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HESSEQUA EXPLORERS GARDEN ROUTE

TOURISM FRAMEWORK DRAFT

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TABLE OF CONTENT

1. LEGISLATIVE FRAMEWORK

1.1. NATIONAL LEGISLATION

1.2. NATIONAL & PROVINCIAL POLICIES

1.3. REGIONAL POLICY

2. SITUATION ANALYSIS

2.1. SOUTH AFRICAN ECONOMY

2.2. HESSEQUA TOURISM – AN OVERVIEW

3. STRATEGIC PRIORITIES

3.1. NATIONAL PRIORITIES

3.2. PROVINCIAL PRIORITIES

4. INSTIUTIONAL ARRANGEMENT

5. PROPOSED PRIORITY OBJECTIVES FOR HESSEQUA

5.1. DESTINATION IDENTITY & PROMOTION

5.2. MARKET RESEARCH & LINKAGES TO NICH ACTIVITY

5.3. EVENTS & EXHIBITIONS

5.4. TOURISM DEVELOPMENT

5.5. INSTITUTIONAL ARRANGEMENTS

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1. LEGISLATIVE MANDATE

1.1. NATIONAL LEGISLATION

Tourism Act No. 3 of 2014 makes provisions for the development and promotion of

sustainable tourism for the social, economic and environmental benefit of South African

citizens.

The objectives of Tourism Act No. 3 of 2014 include:

• Promotion of responsible tourism practices;

• Provisions for the effective marketing of South Africa, both domestically and internationally

through South African Tourism (SAT);

• Promotion of quality tourism products and services;

• Promotion of economic growth and development of the sector;

• Establishment of concrete intergovernmental relations to develop and manage tourism

The National Tourism Act No.3 of 2014 embraces the National Tourism Sector Strategy (NTSS) as

part of the legislative framework for the management and development of tourism. The Act will

enable the sector to address gaps identified during the review process pertaining to the lack of

knowledge and information about the sector; the lack of adequate structures for the

management of tourism; SMME transformation and the lack of service excellence in the sector.

1.2. POLICY MANDATES

Key policies considered are:

• National development plan

The National Development Plan represent a vision for South Africa in 2030. It states that

“… by 2030, we seek to eliminate poverty and reduce inequality. We seek a country

wherein all citizens have capabilities to grasp ever broadening opportunities available.”

The NDP have very specific plans and interventions across all sectors of the socio-economic

spectrum to enable the achievement of this vision.

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• New growth path

The New Growth Path is the South African government’s vision to place jobs and decent

work at the centre of economic policy. It sets a target of five million new jobs to be created

by 2020. It sets out the key jobs drivers and the priority sectors. It is based on strong and

sustained, inclusive economic growth and the rebuilding of the productive sectors of the

economy.

• Medium term strategic framework

This Medium Term Strategic Framework (MTSF) is Government’s strategic plan for the

2014-2019 electoral term. The MTSF sets out the actions Government will take and targets

to be achieved. It also provides a framework for the other plans of national, provincial and

local government.

• Provincial policy framework:

In our review of the policy framework at provincial level we have reviewed the following

documents:

• OneCape2040

The OneCape 2040 vision was developed by a broad range of stakeholders and

envisage six transitions. The vision is a highly skilled, innovation-driven, resource-

efficient, connected, high opportunity and collaborative society.

• Provincial strategic plan (PSP)

The PSP sets out the five provincial strategic goals, which are:

PSG 1 – Creating opportunities for economic growth and jobs

PSG 2 – Improve education outcomes and opportunities for youth development

PSG 3 – Increase wellness, safety and tackle social ills

PSG 4 – build a quality living environment, resilient to climate change

PSG 5 – Embed good governance and integrated service delivery through

partnerships and spatial alignment.

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DEDAT is the lead partner and through its programmes and activities contribute to PSG 1. The

following strategic priorities have been identified by DEDAT:

▪ Invest in growing, attracting and retaining the skills required by our economy

▪ Support entrepreneurs and small businesses to thrive

▪ Make it easier to do business by addressing red tape

▪ Invest in high quality, efficient and competitive infrastructure

▪ Rebrand the region to increase internal and external investment

▪ Open markets for Western Cape firms and key sectors wanting to export

▪ Ensure our economic, social and environmental sustainability

▪ Demonstrate leadership which promotes an improved regional economic eco-system

(governance) and embraces innovation

▪ Improve our visitor economy through destination marketing

1.3. REGIONAL POLICY FRAMEWORK

In our review of the policy framework at district level we have reviewed the following

documents:

