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©=WCNCB (IPR=Dreamcatcher)

A STRATEGIC AND SUSTAINABLE TOURISM

DEVELOPMENT PLAN

for the

GREATER CEDERBERG BIODIVERSITY CORRIDOR

Prepared by Dreamcatcher ccFinal version - 27 October 2004

©=WCNCB ( IPR @ Dreamcatcher)Proposed Tourism Development Plan for the GCBC

A PROPOSED STRATEGIC AND SUSTAINABLE TOURISM

DEVELOPMENT PLAN

for the

GREATER CEDERBERG BIODIVERSITY CORRIDOR

(GCBC)

Plan Prepared for the Western Cape Nature Conservation Board

by

Dreamcatcher South Africa

© plan - Western Cape Nature Conservation BoardIPR content - Dreamcatcher South Africa

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Dreamcatcher ccHead Office Central Contact6 Hartford GrangeBokmakierie AvenueSonstraal, DurbanvilleCape Town, South Africa

www.dreamcatcher.co.zawww.traveldreamcatcher.com

Tel / Fax : 27(0)21-976-9372Mobile: 27(0)83 231 6315e-Mail: [email protected]


CONTENTS EXECUTIVE SUMMARY……………………………………………………………………………..…………….v

1. STATUS OF THIS DOCUMENT............................................................................................................1

2. PHILOSOPHICAL PREMISE.................................................................................................................3

3. PRACTITIONER’S BRIEF......................................................................................................................4

3.1 GCBC Tourism Focus Group proposed Terms of Reference......................................................................6

3.2 Summary of Phase 1 activities.....................................................................................................................7

3.3 Summary of Phase 2 activities...................................................................................................................10

3.4 Phase 3 activities........................................................................................................................................13

4. PROPOSED TOURISM DEVELOPMENT PLAN..............................................................................16

4.1 Level 1 - Overlaying Emphasis..................................................................................................................18

4.2 Level 2 – Core Programme Driver Centres................................................................................................19

4.2.1 A Central GCBC Community Tourism Business Hub..............................................................................19

4.2.1.1 Responsibilities of the Central GCBC community tourism business hub.................................................20

4.2.1.2 Advantages of a centralised coordination and facilitation hub..................................................................21

4.2.2 An e-based GCBC Community Products Marketing Network..................................................................21

4.3 Level 3 - Inter-Linked Local Community Tourism Zones........................................................................23

4.3.1 Responsibilities of the LCTBC..................................................................................................................26

4.4 Level 4 – Transformation Oriented Tourism Product Development.........................................................27

4.4.1 Community-based tourism related SMME and ventures creation.............................................................27

4.4.2 Community-based sustainable natural resource use ventures creation......................................................30

4.4.3 High profile brand driving projects (new routes development).................................................................34

4.4.4 New tourist route development..................................................................................................................38

4.4.4.1 Blue (Oceanic) Route.................................................................................................................................40

4.4.4.2 Talking with Ancestors..............................................................................................................................40

4.4.4.3 The Cederberg Eco-Route..........................................................................................................................40

4.4.4.4 The Heritage, Lifestyle & Landscapes Route...........................................................................................41

4.4.4.5 Fruit, Food & Wine Route..........................................................................................................................41

4.4.5 Exploitation and marketing of Feeder Routes............................................................................................42

4.4.6 Merge existing local zone tourism products with new development products..........................................43

4.4.7 A continuous process of facilitating outcomes-based training and skills transfer.....................................45

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5. BRANDING..............................................................................................................................................46

6. MARKETING..........................................................................................................................................47

6.1 Analysis of tourism related statistical data................................................................................................48

7. PROGRAMME ROLL-OUT, TIME FRAME AND RESPONSIBILITIES.....................................56

7.1 Priority list of phased programme roll-out.................................................................................................58

7.2 Phases, tasks, and time frames in programme roll-out...............................................................................59

8. IMPLEMENTATION CHALLENGES AND SUSTAINABILITY....................................................59

9. THE TOURISM DEVELOPMENT PRACTITIONER.......................................................................62

9.1 Appointment: capacity and proficiency....................................................................................................62

9.2 Responsibilities of the Tourism Development Practitioner.......................................................................62

10 . PROPOSED BUDGET............................................................................................................................64

10.1 Explanations of costing in proposed budget..............................................................................................64

ANNEXURESA Proposed Budget – Months 1 - 24B The Golden Circle of Life C Phase 1: report on activitiesD Comparative analysis of tourism growth: Cederberg, Route 62, Eden Coast routeE Preliminary list of tourism role players in GCBCF Tourism statistics Western Cape 2001G Phase 2: report on activitiesH ENPAT spatial data-set – selected imagesI Population demographics of 3 selected Local Municipalities J The New Tourist KSocio-economic set plan for GCBCL Graphical descriptions of the proposed new routesM Successful utilisation of Devils Claw in North West ProvinceN Programme roll-out, tasks, and suggested responsible and accountable persons / institutionsO Comments on Draft of GCBC Tourism Development Plan

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EXECUTIVE SUMMARY

1. STATUS OF THE DOCUMENT

This document explains the phased process for the implementation of the proposed strategic and sustainable tourism development plan for the Greater Cederberg Biodiversity Corridor (GCBC). The document also explains the content and detail of execution of the proposed tasks and activities necessary to complete the first twelve to twenty four month period of the tourism development plan for as far as it can be realistically determined at this stage.

The proposed plan is drawn up with the assumption that the total process and time frame needed to achieve success with implementation, will extend over a minimum of five years of active hands-on implementation by an appropriately qualified and capable multi-disciplinary team with a proven track record of implementation success (referred to as the Tourism Development Practitioner - TDP).

The plan is in line with current national and provincial tourism imperatives and is therefore, slanted towards the development and establishment of financially viable and biodiversity friendly transformation related HDC owned and managed SMMEs through processes of business venture creation with related training and skills transfer emphasis. Since the plan represents, and is indicative of the total GCBC region with it’s inherent core of people IN the environment, it emphasises the need for, and importance of, inter-linking new tourism products with the so-called existing mainstream tourism destinations. As such the plan emphasises and talks to tourism development in the GCBC actively resisting the creation of a future two-tier tourism sector where distinctions are made on the basis of so-called mainstream (existing) and so-called HDI-related tourism products.

Although the document presents the programme content and tasks necessary to achieve a successful first 12 to 18 month roll-out, there are a few elements of detail in the proposed plan that could not be finalised, as such actions are related to direct implementation and thus needs to be negotiated on the ground with the different stakeholders at time of implementation (i.e. the exact context and content of the proposed routes have to workshopped with all stakeholders [including all existing tourism bureaux in the whole GCBC region] per community tourism zone – see below). In the same manner the complete detail of the branding, public relations, communications, marketing strategy and implementation of the endeavour cannot be fully indicated and completely structured, other than the outline and proposed emphasis being stated as it too, is absolutely dependent on an all inclusive stakeholder participative process to develop the right branding and marketing. For this reason current activities and tourism products, although being extremely valuable and instrumental in planning the suggested routes, are not individually indicated in the plan as these are to extensive and diverse in nature to be individually mentioned and addressed in the cognitive overarching nature of the plan. The plan should thus be interpreted as an outline of a proposed structure to manage tourism in the GCBC, and as a “road map” through which to execute the necessity of integration of all tourism products in, and related to, the GCBC in a coherent whole.

It is therefore of utmost importance for everybody involved in programme roll-out and implementation to understand that the GCBC will have no advantage through tourism if the whole which tourism presents [including planned conservation and socio-economic development plans],

is not managed to benefit the totality of the human and the natural environment.

The charted and geographic boundaries of the GCBC was only taken to be an indication of the geographical area which should benefit directly from the proposed tourism development plan. It is

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not possible to compile a coherent tourism development strategy by only working inside the boundaries of the GCBC. While staying as close as possible to the area enclosed in the boundaries of the GCBC, the plan has to include development of areas just outside the GCBC too, in order to make a coherent whole for tourism development planning.

2. PHILOSOPHICAL PREMISE

The design of this tourism development plan was guided by two core elements describing the essence of being human in the context of the totality of the mutual inclusive, inescapable shaping consequence of shared social and natural environments. The first of these core elements being expressed, is that of Ghandi, when he states: “…we are all bound into one garment of common destiny – what affects one individually – affects us all mutually…”. Building on the implied oneness of humanity expressed by this statement, the second core element is understood to describe the totality, the holism - the wholeness - of the interaction between humans in their natural environment . This inherently lies at the basis of the management imperative creating it’s own reality in the founding of the Greater Cederberg Biodiversity Corridor, and finds its symbolic and holistic expression in the so-called Golden Circle of Life (also Golden Section or Divine Proportion), which is found in one or other configuration in virtually all living natural forms. It is this form that symbolises the oneness of all aspects of our living world.

This inherent inter-dependence of humans and their natural environment symbolised by the establishment of the GCBC, is further enhanced through the implementation of the internationally accepted so-called corridor approach to biodiversity conservation. This approach has as its main focus connecting areas of high biodiversity through a patchwork of sustainable land uses, which increases genetic exchange to maintain biodiversity and large-scale ecological processes. However, the process and system relies heavily on strategic partnerships with local communities, land-owners, and local authorities, who are the custodians of that specific (their) natural environment. In this fact lies the key through which to ensure sustainability in, and conservation of such a natural system. It is this holism that lead, directed, and informed the conceptualisation of the proposed strategic and sustainable tourism development plan in which the inter-connectedness of all elements of life in the GCBC which could possibly be related to tourism, have been interlinked and connected to form a whole in what is referred to above as a process of designing the tools and approach to drive tourism in the GCBC.

3. PRACTITIONER’S BRIEF

The brief to the practitioner was confirmed by the Western Cape Nature Conservation Board per letter dated 17 March 2004. In this letter the scope of services and the phases of the planning process was agreed upon as follows:

3.1 Scope of Services required

1. Consolidate existing tourism strategy plans for the region to provide an overview of tourism strategies for the GCBC.

2. Provide a detailed list of tourism roleplayers as well as potential roleplayers in tourism for the GCBC.

3. Provide a detailed tourism development plan (specific emphasis on nature/culture-based tourism) with the following aspects highlighted:

a. the current status quo of tourism within GCBC

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b. the potential for tourism to supplement the income for rural communities through biodiversity conservation

c. the potential for tourism to supplement income for the GCBC initiative for biodiversity conservation

d. how to establish the GCBC as a “must see” nature/culture-based tourism destination for the eco-tourist

e. the planning and development of market related tourist attractions and provision of tourism products (facilities and services) and packages; framework for 5 year implementation period

f. marketing and branding of the GCBC; holistically and individually g. expected challenges for implementation and sustainability

4. Develop action plans through workshops to guide implementation of the tourism development plan to span a 5 year implementation phase.

5. Identify risks to biodiversity / socio-cultural activities

3.2 GCBC Tourism Focus Group proposed Terms of Reference

Pre-Phase: Provision of a Project Plan Roll-Out (Task, Programme, Timeline and Budget). Phase 1: Background information audit to consolidate existing tourism strategies Phase 2: Three participatory workshops for communities, tourism establishments, operators

and GCBC roleplayers. It is recommended that you discuss the locations of workshops in the Project Plan, and include the GCBC Co-ordinator input regards locations.

Phase 3: Merging and interpretation of Phases 1 and 2 in order to devise a tourism strategy and guidelines to establish the GCBC as a ‘must-see’ nature/culture-based tourist destination for the eco-visitor

Phase 4: Three further workshops: These to report back to communities and other stakeholders to obtain their buy-in and ratification of the preliminary plan

Phase 5: Plan and implementation recommendations to be completed for presentation by August 31, 2004

3.3 Concise summary of results from Phase 1 and 2 activities

A complete summary of the activities conducted and the answers derived from phases 1 to 3 are discussed under the relevant items in the main document as well as in Annexure C and G.

Phase 1: Having studied all available reports and minutes of tourism workshops conducted by previous consultants in this field in the region, one has to conclude that their work concentrated more on what could be done with existing tourism products, and the problems related to such execution, than to indicate specific outcome-based or creative strategies for overall tourism growth. .

While some workshop documents did indicate some form of elementary strategy, these did not constitute implementation plans with clear indications of a sequence of actions attached to timeframes, roll-out, funding or accountable implementation agents or agencies. The intention is not to criticize these reports, but to interpret their contents from a standpoint of putting an outcomes based plan on the table which would develop tourism to a stage where the GCBC becomes a preferred tourist destination. It is obvious that varied parties are involved in tourism initiatives in the GCBC, at local, provincial and private enterprise levels. For the private sector, tourism is often their core

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business, for a number of others, implementing and driving tourism plans is secondary to their main business. What is, however, called for are drivers with leadership, direction and a clear understanding of the issues involved in tourism development, and who can draw together all tourism initiatives in a particular region. This must be achieved over a long period of time and via marketing methods strong enough to create and facilitate a “must see – am drawn to the GCBC” buy-in from the visitors.

In the words of the White Paper on Sustainable Tourism Development and Promotion in the Western Cape: “Tourism development must play a critical role in supporting the Constitution’s commitment to improve the quality of life of all citizens, while protecting the natural environment for the benefit of the present and future generations. The policy is informed by the goals of reconstruction and development – to meet basic needs, to develop human resources, to build the economy and to democratise the state and society.”

Phase 2: Participatory workshops with current and possible future tourism stakeholders to guide the formulation of a Tourism Development Plan for the GCBC, was held at Tankwa, Clanwilliam, Niewoudtville, and Op die Berg

Participants were invited to workshops via the local tourism bureaux, by contacting stakeholders on a WCNCB’s stakeholders’ list, and via local authorities’ knowledge of their area’s and which people they perceived to be local tourism stakeholders.

A conscious effort was made to try and understand the interpersonal relationships which exist in the tourism milieu of each of the areas and to determine the inter-activity between different tourism products and enterprises

The result of the last mentioned effort was a certain sense of disbelief regarding the lack of inter-personal relations and even assistance, but also an understanding of the fact that co-ordination and synchronisation in tourism marketing is sorely lacking throughout the whole area. Well structured individual marketing thrusts do exist for well structured and managed existing tourism enterprises in the area – but it remains just that, individual marketing with little to no integration with tourism products of other entrepreneurs in the same area.

Very briefly the common denominators found among workshop participants regarding the tourism potential and tourism development opportunities in the area, were: (see Annexure G for detail).

a broad recognition exists that the GCBC has long-term tourism potential as a world-renowned biodiversity zone (natural heritage site as of late)

all acknowledge that they live in an area of important natural beauty which could benefit all through tourism, if the industry is developed realistically within carrying capacity, and marketed properly

tourism is definitely understood to be a means of creating jobs, using the natural environment as a resource base to drive tourism, but:

o there is a massive lack of fundingo few participants believe themselves capable of driving the process to develop a

tourism industryo there is great need for education and training at all levels of tourism related activitieso some established businesses fear loss of market share if the transformation imperative

to develop new SMMEs is put into place in respect of tourism development in the area.

there is a clear and extreme lack of co-ordination and cohesion in the tourism industry in the whole of the GCBC

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none of existing ventures see a way of fitting together in one route - but they are willing to explore such initiatives and participate therein should such be established

there is a clear need to bind together and to build one autonomous and powerful brand, based on unique offerings of each of the areas where the workshops were conducted

considerable time, effort and money will be needed to establish a flourishing tourism industry in the region

all sections of the regions must be merged to create a collective, stronger tourism magnet - build on current initiatives and developing new ones

the training of entrepreneurs and the transfer of management and hospitality related skills is apparent and will need specific and continuous attention

3.4 Phase 3 activities

The brief for this phase was in short to devise a sustainable tourism strategy and guidelines to compile a people-driven, practical, outcomes-based, and realistically implementable tourism development plan for the GCBC.

The practitioner set the goal to compile a plan for a simple “road map” that is easy to “read” and execute, with:

an integrated, and itemised roll-out plan with activities for each phase, attached to measurable deliverables (note: in this people centred approach, the detail of phases will be ratified during implementation)

accountability at all levels during roll-out realistic and achievable time frames a clear indication of training and management needs suggestions for implementing systems for the monitoring and continuous evaluation of

programme direction and achievement, with financial accountability a clear indication of the skills needed in an accountable multi-disciplinary implementation

team a sensible and realistic budget a clear indication of branding, plus a marketing and public relations strategy and plan suggestions for developing product to activate the tourism development roll-out plan

However, implementation of said plan can only be realistic if the following set of implementation values is clearly strived for in roll-out of the Tourism Development Plan, and are constantly the measure against which the implementation of all programme segments are judged:

social equity, environmental integrity environmental sustainability economic empowerment economic sustainability and profitability institutional sustainability socio-cultural sustainability co-operation and partnership multi-disciplinary team work

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4. OUTLINES OF THE PROPOSED TOURISM DEVELOPMENT PLAN

Based on the results of the results of the work in phases 1 and 2, as well as on the principles set-out therein, the main focus in the implementation of the proposed tourism development plan for the GCBC is designed to establish a GCBC Community Tourism Network to roll-out through four levels of action, and which process is to be driven, co-ordinated and facilitated by a to be appointed Tourism Development Practitioner (TDP). The four levels of action are;

(a) Level 1: a continuous and overlaying strategic communications and marketing emphasis linked into;

(b) Level 2: 2 core programme driver centresa. a Central GCBC Community Tourism Hub, b. an e-based Community Products Marketing Network,

which feeds into;(c) Level 3: 8 Local Community Tourism Business Zones each with an own centre

from where to co-ordinate tourism development in that specific zone, and this top-structure then to culminate in;

(d) Level 4: the establishment of a number of innovative and unique transformation oriented grass-roots level tourism oriented products.

Implementing the multi-faceted activities in the different levels of the GCBC tourism development plan in order to establish the GCBC Community Tourism Network will, because of the interactive and inter-dependant nature of all elements of all four action levels of the plan, necessitate a multi-disciplinary approach to realistically realise successful programme roll-out (see diagram next page).

4.1 Level 1 - overlaying strategic communications and marketing emphasis

The overlaying emphasis of the programme is contained in a continuous intensive strategic and intensive public relations and communications campaign embarked upon at local community level, regional, provincial, national and international level - corresponding with the establishment of identified tourism products, and strategically positioned to sustainably market a unique destination. Also to be a long term campaign with results measurable against accountability in execution and in achievement. Ultimately also to be a campaign focussed on positioning the GCBC as a new, stronger, must-experience brand, with unique world-renowned qualities - directed at a national and international audience of consumers, stakeholders, key influencers and donors.

Due to the highly complex nature of the multi-facetted tourism development plan proposed below, the successful achievement of the goals of the strategic communications and marketing campaign on which the plan hinges for successful conclusion, is seriously dependant for its roll-out on professionally informed inputs from an appropriately experienced multi-disciplinary implementation team referred to as the Tourism Development Practitioner (TDP).

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Key components of the strategic communications and marketing campaign are so positioned that they can be measured as deliverables while enabling the campaign to roll-out as:

a campaign which interacts with local people and their everyday activities a campaign which is revolutionary, innovative, creative, colourful and relevant to both

today’s South Africa and to the new emerging knowledge hungry, social conscious, and ecologically aware and sensitive international tourist

a campaign resulting in an increase in year-round GCBC visitor numbers a campaign which actively seeks biodiversity conservation through informed planning in the

implementation of low impact tourism activities in ecologically sensitive areas a campaign based on multi-disciplinary decision taking and professionally informed

execution a campaign which has a primary domestic focus with a strong secondary international thrust a campaign built on a strong combination of sustainable pro-poor, community, and nature

tourism a campaign resulting in HDIs with potential to be trained and empowered to act as media

liaison officers and knowledgeable tourism spokespersons a campaign focussed on the intensive use of e-based communications and extensive use of the

internet

4.2 Level 2 – Core programme driver centres

4.2.1 A Central GCBC Community Tourism Business Hub

To be a central “nerve centre” from where all roll-out activities of the tourism development plan for the GCBC will be driven and co-ordinated in consultation with the TDP and the GCBC project co-ordinator. To also be the centre from where the all important task of implementation processes monitoring and evaluation will be co-ordinated and managed.

As such, thus a critically placed central hub from where all communications and implementation directives will flow to the 8 Local Community Tourism Business Centres (LCTBCs) and from where the all important linking function in respect of the binding and cohesion needed for the realistic and harmonious functioning of the GCBC Community Tourism Network (GCBC CTN), established through the e-based link between the different LCTBCs, will be co-ordinated and facilitated. To at the same time also be the hub whereto and through which all communications of the GCBC Community Tourism Network will flow. It is foreseen that the central hub will as eventually stand alone tourism venture, remain the central driving force for the overall co-ordination of all activities related to the realistic management of the GCBC Community Tourism Network after the 5 year implementation process has been concluded. As such this office creates the capacity for programme continuation after programme roll-out, and therefore, also brings the much needed stability in financial and management (institutional) sustainability after programme roll-out – leading to the successful and sustainable completion of the implementation process.

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4.2.2 An e-based GCBC Community Products Marketing Network

An e-based programme related tourism products marketing network for national and international marketing and sales of all tourism and other programme related products produced in the GCBC. Also a business venture in which all LCTBCs would be awarded shares, and into which the LCTBCs will initially feed all their marketing needs and product sales until such time as they themselves can operate their own e-based bookings service and sales of their own tourism products in a financial sustainable manner.

This system will largely assist in the creation of project sustainability as it links people and projects directly with the market and thereby preventing costly commissions payable to unscrupulous middlemen in sales of product (note that this is a totally different e-based structure than the existing websites related to tourism in the Western Cape where activities and products are merely listed for the intentional tourist to choose from).

4.3 Level 3 – Eight inter-linked Local Community Tourism Zones

As preliminary focal points for the local tourism business zones the following 8 towns in the GCBC have been identified (exact boundaries between these zones will be finalised during first workshops with stakeholders - implementation realities might change this positioning) :

Nieuwoudtville Vanrhynsdorp ClanwilliamWupperthal Velddrif (Piketberg) CitrusdalOp die Berg Tankwa Karoo National Park

Tourism activities in each of the 8 designated zones will be managed from a Local Community Tourism Business Centre (LCTBC).

The LCTBC manager will take responsibility for the activities at the LCTC and be accountable for their effective and efficient execution (see responsibilities of the LCTBC below).

The functioning of the LCTBC must be more than that of just an information bureau as it will function as a multi-dimensional facility with scope to build capacity and generate people-based tourism while functioning as a locally-situated and centralized development and mentoring tourism catalyst. The LCTBC will offer an integrated electronic databank of all the specific zone’s existing and newly developed tourism enterprises, tourism activities, and tourism related services and products in a manner which is more than just mere statement of the fact of existence. The LCTBC will when functioning with financial capacity, provide remote / virtual marketing services, at reasonable cost, for all programme related products emanating from the specific zone, through the e-based GCBC Community Products Marketing Network to the wider world. The LCTBC will, if an when it can, also assist in facilitating economic development processes related to the roll-out of the Social/Economic Involvement and Action Plan of the GCBC.

The centre manager will be responsible to drive and co-ordinate local level programme roll-out and to identify and facilitate tourism product development in the zone (assisted by the central business hub manager where their functions overlap), and will at all cost engage with a with a concerted effort in inter-linking all tourism products in the zone (existing and newly developed), so as to present one “face for tourism” in the specific zone.

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4.4 Level 4 – Transformation oriented tourism product development

4.4.1 Community-based tourism related SMME and ventures creation

Emphasis on transformation and focussed on establishing relatively low cost, high level service opportunity, tourism related SMMEs (including peripheral services oriented SMMEs – laundry, security, etc.) and authentic intra-cultural experiences for both the entrepreneur and visitor (domestic and international). Here it is proposed that the already tried and tested concepts of Dreamcatcher cc be used as first initiatives for implementing in these SMMEs (i.e. cook-up with KaMammas, Braai with Bhutis, and Homestays), so as to be able to establish a minimum of 25 of these type of SMMEs in the first 18 months of programme roll-out (this does not exclude the implementation of other just as innovative SMME concepts – it merely represents a realistic starting point).

