Revised Tourism Strategy for uThungulu District Municipality Final
Report NO. 09/03 December 2009
Report Prepared by:
Report No. 09/03 Final
Draft Date Author Checked Status Approved 1 10 December 2009 GMA GAM Final 2 10 February 2010 GMA GAM Final 3 21 April 2011 GMA GAM Revised-Final
KEYWORDS: Tourism; uThungulu District; Richards Bay; Eshowe; Mtunzini; Ongoye; Inkandla; Ntongeneni; Melmoth Contents
Executive Summary ...... 3
Introduction ...... 8
Section 1: Tourism Vision for uThungulu District ...... 9 1.1 5 Key Objectives of Tourism Development in uThungulu District ...... 11
Section 2: Review of 2003 Tourism Plan Projects ...... 14
Section 3: Tourism Product and Infrastructure Strategy ...... 26 3.1 Ten Product and Infrastructure Strategies for uThungulu ...... 28 3.2. Nodal Tourism Development Strategy ...... 59 3.3. Emergency Services for Tourists ...... 67
Section 4: Deriving Local Benefit from Tourism Development ...... 69 4.1 Strategy 1 - Expanding the Tourism Skills Base...... 70 4.2 Strategy 2 - Tourism SMME and Supply Chain Development Strategy ...... 71 4.3 Strategy 3 - A Framework for Tourism Development on Community Owned Land ...... 75
Section 5: Business Plans ...... 77
Section 6: Performance Management ...... 95 6.1. Service Excellence Award System ...... 95 6.2. Future research projects to measure growth in the local tourism industry ...... 100 6.3. Monitoring and Evaluation ...... 102
Appendix A – Maps and Images ...... 105 Appendix B – Policy and Legislation ...... 111 Appendix C –List of Possible Emergency Scenarios ...... 120 Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates
Executive Summary
The Tourism Master Plan Review for uThungulu District Municipality is an outcome of extensive research undertaken in the context of current relevant tourism policy and legislation (see appendix) on the current state of tourism in the district as well as a critical assessment of the tourism strategies highlighted in the 2003 Tourism Master Plan. The 2003 Tourism Master Plan had become outdated and certain strategies identified in the earlier master plan are no longer applicable to the post 2010 period. In order to guide tourism development in uThungulu District for the next five to ten years, leading up to and beyond the 2010 Soccer World Cup, a new vision for developing tourism in the district is articulated in the updated master plan.
Tourism Vision for uThungulu District (Part 1)
To develop and market holistic tourism products that utilise the competitive advantages that uThungulu District enjoys in ecological/wildlife and cultural/heritage attractions in such a way as to appeal to a broad, and international in scope, tourism market, creating new flows of tourists in the region and also capturing a substantial share of the existing tourism trade which currently passes through the district.
Tourism Vision for uThungulu District (Part 2)
To ensure that tourism contributes toward local economic development though the active involvement of communities in tourism projects and the strengthening of linkages with the SMME Sector.
Achieving Part 1 of the Tourism Vision
Some of the key features of this vision for tourism development in uThungulu District include:
The emphasis on the district’s comparative/competitive advantages as being a key driver for tourism growth in the district;
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates
The importance of capitalising on existing flows of tourists passing through the district; the need to also develop new tourist flows; and
An enhanced focus on the international tourist market.
Increasing tourist flows and extending tourist durations of stay in the district must, necessarily, entail an improvement and an extension of the tourist product/s offered by the district. The tourism product and infrastructure strategies outlined in this master plan incorporate both general product strategies which set the foundations for the growth of tourism in the district and specific tourism projects which are expected to catalyse growth in specific tourism sectors in the district.
Ten general product and infrastructure strategies for growing tourism in uThungulu are identified. Each of the strategies listed in table E1, are a reflection of the findings of the SWOT and Gap Analysis as well as the Status Quo Report for tourism in the district.
Table E1 – Summary of General Product and Infrastructure Strategies Strategy Priority Level 1. Develop the Coastline for Tourism Purposes High 2. Pursue the Development of a Big Five Game Reserve in the High District 3. Encourage Cruise Ship Tourism in Richards Bay Medium/High 4. Extensively Develop the Route 66 Product High 5. Develop the Great Forests of Zululand Experience Medium 6. Develop Contemporary African Cultural Tourism Medium 7. Improve Accessibility and Visibility of Existing Attractions High 8. Develop Adventure Tourism in the District Medium 9. Ensure Tourist Safety in Volatile Areas High 10. Provide More Family-Attractions and Facilities Medium 11. Promote Events in the District Medium
A degree of continuity with the previous Tourism Master Plan is evident in the identification of strategies 1 to 4, all of which were, to varying extents, identified as key projects in the previous master
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates plan. A nodal tourism strategy further addresses tourism development in some of the areas identified in the previous master plan.
The tourism strategies identified in Table E1, while general, have a spatial component to them, identifying areas with high tourism potential. Tourism development in a district needs to be mindful of the fact that some areas have competitive advantages when it comes to tourism while others simply do not. It is the role of the district municipality to identify areas with high tourism potential that will offer cross-cutting benefits for the entire district, and earmark these areas for extensive tourism development. A nodal tourism strategy provides a spatial context for tourism development in the district, prioritising areas which are expected to have the highest yield for investments in tourism.
Tourism development nodes are those areas wherein tourist attractions, facilities and infrastructure should be clustered. Within these nodes, tourism should be given priority and tourists treated as valuable commodities. The following nodes have been identified:
Primary Nodes
1. Richards Bay Marina Area and Waterfront 2. Eshowe and surrounding region 3. Mtunzini / Siyaya Coastal Park 4. Mthonjaneni / Dingane Spring 5. Thula Thula/ Royal Zulu
Secondary Nodes
1. Lake Eteza, Umfolozi Village 2. Nkandla/Matshenezimpisi
In addition to the more general product and the nodal development strategies, indicative business plans were undertaken for seven specific tourism projects considered to be catalytic for tourism development in the district. These projects are listed on the following page.
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Development of Forest Canopy Tours – The development of canopy tours at either Dlinza Forest; Entumeni Forest or Mpushini Falls, should stimulate both adventure tourism in the district and restore some of the waning popularity of Eshowe.
Development of Siyaya Hiking Trail – The trail will run from Umlalazi Nature Reserve to Amatikulu Nature Reserve and will look to exploit the beauty of this stretch of coastline, in offering eco-tourists a memorable hiking experience.
Development of Nseleni Conference Centre and Accommodation – Along with the current upgrade of the conference centre at Nseleni Nature Reserve, accommodation should also be provided as a means of capturing some of the passing tourist trade on the N2.
Support for the Simunye Project – This involves supporting and encouraging this community project aimed at creating a Big Five Game Reserve which will be linked to Opathe-Emakhosini, and which will provide the Route 66 with a major international attraction.
Support for the Royal Zulu Game Reserve – This involves renewed support and backing for the Royal Zulu Project, spearheaded by Lawrence Anthony and aimed at creating a coterminous linkage with Hluhluwe-Umfolozi Game Reserve.
Development of a Coastal Resort in the Siyaya Coastal Strip – This project will address the lack of luxurious coastal resort options (primarily aimed at foreign tourists) in uThungulu District and, indeed, in the whole of KwaZulu-Natal.
Development of a Great Forests of Zululand Tour – This project will look to unite all of uThungulu District’s forest attractions into one unique tourism experience which will appeal to eco-tourists; birders and heritage tourists alike.
Achieving Part 2 of the Tourism Vision for the District
The second part of the vision for tourism in the district concerns the distribution of benefits flowing from increased tourism activity. A strategy must be formulated to ensure that tourism development does not simply increase the profit margins of well established private sector tourism-based companies, but also benefits the local population, whether directly or via a ‘spill-over effect’. There are three ways in which the benefits of tourism development can be transmitted to local communities. These are as follows:
Local entrepreneurship opportunities
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Income derived from community ownership of land or tourism initiatives Employment opportunities
This master plan identifies three strategies for realising the opportunities arising from increased tourism activity in uThungulu District. These are:
Strategy 1 – Expanding the tourism skills base Strategy 2 – Development and support for tourism SMMEs Strategy 3 – Providing an effective framework for tourism development on community owned land
Undertaking these strategies is critical to equitably distributing the benefits arising from increased tourism development in uThungulu District Municipality.
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Introduction
Tourism, as a stimulant for local economic development and job creation underperforms for uThungulu District. This, in the main, is attributable to a relatively low (in comparison to the neighbouring districts of iLembe, Zululand and Umkhanyakude) tourism footfall in the district. uThungulu District is viewed by tourists, largely, as a ‘drive-through’ destination, en route to attractions in either Zululand or the Elephant Coast. Low levels of tourism activity, however, do not reflect the true tourism potential of the district which, in fact, is immense. The problem is not so much a lack of tourism assets as it is one of insufficient product development and diversification. uThungulu District can legitimately lay claim to possessing three (namely, Beach; Battlefields and Bush) out of the five (also including Berg and Buzz) top tourism experiences in the province. None of these experiences and attractions, however, are sufficiently developed in the district or marketed in a way as to attract significant numbers of tourists to the district. This document looks to provide a comprehensive product development strategy aimed at exploiting the tourism potential of the district so as best to capture the local economic development benefits associated with tourism. Although necessary, product development alone is not a sufficient condition for the success of tourism in a region, and must be supported by a strong marketing strategy, which includes the branding and positioning of the tourism experience that the district offers.
A tourism strategy was developed for uThungulu District in 2003, but has since become outdated. This strategy aimed to provide guidelines for tourism development in the district. More than five years later, the current strategy reviews the relevance of some of the recommendations made in 2003. The current strategy also assesses the present status of a number of projects identified in the 2003 strategy document. Standing on the eve of the 2010 Soccer World Cup, the biggest sporting event ever hosted in South Africa, a new vision for tourism development for uThungulu District is articulated in this document, one which is cognisant of the changing trends in the past five years and of the opportunity that the hosting of the World Cup will provide for tourism in the district. This vision will guide tourism strategies and initiatives in uThungulu District for at least the next 5 years.
In articulating an overall vision and specifying a set of tourism development strategies for the district, this strategy document draws greatly on the ‘Situational Analysis’ and ‘SWOT and Gap Analysis’
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates produced by GMA. This initial research forms the rationale behind the recommendations of this document.
Section 1: Tourism Vision for uThungulu District
A tourism vision should act as an overriding goal to which all tourism developments and strategies should work toward achieving. The vision should articulate a view of the future which sees the realisation of tourism potential and points toward ways of achieving this realisation.
2003 Vision
To create, develop and manage ‘uThungulu District’ to become a preferred tourism destination, for both foreign and domestic tourists, offering wildlife, cultural and coastal tourism attractions in an economically and environmentally sustainable manner that will deliver local socio-economic benefit to all the people of the district.
The vision as articulated in the 2003 tourism development plan is a very broad vision which is still applicable today but is not unique to uThungulu District in a way that would suggest specific strategies for tourism development. As such a new vision is specified below.
New Vision
To develop and market holistic tourism products that utilise the competitive advantages that uThungulu District enjoys in ecological/wildlife and cultural/heritage attractions in such a way as to appeal to a broad, and international in scope, tourism market, creating new flows of tourists in the region and also capturing a substantial share of the existing tourism trade which currently passes through the district. and…
To ensure that tourism contributes toward local economic development though the active involvement of communities in tourism projects and the strengthening of linkages with the SMME Sector.
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The new vision can be decomposed to provide a greater understanding:
Holistic tourism products: Tourism revenue is composed of three principal factors. Namely, the number of tourists who visit a destination, their duration of stay and their average spend per day. Product development should seek to increase each one of these factors by providing a more complete tourist experience. Tourism products should be developed which integrate well with existing products and lead to a clustering of mutually-reinforcing attractions and facilities, such that holistic tourism products are offered.
Competitive advantages….ecological/wildlife and cultural/heritage: It is essential for tourism development in uThungulu District to make use of the district’s competitive advantages, and not simply superimpose contextually irrelevant tourism initiatives. uThungulu District enjoys significant advantages over its competitors (advantages derived from the uniqueness of these attractions) in the areas of ecological/wildlife and cultural/heritage attractions. As such tourism development should look to further develop and market the uniqueness of these attractions
Broad and international in scope: Tourism in uThungulu District is dominated by niche markets, with limited scope for extensive expansion. While these markets are valuable, exclusively targeting these markets offers little in the way of future growth prospects. Tourism development in the district must thus also aim to appeal to a broad tourism market by providing primary, wide appeal attractions. These attractions must also have the ability and quality to attract the international visitor, who can choose between any number of tourist attractions in South Africa.
New flows: While the nature of tourism (predominantly business) in uThungulu District means that average spend per day is relatively low, the main driver of a below average GDP contribution of tourism for uThungulu District, is limited tourist footfall in the district. It is thus essential to increase the number of tourists visiting uThungulu District. This will necessarily involve expanding the district’s tourism target market as indicated above.
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Capturing existing tourism trade: It is important for the district to develop tourism products which create new tourism flows in the region. This is, however, a long term goal. In the short term the district must look to tap into the lucrative flow of tourists to areas immediately bordering uThungulu District. These tourists should be encouraged to spend more time in uThungulu District before progressing to their intended destinations.
Active involvement of communities; linkages with the SMME sector: In order to ensure support for tourism projects, and to achieve development aims in the district, the community must be given a stake in tourism development. This is best achieved by encouraging partnerships with local SMME’s and community land owners.
1.1 5 Key Objectives of Tourism Development in uThungulu District
Achieving the tourism vision specified in the previous section requires that a number of intermediate objectives be targeted. These objectives are listed below:
1. Increase tourist footfall in uThungulu District 2. Appeal to high spending tourist market segments and encourage increased spend 3. Enhance linkages with established tourism attractions in the region 4. Create an easily recognisable tourism brand identity for uThungulu District 5. Maximise the community benefit of tourism in the district
1. Increase tourist footfall in uThungulu District
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The starting point of any tourism strategy for an area with little previous tourism development is to increase the tourist footfall in that area. uThungulu District’s tourist footfall (the number of tourists in the district at any given time), is relatively low and comprised mainly of tourists travelling to the Elephant Coast, or Business tourists staying in the district for work purposes. These two groups tend to concentrate around the N2 Highway, and in business centres such as Richards Bay, Empangeni and Eshowe. Remoter areas such as those in Ntambanana, Nkandla and Mthonjaneni, experience very little tourist footfall. In order to ensure that the benefits of tourism are distributed equitably in the district, it is essential that development takes places in these remote areas, such that the number of tourists visiting them increases significantly. Increasing tourist footfall in the district and in the remote areas in particular, also requires the marketing of tourist routes which link otherwise isolated attractions with established tourism flows.
2. Appeal to high spending tourist market segments and encourage increased spend
Simply attracting large numbers of tourists does not mean that tourism will contribute substantially to the district’s economic output. This is because different segments of the tourist market spend widely different amounts of money while visiting an area, and if the district has large numbers of low spending tourists this will reflect in lower tourism revenue. Tourism in uThungulu District can best be described as largely domestic, with a high degree of business tourism. Unfortunately these are relatively low revenue generating tourist market segments. Thus uThungulu District must, in addition to these established markets, also look to target high spending markets. An average foreign tourist spends up to eight times a day more than an average domestic tourist, while leisure tourists typically spend more than business tourists. Foreign tourists are the most price‐inelastic segment of the tourism market and are willing to pay high prices for unique cultural or adventure activities. Both foreign tourists and domestic leisure tourists, however, have to be provided with opportunities to spend within the district. This entails developing a greater array of tourism products on offer and clustering tourism supporting industries (restaurants, cinemas, craft shops) around places of accommodation.
3. Enhance linkages with established tourism attractions in the region
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates uThungulu District is located in one of the most popular tourism regions in KwaZulu-Natal. Hluhluwe- Umfolozi Game Reserve, the Isimangaliso Wetland Park and the Battlefields of Zululand are all within close proximity to the district’s borders. These destinations have over a long period established strong and regular flows of tourists. Tourism planning for uThungulu District must take into consideration the broader tourism region because tourists, in making decisions on destinations to visit, will generally look at the total number of attractions in a region, irrespective of district boundaries. Thus tourism development in uThungulu District should, as far as possible, complement the existing suite of attractions available in neighbouring areas. Linkages with tourist areas outside of uThungulu District should be strengthened, allowing for the movement of tourists between districts and contributing to the attractiveness of the region as a whole.
4. Create an easily recognisable tourism brand identity for uThungulu District
While it is important to enhance the linkages between uThungulu District and its neighbours, it is also essential that uThungulu District has a unique identity, even if it is an identity which sits within the broader tourism identity for the region. The tourism industry aims to bring the’ market to the product’ where most other industries take the ‘product to the market’. Attracting the market (tourists) to the product (uThungulu District’s tourist attractions) requires extensive marketing and branding in order to project a certain image and ‘sense of place’ for a destination. Tourists, especially foreign tourists who have an international range of attractions to compare things to, seek unique destinations and neatly defined experiences. An internationally recognisable brand must be created for uThungulu District, one which guides the expectations of visitors to the district, while at the same time guiding the nature and style of tourism development in the district. An effective tourism identity for uThungulu District should fit well with the Elephant Coast/Zululand region’s identity but should also be suitably distinguishable, propagating the notion that a visit to uThungulu District is a must for tourists visiting northern KwaZulu- Natal, or, in fact, the province as a whole.
5. Maximise the community benefit of tourism in the district
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The former objectives concern efforts to maximise tourism revenue in the district. However, maximising tourism revenue may have little benefit for local communities if tourism development is not oriented toward providing locals with income-generating opportunities as well as a significant stake in tourism development. The best way in which the local community can gain from tourism development in the district is in the creation of jobs. Wherever possible, locals should be trained to participate in the operation of tourism initiatives. Additionally collaborative partnerships should be formed between private tourism institutions and traditional land owners, in order to achieve sustainable transformation in the district. Finally the District Municipality should encourage the participation of SMME’s in the tourism industry as this will result in multiplier benefits for the local population.
Section 2: Review of 2003 Tourism Plan Projects
The uThungulu District Municipality Tourism Development Plan prepared in August 2003 lists a number of strategic projects which it was felt, at the time, were key to achieving the tourism development objectives of the municipality, namely:
Development of uThungulu District’s coastal assets, including Richards Bay and catering for primarily the domestic market;
Development of the region’s rich natural resources including wildlife and catering primarily for the foreign market; and
Integration and interpretation of cultural and historical assets providing for primarily foreign markets but with added value for the domestic market.
(Halley Sharpe, 2003)
This chapter reviews those projects and assesses their success where possible. 1. RICHARDS BAY WATERFRONT & COASTAL TOURISM PRODUCT
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The waterfront at Richards Bay has received some significant investment in recent years and the addition of a Protea Hotel on the waterfront must be seen as a key success in the area. This together with the opening of additional restaurants along the waterfront has changed the nature and feel of the area and provided both residents and tourists with a more significant recreational node away from the industrial heart of Richards Bay.
The strategic intents (Halley Sharpe, 2003) of this development were for the:
The re-branding of Richards Bay as a waterfront and beach tourism destination rather than the present industrial centre
The Tuzi Gazi brand is the key to this re-branding exercise and some success has been achieved with this. The area is a natural draw card for visitors. However, there is a long way to go before people’s perceptions of Richards Bay as primarily an industrial centre are overcome.
Offer an incentive through the offer of a quality lifestyle, for companies to relocate to Richards Bay;
The popularity of the Tuzi Gazi area as a residential neighbourhood has seen a number of houses located on the waterfront and it is likely that more residential development will occur in the area in the future. The building and occupation of luxury houses on the waterfront have helped change the image of the area. Current plans by developers to develop adjacent land owned by the municipality, including Pelican Island must be taken as a clear sign of the positive perception of the Richards Bay waterfront as a development node for residential and recreational use.
Create day visitor resort type attractions and contribute to higher bed occupancies at existing and new tourism establishments in Richards Bay
This has not been achieved as of yet. Whilst there are restaurants and boat trips from the dock, very little else has been achieved. The public perception that it is not safe to walk from Tuzi Gazi to Alkantstrand is testimony to this.
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Assist in transforming the image of the wider district to that of a tourism destination drawing on significant scenic appeal
The waterfront has gone a long way to achieving these objectives, however, a number of issues still need to be addressed. The entire area from Tuzi Gazi to Alkantstrand needs to be managed as a single tourism precinct where the safety of all visitors is guaranteed on a 24/7 basis. The Naval Island and Pelican Island areas have still not received any form of development despite being huge potential draw cards. In the case of the latter, an extensive Marina Development Strategy drafted by Mhlatuze Municipality aims to use the unique appeal of Pelican Island in developing a mixed-use residential and entertainment node incorporating Pelican Island, the Yacht Club and Alkantstrand Beach. The loss of Blue Flag status for Alkantstrand Beach is a major setback to the tourist appeal of the area and should be addressed as a matter of urgency (see Section 3.1 Strategy 1)
Encourage longer stays by cruise ships stopping over in Richards Bay
The strategic intent of getting cruise liner passengers to stay on in Richards Bay for longer has not been achieved. Currently cruise liner tourists still tend to head for the game reserves and cultural attractions distant from Richards Bay and do not spend time around the waterfront area. This objective was probably somewhat misguided. Few cruise liners stay in port for more than 24 hours. A more pertinent objective would have been to encourage the arrival of more cruise liners rather than trying to prolong the visit of those liners that are already calling at the port.
