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UCLG and Strategic Planning in Metropolitan areas:
The Case of Durban, South Africa: Dr. Michael
Sutcliffe
PART 1: OUR GENERAL
MANDATE
We live in an urbanising world
Urban Rural Total
2000 3 Billion + 3 Billion 6 Billion
2025 5.4 Billion(+Immigration)
3.1 Billion 8.5 Billion
2050 75% projected to
live in cities
10+ Billion
Where our ecological impacts
are enormous
Amount of land and
water used to
produce resources
consumed and
assimilate waste
produced by cities
Greater London 125
times its area
Ecological Footprint
Where the rates of growth are
not constant
Population growth rates are not distributed
evenly:
Structure of settlement patterns differ
enormously
Short, medium and long term prospects vary
Where our municipalities are faced with
massive infrastructural and health challenges
Diseases
HIV/AIDS and TB
Majority of our people
poorly housed without
access to water,
sanitation, electricity
Where we must be planning now
for climate change In South Africa some areas will become wetter with more
intense wind and rain and others will become drier
This will increase the vulnerability of our people given poverty, recurrent droughts, inequitable land distribution, and agriculture being overwhelmingly dependant on direct rainfall.
The interplay between poverty, climate change, political governance, conflict and HIV/AIDS is most likely to produce a daunting future scenario for the African continent.
And as the world warms, sea levels will rise
Where providing access
becomes a major challenge
Public transport
ICT
Services
Jobs
Health
Etc.
Where energy is becoming more
limited and more expensive
Issues of peak oil and the implications for
planning
Electricity
Where our past defines us
Where the gap between the rich
and poor is growing
Where there are different
communities of needs
PART 2: UCLG AND CITY
DEVELOPMENT STRATEGIES
14/ 14
30.01.08
United and cities and Local governments
United Nation recognizes Local Governments 2004 founding of UCLG (Unification of FMCU and IULA) More than 100 direct members
Local government association of 136 states (out of 192 UN)
8 regional sections
Africa
Asia
Europe
Euro-Asia
Latin America
Middle EastNorth America
Metrópolis
15/ 14
30.01.08
United and cities and Local governmentsThe Urban strategic Planning committee supporting UCLG agenda
World position of cities on strategic planning
Promotion of tools to push for increased local powers in determining
development
Self-evaluation of local experiences
Integration of networks and practices in the international development
cooperation
Leadership and city-to-city cooperation
Sounding board inside the Cities Alliance
to be proactive, not just reactive
16/ 14
30.01.08
Policy outcomes and processes:Structuring principles for Urban Strategic Planning
Understanding the city as a system: integrating
technical, environmental, political, social and
economic interests in the same territory
3 realms of Leadership, the crosscutting capacity
is crucial for success!
Policy Paper Urban
Strategic
Planning_Executive
Summary
TRENDS The insights in practices of planning in the different regions revealed some
trends:
Africa: the decentralization process is still to conclude in many
countries CDS play a frontrunner role for institutional responses
Latin America: local governments have tackled the problem of inequality
through inclusive strategies that put in practice local democracy
Europe: drastic changes in labor markets, consolidation of urban regions
and funding of service in led to new definitions of competitiveness ,
strategies help to build long term local responses
Policy Paper Urban
Strategic
Planning_Executive
Summary
TRENDSEurasia: strategies helped creating confidence with
stakeholders for the transition from centralistic
planning systems.
Asia: after focusing on economic development with a certain success on
investments, climate change and social dialogue are of outmost
importance to be addressed strategically.
Mediterranean: traditional compact city, negative impact of
urbanization along the coastline, a more (social and environmental)
balanced development model requires better intergovernmental
cooperation.
North America: financial and infrastructure crises as well as increasing poverty revive
comprehensive planning and community development
19/ 14
30.01.08
Policy outcomes and processes:Methodology for Urban Strategic Planning
Planning Cycle: Identifying strenghts and
weakness while defining the main strategies
for local development
a. Assessing City
Development
Opportunities and Capacities
b. Strategy
Planning
c. Strategy
Implementation
c.2
c.3 (…)
b.2
b.3 (…)
a.2
a.3 (…)
Lin
ear
Ph
ases
Participation and Institutionalization:
Cross-cutting and continuous supporting activities(supporting each of the activity blocks)
Time
Acti
vit
ies
a.1.1 (…)
a.2.1 (…)
a.3.1 (…)
Su
b-a
cti
vit
ies a.4.1 (…)
b.1.1 (…)
b.2.1 (…)
b.3.1 (…)
b.4.1 (…)
c.1.1 (…)
c.2.1 (…)
c.3.1 (…)
c.4.1 (…)
a.1 b.1 c.1
20/ 14
30.01.08
Exchange/Mentoring
UCLG facilitates sharing of results and processes
Durban’s MILE programme also supported to consolidate
capacity building on “living the lessons of Durban”.
