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

2. 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)

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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.)

9. 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

10. 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