1.0Introductionempc.durban.gov.za/March 2017/final final for comment... · Web viewAlim Daad We are...

Rationale and Conceptual Framework for the Durban Inner City Partnership (DICP)

Draft and for further discussion

1 | P a g e D r a ft Z e r o f o r D i s c u s s i o n

CONTENTS

1.0 Introduction...................................................................................................................2

2.0 International, National and Local Narratives for Inner City Partnerships................3

3.0 A Call for the Durban Inner City Partnership – DICP................................................5

4.0 Emerging Principles for the Durban Inner City Partnership.....................................7

5.0 A Time for Geographic Focus......................................................................................8

6.0 Defining the Durban Inner City....................................................................................9

7.0 Understanding the Durban Inner City.......................................................................12

8.0 Current Initiatives........................................................................................................13

9.0 What is Different About This Initiative?....................................................................15

10.0 Purpose of the Durban Inner City Partnership (DICP).............................................16

11.0 Operationalizing the DICP..........................................................................................17

11.1 Structuring the Partnership................................................................................................17

11.2 Funding and Support for the Partnership.........................................................................18

12.0 A Preliminary Scoping of Interests...........................................................................18

13.0 Next Steps and Timeframes.......................................................................................19

14.0 Conclusion...................................................................................................................20

Annexures...............................................................................................................................21

References..............................................................................................................................26


Rationale and Conceptual Framework for the Durban Inner City Partnership (DICP)

1.0 IntroductionThe United Nations Report on the State of Cities in Africa (2014) highlights South African inner

cities as places of decay and slums which have assisted in furthering spatial sprawl, by

prompting the flight of business and residential communities into gated developments. In

addition South African cities remain one of the most unequal places in Africa, leading to

segregation, poverty, drug abuse, crime, anti-migration sentiments and xenophobia. The report

calls for new governance models that can re-imagine cities in a way that it can be sustained

politically, economically, socially and environmentally and calls for agents and agencies of

change (UN-Habitat, 2014).

“Agents of change in Southern Africa are diverse, including the private sector and public private partnerships as well as civil society”. (UN-Habitat, 2014, pp. 13)

The Durban Inner City suffers from a lack of business and investment confidence from both the

private and public sector. However, the Inner City is a place and symbol of urbanization, a post-

apartheid city, but in the context of unemployment and low affordability levels. This

phenomenon, coupled with a lack of investment into the upkeep of infrastructure, services and

public and private property has led to the flight of business and an on-going spiral of decline in

the area (EThekwini Inner City Plan, 2016).

In addressing the challenges and opportunities of the Durban Inner City, using multiple

approaches including the formation of a Durban Inner City Partnership, responds to several

important initiatives:

The UN-Habitat’s call for re-imagining governance models in South African cities in the

context of growing urbanization;

The experience, and advice from the Durban City Planning Commission (CPC), to transform

the municipal area and in particular the Durban Inner City as an untapped opportunity,

through a new governance model, a stronger and transformed economy and quality place

making and spatial integration;


The Integrated Inner City Local Area Plan, which was approved in December 2016 and the

emerging institutional arrangements for the Regeneration Plan (Draft Regeneration Plan,

2017) gives recognition to a DICP; and

The very recent call from the Mayor: Councillor Zandile Gumede to accelerate economic

empowerment and transformation, which has a direct bearing and opportunity within the

Durban Inner City. In particular the transformation of the construction, property, security,

and municipal service sectors located within the Durban Inner City presents this opportunity

for change. These sectors amongst others lends itself to restructuring as outlined in the

Mayors’ Framework Plan to transform the economy of Durban, with a particular focus on the

employment and engagement of women and the youth, smaller and medium enterprises,

and localised business and labour initiatives.

2.0 International, National and Local Narratives for Inner City Partnerships The New York City Partnership has its beginning in the early 21st century, mainly as an

association of business working and lobbying within New York City. However, in 1979, with the

introduction of the philanthropist – Rockefeller, the partnership expanded in its focus and

representation to become a partnership that works for the greater New York City, its citizens

and interest groups (New York Partnership Brochure; PFNYC.ORG@PARTNERSHIP4NYC).

The New York City example tells a good story of how business, non-profit and labour and

government have come together, to share ideas, maintain and shape the New York City as a

global place of commerce and innovation. This partnership has worked on fund raising primarily

with its private sector partners to create a Fund, that is managed as a Portfolio Fund, business

minded investment that sees return on revenue in its broadest sense, including affordable

housing, safety and security, public space, education, innovation and basic infrastructure. The

partnership undertakes research, policy formulation, advocacy and lobbying with government

and regulators to enable specific interventions within New York City (New York Partnership

Brochure; PFNYC.ORG@PARTNERSHIP4NYC).

