Towards 2040 unlocking our potential

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  • 1. Towards 2040 - Unlocking Our Potential The Western Cape agenda for joint action* on economic development Draft 23/07/12 *incorporating Future Cape and CCT City Development Strategy
  • 2. Overview• Purpose and context• A Vision for Change• Transitions and goals• Phasing of ‘step changes’• Vision in action – Employment Works• Enablers• Roles and responsibilities (landing the plan in action through partnerships)• Managing transitions – the role of a transition management agent• Measuring impact – the role of a Provincial Competitiveness Index
  • 3. Long-term multi-stakeholder plan for Cape region for joint action on the economy Shared vision Innovation Common and Change values Purpose Alignment & Fresh partnerships thinking
  • 4. The context Technological change & innovation Inadequate job growth to meet Skills and Unsustainable the employmentassets deficit resource use challenge & (legacy) (risk) inequality (crisis) Institutional inertia and fragmentation Negative mindsets
  • 5. Our 2040 Challenge* Creating a resilient, inclusive and competitiveWestern Cape with higher rates of employment producing growing incomes, greater equality and an improved quality of life * Not a differentiated territorial marketing brand but a unifying societal vision
  • 6. Our Vision for Change Poorly skilled Highly skilledFactor/efficiency-driven Innovation-driven Resource-intensive Resource-efficient Dependent Enterprising Low opportunity High Opportunity
  • 7. Our Vision for Change Poorly skilled Can do People Highly skilledFactor/Efficiency Driven Good Governance Innovation Driven Resource-intensive Resource-efficient Location & Lifestyle Dependent Independent Centres of excellence Low opportunity High Opportunity
  • 8. Key transitions 2012-2040 From ToKnowledge Unequal variable quality High quality education for all plustransition education plus limited innovation high innovation capacity(Educated Cape) capacityEconomic access Factor and efficiency driven Innovation driven economy withtransition economy with high barriers to low barriers to entry with high(Working Cape) entry and low productivity and productivity and entrepreneurship entrepreneurship rates ratesEcological Unsustainable carbon-intensive Sustainable low carbon resourcetransition resource use use(Green Cape)Cultural transition Barriers to local and global High level of local connectivity and(Connecting Cape) connectivity (language, identity, global market fluency distance, parochial attitudes)Settlement Unhealthy, low access, often Healthy, accessible, liveable multi-transition alienated, low opportunity opportunity communities(Living Cape) neighbourhoodsInstitutional Defensive, adversarial structures Open, collaborative systemstransition (LeadingCape)
  • 9. 6 Focus Areas with foundation and aspirational goals • Every person will be appropriately educated for opportunity Educating Cape • Centres of ecological, creative, science and social innovation • Anyone who wants to be economically active is able to workEnterprising Cape •Entrepreneurial destinations of choice • Functioning ecosystems working for and with communities Green Cape • Leader in Green Economy especially energy and water • Welcoming, inclusive and integrated communitiesConnecting Cape • Global meeting place and connector with new markets •Liveable, accessible, high-opportunity neighbourhoods & towns Living Cape • Ranked as one of greatest places to live in world • Ambitious socially responsible leadership at all levels Leading Cape • World-class institutions
  • 10. 6 Focus Areas Levers of change • Step change in ECD provision linked to school performance improvements Educating Cape and in school partnerships leveraging pockets of excellence • Innovation networks linking investors, researchers and entrepreneurs •Intensive subsidised work opportunity creation in public an private sectorsEnterprising Cape • Focus on social enterprise as a vehicle for economic growth and jobs • Energy and water infrastructure and regulation geared to sustainable Green Cape resource use • Cross sectoral partnerships to fast-track a green agenda • Programmes to build inter-community partnerships and cohesionConnecting Cape • Expanded cultural and trade ties with targeted regions in Africa, Latin America and Asia •Major improvement in public transport and pedestrian access Living Cape • Shift from subsidised housing to improved household and community services • Multi-level collaborations for innovation (EDP eco-system) Leading Cape • Leadership development to cultivate ambition and responsibility at all levels
  • 11. Required step change Unlocking potentialMeasurable outcomes Business as usual Time 2012-2019 2020-2026 2027-2033 2034-2040 Creating the Implementing at Accelerating Sustaining platform scale Improvement performance
  • 12. Required step change Job Work Jobs Productivity Up-skillingMeasurable outcomes School School Post-school System basics enhancement scaling excellence Retention & Scaling Market Embedding diversification innovation leadership excellence Testing Scaling Refining Consolidating Time 2012-2019 2020-2026 2027-2033 2034-2040 Creating the Implementing at Accelerating Sustaining platform scale Improvement performance
  • 13. The Vision in Action : Employment Works Accelerated work opportunities at scaleFlagship : Intensive programme to get unemployed young people into structured programme of supervised work and learning on subsidised stipend-based basis Major direct Builds on range ofimpact on range of tested approaches Supports all 6 social challenges and managed on focus areas and from crime to more holistic and captures critical drugs to innovative basis vision elements in employability if than any previous single programme scaled correctly programme
