CHALLENGES OF IMPLEMENTING SUSTAINABLE TOURISM

DEVELOPMENT STRATEGIES IN UGANDA: A CASE STUDY OF

FORT PORTAL TOURISM CITY.

A Master’s Thesis
Presented to

Mid-Sweden University

In Partial Fulfillment
Of the Requirements for the Degree
Tourism studies

By
Banura Rosemary
January 2023
 CHALLENGES OF IMPLEMENTING SUSTAINABLE TOURISM
DEVELOPMENT STRATEGIES IN UGANDA: A CASE STUDY OF
FORT PORTAL TOURISM CITY.

Master’s Thesis
Department of Economics, Geography, Law, and Tourism
Main field of study: Tourism
Credits: 30 Credits
Semester/year: Second cycle
Examiner: Matthias Fuchs
Course code: TR039A
ABSTRACT

The study focused on finding out the challenges of implementing sustainable tourism
development strategies and policies in Uganda, with a view of generating information on
knowledge of the sustainable development challenges among stakeholders, and how best the
challenges of their implementation can be addressed to achieve sustainability in the tourism
sector. It is motivated by the fact that, despite the Ugandan government's efforts to build
tourism as a major economic earner of the country, the sector still yields uncertain fluctuating
and fewer returns. Additionally, the host communities are yet to see tangible benefits from the
tourism they host, raising questions about the sustainability of tourism. Specifically, the
researcher set out to find out the sustainable tourism development strategies and policies that
are being implemented by tourism stakeholders in Fort Portal city and to identify the
challenges faced by tourism stakeholders in achieving a sustainable tourism industry. Fort
Portal tourism city was chosen as the case study for this research because it was earmarked as
a model tourism city in Uganda in 2017.
The study was qualitative and used key informant interviews and document reviews as the data
collection methods. As a result, key informant interviews (KIIs) and documentary reviews were
the primary qualitative data-gathering methods chosen because of their capacity to provide rich
data with high validity while situating and understanding data in their larger context.
Findings revealed four critical sustainable tourism strategies; infrastructure investment,
Employment skilling of people in host communities, environmental and cultural conservation
for tourism, and Covid-19 response strategy. A key challenge among others was a disconnect
between tourism planning at the national and the local level. This explained why tourism
stakeholders' grasp of sustainable tourism policies was insufficient, leading to low sector
returns.
The study recommends urgent integration of tourism planning at the National and local levels,
while engaging stakeholders, including investors, and political and local leaders. It further
suggests increased investment in the identified strategies through government and public-
private partnerships to address the tourism sector's finance and human resource gaps.

KEYWORDS: Sustainable Tourism, Sustainable tourism development strategies, tourism

stakeholders, and tourism city.

ii
CHALLENGES OF IMPLEMENTING SUSTAINABLE TOURISM
DEVELOPMENT STRATEGIES IN UGANDA: A CASE STUDY OF
FORT PORTAL TOURISM CITY.

By

Banura Rosemary

A Master’s Thesis
Submitted to Mid-Sweden University

In Partial Fulfillment of the Requirements

For the Degree of Master of Tourism

December 2022

Approved:

___________________________
(Advisor)

___________________________
Matthius Fuchs (Examiner)

iii
 TABLE OF CONTENTS

Contents
ABSTRACT ...............................................................................................................................ii
Approved:................................................................................................................................. iii
TABLE OF CONTENTS .......................................................................................................... iv
LIST OF TABLES .................................................................................................................... vi
LIST OF FIGURES .................................................................................................................vii
LIST OF ABBREVIATIONS AND ACRONYMS............................................................... viii
1. INTRODUCTION ............................................................................................................. 1
1.1 Background to the study .................................................................................................. 1
1.2 Problem Statement ........................................................................................................... 7
1.3 Aim and Objectives .......................................................................................................... 8
1.4 Research Questions .......................................................................................................... 8
1.5 Scope of study .................................................................................................................. 8
1.6 Significance of study ........................................................................................................ 9
1.7 Conceptual Framework .................................................................................................... 9
1.8 Operationalization of key terms ..................................................................................... 11
2. LITERATURE REVIEW .................................................................................................... 12
2.1 Strategies for sustainable tourism development............................................................. 12
2.1.1 Tourism Development in Sub-Saharan Africa ........................................................ 12
2.1.2 Political support for tourism ................................................................................... 13
2.1.3 Tourism development Stakeholders ........................................................................ 13
2.1.4 Policies and Strategies on Tourism ......................................................................... 14
2.2 Challenges in achieving Sustainable Tourism ............................................................... 16
2.3. Research gap ................................................................................................................. 19
3. METHODOLOGY............................................................................................................... 20
3.1 Study Design .................................................................................................................. 20
3.2 Research paradigm ......................................................................................................... 21
3.3 Data collection methods ................................................................................................. 21
3.3.1 Designing Data Collection Tools ............................................................................ 21
3.3.2 Generation of Key Informants List and Seeking Appointments ............................. 21
3.3.3 Key Informant Interviews ....................................................................................... 22
3.3.4 Document review .................................................................................................... 22
3.4 Study Population and Sampling Strategy....................................................................... 25
3.4.1 Sampling Procedures............................................................................................... 26

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 3.5 Data Collection Process ................................................................................................. 26
3.5.1 Transcribing of data ................................................................................................ 27
3.6 Validity and Reliability .................................................................................................. 27
3.7 Data Analysis ................................................................................................................. 28
3.8 Ethical Consideration ..................................................................................................... 29
3.9 Study Limitations ........................................................................................................... 29
4. PRESENTATION AND DISCUSSION OF FINDINGS .................................................... 31
4.1 Sustainable Tourism Strategies and Policies ................................................................. 31
4.1.1 Sustainable Tourism Strategies through Economic Aspects ................................... 31
4.1.2 Using Available Resources as a sustainable tourism strategy ................................ 34
4.1.3 Sustainable Tourism Strategies through Socio-cultural Aspects ............................ 37
4.1.4 Sustainable Tourism in the face of Covid-19.......................................................... 40
4.1.5 Post Covid 19 Strategies ......................................................................................... 41
4. 1. 6 Discussion on the tourism strategies and policies ................................................. 42
4.2 Challenges Faced by Stakeholders in Developing Sustainable Tourism ....................... 44
4.2.1 The absence of marketing ....................................................................................... 44
4.2.2 Bureaucratic Tendencies ......................................................................................... 45
4.2.3 Lack of Monitoring ................................................................................................. 46
4.2.4 Communication and Marketing .............................................................................. 46
4.2.5 Funding challenge ................................................................................................... 47
4.2.6 Lack of infrastructure .............................................................................................. 48
4.2.7 Planning challenge .................................................................................................. 49
4.2.8 Discussion on the challenges .................................................................................. 50
5. SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS .............. 52
5.1 Summary of the Findings ............................................................................................... 52
5.2 Conclusions .................................................................................................................... 55
5.3 Study Recommendations................................................................................................ 56
6.REFERENCES...................................................................................................................... 58
7.APPENDICES ...................................................................................................................... 69
Appendix 1: Key Informant Interview Guides .................................................................... 69

v
 LIST OF TABLES

Table 1 Tourist attractions in Fort Portal Tourism City............................................................ 5

Table 2 List of reviewed documents during the study .......................................................... 24
Table 3 List of respondents interviewed by their categories .................................................. 25

vi
 LIST OF FIGURES

Figure 1 Physical Location of Fort Portal City in Kabarole District-Uganda........................... 4

Figure 2 The study Conceptual framework ............................................................................. 10
Figure 3 Detailed flow diagram guideline for Document review ........................................... 23
Figure 4 Components of Sustainable Tourism ...................................................................... 43
Figure 5 Strong Sustainability Model ................................................................................... 43

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 LIST OF ABBREVIATIONS AND ACRONYMS

AABF : Africa-Asia Business Forum

ANOVA : Analysis of Variance
COVID-19 : Corona Virus Disease 2019
DMO : Destination Marketing Organization
EPRC : Economic Policy Research Centre
GDP : Gross Domestic Product
GoU : Government of Uganda
IAR : Intra Action Review
KII : Key Informant Interviews
MDA : Ministries, Departments, and Agencies
MDA : Millennium Development Goals
MoTWA : Ministry of Tourism, Wildlife, and Antiquities
NUA : New Urban Agenda
NITA : National Information Technology Authority
PRISMA : Preferred Reporting Items for Systematic Review & Meta-analysis
READ : Readying, Extracting, Analyzing, Distilling
SDGs Sustainable Development Goals
SNS : Social Networking Sites
SSA : Sub Saharan Africa
SUT : Sustainable Urban Tourism
TBL : Triple Bottom Line
TDMP : Tourism Development Master Plan
TUGATA : The Uganda Association of Travel Agents
UEPB : Uganda Export Promotion Board
UN : United Nations
UNCTAD : United Nations Conference on Tariffs and Trade
UNWTO : World Tourism Organization of United Nations
URA : Uganda Revenue Authority
UTB : Uganda Tourism Board
UTOA : Uganda Tour Operators Association
WCED : World Commission on Environment and Development

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 1. INTRODUCTION

The introduction chapter below provides introductive information regarding this research thesis

1.1 Background to the study

The sustainable development of tourism has been the focus of many scientific studies in the
field of tourism since the late 1980s. According to Buckley (2012), the term "sustainable
tourism" was coined almost two decades ago to mean tourism that can lead to developments
that sustain the environmental quality of host areas/ tourism destinations, the quality of
tourist experiences, as well as the social-cultural systems of local people.

Tourists visiting cities is one of the oldest forms of travel and with potential to significantly
improve the economy of tourist cities (Murillo et al., 2013). Rogerson and Rogerson (2014)
point out that in the latter decades of the twentieth century, many cities discovered this
economic potential and accepted it as a vital sector within their economies. Indeed, one of
the most prevalent local development strategies in cities over the last three decades has been
supporting the tourism sector as a vehicle for economic advancement.

Cities that used to be productive areas, such as Western Europe, North America, and
Australia, have been rehabilitated and redesigned as places of use. (Rogerson & Rogerson,
2014). However, other scholars show how the need to de-industrialize cities sparked policy
interest in tourism to introduce new growth sectors. Hence, tourism cities have attained a
new stage of relevance due to more prominence in the methods of metropolis reinvention
beneath publish-commercial, postmodern transition, and the concomitant restructuring of
city economies (Nyerere et al., 2020).

Despite the numerous obstacles that cities face in Sub-Saharan Africa (SSA), Musavengane
et al., (2020) contend that cities are pivots of socioeconomic growth with ever-increasing
potential for tourism development. The SSA is a geographical region of the African continent
that lies south of the Sahara Desert. It includes all countries south of the Sahara Desert,
including Uganda, where the study was done. With the rise of cultural heritage, and
development tourism both locally and globally, Africa's unique history and natural beauty
are attracting attention. The dominance of nature-based tourism can also be shown in a
publication focusing on Africa, such as the African Journal of Hospitality and Tourism
Leisure. In essence, it places an excessive emphasis on rural-based tourism, demonstrating
how this has led to the abandonment of African cities as potential tourism destinations. This

1
is evidenced by the fact that only a few scholarly works on urban tourism, such as books and
papers, have been published in SSA.

African cities are seldom described as tourist destinations but as economic and political
centers. Though, according to the UN's State Habitats of the World's Cities 2010-2011, cities
are playing a critical role in reducing poverty (HABITAT, 2010). However, efforts to
establish the SGDS as a monitoring and evaluation framework for the New Urban Agenda
(NUA), which was adopted by heads of government at the Habitat iii summit in Quito in
October 2016, were rejected during the negotiation process. As a result, there is no formal
way of implementing the NUA. Even though urban issues were not particularly addressed in
the MDGs, scholars such as Klopp and Petretta, (2017) claim that the creation of a stand-
alone (SGD11) as part of Agenda 2030 helped low and middle-income nations develop.

In addition, urban sprawl and tourism offer significant economic benefits while also
increasing the potential for areas of overcrowding and uncontrolled growth (Mlozi &
Pesämaa, 2013, Nyerere et al., 2020). To this effect, some experts like Rogerson and
Rogerson, (2017) and Nyerere et al., (2020) have agreed that the most important source of
employment and revenue in cities is sustainable tourism. As a result, towns in Sub-Saharan
Africa (SSA) have taken on the issue of promoting tourism, including for economic
regeneration, in line with international best practices (Rogerson, 2002). As has been
demonstrated elsewhere, several policy interventions have been made to boost the tourism
product base of African towns by adopting the notion of sustainable tourism (Rogerson &
Visser, 2011).

For the tourism industry, sustainability has become a major policy problem that has sparked
a lot of debate and criticism, scholars such as Michael Hall, (2011) have conducted a critical
discussion on policy formulation and implementation. Despite the government's excitement
for sustainable tourism, some scholars such as Tukamushaba, (2011), have noted that
existing frameworks are loaded with contradictory agendas and that legal provisions are
sometimes overly unclear due to the enabling environment in developing appropriate policies
and strategies. For example, even though the Uganda tourism act of 2008 provides a
regulatory framework for tourism service providers, these regulations appear to be based on
outdated standards (Mwaura & Ssekitoleko, 2012).

2
Study context

Fort Portal City is currently being uplifted and planned with the “Tourism city” concept in
mind. It is in the Tooro sub-region of Uganda, which is coterminous with the Tooro Kingdom
in Western Uganda. According to a new city plan by Africa, Fort Portal is located 296
kilometers west of Kampala, at 0°39'16.0"N, 30°16'28.0"E (Latitude:0.654444; Longitude:
30.274444) and has a total surface area of 128.27 km2 with a height of 1,523 meters above
sea level. It is part of the Albertine region. The city is bordered on the north by Kicwamba
sub-county, on the west by Karangura, and Karago, on the east by Busoro subcounty, on the
southeast by Kiko sub-county, and on the south by Buhesi and Mugusu. Wards are the city's
administrative divisions according to Kyohairwe (2020), with crater lakes comprising
portions of these territories.

