City of Cape Town: Tourism Department

Transcription

1 City of Cape Town: Tourism Department Tourism Development Framework Business Plan 2005/6 2008/9 October 2005 (SHORTENED VERSION)

2 TABLE OF CONTENTS 1 PURPOSE OF THE BUSINESS PLAN THE CONTEXT TO THE BUSINESS PLAN National policy context Provincial tourism policy and strategy The Council s vision The Integrated Development Plan THE CITY OF CAPE TOWN S TOURISM VISION AND GOALS PACKAGE OF PLANS MANDATE AND CORE BUSINESS OF THE DIRECTORATE ROLES AND RESPONSIBILITIES IN RESPECT OF TOURISM STRUCTURE OF THE DEPARTMENT MAJOR STAKEHOLDERS OUR VISION OUR MISSION TARGETS GOALS OF THE DEPARTMENT THE DEPARTMENTS ROLES GUIDING PRINCIPLES TOURISM DEPARTMENT PRIORITIES 2005/6 2006/ Goal #1: Delivering on sector leadership Goal #2: Delivering on destination development 14.3 Goal #3: Delivering on destination transformation ii

3 14.4 Goal #4: Delivering organisational excellence 14.5 Priority capital projects 2005/6 2006/7 15 TOURISM DEPARTMENT S STRATEGIC PRIORITIES 2007/8 2008/9 ERROR! BOOKMARK NOT DEFINED Strategic priorities 15.2 Priority capital projects 2007/8 2008/9 16 FINANCIAL PLAN 17 MEASURING OUR PERFORMANCE APPENDIX A : SECONDARY CAPITAL PROJECTS 2005/6 2008/9 iii

4 1 Purpose of the Business Plan The Business Plan contains our Department s corporate objectives and guides all our investment and activities. This document proposes the key themes for our Business Plan for the period 2006/7-2008/9. The Tourism Development approved by the Mayoral Committee in June 2004 sets the strategic direction for Government, industry and the Directorate, while the Business Plan focuses on the Tourism Department and sets specific goals for the Department, acknowledging that to achieve these goals we must work closely with key industry and government partners. It explains what activities we propose to concentrate on over the next three years. We aim to deploy our limited resources to maximum effect and therefore believe we must prioritise and be focused to be effective. The Business Plan is supported by detailed work plans and project plans. It is produced for the Tourism Department and all our stakeholders, including the Council of the City of Cape Town to whom we are accountable. 2 The context to the Business Plan The following sections outline the big picture in which we are operating, including national and provincial drivers, the Council s priorities and the resources available to us. It therefore constitutes the backdrop to our Business Plan proposals. 2.1 National policy context The White Paper on the Development and Promotion of Tourism is the overarching policy framework and guideline for tourism development in South Africa. A range of constraints to the development of tourism, ranging from inadequate funding and resources, limited integration of local communities and previously neglected groups into tourism, inadequate protection of the environment to lack of infrastructure and growing levels of crime and violence on visitors are identified. The following vision for tourism development is articulated: National Tourism Vision To develop the tourism sector as a national priority in a sustainable and acceptable manner, so that it will contribute significantly to the improvement of the quality of life of every South African. As a lead sector within the national economic strategy, a globally competitive tourism industry will be a major force in the reconstruction and development efforts of the government. The White Paper was developed through a lengthy and inclusive consultative process that explored the advantages and constraints of promoting tourism development. The White Paper emphasized that tourism had largely been a missed opportunity for South Africa, and noted that tourism planning had been inadequately resourced and funded, with inadequate environmental protection, infrastructure development, and little integration of either local communities or previously neglected groups. The White Paper identifies tourism as a sector which could provide the nation with an,...engine of growth, capable of dynamising and rejuvenating other sectors of the economy. This was due in part to tourism s capacity to generate significant employment while creating considerable entrepreneurial opportunities and potential for linkages. Two elements of the White Paper are of particular relevance to our Business Plan. The first aspect is the way in which the White Paper describes local government s tourism roles and responsibilities. Secondly, the White Paper sets a particular vision for tourism development in South Africa. These two aspects are detailed below