The existing Dreamcatcher network - operating successfully for the past 12 years - facilitates processes of establishment, assists with management, training and also in the marketing and channelling of tourists to these ventures. The SMMEs that are proposed to be established in the GCBC tourism plan will become part of this network and will function and grow as stand alone individual businesses, but will service the GCBC tourists collectively under the auspices of the credible and market ready brand names: “Cook-up with KaMamma, Braai with Bhuti, and Dreamcatcher Homestays.” In addition the new concept of time-outs is also an alternative to be investigate in this context.

It is also proposed that 4 HDI oriented guiding ventures and 4 HDI oriented tourism transport ventures be created to fill the present gap in the market in this regard. Not all tourist make use of self-drive opportunities, and even if there is a self-drive tourist – an informed, step-on-the –vehicle guide would in the case of international visitors add great value to their experience and knowledge of the area. Especially the guiding ventures need to be created from the ground up - there are a number at Op die Berg, Wupperthal, Niewoudtville, and in Velddrif. All of them are, however, operating under serious financial constraints, and not all persons involved in guiding, have been trained appropriately. Guides need to be trained to comply with internationally accepted standards for guiding, and also be equipped with additional environmental specific knowledge (in the case of rock art interpretation this is extremely important), which is a little more specialised than the local indigenous knowledge the locals usually possess. These minimum standards are seriously lacking at present and action in this regard is called for as a matter of urgency.

4.4.2 Community-based sustainable natural resource use ventures creation

This initiative is focused on achieving biodiversity conservation through sustainable use - with enhancement of the tourism experience in the specific zone as an essential and important by-product. It is perceived that the principle income for these ventures will be through direct and virtual marketing methods and by feeding them into the GCBC community products marketing network. The visit of buyers to the region, with income generated through tourism being a bonus (responsible commercialisation of the use of natural resources with transformation and BEE must be the emphasis in venture development here).

The initiatives of the tourism plan which are proposed in this respect are activities which are focussed on the creation of local level household-based ventures - focussed on the use of indigenous knowledge and the skills present in communities - on product development and adaptation of traditionally manufactured items - for sale of these products in the national and international market – enhancing

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the tourism experience on the ground by presenting additional visiting points and thus outstanding opportunity for cross-cultural exchange as a focus of the GCBC’s eco-culture tourism potential.

These activities are perceived to be developed so as to feed into existing proven markets without new and expensive infrastructure development and the establishment of complex technical systems of production – appropriate technology related introduction of new technologies where and if needed, should be the motto here.

4.4.2.1 High profile brand driving projects (new routes development)

This part of the tourism development plan entails the branding and development of an unique route feature of the GCBC across three sub-regions to serve as the magnet (a draw card) or feeder, and disperser of tourists and travellers into and from all other to -be- developed new routes into the wider GCBC. This important opportunity to create unique branded routes through a carefully planned exercise, also facilitates the opportunity for existing and to- be -developed tourism enterprises with which local people can easily identify, to embrace and position their dispositions, products and services to enhance the brand fit and marketing message (frustratingly elusive if not managed effectively).

This unique feature, which is one of its kind in South Africa, is perceived to be a hugely underdeveloped opportunity. The highly inclusive and unique human heritage associated with, and locked up in the history of the whole area, and which stretches logically to link with areas just outside the boundaries of the GCBC, has touched, shaped and enriched the historic deployment of the majority of the population groups in this country.

These human elements, interlaced with the astonishing natural beauty of three of the prominent and very different – actually opposing - biomes over which the GCBC stands guard, with their intricate life supporting systems (the Cederberg, the Nama-karoo, and the Tankwa-karoo), creates that certain kind of magic of which the quality radiates a special emotional and spiritual tourism opportunity in an area where one can:

Walk with Ancestors (hike in the natural environment), Talk with Ancestors (gain an understanding of that which the rock art shares), and Live with Ancestors (among the present day descendents of the Khio-Khoin people)

These three places to be hubs on the road, which it is suggested, to be re-branded and marketed as The Ancestral Route (encompassing a round trip through the whole of the GCBC with entry points at Vanrhynsdorp (N7), at Calvinia through Nieuwoudtville (R63), at Piketberg (N7), at Velddrif (R27), and at Ceres (R46 & R355).

It is proposed that that the following projects of high quality and as unique tourism focus points be developed in the GCBC;

(a) Matjiesrivier Nature Reserve – a high quality Rock Art Interpretation Centre with focus on interpretation of the symbolism, the spiritual depth, and the origins of the Cederberg’s Rock Art which is a highly unique and separate “collection” of this very specific and highly prized world heritage – an area to be creatively marketed as and where one can – Talk with Ancestors – described as the Heart of The original Ancestral Route.

(b) Tankwa Karoo National Park – a high quality Environmental Interpretation Centre where the emphasis is on the beginning of things; the Genesis of the evolutionary processes of the geophysical and the zoological, interspersed and linked to the Karoo’s human past – the cross

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roads of the thoroughfare of our forefathers from the Cape into the interior – an area where one can – Walk with Ancestors - described as the Prehistoric beginning of The modern day Ancestral Route.

(c) As a third point of radiation for the energy and emotion inherent in the shaping of The Ancestral Route, a direct link with the planned Nieuwoudtville Community Resource Centre which presents a real opportunity to extend the branding concept into the far northern sections of the GCBC. Here the human history and shaping of cultural patterns through contact between people and through their natural environment is just as relevant to the majority of the population groups of this country as that represented by Matjiesrivier and by the Tankwa National Park. While at the same time the human story of the Nieuwoudtville area is also intricately intertwined with another of the exceptional biomes of the GCBC, namely that of the Nama-Karoo – an area where one can – Live with Ancestors - described as the historic meeting place of bearers of the different cultures that would shape the population make-up of the country’s future – The extension of the original Ancestral Route.

The geographical positioning of all three of these potentially high quality projects will have a direct influence on the flow of tourists into the respective sections of the GCBC if they are implemented and marketed successfully, with subsequent spill-over and the potential for tourist send-on into other sections of the corridor.

4.4.2.2 New tourist route development

The full extent of The Ancestral Route alluded to above, implies a longer route, with more stops, and requiring a longer stay for tourists, as the route actually encompasses all of the GCBC (the ideal to be marketed for and to be achieved). This route is to be focussed around the concept Walking with Ancestors which emphasis on the people in the environment principle being the driver for the design and content of the route.

The route is a “round trip” through the whole of the GCBC, with starting point Matjiesrivier or Tankwa at the high quality centres to be establishes there (Nieuwoudtville to be included when negotiations in respect of the above suggestion re the inclusion of the resource centre has been finalised) – with possible ending point either Matjiesrivier or Tankwa depending at which point the route was entered.

As the Walking with Ancestors route will not be suitable for all tourists, it is proposed that 5 sub-routes also be developed, of which the content can easily become part of the content proposed to be included in the longer route. Walking with Ancestors will also include well branded and developed hiking and biking trails profiled as such to compete with for instance the Otter Trail.

All of these routes are to be designed and marketed with new content and with new “road and stop signs” on the visitors’ road map and which will facilitate year-round traffic with varying tourist numbers and groupings per specific market need (all inclusive participatory process of all local level stakeholders). Some of the proposed new routes overlay existing routes, but as these do not fit within the context and meaning of The Ancestral Route,

The following new sub-routes to be developed are indicated with a short general description of the areas where they are proposed to be situated:

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(a) Blue (Oceanic) RouteA coastal experience of sea, history and fisher folk - from Velddrif to Elandsbaai, trough Leipoldville, Piketberg, through Goedverwacht, back to Velddrif.

(b) Talking with AncestorsDirectly linked and feeding off Matjiesrivier Rock Art Interpretation Centre - From

Clanwilliam through the Cederberg (including Kagga Kamma and Bushman’s Kloof), to Wupperthal back to Clanwilliam, - extending through Citrusdal to Op die Berg.

(c) The Cederberg Eco-RouteConcentrated on the Cederberg and it’s natural beauty

(d) The Heritage, Lifestyle, and Landscapes RouteLink and exploit the Nieuwoudtville Resource Centre - Circle around Nieuwoudtville to Vanrhynsdorp to Clanwilliam back to Nieuwoudtville (Nama-karoo), extending into the Tankwa-karoo via Calvinia

(e) Fruit, Food & Wine RouteUtilising the well established wine route through the Swartland – emphasis on food and fruit directed at the areas north of Ceres and west to Citrusdal into Clanwilliam.

4.4.2.3 Merge existing tourism products with new development products

Research among media with potential to write about “new” as opposed to “old” pre-1994 tourism in South Africa, found that they are becoming cynical about “transformation and a better life for all” in terms of tourism in South Africa. The very market to be targeted, viz. the conscientious eco-tourist, however offer an exciting opportunity – since this market is increasingly calling for authentic local communities to benefit from their Dollar, Pound and Euro – whilst the number of socially conscious domestic tourists are growing. The advantages for any tourism entrepreneur to become part of a larger tourism marketing and support system, must be larger than the mere financial benefits which would result form partaking in structured co-ordinated marketing and merging plan for a specific area.

This is a section of the tourism plan’s roll-out that lies on the cognitive level and will entail hard work and consistent personal contact from the TDP and the zone centre managers, to a create a situation where all tourism products in a zone can be inter-linked and entrepreneurs can start working together so as to eventually benefit their own enterprise as well as that of the greater community and natural environment in which their product is situated.

It might be possible for the TDP to arrange on-the-job training opportunities for new SMME owners at established tourism enterprises, so that new product owners can gain experience and see how things can be, and are done when successful – an example is often the only help good entrepreneurs need to build it into their own opportunities. In this manner interpersonal relationships can be developed which is always a better way to build a working relationship than to try and do that along formal channels. Such opportunities could also lead to the established entrepreneur making use of the services of the new entrepreneurs product, or at the least lead to the lending of assistance in solving management problems. It could even be that the established entrepreneur stand to gain the most out of this new relationship – the main principle being that the endeavour should be put into place to bring people who share a common business interest together in an informal setting.

Inter-linking tourism products in a specific zone can also be made possible by compiling tourism packages in such a manner that existing and new GCBC Tourism Programme related products are included to make up the whole or total of the experience that is contained in such packages (stakeholder workshops focussed on an all inclusive process to derive at realistic packages).

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4.4.2.4 A continuous process of facilitating outcomes-based training and skills transfer

To a large extent this section of the tourism programme’s roll-out activities and the content of the training that needs to be facilitated, will be determined by the level of training new entrepreneurs have achieved themselves. Irrespective of what form of training is needed in a specific situation,1 those specific needs must be appropriately identified, and addressed, with a process of monitoring put into place in order to ascertain that training received is that which is really needed and will assist the new entrepreneur in better managing the new enterprise or manage intra-tourism business linkages between the local level tourism entrepreneurs better.

Obviously the task of identifying training needs will be one of the first actions to be taken in the process of SMME development, with a clear understanding of local on-the-job training possibilities that exist, and which can be made use of as first priority. It is not proposed that a large section of the programme’s budget be dedicated to training but rather that additional funding for training be sourced through the relevant SEAT and TEP systems.

A high premium should be placed on appropriate skills training which can preferably be transferred from one venture to another, and presents the real opportunity to enhance empowerment and real capacity building through a process of on-the-job skills transfer opportunities between new SMME owners.

Training should for the larger part only be facilitated on a level equal or higher than NQF level 2 (further training – thus after school qualifications) as this presents the trainee (or learner which is used more recently) with the opportunity to gain a recognised qualification which can be used in other instances to that persons’ advantage. There could be exceptions for instance where individual HDI entrepreneurs may need motivational, leadership or induction training to bring such an entrepreneur with clear potential “up to speed” with the needs of tourism services and other tourism related aspects. 5. BRANDING

A comprehensive and creative, exciting branding building roll-out geared to “fit” the whole of the GCBC, commensurate with world class tourism-choice branding needs and which will be embraced by the locals of the region, to be in place within the first 6 months after start-up. Thereafter the branding profile can be refined and extended depending on the specific marketing opportunity that is targeted.

This exercise must, therefore be provided for in the budget without trying to save money on this important part of the total process of programme roll-out, as the brand and brand promise intrinsic to the brand message is what will become the essence of the marketing drive. The quality of work put into this phase, will eventually largely determine the success or failure of the programme’s implementation and the manner in which it will achieve its set goals. It is this process of branding that must assure that paying tourists will want to visit the GCBC and experience all its wonders – as it might be known locally but might not be known or even heard of outside the area. Such brand will be geared to lure in the second time visitor who essentially thought: “Been there, seen the flowers and the mountain – done it”

It is important to note that the brand should be sustainably managed and embraced in the GCBC: with messages including concepts like:

1 Also envisaged to include existing tourism entrepreneurs who are interested and who have voiced a need for training to empower them to work side by side with HDC entrepreneurs

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people in nature * unique * uplifting and positive * promise * value destination * edu-tourism (environment and indigenous people – participative) * quality of life * living history *exciting future * infinite * unique *scenic beauty *living diversity, *personal growth * harmony

.The brand to culminate in a message which fits and transforms the GCBC and its tourism product into a MUST INCLUDE tourism destination and draw in the following response from the various targeted market segments:MUST-BE focussed on people that can be described as dreamer, educator, scientistMUST-DO focussed on selling the GCBC as a yuppie destination with status, and also

focussed on people like the adventurer, the geographer, the archaeologist, the wanderluster, the botanist, youth and students

MUST-LIVE focussed on people that can be described as greenies, baby-boomers, DINKS (double income no kids), Zoomers (50-plus been there) eco-tourist, health conscious, philanthropist, and the natural sciences community.

6. MARKETING

The goal with the marketing strategy would be to put a multi-dimensional and comprehensive plan in place to roll-out immediately the brand has been established. This exercise must, as is the case with branding, also to be a section of the budget where there are no shortcuts taken. Therefore, some of the items that should be included in the budget would be elements like:

stepping up of public relations and strategic communication messages (intensive multi-media approach - national & international)

compilation and release of travel route planners and maps – driving a major domestic campaign (link with SAT’s sho’t left campaign)

assuring a presence at all relevant yield domestic & international consumer and trade shows delegate sectoral marketing to 8 zone centres through the central hub (centres must be

equipped and geared for aggressive and informed marketing of information and services – centre managers will act as drivers in each zone in conjunction with the marketing specialists in the TDP’s team)

strategic co-operative marketing alliances and partnerships with SANP & WCNCB as well as with SA Tourism, Provincial tourism and local tourism authorities to be actively enhanced and sought.

7. PROGRAMME ROLL-OUT, TIME FRAME AND RESPONSIBILITIES(First 12 to 24 months)

The tasks mentioned in the Tasks Table in Annexure N are directly linked to the items of the proposed budget. In this sense the tasks contained in the Tasks Tables (both the priority table below, and the tasks list in Annexure N) are budget item specific, which means that programme roll-out directed by the budget - a funding sequence which steers and determines the order in which tasks follow the one upon the other. The completion of these sets of tasks in the demarcated time frames, can and should, therefore, also serves as a first monitoring tool against which roll-out progress should be measured.

If the proposed tourism development plan is accepted as the guideline for programme implementation, the first 12 to 24 months of programme roll-out will require ground breaking and hard work, and it is, therefore, clearly stated here, that it is the GCBC steering committee’s responsibility to enable the TDP they appoint, to conduct the indicated activities by appropriating a realistic budget and the mandate for implementation of the tasks. The tasks for implementation during the first 12 to 24 months period have been deliberately ordered in the manner they have been, to ascertain a good grounding for third up to fifth year roll-out and completion of implementation.

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Through preliminary discussion with a number of donor organisations who traditionally fund development work of the nature proposed in this tourism development plan, it became clear that the emphasis of the plan being on transformation, biodiversity conservation, tourism, and HDC SMME development, is a good combination as a basis for donor funding application – with the proviso that the applicant will portray a strong PPP with proven capacity to implement tourism oriented development in HDCs. The GCBC Project co-ordinator should not hesitate to use the network the TDP has at it’s disposal to also source funding for implementation (even if it is for deliberated sections of the programme’s roll-out).

Task Nr

PRIORITIES FOR PHASED PROGRAMME TASKS ROLL-OUT FIRST 12 to 24 MONTHS Priority

0Pre-Phase: (Start of programme roll-out) Appoint Tourism Development Practitioner: This activity has to be completed before any other work can be commissioned (see item 9 below for capacity, proficiency and responsibilities of this practitioner)

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1 Phase 1a: Public relations, communications and marketing (International and National Marketing) 2

2 Phase 1b: Establish and manage Central GCBC Community Tourism Hub 3

3 Phase 2a: Establish and manage Local Community Tourism Business Centres 4

4 Phase 2b: Establish tourism related SMMEs and business ventures 5

5 Phase 3: Establish e-based GCBC community products marketing network 8

6 Phase 3a: Determine needs, and co-ordinate outcomes based training and skills transfer 6

7Phase 4: Establish Household-based Sustainable Use Ventures (sales into e-based GCBC community products marketing network and in situ sales into local market with sales into tourist market a bonus)

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8 Phase 5: Link existing tourism products to new SMMEs 9

8. THE TOURISM DEVELOPMENT PRACTITIONER

It is Proposed that the GCBC project co-ordinator in consultation with the GCBC Steering Committee activate and conclude processes of advertisement for, selection of, and appointment of the TDP. It is further proposed that the TDP ideally be an appropriately transformation and BEE compliant multi-disciplinary team consisting of professional members who have a proven record(s) of being able to successfully conceptualise, develop, and implement:

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(a) high level strategic communications, public relations and national and international tourism marketing campaigns,

(b) IDP focussed tourism related SMMEs and BEE business ventures,(c) processes for identification of training and skills transfer needs in HDCs relating to

ventures creation, and to implement processes to address these needs,(d) have access to/ or have in-house ability to channel business to the SMMEs,(e) biodiversity conservation through sustainable use leading to economic income generating

venture creation among HDCs,(f) processes related to the appropriate management of large sums of donor funding, with

adequate accounting systems,(g) complex tourism oriented development programmes and their roll-out on all levels for a

duration of at least three years,(h) be a well-connected, credible roll player in the business of tourism business access,(i) have the necessary standing, expertise and experience to be in a position to negotiate and

facilitate at all levels within the various authority structures and communities to be involved in the GCBC tourism development plan.

The TDP (team) must take responsibility for, inter alia, the following aspects of programme roll-out (complete list in main text):

(a) to conduct and implement all marketing related aspects of programme, including branding, marketing, PR and communications actions (national and international),

(b) to appropriately liase with International, National, Provincial and Local tourism authorities,(c) to take overall responsibility for functioning of the GCBC Central Tourism Business Hub and

overall programme roll-out,(d) to identify, conceptualise, and conduct business designs with the compilation of business

plans for SMME and ventures creation,(e) to source and access different funding streams (different international and government levels),(f) to link with different government levels re tourism SMME establishment, and to effect the

transformation imperative through the ventures and SMMEs created,(g) to establish, facilitate and manage the e-based GCBC Community Products Network,(h) to establish e-commerce ventures re marketing and sales of all programme relevant products

on local level,

9. PROPOSED BUDGET

The proposed budget is perceived to be reasonable and applicable to enable the TDP to complete the tasks as indicated under item 7 (main document and Annexure A). The budget must be read with the section, Specific Tasks in Programme Roll-out presented in Annexure N. It should be noted that in the majority of projects to be implemented (i.e. Homestays and Time-outs, or sustainable ventures), subsidy costs were included in the budget for start-up purposes alone - with the assumption that funds will be sourced from outside donors or funding institutions to fund the larger costs for the implementation of individual projects.

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OOOOO


A PROPOSED STRATEGIC AND SUSTAINABLE TOURISM DEVELOPMENT PLAN

for the

GREATER CEDERBERG BIODIVERSITY CORRIDOR(GCBC)

1. STATUS OF THIS DOCUMENT

This document explains the phased process for the implementation of the proposed strategic and sustainable tourism development plan for the Greater Cederberg Biodiversity Corridor (GCBC). The document also explains the content and detail of execution of the proposed tasks and activities necessary to complete the first twelve to twenty four month period of the tourism development plan for as far as it can be realistically determined at this stage.

The proposed plan is drawn up with the assumption that the total process and time frame needed to achieve success with implementation, will extend over a minimum of five years of active hands-on implementation by an appropriately qualified and capable multi-disciplinary team with a proven track record of implementation success (referred to as the Tourism Development Practitioner - TDP).

The plan is in line with current national and provincial tourism imperatives and is therefore, slanted towards the development and establishment of financially viable and biodiversity friendly transformation related HDC owned and managed SMMEs through processes of business venture creation with related training and skills transfer emphasis. Since the plan represents, and is indicative of the total GCBC region with it’s inherent core of people IN the environment, it emphasises the need for, and importance of, inter-linking new tourism

To position the GCBC as a primary contender to become a year round To position the GCBC as a primary contender to become a year round preferred quality tourist destination in South Africapreferred quality tourist destination in South Africa

A tourism development plan focussed on the enhancement of biodiversity A tourism development plan focussed on the enhancement of biodiversity conservation with social responsibility, and participative, inclusive representative conservation with social responsibility, and participative, inclusive representative

involvement of all stakeholder communities.involvement of all stakeholder communities.

Implementing a:Implementing a:

- Routed approach with appropriate product development and unique experiences; - Routed approach with appropriate product development and unique experiences; - Focussed on people in nature, as - Focussed on people in nature, as core marketing emphasis;core marketing emphasis;- Clearly identified drivers to deliver outcomes based results; - Clearly identified drivers to deliver outcomes based results; - Creative marketing strategy; - Creative marketing strategy;

- with an intensive marketing campaign directed at segmented yield markets; - with an intensive marketing campaign directed at segmented yield markets; - geared to create sufficient capacity, awareness, choice and use of the area; - geared to create sufficient capacity, awareness, choice and use of the area; - with resultant channelling of visitors to the region- with resultant channelling of visitors to the region- with an enabling budget,- with an enabling budget,

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products with the so-called existing mainstream tourism destinations. As such the plan emphasises and talks to tourism development in the GCBC actively resisting the creation of a future two-tier tourism sector where distinctions are made on the basis of so-called mainstream (existing) and so-called HDI-related tourism products.

Although the document presents the programme content and tasks necessary to achieve a successful first 12 to 18 month roll-out, there are a few elements of detail in the proposed plan that could not be finalised. These activities are related to direct implementation and thus needs to be negotiated on the ground with the different stakeholders at the time of implementation (i.e. the exact context and content of the proposed routes have to workshopped with all stakeholders per community tourism zone [including all existing tourism bureaux in the whole GCBC region] – see item 4.3). In the same manner the complete detail of the branding, public relations, communications, marketing strategy and implementation of the endeavour cannot be fully indicated and completely structured, other than the outline and proposed emphasis being stated as it too, is absolutely dependent on an all inclusive stakeholder participative process to develop the right branding and marketing – see items 5 & 6.

For this reason current activities and tourism products, although being extremely valuable and instrumental in planning the suggested routes, are not individually indicated in the plan as these are to extensive and diverse in nature to be individually mentioned and addressed in the cognitive overarching nature of the plan. The plan should thus be interpreted as an outline of a proposed structure to manage tourism in the GCBC, and serve as a “road map” through which to execute the necessity of integration of all tourism products in, and related to, the GCBC in a coherent whole.

