johannesburg inner city regeneration strategy business plan

Johannesburg Inner City Regeneration Strategy Business

Plan

BUSINESS PLANFinancial Years 2004-2007

10 March 2004

Annexe AA8

AA8 Inner City Regeneration Strategy: Business Plan for 2004 - 2007

Johannesburg Inner City Business Plan 10 March 2004

Table of Contents

Page

1 Purpose and Time Frame 3

2 The Inner City 4

3 Realising the vision for the Inner City 9

4 Goals and Objectives 11

5 Current and Proposed Programme and Activities 13

5.1 Address Sinkholes 13

5.2 Undertake Intensive Urban Management 16

5.3 Maintain and Upgrade Infrastructure 20

5.4 Promote Ripple Pond Investments 20

5.5 Support Economic Sectors 26

6 Agencies in Inner City Regeneration 30

7 Institutional Arrangements 32

8 Institutional Alignment and Resources 34

9 Risk 37

10 Financial Summary 39

Annexure A: Financial Breakdown of the Five Pillar Strategy 41

Annexure B: Analysis of known private sector investment in the

Johannesburg Inner City and JDA development at

19 January 2004

45

Annexure C: Terms of Reference – Section 79 Committee 46

Annexure D: Terms of Reference – Section 80 Committee 50

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1 Purpose and Timeframe

Purpose

This is the first Business Plan to be developed for the Inner City of Johannesburg in terms of the Inner City Regeneration Strategy 2003. It serves to locate and synchronise the efforts of all agencies, led by the City of Johannesburg Metropolitan Council (CoJ), who are actively working for the regeneration of the Inner City. These agencies include local, provincial and national government, the private sector, non-governmental organisations, and the organised structures of civil society.

The purpose of the Business Plan is to capture the major Inner City development initiatives and programmes in a single document, acknowledged by all agencies. This will encourage improved coordination of efforts and mobilisation of resources, better institutional management and identification of areas for attention.

As necessary, the Business Plan will also highlight key current issues to be addressed in the process of its implementation.

Timeframe

The Business Plan covers the period 1 July 2004 to 30 June 2007, and is synchronised with the local authority financial year of the CoJ. The programmes and activities will be reviewed and adjusted annually in May each year to accommodate new projects that emerge over the next three years.

Mayoral Priorities

Jointly and severally, the programmes and institutional arrangements reflected in the Inner City Business Plan are aligned with the Mayoral medium term priorities. These are:

Economic development and job creation Public safety Service delivery excellence, customer care and Batho Pele Good governance Inner city regeneration HIV/AIDS

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2 The Inner City

Geographical Area

The Inner City forms part of the Region 8 administrative area of the CoJ. It comprises the City Centre or Central Business District (CBD); the office satellite centre of Braamfontein; the lower density, predominantly residential suburbs to the east of the City Centre of Yeoville, Bertrams, Troyeville and Jeppestown; the higher density residential areas of Berea and Hillbrow; City Deep; and with Newtown, Fordsburg, Pageview and Vrededorp to the west.

The extent of the Inner City, as approved by the Inner City Portfolio Committee, is shown on the next page.

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Boundary of the Inner City of Johannesburg

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An Area of Change and Transition

Historically, the CBD served as the primary centre of commerce and retail, with specialised sectors of legal services, medicine, education, hotels. The CBD fringe had a light manufacturing component.

Change began in the late 1970s with the suburbanisation of retail and commerce. Through the 1980s and early 1990s this was exacerbated by poor urban management, increasing population pressure, informalisation, and deregulation. The manifestation of this in bad buildings, increase in slums, increase in crime and shoddy urban environment propelled disinvestment and flight to the suburbs.

CoJ, Gauteng and private sector (via CJP) have made major efforts to stabilise the area, improve the environment, and maintain and increase investment levels. These efforts must continue in the future in a coordinated and determined fashion.

The Current Significance of the Inner City for Johannesburg

The Inner City of Johannesburg has key strategic significance for the city as a whole. This is evident from the following indicators

transport hub – it is the most important transport hub for the city’s users of public transport;

Infrastructure – historically the Inner City was the focus of intensive infrastructure investment by the public sector;

daily commuters – the daily flows of commuters in the Inner City, especially pedestrians and users of public transport, are exceptionally high, averaging 800 000 people per day;

office and residential investment – historically the Inner City was the focus on intensive investment by both the public and private sectors in office and, to a lesser extent, residential development – currently it represents more than double the A & B grade office space area of the next biggest office node, Sandton;;

contribution to GGP – Region 8, the bulk of which is occupied by the Inner City makes the single biggest contribution to the City’s economy of all 11 administrative regions;

residential population – the Inner City houses a significant proportion of the City’s population, at least 200 000 people, mainly in high density buildings;

corporate headquarters – the Inner City remains the corporate headquarters for some of the country’s largest corporations;

location of provincial & local government – the Gauteng Provincial and Johannesburg Metropolitan governments are based in the Inner City;

retail service centre for the south – the Inner City provides significant retail opportunities for the residents of the southern part of the city, especially those without access to private transport;

incubator and entry point for SMMEs – the Inner City is increasingly providing space for SMMEs to establish themselves and to grow; and

cultural assets – the Inner City houses Johannesburg’s major educational, artistic and sporting institutions and venues.

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Problems and challenges

The current city council, elected in 2000, inherited a persistent set of problems and challenges in the Inner City. Since their election the council has made significant progress in addressing these challenges. Already there are clear signals that the process of turning around the Inner City has gathered considerable momentum as a result of this council’s efforts, even in the relatively short time period. However, a fundamental element of good governance is ensuring that efforts are constantly monitored, in order to improve performance where required. The problems and challenges set out below are those that still remain critical. Addressing these problems is part of a lengthy process: none of them is likely to be addressed by an instant solution, but rather by the steady application of capacity, resources and political will over a period extending well beyond that of this Business Plan.

Council-led responses to date include:

CoJ and Gauteng have made major investments and intensified efforts to revive the area and manage the environment

Inner City Task Force established, with considerable success in by-law enforcement and closing down crime-ridden buildings

Improved co-ordination of agencies active in the Inner City, including the Council’s Region 8 Office, the Johannesburg Development Agency (JDA), the Johannesburg Metropolitan Police Department (JMPD), Blue IQ, the Metropolitan Trading Company (MTC), Johannesburg Property Company (JPC), Pikitup, Johannesburg City Parks (JCP), other Utilities/Agencies/Corporatised Entities (UACs) and the Central Johannesburg Partnership (CJP)

Commencement of regenerating Special Activity Precincts Upgrading most Inner City parks Closer working relations with Inner City property owners and managers Renewed attention to maintaining infrastructure

There are continuing areas of concern. While Inner City crime statistics are showing a reduction in many categories, levels are still high and require unremitting attention. Large areas of the built stock are affected by urban blight, characterised by the existence of ‘bad buildings’, overcrowding and illegal conversions, unmanaged informal trading and a degraded public environment. These aspects are exacerbated by a complex nexus of external factors, including market perceptions, risk-aversion and red-lining. Understanding this complexity is the key to making productive interventions, and more attention needs to be paid to gathering and acting on market intelligence.

In addition, parts of the Inner City are characterised by serious social problems associated with economic decline and poverty. These are manifest in homelessness, drug and alcohol abuse, prostitution and the like. In addition, there is the pervasive impact of HIV/AIDS throughout all social and economic sectors.

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The Need for Inner City Regeneration

The strategic importance of the Inner City to the development of Johannesburg as a world-class African city in the context of increasing global connectivity cannot be understated. Put simply, it is a major productive economic asset that provides a major contribution to the city’s gross geographic product of R 116 billion, which in turn represents 11% of the South African domestic product. It is estimated that Region 8, the greater part of which is the Inner City, contributes roughly 23% to Johannesburg’s gross geographic product, which is the largest contribution of any region. The importance of the Inner City to the economic well-being of Johannesburg is therefore a leading concern of the CoJ and is reflected in the Mayor’s selection of Inner City Regeneration as a Mayoral Priority for his current term of office.

The next closest region to Region 8 in terms of overall contribution to the city’s economy is Region 3 (Sandton/Randburg) with roughly 21%, followed by Region 2 (Midrand/Ivory Park) with 13% and Region 4 (Rosebank/Northcliff) with 10% (Urban Econ’s Inner City Economic Activity Analysis, 2003).

Maintaining and developing this economic potential must be accompanied by addressing the social conditions leading to urban blight, increasing the intensity of urban management and redressing shortfalls in service delivery and physical infrastructure.

These actions help create the setting to enable and support investment, which must be:

Competitive, with fair conditions for the operation of the market; Understandable, which requires clarity of intentions and transparency of purpose; Predictable, which demands that actions are consistent and dependable, and that

decisions are followed through

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3 Realising the vision for the Inner CityThe Vision for the Inner City was launched by President Thabo Mbeki (then Deputy President) in July 1997, following an intensive process involving provincial and local government, the private sector, community and organised labour.

The Vision: The Golden Heartbeat of Africa

A dynamic city that works… Liveable, safe, well-managed and welcoming People-centred, accessible and celebrating cultural diversity A vibrant 24-hour city A city for residents, workers, tourist, entrepreneurs and learners Focused on the 21st Century Respecting its heritage and capitalising on its position in South Africa, Africa and the

whole world A truly global city The trading hub of Africa, thriving through participation, partnerships and the spirit of

Ubuntu.

No one element of this Vision can be realized without significant economic progress in the Inner City. Currently, the CoJ and its partners expend much time and energy in reactive efforts. With sustained economic growth in the Inner City they will be able to build on the present solid foundations to sustain a more strategically positive process of regeneration and redevelopment.

Taking into account the importance of economic development as a precondition for realising the Vision, the CoJ recently formulated a Strategic Framework and rationale for development of the Inner City.

The Strategic Framework

The CoJ has developed a strategic framework and rationale for development of the Inner City over recent years.

