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Kwanini Carrying Capacity Assessment June September 2014 Prepared for Ministry of Information, Culture, Tourism and Sports Hon. Said Ali Mbarouk By Denise Bretlaender & Pavol Toth Investors Government Guests Workforce People Kwanini

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Page 1: Kwanini Carrying Capacity Assessment 4kwaninifoundation.org/.../Kwanini-Carrying-Capacity... · ! 5! strategies, usageof( sustainability( indicators( and( finally( carrying( capacity(

Kwanini  Carrying  Capacity  Assessment     June  -­‐  September  2014    

 

 

 

 Prepared  for    

Ministry  of  Information,  Culture,  Tourism  and  Sports  

Hon.  Said  Ali  Mbarouk  

 

By  

Denise  Bretlaender  

&  

Pavol  Toth    

 

Investors

 

Government

 

Guests

 

Workforce

 

People

 

Kwanini

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Table  of  Contents  KWANINI  CARRYING  CAPACITY  ASSESSMENT  .................................................................................................................  1  

1.  INTRODUCTION  ...............................................................................................................................................  3  

2.  LITERATURE  REVIEW  .......................................................................................................................................  3  

2.1  SUSTAINABLE  TOURISM  .......................................................................................................................................  3  2.2  MANAGEMENT  TOOLS  FOR  SUSTAINABLE  TOURISM  ..................................................................................................  4  

3.  CARRYING  CAPACITY  EXERCISE  ........................................................................................................................  5  

4.  METHODOLOGY  ..............................................................................................................................................  8  

5.  ANALYSES  ......................................................................................................................................................  10  

5.  1  CURRENT  STATE  OF  TOURISM  .............................................................................................................................  11  5.2  ZONING  .........................................................................................................................................................  13  

6.  CASE  STUDY  ..................................................................................................................................................  15  

6.1  CASE  STUDY  1:  SEYCHELLES  ................................................................................................................................  15  6.2  CASE  STUDY  2:  MAURITIUS  ................................................................................................................................  19  6.3  CASE  STUDY  3:  MALDIVES  .................................................................................................................................  20  

7.  INDICATOR  ANALYSES  ...................................................................................................................................  22  

8.    SURVEYS  .......................................................................................................................................................  24  

8.1  VISITOR  EXIT  SURVEY  ........................................................................................................................................  24  8.2  HOTEL  MANAGEMENT  SURVEY  ............................................................................................................................  28  8.3  HOTEL  STAFF  SURVEY  ........................................................................................................................................  30  8.4  LOCAL  COMMUNITY  LEADER  SURVEY  ....................................................................................................................  32  

9.  DISCUSSION  ..................................................................................................................................................  35  

10.  RECOMMENDATIONS  FOR  FURTHER  RESEARCH  ..........................................................................................  37  

11.  CONCLUSION  ...............................................................................................................................................  38  

APPENDIX  I:  LITERATURE  REVIEW  .....................................................................................................................  44  

1.1.   JAFARI’S  FOUR  PLATFORMS  ...........................................................................................................................  44  1.2.   MICRO-­‐  AND  MACRO-­‐  LEVEL  MANAGEMENT  TOOL  DESCRIPTION  ..........................................................................  44    

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1.  Introduction  Pemba’s  attractiveness  as  a  tourism  location  is  mainly  due  to   its  natural  resources  such  as  world-­‐class  diving  and  beautiful  beaches.  The  tourism  industry  on  the  island  has  an  interest  in  developing  a  sustainable  and  economically  profitable  business  without  damaging  neither  the  environment  nor  the  local  population.  

Based   on   the   structured   interviews   with   stakeholders,   an   indicator   analyses,   three   case   studies,  literature   review   and   four   surveys   as   well   as   the   framework   developed   by   Kurhade   (2013)   a  tourism   strategy   for   Pemba   was   recommended   in   this   paper   and   presented   to   the   Ministry   for  Information,  Culture,  Tourism  and  Sports  of  the  Revolutionary  Government  of  Zanzibar.  

The  variety  of  characteristics  that  should  be  managed  sustainably  makes   it  difficult   to  choose  one  specific  form  of  protection.  Management  must  take  into  consideration  the  traditional  way  of  life  of  its  indigenous  citizens,  the  wildlife,  the  recreational  areas  (e.g.  coral  reefs  as  dive  sites)  and  different  forms   of   landscape.   All   these   aspects  must   be   considered  when   developing   a   strategy   on   how   to  handle  future  tourism  on  Pemba  without  sacrificing  the  island’s  character  through  overcrowding.  

This  paper  commences  with  a  literature  review  concerning  Tourism  Carrying  Capacity  Assessment  (TCCA),  which  includes  changes  in  expert  mindset  and  limitations  of    TCCAs.    

2.  Literature  Review  Tourism  constitutes  a  valuable  source  of  revenue  especially  for  resource-­‐poor  countries  (Brown  et  al.,  1997).  However,  there  exists  a  crucial  trade-­‐off  between  generated  benefits  and  economic  costs  in  the  tourism  sector  (Brown  et  al.,  1997).    

2.1  Sustainable  Tourism  This  paper  will   use  MacIntosh   and  Goeldner’s   (1986)  definition  of   tourism  as   a   foundation.  They  define   tourism   as   “the   sum   of   the   phenomena   and   relationships   arising   from   the   interaction   of  tourists,   business   suppliers,   host   governments   and   host   communities   in   the   process   of   attracting  and   hosting   these   tourists   and   other   visitors”   (p.18).   Mathieson   and  Walls   established   the   most  commonly  used  definition  in  1982.  According  to  the  authors,  tourism  is  explained  as  a  “temporary  movement   of   people   to   destinations   outside   their   normal   places   of   work   and   residence,   the  activities  undertaken  during   their   stay   in   those  destinations,   and   the   facilities   created   to   cater   to  their   needs”   (p.   29).   This   paper   uses   the   first   definition   as   it   includes   the   importance   of  relationships  between  different  stakeholders.  Moreover,  it  also  allows  for  different  non-­‐locals  being  present   on   Pemba   (i.e.   visitors   and   tourists).   More   importantly   it   includes   marketing   activities,  which  have  a  tremendous  impact  concerning  destination  decision-­‐making  process  and  expectation  management.  

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The   discussion   of   different   tourism   definitions   is   important   as   it   showcases   that   experts   and  academic   literature  have  not  come  to  a  consensus  on  the  extent   tourism  has   in   the  context  of   the  community.  

Many  models  have  been  published  in  regards  to  the  evolution  of  tourism.  Jafari’s  (2001)  influential  platform  stage  model  identified  a  gradual  change  from  tourism  as  a  platform  for  advocacy  (1950’s-­‐1960’s)  to  cautionary  (1970’s)  to  ada  ptancy  and  finally  knowledge-­‐based  (1990’s).1  This  model  was  expanded  upon  to  include  the  ethics  and  finally  sustainability  stage  (McBeth,  2005).  He  defines  the  latter   as   a   limited   growth   concept   based   on   political   considerations.   Pemba   Island   is   an   African  tourism   destination   and   as   of   2013   relatively   unknown   as   a   travel   location.   As   such   it   has   not  experienced   the   different  mentalities   of   tourists   and   leapfrogged   all   this   stages.   As   such   the   only  negative   association   the   local   population   has   is   the   example   of   Unguja.   The   lack   of   the   first   four  stages   in   Pemba’s   development   as   a   tourist   location   increases  measurement   difficulties   but   also  explains   the   current   pristine   stages   of   the   natural   landscape.   The   government   has   the   unique  opportunity   to   leapfrog   certain   tourism   management   stages   and   develop   a   sustainable   tourism  environment  that  aims  to  avoid  the  negative  impacts,  that  have  occurred  in  other  locations  due  to  mass  market  tourism  (especially  on  Unguja).    

Saarinen  (2006)  states  three  alternative  perspectives  on  how  to  view  sustainability  limits.  The  first  perspective  is  resource  based  and  founded  upon  a  positivist  ecological  point-­‐of-­‐view.  According  to  this   tradition   limits   to   growth   are   imposed   to   protect   the   resources   in   the   holiday   location.   The  second  perspective   is   activity  based  and  defines   limits   as   flexible  and  adaptive   to  new  situations.  Butler’s   (2006)   tourism   area   life   cycle   is   deeply   interwoven   with   this   line   of   argumentation.  According  to  Butler’s  theory  once  a  tourism  area  enters  the  stagnation  stage  the  management  can  use  activities   such  as  marketing   to   revive  growth  and  avoid   the  normally  occurring  decline   stage  due   saturation.   This   developmental   approach   has   strong   support   amongst   international  organizations,   including   World   Tourism   Organization.   The   last   perspective   is   based   on   the  stakeholder   community   empowerment.   If   local   communities   contribute   through   information   or  knowledge  sharing  relationships  are  build.  On  the  basis  of  these  valuable  social  networks  limits  can  be   negotiated   and   often   upwardly   adjusted.   Thus,   this   theory   sees   growth   boundaries   as  management   concepts   to  be  handled.  The  discussion  of   different  perspectives  highlight   that   limit  setting   is   not   a   static   activity   and   can   be   approached   differently   and   with   different   degrees   of  stakeholder  participation.    

2.2  Management  Tools  for  Sustainable  Tourism  Tools  that  can  be  utilized  in  sustainable  tourism  activities  are  manifold  and  can  be  separated  into  micro-­‐  and  macro  management  level  tools.  Management  tools  on  the  micro-­‐level  include,  but  are  not  limited   to:   area   protection,   visitor   management   techniques   (e.g.   zoning,   honeypots,   visitor  dispersion,   channeled   visitor   flow,   restricted   entry,   vehicle   restriction),   differential   pricing  

                                                                                                                         1  See  Apendix  1.1  for  a  deeper  explanation  of  Jafari’s  four  platforms.  

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strategies,   usage   of   sustainability   indicators   and   finally   carrying   capacity   assessment.   Industry  regulation,   environmental   foot-­‐printing,   auditing   and   indicators,   Codes   of   Conduct   and   eco-­‐labels  (including   certification   schemes)   count   as   macro-­‐level   management   tools2   (Mowforth   &  Munt,1997).    

The  carrying  capacity  study  results  can  be  used  to  commence  with  other  tools  as  well.  As  described  above   it   could   lead   to   important   industry   regulations   (including   government   legislation,  professional  association  and  voluntary  self-­‐regulation).Moreover  as  the  Carrying  Capacity  is  based  on  dialogue  and  research  it  can  also  give  insights  into  various  topics  that  are  currently  to  costly  or  complicated   such   as   extensive   environmental   foot-­‐printing.   It   can   also   show   the   importance   of  increased  governmental  participation  or  need   for   lack   thereof.  As   such  carrying  capacity   is  at   the  center   of   many  management   tools,   which   indicates   this   study   is   a   necessary   foundation   to   base  other  management  tools  upon  or  which  to  not  use.  

3.  Carrying  Capacity  Exercise  Managers   in   the   tourism   sector   need   to   know   how  much   tourism   a   certain   location   can   sustain  without   jeopardizing   the   long-­‐term   quality.   A   Carrying   Capacity   Exercise   (CCE),   also   known   a  Carrying  Capacity  Study,  Carrying  Capacity  Assessment  or  Carrying  Capacity  Calculations,  is  used  to  balance  maintenance   of   the   physical   environment   and   the   quality   of   how   the   visitor   experienced  their  chosen  vacation  (O'Reilly,  1986).  This  chapter  will  give  explain  CCEs  and  examine  the  benefits  and  criticism  associated  with  the  usage  of  this  tool.    

Three   different   ways   of   thinking   must   be   differentiated   when   talking   about   Tourism   Carrying  Capacity  (TCC)  the  most  general  description  of  CCE  in  the  tourism  sector  (a  description  of  different  forms  of   TCC  will   follow   later   in   this   subsection)   and  was   first   developed   in   the   1960s.   The   first  school   of   thought   defines   tourism   capacity   by   how   much   tourists   can   be   accommodates   before  negative   impacts   start   to   become   observable.   The   second   school   of   thought   however   defined  capacity  as  reached  when  the   tourists   themselves  see   the  negative   impacts  and  start   to  withdraw  from  an   area   as   it   no   longer   satisfies   their   requirements.   Subsequently   they  will   seek   alternative  destinations.   (O'Reilly,  1986)  A  different  approach   is   to  disregard  absolute  numbers  and  measure  maximum   growth   rates,   however   as   growth   does   not   define   an   upper   limit,   either   the   company  must  do  that  or  use  continuous  revaluation  to  ensure  overcapacity  is  not  reached  accidentally  (De  Kadt,  1976).  

This  paper  ascribes  to  the  first  observation  based  on  two  considerations.  Firstly,  according  to  Plog’s  “Psychographic   Positions   of  Destinations”  model   (1974)   the   homogenous   treatment   of   tourists   is  not   realistic.   According   to   him   tourists   must   be   separated   into   psycho-­‐centric   and   allo-­‐centric  groups.  The   first  group  consists  of  non-­‐adventurous   travelers  and   the   latter   is   their  opposite  and  

                                                                                                                         2  For  a  description  of  the  different  tools  please  see  Appendix  1.2.  

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characterized  by  curiosity  and  adventurousness.  Tourism  carrying  capacity  (TCC)  assumed  that  all  tourists   leave   a   location   after   the   same   amount   of   time  which   is   not   a   real-­‐life   observation.   Plog  argues   that   allo-­‐centric   travelers   grow   impatient   with   commercialization   much   quicker   than  psycho-­‐centric  and  will  leave  a  destination  sooner  to  seek  more  authentic  sites.  This  further  implies  that   locations   that   are   avoided   by   allo-­‐centric   persons  might   still   be   visited   by   less-­‐adventurous  people   and   as   such   TCC   should   not   be   defined   as   capacity   is   reached   when   tourists   leave   the  destination   of   their   own   free   will.   Secondly,   the   first   school   of   thought   is   more   conservative   to  maintain  the  quality  of  the  current  island.    

There   are   six   different   forms   of   CCE,   which   differ   in   the   underlying   measurement:   Physical,  ecological,  economic,  social  and  environmental  carrying  capacity  (see  Graphic  1  below).  The  seventh  form  of  CCE  concerns  itself  with  the  limits  of  acceptable  change.  (Mowforth  &  Munt,1997)  

 

Graph  1:  6  Key  Types  of  TCC  based  on  Mowforth  &  Munt  (1997)  and  O'Reilly  (1986).  

However,  the  different  carrying  capacities  can  be  further  broken  down.  Capacity  levels  are  subject  to  two  factor  groups:  tourist  attributes  and  destination  (including  area  and  population)  attributes.  The  first  group  includes  socioeconomic,  ethnical  and  behavioral  characteristics.  The  second  group  is  wider   and   includes   natural   environment,   features   and   processes,   economic   structure   and  development,   social   structure   and   organization,   political   organization   and   level   of   tourist  development.  It  is  important  to  note  that  tourist  development  could  be  positive  in  one  factor  while  impacting   another   one   negatively.   Moreover,   each   factor   has   a   maximum   capacity   in   itself   and  prioritizing   and   defining   individual   tolerance   limits   can   be   helpful   in   finding   a   balance   between  trade-­‐offs  later  in  the  process.  (Mathieson  and  Wall,1982)  

Historical   data   on   vacation   locations   has   shown   that   most   crises   caused   by   destruction   or  deterioration   has   only   occurred   once   the   maximum   capacity   has   been   exceeded.   Thus,   proper  

• Capacity  is  reached  when  the  exisQng  historical  sites  and/or  the  infrastructue  can  no  longer  support  the  tourist  number.  

Physical  Carrying  Capacity  

• Capacity  is  reached  naQve  wildlife  populaQon  is  endangered  due  to  tourist  aciQviQes.  Ecological  Carrying  Capacity  

• Capacity  is  reached  when  beneficial  local  acQviQes  can  no  longer  be  carried  out  as  these  are  squeezed  out  by  tourist  funcQons.  

Economic  Carrying  Capacity  

• Capacity  is  reached  when  the  tourists  can  no  longer  tolerate  the  behavior  of  other  tourists  or  when  the  indigenous  populaQon  can  no  longer  tolerate  tourists.  

Social  carrying  capacity  

• Capacity  is  reached  when  tourists  no  longer  enjoy  themselves  due  to  obervable  damage  caused  by  previous  visitors.  

Perceptual  carrying  capacity  

• Capacity  is  reached  when  environmental  problems  start  to  occur  due  to  the  tourist  interacQon  with  the  environment.  

Environmental  carrying  capacity  

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capacity  management  can  be  used  as  crisis  prevention  and  could  lead  to  cost  savings  measures  in  the  long-­‐term  perspective.  A  TCC  study  can  give  a  range  of  expected  visitors  and  with  this  number  a  cost-­‐benefit   analyses   could   be   executed   before   opening   tourism   related   projects.   Thus   potential  projects  with  financial  or  natural  losses  could  be  avoided  before  they  occur.  (O’Reilley,  1986)  

Most   importantly   sustaining   quality   in   the   long-­‐run   for   specific   categories   is   a   crucial   benefit.  Ensuring   optimized   planning   for   all   stakeholders   on   the   island   is   necessary   so   they   can   use  resources  responsibly  and  avoid  investing  into  projects  that  are  harmful  for  the  future.  Furthermore  carrying   capacity   exercises   can   be   supplemented   with   pricing   differentiation   techniques   as  described  in  Chapter  3.  This  would  allow  management  to  find  the  optimal  price  point  that  various  tourists  segments  are  willing  to  pay  and  thus  allow  for  profit  optimization.  

One  key  reason  why  TCC  tools  are  not  as  commonly  used  are  measurement  and  quantifying  issues.  These   can   have   three   causes.   Firstly,   different   societies   accept   different   visitor   levels   as  overcapacity.   Secondly,   some   developments   make   a   higher   visitor   density   necessary.   Thirdly,  management  greatly  affects  physical  and  environmental  carrying  capacities.  (O’Reilley,  1986)  This  makes  it  difficult  name  an  exact  number  of  desired  tourists.  Furthermore,  companies  have  struggled  to  identify  how  to  measure  tourist  numbers  in  an  optimal  manner.  

Capacity  mismanagement   is  especially  common  in  developing  countries  as   these  often  rely  on  the  mass  tourism  sector  as  one  key  revenue  source.  The  short-­‐term  perspective  is  often  deemed  more  relevant  than  overcapacity  consideration  on  future  income.  (O’Reilley,  1986)  These  two  statements  combined  with  the  above  benefit  description  shows  that  capacity  management  should  be  a  part  of  the  management  tool  kit  in  regards  to  sustainable  tourism  Pemba  and  Zanzibar  in  general.  

One  main  criticism  was  the  measurement  issues.  In  order  to  gain  an  understanding  of  which  visitor  density  ratio   for  physical  carrying  capacity   is  classified  as  overcrowded  (for   the  entire   island  and  specifically   for   the   resort)   expectations   of   target   audiences   need   to   be   analyzed.   Based   on   this  specific  numbers  a  tourist  number  per  square  mile  in  that  region  or  the  entire  island  could  be  taken  as   a  baseline   for  monitoring   capacity.  Another  measurement   could  be   the  number  of   tourists  per  100  local  people  in  that  region.  A  combination  of  both  factors  might  further  optimize  the  number  for  specific  carrying  capacities.(O’Reilley,  1986)  

The  six  main  carrying  capacities  in  Graphic  1  should  all  be  included  in  the  TCC  estimation  as  they  showcase   different   aspects   of   resort   vacations.   However,   the   Tourism  Ministry   has   to   determine  priorities  because  the  maximum  capacities  will  not  be   identical   in  each  capacity  and  choosing  the  lowest  number  overall  can  also  lead  to  exempting  possible  visitors  that  would  enjoy  their  vacations.  Another  way   to  use   low   capacity  numbers   in   one   category   is   as   a   critical   threshold.   For   example  physical   carrying   capacity   includes   aspects   such   as  waste   removal   infrastructure,   which   is   not   a  static  number  but  could  be  improved  to  allow  for  more  visitors.  More  importantly  the  biggest  issue  will   be   combing   the   interest   of   the   island   as   a   whole   with   the   interests   of   the   individual  

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stakeholders.   As   priorities   will   not   be   identical   a   discussion   point   (such   as   the   annual   Kwanini  conference)  and  equal  commitment  is  crucial.  

