Annexe AA8
AA8
Inner City Regeneration Strategy: Business Plan for 2004 - 2007
See attached.
Johannesburg Inner City
Regeneration Strategy Business Plan
BUSINESS PLAN
Financial Years 2004-2007
10 March 2004
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
45
Johannesburg Inner City and JDA development at
19 January 2004
Annexure C: Terms of Reference – Section 79 Committee
46
Annexure D: Terms of Reference – Section 80 Committee
50
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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, nongovernmental 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:
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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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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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Johannesburg Inner City Business Plan
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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:
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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 redlining. 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:
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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 City
The 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
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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
the Inner City. Currently, the CoJ and its partners expend much time and energy
reactive efforts. With sustained economic growth in the Inner City they will be able
build on the present solid foundations to sustain a more strategically positive process
regeneration and redevelopment.
in
in
to
of
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.
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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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Johannesburg Inner City Business Plan
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Raise & sustain private
investment leading to steady
rise in property values
Address
sinkholes
Intensive
urban
management
Maintain/
upgrade
infrastructure
Ripple-pond
investments
Support
economic
sectors
These are based on:
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
Vision for the Inner City (1997)
(Golden Heartbeat of Africa etc)
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Economic Development Framework of Greater Johannesburg (1999)
(Golden Triangle of Central Core-JIA-Midrand)
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Inner City Spatial Framework (1999)
(12 Parallel Strategies)
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Inner City Economic Development Framework 1999
(12 Parallel Strategies)
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City Centre Development Framework 2000
(Precinct development)
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Local Integrated Development Plan (2001) – incorporated into Regional Spatial
Development Framework
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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 coordination, Revenue collection)
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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)
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4
Goal and Objectives
The 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:
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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.
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 Promote Ripple-pond investments
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 2007
Milestones
15 buildings by Q2 2004, total of 55 buildings by Q4 2006
Responsibility
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 Force
Anticipated cost
R 300 000
Allocation NONE
Activity Status
Current
3. Building Control and Illegal Businesses
Description
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 2007
Milestones
Q4 2004: All dangerous buildings, Q4 2006: Action instituted remaining
identified
Responsibility
Inner City Task Force
Anticipated cost
R 30.0 m
Allocation NONE
Activity Status
Current
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4. Inner City Task Force Special Projects – ‘Blitz’ operations
Description
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 operations
Responsibility
Inner City Task Force
Anticipated cost
R 5.0 m
Allocation NONE
Activity Status
Current
5. Inner City Property Database
Description
To provide a comprehensive data base of all properties in the CBD (Core)
with owners and agents contacts.
Time frame
Q4 2003 – Q2 2005
Milestones
Q2 2004: Core CBD: Q2 2005: Extended area
Responsibility
Johannesburg Property Company (JPC)
Anticipated cost
R150 000
Allocation
R 150 000 (JPC existing:
2003/2004)
Activity Status
Current
6. Greater Joubert Park Precinct
Description
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 regeneration
Phase 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
Milestones
Responsibility
Anticipated cost
Activity Status
Overall Q1 2004 – Q4 2008
Phase l: Q1-Q2 2004; Phase ll: Q1-Q2 2004; Phase lll: Q3 2004- Q2 2005;
Phase IV: Q3 2004-Q2 2008
Phase I: Inner City Task Force, MTC & JRA; Phase II: EDU; Phase IIl
EDU/JDA; Phase IV: JDA
R 6.7m to the end
Allocation Phase l and Phase II: R5.7m capex and
of Phase III
opex (EDU)
Phase lll: R1.0m EDU/JDA (sought)
Current
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Proposed Programmes and Activities
7. Survey of bad buildings in the Inner City
Description
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 2005
Milestones
Q3 2004: Inner City, Q4 2004: Peripheral Areas, Q4 2005: on GIS
Responsibility
Region 8 Office / Inner City Task Force / Johannesburg Property Company
Anticipated cost
R 300 000
Allocation
NONE
Activity Status
Proposed
8. Inner City Database Sinkhole Maps
Description
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 basis
Milestones
Q3 and Q4 2004, Q2 and Q4 2005, Q2 2006
Responsibility
Johannesburg Property Company (JPC)
Anticipated cost
R 800 000
Allocation
NONE
Activity 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 2005
Milestones
Q3 2004: Special projects Hillbrow/Berea; Q3 2005: All areas; Q4 2005:
Database complete
Responsibility
DPTE / EDU
Anticipated cost
R 200 000
Allocation
NONE
Activity Status
Proposed
10. Mapping and Monitoring of Transitional spaces
Description
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 2007
Milestones
Q3 2004: Implementation; Ongoing monitoring till Q2 2007
Responsibility
Region 8 Office / Inner City Task Force / DPTE / EDU
Anticipated cost
R 800 000
Allocation
NONE
Activity Status
Proposed
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5.2 Undertake Intensive Urban Management
Current Programmes and Activities
11. Environmental Management and Law Enforcement
Description
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 2007
Milestones
Ongoing projects, mass operations, clean ups, crime prevention (sustained)
Responsibility
Region 8 / JMPD / SAPS / SANDF
Anticipated cost
R 4.0 m
Allocation
NONE
Activity Status
Current
12. City Improvement Districts
Description
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 2004
Milestones
Braamfontein and Retail CID application Q3 2004
Newtown, Transnet Safety Corridors Q4 2004
Responsibility
CJP
Anticipated cost
R 450 000
Allocation
NONE
Activity 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 2004
Milestones
Appointment of prosecutors and administrative staff
Responsibility
JMPD / Legal Services / Department of Justice
Anticipated cost
R750 000
Allocation
NONE
Activity Status
Current
14. CCTV
Description
Time frame
Milestones
Responsibility
Anticipated cost
Activity Status
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
Ongoing
Planned increase in CBD to 360 cameras Q3 2003.
