North West Province, South Africa

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HERITAGE PARK PHASE ONE EXPANSION PLAN
EXECUTIVE SUMMARY
September 2003

1. BACKGROUND

1.1 The Heritage Park Context

The objective of this Heritage Park Expansion Plan (Plan) is to pro-actively facilitate the natural expansion of Madikwe Game Reserve (MGR) and Pilanesberg National Park (PNP) to the benefit of all stakeholders with the ultimate aim of becoming a meaningful Nature-based Tourism Anchor in a bigger wildlife area, eventually incorporating MGR and PNP with each other to form the conceived HP (Heritage Park) of some 250000 ha (refer Map 1 below).

This Plan reflects the combined vision of all local stakeholders, including representatives of the North West Province, Local Authorities, Landowners, Communities, the Private Sector and NGO’s. It is their expectation that an expanded and improved tourism destination with the HP as anchor will contribute significantly towards the growth of the tourism industry locally and the socioeconomic development of the region.

1.2 Regional Orientation

A number of compatible regional initiatives are already underway that give momentum to the HP initiative. These include the current efforts towards the incorporation of private farms, land claim land and community land into both MGR and PNP, a number of initiatives on private and community land adjacent to these parks to transform agricultural land into game farms and/or tourism destinations and the investigations by Botswana Government and Peace Parks Foundation for a trans-frontier park across the border into Botswana.

The HP initiative primarily attempts to co-ordinated these various efforts through joint planning and implementation with and to the benefit of all stakeholders in a pro-active and coordinated manner rather than in a haphazard and reactive way as is currently being done.

The landscape is attractive and generally undeveloped and was therefore identified as a potential ecotourism corridor by the local authorities and communities during the mid- to late 1990's. The pressing tourism pressures and demands also caused the NWPTB to look at expansion possibilities for PNP whilst Madikwe has been planned with expansion in mind since its conception.

1.3 Stakeholder Consultation

All stakeholders in the study area were extensively consulted and this plan is the collective output from these stakeholders. In general the public meetings and stakeholder workshops were a great success and stakeholders are positive about the prospects that the project is believed to bring to the region.

The areas identified for potential incorporation as depicted in spatial plans and maps are therefore the result of discussions held with stakeholders and have their general support.

1.4 Scope of Study Area

Based on the broad recommendations and the proposed Phasing 1 Plan of the HP Concept Plan, three background studies were conducted, namely the analysis of Moses Kotane demographic profile, a Tourism Demand Analysis and a Soils and Vegetation Survey. The most important contributor to the final formulation of a potential incorporation area was however not necessarily the opinions expressed by stakeholders in general but more importantly by land owners and other land right holders involved in the public participation process referred to above. The tourism carrying capacities were determined for different types of zones conceived to be possible for the phase 1 expansion areas recommended in the Concept Plan.

1.5 Demographics: Moses Kotane District Municipality

A quick review of the demographics of Moses Kotane, as a wider area of the HP Project, revealed a number of strengths, weaknesses, opportunities and threats to the question of tourism stimulation, economic growth and job creation in the HP target area and immediate surroundings. Moses Kotane is one of 5 Local Municipal Councils that make up the Bojanala Platinum District Municipality. Moses Kotane carries 21.2% of the entire population of the Bojanala Platinum District Municipality. It must be emphasised that the demographics are outdated (1999 census) but that no more recent statistics were available. It is however a fact that numerous areas reflected as negatives have already been substantially addressed by the local authorities since 1999. Service delivery in the future will however have to increasingly incorporate the needs of tourists.

There is still a lot of information that can be obtained through greater involvement of communities during implementation. The aim would be to develop new and innovative community-based tourism products, even in the areas of indigenous knowledge systems, the supernatural and other issues away from the usual scenery and wild life attractions that South Africa has been paddling to tourists. Tourists with diverse interests also seek the spiritual, cultural and other esoteric interests such as ghost stories, history etc. There is therefore a great need to facilitate this integration of local culture with the development of the tourism region that will have to be facilitated during implementation.

