introduction - johannesburg framework/s… · web viewafrica’s rate of urbanisation of 3.5% per...

1City of Johannesburg

TABLE OF CONTENTS

1. INTRODUCTION.....................................................................................................................................5

1.1. BACKGROUND............................................................................................................................................51.2. STUDY OBJECTIVES....................................................................................................................................61.3. METHODOLOGY..........................................................................................................................................7

2. DEFINING AN APPROACH TO SUSTAINABLE HUMAN SETTLEMENT AND SUSTAINABLE DEVELOPMENT FOR THE CITY OF JOHANNESBURG....................................................................10

2.1. SUSTAINABLE HUMAN SETTLEMENT DEFINITIONS.......................................................................................102.2. BROADER PERSPECTIVES OF SUSTAINABILITY – GLOBAL, NATIONAL, PROVINCE.........................................112.3. THE CITY’S CURRENT APPROACH TO SUSTAINABILITY AND SUSTAINABLE DEVELOPMENT............................13

3. SITUATIONAL ANALYSIS...................................................................................................................16

3.1. POLICY AND LEGISLATIVE FRAMEWORK.....................................................................................................163.2. DEVELOPMENT TRENDS AND POTENTIAL...................................................................................................193.2.1. PROVINCIAL / CITY REGION ISSUES, OPPORTUNITIES AND TRENDS............................................................193.2.2. CITY-WIDE OPPORTUNITIES AND TRENDS..................................................................................................213.3. ECONOMIC PERFORMANCE.......................................................................................................................293.4. DEMOGRAPHIC PROJECTIONS...................................................................................................................313.4.1. ESTIMATED POPULATION / HOUSEHOLD GROWTH.....................................................................................313.4.2. DEMOGRAPHIC PROFILE...........................................................................................................................343.4.3. EMPLOYMENT..........................................................................................................................................373.4.4. BREAKDOWN OF INCOME GROUPS............................................................................................................373.4.5. SEGMENTING THE HOUSING MARKET........................................................................................................393.4.6. CITY’S DEPRIVATION INDEX......................................................................................................................403.5. CURRENT HOUSING BACKLOGS AND FUTURE INCREMENTAL DEMAND........................................................433.6. PROPERTY MARKET SUPPLY AND DEMAND................................................................................................443.6.1. RESIDENTIAL GROWTH.............................................................................................................................443.6.2. RESIDENTIAL PROPERTY PRICES AND TRENDS..........................................................................................46

4. INSTITUTIONAL ENVIRONMENT: CURRENT HOUSING DELIVERY...............................................51

4.1. INSTITUTIONAL ARRANGEMENTS OF CURRENT HOUSING DELIVERY: NATIONAL, PROVINCIAL AND LOCAL GOVERNMENT..........................................................................................................................................51

4.2. FORMAL HOUSING DELIVERY METHODS AND FUNDING MECHANISMS.........................................................524.2.1. INFORMAL / UNREGULATED HOUSING DELIVERY METHODS AND FUNDING MECHANISMS.............................634.3. ANALYSIS OF FINANCE FOR HOUSING: FINANCIAL SUSTAINABILITY OF FORMAL AND INFORMAL DELIVERY

METHODS................................................................................................................................................654.3.1. CONCLUSIVE SUMMARY: FINANCIAL ARRANGEMENTS TO CONSIDER FOR THE SHSUP...............................724.4. HOUSING INSTITUTIONS, CAPACITY AND OPERATIONS................................................................................744.4.1. CURRENT HOUSING CAPACITY AND OPERATIONS......................................................................................74

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4.4.2. CITY OF JOHANNESBURG’S HOUSING INSTITUTIONS AND MOE’S................................................................764.4.3. EXTERNAL HOUSING INSTITUTIONS IN JOHANNESBURG..............................................................................794.4.4. GAPS AND CHALLENGES OF CITY OF JOHANNESBURG’S HOUSING ADMINISTRATION STRUCTURES..............80

