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Figure 57: Proposed Height
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Figure 58: Proposed Land Use
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Figure 59: 3D Image of the Initial Height and Land Use in the Study Area
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4.3.2 Landmarks and Nodes
The growth of Sandton from an out of town shopping centre within small holdings to the new centre of business and commerce in Johannesburg, has also spurred the growth of the city northwards. In recent years, Sandton has risen to include a high-rise reference to the greater Johannesburg skyline as well as a few more recognised icons which help to direct movement to the area for those people who are unfamiliar with it. In this way, the development of Sandton itself has become an icon in Johannesburg built environment.
Landmarks within Sandton are the physical elements that are singled out from the rest of their surroundings. They stand out because of their contrast with their surroundings attributed to size, style, positioning, form, or function. As an example, the Michelangelo Tower stands out as a distant landmark from its surroundings because of its height. It becomes a large scale reference directing movement to this area, visible from the N12, N1 and M1 highway and most of the higher lying areas in Johannesburg. On smaller scale, local landmarks function to defined spaces within a particular node or along the junction of various movement routes. An example of this is the Sandton Library which helps to define the Nelson Mandela square by being different in architectural style to its surroundings. Figure 60: Nelson Mandela Square Landmarks can also consist of a series of landmarks along a particular path. These landmarks help to define and direct movement along a particular route and have particular reference to this scheme in redefining the character to Rivonia Road and can provide richness to the pedestrian environment proposed and highlight the new station as a landmark as well as the podium extension of Nelson Mandela Square above it.
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Nodes
The strategic nodal development of the Sandton Station within a committed and well integrated transit-oriented environment between Tshwane and Johannesburg, offers opportunities for the development moderate to high density mixed-use communities which are located within walking distance from basic amenities such as shops, public open space and jobs. This close proximity to living environments makes it possible to travel in ease and safety by foot, bicycle and public transport. If a node is seen simply as a junction of paths supported by a range of uses, then Sandton is integral to the successful future development of the greater area.
The spatial development framework identified by the city [IDP 2006/11 p58-61] refers to the Sandton node as a metropolitan node, which is situated on a mobility spine along Rivonia Road and the Gautrain with a variety of land uses adjacent to it. Proposals aligned herein include intensifying pedestrian friendliness, increasing densification within the node and along the corridor and Figure 61: 3D Image indicating location of proposed landmarks providing a mix of uses and opportunities.
The importance of the Sandton node is in view of its intensive focus as the primary link to OR Tambo International Airport and its centrality within the Tshwane-Johannesburg route. The application of TOD principles in this node further inform the need to improve the accessibility to and integration of the existing facilities within the Sandton area to unlock new development opportunities so that the maximum socio-economic value of the area is achieved. In order for this to occur, it is important to acknowledge the opportunities created by the station and the TOD principles applied. These show that nodal development within Sandton is focussed along the Rivonia Road spine with the station at its core.
Although the core of activity within Sandton is currently situated around the Sandton Centre, Nelson Mandela square and north-west thereof, Space Syntax studies (Horner 2007: p8) show that future development is poised to occur within the area south-east of Rivonia and Katherine street. Rivonia Road acts as the north south “urban spine”. The close proximity of these areas to the station (within 5 min walking distance), their smaller block sizes, and their relatively low densities, suggest that further densification may occur within this portion of the study area, relatively soon. Figure 62: Location of proposed landmarks
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4.3.4 Public open space – parks and squares
Within urban environments, public open spaces, such as squares and parks are places where the community can meet, share ideas, exchange and do business and identify with their neighbours. Not only do parks and squares offer amenities such as places in which to do sport and for children to play, but they also provide the psychological benefit of open space within higher density environments. It is for this reason that higher densities are places along open green spaces and retail and offices around parks. Mushroom Park becomes an invaluable asset within the Sandton node because of the rare commodity of open green space in Sandton. Residential development along its peripheries with internal activities such as sports fields is essential.
In addition to movement networks informing the urban design framework, there exists an additional layer, that of existing green space and its interconnectivity with public open space. Where these areas converge, the potential for new public space is formed. To support these, all existing vegetation and open space should be maintained.
Figure 64: Open Space Figure 63: Public Open Space (Nelson Mandela Square)
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4.4 Manage and monitor infrastructure and services provision
The successful growth and development of the Sandton node will to a large degree depend on the level of infrastructure availability and maintenance of the public environment – making the City work.
