UCLG and Strategic Planning in Metropolitan areas: The Case of Durban, South Africa: Dr. Michael Sutcliffe
PART 1: OUR GENERAL MANDATE
We live in an urbanising world
2000
Urban 3 Billion +
Rural 3 Billion
Total 6 Billion
2025
5.4 Billion
3.1 Billion
8.5 Billion
(+Immigration)
2050
75% projected to live in cities
10+ Billion
Where our ecological impacts are enormous Amount of land and water used to produce resources consumed and assimilate waste produced by cities Greater London 125 times its area
Ecological Footprint
Where the rates of growth are not constant
Population growth rates are not distributed evenly: Structure of settlement patterns differ enormously Short, medium and long term prospects vary
Where our municipalities are faced with massive infrastructural and health challenges
Diseases HIV/AIDS and TB Majority of our people poorly housed without access to water, sanitation, electricity
Where we must be planning now for climate change
In South Africa some areas will become wetter with more intense wind and rain and others will become drier This will increase the vulnerability of our people given poverty, recurrent droughts, inequitable land distribution, and agriculture being overwhelmingly dependant on direct rainfall. The interplay between poverty, climate change, political governance, conflict and HIV/AIDS is most likely to produce a daunting future scenario for the African continent. And as the world warms, sea levels will rise
Where providing access becomes a major challenge Public transport ICT Services Jobs Health Etc.
Where energy is becoming more limited and more expensive Issues of peak oil and the implications for planning ď Ž Electricity ď Ž
Where our past defines us
Where the gap between the rich and poor is growing
Where there are different communities of needs
PART 2: UCLG AND CITY DEVELOPMENT STRATEGIES
United and cities and Local governments
United Nation recognizes Local Governments 2004 founding of UCLG (Unification of FMCU and IULA) More than 100 direct members Local government association of 136 states (out of 192 UN) 8 regional sections
Africa Asia Europe Euro-Asia
Latin America Middle East North America Metrópolis
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United and cities and Local governments The Urban strategic Planning committee supporting UCLG agenda
World position of cities on strategic planning Promotion of tools to push for increased local powers in determining development Self-evaluation of local experiences Integration of networks and practices in the international development cooperation Leadership and city-to-city cooperation Sounding board inside the Cities Alliance to be proactive, not just reactive
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Policy outcomes and processes: Structuring principles for Urban Strategic Planning
Understanding the city as a system: integrating technical, environmental, political, social and economic interests in the same territory
3 realms of Leadership, the crosscutting capacity is crucial for success!
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TRENDS The insights in practices of planning in the different regions revealed some trends:
Africa: the decentralization process is still to conclude in many countries ďƒ CDS play a frontrunner role for institutional responses
Latin America: local governments have tackled the problem of inequality through inclusive strategies that put in practice local democracy
Europe: drastic changes in labor markets, consolidation of urban regions and funding of service in led to new definitions of competitiveness , strategies help to build long term local responses Policy Paper Urban Strategic Planning_Executive Summary
TRENDS Eurasia: strategies helped creating confidence with stakeholders for the transition from centralistic planning systems. Asia: after focusing on economic development with a certain success on investments, climate change and social dialogue are of outmost importance to be addressed strategically.
Mediterranean: traditional compact city, negative impact of urbanization along the coastline, a more (social and environmental) balanced development model requires better intergovernmental cooperation. North America: financial and infrastructure crises as well as increasing poverty revive Policy Paper Urban comprehensive planning and community development Strategic Planning_Executive Summary
Policy outcomes and processes: a.4.1 (…) a.3.1 (…) a.2.1 (…) a.1.1 (…)
a.2
Linear Phases
a.1
c.4.1 (…)
b.4.1 (…) b.3.1 (…) b.2.1 (…)
c.3.1 (…) c.2.1 (…)
b.1.1 (…)
a.3 (…)
Activities
Sub-activities
Methodology for Urban Strategic Planning
c.1.1 (…)
c.3 (…)
b.3 (…)
c.2
b.2 b.1
a. Assessing City Development Opportunities and Capacities
b. Strategy Planning
c.1
c.
