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CITY OF CAPE TOWN
Resort Management & Development Policy
DRAFT: May 2014
DOCUMENT CONTROL:
Reference code:
File Name
Resort Management and Development Policy
Original Author (s)
Joe Olivier: Sport, Recreation & Amenities Department
Current Revision Author
Joe Olivier
Next Review Date
July 2019
Version
Date
Status
Draft 1
2 October 2013
Discussed with Mayco Member, Executive Director, SPU and
Director Sport, Recreation & Amenities
Draft 2
19 February 2014
Discussed with SPU and Mayco Member‟s office
Draft 3
4 June 2014
For Consideration by Portfolio Committee prior to public
participation
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Contents
DEFINITIONS ............................................................................................................................................................... 3
ABBREVIATIONS ......................................................................................................................................................... 3
1. PROBLEM STATEMENT ....................................................................................................................................... 4
2. DESIRED OUTCOMES......................................................................................................................................... 6
3. STRATEGIC INTENT ............................................................................................................................................. 6
3.1.
INTEGRATED DEVELOPMENT PLAN ........................................................................................................ 6
3.2.
RESPONSIBLE TOURISM POLICY AND ACTION PLAN .......................................................................... 6
3.3.
TOURISM DEVELOPMENT FRAMEWORK FOR CAPE TOWN ................................................................ 6
3.4.
ECONOMIC GROWTH STRATEGY .......................................................................................................... 6
3.5.
SOCIAL DEVELOPMENT STRATEGY ........................................................................................................ 6
3.6.
INTEGRATED COASTAL MANAGEMENT POLICY ................................................................................. 7
4. POLICY PARAMETERS ....................................................................................................................................... 7
5. ROLE PLAYERS AND STAKEHOLDERS .............................................................................................................. 7
6. REGULATORY CONTEXT.................................................................................................................................... 8
6.1.
Constitution of the Republic of South Africa, Act No 108 of 1996 ................................................. 8
6.2.
Municipal Systems Act No 32 of 2000 .................................................................................................. 8
6.3.
Municipal Finance Management Act, No 56 of 2003 and the Municipal Asset Transfer
Regulations (MAT Regulations) .......................................................................................................................... 8
6.4.
National Environmental Management Act, No 107 of 1998........................................................... 8
6.5.
Integrated Coastal Management Act, No 24 of 2008..................................................................... 8
6.6.
National Heritage Resources Act, No 25 of 1999 .............................................................................. 8
6.7.
OTHER RELEVANT ACTS, FRAMEWORKS AND POLICIES..................................................................... 8
7. POLICY DIRECTIVES ........................................................................................................................................... 9
RESORT PLANNING AND DEVELOPMENT .......................................................................................................... 9
RESORT MANAGEMENT MECHANISMS .............................................................................................................. 9
COMMUNITY DEVELOPMENT PROGRAMMES ................................................................................................ 11
MANAGEMENT AND INSTITUTIONAL ARRANGEMENTS ................................................................................. 11
8. IMPLEMENTATION PROGRAMME.................................................................................................................. 12
8.1.
Masterplans ............................................................................................................................................ 12
8.2.
Management Mechanisms ................................................................................................................. 12
9. MONITORING, EVALUATION AND REVIEW .................................................................................................. 12
REFERENCES ............................................................................................................................................................. 13
ANNEXURE A: LIST OF RESORTS ............................................................................................................................. 14
ANNEXURE B: GUIDELINES FOR MASTERPLANNING PROCESS ......................................................................... 15
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DEFINITIONS
City
The City of Cape Town established in terms of section 12 of the
Local Government: Municipal Structures Act of 1998 by Provincial
Notice No. 479 of 2000.
Coastal Recreational
Node
Concentrated development at a specific coastal location
where visitors can access a cluster of facilities such as resorts,
beaches, tidal pools, slipways, braai facilities, pools, parks,
parking areas, restaurants, kiosks, beach trading areas,
playparks, undisturbed natural areas, walkways, boardwalks and
ablutions.
Concession Contract
A mechanism whereby a service provider accepts investment
obligations for a facility and operates it at commercial risk.
