Inner City Transformation
Roadmap
Annexure A
Task Teams & Work Streams
28 January 2013
A place of opportunity…
Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
Contents
1
Task Teams .............................................................................................................. 3
1.1
1.2
1.3
2
Background ....................................................................................................................3
Task Teams Identified ...................................................................................................3
Task team leaders .........................................................................................................4
Work streams ........................................................................................................... 4
2.1
Task Team: Spatial planning and urban design ............................................................4
2.1.1 Work stream 1: Close out of Inner City Charter 2007-2012 ............................ 4
2.1.2
2.2
Task Team: Sustainable human settlements ................................................................5
2.2.1 Workstream 1: Inner City property scheme and elimination of bad buildings . 5
2.2.2
2.3
2.4
2.5
2.6
2.7
2.8
Work stream 2: Precinct based regeneration .................................................. 5
Workstream 2: Housing for poor and indigent ................................................. 6
Task Team: Economic growth and investment promotion ............................................8
2.3.1 Work stream 1: Sustaining investment in the inner city .................................. 8
2.3.2
Work stream 2: Thriving informal trade and micro-enterprise ......................... 9
2.3.3
Work stream 3: Employment creation ............................................................. 9
Task Team: Urban management .................................................................................10
Task Team: Safety and security ..................................................................................12
Task team: ‘Greening’ and Waste management in the Inner City ...............................14
Task Team: Infrastructure upgrading ..........................................................................15
Task Team: Social services .........................................................................................17
2.8.1 Work stream 1: Youth in the Inner City ......................................................... 19
2.8.2
Work stream 2: Migrancy in the inner city ..................................................... 19
2.9 Transportation ..............................................................................................................21
2.10 Task Team: Billing ......................................................................................................23
List of Tables
Table 1: Precinct planning outcomes ............................................................................................................... 5
Table 2: Inner city housing outcomes .............................................................................................................. 6
Table 3: Investment promotion outcomes ........................................................................................................ 8
Table 4: Informal trade and micro-enterprise development outcomes ............................................................. 9
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Annexure A: Task Teams & Work Streams
Acronyms & Abbreviations
ABM
AFHCO
BRT
CBO
CBP
CCTV
CID
CoJ
CWP
DPUM
ECD
ED
EPWP
FBO
GCR
GCRO
GDS
GGP
IC
ICO
ICPF
ICPS
ICUDIP
IDP
ISD
JDA
JHC
JMPD
JOSHCO
JRA
MMC
MOE
NGO
NMT
RID
SDBIP
SDF
SLA
SMMEs
SWID
TUHF
UJ
Area-based management
Affordable Housing Company
Bus Rapid Transit
Community-based organisation
Community-based planning
Close circuit television
City Improvement District
City of Johannesburg
Community Work Programme
Development Planning & Urban Management
Early childhood development
Executive Director
Expanded Public Works Programme
Faith based organisation
Gauteng City Region
Gauteng City Region Observatory
Growth and Development Strategy
Gross geographic product
Inner city
Inner City Office
Inner City Partnership Forum
Inner City Property Scheme
Inner City Urban Design Implementation Plan
Integrated Development Plan
Infrastructure Service Delivery
Johannesburg Development Agency
Johannesburg Housing Company
Johannesburg Metropolitan Police Department
Johannesburg Social Housing Company
Johannesburg Roads Agency
Member of Mayoral Committee
Municipal owned entity
Non-governmental organisation
Non-motorised transport
Residential Improvement District
Institutional Service Delivery Budget Implementation Plan
Spatial development framework
Service level agreement
Small Medium and Micro Enterprises
South Western Improvement District
Trust for Urban Housing Finance
University of Johannesburg
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Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
1 Task Teams
1.1 Background
There are many issues to be dealt with by the City and stakeholders in the inner city. It is useful
to manage these tasks within issue- or area-based working groups. In order to improve on the
functioning of the working groups as centres of debate and support to the Inner City Roadmap
process these should be set up for particular issues or for precincts within the inner city where
they fulfil a function of developing and running dedicated projects or programmes defined in the
roadmap.
Task teams are to be set up with specific mandates and tasks. These ad-hoc committees or task
teams will be established by the Inner City Programme Manager for specific purposes. Task team
purposes may include a focus on a specific issue in the inner city or a particular geographic area.
Task teams may evolve around AREA-BASED interventions and will exist as reference groups to
provide input for the life of those interventions. So a neighbourhood task team may oversee the
development of a plan or implementation in one geographic area.
The first issue-based task teams to be set up should focus on the PRIORITY INTERVENTIONS
listed in this roadmap. A task team will be set up with specific objectives, specific representation,
defined terms of reference and a lifespan linked to the resolution of the issue or problem within
a delineated time frame. Each sub-committee will thus have agreed terms of reference and
clearly delineated objectives. These task teams will report to the Inner City Programme Manager
and any committee or working group as defined in the terms of reference. The task teams will be
constituted by officials and stakeholders related to the specific issue that the task team is asked
to resolve. When these objectives are met, the sub-committee will be disbanded. This approach
is in keeping with the outcomes-based approach defined for the Inner City Roadmap.
1.2 Task Teams Identified
The following initial task teams have been identified in order to focus on priority interventions:
 Urban design and spatial planning (with a focus on area-based regeneration)
 Sustainable human settlements
 Economic growth and investment promotion
 Urban management including cleaning, informal trading, transport hubs and
infrastructure maintenance and priorities
 Infrastructure upgrading
 Safety and security
 Greening and waste management
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Annexure A: Task Teams & Work Streams
 Social services (with an additional special focus on youth and migrants)
 Transportation
 Billing
1.3 Task team leaders
Each task team will have a technical champion, to be delegated to that function by the City
Manager. These technical champions should be located within the line departments or municipal
entities that take responsibility for particular clusters of projects arising from the roadmap. They
will lead sectoral or issue based working groups where these are deemed necessary and will:
 Take responsibility for the preparation of quarterly reports on progress against
commitments, to be submitted to the Inner City Programme Manager;
 Participate in task teams that involve their sector;
 Co-ordinate the project managers within a cluster;
 Provide support and leadership to project managers;
 Manage their own project/s;
 Manage the inter-relationships of projects within clusters/sub-programmes;
 Engage in cluster/line department budgeting processes; and
 Report to and participate in strategic management teams as set up by the Inner City
Programme Manager.