5. LESSONS LEARNT FROM PREVIOUS MECHANISMS OF HOUSING DELIVERY..........................81

5.1. RATIONALE AND CRITERIA FOR PROJECT SELECTION..................................................................................815.2. SELECTED CASE STUDY PROJECTS..........................................................................................................815.3. SUSTAINABILITY THEMES FOR ANALYSIS....................................................................................................825.4. SUMMARY OF KEY ISSUES AND LESSONS LEARNT IN PAST AND CURRENT HOUSING DEVELOPMENTS..........83

6. KEY FINDINGS, CHALLENGES AND CONCLUSIVE SUMMARY.....................................................87

6.1. KEY ISSUES/FEATURES.............................................................................................................................87

7. SPATIAL PROPOSALS........................................................................................................................93

7.1. FUTURE HOUSING PROVISION PRINCIPLES................................................................................................937.2. IDENTIFICATION OF STRATEGIC AREAS......................................................................................................947.2.1. PRIORITY PUBLIC TRANSPORT NETWORK AREAS......................................................................................987.2.2. EXISTING HOUSING PROJECT AREAS........................................................................................................987.2.3. REDEVELOPMENT AREAS.........................................................................................................................987.2.4. CITY REGION CONSOLIDATION AND INFILL AREAS.....................................................................................997.2.5. EXPANSION AREAS................................................................................................................................100

8. HOUSING DEMAND AND SUPPLY OPPORTUNITIES MODEL.......................................................101

8.1. INTRODUCTION.......................................................................................................................................1018.2. DESIGN OF THE DEMAND AND SUPPLY OPPORTUNITIES MODEL...............................................................1018.3. ASSUMPTIONS FOR BASE SCENARIO.......................................................................................................1068.3.1. LAND AVAILABILITY................................................................................................................................1068.3.2. INCOME GROUP ALLOCATION.................................................................................................................1098.3.3. HOUSING TYPOLOGY ALLOCATION..........................................................................................................1118.3.4. PHASING OF DEVELOPMENT...................................................................................................................1188.4. HOUSING DEMAND AND OPPORTUNITIES MODEL: BASE SCENARIO RESULTS............................................1198.5. ALTERNATIVE DEVELOPMENT OPTIONS...................................................................................................1308.6. CONCLUSIVE SUMMARY..........................................................................................................................132

9. IMPLEMENTATION STRATEGY........................................................................................................133

9.1. INTRODUCTION.......................................................................................................................................1339.2. PRIORITY STRATEGIC INTERVENTIONS.....................................................................................................1349.3. CONCLUSION.........................................................................................................................................171

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LIST OF FIGURESFigure 1: SHSUP Process and OutputsFigure 2: Development Drivers and Paradigm Source: Joburg 2040: Growth and Development Strategy Figure 3: City of Johannesburg Household Forecast (2010-2030)Figure 4: Population Increase (2001-2030) – Base ScenarioFigure 5: Number of Households Increase (2001-2030) – Base ScenarioFigure 6: CoJ Age ProfilesFigure 7: Schooling Levels within CoJFigure 8: Segmenting the Housing MarketFigure 9: Long Term Average Residential Stand Size TrendFigure 10: Average Building Size According to Building YearFigure 11: Proportion of full Title Properties – Long Term TrendFigure 12: Full Title Average Land Utilisation RateFigure 13: Dwelling Houses CompletedFigure 14: Flats and Townhouses CompletedFigure 15: The Housing Finance Spectrum in the FSC Target Market (thousands households)Figure 16: CoJ USDG Year on Year Capital Allocation by Division 2012-2015Figure 17: Demand and Supply Opportunities Model: Concept