5 2.1.1 Tourism roles and functions of local government The White Paper on the Development and Promotion of Tourism sets out a range of roles and responsibilities of local government in fulfilling the function of local tourism. Institutional guidelines 1 provided by DEAT in 1999 elaborate on the division of role and responsibilities between the spheres of government. The White Paper and DEAT guidelines identify the following categories of functions to be delivered at a local level by local government: Destination planning and policymaking Destination development and management Tourism product development Tourism training and capacity-building Coordination in respect of tourism matters Tourism research Provision of tourist infrastructure and services Tourism marketing strategy, planning, facilitation and implementation Tourism information provision Regulation and monitoring Our Business Plan accommodates the full range of functions identified in the White Paper Responsible Tourism The White Paper foresightedly proposed to develop and manage the tourism industry in a responsible and sustainable manner in order that the South African tourism industry would become a leader in responsible environmental practices. Responsible Tourism is about providing better holiday experiences for guests while creating and sustaining good business opportunities for tourism enterprises. It is also about enabling local communities to enjoy a better quality of life through increased socio-economic benefits and an improved environment 2. In the spirit of equitable and sustainable tourism development, the DEAT developed the South African National Responsible Tourism Guidelines over the course of The Guidelines were developed to provide national indicators to enable industry to demonstrate progress towards the principles of Responsible Tourism embodied in the 1996 White Paper. The Guidelines were adopted as policy guidelines by the Ministry of Environmental Affairs and Tourism in 2002, and as such sets the poly framework for our City s tourism strategy and our Business Plan. 2.2 Provincial tourism policy and strategy The key messages of White Paper on Sustainable Tourism Development and Promotion in the Western Cape, 2001, centre around the recognition of the economic significance of tourism to the provincial economy, the importance of promoting sustainable tourism activities and attractions, and the promotion of co-ordinated tourism development. The tourism policy is based on the fundamental principles of social equity, environmental integrity, economic empowerment, cooperation and partnership and sustainability. The challenges of transforming the society and economy of the Western Cape are the key driving forces directing the policy. 1 DEAT, Institutional guidelines for public sector tourism promotion and development in South Africa 2 DEAT, 2002a 3 DEAT, 2002a - 5 -

6 The vision for tourism in the Province is the following: Provincial tourism vision By the year 2010 the Western Cape is renowned as a premium world tourism area We will know we have achieved this vision when: Visitors from South Africa and across the globe flock to the province and tourism is growing at rates well above the national and international averages. The province prides itself on offering visitors a unique, Cape- flavoured combination of nature, culture, entertainment and top-class convention opportunities in a safe, well-maintained and hospitable setting. A network of exciting tourism attractions in the metropolitan area and hinterland combines the attractiveness of the globally renowned Cape Town brand and icons with a variety of innovative travel experiences. Tourism facilities and services are of the highest quality and offer some of the best value for money in the world. Tourism is regarded as a priority sector within the provincial economic strategy and is supported and valued by the community at large. Tourism provides the bulk of new jobs and increasing numbers share directly and indirectly in the benefits derived from the industry. Tourism promotes and encourages the movement of people within the province between urban and rural areas and from place to place. The most recent strategy document for tourism at a provincial level is the 2005 Western Cape Micro-economic Development Strategy: Tourism Research Paper 4. The paper focuses mainly on those actions that can be taken by the provincial government to drive the growth of tourism, and marketing activities which resort under Cape Town Routes Unlimited are not addressed in detail. Four interventions are proposed: The establishment of a Provincial Tourism Development Forum Prioritisation of interventions in the Integrated Tourism Development Framework Establish a statistical profile of the industry Establish provincial support function for municipalities and LTO s that lack capacity The four interventions are regarded as integrated and interlinked, as shown below: Tourism Development Forum Prioritisation of Integrated Tourism Development Framework interventions Provincial tourism support function Social and economic profile of the tourism industry Demand profile Supply profile Figure 1: Proposed provincial interventions in support of tourism growth 4 PAWC Micro-economic Development Strategy - 6 -