Ultimate accountability for delivery by the task teas will lie with relevant EDs.
2 Work streams
A substantial number of meetings and workshops among inner city stakeholders, held over the
months December 2010 to March 2011, provided prioritised outcomes that, through the
roadmap, will be achieved and implemented in the inner city. It is envisaged that task teams will
initially focus on the following priority activities:
2.1 Task Team: Spatial planning and urban design
2.1.1 Work stream 1: Close out of Inner City Charter 2007-2012
The Inner City Charter 2007-2012 maps out a large number of commitments to be achieved over
the period of the Charter. Several of these commitments have not been completed. It is
necessary to close off effectively on that work whilst moving ahead with the roadmap. For this
purpose a review of the unfinished commitments is required. In addition a comparison of those
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Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
with the objectives outlined in the current roadmap needs to be made. Decisions must be taken
on which commitments are to be pursued and through which of the programmes defined by the
current roadmap these will be directed. If any commitments are to be delayed or abandoned
these need to be reported and agreed on by MayCom.
This task therefore involves the preparation of a full close out report on the Inner City Charter
2007-2012. The report must be taken into consultation process with partners to that Charter via
the Inner City Partnership and a final report submitted to MayCom. Such a report must include
the plans for the completion or otherwise of unfinished commitments. The report is to be
coordinated by Development Planning department.
2.1.2 Work stream 2: Precinct based regeneration
The institutionalising of an area based regeneration approach requires that precincts for such
work be defined, and that work streams of all departments be aligned to such precincts. A
focused task is required in order to roll out this roadmap. It requires that the spatial priorities for
precincts be defined and that urban design and spatial plans that will lead investment be
defines. These will be drawn up in line with the approved ICUDIP and in partnership with local
stakeholders. Participatory and spatial planning exercises therefor need to be undertaken to
frame the work of the roadmap.
Table 1: Precinct planning outcomes
Medium-term outcome
Inner City regeneration
and management is
undertaken precinct by
precinct within well
developed spatial and
urban design plans
Short-term outcome
Precincts are
systematically upgraded
and all departments
coordinate activities
within framework of
coherent local plans
Outputs
Inner city precincts are defined and prioritised for
precinct level plans
Plans are developed or reviewed in partnership
with local stakeholders. Intervention priorities for
all sectors are agreed
Urban design plans are developed for priority areas
and priority sectors
2.2 Task Team: Sustainable human settlements
2.2.1 Workstream 1: Inner City property scheme and elimination of bad
buildings
Eliminating ‘bad buildings’ is a key priority within this outcome. The problems associated with
‘bad buildings’ pose a grave threat to the stability and the course of inner city regeneration.
They also presage degeneration in other areas of the city. They have severe negative impacts for
residents, owners, the municipality and the environment. Efforts to tackle ‘bad buildings’ have
met with some success, but have not adequately addressed either the causes or symptoms of
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Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
bad buildings. A coherent strategy has not yet been developed to address the problems at scale.
The seriousness of the problems associated with ‘bad buildings’ requires a high level response
and a strategy that is prioritised as a key thrust within the City of Johannesburg.
In this roadmap several departments and entities are allocated tasks in relation to dealing with
bad buildings, demonstrating that bad buildings are not just an urban management problem.
Addressing bad buildings is cross cutting. It requires law enforcement efforts of the City’s legal
department and of Region F, in concert with JMPD, Environmental Health, DPUM and others. It
also requires that the City coordinate its law enforcement efforts with those of provincial and
national spheres of government. This means that all stakeholders need access to information on
building conditions and the tracking of cases so that a coordinated response is possible. Bad
buildings impact on the environmental health of the Inner City and so Environmental
Management needs to respond also to the conditions that are created as a result of declining
service levels and increased stress on the neighbouring areas. As these conditions are
fundamentally driven by housing need, the Housing Department is implicated in the resolution
of bad buildings and needs to create conditions for poor and vulnerable households to access
decent accommodation. A revised Inner City Property Scheme must incorporate a programme
for addressing bad buildings.
‘Bad buildings’, their causes and their symptoms are not unique to Johannesburg – although this
city may well experience these problems at a greater scale than any other South African city. It
rests upon Johannesburg to lead the way for other cities in forging a developmental and
successful approach to dealing with this urban crisis.
2.2.2
Workstream 2: Housing for poor and indigent
Whilst social housing institutions and private developers have been delivering housing units to
lower income households, the ongoing need for accommodation for very poor residents and
newcomers to the city remains one of the most critical issues in the inner city. The absence of
affordable, entry-level housing for very poor inner city residents feeds the so-called slumlord
developments and bad buildings in the inner city. These in turn lead to extreme health, safety
and social problems, infrastructural deficiencies and urban decay. Efforts to house poorer
residents of the inner city should focus on upgrading hostels and formalising informal
settlements in the inner City. The experience over the history of the Inner City Charter has
highlighted the need for innovation and delivery in this sector. New housing typologies must be
piloted and those that are working need to be rolled out. The funding models and institutional
arrangements that are partially tested need further development.
