Msunduzi City Development Strategy May 2015. What is a City Development Strategy? Long Term: Usually...

Msunduzi

City Development Strategy

May 2015

What is a City

Development Strategy?

Long Term:Usually between 20 and 50 years

Strategic: makes a few choices – not comprehensive

Provides a vision to guide a city’s

IDP

Not limited to municipal roles

and responsibilities

Aims to address poverty, economic

growth, governance and environmental

sustainability isssues

Why do cities need City Development Strategies?

Problems• High rates of urbanisation and urban

growth• Climate change issues• Poverty and vulnerability• Apartheid’s spatial patterns of growth

and sprawled urban growth• Disjuncture between the existing

labour market and municipal requirements for skills.

• Funding constraints

IDP’s Don’t deal with longer term challengesDon’t really trigger much bigger picture thinking

Development of Longer Term Strategic Plans• 20 – 50 years focus• Likely scenario’s and growth

paths• Addressing impact of

possible changes in environment, energy, ICT, transport etc

How does a CDS differ from the IDP? …and the SDF?

CDS vision &

Goals

IDP2016 - 21

2015

2020

2025

2030

IDP2021 - 26

IDP2026 - 31

Strategy elements are incorporated into the IDP

Status Quo

2015 actions

2020 actions

2025 actions

The SDF gives us the spatial

framework vision

Buffalo City Cape Town Ekurhuleni Ethekwini Johannesburg Mangaung Msunduzi Nelson Mandela Bay

Tshwane 0

500000100000015000002000000250000030000003500000400000045000005000000

pop size

Buffalo City Cape Town Ekurhuleni Ethekwini Johannesburg Mangaung Msunduzi Nelson Mandela Bay

Tshwane 0

0.51

1.52

2.53

3.54

4.5 population growth rates 1996-2001

population growth rates 2001-2011

Msunduzi is the smallest of the top 9 cities.Growth has been below the national average

SA Ave

Population Size and Growth

General Economic and Financial Issues

Msunduzi is a key player in the

uMgungundlovu district – contributing 75% of the district’s

GDP

Income is not being retained locally –

more is being imported into the

district than goes out

Being a capital city status is a vital part of

the city’s economic stability

Productive sectors of the economy are

declining.

Low business confidence

Less municipal income in the form of rates/

tariffs

Businesses don’t expand and new ones don’t open

Decreased employment

So raising business confidence is a key element in building

the city

Declining business confidence – currently only at 50%

how do we get back up here?

The economy: sectors

The benefit of being a capital city

[%] [%] [%] [%] [%[ [%]1996 1999 2003 2006 2008 2010

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%Personal and General Government Services

Finance, real estate and business services

Transport , storage and commu-nication

Wholesale & retail trade; hotels & restaurants

Construction

Electricity, gas and water

Manufacturing

Mining and quarrying

Agriculture, forestry and fishing

Empl

pym

ent p

er In

dust

ry %

1996 1999 2003 2006 2008 20100

5

10

15

20

25

30

35Wholesale & retail trade; hotels & restaurants

Manufacturing

Transport , storage and communication

Finance, real estate and business services

Personal and General Government Services

Empl

oym

ent p

er in

dust

ry

Government services = stable

Finance, business = increasing

Manufacturing = decreasing

Community Service IssuesHigher education levels are good

(although they have fallen)

Youth unemployment has declined and is below the national

average

Msunduzi has an indigent policy to

ensure the poor have access to basic

services

Over half of the city’s wage bill is generated through government

employment – the city and the province

Economic Development Services

Lot of spatial and sector plans have been developed.

BUT

these now need to be synthesized, integrated and acted upon.

BUILDING A CAPABLE AND DEVELOPMENTAL MUNICIPALITY

BACK TO BASICS

IMPROVING INFRASTRUCTURE EFFICIENCY

LEARNING CITY AND CITY OF LEARNING

SPATIAL EFFECTIVENES

S

GROWING THE REGIONAL ECONOMY

8

5

6

7

12

3

PROVINCIAL CAPITAL

BUILDING FINANCIAL SUSTAINABILITY4

Underpinning all is building economic, social, financial and environmental sustainability

STRATEGIES

1

2

3

4

5

6

Establishment of a high level senior leadership and capacity task team To assist and support MM’s office, identify and deal with delivery failures

Strong and supportive leadership who engage with community and guide staff

Support for professional and technical staff including staff retention, capacity building and mentorship

Effective operations around a clear vision and short term goals All staff know, buy-in and support the vision

Simple, clear and transparent operating procedures Which are communicated both internally and externally

Competent, focussed and committed senior managers who monitor and manage the performance of staff

Ensure all leadership, management and staff are

skilled, able and progressive in their approach and actively contribute towards reaching

the municipality’s goals.

Strategy 1: Building a capable and developmental municipality


Ensure all senior management are skilled, able

and progressive in their approach and actively

contribute towards reaching the municipality’s goals.