• Garden Route and Klein Karoo tourism strategy

• Eden District Spatial Development Plan

Policy frameworks at municipal level:

• Local Economic Development PACA Strategy of Hessequa Municipality

• Integrated Development Plan of Hessequa Municipality

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2. SITUATION ANALYIS

2.1. SOUTH AFRICAN ECONOMY

According to the Reserve Bank and National Treasury in the Medium Term Budget Policy

Statement (2014:3), there has been a deterioration of South Africa’s economic growth

performance with GDP growth estimated to reach only 1.4% in 2014, down from the 3.6%

in 2011. It is, however, estimated that growth will rise to 2.5% in 2015. This slower growth

has led to continued concern about the country’s growth prospects and ability to finance

debt along with the growing current account deficit. Also, GDP growth for Q3 2014 was

very flat at 1.4% q-o-q. (StatsSA, 2015). However, it is forecast by National Treasury (2014)

that GDP growth is to improve over the medium term to reach 3.0% in 2017, as

infrastructure constraints ease, private investment recovers and exports growth. This is still

far from the 5% minimum annual GDP growth required by the National Development Plan

(NDP) to create employment, overcome poverty and reduce inequality.

According to the National Treasury (2014: 9), economic slowdown experienced has been a

result of structural constraints in the economy limiting growth. These limiting structural

constraints include tight electricity supply, labour tensions, skills shortages and transport

constraints. There are structural changes occurring in the economy at present which need

to be accelerated through private-sector investment along with structural reforms to

enhance labour-intensity growth and achieve job creation and economic growth.

Tourism performance

National tourist arrival numbers were down in 2015, affected largely by the visa regulations

for children that discouraged families from visiting because of the red tape and

inconvenience. Total tourist arrivals declined 7% from 9.5 million in 2014 (Jan to Dec) to

8.9 million in 2015. Other factors that may have had a negative effect on tourism are

perceptions of personal safety risks due to crime, motor vehicle accidents, infectious

diseases and incidents of violent protest; and increasing competition from other

destinations.

Despite the national trends, research by Wesgro shows that the Garden Route and Klein

Karoo region has performed relatively well, with record numbers of visitors to the National

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Parks and Cango Caves in the Summer Season of 2014/15. This growth was driven largely by

domestic visitor increases, and is despite a slight decline in the numbers of overseas visitors

between the Summer Seasons of 2013/14 to 2014/15.

The annual regional tourism trends indicate a growing share of overseas visitors (rising from

39% to 44% in the previous year). This is indicative of a significant growth in out-of-season

overseas visitors. The top international markets to the region were Germany, United

Kingdom and Netherlands, with a significant increase in the number of German visitors.

There has been a slight increase in business and educational visitors, and a large increase in

the proportion of young visitors (21 - 35 years old). Other clear trends include visitors staying

for longer and a rising interest in culture and heritage activities. Opportunities for future

growth can be seen in the increasing dominance of the internet as a source of travel

information, the growing interest in food and wine activities, and the nomination of South

Africa as the number 1 adventure tourism destination for 2016 by Virtuoso (a renowned

global travel publishing house).

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1.2. SUMMARY OF GARDEN ROUTE & KLEIN KAROO TOURISM PERFROMANCE (2015 – 2016)

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2.2. HESSEQUA TOURISM - AN OVERVIEW

The Explorer’s Garden Route (Hessequa Tourism) falls within the Eden District Municipal

area and is part of the 7 Municipal regions in the Eden District under the Garden Route and

Klein Karoo regional tourism umbrella. The regions have complementary attractions with

the Garden Route stretching along the South Cape coastline and characterised by a number

of scenic places that include beaches, mountains, forests, conservation areas, and heritage

sites. The semi-arid Klein Karoo region is home to attractions such as the Cango Caves,

ostrich and wine farms, nature reserves, and a number of art and cultural events. Both

regions offer high quality tourism experiences for road-trippers, adventurers, sportsmen,

foodies, and anyone who appreciates nature, art, culture and heritage. The two regions

have been marketed together by the national, provincial and local authorities responsible

for tourism marketing and development for several years.

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There are seven local municipalities within the district and they all provide funding for local

tourism offices (LTOs) which are either independent, non-profit organisations or

departments within the municipality. Those with external LTOs use a range of

organisational and funding models with some LTOs funded exclusively with public funds,

and others that supplement their grant funding with membership fees and corporate

sponsorship. A summary of the towns and their LTOs is provided in the following table.

