REPORT OF THE PORTFOLIO COMMITTEE ON TOURISM ON OVERSIGHT VISIT TO THE WESTERN
CAPE PROVINCE, DATED, 11 MARCH 2014
The Portfolio Committee on Tourism, having undertaken
oversight visit to the Western Cape Province on 4-6 & 11 February 2014,
reports as follows:
1.
Background
The oversight visit was part of an ongoing
implementation of the Committee programme which started in 2010. At a workshop co-hosted by the National
Department of Tourism and the Committee on 16 March 2010, the Department
reported that it was experiencing challenges in the Provinces with regards to
intergovernmental linkages in the tourism sector. The Department further stated
that part of the challenge was the nature of the tourism mandate as Schedules 4
and 5 of the Constitution identify tourism as a concurrent function.
The three spheres of government have a responsibility
to perform the tourism function and this requires serious coordination. The
Committee acknowledges that the capacity of local government to deliver on the
tourism mandate presents a challenge to the growth and development of the
tourism sector and therefore a close oversight in terms of how tourism is
planned, developed and marketed in the country was necessary.
High on the list of challenges within the tourism
sector was the fragmentation of tourism planning across the three spheres of
government, inadequate database of the supply side, with associated lack of
reliable market information and poor integration of tourism with other sectoral
policies. Coupled with these is
fragmentation of tourism marketing endeavors by various state organs and
private sector. Stakeholder relations in
the tourism industry are also another serious challenge and coordination across
sectors is critical.
The Committee took a decision in 2009 to visit all
nine Provinces in order to assess the state of the provincial tourism. Since
the beginning of the committee programme in 2010, the provinces were visited as
follows:
·
2010 – Limpopo and Northern Cape
·
2011 – Gauteng and North West
·
2012 – Eastern Cape and Mpumalanga
·
2013 – Free State and KwaZulu-Natal; and
·
2014 - Western Cape.
2.
Introduction
Tourism is identified in the New Growth Path as one of
the six priority economic sectors to fulfill government’s imperative to create
sustainable jobs and ensure that the developmental agenda of the state is
addressed in all economic sectors, particularly in rural areas. Tourism is a sector that has potential to
create job opportunities as it is a labour intensive industry. Currently, the tourism industry surpasses
mining and automotive sectors in terms of contribution to the Gross Domestic
Product and is responsible for one in every eleven jobs in South Africa.
The
National Development Plan aims to increase the industry's contribution to the job
creation to 225 000 by 2020. The
National Tourism Sector Strategy also projects an increase in the industry's
contribution to the economy from R189 billion in 2009 to R499 billion by 2020. The tourism industry is therefore an important sector in South Africa
in term of job creation and economic growth.
The industry takes into cognisance the five key priorities for
government set by the current administration, including creation of decent work
and sustainable livelihoods. These priorities have been converted into
government’s Medium Term Strategic Framework which highlights priorities and
outcomes over the MTEF period. The Committee therefore monitors the
contribution of the tourism sector to the creation of employment opportunities through inclusive growth.
The tourism industry thrives on partnerships and
collaboration amongst different stakeholders, including synergy amongst the
three spheres of government. Collaboration amongst all the role players is
therefore very important. Over the years, until 2009 when tourism was assigned
its stand alone National Department of Tourism, the sector has been undermined
despite its potential to contribute to the reduction of unemployment in the
country. Financial resources allocated
to tourism were also minimal. Unlocking the full potential of tourism is
dependent on the sector receiving substantial financial and logistical support
from the government, private sector, communities and the labour sector. It is
only if such support is demonstrated that tourism will be in a position to play
the expected role of achieving the competitive edge needed by the economy and
actualizing its maximum impact.
The Committee is mandated to conduct oversight in an effort to extract
optimum benefits for the country from the resources and capacities available to
the three spheres of government in terms of tourism growth. The Committee
undertook a provincial oversight visit to Western Cape in February 2014 to
assess achievements of the sector and evaluate the nature of challenges, prospects
for inclusive growth particularly in rural areas, and the extent of government
intervention and support at all levels. The Western Cape visit was initially
planned for August 2013, but had to be postponed to later date due to changes
in the parliamentary programme. The Western Cape visit was planned to be
undertaken in September 2013 if the parliamentary programme allowed it.
3.
National priorities
The
oversight visits to the two provinces were premised on the five national
priorities relevant to the developmental agenda of the state in
relation to the tourism sector. With
regard to the national priorities, the Committee identified the following:
3.1 There was insufficient inclusive growth that creates jobs and
promotes sustainable livelihoods of the historically disadvantaged communities
and individuals.
3.2 The province was involved in tourism capacity building
programmes that were meant to strengthen skills development and human resource
base in the tourism industry. Tourism skills audit had been conducted to assess
the skills development in the industry as a response thereto.
