INTEGRATED DEVELOPMENT
PLANNING ENGAGEMENT
CAPE WINELANDS DISTRICT
ALIGNMENT
26/09/2007
Introducing the Cape Winelands
Cape Winelands District Municipality (CWDM) is
situated in the central Western Cape.
Five Local Municipalities under CWDM’s jurisdiction
includes:
- Drakenstein Municipality
- Stellenbosch Municipality
- Witzenberg Municipality
- Breede Valley Municipality
- Breede River Winelands
Municipality
District Management Area (DMA)
Our Vision
• To create a safe, prosperous and
united Cape Winelands where all
its people enjoy high standards of
living.
Our Mission Statement
To ensure that the CWDM structures,
• co-operate towards the efficient,
• effective and sustainable use of all
• its resources to reduce poverty and
• stimulate regional economic growth
Background
Municipalities
DMA
Witzenberg
Total
Area
(km2) population
10 760
6500
2 851
83567
Density
(people/km 2)
Number of
households
.60
29.31
1939
20459
Drakenstein
1 538
194422
126.41
46266
Breede River
Winelands
Stellenbosch
3 334
81271
24.37
21215
811
117705
145.14
34844
Breede
Valley
CWDM
2 995
146029
48.76
35096
22 289
629494
28.24
159820
Projected Population Trends
•
•
•
•
•
•
Similar population profiles throughout district
Population 18 – 65 growing
In-migration into district – probably work seekers
Seasonal flows related to work demand
Some use district as stepping stone into City
Core and Regional settlements attracting
workers – expansion of informal settlements
Accelerated and Shared Growth
•
To reverse the atrocities of apartheid, the South African government is
committed to accelerate economic, leading to equity and social justice
•
To promote social inclusivity and economic emancipation, South Africa has
targeted to halve poverty by 2014,
•
According to ASGISA, by 2014 a 6% economic growth is envisaged
•
These developmental goals can be reached through strategic planning and
collaboration between the government and its partners (both locally and
internationally)
•
In the CWDM, programmes such as Local Economic Development (LED) are
aimed at promoting the marginalised communities.
Investing in the Future…
• Human resources: BEE, skills and training, a
people-centred approach to business
development
• Infrastructure: service, roads, electricity,
sanitation and communications
• Involvement: the Business community has
expressed a desire to be a central player in
developing the Cape Winelands
• Events: Conferences, tourism, the 2010 World
Cup and other events could act as catalysts for
development
Global Connections – Local Experience
• CWDM is cognisant of the global currents such as dynamic market
forces, globalism and a need for responsivity at local level
• Harnessing local and global linkages pivotal for a developmental
district municipality
•Consequently, the South African-Netherlands Chamber of
Commerce (SANEC) is a forum where the Cape Winelands can
reinforce its presence in the global market
•Through SANEC, existing and emerging businesses from both
countries can broaden their horizons, resulting in sustainable
development for all
• SANEC acts as a strategic space where information and
knowledge can be shared between Cape Winelands and the
Netherlands
CONTENTS (NSDP PILOT)
1.
2.
Key elements of the CWDM space economy
Vision for the district area’s future development and
sustainable service delivery
District Municipality:
3.
–
–
4.
Provincial Government:
–
–
5.
Institutionalising the shared understanding and intergovernmental
priorities using the District IDP
Planned actions to realise intergovernmental priorities, and short- to
medium term stumbling blocks
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
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
•
•
•
•
•
Sharing
Cost of land
• Large consortiums
• High barriers of entry
• Lack of access to Capital
•
Infrastructure
• Demands and expectation
• Legacy
• Skills
•
Service
Delivery
Planning regulations
Access to Markets
Currency Volatility
Climate Change
Deteriorating Infrastructure
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
1.3 Current strategies to address our needs;
PRO-POOR STRATEGY
Development Strategy
SUSTAINABLE
HUMAN
SETTLEMENTS
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.
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 To co-ordinate integrated infrastructural investment and
Prog.
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
Alignment
Action/s
Mobilising necessary infrastructure financing and mode of allocation
of existing funds that prevents effective prioritization across the
District
Responsibilities
PT,NT &District
Integrated Infrastructure Addressing the disjuncture between financing of new infrastructure
Development Approach 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 DPLG & District
necessary implementation within prioritization.
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 Role
IG 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 Blockages
Long 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
DPLG, PGWC,
and functions of districts without additional Presidency
resource allocation has resulted in
resource challenges to respond to the
larger developmental role required of
districts
Cape Winelands
District Municipality
Working With You
Thank You