City of AREA SOUTH Area Plan

(Area Based Service Delivery Directorate - ABSD)

Drafted for adoption by 30 June 2018

Proposed Implementation Term 2019/20 – 2024/25

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Contents Definitions and Acronyms ...... 3 1. Background ...... 4 1.1. City of Cape Town Strategic Outlook ...... 4 1.2. Destination Cape Town Profile ...... 8 1.3. Tourism Area Plan ...... 11 1.3.1. Literature review ...... 11 1.3.2. Stakeholder engagement sessions ...... 19 2. Area Based Tourism Plans ...... 19 2.1.1. Background ...... 19 2.1.2. Tourism Landscape ...... 20 2.1.3. Key tourism stakeholders and role players ...... 23 2.1.4. Local Tourism Area Assessment ...... 24 2.1.5. Proposed Tourism Projects (name, description, cost, role players etc.) ...... 26 2.1.6. Tourism Projects (CoCT) ...... 28

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Definitions and Acronyms

CTT- Cape Town Tourism

CoCT- City of Cape Town

CAPA – Climate Adaptation Plan of Action

ECAP – Energy and Climate Action Plan

EGS – Economic Growth Strategy

EPWP – Expanded Public Works Programme

GDP – Gross Domestic Product

GHG – Greenhouse Gas

ICLEI – Local Governments for Sustainability (International Council for Local Environmental Initiatives) IDP – Integrated Development Plan

IMEP – Integrated Metropolitan Environmental Policy

IPCC – Intergovernmental Panel on Climate Change

LBSAP – Local Biodiversity Strategy and Action Plan

M&E – Monitoring and Evaluation

NDT – National Department of Tourism

NGOs – Non-Governmental Organisations

NMT- Non- Motorised transport

ODTP- Organisational Development and Transformation Plan

SDBIPs – Service Delivery and Budget Implementation Plan

SDS – Social Development Strategy

UCLG – United Cities and Local Governments

UNFCCC – United Nations Framework Convention on Climate Change

WCWDM – Water Conservation and Water Demand Management programme

Wesgro-The Destination Marketing, Investment and trade Promotion agency

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1. Background 1.1. City of Cape Town Strategic Outlook The South African Constitution states that tourism development should be a local government function. In Section 152 and 153 of the Constitution of , no 108 of 1996 makes direct reference to the involvement of municipalities in tourism and their relation with tourism organization. It is this mandate that the City of Cape Town implements in recognising tourism development as a constitutional imperative and a tool for local economic development. Cape Town is working very closely with the National Department of Tourism and Western Cape Government to ensure that tourism opportunities are fully exploited.

The focus of this report is to provide an area based tourism implementation plan for Area South as identified in the diagram below. The report begins by providing the strategic background that has influenced the development of this implementation plan i.e. Project Khulisa, the Cities IDP, TDF as well as a host of other national and regional strategies and policies. Also included in the initial review is the methodology as well as a socio-economic assessment of the City, the focus of which is to show how the development of the tourism sector can help in further developing an equitable socio-economic outlook.

Following this the report then begins to assess Area South by outlining the current tourism related infrastructure as well as the current tourism related products and services. An extensive mapping of the tourism infrastructure in the area is undertaken as well as a SWOT analysis of the sector, this is followed by an assessment of the input from tourism stakeholders and the report then ends by outlining the projects that best fit the growth and development objectives of the tourism sector in the area.

1.1.1. Western Cape Tourism Project Khulisa

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Project Khulisa was launched in 2014 with the aim to accelerate growth and jobs in the province, one of the sectors the project focused on was the tourism sector. The projects interventions for the tourism sector began 2014 with the aim of growing the tourism sector through boosting awareness of Western Cape in key tourism markets. The Project Khulisa developed and implemented a Delegate Boosting and Conversion programme, it developed and implemented an Africa and Gulf Co-operation Council (GCC) countries growth strategy which was to bring awareness and focus on the GCC market and lastly it developed data and real time business intelligence capacity.

The project also aimed to improve accessibility to Cape Town and its regions. The project made sure it secured new air direct routes and by 2017 ten new direct routes had been secured. Under accessibility the project lobbied for friendly visa regulations for people who want to travel to South Africa. The Project Khulisa also aimed to boost the activeness of the region through competitive offerings. To achieve this the project set 4 goals which include:

1) Position the Western Cape as the cycling capital of Africa

2) Maximize culture and heritage tourism through a Madiba Legacy Tourism Route.

3) Position the province as an international business and leisure events destination.

4) Develop and implement a service level improvement programme.

Below is a figure with the summary of the impacts from the Project Khulisa from 2014 – 2017

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(WESGRO, 2017)

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1.1.2. IDP

The Integrated Development Plan (IDP) for Cape Town July 2017- June 2022 was developed with the vision that Cape Town should be an opportunity city that creates an enabling environment for economic growth, job creation, delivery of quality services and to be a well- governed corrupt free administration. This IDP for 2017 to 2022 has been conceptualized to provide a strategic plan which consists of longer- term strategic visions, priorities and narratives. It also consists of an implementation plan which focuses only on the key strategic programmes, projects and initiatives that will support the achievement of priorities during the five-year term of office. The IDP is also informed by contextual analysis of key strategies and policies within the city which include: Economic Growth Strategy (EG S), the Social Development Strategy (SDS) and the Transit Oriented Development (TOD) Strategic Framework and Tourism Development Framework (TDF). The IDP set out to address the opportunities and challenges within the City which include economic, social, environmental challenges and opportunities.

Based on the vision the CoCT had it developed guiding principles which it would use to carry out the plans it had for the City. These principals included:

1. Urban resilience is one of the guiding principles of the IDP, it highlights the capacity individuals, communities, businesses and systems have in order to survive and grow no matter the stresses and shocks they experience. 2. Sustainability of the city in meeting resent needs without compromising the ability to meet the needs of future generations. 3. Transformation of the build environment through transit-oriented development. 4. Governance reform which will deliver the service expected of a customer- centric, progressive city. 5. Customer – Centricity which will create meaningful, relevant and quality interactions and relationships. 6. Transversal approach which aims to ensure function-oriented departments collaborate on identified themes and on issues that are under the mandate of multiple City divisions.

The City also retained the five strategic focus areas of the previous IDP which are opportunity city, safe city, caring city, inclusive city and well-run city. The City of Cape Town is an equal opportunity City that aims to be a model tourism destination in Africa and the world. In proof of that Cape Town continues to win many tourism destination awards each year. This also confirms its climb in the ranks of globally recognised tourism destinations.

Yet there are still many gaps for development that can assist destination Cape Town to eventually achieve its vision of being a global destination of choice for many from tourists and visitors.