The real detail of planning of “outstanding” activities are to be finalised during real time negotiations at implementation and is linked to the expertise and capacity of the to be appointed Tourism Development Practitioner (TDP – a multi-disciplinary team of experts), who will act as driver of the implementation process. Negotiations will also have to be entered into with the TDP before the proposed budget can be finalised and approved for marketing purposes. This in order to conform with realities related to the integration of the many different, though related facets of the complex totality of the development planning for the GCBC as a whole.

It is therefore of utmost importance for everybody involved in programme roll-out and implementation to understand that the GCBC will have no advantage through

tourism if the whole which it presents, is not managed to benefit the totalityof the human and the natural environment

[including planned conservation and socio-economic development plans].

In order not to engage the reader with too much detail regarding the process and results emanating from the practitioner’s activities in completion of the first four phases of the brief (see item 3 below), the bulk of these results are included per Annexure attached to the main report. The main document contains the core results of the first three phases, and is in principle, focussed on presenting a detailed description of the conceptualisation of the plan and it’s elements. The plan also indicates the tasks that will have to be completed with time frames for roll-out, and responsible persons (bodies) to achieve the successful implementation of the proposed tourism development plan. It is taken for granted that the reader will understand that the complex nature of the dynamics involved in the implementation of the proposed tourism development plan cannot be pinned down to exact days and exact weeks during implementation. Therefore time frames for implementation, although planned as realistic as possible and measured against a number of years’ experience in this field of endeavour, should not be taken as to be so exact that they cannot be

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extended or changed. In the end the criteria should be successful implementation with proven sustainability. The document includes a proposed budget (Annexure A) (with emphasis on proposed), which is considered to be realistic in order to empower the multi-disciplinary implementation team of the TDP to successfully effect the proposed activities and tasks necessary to realistically set the tourism development plan on track during the first 18 to 24 months. It is at this stage difficult to propose budgets for the following years of implementation, and it is proposed that these be compiled once the detail of the proposed tourism development plan has been approved by the GCBC Steering Committee.

The charted and geographic boundaries of the GCBC was taken to be an indication of the geographical area which should benefit directly from the proposed tourism development plan. It is not possible to compile a coherent tourism development strategy by only working inside the boundaries of the GCBC, as this boundary was most probably decided on parameters which do not necessarily coincide with how people movement and the best tourism development plan for the whole area could be devised. While staying as close as possible to the area enclosed in the boundaries of the GCBC, the plan has to include development of areas just outside the GCBC too, in order to make a coherent whole for tourism development planning (i.e. Piketberg, Calvinia, Ceres). For this reason the Cederberg and it’s very unique natural beauty and all the successful tourism activities presented in that domain is but one of the elements of the plan, albeit a very important core part of the plan.

2. PHILOSOPHICAL PREMISE

The design of this tourism development plan was guided by two core elements describing the essence of being human in the context of the totality of the mutual inclusive, inescapable shaping consequence of shared social and natural environments. The first of these core elements being expressed, is that of Ghandi, when he states: “…we are all bound into one garment of common destiny – what affects one individually – affects us all mutually…”.

Building on the implied oneness of humanity expressed by this statement, the second core element is understood to describe the totality, the holism (the wholeness) of the interaction between humans in their natural environment. This inherently lies at the basis of the management imperative which lead to the establishment of what has now become a world heritage, which finds its expression in the Greater Cederberg Biodiversity Corridor. This second core element is symbolically and holistically expressed through the so-called Golden Circle of Life (also Golden Section or Divine Proportion) found in one or other configuration in virtually all living natural forms. It is this form that symbolises the oneness of all aspects of our living world - a very strong symbolic and circular graphical expression of the natural force which inherently binds together all of nature’s creations (or if you wish, of all God’s earthly creations) (see Annexure B for a concise but more detailed description of this universal symbolic graphical expression of nature’s holism).

The inherent inter-dependence of humans and their natural environment symbolised by the establishment of the GCBC, is further enhanced through the implementation of the new and internationally accepted corridor approach to biodiversity conservation. This approach has as its main focus connecting areas of high biodiversity through a patchwork of sustainable land

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uses, which increases genetic exchange to maintain biodiversity and large-scale ecological processes. However, the process and system relies heavily on strategic partnerships with local communities, land-owners, and local authorities, who are the custodians of that specific (their) natural environment. In this fact lies the key through which to ensure sustainability in, and conservation of such a natural system. The Cape Floristic Region (CFR), and thus also the GCBC, presents extensive opportunities to link habitat units and to ensure protection of ecosystem-wide processes, with the possibility of creating extensive human partnerships in order to enhance and actively facilitate sustainable rural livelihoods based on year round visitors to the region, and to ultimately also achieve biodiversity conservation through sustainable use.

It is this holism that lead, directed, and informed the conceptualisation of the proposed strategic and sustainable tourism development plan in which the inter-connectedness of all elements of life in the GCBC which could possibly be related to tourism, have been interlinked and connected to form a whole in what is understood to be a process of designing the tools and approach to drive tourism in the GCBC.

3. PRACTITIONER’S BRIEF

The brief to the practitioner was confirmed by the Western Cape Nature Conservation Board per letter dated 17 March 2004. In this letter the scope of services and the phases of the planning process was agreed upon as follows:

Scope of Services:

Quoted directly from original letter Consolidating existing tourism strategy plans (include marketing and product development and

market research) for the region to provide an overview of tourism strategies for the Greater Cederberg Biodiversity Corridor. This overview should also provide input from the West Coast, applicable areas of the Boland and Hantam tourism economies, as well as provincial and national perspectives for tourism development”.

Some detail given in summary of Phase 1 [item 2.1 below] - detail discussed in Annexure C.

“Provide a detailed list of tourism roleplayers as well as potential roleplayers in tourism for the GCBC”

Detail in Annexure E.

“Through a series of participatory, consultative action planning workshops, specialist meetings with the broader communities, key community leaders and tourism establishments, operators and roleplayers of the GCBC, and through relevant market research, provide a detailed tourism development plan (specific emphasis on nature/culture-based tourism) with the following aspects highlighted:

- the current status quo of tourism within GCBC Available statistical data incomplete – that which could be sourced quoted in item 3.1 below and in detail in Annexure F.

- the potential for tourism to supplement the income for rural communities through biodiversity conservation (with ways of how to achieve this; through community buy-in, empowerment and involvement) Discussed under items 4 and 5 below.

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- the potential for tourism to supplement income for the GCBC initiative for biodiversity conservation (with ways of how to achieve this; through community buy-in, empowerment and involvement) Discussed under items 4 and 5 below.

- how to establish the GCBC as a “must see” nature/culture-based tourism destination for the eco-tourist (national and international); guidelines for 5 year implementation period essential Discussed under items 6 and 7 below.

- the planning and development of market related tourist attractions and provision of tourism products (facilities and services) and packages; framework for 5 year implementation period essential Discussed under items 4 and 5 below.

- marketing and branding of the GCBC; holistically and individually Discussed under items 6 and 7 below.

- expected challenges for implementation and sustainability” Discussed under item 8 below.

Action plans need to be developed at or from the workshops to guide implementation of the tourism development plan. This is seen as an integral part of this exercise. It should span the 5 year implementation phase of the GCBC. At the most basic level these action plans should include to identify stakeholders and partners, provide input for potential additional funding sources, include mentoring and coaching of start-up enterprises / smme’s, provision for capacity building and business skills, as well as recommendations on how to monitor progress and how to prioritise action plan implementation

Discussed under items 4 and 5 below.

As the tourism development plan is focused on a globally important biodiversity landscape, potential risks to biodiversity / socio-cultural activities should be identified, with discussion and recommendations

Discussed under item 8 below.

Collaboration and information sharing with the Socio-economic survey and Action plan development project currently underway in the GCBC is strongly recommended and encouraged


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3.1 GCBC Tourism Focus Group proposed Terms of Reference

Quoted directly from original letter

Pre-phase: Provision of a Project Plan Roll-Out (Task, Programme, Timeline and Budget). This product to be tabled to the Co-ordinator of GCBC (with input form Tourism Steering Committee) for input and approval – recommendations / comments to be included in revised Project Plan Roll-Out, if necessary.

Product 1: Project plan agreed by Tourism focus Group. At minimum of two formal feedback meetings during project cycle, with one final presentation meeting at end of contract.

The first meeting of this kind attended on 25 June 2004 at Kirstenbosch, was understood to be an introductory meeting after completion of the initial workshops, and to serve as an initial indication of a framework of the philosophy guiding the compilation of the proposed tourism development plan – presentation and at length discussion with GCBC tourism focus group. Second report back on 20 July 2004 at Worcester with presentation of refined tourism development plan presented and discussed at length with GCBC Steering Committee [presentation included on CD in final documents package to be submitted with final report]. Third and final presentation meeting with explanation of detail of plan plus hand over of final report [2 x hard copies and 2 x digital copies] to be held on 15 September 2004 [venue, time and attendees to be arranged by GCBC project co-ordinator.

Phase 1: Background information audit to consolidate existing tourism strategies – the platform on which to launch and conduct Phase Two

Product 2: Products to be summarized in the Final Report, with all relevant data appended.

Discussed in summary at item 3.1 below, and in detail in Annexure C & D.

Phase 2: Three participatory workshops for communities, tourism establishments, operators and GCBC roleplayers. It is recommended that you discuss the locations of workshops in the Project Plan, and include the GCBC Co-ordinator input regards locations.

Product 3: Clear feedback on findings, discussion and recommendations in the Final report, with all relevant data appended. Methodologies used, capacity building and lessons learned to be summarized in final report.

Workshops held at Tankwa on 27th April 2004, at Clanwilliam on 23rd May 2004, at Niewoudtville on 23rd May 2004, and at Op die Berg on 28th May 2004. Results discussed in summary at item 3.2 below and in detail in Annexure G.

Phase 3: Merging and interpretation of Phases 1 and 2 in order to devise a tourism strategy and guidelines to establish the GCBC as a ‘must-see’ nature/culture-based tourist destination for the eco-visitor

Product 4: Products will be summarized in final report, with all relevant data appended.


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Phase 4: Three further workshops: These to report back to communities and other stakeholders to obtain their buy-in and ratification of the preliminary plan

Product 5: Clear feedback on findings, discussion and recommendations in the Final report, with all relevant data appended. Methodologies used, capacity building and lessons learned to be summarized in final report.

Workshops were held at Clanwilliam on 25 June 2004, at Tankwa Karoo National Park on 26 June 2004, and at Op die Berg on 27 June 2004. Results discussed under item 4 and 5 below. Detailed discussions were also conducted with the mayor and IDP Manager of the Berg River Local Municipality on 16 August 2004, with the IDP Manager and the Environmental Manager of the Witzenberg Local Municipality, and with the Mayor and Manager of at the Hantam Local Municipality on 17 August 2004.

Phase 5: Plan and implementation recommendations to be completed for presentation by August 31, 2004

Product 6: Final Report (2 x hard copies; 2 x digital copies). The GCBC also require a spatial component – GIS layer for this project – the CPU will do the spatial digitising, we require Dreamcatcher to convey all findings to CPU (two days).

3.2 Summary of Phase 1 activities

“Compile a background information audit to consolidate existing tourism strategies and relevant published articles, taking into account the opinions of consulted tourism experts…” (see Annexure C for the complete documentation regarding the activities and results for the work conducted during this phase, plus documents and the data base sets that were researched, as well as list of interviewees).

Having studied all available reports and minutes of tourism workshops conducted by previous consultants in this field in the region, one has to conclude that their work concentrated more on what could be done with existing tourism products, and the problems related to such execution, than to indicate specific outcome-based or creative strategies for overall tourism growth.

The intention is to not criticize these documents, but to interpret their contents from a standpoint of putting an outcomes based plan on the table which would develop tourism to a stage where the GCBC becomes a preferred tourist destination. Content was thus extracted to provide an overview of the current status quo in order to ultimately inform and guide the format of Phase two (workshops) of the practitioners brief.

While some workshop documents did indicate some form of elementary strategy, these did not constitute implementation plans with clear indications of a sequence of actions attached to timeframes, roll-out, funding or accountable implementation agents or agencies. In most of the workshop documents one interprets an assumption that the implementation lies in supplying the existing local tourism enterprises with a document, while relying on an unidentified person(s) to take responsibility for implementation. None of the documents indicated any growth in local tourism potential, or in the creation and establishment of new tourism related product development. In no document was the transformation imperative of the national tourism agenda addressed or elucidated upon. It is an open question as to whether new local HDI entrepreneurs with potential were identified or whether the two fledgling HDI projects of Wupperthal and Op die Berg where earmarked for special assistance and actions geared to outcomes based mentoring,

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marketing and assistance – or if, for that matter, any feed back of workshop results were given to workshop participants. This has left local HDI SMMEs outside the gainful tourism distribution channel, despite their yearning to become involved (as was clearly stated during the Phase 2 workshops – see 3.2 below and Annexure G).

The question must also be asked as how the documents referred to above helped to develop a new, clearer tourism roadmap for the GCBC, and what could be learned from their content to create a tourism strategy whereby the existing tourism products in the region could be linked with, and also enhance the development of transformation and tourism oriented SMME development ?

Close scrutiny of the various relevant local tourist offices revealed that they do not function as pro-active promotional hubs. It rather seemed as if they interpret their function as information providers servicing the current members by executing those activities handed down from provincial and regional level. Despite this situation it is understood that these local tourism offices (bureaux) are a very important link in the establishment of a coherent new focus in tourism development and marketing in the wider GCBC region.

Varied parties are involved in tourism initiatives in the GCBC, at local, provincial and private enterprise levels. For the private sector, tourism is often their core business, for a number of others, implementing and driving tourism plans is secondary to their main business. What is, however, called for are drivers with leadership, direction and a clear understanding of the issues involved in tourism development, and who can draw together all tourism initiatives in a particular region. This must be achieved over a long period of time and via marketing methods strong enough to create and facilitate a “must see – am drawn to the GCBC” buy-in from the visitors.

In the words of the White Paper on Sustainable Tourism Development and Promotion in the Western Cape: “Tourism development must play a critical role in supporting the Constitution’s commitment to improve the quality of life of all citizens, while protecting the natural environment for the benefit of the present and future generations. The policy is informed by the goals of reconstruction and development – to meet basic needs, to develop human resources, to build the economy and to democratise the state and society.”

The Western Cape White Paper was one of only two documents that denotes responsibility and accountability to implementation (the other being the national tourism strategy). Of all the documents and reports studied, the Western cape White Paper was the most enlightened and has contributed the clearest direction to initiating and focussed roll out of a tourism development plan for the GCBC. A plan which would be informed at ground level by six fundamental principles, namely: social equity, environmental integrity, economic empowerment, co-operation and partnerships, and sustainability (see Annexure C for detail).

In Phase 1 a comprehensive study was also undertaken of spatial data made available to the practitioner through the ENPAT database (Environmental Potential Atlas). ENPAT is an electronic database compiled by DEAT and the University of Pretoria, and is presented on a spatial data viewer making the information easily available to all users with access to a computer. The main purpose with compiling the ENPAT system is to proactively indicate potential conflicts between development proposals and critical or sensitive environments. ENPAT can also be used for development planning since it indicates the environment's potential for development. It was, therefore deemed necessary to at least have a grasp of these sets of data before the development plan was conceptualised and later finalised.

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From the ENPAT data it was quite clear that the eastern sections of the GCBC was largely under developed (a known fact), while the areas around Clanwilliam and the Cederberg, has an extended tourism related infrastructure. The cultural significance of the area is made up of a number of heritage sites, archaeological sites, while the zoological pre-history is well represented at sites related to Paleontological studies situated in close proximity adjacent to the GCBC at Langebaan, and a little further at Williston and Carnavon. The study made a significant contribution in understanding the many different veld-types and biomes in the area and how those are related to human settlement and land-use (see Annexure H for selected sets of data emanating from this electronic data base – a copy of which will be included in the final documents package to be handed in as the final tourism development plan for the GCBC) . This data set is also of significance when read together with the information that was gathered during the GCBC spatial plan exercise, of which the data will be used in respect of development related discussions with local authorities linking with the GCBC.

It is proposed: that both these electronic data sets be used during implementation when having to make

decisions regarding either biodiversity or social impact assessments; that a conscious effort be made to update the GCBC’s GIS data set with any new

information regarding tourism or socio-economic development that might impact either biodiversity or the livelihood potential of the people in the area.

Phase 1 also included a detailed study of the population demographics and dynamics in the region (two Provinces - three districts - seven local municipalities) (see Annexure I for selected detail for three Local Municipalities which fall inside or partly inside the GCBC boundaries). The main results of this study was confirmation of the fact that vastly numerically dominant population group in the area are our so-called Coloured people (average of 79,8% of population of all local municipalities - as was to be expected). What was, however, not expected was the high figures of joblessness and economic in-active individuals among members of this population group, as well as the extreme low levels of income of far more than 50% of this population group (>R6,400 per annum – the mean income for a households in the communal rural areas [former homelands] of the country is calculated at R8,500 per annum of which approximately 30% is derived through old age pensions). These economy related statistics make this population group extremely vulnerable under any form of economic stress.

These statistics can thus only lead one to understand that if the emphasis is on biodiversity conservation through people development, the focus of tourism development in the wider GCBC region must be on transformation through sustainable SMME development and

appropriate ventures creation principally focussed on this culture group.

Statistics show that this cultural group has a relatively high level of education, as the majority of the people have completed secondary schooling. This seems to indicate a high probability for sensible trainability and skills transfer when compared with the communal rural areas where there are levels of up to 24% illiteracy which makes any form of training or skills transfer beyond a certain level of expertise extremely difficult (see - http://www.demarcation. org.za ) 2.

Results of a study of the statistical analysis made available as The South African Domestic Tourism Survey 2001 (commissioned by South African Tourism) was very helpful in

2 Me Stella Sicqau is not wrong when she says that all people have potential to be trained. Her assumption that all people have the same potential to be trained to the same levels, is, however, debatable.

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understanding the potential for tourism development in the GCBC and understanding the marketing pitch most probable to succeed - especially when seen in the context of developing a realistic lure to pull tourists from the rather well developed other areas of the Western Cape tourism market. The domestic tourism survey (2001) was the largest of its type ever undertaken in South Africa and included interviews with 9 527 respondents, detailing their day and overnight trips taken during May 2000 to April 2001. The survey’s results can, therefore, be taken as meaningful and can be acted upon with a high degree of confidence. The results of the research in respect of this document is discussed under item 6 below (also see item 6 below and Annexure F for selected further detail of this report’s results ).

A detailed internet search was conducted in Phase 1 to determine the circumference and intensity of the existing tourism potential of the area as well as to understand the current tourism marketing effort that is in place via the internet and via information bureaus using the internet. The amount of detailed data on the different tourism venues, activities, and accommodation in the area is staggering, and large in number – also differing largely between standards and levels of service and activity presented, as well as between the upper and lower echelons of the tourism industry in the area. What was clear from this study was that despite co-ordination in terms of presenting a place to advertise over the internet (a website or web page), the linking of tourism activities in the area is not done well, and clearly indicated a need for co-ordination and inter-linking of tourism activities in order to make e-based tourism marketing a realistic basis for tourism development in the GCBC. In this regard the development of new tourism products in the area must be inter-linked with existing tourism products and also be presented as representing one possible experience with a number of alternatives, rather than the existing mayhem of options presented on the internet and on existing web pages for someone who does not know the area while having to choose a destination or activity while there are ten others just like it (in a quick and brief count after a Google search of the internet, a total of 243 sites pertaining to tourism activities in the direct area of the GCBC, or in it’s very close proximity were counted). Some of the more prominent sites with applicable information were:

http://www.capewestcoast.org/ http://www.sawestcoast.com/ http://www.tourismcapetown.co.za/ http://www.capenature.org.za/main.html http://www.cape-accommodation.co.za/west-coast-accommodation.html http://www.linx.co.za/accommo/provinces/wc35acom.html http://www.stayinsa.co.za/themaps/WestCoast1 http://lodges.safari.co.za/South_Africa_Travel_Articles-travel/west-is-best.html http://www.deadduck.co.za/region/western_cape/west_coast/accommodation1.htm http://www.eyesonafrica.net/safari-camps/south-africa/west-coast-cederberg.htm http://www.africa4u.co.za/WesternCape.htm

3.3 Summary of Phase 2 activities

The brief for this Phase was to conduct “…three participatory workshops for communities, tourism establishments, operators and GCBC roleplayers”.

Participatory workshops with current and possible future tourism stakeholders to guide the formulation of a Tourism Development Plan for the GCBC, was held as indicated below:

27th April 2004 Tankwa; 23rd May 2004 Clanwilliam;23rd May 2004 Niewoudtville, 28th May 2004 Op die Berg

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These four localities were chosen after consultations with the GCBC project co-ordinator, who attended all workshops, or was represented by a person form his office, and by local community tourism stakeholders. The area’s respective geographic locations in the GCBC which not only represents different veld-types and biomes but also different types of land-use with possibilities for variety and diversity in tourism product development, was also taken into consideration during selection. These locations were also chosen so as to get a feel for the intensity of the tourism activities in wide outlaying sections of the GCBC, and to understand the current set of circumstances surrounding tourism visits to the specific areas.

Participants were invited to workshops via the local tourism bureaux, by contacting stakeholders on a WCNCB’s stakeholders’ list, and via local authorities’ knowledge of their area’s and which people they perceived to be local tourism stakeholders. A multi-media – participative approach was applied after the tourism development and marketing experience of the appointed practitioner (Dreamcatcher) was demonstrated. An opportunity for participants to make their inputs was given in situ, during the workshops, while some rather chose to make their inputs telephonically, while still others who could not attend the workshops were requested to complete a questionnaire, which was later faxed to the practitioner’s office (a rather unexpected high return of 65% of these questionnaires was experienced).

The format of the workshops, and methodology used, were based on Outcomes of existing document research and other consultations conducted in Phase 1 Awareness that many stakeholders and practitioners in some fields consider the region

“over workshopped” and therefore needed to be enthused by a picture of tangible progress, “something new and credible”

The brief to facilitate growth of the GCBC’s tourism numbers, and to include opportunities for historically disadvantaged individuals and communities

The practitioner’s previous experience in facilitating cohesion and a positive workshop psychology between mainstream tourism products and stakeholders, plus SMMEs as ‘survivalists’ and new entrepreneurs with potential.

Engendering trust in the abilities of practitioners to put a workable plan on the table - place track record in context – which could work for all stakeholders

The process that was followed during the workshops entailed” A 12-minute teaser film compiled and released by Dreamcatcher, which recently received

wide acclaim at the Utrecht consumer show in the Netherlands and Indaba 2004. This demonstrated a new way of promoting “old” (so-called. mainstream) and ‘”new” (so-called HDI SMME tourism products and experiences) 3

The Dreamcatcher team informally introduced themselves as part of the attending group, in the spirit of having come together to seek ways to grow tourism together with the local community – therefore open to the local situation

A PowerPoint presentation outlining tourism enterprise’s status quo/ business access and solutions

Creating an informal, participative atmosphere to be conducive to creating the right environment in which attendees could with honesty and openness outline their needs, visions and concerns. This process created a level playing field on which to discuss new windows of opportunity for building a new generation of tourism business communities in the GCBC region.

3 This film is acknowledged as of the best existing interpretations of, and approaches to, transformation tourism merging the interests of mainstream tourism, the environment, and new entrepreneurs. It was introduced to allay the fears of mainstream service providers, while also encouraging excluded community members to recognize opportunities for growing people-based tourism business through sensitive environmental usage.

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Participants were encouraged to share their dreams, visions and products / product ideas, verbally, in writing and by email. In fact between 60 and 65% subsequently submitted more information by questionnaire Input was also interpreted onto flip charts and written down so that the process could be

transparent and al could se what it was the Practitioner would take home to work on, or report on.

While some tended to voice more problems than answers (as verified in several of the analysed documents), participants were specifically encouraged to alter these entrenched thoughts by considering the merits of “new and different”.