Fort Portal was previously a local government, but it was elevated to city status by the
Ministry of Local Government to help Uganda reach its Vision 2040 goal of becoming a
middle-income economy through urbanization. (Africa, 2021). The city overlooks the
Ruwenzori Mountains and the Mufumbiro Volcanoes. Cotton, peanuts, sesame seeds, maize
(maize), coffee, tobacco, castor beans, tea, tropical fruits, and vegetables are all sold and
processed there. To the east of the city, there are several tea plantations. Examples of
industrial products include beverages, textiles, furniture, paper, soap, candy, shoes, and
metal goods. (Britannica, 2012). Fort Portal City has a favorable strategic location and
numerous resources, and it has a high capacity not only as a city but also as a tourism city
due to its hospitable people.

3
Figure 1 Physical Location of Fort Portal City in Kabarole District-Uganda

Source: Uganda Bureau of Statistics 2017, The National Population and Housing Census
2014 – Area Specific Profile Series, Kampala, Uganda.

According to Court right (2021), Fort Portal is by far the most visited destination in Tooro
as the most important business center, and seat of the kingdom, but also as the most important
gateway to the region. Most trips start and end in the Fort portal for international and
domestic travelers. Tourism has not affected the development of the city, which has grown
organically as the business has increased and expanded to different suburbs in recent years.
Rather, the city has spread where offices have been built and hotels have been built in these
areas to accommodate the corporate market.

4
Table 1 Tourist attractions in Fort Portal Tourism City

Source: Secondary data, 2021.Fort Portal City PDP 2021 – 2040. Page 164

Fort Portal city is known to be the cleanest town in Uganda and a gateway to various national
parks including Kibaale, Semuliki, Queen Elizabeth, Bwindi Impenetrable, Rwenzori, and
Tooro Semuliki Wildlife reserves. There are caves traditionally called Amabere ga nyina-
mwiru, and waterfalls in Nyakasura linked to the rich Chwezi culture of Abatembuzi. The
area is surrounded by scenic crater lakes, beautiful tea plantations, and the Rwenzori
Mountain ranges besides a cool climate and hospitable people boasting of the youngest king
in the world.

The region is endowed with water resources having River Mpanga flowing from the
Rwenzori mountains, more than 50 crater lakes and wetlands like Bigodi wetland sanctuary

5
and a host of other tourism attractions found nowhere else in the country, the reason the
national vision 2040 projects named Fort Portal as a tourism city comparable to Arusha in
northern Tanzania, Tushabomwe-Kazooba et al., (2020a) view this as an example of diverse
countries that are concentrating on tourism as a driver for growing their cities. In this regard,
Uganda has named Fort Portal municipality a tourism city and thus must put much emphasis
on promoting tourism (Tushabomwe-Kazooba et al., 2020b).

Some of the outstanding tourist attractions are listed in table 1 above. The plan to make Fort
Portal tourism city was earmarked on in 2017(NPAU, 2007) in Uganda’s vision 2040
development plans. Its physical location and tourism products accounted for this status. I,
therefore, chose Fort Portal tourist city as the case study for this research to establish what
challenges the city has faced in the implementation of sustainable tourism development
strategies and policies since 2017. This was done with a view of generating information on
how sustainable tourism can be achieved in Uganda and the sub-Saharan region, not only
increase economic growth but also lead to social and ecological development.

Upon that background, the study set out to find out the sustainable tourism development
strategies and policies that are being implemented by tourism stakeholders in Fort Portal city
and to identify the challenges they face in developing a sustainable tourism industry. This
information is urgently needed because tourism has been set to be the major economic sector
that will lead to the achievement of Uganda’s development plans, and the ultimate vision
2040. Without the information, the country may continue to implement insufficient strategies
and policies in sustainable tourism or limit the gains made from tourism due to unidentified
sector challenges, which will affect the economy, the ecosystem, and people’s livelihood.

6
1.2 Problem Statement
Uganda is attempting to establish a strong tourism sector to boost its economy. However,
several obstacles must be identified and overcome for sustainable tourism to emerge. For
instance, given that Fort Portal and other cities have valuable tourism resources that attract
tourists, but their residents live in poverty. In this case, tourism goals such as maximizing
local economic benefits, protecting natural and built heritage, and providing visitors with a
high-quality experience are unlikely to upgrade residents' quality of life.

Many metropolitan areas remain underdeveloped even when they host tourism activities and
sites. Whereas, Panasiuk, (2019) notes that the city is the physical location where the tourism
destination works and where tourist market operations can take place. Uganda's Tourism
Development Master Plan (TDMP) states that tourist initiatives should lead to sustainable
development even for the host communities that may be living in the metropolitan areas
(Development Master Plan 2014 - 2024, 2014). The plan further calls for respect for the
environment, protected areas (parks), local people, and the local economy for a sustainable
tourism industry (Development Master Plan 2014 - 2024, 2014) therefore, many obstacles
need to be identified and given adequate attention to facilitate the development of sustainable
tourism in the region.

However, it's unclear whether all tourism stakeholders are aware of the policy's provisions
and effective strategies of how well they can be implemented, and if they do, then there are
challenges that are affecting the capacity to implement sustainable tourism strategies and
policies for the benefit of the country and the host communities. Since 2018, a period prior
to the Covid 19 pandemic, there has been a decrease in the amount of revenue generated
from tourism in Uganda (Uganda Tourism Statistics; 2001-2022). This has not helped
development both for the nation, and more so, for the host communities. As a result, an
awareness of the present and future trends in sustainable tourism, as well as an assessment
of how tourism stakeholders are adopting sustainable tourism strategies and policies, is
crucial to establish sustainable tourism in the country.

The study, therefore, set out to find out the sustainable tourism development strategies and
policies that are being implemented by tourism stakeholders in Fort Portal city and to identify
the challenges they face in developing a sustainable tourism industry. This information is
urgently needed because tourism has been set as a leading sector that will lead to the
achievement of Uganda’s development plans, the ultimate vision of 2040, and the

7
elimination of poverty in the country. Without the information, the country may continue to
implement insufficient strategies and policies in sustainable tourism, or limit the gains made
from tourism due to unidentified sector challenges, which will affect the economy, the eco-
system and people’s livelihood.

1.3 Aim and Objectives

To find out the challenges of implementing sustainable tourism development strategies and
policies in Uganda, with a view of generating information on knowledge of the sustainable
development challenges among stakeholders. The study is set to achieve two objectives.

To generate information on knowledge of the sustainable development strategies and policies

that are being implemented by tourism stakeholders in Fort Portal city; and identify the
challenges faced by tourism stakeholders in achieving a sustainable tourism industry in Fort
Portal city. These objectives will contribute to realization of the study aim.

1.4 Research Questions

a) What sustainable tourism development strategies and policies are being implemented
by tourism stakeholders?
b) What challenges are faced by tourism stakeholders in achieving a sustainable tourism
industry?

1.5 Scope of study

Conceptual scope
The study focused on finding out the challenges of implementing sustainable tourism
development strategies and policies in Uganda, with a view of generating information on
knowledge of the sustainable development challenges among stakeholders, and how best the
challenges of their implementation can be addressed to achieve sustainability in the tourism
sector. To accomplish this, the study critically examined the role of stakeholders on the
sustainable tourism strategies and policies being implemented and the challenges faced in
achieving a sustainable tourism industry.

Geographical scope
The study was conducted in Fort Portal city, in western Uganda. The plan to make Fort Portal
a tourism city was earmarked on in 2017(NPAU, 2007) in Uganda’s vision 2040 development
plans. Its physical location and tourism products accounted for this status. According to the
Uganda Bureau of Statistics,( 2017), the national population census 2014, shows that Fort

8
Portal town had a population of 54,275 and by now it is estimated to be around 60,000 this
qualifies it to be called a big and designated urban. The tourism industry in Fort Portal city has
been embraced by so many firms and stakeholders who have seen the benefits. However, there
is a need to embrace “clean green” tourism which means that tourism stakeholders, as well as
residents, should do what they can to minimize the environmental impact of their activities. In
this case, if a destination is to achieve sustainable development of tourism, the actions of its
component companies must be in line with this objective and support. This research, therefore,
focused on owners and operators of tourist attraction sites in and around Fort Portal city, hotel
managers, tour operators, and policymakers. (Edwards et al., 2008)
I, therefore, chose Fort Portal tourism city as the case study for this research to establish what
challenges the city has faced in the implementation of sustainable tourism development
strategies and policies since 2017. This was done with a view of generating information on
how sustainable tourism can be achieved in Uganda and the SSA region, to not only increase
economic growth but also lead to social and ecological development.

1.6 Significance of study

The study highlights key policies and strategies for sustainable tourism development and
examines the level of awareness of tourism stakeholders about the available policy and
strategies in Uganda. It also highlights the significant challenges of implementing sustainable
tourism development strategies and policies in Uganda.

Thus, it generates information on knowledge of the sustainable development strategies,

challenges among stakeholders, and how best the challenges of implementation can be
addressed to achieve sustainability in the tourism sector. The study provides the evidence upon
which proponents of social and ecological conservation can base their advocacy work to
achieve sustainable development nationally and in the host communities.

To academia, the study adds to the available pool of knowledge on sustainable tourism
development and will hopefully stimulate further research on the topic by acting as a reference
and stimulating debate.

1.7 Conceptual Framework

Environmental, social, and economic sustainability are all aspects that must be addressed for
tourism in Fort Portal Tourism City to be sustainable, according to the conceptual framework
on sustainable tourism presented below. The plan for the sustainable development of urban

9
tourism has three components: first, economic, by increasing the use of services and
resources; second, environmentally friendly, by recycling, to avoid environmental
degradation and to reduce the amount of land taken out of agricultural use; and third, from a
social point of view, by increasing employment and assisting indigenous peoples in attracting
tourism (Koodsela et al., 2019)

Through a variety of tourism activities, Uganda's tourism program is expected to contribute

to social, economic, cultural, and environmental development by making money,
strengthening the local economy, and creating local jobs (Act, 2008). Repairing lives,
boosting social interchange, and learning are all examples of community tourism activities
that focus on social development. Environmental development, such as "ecotourism,"
promotes environmental stewardship as a tourism resource and encourages people to be
environmentally conscious. Green tourism, for example, stresses good environmental
conservation as a tourism resource and encourages people to care about the environment.

Figure 2 The study Conceptual framework

Economic Dimension
▪ Income Source
▪ Boost Economic activity and Growth
▪ Investment in infrastructure
SUSTAINABLE URBAN TOURISM

▪ Employment opportunities
▪ Market for local produce

Environmental Dimension
▪ Natural resource management
▪ Enhance natural and cultural heritage
▪ Reduce over consumption and waste

▪
Socio-cultural Dimension
▪ Stakeholder participation
▪ Inter and intra generational equity
▪ Respect of local communities
▪ Improved quality of life
▪ Promote scientific research

Source: Adapted from White et al. (2006) and Sanagustín et al. (2011).

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As a result, the need for sustainable development of urban tourism is a long-term focus that
seeks to find solutions and avert the problems posed by tourism and urban growth, especially
climate change. Future impacts are driven by current plans and policies for the sustainable
development of urban tourism, as well as new technologies and innovations that will increase
the participation of urban dwellers who currently cannot participate and access information
and who need to be more involved in creating solutions. To achieve sustainable urban
development in Fort Portal City, the economy must be built on the local community and
well-integrated into the environment through conservation. As a result, the above work
together to promote sustainable tourism in the city.

1.8 Operationalization of key terms

a) Sustainable development:
Development that meets the needs of the present without compromising the ability of future
generations to meet their own needs’ (World Commission on Environment and Development
(WCED), 1987)

b) Sustainable Tourism:

This is the kind of tourism that leads generation of revenue for the state, but also leads to socio-
cultural development and protection of eco systems in the host communities.

c) Sustainable tourism development strategies:

These are various ways in which tourism that leads generation of revenue for the state, socio-
cultural development, and protection of eco systems in the host communities can be achieved

d) Tourism city:
This is an urban area planned and developed to maximize its potential in tourism income
generation and development at large.
e) Sub Saharan Africa:

This is a geographical region of the African continent that lies south of the Sahara Desert. In
this study, it is used to mean all countries that are south of the Sahara Desert, including Uganda
where the study was conducted.

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 2. LITERATURE REVIEW

This chapter presents an account of what has been published by credited scholars in relation to
the study. This information is obtained from textbooks, journal articles and research reports
that both online and hard copies. It is presented, critically analyzed, and evaluated by the
researcher to identify existing gaps and build content for the study.

2.1 Strategies for sustainable tourism development

2.1.1 Tourism Development in Sub-Saharan Africa
According to Rogerson, 2011; Rogerson, (2015) tourism development in Africa has
traditionally focused on wildlife products, natural beauty, and fresh growth points in the
terrain of African tourism education, such as artistic heritage, adventure tourism, and duty
tourism. However, according to Cook, (2018) tourism development has long been viewed as
a way of expressing appreciation for other places, peoples, and cultures, but rises concerns
about the impact mass tourists cause, thereby causing others to wonder if tourists are
damaging the places they love (Koens et al., 2018).

Indeed, there has been a long-running dispute regarding tourism development and its effects
on tourist locations. Furthermore, Christie et al., (2013) argue that the growth of tourism, in
addition to recognizing its important role in economic development, has led to the adoption
of the sector as part of economic growth, with tourism development being a priority national
in many African countries. Lwoga, (2013) mentions Tanzania as one of the sub-Sahara
African countries that have experienced different political movements from a “socialist to
capitalist” outlook which has greatly changed the way tourism is perceived and managed by
the locals and stakeholders.

The effectiveness of such growth in contributing to SSA countries' socioeconomic

development is dependent on several players, including the government, private sector
operators, and communities with diverse interests (Ampong & Kimbu, 2019a). Many
national governments in SSA countries recognize the need to include tourism in national
development plans and goals; (Ampong & Kimbu, 2019b). All levels of government
(national, regional, and municipal) play an important role in the development of hotels in
their countries, using the work done to achieve economic growth, (Ferreira & Perks, 2016).

