7.     A PROVINCIAL SPATIAL DEVELOPMENT STRATEGY  (PSDS)
7.1.    Introduction
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A challenge facing the Northern Cape province is to engage in a multi-dimensional approach to spatial planning and development that goes beyond single perspectives (i.e. economic growth, infrastructure provision and poverty alleviation, amongst others) to short- and long-term planning in both space and time. This calls for a socio-spatial approach to planning, taking into account both the need for a place-making approach, whilst simultaneously considering the bigger whole and the public good (both in the short-term and in the long run). This implies flexible institutional readiness and effective capacity in governance to ensure a balance between short-term needs and long-term vision and costs.
It is in this context that the PSDS must not only give effect to national spatial development priorities, but must also set out the provincial, regional and local spatial priorities of the Northern Cape. It will guide strategic decisions related to the location and the distribution of resources in time and geographic space.
7.2.    Principles underlying a sustainable Provincial Spatial Development Strategy
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The NSDP proposes that decisions by the different spheres of government on infrastructure and development spending should be guided by the following set of normative principles:
·       Economic growth is a prerequisite for the achievement of other policy objectives such as   poverty alleviation;
·       Government spending on fixed investment, beyond the constitutional obligation of the provision of basic services, should be focused on localities of economic growth potential;
·       Efforts to address past and current social inequalities should focus on people and not places; and
·       To overcome spatial distortions of the past, future settlement and economic development opportunities should be channelled into corridors and nodes that are adjacent to or link the main economic growth centres.
The Land Use Management Bill (2004) proposes a set of directive principles that guide the formulation, determination, development and implementation of all spatial planning. These are: equality, efficiency, integration, sustainability and fair and good governance.
7.3.    Strategic elements of the PSDS
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An analysis of data describing natural and physical resources, population distribution, population shifts and the economic resource base, amongst others, suggests a series of strategic elements that must be taken into consideration in the implementation of the NCPGDS. These strategic elements are:
7.3.1.    Established growth centres
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The major established growth centres are located in the Kimberley-Postmasburg sub-region. These are likely to remain the main economic driving force for the foreseeable future and will continue to attract rural and urban migrants. This growth in population often exceeds the growth of service provision thereby increasing backlogs. The implication of this is that development priorities in these areas should be the reinforcement of growth in established economic sectors through diversification, SMME development and increased levels of service provision.
7.3.2.    Emerging growth centres
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These are areas around Upington and Springbok where agriculture and mining are the sources of economic growth. The challenge here will be to maintain growth despite copper mining down-scaling and the deteriorating trade in the export grape industry. Evidence suggests that growth prospects in the non-traditional sectors remain buoyant. It is likely that there will be significant rural-urban shifts in the Namaqua and Siyanda districts that will increase the demand for services there. Accordingly, the development priorities should be promotion of emerging growth opportunities, SMME development in the emerging sectors and re-distribution of service provision.
7.3.3.    Stagnating small towns
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These towns are mainly in the Karoo and Namaqua districts, where the erosion of the economic base of the area has resulted in severe contraction of the local economies. Although these areas have experienced outward migration, a significant number of people continue to reside there and show an increasing dependence on social grants. Levels of affordability for services have been declining, threatening the sustainability of local government. The implication is that development priorities in these areas should be LED strategies aimed at utilising local resources to drive development at grass roots level, SMME development and re-distribution of service provision.
7.3.4.    Land reform areas
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A number of land restitution and redistribution cases in the Northern Cape are in close proximity to the Kimberley-Postmasburg and Upington areas. In most settled cases this has led to services being provided in previously under- or non-serviced areas. In many cases, the economic potential of land is inadequate as a source for economic livelihoods and this will have to be addressed in any future consideration of infrastructure investment and development. As a result, the development priorities should be maximisation of LED opportunities, promoting integration and linkages with the surrounding economy and the provision of appropriate levels of service.
7.3.5.    Development corridors and special resource areas
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The PSDS will have to take into account existing transport corridors and special resource areas. In the province there are four discernible development/transport corridors that are not only vital lifelines from a transport perspective, but are also areas of relatively high economic potential that if developed could benefit enormously from their proximity to the transport infrastructure.
There are a number of special resource areas in the province, such as mariculture opportunities and the natural gas fields along the west coast, expansion of agriculture along the Orange River and a number of eco-tourism and conservation initiatives. These opportunities should be investigated as possible economic development projects.