Table 2: Inner city housing outcomes
Medium-term outcome
All levels of Inner City
housing delivery and
management are
Short-term outcome
An Inner City Housing
Plan is operationalised
Outputs
An Inner City Housing task team is established and
oversees housing categorisation and delivery of a
range of entry level housing
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Medium-term outcome
coherently planned and
budgeted for
Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
Short-term outcome
Outputs
The Inner City Housing Action Plan is developed and
implemented
A detailed urban design plan and guidelines for
development of sustainable living environments is
implemented for the in inner city
Business plans for various housing typologies are
operationalised
A 5year business plan for housing poor residents is
operationalised
Agreements are institutionalised with GPG and
national government for Inner City housing delivery
Innovative housing typologies for Inner City housing
for poor residents are incentivised and rolled out
Green building guidelines are incentivised and
rolled out for Inner City housing development
Suitable land and buildings available to the City
through ICPS will be screened and allocated for
housing
By laws impacting on Inner City housing are
reviewed and updated
Housing research and data is collected, collated and
distributed by the City
A monthly joint operations committee for homeless
services is run with relevant departments and
NGOs/CBOs
Support programmes are operationalised in City run
shelters
A 5 year plan for emergency housing is
implemented. An audit of informality in inner city is
conducted and buildings and spaces prioritised for
securing health and safety.
A strategy for supporting homeless persons is
implemented through Human Settlements &
Community Development Depts
Incentives for inclusionary housing are
operationalised and communicated
Institutional arrangements for inclusionary housing
are effected
Financing arrangements for inclusionary housing
are resolved with the banking sector
Training and education is provided for developers,
bodies corporate and tenants
A sectional title intervention programme is piloted
in 10 buildings
A programme of hostel upgrading is finalised and
implemented along with GPG
A programme for upgrading and management of all
Inner City informal settlements is finalised and
implemented
A Bad Buildings Strategy is approved
A single, updated bad buildings database is
operational in all City departments and entities
Effective regulation
frames housing
development
Shelter is provided for
indigent residents of
the Inner City
Programmes for
emergency and special
needs shelter are in
place
Inclusionary housing is
developed in Inner City
Sectional title is
supported in Inner City
Hostels and informal
settlements in the Inner
City are upgraded
Resolution of law and
bylaw infringements in
bad buildings; revised
Bad buildings law
enforcement
operationalised through
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Medium-term outcome
Inner City Property
Scheme
Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
Short-term outcome
plans, targets and
staffing
Outputs
Law enforcement has commenced on 100% of
buildings categorised as hi-jacked/very bad
Law enforcement is completed on actions
commenced in Doornfontein, Fashion District,
Hillbrow/Berea and additional special cases
Upgrading/ law enforcement agreements are
reached with tenants/owners in a minimum % of
slummed buildings
Abandonment agreements are completed annually
and relevant buildings are handed to ICPS
60% of buildings in target blocks are under
renovation
Landlords are brought into RSL programme subject
to compliance with building management and
upgrading criteria
A programme for law enforcement and agreements
in sectional title buildings is operationalised
All laws and by-laws and procedures pertaining to
bad buildings are reviewed and bylaws are updated
2.3 Task Team: Economic growth and investment
promotion
This task team may split into specialised teams or combine efforts. Below it is suggested that
teams take on an investment focus, a focus on informal trade and micro enterprise, and a focus
on employment
2.3.1 Work stream 1: Sustaining investment in the inner city
It is essential to maintain existing investments and to promote new investment in the inner city.
This is the basis for the business node function that this centre serves. It requires a focus on
meeting the needs of investors and attracting new investors. A task team should include
business interests and develop and deepen the City’s strategies around incentives and
facilitation and services required for sustaining and expanding business opportunity. The task
team will focus on large business as well as medium and small enterprise.
Table 3: Investment promotion outcomes
Medium-term outcome
A competitive local
economy
Short-term outcome
Existing private
investment is
supported and
retained
New private
investment is
attracted
There is more
effective utilisation of
IC land and property
assets
Outputs
Economic precincts / clusters are developed.
Incentives are operational.
Designated and purpose-built trading spaces are
available and operational
An inner city land release policy and strategy
supports social and public need
An inner city land release policy and strategy
enhances private investment
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Medium-term outcome
Short-term outcome
There is appropriate
redevelopment of
derelict buildings
owned by City
Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
Outputs
The Inner City Property Scheme is redeveloping
derelict buildings
A coherent programme addresses the allocation of
buildings to the range of inner city development
needs including housing and social facilities
2.3.2 Work stream 2: Thriving informal trade and micro-enterprise
Well-managed informal trade is important both for the dynamism of that sector and for its coexistence with other forms of retail and with pedestrian activity in the inner city. There need to
be clear spatial and economic guidelines on the placement and infrastructure for trading and
allied activities as well as the nature of trade in various locations. But this requires an audit of
existing trade and an analysis of trade and of the inner city’s capacity and constraints. Thereafter
by law revisions and spatial plans can be developed for the management of trade.
Cross border trade happens at several scales sin the inner city. Much of it is through micro
enterprise. Support is required to ensure smooth logistics between retail outlets and
transportation interchanges. In addition the trading spaces need to be safe and well serviced.
These are points of massive investment and a relationship between the City, traders and
landlords is required to optimise this function and to set in motion area improvement strategies
to support it.
Table 4: Informal trade and micro-enterprise development outcomes
Medium-term outcome
Economic activity is
promoted
Short-term outcome
Efficient and effective
and diverse inner city
retail offerings are in
place
Outputs
Thriving well managed efficient cross border trading
facilities are operational
An audit of informal trade exists. A spatial strategy
for the placing and scale of trade is developed with
due consideration for infrastructure requirements
and capacity
Trading spaces, functions, facilities are developed
and well supported
Informal trading is focused in markets, linear markets
and designated roads that are to be clearly
demarcated and integrated with transportation and
movement plans for IC
Well-managed and regulated micro-retailing and
informal trading exist
Diverse range of public markets available to
consumers
2.3.3 Work stream 3: Employment creation
This critical task involves the promotion of job creation through public and private activities. The
opportunity exists to promote job creation through the large infrastructure redevelopment and
upgrading activities required in the inner city including repairs, maintenance and redevelopment
of infrastructure, the improvement and upgrading of derelict buildings, the development of
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Annexure A: Task Teams & Work Streams
housing, the on-going maintenance, cleaning and securing of the city and other activities. In
addition employment creation can be stimulated through the development of spatial strategies
and incentives for business creation and the facilitating of private business development and
promotion of local employment. This task team will also focus on skills development
programmes. A task team focused on this will need to include City, private as well as other state
organs that can release incentives for such activity.