At a more local level the Cape Town Partnership (CTP) was inspired by the New York City

Partnership, and founded in 1999 (Mirafatab, 2007). The CTP initially was represented by the

City of Cape Town, the Chamber of Commerce, and the South African Property Association.

Similar to the early start of the New York City Partnership, a business model was regarded as

important. Businesses as a sector are generally well organized, resourced and can mobilize,

advocate and influence local city government more readily, when compared to the civic or non-

profit sectors. This meant that the focus of the Inner City, would likely be viewed through a


mailto:PFNYC.ORG@PARTNERSHIP4NYC

‘doing business’ lens. However over time the CTP have recognised the many users and

economies in the Cape Town Inner City. This has resulted in the CTP taking stock, being open

minded and reflective on what to change and to realise new ways of seeing and working in the

Inner City (http://www.capetownpartnership.co.za).

During 1999-2008, the Cape Town Partnership (CTP) viewed cities as a place for business. The

partnership was responding to the challenges business were experiencing in particular crime,

grime, vacant buildings, lower rentals, and business flight from the Inner City

(http://www.capetownpartnership.co.za). At the time, the Central City Improvement District

(CCID) was established, as a special rated area and allowed a more hands on approach, in

partnership with the City of Cape Town, to arrest some of the daily problems experienced in the

Inner City. In fact it could be said that the Cape Town Partnership has a suitable anchor, in the

form of the CCID, which deals with issues of service delivery with the City of Cape Town. The

CCID also identifies, procures and funds additional supplementary services within its area of

operation. This enabled the CTP to undertake a more influencing and policy directive role for

the CCID area and the wider Inner City (CCID Report, 2015). The CTP focuses on complex

issues such as representation, symbolism, inclusivity, poverty, economic growth and

displacement. In addition, the CTP has extended its services/advocacy and influencing role/s to

the wider Cape Town Metropolitan area.

The period 2008-2012, saw the partnership define the Cape Town Inner City as cities are for

people. This led to the CTP working more closely with the Cape Town City Council, to produce

a ten-year vision known as the City Development Strategy (CDS) as a turnaround strategy for

the Inner City.

The latest shift in thinking 2012-2018, the CTP gives recognition to people making places. The

partnership recognises that some successes if not balanced can have unintended

consequences of driving property prices up, but this can lead to the displacement of the less

affordable and can make certain areas more exclusive than inclusive. The partnership intends

to be more conscious and deliberate of what it promotes and how it puts people at the centre of

its work (http://www.capetownpartnership.co.za).

The CTP is funded by the public and private sector. However, the main contributor is the City of

Cape Town that provides a grant-in-aid for the core running costs and work of the CTP. The

CTP also engages in a limited number of revenue generating activities. Additional funding also


comes in the form of grant funds from the National and Provincial Government programmes and

international donor agency funding (http://www.capetownpartnership.co.za).

Whilst, establishing the purpose, structuring and representation of the proposed DCIP should be

inclusive from the inception stages; this is a process that has inherent tensions that require

ongoing discussion and resolution. The experiences of New York City and Cape Town have

shown that shared and collective responsibly is key to unlocking the many roles and the

potential of the inner cities, for diverse interests. Notwithstanding, the ethos, philosophy and

functioning of such partnerships, these partnerships are open to challenges from within and

external to it (Mirafatab, 2007).

3.0 A Call for the Durban Inner City Partnership – DICPComing back to the call for a Durban Inner City Partnership, it is not a new idea, but one that is

overdue. Several local plans put the Durban Inner City as a point of focus, including the Spatial

Development Framework (2015/2016), making a case for this area to receive particular

attention, as the metropolitan node, and the commercial and tourist gateway to EThekwini and

the Province of KwaZulu Natal.

The recently established City Planning Commission (CPC), represented by several independent

commissioners was established in 2015 to advise, advocate and to formulate a long term

development strategy for EThekwini Municipality. The Commission makes a similar call for

dedicated focus and a partnership approach to maximise the synergies and potential for the

Durban Inner City. The CPC in collaboration with the 100 Resilient Cities uses a thematic

approach to take stock of the Municipality, to analyse, research, and promote a long term

strategy and core actions for the Municipality. This is based on three thematic pillars, consisting

of several strategic responses within and outside of the municipality to enable a renewed and

hopefully a new future for the EThekwini Municipality. The following areas of focus begin to

establish a long term strategy and agenda for the Municipality and for critically important socio-

economic and spatial areas such as the Durban Inner City.

Promoting Good Governance

Contracting with citizens

Building partnership with business and society

Striving for bold and visionary leadership

Promoting competence and capacity within the municipality


Creating for a Stronger Economy

Facilitating an enabling business environment

Recognising and building on key assets

Identifying, and strengthening economic and spatial specialisation

Bolstering business and entrepreneurial skills

Creating Quality Places & Promoting Spatial Integration

Strengthening existing economic nodes

Densification of well-located areas

Reinforcing well-located informal settlements

Careful sequencing & management of development elsewhere

The focus on the Inner City and a call for an Inner City Partnership responds directly to the

CPC’s areas of strategic focus and action, as demonstrated diagrammatically in Figure 1, to

follow.