Stakeholders were also encouraged to engage with each other, their local community and people with potential to contribute to the conceptualisation of a Tourism Development Plan for the GCBC. The idea was to invite input and open up debate within the wider community - ultimately growing potential attendance at the follow-up workshops

Examples were given of successful brand development and marketing Confidence-building case studies were presented to illustrate proven ways of effectively

facilitating socio-economic transformation in eco-sensitive tourism areas for a fair and equitable profit sharing between all (i.e. Melkhoutfontein, various communities on the Garden Route and in the Karoo, Boland, Mpumalanga, and KwaZulu-Natal).

A conscious effort was also made to try and understand the interpersonal relationships which exist in the tourism milieu of each of the areas and to determine the inter-activity between different tourism products and enterprises

The result of the last mentioned effort was a certain sense of disbelief regarding the lack of inter-personal relations and even assistance, but also an understanding of the fact that co-ordination and synchronisation in tourism marketing is sorely lacking throughout the whole area. Well structured individual marketing thrusts do exist for well structured and managed existing tourism enterprises in the area – but it remains just that, individual marketing with little to no integration with tourism products of other entrepreneurs in the same area. One cannot fault entrepreneurs for doing the best they can for their individual businesses, but one can ask if these individual marketing efforts would not benefit more from a concerted and well co-ordinated, creative and innovative tourism marketing strategy, focussed on marketing an integration of tourism products of a specific area in a bid to sell the entire area as a destination as opposed to a singular experience.

During the workshops specific areas of investigation were emphasised: the potential for the development of a common brand for the area the quality of infrastructure, including roads, accommodation and catering establishing what currently works in and for tourism, and what does not

The four areas where the workshops were held were found to have diverse and region specific needs, logically driven by social, economic, geographical and personal factors. While some participants appeared to see this diversity as inhibitive, it actually presents exciting opportunities which can be harnessed into a marketing strategy for growing tourism to, and for dispersing tourists around, all geographical areas of the GCBC.

Very briefly the common denominators found among workshop participants regarding the tourism potential and tourism development opportunities in the area, are listed below (see Annexure G for detail).

Perception of the GCBC and its special environment a broad recognition exists that the GCBC has long-term tourism potential as a world-

renowned biodiversity zone (natural heritage site as of late)

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all acknowledge that they live in an area of important natural beauty which could benefit all through tourism, if the industry is developed realistically within carrying capacity, and marketed properly.

Attitude to potential market growth tourism is definitely understood to be a means of creating jobs, using the natural

environment as a resource base to drive tourism But:

o there is a massive lack of fundingo few participants believe themselves capable of driving the process to develop a

tourism industryo there is great need for education and training at all levels of tourism related activitieso some established businesses fear loss of market share if the transformation imperative

to develop new SMMEs is put into place in respect of tourism development in the area.

Synergy there is a clear and extreme lack of co-ordination and cohesion in the tourism industry in

the whole of the GCBC none of existing ventures see a way of fitting together in one route - but they are willing to

explore such initiatives and participate therein should such be established

Historically disadvantaged communities (HDCs) with tourism potential all experiencing hardship, in varying degrees they are generally not involved in tourism, except as servants (all areas) - except at Op die

Berg and Wupperthal where they are not developing to their full potential - however, they are all willing to become involved in tourism management and venture creation

Marketing needs there is a clear need to bind together and to build one autonomous and powerful brand,

based on unique offerings of each of the areas where the workshops were conducted considerable time, effort and money will be needed to establish a flourishing tourism

industry in the region all sections of the regions must be merged to create a collective, stronger tourism magnet

- build on current initiatives and developing new ones the training of entrepreneurs and the transfer of management and hospitality related skills

is apparent and will need specific and continuous attention

3.4 Phase 3 activities

The brief for this phase was to “…merge and interpret the results of phases 1 & 2. …devise a sustainable tourism strategy..., and …to devise guidelines to compile a people-driven, practical, outcomes-based, and realistically implementable tourism development plan”.

The practitioner set the goal to compile a plan for a simple “road map” that is easy to “read” and execute, with:

an integrated, and itemised roll-out plan with activities for each phase, attached to measurable deliverables (note: in this people centred approach, the detail of phases will be ratified during implementation)

accountability at all levels during roll-out

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realistic and achievable time frames a clear indication of training and management needs suggestions for implementing systems for the monitoring and continuous evaluation of

programme direction and achievement, with financial accountability a clear indication of the skills needed in an accountable multi-disciplinary implementation

team a sensible and realistic budget a clear indication of branding, plus a marketing and public relations strategy and plan suggestions for developing product to activate the tourism development roll-out plan

It is proposed: that the programme roll-out be based on a set of cognitive-level responsible and long-term

development principles, constantly measured against the baseline value, namely that realistic biodiversity conservation can only be achieved through a people-centred approach, with a balanced multi-disciplinary holism in implementation.

Thus:

This set of principles can only be realised if the following set of implementation values is clearly strived for in roll-out of the Tourism Development Plan, and are constantly the measure against which the implementation of all programme segments are judged: Ascertain social equity, in order to benefit the population of the area at large Maintain and enhance environmental integrity through people-participation in all forms or

practices related to biodiversity conservation (even in the utmost of scientific experimentation), which will eventually lead to environmental sustainability

Ensure all elements enhance the economic empowerment of the previously disadvantaged, that transformation is at the heart of every programme element and that the plan’s outcome benefits the local community and economy of the greater Cederberg region demarcated in this plan

Seek to implement economic empowerment that is: outcomes-based, within a clear time frame, and driven by accountable implementers free of unnecessary regulation focused on emerging entrepreneurs through processes of venture creation leading to

SMMEs’ establishment sufficiently profitable to encourage and facilitate the transformation imperative - built on

no-nonsense principles of Fair Trade

3. …but that the constant endeavour to achieve a mutual beneficial balance of meaningful interaction between these two most important elements of programme roll-out and future management, should

become the norm, and ultimately the driving value through which to achieve a people-centred approach to biodiversity conservation…

1. …the effort is neither to be solely concentrated on nature at the

exclusion and expense of people…

2. …nor is it to be solely concentrated on people at the

exclusion and expense of nature…

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focussed on linking current tourism product owners with new transformation initiatives in order to create a new generation of tourism business people in the region – resulting in sensible nation-building activities

Endeavour to build and function in systems of co-operation and partnership between the GCBC and the private sector, with appropriate NGOs, Local –and District Authorities, other Nature Conservation institutions and initiatives, other existing ventures which could be conducive to achieving the outcomes of the Plan - and with all levels of the local labour force – actively seek to implement partnership ventures between land owners and labourers and between advantaged and disadvantaged individuals with capacity (build capacity where it is needed and can be achieved).

Understand the dire need for the achievement of sustainability in all phases and elements of all projects in the programme throughout implementation and thereafter - manage with utmost emphasis on the achievement of environmental sustainability as far as it is possible to achieve through the establishment

of sustainable use projects. This to enhance the attain sustainable rural livelihoods – and cross-subsidise through low-impact medium-to-high cost eco-tourism activities

economic sustainability and profitability through appropriate and fast-tracked on-the-job training (interchange with existing tourism ventures), and constantly assist, advise and lead until projects are able to function on their own (never believe a venture will be economic viable just because you have “thrown money at it”)

institutional sustainability through maintaining interlinked networks, driving the marketing process (specifically e-based) and by actively endeavouring to link existing tourism ventures with the emerging tourism market and activities – minimise bureaucratic processes and procedures, and drive skills transfers and appropriate training programmes relentlessly (abhor training for the sake of training).

socio-cultural sustainability by, at all times, starting with what is on the ground, by utilising local environmental indigenous knowledge systems, and by understanding that time is not the driver. But that positive sustainable results are the measure of success – never impose from the outside. Empathy and respect for people through understanding their realities are key to achieving this very difficult aspect of sustainability, which can through callousness and insensitivity, easily transform into processes of enforced culture change – leading directly to total disillusionment and sure project failure

Ascertain that all elements of the programme and project conceptualisation, implementation, monitoring and evaluation are done in the context of multi-disciplinary team work – there is no single scientific field that equips its specialists to implement the context of the magnitude and complexity of the programme implied in this proposed plan on an individual basis with any form of success

These implementation values are all focussed to eventually also: facilitate nation building be in line with SA Tourisms’ domestic and international tourism growth strategy empower local communities to drive their own transformation expand the current tourism product in the region so as to create a new generation of

tourism entrepreneurs, representing the entire community in the area (one pro-active entrepreneurial group)

profile the area to become a preferred tourist destination promote activities focused on identified market segments eliminate inequality so that existing tourism product owners will promote new experiences

to attract more niche visitors to outlying regions enhance the sustainable use of the resource base to guide equal distribution of benefits

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identify community champions and create an environment in which they can group together and learn through their collective experience

make everyone in the GCBC aware they are stakeholders within the tourism industry facilitate employment opportunities for identified entrepreneurs (poverty alleviation), and

address the transformation imperative (entrepreneurial development) so as to establish equity.

It was against the foregoing background that the proposed tourism development plan for the GCBC was conceptualised as representing a holism in an approach to benefit people in their natural environment – representing a perceived oneness of all natural elements constituting the GCBC and articulated through the inherent symbolism of - the Golden Circle of Life -

4. PROPOSED TOURISM DEVELOPMENT PLAN

Based on the results of the above mentioned sections as well as on the principles set-out therein, the main focus in the implementation of the proposed tourism development plan for the GCBC is designed to establish a GCBC Community Tourism Network to roll-out through four levels of action, of which the process is to be driven, co-ordinated and facilitated by a to be appointed Tourism Development Practitioner (TDP). The four levels of action are:

(e) Level 1- a continuous and overlaying strategic communications and marketing emphasis linked into;

(f) Level 2 - 2 core programme driver centres (a Central GCBC Community Tourism Hub, and an e-based Community Products Marketing Network) which feed into;

(g) Level 3 - 8 Local Community Tourism Business Zones (each with an own centre from where to co-ordinate tourism development in that specific zone), and this top-structure then to culminate in;

(h) Level 4 - the establishment of a number of innovative and unique transformation oriented grass-roots level tourism products to enhance and expand the current product offering.

Implementing the multi-faceted activities in the different levels of the GCBC tourism development plan in order to establish the GCBC Community Tourism Network will, because of the interactive and inter-dependant nature of all elements of all four action levels of the plan, necessitate a multi-disciplinary approach to realistically realise successful programme roll-out. The elements that comprise the contents of the four levels of action are discussed and explained in the rest of this document (graphic explanation on the following page).

The details of programme roll-out, time frames, deliverables as well as responsibilities and accountable persons (bodies) for task execution, are discussed under item 7 below.

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4.1 LEVEL 1 - OVERLAYING EMPHASIS

(Strategic Communications, and Marketing Campaign)

The overlaying emphasis of the programme is contained in a continuous intensive strategic and intensive public relations and communications campaign embarked upon at local community level, regional, provincial, national and international level - corresponding with the establishment of identified tourism products, and strategically positioned to sustainably market a unique destination. Also to be a long term campaign (at least 3 years) with results measurable against accountability in execution and in achievement. Ultimately also to be a campaign focussed on positioning the GCBC as a new, stronger, must-experience brand, with unique world-renowned qualities - directed at a national and international audience of consumers, stakeholders, key influencers and donors.

Due to the highly complex nature of the multi-facetted tourism development plan proposed below, the successful achievement of the goals of the strategic communications and marketing campaign on which the plan hinges for successful conclusion, is seriously dependant for its roll-out on professionally informed inputs from an appropriately experienced multi-disciplinary implementation team (referred to as the Tourism Development Practitioner - TDP) with necessary accreditation with National Public Relations and Communications authorities.

Such an appropriately experienced multi-disciplinary implementation team will ideally have among its members professionals with proven records of success in driving strategic communications and marketing campaigns in the highly competitive world of national and international tourism. At the same time such an experienced multi-disciplinary implementation team will also ideally have among its members professionals with proven records of success in the implementation of the detailed elements contained in the tourism development plan below, and which relate to the achievement of transformation in the establishment of tourism SMMEs and in the creation of IDP owned business ventures. In addition this professional team will also ideally have among its members professionals with proven records in the successful establishment of Black Economic Empowerment (BEE) 4 in the design and implementation of production systems linked to community-based tourism, with emphasis on the development of sustainable use of natural resources as economic drivers to achieve sustainable rural livelihoods.

Without these capacities, which must benefit local communities, and given the nature of tourism as a global industry, successful implementation of this proposed GCBC tourism development plan will be seriously hampered, and possibly seriously flawed. However, endeavouring to implement the comprehensive strategic communications and marketing campaign needed to ascertain programme success, without possessing the stated capacities for this function, will surely lead to the whole programme dying a slow death, and becoming just another failed project.

Key components of the strategic communications and marketing campaign are so positioned that they can be measured as deliverables while enabling the campaign to roll-out as:

a campaign which interacts with local people and their everyday activities a campaign which is revolutionary, innovative, creative, colourful and relevant to both

today’s South Africa and to the new emerging knowledge hungry, social conscious, and ecologically aware and sensitive international tourist (see Annexure J)

a campaign resulting in an increase in year-round GCBC visitor numbers

4 See http://www.southafrica.info/doing_business/trends/empowerment/bee.htm and http://www.skillsportal.co.za/black_economic_empowerment/

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a campaign which actively seeks biodiversity conservation through informed planning in the implementation of low impact tourism activities in ecologically sensitive areas

a campaign based on multi-disciplinary decision taking and professionally informed execution

a campaign which has a primary domestic focus with a strong secondary international thrust

a campaign built on a strong combination of sustainable pro-poor, community, and nature tourism

a campaign resulting in HDIs with potential to be trained and empowered to act as media liaison officers and knowledgeable tourism spokespersons

a campaign focussed on the intensive use of e-based communications and extensive use of the internet

4.2 LEVEL 2 – CORE PROGRAMME DRIVER CENTRES

4.2.1 A Central GCBC Community Tourism Business Hub

To be a central “nerve centre” from where all roll-out activities of the tourism development plan for the GCBC will be driven and co-ordinated in consultation with the TDP and the GCBC project co-ordinator. To also be the centre from where the all important task of implementation processes monitoring and evaluation will be co-ordinated and managed.

A such, thus a critically placed central hub from where all communications and implementation directives will flow to the 8 Local Community Tourism Business Centres (LCTBCs - see item 4.3 below) and from where the all important linking function in respect of the binding and cohesion needed for the realistic and harmonious functioning of the GCBC Community Tourism Network (GCBC CTN), established through the e-based link between the different LCTBCs, will be co-ordinated and facilitated. To at the same time also be the hub whereto and through which all communications of the GCBC Community Tourism Network will flow.

Due to the complex nature of responsibilities attached to the management of this office, and understanding that appointing a manager (HDI) with the capacity to responsibly execute the tasks of this office from day one might not be easily achieved due to budgetary constraints,

it is proposed : that the appointed TDP be given the responsibility to co-ordinate and manage this office for

the first three years; that the TDP (in consultation with the GCBC project co-ordinator and a 4 man GCBC

Steering Committee elected appointments group), be empowered to appoint a HDI with proven capacity to undergo sensible on-the-job training;

that the selected Trainee Central Hub Manager will have the capacity to be able to, and be empowered to, take over the management of the Central Hub as an own financially viable tourism business as from year 4 (at which time negotiations can be entered into so as to establish the central hub as a stand alone tourism business venture);

that the appointed TDP will take the responsibility to oversee the functioning and the on-the-job training of the appointed trainee central hub manager for the duration of the three year period.

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This arrangement might, in all fairness, suit both the GCBC steering committee and the TDP better during the early stages of programme roll-out. - in respect of the TDP’s acceptance of responsibility and accountability for programme roll-out in the first 3 years, and making the GCBC steering committee’s responsibility of monitoring and evaluation of programme roll-out, so much the easier.

It is further proposed: that this very important implementation co-ordinating office (see responsibilities below) be

budgeted for as part of the operational cost of the TDP for the duration of the first three years; that the amount budgeted for the trainee central hub manager will entail a declining

remuneration package from the start of the third year (all effort must be made to achieve financial independence for the central hub already after year two);

that the trainee central hub manager be empowered to make up the short-fall in remuneration in the third year through income derived from business activities of the central hub (costs in this regard to be negotiated at the time between the TDP in consultation with the GCBC project co-ordinator and the trainee central hub manager);

that funding streams for central hub venture income be through e-based trade and e-based bookings administration, with the possibility of selling shares in the central hub to local zone tourism centres being seriously investigated for its financial viability within the first year of programme roll-out);

that the central hub initially function as webmaster for the GCBC Community Tourism Network’s web site, and also take responsibility for driving the all important e-based GCBC Community Products Marketing Network for no longer than the first year, where after the Community Products Marketing Network should be able to function as a separate entity on Level 1 of the GCBC Community Tourism Network as is envisaged by the Tourism Development Plan (see item 4.2.2 below);

that the central hub take initial responsibility for centralised e-based bookings (and the initial compilation of an electronic client database) so as to facilitate bookings and assist with administrative issues of the LCTBCs until such time as these are individually fully operational.

It is foreseen that the central hub will as eventually stand alone tourism venture, remain the central driving force for the overall co-ordination of all activities related to the realistic management of the GCBC Community Tourism Network after the 5 year implementation process has been concluded. As such this office creates the capacity for programme continuation after programme roll-out, and therefore, also brings the much needed stability in financial and management (institutional) sustainability after programme roll-out – leading to the successful and sustainable completion of the implementation process.

4.2.1.1 Responsibilities of the Central GCBC community tourism business hub

In effect these responsibilities of the central hub are also the responsibilities of the (trainee) central hub manager. These are:

to assist the TDP in driving the process related to programme roll-out, to assist in establishing local level tourism SMMEs to identifying GCBC wide opportunities for tourisms product development to develop local opportunities in establishment of unique sustainable use ventures to link with GCBC management in consultation with the TDP and execute policy

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to facilitate the administrative processes needed for the selection and appointment of Local Community Tourism Business Centre (trainee) managers

to facilitate local level mentoring in respect of project implementation through zone centres

to effect monitoring of such implementation process conducted through zone centres to identify, facilitate, co-ordinate and manage administrative processes related to training

and skills transfer needs in zones in consultation with TDP and zone centre managers to link with government and provincial tourism authorities and with like minded NGOs in

the field of transformation oriented tourism product development (initially in consultation with the TDP)

to continuously monitor the functioning and activities of the e-based GCBC CPMN in consultation with the TDP and to pro-actively effect the necessary changes to the system as established and suggested through the results of the monitoring process

to pro-actively facilitate and co-ordinate changes in utilisation item design and production methods of all network wide new products

to identify new tourism related products and marketing avenues and to fully develop such for inclusion into the whole network

to facilitate financial and auditing services needs at zone centres to link with financial institutions to facilitate loan opportunities and micro lending

opportunities – develop new donor funding streams for SMME development and implementation

to actively participate in project development, programme roll-out, and in ventures establishment process

4.2.1.2 Advantages of a centralised coordination and facilitation hub

Advantages are: a single & cheaper marketing focus – wider reach establishment of tourism & services SMMEs more viable due to mass purchase and

quickly exchangeable learning experiences seated centrally in line with objectives of district IDPs to create transformation through centralised IDP

SMME establishment direct, quick assistance regarding tourism product development form a knowledgeable and

centralised dependable source direct input into BEE transformation and local level capacity building

4.2.2 An e-based GCBC Community Products Marketing Network

An e-based programme related tourism products marketing network for national and international marketing and sales of all tourism and other programme related products produced in the GCBC. Also a business venture in which all LCTBCs would be awarded shares (see item 4.2.1 above), and into which the LCTBCs will initially feed all their marketing needs and product sales until such time as they themselves can operate their own e-based bookings service and sales of their own tourism products in a financial sustainable manner.

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Products manufactured or produced by sustainable use ventures will be marketed and sold through this channel rendering these ventures an additional income stream. Such a system creates critical mass where economies of scale are present and assists with acquisition of orders as well as in the financial and administrative management related to such processes. The establishment of such a facility also ensures that larger orders can be taken as the product can be sourced through the whole of the GCBC Community Tourism Network. Thus creating the reality of being able to deliver on larger orders which are frequently difficult for individual entrepreneurs to fulfil. In this context the marketing and sale of products of the tourism related SMMEs like the Cook-up KaMammas, the Braai with Bhutis, Homestays and Time-outs (see item 4.4 below) will all benefit from the marketing ability the system brings to their product.

This system will largely assist in the creation of project sustainability as it links people and projects directly with the market and thereby preventing costly commissions payable to unscrupulous middlemen in sales of product (note that this is a totally different e-based structure than the existing web pages related to tourism in the Western Cape where activities and products are merely listed for the intentional tourist to choose from).

It is proposed: that the initial management responsibility of this facility as a trial, be entrusted to the

appointed TDP for the first 2 years (scoped to effectively start operating only 6 months after programme start-up date);

that due to the reality of envisioned budgetary constraints, the TDP and the GCBC project co-ordinator enter into negotiations with one or other of the tertiary education centres in the Western Cape, or an IT training institution, to acquire the services of a senior student(s) (Preferably from the Greater GCBC region but not mandatory) who have to complete practical training, and offer them the opportunity to become involved in setting-up the facility. Also to assist with initial web site design and setting up of electronic marketing, bookings, and ordering facilities through such web site;

that student(s) be requested to also conduct a once a month training session with each of the trainee central hub manager, and with the LCTBC managers in the use of the system, in electronic sales and marketing techniques, and in other internet related tasks they will be required to do;

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that some monies be budgeted for this function and be included in the monies paid over to the TDP to manage the administrative process attached to the functioning of the facility (monies such as for the acquisition of a stand alone internet connected computer, some office expenses for 12 months [telephone costs obviously included], and the monies necessary to subscribe to an internet service provider for an initial 18 months, will have to be budgeted for);

that a nominal fee be budgeted for as a stipend to be paid over to the student(s) by the TDP for their assistance in this endeavour.

It is envisaged that the e-based GCBC Community Products Marketing Network should be able to finance itself within the first 18 months of operation as all bookings, product marketing, and some product sales will be channelled through this system, and commission can obviously be taken for the service rendered to pay for the continued functioning of this Level 1 programme activity.

It is also proposed: that the total process be revised and its functioning be evaluated after the first year of

operation, so that the TDP and the GCBC project co-ordinator can come to appropriate decisions as how facility should be managed and incorporated into the larger whole of the programme, after the initial period.

As a possible alternative for additional saving of expenses, the distinct possibility exists that this facility can be managed by the central hub manager, but this becomes dangerous as the lines between the responsibilities for both tasks then awarded to this person are not always easy to draw – to the detriment of both task being executed incorrectly.

That the implementation of this facility holds large potential for creative and better structured marketing of products emanating from the larger GCBC tourism programme should not be doubted. The international trends in e-based marketing had already been well established in Europe and the Northern Americas 1990’s, and has beyond doubt been proven to be successful to operate (i.e. Amazon Books), provided one has the right product to market and the website is marketed effectively to the segmented target market. It is believed that the product mix presented in the larger tourism development plan, will create good e-based marketing and sales prospects. If the system is only proved to be of worth to the marketing of the tourism product, it is already money well spent, as these cost will not come near to the amounts normally spent for marketing of products per se.

4.3 LEVEL 3 - INTER-LINKED LOCAL COMMUNITY TOURISM ZONES

As preliminary focal points for the local tourism business zones the following 8 towns in the GCBC have been identified (exact boundaries of zones to be deliberated at first stakeholder workshops - implementation realities might change this positioning and the number) :

Nieuwoudtville Vanrhynsdorp ClanwilliamWupperthal Citrusdal Op die BergVelddrif (Piketberg) Tankwa Karoo National Park

Tourism activities in each of the 8 designated zones will be managed from a Local Community Tourism Business Centre (LCTBC).