3.3 The tourism industry was addressing the health issues through
providing universally accessible accommodation facilities that catered for the
needs of disabled tourists. However, a
lot of work still needed to be done in that regard.
3.4 There was involvement of rural communities in tourism growth
and development in the mainstream industry.
This was done through the tourism infrastructure projects developed for
communities through the Social Responsibility Implementation programme which
forms part of the Expanded Public Works Programme.
3.5 There was intensification of the fight against crime and
corruption in terms of governance of national and provincial departments
responsible for tourism and strict financial controls in terms of the Social
Responsibility Implementation projects was being undertaken.
4.
Objectives of the visit
The fundamental objectives of the visit were:
4.1
Assessing the Alignment and integration of
tourism in the three spheres of government;
4.2
Assessing the level of stakeholder
participation - both in the public and private sectors - and provincial
government support;
4.3
Assessing the alignment of product
development in line with the five key national priorities;
4.4
Evaluating the contribution of the sector in
job creation, with a focus on challenges, opportunities and prospects thereto;
4.5
Evaluating/Assessing Implementation of the
Expanded Public Works Programme (EPWP) and its outputs and outcomes;
4.6
Assessing support for sustainable
livelihoods, particularly for people involved with Small, Medium, and Micro
Enterprises (SMMEs).
5.
Delegation
The delegation comprised the following members:
|
Political
Party |
Representative/s |
|
African
National Congress |
Mr.
D.M Gumede, MP (Leader of the delegation) Mr.
F. Bhengu, MP Ms.
J.M Maluleke, MP Mr.
L.P Khoarai, MP Ms.
R.M. Lesoma, MP |
|
Democratic
Alliance |
Mr.
S. Farrow, MP |
|
|
Mr.
R. Shah, MP |
|
Congress
of the People |
Ms.
M.A Njobe, MP |
|
Inkatha
Freedom Party |
Ms. C.N Zikalala, MP |
|
|
Support staff: Mr.
Jerry Boltina, Committee Secretary Dr.
Sibusiso Khuzwayo, Content Advisor Ms.
Joyce Ntuli, Committee Researcher Mr.
Masixole Zibeko, Committee Assistant Mr.
Sibo Maputi, Principal Communications Officer National Department of Tourism: Mr.
Clive Roman, Programme Manager Mr.
Thabo Manetsi, Director for SMMEs Ms.
Petra van Niekerk, Parliamentary Officer Mr.
Thulani Sibeko, Director: Programme Manager Provincial Department of Tourism: Ms.
Noxolo Ntenetya, Director: Provincial Tourism |
6.
Oversight
schedule and process
To
obtain a fair and balanced view on the state of tourism in the province, the
Committee extended an invitation to the Provincial Portfolio Committee on
Tourism of the Provincial Legislature and Provincial Department of Tourism to
receive some perspectives on tourism plans and various areas to be visited in Province. This was done to ascertain the provincial state
of tourism, prospects, achievements and challenges experienced in the tourism
industry.
6.1
Oversight
visit schedule in Western Cape Province
Table
1: oversight schedule
|
Date |
Place visited |
Municipality |
|
|
|
|
|
4
February 2014 |
MECs
Office, Wale Street |
City
of Cape Town |
|
|
Table
Mountain National Park |
City
of Cape Town |
|
|
False
Bay Ecology Park |
City
of Cape Town |
|
5
February 2014 |
Khwattu
San Culture |
West
Coast District |
|
6
February 2014 |
Stony Point Eco Centre |
Overberg
District |
|
11
February 2014 |
Site
visit to SMMEs |
City
of Cape Town |
|
|
|
|
6.2
The
oversight process and approach
The
Committee process followed during the visits included:
(i)
Briefing session was held with provincial
department, district and local municipalities to outline the existing state of
tourism, challenges and opportunities.
(ii)
Hearings held with tourism sector
stakeholders.
(iii)
Site visits undertaken to obtain first-hand
experience for the committee on prospects, opportunities and challenges by both
provincial government and the communities; and
(iv)
Visit was concluded with a stakeholder
engagement session which sought to provide a collective way forward from
(local, district, provincial and national) on the issues raised by
stakeholders.
The
visit commenced with a courtesy visit to the Office of the MEC for a briefing
and proceeded to Table Mountain National Park (Signal Hill Road). The first day
ended with a site visit to the False Bay Ecology Park. On day two, the
committee visited Khwattu San Culture and Education Centre in West Coast. The
committee met with tourism stakeholders that included Clanwilliam Living
Landscape, Khwattu, Ratelgat and West Coast Fossil Park. The third day was
spent on the Stony Point Eco Centre which is also an Extended Public Works
Programme project in the Bettys Bay in the Overberg. The committee spent the
last day visiting SMMEs which included Escape to the Cape, Zwinoni Lodge,
Malebos B&B ended the day with a visit to the Look Out Hill in Khayelitsha.