12
However, part of the above entails using policy and regulation to create a climate that is
beneficial to industry growth, the implementation of the strategy enhances the SSA's profile
of tourism as a tool for sustainable economic development and establishes the World Bank
as an outstanding center for knowledge-based tourism development, (Rogerson & Rogerson,
2019). A tourism policy involves governments decision making behavior in the tourism
field.(Guo et al., 2019) and Goeldner et el.,(2012) defined tourism policy as a set of
guidelines that directly affect the long-term development and daily operation of a tourist
destination.

2.1.2 Political support for tourism

2.1.3 Tourism development Stakeholders
Sustainable tourism implementation requires concerted efforts of; Tourism companies that
strive to make a long-term profit, need to focus on their reputation, their relationship with
their employees and their impact on the global environment and the surrounding
environment; Environmentalists who care about the effects of tourism but also see it as an
important source of revenue for conservation; Indigenous societies seek the accumulated
prosperity though not harm to the quality of their lives; Tourists are looking for a state-of-
the-art experience in a safe and attractive environment; they are becoming more aware of the
effects of their journey (UNEP & WTO, 2015).

Similarly, the tourism industry and government are seen as the most crucial stakeholder
groups to engage in the implementation of sustainable tourism projects. To ensure broad
participation and financial development, sustainable tourism development requires the
educational participation of all stakeholders as well as strong political leadership (UNEP &
WTO, 2015). Tourism stakeholders influence tourism development for example tourism
distribution and demand, control, tourism impact management, human resources, and
research thus need to involve in planning and decision making (Matiku et al., 2021).

Some researchers, such as (Zehrer & Hallmann, 2015), believe that stakeholder groups and
decision-making are often rooted in the vague notion that representatives of such stakeholder
groups speak on behalf of all members of the group, rather than individuals. This hinders the
ability of organizations and individuals who are not well-organized and strong to participate
in decision-making, although some of these players are more likely to come up with the
necessary creative ideas (Bagio, et al., 2010). To put it another way, many modern methods
that focus on the cooperation and participation of stakeholders limit the ability to explore

13
different perspectives or worldviews of (groups of) individuals (Dieke, 2003). This is
particularly troubling given recent developments in city tourism, where the issue of over
tourism has resulted in highly polarized contrasting views among stakeholder groups (Koens
et al., 2018). Although solutions to current governance challenges and procedures have been
proposed to address these problems it has proved to be a challenge so far, especially at the
grassroots (Koens et al., 2018).

2.1.4 Policies and Strategies on Tourism

The ability to effectively implement any sustainability, policy determines its benefits. A
guiding policy for example, according to Hall, 2008, it should be a progressive course of
actions, guidelines, directives, principles, and procedures set in an ethical framework that
best represents the intent of a community to effectively meet its plans development, product,
service, marketing, and sustainability goals and objectives for the future growth of tourism.
Dredge and Jenkins, (2008) on the other hand, note that successful sustainable tourism
development should ideally incorporate a variety of government departments, public and
private sector firms, community groups, and specialists. However, while creating policy is
simple, putting it into action is difficult since it requires the ability to link intentions with
actual and measurable outcomes.

A review of literature on policies and strategies for sustainable development established the
following policies and structure for sustainable tourism development in Uganda.

Uganda Tourism Act 2008: Legislation to amend, integrate, and simplify tourism-related
legislation; licensing, regulating, and regulating the tourism industry; to implement the
implementation of the Government tourism policy; to restructure the Uganda Tourism Board
to make it run by the private sector; establishing a tourism development levy; set up a
mechanism to establish and manage a tourism development fund; repeal the Hotel Act,
Communications Act, and Communications Services Act. (T. Act, 2008)

Uganda Wildlife Act 2019: Legislation to establish conservation and sustainable wildlife
management; strengthen wildlife conservation and management; maintain the Uganda
Wildlife Authority; streamline the roles and responsibilities of institutions responsible for
the conservation and management of wildlife; maintain wildlife fund; and for other
purposes.(W. Act, 2019)

National Environmental Act 2019: An Act to repeal, replace and reform the law relating to
environmental management in Uganda; to provide for the management of the environment

14
for sustainable development; to continue the National Environment Management Authority
as a coordinating, monitoring, regulatory and supervisory body for all activities relating to
environment; to provide for emerging environmental issues including climate change, the
management of hazardous chemicals and biodiversity offsets; to provide for strategic
environmental assessment; to address environmental concerns arising out of petroleum
activities and midstream operations, to provide for the management of plastics and plastic
products; to establish the Environmental Protection Force; to provide for enhanced penalties
for offenses under the Act; to provide for procedural and administrative matters. (The
National Environment Act, 2019)

The National Forestry and Tree Planting Act of 2003: An Act to provide for the conservation,
sustainable management, and development of forests for the benefit of Ugandans; to provide
for the declaration of forest reserves for the protection and production of forests and forest
produce; to provide for the sustainable use of forest resources and the enhancement of forest
productive capacity; to provide for the promotion of tree planting; to provide for the
conservation, sustainable management, and development of forests; to provide for the
declaration of forest reserves for the protection and production of forests and forest produce;

Green Tourism Model: The country is piloting a Green Tourism Model, according to
documents reviewed by MoTWA and UTB. Given its significance in urban tourism
compared to other cities in Uganda, Fort Portal is the model's experimental station. The
approach, among other things, aims to promote green tourism as a sustainable means of
exploiting natural resources. As a result, the economic growth model is shifting from one
that depletes natural resources to one that provides environmental sustainability and
economic growth without jeopardizing future generations' wellbeing. The model aims to
reduce negative environmental impact while also promoting safety, ultimately resulting in
environmentally, commercially, and socially sustainable firms and economies for faster
economic growth and transition. (GoU, 2003)

Digitization of tour maps and modification of costs for domestic tourists: The Ugandan
government, through the Ministry of Tourism and Wildlife Affairs (MoTWA), has launched
digitized tour maps and tourism services directories since 2019. These items are intended to
promote domestic and regional tourism to revitalize the business while also ensuring that
rural community products are used. This is in line with the government of Uganda's
determination to establish a resilient tourist sector in the aftermath of COVID-19, which has
called for modification of existing tourism regulations, among other things, to ensure that
15
domestic tourism is given serious consideration. Efforts have been made to personalize the
packages and make them more affordable for domestic consumers as part of this endeavor.

The sustainable management of tourism resources is also important in community tourism. The
sustenance of tourism rests on the sustainable management of tourism resources (i.e.,
waterfalls, national parks, wilderness areas, historic sites, and wildlife). This involves (for
example, careful hunting regulations and the culling of too many species for the ecosystem)
(Conservation, 2008). Efforts to save endangered species also include the establishment of
reserves or protected areas (such as bird sanctuaries, game parks and wetlands) for aesthetic
and recreation purposes. The breeding of endangered species for release in the wild to restore
a breeding population or to augment the natural population cannot be underscored in the
sustainability of the tourism resources.

In this highly globalized and digital world, tourists are increasing demanding quality services
for whatever they pay for (i.e., the value for money). Competition for customers is stiff and the
providers of tourism services (i.e., travel agents, hoteliers, park owners, etc.) cannot afford to
be complacent (Anand, 2013). Vocational training and apprenticeship in areas related to
tourism and hospitality need to be emphasized as a way of promoting community tourism.
Vocational training should aim at learning specific skills required in a particular workplace
(Young, 2008)

Overall, the governance of Uganda's tourist sector is highly organized in terms of policy,
strategy, and planning, the Ministry of Tourism, Wildlife, and Antiquities (MTWA) leads
the public sector. UWA and UTB, the two main agencies, oversee managing the natural
heritage as well as product development and marketing. The duty for skill development, on
the other hand, is increasingly dispersed (Ahebwa & English, 2021). In the private sector,
UTA, which represents the industry on behalf of its nine industrial groups, has an established
system for engaging with the central government. Tourism management is still in its infancy
at the municipal level. District tourism officers represent the MWTA, and tourist clusters
have recently been established to enable both private and public-sector tourism.

2.2 Challenges in achieving Sustainable Tourism

Sustainable tourism can pose several challenges such as environmental destruction, traffic
jams, loss of biodiversity, security issues, migration (high population rate), pollution,
destruction of historic buildings and destruction of local culture, and crime driven by urban

16
population growth and rapid urbanization ((Nyerere et al., 2020). According to Maxim, (2015),
implementing sustainable development principles in urban tourism is more difficult than in
other industries because of the different needs and interests of the major stakeholders involved
in the industry's growth. Furthermore, according to scholars (such as Bramwell and Lane,
2008), the tourism industry is diverse and fragmented, and this tends to be even more the case
due to the many urban activities in the context of urban tourism.

Although some literature sources say that a major difficulty with sustainable tourism
governance is that it crosses numerous policy areas, decisions affecting sustainable tourism
are made in other policy areas with little or no attention to how such decisions would impact
sustainable tourism. Indeed, according to Nielsen and Farrelly (2019), urban regions present
a variety of difficulties and challenges. With deindustrialization, urban policies have aimed
to address issues of social inequality and reduced competitiveness in many places, while
more sustainable designs have become an increasingly important policy goal for cities
around the world.

Urban areas in Africa are faced with a challenge of infrastructure which is mainly attached
to the government´s neoliberal policies, this has been a risk hindering sustainable tourism
developments. Musavengane et al., (2020) argue that urban inequality and unemployment
are urban risks that pose challenges to the development of urban tourism, and the increased
poverty among the locals has led to crime rates in some urban towns this, in turn, poses a
question of insecurity to the tourists. Day, (2020) asserts that “Cities all around the world
face challenges”, this has a big issue in developing world cities because of pressure from
rising urbanization and rapid tourism growth, in some cities, over-tourism has been a matter
in question in recent years.

While the current acceptance of sustainable tourism destinations by tourism companies and
governments may be a policy failure, it has not slowed tourism's increasing contribution to
ecological transition. These disparities between sustainable tourism objectives and the actual
impacts of the sector are known as the implementation gap or implementation deficit and
can be used to improve sustainable tourism development if the causes of past failures can be
identified and future failures avoided (Siakwah et al., 2020a; Siakwah et al., 2020b).

Simultaneously, other academics, such as Zamfir and Corbos, (2015) have noted the eruption
of debates on sustainable development among politicians, intellectuals, pressure groups, and
the media, with the debate centered on the city and the growth of the tourism industry,

17
policymakers have focused their attention on the concerns of sustainable urban development
associated with tourism development. The OECD, (2018) argues that one of the tourism
challenges faced particularly is the complexity of tourism policy formulation due to its cross-
cutting, multilevel, and fragmented nature, as well as competing political priorities and
budgetary restrictions.

The threat of the degradation of the environment often looms with the development of tourism.
Myers (2008) defines the environment as a thin layer of life and life-supports called the
biosphere which also includes the Earth’s air, soil, water and living organisms. Gosh (1998)
observes that the degradation of the environment could involve the destruction of forests,
pollution of water bodies and coral reefs, accumulation of litter on mountain slopes and
beaches, erosion of outstanding archaeological sites, disruption of the mating of wild animals,
vandalism by visiting souvenir hunters and unauthorized hunting in game parks. This is often
worsened by mass tourism resulting into unprecedented environmental problems such as loss
of habitats (Rory, 2008). In the experience of Uganda, there has been habitat loss specifically
to create space for beaches, hotels, shopping malls and facilities associated with tourism. Other
causes of habitat loss include urbanization and suburbanization, and highway and dam
construction (NEMA, 1986; NEMA, 2004/05).

The seasonal nature of the tourism activity creates undesirable effects such as unemployment,
missed targets and fluctuations in revenues (Ghosh, 1998; Lubwama, 1989; Leong & Morgan,
1 982). This could be economically damaging to those economies [like that of Uganda] where
domestic tourism is undeveloped, and the visitors are predominantly foreigners. The absence
of guests means that hotels and other accommodation facilities can hardly breakeven. As noted
by NEMA (1996), NEMA (2004/05) and NEMA (2008), tourism in Uganda is heavily
dependent on foreign guests.

The advent of information communications technologies (ICT) [internet, mobile phone and
satellite television] and globalization have brought the world to a global village (Anand, 2013;
Internet, 2008). With this has come an increased demand for the value for money. Visitors want
to be constantly updated about their accommodation, places to visit and travel guidelines
(Anand, 2013). Thus, countries [like Uganda] with a limited ICT infrastructure to show case
themselves are bound to be squeezed out business because of the stiff competition with other
countries that offer the same attractions (e.g., the Caribbean, Southeast Asia, Latin America,
Kenya, Tanzania, and southern Africa among others).

18
2.3. Research gap
From the literature review, it is unclear whether all tourist stakeholders are aware of policy's
provisions and effective strategies of how well they can be implemented, and if they do, then
there are challenges that are affecting the capacity to implement sustainable tourism
strategies and policies for the benefit of the country and the host communities. Since 2018,
a period prior to the Covid 19 pandemic, there has been a decrease in the amount of revenue
generated from tourism in Uganda (Uganda Tourism Statistics; 2001-2022). This has not
helped development both for the nation, and more so, for the host communities.

Additionally, literature from Uganda about the development of a sustainable tourism city is
hard to come by. Whereas much of the literature obtained from East Africa and Sub-Saharan
Africa is relevant for this study background and context, it may be lacking in terms of
specifics for Fort Portal as the area of study. This study also set out to cover information gap.

These gaps hence informed the purpose of this study. The study set out to find out the
sustainable tourism development strategies and policies that are being implemented by
tourism stake holders in Fort Portal city, and to identify the challenges they face in
developing a sustainable tourism industry. This information is urgently needed because
tourism has been set as leading sector that will lead to the achievement of Uganda’s
development plans, and the ultimate vision 2040. Without the information, the country may
continue to implement insufficient strategies and policies in sustainable tourism, or limit the
gains made from tourism due to unidentified sector challenges, which will affect the
economy, the eco-system and people’s livelihood.