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It is proposed: that 3 of these centres be developed as priority and as start-up for the larger activity

within the first 12 months- exact locations to be negotiated between the TDP, the GCBC project co-ordinator, and identified Local Municipalities where exceptional positive response to the proposed plan was experienced during the phase to determine political level buy-in into the programme (it just makes better sense to work with people who have the drive themselves to make a difference to the livelihoods of the people they represent at local level);

that the LCTBC be directly linked to the office of the IDP Manager of the Local Municipality with jurisdiction over the town where the LCTBC is situated;

that the LCTBC be managed by an appropriately qualified centre manager who will function under the auspices of that specific IDP manager of the Local Municipality, with direct day-to-day operational links to the Central GCBC Community Tourism Business Hub;

that s/he also initially, until separate space for the specific LCTBC can be sourced and financially afforded, be given access to an own office with adequate furniture, a telephone connection and if at all possible also an own internet linked computer (if not then at least access to such) by the specific Local Municipality (to be negotiated by the TDP as matter of priority in the opening days of roll-out);

that the centre manager be remunerated by the specific Local Municipality, with the understanding that the TDP, the GCBC project co-ordinator, and the central hub manager will assist the responsible person at the Local Municipality to source part of the funding needed for the remuneration package of the centre manager, or assist in finding bridging finance until such time as the Local Municipality is in a position to fully remunerate the centre manager - or until such time as the LCTBC operates on a financial sound basis so as to be able to carry the remuneration costs of the manager (the ideal situation to strive for);

Lutzville

Wuppertal

Calvinia

Touwsrivier

Sutherland

Ceres

Op die Berg

Clanwilliam

Elandsbaai

Vanrhynsdorp

Nieuwoudtville

Portervil

le

Piketberg

Langebaan

Velddrift

Leippldtville

Citrusdal

Lambertsbaai

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that the LCTBCs be implemented with the understanding that these ventures will within 24 months after start-up of such a centre, be transferred to the centre manager to be managed as an own tourism business venture (costs in this regard to be negotiated by TDP in consultation with GCBC project co-ordinator and the specific centre manager at the time).

The LCTBC manager will take responsibility for the activities at the LCTC and be accountable for their effective and efficient execution (see responsibilities of the LCTBC below).

During discussions with two mayors, three IDP managers and two municipal managers during the latter stages of phase 4 during which the endeavour was to determine political buy-in into the proposed plan, the concept of the plan, as well as all the proposals as set-out above re the inter-activity between local municipalities and the GCBC community tourism network, were positively accepted which indicated that this manner of implementation would find support from at least some local municipalities (obviously detailed negotiations on the implementation will have to be conducted very early after programme start-up – see Task 3.1 in Phase 2a, Annexure N). This strategic partnership between the LCTBC and the Local Municipality creates a reciprocal capacity which should not be underestimated and should be actively pursued.

Some of the Local Municipalities did indicate that they would have a problem financing the whole remuneration package of the centre manager (no amounts were mentioned in these discussions), but at the same time indicated that they would seriously consider providing such a person with the necessary interim office, telephone and at least access to an internet connected computer (cost for office, telephone and internet for their account) (especially if such a person would after two years not be their financial responsibility anymore). In such instances joint funding could be negotiated off the budget and by way of sponsorships, grants or the Learnership Programme. They all agreed that it would be possible to let the centre manager function under the auspices of the IDP manager, and understood that the LCTBC manager would be an important person in assisting in the implementation of their own tourism development initiatives (which must for obvious reasons be taken cognisance of and be linked with the functions of the centre manager after being negotiated with the TDP and the GCBC project co-ordinator before implementation).

Exceptional positive response was experienced from the mayor of the Berg River Local Municipality at Piketberg, and members of her management team, on two occasions during presentation of the proposed plan to determine local level political buy-in. A further indicated that the principle for seeking inter-activity with Local Municipalities in programme implementation was an initiative which would, through proper negotiations, have a very high probability of being successfully implemented.

It is proposed: that all the detail attached to the functioning of this system be finally negotiated and agreed

upon between the TDP, the GCBC project co-ordinator and every participating municipality where a LCTBC will be situated – with emphasis on those areas where political buy-in is the most prominent and where capacity exists to implement an inter-activity – no delay should be tolerated in implementing Task 3.1 in Phase2a (Annexure N).

The functioning of the LCTBC must be more than that of just an information bureau as it will function as a multi-dimensional facility with scope to build capacity and generate people-based tourism while functioning as a locally-situated and centralized development and mentoring tourism catalyst. The LCTBC will offer an integrated electronic databank of all the specific zone’s existing and newly developed tourism enterprises, tourism activities, and tourism related services and products in a manner which is more than just mere statement of the fact of existence. The LCTBC will when functioning with financial capacity, provide remote / virtual marketing

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services, at reasonable cost, for all programme related products emanating from the specific zone, through the e-based GCBC Community Products Marketing Network to the wider world. The LCTBC will, if an when it can, also assist in facilitating economic development processes related to the roll-out of the Social/Economic Involvement and Action Plan of the GCBC.

The centre manager will be responsible to drive and co-ordinate local level programme roll-out and to identify and facilitate tourism product development in the zone (assisted by the central business hub manager where their functions overlap), and will at all cost engage with a with a concerted effort in inter-linking all tourism products in the zone (existing and newly developed), so as to present one “face for tourism” in the specific zone.

4.3.1 Responsibilities of the LCTBC

As is the case with the central hub’s responsibilities, these under mentioned responsibilities of the LCTBCs are in fact also the responsibilities of LCTBC manager:

to manage local level e-bookings & centralised core zone tourism related administration to co-ordinate and initiate e-based product design, development, marketing & promotions

through the e-based GCBC Community Products Marketing Network to identify opportunities for the establishment of tourism SMMEs in the zone and to assist

the TDP with such SMME establishment to co-ordinate the expansion of tourism related services SMMEs into the wider zone

community (i.e. into the wider rural community – onto commercial farms into the outskirts of the town where the centre is situated)

to link with established tourism ventures and to strive to integrate products through cooperative marketing so as to create better tourism product and “one face for local tourism”.

to identify training and skills transfer needs (& take action by consulting with the Central GCBC CTBH for training facilitation and creation of learnership opportunities)

to link with Central GCBC CTBH as representative of the zone’s programme related tourism ventures

to link with provincial and national tourism initiatives where necessary to facilitate financial services, auditing and bookkeeping for those programme related

ventures or SMMEs that need such service to inter-link with other LCTBCs, to exchange experiences, knowledge, and facilitate cross

bookings and tourist send-on activities assist in the implementation and management of sustainable use ventures in the zone, as

well as facilitate marketing of project products through the e-based GCBC CPMN. to identify possible sustainable venture creation opportunities and to link with the Central

GCBC CTBH re facilitation of implementation of such projects, and the conduct of the necessary market research to determine the financial and commercial viability of identified possible project.

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4.4 LEVEL 4 – TRANSFORMATION ORIENTED TOURISM PRODUCT DEVELOPMENT

4.4.1 Community-based tourism related SMME and ventures creation

Emphasis on transformation and focussed on establishing relatively low cost, high level service opportunity, tourism related SMMEs (including peripheral services oriented SMMEs – laundry, security, etc.) and authentic intra-cultural experiences for both the entrepreneur and visitor (domestic and international)

Here it is proposed that the already tried and tested concepts of Dreamcatcher cc be used as first initiatives for implementing in these SMMEs (i.e. cook-up with KaMammas, Braai with Bhutis, and Homestays), so as to be able to establish a minimum of 25 of these type of SMMEs in the first 18 months of programme roll-out (this does not exclude the implementation of other just as innovative SMME concepts – it merely represents a realistic starting point).

It is thus proposed: that the already tried and tested concepts of Dreamcatcher cc be used as first initiatives

for implementing in these SMMEs (i.e. cook-up with KaMammas, Braai with Bhutis, and Homestays);

that the implications and possible cost implied in accruing the rights to use the brand name, the product concept and the total tried and tested successful implementation process,

be negotiated with Dreamcatcher cc by the TDP and the GCBC project co-ordinator at programme start-up;

that a minimum of 25 of these type of SMMEs be established in the first 18 months of programme roll-out.

The existing Dreamcatcher network 5 - operating successfully for the past 12 years - facilitates processes of establishment, assists with management, training and also in the marketing and channelling of tourists to these ventures. The SMMEs that are proposed to be established in the GCBC tourism plan will then immediately become part of this network and will function and grow as stand alone individual businesses, while serving GCBC tourism collectively under the auspices of the credible and market ready brand names: “Cook-up with KaMamma, Braai with Bhuti, and Dreamcatcher Homestays.”

Cook-up with KaMamma is an exciting “behind the scenes close and authentic cultural encounter” facilitated through food preparation and community life around the universal activity of food preparation -and sharing in the meal – plus the friendly chatter around the table.

The initiative is focussed on women entrepreneurs to expand the current tourism experiences of tourists with an authentic, typical South African experience whereby community life as it is lived, emerges, as opposed to “staged culture” in themed products. Cook-up with KaMamma adds great value to the product of the South African nation and promotes cultural interchange in a 5 Nationally recognised as experts in the field of developing SMME products in a tourism market related manner, which

includes tourism business channelling and the peripheral, but all important factor in terms of tourism: facilitating through tourism enterprise preferred safe tourist destinations in the local communities where the SMMEs are developed.

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meaningful, fun and educational manner by imploding indigenous knowledge and sharing of culture, lifestyle with recipes developed from the wide variety of natural resources available in South Africa. Women who run home and community restaurants across the nation work together to offer an exciting event, a unique incentive experience and a mind blowing enhancer of a tour itinerary for visitors to the country. Such Cook-up experiences, whereby the visitor can cook with the local KaMamma, are added into itineraries on routes and the entrepreneur can offer her service to both locals and international visitors in her home. Cook-up with KaMamma is also developed to enhance and add value to a conference, meeting or event – both locally in the CGBC area, Nationally (at Indaba or a convention in Cape Town) or Internationally (by way of invitation). Cook–up with KaMamma contributes significantly to positive perceptions in terms of South African harmony in cultural diversity - using food as an integral part of the South African experience. An awareness of the business of the women entrepreneurs and the opportunity to include it into travel experiences of South Africa, are all logical spin-offs.

Braai with Bhuti is focussed on creating the same food and culture experience for tourists as is the case with Cook-up with KaMamma with the difference that it both introduces and offers the ‘braai’ as an integral part of South African culture – concentrating on banding men together to offer this rewarding, interactive experience in communities across the country (read GCBC). Marketed under the same brand as KaMamma, the Braai with Bhuti principle creates a number of opportunities for both Mammas and Bhutis to cater for different occasions which do not necessarily have to be tourism related.

If these type of services are marketed correctly through LCTBCs they have the potential to greatly enhance the tourism experience in a specific zone, and in that manner also increase a bigger mix of tourism product in a specific zone, besides the obvious positivism and harmony in community life it exudes locally and which is experienced by the visitor (and potential investor) to the region and to South Africa as a whole. It is envisaged that these SMMEs are excellent starting points by way of which to create interaction between all tourism enterprises in one zone as there services can be used to enhance the cultural and food experience of tourist staying over in other tourist accommodation.

Homestays - The concept of Homestays (casually known as home B& B’s) is not new, and entails that one or two bedrooms in a house be set aside for purposes of accommodation in the home of a family . However developing a brand of Homestays, with a common benchmark, in those communities who are not generally perceived to offer a Western authentic lifestyle product, is a developmental approach with great merit. If this accommodation is pitched to the correct market creatively – and the community way of life forms part and parcel of the “overnight as an experience”, the value to the community, tourist and the entrepreneur, is ground breaking and most significant (a mere contribution of only R500 per month to the mean income of the majority population group in the GCBC is already significant).

Establishment of Homestays is focussed on HDI SMME creation and as such also forms a part of the Dreamcatcher network., through which a large section of the Homestays’ business is generated. Care is taken to select participants in this programme, and adequate training is provided before

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such a venture is understood to be suited to start operating. These ventures in a large number of instances could either increase the income or become the only income some families have (see statically data regarding joblessness an level of income among the majority of the people in the seven municipalities which form part of the GCBC (Annexure I).

Time-outs is a new concept in the Dreamcatcher stable and involves in the country accommodation. In short it entails the upgrading of historic (some times abandoned) home shelters found on many farm, in nature reserves and on municipal properties in the area – some are seriously run down while other buildings are rather easy to renovate and change into quality accommodation in the rural areas away from the mainstream of tourist accommodations. It is perceived that these Time-outs will be community serviced, co-owned and maintained as in-the-country getaways for which there is a market.

It is proposed: that the implementation of these SMMEs be facilitated, co-ordinated, and managed by the

TDP as part of the larger GCBC tourism roll-out plan; that the TDP will also manage the implementation of Time-outs as a collectively funded

restoration programme focussed on getting farmers and or donors in partnership with local HDIs with potential, involved in creating sustainable rural livelihoods;

Creating this type of partnership will be an addition to the income of the farmers, while it will create work and part-ownership with local people. It will simultaneously offer a new product and thus enhance the tourism experience in that specific area. The focus should be on creating partnership ventures between farmers and labourers (or conservation bodies and their labourers – or in the best form the specific situation presents).

This initiative is well positioned to achieve BEE and transformation through partnership creation in a relatively short time, while not necessary costing the programme money other than the TDP’s fees. Assistance in sourcing funding for these type of ventures is obviously also a function of the TDP.

It is also proposed: that 4 HDI oriented guiding ventures and; that 4 HDI oriented tourism transport ventures be created to fill the present gap in the market

in this regard.

Not all tourist make use of self-drive opportunities, and even if there is a self-drive tourist – an informed, step-on-the –vehicle guide would in the case of international visitors add great value to their experience and knowledge of the area. Especially the guiding ventures need to be created from the ground up - there are a number at Op die Berg, Wupperthal, Niewoudtville, and in Velddrif. All of them are, however, operating under serious financial constraints, and not all persons involved in guiding, have been trained appropriately. The much made of donkey cart rides at Op die Berg are a point in case. Guides need to be trained to comply with internationally accepted standards for guiding, and also be equipped with additional environmental specific knowledge (in the case of rock art interpretation this is extremely important), which is a little more specialised than the local indigenous knowledge the locals usually possess. These minimum standards are seriously lacking at present and action in this regard is called for as a matter of urgency. One bad experience with a guide who does not have the capacity to reach up to the

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required tourism service needs bar, creates so much bad publicity and word of mouth recall - that even serious good marketing cannot rectify the loss.

In terms of the transport ventures, links with the Cape Metropolis should be actively sought, and routes designed especially catering for day trips to present to hotel bound tourists or for the wives of conference attendees or visiting businessmen. In this regard the opportunity for Wupperthal HDIs to enter into strategic partnership with Bushman’s Kloof and other tourism products in the area must be actively pursued as another transport/guide/driver opportunity. This is a relative inexpensive exercise to manage and organise and it is not perceived that all new vehicles will have to be bought (well maintained CATA or likewise accredited, registered and licensed transport) are more than adequate, providing the driver and guide are well trained and know how to handle and act towards tourist of this calibre – and have first class knowledge to convey as guides). The TDP should give serious consideration to expand content of existing ventures and to the establishment of new ventures of this nature (guiding and transport). All of these ventures should automatically feed into the cook-up with KaMamma, Braai with Bhuti, Homestay, and Time-out network as well as with the so-called mainstream (current) tourism products and experiences – also with the new experiences, events and services that will be created through the LCTBC managers in each zone.

It is further proposed: that the initial budget should include funding for the creation of 12 of the above mentioned

ventures @ R40,000 budgeted per venture so as to kick-start the initiative (a mix of above mentioned ventures is probably the best way to proceed here);

that funding for the additional establishment of a further 12 – 15 of this service sector SMMEs be sourced by the TDP and zone centre managers;

that access to, or the establishment of micro-lending schemes be included as part of the funding streams in sourcing of funding in this instance.

4.4.2 Community-based sustainable natural resource use ventures creation

This initiative is focused on achieving biodiversity conservation through sustainable use - with enhancement of the tourism experience in the specific zone as an essential and important by-product. It is perceived that the principle income for these ventures will be through direct and virtual marketing methods and by feeding them into the GCBC community products marketing network. The visit of buyers to the region, with income generated through tourism being a bonus

Responsible commercialisation of the use of natural resources with transformation and BEE must be the emphasis in venture development here.

This initiative of the tourism programme’s roll-out, links with the socio-economic development initiatives of the GCBC steering committee which goes under the heading of Social/Economic Involvement and Action Plans for GCBC (Annexure K). The socio-economic development initiative of the GCBC steering committee has as emphasis “…the creation of avenues by way of which to involve local PDI communities with biodiversity conservation and manners in which local PDI economic development through biodiversity conservation can be integrated within the specific domain of GCBC (a 5 year programme roll-out is proposed for the implementation of the to be compiled strategic development plan)”.

The Tourism Development Practitioner must co-ordinate the initiatives of the tourism plans’ dual roll-out which are discussed below with the socio-economic programme, in order to continuously present “one face” to the communities among who the work is done. The total development of the

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GCBC must, in the eyes of all the people in the GCBC always originate from the GCBC steering committee who is ultimately responsible to facilitate the development of the GCBC and its people through processes of biodiversity conservation (which includes the sustainable use thereof).

The initiatives of the tourism plan which are proposed in this respect are activities which are focussed on the creation of local level household-based ventures - focussed on the use of indigenous knowledge and the skills present in communities - on product development and adaptation of traditionally manufactured items - for sale of these products in the national and international market - enhancing the tourism experience on the ground by presenting additional visiting points and thus outstanding opportunities for cross-cultural exchange as a focus of the GCBC’s eco-culture tourism potential.

These activities are perceived to be developed so as to feed into existing proven markets without new and expensive infrastructure development and the establishment of complex technical systems of production – appropriate technology related introduction of new technologies where and if needed, should be the motto here. The principle involved in product development and venture creation as proposed here is tried and proven with good effect in communal rural areas of Limpopo and of KwaZulu-Natal, where these projects contribute considerably to annual income increase for participating households. The spread of income in GCBC communities, suggests that to double the majority of the people’s income in the municipalities that form part of the GCBC, means that they have to generate R6,400 per annum from each venture – (attainable if these projects are developed, mentored and marketed correctly, creatively and sincerely (see Annexure I ).

Training opportunities in rare and endangered plant production and as well as in the production of pharmaceuticals from endemic herbs which are perceived to be the mainstay of this initiative’s focus, must be extensively negotiated with capacity in this field existing in the GCBC steering committee. Links have been established with the well known Mrs Margaret Roberts as additional input for product development. Mrs Roberts is prepared to facilitate training in the production of soaps (i.e. that produced at Wupperthal), creams, extracts, and the manufacture of dried fynbos potpourris with essential oils as floating essence. These products will all feed into a proven national market, with an offering of export opportunities in the long run by feeding into the international market through the e-based GCBC community products marketing network.

At Wupperthal some hopeful community members have started to manufacture Rooibos tea-based soap – this initiative has merit and deserves support which includes enhancement with appropriate training, product development and marketing to ensure sustainability.

It is proposed: that preliminary research be conducted to understand local capacity and existing production

systems (utmost of essentials) (possibly already part of the socio-economic development plan for the GCGC);

that a skills inventory of existing household-level handicraft producers throughout the GCBC be compiled, with a clear indication of intensity of natural resource use, and possible impacts, (link with socio-economic programme here, as they will (should) have a similar programme in mind).

that multi-disciplinary assistance, which is definitely needed here, and which knowledge exists in the GCBC steering committee, be unashamedly used for these purposes (i.e. one of the steering committee’s members has extensive knowledge about the botany of Nieuwoudtville – it would be logical to use that excellent knowledge to the advantage of establishing ventures of the nature proposed here);

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that pro-active and positive links be established with the CAPE and the SKEP programmes, as well as with other work done in this regard in the CFR, so as to ensure sustainability of use of biodiversity;

that execution should be focussed on existing activities of this nature among communities (the indigenous) – such activities usually need streamlining and participants have proven that they can and want work for themselves;

that no expectations which cannot be met are created in the initial stages of any project; that emphasis will be place on the creation of production lines (“factories among the rocks”)

so as to enhance production quantities to realistically meet the demands of the market; that no new technologies be established or created (unless really needed), rather feed into

existing production facilities of this nature; that pro-active and constant market research be conducted so as to ascertain marketability of

product design - assure that designs are focussed on products which will sell; that pro-active and constant market research be conducted re price structures of products, and

that production is structured well within those bounds so as to maximise profits for projects – so as to remain be competitive despite being unique;

that emphasis will be placed on ensuring that quality is always achieved by not buying in inferior quality products;

that product lines be maintained until proven not to be marketable anymore (outdated) - rather be very good in the production three products of high quality, that half-good in ten (quality and workmanship is everything – use hands not machines in production for as far as possible - that is what creates real South African authenticity, and which translates into the production of the real GCBC tourism product);

that “warehousing” be thoroughly investigated so as to be quicker in product provision for orders (stock piling if financially possible – but within reason);

That all possible but applicable training and skills transfer opportunities be exploited to the full in each of the projects.

The TDP will be required to pay specific attention to the establishment of this type of project as it is one sure way of enhancing the culture and heritage base in tourism in the GCBC – it creates easy channels for cross-culture communication, and curtails the “staged feel” to cross-culture encounters as the people at the projects do not have to pretend to be anything else than what they are - tourists are genuinely interested in learning about project content. All of these ventures add to the tourism attractions in the 8 zones, and should be marketed as such as they add considerable value to the tourism experience (it also leads to tourists leaving donor funding for projects - the exchange rate always favours our people in these instances).

It is further proposed: that some funding be made available in the tourism development budget to assist in the

process to source donor funding for the establishment of these type of ventures, and to assist with kick-start of really worthwhile enterprises (subsidy), as not all funding for the establishment of these ventures can logically come from the tourism development budget;

that the ventures should be actively supported in business plan compilation and in the finding of donors or financial partners (last mentioned should rather become the emphasis here);

that all avenues be exploited in a bid to ascertain small loans for these ventures, as these ventures constitute real self-employment as job creation opportunity;

that funding be budgeted for the research processes to attain surety of sustainability in resource use, and to compile base line data on resource use and production systems, marketability, and utilisation of existing markets.

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The financial world should be made aware of their responsibility in assisting with the establishment of these type of ventures as they could be serious income generators for households and small scale enterprises in the more remote areas of the GCBC. The financial institutions can in this way, make a real difference in contributing to the building of capacity among HDCs and in creating sustainable rural livelihoods. Sourcing funding is perceived to be the responsibility of the appointed TDP, the central hub manager, as well as that of the zone centre managers.

The following list of products can be investigated for possible production at these ventures, based on the principles set-out above. Take note that the list below is not well developed nor structured – research will show the real opportunities. Some examples below might have already been proven to be not economically viable propositions. None of these suggestions are new, but all will need real time investment in product design, market research, and aggressive marketing, to make them work, if at all viable:

Soap production – indigenous knowledge based Herb cultivation – indigenous knowledge based and focussed on indigenous medicinal

market Lithops spc. – plant in flat clay pots for sale nationally and internationally as gifts or as

friendship plants Fynbos – dried arrangements (potpourris - essential oils for local soap and hand cream

production [factories amongst the rocks] (Margaret Roberts trained – training in chemical processes in Isando at large pharmaceutical company)

Indigenous medicinal plant production for local national indigenous medicine market Local propagation of Agathosma betulina (Round-leaf buchu) – large national and

international demand – wild nurseries – feed into existing production systems – proven markets - also Sutherlandia Frutescens (Cancer bush) with a proven and existing market

Propagation of Lavender and use other Fynbos plants - for scenting of pillow cases (also production of soaps and creams).

