1 / 33

National Treasury URBAN NETWORK STRATEGY

National Treasury URBAN NETWORK STRATEGY. Our objectives and agenda for today. CONTEXT OF THE NEIGHBOURHOOD DEVELOPMENT PROGRAMME. The NDP was established in 2006 and is responsible for managing the Neighbourhood Development Partnership Grant. Grant Purpose:

xiujuan-ye
Download Presentation

National Treasury URBAN NETWORK STRATEGY

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. National Treasury URBAN NETWORK STRATEGY

  2. Our objectives and agenda for today

  3. 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)

  4. NDPG FUNDED URBAN HUBS IN SA CITIES: BRIDGE CITY, ETHEKWINI Magistrates Court Precinct Plan Bridge City Shopping complex Underground Rail Station (PRASA)

  5. 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

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

  7. a targeted investment programme in SA’s 18 larger urban centres

  8. 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

  9. a more strategic approach is critical to leverage real change • … and strategy requires: • Consensus on concepts • A programmatic approach • Strong partnerships Need in marginalised areas GAP Available Public Resources Private fixed investment DIFFERENTIAL

  10. 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

  11. 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 “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

  12. The Urban Networks Strategy An integrated hierarchy of land use clustering & connectivity

  13. 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

  14. THE TWO SPATIAL PRINCIPLES UNDERPIN THE URBAN NETWORKS STRATEGY • Primary Network • Secondary 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 . Secondary Nodes are smaller nodes within township areas connected to the Urban Hub and serving as “neighbourhood” or lower order nodes.

  15. . . . IDENTIFY & STRENGTHEN HUBS . . . URBAN NETWORKS STRATEGY

  16. . . . CONNECT . . . PRIMARY NETWORK

  17. . . . CONNECT . . . SECONDARY NETWORK

  18. 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

  19. INVESTMENT CASE STUDY: MAMELODI Numerous ad-hoc non integrated or aligned projects. Little co-ordination of public funds

  20. 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

  21. Identification & planning will unlock a pipeline of prioritised catalytic projectS…

  22. … 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

  23. From strategy to action …

  24. NDPG FUNDED URBAN HUBS IN SA CITIES: MITCHELLS PLAIN

  25. 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

  26. Individual urban hub strategy to be determined via investment index High • 3. On a road to nowhere Investment High Low Diversity • No & Type of tenants (Traders, SME’s, National Chains) • Land Use Mix • Private/Public Split

  27. CBD & Hubs require a clear precinct management strategy to ensure full life cycle optimisation • Objective: An inclusive, vibrant, safe, investment friendly hub • Economic Development • Place marketing • Lifestyle event management • Risk management • Safety • Security presence • Active edges rather than dead zones - e.g. walls & vacant stands • Clean and well maintained precinct public spaces Precinct Management Community Municipality Public Sector Investors Private Sector Investors Developers Traders Tenants Property Owners 27

  28. … 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

  29. CONVERGENCE OF PEOPLE IN HUBS TO ATTRACT PRIVATE SECTOR INVESTMENT

  30. THE PIPELINE IS AIMED TOWARDS AN INTEGRATED FISCAL PACKAGE Underserved Townships MIG Developed Area SHRZ CBD PTIS NDPG Underserved Townships Underserved Townships UDZ

  31. Time-FRAMES: planning 3 WEEKS 4 WEEKS 4 MONTHS 2 WEEKS URBAN NETWORK ELEMENTS IDENTIFIED MUNICIPAL WORK PLAN 3 MONTHS COUNCIL / MAYORAL RESOLUTION 6 MONTHS MEMORANDUM OF AGREEMENT

  32. Key actions and timelines

  33. Way forward

More Related