STEVE TSHWETE LOCAL MUNICIPALITY LONG TERM STRATEGY 2040
NOVEMBER 2019
The best community driven Local Municipality on provision of sustainable services and developmental programmes. Contents
Introduction 01 2.4. Infrastructure Analysis...... 53 Preface...... 4 2.4.1 High level synopsis of access to basic services in STLM...... 56 Executive Summary...... 5 2.4.2 Current Status...... 56 1.1 Securing a Prosperous Future...... 10 2.4.3 Planning for universal access to basic services...... 70 1.2 Long-Term Planning...... 11 2.5 Housing and Services Analysis...... 71 1.3 Theory of Change...... 12 2.6 Governance Analysis...... 77 1.4 STLM Theory of Change...... 13 1.5 Long-Term Planning Process and Document Outline...... 16 Trend Analysis Rapid Diagnostic 03 02 Contextualizing Global Trends...... 80 2.1. Demographics- The People ...... 22 Rapid Urbanization...... 81 2.1.1. Population and Hoisehold Projection...... 23 Inequality...... 81 4.3. Population Growth Projection...... 26 Climate Change...... 82 4.4. Household Growth Projection ...... 27 Technology...... 82 4.5. Population Age Profile...... 27 3.1 Demographic Trends...... 83 4.5. Education and Skills...... 28 3.2 Economic Trends...... 84 4.5. Unemployment and Inequality...... 29 3.2 Spatial Trends...... 86 4.5. Income Levels in STLM...... 29 3.3 Infrastructure Trends...... 87 2.2. Economy Analysis...... 32 3.4 Housing and Services Trends...... 88 2.2.1 Leading Sectors in STLM...... 33 3.5 Governance Trends...... 89 2.2.2 High Level Synopsis of Economic Sectors...... 34 2.2.3 Transition to Green Economy...... 35 Desired Future & Visioning 2.2.4. The Township Economy...... 35 04 2.3. Spatial and Environmental Analysis...... 36 4.1 Future Demographic Profile...... 91 4.5. Spatial Landscape of STLM...... 37 4.2 Desired Economy...... 92 4.5. Informal Settlements in STLM...... 39 4.3 Desired Spatial Future...... 94 2.3.3 High potential corridors...... 40 4.4 Infrastructure Future...... 95 2.3.4 Agriculture...... 41 4.5 Desired Services...... 95 2.3.5 Manufacturing...... 42 4.6 Desired Governance and capacity...... 96 2.3.6 Economic Nodes...... 42 2.3.7 Tourism...... 42 2.3.8 Mining...... 42 Long-Term Strategies and Actions 2.3.9 Mining Areas in STLM...... 43 05 2.3.10 Population Projections for specific areas...... 44 5.1 Economic Positioning...... 103 2.3.11 Developable land to meet future housing demands...... 44 5.2 Spatial Restructuring...... 107 2.3.12 Planning for the Future ...... 47 5.3 Infrastructure Engineering...... 113 2.3.13 Analysis and spatial directives...... 48 5.4 Housing and Services...... 116 2.3.14 Income Range for Housing...... 49 5.5 Governance and Management...... 119
2 3 Contents 06 Implementation Plan 6.1 Roles and Functions...... 125 6.2 Implementation Approach...... 126 6.3 Implementation Mechanisms...... 126 6.4 Managing Implementation...... 127 6.5 Implementation Programme...... 128 6.6 STLM Long Term Plan Monitoring and Evaluation...... 130 Conclusion...... 131
07 References...... 132 Introduction Preface Executive Summary
This Long-Term Strategy and Implementation This Long-Term Strategy is prepared by The STLM Long-Term Strategy is a pathway for jobs. Parallel to population growth, there is the Plan is a key milestone in shaping the future of Spatialize (Pty) Ltd under the GIZ Governance developing a globally competitive smart and mushrooming of informal settlements close to Steve Tshwete Local Municipality (STLM) into a Support Programme (GSP II) within which GIZ is green city by 2040. work opportunities due to a lack of service land. leading municipality. The decision to embark on providing technical support to STLM in respect of Therefore, the formulation of the STLM 2040 a Long-Term planning exercise was informed by Institutionalisation of Long-Term Planning. Long Term Planning is a powerful tool for Long Term Strategy and Implementation Plan is a bold ambition on the part of the leadership envisaging the future, designing outcomes and necessitated by the need to outline a concept and management of the Municipality to create formulating and implementing strategies to for a future municipality which is capable of a desired future in which STLM is a destination realise the outcomes. This Long-Term Strategy enhancing the quality of life for the entire STLM of choice and a successful place that fulfills the analyses the current realities and trends and population whilst simultaneously contributing dreams and aspirations if its people. outlines strategic objectives in 5 transformation towards sustainable development. The Long- areas that will contribute to achieving a desired Term Strategy pays much attention to managing In May 2018 the STLM Council adopted a future for STLM: urban growth, growing and diversifying the Strategic Intent positioning the municipality on a economy and addressing climate change. longer-term strategic path focusing on inclusive • Economic Positioning economic growth and spatial transformation. • Spatial Restructuring The following page presents a synopsis of the The Strategic Intent represented the starting point • Infrastructure Engineering current trends, desired futures and the strategies of a long-term planning and implementation • Housing and Services Provisioning that will be employed in the short, medium and journey. The Strategic Intent is being further • Governance and Management long term: developed into this overall Long-Term Strategy document for STLM with a time horizon till 2040. The strategies have been shaped and built to achieve a desired future. The Long-Term Strategy Creating a desired future is about building a presents a collective long-term vision which common vision that enables cohesion in planning will significantly alter the municipalities path to and delivery, and sparks faster and more one that will improve the quality of life for all integrated action across municipal departments citizens by increasing appropriate investments, working together with communities, stakeholders, expanding employment opportunities and and investors to address the demands of growth services, providing growth and stimulating and the needs of communities. sustainable development.
A common Vision 2040 enables the STLM to The traditional pillars upon which the economy get a strategic handle on service delivery rests are collapsing. Coal mining and coal and development by undertaking long-range power generation are key platforms upon planning, mobilizing investment, and governing which the economy currently rests. However, better. By operating as a Municipality that is the Sustainable Goals (SDG’s) endorsed by the underpinned by long term planning, the desired United Nations, is calling for a rapid transition future will be shaped to achieve sustainable from fossil fuels towards green and renewable service delivery and development. With this energy. Moving into the future, renewable commitment and realization, the municipality energy, agricultural production and the stainless- is undertaking this journey into the future fully steel industry will be key drivers of the economy. dedicated to implementing this Long-Term STLM is experiencing a relatively high population Strategy in an agile way over the next 20 years. growth and this is already having a substantial impact on demand for services, housing and
6 7 Introduction
Figure 1: Key steps in Long Term Planning process
Figure 3: Summary of Spatial Restructuring process
Figure 2: Summary of Economic Positioning process
Figure 4: Summary of Infrastructure Engineering process 8 9 Introduction
The Long-Term Strategy will be implemented through a process of institutionalising long term planning in STLM focusing on the following key actions:
• Establishment of a Long-Term Planning Unit; • Sustained political championship programme; • Identification and preparation of priority projects in accordance with Key Performance Indicators (KPIs); • Establishment of Long-Term steering committee and multi-disciplinary task teams; • Implementation of projects and quarterly reporting; and • Monitoring and evaluation system and incorporation of Long-Term planning into organisational and individual performance management system.
Figure 5: Summary of Housing and Services process
Figure 6: Summary of Governance and Management process
10 11 Introduction 1.1 Securing a prosperous Future
Steve Tshwete Local Municipality (STLM) is product imports from China. According to the v. There is mushrooming of informal inclusive economic growth and undertaking embarking on a journey to secure a prosperous Southern Africa Stainless Steel Development settlements in areas close to work opportunities core functions well. The aim is to impact on future for its people by becoming a more Association (SASSDA), in 2015 South Africa was due to insufficient serviced land that is being poverty, unemployment and inequality; and attractive investment destination and place to a net exporter of stainless-steel finished products made available for housing. Municipal contribute to the IUDF vision of: live in. by 8 000 tonnes. Now it is a net importer of 40 000 owned land is insufficient to meet demand for “Liveable, safe, resource-efficient cities and tonnes. Price competition is fierce and speed of proclaimed and serviced land. The municipality towns that are socially integrated, economically This journey is informed by certain current delivery to global markets is paramount. Both with provincial human settlements department inclusive, globally competitive, where residents realities and trends that may threaten the long- these issues are related to two major challenges has purchased 557 Ha of land recently where actively participate in urban life” term prospects of Steve Tshwete as a viable facing South Africa and impacting on local 6 000 housing opportunities could be made From the Rapid Assessment of existing strategies place. Understanding these realities and trends economies such as Steve Tshwete. The one is the available. and plans that was undertaken as the first better and addressing them will enable STLM massive rise in electricity prices which is impeding step in the process, it is clear that STLM has a and its people to gain a strategic handle on the ability of manufacturers to compete globally vi. The capacity and capability of the foundation to achieve sustained growth, desired shaping and realising a desired sustainable and as well as port congestion in Durban which is municipality working together with stakeholders development patterns and a good quality of life prosperous future. Key amongst these current impacting negatively on speed of delivery into and communities to address these current for all. The findings point to certain key areas of realities and trends are: global markets. realities and trends rests on improving service planning improvement that can be addressed delivery performance and accountability. It through long-term planning: i. The traditional pillars upon which the iii. Historical economic success has attracted equally rests on capacitation and the ability to • A Long-Term vision with objectives economy rests are collapsing. Coal Mining and people into Steve Tshwete which has a relatively undertake more strategic long-term planning, and targets and a more unified growth and Coal Power Generation are the key platforms high population growth rate compared to the and to plan and implement in a more integrated development approach can enable better upon which the economy of Steve Tshwete rest of the country. The demand for services, way across silos within the municipality as well as alignment and cohesion between the different rests. These input factors into the manufacturing housing and jobs is therefore rising but now at an intergovernmental level. STLM plans (spatial, economic, infrastructure); industry, mainly stainless-steel manufacturing, amidst the economic contraction that the area • Clearer direction towards achieving are coming under strain and risk becoming is currently facing. The municipality needs to inclusive economic growth through sector obsolete. The lifespan of the coal mines in the understand and plan for long term demand for 1.2 Long Term Planning strategies and spatializing of sector strategies, area are between 5-30 years. The continued services better. The population growth rate is diversification of the economy and optimising mining and burning of coal is undesirable and 4,4% per annum. The current population (2016) is special/unique advantages, and developing has to end in terms of global Climate Change sitting at 278 749 and is projected to grow to an safety nets; mitigation and Sustainable Development Goals estimated 410 000 by 2030. This translates into an • A Long-Term plan for the provision of (SDGs) commitments ratified at the level of the additional estimated 60 000 households. A large basic services can ensure that the projected This journey to secure a prosperous future is to United Nations (UN). The negative impacts on portion of the population (40%) is in the 20-39 population and household growth is catered for be guided by a roadmap in the form of this people’s health and the climate has reached a age category which indicates a young working in an adequate and sustainable manner; Long-Term Strategy and Implementation Plan tipping point for a more rapid transition from fossil age population presenting an opportunity to • More precise planning in relation to where (2040) for the growth and development of the fuels towards green and renewable energy. grow the economy or a huge social challenge if future household growth will be directed to in city. The process for developing this Long-Term job prospects are constrained. accordance with inclusive economic growth strategy was initiated by STLM in recognition ii. The Stainless-Steel Industry itself which and integrated human settlement objectives; of the need to institutionalise systems and is the core around which the Steve Tshwete iv. Coupled with this growth that the • Better collaborated infrastructure processes for Long-Term planning as guided by economy was founded and built is facing municipality has to address, the current planning responding to demographic trends the Integrated Urban Development Framework many challenges. These include a significant infrastructure especially water infrastructure and patterns of movement and settlement, and (IUDF). Long-Term planning is a tool for STLM to slow-down in domestic demand due to the is ageing, and water sources are restricted so in terms of the spatial organization of economic fulfil its developmental mandate by fostering low-growth state of the South Africa economy there is a need to solve the long-term water activities; as well as stiff global competition represented security challenge. • A better logical approach with clear mainly by a flood of stainless-steel finished articulation of cause and effect relations to
12 13 Introduction 1.4 STLM Theory of Change ensure that strategies, plans, budgets and Benefits of Long-TermPlanning In essence Long-Term Planning can assist in More specifically, Long-Term planning can assist performance result in achievement of long-term addressing the challenges and opportunities STLM to: outcomes; and Planning in general in South Africa is evolving facing cities in the following ways: • Get a strategic handle on the trends • More tangible, measurable, and and needs to be improved as indicated in . Long term plans provide a means to and forces that impact on service delivery and manageable plans and actions (short, medium the above section. Long-Term approaches translate development visions into programmes development; and long-term) identifying responsibilities, will enable a more strategic focus in aligning of governance, investment, development and capacity requirements and performance budgets, resources and delivery processes management. Long term plans link the aspirations • Shape the future in a proactive way to measures is required. towards more desired spatial, social and of politicians and citizens into a shared plan that achieve equitable and sustainable economic, economic development outcomes. is coupled with practical delivery arrangements; social, spatial and environmental development; A long-term perspective enables planners and . Long term plans are integrated plans that • Develop a shared understanding and decision-makers to advocate against short-term creates linkages between various components vision for development with stakeholders and gains that any given action may offer, if it is of the relevant municipality. An example of 1.3 Theory of Change communities; likely to act against long-term objectives of the this can be taken from how linkages can be municipality. created between land use, transport, housing, the environment and also between education, • Guide intergovernmental relations and investment towards clearly defined outcomes In numerous cases, plans that only encapsulate skills and economic development; within a long-term story line; the short-term lead to a shortage of housing, a . Long term plans assist in addressing The “Theory of Change” approach has become lack of personnel for essential services and an co-ordination and integration failures in • Determine the short, medium and long- mainstream in development thinking since the infrastructure network that does not holistically municipalities. The plans also stimulate the term actions towards a desired future; 1990s mainly as a tool to enable greater rigour serve the growing business community, the formation of partnerships that will be tasked with in linking plans and actions to outcomes. It forms citizens of the municipality, or ultimately the developing the municipality and presenting • Guide municipal decision-making and a basis for justifying initiatives or interventions. landscape adequately (Ling, 2007). it to a global and local audience of investors, budget prioritization especially with regard to infrastructure investment having long-term Long term planning is important because vision residents, visitors, workers, etc. Weiss (1995) describes a Theory of Change as “a consideration that extends beyond electoral theory of how and why an initiative works….a way setting and strategies guide public resource . Long term plans provide a means to cycles; to describe the set of assumptions that explain allocation to the most critical sectors to advance growth and transformation (World Bank, 2001). make sense of investment opportunities and also both the mini-steps that lead to a long term goal • Improve governance systems including Long term plans offer a set of tools, concepts serves as a tool to link past, present and future and the connections between these activities and land use management and financial and processes for shaping what organizations development realities and visions. Long term the outcomes of an intervention or programme.” management in order to build confidence do and why (Poister, 2010). The long-term planning offers pragmatic ways of imagining Long-Term planning is based on the premise that amongst residents, investors and visitors around perspective is viewed as beneficial for value futures with greater confidence (Clark, 2013). sustainable and substantial improvement in the viable and sustainable local place-making; and quality of life for current and future population creation, synthesis and increased effectiveness and is linked to improved overall performance is dependent on inclusive economic growth, • In particular, be in the driving seat with and efficacy for an organization. Long term spatial change and infrastructure investment regard to: plans focus on answering key questions: which take place over long term horizons. o Managing urbanisation, growth and The strategies, activities, outputs identified as part development; of the planning process and the implementation • Where are we going? • How we are going to get there? thereof have to lead to the desired outcomes. o Determining and/or supporting local • What actions are needed to get there? For a credible process there has to be a economic drivers; logical link between plans, budget priorities • How do we know that this is working? and delivery spending and performance.
14 15 Introduction o Determining and managing spatial form, 2. Spatial Restructuring Diagram: STLM Long Term Planning Theory of Change land release and land development; – the process by which a transformed and o Determining infrastructure investment efficient spatial development pattern and form is requirements and ensure long-term infrastructure created to support a competitive local economy adequacy to support integrated human and integrated sustainable human settlements. settlements, economic activity and provision of Spatial restructuring informs infrastructure basic services; investment in terms of quantum and as well as location and layout of infrastructure networks. o Ensuring social and affordable housing provision to meet needs across range of income 3. Infrastructure Engineering groups; and – the process by which infrastructure planning o Ensuring long-term security of water, and investment especially bulk infrastructure energy, food, land and air quality for the people installation occurs in order to support the of STLM. transforming spatial pattern and form, meet the needs of a competitive local economy and integrated human settlements, and ensure A Theory of Change for STLM Long-Term Planning demand for housing and services is met in a is derived from this appreciation of the value sustainable way over the long-term. and benefits of Long-Term planning and posits that the following key transformation processes 4. Housing and Services Provisioning identified below are necessary to move from Figure 7: Graphic illustration of the various processes involved in Long Term Planning Theory of Change the current situation to a new desired future. It – the process by which housing, municipal and recognises that development and change is a community services are delivered according long-term process but also that transformation to the transformed spatial form and planned The fundamental purpose of long-term planning processes. is necessary rectify the injustices of the past integrated sustainable human settlements, and is to envisage a desired future and clearly and innovate for an inclusive and prosperous on the back of the infrastructure network. future. The current situation would have to be illustrate how this future can become a reality. Envisaging the future is a disciplined exercise unpacked in terms of challenges and dynamics, 5. Governance and Management Long-Term planning is based on the premise that of articulating outcomes, setting long-term and current responses have to be assessed in sustainable and substantial improvement in the goals and targets, and outlining the actions quality of life for current and future population required to achieve them. It can be supported terms of the ability to address the needs and – the process by which leadership and is dependent on inclusive economic growth, by interrogating proposals according to what is opportunities of the future. management is exercised, in particular, that spatial change and infrastructure investment desirable, possible or doable as outlined in the planning, budgeting, procurement, delivery, which takes place over long term horizons. diagram below. The key transformation processes that are financial and performance management takes needed to achieve long-term strategic goals place in an effective, efficient, accountable There is a hierarchy between the transformation and a desired future are: and transparent manner. It also includes processes: economic positioning ought to spatial governance, that is, the process by inform spatial restructuring which ought to which the spatial transformation goals are inform infrastructure investment and ultimately 1. Economic Positioning achieved through assessing and directing the nature, quality and reliability of housing – the process by which a competitive edge is land development and undertaking land use and service provision. Obviously in reality these created for the city that enables domestic and management and land release of municipal/ processes all occur in parallel at the same time, foreign investment attraction and job creation. public land. The economic positioning informs the spatial but it is critical that a sequencing hierarchy restructuring that is required. logic prevails. Governance and management is cross-cutting and underpins the transformation
16 17 Introduction
The following principles and approaches were embraced and embedded in the process: • Commitment to good governance as the • Honesty and openness about problems, bedrock for the plan and its implementation; root causes and what needs to be done to fix things; • Commitment to building a culture of strategic thinking and long-term planning and • Encourage, accept and engage with staying focused on achieving set objectives feedback from a wide range of stakeholders, and targets whilst being agile and adaptive to communities, social actors, researchers, changing circumstances; specialists, etc; • Incisive approach to organizational • Out of the box thinking and willingness change, skills and capacity development, and to conceive and test range of options and performance management. possibilities; In fulfilling these objectives, a streamlined 5 • Work across sectors and silos, and stage process was followed, as illustrated below; encourage multi-disciplinary collaboration Figure 8: Graphic illustration to assist with future strategic planning focusing on outcomes;
• Enable ownership of the plan at political, 1.5 Long Term Planning Process technical, community and stakeholder levels;
• Ongoing and effective communication with the public;
• To identify capacity, resources, systems Following from the Theory of Change, the and performances measures that enable the objectives for undertaking Long-Term planning necessary actions to be executed; in STLM includes the following: • To assess the current service delivery and • To improve budget prioritization, financial development situation and to determine key management, funding strategies and investment issues and changes that are required; mobilisation;
• To identify key trends impacting on the • To monitor and evaluate implementation, future of STLM; and to review plans and actions on a continuous basis; and • To articulate a desired future with outcomes and targets; • To build and develop skills and a culture of strategic thinking and long-term planning Figure 9: 5 Stage Long Term Planning Process • To identify change processes and actions across the municipality and with stakeholders required to attain the desired future; and communities.
