The document provides an overview of the Violence Prevention through Urban Upgrading (VPUU) program in Cape Town, South Africa. It discusses the objectives, phases, sites, and approaches of the program, which aims to develop safe and sustainable neighborhoods through urban upgrading, community participation, and joint learning. Examples of projects in Cape Town townships show how VPUU has worked to transform spaces, improve quality of life, and build social cohesion through negotiated partnerships. The selection process for additional municipalities in Phase IV of the program is also summarized.
- Support the implementation of programmatic activities in a
timely manner, collaborating constructively with the Project
National
Officer;
- Assist in developing and implementing livelihood activities
within areas predefined by IOM with a focus on areas near
Egypt’s southern border;
- Assist in designing awareness raising and measures to
promote access to alternative livelihoods in border
communities, based on IOM models;
- Assist in implementing capacity building activities for all
relevant partners as necessary;
- Support the implementation of programmatic activities in a
timely manner, collaborating constructively with the Project
National
Officer;
- Assist in developing and implementing livelihood activities
within areas predefined by IOM with a focus on areas near
Egypt’s southern border;
- Assist in designing awareness raising and measures to
promote access to alternative livelihoods in border
communities, based on IOM models;
- Assist in implementing capacity building activities for all
relevant partners as necessary;
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The lessons learned and ongoing smart cities initiatives we present aim at bridging the pan
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Following the meeting of 30 young talents from France and the Netherlands on the Smart City last November at the CNIT, led by three experts, Prof Isham Shahrour (FR), dr. Véronique Vergès (FR) and prof. Zef Hemel (NL) to guide their work, they have worked to present their recommendations to the ambassadors of the Netherlands and France, respectively on 14 April and 26 May 2015.
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Creating the governance framework
and roadmaps for smart city investments, which are oftentimes
costly, is essential for ensuring that effort is directed to the real needs in the territory. Leveraging on
intrinsic territorial attractiveness potentials, today’s challenge for most cities is
to meet actual urban
problems with the right tools and fitting flagship projects.
The lessons learned and ongoing smart cities initiatives we present aim at bridging the pan
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European
innovation landscape with the actual beneficiaries using participatory st
rategic planning processes
and integrated approaches to standardizing key performance indicators for Smart Cities (ESPRESSO
Project).
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If you have a compelling case study or research to share, one that will inspire and inform other senior development leaders and decision makers, one that goes to the heart of how the world is changing, then we have an exclusive audience eager to hear from you.
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-Co-creation and co-performance - building trust, participation and exchanges
-Producing context-specific and multidimensional data
-The storage and reuse of data
-Audience and communication for synthesis, accessibility and impact
is a report on the project’s findings, including recommendations for better design of streets, public spaces and neighbourhoods to fit the needs of young children and their families.
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Recordings are on YouTube and the company website.
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AGEP Slides "Violence Prevention through Urban Upgrading"
1. 1
Alumniportal Deutschland
AGEP-Network
Institute of Development Research and Development Policy – IEE
Ruhr-University Bochum
Webinar
Violence Prevention through Urban Upgrading – Cape Town, South Africa
University of Stuttgart, Chair International Urbanism
Integrated Urbanism and Sustainable Design - IUSD
23 June 2017
Udo Lange
AHT Project Manager for VPUU in Essen, Germany
2. 2
Presentation Overview
Link to prior provided Background Information (documents and videos)
Introduction: Stuttgart + Violence Prevention
Introduction: Who is Presenter + AHT + VPUU
Why VPUU? / Why Violence Prevention / Urban Upgrading?
Approach FC KfW / Approach TC GIZ
The VPUU Programme
- Objective, Timelines, Sites
- Examples of work in Cape Town in Phase I - III
- Selection of additional VPUU Areas/Municipalities
- Examples of work in Phase IV
- in Metro
- in Drakenstein
- in Theewaterskloof
- Joint Learning and Mainstreaming
- Set up and Strategy
- Funding and Contributions
- Success Factors / Summary
- Team Leader / Contact
Discussion
3. 3
Pleasure and Honour to be Invited to University of Stuttgart
Kind Hello to the online Participants
Opening Remark: Violence Prevention and City of Stuttgart
1st German Full Member of European Forum for Urban Safety (EFUS),
since 2008. Founded 1987 under the auspices of the Council of Europe:
only European network of local/regional authorities dedicated to urban
security. Nearly 250 authorities from 16 countries
Since 2010 also member of DEFUS: German Forum in EFUS
Both provide possibilities for exchange/cooperation of various actors in
the field of safety work (mayors, chairs of prevention committees, heads
of order/safety departments)
5. 5
Who is Udo Lange?
Spatial Planner, graduated TU Dortmund 1986
Project on reuse of derelict land in German industrialized Ruhr Area
12 years Brazil: Lecturer Urbanism at Catholic University in Goiania; GIZ
Office Brasilia; GIZ PRORENDA Urbano Favela Upgrading RS:
Metropolitan Porto Alegre and 4 medium-sized cities
2000 joint Essen based AHT Consultancy
Member of AHT Workers’ Committee
VPUU since 2002
lange@aht-group.com
6. 6
What is AHT Consultancy?
Medium-sized private, independent consult company (55 HQ in Essen/150)
Implementing DC projects on behalf of GDC (KfW, GIZ), EU, WB, ADB, AfDB
Core fields of activities:
WRM/Irrigation, Water Supply/Sewerage
Green Sector (Environment Protection, Park Management)
Communal Infrastructure/Waste Management/Governance
Core regions:
West Africa / Maghreb / Balcans
SE Asia / Sub-Sahara
www.aht-group.com
7. 7
Who is VPUU?
Residents in Khayelitsha, in other violence driven / deprived areas in CPT,
in 2 (5) other Municipalities in WC Province, local partners, and:
9. 9
What is VPUU?
SA initiative supported by GDC (BMZ), financed by KfW in context with
green/white paper on violence prevention, deemed to link with
Presidential Urban Renewal Programme (URP)
2000/2001 Pre-FS selection
2002/2003 FS CPT
Since 2005 Implementation
Phases I to IV
Volume 15.5 mio Euro
Leaverage National Treasury
10. 10
Why VPUU?
Part of Cape Town IDP
2010 Impumelelo Award
www.westerncape.gov.za/news/city-awarded-impumelelo-award
https://www.youtube.com/watch?v=3HP4yOUAA4k
2012 Merit of Award of Lee Kuan Yew World City Prize
www.leekuanyewworldcityprize.com.sg/features_khayelitsha.htm
2012 Finalist of Deutsche Bank Urban Age Award
KfW Reference for two other (similar) VPUU in SA, DRC
www.kfw-entwicklungsbank.de/Download-Center/PDF-Dokumente-Sektoren-
Berichte/2010_03_Violence-Prevention_E.pdf
13. 13
Refer to press clipping collection
(in audience room)
and
gang violence videos here
14. 14
Violence Prevention through Urban Upgrading???
What kind of violence??? What kind of urban upgrading???
Social, Situational, and Institutional Violence Prevention
Action Planning / Area-based / Community Action Plan
From Safe Node to Safe Node Areas
Social Development Fund
Modular Strategy incl. M&E and Knowledge Management
International Networking (UN HABITAT Safer Cities / WuF)
Scientific work / Case Studies (UCT/ IDRC (Canada) „Evaluating the
Effectiveness of the Western Cape Liquor Act in Khayelitsha“
15. 15
Violence Prevention through Urban Upgrading???
What kind of violence??? What kind of urban upgrading???