Executive Mayoral Priority – for term of office, 2000-2005 Inner City Regeneration Strategy 2003 (The ‘5 Pillar Strategy’: Raise private

investment/property values through 1 addressing sinkholes, 2 creating ripple pond investments, 3 support to economic sectors, 4 intensive urban management and 5 maintaining/upgrading infrastructure)

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These are based on:

Vision for the Inner City (1997) (Golden Heartbeat of Africa etc)

Economic Development Framework of Greater Johannesburg (1999) (Golden Triangle of Central Core-JIA-Midrand)

Inner City Spatial Framework (1999) (12 Parallel Strategies)

Inner City Economic Development Framework 1999 (12 Parallel Strategies)

City Centre Development Framework 2000 (Precinct development)

Local Integrated Development Plan (2001) – incorporated into Regional Spatial Development Framework

Inner City Urban Renewal Strategy (Inner City Task Force) 2001 (Getting basics right, Inner City Task Force, Crime Reduction, Informal Trade

Management, Taxi Management, By-law enforcement, Service Delivery co-ordination, Revenue collection)

Johannesburg 2030 2002 (Crime prevention, Skills development, Spatial planning, Utilities, Telecoms,

Transport, Information systems, Sectoral development, Catalyst Projects, SMEs & Linkages, shrinking the office core of the Inner City)

Integrated Transport Plan (2003)

Address sinkholes

Intensive urban

manage-ment

Ripple-pond investments

Support economic

sectors

Maintain/upgrade

infra-structure

Raise & sustain privateinvestment leading to steady

rise in property values

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4 Goal and ObjectivesThe Inner City Regeneration Strategy was approved by the CoJ Mayoral Committee on 27 February 2003, and encompasses the goal, objectives, programmes and activities set out in the following sections.

4.1 Goal

The Goal of the regeneration effort in the Inner City is to:

Raise and sustain private investment leading to a steady rise in property values

4.2 Objectives

The main objectives necessary to achieve this goal are to:

Address Sinkholes

Sinkholes are:

Properties that are slummed, abandoned, overcrowded, poorly maintained, often owned and neglected by the public sector

Properties used for illegal or unsuitable purposes (shebeens and clubs in incorrect places, prostitution, drugs, sweatshops, panel beaters in residential areas etc)

Sinkholes ‘pull down’ adjacent properties and city blocks by creating disincentives to private investment and blocking sales, and can spread to include whole neighbourhoods. The sinkhole syndrome is exacerbated by red-lining, poor urban management, poor credit control and badly managed sectional title.

Undertake Intensive Urban Management

Intensive urban management involves focusing efforts to ensure effective by-law enforcement, management of informal trading, regular or improved delivery of services and utilities, and maintenance of the public realm. Private examples include the City Improvement District programme and CCTV surveillance, while public-led efforts include the work of the Inner City Task Force.

Maintain and upgrade infrastructure

This objective relates primarily to the maintenance and improvement of service delivery infrastructure, including roads, street signs and robots, water, sanitation and power networks, and waste collection points. It is primarily a function of the CoJ’s utility companies.

Promote Ripple-pond investments

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Ripple-ponds are catalytic, concerted investments in property that create confidence for further investment in adjacent areas. Either public, private or a combination, examples include Braamfontein, Metro Mall, Constitution Hill and Newtown Cultural Precinct. A crucial requirement to make a ripple-pond investment effective is the support by the CoJ and its partners to ensure that the environment immediately surrounding the investment is especially well managed. Failing to do this may well negate the value of the initial investment.

Support Economic Sectors

This entails careful assessment of those areas of economic activity that are of current or potential importance to the gross geographic product of the Inner City, followed by the design and implementation of carefully crafted interventions to promote and assist their growth. These actions are most usually a combination of public and private initiatives (for example the ‘Open for Business’ support centre for SMMEs or the Fashion District)

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5 Current and Proposed Programmes and Activities

This section sets out current and proposed programmes and activities aligned with the Five Pillars and objectives of the Inner City Regeneration Strategy. The time frames are set out in quarters by calendar year. Project and programme budget allocations are awaiting confirmation as Council is currently going through a budget allocation process.

5.1 Address Sinkholes

Current Programmes and Activities

1. Better Buildings Programme Description Continued implementation of Better Buildings Programme and fast track

implementation of CoJ social housing programme via targeted area approach and dedicated Action Team.

Time frame Q3 2004 – Q2 2007Milestones 15 buildings by Q2 2004, total of 55 buildings by Q4 2006Responsibility Johannesburg Property Company (JPC)Anticipated cost R21 580 735 Allocation R21 580 735 (JPC)Activity Status Current

2. Block-by-Block Database Description Ongoing survey of inner city built stock on a block-by-block basis to identify

by-law and building code infringements, illegal activities etc. Time frame Q3 - Q4 2004 (Phase 1)Milestones Q3 2004: Inner City, Q4 2004: Peripheral Areas Responsibility Inner City Task ForceAnticipated cost R 300 000 Allocation NONEActivity Status Current

3. Building Control and Illegal BusinessesDescription Intensive programme ( building closures, clean-ups, legal action, etc) to

identify and take action against building control violations and illegal businesses.

Time frame Q3 2004 – Q2 2007Milestones Q4 2004: All dangerous buildings, Q4 2006: Action instituted remaining

identifiedResponsibility Inner City Task ForceAnticipated cost R 30.0 m Allocation NONE Activity Status Current

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4. Inner City Task Force Special Projects – ‘Blitz’ operationsDescription Multi disciplinary operations (including a range of other law enforcement

agencies) in identified areas where severe decay exists including breakdown of law and order which have a severe effect on the whole city e.g. Hillbrow. This includes a dedicated outside enforcement team focusing on specific areas.

Time frame Q3 2004 – Q2 2007 (ongoing)Milestones Estimated no of operationsResponsibility Inner City Task ForceAnticipated cost R 5.0 m Allocation NONEActivity Status Current

5. Inner City Property DatabaseDescription To provide a comprehensive data base of all properties in the CBD (Core)

with owners and agents contacts. Time frame Q4 2003 – Q2 2005Milestones Q2 2004: Core CBD: Q2 2005: Extended areaResponsibility Johannesburg Property Company (JPC)Anticipated cost R150 000 Allocation R 150 000 (JPC existing:

2003/2004)Activity Status Current

6. Greater Joubert Park PrecinctDescription To stabilise and eventually uplift the Greater Joubert Park Precinct, a CBD

sinkhole area broadly bounded by Smit Street, End Street, Kerk, Jeppe and Rissik Street. This complex project involves immediate ‘clean-up’, followed by production and implementation of strategies for future economic development. (The Greater Joubert Park Precinct link to Project 47: Gautrain Precincts: Park Station)

Phase I (short-term) Operational Management focus: Regularisation of taxi areas and informal trading sites (MTC) Clean-up and enforcement blitz (Inner City Task Force) Ongoing informal trading management (MTC) Phase II: Planning and strategy focus: Conceptualisation, planning, property surveys and development of

strategies for regenerationPhase lll: Detailed planning and begin implementation Follow-up specific project planning concurrent with targeted interventions

(for example, via Better Buildings Programme)Phase lV: Full implementation Full implementation of Strategy developed in Phase ll

Time frame Overall Q1 2004 – Q4 2008Milestones Phase l: Q1-Q2 2004; Phase ll: Q1-Q2 2004; Phase lll: Q3 2004- Q2 2005;

Phase IV: Q3 2004-Q2 2008Responsibility Phase I: Inner City Task Force, MTC & JRA; Phase II: EDU; Phase IIl

EDU/JDA; Phase IV: JDAAnticipated cost R 6.7m to the end

of Phase IIIAllocation Phase l and Phase II: R5.7m capex and

opex (EDU)Phase lll: R1.0m EDU/JDA (sought)

Activity Status Current

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Proposed Programmes and Activities

7. Survey of bad buildings in the Inner CityDescription Develop and maintain a database of all buildings in the Inner City, including

residential areas, indicating which are ‘bad buildings’ in terms of a predetermined set of criteria

Time frame Q3 2004 - Q4 2005Milestones Q3 2004: Inner City, Q4 2004: Peripheral Areas, Q4 2005: on GISResponsibility Region 8 Office / Inner City Task Force / Johannesburg Property CompanyAnticipated cost R 300 000 Allocation NONEActivity Status Proposed

8. Inner City Database Sinkhole MapsDescription To create a baseline map of Inner City sinkholes against which progress of

eradication can be measured, and emergence of new areas to be targeted for action can be identified. This will assist in identifying development opportunities (including buildings appropriate for demolition, conversion and refurbishment)

Time frame Implemented in Q4 2003 and updated on a bi-annual basisMilestones Q3 and Q4 2004, Q2 and Q4 2005, Q2 2006Responsibility Johannesburg Property Company (JPC)Anticipated cost R 800 000 Allocation NONEActivity Status Proposed

9. Liquor Outlets Description To draw up a database of liquor outlets in the Inner City and monitor trends

and process for issuing of liquor licenses by the Gauteng Provincial Government.

Time frame Q3 2004 – Q4 2005Milestones Q3 2004: Special projects Hillbrow/Berea; Q3 2005: All areas; Q4 2005:

Database completeResponsibility DPTE / EDUAnticipated cost R 200 000 Allocation NONEActivity Status Proposed

10. Mapping and Monitoring of Transitional spacesDescription To map and monitor transitional spaces against a pre-determined set of urban

blight indicators to ensure that there is no further deterioration or those possibilities for investment can be highlighted. Areas include Parktown edge (between Hillbrow and suburbs), Judith’s Paarl, parts of Joubert Park and Bellevue East, Booysens, Pageview, Fordburg, Vrededorp, Bertrams, Bez Valley, Mayfair, Yeoville, All peripheral areas

Time frame Q3 2004 – Q2 2007Milestones Q3 2004: Implementation; Ongoing monitoring till Q2 2007Responsibility Region 8 Office / Inner City Task Force / DPTE / EDUAnticipated cost R 800 000 Allocation NONEActivity Status Proposed

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5.2 Undertake Intensive Urban Management


11. Environmental Management and Law EnforcementDescription These tasks form part of the brief of the Inner City Task Force, operated from

the office of the Region 8 Director, but with cooperation from the JMPD, SAPS and SANDF

Time frame Q3 2004 – Q2 2007Milestones Ongoing projects, mass operations, clean ups, crime prevention (sustained)Responsibility Region 8 / JMPD / SAPS / SANDFAnticipated cost R 4.0 m Allocation NONEActivity Status Current

12. City Improvement DistrictsDescription Programme to support and maintain current, and establish new, City

Improvement Districts (CIDs). Registered CIDs are Central and South Western, Northern. Voluntary CID’s include Newtown, Legislature, Transnet safety corridors, Constitution Hill and Civic Centre. CIDs planned or under consideration are Braamfontein, Retail and Louis Botha Ave/Orange Grove, Ellis Park / New Doornfontein, Fashion District, Benrose Industrial, Diagonal Street and Yeoville.

