Tourvest Destination Management Guiding Training Manual

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Tourvest Destination Management Guiding

Training Manual

http://www.guideacademy.co.za/

National Certificate in Tourism: Guiding NQF 2

Table of Contents OVERSEE ARRIVAL AND DEPARTURE OF CUSTOMERS ......................................................... 5

MEETING AT THE AIRPORT ............................................................................................................... 5 Greeting signs ........................................................................................................................... 5 Luggage ..................................................................................................................................... 5 Air Tickets/Passports: ................................................................................................................ 5 Groups - large and small: .......................................................................................................... 5 Relaxing Clients ......................................................................................................................... 5 Recognizing interests ................................................................................................................ 5

CHECK-IN AND CHECK-OUT AT HOTELS ............................................................................................. 6 Luggage ..................................................................................................................................... 6 Room lists .................................................................................................................................. 6 Hotel layout ................................................................................................................................ 6 Important times at the Hotel ...................................................................................................... 6

CARING FOR CUSTOMERS ........................................................................................................... 9 TOURIST GUIDES TOOLS .................................................................................................................. 9 DUTIES OF A TOURIST GUIDE ........................................................................................................... 9 STUDY ITINERARY ............................................................................................................................ 9 TIMING ............................................................................................................................................ 9 CHANGES TO ITINERARY OR ROUTE .................................................................................................. 9 INTERACTION OF GUIDE AND TOUR LEADER .....................................................................................10

Tour leader duties....................................................................................................................10 Guide’s duties ..........................................................................................................................10

COMMUNICATION WITH THE TOUR GROUP .......................................................................................10 DO’S AND DON'TS OF GUIDING ........................................................................................................11

Do’s .........................................................................................................................................11 Don'ts .......................................................................................................................................12

YOU ARE THE KEY ..........................................................................................................................12 PROBLEM HANDLING ..................................................................................................................13

LOST LUGGAGE .............................................................................................................................13 At a Hotel .................................................................................................................................13 At an Airport .............................................................................................................................13

COMPLAINTS FROM CLIENTS RE: .....................................................................................................13 Previous guide .........................................................................................................................13 Hotels ......................................................................................................................................13 Itineraries .................................................................................................................................14

SICKNESS .....................................................................................................................................14 ACCIDENT .....................................................................................................................................14 MUGGINGS AND THEFT ..................................................................................................................14 CLIENT AGGRESSION .....................................................................................................................14

Steps to be taken are: .............................................................................................................14 INTRUDERS OR "HANGERS ON" ......................................................................................................14 BREAKDOWNS ...............................................................................................................................14 EMERGENCY ACTION IN CASE OF A DEATH ON TOUR .........................................................................15 BURIAL OR CREMATION IN SOUTH AFRICA .......................................................................................15 CREMATION IN SOUTH AFRICA & EXPORTING OF ASHES TO HOME COUNTRY .....................................15 EXPORTATION OF BODY TO HOME COUNTRY ....................................................................................15 DOCUMENTS REQUIRED .................................................................................................................16

CONDUCT A GUIDED EXPERIENCE WITH CUSTOMERS ........................................................18 CONTRACT ....................................................................................................................................18 BRIEFING AND DEBRIEFING .............................................................................................................18 EXPENSES AND PETTY CASH ..........................................................................................................18

Telephone calls .......................................................................................................................18 LOG BOOKS / PORTFOLIO ...............................................................................................................18 TOUR REPORTS .............................................................................................................................18

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TOUR ANALYSIS PROJECT .............................................................................................................19 OPERATE WITHIN THE NATIONAL AND INTERNATIONAL FRAMEWORK ............................19

CONTRACT BETWEEN TOUR OPERATOR & GUIDE ............................................................................19 SARS & INCOME TAX ....................................................................................................................19 INDEMNITY FORMS.........................................................................................................................19 TRANSPORT LAWS .........................................................................................................................19

Professional Driving Permit .....................................................................................................19 Procedure ................................................................................................................................19 General ....................................................................................................................................19 Vehicle .....................................................................................................................................19 Vehicle .....................................................................................................................................19 Driver .......................................................................................................................................20 Rental Vehicles ........................................................................................................................20

DEMONSTRATE AN UNDERSTANDING OF SOCIETAL ETHICS .............................................21 CLIENTS INTERESTS ARE PARAMOUNT ............................................................................................21 GRATUITIES ..................................................................................................................................21 COMMISSIONS ...............................................................................................................................21 EXPENSES ....................................................................................................................................21

Hotels/meals ............................................................................................................................21 Portage ....................................................................................................................................21

DRINKING, SMOKING, OFF JOKES, BAD LANGUAGE ............................................................................21 HOURS OF WORK ...........................................................................................................................21 DRESS ..........................................................................................................................................22 IN KOMBIS AS DRIVER/GUIDE: ..........................................................................................................22 IN COACHES AS GUIDE: ..................................................................................................................22 CLEAN VEHICLE.............................................................................................................................22 BASIC MECHANICAL KNOWLEDGE FOR GUIDES WITH A PDP ..............................................................22 VEHICLES ......................................................................................................................................22

WORKING WITH PEOPLE WITH SPECIAL NEEDS ....................................................................23 MAINTAIN OCCUPATIONAL HEALTH AND SAFETY ................................................................24 ORGANISE ONESELF IN THE WORKPLACE .............................................................................24 ANALYSE AND UNDERSTAND SOCIAL ISSUES ......................................................................25 CONTRIBUTE TO SUSTAINABLE TOURISM IN SOUTH AFRICA .............................................28

NATIONAL RESPONSIBLE TOURISM DEVELOPMENT GUIDELINES FOR SOUTH AFRICA .........................29 1. Guiding Principles for Economic Responsibility ...............................................................29 2. Guiding Principles for Social Responsibility .....................................................................32 3. Guiding Principles for Environmental Responsibility ....................................................36

2002 THE INTERNATIONAL YEAR OF ECO-TOURISM .........................................................................37 FUNCTION IN A TEAM ..................................................................................................................40

TECHNIQUES FOR WORKING EFFECTIVELY IN A TEAM ......................................................................41 1 Have A Positive Attitude And Behaviour ..........................................................................41 2 Value Others ....................................................................................................................41 3 Treat Everybody Equally ..................................................................................................41

MAINTAIN EFFECTIVE WORKING RELATIONSHIPS ..............................................................................42 DEALING WITH CONFLICTS OR INTERPERSONAL PROBLEMS .............................................................42 GUIDELINES FOR CONFLICT RESOLUTION .......................................................................................43 COMMUNICATE ESSENTIAL INFORMATION ACCURATELY ...................................................................44

OPERATE IN A BUSINESS ...........................................................................................................45 CONTRIBUTE TO INFORMATION ON HIV/AIDS ........................................................................46

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Chapter 1

In this chapter: Oversee Arrival and Departure of Customers

Caring for Customers

Problem Handling

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Chapter 1 OVERSEE ARRIVAL AND DEPARTURE OF CUSTOMERS

Meeting at the Airport Ensure that you arrive at the bus depot (or airport) early enough for last minute preparations i.e., clean windows, check P A system etc. Ensure you have enough fuel and that tyres are still hard. Check flight times and make sure that return flights are confirmed when leaving the airport.

Greeting signs A greeting sign gives a professional touch and makes locating the tour manager, small groups or couples much easier, especially at a large airport. Wait for them at the correct passenger arrivals gate. Try to identify your group. This is achieved by looking for cameras, dress, nationality etc. Ask for the Tour Manager and introduce yourself. Ask how many pieces of luggage there are, locate them and supervise the loading into the coach. (Any missing pieces will be your responsibility).

Luggage At airport or hotel have passengers and baggage doors open in advance. If at night have inside lights on. Always check with tour manager or clients as to the number of bags/cases they have. Count them before leaving airports or hotels and again on arrival at hotels or airports. Beware of added luggage as a result of shopping on the way. Start a luggage system for you to keep track of luggage and control it in and out of the hotels. (Stickers or tags etc.)

Air Tickets/Passports: Check that departure times on tickets are the same as your itinerary - a discrepancy or change could mean missing a plane. When departure involves an international flight, remind passengers the previous evening to have their passports available. Be aware that guests, who need a visa for South Africa, should have a multi-entry visa if their tour goes through Swaziland. Check before going into Swaziland. Make copies at your first stop at the hotel in case of lost items, or make your own list of passport and air ticket numbers, or get a copy of the list from the Tour Leader.

Groups - large and small: A large group will usually be accompanied by a tour manager who should take responsibility for the groups' wellbeing. Your task will be to guide and inform. Assist the tour manager where possible. Hand the Tour Manager his copy of the itinerary and discuss it with him/her as soon as possible Small groups are far more demanding on you as you must take full responsibility for the clients' wellbeing.

Relaxing Clients Assure clients that all arrangements are made and that you will be looking after them for the duration of their stay, be cheerful and reassuring. Your body language will do more than words to put your clients at ease.

Recognizing interests Try to establish if there are any special interests. If so and if you can, give these interests special attention. Do not do so at the expense of others in the group that may have other interests.

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Check-in and check-out at Hotels

Luggage Assist porters at hotels with identifying luggage and ensuring that the correct room numbers are marked on all luggage. Ensure that luggage is guarded when being loaded/unloaded outside hotels or airports.

Room lists Ensure that hotel room lists correspond with your name list and assist with changes if necessary. Obtain a corrected copy for tour manager and yourself.

Hotel layout Advise clients of hotel layout, lifts, dining room, bar, pool, etc. If it is your first visit find out on arrival and pass on to clients.

Important times at the Hotel Before arriving at the hotel, the following times should be arranged with the Tour Leader and the Group, and the Guide should ensure that clients take note of the arranged times: Dinner time: Groups often like to have dinner together, so arrange a suitable time Wake-up time: make it fit with the day’s program, earlier or later, inform the Hotel and ensure that

each guest gets a wake-up call. Bags down time: usually handy to make it the same as breakfast time, so Hotel staff can bring bags

down to the bus in time for checking and at least 30 mins before departure time Breakfast time: allow about 45 mins after wake-up call, but adjust according to the group’s needs Departure time: About 30 mins after breakfast time, and make sure clients know what time the bus will

leave. Questions: 1.1 Explain what you would do to assure that the information of arrival and departure of the customers is

in order.

............................................................................................................................................................ ............................................................................................................................................................ 1.2 If it was wrong or if there are delays what do you do?

............................................................................................................................................................ ............................................................................................................................................................ 1.3 List the important information needed to check flights in?

............................................................................................................................................................ ............................................................................................................................................................ 1.4 List the important information needed to check flights out?

............................................................................................................................................................ ............................................................................................................................................................ 1.5 Explain how you would greet your customers at the airport.

............................................................................................................................................................ ............................................................................................................................................................ 1.6 What would you tell your customers when they arrive?

............................................................................................................................................................ ............................................................................................................................................................ 1.7 How would you handle missing luggage? ............................................................................................................................................................

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............................................................................................................................................................ Draw up a checklist to see if you have made all the arrangements needed before the customers arrive. PRACTICAL FOR OVERSEE ARRIVAL & DEPARTURE OF CUSTOMERS Most Tourists and Tourist Groups arrive at Johannesburg International Airport, and Tourist Guides should know the why and how of meeting Tourists at this Airport. Many Groups also depart from JIA, but also from Cape Town and Durban International Airports. Guides should therefore also know the procedures for arrival and departure from all these airports. Since JIA is situated close enough for doing a practical visit, Learner Tourist Guides are expected to visit the Airport on their own and in their own time, to find out how everything works. If anyone should have the chance to visit CTIA and/or Durban, the same procedures should be investigated there, and the knowledge shared with fellow Learners. Use the following questions to investigate the procedures at the airports, and supply answers to the questions, which should be handed in with the Workbook: ARRIVAL: Questions: 1.8 How will you find out beforehand at what time your Pax’s flight is expected? ............................................................................................................................................................ ............................................................................................................................................................ 1.9 Where can you park your private vehicle, long term and short term? ............................................................................................................................................................ ............................................................................................................................................................ 1.10 Where can you park your Kombi while waiting for the arrival of your Pax? ............................................................................................................................................................ ............................................................................................................................................................ 1.11 Where will you find your Bus and Driver should you be conducting a Group tour? ............................................................................................................................................................ ............................................................................................................................................................ 1.12 How would you find out at which terminal your Pax will appear? ............................................................................................................................................................ ............................................................................................................................................................ 1.13 Where would you get Porters from to take your Pax’s luggage to your vehicle? ............................................................................................................................................................ ............................................................................................................................................................ 1.14 How would you recognize and find your Pax? ............................................................................................................................................................ ............................................................................................................................................................ 1.15 Where do you find lost luggage? ............................................................................................................................................................ ............................................................................................................................................................