Summary of towns and LTOs in the Garden Route and Klein Karoo

Municipality Settlements

with a pop over

2000

Population

(2011

Census)

Area

(km2)

Density

(p/km2)

LTO Institutional arrangements

Bitou Plettenberg

Bay, Kranshoek,

Kurland

49 162 992 49.6 Plett Tourism Plett Tourism is an independent non-profit

organisation with a board of directors and an

executive chair who manager the operation. In

addition to a grant from the Municipality,

funds are raised from corporate sponsorships

and events.

George George,

Wilderness,

Uniondale

Haarlem

193 672 5 191 37.3 George

Municipality

The municipality employs two people who are

responsible for tourism coordination and

development.

Hessequa Riversdale,

Heidelberg,

Albertinia,

Stilbaai,

Slangrivier

52 642 5 733 9.2 Hessequa

Municipality

A Tourism manager is employed by the

municipality to coordinate with local volunteer

organisations

Kannaland Ladismith,

Calitzdorp,

Vanwyksdorp

, Zoar

24 767 4 758 5.2 Ladismith

Tourism

Calitzdorp

Tourism

Both local tourism offices are funded

by the municipality

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Knysna Knysna,

Sedgefield,

Rheenendal

68 659 1 109 61.9 Knysna and

Partners

(previously

Knysna

Tourism)

Knysna and Partners is an independent non-

profit organisation that is governed by a board

of directors and receives a grant from the

municipality. Additional funds are raised from

corporate sponsorship and events.

Mossel Bay Mossel Bay,

Groot Brak,

Hartenbos, Klein

Brak

89 430 2 011 44.5 Mossel Bay

Tourism

Mossel Bay Tourism is an independent non-

profit organisation with a board of directors. It

receives an annual grant from the Municipality

and raises funds from membership fees and

events.

Oudtshoorn Oudtshoorn,

Dysselsdorp, De

Rust

95 933 3 537 27.1 Oudtshoorn

Tourism

An independent non-profit organisation,

Oudtshoorn Tourism receives a grant from the

Municipality and membership fees.

Total 574 265 23 331 24.6

3. STRATEGIC PRIORITIES

3.1. Provincial strategic priorities

Provincial Strategic Objective 1: Creating opportunities for growth and jobs states that one

of the comparative advantages of the Western Cape is a “thriving international tourism

industry with strong links to the creative and cultural sectors”. The Western Cape

Government’s “growth strategy is based on the province’s comparative advantages. This

involves a combination of knowledge intensity, cultural activity, multi-dimensional tourism,

lifestyle attractiveness and location”.

The Western Cape Department of Economic Development and Tourism (DEDAT) have the

statutory and legislative provincial mandate for tourism. It provides strategic direction,

facilitation and implementation of initiatives to ensure that there is economic growth and

job creation in the tourism industry. The Tourism, Trade and Investment Promotion Act,

2013, provides for tourism destination marketing to be implemented by Wesgro, a public

entity.

The following section provides an overview of the provincial objectives for tourism:

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DEDAT's vision is a Western Cape that has a vibrant, innovative, and sustainable economy,

characterised by growth, employment and equitable opportunities, and built on the full

potential of all. The provincial goal is to create the opportunities for businesses and citizens

to grow the economy and employment. This will be achieved by embracing five key focus

areas in tourism:

1. To implement a 5-year demand-led tourism strategy by providing a solid platform that

ensures:

• Driving stakeholder engagements to achieve the vision.

• Facilitating strong viable partnerships that produce lasting change in the tourism

economy.

• Addressing industry blockages and reducing red tape with relevant stakeholders on

a case-by-case basis.

• Developing the destination’s competitive identity based on research and insights.

Conducting and co-ordinating quantitative and qualitative market research efforts,

including: information gathering, data gathering, industry size, shape and trend

analysis.

• Ensuring effective and integrated tourism planning that includes providing the

relevant provincial strategy, policy and legislation.

2. To develop and manage the Western Cape as a tourism destination for improved

global competitiveness, by:

• Minimising the impact of tourism on the environment through the adoption and

promotion of responsible tourism in everything we do.

• Facilitating access by land and air to and within the destination.

• Developing tourism sites, attractions, facilities, routes, niche markets and

infrastructure, with a greater emphasis on rural development in order to spread

the benefits of tourism throughout the region (geographic spread).

• Ensuring that supply-side measures (quality assurance, safety and support and

road signage) are in place to enhance the tourism visitor experience.

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3. To increase visitor numbers, spend and length of stay by promoting the Western

Cape, by:

• Branding the Western Cape as an integrated holistic destination experience

(taking into account benefit and leverage of other sectors).