CPTED
Planning of and investment in pubic infrastructure
Right to the City / Safety as Public Good
Cohesion / Socially inclusive development
Informal traders / Facility Management
Live – Work Units
Sports Facilities
Houses of Learning
16. 16
FC in the Context of Conflict, Fragility and Violence: The Approach
OECD-List: KfW in 41 of 50 fragile states active
› Commitments 1,5 billion EUR (2014)
› 20% of total commitments in 2014
Part of portfolio in fragile states is focussing on peace and
safety (In 2014: 519 mio EUR)
› Peace Development (Post-Conflict)
› Crisis Prevention
› Prevention of environment and clima conflicts,
Violence Prevention in Cities
› Crime causes high socio/economiclal costs and is an important
development obstacle
› Violence Prevention in Cities
› Regional Focus: Latin America (since 90ties), South Africa
› Project in DR Congo (Kinshasa) starting
› Concept of integrative urban development
› Urban upgrading
› Economic and social infrastructure, Establishment of safe
public areas
› Active Participation of Residents
› Decision Processes, Construction Measures
› Vocational Training / Employment Creation
› Formalizing informal sector, focus on youth
› Capacity building for municipal administrations
https://www.kfw-entwicklungsbank.de/International-
financing/KfW-Entwicklungsbank/
18. 18
The Approach of TC:
Cohesion and Inclusion:
Focus: primary prevention and capabilities for violence free, participatory conflict
management, youth as perpetrator as well as victim often target group
- Support to Palestine Refugees in Jordan
- Access to Justice for Women in Cambodia
- Peace Development and Youth Empowerment in East Timor
- Violence Prevention for Youth, violence in schools, girls in gangs in SA (Study)
Police Programme Africa in DRC, Nigeria, South Sudan, Niger, Chad, Mauretania,
Cameroon, Ivory Coast: Transnational Organized Crime, Human Traffiking
Middle East: illegal drugs and organized crime
Under development: explore experiences in violence prevention as impulse for
prevention of violent extremism in partner countries and in Germany and vice versa
Support DPT as cooperation partner (since years, Hannover 19/20 June 2017, AIF)
(www.praeventionstag.de) (see DPT Dokuments)
www-giz.de
19. Build safe and sustainable neighbourhoods to
Improve the Quality of Life
by
Implementing the whole of society approach
through joint learning
VPUU Vision
21. VPUU Cape Town:
Develop prototypes of safe and sustainable neighbourhoods
- Formal township
- Informal Settlement: Stabilize, analyse , maintain and do tactical
urbanism in a systematic manner, long term plan development, all from
social and safety perspective
Western Cape:
• in medium sized town = Drakenstein
• in migrant labour town = Theewaterskloof (in Villiersdorp)
• Show sustainability in Cape Town and replicate to Manenberg or
Hanover Park
• Joint Learning and Mainstreaming (Game Changers, Training,
Research)
30. Legacy = fractured society = insecurity = unable tocommunicate
January 2012
Lotus Park Informal Settlement
31. Communicate - negotiate as partners - transform space
Positively occupy perceived dangerous spaces
Improve Quality of Life
March 2016
Lotus Park Informal Settlement: Neighbourhood Centre
32. Lotus Park Informal Settlement: Neighbourhood Centre
2015 netball festival
February 2015
41. Selection criteria
• Per Municipality: Overall information and qualification criteria
– Size of town; low income areas; unemployment rate; indigent
households; high incidence of poverty and crime, informal
settlements; population; area size; density; availability of
digital data; academic study or NGO involvement in area
• Per Municipality: Admin, planning and potentials for investments
– Audits and Municipal capacity; potentials for partnerships;
other investments/Provincial investment projects; available
municipal staff; openness of municipality to partner with
communities, Spatial Development Framework; IDP; SDBIP;
provincial ownership of land;
• Per Municipality: Synergies with other Investments & initiatives
– WCG Strategies and Programmes (PSG’s, JPI’s, Game
Changers)
– National Outcomes and Strategies
– Private Sector initiatives
– Civil Society initiatives
42. • Per Area – Synergy with VPUU Strategy
– Public Health or Life Cycle approach (Prevention)
• ECD; School-aged initiatives; Income-generating economic
development; targeted youth programmes
– Community based social capital (Cohesion)
• Public awareness models; delivery of services;
management of facilities
– Community based policing (Protection)
• Spatial planning strategies; policing models/NHW legal
and justice initiatives
– Knowledge Management, Monitoring and Evaluation
(Research)
Selection criteria
44. Component 1: Continue VPUU-activities in selected
townships in the City of Cape Town and provide
assistance to ensure the smooth handover of the
Phase 1 to 3 VPUU Project responsibilities to the City.
Component 2: Create an enabling environment to
ensure the application of the VPUU methodology in
the jurisdictional areas of selected VPUU and/or RSEP
municipalities in the Western Cape and implement the
above-mentioned methodology in two municipalities
outside Cape Town, namely the Drakenstein Local
Municipality and the Theewaterskloof Local
Municipality.
Components
45. VPUU = PROTOTYPING SAFE AND SUSTAINABLE
NEIGHBOURHOODS IN LOCAL CONTEXT
Metropolitan area
• Formal township
• Informal Settlement
Non Metro areas (Western Cape)
• in medium sized town = Paarl
• in migrant labour town = Villiersdorp
Joint Learning and Mainstreaming
• Precinct development
• Early Childhood Development in small public spaces
• Youth development
• Alcohol Harms Reduction– local driven shebeen monitoring,
• Security of tenure in informal settlements
• Public infrastructure monitoring
• Meaningful community participation as partnership for development
• Area Coordinating Teams = efficient coordinating structure to enable the
whole of society approach on local level between local community,
municipal and provincial officials
46. HARARE
ILITHA PARK
A
B
C
M
WOLFGAT
CONSERVATION AREA
CEMETERY
P3
LULEKA PS
HARARE SQ
KHAYELITSHA
RAILWAY STATION
Services
Water
Sanitation
Solid Waste
Emergency
Electricity
Stormwater
Roads = streets + walkways
Security of Tenure
Relocations: 8%
Alterations: 5%
Total dwellings: ±6800
54 neighbourhoods of 125 households
Define the public spaces upfront
Appropriate urban design leads the incremental
developmental process
To achieve sustainable urban neighbourhoods
SAFE PUBLIC SPACES
51. Lotus Park Community Co-design
PUBLIC SPACE CATALYST INTERVENTION with CPUT, VPUU and
COMMUNITY
07 April to 22 April 2016
2016 Work with academic institutions (CPUT, UCT)
Train municipal officials
52. 2016 by night...
45.0%
20.1%
8.5%
30.0%
42.8%
36.1%
12.5%
13.0%
13.5%
10.8%
19.2%
19.3%
1.7%
4.9%
22.6%
2011 Baseline Survey
2015 Annual Survey
2016 Annual Survey
How much of a problem is crime?
Very serious problem
Serious problem
Acceptable
Minor problem
Not a problem at all
94%
92%
85%
70%
64%
64%
48%
46%
42%
38%
28%
24%
23%
21%
92%
90%
72%
57%
36%
57%
31%
43%
20%
38%
18%
13%
11%
8%
Neighbourhood Centre
Sports court
Renumbering of dwelling structures
Early Childhood development activities offered at…
VPUU Safety volunteers
Enumeration
Upgraded washing area
SNAC
Social Development fund
VPUU Quarterly newsletter
Community Facilitator
Business support services
Mosaic Anti-Rape education and support for…
Legal Aid access to justice clinic
COMMUNITY AWARENESS: 2015/2016 COMPARISON
2016 2015
53. 3.0
1…
2.6
1.4
2.3
1.4
1.5
3.2
2.2
3.3
2.4
2.9
2.3 2.4
1.0
2.0
3.0
4.0
5.0
Area day Area night Home day Home night Children walking to
and from school
Walk to pub.
transport am
Walk to pub.
