Towards a Vision for Somerset West Town Centre
City of Cape Town
Urban Design Branch
November 2012
TOWARDS A VISION FOR THE HEART OF SOMERSET WEST
Background
With the backdrop of the majestic Helderberg Mountain range
and over 200 years of history, the town centre of Somerset West is
amongst the most unique and beautiful town centres in Cape Town.
It continues to be a-pulse with activity and is a destination for a wide
range of people who come to the town centre to shop, do business and
access public services and amenities. The development of Somerset
Mall on the outskirts of the town in the early 2000s the town centre
saw the diversion of shopping activities away from the town centre
and had a dampening effect on the level of economic activity within
Main Road. As the dust has now settled, Somerset West CBD can
take account of what has been happening over the past 10 years and
reposition itself to take advantage of the opportunities which present
themselves today and maximise on the qualities that make Somerset
West a special place to visit and do business.
There are a number of positive things going for the town centre. The
flight of retail from the town centre is not as pronounced as most
would have feared and some continue to talk about. The town centre
is still home for most of the national retail outlets and a range of shop
sizes provides affordable accommodation for small and emerging
enterprises. Its central location and abundance of car parking means
that it is still a convenient shopping destination for those who live
nearby.
The town centre is also multi-functional with a healthy mix of uses
including shops , offices, public institutions and facilities, flats, houses,
retirement homes and schools. This brings people to town for a variety
of purposes and keep it alive throughout the day.
To its benefit, Somerset West as a town has experienced rapid
residential growth. This growth has predominantly been in the high
to middle income housing sector with a number lower to medium
density security estates built to the west of the town centre in the
past 10 to 15 years. This situation is indeed welcomed as at least a
portion of the disposable income and retail spend will take place in
the town centre.
On the other end of the spectrum the town centre continues to
be an important destination for farming communities living in the
Winelands areas who come to the town centre on the weekend to
shop and access services and public amenities. As the quality of
public transport increased the potential of the town centre to serve a
larger catchment needs to be realised.
With public resources being directed to other parts of the city, the
need to strengthen the relationship between the City and local
business partners is so much more important. Now, and increasingly
in the future, it is critical to ensure that public and private initiatives
are integrated and that resources have the maximum impact when
they are invested in the area.
Towards a vision for the heart of Somerset
West
A strong and well formulated vision, which sets out where Somerset
West town centre is heading and what type of town it wants to be in
the future, can be a powerful vehicle for bringing role players together
and co-ordinating actions. The process of arriving at a vision needs to
be an inclusive and open process which is allowed to developed over
time and be informed by current trends and opportunities.
The City has therefore decided to embark on a visioning process and
this short report documents the outcomes of first two stages of the
visioning process.
The goals of the Vision
The objectives of the visioning process is:
•
To identify the shared concerns of all who live, work and use the
town centre;
•
To agree on a common direction or vision statement for the
town centre;
•
To create synergies, relationships and networks of communication
between key role players;
•
To align goals and projects; and
•
To identify where responsibilities lie and where these can be
shared.
3
The Visioning Process
Positives, Negatives and Opportunities
The intention from the outset of the visioning process was to start
with a small group of select stakeholders and later as momentum
builds and consensus is reached the participation can be broadened
to include the general public, such that the vision is structured and
there is progressive buy-in to the process. This must ultimately result
in collective ownership of the vision.
The following section outlines the positive qualities, negative aspects
and opportunities that participants saw in the town centre and which
were shared at the first two workshops. These are recorded below.
The first visioning workshop was held with a select group of
stakeholders at the Somerset West Council Chambers on August 20,
2012. Attending the workshop were: local councillors, local business
people, representatives of civic organisations (Helderberg Sakekamer,
Helderberg Renaissance and Chamber of Commerce), representatives
of the local taxi and informal traders associations, representatives
of the local residents associations, local architects, interested young
adults and council officials from various department.
The outcomes of this workshop was a Draft “Towards A vision for
Somerset West Town Centre” which was distributed to all attendees.
