City of Joburg 2018

City of Joburg – joburg.org.za –

Bringing about transformational change

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READ INSIDE

Executive Mayor’s foreword 05 It’s time to bring about change in the city State of the city 07 A shift in the right direction 10 Building a great Joburg Priority areas 13 Delivering on transformational change Financial sustainability 15 Boosting the local economy Service delivery 22 Restoring dignity to Jozi’s people Growth and development strategy 29 Putting residents first

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Morningside 2196 PO Box 92026 Norwood 2117 South Africa

Youth & SMMEs 32 Advancing human capital Housing 07 A place to call home SDF 2040 39 Joburg – An African context 44 Embracing a well-designed city Transport nodes 50 F ostering growth through connectivity

t +27 (0)11 233 2600 f +27 (0)11 234 7274/75 www.3smedia.co.za Printers United Litho Johannesburg +27 (0)11 402 0571

Environmental care 56 Building a sustainable future Health 63 Modelling a health-wise city Safety and SECURITY 66 G earing up for a safer city DIGITAL city 70 M ilestones of a city looking to the future

Publisher Elizabeth Shorten

Production Manager Jayshree Maharaj

Advertising/Sales Neilson Kaufman

Production Coordinator Jacqueline Modise

Head of Design Beren Bauermeister

Financial Manager Andrew Lobban

Chief Sub-Editor Tristan Snijders

Distribution Manager Nomsa Masina

Sub-Editor Morgan Carter

Distribution Coordinator Asha Pursotham

Please Note: City of Joburg statistics have been taken from publically available documents that may or may not reflect the absolute correct numbers applicable at the time of going to print.

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The authors' views may not necessarily reflect those of the publisher. While every precaution has been taken in the preparation and compilation of this publication, the publisher assumes no responsibility for errors, omissions, completeness or accuracy of its contents, or for damages resulting from the use of the information contained herein. While every effort has been taken to ensure that no copyright or copyright issues is/are infringed, 3S Media, its directors, publisher, officers and employees cannot be held responsible and consequently disclaim any liability for any loss, liability damage, direct or consequential of whatsoever nature and howsoever arising.

COJ WATER POLICY AND REGISTERING FOR THE EXPANDED SOCIAL PACKAGE

It is the trend across our country’s metros to no longer provide free basic water to all residents, but only to registered indigent residents, which is in line with the National Water Policy and recommended by National Treasury.

In line with our commitment to care for the poorest members of our society, we will continue to provide free basic water to residents on the City’s indigent list. Depending on household income, our poorest residents will receive between 10 and 15 kilolitres of free water per household, per month.

Given the scarcity of water in Johannesburg, the huge inequality in our City, domestic users who do not qualify as indigents will see an increase of R42.84 per month to their water bill as a result of this change.

In order to accommodate indigent residents, CoJ is offering the Expanded Social Package (ESP). The main targets of the ESP is vulnerable residents in the city such as the unemployed, youth, people with disabilities, displaced persons and senior citizens. People with different levels of need will qualify for different levels of subsidy according to the City’s measure of affordability.

•

WHO SHOULD REGISTER FOR ESP PACKAGE?

WHO SHOULD RE- REGISTER ESP PACKAGE?

Indigent customers using a Johannesburg Water prepaid meter

• Any individuals whose benefits has expired or about to expire • Individuals who may have recently registered.

WHO QUALIFIES FOR THE ESP PACKAGE?

WHEN CAN YOU REGISTER FOR THE ESP PACKAGE?

• South African citizens Residing within the CoJ boundaries with the monthly income of (0- not exceeding R5 308.20 per month)

• Residents can register for ESP any time • We strongly encourage residents to register on or before the 15th of the month to benefits

WHY RE-REGISTERING FOR ESP PACKAGE?

HOW TO REGISTER FOR ESP PACKAGE?

•

The primary objective of the ESP is to offer individuals and families

Residents who meet the requirements should submit the following documents at the nearest Revenue Customer Service Centres

•

The ESP register is updated on a daily basis allowing new registration

temporary relief and lifeline. and re-registration which takes place every (six) months for individuals to continue receiving benefits.

• • • •

Proof of income (SASSA) card and 3 months latest bank statement Identity Document Proof of residence Register using latest receipt for prepaid meters

For more information no where to get Revenue Customer Service Centres and benefits go to https://www.johannesburgwater.co.za

City of Johannesburg Johannesburg Water (SOC) Ltd 17 Harrison Street Marshalltown Johannesburg

@jhbwater

PO Box 61542 South Africa 2107

Johannesburg Water

Tel +27 (0) 11 688 1400 www.johannesburgwater.co.za 24 Hour Water Hotline 011 375 5555 / 0860 - JOBURG or 0860 562 874 JW SMS Line: 082 653 2143 email: customer@jwater.co.za sms line: 0826532143 Providing Water. Providing Life

WATER FACTS

#DID YOU KNOW

ACTIVE LEAK DETECTION PROGRAMME

Johannesburg Water has an active leak detection programme that was approved as a part of a five year Water Demand Management strategy in August 2016.

The aim of this strategy is to implement various programmes that will ensure our water demands are reduced to within the limits of our allocation from Rand Water in terms of their Water Use License.

Johannesburg Water has 15 teams that do active leak detection on a daily basis in an effort to reduce water demand within the city.

• These are dedicated teams that survey our water infrastructure on a daily basis picking up leaks that are either visible and not reported or not visible.

• The process that is followed is that they will inspect the water reticulation for any visible leaks, they will also use acoustic listening sticks (equipment that uses the sound the leak makes) to determine if there might be a leak on the system but not visible.

• The visible leaks are reported daily through the SAP PM system to the relevant depot who would then dispatch a plumbing team to repair the leak.

• If they through making use of the listening stick pick up a sound that might be invisible it is further investigated by using ground micro phones and leak noise correlators. These types of equipment allows the operator to pin point the invisible leak more accurately since it is not visible. This will then allow once reported the plumbing team to excavate at the correct location and repair the leak.

• These leak detection teams cover more than 10,500km of our water infrastructure per annum. This is more that 85% of the infrastructure length.

• On average per annum these teams report: 1,456 burst pipes, 5,227 leaking meters, 341 leaking valves and 217 leaking hydrants. These leaks are repaired by the network plumbing teams within the specified response times.

• Annually 8,100 Ml of water is saved due to this programme.

Pipe replacement Programme Johannesburg Water has implemented a pipe replacement programme over the past five years. By the end of June 2017, 499 km of water pipes have been replaced. Going forward into the next five years, Johannesburg Water plans to replace a further 633 km of water pipes. In replacing these pipes the burst frequencies will reduce and water losses will be minimised.

• • • •

In the financial year of 2017/18 thus far in Midrand, we have replaced 3500 meters of pipe Sandton, 15 171 meters of pipe has already been replaced Roodepoort and Diepsloot, we have placed 2281 meters of pipe Deep South Region, 3627 meters of pipe have been replaced

Water is a scarce commodity and Johannesburg Water is committed to provide a sustainable water and sanitation supply to all residents of the City. Level 1 water restrictions are still in place and will be enforced by fines to consumers who contravened the Water Services By-law and consumers are urged to report non-compliance by phoning the JMPD 24/7 hotline on 011 758 9650.

City of Johannesburg Johannesburg Water (SOC) Ltd 17 Harrison Street Marshalltown Johannesburg

PO Box 61542 South Africa 2107

Tel +27 (0) 11 688 1400 www.johannesburgwater.co.za 24 Hour Water Hotline : 011 375 5555 / 0860 - JOBURG or 0860 562 874 JW SMS Line : 082 653 2143 email: customer@jwater.co.za Providing Water. Providing Life

@jhbwater

Johannesburg Water

HIGH WATER CONSUMING CUSTOMERS

Johannesburg Water has identified suburbs within the City of Johannesburg who consume the most amounts of litres of water per capita. Residents within these suburbs are urged to reduce their consumption by using water sparingly and be reminded that the City of Johannesburg is still under Level-1 water restrictions.

ZANDFONTEIN NORTH

ENNERDALE AREA

Atholl Dainfern Gallo Manor Hurlingham Hyde Park Morningside Manor Parkmore Sandhurst Waterval 5 - IR

Mid - Ennerdale

ZANDFONTEIN SOUTH AREA Bellevue East Bezuidenhout Valley Dunkeld Glenhazel Houghton Estate Lombardy East Malvern Oaklands Observatory Parktown North Parkview Saxonwold West Cliff

LANGLAAGTE AREA Claremont Emmarentia Parktown Westbury

MIDRAND AREA Kyalami Estate Witpoort 406 - JR

SOUTHDALE AREA La Rochelle City of Johannesburg Johannesburg Water (SOC) Ltd 17 Harrison Street Marshalltown Johannesburg

PO Box 61542 South Africa 2107

Tel +27 (0) 11 688 1400 www.johannesburgwater.co.za 24 Hour Water Hotline : 011 375 5555 / 0860 - JOBURG or 0860 562 874 JW SMS Line : 082 653 2143 email: customer@jwater.co.za Providing Water. Providing Life

@jhbwater

Johannesburg Water

E xec utive May or’s For e word

It’s time to bring about change in the City

Executive Mayor Herman Mashaba, City of Johannesburg

J

ohannesburg has an inequality and poverty challenge, and the ability of the City of Johannesburg to drive a pro-poor agenda depends primarily on sustainable economic growth and a distribution of the benefits of this growth.

Given the rate of population growth and

high structural unemployment, stronger economic growth is required to deal with the challenge of poverty.

The state of the City our administration has inherited, and the financial constraints arising from this, requires that we begin to take the bold decisions needed to achieve change – fundamental change.

There is a word in Sesotho that captures this notion beautifully – diphetogo. This can be directly interpreted to mean real change, transformational change. It captures the idea that change is not an event but a process. This is why Diphetogo speaks to defining an end state and ensuring that long-term planning and investment follow to achieve it. In light of this, our planning for the 2018/19 financial year has become known as the Diphetogo Programme. But we can’t bring about

this change without the inclusion of the City’s people. Our first order of business was to listen to residents and identify the areas where change must be prioritised.

Our efforts in these Diphetogo priorities speak to the need to invest in our infrastructure, our communities and our economy. It requires us to do more. We must be better. We must deliver faster than the City has ever done before.

Should the only working electrical outlet in a community really be the pump of the new swimming pool? I do not believe anyone would advocate this. Can we really justify building multipurpose centres and community halls to service communities that do not yet have the dignity of toilets?

No community I have engaged with would choose a community hall instead of seeing their children studying in their homes under a lightbulb.

As government, we owe it to our people to put their needs ahead of our own political agendas. The milestones we have reached in this administration and the programme of change the City continues to embark on do not belong to one party alone. What we have achieved so far is testament to the change we can deliver when we work together, for the benefit of all our residents, transcending party politics and the limits of each of our individual party manifestos.

Through Diphetogo, the most critical needs of our residents, communities and businesses will, for the first time, begin to receive long-term investment that will drive transformational change in our City. The effect will be a City where basic service delivery, redressing the legacy of our painful past, and growing our economy to create jobs can be realised.

We must embark upon this journey together, so that we can work to build a City that works; a City where government achieves the conditions for people to prosper – a City of golden opportunities.

CITY OF joburg 2018

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State of the C i t y

A shift in the

right direction For too long, the City of Johannesburg has failed to establish clear priorities. In the past, the City allocated more to sports and recreation than it did to upgrading informal settlements. Fortunately, the 2018/19 Integrated Development Plan (IDP) Review marks a significant shift for the City.

A

s the heartbeat of South Africa’s economy, Johannesburg has always been alive with possibilities. Every year, scores of people leave their rural homes in search of better prospects in this economic hub. Sadly, for many, this dream was lost as they were hit hard by crime, corruption and lack of access to services such as housing and reliable public transport. It is for this reason that, under the leadership of Executive Mayor Herman Mashaba and his administration, a new era must begin in the City of Johannesburg where the plans of government must be based on what the people and communities really need, rather than what government believes they need. “As Executive Mayor, it is my legislated responsibility to provide the direction into budget and IDP process. In 2016/17, we did this by setting our key values and priorities of the multiparty government.

This year [2018/19], we have taken these values and priorities and developed the Diphetogo Project.

In Sesotho, diphetogo means real, transformational change. It is a term that captures the notion that government must identify its nonnegotiable areas of impact and place its efforts and resources squarely behind these Diphetogo,� says Mashaba in the 2018/19 IDP Review.

Cities like Johannesburg are key connective nodes through which global capital flows. However, it is difficult to mitigate risk or predict the scale of the impact that global economic fluctuations could have at a city level.

Therefore, cities in the 21st century have to consider building resilience in response to the risk and opportunities that globalisation and urbanisation presents. This means investing heavily in social and economic infrastructure, services, logistics and mass transit.

The needs of the people Johannesburg needs to grow in order to create jobs and take care of its social obligations to those who may not be in economically viable situations.

The likely effect of high, sustained in-migration patterns and population growth are that the growth in demand for jobs and services far outpaces the number of jobs and infrastructure available, thereby putting pressure on the service delivery capacity of the City.

The City will now begin to focus on infrastructure investment that will

Go figure!

17 000 By 2019/20, it is estimated that 17 000 SMMEs will be supported by the City improve the reliability of services to those who have them, and take services where they have never been before. It will invest in a roll-out of housing opportunities, across all typologies, which will achieve a real impact in the housing backlog. The City also endeavours to revamp services to small businesses and entrepreneurs through Opportunity Centres that provide the kind of support that can lead to sustained growth.

In addition, facilities will be provided to informal traders in the City, which will also advance young people through skills

According to projections from the United Nations Population Division, Johannesburg adds 5 people to its population every hour and projections show the City will reach 9.2 million people by the middle of this century.

CITY OF joburg 2018

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State of the City Table 1 Identified service backlogs Service

Households serviced %

Approximate backlog in households

Backlog %

communities safer and criminals wary, and is aligned with the City’s agenda.

Housing (formal dwellings)

78.5

344 000

21.5

Water

99.1

14 400

0.9

Joburg’s workforce

Sanitation

95.5

72 000

4.5

Electricity

89.8

163 200

10.2

Refuse removal

95.9

65 600

4.1

Sources: Serviced figures sourced from Stats SA General Household Survey 2016, target figures sourced from City of Johannesburg Annual Report 2016/17 development programmes to drive job creation.

With regard to healthcare, the City will carry on extending the operating hours of more clinics and libraries, and ensure that new mobile clinics increase the reach of its primary healthcare efforts to informal settlements and the

previously forgotten people. The City has heard the cry for improved road networks and bridges, and will improve those that are crumbling and deliver tarred streets to places that have only ever known gravel roads, while more street lights will be installed. Increased intelligent policing initiatives will make

The City of Johannesburg continues to fight unemployment, which is one of the major problems facing South Africa as a whole. Unemployment is currently at 32.3% and youth unemployment is estimated to be approximately 40% (Stats SA, QLFS 2017 Q3). With a global economy influenced mainly by shifting economic centres, new technology and fiercely competitive markets, the current trend in Johannesburg is low economic growth in many of its business sectors. As such, Johannesburg’s ability to deliver on its social and economic goals is impacted by the developments in the larger global economic context.