LIST OF TABLES

Table 1: Stakeholder Engagement ProgrammeTable 2: Key Economic Indicators of the Market Area, 2011Table 3: City of Johannesburg Population Forecast (2010-2030)Table 4: City of Johannesburg Household Forecast (2010-2030)Table 5: Low and High Scenario AssumptionsTable 6: Key socio-economic indicators of the City of JohannesburgTable 7: Households SegmentsTable 8: Criteria applied in compilation respective Deprivation DomainsTable 9: Demand per Income CategoryTable 10: Residential buildings completed by size of dwelling house (City of Johannesburg MM) Table 11: Flats and Townhouses Completed (Johannesburg MM)Table 12: Human Settlements key functions, roles and responsibilities of three spheres of GovernmentTable 13: Provides a summary of the various delivery methods and funding mechanisms that are currently

availableTable 14: Summary of Informal Delivery Methods and Funding MechanismsTable 15: 5 year Housing Delivery Targets for the City of Johannesburg’s Department of Human SettlementsTable 16: Social Housing Roles and ResponsibilitiesTable 17: JOSHCO, JDA and JPC and ResponsibilitiesTable 18: External Housing InstitutionsTable 19: Case Study Projects SelectedTable 20: Summary of Lessons LearntTable 21: Summary of the Development PrinciplesTable 22: Strategic AreasTable 23.1-23.3: Housing Typologies (Low, Medium, High)Table 24: Land Use Budget Process ExampleTable 25: Joburg: Standards Used in Land Use BudgetTable 26: Assumptions for Base Scenario: Income Composition per Strategic AreaTable 27.1-27.11: Typologies per Strategic AreaTable 28.1: Total Dwelling UnitsTable 28.2: Total Housing TypologiesTable 28.3: Dwellings/HectareTable 28.4: PriorityTable 28.5: Total Unit CostsTable 28.6: Tenure Split: Total Dwelling UnitsTable 28.7: Community Facility ModelTable 29: Alternative Development Options: Base ScenarioTable 30: The Breadth of Options upon which Households might consider making an InvestmentTable 31: Summary of Incentives available to the private sectorTable 32: Functional Responsibilities of the Sustainable Services Cluster

LIST OF MAPS

Map 1: Regional Context

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Map 2: Spatial StructureMap 3: Provincial Housing Programme Focus AreasMap 4: Stormwater backlogsMap 5: Gravel roads backlogsMap 6: Power hot spotsMap 7: Sanitation hot spotsMap 8: Water hot spotsMap 9: Transport and Movement NetworkMap 10: Strategically City-owned LandMap 11: Johannesburg LSM ProfileMap 12: Spatial Manifestation of the Deprivation IndexMap 13: Informal Settlement, 2011Map 14: Region A-G: Backyard Units 2009Map 15: Johannesburg Residential Growth (2001-2009)Map 16: Strategic AreasMap 16.1-16.4: Strategic AreasMap 17: Strategic AreasMap 17.1: Consolidation and Infill Areas: North Eastern Suburbs

LIST OF ANNEXURES

ANNEXURE A: Towards an Approach to Sustainability and Sustainable Development for the CoJANNEXURE B: Policy Tables: National B1, Provincial B2, Local B3ANNEXURE C: Housing Typology Case StudiesANNEXURE D: Key Elements to Guide the Spatial Dimension of the SHSUPANNEXURE E: Strategic Areas Identified ANNEXURE F: Market Analysis per Strategic AreaANNEXURE G: Housing Typologies and Design GuidelinesANNEXURE H: Building Housing Finance Systems to Support Sustainable Human SettlementsANNEXURE I: Property Economics Perspective on the Housing Demand and Opportunities ModelANNEXURE J: Strategic Levers, Objectives and InterventionsANNEXURE K: Informal Backyard Rental Accommodation: A Summary of Issues and Policy Emanating from

Certain Previous ResearchANNEXURE L: Summary Overview of Incentives

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1. INTRODUCTION

It is currently estimated that 38% per cent of Africa’s population, 297 million people, live in urban

areas. By 2030, this figure is expected to increase to approximately 54% of a projected population of

around 1,405 million (UNCHS 2001a). Africa’s rate of urbanisation of 3.5% per year represents the

highest in the world. The City of Johannesburg is one of the 40 cities in Africa that currently host

populations of more than one million residents and it is expected that by 2015 more than 70 cities will

be included within this list. Southern Africa and South Africa in particular, are among the leading

region in terms of increasing urbanisation in Africa. It is a realistic expectation that the City will

continue to play a prominent role in absorbing the pressures of urbanisation in decades to come.