TCC’s   underlying   statement   of   tourism’s   inability   to   continuously   grow   without   harming   the  domestic   system   is   logical   (Coccossis   &   Mexa,   2004).   Thus,   knowing   the   limitations   can   help   to  recognize  maturity   levels   in   locations  and  management  can  react  accordingly   instead  of   investing  money  and  other  valuable  resources  into  an  expansion  attempt  that  will  do  more  harm  than  good.  To   conclude   doing   an   EEC   at   the   relative   beginning   of   tourism   development   has   the   benefit   of  avoiding   quality   damages   before   they   occur.   Especially   in   the   context   of   the   current   mindset  towards  sustainable  ecotourism  Pemba  is  in  a  situation  where  it  would  be  very  beneficial  to  define  aims   and   limitations   from   the   start   and   develop   a   holistic   strategy   for   the   entire   island  with   the  inclusion  of  all  stakeholders.  Thus  this  study  aims  at  doing  exactly  that.  

4.  Methodology  Based  on  the   literature  review,  (see  Chapter  2),   this  Tourism  Carrying  Capacity  Study  (TCCS)  was  based   on   qualitative   and   quantitative   data   research.   The   focus   was   not   to   determine   a   specific  number  as  various  authors  have  noted  that  this  is  not  feasible  in  a  changing  regulatory  environment  (see  Chapter  2),  but  instead  to  define  a  tourism  strategy  and  an  reevaluation  of  the  determined  goal  number   of   2300   and   2605   beds   in   the   National   Land   Use   Plan   and   the   Tourism   Master   Plan  respectively.   This   TCSS   is   designed   to   answer   three   guiding   questions,   that   were  modified   from  Sharma’s  carrying  capacity  research  in  1995  :  

• Given  the  strategy  for  a  positive  contribution  to  the  people  of  Pemba  through  tourism  how  can  opportunities  be  maximized  and  harm  to  the  culture  and  uniqueness  of  Pemba  Island  be  prevented?  

• How  can  every  stakeholder  be  involved  in  the  tourism  planning  process?  • Which  local  institutions  should  be  created  or  their  jurisdiction  modified  to  enable  an  holistic  

tourism  approach  that  monitors  and  manages  the  local  economy  efficiently  and  responsibly  as   well   as   the   environmental   development   through   a   set   of   core   evaluation   criterias   and  mandates  that  evaluates  projects  and  investments  in  the  tourism  industry  of  Pemba.  

A   framework  of  nine  steps  was  developed  based  on  Kurhade  (2013)   in  order  to  answer  the  three  guiding  questions.  The  following  steps  were  identified  as  crucial  for  a  holistic  TCCS:  

1. Current  tourism  sector’s  characteristics  analyses  2. Tourism  zones  identification  and  analyses  of  development  3. Indicator  implications  definition  4. Separation   into   status,   driving   force   and   response   to   analyze   trends   and   exploitation  

potentials  5. Threats,  conflicts  and  issue  analyses  based  on  indicators  

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6. Component  assessment  and  identification  of  bottlenecks  and  constrains  7. Alternative  tourism  development  options  elaboration  8. Optimal  recommended  tourism  strategy  for  Pemba  development  9. Total  tourism  carrying  capacity  implementation  recommendations  

A  list  of  indicators  was  designed  to  measure  the  current  state  of  Pemba  island,  three  impact  areas  were  identified  based  on  the  literature  review:  Socio-­‐demographic,  political-­‐economic  and  physical-­‐ecological   impacts.  The  next   step   included  breaking  down   these   three  main  areas  of   interest   into  smaller   topics   and   then   to   an   indicator   level.   The   indicators   were   selected   based   on   mutual  exclusivity  but   collective  exhaustively.  Moreover   the   indicators  were  divided   into  Status,  Driving-­‐Force  and  Response,  which  gives  a   clearer  overview  of   the   future  development   in   the   three  main  areas.  Status  indicators  reflect  the  current  condition  of  the  system  (e.g.  size  of  forest),  while  Driving-­‐Force   indicators   show   the   pressure   that   is   places   on   the   resource   in   question   (e.g.   deforestation  rate).   Finally  Response   indicators   take   into   consideration   counter-­‐measures   against   these  driving  forces  that  may  limit  exposure  and  damage  (e.g.  size  of  protected  areas).  Practical  examples  of  this  type  of  indicator  assessment  can  be  found  in  Chapter  7.  

During  the  data  gathering  process  it  was  found  challenging  to  obtain  data  for  all  four  administrative  districts   (Wete,   MIcheweni,   Chake   Chake   and  Mkoani)   on   Pemba   island.   As   such   three   solutions  were  implemented  to  avoid  gaps  in  the  sustainability  indicators.  

1. Usage  of  proxy  indicators.  If  data  could  not  be  obtained  for  a  specific  indicator  it  was  decided  to  utilize  available  data  that  could  be  used  as  a  comparative  indicator  with  similar  quality.  

2. Island  or  two  district  data.  Although  data  was  not  available  for  every  of  the  four  districts,  in  most   cases   statistical   information   could   be   found   regarding   North   and   South   Pemba   or  Pemba   as   a   whole.   As   such   the   scores   should   be   considered   to   have   a   lower   confidence  interval  but  still  reflect  the  situation  on  Pemba.  

3. Vocal  scale.  In  rare  cases  when  neither  data  for  the  entire  island  nor  the  two  broader  regions  (North   and   South   Pemba)   could   be   obtained   the   reliability   of   the   qualitative   data   from  structured   interviews  was   analyzed.   Based   on   that   indicators  were   given   a   score   between  zero   and   one   in   0.2   intervals   and   were   used   for   educated   judgment   based   on   expert  knowledge.  Thus  the   following   five  vocal  scores  were  agreed  upon:  very  bad  (0  –  0.2),  bad  (0.21-­‐0.4),  average  (0.41  –  0.6),  good  (0.61  –  0.8)  and  very  good  (0.81  –  1).  

Based   on   the   data   for   the   different   district   a   target   value   was   set   as   well   as   maximums   and  minimums,  which  were  then  used  to  normalize  the  data  for  every  district  and  calculate  a  score  from  a  scale  of  zero  to  one  (with  the  same  breakdown  as  in  the  precedent  paragraph).  This  normalization  procedure   was   adopted   from   the   Fuzzy   Approach   Calculation   Method.   Finally   the   different  indicators,  sub-­‐themes,   themes  and  areas  were  given  weights   to  reflect   the   importance  of  various  significant   indicators   and   lower   the   statistical   impact   of   indicators   that   were   not   drivers   of  sustainability   to   a   strong   degree.   This   process   also   helped   to   limit   the   impacts   caused   by   proxy  

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indicators   that   may   have   been   not   as   mutually   exclusive   but   still   collectively   exhaustive.   This  technique  led  to  an  overall  sustainability  score  and  thus  a  measurement  of  the  current  sustainability  of   the   island.   The   current   sustainability   of   Pemba   needed   to   be   measured   to   facility   a   deeper  understanding  of  current  resource  use  in  various  themes  and  areas  and  to  base  a  tourism  strategy  on   the  correct  baseline  and   to  give  guidance  and  monitoring  baselines   for   future  governance  and  research.  

Due   to   the   various   impacts   different   tourism   strategies   may   have   on   the   above   three   main  categories  and  the  island  as  a  whole  a  case  study  analyzes  was  initiated.  The  focus  lied  on  African  island   tourism   destinations   that   managed   or   attempted   to   create   a   holistic   approach   to  development.  After   an   initial   research   into  different  African   tourist  destination   three   target   cases  were   identified:   the   Maldives,   the   Seychelles   and   Mauritius.   Especially,   the   socio-­‐demographic  impacts  were  researched  in  these  case  studies  in  order  to  get  a  precise  idea  of  social  change  due  to  tourism   and   how   it   can   be   guided   to   avoid  most   common   negative   effects   and   optimize   positive  drivers.  

During  the  course  of  this  study  four  types  of  surveys  were  conducted;  hotel  management,  hotel  staff,  local  community  leaders  and  visitor  exit  survey.  The  hotel  management  and  hotel  staff  survey  were  conducted   in   all   tourism   establishments   on   Pemba.  While   In   local   communities   the   Shehias   (the  local  community  leaders)  in  every  district  of  the  island  were  approached  to  conduct  the  survey.  For  four   consecutive   days   survey  was   conducted   in   Pemba  Airport  with   every   tourist   leaving   Pemba  Island.  All   surveys  were   created   in  English,   hotel   staff   survey   and   local   community   surveys  were  later  translated  in  to  Swahili,  since  majority  of  respondents  did  not  speak  English.  

In   all   surveys  both  qualitative   and  quantitative   approach  was  used.   Some  questions  were  part   of  more  than  one  survey.  As  example,  question  where  changes  in  last  three  years  in  different  aspects  of  environment  are  questioned  can  serve.  On  scale  of  five  (from  much  worse  to  much  better,  no  change  being   in  middle)   both   hotel  management   and   staff   as  well   as   in   local   community   leaders   answer  how  do  they  perceive  changes  and  what  they  consider  to  be  reason  for  these  changes.  These  types  of  questions  provide  insights  in  to  deeper  understanding  how  tourism  impacts  the  island.  

Based   on   the   structured   interviews  with   stakeholders,   the   indicators,   the   case   studies,   literature  review  and  surveys  and  the  framework  developed  by  Kurhade  (2013)  a  tourism  strategy  for  Pemba  was  developed  and  recommendations  for  urgent  critical  issues  were  given.  

5.  Analyses  The  methodology  description  in  the  former  chapter  has  given  a  background  to  this  study  and  will  be  elaborated  upon  and  explained  throughout  the  analyses  to  give  the  reader  a  clearer  understanding  of   the   study.   This   chapter   is   divided   into   nine   subchapters   as   to   follow   the   framework   set   by  Kurhade  (2013).    

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5.  1  Current  state  of  Tourism  The  analyses  of  the  current  tourism’s  characteristics  was  taken  from  information  supplied  from  the  Commission   of   tourism,   literature   reviews   and   the   visitors   exit   survey.   There   were   nine   overall  characteristics   of   tourists   that   were   deemed   most   important   by   the   literature:   type   of   tourists,  seasonality,  excursion  concentration,  concentration  of  tourists  across  space,  average  length  of  stay,  activities   exercised,   socio-­‐economic   characteristics,   tourist   behavior   and   degree   of   tourist  infrastructure  use.  

Pemba   island  has   a  multifaceted   landscape,  which   includes   forests,   swamps,  mangroves,   beaches,  lagoons  and  a  pristine  marine  eco-­‐system,   including   coral   reefs.   It   is   a   fertile   island  with   farming  being   a  major   source  of   income   for   the   local   population.  Mosques   and   tombs,   often   reclaimed  by  nature,  are  a  testament  to  the  Omani  Sultan  of  Muscat  who  seized  Pemba  and  ruled  it  from  his  main  court  on  Unguja  in  the  17th  century.    

A  historical  tourist  arrival  review  has  shown  that  the  current  tourism  policy  on  Pemba  is  a  cause  of  concern   not   only   in   terms   of   tourist   arrivals  but  moreover  on  average  bed  occupancy.    

The  most  apparent  fluctuations  are  due  to  the  seasonal  changes  mainly  based  around  school  holidays   in   Europe   and   North   America.  However,  there  was  a  significant  dip  in  visitor  numbers   in  2012  for  which  reasons  could  not  yet   be   identified.   Although   the   numbers  recovered   in   2013   they   show   a   need   for   a  

coherent   strategy   across   the   island   to   take  advantage  of  seasonality  and  to  generate  a  consistent  and  sustainable  growth  for  future  years.  

As  of  winter  2014,  18  hotels  were  operating  on  Pemba   with   a   room   capacity   of   220   and   398  total   beds.   Although   the   average   room  occupancy  has  risen  during  the  peak  season  of  2013   when   compared   to   2011,   the   average  occupancy  did  not  manage   to   rise  higher   than  34%.  As  such  the  current  rooms  and  hotels  are  not  fully  utilized  and  show  potential  for  higher  visitor   numbers   without   new   hotel   facilities.  Furthermore,   based  on   the  hotel  management  survey   there   is   full   occupancy   in   the  high   end  facilities   and   thus   conclusions   about   the  

Figure  1:  Tourist  arrivals  

Figure  2:  Bed  occupancy  

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successful  tourism  strategies  on  Pemba  become  apparent.    

The  four  key  segments  of  tourism  on  Pemba  Currently   tourism   on   Pemba   is   based   on   four   segments:   Beach,   culture,   sea-­‐safaris   and   nature.  Especially,   the   beach   segment   is   pursued  by   the   hotel   facilities   that   cater  mainly   to   international  vacation  tourists.  However,  the  tourism  policy  on  Pemba  is  not  structured  cohesively  towards  these  segments  but   through  analyses   they  do  become  apparent.  The   following  subchapter  describes   the  positive   and   negative   impacts   of   each   segment   and   the   threats   and   opportunities   that   these  segments  can  bring  to  the  people  of  Pemba.    

Beach:  The  environment  of  Pemba  is  perfectly  situated  to  cater  to  beach  visitors  due  to  the  pristine,  sandy  white  beaches  that  are  relatively  secluded  and  isolated  from  each  other  and  as  such  give  an  impression   of   isolation   and   peacefulness   for   tourists.   This   segment   is   especially   favored   by  honeymooners   and   by   safari   visitors   that   want   to   relax   after   their   adventure   on   the   Tanzanian  mainland.  Furthermore,  the  clear  turquoise  waters,  coral  reefs,  sand  banks  and  small  islands  are  the  perfect   background   for   tourists   looking   for   a   beach   vacation.   The   traditional   use   of   Dhows   gives  another  unique  dimension  to  the  holidays.  Furthermore,  due  to  the  relative  small  tourism  on  Pemba  there  is  no  hassle  from  beachboys.  

However   threats   to   these   segments   is   the  weather   especially   during  Monsoon   season.  Moreover,  seaweed  farming  can  destroy  the  visual  sereneness  of  the  beaches  as  well  as  development  close  to  shore   land.   Beach   erosion   that   is   currently   apparent   also   on   Pemba   can   further   lead   to   a  deterioration   of   the   attractiveness   of   the   beaches.   This   is   further   driven   by   overdevelopment   of  beach   areas.   Other   factors   that   can   make   beaches   less   attractive   to   tourists   are   overfishing,  inadequate  safety,   litter  on  beach  and  surrounding  areas  as  well  as  dangerous  animals,  which  are  not  common  on  Pemba.  However,  there  are  jellyfish  that  could  prevent  tourists  from  swimming  and  thus  enjoying  their  beach  holiday.  There  are  many  competitors  around  the  world  that  cater  to  the  same   segment   and  as   such  beach  preservation  must  be   a  bigger   focus  of   the   efforts  made  by   the  public  and  private  sector.    

Culture:   Pemba’s   history   as   a   spice   island   with   various   clove   manufacturing   facilities   and   spice  products  is  the  basis  for  the  cultural  visitor  segment.  Moreover,  the  fish  and  village  markets  give  the  cultural   integration  another  dimension   for   tourists.   Cultural  possibilities   also   include   local   school  trips,  local  products  (soaps,  honey,  baskets  and  spices).  The  most  important  aspect  for  this  segment,  however,  is  the  open,  engaging  and  alive  Swahili  culture  on  Pemba.  Especially,  the  friendliness  and  open   interaction  between   locals  and  tourists  makes   the  vacation  more  unique   for  visitors   looking  for  a  cultural  experience.  Although  the  historical  ruins  and  the  museum  are  not  yet  a  big  attraction  they  have  initial  attraction  for  tourists.  

However,  there  is  a  strong  deterioration  of  historical  sites  and  many  are  reclaimed  by  nature.  The  sites   are   also   insufficient   in   their   current   status   as   they   are   badly   accessible   or   not   marketed  strongly  or  are  too  small   to   justify  a   trip.  Littering  and   lack  of  signposting  and   information  points  

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further  lessen  the  enjoyment  potential.  There  is  a  decline  in  safety  that  comes  with  mass  tourism  as  tourists   explore  more   areas   by   themselves   and  without   guidance   as  well   as   search   adventure   by  exploring  unsafe  areas.  

Sea  Safaris:  Sea-­‐Safaris  are  another  major  attraction  for  tourists  especially  due  to  the  available  and  diverse  wildlife   such   as  whale   sharks,   dolphins   and   rays.   The   high  water   visibility   heightens   the  chances  of  animal  viewings  for  in  and  out  of  water  activities.  Pemba  is  also  recognized  as  one  of  the  world’s  best  dive  spots.  There  are  a  variety  of  sports  that  attract  tourists  such  as  snorkeling,  diving,  swimming  and  fishing.  Dolphin  and  whale  watching  are  a  common  activity  offered  by  most  hotels  located  close  to  the  beaches.  The  protected  coral  reefs  on  the  western  site  of  the  island  also  add  to  the   regeneration   of   the   reefs   and   a   future   healthy   sea   environment.   As  with   the   beach   segments  tourists  in  this  segment  are  attracted  by  the  traditional  usage  of  Dhows.  

The  unpredictability  of  wildlife  viewing  is  the  biggest  limitation  in  this  segment.  Increased  tourism  can   also   lead   to   a   possible   crowding   of   dive   sites,   which   decreases   the   enjoyment   of   tourists.  Furthermore,  because  the  protection  of  reef  and  shore  areas  does  not  extend  to  the  entire  island  it  cannot   be   guaranteed   that   all   sites   can   be   used   for   the   water   activities   in   the   future.   Another  drawback  due  to  the  protected  areas  is  that  tourists  may  not  be  able  to  engage  in  shore  fishing  and  may  find  this  disappointing.  

Nature:   Pemba   has   much   to   offer   for   the   type   of   tourists   looking   for   nature   and   environmental  attractions.  The  most  common  attractions  are  unique  animal  species  on  Pemba,  such  as  the  Pemba  Flying   Fox.   Especially,   birdwatchers   can   be   attracted   through   the   unique   bird   species   living   on  Pemba.   There   are   many   available   guided   tours   with   low   environmental   and   cultural   impact   for  tourists  interested  in  learning  about  and  exploring  the  nature  on  Pemba.  This  segment  is  especially  important  as  a  source  of  sustainable  revenue  for  parks  such  as  the  Ngezi  Forest.  This  park  practices  a  profitable   strategy  of  price  discrimination   in  order   to  profit   from   tourists  while   allowing   cheap  access   for   locals.  The  current  protection  of   flora  and   fauna  also  makes  efforts   to  guarantee   future  enjoyment  for  visitors  of  this  segment.  Due  to  the  difficult  accessibility  most  tourists  are  guided  and  as  such  have  a  higher  educational  experience  and  lower  the  impact  through  bad  behavior.  

Limitations  on  this  segment  are  the  few  choices  of  natural  sites  with  the  exception  of  beaches  that  are  scattered  around  the  island.  

5.2  Zoning  The  literature  shows  three  different  approaches  to  determining  zones;  these  can  be  allocated  based  on  main   environmental   issues,   resource   use   conflict   or   protection   /   conservation   needs   (Sharma  1995).  The  National  Land  use  plan  and  Tourism  Master  Plan  have  specified  6  and  7  tourism  zones  respectively  as  such  the  analyses  of  current  tourists  was  focused  on  these  zones.  Moreover  Pemba’s  administration  is  divided  into  four  regions:  Micheweni  and  Wete  in  North  Pemba  as  well  as  Mkoani  and   Chake-­‐Chake   in   South   Pemba.   Thus   these   four   districts   have   been   the   base   for   the   indicator  

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analyses  but  due  to  information  limitations  proxies  for  North  and  South  Pemba  as  well  as  the  entire  island  have  been  used  in  extreme  cases.    

Although  the  NLUP  and  the  tourism  zoning  plan  have  given  clear  guidance  as  to  specific  zones  that  should   be   dedicated   to   tourism   development   they   have   not   been   followed.   As   of   2014   tourism  establishments  are   scattered  and  only  one  hotel  has  been  developed   in   the   correct   tourism  zone.  Figure  3  gives  an  overview  of  the  different  zones  and  the  bed  allocations  as  well  as  the  evolution  of  the  planes.    