JMPD / CMU
R 90.0 m (R 30.0 m per annum)
Allocation
R 90.0 m
Current
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15. Credit Control
Description
Action and reporting on credit control activities on rates and service charges
by Revenue Department (Inner City Credit Control and Legal Action).
Time frame
Milestones
Responsibility
Anticipated cost
Activity Status
2003 / 2004
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
Inner City Credit Control and Legal Services
R 50.0 m
Allocation
NONE
Current
16. Market Development and Management Programme
Description
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 2004
Survey and analysis complete Q3 2004, Roll out of markets Q3 2004 – Q4
2005
Responsibility
EDU responsible for market demand and location identification
MTC responsible for development, implementation and operation
Anticipated cost
R 2.5 m – Windybrow (cap ex)
Allocation
R 2.5 m (City Council –
R 11.0 m for 2004 for CoJ
capex for Windybrow)
R 12.0 m for 2005 for CoJ
R 23.0 m (CoJ)
(included is R3.0 m operational
R1.4m (EDU existing:
expenditure for Metro Mall per
2003/2004)
annum)
R 25.0 m (cap ex)
R 34.6 m (op ex over 3 years)
Activity Status
Current
17. Informal Trade Development Programme – Enforcement
Description
By law enforcement and policing of restricted trade zones.
Time frame
Ongoing
Milestones
Ongoing
Responsibility
JMPD / ICTF
Anticipated cost
Departmental cost of JMPD
Allocation
Incorporated in JMPD
budget
Activity 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 2004
Milestones
Feasibility Study: Q1 2004
Responsibility
Department of Development Planning, Transportation and Environment –
Transport Planning
Anticipated cost
R 250 000
Allocation
R 250 000 (CoJ)
Activity Status
Current
Proposed Programmes and Activities
19. Transitional Shelter Programme
Description
Review and redefine current policy. Prepare implementation plan.
Time frame
Q3 2004 – Q1 2005
Milestones
Implementation Plan: Q1 2005
Responsibility
Housing
Anticipated 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 2007
Milestones
Develop Indicators (Q3 2004); Establish Baseline (Q3 2004); Bi-annual
reports (Q4 2004, Q2 2005, Q4 2005, Q2 2006, Q4 2006, Q2 2007)
Responsibility
CMU
Anticipated cost
R 4.0 m
Allocation
NONE
Activity Status
Proposed
21. CID Evaluation
Description
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 2005
Milestones
To be agreed
Responsibility
JDA
Anticipated cost
R 120 000
Allocation
NONE
Activity Status
Proposed
18
Johannesburg Inner City Business Plan
10 March 2004
22. Legislation Review
Description
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 2006
Milestones
Q3-Q4 2004 Monitor, Q1-Q2 2006 Submission
Responsibility
Legal Services
Anticipated cost
R 100 000
Allocation
NONE
Activity Status
Proposed
23. Social Programmes
Description
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 2004
Milestones
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 Services
Anticipated cost
R 200 000
Allocation
NONE
Activity Status
Proposed
24. ‘Sense of Place’ Niche Retail
Description
Retail sector investigation i.e. facilitate establishment of coffee shops and
similar activities
Time frame
Q3 2004 – Q2 2005
Milestones
Completed investigation and Implementation Plan
Responsibility
EDU
Anticipated cost
R 200 000
Allocation
NONE
Activity Status
Proposed
25. ‘Sense of Place' Public Environment Programme
Description
Development of Public Environment Programme to create coherent
