Engage I Dialogues July 2013 - NDP - National Treasury

ovariesracialΠολεοδομικά Έργα

25 Νοε 2013 (πριν από 3 χρόνια και 8 μήνες)

107 εμφανίσεις

NATIONAL TREASURY

URBAN NETWORK STRATEGY


OUR OBJECTIVES AND AGENDA FOR TODAY


Strengthen strategic
and practical

alignment
between
Rustenburg
Local 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 Rustenburg Local
Municipality

Objective


Strategic partnership based alignment of Rustenburg Local
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

2

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


D
isbursed
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

Magistrates Court

Precinct Plan

Underground

Rail Station (PRASA)

Bridge

City Shopping complex

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

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

7

URBAN
GROWTH
MAY DEEPEN
INEQUALITY
AND EXCLUSION IN OUR
CITIES

8


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 in

m
arginalised

areas

DIFFERENTIAL

Private fixed
investment

… and strategy requires:



Consensus on
concepts


A programmatic
approach


Strong partnerships


GAP

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

10

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

11

“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

13

I.
Primary Network




II.
Secondary Network

14

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 . . .

15

URBAN NETWORKS STRATEGY

16

. . . CONNECT . . . PRIMARY NETWORK

. . . CONNECT . . . SECONDARY NETWORK

17


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
&
p
rivate sector investment


Good access to jobs & amenities


T
he urban networks strategy is aimed at
integrated growth & development

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

Urban
Network

Network
Elements

Intervention

Investment Phasing

Primary
Network

CBD

Regeneration and
management


印p瑩慬t䑥v敬潰e敮琠
Objectives


Network Connectivity
Optimisation



Urban Hubs

Mixed
-
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 …

23

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

24

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

25

26

Diversity

Investment


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

27

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




Economic Development


Place
marketing


Lifestyle event management


Risk
management


Safety

o
Security presence

o
Active edges rather than dead
zones
-

e.g
. walls
& vacant
stands


Clean and well maintained precinct public spaces





27


Community

Municipality

Public Sector Investors

Private Sector
Investors Developers

Traders

Tenants

Property Owners

Precinct
Management

… AND AN URBAN DESIGN TOOLKIT WILL ASSIST
CITIES TO
OPTIMISE

VIBRANCY & INVESTMENT

28


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

MIG

PTIS

NDPG

UDZ

SHRZ

CBD

Developed
Area

Underserved
Townships

Underserved
Townships

Underserved
Townships

THE PIPELINE IS AIMED TOWARDS AN
INTEGRATED FISCAL PACKAGE

TIME
-
FRAMES: PLANNING

31

ENGAGE

COMPILE WORK PLAN

Prepare Urban
Network Plan



Prepare
Precinct

Plan/s

Engage
1

Engage
2

Compile

Municipal
Work
Plan

Procure

Service
Provider

Compile

Service
Provider
Work Plan

In
-
progress

Date?

Date

Date

Date

Date

Date

COUNCIL /
MAYORAL
RESOLUTION

URBAN NETWORK
ELEMENTS

IDENTIFIED

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 (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

32

Way forward