SBM Local Economic Development Strategy

Since the development of the previous Saldanha Bay LED strategy (2013), many new developments have occurred, especially relating to the SBIDZ. An overarching strategic plan was required for the entire economy of Saldanha Bay to ensure that all stakeholders efforts are prioritised and aligned for most beneficial effect on the SBM economy. This strategy builds on the good work and plans done by numerous champions and stakeholders. More in depth dialogue with the private sector and municipal leaders has allowed this version of the LED strategy to sharpen its focus and utilisation of available competitive advantages. The SBM LED strategy has been compiled by John Lawson and after it was presented to the relevant Portfolio Committee, it was approved by Council.


SBTO/SBM Tourism Strategy

Destinate consultancy was appointed by the Saldanha Bay Tourism Organisation (SBTO) to research and conceptualise a Tourism Strategy for the Saldanha BM area. These proposed tourism initiatives are of substantial importance to unlock further growth/development of the Saldanha Bay Municipal (SBM) area.  A lot has already been done in the area to market/promote the tourist activities and the surrounding areas, but a tourism strategy is of critical importance to identify tourism initiatives for this particular area.  This project is also imperative to tourism within the region, which in turn will help the tourism industry to grow.  Proper marketing and publicity of these initiatives as contained in the strategy must be a joint effort between SBM and SBTO.

The SBM LED strategy is for public scrutiny and any comments can be furnished to the LED office at the municipal offices in Main Street, Vredenburg or electronically forwarded to Charles Barends at


Saldanha Bay Municipality’s Vision
  • The strategic intent of Council over the next few years will be to enhance municipal service delivery and growth and development offerings. The following vision has been adopted by the Council as the municipality’s road map, indicating both what the municipality wants to become and guiding transformational initiatives by setting a defined direction for the municipality’s growth

    • Superior service – The rendering of service which exceed normal expectation.SMART is an acronym for the following aspects to give guidance to the formulation of Council’s objectives:

    • Mandate – The effective and efficient execution of Council’s mandate.
    • Achievable – The setting of objectives which are realistically achievable.
    • Responsive – The setting of objectives that respond to the needs of the public.
    • Team – The promotion of a consolidated approach to address the challenges.

    The vision is thus to enable a future of prosperity for all through effective objectives promoting service excellence.

Youth Development

The 4th Generation Integrated Development Plan (2017-2022) of Saldanha Bay Municipality articulates Youth Development as one of the 5 Game Changers of Council.

Saldanha Bay municipality aligns Youth Development with the National Key Performance area of “a skilled and capable workforce to support an inclusive growth path, and the Saldanha Bay Municipality strategic objective 4 to “develop socially integrated, safe and healthy communities.”

Key objectives determined by Saldanha Bay Municipality for Youth Development includes the establishment of a Saldanha Bay Youth / Junior Council, the establishment of youth centres / youth cafes in Vredenburg and Saldanha and the utilisation of the U2E (Unemployment to Entrepreneurship) programme to create sustainable opportunities for the youth in cooperation with other government departments and the business sector.

Youth Café


Youth / Junior Council

Unemployment to Entrepreneurship (U2E)

As part of the Saldanha Bay Municipality’s U2E (Unemployment to Entrepreneurship) Social project, the names and details of unemployed people looking for work on a daily basis are place below.

This was done as part of Saldanha Bay Municipality’s (SBM) commitment to enhance opportunities towards Local Economic Development (LED) and to assist on all levels where practically possible. All these people were vetted in terms of criminal records, up to the end of October 2016.

This database is not in competition or replacing the recruitment system of the Department of Labour, but endeavours to use all resources to link unemployed people with prospective employers, even if it is just for temporary work.

Please note that by providing information for this database, SBM will not act as a labour broker or recruitment agency, but merely provide an electronic platform where unemployed people and potential employers needing labour and skills, can meet. Any contracting done by an unemployed person on this database and an employer, is between those two parties. SBM will not form part of any legal issue that may possibly emanate from such agreements.

Enquiries may be directed to Abe du Plessis via email at or at 022 701 7189 during office hours.

Over the last few years, local economic development has become one of the most important functions of local government. The Municipality’s vision summarises the challenge induced by poverty and emphasises the important role of the local government to eradicate poverty by means of local economic development.

Tourism Development Plan

Seaton Thomson and Associates were appointed by the Saldanha Bay Municipality (SBM) to research and conceptualise a Tourism Development Strategy (TDS), in accordance with the recommendations and objectives as detailed in Local Economic Development (LED) Plan as developed by Urban Econ. This project was identified as part of the enabling projects as contained in that particular LED strategy.  These proposed initiatives are of substantial importance to unlock further growth/development of the Saldanha Bay Municipal area.  A lot has already been done in the area to market and promote the tourism activities and the surrounding areas, but a tourism development strategy is of critical importance to identify development initiatives for the community of this particular area.  This development project is also imperative to tourism within the region, which in turn will help the tourism industry to grow.  Proper marketing and publicity of this development project must also be done in collaboration with the existing tourism body in the area and can be seen as an on-going process. The Tourism Development Strategy for the SBM was segmented and completed within three distinct phases, with on-going consultation with the SBM, the SBTO and also all interested and affected parties:

•  Phase 1 – Interactive/consultative phase with the SBM to ensure agreement with the Terms of Reference;

•  Phase 2 – Strategic review of the status quo, existing policies, reports, documentation and initiatives as well as the SWOT analysis;

•  Phase 3 – Development of the draft Tourism Development Strategy, Implementation Plan with Timeframes, budget implications and Marketing    and Promotion; and

•  Phase 4 – The final Tourism Development Strategy that was approved by Council.

The recommendations and interventions that were put forward for implementation, will have a profound effect on local tourism development in the foreseeable future. A number of projects were identified as high priority and the document is currently due for implementation.