1.6 Soils and Vegetation

A description of the vegetation of the Madikwe and Pilanesberg Expansion Areas as part of the HP concept is required as one of the essential building blocks for the development plan.

The major objectives of the soils and vegetation study were to understand the environmental determinants of the vegetation and soils; to identify and describe individual plant communities and soil forms; to combine these into habitat units; to relate these habitat units to management and development in terms of their potential, limitations and sensitivity; and to integrate the newly generated information with existing data on the PNP and MGR.

Apart from having developed a useful database of different soil forms and vegetation communities for the conceived phase 1 expansion areas which obviously will become a useful an essential management tool, it was possible to determine that; some further study would be necessary to develop a universal classification system for the MGR, PNP and HP due to former disparities in systems used in PNP and MGR; adequate grazing and browsing potential exist for the full spectrum of species including the Big Five, although some de-bushing and soil-reclamation interventions may be necessary; there should be no great concern about game dilution from PNP provided certain elementary management practices were applied; and certain visual and physical implications were identified and will have to be observed when developments are planned.

1.7 Tourism Demand Analysis

The aim of the market assessment and product options study was to inform the Plan regarding the realistic market demand, site potentials and capacities for the proposed PNP and MGR expansion areas.

MGR contributes 30% of total room supply while PNP contributes 70% of total room supply. MGR focuses mostly on products in the upmarket range, while PNP has a large proportion accommodation available in the mid- and budget market range. The supply and demand analysis shows a slight oversupply of mid-to-upmarket rooms and a shortage in the mid-to-budget and budget accommodation supply in the HP area. Although the upper end of the market might be slightly saturated, it has high growth potential and would still require additional products within the short to medium term.

Extensive market surveys including several aspects of tourism such as general leisure, sports, adventure, business conference, teambuilding, day visitor activities, cultural tourism, etc. were undertaken. The survey results of the proposed products to be included in the HP are summarised below:

1.8 Summary of Product Research Results

Products	Verdict	Recommendations/ Alternatives
1. Luxury Lodge	yes
2. Mid-market resort (Kwa-Maritane Style)	yes
3. Family Resort (Manyane style)	yes
3. Camping & Caravan park	yes
4. Guesthouses in local village	no
5. History museum/Cultural Centre	yes	The history, culture & wildlife interpretive centre to be combined in one facility - must be easily accessible
6. Wildlife Interpretive centre	yes	Replace with sectional title developments aimed at the mid-market investor
7. Wildlife Residential Estate	no
8. Hunting Camp	yes
Activities
1. Sports, Adventure/Survivor centre	yes
2. Game viewing by boat, river cruises	yes
3. Eco-tourism, hiking, biking, 4x4, etc.	yes
4. Heritage tours	yes	To combine with interpretive centre in Pilanesberg

PNP and MGR received unprecedented growth in tourism in the past 2 years. Increasing demand shows substantial room for additional development in the form of the HP first phase extensions.

Based on the demand assumptions the HP will be able to attract 600 000 visitors in 2004. With an average compound growth of 2,5% per annum, the HP will be able to attract in the order of 720 000 visitors in the medium (5 to 10 years) and 850 000 visitors in the long term 15 to 20 years).

As a result of the additional demand the area will require an additional 950 rooms in the medium term and another 430 rooms in the long term. 20 % of future overnight demand will be derived from overseas visitors, while 45% will be derived from domestic visitors and 35% from conference visitors. Developments currently proposed by the private sector will add an additional 390 rooms in the market within the next 2 years, leaving space for around 560 new rooms between 2003 and 2010

Based on the above assumptions, the market surveys and the calculated tourism carrying capacities the following products are proposed:

1.9 Proposed MGR Expansion Products

Product	Proposed facilities
Luxury Lodges (2)	20 luxury private suites (40 beds) Restaurant Game viewing by boat and vehicle Cultural experiences in Molatedi Village
Mid-market Family Resort (1)	80 Lodge rooms (3-star - 160 beds); 40 self-catering units (3-star - 160 beds) ; Restaurants; and Conference facilities (160 delegates); Game drives & viewing by boat (sunset cruises, canoes, etc) Eco-tourism activities

1.10 Proposed PNP Expansion Products

Product	Proposed facilities
Mid-market Resort	80 lodge rooms (3/4 star - 160 beds) Conference (160 delegates) Restaurant Game drives
Mid-market Family Resort (1)	80 Lodge rooms (3-star - 160 beds); 40 self-catering units (3-star - 160 beds) ; Restaurants; and Conference facilities (160 delegates); Game drives & viewing by boat (sunset cruises, canoes, etc) Eco-tourism activities
Mid-market Family Resort	80 Self-catering units (3 star - 320 beds) 150 camping/caravan sites Recreation/eco-tourism facilities Restaurant & fast food outlet Self –drive wildlife viewing
Adventure Sports Centre	80 Rustic en-suite units (Stone or fixed tents - 160 beds) Adventure facilities (nature track for hiking, cycling, etc.) Conference facilities (4 separate halls accommodating 20 to 30 people each) Teambuilding facilities (high ropes, survivor game equipment, etc) Restaurant or communal catering facilities
Wildlife & Heritage Interpretive Centre	Indoor interpretation facility of +/- 1000m² Outdoor interpretation facility of +/- 1000 m² Restaurants & fast food outlets; Crèche; Lecturing facilities; Craft & curio selling outlets; and a small theatre for cultural demonstrations
Hunting Camp	4 en-suite units (8 beds) Communal catering facilities
Sectional Title Holiday Units	2 Phases of 40-50 units (200 beds)

2. MADIKWE AND PILANESBERG EXPANSION

2.1 Mission, Vision and Core Values

In support of the Board's overarching mission, the key objective of the Phase 1 Expansion of the HP is:

To contribute significantly to expanded conservation efforts and further economic growth and social upliftment in the region by capitalising on the conservation and tourism successes of PNP and MGR, especially it's strong branding in the market place and the present compound growth in market demand annually.

The above key objective is to be fulfilled by way of the following vision:

• To expand the conservation area and therefore the carrying capacity of PNP and MGR by adding significant portions of land.
• To meet increasing market demand, the existing nature based tourism products in PNP and MGR are progressively improved and expanded by the development of an enlarged wildlife area that ultimately links PNP with MGR.
• This expansion of both land and tourism product enhances the sustainability of "big five" wildlife populations while at the same time reinforcing PNP's and MGR's status as amongst Africa's premier wildlife tourism destinations.
• The development enjoys the understanding, appreciation and committed support of all the affected stakeholders, especially the adjacent communities and the mining companies active in the region.
• This understanding, appreciation and support is earned through innovatively integrating the needs and objectives of mining companies, wildlife conservation, tourism and rural dwellers by way of a progressive land use model that ultimately realises significant economic growth, social upliftment and heritage awareness.
• The achievement of the above continues to reinforce the reputation of the North West Province, both nationally and internationally, for increasing the percentage of land devoted to wildlife conservation through innovatively creating synergistic linkages between wildlife conservation and socio-economic development.

2.2 Spatial Plans for Madikwe and Pilanesberg Expansion

The boundaries of the proposed incorporation areas are based on the original phasing proposals, scenic attributes of the land and inputs from stakeholder representatives during public meetings, workshops and direct interviews; to develop the Madikwe and Pilanesbreg Phase 1 Expansion Plans below:

Map of Madikwe Expansion Plan Phase One

Challenges that were identified, that will need special effort and/or consideration, include the following:

• The legal dispute regarding the farm Lotteringskop and land claims at MGR.
• Molatedi Dam usage and management plan needs to be agreed with DWAF.
• Incorporation of land according to set cycles to avoid wastage of funds and efforts. " Enclave Study at Molatedi and Dinokaneng Villages to determine effect on community life.
• Integrated planning for the Interface Area incorporating PNP Exclusive Use Zones with community and private land before any developments or rights are agreed to due to land claims, community land ownership inside PNP and potential for game dilution.
• A cooperation strategy that will allow mining, conservation and tourism to coexist is needed. Some mines have already shown a strong interest in participating in this effort to find unique solution towards resolving the traditional battle between mining and conservation.
• Agreement on wildlife ownership and management in the Resource Use Zone.