Although, it was the intention to visit the Phase 3 Development of a Donkey
Tracking Route in Cederberg, this was not possible. Section three provides
observations and section four covers conclusion and recommendations that may be
considered in the short, medium and long term implementation by the 5th
Parliament.
Section One – Western
Cape Province
7.
Briefing sessions, stakeholder engagements
and site visits
7.1
Meeting
with Provincial MEC for Economic Development & Tourism
7.1.1
The MEC indicated that the Western Cape’s
most popular tourism attractions reported marked increases in visitor numbers at
the start of peak summer season. There is a need to for the province to address
the seasonality as numbers fluctuate between off-peak and peak seasons.
7.1.2
The statistics for tourist hotspots and
accommodation establishments across the Western Cape, including Cape Town, the
Cape Winelands, the Garden Route and the West Coast show a successful domestic
tourism season.
7.1.3
The benefits of this thriving industry are
spreading across the province, resulting in increased job opportunities for
urban and rural residents. The tourism industry contributes more than R18
billion to region’s economy annually and employs 150 000 people.
7.1.4
Tourism is a crucial sector of the Western
Cape economy, however it has priced itself higher and there is a need to be
careful of global shocks.
7.1.5
Cape Town’s biggest attractions started the
season with record-breaking numbers. In 2013, visitor numbers at the V&A
Waterfront reached close to 24 million, including 175 000 visitors per day on
31 December 2013. These numbers are similar to 2007 numbers which is a good
growth.
7.1.6
Establishments across the province are
welcoming more international travellers, and the Province was confident that
high profile awards garnered in 2012 and 2013 as well as improvements in
service experienced by tourists were key drivers of this increase. The issue
now was how to increase the current 3 million tourists to 6 million, taking
into account that the icon (Cableway) has little capacity.
7.1.7
The Table Mountain Cableway ended off 2013 on
a record-breaking note welcoming more than 120 000 visitors in December 2013, a
2 percent increase from December 2012.
7.1.8
The Mining Indaba at the Cape Town
International Convention Centre (CTICC) is anticipated to inject more than R68
million in the economy of the City.
7.1.9
In addition, international, domestic and
regional air travel figures reached pre-recession levels at Cape Town International
Airport, where passenger numbers for December topped 780 000. International
passenger numbers in December increased by 6.7 percent and domestic passenger
numbers increased by 2.3 percent. These figures were well above expectation.
7.1.10
Skills development is one the Western Cape’s
biggest focus areas. It enables the province to position itself as global
player with clear supporting strategies so that supply meets demand. The
Department’s Skills Development Programme is coordinated in a three-pronged strategy
(to include the Provincial Skills Forum; Skills Programme in partnership with
the jobs Fund and Artisan Development).
7.1.11
Training is divided into two; there is one
focussing on SMMES and the other for big businesses.
7.1.12
The challenge is to equip SMMES with skills
that will enable them to participate in the mainstream tourism economy.
7.1.13
With regard to EPWP projects, the province
and local government conducts feasibility studies and the National Department
of Tourism funds the projects.
7.1.14
The Province also has a crime response
strategy with a team that assists visitors with post traumatic stress
management.
7.1.15
Issues to be looked at: tourist guide
training; quality assurance; smmes vs. established businesses; offering bursaries
for HRD & enterprise development.
7.1.16
WESGRO is the company tasked with marketing
the Province and decides, for example, which municipalities to take along when
the province participates in international marketing platforms. On the Other hand Brand SA and South African
Tourism also market Cape Town in international platforms and sometimes there is
no proper coordination.
7.1.17
The Province combines marketing with
development, and route development is incorporated in marketing to ensure that
rural tourism is promoted.
7.1.18
Tourism forms 10 percent of the provincial
economy and more budget is therefore allocated for marketing.
7.1.19
Currently, R150 million is allocated for
marketing. The city and municipalities
contribute to the marketing budget.
Challenges
expressed by the Province:
(i)
There are pressure points which are hotspots
for tourist congestion. Pressure points
need to be released off stress that comes with overcrowding and exceeding
carrying capacity. A technological
solution is needed to direct tourists to attractions that are not full or
overcrowded at a particular point during the peak season.
(ii)
The provincial government has no direct link
with the Robben Island because it is a national competency and there is no
legislative framework enabling the Province to intervene whenever challenges
arise in with regard to this world renowned facility. The province believes that access to Robben
Island needs to be diversified; meaning operating licenses must also be given
to SMMES to overcome challenges brought by the one ferry that operates for the
island.
(iii)
There is a challenge of red tape when it
comes to opening businesses in South Africa and this affects SMMEs as well. Turnaround
time to open a business in the South Africa is too long, while in countries
such as Rwanda takes only 2 days. Capital will always start flowing to where
the turnaround time is quick and South Africa loses potential investments.