In order to achieve the political target of 5% economic growth in 2021, several bold but pragmatic solutions will need to be adopted. A thriving private sector, and a city that attracts local and foreign investment are key to addressing the triple challenge of

285 000 people in Johannesburg are employed in the informal sector in mostly trade jobs

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CITY OF joburg 2018

State of the C i t y

16 546 priority by-law infringements were attended to in 2016/17, namely: 6 567 cases of illegal street trading; 4 085 cases of illegal advertising; and 5 894 cases of illegal dumping

unemployment, poverty and inequality, thereby paving the way towards the City achieving the 5% growth target.

There is a need to best leverage the City’s economic strengths and competitive advantages by focusing on improving the ease of doing business in the city, exploiting opportunities for prospective investments and enhancing support to SMMEs and new businesses.

It is important to note that the current administration is committed to reducing both poverty and inequality through pro-poor development that provides meaningful redress for the injustices of the past.

Safety first Safety and security remain an ongoing concern in the City, but despite this, evidence suggests that overall crime in Johannesburg has decreased at an average annual rate of 4.9% between the period 2005/06 to 2015/16 (IHS Markit, 2017). This can be mainly attributed to an increase in visible policing, improved community relations and heightened levels of enforcement. The Johannesburg Metro Police Department (JMPD) has almost doubled the number of priority by-law infringements attended to, in line with

26.6% In Johannesburg, the finance sector is the biggest employer, accounting for 26.6% of total employment

households increases, extra strain is put on the existing infrastructure.

In the short to medium term, this can make the delivery of services difficult because the provision and maintenance of formal household infrastructure takes time.

Of the 1.6 million households in the City, service backlogs have been identified as per Table 1.

Housing

its strategic objectives of increased by-law compliance. The introduction of more JMPD recruits, combined with a clampdown on by-law infringements, will promote order, compliance and increase and public safety.

Basic rights It is a constitutional mandate for the City to ensure that all households have adequate access to basic services. Provision of basic services to the community of Johannesburg is comparatively high, with the majority of households (both formal and informal) enjoying access to piped water (98.5%), sanitation (95.8%), and electricity (90%). However, there continues to be a deficit, particularly in informal settlements, where less than half of the households have access to basic sanitation. This backlog is exacerbated by high population growth and in-migration referred to in the previous section. The number of households in the City has increased by an average annual rate of 3% from 2006 to 2016. As the number of

The housing backlog is a major concern for the City and extends to informal settlements, overcrowding in public hostels, non-regulated backyard rentals, inner-city overcrowding, housing waiting lists and homeless people.

The City is making a concerted effort to meet the housing demand and tackle this backlog. This will require the upscaling of housing delivery, further partnering with the private sector, and meaningful engagement with communities. The City has a number of key projects, such as: the upgrading of informal settlements by re-blocking; the alignment of shacks and providing basic services; the construction of mixed-income housing opportunities; the construction of social housing and rental accommodation within the inner city and urban core; and the construction of housing opportunities along transport corridors.

Additionally, the City also has an obligation to provide temporary accommodation to certain evictees in emergencies and has constructed temporary emergency accommodation and transitional housing units within the inner city.

CITY OF joburg 2018

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FAST FACTS

Building a great Joburg 22 August 2018 marks two years of Executive Mayor Herman Mashaba in office.

These are some of the highlights under the administration. have been repaired across the City 181 000 potholes and 520 km of roads were resurfaced.

37

The length of water pipes in kilometres that Johannesburg Water has refurbished. In these communities, taps will no longer run dry.

R5.6 billion

The amount of external investment that has been injected into the City (mid-year), which has already exceeded the annual target, and the achievement of any full prior year in the City’s history.

traffic signals at the busiest intersections were dug 72% 120 up and re-cabled, reducing traffic light downtime by 72%.

5 clinics have been identified as priorities to introduce drug rehabilitation services to communities.

87 000 The City has extended operating hours at 13 clinics, offering after-hours healthcare to the communities of Zandspruit, Doornkop, Protea North, Dobsonville Gardens, Slovoville, Nancefield, Turffontein and Doornfontein, among others. 87 000 patient visits were recorded at these clinics during the extended hours.

300

youth will begin artisan training provided by the City.

1 089 The number of new RDP homes that have been constructed, which represent new housing opportunities to be provided to residents. A further 1 000 homes await only electrification to be complete.

83

derelict city-owned buildings have been released and developers are coming forward with proposals that meet these expectations.

11 The number of libraries with extended operating hours, so that more people can have access to a safe place to learn, study, read or prepare to enter the job market.

P RIORITY AREAS

Delivering on transformational change

T

o drive the 2018/19 delivery agenda for the current IDP term, the City of Johannesburg is focused on delivering non-negotiables that will form the basis of its high-impact programmes.

In order to proactively move forward and ensure quality of life for residents, the City of Johannesburg has to embark on a path of accelerated growth. However, this type of growth demands a streamlined focus and tough decisions on how the City will utilise its limited resources. The City has to make a fundamental shift – Diphetogo – from spending its budget on nice-to-haves, such as community centres, to using that budget on critical areas related to economic growth, job creation, infrastructure development, housing and public safety.

To ensure that the budget prioritisation is accompanied by a focus on quality project implementation, the City will improve the efficiency of its systems. The reduction of red tape as a priority along with the review of the institutional model to improve efficiencies are central to this. The interventions that form part of the Diphetogo Project are captured in a range of sector strategies, which can be represented in the table below: Enhanced, quality services and sustainable environmental practices

A growing, diverse and competitive economy that creates jobs

Promote economic development and attract investment towards achieving 5% economic growth that reduces unemployment by 2021

Economic Growth Strategy

Encourage innovation and efficiency through the Smart City programme

Smart City Strategy

Human and Social Development Strategy

An inclusive society with enhanced quality of life that provides meaningful redress through pro-poor development

Ensure pro-poor development that addresses inequality and poverty, and provides meaningful redress

Spatial Development Framework

Inner-city Transformation Roadmap

Housing Strategy Create a culture of enhanced service delivery with pride Integrated Transport Strategy Ensure financial sustainability Climate Change Strategic Framework Preserve our resources for future generations Environmental Sustainability Strategy

Joburg City Safety Strategy Caring, safe and secure communities

Create a sense of security through improved public safety Disaster and Risk Management Framework

An honest, transparent and responsive local government that prides itself on service excellence

Create an honest and transparent City that fights corruption

Anti-corruption Strategy

Create a City that responds to the needs of citizens, customers, stakeholders and businesses

Customer Care Charter

CITY OF joburg 2018

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Financial sustaina bi l i t y

Boosting the local economy The key to driving the City’s Diphetogo Project is expanding its revenue base through the Revenue Enhancement Programme, which will see the City of Johannesburg rise to meet financial challenges and ensure financial stability.

T

he greatest challenges facing South Africa today are unequal access to opportunities, slow economic growth and high unemployment. The latest unemployment figures show that in the fourth quarter of 2017, 9.2 million South Africans were without work. Unemployment in the City of Johannesburg currently stands at 32.3%, according to the expanded definition. This translates to 912 000 residents without work in the City of Johannesburg (QLFS, 2017).

With a continued high rate of population growth in the City, the unemployment rate remains high and, consequently, so to do poverty levels.

The current administration’s focus on elevating Johannesburg’s economic growth rate to at least 5% by 2021 reflects the understanding that it is only through more rapid economic growth that the well-being of the City’s residents can be greatly improved. Among the benefits of increased economic growth are: • the generation of more incomes and jobs in the formal sector

• the improvement of livelihood opportunities in the informal sector • the provision of a stronger revenue base for government and the City administration to invest in infrastructure, deliver services and improve urban management.

Public-private partnerships The City recognises that the private sector needs to play a more active role in creating the bulk of sustainable jobs and the revenue base. Johannesburg must, therefore, focus largely on creating an enabling environment that is conducive to private-sector-driven economic growth. Efficient urban management and investment in infrastructure required to deliver municipal services to businesses and households plays a key role in attracting and retaining businesses and investment in the City.

Furthermore, the City recognises that it must encourage entrepreneurship and innovation at all levels of enterprise – micro, small and medium-sized businesses, as well as large corporations; encourage business reinvestment in more productive plant and equipment and in upgrading workforce skills; and

attract direct investment into the City from both foreign and local sources.

In recognition of this challenge, the first outcome of the administration is a growing, diverse and competitive economy that creates jobs, further defined in the following three strategic priorities: Promote economic development and attract investment towards achieving 5% economic growth that reduces unemployment by 2021.

Encourage innovation and efficiency through the Smart City programme.

Create a sense of security through improved public safety.

These priorities extend beyond creating short-term employment opportunities in the City, instead focusing on creating an enabling environment for long-term economic growth and job creation.

Jobs provide more than just a source of income – they also empower residents to live a life of value and dignity.

1 2 3

Economic Growth Strategy Further to the three strategic priorities, the City’s economic growth is supported

2021

One of the City’s priorities is to promote economic development and attract investment towards achieving 5% economic growth that reduces unemployment by 2021 CITY OF joburg 2018

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Financial sustaina bi l i t y by the Economic Growth Strategy (EGS) and the Smart City Strategy (SCS).

Currently under review, the EGS is a key strategy that closely aligns with the City’s mission of creating an enabling economic environment. Facilitating economic growth that creates jobs is the core objective, as a thriving private sector is understood to be a means of decisively and sustainably addressing unemployment, poverty and inequality.

At the heart of the EGS is the need to increase the ease of doing business in Johannesburg. This is necessary to promote the attractiveness of the City as a preferred investment and business location for both local and foreign businesses. In order to attract more private sector investment, it is essential that Johannesburg begins streamlining bureaucratic processes, improving service delivery, and amending restrictive by-laws to be more business-friendly.

The proposed focal areas of this strategy include: Investment attraction, expansion and retention: re-establish Johannesburg as the leading African destination for regional corporate head offices, foreign direct investment and local investment. Existing businesses need to be retained and reinvestment and expansion should be encouraged.

Space-economy synergy: address the spatial inequalities prevalent in Johannesburg through developing mixed-use corridors that provide employment and residential opportunities for previously marginalised communities.

Strategic sector targeting: unblocking challenges that are being experienced in strategic sectors.

Entrepreneurial city: foster a culture of entrepreneurship through City support for SMMEs and reform of the City’s approach to the informal sector.

Leveraging the City of Johannesburg: use the constitutional mandate and competency of the City administration to encourage economic growth.

Environmental and resource sustainability: focus on economic growth that contributes to reducing Johannesburg’s carbon

1

2 3 4 5 6

10%

Global studies have indicated that for every 10% roll-out of access to Wi-Fi, a city can achieve a corresponding 1% growth in its economy

footprint and water supply security.

Recurring income “We launched Operation Buya Mthetho – bring back the law. This led to the formation of a multidisciplinary law enforcement unit that conducts raids throughout the City, addressing violations of our bylaws, environmental health and building codes, and the illegal consumption of services,” says Executive Mayor Herman Mashaba.“Of particular note are the efforts to identify those businesses consuming services through illegal connections, amassing historical debt without ever paying. Those days are now gone. In its few months, Operation Buya Mthetho has brought in a total of R341 million. These businesses will now be billed every month, bringing in recurring income. We will continue to shift the pressure off our law-abiding citizens, and place that pressure on businesses who shamelessly steal water and electricity.”

Smart City Strategy In 2013, the City developed its first Smart City Strategy (SCS), which was adopted by the Mayoral Committee.

The SCS is aimed at improving service delivery with the mantra that the City must do more with less, do it better, and do new things. The overall target is to CITY OF joburg 2018

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Financial sustaina bi l i t y become substantially ‘smarter’ in 2021, compared to the benchmark in 2014. By 2021, the City needs to have established a fully fledged smart city that will provide services that are easy to access and use, while being efficient and responsive in an open and transparent way, and ensuring financial, environmental and quality service delivery sustainability.

The SCS applies to and guides all urban development and planning to implement more efficient use of resources and more intelligent systems of decisionmaking and innovation. A smart City of Johannesburg will enable urban communities to improve the economy of the City, infrastructure and utilities, the environment, as well as living conditions.

In the immediate period, the smart city approach will also support and enable many of the City’s recently defined game changers: •F inance: use of technology to help address some of the factors that lead to revenue leakage through the identification of water leaks, electricity theft, and areas not billed.

• Infrastructure: proactive maintenance, enhancing the quality of services.

• Public safety: rapid deployment of the Integrated Intelligence Operations Centre (IIOC) will improve service delivery coordination, surveillance, enhance monitoring, analytics, law enforcements, and the coordinated response of emergencies/incidents.

• Transport: expand smart mobility solutions, such as the smart traffic management system, reduce congestion, improved traffic light uptime and improved response time on incidents.

• Social services: provide affordable universal access – free public Wi-Fi in internet-underserved areas, and increased usage in libraries, offer free e-learning opportunities, easy e-identification for citizens, e-health improving access and uptake of health services.

• Economic development: stimulate the digital economy – SMMEs,

entrepreneurs, start-ups and job seekers through public portals – expand access to services and convenience, including queue management solutions.

• Institution: common (SAP) architecture proving easy access to all the City’s data, providing one-stop-shop e-services to citizens (Maru-a-Jozi), enable electronic payments through e-government and citizen engagement platforms, implementation of customer identification verification system to help in eradication of fraud and corruption, and stimulate free basic e-services.

CITY OF joburg 2018

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19

Service Delivery

Restoring dignity to Jozi’s people

The City of Johannesburg aims to systematically remodel public perceptions of the municipality.

Over the first year of the new administration, focus has been on the basics such as improving traffic signal downtime, governance, and the protection of property rights. Now, the City is focused on addressing infrastructure backlogs estimated at R170 billion, based on 2016/17 figures.

R

esidents should not have to worry about unplanned water supply interruptions, illegal dumping, faulty public lighting, potholes or ageing infrastructure in a well-run municipality.

The core driver of the Diphetogo Project is recognising that the cornerstone of the City’s development plan is to ensure improved access to quality and affordable basic services.

The National Development Plan (NDP) serves as a blueprint to enhance the capability of the state and its leaders to

22

CITY OF joburg 2018

solve the country’s complex problems by 2030. The NDP highlights the need to strengthen the ability of local government to fulfil its developmental role, by focusing attention on critical priorities such as spatial planning, infrastructure and basic services.

The City of Johannesburg not only has a massive infrastructure backlog to contend with, but much of the current infrastructure is crumbling, too.