A second visioning workshop was held on October 9 2012 and the
same group of stakeholders was invited to provide input into the
document and discuss the vision and how to move forward with the
visioning process.
The first “Towards A vision for Somerset West Town Centre” document
has now been revised and will inform a third stakeholder workshop
where a wider group of interested parties will be invited to debate
and refine the vision and objectives, spatialise ideas and debate in
more detail character and identity of the town centre going forward.
Following this workshop the vision would undergo a broader public
participation process which could include a public exhibition.
It is important to note that these inputs, comments and ideas have
intentionally not been filtered and largely represent the thoughts and
aspirations of individuals and those of the group as was discussed at
the time. Where comments were unclear or ambiguous, assumptions
have been made with regards to their meaning and included.
Positive qualities:
The positive aspects of the town centre are noted as follows:
•
The town centre is close to the N2 and easy to access.
•
Somerset West has a strong and active civic society.
•
High level of access by car and public transport.
•
The close proximity of farmlands and rural countryside gives the
town centre a particular rural character.
•
Conveniently located parking just outside the main shopping
area off Caledon Street.
•
Large open spaces in the town centre perform the function of
green lungs.
•
•
The proximity of the river to the town centre is very positive.
There is a healthy mix of uses in the town centre including public
services, businesses and shops. The taxi rank brings activity and
a diversity of shoppers to the town centre.
•
The charming old bridge over the Lourens River contributes to
the identity of the place (but is hidden from view).
•
The arcades provide pleasant and convenient connections
between the car parks and Main Road.
•
The historic heart of the town is still intact and there is a cluster
of historic buildings on Main Road which contribute positively
to the character and identity of Somerset West. These include
Corner House, Standard Bank, Town Hall, Old Police Station,
Home affairs and Old Courthouse.
•
The sidewalks are nice and wide and the trees and avenues give
the centre a “nice feeling”.
•
Existing high quality, low density residential development close
to the town centre.
•
The buildings in the town centre are of a human scale.
•
Some of the best public schools in the country are located close
to the town centre.
•
The City hall is centrally located and very accessible.
4
TOWARDS A VISION FOR SOMERSET WEST TOWN CENTRE
POSITIVE QUALITIES
Conveniently
located
parking just outside the
main shopping area.
proximity of farmlands
and rural countryside
to the town centre
cluster of historic buildings (Corner
House, Standard Bank, Town Hall,
Old Police Station, Home affairs and
Old Courthouse
Ease of access from the
N2
Historic Centre is still
intact
and
requires
protection
Charming
bridge
The proximity of the Lourens river
old
Good link
5
Negative aspects:
The negative aspects picked up by the participants included:
6
•
Conservative views and perceptions are resistent to change and
limit the town centre in achieving its potential.
•
Illegal street trading is an issue as policing and enforcement
does not happen.
•
Bland, uninspiring buildings which are unsympathetic to the
historic context of the town.
•
Trading bays are not located where traders would like.
•
The existing soup kitchen serves an important social function but
it’s location in the town centre creates a number of challenges
for town centre management which has a negative impact on
peoples perceptions and experiences of the town.
•
Large, unattractive buildings which turn their backs on the river.
•
Crime is an issue in the town centre and areas which need
addressing include mugging, car theft and petty theft
(shoplifting).
The taxi routes do not serve the communities travel needs
adequately. Taxi’s operating off route are reported when there
is obvious need to a service (Route to the hospital identified
as one route). there is need to reevaluate the taxi routes in the
Helderberg.
•
Traffic lights in the town centre are not synchronised.
•
There are unattractive and dysfunctional areas along Main Road.
•
There is little which attracts the youth and young adults into the
town centre.
•
The winding road layout and circles in Main Road are confusing
and disorientating for visitors and first time users.
•
Portions of Andries Pretorius Road are difficult and dangerous
for pedestrians to cross primarily because of poor sight lines for
cars.
•
Paving on the lower end of Main Road is in a poor condition
and frustrating.
•
Urban decay is being exacerbated by low and depreciating land
values.