• Promoting lifestyle experiences to domestic and international markets and

providing market linkages for business.

• Promoting business tourism (meetings, incentives, conferencing, exhibitions and

events) to domestic and international markets.

• Providing market exposure to emerging and established events that will further

increase footfall.

• Reducing the impact of seasonality, by increasing visitor numbers during the low

season.

4. To create an enabling environment for business to succeed in the tourism industry,

by:

• Facilitating demand-led training programmes.

• Ensuring compliance with the National Tourism Sector Charter.

• Facilitating market access opportunities for tourism businesses.

• Regulating and developing a sustainable tourist guiding sub-sector.

5. To bridge the gap between supply and demand (skills) in the tourism industry, by:

• Finalising a Western Cape Sector Skills Plan for the tourism industry.

• Creating a pool of learners/students with increased skills for employability.

• Promoting a culture of Service Excellence in the current workforce.

• Ensuring co-ordination between all education and training institutions and the

private sector.

A provincial Integrated Tourism Development Framework was developed in 2002. It

was updated and renamed the Western Cape Tourism Development Plan in 2009.

As the plan evolved, a series of competitive advantages, or niches, were identified for

coordinated destination marketing for the province.

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According to Wesgro, the current priorities (or niches) are:

(i) Design and Culture;

(ii) Wine and Cuisine;

(iii) Youth and Student (target market);

(iv) Agri-tourism;

(v) Adventure; and

(vi) Cycling

These focus areas will be developed by the province and Wesgro and their resources will be

directed towards destination management and marketing in these areas. In addition to the

thematic and market segment focus, DEDAT and Wesgro have identified priority geographic

zones within the Western Cape. These are twelve Tourism Development Areas (TDAs). (See

diagram below).

There are three TDAs that are relevant for the Eden District: (i) Route 62; (ii) a zone that is

described as Mossel Bay - George - Oudtshoorn (which is effectively the GR&KK); and (iii) the

Eastern Gateway (which is from the Storms River Bridge to Wilderness and includes Plett and

Knysna). It is up to the GR&KK stakeholders to ensure that the provincial resources available for

TDAs are allocated to good projects in these areas.

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Hence the alignment of GR&KK with the Provincial focus through the Eden Tourism strategic

objectives.

Eden Tourism Strategy Objectives:

▪ To consolidate the existing destination brand and obtain buy-in from all stakeholders

▪ To market the destination to ensure transformation in a sustainable manner

▪ To be market driven and achieve growth in the market segments both international and

domestic

▪ To overcome seasonality and ensure regional spread

▪ To consolidate current markets

▪ To deliver a tourism experience of superior quality and value for money offering

▪ To promote the development of tourist infrastructure that will enhance tourism in general and

conform to specific architectural, environmental and aesthetic requirements

▪ Ensure cost effective management of all facets of tourism at all levels

▪ Promote tourism as a community based and community driven industry with sustainable

potential for providing benefits.

The GR&KK ACTION PLANS FOR KEY PRIORITIES are as follows;

Objective 1: To apply the vision of inspiring places to develop regional marketing collateral.

Objective 2: To implement regional destination management campaigns for priority themes.

Objective 3: To coordinate tourism sector development activities

Objectives 4: To promote regional tourism as a community-based and community-driven

industry.

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4. INSTITUTIONAL ARRANGEMENT

EXPLORERS GARDEN ROUTE STRUCTURE

Director:

Development

Planning

Manager: Local

Economic

Development &

Tourism

LED & Tourism

Administrative

Officer

Tourism &

Developmental Officer

Tourism Intern

DEDAT

Wesgro

Eden District

Explorer’s Garden

Route Tourism

Stilbaai

Tourism

Heidelberg

Tourism

Albertinia

Tourism Riverdale

Tourism Gouritsmond

Tourism

Witsand/Port

Beaufort Tourism

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Background of LTO and Tourism Bureaux

In the 2010 Hessequa Tourism Strategy and implementation plan review the following was

discussed and the outcomes summarised as follows;

The discussions with the Hessequa Tourism Bureaux started with two key questions:

• The Local Tourism Organisation (LTO) was formed in 2008. What is the progress in the

relationship between the tourism bureau and the LTO?

• The budget allocation for tourism bureaux places an emphasis on developmental tourism.

How is this working for the bureau?