It will continue to allocate resources in strategic areas such as proactive repairs and maintenance, managing technical

losses, and reduction of revenue leakages. New infrastructure will also be extended to those who previously had no access.

Since the new administration took office, the City has seen improved service delivery and has made strides in encouraging its employees to serve with pride. On a weekly basis, Executive Mayor Herman Mashaba celebrates employees who have gone the extra mile and demonstrated outstanding service.

He also chairs the Visible Service Delivery Committee, whose main purpose is to: Address critical service delivery challenges on the ground and take resolutions on critical areas relating to infrastructure gaps and backlogs.

Ensure that infrastructure and service delivery gaps and backlogs are aligned with the budget process.

Ensure overall coordination and alignment of service delivery between departments, entities and regions.

Ensure financial management of opex and capex on service delivery projects.

1 2 3 4

Servic e De l i ve ry

40.69%

During 2018/19, an additional 3 214 households will be upgraded to basic service level, which will result in 40.69% informal settlement coverage city-wide

2 500

Johannesburg Water has achieved the roll-out of water provision in informal settlements that will result in 2 500 households receiving tapped water for the first time

55 000

The City now has 55 000 VIP toilets in informal settlements, and 5 266 chemical toilets being serviced twice per week, on average

The City aims to expand free rudimentary service delivery in informal settlements by rolling out basic water, electricity and sanitation services. Basic services and access to communal standpipes and sanitation in the form of ventilated improved pit (VIP) toilets, waterborne toilets and ablution blocks will be provided. This will ensure that the poor can equally access basic services associated with dignity and health.

In addition, Johannesburg Water intends to empower local communities during the project implementation phase through opportunities for job creation. Johannesburg Water and City Power are working on managing the demand of resources so as to secure the supply of water and electricity, respectively, and are improving existing infrastructure through upgrading, maintenance and renewal/ replacement projects.

In addition to the provision of basic services, other upgrade projects of the City are geared towards creating more sustainable and liveable settlements where resource-deprived areas once were, through encouraging in situ improvements to informal settlements.

Water and sanitation The City is focused on providing improved quality of access to drinkable water and adequate sanitation, with a targeted 10% of expenditure on repairs and maintenance, and a further 40% expenditure on the refurbishment of the City’s water infrastructure by 2021.

The outcomes of improved water and wastewater infrastructure replacement are reduced sewer blockages, improved response times, reduction in sewer spills at wastewater treatment works, reduced losses related to leakages and improved effluent quality.

Through Johannesburg Water, the City commits to improving its reliable water services by having water supply interruptions concluded within 12 hours, sewer blockages cleared within 24 hours of notification, and enhancing service delivery by having metered connections read on a monthly basis.

In effectively ensuring redress and expanding access to reliable, quality bulk services to forgotten communities within the City, the upgrading of basic water services to informal settlements will

be provided and dispersed informal households will continue to receive nominal water services through water tankers. Informal settlements will be provided with sanitation at a nominal service level through chemical toilets and will be upgraded to basic service levels in subsequent years.

Electricity Ageing infrastructure in the electricity supply sector is a critical challenge facing

Service Delivery

245 000

Since the inception of A Re Sebetseng, 11 022 events have taken place across the City, resulting in an incredible 245 000 tonnes of collected waste

the City. In addition to facing an energy provision backlog, City Power needs to provide sustainable, affordable, safe and reliable energy supply, as well as prompt and efficient customer service by reducing outages and minimising voltage dips and harmonics.

The entity plans to ensure the repair of faulty and broken public lights within two days of reporting, restoring substantial power supply within three hours and ensuring the average repair time for logged traffic signals and streetlight failures is within 24 hours and less than six days, respectively. Furthermore, the City continues to clamp down on illegal electrical connections that place further strain on the power supply.

Despite the listed maintenance and supply challenges, the delivery of electricity to informal settlements has progressed very well, with 4 850

19/02

On 19 February, the residents of Slovo Park, for the first time, awoke to the sounds of the City installing electricity and roads in their community

24

CITY OF joburg 2018

new houses electrified and 6 225 ripple relays installed in the past financial year. An additional roll-out of solar water heaters to poor households is targeted, as are alternative energy solutions and partnerships. Johannesburg Water’s hydro-conduit power generation project, Pikitup’s waste-to-energy project, and City Power’s photovoltaic and utility-scale battery storage plants will ensure the provision of electrical services to informal communities without access.

Waste management In ensuring Joburg’s neighbourhoods and communities foster esteemed environmental health and safety standards, Pikitup is responsible for the delivery of waste management services.

The City commits to the collection of general business and wet business waste daily, the collection of domestic waste within seven days, the cleaning of illegal dumping spots within seven days, the delivery of skip bins within 24 hours, and the collection of refuse bags on kerbsides within 12 hours.

The launch of A Re Sebetseng in 2017 was a milestone for the City. “In my travels around the world, the place that impressed me most was Kigali,” says Mashaba. “The streets of Kigali are spotless, and people take such pride in their environment. This is because the entire country of Rwanda comes to a standstill every month to volunteer time on Umuganda Day to make the country cleaner and better. Following their example, we launched A Re Sebetseng in September 2017, which means ‘Let Us Work’ in Sesotho.”

On a monthly basis, people from across Johannesburg have come out and volunteered their time, alongside government, to clean the spaces around

which they live. “Without fail, every month, I have been deeply moved by the spirit of our people. I am also moved by the spirit of corporate Johannesburg, who have joined this campaign, including the likes of The Coca-Cola Company, Anglo Ashanti, Adcock Ingram, Avis Fleet and many, many others. We have partnered with Miss Earth SA, universities, places of worship, ratepayers associations, community organisations and the international community,” he continues.

Roads and transport Johannesburg has experienced an increase in residential suburbs and informal townships, which has given rise to the need for an improved and expanded transportation system and human settlements infrastructure. In this context, the Johannesburg Roads Agency (JRA) has committed itself to upgrading all gravel roads to surfaced roads within formalised townships.

Gravel roads make up 1 168.53 km of the City’s 13 599 km road network. As per the 2017 Roads Condition Study, 72% of gravel roads are in a poor or very poor condition and require reshaping and regravelling. The 2018/19 target for the JRA to upgrade these roads is set at 25 km.

The JRA will further target the maintenance of the City’s bridges by doing detailed inspections of 400 bridges, spending R80 million on the rehabilitation of existing bridges, and beginning or continuing the construction of a number of pedestrian and traffic bridges. All traffic signal downtime issues will be resolved within 24 hours, and R50 million has been allocated toward no-joint recabling at key intersections to reduce the occurrence of traffic signal downtime.

On the public transport front, the City provides safe and reliable public transport through the Rea Vaya BRT system and Metrobus. It is investing in a transformational process at Metrobus to increase efficiencies and capabilities.

The current fleet is being replaced with

Servic e De l i ve ry

50 km

To date, the City has converted over 50 km of gravel roads in informal settlements to tarred roads

‘green’ buses, and a revised Metrobus operational plan is being implemented and integrated with other transport services. Further development and expansion of Rea Vaya is also under way to connect and integrate routes, communities and people.

Infrastructure spending Capital spending on infrastructure will enable the City of Johannesburg to grow the economy and support economic development. Infrastructureimproving capital will unlock the goal of 5% economic growth. The City has developed the process of tracking and monitoring capital spending through the Interim Reporting Information System (IRIS). The IRIS system tracks the progress of projects and capital spending in real time. This is an

advanced system that demonstrates Johannesburg as a smart city.

Without the funds required to drive service delivery improvements, the Diphetogo Project is bound to fail. For this reason, enhanced

70%

With the spatial mismatch between communities and jobs, studies reveal that most South Africans spend up to 70% of their limited household income on food and transport

financial sustainability is central to this outcome. In an effort to attain a sustained, clean administration, as well as responsive governance and improved service delivery, the City has taken a position to achieve credible, reliable financial processes to attain clean audit outcomes. The City, through the Municipal Standard Chart of Accounts, seeks to gain financial control in the planning and execution of daily operations to accelerate service delivery. The desired outcome is to institutionalise clean administration and, consequently, for the City to have full accountability of the funds.

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Growth and De v elopment Str a t e gy

Putting residents first The Johannesburg 2040 Growth and Development Strategy is an aspirational document that defines the type of society the City wants to achieve by 2040.

A

s the City of Johannesburg evolves and the needs of residents change, the 2040 Growth and Development Strategy has become more than just a wish list of hopes and dreams. It has become a fundamental, strategic, decision-making instrument for the City; a long-term thinking model that has been incrementally shaped over time, precisely to ensure that these hopes and dreams are realised.

One of the City’s priorities is to ensure that customers and residents feel acknowledged, through the operationalisation of a refined, shared and comprehensive customer-care charter that puts people first. Customers will see clear evidence of the care the City takes in responding to queries and delivering quality services. They will experience responsiveness and a proactive approach from all who work within the City, regardless of the mechanism or platform through which the City is engaged.

The City adopted five Growth and Development Outcomes in the 2017/18 IDP Review that it aims to achieve by 2040, through four primary drivers: good governance, economic growth, human and social development, and environment and services. These outcomes are: 1. A growing, diverse and competitive economy that creates jobs.

2. An inclusive society, with enhanced quality of life, that provides meaningful redress through pro-poor development.

3. Enhanced, quality services and sustainable environmental practices.

4. Caring, safe and secure communities.

5. An honest, transparent and responsive local government that prides itself on service excellence.

Community satisfaction Through Outcome 4: Caring, safe and secure communities, Johannesburg aims to be an be an inclusive city, offering its residents widened life chances and opportunities. The vision is a caring City – one that is close to its residents and

Graph 1 Household satisfaction levels across Johannesburg

Source: 2017 Household Satisfaction Survey, City of Johannesburg

ensures that community members are heard when engaging with it. Residents feel safe when they trust a government that is responsive to their concerns and works on innovative interventions, which ensures every aspect of their community’s welfare. Safety means living in environments where crime is not the norm, where spaces are clean and enhance the health of those who live in them. Support from the City will enable people to make independent decisions and take care of themselves and their households.

The 2018/19 IDP Review was also guided by the results of the 2017 Household Satisfaction Survey, referred to as the Customer Satisfaction Survey.

Since its inception in 2005, the City of Johannesburg Household Satisfaction Survey offers critical business intelligence. This has been crucial for the new City administration to timeously and objectively judge its set vision, priorities and service performance standards aimed at building trust and effecting changes desired by the people of Johannesburg. Overall, the analysis emerging from the 2017 Household Satisfaction Survey displays early signs of some optimism among households regarding the new administration. The survey was undertaken by Unisa’s Bureau of Market Research in 2017.

Graph 1 shows that the levels of household satisfaction regarding the overall City service performance dropped from 2005 to 2007. Thereafter, satisfaction improved up to 2009, but gradually dropped ever since.

Satisfaction levels reached an all-time low in 2015. However, household satisfaction increased up to 61 index points in 2017.

CITY OF joburg 2018

29

Yo u t h & S M MEs

Advancing human capital During his 2018 State of the City Address on 2 May, Executive Mayor Herman Mashaba said that South Africa has failed to train young people and provide them with critical skills, and that the City of Johannesburg must work to progressively cut red tape that prevents the expansion of businesses and consequent job growth.

T

he City of Johannesburg continues to fight unemployment, which is one of the major problems facing South Africa as a whole.

Unemployment is currently at 32.3% and youth unemployment is estimated to be approximately 40%, according to Stats SA. The strategy to promote economic development is built on five targets, with training and job opportunities for the youth, SMME growth and development, and integrating the informal sector all featuring. In achieving this imperative, the City will play its part in countering the growth of joblessness, through the creation of an enabling environment that supports job creation. In addition, the City will ensure optimally managed job opportunities within its own institutional framework, aware of the additional long-term spin-off prospects of these opportunities into the wider city environment.

Executive Mayor Herman Mashaba officially launched the first of its 14 planned Opportunity Centres (OPCs) at 88 Marshall Street

Economic activity The City’s economic activity is fairly diverse and characterised by a strong services sector, in particular finance, business services, and the trade and logistics sector. The dominance of these sectors in Johannesburg’s economy arises from the central location of the City in South Africa’s geography, among other factors.

While the location of the City has many advantages for the tertiary sectors (finance and trade), the primary and secondary sectors (agriculture, mining, manufacturing) have diminished in importance in the City’s economy.

Thus, there is a need to optimally leverage the City’s economic strengths and competitive advantages by focusing on improving the ease of doing business in the City, exploiting opportunities for prospective investments, and enhancing support to SMMEs and new businesses.

The strategy to promote economic development is built on five targets: retaining and consolidating existing viable businesses and centres of excellence; attracting new businesses and investment, including those in the manufacturing sector; supporting the development and growth of SMMEs; achieving better spatial

distribution of economic activity and job opportunities in the city; and delivering greater inclusiveness in the economy, particularly for previously disadvantaged citizens and the youth.

Furthermore, one of the proposed focus areas of the Economic Growth Strategy is inculcating an entrepreneurial city by fostering a culture of entrepreneurship through City support for SMMEs, as well as reforming the City’s approach to the informal sector. The Smart City Strategy also makes provision for SMMEs through its economic development pillar, which aims to stimulate the digital economy for SMMEs, entrepreneurs, start-ups and job seekers, through public portals – expanding access to services and convenience.

Another plus is the fact that the City aims for timely and responsive performance in its commitment to pay service providers within 30 days, provided that all supporting documentation is in place. This is particularly important to SMMEs that may not have the financial resources to carry delayed payments.

Out with the old “We have thrown out the previous SMME

Youth & S MMEs hubs, which were disastrous. They provided little value, services were outsourced, and nobody seemed concerned that businesses did not grow and employ more people.

They were used as a box-ticking exercise,” explains Mashaba.“With this, we [the City] have launched the new Opportunity Centres, opening the first in Marshal Street in the inner city. These centres will focus on a basket of services that will achieve the real empowerment of small businesses.”

The initiative has been supported by SARS, CIPC, SAICA, SEDA, the Innovation Hub and a number of private sector partners – offering a full suite of services to incubate small businesses and access funding. Since the launch of the first Opportunity Centre, the City has been overwhelmed by offers of support from major private sector companies to take this initiative to new heights.

The new Opportunity Centres will house the City’s soon-to-be-launched Work Seekers’ Database, which will replace Jozi@Work, and do away with middlemen determining access to these opportunities. The database will serve as a resource where qualifying persons can register to benefit from temporary work opportunities in the City on a fair and rotational basis. The City will begin registering thousands of work seekers on this database, who, for the first time, will receive opportunities previously reserved for the connected few.

