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The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
The Business Case for Responsible Tourism
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The Business Case for Responsible Tourism

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Presented at the Responsible Tourism in Cities Conference, 6 May 2011. Presenter: Pierre Voges, CEO, Nelson Mandela Bay Development Agency

Presented at the Responsible Tourism in Cities Conference, 6 May 2011. Presenter: Pierre Voges, CEO, Nelson Mandela Bay Development Agency

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  • 1. RESPONSIBLE TOURISM IN CITIES LOCAL ECONOMIC DEVELOPMENT THROUGHURBAN RENEWAL AND TOURISM: AN APPROACH FOR COMPETITIVE URBAN RENEWAL AND RESPOSIBLE TOURISM IN PORT ELIZABETH TWO CASE STUDIES 6 May 2011 Durban
  • 2. Moving Out of the Financial Crisis;“No Income, No Job, Asset Less”
  • 3. Port Elizabeth and the Mandate Area of theMandela Bay Development Agency
  • 4. The Mandela Bay Development AgencyLocal Spatial Development Framework Area
  • 5. Two Visions for the Harbour• Expanded auto & container freight on • Waterfront development over southern vacated tank farm & manganese land portion of the harbour• No allocation of land beyond Southern Ports • Continued vehicle freight and fishing Agreement related activities in northern portion of the• Environmental, safety and access harbour constraints on Southern Port land means • Waterfront and city integration that development options are very limited
  • 6. Responding to the broad market: Living Standard Measurement Total Population 2007 – 1,088,839 MBDA Precinct
  • 7. Background ?
  • 8. Background A THIRD WAY
  • 9. Sectoral contribution to GrossDomestic Product (GDP) in Nelson Mandela MetroSectoral contribution to Nelson Mandela Metro’s GDPR 1995-2007 (constant 2000 prices)The Metro’s economy is dominated by the tertiary sector, (tourism and real estate) contributing 64% tothe GDP, the secondary sector mainly automotive) 35% and theprimary sector (mining) only 1 %.
  • 10. Stability of Sectors Figure 2: Year on year % change in growth rate (constant 2000 prices) of sectors in Nelson Mandela Metro The tertiary sector is the most stable, and has shown the most consistent positive growth, where the secondary sector is highly volatile
  • 11. What does the City want?What can it absorb? Contextual Sector analysis analysis Office Market Market size Comparative analysis of Market market size Retail Market performance Market profile Residential Market Market gaps Economic base analysis Investment Tourism market opportunities Leisure/Sport market Culture & HeritageConsumer market market profile
  • 12. The Political Enviroment
  • 13. The Plan
  • 14. CASE STUDY ONE SEMI-PEDESTRIANISATION OF GOVANMBEKI AVENUE (THE CBD MAIN STREET) Economic, social and environmental
  • 15. Govan Mbeki Avenue Market Research:Where do people come from? 65% 22% 13%
  • 16. Govan Mbeki Avenue: MarketResearch: How do people travel? Minibus Taxi 55% Bus 7% Car 17% Walk 19% Train 2%
  • 17. “Money in muck”approach…
  • 18. KEY FINDINGS
  • 19. CASE STUDIE TWOTHE REDEVELOPMENT OF THE DONKN RESERVE (A HERITAGE PROPERTY) Economic, social and environmental
  • 20. Theeconomicsof art
  • 21. The Donkin Project
  • 22. Democrac y Commission: T ANTHENAEU S Commission: DONKIN existing M Elections NEW MOSAIC T NMMU S T S Commission: CONTOUR PATH, AMPHITHEATRE, Commission: 76 TWHITES RD WALL uprisings S NMMU T Commissions: WRAP MARKTING TS, S Rivonia St MARY’sSTEPS, Trial NMMU Womens NMMU March Emerging Artwork with link to SouthNMMU End Museum and Hindu Temple boyhood NMMU Artwork with link toNMMU Uitenhage Commission: LINK Birth Artwork with link to EPSAC NMMU ? NMMU Banner reproductions of Commission: Campanile artworks in Red Location (RORY needs advice/ ? NMMU guidance) Route marker with 67 elements T - Way-finding S - Labels - Signage
  • 23. JETTY STREET WALKWAY
  • 24. Welcome Carpet – Lisbet Demeyer
  • 25. SITE WORKS THE FLAG – POSITION,SCALE AND PROPORTION
  • 26. CONCLUSION
  • 27. QUESTIONS?

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