Time frame Q3 2004 – Q4 2004Milestones Braamfontein and Retail CID application Q3 2004

Newtown, Transnet Safety Corridors Q4 2004Responsibility CJPAnticipated cost R 450 000 Allocation NONEActivity Status Current (and some proposed)

13. Municipal Court Description Establishment of dedicated court for rapid processing of matters relating to

by-law enforcement and legal infringements. Court allocated, magistrate identified, prosecutors being trained. The court should only commence once the by-laws are promulgated. Approval of Premier awaited and fines to be finalised.

Time frame Q3 – Q4 2004Milestones Appointment of prosecutors and administrative staffResponsibility JMPD / Legal Services / Department of JusticeAnticipated cost R750 000 Allocation NONEActivity Status Current

14. CCTV Description Monitoring of activities in Johannesburg CBD via close-circuit television

cameras. JMPD responsible for current contract with outside service supplier Future CCTV installation will be project-linked and subsumed within project budgets

Time frame OngoingMilestones Planned increase in CBD to 360 cameras Q3 2003.Responsibility JMPD / CMUAnticipated cost R 90.0 m (R 30.0 m per annum) Allocation R 90.0 m Activity Status Current

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15. Credit ControlDescription Action and reporting on credit control activities on rates and service charges

by Revenue Department (Inner City Credit Control and Legal Action).

Time frame 2003 / 2004Milestones Hand over R 3.0 bn (R 4.4 bn at 31 Jan 04); Collect R 55.0 m (R 180.0 m at

31 Jan 04)Inner City Collection: R 164.0 m (R 140.0 m at 31 Jan 04); Arrangements: R 23.0 m (R 49.4 m at 31 Jan 04) Exceeded targets to date

Responsibility Inner City Credit Control and Legal ServicesAnticipated cost R 50.0 m Allocation NONEActivity Status Current

16. Market Development and Management ProgrammeDescription Facility Management of taxi ranks, Formal markets and Informal Markets

(operational or under improvement) at Metro Mall, Yeoville, Hillbrow, Faraday, Kwa Mai-Mai and Jeppe. Site under development at Windybrow.Analysis of current trading activities in the COJ. The registration/ licensing of informal traders in the COJ. The development of type A,B,C & D type markets. Support and training of the informal traders.

Time frame Proposal with City Council to agree 5 year management contract for each facility. Market roll-out complete by end 2005

Milestones Windybrow in development: Q3 2004 Workshop with role-players: Q3 2004, Site identification: Q3 2004, Market development and hand over to MTC Q3 2004 – Q4 2005, Training 300 informal traders: Q3 2004Survey and analysis complete Q3 2004, Roll out of markets Q3 2004 – Q4 2005

Responsibility EDU responsible for market demand and location identificationMTC responsible for development, implementation and operation

Anticipated cost R 2.5 m – Windybrow (cap ex)R 11.0 m for 2004 for CoJR 12.0 m for 2005 for CoJ(included is R3.0 m operational expenditure for Metro Mall per annum)R 25.0 m (cap ex)R 34.6 m (op ex over 3 years)

Allocation R 2.5 m (City Council – capex for Windybrow)R 23.0 m (CoJ)R1.4m (EDU existing: 2003/2004)


17. Informal Trade Development Programme – EnforcementDescription By law enforcement and policing of restricted trade zones.Time frame OngoingMilestones OngoingResponsibility JMPD / ICTFAnticipated cost Departmental cost of JMPD Allocation Incorporated in JMPD

budgetActivity Status Current

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18. Inner City Distribution Services Description Investigate the Feasibility of an Inner City Distribution System for the City of

Johannesburg. The feasibility study will include the status quo, findings and recommendations on the distribution system – both road based and light rail. The report will be submitted to Council during May 2004.

Time frame Q4 2003 – Q1 2004Milestones Feasibility Study: Q1 2004Responsibility Department of Development Planning, Transportation and Environment –

Transport PlanningAnticipated cost R 250 000 Allocation R 250 000 (CoJ)Activity Status Current


19. Transitional Shelter ProgrammeDescription Review and redefine current policy. Prepare implementation plan.Time frame Q3 2004 – Q1 2005Milestones Implementation Plan: Q1 2005Responsibility HousingAnticipated cost R 240 000 Allocation NONE Activity Status Proposed

20. Integrated Inner City Information Management System Description The development of an Integrated Inner City Information Management System

to improve intelligence on monitoring Utility service delivery to support regeneration by (1) developing relevant indicators; (2) obtaining information against those indicators via interrogation of Utility business and operational plans, and specific information requests; (3) establishing baseline to be followed by bi-annual updates for presentation of information; and (4) institutionalising regular reporting (5) produce breakdown of urban management programme, activities and budget for the Inner City vis-à-vis Region 8, and priorities for intervention re revised by-laws and development guidelines.

Time frame Q3 2004 – Q2 2007Milestones Develop Indicators (Q3 2004); Establish Baseline (Q3 2004); Bi-annual

reports (Q4 2004, Q2 2005, Q4 2005, Q2 2006, Q4 2006, Q2 2007)Responsibility CMUAnticipated cost R 4.0 m Allocation NONEActivity Status Proposed

21. CID EvaluationDescription Evaluate effectiveness of CID initiatives, including enabling environment, to

identify lessons for improved performance and connection to areas of economic concentration as well as the prospects of extending the idea of CIDs to less prosperous business areas.

Time frame Q 1 – Q4 2005Milestones To be agreedResponsibility JDA Anticipated cost R 120 000 Allocation NONEActivity Status Proposed

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22. Legislation ReviewDescription Review current national, provincial and locally-relevant legislation relating to

hindering effective urban management with a view to identifying additional, revised or new powers to allow for faster and more effective legal interventions (including increasing the powers of Municipal Court, reviewing ordinances that delay implementation of enforcement measures in respect of ‘bad’ buildings, and revising legislation that makes it difficult for the CoJ to prosecute those guilty of illegal electricity connections)

Time frame Q3 2004 – Q2 2006Milestones Q3-Q4 2004 Monitor, Q1-Q2 2006 SubmissionResponsibility Legal ServicesAnticipated cost R 100 000 Allocation NONEActivity Status Proposed

23. Social ProgrammesDescription Development of strategy and programme to address issues of poverty

reduction and social exclusion within Inner City activities (including homelessness, street children, drug abuse etc). Development of the strategy in line with the city wide strategy to be complete by June 2004.

Time frame Q3 – Q4 2004Milestones Business Plan, Expansion and alignment of departmental, regional and

external roll players deliverables to optimalise collation of anticipated deliverables for 2004-2006

Responsibility Region 8 / Social ServicesAnticipated cost R 200 000 Allocation NONEActivity Status Proposed

24. ‘Sense of Place’ Niche RetailDescription Retail sector investigation i.e. facilitate establishment of coffee shops and

similar activitiesTime frame Q3 2004 – Q2 2005Milestones Completed investigation and Implementation PlanResponsibility EDUAnticipated cost R 200 000 Allocation NONEActivity Status Proposed

25. ‘Sense of Place' Public Environment ProgrammeDescription Development of Public Environment Programme to create coherent

streetscapes (including attention to street lighting, planting and street furniture)Time frame Q3 2004 – Q1 2005Milestones Design and Development ManualResponsibility JDAAnticipated cost R 500 000 Allocation NONEActivity Status Proposed

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5.3 Maintain and upgrade infrastructure


26. Infrastructure MaintenanceDescription Ongoing maintenance of Inner City infrastructure: roads and stormwater

drainage, traffic lights, road markings and signage, water and sanitation system, and power. Maintenance work primarily reactionary (apart from JRA planned roads rehabilitation programme). Inner City Task Force (Infrastructure Unit) produces regular data break out from relevant Utility records and reports to S79 Committee.

Time frame Q3 2004 – Q2 2007 Milestones Ongoing maintenanceResponsibility Inner City Task Force (Infrastructure Unit)Anticipated cost UAC annual budget Allocation UAC annual budgetActivity Status Current


27. Utility Infrastructure Programmes Description Improve intelligence on forward planning and cyclical maintenance of Utility

infrastructure programmes in the Inner City by interrogation of Utility business and operational plans, as the first phase of developing a long-term 10 year plan with indicative budget. Begin by establishing baseline to be followed by bi-annual updates for presentation of information; and institutionalising regular reporting.

Time frame (Phase One) Q3 2004 – Q3 2005Milestones Develop information requirements (Q3 2004); Establish Baseline (Q3 2004);

Bi-annual reports (Q4 2004, Q2 2005, Q4 2005, Q2 2006)Responsibility CMU / DPTE Anticipated cost R 2.0 m Allocation NONEActivity Status Proposed

5.4 Promote Ripple-pond investments


28. Rissik Street Post OfficeDescription To secure a developer for the building through a sale or lease agreementTime frame Initiate project: Q1 2004Milestones Tender: Q1 2004; Appoint: Q2 2004; Development: Q3 2004Responsibility Johannesburg Property Company (JPC)Anticipated cost R 2.7 m Allocation R 2.7 m (JPC)Activity Status Current

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29. Greater Newtown Description Major precinct development to promote creative industries, cultural activities

and tourism via improvements to public realm, transport network and buildings. Associated major residential development.

Time frame Q3 2004 – Q2 2007Milestones Implementation Q2 2007Responsibility JDAAnticipated cost R 600.0 m Allocation R 300.0m (National, Provincial, Local

Government)R 300.0 m (Estimated private sector investment)


30. Constitution HillDescription Major new precinct development to develop Constitutional Court,

accommodation for Ch9 institutions, new public open space, heritage, tourism, retail and commercial activities, along with community and recreation facilities.

Time frame Q3 2004 – Q2 2007Milestones Implementation Q4 2006 Responsibility JDAAnticipated cost R 854.3 m Allocation R 474.3m

(National, Provincial, Local Government)R 280.0 m (Estimated private sector investment)R 100.0 m (Estimated donor finance)


31. Braamfontein RegenerationDescription Development of upgraded public realm through development partnerships to

lever in private sector investment, promote business confidence, support improvement and use of property stock, encourage evening usage and improve urban management via the establishment of a CID.

Time frame Q3 2004 – Q2 2007Milestones Implementation Q2 2007Responsibility JDAAnticipated cost R 80.0 m Allocation R 27.5 m (Local government)

R 12.0 m (Estimated private sector investment in corporate precinct)R 40.5 m (Estimated private sector investment)


32. Greater Ellis Park / Bertrams / DoornfonteinDescription Project focusing on Ellis Park Sports Precinct, Bertrams and Doornfontein to

upgrade public environment in Precinct and surrounding residential areas, improve transport network, access, parking and holding areas. Could increase in importance depending on Soccer World Cup 2010 bid.