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2. RICHARDS BAY CRUISE PASSENGER TERMINAL
No dedicated cruise liner terminal currently exists, passengers are passed through a customs tent and larger vessels are docked in the dirty part of the harbour alongside the piles of chrome ore, magnetite and coal. No significant progress on the objective of building a state-of-art dedicated cruise liner terminal has been made and Transnet have stated that from their perspective no business case for a passenger terminal exists. The strategic objectives below have not been achieved at the scale they were intended. This is largely because, up to this point, no financially viable proposals for a cruise liner terminal have been formulated. However these are processes which take time and the groundwork for these objectives is being put in place, albeit slowly (refer to Section 3.1, Strategy 3)
1. Provide for an alternative entry point for overseas visitors to the region
2. Meet demand for coastal resort facilities by the international market and thereby elevate tourism revenue yield for the local tourism industry
3. Increase uThungulu District’s share of the tourism market if matched with the development of appropriate attractions in the region; and
4. Assist in promoting Richards Bay as a cruise liner tourism destination. (Halley Sharpe, 2003)
Despite the lack of progress, 12,500 cruise liner tourists continue to visit Richards Bay annually and the cruise liner industry continues to grow.
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3. ONGOYE TOURISM CLUSTER
According to the 2003 Tourism Plan:
“The Ongoye Tourism Cluster incorporates a number of natural, cultural and heritage attractions in the vicinity of Gingindlovu, Eshowe and Empangeni. Through identification, packaging, and marketing of these attractions, it is intended that this cluster is developed into a destination with critical mass. The coast and wildlife attractions to the north and east are the main regional attractions drawing a number of destination tourists and providing flow-through visitors as a market for the Ongoye cluster.”
1. GINGINDLOVU
A Tourism Gateway Cultural and Heritage Visitor Centre were proposed for the junction of the N2, R102 and R66 as this was seen as a key nodal point. While there is a small craft centre on the road to Ongoye Forest, nothing else has been developed in this vicinity.
2. ESHOWE
Eshowe is an established tourism destination within the district, with many attractions, museums and the Dlinza Forest Boardwalk. Recent years have seen an erosion of this success with numbers declining at the museum and boardwalk while the tourism infrastructure at Mpushini Falls has become broken down and eroded. Eshowe’s decline in tourist numbers can largely be attributed to a lack of new tourism developments needed to satisfy the ever-changing tastes and demands of tourists. New attractions are needed to strengthen the tourism product around Eshowe as the town’s true tourism potential has not been fully realised. Private tourist establishment owners offer excellent facilities and accommodation, but attractions within the area have not increased significantly in the last five years and, until they do so, tourism in the region will continue to stagnate and even decline.
3. KWABULAWAYO
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KwaBulawayo is a flagship product of the municipality and substantial funding has been spent on developing it. The conference facilities are built and the facility is operational, recently hosting a cultural event. The long term success of this facility is yet to be ascertained as the facility was only recently opened. Improvements to the road infrastructure to KwaBulawayo need to be completed to improve access to the facility for tour buses. KwaBulawayo is a unique cultural attraction in that it fuses a modern conference facility, with its paved pathways, parking lot and other modern amenities, with the traditional layout and construction style of what was once Shaka’s military capital. If marketed effectively KwaBulawayo could be a great asset to uThungulu’s tourism offering.
4. ONGOYE FOREST
It was suggested that the forest become a key component of tourism in the district. A lack of private funding and investment interest has meant that this has not happened as of yet and the tourist attractions in the forest are still very limited. However some efforts have been made, with the track to the birding lodge being improved with concrete strips by the District Municipality. Additionally Ezemvelo KZN Wildlife have committed to improving and sustaining the forest by implementing a plan to fence the forest and thus protect the many unique and valuable species of fauna and flora. This will prevent cattle encroachment and enable endemic and other indigenous species to thrive.
4. ROUTE 66 ‘ZULU CULTURAL HERITAGE ROUTE’ LINKAGE TO EMHAKHOSINI
The plan for Route 66 has been a focal point for the municipality and has been a success in terms of implementation from its conception in the 2003 plan.
Route 66 is operational, and pamphlets advertising the route have been distributed throughout the tourism offices in the province. The route is a success from the perspective of cross municipality cooperation and whilst it is in the early stages of operation, the route provides access to some of KwaZulu-Natal’s best cultural attractions and historic sites. The route brings many of the strategic objectives of the tourism master plan to the fore and has the potential to become the premier cultural
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates route in South Africa. Certainly the Route would offer tourist experiences just as diverse as those of other successful routes such as the Cape Wine Routes, the Garden Route and the Midlands Meander.
5. ESHOWE / NKANDLA / KRANSKOP / BABANANGO / MELMOTH TOURISM
ROUTE
According to the 2003 Report:
“The western portion of the uThungulu District is predominantly rural and is host to significant scenic, cultural, and heritage assets. Although not currently perceived as a tourism region, the area nevertheless has significant untapped potential. The opportunity to develop a tourism route as opposed to a cluster of attractions, serving as a secondary web to the primary Zulu Cultural Heritage Route, exists.”
This route has not as yet been developed as a tourism node, with no apparent advertising or route signs designating it as a tourist area. The concept of this route has been neglected in preference of developing Route 66. Indeed it is difficult to expand the concept of a tourism route too widely and the focus, at least in the short-term, should be on developing Route 66 as it has significantly more attractions and tourism infrastructure, than this proposed route.
6. SIYAYA COASTAL PARK: AMATIKULU / MTUNZINI / UMLALAZI
The potential exists to encourage appropriate coastal development, which would elevate the status of the Siyaya Coastal Park as a discrete tourism destination.
Currently there are no major new investments in the park area to take advantage of its scenic beach and coastal attractions. Since 2003 the developments around Port Durnford which were owned by the community have closed and fallen into disrepair. Reports are that community rivalry and jealousy led to the demise of these developments. This highlights the importance of an effective community ownership model, one which is articulated in section 4.3. Whilst the accommodation capacity at Mtunzini has increased, the rest of the park has not seen any new developments. Accommodation options in Umlalazi
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Nature Reserve have remained unchanged, despite increased visitor numbers to the reserve in the past five years. There are currently no plans to expand accommodation within the reserve.
7. N2 KWAMBONAMBI TOURISM JUNCTION
Development of the N2 KwaMbonambi Junction is primarily intended to provide a safe stopping point offering toilet and refreshment facilities in a secure environment.
Work is currently underway on the construction of an N2 interchange at KwaMbonambi. This would allow easier access for motorists visiting KwaMbonambi or Maphelane. Construction is expected to be complete at the end of 2011. Once construction of the interchange is complete, work will begin on the planned N2 West development which will include a service station; shopping centre and tourist centre. The development will aim to capture a portion of the passing tourist trade en route to the game reserves further north.
8. LAKE NHLABANE, ESTUARY & DAWSONS ROCK
A study carried out by Urban Econ has identified Lake Nhlabane as a potential tourism node with possibilities for linkages with the estuary, beach and the development of a ‘resort’ at Dawson’s Rock. Opportunities for pro-poor tourism development involving partnerships with the nearby impoverished rural communities are possible. As part of their corporate social responsibility programme, Richards Bay Minerals (RBM) could be approached as a development support partner for development in the area. (Halley, Sharpe, 2003:54)
Developments in the Lake Nhlabane area have been hindered by mining activity which has only recently ceased. RBM has completed its mining of the area from Lake Nhlabane to Richards Bay and are willing to participate in developing nodes within this area as tourist attractions. Some steps have been taken by the local community and the local municipality in trying to acquire servitude rights to access the scenic beach at Lake Nhlabane estuary. No other steps have been taken to develop this area. However the timing has only really become appropriate as of late 2009. In terms of the suggestion of a ‘resort’ at Dawson’s rock, this is felt to be misplaced. The beaches in this area are experiencing heavy erosion, and
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates the scars of years of dune mining are all too evident. The project team feels that there are other better locations for a coastal resort in the district.
Just north of the suggested tourism area, in an area still under RBM lease the community has re-opened a fishing camp. This form of development is much more appropriate for this area.
9. MAPELANE – LINKAGE
Mapelane Wildlife Reserve, located at the southern extremity of the Greater St Lucia Wetland Park, falls within the boundaries of the uThungulu District. The relatively recent proclamation of the Park as a World Heritage Site has opened up significant opportunities for attracting greater numbers of foreign visitors, and private investment in tourism plant is being encouraged. Current visitor facilities at Mapelane attract the domestic fishing market and generate a relatively modest tourism revenue yield. Linking and integrating Mapelane with the opportunities being opened up in the rest of the park will add to the product uThungulu District can offer both the domestic and foreign markets.
There is a certain difficulty with linking Mapelane with the rest of St Lucia as it does not have direct road access into the town and the park. Driving from Maphelane to St Lucia takes a long time due to poor and indirect roads. The 2003 plan suggested upgrading the road linkages with the N2 and improving other bulk services. While the construction of the KwaMbonambi interchange will make it easier for tourists to get onto the Maphelane road, the Maphelane road has degraded further since 2003 and the upgrade of this road is now more urgent.
The intention (Halley Sharpe, 2003) of this was to:
Facilitate an enabling environment for private investment in appropriate tourism plant at Mapelane;
Benefit from the branding and marketing of the Greater St Lucia Wetland Park as a World Heritage Site;
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates
Ultimately attract a greater share of the foreign market and thereby increase tourism revenue yield; and
Create strategic linkages with the wildlife and coastal nature tourism attractions of Northern Zululand
No private investment has taken place at Mapelane. This is mostly attributable to the poor road network around the reserve. Links to the accommodation at Lake Eteza and Richards Bay, as well as St Lucia are still poor and the other objectives cannot be met until this is addressed.
10. Royal Zulu Reserve – Linkage to Hluhluwe-Umfolozi
“The proposal to develop the Royal Zulu Biosphere Reserve is an ambitious undertaking involving the development of a large tract of land south of the Umfolozi/Hluhluwe Reserve, into three distinct land uses:
• Conservation comprising Game Reserves and eco-tourism facilities; • Agriculture; and • Formalised settlement in and around an existing village.
Under the umbrella of the overall development concept of the Royal Zulu Game Reserve, conservation areas are located on land of varying tenure, including State Land and Ingonyama Trust Land, and the traditional land of the Obuka, Mhlana and Somopho Tribal Authorities.” (Halley Sharpe, 2003:45)
Such is the perceived importance of this project, that its current status and prospect for success or failure is discussed in greater detail in Section 3.1, Strategy 2.1.
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates
Summary of previous projects and place in current Master Plan
Of all the projects identified by the Halley Sharpe authored Tourism Master Plan, only three, namely the Richards Bay Waterfront; Route 66 and KwaBulawayo have successfully been implemented. The principal reasons for the lack of implementation of the other projects relate to funding and viability issues. This has contributed to extended delays in implementation. Nonetheless the majority of these projects are retained in the current tourism Master Plan, and various alternatives for financial viability are assessed later in subsequent sections. Two projects are excluded from the current Master Plan. These are the Nkandla Tourism Route and the Gingindlovu Tourism Gateway. In regards to the former it is felt that it is better to invest more extensively in the Route 66 development and not expand the concept of ‘route tourism’ too widely. The Gingindlovu Tourism Gateway is not prioritised in the new master plan as it is felt that attractions in Eshowe itself should be better developed as a first priority.
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates
Monitoring Tool
Table 1 is a tool to monitor the application of the strategic projects identified in the 2003 plan. Has the project Have the strategic Does the project fit Project: been implemented objectives of the into the 2009 or support project plan been tourism master provided? met? plan? RB waterfront & beach YES YES YES RB cruise liner NO NO YES terminal Eshowe YES YES YES Gingindlovu NO NO NO Ongoye Forest YES YES YES KwaBulawayo YES YES YES R66 YES YES YES Nkandla Tourism NO NO NO Route Siyaya Coastal Park NO NO YES N2 KwaMbonambi NO NO (currently YES Tourism Junction underway) Lake Nhlabane NO NO YES Mapelane Linkage NO NO YES Royal Zulu YES NO YES
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates
Section 3: Tourism Product and Infrastructure Strategy
The tourism product offered by a destination may be pre‐existing or may need to be created. uThungulu District’s tourism product is fragmented, with a number of different and independent products being offered. These tourism products need to be linked in order to create broader tourism experiences for visitors to the district. In addition, the current suite of tourism products tends to target specific market segments and thus should be supplemented by new product developments which appeal to a wider market. Tourism infrastructure refers to those elements of development which support the tourism products, these include, roads; signage; restaurants; petrol stations and accommodation in the area. Identifying uThungulu District’s tourism ‘product/s’ and necessary ‘infrastructure’, must come out of the analysis of the district’s strengths and weaknesses; its comparative advantages and a gap analysis of tourism in the district. In taking into consideration these factors, recommendations in this report draw heavily on the research underpinning the Situational Analysis Report and the SWOT Analysis Report.
The SWOT Analysis Report identifies eco-tourism and cultural tourism as the two areas where uThungulu District holds competitive advantages and wherein significant tourism growth potential exists. The SWOT Analysis, however, is mindful of the fact that, while certain niche markets exist in both eco-tourism and cultural tourism in the district, a wider and more international market needs to be captured through these attractions. For instance, while uThungulu District possesses a 100km coastline and numerous untouched wilderness areas, the district has neither a coastal resort of any sort, nor a big five game reserve. Similarly, up until recently with the launch of the Route 66 Cultural and Heritage Route, the historical and cultural attractions in uThungulu District have been disjointed and isolated from one another, only appealing to very specific groups of cultural tourists (such as Norwegian missionary tourists in Eshowe).
The product and infrastructure strategies identified in this section and listed in table 2 are general ones that should be pursued in order to ensure that maximum advantage is taken of uThungulu District’s tourism potential. These strategies set the foundations on which specific tourism initiatives can be built upon. The rationale behind each of these strategies will not be explained in great detail here and reference should be made to the Situational Analysis and SWOT Analysis reports.
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates
Table 2 - List of General Product and Infrastructure Strategies Strategy Description Priority Level
1. Develop the Coastline for Improve accessibility. High Tourism Purposes Reclaim coast for tourism. Accommodation development. 2. Pursue Big Five Game Provide support for private game reserve projects. High Reserve in District Interact with KZN wildlife. 3. Encourage Cruise Ship Construct dedicated passenger liner terminal. Medium/High Tourism in Richards Bay Improve linkages with region’s attractions for cruise tourists 4. Extensively Develop the Encourage tourism related SMME’s to locate on Route. High Route 66 Product Product development. Standardise signage 5. Develop Great Forests of Construct campsites/cabins. Medium Zululand Experience Develop paths. Package Great Forest tours. 6. Develop Contemporary Add to existing cultural attractions by developing urban Medium African Cultural Tourism African tourism. 7. Improve Accessibility and Tar strategically important access roads. High Visibility of Existing Improve signage to remote areas Attractions 8. Develop Adventure Promote adventure sports. Medium Tourism in the District Introduce high-thrill attractions. 9. Ensure Tourist Safety in Create safe tourism precincts. High Volatile Areas Ensure community cooperation. Provide armed security. 10. Provide more Family- Develop child friendly and family-oriented attractions in the Medium Attractions and Facilities district. 11. Promote Events Promote more events in the district to increase exposure Medium 12. Nodal Tourism Identify and define areas in which local economic development Medium/High Development Strategy efforts should focus on tourism. Identify tourism corridors
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates
3.1 Ten Product and Infrastructure Strategies for uThungulu
1. Develop the Coastline for Tourism Purposes
Despite having +/- 100km of beaches, relatively little tourism development has occurred on uThungulu District’s coastline. The district’s beaches function primarily as recreational zones for locals and as a fishing holiday destination for domestic tourists. There are presently no authentic coastal resorts in the district, despite some large stretches of pristine coastline. The tourism appeal of uThungulu District’s coastline is hindered by a lack of safe swimming options; inaccessibility; the ban on 4×4’s on the beach; extensive mining of dunes and severe soil erosion in certain areas. Strategies that look to mitigate these hindering factors are essential for developing the tourism potential of uThungulu District’s coastline. A number of the strategies mentioned here have been highlighted previously in the 2004 Coastal Management Plan (enacted in December 2009), but have yet to be effectively implemented, and due to the time elapse are now more urgent.
1.1. Open up the coastal stretch between Richards Bay and the Nhlabane Estuary for tourism development
Richards Bay Minerals (RBM) has been mining sand dunes in uThungulu District since 1976. RBM’s mining activities have rendered certain sections of uThungulu District’s coastline ‘no-go-areas’ for a long period of time. At present RBM leases three coastal areas from the Ingonyama Trust, these are namely, Zulti South (Richards Bay to Umlalazi), Tisand (Richards Bay to Nhlabane) and Zulti North (Nhlabane to Maphelane). Mining has yet to start at Zulti South, but when it commences, mining is expected to last to at least 2050. Mining at Zulti North is expected to continue until 2019. However, the good news for tourism in the district is that RBM has completed their mining activities at Tisand. Handing this land back to the community requires that RBM complete an Environmental Management Plan for the closure of mining activities in this area. Currently only one EMP exists for all of RBM’s operations at the smelter, meaning that RBM cannot hand the land back to the community until all operations have ceased in 2050. In this regard the district municipality can greatly assist tourism development along the coast by supporting RBM’s efforts to split the EMP for all three mining areas.
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates
If RBM were to be able to hand over the Tisand area to local communities, significant tourism opportunities would present themselves. While not all of the coastline would be suitable for tourism development due to extensive erosion of the beaches (at a rate of 4.5m a year), the area around the Nhlabane estuary presents great opportunities for tourism development and was indentified for tourism development in the 2004 Coastal Management Plan. The area has excellent infrastructure (good roads; electricity; water) which RBM would leave behind when the EMP is complete. In addition, due to RBM’s dune rehabilitation efforts, most of the coastline is populated by pristine indigenous forests and, to a lesser extent, Casuarinas’ plantations. Lake Nhlabane, itself, is a scenic attraction with small populations of hippos and crocodiles. The estuary is navigable for canoes and has excellent birding potential. In fact, RBM currently hosts annual birding days in the coastal forest abutting the lake.
Conversations with RBM’s ecologist, Michelle Boschoff and with KZN Wildlife, reveal that there is scope for the development of eco-sensitive accommodation around either Lake Nhlabane proper, or alongside the Nhlabane Estuary. This concurs with the original suggestion of the Coastal Management Plan to develop accommodation at the estuary with the capacity to sleep twelve. The recommended area for this sort of development is in the isolated patches of casuarinas, which are sprinkled around the Nhlabane Estuary. Fishing remains the main attraction for beach visitors in the area and developing accommodation to cater for fisherman would provide the initial impetus for developing the Tisand area as a tourist destination. This said, however, the lake and estuary could also offer canoeing, birding tours and hikes. There is also the possibility of educational eco-tours which take people through the process of dune rehabilitation. At the river mouth, a picnic area should be developed, which is both conducive to the needs of fisherman and attractive to families visiting the Richard’s Bay area. Finally a number of whale watching towers can be erected which make use of the vantage point provided by the high sand dunes in the area.
1.2. Create coastal hiking trails
The KwaZulu-Natal coastline has a glaring lack of coastal hiking routes. This is not so much because of the unsuitability of the terrain or beaches for hiking, but rather because of the high settlement density along the province’s coastline. High coastal settlement density has a negative impact on the desirability of coastal hiking routes in two ways. Firstly it does not lend itself to the feeling of seclusion that tourists
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates are usually attracted to and, secondly, it tends to be more conducive to a higher incidence of criminal activity. In uThungulu District, however, two areas offer excellent possibilities for overnight coastal hiking trails. Both of these areas are predominantly located in protected conservation parks, managed by KZN Wildlife. As such, they are pristine stretches of coastline, largely secluded from areas of human settlement. The first of these possible hiking routes was identified in the 2004 Coastal Management Plan and is located almost entirely in the Siyaya Coastal Park, and would link the Amatikulu Nature Reserve in the south with the Umlalazi Nature Reserve in the north. The Coastal Management Plan (2004:5) elaborated on the need to develop a half-way campsite in order to make the hike a successful initiative. This campsite, which was to be able to sleep 16 people, is still considered critical to the success of an overnight hiking trail between Umlalazi Estuary and Amatikulu Estuary.