transport pm
Jul-11 May-16
2.2
1.3
2.2
1.5 1.4
1.6
2.6
2.4
2.9
2.0
3.0
2.0
2.3 2.3
2.7
2.0
1.0
2.0
3.0
4.0
5.0
Area day Area night Home day Home night Walking to public
transport am
Walking from
public transport
pm
Using public
transport -
Average Rating
Children in school
5pointsafetyscale
Baseline 2011 May-16
Perceptions of safety – 5 points scale
MP Comparison 2011/2016
LP Comparison 2011/2016
+1.7 +0.7 +0.8 +0.5 +0.7+0.9 +0.1
+0.2 +0.6 +0.7 +0.6+1 +0.7
SAFETY
-0.4
+0.9
54. VPUU = PROTOTYPING SAFE AND SUSTAINABLE
NEIGHBOURHOODS IN LOCAL CONTEXT
Metro areas
• PIF Manenberg
• GF Jooste Hospital
• CAP Manenberg
• CAP Hanover Park
57. Crime hotspots Safe NMT network Disconnected and introvert Connected and extrovert
My Citi, Cape TownSafe NMT network, Harare
MANENBERG – ANALYSIS and STRATEGY
58. Rare + dilapidated public space Network of public realm
Sport facility, HarareLibrary-Park, Medellin
MANENBERG – ANALYSIS and STRATEGY
59. Isolated schools Stimulating campus Mono-functional spaces Innovative + diverse spaces
Safe NMT network, HarareParaisopolis Community centre, Sao Paulo
MANENBERG – ANLYSIS and STRATEGY
60. MANENBERG PIF
Proposed development within
the Public Investment Areas and
along the Youth and Lifestyle Campus:
• Health facilities
• Metro Police academy
• Metro Police station
• East-West connection
• Higher order sport facilities
• Schools upgrading
• House of Learning / Library / ABET
• Technical School
• Supermarket
• Transport facilities [taxi rank,
MyCiti]
• Business facilities
PIF
= Urban Hub and linkages
= PIA linked to Public Transport
= YLC safe linkage within
neighbourood
62. GF Jooste is a strategic site
GF Jooste Hospital site
2.5km radius
EAST WEST CONNECTION
Extension of Turfhall Road
from Claremont to Nyanga
MANENBERG
Youth Lifestyle Campus
NYANGA PRECINCT
NUNU - NYANGA URBAN NODE UPGRADE
Nyanga
Soccer Park
Centre
for Learning Nyanga
market
Nyanga
Sport Park
Lotus Park
Neighbourhood
Centre
Amanda
Edufootball
63. 1 What… if public
sector as
custodian…
2 What… if the site
is sold to private
investors…
3 What… if a PBO
as managing
agent…
Possible scenarios
Scope of work
Source: Diagram by DEAD&P
64. YLC Social infrastructure
The Youth and Lifestyle
Centre provides a socially
inclusive and culturally
vibrant place for Youth.
There are two types
of interventions:
• ‘hard’ interventions
focusing on providing safe and
vibrant spaces for the
community and particularly for
Youth.
• ‘soft’ interventions
investing in people through
social programmes,
particularly for Youth.
In co-designing the YLC
spaces and programmes, public
participation will play
a crucial role.
65. Implications:
• PBO working with Mandate from WCG.
• Head lease enables contributions public
sector,, third party grants, private sector
and NGOs).
• Future use by WCG not precluded.
• Public Sector aligned vision
• Effective Management Model
• Local employment through activation
Required set up cost:
• R15-17Mil. Capital funds,
• Operational costs for security for an initial
period,
• Apply a user fee for public sector
• Support via EPWP.
PBO contributions:
• Programme funds to run initiatives,
• Mobilisation of private/NGO sectors,
• Deliver towards PSG’s
• Facility Management expertise
• Concept development.
• Neutral operator (PBO) works with
support of key departments (WCED,
DEADP, DTPW, DSD, DCAS) and in
collaboration with CoCT Area Based
Model.
• Limited risk to government
• Build community trust
• Safe educational spaces
What… if a PBO as managing agent…
NGOs’ SPACE
MARKET/RETAIL SPACE/ RESIDENTIAL
GYMNASIUM
INDOOR SPORT
[DCAS/COCT]
EDUCATIONAL SPACE [WCED]
LIVE-WORKUNITS[HUMANSETTL.]
LIVE-WORK UNITS [ HUMAN SETTL.]
LIBRARY
[DCAS/COCT]
YOUTH LAB
[DCAS/DSD]
3A
66. What… if a PBO as managing agent…
EDUCATIONAL SPACE 1
YOUTH LAB
[DCAS/DSD]
EDUCATIONAL SPACE 2
SHARED WORKSHOP SPACES
GYMNASIUM [PHASE 2]
3B PBO contributions:
• Social enterprise head lease
• Subletting to specific service
providers
• Precinct management
• Concept development.
Socio-spatial implications:
• Respond to the need for
additional educational spaces
by the surrounding institutions.
• Different educational
institutions will share
spaces.
• There is a need to increase
passive surveillance and long
hour activation .
EDUCATIONAL SPACE
1
15 classrooms
3 workshops
EDUCATIONAL SPACE
2
19 classrooms
3 workshops
67. Infrastructure cost per phase
PHASE WHAT COST
1a
SITE PREPARATION R5.5 mil
BSC AND CONNECTION FEES R2 mil
YOUTH LAB R4.8 mil
ADMIN BLD R4.5 mil
TOTAL R16.8 mil
1b
TECHNICAL SCHOOL R26 mil
TOTAL R26 mil
2
SITE PREPARATION R4.2 mil
TS EXTENSION - WORKSHOP SPACES R24.2 mil
MARKET-RESIDENTIAL BLD R29.5 mil
ADMIN BLD R10.7 mil
TOTAL R68.6 mil
3
SITE PREPARATION R7.1 mil
MARKET-RESIDENTIAL EXTENSION R24.7 mil
INDOOR GYMNASIUM R60 mil
BRIDGE WITH OUTDOOR SPORT FIELDS R8.6 mil
TOTAL R100.4 mil
68. OUTCOMES Metropolitan area – Formal Township
Harare
• Significantly improved safety = 25% higher, murder minus 53%
• Model intervention of holistic and integrated development
• Nationally and internationally recognized multi-sectoral intervention
Manenberg
• Planning benefits
• Public Investment Framework,
• GF Jooste Precinct Plan
• Community Action Plan
• Institutional Benefits
• Local leadership forum working in cooperation with CoCT and WCG to improve
Quality of Life
• HOD Forum led by DEA&DP to coordinate engagement in Manenberg
Hanover Park
• Community Action Plan
• PIF via CoCT
• Leadership structure
• Workscope to proceed
• Capital budget
69. VPUU = PROTOTYPING SAFE AND SUSTAINABLE
NEIGHBOURHOODS IN LOCAL CONTEXT
Non Metro areas (Western Cape)
• in medium sized town = Paarl
• Work via systematic approach between WCG, Municipality
and Local leadership within IDP process
• Crowding in via Game Changers (Alcohol Harms, After
School) and PSG 3 (Increase Wellness, Safety and tackle
social ills)
• Intense interventions in one area, prepare for replication
• Integrated Precinct Planning and Implementation
70. PAARL
MOUNTAIN
Berg River Valley
DRK Public Investment Framework
Some Facts:
Safe Node Area is 460ha in size
Two biggest concerns for Paarl East SNA are 1) crime and 2) inequality
DRK PIF
TYPE 4: MEDIUM SIZED TOWN
Public investment on strategic sites
Links to ecological corridors and ‘zone of integration’
Safety and stability
72. systems context
analysis based on needs and risks, co-design, participation
Public Investment
Framework
DRK PIF Strategic Area-based Approach &
working between the scales
opportunities risks
ZONE OF INTEGRATION
73. Safe Node Area
Activation at Precinct Plan to guide project implementation
Precinct Plans to Strategic Projects
SAFETY
STABILITY
74. DRK PIF Spatial Informants
New linkages across the barriers Area for public interventionGreen system investment
76. DRK PIF – Process & Achievements
PIF + Precincts +
Strategic Projects
STRATEGIC REPORT
EMT
COUNCILLORS +
LOCAL LEADERSHIP
LINE DEPARTMENTS
IMPLEMENTATION PROJECTS RUN PARALLEL
MAYCO
GUIDE POLICY
PIF & SP’s to be included as part of SDF Annual
Review as part of the Northern Corridor. This is
considered under the Municipal Systems Act (MSA)
as part of the legal process linked to IDP budgets
and DRK Line Departments KPA’s, as VPUU as a ‘Big
Move’ in 2032 Document in progress
Submitted, Dec 2016
Workshop, Jan 2017
Support, 07 Feb 2017
Support, 22 March 2017
Presentation Mayor & Cllrs, 06 Dec 2016
77. DRK PIF Challenges
PUBLIC INVESTMENT FRAMEWORK
• Irregular attendance of DRK Line Departments