Time frame Q3 2004 – Q2 2007Milestones Investigation Q4 2004; Business Plan Q4 2005Responsibility JDAAnticipated cost R 600.0 m Allocation R 69.0 m (Seed capital from Local Government)Activity Status Current

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33. Main StreetDescription Continued upgrade of Main Street from Anglo American to Gandhi Square to

promote retail activity and consolidate existing office sector.Time frame Q3 2004 – Q1 2005Milestones Implementation Q3 2005Responsibility JDA / Private SectorAnticipated cost R 12.0 m Allocation R 2.0 m (Local Government)

R 10.0 m (Private Sector committed)Activity Status Current

34. Drill HallDescription Conversion of Drill Hall into public open space, tourism attraction and

recreation facility. Promotion of investment in nearby commercial and residential property.

Time frame Q1 - Q2 2004Milestones Implementation Q2 2004Responsibility JDAAnticipated cost R 11.0 m Allocation R 11.0 m (R 5.0 m COJ existing: 2003/2004)

(R 6.0 m CoJ)Activity Status Current

35. Yeoville Rockey Street UpgradeDescription Project under JDA ‘Main Streets’ programme involving improvement of public

realm, addressing transport network, stabilising current economic activities and promoting investment.

Time frame Q3 2004 – Q2 2007Milestones Business Plan Q3 2004; Implementation Q2 2007Responsibility JDAAnticipated cost R 20.0 m Allocation R 2.0 m (Seed Capital – JDA)

R 18.0 m (Private Sector Investment plus allocation from UAC capex)


36. Upgrade Faraday Station & EnvironsDescription Creation of multi-nodal transport facility (rail, bus, taxi), market trading and

retail facilities, upgraded public realm and residential units.Time frame Q1- Q2 2004Milestones Implementation and handover to MTC by Q3 2003; evaluation complete by

Q2 2004Responsibility JDAAnticipated cost R 45.0 m Allocation R 45.0 m (CoJ)Activity Status Current

37. Upgrade Jeppe Station & EnvironsDescription Creation of multi-nodal transport facility (rail, bus, taxi), market trading

facilities, upgraded public realm and residential units. Upgrade surrounding commercial and industrial areas.

Time frame Q1 2004 – Q4 2005Milestones Implementation and handover to MTC Q1 2004; Evaluation: Q2 2004Responsibility JDAAnticipated cost R 8.0 m Allocation R 8.0 m (CoJ)Activity Status Current

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38. Legislature Precinct / Beyers Naudé Square Description Development of the Gauteng Legislature Precinct and Beyers Naude Square

into an integrated cultural and heritage precinct

Time frame Q3 2004 – Q2 2007 (to be completed by 2009)Milestones Planning completed: Q4 2004; Implementation to commence: Q2 2005Responsibility Gauteng legislatureAnticipated cost R 60.0 m Allocation To be allocated for buildings from provincial

government and for Square from CoJActivity Status Current

39. ChinatownDescription Development of upgraded public realm of existing Chinatown to enhance

distinctive nature of area development partnerships, promote business confidence, support re-investment in property stock and new businesses appropriate to Chinatown, promote tourism to the area, encourage new residential in middle income sector and improve urban management through the establishment of a CID

Time frame Q3 2004 – Q2 2007Milestones Development framework complete; Business Plan: Q 4 2004; Implementation:

Q2 2007Responsibility JDAAnticipated cost R 2.0 m Allocation NONE


40. Urban Development Zone IncentiveDescription Designation and implementation of the Urban Development Zone Incentive.

Approximately one-third of the Inner City (690ha) may be designated. Actions are: a) establish boundaries and promulgate; b) design system for granting of certificates; c) identifying additional measures to complement the UDZ, especially on boosting demand for space by tenants in the demarcated area; and d) determining appropriate indicators to monitor impact of the UDZ; e) associated marketing to development and investors

Time frame Q3 2004 – Q2 2007Milestones Effect legislation by Q2 2004, Finalise, market and implement legislation: Q2

2005 – Q2 2007Responsibility EDU Anticipated cost

R 3.0m (R1m pa) Allocation Promulgation and system: R 120 000 (EDU – existing)Marketing: R 120 000 (EDU – existing)

Activity status Current

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41. Jewel CityDescription Jewel City is a vital generator of economic activity in the inner city, with a turn

over of R 1.5 billion per annum. Programme for support of jewellery sector to be developed, (could include urban upgrading and development) residential development, retail, additional manufacturing, improved security and tourism development

Time frame Q3 2004 – Q2 2006Milestones Feasibility study: Q4 2004; Commencement of Implementation: Q2 2006Responsibility EDU/JDAAnticipated cost R 50.0 m Allocation R 400 000 (EDU existing: 2003/2004 for

feasibility study)Activity Status Current

42. Hillbrow-Berea Regeneration StrategyDescription Investigation of potential and development of strategy to promote ripple-pond

investments in Hillbrow. Development of a strategy and implementation plan for the regeneration of Hillbrow. May result in further projects

Time frame Q1 2004 – Q2 2004Milestones Audit, strategy, implementation planResponsibility EDUAnticipated cost R 120 000 Allocation R 120 000 EDU existingActivity Status Current

43. High Court PrecinctDescription Development of upgraded public realm in precinct of the High court through

development partnerships, promote business confidence, support re-investment in property stock, encourage new residential in middle income sector and improve urban management through the establishment of a CID

Time frame Q3 2004 – Q2 2006Milestones Business Plan Q4 2004; Implementation Q2 2006Responsibility JDA / Private sector through CIDAnticipated cost R 15.5 m Allocation R 10.0 m (Private sector)

R 5.0 m (CoJ)R 500 000 (EDU)


44. Provincial Government Precinct –‘Kopanong’Description Consolidation of provincial government real estate and functions in upgraded

major precinct, including 10 government buildings, three new commercial developments and 150,000 m² of new construction. The precinct will extend from Rissik Street (east) to Sauer Street (west), Pritchard Street (North) and Fox Street (south), and will include new open space to be created between Commissioner, Market, President & Sauer, and pedestrianisation of other areas. R280m has already been spent on purchasing properties.

Time frame Q3 2004 – Q2 2007Milestones Implementation complete Q2 2007Responsibility Gauteng Provincial GovernmentAnticipated cost Not quantified Allocation NONEActivity Status Current

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45. Investment Intelligence & PackagingDescription Develop more consolidated and pro-active view of potential ripple-pond

investments via improved intelligence from developers and property industry, with a view to promote and package development opportunities.

Time frame Q3 2004 – ongoingMilestones Programme in place, Data base packagingResponsibility JDAAnticipated cost R 3.0 m (R 1.0 m per annum) Allocation NONEActivity Status Proposed

46. Fordsburg SquareDescription Development of upgraded public realm through development partnerships,

promote business confidence, support use and investment in property stock and improve urban management via the establishment of a CID. CJP to initiate with personnel support from JDA.

Time frame Q3 2004 – Q2 2006Milestones Development framework complete: Secure finance: Q4 2004:

Implementation Q2 2006Responsibility Private Sector (CJP) /CoJAnticipated cost R 15.0 m (R2.5m public finance to

lever R12.5m private finance)Allocation NONE

Activity Status Proposed

47. Gautrain Precincts: Park StationDescription One of five Station precinct upgrades to be implemented under the Gautrain

project, creating commuter, taxi, trading and commercial facilities. (This project links to Project 6: Greater Joubert Park Precinct)

Time frame Q3 2004 – Q2 2007Milestones Business plan: Q2 2005: Implementation Q2 2007Responsibility JDAAnticipated cost R 50.0 m Allocation R 10.0 m (Seed Capital by Local Government

included in JDA indicative allocations for Gautrain precinct programme: indicative allocations subject to budget approval)R 40 m (Shortfall)


48. New Public Open SpaceDescription Develop new public open space for recreation, cultural and environmental

purposes through demolishing dysfunctional buildingsTime frame Q3 2004 – Q3 2005Milestones Strategy & Implementation planResponsibility City Parks (Under JMOSS system)Anticipated cost R 5.0 m Allocation NONEActivity Status Proposed

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5.5 Support Economic Sectors


49. Fashion DistrictDescription Create distinct and viable Fashion District to promote growth and

sustainability of enterprises, promote cross border shopping and tourism, and improve access to social and economic opportunities.

Time frame Q3 2004 – Q2 2007Milestones Implementation Q2 2007Responsibility JDA / EDUAnticipated cost R 25.0 m Allocation R 10.0 m (CoJ – 2004/5)

R 5.0 m (CoJ – 2005/6)Activity Status Current

50. Hillbrow Health Centre of Excellence/ Medical Precinct Description This project aims to stabilise, consolidate and promote economic

development in the Medical Precinct north of Constitution Hill via precinct development and business support. It involves: a) an economic assessment of the area;(b) a sectoral feasibility study to identify development opportunities (c) a business plan for the creation of a major medical precinct; (d) integration into the wider project plan and improvements to the RHRU/Esselen St Clinic Health Centre of Excellence node; and (e) integrated redevelopment and regeneration opportunities for the wider communities in the area.

Time frame Q3 2004 – Q2 2007Milestones Investigation Q4 2004; Implementation Q2 2007Responsibility JDAAnticipated cost R 60.0 m Allocation R 28.0 m (Seed Capital in

JDA budget)R 180 000 (EDU)


51. Cross Border Shopping HubDescription Project under JDA ‘Catalytic Projects’ / EDU Joburg 2030 programme aimed

at establishing a Cross Border Shopping Hub. Time frame Q3 2004 – Q2 2006Milestones Pre-feasibility study: Q3 2004, Project proposal: Q3 2004, Implementation

complete: Q2 2006Responsibility CoJ Marketing Department / EDU / JDAAnticipated cost R 10.0 m Allocation Part of R 80.0 m indicative

budget for ‘catalytic’ projects


52. Assessment of impact of Integrated Transport PlanDescription Investigation of impact of Integrated Transport Plan on Inner City, with

particular emphasis on intended reduction in number of taxi ranks Time frame Q1-Q2 2004Milestones Completed report by end Q2 2004Responsibility EDU (DPTE)Anticipated cost R 250 000 Allocation R 250 000

(EDU existing)Activity Status Current

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53. Publicly-owned Property Audit Description Investigation of publicly-owned property portfolio in the Inner City to determine

condition, ownership, current use, intentions and maintenance programme, with details drawn from JPC exercise on Inner City Property Database, Inner City Task Force block-by-block survey, Department of Public Works register, and local and provincial government property records.