Table 5: Employment creation outcomes
Medium-term outcome
Increased employment
Short-term outcome
Skills of job seekers
and school leavers are
improved
Short-term work
opportunities are
provided to all who
wish to participate
Increased number of
new youth-owned
start-up business in
the inner city
Outputs
Skills hubs and job centres are established
Literacy and skills levels of school leavers are
improved
An Inner City Youth Programme is implemented
An Inner City EPWP & CWP is implemented
Youth owned businesses are supported
2.4 Task Team: Urban management
The tasks for this team are considered fundamental to ‘getting the basics right’ in the inner city.
Urban management is a local issue, it is where the City is ‘on the ground’, dealing with day-today problems that arise from service delivery breakdowns and by-law infringements. Urban
management is also a multidisciplinary concern that requires a strong institutional structure as
well as integrated information and response. Region F has begun to create a coordinated
multidisciplinary unit within its offices, however, in the following years this work needs to be
strengthened with capacity from various departments and entities. The coordination across City
units requires that firm service level agreements (SLAs) are established between Region F and
the units responsible for service delivery and management in the inner city.
Table 6: Urban management outcomes
Medium
term
outcome
City departments,
MOEs and allied state
departments
coordinate their urban
management tasks
under the leadership of
Region F
Short term outcome
Outputs
SLAs and MoEs are
fully operational for
coordinated urban
management functions
Integrated urban management blitz operations are
reviewed annually
Relevant staff are seconded to Region F urban
management unit
Monitoring and quality assurance processes for urban
management are fully operational. All MOE services
and JMPD have effective supervision of daily tasks in
place
Targets are in place for resolution of complaints and
urban management problems
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Medium
outcome
term
Short term outcome
Urban management is
undertaken in a
coordinated fashion at
precinct level
City and private
partners manage the
urban environment
effectively with shared
responsibility
Partnering agreements
are operationalised
Well maintained
infrastructure in the
inner city
By law infringements
and service delivery
breakdowns are
resolved in short time
frames
Well maintained waste
management
infrastructure in the
Inner City
Operational plan in
place for repair,
maintenance and
extension of waste
management services
in Inner City
Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
Outputs
Prioritisation of Inner City blocks is undertaken for
targeted resolution of all urban management and law
enforcement problems within an operational plan
All urban inspectors and relevant officers record and
track urban management problems on electronic
hand held devices
Urban management incidents are spatially mapped in
an integrated GIS/information system for capturing,
analyzing and distributing data
Monthly reporting is undertaken on urban
management problems, and for tracking of progress
An independent assessment of progress in urban
management conducted annually
A monthly interdepartmental Inner City task team is
established.
A weekly Inner City task force is established to deal
with specified high intensity and crises matters
Daily permanent foot patrols are instituted by JMPD
Due diligence is carried out for urban management
issues in each precinct.
Precincts are prioritised for the crowding in of
attention to deal with issues on a precinct-by-precinct
basis. Region F develops calendar for precinct-byprecinct urban management approach
Inner City City-Improvement-District (CID) policy is
operationalised
Inner City CID policy clearly communicated
The City is represented in CID management structures
New CIDs and RIDs are established in the Inner City
Partnership arrangements are established for the
funding of a fully integrated electronic reporting
system for urban management
Targets are set for the resolution of by-law
infringements and service delivery breakdowns
SLAs are in place with departments and MOEs for
coordinated service delivery and key urban
management tasks
A protocol is operational for the escalation of urban
management and service delivery issues that are not
resolved through SLAs in given timeframes
Handover plans, with operational plans and budget
plans, are developed for all facilities and public
infrastructure projects that are developed by City
The operational plan for daily waste management
services in the Inner City is reviewed and
implemented
An audit is prepared of the current status and
anticipated needs/shortfall for this service in Inner
City
A prioritisation plan and business plans for the
rehabilitation and extension of Inner City waste
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A place of opportunity…
Medium
outcome
term
Short term outcome
Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
Outputs
infrastructure are developed
Adequate waste receptacles are rolled out across
Inner City
Illegal dumping is reduced in Inner City
Recycling programmes and related education
programmes are implemented through the Inner City
Response times to service failure complaints are
improved
2.5 Task Team: Safety and security
Ensuring that people feel safe and secure in the inner city at all times is the key priority of inner
city rejuvenation. The Inner City Safety and Security Plan is clear on this. Much has been
achieved by increasing visible public policing, the large number of private security programmes
and the installation of CCTV cameras in the inner city. The multidisciplinary approach of tackling
crime and urban management in a coordinated manner has shown significant results. However
there is much to be done and several initiatives have not been effectively carried through. Law
enforcement, safety and security and urban management go hand in hand. The Inner City Safety
Strategy recognises this and provides a platform for the coordination of the agencies that
undertake law enforcement, crime prevention and urban management. This strategy has been
piloted but must be reinvigorated and rolled out in the inner city.
