Gauteng Global CityRegion

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October 2006
Gauteng Global City-Region
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Structure of the presentation

• Background of the Gauteng Global City-Region
  Perspective
• Objective
• Identified options to develop a successful city
  region
• Cooperation
• Build trust and collaboration
• Flexible functional boundaries
• Governance model
• Proposed approach
• Improved coordination
• Identification of flagship or high level
  initiatives
• Embed the concept
• Measure progress

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Background

• Nov 2003 GIGF meeting noted
• the need for the development of a common
  Gauteng region that is both globally competitive
  and smart and the need for improved mechanisms
  of integration and intergovernmental relations
  at the same time recognising the different
  nature and capacities of districts and
  municipalities
• May 2004 EXCO adopted a resolution
• ..building Gauteng into an integrated and
  globally competitive region where the economic
  activities of different parts of the province
  compliment each other in consolidating Gauteng as
  an economic hub of Africa and internationally
  recognized global city-region
• PCF meeting of the 23 May 2004 identified the
  creation of an integrated globally competitive
  region as an intergovernmental priority

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Gauteng and A Changing World

• The decision to strengthen Gautengs position as
  a Global City-Region (GCR) is influenced by
• Exposure to global forces
• Globalisation has fundamentally changed the way
  in which the world economy operates...and one of
  the changes is manifested in the rise of large
  city regions.
• While the nation state remains key, there is a
  resurgence in region-based forms of economic and
  political organisation.
• They are command centres in national,
  international political and economic arenas, and
  regional motors of the global economy
• They have become engines of economic growth in
  the global economy, as well as centres for
  diversity and change
• Examples include
• In developed countries Greater London
  (commanding 30 of the national GDP and Dutch
  Randstad (commanding 51 of GDP)
• In developing countries Pearl River Delta, Sao
  Paulo, South Africa

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Where are we now?

• Current global competitiveness trends position
  Gauteng as a continental economic centre we
  dominate Africa, and are fairly well connected
  globally
• Our assets are good better Human Development
  Index than RSA, international company
  headquarters, global events and institutions
  (latest being FIFA 2010, Pan African Parliament),
  strong political leadership
• But our challenges are great Higher Education
  Attainment needs to be at 20 population to
  compete with knowledge based economies of the
  North (currently 12)
• Poverty, urban sprawl and inadequate
  infrastructure (public transport, power,
  information technologies) could inhibit growth

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What do we do?

• Individualism is not an option challenges of
  city-region cannot be met by cities competing
  against each other, or inefficient
  inter-governmental relations
• Mega-government top-down approach - is also
  inappropriate. Need to build cooperation and a
  networked approach to allow comparative
  advantages to flourish and minimise duplication
• Align and improve quality of planning and
  decision-making, especially on strategic economic
  infrastructure and development priorities
• Most importantly embed and deepen the
  city-region perspective across all our work

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What is the Gauteng Global City-Region
Perspective?

• Creative, novel and different way of addressing
  provincial and national challenges
• New way of looking at development in Gauteng
• Less emphasis on administrative boundaries more
  on functional geography, both social and economic
• Less emphasis on competition between
  institutions, more on collaboration
• Principle of cooperate internally to compete
  better externally
• It represents our best and most decisive step
  forward to respond to our challenges and in
  maximizing our contribution towards the national
  goal of
• halving poverty and unemployment in the next
  decade

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The City-Region Objective

• To build Gauteng into an integrated and globally
  competitive region where the economic activities
  of different parts of the province complement
  each other in consolidating Gauteng as an
  economic hub of Africa and an internationally
  recognised global city region

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Key success factors

• Successful city-regions have the following
  characteristics
• Strong leadership (decision-making capacity)
• A vision and strategy
• Effective institutional relations
• Strong economic clusters
• Connectivity/mobility (goods and people
  internal/external)
• Spatial coalition of partners working together
• Skills and human capital
• New knowledge (Higher education and research
  institutions)

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Our approach is one that is centred around