18 19 Introduction
The Process Matrix on the right indicates the Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 5 stages with the embedded transformations. Each stage has 6 steps. This is not necessarily Rapid Trend Analysis Desired Future Strategy Implementation a linear process but provides a good guide as Diagnostic & Scenarios Formulation Plan to the different steps and outputs that need to be undertaken. Each stage is undertaken and 1. Demographic Change elaborated through the lens of each of the 5 transformation processes (economic positioning, 1.1 Demographic 2.1 Demographic 3.1 Future Profile 4.1 People 5.1 Systems, spatial restructuring, infrastructure engineering, Assessment Trends Development Resources housing and services provisioning, governance and management). The demographic change is added as the cross-cutting dimension focusing on 2. Economic Positioning the change to the profile of the people of STLM upon whom the impact ultimately has to be made 1.2 Economy 2.2 Economic 3.2 Desired 4.2 Economic 5.2 Systems, in terms of better quality of life. Analysis Trends Economy Strategies Resources
3. Spatial Restructuring
1.3 Spatial 2.3 Spatial 3.3 Desired 4.3 Spatial 5.3 Systems, Resources Analysis Trends Spatial Form Strategies
4. Infrastructure Engineering
1.4 Infrastructure 2.4 Infrastructure 3.4 Desired 4.4 Infrastructure 5.4 Systems, Resources Analysis Trends Infrastructure Strategies
5. Housing & Services Provisioning
1.5 Housing & 2.5 Housing & 3.5 Desired 4.5 Provision 5.5 Systems, Resources Services Service Trends Services Strategies
6. Governance & Management
1.6 Governance 2.6 Governance 3.6 Desired 4.6 Capacity 5.6 Systems, Resources Analysis Trends Governance Strategies
Figure 10: Process matrix for Long Term Planning
20 21 Introduction
The Process Matrix is the framework for organizing Each of these transformation areas require a the work in developing the STLM Long-Term diagnostic study, envisaged future, strategy Strategy and in implementing it. It also forms the formulations and implementation plans. Viewed outline and core components of the strategy. through a unification and integrated lens, the Each box in the matrix is elaborated upon based above steps will contribute towards achieving on the objectives and key guiding questions. a desirable future for STLM. The transformation The graphic below summarises the overall processes are cross-cutting; therefore, the approach to Long-Term Planning that diagnostic study will make apparent the was employed in STLM. It is based on the inter-connections and relations between 5 transformation or change processes. the transformation processes. Envisaging Governance and Management is a cross- desirable futures will be enabled through the cutting transformation with elements applicable outcome of the diagnostic. Well-conceived across all the transformations. and realistic visions are important because it will allow for systematic strategy formulations and implementation plans that manages risks and creates pathways towards achieving the desirable future.
The Long-Term Planning process includes implementation and monitoring and evaluation. The Implementation Plan would outline the implementation processes including: • Strategic project identification; • Project packaging; • Funding and procurement strategies; • Contract management; • Project or delivery management; • Monitoring & Evaluation; and • Reporting
The sections below follow the Long-Term process described above.
Figure 11: Overall approach to Long Term Planning
22 23 and considerations to support the formulation Achieving a desired demographic profile of political priorities for STLM. Ultimately, the moving into 2040 would require strategies and 02 Rapid Diagnostic CMIP provides insight into the municipalities action plans that address the needs of future ability to address backlogs with a focus on population and household growth. sectorial prioritization. Hence, this plan will assist in developing infrastructure that will be needed to support the economic positioning and spatial Rapid Diagnostic restructuring in STLM, that will be outlined in the latter part of this document. 2.1.1 Population and Household Projections The section below presents a rapid diagnostic of the current reality in STLM.
The long-term strategies and implementation plans contained in this document will be guided by the CSIR medium growth projections. The reason for this is because the current 2.1 Demographics- The developmental landscape is more closely People aligned to the matrix factors that were used by CSIR to compose the medium growth scenario. The rapid diagnostic is a key stage in the The medium growth projections made by the Long Term Planning Process. The intention is to • Steve Tshwete Municipality Long Term CSIR encompass a wide range of factors such as expected inward and outward migration understand the current reality in STLM and to Financial Plan In Africa, the urban population has grown from patterns, impact of climate change, socio- address improvements in existing municipal 15% of the total population in 1960 to over 40% economic trends and urbanization. Hence, the plans in their attempts to strategically achieve The latter part out the document outlines visons in 2010 and is predicted to exceed 60% by 2050. medium growth scenario is recommended to desirable futures and to build on the strengths and strategic objectives that are aligned to It is expected that South Africa will follow this be used when planning in all the transformation and collaborate with existing plans to develop the directives in the above plans and policies. trend and experience high population growth areas. an effective Long Term Strategy. The Long Term It is imperative to consult with these policies and urbanization according to the Centre for Strategy is informed by and draws upon the with regards to implementation and project Scientific and Industrial Research (CSIR) (www. following documents; packaging. A rapid assessment was conducted greenbook.co.za). Current projections by the and submitted as a supporting document to the CSIR indicate an additional 19 to 24 million The table below illustrates future population • 2030 Agenda for Sustainable Long Term Plan. The assessment highlights the people will be added to South Africa in the next projections for STLM. The current STLM growth Development strategic directives in each of the transformation three decades, and that the vast majority of this rate (4.38%) and the National Growth rate was • The National Development Plan (NDP) areas (economic positioning, spatial growth will take place in towns and cities. obtained from the 2016 Community Survey. • Integrated Urban Development restructuring, infrastructure engineering, housing Together with this, the table presents population Framework (IUDF) and services provisioning) as is mentioned in the Presenting spatially explicit population data projections that were Developed by the CSIR • 2017 STLM Spatial Development policies. sets are especially important in scenario-driven Green Book Initiative (STLM). Framework (SDF) assessments and are imperative in understanding • STLM Integrated Development Plan (IDP) A key informant to the Long Term Strategy is the how municipalities should plan, moving into the • STLM Local Economic Development CMIP and the Long Term Financial Plan. CMIP future, for the following: Strategy (LED) focusses on engineering networks, community • Comprehensive Municipal Infrastructure facilities, public amenities and operational • Economic positioning Plan 2016-2031 (CMIP) buildings, quantifies the funding needs and • Spatial restructuring • Steve Tshwete Local Municipality affordability of providing these services at • Infrastructure Engineering Economy Document desired levels and standards, and presents • Housing and Services Provisioning strategic and presents strategic parameters • Governance and Management
24 25 2.1.2 Population Growth Projection 2.1.3 Household Growth Projection
2011 2016 2030 2040 YEAR 2011 Total 2016 Total 2030 Total 2040 Total Current New Stats SA Community Survey Projection Projection HH HH HH HH Housing Households Backlog to be Rapid Diagnostic STLM Growth Rates 229 813 278 749 449 678 646 637 (Stats SA: 3.53) (Community (Assumed: 3.2) (Assumed: 3.2) Survey: 3.2) (2016) planned for (4.38%) Projection as Projection as by 2040 per CSIR per CSIR National Growth Rates 229 813 278 749 341 189 395 779 Medium Medium (2040 HH- 2016 Growth Growth HH+ Backlog) (1.6%) Scenario Scenario
CSIR Medium Growth 229 813 278 749 434 967 553 896 Total Number 64 971 87 109 135 927 173 093 39 515 125 499 Scenario of Households
CSIR High Growth 229 813 278 749 446 445 592 326 Scenario
Figure 13: Household Growth Projections Figure 12: Population Growth Projections
The total number of additional households that The projected population of 553 896 as per The housing backlog as indicated from the will need to be planned for by 2040 in terms the CSIR medium growth scenario community services department is 39 515. It is of facilitating provision of land, infrastructure, will be used to inform STLM strategies and assumed that all informal structures in STLM are services and housing is 125 499. This figure, implementation plans. included in this figure. together with the likely spatial spread of these new households, is to be used by the planning The table on the right illustrates household and engineering units of the municipality projections up to 2040 in STLM. As indicated in to determine capital infrastructure projects, the 2017 STLM IDP, the average household size investment costs and life-cycle operational in 2011 was 3.53 and decreased to 3.2 in 2016. impacts. It is assumed that the household size will remain at 3.2 up to 2040. It must be noted that the projections made by CSIR does not include the existing housing Backlog in STLM.
It is imperative that the backlog is added to the total amount of households that need to be planned for by 2040. The following formula applies: Total New Households = Housing Backlog up to 2016 + Projected Growth by 2040.
26 27 2.1.4 Population Age Profile 2.1.6 Unemployment and Inequality
The Youth population (15-34 years) constitutes about 40.7% of the total population. This is a strength for STLM as this sector of the population has the potential, energy and innovation to lead In the last ten years the municipality has made red flag and indicates that STLM should focus the municipality moving forward. It is imperative that strategies to achieve a desirable future vast development strides in infrastructure and on providing universal access to community explicitly target age groups 0-14 and 15-34. housing development. As a result, poverty services, social services and basic services.
and inequality has been decreasing steadily. Rapid Diagnostic However, the current rate of unemployment and persisting poverty is contributing to the pervasiveness of inequality in the municipality. Age Category Number % This is reflected in the gini-coefficient rating of 2.1.7 Income Levels in the municipality. STLM has a rating of 0.6, this 0-14 66 602 23.9% indicates that there is a high level of income STLM 15-34 113 526 40.7% inequality in the municipality. There is more than one indication of household 35- 64 88 312 31.7% Unemployment in STLM decreased slightly income levels in STLM. Below is a presentation 65 + 10 309 3.7% from 19.7% in 2011 to 16.4% in 2015. of household income levels from the following sources; Figure 14: Age Profile Unemployment rates in STLM are amongst the lowest in Mpumalanga. However, for STLM to • Census 2011 become renowned for its productivity and • Steve Tshwete Comprehensive competitiveness unemployment levels need to Municipal Infrastructure Plan (CMIP) 2.1.5 Education and Skills drop substantially by the year 2040. The poverty • Steve Tshwete Long Term Financial Plan rate in STLM has dropped from 25.9% in 2011 to 21% in 2015. However, in 2015, there were In terms of education, the majority of the for the youth to acquire a tertiary education still 53 567 people living in poverty. This raises a population of the municipality has some form of and acquire relevant skills for the market. education. However, it is concerning that 14.4 % of the population has no schooling.
According to the 2016 Community Survey, Census 2011 the population in Steve Tshwete aged 20+ completed grade 12, increased from 73 793 Income Category Percentage in 2011 to 97 943 (increase of 24 150) in 2016. Low Income - R 0 to R 3200 75 % Steve Tshwete’s grade 12 pass rate improved Gap Market – R 3201 to R 25 600 from 74.4% in 2011 to 86.3% in 2015 and became the 2nd highest of the municipal areas of the Low – R 3200 to R 6400 9 % Province. The area achieved an admission rate Middle- R 6401 to R 12 800 7% to university/degree studies of 30.5% in 2015. Of High – R 12 801 to 25 600 6% those aged 20+, 35.3% have no schooling and only 24.3% have acquired a higher education. Middle to High – R 25 600 and above 3%
Figure 15: Census income category This is a matter of concern. The future economic trajectory of the municipality will need to be built on skills and high levels of education to suit the economic path. This indicates that greater effort must be spent on building a sustainable support
28 29 Steve Tshwete Long Term Financial Plan Rapid Diagnostic
Figure 16: Long Term Financial Plan household incomes
Steve Tshwete Comprehensive Municipal Infrastructure Plan
Figure 18: CMIP spatial household income Figure 17: Comprehensive Municipal Infrastructure Plan household incomes From the above numbers it is apparent that there is some ambiguity with regards to household’s incomes in STLM. However, for strategic spatial planning purposes, this document will adopt the CMIP figures as they provide the most spatial insight into household income levels in the municipality. The graphic above is an illustration of this. 30 31 The Human Development Index (HDI) was economically. STLM is categorized as a B1 Municipality. Below is a comparison of various B1 created to emphasize that people and their Municipalities: capabilities should be the ultimate criteria Steve Tshwete can be regarded as one of for assessing the development of a country, the commercial hubs in Mpumalanga with a Municipality District Province 2016 2016 Total GVA / not economic growth alone. The Human higher household income compared to other Development Index (HDI) is a summary measure municipalities. The local economy is one of Population Households All Sectors of average achievement in key dimensions of the largest economies in the Nkangala district Steve Nkangala Mpumalanga 278 749 87 001 29 603.23 million human development: a long and healthy life, context and is dominated by the mining sector Tshwete Rapid Diagnostic being knowledgeable and having a decent and manufacturing. This is an indication that Rustenburg Bojanala North West 626 522 216 487 77 449. 30 million standard of living. In 2012, STLM had an HDI STLM has a solid economic foundation (STLM LED of 0.7. This indicates a relatively high human 2016-2021). Emalahleni Nkangala Mpumalanga 455 228 139 470 59 180.45 million development index and illustrates the potential of the STLM. The transformation processes should Steve Tshwete’s economy and contribution Polokwane Capricorn Limpopo 702 190 193 634 44 923.89 million focus on harnessing this potential. towards the provincial Growth Domestic Product (GDP) continues to grow. Steve Tshwete Madibeng Bojanala North West 537 515 167 795 38 099.58 million In 2016, 18 482 people did not have access is ranked 4th in the province when it comes to to safe drinking water and 7 458 did not have economy. It contributes about 13.4% towards Matjhabeng Lejweleputswa Free State 428 843 135 495 36 518. 81 million any source of electricity at all. These figures are the Mpumalanga Economy with an average relatively minimal, however moving forward all annual economic growth rate of 2.7% over the Govan Gert Sibande Mpumalanga 340 091 101 692 10 342.27 million inhabitants of the municipality need to have period 1996 to 2015 with an expected average Mbeki access to basic services, at the very least. annual GDP growth for 2015-2020 of more or less Figure 19: Municipality categorization 2% per annum in line with national and provincial growth expectations. The size of the economy in 2015 was estimated at almost R40 billion in 2.2.1 Leading Sectors in STLM current prices (STLM LED 2016-2021).
2.2 Economic Analysis In terms of pin-pointing an outstanding competitive edge, the stainless steel manufacturing and mining industry dominates As it stands, the economic development in STLM. Middelburg forms the main commercial strategy in STLM is closely aligned to the hub of STLM as a majority of the population Mpumalanga Vision 2030 and focuses on various conducts retail and commercial services in the Local Economic Development (LED) objectives. area. However, moving forward, STLM will have to place extra emphasis on selected economic objectives to drive the overall economy of the municipality. In achieving a streamlined approach to positioning the economy, an analysis of STLM’s economy as it stands will serve as a key informant.