  • 14. The Vision in Action : Employment WorksPossible components, scale and ramp-upYear Part-time CWP- Full-time work Approximate cost type work experience per annum opportunities (@R placements (@ R 30 15 000 each pa) 000 each pa)2013 25 000 - R 375m2014 50 000 5 000 R 900m2015 75 000 20 000 R 1 725m2016 100 000 40 000 R 2 700 m2017 125 000 80 000 R 4 275m2018 150 000 100 000 R 5 250m2019 200 000 100 000 R 6 000mSupplemented by incentivising the creation of range of social enterprises thataddress the challenges using a commercial frame and leverage new jobs andwork opportunities e.g. via a Social Enterprise Fund
  • 15. The Vision in Action : Employment Works CWP-type work examples – social need focus Educating Cape Green Cape Living Cape• ECD, teaching • Alien clearing & • Health educators and library fire breaks • Greening and assistants • Waste collection cleaning• ICT coaching and recycling • Green drops• Sports coaching fixing leaks• Community food • Janitorial officers gardens • Safety officers• Music and • Anti-drug drama teaching counselling
  • 16. The Vision in Action : Employment Works Multiple reinforcing possibilities Pathways to formal •Via agencies such as Dreamworker and MoSRemployment through •Link to business commitment to take on job intermediation participantsPrivate involvement •Dreamfields proposed modelin enhancing project •Firm involvement (Symphonia model) areasVoluntary “gap year” • Proving management and mentoring (E.g service from new Teach America) graduates • Also role of retirees
  • 17. The Vision in Action : Employment Works Bridging the Big Picture 2012-2019 2020-2026 2027-2033 2034-2040 High levels of Reducing Better Maturing unemployment unemployment functioning demography Low levels of Increased confidence society confidence Lower levels of anti- Job up-skilling Alienated youth social behaviour • Big focus on building aHigh levels of anti- Increasing resilient work-force through up skilling social behaviour productivity Getting people into • Works programmes downscaled as more and jobs more people move into Getting people into • Job intermediation at employment scale • Impact of work and jobs work programmes showing • Community Works • Community Works type mainstreamed results programmes • Private Works • Big focus shifts to • Private Works continued productivity programmes • Social enterprise and • Social enterprise at business growth scale Employment Intermediation Training
  • 18. Enablers Funding andRegulation Infrastructure investment Spatial planning and Basics: Energy, water, Development of land use development sanitation & coherent investment and management education and health strategy regulations infrastructure Regulations to Development of Economic: Broadband, incentivise and funding and Public Transport & facilitate the green investment Ports and harbours growth agenda infrastructure Green infrastructure: Energy security and Shifts in current Creating seamless and alternative energy investment patterns efficient government sources & water and practices security
  • 19. Spatial Focus Connecting and concentrating ‘Regional Development Corridor’ Oliphants River Valley‘Regional Motor’Saldhana-Vredenburg and ‘Regional Development Corridor’secondary node Breede River Valley ‘Regional ‘Regional Transport Corridor’ new Transport growth potential along N2 Corridor and new growth area N7 ‘Regional Motor’ CT Coastal Metro & South Cape and secondary node economic hub
  • 20. Roles and responsibilitiesGoals Public Sector Private Sector Labour CommunityEducated •Manage an effective and •Facilitate resilient workers by •Support schools based •Support the educationCape efficient education system to providing ongoing training to improvements in line with drive and run global standards adapt to new technologies global standards complementary •Invest in collaborative R&D programmes that unlock •Facilitate a collaborative and encourage spill-overs into •Facilitate ongoing skills ambition innovation system the local economy development of workersEnterprising •Catalyse work through • Invest in growth and job •Provide mentorship to •To change consumptionCape public sector employment creation and create bridges learners and new patterns to local, slow programmes & facilitate into employment linked to employees products social enterprise creation Employment WorksGreen Cape •To leverage public sector •To invest in sustainable and •To change consumption •To change consumption spending to create demand green technologies & and working patterns to patterns to reduce, re- for and lead the change to innovation reduce, re-use and use and eliminate green technologies eliminate wastage wastageConnecting • Recognise and leverage the • Shift from Eurocentric • Shift from insular and • Shift from threatenedCape potential of partnerships orientation and markets to scarcity based to open and closed communities to African and global orientation abundance based open and welcoming relationships communitiesLiving Cape • Shift from a focus on • Invest in designing and •Work with the public • Create welcoming, housing to one on services, developing new sustainable sector to identify liveable, safe, high- community infrastructure solutions to improve living community works and opportunity and public transport environments, especially for innovation opportunities to communities and the poor improve settlements neighbourhoodsLeading Cape • Lead world class service • Lead shared value creation, • Lead world class service • Active citizenship oriented delivery and collaboration and sustainable delivery through collaborative sustainable approaches approaches partnerships