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1.16 How would you handle the luggage to ensure that you do not lose any pieces? ............................................................................................................................................................ ............................................................................................................................................................ 1.17 Where would you have your Pax gather until you are sure that everybody is accounted for? ............................................................................................................................................................ ............................................................................................................................................................ 1.18 How would you know you have all your Pax? ............................................................................................................................................................ ............................................................................................................................................................ 1.19 What amenities would you point out to your Pax immediately after they arrive? ............................................................................................................................................................ ............................................................................................................................................................ 1.20 Describe the route to get your Pax to your vehicle, either Kombi or Bus. ............................................................................................................................................................ ............................................................................................................................................................ 1.21 How do you ensure that you have all the luggage? ............................................................................................................................................................ ............................................................................................................................................................ 1.22 Who do you tip for the porterage, and how much? ............................................................................................................................................................ ............................................................................................................................................................ DEPARTURE: 1.23 Where do you park your Kombi while dropping off your Pax? ............................................................................................................................................................ ............................................................................................................................................................ 1.24 Where does the bus park to drop off Pax? ............................................................................................................................................................ ............................................................................................................................................................ 1.25 How do you get your Pax and luggage to the departure terminal? ............................................................................................................................................................ ............................................................................................................................................................ 1.26 Where do you take Pax to claim back VAT on their purchases? ............................................................................................................................................................ ............................................................................................................................................................ 1.27 On what amount spent can they claim back VAT? ............................................................................................................................................................ ............................................................................................................................................................ 1.28 Where do you book your Pax in for the correct flight? ............................................................................................................................................................ ............................................................................................................................................................ 1.29 How far can you accompany your Pax into the departure terminal before you must turn back? ............................................................................................................................................................ ............................................................................................................................................................ 1.30 How would you find out if you need to accompany your Pax into the terminal?

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............................................................................................................................................................ ............................................................................................................................................................ 1.31 How do you book in weapons for hunters? ............................................................................................................................................................ ............................................................................................................................................................

CARING FOR CUSTOMERS

Tourist Guides Tools Well planned and detailed itinerary and flight timings Well-maintained and clean vehicles. Efficient and loyal back up from the tour operator. Ensure that an after-hours telephone number is

available. A fair wage. Maximum available information in respect of clients and when applicable, the tour manager. Petty cash or float for entrances etc. To be checked on receipt and accounted. Documented expenses to

be balanced with float and handed in with all receipts and change at the end of the tour. Pre-purchased entrance tickets/vouchers where applicable. Rooming List, room types per Pax. List of phone numbers for places to be visited and contact numbers and names. Emergency telephone

numbers, in case of a problem - breakdown, ambulance, police, contact person’s cell phone number etc. Maps and directions for places to be visited. Reference material for referral when tour members ask questions. Where possible the operator will require you to carry your own cell phone. They will bear the cost of all

tour related calls for the duration of the tour. Torch Alarm clock Extra batteries Prestik

Duties of a Tourist Guide To provide a professional service. To present South Africa, a specific area or areas and the tourism industry. To recognize clients’ interests and ensure that they enjoy themselves. To provide interesting and factual information in a friendly and entertaining manner. To enjoy what you do and at the same time earn an income. To behave with integrity and in a professional manner in all that you do. To handle people and situations objectively, with tact and in a friendly but efficient manner.

Study itinerary Make sure all the details have been included on the itinerary such as:

• Arrival and departure times of aircraft; trains or boat trips; • What you as the guide are responsible to pay for or arrange en route; • Number of passengers; • Names of passengers with or without a tour leader;

Timing Large groups in coaches take much longer to board and leave the vehicle than a small group in a kombi. Kombis are faster than coaches. Take this into account when deciding on timing. A 50km mountain road can take as long as 100km of open road. Photo stops take time, allow for them!

Changes to itinerary or route Advise affected parties of changes made after having obtained permission of operator. Do not add unnecessary kilometres to your journey, the tour costing will be affected.

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There are only 3 reasons for deviation:

• Safety • Emergency • Operator’s instructions.

Interaction of guide and tour leader To cover this, it is necessary to understand each person’s duties.

Tour leader duties This must be discussed at the beginning of the tour To organize the practical side of the tour, e.g. the hotel check-in, checkout. To ensure luggage is

collected and ready at departure. To act as the liaison between the group and the guide. To find out from the guide, times of departure etc., and to communicate this to the group. To look after the general wellbeing of each individual in the group. To see to personal problems of group members e.g. find a doctor if needed, report lost or damaged

luggage off flights. In the case of an unusual foreign language, to act as interpreter of guide’s information to the group. To inform the group of future arrangements e.g. meeting time and venue for dinner etc.

Guide’s duties • To impart the information about the places visited to the group. • To ensure the punctual procedure of the tour. • To organise entrances to places of interest etc. • To ensure that what is included in the tour itinerary is delivered. • To assist with check-in, check out of the hotels/airports etc. • Take responsibility for the loading and unloading of all luggage and ensure all luggage is accounted for. • To work in co-operation with the driver at all times. • To perform all the duties of the tour manager/leader as listed above, if there is no tour leader. To this end, it is very important that the guide and tour leader work together to ensure the smooth running of the tour. The guide should follow the tour leader’s advice in terms of what the group’s interests are. For the duration of the actual tour the guide must be in complete control. H/she must make the decisions as to departure times, itinerary, duration of stops, etc. H/she must have exclusive use of the microphone to communicate with the group and to allow the tour leader to use this only when the guide does not need to talk to the group. Under no circumstances must the tour leader be allowed to take over the running of the tour. If this causes any conflict - the guide must discuss the matter with the Tour leader away from the group and at the first possible opportunity. The guide must ensure that h/she is acting in the best interests of the group and not following his own wishes or those of the tour leader.

Communication with the Tour group Ensure that you talk clearly and audibly at all times. Check that everyone on the bus can hear and understand you. To maximize the success of the tour it is important to be “in tune” with the group at all times. Ensure you are providing the information on places visited that the group wants, not just what you feel they should see. Get feedback from guests collectively or individually to find out how they are enjoying the tour, or chat about what you can do for them.

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Encourage their participation by asking them questions and making it easy for them to ask questions. At all times, be aware of people’s body language, it tells you much more than what they say. This will help you to tell if they are bored; tired; getting agitated, etc. At all times, respond to their mood. • If they are tired - stop for a rest or cup of coffee. • If bored entertain them. • If they are getting irritated - remove the cause of the irritation, e.g. if you are wasting time get moving. • Remember regular comfort stops Inform the group every evening of the next day’s program. At the start of the tour, you must brief the group carefully on what they should do, in the event of getting lost or separated from the group. Set prearranged meeting place and time, each time the group leaves the bus and ensure everyone is fully aware of this rendezvous. Make an alternative plan in the event of this not happening. This plan will vary with the circumstances, but usually, it will be to meet back at the hotel or at the next arrival point of the group. Any expenses incurred will be for the clients account. Never shout: if in a busy street or noisy venue take them aside.

Do’s and don'ts of guiding

Do’s • Always be punctual. Never arrive later than the time you have told the group to meet. • Always check your arrangements for the following day and reconfirm them with the Operator/Driver/Tour

Leader. • Establish a good relationship with the tour manager or leader of the group. • Communicate freely with him and keep him informed of the program. • Take note of his requests for what is best for the group, but be firm and assertive about what is practical,

if he wants to make changes. • Always remember to confirm all bookings, lunches, special tours, wine tasting etc. Remember to book

special meals if applicable. • Always make sure to pack your sense of humour - it is the most important piece of equipment to have

with you always. • Always check your facts before passing them on to the group. They soon lose confidence in you if you

give them incorrect information. • Build up good, respectful relationships with all the people with whom you work while on tour. This

means, drivers, hotel staff, etc. They are invaluable to you, and if they decide not to be helpful, your task becomes much more difficult.

• Try to learn as much as you can about the operator as a company and about the products they sell, as you are likely to be asked questions by the group.

• Look out for any brochures or pieces of information or maps to give the group as you go along - they always appreciate it.

• Be flexible. Sometimes incoming lists prepared beforehand need to be changed to accommodate certain members of the group - maybe a bit more work for you, but the reward of happy passengers will be worthwhile.

• Keep showing an interest in the independent members of the group. Even if they prefer to do their own thing, it is important that you show concern.

• Make sure passengers always check that their luggage is present before you start to load the bus. • Make sure you advise passengers in good time of any changes to the itinerary. If this happens please

write memos to everyone or place on a notice board, if applicable, as well as communicating verbally. • Be sympathetic if anyone is ill or has a particular problem, even if you feel they are overreacting. It may

well be very important to them. • Mix with your group and join in the fun - but know when to hold back. There comes a time at the party

when, as a Guide you must pull back and remain an impartial onlooker, ready to take control if necessary.

• Communicate clearly and concisely. If arrangements are muddled in your mind, they will be more so for the passengers.

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• Always make sure you know where you are going - study the map beforehand, or do the route ahead of time. The very worst thing is to get lost with the group.

• Put the interest of the group ahead of your personal interests. • Keep a check on your own body language. Be careful not to let tour members see you are annoyed,

upset or worried. • Enjoy yourself. Your enthusiasm and sense of fun goes a long way to seeing that everyone has a good

time.

Don'ts • Discuss any problems relating to the tour within earshot of any member of the group. Discuss matters in

private with the suppliers, driver etc. • Ever discuss a member of the group with any other person, even if they are having a good “skinner”

amongst themselves. • Give incorrect information. Always check your facts first. • Ever lose your cool or get into a shouting match with any member of the group. It is the quickest way to

lose their respect. • Take responsibility for any hand luggage. Always insist that each person looks after his or her own

luggage. • Forget anyone’s birthday or anniversary, etc. Buy a card and make a fuss. The hotel will usually help

celebrate. • Ever shirk responsibility. If you have bad news for the group, and there is no way to avoid it, the sooner

you break the news the better. • Ever drink or take any form of narcotics when on duty. • Smoke on the bus or while working. Be discreet with smoking at all other times. • Administer scheduled medicines to any tour member. • Fraternize with a particular member of the group. The rest will immediately perceive this as you no

longer paying sufficient attention to them. • Voice your opinion on sensitive subjects, i.e. religion, sex, politics etc. • Ever communicate with the tour manager/leader via either the driver or any other member of the group,

regarding itinerary changes etc. This must always be done directly with the tour manager and then announced to the whole group.

• Ever hint at wanting to be tipped. This puts tour members off and they are likely to tip less than they intended. The only way to ensure a good tip is to give the best service possible.

• Coerce people into buying goods at a shop or “factory” where you receive commission. This must be totally discreet.

• Take the best room/s at hotels; passengers come first! • Never blame or criticize the operator if things go wrong.

You are the key Your reward will be the joy of seeing everyone enjoying themselves, the satisfaction of a job well done, and the opportunity to guide future groups for the operator! Questions: 1.32 What kind of issues would make a customer unhappy? ............................................................................................................................................................ ............................................................................................................................................................ 1.33 How would you find out if a customer is not happy? ............................................................................................................................................................ ............................................................................................................................................................ 1.34 What would you do to make the arrival special for the customer? ............................................................................................................................................................

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............................................................................................................................................................ 1.35 How would you handle difficult customers? (Create a difficult situation). ............................................................................................................................................................ ............................................................................................................................................................ 1.36 How would you handle a tourist who has just received bad news from home? ............................................................................................................................................................ ............................................................................................................................................................ 1.37 What will you do if tourists complain to you as the guide about the service at one of the hotels where

they stayed while on tour? ............................................................................................................................................................ ............................................................................................................................................................

PROBLEM HANDLING

Lost luggage

At a Hotel Should luggage not arrive at the client's room on arrival, it is usually as a result of being put in or at the wrong room. The porter should be able to solve the problem - it not - call the Manager or most senior person on duty and request their help. If luggage is removed from a room it is a matter for management and possibly the Police. On departure, a lost piece may have become mixed with the luggage of another group and could well be heading in another direction. Management will usually assist in tracing and recovering the lost piece. Failing this, use all means possible to trace the lost luggage. Damaged luggage should be reported to the Duty Manager.

At an Airport Take the client to the lost luggage office and report when the piece was last seen, hand over the counter foil issued on check in and give a detailed description. If at an International airport, get hold of a representative of the Airline concerned. At any other airport, South African Airways will handle the tracing. In accordance with an International agreement, passengers who have suffered loss have certain rights based on an immediate requirement and if the luggage is not found after 24 hours’ further expenditure is authorized. South African Airways have adopted a far more user-friendly policy and will at the discretion of the Senior Manager on duty, authorize any reasonable course of action to reduce the passenger’s inconvenience to a minimum. Remember that should the luggage be returned to the passenger, all items purchased remain the property of the Airline. Damaged luggage should be reported before leaving the Airport.