STLM is home to a number of large industries such as Columbus Steel and Eskom. Eskom power stations, local mines, Columbus Steel, strong agricultural areas, a thriving commercial community and tourist attractions are the Figure 20: Leading sectors in STLM outstanding features that currently position STLM
32 33 The sources of data used are from QLFS Q4 2.2.3 Transition to the companies and power stations and therefore 2013 and SERO 2013 on sectoral employment contributes further to the degradation of the in NDM and local municipalities. The dominant Green Economy local environment. economic sector in Steve Tshwete is mining, which contributes to more than 25% of the GVA In addition to the main urban centre of of the municipality. The industry employs more 2.2.2 High Level Synopsis United Nations Environment Programme (UNEP) Middelburg, several small towns have been than 18% of Steve Tshwete’s people. All other of Economic Sectors defines a green economy as one that results in created to serve specific mines and power economic sectors contribute less than 22% each improved human well-being and social equity, stations, like Arnot, Rietkuil, Pullenshoop. The Rapid Diagnostic of the GVA of Steve Tshwete. while significantly reducing environmental risks economies of these towns solely depend on and ecological scarcities. It has low carbon these industries for employment. This therefore emissions, is resource efficient and socially provides a major challenge to develop and SECTOR CONSTRAINTS AND IMPACT PROPOSED inclusive. implement strategies that will transition to
INDUSTRY GAPS INTERVENTION low- carbon emission industries. However, this
There is a global framework and targets for all presents an opportunity as well. Transitioning to
countries to transition towards green economies a low carbon economy will require strategies Export of raw materials Imported goods flooding the Establish a beneficiation hub Manufacturing by mainly reducing carbon emissions. This is that diversify economic stimulus investments and market for steel and metals stipulated under the “Paris Agreement” which interventions. Agri- processing and renewable Mining Competing with agriculture -Underperforming sector - Improved zoning process for land availability - Retrenchments and lost - Improved application is an agreement within the United Nations energy is an area that needs to be investigated. opportunities processes for licensing Framework Convention on Climate Change -Poverty - Create secondary (UNFCCC) dealing with greenhouse gas Impact on municipal industries emission mitigation, adaptation and finance payment rate to sustain local economy signed in 2016. South Africa is a signatory to this -Increase in indigent register beyond the mining era agreement and coal power generation is a 2.2.4 Township Economy - Dependency on - Rehabilitate land for re-use government support for other purposes key area for the country to focus on in terms of services, eg grants reducing carbon emission. Agriculture Slow process of land -Underperforming - Increased access to support restitution agriculture service for emerging farmers A municipality with ‘a green economy’ will According to the National Development Plan, sector - Improve the land restitution therefore be characterized by: 11 million new jobs will be created by 2030 and Underutilized claimed farms process about ninety percent of these will come from Tourism -Ageing infrastructure -Interruption to business -Establish a hotel and • Reduced dependence on fossil fuels. small and medium enterprises. Bulks of these -Lack of investment in formal activities conferencing facility accommodation facilities - Cost of establishing back -Attract secondary tourism • Introduction of cleaner fuels and small and medium enterprises are located - Limited secondary tourism up services (travel agency renewable energy. in the townships with very limited access to services Infrastructure services, car hire) • Increase in energy and transport development programs, infrastructure and -Improve tourism attraction efficiency. financial resources (STLM IDP, 2017) sites, rebuilding Botshabelo, • Efficiently managed resources in the The location of the SMMEs systematically Fort Meresnky pursuit of economically and excludes them from the mainstream economy -Improve information environmentally sound development. sharing and therefore missing out on being linked to and signage to tourism • Prevent the loss of biodiversity and core businesses of the main industries like mining, establishment ecosystem services. manufacturing, agriculture and retail industries. Furthermore, this excludes them from the Energy Unreliable supply of energy -Establish alternative energy The local economy is dominated by the value chain of major business operations in the generating solutions manufacturing and mining industries as well as a established industrial areas; no manufacturing Underdeveloped emerging -Lost procurement Incubation program for SMME Development presence of several power stations. All of these facilities are located in the townships. Township entrepreneurs opportunities SMME manufacturing and power plants are coal-fired, Lack of technical and -No adequate access to Supplier development business then becomes a consumer of the business skills markets program which has significant implications on the carbon services and not the producer of goods (STLM Stringent supply chain -Limited service providers Training and capacity footprint of the municipality. The neighboring IDP, 2017) policies building municipality has twice the number of mining Figure 21: Synopsis of economic sectors 34 35
2.3.1 Spatial Landscape of STLM
In STLM, limited training and business skills 2.3 Spatial and hampers the development and actual growth Environmental Analysis of small and medium enterprises. There is a lack of both technical and business skills to manage and grow the business. There is also a lack of formal structures that will assist emerging One of the most important features of the Steve businesses to be organized and create networks Tshwete Local Municipality is the fact that the that will benefit them. Township businesses are intersection between two national transport Rapid Diagnostic confined to street corners and backyards with a corridors, the N4 (Maputo Development lack of proper facilities to work. This compromises Corridor) and the N11 (Middelburg/ Bethal/ the quality of output, price and productivity. In Ermelo/ Richards Bay Corridor) is located in the this way such businesses cannot access major central part of the Municipality at Middelburg markets that require stringent standards to be Town. met. For example, backyard panel beaters cannot access opportunities offered by Middelburg is the primary activity node within the insurance companies because their facilities municipal area, followed by Hendrina towards do not meet the required quality standards. This the south-east. Together with this, a number of problem is exacerbated by the lack of access rural settlements, mining towns, villages and to land and the cost of accessing serviced land informal settlements are found in STLM, located (STLM 1DP, 2017) especially to the south of the N4 freeway. For the purpose of an area based spatial The above represents a rapid diagnostic of the analyses, as per the SDF, the municipal area is economic landscape in STLM and will serve broken up into four functional areas namely; as an impetus to position STLM as a globally • Middleburg Town competitive and investment destination. - Middleburg - Mhluzi
• Steve Tshwete Mining Belt Towns -Rietkuil, Arnot - Pullenshope, Kanhym, Eikekom - Komati Blinkpan, Goedehoop -Douglas, Lesedi, Schoongezicht, Bank
• Kwazamokuhle and Hendrina
• Steve Tshwete Rural - Kwamakalane - Mafube - Doornkop
Figure 22: Spatial and Land Use Structure 36 37 Synopsis of the four focus areas in STLM 2.3.2 Informal Settlements in STLM
Area Middleburg Mining Towns Kwazamokhul Rural Overall e. / Hendrina Employment 81% 85% 68.9% 83% Employment levels are relatively high. However, there is room for improvement in all areas Higher education 12.9% 11.3% 4% 3.9% A majority of the population does have secondary education. Rapid Diagnostic However, higher education levels are low. Tenure Profile 40. 9% rents 67% rents 50.4% fully 41% occupied The trends illustrate that Followed by followed by owned rent free rural areas contribute the 33% fully 13% that fully followed by followed by least to the income base owned owns 35.1% rented 34.5% owned of the municipality. Dwelling Type 72% in brick 82% in brick 82 % in brick 64% in brick There are informal structure on structure on structure on structure on settlements/dwellings separate separate separate separate dotted in all areas. Rural stand. stand. stand. stand. areas have the least Followed by Followed by Followed by Followed by amount of formal 13% informal 12% informal 14% informal 18% informal structures. Traditional dwelling dwelling dwelling dwellings and dwellings are more 12% dominant. traditional dwelling Population 73% 5.2 % 10.2% 11.6% Middleburg will contribution experience the most pressure from urbanization. Lowest levels of population Figure 24: Informal Settlements in STLM growth are in the mining towns. Amenities Most densely Limited Limited social Limited Much attention needs to Functional Area Number of Informal % populated amenities and services and be given to delivering Structures with regards community basic services Doornkop 1642 17% to amenities. services in the amenities. - Basic Middleburg and surrounds 5824 61% However, area. Limited - Community Steve Tshwete Rural 1326 14% there is still a platforms for - Social Kwazamakhule/Hendrina 778 8% backlog economic growth. Total 9570 100%
Economic Columbus Coal mining Second biggest Agricultural Economic growth and The 9 570 informal structures are assumed to be part of the 39 515 housing backlog as Activity steel, largest town in STLM, activity potential of mines is not indicated by the community services department. commercial activity strip manifested in surrounding centre, largest along route communities. There is a residential N11 need for new industries to There is a total of 9 570 informal dwelling structures in the municipal area of which the centre offer employment. largest percentage (61%) is located around Middelburg Town (5 824 structures), followed Level of services High level of Limited Service centre Low levels of Community and social by the area of Doornkop (17%) (1 642 structures). The Steve Tshwete Rural area contains community provision of for formalized services are mainly 1 326 (14%) informal structures and 778 informal structures (8% of the total) are located in services. social and surrounding development offered in Middleburg and Hendrina / Kwazamokuhle Primary node community communities. platforms and Hendrina. The remaining (SDF, 2017). and service services. services. areas lack services. centre for Higher level of basic services 38 Figure 23: Synopsis of focus areas 39 2.3.3 High Potential Corridors 2.3.4 Agriculture
The majority of land within STLM is occupied by a range of agricultural activities, including grazing The Municipality is well located in that it is traversed by the Maputo Development Corridor, the land and cultivated land as the two largest contributors. The north-eastern and southern extents Middelburg/ Steelpoort mining resource link, the Middelburg/ Bethal/ Ermelo/ Richard’s Bay of the municipal area are largely under cultivation with the main commodities being maize, Corridor, as well as the Midleni Corridor. The Corridors are described in more detail below. soybeans, sorghum and potatoes. The mountainous north-western region predominantly provides for game farming while cattle farming occurs extensively throughout the area. It is also evident
Maputo Development Corridor (N4 Corridor) that there is a cluster of irrigated land (a very valuable resource) between Komati and Pullenshope Rapid Diagnostic The N12 and N4 routes form part of the Maputo Corridor. These roads provide the main east-west and between Pullenshope and the N4 freeway respectively. The latter area also holds a number linkage between the Middelburg and eMalahleni towns and Gauteng in the west, and the rest of of poultry farms and the Kanheim feedlot. Deciduous fruits and horticulture are clustered to the Mpumalanga to the east. The section of the N4 freeway between eMalahleni and Middelburg, as north thereof from the N4 towards KwaMakalane and even up to Doornkop. Middelburg and well as the supporting road infrastructure and the parallel railway line, pose the ideal opportunity Hendrina have been identified as Farmer Production Support Units in the Mpumalanga Agri-Parks for developing a strong activity link supporting the Maputo corridor. initiative while Middelburg is also earmarked as the Rural Urban Marketing Centre (RUMC)
Middelburg/ Bethal/ Ermelo/ Richards Bay Corridor (N11 Corridor) The N11 towards Ermelo provides a north-south link between Limpopo in the north and KwaZulu Natal’s Richards Bay in the south.
Midleni Development Corridor The ‘Midleni Corridor’ refers to a section of route R555 – the main arterial link between Middelburg and eMalahleni (Witbank) – as well as the parallel railway line.
Figure 26: Agricultural Activity in STLM
Figure 25: High potential corridors 40 41 2.3.5 Manufacturing 2.3.8 Mining
Middelburg Town hosts the bulk of industrial Extensive coal mining for the foreign and activity in the municipal area, with Columbus domestic market occurs especially in the Stainless Steel being the major industrial anchor southern extents of the Municipality. Local in STLM. Many of the industries in Middelburg mines include Woestalleen Colliery, Optimum Town serve the mines in surrounding areas. Colliery, Arnot Colliery, Black Wattle Colliery, Graspan Colliery, and Polmaise Colliery. Apart Rapid Diagnostic from feeding the power stations in the area, the 2.3.6 Economic Nodes coal mines also serve as the main source of coal export of South Africa via Richards Bay.
The Middelburg Central Business District and Hendrina Central Business District are the primary economic activity nodes within the municipal area. Both comprise a combination of retail, wholesale trade, financial services, offices, and government and municipal buildings. Convenience goods and services as well as very basic social services and facilities are provided in the various smaller villages and settlements.
2.3.7 Tourism
Steve Tshwete Local Municipality is strategically located in terms of the regional road network in that the N4, N12 and N11 freeways provide links from Gauteng to the major tourism centres in Mpumalanga, specifically the Kruger National Park to the east, Pilgrim’s Rest, Graskop, Lydenburg and Hoedspruit to the north-east, as well as the Loskop Valley/ Olifants Gorge to the northwest. Subsequently a large number of tourists travel through the municipal area to surrounding tourism destinations. Eco-tourism activities in the form of game farms are primarily consolidated in the mountainous northwestern and northern extents of the LM where abundant grazing land and water from the Olifants River are available, while the major tourism destination within the municipal area is the Loskop Dam and surrounds. Figure 27: Mining Activity in STLM
42 43 2.3.9 Population Projection for specific focus areas Vacant Land in STLM
Area 2016 2016 2040 2040 Current Future spread Population Households Population Households Housing of Additional Backlog Households to (proportionally Inform spatial distributed) strategies Rapid Diagnostic (2040 HH - 2016 HH + Backlog) Middleburg 203 769 63 677 411 034 128 786 28 450 93 559
Hendrina and 27 992 8 747 53 716 17 341 4466 13 060 Kwazamokhule Steve Tshwete 15 177 4 743 27 663 8 199 1936 5392 Mining Towns Steve Tshwete 31 811 9 942 61 483 18 767 4663 13 488 Rural Total 278 749 87 109 553 896 173 093 39 515 125 499
Figure 27: Population projections for specific areas in STLM
2.3.10 Developable land to meet future housing housing demands in STLM
The graphic on the right provides a combined perspective of the strategically located and “developable” public and privately owned land identified in Steve Tshwete Local Municipality. It also shows the extent and distribution of informal/ rural settlements in STLM (orange colour) relative to the vacant land identified. It comprises 4420 ha of public owned land and 1059 ha of privately owned land totalling about 5479 ha of land (SDF, 2017).
*There is an estimated 9570 informal structures in STLM. Settlments that are located on inhabitable should be included in proposed housing developments. Figure 28: Vacant developable land in STLM
44 45 2.3.11 Planning for the future
All of the strategically located land that is state owned should be used to address the current and future needs of the municipality as a whole. SPATIAL TRANSFORMATION IN SOUTH AFRICAN CITIES Public-private partnerships with regards to the development of privately-owned land will play Rapid Diagnostic a big role in forward planning. The above map is a key informant to the infrastructure packages and investment plans that need to drive a Reality Vision desirable future. A paradigm and perception shift is required Compact City- combining density, diver- The task of spatially restructuring STLM should - Spatial Inefficiency sity, proximity and accessibility, reducing include spatial directives with regards to Interventions to achieve Spatial distances, travel times and costs, bringing jobs and social amenities to single use the location, connectivity and access of - Vast disparities in wealth and acesss Transformation the economy, housing and infrastructure developments. Below are guidelines to assist in Inclusive City- promoting social mixing to development platforms and bridging social, spatial and economic achieving spatial restructuring within each focus - Action orientated public-private partnerships barriers. area. - Exclusive urban economies - Investments in various parts of the city Resilient City- building a metropolitan The graphic on the righ relates to spatial - A thriving but unregulated informal - Investments in socially cohesive and inclusi- open space system as a protection buffer, transformation. When conceptualizing the economy preserving valuable green infrastructure rationale and typologies of strategies and onary Housing promoting sustainable energy use implementation plans, the graphic below ought - Persisting unemployment to be utilised. - Re-stitching the city through mixed-land use developments- Especially in marginalised - Intense pollution and weather condi Generative City- focusing investment in areas transformation areas and nodes towards: tions due to carbon emissions achieving positive social, economic and - Green mobility solutions - Inequitable social order A Tranformed City - Building innovations that reduce the enviro- - Urban sprawl- gated communities Spatial Transformation will materialise nmental impact of cities and slum formations through the implentation of sca- ble soultions across the length and - Well intergrated public realms- dense and - breadth of city that are specifically compact developments directed at addressing the demand for affordable accomodation, promotion - Smart technologies to improve quality of of economic empowerment in well life located and accessible spaces and bridging the urban divide through - Development of knowledge and entrepre- green mobility solutions that bring all neural hubs urban amenities into a well-connect- ed network - Human-scale soultions for micro-enterprises
Figure 29: Spatial Transformation principles 46 47 2.3.12 Spatial Directives 2.3.13 Income Range for Housing
Classification of settlements in Hierarchical order based on new Households in STLM BY 2040 Based on the percentage of the various income groups in STLM, housing allocations and densities in the four focus areas should be guided by the table below:
Area 2040 New Households to 2040 Settlement Population be planned for by Classification 2040 Rapid Diagnostic Middleburg 411 034 93 559 Large City/Small Metro Hendrina and 53 716 13 060 Small town/isolated Kwazamokhule regional service centres ST Mining Towns 27 663 5392 Small town/isolated (collective) regional service Figure 31: Housholds incomes to centres inform housing delivery ST Rural (collective) 61 483 13 488 Villages Density Classification
TOTAL 553 896 125 499 Figure 30: Settlement Classification Low Density Less than 40 du/ha Medium Density 40 – 100 du/ha
In obtaining a holistic and well-aligned detailed site investigations will be undertaken High Density More than 100 du/ha understanding of the infrastructure and as part of the implementation of this long-term Figure 32: Density Classification investment packages that will be required to strategy to determine the exact size and location take STLM forward, an analysis of each focus of various precincts and mixed-use housing area is conducted; developments. The planning department will Mixed Density/Income Approach to Housing be working closely with engineering to ensure • Middleburg and Mhluzi that infrastructure master plans are aligned Housing developments in STLM should result in a landscape that is • Hendrina and Kwazamokhule to the specific spatial locations and size of characterized by social and class integration, equality of urban opportunities • Steve Tshwete Mining Towns developments. and a variety of housing typologies. All housing developments need to result • Steve Tshwete Rural in vibrant mixed-use precincts that are close to opportunities, amenities and major transport routes. Democratic community participation in the design, planning and decision-making processes is vital to successful housing delivery. Below are directives on the spatial location of where and how integrated sustainable human settlements should be developed for the future. This section provides spatial insight into the required infrastructure engineering, housing and services provisioning and economic development interventions that will be required up to the year 2040. The guidelines are separated by focus areas as indicated in the SDF. More
48 49 Middleburg and Mhluzi Hendrina and Kwazamokhule
Existing Projected Total Developable Developable Total Existing Projected Total Developable Developable Total Housing Households Households Public Land Private Land available Housing Households Households Public Land (ha) Private Land Developable Backlog by 2040 to be (ha) (ha) Developable Backlog by 2040 to be (ha) Land (2016) Planned for (2016) planned for Land by 2040 Rapid Diagnostic by 2040 4466 17 341 13 060 250 ha 236 ha 486 ha 28 450 128 786 93 559 1747 ha 824 ha 2571 ha
Figure 33: Developable land in Middleburg and Mhluzi Figure 34: Developable land in Hendrina and Kwazamokhule
50 51 Steve Tshwete Rural 2.4 Infrastructure Analysis
Existing Projected Total HH Developable Developable Total The infrastructure analysis is guided by some Housing Households to be Public Land (ha) Private Land Developable important plans of the municipality, key amongst which are, the Consolidated Municipal Backlog by 2040 planned (ha) Land Infrastructure Plan (CMIP) and the Long-Term (2016) for by 2040 Financial Plan. In addition, each of the technical
services sector departments have indications of Rapid Diagnostic 4663 18 767 13 488 2423 2423 the key priorities, projects and budgets required in terms of their own sector and departmental plans.