Strategy Implementation
Participation and Institutionalization: Cross-cutting and continuous supporting activities (supporting each of the activity blocks)
Planning Cycle: Identifying strenghts and weakness while defining the main strategies for local development
Time
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Exchange/Mentoring UCLG facilitates sharing of results and processes Durban’s MILE programme also supported to consolidate capacity building on “living the lessons of Durban”. Ongoing mentorships: Start
Mentee City
Mentor City
2009
Ciudad Sur association (Chile)
Rosario (Argentina)
2009
Lilongwe (Malawi)
Johannesburg (South Africa)
2009
ANAM (Namibia)
SALGA and Durban (South Africa)
2010
Blantyre(Malawi)
Ekurhuleni (South Africa)
2010
Mzuzu (Malawi)
Durban (South Africa)
2011
Mombasa (Kenya)
Bergen (Norway)
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Mediterranean cities: recommendations
Support leadership and mentoring across cities and Encourage inclusive and partipatory strategic planning Participate in international city networks and projects to share resources and technical assistance for sustainable development and to facilitate decentralization. Promote learning of the historical spatial model of the Mediterranean city (shared social and environmental spaces) Use UCLG as the global platform to offer references and contacts Learn also from the South’s transformation processes
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PART 3: LOCATING OURSELVES IN AFRICA
Africa is large
Uneven development
Durban’s Africa programmes
CIFAL DURBAN – Training programmes in sustainable urban management practice since 2003 AFRICA PEACE CENTRE – Working with ACCORD (African Centre for the Constructive Resolution of Disputes) AFRICAN COALITION OF CITIES AGAINST RACISM - The eThekwini Municipality in partnership with UNESCO has embarked on a programme to assist cities fight against Racism and Xenophobia. NEPAD CITIES PROGRAMME: PLUS 30 NETWORK OF SUSTAINABLE CITIES MILE
PART 4: THE NEW MUNICIPAL SYSTEM IN SOUTH AFRICA
Establishing Municipal Governance: 1994 onwards
Where we are coming from: Municipal governance which is: (i) Racially-based; (ii) Fragmented; (iii) Underdevelopment; (iv) Control-oriented, and (v) Non-accountable administrations Where we need to go: Establishing Municipal Governance which is: (i) Integrated (ii) Developmental (iii) Accountable (iv) Representative and Participatory (v) Delivery-oriented
OBJECTS OF LOCAL GOVERNMENT •
A municipality must strive, within its financial and administrative capacity, to achieve the following:
•
To provide democratic and accountable government for local communities
•
To ensure the provision of services to communities in a sustainable manner
•
To promote social and economic development
•
To promote a safe and healthy environment
•
To encourage the involvement of communities and community organisations in the matters of local government.
The Newly demarcated Municipal System
Pre-2000 there were over 1000 raciallybased authorities, there is now a wall-towall system of democratic local government with:
6 (A Category) Metropolitan areas 46 (C category) District Municipalities 231 (B category) Local Municipalities
Since 2000 the major focus on building the capacity of municipalities to deliver on their legislated functions
Metros: Population Density Municipality
Population 2007
Geographical Area (square km)
Population density (persons/square km)
Ethekwini (Durban)
3468086
2291.9
1513
Ekurhuleni Metro
2724229
1924.4
1416
Nelson Mandela
1050930
1958.9
536
Tshwane
2345908
2174.6
1079
Cape Town
3497097
2454.7
1425
Johannesburg
3888180
1645.0
2364
PART 5: STRATEGIC PLANNING IN DURBAN
1. Properly locate our economic strategy
Ensure right balance between economic, social and environmental strategies and action plans 4.5 million people Africa’s key port and logistics location to drive development in Southern Africa: eThekwiniGauteng corridor key focal point for growth Major manufacturing base for Africa Key tourism and eventing destination Could well be Africa’s first Olympics venue
City’s Developmental Approach Vision
Values, challenges and choices 8 Point Plan
Strategic focus areas
Programmes
Projects
2. Develop clear long-term plans (2070 years) and stick to them!
2010 and beyond strategy Climate Change Energy and water Importance of Food security Reducing costs of labour power: (i) housing development, (ii) Integrated public transport, (iii) Electronic connectivity Growing logistics, manufacturing and tourism Spatial development plans to unlock growth and densify residential areas
Imagine Durban 70 year scenario • Climate protection
• Social Services • Health Care • Efficient and Effective Government
• Spatial Development plan • Bulk Infrastructure • Energy Resource planning
• Basic services • Housing Delivery • Bridging the digital divide • Public Transport System • Skills Development
Caring city
• Economic Development • Tourism
Job creation/ economically successful city Smart city
Equal and democratic city
2005
2010
IDP: 2010 and Beyond
2015