1

2

3

4

5

6

7

8

Implementing an 80:20 rule to focus cleaning and beautifying on the areas most used within the city

A united front and sustained focus on ENFORCEMENT Focussing on the important issues, with well established processes

Effective monitoring and managing of staff EVERY staff member must know what they should do and be held accountable

if they don’t do itMaintaining and securing public facilities and open space

Identify, assess their current state and develop a POA to maintain them

Address under-serviced areas of the city And develop a budgeted action plan to address this (see strat 3 too)

Dedicated focus on inner city problems Including by-law transgressions, crime, grime and derelict buildings

Improving stakeholder interactions and communications Follow up, respond, be contactable, monitor communications

Revive and empower ABM’s In complex areas with multi-stakeholder issues





Strategy 2: Back to Basics: Cleaning, Repairing, Enforcing and Responding

Dysfunctional or problematic areas of service delivery are

rapidly addressed

1

2

3

4

5





Strategy 3: Improved Infrastructural Efficiency

Planning, budgeting, implementing and

maintaining

State of the City Infrastructure Report Review current situation and coordinated plans for future requirements

Comprehensive Municipal Infrastructure Plan Aligned to IDP, SDF and CDS strategies

Asset Management System Aligned to IDP, SDF and CDS strategies

Infrastructure Funding Plan Budget for both new capital projects and maintenance of current

Review of procurement system To ensure a more rapid, efficient procurement process

1

2

3

4

5





Strategy 4: Financial Sustainability

Implementing the CDS and SDF will require the city to

be in a far stronger financial position

Urgently address billing and collecting issues Increase collections, address capacity issues and ensure debtors book is robust

and reliable

Illegal Connections Greater vigilance, reporting system and tougher stance needed

Metering Aim to ensure that all services are metered and meters fully functional

Disconnections Actively and rapidly implemented

Rental stock Improved management

1

2

3

4

5

6





Strategy 5: Growing the regional Economy

Retain and grow local businesses

Responding to and engaging local businesses Through both an institutional response and attitudinal shift

Align planning and other controls to Msunduzi’s broader strategy Review planning scheme to assess its alignment to the IDP, CDS and SDF

Rapid and Targeted Programme to ensure availability of land Release of targeted Municipal land or granting permissions for other land to align

to SDF priorities

Timeous infrastructure repairs, maintenance and delivery To cater for existing businesses and new growth

Review of rates and tariffs To assess how Msunduzi competes with other municipalities

By-laws Review of old by-laws. Sustained enforcement of appropriate by-laws

7

8

9

10

11

12

13





Strategy 5: Growing the regional Economy… continued

Retain and grow local businesses

A liveable city with a good quality of life for ALL citizens Cultural, sporting, recreational facilities, and high quality public spaces

Procurement Ensure procurement system is efficient and effective in building local business

Densification strategy for well located land To lower transport costs for residents as well as the cost of infrastructure

provision

Municipality-Province-Business-NGO Forum To grow the economy and ensure municipal and provincial strategies and

actions are aligned to local needs

Establishment of Young Professionals Forum to connect and grow young professionals with a passion for economic

development and entrepreneurialismCultivate broader business relationships

Beyond the municipal boundaries to attract new growth

Media and Communications Communicate success in order to build support

1

2

3

4

5

6





Strategy 6: Serving as a Provincial Capital

Playing a greater role in accommodating Provincial Government and ensuring the municipality derives

greater benefit

Msunduzi-Province Task team With high level representation from both Msunduzi and Province

Focussed alignment of plans between Msunduzi and Province Including the plans of Transnet, Eskom etc

New Government Precinct to be located in the CBD This is a vital opportunity to revitalise and address problems within the

CBD

Use government occupation to leverage change in the inner city Through eg: better use of security personnel, more active street

interfaces

Involve the private sector to augment investment in the CBD Through for example off balance sheet funding

Address the needs of Provincial Government employees living in Msunduzi Focussing on improving the quality of life and liveability of the city

1

2

3

4

5

6





Strategy 7: Create a Learning City and a City of Learning

The range of educational institutions within and

around the city is a unique opportunity for Msunduzi

Revitalise MIDI Municipal representation by enthusiastic senior staff members who will follow up and

implement

Support and leverage investments in Imbali Education Precinct As an innovate opportunity to link educational and community facilities

Centre for leadership development Investigate linkages with one of the educational institutions to provide

skills for local government, provincial government and the private sector

Improving Msunduzi’s positioning as a University Town Through integrating educational institutions into the fabric of the city, providing

improved amenities, facilities, transport, accommodation and recreation for students

Increased linkages with elite learning institutions In and around Msunduzi

Synergy between economic development and educational programmes Ensuring that skills are developed to meet business and industry’s needs

1

2

3

4

5





Strategy 8: Spatial effectiveness and Justice

Increasing densities and improving mobility to

address Msunduzi’s spatial inequalities

Anticipate and plan for growth Through increased housing delivery, infrastructure provision, release of strategic

land and densification

Manage sprawl Through declaring and enforcing the urban edge, focussing investment on

strategic corridors and improving the environment in and around the CBD

Improved safe and accessible public transport Along corridors through the city as defined in the SDF

Better management of public space Including the river environment, addressing uncontrolled and unmanaged

street vending and improved management of parks

Improved access to social facilities Such as health facilities, libraries and other amenities, with a particular focus on

under-serviced areas

N3

Public transport corridor = densification

River and green corridor

Node

Educational facility

CBD = Densification

Road

Inner City Densification

Densification and development along public transport corridors

Airport

Development around decentralised nodes

Integrating educational facilities into the fabric of the city

Thank you!

Msunduzi City Development Strategy May 2015. What is a City Development Strategy? Long Term: Usually...

Documents

Transcript of Msunduzi City Development Strategy May 2015. What is a City Development Strategy? Long Term: Usually...