• Cooperation
• Guided by common vision and purpose
• Cooperate internally, compete externally
• All stakeholders thinking regionally
• Effective partnerships and inter-governmental
  relations
• Strong city-region institutional arrangements
• Balance between economic efficiency, equity and
  environment
• Clarity and commitment on city-region purpose and
  direction
• 2014 goals wholly or mostly achieved
• Building trust and collaboration
• Flexible functional boundaries
• Governance model

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Our course of action is based on four broad
themes

• Improved coordination
• strengthen cooperation among ourselves to compete
  better externally, unlock synergies between
  public private sectors, better partnerships
• Flagship /high-level initiatives
• including better links to Higher Education
  Institutions, 2010
• Embed the concept
• through engagement with stakeholders
• Measure our progress
• through monitoring, evaluation and benchmarking

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Implementing the Perspective Improved
Coordination

• Establish a coordinating institution
• PCF it represents the community of governance
  necessary to take forward governments role in
  tackling forward city region issues and provides
  leadership and stewardship for the development of
  the city region.
• Establish the Gauteng City-Region coalition
• Coalition of decision makers from government,
  business, labour and the community sectors to
  guide and monitor progress of the city region.
• Inter-city relations (Durban, PE, Cape Town,
  Maputo)
• Explore possibilities of cooperation with other
  cities
• Support the development of the Provincial
  Spatial Development in line with city-region
  requirements and improve coordination of
  development planning

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Improved coordination continued

• Identify priority areas
• Safety and security
• Transport infrastructure and authorities
• Integrated Safety and Transport System
• Sustainable human settlements
• Investment and tourism promotion
• Environment and sustainability
• Infrastructure provision

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Flagship/ High-level Initiatives

• Establish a City-Region observatory
• Strengthen emerging partnership with higher
  education institutions within the province to
  establish a City Region Observatory for applied
  research and improved data
• Development agencies in the city region as
  mechanisms for continued economic growth
• International experience indicates that
  development agencies offer models for assisting
  in city region growth and development
• Will initiate a review of the current and planned
  development agencies within city region asses
  the need for a specific city region development
  agency

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Flagship/ High-level Initiatives continued

• FIFA World Cup Finals South Africa 2010
• Strengthen opportunities for lasting legacy and
  city-region development
• Understanding the city-region economy
• The flows of goods, services, capital, companies,
  remittances and labour within and between
  Gauteng, the rest of the country and globally
• The competitive and comparative advantages among
  the municipalities of the urban core
• Linkages between the city-region, its
  neighbouring spaces and deeper hinterland,
  focusing on other urban growth areas,
• Building the Creative City-Region
• Better coordination to maximise impact of events,
  festivals, heritage assets and creative industry
  sector

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Embed the concept

• Ongoing discussions with all spheres of
  government, business, social partners
• National government
• Presidency, dplg, NT
• National support for solid economic and spatial
  understanding analysis, facilitate a shared
  development paradigm around GCR
• DTI
• Scenario development of respective sectors and
  clusters of the GCR economy and assist metros to
  build respective niche points (to prevent
  unnecessary competition)
• Provincial government departments and
  municipalities

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Measuring our Progress

• Monitoring and evaluation
• Develop robust indicators and mechanisms to
  assess competitiveness including
• Economic structure
• Territorial endowment
• Human resources
• Institutional milieu
• Benchmarking
• Select comparative international city-regions
  against which to measure performance

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Progress to date

• GCR perspective is gaining momentum
• Exco PCF (April/May 2006) move towards
  implementation and mandated for the following
• Consolidate and implement the road map
• Create conditions for the achievement of a
  metropolitan system of government
• Consider possible institutional statutory
  measures to govern the GCR

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The GCR Challenge

• The key challenge facing the GCR implementation
  is the identification of key features within the
  perspective that need to be unpacked and further
  developed namely
• The institutionalisation of the GCR
• building relevant human technical capacity, and
• the development and setting in motion a long term
  plan.
• Build and enhance technical policy capacity
  across departments and spheres of government.

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GCR

• THANK YOU!