Local Tourism Development is support through the implementation of the five pillars outlined above and further detailed in the table below i.e. Opportunity City, Safe City, Caring City, Inclusive City and Well-run City.

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1.2. Destination Cape Town Profile 1.2.1. Socio-Economic profile of Cape Town (STATS SA)

The graphic below outlines the key demographic and socio-economic information for the City of Cape Town. Within the City there are just over 4 million residents living in 1.264 million households. 13.9% of these households have no income which accounts for 2.6% of the total population in the metro. There are 158 primary health care facilities within the metro, this excludes any private facilities that are available. General safety and security has improved within the metro between 2015 – 2016, the only exception is drug related offences which increased by 4.7%. With respect to service delivery the City has made significant strides in ensuring that all citizens have access to services; all aspects saw double digit growth in accessibility.

Lastly with respect to economic growth the City has averaged an economic growth rate of 3.2% per annum which is significantly higher than the national economic growth rate but slightly lower than the average provincial growth rate of 3.3%. Employment within the City has grown at 2.1% per annum, while the largest sectoral contribution to GDP was commercial services (60%) followed by Government, Community, Social and Personal Services at 17.7%.

At a Glance: City of Cape Town

Community Survey, 2016

4 004 793 1 264 849

Matric Pass Rate 2015 83.6% Poverty headcount (2016) 2.6%

Percentage households with no Literacy Rate 2011 90.5% income (2016) 13.9%

2015

158 93.3% 62.3 4.8%

Percentage change between 2015 and 2016 in number of reported cases per 100 000

-3.3% -14.9% 4.7% -1.3% -0.4%

Percentage change between 2015 and 2016 in number of households enjoying access

18.9% 10.2% 23.1% 22.2%

GDP Growth Employment Growth 2005 – 2015 2005 – 2015 Wi-Fi hotspots will be installed in all of the 3.2% City’s 111 wards by 1 March 2018. 2.1%

Contribution to GDP, 2015

Government and Community, Social and Commercial Services Manufacturing Personal Services 60.0% 17.7% 14.8%

Figure 1: Socio-economic statistics, source: City of Cape Town, Socio-Economic Profile 2016

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1.2.2. Tourism contribution to GDP of Province and City of Cape Town (WESGRO and Cape Town Tourism (CTT)

Within South Africa tourism contributes R75.5bn directly to the GDP, this has seen a growth of 10.8% between 2015/2016, aligned to this is the fact that the number of international tourist arrivals also have increased now numbering up over 10million. On average an international tourist visiting South Africa spends R8,100 in country and spends 9.2 nights. Only 15.2% of tourist visit more than one province which shows a significant opportunity to increase tourist spend by getting tourist to visit other provinces.

Looking more closely at the Western Cape it can be seen that the picture is significantly different when compared to the National statistics, the table below outlines these key differences. When compared to other provinces, tourist to the Western Cape stay the longest (11.1 days) and also spend the most (R12 200.00, average spend), with respect to both arrivals as well as total spend Western Cape was second only when compared to . International tourist to the Western Cape in 2016, spent R18.1bn and a total of 1.588million international visitors visited the province during this period.

The Gross Regional Product (GRP) of the Western Cape was R391.6bn in 2016, the City of Cape Town was the biggest contributor towards the GRP contributing R283.28bn which is 72.3% of the provinces total output. The World Travel and Tourism Council (WTTC) estimates the total output/contribution of the tourism sector within the City is 7.5% (R21.2bn) of the total the Cities contribution to GRP; further the WTTC expects this number to grow significantly as a portion of the GRP in the future as the South African economy is still recovering very slowly from previous recessions and political instability.

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ATTRACTIONS AND LANDMARKS VISITED BY TOURISTS IN SOUTH AFRICA, 2014-2016 Attraction/Landmark 2014 2015 2016 15/16 % Change V&A Waterfront 918,000 840,000 1,101,000 31.1% Cape Town Central City 774,000 883,000 1,088,000 23.2% Cape Point 718,000 664,000 862,000 29.8% Sandton City/Mandela Square 249,000 61,000 818,000 1241.0% Cableway 761,000 722,000 786,000 8.9% Table Mountain (not cableway) 352,000 - The Winelands 662,000 559,000 669,000 19.7% Camp's Bay 511,000 - Kirstenbosch National Botanical Gardens 447,000 - The Garden Route 325,000 284,000 402,000 41.5% Clifton Beach 374,000 - WhenRobben I sassessingland the type of tourist that visited the291 ,Western000 Cape317 the,000 following337,0 trends00 appear.6.3% Firstly, theKruge majorityr Park of visitors are between the age of 2524-634,00 0(29.9%), followed242,000 by those294,00 that0 are between21.5% the agesAparthe ofid M 35use-u44(24.0%);m these two groups account2 2for7,00 53.9%0 of tourist.208,000 40.7%2 of62, 0all00 tourist travel26.0% alone

whileTsitsikam 33.8%ma Natio ntravelal Park with a spouse or partner, 58.4% of tourist are visiting the Western250,000 Cape for- the first Eastgate Mall 86,000 17,000 233,000 1270.6% time which indicates that 41.2% are repeat visitors, this indicates that there are significant Mandela House () 1,000 227,000 - opportunities to growth heritage and culture tourism offerings and many tourists are returning. Lastly Cape Town Ostrich Ranch/Cape Point Ostrich Farms 119,000 144,000 226,000 56.9% whenKaroo Na tlookingional Park at international tourists 57.3% are visiting as part101, 0of00 a Holiday,193,00 0while only91 .130.4%% of domesticTour of Sowet otourist are visiting for holiday purposes.157,0 0The0 bulk of1 7domestic3,000 tourists212,000 that travel22.5% to the SoWesternurce: SA Tou Caperism, 20 do17 so to visit friends and relatives (62.4%). 7

4. 5 Western Cape Visitor Profile

WESTERN CAPE VISITOR PROFILE, 2016 25-34 years (29.9%) Top 3: Age group 35-44 years (24.0%) 45-54 years (17.1%) Alone (40.7%) Top 3: Travel group size Spouse/Partner (33.8%) 5 & more (14.8%) Alone (40.7%) Top 3: Whom are you travelling with? Spouse/Partner (30.7%) Friends (13.3%) First timers (58.4%) Top 3: Repeater Rate 2-3 times (17.9%) 4-5 times (8.4%) Cape Town Stellenbosch Top 5: Cities visited in the Western Cape Simon’s Town Hermanus Hout Bay Foreign Domestic Holiday (57.3%) VFR (62.4%) Top 3: Purpose of visit to the Western Cape VFR (18.0%) Holiday (30.4%) MICE (13.5%) Business (6.8%) Source: SA Tourism, 2017

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1.2.3. Key tourism attractions of CT

When assessing key tourism attractions, it is pleasing to note that of the top 10 national tourist attractions 7 of these are in the City of Cape Town, while the City acts as an access point to two of them namely the Cape Winelands and the Garden Route. The most visited location by tourists to South Africa is the V&A Waterfront which in 2016 welcomed over 1.1 million foreign tourists (31.1% growth from 2015 numbers). This is followed by the Cape Town CBD at 1.088millon and Cape Point at 862,000 foreign tourist visits. Other points of interest that are outside the top 10 within the City include,

Robben Island, Clifton Beach as well as Cape Point Ostrich farm.

