GSLWP (LSDI) Briefing to Portfolio

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GSLWP (LSDI) Briefing to Portfolio Select
CommitteeVision, Progress Programme
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Poverty amidst Plenty

• Social Development Neglect
• Development Track record?
• What is this lack of delivery being measured
  against?

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TRI-LATERAL VISION

• KEY INTERVENTIONS
• REG. INST. FRAMEWORKS
• INFRASTRUCTURE
• GSLWP LEAD INVESTMENT PROJECTS (PPPS)
• LED, 2ndry Projects, support programmes

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Regulatory Framework
General Protocol
Malaria Control
The Lubombo TFCA
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Investment Infrastructure
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Locational Advantages of the LSDI International
Access and Tourism Flows
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TO DATE GSLWP WH site (Land Cons, Claims
Incorporation) GSLWPA Governance WHCA, Regs,
Board, Reg Committee Prk. Mg. Committee, Mg.
Agreement Sch. A Institutional Establishment
Sch.3A (PFMA), HR Finance Policies, Key
Staff) Park Re-development LED programmes
Conservation WfW, Retraction Plantations, Game
Reintroduction Mg. Tourism Infrastructure
Phase 1 (Mkuzi Eastern Shores) Com Investment
87 EOI
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2003-2004
PARK
Functional Est. Auth . (Corp Gov)
Com PPP, Outsourcing Ph 1 2
Infrastructure Rollout Prog.
2002
2003
2004
SEED (Emp Inf Com, Dev Prog CBNRM)
Marketing Branding

Cons IMP, COPS, LAP, Monitoring, Mg. Syst, Land
Care
KEY CHALLENGES
Mg Partnerships Agreements
Land claims
Cons. Legacies CFR
Crime
LUBOMBO
TFCA, Malaria, Road
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Impact

• To date
• 4000 (temp) jobs created
• on average 50 of capex on infrastructure
  projects to SMMEs
• Above average growth in tourism
• Phase 1 Commericalisation (Accom only - est)
• R 450 m new
• Permanent tourism 1340
• Direct local GGP R121 m
• New forex about R100 m/pa
• By year 10 (est)
• 4000 permanent new jobs
• 7000 new tourist beds
• R850 million forex per annum
• R4 billion to GGP

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PROGRESS

• GSLWP Key Performance Indicatorss (KPIs)
• Delivery Sustainable Investment Jobs
• Park Re-Development incl. branding
  (sustainability)
• Underpinned by sustainable regional development
  conservation (LSDI IDPs)

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Schedule A

• Year 1 3 Scenario as described
• Expect revenue to grow and recurrent costs
  contained I.e. growing tourism revenue
  enables cross-subsidisation in the Park
• Years 4 5 Next phase tendering
• aim to reduce recurrent costs further
• increase revenue- concessions marketing
• NCS Sites staff transfer and/or
  redeployment and revenue(savings and
  increase revenue) to NCS where private
  sector bids on sites
• Year 5 - Handover complete
• NCS as concessionaire on tourism sites i.e
  pay fee to authority/site
• Revenue share from Authority to NCS on Park
  for conservation, thereby lowering subsidy
• (Option exists in year 1 to 3 for NCS to propose
  investment on their existing sites without
  tendering evaluation of proposal based on same
  criteria a 1st phase concessionaires)