19
 3. METHODOLOGY

This chapter lays out a framework of how the research questions of this study were answered.
O’Leary (2004, p.85) explains methodology as the framework which is associated with a
particular set of paradigmatic assumptions that we will use to conduct our research. It includes
the research design, methods of data collection, target population, sampling criteria, data
collection process and data analysis methods. It further explains the ethical considerations
followed in the study, challenges that limited the study as well as how they were addressed. In
this case should be the most appropriate to achieve objectives of the research and recreate the
methodology used in other written research works of the same kind. (Allan and Randy, 2005)

3.1 Study Design

The study adopted a qualitative exploratory case study design in this thesis. By comparing and
classifying the study's items, the qualitative approach enabled the researcher to analyze
processes and make sense of social phenomena. Creswell, 2009 explains that qualitative design
directs the investigator's observations, gathering, analysis, and interpretation. The researcher
used an exploratory approach to explain how tourism stakeholders represent various tourism
interests and practices in sustainable tourism, as well as the extent to which tourism
stakeholders are implementing sustainable tourism strategies and policies. These approaches
were selected because of their capacity to capture rich data with high validity while situating
and interpreting data in their larger context. For insistence on interviews with key informants
and handling of multiple sources of data collected.

It was a case study to obtain in-depth information about the target area. A case study combines
observation of the behavior, attitudes and perceptions of research participants and they are
some of the most interesting research exercises to conduct (Yegidis, Weinbach & Myers, 2012)
it is used in a wide range of disciplines and fields in the social sciences to research on several
different, social, and political phenomena related to individuals, groups, and organizations.
(Çakar & Aykol, 2021) This study was a cross section one done within a specific period, and
it was basically qualitative to guarantee flexibility and adaptation to conditions in the field.

20
3.2 Research paradigm

The research design presented in 3.1 above is grounded in inductive research basis. According
to Woiceshyn & Daellenbach (2018), inductive research involves investigations starting with
the observation of a problem or situation to develop and test theories, models, or frameworks
about it (Azungah, 2018). This makes inductive research an effective method of explaining
trends that can be observed to test validity of theories about the situation under study (Malhotra
2017). The inductive research was used in this study to generate knowledge on sustainable
tourism strategies and policies in Uganda’s tourism sector. Additionally, inductive reasoning
was chosen because of its flexibility during the data collection to obtain indebt information
about the research topic. In inductive analysis the researcher can read through the data and
allow codes to emerge or concept names to emerge. (Bingham & Witkowsky, 2022)

3.3 Data collection methods

3.3.1 Designing Data Collection Tools
Data collection tools were designed based on the main research questions. The tools were
categorical based on the offices targeted or stakeholders. Thus, three key informant guides
were developed and pretested before data collection. These included guide for technical
personnel, policy makers and tourism site operators and managers these were mainly tourism
entrepreneurs in Fort Portal city. (Appendix 1: Key informants interview guides)

3.3.2 Generation of Key Informants List and Seeking Appointments

Having identified the categories that would be resourceful to this study, the researcher
developed a list of key informants per category. Thereafter the researcher endeavored to
search for their contacts which included telephone numbers and emails. This was through
her networks and friends plus official avenues like district human resource personnel and
tourism officer. Appointments were then made via telephone and emails, and the researcher
developed another list of the interview schedule given the appointed times made by
interviewees. Interviews were conducted in their respective offices and for tour operators
and managers they were found at their premises like town offices, hotels, and tourism sites.
However, there were a few who opted to be interviewed in different locations and on phone
calls due to fear of Covid 19 pandemic and due to different schedules in their business
activities.

21
3.3.3 Key Informant Interviews
Key informant interviews are qualitative in-depth interviews with people who know what is
going on in town and surrounding community and these were leaders, managers and owners
of tourism companies, sites and associations or tourism representatives in Fort Portal city
(Cossham & Johanson, 2019). Therefore, all the key informants were based in Fort Portal
town. The study collected data from respondents with critical knowledge of the subject under
investigation. (Fleming et al., 2022). Thus, these were purposively selected after an inclusion
criterion was devised by the researcher depending on the aspects required from each
respondent. In this category, respondents were asked open ended questions from a key
informant guide that was designed by the researcher. Ice breaker question on covid 19 was
generalized to all respondents. Face-to-face interviews were most appropriate and used.
However, non-directive probing was applied by the researcher to supplement the primary
question, this allowed the respondents to proceed in whatever direction which was quite
interesting and affirmation of meaningful understanding (Moerman, 2010).

3.3.4 Document review

Secondary data was sourced through document review. This method is used to categorize,
investigate, interpret and identify the limitations of physical sources (Payne 2004 as cited in
Mogalakwe, 2006). A document is a written text that must be studied as a socially situated
product, and with the major aim of understanding of the meaning and significance of what the
document contains (Scott 1990 as cited in Ahmed, 2010).This study reviewed different
documents in reference to sustainable tourism so that the content is understood. Most
importantly, background information was gathered and reviewed which helped a researcher to
understand the history, philosophy and majorly the operation of the research and in preparing
to put data into a meaningful format for better decision making.

A broad search was undertaken across several databases to have access to suitable sources with
relevant material to this investigation. Using a combination of manual and database search
approaches, articles, books, and peer-reviewed journals with relevant studies were identified.
The flow diagram guidance for the systematic review search strategy guided the combination
of the essential elements of the search question to retrieve accurate results, while the
documentary review plan was produced. A precise flow diagram was developed to review
appropriate materials using a field study, manual search, and database search engines.

22
Figure 3 Detailed flow diagram guideline for Document review

Research Questions

Preliminary Research

Document Search strategy Inclusion and exclusion criteria

Searching databases

Global Sustainable Tourism (N), Science direct (N), Google search (N), Global
Environment (N), Web of Tourism (N)

Compile all results by tittle, Tittle searching and screening

Author, year

Report numbers selected for full texting reading

Manual search
1. References from included
Full text screening
studies or reviews
2. Related articles in the data
bases Included reports
3. Articles that cite included
studies

Finding out over lapped studies (Qualitative thesis of searched studies)

Double check retrieved studies Document review

Inclusion and Exclusion Criteria

The study reviewed literature related to Sustainable tourism. The review outcome measure was
the studies with evidence of sustainable urban development globally, at continental levels as
well as national levels. Non-systematic reviews and observational studies were excluded.

23
Potentially relevant studies that only presented abstracts without the full manuscript were
excluded. To find all relevant studies, a thorough search technique was devised. Articles and
abstracts were retrieved from databases by matching key terms and criteria into the search
database. The following web databases were used to find literature: By the year 2021, conduct
a Google search to find relevant papers published in peer-reviewed journals. Duplicates were
eliminated from all publications on the role of sustainable tourism and urban sustainable
tourism in Uganda. Potentially relevant studies were sorted out, and issues that were not
relevant were removed.

Full manuscripts were collected at this point, and those with subjects not linked to the study
were excluded. This study also employs the Intra-Action Review (IAR), which is an interactive,
structured method that employs user-friendly materials and techniques. Thirteen sources
including policy briefs and blog posts authored by academics, think tanks, and international
organizations, were based on assumptions proven from Sustainable tourism studies. Finally,
studies that were part of this research's review were extracted. The following is a list of citations
for qualifying papers that were included in the study.
Table 2 List of reviewed documents during the study

No. Title Year of Publication

1 Fort Portal Tourism City Physical Development Plan 2021
2021 – 2040. Draft Situation Analysis Report
2 COVID-19 and Uganda’s Tourism Sector: Reviving 2021
the Industry through the National Budget
3 A Sustainable Tourism Policy Research Review 2019
4 Uganda Tourism Development Master Plan 2014-2040 2014
5 Drivers of Success in Implementing Sustainable 2015
Tourism Policies in Urban Areas
6 Policy learning and policy failure in sustainable 2011
tourism governance: from first and second order to
third-order change?
7 Uganda Tourism act 2008 2019
8 Uganda Wildlife Act 2019 2020
9 National Environmental Act 2019 2020
10 Tourism Investment Sector Profile-Rwenzori region 2020
11 The National Forestry and Tree Planting Act, 2003 2004
12 Economic Policy Research Centre – EPRC, 2019. 2019
Reviewing Uganda’s Tourism Sector for Economic
and Social Upgrading.
13 Uganda/Sustainable Tourism in the Albertine Region 2009
(USAID Report)

24
3.4 Study Population and Sampling Strategy
The study targeted three categories of respondents: respondents at the policy and strategic
level, technical level officers, and tour operators. Policymakers were targeted because they
are very instrumental in crafting policies and monitoring their implementation while
technical officers are charged with promoting tourism and devising tourist development
initiatives/campaigns to generate and increase revenue. Tour operators, and managers are at
the core end of the tourism value chain. They provide services directly to tourists and some
of them have developed tourism enterprises. Thus, the choice for these categories was
informed by the significant knowledge and expertise in the tourism sector and research
project.

Table 3 List of respondents interviewed by their categories

No. Category Organization Position
initials
I. Technical Personnel Local Government TO
II. Technical Personnel Local Government CP
III. Policymakers Local Government CM
IV. Technical Personnel Local Government EO

V. Technical Personnel Local Government MP

VI. Policymakers Local Government TC

VII. Policy Makers MoTWA* HRO

VIII. Tour Operator Tours and Travel DTO
IX. Tourism site Managers Caves and falls Nyakasura M
X. Tourism site Managers Kogere Foundation Museum Sr
XI. Site Operator Botanical Gardens T Op
XII. Tourism site managers Agro- tourism Kyaninga Dr

XIII. Tourism site Manager Botanical Gardens SM

XIV. Tour site operators Hotel and Community Based O T
Tourism
Source; Primary data, 2021 * MoTWA = Ministry of Tourism, Wildlife, and Antiquities

25
3.4.1 Sampling Procedures
Considering that this is a qualitative study purposive sampling was used to select study
participants in key informant interviews. Purposeful sampling is a method in which specific
people or events are deliberately selected to provide important information that cannot be
obtained by other selections (Creswell, 2007 and Williams, 1985). To draw a purposive
sample, the researcher began with specific perspectives in mind that she wanted to examine
and then sought for research participants to cover that full range of perspectives. It’s useful
to researchers mainly in justifying selections based on theoretical grounds. (Berndt, 2020)

Purposive sampling was used because the researcher’s goal was to include participants who
represent a broad range of perspectives about sustainable tourism strategies and policies.
Sampling is a useful tool for a researcher in obtaining quality data and can be used for
decisions. Subsequently, the sample size was not arrived at under considerations of
numerical representativeness but rather on prospects for in-depth information. Thus, 14 key
informants were reached as indicated in the table 3. above.

3.5 Data Collection Process

The data collection from key informants was done face to face with the key informants, on the
agreed dates set through phone call and email interactions. During data collection interview
time lasted 30 to 1 hour, due to some office interactions and pausing of interview by some
officials. The question guides were divided into three categories depending on respondents.
The first category of question guide was questions to tourism technical personnel at the district
like tourism officers, human resources, NEMA officials mainly responsible for tourism
initiatives and promotion in the city, the second guide was questions to policy makers at the
local government, district, and parliament , the city major and his assistants, city engineer and
planners, city counsellor and chairman and third category was questions to the tourism
managers and site operators these included owners and managers of hotels, tourism camps and
gardens, tourism entrepreneurs museum owners, and tour and travel companies. However,
during the interviews some of the technical personnel were interviewed at postponed dates, this
involved change of interview dates that were previously scheduled, because of the office duties
and travels to the Kampala. Thus, the data collection plan could not be done as planned for the
second and third group of respondents some were interviewed but at different dates of
appointments, the respondents were eager and ready to participate in this study of sustainable
tourism concept basing on the fact that Fort Portal being given name of a tourist city which is

26
not a case with other cities in Uganda thus all participants felt attached and responsible to this
study. Interviews were in-depth in nature; the phone was digitally used to record interviews
after seeking consent since much of the information cannot be captured by taking notes.
(Creswell 2013). However, a notebook was used to write some key notes and thoughts on
observation to enhance data and give a clear context during data analysis. The data was
collected in twenty (20) days in Fort Portal and interviews were conducted in English.

3.5.1 Transcribing of data

This post-interview step began after the interviews were conducted. Because of ethical
concerns, respondents were asked at the start of each interview if they agreed to be recorded
using a digital voice recorder, which in this case was a phone, in the process of seeking consent,
however ,3 out of the 17 respondents rejected to be recorded were replaced by other key
informants. The obtained data was then transcribed in a denaturalized format and served as the
basis for the following discussion and by application of a thematic analytical approach.
Transcribing data is a crucial phase in the data analysis process, and it takes time, thus the
conversion of speech into words must be precise. The researcher did the transcriptions because
it is more customary for researchers who perform their own transcriptions to begin examining
the meaning during the transcription process (Kvale & Brinkmann, 2009). To preserve the
sense of the quotes while transcribing and so protect the validity of the results, a careful and
words of emphasis were used as verbatim quotes.

3.6 Validity and Reliability

Mohajan (2017), defines validity and reliability as the stability of findings and their
truthfulness. In qualitative research validity and reliability is important to increase transparency
and reduce the bias that may occur during research, it allows and gives time the researcher to
use the scheduled and planned time for the field through asking a series of questions and as
well looking into documentary reviews, probing, pretesting of questions in research tool.
Reliability as an important component for word of mouth (WOM) and recommendations thus
defined as trust, focus is subjective to what a respondent has defined and getting different
expectations from interviewed respondents. In qualitative research, both the validity and
reliability of the research is questioned. (Goodson & Phillimore, 2004)

A researcher can enhance the validity and reliability of the data collected using various types
of data collection. In this case, I used both primary and secondary data collection in research

27
thus being able to obtain true information from the respondents and by reviewing documents
thus coverage of content validity. (Healy & Perry, 2000).