The reasons for rapid growth of urban populations include overall high population growth rates, and

‘pull factors’ such as opportunities for employment, education, and improved access to health care

which attract people from urban areas. There are also many social challenges associated with

urbanisation, such as migration to find employment and greater income security. In many urban areas

rates of economic growth and infrastructure development have lagged urbanisation rates, resulting in

high levels of unemployment, inadequate standards of housing and services, and impacts on human

health and development. Environmental disasters and conflicts have also caused many people to flee

rural areas and to seek refuge in urban centres. Slums often lack access to many essential services

such as water, sanitation, and waste disposal, whilst increased pressures of pollution on the

environment are detrimental to human health.

The United Nations Millennium Development Goals are aimed at achieving sustainable human

settlements where the quality of life is improved and maintained in terms of both physical or spatial

and emotional well-being. The Brundtland Commission, defines sustainability as “…meeting the

needs of the present generation without compromising the ability of future generations to meet their

own needs”.

Source: http://www.unep.org/dewa/Africa/publications/aeo-1/203.htm

The Republic of South Africa has experienced 18 years of democracy. However, the challenges

associated with rapid urbanisation and growth have necessitated the need to rethink the role of

settlements in terms of City building, urban form and aspects of sustainability.

1.1. Background

During 2011/12 the City has interacted extensively with the Department of National Treasury whilst

developing the Built Environment Performance Plan (BEPP). The BEPP allows the City to access

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Urban Settlement Development Grant (USDG) funding. During these interactions, it was agreed that a

more efficient utilisation of USDG funding needed to be explored due to the limitations of the typical

“RDP type” housing model and the questionable sustainability of the urban form it has delivered.

Additionally, the City’s review of the City’s Growth and Development Strategy during 2011 (GDS

2040) and the escalating importance and demand for sustainable service delivery has necessitated a

rethinking of the City’s stance on sustainability and its implications on human settlements.

The combination of the BEPP and GDS 2040 processes necessitated the enhancement of the Spatial

Development Framework (SDF) and Growth Management Strategy (GMS) philosophy and led to the

inception of the Sustainable Human Settlement Urbanisation Plan (SHSUP) process.

The Sustainable Human Settlements Urbanisation Plan (SHSUP) has been developed to i) reflect

on current and future demand and growth in terms of urbanisation trends and projections; ii)

demonstrate and propose solutions to the current dysfunctional spatial form; and iii) direct existing

and future resources towards making fundamental changes to achieve the objectives and aspects

associated with Sustainable Human Settlements.

1.2. Study Objectives

The purpose of the Sustainable Human Settlement Urbanisation Plan (SHSUP) is to craft a future

development paradigm in relation to accommodation provision within the City from 2012 – 2030 and

beyond, to specifically address the strategic responses and interventions required. In so doing, the

SHSUP will demonstrate how the City can achieve its goal of adequate and appropriate supply of

serviced public land and building stock as well as facilitating private sector developments within the

most strategic locations. This paradigm, informed by the City’s Growth and Development Strategy is

founded on a number of emerging principles including:

securing and developing on locations that support the objectives of the Spatial Development

Framework;

diversifying accommodation and delivery options (i.e. developers);

aligning the development of accommodation concurrently with social / physical infrastructure

accelerating the delivery of rental stock; and

realising a 1:1 ratio in respect of “give-away” v “rental” stock.