streetscapes (including attention to street lighting, planting and street furniture)
Time frame
Q3 2004 – Q1 2005
Milestones
Design and Development Manual
Responsibility
JDA
Anticipated cost
R 500 000
Allocation NONE
Activity Status
Proposed
19
Johannesburg Inner City Business Plan
10 March 2004
5.3 Maintain and upgrade infrastructure
Current Programmes and Activities
26. Infrastructure Maintenance
Description
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 maintenance
Responsibility
Inner City Task Force (Infrastructure Unit)
Anticipated cost
UAC annual budget
Allocation
UAC annual budget
Activity Status
Current
Proposed Programmes and Activities
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 2005
Milestones
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
NONE
Activity Status
Proposed
5.4 Promote Ripple-pond investments
Current Programmes and Activities
28. Rissik Street Post Office
Description
To secure a developer for the building through a sale or lease agreement
Time frame
Initiate project: Q1 2004
Milestones
Tender: Q1 2004; Appoint: Q2 2004; Development: Q3 2004
Responsibility
Johannesburg Property Company (JPC)
Anticipated cost
R 2.7 m
Allocation
R 2.7 m (JPC)
Activity Status
Current
20
Johannesburg Inner City Business Plan
10 March 2004
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 2007
Milestones
Implementation Q2 2007
Responsibility
JDA
Anticipated cost
R 600.0 m
Allocation R 300.0m (National, Provincial, Local
Government)
R 300.0 m (Estimated private sector investment)
Activity Status
Current
30. Constitution Hill
Description
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 2007
Milestones
Implementation Q4 2006
Responsibility
JDA
Anticipated 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)
Activity Status
Current
31. Braamfontein Regeneration
Description
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 2007
Milestones
Implementation Q2 2007
Responsibility
JDA
Anticipated 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)
Activity Status
Current
32. Greater Ellis Park / Bertrams / Doornfontein
Description
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 2007
Milestones
Investigation Q4 2004; Business Plan Q4 2005
Responsibility
JDA
Anticipated cost
R 600.0 m
Allocation R 69.0 m (Seed capital from Local Government)
Activity Status
Current
21
Johannesburg Inner City Business Plan
10 March 2004
33. Main Street
Description
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 2005
Milestones
Implementation Q3 2005
Responsibility
JDA / Private Sector
Anticipated cost
R 12.0 m
Allocation R 2.0 m (Local Government)
R 10.0 m (Private Sector committed)
Activity Status
Current
34. Drill Hall
Description
Time frame
Milestones
Responsibility
Anticipated cost
Activity Status
Conversion of Drill Hall into public open space, tourism attraction and
recreation facility. Promotion of investment in nearby commercial and
residential property.
Q1 - Q2 2004
Implementation Q2 2004
JDA
R 11.0 m
Allocation R 11.0 m (R 5.0 m COJ existing: 2003/2004)
(R 6.0 m CoJ)
Current
35. Yeoville Rockey Street Upgrade
Description
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 2007
Milestones
Business Plan Q3 2004; Implementation Q2 2007
Responsibility
JDA
Anticipated 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)
Activity Status
Current
36. Upgrade Faraday Station & Environs
Description
Creation of multi-nodal transport facility (rail, bus, taxi), market trading and
retail facilities, upgraded public realm and residential units.
