COMPONENT B: PLANNING AND DEVELOPMENT
3.3.2 LOCAL ECONOMIC DEVELOPMENT (LED)
3.3.1.2 Total employees – Planning
Table 3:47: Total Employees – Planning
Job Level* Posts* Employees* Vacancies (full time
equivalents) Vacancies (as a % of total posts)
Number %
18 – 16 4 2 2 3.27%
15 – 13 5 3 2 3.27%
12 – 10 % 29 17 27.86%
9 – 7 3 2 1 1.64%
6 – 4 3 2 1 1.64%
3 – 0 0 0 0 0
Total 61 38 23 37.7%
* 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.
Achievement
/Highlight Description
Enterprise Development and Support
Training for SMMEs
Ten Stellenbosch-based entrepreneurs successfully completed a five-day, intensive entrepreneurship course held in the town library hall from 21 – 25 January 2019. This was hosted partnership with the Stellenbosch Municipality, the Ranyaka Enterprise Development Academy was facilitated by entrepreneurship specialists, Labit and sponsored by the Distell Group.
Vacant Agricultural Property
Twelve portions of vacant land were advertised in the Gazette on the 10th of April 2018 and the Eikestadnuus of 12 April 2018. The applications will closed on the 11th of May 2018. The land will be allocated in line with the Policy on the Management of Municipal Agricultural Land. An information session was held on the 22nd of May 2018 in the Library Hall for all interested small farmers to receive all relevant information for them to complete their applications. 90 individuals attended the briefing.
3.3.2.1 LED Challenges
The table below gives a brief description of all the challenges within local economic development during 2018/19:
Table 3:49: Challenges within Local Economic Development
Description Actions to address
Human Resources insufficient to drive a effective local economic
development programme
Fill all vacant post at an appropriate level in order to recruit competent professional people.
Slow processing of Landuse applications impacts negatively on new investments and economic growth in the municipal area
Address red tape and human resource issues ensure a responsive and effective administration that can be a catalyst for investment and economic growth.
Non-permanency of EPWP administrative staff.
There exists a need to have permanent data capturing staff for EPWP in order to ensure the continuous performance of the function in terms of compliance and job creation targets.
Current entrepreneurship development initiatives shows to minimal or minor impact on new venture creation
Use Local Economic Development Hubs to nurture and grow new businesses
Income inequality Stellenbosch municipal area is the highest in the district
We need to create meaningful jobs that will increase the household income of lower income groups
3.3.2.2 EPWP job creation 2018/19
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 3:50: Job Creation through EPWP* Projects
EPWP Projects Number of jobs created
External EPWP Grant Projects
IG: LED 34
IG: LED Tourism 7
IG: Community Development 8
IG: Halls 4
IG: Sport 12
EPWP Projects Number of jobs created
IG: Ward Office 20
IG: Fire & Disaster 12
IG: Cemeteries 7
IG: Law Enforcement 7
IG: Parks and Rivers Franschhoek 13
IG: Parks and Rivers Stellenbosch 34
IG: Jonkershoek Cleaning 6
IG: Integrated Fire Management 12
IG: Million Trees 14
IG: Draught Elevation 20
IG: School Safety 10
Total Projects Total Jobs 220
Municipal Funded Projects
Eco Office 2
Maintenance and cleaning of filters & reservoirs 10
Plantation Monitors 16
Biomass Reduction 20
Capturing/Analysing of Data-Metering & Electrical systems 1
IG fire & Disaster Management 12
Admin/Capturing of data-Water meters 1
IG Sports 12
Cleaning of Roads and Storm water 6
Cleaning of informal toilets (BSM 5/8) 26
Cleaning of informal toilets (BSM 6/8) 12
Informal Trading site Cloetesville 6
Informal Trading site George Blake 4
Registry Clerk 4
Enkanini area cleaning 169
Area Cleaning 244
Area Cleaning CBD 32
IG Parks & Rivers Franschhoek 13
IG Parks & Rivers Stellenbosch 14
Jamestown Library 1
Service Warriors 11
Cleaning & Greening/ Million Trees 14
IG Drought Elevation 20
Integrated Fire Management 12
IG Cemeteries 7
LED 34
EPWP Projects Number of jobs created
LED Tourism 7
IG Ward Office Cleaners 20
Law Enforcement 7
IG Halls 4
IG Jonkershoek Cleaning 6
Chippers 12
Neighbourhood Revitalisation 19
Title Deeds Restoration 14
Rehabilitation-soil erosion 9
Community Development 10
Amanzi Yimpilo 26
Plankenberg outfall sewer phase 2 & 3 20
Bulk water supply water pipeline DRV 7
Jamestown new bulk sewer infrastructure 8
New Merriman Outfall sewer 9
Ida’s valley mix housing 22
Klapmuts housing 5
Franschhoek informal trading site 4
Total Projects Total Jobs 912
Total Projects Overall 44 Total Projects Overall 1 132
3.3.2.3 Total employees – LED
Table 3:51: Total Employees – LED
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.
3.3.2.4 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.
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.
Challenges: Tourism
Fostering and enabling market access for emerging businesses in the sector.
Countering seasonal nature of the tourism sector
Development of Strategic Tourism products that require support and integration of multiple three spheres of government, parastatals and SOEs, and which the Municipality is better positioned to drive and coordinate than the private sector.
Improving alignment and coordination of the activities of the funded Local Tourism Organisations
The Municipality needs to develop a professionalised marketing approach to its support of tourism.
It must manage the overall Stellenbosch tourism brand, with recognition of the strategic advantages and market positioning of the regional sub-brands, including town specific offices, e.g. Stellenbosch 360, Franschhoek Wine Valley; industry sectors such as wine tourism Stellenbosch Wine Routes; the development of business tourism, and the development of strategic plans for new tourism products that maintain competitive advantage and consumer desirability, through which SMMEs can become participants in the tourism sector.
Highlights: Tourism
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.
3.3.2.5 Capital Expenditure – Local Economic Development and Tourism
Table 3:52: 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 markets
Cloetesville 2 395 780 1 745 832 -27.13%
Establishment of Informal Trading Markets 1 972 862 1 568 453 -20.50%
Establishment of Informal Trading Sites:
Kayamandi 1 298 782 565 682 -56.45%
Establishment of Informal Trading Sites:
Klapmuts 921 839 142 934 -84.49%
Heritage Tourism Center - Jamestown 755 000 424 686 -43.75%
Only the capital projects are listed
Local Economic Development and Tourism have spent, 65.75% of the capital budget for the financial year.