Financially viable
A resort that is deemed to be able to generate an income for
the City.
Management Contract
A mechanism whereby a City-owned resort is managed by a
service provider under certain conditions.
Masterplan
An overarching plan that provides a vision for infrastructure
development at a Resort.
Resorts
Facilities which provides overnight accommodation in the form
of camping sites and chalets. Other facilities within the
boundaries of a resort might include conference facilities, day
visitor‟s braai facilities, educational facilities (leadership/
environmental education), restaurants, tented camps and
„green lodges‟.
ABBREVIATIONS
CBO:
Community Based Organisation
CCT:
City of Cape Town
IDP
Integrated Development Plan
MAT Regulations:
Municipal Asset Transfer Regulations
NGO:
Non-governmental Organisation
SOP
Standard Operating Procedure
SRA
Sport, Recreation & Amenities
TGCSA:
Tourism Grading Council of South Africa
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1. PROBLEM STATEMENT
The City of Cape Town owns a number of resorts which are facilities that provide overnight
accommodation.
Strategic Importance
1.1. The resorts are of strategic importance as they provide affordable accommodation in prime
locations around the City and, hence, make Cape Town more accessible to international,
domestic and local tourists. This is noted by the National Tourism Sector Strategy (February
2011) which emphasise the use of resorts to create accessible and affordable tourism
facilities for domestic tourism. Some resorts also have the potential to attract more
international tourists.
1.2. Resorts have the potential to generate income for the municipality. In addition, spending in
resorts and its surrounds generates economic multiplier benefits in the wider economy as
visitors spend money at the resorts and support employment opportunities.
1.3. The coastline is one of the key environmental, social and economic assets of the City. The
majority of resorts are an integral part of coastal recreational nodes that attracts tourists and
residents and increases the visitor‟s experience of the coastline and the surrounding natural
areas. Well-managed resorts increase the value of the coastline. This value will increase
further as the City grows. The coastline also plays a key role by breaking down historical
barriers between communities by offering shared spaces that can be enjoyed by all.
1.4. Furthermore, resorts play an important role in providing opportunities for community and
social development through programmes, environmental education and general recreation
and leisure opportunities.
Management and Financial Sustainability
1.5. Although the majority of resorts are managed by the City, budget constraints,
management pressures, and the relatively inflexible systems and process make it difficult to
effective manage special functions such as resorts. Even through conventional leases
provide for some income generation, they are unsatisfactory as it results in a „hands off‟
management approach and hence resorts are not most effectively utilised.
1.6. Management by service providers through management and concession contracts
provide several advantages such as:
1.6.1. Management Contracts provides a more flexible arrangement that requires a more
„hands on‟ management approach and provides a mechanism whereby risk and
reward are shared more equally;
1.6.2. Concession Contracts can leverage investment to realise the potential of identified
opportunities within resorts; and
1.6.3. Management and concession contracts can potentially generate income for the
City.
1.7. Management of resort facilities through management and concession contracts provide
additional advantages as the service provider is able to:
1.7.1. Provide specific tourism, hospitality and management expertise to increase
efficiency;
1.7.2. Enable more flexible procedures for procurement of goods and services and day today day repairs and maintenance;
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1.7.3. Implement human resources practices that fit with the dynamic and seasonal tourism
industry;
1.7.4. Introduce tourism industry practices such as improved marketing and standard
booking systems which enable internet bookings.
1.8. A resort can only generate an income if it is financially viable. Some City-owned resorts may
never become financially viable due to their location or the facilities that they currently
offer. However investment in some resorts may enable them to become financially viable.
Financial viability is preferable but not a prerequisite for management under a
management contract.
Infrastructure Investment
1.9. The infrastructure at City-owned resorts does not adhere to industry standards. In some
instances this is because the infrastructure is at the end of its natural lifecycle. However, the
reduction in the operating and capital budgets over a period of time has led to the
degradation of infrastructure. Previous infrastructure development has also disregarded the
dynamics of coastal environments which has led to premature deterioration.
