NSDP DISTRICT NSDP DISTRICT APPLICATION PROJECTAPPLICATION PROJECT

CAPE WINELANDS DISTRICTFEEDBACK TO PRESIDENCY

11/07/2007

CONTENTS

1. Key elements of the CWDM space economy2. Vision for the district area’s future development and

sustainable service delivery3. District Municipality:

– Institutionalising the shared understanding and intergovernmental priorities using the District IDP

– Planned actions to realise intergovernmental priorities, and short- to medium term stumbling blocks

4. Provincial Government: – Institutionalising the shared understanding and intergovernmental

priorities using the PGDS and Provincial planning mechanisms– Planned actions to realise intergovernmental priorities, and short- to

medium term stumbling blocks

5. Overall / long term policy issues to be addressed by National Government to facilitate intergovernmental priorities

1. Key Elements of CWDM Space Economy

1.1 The following key sectors or economic activities dominate the district economy?

• Agriculture, forestry and fishing (14.67%)• Manufacturing (primarily agri-based)(22.6%)• Services (including importantly tourism) (18%)• Wholesale, retail trade, catering and

accommodation (15.21%)• General Government services (11.2%)• Transport storage and communication (8%)

The existing economic development and future potential is concentrated mainly in five urban areas Stellenbosch, Franschhoek, Paarl, Worcester and Wellington and the surrounding hinterlands

High Economic Activities

Low Economic Activities

1.2 The most critical challenges / risks to sustainable service delivery and future development in the CWDM.

Growth • Skills

• Planning regulations

• Access to Markets

• Currency Volatility

• Climate Change

• Deteriorating Infrastructure

Sharing

Service Delivery

• Cost of land• Large consortiums• High barriers of entry• Lack of access to Capital

• infrastructure• Demands and expectation• Legacy• Skills

Social/ Cultural •Commitment to strengthening local government sphere

•Implementation of Provincial Farm Worker

Strategy and Rural Housing Policy

Human •Expanded Public Workers Programme•SETA’s and Learnerships

•Wolwekloof Learning Academy

 

PRO-POOR STRATEGY

SUSTAINABLE HUMAN

SETTLEMENTS

Development Strategy

Facilitates development through; skills development, LED, employment, technical support, education, social capital (health committees, community structures), sustainable land reform, infrastructure, SMME’s, physical capital (schools, basic services), e.g.

TO GRADUATE FROM POVERTY PEOPLE NEED HUMAN, SOCIAL AND PHYSICAL DEVELOPMENT

Vulnerability

People have no jobs, no food, no homes, crime levels raise. Illness due to HIV/AIDS.TB. Most people are reliable on grants and support from government to survive.

Human Security

Supply communities with human security such as human rights and income security, basic services, safety and security, security of tenure, houses, health care and facilitate access to other services.

1.3 Current strategies to address our needs;

2. Long Term Development Vision for Cape Winelands District Shared Vision: A community Growing, Sharing, Delivering and

Innovating Together.

Grow the economy through emphasis on the development of potential of the following key sectors:

• Agriculture – through expanding “niche” market agricultural production

• Extend the agri processing business and linkage back to “niche” markets

• Further development of he tourism sector with more strategic marketing and facilitation of multi activity and longer stay tourism

• Construction through developments within a framework that does not destroy the long term potential of the natural environment.

• Finance sector linked to the expanding economy of the district and as a service centre to Cape Town

2.1 What economic activities do we want to support?

Action/s

Improve the environment for sustaining existing and growing the economy in the District with particular emphasis on tourism, niche market agriculture, agri processing, and technology research.

Broaden the base of access to the economic activity and development through the strengthening of businesses to move from 2nd to 1st economy and through targeted skills development for people not eligible for tertiary education...

Integrated Infrastructure programme that balances the need for social needs infrastructure with necessary maintenance and new infrastructure to support economic development.

Development of skills training that can ensure district based population can increasingly fill skills gaps.

Strengthen the transport and other communication networks that link the better located areas with those with less potential.

2.3 Flagship Projects

Projects Description Resp.