Time frame
Q1- Q2 2004
Milestones
Implementation and handover to MTC by Q3 2003; evaluation complete by
Q2 2004
Responsibility
JDA
Anticipated cost
R 45.0 m
Allocation
R 45.0 m (CoJ)
Activity Status
Current
37. Upgrade Jeppe Station & Environs
Description
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 2005
Milestones
Implementation and handover to MTC Q1 2004; Evaluation: Q2 2004
Responsibility
JDA
Anticipated cost
R 8.0 m
Allocation
R 8.0 m (CoJ)
Activity Status
Current
22
Johannesburg Inner City Business Plan
10 March 2004
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
Milestones
Responsibility
Anticipated cost
Activity Status
39. Chinatown
Description
Q3 2004 – Q2 2007 (to be completed by 2009)
Planning completed: Q4 2004; Implementation to commence: Q2 2005
Gauteng legislature
R 60.0 m
Allocation
To be allocated for buildings from provincial
government and for Square from CoJ
Current
Responsibility
Anticipated cost
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
Q3 2004 – Q2 2007
Development framework complete; Business Plan: Q 4 2004; Implementation:
Q2 2007
JDA
R 2.0 m
Allocation
NONE
Activity Status
Current
Time frame
Milestones
40. Urban Development Zone Incentive
Description
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 2007
Milestones
Effect legislation by Q2 2004, Finalise, market and implement legislation: Q2
2005 – Q2 2007
Responsibility
EDU
Anticipated
R 3.0m (R1m pa)
Allocation
Promulgation and system: R 120 000
cost
(EDU – existing)
Marketing: R 120 000 (EDU – existing)
Activity status
Current
23
Johannesburg Inner City Business Plan
10 March 2004
41. Jewel City
Description
Time frame
Milestones
Responsibility
Anticipated cost
Activity Status
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
Q3 2004 – Q2 2006
Feasibility study: Q4 2004; Commencement of Implementation: Q2 2006
EDU/JDA
R 50.0 m
Allocation
R 400 000 (EDU existing: 2003/2004 for
feasibility study)
Current
42. Hillbrow-Berea Regeneration Strategy
Description
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 2004
Milestones
Audit, strategy, implementation plan
Responsibility
EDU
Anticipated cost
R 120 000
Allocation
R 120 000 EDU existing
Activity Status
Current
43. High Court Precinct
Description
Development of upgraded public realm in precinct of the High court through
development partnerships, promote business confidence, support reinvestment 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 2006
Milestones
Business Plan Q4 2004; Implementation Q2 2006
Responsibility
JDA / Private sector through CID
Anticipated cost
R 15.5 m
Allocation R 10.0 m (Private sector)
R 5.0 m (CoJ)
R 500 000 (EDU)
Activity Status
Current
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 2007
Milestones
Implementation complete Q2 2007
Responsibility
Gauteng Provincial Government
Anticipated cost
Not quantified
Allocation
NONE
Activity Status
Current
24
Johannesburg Inner City Business Plan
10 March 2004
Proposed Programmes and Activities
45. Investment Intelligence & Packaging
Description
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 – ongoing
Milestones
Programme in place, Data base packaging
Responsibility
JDA
Anticipated cost
R 3.0 m (R 1.0 m per annum)
Allocation
NONE
Activity Status
Proposed
46. Fordsburg Square
Description
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 2006
Milestones
Development framework complete: Secure finance: Q4 2004:
Implementation Q2 2006
Responsibility
Private Sector (CJP) /CoJ
Anticipated cost
R 15.0 m (R2.5m public finance to Allocation
NONE
lever R12.5m private finance)
Activity Status
Proposed
47. Gautrain Precincts: Park Station
Description
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 2007
Milestones
Business plan: Q2 2005: Implementation Q2 2007
Responsibility
JDA
Anticipated 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)
Activity Status
Proposed
48. New Public Open Space
Description
Develop new public open space for recreation, cultural and environmental
purposes through demolishing dysfunctional buildings
Time frame
Q3 2004 – Q3 2005
Milestones
Strategy & Implementation plan
Responsibility
City Parks (Under JMOSS system)
Anticipated cost
R 5.0 m
Allocation
NONE
Activity Status
Proposed
25
Johannesburg Inner City Business Plan
10 March 2004
5.5 Support Economic Sectors
Current Programmes and Activities
49. Fashion District
Description
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 2007
Milestones
Implementation Q2 2007
Responsibility
JDA / EDU
Anticipated 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 2007
Milestones
Investigation Q4 2004; Implementation Q2 2007
Responsibility
JDA
Anticipated cost
R 60.0 m
Allocation
R 28.0 m (Seed Capital in
JDA budget)
R 180 000 (EDU)
Activity Status
Current
51. Cross Border Shopping Hub
Description
Project under JDA ‘Catalytic Projects’ / EDU Joburg 2030 programme aimed
at establishing a Cross Border Shopping Hub.
