ITB 2003

1
Context goal of the Tourism Branch
Create conditions for sustainable tourism growth
and development for the benefit of all South
Africans
2
Context structure of the Tourism Branch
Tourism Branch Deputy Director-General Dr
Patrick Matlou
Chief Directorate Tourism Development Mr
Mahandra Naidoo
Chief Directorate Tourism Support Mr Mervin
Kamoetie
Directorate Quality Assurance Dr Joseph Raputsoe
Directorate Business Development Dr Johann Kotzé
(Acting Director)
Directorate International Tourism Liaison and
Intergovernmental Coordination Vacant
Directorate Research and Development Ms Lisa-Ann
Hosking
3
Context partners

• South African Tourism (SAT) statutory body,
  funded jointly by DEAT (R340m) and the tourism
  industry (R48m)

• Tourism Business Council of South Africa (TBCSA)
  represents large industry players, and collects
  the voluntary tourism levy

• THETA tourism SETA

• South African Tourism Institute (SATI) funded by
  Spanish donor funding. Conducts tourism awareness
  and training at school level

• Tourism Enterprise Programme (TEP) established
  by the Business Trust to assist tourism SMMEs.
  R5.7m given in 2003/2004.
• To be funded by DEAT from June 2004 R37million
  over 3 years.

4
Context partners (Cont.)

• Regional Tourism Organisation for Southern
  Africa established to develop and
• grow tourism amongst the 14 SADC members.

• NEPAD Secretariat and African Union Formed to
  unite and develop the African
• Continent. We are cooperating with these
  partners in developing a tourism plan
• for the continent.

• World Tourism Organisaton a specialised agency
  of the United Nations re- sponsible for
  developing tourism globally.