(iv)
The country has too much cash estimated at
R600 billion sitting in corporate reserves not invested in tourism
infrastructure.
(v)
The Cape Peninsula University of Technology
was offering an accredited Tourist Guide Training programme. The matter had been reported to the National
Department of Tourism and the National Registrar of Tour Guides was attending
to the matter. CPUT had indicated that
the challenge started when Culture, Arts, Tourism,
Hospitality & Sport SETA (CATHSSETA) was still THETA and the university
had been given a go ahead to continue with training. A legal opinion has been obtained to continue
with training whilst the problem is being sorted.
7.2
Table
Mountain National Park
7.2.1
The project started in 2004, a year in which
the Park was proclaimed.
7.2.2
The challenge then was that some of the land
belonged to the City of cape Town and it had to be incorporated into the Park.
7.2.3
The Park is a tourism node and activities
taking place include: leisure walking, scenic drives, mountain biking, running,
horse riding and others.
7.2.4
There is a huge demand for recreational use
by City citizens. The National Park is primarily free and has open access for
24 hours, and currently records 3.5 million visits annually, and 334 000
visitors were recorded in December of 2012 alone.
7.2.5
The Park has in place an integrated approach plan for safety which
includes South African Police Service, South African National Parks, Tourism
Agencies, Metro Police, Judiciary and Metro Rescue.
7.2.6
Currently 60 members constitute a force of
rangers that patrol the Park.
7.2.7
Fourth monthly meetings are held with Metro
Police and monthly with South African Police services to ensure proper
implementation of the integrated approach.
7.2.8
The proactive plan includes visible uniformed
policing, revolving patrols, CCTV camera monitoring, sector policing, criminal
profiling and armed response unit to combat crime such as muggings, robbery and
poaching at the Park.
7.2.9
Additional measures to be implemented include
highly trained personnel to deal with all aspects of criminality use of weapons
and firearms. The armed response unit will provide armed support to the rangers
on foot patrol and armed response vehicle has a crew of four armed rangers.
7.2.10
The access control point will be introduced
on Signal Hill and Tafelberg Road in partnership with the South African Police
Service. There will be extra surveillance cameras on the Mountain and other
hotspots. The City of Cape Town will provide additional manpower from the EPWP
funded projects.
7.2.11
There is a good working relationship with the
Cable Way Company.
7.2.12
The Park inherited old buildings and those
have been concessioned to PPP partners, such as restaurants.
Challenges
raised to the committee:
(i)
The R4.2 million budget allocation to the Table
Mountain is inadequate. There is a challenge in procuring more surveillance cameras
and patrol vehicles to cover the whole Park.
(ii)
There is negative media reporting of crime incidents
at the Table Mountain. The media houses blow incidents out of proportion and
create negative perceptions of safety within the Park.
(iii)
The National Department of Tourism approached
the Park to place some tourism assistants as part of the Social Responsibility
Implementation Programme. However, the
contracts of about 200 safety monitors are coming to the end in March 2014.
(iv)
Most of the Table Mountain land belongs to
the City of Cape Town and rest of the area is free.
(v)
There is illegal harvesting of medicinal
herbs by traditional healers and there is a need for the Park Authorities to
establish an indigenous plants nursery.
Committee
recommendation:
The
committee recommended that the management of Table Mountain should consider
inviting Media Houses (especially editors) and make a presentation to it on the
impact of bad publicity incidents at the Table Mountain.
7.3 False Bay Ecology Park (FBEP)
7.3.1
The FBEP is meant to become one of the
leading centres of conservation, environmental education and eco-tourism facilities
in the country. The objective is to create recreational and tourism nodes and
job opportunities.
7.3.2
Strategic alignment would result in new
tourism development opportunities which are likely to emerge with development
of the False Bay Coastal Park and Blaauwberg Conservation Area.
7.3.3
Tourism is a key driver of the Cape Town
economy and the offering will include: cultural and heritage tourism; icon
based tourism, such as Table Mountain, Robben Island, Cape Point, Kirstenbosch,
Botanical Gardens as well as Blaauwberg Conservation and False Bay Ecology
Park.
7.3.4
City of Cape Town Tourism Spatial Framework
of 2003 indicated that the site is ideal for the application of the principles
of responsible and sustainable tourism. The establishment of quality
accommodation, bird-hides, regular guided walks and food and beverage
facilities will create a tourism anchor magnet in the Strandfontein coastal
area which is currently under-endowed with tourism resources, impoverished and
generally lacking in economic opportunities.
7.3.5
The original budget injected by the National
Department of Tourism in the project is R25 million. Project induction was July
2012 and Implementing Agent is Design Scape Architects.
7.3.6
Design Scape Architects are based in Western
Cape and provide project management and oversight of employees on daily basis.