The critical implications for long-term planning Steve Tshwete Mining Towns arising from CMIP are: o Data and on-going information and data management on the number of households, Existing Projected Total HH to Developable Developable Total businesses and other institutions is required to Housing Households be planned Public Land (ha) Private Land Developable ensure that infrastructure investment is keeping up with the actual reality on the ground and Backlog by 2040 for by 2040 (ha) Land with growth trends. The CMIP classifies these as (2016) domestic Customer Units (CUs) categorized as 1936 8199 5392 follows:
Figure 35: Graphic that represents Customer Units in STLM 52 53 Basic services lay the foundation to position the o The above information ought to guide From the Long-Term financial plan, the demand economy, achieve spatial restructuring and the household growth projections as for capital expenditure was calculated to be to effectively deliver social and community they relate to different income groups, R5,4 billion over the next 10 years. In terms of services. Below is a categorization of services in densities and spatial allocation across the current financial position of the municipality STLM. the municipality. From the information it and assuming that governance and financial can be seen that there are 42 243 management is maintained, it can afford a Integrated Description Municipalities Role Sustainable Human households that are regarded as capital expenditure programme of almost R3
Settlement Rapid Diagnostic potential customer units and may point billion over the next 10 years. Component to the fact that more than half of the Basic Services Water Infrastructure such as bulk and households in the municipality are not These calculations and studies will inform the Sanitation reticulation for water and electricity, registered as customers. This is a large overall Long-Term strategies and implementation Electricity sanitation and roads are absolutely number with high impact on the revenue plan talking into account the longer time horizon Waste critical for the municipality’s ability to potential. We know from the Community of 20 years from now up to 2040. The key thing is Management meet its mandated legal obligations and Survey 2016 that over 25 000 households, prioritization of capital investment projects which Roads and Storm residents’ expectations. or 29,3% of all households in the need to be done in terms of the desired future Water These services have to be supplied municipality are Fully Subsidised or RDP objectives and strategies outlined further on. This consistently and sustainably aiming at universal access (reaching all Households. will build on the current departmental project as households) indicated further on in this section but as part of These are income generating services o The replacement value of the entire STLM implementation of this Long-Term Strategy there except for Roads, so they must be infrastructure portfolio is R7,34 billion. will need to be a rigorous alignment exercise. provided with the aim of generating In terms of depreciation and ageing of surpluses that can cover the costs of the infrastructure just under half of this Essentially Infrastructure investment must be the other non-income services value has been consumed. About 17,5% informed by the integrated spatial development Community Services Libraries Apply norms and standards set by of the infrastructure is deemed to be in a priorities that takes into account human Community DPSA, in collaboration with the CSIR very poor state. settlement and economic growth needs. Centres The municipality is charged with Infrastructure engineering is understood as Parks attending to community services, which o STLM has a solid infrastructure asset register the process by which infrastructure planning Cemeteries are public goods and service, but not necessarily services for which the and state of infrastructure analysis as and investment especially bulk infrastructure Public Squares municipality is able to tax residents. a base to build on for long-term installation occurs in order to support the Sports Fields Emergency Therefore, the ratable services must infrastructure planning. transforming spatial pattern and form, meet Services make a surplus to enable a the needs of a competitive local economy (fire stations, subsidisation of the local community o The pressure for capital expenditure and integrated human settlements, and ensure ambulances, services. remains high due to the need to address demand for housing and services is met in a disaster access backlogs as well as technical sustainable way over the long-term. management) backlogs and renewals which will require In obtaining a holistic and well-aligned Public health and a doubling of capital expenditure over understanding of the infrastructure planning safety next 15 years. that will be required to take STLM forward, an Social Services Early childhood These functions fall outside the analysis of each focus area will be conducted; centres competencies of the municipality. Schools However, the municipality is interested • Middleburg and Mhluzi Clinics in the performance of these institutions and the outcomes. • Hendrina and Kwazamokhule Hospitals Basic education, decent health care, • Steve Tshwete Mining Towns Police stations safety, the inclusion of rural • Steve Tshwete Rural communities and improving employment are critical aspects toward The analysis presents the current status of building a quality of life, developing infrastructure in and directives on how STLM is vibrancy and taking STLM into the currently planning to develop infrastructure. future. 54 Figure 36: Categorization of services 55 2.4.1 High Level Synopsis MANIFESTO GOAL LONG TERM SOURCE OF FUNDING BUDGET REQUIRED Roads and Stormwater 2017-2022 of access to basic services The supply of basic services (water, Transport water rural to areas MIG To be determined sanitation and roads & SW) Municipal In 2011, the municipality had about 826 km of in STLM especially in rural and farming total road network. Out of the 828 km about areas. 660 km were tarred and about 162.4km were -Increasing bulk water supply and Complete the planning and design, Municipal R100m Water and Sanitation gravel roads. The 162.4km includes roads within augmenting the current supply due diligence studies, signing of District Municipality farm areas which are privately owned and the through Mine reclaimed water and agreement with South 32 Mine for Grants with boreholes in the rural area in the supply of reclaimed mine The 2016 Community survey reveals that, 81.9 municipality is unable to provide tarred roads. order to provide all households Project. Rapid Diagnostic of households had access to potable water with access to potable water in a Complete the construction of the (household connections and communal stands) sustainable manner. pump station and construction of and 85.4% had flush and chemical toilets. the the 8km water pump line. Appoint contractors Pump water rural functional area of the LM has the lowest from South 32 Mine to levels of households (39.7%) provided for by 2.4.2 Current Status Pienaarsdam a regional/ local water scheme operated by Negotiate agreement for the R60m municipality or other water services provider; increasing the capacity of the reclaimed mine water supply to most households within the rural area primarily Water and Sanitation Hendrina and Kwazamokuhle towns utilize a borehole (41.1%) and water tanker Building strategic water Construct a 5 mega litres reservoir Municipal R6m (10.1%) as source of water. • The infrastructure is ageing particularly in infrastructure such as reservoirs at Rondebosch older parts of the town; and alternative sources to meet the water demand Access to piped Water • Lack of proper Asset Management; Boskrans Waste Water Treatment: Upgrade capacity of all unit Municipal R350m • Inadequate refurbishment & replacement Works to be completed and processes and operations at District Municipality Most households within the Middelburg (68.2%) of assets; commence with the upgrading of Boskrans WWTW to 45 Ml/d. Provincial and Steve Tshwete Mining Area (71.1%) • Inadequate funding; the Kwazamokuhle and Komati National functional areas have access to piped water • Decrease in bulk water supply due Waste Water Treatment Works. Incorporate the new membrane technology to the treatment of drought and climate change; within their dwelling. Households within the waste water thus enabling recycling Steve Tshwete Rural functional area primarily • Culture of not preserving water by the of treated wastewater (for has access to piped water within the dwelling residents; industrial/drinking water). (36.2%) and access to piped water within the • Inability to handle growth by the bulk i Accelerating the process of Service Dennesig North, Dennesig MIG R 11m providing a water borne sanitation North Extension 1 yard (26.2%). nfrastructure due to accelerated system to all households within the Middelburg Extension 42 economic; growth and population municipality. Electricity growth; and • Inability to supply basic services to Complete servicing of 6000 stands National To be determined The community survey also reveals that 90 % of scattered informal settlements. at Rondebosch integrated Provincial households in STLM have access to electricity for development District Municipality lighting. Responding to some of these challenges, the Refuse Removal following projects have been proposed in terms Provide bulk water and sanitation National R 50m of STLM plans: infrastructure at Skierlik (Doornkop Provincial Census 2016 shows that the municipality CPA) and other informal settlement District Municipality areas continues to improve expanding the access Proceed with the replacement of Develop and Implement -Municipal R25m to refuse removal. About 85% households old pipes program to limit the Comprehensive Infrastructure Plan Grants had access to refuse removal at least once a water losses and the interruption in and Maintenance Plan day. The municipal service extends to all the water supply -Roll out the replacement of AC municipal towns but exclude the mining towns Extensive maintenance and pipes at various affected areas refurbishment of existing and rural areas which are self-serviced. infrastructure (water, roads, sanitation) Figure 37: Water and sanitation projects responding to infrastructure challenges in STLM 56 57 Roads and Stormwater MANIFESTO GOAL LONG TERM SOURCE OF BUDGET REQUIRED 2017-2022 FUNDING Upgrading municipal roads Provide new surfaced roads Municipal R250m Challenges from gravel to surfaced. and stormwater District • The construction of new roads and infrastructure MIG Stormwater systems is unable to keep up Newtown with rapid urbanization; Rockdale
• The road network requires expansion of Rapid Diagnostic roads and improvements of intersections Kwaza x8 due to increased volumes of traffic; Middelburg x 49 • There is in adequate funding to address Tokologo Stormwater backlog in developed areas; Hendrina • There is inadequate funding for preventative maintenance; and Tokologo • There are heavy vehicles that move Middelburg x 24 through town and this damages the Aerorand roads infrastructure. Presidentsrus Kranspoort Projects in place to address challenges are Upgrading of existing roads Rehabilitation of roads Municipal R30m illustrated in the table on the right; and stormwater Nasareth infrastructure Middelburg x 13 Upgrading of intersections Municipal R20m Provision of taxi bays/drop Municipal R2m offs Upgrading of Dr Mandela Municipal R100m Road into 4 lanes Grant Construction of the portion of SANRAL To be determined the eastern by-pass road. Provision of stormwater Construction of stormwater in Municipal R60m drainage system Mhluzi x 3,x 4,x5,x 8 MIG
Reseal and maintenance of Reseal of roads as per Municipal R50m existing tarred roads. pavement monitoring plan
Provision of sidewalks where Construction of paved Municipal EPWP R6m there is a high volume of walkways pedestrians.
Figure 38: Roads and Stormwater projects responding to infrastructure challenges in STLM
58 59 Electricity
As it stands, the municipality is accommodating new developments through a short to medium term infrastructure plan. Below is a summary of proposed solutions: Rapid Diagnostic
Figure 39 : Electricity projects responding to infrastructure challenges in STLM 60 61 Rapid Diagnostic
62 63 Rapid Diagnostic
64 65 Rapid Diagnostic
66 67 Rapid Diagnostic
All the above represents proposed bulk infrastructure projects. To ensure that there is sufficient bulk infrastructure to support the desired future, a framework for bulk engineering capacity is employed in the implementation plan to calculate the required capacity. Below is an outline of the capacity framework.
The framework should be used to calculate the required capacity and the investments that are needed to support the desired future in STLM.
68 69 2.4.3 Planning for Universal access to Basic Services 2.5 Housing and Services Analysis
The Capital Investment calculations for basic services will be based on determining the net Housing and services provisioning is the process The directives of spatial restructuring, economic demand for each of the basic services. This is calculated by estimating the gross demand which by which housing, municipal and community positioning and infrastructure engineering inform is the combination of service backlogs as at 2016 (existing settlements) and Vision 2040 housing services are delivered according to the the community and social services landscape
demand (new settlements), and deducting from this the spare capacity of existing infrastructure transformed spatial form and planned integrated in each of the focus areas. The incremental Rapid Diagnostic and already planned/budgeted new infrastructure projects. The spare capacity and new planned sustainable human settlements. Integrated Land- use budget presents a situational analysis projects will take into account the age and refurbishment requirements of existing infrastructure. As Human Settlements is primarily a function of together with a projection of required social and part of implementation the respective STLM engineering departments will outline these calculations spatial planning that ought to be carried out community services. As part of implementation in the four focus areas: Middleburg and Mhluzi, Hendrina and Kwazamokhule, Mining towns and strategically under spatial restructuring and the Community Services units will present the Rural Villages. infrastructure engineering transformations. The required social and community services in each delivery or provision of housing flows from this of the focus areas. where both public and private sector are better Norm of service DEMAND for income categories guided and can invest more easily across various income spectrums where there is certainty The Incremental Land Use Budget 2016- regarding bulk infrastructure availability in the 2040 as calculated by Community Services is Income TOTAL Water Sanitation Electricity Refuse Roads KM right location based on the desired spatial form. represented on the next page; (projected usage Category Households KL/D KL/D MW/D KG/M per norms) (projected usage (projected usage (projected usage (projected usage by 2040 per norms) per norms) per norms) per norms) A departure point in understanding how housing, Low social and community services can be delivered Income according to the transformed spatial form is to comprehend the optimal level/quantification of Gap infrastructure investment for service provisioning. Market Infrastructure investment for basic services Middle to was dealt with in the preceding section. This High section focuses on analyzing current status and TOTAL proposed plans that are targeted at supporting DEMAND the effective delivery of basic and community services in STLM. LESS Existing Community and social services are key Spare components in the delivery of Integrated Capacity Sustainable Human settlements. Services Already provisioning needs to be reflective of sustainable Planned neighbourhoods and communities where there Projects is adequate provisioning of housing and services for all residents based on needs across various Sub Total (Existing spare income categories. Strategic alignment needs capacity+ Already to take place between housing and social and planned projects) community services. NET DEMAND Figure 40: Norm of service demand for income strategies
70 71 Incremental Land Use Budget 2016-2040
Time Frame CSIR GUIDELINES for Small-Medium Towns/Regional Service Centres (60 000-100 000 people) 2017-2020 2020-2040 TOTAL INCREMENT 2017-2040 Item number ha % number ha % number ha % AVERAGE THRESHOLD AREA PER PROVISION CRITERIA
Number of Units 11,846 474 52% 53745 2150 51,78% 65591 2624 51.8% Population 37,909 188100 226009 Density 25 25 25
Business 72,026 24.0 3% 188100 62.6 1.50% 134,62 2.6%
Small Free standing & Local retail 11,373 3.8 9,405 6,2 20,777 6.9 Rapid Diagnostic centre (floor area in m²)
Contribution to Neighbourhood retail centre (floor area in m²) 18,954 6.3 56428 18,8 47,168 15.7 Contribution to Community retail centre (floor area in m²) 18,954 6.3 56428 18,8 47,168 15.7 Contribution to retail Town 22,745 7.6 56428 18,8 50,959 17.0 Offices (floor area in m²) 7,203 2.4 0% 9,405 6.2 0.14% 33214 8.6 0%
Education 30.2 3% 153 3.68% - 183.2 3,6% Small Crèche 16 0.3 80 1,6 55 1.1 1/2 400 population 200m² Compulsory ECD Hub and Care Centre 2 0.2 10 1 7 0.7 1/20 000 population 1000m² Compulsory Primary (including Grade R) 5 15.2 26 75,2 19 52.8 1/7000 population 2.8ha Compulsory Secondary 3 14.6 16 72,2 11 50.7 1/12 500 population 4.8 ha Compulsory
Health/Emergency 2.1 0% 8.6 0.20% 10.7 0.2% Primary Health Clinic 2 0.3 8 1.6 5 1.1 1/24 000 population 2 000 m² Community Health Centre 1 0.9 4 2.8 2 3.3 1/60 000 population 1.5ha Compulsory Police 1 0.6 4 3.2 2 2.2 1/60 000 population 1 000 m² t Compulsory Fire Station 1 0.2 4 1 2 0.7 1/60 000 population 3 000 m² Compulsory
Social /Cultural 0.1 0% 0.5 0.01% - 0.6 0%
Local Library 0.1 0.5 7 0.3 2 10 1/20 000 population 500m² Compulsory Civic - 0% 204 4.91% - 204 4% Thusong Centre* - 2 2 1 1.0 One per Municipality 2 000 m² - Compulsory Solid Waste Disposal Site - 2 200 1 100.0 One per Municipality 100ha Compulsory Recycling Depot - 2 0.5 1 0.2 One per Municipality 2 000 m² - 1ha for full range Municipal Office - 2 1 1 0.5 One per Municipality 3 000m² to Compulsory District Magistrate's Court - 1 1 1 0.5 One per Municipality Site size a Compulsory
Social Services 2.4 0% 21.6 0.52% - 24 0.4% Worship Centre 13 1.9 62 18,6 44 6.6 1/3 000 population 1 500 m² Post Office/ICT Access Point 4 0.2 18 1 13 0.7 1/10 000 population 300m² (+ a Compulsory Community Hall (large) 1 0.3 2 2 2 2.3 1/60 000 population 2 000 m² - Compulsory
Recreation (sports and parks) 19.0 2% 115.6 2.78% - 134,6 2.6% Sports Facilities and Parks 11.4 56.4 - 67.8 0.5ha/1 000 population (60%) 5 000m² Regional Parks 7.6 37,6 - 45,2 0.5ha/1 000 population (40%) 5 000m² Compulsory
Other 148.5 16% 435,6 10.49% - 584,1 11.5% Industrial 148.5 435.6 584,1
Street 210.8 1000 1210 23% 24% - 23,8% TOTAL 913.3 100% 4151,5 100% - 5064,8 100%
Figure 41 : Incremental Land Use Budget 72 73 Based on the CMIP, the municipality by and large offers comprehensive services to its customers, The table above summarizes the extent of the funding required over the next 15 years. However, and the existing backlogs are largely due to the vast rural nature of the municipality. The STLM has it is must be noted that this Long Term Strategy outlines future visions and strategic objectives to opted to provide a higher level of service for most services than the national minimum levels of achieve a desirable future by 2040. service adopted. The tables below present a synopsis of the infrastructure landscape. All the above presents quantitative guidelines on the kind of infrastructure and investments that will need to be made to holistically provide universal access to services in STLM. Basic Services, community services and social services are the foundations on which the municipality exists, and the future pathways depend on the robustness of infrastructure and services provided. In turn, infrastructure planning cannot be done without strategic planning directing it. And, the economy Rapid Diagnostic will not be stimulated unless there is adequate infrastructure, regular and universal services and active land use management.
Figure 42: Summary of existing service backlogs measured in consumer units
Figure 43 : Summary of extent of the funding required over 15 years (2030)
74 75 2.6 Governance Analysis
Governance and management is understood to be the process by which leadership and management is exercised, in particular, that
planning, budgeting, procurement, delivery, Rapid Diagnostic financial and performance management takes place in an effective, efficient, accountable and transparent manner. It also includes spatial governance, that is, the process by which the spatial transformation goals are achieved through assessing and directing land development and undertaking land use management and land release of municipal/ public land.
Governance and Management is cross cutting across all the transformations. It encompasses and is the platform upon which successful planning, organising, implementation and performance management rests.
* On the right is a graphic that illustrates the executive and organizational structure of STLM
Figure 44 : Executive and organisatioal structure of STLM
76 77 The key gap in respect of the existing The LED Team has highlighted the burning development priorities that takes into account Roads and Storm water organizational framework and structure relates the economic issues facing the municipality; human settlement and economic growth to the capacity and capability around strategic - Insufficient infrastructure for township needs. Infrastructure engineering is understood The list of projects provided by the civil engineering and long-term planning and implementation. economic development as the process by which infrastructure planning department for roads and storm water does not The staffing provisions around strategic support - Lack of innovations for Township and investment especially bulk infrastructure go beyond the year 2022. Proposed projects functions need to be significantly increased to Economic Development installation occurs in order to support the need to consider the population growth up to be able to direct and coordinate departments - No targeted and coordinated approach transforming spatial pattern and form, meet 2040 and associated developments.
so that there is adequate multi-disciplinary for SMMEs the needs of a competitive local economy Rapid Diagnostic and cross-departmental focus and coherence - None existence of Investment attraction and integrated human settlements, and ensure Community and Social services towards strategic objectives. strategy We are lacking behind the 4th demand for housing and services is met in a industrial revolution developments sustainable way over the long-term. There is a holistic indication of the community and Governance and capacity go hand in hand. social services that will need to be developed Capability is a broad concept. It includes The LED Team illustrates that they will address The service delivery departments need to be in up to 2040. A key gap in the forecasting is that the institutional architecture, processes and these issues through the following initiatives; close consultation with the LED Team and the there is no indication of the spatial location of resources; the required knowledge sets, skills, - There is a need to have more sector- Town Planning and Human settlement in order to the proposed projects. learning networks, innovation capacity and based information – baseline studies (per present accurate long-term plans, forecasts and leadership to formulate and implement long sector) costing for engineering services. It is imperative The above section presented a rapid diagnostic term strategies. Long Term Planning is about - There needs to be better stakeholder that infrastructure plans address the demand for of the key transformation areas. The section intent and focus as well as the leadership coordination and monitoring (things are services up to 2040. below outlines key overall development trends required to act with a collective vision towards done by different players in isolation) as well as trends emanating from the diagnostic. agreed outcomes. - There needs to be targeted approaches Electrical Engineering The trends will be used to inform desired futures to utilize limited resources more effectively in each of the transformation areas. Capacity needs to be built and continuously - Infrastructure investment is needed to A summary of electrical engineering solutions enhanced for Long Term Planning to be unlock economic potential has been presented. This provides a good overall institutionalized. Planning and management - The LED team needs to be more picture of the infrastructure projects that will result systems and processes need to have the output oriented and address issues like in the efficient supply of electricity. The solutions capacity to forecast, formulate, implement youth unemployment rate, job creation, do relate to proposed developments in various and adapt to change and innovate. The newly established companies (SMMEs) areas of STLM and will need to further refined responsibilities that go with Long Term Planning against set targets working together with the other departments as need to be institutionalized so that STLM is well - The LED needs to develop strategies part of the implementation process. prepared for future growth and opportunities and goals that are more specific with good strategies and a capacity to take to STLM and our unique environment Water and sanitation quick and efficient decisions. (mines, manufacturing, agriculture, Key departments that will drive the tourism and steel) The civil engineering department has provided a implementation of the Long-Term Plan are: Local list of projects that will contribute to the effective Economic Development, Town Planning and the The town planning and human settlement delivery of water and sanitation to all residents Infrastructure departments. The Local Economic department has composed an incremental land of STLM. However, the challenges hindering Development Department is responsible for use budget that speaks to housing, economic this process are pervasive. Regardless of these driving economic growth and job creation in development, community services and social challenges, long term forecasting and costing STLM. The economic positioning of STLM will services. However, there is no spatial location of water and sanitation projects should align determine how the visions and strategies in the of the various land uses that have been listed. closely with the projected population growth Long-Term Plan will materialize. As indicated in The implementation process will provide more and associated developments. the Long Term Plan the economic position of detailed directives of how and when strategic STLM should revolve around the green economy, land parcels should be developed. the steel industry and the mining industries. Infrastructure Development and Service Delivery in STLM will be informed by the integrated spatial
78 79 opportunities to develop housing, urban Rapid Urbanization amenities and build infrastructure. Rapid urbanization demonstrates the need to 03 Trend Analysis Urbanization is a trend that shows no abating, anticipate future development needs and to and is remarkably changing the way we live, respond with supporting critical infrastructure. work and interact with our surroundings. It is According to Ling (2007), the most critical tool estimated that nearly 40 percent of the world’s a municipality can have in place to proactively urban expansion may be in slums, exacerbating address rapid urbanization, implement spatial economic disparities and unlivable conditions. transformation and sustainable development is Rapid urbanization is also linked to environmental long-term planning. concerns and many cities located in coastal areas or on riverbanks may also be vulnerable Inequality to natural disasters such as storms, cyclones and floods. Likewise, poor urban infrastructure – such Inequality is a complex issue and has many as unreliable power systems, congested roads different dimensions that transcend financial and poor public transport are resulting in cities disparities. Within cities, there are imbalances Trend Analysis with reduced competitiveness and economic between neighbourhoods, ethnic and race prospects (UN, Development Programme, 2017). groups, access to land tenure security, access to basic services, access to employment and There is no way of reversing urbanization, but proximity to transport nodes and key amenities. there are indeed innovative and inclusive ways of Addressing inequalities in cities is not an easy The key drivers of change and development Contextualizing trends shaping cities of the future. Transforming the way task. Cities that experience the most rapid in contemporary cities are rapid urbanization, cities are developed and regenerated plays a urbanization have the least amount of resources in STLM by placing them spatial inequality, climate change and vast key role in this. Well-planned urbanization should to address the coupled challenges. Contrasting technological advancements. Behind these combine, amongst many other interventions, to developed cities, developing cities have in the milieu of Global vehicles of change there is a multiplicity of green mobility solutions, building innovations comparatively low budget per capita’s and in actors, investors, recipients of infrastructure and Trends that reduce a city’s environmental impact many cases exist in stagnant economies (UN government entities with funds and responsibilities and inclusionary urban designs that fosters Development Programme, 2017). The increasing to deliver. In many cases, cities are evolving in Cities around the globe are experiencing rapid community building. Urbanization is big, but it can pressure to achieve economic growth and ways that present benefits and advancements urbanization. There are billions of people across be smart too. Rapid Urbanization gives rise to a competitiveness is giving rise to negative that are not equitably distributed across city the globe that continue to live a life of poverty host of challenges that could have devastating externalities that are having an adverse impact spaces. As a result, the need to spatially transform and are denied access to amenities that provide effects if they are not planned for accordingly. on sustainable urban development. In almost cities and strategically arrange physical space impetus for a dignified and prosperous life. There Because agglomeration in cities stimulate trade every metropolis around the world, it is possible through long term plans has become a global are rising inequalities within and among countries and allows for increased productivity, these to see growing social and spatial segmentation, trend in development practices. and there are vast disparities in opportunities, major demographic and geographic shifts have which translates into varying forms of wealth and power (New Urban Agenda, 2016). the potential to propel economies towards gentrification such as segregation in housing There are global challenges that cities across Unemployment is a persisting challenge, there renewed growth and economic development. and in the labour market (UN Development the world are grappling with. Many cities are are many more frequent and intense natural Yet, in contexts of poor infrastructure provision Programme, 2017). effectively dealing with these challenges through disasters, violent and spiraling conflicts and and weak institutions, cities are growing in ways long term plans that guides development humanitarian crises that is resulting in large scale that involve suboptimal land use, poor transport To address inequalities in cities, local authorities towards sustainable, competitive, resilient and displacement of societies. Cities are turning into connectivity, dysfunctional labour markets, and are beginning to take measures that address liveable cities and regions. Key challenges that major conurbations of unprecedented diversity, harmful environmental impacts. the root causes of inequality for instance, cities need to respond to are highlighted below. complexity and opportunity. the adoption neighborhood level plans that These challenges are key informants to the Hence, the process of urbanization presents promotes innovation and economic initiatives kind of short, medium and long-term solutions/ municipalities and city shapers with vast in vulnerable neighbourhoods. Promoting interventions that are required to plan for desirable futures.