A second potential hiking route is at the northern extremity of uThungulu District’s coastline and would link St Lucia (just outside of the district) to the wreck site of the Jolly Rubino, south of Mapelane Nature Reserve. Most of the second hike will also take place within the boundaries of the Mapelane area. A possible overnight stop could be the Cape St Lucia lighthouse just 2km south of the wreck site. The Mbonambi Municipality currently has plans to develop accommodation and a restaurant at the lighthouse property. This could then act as an ideal half-way (or turnaround stop) for hikers. Both hikes would require armed rangers, predominantly so as to avoid any unfortunate incidents with hippos or crocodiles, but also to ensure the non-interference of any potential criminal elements. The hikes would incorporate canoeing/kayaking, when flooded rivers need to be crossed.
1.3. Regain blue flag status for Alkantstrand Beach
In 2009 Alkantstrand Beach in Richards Bay was awarded Blue Flag status. This was a notable achievement as ‘Blue Flag’ are considered the standard bearers for international beach quality. It also represented the successful achievement of one of the major strategic initiatives identified in the 2004 Coastal Management Plan. Alkantstrand has, however, subsequently lost its Blue Flag status. The Blue Flag programme, upon being asked why the beach had lost its Blue flag status, said that it had nothing to do with water quality but rather was as a result of a deterioration in beach infrastructure (including toilets and lifeguard towers) and an unacceptable amount of litter found on the beach. A representative of the Blue Flag Programme said that it was these visual conditions which had led to the beach being
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates stripped of its Blue Flag status. The Blue Flag representative believed that, with better management the beach could regain its Blue Flag status. Alkantstrand Beach would, however, have to reapply for the programme and become a pilot Blue Flag beach for a year first before it could re-gain Blue Flag status. Regaining Blue Flag status should be regarded as a primary tourism strategy for the district and for the local municipality. Blue Flag status acts as a positive signal to tourists (foreign in particular) that a particular beach is worth visiting. Management structures, with regular and effective monitoring should be put in place such that Blue Flag status is achieved as soon as possible. Blue flag status alone, however, will not make Alkantstrand Beach a major tourist attraction as it currently has limited appeal for tourists and is more of an urban recreational beach, than a true holiday destination beach. As such, improving Alkantstrand’s tourism appeal will require the upgrading of old and the provision of new facilities at the beach, as well as a greater clustering of attractions around the beach and marina area (this is discussed in the section on nodal development).
1.4. Expand swimming options along the coastline
Despite Alkantstrand’s limitations, it remains the only truly safe swimming beach in uThungulu District. Mtunzini/Umlalazi beach, which has the potential to be a popular beach destination, has no shark nets, and a high shark population, making bathing hazardous for tourists. The high prevalence of shark activity is a feature along the entire uThungulu District coastline. Coupled with strong inshore channels and currents, this is near prohibitive to promoting bathing along the coastline (except at Alkantstrand which is sheltered by the bay). This is not to say that beach tourism is not worthwhile pursuing, but rather that swimming alternatives need to be investigated. The ideal, in this regard, is to construct tidal pools at beaches such as the one at Umlalazi as well as at Port Durnford. Tidal pools, however, require a strong rock base for construction. The relative scarcity of rocky outcrops along the coastline may complicate this particular strategy to broaden swimming options in the districts. Alternatively bathing enclosures could be investigated as a means of ensuring the safety of bathers at these beaches.
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1.5. Develop a Coastal Resort in uThungulu District
There are few genuine coastal resorts in KwaZulu-Natal. James Seymour from Tourism KwaZulu-Natal identifies this as a constraint to foreign tourism growth in the province. Many foreign tourists seek all- inclusive resort style accommodation which offers escapist getaway experiences. These tourists do not want to stay in coastal villages, or towns, but rather are looking for dedicated, private and secluded resorts. Zimbali Coastal Resort and Thonga Beach Lodge are two examples of coastal resorts in KwaZulu-Natal and are located in the neighbouring districts of Ilembe and Umkhanyakude respectively. Neither is renowned for their safe swimming beaches, and both place far more emphasis on their enchanting coastal forest settings and long sandy beaches. Just beyond KwaZulu-Natal’s southern boundaries are the Wild Coast Sun Resort and Umgazi River Bungalows. Once again neither resort has a designated safe swimming beach. The former of these resorts relies on the appeal of a well established casino, but Umgazi River Bungalows, makes use of a picturesque lagoon and pristine coastline. Thus it is apparent that safe swimming beaches (with shark nets) are not a pre-requisite for coastal resort developments. In KwaZulu-Natal, and in the Transkei, resort tourists seemingly base their choice of beach resort on the beauty and tranquillity of the location rather than on the availability of a shark-net protected beach1. uThungulu District has a number of areas along its coastline which are virtually untouched from a development perspective, and retain their centuries’ old natural quality and serenity. These areas present great opportunities for the development of a coastal resort.
In respect to the best possible location of a coastal resort in uThungulu District, the most logical area would be in the Siyaya Coastal Park. RBM mining operations north of Nhlabane and, in the future, south of Richards Bay, as well as heavy erosion between Richards Bay and Nhlabane, rule out these stretches of coastline. The Maphelane area has some potential, but is mostly outside of the district and nonetheless already has a well established KZN Wildlife camp, not to mention also being very closely located to a high density of accommodation at St Lucia. The Siyaya Coastal Park, south of Umlalazi, however, is a perfect location for the development of a coastal resort. While there is significant accommodation at Mtunzini Village and Umlalazi Nature Reserve, there is presently, apart from the Twinstreams Educational Adventure Centre, no accommodation between Umlalazi and Amatikulu. This stretch contains conserved coastal dune forests, and beaches, which unlike those north of Richards Bay,
1 This is important however, for a lower end of the tourist market (including foreign tourists but especially visitors from Gauteng), for whom safe swimming beaches are a must. Thus, as indicated in strategy 1.3, safe swimming options should still be pursued
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates are actually widening annually. The area inland of the Coastal Park is also relatively sparsely populated. However, KZN Wildlife, in an interview with the project team, suggested that the best area for the location of a coastal resort would be in an area of the Siyaya Coastal Park known as the Tommage Pan. The Tommage Pan, has been given back to the local community as custodians, and is situated in front of the Dokodweni community settlement and to the east of the Amatikulu Estuary. Substantial patches of exotic casuarinas trees, which could easily be cleared, would present an ideal location for a resort style development in this area. The area around the prawn farm and Prawn Shack, in particular, with its excellent views of the Amatikulu Estuary, could be an ideal location for resort accommodation. The development could also significantly benefit both the environmental status of the area (which, unmanaged, may now be under threat) as well as benefitting the local community in respect to generating jobs and income from leasing arrangements.
A coastal resort development in the Tommage Pan area would be an attractive tourism development option for a number of reasons, these include:
The resort would have almost exclusive access to over 10km of deserted sandy beaches The resort would be situated in pristine coastal dune forests The resort would enjoy sweeping views of the Amatikulu Estuary The resort could offer kayaking opportunities on the Amatikulu Estuary The resort would be in close proximity to two popular KZN Wildlife Nature Reserves, namely, the Amatikulu Nature Reserve and the Umlalazi Nature Reserve (and the Raphia Palm Monument) The resort may, in the future, be in the middle of a popular coastal hiking route The resort could be seen as a way of protecting the high environmental status of the area The Tommage Pan offers more space in which development can occur without damaging the coastal dune forests By being located on community-owned land, the development would enhance the equitable distribution of tourism benefits among residents in the district
There are some disadvantages to locating a resort in this area. One such disadvantage is the presence of a relatively large settlement nearby. This is a potential threat both in terms of crime and from an aesthetic point of view. Another possible disadvantage is the fact that tourism projects on community owned land have had a low success rate in the district. This need not be prohibitive, however, if an
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates effective framework for community-private tourism projects is instituted. This will be discussed in greater detail later in this report.
2. Pursue “Big Five” Game Reserve Development uThungulu District Municipality has a number of nature reserves, and, in Thula Thula, a small game reserve, but despite the availability of large wilderness areas and suitable terrain, the district has no “big five” game reserves. (“Big five” game reserves offer the possibility of viewing buffalo, elephant, lion, leopard and rhinocerous). Such is the expertise of tourism marketing specialists, that foreign tourists demand nothing less of a ‘safari’ experience than to have the opportunity of seeing the Big Five. The absence of the opportunity to spot the Big Five in uThungulu District, thus, constitutes a serious gap in the eco-tourism product offered by the district. A Big Five Game Reserve in uThungulu District would be the closest Big Five Game Reserve to the new international airport at La Mercy, and presents an excellent opportunity to encourage a greater number of foreign tourists to the district. It is the recommendation of the project team, that the District Municipality vigorously pursue the development of a Big Five Game Reserve within the district. Two potential Big Five projects, driven by the private sector and local communities, are currently underway in the district. The District Municipality should endeavour to support these initiatives as they could become catalytic for tourism in the district.
2.1. Renewed support for the Royal Zulu concept
The concept of the Royal Zulu Game Reserve is not a new one and was identified in the 2003 Tourism Plan for uThungulu District as a catalytic project for tourism development in the district. The concept was to convert 18,000-20,000ha of private land, community owned land and state land into a large game reserve, comprising of a number of tourist lodges to be part-owned by the local community. The long-run intention of the project was to drop fences with the Hluhluwe-Umfolozi game reserve, thereby locating the southern entrance to this famous park in uThungulu District, less than an hour and a half from the new international airport. Six years later, Royal Zulu, has yet to become a reality. Efforts some 3-5 years ago to fence the area met with resistance from the local community, and may have led to
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates disillusionment with the project from the District Municipality’s perspective. The project, however, has progressed since then and may be imminently realisable.
A meeting with Lawrence Anthony, driver of the project and owner of Thula Thula, revealed that the community were now supportive of the project and that the major hold-up is actually with the state- owned land, whose ownership was recently handed over to the Department of Land Affairs. Mr Anthony assures that this hold up is not over any substantive issues and rather is procedural in nature, and believes that support from the District Municipality would greatly assist in this process. Mr Anthony explains that the subsequent development of accommodation on the land, once fenced, would be a joint venture between the community and private investors, with 50/50 profit sharing and the opportunity for locals to participate in running lodges. In addition to the revenue generated from accommodation, the Royal Zulu Reserve would also embark on a breeding, with the aim of selling, programme for buffalo, white rhino and black rhino.
While the Royal Zulu project has been tumultuous at times, it still represents one of the best tourism opportunities in the district, and certainly one of only two viable Big Five Game Reserve options in the district. The possible dropping of fences between Royal Zulu with Hluhluwe –Umfolozi would give uThungulu District a tourism stake in the oldest, largest and most popular game reserve in the province. Royal Zulu has the significant advantage of being able to draw on the international reputation of Thula Thula and the charismatic persona of Lawrence Anthony. In addition the area is reputedly the site of Shaka’s childhood home, and Dingiswayo’s kraal, so has a rich history attached to it. The project would also stand to benefit local communities enormously. It is therefore the recommendation of this strategy document that the District Municipality renew their support for the Royal Zulu Project. Further details concerning what role the District Municipality can play will be discussed later on in this report.
2.2. Simunye Project
The second viable Big Five option for the district is that which is embodied in the Simunye Project. The Simunye Project is basically a land reform project which aims to establish a community owned game reserve on land in Mthonjaneni Municipality. As part of the project a 6,000ha piece of community owned land has already been fenced and registered as a game reserve with KZN Wildlife. Another
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6,300ha of beneficiary land has yet to be fenced but will be incorporated, with the fenced land, as part of a game reserve. The eventual aim is to link these areas with Opathe Game Reserve and Emakhosini Heritage Park, creating a singular game reserve 38,000ha in area. The 12,000ha of land in the Simunye Project is regarded as having exceptional biodiversity and is considered to be excellent black rhino country. Like Thula Thula is to Royal Zulu, Simunye Lodge, rated 2nd best cultural village in the country, is regarded as the catalyst for the Simunye Project. Simunye Lodge’s relationship with Protea Hotels has been extended to the rest of the project, with Protea Hotels agreeing to operate all of the proposed lodges within the project land. These lodges are presently old farmhouses and guesthouses which are currently being converted.
The Simunye Project has major backing from the local community and from the Department of Land Affairs; 6,000ha of land has already been fenced and registered; Simunye Lodge is a renowned cultural village; and a partnership is in place with a reliable private sector provider. For these reasons the Simunye Project presents an excellent opportunity for the development of a Big Five Game Reserve in the district. The minimum area for which KZN Wildlife will consider an application to stock lions is 5000ha. The fenced part of the reserve is 6000ha, so in theory, lions could possibly be introduced into the reserve. Additionally the creation of an extended game reserve including Opathe and Emakhosini would create a tourism zone which blends heritage and wildlife attractions, running on either side of Route 66. The district should, wherever possible, look to assist in furthering the aims of this project. Further details of how the district can support the Simunye Project will be discussed later on in this report.
2.3. Supporting both Projects
Both the Royal Zulu and Simunye Projects look to create large community-owned tourism conservation areas linked to existing game reserves outside of the district. While one might think that these two projects are too similar to support simultaneously, the lack of genuine large game reserves, means that the district has the capacity to sustain both of these developments. Neighbouring Umkhanyakude has no less than 10 large game reserves. Furthermore Royal Zulu and Simunye, will create two distinctly separate clusters, the former of which will gravitate toward Hluhluwe-Umfolozi and the latter of which
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates will gravitate toward Opathe and Emakhosini. These could, in the future become some of the most popular tourist destinations in the country.
3. Encourage Cruise Ship Tourism in Richards Bay
The Cruise tourist market is a very lucrative one and offers high returns in the form of foreign spending in the district. Presently around 25 cruise ships enter Richards Bay annually. This is equivalent to 12,500 cruise tourists docking at Richards Bay per year. When one considers that most of these tourists are from overseas, this is akin to a direct injection of foreign investment into Richards Bay and uThungulu District in general. Cruise tourists should be encouraged to disembark and spend time and money in the district, as an immediate priority. As a longer term priority, more cruise ships should be encouraged to dock at Richards Bay. The port has the opportunity to market itself as the gateway to both the Game Reserves of Northern KwaZulu‐Natal and to the attractions of Swaziland and southern Mozambique. By positioning itself as such, the Port of Richards Bay could become one of the most popular cruise ship stops in Southern Africa.
3.1. Construct a dedicated passenger liner terminal as a means of attracting more cruise ships
This issue is a contentious one and was also articulated in the 2003 Tourism Plan. The issue is that Transnet believe that the construction of a passenger liner terminal in Richards Bay does not make business sense as the capital outlay is too high compared to the expected return from port charges for cruise ships entering Richards Bay. The indirect, multiplier impact of cruise ship tourism in Richards Bay, however, is significant for tourism development in the district. The construction of a dedicated passenger liner terminal, as opposed to mobile welcoming units, would have the effect of making Richards Bay a much more appealing cruise ship destination. This is important because cruise ships generally contain the highly lucrative foreign tourist market. If 70% of the estimated 12,500 (500 passengers per ship) cruise tourists docking at Richards Bay, are foreign and spend at least one day in the district, spending R880 per day (TKZN, 2008), then one can make a rough estimation of the total spending of cruise tourists in the district. Total cruise tourist spending in the district would be in the region of R8 million per annum. At a tourism multiplier of 1.42 (TKZN, 2008), the total contribution of
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates cruise ship tourism to the local economy is about R11.5 million per annum. A key question is whether the construction of a passenger liner terminal and other ancillary facilities for cruise tourists in Richards Bay, would significantly add to the revenue generated from cruise tourism and whether this revenue would justify this sort of investment? A study on the cruise ship industry commissioned by the City of Cape Town states that “in their most simplistic development application, cruise terminals have highly constrained revenue generating capabilities-port charges cannot cover terminal developments”, rather the “majority of benefit is experienced at the community level”. However, the revenue generation of additional cruise tourism for uThungulu District as a whole, let alone port charges, may fail to justify the capital outlay needed for the construction of a passenger liner terminal. It is for this reason that a passenger liner terminal should be developed as a multi-use facility, generating other tourist income for the district as well as cruise tourist income. The passenger liner terminal should not simply be a piece of infrastructure but should also be an attraction in its own right.
The Cape Town study provides the example of the Bell Harbour International Conference Centre in Seattle, which combines a major cruise terminal with conference facilities, including banquet rooms; meeting rooms and a 300 person auditorium. It is the recommendation of this strategy that a similar type of facility is developed for Richards Bay. The nature of the development is such that the government would have to provide the majority of the funding, as not enough of the external benefits are likely to be captured to make the development feasible from a strictly business point of view.
3.2. Creating a cruise destination at Richards Bay
While a passenger liner terminal will definitely add to the appeal of Richards Bay as a cruise ship destination, the attractiveness of the destination goes beyond the port itself. Destinations are also selected on the basis of tourist facilities in the immediate vicinity of the port, tourism attractions in the district and transport linkages with other attractions in the province. In the first respect Richards Bay should develop its waterfront area more extensively to cater for cruise tourists. This will, in part, be achieved by the establishment of a tourism zone, or tourism precinct, around the Richards Bay marina and waterfront.
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Cruise ship tourists have been described as ‘cash-rich, time-poor’ (TKZN, 2003). As such it is imperative to maximise the spending opportunities available to Cruise Tourists in the short period of time in which they are in the district. This would involve developing and marketing comprehensive day packages for cruise tourists. The longer term vision for Richards Bay as a cruise destination should be to market the port as being the closest to a Big Five Reserve of all of South Africa’s ports, and as a major gateway to the land of the Zulu. Day trips to a future Big Five Reserve in the district should be marketed as one of the main attractions of Richards Bay as a cruise ship destination. While cruise tourists only spend a minimal amount of time in the district, it should be borne in mind that “some 85% of the passengers are ‘destination sampling’ with a view to returning for longer periods at a later stage”. (TKZN, 2003) As such uThungulu must look to the indirect as well as the direct benefits of cruise tourism, and realise the opportunity that cruise tourism provides to promote the district internationally. Where possible, however, uThungulu and the Port of Richards Bay should also look to attract re-provisioning/re- positioning cruise ships which stay in Port for at least two days, “paving the way for longer shore excursions for cruise tourists” and allowing the district more time to create a positive impression. (TKZN, 2003)
In addition a long term vision should include the potential to create a multi-modal link between the Port of Richards Bay and the Port of Maputo. In this conception cruise tourists would stop at Richards Bay (as the end of the first leg of their journey), disembark and board a train or tour bus which would make its way up Route 66. This would enable tourists to engage in various cultural activities along the way and, if the Simunye Project is complete, provide them with the opportunity to stay overnight at a Game Reserve. Alternatively tourists can enjoy the Big Five experience at Pongola/Jozini Dam, before moving onto Swaziland and then on to Maputo where they would re-board the cruise ship to embark on their next leg of the journey. Alternatively tourists could simply fly home from Maputo, if their particular passenger liner is inflexible in allowing for re-embarking. This could be advertised as a three countries in three days tour package for cruise tourists. A package of this nature could greatly enhance the appeal of Richards Bay as a cruise ship destination and could have substantial benefits for the rest of the district.
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4. Extensively Develop the Route 66 Project
The launching of the Zulu Cultural and Heritage Route, Route 66 constitutes significant progress toward tourism development in uThungulu District. The Route provides linkages between uThungulu District and Zululand District, incorporating numerous cultural, historical and wildlife attractions, which otherwise would have existed in relative isolation. The Route aims to benefit from economies of scale by integrating these attractions and accommodation establishments into one holistic tourism experience. One of the major advantages of Route 66 is that uThungulu District can also benefit from the appeal of certain attractions in Zululand, located further up the Route. While Route 66, is largely a marketing initiative, aimed at presenting tourists with an attractive and neatly demarcated tour package, product development along the Route is also necessary in order to ‘flesh out’ the skeletal structure that is Route 66 at present.
4.1. Product Development on Route 66
Upgrade historical sites and memorials: The British grave site at Gingindlovu is in need of better maintenance, as is Fort Chelmsford and the Grave of John Dunn. The Coward’s Bush monument could also be better maintained. There is presently no cross at the martyr’s cross memorial, a cross needs to be re-installed there.2 Security needs to be improved at the British Military Cemetery and at Fort KwaMondi in Eshowe.
Upgrading of Fort Nonqayi: The fort has underutilised potential. Greater use should be made of the fort as an attraction in itself and to this end, the three turrets should be made accessible to the public. The museum’s display is also in serious need of an upgrade.
The walk to Mpushini Falls from the Museum Village should be revitalised.
A wide appeal adventure attraction should be developed in one of Eshowe’s forests: The location of a Canopy Tour in Dlinza forest would greatly broaden Eshowe’s tourism appeal.
Mandawe Cross should be improved and refurbished: There are currently plans to make Mandawe Cross a popular functions and wedding venue.