7.3.7
Between June 2012 and January 2014,
approximately 160 people were employed. Completed work included road, parking,
braai areas, landscaped lawn picnic area, ablutions and walking track. The
facility is in use while construction is underway. It is expected to be visited
by 45 000 per person / per annum.
7.3.8
Some of the employees have received permanent
employment somewhere else using skills obtained from the project.
Challenges
expressed to the committee:
(i)
Infrastructure (internal and external) – the
area has been neglected and there was less investment in infrastructure before
the project was initiated.
(ii)
Safety and security – site used to be
infested with criminals, gang violence and murders.
(iii)
Invasive alien species – the site has
invasive alien plant species that need to be eradicated to keep the site
pristine.
(iv)
Water quality – water quality in the lake
used to be very poor but is gradually improving since the inception of the
project. It is now safe to swim and
engage to other water sports.
(v)
Funding – there is no funding challenge at
the moment but more funding will need be provided by the City of Cape Town for
after care support.
(vi)
Creating sustainable job opportunities; and
(vii)
There is a need to make the area relevant and
accessible to all, especially as there is a residential development planned in
the area.
NDT
recommendation to stakeholders:
National
Department of Tourism indicated that the Rondevlei Renovations Section is not
in crisis financially because the project started later in July 2012 than
anticipated, as a result there is a lot of saving that was made. The NDT recommended
that they would consider further funding of the project after completion of
evaluating process of all the EPWP projects.
7.4
West Coast
District Municipality
The
following tourism stakeholders were invited to engage with the Committee:
7.4.1
Clanwilliam
Living Landscape
7.4.1.1
The development is the Living Landscape
Project undertaken by the Krakadouw Trust under the leadership of Prof.
Parkington. Professor John Parkington (Archeologist) from the University of
Cape Town has been working in Clanwilliam area since 1968.
7.4.1.2
He has been recording rock art, excavating in
shelters and caves and digging coastal shells in order to understand the lives
of the pre-colonial inhabitants of the Western Cape. He has been working
through the Living Landscape Project to bring the results of this work into
school curricula and museum displays.
7.4.1.3
This unique project highlights an important
part of South African history (that of San / Bushmen). Tourists and school
children learn to understand the San way of life, art and language by visiting
the Living Landscape Centre and participating in rock art tours.
7.4.1.4
The Centre’s workshop has crafts produced on
the San theme of history and archaeology, traditional methods of production,
use of authentic materials and natural objects.
7.4.2
West Coast
Fossil Park
Although
the committee was not able to visit the West Coast Fossil Park, the
presentation made indicated that:
7.4.2.1
The West Coast Fossil Park is called “where
past and present meet”. Guided tours to dig site display of 5 million year old animal
fossils are undertaken.
7.4.2.2
The 45-minute tour is a fascinating
description of what the area could have looked like when animals such as
Sivatheres, Gomphotheres and bears still inhabited this part of Southern
Africa.
7.4.2.3
As part of the tour, the visitors are given
the opportunity to see if they too can
find a new species to add to the museum collection. Although most of the
material on the sieves is fossilised bone, it takes careful searching to pick
up the tiny fossil bones from in between the larger fossil fragments.
7.4.2.4
There is a Visitors Centre with Museum
display with coffee and curio shops.
7.4.2.5
School and students tours; bicycle and
walking trails are offered to various sites in the Park.
7.4.2.6
The Park also offers a Bird hide, bird
watching and children play park.
7.4.3
Griqua Ratelgat
Eco-Cultural Project
7.4.3.1
The project is located on the farm “Ratelgat”
situated about 40 kilometres North of Vanrhynsdorp. The Vanrhynsdorp is still
in a construction and development phase.
7.4.3.2
One of the three nodes for development, the
open-air amphithreatre has been completed and is used during the Griqua
community celebrations and festivals.
7.4.3.3
The other two nodes, a tourist centre close
to the road and tourist accommodation, still have to be completed. The farm has
been returned to the Griqua people as part of the land restitution process. It
has a significant cultural and spiritual meaning for the Griqua community.
7.4.3.4
The Griqua Ratelgat Development Trust is part
of the Griqua National Conference of South Africa.
7.4.3.5
Sheep farming and small-scale agricultural
farming are being reintroduced on the farm.
7.4.3.6
The project has great eco-cultural tourism
potential, as the farm will form part of the envisaged Knersvlakte Biosphere.
7.4.4
!Khwa ttu
San Culture and Education Centre
7.4.4.1
The
project was started in 1994 by a Swedish
philanthropic.
7.4.4.2
!Khwa
ttu is based on the theme “A celebration of the San culture, present and past,
for a better future.” The objectives being to restore the heritage of the San,
to educate the general public about the world of the San and to provide
training to San community.
7.4.4.3 Khwattu is a Section 21 Company supported by a
Swiss based Ubuntu foundation.