7 In addition to the four key interventions, a number of other interventions are listed. These include: Showcasing products produced in the Western Cape for the purpose of growing the market and increasing the product portfolio Facilitate the transformation of the industry Resolving issues related to transport Our Tourism Department has the mandate and capacity to form a robust partnership with Province and to take the lead on addressing these interventions within the boundaries of the City of Cape Town. 2.3 The Council s vision The Council of the City of Cape Town has set out the following vision for Cape Town: A sustainable city that offers a future to our children and their children A dignified city that is tolerant, non-racist and non-sexist An accessible city that extends the benefits of urban society to all and builds the capacity of its people A credible city that is well governed and trusted by its people A competent city with skills, capabilities and a competitive edge A safe and caring city that cares for its citizens, and values the safety and security of all who live, work and play in it A prosperous city known for its ability to compete globally in the 21st century and its commitment to tackling the challenges facing South Africa, the Southern African Development Community and the African continent A city known for its leadership in Africa and the developing world Achievement of vision will not only ensure a good quality of life for all Cape Town s citizens but also provide all the destination elements that will ensure that Cape Town achieves its goal of becoming one of the world s favourite tourism destinations. 2.4 The Integrated Development Plan The Municipal Integrated Development Plan (IDP) of the City of Cape Town is a strategic plan which all development in a municipal area is based upon. The plan that not only concentrates on the provision of municipal services, but also seeks to alleviate poverty, boost local economic development, eradicate unemployment and promote the process of reconstruction and development. The IDP is the principal planning instrument that guides and informs the municipal budget any sector plans are therefore required to link to the priorities of the IDP. In support of Council s vision and goals for 2020, five strategic themes have been adopted, focused on socio-economic development and improved service delivery: Integrated Human Settlement Economic Growth and Job Creation Access and Mobility Building strong communities Equitable and Effective Service Delivery Running through each of these strategic themes and in support of the first aspect of the City s Vision, namely that of a Sustainable City, is the directive to ensure that sustainability runs through the City s broad development programme. The need for sustainable development is also a strong focus of the spatial framework which sets out principles for the future spatial development of the city

8 3 The City of Cape Town s Tourism Vision and Goals In June 2004, the Mayoral Committee approved the City of Cape Town Tourism Strategy. The Tourism Strategy contains the destination s strategic goals for tourism. The following long term goals for the development and marketing of tourism in Destination Cape Town were developed in consultation with stakeholders: TDG 1. Protecting and conserving resources for a sustainable future and supporting sustainable livelihoods TDG 2. Meeting visitor requirements through world class product provision TDG 3. Providing leadership and working in partnership TDG 4. Facilitating investment and commercial activity for sustainable growth and economic prosperity TDG 5. Investing in people for long term future TDG 6. Delivering a world-class visitor experience through quality service and standards TDG 7. Marketing Cape Town more effectively as a unique, vibrant, all year round destination TDG 8. Ongoing research and information provision to specific target audiences Tourism is not only a key driver of economic development and job creation; all the strategies supporting the Tourism Development Goals can be mapped back to all of the strategic themes of the Council. The relationship between Council s Strategic Themes and the Tourism Development Goals is shown below: Council Strategic Theme Tourism Goal Integrated Human Settlement Economic Growth and Job Creation Access and Mobility Building strong communities Equitable and Effective Service Delivery 4 Package of plans TDG 4. Facilitating investment and commercial activity for sustainable growth and economic prosperity TDG 1. Protecting and conserving resources for a sustainable future and supporting sustainable livelihoods TDG 2. Meeting visitor requirements through world class product provision TDG 4. Facilitating investment and commercial activity for sustainable growth and economic prosperity TDG 5. Investing in people for long term future TDG 6. Delivering a world-class visitor experience through quality service and standards TDG 7. Marketing Cape Town more effectively as a unique, vibrant, all year round destination TDG 8. Ongoing research and information provision to specific target audiences TDG 4. Facilitating investment and commercial activity for sustainable growth and economic prosperity TDG 5. Investing in people for long term future TDG 3. Providing leadership and working in partnership The City of Cape Town s approach to planning for tourism ensures that we have appropriate plans and accountable reports at different levels and over different time periods. The diagram overleaf shows how our key planning documents connect and the different roles they perform. There is a clear cascade effect from the Council s strategic vision through the Department s vision and goals to our objectives and strategies. Divisions and agencies use business plan objectives and strategies to identify their priority action areas and deliverables