Time frame Q4 2003 – Q2 2005Milestones Scoping commenced, Audit completeResponsibility JPCAnticipated cost NONE Allocation NONEActivity Status Current

54. Inner City Investors Liaison Description Programme focused on identifying and meeting the needs of the business

sector in the inner city, especially the property sector. In particular involves establishment of Investors Forum, and two functions with investors by June 2004.

Time frame Q3 2004 – ongoingMilestones Programme in placeResponsibility EDU Anticipated cost R 360 000 (R120 000 pa) Allocation R 80 000 (EDU existing:

Q2 2004)Activity Status Current


55. Assessment of Planning zones in the Inner CityDescription Assessment of current zoning regimes in the Inner City in respect of relevance

to prevailing conditions and plans for area development. Identification of priority areas for rezoning to promote new development in line with precinct plans.

Time frame Q3 2004 – Q3 2005Milestones TORs, completed reportResponsibility EDU / JDAAnticipated cost R 200 000 Allocation R 200 000 –(EDU existing:

2003/2004) (possible DPTE)Activity Status Proposed

56. Financial instruments and support economic growth Description Development/expansion of residential Rates Rebates, packaging and

marketing issuesTime frame Q3 2004 - Q2 2006 (and possibly ongoing)Milestones Investigation complete Q2 2005, implementation commenced Q2 2006 Responsibility EDUAnticipated cost R 500 000 Allocation NONEActivity Status Proposed

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57. Private Sector Residential Development FacilitationDescription Support the residential development sector in the Inner City, especially in

relation to building conversion and the construction, sale and letting of middle to upper income residential units.

Time frame Q3 2004 – Q3 2005Milestones Status quo assessment complete: Q4 2004Responsibility EDU /JDAAnticipated cost R 300 000 Allocation NONEActivity Status Proposed

58. Parking Description Development of coherent plan for parking in the Inner City, with emphasis on

identifying and promoting opportunities for private sector parkade development

Time frame Q3 2004 – Q3 2005Milestones Audit, strategy, Business PlanResponsibility JDA / DPTEAnticipated cost R 500 000 Allocation NONEActivity Status Proposed

59. Inner City Tourism Description Development of Inner City Tourism Strategy.Time frame Q3 2004 - Q2 2005Milestones Completed strategyResponsibility COJ Tourism & Marketing Department / EDU / Region 8Anticipated cost R 120 000 Allocation 120 000 EDU existingActivity Status Proposed

60. Inner City Marketing and CommunicationDescription Development of Inner City Marketing and Communication Strategy.Time frame Q1 – Q4 2004Milestones Development of campaign, implementation of campaignResponsibility COJ Tourism & Marketing Department / EDU / Region 8Anticipated cost R 120 000 Allocation 120 000 EDU existingActivity Status Proposed

61. Tertiary Education SectorDescription Investigation of Inner City Education Sector (higher education institutes and

private sector colleges) to identify opportunities to strengthen linkage and promote economic agglomeration.

Time frame Q3 2004 – Q3 2005Milestones Strategy developed and other milestones to be confirmedResponsibility EDU Anticipated cost R 200 000 Allocation R 200 000 (EDU existing:

2003/2004-study only)Activity Status Proposed

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62. Joburg Central Library: Centre of ExcellenceDescription To develop the Central Library into a Centre of Excellence which would include

inter alia, an Arts Centre, Literacy Centre, an upgraded modern Children's Library and provide Internet Access to library users (Cyber Space) as well as to promote lending service with CEDA College.

Time frame Phase i Q1 2004 – Q4 2004, Phase ii Q1 2005 - Q4 2005, Phase iii Q1 2006 - Q2 2007

Milestones MICHAELIS Art Library / MPHATLALATSANE Literacy Centre / Children's Library established, other milestones to be confirmed

Responsibility Region 8 & LISAnticipated cost

R 900 000 Allocation R 40 000 (MTN over 3 years) R 75 000 (Friends of the Library for upgrading Children's Library) R 75 000 (Friends of the Library for Cyber Space) R 710 000 (Shortfall)


63. Community Education /Development FacilitationDescription To develop an education programme to facilitate the development of

community groups (who feel victimised) to become aware of and understand relevant by-laws of the City; in order to foster a culture of co-operation and promote good relations, especially with informal traders, taxi-owners, illegal occupants, etc.

Time frame Phase i Q3 2004 – Ongoing Milestones Investigation, strategy, proposal call and implementationResponsibility EDU / JDA/ Inner City OfficeAnticipated cost

R 3.0 m Allocation NONE


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6 Agencies in Inner City Regeneration

Clearly the strategic framework for development in the Inner City is in place, and reflects a thorough analysis of problems, challenges and necessary actions. An appraisal of implementation reveals a variety of agencies responsible for Inner City development, programme implementation and service delivery. This is understandable given the social, economic and physical complexity of the Inner City, and the dynamic nature of its development trends.

These agencies include:

City of Johannesburg Metropolitan Council

CoJ Central Region (Region 8) – Inner City falls within its jurisdiction, responsible for coordinating service delivery and administration, Inner City Task Force, by-law enforcement

CoJ Economic Development Unit – responsible for implementation of Joburg 2030, strategic economic development planning

CoJ Corporate Planning – responsible for Integrated Development Planning, and performance management

CoJ City Manager’s Office – responsible for overall planning and accountability for service delivery

CoJ Planning Department – responsible for local planning regime and infrastructure coordination

CoJ Finance Department – responsible for service billing, rates collection and credit control

CoJ Contract Management Unit – responsible for oversight of operational plans, programmes and activities of Utilities, Agencies and Corporatised entities (UACs) against their agreed business plans

Johannesburg Metro Police Department CoJ Housing Department – responsible for inner city housing programmes

Utilities, Agencies and Corporatised entities

City Power Joburg Water Pikitup Johannesburg Development Agency – responsible for project management and

development in special activity precincts and urban regeneration projects Johannesburg Property Company – now responsible for Better Buildings Programme Johannesburg Roads Agency Metro Trading Company

Provincial Government

Blue IQ – investment agency for strategic economic infrastructure Provincial departments

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Private Sector

Johannesburg Inner City Business Coalition (JICBC) Central Johannesburg Partnership (CJP) – responsible for roll-out and

implementation of City Improvement Districts

Property Owners and Managing Agents Association (POMA) Project specific stakeholders

Community Sector

Johannesburg Inner City Community Forum Association of Social Housing Associations

This list of agencies and stakeholders is not exhaustive and will clearly change over time. For example, the Industrial Development Corporation (IDC) or the Development Bank of Southern Africa (DBSA) may be called upon to play a role as investment agencies in local regeneration projects.

31


7 Institutional ArrangementsThe institutional arrangements within the CoJ are designed to maximise participation from the variety of agencies active in regeneration of the Inner City, while ensuring a close connection to the decision-making structures of the council.

7.1 Policy, Oversight and Decision-making Structures

Mayoral Committee

This structure comprises CoJ Councillors, and receives reports and recommendations for decision from the Inner City Portfolio Committee (Section 80)

Inner City Portfolio Committee (Section 80)

This structure comprises CoJ Councillors, and has the key objectives to:

To promote the realisation of the Vision for the Inner City of Johannesburg To develop, and monitor the implementation of, appropriate policies, strategies,

programmes and projects for the economic and social development of the inner city To promote and market the inner City of Johannesburg

The Inner City Committee has decision-making powers within clearly defined delegations (See Annexe for Terms of Reference)

Inner City Advisory Committee (Section 79)

The Inner City Advisory Committee shares the same objectives as the Inner City Committee, and has the following membership:

The Member of the Mayoral Committee responsible for the Inner City; Relevant Ward Councillors and PR Councillors with responsibility for the Inner City; The Johannesburg Inner City Business Coalition; The Johannesburg Inner City Community Forum; Representatives from the Council’s utilities and agencies, the Metropolitan Trading

Company (Pty) Ltd and the Johannesburg Development Agency (Pty) Ltd; Representatives from the Association of Social Housing Organisations and other

relevant NGOs such as the Property Owners and Managing Agents Association Representatives of Provincial Government; and, Representatives of the Provincial Legislature Higher education institutions

The Inner City Advisory Committee has powers to advise on issues and make recommendations to the Inner City Committee for consideration (See Annexure for Terms of Reference).

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Inner City Strategy Working Group

The Inner City Strategy Working Group will have the responsibility to:

Oversee and monitor implementation of the Inner City Regeneration Strategy, checking progress against activities identified in the Inner City Business Plan

Periodically review The Inner City Regeneration Strategy and Inner City Business Plan

Invite representatives from wider stakeholder groups as and when required Report on a regular basis to the Mayoral Committee directly and the Inner City

Committees (Section 79 and 80)

The membership of the Inner City Strategy Working Group shall consist of:

The Member of the Mayoral Committee responsible for the Inner City The Regional Director of CoJ Region 8 Office The Director of the CoJ Economic Development Unit The Chief Executive Officer of the Johannesburg Development Agency Or their respective nominated representatives as appropriate

The Committee Secretariat of the Inner City Strategy Working Group shall be provided by the CoJ Region 8 Office. The Regional Manager: Inner City Regeneration will coordinate all meetings.

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8 Institutional Alignment and Resources

8.1 Responsibilities in relation to the Five Pillars

Given the complexity and dynamic nature of the social, economic and physical fabric of the Inner City, and the multiplicity of agencies involved in its regeneration, it is necessary to strengthen institutional alignment against delivery responsibilities. The responsibility as lead implementing agency for each of the Five Pillars of the Inner City Regeneration Strategy is as follows:

Pillar 1 Address sinkholes: CoJ Region 8 AdministrationPillar 2 Undertake intensive urban management: CoJ Region 8 AdministrationPillar 3 Maintain & upgrade infrastructure: CoJ Region 8 Administration Pillar 4 Promote ripple-pond investments: Johannesburg Development AgencyPillar 5 Support economic sectors: CoJ Economic Development Unit

The Business Plan reflects a significant expansion of efforts necessary to continue implementation of the Inner City Regeneration Strategy. In turn, this leads to the quantification of the further capacity requirements needed by the Region 8 Office, the Inner City Task Force, EDU and JDA to implement these activities

8.2 Region 8 Office

The importance of ensuring effective urban management as a parallel initiative to development efforts is recognised in terms of this business plan.

Like it’s counterparts in other regions, the CoJ Central Region (Region 8) Office is the administrative hub of the council’s service delivery in its areas of jurisdiction. The Region 8 Office has a total staff complement of 540 for its regional functions structured as shown in the organogram below.

