MIXED MARKET DEVELOPMENTS IN URBAN REGENERATION PRECINCTS SHRA ROLE AND CO-ORDINATION 13 April 2018

THE BRIEF TO US To make use of social housing as a national investment program it is critical to have national and provincial coordination with Metros. How is the SHRA opening direct channels of communication to better define a working linkage to support cities efforts providing land and other incentives? How can an action oriented way of doing business support grants prioritization and incorporate bilateral accreditation processes between SHIs/social housing accredited projects to become integrated to Cities’ efforts to develop social housing in well-located urban precincts? (40 min)

STATUS QUO……..not working National Rental Housing Task Team (NRHTT) Provincial Steering Committee (PSC) These formal structures deal with the headlines Even the headlines need improvement… PSC Chairpersons Forum Peer Learning Forum …but would that open direct channels of communication? We don’t think so

STATUS QUO……..not working Integrated Development Plan (IDP) The budget is part of this process USDG needs to be incorporated Spending done in accordance with the approved IDP Also initiatives on land and buildings to align with IDP If it is not in the budget it is not implemented Provincial Business Plans Submitted to the National Department of Human Settlements USDG also to align between metro and Province No direct channels of communication to create the working linkage required

planning for the sake of planning WHAT IS WORKING? (kind of) Mixed market developments in urban regeneration precincts requires substantial planning BUT planning for the sake of planning over planning only planning ARE REAL RISKS We end up having plans for mixed market developments in urban regeneration precincts and still no open direct channels of communication

WHAT IS WORKING? (better) A more detailed and focused level of participation by all role players but focused at metropolitan level Also involving human settlements and planning clusters An example: City of Johannesburg taking the ICHIP Programme forward with precinct profiling and precinct planning to ultimately lead to packaging of site assemblies and implementation plans …but a Project Steering Committee was established from the outset with participation of all role players to not only participate in the plans but also take ownership of the next steps where implementation becomes key

NOT THERE YET (but improving) Institutionalised arrangements can open direct channels of communication to create the working linkage and precinct profiling and subsequent plans can assist to support the efforts but this does not imply an action oriented way of doing business… The support needs to go beyond Project Steering Committees that meet to plan and must work towards Project Steering Committees that drive implementation with process plans/maps for implementation and clear roles and responsibilities of all role players

NOT THERE YET (but improving) So we plan and we implement….. No, not really. Working within the dynamic environment of urban areas we all know and understand that plans are not just created and implemented We need to deal with all the components that influence our plan and implementation thereof…. That means different work streams may run concurrently (for instance transitional housing, market assessment etc.)

WHAT ELSE? (getting better) Partnerships with the implementing agents and social housing institutions….. Implementation plans can be driven by a Steering Committee that would have a clear understanding of what must be achieved but The implementers need to be identified, partnered with and appropriately capacitated and supported to deliver on the plans SHRA to work with metro’s on partnership arrangements and capacitation plans required

CONCLUDING REMARKS Passion is a prerequisite Making things work means that the SHRA, Provinces and metro’s must share this passion “Talk, talk, talk” seems to be the “location, location, location” of mixed market developments in regeneration precincts It is not just about the plans but making these plans possible by appropriate budgeting processes and involving role players from the outset Driving implementation with clear roles and responsibilities is key Plans go beyond planning to also consider other related work streams Implementation goes beyond implementation to also consider capacitation and support The SHRA can support to facilitate all of the above but this is not a one-man-show