For the City administration, “Making the City Works” relates to the responsiveness of the city’s departments and entities to various urban management challenges to ensure that areas in the City are kept clean and functional. Typical issues that are to be addressed include:
Efficient service delivery
By-law enforcement
Stakeholder management
Area-based Management Figure 65: City Features Requiring Maintenance Area Regeneration/Programme Management.
In terms of the City’s administration model, the regions will be responsible for the facilitation and co-ordination of urban management at a regional level.
Co-ordination all these responsibilities for the good of communities requires leadership and direction. The different organisations involved need to work together to get the best value from their funds, their materials and their people. This avoids duplicating work, speeds progress, brings a co-ordinate approach to solving problems and produces better outcomes. One way to ensure better co-ordination is the identification of different districts in the Sandton node.
The area has been divided into different districts which have been identified according to their physical relationship within their context as well as the future vision for the growth of the Sandton node. In the identification of development districts, it is important to provide smaller block sizes (3600m2) and tighter street networks (50-70m) in order to achieve the characteristics of an urban TOD. It is also important to determine incremental development opportunities which occur collectively rather than haphazardly. The districts identified will therefore assist in structuring the phasing of development of the Sandton node as well as more efficient urban management. Furthermore, in order to address the issues, goals and strategies as identified, it is important to define the desired conditions that ought to be reached in specific areas.
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It is also important to recognize that the different districts will comprise different levels of development. For this reason, different levels of urban management and, specific issues, must be taken into account:
The degree and intensity of council involvement and intervention will differ from district to district.
In any district there will be core or direct areas of responsibility (e.g. providing street lights) and indirect areas of responsibility or influence (e.g. implementing health by-laws etc).
Not all areas are at the same level of development and a one-maintenance-policy-fits-all approach is not always desirable.
The level of participation and community involvement will be of varying degrees.
For the purpose of this document, area boundaries (refer to Figure 55 below) are provided and the different district areas are as follows: Maybe we must just refer to the figure?
District 1: The Management District is defined by Sandton Drive, Katherine Street, Rivonia Road, Alice Lane and Fredman Drive. The district forms the activity core of the node.
District 2: The Management District is defined by Sandton Drive, Grayston Drive, Alice Lane and Fredman Drive.
District 3: The Management District is defined by Rivonia Drive, Grayston Drive and Daisy Street.
District 4: The Management District is defined by Grayston Drive.
District 5: The Management District is defined by Katherine Street, Grayston drive and Daisy Street.
District 6: The Management District is defined by Katherine Street and Wierda Road East.
District 7: The Management District is defined by Sandton Drive and Rivonia Road.
District 8: The Management District is defined by Grayston Drive and Rivonia Road.
All of the above areas need to be monitored against the purpose and goals of the Sandton UDF with baseline information and needs as they arise addressed in terms of focus, service delivery and funding.
Figure 66: Proposed Management Districts
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4.5 Promote communication, co-ordination and engagement
To a large degree, sustainable nodes and neighbourhoods are about participation and partnership building 14 . Multi-sectoral partnerships are needed to address the increasingly complex environmental, social and economic issues that face local communities. Partnership structures or stakeholder groups can take many forms, but it is important that there are dedicated structures that can co-ordinate stakeholder involvement and the development of local communities. Refer to Figure 71 on the right.
Another important element in the involvement of communities is the creation of public awareness and dissemination of information. Communities that are aware and capacitated to understand the benefits of the Sandton UDF can be one of the most valuable assets in the process. It is therefore important to involve communities and stakeholders in the planning, monitoring and even implementation of the Sandton UDF.
The benefits include:
Strengthening the legitimacy of the City
Making services more responsive to local needs and situations
Making use of community assistance in identifying problems, obstacles and opportunities more accurately
Assisting in sustainable partnership formulation.
To strengthen existing co-ordination efforts, the proposal is that certain mechanisms/forums be established at the three levels that influence the urban management process i.e. the City level, Regional level and implementation or local level. Refer to Figure 72 below for the Institutional arrangement
Thus, it constitutes three main components of a Cities strategic planning and management level, a regional or functional management level and an operational and implementation level. The roles and responsibilities of each have to be clarified through further discussion.
The outcomes should include:
Ensuring the involvement and capacitating of communities and stakeholders
Focusing service delivery on the end users
Building trust and commitment
Managing performance and providing regular feedback to the community
14 Sandton UDFs, 2007
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