ATTRACTIONS AND LANDMARKS VISITED BY TOURISTS IN SOUTH AFRICA, 2014-2016 Attraction/Landmark 2014 2015 2016 15/16 % Change V&A Waterfront 918,000 840,000 1,101,000 31.1% Cape Town Central City 774,000 883,000 1,088,000 23.2% Cape Point 718,000 664,000 862,000 29.8% Sandton City/Mandela Square 249,000 61,000 818,000 1241.0% Table Mountain Cableway 761,000 722,000 786,000 8.9% Table Mountain (not cableway) 352,000 - The Winelands 662,000 559,000 669,000 19.7% Camp's Bay 511,000 - Kirstenbosch National Botanical Gardens 447,000 - The Garden Route 325,000 284,000 402,000 41.5% Clifton Beach 374,000 - 291,000 317,000 337,000 6.3% Kruger Park 246,000 242,000 294,000 21.5% Museum 227,000 208,000 262,000 26.0% Tsitsikamma National Park 250,000 - Eastgate Mall 86,000 17,000 233,000 1270.6% Mandela House (Soweto) 1,000 227,000 - Cape Town Ostrich Ranch/Cape Point Ostrich Farms 119,000 144,000 226,000 56.9% National Park 101,000 193,000 91.1% Tour of Soweto 157,000 173,000 212,000 22.5% Source: SA Tourism, 2017 7

4.5 Western Cape Visitor Profile

WESTERN CAPE VISITOR PROFILE, 2016 1.3. Tourism Area Plan 25-34 years (29.9%) Top 3: Age grou p 35-44 years (24.0%) 1.3.1. Literature review 45-54 years (17.1%) This literature review is based on the TDF of the CoCT, the TDF howeverAlo isne linked(40.7%) to a number of other strategyTop 3: Tandravel gpolicyroup size documents at both a National and Provincial Level.Spouse/P Withinartner (33. 8the%) TDF a number of 5 & more (14.8%) these strategy and policy documents are reviewed; in this report severalAlo nkeye (40 documents.7%) are reviewed, the Tpurposeop 3: Whom ofare ythisou tra reviewvelling with is? to outline the key linkages between Sthepou sTDFe/Part nander (30 .the7%) various strategies and policies as well as to inform the thinking behind the opportunitiesFr ithatends ( 1have3.3%) been proposed later First timers (58.4%) in theTop implementation3: Repeater Rate section. This section begins by reviewing the 2TDF,-3 time sit ( 1then7.9%) moves to reviewing the relevant national strategies, followed by an assessment of other 4strategies-5 times (8.4% )that are relevant at a Cape Town City level. Stellenbosch Top 5: Cities visited in the Western Cape Simon’s Town Hermanus Hout Bay Foreign Domestic Holiday (57.3%) VFR (62.4%) Top 3: Purpose of visit to the Western Cape 11 | Page City of Cape Town,VFR (18 .0TOURISM%) AREAHoliday (3PLANS0.4%) MICE (13.5%) Business (6.8%) Source: SA Tourism, 2017

2.3.1.1 Tourism Development Framework The TDF provides key objectives, actions and projects for future tourism development in the City of Cape Town. The TDF highlights the ways in which tourism can contribute to growth of the City from an economic and business perspective. The framework discussed other policies and programmes which should be implemented by the City that are relevant to tourism, it also looks at the destination situation analysis, the tourism strategy directive, the business and implementation plan; and give an overall contextual overview of City of Cape Town.

The Tourism Development Strategy discussed the policies and programmes which should be implemented at national, provincial and local government. This section discusses some of the policies and strategies that were used. Some of the strategies and policies included: The Constitution of South Africa, no 108 of 1996 plays an important role with respect to tourism development and management. The constitution highlights that municipalities have a responsibility to exercise the developmental mandate across all functions delivered at local level, which includes development of the tourism sector. The White Paper on the Development and Promotion of Tourism in South Africa, 1996 was also mentioned in the TDF as it promotes development and management of the tourism sector in a responsible and competitive manner. The National Responsible Tourism Guide 2002 was also one of the policies that contributed to the formulation of the TDF as it provided the necessary guideline tourism development within Cape Town. The National Heritage Resources Act no 107 of 1998 was used as it recognizes the potential of heritage resources for tourism development and economic development. One of the key documents that was included in the TDF review was the Integrated Tourism Development Framework for the Western Cape. ITDF was a strategy that was adopted for planning, performance management systems as well as the effective use of resources and organizational structures within the local government. The document highlights that municipal’s objectives for tourism should be stated through the IDP and related to development priorities and objectives.

The document also focuses on the tourism demand and supply, institutional consideration, the spatial development framework; competitiveness and tourism development potential. The documents recognize potential projects which will lead to more tourism opportunities and infrastructure development. The City identified the need for increasing growth and jobs, diversify source market and product development, as well as support initiatives. These projects were selected as the City saw that these projects were going to create jobs, improve ICT, enhance competitiveness and improve skills development. The City highlighted that the projects will assist in positioning Cape Town as a creative city to promote cultural and heritage tourism. The document mentions several district plans which should be implemented within the province in order for the sector to stay ahead and enhance its competitiveness within the tourism industry worldwide.