Map of Pilanesberg Expansion Plan Phase One

3 MANAGEMENT POLICIES AND GUIDELINES

A set of management policies and guidelines were developed which integrates the current management plans for PNP and MGR, allowing a more uniform management regime for the future that will also facilitate seamless future integration. The Management Plan includes the following topics:

• Natural Resource Management
• Tourism Management
• Zoning
• Land Expansion and Incorporation
• Communication and Marketing
• Socioeconomic Development and Community Participation
• Infrastructure Management
• Role of the Private Sector

4. IMPLEMENTATION PLAN

4.1 Institutional Arrangement

The establishment and management of PNP and MGR have been based on a foundation of good partnerships between different stakeholders. Stakeholders therefore no longer remain commentators on the sideline but are active participants in decisions that have a direct affect on their future.

The future of the HP relies heavily on the successful establishment of working partnerships between the four main role players - the NWPTB (implementing agent), the communities and private land owners (contributors and beneficiaries) and private tourism operators (investors and operators) and a large variety of other partners and interest groups, such as local government, NGOs, provincial government departments, educational institutions, donors and special interest groups.

PNP is currently managed on a decentralised basis by the NWPTB whilst MGR is managed by a Section 21 Company of the NWPTB. None of this needs to change considering the fact that no new functions are added and that there is minimum growth in level of effort.

It is also recommended that the function of expansion facilitation and project management be carried out by a Steering Committee, that the facilitation activities and associated project management function be contracted on a medium-term (five year) contract and that specific tasks be outsourced to appropriate specialists on short-term contracts.

4.2 Financial Plan

The funding for Park developments will be sourced in accordance with the needs of the respective role players. The Board should merely act as a catalyst to stimulate tourism developments and community projects on behalf of provincial government. North West Province will therefore have to provide the funds to develop bulk infrastructure and to carry out the conservation functions of the HP on land under its custodianship. Additional funds will have to be procured from the local authorities or from loans according to the feasibility of each project for state land held in trust for communities.

The costs of facilitating the process of planning, liaison, public participation, capacity building, marketing, infrastructure development, investment procurement, fundraising and project management also need to be funded by the North West provincial government. The North West Province will also be expected to divert some if its departmental budgets towards the provision of bulk services, particularly with respect to improved access roads.

The NWPTB as a matter of policy will not assume any responsibility for facilitating the creation of tourism facilities if it does not have self-funding potential. In the medium term, it is expected that conservation and community programmes of the Board will be subsidised by tourism operations within the HP.

It is NWPTB policy that the private sector should provide and manage tourism products. The private sector is responsible for its own funding requirements.

The feasibility of land incorporation, i.e. testing the financial results of land owners (including the state) incorporating land; developing the basic management infrastructure; and letting the tourism opportunities to the private sector, was conducted.

4.3 Madikwe Expansion Phase 1 Results

The following graph summarises the Madikwe Expansion Phase 1 cash flow projections for all land agencies combined over the first ten years, for the full 43 000 ha proposed for incorporation, based on the following key assumptions:

• Present Value Factor of 8%
• CPI Factor of 7,5% for all capital and operating costs
• Escalation Factor of 15% on all game prices
• Incorporation of 12 000 ha under custodianship of NWPTB
• Another 21 000 ha incorporated voluntary by other land owners/beneficiaries

Cash Flow Graph for MGR Expansion – All Land Agencies

The results at present values are summarised as follows:

• Management Infrastructure cost is R23,0 million
• Value of private land incorporated is R34,5 million and escalates to R115 million after incorporation
• Value of game introduced over the ten year period is R43 million, 60% of which would have been retained progeny from MGR and the expansion area and 40% of which would have been introduced from elsewhere
• Value of the tourism infrastructure investments is estimated at R345 million
• Operating cost of the full incorporation area is R4,3 million per annum
• Lease income potential from tourism operations by year ten is R12,5 million per annum
• Game income potential by year ten is R5,3 million per annum
• IRR over 20 years is calculated at 12%

The future value of the privately incorporated land by year twenty is estimated at R454 million.