(e.g. ACT meetings) to a more holistic community
based approach
• DRK Line Department Staff on minimum
competence course (Planning, Civil Engineering)
• No internal DRK technical meetings set up by
DRK
• Request to link the PIF to the IDP is outstanding
and requires DRK Champion
• Need to address water systems along the Palmiet
and Berg River that has local impact support from
DEA&DP
78. DRK Strategic Projects Challenges
STRATEGIC PROJECTS:
Phased approach to development
Expectation of funding from VPUU – late commitment from DRK
Expectation of VPUU to act as a consultant and not a partner
Freedom Park Upgrade
• Phase 1: Lack of clear systems for ‘approval’ from DRK
• Phase 2: After 2 years buy-in from DRK Human Settlements
regarding longer term WCG commitment + LUM applications
House of Learning (HoL) & Urban Park
• Lack of commitment to an integrated urban precinct (starting with
the CDC, urban park)
• Lack of buy-in to HoL SoW + concern for MoA and delay of
timeframes
• JLM (Urban Park) decisions made by DRK & DEA&DP without
VPUU
Youth & Lifestyle Centre
• Lack of commitment from DRK to infrastructure & programmes
• Lack of clarity from NOSS SGB to infrastructure development
81. Safe Walkway
Freedom Park at the centre
FP Public
space
Safe
Walkway
Priority Safe Space
Erf 10194
Size 3,3ha
Approx. 40% housing
60% mixed use/ POS
UD Principles:
• Define the framework
• Community co-design and co-
production
• Active surveillance; defined
movement; mixed use; O&M
• Safe walk to school
Components:
• Safe walkways, increase lighting
• Jogging track around entire space
• Frame the Usave Cricket
• Define housing for the future
83. DRK Budget Allocation
DESCRIPTION DRK FP DRK HoL DRK YLC
Budget R4million
R5million
(including fees) R1,9million
Milestone 1. Brief and Scope of Works M#01 M#01 x
Milestone 2. Concept Design M#02 x
Milestone 3 Design Development M#03
Milestone
4. Building Plans, Technical
Design and Tender
Awaiting
Approval and NO
Milestone
5. Site Hand-over &
Construction
Milestone 6. Handover 07/04/2018
85. JLM Budget strategy DRK:
Upgrade urban park to cater for integrated sporting precinct with long term proposal to
activate and upgrade a full size league facility on Erf 16755
• Support from DRK Sports and Parks and Civil Engineering in January 2017
This requires the following:
• Urban Design, Landscape Architecture, Civil Engineering services
• Scope of Works has been developed for detailed design to include a phased
approach i.e. incremental, starting with the soccer field:
• Alignment to the House of Learning
• Integrated sports and facilities that act as a place of social cohesion
URBAN PARK components:
1. Local Economic Development –
• Business Hive / Centre
• Infrastructure for traders
2. Sports Facilities
• Netball court
• Soccer field: 5 a-side fields
• Cricket/mini-cricket
3. Safety Integration
• Active Box for NHW to act as a safety point, scoreboard, ablutions
• Pedestrian crossing & raised roadway & lighting along safe walkway
4. Taxi stop
Urban Park
87. Groenheuwel House of Learning & Urban Park
HoL
Urban Park
Informal
traders
Fair Foods
88. CO-FUNDING DRK unconfirmed
STRATEGY BLOCK KFW WCG (DEA&DP) WCG DCAS
WCG Human
Settlements.
17/18 18/19
Infrastructure: Due to exchange
rate fluctuations the total
amount has changed
House of Learning 5,000,000 8,000,000 Libraries (G Boshoff)
Elecricity HoL 550,000 Electricity (D Louw) Depa
Parks HoL 350,000 Sports and Parks (G Bosho
LED HoL 0 Local Economic Dev. (L. W
Civil HoL 85,000 Civil Engineering (D. Louw
Urban Park 0 2,500,000 7,000,000 Sports and Parks (G. Bosho
Freedom Park 4,000,000 2,000,000 2,500,000 VPUU + Sports & Parks (G.
Electricity Freedom Park 542,100 Electricity (D. Louw) Depa
Parks Freedom Park 500,000 Sports and Parks (G. Bosho
LED Freedom Park 350,000 Local Economic Dev. (L.Wa
Housing Freedom Park 15,000,000 Human settlements (G. Bo
Civil Freedom Park 0 1,900,000 120,000 Civil Engineering (D. Louw
Youth and Lifestyle Centre 500,000 130000 250,000 Community Dev. (G. Bosh
NPC Professional fees on infrastructure 2,097,400
Dora allocation waste mgt 500,000
LED 125,000 0 Local Economic Dev. (L.Wa
Solid Waste Chicago only 0 1,037,000 Waste Management (G. Bo
Soc Development Fund 852,000 280,000 N/A
Social Crime Prevention 1,181,520 60,000 Protection Services (G. Bo
Planning Studies 0 710,000 0
Participatory Structures 710,000 100,000 DRK VPUU (G Boshoff) VPU
Operation & Maintenance 1,420,000 DRK VPUU
VPUU NPC Technical Support 9,500,000 1,000,000
Total 24,885,920 4,610,000 8,130,000 15,000,000
Drakenstein
18,224,100
89. Paarl East: How is crime compared to this time
last year?
Much worse
Worse
About the same
Better
Much better
43.3%
8.2%
11.3%
14.6%
9%
23%
15%
15%
28%
27%
35%
32%
11%
35%
23%
33%
8%
7%
16%
5%
2014 Baseline survey
2015 Annual survey
2016 Annual survey
2017 Quarterly survey
90. Paarl East intervention: 2014 to 2016 comparison
How does crime compared to same time last year?
October 2014 October 2016
92. Paarl East: Community Awareness of VPUU and
related projects
OVERALL Chicago Dalvale Fairyland
New
Orleans
Smartieto
wn
VPUU programme 28,8% 46,2% 35,2% 36,1% 33,3% 15,4%
Neighbourhood Watch 70,3% 62,4% 44,4% 86,1% 50,0% 81,1%
Mobile safety kiosk 40,7% 32,3% 46,3% 55,6% 33,3% 40,8%
VPUU offfice 24,7% 41,9% 31,5% 27,8% 33,3% 11,8%
Young Place makers 16,8% 36,6% 16,7% 8,3% 33,3% 6,5%
Walking bus 27,5% 75,3% 25,9% 2,8% 41,7% 5,9%
Social Development Fund (SDF) 15,7% 34,4% 16,7% 5,6% 33,3% 5,9%
Youth and lifestyle Centre (YLC) 12,6% 31,2% 13,0% 2,8% 33,3% 3,0%
Community Action Plan (CAP) 11,5% 29,0% 9,3% 2,8% 33,3% 3,0%
Community facilitator 12,6% 30,1% 13,0% 2,8% 33,3% 3,6%
Safe Node Area Committee (SNAC) 11,8% 26,9% 13,0% 2,8% 33,3% 3,6%
Alcohol Harms Reduction project
(AHR) 11,0% 25,8% 13,0% 2,8% 33,3% 2,4%
Reference group meetings 11,5% 29,0% 9,3% 2,8% 33,3% 3,0%
93. OUTCOMES
Non Metro areas (Western Cape) medium sized town (Paarl East)
• Significantly improved safety 74% feel safety has improved since 2014, 12%
reduction in contact crimes in Alcohol Harms reduction area
• Institutional Benefits
• Crowding in of public sector resources – test case for WCG to replicate via
VPUU/RSEP and PSG 3 (DoH, DoCS, DSD, DEA&DP, DCAS, WCED, DotP,
WCED) to other towns and areas, mature local leadership forum working in
cooperation with VPUU as intermediary and government to improve Quality
of Life
• Social benefits
• Anti Gender based Violence support, collaborative ECD strategy
development via PSG3 and support to local ECD facilities –e.g. health &
nutrition training, fire and safety training, Voluntarism via Chrysalis and
NHW, Alcohol Harms Reduction works = 12% reduction in contact crime
year on year
94. OUTCOMES cont.
Non Metro areas (Western Cape) medium sized town (Paarl East)
• Economic benefits
• 79 local income opportunities (local research, Chrysalis, AHR) since July
2014, 1924 local labour days worked, LED Action Plan jointly developed,
partnership approach to maximise skills development opportunities –e.g.
ECD training, wholesale & retail training)
• Cultural Benefits
• 18 local projects supported via Social Development Fund –i.e. ECD, LED,
Sports, Youth, Community festivals reaching 2543 beneficiaries, approx. 550
youth reached since launch of Youth and Lifestyle Centre (After School
Game Changer)
• Infrastructure benefits
• Unfortunately after 2,5 years of intensive negotiations with Municipality and
WCG not sufficient alignment of budgets towards integrated precinct
development.