Aligned to GDS 2040, the SHSUP contributes to Outcome 2 of the GDS which demands “the

provision of a resilient, liveable, sustainable urban environment underpinned by infrastructure

supportive of a low-carbon economy”. Additionally, in line with the Executive Mayor’s State of the City

Address (2012) the development of the SHSUP will assist in the implementation of Key Flagship

Programme 5 which is based on transforming Informal Settlements to Sustainable Human

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Settlements. It is anticipated that the SHSUP will be aligned with strategies co-ordinated through the

Sustainable Services Cluster amongst others.

The detailed objectives of the SHSUP are noted below. These were derived from the Terms of

Reference developed to assist in the formulation of the document and the processes associated with

its completion.

Confirm and quantify formal and informal accommodation backlogs and growth potential;

Identify strategic locations within GMS priority areas for residential growth;

Determine the desired urban form and typology options in these strategic locations;

Prioritise and phase the implementation of the highest and best strategic locations, noting

implications for the City;

Development of an accommodation model to assist in identifying and assessing demand and

opportunities in future areas for delivery; and

Recommend key levers and other planning, institutional and financial tools, policies, programmes,

and strategies to resolve critical issues in unlocking access to accommodation in the formal and

informal markets.

1.3. Methodology

The Phases associated with the development of the SHSUP are outlined in the following Figure 1 and

narrative that follows.

Figure 1: SHSUP Process and Outputs

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Phase 1: Analysis, Synthesis and Gap Identification

Analyse information (existing and new) found in order to produce a clear coherent synthesis of

current housing delivery, institutional capacity and systems and future demand;

Develop income and affordability categories for target user groups;

Present and test research and findings as well as affordability categories with key stakeholders;

Identify what the problems, gaps and needs are in the current housing system:

o quantum of housing demand,

o institutional mechanisms and capacity for delivery

o financial systems.

Phase 2: Development of Principles and Scenarios Formulation of an agreed set of principles that underpin provision of all future housing;

Developing an agreed set of scenarios for future housing provision based on:

o The desired distribution of housing provision across certain agreed upon strategic

locations in the City of Johannesburg;

o The expected population growth rate and demographic profile for future housing demand;

o The target socio-economic user groups for future housing demand in specific strategic

locations across the City;

o Communicate and Test the agreed set of principles and scenarios with key stakeholders

and expert groups

.

Phase 3: Modelling of Demand and Opportunities for Supply Developing a City-wide model of housing opportunities in an agreed format based on the findings

of the Analysis (Phase 1) and the agreed Principles and Scenarios in Phase 2;

Assessing the Desired Yield of housing units per strategic area - including testing against local

area-based planning frameworks;

Identification of specific strategic nodes and precincts within which to develop housing options;

Develop a comprehensive chart of housing opportunities per strategic node or precinct that clearly

communicates:

o Appropriate Housing Typologies to be provided per target User Group; Quantum of

housing units that can and should be provided per user group and per typology in

respective locations; Estimated unit cost of providing each type of housing unit in

respective locations; Total area of land needed to provide desired number of units in

respective locations, related to the typology selected;

o Present draft findings to key stakeholders and expert groups in order to discuss content

.

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Phase 4: Develop a practical Implementation Plan with cost estimates Comprehensive set of actions needed to be taken by the City in order to realise the desired

housing supply quantified and modelled in the strategic locations;

Detailing of a set of institutional and financial mechanisms for delivery ;

Indicative supporting social infrastructure types and associate costs required to meet the

demands and proposals in the various locations identified;

Develop prioritisation criteria and phasing of prioritised actions in collaboration with the client, key

stakeholders and expert advisory groups. Assignment of roles and responsibilities for

implementation of various components of the supply chain;

Workshopping the implementation plan, prioritising, allocation of roles and responsibilities and

phasing with key stakeholders and expert advisory groups.