•
Some businesses in the CBD create noise and nuisance for
people who live in the CBD (pubs were specifically mentioned) .
•
The remote location of the Hottentots Holland Hospital and lack
of public transport services to the hospital means that it is not
easy to get to.
•
People loitering around the town centre without a clear purpose
for being there makes people feel unsafe when visiting the town
centre.
•
There is a lack of public toilets and bus tops in the town centre.
•
•
There are vagrants living in the culverts of the Lourens river.
Their presence contributes negatively to the image of the town
centre.
There are no training / skills development centres in the town
centre where people could improve their life prospects.
•
There is no high quality public transport interchange in the town
centre.
•
Blank building facades, poor lighting, dark nooks, unsurveyed
spaces and dead ends make the town centre feel unsafe.
•
The taxi rank is on a very busy corner,needs better access,
washing areas and shelter for waiting commuters.
•
Some of the dark areas and hidden away spaces are used by
drug dealers (Busy Corner is noted .
•
Public transport is not integrated and the train station is far from
the town centre.
•
There has been a proliferation of budget stores which sell poor
quality goods and merchandise and this is having a negative
impact on the image of the CBD as a shopping destination.
•
There are limited opportunities for taxis to stop and pick up
people along Main Road.
•
Smaller shopping centres outside the CDB are a threat to the
shops and businesses located in the town centre.
•
There are no dedicated places for taxis to park. If they are parked
they are accused of picking up people illegally.
•
These is a lack of arts and crafts activities in the town centre and
informal traders selling the same wares.
TOWARDS A VISION FOR SOMERSET WEST TOWN CENTRE
•
NEGATIVE ASPECTS
The soup kitchen attracts people to
the town centre who are perceived
to have a negative impact on the
image of the CBD
Road layout and
circles confusing and
disorientating for visitors
and first time users
poorly planned bus terminus
behind the town hall
Train station is located
far from the town centre
traffic lights need better
synchronisation
The taxi rank is on a very
bus corner and needs
better access and shelter.
unattractive and
dysfunctional spaces on
Main Road
Large unattractive buildings turning
their backs on the river and historic
context.
Limited opportunities
for taxi stopping and
pick up
This portion of Andries Pretorius
Road is difficult for pedestrians to
cross.
7
Opportunities
Participants also noted the opportunities they saw for improving the
town centre. These have been grouped into the following themes:
History and Heritage
Access and movement
Development
•
The historic centre is still intact and has the potential for some
infill development, but this requires sensitive intervention.
•
Pedestrianise the whole or portions of Main Road
•
•
•
There is an opportunity to undertake a heritage study on the
town centre, list important buildings and provide detailed
guidance for future development so as to retain the existing
character and protect property.
Relocate the train station closer to the Methodist Church and
accommodate taxis there.
•
Make provision for taxi pick-up and dorp-off in the Main Road.
A survey should be undertaken to identify under utilised buildings
and land in the CBD and proposals should be made for how
to put these spaces to better use. The Town Hall is specifically
mentioned.
•
Improve the connection from the station to Main Road via
Bright Road / St James Street.
•
Relocate the post office to a more central location and redevelop
the site.
•
Designate bicycle routes in the town with designated lanes
which link to family / mountain bike trails in the winelands.
•
Move and redevelop the bus terminus
•
•
The traffic lights at Victoria and Andries Pretorius need better
synconisation.
Low density development close to the town centre presents an
opportunity for redevelopment and intensification.
•
•
Provide more secure car parking around the station.
Opportunities for mixed use development with flats above
offices in the town centre.
•
Provide more car parking and taxi/ bus stops around the police
station.
•
Redevelop / relocate the Hottentots Holland Hospital.
•
There are numerous vacant council owned properties around the
station which could be developed.
•
Town centre living for the elderly with access to the services that
older generation need should be promoted.
•
Celebrate the history of the town and open this up for tourism
with information boards, signage and dedicated heritage
walking and cycling tours. Golf Cart / Horse cart tours linked to
job creation were also mentioned.
•
Encourage walking and leisure activities within the green belt
areas and along the Lourens River.
