CITY OF JOHANNESBURG IDP 2020/21 REVIEW

1 CITY OF JOHANNESBURG IDP 2020/21 REVIEW 1 CITY OF JOHANNESBURG IDP 2020/21 REVIEW 2 Vision, Mission, Outcomes and Strategic Priorities Vision JOHANNESBURG a World Class African City of the Future a vibrant, equitable African city, strengthened through its diversity; a city that provides real quality of life; a city that provides sustainability for all its citizens; a resilient and adaptive society. Joburg. My City Our Future! Mission The City of JOHANNESBURG commits itself to pro-active delivery and the creation of a city environment in 2040 that is resilient, sustainable and liveable.

2 It aims to achieve this through long-term 2040 plans, targeted programmes, services and enabling support that drives economic growth, optimal management of natural resources and the environment, the development of society and the individuals within it, and the practice and encouragement of sound governance, in all the City does. Joburg 2040 Growth and Development Outcomes 1. improved quality of life and development-driven resilience for all. 2. Provide a resilient, liveable, sustainable urban environment underpinned by smart infrastructure supportive of a low carbon economy. 3. An inclusive, job-intensive, resilient, competitive and smart economy that harnesses the potential of citizens.

3 4. A high performing metropolitan government that proactively contributes to and builds a sustainable, socially inclusive, locally integrated and globally competitive Gauteng City Region. The Ten Strategic Priorities 1. Financial Sustainability. 2. Good Governance. 3. Sustainable Service Delivery. 4. Economic development 5. Job Opportunity and Creation. 6. Integrated Human Settlements. 7. Safer City. 8. Active and Engaged Citizenry. 9. Sustainable environmental development 10. Smart City CITY OF JOHANNESBURG IDP 2020/21 REVIEW 3 Our commitment The City of JOHANNESBURG ; in the interest of impacting positively on the city and the lives of all who live in it, commits itself to: - Adding value by being action-oriented in our engagements; being better informed.

4 Responding to the city s challenges in a visible and proactive manner - Being committed civil servants, ready to serve the people of Joburg through sustainable, high-impact interventions that lead to accelerated economic growth for the city and the country (serving as change makers / disrupters ) - Ensuring we maintain the future focus of the National Development Plan (NDP), Growing Gauteng Together (GGT) 2030, and the Joburg 2040 Growth and Development Strategy ( GDS) at the core of all we do delivering with professionalism, customer centricity, effective internal decision making, alignment with King IV principles, and a focus on supporting economic activity and using modern communication channels to improve accountability to communities - Being productive contributing to a productive City - Ensuring synergised service delivery with authentic impact countering a context of a trust deficit, service delivery breakdowns, incoherent links across the City, delivery on a just in time principle.

5 A lack of standardisation of how we operate, and inconsistent outcomes - inspirational human capital management focusing on improving staff morale, efficient service delivery, maximised collaboration, fast tracking communication Citywide - Actively identifying funding sources to allow the City to address its balance sheet and service delivery challenges ( Public Private Partnerships, Land Value Capture projects, Public Public Partnership etc) - Ensuring that our budget decisions address community needs, and that we support this by leveraging off our existing resources - Using the City s scarce resources efficiently and effectively, in the process of rebuilding the Inner City as an apex project that will pilot the empowerment of SMMEs, cooperatives, and stimulate local manufacturing, thereby optimising job creation ultimately supporting improved revenue, and the promotion of a culture of human rights and complete societal inclusion - Delivering as development warriors , working for the City.

6 Maximising the return on the City s infrastructure investments, to reinvest in high-impact development programmes which unlock our developmental ideals and a resilient, sustainable and liveable City. CITY OF JOHANNESBURG IDP 2020/21 REVIEW 4 Contents Vision, Mission, Outcomes and Strategic Priorities .. 2 Our commitment .. 3 JOHANNESBURG today .. 8 Part A: Introduction to the 2020/21 IDP REVIEW .. 9 1. What drives development in JOHANNESBURG ? .. 11 2. State of development in JOHANNESBURG .. 39 3. Alignment to global; National and Provincial development agenda .. 42 4. City Governance Structures .. 50 5. Community-based Planning.