Johannesburg Central Region Organogram

The Region 8 Office is the lead implementing agency for Pillars One (Sinkholes), Two (Urban Management) and Three (Infrastructure) of the Inner City Regeneration Strategy. The key role in delivering these functions is played by the Region’s Inner City Office,

R eg ion a l M an ag erH ea lth

R eg ion a l M an ag erH o us ing

R eg ion a l M an ag erIn ne r C ity

R eg en era tion

M an ag erA dm in istra tion

M an ag erB u dg e ts & F in an ce

M an ag erC o m m u n ic a tio ns

& M a rke ting

M an ag erH u m a n R e so urc es

& O rg . D e v .

M an ag erP e op le 's C en tre

M an ag erS up p or t S erv ic es

R eg ion a l M an ag erL ib ra r ies &In fo . S e rv .

R eg ion a l M an ag erS o cia l S erv ic es

R eg ion a l M an ag erS p or ts &

R e cre a tion

R E G IO N A LD IR E C T O RR E G IO N 8

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which currently consists solely of the Regional Manager and a secretary, supported by staff seconded from time-to-time on a by project-by-project basis. These staff secondments form the Inner City Task Force. This level of human and institutional resources in the Region 8 Office is currently inadequate for the increasing role and responsibility necessary to deliver the Inner City Regeneration Strategy. The Inner City Office currently and will continue to play a critical role in implementing activities under the designated pillars and providing the essential support and underpinning to the developmental programmes involved in promoting ripple ponds and supporting economic sectors.

The capacity requirements to fulfil these objectives are set out below in the organisation structure, as proposed by Region 8, and financial resources deemed necessary. The staffing compliment indicated is proposed to be appointed on a three year fixed term contract basis. The proposed structure provides a starting point for negotiations with the Budget Office and its finalisation is dependent on available human resources and/or budget availability.

Inner City Regeneration Office Proposed Institutional Arrangements

Budget

Summary 2004/05 2005/06 2006/07 TotalOffice Establishment 650,000 650,000Equipment Costs 980,000 980,000Furniture 800,000 800,000Staff 4,740,000 5,450,000 6,274,750 16,464,750Operational Costs 2,611,000 2,788,625 3,219,919 8,619,544Total costs 9,781,000 8,238,625 9,494,669 27,514,294

S tra teg ic S up po rtR eg ion a l O p e ra tio ns

S e cre ta ry R e ce p tion ist

P rog ra m m eA dm in istra to r


P rog ra m m eM an ag er

P illa r 1




P rog ra m m eM an ag er

P i lla rs 2 & 3

L eg a lA ss is ta n t

A dm in istra tiveA ss is ta n t

C o m m u n ica tio nsO ffice r

C o m m itteeO ffice r

O ffice A ss is ta n ts(X 3 )

P rog ra m m e M an ag erC o rp ora te S u p po rt

R eg ion a l M an ag erIn ne r C ity R e ge n era tion

R eg ion a lD irec to r

R E G IO N 8

Inner City Task ForceDedicated Seconded Staff (+/- 40)

Planning (3)JMPD (33)EMS (2)Env. Health (2)A N OtherA N Other

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8.3 Economic Development Unit

The EDU is the lead implementing agency for Pillar Five (support economic sectors) of the Inner City Regeneration Strategy, and has secured extra human resources and budget to support its responsibilities in this respect.

Details BudgetOne approved post of Project Manager (66% time allocated to Inner City projects). To be advertised.

R 930 000 total package costs secured, and as part of establishment is not counted as extra resource required

8.4 Johannesburg Development Agency

The JDA is the lead implementing agency for Pillar Four (promote ripple-ponds) of the Inner City Regeneration Strategy, and is motivating for extra human resources and budget to support its responsibilities in this respect.

Details BudgetPosts of Inner City Development Manager, Assistant Development Manager and Personal Assistant (2004/5-2006/7): Salaries, incentive bonus, training and recruitment (year 1)

R 2 450 000

Travel and accommodation R 150 000Office administration costs R 420 000Total costs R 3 020 000

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9 Risk

9.1 Financial

Risk Consequences Early Indicator Preventative Action/Risk Minimisation

CoJ’s financial commitment is not maintained

Progress on existing and proposed projects will be hindered.

Budget approvals and cash flows

Finalisation of SLAs for relevant UACs.

Early confirmation of capital and operational allocations.

CoJ not approving Capital Projects which have potential for leveraging private sector investments.

Ripple-ponds particularly affected negatively.

Budget approvals CoJ must evaluate capital projects on the basis of expected economic spin-offs from projects

Blue IQ’s financial commitment is not maintained

Current Ripple-pond projects particularly affected negatively.

Blue IQ budget allocations

Quarterly in-advance cash Draw Downs from Blue IQ in line with finalised MOU

9.2 Operational

Risk Consequences Early Indicator Preventative Action/Risk Minimisation

Inner City Business Plan projects and programmes are not delivered on time and in budget

5 Pillar objectives are affected negatively or not met, with subsequent impact on Regeneration Strategy

Project and programme management progress reports

Project management systems/Staff performance management

Monitoring against Inner City Business Plan

9.3 Human Resources

Risk Consequences Early Indicator Preventative Action/ Risk Minimisation

Inadequate human resources (numbers and quality) in delivery agencies

Negative impact on delivery of programmes and projects

Deterioration in quality of work and information; slippage in progress

Strong motivation and engagement for appropriate resource levels

Attention paid to motivating and rewarding management and

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staff

9.4 Institutional

Risk Consequences Early Indicator Preventative Action/ Risk Minimisation

Disjointed incrementalism and inadequate coordination hinder effective delivery

Negative impact on delivery of programmes and projects

Overall development impact is not maximised

Unacceptably long timescales in decision-making

Lack of institutional follow-through on decisions

Establishment of clear institutional structure and decision-making framework

Lack of appropriate information hinders effective decision-making

Operational decisions made on basis of unsuitable information, or are avoided

Unacceptably long timescales in decision-making

Establishment of clear programmatic indicators, and regular, effective monitoring and evaluation process.

Inner City no longer a Mayoral Priority after local government elections in 2005

More difficult to motivate for specialised management approach and institutional arrangements for the Inner City within the CoJ

Budget approvals and internal cooperation from other units and agencies within the CoJ

Lessen dependency on CoJ by strengthening ties with other stakeholders

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10 Financial Summary

A preliminary costing of this Business Plan is attached as Annexure A.

This costing has been done on the basis of information received from the various agencies responsible for Inner City management and governance. A number of the figures have to be refined, especially in relation to the breakdown between projected cost and allocated budget. In some cases, notably those of the CCTV, Credit Control, Rissik Street Post Office and Government Precinct programmes the responsible agencies have not been able to provide any figures at all.

10.1 Five Pillar Strategy

A preliminary breakdown for each of the Five Pillars can be set out as follows, subject of course to the finalisation of the figures in Annexure A.

Pillar Anticipated cost Allocated budget No allocationAddress Sinkholes 65,830,735 27,430,735 38,400,000Intensive Urban Management 200,910,000 112,150,000 88,760,000Maintain & Upgrade Infrastructure 2,000,000 0 2,000,000Promote Ripple Pond Investments 2,436,620,000 1,728,260,000 708,360,000Support Economic Sectors 101,450,000 54,340,000 47,110,000Region 8 institutional resources 27,514,294 0 27,514,294JDA institutional resources 3,020,000 0 3,020,000

Total 2,837,345,029 1,922,180,735 915,164,294

Please note that an analysis of known private sector investment in the Johannesburg Inner City and JDA developments (at 19 January 2004) is reflected in Annexure B.

10.2 Institutional Alignment and Resources

10.2.1 Region 8 Office

Summary 2004/05 2005/06 2006/07 TotalOffice Establishment 650,000 650,000Equipment Costs 980,000 980,000Furniture 800,000 800,000Staff 4,740,000 5,450,000 6,274,750 16,464,750Operational Costs 2,611,000 2,788,625 3,219,919 8,619,544

Total 9,781,000 8,238,625 9,494,669 27,514,294

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10.2.2 Economic Development Unit

The EDU is the lead implementing agency for Pillar Five (support economic sectors) of the Inner City Regeneration Strategy, and has secured extra human resources and budget to support its responsibilities in this respect.

Details BudgetOne approved post of Project Manager (66% time allocated to Inner City projects). To be advertised.

R 930 000 total package costs secured, and as part of establishment is not counted as extra resource required

10.2.3 Johannesburg Development Agency

The JDA is the lead implementing agency for Pillar Four (promote ripple-ponds) of the Inner City Regeneration Strategy, and is motivating for extra human resources and budget to support its responsibilities in this respect.

Details BudgetPosts of Inner City Development Manager, Assistant Development Manager and Personal Assistant (2004/5-2006/7): Salaries, incentive bonus, training and recruitment (year 1)

R 2 450 000

Travel and accommodation R 150 000Office administration costs R 420 000Total R 3 020 000

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ANNEXURE A: FINANCIAL BREAKDOWN OF FIVE PILLAR STRATEGY

Programme/Activity Agency with lead responsibility Anticipated cost Committed funds Required funds

ADDRESS SINKHOLES Current Programmes and Activities1 Better Buildings Programme JPC 21,580,735 21,580,735 02 Block-by-Block Database Region 8 (ICTF) 300,000 0 300,0003 Building Control and Illegal Businesses Region 8 (ICTF) 30,000,000 0 30,000,0004 Inner City Task Force Special Projects Region 8 (ICTF) 5,000,000 0 5,000,0005 Inner City Property Database JPC 150,000 150,000 06 Greater Joubert Park Precinct Region 8

(ICTF)/EDU/JDA6,700,000 5,700,000 1,000,000

Sub-total 62,730,735 27,430,735 36,300,000

Proposed Programmes and Activities 7 Survey of bad buildings in the Inner City Region 8 (ICTF) 300,000 0 300,0008 Inner City Database Sinkhole Maps JPC 800,000 0 800,0009 Liquor Outlets Region 8

(ICTF)/DPTE/EDU200,000 0 200,000

10 Mapping and Monitoring of Transitional Spaces

Region 8 (ICTF)/DPTE/EDU

800,000 0 800,000

Sub-total 2,100,000 0 2,100,000SUB-TOTAL: ADDRESS SINKHOLES 65,830,735 27,430,735 38,400,000

INTENSIVE URBAN MANAGEMENT Current Programmes and Activities 11 Environmental Management and Law

enforcementRegion 8 4,000,000 0 4,000,000

12 City Improvement Districts CJP 450,000 0 450,00013 Municipal Court JMPD/Legal Services 750,000 0 750,00014 CCTV JMPD/CMU 90,000,000 90,000,000 015 Credit Control Inner City Credit

