Provincial policies of economic development are aligned with that of the global and national policy framework. The policies that are discussed below are meant to guide the activities and resource allocation of all levels of government as well as provide suggestions to private sector and non-government agencies that can contribute to development in the province.
Figure 2.3: Strategic Goals and Objectives for KZN until the year 2030
Source: 2030 Provincial Growth and Development plan (2012)
• Job reation
• Human and Community development
• Human Resource Development
• Environmental sustainability
• Governance and policy
•Spatial equity Strategic
Goals
• Gateaway to Africa and the world
• Healthy ecucated communities
• Safe and sustainable living environment
• Ensure that employable people are employed
• Sustainable use of natural resorces
• More equitable society
• Ensure provision of basic serivices
• People-centered development
• Strong and decisive learship Vision
2030
• Unleash agricultural potential
• Enhance industrial development through trade, investment and exports
• Expand government LED job creation programmes
• Alleviate poverty and improve social welfare
• Safeguard sustainable livelihoods and food security
• Sustainable human settlements
• Promote youth, gender and disability advocacy
• Ensure skills alignment to economic growth Strategic
Objectives
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Moreover, figure 2.3 above illustrates the strategic goals and objectives of the KwaZulu-Natal province with particular emphasis on economic development, job creation and poverty alleviation until 2030.
2.4.1 White Paper on the Development and Promotion of Tourism in KwaZulu-Natal (2008)
The White Paper on the Development and Promotion of Tourism in KwaZulu-Natal (2008) was developed as a result of the need for a provincial strategic policy that could provide a foundation and competitive strategies for KwaZulu-Natal linked to existing national and provincial strategies. The White Paper also took into consideration all the tourism related legislation, policies and strategies, at both national and provincial level, in order to ensure a co-ordinated approach that locates tourism in KwaZulu-Natal. The document sets out the strategic policy issues that any competitive tourist destination should strive for. The vision for tourism is to “position the province of KwaZulu-Natal as Africa’s leading eco-cultural tourism destination, nationally and internationally.”
The White Paper sets out transformation objectives and recommendations in order to achieve these goals. It proposes that the province follow a new approach, one which is both experimental and ground breaking to market its destinations. The White Paper (2008) recognises that many partners are required to achieve the tourism growth objectives and therefore sets out the roles and responsibilities for partners in tourism. It also highlights that one of roles of the provincial government is to develop a Master Plan for tourism. Along with the development of goals and principles it includes the importance of making use of a framework to ensure compliance and monitor performance.
2.4.2 KwaZulu-Natal Tourism Master Plan
The vision set out by the KwaZulu-Natal Tourism Master Plan (KZNTMP) is that by 2030 the province will be globally renowned as Africa’s top beach destination with a unique blend of wildlife, and scenic and heritage experiences for all visitors. The 2030 vision for tourism further outlines specific key actions for the achievement of the set objectives, which include increasing the tourism GDP levels, ensuring growth in the
54 levels of foreign and domestic visitor arrivals to the province and increasing the levels of tourism employment in the province.
The plan sets out the key strategic objectives and how to achieve these objectives. The development of the KZNTMP has been strategically accepted and coordinated through the involvement and participation of various industry stakeholders. The plan provides a strategic guide for the future direction of development, growth, management and monitoring of tourism in the province.
2.4.3 KwaZulu-Natal Provincial Growth and Development Strategy (PGDS)
The KwaZulu-Natal Provincial Growth and Development Strategy (KZN PGDS) (2016) provides KwaZulu-Natal province with a reasoned strategic framework for accelerating and sharing the benefits of an inclusive growth through deepened, meaningful, effective and sustainable catalytic and developmental interventions. This has to be achieved within a coherent equitable spatial development architecture, putting people first, particularly the poor and vulnerable and other groups currently marginalised, through building sustainable communities, livelihoods and living environments.The strategy also lays the foundation for attracting and instilling investor confidence, as well as strengthening and expanding the existing social compacts between the development partners in the province. The key challenges and strategic responses outlined in the KZN PGDS (2016) are indicated in table 2.2 below:
Table 2.2: KZN Challenges and Responses to Growth and Development Key Challenges based on Provincial
Profile
PGDS Responses
The largely rural nature of the province with a limited natural resource base compared to the vastness of the province
Exploit what we have maximally
Poor coordination, synergy and
integration between departments, spheres of government and between municipalities and traditional councils
Put systems in place to effect synergy and cooperation; align IDPS with Departmental Strategic Plans.
55 Economic growth rate of 2.5%;
Rigidity of financing institutions with regard to lending to the poor (unsecured loans);
Implement economic
development programmes to raise investment.
Funding and loan capital to black SMMEs and entrepreneurs
Existence of two economies and the widening of the gap between them
Promote/focus on increasing exports and capitalise on provincial resources, strengths and synergies
Engage the financing institutions to get buy-in.
Address challenges of the second economy
Majority of the labour force is classified as unemployed.
Weak demand, intense international competition, insufficient skills
development and training together with a weak partnership between economic actors and stakeholders continue to prevent reductions in unemployment
Create programmes to increase employment opportunities, and access to finance; build human capacity
High rate of HIV and AIDS infection;
crime and violence
Comprehensively address and curb the spread of HIV and AIDS.