Complaints from clients re:

Previous guide Listen to the complaint - do not take sides. If the complaint is serious, convey the facts to the Operator. Failing any action, report the matter then to DEAT.

Hotels If you should have to complain about service, food or any other problems at hotels or show farms etc. do so discreetly so as not to run down the establishment in front of the Pax. They are often unaware that anything is out of the ordinary. Approach the Manager and not the waiter. When a client complaint or demand is

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unreasonable, a firm, polite response will usually be sufficient. It is however important to satisfy all reasonable requests or complaints to the best of your ability and within the guidelines of the itinerary.

Itineraries Itineraries are often "standard" or have been compiled by persons many kilometres away and may not satisfy everyone. Do not become involved in running down the organizing company. Use tact and imagination to give your client the best possible service. Report the complaint to your employer.

Sickness Do not prescribe medicines; ask clients if they want to see a Chemist or Doctor. Do what you can to make the person comfortable. Unless you have done an accredited First Aid course do not move or attempt revival techniques on accident or collapsed persons. Should a passenger be disabled you will usually be notified in advance so that necessary arrangements can be made. For those that only need help at airports, wheelchairs are available. Where possible the above passengers should be given ground floor rooms at hotels as near to the lobby/dining area as possible.

Accident Stop the vehicle. Ascertain the nature and extent of any injury sustained by anyone. Ascertain the damage to vehicles; make notes of the time and date the accident has occurred. Take details - name and address, telephone number, registration number. Also, try to find out the other party's insurer name and address of witnesses. You have twenty-four hours to report the accident to the Police station and render any additional information. You shall not, except on instruction from a Medical Practitioner, consume any medicine or drug (or liquor) before reporting the accident. You may move your vehicle if none of the passengers were injured. If a person has been injured you must not move the vehicle until the police give you permission to do so, If the vehicle is obstructing the free flow of traffic you may move it providing you mark the exact place where the vehicle was stationary. Never admit fault on your behalf to anybody. Call your principals as soon as possible.

Muggings and Theft If at a hotel - call the Manager Call Police - assist with statement where necessary. Establish whether client is insured and suggest client advises the Company concerned. If a passport is stolen the relevant Embassy must be advised. Make sure you have a list of the passport numbers.

Client aggression Occasionally it is experienced that you have drunken groups. This must be dealt with should they start damaging the coach, spilling drinks or vomiting.

Steps to be taken are: Warn Pax that you intend to drop them off at the nearest stop. If this fails to make them behave, stop the coach at a convenient place, i.e. Police Station, Hotel or Garage and then phone your Principals for further instructions, or make a considered decision yourself if necessary.

Intruders or "Hangers On" Be polite and tactful when advising outsiders that you are conducting a private tour for a group of visitors.

Breakdowns In case of a breakdown and if unable to reorganize the continuation of the tour locally: • Telephone the Operations Manager or Mechanic. • Try to get the tourists to a safe place where they are safe and comfortable and will be looked after.

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• Inform your office or employer and all accommodation establishments/attractions/restaurants which you would have visited that day.

• Use your own initiative.

Emergency action in case of a death on tour In the unlikely event of this happening it is imperative that you know the correct procedures to follow. In the case of an accident, your training in first aid must be applied immediately, particularly if mouth-to-mouth resuscitation or CPR is called for. In an emergency, call a doctor immediately. If possible, get someone else to call a doctor while you see to the patient. If the patient dies a doctor must be called immediately. The police must be informed immediately. If the death was not caused by natural causes, the police and doctor will arrange a post mortem before a death certificate can be issued. If the person carried travel insurance, inform the insurance company. Contact a reputable, preferably nationally represented burial company. They must remove the body to a mortuary in the case of a natural death. The police in the case of an unnatural death, e.g. accident, will remove it. Under no circumstances may you transport the body. If the next of kin are not present, make arrangements to inform them in the most compassionate way as soon as possible. The police may do this. Inform the embassy of the deceased’s home country. The next of kin take the decision of: Having the body buried or cremated in South Africa. Cremation in South Africa and exporting the ashes to their home country. Exporting the body for burial in their country. This decision will be governed by their religion and budget. If the death occurred out of a major city the funeral parlour to the nearest city will transport the body. Once the body has been removed to the mortuary the next of kin must take all decisions. Your duty is to assist them in every way possible, and to make the arrangements for them. All costs incurred must be borne by the next of kin or by their insurance. If they don’t have sufficient funds available immediately assist them to obtain such funds. It may be necessary to pay deposits on their behalf, so that there are no delays, but receipts and an acknowledgment of debt from the next of kin must be obtained.

Burial or cremation in South Africa All documents 1-5 as per exportation of Body must be obtained. Arrangements for this can be made with the Undertakers. The Consul for Consular affairs of the embassy of the deceased’s passport must be informed. They will

advise the passport must be cancelled at their Embassy or taken back to their home country.

Cremation in South Africa & exporting of ashes to home country All documents 1-5 as per Exportation of Body must be obtained. An embalming certificate and evidence of contagious diseases are not necessary. Step 8, as per exportation of body must be completed. The ashes must be hermetically sealed in a metal container and placed in a wooden box and transported as cargo. Consul of deceased's home country must give permission for the import of the remains and the cancellation of the passport.

Exportation of body to home country This is the most expensive option of all. The following certificates and letters of permission must be obtained. All the originals must be kept together and presented to the consul for Consular Services of the home country, who must provide the last permit necessary - an import permit from the receiving health authority of the home country. A cargo handling company must be appointed. Three copies of each document must be made; one set to the cargo company and one set must be attached to the coffin. The third set must be carried by the next-of-kin. The original set will also be handed back to the next-of-kin by the embassy.

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Documents required 1. Passport of deceased. 2. Medical Certificate in respect of death signed by a doctor, form B1-15 3. Abridged Death Certificate Form B1-20 copies must be certified - obtained from the doctor who was

called at the time of death who performed the post mortem and signed by the Department of Home Affairs.

4. Removal/Burial order Form B1-14. Signed by Registrar of Deaths, obtained from appointed funeral parlour.

5. Death Register Form B1-7 signed by funeral parlour and registrar of Deaths, obtained from funeral parlour.

6. Letter from doctor declaring there was no evidence of contagious diseases present in the body - obtained from doctor appointed by funeral parlour or doctor who performs post mortem.

7. Embalming Certificate signed by embalmer appointed by funeral parlour stating body is in a fit sanitary condition to be exported. Body must be embalmed and sealed in a hermetically sealed metal container, closed in a stout wooden box.

8. All these certificates must be presented to the director Health Support Services at the Department of Health in the city where the body is being held. He will grant permission for the exportation of the mortal remains.

This letter (8), together with the passport and original of all above mentioned documents must be presented to the Consul for consular Affairs of the home country to obtain an import permit into the home country. He will cancel the passport, provided the import permit and return all original documents to the next-of-kin. The cargo agent will make all the necessary arrangements to collect the body and load it onto the aircraft. They will handle and appoint a local cargo agent to handle the offloading and delivery of the body to the next-of-kin at their destination.

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Chapter 2 In this Chapter Conduct a Guided Experience

Operate within the National and International Framework

Demonstrate an Understanding of Societal Ethics

Working with People with Special Needs

Maintain Occupational health and safety

Organise Oneself in the Workplace

Analyse and Understand Social Issues

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Chapter 2 CONDUCT A GUIDED EXPERIENCE WITH CUSTOMERS

Contract To ensure a fair working relationship from your point of view as the guide, it is necessary that both parties understand and abide by the conditions as laid out in their contract. The operator will offer a tour/series of tours to you for set dates. Once you have accepted this offer, s/he will expect you to sign the contract, which will be binding on the tour guide and will signify acceptance of the conditions. The operator will confirm the tour to the guide 30 days prior to the start of the tour. If the tour does not materialize, he will release you from the contract 30 days prior to the tour. If the operator cancels within 30 days of departure of the tour, the operator will be liable for I day’s guiding fee. This fee will be charged to the guide should the guide cancel within 30 days for reasons other than illness. In the event of illness, a medical certificate must be provided. It is not wise to double book tours. This can cause disputes with the operators and make bookings difficult in future.

Briefing and debriefing Make sure that the itinerary will work - if not discuss it with the tour operator, after tour report any incidents or problems experienced. Where compliments are due mention these to the operator as well.

Expenses and Petty cash Petty cash claims to be numbered consecutively Balance must be carried forward to next claim prior to handing in the current slip. You are individually responsible for the correctness of your balance - make sure it is correct. All claims must be supported with cash slips. No slip, no claim. If this is not possible such as for

telephone calls, detail these on a slip of paper, sign it and attach it to your claim. Enter date and name of tour on all invoices that you sign for including accommodation prior to/or

after, completion of a tour. Check itineraries to see whether you are responsible for the account before signing invoices. Petrol Card/Credit card slips are to be handed in together with completed petty cash slips, receipts,

etc. Lost Petrol Card/Credit card slips carry a search/proof charge as well as interest due to late payment

- these charges may be for your account.

Telephone calls It is usual to pay for all phone calls cash, and then claim any business calls on your petty cash expense claim. Private calls are for your own account.

Log books / Portfolio It is necessary to keep a logbook of the work that you have done. This serves as a ’CV’ for future marketing and if there is a query about your work you have a record of tours. When re-registration must be done in the New Year you can justify your acceptance with the logbook.

Tour reports Complete the vehicle report and tour report during and/or at the end of each trip.

The operators require a written concise but comprehensive report back, paying particular attention to any problems. If there are any problems on tour, these must be reported back to your contact immediately.

You will be given copies of a questionnaire for the clients. These must be handed out for completion and collected and given to your operator.

If you have suggestions on how to improve the tour, please communicate this to your operator.

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If you are made aware of any changes, e.g. opening and closing times/renovations, increase of prices etc. these must be passed on to the operator.

Tour Analysis Project Assignment: Collect pamphlets of existing tours of different operators. Look at the tours that they have planned and analyse them for:

• Cost effectiveness • Timing and practical application • What sector of the tourist market are they aimed at?

OPERATE WITHIN THE NATIONAL AND INTERNATIONAL FRAMEWORK

Contract between Tour Operator & Guide

SARS & Income Tax

Indemnity Forms

Transport Laws

Professional Driving Permit

Procedure • Go to the local licensing authority to get the medical forms for the PDP • Take the Medical fitness form to your doctor to complete it. • Go to the Police to be fingerprinted and records checked. Wait two weeks for the answer: • Get four passport photographs and take them with the medical forms to the local authority. • Pay the fees (varies between local authorities) and hand in to the local authority. • It takes up to a month and more to get the Professional Driving Permit, so see that you do it in good

time.

General • Remember to do the necessary administration in good time as it takes time and there is no short cut. • The permit is valid for 2 years. (It is advisable to get it when applying for the new driver’s license).

Vehicle Requirements for all Public Transport Vehicles to comply with Transportation Act.

Vehicle • Have a current COF - Renewable every 12 months at Local Authority. • Have a RTP (or temporary RTP) obtained from the local Transportation Board or National Transportation

Board. • Be insured for Passenger Liability and Public liability

Small Transporters & Coach: 1 million rand per seat - minimum

A vehicle with normal insurance shall NOT be used or driven for the conveyance of persons paying for their transport (Afrikaans - “Teen betaling”)

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• Normal Private Insurance does not cover paying passengers. • Normal 3rd Party Insurance does not cover paying passengers. • Insurance companies must protect themselves and will investigate the fine print in order not to pay. • As driver (Driver Guide) of a rental vehicle rented by an operator you may be held liable for possible

claims. • The legality of a rental vehicle is a very complicated issue and should be done correctly. • If an operator should supply you with his own vehicle check that it complies with the act.

Driver • To have a current PDP. • Must be a registered Tourist Guide for the areas travelled in.

On smaller vehicles (Code 8) the Tour Guide could be the driver. For bigger vehicles (Coaches) code 10 up, a separate driver and guide is mandatory for 10 and more passengers.

Rental Vehicles Please note that rental vehicles normally do not carry: • RTP. • COF. • Most rental contracts state that the renter is responsible for the vehicle insurance. To comply with insurance restriction, do not: • Carry more passengers than the vehicle is licensed for. • Carry hitchhikers. • Carry family or friends when on tour • Place excess luggage in coach isle. Questions: 2.1 What do you do if the tour leader or coach driver wants to change the itinerary? ............................................................................................................................................................ ............................................................................................................................................................ 2.2 What are the safety regulations in South African National Parks? ............................................................................................................................................................ ............................................................................................................................................................ 2.3 What do you as tourist guide give to a tourist that complains of a splitting headache? ............................................................................................................................................................ ............................................................................................................................................................ 2.4 Give reasons why you would cancel a site visit or decide to take a detour and thus miss a portion of

the specified itinerary? ............................................................................................................................................................ ............................................................................................................................................................ 2.5 If a tourist becomes ill and you must call a doctor, what is the procedure? ............................................................................................................................................................ ............................................................................................................................................................