Time frame
Q3 2004 – Q2 2006
Milestones
Pre-feasibility study: Q3 2004, Project proposal: Q3 2004, Implementation
complete: Q2 2006
Responsibility
CoJ Marketing Department / EDU / JDA
Anticipated cost
R 10.0 m
Allocation
Part of R 80.0 m indicative
budget for ‘catalytic’
projects
Activity Status
Current
52. Assessment of impact of Integrated Transport Plan
Description
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 2004
Milestones
Completed report by end Q2 2004
Responsibility
EDU (DPTE)
Anticipated cost
R 250 000
Allocation
R 250 000
(EDU existing)
Activity Status
Current
26
Johannesburg Inner City Business Plan
10 March 2004
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 2005
Milestones
Scoping commenced, Audit complete
Responsibility
JPC
Anticipated cost
NONE
Allocation
NONE
Activity 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 – ongoing
Milestones
Programme in place
Responsibility
EDU
Anticipated cost
R 360 000 (R120 000 pa)
Allocation
R 80 000 (EDU existing:
Q2 2004)
Activity Status
Current
Proposed Programmes and Activities
55. Assessment of Planning zones in the Inner City
Description
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 2005
Milestones
TORs, completed report
Responsibility
EDU / JDA
Anticipated 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 issues
Time frame
Q3 2004 - Q2 2006 (and possibly ongoing)
Milestones
Investigation complete Q2 2005, implementation commenced Q2 2006
Responsibility
EDU
Anticipated cost
R 500 000
Allocation
NONE
Activity Status
Proposed
27
Johannesburg Inner City Business Plan
10 March 2004
57. Private Sector Residential Development Facilitation
Description
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 2005
Milestones
Status quo assessment complete: Q4 2004
Responsibility
EDU /JDA
Anticipated cost
R 300 000
Allocation
NONE
Activity Status
Proposed
58. Parking
Description
Time frame
Milestones
Responsibility
Anticipated cost
Activity Status
Development of coherent plan for parking in the Inner City, with emphasis on
identifying and promoting opportunities for private sector parkade
development
Q3 2004 – Q3 2005
Audit, strategy, Business Plan
JDA / DPTE
R 500 000
Allocation
NONE
Proposed
59. Inner City Tourism
Description
Development of Inner City Tourism Strategy.
Time frame
Q3 2004 - Q2 2005
Milestones
Completed strategy
Responsibility
COJ Tourism & Marketing Department / EDU / Region 8
Anticipated cost
R 120 000
Allocation
120 000 EDU existing
Activity Status
Proposed
60. Inner City Marketing and Communication
Description
Development of Inner City Marketing and Communication Strategy.
Time frame
Q1 – Q4 2004
Milestones
Development of campaign, implementation of campaign
Responsibility
COJ Tourism & Marketing Department / EDU / Region 8
Anticipated cost
R 120 000
Allocation
120 000 EDU existing
Activity Status
Proposed
61. Tertiary Education Sector
Description
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 2005
Milestones
Strategy developed and other milestones to be confirmed
Responsibility
EDU
Anticipated cost
R 200 000
Allocation
R 200 000 (EDU existing:
2003/2004-study only)
Activity Status
Proposed
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Johannesburg Inner City Business Plan
10 March 2004
62. Joburg Central Library: Centre of Excellence
Description
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 & LIS
Anticipated
R 900 000
Allocation
R 40 000 (MTN over 3 years)
cost
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)
Activity Status
Proposed
63. Community Education /Development Facilitation
Description
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 implementation
Responsibility
EDU / JDA/ Inner City Office
Anticipated
R 3.0 m
Allocation
NONE
cost
Activity Status
Proposed
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Johannesburg Inner City Business Plan
10 March 2004
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
30
Johannesburg Inner City Business Plan
10 March 2004
Private Sector


Johannesburg Inner City Business Coalition (JICBC)
Central Johannesburg Partnership (CJP) – responsible
implementation of City Improvement Districts


Property Owners and Managing Agents Association (POMA)
Project specific stakeholders
for
roll-out
and
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
Johannesburg Inner City Business Plan
10 March 2004
7
Institutional Arrangements
The 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).
32
Johannesburg Inner City Business Plan
10 March 2004
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.
33
Johannesburg Inner City Business Plan
10 March 2004
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:
Pillar 2 Undertake intensive urban management:
Pillar 3 Maintain & upgrade infrastructure:
Pillar 4 Promote ripple-pond investments:
Pillar 5 Support economic sectors:
CoJ Region 8 Administration
CoJ Region 8 Administration
CoJ Region 8 Administration
Johannesburg Development Agency
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
REGIONAL
DIRECTOR
REGION 8
Regional Manager
Health
Regional Manager
Housing
Regional Manager
Inner City
Regeneration
Regional Manager
Libraries &
Info. Serv.
Regional Manager
Social Services
Regional Manager
Sports &
Recreation
Manager
Administration
Manager
Budgets & Finance
Manager
Communications
& Marketing
Manager
Human Resources
& Org. Dev.
Manager
People's Centre
Manager
Support Services
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,
34
Johannesburg Inner City Business Plan
10 March 2004
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
Regional
Director
REGION 8
Strategic Support
Regional Operations
Regional Manager
Inner City Regeneration
Secretary
Programme
Manager
Pillar 1
Programme
Administrator
Receptionist
Programme
Manager
Pillars 2 & 3
Programme
Administrator
Planning (3)
Programme
Administrator
Programme
Administrator
Programme Manager
Corporate Support
Programme
Administrator
Legal
Assistant
Inner City Task Force
Dedicated Seconded Staff (+/- 40)
JMPD (33)
EMS (2)
Env. Health (2)
Administrative
Assistant
Communications
Officer
A N Other
Committee
Officer
A N Other
Budget
Summary
Office Establishment
Equipment Costs
Furniture
Staff
Operational Costs
Total costs
2004/05
650,000
980,000
800,000
4,740,000
2,611,000
2005/06
5,450,000
2,788,625
6,274,750
3,219,919
Total
650,000
980,000
800,000
16,464,750
8,619,544
9,781,000
8,238,625
9,494,669
27,514,294
35
2006/07
Office Assistants
(X 3)
Johannesburg Inner City Business Plan
10 March 2004
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
One approved post of Project Manager (66% time allocated to
Inner City projects). To be advertised.
