The greater tygerberg partnership an urban turnaround strategy takes shape in cape town ss

997 views
883 views

Published on

The Greater Tygerberg Partnership: An Urban Transition Strategy Takes Shape in Cape Town

Published in: Business
1 Comment
0 Likes
Statistics
Notes
  • Be the first to like this

No Downloads
Views
Total views
997
On SlideShare
0
From Embeds
0
Number of Embeds
10
Actions
Shares
0
Downloads
19
Comments
1
Likes
0
Embeds 0
No embeds

No notes for slide

The greater tygerberg partnership an urban turnaround strategy takes shape in cape town ss

  1. 1. To Inclusively and InnovativelyFacilitate the Creation and Sustained Existence of aVibrant Thriving, Desirable and Value AddingEconomically Prosperous AreaFor the Benefit of Citizens and InhabitantsBy Introducing and Utilising World Class Cutting EdgeKnowledge-based Strategies, Structures And Dynamics.
  2. 2. • Attractive spaces for businesses and for living• Quality housing and recreational opportunities near to places of work and/or linked to efficient public transport• Innovative and inclusive network knowledge organisation• mobilise local, provincial, national and international support• alignment of social and economic development• support grass roots initiatives• local social and economic growth that will link with that of the City and the Provincial Government
  3. 3. • Shared vision and common agenda• Knowledge and innovation network• Realise investment, development and employment potential• Tackle urban decay, poverty and safety and security• Improve the business and investment climate and reputation
  4. 4. ROLE Activities Articulating and exemplifying the brand, marketing and promoting inChampioning event, media and forums, undertaking advocacy in key policy and strategy debates Creating an institutional space for change by engaging key rolePartnering players in dialogue, developing a uniting vision and action programme and ensuring effective institutionalisation Developing, sharing and disseminating knowledge and linking thisInnovating with effective business and institutional networks Creating a platform for effective strategy by resourcing, supporting,Strategising facilitating and articulating a strategic conversation amongst key actors Pro-actively identifying and scoping projects, ensuring that resourcesPackaging are allocated, building the capacity of project partners and briefing / resourcing a project implementation agency Responding to requests, blockages, opportunities and initiatives andResponding ensuring that the attention and energies of the appropriate actors are engaged and that relevant knowledge and innovation are brought to bear Directing services & projects, operating networksDirecting
  5. 5. • Voortrekker Road Corridor • Intensive Urban Management Zone • Rapid Transit & Movement Armature• Bellville • Transport Interchange (Mayor’s Urban Regeneration Programme) • Inner CBD • Broader CBD Campus: Metropolitan Nodal Nexus• Northern Urban Core• Greater Tygerberg Sphere
  6. 6. 1. BUSINESS DEVELOPMENT & SUPPORT Ubuntu Market Bio Science Business Park Sports Science Park Business Park Student Accommodation2. INFRASTRUCTURE & SERVICE DELIVERY Voortrekker Road Corridor Bellville CBD Belleville CBD – UWC Axis3. DESIREABLE SPACES CIDs Safe parking Security Agency Capacity Building CCTV Constructive Parks4. DESIRED EVENTS & DESTINATIONS5. GOOD GOVERNANCE & LEADERSHIP6. ENGAGING THE YOUTH7. CONTINUOUS INCLUSIVE INNOVATION
  7. 7. THE GREATER TYGERBERG PARTNERSHIP Board of Directors Management Facilitate coordination Stimulate and facilitate Create, disseminate Knowledge and cooperation local social and and oversee the Partners between partners and economic investment implementation of (academic other stakeholders and development innovation and ideas institutions) Members City of CT Business Sector Government Academia Civil SocietyCorporates Central Business RegionalAssociations Local
  8. 8. TRANSITIONPast Present Future
  9. 9. PROCESSConstant adaptationSYSTEMATICA systems viewTRANSITION Predictable destination Unpredictable journeyPATH CHOICES Sequences consequences
  10. 10. 1771 Industrial Revolution1829 Start of Age of Steam and Railways1875 Start of Age of Steel, Electricity & Heavy Engineering1908 Start of Age of Oil, Automobiles & Mass Production1971 Age of Information & Telecommunications2008 Midpoint of Age of Information & Telecommunications + Start of Era of Turbulence2030 Start of Age of Biotechnology and Renewable Energy?2050 Midpoint of Age of Biotechnology and Renewable Energy?