Considering that the researcher belongs to interpretative communities that influence what
she reads and how she reads it; not only a collective but also a personal and esthetic judgment
may be made, and content validity can be assessed. Hence, it should cause no estrangement,
though the same criteria are used by researchers in qualitative studies, different conclusions
can be reached through cooperation. Hence, the findings from this study were assessed by at
least two persons, with a third one to solve discrepancies. The subjective component of the
qualitative inquiries is thus tacitly acknowledged here. The data was further subjected to
forensic checks and data cleaning to ensure validity, and reliability and to eliminate
duplicates if any as well as sieve out any other, this is shown in the way how information is
being collected consistently to prove the extent of reliability. (Waugh, 2018)

3.7 Data Analysis

In this study, qualitative data analysis was involved, listening to the audio, recordings,
transcribing (writing the audio interviews into written transcripts) cleaning up the data from
notes taken during interviews and categorizing it into objectives, headings, and subheadings.
Data was analyzed qualitatively using thematic analysis and descriptions. The content analysis
approach was used in the analysis of documents and texts that aims to quantify the content of
the given categories in a systematic and reproducible way. (Creswell, 2007) The qualitative
content analysis is one of numerous research methods used to analyze text data. However, other
methods include ethnography, grounded theory, phenomenology, and historical research.(Hsieh &
Shannon, 2005).

Using a thematic analysis framework, all responses from semi-structured KIIs were
categorized into different themes and sub-themes based on the responses. Thematic analysis is
a flexible method that allows the researcher to focus on the data in numerous different ways,

It’s the best method for systematically identifying, organizing, and offering insight into,
patterns of meaning (themes) across a dataset. (Braun & Clarke, 2012) Themes were reported
and the author showed ethical consideration of data collection in the disclosure statement
(Creswell, 2007).Berbekova et al., (2021) defines thematic analysis as a qualitative data
analysis method of organizing and describing the available data by identifying underlying
themes and report repeating patterns. It is a method of describing data, but it also involves
interpretation during code selection and topic construction. A distinguishing feature of thematic

28
analysis is its flexibility to be used in a variety of theoretical and epistemological frameworks
and to be applied to a wide variety of research questions, designs, and sample sizes (Braun &
Clarke, 2006).

3.8 Ethical Consideration

The researcher explained to the respondents about the research and that the study will be for
academic purposes only. The researcher made it clear that the participation is voluntary and
that the respondents will be free to decline or withdraw at any time during the research
period. Respondents were not coerced into participating in the study. They were guaranteed
that their privacy will be protected and kept anonymous and thus their position initials were
used. The researcher had to seek permission from the respondent to record the interview.

In qualitative research, ethics is considered the most critical issue (Elliott & Williams, 2006)
therefore it’s important to avoid ethical issues as it involves in-depth study thus privacy and
confidentiality are important therefore names of the respondents were not included.
According to Creswell, (2009), ethics in educational research are not simply following some
set standards and guidelines rather it is based on ethically sound practices in all steps of
conducting and disseminating research, a researcher should be honest and fair in qualitative
research to enhance its quality. (Norris, 1997).

3.9 Study Limitations

This research will, however, do make a great contribution to issues of sustainable tourism
agenda in Uganda. However, major issue was observed by the researcher that was quite
challenging is that this research involved different key stakeholders in tourism ,local
government officials ,politicians who are directly responsible in city development plans, the
issue of sensitivity was observed in some discussions and responses, also on issue of
conflicting interests regarding tourism plans, where most technical personnel and policy
makers and researchers have visited tourist sites in the community but the community have
not or hardly seen some of these implementation plans. For example, sites with issues like
Mahoma falls, Mpanga river development, waste and recycling sites, some botanical
gardens. There was a lot of complex issues, thus more time would be needed to find out more
from community who members would also have contributed to understanding of sustainable
tourism policies and strategies in the city. Secondary literature was utilized to fill the gap.

Concerning data collection in this field of research, it involved travels from Sweden to
Uganda and then connecting to the study area, because of Covid 19, especially on the

29
researchers’ side and that of respondents it was a challenge, with high risks and financial
costs, where some respondents were hesitant to take part in face-to-face interviews due to
fear of Covid19.

However, the researcher obtained all requirements from the District Covid 19 task force and
showing Covid certificate and use of face mask, thus the researcher adhered to the SOPs
throughout the data collection period to protect the respondents as well as the researcher.

The researcher encountered the challenge of bad weather conditions especially heavy rains
as it disorganized planned meetings with district personnel and field officials who are busy
people, some interviews were halfway thus not considered because of inadequate time,
information, and withdrawal by excuses. This made the researcher to extend the planned
time scheduled for data collection to collect required data.

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 4. PRESENTATION AND DISCUSSION OF FINDINGS

This chapter presents an analysis of the research study findings in line with the research
objectives. These findings are drawn majorly from primary data and secondary data sources.
The findings are presented and discussed thematically with the emerging themes and subthemes
identified from research questions and recurrence of an issue in the data collected.

4.1 Sustainable Tourism Strategies and Policies

The goal of the study was to learn how tourism stakeholders in Fort Portal City are adopting
sustainable urban tourism strategies and policies, as well as to identify the barriers to tourism
stakeholders in implementing sustainable tourism strategies and policies. As a result,
respondents were asked to describe the efforts they have made to strengthen sustainable
tourism in the city, as well as the policy frameworks in place to support sustainable tourism.

4.1.1 Sustainable Tourism Strategies through Economic Aspects

a) Investment in Sustainable Infrastructure
According to the discussions and the interviews we had with the stakeholders, one method
for implementing sustainable tourism in Fort Portal is to invest in sustainable infrastructure.
The Mbarara- Fort Portal-Kasese, Fort Portal-Ntoroko Fort Portal-Bundibugyo, Fort Portal
-Kampala, and Fort Portal-Kamwenge Roads are all paved, making them easily accessible
from Fort Portal. Thus, this transport system performs the task of connecting areas with each
other, as well as with tourist attractions, and becomes a factor in the competitiveness of the
destination like Fort Portal city. One of the key informants remarked that.

“This road network has bolstered tourism in Fort Portal city, in addition to other
already existing advantages such as its central location; all the major tourist sites
are less than an hour away from Fort Portal at an average speed of 80 Kilometers
per hour, allowing for daily to and from journeys from Fort Portal” (K.IV)

The welcoming and hospitable nature of the Batooro people of the area makes any visitor
feel at ease, giving tourists a home away from home feel, and that the area has not
experienced any form of violence or threats in many years, making it the safest place to settle
for any tourist in Uganda. This nature of the people has been praised for leading to the
construction of mega hotels and other accommodation facilities for tourists to enjoy their

31
stay in Fort Portal, the built hotels and resorts can therefore accommodate hundreds of
thousands of tourists from all over the world at any given time. K.V was confident about the
city’s tourism future and noted that.

“Fort Portal will be a fully-fledged tourism city by 2040. Adding that this will be easily
accomplished with increased government funding and a focus on further infrastructure
development, as well as providing incentives to local and international tourism investors".

Investment in infrastructure is indeed a key investment for sustainable tourism flow within
any destination. Seetanah et al., (2011) notes that infrastructure is an integral part a tourism
package and improvement particularly in hotels increases the stay of tourists indeed the
investment in the hotel and restaurant industry will provide accommodation, food and
beverage services for tourists, especially international tourists who come not only to visit
Fort Portal city as well as the entire Tooro region. Therefore, there is need to attract tourists
and implement an appropriate pricing policy, investing in tourism infrastructure
development to make the destination more attractive and competitive are critical strategies
in place. Nguyen (2021) noted that recent studies have shown that tourism infrastructure
contributes positive impact both directly and indirectly on the quality of life of residents
through sustainable tourism development where the policymakers agree that infrastructure
development plays a major role in maintaining visitor arrivals and overall economic growth
of a destination. Accessibility to facilities is important in creating an everlasting impression
among tourists because they create satisfaction of the services in Tourism. Road
infrastructure for example will enhance accessibility of tourists to different tour sites in the
country while communication infrastructure enhances ease of communication between the
origin and destination of the tourists, hence creating a sense of certainty and safety. However,
the need to work on the weak infrastructure within the city through renovation, as this can
disrupt a city’s economic development and competitiveness.

In summary, investment in infrastructure drives economic growth and social development,

the importance of tourism growth in Fort Portal city in this study still justifies the need for
government to fund for more on transport infrastructure, communication, and information,
need to invest in modern amusement parks and more recreational facilities this in the long
run will make Fort Portal destination more attractive to the visitors.

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b) Creation of Sustainable Employment Opportunities
The findings show that tourism is a significant contributor to job creation in Fort Portal,
especially for women, youth, migrant workers, rural communities, and that it has various
interconnections with other sectors. As a result, all key informants agreed that tourism in
Fort Portal has partly contributed to poverty reduction, socio-economic development, and
decent work. They did say, however, that tourism that does not respect local customs and is
unmanaged, unsustainable, or socially accountable could have a severe impact on local
communities, history, and environment, increasing disparities. As a result, Fort Portal's
sustainable tourism has been encouraged to support local job creation, notably in surrounding
rural communities, while also contributing to social and economic development through
social inclusion, regional integration, and increased local incomes. Asserted by K.III that;
“Tourism has aided young people in obtaining work and employable skills in this city.”

It was also found that several institutions have invested in skill development and vocational
education and training. “As Kogere we have community museum, income generating activity
from crafts, music dance and drama, we use locally made materials. We train ladies in
communities we (give them capacity building) and after making crafts they sell to others, its
employment”. (K.X) The tourism entrepreneurs have plans of building more education
institutions to train the youth in tourism income generating activities in the community
mentioned by respondent.

“I have a small business engaging in community, I have developed an NGO,through

connections like friends from abroad who are helping in community like planning to put a
school for skills, especially in crafts, there is one big institution in Kihingami eco-tourism
training school in Kabarole district. I am employing youth in bird watching, but owners are
destroying the forest, NEMA is not acting” (K.XII)

It should be noted that employment rate in Uganda is low, measured at 62% (UBOS 2019).
Additionally, 37% of the employed population is engaged in subsistence work and this is
blamed on a lack of employable skills especially among Uganda’s youth (UBOS 2019).
As such, tourism stake holders have taken it as a key investment to skill potential
employees in Fort Portal, as well as improving working conditions, and service quality,
professionalism, commitment, loyalty, and soft skills of workers to enhance
competitiveness. These initiatives have produced many enterprises for a sustainable
tourism sector.
The findings suggest that the tourist business has the potential to contribute to economic
and social development, as stated in several Sustainable Development Goals. "By 2030,
establish and implement policies to encourage sustainable tourism that produces jobs and

33
promotes local culture and goods," according to Goal 8 (Promote inclusive and
sustainable economic growth, employment, and decent work for everyone). Tourism aims
are included in Goals 12 (Ensure sustainable consumption and production patterns) and
14 (Conserve and sustainably utilize the oceans, seas, and marine resources). All these
goals are enclosed in Goal 11 of “Sustainable cities and communities “which emphasizes
making human cities and human settlements inclusive, safe, and resilient more sustainable
(Siakwah et al., 2020a).
4.1.2 Using Available Resources as a sustainable tourism strategy
a) Maintaining Natural Tourism sites
The findings suggest that when it came to developing and managing tourism operations,
tourist operators were especially concerned with enhancing the benefits through protecting
the environment and natural resources. The population was degrading and encroaching on
some of the city's tourist attractions, particularly marshes, which were being exploited for
other purposes such as bricklaying and fish breeding, according to respondents. To ensure
the long-term survival of the city's tourism activities, the tour operators who have established
their enterprises have worked with city management to conduct capacity development of the
local populace on the necessity of having swamps and other community-based tourism
locations. Second, efforts were made to discover and map out all income-based optimal
supply-side activities, as well as to conduct environmental programs aggressively.

"We recognize that unchecked city expansion has the potential to harm our
environment and cultural heritage in and around the city. As a result, we're
making sure that we're making the best use of our natural resources to encourage
tourism,” (K.IV)
The city has the King's Cultural Palace, which is in the city's heart. This is a popular tourist
attraction that has brought in a large sum of money for the monarchy. Planting trees and
warning people not to trespass on the riverbanks have helped to conserve our city's river,
which runs through it.
b) Maintaining Essential Ecological Processes for tourism
i) Organic Crop and Animal Production
The findings showed that the city's tourism activities were growing but important ecological
processes in agriculture and animal production were being preserved through Agro-tourism
by farmers. Organic production was the primary approach emphasized for this component,
which is critical in soil development, organism reproduction, and preserving a natural

34
environment. As a result, efforts have been made to develop pro-environmental practices
among the city's residents, so that they are aware of the advantages of environmental
preservation. According to the information gathered for this study, pro-environmental
behaviors are actions made by an individual or a group to prevent or solve environmental
problems. As a result, tourist stakeholders, particularly those from the city's tourism agency,
sought to adopt environmentally friendly measures that would have fewer detrimental effects
on the environment. In an interview with the KVI this is what she had to say.

“As a result of one's environmental knowledge, one's favorable attitudes about

the environment can be converted into enhanced environmental stewardship.
A balanced eco-system evolves because of improving community
understanding about their, roles in environmental conservation, allowing
natural processes to continue”.
ii) Support for Eco-Tourism Activities

Ecotourism is one of the most significant tourism items, according to respondents, and its
market cannot be sustained without proper environmental protection. Ecotourism in Fort
Portal City, according to the study findings, has several benefits, including improved
awareness of animal issues and conservation initiatives in and around the city, as well as
increased income and community development for the local population. This also helps to
ensure the financial viability of natural ecosystems in the city, such as wetlands and other
natural assets many contradictory demands and trade-offs within the socio-ecological
systems must be managed to have sustainable tourism in the city.

The human population is increasing, and a growing number of people expect to improve
their living conditions and accumulate material goods, putting further demands on resource
usage. To achieve balance, humans must change their expectations, aspirations, and
activities, as well as their immediate resource consumption. To achieve acceptable levels of
fairness and sustainability, city goals must be recognized, and support offered to enable them
to achieve them. Excessive resource usage must also be controlled. As a result, the city
leaders emphasize the need for increasing eco-tourism whenever they meet with local tour
operators and investors.

