Context: structure of the Tourism Branch

2. Context: structure of the Tourism Branch Tourism Branch Deputy Director-General: Dr Patrick Matlou Chief Directorate: Tourism Development Mahandra Naidoo Chief Directorate: Tourism Support Mervin Kamoetie Directorate: Quality Assurance Dr Joseph Rapoetsoe Directorate: Business Development Dr Johann Kotzé (Acting Director) Directorate: International Tourism Liaison and Intergovernmental Coordination Vacant Directorate: Research and Development Lisa-Ann Hosking

3. Context: partners • South African Tourism (SAT): statutory body, funded jointly by DEAT (R 340 m) and the tourism industry (R 48 m) • Tourism Business Council of South Africa (TBCSA): represents large industry players, and collects the voluntary tourism levy • THETA: tourism SETA • South African Tourism Institute (SATI): funded by Spanish donor funding. Conducts tourism awareness and training at school level • Tourism Enterprise Programme (TEP): established by the Business Trust to assist tourism SMMEs. To be funded by DEAT from June 2004

4. Context: partners (Cont.) • Regional Tourism Organisation for Southern Africa: established to develop and • grow tourism amongst the 14 SADC members. • NEPAD Secretariat and African Union: Formed to unite and develop the African • Continent. We are cooperating with these partners in developing a tourism plan • for the continent. • World Tourism Organisaton: a specialised agency of the United Nations re- sponsible for developing tourism globally.

5. Context: goal of the Tourism Branch Create conditions for sustainable tourism growth and development for the benefit of all South Africans

6. Strategic objectives Strategic objective: : Increase participation of marginalized and local people and groups in cooperative management, equitable use and benefit-sharing of natural resources Strategic objective: Ensure effective and efficient international and domestic tourism marketing Strategic Objective: Develop a competitive and transformed tourism product and services platform Strategic objective: Promote regional and continental tourism growth Strategic objective:Address gaps in the tourism logistics value chain Strategic objective: Reduced releases of prioritized pollutants and waste streams into the environment and/or landfills Strategic objective: Empower South African’s to participate in environment and tourism Strategic objective: Promote economic improvement, job creation and poverty eradication (2nd economy intervention) Strategic objective: Strengthen cooperative governance

7. Key outputs Key performance indicators Key activities Resourcing requirements Expedite the implementation of the international and domestic tourism marketing growth strategies • Volume 2% • Spend 3% • Stay 10 days • Geographic Distribution 3% • Seasonality 5% • Tourism Satellite Account: • Population of at least 3 tables • Audit of remaining information gaps • Launch new surveys to fill gaps • Monthly monitoring and tracking of arrivals, spend, etc • Roll-out of Fundi training • Implement Tourism Agreements with Foreign markets, i.e. India, Iran, Saudi Arabia. R 5 million (to be sourced) from National Treasury) Strategic objective: Ensure effective and efficient international and domestic tourism marketing

8. Key outputs Key performance indicators Key activities Resourcing requirements Increased tourism marketing budget in order to compete effectively with main international competitors • TOMSA levy contribution to increase by • R 50 m • Government’s marketing contribution to increase by R 50 m • TBCSA to assume responsibility for TOMSA levy collection, and increase in number of TOMSA levy collectors • Motivation for increased government contribution to National Treasury Strategic objective: Ensure effective and efficient international and domestic tourism marketing

9. Strategic objective: Develop a competitive and transformed tourism product and service platform Key outputs Key performance indicators Key activities Resourcing requirements Develop tourist products and services aligned to tourist market demand • Mobilisation of at least 1 major tourist group and financial institutions respectively to invest in market aligned tourist products • Focusing of financial institutions and the industry on products and service gaps identified though the competitiveness study • Launch of phase 2 R 1 500 000

10. Key outputs Key performance indicators Key activities Resourcing requirements Facilitate easier tourist access to SA, and movement of tourists within SA • Enhanced visa access for at least 2 priority markets • Increased frequencies from at least 2 priority markets • Critical road and air infrastructure upgraded in at least 3 of the 6 less visited provinces • Improved services to tourists from all frontline DHA and SARS staff at all ports of entry • Negotiations with DHA to enhance visa access in respect of priority markets • Facilitate air access in respect of priority markets, jointly with DoT, DPE and SAA • Welcome Campaign and SA Host training rolled-out to frontline SARS and DHA staff at all ports of entry R 100 000 R 500 000 Strategic objective: Address gaps in the tourism logistics value chain