The TDF outlines the projects that the government should implement to promote tourism development within the City, these include:

 Interactive Information Kiosk: There is need for an interactive kiosk that will offer ICTs services, keep up with the latest trends in technology demands and behavior of the 21st century traveler. The City suggested an interactive kiosk which is high tech which can assist visitors with customized city guides.  Mobile Application: So as to improve ICT tourism within the City a mobile application such as a travel application or website is required. In this recent times most travelers have smart

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phones and the City noted that majority of the travel arrangements are done online hence developing an application that will be available online providing all the tourism maps and cultural trails. This will make it easy for them to access the resources.  Creative Tourism Platform: This is also one of the projects that were suggested by the TDF strategy. The creative tourism platform will bring tourists and creative firms together through a range of experience- based tourism activities. These activities will include art and craft workshops, dance classes, pottery making etc.  The Cultural Heritage Trail: This project will entail linking memorial and struggle sites from areas like Mitchells Plain, Athlone, Gugulethu, Langa and other areas not mentioned in the TDF. A struggle heritage trail will be developed that spans across various unique cultural trails in the City.  Target SMME programmes: It is important that the City provided support to emerging entrepreneurs and SMMEs in the tourism sector from previously disadvantaged groups e.g. youth, women.  Target business tourism and MICE market: Focus on business tourism is important especially MICE markets so as to increase the number of visitors to Cape Town. This includes targeted marketing at growth markets such as , and Africa and Facilitate awareness programmes with the CTICC.  Competitiveness campaign: The aim is to launch a campaign to promote and award innovation, affordability, quality and service excellence in tourism firms.  Responsible tourism programme: More is needed to be done to enhance existing initiatives to increase their impact. This includes responsible tourism awareness campaign and workshops, responsible tourism award and other incentives.  Monwabisi Resort: The tourism attraction promotes domestic visitors attention. Events and activities need to be initiated e.g. community market and craft markets, sporting event, and activity schedule to create activities year round, as well as during the weekend and holidays at the resort.  Rail Initiative: To priorities specific rail routes especially the Southern Line Rail Route and the Khayelitsha Train Tour.  Tafelberg Road Market: Research indicates that there is a strong interest in some form of market along this road, particularly during peak season. This would be a way to broaden access to the spending power of visitors.

According to the TDF the aim for the implementation of these projects is to position the city as a creative city and promote cultural and heritage image tourism, ICT improvement and responsible tourism. The projects once implemented contribute towards enhanced growth and job creation, conserve heritage resources for Tourism Development, Diversify Source Markets and facilitate new Product Development.

Linkages to other policies and strategies

It was important that the CoCT linked the TDF to the other strategies within the City and nation at large that influence the tourism industry so as to make sure that the guideline are being followed and that previous projects are not being repeated. The TDF is linked to the strategies below: National Tourism Sector Strategy, National Cultural and Heritage Strategy, Guest Accommodation Policy, Integrated Events Strategy, Central City Development Strategy and Mapping Cultural Node in Cape

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Town Suburbs. The strategies all have implications for the TDF which are discussed under each strategy section. These implications are also then relevant to this implementation plan as this implementation plan is based on the TDF.

2.3.1.2 National Strategies At a national level there are two main strategies that directly influence the TDF, these are the National Tourism Sector Strategy (2011) as well as the National Heritage and Cultural Strategy (2011). What follows is a short review of both of these identified strategies as well as an assessment of how that is linked to the TDF.

A) Summary for the National Tourism Sector Strategy 2010

The National Tourism Sector Strategy was drafted in 2010 to explore the numerous opportunities for tourism growth which were not previously exploited by the previous policies and programmes. The objectives of the strategy include growing the tourism sector’s absolute contribution to GDP by more than average GDP growth, to achieve transformation within the tourism sector, to entrench a culture of travel amongst South Africans, to deliver a world-class visitor experience and to address the issues of geographic, seasonal and rural spread. The Government highlighted that in order to achieve these objectives there is need for prioritising the strategic thrusts. The strategic thrust were categorised into 4 areas:

1) Policy, strategy, regulations, governance, monitoring and development: This cluster focuses on prioritising tourism at national government level; it also aims to strengthen collaboration and partnership within the tourism industry. 2) Tourism growth and development: Government seeks to grow domestic tourism within South Africa; citizens need to develop a culture of travelling and visiting tourist destinations within the country. Capacity building and budget allocation for the tourism sector is also of importance. 3) Enablers of growth: Government should work together with the tourism industry to improve general awareness of tourism among South Africa, promote security, increase international and domestic air travel. 4) People in tourism: The tourism industry should focus on transformation of the industry by providing excellent services, improve community benefits through community participation in tourism and provide decent jobs within the tourism industry.

Linkages

This strategy links to the TDF because they are both strategy that are aimed to promote tourism development in South Africa, while the TDF of City of Cape Town focuses more on a way forward for the City of Cape Town tourism development. Both strategies focus on developing new ways to attract more tourists to South Africa’s tourism industry. The National Tourism Sector highlighted one of its objectives is to provide decent work in the tourism industry hence the plans developed should have been able to provide new jobs for people. The TDF strategy also addressed the importance of creation of jobs through tourism expansion. Both strategies discuss the need for niche tourism so as to attract different tourist by providing diverse products that can accommodate what different people like.

Linkages to other policies and strategies

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One of the important thing to do is to make sure that the policy being created also links to the other policies within the same sector. The National Tourism Sector Strategy (2010) links to a number of policies discussed in this document. The strategy links to the National and Cultural Strategy (2011) as both strategy highlight the importance of tourism development of heritage and cultural resources as they will attract more tourist and generate revenue. The Central City Development Strategy (CCDS) is also guided by this strategy as both of these discuss the need for new ideas and plans to create a City that accommodates tourist from various destinations. The two strategies discuss the same ideas on how to attract tourist such as niche tourism markets however the CCDS focus on Cape Town only.

B) Summary for the National Heritage and Cultural Strategy 2011

The National Heritage and Cultural Strategy (2011) was formulated to serve as a guide and to provide direction development and promotion of heritage and cultural tourism in South Africa. The strategy was created as government saw the need for a strategic framework for coordination and integration of heritage and cultural resources into tourism industry. The strategic framework aimed to:

1) include heritage and cultural resources into the mainstream, of tourism 2) utilize heritage and cultural tourism products to grow the sectors offering 3) provide an opportunity to raise awareness, education and profile the conservation needs of heritage and cultural resources 4) provide an opportunity for diversification of tourism products and formalization of the segment or niche offering of heritage and cultural tourism within South Africa.

National Tourism Sector Strategy (2010) also highlights that the government should focus on niche tourism for growth within the sector. The strategy was formulated as they had been little recognition of heritage and cultural products. The strategy recommended attention be given to tourism products located in semi –urban and rural areas, they should be a plan of action to make sure that some of the products be distributed to areas were many people can access them. The strategy also indicated that promoting and raising awareness of the heritage and cultural tourism products should be prioritized.

Linkage with the TDF

The National Heritage and Cultural Strategy indicated that heritage and cultural resources should be recognized as they are important for tourism development, this is directly linked to the TDF as this is one of the key objectives for the TDF. The TDF looks at the implementation of a cultural heritage project as one of the projects that it will develop within the City of Cape Town in order to develop the tourism sector. The National Heritage and Cultural Strategy was a guiding document for this project as it outlines the need for integration of heritage and cultural resources into the mainstream tourism. The National heritage and Cultural Strategy highlights the need for ways to promote and raise awareness or tourism products especially those to do with heritage and culture as they require more attention. The TDF went further by suggesting innovative ways to make people aware of the tourism products which include: an interactive tourism information kiosk, use of a travel application and develop a Creative Tourism Platform.