80 81 economic diversification, mixed income City developers and development planners energy and sustainability with “IoT” intelligent 3.1 Demographic Trends housing and sustainable economic activities are increasingly researching the benefits of buildings monitoring resource consumption, that are compatible with social inclusion and nature and planning in a way that’s sustainable. boosting efficiency, reducing energy costs and located on land that is easily accessible should Spaces that embrace and protect greenery presenting innovative solar power solutions. be the key priorities in addressing inequality. are emerging trends. Innovative approaches Increasingly, digital technologies are integrated The increasing number of households in STLM Strategic long-term plans harness opportunities to weaving nature into city is necessary. Urban into urban design, reaching from basic elements is putting pressure on addressing the existing in economic growth and competitiveness in design and development governing bodies such as LCD screens instead of traditional backlog and delivering for the projected bulk ways that enhance city form and function, for all are beginning to implement mandatory billboards to embedded technology that is services that are needed to ensure a good spectrums of society. The quality of life in cities greening requirements. Municipalities must be manifested in smart buildings and cities. Urban quality of life for all residents in the future. From depends on strategic spatial formations that seen as indispensable and equal partners of connectivity is becoming increasingly important the trends it is apparent that the number of provide accessibility, inclusivity, productivity, national governments in building resilient cities. for cities. households are increasing more rapidly as we profitability, liveability, affordability and the Resilience means that people, institutions and By digitally connecting public transport, move into the future. STLM has high income cross-hybridization of spaces. Conversely, cities systems in cities are able to bounce back from, housing, social services, health and public inequalities, it is apparent that the benefits and are complex and multi-dimensional with various and adapt to, acute and chronic shocks and spaces to increase accessibility and create advancements made in the municipality are role players that are needed to create the ideal stresses such as natural disasters the impacts of higher efficiency, cities will take larger strides not equitably spread amongst the population. city. Long term planning is well suited to assist in climate change and impacts of boom and bust towards achieving spatial transformation A majority of the population resides in formal Trend Analysis addressing inequality in cities because strategies economic cycles (Ling, 2007). and sustainable development. Cities need to dwellings in STLM. However, there is a substantial of long term planning look into the future in Waste management, including reduction and focus on facilitating infrastructure investment amount of people that live in traditional and ways that are beyond existing development recycling strategies, renewable energy solutions and processes by which residents can have informal dwellings. Usually, it is these areas that frameworks. Instead, the strategies seek to and agro-processing is a critical component that affordable and reliable access to data and the make up the percentages of people that do not address the future demand for a wide range cities need to focus on that fits within their core digital economy. have access to basic services and development of municipal issues that can in turn be better mandate and that can have a major positive platforms. The quality of life for residents in anticipated in the present (Clark, 2013). impact on the environment. the municipality depends on strategic spatial formations that provide accessibility, inclusivity, Climate Change Technology productivity, profitability, livability, affordability. Steve Tshwete Local Municipality, like cities and This indicates that spatial transformation is Climate change is one of the greatest The spread of information, communications municipalities around the globe, is experiencing needed in STLM. challenges of our time as the adverse effects technology and the growing interconnectedness the effects of rapid urbanization, inequality, are undermining the ability of countries to in the world has generated great potential climate chance and the increasing influence The development potential located in informal achieve sustainable development. There are to accelerate human progress, develop of technology on cities. This section outlines and rural settings needs to be harnessed increases in global temperature, rising sea levels, knowledge societies and bridge the digital context specific development trends. The trends towards assisting STLM in achieving local ocean acidification and more frequent natural and spatial divide in cities. Scientific and will inform the desired future and visioning for economic development. In doing so, much disasters. Seventy per cent of greenhouse gas technological innovation is coupled with a each of the transformation areas. needs to be done to create liveable spaces and emissions are generated in metropolitan areas, variety of investment opportunities across urban educationally and economically conducive which are themselves extremely vulnerable to and rural landscapes. In the era of big data, the environments. Locating jobs in these areas or the consequences and natural disasters linked to future of cities may be defined more by bytes within close proximity will play a big role in the climate change (UN Development Programme, than bricks. economic positioning of the municipality. STLM 2017). Environmental sustainability requires City governments have been collecting big should serve as a precedence to the country new patterns of production and consumption. picture data for planning in transportation and on how to achieve informal, rural and tribal Implementing a vision of sustainable urbanization zoning for some time, but new technology land development. Addressing the root causes requires a firm stance on climate change. If cities allows for the capture of even more granular of poverty in vulnerable population groups are to eradicate poverty, build sustainable and data. Cities can now measure everything from require neighborhood level plans that promotes inclusive economies and achieve environmental noise pollution to wastewater volume, and this innovation and economic initiatives that foster sustainability, then mitigating urban emissions can have a big impact on spending efficiency economic independence and economic and building resilience are critical steps in the and overall quality of cities. The major driver for sovereignty. process (UN Development Programme, 2017). innovation in this sector has been the trend in
82 83 Moving forward Middleburg is expected to 3.2 Economic Trends There should be effective and sector specific This necessitates investment and development experience extreme growth pressure. This skills development and SMME Development in in industries that generate jobs and economic indicates that much attention should be paid to areas that are underperforming economically. growth in a way that reduces the carbon managing urban growth, growing and diversifying For the STLM economy, it is vital that the levels footprint and increases the sustainability of the economy and addressing climate change From the statistics it is apparent that STLM of education and employability increases natural resources in the municipality. There in this area. In essence, Middleburg should has a competitive edge in the fields of steel across all areas of the municipality. Economic needs to be action plans that acknowledge be the driver and serve as catalyst for spatial manufacturing and mining. These are also development interventions should be designed the importance of conserving the natural change in the municipality. Agglomeration in the most productive industries. However, in to set up satellite industries that significantly environment and water resources. There also Middleburg must be used to stimulate trade and recent times these industries have not been contribute to the GDP of the municipality needs to be promotion of agricultural activities, allow for increased productivity, these major performing as well as they should be and through; including protecting the available agricultural demographic and geographic shifts have the has witnessed a decline in its contribution to land-base, supporting commercial farming potential to propel economies towards renewed sustainable economic growth, job creation and and agro-processing. The municipality has to growth and economic development. attractiveness for investment. - Beneficiation hub for steel and metals find a balance when planning land allocation - Establishing alternative energy solutions between agriculture and mining. Furthermore, These efforts should be mirrored in all settlements Based on global trends, poor urban infrastructure - Agrarian revolution post-mining activities should entail rehabilitating Trend Analysis across STLM accordingly. There are many and weak institutional systems and resources – - Increasing access to support services for mined areas back to its original state for informal settlements, rural areas and mining such as unreliable power systems, congested emerging farmers agricultural use or steel manufacturing. towns in the municipality that need to evolve roads, poor public transport and a lack of - Increasing municipal revenues through into integrated human settlements. The spatial municipal integration are resulting in cities rental housing stock Creating secondary industries out of the mine restructuring transformation process should with reduced competitiveness and economic - Improving the land restitution process dumps and rehabilitated mine areas, for inform how this can become a reality. prospects. - Creating secondary industries (steel, example, converting coal waste into briquettes coal, agriculture) to sustain the and pellets, cement manufacturing and Future land use patterns and circulation systems In the context of Mpumalanga, STLM is in the local economy recycling is a key strategic direction to assist are also part of the foundation for a better upper tier of economic prosperity. Attempts - Creating niche skills and products in the the green economy and sustainable economic STLM. They provide the spaces in which the are being made to enhance connectivity and fields of agricultural produce, steel growth. Together with this, exploring alternative next generation of investments, systems and economic integration as reflected in the sector products and solar energy energy sources in order to reduce dependency policies will exist in. Therefore, solving for the specific development directions. STLM boasts on the use of electricity, coal and biomass by future today through spatial restructuring will go regional and national importance being located working in partnership with the private sector a long way in the development and growth of along the N4, N11 and N12 corridors, therefore Large scale investments need to be made to to implement waste to energy projects can the municipality. prioritizing investment along these corridors is develop and sustain a green economy in STLM. serve as a catalyst to growing the economy imperative to attracting foreign investment. The Renewable energy and agricultural production and developing another competitive edge. The footing of STLM should rest on the intersection vast tracts of land should be developed into high should be the key driver. There is a need The production of solar energy should be a of environmental responsibility, social equity yielding agricultural land, steel beneficiation for economic diversification in STLM. Public- priority area with regards to developing a green and economic strength. For this to materialize, nodes, solar power plantations and agri- private partnerships need to be facilitated in economy. it is essential that everybody has access to a processing hubs to turn raw material into finished this direction. The local economy is currently consistently high standard of basic, community products. The public and private sectors have to dominated by manufacturing and mining With regards to urban and rural development, and social services regardless of their spatial take concerted and deliberate action to realize industries as well as the presence of several smart green technologies should be used to location in the municipality A majority of the economic growth in STLM (STLM SDF, 2017). power stations. All of the manufacturing plants improve the environment and daily living. It is all population does have access to basic services. are coal fired, this has a significant carbon about harnessing information communication However, STLM has high income inequalities, as The mining towns and rural areas are not footprint on the municipality. The economies of technology, internet of things and harnessing the is reflected through the Gini-coefficient rating experiencing sustainable and integrated many towns in the municipality solely depends power of data to get insights on how to develop of 0.6. Through access to basic services and economic development. As a result, residents of on these industries for employment. This therefore smart applications, which will invariably result in developmental opportunities this rating should these areas are lacking opportunities to increase provides a major challenge to develop and smart and liveable cities. Smart green solutions drop significantly by 2040. living standards. implement strategies to develop low- carbon are needed to sustainably address the needs emission industries. of growing urban populations. Infrastructure developments should be based precisely on
84 85 the needs of residents. More environmentally There is only one technical college in the sustainability, then mitigating urban emissions foster landscapes that undermine the potential friendly buildings and urban designs should municipality. In order to grow the economy, and building resilience are critical steps in the to become a liveable holistic, inclusive and be built by tapping on the elements of nature tertiary levels and the employability of the process. The Town Planning department should economically productive society. such as sun, rain and wind to aid in the future population will need to be increased through the begin to implement mandatory greening planning and design of economic nodes and provision of focused tertiary institutions that build requirements and STLM must be seen as integrated human settlements. With regards on the economic strengths of the municipality. indispensable and equal partners of national to the green economy, SMME Development governments in building resilient cities. should focus on identifying opportunities in waste As it stands, there is a lack of mixed land uses 3.4 Infrastructure Trends management, water reclamation, cement in the municipality and a lack of competitive There is a need to generate job opportunities manufacturing, briquettes manufacturing, solar economic nodes in the municipality. in mining towns. The dominant contribution energy production, agri processing and smart Simultaneously, the potential of urban corridors to employment in these areas comes from From the rapid diagnostic study, it is apparent green building solutions. and activity spines are not being realized. These the mines. Public- private partnerships need that large scale investments in infrastructure are key structuring elements that can be used to to be set up to stimulate community and engineering will be needed to transform and position the municipality. economic development in these areas. Waste position STLM to be spatially efficient, spatially management, recycling strategies, renewable just and economically competitive. Due to Trend Analysis Urban and economic nodes need to be energy solutions and agri-processing should be population growth and other demographic 3.3 Spatial Trends developed in the mining towns and rural viewed as industries that can be developed with trends the demand for housing, services and areas. These interventions should be unpacked the rationale of stimulating the green economy. economic opportunities is growing. The evident in parallel to the delivery of basic services, Technological advancements have the potential spatial inefficiency and spatial inequality requires From the rapid diagnostic it is apparent that the community services and social services in these to accelerate human progress, develop infrastructure planning practices and outputs spatial concentration of economic activity and areas. Rural-urban marketing centres, Agri- knowledge societies and bridge the digital and to be more relevant to local developmental population is in Middleburg and surrounds. This is Hub Facilities, Farmer Production Support Units spatial divide. STLM needs to focus on facilitating contexts and promote sustainable urban not unusual as most places have a core around and steel manufacturing industries need to be infrastructure investment and processes by which patterns, support mixed use development, which economic activity revolves. The challenge developed in rural and township spaces. residents can have affordable and reliable better connectivity, sufficient public spaces and is to unlock potentials and opportunities where New housing developments and existing housing access to data and the digital economy. In the social inclusion. they may exist in other areas so that there is an developments need to be developed as age of climate change, green mobility solutions equitable spread across the municipality. Most of integrated sustainable human settlements. This Urban connectivity is becoming increasingly The isolated and peripheral locations in the these services are located in Middleburg as they will lay the foundation to address unemployment important for cities. By digitally connecting municipality need to be better connected to may be required. There are spatial imbalances and poverty in STLM. public transport, housing, social services, health services and urban and economic nodes. The in STLM- access to land, tenure security, access and public spaces to increase accessibility and rural areas are experiencing the largest shortfall to basic services, to employment and proximity With regards to the spatial distribution of create higher efficiency, STLM will take larger in access to integrated sustainable human to nodes and key amenities. economic activities, there is a challenge to strides towards achieving spatial transformation settlements. Providing access to basic services maximize the potential benefits of mining, and sustainable development. and development platforms in isolated towns Hendrina does offer some social services. There agriculture and tourism as the land suited to and rural areas should be viewed as a matter of are limited services in Rietkuil, Pullenshope and each activity often overlaps. There needs to The spatial logic that is applied to all urgency. Komati. Remaining areas have very low levels be a focused and renewed land audit that developments are of critical importance of services or no services at all. There is a need efficiently prepares land for the most suitable in determining the city’s efficiency in the Public transport and green mobility solutions will for inclusive and innovative approaches to economic activity. movement of people, goods, services and play a big role in integrating the municipality. shape all settlements in STLM. In STLM, promoting data. The Strategic Developable Areas (SDA’s) Parallel to this, strategies to close the gap in economic diversification, mixed income housing Fragmented settlement patterns is making it presents STLM with immense opportunities to the delivery of basic services should as a key and sustainable economic activities that are costly to provide services and is also increasing achieve effective spatial transformation. The ingredient for increasing quality of life for all compatible with social inclusion and located on the carbon footprint in STLM. This provides key focus in the SDA’s should be on inclusive residents in STLM. Each focus area has unique land that is easily accessible should be the key impetus to develop compact, high density and and profitable developments that ensures needs and spatial formations. Certain areas priorities in addressing inequality. mixed land uses on strategic land across the fundamental spatial changes are made in require more intense development compared municipality. For STLM to build sustainable and STLM. Spatial Transformation is necessary to to others. inclusive economies and achieve environmental undo the spatial imbalances that continues to
86 87 A spatially guided, programmatic, plan- of life for residents in these areas. Housing be created so that recipients of the housing government, building the competitiveness in oriented, project-directed approach is needed developments need to take place in areas that development can understand the constraints city and improving linkages with neighboring for the effective delivery of infrastructure in are in close proximity to economic and transport of the projects. A participatory approach to countries, cities and municipalities. differentiated spaces for differentiated land nodes. Housing and service provisioning needs housing and services delivery can be very uses. Infrastructure Master Plans have to focus to support and bolster the economic positioning beneficial. The factors emanating from the diagnostic on addressing backlogs and meeting the future and spatial restructuring interventions. The studies indicate a need for STLM to plan demand for services. Well-planned urbanization effective implementation of housing and In STLM the municipal staff profile reflects a good and organize itself better towards improved should combine, amongst many other services should result in accessibility, inclusivity, foundation of expertise to drive development efficiencies and outcomes. The findings from interventions, green mobility solutions, building productivity, profitability, livability, affordability and prosperity into 2040. However, there is the diagnostic analysis informed the strategic innovations that reduce a city’s environmental and the cross-hybridization of spaces. room for improvement in relation to long-term objects and strategies aimed at closing the gaps impact and inclusionary urban designs that planning requirements. between the envisaged future and the current fosters community building. STLM should also In STLM, calculated efforts need to be made to realities. There is a need for closer alignment focus on facilitating infrastructure investment apply knowledge and implement housing and and integration between relevant municipal and processes by which residents can have urban solutions for current and future challenges. departments in STLM. affordable and reliable access to data and the Issues of spatial justice need to be included in The STLM IDP also importantly highlights a move Trend Analysis digital economy. the provision of housing and services for lower 3.6 Governance Trends towards a smart city especially in respect of income residents. This will assist in developing managing urbanisation and growth through It is vital that STLM determines available resources platforms to forge sustainable livelihood As indicated in the 2017-2022 IDP, there needs applying smart spatial planning and land-use and future needs and obtains the support of the strategies. Creating activities and opportunities to be a Municipal Staff Strategy to recruit, re-skill, management. private sector in implementing infrastructure for people who live in Middleburg and other up-skill and retain staff. This strategy must also investments to achieve spatial transformation. key nodes, while simultaneously introducing consider multi-tasking, and multi- functioning. “Smart City approach requires a combination As it stands (2016), there 278 749 people in the more housing and economic opportunities To bring about spatial transformation and of smart efforts to improve inhabitants’ quality municipality. This figure is expected to grow to underdeveloped areas is the goal. It is a economic growth the work mode of municipal of life, promote economic growth, and protect to 553 896 in the year 2040. There will be an multi-pronged approach. STLM should use departments has to be based on productivity, the environment from degradation. Key systems additional 125 469 households to plan for by smart density solutions and look to attract the co-ordination and integration of functions at of smart and sustainable cities include: smart 2040. right mix of diverse income groups into all new a horizontal and vertical level. This must lead energy, smart buildings, smart transportation, developments. There is a need to raise the to integrated governance and management smart water, smart waste, smart physical safety economic vibrancy of the de-generated areas systems that are geared for the effective and security, smart health care, and smart 3.5 Housing and Services by offering a diversity of micro-land uses. delivery of infrastructure for basic services, social education. Trends services and community services. The renewed With regards to housing and services delivery, low institutional system of integration, co-ordination ICT based concepts such as big data, open income earners should be offered with a chance and provisioning of services to people must be data, Internet of Things (IoT), data accessibility From the trends it is apparent that delivering to increase their financial and quality of life status. configured into the DNA of the municipality. and management, data security, mobile housing and services is not being effectively Sustainable energy systems and sustainable broadband, ubiquitous sensor networks are aligned with spatial restructuring, economic architecture should be employed in all housing Fierce global and local competition demands essential in smart and sustainable cities and positioning and infrastructure engineering. developments. Housing developments in STLM constant and concerted attention on place are predicated on an ICT infrastructure to Housing delivery has to contribute to re shaping should reflect the power of design, community marketing and investment promotion highlighting improve Quality of Life and promote overall the spatial formation of STLM in a positive way. participation and synthesis to solve complex the local opportunities. Thus, STLM 2040 will have sustainability.”(STLM IDP, 2017-2022) housing problems. In order to use valuable and to be underpinned by a smart marketing, brand Housing and services backlogs will need to strategically located land efficiently, recipients management and communications function. be addressed as a matter of priority and all of developments need to be critically involved To facilitate the 2040 Long Term Plan, more new housing developments have to result in in the projects. rigorous long-range planning through integrated sustainable human settlements. The cooperative governance is required. Long rural areas, informal settlements and mining In coming up with formal housing solutions, range planning and research should be the towns require much attention with regards to communities need to inform the design and basis for understanding local economies delivering services that will increase the quality knowledge exchange platforms need to better, aligning economic strategies across
88 89 Eg: A key goal for the City of Kigali is to become a green city with sustainable resource Singapore Land Use Plan 2030 is a spatial strategy 04 Desired Future and Visioning management. The aim is to manage the water that aims to ensure that there is sufficient land and energy resources and develop infrastructure to meet the long-term needs while providing a facilities for the City with proper targets and to good quality living environment for people. The reduce wastage. There is a plan to strengthen Plan plays an important role in balancing land the existing natural drainage systems and use needs, such as housing, industry, commerce, wetland network to improve the quality of parks, transport, defense and community the downstream water. The Kigali Long Term facilities. Under the banner and guidance of Development plan pays particular attention to this plan there are strategies to provide the environmental sustainability, energy efficiency physical capacity to sustain a high quality living and the quality of service delivery. environment for a possible population range of 6.5 to 6.9 million by 2030.