Development of a Craft Hub on Route 66: The area around Eshowe is well known for producing excellent craftsmen. A craft centre should be established which looks to gather the area’s top
2 At the time of project finalisation a cross had been re-installed at Mandawe cross
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crafters in a centre which exhibits some of the best craft in the country and allows tourists to watch these craftsmen at work. This craft centre should be of a sufficient scale to become a significant tourism attraction.
Encourage the establishment of various SMME’s on the Route: This includes the establishment of medicinal gardens, nurseries, furniture shops, small restaurants selling Zulu cuisine, and Bed and Breakfasts.
4.2. Marketing and infrastructure development of Route 66
Create a narrative for attractions: Sites of cultural and historical importance on Route 66 should be linked by narrative, helping to create a sense of the inter-linkages of history and cultural interaction on the Route. For example the battle of Gingindlovu preceded the relief of the siege of Eshowe, and the subsequent battle of Ulundi, which in turn resulted in Cetswayo seeking refuge in Nkandla Forest and eventually being exiled at Port Durnford.
Adoption of standard signage along the Route: All tourism signage on the route should be identifiable by a common name or common sign attributes. Standardisation of signage would reassure tourists that a particular attraction is part of Route 66, and thus convey a certain expectation of the quality of this attraction or facility.
Mtunzini should be incorporated in Route 66 as a splinter route: The history of Mtunzini, as John Dunn’s headquarters and as the place of Cetswayo’s point of exile is integral in the history of the region and, as such, needs to be linked with Route 66 via a splinter route. This route could travel either south from Mtunzini along the R102 toward Eshowe, or from Mtunzini along the P240 past Ongoye Forest, to KwaBulawayo and Coward’s Bush.
Tarring of a stretch of road between Pongola and Nongoma: This is essential in getting tour busses to travel down the R66 into uThungulu District.
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5. Develop Great Forests of Zululand experience
From a tourism perspective, one of the more distinguishable features of uThungulu District is the presence of five very scenic indigenous forests. Ongoye, Nkandla, Entumeni, Dlinza and Quedeni forests provide uThungulu District with an unrivalled competitive advantage when it comes to forest eco- tourism in KwaZulu-Natal. Presently, withstanding very basic birding facilities, only Dlinza forest has any significant form of tourism development. This situation represents a waste of excellent raw tourism assets. Accommodation development at Ongoye Forest and the development of an adventure attraction at either Dlinza Forest or Entumeni Forest would look to utilise the natural appeal of these forests to capture a greater share of eco-tourism in the district. For the true tourism benefit of these forests to be captured however, they must be developed as a total experience and not simply developed in isolation. Nkandla and Quedeni forests cannot sustain self-sufficient tourism attractions at present and must be linked to a wider tourist experience or tour. In this respect the concept, advocated by KZN Wildlife, of a Great Forests of Zululand Tour, would bring Nkandla and Quedeni into the tourism mainstream, by positioning them as essential stops on a tour encompassing visits to all five forests. The following basic strategies are indispensible to the success of a Great Forests of Zululand Tour:
5.1. Development of a recognisable brand name
The success of tourism attractions is often dependent on the novelty or uniqueness factor captured in the name of that attraction. The concept of the Great Forests of Zululand, is a grand one, alluding to the grandeur of these magnificent habitats. In keeping with the idea of ‘greatness’ and of the linkage with the’ Zulu’, the tour should look to emphasise the role that these forests played in the history of the Zulu nation, and specifically of the Zulu Royal family. For instance Ongoye Forest was protected by the Zulu Royal household due to the ‘medicinal’ value placed on the plants found there. Ongoye was also the site of Prince (later to become King) Cetswayo’s kraal.
Nkandla has, possibly, an even richer history. Nkandla was home to the nation of iron workers known as the Chube, who were never conquered by Shaka. The forest has also always been the last retreat of the Zulu, from the time of ‘Shaka to Bhambata’ (KZN Wildlife, 2009) The other three forests, though perhaps not as historically rich as Ongoye and Nkandla also have much to offer from a historical
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates perspective. The Great Forests of Zululand Tour should combine both the natural wonder and incredible biodiversity (Ongoye is currently rated top biodiversity hot spot in KZN) of the five forests with the historical legacy of each of these forests. The tour should not simply be another birding route but should include historical sites (like Bhambatha’s last stand, and Cetswayo’s grave), as well as adventure activities including zip-lining, and 4×4ing.
5.2. Development of navigable paths
Ongoye, Nkandla and Quedeni and to a lesser extent Entumeni, all have insufficient visitor paths in the forest. While there may be a few not widely known paths used by birders, there are certainly no paths suitable for a broader range of tourists. The Great Forests Tour should be accessible to both those tourists who want a guided, highly informative experience, as well as those tourists who are looking for adventure and want to do the Great Forest Tour by themselves. In the latter situation, paths need to be well marked out and detailed information boards need to indicate the location of sites of interest within the forest. Visitors, not using a guide should have to sign in with the local reserve manager. Nkandla forest has an extensive system of KZN Wildlife maintenance paths, upon which are a number of sites of historical interest. These paths should be upgraded and opened to the public, particularly in the context of a road upgrade to Nkandla Town and the fact that South Africa’s current president is from the area.
5.3. Develop overnight tour itineraries
The table shown below indicates only guided tour packages, which would include transport costs, accommodation costs and catering. Self-guided tours can build on these suggested itineraries and mix and match the most suitable tour package for them. Self-guided tourists may choose to add visits to historical and cultural attractions (i.e. Museum Village, Martyr’s Cross, Gingindlovu battle site and Shakaland) to these suggested itineraries.
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Table 3 – Overnight Itineraries Three Possible Tour Itineraries Conventional Extended Future Conventional
Day 1: Ongoye Forest Day 1: Umlalazi Nature Reserve Day 1: Ongoye Forest Overnight: Eshowe Overnight Mtunzini Overnight: A Lodge at Ongoye
Day 2: Dlinza Forest, Mpushini Day 2: Ongoye Forest Day 2: Dlinza Forest, Mpushini Falls, Entumeni Forest Overnight: Eshowe Falls, Entumeni Forest Overnight: Eshowe Overnight: Eshowe
Day 3: Nkandla Forest Day 3: Dlinza Forest, Mpushini Day 3: Nkandla Forest Overnight: Matshenzimpisi Falls, Entumeni Overnight: Nkandla Forest Overnight: Eshowe camping/ Matshenzimpisi
Day 4: Quedeni forest Day 4: Nkandla Day 4: Quedeni Forest Overnight: Matshenzimpisi
Day 5: Ntingwe Tea Estate, Quedeni Forest
5.4. Development of campsites and picnic spots
For forests to become popular domestic-resident tourist attractions, necessary facilities will need to be built. These include picnic spots (as well as necessary ablutions) which can cater for families seeking a ‘day out’ and a break from the bustle of large towns like Richards Bay. Campsites under the forest canopies could also prove highly popular attractions for both foreign and domestic tourists. KZN Wildlife, are in principle supportive of these developments as long as they are eco sensitive.
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5.5. Create strong linkages with Route 66 and other attractions in the local area
While the Great Forest Tour would hopefully be a strong attraction in and of itself, linking it with the Route 66 Zulu Culture and Heritage Route would lend even greater publicity to the route. The Great Forests Tour could act as an offshoot, which one can embark on at Eshowe, of Route 66. The tour would also enhance the geographic spread of Route 66 which largely bypasses the Nkandla area.
6. Develop Contemporary and Authentic African Cultural Tourism
The cultural tourism market is a significant one in South Africa and in KwaZulu‐Natal especially, because of the province’s rich Zulu heritage. Cultural tourism involves tourists visiting human attractions. “Cultural tourists often want to consume themselves in the contemporary way of life of the destination they are visiting”. (TKZN, 2009:2) The aim of cultural tourists is to experience a way of life that is uniquely foreign to the way of life which they are accustomed to. As such cultural tourists are most typically foreign tourists as the culture of the destination which they are visiting differs most markedly with their home countries. Statistics (TKZN, 2009) reveal the popularity of cultural experiences for foreign tourists: 60% of KZN’s air departure market undertook some form of cultural activity in the province during their stay. The statistics also reveal the relative unpopularity of cultural activities for South Africa’s domestic tourist market, only 10.7% of KZN’s domestic tourist market reported visiting an African township or cultural village during their stay in the province.
The ‘Zulu culture’ tourism product is well developed within uThungulu District. Simunye Lodge was recently voted the second best cultural village in the country, while Shakaland and Stewarts Farm have long proven popular with foreign tourists. Cultural villages, however, target a specific segment of the cultural tourist market. There is a growing segment of foreign cultural tourists who view cultural villages as ‘artificial cultural attractions and experiences’. These tourists tend to seek a rawer and rougher, yet more genuine cultural experience. On the tourism site, Tripadvisor (2009), where people write of their experiences at accommodation facilities in a number of countries, a person from the United Kingdom, on his/her visit to one of KwaZulu‐Natal’s cultural villages referred to the village as a “fake rural Zulu village” and the staff as “replica Zulus” (Tripadvisor, 2009). Although this sentiment is certainly not representative of all foreign tourists’ experiences, and cultural villages definitely have their place, there
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates is a significant demand by foreign tourists for ‘real’ experiences with Zulu culture. In this regard, tours which portray contemporary African culture, particularly as seen in rural villages (such as those in Nkandla) and urban settlements (like Esikhawini), should be more extensively developed in the district. At present well organised tours of contemporary Zulu villages just outside of Eshowe operate from the George Hotel under the auspices of Graham Chennells. There is, however, scope for significantly more of these types of tours. A list of possible options is presented below.
6.1 Mzingazi and Nzalabantu settlements northeast of Richards Bay
The settlements at the far end of Lake Mzingazi provide an interesting merging of urban and rural contemporary African lifestyles. These communities are heavily influenced by the immense presence of the RBM smelter. Indeed RBM’s corporate social responsibility efforts are evident throughout these areas, with a number of RBM funded projects. Some of these projects such as the ‘treepreneurs’, wherein young entrepreneurs from the community grow indigenous trees which are then sold to the Willdlands Trust and used in their greening project, already attract small numbers of overseas tourists interested in community projects in disadvantaged areas. This form of community based tourism is a growing sector and the opportunity to visit these community-based projects should be extended. The Mzingazi and Nzalabantu settlements also have the added advantage of being close to Richards Bay and being located on a possible alternative future tourism route linking Richards Bay and Maphelane.
6.2. Esikhawini and Lake Cubhu settlements
Esikhawini is a large township and probably the best option for a township tour experience in uThungulu District. Township Tourism is a relatively new, multi-million dollar addition to South Africa’s suite of tourism attractions. It involves tours of South African townships as well as cultural immersions which include overnight stays in townships. The idea of township tourism is to provide a glimpse of urban African culture as people go about their daily business. Its success is based, in part, on the uniqueness of township life and people’s fascination with the political processes which shaped these communities. Visiting a South African township, with its unique blend of politics and culture, is an experience unlike any in the world, and this can lead to a relatively price inelastic demand by foreign tourists for this experience. The benefits of township tourism are as follows: it incorporates isolated areas otherwise
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates perceived as dangerous, relatively little infrastructure investment is required and the existing resources, particularly human resources, can be widely utilised. It also “brings the visitors to the hosts”. (Township Tours, 2004) Township tourism at Esikhawini, however, would have strong competition from Soweto; Khayelitsha (Cape Town) and Inanda/KwaMashu (Durban), all of which would be easier for foreign tourists, arriving at the respective international airports, to visit. The only competitive advantage that Esikhawini may possess in terms of township tourism is in the Richards Bay cruise ship market. It is thus important to try and differentiate the township product offered by uThungulu District. In this respect, the neighbouring settlement around Lake Cubhu offers something quite unique. The Lake itself is a picturesque setting and the communities abutting the lake are excellent examples of urban fringe settlement. In addition the Shembe settlement on the shores of the lake is an intriguing cultural attraction. Esikhawini and Cubhu offered together, thus, form a strong tourism product.
6.3. Nkandla rural settlements
The settlement pattern in Nkandla Municipality is very rural, with numerous examples of traditional Zulu homesteads dotted around the countryside. People in this area today live in much the same manner as they did centuries ago. A visit to one of the kraals on the Nkandla heights would be an incredibly evocative cultural experience for a foreign tourist. This area also has the advantage of being close to Nkandla forest and can boast being the home town of the country’s first Zulu-speaking president. This latter characteristic should not be underestimated as it draws significant international spotlight on Nkandla.
Another area with rural and traditional tourism potential is the area around Lake Phobane (Goedetrouw Dam). Visits to traditional homesteads on the outskirts of the dam, amidst typical Zululand bushveld, could prove popular with tourists especially if linked to boat trips on the dam and activities at nearby Shakaland
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6.4. Possible features of African experience tours
Table 4: Features of African Experience Tours in uThungulu District Features of African Experience Tours in uThungulu District 1. Home visits Tourists are hosted for an hour or two by a local family who will explain their way of life and daily activities 2. Day to day Tourists will get involved in daily activities such as fetching firewood and activities water, farming, home building etc. 3. Community Tourists will have a chance to see how community projects like projects ‘treepreneurs’ works and will be able to participate in these projects 4. Cultural and Tourists are invited to attend cleansing ceremonies, bull slaughters, church religious events services, Zionist and Shembe Meetings 5. Visiting a Tourist visit a local sangoma or traditional healer’s house sangoma 6. Visiting the local Tourists visit the local market on market day, get the chance to bargain market and purchase locally made goods 7. Socialising at a Tourists well relax at a local shebeen or tavern, sampling local brews and shebeen foods 8. Home stays Tourists will stay overnight (or for a few nights) at selected community members houses.
Key guidelines to be followed:
Tour guides should be sourced from the local community and trained by professional tour operators. Guides should be able to converse well in English and should be friendly and enthusiastic, displaying a sound knowledge of the village/township and the Zulu way of life.
Community approval and support needs to be secured.
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Village tours should be coordinated and run by a community tourism organization (CTO), the CTO should have direct linkages to the offices of various Tourist Routes.
The safety of tourists should be high priority and it must be ensured that tourists never find themselves isolated and alone in the village.
The focus should always be on offering tourists a genuine ‘Rural African Experience’, one which they would recommend to their fellow countrymen.
The selection of homes for home stays must be thoroughly investigated and the ‘hosts’ must be highly trustworthy.
7. Develop adventure tourism in the district
The Gap Analysis for Tourism in uThungulu District identified the development of adventure tourism attractions as being a key opportunity for the district. Tourism KZN (2009) finds that, in 2006, 17% of foreign air departure tourists participated in at least one adventure activity during their stay in the province. On the domestic front, hiking and mountain climbing is listed by 9.1% of domestic tourists as an activity they undertook during trips to the province. Domestic tourists also list having participated in mountain biking and other cycling (2.8%), horse riding (3.9%), a water sport (14.6%) and a sports event (14.6%). These figures confirm that there is substantial demand from both international and domestic tourists for adventure experiences in KwaZulu‐Natal. uThungulu District’s terrain and level of development make it highly conducive to the development of these types of activities. Developing adventure attractions are a key strategy for attracting domestic tourists who are far less likely to visit the district for cultural experiences/attractions than what foreign tourists are. Similarly foreign tourists are less likely to participate in adventure experiences unless they are very well organized (due to the risk associated with getting injured in a foreign country) and unless they are truly unique experiences. The following table shows some of the adventure activities which could be developed in uThungulu District, and where they could be located.
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Table 5 – Types of adventure activity Type of adventure activity Location Conventional Horse Riding Predominantly on coastal routes. Siyaya Coastal Park, Maphelane to Jolly Rubino. There are also options for riding routes from Eshowe to Ongoye. Mountain Biking Could develop routes at Matshenezimpisi, and in any of the forests in the district. Quad Biking In properly demarcated wilderness areas. Kayaking On the Umlalazi Estuary, Lake Nhlabane, Lake Eteza Water sports On Lake Phobane, Richards Bay Marina area Thrill Zip-lining/foefee sliding Possibilities at Dlinza, Entumeni and Mpushini Falls Shark Diving Off areas of the coastline, Cape St Lucia Paragliding Nkandla heights Sky Diving Eshowe, Empangeni airfields
8. Improve accessibility and visibility of existing attractions
Adequate road infrastructure is essential for the development of tourism in the district. This is especially the case for attracting foreign tour groups who typically arrive in large tour buses. As such the roads to tourist attractions in uThungulu District must be of a standard that would cater for big tour buses as well as for smaller private vehicles. Poor quality roads are a significant deterrent to tourists looking to explore new areas. Improvements in road infrastructure may also serve as a stimulus to tourism in uThungulu District by crowding in private sector developments and increasing the footfall of tourists in the region. Similarly, clear and comprehensive road signage is a key ingredient for tourism development in the district. Tourists travelling privately need the re‐assurances, not to mention the directions, that good signage provides. Road signage fulfills three important roles: it provides motorists with directions to destinations which may otherwise be difficult to reach; it acts as a signal of the quality of the tourism product in an area; and, finally, good signage can function as a very effective form of advertising,
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates conveying information about a destination to passing motorists. The district has been highly active in the upgrading of roads in the last few years, with the Shakaland Road, the roads to Ongoye and the road to KwaBulawayo, having been or in the process of being upgraded. However, tourism development in the district would further benefit from the following key strategic interventions for both road improvements and signage which are listed below.
8.1. Tourist routes that should be tarred
The road to Thula Thula. The 3.5km stretch of road between Ntambanana and Thula Thula, is un-tarred and very rough in places. The current state of this road discourages tour buses from visiting Thula Thula, despite this being one of the district’s top attractions. Presently this road is being tarred from the Ulundi side, but this may be a lengthy process, and requires the support of uThungulu District Municipality to speed up this process. In the interim the road to Thula Thula, needs to be graded so that sedans and tour busses can comfortably access the reserve.
Inside Ongoye Forest. KZN Wildlife has plans to lay concrete strips through the forest, which would make the forest much more accessible for individuals that don’t own 4×4’s. Utilising the natural asset that is Ongoye Forest is a top tourism priority for the district and as such a road through Ongoye should be strongly supported.
Sections of the Road from KwaMbonambi turnoff to Maphelane. Maphelane, like Thula Thula, is one of the district’s top attractions but poses significant access problems for visitors. Large segments of this road, including the final stretch are un-tarred and would make travel there by sedan very precarious in inclement weather. Both Maphelane and the Jolly Rubino wreck would benefit from a tarred road.
The Road into Simunye Lodge. The case for a tarred road into Simunye is very similar to that for a tarred road into Thula Thula. While Thula Thula’s road is passable, however, Simunye’s is not, and visitors have to be taken to the lodge by ox wagon, horseback or 4×4. This limits the width of the appeal of Simunye Lodge and also constrains future growth. As with Thula Thula and Royal Zulu, a tarred road to Simunye Lodge would be crucial to the development of the Simunye Project Game Reserve.
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A section of Route 66 between Pongola and Nongoma. Tour busses coming into the province from Mpumalanga and stopping at Pongola or Pongola Dam are put off travelling down Route 66 into Zululand and uThungulu District by the condition of a +/-25km stretch of un-tarred road between Nongoma and Pongola, or Pongola Dam. Instead tour busses remain on the N2, thereby bypassing the cultural and heritage attractions of Route 66. While this portion of road is outside the district municipality’s boundaries, it is critical to the success of uThungulu District’s attractions located on Route 66. As the route is a provincial one, uThungulu District Municipality should, with Zululand District Municipality, engage with the province, in an effort to upgrade this road.
A section of the road to Ntingwe Tea Estate and Quedeni Forest. (Medium priority) This road is an un-tarred and precarious, yet highly scenic road. If Ntingwe Tea Estate is to offer tours to the public and if trails in Quedeni Forest were to be developed then the tarring of this road would greatly assist.
8.2. Opening up new routes
Negotiate with RBM for servitudes in mining areas. RBM have an extensive system of tarred roads running from North of Richards Bay to just short of the T-junction with the road from KwaMbonambi to Maphelane. The ability to use these roads would greatly decrease the un- tarred section of road to Maphelane and would directly link the marina area in Richards Bay with Lake Nhlabane and Maphelane Nature Reserve. RBM are, in principle, open to discussing the possibility of limited, and regulated, use of these roads by the public. This is especially the case with the road to the Nhlabane estuary which RBM are willing to open to the public.
Connect Naval and Pelican islands by bridge. Presently tourists wanting to access Pelican Island or Alkantstrand Beach from the Tuzi Gazi waterfront are required to take the long way around via the Mzingazi Canal Bridge. The distance from the waterfront to Pelican Island, via this route, is 3km while to Alkantstrand Beach it is 3.6km. Linking Naval and Pelican islands will drastically shorten the distance from the waterfront to Pelican Island and from the waterfront to Alkantstrand Beach. It will also serve the purpose of creating one continuous linkage between
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the potential Passenger Liner terminal, the waterfront, Naval Island and Alkantstrand Beach. The islands would need to be linked via bridge, a small portion of which would need to be a drawbridge to allow for yachts to enter and exit the marina. The bridge between Naval and Pelican Island could also become a significant tourist attraction in-and-of-itself.
