PRESENTATION TO
TOURISM PORTFOLIO
COMMITTEE
Building an economy that creates opportunities for all and making tourism to work for
all of us
13 November 2015
1
INTRODUCTION
•
The KZN Department of Economic Development, Tourism and Environmental Affairs
(EDTEA) is tasked with a mandate of ensuring the planning, development and
marketing of tourism within the province of KwaZulu Natal.
•
EDTEA has anchored the implementation of this mandate on the KwaZulu Tourism
Master Plan (KZN-TMP).
•
The KZN-TMP is a comprehensive, strategic guide that provides future direction for
the development, growth, management and monitoring of tourism in the province.
•
The vision of the KZN-TMP is “By 2030 KwaZulu Natal will be globally renowned as
Africa's top beach destination with unique blend of wildlife, scenic and heritage
experiences for all visitors”.
•
The plan sets out the key strategic objectives and how to achieve these objectives for
the Province and ensuring alignment to the National Tourism Sector Strategy (NTSS)
which is a blue print for the tourism sector within South Africa.
•
The KZN-TMP is also aligned to the National and Provincial policies that are guiding
development in South Africa and this include National Development Plan and
Provincial Growth and Development Plan.
STRATEGIC OBJECTIVES
 Increase the tourism GDP levels
 Grow the levels of all foreign visitor arrivals in the Province
 Increase tourism employment in the province
 Grow the levels of domestic visitor arrivals in the Province
 Improve the geographic spread of tourism business and activities within the
Province
 Ensure that Durban becomes/remains THE place to holiday for South Africans