Inspired by the development approaches adopted by these cities, STLM has espoused its own unique approach to achieve a desired and sustainable future. The section below outlines the desired futures in each of the transformation areas. These visions will be achieved through the advanced manufacturing and technological implementation of high impact and integrated capabilities. strategies and actions. Visioning Leading cities around the globe develop visions
The Chongqing 2035 Plan has a strategic pillar that Desired Future & and strategies that revolve around certain Eg: The City of Barcelona Vision 2020 views is titled A green and low-carbon growth strategy themes and driving forces. Each city has a human resource development as an important to decouple economic growth from resource different focus that aligns to the specific contexts lever of change and focuses on developing use. Cities can decouple their economic growth 4.1 Future Demographic and respective developmental landscapes. a powerful university and education system from environmental impacts by bundling policies There is a vast array of thrusts and energies that that strengthens its position of excellence and Profile that simultaneously create a compact urban are used in long term plans across the globe. transversal awareness. For Barcelona, this is a form, enhance transit accessibility, and improve Planning and preparing for future growth and key factor in attracting talent that favors a closer sectoral energy efficiency. developing sustainable financing strategies relationship with the productive and business By 2040, STLM should have a demographic that attract long term capital investments for sectors profile that is reflected in high tertiary education infrastructure and other key services drive goals levels, high employability, a decreased Gini- for all long-term plans across the globe. coefficient, decreased poverty levels, increased employment and an increased human Eg: The City of Chongqing in China illustrates development index. in its 2035 plan that the desire is to become, a hub for advanced manufacturing and knowledge-intensive services. This will be done In achieving this, there needs to be universal by building on its comparative advantage access to basic, community and social services which focuses on a production- orientated real for all residents of STLM. The economic positioning economy. Chongqing successfully upgraded and spatial restructuring of the municipality its manufacturing sector to focus on IT and will shape the rate at which STLM will achieve automobiles. In the next round of transformation, the desired demographic profile. Jobs need Chongqing can continue to build on its strengths to be created in strategic locations that focus in the real economy and aim to develop
90 91 on industries that have the most potential By 2040, STLM should boast a rural and urban is these industries that will provide the economic (SASSDA, 2018). It is noted that, stainless steel for micro and macro-economic growth and population that has access to development impetus to drive municipal development to consumption dropped by about 5.6% in 2017, competitiveness. platforms. Spatial restructuring should result 2040. Simultaneously, the green economy will and that the industry has suffered about a 28% in a municipality that provides accessibility, make substantial contributions to the local and decrease in consumption since 2014. Addressing the challenges of urbanization and inclusivity, productivity, profitability, liveability, regional economy. equitably harnessing the opportunities that affordability on an equitable basis. According to SASSDA’s expectations index come with it would need investments in, amongst By 2040, STLM will have a thriving township released last year, the sentiment improved in other areas, affordable housing, resilience economy and serve as a precedence to the the last few months of 2018. This is leading to against climate change, public transport, The vision is for the population of STLM is to; country on the efficient and sustainable usage a growing number of quotations and enquiries creating green public open spaces, information of land and natural resources. within the industry. The South African automotive technology and improving urban planning and 1. Reduce unemployment to 8% by 2040. sector accounts for about 28% of the local management in a way that is inclusionary and The Stainless-Steel Industry – Spearheading stainless steel consumption, with industrial participatory. 2. By 2040, progressively achieve and sustain STLM into becoming a high growth globally consuming 18%, transportation 16%, mining income growth of the bottom 40 per competitive industrial city about 15%, manufacturing about 13% and rail STLM should be reflective of a municipality cent of the population at a rate higher making up the remaining 10% of consumption that provides its population with sustainable than the national average. An outstanding economic strength of STLM lies (SASSDA, 2018). and inclusive economies by leveraging the in the stainless-steel industry, the mining industry agglomeration benefits of well-planned 3. Reduce poverty to less than 3% by 2040. and agricultural produce. However, there needs Columbus Stainless is positioned well to export urbanization, high economic productivity, to be deliberate rejuvenation, investment and competitively to the international market, while competitiveness and innovation. Infrastructure 4. Provide universal, high quality and focus with regards to turning this industry into a remaining committed to growing domestic engineering and housing and services accessible basic, community and complementary driver of the economy across demand for stainless steel. Columbus is aiming to provisioning will play a crucial role in realizing social services to all inhabitants of STLM. all income groups and across the value chain. expand its production capabilities in about 2021. these visions. According to Columbus Steel that is based in Complementing the efforts of Columbus steel to Visioning
5. Ensure access for all residents to STLM, the South African stainless-steel industry stimulate the economy, the government needs Desired Future & By 2040, the population of STLM should adequate, safe and affordable housing is vibrant and growing. Many users of stainless to develop platforms for the manufacturing and experience increased employment through by 2040. steel in South Africa are export focused. conversion of stainless-steel products to finished increased primary, secondary and tertiary These include the manufacturers of exhausts and products. The stainless-steel industry in STLM is in institutions. There should be specialized tertiary catalytic converters, tank containers, and the need of beneficiation that will directly impact institutions that focus on developing research pipe and tube makers. The local tank container job creation and economic growth. and knowledge as it relates to agriculture, 4.2 Desired Economy industry supplies about 50 percent of the world’s mining and the manufacturing of steel and coal tank containers, mainly for the bulk transportation It is in the conversion of primary products to products. The aim should be to maximise skills The vision is to position STLM as a high growth of chemicals but also for the transportation of finished products where most jobs and value development to create a more employable globally competitive industrial city that liquid foods and beverages. Containers can be can be created. In essence, the stainless- and self-sufficient population. Tertiary institutions specializes in manufacturing of high-quality fabricated for a variety of land uses that can be steel industry plays an integral role in STLM’s should ensure that new entrants into the labour stainless-steel finished products. By 2040, STLM used to develop high quality living environments economy. This industry has the potential to grow market are adequately trained. should have a diverse economy. This diversity in urban and rural landscapes. Affordable the economy through exports and the local will be driven by a transition towards a green mixed- use nodes can be developed by using manufacturing of products. economy by developing into a leading hub for containers as shell structures. Vast investments should be made in skills renewable energy generation and agricultural Economic interventions in STLM need to focus development programmes across the production. Exhaust and catalytic converter systems are on setting up stainless steel conversion and municipality. These programmes have to be supplied to leading manufacturers including manufacturing industries through increased streamlined to respond to the socio-economic There is a global shift to clean energy BMW, Daimler Chrysler, General Motors, Ford, focus on equipping the population with enabling needs of STLM and its labour market. The end and an increased focus on technological Toyota, Volkswagen, Nissan, Renault, etc. platforms. product of skills development programmes advancement, STLM will follow in this direction. It must be acknowledged that in recent years, should be that individuals have the ability to set STLM has a historic and productive competitive there has been a downward trend with regards National government is aiming to strategically up their own competitive enterprises edge in steel manufacturing and mining and it to consumption of stainless steel in South Africa support the steel industry in South Africa.
92 93 According to the Department of Trade practices, whereby the form, substance and namely, “Human Settlements are defined as economic positioning, spatial restructuring, and Industry (DTI), steel is fundamental to overall dimensions of urban, peri-urban and the totality of human community – whether a universal access to basic services. Delivery of the manufacturing in South Africa and represents rural spaces are purposefully changed to reflect city, town or a village – with all social, material, above will lay the foundation for differentiated a significant value add to the economy. STLM the principles of a more equitable social order is organizational, spatial and cultural elements service requirements of households and human should serve as an example of how the steel the key mandate of spatial restructuring in the that sustain it.” settlements. industry can be a leading manufacturer of municipality. The focus of Housing Services is primarily on inter high-quality steel products. In favor of the steel alia: The rapid provision of infrastructure engineering industry in STLM, the government has set up a STLM will be reflective of an inclusive, productive, • Security of tenure for spatial restructuring, economic positioning task team with the mandate of supporting and sustainable and well-governed municipality. A • Availability of services, materials, facilities and for integrated settlements should be an assisting to revive the steel industry. There is a municipality in which residents experience a and infrastructure outstanding feature of STLM moving forward. Steel Development Fund worth 1.5bn to support high quality of life, and both benefit from what • Affordability For land to be a strategic driver of economic key downstream sectors/sub sectors. There is the space offers and contribute towards making • Habitability growth and development, it must be serviced also incubation support for SMME development. and shaping the municipality. Well located • Accountability with sufficient infrastructure. This investment in The National Treasury has approved R 95 million mixed income housing should be viewed as a • Location infrastructure is for the public good. Infrastructure rand for a Steel Development Fund. The key catalyst for spatial transformation in STLM. • Cultural tolerability will be delivered in a manner that favour the objective is to assist qualifying enterprises to greening of local economies and urban and improve competitiveness and assist companies The developable area in the municipality is STLM aligns itself with the National and Provincial rural development. The infrastructure network will in the sector. adequate to cater for futre settlement and spheres of government in the endeavour to be expanded and optimized in innovative and population growth. For this to be realised, promote and establish sustainable Human sustainable ways. The infrastructure capacity The following industries will be targeted; a large propotion of infrastructure provision Settlements by the pursuit of the strategic in STLM will serve as a rock-solid foundation • Foundries and investment should go towards green goals developed after consultation with key for prosperity, sustainability and growth in the • Fabricators buildings, compact/mixed-use/mixed income stakeholders namely: municipality.
• Parts and components manufacturers developments. This development approach Visioning
• Valve and pump manufacturers will result in vibrant and sustainable settlements • To develop spatially and socio Desired Future & • Machining plants and capital equipment and precincts and will also promote active and economically integrated settlements, manufacturers inclusive communities and reduce the carbon communities and neighbourhoods. 4.5 Desired Services footprint in STLM. • To facilitate access to adequate housing National government will have to resolve critical and quality environments infrastructure challenges that are impeding Optimal densities, urban design layouts • To support the development of a f Building and configuring Integrated Sustainable export growth and competitiveness such as port typologies will be executed in each housing unctional and adequate residential Human Settlements where all communities live in efficiency at the Durban harbor to effectively development. Due to the limited availability of property market quality neighbourhoods with high quality social support the STLM steel industry. land, public housing should be built upwards. • To improve institutional capacity and and community services that is coupled with a Buildings should be interspersed with high capabilities. variety of housing options and close and easy quality green spaces- integrate greenery with access to mobility and economic opportunities human and built environment life. A wide is the vision. range of affordable housing options coupled with livelihood platforms that are attractive to The aim is to provide various commercial, 4.3 Desired Spatial Future a variety of citizens will guide all new housing 4.4 Infrastructure Future recreational, social and community amenities developments. The key rationale is to house in and in close proximity to housing settlements. people closer to job opportunities. One of the priorities is ensuring that housing developments meet the changing needs The desire is to develop STLM into a space that The establishment and operation of Integrated The desired future with regards to infrastructure and circumstances of society. The community serves as a precedence to all comparable Sustainable Human Settlements will be engineering is to plan for, install, maintain and forms the backbone of developments. Living municipalities on how practical spatial promoted. The National Department of Human operate infrastructure, as well as provide basic environments should have many community transformation can be achieved. In doing Settlements resolved to accept the definition of services more efficiently and on a sustainable spaces for residents to mingle and interact. so, an interrelated series of materially driven Human Settlements adopted by the UN Habitat, basis that adequately supports: the chosen Maintaining racial harmony and strengthening
94 95 family ties, and taking care of the needs of the elderly and low-income families is a priority. 4.6 Desired Governance and Capacity Through the provision of high quality social and community services, residents of STLM will become more productive and contribute to sustainable development. Community and The desired modus operandi for STLM governance is to lead, direct and manage spatial growth social facilities in STLM will serve as the beacon robustly, enhance revenue generation and improve operational efficiency. From an institutional of social integration, progress and a municipality and governance perspective, below are guidelines to work towards a desirable future for STLM. that offer’s a high quality of life for all of its residents. Visioning Desired Future &
96 97 - Housing Scale A summation of the way forward- - Current housing shortage Key Cross Cutting governance and - Project future demand to work out total capacity considerations housing demand - Determine the size of each social class (A) Spatial Planning and Land Use - Determine the appropriate geographic Management location - Determine the appropriate social mix - Develop all plans required to manage - Determine how housing shall be delivered land development. - Determine how infrastructure will be - Ensure that there is sufficient personnel financed needed to develop and manage Land- - How services will be delivered and Use Management Plans. managed - Assemble the required technology to - Management of the housing stock support plan approvals and decision- - The rates and services income to be making on land development. derived - Ensure that there are optimal budgets to - Ensure that each housing project is build the required capability. sustainable, that is, it is houses and services - Ensure that all role players adhere to are affordable and rates and services land-use policies and management incomes can meet the required ongoing plans. maintenance. - Ensure that there are appropriate
(B) Integrated Human Settlements and institutional mechanisms to manage the Visioning
Infrastructure Planning planning, delivery and management Desired Future & • Spatial Planning issues - SDF - Organize the required skills and expertise - Precinct Plans for the delivery structures you create. - Town Planning Schemes • Ensure that there is appropriate funding. • Drawing in and Managing the • Determine the required technology to Participation of Different Role Players support decision-making by building - Integrated Human Settlement profiles of consumer demand, Development Specialists affordability and space utilization. - Financiers • Manage Implementation and - Social Housing Practitioners Performance - Commercial, Industrial and Housing Developers (C) Municipal Services and Infrastructure - Bulk Infrastructure Planning and Planning Development • Bulk Infrastructure Financing • Infrastructure Planning: Develop an • Developing Appropriate Institutional infrastructure plan that matches supply of Mechanisms to Plan, Develop and services to demand for services. Manage large housing, commercial and • Build Sufficient Operational Capacity: industrial development projects. Failure to meet service demand may • Develop a housing delivery plan that undermine sustainability as this may lead incorporates: to resistance to pay and incomes fall - Current Housing Demand below cost of creating a service.
98 99 • Ensure that there is sufficient skills and expertise to manage the delivery of the 05 Long Term Strategies Infrastructure Plan. and Actions (C) Economic Development
• Develop appropriate governance models to ensure economic vitality and establish the city’s positioning and brand. • Strengthen link between economic performance, spatial governance and municipal governance. • Identify cross-cutting teams to deal with economic development issues in the municipality. • Build strategic relations and partnerships across state and social actors
(D) Financial Management This section provides the roadmap for moving 2. Transition towards a green economy from the current situation as outlined in Chapter and sustainable development outcomes where To effectively manage financial resources of the 2 (Rapid Diagnostic) towards the Desired Future there is a shift over time from coal mining and municipality to support its short and long-term as outlined in Chapter 4. coal power generation towards competitive objectives. renewable energy generation, and efficient and The move is guided by some key shifts that STLM sustainable usage of land and natural resources. Financial Management Strategy: has embraced in realising a preferred desired Compare the Size of the Budget Against future. These shifts are informed by the major 3. More deliberate spatial restructuring and the Population Size. trends discussed earlier in Chapter 3 and how spatial transformation to enable inclusive and
- Analyze the Quality of Income Long Term cities globally are responding through deliberate equitable development including integration of - Sources of income long-term strategies and plans. These trends people living in townships and rural areas into - Size of each source Actions & Strategies include urbanisation, rising inequality, climate the mainstream economy value chains. - Size of income vs grants change, and fast changing technology. - Long-term dependability 4. Embracing rapid advancements in Quality of Expenditure: The six (6) key shifts embraced by STLM that technology by ensuring culture of knowledge - Current vs non-current expenditure inform the strategies and actions elaborated and excellence and rapid training and skills - Support to municipal plans further on are: development especially in sectors linked to - Size of losses Stainless Steel industry and Agro-Processing. 1. Movement towards a more ambitious Actively promote and advance smart city and deliberate positioning of STLM as a high approaches and technologies. growth globally competitive leading industrial city specialising in manufacture of high-quality 5. Move away from reliance on fiscal Stainless-Steel finished products. grants towards attracting and securing private investment and partnerships for strategic infrastructure development required to form
100 101 5.1 Economic Positioning the bedrock upon which the economy and integrated human settlements rests sustainably over a long-term period. Thus, enabling water, Strategic Objective 1: energy, land, air quality and food security. To position STLM as a globally competitive investment destination with specialization in the manufacture of Stainless-Steel finished products 6. Sharpen governance and management systems and performance. Shift from focusing only on short term actions and outputs towards Rationale This strategic objective and related strategies are directed at anchoring the institutionalizing strategic thinking, collaborative economy of STLM around the areas historical advantage and potential in the and multi-disciplinary working, long-term stainless-steel industry. It represents a unique role within the national economy and planning and programmes that extend beyond a strategic growth asset for the country. This anchoring around the stainless-steel electoral cycles and on realization of outcomes. industry is to be supported by a range of other sectors aimed at diversifying the local economy where there is substantial growth potential in agri-processing, logistics and tourism sectors. Diversification is importantly also driven by climate change mitigation and transitioning to a green economy. All of this is to be The section below outlines the strategic undertaken in an inclusive and transformative way by bridging the spatial and objectives and the strategies that will guide economic divide within STLM and addressing the root causes of unemployment, development in STLM up to 2040. poverty and inequality.
Strategies
1. Anchoring the To anchor the STLM economy around a world-class stainless-steel industry that Economy competes on a global scale and stimulates local transformation, inclusion, job creation and prosperity.
2. Diversifying the To transition towards a green economy and towards sustainable development Economy platforms with a focus on developing renewable energy production, Agri-processing and the tourism sector. Reducing the carbon footprint and shifting away from coal mining and coal power generation is the key impetus for this strategy.