The recently completed Durban Inner City Local Area Plan (November 2016) was approved on

the 8 of December 2016 by the Economic Development and Planning Committee (ECOD). In

addition, the emerging institutional principles for the Regeneration Strategy and Plan were

presented to (ECOD) on the 21st February 2017 (see Annexure 4). At this meeting a set of

‘Mayoral’ Inner City flagship initiatives were approved. The initiatives respond to:

Safety and Security Bad Buildings Engaging Business Management of Informal Street Trading

The emerging institutional arrangements for the Regeneration Plan are based on implementing

the Inner City LAP and the Regeneration Strategy. A Regeneration Unit, formalised institutional

arrangements with existing municipal structures and a provision for the DICP are identified as

core institutional structures for the Inner City (see Annexure 4). The DICP has dual support

from the City Planning Commission and the very recent work emerging from the Regeneration

Strategy undertaken by IPPU Consortium and the Inner City Project team.

4.0 Emerging Principles for the Durban Inner City PartnershipWhat emerges from the New York City Partnership and the Cape Town City Partnership are

some structuring principles for the intended Durban Inner City Partnership, as reflected in the

following summary.

Targeting of and improving the inner central city is important for the metropolitan area;

The importance of core sectors in the beginning of the partnership remains crucial to

how the partnership is influenced, which should strive for a balance between

government, business, civil and non-government sectors;

Invest in a core and competent staff to implement the work of the partnership and to

have the benefit and influence of a board of directors, with unwavering standards

towards transparency and accountability;

Consider short-term goals, in the beginning to build interests, confidence and presence;

Consider the unusual, the innovative and the small as much as the big and the obvious

in what the partnership supports, facilitates and influences;

Embed business principles of funding, developing a portfolio in the spend and

prioritization of funds that grow not only monetary investments but social investments;

Be inclusive, but focused and deliberate;


Be willing to advocate for policy and regulatory changes and challenge and influence

government partners;

Invest in research and policy formulation; and partnerships for wider Inner City benefits;

Invest in creative communications to inform and invite participation;

Ensure citizens and politicians are part of this journey; and

Be reflective, organic; open to research and willing to make strategic shifts over time.

5.0 A Time for Geographic Focus Whilst it may be obvious why the Durban Inner City should be targeted as a place of urban

regeneration, and a space for multilateral partnerships, this will raise questions of what about

other important areas. Questions will be asked why only this Inner City and not the Pinetown

and Amazimtoti (CBDs), other secondary CBDs and former township centres that are equally in

need of management and investment. This is not only a political question but a question that

has historical, spatial, social and economic concerns and such areas are in serious need for

change. There are initiatives that exist and respond to the secondary CBDs and former

township retail areas, these are important and should be pursued with renewed focus and

dedicated attention and resources. This has been an area of debate and focus by the CPC and

it has recommended to the Municipality, to consider the importance of local places that allow for

place making and integration. A long term strategy, resources and institutional arrangements

are required to make a difference in such places.

The Inner City of Durban stands out as a single Inner City area that requires focus to define

EThekwini municipality and its central Inner City. It has the mix, the size, the history and the

challenges of many comparable national and international inner cities that have responded well

to dedicated responses and specifically designed partnerships. An over view of the rates

contributions from the Inner City, which was once the largest rates base for municipality

indicates that it has been in a state of decline for over several years.

However, the Durban Inner City is in urgent need for dedicated focus, if not the Inner City will to

continue to decline, despite good efforts from the many role-players involved in the Inner City.

The call made in this concept document is around focus and prioritization. In learning from the

inner cities of Johannesburg and Cape Town, the transformation in such areas is based on

spatial targeting, incremental build up and long term commitment. The Cape Town initiative is

one example where over time it moved from being linked exclusively to the Cape Town Inner

City area, to become a partnership for the wider metropolitan area.


6.0 Defining the Durban Inner CityThe Inner City area extends from the Point in the south, northwards to the Umgeni River and

from the coastline in the east, westwards to the Umgeni Road area (Figure 1). It covers ward

26, 27 and 28 (Inner City – Plan, 2016). The delimitation of the Inner City boundary is not cast

in stone and can also evolve over time. Considerations to operational boundaries also remain

instructive for the DICP and its activities. The Durban Inner City boundary comprises of eight

planning districts; that are spatially distinctive in terms of use and development intensity as

reflected in Figures 2 and 3 to follow.


Figure: 2 Inner City Boundaries

Source: EThekwini Inner City Plan, 2016, page 4.


Figure 3: Inner City Districts (8)

Source: EThekwini Inner City Plan, 2016, p 18.


