycle Expo –
Cape Town and provide
feedback on engagements
and EGR exposure
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5.4. TOURISM DEVELOPMENT
Broadening the ownership base such that more people benefit from the tourism industry,
through skills development, tourism awareness, creating platforms for tourism participation
and the involvement of communities in tourism related decisions to ensure the geographic
spread of the tourism industry stretches throughout the Hessequa region.
Goals Targets Deliverables Activities Time frames
Creating an
inclusive
tourism
industry
Establish SMME’s in EGR Identify existing
SMME’s involved in
tourism
Create a database of
existing SMME’s that are
actively involved in the
EGR tourism industry
Search for new
entrepreneurs that show
potential for success
Capacity building Supply the demand Identify the skills shortages
within the EGR area
related to tourism
Capacity building Supply the demand
within the EGR tourism
industry
Evaluate the skills plan
from DEDAT/Wesgro that
is suitable to implement in
the EGR area in order to
supply the demand that
exists in EGR
Tourism Routes Develop tourism routes
within EGR
Using the existing products
in the EGR, link
products/services to
create routes and spread
the economic spend within
the areas promote and
market these routes
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5.5. INSITUTIONAL ARRANGEMENT
In previous years there were various issues amongst the private sector the local municipality,
this has resulted in distrust, lack of cooperation/buy-in and ownership of certain sectors with
many businesses relying heavily on the local municipality for the identification of
opportunities. The tendencies of “passing the buck” is an evident case with limited and even
no partnerships, this impacts negatively on the tourism sector within Hessequa with the bulk
of the innovative processes relying on private-sector initiatives, responsibility for
stakeholder interaction (at forum level and beyond) also falls on the private-sector partners
who play an active role in tourism promotion and development
Goals Targets Deliverables Activities Time frames
An effective
and involved
stakeholder
partnership
Creating partnerships in the EGR
tourism industry
A working partnership
that contributes to the
growth of the tourism
industry in EGR
Identify relevant
stakeholders to engage
with from each of the 6
main towns in EGR and
establish a SLA for a
working partnership