Maintaining green vegetation in the city through tree planting and beautifying the city by
growing grass, in addition to the above, improves the aspect of sustainable tourism. In
this setting, a variety of intriguing natural animals, such as birds, butterflies, and flowers,
can thrive. If there is a management strategy in place on natural resources, local

35
community can take lead role in promotion of wildlife and eco-tourism, if all the natural
resources are protected, the success of eco-tourism industry can be achieved. (Boo 1993)

c) Natural Heritage and Biodiversity Conservation strategy

i) River Mpanga System as a tourism spot
According to the interactions with the National Environmental Authority representative in Fort
Portal City, one of the tasks for environmental conservation is the maintenance of the river
Mpanga, which runs through Fort Portal Town. In the findings policy maker argued on
conservation of river Mpanga.
“A city has nature there is need to protect nature and heritage can give example of river
Mpanga as our major river and center for attraction so conserving it is important.
Sustainability in terms of pursuing green cover, plan for our city to keep it green and we are
partnering with companies to get seedlings, preservation of green space and should be natural,
we have gone ahead to measure air quality, have better breathe we have put up different zones
in the city for visitors to enjoy, we are embarking on preservation, protection, and heritage”.
(K.III)

He pointed out that the Mpanga River passes through various biologically significant places
that must be protected if they are to be retained for long-term tourism. The town of Fort Portal
is located around 15-20 kilometers downstream of the river's source. As the city's population
expands, the Mpanga is exposed to typical local repercussions. The city puts an additional
burden on the ecosystem due to its proximity to numerous beautiful national parks (such as the
Rwenzori, Semuliki, Kibale, and Queen Elizabeth). During the collection process, it was
determined that the National Water and Sewerage Corporation (NWSC) operates a drinking
water plant that draws water from the Mpanga River and distributes it to homes after physical
and chemical treatment. He did remark, however, that the river continues to receive
considerable amounts of detergent- and organic-waste-containing residential discharges, both
from washing (e.g., laundry, car washing bays) and from both controlled and uncontrolled
garbage disposal. Rinsing water from the local slaughterhouse and rubbish disposal from
Mpanga Market within the city are two additional sources of organic and inorganic (plastic)
waste. To take note, people who live close to the areas with greatest biological diversity are
often among the most disadvantaged economic wise and the poorest of the poor thus need to
monitor and guide their activities. (McNeely, 1993)

36
As a result, preserving and maintaining this river system is crucial in the fight to protect
natural heritage and biodiversity. Nonetheless, a concerted effort has been made to promote
awareness about the need of keeping River Mpanga and the town clean. The slogan is

"Keep Fort Portal tourism Clean." (K.V)

4.1.3 Sustainable Tourism Strategies through Socio-cultural Aspects

a) The Palace of the King in the City
The Tooro royal palace is one of Fort Portal's most stunning landmarks. The palace is
conspicuously located on Harukoto hill in the middle of Fort Portal city, providing a clear
and scenic perspective of the complete royal complex with its distinct architectural designs.
The Royal Palace is a cultural landmark for the people, and it complements the other tourist
attractions in Fort Portal Tourism City. The presence of the palace in the city was also
recognized as contributing to development, asserted by KVII

"People's cultural heritage has an impact on how they make decisions and react to
various development projects in their communities. If development projects fail to take
cultural factors into account, they may fall short of having the desired influence on target
groups. So, to preserve our natural heritage, we must be proud of our palace and urge
local tourist operators not to exploit it as it’s one of the city's key tourist attractions”.
The findings show that if the city's cultural heritage potential is preserved, it may play a key
role in poverty eradication and development. The palace earns money from tourist visits and
important cultural celebrations mainly; the Ekyooto Hampango Festival, Empaako Festival,
and World Tourism Day celebrations where tourism stakeholders do take part in showcasing
the culture and traditions, like songs, books telling stories, and history of Batooro people and
selling of handicrafts such as baskets, carpets, drums, decorations.

b) Innovative Social Practices

The findings show that there are creative methods targeted at promoting social-cultural
aspects of the city considering the insights in adopting more sustainable practices in the Fort
portal city. These best practices show how SMEs have been able to make changes in their
operations, develop new approaches, and introduce new visions or initiatives that have
proven (or aimed) to make their tourism businesses more sustainable. Using the examples of
Kabarole Tours & Travel, they have been able to create innovative products and services
that are more sustainable overall by using sustainability concepts at all stages of the business.

"We founded this company because we are passionate about environmentally friendly

37
 tourism. We saw that guests were sleeping in city hotels and then departing the next
morning for activities in Queen Elizabeth National Park. We decided to get boda
boda bikes to easily transport them around while we educate them about our city
and other tourist attraction assets that we have because when they came, they would
tour around on foot and cover small areas”. (KVIII)
They underwent a sustainability transition that gives major potential to address marketing
and communication challenges, as well as unique opportunities for their firm to become
greener and more sustainable. They invested in a sustainable means of transportation (tour
and travel) to carry tourists around Fort Portal city, outside of the main tourist attractions.
Focus on sustainability in every aspect of their operations (transportation, service providers,
products, etc.), transporting tourists from routine tourist activities and other popular tourist
destinations; educate tourists about history, traditions, culture, and nature. According to
World Wildlife Fund, (2009) Tourism operators handle the day-to-day running of tourist
networks, they target market and make profits, this puts them in a unique position to
implement environmental management strategies like on recycling, energy conservation
measures. Tour operators and other intermediaries play a key role in raising this awareness,
as well as promoting sustainability on site. Promotion and marketing of tourism products is
however needed, sustainable tourism requires close collaboration between community,
private and public sectors. From the view of economics, recreational landscapes are common
goods supported by multi-functional ecosystems and therefore cooperation between different
stakeholders is so important.
9)Capacity-building for environmental awareness
According to most respondents, MoTWA is supporting capacity-building activities to enhance
the abilities of industry participants and actors. The city's Head of Tourism Department
indicated that one of the methods to achieve sustainable tourism in the city is through rigorous
capacity building. Most respondents agreed that strengthening the capacity of major players in
tourism has the potential to increase awareness among city residents as well as potential tourists
from outside the city on two fronts: first, it will result in improved environmental conservation,
which is critical given the abundance of biodiversity in the city.

Secondly, capacity building will provide tour operators and guides with the best practices
for providing services to visitors to the city's many attractions. Capacity building is now
carried out through training facilitated by city officials, subject matter experts, and the
private sector, according to the respondents. The tour operators also stated that there are still

38
a lot of suspicions and a lack of understanding of the goal, technique, and potential of
sustainable tourism. As a result, as stated in the following statement, altering this mindset,
particularly among tour operators and community members, is critically on the outskirts.

"We are doing everything we can to raise awareness among community members
about the value of the environment so that people do not intrude on natural
resources that have the potential to generate tourism money." For example, the
community had encroached for roughly 52 craters on the Rwamukira River, but
now we've started talking to the encroachers, and they're leaving without being
rewarded by the government" (K.I)
It was also stated that environmental awareness was primarily focused on waste
management, reuse of waste resources (for example, sorting waste for reusable
materials such as plastic containers and metals, which are sold to scrap material dealers
for recycling), and immediate recycling materials, such as abattoir wash water and
spent diesel oil from mechanical workshops and garages. According to respondents,
the emphasis in the message was on organizing tree-planting days at schools and in the
city center, avoiding littering plastic waste in the city's various divisions and wards,
and ensuring that municipal skips are placed in convenient locations, particularly near
large-scale waste-producing units.

d) Encouraging investment in environmentally friendly tourism

Tourists, as in other tourist areas, are quite demanding and demand a long list of goods and
services that must be easily available for a traditional service. The answers showed that tourists
visiting Fort Portal city will demand travel agents, transportation, lodging, catering, and
entertainment services, among other things, based on this offer. According to interviewed
policymakers, to address these competing goals, Fort Portal City Council and the Ugandan
government have worked together to create a free environment for the private sector by
rewarding them with environmentally friendly housing options. As a result, several
environmental tourist lodges have been built. This article emphasizes the commitment of the
city of Fort Portal and the government of Uganda through public awareness of the need for
sustainability in tourism seen slowly but steadily shifting demand towards destination and
tourism entrepreneurs that embrace sustainable tourism practices. Change can also be noted in
supply, both from responsible investors as well as from more responsible governments. (World
Wildlife Fund 2009)

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4.1.4 Sustainable Tourism in the face of Covid-19
Concerning sustainable tourism in the face of Covid-19, this question was asked, “How can
sustainable tourism be supported in the face of Covid-19?” This has been a question that has
worried the minds of tourism players in Uganda and throughout the world in the face of Covid-
19. Indeed, the WTTC and UNWTO assessments (2020) have stated that COVID-19 has a
negative influence on the tourism industry. The World Tourism Organization (WTTC)
predicted a 41% to 73% reduction in foreign tourist arrivals in 2020 June. (Ahebwa & English,
2021) The report demonstrates how Following the restoration of some travel restrictions in the
European market in August, it appeared to be tilting toward the worst-case scenario. They
anticipated a 73% drop in international visitor trips to Africa in 2020 November. However, in
Fort Portal city Covid 19 promoted tourism, visitors who could not move out of the country
used the opportunity to visit Fort Portal city. From the study findings,

“Positively, Covid19 has promoted domestic tourism, negatively most stakeholders are
not into domestic tourism. Flexibility is lacking when considering the cost benefit analysis some
people charge a lot of money from tourists, some prefer foreign tourists and not much need of
domestic tourists no cost benefits. A big problem with business arrangement with some
stakeholders like who are not appreciating local tourists and be flexible. Domestic tourism is
more sustainable we need to promote it, international tourism requires its status and standards
as well, but Covid 19 has really taught us how to balance business”. (K.I)
Furthermore, UNWTO assessments (2020) expected that there would be some recovery in
the months after the first wave of illnesses, but this trend ended with the second wave of
illnesses. Traveling within Europe was greatest from August to October. In October,
international travel was 88 percent lower than a year before. Even while company confidence
had returned to pre-COVID levels, consumer confidence remained low. At the end of
November, forward bookings in the EU for the busy Christmas season were 80% lower than
the previous year. Even though none of these big organizations have updated their forecasts
for tourism in Sub-Saharan Africa, it will be one of the last sectors to recover. For starters,
it is primarily reliant on international tourists. Second, most of these guests must travel long
distances and make frequent stops. Third, the destination countries are among the poorest in
the world, raising consumer concerns about medical care quality, which may or may not be
legitimate.

Fortunately, the number of COVID-19 cases in Sub-Saharan Africa remains low in

comparison to the rest of the world (ibid). This will be of little comfort if the numbers
continue to rise, and no vaccination is available. The government of Uganda’s efforts to
prevent the tourism industry from collapsing proposed a need to implement quick response

40
strategies, for instance, the Covid 19 SOPs, (Standard Operation Procedures) where both
government and private sector were required to take part, then need for funding to support
the sector was also another plan of a tourism investment fund to help tourism stakeholders
have access to quick finances and loans from banks. The funds were in support of the
registered stakeholders under Uganda Tourism Associations.

During Covid 19 the government emphasized the public to create awareness of tourism
developments of the destination, this would create safety for the country and the tourism
industry if well marketed and promoted, especially through social media channels and support
of local tourism, also the creation of market intelligence frameworks for better and future
decision making if the status and trends are well monitored.

4.1.5 Post Covid 19 Strategies

The tourism sector is one of the well-known important sectors of Uganda’s economy, and
thus for its growth in post Covid 19 there is a need to sustainably protect its tourism
resources, however, the government has embarked on the following strategies, especially on
resources like wildlife, cultural and heritage Conservation.

According to Ahebwa and English, (2021) in the report of Covid 19, the government’s plans
were as follows; (1) to secure that the biodiversity and cultural diversity is well sustained and
upgraded. (2) Promotion of wildlife, restoring destroyed sites and important cultural
monuments. For example, the Karambi tombs in Fort Portal city, (3) Minimize and monitor
poaching, plus remove unwanted animal species in national parks (4) minimize the negative
impact of oil development projects, especially on Murchison Falls National Park (5) improving
on the wildlife conservation programs and address on issues of communities around the
protected area. Also, government’s interventions in improving infrastructure, especially on
roads connecting to national parks, and setting up regional museums, especially in areas like
Fort Portal, Arua would enhance product development and diversification of the tourism
industry through human resource development in training and upgrading of the skills,
especially for stakeholders and employees in the tourism value chain.

Implementing sustainable tourism strategies and policies in Fort Portal City through sustainable
infrastructure development encourages innovative small-scale business activities. To address
the needs of niche and expanding travel markets, unique goods, and specialized services, such
as transportation, lodging, travel, and supporting services, are in demand (e.g., adventure,
health, and wellness, creative and sports tourism). When small and medium enterprises (SMEs)
41
respond to opportunities to meet the specific needs of travelers, the cumulative effect on local
communities and economies can be significant, especially since SMEs account for around 85
percent of those enterprises that play a major role in the delivery of tourism services in Uganda
(e.g., accommodation and food services, travel agencies, and tour operators), compared to
roughly two-thirds in the overall economy

Second, enhanced infrastructure is important not only for attracting tourists but also for
increasing the local population's quality of life. It also encourages the equitable distribution of
socio-economic gains associated with tourism expenses (e.g., revenues, jobs) and relationships
with local citizens (e.g., cultural heritage diffusion and maintenance, new language skills)

4. 1. 6 Discussion on the tourism strategies and policies

As the tourism sectors evolves, the focus on sustainability is ever increasing, and as such,
the strategies deliberated by stake holders must be able to ensure sustainability. For this
reason, the researcher adapted a conceptual framework from White et al. (2006) and
Sanagustín et al. (2011) who analyses sustainability in the tourism sector from the lens of
social, economic, and environmental sustainability. The study findings revealed existence of
strategies and policies that have components of social, economic, and environmental
sustainability. The strategies identified as discussed below can be categorized as follows.