Propagation of Coleonema album (Aasbossie) and Eriocephalus africanus (Kapokbos) and feed into existing essential oils production facilities – also varieties of indigenous teas

Propagation of Aloe ferox and Aloe vera and feed into existing market and production facilities – proven pharmaceutical need

Production of authentic San artefacts – bows & arrows (skin bags) – ostrich egg necklaces – carrying bags of skin decorated with ostrich egg shell

Framed photo’s of Rock Art panels from Cederberg – Best but least known collection of rock art

Plastic composite replicas of stone age tools from area (framed) Plastic composite model replicas of pre-historic animals (Tankwa) Plastic composite “foot print of eve” (dinosaur footprints) paper weight Waterblommetjie harvest increase in areas where can be done – feed into existing market

(Koo and All Gold canneries) – also Trachyandra ciliata (Veldkool) and enhanced propagation of Opuntia ficus-indica (Prickly pear)

Propagation of Lagenaria siceraria (Calabashes) – not a well developed production system in country yet a large need in artefact market

Fish farming (with University of Stellenbosch assistance in implementation) Flat weaving system of designer blinds made from matjiesgoed (Scirpus spc. – Cyperus

textiles (Nieuwoudtville) – designer utilisation items from matjiesgoed (paper making ?) Flat weaving of Sanseveria (ghaiwortel [Khoi] – aarbeiwortel [Afr] – piles root [Eng]) –

rope twining for use in weaving other designer items (lamp shades – wire frame baskets - see KwaZulu-Natal iLala designs as examples).

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If there are two places where BEE and transformation can be achieved in the tourism plan’s roll-out, it is in this initiative and in the creation

of the tourism SMMEs discussed above.

4.4.3 High profile brand driving projects (new routes development)

This part of the tourism development plan entails the branding and development of an unique route feature of the GCBC across three sub-regions to serve as the magnet (a draw card) or feeder, and disperser of tourists and travellers into and from all other to -be- developed new routes into the wider GCBC. This important opportunity to create unique branded routes through a carefully planned exercise, also facilitates the opportunity for existing and to- be -developed tourism enterprises with which local people can easily identify, to embrace and position their dispositions, products and services to enhance the brand fit and marketing message (frustratingly elusive if not managed effectively).

This unique feature, which is one of its kind in South Africa, is perceived to be a hugely underdeveloped opportunity. The highly inclusive and unique human heritage associated with, and locked up in the history of the whole area, and which stretches logically to link with areas just outside the boundaries of the GCBC, has touched, shaped and enriched the historic deployment of the majority of the population groups in this country. They are linked to the area in one or other way due to the early movements (migrations) of all our forefathers through the area - or their initially intimate association with it (the San, the Khoi-Khoin, the Afrikaner, the present day descendants of the Khoi-Khoin, the Nama people, large sections of the English speaking South Africans, and a significant number of Xhosa speaking people).

Intimately interlaced with these historic processes which have shaped so many of our people’s lives and futures, are the influences radiated through their human survival, which has always been dependent on two exceptionally unique natural features of the GCBC; namely the extraordinary natural diversity, the evolutionary processes involved in the shaping of the floral kingdom, and the unique lifestyle of the locals in the area (CFR) - all linked together with the incomparable and unique geophysical processes associated with the origin (the Genesis) of the Tankwa-karoo and its present day ambiance (one of “for-ever-ness”).

The human interaction in this specific area, over which the natural environment of the GCBC is layered as a cognitive transparency, has created the causality for the uniqueness and yet similarities in the cultures of the different peoples primarily associated with area. These human elements, interlaced with the astonishing natural beauty of three of the prominent and very different – actually opposing - biomes over which the GCBC stands guard, with their intricate life supporting systems (the Cederberg, the Nama-karoo, and the Tankwa-karoo), creates that certain kind of magic of which the quality radiates a special emotional and spiritual tourism opportunity in an area where one can:

Walk with Ancestors (hike in the natural environment), Talk with Ancestors (gain an understanding of that which the rock art shares), and Live with Ancestors (among the present day descendents of the Khio-Khoin people)

These three places to be hubs on the road, which it is suggested, to be re-branded and marketed as The Ancestral Route (encompassing a round trip through the whole of the GCBC with entry

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points at Vanrhynsdorp (N7), at Calvinia through Nieuwoudtville (R63), at Piketberg (N7), at Velddrif (R27), and at Ceres (R46 & R355).

It is envisaged that the Ancestral Route will radiate its inherent energy outwards at the same time that it radiates it’s energy inwards, creating new life, economy and revival for the towns it traverses on its entire length and width. Offering the traveller (besides less kilometres to Cape Town) and for those with an enquiring mind (also the nature, and heritage inclined visitor and traveller), three distinct experiences of the many opposing biomes which form the mainstay of the GCBC.

Radiating its energy outwards from Matjiesrivier with its rugged gnarled rock formations and breathtaking scenic wonders, where the quality of the Rock Art manifests the legacy of the spirituality of our Ancestors;

Radiating it energy inwards from the Tankwa-karoo where the footsteps left by our forefathers along the trek routes they all followed, lie interspersed with the fossils of pre-historic creatures and the remains of a geophysical fire storm which in the end created a vast nothingness of endless views, majestic sharp edged mountains, small lava rocks by the million, with all the stars of the southern hemisphere still intact;

Radiating its energy inwards from Nieuwoudtville and the Nama-karoo where the heritage of the original inhabitants of the West Coast is still intact, and where people have, despite many cultural influences from other parts of the world, still been able to maintain their own in a garden of floral beauty and diversity which changes within distances of 12 kilometres – gnarled rock formations, to geophysical wonders, to complete aloe forests, and a natural heritage of indigenous bulb plants and succulents which constitutes an unique world heritage.

Lutzville

Wuppertal

Calvinia

Touwsrivier

Sutherland

Ceres

Op die Berg

Clanwilliam

Elandsbaai

Vanrhynsdorp

Nieuwoudtville

Portervil

le

Piketberg

Langebaan

Velddrift

Leippldtville

Citrusdal

Lambertsbaai

Matjiesrivier

Genesis - Tankwa

Nieuwoudtville

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The Matjiesrivier Nature Reserve is managed under the auspices of the Western Cape Nature Conservation Board as part of the Cederberg Conservancy (plans to develop the existing farm houses on the property as PPP developments are under way). The Tankwa National Park, is managed by South African National Parks and which is also still in its inception phases as far as marketing and the development of tourist accommodation goes. While the Nieuwoudtville community resource centre is managed by the Nieuwoudtville HDC as a tourism centre and as a hub from where to direct and develop tourism activities in and around Nieuwoudtville.

As for their geographical positioning, these three places are perceived as important emotional and symbolic radiation points in the GCBC from where to focus intense and high level media attention on all facets of the development of the whole of the GCBC (high level coverage supported by the national and international relevance of the tourism products the two projects present – see Annexure J where topical research shows the profile of the tourist one can expect to be visiting the area in the near future, and for who the above description will be the lure of a life time). The geographical positioning of the three sites also come with a highly sellable value as all three present themselves, and what they stand for, as unique edu-tourism products in the GCBC – thus the three core sites to which The Ancestral Route can feed the visitor and then wind its meandering way through the whole of the GCBC (see Annexure L for a graphical impression of this route through the GCBC). The Cederberg is already such a strong tourism hub in the GCBC that it would be duplication if one would create the Cederberg as a fourth hub as the Cederberg will function in that capacity in any case.

It is proposed: that the following projects of high quality and as unique tourism focus points be developed in

the GCBC;

(c) Matjiesrivier Nature Reserve – a high quality Rock Art Interpretation Centre with focus on interpretation of the symbolism, the spiritual depth, and the origins of the Cederberg’s Rock Art which is a highly unique and separate “collection” of this very specific and highly prized world heritage – an area to be creatively marketed as and where one can – Talk with Ancestors – described as the Heart of The original Ancestral Route.

(d) Tankwa Karoo National Park – a high quality Environmental Interpretation Centre where the emphasis is on the beginning of things; the Genesis of the evolutionary processes of the geophysical and the zoological, interspersed and linked to the Karoo’s human past – the cross roads of the thoroughfare of our forefathers from the Cape into the interior – an area where one can – Walk with Ancestors - described as the Prehistoric beginning of The modern day Ancestral Route.

(b) As a third point of radiation for the energy and emotion inherent in the shaping of The Ancestral Route, a direct link with the planned Nieuwoudtville Community Resource Centre which presents a real opportunity to extend the branding concept into the far northern sections of the GCBC. Here the human history and shaping of cultural patterns through contact between people and through their natural environment is just as relevant to the majority of the population groups of this country as that represented by Matjiesrivier and by the Tankwa National Park. While at the same time the human story of the Nieuwoudtville area is also intricately intertwined with another of the exceptional biomes of the GCBC, namely that of the Nama-Karoo – an area where one can – Live with Ancestors - described as the historic meeting place of bearers of the different cultures that would shape the population make-up of the country’s future – The extension of the original Ancestral Route.

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It is further proposed: that the infrastructure to be created at the Matjiesrivier and Tankwa sites be small but

adequate (similar concept than that used for the San Rock Art Interpretation Centre at Kamberg in the KwaZulu-Natal Drakensberg), with an emphasis on low maintenance, with solar powered systems, and in all aspects environmentally friendly; with exhibitions that are multi-media rich (creating an IT-based virtual reality good option and prospects for both sites), and both sites sculptured to portray the geophysical and human aspects of the respective biomes they are such an intricate part of.

that the possibility to also assist in the already ongoing initiatives in shaping the development of the Nieuwoudtville Resource Centre into a similar high quality project, be investigated during the first phase of implementation, so as to also position that centre’s further development within the context of the intensive strategic public relations and communications marketing campaign which it is proposed should be launched in respect of the Matjiesrivier and the Tankwa projects.

The geographical positioning of all three of these potentially high quality projects will have a direct influence on the flow of tourists into the respective sections of the GCBC if they are implemented and marketed successfully, with subsequent spill-over and the potential for tourist send-on into other sections of the corridor. Whereas Matjiesrivier is situated virtually in the southern-centre of the corridor and will force tourists to pass through other sections of the corridor to reach that destination, both Nieuwoudtville and Tankwa are situated on two very important and proposed to be extensively developed feeder routes into the GCBC. In this regard the reciprocal and beneficial significance of close proximity of Sutherland in terms of the Astronomical Observatory and subsequent local tourism development in situ must be taken into account to serve as a magnet to benefit the entire area (see item 4.4.45 below).

An early, artist’s impression of the type of building that can be constructed to house the Genesis project in the Tankwa Karoo National

Park(note the majority of this building is below ground level)

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It is proposed: that an amount be budgeted for the TDP to conduct four intensive brainstorming and planning

sessions in respect of the feasibility, development, and management of the two centre’s at Matjiesrivier and at Tankwa as well as the planning, execution (road signage), and motivation for lobbying for infrastructure development funds from national government for the upgrade of the area constituting the Ancestral Route to form be part of this planning for execution session.

that an amount be budgeted for the TDP to conduct one intensive brainstorming and planning session in respect of the feasibility and manner to link with the Nieuwoudtville Community Resource Centre as an important tourist entrance hub into the GCBC.

that these sessions be scaled down to include a maximum of 25 people who will then conceptualise the outlines of development plans for both centres and the route, after which the concept can be opened for discussion and buy-in on a wider scale to all stakeholders.

While buy-in of all stakeholders is important, too many people at a brainstorming and planning session can be counter productive. In the same manner it is always better to discuss concrete proposals and plans with a wide group of stakeholders than to discuss concepts which are still in cognitive format.

4.4.4 New tourist route development

The full extent of The Ancestral Route alluded to above, implies a longer route, with more stops, and requiring a longer stay for tourists, as the route actually encompasses all of the GCBC (the ideal to be marketed for and to be achieved). This route is to be focussed around the concept Walking with Ancestors with emphasis on the people in the environment principle being the driver for the design and content of the route.

The route is a “round trip” through the whole of the GCBC, with starting points at Nieuwoudtville, Matjiesrivier or Tankwa – with possible ending point at either Matjiesrivier, Niewoudtville or Tankwa depending at which point the route was entered. In this context the route is thus to be marketed as a tourism experience and destination on it’s own, which to a large extent undercuts the concept of seasonality attached to the tourism in certain sections of the GCBC. The diversity which exists in the route, nullifies the effect that tourists are encouraged to visit the area because of one event per annum only (flowers).

In terms of marketing and brochure development: A general description of the route will be a round trip to include all 8 the LCTBCs and with a focus and emphasis on the Rock Art and historical context of the area interspersed with different cultural experiences made possible by including existing and to be developed tourism products in the mix (a 8 day round trip is envisaged as a package with inclusion of local guides and accommodation at Homestays and Time-outs as electives in the accommodation choice – meals at KaMammas or Bhutis a sure alternative and choice). It serves no purpose to mention all the possibilities that can be included in the route’s eventual makeup, as this will have to be negotiated in situ with the tourism venture owners in the specific zones once the TDP has been appointed. Suffice it to say that the development of the route will be highly dependent on a well structured programme and the manner in which the proposed emotional content of the route is presented. As for the availability of applicable tourism product to initiate the route, the TDP will be able to develop its inception very quickly as the products are well in existence and well supported by tourists, albeit that in some instances it is highly season bound. Emphasis will have to be placed on developing the content to include existing HDC tourism product. The route will be dependent on Provincial maintenance of

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infrastructure, the road network and appropriate and clear road signage. These elements of the route will have to be negotiated with the relevant Provincial departments on an ongoing basis and needs to be perceived as an important part of the TDP’s tasks.

As the Walking with Ancestors route will not be suitable for all tourists, it is proposed that 5 sub-routes also be developed, of which the content can easily become part of the content proposed to be included in the longer route (see Annexure L for graphical indications of where these routes are proposed to be set-up and developed). Walking with Ancestors will also include well branded and developed hiking and biking trails profiled as such to compete favourably with other types of product of this nature. (i.e. the Otter Trail).

All of these routes are to be designed and marketed with new content and with new “road and stop signs” on the visitors’ road map and which will facilitate year-round traffic with varying tourist numbers and groupings per specific market need. Some of the proposed new routes overlay existing routes, but as these do not always fit within the context of The Ancestral Route,

It is proposed: that these routes be re-designed to portray the emotion and content of The Ancestral Route in

as far as that is possible in a specific area.

These routs are not necessarily proposed to fall within specific community tourism zones, but where their design presents this opportunity, it is proposed that they be incorporated into the zone’s marketing package, and also be actively extended by continuously adding new content and new tourism experiences to the “road map” of the zone.

It is proposed: that the new routes development be done in such a manner, that they will traverse the area, be

inclusive of current tourism products and experiences whilst adding in the culture and lifestyle products of direct linkages with people (i.e. through Homestays, Cook-up with KaMamma, Braai with Bhutis and Time-outs).

All products and experiences to be so inter-locking, that this process would endeavour to create a reality where the GCBC can be aggressively marketed as a year round tourist destination, and not merely, as is currently the case, where large sections of the areas constituting the GCBC are seen as event attached and driven – flowers when it rains, and whales when they are sighted and their presence reported in the press.

Note that the graphical indication of where the proposed routes should be developed (Annexure L), and the proposed names to be attached to each, does not at this stage describe any detailed content, other than a general description of where the route should be planned and what the possible main tourism attraction could be – as are for the most indicated in the proposed route names (the route names are not conclusive and can be changed as determined by stakeholder workshops). It is not as if the current situation in respect of existing tourist attractions, focus, accommodation, and activities in the different areas of the GCBC are not known by most of the stakeholders. It is the new tourism product content that has to be developed and branded – those are the elements not known and, which, it is proposed, should form part of the main content drivers for the new routes.

It is proposed: that routes development, should within the context and underlying philosophy of this proposed

tourism plan for the GCBC, be related to an active search for inclusiveness in the presentation of tourism products in a specific zone, and not merely continue to market the existing – no transformation, or renewal is contained in such actions (this means that new routes will have

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to be actively planned – not stating the obvious and over exposed). However, this does not imply that current product offering will not be included – in fact they will and should be enhanced;

that with the new routes a powerful human in nature experience be established, and that the combination of semi-arid areas, breathtaking mountains and an over-productive sea, with accent on the diversity of the CFR’s biomes, be a major component in marketing (geared to facilitate year round tourism) – so as to create an integrated “route map” with multiple destinations and exceptional natural encounters – something to sell nationally and internationally (living in and among the local people has become a must do and should be exploited to the full as these are the GCBC’s strongest marketable elements.

The following new sub-routes to be developed are indicated with a short general description of the areas where they are proposed to be situated:

4.4.4.1 Blue (Oceanic) Route

A coastal experience of sea, history and fisher folk - from Velddrif to Elandsbaai, trough Leipoldville, Piketberg, through Goedverwacht, back to Velddrif.

Feeder route from Langebaan to be developed (Langebaan perceived to be an important satellite area for tourism development in the GCBC).

4.4.4.2 Talking with Ancestors

Directly linked and feeding off Matjiesrivier Rock Art Interpretation Centre - From Clanwilliam through the Cederberg (including existing well known attractions like Kagga Kamma and Bushman’s Kloof), to Wupperthal back to Clanwilliam, - extending through Citrusdal to Op die Berg.

High quality Rock Art interpretation is an imperative to make this route something outstanding - which makes the training of local guides in this field of expertise the more important.

Feeder routes through Ceres, and Piketberg (both perceived to be important satellite towns for the driving of tourism in the GCBC).

4.4.4.3 The Cederberg Eco-Route

Well known for its natural beauty and wilderness hiking and mountain biking opportunities as well as for its fynbos wonders like the very rare snow protea . The Cederberg Wilderness’ rugged mountain landscape and spectacular sandstone formations (Maltese Cross / Wolfberg Arch) are also well known and well visited, as is the wilderness experience to be experienced at Algeria – a short trip takes the tourist to the wonders of the Biedouw Valley and to the friendly people at Wupperthal. Proposed biodiversity emphasis with more focus on applicable environmental education experience included in package – exceptional edu-tourism opportunity to be exploited.

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The possibilities presented on this route for development of so-called X-treme sport activities must be developed as a priority, of which mountain biking as a very fast extending family activity must be sure to be one of the first elements to be developed and catered for – link with the already existing highly successfully presented outdoor activities in the direct area.

Feeder route – N7 through Piketberg – town to be included in marketing thrust for GCBC.

4.4.4.4 The Heritage, Lifestyle & Landscapes Route

Link with, and feeding off the Nieuwoudtville Community Resource Centre as focal point for this route’s development – this route focussed on the unique cultural heritage of the indigenous people who have maintained their unique culture despite years and years of influence for first pioneers and there after settlers of European extraction – linked to the really unique floral attributes of this very special region where biomes change within 12 kilometre stretches – floral emphasis on bulbs and succulents for which this specific area is internationally well known - focus on the attraction of year round tourists (link with existing eco-tourism initiatives in the area and with the well worked out proposed tourism attractions in Nieuwoudtville [resource centre related], and also with existing or to be developed sustainable resource use projects as additional attractions). The route centres around Nieuwoudtville with links to Vanrhynsdorp and extends into the Tankwa-karoo via Calvinia. An extension of the existing and “one focus flower stop-overs” – market for a two day stay – self-drive from Cape metropolis. Exploit Time-outs on this route for the secluded nature of wide open spaces and quiet (all by oneself).

Feeder route along the N7 from the south and the northern sections of the Northern Cape and Namibia – and through Calvinia with the R63 (see proposed feeder routes development below).

It is proposed: that the existing extensive tourism planning done through the so-called charette, be built upon

and be used as basis for further development of this route and its unique cultural and natural attractions.

that the success of Keukenhof in the Netherlands, where hi-visual impact tulip bulb plants are on display for approx 2 months of the year be implemented to draw visitors to the Resource Centre – besides the general routed self-drive viewing.

4.4.4.5 Fruit, Food & Wine Route

Utilise the established wine route through the Swartland – emphasis on food and fruit directed at the areas north of Ceres and west to Citrusdal into Clanwilliam. Good prospect to develop Cook-up with KaMamma and Braai with Bhuti at Op die Berg and Citrusdal as added food attractions here. In through Ceres to Op die Berg, or Citrusdal, to Clanwilliam and back. Integrate existing food experiences and stops on this route with KaMammas and Bhutis - Homestays and Time-outs very good marketing opportunity – also for domestic tourists.

Feeder routes through Ceres to be developed (Ceres presents its own opportunities to fit into this route and should be considered to be the southern stop here – deliberate link with Op die Berg from Ceres).

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4.4.5 Exploitation and marketing of Feeder Routes

As part of new routes development for the GCBC,

it is proposed: that priority be given to the aggressive marketing of feeder routes into the GCBC from

different directions, and that if need be that proven tourist attractions along these feeder routes also be included in the marketing packages designed for the GCBC.

Once tourists are at these so-called satellite towns, it is easier to channel them to also visit attractions in the GCBC’s extended area (Calvinia, Sutherland, Ceres, the Langebaan-Vredenburg-Paternoster cluster [exploiting the existing marketing done in respect of Route 27], and Touwsrivier through the scenic Hex river mountains).

In this regard it is deemed of utmost importance that the route from the north-east through Kimberley and Britstown to Victoria West and then to Loxton (where the R63 starts) over Carnavon and Williston (both Paleontological sites of note), on to Calvinia (where the R63 ends), be aggressively marketed as new and must drive because you must experience route for domestic tourists from the north when they come down to the Cape – as a creative and rewarding new discovery and an alternative for the dangerous (media hyped) and boring N1 [travel via the Ancestral Route en-route to George or Cape Town or back]. This activity includes an advantage for the mentioned satellite towns situated just outside the borders of the GCBC, as the mentioned towns also have tourism attractions of their own which is of high value, and as suggested above, should be realistically and appropriately be seriously considered to be included in the tourism marketing strategy and message of the GCBC.

The R63 is a viable alternative to the N1 and is important in the sense that once tourists are at Calvinia, they can be routed via Nieuwoudtville from where they have to travel through the GCBC to get to Cape Town (this route to Cape Town is 86km longer than the N1 with much less traffic and passes through country side that is new to most domestic tourists from the north). Therefore, the placing of the Genesis project at Tankwa presents a good marketing opportunity and reason why tourist should want to travel that route. The advantage of the Paleontological sites at Carnavon and Williston, plus the added attraction which the Astronomical Observatory and the envisaged Science Centre and Gary Player themed golf course at Sutherland presents, also makes the marketing of this route a viable endeavour. From Tankwa the route to Ceres (also a satellite town of high importance as feeder for the GCBC), takes the tourist right past Op die Berg where with good marketing, tourists can also enter the GCBC. (Existing tourism products at Op die Berg needs fast tracking, and should be marketed for its quality Rock Art, the cultural experience. The potential for high quality adventure tourism in the mountains around Op die Berg should be exploited).

All feeder routes can be described as “re-discovery” routes in an aggressive marketing campaign of the GCBC’s unique selling point (the content and context of The Ancestral Route). So as to create a real opportunity for tourism entrepreneurs in the GCBC to share in the economic possibilities presented by the 92% of local Western Cape tourists who undertake daytrips in the Western Cape, and the 55% of Western Cape tourists who make-up the annual total of the tourist numbers in the Western Cape (see Annexure F and item 7 below).

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NOTE: Studies of the impact which the local economic and social revival of Route 62 between Oudtshoorn and Worcester – and the latest development impact of Eden Route between Slangrivier and Mosselbay, clearly indicate a compounded growth of between 10 and 20% in visitor numbers and local investment – with obvious knock-on effect of the increase of work opportunities, investment and tourist service providers all along the route (see Annexure D).

