Objectives of Presentation

1. The SACN Programme“An integrated approach to City Development Strategy”Presentation to Rustenburg Local Municipality 18 July 2005, Sithole Mbanga

2. Objectives of Presentation • Presentation: • Introduction to the South African Cities Network: Concepts, goals, programmes, perspectives • City development strategy in South Africa and the role of national and provincial government • Strengthening information and knowledge sharing on city strategy between spheres of government • Developing a common strategic agenda

3. Cities as new units of competitiveness and productivity within global economy Cities as national economic drivers (20% of cities and towns produce 82% of GDP) Demographic shifts Urbanisation of poverty Need for differentiated, targeted support programme rather than `one size fits all’ Alignment with other emerging learning networks(districts, secondary towns, small towns) Strategy based on strengthening rural-urban linkages rather than unhelpful urban vs. rural dichotomy Why focus on cities?

4. Strategic issues facing South African cities in global comparative perspective • Urbanisation and migration • Globalisation and economic restructuring • Debordered national economies • Changing city form • Growing mismatch between jobs, housing and transport • Shift from traditional city centre to multi-nodal urban systems • Exacerbation of socio-economic disparities between and within cities: • Widening of gap between high wage occupations and low skill jobs; many people now unemployable and not just unemployed • Increasing cross-border migration into city-regions: need to manage culturally diverse urban areas and xenophobic responses • Increasing levels of urban violence, growth of `privatopias’ and reduction of public space • Apartheid legacy and political transition

5. Promote good governance and management of South African cities Analyse strategic challenges facing South African cities, particularly in the context of global economic integration and national development Collect, collate, analyse, assess, disseminate and apply the experience of large city government in a South African context Promote a shared-learning partnership between different spheres of government to support the governance of South African cities Strategic Input into CDS Monitoring, Evaluating and Reviewing City performance Providing Support Goals of SA Cities Network & Secretariat KPI

6. Buffalo City Cape Town Ekurhuleni eThekwini Johannesburg Mangaung Msunduzi Nelson Mandela Tshwane DPLG SALGA Non-profit voluntary organisation owned by and accountable to its members via a Board of Directors Operates through a JHB-based secretariat Funded by cities, national government and donors Not an intergovernmental forum, policy body or representative organisation Founding Members and governance structure

7. Examples of SACN programmes and projects • Inputs to DPLG Urban Strategy 2003 • City Development Strategy • Urban Indicators • Urban Renewal Framework: • Urban centres • Informal settlements • Exclusion areas • Urban Regeneration Accelerated Depreciation Allowance • City HIV/AIDS mitigation Strategies • Metropolitan transport Strategies • City tourism strategies • Global City Regions • Annual State of the Cities Report • International City Energy Strategies Conference

8. Approaches SACN-generated knowledge combined with residual knowledge within cities Collection and dissemination of information and knowledge & connection of people and communities of practice Mechanisms Information exchanges Peer review Training and capacity building Frameworks and guidelines Research Networking Electronic exchanges Best practices and benchmarks Technical support SACN knowledge management strategy

9. ? Map based on economic flows rather than traditional nation states

10. Spatially and functionally, urban Gauteng is transforming from a loose network of fairly independent built-up centres and municipalities to an integrated and multi-centred urban network – polycentric city region

11. There are significant shifts in the SA economy that warrant a closer examination of the supply chains necessary to support the economy. Beitbridge Maputo Gauteng Richards Bay Sishen Durban Saldanha East London Cape Town Port Elizabeth

12. “All cities need to be planning ahead to ensure their future, in this rapidly changing global urban environment… Cities need to revisit and revitalise their processes for strategic planning, within a 15-20 year time frame, addressing their economic, social and environmental future… Cities that don’t do this will not be competitive in the new urban world” – Neilson (2000) Traditional town planning methods are insufficient for dealing with new challenges City development strategies are appropriate planning responses to the new challenges, high levels of complexity and rapidly changing circumstances facing cities The role of city development strategy

13. Characteristics of successful city development strategies • Long term vision resulting in short term action • Collective city vision • Focus on points of leverage for maximum impact • Mobilize resources across the city • Manageable and empowering • Targeted involvement of poor communities • Planning across boundaries and sectors • Coordinated public sector spending • Integrated city strategic framework • Comparative competitive advantage: provides unique identity for locality to establish niche within global networks • Tool for cross-sectoral integration and alignment • Guide to decision-making and trade offs (nothing is of equal importance; needs to reflect tough choices) • Outcomes based city development indicators

14. City development strategy:Coordinated public sector spending Bulk of leverage and resources required from above (including parastatals and agencies) National Provincial Municipal Bulk of effort and drive from below