1. CITY OF JOHANNESBURG
STRATEGIC PLANNING IN JOBURG – MORE THAN A TOOL FOR ECONOMIC TRANSFORMATION
By: Zayd Ebrahim
The review process began with Central Strategy Unit commissioning fourteen position papers defining key strategic priorities and indicators across major sectors; education, housing, community perceptions, community development, economic development, water, energy, public health, environment, institutional development and governance, infrastructure, spatial planning and urban management. Each position paper was made available and presented at the ‘What the Future Holds’ workshop in July 2010 which provided an opportunity for experts to discuss and debate key strategic issues. The CSU also commissioned a 5 year demographic modelling research report that modelled population growth , in addition an infrastructure growth modelling exercise with 10 year time horizon was also undertaken. The data and research findings were analysed and captured internally and are presented in this review. This year long research process involved rigorous study and interrogation by all units within CSU and various consultations with sector departments.
The first round of consultations took place at the 1st Budget Lekgotla held in October 2010, this provided an opportunity to present the research analysis and position papers. Presentations made at the Budget Lekgotla provided insight into sector department priorities, key issues and challenges and informed this review.
More in depth collaboration and intelligence gathering of strategic planning processes of sector departments was undertaken during the first round of sector bi-laterals which took place in November Notes from these bi-laterals informed the write up of the strategic thrusts. The 2nd Budget Lekgotla held in February 2011 was again an opportunity to present work and receive comment and feedback, additionally at this time sector departments had begun to refine their strategic plans and these presentations and discussions with sector departments again informed the development of the strategic thrusts.
Process moving forward defined by intensive public participation

2. PRESENTATION STRUCTURE:
UNDERSTANDING THE CITY
CHALLENGES
OUR RESPONSE
OUTCOMES AND EXPECTATIONS
MOVING FORWARD

3. JOHANNESBURG IN CONTEXT
UNDERSTANDING THE CITY
JOHANNESBURG IN CONTEXT
Population of Joburg was at 3.9 million in 2010
Still remains South Africa’s economic powerhouse – concentration of large industries and businesses
Johannesburg generates 16% of South Africa's GDP and employs 12% of the national workforce
Johannesburg is divided into seven regions
Attractive to large migrant population –local and foreign

4. EVOLUTION OF STRATEGIC PLANNING IN JOBURG
UNDERSTANDING THE CITY
EVOLUTION OF STRATEGIC PLANNING IN JOBURG
Strategic planning is a well-entrenched practice in Johannesburg
Joburg 2030 was an ambitious attempt in 2002 to link long-term economic planning to long-term growth for the City
The City’s Human Development Strategy (Social development focussed) adopted in 2005 focussed on a pro-poor approach with targeted interventions for those at the doorstep of poverty
The 2006 Growth and Development Strategy (GDS) was a fresh attempt at balancing pro-growth and pro-poor interventions for a city constantly in change
The reviewed 2011 GDS reaffirms the developmental approach of the City’s development trajectory and proposes a new, fresh and contemporary perspective -it aligns to National Government's New Growth Path (national economic plan) aim of assisting to create five million jobs by 2020 and bring unemployment rate down to 15 per cent.
The 2011 GDS is a document that covers the critical problems that face the city and proposes solutions for them, as Joburg emerges as the leading African City in financial, social, spatial and environmental terms

5. JOHANNESBURG’S CHALLENGES
WHAT WE NEED TO DEAL WITH
JOHANNESBURG’S CHALLENGES
Population is increasing at a decreasing rate - In the next 5 years, Joburg would have to accommodate 10% more residents but the population is not growing as fast due to high infant mortality and HIV/AIDS.
Service delivery must continue to ensure demand of services effectively meets supply –taking into account critical funding gaps and affordability
Demand for services is located in informal settlements- approximately 180 settlements mainly concentrated in the south of the city
Johannesburg’s faces a quadruple resource challenge; water, electricity, fuel and food
There are structural barriers to the economy that manifest in Johannesburg - while still competitive, excludes large numbers of the workforce

6. JOHANNESBURG’S CHALLENGES cont…
WHAT WE NEED TO DEAL WITH
JOHANNESBURG’S CHALLENGES cont…
Acute skills shortages exist in most sectors of Johannesburg’s local economy.
40% of Johannesburg’s formally employed are unskilled or semi-skilled, 45% are classified as skilled and only 14% of the total working population are highly skilled.
Characterized by high levels of inequality - 4 types viz: Income inequality, wealth inequality (assets formulation), social inequality (access to social and cultural services), spatial inequality (access to the built environment)
Evidence of climate change impacts – more flash floods, increased rainfall in off-season months, unexpected weather patterns emerging
Greater number of people, more private vehicles on the road – increased traffic congestion and greater maintenance and rehabilitation of road infrastructure