8.4
Budget
R 930 000 total package
costs secured, and as
part of establishment is
not counted as extra
resource required
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
Posts of Inner City Development Manager, Assistant
Development Manager and Personal Assistant (2004/52006/7): Salaries, incentive bonus, training and
recruitment (year 1)
Travel and accommodation
Office administration costs
Total costs
Budget
R 2 450 000
R 150 000
R 420 000
R 3 020 000
36
Johannesburg Inner City Business Plan
10 March 2004
9
Risk
9.1
Financial
Risk
Consequences
Early Indicator
CoJ’s financial
commitment is not
maintained
Progress on existing
and proposed
projects will be
hindered.
Budget approvals and
cash flows
CoJ not approving
Capital Projects which
have potential for
leveraging private
sector investments.
Ripple-ponds
particularly affected
negatively.
Budget approvals
Blue IQ’s financial
commitment is not
maintained
Current Ripple-pond
projects particularly
affected negatively.
Blue IQ budget
allocations
Risk
Consequences
Early Indicator
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
9.2
9.3
Preventative Action/
Risk Minimisation
 Finalisation of
SLAs for relevant
UACs.
 Early confirmation
of capital and
operational
allocations.
 CoJ must
evaluate capital
projects on the
basis of expected
economic spinoffs from projects
Quarterly in-advance
cash Draw Downs
from Blue IQ in line
with finalised MOU
Operational
Preventative Action/
Risk Minimisation
 Project
management
systems/Staff
performance
management
 Monitoring
against Inner City
Business Plan
Human Resources
Risk
Consequences
Early Indicator
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
37
Preventative Action/
Risk Minimisation
 Strong motivation
and engagement
for appropriate
resource levels
 Attention paid to
motivating and
rewarding
management and
staff
Johannesburg Inner City Business Plan
10 March 2004
9.4
Institutional
Risk
Consequences
Early Indicator
Disjointed
incrementalism and
inadequate
coordination hinder
effective delivery


Lack of appropriate
information hinders
effective decisionmaking

Negative impact
on delivery of
programmes and
projects
Overall
development
impact is not
maximised
Operational
decisions made
on basis of
unsuitable
information, or
are avoided

Unacceptably
long timescales in
decision-making
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


38
Unacceptably
long timescales in
decision-making
Lack of
institutional
follow-through on
decisions
Preventative Action/
Risk Minimisation
 Establishment of
clear institutional
structure and
decision-making
framework
 Establishment of
clear programmatic
indicators, and
regular, effective
monitoring and
evaluation
process.
 Lessen
dependency on
CoJ by
strengthening ties
with other
stakeholders
Johannesburg Inner City Business Plan
10 March 2004
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
Address Sinkholes
Intensive Urban Management
Maintain & Upgrade Infrastructure
Promote Ripple Pond Investments
Support Economic Sectors
Region 8 institutional resources
JDA institutional resources
Total
Anticipated cost
65,830,735
200,910,000
2,000,000
2,436,620,000
101,450,000
27,514,294
3,020,000
Allocated budget
27,430,735
112,150,000
0
1,728,260,000
54,340,000
0
0
No allocation
38,400,000
88,760,000
2,000,000
708,360,000
47,110,000
27,514,294
3,020,000
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
Office Establishment
Equipment Costs
Furniture
Staff
Operational Costs
Total
2004/05
650,000
980,000
800,000
4,740,000
2,611,000
2005/06
2006/07
5,450,000
2,788,625
6,274,750
3,219,919
Total
650,000
980,000
800,000
16,464,750
8,619,544
9,781,000
8,238,625
9,494,669
27,514,294
39
Johannesburg Inner City Business Plan
10 March 2004
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
One approved post of Project Manager (66% time
allocated to Inner City projects). To be advertised.
