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Team effectiveness is often predicated by a group’s ability to communicate. However, the effect of stress response on communication success, particularly nonverbal engagement, and how this might affect team performance, is not clear; a “phenomenon” this study sought to explore.

This was an observational study in a cohort of professional rugby players. Participants gave presentations to their peers on two separate occasions during a “live-in” camp designed to have psychologically stressful elements. Presentations were video recorded and audience engagement was measured. Testosterone and cortisol were used as biomarkers of stress response, with a high testosterone–cortisol ratio considered positive. A team training session followed the presentations and participants were rated for training quality.

A small decline in testosterone was observed each day after waking. Conversely, cortisol rose after waking, with the rise being the highest on the first day. A decline in testosterone–cortisol ratio was also seen each day after waking; the decline was greatest on the first day. Presentation duration and audience engagement was greatest for the second presentation; when the testosterone-cortisol ratio decline and the cortisol increase after waking was smaller. Training quality was also better that day. Pooled data revealed a moderate inverse relationship and weak positive relationships for audience engagement with post-meeting cortisol and post-meeting testosterone–cortisol ratio, respectively. Training quality was related to testosterone and testosterone–cortisol ratio, but inversely related to cortisol.

This study suggests that in stressful conditions, as suggested by an awakening hormone response, communication and team performance could become compromised with reduced ability to engage with others.

To share knowledge with the public, stimulate further ideas for improvement of the project and to encourage other local government authorities to undertake similar projects, where appropriate.

The paper used library research to generate secondary data. It examined the processes that led to the formulation and implementation of plan dubbed “the Elmina 2015 Strategy” which aims at creating socially and ecologically sustainable urban environment while at the same time stimulating local economic development and preserving the cultural heritage through tourism.

Elmina has historic assets and a number of strengths and opportunities that could be utilised to enhance local economic development. These are being facilitated within the strategy of Elmina Cultural Heritage and Management Programme (ECHMP), which covers the principles of stakeholder participation, private sector initiative, public‐private partnership and effective urban management. The ECHMP recognises the interconnections between tourism and socio‐economic and ecological factors for sustainable development. The Strategy outlines the development path of the city in the next ten years. The ECHMP has successfully completed a number of planned projects while other projects are under implementation. Urban management must respect and incorporate human practices and actions of the local people into its professional approach to urban development. Empowering and participation of local and other partners in identifying and implementing the local development strategies is capable of improving local economy. Without local participation, sustainable strategy cannot be achieved.

The challenges facing the programme include inadequate local funds, slow response of some development partners, and poor attitudes of some citizens with regard to indiscriminate dumping of waste. Thus, further action is needed to deepen stakeholder participation, urban management and good governance for sustainable heritage development.

The paper strengthens existing information through the use of new arguments.