42

Figure 4 Components of Sustainable Tourism
Strategies and Policies
Environmentally sustainable strategies
• Maintaining sites
• Organic crop and animal production
• Eco tourism support
• Heritage and Biodiversity

Social strategies
Sustainable • Cultural sites like king’s palace,
tourism strategies and traditional sites

Economic strategies
• Infrastructure development
• Employment and skilling
community members

Evidence show that Uganda’s tourism strategies cover the tree aspects of sustainable
development. A further analysis indicates that the strategies relate a lot with the strong
sustainability model of tourism development. This is a model suggested by Giddings 2002
and proposes strong sustainability, with a focus on systems, which are presented and
weighted based on their perceived contribution to sustainable tourism development as
illustrated below

Figure 5 Strong Sustainability Model

According to Grinding’s 2002 Strong
sustainability model, the bigger the circle, the
more important an aspect is to create
sustainable tourism. As such, the major aspect
is Nature, followed by society and then by the
Economy.
A review of the strategies below shows that
Uganda’s sector follows this trend by having
most interventions focused on nature
conservation, followed by aspects of social
tourism promotion and then economic
sustainability measures.

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4.2 Challenges Faced by Stakeholders in Developing Sustainable Tourism
Wildlife is the primary source of tourism in Uganda, followed by other attractions such as
the terrain, climate, people and culture, and popular events. Murchison Falls National Park,
Queen Elizabeth National Park, Bwindi Impenetrable Forest National Park, Mgahinga
National Park, Kibale National Park, Lake Mburo National Park, Kidepo Valley National
Park, Rwenzori Mountains National Park, Semuliki National Park, Mount Elgon National
Park, Pian Upe Wildlife Reserve, and Budongo Forest National Park are among the many
national parks and wildlife reserves in Uganda. With such a diverse range of rich protected
areas in Uganda, the tourism industry is projected to grow and become one of the country's
most important industries. Despite of all these resources, according to Safari Travels, (2021),
Uganda's tourism industry faces several challenges, all of which have contributed to the
industry's poor growth. These issues are numerous and impact tourism growth in a variety
of ways and cuts across the whole country. Given the variety of tourist attractions in Fort
Portal tourism city, the tourism industry is still underdeveloped, and the following are the
challenges from the study findings.

4.2.1 The absence of marketing

This is still a major hindrance to Uganda's tourism growth and development. Uganda has many
distinct attractions, but for a long time, the rest of the world was unaware of its treasure. Even
though most of the roads leading to tourist spots are motorable, the infrastructure for the
attractions remains underdeveloped, according to a report by the Uganda Tourism Board,
(2021) K.XIV confirmed that “We have a challenge of less marketing government needs to do
a lot on this, government should inject in more money in tourism and marketing”.

In previous years, reports show that Uganda’s tourism has been set back by the less support
from the government, less enabling environment and with little participation and
engagements by the community, however one of the objective policies supports the increase
of tourist activities and with strategy of reducing poverty among the community members.
(Uganda Tourism Policy, 2003) and developing of the new marketing strategies not only in
Fort Portal city as well as in other newly created cities. Muluneh et al., (2022) argues that
destinations are facing several challenges in marketing their tourism potentials and one of
them is the image challenges, image is something hard to regain. Tourists enjoy places with

44
entertainment during their trip even at amusement parks, museums, and other cultural sites,
therefore the need to design proper marketing strategy that makes a destination competitive.

The negative image by tourists can be disastrous for the destination (Gursoy,2011) and can
affect its growth, for example wars and threats technological progress, change in tourism
markets and structures, climate change and related diseases naming Covid 19 have given rise
to crisis that is mostly likely to influence destination marketing. (Minor 2019)

4.2.2 Bureaucratic Tendencies

Many prerequisites for starting a tourism business, according to respondents, are linked with
tiresome bureaucratic tendencies. They stated that many decisions are made from the top-
down, with a great deal of bureaucracy involved. Within the extremely fragmented tourism
business, this produces a lack of coordination and cohesion. Thus, for the highly fragmented
tourism industry, the creation of coordination mechanisms across formal authorities, between
the public and private sectors, and among private firms is critical. In this regard, the findings
revealed that most tourism business owners are not active in the planning process to
understand what must be done to generate products and places that are in line with the
policies in place. Furthermore, as the study revealed, KXIII narrated that,

"The approval processes of local officials are opaque, and I was blackmailed for two
years by leaders who wanted to demolish my forest for a 5-star hotel." So, this
demotivated me a lot since there were powerful people involved who, I believe, wanted
me out of the company."
During the interviews, it was also discovered that there are various bureaucratic impediments
to giving support that was experienced during the establishment stage relating to key
institutions. It was established that businesses seeking financial resources through bank loans
have met bureaucratic hurdles relating to banks.
“We made a project in the city to receive support and there we realized this point:
If you do not do a 10-25 million budget project for the development agency, it is
not worth the efforts, transport, energy, document preparation and bringing a
letter of guarantee all of which you need there”. (KII)
The excerpts above plainly illustrate those actors in Fort Portal city's tourism face significant
bureaucratic hurdles. This conclusion sheds light on the lack of participation of all
stakeholders in the planning process to understand what needs to be done to generate

45
products and locations that are in line with the policies in place. Furthermore, the study
discovered that there is "bureaucratic jealousy" among tourist stakeholders and officials. The
relevance of the decision-making process in the sustainable management of tourist
development, as well as the use of the typology of community decision-making, are variables
that must be considered for effective sustainable tourism implementation, as shown above.

Along the tourist value chain, stakeholder participation in decision-making must be

considered. Thus, for the highly fragmented tourism industry, the creation of coordination
mechanisms across formal authorities, between the public and private sectors, and among
private firms is critical. If sustainable tourist development is to be completely achieved, the
mistakes contributing to organizational setback in Fort Portal must be addressed as soon as
possible.

4.2.3 Lack of Monitoring

The findings indicate that monitoring tourism enterprises for their conformity to agreed
guidelines is challenging on the side of regulators. This results in mushrooming of low-quality
products in the sector. According to respondents, the reason for the lack of adequate monitoring
is the budget.

“It is difficult to do monitoring because some of these practices come with a cost,
especially to the stakeholders” (KIX).
Monitoring tour operators has become challenging given that they have long been perceived
as the weakest link in sustainable tourism promotions, often claiming that they do not have
direct impacts outside their operations, and instead of that it is their suppliers who are
responsible for the impacts and therefore require strict monitoring by government agencies.
Tour operators have also claimed that they are market-driven organizations that only respond
to sustainability requirements when there is a competitive advantage linked to them.

“Government has tourism Act and plan to zone certain areas for tourism and
conservation, they don’t go to monitor sites, no help in product development and
marketing, things are centralized in Kampala, but products are here. Uganda
Tourism Board should have a branch here because they don’t have products in
their offices” (KVIII).
4.2.4 Communication and Marketing
The research revealed that one of the biggest obstacles for sustainable tourism enterprises in
Fort Portal city is getting communication and marketing right. Telling people what you do

46
and how you do it without making misleading claims, green washing is an art in and of itself,
according to respondents. It necessitates storytelling abilities as well as an understanding of
how to express your business sustainably through that story. Because being "sustainable" is
an internal, and managerial idea, it may sell well in business-to-business communications
and negotiations, but it isn't well suited to talking with visitors or guests and this is what one
of the responses had to say:

"In fact, as an entrepreneur, your story can become just as significant as the products
you sell." You want to be seen as genuine, not as a game spoiler or an environmental
activist. You'll want to motivate rather than preach. "It's a juggling act” (KX).
It is against this backdrop that most tour company respondents believe that marketing and
selling sustainable products is not difficult in theory if a suitable marketing message is used.
However, in practice, promoting and selling sustainability can be a challenge for several
businesses. It's a question of money, time, and knowledge. Selling sustainable trips is
difficult, according to tour operators, especially for small businesses that lack the resources
to do so. Sustainable or "green" tourism is considered a niche market. Some guests are
interested in it, but the main question is whether they are willing to pay for it. Some specific
tools to promote a destination includes social media such as Facebook and YouTube (Scott,
2010) websites (Lynn, 2013) and referrals. Identifying the main sources of information
tourist consuming is important as it helps to use proper promotional tools of a destination.

It's a challenge to provide clear and effective communication while also ensuring that
customers understand the importance of sustainability. The limited media in the region has
limited the operation in a sustainable way, for insistence Fort Portal city still lacks authorized
Television Stations to streamline and expose the tourist potential and stakeholders within the
city. The strategy remains a challenge to the Destination Management Organization (DMO)
in its efforts to of making Fort Portal be known internationally and worldwide as the best
tourist destination.

4.2.5 Funding challenge

The findings show that many of the tour operators who have invested in sustainable
development show the 'step-by-step' approach as the best option. The results show that they
have taken a small investment and kept their savings, equity, or resources within. Not many
have used bank loans or state subsidies in their investments like solar panels, waste and water
cleaning, and green energy. Many tour operators have said that the main motivation for these

47
investment decisions is an opportunity to save money. Sustainability is often seen as a
positive effect. When investing in sustainability, it is mainly a calculation and constant
balancing between costs and revenues, and between what a business is committed to and
what it wants to do. Hotels invest to improve their supply chains, not so much in green
buildings and go green strategy as these are very expensive.

According to the findings, the banks are reported to be conservative and not very open to
innovations from tourism entrepreneurs. Strict banking rules make it impossible for larger
companies to try new investments. The problem is not so much the cost of the loans but more
the set of conditions that need to be met which makes the already established tour companies
experience difficulties in attracting private investors. They perceive investors as not always
ready or able to understand the ideas behind innovative business models or sustainable
transformations in tourism.

4.2.6 Lack of infrastructure

According to the findings, even if entrepreneurs have the knowledge, skills, and energy to
implement sustainability solutions at their business or destination sites, they might find
themselves slowed down by a lack of facilities and infrastructure. A classic example
mentioned by a respondent from the NEMA office is recycling. Given that Fort Portal city
has no recycling facilities, then business owners who want to recycle as part of their
sustainability strategy will find it hard to succeed.

“We have a problem of plastic litter around the city which compromises our green
campaign. Our garbage is mixed up with all sorts of items including plastics which
harm the environment. Secondly, garbage collection disposal is far and garbage
management needs to be improved but now most of them were removed due to
road construction. We don’t have recycling systems whereby we can harness the
plastics into other items that can be resold.” (KXIII)

The above quote shows that despite the undeniable importance of a sustainable tourism
strategy, a lack of investment in infrastructure for sustainable tourism performance has been
identified. Nevertheless, also the size of the establishment affects commitment to sustainable
development given that not only recycling plants were not existing but also hotels and
restaurants that conform to eco-tourism aspects.

48
4.2.7 Planning challenge
The study enabled the identification of planning tools, such as the national development plan
111 on sustainable tourism and the Uganda Tourism Board strategic plan. These operation
plans were discovered to be in use at the Fort Portal district tourism bureau. On the other
side, it was discovered that these operational strategies do not prioritize tourism
development. This conclusion could be attributable to a breakdown in communication
between the district and the Uganda Tourism Board.

Although Uganda Tourism Board plans (2021) include the community conservation, park
protection, environment conservation as well as tourism development for the socio-economy
of the region, this research revealed that there are obstacles that hinder proper planning
process and components. Chief among these obstacles include a lack of coherence between
government institutions and the local community which results from poor consultation and
involvement of all stakeholders in the planning cycles.

The Uganda Tourism Board includes service to the tourism development, but the district plan
does not include tourism development in its priorities. The absence of long-term planning
tools like the strategic plan at the district and NGOs level and local communities constitutes
a huge hindrance to the sustainable development of tourism.

Fort Portal city plan includes in their plans, the community development, environment
management, the park protection, and support also the community tourism businesses around
Rwenzori national park. Although, in its National Development Plan III (NPA, 2020) the
government recommended several interventions for the sector's development, including
developing and reviewing all policies, establishing a legal and regulatory framework for the
sector, and increasing tourism's contribution to GDP and employment. (National Planning
Authority, 2020). These actions are broad, and they don't consider other government priorities
like poverty reduction and inclusive growth. The inputs also remain mute on the role those
various stakeholders will play in the growth of the sector.

Despite the lack of knowledge of the value chain, incorporating government priorities and
stakeholders' roles into the tourism plan will boost the sector's success. The requirement for
economic and social upgrading would have been eased if stakeholders' roles and objectives
were clearly defined in the tourism plan monitoring. (Mwaura & Ssekitoleko, 2012) Despite

49
the destinations efforts on its plans and strategies, poverty is still a challenge with urban poor,
the sector is failing to alleviate poverty and to generate economic transformation, with the
recurring issues, on Uganda’s tourism development, thus a step needs to be taken to ensure that
tourism contributes highly and positively to the Uganda’s Vision plan of 2040. (Katongole,
2018).
According to this assessment, many roads going to national parks are insufficient, bumpy, and
badly maintained. It goes on to add that most of these paths become unusable during the rainy
season, preventing tourists from participating in certain activities. Uganda's tourism service
performance is still rated insufficient when compared to other African safari destinations.
Visitors who were unsatisfied with the country's services will not recommend it to others, and
it will give potential tourists an unfavorable opinion of the country, encouraging them to pick
other destinations. Uganda is up against some formidable challenges (Plan, 2021).

4.2.8 Discussion on the challenges

From the above findings, we can discern that government will, collaboration and Covid 19 form
the core as root causes of the challenges affecting sustainable tourism implementation in
Uganda.

Government will can be distinguished into; a) policy formulation, b) Awareness creation and
c) policy enforcement. From the findings on strategies, it can be clearly argued that whereas
government was spot on in policy formulation, covering extensively the various sustainable
tourism aspects, it is failing in terms of awareness creation and enforcement. This helps to
explain the discrepancy between the Local and national planning regarding tourism
development in destination areas like Fort Portal. Mwaura & Ssekitoleko, (2012) argues that a
good policy in the shelves is as good as no policy at all.

This comes true in context of Uganda because of low awareness of the tourism policy, including
among the tour operators and local leaders. This means the stakeholders continue to operate
random strategies for their own interests other than the general industry and country benefit,
hence adversely impacting on sustainable tourism development.

Furthermore, an acute failure at enforcement is also a government’s issue, even though it can
be blamed on secondary caused like corruption and bureaucracy. In this failure, the government
is exhibiting a weakness and a sense of not being in charge, which gives the tour operators and

50
local authority an avenue to implement interests that may sometimes be contradictory to
national policy.

Collaboration between stakeholders is also affecting the implementation of sustainable tourism.