8.3. Improving signage to tourist attractions
More signage to Thula Thula. On leaving Empangeni there is no signage to Thula Thula prior to turning onto the Heatonville Road. Signs for Thula Thula should be installed just outside of Empangeni, in order to ensure that tourists do not miss the turnoff.
More signage to Mthonjaneni Museum and Dingane’s Spring. No immediately conspicuous signage exists on Route 66 for the turnoff to Mthonjaneni Lodge; Mthonjaneni Museum; Dingane’s Spring or the earthen Anglo-Zulu War forts. While there is some signage for these attractions on the hill above the turnoff to Mthonjaneni, this would be very easy to miss and, by not having the formal appearance of standard tourism markers, does not convey a sense of reliability to tourists. It is suggested that formal Route 66 tourist signboards, which indicate the attractions available in this area, be erected.
Re-install signage to Mpushini Falls. Mpushini Falls in Eshowe was once a fairly popular attraction for both local residents and tourists visiting Eshowe. Unfortunately criminal activity has prevented people from visiting the falls in recent times. As such, in order to dissuade people from visiting the site, most signage has been removed. If the crime problem is to be rectified and the falls are to be resurrected as a tourist attraction, then signage which existed in the past needs to be re-installed.
Off the road signpost for Nyezane Battle Site. On one of the project team’s site visits to the Eshowe area the Nyezane Battle Site was unable to be located. While there is a prominent signboard for the site on the R66, no further signage leads one to the actual site once the turnoff has been made. Further, clearly visible, signage must be installed that takes one straight to the battle site memorial.
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9. Ensure Tourist Safety in Dangerous Areas
In South Africa combating crime is always a crucial tourism strategy. Ensuring tourists’ safety should be a number one priority for the district municipality. If uThungulu District can gain a reputation as a relatively safe destination in South Africa this would act as a greater attraction than most of the tourism developments detailed in the preceding pages of this document. Conversely the success of these selfsame developments hinges on the safety of tourists in the first place. The following two strategies therefore look at ways of establishing uThungulu District as a ‘safe’ tourist destination.
9.1. Policing of identified criminal hotspots at tourist attractions
In many areas of the district attractive seclusion strikes a precarious balance with crime. Pristine, tranquil areas, primed for eco-tourism are often also areas which are considered by many to be highly dangerous. A number of examples exist:
Lake Nhlabane Estuary Cape St Lucia Naval Island Mpushini Falls Martyr’s cross and KwaMondi Fort in Eshowe
These areas are key tourist attractions, yet tourist information offices regularly discourage people from visiting these destinations (at least not alone). As such security services should be established at most of these destinations. Security guards do not need to patrol 24hrs a day (though in the case of Naval island this would be a good idea), and could instead patrol for designated periods, after which time tourists are strongly discouraged from visiting the site. A key element of better policing in these areas involves creating safe parking for visitors.
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9.2. Creation of ‘safe’ tourism precincts
While tourist’s safety cannot be guaranteed in all areas of the district and discretion needs to be exercised with respect to which areas are visited and when they are visited, there should be certain areas where tourists can feel completely safe and relaxed. Tourism precincts should be created, whereby tourists are given top priority and a high level of security for tourists exists. As such tourists should be able to walk around at night without feeling vulnerable, focusing only on enjoying themselves and prolonging there stay in the district. Tourism precincts are found around the world, particularly in Europe and the USA, and are key to ensuring steady flows of visitors year on year. Tourism precincts have the following features:
Located in areas of high tourism accommodation density Incorporates high-level surveillance equipment Has a very visible police presence Access to non-tourists is closely monitored Extensive street lighting is provided
The aim of creating safe tourism precincts is so as to manage the risk of crime committed against tourists on their visits to the district by focusing on tourism safety in areas of high tourist density. In areas outside of the tourism precincts, tourists would have to use a greater degree of discretion in timing their visits to certain attractions.
10. Provide More Family Attractions and Facilities
Niche market tourism in the district, namely, birding; fishing; business and cultural activities, tend to be targeted at individuals as opposed to family groups. This is reflected in the lack of attractions suitable for children in uThungulu District’s tourist areas. Domestic family tourism, however, is a very large market in South Africa and, as such, family-style attractions and facilities should be developed in the municipality as a means of attracting a greater number of tourist families.
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12.1 Develop ancillary attractions aimed at children in uThungulu District’s major tourism areas
None of the main tourism towns in the district (Mtunzini, Eshowe, and Richards Bay) could be described as major family holiday destinations. In each of these towns there is a distinct lack of facilities for children. This is not to say that there are no tourism facilities for children in these towns, for instance the Dlinza Boardwalk in Eshowe and Reptile City outside of Richards Bay are ideal attractions for children, but rather that there is a general deficiency of attractions and facilities for children. Richards Bay, Eshowe and Mtunzini would be more rounded tourism destinations if more of the following facilities were developed:
Playground areas Go-kart tracks Animal petting zoos Paddling pools and water slides Paintball courses Movie theatres and bowling alleys Miniature train rides Mini-golf; putt-putt
10.2. Develop a safari-park attraction within the district
In addition to developing ancillary tourism facilities for children in the district’s main tourism towns, the district municipality should also look to create a primary family attraction in the district. A safari park attraction which would offer eco adventure activities aimed at families, could fill a significant gap in the district, and indeed the province, when it comes to offering genuine family based attractions. A safari park should offer more intimate experiences for families than that which game reserves, where children are confined to the inside of vehicles, offer. The safari park should be set in an area of scenic natural beauty and be populated with non-dangerous game. The park would offer walking paths; horse riding; picnic sites; themed playgrounds; foefee slides; rock pools; swimming and kayaking in the dam; an educational awareness centre and possibly an animal nursery or rehabilitation centre. The basic concept behind the park would be to instil in children an awareness of the environment and to foster a
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates love for the outdoors. The aim of developing this attraction would be to create KwaZulu-Natal’s premier family attraction.
11. Promote Events
Events are usually once a year injections of tourism revenue into the district. They are a convenient way of compensating for seasonality in the market for holiday tourists. A year round calendar of tourism events, not only increases tourism revenue in the district for the duration of the event but also enhances the publicity of tourism opportunities in the district. Events are a good way of increasing the exposure of tourist destinations. uThungulu should seek to increase the number of events it has in a year, taking advantage of a good climate; wide open spaces and beautiful natural surroundings; and a vast coastline. uThungulu hosts a wide range of events ranging from business and promotional events like the Zululand Expo to major fishing events and water sports competitions, to name only a few. While these events certainly do draw tourists to uThungulu, they are not sufficiently large enough to yield the desired degree of international exposure for the district. Tourism KZN conduct annual impact studies on the province’s biggest events, namely, the Comrades and Amashova Marathons; the Midmar Mile; Splashy Fen Music Festival; the Durban July and the Zulu Reed Dance. What distinguishes these events, with the possible exception of the last one, is that they are all iconic world-renowned events. As such they attract a large number of tourists each year. The Comrades Marathon, for example was found to attract 17,682 non-resident participants and 23,317 non-resident supporters in 2010. In total between R146-247 million was spent by participants and non-resident spectators at the Comrades Marathon. This represented a large boom for the local tourism industry. Furthermore, when asked whether they would recommend the event to friends and family, 99% of survey respondents answered in the affirmative. An event like the Comrades has an international profile, and attracts people by weight of its legendary history and uniqueness. uThungulu District Municipality should look to encourage these sort of mass appeal events within the district.
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Opportunities for events in uThungulu include:
A beach music festival: Unique destination musical festivals such as Splashy Fen in Underberg, attract visitors from around the country each year. A scenic destination should be sought for a music festival in uThungulu. The beach by Dokodweni Ski-boat club and the Prawn Shack could be an ideal venue for a uniquely-styled beach music festival.
A multi-day cultural event commemorating the history of the Zulu people in the region: This type of event should be purposely created, with foreign tour groups in mind, and should look to showcase the vibrancy of Zulu culture and the intrigue of Zulu history. Features of the event should include Zulu dances and musical performances; educational displays; mini battle re- enactments; traditional food stalls as well as arts and crafts stands The location is important and should be somewhere easily accessible but scenic and historically significant. In this respect the Gingindlovu area would be an appropriate location.
Watersports events: Richards Bay has had a history of hosting various watersports events, but in recent times has struggled to re-attract these events. With the further development of the Richards Bay waterfront area, and the extension of tourist services in this area, the city should make a renewed effort to re-attract these events, and attract newer bigger events.
Fishing events: There are already a number of fishing events which take place in uThungulu, these need to be better supported by the district municipality and expanded in scope. To this end aggressive marketing of these events is essential.
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3.2. Nodal Tourism Development Strategy
Tourism development in a district needs to be mindful of the fact that some areas have competitive advantages when it comes to tourism while others simply do not. Scarcity of resources means that not all areas can be extensively developed for tourism purposes. This is especially the case when formulating a tourism strategy for an entire district. It is the role of local municipalities to fill in the gaps when it comes to lower level marginal tourism development. However, it is the role of the District Municipality to identify areas with high tourism potential that will offer cross-cutting benefits for the entire district, and earmark these areas for extensive tourism development. In this respect a nodal tourism strategy provides a spatial context for tourism development in the district, prioritising areas which are expected to have the highest yield for investments in tourism. Nodal tourism development prevents the, at times, fruitless efforts to find tourism attractions in areas which have little scope for tourism. Instead nodal development looks to promote specialisation in areas in which actual potential exists. The identification and classification of tourism nodes ensures that tourism is made the focus in smaller but more manageable areas which have relative competitive advantages with regards to tourism opportunities.
The areas identified as tourism nodes in this strategy are those areas which either, have significant existing flows of tourists, or have imminently realisable prospects for increased tourist numbers. In the latter respect, the easiest way, in the short-run, to increase tourist numbers to the district is to take advantage of the significant flows of tourists to popular attractions in neighbouring districts by developing trans-district tourism products and thereby creating critical mass destinations.
Tourism development nodes are those areas wherein tourist attractions, facilities and infrastructure should be clustered. Within these nodes, tourism should be given priority and tourists treated as valuable commodities.
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Primary Tourist Nodes in uThungulu District
1. Richards Bay Marina Area and Waterfront 2. Eshowe and surrounding region 3. Mtunzini/Siyaya Coastal Park 4. Mthonjaneni/ Dingane Spring 5. Thula Thula/ Royal Zulu
Secondary nodes 1. Lake Eteza, Umfolozi Village 2. Nkandla/Matshenezimpisi
Richards Bay Marina and Waterfront
Richards Bay has the highest number of tourist beds in the district as well as the highest occupancy rate. This is mainly on account of business tourism in the city. Business tourism, however, presents an excellent foundation from which to tackle other tourist markets. If Richards Bay were to become a more appealing family destination, business tourists may bring their families on business trips or at least visit with their families at a later stage. Richards Bay also benefits from having a functioning airport and an international seaport. The presence of an international seaport, in particular, offers significant opportunities for future increases in tourist numbers as the cruise ship industry grows in Richards Bay (see Section 3.1 Strategy 3). Leisure tourism in Richards Bay, however, is undoubtedly negatively affected by heavy industry in the town. For this reason only a section of Richards Bay can be considered to be a genuine tourism node with growth potential. This area would include the Tuzi Gazi Waterfront, Mzingazi canal and lake, the small craft harbour, Pelican Island, Naval Island and Alkantstrand Beach. Numerous hotels, guesthouses and restaurants exist in this area already but there is still significant tourism growth potential. Various tourism projects which would contribute toward making this area a popular tourist destination, for both land-based and cruise tourists are listed below:
Possible tourism projects
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Establishment of a safe tourism precinct (see strategy 9) Construction of multi-purpose passenger liner terminal (see strategy 3) Construction of a linkage between Pelican and Naval islands (see strategy 7) Development of themed Botanic Gardens, amphitheatre and water world on Naval island Extension of waterfront Cruises on Lake Mzingazi
Support for the Richards Bay Waterfront Development (Mhlatuze Marina Development Plan)
In 2009 the City of Mhlatzue developed a concept plan for the development of Richards Bay’s waterfront. This development, which is planned to supplement current facilities at Tuzi Gazi, will take place on the north bank of the Mzingazi canal as it enters the bay, and will include Pelican Island; the NSRI and Water Board premises; the Dredger Berths and Alkanstrand Beach. The primary aim of the development is articulated as follows: “Conceptually the proposal creates a mixed land use development that ranges in density and integrates living, working and playing experiences in such a unique way that the Richards Bay Waterfront will be one of the most sought after addresses in Northern KwaZulu-Natal”. (PV&E Townplanners, 2009) The development is proposed to include commercial and residential nodes of varying density, as well as hotels and a theme park. The concept plan is currently undergoing a consultative process which aims to refine the concept and provide the foundation to practically implement the vision for the area. This process is expected to be complete by September 2011. The Richards Bay Waterfront Development is considered critical to improving the attractiveness of Richards Bay as a tourist destination and as a premier gateway to uThungulu for cruise tourists. It is therefore recommended that the district municipality lend their full support to this project.
Eshowe and surrounding region
Eshowe is the oldest town in Zululand and has a rich repository of historical and cultural attractions. The town and surrounding areas (Lake Phobane, Entumeni) has a number of accommodation establishments and is in the centre of uThungulu District’s segment of Route 66. The launch of Route 66, on which a number of Eshowe’s attractions feature prominently, should give Eshowe the tourism injection it has
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates needed for the last five years. Eshowe should be marketed as one of the base towns of the Route 66 experience. As such, additional tourism development should look to capitalise on increased tourist flows associated with the Route.
Possible tourism projects:
Dlinza Forest boardwalk expansion Canopy tours at either Dlinza, Entumeni or Mpushini Falls Re-opening Mpushini Falls to tourists Upgrading of Fort Nonqayi, Martyr’s Cross Packaging missionary tours Development of large-scale craft centre Zulu blonde brewery tours
Mtunzini, Siyaya Coastal Park
Mtunzini is uThungulu District’s top tourist leisure destination as well as being its fastest growing destination overall. Though this growth is driven primarily by angling tourists, Mtunzini also has the potential to position itself as a popular family holiday destination. However, this will require the development of tourism facilities which would appeal to families and children in particular. While eco- tourism plays an important role in the present appeal of Mtunzini, there is still substantial unexplored potential for this type of attraction. The Siyaya Coastal Park is a pristine coastal conservation area, which although having much to offer tourists, has seen little tourism development.
Possible tourism projects:
Development of coastal resort in the Siyaya Coastal Park Development of overnight trails in the Siyaya Coastal Park Construction of a tidal pool or public swimming facilities at Mtunzini Development of a John Dunn Interactive Museum in Mtunzini Village
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Mthonjaneni/Dingane Spring
This area, on the boundary of the district, would incorporate Mthonjaneni Lodge and Museum, Dingane’s Spring, the British earthen forts, and the proposed Simunye Game Reserve. The node would also lie on the most northern section of uThungulu District’s segment of Route 66. While the previous three nodes that were mentioned had significant existing tourism activity, this area is highlighted more in regard to its long-term potential. The Mthonjaneni/Dingane’s spring node would look toward Zululand district to provide significant flows of tourists. This area should position itself as the gateway to the Valley of the Kings and the starting point for visits to eMakhosini, Opathe, UMgungundlovu and Ulundi, all of which have growing tourism appeal. The node would also look to establish itself as part of a wider trans-district cultural heritage and wildlife tourism zone.
Possible tourism projects:
Simunye Project creating a Big Five Game Reserve linked to Opathe and eMakhosini Revival of Dingane’s spring The opportunity for tours of eMakhosini to be run from Mthonjaneni Museum Further accommodation development at Mthonjaneni
Thula Thula/Royal Zulu
Thula Thula’s international reputation has grown substantially in the last five years and the extra business from this increased exposure has led to an increase of accommodation at the reserve. The reserve, having purchased two neighbouring properties, is also set to expand in the next six months. However, it is not so much Thula Thula’s popularity which should lead to the designation of this area as a tourism zone but rather the prospect of the Royal Zulu Reserve which would provide a direct linkage between uThungulu District and the province’s biggest and most popular game reserve, namely, Hluhluwe Umfolozi. Designating this area as a tourism node would aim to exploit the huge tourism popularity of this game park.
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Possible tourism projects:
Thula Thula’s immediate expansion (dropping of fences with Lavonie and Fundumvelo) Emphasis on Shaka’s early childhood legacy within the area Creation of Royal Zulu Reserve and the dropping of fences with Hluhluwe Umfolozi
Lake Eteza/Umfolozi
The area around Lake Eteza and Umfolozi, is perfectly placed for tourism development. Lake Eteza is one of the best aquatic bird watching destinations in KwaZulu-Natal. The lake also boasts small populations of crocodiles and hippos. On the eastern side of the lake are situated a number of accommodation establishments, including the Umfolozi Hydro Spa and Umfolozi River Lodge and Bird Park. There is also a large plot of land which has been fenced and filled with game (including giraffe, zebra, impala), and is owned by a cooperative of local cane farmers. These farmers do not have any short term tourism plans, but do not rule out future tourism development which would be done of their own accord and initiative. The prime reason for designating this area as a tourism node is because of its close proximity to Maphelane Nature Reserve and the popular tourist town of St Lucia. Tourist attractions situated in this node should look to draw on the surplus pool of tourists in St Lucia.
Possible tourism projects:
Birding tours on Lake Eteza Makoro trips on Lake Eteza Development of a safari-park style attraction
Nkandla and Matshenezimpisi
This area has low tourism footfall at present and is not located on, or near any major tourism routes. However, on account of the State President hailing from this area and the coverage that this brings, there are significant prospects for future tourism growth. This node would look to link the nature
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates reserve, accommodation and conference centre at Matshenzimpisi with the intriguing Nkandla Forest and Zululand’s famous Ntingwe Tea Estate. Traditional tourism initiatives could also be included as part of the tourism product offered in this node.
Possible Projects:
Development of public walking trails and historical tours in Nkandla Forest
Development of further accommodation at Matshenezimpisi
Designation of Matshenezimpisi as a hunting reserve
Traditional home visits
Tours of Ntingwe Tea Estate
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Primary Tourism Corridors
1. Route 66 2. Nhlabane Corridor
Route 66
Route 66 must be viewed as the primary tourism corridor in uThungulu District, and development in the district should put significant focus on investing in tourism initiatives along this route. Route 66 must be conceived as the primary artery of the tourism industry in uThungulu District. The route has the potential to attract both international and domestic tourists, as well as cultural, historical, wildlife and adventure tourists.
Nhlabane Corridor
With the possible closure of RBM’s Tisand mining site, should the EMPR be split, a new tourism corridor could present itself, linking Richards Bay and Lake Nhlabane. This would provide tourists staying in the Meerensee area with the opportunity to take a scenic driver to Lake Nhlabane and the Nhlabane estuary where they can enjoy the activities on the lake and the beauty of pristine, rehabilitated dune forests. In the longer-run, however, the district municipality should engage in negotiations with RBM to allow for the use (even if limited) of its road north of Nhlabane. This would create a continuous corridor linking Meerensee with Cape St Lucia and Maphelane. The following is a list of advantages of the opening up of this route:
The route would bypass Richards Bay’s heavy industrial sites around the harbour It would ease some of the congestion on the John Ross Highway It would be a significantly shorter route to Maphelane It could stimulate cultural tourism in the Mzingazi community It would incorporate attractions at Lake Nhlabane It would open up the rehabilitated dune forests for eco-tourism
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3.3. Emergency Services for Tourists
If uThungulu District is to host international events, attracting large numbers of tourists, then available emergency services and attendant infrastructure needs to be comprehensively developed. For the most part individual tourist emergencies can be catered for by regular emergency services, but emergencies at large scale events or emergencies involving tour groups in transit, need to be catered for by specific emergency plans and services. In preparing for the 2010 World Cup, the district engaged in the development of specialised emergency plans for various scenarios which would impact on tourists at events in the district.
The strategy formulated for 2010, specifies ten different disaster scenarios which are identified as potentially having an impact on major events. In the event of these disasters occurring, checklists listing applicable responses are provided and would need to be completed by the relevant authority. The disasters/emergencies identified are as follows:
Aircraft disasters – including crashes on vacant and occupied land as well as at airports Collapsed facilities – particularly stands; roofs and temporary structures Disruption in power supply – causing possible postponement or delays in the event Disruption in solid waste services – possibly causing health risks and delays Disruption in waste water services – possibly causing health risks and delays Disruption in water supply - possibly causing health risks and delays Fire situations – including runaway fires and the possibility of toxic contamination Flooding – possibly causing delays or physical risks to tourists Hazardous chemical spillage – leading to health risks Major road accidents – collisions involving tourists as well as toxic spillage and damages to roads
In addition to the disaster response checklists, the roles of key services before, during and after events, are identified, ensuring that all potential emergencies or disasters scenarios are prepared for and, where it is possible, averted. Disaster management also includes a proposed list of coded and general messages by security forces; a proposal on how future task teams should operate; and a list of all possible scenarios for disaster management. This latter list includes scenarios of a security nature as
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Revised Tourism Strategy for uThungulu District Municipality - prepared by Graham Muller Associates well as those scenarios for which the ten checklists have been developed. The list can be found in the Appendix C of this document.