  • 21. Public sector roles and responsibilitiesGoals Public Sector National Provincial Local and DistrictsEducated •Manage an effective and •Manage post schooling • Manage ECD and • Facilitate ECD provisionCape efficient education system to education excellence schools based excellence and ensure every child global standards •Facilitate local multi- has access to a library and •Facilitate a collaborative •Set up national systems to sectoral knowledge & sports facilities innovation system encourage innovation innovation partnershipsEnterprising •Catalyse work through •Fund public works and • Fund provincial public • Implement and provideCape public sector employment community works and community works supplementary funding programmes & facilitate programmes at scale programmes at scale for public and community social enterprise creation • Address the business • Facilitate social works programmes regulatory environment enterprise creation and •Reduce the land resourcing development costsGreen Cape •To leverage public sector • Use energy, water, • Use transport, energy, • Use bulk services and spending to create demand transport and MIG funding to housing and bulk service energy budgets to lead for and lead the change to lead green technology budgets to lead green green change and green technologies change change incentivise green building technologiesConnecting • Recognise and leverage the • Facilitate continental and • Facilitate regional and • Facilitate inter-Cape potential of partnerships global partnerships global partnerships with community collaboration emerging marketsLiving Cape • Shift from a focus on • Promote healthy living • Invest more in public • Invest in public housing to one on services, • Invest more community transport, services and transport and safety community infrastructure services and infrastructure & community infrastructure and public transport incentivise rather than fund & incentivise rather than housing fund housingLeading Cape • Lead world class, service • Lead world class service • Facilitate and reward • Collaborate to deliver oriented delivery oriented public sector culture service excellence world class services
  • 22. Economic Transition 1 Future Cape Contextual Report Management Model Legacy: Skills and assets deficits Problem assessment Crisis: Inadequate job growth Creation of Transition Risk: Unsustainable resourceProcesses & tools Arena/ ManagerEconomic Data Synergy Project useProvincial CompetitivenessIndex ProjectLeadership DevelopmentProgramme EDP as collaborative 4 2 Evaluating intermediary cross- sector partnership Monitoring Vision facilitating multi- Learning actor transition Transition Agendas Recalibrating arena One Cape 2040: A deliberate attempt to stimulate a transition towards a more inclusive andCreating institutional base for 3 resilient economy2040 strategy management Mobilising stakeholders Joint Transition Agendas:Programmes: Executing projects and Knowledge, Economic, Cultural,Employment Works Programme experiments Settlement, Ecological, Other: 110% green, regional Institutionalinnovation network, etc
  • 23. Example: Vietnam Provincial Competitiveness Index – DAI and The Asia Foundation, 2011 Land access Transparency Entry Costs and security of and access to tenure information Time costs of Proactivity of Informal regulatory provincial & charges compliance local leadership Business Labour and Legal support training institutions services
  • 24. 2040 Index (draft)Goals IndicatorsEducated • Numeracy and literacy • Number of patents •Employment and earningCape levels and global rates of technical and performance tertiary education graduatesEnterprising • Employment levels and • Entrepreneurship • GDP and business growthCape productivity of the levels workforceGreen Cape • energy and water • Carbon footprint • Levels of technological security as measured by innovations to reduce reduction in consumption, resource use new technology provision and costConnecting •Levels of trust and • Levels of anti-social • Ease of doing businessCape tolerance behaviour across our borders into AfricaLiving Cape • Health and safety levels • Public transport • Quality of life connectivityLeading Cape • Networks and • Pro-activity of • Mechanisms to incentivise collaborative capacity leadership job creation, social enterprise and green technologies
  • 25. Towards 2040: Unlocking our potential Next steps Aug – Sept 2012 Oct – Dec 2012 30 July 2012 2013 onwards Engagements to Mobilisation: Communication & Draft vision & develop and ‘land’ projects and strategy engagement the 6 transitions partnerships Review existing Communicate the government plans Set up the project plan and (i.e. SO1-12); task teams and Employment Works Develop details of partnerships to the public Employment Works Draft vision and strategy document approved Secure resources to Build transition Design and activate implement the management Provincial transition agendas, capacity through Competitiveness in particular the EDP Index Employment Works
  • 26. What is new?• Reflects shift of discourse – From welfare to shared responsibility – From government leads to collaborative action – From corporatism to collaborative innovation• Subsidised work at scale as integrating action and manifestation of vision• Emphasis on social enterprise• Institutional arrangements required drive multi-stakeholder agenda• Short-term action linked to long-term perspective• Merging of City, Locals and Province intent into single message
  • 27. ThanksThis product is the collaborative work of a number ofindividuals and organisational inputs. In particular theteam would like to thank: – EDP team – EDP members – Future Cape Provincial Task Team – Strategies for Change – CCT CDS Team and task team – Freedthinkers – All various individuals and organisations that have participated in the CDS, Future Cape or One Cape process