and other key markets
Improve overall visitor service and satisfaction levels through the Province
Achieve significant transformation in the sector
Grow events, meetings, incentives and exhibition sector (MICE) as a key an
important market area for the Province
Improve other niche tourism experiences for which the Province has potential
and develop these markets
STRATEGIC CLUSTERS
The KZNTMP comprises of four clusters, namely:
 CLUSTER ONE: Policy, Strategy, Governance, Research & Knowledge
Management & Monitoring and Evaluation
 CLUSTER TWO: Planning and Product Development
 CLUSTER THREE: People in Tourism (HRD and Service Excellence)
 CLUSTER FOUR: Marketing
TOURISM INSTITUTIONAL ARRANGEMENTS
 The Tourism White Paper (1996) sets out a framework for tourism in line with the
provisions of the Constitution of South Africa. The White Paper recognizes the need for
a range of role players to “ignite the engine of tourism growth”.
 The Department in KZN is implementing a programme entitled “Local Government
Support” as part of Inter-sectoral Engagements – IGR
 The overall objective of this programme is to “Integrate efforts amongst various
stakeholders, through the provision of common platform for engaging on tourism
issues that assists in achieving a coordinated approach into the promotion and
development of tourism within the Province.
 The establishment of these structures assists in creating institutions through which all
representative role players concerned with tourism development in KwaZulu-Natal can
communicate with each other ,and as such identify challenges of common interest,
make recommendations to address such problems and participate in the formulation
of policy, strategies and plans of action. As such, we have established the Provincial
Tourism Committee which is made up of mayors and the MEC which sits on a quarterly
basis
 The structures ensure that all tourism stakeholders within KZN, work closely to align
tourism institutions both in the public and private sector and to provide a focal point
for co-ordination.
COORDINATING STRUCTURES
NAME
COMPOSITION
OBJECTIVES
STATUS
Provincial Tourism
Committee
• Chairperson: MEC
• Chairperson of Portfolio
Committee of Economic
Development and Tourism,
District Mayors, Municipal
Managers, CEO’s of Public
Entities, MEC for COGTA.
• Chairpersons of Organised
Private Sector organisations.
• To coordinate the
formulation of the
Provincial tourism policy
with municipalities
• To assist municipalities to
develop municipal
tourism
policies/strategies within
the framework of
National and Provincial
tourism policies and
legislation.
The structure is fully functional
and sits on a quarterly basis
Provincial Tourism
Forum
• Chairperson: CEO of Tourism
KwaZulu Natal
• Municipal Tourism Managers,
Community Tourism
Organization Chairpersons,
Community Tourism
Association Chairperson and
other agencies with a tourism
mandate.
• To serve as a technical
committee to the
Provincial Tourism
Committee on provincial
wide tourism issues.
The structure is fully functional
and sits on a quarterly basis
COORDINATING STRUCTURES
NAME
COMPOSITION
OBJECTIVES
STATUS
District Tourism
Forum (DTF)
{also applicable
to Metro}
• Chairperson: Mayor
• Chairperson of the District Municipality
Tourism Portfolio Committee, Tourism
Managers and officers from District and
Local Municipalities, IDP Managers,
Private Sector representatives and other
organisations with a tourism mandate
both public and private.
• To coordinate all tourism
related activities within a
particular District and Local
Municipality
e.g.
cross
boundary projects.
• To integrate Provincial tourism
objectives into District and
Local plans and priorities and
make recommendations to the
council.
A total of 9 DTF’s are fully
functional and sits on a
quarterly basis
Local Tourism
Forum (LTF)
• Chairperson: Mayor
• Chairperson of the Local Municipality
Tourism Portfolio Committee, Tourism
Manager
and
Local
Economic
Development Manager, IDP Managers,
Private Sector representatives and other
organizations with a tourism mandate
both public and private.
• To strengthen local tourism
potential and facilitate
integration of tourism plans to
the broader development
objectives of the municipalities
• To identify gaps for possible
tourism development and
facilitate interventions by
National and Provincial bodies.
A total of 15 LTF’s are
fully functional and sits
on a quarterly basis
COORDINATING STRUCTURES
NAME
COMPOSITION
OBJECTIVES
STATUS
Community
Tourism
Association
(CTA)
• An overarching structure of • To provide institutional Fully functional and sits on a
all Community Tourism
framework for uniform quarterly basis
Organizations (CTO’s)
establishment
and
• constituted by Chairpersons
functioning of the
of all CTO’s in the province.
CTOs in the province.
Community
Tourism
Organization
(CTO)
• Constituted by local tourism • To ensure coordination
product owners and Local
of tourism marketing
Municipal
representative
and publicity activities
(ex-officio)
at a local level.
• To facilitate equal
access
to
tourism
opportunities by local
communities.
• To ensure legality of
tourism
businesses
operators.
• To establish linkages
between communities,
private sector and
government
A total of 45 CTO structures
have been established and
are fully functional sits on a
quarterly basis.
COORDINATING STRUCTURES
NAME
COMPOSITION
OBJECTIVES
STATUS
KwaZulu
• Constituted by regional • To
ensure Fully functional and sits
Natal Tourist
tourist
guides
alignment
and on a quarterly basis
Guides
association
coordination
of
Association
chairpersons,
tourist
guides
Department
of
activities within the
Transport,
Ezemvelo
province.
KZN Wildlife, Tourism
KwaZulu Natal and
Field
Guides
Association of Southern
Africa.
KZN Master
Plan
Implementati
on and
Monitoring
Committee
• The
committee
is • To guide, monitor
comprised of senior
and coordinate the
officials from various
implementation of
government
the KZN-TMP in
departments and other
collaboration with
organisations with a
all the stakeholders
tourism mandate from
in the province
both public and private
sector
The establishment of
the structure is currently
underway and will be
up and running by the
end of the current
financial year. In the
meantime, the PTF is
overseeing the
implementation of the
Master Plan.
COORDINATING STRUCTURES
COMMUNITY BASED PROJECTS
 The National Tourism Sector Strategy together with the National Rural Tourism Strategy
support tourism growth in rural areas with involvement of rural communities.
 Furthermore, the Provincial Tourism Master Plan highlights the need for the development of
niche tourism experiences. These niche experiences are largely found in rural areas and offer
opportunities for the involvement of rural communities to participate in tourism.
 The Department implements community based projects to broaden participation by
historically marginalized communities in tourism; to facilitate transformation and to achieve