Linkages to other policies and strategies

The National Heritage and Cultural Strategy (2011) also links to other policies within this document. It links to the National Heritage and Cultural Strategy as they both talk about development of national

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heritage and cultural resource to boost tourism and generate revenue. The strategy also links to the CCDS as the strategies highlight that Cape Town tourism is distinctive because of its heritage sites and their preservation needs. The National Heritage and Cultural Strategy is also closely linked to the mapping of Cultural Nodes in some of Cape Town's suburbs which looked at identify heritage and culture resources as described in the National Heritage and Cultural Strategy.

2.3.1.3 Other CoCT Strategies Within the CoCT there are four strategies/policies/reports that are relevant to the TDF, these are: 1. Central City Development Strategy, 2. Guest accommodation policy, 3. Integrated Events Strategy (IES) as well as 4. Mapping of Cultural Nodes within the CoCT. The following is a brief outline of the various strategies/polices/reports and their relevance to the TDF.

A) Guest Accommodation Policy Research has noted that a substantial proportion of guest accommodations for tourist in the City of Cape Town are conducted by families from their residences. Due to the growth of the Tourism sector the City of Cape Town and the Western Cape government have an obligation to facilitate the growth of the sector, but it should be able to do so responsibly to ensure environmental, social and economic sustainability. There have been several policies and regulations that manage and control any potential impact of land use activities, which lead to the formal development of the Guest Accommodation Policy in 2010. This policy provides a land use management guide to guest accommodation related land uses in support of the existing and future zoning scheme regulations. The policy also set a uniform approach to assessment of guest accommodation related land use applications. The document clearly outlined that the policy is a land use management policy to guide the effective and responsible development of guest accommodation establishments in Cape Town

The policy was based on the following principles: compliance with and conformance to other existing legislation, promotion and safeguarding of the amenity and quality of life enjoyed by residents in local areas through appropriate land use controls, balancing the need for access to economic opportunities and support of / guidance to the guest accommodation industry in an attempt to promote a responsible and sustainable approach to facilitating guest accommodation opportunities. Further the aim of the policy was to clearly state Council’s land use requirements for establishments in the guest accommodation industry.

The policy aimed to create an uniform point of departure; providing appropriate guidance for landowners, applicants and developers in formulating proposals; guiding assessors and decision makers in exercising their discretionary powers; informing the current process of developing a unified Cape Town Zoning Scheme and supplementing and supporting the subsequent implementation thereof; setting equitable standards across the City of Cape Town by establishing uniform assessment criteria, definitions, land use guidelines and development parameters; facilitating economic development and access to economic opportunities in balance with social and environmental integrity and sustainability and facilitating orderly development. The policy categorized the different types of accommodation which are camping, bed and breakfast establishment, guest-house, backpackers’ accommodation (including boarding-house), self-catering apartments, hotel, and resort (tourist) accommodation. The policy also outlines the guidelines of each category.

The City and the Western Cape government aim was to provide a policy to make sure that the tourist/guest stay in safe and satisfying accommodations, the outcome of which would be to have

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satisfied tourist that return many times to the City. The tourists will also act as positive marketers of the good accommodation available in Cape Town which will in turn attract more tourists to the City, thus growing the industry.

Linkages to the TDF

This framework provides guidelines with suggestions that the City should provide products and services that will attract tourists and through this the citizens are able to benefit economically and socially from the income generated from the tourism sector. Hence it is important that the guest accommodation facilities follow the regulations of the policy in categorizing their facilities and in terms of land usage so as to provide quality services that will attract even more people and grow the sector which is the aim of the TDF.

Linkages to other policies and strategies

The Guest Accommodation Policy is also linked to other strategies listed in this document. The National Tourism Sector Strategy indicated that travel should be affordable, this means the accommodation and travel means should be priced in a competitive manner. Hence the Guest Accommodation Policy provides guidelines with regards to accommodation spaces and categories which the accommodations fall under. The strategy also links to the Mapping of Cultural Node within some suburbs in Cape Town as the document lists guest house available is the areas as well.

B) Integrated Events Strategy (IES) for Cape Town and the Western Cape This strategy focuses on the promotion and management of events in Cape Town. The strategy also deals with the development of new and growing events, as well as leveraging events that take place outside the region, yet promote the destination. The strategy envisages that Cape Town and the Western Cape will: be one of the world’s leading event destinations; be known to host world- renowned events; be recognized for excellent events, regardless of size; and recognize and action opportunities to move forward from “good” to become “great”. The strategy recognizes that events are important tools for building social inclusion. The strategy categorizes events and develops an approach to dealing with each of these categories.

The categories are jewel events, incubator events, bidding events and leverage events. Jewel events are attractive to non-local markets, have high expenditure potential, provide the destination with a competitive advantage and help raise its profile globally. Incubator events are a number of local events of limited scale; build citizens’ sense of community, foster creativity and innovation, highlight unique qualities of the destination, including heritage, environment or geography and build a sense of place. These events include Cape Town Carnival as well as the various Wine festivals. Bidding events are once-off sport, cultural or business events which are usually bid for and brought into the host destination for a single staging cycle. They are usually once off large compelling major market events that has to be acquired through a bidding process. Leverage events include the events the Western Cape participates in i.e. a multitude of sport, business and cultural events in other parts of South Africa and the world.

Linkages to TDF

The TDF focuses on promoting tourism event, the IES also focuses on hosting sport events and non- sport events like cultural events, conferences and meetings with the aim to improve the City’s economy. It also discusses how events will promote tourism and bring income to the government

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which will be used to address economic and social issues within the country. These strategies are closely aligned as they both focus on tourist as market base.

Linkages to other policies and strategies

This strategy is linked to the National Tourism Sector Strategy because both strategies discuss the need to implement new ideas to improve, grow and develop tourism within South Africa. Although the Integrated Events Strategy is on how the promotion and management of events can grow the tourism industry in Cape Town and Western Cape, the CCDS however discusses all the possible ways in which tourism can grow within Cape Town including promotion, marketing and management of events in the sector. The strategy also links to the Mapping Cultural Nodes as this document provides the events places, recreational centers and spaces were the events can actually take.