Comments on emergency plans The emergency response and disaster management plans compiled by the district for the 2010 FIFA World Cup event, can be utilised for a number of other events in the future, including other sporting events; as well as concerts and expos. However, the plans formulated for 2010 relate mostly to events which take place in stadia or other large venues and are not necessarily appropriate for disaster/emergency scenarios involving tourists not attending a major event. For instance, large tour groups who are not on their way to any particular event in the district but are visiting a number of distinct attractions may also encounter situations in which emergency services are required. While major road and aircraft incidents are covered in the existing emergency strategies, other import risks are not prepared for. These include attacks on tour groups by either terrorists or criminals; tourists trapped in severe thunderstorms or other natural disasters; tourists embroiled in violent protests; and tourists involved in shipping incidents (particularly on cruise liners). A complete list of scenarios needs to be drawn up which includes large tour groups and is not exclusively for event attendees. While uThungulu seemingly has adequate emergency plans and procedures to host international events, there is little currently in place to deal with tour-group related emergencies. It is the recommendation of this tourism master plan that such strategies are designed as a high priority. These strategies could include the following key components:
Large-scale tour operators should be required to inform the Destination Management Office or the District Municipality of any imminent tours, and the itineraries of these tours. This would enable essential services to respond faster in the event of an emergency.
The district municipality should identify contact people at the embassies of the district’s major tourist source destinations.
The district should have a database of possible translators, in the event of an incident involving tourists speaking foreign languages.
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Section 4: Deriving Local Benefit from Tourism Development
Part of the vision for tourism development in uThungulu District Municipality, expressed in Section 1 of this strategy document, emphasises the importance of formulating a strategy which maximises the benefit that local communities derive from tourism development in the district. This vision is reproduced here:
To ensure that tourism contributes toward local economic development though the active involvement of communities in tourism projects and the strengthening of linkages with the SMME Sector.
A strategy must be formulated to ensure that tourism development does not simply increase the profit margins of well established private sector tourism-based companies, but also benefits the local population, whether directly or via a ‘spill-over effect’. There are three ways in which the benefits of tourism development can be transmitted to local communities. These are as follows:
Local entrepreneurship opportunities
Income derived from community ownership of land or tourism initiatives
Employment opportunities
Local entrepreneurship opportunities refer to small local businesses which either supply the tourism industry or form part of the tourism industry’s product offering. Income derived from community ownership, is that income which is received either as a profit share from a tourism initiative or as payments for the leasing of land. Employment opportunities refer to direct employment in a tourism initiative or business. Strategies can be formulated, which aim to optimally maximise each of these tourism benefit flows.
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4.1 Strategy 1 - Expanding the Tourism Skills Base
Problem Statement 1: uThungulu District Municipality has the benefit of having the University of Zululand within its borders. Tourism Graduates from the University number between 70-80 students, as well as additional Honours and Masters Graduates. These Graduates are highly skilled and are qualified for tourism planning jobs, of which there are very few in the district. As such Tourism Graduates frequently tend to leave the district in search of suitable work. While there may be a lack of demand for highly skilled individuals, there is a growing demand for skilled individuals, with diplomas, who can work in the hospitality and tour segments of the tourism industry. To this end Umfolozi College, have in the past, provided highly competent people for a range of tourism jobs in the district. The dropping of the Diploma (or N) system and the adoption of the National Certificate Vocational system, however, has significantly weakened the quality of tourism qualification from the campus. Tourism establishments are thus caught in a position where the University of Zululand Graduates are too qualified and the Umfolozi College Graduates too under-qualified, to employ. The District Municipality should thus motivate with the Department of Education to provide additional funding for Umfolozi College to offer N-courses in tourism again, or the District Municipality could fund these courses itself.
Key Intervention 1: Support the re-introduction of tourism diploma courses at Umfolozi College
Problem Statement 2: Academic tourism skills may be relatively abundant in the district, but practical tourism skills are lacking. Firstly there are no specialised hotel schools in the district where people can receive practical training in hotel management, and hospitality. Secondly no one from uThungulu District has ever received training as an Adventure Guide. This deficiency in uThungulu District’s tourism skills base needs to be addressed if the district is to promote adventure attractions.
Key Intervention 2: Employ the Adventure Qualifications Network to train adventure tourism guides in the district
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Problem Statement 3: A shortage of tourism jobs should not be prohibitive to finding working in the tourism industry, because (at least a percentage) of skilled individuals should be able to start their own tourism business. The reason for such little entrepreneurial initiative, however, by skilled individuals in the district is indicative of a shortage of entrepreneurial and project management skills.
Key Intervention 3: Provide entrepreneurship and project management courses for individuals wanting to establish tourism businesses
This strategy does not just concern tourism graduates, but also uneducated individuals looking to set up a tourism related business. As such it must also be seen as part of the strategy described below.
4.2 Strategy 2 - Tourism SMME and Supply Chain Development Strategy
Tourism KZN is a key driver of economic development and assisting SMME’s in both supplying tourism services to customers and supplying existing tourism service providers with goods and services.
Guidelines for SMME support need to be developed in order to assist SMME’s and spread the benefits of tourism revenue to a wider community. Many tour operators and accommodation facilities are simply unaware of the SMME and community tourism opportunities surrounding them and a successful SMME policy seeks to redress this issue and open the market for SMME operatives.
SMME development can serve as a source of transformation in the tourism industry. Tourism KZN (2009) lays out the following key monitoring tools to assess SMME growth:
% increase in the number of SMME businesses supported. % increase in budget spent on SMME service providers. % increase in training and capacity building interventions.
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The three key ways that an overarching body such as uThungulu District can provide SMME assistance are:
Advisory services to SMMEs and Community Tourism Organisations Skills Development focussed on SMME and Community Tourism Organisations Monitor and encourage SMME compliance within larger tourism based companies in the district
Advisory Services
A centre for promoting ‘start-up businesses’ with business planning assistance would give SMMEs and communities with tourism ideas and plans the opportunity to present their plan to an expert who can assist them in finding the correct sources of finance, provide business planning assistance and give advice for overcoming other obstacles to entering the market. This would include allowing the SMMEs to market their establishment or product, overcome land tenure issues and find suitable business partners where necessary.
Community based tourism operations in uThungulu District have often been unsuccessful and this is mentioned in the next section. However as part of the advisory services offered, a document on the guidelines for community based developments needs to be drafted which looks into the reasons for these failures and ways of mitigating these issues. This document can serve as a guideline for future SMME developments. Additionally, operators of SMME businesses and community tourism operations should be encouraged to visit successful community and SMME run operations.
Mentorship programmes are an opportunity for existing and successful tourism operations to assist SMME operations nearby and advise them on operational issues. Linking SMMEs to existing businesses and fellow SMME’s is crucial to their growth. SMME supply chains to local service providers can be greatly enhanced by the provision of a database of suppliers of goods and services at a local level. This type of database would go beyond merely listing tourism operations and also list those companies which are potential goods and services suppliers to the industry.
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Areas the database should cover:
Accommodation Providers Food providers Service Providers Function Providers Cultural Attractions Arts & Crafts Attractions and suppliers Tour Services and other SMME tourism activities
All service providers should provide their locations and maps of services should include their operational areas. Such a database should be available on the municipal website and distributed to all accommodation facilities in the district. Currently this study has provided a comprehensive list of accommodation facilities in the district and would be an excellent basis for starting this database.
Local Municipalities would need to survey service providers and provide this information to the District Municipality. A comprehensive list of this nature would provide LED officers in the local municipalities the opportunities to engage with SMME’s and assist them in accessing local markets.
Skills Development
SMME skills development is a key factor in their success and there are two providers of tourism based education in uThungulu District.
The University of Zululand Umfolozi College (Eshowe Campus, Esikhawini Campus, Richtek Campus)
These institutions could be utilised to provide SMME owners and employees with the opportunity to take courses which facilitate training and capacity building interventions for SMMEs. The municipality needs to facilitate such training by providing venues, advertising and accessing funding from Tourism KwaZulu-Natal.
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Monitor and Encourage Black Economic Empowerment (BEE) Compliance
In order to promote the business benefits of the Tourism BEE Scorecard these benefits need to be well known throughout the industry in uThungulu District, but the district municipality also needs to ensure that BEE compliance is as easy as possible. The database of SMME suppliers would encourage BEE scorecard compliance.
Table 6 – SMME Strategy Summary Strategy Suggested Intervention Potential Benefits Advisory Services Tourism Business Planning Increased SMME and Offices community based Formulation of successful tourism initiatives model for community-run which are successful tourism initiatives in the long term. Site visits to successful Transformation operations Skills Development Training for SMMEs provided Greater customer by resident training facilities satisfaction with in uThungulu District. SMME operators Mentorship Programme More efficient Linking SMME’s with larger SMME operators tourism operations through Expansion of SMME database of SMME and all operations other tourism operations in Transformation the district Encourage BEE Educate businesses on Increased use of compliance Tourism BEE compliance SMME’s in the Increase access to BEE supply chain compliance through database Transformation of compliant companies
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4.3 Strategy 3 - A Framework for Tourism Development on Community Owned Land
The track record of tourism development on community owned land in uThungulu District is mostly dismal. Promising developments such as Shangri-La, north of Mtunzini, Iphiva Lodge on Lake Phobane and the chalets on the beach near Port Durnford have all failed. Some relatively minor initiatives such as the coastal fishing camp site near Lake Nhlabane and numerous craft stalls continue to operate, but these are small scale enterprises creating little in the way of full-time employment. The one shining exception is Simunye Lodge near Melmoth. For improved success for tourism developments on community owned land in the future it is important to take the example of Simunye Lodge and other successful tourism ventures on community owned land from elsewhere in Africa and build on the lessons learnt from these successes.
Key to success in the few exceptional instances is that the facilities, whilst community owned, are managed and run by a managing agent, who are tourism professionals, namely Protea Hotels, in the case of Simunye Lodge. It simply will never work to award operating responsibility to an inexperienced and untrained individual or group of individuals chosen from within the community by the community. Furthermore, for every venture established on community owned land it is critical that the managing agent has access to a separate flow of funds to cover initial investment, operating costs and the costs of sustaining the business (including maintenance and replacement of assets as these wear out or are damaged).
It is equally important, of course, that the community, as land owner, also enjoys an equitable flow of funds representative of the value of the land leased to the tourism development, together with training and employment opportunities and a profit share commensurate with any capital invested in addition to the land. Also important, is the need to ensure that the flow of funds to the community is directed to a properly constituted trust or not-for-profit organisation with robust governance structures in order to ensure that the funds earned by the community from the land lease and any investment in the tourism development are deployed to the community in a manner that has the full support of the entire beneficiary community.
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Any payments due to government structures such as the SA Revenue Service, municipalities, the KwaZulu-Natal Tourism Authority, tribal authorities, the Ingonyama Trust, skills and education training authorities, unemployment insurance fund and compensation fund must also be clearly identified and provided for.
Graham Muller Associates recommend that future tourism developments on community owned land in uThungulu District be structured in this fashion. Obviously, the details will vary for each development according to the needs and preferences of the parties involved, however, the following are seen as key elements critical to the success of tourism developments on community owned land:
1. The appointment of professionally qualified and experienced management agents with a long – term commitment to the development of at least twenty years to ensure sustainability
2. Clear distinctions between funds flowing to a. the community as land owner; b. investors (possibly including the community); c. the managing agent; d. employees e. government structures (rates, taxes, levies and the like)
3. Robust governance structures for the management of all funds flowing to the community as a collective entity
The opportunities for sustainable tourism developments on community owned land in uThungulu District are considerable. These will be successfully realised only if practical and sensible structures are put in place to realise this potential. The benefit to communities will be a sustainable stream of rentals, profits shares, jobs and training.
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Section 5: Business Plans
Project Name: Forest Canopy Tours PROJECT DETAILS Project Location: Eshowe (Dlinza Forest or Mpushini Falls or Entumeni Forest) Local Municipality: Umlalazi Local Municipality Strategic Rationale for The tourism gap analysis for uThungulu District Municipality finds that Project: the district is lacking in adventure tourism products. Adventure attractions appeal both to foreign and domestic tourists and face relatively inelastic demand whereby tourists are prepared to pay high prices for unique adventure experiences.
Canopy tours have proven successful throughout the country, and can be found in the Tsitsikamma, Magaliesberg, Karkloof and, recently, the Drakensberg. These attractions draw large numbers of tourists. The Canopy Tours at Tsitsikamma is by far the most popular, while Karkloof Canopy Tours in KwaZulu-Natal draws close to 10,000 participants a year. The development of this type of attraction in an area will greatly enhance the appeal of the area’s tourism product and will also attract a new set of tourists to the region. Rationale for Project’s The development of Canopy Tours in Eshowe would have a number of Location: advantages: Eshowe is an established tourist destination in the district Eshowe has tourism capacity. The Dlinza boardwalk has 5,000 visitors a year, the Museum Village: 7,000 and Shakaland 5,500 Eshowe can provide a number of accommodation options Eshowe is located on Route 66 The Canopy Tours could be linked with visits to the Museum Village, Dlinza Boardwalk and Martyr’s Cross Eshowe has three locations which could be suitable for the development of Canopy Tours There is already a precedent for tourism development in Dlinza Forest as well as existing infrastructure in the forest Project Aims: The aims of developing a canopy tour attraction in Eshowe are as follows: To provide uThungulu District with a viable adventure tourism option To arrest the recent decline in visitor numbers at Eshowe’s major attractions To add a new dimension to the Route 66 tourism product
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Target Market: Domestic and foreign adventure and eco-tourists Category: Forest Project Description: A Canopy Tour Development would involve constructing a number of high platforms amongst the forest canopy. These platforms would be linked to each other by steel zip-lines. Participants are taken to the first platform, harnessed onto the zip line and from this platform glide through the forest canopies to each subsequent platform. At each platform, participants are unhooked from the previous zip-line and harnessed onto the new one. Participants control how fast they glide through the air by pulling down on their line with their gloved hand.
The zip-lines can be up to 200m long, and number between 8 (Karkloof) and 13 (Drakensberg). Participants are provided with snacks at one of the platforms and a light lunch afterwards. Depending on the number of zip-lines, the tour takes between 2.5-3hrs. The price charged is between R400-R450 per person.
The development of Canopy Tours will entail: Construction of platforms Installation of steel cables A small office area A place to store equipment A kitchen Ablutions
An advantage of locating the Canopy Tours in Dlinza Forest is that certain infrastructure, like an office and ablutions, already exists Requirements: For construction A fair degree of elevation in the forest Tall, sturdy trees Accessibility
For operational feasibility Must have at least 5,000 participants per year for viable profit margin to be reached Must have the potential to reach 10,000 participants per year Direct employment 16 employees (substantial portion can be locally trained) generation during operations: Project Cost: R2million-R3million (depending on difficulty of terrain, number of zip lines and existing infrastructure) Project Driver: Private Sector, supported by Parks Board
Current Status of Project Status The project is only in the conceptual phase, and requires considerable further research, including a feasibility study and an environmental
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impact assessment. Feasibility Study? No Business Plan? No Project Leader Canopy Tours SA Ownership: Local franchisee
Contact Persons Principal Stakeholder: Name: Mark Brown Organisation: Canopy Tours SA Phone: 082 453 3970 Email: [email protected]
Other Key Stakeholders: Name: Graham Keet Organisation: KZN Wildlife Phone: 083 225 2992 Email: [email protected]
Role of the District Municipality
Interventions The development of Canopy Tours would be funded privately, and, once complete, handed over to a franchisee who would take ownership of the operation. It is suggested that the private sector run the Canopy Tours. The District Municipality can, however, encourage the development of Canopy Tours in Eshowe by funding the initial conceptualisation study and even, the subsequent Environmental Impact Assessment. The cost of these studies could otherwise prove to be prohibitive to the development of what could be a lucrative tourist operation. 3-Year Budget Year 1 Year 2 Year 3 R15,000 - R20,000 R100,000 R2 million (conceptualisation (EIA, pending approval (Canopy Tour study) of first study) development and inception) Prioritisation Important
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Project Name: Development of Siyaya Hiking Trail PROJECT DETAILS Project Location Siyaya Coastal Park Local Municipality Umlalazi Local Municipality Strategic Rationale for uThungulu District Municipality has very little coastal tourism Project: development, despite having a 100km+ coastline, which in many parts is untouched and consists of pristine dune forests. There is thus ample space for an eco-tourism initiative along the district’s coastline. While the Western and Eastern Cape have a number of overnight coastal trails, most famous of which is the otter trail, KwaZulu‐Natal currently has none. This constitutes a significant gap in KwaZulu-Natal’s tourism product, a gap which uThungulu District is in a perfect place to fill.
The development of overnight coastal trails will require very little capital investment and makes optimum use of the ecological tourism appeal of parts of uThungulu District’s coastline. Rationale for Project Two trail routes were identified in the Tourism Gap Analysis for the Location: district, namely, Maphelane to the Jolly Rubino and Umlalazi to Amatikulu. While both of these routes represent viable opportunities, it is felt that only one should be initially developed so as to gauge the popularity of these hikes. The route from Umlalazi to Amatikulu has the following advantages: It is located in the environmentally protected Siyaya Coastal Park The beach in this area is widening annually It links two established nature reserves and estuary systems, Amatikulu and Umlalazi There is significant tourism activity in neighbouring Mtunzini The Siyaya Coastal Park is considered to be very safe The word ‘siyaya’ means ‘we go to’ which is very marketable KZN Wildlife currently have plans to build rest huts in the area The Prawn Shack is located on the route Project Aims: The aims of developing coastal hiking trails in the Siyaya Coastal Park are as follows: To create an iconic eco-tourism attraction in the district To provide a unique experience for tourists within KZN To utilise the latent potential of the district’s coastline
Target Market: Mostly foreign and from other provinces, eco-tourists Category: Coastal Project Description: The ‘Siyaya Hike’ would start at either Umlalazi Nature Reserve in Mtunzini or at the Amatikulu Nature Reserve. Hikers would register at either of these nature reserves and get assigned an armed ranger, who
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would serve both as a tourist guide and as protection from wild animals and criminals. The trail would be about 24km long, incorporating coastal dune forest trails, beach trails and 5km of kayaking on the Amatikulu estuary. Different options which cater for the varying fitness levels of different groups of tourists would need to be provided. The more strenuous option would include only 1 night’s accommodation on the route, while the easier option would require two night’s accommodation on the route. Hikers would also spend at least one night at either Amatikulu or Umlalazi Nature Reserves.
KZN wildlife currently have plans to build a rustic camp 11km south of Umlalazi Nature Reserve, and, are in principle, supportive of the idea of using these huts as a hiking camp. The huts would be very basic reed structures, with a concrete floor, fireplace, and basic beds and would be able to sleep 12. They would constitute the perfect first night stop from either Amatikulu or Umlalazi Nature Reserve on the more strenuous hiking option.
Other accommodation options include those surrounding the Prawn Farm, like the Nkwazi Camps. In total, tourists could spend up to 5 nights in the region, simply because of the coastal trail. Requirements: For construction: Path development and maintenance Concrete floor reed huts Communal kitchen Water storage facilities Access dirt road Direct Employment 4 specialised guides (rest of staff can be sourced from the two nature Generation During reserves) Operations: Project Cost: R500,000 (for rustic camp) R300,000 (path development) Project Driver: Parks Board, Public Sector Ownership: KZN Wildlife
Current Status of Project Status The development of overnight trails in the Siyaya Coastal Park is still at a conceptual phase. However, KZN Wildlife does have basic plans for the construction of a rustic camp in the area. Feasibility Study? No Business Plan? No
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Contact Persons Principal Stakeholder: Name: Richard Penn-Sawers Organisation: KZN Wildlife Phone: 082 559 2868 Email: -
Other Key Stakeholders Name: Ronell Hulley Organisation: Umlalazi Tourism Association Phone: 035 473 3474 Email: [email protected]
ROLE OF THE DISTRICT MUNICIPALITY Interventions The coastal hiking trails should be established and operated by KZN Wildlife. However, the District Municipality could provide the initial investment in infrastructure for the rustic hiking camp. Subsequent path maintenance should be the responsibility of KZN Wildlife. 3-YearBudget Year 1 Year 2 Year 3 R300,000 (trail R500,000 (rustic camp R500,000 (promotion development) set-up) of trail, inception) Prioritisation Important
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Project Name: Nseleni Conference Centre and Accommodation PROJECT DETAILS Project Location: Nseleni Nature Reserve Local Municipality: Mhlatuze Local Municipality Strategic Rationale for Although Richards Bay is a significant business tourist destination within Project: the province, there are few independently-run facilities catering for the needs of business tourism within the town. Most conference facilities in Richards Bay are attached to accommodation establishments, typically located in Meerensee, or, are part of the in-house facilities offered by the industrial corporations. A few years ago the conference centre at the Nseleni Nature Reserve burnt down. The facility has recently been rebuilt but still has no nearby accommodation. There is thus an opportunity to develop accommodation options in the Nseleni Nature Reserve. Such a facility would present businessmen/women with the opportunity to enjoy pleasant natural surrounds while attending a conference in Richards Bay. It would also tap into the passing traveller market, by providing cheap and easily accessible accommodation on the side of the N2. Rationale for Project’s Richards Bay is situated relatively far off the N2 to be able to capture Location: passing motorists who may be looking for a place to spend the night. The N2 is a major transportation route for tourists, and those driving from Durban to Pongola or vice a versa, may be tempted to stay overnight somewhere close to the road if this was possible. Nseleni Nature Reserve has access straight off the N2, and is an ideal place to develop accommodation. Indeed KZN Wildlife report that they frequently receive calls enquiring as to whether there is accommodation at Nseleni Nature Reserve. The main advantages of building accommodation at Nseleni are:
Nseleni Nature Reserve has excellent access to the N2 and can tap into the passing traveller market. The Reserve is very scenic and provides a great alternative to holding conferences in Richards Bay town The conference facility has been well used here in the past.