1.10. In addition the standards expected and demands of visitors are increasing which requires
the improvement, expansion and upgrading of facilities. Furthermore, some resorts were
established under the apartheid dispensation and must be adapted to meet the needs of
all groups.
1.11. Hence there is a need to significantly upgrade and develop the infrastructure in these
resorts in order to attract visitors.
Resort Usage
1.12. Currently, the use of the resorts is seasonal with intensive use over Christmas and Easter
periods. Camping is relatively rare during the winter months whilst self-catering chalets
provide for a more year round use. The challenge is to increase usage so that these assets
might be better utilised out of season. The use of the resorts for social development
programmes can play a key role in achieving this especially in resorts catering for local
communities. Other possibilities for year round use include attracting back-packers,
adventure tourism, and increase stays through the hosting of conferences. However clear
guidance and strategic planning need to be provided to enable this.
1.13. It has been argued that the management of resort by service providers may lead to the
exclusion of poorer communities through high tariffs. Mechanisms need to be put in place
to prevent this and enable equitable access to these facilities without detrimentally
affecting private sector tourism through the subsidization off tariffs which might distort the
market.
1.14. Some resorts were created as separate amenities under the apartheid dispensation. Since
1994 the patterns of use have changed with a more even use of other facilities by different
groupings. However, the resorts are still used extensively by the affected communities and
policies must be sensitive to this.
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2. DESIRED OUTCOMES
2.1. The primary goal of the policy is to provide for the development and management of resorts
that supports the City‟s tourism, recreational, economic and social goals in a manner that is
sustainable and develops the income generating potential of these facilities.
2.2. Hence the Policy aims to:
2.2.1.Guide development and maintenance of resorts to ensure that facilities are on par
with tourism industry standards in order to attract visitors to these areas.
2.2.2.Introduce management mechanisms that will leverage tourism
management, expertise and investment to increase income generation.
industry
2.2.3.Use resorts for social development activities for marginalised communities in order to
promote the social development objectives of the City.
2.2.4.Set out the responsible tourism practices that will result in sustainable resorts that will
add to the competitive edge of Cape Town.
3. STRATEGIC INTENT
3.1. INTEGRATED DEVELOPMENT PLAN
3.1.1.The policy gives effect to the IDP and contributes to the following strategic pillars:
3.1.1.1. The Opportunity City: The resorts, as an important asset, attract tourist to the City
which has a multiplier effect on the wider economy, contributing to economic
growth and job creation.
3.1.1.2. The Caring City: Resort facilities provide space for social development
programmes and improve access to affordable holiday accommodation for
residents.
3.1.1.3. The Inclusive City: Well-managed and well-maintained resorts offer access to the
coast for residents and visitors alike.
3.2. RESPONSIBLE TOURISM POLICY AND ACTION PLAN
3.2.1.Responsible Tourism is an approach to the management of tourism, aimed at
maximising economic, social and environmental benefits.
3.2.2.The resorts will respond to the responsibility placed on role-players in the tourism
sector to achieve sustainable tourism development.
3.3. TOURISM DEVELOPMENT FRAMEWORK FOR CAPE TOWN
3.3.1.The Resorts Management and Development Policy is directly aligned to the goals of
the Tourism Development Framework for Cape Town.
3.3.2.The goals include the protection of tourism resources, product provision and quality
services and standards.
3.4. ECONOMIC GROWTH STRATEGY
3.4.1.This Policy is directly linked to the Economic Growth Strategy objective of developing
sustainable growth strategies.
3.4.2.These strategies focus on the protection of environmental assets, the proper
management of the city‟s coastal areas and to working with stakeholders to ensure
an optimal tourism experience for visitors to grow the tourism sector.
3.5. SOCIAL DEVELOPMENT STRATEGY
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3.5.1.The City‟s Social Development Strategy adopts a „whole of government approach‟
to addressing poverty, inequality and social ills and encouraging people to take part
in their own development. It encourages City Departments to work together on
projects directed at young people at risk.
3.5.2.The hosting of youth development programmes in resorts and cooperation with the
City‟s Social & Early Childhood Development Directorate gives effect to transversal
aspects of the Social Development Strategy.