Tourism   Zoning   Plan  (1993)  

National   Land   Use   Plan  (1995)  

Current  State  

Verani   590  beds   Verani   590  beds      

Vumawimbi   300  beds   Vumawimbi   300  beds      

Ufukweni   170  beds   Mivumoni   170  beds      

Mtangani   90  beds   Mtangani   90  beds      

Kwakaimu   250  beds   Kwakaimu   250  beds      

Wambaa   900  beds   Wambaa   905  beds   Wambaa   36  beds  

    Tundaua   300  beds      

        Others   370  beds  

6  zones   2300   7  zones   2605  beds     406  beds  

Figure  3:  Planned  Tourism  Zones  

Both  tourism  plans  give  ideas  for  specific  zones  based  on  their  environmental  characteristics  and  to  avoid   overcrowding.   In   itself   the   plans   do   make   a   very   good   and   conscious   effort   to   minimize  negative  impacts  and  include  buffer  zones  to  local  communities  in  order  to  avoid  too  much  negative  exposure  to  tourism  culture  for  the  local  population.  As  such  the  zoning  if  followed  correctly  would  do  much  for  a  positive  future  of  Pemba.  

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6.  Case  Study  As   the   indicators  only  give  a  partial   insight   into   the  social   component  and  due   to   the  difficulty  of  measuring   change   in   culture   per   tourist   a   case   study   analyses   was   administered   to   benchmark  developments  across  different  locations  that  were  deemed  similar.  

Tourism  development  in  Small  Island  Developing  States  (SIDS)  has  become  a  prominent  issue  in  the  academic   research   and   as   thus   has   established   situational   unique   developments,   issues   and  opportunities.  Although  Pemba  is  not  a  separate  nation  its  characteristics  and  the  jurisdiction  of  the  Revolutionary   Government   of   Zanzibar   do   make   the   comparison   feasible.   The   most   prominent  characteristics   of   SIDS   are   their   limited,   small   size,   their   seclusion,   unique   flora   and   fauna,  unhurried  pace  of  life,  distinctive  culture  as  well  as  relatively  untouched  environment  (Baum,  1997;  Lockhart,  1997).  Their  target  visitors  are  people   in  search  for   locations  “off-­‐the-­‐beaten-­‐track”  and  distinct  exotic  appeal   (Zubair  et  al.,  2010).  However,  according   to  UNEP  (1994)   there  are  various  significant   issues   and   disadvantages   to   tourism   on   SIDS:   exploitation   and   early   depletion   of  extremely  finite  natural  resources,  high  risk  of  natural  disasters,  trade  dependency,  high  population  density,   drinking   water   scarceness   as   well   as   expensive   administration   and   infrastructure,  especially   in   regards   to   transportation  and  communication.  The  below  analyses  of   indicators   (see  Chapter  7)  has  shown  the  same  trends  towards  Pemba  facing  these  problems  already  in  2014  and  a  continued  acceleration  speed  which  would  be  further  hastened,  albeit  in  different  degrees,  by  more  tourist  arrivals.  

Due   to   the   early   tourism   development   stage   on   Pemba   homogenous   case   studies   were   early  maturity  years  in  the  Seychelles,  Maldives  and  Mauritius.  An  advantage  with  these  locations  is  that  they   have   since   then   (rapidly)   developed   tourism   and   as   such   can   give   examples   for   possible  impacts   and   problem-­‐solving   strategies   based   on   different   government   policies   and   tourism  strategies.  

6.1  Case  Study  1:  Seychelles  The  Republic  of  Seychelles  is  a  small  country  located  1,500  km  east  of  Zanzibar.  As  of  June  2014  the  island  has  91,359   inhabitants   (National  Bureau  of   Statistics,   2014)  mostly  descendants  of   French  settlers,  African  plantation  workers,  British  sailors  and  traders  from  India,  China  and  Middle  East,  giving  rise  to  a  multiethnic  society.  Most  of  the  population  is  concentrated  on  three  islands,  which  also  host  most  economic  activities:  Mahe  (over  80%  of  the  population),  Praslin  and  La  Digue.  The  main   language   is   Créole  with   English   and   French   being   the   other   two   official   languages.   (United  Nations  Development  Program,  2010).  Most  Seychellois  are  Christians;  76.2%  are  Roman  Catholic,  10.6%  are  Protestant  and  2.4%  are  of  other  Christian  denominations  (National  Bureau  of  Statistics,  2010)  

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Historical  Context  French   colonists   first   settled   the  uninhabited   islands   in  1770,  which   came  with   their   slaves   from  Mauritius.  However,  the  Seychelles  was  ceded  to  Britain  in  1813.  Originally  the  islands  grew  mainly  sugar  cane  and  cotton,  but  grew  into  an  economy  dominated  by  coconut  palm  and  cinnamon.  

Creole  culture  is  the  product  of  a  legacy  of  French,  English,  and  non-­‐European  traditions  introduced  by   various   settlers   but   some   aspect   of   it   evolved   with   set   of   values   different   from   those   of   the  European-­‐oriented  elite.  These  include  tendency  towards  consensual  unions,  believes  in  efficiency  of   “gris-­‐gris”   (the   local   system  of  magical  practices),   easygoing  attitude   towards  work  and   sexual  relationships   and   tolerance   of   other   aspects   of   local   lifestyle   such   as   heavy   drinking   and   petty  larceny.   Another   aspect  was   status   differentiation   based   on   color,  where   “dark”  was   the  mark   of  social  inferiority  and  low  status.  

Beginning  of  tourism  on  Seychelles  The  island’s  economy  is  dominated  by  agriculture  and  once  booming  population  began  to  stagnate.  This  situation  prompted  British  Government  to  introduce  tourism  into  the  Seychelles  and  justified  its  decision  to  opt  for  tourism  development  on  the  grounds  that  an  important  objective  is  to  enable  the  Government  of  Seychelles  to  balance  its  budget  again…the  ultimate  purpose…  is  to  advance  the  welfare  development  was  an  employment  boom   in   the  construction   industry   triggered  by  airport  construction  started  in  1969.  This  was  followed  by  rapid  development  of  tourism  facilities,  a  marine  port   and   road   infrastructure.   In   the   beginning,   there  was   an   abundance   of   cheap,   unskilled   local  labor.  However  local  employees  for  more  skilled  positions  like  tradesman  and  artisan  were  scarce  and  thus  the  Seychelles  experienced  a  significant  inflow  of  expatriates.  Later  on,  constantly  growing  demand   for   labor   in   construction   sector,   that  was   offering   considerably   higher  wages   than   other  sectors  created  problems  for  other,  more  traditional  industries.  People  from  remote  islands  moved  to  the  main  islands  where  opportunities  in  construction  sectors  were  offered  as  well  as  traditional  industries   like   agriculture   had   problem   to   find   workers   for   wages   they   could   afford   to   offer.  Growing   business   opportunities   attracted   not   only   skilled   workforce   from   abroad   to   the  construction   sector   but   also   entrepreneurs   who   started   local   agencies   and   services.   This   boom  where  during   four  years  capacities  of   tourism  facilities  grew  by  86%  on  average  not  only  created  huge  shock  in  employment  structure  where  thousands  of  people   left   traditional  agriculture  sector  and   found   better   paid   positions   in   construction   and   hospitality   sector   but   also   rapidly   boosted  imports  of  consumption  goods  in  to  the  economy.  After  the  initial  construction  boom  slowed,  many  males  were  working  in  this  sector  could  not  find  jobs  with  similar  compensation.  The  positions  in  hospitality   sector   required   different   set   of   skills   and   on   many   of   them   women   were   preferred.  (Wilson,  D.,  1967)  

Consequences  of  rapid  tourism  development  This  rapid  development  of  tourism  had  many  positive  but  also  negative  consequences.  

Positives  were  mainly  of  economic  character.    

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• Unemployment  on  the  islands  has  decreased  since  many  young  people  found  employment  in  tourism   or   construction   sector,   which   offered   high   wages   compared   to   what   was   the  standard  before.  

• The   booming   economy   diversified   into   previously   unknown   industries   and   provided  opportunities   for   social   advancement   for   all   social   levels.   E.g.   productions   of   handcrafts,  brewery  which  was  opened  to  substitute  imported  beer.  

• Tourism   promoted   financing   and   conservation   of   natural   areas   as   well   as   traditions   like  music,  dances  and  production  of  traditional  souvenirs.    

• Prospect  of  establishing  Seychelles  as  a  financial  center.  

Negative   consequences  of   rapid   tourism  development  were  mainly  of   economic  and   sociocultural  character.    

• The  economical  were:    o Soaring  land  prices  caused  by  land  speculations  because  people  were  buying  land  in  

order  to  resell  it  later  to  tourism  developers.  o Rapid  inflation  and  sudden  shortages  of  staple  commodities,  because  island  was  not  

ready  for  sudden  increase  in  demand.  o Growth   of   imports   to   satisfy   the   demand   from   construction   and   hospitality   sectors  

limited  local  production,  which  could  not  compete  with  foreign  imports.  o Huge  inflow  of  expats,  who  took  better-­‐paid  jobs  and  opened  businesses,  limited  the  

employment  of  local  people  on  more  prestigious  positions.  o Ownership  of  most  of  the  major  businesses  by  non-­‐nationals  who  came  to  the  country  

and  used  their  know-­‐how.  • The  sociocultural  impacts  were:  

o Changes   in   consumption   patterns   caused   by   sudden   availability   of   imported   goods  that  were  attractive  to  the  younger  population,  which  faced  increase  of  income  from  new   industries   and   followed   example   of   foreigners   coming   to   country   created  disruptions  in  traditional  way  of  life.  

o Traditional   industries   such   as   agriculture   were   neglected   and   not   considered  unattractive  by  younger  generations.  

o Increased  criminality  aimed  at  expats  who  had  higher  incomes  and  owned  majority  of  businesses.  

o Increase  in  prostitution,  local  girls  was  interested  in  foreign  man  who  could  afford  to  buy  them  things  and  pay  for  their  company.  

o In  hospitality  majority   of   jobs  was   for  woman  not  man,   creating   social   problems   in  families  where   in   traditional  way   of   life  woman  were  not   provider   for   the   families.  Suddenly   girls   working   in   tourism   sector   earned   more   than   their   boyfriends   or  fathers.  

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o Man   previously   working   in   booming   construction   sector,   were   not   able   to   find    employment   offering   comparable   salary,   which   left   them   depressed   and   promoted  alcoholism  or  found  way  of  living  where  they  were  selling  different,  often  illegal  items  on  the  beach  to  tourist  who  wanted  to  have  fun.    (Wilson  1967;  Campling  &  Rosalie  2006;  Connell  1991;  Dogan  1989)  

Current  state  of  Seychelles  Currently   Seychelles   are   one   of   the   most   developed   African   economies.   After   rapid   growth   of  tourism   in  1970s  when  tourists  arrivals  were  annually  growing  on  average  72%,   tourists  arrivals  was  growing  on  average  at  4%.  In  2001  –  2010  Seychelles  pursued  goal  of  promoting  eco-­‐tourism,  smaller  scale  development  and  growth  of  2%-­‐7%  in  tourist  arrivals  (Rosalie,  M.,  2002).  

Currently,   the  main   contributors   to   GDP   are   tourism   (25%)   and   tuna   fishing  &   processing   (5%).  Country  imports  90%  of  its  population  and  tourism  consumption  (CIA  Factbook).  

Over   the   years,   the   government   of   Seychelles   was   making   sure   that   everybody   benefits   from  tourism   development.   Country   was   heavily   investing   in   to   the   infrastructure.   Indicators   like  population  having  piped  water,  electricity  supply  or  flushed  toilets  have  been  gradually  increasing  over   the   years   as  well   as  quality   of   health   sector   and  education   (Campling,   L.,  Rosalie,  M.,   2006).  Structure   of   the   populations   has   also   rapidly   changed.   In   order   to   protect   environment,   In   1999  Seychelles  introduced  a  US$  90  tax  on  travelers  entering  the  Seychelles.  Revenue  is  used  to  preserve  the  environment  and  improve  tourism  facilities  (UNEP).  

Forty  years  of  development  under  influence  of  tourism  have  changed  the  culture  of  the  country.  In  1998  survey  was  conducted  on  social  impacts  of  tourism.  Majority  of  respondents  (58%)  consider  tourism  to  have  impact  on  culture.  On  question  whether  tourism  has  impact  on  moral  values,  24%  of   respondents   consider   it   to   have   little   impact,   22%   to   have   some   impact   and   14%   to   have  considerable  impact.   In  terms  of  who  benefits  from  the  tourism,  majority  of  respondents  consider  that  most  of  the  people  (31%)  or  everyone  (53%)(awareness  program  from  1993  which  goal  was  to  increase   awareness   of   importance   of   tourism   can   be   considered   success)(Rosalie,   M.,   2002).  Considering  that  in  beginning  of  tourism  there  was  almost  no  prostitution  on  the  island,  and  in  1998  45%  of  the  respondents  replied  that  tourism  might  have  increased  prostitution  we  can  see  that  over  the  years  there  was  some  impact  on  culture  or  moral  values.  

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6.2  Case  Study  2:  Mauritius  

Republic  of  Mauritius   is   small   country   located  2000  km  east  of  Zanzibar.   Island  has  more   the  1.2  million   inhabitants  The  main   language  English  even   though  most  of   the  population  speaks  Créole  and   French   are   also   official   languages.   Most   Seychellois   are   Hindu   (48%)   followed   by   Christians  33%  and  Islam  17%.  

Economy  before  tourism  development  Up  until  late  1960s  Mauritius  was  sugar  cane  dominated  economy.  From  1950  to  1970,  on  average,  sugar   cane   was   responsible   for   35%   of   GDP,   97%   of   exports   and   50%   of   employment.   With  stagnating  economy,  population  growing  at  3%  per  year  the  country  had  bleak  prospects  for  growth  of  economy  and  employment.  It  was  recommended  that  the  manufacturing  was  promoted,  however  the   small   scale   of   domestic   market,   lack   of   financial   institutions   and   technological   knowhow  presented   a   challenge   to   large   scale  manufacturing   venture.   The   government   initiated   some  new  industrial   activities   through   a   series   of   incentives,   but   the   growth   and   employment   generated  by  such  strategy  was  insufficient.  (Durbarry  2002).  After  the  political  independence  in  1968,  the  new  Mauritian   government   was   determined   to   bring   country   to   prosperity.   It   abandoned   the   failed  import  substitution  strategy,  and  in  1970  introduced  two  changes  to  the  economy.    

• Export   Processing   Zone   –   this   zone   was   primarily   set   up   to   absorb   high   levels   of  unemployment.  It  focused  on  labor  intensive  productions  like  textiles  

• Tourism  development  

Tourism  on  Mauritius  Tourism   on   Mauritius   was   developing   quite  rapidly,  during  first  three  years  the  room  capacity  grew   from   486   in   1970   to   1881   in   1976.   The  tourist   arrivals   which   were   only   around   only  around  27,000  in  1970,  exceeded  110,000  in  1980,  reached  650,000  by  2000,  to  current  levels  where  almost   one   million   people   came   to   Mauritius   in  2013.  

The   Mauritius   government   was   from   beginning  trying  to  focus  on  sustainable  development  and  its  impact  on  people   therefore  during  80s   they  were  discussing   setting   the   ceiling   on   350,000   tourist  arrivals  by  the  year  2000  in  an  attempt  to  maintain  a  proper  balance  between  the  local  population  and  tourists.  (Debbage  1990)  However,   this   level  of  tourist  arrivals  was  exceeded  already  by  year  1993.  Tourism  which  was  from  the  beginning  trying  to  be  developed  in  a  sustainable  way  is  now  full  blown  mass  tourism  where  there  is  almost  one  tourist  arrival  per  capita.  

32%  

27%  

24%  

8%  5%  4%  

Employment  on  Mauri[us   Services  (except  

hospitality  Government  

Manufacturing  

Hospitality  

ConstrucQon  

Agriculture  

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Current  Mauritius    This   case   shows   that   even   with   huge   number   of   tourists   arrivals   country   cannot   be   sorely  dependent   on   tourism.   Other   significant   parts   of   the   economy   are   manufacturing   and   financial  services.   Services   (74%)   and   industry   (22%)   are   the   main   contributor   to   GDP   and   only   4%   is  received  from  the  agriculture  sector.  sector.  (CIA  Factbook  2014).    

The  employment  on  Mauritius  is  diversified.  As  can  be  seen  on  figure  XY,  most  of  the  employment  comes   from   services.   Even   with   current   level   of   tourism   only   8%   of   people   work   directly   in  accommodation  or  food  services.  

If  case  of  Mauritius  is  compared  with  Seychelles  where  the  tourism  was  developed  with  slower  rate,  more   sustainably;   it   is   interesting   to   see   how   many   tourists   come   per   one   person   working   in  hospitality  sector.    

In  2014  in  Seychelles,  8,830  people  worked  in  in  accommodation   and   food   service   activities  reached   230272   (Seychelles   Statistical   Office   2014).   This   is   26   tourist   arrivals   per   one   job   in  accommodation  and  food  services.    

Compared  to  Mauritius,  where  in  2013  in  accommodation  and  food  services  worked  24,710  people  (Mauritius  Statistical  office)  and  tourism  arrivals  reached  993,106  (Mauritius  statistical  Office).   In  Mauritius   the   number   of   tourists   coming   to   country   divided   by   number   of   employees   is  considerably  higher,  more  than  40  tourists  arrivals  per  one  job.  

6.3  Case  Study  3:  Maldives  The  Republic  of  Maldives  is  a  small  country  located  southwest  of  India  and  consists  of  1,190  coral  islands.   In   2012   approximately   393,500   inhabitants   lived   on   the   194   inhabited   islands   of   which  35%  of  the  population  is  located  in  the  capital  Island  Mahe.  Moreover,  less  than  1,000  people  lived  on  68%  of  the  island.  (Shakeela,  Ruhanen  &  Breakey,  2011)  

Historical  Background  The   Maldives   has   always   been   an   independent   political   entity   with   the   exception   of   a   15   year  Portuguese   occupation   from   1558   to   1573.   In   1887,   the   Maldives   became   a   protectorate   of   the  British  government,  during  which  the  Maldives  maintained  all  internal  control  and  decision  making  while   the   British   government   was   responsible   for   defense   and   foreign   relations.   After   1965   the  sovereignty   of   Maldives   was   recognized   and   it   was   no   longer   a   British   protectorate  (Sathiendrakumar  &  Tisdell,  1989).  

Tourism  development  Tourism   in  Maldives   started   in   the  1970s.   In  1972,   two   resorts  with   a   total   capacity  of  280  beds  were  opened  and  1000  international  tourists  arrived.  By  1982  the  bed  capacity  had  risen  to  4,000  with  74,411  tourists  arrivals.  Over  the  next  ten  year  the  bed  capacity  more  than  doubled  to  8,487  

Figure  4:  Employment  on  Mauritius  

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and   tourism  arrivals   increased   to  236,000.  Up  until  2005,  before   the   tsunami   stuck   the  Maldives,  tourism  arrivals  on  Maldives  were  growing  on  average  by  17%  annually  to  620,000  in  2004.    

All  these  developments  were  under  “one  island  one  resort”  policy  introduced  in  1980s.  The  goal  of  this  policy  was  to  limit  the  socio-­‐cultural  impact  on  the  people  of  Maldives,  so  resort  developments  were   only   allowed   on   uninhabited   islands.   All   resorts   were   self-­‐contained   with   their   own  generators,   telecommunication  systems,  water  desalination  plants,  sewage  treatment  systems  and  other   essential   requirements   (Shakeela,   A.,   Ruhanen,   L,.   Breakey,   N.,   2011).   This   type   of  development  was   able   to   reduce   some   of   the   sociocultural   aspects   seen   elsewhere.   For   example,  prostitution  did  not   occur   and  demonstration   effects   of   tourism  consumption  patterns  were  very  limited  (Sathiendrakumar,  R.,  Tisdell,  C.,  1989).  Up  until  1978  all  resorts  were  government-­‐owned,  but  from  1978  onwards  development  of  private  commercial  enterprises  started  providing  working  and   equity   capital   for   tourism.   Although,   local   investors   frequently   solicited   foreign   investment,  profit  remittances  by   foreign   investors  were  uncontrolled  (Sathiendrakumar,  R.,  Tisdell,  C.,  1989).  In  2000  resorts  were  owned  mostly  owned  by  locals,  with  58.6%  of  the  capacity  operated  by  local  companies  and  30.9%  by  foreign  and  10.5%  by  joint  venture.  (Shakeela,  A.,  Ruhanen,  L,.  Breakey,  N.,  2011)  

These  types  of  developments  limited  not  only  the  socio-­‐cultural  impacts  but  also  the  benefits  from  tourism   development   for   local   people.   It   is   estimated   that   approximately   53%   of   the   tourism  workforce  is  comprised  of  expatriates  due  to  the  lack  of  skilled  and  educated  local  people.  In  2006  study  results   indicated  that  managerial  positions  were   in  59%  cases   filled  by  expatriates  and   just  over   half   of   the   supervisory   level   positions   were   also   staffed   by   expatriates   (MTCA,   2008).   The  functional  or   front-­‐line  positions  were  only   in  57%  staffed  by   local  employees.   In  addition  to  this,  there   are   major   income   disparities   between   local   and   expatriate   employees’   income   levels.   On  managerial   and   administrative   positions   expatriate   employees   receive   US$1,400   while   local  employees  only  earn  US$800.  Similarly  clinic/health  center  positions  of  a  resort  where  expatriate  receives  salary  US$700  while  local  employee  receives  only  US$200  (Shakeela,  Ruhanen  &  Breakey  2011).  Employing  expats  not  only  increases  income  disparity  but  also  limits  the  trickle  down  effect  into  local  communities  as  neither  knowledge  nor  experience  is  gained.  The  income  is  not  spend  in  the   local  economy  and  tourism  multiplication  effect   is  due  to  these   leakages  not  reaching   levels   it  would  otherwise  be  able  to  reach.  