Ongoing mentorships:
Start Mentee City Mentor City
2009 Ciudad Sur association (Chile) Rosario (Argentina)
2009 Lilongwe (Malawi) Johannesburg (South Africa)
2009 ANAM (Namibia) SALGA and Durban (South Africa)
2010 Blantyre(Malawi) Ekurhuleni (South Africa)
2010 Mzuzu (Malawi) Durban (South Africa)
2011 Mombasa (Kenya) Bergen (Norway)
21/ 14
30.01.08
Support leadership and mentoring across cities and
Encourage inclusive and partipatory strategic planning
Participate in international city networks and projects to share resources and technical assistance for sustainable development and to facilitate decentralization.
Promote learning of the historical spatial model of the Mediterranean city (shared social and environmental spaces)
Use UCLG as the global platform to offer references and contacts
Learn also from the South’s transformation processes
Mediterranean cities: recommendations
PART 3: LOCATING
OURSELVES IN AFRICA
Africa is large
Uneven development
Durban’s Africa programmes
CIFAL DURBAN – Training programmes in sustainable urban management practice since 2003
AFRICA PEACE CENTRE – Working with ACCORD (African Centre for the Constructive Resolution of Disputes)
AFRICAN COALITION OF CITIES AGAINST RACISM - The eThekwini Municipality in partnership with UNESCO has embarked on a programme to assist cities fight against Racism and Xenophobia.
NEPAD CITIES PROGRAMME:
PLUS 30 NETWORK OF SUSTAINABLE CITIES
MILE
PART 4: THE NEW MUNICIPAL SYSTEM IN
SOUTH AFRICA
Establishing Municipal
Governance: 1994 onwards Where we are coming from: Municipal governance which is:
(i) Racially-based;
(ii) Fragmented;
(iii) Underdevelopment;
(iv) Control-oriented, and
(v) Non-accountable administrations
Where we need to go: Establishing Municipal Governance which is:
(i) Integrated
(ii) Developmental
(iii) Accountable
(iv) Representative and Participatory
(v) Delivery-oriented
OBJECTS OF LOCAL GOVERNMENT
• A municipality must strive, within its financial and administrative
capacity, to achieve the following:
• To provide democratic and accountable government for local
communities
• To ensure the provision of services to communities in a
sustainable manner
• To promote social and economic development
• To promote a safe and healthy environment
• To encourage the involvement of communities and community
organisations in the matters of local government.
The Newly demarcated Municipal
System
Pre-2000 there were over 1000 racially-
based authorities, there is now a wall-to-
wall system of democratic local
government with:
6 (A Category) Metropolitan areas
46 (C category) District Municipalities
231 (B category) Local Municipalities
Since 2000 the major focus on building the
capacity of municipalities to deliver on their
legislated functions
Metros: Population Density
Municipality Population
2007
Geographical Area
(square km)
Population density
(persons/square
km)
Ethekwini (Durban) 3468086 2291.9 1513
Ekurhuleni Metro 2724229 1924.4 1416
Nelson Mandela 1050930 1958.9 536
Tshwane 2345908 2174.6 1079
Cape Town 3497097 2454.7 1425
Johannesburg 3888180 1645.0 2364
PART 5: STRATEGIC
PLANNING IN DURBAN
1. Properly locate our economic
strategy
Ensure right balance between economic, social
and environmental strategies and action plans
4.5 million people
Africa’s key port and logistics location to drive
development in Southern Africa: eThekwini-
Gauteng corridor key focal point for growth
Major manufacturing base for Africa
Key tourism and eventing destination
Could well be Africa’s first Olympics venue
City’s Developmental Approach
Projects
Vision
Values, challenges and choices
Strategic focus areas
Programmes
8 Point Plan
2. Develop clear long-term plans (20-
70 years) and stick to them!
2010 and beyond strategy
Climate Change
Energy and water
Importance of Food security
Reducing costs of labour power: (i) housing development, (ii)
Integrated public transport, (iii) Electronic connectivity
Growing logistics, manufacturing and tourism
Spatial development plans to unlock growth and densify residential
areas
• Economic
Development
• Tourism
210020502025201520102005
• Spatial Development
plan
• Bulk Infrastructure
• Energy Resource
planning
IDP: 2010 and Beyond
• Social Services
• Health Care
• Efficient and
Effective
Government
• Basic services
• Housing Delivery
• Bridging the digital
divide
• Public Transport
System
• Skills Development
• Climate
protection
Imagine Durban 70 year scenario
Poverty reduction
Job creation/ economically successful city
Caring city
Sustainable city
Equal and democratic city
Smart city
IDENTIFIED THEMATIC AREAS, GOALS
and STRATEGIES
accessibility prosperity and livelihoods
culture & diversity environmental sustainability
caring and empowering
safety
Package of Plans
2010 and beyond strategy
Strategic Input : Metropolitan Logistics Platform
New economic Node in North (N2)
Consolidation of Western Node at
Cato Ridge (N3)
Expansion of the SDB/ Port (N2)
Consolidation of Pinetown New
Germany
New node at Shongweni
Occupied Remaining
Total
HA
South 934.46 94.5 1028.96
Central 3259 297.1 3556.1
North 733.9 311.7 1045.6
Outer
West 547 908.5 1455.5
TOTAL 1611.8 7086.16
To RichardsBay
SDB/Port
Cato
Ridge
AirportCBD
Pine-
town
N2
N3
To Gauteng
Um
lazi
Um
gen
iS’
we
ni Approximately 2734 ha to be made
available med-long-term ( between 5-20
years and subject to funding for services )
T r a n s n e t – e T h e k w i n i M u n i c i p a l i t y S h a r e d V i s i o n
2050 VIEW WITH TWO PORTS, IDZ, BOP AND FREIGHT CORRIDORS
AIRPORT DIG-OUT
IDZ AND BACK OF
PORT
BAYHEAD DIG-
OUT
PORT OF DURBAN
Water 20 year plan
Public Transport Strategy
M1
M13
M13
M19M32
M25
M45
N3
D
D
D
D
D
D
D
Illovo South
Plangweni
Umlazi
Lotus Park
Ispingo
Sukuma
Umbogintwini
Durban South
Mobeni South
Himalayas
Merewent
Engen Tara
Jacobs
WoodlandsHavenside
ChatsworthRossburgh
Mayville
Bellair
Berea Park
Klaarwater
Mariannridge
Hillcrest
Waterfall
Pinetown
Umgeni Reservoir Hills
Clermont
Durban North
Parkhill
Newlands
Ntuzuma Phoenix
industrial Greenbury
Mzinyati
OttawaPhoenix North
Verulam
Moreland
Umdloti
TongaatTruroland
Planned rollout
Current
Transtel
Electrical Substations
EXAMPLE – ICT
DEVELOPMENTS
• ICT and electronic requirements being addressed
• Wireless public buildings.