7.4.4.4
The project provides tour guide training to San youth from different
communities sourced in the Southern African Countries.
7.4.4.5 Fifteen students are enrolled at a time and
go back to their various communities after completing the course.
7.4.4.6 Training is CATHSSETA accredited and covers
nature and cultural guiding and students are assisted to obtain public permit
on site before they live they finish training.
7.4.4.7 Training is done in English as there are
about ten dialects of San languages not common to all students. The challenge with San languages is that they
are not documented and others have died.
7.4.4.8 Saturdays and Sundays are reserved for
practical training in various aspects of the tourism industry within the
institution.
7.4.4.9 Approximately 80 percent of students from
the centre are attached to employment and are doing well. !Khwattu follows up on all their students to
assess the impact of the programme.
7.4.4.10 In addition to training, !Khwattu operates a
restaurant, has a curio shop, conference centre and a game farm used for guided
tours and training.
7.5
Stony
Point Eco Centre Project
7.5.1
Stony Point project was initially awarded to
Casidra (Pty) Limited in 2005 by the then National Department of Environmental
Affairs and Tourism. For 5 years thereafter the project stagnated due to
environmental and heritage constraints, and objections by interested and
affected parties.
7.5.2
In 2010 after undergoing a revitalisation
process, a new business plan was developed and tabled for approval. This led to
a complete overhaul and restart of the project.
7.5.3
The Stony Point project is a community
initiative funded by the NDT as part of its Social Responsibility
Implementation (SRI) programme. The project is implemented in collaboration
with the Overstrand Local Municipality with the aim to develop a Visitor
Information Centre, tea room and Heritage Site of Whaling history.
7.5.4
The Cape Agency for Sustainable Integrated
Development in Rural Areas (Casidra) is an implementing agency. Approved plans
were together with the business plan were submitted in September 2011. Final
approval of business plan was obtained in July 2012. Construction work
commenced in January 2013.
7.5.5
Total project value as per cost estimate is
R9.7 million and the total budget allocated is R8.550 million while total value
of payments received is R5.663 million. The available balance as at the end of
January 2014 was R593,336.
7.5.6
Project deliverables are 90 percent completed
with the exception of the outside seated area, the internal shop fitting for
eco centre, tearoom and the external interpretive signage.
7.5.7
Outstanding work is scheduled to be completed
by end of March 2014. The Implementing Agency and key role players are in the
process of drafting an Operations Managements Plan for the facility. The plan
will outline the role and responsibilities for all parties involved.
7.5.8
Discussion with a mentor to provide business
support to the Mooiuitsig Community Trust is underway. The mentorship agreement
will be for a period of 6 months.
7.5.9
The Southern African Foundation for the
Conservation of Coastal Birds (SANCCOB) works with the project to
protect and rehabilitate penguins found in the project site.
Challenges
expressed to the committee:
(i)
Lack of interest by the unemployed from
Kleinmond and surrounding communities, and high staff turnover due to the low
wages paid under the EPWP projects.
(ii)
Shortfall in the project budget led to
extension of the completion date.
(iii)
In the absence of the amended project
business plan completion of the project could not occur; and
(iv)
SRI programme does not allow for cost
escalation given that the EPWP projects take a while to complete.
7.6
Visit to
Small, Medium and Micro Enterprises
7.6.1
Escape to
the Cape
Mr
Shaheed briefed the committee on the company as follows:
7.6.1.1
Escape to the Cape is a young dynamic tour
company specialising in luxury tours at affordable prices.
7.6.1.2
The business was conceptualised after realising
that many of the Cape Town tour operators did not offer a full, affordable,
informative, safe and luxury tour experience of the standard that foreigners
expected.
7.6.1.3
He decided to devise a unique tour concept
based on broad principles. All his prices are fully inclusive of all entry fees
in attractions to be visited and there are no hidden costs to the tourist.
Government provided support and created opportunities for the business to grow
through the Tourism Enterprise Partnership programme and wining Emerging
Tourism Enterprise of the Year Award (ETEYA).
7.6.1.4
Light snacks and bottled water are provided
on all set tours and a light lunch is also available on a set of full day
tours.
7.6.1.5
Tours are carried out with a luxury
air-conditioned vehicle which is insured for passenger liability and has the
necessary legal permit. The vehicle is equipped with satellite tracking, public
address system, an on board fridge to keep drinks, multiple cell-phone and
laptop charging facilities and 3G internet access.
7.6.1.6
The company also advises and assists tourists
at no extra charge with dinner and social engagements, accommodation and local
flight bookings.
Challenges
expressed:
(i)
Market access.
(ii)
Barriers to entry.
(iii)
Access to finance.
(iv)
Lack of communication from other state
institutions; and
(v)
General people negative perceptions.