•
Link the historic centre to the retail core with a pedestrianized
walkway.
Activities and Business
•
8
Cater for foreign tourists and “European Swallows” who migrate
to the Helderberg on an annual basis. These residents bring a
more cosmopolitan culture which is supports town centre living.
Crime and Grime
•
Foster connections with business groupings who may be located
outside the town centre and elsewhere in the Helderberg.
•
Improve perceptions of levels of safety and security through
visible policing.
•
Have more restaurants and coffee shops spilling out onto the
pavements.
•
An integrated response and plan of action between SAPS, Metro
Police and local neighbourhoods watches is desirable.
•
There are opportunities to re-orientate buildings that currently
face onto the car parks back onto Main Road.
•
•
Support small businesses and encourage the formalisation of
informal businesses.
Create better awareness around crime issues and communicate
where and how particular issues have been successfully
addressed.
•
Develop a institution where the unemployed are provided with
assistance in getting jobs / training.
•
Support Bright Street as a small business area within the town
centre and at the same time address the impact of car parking
which currently undermines the character of this area.
TOWARDS A VISION FOR SOMERSET WEST TOWN CENTRE
Redevelop the
Hottentots
Holland
Hospital
more parking around
the police station
need for a taxi route to
the hospital
Linking the Station precinct
to Main Road via Bright
Road
OPPORTUNITIES
taxi pick-up and dorp-off
facilities in the Main Road
vacant council owned
properties around the
station which could be
developed.
Move and redevelop
the bus terminus
Council owned site which
could be developed
relocation of the
post office to a more
central location
Relocated the station to here
and provide for public transport
interchange and taxi parking
Pe d e s t r i a n i s a t i o n
opportunities in the
historic core
encourage leisure and
walking activities in the
green belt and along the
river
Historic Centre has character and
has the potential for some infill
development but this requires
sensitive intervention.
9
PROJECTS AND INITIATIVES
Participants were then invited to present projects and initiatives in
Somerset West that they were aware of and which would inform the
vision. These included:
City Improvement District Initiative
Town Centre Trading Plan
Job Seekers Centre
The Sake Kamer and Chamber of Commerce had started the process
of establishing a CID by putting a list together of businesses the town
centre and compiling a rates database. Progress thus far had been
slow as it relied on the efforts of volunteers and it was not certain
whether there was support for establishing a CID.
The Department of Economic Development is currently in the process
of developing a trading plan for the CBD. This plan identifies the
location of trading bays and controls the issuing of permits. The plan
has been gazetted for public comment and will be finalised shortly.
Associated to, but separate from, the above Skills Development
Centre the City is keen to establish a Job Seekers centre in the
Somerset West CBD. This centre will provide support to unemployed
people and assist them in getting formal employment.
The Somerset West Public Transport Interchange
Social support for street people
As part of its integrated transport plan the City is investigating options
for creating a public transport interchange in the town centre which
would see the relocation / redevelopment of the existing taxi rank.
The consultants who will be responsible for completing this study
have been appointed and all parties will informed of the process once
the project kicks off.
A programme is in place which supports street people living in the
town centre. The project is located at the Oasis Centre and provides
access to social programmes and subsidies. It works on a voucher
system which is linked to the City’s “Give Responsibly” campaign. To
date 20 people have been given assistance through the programme
and have either returned home or found a home.
Rent-a-cop
Soup Kitchen
Funding has been made available for two additional metro-police
personal who will patrol the town centre and increase levels of
visible policing. This funding for this has come from ward allocations.
The lease for the soup kitchen which currently operates from a council
owned property in Victoria Road is up for renewal. The lease will not
be extended and a new location for the soup kitchen will need to be
found by the operator.
Helderberg Renaissance Foundation work 2006 /2011.
This study looks at development within the Methodist Church
Precinct with the view to protect and enhance character of the places,
generate revenue for the upkeep of the existing historic buildings
which are in need of repair and generally revitalise the area.
Roads and storm water upgrades
Flood mitigation works are already in progress along the Lourens
river and additional budget had been made available to improve the
roads and storm water systems in Somerset West.
