Transcript Energising City Development Strategies

Energising City Development Strategies
Andrew Boraine, Chairperson, SA Cities Network
City Energy Strategies Conference, 19-21 November 2003, Cape
Town International Convention Centre
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Overview of presentation
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Introduction to the South African Cities Network
Approach and framework for city development strategies
Energising city development strategies in South Africa
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Introduction to the SA Cities
Network
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Goals of SA Cities Network
 Promote good governance and management of South
African cities
 Analyse strategic challenges facing South African cities,
particularly in the context of global economic integration
and national development
 Collect, collate, analyse, assess, disseminate and apply the
experience of large city government in a South African
context
 Promote a shared-learning partnership between different
spheres of government to support the governance of South
African cities
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SACN membership and governance structure
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Buffalo City (East London)
Cape Town
Ekurhuleni (East Rand)
eThekwini (Durban)
Johannesburg
Mangaung (Bloemfontein)
Msunduzi (Pietermaritzburg)
Nelson Mandela (Port
Elizabeth)
 Tshwane (Pretoria)
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 Launched 2002
 Non-profit voluntary
organisation owned by and
accountable to its members via
a Board of Directors
 Operates through a JHB-based
secretariat
 Funded by cities, national
government and donors
 Not an intergovernmental
forum, policy body or
representative organisation
 Based on a national,
differentiated, targeted support
strategy
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New role of cities in global economic production
?
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Map based on economic flows rather than traditional nation states
THE NINE SACN CITIES
A huge contribution to social and economic life of SA…
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The nine cities are home to 37% (16,5 m) of the
country’s total population on less than 2% of its
land area;
Municipalities approved R25,8 billion in new
building plans in 2002, of which the cities
contributed R17,7 billion (68,6%);
The cities provide 51% of all employment in
SA. Between 1996-2001, out of 469 927 new
jobs created, 247 672 (52,7%) were created in
the cities;
The total local government budget in 2002/03
was R77,5bn, R50,5bn (65%) of which was
contributed by the cities
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THE NINE SACN CITIES
But also greatest concentration of poverty…
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1,2m (25,8%) of households in the nine cities
continued to live in informal dwellings in 2001.
This was 33,85% of all informal dwellings in the
country
In 2001, 1 020 783 households (22,06%) in the cities
still had inadequate access to toilet facilities
Of the 7,8m people of working age in the cities,
38,28% did not have a job. In 2001, the cities
contained 44,22% of South Africa’s total
unemployed population
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Examples of SACN programmes and projects
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City development strategy framework
City development indicators
National urban strategy (with Dept Provincial & Local Government)
Urban renewal framework:
 Urban Centres
 Informal settlements
 Exclusion areas: by design, by decline
Urban Regeneration Tax Grant (with National Treasury)
Productive cities (with Dept Trade & Industry)
Global city-regions (with Gauteng Province)
City HIV/AIDS mitigation strategies
Metropolitan transport strategies
City tourism strategies
City energy strategies
State of the Cities Report
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SACN knowledge management strategy
Approaches
Mechanisms
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SACN-generated knowledge
(explicit) combined with
residual (tacit) knowledge
within cities
Collection and dissemination
of information and knowledge
Connection of people and
communities of practice
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Information exchanges
Peer review
Training and capacity building
Frameworks and guidelines
Research
Networking
Electronic exchanges
Best practices and benchmarks
Technical support
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Approach and framework for city
development strategies
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“If you don’t know where you are going you
may never get there” Yogi Berra
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Evaluation
• While there has been rapid delivery of services to meet basic needs
over the past ten years, there has been minimal impacts on major
issues affecting overall quality of life such as unemployment, crime,
poverty and HIV/AIDs
– Need for more outcomes-based planning, monitoring and
measurement (city development indicators)
– Municipal service delivery is a necessary but, on its own,
insufficient component for successful city development
– Need stronger mechanisms for coordinated public sector spending
to ensure maximum impact
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Evaluation
• `Local economic development’
– Most of our cities don’t have economic growth strategies in place,
and are therefore not able to tackle the issue of jobs
– Very few cities have identified their comparative competitive
advantages and structured their strategic planning accordingly
– Local economic strategies cannot be developed in isolation from
national economic policy and strategy
– Cities need a closer partnership with the key national departments
and agencies dealing with economic growth
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Evaluation
• City development strategy
– Many of our cities do not yet have a city development strategy in
place
– All have short-term action plans in place, but few of these action
plans have been derived from long-term analysis, collective
visioning and strategic planning
– Most of the action plans are still municipal plans, rather than
plans for the municipal area (and beyond)
– Continued utilisation of non-prioritised `wish lists’ rather than
identification of points of leverage for maximum impact
– Municipalities need to develop capacity to initiate and manage
partnerships as part of their core functions
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Prov
Prov
Govt
Government
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Cities are complicated places…
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City development strategy:
Coordinated public sector spending
Bulk of leverage, resources and development instruments required from
above (including state owned enterprises and development agencies)
National
Provincial
Municipal
Bulk of effort and drive from below
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Examples of instruments of governance for city development
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Policy
Legislation and regulation
Fiscal (taxes, fees, charges)
Financial (government
spending)
Institutional
Asset management
Knowledge management
Advocacy/ leadership
Mobilisation/ networks
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• Combined classes of
instruments available to all
spheres of government
• Challenge of coordination and
alignment of instruments
• IDP as a specific instrument of
city planning, but not the only
available instrument
• SA tendency to rely on narrow
range of instruments:
legislation/ regulation, capital
expenditure and institutional
restructuring
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Characteristics of successful city development strategies
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Long term vision resulting in short term action
Collective city vision (plan for municipal area, not just municipal plan)
Focus on points of leverage for maximum impact
Allocation of stakeholder roles and identification of diverse champions
Manageable and empowering (comprehensible, not necessarily
comprehensive)
Targeted involvement of poor & marginalised communities
Planning across boundaries and sectors (rural-urban linkages)
Coordinated public sector spending
Integrated city strategic framework
 Tool for cross-sectoral integration and alignment
 Guide to decision-making and trade offs
 Outcomes based city development indicators
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City Strategic Framework
Building blocks for integrated development
Inclusive
City
Productive
City
City
Strategy
(CDS)
Wellgoverned
City
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Sustainable
City
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City Strategic Framework
Structure for strategic agenda
Basic services for all
Comparative competitive advantage
Sustainable livelihoods
Workforce skills
Transport system
City
Strategy
Efficient city services
Inter-govt alignment
Leadership &
partnerships
(CDS)
Wellgoverned
City
Effective administration
Transparency and probity
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Inclusive
City
Productive
City
Social cohesion
Safety and security
Financial resources
Sustainable
City
Environment
Human resources
Food security
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Energising city development strategies
in South Africa
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Cities and energy
• 50% of global population now lives in cities (and growing), which
consume 75% of resources, produce 75% of waste, on 2% of earth’s
surface
• Action in cities will have the most impact
• Although compared to the average sub-Saharan African, the average
American uses 400 times the amount of energy consumed (DPU
2002)…
• … the ecological footprint of SA cities (including energy) is far too
large
• Example: City of Cape Town (Gasson 2002): 4,28 hectares per capita,
compared to Canada (4,3), USA (5,1), India (0,4) and world average
(1,8)
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Energy and the apartheid city
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Historical legacy of racially and
spatially defined urban economic
distortions, reinforced by current public
housing and transport policies, and
private sector suburbanisation/
decentralisation
Poor live furthest away from economic
opportunities
Decline in rail system & reinforcement
of road transport giving higher
transport energy costs
Key challenge: integrated cities
through interventions in high urban
land costs, revised transport and
housing policies, and mixed use
development
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Example: energy use in Cape Town
Transport
54%
Local
Authority
2%
Residential
15%
Commerce
& Industry
29%
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City Strategic Framework
Building blocks of an integrated city energy strategy?
Inclusive
City
Productive
City
City
Strategy
(CDS)
Wellgoverned
City
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Sustainable
City
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What is Energy?
Transport
Procurement
Housing
Other
Eco dev
Fleet
Management
Public
buildings
Energy
Supply
Public
amenities
Roads &
street
lighting
Waste
Planning
land use
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Air
quality
Water
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Recognising energy as a cross-cutting rather than a
sector issue
Productive
City
E
City
Strategy
Inclusive
City
E
(CDS)
Wellgoverned
City
Sustainable
City
E
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Crosscutting
issues
• HIV/Aids
• Energy
• Urban
Renewal
• Transport
• etc
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Perception of energy within city development
framework
• Presently, energy consumption, rather than the level of energy services,
is seen as an indicator of development
• Energy planners are often simply concerned with increasing fuel and
electricity supplies based on existing patterns of energy use, rather
than identifying and sustaining the level of energy services that would
be required to satisfy basic human needs
• From the standpoint of sustainable human development, what is
needed is a reorientation of ideas about energy to focus on the manner
in which it is presently utilised, its potential for improving people’s
quality of life, and ways to increase access to its services for the poor
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City Strategic Framework
Alignment of policies and instruments
Guide to decision-making and trade offs (nothing is of equal value)
Inclusive
City
Productive
City
City
Strategy
(CDS)
Wellgoverned
City
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Sustainable
City
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City Strategic Framework
Energy indicators: monitoring and measuring outcomes
Reliability and efficiency of energy supply
Employment in energy sector
Access to appropriate
energy sources
Infant/ child burns
Reduced energy input costs
Inclusive
City
Productive
Trip time
Quality of natural
City
& built environment
Green procurement
Leadership & decision making
Partnerships
Participation
Education
City
Strategy
Wellgoverned
City
Standards, regulation & enforcement
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Shack/ house
fires
Public transport:
Access to city
Local and global emissions
Sustainable
City
Carbon footprint
Ecological footprint
Pollution levels reduction
Municipal financial savings
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Partnerships
• Role of municipality NB: big
energy user, large electricity
distributor, large employer,
regulatory, policy and planning
role
• However, need energy strategy
for municipal area, not just
municipal energy strategy
• Intergovernmental, and demand
and supply-side partnerships
necessary
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e.g. economic policy, transport, land,
housing, energy costing and supply, etc
National
Provincial
Municipal
e.g. buildings, amenities, roads,
lighting, distribution, land use, etc
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Not just another plan competing for resources…
• Many city municipalities have many policies and strategies (e.g.
Integrated Development Plan, Growth and Development Strategy,
Spatial Development Framework, Environmental Strategy, Safer City
Strategy, Municipal Services Plan, Transport Plan)
• Often, policies and strategies are drawn up by different parts of the
same organisation, but have little or no relationship to each other
• An Energy Strategy will not be successful unless it is integrated into
the central planning framework for the city
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Implementation, implementation,
implementation…
• Too many cities have visions and policy frameworks without
implementation strategies
• Consequence: zero impact on decision-making and allocation of
resources
• An energised city development strategy must be `mainstreamed’, not
an `add on’, with clear:
– Political mandate and authority
– Impact on all sector budgets and business plans
– Impact on deployment of all human resources
– Energised city development indicators
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Thank you
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