5
Strategic objective Ensure effective and
efficient international and domestic tourism
marketing
Key outputs Key performance indicators Key activities Resourcing requirements
Expedite the implementation of the international and domestic tourism marketing growth strategies Volume 2 Spend 3 Stay 10 days Geographic Distribution 3 Seasonality 5 Tourism Satellite Account Population of at least 3 tables Audit of remaining information gaps Launch new surveys to fill gaps Monthly monitoring and tracking of arrivals, spend, etc Roll out of Fundi training Implement Tourism Agreements with foreign markets, i.e. India, Iran, Saudi Arabia. R 5 million (to be sourced) from National Treasury)
6
Strategic objective Ensure effective and
efficient international and domestic tourism
marketing
Key outputs Key performance indicators Key activities Resourcing requirements
Increased tourism marketing budget in order to compete effectively with main international competitors TOMSA levy contribution to increase by R50m Governments marketing contribution to increase by R50m TBCSA to assume responsibility for TOMSA levy collection, and increase in number of TOMSA levy collectors Motivation for increased government contribution to National Treasury
7
Strategic objective Develop a competitive and
transformed tourism product and service platform
Key outputs Key performance indicators Key activities Resourcing requirements
Develop tourist products and services aligned to tourist market demand Mobilisation of at least 1 major tourist group and financial institution respectively to invest in market aligned tourist products Focusing of financial institutions and the industry on products and service gaps identified though the competitiveness study Launch of phase 2 R1 500 000
8
Strategic objective Address gaps in the tourism
logistics value chain
Key outputs Key performance indicators Key activities Resourcing requirements
Facilitate easier tourist access to SA, and movement of tourists within SA Enhanced visa access for at least 2 priority markets Increased frequencies from at least 2 priority markets Critical road and air infrastructure upgraded in at least 3 of the 6 less visited provinces Improved services to tourists from all frontline DHA and SARS staff at all ports of entry Negotiations with DHA to enhance visa access in respect of priority markets Facilitate air access in respect of priority markets, jointly with DoT, DPE and SAA Welcome Campaign and SA Host training rolled out to frontline SARS and DHA staff at all ports of entry R100 000 R500 000
9
Strategic objective Empower South Africans to
participate in environment and tourism
Key outputs Key performance indicators Key activities Resourcing requirements
Build a tourism nation 10 increase in domestic tourism into townships and rural areas Domestic tourist trips increased from 7m leisure trips to 7,330,000m Tourist route development, integrating poverty nodes, rural areas, national parks, etc Roll out of the Domestic Tourism Growth Strategy R 500 000 for initial work (additional funds to be sourced from poverty relief) R5m committed by SA Tourism
10
Strategic objective Strengthen cooperative
governance
Key outputs Key performance indicators Key activities Resourcing requirements
Alignment and capacity enhancement of tourism partners, particularly at provincial government level, to promote tourism development Tourism training of 30 provincial tourism officials in all 9 provinces At least 17 of TEP funding obtained from provinces Begin process of aligning business plans across all 9 provinces to our strategic plan 100 interns to be trained in tourism sector Foreign language training (140) Exchange Programmes (80) Tourist Guide Training (100) Development and implementation of the HRD strategy Effective use of SATI to undertake training of tourism officials Alignment of activities through MINMEC and MIPTECH Sharing of procurement monitoring tool Sharing of tourist guide monitoring tool and statistics R 500 000 (additional funding to be leveraged through the Spanish government and THETA) R2.4m (Sponsorship) R500 000 (DEAT) R500 000 (DEAT) R1 000 000 (DEAT)
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Strategic objective Increase participation of
marginalised and local people and groups in
cooperative management, equitable use and benefit
sharing of natural resources
Key outputs Key performance indicators Key activities Resourcing requirements
Leveraging of tourism potential of TFCAs, harbours and other assets to provide income generating opportunities for local communities Tourism infrastructure and product development in 4 ecotourism priority areas Partnership with BC to develop the tourism potential of TFCAs and protected areas R1m to appoint contract project management resources
Leveraging of tourism potential of TFCAs, harbours and other assets to provide income generating opportunities for local communities Blue Flag certification of 3 beaches Develop tourism potential of 4 fishing harbours Jointly with MCM, undertake certification process and pilots Identify priorities and quantify needs respect of the fishing harbours. Raise funds and initiate R168 000 (additional funding to be sourced through poverty relief)
12
Strategic objective Promote regional and
continental tourism growth
Key outputs Key performance indicators Key activities Resourcing requirements
Effective utilisation of our membership of multilateral organisations, and bilateral agreements to promote tourism Completion of the NEPAD tourism action plan WTO IOTO ATA Establish partnership with the AU Implementing Key Projects AU R945 115.60 (104.780 Euro) Membership fees R35 430.00 (5000U) R10 425.00 (1500U)
Effective utilisation of our membership of multilateral organisations, and bilateral agreements to promote tourism Transformation of RETOSA into a strong regional tourism marketing organisation Roll out of Bilateral and Multilateral agreements Facilitate the refocusing of RETOSA Key Markets RETOSA Membership fees R1 015 000 (145,000) R2 018 545
13
Strategic objective Reduced releases of
prioritised pollutants and waste streams into the
environment and/or landfills
Key outputs Key performance indicators Key activities Resourcing requirements
Promote environmental management through tourism Waste management in at least 2 tourism priority areas Identify sites and leverage resources jointly with Branch EQM Source funding through poverty relief
Promote environmental management through tourism Inclusion of environmental management criteria in the grading process Develop criteria jointly with the Grading Council, and implement
14
Strategic objective Promote economic
improvement, job creation and poverty eradication
(2nd economy intervention)
Key outputs Key performance indicators Key activities Resourcing requirements
Ensuring transformation of the tourism industry 20 increase in number of BEE tourism SMMES 20 increase in public sector procurement from BEE tourism SMMES Development and implementation of the scorecard Sustaining of TEP SMME funding for Indaba, ITB, WTM, etc Rollout of SMME training programme Software development and implementation of the procurement monitoring tool Updating, translation and printing of the funding and support handbooks R400 000 R10m R700 000 R15m to be sourced from DBSA R650 000 R383 000
15
Strategic objective Empower South Africans to
participate in the environment and tourism
Key outputs Key performance indicators Key activities Resourcing requirements
Ensuring quality in respect of tourism products and services At least 25 of tourism establishments to be graded in the focus sectors identified by the Grading Council At least 100 black tourist guides trained and employed Growing the capacity of the Grading Council in partnership with SA Tourism Training of black assessors (56) Tourism Grading Council of South Africa (TGCSA)
Ensure the development of the required human resource base At least 700 new learnerships achieved Establishment of a strengthened and resourced SATI Establishment of a strong partnership with DoL and THETA Monitoring of THETA Application to the Spanish government to continue to fund SATI About R10m to be sourced from Spanish Government
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Programme 4 Tourism
Budget allocation per subprogramme
Subprogramme 2004/05 000
Management Tourism Support Tourism Development Grant-in-aid Contribution 4 195 7 791 21 804 260 000 81 831
Total 375 621
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Programme 4 Tourism
Budget allocation per economic classification
Economic classification 2004/05 000
Compensation of employees Goods and services Transfers Provinces and municipalities Departmental agencies and accounts Machinery and equipment 11 320 22 104 41 341 831 325
Total 375 621
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