95. VPUU = PROTOTYPING SAFE AND SUSTAINABLE
NEIGHBOURHOODS IN LOCAL CONTEXT
Non Metro areas (Western Cape)
• in migrant labour town = Villiersdorp
• Whole of town approach
• How to integrate migrant labour, residents, and affluent
community
• How to ensure that social cohesion is improved rich and
poor
• Integrate Destiny Farm project into town
• Natural systems approach – water, landscape
96. TYPOLOGY 5: WHOLE OF TOWN APPROACH
Public investment on strategic sites
Biodiversity and green connections linked to economy
Sustainable development - rethinking ‘green’ housing
TWK Public Investment Framework
Some Facts:
Villiersdorp urban boundary measures 480ha in size
Villiersdorp built footprint is 251ha
Two biggest concerns for Villiersdorp are 1) crime and 2) lack of opportunity
98. Public Investment Framework
systems context analysis based on needs and risks, co-design, participation
TWK PIF Strategic Systems Approach &
working between the scales
100. Vision for Villiersdorp
‘whole of town approach’
people
[public]
investment
sustainable
growth
natural resources
education
green
economy
safety
sustainability
101. Guiding PrinciplesA long way up the mountain… Through the town…
opportunities
Whole of Villiersdorp
public investment on strategic sites
biodiversity and innovative agriculture connections linked to economy
rethinking ‘green’ sustainable housing development
102. Development on the mountain Water pollution
risks
High resource flows & problematic infrastructure networks
Productive landscape limited to farmlands
Expanding urban footprint & threatened natural resources
103. River system and Villiersdorp now
TWK PIF Analysis - WATER
Threatenend ecosystem levels
109. TWK PIF – Process & Achievements
PIF + Precinct +
Strategic Projects
STRATEGIC REPORT
MAYCO
COUNCILLORS +
LOCAL LEADERSHIP
ACT
IMPLEMENTATION PROJECTS RUN PARALLEL
IDP
2017-2022
GUIDE POLICY
PIF & SP’s to be included as a Chapter 4.6 & 7.6
of the IDP (2017-2022) as ACT 32 of 2000 MSA
and link to KPA’s + budgets. Inclusion into new
TWK Spatial Development Framework, 2017
Submitted, March 2017
Presentation ACT, April 2017
t.b.c
Inclusion in document
Cllrs, 08 Nov 2016; RG Meeting 22 April 2017
110. TWK PIF Challenges
PUBLIC INVESTMENT FRAMEWORK
• Irregular attendance of TWK Line Departments
(e.g. ACT meetings) to a more holistic community
based approach
• TWK Planning had internal changes and low
attendance at meetings
• Need to address water systems at a broader scale
with DEA&DP
111. TWK Strategic Project Challenges
STRATEGIC PROJECTS:
Include Market as strategic project and find funding for implementation
Resource Centre
• Operational Cost commitment by TWK
Toy Library
• Requirement for Subdivision & Rezoning Application
• Requirement for Departure Application
• Delayed building plans submission
Safe Spaces
• Delay based on high local building cost
• RfQ process as an alternative that requires much more oversight
by VPUU NPC and TWK to stay within budget
112. Strategic Project: Resource Centre
Kosie de Wet PS
Testing site
RESOURCE
CENTRE
Focus on youth/schools (youth café), after school programmes,
skills development, safe public space and informal sports,
neighbourhood watch and safety
113. Strategic Project: Toy Library
Focus on:
early childhood development,
outreach to local community,
safe public space for children
Budget: R1,2 Mill plus public space
Noncedo
TOY
LIBRARY
115. TWK Budget Allocation
DESCRIPTION TWK RC TWK TL TWK SS
Budget R11million R570,000 R500,000
Milestone 1. Brief and Scope of Works M#01 M#01 M#01
Milestone 2. Concept Design M#02 M#02 M#02
Milestone 3 Design Development M#03 M#03 M#03
Milestone
4. Building Plans, Technical
Design and Tender M#04
Tender advert
02/06/2017 M#04
Milestone
5. Site Hand-over &
Construction 07/06/2017
M#05
04/05/2017
Milestone 6. Handover (PC) 07/04/2018 End Q1 2018 04/08/2017
116. JLM Budget Strategy TWK:
• Destiny Housing Project:
• Advisory role for spatial planning (focus on Urban Design,
Landscape Architecture) and overall advice.
• Focus on the landscape in-between the housing
• Scenario planning for Destiny site with ASLA
• Support and consultation on the water systems
• Sustainable livelihoods strategies for the town from Landscape
Architecture and Natural Resource Management
• Working with DEA&DP (Jason Mingo – pilot project idea;
Catherine Bill – overall approach to river management; Ronald
Mukanya – EPWP) and TWK (DRM, TM etc.)
Destiny
117.
118. How is the crime situation compared to
same time last year?
36.1%
6.7%
12.4%
37%
27%
20%
14%
35%
33%
25%
19%
6%
6%
16%
2014 Baseline survey
2015 Annual survey
2016 Annual survey
Much worse
Worse
About the same
Better
Much better
28% same or
better
66% same or
better
68% same or
better
119. Villiersdorp intervention: 2014 to 2016 comparison
How does crime compared to same time last year?
October 2014 October 2016
120. OUTCOMES
Non Metro areas (Western Cape) migrant labour town (Villiersdorp)
• Significantly improved safety 68% state safety has improved since 2014
• Institutional Benefits
• Area Coordinating Team that leads implementation, working group around
sustainable development of whole town that includes Destiny as large scale
housing project into a sustainable development – find ways of balancing
municipal finances
• Social benefits
• Anti Gender based Violence support, Support to local ECD facilities and 1st
1000 days programme, Voluntarism via Chrysalis and NHW
• Economic benefits
• 39 local income opportunities (local research, Chrysalis) since July 2014,
1391 local labour days worked, LED Action Plan jointly developed,
partnership approach to maximise skills development opportunities –e.g.
security training, supply chain training, branding material
121. OUTCOMES cont.
Non Metro areas (Western Cape) migrant labour town (Villiersdorp)
• Cultural Benefits
• 19 local projects supported via Social Development Fund –i.e. ECD, LED,
Sports, Youth, Community festivals reaching 2066 beneficiaries, approx. 350
youth reached via Placemaker Activation and partnership with local school
• Infrastructure benefits
• Introduce an activity street in the lower income area with 3 key public
facilities to improve service provision and public safety
122. VPUU = PROTOTYPING SAFE AND SUSTAINABLE
NEIGHBOURHOODS IN LOCAL CONTEXT
Joint Learning and Mainstreaming
• Alcohol Harms Reduction– local driven shebeen monitoring
• After School Game Changer
• PSG 3
• Research Partnerships
123. Ease of access is linked to violence
• A review of 21 out of 23 studies that
assessed the association of outlet density
and alcohol-related outcomes in on-
premises outlets found a positive
association between alcohol high
densities and alcohol related harms
(Cambell et al, 2009)
• Philadelphia: Higher densities result in
high violence rates even when poverty
taken into account (Philladelphia Dept of
Public Health, 2016)
• New Jersey: In a study of, researchers
found that a 1% decrease in outlet
density would result in the same level of
violence reduction as a 8% increase in
employment
• There is a risk that a reduction in alcohol
outlets in informal settlements (Favelas)
in Sao Paulo could result in a
concentration of patrons in existing
outlets and therefore increased violence
between patrons (Laranjeira, 2002)
124. Approaches to restrict access
• Compliance Restrictions: Limits imposed on basis of appropriately zoned sites and
compliance with infrastructure, design, health, safety, number standards
• Geographic Restrictions: Limits the number of alcohol outlets per specific
geographic unit. Limits the clustering of liquor outlets in high density areas
• Population-Level Restrictions: Limits the number of alcohol outlets per population
• Commercial Restrictions: Establishes a cap on the percentage of retail alcohol
outlets per total retail businesses in a geographic area—another method to
address clustering and promote retail diversity.
• Time Restrictions: Limits the location and operating hours of alcohol outlets.
• Impact Restrictions: Determines number of licenses and trading standards on
basis of levels of crime and violence, effect on neighbours, quality of life
125. AHR, Focus Paarl East
- Shift in safety: community feels safer; Decrease in SAPS crime stats in
AHR areas (association not cause is claimed)
- NHW is well-known community structure, performing range of
activities
- NHW collects data on community/outlet level: We can track
incidents, map them, give feedback, hold public meetings, link to
range of Depts, NGO’s, local structures
- NHW in AHR areas are in process of accreditation, ensured support
from SAPS, local govt, DoCS, Liquor Authority, performance
management system in place
- progress on alternative activities and income streams
Overview
126. Paarl East: How is crime compared to this time
last year?