Arising from this database will be the start of a massive artisan training programme. South Africa is experiencing an ageing generation of bricklayers, electricians and plumbers. Shortly, in Johannesburg, 300 youth will begin artisan training provided by the City. This is the

To this effect, the start of a much bigger The City is comitted to advancing City provides project that will see human capital through artisan training and also promoting quality educational and thousands of youth early childhood education developmental trained, gaining the programmes requisite certification through its City library facilities. This and experience in partnership with the includes e-classroom services, online private sector. By so doing, the City ensures training courses and free Wi-Fi access. that youth have access to opportunities The operating hours of the City’s libraries that allow them not only to access the have also been extended. This was done job market, but to meaningfully advance to provide students with a favourable through it, too. environment in which to study and to give Knowledge sharing working residents extra time to visit these In an effort to further integrate society facilities. Similarly, youth development and promote the ideal of taking projects present programmes such as life ownership of development, the City will skills and vocational training to young further advance human capital through, people to enable them to access economic for example, the provision of skills opportunities – thereby attempting to steer development, training and leadership them away from a life of unemployment, programmes, cooperation with academic drug abuse and/or crime. institutions, and the development of The City is also encouraging the opportunity centres and artisan training, establishment of micro-enterprises as mentioned. Although it is not a that support and run early childhood competency of local government, the City development centres so as to better enable supports the production of knowledge, access to affordable childcare and promote access to knowledge and education for quality education at an early stage in all residents. residents’ lives.

The City provides educational and developmental programmes through its library facilities CITY OF joburg 2018

33

Vision Kopano Ya Basebetsi Ba Afrika – meaning – United Workers, “together” …

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Mission Based on experience, consistent working methods and teamwork, we are committed to provide quality and value to our customers and the community. Our aim is to contribute to improving living conditions and essential infrastructure for previously disadvantaged people thereby creating a safe environment for all.

History Kopano Ya Basebetsi Ba Afrika cc is an electrical construction company which was formed in 1994. We have been mostly involved in the implementation of electrical reticulation systems in particular specializing for the past twelve years with the installation and commissioning of Protective Structures Enclosures.

In 2013 Kopano expanded its operations and opened their manufacturing division with a licence agreement on the Protective Structures patent.

Kopano Ya Basebetsi Ba Afrika now has developed into a strong, selfsustaining, experienced manufacturing and installation company.

Social development We believe that our organization has a social responsibility to the communities in our major projects, too leave a footprint (however small) to benefit the community, children and/or the old aged.

Safeguarding the community

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Our locking mechanism can be supplied with motor, solenoid or risi lock. All electronic locking systems are equipped with GPRS technology for communication from all enclosures to the control centre Opening of the enclosure with: key tags or cell phone opening or risi lock

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H ou si n g

A pla

h l l a c o t ce

e om

The great urban challenge in South Africa is improving the lives of those living in informal dwellings and closing the gap between rich and poor. If Johannesburg is to become an inclusionary city, it needs to make space for the urban poor majority through various planning initiatives.

T

he primary concern of the City’s Spatial Development Framework (SDF) 2040 is the urban inequality that exists in Johannesburg. Although Johannesburg enjoys higher average incomes than other parts of the country, it ranks as one of the most unequal cities in the world.

Studying the distribution of household incomes in Johannesburg shows the importance of not only considering the median income, but also the proportion of people in lower income brackets than the median. Research done through the National Income Dynamics Study shows that 50% of households in the city earn less than R3 543 a month (city-wide median), 40% less than R2 487, 33% less than R2 224 a month, and 25% less than R1 751 a month (all in 2011 prices).

In looking at housing delivery, it is important to consider the housing backlog and the distribution of household income in Johannesburg.

Affordable housing should be provided proportionally to this income distribution

36

CITY OF joburg 2018

and not for the mean or median income.

Providing housing for low-income households that is well located regarding public transport, services and jobs, is imperative.“Our people want a City that builds housing opportunities to address the painful legacy of dispossession of land and title in our country,” says Executive Mayor Herman Mashaba.

“We must diversify existing townships, to include more jobs opportunities and amenities. And, we must direct the provision of new housing to areas closer to jobs, schooling and public transit hubs.”

Informal settlements Approximately 1.26 million (78.5%) of all households in the city live in formal dwellings. While the population is growing, there is an existing housing backlog in the City: those who are informally housed in often inadequate living conditions, and those who don’t have access to adequate affordable housing. Informal dwellings include

20%

The City, through its Departments of Development Planning and Housing, is set to introduce an inclusionary housing policy, with the draft currently out for public comment. The draft policy proposes that every new development of 10 or more dwelling units must include 20% inclusionary housing

informal settlements, informal backyard dwellings, and formal buildings that are informally occupied. While these areas are sometimes well located, they are often poorly serviced (if at all), living conditions are often inadequate, and they can pose risks to their inhabitants – from fire to flooding, illness and crime.

Spatial inequality remains a defining characteristic of the settlement pattern of Johannesburg. The location and concentration of jobs does not match that of where people live. This job-housing mismatch significantly contributes to inequality in the City, as

Ho us i ng

many residents’ access to economic opportunities is stifled by costly and distant commuting.

Housing backlog The housing backlog is a major concern for the City. The formal dwelling backlog is currently at 21.5%. To add to this, not only has the number of households living informally increased, but the backlog as a proportion of total household dwelling units has been growing at a rate of about 1.81% annually. Improving housing provision is a central driver in the City’s plan to deliver basic services, as people residing in formal dwellings generally have better access to water, electricity and waste removal.

Supply constraints, together with the rising cost of land, are making the delivery of subsidised housing much more expensive than the actual subsidy that is available in terms of national policy. As a result, the City is being called on to top up the subsidy amount to be able to afford delivery on well-located land and to a standard that is acceptable.

Another challenge faced by the City is the limited availability of low-cost housing.

As Johannesburg continues to attract migrants, with an estimated 25% from outside Gauteng and 10% from outside South Africa, the housing backlog is conservatively estimated at 300 000 units, with an average delivery of only 3 500 housing units per year. This shortage has, in part, led to the development of over 180 informal settlements, which further complicates the City’s infrastructural challenge.

Moving forward Coupled with unequal development of the past, the result is that the residents of informal settlements do not enjoy the same service standards received by affluent communities. It is also important to bear in mind that chronically poor households often cannot pay for basic services. Against this background, the

City has developed a number of initiatives to address these issues.

In 2018/19, the City is placing significant focus on bringing real change to residents, improving the quality of infrastructure through increased repairs and maintenance of basic infrastructure; provision of housing through the Department of Housing and the Johannesburg Social Housing Company; and investing in improving the circumstances in informal settlements through all City entities as part of its new Human and Social Development Strategy.

The Diphetogo Project – the City’s overarching framework to deliver transformational change – places an increased emphasis on addressing the housing backlog. There will be a major focus on housing and infrastructure development primarily in marginalised areas, as well as the provision of low-cost housing in the inner city through the Inner City Revitalisation Programme.

In order to effectively address homelessness and landlessness, and to ensure liveable communities and shelter for all, the City is working to ensure: • increasing the delivery of housing • speeding up title deed assignment • revisiting and updating the allocation of the housing policy • addressing the issue of problem buildings and finding solutions to incorporate these buildings and their residents into the housing plan of the City • upgrading informal settlements and establishing a level of service when it comes to the development and upgrading of these settlements • partnering with the private sector to develop low-cost rental stock • working on social housing projects.

“Our residents must see more being done in the housing space than has ever been done before. We have to invest in

152 000

Joburg’s housing list stands at 152 000 people, with a need for 300 000 City-produced housing opportunities

CITY OF joburg 2018

37

H ou si n g all housing typologies to address the historical legacy of our painful past, and provide the dignity that comes with ownership and title,” Mashaba continues.

“Our approach is to reverse this backlog, and not just make small incremental inroads into it. We must diversify housing beyond the RDP tradition and look to site and service – formalising informal settlements with services and unlocking the potential the inner city holds for massive low-cost housing.”

Inner-city development A focused inner-city housing programme is critical to move Johannesburg’s inner city on to a sustainable development trajectory. The Inner City Housing Implementation Plan proposes to increase the availability of a range of housing typologies, with a focus on affordable housing. This plan proposes strategies that can be applied to extend the reach of commercial landlords and social housing institutions; deliver and operate municipalowned rental housing and shelters; and incentivise and fund innovative landlords and facility managers to

500

The inner city’s 500 derelict buildings have the potential to provide quality low-cost housing opportunities for the many people who form the ‘missing middle’ of Joburg’s housing market. In late 2017, the City began the process of releasing derelict City-owned buildings for the purpose of developing quality low-cost housing for residents

deliver and operate housing and shelter options in the inner city.

The housing strategy for the inner city focuses on the following key areas: • Providing critical need accommodation: This comprises implementing a programme to develop a specified, limited supply of basic, city-controlled and -financed accommodation to meet Constitutional Court obligations and to unblock the Special Programme for Relocation of Evictees bottlenecks in accommodation provision, which is inhibiting the removal and redevelopment of inner-city buildings.

• Growth of subsidised rental stock delivery: This comprises delivering a

pipeline of subsidised social rental housing in the inner city through accredited social housing institutions (SHIs). These SHIs should target types of stock and households that are not already being provided for by the private sector.

•P rivate sector delivery enhancement: This comprises enhancing the existing delivery of affordable, reasonablequality rental stock by the private sector.

•P rovision of emergency services to critical buildings: If building conditions are deemed to pose a severe health and safety threat, then emergency action needs to be taken to secure conditions of health and safety.

•D ealing with targeted high-risk buildings: This comprises implementing a multifaceted approach within the City to identify, target and upgrade high-risk buildings that pose health and safety threats.

• Ownership facilitation: This comprises stabilising and reversing a decline in owner-occupied houses and buildings in the inner city, with a specific focus on improving the functioning of targeted failed sectional title buildings.

www.mamphele.co.za

Strategic Planning Procedural and Statutory Town Planning Land Reform and Settlement Upgrading Project Management and Facilitation Research Projects Land Audits Occupational Health & Safety Fibre Optic Infrastructure

+27 (0)12 460 6678/8548

+27 (0)12 460 4861

mdp1@mamphele.co.za

Sp atial De velopment Framework 2 0 4 0

Joburg Making smart choices - an African context

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he improvement of Johannesburg’s capacity to absorb population growth in an inclusive way is one of the City’s key challenges. As the City of Johannesburg moved through its democratic transformation, its role in a broader African context grew.

A recent report, entitled Cities of Opportunity, undertook an analysis of 30 cities at the heart of the world’s economy and culture, showing that Johannesburg is indeed a top-ranking city to live and do business in, from cost and ease perspectives. Factors such as liveability, connectivity and innovation were also taken in to account. Although mature cities such as London, New York and Singapore perform best, Johannesburg sits ahead of several emerging market cities, such as Istanbul, São Paulo, Rio de Janeiro, Mumbai, Jakarta and Nairobi.

Johannesburg is a major economy in the global south, and the top performer in Africa. However, this status may soon change. The economy of Lagos, Nigeria, with an annual GDP of R400 billion, is growing faster than Johannesburg’s (R510 billion) and may soon take top spot on the continent. This falls in the

Cities do not exist in isolation to their surroundings.

They form part of local, regional and international networks – connected through economic systems, social ties, shared environmental concerns, and the movement of goods, people and services. Gauteng is the highest provincial contributor of GDP, at 34% of the national total, with the highest per capita income. context of a number of other African urban centres that are also growing in regional and international prominence.

2.48 billion The African population, according to the UN’s World Population Prospectus 2015, is growing at a faster rate than any other in the world, and is projected to grow as high as 2.48 billion by 2050, and 4.39 billion by 2100, with much of this population growth happening in cities

Trade and investments While urban economies do compete with one another, the growth in African urban economies should be seen as an opportunity that Johannesburg, and indeed other cities in South Africa, can connect to for mutual benefit. This benefit is already being seen for Johannesburg and Gauteng in terms of large Johannesburgbased businesses working in Africa, but also in terms of smaller-scale trade.

A recent study by the Gauteng City Region Observatory interviewed some 1 200 cross-border informal sector traders who travel to Gauteng to buy goods to sell in their home country.

Most of these traders travel to Gauteng at least once a month, and spend on average R11 679 on goods per trip, CITY OF joburg 2018

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Top 100 Johannesburg is host to two-thirds of all South Africa’s corporate headquarters and 60% of the top 100 companies

as well as money on transport and accommodation. Collectively, the group of traders interviewed spends over R160 million a year in Gauteng. This represents the economic significance of the City and its region, not only in international financial terms, but in more localised and less formal markets too. The role of the informal economy must be acknowledged and defined.

A sustained Johannesburg economic transition creating jobs for all population strata will hinge on achieving two

important features highlighted in the UN Habitat The State of African Cities 2014 report.

First, Johannesburg’s economic development must become more self-driven by further exploration of existing and new technologies for raising domestic productivity and income generation. Johannesburg must rapidly improve its social services, especially in its lower-income areas, to create better working and living conditions, as well as new economic opportunities for its

Figure 1 Spatial pattern of growth in Johannesburg from 1950 to 2012

young people, who will carry forward the current economic momentum.

Second, trade and investment flows between Johannesburg, Africa and the world will need to be further expanded.

These strategic relationships must rise above mere natural resource extraction.

Investments in road, rail and energy networks will be crucial in: boosting Johannesburg’s urban economy; unlocking areas for investment in agroindustrial and manufacturing enterprises; facilitating flows of people, commodities and services; and assuring food, water and energy security for development.

Securing Johannesburg’s future as a leading African city economy will require responsiveness to a changing economic environment through sound economic strategies and good coordination between planning, economic and infrastructural development. The key focus areas for Johannesburg, as set out in the City’s economic strategy, will be: improving the spatial efficiency and competitiveness of the City; better exploitation of agglomeration potential in both new and existing industries; and better positioning the City’s businesses in global value chains.

Economic hub

Source: City of Johannesburg Corporate Geo-Informatics

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Gauteng is the economic hub of the mining, manufacturing, tertiary and quaternary sectors of South Africa.

While the City of Johannesburg is South Africa’s most economically developed

Sp atial De velopment Framework 2 0 4 0

R160 million The amount spent by a group of informal traders in Gauteng over a one-year period

metro, the role that the Gauteng City Region plays in Johannesburg’s economy, and vice versa, cannot be emphasised enough.

Agglomeration economies function across scales, from groupings of a few people and firms to groupings of large cities and metros. This provides potential for municipalities to be both drivers and beneficiaries of economic growth in the region that would be mutually beneficial to society, the private sector and different government authorities across spheres and political boundaries.

While Gauteng is the smallest province by land mass in South Africa, it has the highest population, making it the most densely populated. Gauteng is home to

23.9% of the nation’s population, or over 12.9 million people. Although it is the most densely populated province, only 17% of Gauteng’s area is considered urbanised.