geographical spread of tourism products and experiences across the length and breadth of
the Province
 The Department develops community based tourism projects through sourcing funding and
providing support to ensure product development and tourism growth in the province.
 Community based projects with an element of biodiversity and conservation are
implemented in partnership with Ezemvelo KZN Wildlife as the custodian of nature
conservation in the Province.
 Furthermore, Ezemvelo KZN Wildlife implements various programmes and projects in areas
around the game reserves that benefit local communities.
COMMUNITY BASED PROJECTS
Project Name
Location
Benefits
Bhambatha Lodge
The project evolved out of the country’s UMzinyathi
land
restitution
programme
where District
approximately 10, 000ha of land was
returned to the Ngome Community Land
Trust in the late 1990’s. The Department
provides funding for the refurbishment of
the lodge and resuscitation of the game
reserve in partnership with Ezemvelo KZN
Wildlife. (EDTEA Investment: R2 million)
According to the business plan, it is
estimated that the project will employ 79
people and create business opportunities
for local entrepreneurs.
Ntsikeni May Lodge
The project moved from the Eastern Cape Harry Gwala
Province to KZN during the re-demarcation District
of municipal boundaries. The Department in
collaboration with Harry Gwala District
Municipality funded the refurbishment of
both lodges and currently funding the
operations
of
the
lodge.
(EDTEA
Investment: R500 000)
Portion of profits from business operation
will revert to the community through the
Trust and will then be made available once
the funders withdraw in three years time.
COMMUNITY BASED PROJECTS
Project Name
Location
Benefits
UMkhanyakude District
According to the Business Plan the project will
employ 14 people and support services will be
handled by local cooperatives
UMkhanyakude District
Upon completion more jobs will be created for
the community
Ingodini Border Caves
The Department is implementing findings of the
Feasibility Study and Business Plan which include
developing the cave and its surroundings to
become Heritage Visitor Attraction and undertake
further plans
to establish a Community
Conservation Area. (EDTEA Investment: R2
million)
Upgrade of Ndumo Lodge
The
KwaZulu-Natal
Provincial
government
pioneered Ndumo Yenkululeko Regeneration
Programme, aimed at providing socio-economic
facilities, services and infrastructure development in
an effort to improve the living standards in the area.
Tourism and conservation were identified as viable
economic sectors with potential to ignite the local
economic development of the area. The
Department conducted the development of an
assessment report and business plan which
recommended the upgrade and refurbishment of
Ndumo Lodge. (EDTEA Investment: R4,2 million)
COMMUNITY BASED PROJECTS
Project Name
KwaMbonambi Wild Palace
Lodge
The project involves
conducting a feasibility study
and business plan for
developing a 3 star country
lodge and a conference
centre in KwaMbonambi .
(EDTEA Investment: R490
000)
Location
Benefits
UThungulu
District
The business plan will identify job
opportunities
CATALYTIC PROJECTS
The KwaZulu Natal Tourism Master Plan identifies the need for the development
of key iconic projects aimed at increasing the geographical spread of tourism
products and ensuring that the Province continues to gain a competitive edge
and remains the preferred destination.
These recommended iconic projects are:
 Drakensberg Cable Car,
 Breakwater/Monument/Statue,
 Bluff Bridge,
 King Shaka Statue,
 Isandlwana Development Precinct,
 Beach Resort and
 International Convention Centre around the North Coast.
CATALYTIC PROJECTS -DRAKERNSBERG CABLE CAR
 EDTEA has begun with the implementation of the Drakensberg Cable Car and King
Shaka Statue projects
 The Drakensberg Cable Car is a catalytic project aimed at unlocking the tourism
potential of OKhahlamba – Drakensberg region and further enhance the
competitiveness of the Province.
 The Department conducted a feasibility study and business plan for the project.
The outcome of this exercise was that, generally, the Cable Car Project is both
feasible and worth pursuing.
 The Department is in the process of commissioning an EIA for the development of
a Cable Car that will ensure that new visitors are attracted to the Berg and also
open up new economic ventures that could boost the economic atmosphere of the
area.
 The envisaged construction of a 3300 metres long cable way with an intermediate
station, climbing 1300 metres to the summit which will be an elevation of 3300
metres above sea level offering expansive views of KwaZulu Natal, Lesotho and
Free State thus providing an enhanced tranquil visitor experience which has only
been enjoyed by a few.
 The Cable Car will offer an alternative to conventional travelling and offer a unique
experience.
CATALYTIC PROJECTS – FUNDING
 The KZNTMP recommends the establishment of a Tourism Development Fund
for catalytic and community based projects
 The Department funds the planning phases of the identified catalytic projects i.e.
development of feasibility study, business plan, EIA and spatial plan
 Funding for actual developments will be sourced from Development Funding
Institutions and also to be considered are the Private Public Partnerships (PPP)
 The Department is planning to host the Drakensberg Cable Car Conference and
Exhibition as an investment promotion initiative and to attract global venture
investors, real estate managers, manufactures, related United Nations Officials,
operators and any other relevant organizations that will share best practices that
the Province could consider in the development and operations of the
Drakensburg Cable Car. This is envisaged to take place by February 2016.
 Funding for community based projects is also sourced from the National
Department of Tourism through the Social Responsibility Implementation
programme (SRI) through the provincial department;
 At provincial level, funding is also sourced through COGTA’s Corridor funding of
which municipality or their Development Agency can access directly.
BEACH TOURISM
•
The KwaZulu Natal Tourism Master Plan recognizes beach tourism as one of the core
experiences offered by the Province. KZN boasts …km coastline.
•
Beach tourism accounts for one of the most popular activities undertaken by visitors
in the Province, therefore the Province has developed its maiden KwaZulu Natal
Beach Tourism Policy to streamline beach tourism efforts in order to ensure that KZN
beaches maximize their tourism potential by offering beach experiences that are
comparative to the world standards.
The policy is anchored on FOUR Strategic Thrusts that govern the conceptualization,
development and implementation of Beach Tourism Programmes in KwaZulu-Natal
and these are:

Thrust one: Ensuring that sustainable tourism is making an increasing
contribution to the local economy of coastal communities.

Thrust Two: Improving the quality of visitor experience
 Thrust Three: An integrated approach to the development and management of
coastal tourism
 Thrust Four: Safeguarding and protecting the environment and cultural heritage
as a key resource for the development of coastal tourism
•
BEACH TOURISM
 The policy identifies and recommends various Beach Tourism programmes along
the lines of Responsible Tourism that can be developed and implemented at a local
level to maximize benefits of Beach Tourism to KwaZulu-Natal in general and
coastal communities in particular.
 The Department implements the beach development programme which seeks to
upgrade recreational facilities in order for the beach to meet and maintain the Blue
Flag standards thus ensuring that it remains attractive and safe for visitors.
 The Department has partnered with WESSA, the custodians of the Blue Flag in
South Africa, to identify beaches and municipalities that require assistance with
beach development.

The following municipalities were funded and supported to achieve full Blue Flag
Status: Southport beach in Hibiscus Coast Local Municipality, Alkaanstrand
in UMhlathuze Local Municipality, Dokodweni beach in Mandeni
Municipality, Blythdale beach in KwaDukuza Local Municipality
 Hibiscus Coast have 7 full status & 1 pilot status; KwaDukuza - 1 full status & 1 pilot
status; Mandeni – 1 pilot status; EThekwini – 2 full status & 5 pilot status
CRUISE TOURISM
 New cruise terminal
 Transnet (TNPA) is to build a new cruise terminal in the port of Durban
 The new terminal will be able to handle between 5000 and 6000 passengers;
 Tender to build the facility closed on the 2nd of October 2015 and it is being
evaluated.
 KZN participates in the activities of the Cruise Indian Ocean Association, an
association whose objectives are to develop, promote and market cruise
tourism in the South-East African region.
 Members of CIOA include TNPA, Tanzania, Kenya, Mozambique and Sudan.
 Assisted SA Cruise liner to develop a feasibility study, to own or co-own a
cruise ship, which could be a first to South Africans;
 The study was presented to major cruise liners during the Miami Cruise
Shipping event in 2014 for possible joint venture partnership.
DURBAN / KWAZULU NATAL CONVENTION
BUREA
 Durban KwaZulu-Natal Convention Bureau established in 2010
 “Convention Bureaus promote the business tourism potential of a
destination, their main purpose is to increase the number of events,
conferences and meetings held in the destination; whether a city, a region or
a country” (ICCA, 2009)
 Special division of Tourism KwaZulu-Natal
 Operation costs – 30% eThekwini Municipality and 70% EDTEA
 Business events of meetings, incentives, conferences and events are:
 Powerful Stimuli for Socio-Economic Development;
 Tourism flow and spend;
 Post tertiary education and training;
 Knowledge development and networking
 Develop and establish industries;
 Enhance destination image … generate new tourism flow
DURBAN / KWAZULU NATAL CONVENTION BUREA
Delivery in terms of 2014/2015APP
DURBAN / KWAZULU NATAL CONVENTION
BUREA
 Other ‘Dividends’








