Inner city Urban Renewal programme

Understanding the Inner City challenges

Crime Bad Buildings Waste Management Maintenance of infrastructure Social Issues - Rough Sleepers, Vagrancy, Drugs Vandalism Illegal advertising Illegal traders Congestion of side walks Extension of trading stands Traffic obstruction

APPROVES SPATIAL PRINCIPLES • A Connected City

• A Walkable City

• Land Use Intensity –

• An Integrated and Inclusive City

By 2040 the Inner City of Durban will beAfrica’s leading, most vibrant, loveable, walkable City Centre

Providing economic, residential, sporting and leisure opportunities for all

Integrated Inner City LAP and Regeneration Plan 5

Emerging Inner City Regeneration Strategy

2016

1 Coordinated Leadership

• Streamline all initiatives• Agency to drive regeneration • Capitalise on the opportunity of

government land and resources• Leverage private sector• Marketing and branding

2 Intensive Urban Management

• Waste• Public realm maintenance• Crime• Informal sector• Better buildings• Planning Scheme

3Large and Small

Projects

•Examples:•Pedestrian priority•2 way streets •Public realm upgrades•Housing •Land release•IRPTN•New road links•Point Infrastructure and Promenade•Warwick Projects

Inner City Regeneration Plan

Goal: Attract and retain

investment and people

VisionAfrica’s leading, most vibrant, liveable,

walkable City Centre

Spatial Framework set by the LAP The Walkable City

Mixed use, Densified, Pedestrian and Transit orientated

Resilient and Sustainable

Economic Drivers

1. BACKGROUND AND KEY CONSIDERATIONS

• Inner Regeneration Master Plan was approved by Council on 80 December 2016

• The Master Plan advocates for dedicated entity for the Inner City as a locality. This is based

on international best practice models for successful cities

• The differentiated focus on inner city is informed by the fact that it is responsible for

generation over 65% of City’s revenue.

• There are different institutions operating within the inner city operating in a disintegrated

fashion. These institutions include DPWMA, Itrump, ABM and various city departments.

• All the above results in a dilapidated and degenerated city characterised by threat of

business flight away from the city.

2. PROPOSED WAY FORWARD (medium to long term)

• The Master Plan proposes the entity which will be wholly owned by the City but has representatives in its

board from a wide variety of stakeholders including business.

• Its function will be urban management in general and management and implementation of key iconic

projects in the inner city. For example, circular quay and harbour side developments in Sydney (Australia)

are managed by such an entity.

• It will be made up of staff dedicated from various City Units and will report directly to the CM via the DCM

(ECOD)

• It will be funded from the ringfenced inner city budget and CSI contributions from the private sector players

2. PROPOSED WAY FORWARD (medium to long term)

• It’s key functions inter alia include the ff viz:security maintenance cleansing and solid wastelandscapemanagement of formal and informal tradehealth and social issuesoutdoor advertisingbad buildings management

Why is entity preferred over UIP?• UIPs take 2-3 years to establish (can we afford to wait?)

• UIPs need agreement of property owners/rate payers who may not be willing to pay a top up service

• Entity engages tenants and users of property whose immediate interest is aligned with our short term goal

of rejuvenation (no sense of urgency with the property owner)

• A lot of absentee owners in the CBD (makes it harder to use UIP model)

• This entity is envisaged to be different from broader urban renewal of secondary CBDs (Pinetown, Verulam,

Isiphingo, Tongaat etc) owing to the uniqueness of the inner city. Inner city cannot be treated like any other

urban renewal initiative owing to its uniqueness and potential.

• Entity will have a variety of job creating initiatives and SMME development wherein youth, disabled persons

and military veterans will get opportunities in the field of security, landscape, infrastructure maintenance,

bylaw enforcement etc

2. PROPOSED WAY FORWARD (short term)

• Owing to the fact that it takes approximately 6 – 8 months to establish an entity, it is

proposed that a short term mechanism is established to deal with inner city issues

• The Inner City Management Team (ICMT) is proposed as a short term solution comprised of

dedicated representatives from all relevant city departments.

• It will be led by a Coordinator reporting to the DCM (ECOD) en route to the CM. All business

formations will have representatives in this team such DCCI, Minara etc.

• This team will drive the implementation of the inner city projects pending the finalisation of

the entity.

3. Approvals required

• 3.1 Approval for work to commence towards the formation of the entity as per approved master plan.• 3.2 Approval for the short term arrangement (Inner City Management

Team) with related dedicated resources.• 3.3 Approval of additional and newly ring fenced funding towards

inner city using DPWMA as a conduit.