The  Maldives  after  2008.  Tourism  is  the  main  economic  activity  for  the  Maldives.  It  contributes  to  29%  of  GDP  and  generates  70%  of   foreign  exchange.  Therefore,   the  government   is  highly  dependent  on   tourism   income  and  the  sector  as  a  whole.  This  dependency  was  probably  motivation  for   introducing  changes   in  2008  when  the  new  tourism  master  plan  came  into  law.  The  main  change  was  that  now  law  allows  hotels  and  guest  houses   to  be  established  on  all   inhabited   islands.  Parts  of   the  changes  were  announced  public   tendering   for   lease   and   resort   development   of   eight   uninhabited   islands.   This   is   rapid  development,   in  2009  there  was  97  resorts  registered  with  below  21,000  beds  and   in  2010  there  

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were  already  72  new  resorts  being  developed  with  bed  capacity  of  nearly  11,000  beds.    (Shakeela,  Ruhanen  &  Breakey  2011).  What  will  be   the   sociocultural   impact   is  hard   to  estimate  now,  but  as  could  be  seen  on  case  of  Seychelles,   rapid  development  brings   lots  of  negatives.  Economic   impact  will  be  significant,  however   in  order  to  maximize   it   there   is  need  to  be  sure  that   local  people  will  benefit  from  this  employment  opportunities  more  that  it  was  the  case.    

7.  Indicator  analyses  For  the  indicator  analyses  the  three  main  categories  of  socio-­‐demographic,  political-­‐economic  and  physical-­‐ecological   were   further   divided   into   themes,   subthemes   and   finally   indicators.   The  respective  subsections  were  given  weights  based  on  a  regression  analysis  of  sensitive  factors.  Due  to  the  limitation  of  data  availability  the  initial  draft  of  indicators  was  modified  throughout  the  data  gathering  process   to  measure  similar   impacts.  Appendix  2  can  be  consulted   for   further  details  on  the  indicators  in  each  section  and  the  respective  scores  for  each  of  the  four  categories.  

The   analyses   of   the   indicators  has   shown   that   the   four   regions   scores   are   above   average  but  not  significantly.  As   such   the   sustainability  on  Pemba   is,   as  of  2014,  not   sufficient.  Especially,  Mkoani  and   Wete   scored   lower   than   the   Chake   Chake   and   Micheweni.   During   the   course   of   this   study,  various   initiatives   were   mentioned   during   the   interviews   which   shows   that   the   current  sustainability  level  could  be  improved  due  to  the  efforts  made  by  the  private  and  the  public  sector.  In   order   to   allow   for   a   comprehensive   study   the   focus   of   explanations   will   be   on   the   critical  indicators   that   could   be   identified   and   their   impact   on   the   native   population   and   how   they  may  change  due  to  increased  and  more  developed  tourism.  

Based  on  the  list  of  indicators  and  their  scoring  system  the  following  shortcomings  were  identified:  waste  disposal,  water  supply  and  reach  of  electricity  net.  All  of  these  had  a  score  between  0  and  0.4,  which  substituted  the  rage  of  very  bad  (0-­‐0.2)  to  bad  (0.21-­‐0.4).  

Waste   disposal:   Currently   the   waste   disposal   on   Pemba   is   decentralized   and   handled   by   the  municipalities.   However,   due   to   wide   distribution   of   responsibilities   and   very   little   cooperation  between   single   municipalities   it   is   not   efficient   and   was   mentioned   repeatedly   during   various  surveys  as  a  main  issue.  Around  the  world  waste  disposal  is  managed  on  a  bigger  more  centralized  scale,  which  allows  for  economies  of  scale  and  scope  in  order  to  negate  environmental  impacts  and  lower  costs.  As  this  is  not  the  case  on  Pemba  municipalities  seem  currently  not  able  to  keep  up  with  the  generated  waste   (be   it   liquid  or   solid).   Burning  garbage   is  one  of   the  most   common   forms  of  waste  management  across  all  four  districts.  Due  to  the  type  of  trash  (e.g.  plastic)  air  pollution  will  become  an  issue  that  is  difficult  to  reverse.    Moreover,  the  lack  of  a  sanitation  system  multiplies  the  environmental  pollution  generated  by  the  population,  which  is  already  apparent  but  not  considered  a  dramatic  issue  due  to  the  size  of  the  population.  If  tourism  increases  however,  it  will  become  an  urgent  issue  that  the  current  system  will  not  be  able  to  handle.  Another  issue  associated  with  waste  disposal   is  monitoring,   as   hotel   facilities   and  municipalities   are   required   to  minimize   impacts   i.e.  

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through   incinerators.   However,   as   the   procedures   are   not   monitored   by   the   government   and  incentives   are  not  put  upon   responsible  processes   the   results   are   a   slow  progress   towards  being  sustainable.  

Water  supply:  The  lack  of  clean  drinking  water,  especially  during  dry  season,  is  another  main  issue.  According   to   the   gathered   data   there   is   a   significant   overconsumption   of  water  which   the   island  cannot  handle.  The  estimated   shortages  are   six  million   liters  per  year   in  North  Pemba  and   seven  million   liters   in  South  Pemba.  This   is  based  on  a  water   supply  of  17  million   liters  and  21  million  liters  in  North  and  South  Pemba  respectively.  This  issue  is  the  most  crucial  to  handle  before  more  tourism  can  be  developed  as  tourists  have  a  higher  consumption  of  water.    

Electricity:  The  evaluation  of   the  electricity  grid   is   two   fold.  On   the  one  hand   the   capacity  and   its  level  of  usage  was  considered  and  on  the  other  hand  the  reach  of   the  electricity  grid.  Considering  the   former   at   the   current   stage   only   45.5%  of   the   current   capacity   of   20MV   is   used   during   peak  times.  On  average  35%  is  used.  The  biggest  consumers  are  high-­‐end  hotels  with  an  average  need  of  0.1%  of   total   capacity,  which   states   that   hotel   development   is   not   limited   through   the  maximum  capacity. Current  jumps  in  the  electricity  voltage  increase  with  distance  to  the  center  as  such  cause    significant  inconvience.  However,  the  current  reach  of  the  electricity  grid  covers  74%  of  Pemba  with  no  specific  plans  to  extend  the  cable  network.  Especially,  in  regards  to  the  dedicated  tourism  zones  this  is  not  sufficient,  as  it  does  not  cover  those  areas.  Thus,  hotel  development  is  limited  through  the  reach  and  quality  but  not  capacity  of  the  electricity  grid.  

Structured  interviews  were  conducted  with  a  variety  of  government  officials  from  different  offices  and  departments.  Based  on   these   interviews   and   the  previous   forms  of   data   gathering   additional  crucial  indicators  were  identified.  

Land  plot  availability:  According  to  information  from  ZIPA  land  plots  are  being  dedicated  to  tourism  that  lies  outside  the  dedicated  tourism  zones.  Moreover,  there  is  no  incentive  to  start  construction  as  soon  as  the  permission  is  granted.  This  has  lead  to  many  land  plots  being  bought  and  reserved  for  tourism  establishments  that  are  now  used  for  land  speculation.  As  such  the  reviewing  process  and  again  monitoring  fails  to  ensure  sustainable  development  and  even  hinders  the  availability  of  land  for  sustainable  investors  as  the  best  spots  are  taken  by  speculators.  

Environmental  Impact  Assessments  (EIA):  Although  a  EIA  is  required  for  each  hotel  on  Pemba  there  is  a  lack  of  monitoring  the  efforts  being  done  by  the  management  to  conform  with  the  surveys.  As  such  especially  environmental  impacts  are  higher  than  expected  by  ZIPA.    

Management   of   tourism   facilities:   The   maximum   bed   occupancy   of   35%   has   shown   that   better  management   of   all   tourism   establishments   on   Pemba   Island   can   lead   to   more   potential   tourists  without  putting  an  additional  strain  on  the  environment   through  construction  of  new  resorts  and  hotels.   Concerning   managerial   recommendations   for   tourism   facilities   five   actions   are   crucial   in  

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increasing  standards  of  living  for  local  communities  through  nature  based  tourism  according  to  Job  and  Paesler  (  2013,  p.18):  

• “Focus  on  a  close  relationship  with  the  local  population  and  participatory  development  of  management  options  

• Install  fair  institutional  arrangements  • Facilitate  the  opportunities  of  nature-­‐based  tourism  with  essential  training  in  business  skills,  

guiding  and  production  of  local  goods  and  handicraft  • Encourage  community  members  to  avoid  a  total  dependence  on  nature-­‐based  tourism  by  

maintaining  a  subsistence  economy  for  times  of  crisis  • Communicate  that  locally  embedded  tourism  development  takes  time  and  is  unlikely  to  

improve  local  economy  immediately”      

Use  of  natural  resources:  Although  neither  exact  size  of  current  forests  on  Pemba  were  not  available  from   the   Forestry   Department   nor   the   deforestation   rate   were   available,   interviews   with  government  officials  and  other  indicators  show  the  following:  

• High  demand  for  traditional  fuels  from  the  population  put  stress  on  natural  resources  (esp.  forests)  on  Pemba  

•  Only  limited  preserved  areas  have  been  allocated  (Ngezi  Forest)  •  Special   areas   for   lime   and   rock   mining   have   been   identified   that   currently   exceed   local  

demand  and  thus  could  be  used  for  building  hotels  with  traditional  materials  •  Wood  imports  are  necessary  but  expensive  and  try  to  be  limited  through  governmental  tree  

schools  and  community  forests  

 As   such   supplying   the   tourism   industry   in   a   sustainable  manner  with   local   building  materials   is  only  sustainable  in  a  small  and  slow  manner.  

8.    Surveys  As   described   in   the   methodology   part   four   surveys   were   conducted   during   the   course   of   the  Kwanini  Carrying  Capacity   Study.  This   chapter  describes   the   layout  of   each   survey   and  how   they  were   carried   out.   Then   a   brief   description   of   the   findings   follows,   beginning  with   a   demographic  profile   and   continued   with   brief   outlines   of   each   section’s   answers.   Each   survey   description  concludes   with   an   analysis   of   the   findings   and   how   they   are   relevant   to   the   Kwanini   Carrying  Capacity  Study.    

8.1  Visitor  exit  survey  The  aim  of  the  visitors  exit  survey  is  to  better  understand  what  type  of  tourists  visit  Pemba,  their  motivation  or  purpose  of  the  visit,  their  behavior  during  their  stay  on  the  island  and  how  and  their  most  and  least  enjoyed  factors.  The  Pemba  visitor  survey  consists  of  26  questions  and  were  aimed  to  gather  qualitative  and  quantitative  data  in  the  following  five  sections:    

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• Section  A,  where  information  about  the  trip  are  asked;    • Section  B,  where  perception  of  crowding  and  importance  of  local  aspect  is  explored;    • Section   C,   where   favorite   activities,   likes   and   dislikes   as   well   as   satisfaction   levels   and  

expectations  are  surveyed;    • Section  D  is  demographic  information    • Final  section  the  respondent  could  add  comment  or  suggestion  to  the  survey.  

The  target  group  was  defined  as  all  tourists  leaving  Pemba  Island  during  the  survey  period  (August,  13th   to   16th   2014).   The   surveys   were   conducted   in   the   departure   lounge   of   the   airport   in  cooperation  with  the  Zanzibar  Airport  Authority  (ZAA).  Ultimately,  104  tourists  departed  at  Pemba  airport  during  these  four  days  of  surveying  and  93  were  willing  to  answer  the  questionnaire,  which  leads  to  an  overall  response  rate  of  89%.      

Sample  profile  The  respondents  profile  indicated  that  the  sample  was  slightly  biased  towards  females  (60%).    The  most   common   countries   of   residence   were   Italy   (34%),   France   (21%)   and   the   UK   (17%).   This  composition  of   the   sample   is   similar   compared   to   official   visitor   arrivals   data   for   previous   years.  The  share  of  Italians  in  sample  is  slightly  higher  and  responses  from  US/Canada  or  Scandinavia  are  slightly   lower   than   compared   previous   years.   The   majority   of   international   visitors   (55%)   who  responded  to  the  survey  are  between  25  and  44  years  old.    

The   main   reason   visitors   came   to   Pemba   for   was   relaxation   (43%).   Followed   by   diving   (20%),  culture   (16%)   and   honeymoon   (11%).   The   main   reasons   for   choosing   Pemba   as   a   holiday  destination   were   peacefulness   (27%),   beach   (26%),   coral   reef   (15%)   uniqueness   (11%)   and  weather  (11%).  

Visitors   learned  about  Pemba  as  a  holiday  spot   through   travel  agent   (42%),   internet   sites   (21%),  word   of   mouth   (15%),   Tripadvisor   (9%)   and   social   media   (5%).   Of   the   surveyed   visitors,   63%  booked   their   trip   to   Pemba   through   a   travel   agency,   while   more   than   a   quarter   of   respondents  booked  their  trip  directly  with  the  resort  (26%).  More  than  a  half  of  respondents  booked  their  trip  less  than  a  month  (31%)  or  one  to  three  months  (20%)  before  the  trip.  One  third  of  visitors  book  their   trip   four   to   six  months   in   advance   (33%).   For   the   large  majority   (82%)   of   visitors   visiting  Pemba   was   incorporated   into   their   travel   itinerary   to   different   places,   such   as   Zanzibar   (41%),  Selous   safari   (18%),   Serengeti   safari   (8%),   Tanzania   national   parks   (7%),   or     Mafia,   Safari   or  Ngorongoro  crater  with  5%  each.  

The  majority  of  visitors  (88%)  stayed  between  two  to  seven  nights  in  Pemba,  with  an  average  nights  spend  of  4.7.  Of  the  questioned  people,  43%  spend  on  their  trip  on  Pemba  less  than  a  1100  USD.  20  %  of  people  spend  more  than  a  4001  USD  on  the  trip.  Most  surveyed  visitors  came  to  Pemba  Island  for  the  first  time  (97%).  

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Activities  Snorkeling  is  among  the  favorite  activates  on  Pemba,  with  18%  of  the  visitors  enjoying  the  activity.  Other  popular  activities  enjoyed  by  visitors  were  diving  (10%),  village  visit  (9%),  closely  followed  by  beach  (8%),  relaxing  (8%)  and  Ngezi  forest  visit  (7%).  Of  the  surveyed  visitors,  19%  appreciated  the   most   the   local   people   and   their   hospitality,   the   conditions   for   snorkeling   and   diving   (15%),  peacefulness  of  the  Pemba  Island,  hotel  where  they  stayed  (12%)  or  unspoiled  nature  (11%)  

To  the  question,  what  do  they  like  the  least  about  the  Pemba,  43%  of  respondents  replied  nothing.  11%   did   not   like   the   beach,   which   they   considered   limited   or   busy,   equally   8%   did   not   like   the  airport  &  flights  or  limited  shopping  on  Pemba.  

Perceptions  and  Satisfaction  levels  Majority  of  visitors  didn’t   feel  crowded   in  hotel  and   its   facilities.  Highest  perceptions  of  crowding  were   on   excursions   (12%  high   and   4%   very   high)   and   beach   (6%  high   and   9%   very   high).   78%  considered  value  for  money  for  hotel  accommodation  to  me  medium  or  above.  The  highest  level  of  satisfaction  was  with  excursions,  where  88%  of  respondents  consider  value  for  money  medium  or  higher.  The  majority  of  visitors  responded  that  their  level  of  satisfaction  with  all  aspect  of  the  hotel  were  either  high  (average  28%)  or  very  high  (average  34%).    

Visitors  were  mostly  happy  with   service  quality   of   hotel   transfers.  Their   level   of   satisfaction  was  high   (average   35%)   or   very   high   (average   26%)   Level   of   satisfaction   with   airport   facilities   was  considerably   lower   compared   to   hotel   or   hotel   transfer   levels.   On   average,   just   20%   of   people  considered  level  of  satisfaction  to  be  high  and  7%  considered  it  to  be  very  high.  

Expectations  An   overwhelming  majority   of   international   visitors   (95%)   stated   that   the   holiday  met   (61%)   or  exceeded  (34%)   their  expectations.  The  rest   felt   that   the  holiday  did  not  meet   their  expectations.  Those   visitors   came   from   Zanzibar   for   culture   (75%)   or   relaxation   (25%)   and   booked   their   trip  through   travel   agent   (75%).   Their   main   concerns   were   that   on   Pemba   are   limited   shopping  opportunities,  lack  of  information  and  info  points  and  expectations  which  were  set  by  travel  agent  described  different  picture  of  Pemba.    Majority  of   the   surveyed  visitors  want   to   return   to  Pemba  (60%).  

Analysis  of  Tourism  segments  The  visitors’  data  was  segmented  into  three  categories.  The  visitors  who  stayed  in  hotels  where  they  spend  less  than  100  USD  per  night,  the  visitors  who  stayed  in  hotels  and  spend  more  than  100  USD  but  less  than  200  USD  per  night  and  visitors  who  spend  more  than  200  per  night.  

Tourists  who  spend  below  $100  USD  per/  night  Sample   of   this   segment   of   visitors   consisted   of   32   people.   Their   main   reasons   for   travel   were  relaxation  (41%)  and  culture  (41%).  Majority  of  them  was  below  44  years,  (25-­‐34  years  (50%)  35-­‐44  years  (25%)).  Their  average  length  of  stay  was  2.7  days.  For  majority  of  them  did  not  spend  their  

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entire  vacation  on  Pemba   (78%)  most   frequent  other   stop  on   the   trip  was  Zanzibar   (79%).  They  chose  Pemba   for   its   beaches   (36%),   peacefulness   (25%)  or  weather   (11%).   Their  main   activities  were  snorkeling  (24%),  visit  of  Ngezi  forest  (21%),  beach  (15%)  and  trip  to  Northern  Pemba  (7%)  or   Misali   Island   (7%).   What   they   liked   the   most   about   the   Pemba   island   was   beach   (35%),  hospitality  of  local  people  (20%),  forest  (17%)  and  peacefulness  (7%).  That  they  did  not  like  about  Pemba   was   limited   shopping   (13%),   limited   hotels   and   restaurants   (13%)   and   limited   or   busy  beaches  (10%).  

Tourists  who  spend  between  $100  USD  and  $200  USD/night    Sample  of  this  segment  of  visitors  was  of  10  people.  Their  main  reasons  for  visit  were  diving  (40%)  or   relaxation   (30%).  Majority   of   them  was   below   44   years   old,   (18-­‐24   years   (20%)   25-­‐34   years  (20%),  35-­‐44  years  (30%)).  Average   length  of  stay  of   this  segment  of  visitors  was  4.7  days.  All  of  them   did   not   spend   their   entire   vacation   on   Pemba   and  most   frequent   stops   on   their   trip   were  Zanzibar  (40%)  or  safari   (40%).  They  chose  Pemba  for   its  peacefulness  (25%),  beaches  (25%)  or  coral  reef  (20%).  Their  main  activities  were  snorkeling  (21%),  kayaking  (14%),  beach  (10%),  diving  (10%)  and  local  food  (10%).  What  they  liked  the  most  about  Pemba  was  locals  and  their  hospitality  (16%),  peacefulness  (16%),  beauty  of    ocean  for  diving  and  snorkeling  (16%)  and  unspoiled  nature  (10%).   That   they   liked   the   least   about   Pemba   was   poverty   (20%)   criminality   (20%),   lack   of  souvenirs  (10%)  and  behavior  of  other  tourists  (10%).  