Bid secured – 18 since January 2014 worth in excess of R300mn;
Africa’s leading meeting and conference destination by World Travel Awards
2014,2015;
ICCA ranking improvement 97 in 2013 vs 157 in 2012 vs 172 2011;
Support committees15;
Delegate boosts 4;
Sales calls and workshops 8+
Qualified leads 70+;
Physical evidence of professionalism – ICCA, SAACI, EXSA and SITE
MARKETING OBJECTIVES
 To build a strong, integrated KwaZulu-Natal (KZN) destination brand
 To defend and grow KZN’s domestic market share
 To grow international arrivals
 To develop & promote KZN as a business tourism destination
 To strengthen trade relations with trade partners
 To create and optimally utilise communication opportunities to build
and maintain a positive image of the destination brand amongst
consumers and stakeholders
 To increase brand awareness
Trade Engagement
Trade Engagement
DURBAN AEROTROPOLIS
 Airlift and route development for King Shaka International Airport is part of
the broader strategy to develop the Durban Aerotropolis or Dube airport city
which will be driven by a globally connected King Shaka International
Airport.
 The KwaZulu-Natal Integrated Aerotropolis Strategy (IAS) recommends the
development of Durban Aerotropolis centred on King Shaka International
Airport that spans an area covering one hour travel from the airport.
 The IAS recognises the role of regional airports in promoting Durban
Aerotropolis with the following interventions identified:
 Identify passenger and cargo latent demand for air links to KZN regional
airports, prioritising infrastructure upgrades at airports that will support
KZN IAS strategic goals.
 Develop regional airport infrastructure to support Aerotropolis initiative
 Identify developments that should take place in regional airports to
support the Aerotropolis
ROUTE DEVELOPMENT

A route development strategy and a support programme for international connectivity is in place
to support direct air connectivity from Durban to any hub of a major trading partner.

A multidisciplinary committee comprising tourism entities, ACSA (King Shaka), Dube Trade port
and the provincial government was set up to drive route development for King Shaka International
Airport. Table below shows targeted airlines:
Airlines for Single Routes













British Airways
Virgin Atlantic
Lufthansa
Turkish Airlines
KLM / Air France
Brussels Airlines
Kenya Airways
SAS
Ethiopian Airways
Norwegian
Arik Air
Condor
Swiss
Airlines for Multiple Routes







SAA
SA Express
SA Airlink
Fastjet
Kulula
Comair
Mango
Airlines exerting multiple
market influence
 Emirates
 SAA
ROUTE DEVELOPMENT STRATEGY AND TARGET
AIRLINES

The strategy identifies seven distinct market groups where air service growth and development
could be delivered based on current traffic data. These are listed in the table below.
Group
Target
Focus
Target Airline
1
London
Secure a direct non-stop scheduled 
passenger service to London, preferably 
Heathrow Airport to operate with at least 
3 frequencies per week on a year round 
basis and a suitable aircraft to 
accommodate cargo uplift
SAA
Virgin Atlantic
British Airways
Condor,
Norwegian
2
The Gulf region
Target growth through additional capacity 
or increased frequency with the 
incumbent Gulf carrier Emirates, keeping 
relationships open with Etihad and Qatar
Airways should Emirates not want to
expand.
Emirates
Etihad Airways
Qatar Airways
ROUTE DEVELOPMENT STRATEGY AND TARGET
AIRLINES…
Group
3
4
Target
International
Access
Focus
Target Airline
Hub Secure a direct non-stop scheduled  Turkish Airlines
service to mainland Europe and Asia  Lufthansa
to capture the significant European  KLM
market outside of the UK and Indian  Air France
subcontinent and Asian traffic.

SAS

Swiss

Brussels Airlines

Alitalia

Air India
 Jet Airways
Regional Africa
 Develop
a
comprehensive  South African Express
network from Durban across  SA Airlink
Africa, capturing under-served,  Kenya Airways
latent
demand,
improving 
Air Namibia
business and cargo links, and 
Air Botswana
creating the emergence of Durban 
Air Mauritius
as a connecting centre.

FastJet–Base potential,
 Mango – Base potential,
 Kalula.com – Base potential,
 Arik Air,
 Ethiopian
ROUTE DEVELOPMENT STRATEGY AND TARGET
AIRLINES…
Group
5
Target
Domestic
6
Cargo
7
Charter
Flights
Focus
Target Airline
To operate a comprehensive domestic network of services 
South African Express
that connects Durban to all the major cities in South Africa 
SA Airlink,
with a regular, high frequency network of affordable 
FastJet – Base potential,
services that serve the business and leisure markets.

