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Economic Growth Strategy ECONOMIC GROWTH STRATEGY CITY OF CAPE TOWN Prepared by STRATEGIC POLICY UNIT OFFICE OF THE EXECUTIVE MAYOR July 2013 1 CONTENTS Executive Summary 3 The Economy of Cape Town 5 The Challenge of Growth And Jobs 6 A Different Path: The Opportunity City 9 1. A Globally Competitive City 11 Competitiveness Strategies 13 2. Infrastructure for Growth 17 Infrastructure Strategies 19 3. Inclusive Growth through Jobs and Skills 26 Inclusion Strategies 28 4. Trade Promotion and Sector Development 34 Trade Promotion and Sector Development Strategies 37 5. Sustaining Growth for the Future 43 Sustainable Growth Strategies 46 2 EXECUTIVE SUMMARY The principal objective of the Economic Growth Strategy (EGS) is to grow the economy and create jobs - the overarching objective of the Opportunity City. It presents the City of Cape Town’s response to the most fundamental challenges facing Cape Town in the years ahead: too many people are unemployed, too many people are poor, and the city’s lacklustre current and projected growth rates means that this situation is unlikely to change if the organisation follows a ‘business as usual’ approach. At the same time, demand for city services is increasing every year. This trajectory will be unsustainable in the long-term unless incomes rise, and City revenue from households and businesses increases. The EGS marks a departure from previous approaches to the economy by the City in that it adopts a ‘whole organisation’ approach. Previously, economic development had been relegated to a relatively small and under-resources department, which focussed its attention on a number of discrete projects. The current EGS recognises that many of the most important roles played by the City in the economy – roles such as regulating building development and providing basic services such as water, electricity and transport infrastructure – are the responsibilities of other departments. Others, such as the City’s green economy initiatives, require coordinated action across the organisation. The EGS positions Cape Town within broader global, national and regional economic trends. Two stand out: The rapid shift in investment and commercial activity towards the urban centres of the East and South (which is resulting in high rates of economic growth, particularly in mid-sized cities) and structural changes in the domestic economy, particularly in the Western Cape, towards the tertiary sector. The EGS outlines how City shall respond to the challenges and opportunities these bring, and crucially, identifies what the City needs to do to in order to maximise benefits for the people of Cape Town. Based on the latest research on globally competitive cities, the EGS is structured around five strategic areas. § Building a globally competitive city through institutional and regulatory changes § Providing the right basic service, transport and ICT infrastructure § Utilising work and skills programmes to promote growth that is inclusive § Leveraging trade and sector development functions to maximum advantage § Ensuring that growth is environmentally sustainable in the long-term The five policy chapters of the EGS address these fundamental building blocks of competitive cities. In each, the specific challenges facing Cape Town are explained, the tools available to the City are identified and distinct strategies to address these challenges are outlined. Each policy chapter concludes with a summary table that highlights the individual steps that need to be taken to achieve the chapter’s broad strategic goals while also pinpointing the individual City departments that need to work together to achieve these goals. In this way, the EGS structured in a manner that aligns with the implementation and reporting mechanisms of the City’s transversal cluster system. 3 A brief outline of each of the five substantive policy chapters follows below. Chapter one asks the fundamental question: What would it take to make Cape Town a globally competitive city? Beyond the basic services and functions dealt with elsewhere in the EGS, the answer lies in building an enabling regulatory and institutional environment. This was confirmed by the Cape Town Competitiveness Study, which identified excessive regulation as a key constraint to growth. Strategies in this chapter therefore focus on accelerating regulatory modernisation and business improvement processes and establishing an institutional environment conducive to entrepreneurial activity. Chapter two concerns the backbone of healthy, growing urban economies: quality infrastructure. Cape Town faces challenges on all fronts: basic service infrastructure requires constant maintenance; transport infrastructure needs to expand to meet future demand and investment in ICT infrastructure is needed to enhance the city’s productivity and connectivity. The strategies outlined in this chapter address each of these three issue-areas. Furthermore, they identify ways in which the City’s underutilised assets can be used stimulate investment while leveraging national infrastructure funding through SIP 7. Chapter three explains how the City will utilise the policy levers at its disposal to actively encourage job creation, poverty reduction and skills development – the three essential elements of inclusive economic growth. Though many key competencies in this area lie with the national and provincial governments, the City nevertheless has an important niche role to play via its employee recruitment and skills development programmes; its regulation of the informal sector; its administration of EPWP in the municipality and its various external skills initiatives. Emphasis is placed on developing relevant, marketable skills at scale. Chapter four outlines the City approach to trade promotion and the development of key catalytic growth sectors. Consistent with research on competitive cities, it is informed by the twin imperatives that Cape Town builds on existing competitive advantages and that its assistance to specific sectors facilitates specialisation. Special attention is given to how the City will utilise the allocation of Section 67 grants to achieve its economic objectives in areas such as policy coordination, trade promotion and sector development. Strategic focus is similarly brought to bear on the City’s external relations, events and marketing. Chapter five details what the City needs to do to ensure that economic growth is sustainable in the long-term. This includes strategies to manage the sustainable utilisation of two resources that are essential to the economic life of Cape Town: water and electricity. In both instances, opportunities for augmenting current supplies are outlined while emphasis is placed on the importance of conservation infrastructure and effective demand management. The chapter also creates a framework for the promotion of the green economy, and sets out how the City will maintain its environmental assets to support the growth of eco-tourism. The strategies in the EGS correspond most closely with SFA 1: the Opportunity City and the economic access transition stipulated in the City Development Strategy (CDS). However, given its transversal application and wide-ranging impact, the EGS speaks to all five pillars identified in the IDP and lays the economic foundation for achieving the CDS six transitions. 4 THE ECONOMY OF CAPE TOWN Cape Town is a mid-sized city that ranks roughly in the middle of most international indices concerned with economic performance. It is often described as South Africa’s ‘second city’ after Johannesburg, both in terms of its size and the scale and concentration of economic activity. The city features an estimated GDP of US$ 38 billion and a GDP per capita of $ 16 000, which means it is middle income by international standards. It accounts for around 11% of economic activity in the country as a whole and a full three-quarters of all economic activity in the Western Cape1. The shape of the economy The structure of the city’s economy has a number of characteristics that differentiate it from the rest of the country. Whereas mining and quarrying still remain important sectors in other parts of the country, Cape Town has become a mostly service-driven economy. Finance, insurance, real estate and business services now constitute 37% of economic activity in the city (compared to 31% in the province and 20% nationally), followed by wholesale and retail trade (15%) and transport, storage and communication (11%)2. Cape Town also has particular strengths in R&D and various creative industries. In addition to finance and business services, sectors in the city and the province that are expected to experience growth over the next four years include transport, storage and communication, retail, wholesale, catering and accommodation, and construction3. This growth is supported by physical and social infrastructure that is generally above average compared to other South African cities, but below standard compared to many international peers. Regarding the city’s economic infrastructure, there are pockets of excellence (such as the airport), but challenges remain, particularly in public transport, communications, and the port. Cape Town’s global position Cape Town is one of the most recognisable cities in the world, known for its iconic Table Mountain and the natural beauty of the Cape Peninsula and Winelands. Despite this, Cape Town cannot be considered a truly ‘global’ city based on the size of its economy, its global connectivity or its projected growth prospects. According to a recent
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