Tourists  who  spend  above  $200  USD/night  Sample   of   this   segment   of   tourists   was   of   47   people.   Their  main   reason   for   visit   was   relaxation  (49%),  diving  (28%)  and  honeymoon  (21%).  The  biggest  age  groups  in  this  segments  were  25  to  34  years  (32%)  and  45  to  64  (47%).  Average  length  of  stat  of  visitors  from  this  segment  was  6.3  days.  Majority  of   them  did  not   spend   their  entire   trip  on  Pemba.  Their  other   stops  were  Selous   (27%),  Zanzibar   (23%),   Serengeti   (15%)   and   Ngorogoro   (10%).   They   chose   Pemba   for   its   peacefulness  (26%),  beach  (17%),  coral  reefs  (16%)  and  uniqueness  (13%).  The  main  activities  were  snorkeling  (33%),  diving  (15%),  trip  to  Ngezi  forest  (13%),  and  relaxing  (11%).  That  they  liked  the  most  about  Pemba  was  the  beauty  of  ocean  for  diving  and  snorkeling  (19%),  local  people  and  their  hospitality  (17%),  hotel  where  they  stayed  (17%)  unspoiled  nature  (16%)  and  peacefulness  of  Pemba  (13%).  What   they   liked  the   least  about  Pemba  was   limited  or  busy  beach  (12%),  airport  and   local   flights  (12%),  hotel  where  they  stayed  (8%)  and  Muslim  culture  (8%).  

In  conclusion,  tourists  who  spend  less  than  100  USD  per  night  tend  to  come  for  few  days  of  their  trip  to  Zanzibar.  They  come  to  Pemba  to  get  to  know  the  culture,  stay  in  urban  areas  where  these  hotels  are  located.  They  are  budget  conscious;  shop  in  local  shops  and  interact  with  locals  on  their  own.    

However,  tourists  who  spend  more  than  100  USD  per  night  tend  to  come  for  longer  period  of  time  as  part  of  their  trip  usually  to  the  mainland.  They  are  not  so  concerned  about  money,  choose  more  expensive  activities  like  diving  and  appreciate  what  Pemba  has  to  offer.    

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8.2  Hotel  management  survey  The  goal  of  this  survey  is  to  better  understand  how  different  hotels  work,  what  are  their  challenges,  and  who   do   they   employ.   A   survey   consisting   of   both   qualitative   and   quantitative   questions  was  designed  to  collect  the  needed  information.  The  hotel  management  survey  consists  of  53  questions  divided  into  the  following  nine  sections:    

• Hotel  vision  (where  the  profile  of  facility  was  specified;    • Guests,  where  quantitative  and  qualitative  data  was  collected  to  profile  the  type  and  quantity  

of  quests;    • Employees,  where   demography   as  well   as   employees   training   and   challenges  when   hiring  

employees  were  collected;    • Tourism   development,   where   perceptions   in   changes   in   environment   and   areas   on  which  

areas  should  improve  to  realize  better  tourism  potential  are  asked;    • Local  supplies,  where  sourcing  of  supplies  and  challenges  connected  to  that  are  asked,    • Resources,  where  data  about  equipment  as  well  as  consumption  of  resources  is  collected;    • Transport,  where  type  of  transport  hotels  provide  to  guests  is  specified;    • Cooperation,   where   cooperation   between   the   facility   and   other   tourism   facilities,  

government  agencies  and  local  communities  is  surveyed  and    • Final  sections,  where  the  respondent  could  add  comment  or  suggestion  to  the  survey.  

 The   target   population   for   this   study   was   defined   as   hotel   of   all   operating   tourism   facilities   on  Pemba   Island.   The   official   list   of   facilities   was   provided   by   Commission   of   Tourism,   and  crosschecked  with  list  of  facilities  paying  taxes  or  hotel  levy  payment  provided  by  Zanzibar  Revenue  Board.   After   further   research,   17   operating   hotel   facilities  were   identified   on   the   island.   A   cover  letter  and  the  survey  were  delivered  to  all  facilities.    

Surveys  were  returned  by  12  hotels;   two  (100%)  of  high  class   facility  type  returned  filled  survey,  two  (100%)  of  middle  class  facilities  type  responded  and  eight  (66%)  of  the  basic  class  facility  type  returned  the  survey.  Overall  the  response  rate  was  65%,  which  is  an  adequate  response  rate  for  this  study,   given   that   the   target   population   had   time   constrains   due   to   peak   season   when   data   was  collected.   However,   as  most   of   the   surveys  were   only   partially   filled   out   and   the   low   number   of  hotels   on   Pemba   the   results   may   indicate   trends   but   are   not   sufficient   proof   for   concrete  conclusions.  

One  of   the  most  positive  results   from  the  hotel  management  survey   is   that  most  hotels  do  have  a  strategy  in  place  for  their  business.  However,  the  visions  are  not  all  in  line  with  the  current  tourism  plan.  As  such  this  shows  a  need  for  a  realignment  of  interests  between  all  tourism  establishments.  The  following  visions  are  currently  implemented  on  Pemba:    

• Improve   tourism   business   in   Zanzibar,   especially   Pemba   Island,   the   untouched   natural  ecological  environment  

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• To   be   the   best   resort   of   its   kind   in   East   Africa.   To   keep   an   African   feel   and   the   village  community   in   tact.   To   look   after   the   environment,   health   and   education   of   our   local  community.  To  help  the  community  to  be  "self  sufficient”  

• To  be  the  best  bed  and  breakfast  hotel  • We  aim  to  educate  and  accommodate  our  guests  celebrating  Pemba  Island  • To  develop  income  as  an  investment  economy.  To  derive  general  employment  for  residents  

to  generate  good  income  workers  and  to  improve  standard  of  hotel  facilities  in  the  country.  • At  the  end  we  will  close  • To  expand  the  project  • Economic  development  of  the  country  • To  be  the  hotel  that  everyone  liked  to  work  and  come  for  holiday  or  business  • To  increase  facilities.  To  attract  the  number  of  guests.  • To  be  the  premier  destination  for  tourists  seeking  a  beach  in  an  establishment  focused  on  the  

island  community,  environment  and  company  governance  in  a  sustainable  manner.  Refer  to  the  values  of  resort  investors.  

Concerning   the   level   of   luxury   the   distribution   was   as   follows:   Very   low   (0%),   low   (17%),  average   (58%),   high   (8%)   and   very   high   (17%).   Surprisingly   both   hotel   establishments   that  responded  with  having  a  low  level  of  luxury  also  stated  that  they  are  not  trying  to  increase  their  luxury  level.  This  indicates  that  there  needs  to  be  another  focus  on  communicated  the  tourism  strategy  so  that  all  hotel’s  interests  are  in  line  and  strive  towards  high-­‐end  tourism.  Moreover,  almost  42%  of  all  hotels  are  planning  to  increase  their  bed  number  in  the  next  two  years.    

3  out  of  12  hotels  responded  that  their  main  target  visitors  are  businessmen  and  as  such  do  not  strive   towards   international   tourism   guidelines.   As   this   constitutes   a   considerable   amount   of  current   hotels   future   tourism   strategies  must   also   include   hotels   that   cater   to   local   guests   or  businessmen  as  previous  tourism  plans  have  not  taken  this  segment  into  account.    

All  of  the  high-­‐end  tourism  establishments  are  in  need  for  local  skilled  labor  in  all  departments.  Furthermore,   58%   of   hotels   answered   that   they   cannot   find   local   skilled   labor.   The   most  common   missing   skills   that   are   required   by   the   tourism   industry   are:   trained   kitchen   staff,  English  knowledge,  hotel  management  experience  as  well  as  basic  knowledge  and  skills.    

Concerning  the  involvement  with  local  communities  50%  stated  their  interaction  was  very  high  compared  to  high  (40%)  and  average  (10%).  Named  positive  impacts  were  creating  demand  for  local  products  especially  fish  as  well  as  employment  opportunities,  schools  and  clean  water.  

The  most   pressing   issues   that   need   to   be   addressed   according   to   the   hotel  managements   are  waste   collection   and   management   followed   by   protection   and   conservation   of   plants   and  animals  and  improvement  of  electricity  grid.  

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8.3  Hotel  staff  survey  The  aim  of  the  hotel  staff  survey  is  to  understand  hotel  employees’  living  standards  as  well  as  their  background   and   attitude   towards   tourism.  The   survey   consists   of   28   qualitative   and  quantitative  questions,   which   were   distributed   across   five   sections:   employment   history,   culture,   perception  (cultural  and  environmental),  demographic  information  and  additional  comments.  

The  survey’s  target  population  was  defined  as  all  hotel  employees  of  facilities  operating  on  Pemba  Island   in   order   to   ensure   that   all   establishments   would   be   represented   even   in   case   of   lower  response   rates.   This   was   especially   important   as   certain   facilities   employed   a   minimum   of   two  people.    Each  of  the  17  facilities  was  contacted  to  identify  their  employee  number,  which  amounted  to   a   total   of   299   Moreover,   to   facilitate   a   higher   response   rate   and   ease   the   understanding   the  survey  was  translated  into  Swahili  and  distributed.  14  tourism  facilities  returned  135  staff  surveys,  which  were   then   translated   back   into   English.   This   leads   to   a   total   response   rate   of   45%,  which  given  the  time  and  mobility  constraints  was  deemed  appropriate.  Especially  the  diversity  of  hotels  and  departments  who  returned  the  surveys  give  a  solid  basis  for  this  chapter.  

Sample  profile  The   respondent’s   profile   indicated  mostly  male   (73%)  work   in   hotels.   The   age   demographic  was  clustered  mainly  around  18  to  34  years  old  (54%).  Furthermore  while  43%  completed  secondary  school   an   additional   36%   of   hotel   work   force   stated   primary   school   as   their   achieved   level   of  education.   About   80%   of   the   workforce   is   from   Zanzibar   with   a   slight   majority   of   Pemba   locals  (57%   of   total).   The   residence   of   hotel   staff   is   distributed   across   all   four   districts:   Chake   Chake  (29%),  Wete  (9%),  Mkoani  (29%)  and  Micheweni  (32%).  

Section  A:  Employment  history  About   60%  of   respondents   started  working   in   the   tourism   sector   during   the   last   four   years.   The  majority   of   respondents   did   not   have   any   previous   hotel   work   experience   (77%)   and   mainly  received   training   in  a  hotel   (41%),  no   training   (11%)  or   taught   themselves   (7%).  The   three  most  common  jobs  for  men  are  housekeeping,  waiter  and  security  while  women  are  mainly  employed  in  housekeeping,  kitchen  and  as  a  waitress.  In  regards  to  income  spending  it  has  leakages  back  into  the  local   community   as  most   is   spend  on   food   (33%),   sent   to   family   (17%)   and   clothing   (12%).Most  employees  (77%)  are  happy  working   in  a  hotel  (77%)  due  to  salary  (41%)  and  a  work  respectful  environment   (17%).   About   21%   dislike   their   work   with   crucial   reasons   being   bad   working  environment,  loss  of  culture  and  delay  in  salary  payments.    

Motivations  for  working  in  a  hotel  range  from  salary  (31%)  over  employment  opportunity  (29%)  to  enjoyment   of   tourism   related  work   (9%).   Alternatives   to   working   in   a   hotel   are  mainly   farmers  (30%),  businessman  (27%),  fisherman  (7%)  or  anything  legal  (7%).    

Section  B:  Culture  More  than  a  half  of  respondents  consider  their  level  of  interaction  to  be  average  (53%),  more  then  a  quarter   consider   their   level   of   interaction   high   (23%)   and   very   high   (7%)   and   only   the  minority  

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(15%)  of  respondents  consider   it   to  be   low  or  very   low.  The  majority  of  respondents  believe  that  they   taught   guests   local   culture,   traditions   or   language   (62%)   or   good   behavior   (13%).   When  answering   the   question   what   did   you   learned   from   guests,   most   frequent   answers   were   guests’  language  (54%)  or  generosity  (6%).  

Working   in   the   hotel   industry   has   changed   the   life   of   approximately   66%.   Reasons   for   change  included  salary  /  income  (38%)  and  adaptation  to  guests’  culture  (15%).  It  has  not  changed  the  life  of  32%  mainly  due  to  low  salary  (36%)  or  because  respondents  are  consciously  separating  personal  from  work  (24%).    

Section  C:  Perception  The   vast   majority   considers   tourism   for   Pemba   to   be   good   (92%)   with   main   benefits   being  considered  more  employment  (47%),  development  (15%)  and  foreign  money  (10%).  Of  the  people  that   consider   tourism   as   a   negative   impact   44   %   name   loss   of   Pemba   culture   as   the   main  contributor.  If  there  should  be  more  hotels,  the  most  frequent  replies  were  that  there  will  be  more  employment  (28%),  Pemba  will  change  (24%),  loss  of  Pemba  culture  (12%)  and  development  (8%).    

Most   of   the   respondents   like   about   Pemba   its   peace   and   politeness   (39%),   nature   (14%)   and  tourism  (11%).  Crime  and  violence  (15%),  nothing  (9%)  and  homosexuals  (8%)  were  named  as  the  worst   thing   about   Pemba.   Responses   on   question   “How   do   you   think   the   following   things   have  

changed   in  

the  last  

three  years?”   are  showed   on  Figure  5.  

 

 

0%   20%   40%   60%   80%   100%  

Water  polluQon  Air  polluQon  

Li`ering  Traffic  Noise  

DeforestaQon  Coral  reef  health  Number  of  fish  

Crime  CorrupQon  

Price  of  water  Price  of  electricity  

Price  of  food  

Much  worse  

Worse  

Same  

Be`er  

Much  be`er  

Not  stated  

Figure  5:  Perception  of  Change  in  Issues  

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Standard  of  Living  Majority   of   people  walk   to  work   (49%)   or   use  Daladala   (17%).  Most   of   people   have  water   from  Zawa  (72%)  and  electricity  form  ZECO  (45%),  while  53%  have  no  electricity  in  their  homes.  On  the  question  what  do  you  do  with  your  garbage,  most  of   the  respondents  replied  that  they  burn  their  garbage  (53%),  bring  it  to  landfill  (22%)  or  bury  it  (13%).  

8.4  Local  community  leader  survey  A  survey  consisting  of  qualitative  and  quantitative  questions  was  designed  to  collect   the  required  data   from   local   community   leaders.   This   questionnaire   contains   29   questions   and   is   divided   into  four   sections.   These   are   employment,   culture   and   perception,   demographic   data   and   additional  comments.    

The  target  population  for  this  study  was  defined  as   local  communities’   leaders  (Sheha)   in  all   local  communities  (Shehia)  of  Pemba  Island.  The  official  list  of  Shehias  was  provided  by  OCGS  Pemba  and  consists  of  121  Shehias.  With  help  of  Commission  of  Tourism  and  Tourism  District  Committees  a  cover  letter  and  the  surveys  were  delivered  to  all  Shehia  of  Pemba  island.  Surveys  were  distributed  in  districts  in  following  counts:  Chake  Chake  29  surveys,  Micheweni  27  surveys,  Mkoani  33  surveys,  Wete  32  surveys.  

In  total  53  (partially)  completed  responses  were  collected:  29  responses  from  Chake  Chake  (100%),  24  responses  from  Micheweni  (89%),  0  from  Mkoani,  and  0  from  Wete.  The  overall  response  rate  was   44%.   Data   collection   from   Wete   and   Mkoani   was   unsuccessful   due   to   time   and   mobility  constraints  of  the  target  respondents.  The  response  rate  was  very  high  in  both  collected  regions  and  as  both  administrative  regions  of  Pemba  were  represented  (North  and  South  Pemba)  it  was  decided  to  declare  the  sample  valuable  for  insights  into  the  local  community  leader  mindsets.  Moreover,  the  responses  did  not  differ  significantly  although  Chake  Chake  and  Micheweni  showed  variations  in  the  indicator   analyses.   As   such   although   the   response   rate   is   not   as   high   as   expected   the   local  community   leader’s   survey   continues   to   give   an   insight   into   the  mindset,   standard   of   living   and  attitude  towards  tourism  of  local  communities.    

Tourism  exposure  and  interaction  92%   of   local   community   leaders  would   accept  work   in   the   tourism   industry.   Out   of   the   positive  respondents   26%   would   engage   in   trade   while   23%   would   like   to   act   as   guides   and   7%   are  interested   in  welcoming   tourists  personally   to  Pemba.  Reasons   for  decline  of   tourism  work  were  age,  loss  of  culture  and  the  perception  of  the  tourism  industry  as  “ugly”.  

98%  of   respondents  answered   that   their  community  would  be  willing   to   trade  with  hotels.  While  the   remaining   2%   stated   they   would   not   want   to   trade   because   tourism   is   putting   income   into  foreign  markets   and   back   into   the   local   communities.   Out   of   the   98%   of   communities  willing   to  trade  the  most  named  items  were:  traditional  handcrafts,  e.g.  baskets,  mats  (41%),  vegetables  and  fruits  (13%),  fish  and  seafood  (13%)  and  furniture  (7%).  

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One   of   the   most   significant   questions   in   this   survey   was   the   perception   of   tourism   in   the   local  communities.  85%  of  respondents  answered  that  tourism  is  good  for  Pemba.  Only  one  respondent  who  answered  “No”  gave  an  explanation,  which  was  the  tourism  is  not  good  for  Pemba,  because  the  current   tourism   state   is   not   good.   Out   of   the   explanations   why   tourism   is   good   for   Pemba   was  employment  (40%),  foreign  money  for  development  (31%)  and  promotion  of  Tanzania  or  Zanzibar  (6%).  

When  asked  if  one  of  their  family  members  work  in  the  tourism  industry  68%  answered  no,  while  28%  said  yes.  Furthermore,  in  regards  to  tourism  exposure  40%  of  respondents  said  they  have  not  seen  any  tourists  in  the  last  month  and  21%  stated  they  have  seen  more  than  30  tourists  in  the  last  month.  Between  1  and  10  tourists  were  seen  by  19%,  11  to  20  tourists  by  6%  and  14%  saw  21  to  30  tourists  last  month.  

Employment  was  also  the  most  given  answer  (13%)  to  the  question  of  what  would  happen  if  there  are  more   hotels   on   Pemba.   Responses  were   spread   out   across   various   topics   but   loss   of   culture  (9%),  more  income  (7%)  and  less  poverty  (8%)  were  also  common  answers.    

62%  of  respondents  stated  that  they  would  like  to  have  a  hotel  in  their  Shehia,  while  only  15%  were  against  it.  The  reasons  for  wanting  a  hotel  in  close  proximity  were  local  employment  (28%)  as  well  as  income  and  development  (4%).  Negative  answers  focused  on  loss  of  culture  (9%)  as  well  as  the  village  being  too  small  (2%)  for  tourism.  However,  this  question  was  not  answered  by  40%  and  as  such  may  not   give   a   full   account   of   the   reasons   for   (not)  wanting   a   hotel   in   the   area   of   the   local  community.  

Best  and  worst  of  Pemba  Respondents  stated  that  the  best  things  to  see  on  Pemba  are  the  environment  and  wildlife  (36%),  peace  and  politeness   (26%)  and  Pemba  culture   (21%).  Another  common  mention  by  6%  was   the  museum  and  historical  sites  as  the  best  thing  to  see  on  Pemba  for  tourists.  On  the  other  hand  56%  of  respondents   stated   they   would   not   like   tourists   to   see   crimes   and   conflict.   Followed   by   loss   of  culture  (9%),  environmental  pollution  (6%)  and  prostitution  (4%).  

When   asked   what   community   leaders   liked   the   most   about   Pemba   60%   answered   peace   and  politeness   followed   by   small   scale   tourism   (8%)   and   farming   (4%).   The   question   what   was  perceived  as   the   least   liked  on  Pemba  41%  of   community   leaders  did  not  answer.  However,  19%  stated   that   there  was   not   enough   tourism   on   Pemba.   Followed   by   9%   that   answered   politics.   In  contrast  to  the  19%  answer  of  not  enough  tourism  8%  stated  that  they  liked  the  least  about  Pemba  that  there  are  too  many  tourists.  Lack  of  peace  was  answered  by  6%  of  survey  respondents.  