7.0 Understanding the Durban Inner CityThe Durban Inner City, like any other complex city, is unique and demands ongoing study,

analysis and intervention. This requires a particular approach, that which harnesses networks of

actors and their knowledges, experiences and ideas thus making a difference in how the Inner

City is perceived, managed and used. Apart from a trans-disciplinary approach to researching

the Inner City, and a governance model that goes beyond so-called participatory approaches, a

complex Inner City, used by so many, requires a form of co-production to produce strategies,

programmes and projects for implementation. This requires a change in the power dynamics

inclusive of the political and the professional, to share who designs for and intervenes in the

Inner City.

The Inner City hosts a mature, new and somewhat struggling and changing economy. It is

characterised by several clusters including Innovation, Education, Research and Development;

various forms of Tourism; Port and Maritime related logistics, Industry; the Service Industry,

Manufacturing and Retail, inclusive of a vibrant and growing informal economy (Inner City Plan,

2016).

The property sector is well established, with some new investment, mainly within the context of

brownfields which in itself is a good trend to observe. However, the rate of upgrading, and the

commitments and time taken towards turn-around of bad buildings are concerning trends.

Whilst the emphasis is generally on property investment, increased densification and residential

accommodation for lower, medium and higher income groups remains an important goal and

desirability for the Inner City (Inner City Plan, 2016). The property market has shown signs of

stability in the form of steady price increases and rentals, demonstrating its own form of health

and resilience. There are parts of the Inner City where there is a supply of property or space for

various users that can afford much less and so desperate to be in the city, as a student, worker,

retailer that the conditions under which they live/work are of a concern, and notwithstanding the

actual amount of rental being paid for what is received. The property sector and the (re)

development and transformation of the sector within the Inner City requires a careful balance to

accommodate various users and affordability levels.

What is evident though are some missing clusters that are crucial to promoting vibrancy and

inclusivity of an Inner City area, such as the entertainment, leisure, arts, music, film industry,

international civil society headquarters, cooperatives; and non-government sectors. It is

envisaged that in a committed partnership approach that seeks to include multiple players that


have an interest, passion, and investment in the Inner City, that some of the these gaps can be

closed in making the Durban Inner City a special place.

The Inner City is also a place for seeking a survival, for the ‘homeless’, drugs addicts, youth,

unemployed and the poverty stricken. According to a recent survey undertaken by the Human

Science Research Council (HSRC, 2016), approximately 2000 people live on the streets and a

similar amount of people live in shelters. Given the amount of ‘homelessness’ and vulnerability

in the Inner City, a social and non-government sector is hard at work and often under difficult

conditions trying to make a difference. It is hoped that a DICP will allow for the recognition,

space and collaboration for the social and non-government sectors to work together, with

business, government and citizens.

Whilst a ‘traditional’ approach is taken to understand and provide a quick introduction into the

Durban Inner City economy, such as the property sector, clusters and the informal economy,

often local government and the treasury like to consider programmes and partnerships for its

economic contributions as a return on investment. This partnership call would like to expand the

approach regarding return on investment and to recognise the Inner City as that which is made

up of several economies, including the traditional sectors and clusters, but include the social

economy, non-profit organizations, the economy of the vulnerable and the survivalist. Giving

recognition to political interests, visioning and symbolism also contributes to a particular political

economy for the Inner City.

8.0 Current Initiatives In developing an inner-city plan and promoting the establishment of a DICP, this does not mean

that the City has not invested in the Inner City. In particular, there are several municipal

initiatives that exist, further confirming the Council’s commitment to the Durban Inner City.

Whilst the successes may vary with the many initiatives and for different reasons, what is also

evident is the level of internal and external fragmentation that hinders the realisation of the

opportunities and full potential of the Inner City.

As an example some of the current initiatives include:

The development of an inner and regeneration plan (a three year project which consists

of a team of multi-disciplinary professionals).

An approved Medium Term Expenditure Budget (MTEF) of approximately 2 billion rand

is allocated to a variety of projects. The projects range from bulk infrastructure,


upgrading of libraries, beaches, pools, a new city library; informal economy infrastructure

and Go! Durban infrastructure (Inner City Local Area Plan, 2016).

There are several council institutional structures established to enhance the offerings and to

deal with the daily problems experienced in the Inner City, this includes:

The Area Based Management Structure - Inner EThekwini Regeneration and Urban

Management Programme – iTRUMP; the associated Urban Management Zone ( UMZ)

Safer Cities;

The proposed Beach Front Management Structure; and

A proposed Inner City Regeneration Unit, focussing on co-ordination, urban

management, project implementation, which works with Council Departments and with

external partners.

There are various line departments that provide a service to the Inner City and often several of

the departments have additional service contracts to deal with the Inner City, given the volumes

of people that enter the city and over the peak holiday seasons.

