Transcript Engage I Dialogues MSD 5 July 2013 - Home

NATIONAL TREASURY
URBAN NETWORK STRATEGY
AGENDA
Number Item
Responsible
Duration
1
Opening, Welcome and Introductions
Msunduzi
5 Min
2
Engagement Purpose / Expectations
All
10 Min
3
15 Min
4
Brief History / Context of the NDPG and NDP Unit
Msunduzi
Presentation of Urban Networks Strategy
NDP Unit
5
Discussion and Question & Answer Session
30 Min
Msunduzi
30 Min
All
6
Closure
2
THE NDPG & MSUNDUZI MUNICIPALITY
THE HEADLINES
The NDPG
The Msunduzi Municipality
• Is a spatial/infrastructure grant
to municipalities, established
with the objective of
addressing the inefficient
spatial patterns and ultimately
help attract private and public
sector investment into
underserved townships
• In the absence of an integrated
and co-ordinated city-wide
urban regeneration strategy
has very low impact hence the
NDP has introduced the
Urban Networks Strategy to
reshape the urban spatial form
• Msunduzi municipality was
allocated R35m for Capital
funding and R2.7m for
Technical Assistance
(planning) in 2007
• To date only one project worth
R6,6m has been approvedImbalenhle Clinic node
• In terms of the Urban
Networks Strategy the NDP
has set aside R800,000 for
strategic spatial planning
(Technical Assistance) in the
2013/14 financial year (as per
the DORA)
3
OUR OBJECTIVES AND AGENDA FOR TODAY
Objective
• Strengthen strategic and practical alignment between
Msunduzi Municipality and NT: NDGP on the approach to
pursuing more integrated, equitable spatial and economic
development
• Focus on spatial urban form and spatial targeting using
the Urban Networks Strategy
• Accelerating catalytic interventions in Msunduzi
Municipality
Desired
outcome
• Strategic partnership based alignment of Msunduzi
Municipality and NT and implementation of the Urban
Networks Strategy
• This requires clarity on the next steps with:
• Strategic spatial planning
• Pipeline of catalytic interventions
4
CONTEXT OF THE NEIGHBOURHOOD
DEVELOPMENT PROGRAMME
• The NDP was established in 2006 and is responsible for managing the
Neighbourhood Development Partnership Grant. Grant Purpose:
To support and facilitate the planning and development of neighbourhood
development programmes and projects that provide catalytic infrastructure to
leverage 3rd party public and private sector development towards improving the
quality of life of residents in targeted underserved neighbourhoods (townships
generally) Division of Revenue Bill, 2013 (Bill No. 02 of 2013)
• From the start of the programme until the end of 2012/13 the NDP has:
– Approved municipal business plans to a value of R4.0bn
– Approved project plans to the value of R 3.9 bn.
– Completed 129 municipal NDP projects
– Disbursed a total of R615m to service providers and municipalities,
94% of its budget.
NDPG FUNDED URBAN HUBS IN SA CITIES:
BRIDGE CITY, ETHEKWINI
Magistrates Court
Precinct Plan
Bridge City Shopping complex
Underground Rail Station (PRASA)
NDPG: LESSONS LEARNT IN TOWNSHIP
REGENERATION
• Multiple spatially disparate “ad-hoc” township projects in the
absence of an integrated and co-ordinated city-wide urban
regeneration strategy has very low impact
– All spheres of government need to be involved.
• Project prioritisation not to be informed by vested interests
• Private fixed investment is dependant on the above
• Limited municipal capacity to plan, assemble and align
multiple funding sources in single large-scale mixed use
development
• Land issues dictate project progress and viability
• Opportunities exist to develop and diversify township
economies by leveraging mixed-use transit orientated
development
7
FOCUS IS ON CITIES AS THEY ARE THE CENTRES
OF SOCIO-ECONOMIC ACTIVITY
8
A TARGETED INVESTMENT PROGRAMME IN
SA’S 18 LARGER URBAN CENTRES
9
URBAN GROWTH MAY DEEPEN INEQUALITY
AND EXCLUSION IN OUR CITIES
• Poverty and unemployment, especially among youth
• Sprawling, monotonous, dormitory landscapes, with long
travel times for poor to access amenities, services &
opportunities
• Compounded by climate change and weak governance,
and may result in rising social conflict (service delivery
protests)
• Accelerating economic growth required that we address:
– future supply side bottlenecks from unavailability of public
infrastructure (new, expanded and rehabilitated assets)
– continued low levels of private sector fixed investment in the built
environment
10
A MORE STRATEGIC APPROACH IS CRITICAL
TO LEVERAGE REAL CHANGE
… and strategy requires:
• Consensus on
concepts
• A programmatic
approach
• Strong partnerships
GAP
Need in
marginalised areas
Available Public
Resources
DIFFERENTIAL
Private fixed
investment
WHY FOCUS ON URBAN SPATIAL FORM?