Thus, while the population density of the entire province is low in international urban terms (672 people/km2) the density of built-up areas is significantly higher, at around 4 724 people/km2.

The inner-city and Sandton nodes and their immediate regions constitute 50% of Johannesburg’s economic output, but only house 23% of the City’s population.

In contrast, the south-western regions of the City – stretching from Soweto to Orange Farm – only contribute to 13% of Johannesburg’s economy, but house 41% of the population. The southern parts of

the City have consistently reported the highest percentage of people living in poverty, while most of the south-western regions’ sectoral growth dynamics remain weak when compared to other regions.

Gauteng displays a wide range of social and economic opportunities that the province seeks to realise through an economic strategy of radical transformation, modernisation and reindustrialisation, to create decent work, economic inclusion and equity. Based on this, and with the implementation of sustainable development principles, the region has the potential to develop as one of the world’s significant emerging conurbations, with Johannesburg at its centre.

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www.andaconsulting.co.za | +27 (0)41 5822365

Project Management Programme Monitoring & Evaluation Research & Surveys Strategic Planning Policy & Development Strategies Development Fund Sourcing Skills Training and Development Social Organisation: Participation Outreach Campaigns

Dr Jacques Grobbelaar, CEO, SMSA

Inspired to excel management, security, health and safety.

• Event planning: security and disaster management, local authority collaboration, transport and parking, technical and event management, emergency and police services.

SMSA is dedicated to stimulating enterprise opportunities for the local community and prides itself on a proven track record of integrity, trust, innovation, collaboration and superior service delivery. SMSA strives to be the leader in the industry and continuously provide world-class services, professionalism and experiences at its venues. This, of course, requires astute business management skills and experienced leadership, which

Stadium Management SA strives to be the industry leader, continuously provide world-class services, professionalism and experiences at its venues, and make a positive impact in its surrounding communities.

S

tadium Management SA (SMSA) is South Africa’s leading stadium management group. It operates solely in the City of Johannesburg and manages four flagship stadiums, namely the FNB Stadium, Orlando Stadium, Dobsonville Stadium and Rand Stadium. While these venues are indeed government-owned, they are privately and independently administered by SMSA on a full financial risk basis, yet SMSA receives no management fees, subsidies or grants.

This means that SMSA independently funds the commercial business of these multipurpose, adaptable venues to ensure that they are and remain capable of hosting world-class events across the sports and

entertainment industries, as well as conferences and political rallies.

Management of these multimillion-rand venues entails the provision of services in various industries, including: • Finance and commerce: sponsorship, advertising, retail, stakeholder return and investment, commercial rights management, home teams.

• Operations and facilities management: support services, catering, hospitality, maintenance, pitch management, cleaning, waste

ICU Ambulance for all events SMSA has entered into a partnership with Event Medical Consultants (EMC), to produce one of the first ICU ambulances in South Africa.

The 2018 Mercedes-Benz 515 CDI, with its long wheel base and high roof, is ideal for medics to provide advanced life support and emergency care. It is equipped with the following: • ICU capabilities with full monitoring • 12-lead ECG, NiBP, SpO2 and capnography systems • Ventilator • Syringe drivers and infusion pumps • Air conditioning throughout • Refrigerator • Running water • Complete privacy This ambulance is suitable to have onsite for any event that you may have at your venue, as it has all the medical equipment you need to ensure that your patrons are safe for the duration of your event.

P rofile |

Stadium Management South Africa

The SMSA stadiums • F NB Stadium – Situated off Nasrec Road on the outskirts of Soweto was refurbished at a cost of R3.8 billion. The 89 000 capacity stadium hosted the opening ceremony, opening match, four firstround matches, one secondround match, one quarter final and the final of the 2010 FIFA World Cup. • Orlando Stadium – Demolished and rebuilt from scratch, the new Orlando Stadium – in Orlando East, Soweto – was one of the training venues for the 2010 FIFA World Cup and also hosted the inaugural FIFA World Kick-Off Concert. The stadium has a capacity of 37 000 seats.

are embodied by the man at the top, CEO Dr Jacques Grobbelaar.

Invaluable experience Dr Grobbelaar’s career in the events industry began over 22 years ago, with him heading up event master planning for clients hosting major events at stadiums such as Ellis Park, Johannesburg Stadium, Soccer City (now FNB Stadium) and Kings Park.

Before joining SMSA, he was heavily involved in the delivery of more than 380 major events, including the Rolling Stones tour in 1992, the Rugby World Cup in 1995 and the African Cup of Nations in 1996. And since joining SMSA, Dr Grobbelaar has delivered another 500 large events attended by 7 million spectators.

During the period leading up to the 2010 FIFA World Cup, he consulted as a subject specialist on the Arup Major Projects consultancy team for the Polokwane Municipality’s 2010 FIFA World Cup Master Plan and the local Peter Mokaba Stadium.

Dr Grobbelaar also oversaw the contractual delivery as Stadium Authority on behalf of the City of Johannesburg at SMSA’s Soccer City Stadium, Orlando Stadium, Rand Stadium and Dobsonville Stadium, both during the construction and preWorld Cup periods.

During the 2010 FIFA World Cup, he consulted to FIFA’s constituent bodies, service providers, and the local organising committee to ensure compliance across the stadiums.

FNB Stadium

Recognised excellence In a nod to the exceptional work done under Dr Grobbelaar’s management, SMSA won the award for Event of the Year at 2011’s TheStadiumBusiness Awards – the premier global awards ceremony recognising leadership, innovation and achievement in the operation and management of sports facilities. Dr Grobbelaar himself was shortlisted in 2013 as a finalist in TheStadiumBusiness Awards in the Executive of the Year category.

SMSA has received over 27 awards locally and internationally. Recent highlights include the 2017 International Arch of Europe Award, the 2017 Europe Business Assembly Enterprise of the Year Award, and the 2017 Europe Business Assembly Europe Trading License Award.

SMSA Trust One of Dr Grobbelaar’s greatest passions is giving back. Through this, the SMSA Trust was born.

The Trust started operating in 2010 between SMSA and the City of Johannesburg, with a focus on socio-economic development, skills development and enterprise development.

The SMSA Trust receives its funds from SMSA by way of a 10% distribution of annual net profit after tax – for the benefit of community development, and skills transfer and development programmes – as well as a 5% distribution of annual net profit after tax for the SMSA Employee Shareholder Trust.

The Trust is committed to assisting with approved projects, in consultation with our principals on local government level, that address some of the social issues affecting communities surrounding SMSA’s stadiums and it

continues to assist in developing these communities through educational and skills development programmes.

With sport being one of the few universal languages, the SMSA Trust uses the mass appeal of football and reputable brands in its joint in-house and outreach programmes, which aim to address the following aspects: • development of football and sport coaching • development of health • life and skills learning • social inclusion • crime, drugs and prejudice awareness programmes • sustainable community projects • precinct community projects.

SMSA has also realised the need for a regulatory body to ensure the compliance aspects of events are adhered to, which has resulted in the establishment of the International Sporting, Event and Entertainment Association – INSEA™.

This registered non-profit organisation was founded in November 2017 and is geared towards assisting members with event accreditation, compliance, observation and post-event reporting.

www.stadiummanagement.co.za

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Sp at i a l De v el o pmen t F r a mework 2040

Embracing

a well-designed Spatial inequality remains a defining characteristic of the settlement pattern of Johannesburg. Some of the highest densities of housing – the townships inherited from apartheid spatial policies – are also some of the most deprived areas in the City and located far from areas of economic opportunity.

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ost-apartheid housing delivery has arguably exacerbated apartheid spatial development patterns, by building housing in areas far from economic activity, with the availability of land being the primary logic behind their location. The private sector, through car-oriented developments, has further aggravated spatial segregation.

Continuing to meet development demand in this manner not only exacerbates existing socio-economic disparities and spatial inequality, but also places significant pressure on the natural environment and reduces the efficiency while increasing the cost of infrastructure provision – both to build and maintain over the long term.

The Spatial Development Framework (SDF) thus seeks to address five major issues in Johannesburg’s spatial and social landscape: 1. Increasing pressure on the natural environment and green infrastructure.

2. Urban sprawl and fragmentation.

3. Spatial inequalities and the jobhousing mismatch.

4. Exclusion and disconnection emanating from: - high-potential underused areas (the mining belt and Modderfontein area) - securitisation and gated developments, and disconnected

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street networks (high cul-de-sac ratios and low intersection densities).

5. Inefficient residential densities and land-use diversity.

Spatial policy The SDF 2040 for Johannesburg is a city-wide spatial policy document that identifies the main challenges and opportunities in the City, sets a spatial vision for the future city, and outlines a set of strategies to achieve that vision.

Along with providing a spatial vision, the SDF defines the strategic spatial areas to be used in the City’s capital investment prioritisation model – the Johannesburg Strategic Infrastructure Platform. This will ensure that infrastructure investment is directed to areas with the highest potential to positively impact on the development trajectory of the City, as defined in the SDF. “Johannesburg, like many cities across the world, believes that the private sector has a role to play in the provision of affordable housing. This role stems from the huge value that municipalities provide to developers in terms of land-use rights and bulk infrastructure. Some of this value must be returned to the residents of the City.

One way of addressing this crisis is to rid ourselves of the mistaken belief that there is no good business to be done in the affordable or low-cost rental housing market. The luxury property

city

markets, although hugely rewarding, cannot solve the problem that faces us in Johannesburg. This is especially evident when one considers that, in our City, 50% of households earn less than R3 500 a month,” says Executive Mayor Herman Mashaba.

The core objective of the SDF 2040 is to create a spatially just, world-class African city. The SDF 2040 is premised on spatial transformation, defined through the principles of equity, justice, resilience, sustainability and urban efficiency, which it seeks to translate into a development policy. It is not a static master plan, but rather a dynamic model of strategic planning that will be cyclically reviewed, adjusting its focus and direction based on city transformation that takes place on the ground.

A compact polycentric city The spatial transformation vision of the SDF 2040 seeks to create a spatially just city based on a compact polycentric growth model. The model is based on an exercise testing three development scenarios, each hypothesising the growth of Johannesburg from 4.3 million to 7 million people by 2040.

The first model tested describes a sprawled scenario with dispersed growth. The second describes a ‘linear development’ scenario where future development occurs along an expansive public transport network

Sp atial De velopment Framework 2 0 4 0 Figure 1 Johannesburg’s spatial framework

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Sp at i a l De v el o pmen t F r a mework 2040 Figure 2 Spatial economic distribution

Note: Blue = economic contribution; orange = population

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Spatial De velopment Framework 2 0 4 0

70% With the spatial mismatch between communities and jobs, studies reveal that most South Africans spend up to 70% of their limited household income on food and transport, not to mention the time lost, which people could have put to better use at work, leisure or with their families (corridor development) linking peripheral, marginalised areas of the city to the inner city, through vast transit-oriented development (TOD) corridors. The third scenario is a compact polycentric model, which concentrates growth in a compact urban core, around transformation areas and key urban and TOD nodes.

The compact polycentric city model performed significantly better than the other two in terms of economic, environmental and social indicators.

The benefits The future polycentric Johannesburg will bring jobs to residential areas and housing opportunities to job centres rather than merely transporting people between the two. It will create complete nodes where people can live, work and play that are efficiently connected by public transport.

To facilitate the spatial transformation needed in the City, the SDF 2040 endorses the following intertwined concepts of the new image of Johannesburg: •C ompact city – combining density, diversity, proximity and accessibility; reducing distances, travel times and costs; bringing jobs and social amenities to single-use, marginalised residential areas; reducing energy consumption and infrastructure costs.

• I nclusive city – ensuring balanced service provision (hard and soft) and opportunities for all by diversifying land uses, promoting social mixing

and bridging social, spatial and economic barriers.

•C onnected city – enhancing public transit and ICT infrastructure at provincial and urban scales to reconnect the city, starting from TOD corridors to street- and neighbourhood-level connectivity.

•R esilient city – building a metropolitan open-space system as a protection buffer, preserving valuable green infrastructure and areas of high agricultural potential, promoting sustainable energy use, reinforcing the urban development boundary and protecting biodiversity resources.

•G enerative city – focusing investment in transformation areas and nodes towards achieving positive social, economic and environmental returns on investment; spurring economic growth and job creation; and enhancing public space and promoting sustainability (social, environmental and economic).

The SDF 2040 sets the guiding vision and then builds a concrete strategy for its realisation. One of the implementation steps is defining key elements of the spatial framework (Figure 1) and strategies for each. The strategies being discussed are: 1. A n integrated natural structure – the natural environment is an essential element in the structuring of the future city.

2. Transformation zone – includes areas where investment is prioritised for future urban intensification and growth.

3. Spatial economy – the previous SDF defined a number of metropolitan, regional, district and neighbourhood nodes as catalytic areas for growth in the City. Nodes should develop into compact, walkable, liveable, mixed-use and mixed-income areas. Industrial nodes will be a focus of future job creation, as well as diversification.

4. Consolidation zone – this area is viewed as a focus of urban consolidation, infrastructure maintenance, controlled growth, urban management, addressing backlogs, and structural positioning for medium- to longer-term growth.

5. Reinforcing the urban development boundary and defining development zones – limiting new development beyond it and protecting the natural environment.

6. City-wide spatial policy regulations – the application of policy and legal guidelines, requirements and mechanisms to direct development towards achieving its overall goals and outcomes.

7. Measuring urban performance – the implementation of the SDF strategies and vision will be assessed using indicators, such as land-use mix and population, on spatial development.

8. Capital investment focus – this investment guides growth directions for future development. Through guiding public investment in bulk infrastructure and services, the SDF will, in turn, guide private investment and development in the City.

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Johannesburg Development Agency

Resilient urban development The Johannesburg Development Agency (JDA) is the wholly owned, area-based development agency of the City of Johannesburg. It places an emphasis on the development of resilient, sustainable and liveable urban areas in identified transit nodes and corridors.

T

his means that, as an areabased development agency, we are more than just a project management agency or an economic development agency.

Every area-based development undertaken by the JDA is supported by development facilitation functions in the pre- and post-development phases to enhance the value added by the capital works interventions and improve the longer-term sustainability of the capital investment. We place much emphasis on precinct-based development, working

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with stakeholders to enhance areas and address local challenges and needs in a sustainable way through our capital investments.

Partnering for progress At the JDA, we believe the co-production of solutions in partnership with local communities and stakeholders allows for our development programmes to meet and mitigate local needs. This is an essential component of development interventions in cities. By doing this, we ensure that a more responsible

and effective approach is to work with local stakeholders to produce solutions, drawing on their knowledge of the development context. This can cultivate a much more sustainable sense of ownership, civic pride and citizenship.

The JDA has implemented over 600 projects across all administrative regions of the City in its 17 years of operation.

The total capex allocation increased to just over R5 billion over the last five years of operations.

Our capital investment programmes are detailed on the next page.