The findings indicate very few platforms for shared learning and discussion of policy and
strategy among central and local government authority, as well as private tour operators and
investors. Challenges like funding and infrastructure would be better addressed for example
through public private partnerships, which are inadequate now. Partnerships start with as
commitment to interaction and discussion through seminars, conferences and meetings that are
well planned, participatory, and regular for all stakeholders. Without collaboration, the
challenges of funding, quality and others will continue due to lack of synergy among
stakeholders and standards of services respectively.

Finally, the Covid 19 issue still lingers on and was found to be affecting sustainable tourism
development. However, the robust strategy to eliminate Covid 19 in Uganda has been key in
addressing the challenge. From the findings, it can be argued that the country is learning
effectively how to live with and manage Covid 19, making it safer for tourists to travel to
Uganda. In the long run, Covid 19 will not be a big challenge to tourism in Uganda and as such,
with improved strategy and service improvement, tourism may be able to blossom. 5.

51
5. SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS.

This is the last chapter of the study, and it shows the summary of findings, major conclusions
drawn by the study findings, and recommendations that can be used to ensure development of
Sustainable tourism cities and tourism sector in Uganda.

5.1 Summary of the Findings

a) Implementation of Sustainable Tourism Strategies and Policies in Fort Portal City.

Stakeholder interviews and field visits demonstrated that, in today's world, cities like Fort
Portal must play a significant role in tackling environmental issues. As such, they are centers
of innovation, efficiency, investment, and productivity and a significant contributor to climate
change. If a tourist city like Fort Portal is to be sustainable, the solutions to sustainable
development and global climate should be prioritized, incidentally, the leadership of Fort Portal
is still far below hitting this mark. Unless they have prioritized sustainability, realizing it in the
tourism sector may not be possible. This has been noted in other destinations and governments
that have taken steps in prioritizing sustainability, thus it has been difficult to recognize the set
frameworks at a practical level.
Sustainability can be achieved if the existing serious problems are given attention. Most good
policy formulation requires considerable research and input from within the tourism industry
rather than attending and concentrating on minor new developments, there should be a better
approach to addressing and integrating tourism policies since most good policy formulation
requires considerable research and input from those implementing policy at the grassroots as
well as creating much awareness for efficient policy implementation of sustainable tourism.
Benchmarking on other environments both near and far, managers campaigns, and projects to
achieve the sustainable development regions, cities and rural areas should be underlined in
many policy documents about the development of Fort Portal city. At present, tourism
stakeholders are implementing a few sustainable strategies and policies by investing in long
term infrastructure and creating long-term job opportunities. This should be a matter of urgency
and concern to the leadership of the city given the fact that sustainable tourism is a significant
source of employment, particularly for low-skilled and semi-skilled workers. The city's
sustainable tourist activities have been boosted because of its infrastructure development,
offering significant potential for young people to be employed and thereby enhancing local
household income.

52
As stated previously and in numerous Sustainable Growth Goals, the tourist industry is
expected to contribute to economic and social development. Goal 8 says it will establish and
implement policies to promote sustainable tourism that creates jobs and promotes local
culture and goods by 2030; Goal 12 says it will ensure sustainable consumption and
production patterns, and Goal 14 says it will promote tourism. Fort Portal's tourist businesses
are often regarded as making a substantial contribution in terms of these objectives.
Stakeholders in cities are encouraged to practice sustainability in their daily operations, for
example, as one of the aims of strategic planning (Nyerere et al., 2020).

According to my observation, if tourism in Fort Portal City is to be sustainable, efforts to

protect the natural, environmental, and cultural heritage, the preservation of social and
cultural values, the promotion of residents’ quality of life, the economic development must
be defined and duly implemented by the strategic plans and thus stakeholders should as well
be given opportunity to take part during the policy making process this in turn will benefit
the destination that is built on the strong foundation in relation to sustainable tourism policies.

b) Challenges Faced by Stakeholders in Developing Sustainable Tourism

It was reported that players in Fort Portal city’s tourism face a variety of concerns, including
challenges among tourism stakeholders in building sustainable tourism sectors, with references
to challenges that are being encountered by stakeholders including both private and public
sector issues. Majorly, the political power struggles within the policy process, has greatly
increased challenges of implementing tourism policy at all levels.

Unnecessary bureaucratic tendencies, lack of monitoring, communication, and marketing,

funding, lack of infrastructure, maintaining competitive advantage, maintaining a negative
mindset, confusing and unfriendly policies, and corruption were among the difficulties cited by
respondents. Some profitable tourist efforts in the city have been put on hold because of these
roadblocks. For example (Tukamushaba & Okech, 2011) noted Uganda’s tourism policy has
been much affected by inadequacies mainly in the enabling environment, low government
commitment to the industry.

These challenges have been reported elsewhere for example, Maxim (2015) adds to the
complexity by emphasizing that cities are inhabited by people with a wide range of aspirations
and interests, which can sometimes conflict with proponents of tourism growth. Following the

53
findings, Fort Portal city's challenges are typical of a fragmented tourism business, which is
further aggravated by the city's multi-functionality, making tourism exceedingly complex.

Fort Portal, for example, has worked hard to implement regulations and activities that would
promote long-term tourism. Furthermore, the policies are wide and do not provide context for
long-term tourism. As a result, poor policy frameworks have continued to suffocate the tourism
sector and, in my thinking, ought to be revised for the better. This study agrees with Scott and
Cooper (2010), who stated that many communities lack dedicated tourism regulations. The
problem of a lack of distinct policies is exacerbated when they are copied and pasted from other
countries, resulting in overbearing policies. This is especially true in Uganda, where most
policies are based on European principles.

This study discovered a lack of monitoring of tourism activities. While the study ascribed poor
monitoring to diverse perceptions of what defines sustainable tourism, investigations in other
locations have attributed poor monitoring to different conceptions of what constitutes
sustainable tourists. Jonathan (2016), for example, stated that sustainable tourism practices
have yet to be standardized among cities and are seen differently by various stakeholders.
Because of the disparity between the ideals of sustainable tourism and the realities of the
industry, and implementation gap or deficit has developed (Hall, 2011). As a result, there are
few defined standards on which to measure sustainable tourism operations carried out by many
actors in different cities across the world.

Inadequate funding for long-term tourism in Fort Portal has also been a major issue. This
problem has resulted in inadequate destination marketing and a lack of standardized
infrastructure to assist destination management. The trio has had a significant impact on
sustainable tourist development activities such as waste recycling, which necessitates
incinerators, particularly for dangerous medical waste. This conclusion supports Hall and
Barret's (2012) assertion that metropolitan regions encounter a wide range of issues and
challenges.

The findings show that bureaucratic tendencies and policy execution are also hampered by
top-down service delivery, even though tourism does not have a "top-down" structure.
Policymakers have been forced to reconsider their approaches to the role of Destination
Marketing Organizations (DMOs) because of this realization (UNWTO, 1997). This
complexity is eye-opening, and it echoes Lalicic & Önder, (2018) recommendation that these
concerns be addressed together to facilitate the seamless flow and sharing of tourist

54
information. Target marketers must work to address these challenges in a way that cannot
negatively impact marketing activities. The image problem, the proper use of technology and
confronting competitors, refraining from setting unrealistic expectations are some of the
efforts that can be made to minimize the challenges of marketing work.

Tourist destination need to work hard to build positive image by providing best experience
and keeping the security of the destination. Provision of year-round tourism experience with
reasonable price. Tourism facilities/service that fits both genders and culture is also
important to be prioritized by tourists.

5.2 Conclusions
Based on the investigation's results, the following conclusions have been drawn.

Optimal use of environmental resources, protection of critical ecological processes, and

natural asset and biodiversity, meeting the needs of host communities and infrastructural
development, are three key attributes that have the capacity to lead to sustainable tourism
development.
There is a dearth of understanding among tourist stakeholders when it comes to sustainable
tourism policies. Even though there are several rules at the national level, many tourist
stakeholders had an insufficient grasp of sustainable tourism policies because they were
unaware of any policy that governed their operations. As a result, sustainable policies and
standards at the district level are required, which are often acceptable and straightforward to
implement.
To establish sustainable tourism sectors, tourism stakeholders must address several issues,
all of which require attention from both the public and private sectors. Communication and
marketing, money, infrastructure, and retaining a competitive advantage challenge. Despite
the existence of numerous national standards, most tourism stakeholders lack a basic
understanding of sustainable tourism legislation since they were unaware of any policy that
governed their operations. To build sustainable tourism, it is vital to increase public
awareness of tourism policy at the municipal level and a close coordination of the tourism
policies with other sectors, for insistence housing, taxation, environmental conservation and
protection, resource management and taxation.

As a result of policy implementation issues and low individual policy adherence, Uganda's
efforts to construct sustainable tourism cities to increase the economy and alleviate poverty
may be in vain. Following the identification of these constraints, more good measures to

55
facilitate the development of sustainable tourism cities, particularly Fort Portal are required.
Furthermore, even though Fort Portal has significant tourism resources, if the problems are
not remedied, the people of Fort Portal may continue to live in poverty, with those who are
close to breaking even also falling into poverty. Sustainable tourism, on the other hand, aims
to improve inhabitants' quality of life by maximizing local economic benefits, preserving
natural and built heritage, and providing recreational opportunities. Therefore, focus tourism
on poverty can help to unlock tourism opportunities and reduction of poverty especially if
poverty as a major issue is put into tourism agenda.

This study's conclusions cannot be applied to all locations, including Kampala, Uganda's
capital, which has had a monopoly status since the country's independence in 1962. Kampala
will serve as a paradigm for growth in this environment. This could serve as a model for
duplicating and distinguishing success stories (if any exist) in the new cities that opened in July
2022. Some of them are as follows: Lira, Arua, Masaka, Mbarara, Mbale, and Jinja have
previously been identified as tourist destinations through policy in this study.

5.3 Study Recommendations

If the tourism city of Fort Portal is to be sustained, development strategies must be devised
for each tourism site in the Tooro region, beginning with the Rwenzori national park
attractions. To develop new themes for further research, the Uganda Tourism Development
Board should share ideas and viewpoints with the business sector, particularly local tour
operators. The planning and development of the tourism sector should be participatory to
address the gap of a disconnect between what the national policy requires and what tourism
stakeholders at the grass root are doing. Public private partnership is also vital where the
state lacks in terms of expertise in policy development and dissemination.

The Uganda Tourism Development Board should ensure awareness and implementation of
the tourism plan, which already caters for optimal use of environmental resources, protection
of critical ecological processes, and natural asset and biodiversity, meeting the needs of host
communities and infrastructural development, the three key attributes that have the capacity
to lead to sustainable tourism development.
Finally, there is a need to enforce implementation of sustainable tourism strategies by
concerned authority. This can be done through periodical monitoring with fines and or other

56
retributions attached to failure to implement required standards. This will enhance the policy
implementation at local level. As a result of this holistic approach, tourism strategies should be
included in local, regional, national, and global policies.

57
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7.APPENDICES

Appendix 1: Key Informant Interview Guides

Ice breaker

❖ Let us begin with a general overview of the Tourism sector in the Tooro Sub-region.
We know that Covid 19 has affected all sectors of the economy, but tourism is
considered the hardest hit sector by Covid 19 outbreak. Would you please share with
me what the situation has been like before and during the pandemic? (Statistical
information regarding the number of tourists before and after the pandemic, tourist
operators and their management, coping mechanisms, overall revenue from tourism in
the region, and the current regulatory framework of tourism in the region.)
Technical personnel
• Based on your experience, how is tourism in this city developed so that it is sustainable?
What are the strengths of the city that can be used to develop tourism sustainably?
• Most small tourism businesses do not consider sustainable tourism development
necessary as they tend to focus on short-term benefits and have financial difficulties.
What efforts have you put in place to support sustainable tourism in this city? What
policies and frameworks are in place to enhance sustainable tourism in the city.
• In this city, what kinds of tourism are being developed with sustainable tourism in
mind? (Different ecotourism and community-based tourism activities available in the
city.)
• How do you follow up to see that stakeholders in the tourism sector are practicing or
have the willingness to practice sustainable tourism? What challenges are stakeholders
facing to practice sustainable tourism?

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 • How do you ensure that stakeholders use tourism practices in a way that preserves the
resources? Which resources are mainly targeted for preservation in a fort portal
tourism city?
• What obstacles do you face in ensuring that stakeholders implement practices for
sustainable tourism? How do they resist practices for tourism sustainability?
• In your opinion, what is the current understanding of stakeholders as regards the
application of sustainable tourism practices in this city?

Policy makers
• How would you describe the current state of the tourism industry in Tooro sub-region?
• Over the last decade most governments have come to recognize, the need for
sustainable tourism. What is your office doing to promote the sustainable development
of tourism in Fort Portal city?
• Do you feel there is a rise in new sustainable tourism ventures among the inhabitants
of Fort portal city? And who are the main participants?
• Since a good number of tourism operations consider sustainable tourism development
unnecessary as they tend to focus on short-term benefits, how far and with what
incentives are they encouraged and empowered to embrace sustainable tourism
development in this city?
• Tourists visit a destination when they are sure of the availability of some necessities
like accommodation, transport, and health services. Could you please explain the extent
to which these necessities in this city are potential promoters of sustainable urban
tourism in Fort Portal?
• Is there any legal framework guiding the operation of the tourism industry in the city?
If yes:
• Which?
• Why are they important?
• How stringently are they applied and respected by stakeholders in the industry?
• What are the risks/penalties involved if these laws are not respected?

Tourism Site Operators and managers.

• Have you ever heard about sustainable tourism? In your opinion, how should tourism
in this area be developed so that it can be sustainable?
• As a person on the tourism value chain, how do you ensure that all your tourism
activities are sustainable?
• How do you use tourism practices in a way that preserves the resources?
• In your opinion, what obstacles do most stakeholders in tourism face in ensuring that
they implement practices for sustainable tourism in this area? How do they resist
practices for tourism sustainability?
• What are the policies supporting sustainable tourism development in this city? Where
did you get the info about these policies?
• Are these policies more suitable and applicable? In which ways should these policies
be brought to the stakeholders in this city?

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