Much worse
Worse
About the same
Better
Much better
43.3%
8.2%
11.3%
14.6%
9%
23%
15%
15%
28%
27%
35%
32%
11%
35%
23%
33%
8%
7%
16%
5%
2014 Baseline survey
2015 Annual survey
2016 Annual survey
2017 Quarterly survey
127. Paarl East intervention: 2014 to 2016 comparison
How does crime compared to same time last year?
October 2014 October 2016
129. Paarl East: Community Awareness of VPUU and
related projects
OVERALL Chicago Dalvale Fairyland
New
Orleans
Smartieto
wn
VPUU programme 28,8% 46,2% 35,2% 36,1% 33,3% 15,4%
Neighbourhood Watch 70,3% 62,4% 44,4% 86,1% 50,0% 81,1%
Mobile safety kiosk 40,7% 32,3% 46,3% 55,6% 33,3% 40,8%
VPUU offfice 24,7% 41,9% 31,5% 27,8% 33,3% 11,8%
Young Place makers 16,8% 36,6% 16,7% 8,3% 33,3% 6,5%
Walking bus 27,5% 75,3% 25,9% 2,8% 41,7% 5,9%
Social Development Fund (SDF) 15,7% 34,4% 16,7% 5,6% 33,3% 5,9%
Youth and lifestyle Centre (YLC) 12,6% 31,2% 13,0% 2,8% 33,3% 3,0%
Community Action Plan (CAP) 11,5% 29,0% 9,3% 2,8% 33,3% 3,0%
Community facilitator 12,6% 30,1% 13,0% 2,8% 33,3% 3,6%
Safe Node Area Committee (SNAC) 11,8% 26,9% 13,0% 2,8% 33,3% 3,6%
Alcohol Harms Reduction project
(AHR) 11,0% 25,8% 13,0% 2,8% 33,3% 2,4%
Reference group meetings 11,5% 29,0% 9,3% 2,8% 33,3% 3,0%
130. Evidence shows that community knows local NHW
and is aware of Safety Kiosk
Kiosk and NHW are
well regarded locally
with 4.4/5 ranking
(highest).
Initial resistance to
accept shebeen
monitoring, walking
bus and kiosk is slowly
overcome.
131. Evidence of reliability in the survey findings
Awareness of NHW higher in Fairyland (blue) –
local NHW performs mainly patrolling function
Awareness of Walking Bus higher in Chicago (blue)
– local NHW performs mainly Walking Bus function
132. SAPS: AHR areas reduction of crime by 10%
Extract from SAPS Crime Statistics Paarl East (confidential)
Area 2015 2016 2015 v 2016
Milky Town 26 28 108%
Fairyland 8 9 113%
Gorenheuwel 37 41 111%
Smartie Town 57 35 61%
AHR Areas 128 113 88%
Chicago 100 97 97%
VPUU Areas 228 210 92%
Overall 12% reduction in past year across all AHR areas
No proof that it is because of AHR, however indicative for change and impact
133. Consistent data collection on outlet level: Monitoring
Visits and Incident Reporting
Cabinet level inter-sectoral support
Lever 1: Community Based Action
Lever 2: Alternative activities
Alternative income streams
Lever 3: Referral pathways for support
Brief motivational intervention as part of
trauma treatment
Goal: 10% reduction in alcohol-related (contact) crimes
as per SAPS crime statistics.
Reduction in access through fewer outlets
Reduction in number of unlicensed outlets
AHR requires regular monitoring of all liquor
outlets:
- Opening times, closing times, and no sales
to those under 18 yrs.
NHW in DRK collects this on regular basis
135. Fairyland NHW have made a total over 1461 visits
to 66 outlets (Jan-April) to check compliance to
House Rules.
Average of 6 visits per month per outlet, using
random sampling
Visits per outlet January – April 2017
138. Using maps for Outlet compliance rating
Identify areas of
higher risk and
non-compliant
outlets
Information needs
to be validated in
public meetings
NHW=source of
valid data
139. Location and
frequency of incidents
used to generate
codes for streets.
Greater impact from
patrolling ‘ darker’
streets.
Using maps for Outlet
compliance rating
141. Count of start Alcohol involved
types of incident no not_sure yes Total reports
theft 26% 4% 2% 31%
assault 20% 2% 2% 24%
bad_debt 13% 0% 0% 13%
house 7% 2% 2% 11%
murder 6% 2% 0% 7%
suspicious 0% 4% 0% 4%
animal_abuse 2% 0% 0% 2%
weapons 2% 0% 0% 2%
robbery 2% 0% 0% 2%
stolen car 0% 2% 0% 2%
public_disturb 0% 2% 0% 2%
Total reports 77,78% 16,67% 5,56% 100,00%
Incident Reporting related to Alcohol
Count of start Alcohol involved
types of incident no not_sure yes Total reports
assault 18% 8% 9% 34%
theft 23% 5% 1% 29%
bad_debt 15% 2% 0% 17%
house 8% 3% 1% 12%
public_disturb 2% 0% 1% 3%
rape 1% 1% 1% 2%
mugging 1% 0% 1% 1%
murder 0% 1% 1% 1%
weapons 1% 0% 0% 1%
suspicious 0% 1% 0% 1%
Total reports 67,23% 19,21% 13,56% 100,00%
Crimes related to Alcohol, Jan-April 2016, all AHR
Crimes related to Alcohol, Jan – Mar 2017, all AHR
67%
20%
13%
Incidents related to Alcohol - Fairyland
no
not_sure
yes
56%
28%
17%
Incidents related to Alcohol - Gunya
no
not_sure
yes
142. Regular feedback
Maintaining and improving
performance depends on
feedback and joint
discussion
Use a method and
language that everybody
can understand
Focus on video and data
visualisation / sculptures
145. Alternative Activities
1st Pool Tournament great success:
- Goal: House Rules Awareness Drive and
Youth Alternative Engagement
- 60 NHW from Chicago, Hillside, Gugulethu,
Nyanga and Khayelitsha engaging in
various duties
- 12hour activity: From 8 am until 8pm
- 6 teams took part: +/- 600 people engaged
- All participants received caps, biscuits,
water bottles and certificates. 1st and 2nd
prize winners… branded t-shirts.
Winners…pool sticks and trophy
- Will be quarterly activity – linked to
weekly Friday events
- Strengthen relationship between YLC
Harare and YLC Paarl East
- Library to be used for evening poetry
sessions
147. Alternative Income Streams
Business idea generation Workshop
Participants: 10 Outlet owners and SNAC
Outcomes:
1. A takeaway outlet combined with an
internet café – which will provide career
guidance, cv writing help, free internet usage
and games for fairyland youth.
2. An ECD which will include taking care of
pensioners – they envisioned pensioners
sewing, knitting and getting involved in money
generation activities
3. Agricultural project
4. Sewing school for the youth, which will also
provide some sort of high school completion
for youths who did not complete school.
5. Cinema and PlayStation
149. Status of AS GC DRK
• Slow progress
• Challenges related to slow progress
– High level agenda & site selection not understood or
accepted by NOSS
– Collaboration site more difficult to get started than ‘silo’
site
– Did not listen carefully enough to resistance
– 4 VPUU staff and MOD Centre Manager left or resigned
– Local leadership (SNAC) emergence positive and
conflictual
• Have therefore been too unreliable to build trust
• 30+ NHW members contracted, Accreditation under way
• We are learning, we are earning support, we can still make a
success in 2017
AS report to GC 170508
150. Paarl East Collaboration Site – Strategy
Overview
AS report to GC 170508
Sport, academic, wellness, psychosocial
support
Self esteem, peer learning, positive social
behaviour, Reduced substance abuse
Link to income generation and skills
development
Safe space for kids and NGO’s
151. YLC structure
AS report to GC 170508
Youth Lifestyle Centre (YLC)
Holiday Programme Alternative ActivitiesAfter Schools
Stakeholder delivery Stakeholer deliveryStakeholder delivery
Shared participation data…….. Shared success………………capable positive youth
Placemakers and Neighbhourhood Watch
152. Goal of the After School Game Changer
AS report to GC 170508
Learners have opportunities to
participate regularly in
structured and sustained after-
school activities. Goal of the Holiday Programme
Children between 7 and 18 have a
safe, healthy, stimulating place to
go to during school holidays.
Young adults between 18 and 35
have safe, healthy, entertaining
and exciting things to do on
weekend evenings and public
holidays.