4.4.6 Merge existing local zone tourism products with new development products

Under item 3.2 above it was mentioned that during the Phase 2 workshops, a conscious effort was made to comprehend the interpersonal relationships which exist in the tourism milieu of each of the areas visited. It was also mentioned that endeavours were made to try and determine the inter-activity between the different tourism products and enterprises that exists in these areas. It was stated there that the result of the last mentioned effort was in a certain sense, one of disbelief regarding the lack of optimal and co-operative enterprise relationships and assistance amongst, though not all, tourism products and services. The general feelings amongst the existent 2 SMME enterprises of Wupperthal and Op die Berg, was that the private sector in their respective areas had not taken them on board as serious part of a meaningful tourism experience in those specific areas – for those HDI entrepreneurs with potential, there was little trust in the current tourism systems to be of any benefit to them. It was further mentioned that it was gradually understood that co-ordination and synchronisation in tourism marketing is sorely lacking throughout the whole of the area where the GCBC tourism development plan is to be implemented. It was also stated that well structured individual marketing thrusts do exist for well structured and managed existing tourism enterprises in the area – but that it remains just that, individual marketing with little to no integration with tourism products of other entrepreneurs in the same area, often with vastly different product content (one could expect entrepreneurs to “ignore” their direct opposition even in situations which clearly require coherent interaction).

It must be clear that this situation, prevalent throughout the GCBC region, calls for committed and effective address if one ascribes to the principles inherent to transformation, and if one wants to align oneself with the national and provincial tourism policy emphasis, and tangibly effect the bio in bio-diversity.

Research among media with potential to write about “new” as opposed to “old” pre-1994 tourism in South Africa, found that they are becoming cynical about “transformation and a better life for all” in terms of tourism in South Africa. The very market to be targeted, viz. the conscientious eco-tourist, however offer an exciting opportunity – since this market is increasingly calling for authentic local communities to benefit from their Dollar, Pound and Euro – whilst the number of socially conscious domestic tourists are growing. The advantages for any tourism entrepreneur to become part of a larger tourism marketing and support system, must be larger than the mere financial benefits which would result form partaking in structured co-ordinated marketing and merging plan for a specific area (see Annexure J for a description of the new tourist and what this will require from tourism entrepreneurs to fulfil his/her very specific tourism needs).

This is a section of the tourism plan’s roll-out that lies on the cognitive level and will entail hard work and consistent personal contact from the TDP and the zone centre managers, to a create a situation where all tourism products in a zone can be inter-linked and entrepreneurs can start working together so as to eventually benefit their own enterprise as well as that of the greater community and natural environment in which their product is situated.

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It is proposed: that the TDP actively pursue to meet owners and managers of established and high profile

tourism ventures in the 8 zones, with the objective of introducing the concepts and focus of the GCBC Tourism Development Programme to them. In this manner it should be easier to create conducive and positive atmosphere through which inter-linkage of tourism products in a specific zone can be enhanced.

It might be possible for the TDP to arrange on-the-job training opportunities for new SMME owners at established tourism enterprises, so that new product owners can gain experience and see how things can be, and are done when successful – an example is often the only help good entrepreneurs need to build it into their own opportunities. In this manner interpersonal relationships can be developed which is always a better way to build a working relationship than to try and do that along formal channels. Such opportunities could also lead to the established entrepreneur making use of the services of the new entrepreneurs product, or at the least lead to the lending of assistance in solving management problems. It could even be that the established entrepreneur stand to gain the most out of this new relationship – the main principle being that the endeavour should be put into place to bring people who share a common business interest together in an informal setting.

To further the building of these very worthwhile interpersonal and inter-business linkages,

it is proposed: that the zone centre managers annually arrange a LCTBC specific one day Local Tourism

(Event – Makietie? - to be creatively named) - primarily a capacity building and locally focused empowerment exercise - where all “neighbours can see and understand what it is we new tourism entrepreneurs do…”, so that they can see that the products are of high quality and/or acceptable standard and so that new SMME owners can build their self-esteem as worthy competitors in the industry.

Such an opportunity creates the possibility for entrepreneurs to meet individually and to arrange local agreements re cross-facility tourist exchange and tourist send-on, both individually and collectively. It must be mentioned that such positive intra-business environment prevalent within a community can and does influence investment by outside investors who are ultimately interested in the long term environment and tourism – or improvement of socio-economic conditions (which include safety and security and harmonious co-existence) of the area they are they are investing into.

It is further proposed: that the Local Municipalities become an integral part of this occasion and that they be

requested to assist in sourcing funding for the event; that a realistic amount be budgeted annually in the GCBC tourism budget so as to enable

centre managers to make the necessary arrangements and to organise such an event.

The inherent advantages for cross-linking and establishing a zone specific fraternity of tourism entrepreneurs could be better through this once a year event, than it will most probably be to try and achieve this through a formal once a month meeting of, for instance, a zone tourism committee where outspoken individuals with strong opinions will dominate the floor and very little interactivity will be created - if what was experienced during the phase 2 workshops is anything to go by.

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Inter-linking tourism products in a specific zone can also be made possible by compiling tourism packages in such a manner that existing and new GCBC Tourism Programme related products are included to make up the whole or total of the experience that is contained in such packages.

4.4.7 A continuous process of facilitating outcomes-based training and skills transfer

To a large extent this section of the tourism programme’s roll-out activities and the content of the training that needs to be facilitated, will be determined by the level of training new entrepreneurs have achieved themselves. Irrespective of what form of training is needed in a specific situation,6

those specific needs must be appropriately identified, and addressed, with a process of monitoring put into place in order to ascertain that training received is that which is really needed and will assist the new entrepreneur in better managing the new enterprise or manage intra-tourism business linkages between the local level tourism entrepreneurs better.

It is proposed: that no training opportunity should be facilitated just for the sake of training, or because the

new entrepreneur might think it to be of great need – training cannot be undertaken under the auspices of the tourism plan’s roll-out for the fact that it might be interesting.

Obviously the task of identifying training needs will be one of the first actions to be taken in the process of SMME development, with a clear understanding of local on-the-job training possibilities that exist, and which can be made use of as first priority (see item 4.4.6 above).

A high premium should be placed on appropriate skills training which can preferably be transferred from one venture to another, and presents the real opportunity to enhance empowerment and real capacity building through a process of on-the-job skills transfer opportunities between new SMME owners.

Training should for the larger part only be facilitated on a level equal or higher than NQF level 2 (further training – thus after school qualifications) as this presents the trainee (or learner which is used more recently) with the opportunity to gain a recognised qualification which can be used in other instances to that persons’ advantage. There could be exceptions for instance where individual HDI entrepreneurs may need motivational, leadership or induction training to bring such an entrepreneur with clear potential “up to speed”, and ready to engage tourism services training and other tourism related aspects. A conscious effort must therefore be made to ascertain that the training which is presented to new GCBC programme related entrepreneurs will benefit that individual, not only with the knowledge, but also with a certificate of some form which is nationally and/or formally recognised. Exceptions to this rule should only be entertained in instances where there are real economically motivated merits attached to such training (i.e. agri-training re the planting of herbs and indigenous medicine which might be better executed by a local farmer – also leadership and/or personal motivational or tourism induction courses with the specific outcome of increasing the level of confidence, to function in a global tourism environment, of the prospective individual). This to facilitate a training process in the context of the tourism programme’s roll-out which will created a continuous stream of appropriately trained and skilled people in the tourism sector of the GCBC, which can make a difference in service delivery, and be extended to tourism as an important economic driver in the GCBC.

6 Also envisaged to include existing tourism entrepreneurs who are interested and who have voiced a need for training to empower them to work side by side with HDC entrepreneurs

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It is proposed: that a self-evaluation system, be put in place to determine real value and quality of different

training courses learners attend; that on-the-job training opportunities which are part of THETA system related training

courses, be, for as far as it is possible, negotiated at tourism enterprises inside the GCBC so as to be able to utilise the benefits of having the trainees work there, but also to maximise the opportunities which are created through the SETA system on a local level;

that the budget to drive the training programmes be sourced through the different SETAs as the burden of incorporating training costs into the tourism development plan’s budget will make the whole of the budget just that much to much to present to donors as a realistically development budget;

that an electronic database of applicable courses and training institutions, with a good track records for future training be kept and maintained by the central hub manager and be available for all zone centre managers as a source of reference to realistically facilitate the training needs of individual HDI tourism entrepreneurs in their respective tourism zones.

Instances are known where learners have completed training through the different SETA systems without being sensibly employable afterwards – this makes evaluation of applicability course content and real knowledge transfer, despite the wording of the course heading, an imperative.

5. BRANDING

A comprehensive and creative, exciting branding building roll-out geared to “fit” the whole of the GCBC, commensurate with world class tourism-choice branding needs and which will be embraced by the locals of the region, to be in place within the first 6 months after start-up. Thereafter the branding profile can be refined and extended depending on the specific marketing opportunity that is targeted.

This exercise must, therefore be provided for in the budget without trying to save money on this important part of the total process of programme roll-out, as the brand and brand promise intrinsic to the brand message is what will become the essence of the marketing drive. The quality of work put into this phase, will eventually largely determine the success or failure of the programme’s implementation and the manner in which it will achieve its set goals. It is this process of branding that must assure that paying tourists will want to visit the GCBC and experience all its wonders – as it might be known locally but might not be known or even heard of outside the area. Such brand will be geared to lure in the second time visitor who essentially thought: “…been there, seen the flowers and the mountain – done it…”

It is envisaged that it would be necessary for the TDP to build on the initial brand scoping, research, and building exercise, which has been embarked upon in this Tourism Development Plan, and in which the first phases of this important exercise is indicated as existing of workshops and a research phase. This by conducting participatory experimental branding brain storming sessions at local level in the areas which have been identified as the localities for placing the 8 LCTBCs. This is all important in order to understand the context of the tourism products offered and of those that can be successfully established. It is also extremely relevant for future local-level buy-in to the brand, to also test ideas and tap into the local marketing expertise. The whole exercise will obviously also incorporate previous experience and expertise of the appointed TDP, who will no doubt be familiar with previous successful “messages” which can be included into current branded products and experiences related to the type of product that is on offer in the GCBC: biodiversity conservation and people. Of equal importance is that such brand should

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creatively and strategically provide for a non-competitive, all embracing brand – fit to compete with all other branded tourism experiences in South Africa.

At this early stage one would suggest that the following “ key messages” be included in the branding of the GCBC as a year round tourism destination, as a starting point. These have already been identified in the initial scoping as having merit and established as having acceptable status to enhance both existing and emerging tourism products, services and experiences.

It is important to note that the brand should be sustainably managed and embraced in the GCBC:people in nature * unique * uplifting and positive * promise * value destination * edu-tourism (environment and indigenous people – participative) * quality of life * living history *exciting future * infinite * unique *scenic beauty *living diversity, *personal growth * harmony

The brand is to culminate in a message which fits and transforms the GCBC and its tourism product into a MUST INCLUDE tourism destination and draw in the following response from the various targeted market segments:

MUST-BE focussed on people that can be described as dreamer, educator, scientist

MUST-DO focussed on selling the GCBC as a preferred yuppie destination with status, and also focussed on people like the adventurer, the geographer, the archaeologist, the wanderluster, the botanist, youth and students

MUST-LIVE focussed on people that can be described as greenies, baby-boomers, DINKS (double income no kids), Zoomers (50-plus been there) eco-tourist, health conscious, philanthropist, and the natural sciences community

In many instances branding is an emotional experience that the “custodians” have to experience and believe in before it can be compiled in a coherent whole – thus making the design of a sensible brand a highly cognitive personal and intimate exercise. It is also not a process which can be taken lightly, and time and creativity in developing concepts and contexts is called for. As it is, there are enough context and concepts in this tourism development proposal for the TDP agent to make a start in designing and formulating the correct and appropriate branding message.

6. MARKETING

The goal with the marketing strategy would be to put a multi-dimensional and comprehensive plan in place to roll-out immediately the brand has been established. This exercise must, as is the case with branding, also to be a section of the budget where there are no shortcuts taken. Therefore, some of the items that should be included in the budget would be elements like: stepping up of public relations and strategic communication messages (intensive multi-media

approach - national & international) compilation and release of travel route planners and maps – driving a major domestic

campaign (link with SAT’s sho’t left campaign) assuring a presence at all relevant yield domestic & international consumer and trade shows delegate sectoral marketing to 8 zone centres through the central hub (centres must be

equipped and geared for aggressive and informed marketing of information and services – centre managers will act as drivers in each zone in conjunction with the marketing specialists in the TDP’s team)

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strategic co-operative marketing alliances and partnerships with SANP & WCNCB as well as with SA Tourism, Provincial tourism and local tourism authorities to be actively enhanced and sought.

6.1 Analysis of tourism related statistical data

The South African Domestic Tourism Survey 2001 (commissioned by South African Tourism) was the largest of its type ever undertaken in South Africa and included interviews with 9 527 respondents, detailing their day and overnight trips taken during May 2000 to April 2001. The survey’s results can, therefore, be taken as meaningful and can be acted upon with a high degree of confidence. The results of the research in respect of this document is discussed under item 6 below (also see Annexure F for selected detail), was extremely helpful in understanding the potential for tourism development in the GCBC and the marketing pitch which will be the most probable to succeed - especially when seen in the context of developing a realistic lure to pull tourists from the rather well developed other areas of the Western Cape tourism market.

Likewise research into the current domestic marketing strategy and focus of South African Tourism, recently launched at Indaba 2004, was also of significant assistance in this process. .

The practitioner also had the opportunity to conduct in-depth discussions with SA Tourism’s recently established domestic tourism channelling division at their Management and Marketing Headquarters in Johannesburg. From these discussions it was clear that their strategy, which is based on efforts to effect geographical spread, include the development of local community-based tourism experiences, and addressing seasonality by stimulating the local tourism market through creative and innovative campaigns, holds great potential for marketing of the GCBC as a tourist destination. Timorous and proactive capitalization to “ride” on this wave, is imperative.(Refer the Sho’t Left campaign which has already started to pay dividends despite it being in motion for less than three months – and other current marketing campaigns.)

As a result it is worthwhile to take note of some of the more prominent tourism indicators in respect of the Western Cape, which might be exploited to benefit the potential for tourism development in the GCBC and which will be indicative of the emphasis adopted in the marketing pitch .

The South African Domestic Tourism Survey 2001 found that in 2000, foreign air arrivals spent in the region of R9,7 billion during their stay in the Western Cape, in comparison with R9,2 billion in Gauteng an R4 billion in KwaZulu-Natal (SA Tourism 2001). The study also found that in the period May 2000 to April 2001, domestic tourists took 33,5 million domestic overnight trips and 20,9 million day trips. In this sense the statistical data confirms the assumption that the exploitation of both the international and domestic tourist markets provides the GCBC Tourism Development plan and strategy to be geared towards the opportunity of targeting the captured market to draw visitors to the GCBC. This opportunity will be integrated into and play an important role in the focus of the marketing and public relations campaigns to be conducted during the implementation phases of the programme.

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Domestic Tourists

Source: South African Domestic Tourism Survey 2001

European tourists made up 67% of overseas air arrivals in this country in 2000. The United Kingdom is South Africa's largest source market in respect of overseas tourists (in 2000, 22% of all overseas tourists emanated from the United Kingdom). German tourists constitute 14% of all overseas tourists, and a further 31% are from other European countries. The North American (USA and Canada) market is also significant at 13% of all overseas visitors (Source: Statistics South Africa).

In 2000, the average overseas visitor stayed in South Africa for just over 15 days which is less than recorded in previous years. In general, travellers visiting friends and relatives stay longer than pure holiday tourists. The average length of stay in the Western Cape has not changed considerably over time, and on average, overseas visitors spend 7 to 8 days in Cape Town, 2 days

Number of domestic tourist trips to the Western Cape (May 2000 to April 2001):

4,2 million

Western Cape's percentage share of South Africa's domestic visitor market (May 2000 to April 2001):

13%

Holiday trip share of total domestic tourist trips undertaken to the Western Cape (May 2000 to April 2001):

Most popular regions visited by domestic tourists to the Western Cape (May 2000 to April 2001):

41%

Cape Metropole and the Garden Route

ORIGIN OF OVERSEAS VISITORS TO THE WESTERN CAPE

Source: SA Tourism 2001

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in the Garden Route and 2 days in the rest of the Western Cape. Note that these average stays are not cumulative.

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Hotels are the most common form of accommodation utilised by visitors to South Africa and to the Western Cape. In all 60% of overseas visitors to the Western Cape stay in hotels whilst in the province. Very few overseas visitors make use of game lodge accommodation whilst in the Western Cape, while bed and breakfasts, guesthouses and homes of friends and relatives are important forms of accommodation utilised by overseas visitors to the Western Cape (see emphasis on the development of Homestays and Time-outs as SMME products in the GCBC under item 5.3 below).

NOTE: The high propensity of overnight in hotels could (but has not been ratified), related to the aggressive lateral and vertical marketing alliances and packages offered by mainstream multi-national hotels in the greater Western Cape region. There has also been a distinct swing towards less expensive accommodation since the strengthening of the Rand – and a significant number of post 9/11 travellers have become sensitised to the importance of world cultures – and knowledge of their lifestyles, norms and beliefs. This in turn are important motivators to not only invest their Dollar, Euro and Pounds into community-based tourism which benefits local communities – but offers a rewarding educational alternative to the mainstream “cookie cutter tour” which dominated the packages to South Africa pre-9/11.

The Western Cape has proportionally less visitors staying with friends and relatives than South Africa as a whole. The fact that domestic tourists in the Western Cape travel mainly within their own province (55% of overnight domestic trips originate in the Western Cape), is, however, an important statistic and will receive the dedicated attention in the marketing strategy (national tourists are too frequently understood to mean tourists from Gauteng, while there is a large potential for domestic tourism exploitation on the proverbial doorstep of the GCBC) (Source: South African Domestic Tourism Survey 2001).

ACCOMMODATION UTILISED BY OVERSEAS AND AFRICAN AIR VISITORS


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The purpose for the majority of the domestic overnight trips in South Africa are to visit friends and family (VFR) followed by holiday trips. In the Western Cape overnight VFR trips were more closely followed by overnight holiday trips than in the rest of the country. When comparing the purpose of overnights trips per region it emerge that the West Coast, Breede River, Central Karoo, Garden Route, Klein Karoo and Overberg are predominantly holiday destinations.

The average per capita expenditure for all types of overnight trips in South Africa as a whole in 2001 was R437 of which R182 (42%) was spent on transport, R97 (22%) on accommodation, R105 (24%) on food, R34 (8%) on entertainment and R20 (5%) on gifts. The Western Cape has the highest average expenditure per domestic tourist of all the provinces.

PURPOSE OF OVERNIGHT TRIPS PER REGION OF THE WESTERN CAPE



ORIGIN OF THE WESTERN CAPE’S DOMESTIC TOURISTS

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April and December are the most popular months for domestic trips to the Western Cape. This seasonality correlates with the overall seasonality of all domestic trips to all destinations. Certain areas in the GCBC area, due to their natural attributes, do draw visitors to the region during the months July to September – and this phenomenon holds great significance for the region – which has transcended the barrier of the “trough” season malaise which prevails in most of the greater Western Cape region. The GCBC thus holds great potential to become a year round tourist destination. The South African Domestic Tourism Survey found that during May 2000 to April 2001, domestic tourists took 20,9 million day trips.

AREAS VISITED BY DOMESTIC VISITORS TO THE WESTERN CAPE


WEIGHTED AVERAGE EXPENDITURE PER CAPITA PER TRIP

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As can be expected, day trippers to the Western Cape originated mainly from within the province (92%), with 5% of day trippers originating from Gauteng.

SEASONALITY OF DOMESTIC TOURISM DEMAND FOR THE WESTERN CAPE


ACTIVITY PREFERENCE OF DOMESTIC TOURISTS TO THE WESTERN CAPE


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The above statistics indicate that the potential for tourism development in the GCBC, when taken in context of the tourism flow to the Western Cape as a whole, lies in the development of experiences which will address the needs of a varied tourist market, with realistic, innovative and creative branding, followed by concerted marketing and strategic public relations communication campaign. Such a campaign should identify the following experiences, services and attributes, innovatively packaged in order to facilitate, in an outcomes based manner, the sustained ability of the GCBC to share in the reported R9,7 billion spent by foreign tourists in the Western Cape (albeit in 2000):

Ocean, marine & beach, and nature tourism, shopping, dining, and art are all above the 40% mark for tourism activities that attract visitors to the Western Cape – all of these activities exist in one or other exceptional form in the GCBC, and have high potential to be realistically developed and to be highly competitive with other currently more popular regions in the Western Cape – the naming of the GCBC region as a World Heritage site will further enhance these assets;

Bed and Breakfasts, guesthouses and homes of “friends” are reported as important forms of accommodation utilised by overseas visitors to the Western Cape – the development of Homestays and Time-outs (item 5.3 above) presents the opportunity for HDI SMMEs to share in this market together with tourism accommodation products of high standing already existing in the GCBC area (the fact that in the Western Cape overnight VFR trips were more closely followed by overnight holiday trips than in the rest of the country, should become an important element of the marketing thrust).

PERCEPTIONS OF TOURISTS ON ASPECTS OF TOURISM IN THE WESTERN CAPE


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The combination of the fact that 55% of domestic tourists to the Western Cape are from the Western Cape itself (92% day trippers from the Western Cape), and the fact that Western Cape has the highest average expenditure per domestic tourist of all the provinces, creates the opportunity to direct a realistic but highly intensive marketing drive at this sector of the tourism market, with emphasis on one or two night stays. Once again the combination of existing high level accommodation plus the potential for developing middle income yet high personal care accommodation SMME related products presents realistic exploitable marketing opportunities when coupled to the activity mix described above (the high percentage of visitors who perceive accommodation, services, information, roads and road signage as good in the Western Cape, confirms the viability of this proposition).

The perceived negative in respect of establishing the GCBC as a year round destination lies in the fact that April and December are clearly the preferred times of the year for domestic travellers to take their longer trips. This emphasis can, however, be turned around in respect of the GCBC’s tourism thrust by aggressively marketing the advantages of two night trips and concentrating a section of the marketing effort on luring more short time but more frequent staying local domestic tourists (near the Metropole yet far enough not to be near the city). Also on longer staying but possibly less frequently visiting international tourists in the European summer months (self-drive), with the development of thoroughfare routes from Gauteng to Cape Town and even to the Garden route (or for return trips to Gauteng) (see feeder route development above – item 4.4.5).

The top-10 tourism developments and top-10 tourism investment opportunities in the Western Cape (Annexure F) should also not be perceived as a negative in the sense of where they are situated and for the fact that these developments are all related to the top echelons of the tourism market. On the contrary it is clear from Wesgro's identified tourism market segments in the Western Cape that these segments clearly favour the tourism development potential inherent in the GCBC, as well as the proposed tourism product developments and the ambiance of its thrust as discussed under items 4 and 5 above.

In this regard research at the University of Pretoria (Centre for AfrikaTourism, 2003) has shown that globalisation in all its facets will result in a “shrinking tourism world” with increased tourist demand for “off the beaten track” places, and that targeted product market development (especially theme based) will be primarily orientated to one of the three E’s: entertainment, excitement and education. Destination image development, and positioning of a powerful brand with which the target market can identify, will become increasingly important, as more destinations focus on “image” as a prerequisite to the diversification and expansion of drawing power. It is clear that a significant number of consumers will place increasing importance on sustainable tourism development and ethical business practices when deciding on destinations and the facilities to patronize. According to the research report the “new” tourist will shun mass-market tourism and destinations in favour of a more individualized approach (Homestays – Cook-up with KaMamma and Time-outs) 7. S/He’ll more likely be travelling as an individual than as a member of a group, and s/he’ll (a) prefer exposure to ‘special interests’ rather than general sightseeing (Talking and Walking with Ancestors). S/He’ll be in search of (b) unique experiences (Wupperthal, Op die

7 The product Cook-up with KaMamma, conceptualised and developed by Dreamcatcher in conjunction with various women in other regions of the country, was recently voted best SMME and thus new authentic South African Tourism Product at Indaba 2004. This personalised and participative cuisine experience, has subsequently received major national and international media exposure.