3. Bridging the To link rural and urban economies and develop and transform township and rural
Economy areas into robust, connected and productive spaces in STLM. SMME Development Long Term will play a key role in linking and transforming township and rural economies. Strategies & Actions & Strategies 4. Connecting the To develop STLM as a logistics hub along the Gauteng-Mozambique corridor and to Economy transform the Middleburg airport into a satellite aircraft parking, logistics and servicing centre linked to OR Tambo International.
5. Managing the To address the life span of coal mines and manage the shift away from reliance on Economy coal at same time develop a responsible mining sector as catalysts of broader socio- economic development in the communities in which they operate.
6. Branding To brand and market STLM as a leading and globally competitive stainless-steel investment destination and to develop and promote locally made products internationally.
102 103 2025 KPIs 2030 KPIs 2040 KPIs Strategic Objective 1: Strategy 2: Diversifying the Economy To position STLM as To transition towards a green -Mass scale renewable -STLM as a leading -Leading a globally competitive economy and towards energy production renewable energy renewable energy investment destination sustainable development designed and initiated supplier producer in Africa with specialization in the platforms with a focus on with focus on supplying manufacture of Stainless- developing renewable energy the Stainless-Steel -Agri-Processing and -Solar energy Steel finished products. production, Agri-processing and industrial cluster Agri Hub Facilities in corridor along the the tourism sectors. Reducing rural areas Maputo Corridor Strategy 1: Anchoring the the carbon footprint and shifting -Mass scale renewable Economy away from coal mining and energy production -STLM as a leading -Increased and 2025 KPIs 2030 KPIs 2040 KPIs coal power generation is the designed and initiated renewable energy sustainable To anchor the STLM -A master plan and -Consolidated and -Sustainable growth key impetus for this strategy. with focus on supplying supplier municipal Income economy around a world- physically established strengthened industrial and expansion of the Stainless-Steel generation from class stainless-steel industry industrial cluster cluster and networks export markets industrial cluster -Agri-Processing and renewable energy that competes on a global consisting of network Agri Hub Facilities in scale and stimulates local of production firms, - High quality and -Sustained global -Reduce carbon rural areas - Sustained growth transformation, inclusion, job incubators, research leading stainless-steel recognition as leading emissions in agri-processing creation and prosperity. centre, and marketing finished products and manufacturing centre -Expansion of Solar and tourism hub brands for Stainless Steel -Agri-processing Energy and other sectors finished products expansion and Farmer Renewable/Alternative - Well-functioning -Highly productive and Production Support Energy Plants public private sustainable businesses -Centre of excellence system partnerships and and operations for knowledge, training -Produce from agri sustainable funding and talent harnessing -Tourism product hubs in township and models -High caliber talent and development and rural areas as key skills pool emanating -Sustainable growth expansion supplier in STLM - Well-functioning from incubator and and expansion of cluster management specialized training export market -Green project and -Consolidate and institutional programmes business financing tourism growth arrangements and employment Leading knowledge, - Increased exports -Smart waste absorption training and skills management and development circular economy for -Sustained reduction in programmes plastic carbon emissions Long Term - Leading use and application of Actions & Strategies technology
104 105 Strategy 3: Bridging the 2025 KPIs 2030 KPIs 2040 KPIs Strategy 4: Connecting the 2025 KPIs 2030 KPIs 2040 KPIs Economy Economy To link rural and urban -Intensive Business -Township businesses -Sustainable and To develop STLM as a logistics -Plan and prepare for -Consolidate and -Stainless steel, economies and develop and Development support well linked and growing skills and hub along the Gauteng- growth in warehouses, integrate major inter- renewable transform township and rural for existing and competitive in businesses based Mozambique corridor and storage areas, modal logistics hubs energy, agri- emerging township mainstream economy areas into robust, connected and emanating to transform the Middleburg distribution center, processing entrepreneurs, artisans and exports -Develop transportation and productive spaces in and businesses from townships airport into a satellite aircraft offices, trucking and rail networks and tourism STLM. SMME Development will -Thriving agricultural and rural areas parking, logistics and servicing and air freight services well integrated play a key role in linking and -Township and rural sector in rural areas centre linked to OR Tambo -Consolidate logistics with local and transforming township and skills and business -Strong urban International. -Coordinated and connectivity into international rural economies development linked -Strong supply into sub and rural public development strategy Gauteng, Mbombela, markets through Mozambique, to Stainless-Steel and Saharan Africa transport networks that creates win- logistics hub and other mainstream Swaziland and Durban and systems that win opportunities transportation economy value chains -Established retail nodes in townships and rural ensure improved with neighbouring -Consolidate aircraft networks -Business support for areas access to all and municipalities and for support and service farmers, processors cost effective and Developments along centre in buying, marketing, -Micro-retail parks efficient mobility N12, N4 and Maputo finance, and managing Corridor a nexus of contracts -Thriving property -High levels market and property -Large warehousing development activity in of private -Activate Middleburg and cold storage townships investments in aeronautical cluster as facilities rural and township cost effective local and -Consolidate digital businesses international aircraft -Harnessing technology economy opportunities support and service and digital economy centre opportunities, skills and enterprise development Long Term Strategies & Actions & Strategies
106 107 Strategy 5: Managing the 2025 KPI’s 2030 KPI’s 2040 KPI’s Strategy 6: Branding 2025 KPI’s 2030 KPI’s 2040 KPI’S Economy To brand and market STLM -Branding and -Global outreach of -Sustained growth To address the life span of -Industry engagement -Rehabilitate dormant - Diversification as a leading and globally Marketing of STLM as a STLM Brand of STLM brand coal mines and manage the on coal mining mine land of Mining town competitive stainless-steel compelling investment and export of -Consolidate STLM shift away from reliance on reduction and mine economies and investment destination and to destination STLM branded -Consolidate shift away portrayal as one of the coal at same time develop closures branding as hubs from coal mining and develop and promote locally most exciting places in products a responsible mining sector coal power generation for high end made products internationally. -Place making the world to invest in. as catalysts of broader socio- -Clean coal technology manufacturing strategies economic development in applications -Consolidate and agricultural the communities in which they investment in clean services -Well packaged operate. -Strengthen mining and other catalogue of mineral opportunities diversification of investment and work economy towards -Consolidate opportunities, lifestyle other industries transitioning to and tourism offerings diversified and green -Grow mining economy -Product branding opportunities of other and quality assurance minerals support and coordination -Reduce dependencies of coal mines for employment
-Stimulate alternative industries in mining towns Long Term Strategies & Actions & Strategies
108 109 5.2 Spatial Restructuring
Strategic Objective 2: Strategic Objective 2: To create an inclusive and To create an inclusive and compact spatial form that supports the economic positioning of STLM compact spatial form that and the transition towards a green and smart industrial city supports the economic Rationale The spatial structure of the City must enable high level of efficiency and positioning of STLM and functionality to give effect to global industrial competitiveness, creation of the transition towards a logistical and digital platforms, climate change mitigation and development green and smart industrial of integrated mixed-use/mixed-income sustainable human settlements. city Strategy 1: Competitive Strategies Economy Activation 2025 KPIs 2030 KPIs 2040 KPIs 1. Competitive To activate a green and smart industrial city built form anchored on the To activate a green and - Precinct plans, -Consolidated Industrial -High proportion of Economy stainless steel cluster and integrating economic diversification activities, smart industrial city built form feasibility models and Park- Stainless Steel green spaces Activation consolidating urban-rural linkages, developing township economies and anchored on the stainless funding strategies for cluster enhancing overall logistics and connectivity. steel cluster and integrating stainless-steel cluster -Established and economic diversification and other economic -Consolidated Industrial internationally activities, consolidating urban- interventions activated Park- Stainless Steel recognized energy rural linkages, developing corridor cluster 2. Climate To reduce the carbon footprint of STLM, protect high value agricultural land township economies and -Economic enhancing overall logistics -High proportion of and environmentally sensitive areas, and promote public transportation transformation Change and connectivity. -Consolidate logistics private investment in concepts for Mitigation through implementing urban design and planning principles that will result networks including STLM selected land parcels in more efficient, integrated and compact city forms. aeronautical hub developed and -Connected and implemented 3. Integrated To consolidate existing settlements and enable new mixed-use and -Agri-Hub Facilities compact spaces Human integrated sustainable human settlement developments providing mixed that sustain globally -Precinct/ competitive economic Settlements typology housing units catering for all income groups -Farmer Production Neighbourhood plans activity with access to services and amenities according to norms and standards: for townships and rural Support Unit (Basic services, Community services, Social services, Economic areas opportunities). The Strategy focuses on the 4 focus settlement areas; -Mixed land Uses Long Term expanding Middleburg and Mhluzi, consolidating Hendrina and -Precinct and urban
management policies Actions & Strategies Kwazamokhule, and enhancing Steve Tshwete Mining Towns and Steve -Urban agricultural and approaches Tshwete Rural. enterprises
-Outstanding businesses located in townships
-High quality living environment in townships and rural areas
110 111 Strategy 2: Climate Change 2025 KPI’s 2030 KPI’s 2040 KPI’s 2025 KPI’s 2030 KPI’s 2040 KPI’s Mitigation Strategy 3: Integrated Human Settlements
To reduce the carbon -Spatial planning and -Consolidate compact -Substantially To consolidate existing This Strategy focuses on footprint of STLM, protect land use management spatial form and reduced carbon settlements and enable new the 4 settlement focus high value agricultural land instruments applied climate change footprint mixed-use and integrated areas: mitigation measures and environmentally sensitive towards sustainable sustainable human settlement areas, and promote public and compact city form -Urban Farms -Leading smart developments providing -Expanding Middleburg transportation through city in Africa mixed typology housing and Mhluzi implementing urban design -Context specific -All new developments units catering for all income and planning principles that climate change to be interspersed with -All settlements groups with access to services -Consolidating will result in more efficient, mitigation including greenery and economic and amenities according to Hendrina and integrated and compact city water, energy food nodes should be norms and standards: (Basic Kwazamokhule -Implementation of forms. and clean air security connected with services, Community services, green mobility and NMT measures Transport Plan a green mobility Social services, Economic -Enhancing Steve system opportunities). Tshwete Mining Towns -Activate green place- -All new developments making and green should exist with -Enhancing Steve building principles alternative/renewable Tshwete Rural energy/off the grid and regulations in all a. Middleburg and Mhluzi - Identify available -Conceptualization, -93 559 mixed developments strategic land parcels modelling and typology development of the housing units to new urban nodes -Policy for Green -Plan for 93 559 mixed be developed and housing to Mobility and Non- typology housing be developed in with supporting Motorized Transport *see directives Middleburg and Mhluzi services and System below for further economic developments that development -Smart technology to need preparation improve the urban environment and daily -Land preparation and
living for all of residents planning for service Long Term provision Strategies & Actions & Strategies
112 113 2025 KPI’s 2030 KPI’s 2040 KPI’s Strategy 3: Integrated Human Settlements b. Hendrina and -Identify available - Conceptualization, -13 060 mixed Kwazamokhule strategic land parcels modelling and typology development of housing units to the new urban -Plan for 13 060 mixed be developed nodes housing to be typology housing developed in Hendrina with supporting and Kwazamokhule services and *see directives economic below for further developmenT DIRECTIVES TO FOSTER INTEGRATED developments that need preparation SUSTAINABLE HUMAN SETTLMENTS IN - Land preparation and planning for STLM service provision c. Steve Tshwete Rural -Identify available - Conceptualization, -13 488 mixed strategic land parcels modelling and typology development of the housing units to -Plan for 13 448 mixed new nodes and housing be developed typology housing developed in Steve with supporting *see directives Tshwete Rural services and below for further economic developments that development need preparation
-Land preparation and planning for service 1. Directives to foster Integrated Sustainable - Where possible mixed-use developments provision Human Settlements in Middleburg and Mhluzi should exist on the edges of all new housing settlements. d. Steve Tshwete Mining -Identify available - Conceptualization, - 5392 mixed - High Density Housing and intense mixed - Basic, community and social services Long Term Towns strategic land parcels modelling and typology land use developments along Cowen should be planned accordingly. Strategies & Actions & Strategies development of housing units to Ntuli Street. - Economic and recreational nodes should -Plan for 5392 mixed the new nodes to be developed - Micro-enterprises should be developed be developed in Mhluzi. typology housing be fashioned to be with supporting along Walter Sisulu Street. The street - Demarcate, prepare and develop all developed in Steve services and should turn into an activity spine potential sites for mining and agricultural *see directives Mining Towns economic that is lined with pedestrianized activity. below for further development economic development interventions. - Urban agricultural enterprises should be developments that - Community development/service centre developed towards the north of need preparation should be developed along Ntuli Street. Middelburg Town and west of Mhluzi. This will feed into the industrial - Densification, infill development and the precinct that includes the Middleburg promotion of the compact city should Hospital, High School and municipal be thought of in economic terms in every offices. development. For cost effective infrastructure it is important that urban sprawl is contained.
114 115 - Integrate urban and economic nodes 2. Directives to foster Integrated Sustainable Agri-Villages and steel and beneficiation with mining areas through strategically Human Settlements in Hendrina and industries designed activity corridors that increases Kwazamokhule - Establishing Agri-villages and small scale economic connectivity and activity. farming projects - Mining industry, through the spatial - Mixing residential blocks with smaller, - Increase access to support services for transformation of ming towns, become compatible facilities such as precinct emerging farmers and value added steel a primary engine for growth, job creation, shops, childcare centers, retail stores and coal product manufacturers. and for broader economic development and other social services should play a - Establish a solar plant in the vast rural of the municipality. big role in infrastructure investment in area. - Promote private development in mining Hendrina and Kwazamokhule. This should be coupled with a vanadium towns - Integrated developments in battery storage production plant. This - Realise opportunities for ming companies Kwazamokhule are needed to yield will be essential to store the renewable to localize their value chains around greater convenience and potential energy that is used to supply the demand specific mines. synergies between mixed uses. for power generation on a global scale. - Mining companies should invest in - High-density housing and mixed-use - Adequate bulk infrastructure to cater for upskilling their communities, leveraging developments along key corridors above developments technology based learning institutions and activity spines and the development - Community Development centres in of infrastructure and services along the Small-scale farming and enterprise development strategic locations N11 that traverses the area. - Micro Retail parks in strategic locations - Enhance the open space system through - Incubation programmes for SMME - Technology Innovation Hubs in strategic place making that will enhance the development in the agricultural, farming locations tourism sector in the area. and steel fabricating industries - Micro Industrial Parks to house - Establish steel and coal processing - Develop micro technical institution with a manufacturing industries facilities. This area should be the home of curriculum that focuses on: alternative industries in the municipality. o Livestock Farming - Establish a niche retail centre that can o Renewable Energy compete with Middleburg. o Steel conversion and manufacturing - Upskill the community in the fields of o Crop farming renewable energy, tourism and value o Business Development added steel manufacturing. - Micro Stainless-Steel Cluster and Farming - Develop a technical Institution- Innovative Development Cluster to assist Long Term Technologies. entrepreneurs to access markets,
conduct research, and develop Actions & Strategies entrepreneur and management skills. 3. Directives to achieve Integrated human settlements in Rural Areas 4. Directives to achieve Integrated human *It must be noted that a substantial proportion of settlements in Mining Towns land (budget) in rural areas should be allocated to setting up agricultural industries and small- *It must be noted that according to the land scale farming enterprises. It is apparent that audit contained in the SDF 2017, there is no the population in rural areas is not increasing as developable land located in mining towns. fast as the more urbanized areas. Sustainable The additional households in 2040 should be agricultural activities through rural development housed close to primary and secondary nodes is needed to create integrated human and along key corridors and activity spines. In settlements. doing so, the population will be located closer to economic opportunities.
116 117 Strategic Objective 3: To 5.3 Infrastructure Engineering plan, install, maintain and operate infrastructure that adequately supports Strategic Objective 3: transformed spatial structure, economic To plan, install, maintain and operate infrastructure that adequately supports transformed positioning, universal spatial structure, economic positioning, universal access to basic services, and differentiated access to basic services, service requirements of households and human settlements and differentiated service requirements of Rationale Adequate planning, sustainable provision and maintenance of infrastructure is the critical backbone to enable and sustain the spatial households and human settlements restructuring and competitive economic positioning of the city. The Strategy 1: Economic 2025 KPIs 2030 KPIs 2040 KPIs objective is to ensure universal coverage can be enabled to connect all Production Infrastructure existing households and planned new households, and community, To plan, invest, and provide -Strategic project -Consolidate -Sustainable social and economic sites by 2030 (water, sanitation, electricity, waste adequate infrastructure pipeline according infrastructure provision and management, and roads and storm water) for activation of planned to different precincts/ investment pipeline maintenance of precincts including Stainless- economic nodes delivery and operations infrastructure Strategies Steel cluster as well as key identified, planned, 1. Economic To plan, invest, and provide adequate infrastructure for activation of economic nodes and logistic packaged, funded and -Life-cycle asset -Upgrading Production planned precincts including Stainless-Steel cluster as well as key economic hubs. initiated management and continued Infrastructure nodes and logistic hubs. investment in world- -Excellence in project -All developments class infrastructure 2. Green To provide adequate resilient infrastructure for green place making and preparation and speed served by appropriate Infrastructure public transport and green mobility solutions including on-site site and of deal closure energy mix including -Life cycle asset off-grid plants to mitigate against costly and resource intensive bulk large proportion of management networks. -Intergovernmental renewable energy budget commitments -Digital infrastructure -Public-private supporting smart city
partnerships approaches Long Term 3. Integrated To plan, invest and provide adequate infrastructure according to the -Capital expenditure Human projected household growth projections and allocations to the four Actions & Strategies Settlement settlement focus areas as a platform for basic, community and social framework enabling life-cycle viability Infrastructure services.