Resource  usage  and  demand  As   water   was   one   of   the   crucial   indicators   identified   by   the   indicator   analyses   questions   about  water  were   asked   to   confirm   literature   findings.   First,   respondents  were   asked   to   rate   the  water  quality   on   a   scale   of   very   low   to   very   high.   Answers   ranged   across   all   five   segments   with   the  

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following  distribution:  very  low  (23%),  low  (17%),  average  (43%),  high  (9%)  and  very  high  (2%).  85%  of   local   community   receive   their  water   directly   from  ZAWA.   Lastly,   it  was   asked  whether   a  water   problem   exists   in   the   community   and   if   yes  which   one.   55%   stated   lack   of  water   and   4%  contaminated  water  as  issues  and  no  water  problem  was  answered  by  32%.  

Electricity  was  another  critical  issue  and  thus  the  reach  of  the  electricity  grid  and  the  connectivity  of  communities   were   inquired.   58%   of   community   leaders   have   electricity   in   their   home   and   all  Shehas  that  have  electricity  in  their  home  receive  it  from  ZECO.  

Concerning  waste  management  the  survey  indicates  that  the  burning  of  garbage  is  the  primary  way  to   deal   with   waste   disposal   by   45%   of   communities.   Other  means   are   to   bury   it   and   in   17%   of  surveys   a   landfill   was   mentioned   as   a   burying   ground.   Only   2%   of   communities   stated   that   the  municipality  is  actively  managing  the  garbage  disposal.  

Issues  in  the  community  Unemployment   was   mentioned   by   38%   of   respondents   as   the   primary   cause   for   poverty   in   the  community.  Other  answers  included  poor  farming  equipment  (15%),  low  education  level  (11%)  and  weak   economic   base   due   to   lack   of   capital   (9%).   In   addition   to   the   primary   cause   for   poverty  community   leaders  were  asked  what   the  biggest   issue   in   their   community   is.  Answers  were  very  similar  to  the  questions  concerning  cause  of  poverty,  which  indicates  the  significance  of  poverty  for  many   communities   and   their   connectedness   across   community   issues.   Lack   of   employment  opportunities   was   the   most   common   answer   (32%),   followed   by   poor   farming   and   fishing  equipment  (23%),  lack  of  clean  water  (13%)  and  poor  means  of  transport  (11%).  

Concerning   combating   these   issues   and   to   raise   the   standard   of   living   in   the   Shehias   the   most  mentioned   factors   were   employment   (28%),   modern   farming   equipment   (16%),   livestock   (8%),  fishing  tools  (7%)  and  investments  (7%).  

Demographic  data  75%   of   respondents   were   male,   17%   female   and   8%   declined   to   answer   this   question.   For   age  groups   between   50-­‐59  was   the  most   common   (34%),   followed   by   60-­‐69   (245)   and   40-­‐49   years  (21%).  

Concerning  education   levels,  47%  finished  primary  school,  while  42  %  finished  secondary  school.  When  segmented  into  male  education  the  number  of  men  who  “only”  finished  primary  schooling  is  slightly   higher  with   62%.   This   is   in   contrasts   to   the   female   survey   respondents  who   all   finished  secondary  school.  

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9.  Discussion  During   the   course   of   the   study   certain   issues   repeatedly   showed   up   throughout   the   various  analyses.   Although   the   issues   are   current   and   urgent   there   are   various   ways   of   managerial   and  governmental  intervention  to  minimize  the  impacts:  

Water  supply:  According  to  estimates  three  tourists  consumer  the  same  amount  of  water  needed  to  cultivate  a  rice  field  for  a  year.  This  statistic  shows  the  high  water  demand  for  tourists  that  could  be  used   in   different   areas   to   combat   important   issues   such   as   hunger   and   poverty.   Tourism   is   an  important   source   of   income   for   many   citizens   if   the   tourism   industry   on   Pemba   is   based   on  sustainable  and  local  labor.  In  order  to  overcome  the  issue  of  water  shortages  alternative  sources  to  groundwater   need   to   be   used.   Feasible   ideas   include   desalination   plants   as   well   as   rainwater  harvesting.   Concerning   rainwater   harvesting   the   advantages   are   manifold.   On   Pemba   rainfall  accumulates   to   approximately   1.5km3   per   annum   but   current   harvesting   is   used   for   only   1%   of  rainfall.   The   rest   of   the   rainfall   acts   as   follows:  run-­‐off   accounts   for   24%,   7%   seeps   into  groundwater   and   40%   for   evapotranspiration.   Three   primary   ways   can   be   utilized   to   take  advantage  of  rainwater.  These  are  enhancing  groundwater,  capturing  runoff  and  collecting  rainfall  in-­‐site.  

Monitoring:  Monitoring  and  incentivizing  sustainable  self-­‐governance  policies  should  be  a  focus  for  the  future  implementation  of  governmental  strategies,  which  are  not  only  limited  on  tourism  plans.  As   monitoring   is   costly   and   takes   up   crucial   resources,   especially   time,   money   and   labor,   this  process  step  has  been  neglected  throughout  the  past  years.  During  the  data  gathering  process  it  has  become  apparent  that  the  current  status  of  many  aspects  was  unknown  to  responsible  persons  and  official  documentation  or  estimates  were  hard  to  find.  Monitoring  is  a  crucial  step  of  every  strategy  and  as  such  there  needs  to  be  a  focus  on  finding  sustainable  investors  that  do  not  require  as  much  monitoring   and   policies   that   incentivize   good   governance   behavior.   Thus   monitoring   is   another  aspects   that   could   be   better   utilized   in   a   high-­‐end   tourism   environment.   As  mentioned   in   the  As  mentioned  in  the  Zanzibar  Tourism  Master  Plan  monitoring  and  measuring  the  economic  impact  of  tourists  is  not  possible  due  to  

•  Tax  revenue  is  collected  under  a  hotel  levy  and  VAT  depending  on  the  size  of  hotel  •  Lack   of   transparency   it   is   hard   to   follow   tourist’s   spending   (especially   for   potential  

investors)  •  Other  direct  and  indirect  sources  of  foreign  money  cannot  be  tracked  

 As  such  a   tourism  umbrella  account  might  be  a   feasible  solution   for   the   future  as   this  has  been  a  successful  concept  throughout  worldwide  tourism  destinations.  As  this  umbrella  accounts  tracks  all  tourism  spending  it  would  take  time  to  set  up  but  would  streamline  future  monitoring  and  planning  activities.  

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Brand  positioning:  As  stated  above  in  the  current  tourism  segmentation,  the  potential  for  Pemba  to  position   itself   apart   from   Zanzibar   as   an   high-­‐end   tourism   segmentation   is   very   high.   Due   to   its  relative  short  tourism  period  tourists’  opinion  and  perceptions  can  still  be  formed  and  influenced,  now  easier  than  later  after  Pemba  becomes  more  established.  Especially,  in  the  beach  segment  there  is   a   potential   to   establish  Pemba   in   a  unique   and   exclusive   spot   apart   from  other  destinations   in  order  to  not  get  lost  in  the  clutter  but  become  recognizable.  In  order  to  define  a  good  branding  it  is  crucial  to  define  the  core  characteristics  and  competitive  identity  of  Pemba.  S  

Especially   small   business   control   and   profit   from   strong   destination   branding   as   they   lack   the  incentive  to  promote  their  own  reputation  (also  apparent  in  the  management  survey)  and  thus  their  strong   dependence   on   destination   branding.   However,   small   business   can   control   the   brand  significantly   through   their  visitor’s  experience.  Thus,   they  need   to  be  willing  and  able   to  promote  businesses   that   contribute   to   and   represent   the   brand   positively.   So   it   is   crucial   that   destination  brand  is  strong,  recognizable  and  unique.  

Infrastructure:  According  to  the  hotel  management  survey  and  the  staff  survey  transportation  is  an  issue  on  Pemba.  Although  the  road  conditions  are  rated  as  average  the  network  of  transportation  is  lacking.   As   such   the   current   state   could   not   handle   a   steep   increase   in   tourism   numbers.   At   the  current   stage   there   still   needs   to   be   potholes   filled,   maintenance   and   grading.   However,   mass  tourism  would  also  need  wider   roads  and  a  proper  bus  network  up   to   international   standards   to  satisfy   the   demands   of   tourists.   Moreover,   the   increase   in   traffic   would   also   lead   to   the   need   of  better   road   signage   and   traffic   lights.   Moreover   based   on   the   visitor   survey   there   is   a   need   to  upgrade  airport  facilities  for  more  comfort,  information  and  signage  as  well  as  snack  points  in  order  to  round  off  the  visits.  

Drivers  of  positive  change:  Especially  the  common  tourist  area,  the  protected  Ngezi  forest  has  made  smart  changes  that  not  only  preserve  the  environment  but  also  impact  social  and  economic  factors  positively.  Firstly,  only  allowing  guided  tours  allows  tourist  education  while  at  the  same  time  having  a  reason  to  charge   fees  and  avoid  tourist  environmental   impact   through  wrongful  behavior   in  the  forest.   Secondly,  price  discrimination  policies   enable   local   communities   to  use   the   forest  while   at  the  same  time  charging  reasonable  but  higher  fees  for  non-­‐locals  and  foreigner.  

Total  employment:  Based  on  the  hotel  management  survey  possible  employment  opportunities  were  identified.  According   to   the  survey  analyses  high-­‐end   facilities  on  Pemba  employ  on  average  5.01  staff  members  per  room,  while  low-­‐end  establishments  employ  0.67  staff  member  per  room  (with  the  minimum   ratio   being   0.22).   Thus   high-­‐end   facilities   employ   on   average   eight   times   as  many  employees   as   low-­‐end   are   the   better   option   in   terms   of   creating   the   maximum   numbers  employment  opportunities  per  tourists.  

Tourism   as   local   employment   opportunity:   Across   all   surveys   the   hope   for   local   employment  opportunities   in   the   tourism   industry  has  been  voiced.  However,  based  on   the  hotel  management  survey   there   are   many   difficulties   in   finding   local   skilled   labor.   As   such   although   there   is   a  

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connection  between  the  local  communities  and  the  hotels  the  link  cannot  be  fully  utilized  due  to  this  lack   of   tourism-­‐related   skills   in   the   local   population.   As   such   before  more   hotels   are   established  there  need   to  be   clear  guidelines  on  how   to   raise   the   skill   level  before  hotels   start   to  use   foreign  workers.  As  employment  played  such  a  big  role  in  the  local  communities  surveys  it  can  be  concluded  that  acceptance  of  tourism  on  Pemba  will  depend  on  how  much  local  workforce  is  employed  directly  and  indirectly  in  the  hotels.  This  issue  has  also  been  addressed  in  the  Zanzibar  Tourism  Master  Plan,  which  suggests  a  two-­‐sided  approach  to  receive  optimal  and  efficient  training  results.  This  approach  consists   of   formal   training   at   a   hospitality   learning   center   as   well   as   on-­‐site   practical   training.  Especially,  English  language  training  and  high  job  specific  skill  sets  to  guarantee  service  appropriate  for  high-­‐yield  tourists  should  be  the  cornerstones  of  this  education.    

10.  Recommendations  for  further  research  Due  to  the  size  of  the  project  and  its  time  and  resource  constraints  there  are  various  topics  that  can  be   added   to   further   research   to   increase   the   tourism   value   on   Pemba.   This   chapter   gives   a   brief  overview   of   potential   points   of   interest   for   stakeholder   analysis   and   further   proceedings   in   the  tourism  industry.  

This   study  has  given   insights   into  various   topics   that  will   influence   the   tourism  sector  on  Pemba.  However,   a   focus   was   places   on   comprehensiveness   and   thus   detailed   analysis   and   reviews   by  experts   in  a  certain  field  will  give  more  depths  and  precision  to  the  discussed  topics.  As  such  it   is  recommended  to  consult  experts  when  making    

Land   speculation  and   land  allocation:   This   study   clearly   states   that   approved   investments   are  not  being  undertaken  but  seem  to  be  a  chance  for   land  speculation.  As  such  the   incentives  need  to  be  revised  and  possible  policies  established   to  ensure   that   responsible   investors  are  being  approved  for   land  leases  that  are  interested  in  the  development  and  not  only  monetary  gains  based  on  land  speculation.      

Tourism  profile:  Although  this  study  has  defined  a  optimal  tourism  profile  for  Pemba  there  is  a  need  to  involve  all  stakeholders  in  a  discussion  to  specify  the  perfect  guest  for  the  decided  tourism  policy.  This  study  facilitates  the  starting  point  but  further  work  is  to  be  done.  

The  brand  “Pemba”:  Once  more  this  paper  states  inputs  and  ideas  for  the  development  for  marketing  of  the  destination  brand  Pemba.  Further  discussions  about  implementation  and  most  efficient  usage  through   selected  media   channels   should  be   considered  by   future  experts   to   establish  an  effective  and  cost-­‐efficient  marketing  strategy.  

Incentive  and  monitoring  strategy:  An  increase  in  tourism  will  lead  to  the  need  for  more  monitoring  and   incentives   for   the  observation  of   regulations  by   investors  and  hotel  management   in  all   fields.  Otherwise,   the   current   situation   points   towards   unplanned   development   that   disregards   current  available  directives  and  puts  a  high  strain  on   the  environment  and  thus   the   future  profitability  of  

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Pemba.  Especially,  ZIPA  needs  to  have  clear  guidelines  as  to  which  investments  should  be  approved  and  exact  deadlines   for   the  development   to  avoid  the  above  mentioned   land  speculation.  Detailed  revisions   of  monitoring   and   incentive   /   deterrent   policies   for   investors   need   to   be   discussed   by  appropriate  institutions.  

11.  Conclusion  Establishing  a   sustainable   tourism  development   strategy   for  Pemba   Island   is  going   to   include   the  cooperation   of   five   crucial   stakeholders:   Pemba   people,   government,   workforce,   investors   (and  hotel   management)   as   well   as   guests.   The   role   of   stakeholders   is   to   work   together   to   create   an  environment  that  adds  value  to  the  people,  nature  and  culture  of  Pemba.  Through  this  stakeholder  network  a  mutually  beneficent  experience   for  all   can  be  created.  Moreover,   through  a  network  of  these   stakeholders   a   responsible   environment   should   and   can   be   created   that   can   make   the  monitoring  of  the  tourism  industry  on  Pemba  less  resource  intensive  and  thus  easier  to  implement  sustainable   policies   and   efficient   stakeholder   communication.   Moreover,   importance   should   be  placed   on   creating   a   collective   belief   in   the   future   tourism  plan   to   ensure   acknowledgement   and  focus.  

The  quantitative  and  qualitative  analyses  as  shown  the  following  criteria  to  be  the  biggest  issues  on  Pemba:  Waste  disposal,  water  supply,  infrastructure,  local  skill  level,  electricity  grid  reach  as  well  as  governmental   monitoring   and   plan   implementations.   Low-­‐end   tourism   due   to   its   higher   visitor  number   and   shorter   length   of   stay  will   put  more   pressure   on   the   above   factors   and  will   require  significant  and  large  scale  improvements.  While  high-­‐end  tourism  does  also  require  investments  but  can  be  developed  gradually  and  on  a  more  limited  scale.  

Based  on   this   study   the   recommendation   is   for   a   high-­‐yield,   low  volume   tourism   strategy   as   this  does   not   require   as   high   initial   investments   and   prevents   resource   exploitation   and   preserves  nature   and   culture.  Moreover,   the   leakages   can   be   smaller   than   for   low-­‐end   tourism  while  more  benefits   trickle   down   to   local   citizens   such   as   employment   rates   and   indirect   tourism   income  opportunities.   This   will   lead   to   benefits   for   the   local   community,   tourism   staff,   government,  investors  and  guests  alike  if  an  appropriate  speed  of  development  (9-­‐10%)  is  implemented.  

Tourism  will   always   influence   and   alter   the   lives   of   local   citizens   to   some   degree.   However,   the  tourism  strategy  will  have  a  significant  influence  on  the  type  and  severity  of  change.  The  proposed  high-­‐end   tourism   allows   tourism   to   be   development   in   a   controlled   and   sustainable   manner.  However,   the   government  must   incentivize   the   right   development   for   Pemba   and   ensure   that   all  (tourism   related)   policies   are   developed   with   a   focus   on   ultimate   outcomes   and   how   it   will  contribute  to  tourism  and  Pemba  as  a  whole.  The  proposed  high-­‐end  tourism  strategy  in  this  paper  will  give  Pemba  a  chance  to  embrace  the  positives  parts  of  tourism  and  to  limit  the  negative  ones.  

   

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Appendix  1:  

Appendix  I:  Literature  Review  

1.1. Jafari’s  Four  Platforms  

Due  to  space  limitations  the  main  text  body  only  included  a  brief  description  of  Jafari’s  paper  (2001).  The  following  description  of  his  four  stages  gives  a  deeper  understanding  of  the  evolution  of  American  tourism  characteristics.  

1. Advocacy  platform:  This  platform  describes  the  characteristics  of  tourism  during  two  decades  starting  in  1950s.   Tourism   is   considered   an   ideal   activity   with   few   negative   impacts   for   tourist   destinations.   The  government  were  tasked  with  actively  promoting  tourism.  

2. Cautionary  platform:  Most  common  form  of  Tourism   in   the  1970s.   It  was  proposed   that   tourism  would  eventually   result   in   negative   impacts   for   tourism   destinations   unless   it   was   carefully   planned   and  regulated.  

3. Adaptancy  platform:  During  the  1980’s  mass  tourism  was  less  promoted  than  alternative  tourism,  which  included:  home  stays,  cultural  villages  and  volunteer  tourism.  

4. Knowledge-­‐based   platform:   Tourism   in   the   1990’s  was   characterized   by   planning   for   tourism   activities  and   destination   which   attempted   to   scientifically   determine   impacts   and   capacities   for   tourism  destinations.  

1.2. Micro-­‐  and  Macro-­‐  level  Management  Tool  Description  

This  chapter  explains  the  most   important  micro  and  macro  management  tools  currently  available   in  the  tourism  industry.  This  subchapter  aims  to  give  a  background  information  to  understand  the  management  challenges  better  but  was  to  specific  to  be  included  in  the  main  body.  

1. Micro-­‐level  management  tools:  • Area   protection:   Includes   the   classification   of   protected   locations.   This   is   done   into   specific   categories,  

such  as  National  Park,  Wildlife  reserves,  Biosphere  reserves,  Country  Parks,  Areas  of  outstanding  beauty  (AONBs)   or   Sites   of   special   scientific   interest   (SSSIs).   According   to   this   classifications   there   a   protection  requirements  that  must  be  uphold  when  managing  this  sites.  The  issue  with  these  protections  is  that  it  is  very   common  activity   that   requires   resources   (especially  money)   and   tends   to   neglect   local   community  needs  and  can  even  sabotage  their  sources  of  revenue,  because  it  applies  to  all  not  just  tourists.  

• Visitor  management  techniques:    o Honeypots:  Honeypots   are   especially   popular   tourists   destination.   Identifying   these   or   branding  

unpopular  sites  as  such  can  lead  to  a  rise  in  visitors  and  also  price  flexibility.  o Zoning:  Different  areas  are  given  specific  levels  of  protections  which  allows  to  split  an  integrated  

system  into  different  parts  and  protect  each  one  optimally.  o Visitor   dispersion:   Spreading   the   amount   of   visitors   per   square   mile   can   lead   to   a   different  

perception.  

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o Vehicle   restriction:   Restricting   the   use   of   (petrol   operating)   vehicles   can   be   advantageous   in  preserving  the  environment.  

• Use  of  pricing  differentiation:  Profit  optimization  due  to  various  price  points  that  allow  management  to  come  as  close  to  the  price  a  certain  tourist  segment  is  willing  to  pay.  

• Usage   of   sustainability   indicators:   This   includes   monitoring   the   use   of   resources,   including   waste,  pollution,  local  production,  rate  of  violence  or  oppression  and  degree  of  diversity.  

2. Macro-­‐level  management  tools:  • Industry   regulation:   This   included   government   legislation   (national   as   well   as   local),   professional  

association   regulation   (a   closed   group,   which   members   are   required   to   adhere   to   certain   rules),  international  agreements  as  well  as  voluntary  self-­‐regulation.  