There are a number of urban improvement precincts (UIPs) established in terms of the Rates

Act, 2004 as a special or additional rated area, through agreement by a majority of property

owners within a given precinct boundary. These UIPs are established and managed as non-

profit companies that help monitor daily service provision and provide for supplementary

services as identified for the precinct.

The Durban Inner City is the focal point for non-profit organizations. The following organizations

represent just a small example of non-government organizations involved in the CBD. A data –

base of such organisations are currently being updated by the iTRUMP office. The Durban

Chamber of Commerce also have an impressive list of members that have come together to

form the NGO Sector Forum.

WE ARE DURBAN: We are Durban is a Christian Based NGO working on early

childhood development (ECD) initiatives within the Inner City.

Dennis Hurley Centre: This centre currently works with refugees providing a clinic

service and with the Jumma Masjid Trust which runs feeding schemes in the area.

AL Imdaad Foundation: Partners with the City on Operation Winter Warmer and is

involved in rolling out disaster management responses as when the required.


The Methodist Church: The Church runs the Makobongwe (ECD )school in Johannes

Nkosi Street

UNISA Bright Site Project: This project involves the placement of up to 80 social workers

(as part of an in service graduate progarmme) within various programmes focusing on

the Inner City.

Refugee Centre: Provides support services to refugees within the Inner City.

Islamic Medical Association: Provides free medical care for the poor within the Inner

City.

Senzo Qwethu: This co-op runs a soup kitchen at the Municipal Clinic within the

Warwick precinct.

Asiye eTafuleni: The NGO is involved in advocating and supporting the informal

economy and traders within the Inner City.

9.0 What is Different About This Initiative?It is refreshing that the City has established the City Planning Commission - an external group of

experts, across different sectors to offer strategic advice to the Council. What is clear in the

appointment of the CPC is the need to find diverse and collective solutions to the problems that

face the municipal area, including the Inner City. In addition, there are strong national

imperatives and incentives to invest in CBDs, including that of commercial and industrial

precinct management. This is linked to the Built Environment Support Plan (BEPP) which

highlights spatial targeting as a core principle of transforming cities and linked to the grants and

incentives provided for by the national fiscus. The approval of the densification strategy; the

rolling out of the Integrated Rapid Public Transport Network (IRPTN) and the work undertaken

on the 100 Resilient Cities, makes the Durban Inner City a compelling case for focus,

partnerships and change.

Lastly, the post 2010 era and the recent local government elections, presents an opportune time

to revisit strategic long term partnerships and investment opportunities for the EThekwini

Municipality. The call for the Durban Inner City Partnership, will no doubt feed new ideas,

commitments, synergies and pressure points to both the Council and the private sector to see

and consider the Durban Inner City as an important space for investment and diverse users and

as place for transforming the Durban economy. The growth of UIPs and a focus on urban

regeneration and the current Local Area Plan also makes it a necessity for a multilateral Inner

City Partnership that can mobilise and steer change in this area. So in conclusion it can be


argued that the timing is right for the Durban Inner City Partnership and this concept document

calls for all role players to Act Now.

“By 2040 the Inner City of Durban will be

Africa’s leading, most vibrant, liveable, walkable City Centreproviding economic, residential, sporting and leisure opportunities for all” (Ethekwini Inner City

Plan, p 19)

10.0 Purpose of the Durban Inner City Partnership (DICP) This should be a partnership of people, business, social sectors and the city. The purpose of

the partnership is to inspire and to develop networks that connect role players in working

towards a common vision for the Inner City. A starting point for the DICP is to frame a

common vision, building on and prioritising from the current Inner City Local Area Plan

initiative.

The DCIP should be in a position to establish a core research agenda, policy formulation

and challenge regulatory and municipal constraints that inhibit the realization of the vision

for the Inner City.

The partnership should promote initiatives and fund raising; symbolism and branding that

can change the experiences and perceptions of the Inner City, to one that is desirable, and

attractive to divergent users.

The DCIP should be able to fund raise and disburse funding that realises the many objectives or goals of its vision.

The partnership should facilitate and enable the Durban Inner City to become a desired

placed for investment, a thriving and differentiated informal economy, a place of innovation

and diversity; rich in the arts, culture, fashion and music. It should be a place that is

supportive of the education sector, medical specialization, residential densification with a

variety of affordability options and tourism.

The partnership should be established and equipped with the skills and credibility to

mediate, unblock and facilitate access to the Inner City. The DICP should be an initiative

that can lobby city leadership for certain institutional arrangements and resources (within

and or in partnership with other agencies) to better manage and carter for the needs, and

transformation of the Inner City.

The DCIP should be in a position to assist and advocate new approaches to governance,

safety, participation, citizen activation and economic transformation using the Inner City as a

place for learning and exploration.