7.6.2
Zwinoni
Lodge – Milnerton Ridge
Ms
Emmah Makatu briefed the committee as follows:
7.6.2.1
Zwinoni Lodge, Venda word meaning birds, was built in 2002.
7.6.2.2
The lodge was established based on a concept
of to home away from home. The lodge offers traditional African food. Guests
are exposed to African hospitality coupled with art, history, music and food.
7.6.2.3
The owner also has a guesthouse with 10
elegant and stylishly decorated bedrooms overlooking the gardens, each fully
equipped with satellite TV, a mini-bar, tea and coffee making facilities.
7.6.2.4
The lodge is 15 minutes away from Cape Town
and the Waterfront. Golf course and beaches are only one kilometre away.
7.6.2.5
The two lodge has won ETEYA Award and Tsogo
Sun’s Book a Guesthouse competitions which changed the way of doing business completely
by giving the owner and the guesthouse extensive additional publicity.
7.6.2.6
Book a Guesthouse was started by Tsogo Sun
eight years ago for developing, mentoring and coaching accommodation
establishments that displayed potential to become sustainable enterprises.
7.6.2.7
The programme concentrates on the empowerment
of black women as well as development of their businesses within the local
tourism industry; and
7.6.2.8
The facility was named the winner of the Guesthouse
of the Year award for 2013 for the Tsogo Sun Book a Guesthouse competition.
Challenges
expressed to the committee:
(i)
Experience challenges with regard to
capacity; and
(ii)
Conference room can take only less than 20
people.
7.6.3
Malebo’s
Bread & Breakfast – Khayelitsha
Ms
Lydia Masoleng briefed the committee on the challenges experienced by business
owners in the township:
7.6.3.1
It is difficult to complete the B&B and
the husband had to resign from work. They used all the pension payout to
complete the establishment.
7.6.3.2
Tsogo Sun assisted with training while TEP
assisted to attend Tourism Indaba; and Cape Town Tourism assisted with
marketing.
7.6.3.3
It was difficult to hire staff because the
occupancy rate is low and seasonal. TEP membership was not renewed after the
TEP charged a R600 fee per annum. The internet was only installed in the
establishment 3 months ago.
The
committee found that:
(i)
There is no signage to guide a person to the
guesthouse.
(ii)
Relationship with other businesses in the
area is not strong.
(iii)
There needs to be an intervention by
provincial and national government in terms of ensuring sustainability of
businesses in townships.
(iv)
The establishment was not graded; and
(v)
Ownership issue was not a challenge.
The
National Department of Tourism agreed:
(i)
That there is a need to engage the SRI Unit
to have a meeting with the establishment to consolidate support; and
(ii)
The establishment must be graded.
7.7
Look Out
Hill Tourism Centre – Khayelitsha
7.7.1
The Centre is located in Khayelitsha at the
intersection of Mew Way and Spine Road. It was planned and developed as a
beacon of tourism for the south eastern area that includes Khayelitsha and
Mitchell Plain.
7.7.2
The centre consists of the dune that is part
of the City’s bio-diversity network; the boardwalk that leads to the dune
summit; the parking area designed to accommodate private vehicles and tourist
buses; the building that has a craft market, restaurant, out-door entertainment
foyer, boardroom and exhibition hall.
7.7.3
In the short term, upgrades will include
installation of CCTV cameras to secure the centre and augment current available
security services; and to prevent vandalism.
7.7.4
In the medium term upgrades are to include
the provision of billboards along Spine Road and Mew Way to heighten public
awareness of the centre. Provision of lighting around the centre, parking area,
boardwalk and dune summit.
8.
Committee
Observations
The Committee observed that
8.1
Governance – the
Department of Economic Development and Tourism in the province had a good audit
report in terms of a tourism function.
The Province had a fully fledged tourism unit at a Chief Directorate
level.
8.2
Intergovernmental
relations
– the province works well with the National Department of Tourism, the Western
Cape Destination Marketing, Investment and Trade Promotion Agency (WESGRO), the
City of Cape Town, district and local municipalities. Planning and coordination
of tourism is seamless amongst public and private sector organisations.
8.3
Project
management - implementation of Social Responsibility Implementation
projects were implemented in a more efficient manner in the Western Cape. This could be attributed to two reasons:
(i)
Project implementers were resident in the
Province of Western Cape and could provide project management on daily basis.
(ii)
The province and municipalities provided
maximum support to the projects to ensure their success and sustainability.
8.4
Community
participation – there is dual economic participation in the tourism
industry in Western Cape. Tourism
Development was observed more entrenched in the urban areas as compared to the
rural areas. The SMMES in the city were
fairing much better than those in townships.
In addition, ownership of some
community projects such as Khwattu San Culture and Education Centre rests with organisations
other than communities themselves and communities only serve as employees.
8.5
Poor
Signage
– road signage to some tourism attractions and facilities in Western Cape is
poor or non-existent at all. Travelling to these attractions and facilities
become difficult and time consuming as tourists may get lost and be prone to
opportunistic crimes such as mugging.