  11. 11. Knowledge Services Civic Identity Manufacturing Public Space Exchange Schooling PRODUCTION Orientation Shelter Urban Culture Safety HealthLeadership LivelihoodGrid REPRODUCTION NETWORK URBANISMVirtual GridUtility Grid LONGITUDINAL Motorised • Public MOVEMENT LATERAL • Private Non Motorised
  12. 12. YEAR VOORTREKKER ROAD TRANSITIONS1680 – 1860 Animal Drawn Carriage1860 – 1940 Railway Towns & High Streets1940 - 1980 Satellite Towns & Road / Rail Corridor1980 - 2015 Commuter Suburbs on Rail / Bus / Taxi Corridor2015 – 2025 Voortrekker Integrated Rapid Transit Corridor ?2025 – 2040 North City Urban Core?
  13. 13. • Corridor Alignment = Safe Wagon Route over Cape Flats vleis• Bellville Stop Over • Wagon Outspan (Hardekraaltjie) • Junction with Regional Routes to Strand / Stellenbosch & Malmesbury
  14. 14. • 1860 Railway line enables towns to be established at Maitland, Goodwood, Parow and Bellville• Tarred road connects towns and enables High Street development of town centres as cars become important• Bellville now more important as nexus of Regional Rail System
  15. 15. As City Grows• Towns become satellites of Greater Cape Town• Civic Pride & Competition• Industrialisation creates Commuter Movement Corridor and Industrial / commercial belt on Voortrekker Road• Bellville becomes important national rail nexus
  16. 16. • Freeway becomes dominant mover for high income commuters and freight• Development leapfrogs the N1 to capture high income markets and car based shopping
  17. 17. • Voortrekker Road Enters Relative Decline as rail / bus services deteriorate• Bellville and other towns decline, continue to serve Cape Flats communities
  18. 18. POST MODERN HYPER MOBILE REGIONAL CORRIDOR INTEGRATED COMMUTER CITY CORRIDOR CAPE FLATS
  19. 19. • My Citi Integrated Rapid Transit• New PRASA Rail Fleet• New Bellville Station
  20. 20. • Greater Tygerberg Partnership drives turnaround with • Bold Future Visioning & Planning • Championing & Marketing • Catalytic Public Investments • Strategic Nodal Investments • Affordable Quality High Density Housing
  21. 21. Clean & Safe Ubuntu Market CIDsGreat Events
  22. 22. INNOVATION
  23. 23. Bellville as Epicentre ofWestern Cape: Africa’sBio ProductionHeartland & RegionalMatrix of Urban Villages
  24. 24. SustainabilityImperative BecomesParamount
  25. 25. Bi – Nodal UrbanStructureBellville Balancing CapeTown in Urban Core
  26. 26. • Bellville as 21st Century Metro Node with Regional Role• Fast Rail Hub connecting Airport, Western Cape, Eastern Cape and Gauteng
  27. 27. WELL NETWORKED ANDCONNECTED GREATER URBANCAMPUS COMPACT COHESIVE CITY CORE STRADDLING RAILWAY LINE IS CRITICAL
  28. 28. Commercial Corewith StrongKnowledge &Innovation Focus
  29. 29. CORRIDOR OPTIONS
  30. 30. ONE CAPE 2040 STEP CHANGE PATH 2012-2019 2020-2026 2027-2033 2034-2040 • Gearing up globally competitive Resourcing businesses and excellence and new innovative market • Attracting investment leaders • Attracting ways of working and entrepreneurs living • Opening up new marketsRecognising and Economy &gearing up society maturesexcellence Retooled • Employment economy & stabilises, equality increases, savings Changing the society starts increase, way we work & working environmental footprint declines live • Improved skills + Getting people improved enterprise into work • Infrastructural and environment + zero resource waste and new • Bridges into investments and resource base + employment institutional improved infrastructure including EPWP, improvements at + repositioning = major CWP, skills to work scale increases in jobs, and job • Social impact of enterprises and intermediation CWP-type investments • Institutional, programmes and • Poverty and social environmental, job intermediation challenges decline infrastructure comes through significantly innovations developed & tested
  31. 31. CLEAN & SAFE STREETS & HOUSING & EVENTS &NETWORKS 2013 – 2040 CATALYTIC PPP REVELOPMENT & UPGRADING: 2013 - 2016LARGE SCALE REPACKAGING:2013 – 2020 CORRIDOR INTEGRATION 2016 -2040 NEW METRO NODE 2016 -2040
  32. 32. VRC Business Plan 2040: Draft by 30 April 2013Technical Working TeamMulti Stakeholder Forum
  33. 33. THANK YOU THANK YOUwww.gtp.org.zaShahid.Solomon@gtp.org.za

×