In summary the DICP is an initiative driven by purpose, inclusive of:

o network of actors; discussions, dialogues, advocacy and strategizing for the Inner

City;

o developing, building on and prioritising a vision for the many stakeholders of the

Inner City;

o activation and recognition of the various components and interests in the Inner City;

o working on transforming the economy of the Inner City and that of Durban;

o working on transforming the perceptions, experiences and offerings within the Inner

City;

o fundraising and programme identification; symbolism, marketing and branding

o developing and inspiring partnerships to realise the economic, social potential of the

Inner City, in its various spaces and forms;

o establishing a long term research agenda and policy formulation; and

o identification of partners to monitor performance, consequences, reflect, learn and

evolve from the many Inner City initiatives over a period of time.

It is envisaged that through the initial scoping process the purpose of the DCIP will be further

articulated and this will also be an area of work that needs to be detailed in the proposed

feasibility report for a DCIP.

11.0 Operationalizing the DICP

11.1 Structuring the Partnership The proposed Durban Inner City Partnership can take any form of structure provided the

Ethekwini Municipality remains dominant shareholder. The structure should also resonate with

the purpose and function of the DICP. Entities are permitted in terms of the Municipal Financial

Management Act (MFMA), 2004, under Chapter 10. Whilst the work of the DICP should be non-

partial to the municipality, the MFMA ensures municipal governance and financial accountability

applies to the proposed DICP. The following options should be investigated as part of the

feasibility stage: a Non-Profit Organisation (such as Innovate Durban); a Private Company

Limited (Pty) Ltd (such as the ICC); and a State Owned Entity Limited (Ring-Fenced) such as

uShaka Marine World.


11.2 Funding and Support for the Partnership This partnership remains important to the EThekwini Municipality and its success has a direct

impact on rates, property value, employment, tourism, social cohesion just to mention a few

benefits. It is proposed that the partnership be funded through public and private contributions

and to some extent from revenue generating activities that the DICP may engage in such as

advertising and eventing as examples. However, the main component of funding would need to

come from the municipality in the form of a grant-in-aid. This contribution is expected to cover

the logistics costs, staffing costs and implementation initiatives undertaken by the partnership.

It is envisaged that certain programmes under by the partnership will also attract grant funding

from other spheres of government.

However, to show that this is a joint partnership, it is expected that business provides an annual

contribution to offset some of the costs associated with the partnership. Business may take the

approach to fund aspects of the implementation programmes undertaken by the partnership. As

a principle the academic and social sectors should also identify its contributions, which can be,

non-monetary but equally important to the partnership. It is important that partners feel equal

and supportive of the partnership. An important principle for the intended DICP is to ensure that

the funders do not have undue influence over the partnership and the work it is expected to

engage in. The funding of the partnership is an area of work to be finalised in the feasibility

report.

12.0 A Preliminary Scoping of InterestsEstablishing a partnership could easily become an administrative process, but its success and

sustainability depends on a handful of committed individuals to Durban and the Inner City.

These advocates for change should represent organizations/individuals important and loyal to

Durban. In arriving at a rationale and concept for the Durban Inner City Partnership, it will be

useful to test across a range of key role players/organizations what the initial appetite, interests,

concerns are linked to such a partnership. The following questions would be a starting point to

hear what the key role-players have to say about initiating such a partnership.

The need for the partnership? The purpose of the partnership? Where and on what to

focus on? Who are the important organizations, sectors and people to talk to? What are

the key resources required for such a partnership? Where the funding should come

from? How should the partnership be structured? How the partnership should interface


with the Council, Business and Civil Society? What are the concerns of such an initiative

and how to manage it?

It is envisaged that in further developing this rationale and concept for the DCIP, some early

conversations with key role players should be undertaken before a more detailed feasibility

study is advanced. A set of key engagements are intended as identified in this document (see

Annexure 3). The findings from the pre-feasibility study will be included as an attachment to this

report and useful for informing the detailed feasibility study.

13.0 Next Steps and Timeframes The next steps towards the formation of the DCIP will be undertaken in a detailed feasibility

study that should address the main points raised in this document and from the preliminary

scoping of interests.

It is envisaged that once this rationale and concept document is finalized and endorsed by the

City Planning Commission, the City Manager and Mayor, Senior Management Team (SMT).

Thereafter that a small team of specialists working together with relevant council officials

including the City Treasurer, be appointed to undertake a detailed feasibility study for the

Durban Inner City Partnership (DICP).

The detailed report (with an estimated duration of 6 weeks and not exceeding a total budget of

R 200 000, should be finalised via the Council structures, to allow the DICP to establish ‘office’

by the end of September 2017 (this is based on the assumption that the feasibility report is

compelling and positive).

Estimated Time Lines

1. Draft Zero Rationale and Concept Document for the DICP (this document): 13 March, 2017.

2. Approval of Draft One Rationale and Concept Document for the DICP: 16 – 31 March 2017

(Approval by the City Planning Commissioners, City Manager, Senior Management Team (SMT)

and the Mayor, Inner City Project Team).

