South Africas Urban Agenda Adapted from a presentation by Geci - - PowerPoint PPT Presentation
South Africas Urban Agenda Adapted from a presentation by Geci Karuri-Sebina, PhD at Executive Leadership Programme on Accelerating City Transformation for Inclusion, Growth & Sustainability Presented by Sithole Mbanga eThekwini Seminar
Adapted from a presentation by Geci Karuri-Sebina, PhD at Executive Leadership Programme on Accelerating City Transformation for Inclusion, Growth & Sustainability Presented by Sithole Mbanga eThekwini Seminar on Good Governance Botanical Gardens
2
3
A five-year perspective on the performance and conditions of the largest cities, with a focus on the member cities of the SA Cities Network. Over time the report has evolved into:
i. A barometer, compiling evidence about the progress made by South African cities in relation to key development roles, targets and outcomes ii. An analytical tool, reviewing the strategic problems and
iii. An agenda-setter, communicating essential messages about the planning, development and management of cities
3
4
4
5 5
www.sacities.net/SOCR
6 6
7
7
8
9
caption
9
10 10
SA cities are expected to be effective drivers of both local and national development. Cities are already engines of growth but operate under dynamic and difficult circumstances and with mixed performance. SoCR considers both current (legacy) and future circumstances, dynamics and goals of the cities.
11 11
Spatial transformation is critical for the growth and development of cities. It affects economic access and efficiency. Our current urban development trajectory has negative characteristics that result in cities not achieving their spatial visions. In order to transform space, the power relations, institutions and capabilities in the system also need to be transformed. Short- and long-term strategies are required for land, spatial planning, housing and human settlements, and transport and mobility. Regulations and public instruments can be used, but market interventions by various actors are also necessary.
12 12
Cities have a critical role to play in driving South Africa’s economy. However, the good story has not included everyone. Spatial transformation is a key lever for productive city economies and inclusive city growth. Cities should develop bold economic development strategies that include the informal sector and public employment programmes. Cities need to expand economic activities and participation through innovation, skills development and targeted investments. Cities should learn from one another’s strengths in
13 13
Cities still largely benefit those who can afford to “buy” their rights and freedom to the city. The majority of urban dwellers are still socially, spatially, culturally and economically excluded. Cities should:
have programmes aimed at achieving social justice through inclusion, and at empowering citizens to participate in city planning, development, management develop urban spatial frameworks that accommodate the needs of a growing population reserve public land inside the urban edge for high-density, mixed use and integrated developments aimed at those who are currently excluded
Private sector actors also need to consider the social good.
14 14
The typical South African city is growing in a resource- intensive way and suffers from inefficiencies across all sectors (energy, food, water, waste and transport). The current silo approach to planning and delivery is inefficient and increases risks of exclusion. Cities should pursue spatial transformation, which encourages compact cities and sustainable neighbourhoods that value natural and open spaces. Sustainability and growth are interdependent, and so sustainability must be fundamentally embedded in a city’s development paradigm, and not just in its long- term visions and strategies. Cities need to tackle resource efficiency aggressively.
15 15
Cities have put good governance structures and processes in place, but not yet achieving desired social - spatial outcomes. Cities do not adequately mobilise and involve all city stakeholders in building a long-term vision of and commitment towards achieving spatial transformation. Cities should move from the form and processes of governance to its substance: performance outcomes, coordination, and democratic governance. Cities need to improve collective leadership, operational capability, and stakeholder relations and participation. Cities should institutionalise accountability by allocating clear responsibilities and forging sound IGR & alignment.
16 16
Cities have improved their financial reporting and audit findings, and increased their revenue and expenditure. Challenges to municipal financial health include: inadequate finance for delivering required infrastructure and services, affordability of municipal services for consumers, corruption, increasing administrative burden. Cities should continue to seek operational efficiency gains and improve revenue collection. Cities need to make better use of existing revenue sources and explore innovative financing options, including reforming the current municipal financing model. Cities must balance immediate community development aspirations against longer-term transformation needs.
17 17
A call to action: All actors – state, private sector, knowledge institutions and civil society – have to cooperate and align their actions. Local government’s role must be understood by all, and demonstrated through unequivocal performance, accountability and leadership. Empower and enable cities to drive inclusive growth and development, especially through spatial transformation. Deliberate interventions not only in market-friendly locations but also in formerly marginalised locations. Significant innovation across the board is required – creativity, experimentation, agility, and a culture of learning.
18
differentiation)
(Integrated built environment governance; Strategy and action; Innovation, learning, dynamics; Systems & intelligence)
performance
the voice and role of local actors (particularly of local government, civil
society organisations, business, and knowledge institutions)
19
FORESIGHT
19
HINDSIGHT
wisdom
PRESIENCE
intuition
INSIGHT
understanding
TOPSIGHT
“oversight” system-view
20
Significant improvements in service delivery Good strategies to facilitate economic growth and social development Consistent quality leadership, administration and management Poor and tense interdepartmental and intergovernmental linkage / coordination (IGR) Limited spatial, social and economic transformation Quality vs. quantity Social distance between the governors and the governed
Protest issues
21
City qualities:
Short Term Long Term
22
amongst the SACN member cities. Between 2001 and 2013, the land area of Tshwane tripled from 2199 km2 to 6345 km2
natural land cover with 78% of land cover. Climate change will effect ecologically sensitive areas.
23
Change in built-up urban footprint (1990–2013)
24
JHB CPT EKH TSH Modal split within public transport Main mode of travel to work
25
City contributions to SA total economic output Gross value add by sector JHB CPT EKH TSH
26
Emissions by fuel in eThekwini Energy consumption by fuel type in eThekwini Potential energy savings and carbon emissions reductions per sector/annum
27
(Q3 2016) 34,5 40,1 25,7 29,1 30,6 34,4 27,8 30,2 29,6 30,2 33,4 36,1 22,0 28,0 23,9 25,3 26,5 35,6
Gini coefficients for large BRICS cities Unemployment rates Spatial location of the socially vulnerable
28
City murder rates over time City residential robbery rates over time Murder rate spread within eThekwini
29
30
31
31
32 32
33