JDA capital investment programmes Inner City Transformation Programme Guided by the Mayoral Priority on the Inner City and the Inner City Roadmap, the JDA will focus on strengthening the position of the inner city as a critical business and residential node and the primary gateway to transit networks for the City, financial services networks for the City region, and cross-border trade networks for the African continent. The JDA will continue to implement a phased plan to strengthen inner-city precincts, address movement challenges, and improve the quality of the built environment across the inner city.

The activities include managing the development of the Johannesburg inner city through capital investment in selected precincts, by overseeing integrated investments by other departments and entities, and by facilitating partnership initiatives.

Economic Empowerment Programme A cluster of the JDA’s Economic Development Programme aims to: (i) Develop skills and capacity within the construction industry in Johannesburg; (ii) Optimise the JDA’s contribution to inclusive economic growth and empowerment, and the transformation of the construction industry; and (iii) Establish a monitoring and reporting system to measure the impact of the JDA’s managing contractor development programme.

Greater Alex and Alexandra Renewal Programme (ARP) The ARP has been established to coordinate intergovernmental activities to develop Alexandra, managing the development of Alexandra through capital investments, overseeing integrated investments by other departments and entities, and facilitating community-based initiatives and local economic development strategies.Most of the work involves human settlements development projects, such as hostel upgrading, housing development and the construction of community facilities.

Public Infrastructure Delivery Programme

This work includes overseeing capital investments by other departments and entities, and facilitating partnership initiatives. This programme includes the continued roll-out of the Rea Vaya BRT infrastructure and service.

Strategic Economic Node Programme The objective is to develop nodes that are compact, walkable, liveable, mixeduse and mixed-income areas and centres around which to density. They should be areas where people can live, work and play and have convenient access to public transit.

Guided by the City’s policy on categorising the current city nodes with prospects for growth, the work of the programme is to promote densification, diversification and development in these nodes. The main categories of nodes are: mixed-use/ key urban nodes (under various categories), industrial nodes, transit-oriented development nodes, and neighbourhood nodes.

No 3 Helen Joseph Street The Bus Factory Newtown Johannesburg, 2000

PO Box 61877 Marshalltown 2107

Tel +27(0) 11 688 7851 (O) Fax +27(0) 11 688 7899/63 Email: info@jda.org.za

www.jda.org.za www.joburg.org.za

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T ra n sp o r t No d es

Fostering growth through connectivity

Healthy communities are fostered by a connected city, where streets and public spaces are interlinked and provide a continuum for economic and social activities to flourish.

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egionally, Johannesburg is the centre of the Gauteng province, which is home to 12 million inhabitants – 25% of the South African population.

Connectivity with the other countries, provinces, municipalities, towns and cities will foster economic development through the specialisation of activities and economies of agglomeration. A transboundary vision of regional linkages is vital to introducing sustainable economic growth in Johannesburg and developing new linkages with global markets and emerging world economic powers.

At a city level, connectivity is closely related to mobility and the permeability of an area. At a neighbourhood level, connectivity is linked to the public realm (including street) design, walkability, ground-floor and street-facing activities and a network of public spaces.

Specifically, street connectivity refers to the density of connections and nodes in a street network, and the directness of the links between places, correlating positively with increased efficiency and multimodality of flows, and access to jobs and services. As connectivity increases, travel distances and congestion

decrease and route options and travel modes increase – allowing more direct travel between destinations, creating a more efficient system that is less prone to failure. Connected street networks are internally and externally well connected. Fine-grain grids represent highly connected street networks, while disconnected layouts are represented by larger scales, gated enclaves and cul-de-sac and loop-intensive layouts. These lowconnectivity layouts are not supported as development options within the Spatial Development Framework.

Home-work distances Residential and job density analyses carried out within the transit-oriented development (TOD) corridors provided valuable insights when compared to international benchmarks and best practices. In London, New York and

Transport N ode s Copenhagen, one quarter of people live less than 500 m from public transit and half live within 1 km. In the three cities, between one third and half of all jobs are located less than 500 m from public transit, with two-thirds less than 1 km.

With the current/projected BRT scheme in Johannesburg, and taking into account current residential and job density spatial distributions, only a limited number of residents and workers will be in close

proximity to transit facilities. Land-use patterns tend to be highly segregated along transit corridors. For example, there is a clear separation of uses along the Empire–Perth Corridor, with 40% of the area dedicated to residential use, concentrated in specific pockets, with monotonous detached single housing.

Almost 30% of the area is dedicated to businesses and commercial activities, mostly in self-contained business parks.

Education and public facilities are equally dispersed, although some concentrations do exist along the future corridor. Open spaces are also scattered and many are currently unsafe and neglected. The separation of land uses contributes to increasing average distances travelled within the corridor area. It also negatively impacts on: energy intensity, by increasing energy needs for transportation; social inclusion, by making jobs and social infrastructure less accessible to low-income households; and economic productivity, by separating economic activity from labour pools and jeopardising agglomeration economies.

Long-term plan The City’s Integrated Public Transport Network and Gauteng’s 25-year Integrated Transport Master Plan offer guidance on how connectivity will be strengthened going forward.

A realisation in the SDF, based on the compact polycentric model, is that transit corridors do not necessarily represent development corridors. There are cases where development should be promoted at nodes along a transport corridor, and not along the entire corridor length, and other cases, such as with the TOD corridors, where development along corridors is promoted.

The TOD corridors are the first step in the strategy of physical connectivity at a city scale to mobilise the dynamic energy of Johannesburg, connecting important strategic nodes such as Soweto, the inner city, Alexandra and Sandton to each other. These holistically designed economic, social and infrastructure

Figure 1 Soweto–Sandton Corridor

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Figure 2 Randburg–OR Tambo Corridor

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corridors are important tools in achieving compactness and competitiveness, through an affordable and accessible mass public transit system that includes both bus and passenger rail, and provides mixed-income housing, schools, offices, community facilities, cultural centres, parks, public squares, clinics and libraries.

new networks to be well connected.

Importantly, streets are not merely places for cars. UN Habitat considers the street to be the most important public space where people interact on a daily basis.

Sufficient, accessible and well-designed space allocated to streets contributes to improved walkability and connectivity, which fosters economic development.

Street designs

Transit hubs

The design of the City must address the layout of street patterns to maximise connectivity, mixed-use blocks and the provision of high-quality and continuous public space to encourage walkability, social interaction and safety.

Johannesburg has space to retrofit and redesign disconnected street networks, enhance well-connected ones, and design

The guidelines for TOD seek to consolidate investment and development in close proximity to transit infrastructure. This colocates compatible uses to minimise the need for residents to commute from one area to another to access urban amenities.

TOD was identified as a priority programme, with the objective to encourage the optimal development of

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transit hubs across the City that provide access to affordable accommodation, intense economic activities, transport, high-quality spaces, amenities and social services. TOD nodes are a key aspect of the compact polycentric vision for Johannesburg. Stations, in this regard, act not only as points for accessing public transit, but as catalysts for growth.

Currently, too many stations in the city are origin points, rather than destinations.

This is most clear in areas such as Soweto and Orange Farm, where the bulk of traffic leaves these areas in the morning and returns in the afternoon. Stations should act as points of departure and arrival, and are thus promoted as areas of intensification of high-density, mixed land uses.

TOD nodes are those that are specifically linked to transit facilities such as the Gautrain stations, Prasa rail stations, BRT stations, TOD corridors and other major public transport facilities. These nodes should ideally offer a range of mixed uses relating to the function and scale of the transit node. TOD areas have great potential for offering good quality of life through the creation of intense mixed-use precincts that can accommodate a range of economic opportunities within walking distance from public transport.

These nodes vary in size and function.

The largest TOD nodes are anchored by multimodal stations, such as Park Station, followed by Gautrain stations such as Park, Rosebank, Sandton, Midrand and Marlboro. At a more localised scale, BRT stations will contribute significantly to the achievement of TOD precincts in the City. As a matter of principle, low-density, single-storey, single-use developments are not acceptable within TOD nodes (within walking distance of Prasa, Gautrain or BRT stations).

Spatial opportunities The key spatial imperatives and

Transport N ode s opportunities that support a more connected city include: • promoting global connectivity by drawing on the key transit corridors that connect the City to the broader regional system, namely: - the north–south development corridor between Johannesburg and Tshwane - the central east–west transport corridor that straddles the mining belt - a new mixed-use development corridor, the Randburg–O.R. Tambo Corridor, running from Randburg through Sandton, Alexandra and Modderfontein towards the Aerotropolis, around O.R. Tambo International Airport • ensuring public transport links between residential deprivation areas and economic centres • ensuring future development contributes to, rather than reduces, levels of connectivity within the City • addressing connectivity barriers to development through the redesign and refurbishment of street networks in poorly connected areas • promoting transit-oriented, mixed-use development around public transit

stations (including Prasa, Gautrain and BRT stations) • focusing on selected public transport corridors as one aspect of a connected city, primarily TOD corridors.

Inner-city focus The inner city is a primary focus for growth and intensification as an area of the greatest inclusivity. As one of the main reception areas in the City for urban migrants, it is critical that the inner city provides essential services to urban newcomers, such as affordable housing, access to work and access to public transit.

Under the Connected City theme, the metropolitan core must reassume its role as the primary anchor for urban activities in the City of Johannesburg.

Connected via affordable and accessible mass public transit, which includes bus and passenger rail, the inner city is connected at national, provincial and city scales to key strategic nodes. This is being strengthened by its role as the anchor of the City’s priority TOD corridors. The strategy to improve connections includes intensifying, diversifying and re-stitching

the inner city into a compact and safe walkable area through: New public transport facilities promoting modal integration and better management of minibus taxis.

Assessing, retrofitting and expanding the network of connecting streets, linking different places of public interest together, as well as residential and office developments.

Enhancing the attractiveness of connecting streets by supporting public transport, pedestrian and bicycle movement, and demarcating selected streets for pedestrian-only movement.

Supporting the development of ground-floor commercial activities along the streets, ensuring 24/7 activity and thus increased safety and security.

Enhancing the street grid system by planning pockets of public spaces (parks, playgrounds, squares, etc.), densifying the network of activities and facilities.

1 2 3

4

En v iro n menta l Ca re

Building a sustainable future Environmental sustainability is also high on the City of Johannesburg’s agenda, with plans to reduce consumption of natural resources and carbon emissions, and minimise pollution.

J

ohannesburg has joined other global Cities in implementing the goals of the Paris Agreement.

In demonstrating its climate change commitments, Executive Mayor Herman Mashaba has recently signed six C40 Mayoral Commitments that commits the City to a net zero carbon goal.

Problems associated with energy that produces carbon emissions, the scarcity of water, and the availability of landfill space must be factored into a long-term sustainable service delivery strategy that supports both the current and future generations of residents, as well as the environment.

In response to these challenges, the City identified three priorities that speak to an enhanced quality of life

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CITY OF joburg 2018

by improving services and taking care of the environment: 1. Create a culture of enhanced service delivery with pride 2. Enhance our financial sustainability 3. Preserve our resources for future generations.

Climate change and resilience Johannesburg is extremely vulnerable to climate change impacts, and must reduce its growing greenhouse gas emissions.

Temperature increases and weather variability threaten to directly or indirectly disrupt systems critical to the survival of cities in the region. The sub-region is warming and increased droughts are possible in the future. Heat island effects and changing disease patterns are key challenges for inland urban areas.

Unguided urbanisation, the degradation of freshwater resources, lowered levels of food security and the failure of climate change adaptation strategies are among the most significant global environmental risks in African cities.The challenge for African cities to respond to the impacts of climate change is particularly serious, due to the precarious nature of living conditions and livelihoods that many face.

For those living just above the poverty line, but still with very low incomes, very slight external changes can prompt a shift to poverty. These may include social, economic, political or environmental changes such as droughts, increasing food or fuel prices, or damage to property due to unexpected events.

Many of Johannesburg’s poor residents live in informal settlements,

E nv ironmenta l C a re

Figure 1 Critical biodiversity areas in and around the City of Johannesburg

En v iro n menta l Ca re

Table 1 The City’s responses to environmental challenges

informal backyard dwellings or informally occupied buildings. Informal living environments are sometimes located in high-risk locations (such as flood plains) and often with minimal bulk and public services, such as waste collection and management, public transport, access to potable water, sanitation, and health facilities. As such, it is clear that certain portions of the population are more at risk to the seemingly slight and gradual changes posed by climate change.

Policy and action on climate change in South Africa are changing. The South African government’s National Climate Change Response (NCCR) White Paper was developed in 2011 and focuses on three key aspects: 1. Adaptation 2. Mitigation 3. Mainstreaming sustainable and climateresilient development.

South Africa is currently developing climate change legislation that will ensure that, like air quality, climate change is regulated. The regulations are aimed at building effective climate change responses in cities, ensuring a just, long-term transition to a climateresilient and lower-carbon economy and society in the context of environmentally conscious, sustainable development.

The push for resilience in all planning is a major policy objective for the City of Johannesburg.

Climate change is a significant threat to a sustainable future in the short, medium and long term. As such, the City introduced the Climate Change Adaptation Plan in 2009 and the Energy and Climate Change and Action Plan 2012, with both documents currently under review. A draft Climate Change Strategic Framework (CCSF) has also been developed, which paves the way for the development of an integrated climate change strategy/climate action plan that is inclusive and incorporates both adaptation and mitigation.

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Key drivers

City programmes

Impact on natural environment

Biodiversity conservation Open space planning

Environmental pollution

Water resource management Air quality management Waste management

Natural resource consumption

Water demand-side management Energy diversification

Carbon emissions

Waste management Energy efficiency Renewable energy (solar, biogas, etc.)

Climate change framework Building on the existing Energy and Climate Change Strategy & Action Plan, the CCSF is developed with the objective to further institutionalise and mainstream climate change action, and strengthen systems, processes and capacity.

In this regard, the CCSF focuses on the organisational aspects and considerations rather than climate change content, and sets out a roadmap gearing the City for increased climate change action in partnership with business and citizens, mobilising society to realise the City’s ambitious climate change goals. The City’s commitment to climate change adaptation and migration is entrenched in its Growth and Development Strategy 2040, which envisions a resilient, liveable and adaptive society that provides sustainability for all its residents. This commitment is summarised as follows: • reducing GHG emissions by 43% by 2050 • minimising exposure to climate change, identifying risks and informing planning • enhancing resilience of communities by adapting infrastructure • understanding the impacts and defining measures accordingly • incorporating climate change in all future actions and service delivery.

preserve the City’s natural resources as one of its priorities.

The City can no longer manage its natural environment as a pristine resource due to existing and planned demand for development. Instead, it has an obligation to ensure the impact on its built and natural environment is minimal, from the City’s own operations, private developments and from communities at large.