Somerset West Heritage Area Designation
The City’s Heritage Resource Management department would like
to undertake a detailed study of the area between Victoria Road,
Andries Pretorius Street and the railway line, and if appropriate,
designate it as a Heritage Area. This will mean that the area will
enjoy statutory protection and that any development within the area
will be scrutinised to ensure that it does not impact negatively on the
heritage asset. In addition they would like to grade other buildings
in Main Road to protect them and their settings from the impact of
future development.
10
TOWARDS A VISION FOR SOMERSET WEST TOWN CENTRE
Lourens River Mounted Patrol
The Sub Council are investigating the opportunity for SAPS to
provided a mounted patrol service along the Lourens River with the
view of improving perceptions of safety and security.
Skills Development Centre
The Department of Economic Development has undertaken a works
place skills survey with the view of establishing a skills development
centre in the Helderberg. The study found that there is a skills gap in
the artisan sector and the department is investigating how and where
a skills development centre could be delivered.
Vineyard Centre Revamp
There have been plans to extend the existing shopping centre into
the car park but these were put on hold for a number of reasons.
Should the opportunity present itself and conditions were favourable
the owners of this centre would consider taking this forward.
What was immediately clear from this workshops is that there are
a lot of positive things happening in Somerset West. Most of these
initiatives are being driven by the City of Cape Town. It was noted
that there was a lack of private sector investment and development
in the town centre. This impression may have been due to the limited
number of stakeholders who participated in the workshops but may
also suggests that there are factors at play which currently redirect
resources away from the CBD. These factors these need to be better
understood.
TOWARDS A VISION
One of the goals of the visioning process is to collectively develop a
vision statement for the town centre which accurately encapsulates
the community’s aspirations for the future of the town.
Participants in the first workshop were however able to identify the
qualities that they thought should inform the vision. These have been
mapped and grouped on the adjacent diagram which uses social,
nature,structure and the economy as four quadrants to which these
qualities relate. What was clear from this analysis was that the vision
for Somerset West would be focused around those qualities where
people and the economy were brought closely together.
At the second workshop participants debated the vision in greater
depth. Two similar but different vision statements were put forward.
Moving forward the process should seek to crystallise this vision and
develop strategies to realise this vision. The two visions are as follows:
People focused economy
social
At the first visioning workshop there was consensus from all
participating that it was, at that stage, premature and undesirable to
rush the process and define a vision statement. It was felt that the
vision would emerge through the longer participation process.
Inclusive
economy
A business and investment
destination (technopark)
Integrated
Rural / village
associations and
memories
A variety of shopping experiences
It is an entertaining and enjoyable place with a mix
of recreational / leisure activities, a place where
people come to enjoy the environment.
Sustainable development that is
economically viable
Back to town – people take pride in Somerset
West as their town centre.
Convenient and user friendly, fulfilling
the needs of diverse generation
It is accessible and has a people focused movement
system integrating taxis, public transport and private
motor vehicles.
VISION STATEMENT ONE:
“Somerset West, a dynamic, modern town,
whose friendly community retains a lively
awareness of their dignified heritage.”
structure
A beautiful place
Celebration and integration of the green
and natural heritage within a vibrant
town centre environment.
trees and Christmas lights
nature
VISION STATEMENT TWO:
“Somerset West CDB is lively, with strong
historic roots,a modern flare, and is open
for business and entertainment.”
11
STRATEGIC OBJECTIVES
While the vision statement for the town was not agreed at either
workshop, there a common understand of what needed to be
achieved. At the first workshop seven objectives were identified to
guide drive future initiatives and decision making. No objections
or comments were received on the objectives and they remain as
follows:
1
2
12
To become a place of value - not just a place with sound social and family values but a
place which is valued (from a social and economic perspective), where business practice
is ethical and corruption is not tolerated.
To have an attractive, identifiable and brand-able identity – this has to do with the
physical and mental images and perceptions of the town centre and brings together
aspects of built and natural heritage and new and creative ways of using the town centre.
