Strategy Workshop

1. Strategy Workshop 15 September 2016

2. Are our goals aligned? Please think about the goals you have for our work together here in Swartland. Write these goals down on a card Thereafter we will share the current Swartland strategic goals Are there gaps/concerns about in the Swartland indicators?

3. STRATEGIC OUTCOMES 1: A FINANCIALLY SUSTAINABLE MUNICIPALITY WITH WELL MAINTAINED ASSETS 2: SATISFIED, INVOLVED AND WELL INFORMED STAKEHOLDERS 3: AN EFFECTIVE, EFFICIENT, MOTIVATED AND APPROPRIATELY SKILLED WORK FORCE 4: ACCESS TO AFFORDABLE AND RELIABLE MUNICIPAL INFRASTRUCTURE 5: SUSTAINABLE DEVELOPMENT OF THE MUNICIPAL AREA 6: AN AGILE, INTEGRATED, STABLE AND CORRUPTION FREE ORGANISATION 7: INCREASED COMMUNITY SAFETY THROUGH TRAFFIC / BY-LAW ENFORCEMENT AND DISASTER MANAGEMENT

4. Civil Engineering What are your main observations about this strategy presented? Please write: • Your responses with the marker pen, on the cards provided • One idea or question per card • Up to a maximum of 3 cards • Please write large and legibly, in landscape • AND mark each card to categorise into SWOT categories • S for STRENGTH (STERK punt) • W for WEAKNESS (SWAK punt) • O for OPPORTUNITY • T for THREAT

5. Electrical Engineering What are your main observations about this strategy presented? Please write: • Your responses with the marker pen, on the cards provided • One idea or question per card • Up to a maximum of 3 cards • Please write large and legibly, in landscape • AND mark each card to categorise into SWOT categories • S for STRENGTH (STERK punt) • W for WEAKNESS (SWAK punt) • O for OPPORTUNITY • T for THREAT

6. Social development What are your main observations about this strategy presented? Please write: • Your responses with the marker pen, on the cards provided • One idea or question per card • Up to a maximum of 3 cards • Please write large and legibly, in landscape • AND mark each card to categorise into SWOT categories • S for STRENGTH (STERK punt) • W for WEAKNESS (SWAK punt) • O for OPPORTUNITY • T for THREAT

7. Human Settlements What are your main observations about this strategy presented? Please write: • Your responses with the marker pen, on the cards provided • One idea or question per card • Up to a maximum of 3 cards • Please write large and legibly, in landscape • AND mark each card to categorise into SWOT categories • S for STRENGTH (STERK punt) • W for WEAKNESS (SWAK punt) • O for OPPORTUNITY • T for THREAT

8. Economic development What are your main observations about this strategy presented? Please write: • Your responses with the marker pen, on the cards provided • One idea or question per card • Up to a maximum of 3 cards • Please write large and legibly, in landscape • AND mark each card to categorise into SWOT categories • S for STRENGTH (STERK punt) • W for WEAKNESS (SWAK punt) • O for OPPORTUNITY • T for THREAT

9. Spatial development What are your main observations about this strategy presented? Please write: • Your responses with the marker pen, on the cards provided • One idea or question per card • Up to a maximum of 3 cards • Please write large and legibly, in landscape • AND mark each card to categorise into SWOT categories • S for STRENGTH (STERK punt) • W for WEAKNESS (SWAK punt) • O for OPPORTUNITY • T for THREAT

10. Crime, Community Safety, Management of in-migration What are your main observations about this strategy presented? Please write: • Your responses with the marker pen, on the cards provided • One idea or question per card • Up to a maximum of 3 cards • Please write large and legibly, in landscape • AND mark each card to categorise into SWOT categories • S for STRENGTH (STERK punt) • W for WEAKNESS (SWAK punt) • O for OPPORTUNITY • T for THREAT

11. Expectations Matrix Which of these expectations are reasonable and achievable (mark with GREEN dots) And which expectations are not reasonable / achievable (mark with RED dots) In order for Councillors and the Administration to work effectively, efficiently and in good spirit, what behaviours do we expect from ourselves and our colleagues? Form 2 teams and work as collective – Councillors and Administration Each team, add up to 20 cards with your answers to your row.