In its quest to protect natural resources, the City must be cognisant of the impact of urban life on the environment. The key drivers informing the state of our natural resources can be categorised as follows: • I mpact on natural environment: blue and green natural resources, such as biodiversity areas, open spaces and water bodies.

•E nvironmental pollution: five basic types of pollution – air, water, soil, noise and light.

•N atural resource consumption: goods and services that have an impact on the possible depletion of natural resources – water and energy in particular.

•C arbon emissions and extreme weather events: activities relating to transportation, industrial processes, and energy and waste generation may cause or exacerbate these.

The City’s response to these drivers takes the form of a number of programmes, as seen in Table 1.

Water resource management

The state of all the rivers in the Klip and Jukskei Catchment is poor. They are degraded from the cumulative effects of As the population increases, so does the sewage, acid mine drainage from slime consumption of resources. This makes it dams, incompatible land use, human crucial for these resources to be correctly activities, urban run-off, and increased managed. If not, the potential for serious development – placing ever increasing future scarcity becomes a serious threat. stress on the rivers in general. Sewage spills It is for these reasons that the new and poor infrastructure maintenance are administration confirmed the need to regarded as being the most significant

Environmental Sustainability Strategy

E nv ironmenta l C a re drivers of change in the aquatic systems.

The City is managing the state of its rivers through the adoption of water management units, which considers rehabilitation of the water course in each of the identified water management units in the two catchments.

Biodiversity conservation Of the 164 499.6 ha of Johannesburg Metropolitan Municipality, only 54 081.7 ha (32.9%) remains in a natural state, according to the South African National Biodiversity Institute. There are 10 reserves in the City, covering only 993.7 ha (0.6% of the municipality). This represents an inadequate level of protection for the City’s ecosystems.

The City endeavours to continuously establish new protected areas in its critical biodiversity areas, and feasibility studies will be conducted for this purpose. These interventions allow for the protection of threatened species, ecosystems and the related goods and service. The Protected Areas Act (No. 57 of 2003) requires that proclaimed areas are managed in terms of norms and standards, which are translated into Ecological Management Plans.

6 million

A key defining characteristic of Johannesburg is its remarkable urban forest, underpinned by an extensive wetland system.

There are 6 million trees in Johannesburg: 1.2 million within the parks and on the pavements, and 4.8 million in private gardens throughout the suburbs Open space planning Open space planning aims to improve the protection and management of the whole landscape and to secure critical natural processes underpinning development, including important habitats and ecological linkages, the protection of water catchments, and harnessing the benefits of green infrastructure (natural and engineered).

Hydrogeology studies help to improve planning and design in order to reduce groundwater problems and secure

important hydrological processes, both surface and subsurface, while the promotion of more sustainable urban drainage systems and the application of water-sensitive urban design principles help promote water security, reduce environmental degradation, mitigate flood risks, and build resilience in the face of climate change. Integrated open space planning helps to ensure the application of findings within spatial planning processes and greening programmes.

In response to concerns about the rapid loss and fragmentation of open space resources, the loss of protective vegetation cover, the associated loss of ecosystem goods and services, and the need to respond appropriately to development pressures within the City in a sustainable way, the Johannesburg Metropolitan Open Space System (JMOSS) 1 and 2 were developed.

JMOSS 1 comprised an audit of open spaces and classification of these in terms of their primary (ecological) or secondary (recreational/parks) value, while JMOSS 2 contained policies for open space provisioning and recommendations for all forms of urban greening.

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REIMAGINING WITS, REVITALISING BRAAM

There is a new energy emerging in Braamfontein – affectionately known as Braam – sparked by vibrant young people who are rejuvenating public and private spaces to create trendy hubs throughout the district.

Wits is leading the way in transforming Braamfontein into a young, vibrant precinct notable for its tech-savvy and innovative community. Together with its partners in government, business and industry, Wits officially launched the Tshimologong Digital Innovation Precinct in Braam in September 2016. Setswana for “new beginnings”, Tshimologong is Johannesburg’s newest high-tech address, where the incubation of start-ups, the commercialisation of research, and the development of high-level digital skills for students, working professionals and unemployed youth take place.

“Our aim is to transform Braam into a vibrant, cosmopolitan academic neighbourhood that attracts Africa’s best young minds as well as talented scholars, and to create an environment in which talented people can excel, both within and beyond the classroom,” says Professor Adam Habib, Vice-Chancellor and Principal of Wits. “Wits’ location in the economic heartland of the continent, its close access to networks, influencers, partners and resources, provides the cultural capital that young people require to give them a head start in life.”

Wits is determining how it can break down the barriers that exist between the University and its location in Braam and Parktown. “Just as many universities worldwide have played a pivotal role in the revitalisation of their surrounding areas, so too does Wits want to do the same in Braamfontein,” adds Habib. “The reformation of Braam into a trendy, attractive, safe, inviting precinct is a key strategic priority for the University for the next five years, as we work towards our centennial anniversary.”

Wits’ urban renewal strategies include: • Partnering with investors and developers to revitalise the ‘fringe areas’ of the University, including renovating or establishing new gateways on Jorissen Street, Jan Smuts Avenue and Solomon Mahlangu House. This includes reimagining new spaces for retail, restaurants, music clubs, bookshops, and other offerings attractive to the Wits and Braam community.

• Supporting the development of the Tshimologong Digital Innovation Precinct, Wits’ tech hub, including the R700 million IBM research lab.

• Creating a safer, more attractive precinct in partnership with the City of Joburg and the Johannesburg Development Agency, including assisting with lighting, security and the general upliftment of Braam.

• Working with the Gauteng Provincial Government, private developers and entrepreneurs to develop more quality, affordable student accommodation.

“Initiatives need to take cognisance of the socio-economic dynamics of Braam and inner city complexities, and ensure entrepreneurial opportunities align to university objectives,” says Habib.

The Urban Design Guidelines make explicit the notion of providing space and place for people to congregate and socialise at retail outlets and other activity nodes. Sight lines, street furniture, CCTV security systems and design of these spaces are important from both an operating and management perspective.

The University is part of Joburg’s cultural arc that spans Constitutional Hill, via the Nelson Mandela Bridge, to Newtown. Wits is an anchor in this cultural precinct as it is home to the Wits Art Museum, the Origins Centre, the Wits Theatre Complex, the Planetarium and a host of other museums and cultural amenities.

“We are at the cusp of a new lifecycle for Braam. There is a vibrant energy – a new flow of ideas coupled with hightech creativity, an entrepreneurial spirit and unmatched enthusiasm that will see Braam emerge as a trendy neighbourhood that will serve as a nexus, a hub, for developing creative solutions to the problems of the 21st Century,” says Habib. “We are at the forefront of change.

Watch this space!”

www.wits.ac.za

Wits and Braamfontein Reimagined

Wits University has initiated the urban revitalisation of the Braamfontein Precinct under the auspices of a Reimagining the Wits Property Project – one where we create a surrounding environment attractive to top achieving students and leading academics, and in turn establish a metropolitan and cosmopolitan academic neighbourhood which constitutes the centre of an urban knowledge economy.

Taking cognisance of the wider socio economic dynamics in and around Braamfontein, the University is in the process of implementing a plan to bring people and activity to the campus periphery by way of creating welcoming, well managed, effective and iconic entry points into the University while breaking up monolithic street edges by including different retail typologies.

Taking Braamfontein back – the Wits facts

 Wits has 37 000 Students and 4 500 Staff  Is number 1 in South Africa as a whole in Shanghai Rankings, ranked in the top 2 of SA universities in QS ranking  Owns 400Ha of property in Braamfontein and Parktown valued at R8 Billion  Manages some 665 buildings across its campuses  Residences in Johannesburg house 6 150 students  Has 14 museums spread across its campuses  One hundred businesses to be incubated at Tshimologong  Over 20 000 visitors to the Wits Art Museum annually  Over 50 000 Planetarium visitors annually  Is one of the initiators of the Walkable Braamfontein project which will see Juta Street transformed into a 2Ha linear park  There are 9 new pedestrian gateways incorporating retail, information hubs and leisure space planned for completion by 2019, two of which are already open.

Research, Excellence, Transformation For more information: Yael Horowitz E yael.horowitz@wits.ac.za

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Healt h

Modelling a health-wise city The demands placed on the provision of health services by rapid urbanisation are vast. Critical in improving the health of Johannesburg residents is reducing the number of HIV/AIDS cases, managing tuberculosis infections, and ensuring healthy lifestyles. The National Development Plan 2030 highlights the need to strengthen the ability of local government to fulfil its developmental role, by focusing attention on critical priorities such as public healthcare.

178 During extended clinic hours since 2017, 178 emergency cases were attended to, which involved life-threatening conditions that, if untreated, could have resulted in the loss of lives.

100 The approximate number of clinics in Joburg, of which 81 fall under the City of Johannesburg.

521 000 It is estimated that 521 000 people in Johannesburg are HIV-positive. Attention to the burden of disease will improve life expectancy and thus reduce other indirect impacts, such as the number of childheaded households.

H1N1 Of particular relevance to the health sector is the amplified risk of communicable disease outbreaks – e.g. the outbreaks of H1N1 influenza, Rift Valley fever, cholera and measles – while poor treatment compliance contributes to the problems of emerging and re-emerging diseases like multidrug-resistant TB. A key focus of the City’s health thrust is ensuring that all residents have access to adequate primary

healthcare, including access to safe and affordable medicines and vaccines, as well as environmental health.

10% Only this small fraction of South Africa’s population can afford private healthcare.

NDP 2030 The National Development Plan 2030 seeks to address many development challenges, including South Africa’s poor public health system.

e-Health The goal is to ensure that the information of all patients visiting Cityowned primary healthcare facilities is captured electronically, to ensure that every patient has an electronic patient record. This will eliminate the risk of loss of patient files, reduce waiting times, and ensure that a patient’s full medical records are always available to medical practitioners.

81% According to Stats SA, 81% of households using public healthcare services in 2017 were either ‘very satisfied’ or ‘satisfied’ with the provisions they received.

36 000 000 The Food Resilience Unit assists food-insecure urban residents in Johannesburg to grow their own food.

The programme has achieved great success: over 36 million homesteads, 50+ cooperatives, four farms and one agri-zone with an enabling environment for urban farmers have been developed.

A Re Sebetseng In 2018/19, the City intends to expand the A Re Sebetseng Programme to include A Re Sebetseng Schools and A Re Sebetseng Health. A Re Sebetseng Health will see the City partner with the private sector and private individuals to improve its primary healthcare offering.

A good example of this would be private doctors making themselves available on a voluntary basis to work in City clinics after hours or over weekends.

Drug watch The continued roll-out of drug treatment and rehabilitation services in clinics must expand. The historical debate of this being a national or provincial competency cannot continue while young people are dying from this scourge.

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Manufacturers, designers, exporters and distributors of quality water management systems

LEADERS IN WATER MANAGEMENT SYSTEMS

Global pioneers in the design, development and production of advanced engineering plastic products for the water and other specialised polymer engineering products since 1980.

Testing and quality procedures All products are tested to the most stringent requirements. Because of previous system failures in the field, due to poor installation and or supervision, we fully assemble and test all our valve boxes, meter boxes and above-ground meter box assemblies up to 24 bar for three minutes.

Lea��r� �� ��� �n�us��� f�� ��mos� 40 �e�r�

About us Davis & Deale Irrigation have been in the technology of developing, manufacturing, marketing and exporting of water-related innovative products since 1980.

Mr Davis has many past and current patents held in water-related and other polymer products.

www.davisanddeale.co.za

Contact Details

Physical Address

Postal Address

Office: +27 (0)11 827 2460 Fax: 086 619 0799 E-mail: tarynne@convertek.co.za

6-8 Coert Steynberg Street Van Eck Park Ext2 Brakpan

PO Box 5070 Delmenville, 1403 South Africa

P RO FIL E | Davis & Deale Irrigation is a manufacturer, designer, exporter and distributor of quality water management systems that has been a leader in the industry for almost 40 years. Additionally, the company has gone above and beyond to set up an education trust for its employees to support learning and skills development.

D

avis & Deale, a certified Level 2 BBBEE supplier, specialises in the development of specialised components, fittings, packaging, boxes, valves and more for water-related industries.

Davis & Deale set the international benchmark by replacing brass-bodied water meters, meter boxes, valves and fittings with engineering polymers that are now commonly used in potable water systems locally and internationally. Its high standards and rigorous testing (all fittings being tested at 24 bar for three full minutes) laid bare the inadequacies of sub-par Asian imports and inferior local products. Failures of a local prepaid product, through quality and development issues, cost a major metro’s taxpayers well in excess of R150 million.

Major irregularities in the tender process as well as functional problems have led to litigation, which is ongoing. Spearheading the company is founding partner and avid entrepreneur Bevan Davis, who has held, and continues to hold, numerous patents in water-related and other polymer products. Always at the fore of the industry, the company was one of the pioneers in the design, development and production of precise micro-irrigation sprayers and other water sector

DAVIS & DEALE

A leader in water management systems developments, such as pool cleaners and water meters, which have been successfully sold internationally. Davis & Deale strives to work as closely as possible with its local and international clients, as well as water authorities, ensuring that client requirements are understood and guaranteeing the delivery of cost-effective, quality-engineered and fit-for-purpose solutions.

Supplying SA Davis & Deale products are in use in most major and smaller municipalities in South Africa and the company has established a positive working relationship with a number of clients, including the City of Johannesburg. The Above Ground Box used

by Johannesburg and other cities for 15 years was patented and developed in-house at Davis & Deale. The concept design, rapid prototyping, tooling, production assembly and testing are all done under one roof. Quality and functionality remain with one company, which remains responsible for the total packaged product – offering an advantage to customers. Furthermore, the company has expanded its facilities to a new R23 million factory in Ekurhuleni, to cope with business growth and new product development. The company remains committed to operating in a fully transparent, professional manner and following the good governance principles demanded for government tenders. Among the many feathers in the company’s cap, the dynamic Davis & Deale team has won international design and product awards for innovative polymer

products and world firsts in new polymer technology applications. Polymers require an energy input of up to 80% lower than brass and offer significant longevity, making them ideal for such systems. They are not appealing targets for thieves and do not corrode. The company’s products are designed, tooled and produced in-house in conjunction with its material suppliers, following extensive research, to ensure that the most effective engineering polymers are used for each application.

Driving skills development Davis & Deale also set up an education trust with responsible trustees to support learning and skills development. This trust is exclusively used to assist Davis & Deale employees or their immediate families to further enhance their skills. Years ago, the company took a major social responsibility policy decision to employ unskilled, previously disadvantaged women from an informal settlement and train them in the assembly and testing of its products.

These ladies seized this opportunity and, today, some of the original women work in management roles. They have become proud home and vehicle owners, and are now in a position to offer their families a brighter future. Davis & Deale is not only a pioneer and captain of industry in the manufacture of high-tech polymer water management products, but has been a respected and pivotal company in the local and export water industry for more than 37 years.