N1 regional corridor Upgrading and tolling of parts of N1 SANRA and DTI

2010 Heritage Towns Possible base camps for 2010 teams in Stellenbosch and Drakenstein – expansion of Tourism infrastructure

SAFA - Boland

Wolwekloof Learning Academy

Training Institute for developing skills on sustainability and sports development

Prov Dept of Social Dev.

Integrated Infrastructure Prog.

To co-ordinate integrated infrastructural investment and development across the District.

District

Sector Based Incubator Programme

Development of BBEEE involvement in “niche” market activities District

QIDS Planned capital investment to upgrade rural schools in the District Dept of Education

Public Transport To tackle the disjuncture between over supply of taxis and the under use of transport in district by the large supply f tourists coming to area. Pilot in Stellenbosch to move tourists from large buses they use to come to district to use of mini buses for seeing the area. (Public Transport Tourism Project)

District

Inland Port Feasibility Study on the development of an Inland Port in the CWDM area.

District, PGWC, Port Authorities and SANRA.

3. Intergovernmental Strategies and Actions:

IG Priority Action/s Responsibilities

Alignment Mobilising necessary infrastructure financing and mode of allocation of existing funds that prevents effective prioritization across the District

PT,NT &District

Integrated Infrastructure Development Approach

Addressing the disjuncture between financing of new infrastructure and the resource base to finance maintenance and upgrading of existing infrastructure. Important for economic development.

PT & NT & District

Intergovernmental Alignment

Poor interaction with key sector departments including IDP and IIP priorities within Provincial budgeting processes.

DLG & H, District

Functions between district and local municipalities

Clarification of respective roles and responsibilities of District and Local municipalities in forwarding planning, strategy, budget prioritization and implementation.

DPLG, District

Shared Services Addressing critical capacity in some local municipalities to undertake necessary implementation within prioritization.

DPLG & District

IGR Develop integrated approach between District, Local Municipalities and Province on strategies around sustainable land use.

PGWC and District

Skills Development Proper focus for planning and implementing shorter term skills development for semi skills and artisan training. Not priority for Dept of Education and SETA’s not sufficiently responsive or focused.

SETA’s and District

4. Provincial RoleIG Priority Action/s Responsibilities

Budget Integration Integration of Priorities into LM and District IDP’s and linkage back to budgets.

Sector Departments

Budget Alignment Greater responsibility of Provincial and National Departments to configure Municipal IDP priorities within their budgeting process.

Key Sector Departments

Integrated Infrastructure Development

Linkage of District IIP to the Provincial infrastructure plan and linkage back into budgeting and available financing mechanisms.

Premiers Office and District MIG Task Team

Skills Development Programme Alignment

Greater alignment of short and medium term training, skills development needs with shortages within the economy and existing adult education levels.

Dept of E – District – Business Forums

Powers and Functions

Presidency in 2005 shifted the focus of government to districts, yet national departments and policy have not responded adequately across the board. There are selective areas of cooperation

DPLG, Presidency

Strategic Alignment Provincial departments like National departments have a closer alignment with their national line functions than with local and district municipalities. This means that planning, projects, programs, budgets are designed without spatial location in mind

DPLG, PGWC, Provincial Departments

5. Policy Issues and BlockagesLong Term / Policy Issues

Description Responsible Department

MIG Funding Quantum and formula for the allocation of infrastructure grants to ensure that it is possible to meet critical priorities within District.

DPLG, Presidency, Treasury, PGWC

Funding towards DM

Grant replacing the regional levies needs refining to ensure that it takes into account the trajectory of increase of levy collection rather than baseline.

Finance and Fiscal Commission, DPLG, PGWC

Powers and Functions

The powers and functions of Districts in relation to LM’s and province to strengthen their pivotal responsibility as key “nodal” points of planning and implementation.

DPLG, PGWC, Presidency DPLG

Financial Resource Allocations

The conflict between extending the roles and functions of districts without additional resource allocation has resulted in resource challenges to respond to the larger developmental role required of districts

DPLG, PGWC, Presidency

Working With You

Thank You

Cape Winelands District Municipality