9 Figure 2 Relationship between our guiding documents Council s Strategic Vision & Integrated Development Plan City of Cape Town Tourism Strategy Destination vision Department vision High-level destination goals Department Strategic Plan Content: Policy framework/ Destination Strategic Time horizon: 10 + years Policy context Council s Strategic Vision Integrated Development Plan Provincial Growth and Development Strategy Provincial Tourism White Paper Tourism BEE Scorecard National Tourism White Paper National Spatial Development Perspective Content: Strategic Corporate Time horizon: 5 years Department goals & objectives Department strategies & programmes Department 3 year Business Plan Content: Corporate Strategic Time horizon: 3 years Priority project plans and deliverables Performance measures Division and agency objectives Budgetary performance measures Division and agency strategies Content: Operational/Tactical Time horizon: 1 year Priority actions and deliverables Department, Division & Agency Annual Plans/ Business Plans Individual performance plans 5 Mandate and core business of the Tourism Department The Constitution recognizes local government as one of the three fundamental spheres of government (in Section ), and provides for the allocation of powers and functions in sections and Parts B of Schedules 4 and 5. Local tourism is explicitly defined as a function of local authorities within the Constitution. The various responsibilities of local government in fulfilling the tourism function as set out in the national White Paper on the Sustainable Development Marketing are identified in Section 2.1. In the context of developmental local government, the local tourism function of municipalities must be interpreted as developmental tourism at a local level. Developmental tourism is the process through which: partners from the public, business, labour and civic sectors work together to identify, utilise and harness location-specific resources; to grow and transform the economy in specific local areas; and to implement programmes and projects that build on and showcase opportunities and/or address economic empowerment constraints. The aim of developmental tourism is to increase local incomes and to create job opportunities through enhancing the community s ability to create enterprises. We have a comprehensive and strategic role as the leading public sector organisation for delivering developmental tourism in Cape Town so that we get the maximum economic benefit for our citizens. Our Department brings together the key destination development elements of supply, demand and market knowledge to develop Destination Cape Town. Strategic research and destination - 9 -

10 planning enables us to guide the interaction of supply (product, infrastructure and human resource development) and demand (marketing) based on pertinent market related information. To be successful as a destination, all the components must be in place and in interaction with one another. The interaction between the three elements is shown below. Supply and demand research Product development Infrastructure interventions Skills development Business development Destination marketing Figure 3 The key elements of destination development (Adapted from Canadian Tourism Commission) The Tourism Department will: drive the transformation of the sector; market Cape Town as a desirable destination; support destination development to improve Cape Town s tourism competitiveness; provide advice and market intelligence to tourism sector stakeholders; support the development of competent human resources and viable tourism enterprises; and support a cooperative relationship between the City of Cape Town, the Western Cape Provincial government and statutory tourism authorities with respect to tourism in Cape Town. We may work in partnership with other organisations, or appoint agents to fulfil some of these responsibilities, but ultimately we remain accountable for the full range of functions. 5.1 Roles and responsibilities in respect of tourism The diagram below shows the roles of our Tourism Department in relation to other organisations. Western Cape Government: Chief Directorate- Economic Development Provincial Tourism Policy, Strategic Destination Planning, Destination Development Flow of funding for marketing and visitor services to service provider Cape Town Routes Unlimited Marketing strategic planning, Marketing of the Western Cape and Town, Product packaging City of Cape Town: Directorate Tourism City Tourism Policy, Strategic Destination Planning, Destination Development, Tourism business support Flow of funding for marketing and visitor services to service provider Channeling of budget received from City of Cape Town Cape Town Tourism Provision of information to visitors Assistance with destination marketing Alignment of destination branding and marketing Private sector Membership subscriptions District Municipality Tourism Policy, Strategic Destination Planning, Destination Development, Tourism business support Local Municipality Tourism Policy, Strategic Destination Planning, Destination Development, Tourism business support Flow of funding for marketing and visitor services to service provider Regional Tourism Organisation Provision of information to visitors Regional marketing Local Tourism Organisation Provision of information to visitors Assistance with destination marketing Membership subscriptions Private sector

11 Figure 4 Institutional arrangements for tourism in the Western Cape Our relationship with Cape Town Routes Unlimited (CTRU) is particularly important since CTRU adds its own experience and skills to our role of marketing and market intelligence/knowledge gathering and dissemination. CTRU markets the whole of the Western Cape, with Cape Town as the magnet and gateway to the remainder of the province. The City of Cape Town has outsourced the marketing of Cape Town as a destination to CTRU. The service delivery agreement governing the relationship between the City and CTRU is managed by the Directorate. Similarly, the importance of our relationship Cape Town Tourism is underpinned by its unique position at the interface between local trade members and the customer, and location within local areas. This allows a two-way flow of market intelligence, market advice and the provision of business development and growth opportunities for CTT members and residents, based on local distinctiveness and needs. 6 Structure of the Tourism Department Over the past year the City of Cape Town has developed a new organisational structure and expanded its capacity to meet the needs of the tourism sector and the people of Cape Town more effectively. DIRECTOR MANAGER: DESTINATION DEVELOPMENT MANAGER: LOCAL AREA TOURISM DEVELOPMENT MANAGER: SUPPORT SERVICES: Section Head Destination Planning Section Head Dest. Marketing Co-ordination Section Head Industry Liaison Section Head Strategic Tourism f Section Head Tourism Business D Section Head Tourism Product Dev. Section Head Community Based T i D Professional officer HR & Admin Professional Officer: Fin. & Project S Receptionist/ Switchboard operator Figure 5 Structure of the Tourism Directorate Once all of the identified posts have been filled, the Tourism Department will be in a position to take on all of the responsibilities indicated in this Business Plan. Communicating our functions, area of operation and capacity and taking up on programmes that have been initiated by partners within the city s geographic area will be a key challenge for our new Tourism Department in the 2005/6 financial year