3.5.3.Cooperative Agreements with NGOs or CBOs provides the opportunity to leverage
social development expertise and initiatives in delivering community development
programmes in resorts.
3.6. INTEGRATED COASTAL MANAGEMENT POLICY
3.6.1.This policy envisions a coastline that is managed as a sensitive, complex and
dynamic space to achieve future prosperity. The policy supports this vision.
4. POLICY PARAMETERS
4.1. The policy applies to the resorts owned by the City of Cape Town.
4.2. The Resorts Management and Development Policy will primarily be used by the City of Cape
Town to guide decisions and implementation with regard to these resorts.
5. ROLE PLAYERS AND STAKEHOLDERS
5.1. Due to the role of resorts in promoting tourism, social development and recreation, this
Policy is transversal in nature and effects the functioning of several departments.
5.2. The Sport, Recreation & Amenities Department is the lead department responsible for the
management and development of the resorts and shall ensure that internal and external
stakeholders are consulted in order to achieve the desired outcomes.
5.3. Key internal stakeholders within the City include the following departments, amongst others,
5.3.1.Tourism Department
5.3.2.Environmental Resource Management Department
5.3.3.Property Management Department
5.3.4.Parks Department
5.3.5.Social Development and Early Childhood Development Directorate
5.3.6.Electricity Department
5.3.7. Roads & Stormwater Department
5.4. Key external stakeholders include:
5.4.1.National and Provincial Departments of Tourism
5.4.2.Cape Town Tourism
5.4.3.Table Mountain National Park (SANParks)
5.4.4.NGOs/ CBOs participating in social development programmes.
5.5. Critical stakeholders are:
5.5.1.Councillors
5.5.2.Residents and the general public
5.5.3.Sporting Clubs
5.5.4.NGOs or CBOs which have an interest in the coast
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6. REGULATORY CONTEXT
6.1. Constitution of the Republic of South Africa, Act No 108 of 1996
6.1.1.In terms of the Schedule 5B of the Constitution, beaches are included under „local
amenities‟, „parks & recreation‟ and „public spaces‟. The generally accepted
interpretation is that access to beaches, together with basic toilet facilities is the
obligatory requirement and the function of local government.
6.1.2.Additional facilities such as braai and overnight facilities (resorts) are discretionary
functions as it is the result of a strategic decision to allocate resources to the function,
and not the result of a constitutional obligation to provide the service.
6.2. Municipal Systems Act No 32 of 2000
6.2.1.Sections 78 (1) of the Municipal Systems Act provides the basis for deciding whether
an internal or external mechanism will be the preferred option for service provision.
6.2.2.Because the resorts function is a discretionary function a Section 78(1) assessment in
terms of the Municipal Systems Act will not be required to implement Management
or Concession Contracts.
6.3. Municipal Finance Management Act, No 56 of 2003 and the Municipal Asset Transfer
Regulations (MAT Regulations)
6.3.1.The granting of a right to „use, control or manage‟ City-owned properties is regulated
by the Municipal Asset Transfer Regulations.
6.3.2.The granting of Management Contracts, Concessions Contracts or Cooperative
Agreements must be implemented according to the requirements of the MAT
Regulations. Each case will be assessed on merit and will take into account the detail
of the rights to be granted and the value of the property.
6.4. National Environmental Management Act, No 107 of 1998 (NEMA)
6.4.1. A number of resorts are located in environmentally sensitive areas and must be
managed in accordance with this Act.
6.5. Integrated Coastal Management Act, No 24 of 2008
6.5.1.This Act promotes the conservation of the coastal environment.
6.5.2.The Policy is in line with this act and specifically the requirement that the use of
natural resources within the coastal zone is socially and economically justifiable.
6.6. National Heritage Resources Act, No 25 of 1999
6.6.1.The policy is in alignment with this Act which protects heritage resources of cultural
significance or special value.
6.6.2.A number of resorts have buildings and shell middens within their boundaries which
are protected under national heritage legislation.
6.7. OTHER RELEVANT ACTS, FRAMEWORKS AND POLICIES
6.7.1.