Lack of sustainable environmental
management programmes in the province
Manage, preserve and enhance the natural environment and
comprehensively address an
environmental management system for sustainable development.
Human capacity problems – mismatch between supply and demand, illiteracy and low retention of appropriately trained
Address human capacity challenges appropriately.
56 and skilled staff in rural municipalities;
limited development in innovation
Source: KZN PGDS (2016)
Key projects have been identified in Tourism, Agriculture and Agri-Processing for implementation throughout the province. Moreover, the province has developed programmes under the Provincial Priority Clusters (PPCs). In terms of Economic Development, the PGDS has set itself the following targets for 2009:
Economic growth poised to rise above national average (5%).
Increased level of investment.
Increase levels of exports.
Significant increase in the level of employment.
Increase in the number of new sustainable SMMES.
In terms of industrial development, the PGDS focuses on key sectors within the province, in particular the clothing, ICT, manufacturing, wood and wood products sectors. The current provincial focus in terms of Agri-Processing is the establishment through research of appropriate and competitive crops that can be grown and processed within the province.
2.4.4 Provincial Spatial Economic Development Strategy (PSEDS)
The PGDS provides a framework for public and private sector investment, indicating broad development opportunities and priorities. It addresses key issues of implementation blockages whilst providing strategic direction, all within the framework of a developmental approach to government. It does not, however, provide a detailed spatial perspective on where development should take place around the province. For this reason, it was necessary for the provincial government to develop a spatially-based economic development strategy to give a spatial context to the provincial priorities and development programmes identified in the PGDS.
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2.4.5 KwaZulu-Natal Small Enterprise Development Strategy
The Small Enterprise Development Strategy aims to provide a provincial framework that assists in the coordination, orientation and guidance of all small enterprise development programmes and related activities. This strategy allows all stakeholders to align their programmes and actions. The alignment of these programmes and actions therefore provides support and adds value to the development of emerging small enterprises.
The implementation of the comprehensive and integrated programmes of development and growth of small enterprises in KwaZulu-Natal is important as this will achieve development of entrepreneurship skills, facilitation of easy access to local and international markets, facilitation of access to finance, provision of relevant and effective training to small enterprise operators, as well as facilitating a mentoring and incubation programme for all small enterprises in the province.
2.4.6 Strategy for Agrarian Transformation in KwaZulu-Natal (2015)
The KwaZulu-Natal Provincial Department of Agriculture and Rural Development (DARD) developed a strategy document with a detailed approach for the transformation of the agricultural sector within the province. It proposed that an agrarian transformation strategy, supported by an integrated approach to rural development, will in turn contribute towards addressing food security, job creation and the growth of the provincial economy.
The vision of the Department is to create “a united, sustainable and vibrant agricultural sector with thriving rural communities in balance with nature”. The Province of KwaZulu-Natal is strategically located to use agriculture and agri-processing as a catalyst for the growth and prosperity of the province. The province is well endowed with natural resources and this diversity enables wide variation in the types of farming and levels of agricultural production. However, there needs to be a radical improvement of the mandatory services that are provided by DARD, together with innovative delivery models. The Department aims to:
Encourage a shift towards a more labour intensive agricultural subsector;
Encourage fuller use of land within commercial farming areas, especially via conservation agriculture/climate smart agriculture and land redistribution;
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Strengthen the smaller stratum of large-scale commercial farms, which account for a disproportionate share of farm jobs; and
Promote a better balance between large-scale commercial farms and smallholder farms via land reform and development within the former KwaZulu-Natal Administration areas.
2.4.7 Operation Sukuma Sakhe
Operation Sukuma Sakhe (OSS) is a multidimensional vehicle for integrated service delivery in KwaZulu-Natal and also serves as an initiative to fight poverty and food insecurity, ensure youth development, and combat HIV and AIDS (Tshishonga, 2017).
This initiative has a hierarchical structure, illustrated in figure 2.4 below whereby the provincial structure, known as the Provincial Task Team (PTT) plays a leading role and is followed by the District Task Team (DTT) which is in turn followed by the Municipal Task Team (MTT) and lastly there is the Ward Task Team (WTT) or the War Room.
Need Fulfilled
Profile Household
Household Needs presented at WTT and
service provider Action Plan
deployed
All Ward needs presented at MTT and
MTT prioritises local needs
Develop Service Provider Action Plan
at MTT
Report Needs and Action Plan
to DTT
Report Needs and Action Plan to PTT
PTT Action Plan and Report to
OTP
Refer Household for
immediate Needs
Close/Follow- up Household
Visit Civil Society, Government Departments,
Community
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CCGs are allocated to households
CCGs are trained on how to profile households
CCGs summarise the needs from their households and present them at War Room
Needs summarised from all CCGs and submitted to Department and MTT
WTT prioritise needs in an action plan
WTT report to MTT
MTT report to DTT
DTT report sent to PTT
Departments develop action plans and deliver services and provide feedback to the War Room.
CCGs ensure that services are delivered to households.
Figure 2.4: Hierarchical structure of Operation Sukuma Sakhe
WTTs work very close with the community and their role is to identify community needs and liaise with the MTT.Community Caregivers (CCGs) conduct home visits providing household profiling on the status of individuals and the household in general, provide health education, trace defaulters, support to orphans and vulnerable children, render psychosocial support and provide general information about government services to households. They also support the ward-based programmes such as Operation Sukuma Sakhe.