Control50,000,000 0 50,000,000

16 Market Development and Management Programme

EDU 50,100,000 21,900,000 28,200,000

17 Informal Trade Development Programme - Enforcement

JMPD ** ** **

18 Inner City Distribution Service DPTE 250,000 250,000 0

Sub-total 195,550,000 112,150,000 83,400,000

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Proposed Programmes and Activities continue (Intensive Urban Management)19 Transitional Shelter Programme Housing 240,000 0 240,00020 Integrated Inner City Information

Management System CMU 4,000,000 0 4,000,000

21 CID Evaluation JDA 120,000 0 120,00022 Legislative Review Legal Services 100,000 0 100,00023 Social Programmes Region 8 200,000 0 200,00024 Sense of Place' Niche Retail EDU 200,000 0 200,00025 Sense of Place' Public Environment

ProgrammeJDA 500,000 0 500,000

Sub-total 5,360,000 0 5,360,000 SUB-TOTAL: INTENSIVE URBAN MANAGEMENT 200,910,000 112,150,000 88,760,000

MAINTAIN AND UPGRADE INFRASTRUCTURE Current Programmes and Activities 26 Infrastructure Maintenance Region 8 (ICTF) UAC annual budget

Sub-total

Proposed Programmes and Activities 27 Utility Infrastructure Programme CMU/DPTE 2,000,000 0 2,000,000

Sub-total 2,000,000 0 2,000,000SUB-TOTAL: MAINTAIN AND UPGRADE INFRASTRUCTURE 2,000,000 0 2,000,000

PROMOTE RIPPLE POND INVESTMENTSCurrent Programmes and Activities 28 Rissik Street Post Office JPC 2,700,000 2,700,00029 Greater Newtown JDA 600,000,000 600,000,000 030 Constitution Hill JDA 854,300,000 854,300,000 031 Braamfontein Regeneration JDA 80,000,000 80,000,000 032 Greater Ellis Park/Bertrams/Doornfontein JDA 600,000,000 69,000,000 531,000,00033 Main Street JDA 12,000,000 12,000,000 034 Drill Hall JDA 11,000,000 11,000,000 035 Yeoville Rockey Street Upgrade JDA 20,000,000 20,000,000 036 Faraday Station and Environs Upgrade JDA 45,000,000 45,000,000 037 Jeppe Station and Environs Upgrade JDA 8,000,000 8,000,000 038 Legislature Precinct / Beyers Naude Square Gauteng Legislature 60,000,000 0 60,000,000

Current Programmes and Activities continue (Promote Ripple Pond Investment)39 Chinatown JDA 2,000,000 0 2,000,00040 Urban Development Zone Incentive EDU 3,000,000 240,000 2,760,00041 Jewel City EDU/JDA 50,000,000 400,000 49,600,00042 Hillbrow-Berea Regeneration Strategy EDU 120,000 120,000 0

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43 High Court Precinct JDA/Private sector 15,500,000 15,500,000 044 Provincial Government Precinct – ‘Kopanong’ Gauteng Provincial

Government * * *Sub-total 2,363,620,000 1,718,260,000 645,360,000

Proposed Programmes and Activities (Promote Ripple Pond Investment)45 Investment Intelligence and Packaging JDA 3,000,000 0 3,000,00046 Fordsburg Square Private sector/CoJ 15,000,000 0 15,000,00047 Gautrain Precincts: Park Station JDA 50,000,000 10,000,000 40,000,00048 New Public Open Spaces City Parks 5,000,000 0 5,000,000

Sub-total 73,000,000 10,000,000 63,000,000 SUB-TOTAL: PROMOTE RIPPLE POND INVESTMENTS 2,436,620,000 1,728,260,000 708,360,000

SUPPORT ECONOMIC SECTORS Current Programmes and Activities 49 Fashion District JDA/EDU 25,000,000 15,000,000 10,000,00050 Hillbrow Health Centre of Excellence /

Medical PrecinctJDA

60,000,000 28,180,000 31,820,00051 Cross Border Shopping Hub EDU/JDA

10,000,000 10,250,000 052 Assessment of Impact of Integrated Transport

PlanEDU (DPTE)

250,000 250,000 053 Publicly-owned Property Audit JPC * * *54 Inner City Investors Liaison EDU 360,000 80,000 280,000

Sub-total 95,610,000 53,510,000 42,100,000

Proposed Programmes and Activities 55 Assessment of Planning zones in the Inner

CityEDU/JDA 200,000 200,000 0

56 Financial instruments and support economic growth

EDU 500,000 0 500,000

57 Private Sector residential development EDU 300,000 0 300,00058 Parking JDA/DPTE 500,000 0 500,00059 Inner City Tourism EDU 120,000 120,000 060 Inner City Marketing and Communications EDU 120,000 120,000 0

Proposed Programmes and Activities continue (Support Economic Sectors)61 Tertiary Education Sector Support EDU 200,000 200,000 062 Joburg Central Library: Centre of Excellence Region 8/LIS 900,000 190,000 710,00063 Community Education/Development

FacilitationEDU/JDA/Inner City Office 3,000,000 0 3,000,000

Sub-total 5,840,000 830,000 5,010,000

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SUB-TOTAL: SUPPORT ECONOMIC SECTORS 101,450,000 54,340,000 47,110,000 TOTAL

1 ADDRESS SINKHOLES 65,830,735 27,430,735 38,400,0002 INTENSIVE URBAN MANAGEMENT 200,910,000 112,150,000 88,760,000

3MAINTAIN AND UPGRADE INFRASTRUCTURE 2,000,000 0 2,000,000

4PROMOTE RIPPLE POND INVESTMENTS 2,436,620,000 1,728,260,000 708,360,000

5 SUPPORT ECONOMIC SECTORS 101,450,000 54,340,000 47,110,000 2,806,810,735 1,922,180,735 884,630,00

* Details of projects and programmes still to be finalised** Incorporated in JMPD budget

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ANNEXURE B: ANALYSIS OF KNOWN PRIVATE SECTOR INVESTMENT IN THE JOHANNESBURG INNER CITY AND JDA

DEVELOPMENTS AT 19 JANUARY 2004

Building Plans Approved and Completed: Johannesburg Inner City

2000 2001 2002R ‘ 000 R ‘ 000 R ‘ 000

Total 20,428 19,441 122,467Private sector only (excluding cell masts) 19,600 18,900 57,1001

JDA Specific Developments

This table shows JDA developments in implementation where there has been leverage of public sector and private sector finance into the development area as a result of JDA interventions. Only public and private investments tracked by the JDA are shown in this table. Other investment would be captured in building plan approvals. The table only shows capital investment and does not capture the impact of declining vacancy rates in JDA development areas and increases in rentals.

Development CoJ2 Public Sector2 Private Sector3

R ‘ 000 R ‘ 000 R ‘ 000Constitution Hill 35,000 440,000 40,0004

Greater Newtown 36,750 470,000 132,0005

Braamfontein 27,500 0 200,000Main Street 2,000 0 18,000Drill Hall 10,000 0 50,000Greater Kliptown 30,000 303,700 Nil6

Jeppe 10,000 0 2,000Faraday 41,900 0TOTAL 193,150 1,213,700 442,000

Notes:

1. This represents a 200% increase on 2001.2. Figures represent CoJ and Public Sector funding committed to date from 2000.3. Includes donor finance 4. Constitution Hill commercial component to commence construction in early 2005 and

represents potential total direct private sector investment of R 400 m.5. Newtown new commercial development to commence construction in 2004: Central

Place development on proposal call and will represent some additional R 200 million private sector investment.

6. Greater Kliptown is still at an early stage of development, thus additional private sector leverage has yet to be secured.

ANNEXURE C: TERMS OF REFERENCE - SECTION 79 COMMITTEE

45


INNER CITY ADVISORY COMMITTEE

SECTION 79 COMMITTEE

TERMS OF REFERENCE

1. Establishment and Composition

1.1. The Inner City Advisory Committee (“the Advisory Committee”) is established with the objective of advising on the promotion of the development of the Johannesburg inner city in line with the Inner City Vision.

1.2. The Inner City forms part of Region 8, and comprises of the City Centre (previously known as the Central Business District), the lower density predominately residential areas to the east of the City Centre consisting of Yeoville, Bertrams, Troyeville, Jeppestown, the higher density suburbs of Berea and Hillbrow, and the areas of Newtown, Fordsburg and Pageview/Vredorp to the west of Newtown. The Inner City area is shown in the attached map being Appendix A hereto [SEE PAGE 5].

1.3. The Advisory Committee shall consist of the following members:

1.3.1. The Member of the Mayoral Advisory Committee responsible for the Inner City;

1.3.2. The Ward Councillors from the Inner City;1.3.3. PR Councillors with responsibility for the Inner City;1.3.4. The Johannesburg Inner City Business Coalition;1.3.5. The Johannesburg Inner City Community Forum;1.3.6. Representatives from the Councils utilities and agencies, the Metropolitan

Trading Company (Pty) Ltd and the Johannesburg Development Agency (Pty) Ltd;

1.3.7. Representatives from the Association of Social Housing Organisations and such other NGOs as the Advisory Committee may from time to time determine;

1.3.8. Representatives of Provincial Government; and,1.3.9. Representatives of the Provincial Legislature.

1.4. The Advisory Committee shall elect from its members a Deputy-Chair who shall be a Councillor of the City of Johannesburg.

1.5. The quorum for an Advisory Committee meeting shall be 50% plus 1 of the Councillors who are members of the Advisory Committee plus representatives of least two other bodies represented on the Advisory Committee.

2. Objectives of the Advisory Committee

The objectives of the Advisory Committee are:

46


2.1. To promote the realisation of the Vision for the Inner City of Johannesburg;

2.2. To develop, and monitor the implementation of, appropriate policies, strategies, programmes and projects for the economic and social development of the inner city; including:

2.2.1. the economic development of, and investment (both local and international) within, the area, particularly in regard to the promotion of SMMEs;

2.2.2. the sustainable and efficient management of the public environment, particularly in regard to crime, grime, the management of taxis, the management of informal trade, and homelessness;

2.2.3. the provision of suitable and sustainable housing within the area;2.2.4. the provision and maintenance of a social infrastructure and services

within the area;2.2.5. the provision and maintenance of cultural and recreational facilities within

the area, and the promotion and development of its cultural life, including its history and heritage;

2.2.6. the creation and maintenance of a safe and healthy environment in which people who work and people who live in the area can enjoy a sound quality of life and take advantage of opportunities which the area offers;

2.2.7. the promotion of tourism and the maximisation for all of the benefits derived therefrom;

2.2.8. the mobilisation of all available resources in pursuit of the urban renewal of the area through, inter alia, the initiation of sustainable partnerships between government at all levels, business, communities and labour;

2.2.9. the sustainable alleviation of poverty within the area;2.2.10. the creation of jobs; and,2.2.11. the creation of an effective policy environment that stimulates and

encourages initiatives, including interventions for economic growth and social development, which promote the inner city vision.