National Tourism Sector Strategy, March 2011
6.7.2.
Criteria/ Guidelines of the Tourism Grading Council of South Africa (TGCSA)
6.7.3.
Western Cape: Department of Economic Development and Tourism, Five Year
Strategic Plan 2010 – 2015
6.7.4.
CCT: Cape Town Spatial Development Framework, 2012
6.7.5.
Coastal Zone Management Strategy, 2003
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6.7.6.
Integrated Metropolitan Environmental Policy
6.7.7.
Land Use Planning Ordinance (15 of 1985)
6.7.8.
Local Government: Municipal Structures Act (Act No. 117 of 1998)
6.7.9.
National Biodiversity Act (Act No. 10 of 2004)
6.7.10. National Building Standards and Building Regulations Act (Act No. 103 of 1977)
7. POLICY DIRECTIVES
RESORT PLANNING AND DEVELOPMENT
7.1. Masterplans shall be developed for each resort.
7.2. The resort‟s masterplan shall guide development of the resorts.
7.3. To ensure integration Masterplans shall include planning for the overall Coastal Recreational
Node where appropriate.
7.4. Masterplans shall be developed through a structured planning process informed by site
analysis, documentation of existing infrastructure and buildings and include
recommendations on:
7.4.1.Facilities, layouts and user areas, landscaping, and service infrastructure;
7.4.2.Identification of tourism, economic and social development opportunities;
7.4.3.Additional facilities; and
7.4.4.Environmental implications.
7.5. Masterplans shall serve as the overarching development framework and all interventions
must be aligned to it.
7.6. Recommendations shall be consulted with key internal and external stakeholders and
relevant suggestions incorporated in the recommendations. Where appropriate public
participation will be conducted in line with the public participation guidelines of the City.
RESORT MANAGEMENT MECHANISMS
7.7. . The following summarises the management mechanisms that may be used:
Mechanism
A. Management
Contract
B. Concession
Contract
Description
A resort is managed by an operator
that pays a performance based
management fee linked to the
turnover of the Resort.
A concession opportunity in a Resort
is developed and managed by an
operator who pays a concession fee
linked to the turnover of the facility.
C. Cooperative
Agreement
CCT gives the right to a NGO/ CBO
to manage a facility in a resort at a
nominal rent.
D. City
Managed
Resorts
Resort is managed by the CCT
Appropriate Use
When a resort‟s location and facilities,
indicate that it could be financially viable if
managed by an operator. This refers to the
whole of a Resort.
When an opportunity for a new facility has
been identified within an existing Resort and
investment is required by a concessionaire to
develop and manage such a facility. Refers
to only a part of a Resort.
When a NGO, CBO, or service provider
deliver a programme that aligns with the
City‟s Recreational or Social Development
Strategy for the benefit of the community.
This refers to only a part of a Resort.
When the resort is not financially viable due
to its facilities or the primary use of the facility
is for community development purposes. This
refers to the whole of a resort.
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7.8. Management Contracts
7.8.1.The following key elements will be required in the drafting of a Management
Contract:
7.8.1.1. The contractor shall be given enough autonomy to implement commercial
reforms.
7.8.1.2. The contract shall have effective incentives for good performance and include
penalties for failure to meet performance goals and/ or bonuses for superior
performance.
7.8.2.The City is required to play a very interactive and involved role in the management
of the contract.
7.8.3.Combining resorts which are relatively similar or in close proximity will be considered
for management under one Management Contract should the following benefits be
envisaged:
7.8.3.1. A more efficient management system, which avoids a duplication of services
and facilitates bulk procurement and joint marketing;
7.8.3.2. A more commercial resort subsidising a less financially viable resort.
7.8.4.Resort that are subsidised could also be managed by a service provider, the
difference being that the operator fee will be subsidised rather than generated from
tariff income.
7.8.5.Under a Management Contract major improvements and major repairs and
maintenance of the infrastructure of resorts remain the responsibility of the City.
7.9. Concession Contracts
7.9.1.Under a Concession Contract, the private operator will manage the facility, operates
it at commercial risk and accepts investment obligations, whether they are to build a
new facility or expand or rehabilitate an existing facility.