3. Draft Two Rationale and Concept Document for the DICP: 30 March, 2017 (this document including core messages obtained from initial scoping meetings).

4. Detailed Feasibility Study Commissioned April, 2017 - Completion of Feasibility Study: end May,

2017.

5. Submission and Approval by Council: June 2017 (needs budget approval for 2017/18 –

adjustment budget and 18/19).

6. Proposed Implementation: September, 2017.


14.0 ConclusionThe urgency and value of a DICP cannot be disputed. However, its success depends on

suitable and strategic mobilization of key role-players to ensure it is a reality, politically and

administratively mandated and resourced appropriately. Whilst other examples of partnerships

remains insightful given the number of similarities the Durban Inner City shares with other inner

cities, this Inner City like any other, remains uniquely different which requires careful

consideration when moving forward with the DICP and Inner City regeneration in general.


Annexures

Annexure 1: Socio –Economic Snap Shot

Source: Inner City Plan, 2016, p 210.

Categories eThekwini Inner City eThekwini MetroPopulation 61 985 3 442 361Population Growth Rate (2001-2011) 2.6% 1.1%Population density (People per Km2) 4 768 1 503Households 21 993 956 712Average Household size 2.83 3.6Household Density (households per km2) 1 687 418Household Growth Rate (Average 10 years) -0.3 1.5%Household Income Levels p.a. (%)Poor Households (0- R76 800)

62% 72%

High Income (R1 228 800 or more) 1% 1%GenderMaleFemale

47%53%

49%51%

Highest Education Levels - 20+ years (%)

No Schooling 4% 1%Some Primary Schooling 4% 9%Complete Primary Schooling 1% 3%Some Secondary Schooling 18% 33%Grade 12 48% 37%

EmploymentEmployed ( 15-64 years) 52% 41%Unemployed (15-64 years) 10% 30%Not economically active (15-64 years) 36% 36%EmploymentFormal 73% 80%Informal 12% 9%Private Household 12% 9%Access to Piped Water inside dwelling 92% 60%Access to flush toilet 98% 68%Use of private car 12% 14%Energy ( electricity) 99% 90%Informal dwellings 1% 16%


Annexure: 2 Goals of the Inner City Lap (2016, p 20)

By 2040 the following targets will have been reached if the LAP Framework and Regeneration Plan is pursued with commitment and vigour:

1. DENSIFICATION

The Population will have grown from

approximately 70,000 in 2016 to 370,000 by

2040, with an ultimate total of 450,000 people.

2. JOBS

The total number of Jobs would have increased from

approximately 100,000 in 2016 to 219,000 by 2040 with

an ultimate total 250,000 jobs. This will constitute an

increased share in sectors that reflect the City’s

specialisations, namely finance, advanced business

services, health, education services, creative industries

and tourism.

3. TOURISM

Durban will be placed on the map as a world

class sporting and leisure destination, receiving

7 million visitors a year, an increase from 5,8

million in 20151 with a greater spend in the

inner city, contributing to local economic

growth and job creation. The City will have

successfully hosted the Commonwealth

Games and the Inner-City will have played a

critical role in providing a range of tourism

accommodation, experiences and activities

from beach to cultural and heritage offerings.

4. TRADE

The improved connectivity networks, wider pavements

and active market spaces will provide space for 80%

more registered informal traders, increasing from

approximately 8,000 in 2016 to 14,400, promoting

sustainable local livelihoods through access to larger

markets, smart city infrastructure and business support.

All registered traders will have easy access to adequate

facilities including clean ablutions, waste management

and lockers for their goods.

5. WALKABLE

Every resident will be within a five minute (400

m) walk of food markets, childcare, health

services and leisure, social, learning, open

space and cultural infrastructure as well as

6. CONNECTED

The Inner City will be connected to the rest of the city via

new and reconfigured, pedestrian friendly streets, new

pedestrian and cycling networks, improved and varied

public transport choices and an upgraded public realm. In


public transport routes. 2016 31% of all trips into and out of the CBD were made

by Private vehicle, 46% by public transport, 0% by bicycle

and 22% walking. By 2040 the IRPTN network will have

reached the Inner City and the people mover system will

have been expanded to provide an Inner City distribution

network which will have reduced the dominance of taxis

and cars in the Inner City.

7. ACCOMMODATION

A well-functioning residential property market

will provide a range of accommodation options

for people across the socio-economic

spectrum. Of all housing in the City, 40% will

be a mix of social housing, GAP or affordable

housing, delivered by a wide range of

developers and partnerships, from the public,

private, and not–for–profit sectors. Up to 10%

will remain in state ownership, permanently

affordable for the poor. New residential forms

that accommodate innovative live/work/play

arrangements will predominate.