12. Swartland Economic Development Strategy Review

13. How Economic Development works, how do we do this better? REGIONAL ECONOMIC SYSTEM Economic performance: Sustainability, growth, jobs, income levels, investment returns, cost of living and tax revenues Private sector competitiveness: Ability of key sectors to retain and grow market share. Efficacy of local markets Business environment competitiveness: Nature + Meta, Macro, Meso, Micro Impact on society: Quality of life, social cohesion & sustainability 7 6 8 5 GLOBAL MARKETS, COMPETITOR ECONOMIES, ECONOMIC CONDITIONS… 1 4 Leaders invest in ED cooperation, efficacy & good governance Stakeholders champions implement initiatives to improve the economy 2 3 Stakeholders participate in ED planning processes and contribute insight, ideas and resources. ED experts establish systems to facilitateprocesses of economic development SYSTEM OF ECONOMIC DEVELOPMENT

16. Spatial Perspective Economic activity other than agriculture and tourism at the towns. Proximity to CT to favour development in south, on N7.

17. Findings from desk research and 20 private sector interviews for review of the economic development strategy for Swartland Municipality

18. Presentation of the main findings Business choose to locate in places that offer better economic opportunity. An economy’s relative strengths and weaknesses, therefore determine the viable growth options. • The stronger the competitive advantages (strengths), the easier it is to attract businesses. • Competitive disadvantages (weaknesses) combined with threats, discourage investors. The main findings are therefore presented as follows: • Competitive Advantages • Competitive disadvantages (including constraints to growth) • Threats • Options for growth

19. Main Competitive Advantages Strategic location for business • The Cape Town Metro is expanding northwards due to sensitive urban edges at Paarl and Stellenbosch. • Close enough to CT to serve the markets there, draw on expertise if required, or purchase specialised items or services. Malmesbury provides quicker access to the city than Paarl. The N7 less congested than N1 and N2. • The road network provides 8 entry points to the Metro. • Land is available and affordable. • Some large (>R billion Turnover) firms already choose to operate from here. • Many firms serve the national market from Swartland, even some retailers. • Strong Agricultural – and Agro-processing sectors with associated supplier and distribution channels. • Some strong networks to leverage. Lower costs • Clear evidence of how the cost advantage is used to penetrate markets. Even some retailers and services firms compete as far as Polokwane via online sales. • Cost of land and property . Cost of property development. • Cost of living. • Staff costs and statuary wage rates. Lower risk • Safer: less crime and therefore less security costs. • Quality of labour with a good work ethic. • Good social cohesion. Politically stable. • Good race relationships. There exists a sense of community. • Local government that works and is reliable.

20. Main Competitive Advantages (continued) A municipality that values business • Municipality is competent, positive and supportive of business • Services are effective. Infrastructure is reliable. • Quick approvals: EIAs , engineering approvals, building and development plans. • Can get things done. Growing investor confidence • Some large (>R billion Turnover) firms already choose to operate from here • Numerous investors planning to develop. A good place to live • Country lifestyle and city close when wanted • Mountains, beaches, hills and valleys – variety of options. • Lower cost of living • Good schools • Less crime than city

21. Main Competitive Disadvantages • No industrial land was available (up to August 2015). Now resolved! • Limited access to business information. • Agriculture employment is declining • Appearance of towns • Technical skills difficult to attract • Shortage of certain types of housing and rentals • Red-tape and regulatory uncertainty • Safety & security in pockets • Transport • Limited investment promotion • Limitations in schools • Facilitation of economic development

22. Threats identified • Competitors to Swartland for investment e.g. Atlantis • Inadequate marketing • New malls will place pressure on existing retail in town/s • Development that makes towns less attractive

23. Drivers of increased growth • The primary factor driving growth in Swartland is the Cape Town metro growth trend. • Both businesses and citizens will increasingly view Swartland as a good place to locate. • Similar to growth patterns of towns on the outskirts of other cities world-wide. • Increasing trade link via the N7 that links Cape Town to Namibia and Angola. • Increasing number of trucks delivering to Cape Town, • need to time their arrival in Cape Town. • eight entry points, from Malmesbury onwards. • A truck stop is planned near Moorreesburg. • Since August 2015 the main constraint to growth has been removed. • Industrial property available again, • Some investors are already investing. • N7 is being upgraded to reduce travel time, makes it even more attractive. • Investment is expected mainly from sectors such as: • agro-processing, • transport and logistics, • retirement villages, • increased retail and services. • This will boost construction and property markets.