Budget
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
Posts of Inner City Development Manager, Assistant
Development Manager and Personal Assistant (2004/52006/7): Salaries, incentive bonus, training and
recruitment (year 1)
Travel and accommodation
Office administration costs
Total
40
Budget
R 2 450 000
R 150 000
R 420 000
R 3 020 000
Johannesburg Inner City Business Plan
10 March 2004
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 Activities
1 Better Buildings Programme
2 Block-by-Block Database
3 Building Control and Illegal Businesses
4 Inner City Task Force Special Projects
5 Inner City Property Database
6 Greater Joubert Park Precinct
JPC
Region 8 (ICTF)
Region 8 (ICTF)
Region 8 (ICTF)
JPC
Region 8
(ICTF)/EDU/JDA
Sub-total
Proposed Programmes and Activities
7 Survey of bad buildings in the Inner City
Region 8 (ICTF)
8 Inner City Database Sinkhole Maps
JPC
9 Liquor Outlets
Region 8
(ICTF)/DPTE/EDU
10 Mapping and Monitoring of Transitional
Region 8
Spaces
(ICTF)/DPTE/EDU
Sub-total
SUB-TOTAL: ADDRESS SINKHOLES
11
12
13
14
15
16
17
18
21,580,735
300,000
30,000,000
5,000,000
150,000
6,700,000
21,580,735
0
0
0
150,000
5,700,000
0
300,000
30,000,000
5,000,000
0
1,000,000
62,730,735
27,430,735
36,300,000
300,000
800,000
200,000
0
0
0
300,000
800,000
200,000
800,000
0
800,000
2,100,000
65,830,735
0
27,430,735
2,100,000
38,400,000
0
4,000,000
0
0
90,000,000
0
450,000
750,000
0
50,000,000
21,900,000
28,200,000
**
**
250,000
0
112,150,000
83,400,000
INTENSIVE URBAN MANAGEMENT
Current Programmes and Activities
Environmental Management and Law
Region 8
4,000,000
enforcement
City Improvement Districts
CJP
450,000
Municipal Court
JMPD/Legal Services
750,000
CCTV
JMPD/CMU
90,000,000
Credit Control
Inner City Credit
50,000,000
Control
Market Development and Management
EDU
50,100,000
Programme
Informal Trade Development Programme - JMPD
**
Enforcement
Inner City Distribution Service
DPTE
250,000
Sub-total
195,550,000
41
Johannesburg Inner City Business Plan
10 March 2004
Proposed Programmes and Activities continue (Intensive Urban Management)
19 Transitional Shelter Programme
Housing
240,000
20 Integrated Inner City Information
CMU
4,000,000
Management System
21 CID Evaluation
JDA
120,000
22 Legislative Review
Legal Services
100,000
23 Social Programmes
Region 8
200,000
24 Sense of Place' Niche Retail
EDU
200,000
25 Sense of Place' Public Environment
JDA
500,000
Programme
Sub-total
SUB-TOTAL: INTENSIVE URBAN
MANAGEMENT
0
0
240,000
4,000,000
0
0
0
0
0
120,000
100,000
200,000
200,000
500,000
5,360,000
0
5,360,000
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
2,000,000
0
2,000,000
2,000,000
0
2,000,000
PROMOTE RIPPLE POND INVESTMENTS
Current Programmes and Activities
28 Rissik Street Post Office
JPC
2,700,000
29 Greater Newtown
JDA
600,000,000
30 Constitution Hill
JDA
854,300,000
31 Braamfontein Regeneration
JDA
80,000,000
32 Greater Ellis Park/Bertrams/Doornfontein
JDA
600,000,000
33 Main Street
JDA
12,000,000
34 Drill Hall
JDA
11,000,000
35 Yeoville Rockey Street Upgrade
JDA
20,000,000
36 Faraday Station and Environs Upgrade
JDA
45,000,000
37 Jeppe Station and Environs Upgrade
JDA
8,000,000
38 Legislature Precinct / Beyers Naude Square Gauteng Legislature
60,000,000
2,700,000
600,000,000
854,300,000
80,000,000
69,000,000
12,000,000
11,000,000
20,000,000
45,000,000
8,000,000
0
0
0
0
531,000,000
0
0
0
0
0
60,000,000
Sub-total
SUB-TOTAL: MAINTAIN AND
UPGRADE INFRASTRUCTURE
42
Johannesburg Inner City Business Plan
10 March 2004
Current Programmes and Activities continue (Promote Ripple Pond Investment)
39 Chinatown
JDA
2,000,000
0
40 Urban Development Zone Incentive
EDU
3,000,000
240,000
41 Jewel City
EDU/JDA
50,000,000
400,000
42 Hillbrow-Berea Regeneration Strategy
EDU
120,000
120,000
43 High Court Precinct
JDA/Private sector
15,500,000
15,500,000
44 Provincial Government Precinct – ‘Kopanong’ Gauteng Provincial
Government
*
*
Sub-total
2,363,620,000
SUB-TOTAL: PROMOTE RIPPLE POND
INVESTMENTS
645,360,000
0
0
10,000,000
0
3,000,000
15,000,000
40,000,000
5,000,000
73,000,000
10,000,000
63,000,000
2,436,620,000
1,728,260,000
708,360,000
15,000,000
10,000,000
28,180,000
31,820,000
10,250,000
0
250,000
*
80,000
0
*
280,000
95,610,000
53,510,000
42,100,000
200,000
200,000
0
500,000
0
500,000