3
To increase vitality – a place with active people and a viable, dynamic and robust
economy.
4
To be safe and convenient for all to access - in terms of public transport and ease of
access for all age and income groups,
5
To improve perceptions of safety and reduce levels of crime
6
To be integrated – This encompasses economic, social and spatial integration
7
To be inclusive - to be open, welcoming, friendly and supportive of local business
TOWARDS A VISION FOR SOMERSET WEST TOWN CENTRE
Projects
POTENTIAL PROJECTS
The next part of the visioning process involved identifying
the sorts of projects which could be implemented in order
to realise the vision and objectives. It should be noted that
the list of projects will not form part of the vision. They only
provide a road map for how the vision might be realised
over time by the different role players. It would be helpful
if this list were to be reviewed and assessed on a regular
basis, either by the CID, Partnership or Subcouncil to track
progress and provide support where necessary.
Given the City’s “developing” context, pressing demands
for public skills and resources and the fact the Somerset
West is relatively well placed as a town centre within the
metropol it will be necessary to review, rationalise and
prioritise the list of projects. The responsibility for identifying,
driving and implementing projects need to be shared
between the City and the private sector, with the private
sector leading as many initiatives as they can within their
abilities. Where the City would be responsible for carrying
out initiatives / projects, it must be ensured that adequate
resources (human as well as monetary) is made available
and committed to by the relevant departments to allow for
preparatory work to begin. Due consideration must also be
given to the timing of projects, the procurement of services
and that targets take into account the various procedural
processes that exist within the City.
Related
Notes
Objectives
It was agreed that this was a very positive initiative and that City officials would provide
support and contacts to help get the process going again. It was noted that the CCID /
CTP had been through the process previously and PEDI were looking to establish a CID for
Philippi and could share their experiences.
Responsibility
Sake
Kamer
/
Chamber
of
Commerce. (Support
from CoCT)
1
City Improvement District
2
Town Centre Development
Framework
3
Pedestrainisation of portions
of Main Road
4
A single economic space
where formal and informal
business coexist and thrive.
1,3,6
This needed further exploration and an integrated approach between the CoCT (Economic Joint CoCT / Private
Development) and local business. This process would benefit from a detailed local business Sector initiative.
survey followed up by low-cost pilot projects to test various opportunities (such as the use
vacant space in existing buildings).
5
The Somerset West Public
Transport Interchange and
Transport
1,4.
This project is already in process, and as a first step in the process, sites need to be identified CoCT Roads
and assessed. This needs to be followed up with extensive consultation with all bodies and Storm Water
interest groups.
6
Local business directory
2,3
A directory / website which promotes local business and which becomes a platform for Private sector
emerging businesses
7
Heritage study and heritage
area designation
8
Branding strategy for the
town centre
9
A social development centre
10
Job Seekers / Skills
Development Centre
11
Development incentives
workshop
12
Somerset West Market
1,3,6.
1,2,3,4,
5,6,7.
1,2,4,6,7
2
It was felt that there was an urgent need to have a plan or framework that ensures that CoCT
development in the town centre occurs in an integrated way. This was identified in the
District Plan but resources need to be committed to allow for this to become a reality. It is
a 12-18 month project.
It was thought that the pedestrianisation of select portions of Main Road would be desirable CoCT
but more technical investigations would be required before this could be considered. This
project should be informed or run parallel to the Development Framework and is realistically
a 2-3 year project.
and
While there is a desire for this study, resources need to be made available to complete this CoCT HRM
study. A study of this nature could take 6-12 months.
1,2
A comprehensive and professional branding and marketing strategy should be developed Joint CoCT / Private
for the town centre covering aspects such as public relations, market identity, signage, Sector initiative
promotion, business planning and events. This should form part of the CID establishment
process.
6,7
As the social heart of the town, the CBD must play its part in addressing broader socio- CoCT / NGOs
economic issues such as poverty and unemployment. Further investigations are required to
establish what sorts of facilities should provided, what types of services should be made
available and where these facilities should be located to the town centre, where people live
and where jobs are created.
