COMPONENT B: PLANNING AND DEVELOPMENT 3.10.1 TOWN- AND SPATIAL PLANNING
7. Finally, focus energy on a few catalytic areas that offer extensive opportunity and address present risk
3.10.2 LOCAL ECONOMIC DEVELOPMENT (LED)
Table 3:49: Achievements within Local Economic Development Achievement /
Highlight Description
Business Interventions
Number of business interventions for the financial year:
2017/18 2018/19 2019/20
Business registrations 24 37 29
Municipal Database Registrations 19 27 N/A Advice to walk-ins 387 1795 N/A Workshops 12 15 1
Business Licences 13 2 22
Liquor licences applications received 209 216 107
Comments forwarded to the Liquor Board 193 166 22
Mentorship No mentorship activities were completed for the first two quarters of the financial year, as it was planned for the latter part of the financial year, however this could not happen because of the pandemic and lockdown regulation that was in place.
Tendering Process
Training This was planned for the third quarter of the financial year; however, this could not take place due to the pandemic.
Informal Trading
The Unit has implemented various informal trading sites that will be completed in the new financial year including Cloetesville, Kayamandi, Klapmuts and a process to advertise for the sites to be occupied will be followed.
The Informal trading by- law is in the process of being drafted and will be circulated for public comment in the new financial year for public comment.
Enterprise
Development and Support
Training for Stellenbosch-based entrepreneurs has been hampered because of the pandemic however, virtual meeting was held with various sectors of the economy including tourism and agriculture to ascertain the impact of the pandemic on these sectors. Assistance was provided to SMME with PPE to ensure compliance with health protocols during the pandemic. The Unit has been very active with the processing of trading permits during the lockdown to ensure that these micro businesses could trade.
Vacant Agricultural Property
The vacant land that were advertised during the previous financial year be allocated in line with the Policy on the Management of Municipal Agricultural Land. An information session was held for all interested small farmers to receive all relevant information for them to complete their applications. 90 individuals attended the briefing.
3.10.2.1 LED Challenges
The table below gives a brief description of all the challenges within local economic development during 2019/20:
Table 3:50: Challenges within Local Economic Development
Description Actions to address
Human Resources insufficient to drive a effective economic development and tourism programme.
Fill all vacant post at an appropriate level to recruit competent professional people and review the organogram within the Directorate: Planning and Economic Development.
Slow processing of land use applications impacts negatively on new investments and economic growth in the municipal area.
Appointment of the Senior Manager: Development Management has resulted in a significant reduction of the amount of land use applications classified as backlog applications.
Non-permanency of EPWP administrative staff.
A number critical positions within the Section are vacant, also the Section has been tasked with implementing infrastructure development projects, which the section is not geared to undertake.
Current entrepreneurship development initiatives shows to minimal or minor impact on new venture creation.
Establish partnerships with the private sector to ensure uptake of new entrance into the mainstream of the economy. The municipality’s procurement must also be used to ensure local business are given opportunities to partner with big business to nurture and grow new businesses.
3.10.2.2 EPWP job creation 2019/20
The Expanded Public Works Programme grew in leaps and bounds of the last few year and the Stellenbosch Municipality consistently is one of the top 3 performers in the Western Capes. Below are the projects and number of jobs that have been created through EPWP.
Table 3:51: Job Creation through EPWP* Projects
EPWP Projects Number of jobs created
External EPWP Grant Projects
LED 25
IG: Ward Office 20
IG: Cemeteries 8
IG: School Safety 10
IG: Community Development 8
IG: Stellenbosch Trail Fund Guiding Academy 2
IG: Cleaning and Greening 13
IG: Fire and Disaster 9
IG: Picnic Site 1
: Cleaning of Halls 8
IG: Parks and Franschhoek Wardens 15
IG: Parks Stellenbosch 11
Refurbishment and filters 10
Cleaning of Jamestown 1
Cleaning of Halls 8
Total Projects Total Jobs 149
Municipal Funded Projects
Field Worker Title Deeds 26
Archives Registration 4
Neighbourhood Revitalisation 13
Minor Landscaping 5
Jan Marais Park 9
Jonkershoek Picnic 10
Medical Plants and Rare Species 2
Mont Rochelle Hiking Trial 1
Mountain Bike Routes 7
Municipal Asset Stock 6
Service Warriors 1
Wheelie Bins 1
Area Cleaning 462
Integrated fire 11
Clerk Sport 1
EPWP Projects Number of jobs created
Biodiversity Support 11
Integrated River 21
Cleaning of Sport field 12
Cleaning of Storm Water 6
ERF 18
Service Warriors 11
Cleaning and Greening/ Million Trees 14
IG Drought Elevation 20
Integrated Fire Management 12
IG Cemeteries 7
LED 34
Amanzi Yimpilo 8
New Merriman Outfall Sewer 9
Plankenberg Sewer 5
Veld Rehabilitation 14
Total Projects Total Jobs 761
Total Projects Overall Total Projects Overall 910
3.10.2.3 Total employees – LED
Table 3:52: Total Employees – LED
3.10.2.4 Tourism
Aim and function of Tourism Section
Contextualise the strategic goals of tourism promotion and development funding.