C) Mapping Cultural Nodes in Cape Town’s suburbs Cultural mapping has been recognized by UNESCO as a crucial tool and technique in preserving the world’s intangible and tangible cultural assets. Culture can be a motor of employment growth and cultural planning is seen as the strategic and integrated planning and use of cultural resources in urban and community development. Cultural mapping has become an accepted industry standard planning tool for municipalities as it is a systematic approach that is used in identifying, recording and classifying a community’s cultural resources in order to visualize and describe them.

The City of Cape Town together with a service provider developed a baseline document of mapped cultural nodes that provides accurate and reliable data of surveyed quantitative and qualitative information on cultural resources and cultural infrastructure in 9 neighbourhoods (4 nodes) in Cape Town. The mapping process identified key clustering of cultural activity and/or local cultural resources in the nine suburbs. The 4 nodes were: node 1 Langa/Bonteheuwel, node 2 Gugulethu/Athlone, node 3 Khayelitsha/Mitchell’s Plain, node 4 Woodstock/Salt River/Observatory. The cultural mapping process for the 4 nodes involved 4 components:

1) identification of physical resources (facilities, venues, heritage, technology, infrastructure, work spaces etc.), 2) people (organizations, artists/creative workers, events/festivals, heritage, participation, communities of interest, neighbourhoods), 3) economic (funding, spending, investment, cultural & creative enterprises, tourism) 4) benchmarks (comparators, clusters, nearest neighbor model).

The identifying and mapping of cultural infrastructure and resources was a difficult process. The service provider identified the main organization and asked them for databases and information that would help in collecting the stakeholders within the arts and culture sector. Once the infrastructure and resources were identified from the sources the spatial information of these cultural infrastructures or resources were captured by means of the Internet, Google Earth, and/or GPS data collection. The project helped to identify arts and culture entities with the suburbs.

Linkages to TDF

Mapping of Cultural Nodes within Cape Town was done around the same time when the TDF was also developed. The Nodes created helped identify the arts and cultural resources within 9 suburbs in the City. Mapping the different resources also helps the CoCT plan and budget as the City has sight of what resources are available and what is lacking within the suburbs to boost arts and culture within the

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areas. The TDF discusses how some of the places within the listed areas can be developed to improve tourism within the City.

Linkages to other policies and strategies

The Mapping of Cultural Nodes within Cape Town makes it easy for stakeholders to identify the tourism resources within the City, this links to the National Tourism Sector strategy as they both indicate that resources have to be first identified and then an action plan be implemented on how to use the resources. The CCDS is also a strategy that links to the Mapping of Cultural Nodes as the CoCT can the identified tourism resources to come up with plans that will make the City's tourism grow. The IES discussed the importance of events promotion, branding, marketing and management and the Mapping of Culture Nodes helps stakeholders to identify the resources available for events (e.g. recreational centre, community halls, stadiums and parks).

1.3.2. Stakeholder engagement sessions The development of this document took place through a series of stakeholder consultations. These consultations included a cross-section of stakeholders within the Tourism sector. Through the consultation process stakeholders were able to outline the challenges that they faced within the sector, these challengers were then workshopped to find potential solutions and opportunities that could be implemented in the Tourism Sector. Special attention was paid to ensure that the solutions and opportunities that were in line with the TDF. Further detail of the consultation process is given later in the report.

Through the consultation sessions industry stakeholders have outlined the fact that tourism is currently centered around the traditional tourism routes i.e. Cape Town CBD and the Winelands. Stakeholders felt that the economic benefits from tourism were only accruing to large corporates with small tour operators and local tour guides not seeing any of the benefits of a growing tourism sector. In order to address these problems stakeholders have highlighted various tourism opportunities that should be developed to assist in the growth of the industry. These include (note that further detail is provided in each of the specified areas):

1) Development of Tourism Heritage and Culture routes that run through local communities and low tourist to interact directly with the heritage and culture in the different suburbs of Cape Town 2) The Development of heritage Agreements to protect heritage and culture sites that can be used for tourism initiates as well as protect local tour guides and tour operators 3) Training and capacitation of local tour guides and local tour operators 4) Conducting local tourism indabas/networking sessions to assist small tourism businesses to network and grow their business 5) Development of specific tourism infrastructure resources

2. Area Based Tourism Plans 2.1.1. Background The area includes among others the Constantia, Masiphumelele, Fish Hoek, Cape Point, Tokai, Mitchells Plain, Ottery etc. The area is popular for its coastal areas and is also popular for its wine route. Present in the area are a number of memorial and heritage sites within its suburbs. Some parts of Area South are very close to the airport (Ottery, Philippi and Mitchells Plain), while Cape Point is

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the furthest from the Airport. The N2 route is close to a small portion of area South while the N1 is further away. Travel time from Mitchells Plain to the N1 is approximately 30 minutes, while the travel time from Ottery to the N1 is around 20 minutes. The area is close to the coastal area and harbours (Kalk Bay Harbour and Gordons Bay Harbour).

Mitchells Plain is a suburb located in this area and it is one of South Africa’s largest suburbs with a population of 290 000. It is largely populated by the coloured population within the City. The suburb is located on the Cape Flats. The area is popular for its wine and cuisine which is available in the Constantia suburb. The suburb has a popular wine route that is made up of some of the oldest wine farms within Cape Town. Constantia is located approximately 35 minutes from the N1, while it is 22 minutes away from the N2.

2.1.2. Tourism Landscape 2.1.2.1. Mapping tourism experience in local area

The area is most popular for leisure tourism as most people visit the coastal areas such as Kalk Bay, False Bay (Muizenberg and Mnandi Beach) and enjoy the views and beach areas. Some of the tourist visit this area for their rich heritage and culture tours as there are many memorial sites and heritage sites. The presence of halaal cuisines in the area also attract many domestic tourists to areas like Mitchells Plain and Westridge. The area is surrounded by the coast hence adventure tourism is also a reason why some of the tourist are interested in visiting this area. Wine and Cuisine is also popular in this area as it has the oldest wine estates in the City.

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2.1.2.2. Presence of Tourism Information Offices

It is important for a local authority to have a Destination Marketing Organization (DMO). The City of Cape Town has appointed Cape Town Tourism (CTT) to be its DMO. CTT markets and promotes Cape Town and provides tourist important information about the area and activities within the area through the various offices it has across the City.

CTT also deploys information technology tools to disseminate information on website www.capetown.travel and Social media platforms like Twitter, Facebook and YouTube etc. Apart from CTT there other many other private tourism information offices across the City. Below is the map of CCT offices across the City and in Area South. CTT has loaded the following area videos

1. Woodstock 2. Constantia 3. Kalk Bay 4. CBD 5. Somerset West and surrounds 6. Langa 7. Khayelitsha 8. Durbanville 9. Blouberg 10. Bo Kaap 11. Mitchells Plain (just uploaded, has not been released on social media yet) 12. Simons Town and Cape Point – in final editing - to be released in June

In area South CTT Information offices include: Kirstenbosch Tourist Information Office and Simons Town Tourism Office.

