adminStephen Ephraem
TOURISM hinges on communal possessions like natural resources and culture. For tourism to development further, the public sector should find ways of collaborating with the private players. Under such an arrangement, how can each associate work?
The Public Sector
The public sector refers to the national government and its many wings like ministries, departments, local government authorities and public businesses (parastatals). The State administration is responsible for the establishment of key bodies such as Zimbabwe Tourism Authority for tourism development and Zimbabwe Parks and Wildlife Management Authority for wildlife protection and management. The central government should also play a leading role in marketing and promoting tourism destinations within the country.
The public sector should be able to define its tourism goals so that the private sector can be able to see where it can contribute. Most national parks and game reserves in Zimbabwe operate to promote protected area management and conservation. The private sector should not drive away from the public sector’s objective.
Local government has the obligation to develop basic infrastructure like roads, airstrips, business centres, communication networks, waste management and clean water supply. It should also train and support local communities to be able to host tourists through cultural development programmes.
It is sad that most local governments (municipalities, town councils and rural district councils) in Zimbabwe are lagging behind on culture promotion. Most local authorities have a sleepy or no cultural policy at all. Surprisingly, they are the ones who have a direct contact with the communities. Isn’t it impressive for a local government to be popular with culture and tourism development than being well known for levy collection only?
The Government of Zimbabwe should be commended for introducing a distinct Ministry of Rural Development, Preservation and Promotion of Culture and Heritage. In response, local governments should complement national government efforts in promoting local culture, so tourism.
Since the concept of community-based tourism or rural tourism enterprising is the in-thing, it is important that the public sector put the community first when formulating partnership policies and guidelines.
The Private Sector
The private sector comprises local, international, individual or family business firms. These can be roped in to provide capital and human resources for the development and management of CBT enterprises such as eating houses, lodges, retail shops and transport (road and air). Private conservancies, in addition to conservation, strive for cultural development and community development.
NGOs play an imperative role in the development of CBT enterprises. They can fund community tourism participatory programmes like financial management, planning, research, behaviour change (environmental awareness) and monitoring of progress. The NGOs should regularly give feedback to the national government on the progress made in the partnership.
The partnership
Taking the route of public-private partnership is the foundation of sustainable tourism development. Collaboration is built on trust. Each stakeholder should be guaranteed that the relationship works towards the accomplishment of its goal. Dialogue should always flow in order to outmanoeuvre suspicion.
The partnership should lay down principles, benefits and tourism product development programmes.
The Mahenye community in Chipinge district, referred to in our preceding article, is a clear example of beneficiaries of a CBT enterprise due to a public-private partnership. The public sector (Gonarezhou National Park, Chipinge Rural District Council and CAMPFIRE Association and the private segment Clive Stockil of Chilo Safaris and Africa Sun Hotel Group established both Mahenye and Chilo Gorge Safari Lodge under the concept of CBT.
Although Mahenye Safari Lodge is now defunct, the tourism partnership’s chief goal for the two projects was poverty alleviation for the Mahenye community.
The people received a considerable share from the profit made by the development partners. In addition, the workforce at the luxurious lodges was mainly to be drawn from the locals.
The potential of having more public-private partnerships to promote rural tourism is very great. A public-private partnership is required to transform Chibasani Falls into a CBT enterprise. The falls are along Changazi River in Ngaone communal lands in Chipinge. Whoever the public sector shall partner as the private player should not run away from the concept of community development.
As we wait for the Chibasani project to kick start, what challenges of rural tourism should be expected? The forthcoming article shall answer the question.
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