Mango – Base potential,

Kalula.com – Base potential,

Fast Jet
Attract a dedicated based regional freighter operation and 
Solenta Aviation (DHL)
specific long haul operations to meet the immediate needs 
Safair, DHL
of the KZN region.

UPS,

Cargolux,

Lufthansa Cargo,

Air China Cargo,

Emirates Cargo
To complement the target scheduled network, secure 
Thomson (UK)
dedicated long haul and short haul charter services to 
Thomas Cook (UK)
deliver increased visitor numbers and support the objective 
Tui Travel (Europe)
to be the premier leisure destination of South Africa.

Virgin Holidays (UK)

LOT Polish Airlines

Mega Maldives (China via
Maldives)

CAISSA (China)

Edelweiss
ROUTE SUPPORT
The route development strategy recommends the creation of a Route
development Fund that is split into three distinct categories as follows:New routes
Existing Route/airlines expansion
Other routes that may be viewed as non-strategic but import from growing
traffic at KSIA
For the development of the New Routes, the strategy recommends that a Fund
be established that can cover two specific elements for this sector:A substantive fees and charges mitigation and;
An element of revenue guarantee and/or substantive marketing and/or bonus
rewards for load factors and /or cargo carried.
ROUTE SUPPORT
Existing Airlines at KSIA for International and Regional Routes
Destination
Dubai
Mauritius
Harare
Lusaka
Lusaka
Maputo
Airline
Emirates
Air Mauritius
SA Express
SA Express
Pro Flight
Airlink
Frequency
Daily
2 Per Week
4 Per Week
2 Per Week
4 Per Week
5 Per Week
Aircraft Type
Boeing 777-300 ER
Airbus A319
Bombardier Regional Jet
Bombardier Regional Jet
Bombardier Regional Jet
Jetstream 41
New Airlines at KSIA for International and Regional Routes
Destination
Istanbul
Addis Ababa
Doha
Airline
Frequency
Turkish Airlines
4 per week
Ethiopian Airlines 3 per week
Qatar Airways
4 per week
Aircraft Type
Airbus A330
Boeing 737-800
Boeing 787 Dreamliner
Start Date
5-Nov-15
16-Dec-15
17-Dec-15
REGULATION OF TOURIST GUIDES
 The Tourism Act no. 3 of 2014, stipulates that any person who wishes to be registered as a
Tourist Guides must register with the National Department of Tourism (National Registrar)
through the Provincial Registrar in the prescribed manner
 The Department ensures the implementation of the legislation by maintaining an accurate
database of registered tourist guides. According to the provincial database there are 380
tourist guides who are fully compliant with the legislation.
 The Department conducts workshops and spot checks as programmes aimed at enhancing
tourist guides knowledge, provision of quality experience and curbing illegal tourist guiding.
These are conducted in partnership with Municipalities, Road Traffic Inspectorate, South
African Police Service and Tourist Guides Associations.
 The Department provides support to relevant structures responsible for tourist guides within
the tourism regions around the Province with the view of ensuring coordination and
alignment of activities.
 The Department plans to engage heads of museum, heritage sites and other attractions of
national and provincial interest with the view to utilise guides that are compliant with the
legislation
LESSONS LEARNT
 The regulation of tourist guides within the Province remains a challenge without a
clear legislated procedure to prosecute non compliant and illegal guides however the
National Department of Tourism in collaboration with provincial departments has
commenced with the process of drafting relevant regulations that will assist is the
provision of guidance.
 Disparities and fragmented tourist guiding curriculum offered by various training
institutions impacts negatively on the quality of information and experiences provided
by tourist guides.
 The Department has identified the need to foster and maintain relations with various
sector departments, municipalities and associations for the effective implementation of
the legislations.
 There is also a need to expose tourist guides from the previously disadvantaged
communities to the latest developments in product packaging field.
LESSONS LEARNT
 Due to relatively low barriers of entry in certain categories of the sector,
tourism has a huge potential of contributing to the transformation project. Yet,
the pace of transformation is agonisingly-slow.
 Government needs to play an even more pro-active role in pursuing the
transformation agenda within the tourism sector in order to help fight poverty,
unemployment and inequality
 The growth of a destination depends, for the most part, on how much is
invested in promoting the destination. KZN has gone out to bid for tourism
events; invested heavily in marketing; been creating in utilising industry
support measures to entice new investors and, positioned itself as part of, and
gateway to, the SADC region.