• Environmental  foot-­‐printing  (also  known  as  environmental  impact  assessment):  This  includes  researching  natural   resources   in   the   area   and   their   usage   requirements.   Issues   and   conflicts   that   arise   due   to  environmental  resource  scarcity  are  identified.    

• Auditing  and  indicators:  Environmental  auditing  includes  inventorying  resources  in  a  given  location.  • Codes   of   Conduct:   This   codes   can   apply   to   tourists,   a   certain   establishment,   governments,   local  

communities,  tour  operators  or  the  entire  industry.  • Eco-­‐labels  and  certification  schemes:  There  are  various  NGOs  and  companies  that  are  promoting  a  label  

that  is  associated  with  Eco  friendliness  or  fair  trade.  This  subcategory  is  especially  difficult  as  the  reliability  of  different  labels  differs  significantly.  

   

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Appendix  2:  Indicator  analyses  

Table  1  Equity  indicators  

 

Table  2  Health  indicators  

 

Table  3  Education  indicators  

 

Table  4  Housing,  security  and  population  indicators  

 

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Table  5  Air  quality  and  land  indicators  

 

Table  6  Oceans,  sea  and  coastal  area  and  biodiversity  indicators  

 

Table  7  Consumption  patterns  and  institutional  capacity  indicators  

 

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Table  8  Total  sustainability  scores  

 

 

   

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Exhibit  1:  Visitor  Exit  Survey  

 

PEMBA&VISITOR&SURVEY&2014&&This& survey& is& conducted& as& part& of& the& Tourism& Ministry’s& Carrying& Capacity& Study& that& currently&assesses&the&tourism&industry&on&Pemba&to&develop&a&precise&strategy&for&future&development.&&This&survey&is&for&classification&and&statistical&purposes&only.&&!

!1.!How!many!times!have!you!visited!Pemba?!(Please!check!(✔)!one!box)!

☐!First!time! ! ☐!2!–!4!times! ! ☐!4A6!times! ☐!More!than!6!times!!2.!With!whom!did!you!travel?!(Please!check!(✔)!one!box)!

☐!Alone!! ! ! ☐!Partner! ! ! ☐!Business!associate!☐!Friends!! ! ! ☐!Family! ! ! ☐!Special!interest!group!!! 2.1!How!many!people,!including!yourself,!were!in!your!travel!party?!

____!Adults! ! ____!Children!under!18!!3.!Where!were!you!staying!during!your!stay!on!Pemba?!(Name!of!the!accommodation)!

____________________!!4.!How!many!nights!did!you!stay!on!Pemba?!

_____!nights!!5.!Where!did!you!learn!about!Pemba!as!a!potential!travel!location?!(Please!check!(✔)!one!box)!

☐!Travel!agent! ! ☐!Word!of!mouth! ☐!TV!! ! ☐!Magazines!☐!Holiday!Fair! ! ☐!Tripadvisor!! ! ☐!Social!Media! !

☐!Other!internet,!site:!________________!! ! ☐!Other,!specify:!________________!!6.!What!was!the!primary!reason!for!your!visit?!(Please!check!(✔)!one!box)!

☐!Honeymoon! ! ☐!Diving! ! ! ☐!Culture! ! ☐!Business!☐!Health!&Wellness!! ☐!Relaxation!! ! ☐!Other:!____________________!!7.!Why!did!you!choose!Pemba!as!your!holiday!destination?!(Please!check!(✔)!all!that!apply)!

☐!Coral!reefs! ☐!Beach! ! ! ☐!Weather!! ☐!Uniqueness!!☐!Local!culture! ! ☐!Peacefulness!! ! ☐!Reputation! ☐!Other:!____________________!!8.!How!did!you!perceive!the!amount!of!choices!you!had!for!accommodation!on!Pemba?!!(Please!check!(✔)!one!box)!

☐!Too!low!!! ! ☐!Low!! ! ☐!Medium! ! ☐!High!! ! ☐!Too!high!!9.!How!did!you!organize!your!vacation?!(Please!check!(✔)!one!box)!

☐!Direct!booking!with!the!resort!!!!!!!!!!!!!!!!!☐!Travel!agency!! ! ! ☐Other:!____________________!!

Section A !

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10.!How!many!months!in!advance!did!you!book!your!holiday?!!(Please!check!(✔)!one!box)!

☐!Less!than!1!month! ! ☐!1!–!3!months!! ! ☐!4!–!6!months!!☐!7!A!9!months!! ! ☐!10!–!12!months! ! ☐!More!than!1!year!!11.!Which!other!holiday!destinations!did!you!take!into!consideration?!(Please!list)!1.!___________________________________________________________________________________________________________________!2.!___________________________________________________________________________________________________________________!3.!___________________________________________________________________________________________________________________!4.!___________________________________________________________________________________________________________________!5.!___________________________________________________________________________________________________________________!!

11.1!What!made!you!choose!Pemba!over!the!destinations!in!question!11?!______________________________________________________________________________________________________________!______________________________________________________________________________________________________________!______________________________________________________________________________________________________________!

!12.!How!crowded!did!you!feel!in!the!following!locations,!i.e.!what!was!the!level!of!disturbance!you!felt!by!the!!number!of!visitors!you!encountered!during!your!stay?!(Please!check!(✔)!one!box!per!line)!! ! ! ! !!!!!! !!!!!!!Very!low! !!!!Low!!!!!!!!!Medium!!!!!!!!High!!!!!!!!!!!!Very!high!

12.1!Beach! ! ! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐!! 12.2!Hotel!public!areas!! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐!! 12.3!Excursions! ! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

12.4!Hotel!rooms! ! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

12.5!Airport! ! ! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

12.6!Transfer!to!hotel! ! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

13.!When!evaluating!a!hotel!how!important!are!the!following!things!to!you?!(Please!check!(✔)!one!box!per!line)!! ! ! ! !!!!!! !!!!!!!Very!low! !!!!Low!!!!!!!!!Medium!!!!!!!!High!!!!!!!!!!!!Very!high!

13.1!Local!building!materials! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

13.2!Local!staff!employed! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

13.3!Usage!of!native!plants!! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

!14.!What!did!you!like!the!most!about!your!visit!to!Pemba?!______________________________________________________________________________________________________________________!______________________________________________________________________________________________________________________!!15.!What!did!you!like!the!least!about!your!visit!to!Pemba?!______________________________________________________________________________________________________________________!______________________________________________________________________________________________________________________!

Section B !

Section C !

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16.!Please!list!the!activities!that!you!did!on!Pemba!in!order!of!enjoyment!level!with!most!liked!at!the!top.!! 1.!_____________________________________________________________________________________________________________!! 2.!_____________________________________________________________________________________________________________!! 3.!_____________________________________________________________________________________________________________!! 4.!_____________________________________________________________________________________________________________!! 5.!_____________________________________________________________________________________________________________!!

17.!Did!you!spend!your!entire!vacation!on!Pemba?!!

☐!Yes!! ! ☐!No!17.1!If!no:!Please!state!other!places!visited!on!your!trip!

______________________________________________________________________________________________________________________!______________________________________________________________________________________________________________________!!18.!Please!rate!your!satisfaction!level!for!the!following!services.!(Please!check!(✔)!one!box!per!line)!!

18.1!Airport! ! ! !!!!!!!Very!low! !!!!Low!!!!!!!!Medium!!!!!!!!High! !!!!!!Very!high!

18.1.1!Security!! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐!! ! 18.1.2!Information/!Signage!! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐!! ! 18.1.3!Comfort!! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

! ! 18.1.4!Cafés!/!Snack!points! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

18.2!Hotel!Transfer! ! !!!!!!!Very!low! !!!!Low!!!!!!!!Medium!!!!!!!High! !!!!!!Very!high!

! 18.2.1!Ease!of!booking!! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

18.2.2!Waiting!time! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐!! 18.2.3!Quality! ! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐!! 18.2.4!Comfort!! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

18.2.5!Safety!/!Security! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐ !

18.3!Place!of!stay! ! !!!!!!!Very!low! !!!!Low!!!!!!!!Medium!!!!!!!!High! !!!!!!Very!high!

18.3.1!Accommodation! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐!! ! 18.3.2!Food! ! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐!! ! 18.3.3!Beverages! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

18.3.4!Beach! ! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

18.3.5!Wellness/!spa! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

18.3.6!Staff!friendliness! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐!18.3.7!Cleanliness! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐!18.3.8!Excursions! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

18.3.9!Pemba!culture! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

18.3.10!Environment! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

18.3.11!Safety!/!Security! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐!!

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19.!Please!rank!value!for!money!for!the!following!aspects.!(Please!check!(✔)!one!box!per!line)!! ! ! !!!!!!!Very!low! !!!!Low!!!!!!!Medium!!!!!!!!!High! !!!!!!Very!high!

19.1!Flights! ! ! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐!19.2!Transfer! ! ! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐!19.3!Accommodation! ! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

19.4!Excursions! ! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

19.5!Food/!Beverages! ! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

19.6!Shopping! ! ! ! ☐! !!!!!!☐! !!!!!!!!!!!☐!!!!!!!! !!☐! !!!!!! ☐

20.!How!did!your!holiday!compare!to!your!expectations?!(Please!check!(✔)!one!box)!

☐!Below!expectations!!! ☐!Met!expectations! ! ☐!Exceeded!expectations!!21.!Do!you!intend!to!visit!Pemba!again?!(Please!check!(✔)!one!box)!

☐!Yes!! ! ☐!No!

!!22.!What!is!your!country!of!residence?!

____________________!!23.!What!is!your!age?!(Please!check!(✔)!one!box)!

☐!Under!18!years!! ☐!18!–!24!years!! ! ☐!25!A!34!years!! ! ☐!35!–!44!years!!☐!45!–!54!years!!!!! ☐!55!A!64!years!! ! ☐!65!years!and!older!!24.!What!is!your!gender?!(Please!check!(✔)!one!box)!

☐!Female!! ! ☐!Male!!25.!How!much!total!US$!have!you!spent!per!person!on!your!trip!to!Pemba?!Please!exclude!flight!costs!except!local!flights.!(Please!check!(✔)!one!box)!

☐!Under!1100!! ! ☐!1101!A!2000!! ! ☐!2001!A!3000!! ! ☐!3001!A!4000!!☐!4001!A!5000! ! ☐!Over!5001!AAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAA!26.!Please!add!any!additional!comments!or!suggestions!that!you!may!have!in!the!space!below.!

_________________________________________________________________________________________________________________________________!_________________________________________________________________________________________________________________________________!_________________________________________________________________________________________________________________________________!_________________________________________________________________________________________________________________________________!!Please!add!your!email!address!if!you!would!like!to!receive!updates!on!what!is!happening!in!Pemba’s!future.!We!!promise!not!to!spam!you!but!only!let!you!know!about!relevant!information.!

Email:!______________________________________________________!&Thank&you&for&taking&the&time&to&complete&our&questionnaire.&Please&be&assured&that&your&comments&and&contribution&will&be&heard&and&have&an&impact&on&Pemba’s&future.&

Section D !

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Hotel&Staff&Survey&Carrying&Capacity&Assessment&

&This survey is for classification and statistical purposes only. We want to assure you that all responses are voluntary and will be confidential. Responses will not be identified by individuals but will be compiled together and analyzed as a group.

&1.&When&did&you&start&working&for&the&hotel?&________________________&&2.&What&was&your&motivation&for&working&at&the&hotel?&__________________________________________________________________________________________________________________&__________________________________________________________________________________________________________________&&3.&Which&department&do&you&work&in?&__________________________________________________________________________________________________________________&&4.&Did&you&have&any&previous&experience&at&working&in&the&tourism&industry?&(Please&check&(✔)&one&box)&

☐ Yes ☐ No

4.1. If yes, what experience? _______________________________________________________________________________________________________________&_______________________________________________________________________________________________________________&&4.2. If no, what training did you receive? _______________________________________________________________________________________________________________&_______________________________________________________________________________________________________________&

&5.&Are&you&happy&working&in&a&hotel?&(Please&check&(✔)&one&box)&

☐ Yes ☐ No 5.1.&Please&explain.&

__________________________________________________________________________________________________________________&__________________________________________________________________________________________________________________&__________________________________________________________________________________________________________________&__________________________________________________________________________________________________________________&&6.&What&would&you&do&if&you&were&not&working&in&a&hotel?&__________________________________________________________________________________________________________________&__________________________________________________________________________________________________________________&__________________________________________________________________________________________________________________&&

&7.&How&would&you&rate&your&level&of&interaction&with&tourists?&(Please&check&(✔)&one&box)&

☐&Very&low&& ☐&Low&& ☐&Medium& ☐&High&& & ☐&Very&high&&

Section&A:&Employment&history&

Section&B:&Culture&

Exhibit  2  Hotel  Staff  Survey  

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&8.&What&did&you&teach&the&guests?&__________________________________________________________________________________________________________________&____________________________________________________________________________________________________________________________________________________________________________________________________________________________________&&9.&What&did&you&learn&from&guests?&__________________________________________________________________________________________________________________&____________________________________________________________________________________________________________________________________________________________________________________________________________________________________&&10.&Do&you&think&working&in&a&hotel&changed&how&you&live&your&life?&

☐ Yes ☐ No 10.1.&Please&explain&why&or&why&not.&_______________________________________________________________________________________________________________&_______________________________________________________________________________________________________________&_______________________________________________________________________________________________________________&

&11.&How&do&you&go&to&work?&(Please&check&(✔)&all&that&apply)&

☐&Car&& & ☐&Daladala&& & ☐&Bicycle&&& ☐&Motorbike&&☐&Walk& & ☐&Live&on&hotel&site& ☐&Other:&____________________&&12.&Do&you&have&electricity&in&your&house?&If&yes,&from&which&source?&&

�&ZECO �&Solar&panels �&Generators �&No&electricity �&Others,&specify______________ &13.&Do&you&get&water&from&ZAWA?&

☐ Yes ☐ No &14.&What&do&you&do&with&your&garbage?&__________________________________________________________________________________________________________________&__________________________________________________________________________________________________________________

15.&Do&you&think&tourism&is&good&for&Pemba?&(Please&check&(�)&one&box)& � Yes � No

15.1. Please explain _______________________________________________________________________________________________________________&_______________________________________________________________________________________________________________&&

16.&How&do&you&think&Pemba&would&change&if&there&would&be&more&hotels?&&__________________________________________________________________________________________________________________&__________________________________________________________________________________________________________________&

Section&C:&Perception&

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&17.&What&is&your&opinion&on&the&amount&of&traffic&in&your&area?&

☐&Very&low&& ☐&Low&& ☐&Medium& ☐&High&& & ☐&Very&high&&18.&How&do&you&think&the&following&things&have&changed&in&the&last&three&years?&Also&please&list&your&explanation&for&the&change.&&

& Much&worse& Worse& Same& Better& A&lot&

better& Reason&

18.1.&Water&pollution& � � � � � ___________________"18.2.&Air&pollution& � � � � � ___________________"18.3.&Littering& � � � � � ___________________"18.4.&Traffic& � � � � � ___________________"18.5.&Noise& � � � � � ___________________"18.6.&Deforestation& � � � � � ___________________"18.7.&Coral&reef&health& � � � � � ___________________"18.8.&Number&of&fish& � � � � � ___________________"18.9.&Corruption& � � � � � ___________________"18.10.&Crime& � � � � � ___________________"18.11.&Price&of&food& � � � � � ___________________"18.12.&Price&of&water& � � � � � ___________________"

18.13.&Price&of&electricity& � � � � � ___________________"&19.&What&do&you&like&the&most&about&Pemba?&__________________________________________________________________________________________________________________&__________________________________________________________________________________________________________________&&20.&What&do&you&like&the&least&about&Pemba?&__________________________________________________________________________________________________________________&__________________________________________________________________________________________________________________&

21. What is your age?&____________ 22. What is your gender? (Please&check&(✔)&one&box)

☐ Female ☐ Male 23. Where are you from?&(Please&check&(✔)&one&box)

☐ Pemba ☐ Unguja ☐ Mainland Tanzania

Section&D:&Demographic&information&

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☐ Neighboring countries ☐ Other country 24. Where do you live? (Please&check&(✔)&one&box)

☐&Chake]Chake&& ☐&Micheweni& & ☐&Mkoani&& & ☐&Wete&&&25.&How&many&people&live&in&your&house,&including&yourself?&

____&Adults& & ____&Children&under&15& 26. What is your level of education?

☐&Primary&School&& & ☐&Secondary&School& & ☐&High&School& & &

☐&University&& & & ☐ None&&27.&Which&languages&do&you&write&and&read&well?&

☐&English&& ☐&Swahili& & ☐&None ☐&Others,&specify______________& 28. What percentage of your salary do you spend on the following?

28.1. Transport? ____________%

28.2. Electricity?&& ____________%&

28.3.&Water?& & ____________%

28.4. Food? ____________%&

28.5.&Sent&to&family?& ____________%&

28.5.&Clothing?& ____________%

28.6. Savings? ____________%

28.7. Others: ____________%,&please&specify:&___________________________

29. Please add any additional comments or suggestions that you may have in the space below: __________________________________________________________________________________________________________________&__________________________________________________________________________________________________________________&__________________________________________________________________________________________________________________&__________________________________________________________________________________________________________________&&&Thank"you"for"taking"the"time"to"complete"our"questionnaire.""Your"input"is"crucial"to"the"Carrying"Capacity"Study"and"the"Commission"for"Tourism"and"we"value"and"thank"you"for"your"comments"and"contribution."

Section&E:&Additional&comments&

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Hotel Management Survey Carrying Capacity Study

1. What is the vision or strategy for your hotel? _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ 2. What are the main criteria that you use to market your facility?

1. _______________________________________________________________________________ 2. _______________________________________________________________________________ 3. _______________________________________________________________________________

3. Who is the owner of the facility? (Please check (✔) one box)

☐ Foreign investor ☐ Local investor ☐ Mixture of both 3.1. Do you feel that this type of ownership is an advantage or disadvantage? Please explain.

_________________________________________________________________________________ _________________________________________________________________________________ _________________________________________________________________________________

4. When did the hotel start operations? ________ 5. What is the level of luxury in your hotel? (Please check (✔) one box)

☐ Very low ☐ Low ☐ Average ☐ High ☐ Very high 6. Do you strive towards increasing this level? (Please check (✔) one box)

☐ Yes ☐ No 6.1. If yes: Which luxury standard would you like your hotel to have?

___________________________________________________________________________________

7. What is the size of the property?

7.1. Total area ____ km2 7.2. Beach area ____ km2

7.3. Size of main area ____ km2

7.4. Average size of rooms ____ m2

8. Do you make economic contribution for conservation? (Please check (✔) one box)

☐ Yes ☐ No

8.1. If yes: Which specific cause do you contribute to? ___________________________________________________________________________________

Section A: Vision !

Exhibit  3  Hotel  Management  Survey  

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8.2. If no: Do you have specific plans to do so in the next two years? (Please check (✔) one box)

☐ Yes ☐ No

9. How many rooms does your hotel facility have? ______ rooms 10. How many beds does your hotel facility have? ______ beds 11. Do you have specific plans to increase the number of beds? (Please check (✔) one box)

☐ Yes ☐ No 11.1. If yes: What would be the maximum number of beds? ______ beds 12. How many guests have you had in previous years?

Total number of guests Total number of bed nights 12.1. In 2011: ______________________guests _______________bed nights 12.2. In 2012: ______________________guests _______________bed nights 12.3. In 2013: ______________________guests _______________bed nights

13. What are the differences during high and low season in average occupancy, group size and length of stay during the last year?

High season (July 13 through February 14)

Low season (March 14 through June 14)

13.1. Average occupancy ______ % ______ % 13.2. Average length of stay ______ nights ______ nights 13.3. Average group size ______ people ______ people

14. What would be the optimal length of stay per guest for you?

______ nights 15. What do you feel is the most common reason for your guests to visit Pemba? (Please check (✔) one box)

☐ Honeymoon ☐ Diving ☐ Culture ☐ Business

☐ Health &Wellness ☐ Relaxation ☐ Other: ____________________ 16. What are the five most common activities or excursions that guests do?

1. _______________________________________________________________________________ 2. _______________________________________________________________________________ 3. _______________________________________________________________________________ 4. _______________________________________________________________________________ 5. _______________________________________________________________________________

Section B: Guests !