2.3. To promote and market the inner City of Johannesburg.

3. Powers and functions of the Advisory Committee

In relation to the powers and functions vested in the City of Johannesburg, and without abrogating those powers and functions, whether strategic or statutory, the Advisory Committee shall, in relation to the area and the objectives set out in 2 above:

3.1. consider and make recommendations to the Inner City Committee (Section 80 Committee) on the following issues:

3.1.1. the Vision, development strategies and priorities for each year for the development of the Inner City of Johannesburg;

3.1.2. Local Integrated Development Plans, Development Frameworks, Action Plans and Precinct Plans for the Inner City;

3.1.3. the Council’s financial plan;3.1.4. standards for the delivery of services by the Council’s utilities and

agencies;

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3.1.5. infrastructure development plans and financial plans of the utilities, agencies in regard to the development of the infrastructure for the inner city;

3.1.6. housing developments plans in the inner city and the financial plans for housing development in the inner city;

3.1.7. community development plans for the development of inner city communities;

3.1.8. public transport plans for the provision of public transport in and to the Inner City, including the management of the taxi industry;

3.1.9. the annual business plans of the Metropolitan Trading Company (Pty) Ltd and the Johannesburg Development Agency (Pty) Ltd;

3.1.10. Service Delivery Agreements (SDAs) with the Centrally Distributed Functions in regard to the delivery of such functions and services within the Inner City;

3.1.11. The Regional Manager’s annual plans, programmes, financial plan and other relevant activities for the Inner City and Region 8 as a whole in so fare as they impact on the Inner City;

3.1.12. Development programmes and projects;3.1.13. Capital expenditure plans for the development of the Inner City, including

the upgrading of the public environment including parks and public open space; the development of social and economic facilities; the provision of public transport and facilities for taxis; and, markets;

3.1.14. Private sector developments; 3.1.15. The establishment of City Improvement Districts; and,3.1.16. The marketing and promotion of the Inner City.

3.2. To monitor, review and evaluate progress in the implementation of the development strategy and programme of priorities for the Inner City and to make recommendations to the Inner City Committee (Section 80 Committee) in respect of any amendment or realignment in regard thereto that may be required from time to time, including monitoring, reviewing and evaluating progress in respect of the implementation of service delivery in the area by the various utilities and agencies and Centrally Distributed Functions;

3.3. To consider and formulate responses, for consideration by the Inner City Committee (Section 80 Committee), on legislation, draft regulations, directives and questionnaires issued by other statutory authorities in respect of the area and pertaining to the objectives of the Advisory Committee.

3.4. To monitor and make recommendations to Inner City Committee (Section 80 Committee) on the implementation of By-laws and Regulations of Council and any Acts, Ordinances, Proclamations and Regulations of National or Provincial Government relating to any matter pertaining to the objectives of the Advisory Committee and to make recommendations in respect of any amendment or realignment in regard thereto that may be required from time to time.

3.5. To make recommendations to the Inner City Committee (Section 80 Committee) on all matters pertaining to the environment and the creation of a healthy city.

3.6. To make recommendations to the Inner City Committee (Section 80 Committee) on a marketing strategy for the inner city.

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3.7. To consider and make recommendations to the Inner City Committee (Section 80 Committee) from time to time on Terms of Reference and the composition of the Advisory Committee.

January 2001

49


ANNEXURE D: TERMS OF REFERENCE - SECTION 80 COMMITTEE

INNER CITY COMMITTEE

SECTION 80 COMMITTEE

TERMS OF REFERENCE

1. Establishment and Composition

1.1. The Inner City Committee (“the Committee”) is established with the objective of promoting the development of the Johannesburg inner city in line with the Inner City Vision.

1.2. The Inner City forms part of Region 8, and comprises of the City Centre (previously known as the Central Business District),

1.3. The lower density predominately residential areas to the east of the City Centre consisting of Yeoville, Bertrams, Troyeville, Jeppestown, the higher density suburbs of Berea and Hillbrow, and the areas of Newtown, Fordsburg and Pageview/Vredorp to the west of Newtown. The Inner City area is shown in the attached map being Appendix A hereto [SEE PAGE 5].

1.4. The Committee shall consist of the following members:

1.4.1. The member of the Mayoral Committee responsible for the Inner City, who shall Chair the Committee;

1.4.2. The Ward Councillors from the Inner City;1.4.3. PR Councillors with responsibility for the Inner City.

1.5. The Committee shall elect from its members a Deputy-Chair

1.6. The quorum for a Committee meeting shall be 50% plus 1 of the total membership of the Committee.

1.7. The Committee shall invite other portfolio chairs to its meetings whenever it is dealing with issues that impact on those portfolios.

2. Objectives of the Committee

The objectives of the Committee are:

2.1. To promote the realisation of the Vision for the Inner City of Johannesburg;

2.2. To develop, and monitor the implementation of, appropriate policies, strategies, programmes and projects for the economic and social development of the inner city; including:

50


2.2.1. the economic development of, and investment (both local and international) within, the area, particularly in regard to the promotion of SMMEs;

2.2.2. the sustainable and efficient management of the public environment, particularly in regard to crime, grime, the management of taxis, the management of informal trade, and homelessness;

2.2.3. the provision of suitable and sustainable housing within the area;2.2.4. the provision and maintenance of a social infrastructure and services

within the area;2.2.5. the provision and maintenance of cultural and recreational facilities within

the area, and the promotion and development of its cultural life, including its history and heritage;

2.2.6. the creation and maintenance of a safe and healthy environment in which people who work and people who live in the area can enjoy a sound quality of life and take advantage of opportunities which the area offers;

2.2.7. the promotion of tourism and the maximisation for all of the benefits derived therefrom;

2.2.8. the mobilisation of all available resources in pursuit of the urban renewal of the area through, inter alia, the initiation of sustainable partnerships between government at all levels, business, communities and labour;

2.2.9. the sustainable alleviation of poverty within the area;2.2.10. the creation of jobs; and,2.2.11. the creation of an effective policy environment that stimulates and

encourages initiatives, including interventions for economic growth and social development, which promote the inner city vision.

2.3. To promote and market the inner City of Johannesburg.

3. Powers and functions of the Committee

In relation to the powers and functions vested in the City of Johannesburg, and without abrogating those powers and functions, whether strategic or statutory, the Committee shall, in relation to the area and the objectives set out in 2 above, exercise the following powers and discharge the following functions:

A. 3.1 To formulate, consider, approve, comment on or make recommendations to the Mayoral Committee or appropriate Mayoral Sub-Committee, as the case may be, on all matters vesting in Council and Mayoral Committee in so far as they pertain to any matter relating to the development of the Inner City and the objectives of the Committee, which, without derogating from the generality of the foregoing, shall include comments and/or recommendations on:

3.1.1. the Vision, development strategies and priorities for each year for the development of the Inner City of Johannesburg;

3.1.2. Local Integrated Development Plans, Development Frameworks, Action Plans and Precinct Plans for the Inner City;

3.1.3. the Council’s financial plan;3.1.4. standards for the delivery of services by the Council’s utilities and

agencies;

51


3.1.5. infrastructure development plans and financial plans of the utilities, agencies in regard to the development of the infrastructure for the Inner City;

3.1.6. housing developments plans in the Inner City and the financial plans for housing development in the Inner City;

3.1.7. community development plans for the development of Inner City communities;

3.1.8. public transport plans for the provision of public transport in and to the Inner City, including the management of the taxi industry;

3.1.9. the annual business plans of the Metropolitan Trading Company (Pty) Ltd and the Johannesburg Development Agency (Pty) Ltd.

3.2. To approve Service Delivery Agreements (SDAs) with the Centrally Distributed Functions in regard to the delivery of such functions and services within the Inner City;

3.3. To consider reports and approve or make recommendations thereon, as the case may be, in respect of:

3.3.1. The Regional Manager’s annual plans, programmes, financial plan and other relevant activities for the Inner City and Region 8 as a whole in so fare as they impact on the Inner City;

3.3.2. Development programmes and projects;3.3.3. Capital expenditure plans for the development of the Inner City, including

the upgrading of the public environment including parks and public open space; the development of social and economic facilities; the provision of public transport and facilities for taxis; and, markets;

3.3.4. Private sector developments; 3.3.5. The establishment of City Improvement Districts; and,3.3.6. The marketing and promotion of the Inner City.

3.4. To monitor, review and evaluate progress in the implementation of the development strategy and programme of priorities for the Inner City and to make recommendations in respect of any amendment or realignment in regard thereto that may be required from time to time, including monitoring, reviewing and evaluating progress in respect of the implementation of service delivery in the area by the various utilities and agencies and Centrally Distributed Functions;

3.5. To consider and formulate responses on legislation, draft regulations, objectives and questionnaires issued by other statutory authorities in respect of the area and pertaining to the objectives of the Committee.

3.6. To monitor the implementation of By-laws and Regulations of Council and any Acts, Ordinances, Proclamations and Regulations of National or Provincial Government relating to any matter pertaining to the objectives of the Committee and to make recommendations in respect of any amendment or realignment in regard thereto that may be required from time to time.

3.7. To make recommendations on all matters pertaining to the environment and the creation of a healthy city.

52


3.8. To approve outdoor advertising proposals in accordance with the Outdoor Advertising Policy for the Inner City

3.9. To ratify activities undertaken by the Regional Manager or other relevant officials pertaining to the Inner City and the objectives of the Committee which fall outside his or her delegated powers but were taken to meet emergency and contingency situations.

3.10. To consider and make recommendations to the Mayoral Committee from time to time on the composition of the Committee.

3.11. To recommend the amendment from time to time the Terms of Reference of the Inner City Advisory (Section 79 Committee).

B The Section 80 Inner City Committee shall have final decision making power on the following:

3.11 To approve a marketing strategy for the Inner City

3.12 The appointment of consultants to undertake activities relating to the area and the objectives of the Committee in accordance with Council delegations at a cost from R 250 000 to R 1.0m, with due regard to budgetary constraints, financial regulations and legal and statutory requirements.

January 2001

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johannesburg inner city regeneration strategy business plan

Documents