8.               FINANCING GROWTH AND DEVELOPMENT
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Securing adequate financial resources to finance growth and development is a critically important strategic imperative. Clearly, our ability to finance the programmes and projects that would lead to the achievement of our development objectives will be a key determinant of our success. The reality of our collective situation is that, while no single agency has sufficient financial resources to drive growth and development to the extent required, there are a number of relatively well-resourced players that can collectively contribute to the achievement of our collective vision for the economic and social development of the Northern Cape.Â
However, this will require a high degree of commitment to an inclusive, participatory and well co-ordinated approach to planning for growth and development and to the implementation of programmes and projects that seek to achieve this end. By integrating the programmes and budgets of those institutions that share co-responsibility for promoting growth and development in the Northern Cape, it should be possible to enhance the development impact of their spending in the province.Â
Through the “equitable share†and alignment of the MTEF with the NCPGDS, through better co-ordination and management of municipal finance and through the integration of national government department spending in the province, it should be possible to streamline public sector spending on growth and development. Add to this the possibility for complementary spending by State Owned Enterprises, the Development Finance Institutions, the private sector and some of the labour unions, and a picture emerges that suggests that it should be possible to do more to finance growth and development initiatives. However, this would require these parties to collectively achieve better levels of co-ordination and co-operation amongst the institutions responsible for growth and development.
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9.               INSTITUTIONAL ARRANGEMENTS
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The success of the NCPGDS will be determined by our ability to put in place the appropriate institutional arrangements for its implementation. It will require the committed participation of government, labour, the private sector and civil society. It will also be imperative to ensure that there is a high degree of integration and co-ordination of the efforts of these stakeholders.
9.1.    Objectives
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For the establishment of an institutional framework that will be conducive to the successful implementation of the NCPGDS, at least the following objectives will have to be met:
Clearly defined terms of reference and/or mandates for all institutions;
Roles and responsibilities of all stakeholder institutions should be clearly understood;
Clarification and formalisation of the relationship between existing and new institutions; and
Clarification of the contributions of existing and new institutions to promoting growth and development.
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9.2.    Institutional arrangements
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The current institutional arrangements between and within spheres of government are adequate to effectively co-ordinate growth and development. There are mechanisms such as the President’s Co-ordinating Council that brings together the 3 spheres of government, the Premier’s Forum/ Northern Cape Provincial Intergovernmental Council and the Mayoral Forum. There are also Ward Committees in which civil society is involved.
However, the existing institutional arrangements do not allow for the effective participation of labour and the private sector. To fill this void, it is necessary to establish a structure in which government, labour, the private sector and civil society can meaningfully engage with one another to bring about the desired growth and development. This structure will be known as the Provincial Economic Development Advisory Council.Â
10.          IMPLEMENTING THE NCPGDS
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10.1. Approach to implementation
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Despite the limitations of conditions set by national government, provincial government remains a significant catalyst for economic growth and social development. The NCPGDS is, thus, an important tool to ensure that the development impact of what government and its partners do is maximised.
As a facilitator of economic growth and the major driver of social development, provincial government has to work in partnership with all stakeholders to improve programmes for economic growth and development, to set targets that are achievable and ensure co-ordination of provincial and local government development programmes.  Â
Provincial government must position itself as an enabler of economic growth. Since it cannot bring about increased economic growth and development alone, collaboration with the private sector, the donor community and the relevant national level institutions is essential. Similarly, in social development, government is committed to working closely with all stakeholders to optimise the impact of its programmes and activities.
10.2. Implementation arrangements and options
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In striving to achieve “institutional superiorityâ€, provincial government will have to consider a range of options. Depending on the function in question, a choice exists between delivery through normal public sector structures or through external agencies. Opportunities for outsourcing, privatisation, joint ventures, PPP’s or the creation of statutory or non-statutory agencies exist to facilitate the delivery of NCPGDS programmes and projects.
10.3. Monitoring and evaluation
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Adequate monitoring and evaluation systems, procedures and arrangements must be put in place to ensure the success of the NCPGDS. These must be developed as an integral part of the process of formulating and implementing the NCPGDS and must provide for adequate and proper measurement, evaluation and feedback.
10.4. Review of the NCPGDS
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The NCPGDS will be reviewed midway through the electoral cycle and at the end of the electoral cycle to incorporate, inter alia, future policy and legislative chang