The following diagram is a list of the of the 9 visitor information centers and their locations around the Cape Peninsula

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2.1.2.3. Key tourism attractions (accommodations, sites, features, activities etc.)

The area includes various types of tourism attractions. Some of the key sites visited are Groot Constantia which is one of the Cape Town’s BIG 6 and also the oldest wine estate in Cape Town. Below is a list of key tourism attractions in area South.

Table of key tourist attractions in the area South

Heritage and Activities Accommodation Features Culinary Culture Sites

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Open Streets Mnandi beach Greenlawns bed The liberty The grill father Mitchells Plain - and breakfast promenade Mitchell's plain

Heritage

Falco Spitpiece Lentegeur Seaview guest False bay Cafe Classique Gallery swimming pools house ecology park

Joshstudio photography & graphic design

District six Mitchell’s Plain Abington Rondevlei Cape Point Museum Festival Nature Reserve Vineyards Restaurant

Castle of Good Atlantic Airgun Leo’s Den Westridge Italian Kitchen Hope Club Gardens Tokai

Iziko South Powerplay Zeestock Lodge Old Cape Point Pigalle Restaurant African Museum Cricket lighthouse

The Springbok Wolfgat Nature Morningside Cape Point upper Bhandaris Indian Experience Reserve Cottage Funicular Restaurant Rugby Museum

The Constantia Portland indoor The Noble Lodge De Hel Nature The Galley Fish Wine Tour centre Area Hoek

Groot Constantia Acrobranch The Lookout Napoli Trattoria Constantia Museum

Cecilia Forest Nova Constantia Simons Restaurant

Constantia Valley Buitenverwachting Lodge Restaurant

2.1.3. Key tourism stakeholders and role players 2.1.3.1. Role of Tourism bodies

Tourism bodies serve an important purpose within the tourism industry as they look out for the interests of the communities and the regulation of attractions. The Tourism bodies also do research on tourism in the different areas and use the findings to improve, develop and grow the local tourism. It is also important to note that some of the Tourism bodies provide regulations and standards which should be followed by tourist and service providers. Another role played by the Tourism bodies is to promote, market and brand the tourism offerings within local areas, so as to attract more tourist, generate revenue and create jobs for the locals. There is no specific Tourism body within the area South apart from the Constantia Valley Tourism body, Mitchells Plain Chamber of Commerce which actively advance for the development and growth of local tourism.

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Tourism Industry bodies and key Associations

 Federated Hospitality Association of Southern Africa (FEDHASA)  Southern Africa Tourism Services Association (SATSA)  Cape Craft Design institute (CCDI)

2.1.4. Local Tourism Area Assessment 2.1.4.1. Local Tourism SWOT Analysis

Strengths Weakness

 Historical and Monumental sites in  Tourism safety concerns in some the area South areas

 Significance of the attractions to  Bad media publicity of the area tourism’s economy  Perceived as being too far – Deep  Surrounded coastal area South

 Groot Constantia member of the  Lack of investments to enhance the Cape Town Big 6 products and services offered in the area  On-route City Sight Seeing Red Bus  Need for marketing and branding  Place of birth for UDF of products and services  Navy Military base  No known/popular tourism route  Scenic road driving site  Lack of tourism body

 Poor marketing of tourism products in area

Opportunities Threats

 The fish and halaal cuisines within  Lack of tourism the local communities of area platforms/association/forums South  Losing Blue Flag status at beaches  Heritage sites and icons  Vandalising of heritage sites and  Grow the Military Heritage Route attractions

 Grow of major events  Traffic congestion

 Connection between wine tourism  Declining coast/beach and heritage/culture infrastructure

 Coastal adventure tourism (shark cage diving/zip lining)

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 Nature based and eco tours (forest walks, coastal walks, Avitourism – bird watching)

2.1.4.2. Local Tourism Challenges and Opportunities

During the consultative discussion the following opportunities were highlighted:

1) development of coastal opportunities within the area 2) Promoting traditional cuisine within the area and 3) development of tourism routes

Through the consultation process the stakeholders indicated that there is a beach and coastal area within Mitchells Plain and that CoCT should focus on developing more activities that will attract tourist.

The stakeholders highlight that there was little activity at Kalk Bay and this area could be used for arts and culture events were locals could showcase their arts and craft products as well as their traditional cuisines. It was felt that developing infrastructure in the area so that it would attract tourist would have positive economic effects i.e. local tour operators and tour guides could provide tours of the area, arts and craft could be sold and development of secondary services would also take place i.e. restaurants, retail outlets etc. which would provide further employment opportunities.

Secondly the group highlighted that there should be events and restaurants were the locals will be able to showcase their traditional cuisine in that area. The stakeholders indicated the Halaal products, restaurants, markets and demand are increasing and this could be a niche market that might bring in a lot of revenue from some of the domestic and international tourist who are interested in Halaal products. Linking this to the above, the development of these two opportunities could take place simultaneously.

Lastly the group of stakeholders highlighted the need to develop a tourism route which will take tourists around the local area allowing them to engage in the cultural experiences, heritage as well as local monuments. The route will not only link the local sites together, but also link with the other tourism activities of the other areas and the City major tourism routes. Work has already been done by the CoCT in mapping the culture and heritage nodes in these areas, this information could be used to crate tour routes in these local areas.

Challenges Identified

The participants highlighted the following problems as major concerns in the area:

• Lack of capacity building with regards to tourism within the areas: The participants highlighted the need for events that will help them create networks as well as obtain information and knowledge that will help them improve the goods and services they are offering to the tourist. • The stakeholders highlighted the need for a tourism office within the area that will provide all the information on tourism products and services within the area:  Solutions: These could be overcome through training as well as the running local tourism indabas that would facilitate the networking tourist businesses within the area with larger tour operators

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• The participants also highlighted that their tourism products are not being promoted correctly on the social media platforms and that action should be taken to make sure that the media sends the right messages to the people. The need for tourism within the area was also highlighted by the participants as it would help promote the local tourism industry of the area.  Solutions: Training with respect to the use and implementation of a social media campaign would assist tourist business in creating more business opportunities and attract new clients. • Lack of resource utilization was highlighted in the discussion as some stakeholders felt that some of the tourism resources are not being used to their full potential. The participants indicted that the area has a harbour but not much activity is taking place there as it lacks promotion. The participants indicated that the CoCT should come up with a plan to allow events and activities to take place in these areas especially Kalk Bay e.g. fishing.  Solution: This would be a long term initiative that would see the development of the necessary infrastructure to attract tourist as well as facilitate the growth of secondary markets i.e. restaurants, shops etc. • Unregistered tour guides within the area are of major concern. The stakeholders indicated that the tour guides that operate within the area should be registered and the stakeholders also emphasised on the use of tour guides from the local area as they would understand the area better than a visiting tour guide.  Solution: In the development of any opportunities specific rules and regulations needs to also be implemented that will ensure that local tour guides and local tour operators are used and that they have the necessary training and qualifications. • Lack of guidelines for the tour guides as well as barriers that are affecting the locals who want to participate in tourism. The stakeholders indicated that the tour guides must follow the recommended guidelines when carrying out the tours as locals are complaining that they are giving out false information and also mention a lot of bad activities instead of the good activities within an area.  Solutions: Training of tour guides and local tour operators is critical to ensure that the correct message is given to tourists.