• Fibre optic upgraded to carrier class and extended for business and community use
• Wireless WAN rollout covering the city
• Public Transport call centre (Dec 2008)
• CCTV, tourism kiosks and communications (2008)
• Terrestrial trunking (2009)
• Secure network
Housing delivery plans
45
Strategic Input : Metropolitan Open Space
Legend
EThekwini Municipal Area
D'MOSS
Proclaimed - EKZNW
Proclaimed - NRB
Municipal Nature Reserve
EM managed
Private/State/other managed
Conservation zones
• 50% of the municipal area has been
significantly transformed
• eThekwini Municipal Area (EMA) – 229 193
ha
• D’MOSS – 74 731 ha (33% of EMA)
• D’MOSS mapping is undertaken with 1 in 5
000 aerial photos
• To be underpinned by a systematic
conservation plan (in prep)
• Estimated conservative value of D’MOSS
ito EGS is R 3.1 billion p.a. in 2003 (excl
contribution to tourism)
• Total protected – 10.9%
• Total protected & managed – 8.4%
Strategic Input : Climate Change Risk and Vulnerability• Challenge with incorporating climate change
considerations into spatial planning is linked to the lack
of accessible and accurate down scaled climate data.
• Will need tools to be developed to assist local
government to use and interpret these data once they
become available.
• Ethekwini Municipality has pioneered the development of
an Integrated Assessment Tool.
• Key sectoral risks evaluated in detail during the
development of the tool included :
– Extreme rainfall
– Food security
– Vegetation
– Health; and
– Sea level rise
• Two time lines considered: Intermediate (2045-2065) and
Long term (2081-2100) future.
• Additional work : SEA , reserve determination
Demographic Studies to Test Spatial Development Plans
Example: climate change
mitigation
The New Urbanism
OFFICE & RETAIL
OFFICE, RETAIL& RESIDENTIAL
OFFICE, RETAIL,SERVICE INDUSTRIAL
RETAIL
RESIDENTIAL
HOTEL
TRANSPORT
URBAN SPACE
RESIDENTIAL,LIMITED RETAIL
Activity Patterns Plan
Forms of New Urbanism
New Urbanism is about the “Old Durbanism”
3. Addressing Indigence
Free Basic Services 9KL
Water (300000HH), Free
electricity, free property
rates
Food security (over 6000
community gardens)
Creating employment
Essential services to
informal settlements
4. Building Our Knowledge Base: Durban’s MILE
4 Pillars of Mile
Capacity
Enhancement
Empowering
Officials with
Tools through
Learning and
sharing
Learning
Partnerships
And
Networks
Learning,
Sharing
And Network
building
Collaborative
Research
Leveraging
Partnerships
With Tertiary
Institutions
Municipal
Technical
Support
Offering a
Municipal
Technical
Support
service
Knowledge Management
Co-ordination of Ethekwini Knowledge Management Agenda
Mile Master Classes
•Strategic Governance for the 21st Century
• Creating Financially Viable Municipalities
• Managing the Water and Waste Water Challenge
• Rethinking Solid Waste
• Climate Change for Coastal Cities
• Decent Human Settlements: Rising to the Challenge
• Effective Spatial Planning and Land Use Management for
Municipalities
• M & E made easy: Lessons from eThekwini
Capacity Enhancement
PART 6: ADDRESSING
SERVICE DELIVERY
Achieving our mandate: what to
do!
Thinking Big and Acting Small: Short terms
goals, long-term horizons
Create critical mass for sustainability
Build stronger networks
Focus on successful regions
Address our financial model (business tax,
development levy, national grants)
Unlocking development
Thank you!