2.6 What are the South African regulations pertaining to VAT claims at border posts? ............................................................................................................................................................

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............................................................................................................................................................

DEMONSTRATE AN UNDERSTANDING OF SOCIETAL ETHICS

Clients’ interests are paramount If ever you act in your own interests without considering what is best for the clients then you must reconsider your actions, as this will affect the quality of your tour.

Gratuities • To guide • To driver • To both • From guide Gratuities are a bonus, not a right and should be accepted with dignity and thanks. When working with a driver ensure he receives 50% of a joint gratuity. If you are responsible for giving gratuities - don't forget - and don't short pay for your own benefit.

Commissions It is a very bad reflection on yourself and the Company to delay your tour in any way whilst waiting for commission. Collect commission discreetly. If working with a driver, make sure he gets his share. Commissions are a bonus not a right. Do not turn your tours into shopping sprees just to make commission.

Expenses

Hotels/meals When staying away overnight, single accommodation is a privilege not a right! Your Company will not pay for exotic meals.

Portage The guide normally pays Portage - check your itinerary. Do not forget or short change - you will be carrying the bags yourself on your next visit. When signing for entrance fees, lunches, hotel accommodation etc. be sure to: enter/check the correct number of Pax, adults and children are usually charged at different rates.

Drinking, smoking, off jokes, bad language • No person driving a vehicle or while on duty as a tourist guide may consume any intoxicating liquor or

narcotic. • Smoking should be confined to stops and not while driving or guiding. • Beware of ’off’’ jokes, bad taste, and religion, ethnic or cross culture jokes. • Do not swear!! A professional tourist guide is serious about his/her commitment to tourism, and is a person who cares, and who accepts that the client is paramount and entitled to the very best attention and service.

Hours of work Your hours of work will be governed by the nature of the tour and duration of the trip. For day tours, you will be expected to be at the point of departure available for the group, at least ½ hour before the scheduled departure time. You will be on duty continuously including the lunch break until the last guest has left the bus/reception area. Any accounting or report back necessary must be completed before you go off duty. If you are contracted to accompany a group for the duration of their tour, or for a predetermined part of the tour, you are expected to be on duty every day, including days when the group is at leisure, you must be

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contactable at all times. If you are travelling with a group, you will be expected to join them each day for breakfast. If dinner is included in the tour, you will be expected to join them in the restaurant. You will be expected to stay with the tour and be available to your passengers should they need you, i.e. if you are booked into the same hotel as the group, you are obliged to overnight in that hotel (not stay with friends etc.). You must be available before and after each day's activities to assist tour members and offer optional tours. Should there be bookings for the optional tours on free days, you will be expected to guide such optional tours. The rate per day agreed by your contract must be a set rate. There will be no additional payment for overtime.

Dress You are expected to be clean and neatly dressed appropriate to the occasion, at all times. Guides must change for dinner. Suitable Safari attire can be worn while on safari.

In kombis as driver/guide: When driving a kombi (in city traffic, for example) it is awkward to handle a microphone and change gears. Learn to project your voice so that it bounces off the windscreen. Do not turn around to speak to the passengers while you are driving, as this tends to terrify them! Be sure that those seated in the back can hear what you are saying. Use a clip-on microphone if possible, always see that your passengers are seated and the doors closed before taking your driving seat.

In coaches as guide: You must know some basic facts about the coach: • Hand brake position • Door opening switch • Emergency exits • First aid kit • Fire extinguisher

Clean Vehicle A clean vehicle is essential. On meeting the clients and every morning before departure, the vehicle, including seats, carpets, ashtrays and most important - windows, must be cleaned. If working with a driver, offer a helping hand.

Basic mechanical knowledge for guides with a PDP Learn to recognize possible fault characteristics, for example - a sudden cut of the engine may well be electrical. A jerking, intermittent stop could be lack of fuel. Watch gauges for overheating, lack of charge on the alternator.

Vehicles When collecting a vehicle, be there at least 30 minutes early in order to check the following before starting a tour - AND daily while on tour: • Visual check of bodywork for dents, scratches and cleanliness. • Check tyres are hard and not smooth, including spare wheel. • Look underneath for oil or water leaks. • Check water and oil levels. • Check that ashtrays and windows are clean. • Check the PA system and microphone. • Switch on and check instruments, warning lights and that fuel tank is full. • Start up and see that oil pressure is normal and that all warning lights go out. • Drive vehicle for a short distance to check brakes and steering. A driver guide must have the following items with him AT ALL TIMES: • Toolbox - with tools, fuses, tape, radiator sealer, Wynn’s Spray or similar and spare microphone. (You

may not know how to use the tools but without them no one else can help you).

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• Masking tape - a roll of 20mm masking tape for ensuring that signs do not blow off as well as the many other uses it has.

• Cleaning materials - an imitation chamois, clean piece of old towel, Windolene spray, hand brush and a small bottle of benzene for oil spots, and elbow grease.

• Petty cash - for petrol, tips, entrance fees, phone calls and emergencies. • ID-book. • PDP. • Passport. Questions: 2.7 Name four responsibilities of the government that you think are important. ............................................................................................................................................................ ............................................................................................................................................................ 2.8 Name four responsibilities of citizens in a democratic society. ............................................................................................................................................................ ............................................................................................................................................................ 2.9 To achieve social justice in the tourism industry what would have to be done? ............................................................................................................................................................ ............................................................................................................................................................ 2.10 Name two values contained in the Bill of Rights of South Africa. What is the principal underlying each

of these? ............................................................................................................................................................ ............................................................................................................................................................ 2.11 What aspects of democracy are of importance in the workplace of a tourist guide? ............................................................................................................................................................ ............................................................................................................................................................ 2.12 What is the position of minorities in a democratic government? ............................................................................................................................................................ ............................................................................................................................................................ 2.13 If there are two people that are having a problem with personal relations with regards to religious

differences, what do you do? ............................................................................................................................................................ ............................................................................................................................................................ 2.14 Name the most important points of resolving conflict. ............................................................................................................................................................ ............................................................................................................................................................

WORKING WITH PEOPLE WITH SPECIAL NEEDS Questions: 2.15 Name the different disabilities. ............................................................................................................................................................ ............................................................................................................................................................ 2.16 Name the special food needs of different groups of people. ............................................................................................................................................................ ............................................................................................................................................................ 2.17 What are possible causes for a person being blind? ............................................................................................................................................................

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............................................................................................................................................................ 2.18 What are possible causes for a person being mentally disabled? ............................................................................................................................................................ ............................................................................................................................................................ 2.19 Name two implications that physically disabled people have on society. ............................................................................................................................................................ ............................................................................................................................................................ 2.20 What are common wrong attitudes towards the disabled? ............................................................................................................................................................ ............................................................................................................................................................

MAINTAIN OCCUPATIONAL HEALTH AND SAFETY Questions: 2.21 What are some of the worst hazards for guides? ............................................................................................................................................................ ............................................................................................................................................................ 2.22 What would you do to minimize these hazards? ............................................................................................................................................................ ............................................................................................................................................................ 2.23 What would you advise guests on possible threats to their health?

Look at the following 3.23.1 Malaria: 3.23.2 Bilharzia: 3.23.3 Cholera 3.23.4 TB: 3.23.5 HIV/AIDS

............................................................................................................................................................ ............................................................................................................................................................ ............................................................................................................................................................ ............................................................................................................................................................

ORGANISE ONESELF IN THE WORKPLACE Questions: 2.24 Why is it important that a guide is tastefully and neatly dressed and regularly washed? ............................................................................................................................................................ ............................................................................................................................................................ 2.25 We often find that different ethnic groups have a different body odour, why is this? ............................................................................................................................................................ ............................................................................................................................................................ 2.26 What happens if a guide becomes ill on tour, and what are the arrangements for a tour to carry on? ............................................................................................................................................................ ............................................................................................................................................................

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2.27 If you are qualified as a guide and cannot find work as a guide, how do you set about changing your career to find other work?

............................................................................................................................................................ ............................................................................................................................................................ 2.28 Why should an operator hire you? ............................................................................................................................................................ ............................................................................................................................................................ 2.29 What do you do that is different and makes your tour more special? ............................................................................................................................................................ ............................................................................................................................................................ 2.30 What could lead to you having no work and what do you plan to do when this happens?

Write the plans down.

............................................................................................................................................................ ............................................................................................................................................................

ANALYSE AND UNDERSTAND SOCIAL ISSUES Questions: 2.31 Name four different social issues in South Africa and describe each one briefly ............................................................................................................................................................ ............................................................................................................................................................ 2.32 Discuss the influence of economic issues and crime on the workplace of a tourist guide. ............................................................................................................................................................ ............................................................................................................................................................ 2.33 Which South African policies can or do influence the economy and the crime rate in South Africa? ............................................................................................................................................................ ............................................................................................................................................................ 2.34 What influences can each of the following have on the tourist guide and his/her responsibilities while

on tour: economy, crime, HIV/AIDS and education? ............................................................................................................................................................ ............................................................................................................................................................ 2.35 If you look at guiding as a career what kind of lifestyle are you going to have? ............................................................................................................................................................ ............................................................................................................................................................ 2.36 How will this affect your family? ............................................................................................................................................................ ............................................................................................................................................................ 2.37 If you work freelance, what is the routine of work, and what are the working hours? ............................................................................................................................................................ ............................................................................................................................................................ 2.38 How does the Bill of Rights impact on your career as far as job security, leave salary negotiation and

sick leave reflect? ............................................................................................................................................................ ............................................................................................................................................................ 2.39 How do you see the future of the guiding industry and your career in the industry? ............................................................................................................................................................

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............................................................................................................................................................ 2.40 The government tourism policy is aimed at development. How will this affect the local communities? ............................................................................................................................................................ ............................................................................................................................................................ 2.41 To implement the affirmative action and the equity act is law. Why is this implementation difficult and

how could it be applied effectively? ............................................................................................................................................................ ............................................................................................................................................................ 2.42 If tourism can be developed how would the industry benefit and how could community guides

benefit? ............................................................................................................................................................ ............................................................................................................................................................

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Chapter 3 We do the following in this chapter:

• Contribute to Sustainable Tourism in South Africa

• Function in a Team

• Operate in a business

• Contribute to Information on HIV/AIDS

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Chapter 3 CONTRIBUTE TO SUSTAINABLE TOURISM IN SOUTH AFRICA Responsible tourism is about enabling local communities to enjoy a better quality of life, through increased socio-economic benefits and an improved environment. It is also about providing better holiday experiences for guests and good business opportunities for tourism enterprises. Around the world, tourism destinations are facing increasing pressures on their natural, cultural and socio-economic environments. Uncontrolled tourism growth, often based on short-term priorities, invariably results in unacceptable impacts that harm society and the environment. This is not acceptable in South Africa. In 1996 the White Paper on Development & Promotion of Tourism in South Africa was produced with the following vision: “…to develop the tourism sector as a national priority in a sustainable and acceptable manner, so that it will contribute significantly to the improvement of the quality of life of every South Africa. As a lead sector within the national economic strategy, a globally competitive tourism sector will be a major force in the reconstruction and development efforts of the government.” Responsible Tourism is the key guiding principle for tourism development in South Africa. As was agreed in the 1996 White Paper, “Responsible tourism is not a luxury for South Africa. It is an absolute necessity if South Africa is to emerge as a successful international competitor”. The White Paper committed us to pursuing a policy of Responsible Tourism. Government, the private sector and communities are working together to practice tourism responsibly. The Responsible Tourism Guidelines identify specific ways in which these commitments can be realised. Each enterprise and association is expected to develop its own agenda for action – prioritising those issues where the particular business or group of businesses can make a significant impact by improving its product, the destination, or the livelihoods and quality of life of local people. A profitable tourism industry is essential to the sustainability of the sector and to the private sector’s ability to spread benefits. Everyone in the industry can do something more to make their product more responsible. Government and the private sector are committed to work in partnership with the people of South Africa to develop and market tourism experiences that demonstrate our social, economic, environmental, technical, institutional and financial responsibility. We are working together to develop domestic and international tourism, which contributes equitably to the economic and social development of all South Africans, which offers domestic and international visitors a quality experience, and which is environmentally sustainable. These generic national guidelines provide a framework within which responsible tourism is defined in South Africa and within which benchmark standards can be set for accommodation, transport, cultural and natural heritage and for operators and marketing associations. This approach is necessary to ensure that the tourism sector in South Africa keeps pace with international and national trends towards responsible business practice – a trend that is increasingly evident in our international originating markets and within our domestic market. Who should use these guidelines? It is for marketing, trade and professional associations and geographically based groups (e.g. the Wild Coast) to use the guidelines as a basis to develop Codes of Conduct and Codes of Best Practise, and to achieve Responsible Tourism. The Codes will form commitments for association members, which the associations will themselves monitor, and report annually on progress. Provincial Authorities, Metropolitan Councils, banks (like the Development Bank of Southern Africa) and conservation authorities may also choose to develop codes. Associations and enterprises will establish different strategies for achieving responsibility and develop priorities that enable them to maximise their commercial advantage from responsible business practise. The national generic guidelines offer a very substantial range of choices to entrepreneurs about how to make their businesses more responsible.