Project Aims: The aims of developing accommodation at Nseleni Nature Reserve are as follows: To provide a comprehensive conferencing experience in Mhlatuze Municipality To utilise the natural appeal of Nseleni Nature Reserve To capture a share of the passing traveller market
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To combine conferencing and accommodation in a scenic setting Target Market: Domestic: Business tourists and passing travellers looking for overnight accommodation Category: Nature Reserve Project Description Six basic KZN Wildlife self-catering chalets should, initially, be built. They should be located as far from the N2 within the reserve as possible, but be easily accessible by any type of vehicle and also be easily accessible from the conference centre. Each chalet should have its own rowing- boat which can be used on the scenic Nseleni River. Requirements Funding requirements KZN Wildlife in conjunction with Mhlatzue Municipality will need to raise the additional funds for the development of accommodation in the Reserve. Direct Employment 5 (two security guards; 1 manager; 2 cleaning staff) Generation in Operations: Project Cost: For six accommodation units: R10 million Project Driver: Parks Board, Public Sector
CURRENT STATUS OF PROJECT Status The conference centre has been re-built and re-opened. At present there are no plans to develop accommodation in the reserve but KZN Wildlife are, in principle, agreeable to this. Feasibility Study? Unknown Business Plan? Yes Project Leader: KZN Wildlife Ownership: Co-owned: Mhlatuze Municipality and KZN Wildlife
CONTACT PERSONS Principal Stakeholder: Name: Roy Jones Organisation: KZN Wildlife Phone: 082 559 2852 Email: -
Other Key Stakeholders: Name: Cedric Koekemoer Organisation: Mhlatuze Local Municipality Cell: 035 907 5000 Email: [email protected]
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ROLE OF DISTRICT MUNICIPALITY
Interventions: This project will be led by KZN Wildlife. However, KZN wildlife will only develop the limited conference facility they have planned to, with no accommodation, unless they receive additional funding. Because this project will predominantly serve the interests of Mhlatuze Municipality and has relatively few cross-cutting benefits for the other municipalities, it is suggested that the local municipality rather than the district municipality provide the additional funding for this project. uThungulu District’s role then is to encourage Mhlatuze Local Municipality to support the project. 3-Year Budget Year 1 Year 2 Year 3 (accommodation) R300,000 (EIA Study) R5 million R5 million Prioritisation Medium
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Project Name: Simunye Project PROJECT DETAILS Project Location: North of Melmoth Local Municipality: Mthonjaneni Local Municipality Rationale for Project and For rationale behind the development of a Big Five Reserve in the district Strategic Importance of see Section 3.1, Strategy 2. Project’s Location: The Simunye Project represents a viable option for the establishment of a community-owned Big Five Game Reserve within uThungulu District. The land has been sold to the Department of Land Affairs and subsequently given over to the community. With the assistance of the original land owners, Protea Hotels and the backing of Land Affairs, the project offers an excellent opportunity for tourism development in the district to directly benefit local communities.
6,000ha of land has been fenced and is already registered as a game reserve. There is potential to extend this to 12,000ha in the future. This would make the introduction of lions to the reserve possible, thereby creating a big Five Game Reserve which would be 70km closer to the new international airport than what Hluhluwe-Umfolozi is. The long- term vision is for this game reserve to link up with Opathe Game Reserve and the Emakhosini Heritage Park, creating a 38,000ha game reserve. The combined Game Reserve would straddle Route 66 and lend huge weight to the product that Route 66 offers tourists. The Reserve would also look to tap into the rich flows of tourists to the heritage sites in the Valley of the Kings and in Ulundi. Project Aims: The aims of supporting the Simunye Project are as follows: To create a large-scale Big Five Game Reserve attraction in uThungulu District To create a primary, anchor attraction on Route 66 To stimulate the tourism industry in Mthonjaneni Municipality To assist in creating a wildlife/heritage tourism node To show the benefits of tourism development for local communities Target Market: Predominantly foreign tourists looking to mix both a heritage and wildlife experience Category: Game Reserve Project Description: The Simunye Project entails the development of the tourism potential of a large area of land in Mthonjaneni Local Municipality which was recently handed over to the local community. This development involves the fencing of wilderness areas and the registration of these areas as
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game reserves. Four lodges, in partnership with Protea Hotels, are being established on this land at present. These lodges are predominantly old farmhouses which are to be extensively refurbished and remodelled. The long-term perspective is that once the Simunye Project land is linked with Opathe and Emakhosini, these lodges would act as premium tourist game lodges, owned by the community and run by Protea Hotels. Requirements As the driver of the project, Simunye Lodge requires extensive upgrading: Upgrade staff quarters Upgrade reception area Expand conference capacity Further staff training and development New equipment Better road access (currently inaccessible for non-4×4’s) Direct Employment Uncertain, but extensive Generation in Operations: Project Cost : R40-R60 million (game fencing, animal stocking, lodge refurbishment) Project Driver: Community, Public Sector
CURRENT STATUS OF PROJECT Status: The project is in an advanced stage, the preliminary research has been done, 6,000ha game reserve fenced and registered and a partnership with Protea Hotels has been secured. Feasibility Study? Uncertain Business Plan? Yes Project Leader: Leitch Trust Ownership: Community
CONTACT PERSONS Principal Stakeholder: Name: Nick Leitch Organisation: Leitch Trust Cell: 082 076 9828 Email: [email protected]
Other Key Stakeholders: Name: Department of Land Affairs Organisation: - Cell: - Email: -
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ROLE OF THE DISTRICT MUNICPALITY Interventions The Simunye Project is a collaboration between the Leitch Trust, the local community and the Department of Land Affairs. Extensive research has gone into the project and the project is in an advanced stage. Additional funding, however, still needs to be sourced. The project’s benefits are cross-cutting across municipalities and catalytic to the success of Route 66, and it is thus recommended that the District Municipality provide substantial assistance in helping the Project source funding from the likes of the Development Bank of South Africa and from Ithala Bank.
In addition the District Municipality should tar the road to Simunye Lodge as this is set to be the gateway to the Game Reserve, and would pose a major hindrance to tourists if it remains un-tarred. Budget Allocation Year 1 Year 2 Year 3 R20 million (game R20 million (first R20 million (second stocking and reserve phase accommodation phase accommodation establishment) construction) construction) Prioritisation Very Important Timeframes Year 1: Establishing and stocking 12,000ha game reserve Year 2: Development of premium quality lodges Year 3: Development of premium quality lodges Year 4: Dropping of fences with Opathe/Emakhosini
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Project Name: Royal Zulu Game Reserve Project Location: Between Heatonville and Umfolozi Game Reserve Local Municipality: Ntambanana Local Municipality Rationale for Project and For rationale behind the development of a Big Five Reserve in the district Strategic Importance of see Section 3.1, Strategy 2. Project’s Location: The Royal Zulu Game Reserve Project entails the creation of a joint, private sector-community, owned Game Reserve abutting the Hluhluwe- Umfolozi Game Reserve. The Project’s intention is to distribute the benefits of wildlife tourism to the local communities which, although having lived in the area for such a long time, have received little benefit from Hluhluwe-Umfolozi Game Reserve. In so doing the intention of the project is also to raise awareness among local communities of the value of wildlife in KwaZulu-Natal.
The Royal Zulu Project is important from two perspectives. Firstly it links wildlife tourism with the internationally recognised ‘Zulu’ name and, secondly, it looks to position itself as the gateway to Hluhluwe-Umfolozi Park. In the second respect the project has the potential to capture large numbers of tourists, who would otherwise bypass the district in order to access Hluhluwe-Umfolozi from either Zululand or Umkhanyakude Districts.
The Royal Zulu Project also has international pulling power due to the popular personality of Lawrence Anthony who has gained international fame with his exploits in Baghdad and on account of the best-selling books he has written. Royal Zulu benefits from both Lawrence Anthony’s reputation and Thula Thula’s rising popularity. Project Aims: The aims of developing the Royal Zulu Reserve are as follows: To create a mega-game reserve in the region (118,000ha) To move Hluhluwe-Umfolozi’s entrance into uThungulu District, and significantly closer to the new international airport To distribute the benefit of wildlife tourism more equitably To link the Zulu Royal Household with wildlife tourism in the district Target Market Predominantly foreign, though also intra-provincial, wildlife tourists Category Game Reserve Project Description See Section 3.1, Strategy 2. Requirements Need backing for Project from Department of Land Affairs Require water piping for Fundumvelo Reserve Road to Thula Thula needs to be tarred, or at least graded in the interim
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Direct Employment Unknown, but likely to be extensive Generation During Training of locals for game ranging and hospitality jobs Operations: Project Cost Unknown Project Driver Community, Private Sector
Current Status of Project Status: Advanced. Negotiations with community largely finalised, fencing on some plots has taken place, awaiting authorisation from Department of Land Affairs with regard to Ntambanana State Farms Feasibility Study? Yes Business Plan? Yes Project Leader: Earth Organisation Ownership: Partnership: Community and private investors
CONTACT PERSONS Principal Stakeholder: Name: Lawrence Anthony Organisation: Earth Organisation, Thula Thula Cell: 083 294 2940 Email: [email protected]
Other Key Stakeholders: - Name: - Organisation: - Cell: - Email: -
ROLE OF THE DISTRICT MUNICIPALITY Interventions: The development of the Royal Zulu Reserve has funding lined up and is ready to proceed if given the go ahead by the Department of Land Affairs. This process could be speeded up if supported by the District Municipality. In support of the project the district should: Attend Royal Zulu meetings Motivate the importance of the project with the Department of Land Affairs Provide piped water for Fundumvelo Nature Reserve Object to the construction of more power lines through the Royal Zulu Area Grade road to Thula Thula and ensure that the tarring of the road from Ulundi continues at a decent pace Budget Allocation Unknown (cost of water infrastructure at Fundumvelo, road grading)
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Prioritisation Very Important Timeframe Year 1: Consolidation of land and game fencing Year 2: Construction of new lodges Year 3: Dropping of fences with Hluhluwe-Umfolozi
Project Name: Siyaya Coastal Resort PROJECT DETAILS Project Location: Siyaya Coastal Park, Tommage Pan Rationale for Project and See Section 3.1, Strategy 1 Strategic Importance of Project’s Location: Project Aims: The aims of developing a coastal resort in the Siyaya Coastal Park are as follows: To develop a popular coastal resort for the province To utilise uThungulu District’s coastline for tourism purposes To attract foreign tourists to uThungulu District To create a pristine beach/eco-tourism experience Target Market: Foreign tourists (mainly middle-age and older) Category: Coastal Project Description: The Siyaya Coastal Resort would be located among pristine coastal dune forests with near-exclusive access to 15km of wide sandy beaches. The resort would have up to 20 secluded bungalows each sleeping four. Each bungalow would have its own double-seater kayak for use on the Amatikulu estuary. The resort would include:
A main building (housing: a reception area, gym and fitness centre, function room, restaurant and kitchen, bar, TV lounge and library. A pool area (with infinity pool, bar area and tropical restaurant) A themed spa and beauty centre A playground Archery range Stables
The guiding principle behind the design of the resort is to provide tourists with an understated but luxurious secluded beach experience. All buildings will be designed to merge easily with the natural environment. Requirements: Community support and land use Agreement for community/private partnership Extensive EIA process
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Project Cost (estimated) R60 million (total) Project Driver Private Sector, Community
CURRENT STATUS OF PROJECT Status: The project is only in the conceptual phase, and requires considerable further research, including a feasibility study and an environmental impact assessment. Feasibility Study? No Business Plan? No Project Leader uThungulu District Municipality Ownership: Joint ownership: Community and Private Investors
No Contact Persons at Present
ROLE OF DISTRICT MUNICIPALITY
Interventions The development of a coastal resort in the Tommage Pan area of the Siyaya Coastal Park should be undertaken as a partnership between the local community and private investors. However the District Municipality should look to attract private interest by facilitating the interaction between private investors and the local community and by funding the feasibility study and subsequent environmental impact assessment. This will open the door for private investors who otherwise may not have taken the risk of extensive capital outlay for these costly processes. 3-Year Budget Allocation Year 1 Year 2 Year 3
R50,000 (feasibility R300,000 (an EIA R10 million (first study) should an investor phase construction) undertake the project) Prioritisation Medium importance
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Project Name: Great Forests Tour PROJECT DETAILS Project Location: All of uThungulu District’s major forests Local Municipalities: Nkandla and Umlalazi Municipalities Rationale for Project and See Section 3.1, Strategy 5 Strategic Importance of Project’s Location: Project Aims: The aims of developing a Great Forests Tour are as follows: To make use of uThungulu District’s greatest competitive advantage in tourism, namely, forest tourism To integrate Nkandla Municipality in a wider tourism product To combine heritage tourism and eco-tourism and uncover the historical legacy of uThungulu District’s Great Forests To provide a unique and iconic experience for tourists in uThungulu District To create a strong brand name and package Target Market: A mixture of foreign and domestic eco-tourists Category: Forest Project Description: The Great Forests of uThungulu District Tour looks to create a singular tourism experience out of presently isolated tourism destinations. The tour will take visitors on insightful trips into the heart of uThungulu District’s five forests, Nkandla, Ongoye, Quedeni, Dlinza and Entumeni. These trips will emphasise the biodiversity within these forests and the differences between them, as well as the historical legacies of the forests and their place in Zulu culture. The tourism appeal of each forest, though inextricably linked to the other forests on the tour, will need to be suitably advanced to ensure a world class product. This will necessitate path and infrastructure development at certain forests.
The main thrust of this project, however, is to market a must-do experience for tourists. As such branding and advertising is very important.
For possible itineraries see General Strategy 5. Requirements: Improvement of access routes at Ongoye, Nkandla and Quedeni Development of public walking paths Development of campsites and picnic spots Identification of sites of historical importance Strong promotion with tour operators and at airports Direct employment Unknown (but will require tour guides, and maintenance staff) generation during operations:
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Project Cost Unknown Project Driver Public Sector, Parks Board
CURRENT STATUS OF PROJECT Status: The project is still at a conceptual phase although KZN Wildlife has, in the past, done informal research into the feasibility of this project. Feasibility Study? No Business Plan? No Project Leader: uThungulu District Municipality Ownership: uThungulu District Municipality and KZN Wildlife
CONTACT PERSONS Stakeholder: Name: Graham Keet Organisation: KZN Wildlife Cell: 083 225 2992 Email: [email protected]
ROLE OF THE DISTRICT MUNICIPALITY
Interventions The development of the Great Forests of uThungulu District Tour is a tourism initiative which cuts across municipalities and has the potential to add to the existing Route 66 experience. It must be considered to be catalytic to tourism development in isolated areas like those around Nkandla, Ongoye and Quedeni Forests. While it is the role of KZN Wildlife to maintain and improve facilities at these forests, it should be the role of the District Municipality to develop the Great Forest experience. This will involve: Providing financial support to KZN Wildlife for the development of trails, access roads within the reserves, campsites and picnic spots The branding of the Great Forests Experience/Tour Seeking partnerships with accommodation establishments Providing linkages to Route 66 Marketing Great Forests Experience to Tour Operators 3-Year Budget A Year 1 Year 2 Year 3 R300,000 (Feasibility R3 million (project R300,000 p.a. Study and EIA) initialisation) (recurrent spending on marketing and promotion) Prioritisation Very Important
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Section 6: Performance Management
This section sets out some tools by which the performance of the tourism industry in the district can be monitored and enhanced. Three tools for performance management are elaborated on here. These are, namely, a proposed service excellence award system for the district; future research projects to measure growth in the tourism industry; and a set of performance management indicators which can be used to assess the level of progress in achieving the aims of this Master Plan.
6.1. Service Excellence Award System
In recognising that “tourism is the epitome of a service industry” and that it “is absolutely essential to....institute programmes to improve these levels”, TKZN introduced a service excellence programme for tourism providers in the province at the beginning of 2002. The annual award ceremony has subsequently become a major event for tourism establishments in KwaZulu-Natal. A Tourism Award System is a way of recognising tourism providers which consistently offer world-class services and facilities. It also acts as an incentive for tourism providers to strive to attain and then sustain high levels of service excellence. Service excellence is pivotal in improving the tourism image of a destination. High levels of service provision and hospitality can, at times, even compensate for limited physical attractiveness of a destination. Conversely poor service can leave a lasting bad impression for tourists even in the most unique locations.
While a service excellence award system exists for the province, the scale is such that uThungulu establishments often do not feature on the shortlists for the major prizes. This is both a result of the extent (being the entire province) and quality of the competition in major tourist destinations like Durban and the Elephant Coast. A district service excellence award system would provide far greater incentive for tourism providers in uThungulu. The basic setup for such an award system could be based upon the successful provincial award system. The key element of the TKZN service excellence awards is that participants must be registered with TKZN. As such for a service award system of this sort to work in the district, it is critical that it is aligned with the proposed Destination Management Office (DMO) for uThungulu (see Marketing Strategy). Participation should be limited to those service providers who are
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TKZN Service Excellence Awards Model
KZN tourism providers wanting to participate in the service excellence awards are required to complete an online entry form, which is judged on the following criteria:
1. Describe your project/business or nominated service in terms of its history, growth and nature. 2. Give an example how you “delivered service excellence” to make your guest's/client's visit special. 3. Motivate why your entry should be considered to win this award. 4. Indicate how you or your nominated service provider, apply the following concepts in your project/business. - Promotion of business to clients, users and customers - Improving service to tourists 5. Include 4 referrals (guests/clients/members of the public) together with their contact details. (TKZN, 2010)
A panel of judges thereafter adjudicate the entries received and nominees are shortlisted using a short- listing score card. The judging panel then conduct surprise visits of the short-listed candidates businesses. Alternative judging panels are used for different award categories. Each panel contains experts and authorities in the chosen category. Based on the performance of providers during the surprise visit, and on the quality of the written entry and referrals, winners and runners-up in each category are announced. The winner of the respective categories receives a prize of R10,000 and is featured on TKZN’s website.
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Challenges related to the TKZN service excellence award model
The major challenge for uThungulu in instituting a service excellence award model like that used by TKZN, is that tourism providers have to put in quite a lot of effort and be proactive in nominating themselves. It is likely that many tourism establishments simply do not have the time to undertake entering for the service awards. This is not a major problem at a provincial level as the sample population is so large that meaningful decisions can still be made. However, at a district level non- proactive service providers can result in an inefficiently small sample size. In order to overcome this challenge the DMO will need to be very active in promoting the service awards and encouraging providers to participate. Alternatively another model is specified below:
Alternate service excellence award model
In this model tourist providers would not be required to nominate themselves, but rather all providers registered with the district DMO would automatically be entered for the awards. If a provider does not wish to be part of the award programme they can state this when they renew membership. The defining feature of this model is to introduce a double-layered adjudication process. In the first round, online tourist reviews could be used to obtain a weighted rating for the establishment/service. The DMO website should provide tourists with the opportunity to rate registered accommodation establishments, tour operators; attractions and restaurants. As an alternative, links could be provided to established tourism-review websites like TripAdvisor. Weighted scores for providers with a threshold number of reviews will be calculated. The best performing providers in their respective categories will thereafter be shortlisted, and a judging panel will pay surprise visits to the shortlisted candidates. Winners and runners-up will be judged on the basis of the weighted tourist reviews and on the findings of the panel’s surprise visits.
Challenges related to the alternate service excellence award model
The major challenges associated with this model is establishing an efficient online review facility, and attaining high enough tourism response rates. Another challenge is ensuring that reviewers rate facilities according to their category.
