Swartland Strategy for 2017 - 2022. Shaping a better future
Introduction to the current thinking
Previous years we requested input mainly through workshops and interviews. This limited participation.
This online workspace enables participants with internet access to contribute more easily, increasing
participation, openness and transparency.
Based on the national and provincial development policies, strategies, and based on assessments of
the Swartland local situation, the municipal team has come up with some initial thinking to start from.
So far, this is what we think we should do. We know we don't have all the answers and now seek to
draw on your insight and pragmatic suggestions for improved thinking and plans. Together we can
do more.
VISION, MISSION AND SLOGAN
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Strategic thinking to date
Vision
Hope and a dignified living for all people.
Hoop en 'n waardige bestaan vir alle mense.
Mission
We shape a better future through responsible and sustainable actions towards all people.
Ons gee gestalte aan 'n beter toekoms deur verantwoordelike en volhoubare aksies teenoor alle
mense.
Slogan
We shape a better future!
Ons gee gestalte aan 'n beter toekoms!
STRATEGIC GOALS
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Strategic Goal 1: PEOPLE - Improved quality of life for citizens
Target groups Benefits
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All citizens: Citizens suffer fewer losses due to transgressions of laws. And benefit from enhanced
safety and security.
Children aged 0 - 14: Increased capacity to develop into good and productive citizens.
Young adults aged 15 - 35: More conscious, capable and resilient youth.
Unemployed / informal business: More conscious, capable and resilient unemployed and informal
business owners.
Poor: Vulnerable citizens are less exposed to risk and suffering. Are more conscious, skilled and
resilient.
Vulnerable farm workers: Vulnerable citizens are less exposed to risk and suffering. Are more
conscious, skilled and resilient.
Vulnerable woman: Vulnerable citizens are less exposed to risk and suffering. Are more conscious,
skilled and resilient.
Disabled: Vulnerable citizens are less exposed to risk and suffering. Are more conscious, skilled and
resilient.
Aged: Vulnerable citizens are less exposed to risk and suffering. Are more conscious, skilled and
resilient.
Low and indigent households: More low income & indigent households have dignified housing.
FLISP/GAP housing citizens: More low income households have dignified housing.
Strategic objectives
1. Facilitate access to the economy
2. Promote childcare facilities and early child development (0-6 years)
3. Increase the number of legal childcare facilities
4. Promote child development (7-14 years)
5. Facilitate youth development
6. Coordinate social development internally and externally with partners
7. Lobby for the basic needs and rights of vulnerable groups
8. Establish a Municipal Court to increase the effectiveness of municipal law enforcement
9. Integrated Crime Prevention / Safety stakeholder collaboration
10. Prevent and manage land invasion. Monitor informal settlements
Results Chain
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Strategic Goal 2: ECONOMY - Inclusive economic growth
Target groups Benefits
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All business: Business utilise increased competitive advantages to grow.
Property investors & developers: Property developers increase the supply of residential,
commercial and industrial premises.
New business investors: More businesses invest and locate here to utilise the opportunities.
Small business: Increase in supplier opportunities, translates into increased sales.
Farmers: Farmers have increased opportunity to generate income whilst adding more value to
society.
Home investors and new local consumers: More rate paying citizens re-locate to live here, to
benefit from the citizen advantages.
Strategic objectives
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Relevant stakeholders commit to collaborate to improve local competitive advantages.
Investors are made aware of specific opportunities and benefits of investing here.
Well located serviced sites are made available for industrial investors.
Local markets work better to increase opportunity for local small businesses.
Swartland is better known as a good place to live by rate paying citizens.
Easier for local citizens to access economic opportunity.
Enhanced tourism promotion to attract more visitors and build the brand of Swartland
Results Chain
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Strategic Goal 3: ENVIRONMENT - Quality and sustainable living environment
Target groups Benefits
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All citizens: Citizens have reliable access to cost effective services: Electricity, water, roads,
sewerage, rubble
Home investors and new local consumers: More rate paying citizens re-locate to live here, to
benefit from the citizen advantages
Natural environment: Sustainability of natural eco-systems improved
Cultural and Heritage assets: Cultural and Heritage assets preserved and better utilised to serve
society
Adult citizens: Adults: Local citizens access more economic opportunities
Low income and indigent households: More low income & indigent households have dignified
housing
 FLISP/GAP housing citizens: More low income households have dignified housing
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Strategic objectives
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Maximise economic opportunities and comparative advantage
Enable sustainable rural and agricultural development
Enhance conservation and biodiversity
Protect cultural and built heritage landscape
Spatially enable sustainable settlements
Enhance safe, healthy, liveable and sustainable communities and neighbourhoods
Provide the whole spectrum of government subsidised housing (Integrated Residential
Development Programme (IRDP), Upgrading of Informal Settlements Programme (UISP) and
Community Residential Unit Programme (CRU))
8. Increase access for citizens in new settlements to urban amenities, work, schools, clinics, parks,
etc.
9. Maintain a balance between non-paying and paying households through the increased provision
of affordable housing, Finance Linked Individual Subsidy Programme (FLISP) housing, Gap housing
and social housing.
Results Chain
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Strategic Goal 4: INSTITUTIONS - Caring, competent and responsive institutions, organisations and
business
Target groups Benefits
Municipality: Increased value added and reduced exposure to risks, given the resources available.
Ward structures: Citizens informed, more involved and more supportive of public sector
developments in their ward.
 Development partners incl. public investor: The benefits of public investment / developments for
society are maximised.
 All citizens: Citizens have reliable access to cost effective services: Electricity, water, roads,
sewerage, rubble.
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Strategic objectives
1. A redesigned municipal organisation structure that effectively facilitates the strategic objectives
and purpose of the organisation.
2. Proactive succession and talent management that achieves consistent high levels of employee
performance.
3. Employment relations that creates a climate of trust, cooperation and stability and achieves a
harmonious and productive workforce.
4. More informed and effective ward councillors and ward committees.
5. Connectivity strategy for the Swartland.
6. Identify risks and implement preventative and corrective controls.
7. Sound long-term financial planning including making the right investment decisions.
8. Sound financial management, budgeting and expenditure control.
9. Realise at least a 5% expenditure saving.
10. Broadening of the tax / revenue base.
Results Chain
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Strategic Goal 5: SERVICES - Sufficient, affordable and well-run services
Target groups Benefits
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Municipality: Increased value added recommendations and reduced exposure to risks, given the
resources available
Development partners incl. public investor: The benefits of public investment / developments for
society are maximised
All business: Business utilise advantages to grow
Business investors (new): More businesses invest & locate here to utilise opportunities
Home investors & new local consumers: More rate paying citizens re-locate to live here, to benefit
from the citizen advantages
Strategic objectives
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Secure sufficient long term bulk water provision
Maintenance and upgrading that sustain and improve the current condition of tarred roads
Ensure sufficient civil services capacity for planned developments
Ensure sufficient electricity capacity for planned developments (built environment) that are
feasible
5. Maintenance and upgrading that sustain and improve the current condition of electrical
infrastructure
6. Provide electricity cost effectively
Results Chain