Interviews were conducted with the staff and the management of all the Hessequa Tourism

Bureaux. The points made in the discussions are given and then summarised:

Relationship between the tourism bureaux and the LTO

The general opinions expressed regarding the relationship between the tourism bureaux and the

LTO were:

• The LTO is well structured, organised and positive

• Good working relationship and “open door” policy of Hessequa Tourism Manager

• Like Hessequa Tourism marketing actions

• Progress has been made as a result of the establishment of the LTO

• Bureaux are better informed about tourism key issues about Hessequa, Eden and

Western Cape

• The LTO stimulated interest in tourism and created a broader knowledge of tourism

opportunities

• Better opportunities for exposure

• Bureaux share resources and costs when attending events

• Better definition needed of relationship between LTO and bureau and a formal MOU or

contract

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• Need uniformity in conditions of service of bureaux personnel across all offices

• Some Bureaux feel they run the risk of losing their town identity

• There are advantages of positioning the LTO as an independent entity to speed up the

decision making process and reduce political interference.

• Not enough consultation on marketing material for specific towns

Specific Bureau issues:

Some of the issues encountered in the interviews relating to specific bureaux are documented.

Riversdal Tourism shares offices and staff with the LTO and this creates some issues:

• The location is prominent and provides broad exposure for the LTO and Riversdal Tourism.

The shared office situation creates the risk that Riversdal Tourism could lose its identity.

• The sharing of offices creates a situation where Riversdal Tourism staff are used for LTO tasks

and sometimes sent to events without consultation.

• The suggestion is that Hessequa Tourism appoints a staff member for LTO tasks, but who will

also assists Riversdal Tourism in their day-to-day operations, administration and reporting.

Stilbaai Tourism said that they had some teething problems with the relationship with the LTO

but that these have been sorted out. They now have a good working relationship with the LTO.

They also felt that the LTO was under-resourced and would be able to do more if it had more

staff. This blurred the dividing line between LTO and LTB occasionally where bureau staff were

used for LTO activities. They suggested that the solution would be to copy instructions involving

bureau staff to the Chairperson and management so that they know what tasks have been given,

what staff members are supposed to do and how it will impact on local responsibilities.

They felt that Stilbaai could be used as a model for creating a vibrant tourism hub encompassing

information, activities, restaurant and museum. The bureau was run like a business with a variety

of income streams. Many compliments have been received about the information they provide

and the way they deal with the public. They asked for the quarterly joint bureaux tourism

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meetings to be reinstated for collective discussion and collaboration. All the bureaux could do

PowerPoint presentations to share ideas.

Albertinia Tourism feels that there are some communication issues with the LTO that need to

be addressed. They also feel that the relationship between the LTO and the bureau needs to be

put on a more formal footing such as an MOU or a contract of agreement even though such a

contract exists and they signed it. Albertinia Tourism asked for an Afrikaans version for the

constitution of the LTO. When this was not provided, they drew up their own constitution and

the relationship with the LTO was not described in this constitution. The budget reporting

required by the LTO has also not been done and there were some issues around developmental

tourism actions.

At a meeting held with the management of Albertinia Tourism they decided that:

• Hessequa Tourism and the municipality must take over the operations of the information

office in Albertinia, appoint staff and take care of the day to day administration

• The LTO and municipal staff can then take care of the developmental actions

• The management will focus on the marketing products and festivals

• They would seek project funding from the municipality

This is a reversal of roles where the original intentions were that the LTO would be responsible

for marketing and the individual bureaux would do developmental actions.

There is a new Board in Place in Heidelberg Tourism who have replaced the “dysfunctional” old

structure. They want to introduce new ideas to boost tourism for local product owners. The

tourism bureau is acting as the de facto business chamber for Heidelberg and protecting the

interests of tourism and other businesses in Heidelberg. Want to develop agriculture, art and

sport themes as attractions. The new management feel they are being neglected and need

greater autonomy within the overall Hessequa Tourism framework.

Witsand Tourism said that they can work with the budget structure but that there was a distance

problem with reaching PDI targets in Slangrivier and even Heidleberg. They were prepared to

engage in developmental tourism, but found a lack of response in some situations. They also felt

that PDI empowerment by business in Witsand through activities like transport provision,

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catering, events and direct employment should be quantified. They suggested an audit of PDI

empowerment activities in Witsand. Some suggestions they made to the municipality like using

municipal houses as local accommodation for people working in Witsand was turned down by

the municipality.

Gouritsmond Tourism feel that they can work within the budget framework, but that they have

problems with getting commitment from the people they are supposed to support. They also

mentioned that there was no outcome after the University of Stellenbosch business course or

the training done by SEDA. The offer of training to develop walking trails also had no response.