24. The economic development strategy Kept simple to focus on 5 key areas: • Strengthen the competitive advantages of Swartland. • Attract business to locate and grow here. • Make local markets work better to increase opportunity for small business. • Attract more rate paying citizens to live here. • Make it easier for local citizens to access economic opportunity.

25. Strategy as Results chain diagram New Initiatives: 1. Stakeholders support development of a more competitive local economy 2. Development of industrial park/s 3. Make Swartland the easiest place to invest in 4. Rejuvenation of Malmesbury and Moorreesburgtown centres 5. Investment promotion to attract more investment 6. Improve tourism promotion and development 7. Establish a local business opportunity network 8. Establish an employment opportunity and career guidance network 9. Establish a Safety & security stakeholder cooperation system 10. Establish a system to track and manage implementation of development initiatives Competitive advantages benefit local businesses Sustained economic growth (GGP) Local business confidence in municipal area Local businesses promote further local investment Swartland is perceived as a upcoming vibrant place which has been under sold, therefore holds potential. More businesses locate here, invest and grow Improved municipal financial sustainability Investors aware & like the competitive advantage Investors decision supported Local citizens access more economic opportunities Citizens are aware of development & opportunities Increased employment Existing Initiatives (extract from IDP): (b) Regional Socio-Economic Project (RSEP) (c) The widening of the N7 (d) New road link between the R45 (Malmesbury/ Paarl) and the R45 (Malmesbury/Hopefield) (e) Extension of PPC Swartland regional shopping mall (g) New West Coast FET College Campus in Malmesbury (h) Expansion of the SASKO plant in Malmesbury (i) Expansion of Darling Creamery (j) New McDonalds in Malmesbury (k) Possible new airport (l) Proximity to the Cape Metropole (m) Industrial development zone - Saldanha Bay (n) Indoor community sport centre Wesbank (o) Development of new sport fields in RiebeekWest (p) Urban renewal project in Malmesbury (q) National Department of Environmental Affairs - EPWP project (r) Conservation and tourism initiative - DassenIsland (s) Klipfonteindevelopment (a) Regional Socio-Economic Programme (RSEP) (b) Comprehensive Rural Dev. Programme (CRDP) Local citizens are qualified for job opportunities Improved quality of life of employed citizens Citizens take ownership, develop a sense of place, where it is safe and nice to live More citizens live in integrated formal housing (sustainably) Local citizens have increased access to integrated housing Residents like their Swartland lifestyle Stronger social cohesion Residents promote Swartland as a desirable place to live More citizens locate , invest and spend here Visitors like their Swartland experience (aware attractive) Version 5

26. 10 new LED initiatives Selected to achieve maximum impact, quickly and efficiently. 1. Stakeholders support the development of a more competitive local economy • On-going and systematic improvement of local competitive advantage. 2. Development of industrial park/s • Establish attractive and functional industrial park/s visible form passing N7 traffic. 3. Make Swartland the easiest place to invest in • A critical differentiator which allows businesses to start 3 months earlier. 4. Rejuvenation of Malmesbury and Moorreesburgtown centres • Shared vision as a1st step towards more attractive town and rejuvenation. 5. Investment promotion to attract more investment • Make investors aware of benefits of investing here rather than elsewhere. • Both private sector (industry and retail) and public sector (especially education).

27. 10 new LED initiatives (continued) 6. Improve tourism promotion and development • Although tourism is under- developed, tourism by nature constantly brings visitors to the area, and if the experience is positive, makes some visitors consider locating here. 7. Establish a local business opportunity network • Make the local business opportunities easily accessible for all local businesses. 8. Establish an employment opportunity and career guidance network • Ensure local job opportunities are easily accessible to all local citizens. 9. Establish a safety & security stakeholder cooperation system • Enable businesses and citizens to collaborate easily and effectively in reducing crime. 10. Establish a system to track and manage implementation of development initiatives • Ensure all important developments are monitored and supported to fulfilment.

28. Monitoring and Evaluation framework Cost vs Benefit? Benefit indicators Number of: Businesses benefitting Jobs PDI jobs GGP Municipal income Cost indicators Seed funding Facilitation days

29. Thank you! Questions?