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Enterprises should select those guidelines that are most appropriate to their business, destination or sector. Companies may also wish to commit to additional objectives that are appropriate to their sector or enterprise. Positively look for commercial advantage in selecting economic, social and environment initiatives that demonstrate commitment within the specific markets operated in. Use the monitoring and verification mechanisms to report successes and to showcase these to local communities and to clients, both in South Africa and abroad. How to use the guidelines Enterprises are expected to adopt responsible tourism policies and to demonstrate their development of responsible tourism products and services in the international and domestic marketplaces. Trade associations and groups of enterprises sharing destinations or particular habitats are expected to develop Codes of Conduct or Codes of Practise and to “police” members as they do now for quality. Responsible tourism is an important dimension of quality. Compliance with all relevant national legislation and regulations and the principle that the “polluter pays” is assumed. Responsibility, and the market advantage that goes with it, is about doing more than the minimum. In each of the “triple bottom line” categories of Rio – economic, social and environmental - national generic guidelines should be implemented suggesting initiatives that the tourism should take. Further information To see examples of how UK tour operators are marketing responsible tourism products go to www.responsibletravel.com For information on market trends and tour operator initiatives go to www.theinternationalcentreforresponsibletourism.org Market Credibility However, the credibility of any national strategy will require transparency, the clear communication of particular responsible tourism objectives, and verifiable evidence of success in achieving targets. Responsible marketing is fundamental to the approach. One of the purposes of the guidelines is to avoid unsubstantiated claims of responsibility, of the sort that undermined the concept of ecotourism in the originating markets. They also aim to ensure a transparent framework within which trade buyers and tourists can judge the competing claims of enterprises and associations in the market place. As the operators in the originating markets adopt strong responsible tourism strategies they will need to be able to rely on the credibility of claims made in the destinations by enterprises, communities and government. Enterprises and associations must avoid raising expectations that cannot be realised. Individual enterprises will need to develop their own policies and make commitments within this national and sub-sectoral framework and report on progress. This is a market led initiative, and enterprises will want to seek to maximise their advantage through non-price competition, creating enterprise level policies which fulfil the requirements of any association of which the enterprise is a member and to develop Unique Selling Propositions (USP) to attract tourists and tour operators.

National Responsible Tourism Development Guidelines for South Africa

1. Guiding Principles for Economic Responsibility Tourism still plays a relatively small role in the South African economy and it has a long way to go if it is to fulfil its potential to significantly contribute to national income. Traditionally the main focus of governments has been on the growth in international arrivals and total foreign exchange earnings, but it is now changing to focus more on fostering entrepreneurial opportunities for the historically disadvantaged, poverty relief, employment and local economic development. Both domestic and international tourism can create employment; it is a relatively labour intensive industry and it employs a multiplicity of skills from accountants and hairdressers to tour guides and trackers. Tourism can provide very good skills development opportunities for local communities.

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The White Paper concluded in 1996 that tourism development in South Africa had largely been a missed opportunity; and that the focus on a narrow market has reduced the potential of the industry to spawn entrepreneurship and to create new services, like local entertainment and handicrafts, and to drive local economic development. In fact, formal tourism sector provides major opportunities for the informal sector. Tourists travel to the ‘factory’ to consume the product; they travel to the destination to enjoy their holiday. Tourism is a “final good”, all the final touches must be provided in South Africa and so the value is captured here. The value of a taxi ride from the airport, wildlife viewing and restaurant meals all accrue to the local economy – the challenge is to maximise it by reducing leakages and developing the multiplier effect. Tourist enterprises attract domestic and international tourists and create opportunities for small entrepreneurs and economic linkages, for example agriculture, hunting, handicraft production, and a wide range of service industries which tourists are likely to consume in the destination. South Africa is now beginning to work on maximising the local economic benefits which tourism can bring to an area, there is much to be gained from creating a more diversified tourism product and marketing a wider range of experiences, activities and services to tourists. Established enterprises can gain by encouraging and assisting the development of complementary product – the larger and more diversified the local tourism base, the more successful enterprises in the area will be. The White Paper identified a wide range of opportunities for historically disadvantaged groups ranging from small guesthouses, shebeens and restaurants with local cuisine, through community tour guiding, music, dance and story-telling, arts and crafts, traditional hunting and medicine to laundry, gardening and speciality agriculture. Tourism provides particular opportunities for local economic development in rural areas where it can provide people with an alternative to moving to urban areas. Tourism must be market related. If community-based and other tourism development processes are not planned, implemented and managed according to market demands then far too many South Africans, especially the poor, are facing not merely “missed” opportunities, but the hard realities of failed or under-performing products to which tourists simply do not come. The African cultural tourism experience needs to be woven into the fabric of the mainstream South African tourism product. Domestic tourism plays an important part in the South African tourism sector and it is expected to continue to grow, as historically disadvantaged people become tourists and travellers themselves. Whether the tourists are domestic or international, their expenditure in local communities contributes to the economic development of the area. The greater the proportion of total tourism spending that stays in the local area, the stronger and more diverse the local economic base. The multiplier effect is greatest where the local linkages are strongest – the imperative is clear, source the inputs for all tourism enterprises as locally as possible in order to maximise local economic benefit and to assist in diversifying the local economy. Reducing economic leakages from the local area and increasing linkages will bring significant local economic development and assist in local economic diversification. Similarly, the development of complementary product will strengthen the local economy and local enterprises, groups of established enterprises working together can make a significant difference. Strong economic linkages at the local level were identified in the White Paper as a critical success factor in the local economy. There is an increasing aspiration for Fair Trade in Tourism in several of the international originating markets; part of a trend towards increasing demand for equitably traded products. Increasing numbers of consumers are purchasing products that demonstrably benefit local communities more fairly than competitor products. The IUCN South Africa Fair Trade in Tourism marketing initiative has identified a set of principles that embody a strong commitment to responsible tourism. It is a good example of a responsible tourism marketing association with a vision of just, participatory and ethical tourism that provides meaningful benefits to hosts and visitors alike. The principles of Fair Trade should be part of the culture of responsible tourism. 1.1 Economic Objectives and Indicators 1.1.1 Assess economic impacts as a pre-requisite to developing tourism

a. Extend the season of enterprises by developing new products to create better employment conditions and to provide a stronger base for local economic development. Monitor occupancies or seasonality of employment over the year to show progress in extending the season.

b. The historically disadvantaged are a significant emerging domestic tourism market. Identify and encourage commercial responses to this opportunity.

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c. Recognise that our cultural heritage should not only be assessed in economic terms, and that tourism can create revenue from cultural heritage, traditional ways of life and wildlife and habitats.

d. Encourage business relationships between foreign entrepreneurs and local and emerging entrepreneurs.

e. Always consider the opportunity costs of tourism for local communities and their livelihoods, and be prepared to accept that there may be more appropriate economic opportunities for the area. Maintain and encourage economic diversity, avoid over-dependency on tourism.

f. Plan initiatives and investment to contribute to the broader local economic development strategy (for example, Integrated Development Plans (IDP’s) for the area).

g. Planning authorities need to consider how they can intervene to avoid tourism developments where they may cause adverse effects such as local land price inflation, loss of access to resources or undermining sustainable livelihoods.

h. Exercise a preference for business and land tenure arrangements that directly benefit local communities and/or conservation.

i. Conduct market and financial feasibility assessments before raising expectations and exposing the community or local entrepreneurs to risk.

1.1.2 Maximising local economic benefits – increasing linkages and reducing leakages

a. Encourage all establishments to upgrade their standards of service, particularly small, medium and micro-enterprises and emerging entrepreneurs, and to maximise their revenue earning potential by adding value.

b. Encourage the informal sector to become part of the formal sector. c. Buy locally made goods and use locally–provided services from locally owned businesses wherever

quality, quantity, and consistency permits. Monitor the proportion of goods and services the enterprise sourced from businesses within 50 km and set 20% target for improvement over three years.

d. Help local communities or emergent entrepreneurs to develop their product so that it can be more

easily used by others and marketed to tourists. e. Co-operate with other formal sector businesses to maximise benefits for local community enterprises

– for example, a community laundry or tailoring business may only be viable if a group of enterprises commit to source supplies there. Showcase the initiative and be explicit about whether community projects are funded by tourism revenue to the enterprise, donations from tourists or tour operators, or funds from donor aid agencies.

f. Give customers the opportunity to purchase locally produced crafts and curios, set targets to increase the proportion of sales of goods sourced within 20 km of the enterprise. Assist local craft workers to develop new products to meet market demand as evidenced in the enterprise.

1.1.3 Ensure communities are involved in and benefit from tourism

a. Government and established businesses need to redress previous imbalances, and to enable the historically disadvantaged to engage in the tourism sector. For example, they should source 15% of services and 15% of products, increasing by 5% per year, for 3 years, from historically disadvantaged groups, and/or individuals, and report on purchasing activities.

b. Work closely with local communities, small, medium and micro-enterprises and emerging entrepreneurs to develop new products that provide complementary products for formal sector tourism enterprises.

c. Develop partnerships and joint ventures in which communities have a significant stake, and with appropriate capacity building, a substantial role in management. Communal land ownership can provide equity in enterprises.

d. Identify projects that the enterprise can support that will benefit the poor. Identify at least one project. e. Assist the development of local communities and emergent entrepreneurs with visitor feedback on

their products. f. Consider guaranteeing loans for promising projects in communities or with emerging entrepreneurs,

and providing marketing, training and managerial support. g. Foster the development of community-based tourism products by providing marketing and mentoring

support.

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h. Encourage visitors to spend more money in the local economy, and to visit local bars and restaurants and participate in tours to local areas, bringing business to local communities. Where appropriate treat this as part of the business of the enterprise and charge a booking fee or commission, or sell craft and local food products through the mainstream enterprise.

i. Encourage tour operators to be more innovative in their itineraries, by for example including shebeens, local museums, arts and craft shops and local ethnic restaurants in their tour itineraries, and by doing so encourage visitor spending.

j. Consider using local entrepreneurs (particularly emerging and historically disadvantaged entrepreneurs), experienced consultants and non-governmental organisations in developing community initiatives.

k. Be transparent when reporting community benefits; distinguish between • Benefits to employees • Benefits to emerging or community based entrepreneurs • Community benefits, for example leasehold payments, which go to community projects

(grinding mills or school books) or are distributed as household income in the local area. Consider establishing targets to monitor progress in achieving objectives. 1.1.4 Marketing & Product Development

a. Lack of market access is a major constraint on the growth of new enterprises. Enterprises should provide information about local services and attractions provided in local communities, and encourage their clients (individuals and operators) to use them.

b. Consider co-operative advertising, marketing and the promotion of new and emerging products and attractions.

c. Ensure that the visual way in which the product is presented includes local cultural elements and emphasises the richness of the local complementary product.

d. Consider developing and marketing fairly traded tourism products. e. Foster the development of access opportunities for all visitors and potential visitors, regardless of

physical, or mental conditions of the visitor. Public authorities and enterprises need to understand and embrace financial incentives that enhanced accessibility will create, and the positive image such ‘access to all’ will provide.

1.1.5 Equitable Business

a. Enterprises should pay fair prices for local services purchased or packaged as part of mainstream itineraries. Beware of abusing market power and imposing unfair commissions or pushing down prices inequitably

b. Develop transparent systems of sharing the benefits of tourism through equitable contracts. (e.g. This can be applied through tendering processes.)

c. When entering into agreements with local communities or emerging entrepreneurs ensure that the risk is equitably shared.

d. Recruit and employ staff in an equitable and transparent manner and maximise the proportion of staff employed from the local community. Set targets for increasing the proportion of staff and/or of the enterprise wage bill going to communities within 20 km of the enterprise.

e. Develop a community labour agreement with targets for employment and for progression. Recognise that the enterprise can play a significant role in increasing the skills and capacity of the local community and that the enterprise benefits from that.

f. Go beyond the bare minimum wage rate and invest in local staff – quality is dependent upon well-motivated staff.