The future value of NWPTB game stocks by year ten is estimated at R151 million.

4.4 Pilanesberg Expansion Phase 1 Results

The following graph summarises the Pilanesberg Expansion Phase 1 cash flow projections (Refer Appendix 8) for all land agencies combined over the first ten years, for the full 43 000 ha, based on the following assumptions:

• Present Value Factor of 8%
• CPI Factor of 7,5% for all capital and operating costs
• Escalation Factor of 15% on all game prices
• Community acquires rights over 8500ha inside PNP and incorporates with an additional 2300 ha combined with 1700 ha from private sector to add 4000 ha to PNP
• Lebatlhane is expanded from 3500 ha to 7000 ha by the community
• An area joining the two properties of some 13000 ha is incorporated as soon as a cooperation agreement can be reached with the mines.

Cash Flow Graph for PNP Expansion – All Land Agencies

The results at present values are summarised as follows:

• Infrastructure cost is R16,2 million " Value of private land incorporated is R2,5 million and escalates to R8,5 million after incorporation
• Value of game introduced over the ten year period is R20,5 million, all of which would have been retained progeny from PNP and Lebatlhane plus the game on the expansion area itself and none would have to be introduced from elsewhere
• Value of the tourism infrastructure investments is estimated at R142 million
• Operating cost of the full incorporation area including the community land inside PNP is R2,4 million per annum
• Lease income potential from tourism operations is R6,1 million per annum
• Game income potential by year ten is R3,2 million per annum
• IRR over 20 years is calculated at 11%

The future value of the incorporated land by year twenty is estimated at R34 million and the future value of the game by year ten is estimated at R60 million.

4.5 Funding Plan

An innovative approach to fundraising in support of operational and developmental initiatives will be required throughout the implementation of Phase 1 expansions of the Heritage Park. Total financial self-sufficiency of the HP can be achieved if the Board is able to capitalise on all possible appropriate financial sources and can successfully rally and apply the collective resources of all HP stakeholders.

The key components for funding during the Phase 1 expansions will be; Infrastructure development and bulk services; game stocking and conservation programmes; and project facilitation and project management. From time to time, however the need may also arise to fund additional activities such as, operations; research and planning programmes; capacity-building and education initiatives; and marketing programmes.

Key funding agencies are the North West Province through the NWPTB (infrastructure, game stocking, bulk services and project facilitation), Bojanala District Municipality (infrastructure and bulk services on state land held in trust for communities), land owners (infrastructure on own land), private sector (tourism development and tourism and wildlife operations), NWPTB (wildlife management) and NGOs with relevant government departments (capacity building, empowerment and other social and environmental projects).

The following diagram reflects the proportionate contribution of each funding agency towards capital costs.

Contributions to Capital

 

4.6 Expected Socio-Economic Benefits

The total investment in the expansion of MGR and PNP over the next ten years is estimated to amount to R569 million of which North West government has to contribute R92 million (16%), which could;

• Leverage a further investment of R477 m into tourism infrastructure into the region
• Generate more than 1500 jobs in construction related jobs
• Create approximately 2600 (905 permanent direct and 1730 indirect) jobs in park and lodge management
• Over the first ten years generate a wage bill for temporary jobs in excess of R123m
• Deliver within the community a direct annual wage bill in excess of R32m pa by year ten

The Figure below reflects the expected investment contribution of each party.