-Renewable energy supply activated
118 119 Strategy 2: Green 2025 KPI’s 2030 KPI’s 2040 KPI’s Strategy 3: Integrated Human 2025 KPI’s 2030 KPI’s 2040 KPI’s Infrastructure Settlement Infrastructure To provide adequate resilient -Green infrastructure -Consolidate provision -World class green To plan, invest and provide -Integrated -Consolidate long term -Sustained infrastructure for green place approaches and of green infrastructure infrastructure adequate infrastructure Infrastructure infrastructure provision infrastructure making and public transport solutions incorporated systems according to the projected Master Plan, project supporting universal platform for -Review global coverage of basic, and green mobility solutions into project pipelines. household growth projections preparation and all existing approaches and good community and social including on-site and off-grid practices and allocations to the four funding that is aligned services households and plants to mitigate against -Package plants and settlement focus areas as a to the estimated planned new costly and resource intensive modular solutions -Mainstream into platform for basic, community household projections -Bulk projects including households, and bulk networks. infrastructure and social services. in the various spatial dams to be built and community, development value -Recycling and circular areas alternative energy social services chain waste economy (water delivery generation (water, sanitation, enabled. programme, electricity electricity, waste -Energy generation -Package and through turbines in pipe delivery programme, deliver infrastructure management, -Public transportation waste service delivery requirements for and roads and infrastructure enabled -Solar energy programme, Sanitation community and social storm water) generation Service delivery services based on -Policy formulation to programme, Roads norms and standards -Use sludge to generate recycle grey water energy and Storm Water Delivery Programme) -Roads and storm water -Alternative sanitation design responsive to -Capital investment needs of vulnerable Plan communities -Secure long-term raw water supply
-Water saving strategies Long Term Strategies & Actions & Strategies
120 121 5.4 Housing and Services Strategic Objective 4: To Strategic Objective 4: To align provision of housing and services to the spatial restructuring and align provision of housing infrastructure engineering platforms and to provide services in a reliable, cost effective, viable and and services to the spatial restructuring and sustainable way infrastructure engineering platforms and to provide
services in a reliable,
Rationale All housing and services to be provided according to existing and planned cost effective, viable and sustainable way integrated human settlements and according to engineering standards as well as access norms and standards for community and social services. There must be adequate operational and management capacity for Strategy 1: Variety of Housing 2025 KPIs 2030 KPIs 2040 KPIs provision of reliable and good-quality services to all residents. Install options and product adequate and well managed infrastructure and deliver basic services in a -Housing development -Consolidate and -Growing and consistent and sustainable manner to all households in STLM. To enable policies, support, opportunities incentivise housing sustainable incentives, land release for facilitated through programmes integrated range of role players including spatial planning, bulk residential market
Strategies large and small developers, infrastructure provision -Emerging developers, investors, community based and land release home builder and 1. Variety of To enable policies, support, incentives, land release for range of role players organisations to provide a according to the contractor support housing including large and small developers, investors, community based variety of housing typologies targets in each focus programmes options and organisations to provide a variety of housing typologies and solutions to and solutions to meet the area: product meet the needs across various income groups. needs across various income -Expand employment groups 1. Middleburg and in urban services, home Mhluzi building and home 2. Hendrina and maintenance 2. Good quality To enable systems, proper communication, customer relations and operating Kwazamokhule services standards for the provision of basic, community and social services by the 3. Steve Tshwete various municipal departments and respective provincial and national Rural departments. 4. Steve Tshwete Mining Towns
Long Term - Place-making and neighbourhood Actions & Strategies development approaches ensuring attractiveness for workers, managers, executives and entrepreneurs
122 123 Strategy 2: Good Quality 2025 KPI’s 2030 KPI’s 2040 KPI’s Services 5.5 Governance and Management To enable systems, proper -Provision of reliable -Consolidate service - Sustain high communication, customer and consistent services delivery programmes. quality service relations and operating to businesses and delivery Strategic Objective 5: standards for the provision industry enabling global -Quality of Life Survey - Quality To govern and manage the municipality as a leading investment destination with excellence in of basic, community and competitiveness conducted and of Life Survey community and customer service social services by the various tracked conducted and municipal departments and -Service Delivery tracked respective provincial and Programmes providing national departments. all households with Rationale To lead, direct and robustly manage infrastructure and service provision, basic services and spatial and land development, economic growth, and enhance revenue community and social generation and operational efficiency. Enhance the strategic and long- services according to term planning capacity of the municipality and its citizens to work together norms and standards in to achieve inclusive economic development. each focus area; Strategies 1. Middleburg and Mhluzi 1. Performance Develop human resource capability; improve institutional systems and 2. Hendrina and Excellence capability for budget prioritization, integrated work, project execution, Kwazamokhule communications and marketing, long-range planning, research, and 3. Steve Tshwete performance management; and create conducive and attractive work Rural environment. 4. Steve Tshwete Mining Towns
2. Spatial Regulate the entire City space according to a common spatial development Governance vision and single land use management system
3. Financial Expand the rates base and grow revenue collection Sustainability
Long Term
4. District To participate in the District Development model promoting Actions & Strategies Development intergovernmental coherence in service delivery and development through Model more integrated planning across the three spheres of government.
5. Community Establish a monitoring and evaluation system that links organizational Satisfaction performance and community satisfaction
124 125 Strategy 2: Spatial 2025 KPI’s 2030 KPI’s 2040 KPI’s Strategic Objective 5: To Governance govern and manage the Regulate the entire City space -Strategic Land Use and -On-going- Monitor -Map out progress municipality as a leading according to a common Transportation plan that and evaluate the that has been investment destination with excellence in community and spatial development vision and guides development in implementation of the made since customer service. single land use management STLM up to 2040 Long-Term Plan inception system Strategy 1: High Performance 2025 KPIs 2030 KPIs 2040 KPIs -Communal Areas -Critical and High -Document the Culture partnership with impact projects should systems, resources traditional authorities, be completed and capacity -Achieve and maintain -Reassess talent pool -STLM should be a special Land Use that has been To sustain a high performance operational efficiency and performance global leader in the Schemes (peri-urban, -Assess components of employed to culture and conducive work indicator targets required to sustain field of effectively rural responsiveness) the Long-Term Plan to achieve progress environment with strong the momentum of the implementing a see if changes need to human resource capability; -Efficient organizational Long-Term Plan Long-Term Plan -All formalizations be made. strong institutional systems structure and all critical and proclamations and capability for long- vacant positions remain -Mainstraem long-term -Mainstraem long- completed range planning, strategic filled (managerial, planning objectives in term planning budgeting and strong project professional, the IDP and budget objectives in the -Ensure that there is execution and performance operational) cycles. IDP and budget sufficient land to meet management cycles. the long-term needs -Talent attraction and management
-Establish a Long-Term Strategy 3: Financial 2025 KPI’s 2030 KPI’s 2040 KPI’s Planning unit with a clear mandate and Sustainability dedicated resources Expand the rates base and Register and accurately -Revenue base must -A large to institutionalize Long grow revenue collection and efficiently bill have increased proportion of Term Planning all households, substantially revenue for STLM commercial, industrial, should come institutional customers -Costs of running the from the sale of
-Develop systems, Long Term processes and a culture municipality is more renewable energy
of strategic thinking efficient solutions Actions & Strategies and planning
-Identify strategic, critical and high impact projects and teams that will deliver the transformations/ change required.
126 127 Strategy 4: District 2025 KPI’s 2030 KPI’s 2040 KPI’s Development Model To participate in the District -Improved IGR & -Project preparation, -A focus on Development model Stakeholder relations project finance strategic thinking 06 Implementation Plan promoting intergovernmental and development and public- private and long coherence in service delivery outcomes partnerships as the key term planning and development through project driver embedded in IGR more integrated planning -Furthering IUDF and stakeholder across the three spheres of objectives through -Long Term Planning relations government. formulation and Unit consolidated with implementation of One intergovernmental Intergovernmental Plan and stakeholder at district level facilitation function and focus on effective -Effective participation implementation in relevant IGR structures and forums
-Manage relations with dedicated capacity
The implementation of the Long-Term Strategies the direction set. according to the Key Performance Indicators The STLM Long Term plan should serve as a (KPIs) outlined in the section above will be reference point to catalyze short term action undertaken by STLM through a process of and collaboration towards long term change elaborating, implementing and reviewing and restructuring. The emphasis is on what has detailed action plans. This is to be done in to be done now to achieve the vision and terms of the process of mainstreaming and strategies in each of the transformation areas: institutionalising Long-Term planning and implementation in the municipality. • Economic Positioning • Spatial Restructuring The implementation of the Long-Term Strategies • Infrastructure Engineering will be cyclical, including interventions of various • Housing and Services Provisioning scales and types – some small for implementation • Governance and Management in the short term, and others major, which will Strategy 5: Community 2025 KPI’s 2030 KPI’s 2040 KPI’s require further research and analysis on their Satisfaction desirability, feasibility and viability. Establish a monitoring and -Community -Review milestones and -The community evaluation system that links satisfaction surveys targets of STLM should In order to implement the Long-Term Strategy, Plan organizational performance be amongst it will be essential to put in place sustainable and community satisfaction -Business confidence -Communities should highest levels of implementation processes. This is not a rigid Implementation index have the capability to satisfaction with strategy and plans may evolve after strategic shape the settlements regards to quality reviews. Long-term development is about -The community as key in which they live. of life in the entire intent and focus as well as the leadership stakeholder in the long- South Africa required to act with a collective vision towards term plan agreed outcomes. There will however be strict accountability to perform in accordance with
128 129 6.1 Roles and Functions • Engage with funders and investors; and 6.2 Implementation 6.3 Implementation • Legal and finance capabilities to close transactions Approach Mechanisms Below is an indication of the roles and functions that have to be fulfilled as part of the successful 3. Implementing Projects and Actions implementation of the Long-Term Strategy: • Secure and apply budget allocations The implementation approach is informed by The STLM Long Term Plan is measurable. The 1. Managing the Long-Term Planning and and pair with external funding; the following principles: packaging of the strategies and Key Performance Implementation Process • Funding and procurement strategies; Indicators in the above section provides the • Credible procurement processes; • The STLM Long Term Plan should be measures. These strategies will be implemented • Identify political champion/s and enable • Contract management; mainstreamed and included in all STLM’s via actions projects to be incorporated into the and sustain political championship • Project and delivery management; processes instead of being a stand-alone IDP cycles to achieve milestones related to 2020 beyond electoral cycle; • Manage project institutional strategy; to 2025, 2025 to 2030 and 2030 to 2040. • Establish a Long-Term Planning unit with arrangements; • The STLM Long Term Plan should inform clear mandate and dedicated resources; • Project meetings – secretariat and all the municipalities strategies, policies Each project will be led by a lead department • Functions of the unit would include administration; and programmes; with an appointed official to chair and drive the championing Long-Term planning, • Stakeholder and community • The STLM Long Term Plan should inform project task team. Project task teams will consist managing the process, communicating engagement; and IDP review and related programmes, of officials from across all relevant departments with stakeholders, institutionalizing across • Ongoing Public communications. projects and resource allocation to ensure that all necessary inputs for project municipal departments, and overall processes; success are covered and there is working across strategic positioning of the municipality; • The STLM Long Term Plan should drive and silos towards agreed outcomes. • Develop systems, processes and a culture frame the next term-of office IDP; of strategic thinking and planning; 4. Monitoring and Evaluation • The STLM Long Term Plan is a living Transversal project task teams are required to • Undertake research, conduct document and will be updated and achieve each strategy of the Long-Term Plan, benchmarking, set up twinning • Develop Long-Term Planning Key refined with successive cycles of further as well as a realistic allocation (or reallocation) arrangements and knowledge sharing Performance Indicators (KPIs); alignment, implementation and review; of the budget. Resources are vital for success, networks; and • Specify performance measures and • The STLM Long Term Plan should be as are committed leaders and implementors. • Form strategic collaborations and targets; performance and delivery focused; Each lead department will be responsible for partnerships. • Incorporate into the municipal • The STLM Long Term Plan should support managing the compilation of a project plan performance management system; new ways of thinking, address complex with the task team. The project plan will outline 2. Project Packaging including cost-benefit • Translate into departmental performance urban and rural challenges and contribution to the overall strategy and target, and feasibility studies measures; implement innovative solutions; key activities, allocation of responsibilities for • Translate into individual performance • The STLM Long Term Plan should support activities, time frames for completion of activities, • Identify strategic, critical and high impact measures; progressive movement and, as needed, phasing strategies, budget requirements, and projects that will deliver the • Regular monitoring and reporting against stepped changes towards achieving the funding strategies towards achieving the set transformations/change required; institutional, departmental and individual visions and strategies; and targets. • Develop project concepts; KPIs • Implementation of the Long-Term Plan
• Develop business cases for these projects; • Conduct independent evaluations and should be collaborative, coordinated Plan • Undertake costing exercises; ongoing benchmarking exercises; and sustained.
• Identify revenue streams; • Conduct community satisfaction surveys; Implementation • Prepare feasibility studies with cost- and benefit assessment; • Identify key issues for updating and • Prepare financial models and institutional reviewing plans and actions. arrangements; • Undertake due diligence;
130 131 6.5 Implementation Programme 6.4 Managing Implementation
Time Frame
The implementation of the Long-Term Plan will be No. Outputs/Actions 2020 - 2025 2025 -2030 2030 - 2040 directed, coordinated and managed through the Long-Term Planning Unit. The steering 1. Long Term Planning Unit committees and project task teams strategically 1.1 Design the organisational structure of the unit supported by the Long-Term Planning Unit will and setting within the municipality. need to review and integrate the respective 1.2 Develop job descriptions, budget and obtain proposed projects with their work programmes. approval. Moving forward up to 2040, they will also have to link all projects in the Long-Term plan to relevant 1.3 Recruit and make necessary appointments. policies, programmes and interventions. 1.4 Develop work plan and obtain approval.
The sequencing and prioritizing of projects will need to be considered. Each project will need 1.5 Support establishment and functioning of STLM a feasibility study that scopes the project and Long Term Planning steering committee. resources required, the likely time horizons, the 1.6 Consolidate the functions and working of the implementing agency or partnerships required unit. eg: local government departments, university faculties/departments, private-sector expertise). Partnerships, both within the City and in other 1.7 Sustain the Long-Term planning unit. spheres of government, business, academia and civil society, are essential. The implementation programme is on the next page.
2. Political championship
2.1 Identify political champions and develop action plan.
2.2 Design and execute public awareness and communication campaigns.
2.3 Stakeholder engagement.
3. Project Preparation Plan 3.1 Prepare a project prioritization framework and tool. Implementation 3.2 Review existing plans (IDP, LED, Sector Plans, CMIP Financial Plan, etc., projects and budget frameworks against the long-term objectives.
3.3 Identify and elaborate new list of priority projects to align and give effect to the long-term strategic objectives, strategies and related KPIs.
132 133 6.6 Monitoring and Evaluation
The implementation of the Long-Term Strategy will need to be monitored as it progresses. A monitoring and evaluation framework needs to be developed that is aligned with and forms part of the Long Term Planning Unit and steering committee and project task team working processes as well as STLM’s directorates and departments.
The framework should enable the implementation of the Long-Term Strategy to be monitored at a strategic, administrative and operational level, as well as being able to monitor progress towards the achievement of the Long-Term Plans KPI’s. In time, as the Long-Term Strategy becomes integrated with the IDP, the monitoring and evaluation framework should also be used for the monitoring and evaluation of IDP implementation. Plan Implementation
134 135 Conclusion 07 References and list of figures
The STLM Long Term Strategy has identified five transformation areas, each underpinned by its own set of strategies, with early-victory and game-changer interventions enabling Steve Tshwete Local Municipality to achieve its goals and desired futures.
The institutionalisation of Long-Term planning as highlighted in the above section will enable a consistent and sustainable approach in unpacking strategies, identifying key actions and projects, and ensuring performance according to further detailing of project level KPIs to align with achieving the strategy level KPIs. This approach will ensure that there is a mission-directed focus broken up into incremental steps and milestones to develop STLM into a globally competitive smart and green industrial city.
References
• Cities for Mobility Congress, 2016., Mobility • Akbar, D. & Rasul, M.G. 2012. Review in the City: What do we do know, Stuttgart, 8th of the nexus between Urban and Regional International Cities for Mobility Congress. Planning and Engineering education. Australian • City of Mbombela Vision 2030 Strategy, Association for Engineering Education 2012 2017 Conference • Clark, C., 2013. The Future of Cities: The role of strategic planning: Future Studies • Barcelona Vision 2020., 2010. A STRATEGIC Research Journal: Trends and Strategies. PROPOSAL. Pla Estratègic Metropolità de Barcelona. • COGTA, 2016. Integrated Urban Development Framework: A new deal for South • Chongqing Vision 2035: spatial and African Cities and Towns economic transformation for a global city: International Bank for Reconstruction and Development. • Eadie, D. (1983). Putting a Powerful Tool to Practical Use: The Application of • Cities Alliance., 2006. City Development Strategic Planning in the Public Sector. Public Strategy guidelines: driving urban performance. Administration Review. 45 (5), p447-452. WASHINGTON, D.C. References Conclusion & 136 137 • Khalil, H. (2012). Enhancing quality of life • United Nations., 2017. Rapid Urbanisation: • Steve Tshwete Local Municipality, Long through strategic urban planning. Sustainable opportunities and challenges to improve Term Financial Plan, 2019 Cities and Society. 5 (1), p77-86. the wellbeing of societies; Human and City Development Reports. • Steve Tshwete Local Municipality, • Kigali City Master Plan Report, 2013: Comprehensive Municipal Infrastructure Plan, Concept Planning and Detailed District Planning. • United Nations Economic Commission for 2016-2031 Africa, 2008. Long Term Development Planning: • Ling, C., 2007. Long Term Planning A Foundation to Achieving the Sustainable • Steve Tshwete Local Municipality Initiatives. CRC Research, Community Development Goals in Africa, ECA Policy Brief: Economy Document, Middleburg Chamber of Research Connections; Sustainable Community No. ECA/16/105. Commerce, 17 July 2008. Development. • United Nations Economic Commission for • United Nations, Transforming our World: • National Planning Commission, 2012. Africa, 2016. Planning for Africa’s development: The 2030 Agenda for Sustainable Development, National Development Plan 2030 Our Future Lessons, insights and messages from past and 2016. make it work. Department: The Presidency. present experiences. Development Bank and United Nations Development Programme Addis • Peter., 2018. Urban Footprint: 7 Strategies Ababa. for Sustainable Urban Planning. • Integrated Urban Development • Poister, T. (2010). The Future of Strategic Framework, Ministry of Cooperative Governance List of Figures Planning in the Public Sector: Linking Strategic and Traditional Affairs, 2014. Management and Performance. Public Administration Review. 70 (1), p246-254. • Mpumalanga Vision 2030, Mpumalanga Figure 1: Key steps in Long Term Planning process Provincial Government. • Singapore Land Use Plan 2030., 2010: Ministry of National Development (MND) and • National Development Plan 2030: Our Figure 2: Summary of Economic Positioning process Urban Redevelopment Authority. Future – Make It Work. Pretoria: NPC, The Presidency, 2012. • South African Cities Network, 2013. Figure 3: Summary of Spatial Restructuring Long Range Planning in South African Cities: A • Steve Tshwete Local Municipality, Local Practice- Based Guide for City Development Economic Development Strategy, 2016. Figure 4: Summary of Infrastructure Engineering Strategies. • Status of the Steel Industry, Presentation to Figure 5: Summary of Housing and Services • Todes, A., 2008. Rethinking Spatial the Portfolio Committee on Trade and Industry, Planning. World Bank in collaboration with the 12 June 2018 Figure 7: Graphic illustration of the various processes involved in Long Term Planning University of the Witwatersrand. Theory of Change • Steve Tshwete Local Municipality, Annual • UN Habitat. 2007. An introduction Report, 2017/2018. Figure 9: 5 Stage Long Term Planning Process to Strategic Urban Planning. Inclusive and Sustainable Urban Planning: 1 (1), p1-55. • Steve Tshwete Local Municipality, 2017- Figure 10: Process matrix for Long Term Planning 2022 Integrated Development Plan. • United Nations., 2016., The New Urban Figure 11: Overall approach to Long Term Agenda: United Nations Conference on Housing • Steve Tshwete Local Municipality, Spatial Planning and Sustainable Urban Development (Habitat Development Framework, 2017. Figure 12: Population Growth Projections III). References Conclusion & 138 139 Figure 13: Household Growth Projections Figure 31: Housholds incomes to inform housing delivery
Figure 14: Age Profile Figure 32: Density Classifica- tion
Figure 15: Census income category Figure 33: Developable land in Middleburg and Mhluzi
Figure 16: Long Term Financial Plan household Figure 34: Developable land in Hendrina and incomes Kwazamokhule Figure 17: Comprehensive Municipal Infrastructure Plan household incomes Figure 35: Graphic that represents Customer Units in STLM
Figure 18: CMIP spatial household Figure 36: Categorization of services
Figure 19: Municipality categorization Figure 37: Water and sanitation projects re- Figure 20: Leading sectors in sponding to infrastructure challenges in STLM STLM Figure 38: Roads and Stormwater projects re- Figure 21: Synopsis of economic sectors sponding to infrastructure challenges in STLM
Figure 22: Spatial and Land Use Structure Figure 39 : Electricity projects responding to infrastructure challenges in STLM Figure 23: Synopsis of focus areas Figure 40: Norm of service demand for income strategies Figure 24: Informal Settlements Figure 41 : Incremental Land Use Budget in STLM Figure 25: High potential corridors Figure 42: Summary of existing service Figure 26: Agricultur- backlogs measured in consumer units al Activity in STLM Figure 43 : Summary of extent of the funding Figure 27: Mining Activity in STLM required over 15 years (2030)
Figure 28: Settlement Classifi- Figure 44: Executive and organisatioal struc- cation ture of STLM
Figure 29: Spatial Transformation principles
Figure 30: Settlement Classifi- cation
140