• Severe inequality is clearly represented in the spatial form of
all our cities
– Exclusionary (spatial patterns of access to services and opportunity)
– Inefficient (growing fiscal and economic costs in supporting the current
spatial form and design)
– Unsustainable (severe environmental and social risks)
• Public policy unwittingly reinforced these divides, and set
them in concrete
– A lack of adequate forward planning to deal with continuing pulling
power of cities & environmental factors affecting cities
– A renewed focus on the quality of urban and economic growth is
required
12
THE NATIONAL DEVELOPMENT PLAN URGES
COORDINATED ACTION
“The Commission provides a proposed schema for spatial targeting that
indicates where investment should be focused, and we identify elements of
the existing broad consensus for transforming towns and cities”
National Development Plan, 2012
– Tackle spatial development patterns directly
– Combine the use of multiple instruments:
• Strengthen strategic spatial planning
• Coordinate the use of Planning, regulatory and investment tools
and strategies
• Leverage public transport, infrastructure, land and housing
investments
• Use a spatial focus to target more public resources
13
THE URBAN NETWORKS STRATEGY
An integrated hierarchy of land use clustering & connectivity
THE NEW APPROACH WILL ENABLE GROWTH
& DEVELOPMENT
•
•
•
•
•
Transit-orientated
Partnership-based
Targeted (precinct) investment
Aimed at strategic spatial transformation
Optimise access to social & economic opportunities,
especially for the poor
• Minimise transaction costs to participate in the urban
economy
• Replicable model
15
THE TWO SPATIAL PRINCIPLES UNDERPIN
THE URBAN NETWORKS STRATEGY
I. Primary Network
The primary network is at city-wide scale and consists of
anchor nodes, i.e. the CBD and a number of Urban Hubs, as
well as Activity Corridors between these anchor nodes .
II. Secondary Network
Secondary Nodes are smaller nodes within township areas
connected to the Urban Hub and serving as “neighbourhood”
or lower order nodes.
16
. . . IDENTIFY
& STRENGTHEN
URBAN
NETWORKS
STRATEGYHUBS . . .
17
. . . CONNECT . . . PRIMARY NETWORK
18
. . . CONNECT . . . SECONDARY NETWORK
19
The urban networks strategy is aimed at
integrated growth & development
• Strong urban network with a hierarchy of
well connected nodes
• Efficient flows of people, goods &
information
• Targeted public infrastructure that
catalyses ubiquitous distribution of public
& private sector investment
• Good access to jobs & amenities
INVESTMENT CASE STUDY: MAMELODI
Numerous ad-hoc non integrated or aligned
projects. Little co-ordination of public funds
21
INVESTMENT CASE STUDY: MAMELODI
R138m
Urban Hub and secondary nodes, spatial logic,
spatial targeting results in integrated or aligned
projects. Better leverage through the co- 22
ordination of Public funds
IDENTIFICATION & PLANNING WILL UNLOCK A
PIPELINE OF PRIORITISED CATALYTIC PROJECTS…
Urban
Network
Network
Elements
CBD
Urban Hubs
Primary
Network
Secondary
Network
Primary
Transport
Link
Activity
Corridor
Secondary
Transport
Link
Intervention
Regeneration and
management
Mixed-use
development and
management
Develop/Upgrade
and management
Investment Phasing
• Spatial Development
Objectives
• Network Connectivity
Optimisation
Infill &
Densification
Develop/Upgrade
23
… THAT ARE CRITICAL TO THE
STRENGTHENING OF THE PRIMARY NETWORK
Network Topology:
•
CBD
•
Urban Hubs & Secondary Transport Links
•
Primary Public Transport Links
•
Activity Corridors
CBD
FROM STRATEGY TO ACTION …
Strategic spatial
planning
Intervention
planning
• Urban network
identification &
planning
• Precinct planning
• Identification of
catalytic projects
Project Planning
• Detailed design
• Pipeline
• Implementation
management
Life-cycle
Management
• Performance
monitoring and
evaluation
• Precinct management
• Investment facilitation
25
NDPG FUNDED URBAN HUBS IN SA CITIES:
MITCHELLS PLAIN
26
VIBRANT URBAN HUBS ARE KEY ENTRY
POINTS
• High density, mixed use precinct that contains a diverse variety of land
uses, services and activities
• Function:
– “Town centre” for township/s
– Gateway to the rest of the wider urban area
• Efficient multi-modal public transport system & a precinct network
of public spaces and walkways
• Leveraging of investment:
– Retail
– Recreation, hospitality & tourism
– Offices, banking
– Community facilities & govt services
– Higher density housing
• Within an urban design framework that promotes a vibrant sense of place
in which to live, work and play
27
INDIVIDUAL URBAN HUB STRATEGY TO BE
DETERMINED VIA INVESTMENT INDEX
Investment
High
3. On a road to nowhere
Low
Diversity
•
•
•
High
No & Type of tenants (Traders, SME’s, National Chains)
Land Use Mix
Private/Public Split
28
CBD & HUBS REQUIRE A CLEAR PRECINCT MANAGEMENT
STRATEGY TO ENSURE FULL LIFE CYCLE OPTIMISATION
Objective: An inclusive, vibrant, safe, investment
friendly hub
Precinct
Management
Community
Economic Development
Municipality
Place marketing
Public Sector Investors
Private Sector Investors Developers
Lifestyle event management
Traders
Risk management
Tenants
Safety
Property Owners
o Security presence
o Active edges rather than dead zones - e.g. walls
& vacant stands
• Clean and well maintained precinct public spaces
•
•
•
•
•
29
… AND AN URBAN DESIGN TOOLKIT WILL ASSIST
CITIES TO OPTIMISE VIBRANCY & INVESTMENT
• Identification of spatial structuring elements:
– Rail & road infrastructure
– Modal facilities
– Pedestrian network
– Public spaces
• Planning & design principles for:
– Optimal clustering
– Making of a qualitative public realm
– Investment phasing towards private sector leveraging
30
CONVERGENCE OF PEOPLE IN HUBS TO
ATTRACT PRIVATE SECTOR INVESTMENT
31
THE PIPELINE IS AIMED TOWARDS AN
INTEGRATED FISCAL PACKAGE
Underserved
Townships
MIG
Developed
Area
SHRZ
CBD
PTIS
NDPG
UDZ
Underserved
Townships
Underserved
Townships
TIME-FRAMES: PLANNING
ENGAGE
COMPILE WORK PLAN
Engage 1
Engage 2
In-progress
Date?
Prepare Urban
Compile
Compile
Prepare
Procure
Municipal Work
Service Provider Network Plan
Precinct Plan/s
Service Provider
Plan
Work Plan
Date
Date
Date
Date
3 WEEKS
4 WEEKS
4 MONTHS
URBAN NETWORK
ELEMENTS
IDENTIFIED
MUNICIPAL
WORK PLAN
2 WEEKS
3 MONTHS
COUNCIL /
MAYORAL
RESOLUTION
MEMORANDUM
OF
AGREEMENT
6 MONTHS
Date
KEY ACTIONS AND TIMELINES
Stage I: (DATE)
• Engagement Two (Technical Meeting)
Stage II: (DATE)
• Council (Mayoral Committee) resolution approving participation in the
NDPG
• Institutional / Governance arrangements
• Confirmed NDPG conditions (Memorandum of Agreement)
• Urban Network Identification
• Service Provider procurement & capacity support requirements
Stage III: (DATE)
• Urban Network Plan completed
Stage IV: (DATE)
• Precinct Plan completed
• Catalytic NDPG projects identified with timeframes
34
Way forward