Table 7: Law enforcement and crime prevention outcomes
Medium-term outcome
Crime levels in the IC
reduced and rule of law
operates in Inner City
Short-term outcome
Effective, coordinated
cross-sectoral law
enforcement operations
in Inner City
Outputs
A coordinated law enforcement unit is
operationalised and is fully staffed in Region F
Inner City by-laws and regulations are reviewed and
publicized
SAPS and other tracking systems are integrated into
a coordinated electronic information system for
quick response
Relevant staff are seconded to Region F law
enforcement unit
All law enforcement staff are trained on by-laws,
enforcement and agreements for relevant urban
issues in Inner City
Block by block spatial demarcation is reviewed
annually
A law enforcement approach against unlawful
property agents is operationalised
The municipal court strengthened
A JMPD by law enforcement plan operationalised
and aligned to an Inner City policing plan
Rigorous supervision of JMPD officers and all staff
undertaking daily cleaning, repair and maintenance
is implemented
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A place of opportunity…
Medium-term outcome
Short-term outcome
Resolution of law and
bylaw infringements
Number of liquor
outlets in inner city
reduced
IC effectively covered
i.r.o. proactive security
measures
CCTV coverage
increased in Inner City
Visible policing
increased
Full preparedness for
any disaster
City Disaster
Management Plan
operationalised
Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
Outputs
Permanent foot patrols are implemented
Rigorous supervision of JMPD officers and all staff
undertaking daily cleaning, repair and maintenance
is implemented
The City and GPG operationalise a systematic
policy, licensing and management approach to
liquor outlets in Inner City
The City acts against all liquor outlets for the full
range of by-law infringements
Standards are established and enforced for the
allowable distance between outlets in the Inner
City, especially in residential buildings
A protocol for licensing applications and
enforcement plans is set and applied by a
coordinated task team inclusive of Region F
including DPUM, SAPS, GPG and others
A specialist multiagency team inspects IC liquor
outlets annually
CCTV cameras are rolled out at all exit and entry
points, public squares, parks, termini, crime
hotspots and key economic institutions
A CCTV control room is manned 24hours per day by
SAPS and JMPD operatives
An operational plan for visible policing in all spheres
of law enforcement is rolled out
CCTV coverage is expanded and coordinated with
officers on the ground
Increased policing is deployed at crime hotspots
A JMPD deployment and supervision plan for Inner
City traffic, by-law enforcement and crime
prevention is operationalised
An increased number of JMPD officers are deployed
in the Inner City
SAPS, JMPD, CID guards are linked through a control
room and hand held devices
A voluntary community patrollers programme
operationalised – this programme is targeted at the
youth
Protocols are developed for recoding, escalating &
responding to incidents & complaints
Quarterly crime and accident statistics are reported
to the ICCPF
An increased number of SAPS officers and vehicles
are dedicated to Inner City
Programmes are rolled out including institutional
arrangements, prevention measures and by law and
service changes required for various EM Services in
the Inner City
A coordinated response to town planning
applications is in place to ensure prevention of and
protection against hazards
Open spaces able to cater for emergency
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A place of opportunity…
Medium-term outcome
Short-term outcome
IC crèches are safe and
effectively monitored
IC safety measures
developed and
integrated into bylaws
Effective monitoring of
compliance operational
Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
Outputs
evacuation to be developed in south and southwestern sections of Inner City
A disaster management data-system integrated
with urban management electronic database
Inner City ECD safety measures are reviewed
ECD bylaws are drafted
A compliance monitoring plan is developed and
operationalised
2.6 Task team: ‘Greening’ and Waste management in the
Inner City
The need to review and rigorously implement waste by-laws is important. Opportunities to
recycle waste and to improve the relationship between various stakeholders in waste
management including the City, private recycling companies, informal reclaimers and agents
providing storage and other facilities, need to be captured.
There is a need to promote energy efficiency in this high-density environment. Buildings need to
be retrofitted to comply with energy efficient standards.
In the context of increasing density, the supply of green infrastructure and green open space in
the inner city is entirely inadequate. The shortage of parks means that there are few recreational
opportunities for inner city residents; almost zero opportunities for run-off capture, carbon
sequestration, the creation of biodiversity. Streets should be treated as quality open spaces as
well as economic generators. The installation of green infrastructure in quantity and quality such
as green roofs, green open spaces, rain gardens, urban agriculture and ‘green streets’ must be
addressed and rolled out to mitigate the inner city’s negative impact on the environment and
contribution towards climate change.
Table 8: “Green”and waste management outcomes
Medium-term outcome
All residents and users
of IC have access to
green open space
Short-term outcome
A network of public
spaces and green space
exists across the Inner
City
Outputs
A new metro park is established
5 Inner City parks are upgraded
Partnership arrangements for developing and
managing green and public space are
institutionalised
The amount of public art is increased and is
integrated with arts heritage and culture in the
Inner City
Priority conservation areas in Inner City are
preserved and increased
The Inner City is greened through tree planting and
landscaping
14
A place of opportunity…
Medium-term outcome
Short-term outcome
Low levels of waste are
generated in inner city
The amount of waste to
landfill sites from Inner
City is reduced
All Inner City residents
have adequate access to
diverse, safe, high
quality food
Food garden
programmes are
widespread through
Inner City
Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
Outputs
Green building guidelines are developed and
operationalised with DPUM
Waste diversion programmes are implemented
Additional waste recycling facilities and
programmes are implemented
Facilitation and appropriate formalisation of the
informal waste recycling sector is established
Waste separation at source in selected buildings
and all schools and state institutions is
operationalised in the Inner City
Waste exchange programmes are implemented
Programmes to improve food safety are
operationalised
Food garden programmes are rolled out in Inner
City
Best practice for Inner City food security
programmes is assessed and implemented in the
Inner City
2.7 Task Team: Infrastructure upgrading
An audit and programmatic rehabilitation plan is required for all infrastructure services: water,
sanitation, electricity, and waste. The inner city is a dynamic environment which places
extremely high pressure on all infrastructure and services and its functionality depends on the
quality and reliability of those services. These factors put an additional strain on an already
ageing and overstretched infrastructure. In the inner city most of the infrastructure is in place,
but there is a need for the servicing of new developments as well as addressing the need for
adequate infrastructure where it is strained or depleted. An important component of the tasks
ahead is the planning for the proactive rehabilitation of services. This requires that the City
undertake audits of water, waste and power services and that a programme of rolling upgrading
be developed. This will need to be prioritised, phased and budgeted for over the coming years.