2. Guiding Principles for Social Responsibility Batho Pele: Putting People First – One and all should get their fair share Tourism and the travel industry “is essentially the renting out for short-term lets, of other people’s environments, whether that is a coastline, a city, a mountain range or a rainforest.” Tourism is dependent upon the social, cultural and natural environment within which it occurs, and its success is dependent upon the environment that it operates within. Good relationships with neighbours and with the historically

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disadvantaged make good business sense. These relationships need to be based on trust, empowerment, co-operation and partnerships. Too few of the benefits from tourism currently accrue to local communities whose environment is visited. As was pointed out in the White Paper, the majority of South Africans have never been meaningfully exposed to the tourism sector. In the new South Africa, the government’s objective is to ensure that all citizens have equal access to tourism services as consumers and providers. Enterprises and communities need to identify ways in which they can provide a range of tourism experiences sufficiently wide to be accessible to the average South African. Programmes are being established to allow South Africans, and particularly front-line tourism employees, to become “tourists at home”. To this end, the notion of Batho Pele is a guiding principle. The opportunity costs of the creation of national parks and subsequent reduced access to natural and cultural resources was often borne by local disadvantaged communities in the past. Such communities did not perceive or receive any significant direct benefits from the change in land use from conservation and tourism. Communities must be empowered to take part in the management of areas so that they can have a say in the distribution of the benefits and the sustainable use of their environment. Efforts are not being made to enable local communities to experience wildlife in the parks. One of the key challenges for business, local government and educators is to develop knowledge amongst the historically disadvantaged regarding what tourism is, and how it can benefit local communities. In the 1996 White Paper the involvement of local communities and historically disadvantaged groups was identified as a critical success factor. Communities need to be involved in the planning, decision-making and the development of tourism; and in all operational aspects of the industry as tourists, employees and entrepreneurs. Social exclusion has contributed to the historically narrow, myopic focus of the industry in South Africa. Responsible tourism is about enabling and encouraging historically disadvantaged local communities to access lucrative tourism markets. This is to overcome the problem of visitors being kept within the hotels and resorts and only venturing out to ‘sanitised’ places of interest. For example, local shebeens and craft vendors rarely see a tourist. One of the key challenges for the formal sector is to develop ways of engaging with community entrepreneurs and community groups to develop new products and diversify the industry. The success of township tours is one example of the product development opportunities that exist in the new South Africa. Much more effort needs to be made to improve the linkages between the formal and informal sectors of the tourism sector. The exclusion of the historically disadvantaged has contributed towards poverty and crime – the ‘township tours’ demonstrate that where local guides act as hosts, and where there are clear benefits both to communities and to historically disadvantaged entrepreneurs, tourists can have a good experience and be assured of their safety. In 1995, involving local communities in tourism, creating employment and training and awareness programmes were identified as solutions to the problem of security for tourists. There is much still to be done and this is a core challenge for responsible tourism. National priorities for action are described within 3.1: Social objectives and indicators. The meaningful involvement of historically disadvantaged communities as employees and as entrepreneurs in South Africa is a priority. This requires both market access and capacity building. Training at all levels is essential to the development of a more inclusive industry, able to demonstrate its social responsibility and to develop new products which meet the cultural and “meet the people” interests of tourists. The development and delivery of new quality products for the changing market place is of central importance to enable the historically disadvantaged to become part of mainstream tourism. It is also required for social justice and the avoidance of exploitation of local cultures and community groups. The value of the culture of historically disadvantaged people needs to be recognised and new tourism products developed. Their awareness of the opportunities in tourism needs to be a key element in training and education, and it is important that these opportunities are presented in a realistic commercial framework. 2.1 Social Objectives and Indicators 2.1.1 Involve the local community in planning and decision-making

a. Understand the historical, political and cultural context of local and host communities, and historical relationships with tourism development and protected areas.

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b. Creating opportunities and eliminating barriers to access mainstream tourism markets for local communities, historically disadvantaged people and individuals.

c. Understand the local, safety and security, infrastructure, resource, educational, poverty, disability and health constraints (e.g. HIV/AIDS), when designing, operating and marketing tourism.

d. Encourage proactive participation and involvement by all stakeholders - including the private sector, government at all levels, labour, local communities (their leaders and structures) - at all stages of the tourism life cycle.

e. Encourage formal and informal sector enterprises to develop effective structures, or join existing bodies, for marketing and tourism development. Create the environment to do so by providing resources, technical and management capacity.

f. Encourage successful entrepreneurs, particularly those from the emerging tourism fraternity, to mentor others.

g. Planning authorities should work to include stakeholders as part of a decision-making process at the destination level, to determine what constitutes sustainable levels of tourism in the social, natural, and economic context.

h. Programmes of education within school curriculum, and public awareness within communities, are needed regarding the potential positive and negative aspects of tourism.

i. Post-employment education and training programmes within the framework of the Skills Development Act and South African Qualifications Authority (SAQA) are required to educate employees regarding the potential pros and cons of tourism, and comparative costs and benefits of alternative enterprises in order to aid decision making.

j. Involve the local communities in growing the local tourism business by using existing facilities and by developing new activities and attractions. Individual enterprises and groups of enterprises need to develop complementary products. (Report number of new activities/ attractions; number of visitors).

k. Empower communities to market their cultural traditions and products as assets and enhance their economic opportunities.

l. Interpretation material and visitor information centres should be developed in consultation with local communities.

m. Integrate community development goals as identified in the Integrated Development Plan (and similar processes) into the enterprise’s social and sustainability mission and objectives.

2.1.2 Assess social impacts as a prerequisite to developing tourism

a. Identify and monitor potential adverse social impacts of tourism and minimise them in the short and the long-term, and ensure that communities actively participate in the monitoring.

b. Larger enterprises should appoint a member of staff to take responsibility for developing better local relationships and partnerships. Implement social audits of tourism projects. These can be conducted in an inexpensive, rapid and participatory way.

c. Consider schemes to encourage local co-operation and civic pride like an “adopt a school” initiative or ‘adopt a street’, or other local area near the enterprise. Work with local government and the local community to identify priority sites, and make them safe and attractive for tourists.

d. Enterprises should develop strategies to promote equality in terms of gender, ethnicity, age, and disability, and report progress on implementation.

2.1.3 Maintain and encourage social and cultural diversity

a. Develop tourism with dignity, respect and nurture local cultures (including religion), so that they enrich the tourism experience and build pride and confidence among local communities.

b. Use tourism as a catalyst for human development, focussing on gender equality, career development and the implementation of national labour standards. (Report on gender equality and career development)

c. Tourism development should not compromise respect for social and cultural and religious rights, or the essential human rights of people to food, a safe and clean environment, work, health, and education.

d. Support the development of sustainable local handicraft enterprise by assisting with improvement of design, marketing, production and packaging skills for craft workers in relation to market demand. Consider specifically what can be done to enhance the skills and earnings of women, particularly in rural areas.

e. Support visits by local school children to tourism sites that promote and display their heritage.

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f. Consider what contributions the enterprise can make to scholarships, local youth sports teams and other community causes. Monitor and report increasing contributions with respect to the number of projects and level of investment.

g. Showcase local cultural artefacts in your enterprise and encourage the development and sale of traditional cultural products, crafts and folklore. Aim for 25% items for sale at enterprise from within 50 km, with tours offered to local markets, and try to increase these by 25% over 3 years. Provide customer feedback in order to raise standards.

h. Be wary of the dangers of co modification, and encourage craft and other cultural workers to maintain the authenticity and cultural values of their products. Encourage craft workers to explain the cultural values and history of their crafts.

i. Give enterprises a local flavour by serving local dishes and source soft furnishings, arts and crafts locally. Monitor the proportion of local dishes on menu; and the proportion of furnishings & crafts locally made, and aim to increase these proportions by 25% over 3 years. Visitors expect to find at least one local dish their menus.

j. Identify cultural heritage resources in the local area and where there is sufficient demand from tourists and work with the local community to develop them as sustainable tourism attractions. Consider mission settlements, sites of slave occupation, festivals, struggle-related monuments and places, rock art sites, cultural monuments, food, drink, arts and crafts, music, dance and storytelling.

k. Encourage tourists to show respect by learning a few words of the local language, (and to use them

when talking to local people!) and to learn about the host culture and traditions. l. Share enterprise level knowledge regarding informal sector tourism skills and products. Draw the

attention of ground handlers, the media and tour operators to complementary product opportunities in the local community.

2.1.4 Be sensitive to the host culture

• • Respect, invest in and develop local cultures and protect them from over-commercialisation

and over-exploitation. Encourage workers and staff to observe their religious and cultural practises.

• Respect indigenous intellectual property, especially when setting up contractual arrangements for the use of indigenous knowledge.

• Use local guides, and encourage them to continually improve their quality, to ensure that the community speaks for itself and to increase the revenues going into the local community (by higher fees for quality tours). Monitor and report this economic contribution to the community and set targets to increase it annually.

• Develop a local social contract for interactions and behaviour between the local community and tourists (including responsible bargaining), developed with the participation and contributions from the community, and display it prominently for visitors and publicly within the community.

• Create opportunities for visitors to interact with locals in an unstructured, spontaneous manner (e.g. through sporting activities, visits to local schools, shebeens, taverns, restaurants in townships).

• In accordance with the Batho Pele principle, provide visitors with inclusive, honest and reliable information about history and contemporary life in South Africa, local tourism attractions and facilities.

• Promote a sound, proud, service ethic among all participants in the tourism sector. • Promote and ensure the respect and dignity of people in the development, marketing and

promotion of tourism. • Ensure that tourism does not undermine the resource rights, traditional knowledge and skills

of local communities. • Negative social and cultural impacts associated with tourism, such as increased crime, drug

and alcohol abuse, prostitution, and crime should be monitored and be proactively addressed in cooperation with the community.

• Educate tourists regarding local culture and where necessary make them aware of how they should behave to respect it.

• The exploitation of human beings in any form, particularly sexual and when applied to women and children, should be energetically combated with the co-operation of all concerned.

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3. Guiding Principles for Environmental Responsibility Responsible tourism implies a proactive approach by the tourism sector to the environment through the promotion of balanced and sustainable tourism. This is particularly important where the focus of the tourism sector and of the activities of tourists is the natural environment, as is the case with wildlife viewing, hunting and marine tourism. There are particular challenges in making nature-based tourism sustainable. Responsible tourism development must be underpinned by sustainable environmental practices. In the environmental sphere, only conservative decisions based on the precautionary principle can be considered responsible. Cultural heritage is also part of the environment, and the responsibility of the tourism sector towards the cultural environment was considered in the social responsibility guidelines. Central to environmental responsibility is thinking about the life cycle impact of an enterprise or product, and so these guidelines apply to the stages of design, planning, construction, operation and decommissioning. The process of managing the business should be fully integrated with environmental management, throughout the project lifecycle (from conceptualisation to decommissioning). In constructing concessions and leasehold developments it is particularly important to ensure that during decommissioning it will be possible to remove all structures and restore the area. Larger businesses should be using Environmental Management Systems to exercise environmental responsibility; for businesses above a defined size in each sector it would be irresponsible to operate without one. All tourism enterprises can contribute to environmental sustainability by exercising care in purchasing decisions – by seeking out and supporting responsible producers of the products that are required to run the enterprise, and by making clients aware of the responsible purchasing policy. The practical guidelines and indicators that follow are organised around the key environmental elements of responsible tourism identified in the 1996 White Paper. 3.1 Environmental Objectives and Indicators 3.1.1 Assess environmental impacts as a prerequisite to developing tourism

a. Plan new developments only in areas where the use of water and other natural resources for tourism will not conflict with local community needs, now or in the foreseeable future. Integrate environmental management into the project planning cycle.

b. Follow best practise guidelines on the design, planning and construction of buildings and associated infrastructure to minimise environmental impacts and to reduce energy requirements for lighting, cooling and heating.

c. Use local materials (where sustainable) and local architectural styles on a scale that does not create a negative aesthetic impact.

d. Avoid damaging the environmental quality of the enterprise’s neighbourhood by noise or light pollution.

e. Design buildings with natural ventilation and actively plan to reduce resource use during the construction and operational phases. Tell visitors what has been done to make the enterprise more environmentally friendly. Quantify the resources “saved”.

f. Plan new developments to have the lowest possible ecological impact, particularly in environmentally sensitive areas such as the coastal zone, indigenous forests, wildlife habitats and wetlands. Minimise the transformation of the environment around the enterprise.

g. When developing plans for a new enterprise include elements which contribute to the maintenance of biodiversity by planting local indigenous and non-invasive species which provide habitats for birds, bees, and butterflies.