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Berg, Nieuwoudtville) leading to (c) personal fulfilment (Cederberg), s/he’ll want to tangibly experience (d) different cultures (Cook-up with KaMammas and Braai with Bhutis) and (e) interact with locals (Citrusdal, Velddrif, Clanwilliam, Vanrhynsdorp – Homestays and Time-outs).

The products and services identified above, are thus by implication and by preference, also the most important elements of the focus in the implementation of the proposed tourism development plan for the GCBC contained in this document.

As a research document related to Phase 1 of the planning process, the South African Domestic Tourism Survey 2001 was clearly a document of high importance and clear indicator for marketing direction.

7. PROGRAMME ROLL-OUT, TIME FRAME AND RESPONSIBILITIES(First 12 to 24 months)

The complete Tasks Table is attached as Annexure N as it was impractical to include it here in the main report due its format. The tasks in the Tasks Table explain a 6 phased approach (a pre-phase task followed by tasks in 5 sub-phases), and is designed with the specific objective of ensuring that the proposed tourism plan’s roll-out is placed on a sound footing within the first 12 to 24 months.

The tasks mentioned in the Tasks Table in Annexure N are directly linked to the items of the proposed budget. In this sense the tasks contained in the Tasks Tables (both the priority table below, and the tasks list in Annexure N) are budget item specific, which means that programme roll-out directed by the budget - a funding sequence which steers and determines the order in which tasks follow the one upon the other. The completion of these sets of tasks in the demarcated time frames, can and should, therefore, also serves as a first monitoring tool against which roll-out progress should be measured.

It is proposed: that monitoring as process, should be carried out every six months in any event, by requiring

six monthly written progress reports from the appointed TDP; that these reports to be submitted to the GCBC project co-ordinator, and a copy thereof be

sent to each of the managers of already established zone centres for circulation to their local stakeholders;

that the TDP presents the content of such reports at the first GCBC steering committee meeting following the report date.

that the GCBC steering committee appoint from their midst, 4 people who will be responsible to undertake a six monthly ground visit during which time progress can be monitored but also evaluated and during which visit contact between the steering committee and the people on the ground can be maintained.

Last mentioned aspect of continuous contact between the GCBC steering committee and the local-level people. is considered to be of utmost importance as people need to know who their benefactors are, and who they must go to for final answers when experiencing problems – otherwise the steering committee remains a faceless mass without identity.

If the proposed tourism development plan is accepted as the guideline for programme implementation, the first 12 to 24 months of programme roll-out will require ground breaking and hard work, and it is, therefore, clearly stated here, that it is the GCBC steering committee’s

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responsibility to enable the TDP they appoint, to conduct the indicated activities by appropriating a realistic budget and the mandate for implementation of the tasks. The tasks for implementation during the first 12 to 24 months period have been deliberately ordered in the manner they have been, to ascertain a good grounding for third up to fifth year roll-out and completion of implementation.

It is proposed: that short falls in the proposed budget (once it has been finalised and approved by the GCBC

steering committee) should actively be sourced as a matter of urgency, either from donors or through processes of bridging funding negotiated with institutions that support the purpose and direction of the planned development of the GCBC as a whole, so that the related tasks can be completed successfully.

The proposed budget (see item 10 below and Annexure A), which demarcates the to be implemented tasks, is drawn up with the assumption that the appointed TDP (multi-disciplinary team of experts – see item 4.1) will be enabled to commit 24, 8 hour work days per month during the first 12 months – tapering to a commitment of 18 work days per month for the second 12 months of implementation - so as to realistically ensure that the proposed roll-out will be driven with responsibility and accountability and to ensure that product development and establishment of business ventures are conducted on a sound basis (in certain instances implementation denotes culture change processes which take time and are not merely achieved by throwing money at the problems encountered) . In any other context, and in any other frame work for roll-out, the set goal of five years for implementation of sustainable tourism related ventures in such number and quality as to really make a difference in the creation of sustainable livelihoods for the HDCs involved in the tourism planning for the GCBC, will be difficult to achieve (the programme for tourism development is complex in nature, and has a multitude of elements which have to synchronised simultaneously, and therefore needs to be timed precisely to achieve successful end results).

The approach was constantly to set-up the proposed phased tasks mentioned in Annexure N, in such a manner as not to tolerate a too cautious an approach to that which has to be achieved in the first 12 to 18 months. The phased tasks presented, are perceived as realistic, achievable, and could even surpass the set objectives to be achieved in the first 12 to 24 months as proposed by this plan., provided all the factors to be addressed, are completed with equal vigour and commitment by not only the TDP, but also of the local communities committed to the plan and the transformation imperatives addressed therein (includes new HDI SMMEs and a significant number of local current enterprise).

It is proposed: that the TDP (team) carry the burden of responsibility and accountability for implementing all

the under-mentioned tasks;

As the capacities of the to-be -appointed implementing team is not known, the aspect of being responsible could not be demarcated in finer detail than that presented here (item 4.4.1 states the capacities which are proposed that should be present in an implementing team). It is assumed that the TDP will sub-divide the tasks among the team members and create an own responsibility and accountability list. In the end it must, however, be the TDP that has to take responsibility for implementation.

It is also proposed: that the monitoring and evaluation functions will vest within the ambit of the GCBC project

co-ordinator and with the GCBC steering committee.

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This implies co-responsibility and accountability to ascertain that all tasks have been implemented correctly, and that they would be in a position to re-direct pro-actively and in time, as well as to understand why for one or other reason, the implementation of a task could not be completed in the allotted time frame.

It is further proposed: that the ultimate responsibility to oversee the implementation of this proposed tourism

development plan, in which ever form it is accepted for implementation by the steering committee, remains the responsibility of the steering committee, as they represent the highest body of authority for overseeing the implementation of the process

How the GCBC steering committee manages this responsibility, or how and to who they will delegate the responsibility, remains their prerogative. It is proposed: that the order and content of all tasks should be finally collated between the TDP

in consultation with the GCBC project co-ordinator, and should be fine tuned to fit in with the realities of the budget (availability of funds, and the probability to source funding for certain tasks should be the criteria for completing such a task).

7.1 Priority list of phased programme roll-out(12 – 24 months)

The priority phased Tasks Table below must be read with the Tasks Table in Annexure N, and with the proposed budget (Annexure A), in order to understand the different tasks in the context of the budget, from where the tasks all originate.

Task Nr PRIORITIES FOR PHASED PROGRAMM TASKS ROLL-OUT FIRST 12 to 24 MONTHS Priority

0Pre-Phase: (Start of programme roll-out) Appoint Tourism Development Practitioner: This activity has to be completed before any other work can be commissioned (see item 9 below for capacity, proficiency and responsibilities of this practitioner)

1

1 Phase 1a: Public relations, communications and marketing (International and National Marketing) 2

2 Phase 1b: Establish and manage Central GCBC Community Tourism Hub 3

3 Phase 2a: Establish and manage Local Community Tourism Business Centres 4

4 Phase 2b: Establish tourism related SMMEs and business ventures 5

5 Phase 3: Establish e-based GCBC community products marketing network 8

6 Phase 3a: Determine needs, and co-ordinate outcomes based training and skills transfer 6

7Phase 4: Establish Household-based Sustainable Use Ventures (sales into e-based GCBC community products marketing network and in situ sales into local market with sales into tourist market a bonus)

7

8 Phase 5: Link existing tourism products to new SMMEs 9

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7.2 Phases, tasks, and time frames in programme roll-out

As mentioned under item 7.1 the Tasks Table in Annexure N must be read with the proposed budget, to be understood. Note that amounts for whole tasks have been indicated in the Tasks Table only, as some of the budget items are not task related and can thus not be logically included in the Tasks Table. Keep in mind that executing some tasks lie on a cognitive level, and needs to be evaluated as such (more difficult to implement and evaluate than for instance evaluating the execution of a task related to the construction of a building which starts on day 1 and ends on 120 and can be closely monitored).

Time frames = monitoring & evaluation of tasks completed

It is proposed: that monitoring & evaluation and re-direct of tasks be conducted @ ½ way of completion of

specific task’s time frame where realistically possible.

8. IMPLEMENTATION CHALLENGES AND SUSTAINABILITY

The challenges posed to implementing this proposed tourism development plan, are not more than those present in different levels of scale in any implementation of development projects, whatever the nature thereof. The tasks set are realistic and achievable (and have been achieved elsewhere) so as not to pose so-called “killer- challenges”. There are, however, surely a myriad of detailed challenges that can be jotted down for the sake of being complete in the extreme. Suffice it to say that failing to set-up the main structure of the proposed GCBC Community Tourism Network (levels 1 – 3 in the diagram at item 4), for whatever reason, will constitute a failure and the rectifying thereof should be construed as a major challenge as the programme would have lost quite a large section of its credibility – be that due to the steering committee causing this to happen or through actions of the TDP, or the community at grass-roots level.

It is not perceived that there are major challenges posed to implementation of the proposed tourism development plan, and the securing of sustainability in the different sections of the proposed plan, for as far as it is humanly possible to implement the plan without major events happening which are totally outside the control of the steering committee or the TDP. In this instance one means major natural disasters, or an absolute freeze of funding, or total political lockout of the TDP in all proposed local tourism zones, or such an escalation in terrorism related acts, or criminal activities for that matter, that it becomes really unsafe for “outsiders” to travel in the area where the programme has to roll-out. That some of the new projects will fail to achieve financial sustainability and cease to exist is a given, and should be accepted as “…going with the territory…” – always assuming that the TDP has taken all the necessary ratifying steps to ascertain that possibilities for failure of that specific project has been reduced to the absolute minimum and that the event happened without the TDP having any control over it taking place.

However, there are some challenges, although not insurmountable, that can cause serious disruption to implementation and have negative effects on achieving responsible and accountable roll-out of the proposed programme, as well as on the sustainable delivery thereof in the proposed full time frame of five years.

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The first of these is related to financial matters that cannot be solved due to not being able to source funding at the right time or not at all (sounds obvious but this is really a detrimental element of the programme’s roll-out, and will have direct effect on achieving goals in the time frames set – can lead to participant despondency, and even de-motivation of the TDP).

Secondly a failure in the appointed TDP’s team make-up that causes it not to be able to implement certain important sections of the plan, as for instance the strategic communications and marketing plan, or the realistic and responsible establishment of transformation oriented and tourism related SMMEs (this will mean that the whole exercise was wasted as the real reason for implementing this tourism plan is to be able to effect biodiversity conservation through sustainable use that leads to economic income generating venture creation among HDCs in the GCBC).

The third perceived challenge is closely related to the second big challenge, but can be influenced for other reasons than stated there. A large challenge that can be faced in programme roll-out is that the branding or the marketing strategy can fail to attract the necessary tourists into the area so as to sustain existing and new tourism enterprises (to an extent this also sounds obvious but it must be understood that political or economic occurrences in other parts of the country or of the world for that matter (11 September 2001), can have an effect on the success of a marketing strategy – one presumes the TDP will be of such a professional, credible standing as to be able to complete a realistic and relevant branding exercise, compile and execute a relevant and applicable marketing strategy, and be able to adapt to posed circumstances - this eventuality could have the same effect on participants and the TDP as stated under the second point).

The fourth challenge is perceived to lie in managing the interface between people and the conservation of biodiversity. Despite all the right words being used in policy documents as to how conservation should benefit local people, the failure, (both perceived and real), to be sincere and honest with these statements, can inhibit any programme related to biodiversity use and consequently also loose its bid to conserve nature. If conservationists who are in management positions, and have any influence on the roll-out of this programme, do not believe that ordinary people can play a major role in perpetuating conservation, the task of any TDP will be an uphill struggle – since at the very heart of this plan lies the philosophy that tourism happens where people live IN nature – and that these people (locals) are the custodians of the natural environment of this sensitive environmental wonderland. There are, however, surprisingly rewarding success stories where conservationists and people reached workable solutions through sustainable use (see Annexure M). By claiming conservation principles, but actually implementing with preservationist principles, the whole exercise started for the development of the GCBC will be a waste of time, money, effort, and lead to a great loss of faith in the WCNCB as organisation by community and donors alike. This might also sound as if it is stating the obvious as all people involved in the GCBC programme present and/or report active pursuit of sustainable use. The briefs for the different consultants are formatted accordingly and the funding application to the Critical Ecosystem Partnership Fund (despite the semantics attached to the meaning of this fund’s name), profess people in a process of sustainable use, which is also in line with the principle of a corridor approach to biodiversity conservation of which the GCBC is an excellent example. It must, however, be understood that people also understand and interpret concepts differently, so that the meaning which one person attaches to a concept means something totally different to another.

Therefore, it is imperative that the WCNCB indicate what they mean when they indicate sustainable use as driver for biodiversity conservation. This must be correctly and clearly communicated to the TDP before any task is embarked upon in respect of this proposed tourism plan: viz exactly what people may and may not use, to where the WCNCB is prepared to go with commercialisation of resource use, and to what extent tourists will be allowed to use the natural

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beauty locked up in the totality called the GCBC. If there was ever a reason for tackling the implementation of the tourism development plan in an appropriately composed multi-disciplinary team (the appointed TDP and the GCBC management structures), it is this aspect of the tourism development plan that forces this type of approach onto the implementation process. This merging of expertise to achieve the goals of the tourism plan has just as much to do with the absolute preservation of the snow protea as it has to do with presenting the Berg river canoe marathon on a purportedly protected river system. The possibility of this specific challenge having large scale negative effects on the roll-out of the tourism plan, has to be stated, and clearly understood by all involved – not for the sake of management and the implementer, but for the sake of the people and the conservation of the biodiversity we all purport to be serving in the endeavour called the GCBC.

The fifth challenge to overcome lies in the fact that tourism is a highly competitive multi-national globalised industry – competition and protectionism is rife. This poses opportunities to differentiate the GCBC from other products and regions, but also to create large opposition to success that might negatively impact on tourism success in other parts of the Western Cape from where it is perceived tourists will be drawn into the GCBC to the economic detriment of the other so-called well established and more frequented tourism destinations in the WC. The GCBC project co-ordinator and the TDP must keep this phenomenon in mind in all marketing, branding and product development actions.

The sixth challenge lies in the fact that transformation in terms of facilitated gainful and profitable tourism business access for historically disadvantaged individuals, has been visibly retarded, despite the fact that South Africa is in its 11 th year of democratic transformation. This phenomenon is glaringly evident in the greater GCBC area. In fact the GCBC region is seriously lagging behind other regions it hopes to compete against for tourist, funding and investment. This phenomenon does pose a challenge to the TDP and will afford such appointed practice with the opportunity to call upon their past knowledge and experience to utilise a sensitive, hands one, knowledgeable management process to facilitate this all crucial transformation process – not only for the sake of the people - but also for the future of the natural environmental heritage of the GCBC region.

The seventh challenge is related to the management of the roll-out of the tourism development plan in an ecologically and socially sustainable manner. All effort will have to put into pro-active management made possible through multi-disciplinary implementation. This task should be seen as a common responsibility, and all parties involved in the roll-out of the tourism development plan should at all times feel free to comment on this very sensitive and important issue, as over utilisation or over exposure of cultural niches to tourists can negatively influence exactly that which has to bring the tourists to the area in the first place. It is extremely difficult to lay down rules here, as any manner of deviation in either way (either to stringent regulatory, or to loosely regulated) can cause negative results. Care should thus be taken to evaluate this element in all implementation task in the tourism plan’s roll-out, no matter how insignificant it might seem at the time (transparent communication holds the key here). The TDP in consultation with the GCBC project co-ordinator should work out a set of questions which have to be answered in the positive for more that 85% before developments are implemented. How this questionnaire should look and what it should entail, is a process the TDP and the GCBC project co-ordinator will have to decide upon – but that the high percentage in positive answers to such a set specific questions is important to ascertain that this element is managed properly and accountably, should not be doubted (the questionnaire could also be turned around to have a very high percentage of negative answers to specific and detailed questions before implementation takes place).

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9. THE TOURISM DEVELOPMENT PRACTITIONER

9.1 Appointment: capacity and proficiency

It is proposed: that the GCBC project co-ordinator in consultation with the GCBC Steering Committee

activate and conclude processes of advertisement for, selection of, and appointment of the TDP. that proposed that the TDP ideally be an appropriately transformation and BEE compliant multi-disciplinary team consisting of professional members who have a proven record(s) of being able to successfully conceptualise, develop, and implement:

high level strategic communications, public relations and national and international tourism marketing campaigns,

IDP focussed tourism related SMMEs and BEE business ventures, processes for identification of training and skills transfer needs in HDCs relating to ventures

creation, and to implement processes to address these needs, have access to/ or have in-house ability to channel business to the SMMEs, biodiversity conservation through sustainable use leading to economic income generating

venture creation among HDCs, processes related to the appropriate management of large sums of donor funding, with

adequate accounting systems, complex tourism oriented development programmes and their roll-out on all levels for a

duration of at least three years, be a well-connected, credible roll player in the business of tourism business access, have the necessary standing, expertise and experience to be in a position to negotiate and

facilitate at all levels within the various authority structures and communities to be involved in the GCBC tourism development plan.

9.2 Responsibilities of the Tourism Development Practitioner

It is proposed that the Tourism Development Practitioner (team) be capable of taking responsibility for the following tasks in programme roll-out: to conduct and implement all marketing related aspects of programme, including branding,

marketing, PR and communications actions (national and international), to compile, or co-ordinate and have access to agents for the compilation of all multi-media

marketing material, to appropriately liase with International, National, Provincial and Local tourism authorities, to take overall responsibility for functioning of the GCBC Central Tourism Business Hub and

overall programme roll-out, to identify, conceptualise, and conduct business designs with the compilation of business plans

for SMME and ventures creation, to co-ordinate and take responsibility to ascertain that new SMMEs and ventures comply with

all legal matters pertaining to their functioning, to source and access different funding streams (different international and government levels),

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to link with different government levels re tourism SMME establishment, and to effect the transformation imperative through the ventures and SMMEs created,

to identify the needs and the venues for business training, to establish, facilitate and manage the e-based GCBC Community Products Network, to establish e-commerce ventures re marketing and sales of all programme relevant products

on local level, to establish and maintain an e-based tourism marketing, tourism promotion, and bookings

network, and assist in product development, to establish and drive community-based sustainable use ventures creation (product

manufacturing focussed on tourist product development and sales), to conduct and facilitate community participative development processes related to the

establishment of community-based projects (project identification, conceptualisation, planning, phasing, implementation, roll-out, and budgeting for purposes of business plan compilation and securing of donorships),

to establish, facilitate and co-ordinate the functioning of the Local Community Tourism Business Centres and the Managers placed at 8 Local Municipalities,

to have access to and be able to in-source and co-ordinate expertise re: Sustainable tourism media links with international media and international hospitality

trade. Public relations regarding sustainable tourism development, Events management, and assistance in the design and development of multi-media

marketing material Liaison and facilitation of the political perspective from national level down to local

municipality level Communications with political parties for high level buy-in in programme emphasis re

transformation and with government departments re funding and assistance to programme and SMME development

Link with Provincial government - imperative for sourcing government funding for ventures - link with Red Door Initiative and also with Red Door network building (Western Cape Provincial Government)

to merge existing tourism activities and ventures with newly created SMMEs through development and facilitation of community participative processes (focus on enhancing all elements of the Ancestral Route),

to draft generic documents of agreement (MoUs) between LCTBC and Central Hub, to draft generic documents of agreement between labourers and land-owners re

partnerships in the establishment and management of Time-outs, to draft generic documents of agreement between community members who go into a

partnership for their own SMME or venture (legal terms of reference for business management),

to co-ordinate and facilitate in-job training of LCTBC Managers in sales and marketing techniques,

to compile a realistic skills inventory of participating communities, and conduct or manage action research into the intensity and subsistence needs of resource use among communities (biodiversity conservation imperative through environment friendly tourism development),

to understand the need to perpetuate local ecological indigenous knowledge systems so as to apply in product development and design of new and innovative marketable products that can be manufactured in a small production line systems, in order to enhance tourism product and the conservation of biodiversity.

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10 . PROPOSED BUDGET

The proposed budget, which is perceived to be reasonable and applicable to enable the TDP to complete the tasks as indicated under item 7 above, is attached as Annexure A. The budget must be read with the section, Specific Tasks in Programme Roll-out presented in Annexure N. It should be noted that in the majority of projects to be implemented (i.e. Homestays and Time-outs, or sustainable ventures), subsidy costs were included in the budget, with the assumption that funds will be sourced from outside donors or funding institutions to fund the larger costs for individual projects implementation. At some instances (i.e. the tourism related SMMEs) a proposed amount to kick start that section of programme roll-out is indicated only – still with the assumption of finding the larger part of total implementation costs through the same channels as mentioned above.

It is proposed: that the TDP and the GCBC project co-ordinator, assisted by the central hub manager and the

zone centre mangers, all work together to source funding for the implementation of the different projects, and that in this instance the responsibility for this activity be shared between the TDP and the GCBC project co-ordinator.

10.1 Explanations of costing in proposed budget

Professional fees of the TDP have been costed against the following assumptions:

Use of own vehicles (or hire within confines of budgeted amounts for travel expenses in this regard – see below);

Professional fees worked on is considered very reasonable @ R1,800 / work day = R225 / hour for the first 12 months with a raise of 7,5% in work day fees for the second 12 months (if length of implementation is guaranteed for first 24 months) – in any other configuration which is lower than these tariffs any TDP will find it difficult to implement the plan, as work day fees for the quality of people it is proposed to be used in programme roll-out [as well as those to be in-sourced], usually charge an hourly rate of between R250 and R310, which calculates to between R2,000 and R2,480 per work day of 8 hours – the only bargaining point can be surety of tenure for 24 months at the proposed work day rates used in the proposed budget) – obviously the GCBC steering committee can decide to up the budget to the stated professional fees, as that is their prerogative);

Time budgeted for TDP (team) to complete all tasks in proposed programme roll-out in first 12 months cannot realistically be less than 24 work days per month, while this figure lowers slightly in the second 12 months to 18 work days per month x 12 months per year;

Operational expenses for the TDP (team) and in-sourced experts is realistically costed at 20% of professional fees – CSIR standard;

Travel expenses costed at R2-25 / km (compares favourably with, but is still below AA rates for 1600cc engine vehicles);

Accommodation costed at R350 / night including meals/ - accommodation in kind supplied by local product owners and local authorities is difficult to calculate and should be taken as an advantage to the budget as no claims will be entered against travel cost for such trips;

Planning sessions re high quality and high profile projects, plus for route content planning and the presentation of brain storming sessions to complete these tasks, are budgeted for additionally to the 24 work days per month the implementing agent commits to in the first 12

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months, due to time and intensity the completion of these specific tasks require – fees for these tasks (Task 1.3 – Phase 1a – see budget) have been costed additionally, plus additional operational expenses, in order to make up for the TDP’s extra time spent on these tasks.

Budget costed in terms of phased roll-out in first 12 – 24 months will be difficult to curtail as the Tasks indicated are the minimum required to create realistic implementation momentum in first year (budget for year 3 to 5 will be considerable less than for first 24 months as set-up costs in first 12 months use up large amounts of money) – that is why a prioritised Tasks Table has been worked out so as to be able to work out cash flow in the programme’s roll-out and to pro-actively source funding for the different tasks’ implementation (note that professional fees are calculated in the budget at the pre-phase and not again at each cost centre of the budget, with the exception stated under 10.1.7).

OOOOO

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