Total Investments

4.7 Marketing Plan

The marketing objectives of the Heritage Park are;

• To develop and create a new branding for the Heritage Park project, which includes appropriate logo’s, slogans and marketing material;
• To create awareness and support amongst donor agencies in the conservation and rural development arena;
• To create general awareness and interest from the South African tourism industry in the Heritage Park Projects and its future product offering;
• Raise the profile of the North West Parks & Tourism Board as a tourism development facilitator within the North West region and gain positive support from the industry;
• Effectively run a promotion programme for the Heritage Park project, selling identified investment opportunities for future development;
• Establish effective communication channels and information base to implement potential investment opportunities.

It is important that the market is not confused between investment promotion and destination marketing, therefore it is recommended that: " a generic investment prospectus or portfolio of investment opportunities be developed for the Heritage Park; and " the investment promotion for the Heritage Park corresponds with its proposed destination marketing.

Through conducting a SWOT analysis the unique selling features of the Heritage Park was captured as follows:

USP’s

• Strongest wildlife, leisure and entertainment destination close to main markets;
• One of the most popular wildlife destinations in South Africa;
• Tourism products perform above average;
• Most successful conference wildlife destination in South Africa;
• Ability to attract a wide spectrum of the market;
• On the forefront of conservation in South Africa;
• Real investment opportunities.

These USP's of the Heritage Park should be utilised to develop a branding message that would capture the imagination of investors. The brand basis for the Heritage Park can be summarised as follows:
" …An outstanding wildlife, leisure and entertainment destination a stone's throw from the major economic centres"

4.8 Empowerment Framework

A draft empowerment framework served in various forms of drafts and culminated in two workshops that were attended by representatives / delegates drawn from the communities affected by the Heritage corridor on the 2nd and 3rd September 2003, in Pilanesberg and Molatedi, respectively.

The resulting framework should be read in conjunction with the Community Based Tourism Strategy produced for the North West Parks & Tourism Board in January 2003. That strategy shows clearly certain policy approaches and some content that is also relevant for this framework as the issues addressed are fairly overlapping.

The North West Parks & Tourism Board undertook to be the driver of this framework and to see it as part of their strategic thrust, within the workshops, when the undertaking to the prime movers to implement the framework was agreed. Prioritisation and time framing was also said to be best left for the implementation stage.

It is however essential that awareness and capacity building takes place to enable recipient communities and supporting local authorities to make informed decisions; to fully and beneficially participate in the process of development and procurement of investors and operators; and to optimally derive benefits from such developments.

4.9 Investment Procurement Plan

The North West Parks and Tourism Board when acting as facilitating agent for procuring investments on state land are bound by the guidelines of the National Treasury for the formation of PPPs (Public-Private Partnerships).

According to National Treasury, PPPs remain a relatively new phenomenon in South Africa that can take many forms. A PPP has three essential elements: " A contractual arrangement " Substantial risk transfer " Outcome-based financial rewards

The National Treasury's PPP Manual provides a useful Strategic Framework that "aims to create an environment for PPPs, which requires a consistent policy message from the government, supporting legislation reform, capacity enhancement and institutional mechanisms to enforce the Treasury Regulations and promote such partnerships". This Strategic Framework is used as a basis for recommending an implementation strategy for procuring PPPs for the Heritage Park.

In the case of the Heritage Park, the contractual arrangement will be in the form of leases and concessions granted to successful bidders at a fee for providing accommodation or game viewing-related activities to visitors on a BOT (Build Operate and Transfer) basis over a predetermined period.

Although NWPTB has substantial experience in procuring investors and operators for tourism opportunities on NWPTB estate, it will be necessary to involve National Treasury in the setting up of a procurement process to ensure full compliance with the latest regulations. It is also essential that a Transaction Advisor is appointed timeously to provide the necessary assistance to the NWPTB and recipient communities for the planning and implementation of this process. The Project Manager for the Expansion Facilitation Process could fulfil this function as the two functions overlap to a fair degree.