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17. How crowded do you think guests feel in the following locations, i.e. what was the level of disturbance they felt by the number of visitors they encountered during their stay? (Please check (✔) one box per line) Very low Low Average High Very high

17.1. Beach ☐ ☐ ☐ ☐ ☐

17.2. Hotel public areas ☐ ☐ ☐ ☐ ☐

17.3. Excursions ☐ ☐ ☐ ☐ ☐

17.4. Hotel rooms ☐ ☐ ☐ ☐ ☐

17.5. Airport ☐ ☐ ☐ ☐ ☐

17.6. Transfer to hotel ☐ ☐ ☐ ☐ ☐

18. Where are your female and male staff from?

Female Male 18.1. Pemba ____ persons ____ persons 18.2. Unguja ____ persons ____ persons 18.3. Mainland Tanzania ____ persons ____ persons 18.4. Neighboring countries ____ persons ____ persons 18.5. Other countries ____ persons ____ persons

19. What level of importance do you assign to hiring local labor? (Please check (✔) one box)

☐ Very low ☐ Low ☐ Average ☐ High ☐ Very high 20. How much effort is required for you to find local skilled labor? (Please check (✔) one box)

☐ Very low ☐ Low ☐ Average ☐ High ☐ Very high 21. What level of importance do you place on the following areas? (Please check (✔) one box)

Very low Low Average High Very high 21.1. Local staff satisfaction ☐ ☐ ☐ ☐ ☐

21.2. Local staff training ☐ ☐ ☐ ☐ ☐

21.3. Local staff career advancement ☐ ☐ ☐ ☐ ☐

21.4. Staff environmental education ☐ ☐ ☐ ☐ ☐ 22. In which departments do you have the biggest problem finding a qualified local workforce? What skills

or training are they missing? Department Missing skills or training 1.______________________________ ____________________________________________________ 2.______________________________ ____________________________________________________ 3.______________________________ ____________________________________________________ 4.______________________________ ____________________________________________________ 5.______________________________ ____________________________________________________

Section C: Employment !

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23. How do you think the following things have changed in the last three years? (Please check (✔) one box per line and name the primary reason for the change)

Much worse Worse Same Better A lot

better Reason

23.1. Water pollution ☐ ☐ ☐ ☐ ☐ _________________________

23.2. Air pollution ☐ ☐ ☐ ☐ ☐ _________________________

23.3. Littering ☐ ☐ ☐ ☐ ☐ _________________________

23.4. Traffic ☐ ☐ ☐ ☐ ☐ _________________________

23.5. Noise ☐ ☐ ☐ ☐ ☐ _________________________

23.6. Deforestation ☐ ☐ ☐ ☐ ☐ _________________________

23.7. Coral reef health ☐ ☐ ☐ ☐ ☐ _________________________

23.8. Number of fish ☐ ☐ ☐ ☐ ☐ _________________________

23.9. Corruption ☐ ☐ ☐ ☐ ☐ _________________________

23.10. Crime ☐ ☐ ☐ ☐ ☐ _________________________

23.11. Price of food ☐ ☐ ☐ ☐ ☐ _________________________

23.12. Price of water ☐ ☐ ☐ ☐ ☐ _________________________

23.13. Price of electricity ☐ ☐ ☐ ☐ ☐ _________________________

24. What are important activities to be undertaken in order to realize better tourism potential? (Please check (✔) the three most critical)

☐ Use natural resources and biodiversity for tourism

☐ Increase environmental protection

☐ Promote regionally labeled food and beverages

☐ Promote organic food production to attract tourists and raise trade of food

☐ Increase collaboration in managing assets of Pemba Island

☐ Joint tourism signage in the entire island

☐ Joint institution, website and other promotion material to increase attention on tourism possibilities

☐ Increase the quality of hospitality services

☐ Increase the quantity of hospitality services

☐ Increase accessibility to Pemba including public transport possibilities to better connect different parts of the region

☐ Others: _________________________________________________________

Section D: Tourism development !

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25. Where do you buy your food items? (Please check (✔) one box and list in order, starting with most frequently bought)

Product Local Import If imported why?

1. Meat ☐ ☐ ________________________________

2. Diary ☐ ☐ ________________________________

3. Vegetables ☐ ☐ ________________________________

4. Fruits ☐ ☐ ________________________________

5. Drinking water ☐ ☐ ________________________________

6. Soft drinks ☐ ☐ ________________________________

7. Alcohol ☐ ☐ ________________________________

8. Other 1______________________ ☐ ☐ ________________________________

9. Other 2______________________ ☐ ☐ ________________________________

10. Other 3______________________ ☐ ☐ ________________________________ 26. What level of importance do you assign to local building materials? (Please check (✔) one box)

☐ Very low ☐ Low ☐ Average ☐ High ☐ Very high 26.1. What are the benefits from using local materials for you?

___________________________________________________________________________________

26.2. What would have to happen for you to use more local building materials? ___________________________________________________________________________________

27. What level of importance do you assign to the use of indigenous plants? (Please check (✔) one box)

☐ Very low ☐ Low ☐ Average ☐ High ☐ Very high 27.1. What are the benefits for you? _________________________________________________________________________________

27.2. What would have to happen for you to use more indigenous plants? _________________________________________________________________________________

Section E: Local supplies !

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28. How many boats do you have and what is their function and engine capacity?

Boattype Function Engine capacity 1. ____________________ ____________________ _____________ 2. ____________________ ____________________ _____________ 3. ____________________ ____________________ _____________ 4. ____________________ ____________________ _____________ 5. ____________________ ____________________ _____________

29. On average how much diesel or petrol do you use per month for boats?

High season Low season 29.1. Diesel ______ liters ______ liters 29.2. Petrol ______ liters ______ liters

30. Where do you get your diesel or petrol supplies? _______________________________________________________________________________________ 31. On average how much water do you use per month? _________________________ 32. Where do you get your water supply? (Please check (✔) one box)

☐ Mains ☐ Boreholes ☐ Ocean

☐ Desalination plant ☐ Other, specify: _____________________________________ 33. How would you rate the water quality? (Please check (✔) one box)

☐ Very low ☐ Low ☐ Average ☐ High ☐ Very high 34. Do you invest in water recycling? (Please check (✔) one box)

☐ Yes ☐ No

34.1. If yes: What type of water recycling do you use? ___________________________________________________________________________________

34.2. If no: Do you have specific plans to do so in the next two years? (Please check (✔) one box)

☐ Yes ☐ No 35. Do you invest in rainwater harvesting? (Please check (✔) one box)

☐ Yes ☐ No

35.1. If no: Do you have specific plans to do so in the next two years? (Please check (✔) one box)

☐ Yes ☐ No

Section F: Resources !

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36. What sewage disposal system do you have at your facility? _______________________________________________________________________________________ _______________________________________________________________________________________ 37. Do you separate your garbage? (Please check (✔) one box)

☐ Yes ☐ No 38. How would you rate the pollution from solid waste at your facility? (Please check (✔) one box)

☐ Very low ☐ Low ☐ Average ☐ High ☐ Very high 38.1. Please explain what waste disposal system you have at your facility. ___________________________________________________________________________________

___________________________________________________________________________________ 39. On average how much electricity do you use per month? _________________________ KWh 40. How many generators do you have? _________________________ 40.1. If one or more: What is its size and purpose? __________________________________________________________________________________ 41. What are the five things you spend the most electricity on?

1. _______________________________________________________________________________ 2. _______________________________________________________________________________ 3. _______________________________________________________________________________ 4. _______________________________________________________________________________ 5. _______________________________________________________________________________

42. Do you use renewable energy sources? (Please check (✔) one box)

☐ Yes ☐ No 42.1. If yes: Please list which energy sources you use and their purpose? ___________________________________________________________________________________

___________________________________________________________________________________ 42.2. If yes: From where did you get the technology? ___________________________________________________________________________________

___________________________________________________________________________________ 42.3. If no: Do you have specific plans to do so in the next two years? (Please check (✔) one box)

☐ Yes ☐ No

43. Do you have a service that transports guests to/ from your hotel? (Please check (✔) one box)

☐ Yes ☐ No

Section G: Transport !

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43.1. If yes: Do you have your own vehicles for this service? (Please check (✔) one box)

☐ Yes ☐ No 43.2. What are the pickup points and how long is the trip to your hotel? 43.2.1. Airport: ______ minutes 43.2.2. Ferry Port: ______ minutes 43.2.3. Other: ______ minutes from ________________________

43.3. How would you rate the comfort of the transfer for the guests? (Please check (✔) one box)

☐ Very low ☐ Low ☐ Average ☐ High ☐ Very high 44. Could you please describe your impression of the road conditions, i.e. which particular roads require maintenance? _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________

45. How would you rank your relationship with the following? (Please check (✔) one box per line)

Very low Low Average High Very high 45.1. Other hotels/ guest houses ☐ ☐ ☐ ☐ ☐

45.2. Commission for Tourism ☐ ☐ ☐ ☐ ☐

45.3. Other government agencies ☐ ☐ ☐ ☐ ☐

45.4. Local communities ☐ ☐ ☐ ☐ ☐ 46. What kind of relationship between hotels/ guesthouses would be the most beneficial? _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ 47. What are the biggest challenges you have when dealing with government agencies?

(Please list the biggest issue first) 1. _______________________________________________________________________________ 2. _______________________________________________________________________________ 3. _______________________________________________________________________________

48. What would you see as a perfect relationship between your establishment and the government? _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________

Section H: Cooperation !

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49. What advantages/ disadvantages has your business brought local communities in your area? _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ 50. How do you think local authorities perceive your business? _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ 51. Please evaluate the urgency of areas that should be improved to raise the potential of natural resources for local development? (Please check (✔) one box per line)

Very low Low Average High Very high 51.1. Waste collection and management ☐ ☐ ☐ ☐ ☐

51.2. Sewage treatment ☐ ☐ ☐ ☐ ☐ 51.3. Protection and conservation of plants and animals ☐ ☐ ☐ ☐ ☐

51.4. Road infrastructure ☐ ☐ ☐ ☐ ☐ 51.5. Eco-inspection and other forms of law enforcement ☐ ☐ ☐ ☐ ☐

51.6. Electricity grid ☐ ☐ ☐ ☐ ☐

51.7. Local community interaction ☐ ☐ ☐ ☐ ☐ 51.8. Other, specify:______________________ ☐ ☐ ☐ ☐ ☐

52. Do you have any improvement ideas for the following areas?

Improvement idea Low

52.1. Waste collection and management _________________________________________ ☐ 52.2. Sewage treatment _________________________________________ ☐ 52.3. Protection and conservation of plants/animals _________________________________________ ☐ 52.4. Road infrastructure _________________________________________ ☐ 52.5. Eco inspection or law enforcement _________________________________________ ☐ 52.6. Electricity grid _________________________________________ ☐ 52.7. Local community interaction _________________________________________ ☐ 52.8. Other, specify:______________________ _________________________________________ ☐

53. Please add any additional comments or suggestions that you may have in the space below. _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ Thank you for taking the time to complete our questionnaire. Your input is crucial for this study and important to the Commission of Tourism. Please be assured that we value your contribution.

Section I: Additional comments !

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Local&Community&Survey&Carrying&Capacity&Assessment&

&This survey is for classification and statistical purposes only. We want to assure you that all responses are voluntary and will be confidential. Responses will not be identified by individuals but will be compiled together and analyzed as a group.

&1.&What&is&your&job?&_______________________________________________________________________________________&_______________________________________________________________________________________&&2.&Would&you&accept&a&job&in&the&tourism&sector?&(Please&check&(�)&one&box)&

☐ Yes ☐ No & 2.1&If&no:&Please&explain&why&not:&_________________________________________________________________________________________&_________________________________________________________________________________________&_________________________________________________________________________________________&&

& 2.2&If&yes:&Which&work&would&you&like&to&do&and&why?&_________________________________________________________________________________________&_________________________________________________________________________________________&_________________________________________________________________________________________&&

2.3&Do&people&in&your&immediate&family&work&in&tourism?&&(Please&check&(�)&one&box)&

�&Yes&&�&No&&

&2.4.1&If&yes:&in&which&sector?&_________________________________________________________________________________________&_________________________________________________________________________________________&&3.&Would&you&be&willing&to&sell&to&tourists?&(Please&check&(�)&one&box)&

☐ Yes ☐ No & 3.1&If&no:&Please&explain&why&not.&_________________________________________________________________________________________&_________________________________________________________________________________________&_________________________________________________________________________________________&&

& 3.2&If&yes:&Which&items&would&you&like&to&sell&and&why?&_________________________________________________________________________________________&_________________________________________________________________________________________&_________________________________________________________________________________________&4.&What&do&you&think&would&be&the&best&thing&for&tourists&to&see&on&Pemba?&

Section&A:&Employment&&

Exhibit  4  Local  Community  Leader  Survey  

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_________________________________________________________________________________________&_________________________________________________________________________________________&_________________________________________________________________________________________&&5.&What&do&you&think&would&be&the&worst&thing&for&tourists&to&see&on&Pemba?&_________________________________________________________________________________________&_________________________________________________________________________________________&_________________________________________________________________________________________&

&6.&Would&you&like&to&have&a&hotel&in&your&Shehia?& � Yes � No � Maybe � Hotel already exists

6.1 Please explain ________________________________________________________________________________& ________________________________________________________________________________&

&7.&How&many&tourists&did&you&see&during&the&last&month?&&__________&&8.&Do&you&think&tourism&is&good&for&Pemba?&(Please&check&(�)&one&box)& � Yes � No

7.1 Please explain ________________________________________________________________________________& ________________________________________________________________________________&

&9.&How&do&you&think&Pemba&would&change&if&there&would&be&more&hotels?&&&_______________________________________________________________________________________&_______________________________________________________________________________________&&10.&Do&you&have&the&following&in&your&Shehia?&

& Yes& No&10.1&Shop& ☐& ☐&10.2&Drugstore& ☐& ☐&10.3&Madrassa& ☐& ☐&10.4&&Food&stores& ☐& ☐&10.5&Gas&station& ☐& ☐&

Section&B:&Culture&and&Perception&

Local&Community&Survey&Carrying&Capacity&Assessment&

&This survey is for classification and statistical purposes only. We want to assure you that all responses are voluntary and will be confidential. Responses will not be identified by individuals but will be compiled together and analyzed as a group.

&1.&What&is&your&job?&_______________________________________________________________________________________&_______________________________________________________________________________________&&2.&Would&you&accept&a&job&in&the&tourism&sector?&(Please&check&(�)&one&box)&

☐ Yes ☐ No & 2.1&If&no:&Please&explain&why&not:&_________________________________________________________________________________________&_________________________________________________________________________________________&_________________________________________________________________________________________&&

& 2.2&If&yes:&Which&work&would&you&like&to&do&and&why?&_________________________________________________________________________________________&_________________________________________________________________________________________&_________________________________________________________________________________________&&

2.3&Do&people&in&your&immediate&family&work&in&tourism?&&(Please&check&(�)&one&box)&

�&Yes&&�&No&&

&2.4.1&If&yes:&in&which&sector?&_________________________________________________________________________________________&_________________________________________________________________________________________&&3.&Would&you&be&willing&to&sell&to&tourists?&(Please&check&(�)&one&box)&

☐ Yes ☐ No & 3.1&If&no:&Please&explain&why&not.&_________________________________________________________________________________________&_________________________________________________________________________________________&_________________________________________________________________________________________&&

& 3.2&If&yes:&Which&items&would&you&like&to&sell&and&why?&_________________________________________________________________________________________&_________________________________________________________________________________________&_________________________________________________________________________________________&4.&What&do&you&think&would&be&the&best&thing&for&tourists&to&see&on&Pemba?&

Section&A:&Employment&&

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10.6&Nursery&school& ☐& ☐&10.7&Restaurant& ☐& ☐&10.8&Mosque& ☐& ☐&10.9&Primary&school& ☐& ☐&10.10&Post&office& ☐& ☐&10.11&Church& ☐& ☐&10.12&Government&office& ☐& ☐&10.13&Hotel& ☐& ☐&10.14&Temple& ☐ ☐ 10.15&Recreational&facilities& ☐ ☐ 10.16&Bank& ☐ ☐ 10.17&Fishing&dock& ☐ ☐ 10.18&Health&Center& ☐ ☐ &11.&What&is&your&opinion&on&the&amount&of&traffic&in&your&area?&&(Please&check&(�)&one&box)&

☐&very&low&& ☐&low&& ☐&medium& ☐&high&& & ☐&very&high&&12.&What&do&you&do&with&your&garbage?&_______________________________________________________________________________________&_______________________________________________________________________________________&&13.&Do&you&have&electricity&in&your&house?&If&yes,&from&which&source?&☐ Yes ☐ No

13.1&&If&yes,&from&where&do&you&get&your&electricity?&☐&ZECO ☐&Solar&panels ☐&Generators ☐&No&electricity ☐&Others,&specify______________ &14.&Do&you&get&water&from&ZAWA?&(Please&check&(�)&one&box)&

☐ Yes ☐ No &&

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15.&How&would&you&describe&the&drinking&water&quality?&

☐&very&low&& ☐&low&& ☐&medium& ☐&high&& & ☐&very&high&&16.&What&kind&of&water&do&you&have&in&your&village?&

☐&None&& & & & ☐&Lack&of&water&& &

☐&Contaminated&water& ☐&Others,&specify______________&&17.&What&is&the&primary&cause&for&poverty&in&your&village?&

☐&Poor&fishing&gear&&& ☐&Unemployment&☐&Low&level&of&education& ☐&Weak&economic&base&(due&to&lack&of&capital)&☐&Low&prices&& & ☐&Poor&farming&equipment&☐&Vermin&infestations& ☐&Limited&economic&generating&opportunities&☐&Lack&of&technical&support&☐&Limited&market&for&local&products&☐&Others,&specify______________&&18.&Which&three&things&would&make&your&quality&of&life&better?&1._________________________________________________________&2._________________________________________________________&3._________________________________________________________&&19.&What&is&the&biggest&issue&in&your&village?&

☐&Lack&of&clean&water& & & ☐&Poor&means&of&transport&☐&Poor&farming&/&fishing&gear& & ☐&Lack&of&skills/low&education&☐&Marketing&constraint& & & ☐&Limited&access&to&social&services&☐&Lack&of&employment&opportunities& ☐&Limited&economic&generating&opportunities&☐&Lack&of&electricity&& & & ☐&Others,&specify______________&&20.&How&do&you&think&the&following&things&have&changed&due&to&tourism&in&the&last&three&years?&

& Much&worse& Worse& Same& Better& A&lot&

better& Reason&

20.1&Water&pollution& � � � � � ___________________"20.2&Air&pollution& � � � � � ___________________"20.3&Littering& � � � � � ___________________"20.4&Traffic& � � � � � ___________________"

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20.5&Noise& � � � � � ___________________"20.6&Deforestation& �� � � � � ___________________"20.7&Coral&reef&health& � � � � � ___________________"20.8&Number&of&fish& � � � � � ___________________"20.9&Corruption& � � � � � ___________________"20.10&Crime& � � � � � ___________________"20.11&Price&of&food& � � � � � ___________________"20.12&Price&of&water& � � � � � ___________________"20.13&Price&of&electricity& � � � � � ___________________"&21.&What&do&you&like&the&most&about&Pemba?&_______________________________________________________________________________________&_______________________________________________________________________________________&&22.&What&do&you&like&the&least&about&Pemba?&_______________________________________________________________________________________&_______________________________________________________________________________________&&&

23.&Which&Shehia&do&you&represent?&"____________ "24. What is your age? &____________ 25. What is your gender? (Please&check&(✔)&one&box) ☐ Female ☐ Male 26. Where do you live? (Please&check&(✔)&one&box) ☐&ChakeChake&&& ☐&Micheweni& & ☐&Mkoani&& & ☐&Wete&&&27.&How&many&people&live&in&your&house,&including&yourself?&&____&Adults& & ____&Children&under&15&

Section&C:&Demographic&information&

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28. What is your level of education? (Please&check&(✔)&one&box) ☐&Primary&School&& & ☐&Secondary&School& & ☐&High&School& & &☐&University&& & & ☐&None&

29. Please add any additional comments or suggestions that you may have in the space below:

& _______________________________________________________________________________________&& _______________________________________________________________________________________&& _______________________________________________________________________________________&& _______________________________________________________________________________________&

&Thank"you"for"taking"the"time"to"complete"our"questionnaire.""Your"input"is""important"to"us"and"we"value"your"comments"and"contribution.""""

Section&D:&Additional&comments&