The implications of the resignation of Tourism Officer need to be considered.

Hessequa Tourism Review: Key issues

The tourism sector together with construction and the public sector are the pillars of job creation

and GDP generation in Hessequa. Agriculture has declined, there is a virtual absence of mining

and there are no major manufacturing or retail activities in Hessequa. Tourism is therefore the

primary target for growth. This growth can also be extended to act as an inclusion mechanism

for the previously disadvantaged and is regarded as a vitally important growth force in local

economic development (LED).

The amalgamation of different municipalities into the Hessequa Municipality in 2000 impacted

on the functions of the previous towns. This had a particular effect on the support of tourism

initiatives. The Hessequa Tourism Strategy encouraged a shared vision for tourism development

in the region as well as standard practices for supporting the existing tourism bureaux. The

Hessequa Tourism Implementation Plan proposed the formation of a Local Tourism Organisation

(LTO) to consolidate the marketing and management of tourism under the banner of Hessequa

Tourism. A professional Tourism Manager was appointed to deal with marketing efforts of the

existing product base as well as the crucial issue of developmental tourism to expand the product

range, create new attractions and draw in new entrants.

The relationship building between the LTO and the town-based bureaux during the past year has

shown that:

• The central marketing and branding effort through the LTO is working

• The profile of Hessequa as a destination in the tourism marketplace is improving

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• The vertical marketing channel has been strengthened through building relationships with

Eden District, Cape Town Routes Unlimited and SA Tourism

• The promotion and delivery of festivals has been scaled up and improved

• Greater attention has been be paid to promoting Hessequa at various trade fairs and

exhibitions

• New systems, processes and technologies have been put in place like the hessequa.net

website

• SME support and capacity building has been improved

• Opportunities for new entrants into the tourism sector have been created

At the bureau level, the overall management of tourism through Hessequa Tourism created an

environment where:

• Individual bureaux could work under the banner of the LTO but not lose their own identity

• Resources could be shared between the bureaux and mutual referrals became the order of

the day

• Standard conditions of service could be introduced for bureaux personnel

• More capacity building was taking place than ever before

• A uniform funding mechanism in support of the operational costs of the bureaux could be

introduced

• Electronic resources have been improved

These are general statements about the stsus of Hessequa Tourism. The key issues identified in

the discussions with stakeholders in preparing the Hessequa Tourism Review need to be explored

further.

In 2014 a LED PACA strategy was developed for the Hessequa Municipality and the following

outcomes derived from this document;

This document contains the results of a highly participative local stakeholder exercise involving

both public and private sector participants and that sought to identify priority opportunities with

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potential for promoting job creation and poverty reduction. The results of this process have a

high level of local ownership, contain action plans which are practical in nature, and as a result

have good prospects for implementation and impact.

Focal area 1: Tourism sector

Located primarily in Stilbaai, Witsands, Gouritsmond, Riversdal and Albertinia (aloe)

Initiatives prioritised to accelerate inclusive economic growth in this focal area are:

1. Destination marketing (including Retirement)

2. Product “Big Packaging 5 X 5” And Route Development

3. Organised private sector to lead Tourism information / Office

4. Stop Traffic On N2 And Kiss Sleeping Beauty

5. Destination Marketing – Retirement

Explorer’s Garden Route tourism context

Overview - “Framework for a Tourism-Development Strategy for the Hessequa Municipality”

Purpose - “Accelerating Tourism Development in Hessequa to stimulate and grow the local

economic opportunities”.

It states from the outset that ”Given the narrow base of Hessequa’s mainly rural economic and

settlement structure the tourism sector is, thus, viewed as a vitally important growth force in

local economic development (LED). Put differently, in order to achieve LED goals of poverty

alleviation, income and employment generation as well as black economic empowerment (BEE)

an expanding tourism sector seems imperative for Hessequa”. The Strategy document makes the

link between tourism, LED and empowerment from the outset and deals specifically with the

details of growth and transformation in the Hessequa tourism sector.

Why the tourism sector is important for Hessequa

Tourism is a crucial developmental sector and provides the key to meaningful local economic

development in many municipalities. In the LED arena, the two key issues are growth and

transformation. In tourism, growth should be seen in an increase in infrastructure, the asset base

and new products, but should be measured in terms of more people visiting the regions, staying

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longer and spending more money. Transformation involves new enterprises, new jobs and a

broader spread of the ownership base with a particular emphasis on ownership by the previously

disenfranchised.