7.9.2.The granting of a Concession Contract will require the following:
7.9.2.1. A fixed term after which the assets are transferred back to the City and the City
becomes the owner of the fixed asset. The contract may then be re-bid.
7.9.2.2. Contract periods that are long enough to allow the private operator to recoup its
investment capital.
7.9.2.3. A performance related component and on-going monitoring of service levels as
set by the Tourism Grading Council of South Africa (TGCSA)
7.9.2.4. The operations and maintenance of the facilities is deemed the responsibility of
the concessionaire.
7.9.3.Commercial Contract opportunities can be leveraged separately or in combination
depending on the proposals received and its financial viability. Opportunities may
be conceptionalised in a flexible manner to ensure creative input from
concessionaires into their proposals.
7.10.
Cooperative Agreements
7.10.1.
The City shall establish Cooperative Agreements with NGOs or CBOs to
leverage social development expertise or initiatives in delivering community
development programmes in resorts.
7.10.2.
The Cooperative Agreement could include the management of a building or
area within a resort for social development purposes at a nominal rate.
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7.11. City-Managed Resorts
7.11.1.
The resorts managed by the City shall adhere to:
7.11.1.1. Standard Operating Procedures and service standards dealing with day-to-day
management;
7.11.1.2. Minimum standards for resorts facilities dealing with day-to-day maintenance
and housekeeping; and
7.11.1.3. Criteria of the Tourism Grading Council of South Africa, where relevant.
7.12. Environmental Management
7.12.1. Management of all resort facilities shall adhere to the Environmental Management
Plans for the resorts located in nature conservation areas.
COMMUNITY DEVELOPMENT PROGRAMMES
7.13. When deciding on the suitability of community development programmes at selected
resorts, the following shall be considered:
7.13.1.
Potential income generation of the resort;
7.13.2.
Significance for social development; and
7.13.3.
The historical role that the resort played in providing facilities to certain
communities
7.14. The resorts classified as “community-focused resorts”, rather than potentially financially
viable resorts, shall become the focal point for the community development opportunities
promoted by the City.
7.15. Utilising resorts for community development purposes must not impact on the primary use of
the resort as a location for overnight accommodation for visitors.
7.16. Community development usage should occur primarily during the week and outside of the
High Season (Christmas and Easter) unless it is focused on the paid visitors to the resorts.
7.17. The above should not exclude the financially viable resorts from being utilised for
community development activities, where appropriate.
MANAGEMENT AND INSTITUTIONAL ARRANGEMENTS
7.18. Key functions to be managed by the City to ensure sustainability of resorts include:
7.18.1. Infrastructure Planning and Development;
7.18.2. Tourism Market Analysis and Tourism Development;
7.18.3. Product Enhancement;
7.18.4. Management and monitoring of Management Contracts, Concession Contracts and
Cooperative Agreements; and
7.18.5. Service Provider Support.
7.19. General functions to be addressed by the City include:
7.19.1. Budgeting;
7.19.2. Accessibility and Tariff Modeling;
7.19.3. Marketing;
7.19.4. Training and development of internal resort staff;
7.19.5. Service Standards & Management of TGCSA adherence;
7.19.6. Procedures and Guidelines;
7.19.7. Research or Service Information;
7.19.8. Benchmarking;
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7.19.9. Programme or project planning.
7.20. Tariffs shall be managed as part of the Sport, Recreation & Amenities Tariff System.
7.20.1. Tariffs at the City-managed resorts shall be benchmarked against private facilities and
be on par with them.
7.20.2. Resorts catering for local communities shall receive a discount on the benchmarked
tariff.
7.20.3. Service providers contracted under Management Contracts will be required to
consult their tariffs charges before it is finalised.
7.21. A range of facilities will be offered to lower income groups through:
7.21.1. Providing a range of resorts that cater for various income groups
7.21.2. Providing a range of facilities within individual resorts that cater for a range of income
groups.
7.22. Tariffs charges shall also be evaluated against the fact that caravanning and camping
facilities by its very nature provides affordable overnight accommodation to residents and
visitors.
