NATIONAL TREASURYNEIGHBOURHOOD DEVELOPMENT PARTNERSHIP GRANT

OUR OBJECTIVES AND AGENDA FOR TODAY

• Strengthen strategic and practical alignment between City of Matlosana 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 City of Matlosana Municipality

Objective

• Strategic partnership based alignment of City of Matlosana 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

Desired outcome

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CONTEXT OF THE NEIGHBOURHOOD DEVELOPMENT PROGRAMME

• The NDP was established in 2006 and is responsible for managing the Neighbourhood Development Partnership Grant. Grant Purpose:

• 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.

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)

NDPG FUNDED URBAN HUBS IN SA CITIES: BRIDGE CITY, ETHEKWINI

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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

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FOCUS IS ON CITIES AS THEY ARE THE CENTRES OF SOCIO-ECONOMIC ACTIVITY

A TARGETED INVESTMENT PROGRAMME IN SA’S 18 LARGER URBAN CENTRES

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URBAN GROWTH MAY DEEPEN INEQUALITY AND EXCLUSION IN OUR CITIES

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• 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

A MORE STRATEGIC APPROACH IS CRITICAL TO LEVERAGE REAL CHANGE

Available Public Resources

Need inmarginalised areas

DIFFERENTIALPrivate fixed investment

… and strategy requires:

• Consensus on concepts

• A programmatic approach

• Strong partnerships

GA

P

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

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THE NATIONAL DEVELOPMENT PLAN URGES COORDINATED ACTION

– 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

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“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

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

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I. Primary Network

II. Secondary Network

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THE TWO SPATIAL PRINCIPLES UNDERPIN THE URBAN NETWORKS STRATEGY

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 .

Secondary Nodes are smaller nodes within township areas connected to the Urban Hub and serving as “neighbourhood” or lower order nodes.

. . . IDENTIFY & STRENGTHEN HUBS . . .

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URBAN NETWORKS STRATEGY

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. . . CONNECT . . . PRIMARY NETWORK

. . . CONNECT . . . SECONDARY NETWORK

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• 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

The urban networks strategy is aimed at integrated growth & development

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INVESTMENT CASE STUDY: MAMELODI

Numerous ad-hoc non integrated or aligned projects. Little co-ordination of public funds

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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-ordination of Public funds

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Urban Network

Network Elements Intervention Investment Phasing

Primary Network

CBD Regeneration and management

• Spatial Development Objectives

• Network Connectivity Optimisation

Urban HubsMixed-use development and management

Primary Transport Link

Develop/Upgrade and management

Activity Corridor

Infill & Densification

Secondary Network

Secondary Transport Link

Develop/Upgrade

IDENTIFICATION & PLANNING WILL UNLOCK A PIPELINE OF PRIORITISED CATALYTIC PROJECTS…

… THAT ARE CRITICAL TO THE STRENGTHENING OF THE PRIMARY NETWORK

CBD

• CBD

• Urban Hubs

• Primary Public Transport Links

• Activity Corridors

& Secondary Transport Links

Network Topology:

FROM STRATEGY TO ACTION …

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Strategic spatial planning• Urban network

identification & planning

Intervention 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

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NDPG FUNDED URBAN HUBS IN SA CITIES: MITCHELLS PLAIN

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

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Diversity

Inve

stm

ent

• No & Type of tenants (Traders, SME’s, National Chains) • Land Use Mix• Private/Public Split

INDIVIDUAL URBAN HUB STRATEGY TO BE DETERMINED VIA INVESTMENT INDEX

High

Low High

3. On a road to nowhere

CBD & HUBS REQUIRE A CLEAR PRECINCT MANAGEMENT STRATEGY TO ENSURE FULL LIFE CYCLE OPTIMISATION

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Objective: An inclusive, vibrant, safe, investment friendly hub

• Economic Development• Place marketing• Lifestyle event management • Risk management• Safetyo Security presenceo Active edges rather than dead zones - e.g. walls

& vacant stands• Clean and well maintained precinct public spaces

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CommunityMunicipality

Public Sector InvestorsPrivate Sector Investors Developers

TradersTenants

Property Owners

Precinct Management

… AND AN URBAN DESIGN TOOLKIT WILL ASSIST CITIES TO OPTIMISE VIBRANCY & INVESTMENT

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• 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

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CONVERGENCE OF PEOPLE IN HUBS TO ATTRACT PRIVATE SECTOR INVESTMENT

MIG

PTIS

NDPG

UDZ

SHRZCBD

Developed Area

Underserved Townships

Underserved Townships

Underserved Townships

THE PIPELINE IS AIMED TOWARDS AN INTEGRATED FISCAL PACKAGE

TIME-FRAMES: PLANNING

ENGAGE COMPILE WORK PLAN 

PREPARE URBAN

NETWORK PLAN

 PREPARE PRECINCT

PLANEngage 1 Engage 2

Compile Municipal Work

Plan

Procure Service Provider

Compile Service Provider

Work Plan

In-progress Date? Date Date Date Date Date

COUNCIL RESOLUTION

URBAN NETWORK ELEMENTSIDENTIFIED

MEMORANDUM OF AGREEMENT

MUNICIPAL WORK PLAN

4 WEEKS

4 MONTHS

2 WEEKS

3 MONTHS

6 MONTHS

3 WEEKS

KEY ACTIONS AND TIMELINES

Stage I: (DATE)

• Engagement Two (Technical Meeting)

Stage II: (DATE)

• Council 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

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Way forward