Goal of Alternative Activities
153. Targets of the After School Game Changer
AS report to GC 170508
2018 Enrolment target 1500
Participation target 600 twice a week
in term time
Improved retention, pass marks,
mastery
(1200 registrations, 400 regularly
participate in 2017)
Targets of the Holiday Programme
SNAC to convene
Demand-led activities on Friday,
Saturday evenings, Public Holidays
Target 500 in 2017
Linked to 10% drop in crime
Targets of Alternative Activities
154. M&E for afterschool activities
• NOSS teaching staff and MOD are fully supportive:
• All pupils receive consent form to take home from class teachers
• On return of signed form receive key ring with QR code linked to
CEMIS (complete end May)
• Other participants captured on paper until regular… then added to
QR list
• Teachers and coaches taught to record participants using ODK
which scans QR codes
• Data via ODK Aggregate site currently downloaded as Excel, but
will go direct to SalesForce (end May)
• Customised SalesForce dashboards to display any required reports
– Enrollment per grade, per activity
– Participation per grade, ?class, activity
• Plan weekly performance feedback and link to/expand existing
NOSS/MOD incentives strategy
AS report to GC 170508
155. Scope of afterschool activities
NEW ORLEANS SECONDARY AFTER SCHOOL ACTIVITIES
TIME Monday Tuesday Wednesday Thursday Friday
INTERVAL Chess Chess Chess Chess Chess
14:30 - 15:00 Table Tennis Soccer Table Tennis Soccer
Basket Ball Table Tennis
15:00 - 15:30 Table Tennis Soccer Table Tennis Soccer
Rugby Table Tennis Table Tennis
Rugby
15:30 - 16:00 Table Tennis Soccer Hockey Soccer
Hockey Table Tennis Table Tennis
Rugby Hockey
Rugby
16:00 - 16:30 Hockey Table Tennis Hockey
Hockey
16:30 - 17:00 Hockey Table Tennis Hockey
Hockey
17:00 - 17:30 Soccer
17:30 - 18:00 Rugby
AS report to GC 170508
156. Non-Sport Activities
AS report to GC 170508
Spelling Bee (Afrikaans and English)
School Newspaper
Afrikaans Debate
Youth Enterprise Society
Model UN Debating
Moot Court
Miss New Orleans
School Choir
Noodhulp (First Aid)
These activities are not provided on a regular and consistent basis.
They are provided to the learners as needed (for competitions and
generally take place within the period of one term.
157. Summary and Proposal
• Number of lessons learned about Collaboration Sites
• Wide range of stakeholders now aligned within one framework
• Active support from NOSS results in more rapid progress
• Aligned holiday and Alternative Activities (AHR Lever 2) both involving
NOSS to greater or lesser degree
• NHW contracted to support all activities. Container rehab quotes.
• 1 months to reach 900 registrations
• 3 months to reach 300 regular participants
AS report to GC 170508
158. PSG 3 Better Spaces
• Based on Paarl East model a scaling up strategy was to be developed
• VPUU CEO part of the HOD forum to develop the strategy
• Openness, respect and mutual learning were established
• A Task Team, working group was set up to work out the details
• Provincial Top Management approved the process
• Clearest process to replicate the VPUU methodology to date
159. PSG 3 – Better Spaces
• Proposed framework:
– Common Purpose:
• healthy, inclusive, safe and socially connected communities through a whole
of society approach that empowers individuals, families and communities to
take ownership of their own destinies.
• The concept of provides a galvanizing framework for Government and Civil
Society Organizations to “collectively” deliver “Public Value”.
– Situational Analysis:
• Desktop analysis:
• Stakeholder analysis:
• Community entry and engagement:
• The community entry and engagement strategy will be navigated via
credible local NPO (and/or other Civil Society) partners., taking cognizance
of and building on pre-existing arrangements in each of the geographic
areas.
• Conducting a community survey is an important step to establish a culture
of co-creation with local community members.
• Write-up and sign-off
160. PSG 3 – Better Spaces
• Proposed framework:
• Gap Analysis:
• Co-created common purpose:
• An important first step is the co-created common purpose (see
item 2(a)(iv)), in each of the geographic areas.
• The Gap Analysis will be done comparing the “current reality”
against the “common purpose”, in a participatory and iterative
process.
• Prioritization:
• short-term, medium-term , and long-term solutions.
• The prioritization exercise should ideally be aligned to or build
on the IDP process in each local geographic area.
• Align to legislative mandates:
• An MOA might be useful to this end.
• Dynamic solutions:
161. PSG 3 – Better Spaces
• Proposed framework:
– Work Plans:
• Development of the work plans:
• Communication:
• Area-specific plans:
• Alignment across the 4 areas:
– Governance:
• Decision-making and Accountability:
• A formal decision-making and accountability mechanism (including a clear
dispute resolution mechanism)
• A clear Monitoring and evaluation framework is required to allow for
evidence led implementation.
• Co-ordination:
• Provincial level
• District/Regional level
• Local level
• Formalization of Local Government involvement
162. PSG 3 – Better Spaces
• Proposed framework:
– Project Teams:
• Provincial Technical Committee:
• The following members have been confirmed to serve on a provincial
technical team:
• D Newman-Valentine – Technical Advisor, PSG 3
• JC Stegman – Dept. of the Premier
• F Wust – Dept. of Environmental Affairs and Planning
• H Eliot – Dept. of Transport and Public Works
• W Carelse – Dept. Local Government
• Y Pillay – Dept. Community Safety
• M Krause – VPUU
• S Naicker – WCED
• K Cloete – Dept. Health (convenor)
• Project team in each geographic area:
– Linkages:
• PSG 1:
• PSG 4:
• Work Groups 3 & 4 PSG 5:
165. Participatory – Co design
VPUU
NPC
Community WCG
Safe Community Action Plan
CoCT
Project Implementation
Impact on Quality of Life
DEMAND DRIVEN and NEGOTIATED
Whole of society approach = New service delivery model defined via Citizens
HOW
166. Structure
Intermediary
VPUU NPC
Community
WCG
Safe
Comm
unity
Action
Plan
Municipality
Neighbourhood
Funder based on deliverables and
outcomes
WCG - Oversight, Monitoring, Support,
Enabler, Co-manage, Co-funder
Municipality – Co-implementer,
Co-funder, Monitor, Recipient of goods
and services
VPUU NPC – Public Benefit
Organisation, Implementer, Negotiator,
Intermediary, Trainer
Community – Active partner,
Co-creator, Monitor, Recipient of goods
and services
I
D
P
Funder
HOW
Intermediary partners with
public sector and community
169. Mature and representative local leadership,
Baseline Survey
Stakeholder Identification, Audit, Analysis & Portfolio
Election through participatory process
Social Compact,
Profiling
Stakeholder
Formation
Leadership
Capacitation
Community
Profile/
Baseline Survey
Community
Action Plan
Leadership Training and On-going Mentorship on
developmental processes
Identification of Community Needs, resources and
challenges with engaged leadership
Creation of local strategy interventions addressing
community profile and baseline survey results
COMMUNITY PARTICIPATION
170. • CAP provides open and transparent participatory
process where community leaders plan, strategies on
bread and butter which are inline with the broader
municipal needs
• Area based tool for municipality to focus on
accountable implementation and works across ward
boundaries
• CAP helps municipality to achieve its objectives in the
IDP by having active citizens who hold everyone
accountable on deliverables
Community Action Plan – IDP Link
171. VPUU Institutionalisation
Local Municipality:
• In all IDP’s of the
Municipalities we work
• Policy input in Cape Town
(ECD, Social Crime, Urban
Design)
• Area Coordinating Teams,
Provincial
• Provincial Strategic Goals,
• Implementing agents for
Alcohol Harms Reduction and
After School Game Changers
• Executive Meeting with HOD
on quarterly basis
National:
• Outcomes 3 and 8
• Link to Integrated Urban
Development Framework
• The Art of Precinct
Management
Internationally:
• UN HABITAT City laboratory
for safety
• Lee Kuan Yew World City
Award 2012 Merit of Award
172. VPUU Institutionalisation: Current Situation
Local Municipality:
• Mayoral Urban Regeneration Programme, MURP / VPUU
• 13 Neighbourhoods
• Mayoral Sub Committee
• Area Coordinating Teams
• Community Steering Committees / Ward Committees
• Community Action Plans / mini-IDP’s
• Public Investment Frameworks
• Team – Area Coordinators
• Team – Specialist Support
173. VPUU Institutionalisation: New Developments
Local Municipality:
• Organisational Development Transformation
Programme, ODTP
• Introduction of an area based service delivery model
• City divided into 4 districts
• Each with 6 Sub Councils
• Each has 1 Portfolio Committee
• 1 Portfolio Chair
• Shift from sectoral sectoral and area based
• 1 MAYCO Member per district (4 out of 11)
• Area Coordinating Team per Sub Council
• MURP / VPUU embedded in each of the 4 Districts
• Specialist support
174. VPUU Institutionali.: Area Coordinating Teams
ACT’s are responsible for Coordination and Oversight of
Urban Management within an identified area, with respect
to:
• Operations and maintenance
• Safety and security and law enforcement operations
• Informal trader management
• Integrated community engagement processes
• Coordinated tenant management
• Integrated Baseline analysis
• Community Action Plans / Area Strategies
• Area based budget coordination
• Area based coordination of implementation of capital
and operational projects and programmes
• Area based monitoring and evaluation
176. 1. Reduction in number of residents feeling unsafe
2. Reduction of violent crime
3. Sustainable use and operation of infrastructure provided in the
Cape Town programme areas.