300,000
500,000
120,000
120,000
0
0
120,000
120,000
300,000
500,000
0
0
SUPPORT ECONOMIC SECTORS
Current Programmes and Activities
49 Fashion District
JDA/EDU
25,000,000
50 Hillbrow Health Centre of Excellence /
JDA
Medical Precinct
60,000,000
51 Cross Border Shopping Hub
EDU/JDA
10,000,000
52 Assessment of Impact of Integrated Transport EDU (DPTE)
Plan
250,000
53 Publicly-owned Property Audit
JPC
*
54 Inner City Investors Liaison
EDU
360,000
Sub-total
Proposed Programmes and Activities
55 Assessment of Planning zones in the Inner EDU/JDA
City
56 Financial instruments and support economic EDU
growth
57 Private Sector residential development
EDU
58 Parking
JDA/DPTE
59 Inner City Tourism
EDU
60 Inner City Marketing and Communications
EDU
43
*
1,718,260,000
Proposed Programmes and Activities (Promote Ripple Pond Investment)
45 Investment Intelligence and Packaging
JDA
3,000,000
46 Fordsburg Square
Private sector/CoJ
15,000,000
47 Gautrain Precincts: Park Station
JDA
50,000,000
48 New Public Open Spaces
City Parks
5,000,000
Sub-total
2,000,000
2,760,000
49,600,000
0
0
Johannesburg Inner City Business Plan
10 March 2004
Proposed Programmes and Activities continue (Support Economic Sectors)
61 Tertiary Education Sector Support
EDU
200,000
62 Joburg Central Library: Centre of Excellence Region 8/LIS
900,000
63 Community Education/Development
EDU/JDA/Inner City
Facilitation
Office
3,000,000
200,000
190,000
0
710,000
0
3,000,000
5,840,000
830,000
5,010,000
101,450,000
54,340,000
47,110,000
65,830,735
200,910,000
27,430,735
112,150,000
38,400,000
88,760,000
2,000,000
0
2,000,000
2,436,620,000
101,450,000
1,728,260,000
54,340,000
708,360,000
47,110,000
Sub-total
SUB-TOTAL: SUPPORT ECONOMIC
SECTORS
TOTAL
1 ADDRESS SINKHOLES
2 INTENSIVE URBAN MANAGEMENT
MAINTAIN AND UPGRADE
3 INFRASTRUCTURE
PROMOTE RIPPLE POND
4 INVESTMENTS
5 SUPPORT ECONOMIC SECTORS
2,806,810,735 1,922,180,735
* Details of projects and programmes still to be finalised
** Incorporated in JMPD budget
44
884,630,00
Johannesburg Inner City Business Plan
10 March 2004
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
R ‘ 000
20,428
19,600
Total
Private sector only (excluding cell masts)
2001
R ‘ 000
19,441
18,900
2002
R ‘ 000
122,467
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
Constitution Hill
Greater Newtown
Braamfontein
Main Street
Drill Hall
Greater Kliptown
Jeppe
Faraday
TOTAL
CoJ2
R ‘ 000
35,000
36,750
27,500
2,000
10,000
30,000
10,000
41,900
193,150
Public Sector2
R ‘ 000
440,000
470,000
0
0
0
303,700
0
0
1,213,700
Private Sector3
R ‘ 000
40,0004
132,0005
200,000
18,000
50,000
Nil6
2,000
442,000
Notes:
1.
2.
3.
4.
This represents a 200% increase on 2001.
Figures represent CoJ and Public Sector funding committed to date from 2000.
Includes donor finance
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.
45
Johannesburg Inner City Business Plan
10 March 2004
ANNEXURE C:
TERMS OF REFERENCE - SECTION 79 COMMITTEE
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
Johannesburg Inner City Business Plan
10 March 2004
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;
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10 March 2004
3.1.4. standards for the delivery of services by the Council’s utilities and
agencies;
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.
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3.6. To make recommendations to the Inner City Committee (Section 80 Committee)
on a marketing strategy for the inner city.
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
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Johannesburg Inner City Business Plan
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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:
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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;
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Johannesburg Inner City Business Plan
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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.
3.2. 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.
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10 March 2004
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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