7 61 Part B: Strategic framework .. 72 COJ S strategic Overview .. 72 Strategic Priorities .. 74 Strategies put in place to address our challenges .. 78 a. Human and Social Development Strategy (HSDS) .. 80 b. Joburg City Safety Strategy (JCSS) .. 81 c. Spatial Development Framework (SDF) .. 88 d. The Inner City Transformation Roadmap .. 99 e. Integrated Transport Network Plan (ITN).. 103 f. Joburg Human Settlement Strategy .. 104 g. Environmental Protection & Climate Change .. 105 i. Economic Growth Strategy (EGS) .. 108 j. Smart City Strategy .. 109 k. The Financial Development Plan (FDP) .. 111 2. Joburg Fiscal and Budgeting Outlook.

8 116 Capital Investment Framework .. 126 4. Managing our Risks and Disaster management .. 143 Part C: 2020/21 Priority implementation plan .. 149 1. Alignment of GDS outcomes; outputs; strategic priorities and priority programmes .. 149 2. The CoJ s High Impact Programmes .. 150 3. The CoJ s Strategic Priorities .. 150 4. Our 5-Year IDP 206 5. Circular 88 and UISP .. 212 Part D: Performance Monitoring .. 213 1. Performance monitoring and evaluation .. 213 2. Group Assurance alignment to the IDP .. 229 CITY OF JOHANNESBURG IDP 2020/21 REVIEW 5 Part E: Conclusion: Our future outlook .. 234 ANNEXURE A: Service Standards Charter.

9 235 ANNEXURE B: 2020/21 CoJ Capital Projects .. 243 ANNEXURE C: 2020/21 Provincial Projects .. 322 ANNEXURE D: Technical Indicator Descriptions (TIDs) .. 337 List of Figures Figure 1 - IDP REVIEW Cycle 9 Figure 2: CoJ Population Structure 12 Figure 3: Monthly inflows into JOHANNESBURG 13 Figure 4: Contributions to growth in the GDP in SA, Q3 2019 (% points) 14 Figure 5: Total Employment Composition 15 Figure 6: CoJ Poverty Overview 18 Figure 7: The State of Urban Safety in South Africa Report (South African Cities Network) 20 Figure 8: CoJ Access to Households Services 27 Figure 9: The Institutional Structure of the Council and Separation of Executive and Legislative Powers 51 Figure 10: The City of JOHANNESBURG Cluster System 55 Figure 11.

10 The Organogram of the Office of the City Manager 56 Figure 12: MMC Departmental ME s functions 57 Figure 13: COJ S strategic Overview 72 Figure 14 GDS Outcomes 73 Figure 15 Traditional polycentric City model (Urban Morphology Institute, 2015) 89 Figure 16 JOHANNESBURG 's current metropolitan structure of inverted polycentricity (UMI, 2015) 89 Figure 17 JOHANNESBURG Future City Model: Compact Polycentric urban form 90 Figure 18 Spatial Development Framework 91 Figure 19: Graphical Examples of Urban Transects 95 Figure 20: Nodes and Development Zones 96 Figure 21: Residential Densities for Nodes and Development Zones 98 Figure 22 - Society-Environment Inter-linkages in respect of natural resources 106 Figure 23: 2020/21 budget (Capex and Opex) 123 Figure 24: Capital Budget 124 Figure 25: Priority Sewer and Water Upgrade Areas 128 Figure 26: Priority Power and Road Upgrade Areas 129 Figure 27: Deprivation Areas and Informal Settlements 130 Figure 28: Urban Development Zones (Transformation zones) 131 Figure 29: Investment Priority Economic Nodes 132 Figure 30: Spatially Targeted Investment Areas SDF 2040 areas and key public transport corridors 134 Figure 31.