4. Number of young people aged 14-35 in jobs and/or trainings
5. Increased self-help potential of the population
6. Positive social inclusion through the Social Development Fund.
7. Principles of VPUU workstreams (social, situational, institutional
and monitoring and evaluation) are mainstreamed within local and
provincial government departments.
8. 2 municipalities in Western Cape Province and the authorities of
CoCT apply the VPUU concept to reduce violence in townships
and informal settlements.
9. HIV/AIDS Prevalence rates is monitored in Programme Areas
Indicators
177. How do we measure our work?
IMPACT
Long-term,
indirect effects of
outcomes; hard
to measure; often
uncertain &
unpredictable
OUTCOMES
An effect/
Change that
occurred
because of a
programme
OUTPUTS
Direct and
immediate
results, products
or services
resulting from an
intervention
ACTIVITIES
Tasks/ work
performed to
produce specific
results/outputs
CURRENT M+E
INCREASE
REGULARITY OF
INFORMATION FLOW
INCORPORATE
MORE OUTCOME
MEASURES TO
OUR REGULAR
REPORTING
179. VPUU Impact - Harare
What Impact are we looking for?
• Perceived Safety
• Access to public spaces
• Utilisation of spaces
• Sustainability including financial
sustainability
But ultimately: Improved Quality of Life
180. 2012-2015 (VPUU own research)
VPUU Impact - Harare
In VPUU intervention areas (Harare,
Kuyasa, Monwabisi Park) 14% of
household respondents had a personal
experience of violence in the public
space past 12 months. Compared to
24% in non-VPUU areas.
Depression ratio within people living in
VPUU areas have been reduced
significant stronger compared to non-
VPUU areas over the 3 year research
2013-2015 (UCT research as part of
IDRC)
Rest
Khayelitsha
VPUU
Roads 49% 61%
High mast lights 55% 72%
Electricity 64% 79%
Refuse removal 70% 81%
Water taps 64% 84%
Toilets 41% 53%
Satisfaction rates residents
infrastructure and services
182. VPUU Findings – Harare monthly household survey
Perception of Safety of residents (VPUU monthly household survey)
1
2
3
4
5
SAFETYSCALE
Perceived safety, neighbourhood day time
January 2014- August 2016
1
2
3
4
5
SAFETYSCALE
Perceived safety, neighbourhood night time
January 2014- August 2016
183. 0
0.05
0.1
0.15
0.2
0.25
0.3
0.35
0.4
0.45
2013 2014 2015 2013 to 2015
%CES-D≥10
Khayelitsha Intervention Khayelitsha Control
Participants in Harare scored lower than those in other areas of Khayelitsha
Depression has decreased over the past three years
UCT Survey – Mental Health Scores
188. OUTCOMES
Metropolitan area – Formal Township
• Significantly improved safety = 25% higher, murder minus 53%
• Model intervention of holistic and integrated development
• Nationally and internationally recognized multi-sectoral intervention
• Infrastructure benefits
• Public facilities worth R135 million constructed
• Social benefits
• Anti Gender based Violence support. Legal Aid, ECD, Life Long Learning
via House of Learning, Voluntarism via Chrysalis and NHW
• Economic benefits
• 54 high standard rental spaces fully occupied, tenants provide more than
200 jobs, 83% rental payment that goes back into management of spaces
• Cultural Benefits
• Social Development Fund projects, Youth development programme
• Institutional Benefits
• Mature local leadership forum working in cooperation with VPUU as
intermediary and government to improve Quality of Life
190. VPUU Impact - Harare
R 0.00
R500 000.00
R1000 000.00
R1500 000.00
R2000 000.00
R2500 000.00
Jan-Jun12 Jul-Dec12 Jan-Jun13 Jul-Dec13 Jan-Jun14 Jul-Dec14 Jan-Jun15 Jul-Dec15 Jan-Jun16
Rental Income Expenditure of facilities
17%
Jan-Jun12
Expenditure of facilities Rental income
28%
Jan-Jun14
Expenditure of facilities Rental income
31%
Jan-Jun16
Expenditure of facilities Rental income
191. KfW funds used to prototype, test innovation = small
infrastructure, social projects, external professional team
KfW funds have enabled leveraging for integration,
sustainability, quality of life and community safety
CoCT and National funding used to fund capital
infrastructure mainly
NDPG has been primary source of National Grant funding
USDG / ICDG secondary sources
City own funding – operational projects and
sustainability
Over time the portion of social interventions has risen on
City side.
FUNDING
192. • Practical Way to achieve citizenship
• Example of partnership between public
sector, community and intermediary in
service delivery in spatial
transformation on neighbourhood level
• Scale
• Examples
• Strategy- Menu and Financial modelling
• Impact, scaling up
CONTRIBUTION
193. Negotiation & trust building vs engineering exercise
Social process for spatial transformation vs
delivering a product
Trusting the area based methodology and process
Process versus pre-conceived historic solutions
Driving integration
Well being through improved quality of life for citizens
A developmental state requires incremental policies
that progressively evolve towards the realisation of the
Bill of Rights
Sustained partnerships between Communities, public
sector and intermediaries to create jobs and
sustainable neighbourhoods
Key success factors
194. Have a strong and inclusive vision
Work on a human scale within intervention, project and
programme
Partnerships on all levels
Competent leaders – community, political, business,
professional team
Work incrementally
Move from Input measurement (timesheets, financial
resources) to output and outcome measures (changes made
in community, in public sectors approach of engagement,
systems approach)
Intermediary as independent partner and implementing agent
Data driven – evidence based
Key success factors
195. TRANSFORMATION DESIGN
• as HUMAN-CENTERED, INTERDISCIPLINARY PROCESS
• to CHANGE BEHAVIOUR AND SPATIAL FORM – of individuals,
systems and organizations for socially progressive ends.
• MULTI-STAGE, ITERATIVE PROCESS applied to big, complex issues
• to EXAMINE PROBLEMS HOLISTICALLY
• SUCCESSFUL PROTOTYPING then going to scale
• Projects result in the creation of NEW ROLES, NEW
ORGANIZATIONS, NEW SYSTEMS AND NEW POLICIES.
– Testimony of this being the VPUU NPC as Project
Implementing Agency and dedicated vehicle to drive
implementation
197. • Transformation is possible, results show this two thirds to three
quarters acknowledge an increase in safety after 2,5 years
• 10 year intervention is required
• Context, analysis, human scale, reiterative co-creational process,
relevance
• Prototyping full model or elements
• Sustainability on various levels
• Individual = livelihood
• Project level = group, collective
• Programmatic level - systemic level
• Intermediary is key as independent facilitator between
government and citizens for social compact, implementation,
M&E, and follow through
• Safety is a fundamental human need
• Multi sectoral intervention
• Clear and predictable strategy
SUMMARY
198. 199
AHT Team Leader, now CEO NPC Mr
Michael Krause
1970, urbanist, since 1995 working in SA,
among others, with tonwship upgrading and
urban development.
Since 2006 Team Leader for VPUU, since
2013 CEO of VPUU NPC.
199. 200
Thank you for your interest, the
discussion and your particpation!
For further information, please contact
Udo Lange
Project Manager
AHT GROUP AG
Management&Engineering
Huyssenallee 66-68
D-45128 Essen
Tel. +49 201 2016 214
lange@aht-group.com