8. IMPLEMENTATION PROGRAMME
8.1. Masterplans
8.1.1.The Sport, Recreation & Amenities Department has developed Masterplans for the
City-managed resorts, excluding Fish Hoek Caravan Park which does not require one
in the short to medium term.
8.1.2.These planning processes shall be extended to the leased resorts that will come
under SRA management once Management Contracts have been concluded.
8.1.3.Infrastructure improvements in line with the Masterplans shall be budgeted for in
terms of the City‟ s Medium Term Expenditure Framework
8.2. Management Mechanisms
8.2.1.Resorts will be evaluated to identify potential to be managed under Management
Contracts. Management Contracts will first be implemented at current leased resorts
as well as three resorts currently managed by the City.
8.2.2.Concession Contract opportunities will be identified and implemented, starting with
low risk opportunities.
8.2.3.Potential for Cooperative Agreements will be identified and leveraged.
9. MONITORING, EVALUATION AND REVIEW
9.1. The effectiveness of this policy shall be monitored through various mechanisms including:
9.1.1.Analysis of Financial Reports which reflect income, expenditure, break-even,
profitability and subsidization. The assessment of this policy shall include a
consideration of these reports and the actual and potential generation of additional
income within reasonable timeframes.
9.1.2.Consideration of visitors numbers and visitor trends which shall also be assesses
against marketing campaigns will be monitored against the increase in visitor
numbers.
9.1.3.Annual visitor satisfaction surveys.
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9.1.4.Quality of Infrastructure and adherence to a star grading by the Tourism Grading
Council of South Africa will be used as a tool to monitor the upkeep and
housekeeping of resort facilities that are managed on a Management or Concession
Contract and selected City Resorts. A TGCSA assessment will be required on a yearly
basis.
9.1.5.Quality of Management shall be assessed through “Mystery Visits‟ to resorts
managed under Management and Concession Contracts
9.1.6.Staff performance will be monitored through the extent of adherence to service
standard operating procedures and minimum standards.
9.2. The monitoring and evaluation of the policy through the above mentioned criteria will
indicate its success which in turn will give an indication when it needs to be reviewed.
REFERENCES
 Development Frameworks (Masterplans) for Silwerstroomstrand, Soetwater, Millers Point,
Zandvlei, Bluewaters, Monwabisi Caravan Park, Macassar, Voortrekker Park, Harmony Park,
Hendon Park, Kogel Bay (2006 – 2013)
 Evaluation of Resorts Owned by the City of Cape Town (Grant Thornton: 20 August 2013)
 Monwabisi Resort: Business Plan (Urban-Econ Western Cape PTY LTD: 2012)
 Monwabisi Resort: Site Development Plan and Business Plan: Draft Design Options and
implementation Plan (ARG Design: 13 July 2012)
 Oatlands Resort: Development of Contractual Arrangements (Grant Thornton: March 2010)
 Evaluation of City Owned Resorts (Grant Thornton: July 2009)
 City Resorts Project: Draft Framework Document (September 2006)
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ANNEXURE A: LIST OF RESORTS
The following resorts offer overnight accommodation in the form of chalets and camping sites and
are being managed by Sport, Recreation & Amenities:
1. Kogel Bay (Between Gordons Bay and Rooiels)
2. Hendon Park (Gordons Bay)
3. Harmony Park (Between Gordons Bay and Strand)
4. Voortrekker Park (Strand)
5. Macassar (Macassar Beach)
6. Monwabisi (Khayelitsha)
7. Bluewaters (between Strandfontein and Mnandi)
8. Zandvlei (Muizenberg)
9. Fish Hoek (Fish Hoek)
10. Oatlands (Simonstown)*
11. Millers Point (between Simonstown and Cape Point)
12. Soetwater (between Kommetjie and Misty Cliffs)
13. Imhoff (Kommetjie)*
14. Ou Skip (Melkbos)*:
15. Silwerstroomstrand (past Koeberg Power Station)
16. Kuilsrivier (Kuilsrivier)
17. Hardekraaltjie (Bellville)*
*Managed by a service provider
The list excludes Steenbrasdam and other facilities that could potentially become resorts. It also
excludes overnight facilities run by the City‟s Nature Conservation Department as well as Sunbird
(Steenbrasmond), Fleurpark (Gordonsbay), Houthuisies (Strand), Fish Hoek Beach Cottages and
residential accommodation in Imhoff and Ou Skip which can in most case be more accurately
described as residential or facilities on longer term leases.