12 7 Major stakeholders The Tourism Department has a range of key stakeholders with an influence on our operations and procedures. There are times when individuals or groups which the Tourism Department services are our customers, and other times when they become stakeholders, depending on the issue or topic. Our major stakeholders are: City government Public sector Community of Cape Tourism industry Town Executive Mayor Western Cape Citizens Individual tourism City Council Provincial Socially and enterprises Council staff Government economically Members of Cape Statutory bodies, excluded individuals Town Tourism e.g. Heritage and groups Industry associations Western Cape, Wesgro, South African National Parks Community-based organisations 8 Our Vision The Tourism Department of the City of Cape Town is a leverage destination management department that strives to develop Cape Town as one of the world s most sought-after destinations. 9 Our Mission To provide leadership in promoting Cape Town as a quality, experiential destination through responsible development and innovative strategic marketing. We achieve this in partnership with industry to create a sustainable advantage for our tourism sector and socio-economic benefit of all Capetonians. 10 Targets In order to achieve our tourism vision, the following targets have to be achieved: By 2010 the tourism sector in Cape Town is committed to environmentally, economically and socially responsible development. By 2010 the tourism sector in Cape Town is more inclusive with a diverse mix of experiences and products By 2010 the quality and diversity of tourism products in Cape Town equips the destination to maintain competitiveness in the global market By 2010 Cape Town is still regarded as a preferred destination in our target markets By 2010 the communities of Cape Town are more involved in the benefits and wellbeing of tourism in their local area and the city By 2010 the tourism enterprises of Cape Town are commercially viable; and businesses are committed to education, skills development and service excellence. By 2010 destination Cape Town has excellent air and rail services and high quality public transport and road networks 11 Goals of the Department

13 To achieve our mission and the outcomes sought by Council, the Tourism Department has set four goals: Goal #1 Sector leadership: Provide proactive, co-ordinated and efficient leadership in continuing the development of the City s tourism industry through cooperative arrangements which maximise sector effectiveness. Goal #2 Destination development: Facilitate the responsible and integrated development and marketing of Destination Cape Town. Goal #3 Sector support: Facilitate the equitable and sustainable development of the tourism sector. Goal #4 Corporate Excellence: Maximize the effective use of resources by conducting the business of the Tourism Department in accordance with sound management principles. Each of the goals is delivered through a set of objectives, as shown below:

14 12 The Department s roles Depending on the size, nature, context and scope of the strategies and programmes proposed, we will work through three roles. Lead and Deliver - These are programmes that the Tourism Department initiate, fund, design, implement and project manage. Partner and Promote - These programmes are not necessarily directly implemented or funded entirely by the Directorate. The Tourism Department will have a direct impact with resources working in close collaborative partnership with key players. Influence and Integrate - These programmes are definitely not funded or implemented by the Directorate. They are to be planned, funded, designed, implemented and managed by the other state bodies or the private sector. These programmes fall outside the mandate of the Tourism Department but will probably have an influence on tourism. The Directorate s role in these programmes is one of monitoring, integrating actions if necessary and coordinating the functioning of these with activities within the business plan of the Directorate. We will lobby, influence and help secure investment from others (both private and public) when and where it matters most. 13 Guiding principles The following Guiding Principles provide the basis for working productively across the Directorate. The principles apply to all people and work of the Directorate. Our staff will always: Promote equality through transformation - We are committed to embedding the cross-cutting themes of social inclusion, equality of opportunity and transformation and responsible development in everything that we do. They are the cornerstones of our planning, decision making, service delivery and performance measurement processes. - We are mindful that our customers are located across the city, and our support needs to reflect local needs, opportunities and scale, particularly by encouraging community initiatives. Behave responsibly - We are committed to acting in line with the principles of Responsible Tourism and challenging others to do the same. Work collaboratively - We recognise that the tourism private sector in its widest sense generates wealth and employment opportunities, not the Directorate. Our activities are not ends in themselves but solutions for our customers which help support their access to the industry and/or sustain the success of their ventures. - We accept the Tourism Department cannot achieve the City s Tourism Goals on its own. We believe in working in true partnerships with partners within and external to the City where the respective partners acknowledge their roles and individual strengths by maximising the collective impact of their efforts. - We will only intervene where there is an identified failure or gap in the market place. We must seek to initiate and complement, not duplicate, private sector provision, wherever possible working in partnership with relevant organisations