2.1.5. Proposed Tourism Projects (name, description, cost, role players etc.)

 Short term: (0 – 18 months) The stakeholders indicated the need for capacity building as the locals are not aware of the opportunities and resources available for them within the industry. Local tourism indabas are also essential within the area as the locals indicated that The TDF indicated the City will use the Responsible Tourism Policy as a guideline to help bring awareness and capacity building to locals and tour guides. As noted above various capacity building and training courses can be implemented in the area to upskill new and current tour guides and local tour operators.  Medium term: (18 – 36 months) The Tourism Development Framework highlights that cuisines form part of the cultural heritage products and it can be a niche market with tourism which will provide an opportunity for locals to promote locally- produced foods and promotion of the small business of the locals. It is important that the cuisines (halaal products) produced in the area be markets to tourist who visit the area or those within the central city tourist areas.

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 The tourism route developed should incorporate various aspects such as, local monuments, places of interest, different traditional cuisine restaurants within the area, craft markets, specific local events etc. According to Mapping Cultural Nodes (2013) document outlined earlier, the areas have a number of event spaces and events which the locals can use to market their food and other goods to tourist who will be visiting the area. In Mitchells Plain alone the following places and events have already been identified: Rondevlei Nature Reserve, Open Streets Mitchells Plain - Heritage, Westridge Gardens, Joshstudio photography & graphic design and Falco Spitpiece Gallery etc.  Long Term: (36 – 60 months) The tourism route can also include the coastal areas which are not being utilized according to the participants. The locals can also market their local produces by the bay/harbours within this area. However, the development of this opportunity will take time and buy in from private sector physical infrastructure will need to be developed to accommodate the tourist inflows and their associated secondary markets.

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2.1.6. Tourism Projects (CoCT)

Tourism Projects - AREA EAST Estimated Implementation Tally Project Description Location Objective Cost Period Role Players Development of a walking tour route that will showcase the tourism Mitchells Plain Heritage attractions and sites. The R250 000.00 2018 - 2019 Routes tour will be undertaken by local tour operators and guides, Map out the cultural tourism assets in the area and outline the signage draw up local R200 000.00 1 Cultural Tourism and resources Local tour operators tourists and attractions/sites requirements to get the Local tourist guides educate locals on mapping exercise route mapped out; Mitchell's Plain 2020/2021 Cape Town Tourism developing Lobbying for the profiling Tourism Forum tourism local heritage sites with Tourism Officials products. R0.00 Cultural tourism route City and Provincial heritage agreement heritage authorities 2018/2019 Working with Cape Town Tourism to include R0.00 Link to Halaal tourism Mitchells Plain as a key market Halaal tourism destination 2018/2019 Train unregistered local tour guides with respect to R100 000.00 Training of local tour the heritage and culture guides tourism in the area. 2019/2020

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Development of coastal tourism infrastructure that R500 000.00 2020/2021 attracts tourism supporting services Assist in the development 2 investment of physical infrastructure Local tour operators Support recreational (beach, jetty, dunes etc.) Local tourist guides coastal activities to that will attract tourists Kalk Bay R0.00 Cape Town Tourism attract youth market and allow for the growth 2018/2019 Tourism Forum Ensure cleanliness and of secondary sectors Tourism Officials R0.00 safety of visitors (restaurants). 2018/2019 Support Recreational and fun activities for R50 000.00 children and youth 2018/2019

Feasibility study of a Beach walking trail from Local tour operators Coastal Tourism – False Mitchell's Plain/ R100 000.00 2018/2019 3 Muizenberg to Mnandi Tour Guides Bay Coast Muizenberg R100 000.00 2019/2020 Beach. Explore coastal Tourism Officials adventure experiences

Networking Workshop to bring together tourism role Masiphumelele / Local tourist guides Wine and Culture players in Masiphumelele Groot Constantia Cape Town Tourism 4 R50 000.00 2018/2019 Workshop and Groot Constantia / City Sight Tourist Guides Wine Estate to explore Seeing Red Bus Tour Operators opportunities

Tourism Officials Tourism Awareness 5 Tourism Awareness Philippi R30 000.00 Tourism Guides Workshop Tour Operators Conduct local tourism

indabas/networking Tourism Officials

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sessions to assist entities in the tourism sector to network with each other. The aim is to allow small business to showcase their services to other companies so that growth and development can take place organically within the area. Areas need to be defined, however the idea is that as the Heritage and culture 6 routes are developed, Increase of Local tour operators Training of local tour guides are trained on how tourism capacity Area wide 2019/2020 Local tourist guides guides to interact with tourists and awareness in Tourism Officials especially with respect to area R100 000.00 the stories that are told and the history that is narrated Grow Local Assist in the development tourism business of physical infrastructure Local tour operators to promote Fisherman’s Flats Kalk in areas that will enhance Kalk Bay Local tourists guides 7 tourist R500 000.00 2018- 2019 Bay tourism product and Cape Town Tourism attractions and business support by the Tourism Officials create tourism visiting tourists. hub Revamping of tourists signage in the area of support local Tourism Officials Local 8 Muizenberg Signage Muizenberg in order to Muizenberg tourists guides R300 000.00 2019 - 2020 tourism guides Tour promote tourists visibility and products Operators in that area

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Support for Blue Flag beaches. Grow coastal Conduct tourism tourism Coastal Strip/ 9 Area Wide awareness for our coastal awareness and R200 000.00 2018 - 2019 Tourism officials facilities area on blue flag beaches careers

Grow local Tourism Tour Guide Supporting the tourism product False Bay Ecology Tour Operators 10 False Bay Ecology Park development and and R100 000 2018/2019 Park Cape Town Tourism marketing of a sustainable repositioning of a Tourism Officials tourism destination local destination

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