4.10 Implementation Programme

The following is a proposed Implementation Programme based on the recommendations in the Business Plan:

ACTION	2003	2004	2005
PROJECT MANAGEMENT
Secretarial services to Steering Committee
General Project Management
Budgeting
Obtain government funding
Provide stakeholders with awareness through study tours
Obtain approval for Business Plan
ToR and funding for a Communication Plan
Assist Pilanesberg National Park with Impact Study
ToR and funding for a Mining Cooperation Strategy & supervise
ToR and funding for an Enclave Study for Molatedi village & supervise
ToR and funding for PNP Wildlife Interpretation Facility & supervise
ToR and funding for peripheral developments & supervise
ToR and funding for empowerment facilitation & supervise
ToR and funding for Entrepreneurial Development & supervise
ToR and funding for Public Participation & supervise
ToR for Transaction Advisor
Tender infrastructure and game translocation contracts
Facilitate integration of Molatedi Dam into MGR plans
Facilitate integration of PNP plans (private sector, community, NWPTB)
Negotiate Molatedi Dam land transfer, -management, -usage & zoning
Prepare procurement documentation & facilitate process
Supervision of consultants on various studies and services
Detailed Programmes for each year
Appoint Project Team (Steering Committee)
Negotiate incorporation land for 2005 - 2008
Assist with the establishment of land owner associations
Tender detailed planning contracts for infrastructure
Supervise detailed spatial and design plans for infrastructure
Establish institutional instruments (secretariat, land owners association, etc)
Supervise infrastructure and game translocation contracts
Facilitate procurement process for private investors and operators
PUBLIC PARTICIPATION
Facilitate public participation & final buy-in
Capacity building communities, local government and private sector
LIAISON SERVICES
Obtain commitments and buy-in from all key stakeholders
Obtain government commitments for support & infrastructure
Procure NGO funding
Facilitate integration of cultures into new community-based tourism products
Awareness programmes
Assist with expediting land claims and rights
Facilitate empowerment
Liaise with land owners, mines, governments, communities & private sector
MARKETING
Launch
Branding and marketing
Packaging tourism products

Before effect could be given to this Plan, it is essential that provincial government, the NWPTB, the local authorities, the affected communities and the land owners give their final commitment to the project. This will specifically include commitments for funding by the North West Province and the Bojanala Platinum District Municipality.

5. CONCLUSION

The Heritage Park has been a dream of the people in the Pilanesberg / Madikwe region for a number of years and much expectation has been created. Stakeholders have thoroughly investigated their options and are in agreement that the project has much merit and will bring substantial benefit to them and the region.

With current tourism demands souring and tourism products at Pilanesberg and Madikwe having reached saturation levels, the expansion of Pilanesberg and Madikwe with the eventual aim of linking the two via a corridor, is regarded as very feasible. The North West Parks and Tourism Board have proven their capacity to develop and operate projects of this nature and the expected benefits from this project are substantial. It is therefore regarded as an important socio-economic stimulant that will provide much-needed diversification of the local economy, by building onto the successes of Pilanesberg National Park and Madikwe Game Reserve.

The NWPTB, true to tradition, is once again at the forefront of community-based conservation with a number of innovative concepts, by; i) making major contributions towards the economic growth and social upliftment in the region by capitalising on the tourism successes of its Protected Areas and expanding its unique management models to adjoining private and community land; ii) empowering adjoining communities by carrying out a facilitation role on behalf of and to the benefit of land owners where land ownership and land rights will be further entrenched for such participants; and iii) developing a cooperation strategy that will allow the coexistence of mining, conservation and tourism; where mining is a principle socioeconomic contributor to the regional economy.

The opportunity is ripe, the potential is certain, all stakeholder groupings are keen and the benefits are manifold.

Therefore, the question is not whether the North West Province can afford to do this project; but rather whether they can afford to let this opportunity pass, by allowing the potential benefits of a growing tourism demand to manifest itself elsewhere.