The tourism sector together with construction and the public sector are the pillars of additional

job creation and GDP generation in Hessequa. Agriculture has declined, there is a virtual absence

of mining and there are no major manufacturing or retail activities in Hessequa. Tourism is

therefore the primary target for growth. This growth can also be extended to act as an inclusion

mechanism for the previously disadvantaged and is regarded as a “vitally important growth force

in local economic development (LED)”.

Explorer’s Garden Route tourism in regional context

Hessequa has in the past been widely perceived as a transit area, serving N 2 travellers from Cape

Town to the Garden Route (and vice versa) but seldom keeping visitors to stay for any length of

time. The diversity of attractions along the busy N 2 highway and other local roads, within reach

of day or weekend travellers from either Cape Town or the central Garden Route and close to

the evolving coastal vacation and retirement spots, is seen as the base for a rapidly expanding

local tourism industry. This diversity includes historical, cultural, nature-based, adventure,

scientific and plain leisure-focused attractions which in their stark contrast are found in few parts

of the country.

SWOT analysis of EGR tourism

Information on the strengths, weaknesses, opportunities and threats with regard to tourism

development and marketing was gathered through the stakeholder workshops at the EGR

Tourism Indaba and through research on provincial tourism analysis. The EGR should capitalize

on the strengths and opportunities and they should inform the strategic objectives and priorities

for tourism development in the medium term. The strategy should also respond to and address

the weaknesses and threats that have been identified.

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STRENGTHS WEAKNESSES

• A broad and varied tourism resource and product

base.

• Existing high quality products and services across

a range of tourism niches.

• Provincial entity dedicated to marketing,

promotion and tourist information management

(Wesgro)

• Political commitment for tourism growth,

development and transformation

• Climate and natural attractions.

Lack of tourism market data and analysis

• Co-ordination of tourism stakeholders is hampered

by fierce competition between towns.

• Limited capacity available to co-ordinate tourism

enterprise development and mobilise funding for

collaborative programmes.

• Limited understanding of tourism management and

development amongst local leadership.

• Inconsistent service levels ranging from poor to

excellent.

• Infrastructure provision is uneven in the regions,

with poor quality visitor amenities in some areas.

• Seasonal demand fluctuations remain.

Limited partnerships with stakeholders

OPPORTUNITIES THREATS

• Existing forums for collaboration between LED and

tourism functions in local municipalities.

• Basic tourism data is now available for evidence

based strategy and decision-making.

• Political and economic stability.

• Tourism recognised as a key contributor to the

economy.

• Domestic tourism is receiving attention at National

and Provincial levels.

• Global shift towards environmental consciousness.

• Global demand for experience-based travel.

• Untapped cultural products that provide

opportunity for new product development and

linkages across economic sectors.

• Weakening of the Rand against most global

currencies makes SA a cost-effective destination.

Inability to respond quickly enough to shifting market

demands (brand may be becoming dated).

• Shortages of natural resources (water and energy)

could disrupt tourism operations.

• Negative perceptions about safety limit demand.

• Rising crime and road accident trends.

• Local economic outlook is not favourable over the

medium term.

• Ineffective economic empowerment and economic

inclusion strategies so far. Perception that tourism

industry is exclusionary and not transformed.

• Local tourism capacity and funding challenges.

• Popular tourist sites are vulnerable to terrorist

attacks by extremists or violent political protest.

• Heritage sites must be reviewed to ensure that they

reflect South African history in an equitable and

sensitive way.

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• Health epidemics due to infectious diseases or

contamination of water sources.

• Seasonal over-crowding causes risk of disaster.

• Expanding informal and unregulated services used

by tourists (such as the drug and sex trades) could

pose a reputation risk.

5. KEY PRIORITIES IDENTIFIED FOR EXPLORERS GARDEN ROUTE

5.1. DESTINATION IDENTITY & PROMOTION

One of the key challenges for Explorer’s Garden Route is the lack of identity, through all the

hard work and effort employed at the re-branding of Hessequa Tourism, there is still an

evident lack of buy-in and understanding of the Explorer’s Garden Route brand, there is a

need to develop an identity that positively differentiates the Explorer’s Garden Route and

divert travellers on the N2 into the various towns. There is also a need to develop messaging

to various stakeholders within the Explorer’s Garden Route to ensure consistency of

narrative and help drive awareness.