Project Resources and Internal Co-ordination

Utilising USDG funds, the City was able to secure additional capacity to complete the SHSUP using

external service providers. In addition to a lead consultant project team, an advisory panel

(coordinated by “Work in Development”) have been appointed to assess and act as a sounding board

for the proposals made by the consultant team and project coordinator. Furthermore, a Stakeholder

Steering Committee comprising all City departments and Municipal Entities has been formed in order

to update and solicit input from the various stakeholders on a phase by phase basis.

1. Project Coordinator: Development Planning and Facilitation (DPF)

2. Consulting Team

3. Advisory Group

4. Technical Committee:

a. DPF

b. Human Settlements

c. Lead Consultant

d. Advisory Panel

5. Steering Committee – all Departments and Municipal Entities

Table 1 below illustrates the various engagements that took place during the completion of the

SHSUP.

Table 1: Stakeholder Engagement Programme

Advisory / Stakeholder Group Date PurposeStakeholder Steering Committee 06 / 12 / 11 Inception MeetingAdvisory Group 13 / 02 /12 Phase 1: Status Quo Information and

Analysis PresentationStakeholder Steering Committee 24 / 02 / 12 Phase 1: Status Quo Information and

Analysis PresentationAdvisory Group and break away groups

19 / 03 / 12 Phase 2: Development Principles and Strategic locations

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Advisory Group 16 / 04 / 12 Phase 3: Modelling results / Methodology

Stakeholder Steering Committee 11 / 05 / 12 Phase 3 : Modelling Detail / Prelim Implementation Themes

Advisory Group 14 / 05 / 12 Phase 4: Implementation planStakeholder Steering Committee 15 June 2012 Phase 4 and consolidated document

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2. DEFINING AN APPROACH TO SUSTAINABLE HUMAN SETTLEMENT AND SUSTAINABLE DEVELOPMENT FOR THE CITY OF JOHANNESBURG

A common vision on and understanding of sustainable human settlement and sustainable

development is crucial to moving towards more sustainable human settlements for the City.

Responses to urban development and management need to consider integrated and new responses

to evolving challenges in the implementation of sustainable development to move toward the vision of

sustainability (Maiello et al., 2011). Furthermore, the SHSUP needs to establish the platform and

framework to support a convincing and credible shift from the provision of housing and

accommodation per se to a more holistic concept of sustainable human settlements.

The following chapter of the report provides an outline of the concepts of Sustainable Human

Settlement and Sustainable Development and considers how these concepts have been applied and

utilised within the City of Johannesburg. Annexure A provides a more comprehensive overview of the

theoretical aspects of sustainability.

2.1. Sustainable Human Settlement Definitions

The concepts of Sustainable Human Settlement and Sustainable Development are frequently used

interchangeably and whilst they do share some common aspects, it is important to distinguish

between their respective features.

The concept of Sustainable Development is normally associated with the common themes of

economic growth, human development and environmental protection. Performance and assessments

are frequently made in relation to these themes at local, national, regional or global levels. It is

therefore a more rounded and complete response to urbanisation given that the concept

acknowledges the need to take cognisance of the spatial and environmental, social and financial and

institutional implications of rapid population growth and urbanisation.

In land use, the term “sustainable development” has come to include:

Green development – the consideration in implementation of community-wide or regional

environmental implications, usually with a mixture of expected and unexpected consequences;

Land development – the process of altering the landscape in any way with a mixture of expected

and unexpected consequences;

Mixed-use development – the practice of allowing more than one type of use in a building or set of

buildings with a mixture of expected and unexpected consequences;

Real estate development – related to business including practices from renovation to purchase of

raw land with a mixture of expected and unexpected consequences;

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Subdivision of land, or a development – a piece of land divided from a larger portion for sale or

further development;

Urban planning or development – the concept includes land use planning and transportation

planning to improve lives of communities with a mixture of expected and unexpected

consequences;

Transit orientated development – the mixed-use practice in which residential or commercial areas

are designed to maximise access to public transport.