Regularise the operational functioning of external bodies appointed or supported by the municipality in its Constitutional mandate toward both tourism, and economic and social development.
Ensure co-ordination of the activities of the funded entities.
Job Level* Posts* Employees* Vacancies (full
time equivalents) Vacancies (as a % of total posts)
Number %
18 – 16 1 1 0 0%
15 – 13 5 1 4 40%
12 – 10 2 1 1 10%
9 – 7 0 0 0 0%
6 – 4 2 1 1 10%
3 – 0 0 0 0 0%
Total 10 4 6 60%
* Employee statistics will be imprecise due to the implementation of the 2017 structure, the TASK gradings of 2015 and the revised TASK gradings currently used by the Human Resources Department which are based on actual evaluations or benchmarking against industry norms. The difference between gradings implemented up to 2015 and the new gradings on the municipality’s payroll system creates some anomalies i.t.o. accurate figures on job and occupation levels. The municipality is busy
rectifying these anomalies through the implementation of the new structure and with the implementation of standard industry norms and TASK gradings.
Ensure efficient oversight of funding and outcomes.
Acknowledge and leverage private sector and independent initiatives.
Develop own of sustainable tourism events and brands.
Enable sponsorship opportunities for commercialisation of events, brands and other opportunities.
Smooth cyclical tourism numbers by establishing developing and implementing off-peak tourism products and initiatives.
Develop and package opportunities and venues for business tourism.
Enable market participation for local business.
Enable training, mentorship and employment opportunities for local citizens.
A transparent ability to quantify return on investment into events and funded entities.
Highlights:
The establishment of a new destination marketing organisation, Visit Stellenbosch, after Wine Routes (SWR) and Stellenbosch 360 (S360) agreed on a bold and ambitious plan to bring stakeholders together and grow the tourism and experience economy in Stellenbosch.
Visit Stellenbosch unite all tourism stakeholders under a joint destination brand and a unified destination vision with a long-term tourism plan. Centralising the operational functions and resources of various tourism role-players, Visit Stellenbosch will enable stakeholders to invest more to improve service excellence, drive tourism innovation and enhance place product experiences.
Memorandum of Agreements was signed with Visit Stellenbosch and Franschhoek Wines based on the policy to for funding of organisation rendering a municipal function with condition to integrate the sector and ensure new entrance into this sector are supported and developed.
Challenges: Tourism
Impact of COVID-19 on the tourism industry has had a severe negative impact on the sector, especially as international travelling was to a large extent prohibited since the start of the lockdown on 23 April 2020.
3.10.2.5 Capital Expenditure – Local Economic Development and Tourism
Table 3:53: Capital Expenditure as at 30 June: Local Economic Development and Tourism
Capital Projects Adjustment Budget Actual Expenditure Variance from Adjustment
Budget R
Establishment of Informal Trading Sites: Kayamandi 5 337 505 2 543 827 -52.34%
Establishment of Informal Trading Sites: Groendal 3 467 117 2 189 882 -36.84%
Establishment of Informal Trading Sites: Klapmuts 2 085 015 1 559 303 -25.21%
Establishment of informal trading markets Cloetesville 649 948 468 526 -27.91%
Establishment of Informal Trading Markets:
Franschhoek 404 409 389 235 -3.75%
Only the 5 largest capital projects are listed
Local Economic Development and Tourism have spent, 59.65% of the capital budget for the financial year.