Page 41 - TKZN Annual Report 2023/2024

Factor
Opportunities
Threats
Environmental
• Improved management of environmental impact of tourism through sustainable tourism development.
• Pristine African wildlife haven – two World Heritage sites.
• Relatively pleasant climate.
• Water consumption issues, land degradation, pollution and negative impacts on the natural environment.
• Land claims/disputes.
• Climate change affects KZN weather negatively.
Legislative
• New visa regime – promote South Africa, particularly KZN, as a visa-friendly destination.
Internal Environment Analysis
As reflected above, TKZN has various stakeholder interests to deal with, including national, provincial and local government, the tourism trade, the private sector, host communities, international and domestic tourists, the media, TKZN suppliers and internal staff.
In this regard, TKZN’s Strategic Plan for the past term recognised all of its stakeholders’ expectations, with the aim of setting TKZN up to deliver with regard to those expectations, along with the revised B‐BBEE sector code that seeks to accelerate the de-racialization of the South African economy and to fast-track the re‐entry of previously marginalised communities into the mainstream economy. Furthermore, B-BBEE endeavours to transform the South African economy to enable the meaningful participation of black people, women, youth and rural communities in the mainstream economy in a manner that has a positive impact on employment, income redistribution, structural readjustment and economic growth.
TKZN’s 2021 - 2024 Strategic Plan focused on an intensified training and skills development programme, market access initiatives, as well as a focus on quality business planning and packaging, and attention has been given to quality standards and assurance issues.
Corporate governance has been pivotal to the Organisation’s operation, complemented by the creation of an environment conducive to employee development and motivation.
Analysis of Past Performance
At the apex of TKZN’s Strategic Plan was the commitment to deliver on the following Strategic Outcome-Oriented Goal:
Strategic Outcome-Oriented Goal
Goal
Preferred tourism destination in the country.
Goal statement
Deepen and develop the positioning of KwaZulu-Natal as a preferred tourism destination for domestic and global tourism.
Goal indicator
Increased number of tourists visiting KwaZulu-Natal.
Strategic objectives
Provide guidance, support and direction in terms of tourism policies, legislation and marketing strategies.
Implementation of KwaZulu-Natal Tourism Master Plan.
The KZN Tourism Master Plan envisions that:
By 2030, KwaZulu-Natal will be globally renowned as Africa’s top beach destination with a unique blend of wildlife, scenic and heritage experiences for all visitors.
The KwaZulu-Natal Tourism Master Plan sets out the mission towards the achievement of vision as follows:
• Geographically spreading the benefits of tourism throughout the Province;
• Growing the visitor numbers and visitor yields;
• Focused (prioritised) tourism development growing from the core of beach and Durban;
• Superlative customer experiences – quality, authenticity and service excellence;
• Public and private sector collaboration;
TOURISM KWAZULU-NATAL ANNUAL REPORT 2023/2024 39