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Safety and Security

Gearing up for

a safer city

The City of Johannesburg is committed to improved safety and security. The new administration is focusing heavily on: investment in public safety through community development, urban design and management, the protection of vulnerable groups, infrastructure upgrades, improvements to by-law compliance and enforcement, and timely response to emergency and disaster situations.

S

afety and security remains an ongoing concern in the City, compounded by factors such as historical geographical, social and economic inequality. Despite this, evidence suggests that overall crime in Johannesburg has decreased at an average annual rate of 4.9% between the period 2005/06 to 2015/16. The

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reduction in reported crimes may be attributed to the heightened level of enforcement, visible policing, multiagency operations, and improved community relations.

The City held a total of 38 regional ward-cluster community consultation sessions (Cluster Conversations) across the City’s seven regions between 31 October and 27 November 2017.

These sessions were aimed at giving feedback on the issues that were raised in the 2017/18 IDP Review cycle, as well as informing the 2018/19 IDP Review. The public engagement sessions presented an opportunity and platform to communities and those who have vested interest in the City to review the service delivery needs and priorities of the ward in which

Safe ty and Se c uri t y they reside, ultimately shaping the IDP according to their needs and interests.

Of the seven regions surveyed, all seven listed ‘improved safety and security’ as a priority issue.

The Johannesburg Metro Police Department (JMPD) has almost doubled the number of by-law infringements attended to, in line with its strategic objectives of increased by-law compliance. By deploying additional JMPD personnel on the ground to fight crime, the City seeks to improve public safety and develop a greater sense of security for its residents.

Johannesburg aims to significantly reduce the crime rate, so that everyone in the City will have equal access to quality police services and safety support, irrespective of where they live. The City aims to improve safety not only through innovative methods that will tackle the high levels of crime, but also by involving and working with communities and maintaining public spaces to promote health and wellness for those who use them.

Fulfilling the City’s law enforcement mandate will require a reinvented, honest and motivated JMPD. Intelligent policing initiatives will support these officers to be more effective in their work, while installing infrastructure such as public street lights will make communities safer and contribute to creating a holistically safe environment.

While the Department of Public Safety is most often associated with fighting crime, it is important to note that the JMPD’s mandate is legislated to provide: • road traffic policing • by-law enforcement • crime prevention • disaster risk mitigation and reduction • emergency medical, fire and rescue.

Public safety also includes the rapid deployment of the Integrated Intelligence Operations Centre, which will improve service delivery coordination, surveillance, monitoring, analytics, law enforcement, and coordinated response of emergencies or incidents.

Responding to emergencies The City is conscientiously improving its emergency response capabilities through acquiring more ambulances, building more fire stations and initiating Be Safe Centres geared for community safety education. The City will also

Lights on To address safety issues in informal settlements, public lighting has been installed in Klipsruit Ext 6, Protea South, Messi Park, South Hills, Kaalfontein Ext 10, Blue Hills, Meriting, Poortview and Swaartkoppies maintain safe environments by curbing illegal dumping and preventing environmentally unsafe practices that can negatively impact on the wellness of residents.

Appropriate by-laws and regulations, as well as service delivery that keeps environments safe and clean, are other key interventions that create a caring and safe city. Emergency medical services (EMS) dispatched 60% of its calls in three minutes, against a target of 80%. This can be attributed to the fact that all calls are received by call takers in the City’s CRM control centre and then transferred to EMS dispatchers. In addition, the ESS 2000 system used by the control centre is old and obsolete, hence calls are dispatched manually.

The City has identified the need to appoint additional call dispatchers.

Risk management The City of Johannesburg is focused on risk reduction strategies to reduce the impact of disasters and to protect communities and infrastructure. There has been a decline in the number of incidents in the past five years. The main concern is the impact of severe incidents and loss of lives. The City is faced with increasing weather changes, as predicted in the previous IDP (2012 – 2016). This is evident with flash flooding, tornados and severe weather patterns. The poorest communities, mostly living in flood-prone areas, are

the most affected, necessitating speedy development processes in ensuring a safe and liveable environment. City of Johannesburg Disaster Management is a signatory to the Sendai Risk Reduction Conference (2015) and adopter of the six related global targets: Substantially reduce global disaster mortality by 2030, aiming to lower the average per 100 000 global mortalities between 2020 and 2030, compared to 2005 to 2015.

Substantially reduce the number of affected people globally by 2030, aiming to lower the average figure by 100 000 between 2020 and 2030 compared to 2005 to 2015.

Reduce direct disaster economic loss in relation to global GDP by 2030.

Substantially reduce disaster damage to critical infrastructure and the disruption of basic services, among the health and educational facilities, including through developing their resilience by 2030.

Assist countries with risk reduction strategies by 2020.

Substantially increase the availability and access to multihazard early warning systems and disaster risk information and assessment to the communities by 2030.

Taking into account the experience gained through the implementation of the City of Johannesburg Disaster

1 2 3 4 5 6

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S afet y a n d Secu r i ty Management Plan, and in pursuance of the expected outcome and goal, there is a need for focused action within and across all City departments for effective response. In the interest of advancing and understanding prevalent disaster risks within the City of Johannesburg, funding should be available for scientific risk assessments.

It is envisaged that the study will reveal all dimensions of vulnerability, capacity, exposure of persons and assets, hazard characteristics and the environment.

Such knowledge will be leveraged for the purpose of pre-disaster risk assessment for prevention and mitigation, and for the development and implementation of appropriate preparedness and effective response for disasters.

Social cohesion The City is experiencing a breakdown in social cohesion and social capital, and will embark on efforts to build a city characterised by social inclusivity and enhanced social cohesion – focusing

on socially excluded groups, promoting active citizenry, diversity awareness and tolerance, and creating a culture where citizens take ownership of their development. Community amenities will be developed and maintained so as to create inclusive public spaces to be shared by all. These include amenities such as childcare facilities, municipal halls, parks, recreation areas, sports grounds and libraries.

There will be an emphasis on ensuring that community centres are multipurpose, so as to provide opportunities for childcare services, tutoring, studying, sport and cultural activities. Specific efforts will include developing and expanding services such as libraries, public open spaces and the roll-out of Wi-Fi, in an effort to engage citizens and build social connectedness.

Furthermore, the City has launched its first community-based substance abuse treatment centre. In this way, the City is responding to behaviours that residents have said are destructive to their communities.

MOVE UP Quality, cost effective rental apartments and commercial/retail space

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Safety first 74% The City has made strides in bylaw compliance. 74% of buildings inspected were compliant, outperforming the target of 68%. In terms of commercial outlets, 78% were compliant against the target of 75%

New fleet Inadequate fleet capacity due to frequent breakdown of aged ambulances and fire engines has resulted in an inadequate response to fire and medical emergencies.

The procurement of new fire engines and the planned repairs of old fire engines will go a long way in improving emergency response times

Fighting fires There was a reduction in the yearto-year number of fires attended to.

However, more than double the number of incidents were attended to. The average turnout time in urban areas dropped from an 88% response within nine minutes to 53%

FAST F ACTS

Utility services

101

While infrastructure backlogs are a challenge for the City of Johannesburg, the progress that is being made should not be overlooked.

99.1% or 1.59 million households in Joburg have access to pipe or tap water in their dwellings (on- and off-site).

1.8 million tonnes The City collects over 1.8 million tonnes of garbage every year, of which 224 200 tonnes is from illegal dumping and 1 779 tonnes is litter off the streets.

287.7 litres

8

The estimated number of years left until Joburg’s landfill space runs out.

e l e c t r i cit y

tonnes of waste was diverted from landfill sites

by Pikitup in 2016/17.

4.5%

The sanitation backlog (number of households without hygienic toilets) has been steadily decreasing since 2006, and currently stands at 4.5% or 72 000 households.

new houses were electrified in 2016/17.

The City collects and removes 95.3% of household refuse weekly.

150 000

89.90% or 1.44 million households have electricity that they use for multiple purposes, while 1.69% have electricity for lighting only.

4 850

95.3%

Water consumption decreased to 287.7 litres per person per day in 2016/17, from 308.95 litres in 2015/16.

Smart technology City Power successfully rolled out smart electricity meters in households and businesses as part of its Smart Technology Programme.

R6.5 billion has been earmarked to address the City’s ageing bridge infrastructure.

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Digital City

Milestones of a city looking to the future Empowering youth with digital skills Collaboration between the City of Johannesburg and Google SA has seen a game-changing digitally driven educational initiative brought to libraries across the City.

COJ-ELEARNING

12

​​ City of Johannesburg Library and Information Services The Department has collaborated with Google SA to provide free online training in digital and entrepreneurial skills programmes in 12 of its eLearning Classrooms situated in libraries across the City

The content will be accessed by registering for free to be a student at the centres via an e-learning portal: COJ-ELEARNING or online via www.cojelearning.org.za. On the website, students can access the content beyond library operational hours.

The programmes will be self-paced, done in groups or individually with the support of trained facilitators in the eLearning Classroom facilities.

For every course completed, Google will issue endorsed certificates that can be added to the students’ qualifications or courses completed.

The 12 e-Learning Classrooms that will be used are spread throughout the City, and are located in the following libraries: • Region A: Diepsloot Library and Ivory Park • Region B: Westbury Library • Region C: Cosmo City Library • Region D: Jabavu Library and Emdeni Library • Region E: Sandton Library and Alexandra 8th Ave Library • Region F: Johannesburg City Library • Region G: Poortjie Library, Eldorado Library and Orange Farm Library

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CITY OF joburg 2018

31.4% According to Stats SA, a total of 25% of the City of Johannesburg’s residents are unemployed.

Of these, 31.4% are made up of youth between the ages of 16 and 35.

The City administration has earmarked digital skills learning as key in mitigating the high unemployment rate among youth.

Digita l C i t y

Transforming the face of public health In little over two years after going operational, the City’s electronic health record system, eHealth@Joburg, has registered over half a million patients at primary healthcare facilities across Johannesburg.

Did You know?

Before the roll out of eHealth@Joburg, all records in the City of Johannesburg Health Department were paper-based.

500 000 ​​​ 16 August 2018, the City of On Johannesburg reached 500 000 patients that have registered on its eHealth@Joburg electronic health record system.

81

In June 2016, the City of Johannesburg started rolling out an electronic health record system in the 81 primary healthcare facilities across the city.

79% A total of 79% of the primary healthcare facilities connected to eHealth@Joburg are connected to the system via a wide area network consisting of fibre-optic transmission or radio link as the primary source – or a combination of the two.

Smart queuing The City has extended eHealth@Joburg to include a smart queueing system, which will be used to stabilise patient flow in clinics and allow for the transfer of patients from reception to consultation room using an anonymous numbering process. It includes queue monitors in the reception areas and the ability to booking appointments via cell phone. Benefits include a reduction in patient waiting times and, most importantly, an improved experience for patients in a health facility, where they are treated with dignity.

CITY OF joburg 2018

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I NDE X TO A DV ERTIS E RS

Indaba Hotel, Spa & Conference Centre

72

Johannesburg Development Agency

48

Africa Housing Company (AFHCO)

68

Johannesburg Water

2,4

Anda Consulting

41

Kemach Equipment (Pty) Ltd

53

Kopano Ya Basebetsi Ba Afrika

34

Aurecon Group SA (Pty) Ltd BBF Safety Group (Pty) Ltd

IFC 10,14,20,30,54

Lion of Africa

6,16

Black Dot Proper ty Consultants

25

Mamphele Development Planners

38

Continuity SA

26

Ndabezitha Coaches

59

Dalitso Business Equipment

19

Ulwazisipho Management Services

Davis & Deale Irrigation

64

University of Johannesburg

FNB – Stadium Management SA (Pty) Ltd

42

University of the Witwatersrand

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CITY OF joburg 2018

INDABA HOTEL

SPA & CONFERENCE CENTRE YOUR AFRICAN DESTINATION IN JOHANNESBURG Just north of the fast paced business world of Sandton, lies the 258-bedroom Indaba Hotel, Spa & Conference Centre. It’s a compelling blend of business-like efficiency and relaxed country atmosphere within close proximity of the International Airport making the Indaba perfect for groups and leisure travellers.

The hotel features 24 multi-purpose conference venues ranging from Executive Boardrooms to large Banquet Venues seating up to 500 people. Indaba boasts 2 world class restaurants; the 300-seater Chief’s Boma Restaurant caters for all tastes with over 120 African-inspired dishes. Well-known for their lavish Breakfast Buffet, the Epsom Terrace Restaurant also boasts an evening Bistro Menu. Take a wander through the 17 hectares of lush bushveld gardens and you’ll find the Mowana Spa - a wellness sanctuary which will revive your senses, rejuvenate your body and soothe your soul.

Indaba Hotel is sure to meet all your business and leisure requirements.

We look forward to welcoming you to “YOUR HOME AWAY FROM HOME”

INDABA HOTEL, SPA & CONFERENCE CENTRE, C/O WILLIAM NICOL DRIVE & PIETER WENNING ROAD, FOURWAYS Phone: +27 11 840 6600 | Email: indaba@indabahotel.co.za | Website: www.indabahotel.co.za

IBC OBC 61

UMS ULWAZISIPHO MANAGEMENT SERVICES

Ulwazisipho Management Services

UMS IS A

100%

UMS is a 100% wholly black owned and managed, by historically disadvantaged South Africans, engineering consulting company. The company, through its management, employees and associates, has a depth of expertise

wholly black

owned

and experience in various fields within the built industry. UMS Consulting is proud and confident of its ability to assume the bold stance of being the leader and partner of choice in the field of business and engineering consulting.

The company specialises and offers services in the following fields: Supply of steam and condensate material Electrical and mechanical engineering consulting Structural and civil engineering consulting Transportation engineering and management Engineering designs and equipment upgrade Programme and project management Development of maintenance strategies (electrical, mechanical and civil) Green energy initiatives, energy-saving initiatives and cost-cutting measures Water treatment, rainwater harvesting and water consumption saving initiatives Programme management of emerging contractors (SMMEs) Management and business development consulting

Technical Expertise Supply of Steam and condesate material

Electrical and Mechanical Engineering Consulting

Structural and Civil Engineering Consulting

Transportation Engineering and Management

Vision

To be the transformers of engineering consultancy in the public sector and ensure sustainable and reliable equipment by optimising its services, as per OEM standards, to the client.

GAUTENG OFFICE

BLOEMFONTEIN OFFICE

CONTACTS

67 Corner wessels and Rivonia Road Bentley Office Park Block 8, 1st Floort

Office 10 Preller Business Suites 54 Louw Wepperner Street Bloemfontein

Gauteng +27 11 069 1700 Bloemfontein +27 51 431 8008

www.ulwazisipho.co.za