In the generally accepted understanding of “development”, these matters are also considered:

Community development – actions taken to improve life for local communities;

Economic development – the economic elements in social change;

Rural development – actions and initiatives taken to improve the standard of living in non-Urban

neighbourhoods, countryside, and remote villages; and

Social development and processes of change in societies

The concept of Sustainable Human Settlements is more commonly associated with appropriate,

secure and serviced shelter for citizens. This term has been used synonymously with sustainable

housing in South Africa and has been used to describe integrated housing developments i.e. well

located housing in close proximity to socio-economic opportunities (for example jobs, transportation

networks and social amenities and networks). However, satisfying these requirements and elements

of SHS does not necessarily resolve all the dimensions of Sustainable Development, particularly

those aspects concerning economic growth and environmental protection.

The emphasis of this SHSUP is more tailored to the concept of the SHS. However, it is acknowledged

that there is an implicit need for the City and development partners to respond to the broader

challenges of Sustainable Development via the implementation of the SHSUP, facilitation of specific

projects and through on-going processes and initiatives undertaken by the City.

2.2. Broader Perspectives of Sustainability – Global, National, Province

The emphasis on sustainability as both a founding vision and institutional process within the City is

congruent with global, national and City Region sentiment and rhetoric.

Globally, the sustainability agenda has been developed and continues to be expressed through:

The emergence of environmental advocacy organisations such as Friends of the Earth, the

International Institute for Environment and Development, Greenpeace, the Worldwatch Institute,

and the International Institute for Sustainable Development;

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The effectiveness of the lobbying activities of advocacy groups has been improved through the

establishment of funds such as the Environmental Defence Fund, which provides resources to

address environmental issues more effectively through legal mechanisms;

Increased public awareness of environmental issues via advocacy organisations and also through

initiatives such as Earth Day;

Community engagement in pro-environment initiatives e.g. the Chipko Movement in India and the

Greenbelt Movement in Kenya;

The in-principle adoption of sound development principles such as “polluter pays”;

The release of the World Conservation Strategy and the World Charter for Nature;

The mainstreaming of ISO 14001 environmental management protocols;

The formulation of global sustainability indices, the preparation and adoption of codes of conduct

such as Responsible Care, and the formulation of Protocols, Agenda, and the Millennium

Development Goals.

Nationally, sustainability is mandated in the Constitution (1996: Section 24) which provides that -

“Everyone has the right to an environment that is not harmful to their health or well-being; and to have

the environment protected for the benefit of present and future generations through reasonable

legislative and other measures that prevent pollution and ecological degradation promote

conservation and secure ecologically sustainable development and use of natural resources while

promoting justifiable economic and social development.”

Sustainability is a fundamental cornerstone of the National Spatial Development Perspective and

National Development Plan with references being made to “sustained rapid economic growth”,

“sustainable economic activities”, “sustainable employment”, and the measurement of success “by the

degree to which the lives and the opportunities of the poorest South Africans are transformed in a

sustainable manner” (National Spatial Development Perspective, 2006; National Development Plan:

Vision for 2030, 2011:3).

The vision of a “sustainable society” is also articulated (National Strategy and Action Plan for

Sustainable Development, 2010:5). The vision is underpinned by the “fundamental principles” of (1a)

human dignity and social equity, (1b) justice and fairness, and (1c) democratic governance; the

“substantive principles” of (2a) efficient and sustainable use of natural resources, (2b) socio-economic

systems that are embedded within, and dependant on, eco-systems; and (2c) basic human needs that

must be met to ensure resources necessary for long-term survival are not destroyed for short term

gain; and “process principles” which apply to implementation, namely (3a) integration and innovation,

(3b) consultation and participation, and (3c) implementation in a phased manner. The following is the

national vision of a “sustainable society”:

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“South Africa aspires to be a sustainable, economically prosperous and self-reliant nation state that

safeguards its democracy by meeting the fundamental human needs of its people, by managing its

limited ecological resources responsibly for current and future generations, and by advancing efficient

and effective integrated planning and governance through national, regional and global collaboration.”