Maintenance plans that have previously relied on a reactive approach, are to be reworked into
proactive strategies for ongoing maintenance. These audits and planning are to be consolidated
into a Comprehensive Infrastructure Plan.
Table 9: Infrastructure outcomes
Medium-term outcome
All services are audited
and upgrading and
rehabilitation of ageing
infrastructure takes
place within a
masterplan for each
service
Inner City users have
access to equal quality
services
Short-term outcome
An inner city
infrastructural services
master plan is
operational for each
service
Outputs
The City conducts audits of each infrastructural
service in the inner city
An inner city infrastructural services masterplan is
developed
Asset Management and
Operational plans are in
place for the proactive
Hand-over and sustainability plans are developed
for Capital projects and Service Delivery for Water
Hand-over and sustainability plans are developed
15
A place of opportunity…
Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
Medium-term outcome
Short-term outcome
maintenance, repair and
extension of all services
Well maintained water
infrastructure exists in
the Inner City
Operational plan in
place for repair,
maintenance and
extension of water
services in Inner City
Well maintained
electricity infrastructure
exists in the Inner City
Operational plans are in
place for the repair,
maintenance and
extension of electricity
services in Inner City
Well maintained sewer
infrastructure in the
Inner City
An operational plan is in
place for the repair,
maintenance and
extension of sewer
services in the Inner City
Sustainable
infrastructure service
Demand side
management and
16
Outputs
for Capital projects and Service Delivery for
Electricity
Hand-over and sustainability plans are developed
for Capital projects and Service Delivery for Roads
Hand-over and sustainability plans are developed
for Capital projects and Service Delivery for
Sanitation
Hand-over and sustainability plans f are developed
for Capital projects and Service Delivery for public
environment
Hand-over and sustainability plans are developed
for Capital projects and Service Delivery for
Housing
An audit is prepared of the current status and
anticipated needs/shortfall for this service in Inner
City
A prioritisation plan and business plans for
rehabilitation and extension of Inner City water
infrastructure are developed
Water leaks across the Inner City are repaired and
sustained within a monitored programme of repair
Prepaid meters are installed in selected buildings in
Inner City
Response times to service failure complaints are
improved
100% compliance with the water quality permit is
maintained in the Inner City
Public lighting is installed and maintained in public
spaces and is also installed along with public space
upgrading projects
An audit is prepared of the current status and
anticipated needs/shortfall for this service in Inner
City
A prioritisation plan and business plans for
rehabilitation and extension of Inner City electricity
infrastructure are developed
Response times to service failure complaints are
improved
An audit is prepared of the current status and
anticipated needs/shortfall for this service in Inner
City
A prioritisation plan and business plans for
rehabilitation and extension of sewer
infrastructure are developed
Response times to service failure complaints are
improved
100% compliance with the effluent quality permit
is maintained in the Inner City
The upgrading of Inner City sewer pipes is managed
according to a prioritised programme
A DSM strategy for water is operationalised
A DSM strategy for waste is operationalised
A place of opportunity…
Medium-term outcome
delivery and usage in
Inner City
Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
Short-term outcome
climate change
mitigation initiatives are
implemented
Outputs
A DSM strategy for electricity is operationalised
2.8 Task Team: Social services
Increasing access to and the supply of social services and facilities are key priorities for
improving quality of life in the inner city. The increased residential nature of the inner city has
not been matched with adequate social services and facilities. There is currently a dire shortage
of such facilities. The coordination of existing social services and the development of appropriate
future services require a Master Plan for Social Services in the Inner City, taking into account
current conditions, present services and facilities (including public, private and non-profit
services available) and the scale and type of need required. In order to ensure an outcomesbased approach to the delivery of social services, the specific targeting of various vulnerable
groups in the inner city is necessary. Services must cater specifically to the needs of orphans,
abused women, persons with skills deficiencies, street children, the aged, migrants, displaced
persons and the destitute. This may involve sub-task teams, including one centred on youth and
one on migrancy, as suggested below
Table 10: Social services outcomes
Medium-term outcome
A social services
masterplan is
operational
An Inner City Schools
Programme is
operational
An Inner City ECD
programme is
operational
Science and technology
literacy levels are
improved
Child and adult literacy
levels are improved
Short-term outcome
All social services
planning is undertaken
within a masterplan
An Inner City Schools
Support Programme is
conceptualised and
planned
A partnership between
GPG and CoJ is
formalised
An Inner City ECD
Programme is
conceptualised and
planned
IC learners participate in
Science and Technology
literacy programme
Outputs
An inner city social services masterplan is prepared
An Inner City schools support programme business
plan and budget is developed
An MoU for school support is developed between
CoJ and GPG
An Inner City ECD programme business plan and
budget is prepared
A literacy training
programme is effectively
delivered at Inner City
libraries
A reading development
programme is effectively
delivered to ECD
Centres
17
IC Science & Technology Literacy programme
business plan and budget
Partnership agreement with Gauteng Education
and Tertiary Institutions and other partners signed
Literacy training programme business plan and
budget
Partnership agreement with Gauteng Education
and IC NGO’s / CBO’s signed
Reading Development programme business plan
and budget
Partnership agreement with Gauteng Education
and IC NGO’s / CBO’s signed
A place of opportunity…
Medium-term outcome
Improved primary and
public health
Improved access to
Health and outreach
programmes in the
Inner City
Effective partnerships
with NGOs and CBOs are
established and
operational
Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
Short-term outcome
Clinic services for
residents are effective
and operational in Inner
City
Health outreach
programmes are
operational and utilised
Outputs
All existing Inner City clinics are upgraded
Health outreach programmes are updated and
rolled out across the Inner City
Inner City NGOs and
CBOs supporting the IC
poor are effectively
supported
A database of NGOs and CBOs maintained and