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Either model is workable but the Destination Management Office (when established) will need to make a final decision as to which model is most appropriate, based on available human resources and the sophistication of the DMO website. Under both models it is recommended that the award categories are kept to a minimum. The prizes for each award will have to be decided by the DMO based on available finances.
Award Categories (TKZN, 2010)
Accommodation
Hotel of the Year - Provides accommodation to the travelling public, has a reception area, and offers at least a “breakfast room” or communal eating area. In general, a hotel makes food and beverage services available to guests, and these may be outsourced or provided by the hotel.
B&B/ Guest House of the Year Bed & Breakfast - accommodation is provided in a family (private) home and the owner/manager lives in the house or on the property. Breakfast must be served. Bathroom facilities may or may not be en- suite and/or private. In general, the guest shares the public areas with the host family.
Guest House - can be an existing home, a renovated home or a building that has been specifically designed to provide overnight accommodation. A guest house will have public areas for the exclusive use of its guests. A guest house is a commercial operation enterprise and as such the owner or manager may live on the property. Self-catering/ Backpackers establishment of the Year Self-catering - a house, cottage, chalet, bungalow, flat, studio, apartment, villa, houseboat, tent or similar accommodation where facilities and equipment are provided for guests to cater for themselves. The facilities should be adequate to cater for the maximum advertised number of residents the facility can accommodate.
Backpackers & Hostelling - an establishment which provides communal facilities including a dormitory. It may also offer a range of alternative sleeping arrangements and cater for transient guests.
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Lodge of the Year Lodge - an accommodation facility located in natural surroundings. The rates charged are usually inclusive of all meals and the experience offered at the lodge including game drives or battlefield tours.
Tour operating
Tour Operator of the Year A tour operator is any person who owns a business which transports paying tourists on scheduled itineraries and makes arrangements for their clients in terms of accommodation, transport and excursions. These businesses often own vehicles to transport tourists and the owners of these enterprises often accompany tour parties.
Most Innovative Tourism Project
This award is presented to a deserving service provider who offers unconventional and unique tourism experiences or services.
Restaurants
Elegant dining restaurant of the year (Established /Emerging) Family restaurant of the year (Established / Emerging) Traditional restaurant of the year (Established/ Emerging)
A restaurant or other eating house is a business that concentrates on selling meals, and may or may not be licensed to sell liquor for consumption on the premises. These broad categories ensure that all dining establishments in KwaZulu-Natal have the opportunity to enter. Please note that each restaurant may only enter in one category.
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6.2. Future research projects to measure growth in the local tourism industry
It is important for there to be ongoing research in the field of tourism within the district. This Master Plan cannot be relied on solely for insight into the district’s tourism industry over the next five to ten years. Rather various tourism research projects which measure the growth and development of the district’s tourism industry need to be undertaken on a regular basis, as means of evaluating the performance of tourism in the district. These research projects need to be spearheaded by either the district municipality’s tourism officers or the Destination Management Office for the district. Five critical research projects are identified below:
1. Annual tourism provider surveys: In order to ascertain the status quo of tourism in the district, the Master Plan process involved undertaking a tourism provider survey. This survey was targeted at tourism accommodation owners; tour operators and managers of tourist attractions in the district. Questions were aimed at ascertaining the nature of the tourist market in the district, including their composition and habits (such as activities pursued in the district) as well as the average stay of tourists at establishments. A number of supplier based questions were included in the survey such as the number of beds offered by the establishments; the number of people employed at the establishment and the pricing structures used by the providers. Additionally demand-side questions relating to the average number of visitors per day and the estimated occupancy rates were asked. 70 responses to the survey were received and these were of immeasurable help in deriving a picture for the status quo of tourism in the district. It is therefore recommended that an annual tourism provider survey is undertaken by the district’s proposed Destination Management Office. The survey can be used to construct up-to-date tourism supplier databases for the district. It can also be used to provide yardsticks (occupancy and visitor rates) by which growth in the industry can be measured. A requirement of membership of the DMO should be that members complete the survey at the beginning of each financial year.
2. Tourist exit surveys: While most visitors to uThungulu arrive and leave by personalised motor vehicle transport, there are some which leave at distinct ports of exit. These are, namely, tourists flying from Richards Bay Airport to Johannesburg and cruise ship tourists re-embarking on a
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passenger liner. These tourists are far easier to survey than road-transported tourists and can provide valuable insights into how tourists have experienced the district. Questions which should be asked should include those relating to their nature of stay or visit to the district; their overall impression of the district (from surrounds to service); their opinions as to what can be done better to position uThungulu as a major tourist destination; and whether they will return and recommend the district to others. These surveys should be regular and can be undertaken over the period of a few months in order to obtain a sufficiently large sample.
3. Establish a tourist review system: This project would relate to the previous section on service excellence, and could be used as the basis for short listing tourism providers for specific awards. Ideally there should be a facility on the DMO website whereby tourists can rate the service they received in the district. These reviews could be used to monitor the levels of service excellence in the district and point to potential areas where the district can improve.
4. A Review of all tourism-related community projects pursued in the district over the last 10 years: The Master Plan process revealed a disturbingly high failure rate of tourism-related community projects within the district. While this is certainly not unique to uThungulu and is a feature of community tourism across the province, the various failures or successes of community tourism projects need to be understood so as not to replicate the same mistakes. The exact reasons for the failure of some of these projects (such as Iphiva Lodge) need to be clearly understood. At the same time the factors underpinning the success of community projects like Simunye Lodge must be identified for further use in future community projects. The findings of this study should add to the framework for effective community tourism as elucidated earlier in this Master plan document.
5. Event impact studies: In addition to acting as a promotional tool for tourism in the district, events have multiplier impacts for the local economy. These impacts need to be understood in order to know how better to extract maximum tourism value from these events. For instance the Zululand Expo attracts people from across the province which then require overnight accommodation and food, all of which act as an injection of value into the local economy. However, the magnitude and extent of this injection of value and whether it has grown historically is unknown, and this lack of information about the impacts of events hinders the planning of future tourism events.
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6.3. Monitoring and Evaluation
In order to ensure that the objectives of this Master Plan are met, a set of time-specific goals are set out in the table following:
Monitoring and Evaluation Tool
General Objectives for Key Indicator Goal / Timeframe Tourism Growth Increase overnight stays in Annual To increase the average district occupancy rate by 5% (to 54%) in the next five years. the district accommodation To increase the occupancy rate in uMlalazi, in particular by 10% (to 46%) occupancy rates Enhance the performance Annual day visitor To arrest the annual decline in visitor numbers at a number of the district’s attractions of attractions numbers and target positive visitor growth of 5% per annum Increase tourism-related To attain a 9% contribution of tourism employment to total employment in the district employment economy by 2015 Grow the contribution of Percentage To attain a tourism contribution of between 8-10% to district GDP by 2015 tourism to the district contribution of economy tourism to district GDP Increase number of cruise Number of cruise ship Through effective destination marketing and management, to increase the number of tourists stops per annum cruise ship stops by 2 ships per annum over the next five years Increase community To develop two successful community tourism projects in the district by 2016 tourism
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Specific development objectives Key Responsibility Goal/Timeframe Regain Blue Flag status for uMhlatuze To enrol Alkantstrand as a pilot Blue flag beach in 2012, and to receive full Blue Flag Alkantstrand Municipality status from 2013 onwards. Construct a multi-purpose uMhlatuze To develop a fully-operational passenger liner terminal and multi-purpose facility in passenger terminal Municipality; the Port of Richards Bay by 2020 including conference uThungulu District facilities and retail options Municipality; Transnet Secure a beach music uThungulu District To host a first beach music festival in the district by the end of 2013 and annually festival Municipality thereafter Develop a major kids uThungulu District To develop a fully-fledged kids tourist attraction in the district by the end of 2013 attraction Municipality Achieve a safe tourism uMhlatuze To establish a safe, dedicated tourism precinct in the Tuzi Gazi/Alkantstrand area by precinct in Richards Municipality 2016 Bay(Waterfront Area to Alkantstrand) Develop cultural tours of uMhlatuze To Initiate tours of the area as soon as the end of 2012 Esikhawini/Cubhu Municipality Develop a major craft uMlalazi Municipality; To begin construction work on the development in 2013 and complete the centre by centre on the R66 uThungulu the end of 2014. Development of Canopy uMlalazi Municipality; To have fully operational Canopy Tours in one of uThungulu’s forests (preferably Tours KZN Wildlife Dlinza) by the end of 2013. Development of Siyaya uThungulu District To, in conjunction with KZN Wildlife, immediately develop this hiking route to be
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Hiking Trail Municipality; KZN useable by mid-2013. Wildlife Accommodation uMhlatuze To develop accommodation (six units initially) to supplement the conference facilities development at Nseleni Municipality; KZN by 2014 Nature Reserve Wildlife Development of Great uThungulu District To launch the Great Forests of Zuluand Tour by the end of 2012 Forests of Zululand Tour Municipality; KZN Wildlife Development of a Big Five uThungulu District To have a Big Five Reserve with accommodation in the district by the year 2015 Reserve Municipality; Private Sector Development of a coastal uThungulu District To develop an attractive coastal resort in uThungulu by 2016 resort Municipality; Dokodweni Community; Private Sector Establishment of the Zulu uThungulu District To unveil the Zulu Coast branding of uThungulu, together with promotional material Coast Brand (refer to Municipality by 2012 Marketing Strategy) Construction of the Zulu uThungulu District To have a fully functioning website linked to accommodation establishments and TKZN Coast tourism website Municipality; TKZN by 2012
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Appendix A – Maps and Images
A1 – JOLLY RUBINO HIKE
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(top) SIYAYA HIKE
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A2 – TOURISM NODES
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A3 – NHLABANE CORRIDOR
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A4 – GREAT FORESTS ROUTE (clockwise; Dlinza Forest; Mpushini Falls; Nkandla Forest, Ongoye Forest)
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A5 – RBM’S TISAND AREA (AREA AVAILABLE FOR DEVELOPMENT)
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Appendix B – Policy and Legislation
The Constitution of the Republic of South Africa 1996 as adopted on 8 May 1996 and amended on 11 October 1996
The Constitution sets out the internal arrangements, proceedings and procedures of provincial legislatures. In this regard the following sections are of relevance:
“Section 116. (1) sets out that a provincial legislature may: a. determine and control its internal arrangements, proceedings and procedures; and b. make rules and orders concerning its business, with due regard to representative and participatory democracy, accountability, transparency and public involvement.
Schedule 4 sets out the Functional Areas of Concurrent National and Provincial Legislative Competence. In Part A it identified Tourism at a Provincial level and in Part B Local Tourism as outlined in section 155(6)(a) and (7).
Section 155 (6)(a) and (7) sets out the following: (6) Each provincial government must establish municipalities in its province in a manner consistent with the legislation enacted in terms of subsections (2) and (3) and, by legislative or other measures, must: a. provide for the monitoring and support of local government in the province; and b. promote the development of local government capacity to enable municipalities to perform their functions and manage their own affairs.
(7) The National government, subject to section 44, and the provincial governments have the legislative and executive authority to see to the effective performance by municipalities of their functions in respect of matters listed in Schedules 4 and 5, by regulating the exercise by municipalities of their executive authority referred to in section 156(1).
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Of relevance to the role of municipalities to be outlined later in the Policy, it is worth noting the following:
126. A Member of the Executive Council of a province may assign any power or function that is to be exercised or performed in terms of an Act of Parliament or a provincial Act, to a Municipal Council.
An assignment:
a. must be in terms of an agreement between the relevant Member of the Executive Council and the Municipal Council; b. must be consistent with the Act in terms of which the relevant power or function is exercised or performed; and c. takes effect upon proclamation by the Premier.”
Intergovernmental Relations Act (Act No. 13, 10 August 2005)
The Intergovernmental Relations Act establishes a framework for the national government, provincial governments and local governments to promote and facilitate intergovernmental relations.
Of relevance to the Tourism Policy development process described in Section 36 of the Act, which sets out that when developing provincial policies or draft legislation affects the local sphere of government in a province, the provincial government must:
a. take into account national priorities; b. take into account the interests of local communities in the province; and c. consult the local sphere of government in the province and any specifically affected municipalities.
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National Tourism Act 1993 (and amendments 1996, 1998, 2000)
The Tourism Act makes provision for:
i. the promotion of tourism to and in the Republic; ii. the further regulation and rationalization of the tourism industry; iii. measures aimed at the maintenance and enhancement of the standards of facilities and services hired out or made available to tourists; and iv. the co-ordination and rationalization, as far as practicable, of the activities of persons who are active in the tourism industry; v. to establish a grading and classification scheme in respect of accommodation establishments, the membership of which shall be voluntary; vi. to authorize the Minister to establish schemes for prescribed sectors of the tourism industry, the membership of which shall be voluntary; vii. to make provision for the registration of tourist guides; viii. to prohibit any person to act for gain as a tourist guide unless he has been registered as a tourist guide in terms of the Act.
White Paper on the Development and Promotion of Tourism In South Africa- May, 1996
The Tourism White paper informed the roles envisaged of the various partners in Tourism. In the first instance, it set out and entrenched the principle that Tourism must be: Government led, private sector driven, and community based.
In addition the roles and relationships between the various tiers of government were set out in broad terms.
“The Role of provincial government was seen as a critically important role to play in the development and promotion of the tourism industry of South Africa. The provincial tourism organisations are key players in the tourism industry. The provincial government has responsibility for all of the functions indicated at the national government level (facilitation, co-ordination, regulation, monitoring and
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The provincial government, through provincial tourism organisations, have the responsibility for marketing and promoting their destinations”. This is particularly relevant in regard to marketing the province to the domestic market where provinces compete against each other.
In regard to “International marketing, the national and provincial tourism organisations should agree on a strong, effective marketing strategy; to be coordinated at the national level and executed with the participation and support of the provincial organisations. This may not imply the promotion of separate brand identities by provinces, but possibly a number of strong product lines (e.g. ecotourism, culture tourism, sports tourism) which are applicable across provincial boundaries.
This approach is recommended providing that it does not exclude provincial initiatives in markets that they wish to develop independently and where national presence is nonexistent”.
The role of the Province, as set out in the Tourism White Paper, is to:
i. “develop a common strategy for the international marketing and promotion of South Africa as a joint effort among the private sector, the national organisation and provincial authorities, taking cognisance of international trends and the competitive environment; ii. fund international marketing efforts from private sector, national and provincial resources; iii. participate in supporting the international marketing effort by the national body; iv. play a more prominent role in tourism development activities, than the national government. This should include the involvement of local communities, environmental management, safety and security of visitors, tourism plant development, infrastructure provision, etc. v. ensure budgets and resources allocated to provinces reflect this reality”.
The role of local government includes:
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i. responsible land-use planning, urban and rural development; ii. control over land-use and land allocation; iii. provision and maintenance of tourist services, sites and attractions, e.g. camping and caravan sites, recreational facilities (parks, historical buildings, sports facilities, theatres, museums, etc.) and public services; iv. provision of road signs in accordance with nationally established guidelines; v. market and promote specific local attractions and disseminate information in this regard; vi. control public health and safety; vii. facilitate the participation of local communities in the tourism industry; viii. own and maintain certain plant, e.g. ports and airports; ix. provide adequate parking, also for coaches; x. facilitate the establishment of appropriate public transportation services, e.g. taxi services; xi. license establishments in accordance with national framework; xii. promote and financially support the establishment of local publicity associations / community tourism and marketing organisations to facilitate, market, coordinate and administer tourism initiatives.”
It is not intended that local government provide services that can be provided by the private sector.
The Kwazulu-Natal Tourism Act, 1996 (as amended, including No. 2 of 2002)
The KZN Tourism Act provides for the establishment of bodies to develop, promote and market tourism in KwaZulu-Natal within the framework of government policy.
Section 30 of the Act sets out that the “Functions of Provincial Tourism” must be specified in provincial tourism policy including, but not limited to, the following core areas:
international tourism marketing national tourism marketing planning, development and promotion of tourism products for the Province
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implementation of national and provincial tourism policies integrated marketing and development of the tourism industry in the Province
Broad-Based Black Economic Empowerment Act, 2003.
The BBBEE Act was promulgated, amongst other issues, to:
i. establish a legislative framework for the promotion of black economic empowerment; ii. to empower the Minister to issue codes of good practice; and iii. to publish transformation charters.
In addition to promote the purposes of the Act, the Minister may by notice in the Gazette issue codes of good practice on black economic empowerment that may include:
a. the further interpretation and definition of broad-based black economic empowerment and the interpretation and definition of different categories of black empowerment entities; b. qualification criteria for preferential purposes for procurement and other economic activities; c. indicators to measure broad-based black economic empowerment; d. the weighting to be attached to broad-based black economic empowerment indicators referred to in paragraph (c); e. guidelines for stakeholders in the relevant sectors of the economy to draw up transformation charters for their sector; and f. any other matter necessary to achieve the objectives of this Act.
Section 12 of the Act makes provision for the Minister to publish in the Gazette for general information and promote a transformation charter for a particular sector of the economy, if the Minister is satisfied that the charter:
a. has been developed by major stakeholders in that sector; and b. advances the objectives of this Act.
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The BEE Charter for the Tourism sector has been developed and launched in May 2005. It sets out targets for a mid – term by 2009 and a set of targets for 2014 in relation to:
i. Ownership; ii. Strategic Representation; iii. Employment Equity; iv. Skills development; v. Preferential procurement; vi. Enterprise development; vii. Social Development and industry specific interventions.
White Paper on the Development and Promotion of Tourism in KwaZulu-Natal (March 2008)
The White Paper on the Development and Promotion of Tourism in KwaZulu-Natal was commissioned by the KwaZulu-Natal Department of Arts, Culture and Tourism to develop a provincial strategic policy that is going to provide foundation and competitive strategies for KwaZulu-Natal linked to existing and provincial strategies.
Integrated Development Planning
Local municipalities in South Africa have to use "integrated development planning" as a method to plan future development in their areas. Apartheid planning left South Africa with cities and towns that:
Had racially divided business and residential areas Were badly planned to cater for the poor - with long travelling distances to work and poor access to business and other services Had great differences in level of services between rich and poor areas
Integrated Development Planning is an approach to planning that involves the entire municipality and its citizens in finding the best solutions to achieve good long-term development. Tourism must, at a local
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Once the IDP is drawn up all municipal planning and projects should happen in terms of that IDP.
The annual council budget should be based on the IDP. Other government departments working in the area would also be well-advised to take the IDP into account when making their own plans.
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Other legislation of relevance to tourism planning includes:
Town Planning Ordinance No. 27 of 1949 KwaZulu-Natal Land Affairs act No. 11 of 1992 Conservation of Agriculture Resources Act No. 43 of 1983 Water Act No. 54 of 1956 Seashore Act No. 21 of 1935 Environment Conservation Act Mountain Catchment Areas Act No. 63 of 1970 National Parks Act Physical Planning Act No. 125 of 1991 Share Block Control Scheme of 1980 AMAFA Act Prevention of Illegal Eviction From and Unlawful Occupation of Land Act 19 of 1998 Restitution of Land Rights Act 3 of 1996 Extension of Security of Tenure Act 62 of 1997 (ESTA) Informal Protection of Informal Lands Rights Act 31 of 1996 Communal Property Associations Act 28 of 1996 Amendment of the Upgrading of Land Tenure Rights Act 112 of 1991 Distribution and Transfer of certain State Land Act 119 of 1993 Land Titles Adjustment Act 111 of 1993
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Appendix C –List of Possible Emergency Scenarios
WHAT COULD BE SCENARIOS FOR WHICH PLANS MAY HAVE TO BE COMPILED?
The following list contains (most of the possible) scenarios, depending on where an event is held, type of facilities and for what purpose.
Severe storms during event. Possible flooding of key areas/installations. Delays in starting of event. Unruly behavior of spectators/delegates, etc. Fires (at event or in close proximity to venue/stadium) Mass casualties (however caused) Protection of V.I.P.’s Possible bomb threats. Heat waves. Major disruption in electricity supply (or other essential services: i.e. water supply; sewer system; refuse removal). Rumours. Armed action/attacks. Hostage situations Collapsed facilities. Access control, including restricting access and more turning up then what could be accommodated. Vehicular (access and egress) control. Major accident impacting on event Disruption in transport system.(busses; trains; taxis; whatever the cause) Breakdown in essential communication systems. Emergency evacuation. Explosions (however caused) Unforeseen cancellation (during event). Food poisoning outbreak. Protests near event. Hazardous or poisonous gasses released (however caused and not necessary at event) Extensive panic amongst spectators/delegates Treatment of known trauma cases (over an extended period) Last minute cancellations (before start of event). Strikes by municipal and /or other key services. Planning to ensure accessibility to residence adjacent to or within possible impact zone of stadium.
(Compiled by Henk van Elst and updated 2 November 2009 after consulting with various departments)
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