3.1.2 Sustainable use of local resources; avoid waste and over-consumption

a. Meter the quantity of water consumed and manage consumption and leakage so as to reduce water consumption by 5% per annum for 3 years, and report water consumption and performance in monitoring.

b. Measure electricity consumption and introduce energy saving measures to achieve 5% reduction in use per annum over three years. This can be done by for example dimming lights, using low energy appliances and light bulbs and enhancing the use of natural ventilation

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c. Monitor the use of diesel, paraffin and petrol and set targets to reduce consumption and switch to less polluting fuels.

d. Set targets to increase the proportion of energy used from renewable resources – for example solar, wind, hydroelectric (increase by 10% over 3 years). Sustainable use of wood, from indigenous and plantation forests is complex, and great care needs to be taken.

e. Install and showcase appropriate technology to reduce consumption of natural resources, production of waste and incidences of pollution.

f. Monitor the sewage system and demonstrate how pure the outflow back into the environment is. If the enterprise has one, make the reed bed a valuable habitat feature.

g. Set percentage targets and time scales for the reduction of waste produced, levels of recycling and reuse of waste from the enterprise. Set appropriate targets for reduction and/or recycling of waste produced per year for paper (5%), plastics (5%), metal (5%) and glass (5%). Report on progress towards 15% targets over 3 years.

h. Work with suppliers to minimise the amount of packaging purchased with supplies, and therefore reduce the amount of waste that needs to be disposed of. It may be appropriate for trade associations to conduct these discussions on behalf of members.

i. Reduce “food miles” by using locally produced food. j. Enterprises should assist conservation by investing in sustainable trails, hides and interpretation. Tell

visitors what the enterprise is doing, and claim credit for activities. k. Encourage the use of environmentally friendly transport.

3.1.3 Maintain and encourage natural diversity

a. Encourage visitor behaviour that respects natural heritage and has a low impact upon it. b. Discourage the purchase of products that exploit wildlife unsustainably or contribute to the

destruction of species or habitats (e.g. some handicrafts; bush meat) c. Look for ways in which the enterprise and its guests can assist with the conservation of natural

heritage, for example through removing litter. d. Invest a percentage of profits or turnover in species conservation or habitat restoration and

management. Report the investment, and try to increase this by 5% per year. e. Avoid pollution by using environmentally friendly chemicals, and by using biodegradable soaps and

detergents – tell visitors and staff why the enterprise is doing this and how it benefits the environment.

f. Work with conservation authorities to ensure that visitors to natural heritage areas are aware of the impacts that they may have on the ecology of the area and how they should behave in order to minimise those impacts.

g. Ensure that relevant members of staff are familiar with the issues and ways of avoiding environmental impacts – they should abide by the advice and communicate it to guests, and use the services of companies that abide by local environmental Best Practise.

h. Do not market tourism resources to encourage tourists into ecologically sensitive areas which are vulnerable to irresponsible tourism practices, sports or recreational uses – discourage these activities (e.g. irresponsible 4x4 use, hunting, diving or sand boarding).

2002 The International Year of Eco-tourism

The World Tourism Organisation is an inter-governmental body with 140 member states, founded in 1975.Their task is to advise governments on tourism policies, the economic impact of tourism, collection of tourism statistics, marketing, development planning and the ethical aspects of tourism. They recently formulated the Global Code of Ethics for Tourism.

The International Year of Eco-tourism 2002 was declared by the United Nations. In taking this decision, the United Nations General Assembly recognised the growing importance of tourism as a social economic force. The contribution of tourism to job creation and economic development has been largely ignored in many countries, or at least it has been underestimated for many years. It is now beginning to be recognised and this International Year of Eco-tourism 2002 is one of these examples.

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The U.N. General Assembly also wanted to draw the attention of governments, local authorities, the tourism industry, the tourism professionals and society at large, to the potential contribution or the effects of tourism (both positive and negative) on the natural environment, the conservation of biodiversity and the social and cultural fabric of societies. Governments, the private sector, host communities and tourists themselves are therefore expected to exert greater efforts for tourism to become a major contributor to sustainable development instead of causing a new barrier to sustainability.

The concept of sustainable development states that natural and cultural resources should be used to an extent that does not exhaust them and that they can be used by further generations. So, it has three dimensions:

• the economic dimension of sustainability. • the social and cultural dimension of sustainability. • the environmental dimension.

All this was coined and developed in the Rio Summit of 1992, then a special session of the United Nations Commission on Sustainable Development took place in 1999, especially devoted to study tourism and its impacts, and in 2002 the Rioblasten Earth Summit will take place in August/September 2002 in Johannesburg to evaluate the progress the world has made in this area of sustainability, examining all sectors of activities, including tourism.

Looking at the International Year of Eco-tourism, it is necessary to mention that the international environment in which tourism evolves has certainly changed radically in the aftermath of 11 September. Tourism development globally, and particularly in the Central Asian region and Middle East, is being affected, as well as in the United States. Tourism is affected by the ensuing air transport crisis and the general economic slow-down. However, at W.T.O. they have set up a sort of “crisis cabinet” to examine and monitor the impacts and give advice to the industry.

The first report was issued on the occasion of their General Assembly at the end of September 2001 in Korea and Japan. But the history of tourism in the second half of the 20th century has demonstrated a great resilience in the face of natural and man-made calamities and at W.T.O. they are confident that the current crisis will be overcome in the mid-term and tourism once again will become a buoyant industry benefiting national and local communities. This must be emphasised because there is a psychological crisis and they must instil confidence among travellers, showing that they can still practice tourism in a safe way. The W.T.O. has also set up a Safety and Security Committee to further advise governments on how to improve safety and security.

The International Year of Eco-tourism was declared by the United Nations, and the W.T.O. joined the United Nations Environment Programme to take the lead in organising a number of international activities. In defining Eco-tourism, they listed the six characteristics that Eco-tourism needed:

• To generate greater awareness among public authorities, the private sector, civil society and consumers about Eco-tourism’s capacity to enhance the conservation of the natural and cultural heritage; improving the local community’s standards of living in rural areas and in the surroundings of national parks; and encouraging a better knowledge and respect for nature, indigenous cultures and their diversity.

• To promote a sustainable development of Eco-tourism as an essential condition to generate the positive benefits expected from it.

• To disseminate methods and techniques for the planning, management, regulation and monitoring of Eco-tourism to guarantee its long-term sustainability.

• To promote the exchange of successful experiences in the field of Eco-tourism. • To increase opportunities for the efficient marketing and promotion of the Eco-tourism destination in

the international market. • To promote minimum-quality standards as well as trustworthy and comparable Eco-tourism

certification systems.

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The WTO is also conducting a number of market studies to examine the size and characteristics of the Eco-tourism market in the main generating markets. They all talk about Eco-tourism, but nobody really knows the importance of this market. So they decided to undertake and make public the results of seven market studies - the United Kingdom, Germany, France, Italy, Spain, the U.S. and Canada. Another publication they are preparing is a collection of successful experiences in Eco-tourism, so that they contribute to this exchange of good practices in Eco-tourism. Fifty-three case studies from 38 countries will be included in this compilation of good practices and everyone can discover what has been successful and the reasons for success.

The WTO is supporting small eco-tourism companies from developing countries to improve their marketing.

Finally, the WTO is also promoting the creation, in the member states, of national committees for this International Year of Eco-tourism, with the participation of the public sector, the private sector and local communities. These committees will then become permanent committees for the development and co-ordination of eco-tourism activities in their countries after the International Year. So far about 40 countries have created such committees, and I think that is a good way of coordinating an activity which requires the involvement of all stake-holders.

Based on the experience of the W.T.O. and these case studies, there are 18 main conditions for sustainable development of Eco-tourism activities:

1. Eco-tourism must contribute to the conservation and improvement of natural areas and to the sustainable development of adjacent areas and communities.

2. Eco-tourism requires specific policies, strategies and programmes for each nation, region and area. It cannot be sustainably developed by simply copying what has been done elsewhere, let alone be left to grow in a disorderly and anarchic manner.

3. Eco-tourism needs practical and effective systems of co-ordination between all the players involved including governments, private enterprise and the local community.

4. The planning of Eco-tourism must include strict criteria for territorial zoning, including reserves, low- and medium- impact areas. These criteria should be strictly enforced and respected by all parties.

5. The physical planning and design of Eco-tourist facilities, especially hotels and other accommodation and restaurants, should be carried out in a manner, which will avoid or minimise any negative impact they may have upon the natural and cultural environment. Building materials, architectural styles, furniture, etc. should ideally be local with low pollution energy sources.

6. The means of transport and communications to be used in Eco-tourism areas should be of low contamination. Sports involving noisy or highly polluting means of transport should be prohibited.

7. The practice of Eco-tourism in national parks and protected areas should strictly comply with the management rules governing such areas.

8. Reciprocally, these management plans should consider that they will be used by tourists, and make suitable provisions for a sustainable use and visitation.

9. Appropriate legal and institutional mechanisms should be established to facilitate and make effective the orderly participation of local communities in the entire Eco-tourism process.

10. In line with this, institutional, financial, fiscal or other mechanisms should also be established to ensure that a significant proportion of the income generated from Eco-tourism remains with the local community or serves conservation purposes.

11. It is, however, important to ensure that Eco-tourism is a good economically sustainable business and that profits are generated from it. If there are no prospects for profits, then private entrepreneurs will not invest and there will be no benefits to distribute for local communities or for conservation purposes.

12. All those concerned with the Eco-tourism business must be aware of the costs of mitigating any possible negative impacts and such costs must be incorporated in the pre-investment cost benefit analysis of any Eco-tourism project.

13. Compliance with general tourism regulations and cause of conducts should be stricter in the case of Eco-tourism combining supervision and monitoring with awareness-raising campaigns amongst business people and tourists, training of service suppliers and eventually sanctions against those who do not comply. Self-regulation and voluntary initiatives related to the environmental and social cultural sustainability of Eco-tourism should be encouraged and duly checked.

14. Consideration should be given to the prospects of establishing the obligation of certification systems for Eco-tourism facilities and operations at least at regional and possibly at a global level, to

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guarantee that their quality is consistent with the principles of sustainability. We are currently undertaking a study in this line and, probably by the end of 2002; we will have some proposals to make to the tourism industry concerning certification.

15. Education and training are pre-requisites for sustainable Eco-tourism development and management. Company managers, employees and the local population need training on general and specific aspects of Eco-tourism. In particular, Eco-tourism needs highly qualified guides who should ideally be natives of the area.

16. Eco-tourists need detailed and specialised information both before and during the trip. The provision of complete information is precisely one of the elements that differentiate the Eco-tourism experience from traditional tourism.

17. Promotional material for Eco-tourism should contain substantial information on the experience to which potential tourists are invited. It should also include truthful information about the accommodation and catering services, and recommendations on what may and may not be done at the destination.

18. Finally, both the marketing channels and the promotional means for Eco-tourism products should be consistent with the type of tourism the consumer is being offered and with the typology of Eco-tourists.

These are the 18 guidelines they are proposing to ensure sustainable development and management of Eco-tourism.

Questions: 3.1 How would you define Sustainability? ............................................................................................................................................................ ............................................................................................................................................................ 3.2 When we talk of sustainability of the environment name points that affect sustainability. Natural

Cultural

............................................................................................................................................................ ............................................................................................................................................................ 3.3 What are the expectations of tourists? ............................................................................................................................................................ ............................................................................................................................................................ 3.4 What are the expectations of the host community? ............................................................................................................................................................ ............................................................................................................................................................ 3.5 What is the conflict between the two? Can this be resolved and how? ............................................................................................................................................................ ............................................................................................................................................................ 3.6 How can we protect our National heritage sites? ............................................................................................................................................................ ............................................................................................................................................................