3, 6,7
Potential for the town centre to become a place for skills development should be explored. NGOs, CoCT, Private
These initiatives should look to create synergies between local businesses, tertiary sector
institutions and government programs. Links to Helderberg College should also be further
explored.
1,2
A workshop needs to be held between local business owners, developers and the CoCT Joint CoCT / Private
to investigate the types of incentives which would entice investment into the area. It was Sector
suggested that developers were looking for shorter application processing periods and
greater certainty which a Development framework could deliver.
1,2,3
The opportunity to have a regular market in the CBD was raised. More work and thought Private Sector driven
was needed around this but it was agreed that it should be driven by the private sector with with CoCT support
support from the CoCT. Potential locations for the market included the arcades in the town
centre, the car parks off Caledon Street and in Main Road (were it possible to exclude cars
from parts of the street for limited time periods).
13
THE WAY FORWARD
At the end of both workshops it was agreed that there was merit in
pursuing the vision. At the same time it was felt that greater emphasis
needed to be placed on implementation and it would be necessary to
continue driving the individual projects listed in the project list above.
It was agreed at the end of the second workshop that the first
“Towards a Vision for Somerset West Town Centre” report would be
updated to incorporate the comments made at the second workshop.
This would be re-circulated to all participants and followed up with
a third stakeholder workshop where a wider group of stakeholders
would be invited to debate and refine the vision and objectives. In
addition it was felt that the vision needed to be made more real and
spatialised on a plan. Other aspects also needed to be considered and
debated at the third workshop centred around the physical character
and identity of the town centre and what sort of development should
be promoted in the town centre.
Following this workshop the vision would undergo a broader public
participation process which could include a public exhibition where
the public could make their own contributions to the vision for their
town centre.
14
TOWARDS A VISION FOR SOMERSET WEST TOWN CENTRE
Names from attendance register of the first workshop
Names from attendance register of the Second workshop
Name
Organisation
Name
Organisation
Alfred Carelse
Helderberg Taxis
Alfred Carelse
Helderberg Taxis
John Havinga
HRAA
John Havinga
HRAA
Peter Ford
HRAA
Peter Ford
HRAA
Freddy Lotter
2 AD Space Architects
Ansie Geerdink
Wilhem Louw
2 AD Space Architects
John Havinga
Pieter Nel
Helderberg Sakekamer
Freddy Lotter
2 AD Space Architects
Tanaday Ndlomo
Helderberg Taxis
Pieter Nel
Helderberg Sakekamer
Gary Power
Power Group
Chris Thompson
Pieter van der Berg
Cape Chamber of Commerce
Magel Grove
Grove Group
Alida van der Westhuizen
Parel Vallei High School
Piere du Plessis
Cape Town Tourism
Piere du Plessis
Cape Town Tourism
Schalk Swanepoel
Vineyard Centre
Mervyn van Niekerk
Taxi Association
Mervyn van Niekerk
Taxi Association
Rob Young – Pugh
Helderberg Renaissance Foundation
Rob Young – Pugh
Helderberg Renaissance Foundation
Shirley Alexander
City of Cape Town - Econ. Dev.
Samuel Chademana
City of Cape Town - Econ. Dev. LED
Samuel Chademana
City of Cape Town - Econ. Dev. LED
Cedric Daniels
City of Cape Town - SPUD
Cedric Daniels
City of Cape Town - SPUD
Marco Geretto
City of Cape Town - SPUD
Denis Devilliers
City of Cape Town -TRSW
Cllr Stuart Pringle
City of Cape Town - Councillor
Marco Geretto
City of Cape Town - SPUD
Eloise Rousseau
City of Cape Town -SPUD
Cllr Stuart Pringle
City of Cape Town - Councillor
Daan Visser
City of Cape Town - District manager
Daan Visser
City of Cape Town - District manager
Jeanine Williams
City of Cape Town - LUMS
Jeanine Williams
City of Cape Town - LUMS
Cllr Benedicta Van Minnen
City of Cape Town - Councillor
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