The South African Tourism Planning Toolkit - Department of Tourism

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work in collaboration with both the training management and Governance and AdministrationTask Forces6.6.3 Basic Considerations for the Development of ProjectsA specification sheet is prepared for each project in order to assist in its conception, design anddevelopment. The purpose of the specification sheet is to make note of basic considerationswhich may serve as a guide in project planning. A list of project specification sheets isprepared for each of the 15 projects identified:i. Promoting accessibility in trainingii. Strengthening workplace learningiii. Local government capacity development in tourismiv. Leadership development for the tourism sectorv. Back to basicsvi. Knowledge and information managementvii. Plan and strategy integrationviii. Strengthening structures for HRD managementix. Coordination unit for sector transformationx. Advancing a code of practice in the sectorxi. Building a tourism culturexii. An HRD charter for the sectorxiii. Promoting tourism educationxiv. An employment charter for the sectorxv. A stakeholder engagement programme6.7 Capacity Building Toolbox1. Achieving Effective AgreementsWhen structuring agreements, everyone wants a process that runs smoothly, entails littleexpense, and results in an agreement with minimal risk.Three of the major reasons why most agreements fail to meet the requirements are:a. The roles in the process are unclear or unfilled.Many companies lack the right staff to manage the agreement process.The best solution is to make a qualified, objective person accountable for driving theprocess to a successful conclusion. The best choice is a trained negotiator who has a goodbasic understanding of the business under discussion, and who follows an efficient processfor structuring strong agreements. If you do not have a person on staff who meets thesequalifications and cannot justify the expense of hiring one, consider contracting with aspecialist.b. The work team begins at the wrong starting point.In most cases the teams charged with structuring a complex agreement usually use an oldcontract as the starting point.The best solution is to begin with an outline of all the relevant points, designed specificallyfor the type of arrangement under discussion. The key is to be thorough and be sure92
nothing, however minor it may seem, is omitted. Previous contracts may be used asguides, but the key issues need to be considered carefully with input from subject matterexperts.c. The negotiating team is not properly prepared.At times management just instructs an unprepared negotiating team to “just go in there anddo the best you can,” rather than making sure the team is properly prepared.The best solution is to ensure that the team prepares by first reading the entire agreementat least three times: once for general points, once to focus on completeness andomissions, and once to study the details such as liabilities and indemnifications. Fromthese readings, the team, with management’s buy-in, should prepare a detailed negotiatingstrategy. Every strategy should include a list of potential concessions, when theconcessions may be offered, what must be gained in return, and the threshold for walkingaway from the deal.2. Stakeholder AnalysisAs you become more successful in your career, the actions you take and the projects you runwill affect more and more people. The more people you affect, the more likely it is that youractions will impact people who have power and influence over your projects. These peoplecould be strong supporters of your work – or they could block it.Stakeholder Management is an important discipline that successful people use to win supportfrom others. It helps them ensure that their projects succeed where others fail.The benefits of using a stakeholder-based approach are that: By communicating with stakeholders early and often, you can ensure that they knowwhat you are doing and fully understand the benefits of your project – this means theycan support you actively when necessary. You can anticipate what people's reaction to your project may be, and build into yourplan the actions that will win people's support. Gaining support from powerful stakeholders can help you to win more resources – thismakes it more likely that your projects will be successful.The three steps in stakeholder analysis are explained below:a. Identifying Your Stakeholders:The first step in your stakeholder analysis is to brainstorm who your stakeholders are. As partof this, think of all the people who are affected by your work, who have influence or power overit, or have an interest in its successful or unsuccessful conclusion.b. Prioritize Your Stakeholders:You may now have a long list of people and organizations that are affected by your work. Someof these may have the power either to block or advance it. Some may be interested in what youare doing, others may not care.Using the Power/Interest Grid as shown below you can classify them by their power over yourwork and by their interest in your work.93
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The South AfricanTourism PlanningTo
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6. CAPACITY BUILDING TOOLKIT ......
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The tourism toolkit for local gover
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A New Way of Planning for TourismIn
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Social/Cultural EnvironmentProtects
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1.6 Purpose of the Tourism Planning
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development plans for water service
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Assist in training - in building lo
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The model can be used to check the
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This toolbox answers the following
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Toolbox ResourcesThe table below he
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Furthermore, a number of South Afri
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Local government also controls the
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Two 7-day studies should be done du
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4.4 NATURAL ASSETS MANAGEMENT TOOLB
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A. Portfolio ModelWork from ground
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People do not want to visit unattra
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60% to 80%.........................
Page 42 and 43: oversupply in the product range and
Page 44 and 45: For further information you can ref
Page 46 and 47: 4.8.2 Benefits of This ToolboxCommu
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Page 54 and 55: 5.4.1 Delivery orientationA major c
Page 56 and 57: 5.5 Toolbox 3: Why Is There A Need
Page 58 and 59: involved in the planning process. Y
Page 60 and 61: environment, communities, etc) in t
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Page 64 and 65: 5.8 Toolbox 6: What model should be
Page 66 and 67: This is just an example. You should
Page 68 and 69: Visitors: At least 80% of all visit
Page 70 and 71: 5.10 Toolbox 8: Communication and c
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Page 74 and 75: As a final note for product develop
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Page 80 and 81: f) Prioritisation of Infrastructure
Page 82 and 83: opportunities for business tourism.
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Page 86 and 87: support of this overall vision. The
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Page 106 and 107: 5. Technology: Advancements in tech
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Page 116 and 117: Things that spoilt the visitRange a
Page 118 and 119: EnvironmentImpact of events on the
Page 120 and 121: A Note About CelebrationBe sure to
Page 122 and 123: Project Analysis TemplateT.001Purpo
Page 124 and 125: Market Analysis TemplateT.002Purpos
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Page 128 and 129: 2. Required DocumentationAll applic
Page 130 and 131: completed and accepted by the local
Page 132 and 133: 6) MeetingsThe Partnership will mee
Page 134 and 135: 3) In which suburb or area do you l
Page 136 and 137: Con3Con4b) Have you ever been conce
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YesNo9. If so, in your opinion what
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FUTURE CONSULTATIONThe Council is i
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For the following table we want to
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If No what is the reason for your v
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Newspaper advertising -5Newspaper/m
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-1 -2 -3 -4 -5Availability of Uniqu
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13. Did you pre purchase your …
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4. Where are you staying ………
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If YES: How many others is the expe
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-1 -2 -3 -4 -5 -6Comment………
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Crime Prevention Dept. Internationa
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12. Is the water supply adequate an
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The South African Tourism Planning Toolkit - Department of Tourism

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