FUNCTION IN A TEAM

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It is important for the success of any tour experience that all the team members in charge of the group treat each other in a polite and helpful manner at all times. If a positive interpersonal relationship exists between all team members it will be clearly noticed by the clients and will ensure that the company reflects a positive image to the outside world. There are a few pointers how to establish this relationship on tour: • Deal promptly with requests from other members of staff and create an effective work team. • The division of work and work responsibilities should be stated clearly. Everybody should know

precisely what to do. • Avoid the following situation: “IT IS NOT MY JOB!” • If there are any differences of opinion between staff members it should be dealt with in a positive

way to avoid conflict situations. Treat each other with respect. • Effective communication is important to ensure that essential information required by the

organisation is accurately communicated to the appropriate personnel. Techniques for Working Effectively in a Team A team can only be successful if every member of the team is a team player. You should be polite and helpful to other members. Adopting the following practices and attitudes to your fellow team members will help you to establish and maintain effective relationships at work. 1 Have A Positive Attitude and Behaviour How you conduct yourself at work and the attitude you display will affect how other team members respond to you. The attitudes and behaviour to display include: smiling often maintaining eye-contact when speaking to others asking open questions to extend the conversation, i.e. questions that require more than a ‘yes’ or ‘no’ answer. being friendly maintaining a positive attitude to your work and team members having a sense of duty and willingness to serve finding solutions, not problems. 2 Value Others Do not judge others, rather focus on listening and make sure you understand your fellow workers. Make sure you: receive all questions in a respectful manner (remain calm even if you are presented with a negative attitude) receive all questions (value each and every team member’s input) respond to questions in a clear and concise manner (you will break the flow of your presentation and decrease understanding of your message if you give lengthy answers). 3 Treat Everybody Equally Every team member is an individual. They will be different from each other in a number of ways, for example, some may be argumentative or dominant, and others may be quiet. How you handle your interactions with each member of your team will determine your success as a team member. The following guidelines should help you work effectively with others, who may present you with problem behaviour. The argumentative team member Team members may from time to time appear argumentative. When dealing with argumentative team members: control your own temper

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respond to the content of the member’s comments not the attack try to find merit in their comment, express your agreement and move on try to find out in a non-threatening way what is irritating the team member, in private at another time. The dominant team member Dominant team members usually take over. They are often the first person to talk and rarely give other people a chance to express their opinion. When dealing with dominant team members: interrupt with statements like “That’s an interesting point, what do the rest of your think about that?” give other team members a chance to influence the discussion with statements like “Great point, what can you add to that Gail?” seek the team’s opinion of the comments by asking questions like “Does anyone else have a different opinion?” or “I can see your point, can anyone else think of another possibility?” or “Great idea, Victor given your experience with this matter can you add anything to what Chris has just raised?”. The quiet team member Quiet team members are team members who rarely contribute and often appear apart from the group. When dealing with quiet team members: ask for, but do not force, the team member to give their opinion maintain eye contact with those who appear shy when you ask a question try to find out in a non-threatening way the reason why the team member is not contributing, in private at another time (i.e. do they feel that they have nothing to contribute?) give the team member an opportunity to succeed (i.e. utilising their knowledge, skills and experiences).

Maintain effective working relationships A consistent and constant effort is required from all team members in order to maintain an effective working relationship and an atmosphere that encourages productivity. Important factors in maintaining effective working relationships are: Establishing mutual confidence and support amongst team members Dealing with conflicts or interpersonal problems that arise. Establishing mutual confidence and support It is part of your supervisor's role to encourage cooperation within the team. It is your role to make sure that it happens. This can be achieved by: understanding the role of staff in your immediate work team and those in other departments (e.g. knowing the jobs and duties performed by other people) understanding the working relationships between individual team members recognising and valuing contributions other team members make towards common goals supervisors allowing team members to use their initiative within their area of expertise and individuals acting upon this in their daily work practices. This allows for mutual trust, respect and confidence to be built within the team, resulting in an effective, cooperative group.

Dealing with Conflicts or Interpersonal Problems 1 Difficult situations and conflicts can arise in workplace relationships due to: differences in values, attitudes, perceptions or beliefs attempts by one party to dominate another lack of resources and the pressure that this creates (e.g. lack of time, cramped working conditions)

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personality traits (e.g. aggressiveness, competitiveness). Whatever the source of a conflict within a team, members of the team must act to resolve the conflict. If the conflict is ignored, it is detrimental to maintaining a cooperative and effective team. 2 What Are the Outcomes of Conflict? Lose-lose: Both parties feel they have lost out, animosity often follows. Lose-win: Where one party is, unassertive and lets the other win, despite the cost to themselves. Win-lose: Where one party forces a solution on another, leaving them feeling dejected and defeated. Win-win: Where both parties feel, they have won - this can be achieved through compromise, but is more likely to be a form of collaboration. Too much of the wrong type of conflict produces negative feelings between individuals, which can result in destruction of the team. Too little conflict will inhibit open and innovative discussions within the team. 3 Identifying When Conflict Is About to Occur There are usually five stages of conflict:

1. Discomfort - you sense there is something going on. 2. Incident - something minor happens which leaves a team member feeling upset. By this

stage, you may be able to identify the source of the conflict. 3. Misunderstanding - this is often caused by false assumptions. 4. Tension - this distorts perception of other team members and affects their interpretation of

situations. 5. Crisis or violence - a major incident occurs that must be dealt with.

The aim is to solve the conflict before it reaches the dangerous stages. It is best to act to resolve the conflict when it is in the first two stages.

Guidelines for Conflict Resolution The following general guidelines are useful in dealing with conflict: Know your goals and your bottom line. Build on common agreement. Be assertive, not aggressive. Learn the other person's views and feelings: 1.use reflective (active) listening to discover the real issues

2.ask open questions. Be honest when you make a mistake or feel uncertain. The following are two methods of conflict resolution. Collaborative Problem-Solving Outline

Admit a conflict exists Confront the problem Brainstorm possible options Select an option and agree Look to the future

Three-Step Conflict Resolution Technique

Complete a conflict analysis map. Define the issue in a short statement. Name the parties involved. List the needs and fears of each person. Design solution options. Negotiate with third-party mediation, if necessary.

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Communicate Essential Information Accurately When communicating essential information such as, specific information relating to the provision of service or information relating to the security of people, property and restricted access areas, it is vital that you practice effective listening skills. Effective listening skills requires the following:

Let the other person convey his or her message. Involve yourself in the message. Summarise and paraphrase what they are saying. Talk only to ask questions or to clarify. Empathise with the other person's view. Nurture and practise the listening skills required.

If you do not listen properly, this can lead to: misunderstandings missing important information taking incorrect action.

Results of bad/wrong communication methods:

Using the wrong sort of language Using words that the other person does not understand.

Failure to obtain feedback Assuming that the message has been received and understood as you intended.

Unclear messages Messages that could have two meanings or assume that a person has the facts. Messages that are incomplete, e.g. a reservation for dinner that does not give the time and number of guests.

Poor handwriting Handwriting that is not clear can be misunderstood. Make sure that figures are easy to read and do not look like other figures, e.g. 7 and 1.

Message overload Too much information packed into a message. Noise If you are speaking to someone over the phone or

in person, make sure you can hear clearly. Avoid noisy situations but if you can't ask for the information that you have missed to be repeated.

Status A subordinate will be less likely to ask questions if they do not understand if they do not trust and respect their supervisors. Status could intimidate a subordinate.

Communication chain is too long This means that too many people must handle the message before it is acted upon. There is more room for error and it is possible for the message to change each time it is passed on.

Questions: 3.7 Why are teams important in a workplace? ............................................................................................................................................................ ............................................................................................................................................................ 3.8 Name the various teams in which a Tourist Guide will have to function during the execution of his

work.

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............................................................................................................................................................ ............................................................................................................................................................ 3.9 Describe the relationships a TG should establish and maintain with the various other members of

teams in which he works. ............................................................................................................................................................ ............................................................................................................................................................ 3.10 Identify some problems that could crop up with other team members, and describe how each of these

could have been avoided or how they can be solved once they do appear. ............................................................................................................................................................ ............................................................................................................................................................ 3.11 How could a Tourist Guide ensure that his tour runs smoothly with the co-operation of all members of

the teams involved in the process? ............................................................................................................................................................ ............................................................................................................................................................ 3.12 What points would you consider to assess the effectiveness of a tour organization and the co-

operation between the team members? ............................................................................................................................................................ ............................................................................................................................................................

OPERATE IN A BUSINESS Questions: 3.13 Name four different departments that a tourism type business can have. What is the function of each

of these departments? ............................................................................................................................................................ ............................................................................................................................................................ 3.14 What are the different services and products sold by a typical tour operator business? ............................................................................................................................................................ ............................................................................................................................................................ 3.15 How can you get feedback from tourists about their experiences on a tour? What type of questions

would you ask them? ............................................................................................................................................................ ............................................................................................................................................................ 3.16 Why is it important for a business to draw up a budget? ............................................................................................................................................................ ............................................................................................................................................................ 3.17 Name instances when is it appropriate to give a customer(s) a discount. ............................................................................................................................................................ ............................................................................................................................................................ 3.18 What are the advantages and disadvantages to a business of being paid by credit card?

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............................................................................................................................................................ ............................................................................................................................................................ 3.19 Why is the customer important to a business? ............................................................................................................................................................ ............................................................................................................................................................

CONTRIBUTE TO INFORMATION ON HIV/AIDS THE EFFECT OF HIV/AIDS ON THE TOURISM INDUSTRY (This information is taken from Learnerships: an important strategic response to the impact of HIV/Aids on the Tourism, Hospitality & Sport Sector by Alan Brand, National Coordinator HIV/Aids, The Fedics Group, July 2001.) One in nine people in the economically active population of South Africa is currently infected with HIV. It is clear, therefore, that HIV and Aids-related illnesses - as well as poverty-related diseases such as cholera and TB - need to be taken into account when projecting the future labour market needs of the South African economy. South Africa is moving into the symptomatic phase of the Aids pandemic. In 1999, 3% to 4% of the workforce was Aids ill. It is estimated that the national HIV prevalence rate will increase to over 30% by the year 2007. Aids deaths are expected to peak in about 2010, with 356 Aids deaths per 1 000 normal deaths. “In order to ensure that the production process is not vulnerable to staff losses, responses might include multiskilling, recruitment and training additional labour.” Impact on the sector Prevalence of HIV in the Tourism and Hospitality Sector in 2000 (based on national rate of 24,5%) Estimated no. Employed in 2000 HIV Infected (@ 24,5%) Not Infected Hospitality 476 700 116 792 359 908 Gaming & Lotteries 20 500 5 023 15 477 Travel & Tourism Services 38 600 9 457 29 143 Sport & Recreation 34 400 8 428 25 972 Conservation 30 300 7 424 22 876 Total 600 500 147 124 453 376 This means that of the 600 500-people employed in this sector, 147 124 are estimated to be currently HIV positive. The hospitality sector is among the worst affected sectors in the economy because it is labour intensive. Small businesses of up to 100 employees are even more vulnerable to this pandemic as only 6,5% of them have introduced HIV/Aids programmes in their companies, as opposed to 80% of companies with more than 500 employees. It is also a misperception that the disease only affect unskilled workers when in fact one in ten skilled works are carriers of HIV/Aids. The impact of HIV will result in an unprecedented need for skilled labour, as the sector is faced with problems relating to an increasing number of sick employees. Research has shown that the cost implications for businesses are huge and can be broken down as follows:

Sick leave 55% Lost productivity 13% Medical costs 13% Recruitment fees 10% Other benefits 8% Funeral costs 1%.

The effects of the Aids pandemic in Southern Africa, which included the following: South Africa has some 5 million HIV positive citizens with the three most affected provinces being KwaZulu

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Natal (36,3%); Mpumalanga (29,7%) and Gauteng (29,4%) Life expectancy at birth in South Africa has fallen to 48 years, while in neighbouring Botswana it has fallen to around 29 years; Economic productivity in Malawi has fallen by 50%. Thus employers will need to increase the size of their workforce to allow for the loss of staff as a result of Aids deaths as well as greater absenteeism resulting from illness and attendance at funerals. As skilled workers become scarcer, wages may have to be increased for the limited pool available. Another aspect to take in consideration is not only to be able to deal with infected staff members, but also to know what to do in the unlikely event of a guest being sexually assaulted. Post exposure drugs are extremely effective in stopping the spread of the disease in its tracks if administered within a window period of 72 hours. All is lost when one considered current advances in the availability of more data, drugs and vaccines; the effectiveness of post exposure drugs; more infrastructure and commitment from business; more responsive government policies and education; more funding; reduced treatment pricing and the emergence of a feeling of hope. HIV infection has become a chronic manageable disease with an acceptable prognosis. Recommended Reading: “The cost of doing nothing will shortly outweigh the cost of intervention. ”AIDS the Challenge for South Africa” by Alan Whiteside and Clem Sunter. (Human & Rousseau Tafelberg). Questions: 3.20 What would you do if you found out that someone on your tour has AIDS? ............................................................................................................................................................ ............................................................................................................................................................ 3.21 What is society’s perception in general about people that are HIV positive? ............................................................................................................................................................ ............................................................................................................................................................ 3.22 What causes these perceptions? ............................................................................................................................................................ ............................................................................................................................................................ 3.23 How is the HIV virus transmitted? ............................................................................................................................................................ ............................................................................................................................................................

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Tourvest Destination Management Guiding Training Manual

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