11. Key outputs Key performance indicators Key activities Resourcing requirements Build a tourism nation • 10% increase in domestic tourism into townships and rural areas • Domestic tourist trips increased from 7m leisure trips to 8 million • Tourist route development, integrating poverty nodes, rural areas, national parkes, ertc • Roll-out of the Domestic Tourism Growth Strategy R 500 000 for initial work (additional funds to be sourced from poverty relief) R 5 m committed by SA Tourism Strategic objective: Empower South African’s to participate in environment and tourism

12. Key outputs Key performance indicators Key activities Resourcing requirements Alignment and capacity enhancement of tourism partners, particularly at provincial government level, to promote tourism development • Tourism training of 90 provincial tourism officials in all 9 provinces • At least 3% of TEP funding obtained from provinces • Alignment of business plans across all 9 provinces • 100 Interns to be trained in tourism sector • Foreign Language training (140) • Exchange Programmes (80) • Tourist Guide Training (100) • Development and implementation of the HRD strategy • Effective use of SATI to undertake training of tourism officials • Alignment of activities through MINMEC and MIPTECH • Sharing of procurement monitoring tool • Sharing of tourist guide monitoring tool and statistics R 500 000 (additional funding to be leveraged through the Spanish government and THETA) R2.4 (Sponsorship) R 500 000 (DEAT) R 500 000 (DEAT) R1 000 000 (DEAT) Strategic objective: Strengthen cooperative governance

13. Strategic objective: Increase participation of marginalised and local people and groups in cooperative management, equitable use and benefit sharing of natural resources Key outputs Key performance indicators Key activities Resourcing requirements Leveraging of tourism potential of TFCAs, harbours and other assets to provide income generating opportunities for local communities • Tourism infrastructure and product development in 4 ecotourism priority areas • Partnership with B&C to develop the tourism potential of TFCAs and protected areas • R 1 m to appoint contract project management resources • Blue Flag certification of 3 beaches • Develop tourism potential of 4 fishing harbours • Jointly with MCM, undertake certification process and pilots • Identify priorities and quantify needs respect of the fishing harbours. Raise funds and initiate • R 168 000 (additional funding to be sourced through poverty relief)

14. Key outputs Key performance indicators Key activities Resourcing requirements Effective utilisation of our membership of multilateral organisations, and bilateral agreements to promote tourism • Completion of the NEPAD tourism action plan • WTO • IOTO • ATA • Establish partnership with the AU • Implementing Key Projects AU 945 115.60 (104.780 Euro) Membership fees 35 430.00 (5000U$) 10 425.00 (1500U$) • Transformation of RETOSA into a strong regional tourism marketing organisation • Roll out of Bi-Lateral and Multi-lateral agreements • Facilitate the refocusing of RETOSA • Key Markets RETOSA Membership fees R2 018 545 Strategic objective: Promote regional and continental tourism growth

15. Key outputs Key performance indicators Key activities Resourcing requirements Promote environmental management through tourism • Waste management in at least 2 tourism priority areas • Identify sites and leverage resources jointly with Branch: EQ&M Source funding through poverty relief • Inclusion of environmental management criteria in the grading process • Develop criteria jointly with the Grading Council, and implement Strategic objective: Reduced releases of prioritised pollutants and waste streams into the environment and/or landfills

16. Key outputs Key performance indicators Key activities Resourcing requirements Ensuring transformation of the tourism industry • 20% increase in number of BEE tourism SMMES • 20% increase in public sector procurement from BEE tourism SMMES • Development and implementation of the scorecard • Sustaining of TEP • SMME funding for Indaba, ITB, WTM, etc • Roll-out of SMME training programme • Software development and implementation of the procurement monitoring tool • Updating, translation and printing of the funding and support handbooks R 400 000 R 10 m R 700 000 R 15m to be sourced from DBSA R 650 000 R 383 000 Strategic objective: Promote economic improvement, job creation and poverty eradication (2nd economy intervention)

17. Key outputs Key performance indicators Key activities Resourcing requirements Ensuring quality in respect of tourism products and services • At least 25% of tourism establishments to be graded in the focus sectors identified by the Grading Council • At least 100 black tourist guides trained and employed • Growing the capacity of the Grading Council in partnership with SA Tourism • Training of black assessors (56) Tourism Grading Council of South Africa (TGCSA) Ensure the development of the required human resource base • At least 700 new learnerships achieved • Establishment of a strengthened and resourced SATI • Establishment of a strong partnership with DoL and THETA • Monitoring of THETA • Application to the Spanish government to continue to fund SATI +- R10m to be sourced from Spanish Government Strategic objective: Empower South African’s to participate in the environment and tourism

18. THANK YOU