15 Develop self and others - We are committed to taking opportunities for challenge, self-development and learning, and enabling others to learn, grow and lead. Deliver quality results - The Directorate s priorities and activities will be driven by outcomes and not programmes. The Directorate s primary objective will be to secure progress against Outcome Targets. - We will continuously assess our own Strategies and performance to maximise the benefit to our customers and make best use of our human, financial, and other resources. 14 Tourism Department Priorities 2005/6 2006/7 The Directorate s strategies are designed as an integrated set that will achieve our stated objectives. This section identifies the strategies planned by the Tourism Department during 2005/6-2007/ Goal #1: Delivering on sector leadership The themes of working together and open communication cut across all of the other results areas, and should infuse all of our activities Objective Partnerships Through working collaboratively both internally within Council and externally with stakeholder groups and the broader community, it is the aim of this strategy to create collective outcomes for the city s tourism industry. It is recognised that, while Council can play a leadership and facilitation role, it is imperative that all players must work together if real progress is to be achieved and an agreed upon shared vision for the destination is realised. a. Within Council As shown in Figure 6, Council s Tourism Department in the central point of coordination for the implementation of the Tourism City and synchronising tourism planning across Council. A crossdirectorate, multi-disciplinary Tourism Technical Steering Committee was established internally within Council during the strategy development process in order encourage optimal uptake and support within Council. Due to the changes in the organisational structure of the Council it is necessary to reconvene the Technical Steering Committee, and to formalise the grouping as a Tourism Task Force. This Task Force should consist of representatives from directorates across Council, shown below:

16 Director: Tourism Department City of Cape Town Tourism Reference Group Communications & marketing City Spatial development Environmental Planning Economic and Human Development Innovation, Information and Knowledge Management Urban Design City Police and Emergency Services Strategic programmers Social development Parks Town planning Transport Solid water S T R A T E G I C Cape Town Routes Unlimited Recreation & Amenities Cape Town Tourism Arts & Culture Security Services City Spatial Planning Nature conservation O P E R A T I O N A L Figure 6: The proposed Tourism Task Force within the City of Cape Town The creation of a city-wide Tourism Task Force is an outcome of the recognition that the Council s involvement in tourism is widespread across council directorates and departments. The TTF is aimed at encouraging a high level of cooperation and collaboration between directorates on strategic tourism issues. It also provides a mechanism for ensuring that individual departmental effort is directed towards achievement of key council tourism priorities and outcomes. The proposed TTF will drive information and strategic planning that link tourism issues to other city issues, priorities and initiatives. Members of the TTF will in turn responsible for disseminating the information and learning gained from this group to their respective Councillors and throughout their Directorates ensuring a more informed, coordinated approach to tourism planning is adopted across Council. These two-way channels of communication are of central importance to the success of the Tourism Strategy. In other words, issues concerning tourism planning can be fed from all Directorates in Council to the Tourism Directorate, either via the TTF, or directly. Equally, information to each of Council s Directorates can be fed from the Tourism Department through the same channels. The desired result is for tourism to be progressively embedded within the normal activity of each component of council. Evidence of success will lie in the progressive incorporation of tourism considerations into broader government initiatives such as the human settlement plans, transport plans and environmental policies. b. With External Stakeholders Collaboration with external stakeholders is also important to the success of our Tourism Strategy. A key priority of the Tourism Department is to build communication channels with the tourism industry, and more broadly the business sector and the local community. These destination partnerships will be critical to successfully implementing this strategy

17 Communication and collaboration with external stakeholders will be accomplished through three principal channels: (1) Building direct relationships with key destination organisations: Cape Town Routes Unlimited: Cape Town Tourism Cape Regional Chamber of Commerce Western Cape Government, in particular Chief Tourism Department Economic Sector Development Provincial and national agencies, such as Wesgro, Provincial Heritage Authority, South African National Parks (2) Participation in relevant provincial steering committees (especially mooted Provincial Tourism Development Forum), events and initiatives (3) Direct communication with local businesses and the broader community. These channels are fundamental to facilitating industry consultation and gathering information that will steer Council s strategic planning and provide the direction of tourism development in the city