Sustainable city
Poverty reduction
2025
2050
2100
accessibility
caring and empowering
prosperity and livelihoods
IDENTIFIED THEMATIC AREAS, GOALS and STRATEGIES culture & diversity
environmental sustainability
safety
Package of Plans
2010 and beyond strategy
Strategic Input : Metropolitan Logistics Platform
South
N2
Remaining
934.46
94.5
1028.96
Central
3259
297.1
3556.1
North
733.9
311.7
1045.6
Outer West
547
908.5
1455.5
Cato Ridge S’
TOTAL
1611.8
7086.16
To Gauteng
we ni
Pinetown
Umgeni
Occupied
Total HA
N3
New economic Node in North (N2) Consolidation of Western Node at Cato Ridge (N3) Expansion of the SDB/ Port (N2) Consolidation of Pinetown New Germany New node at Shongweni
Umlazi
Approximately 2734 ha to be made available med-long-term ( between 5-20 years and subject to funding for services )
Airport
SDB/Port CBD
To Richards Bay
Transnet
–
eThekwini
Municipality
Vision
PORT OF DURBAN
IDZ AND BACK OF PORT AIRPORT DIG-OUT
Shared
BAYHEAD DIGOUT
2050 VIEW WITH TWO PORTS, IDZ, BOP AND FREIGHT CORRIDORS
Water 20 year plan
Public Transport Strategy
M25 M45
M13 M32
N3
M19 M13
M1
EXAMPLE – ICT DEVELOPMENTS
Truroland
Tongaat
Moreland
Verulam
ICT and electronic requirements being addressed • Wireless public buildings. • Fibre optic upgraded to carrier class and extended for business and community use • Wireless WAN rollout covering the city • Public Transport call centre (Dec 2008) • CCTV, tourism kiosks and communications (2008) • Terrestrial trunking (2009) • Secure network
Mzinyati
•
Umdloti
Ottawa
Phoenix North
Phoenix industrial
Ntuzuma
D
Greenbury
Waterfall
D
Newlands Clermont Parkhill Hillcrest Pinetown Umgeni
Reservoir Hills Durban North
D D
Berea Park
D
Klaarwater Mayville Mariannridge
Bellair
Rossburgh
Chatsworth D
Jacobs Havenside
Woodlands
Mobeni South
Durban South Himalayas
Engen Tara
Merewent Sukuma
Umlazi
Ispingo Lotus Park
Umbogintwini Plangweni D
Illovo South
Planned rollout Current Transtel Electrical Substations
Housing delivery plans
45
Strategic Input : Metropolitan Open Space
Legend EThekwini Municipal Area D'MOSS Proclaimed - EKZNW Proclaimed - NRB Municipal Nature Reserve EM managed Private/State/other managed Conservation zones
• 50% of the municipal area has been significantly transformed • eThekwini Municipal Area (EMA) – 229 193 ha • D’MOSS – 74 731 ha (33% of EMA) • D’MOSS mapping is undertaken with 1 in 5 000 aerial photos • To be underpinned by a systematic conservation plan (in prep) • Estimated conservative value of D’MOSS ito EGS is R 3.1 billion p.a. in 2003 (excl contribution to tourism) • Total protected – 10.9% • Total protected & managed – 8.4%
Strategic Input : Climate Change Risk and Vulnerability •
•
• •
• •
Challenge with incorporating climate change considerations into spatial planning is linked to the lack of accessible and accurate down scaled climate data. Will need tools to be developed to assist local government to use and interpret these data once they become available. Ethekwini Municipality has pioneered the development of an Integrated Assessment Tool. Key sectoral risks evaluated in detail during the development of the tool included : – Extreme rainfall – Food security – Vegetation – Health; and – Sea level rise Two time lines considered: Intermediate (2045-2065) and Long term (2081-2100) future. Additional work : SEA , reserve determination Demographic Studies to Test Spatial Development Plans
Example: climate change mitigation
The New Urbanism
Activity Patterns Plan OFFICE & RETAIL OFFICE, RETAIL & RESIDENTIAL OFFICE, RETAIL, SERVICE INDUSTRIAL RETAIL RESIDENTIAL RESIDENTIAL, LIMITED RETAIL HOTEL TRANSPORT URBAN SPACE
Forms of New Urbanism
New Urbanism is about the “Old Durbanism”
3. Addressing Indigence
Free Basic Services 9KL Water (300000HH), Free electricity, free property rates Food security (over 6000 community gardens) Creating employment Essential services to informal settlements
4. Building Our Knowledge Base: Durban’s MILE
4 Pillars of Mile Capacity Enhancement
Empowering Officials with Tools through Learning and sharing
Learning Partnerships And Networks
Collaborative Research
Learning, Sharing And Network building
Leveraging Partnerships With Tertiary Institutions
Municipal Technical Support
Offering a Municipal Technical Support service
Knowledge Management Co-ordination of Ethekwini Knowledge Management Agenda
Capacity Enhancement Mile Master Classes •Strategic Governance for the 21st Century • Creating Financially Viable Municipalities • Managing the Water and Waste Water Challenge • Rethinking Solid Waste • Climate Change for Coastal Cities
• Decent Human Settlements: Rising to the Challenge • Effective Spatial Planning and Land Use Management for Municipalities • M & E made easy: Lessons from eThekwini
PART 6: ADDRESSING SERVICE DELIVERY
Achieving our mandate: what to do!
Thinking Big and Acting Small: Short terms goals, long-term horizons Create critical mass for sustainability Build stronger networks Focus on successful regions Address our financial model (business tax, development levy, national grants) Unlocking development
Thank you!