updated
A Corporate Social Responsibility Fund is
established with partners
Access to office space is provided for select NGOs
and CBOs
ESP and institute registration processes are
operationalised
RSL programme is operationalised
The ESP and RSL programmes are clearly
communicated
ESP is linked with social housing, tenancy, job
seeking, transportation benefits and other social
programmes
Targets for units to be provided through RSL
programme are set and monitored
The free basic services programme is
operationalised in Inner City within the ESP
programme
An Inner City Social Services Master Plan is
developed
Targets are set and programmes rolled out for
deliverables to a range of vulnerable groups
An Inner City food security programme is
implemented
The Scale, capacity and shortfall of existing social
services audited
Strategies for providing to a range and scale of
needs are developed
Single Window social services procedures are
developed
Key buildings are upgraded and maintained,
including Rissik St Post Office, City Hall, Marshal St
Barracks and others
A programme for salvaging of key heritage
buildings is operationalised
The Inner City heritage is protected within clear
guidelines for City, developers and stakeholders
Application is made to national government for
Johannesburg to have status as the national culture
capital
An Inner City programme for arts, culture and
heritage development including events, trails, and
spatial projects is operationalise
Effective shelter and
services support for
poor persons are
operationalised
Appropriate target
groups are accessing
Expanded Social
Package and Registered
Social Landlord
Programme
A targeted social
services programmes for
Inner City Vulnerable
Groups is operational
An Inner City Social
Services Master Plan is
approved by Council
The Inner City identity is
enhanced through
heritage tourism
opportunities
Key heritage sites are
maintained and future
development is guided
by a formal programme
and guidelines
The Inner City is the
country’s centre of
choice for art, culture
and public art and
events
The Inner City’s rich
cultural offerings are
sustainably managed,
celebrated, widely
accessed and growing
Hillbrow health Precinct - initiatives in the health
Precinct are supported and promoted
18
A place of opportunity…
Medium-term outcome
Short-term outcome
All IC residents have
access to recreational
and sports facilities
within walking distance
Inner City sports and
recreation facilities are
well utilised
Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
Outputs
Cultural assets are clearly graded for
heritage/cultural status
A financing and management model is established
for iconic public spaces in the Inner City
Key iconic public space projects are developed and
implemented
A programme of support to creative industries is
operationalised
An annual programme of public events is published
each July including programme for financing and
sustainability
A programme for supporting community organised
activities - especially focused on children in public
parks- is operationalised
Partnership arrangements for community based
arts and culture, special events, and creative and
cultural businesses are established
An Inner City sports and recreation facilities
business plan and budget are prepared
A strategy of private-public partnership for sharing
and managing of Inner City facilities is developed
Existing Inner City sports facilities are upgraded
2.8.1 Work stream 1: Youth in the Inner City
This task team will focus on the needs of youth and development of opportunities for youth in
the inner city. It will coordinate the various social and economic programmes directed at young
people in the inner city. It will also oversee the establishment of a Youth Centre in the inner city
and ensure that this is an effective base for youth to access services.
Table 11: Youth development in inner city outcomes
Medium-term outcome
A place of opportunity
for youth
Short-term outcome
Inner City youth centre
is fully operational
City programmes have
operational youth
programmes within
their scope and these
are coordinated
Outputs
An inner city youth centre is developed
All relevant City economic programmes have a
youth development track
Recreational facilities for youth are prioritised and
a key recreational facility is developed in the inner
city to cater to youth
Inner city social, health, educational and
recreational development programmes are put in
place for youth by each department and public and
non-state programmes are coordinated
2.8.2 Work stream 2: Migrancy in the inner city
The inner city can be a beacon of diversity for South Africa, integrating newcomers and migrants
through effective support. This task team will work with NGOs and migrant representative
organisations to develop programmes to deal with effective integration and celebration of
19
A place of opportunity…
Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
migrancy in the inner city. The tasks include addressing the needs for information on access to
services, on City by-laws and on policies; the need for targeted social services; the need for antixenophobia initiatives and programmes that celebrate the cosmopolitan nature of the inner city;
as well as a focus on supporting ethnic entrepreneurialism. Such a task team might include social
services, planning, economic development and arts and heritage input.
20
A place of opportunity…
Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
Table 12: Migrancy programmes outcomes
Medium-term outcome
A range of migrancy
programmes are
developed and
operationalized through
partnership
Short-term outcome
An effective partnership
is in place for ongoing
work related to inner
city migrancy
Outputs
Establishment of a task team including city and
NGOs and migrant representative organisations
Development and prioritisation of programme
interventions
Services for migrants are
effectively integrated
and targeted
Xenophobia in the Inner
City is reduced
New migrants are more
effectively integrated
A strategy on the inclusion of migrants is
implemented
The migrant help desk is expanded and relocated
Mediation programmes are established
A comprehensive counter-xenophobia strategy is
implemented
An outreach awareness programme for migrant
assistance is established
Programmes that celebrate the migrancy and
cosmopolitanism of Johannesburg are developed
and implemented
Outreach and antixenophobia
programmes are
operational
2.9 Transportation
Improved efficiency of transportation, dealing with congestion, rationalising of movement
routes and parking facilities and creation of a quality pedestrian environment are the core
activities required to improve the transportation problems of the inner city. Several priority
areas have been identified to address the transportation challenges in the inner city, including
the on-going roll out of the Rea Vaya BRT, initiatives to improve pedestrian accessibility in the
Inner City through the Commuter Links project, and plans to increase the number and
management of public transport hubs. These initiatives need to be consolidated and scaled up.