In the context of the Province, the Gauteng Provincial Government (GPG) strives for “the sustainable

city” encompassing “sustainable economic growth and sustainable job creation”, “sustainable socio-

economic development” and “sustainable communities”. The following initiatives illustrate the

sustainability vision of the GPG -

Gauteng Spatial Development Framework (2000);

Integrated Sustainable Rural Development Strategy (2000);

Gauteng Open Space Framework;

Gauteng Environmental Implementation Plan (2002);

Growth and Development Strategy for the Gauteng Province (2005);

Gauteng Sustainable Development Strategy: State of Play Report (2006);

Gauteng Social Development Strategy (2006);

Gauteng Air Quality Management Plan (2009);

A Strategy for a Developmental Green Economy for Gauteng (2010);

Gauteng Employment Growth and Development Strategy (2010);

Draft (Revised) Gauteng Spatial Development Framework (2010);

Gauteng Vision 2055.

A number of these are considered in more detail in Annexure B (Table B2).

2.3. The City’s Current Approach to Sustainability and Sustainable Development

The Johannesburg 2040 Growth and Development Strategy (GDS 2040, 2011) is premised on an

overarching Vision of sustainability for the City of Johannesburg “ in which human and economic

development will not destroy the natural ecological carrying capacity of the cities, regions, nations and

interconnected global environment within which it occurs, and will not destroy the wider capacity of all

to endure” (Joburg 2040 GDS, 2011:25).

The GDS is founded on four inter-related drivers – in respect of social, environmental, economic and

institutional/political change – namely: Human and Social development; Economic growth;

Environment and Services (including the related infrastructure); and Governance. The progressive

realisation of a City that is Resilient, Sustainable and Liveable are the intended consequences of

these drivers and has provided the conceptual framework that will inform the City’s engagement with

various institutions, organisations and stakeholders. Figure 2 provides a diagrammatical

representation of this perspective.

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Figure 2: Development Drivers and Paradigm

Source: Joburg 2040: Growth and Development Strategy (page 23)

The principles of sustainability and the underlying directives of GDS 2040 have been evident in the

various contemporary and a number of key historic policies and plans of the City. An indicative list of

policies and plans of the City of Johannesburg that incorporate the vision of sustainability follows:

Sustainable Housing Strategy (2001);

Joburg Metropolitan Open Space System (2002);

Sanitation Policy (2002);

Integrated Infrastructure Plan (2003),

Refinement of the Urban Development Boundary Strategy and its Implications for Growth (2003);

Expanded Public Works Programme Policy and Implementation Framework (2004);

City Safety Strategy (2005);

Human Development Strategy (2005);

Sustainable Human Settlements and Sustainable Housing Typology Research Project (2006);

Growth Management Strategy (2008);

Framework for Non-Motorised Transport (2009);

Informal Trading Policy (2009);

Regional Spatial Development Frameworks (2010);

Spatial Development Framework (SDF, 2010);

Integrated Development Plan (2012),

Integrated Transport Plan;

Built Environment Performance Plan (BEPP, 2011);

Consolidated Johannesburg Town Planning Scheme (2011); June 2012



Integrated Waste Management Policy (2011);

The business plans, annual reports and performance plans of the municipal entities, being -

- City Parks;

- City Power;

- Johannesburg Water (JW);

- Metrobus;

- Pikitup;

- the Johannesburg Development Agency (JDA);

- the Johannesburg Property Company (JPC);

- the Johannesburg Roads Agency (JRA); and

- the Johannesburg Social Housing Company (Joshco).

A number of these are considered in more detail in Annexure B (Table B3).

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