8. SUSTAINABILITY

By 2040 90% of lighting, heating, ventilation and cooling

(HVAC) and water heating equipment used in the Inner

City will be energy efficient. By 2040 90% of buildings in

the Inner City will have grey water recycling systems and

have implemented water conservation technologies.


Annexure: 3: List of Pre-Scoping Engagements

Category Key participants Who will set up

Business :

The Chamber of Business

The Chair of SAPOA

The Chair of the SAPOA - Urban

Management

( one or 2 additional reps from

business organization )

Rory Wilkinson*

Akash Singh*

Viv McMenamin*

Malcolm Mitchell*

Ms Cele

Edwin van Niekerk;

Andrew Layman

Akash*

Academic

UKZN

DUT

Prof Bob *

Glen Robbins*

Kira Erwin

Soobs

Creatives: Nondaba Langa;

Bongani Thembe

Soobs

Social Sector:

Denis Hurley Centre

Alim Daad

We are Durban

Durban Chamber NGO Sector

Yasmine Rajah*

Erick Mtshali *

Justice Mataruse

Names TBC

Soobs

Informal Economy: Yasmine Rajah*

Beauty Zibula *

Richard Dobson

Soobs

City Administration CM, DCMs, Key Heads, SMT Adrian

Political Council Mayor, Deputy Mayor, Chair of

Economic and Social Committee

Adrian

Inner City and Regeneration Core

Project Team

Musa Mblele; IPPU; Zahki Mkize;

Afika Ndima

Zahki/ Soobs

Notes

Indicates commissioners (*) to be part of the pre-feasibility stage of this initiative ( just a suggestion

and feel free to choose any of the proposed `sectors’)

Note additional names are welcomed

This is also only the pre-feasibility stage


Annexure 4: Institutional Arrangements Emerging from the Regeneration Strategy: IPPU Consortium and Inner City Project Team

Figure 1: Institutional Structure and Relationships


INNER CITY UIPs

Stakeholder Engagement

PROVINCIAL DEPARTMENTS

Strategic Manage

ment and Decision Making

Implementation

and Operatio

n

Precinct Manage

ment

DURBAN INNER CITY

PARTNERSHIP

PRECINCT MANAGEMENT: ABM UNIT • iTRUMP and UMZ streamlined• Well capacitated Precinct Managers for each precinct with expanded operational team• Precinct managers interface with UIPs• Sufficiently capacitated and resourced to provide operational and capital support • Daily communication with stakeholders at one point and telephone number.

COUNCIL EXCO

LINE DEPARTMENTS provide integrated and co-ordinated implementation

NGOsRESIDENTS &

USERS BUSINESS

City Manager

DCMs

INNER CITY REGENERATION UNIT• Providing strategic oversight and ensuring implementation in terms of

the approved LAP and Regeneration Strategy• Reports to DCM Economic Development and Planning (Catalytic

projects)• Operational support is provided from both the Line Departments and

the Precinct Management team• Allocates resources and ensures strategic priorities are delivered

according to the approved LAP • Undertakes Monitoring and Evaluation of the Programme• Provides strategic communication and engagement with stakeholders• Facilitates alignment of the Precinct Management and Inner City

Partnerships’ actions with the approved LAP vision

UIP Forum: SAPOA / DCCI / UIP partnership With

ED& IPU

ReferencesCity Planning Commission – Durban at the Edge, 2016.

EThekwini Municipality: Report to Economic and Planning Development Committee, dated 16

November, 2016: Integrated Inner-City LAP Plan and Regeneration Implementation Plan.

EThekwini Municipality: Report to Economic and Planning Development Committee, dated 21 February, 2017: Durban CBD Rejuvenation Programme (Pilot Project to implement council approved Inner-City Local Area Plan and Regeneration strategy, 2016)

EThekwini Municipality, Draft Extract of the Regeneration Plan for Comment, dated March 2017.

EThekwini Municipality, Framework for Accelerating Economic Empowerment and Transformation, undated.

EThekwini Municipality, Inner City Local Area Plan, November 2016.

EThekwini Municipality, Rates Policy, 2016.

EThekwini Municipality, Spatial Development Framework, 2015/2016.

EThekwini Municipality, Intergraded Development Plan, 2015/2016

Human Sciences Research Council - HSRC, 2016. iKhaya Lami: Understanding Homelessness in Durban.

Miraftab, F. (2007). Governing Post-Apartheid Spatiality: Implementing City Improvement

Districts in Cape Town. Antipode, 39(4), 602-626.

National Treasury, The Art of Precinct: A Municipal Guide, 2014.

United Nations, The State of African Cities, 2014.

Photographs:

Cover Picture - Prakash Bhika

Web sites:

http://www.capetownpartnership.co.za

PFNYC.ORG@PARTNERSHIP4NYC


mailto:PFNYC.ORG@PARTNERSHIP4NYC

http://www.capetownpartnership.co.za/

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