Locations

Kogel Bay (Kogel Berg Biosphere Reserve), Macassar, Monwabisi, Bluewaters, (Macassar
Dunes/ Wolfgat Nature Reserve/ False Bay Ecology Park), Millers Point, Soetwater (Table
Mountain National Park) and Silwerstroomstrand (West Coast Biosphere Reserve) are situated
in or adjacent to important nature reserves and should be valued within the context of the
appreciation by citizens and visitors of our natural environment and increasingly rare
undeveloped coastline. Zandvlei Resort is in a prime location on the shores of the Zandvlei
and can potentially serve as the primary overnight accommodation for the False Bay
Ecology Park.

Hendon Park (Gordons Bay), Harmony Park (Strand/ Gordons Bay), Voortrekker Park (Strand),
Fish Hoek Caravan Park, Oatlands (Simonstown), Imhoff (Kommetjie) and Ou Skip (Melkbos)
are located in more urban settings close to major beaches and other attractions.

The City‟s two centrally located inland resorts, Kuilsrivier and Hardekraaltjie (Bellville), provide
visitors with year round access to a variety of attractions such as the winelands, shopping
centres, events such as the Argus Cycle Tour and health facilities such as Tygerberg/ Red
Cross Hospitals. The central urban locations also make it accessible as meeting and
conference venues.
15
ANNEXURE B: GUIDELINES FOR MASTERPLANNING PROCESS
Masterplans must enhance the development of resorts as year round destinations in well-maintained
settings, providing good quality infrastructure and facilities (aligned with industry standards) to
ensure that the resorts become significant assets.
Masterplans must be developed through a structured planning process assisted by professional
technical experts such as landscape architects, urban designers, architects, economist, social
development experts, engineers, tourism experts and environmentalists where appropriate.
Masterplans must ensure that the unique look & feel, sense of place and character of individual
resorts are enhanced by utilising their specific assets to the maximum. For example:

Resorts within nature conservation areas though enhancement of the natural feel,
demarcation of natural areas, planting, re-establishment of natural vegetation and
environmental education.

Resorts in urban areas to have a verdant parkland character in a build-up area – an
“unexpected haven” for visitors.

Resort with unique attributes for example a „small village‟ feel or an opportunity for a „tented
bush camp‟.
Architectural and Landscape Architectural designs should allow for:

Effective management through improved layouts, demarcation, circulation of pedestrians
and vehicles and signage.

Improve safety through overlooking features, sightlines, lighting, sensitive fencing, etc.

Enhanced visual aspects such as building/ landscape designs, finishing of buildings, overall
visual appearance, planting, screening, sensitive fencing, etc.
Masterplan shall identify the tourism, economic and social development opportunities for a resort. It
shall stipulate a range of products, services and facilities that will appeal to a variety of target
markets. This may include the establishment of Eco-lodges/ Tented Bush Camps/ Backpackers, Selfcatering accommodation (Chalets), Restaurants/ Tea Rooms/ Kiosks, Conference Facilities, Retail
Opportunities, walking, cycling, horse-riding trails (within resorts & linking resorts), the promotion of
nature related recreation (including adventure tourism), enhancement of cultural
heritage/interpretation facilities (e.g. archaeological middens), Education/ Environmental Education
/ Environmental Information Facilities, amongst others.
Recommended infrastructure improvements will be accompanied by a cost framework which must
guide budgeting and applications for external funding. The Masterplans will also guide infrastructure
improvements within resort managed by external service providers.
Masterplans could be accompanied by a set of principles/ design guidelines for the improvement of
Resorts infrastructure that must be adhered to under all circumstances.