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Goals Targets Deliverables Activities Time frames

Strengthen

EGR Brand

Create EGR brand awareness to:

Stakeholders within EGR, core and

emerging markets

Development and

improvement of

marketing collateral

Update brochure and

tourism A3 map material, to

be distributed locally with

partner collaboration,

shows and marketing

platforms

Website re-

development

Appoint service provider to

re-design EGR website to

improve functionality and

look

Improved use of social

media

Engage regularly on social

media platforms, upload

more visual content of the

EGR region

“Never Stop Exploring”

campaign

Social Media

campaign to boost

Facebook page

and EGR

awareness

Promote unique/niche

and top experiences

within the EGR region,

clustered according to

EGR offerings

Host Media Educationals to

promote the EGR

products/services to

potential visitors

Partner with

product/services owners in

the EGR area to develop

itineraries for educationals

Publications Articles targeted at

specific markets to

lure potential visitors

to the EGR area

Gather information for

articles to be published in

local and national media to

promote the EGR brand and

draw potential visitors to

the area

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5.2. MARKET RESEARCH & LINKAGES TO NICHE ACTIVITIES

The lack of market research and statistics makes decision-making unsubstantial and provides

very little guidance to who our markets are, where they come from and what they

participate in when they visit the Explorer’s Garden route, linking tourism products/services

to the right market helps the Explorer’s Garden Route stay competitive and the development

of niche products/services to supply the niche market will allow growth in the sector.

Goals Targets Deliverables Activities Time frames

In-depth

marketing

understan

ding and

linkages to

niche

tourism

activities

Establish the core and

emerging market of EGR and

what the purpose of visit is

Identify who the

market is

currently visiting

EGR

Distribute visitor

surveys to all tourism

products/services in

the EGR area

Establish the top experiences

in the EGR area

Identify which

tourism

product/service

draws the most

visitor numbers

within the EGR

area

Distribute visitor

surveys to all tourism

products/services in

the EGR area

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5.3. EVENTS & EXHIBITIONS

It is important that we start to drive awareness of attractions and activities enjoyed during

our low season through events/festivals as it provides an opportunity to market the region

outside the traditional summer period, as many events are not weather dependent.

Goals Targets Deliverables Activities Time frames

Strengthen

EGR Brand

Event promotion and combating

seasonality

Events calendar Collate all events/festivals

in the EGR region

Events support Support events/festivals

through partneship funding

and marketing

Drawing visitors to the area by

attending trade shows/exhibitions

Promoting, engaging

and creating a tourism

demand through

showcasing EGR as a

tourism destination

Partnering with GR&KK to

attend various trade shows

and Exhibitions (budget

dependent) ;

Getaway Show – Somerset

West

WTM Africa – Cape Town

Cape Town Life Cycle Expo –

Cape Town and provide

feedback on engagements

and EGR exposure

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5.4. TOURISM DEVELOPMENT

Broadening the ownership base such that more people benefit from the tourism industry,

through skills development, tourism awareness, creating platforms for tourism participation

and the involvement of communities in tourism related decisions to ensure the geographic

spread of the tourism industry stretches throughout the Hessequa region.

Goals Targets Deliverables Activities Time frames

Creating an

inclusive

tourism

industry

Establish SMME’s in EGR Identify existing

SMME’s involved in

tourism

Create a database of

existing SMME’s that are

actively involved in the

EGR tourism industry

Search for new

entrepreneurs that show

potential for success

Capacity building Supply the demand Identify the skills shortages

within the EGR area

related to tourism

Capacity building Supply the demand

within the EGR tourism

industry

Evaluate the skills plan

from DEDAT/Wesgro that

is suitable to implement in

the EGR area in order to

supply the demand that

exists in EGR

Tourism Routes Develop tourism routes

within EGR

Using the existing products

in the EGR, link

products/services to

create routes and spread

the economic spend within

the areas promote and

market these routes

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5.5. INSITUTIONAL ARRANGEMENT

In previous years there were various issues amongst the private sector the local municipality,

this has resulted in distrust, lack of cooperation/buy-in and ownership of certain sectors with

many businesses relying heavily on the local municipality for the identification of

opportunities. The tendencies of “passing the buck” is an evident case with limited and even

no partnerships, this impacts negatively on the tourism sector within Hessequa with the bulk

of the innovative processes relying on private-sector initiatives, responsibility for

stakeholder interaction (at forum level and beyond) also falls on the private-sector partners

who play an active role in tourism promotion and development

Goals Targets Deliverables Activities Time frames

An effective

and involved

stakeholder

partnership

Creating partnerships in the EGR

tourism industry

A working partnership

that contributes to the

growth of the tourism

industry in EGR

Identify relevant

stakeholders to engage

with from each of the 6

main towns in EGR and

establish a SLA for a

working partnership