7. OUR RESPONSE Joburg’s 2011 GDS Paradigm GOVERNANCE
The 2011 GDS reaffirms the developmental approach of the City’s developmental trajectory
This GDS charts the long-term strategic course, and makes some of the bigger, overarching decisions about what to emphasise if the City is to accelerate growth and development
The paradigm balances Socio-economic development, sustainable environments and the delivery of services under the umbrella of ensuring effective governance
Sustainable Environments
Socio-Economic development
Service Delivery
GOVERNANCE

8. Guiding Principles – supported by the paradigm
OUR COMMITMENT & APPROACH
Guiding Principles – supported by the paradigm
1. Support the Poor
2. Sharing economic opportunities
3. Sustainable Human Environments
4. Resource Security & Environmental Sustainability
5. Achieving social inclusion
6. Good Governance
Sustainable Environments
Socio-Economic development
Service Delivery
GOVERNANCE

9. 2. SUSTAINABLE HUMAN ENVIRONMENTS
EXPECTED OUTCOMES
The GDS takes into account measurable and relevant indicators to track
The City instituted a Performance Management System to measure operational impact and outcomes of the medium-term strategic plan (IDP)
These are in line with the goals of the revised GDS
Key outcome statements related to the guiding principles are addressed below:
1. GOOD GOVERNANCE
Improved customer satisfaction, improved credit rating, eliminate corrupt activities and increased participation by citizens.
2. SUSTAINABLE HUMAN ENVIRONMENTS
Improved quality of life for all. This establishes itself through higher life expectancy, literacy and income per capita (a higher human development).

10. 3. REDUCED ECOLOGICAL FOOTPRINT
EXPECTED OUTCOMES
3. REDUCED ECOLOGICAL FOOTPRINT
The City must be environmentally friendly to preserve the natural environment and resource base of the future generations
4. PRO-POOR SUPPORT
Pro-poor support measures also ensure that communities are built where the proportion of people living below poverty line is as low as is possible.
Efforts to support the poor will lead to communities where income inequality is reduced as much as possible.
5. FACILITATING JOB CREATION & ECONOMIC GROWTH
Imperative to ensure that the growth of the local economy is controlled in job intensive sectors with adequate up-skilling to meet demands for the economy

11. EXPECTED OUTCOMES – 5 YEAR SECTOR FOCUS
Vision
A city economy that plays a role as the key economic hub on the continent, and a national economic growth leader, by ensuring sustained shared growth that benefits all.
Long-term goal
strategic areas
Strengthen and protect key local economic sectors
Facilitate economic sector skills demand and supply
Promote innovation and green economic practices
Facilitate the extension of cost effective broadband ICT infrastructure to all businesses
Strengthen, grow and protect emerging economic practices, SMMEs and the Informal sector
SMME funding and financial support
SMME business support in marginalised areas
SMME and informal trader education and skills development
Improved public-private and public-public collaboration Leverage CoJ procurement to support emerging businesses, BBBEE, women, youth, etc
Intergovernmental and international relationship building and investment promotion
Identify and promote investments in line with a Joburg-wide Investment Portfolio and the UDZ
Promote niche-market tourism opportunities
Promote improved business infrastructure services and assets
Expand Fresh Produce Market (JFPM) operations to support SMMEs and contribute to food security
Strategic spatial planning to guide development/re-development
Public investment framework to guide development/re-development
Assessment of tariff model to ensure equity, affordability and competitiveness
Facilitate job creation
EPWP, internships and learnership support focusing on the Youth Labour-intensive infrastructure projects – youth focus/linkage to ESP/job pathways
An efficient and effective economic information service that meets the standards of a World-Class African City
Maintenance and dissemination of economic information
Undertake strategic economic research and surveys to empower decision-making

12. MOVING FORWARD
Joburg’s long term strategy is more than just a tool for economic development – various social, spatial, environmental and financial components are strategically aligned
The City of Johannesburg remains committed to continued economic growth - Joburg was shielded from the economic downturn of 2008/9; but not immune as most job losses were in the informal sector – this was largely attributed to the construction boom as a result of the 2010 FIFA World Cup
Whilst it is necessary that the City evaluates its strategic direction given the ever changing global and local context, its economic development outcomes will never be compromised