The Committee experienced the negative impact of poor signage when they
were travelling Malebo’s Bed& Breakfast in Khayelitsha.
8.6
Impact of
Expanded Public Works Programme on Communities – workers in the
False Park Ecology Park indicated that they had been employed in the project
for more than three years and the project had been the only source of
livelihood at their homes. The Project
Implementer also indicated that some employees had left the project due to
permanent employment they had received elsewhere based on skills acquired in
the project.
8.7
Entrepreneurship
spirit
– most of the SMMEs visited by the Committee had started business ventures on
their own without government assistance.
Their businesses showed sustainability and they had won some national
competitions including Emerging Tourism Entrepreneur of the Year Award (ETEYA)
and Best Guesthouse Award. Government
support was only received later in a form Tourism Enterprise Partnership (TEP)
programmes to support the already established businesses.
9.
Conclusion
The
oversight visit highlighted that good intergovernmental relations amongst the
three spheres of government promote coordinated tourism planning and
development in a destination. The good
relationship between the West Coast District Municipality and Overstrand Municipality
in Betty’s Bay with the provincial Department of Economic Development and
Tourism ensured that projects implemented in these areas have a well
coordinated, structured and synchronised implementation. The Committee was also
pleased with how the provincial department coordinated activities with the
National Department of Tourism.
The
Department of Tourism officials from the national and provincial level also
accompanied the Committee throughout the oversight visit and provided clarity
to all the issues raised by the Committee.
This assisted the Committee in its oversight work. The Department is commendable for listening
to the call made by the Committee in previous oversight visits wherein there
were no Departmental officials. The
Project Implementers were also available on project sites and interacted with
the Committee on pertinent issues related to technical project information.
However,
the inequalities and levels of efficiency observed between the SMMEs in the
city and those in the townships raised concerns in terms of how the Province
provides support to various tourism role players. The observation was that
entrepreneurs in the township are struggling and need more support. Notwithstanding poor support given to
township businesses, the Committee observed that the township SMMEs themselves
did not show much enthusiasm about their own businesses. They displayed a dependency mentality
tantamount to the notion that government needed to support them in
everything. The entrepreneurship and
private sector drive was clearly lacking.
This calls for a concerted effort from the Western Cape provincial
government to conduct business management type workshops, particularly to
township SMMES to assist them to run their facilities as businesses.
10.
Recommendations
It
is recommended that:
10.1 The Department considers appointing
implementing agents for SRI Projects from provinces where projects are located
to ensure effective and efficient project management.
10.2 The Table Mountain National Park develops
a media strategy to deal with negative media crime reporting to prevent
negative perceptions of safety at the mountain. This should include an
immediate meeting with media houses to discuss the damage done to the image of
Table Mountain based on perceptions of safety created by negative media
reports.
10.3 The National Department of Tourism
continues to place Tourism Assistants at the Table Mountain as part of Social
Responsibility Implementation Programme
10.4 The Western Cape Province should improve
road signage to tourism attractions throughout the province, especially in
townships.
10.5 The Department of Tourism should conduct
an audit of how many institutions provide unaccredited tour guide training in
the country. The audit must start with
Cape Peninsula University of Technology where it was discovered that the
institution has been offering unaccredited training.
10.6 The Western Cape Province in partnership
with the Department of Tourism and Tourism Enterprise Partnership should conduct
SMME workshops, particularly in townships, to assist emerging enterprises to be
innovative and run profitable businesses.
10.7 The Department of Tourism engages the
Tourism Enterprise Partnership (TEP) to ascertain how the requirements of a
R600 fee by the SMMEs has affected the number of emerging enterprises enrolled
in TEP programmes.
10.8 The Department of Tourism looks at possibility
of assisting the Griqua Ratelgat Eco-Cultural Project with finishing the
building that was partially funded by the erstwhile Department of Environmental
Affairs and Tourism.
10.9 The Department of Tourism convenes a
meeting with the Department of Arts and Culture, Western Cape Department of
Economic Development and Tourism, and the Robben Island Museum to discuss the
transport issues relating to ferrying tourists between Cape Town and Robben
Island.
10.10 The Department of Tourism devises generic
guidelines aligned to the 2010 Environmental Impact Assessment (EIA) Guidelines
to assist potential developers to deal with EIA requirements of developing tourism
projects. This may be posted on the
Departmental websites and discussed in SMME workshops to assist in shortening
the time taken to acquire EIA approvals.
10.11 There need to be more collaboration between
Brand SA and South African Tourism when it comes to marketing of the Western
Cape.
10.12 The Department of Tourism may engage the
Department of Arts and Culture on how they can assist the! Khwa ttu project as
it has both tourism and cultural/ heritage aspects.
Report
to be considered.