There is also a need to redesign of the traffic signalling system, and to reintroduce city traffic
wardens or points-men to facilitate traffic flow into and out of the inner city during peak
periods. In terms of transportation, the aim is to create a better transport hub and transit
experience through an integrated transport system, while working towards developing a more
functional, liveable, pedestrian-friendly and walkable city that is safe and well-managed. This will
be achieved by optimising the use of existing public transport facilities, integrating the minibus
taxi industry, consolidating long distance services close to Park Station to make inter-modal
transfer more efficient. It will also be necessary to develop transport-orientated precincts and
provide new public transport facilities where they are lacking around employment and mixed
use nodes. Further plans include reducing on street parking in the inner city, and regulating it for
short-term use only, a sequential reduction of private car usage, and incorporating a nonmotorised transport network along key routes to complement the system.
21
A place of opportunity…
Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
Table 13: Transportation outcomes
Medium-term outcome
High quality integrated
efficient sustainable
public transportation
services operate in the
Inner City
Short-term outcome
Well functioning
infrastructure supports
each mode and modal
interchange in Inner City
Well functioning transit
oriented developments
Key transport
interchanges and
surrounds are
developed as
economically viable
walkable modal
interchanges
Sustainable and clean
public transportation
facilities exist
Taxi facilities are
rationalised and
upgraded across the
Inner City
Safe walkable and NMT
routes exist across the
Inner City
Key routes are
pedestrianised and/or
retrofitted for safe NMT
usage
Private vehicle mobility
is well managed in inner
city
Dedicated routes for
private vehicles are
established and traffic
regulation is enforced
Well managed and
maintained road and
storm water
infrastructure
Medium-term outcome:
Proactive maintenance
of road and storm water
infrastructure is
22
Outputs
Dedicated streets for public transport are
implemented
Rea Vaya routes in the Inner City are completed
Metrobus routes are aligned with Rea Vaya
There are improved taxi services, with enhanced
regulation and management of services
A facility for long distance multimodal
transportation hub developed at Kazerne
The railway line decking plans finalized
Park and ride facilities are established
A strategy for ongoing management of
transportation facilities is in place
Plans are finalised and agreed for precincts at
Gautrain Park station, Joubert Park, Noord, ABSA
precinct, Kazerne
Partnerships with PRASA are in place to improve
intermodal integration, land use densification and
infrastructure upgrading
Management of metered taxis is improved
Integrated ticketing systems are operationalised
Transportation permits are issued through
effective processes and criteria that are agreed
between City and GPG
An implementation plan for taxi holding and
ranking is operationalised
Formal taxi facilities are upgraded
An additional commuter facility is developed in
north west of CBD
Noord street is pedestrianised with restricted
vehicular access
Rea Vaya precincts are upgraded
Cycling and trolley pusher routes are implemented
Pedestrianistation of key routes is established
Sidewalk and traffic engineering improvements are
achieved for pedestrian safety
Low carbon transportation is encouraged
A city pedestrian strategy is implemented in inner
city
New pedestrian routes are developed in the Inner
City
Private vehicles are redirected away from
dedicated public transport routes
Selected on street parking is removed
Private off street parking is encouraged
Increased numbers of points men are deployed in
the Inner City
Existing roads and storm water are repaired and
maintained
A programme of monitoring and tracking
maintenance is reviewed and operationalised
A place of opportunity…
Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
Medium-term outcome
Short-term outcome
undertaken
Outputs
Lighting, sidewalks and traffic signals are upgraded
The public environment
in the Inner City is safe,
walkable and pleasant
Streets and public
spaces are upgraded
and well utilised
Pedestrian routes are extended across the Inner
City
Bus priority streets are operationalised across
Inner City
Transit oriented property development plans are
rolled out in transport precincts
A comprehensive streetscape/public environment
upgrading plan is implemented in IC
The policy for outdoor advertising and visual land
space is reviewed and implemented
2.10 Task Team: Billing
The increasing and incentivising of private investment in the inner city is dependent upon
effective property rating and effective billing for services. Often inadequate meter reading,
ineffective billing, inappropriate rating on some properties and delays in the release of clearance
certificates for services have frustrated property development and management processes. The
requirements for effective systems include that a transparent process be established and
communicated, including in an accessible ‘citizens guide’ for clearance certificates, billings and
the tariffs system, rebates and procedures for inner city development. Correct and fair tariffs
need to be applied to all Inner City properties.
The processing of clearance certificates needs to be streamlined and a racking and
communication system attached to the processing of clearance certificates. In addition
procedures for the reporting and prosecution of cases of fraud related to the issuing of clearance
certificates will be established and prioritized.
Transparent procedures to legally and effectively integrate private sector metering and
monitoring procedures into billing system in a streamlined manner need to be developed.
Tariffs for inner city residential development for poor households need to be revised and
applicable rebates made available.
Table 14: Billing Outcomes
Medium-term outcome
Financially sustainable
City functions
Short-term outcome
Sustainable revenue
collection and
enhancement ensures
sustainability of MOE
operations in Inner City
A rationalized rating
policy is in place and
functional on every
property in the Inner
City
Outputs
Cost recovery programmes are in place
Inner City property ratings are rationalized
especially for low income housing developments in
line with City policy for supporting indigent and
low income households. Correct rates and tariffs
are applied to every building in the inner city. The
23
A place of opportunity…
Medium-term outcome
Inner City Transformation Roadmap
Annexure A: Task Teams & Work Streams
Short-term outcome
Outputs
Inner city tariffs system is revised including
incentives for residential development are fully
operational and communicated.
Transparent procedures are established to legally
and effectively integrate private sector metering
and monitoring procedures into billing system in a
streamlined manner.
Meter reading of all inner city meters is
undertaken at least once every three months
A transparent process is established and
communicated to ensure that all clearance
certificates in the Inner City will be issued within a
limited time frame. Tis process includes a tracking
and monitoring of clearance certificates being
processed.
Inner City property
owners and tenants and
billed correctly and
promptly for all
municipal services.
The system for the
release of clearance
certificates is efficient
and effective
24