1. Cities Support Programme II – An Agenda for Spatial Transformation
Honourable Ministers of Finance and Human Settlements, Mayor Tau, Fellow panelists and distinguished guests
I am taking a big picture view and not focusing on human settlements as a sector, but rather on the built environment as a whole.

2. Background to the Cities Support Programme (CSP)
Presentation Outline
Background to the Cities Support Programme (CSP)
Introduction to the CSP: The Spatial Transformation Agenda
Gear Change – CSP I to CSP II
Use of Public Transport as a Catalyst to CSP’s Spatial Transformation Agenda

3. Background to the Cities Support Programme

4. Background to the CSP (1)
Key element of government’s response to challenges of urban growth faced by South Africa cities
Premised on a need for large urban Metros to make a more focused contribution to national economic development and reduction in poverty as well as inequality
National Development Plan recognized that sprawling, low density and segregated land-use patterns in South African cities are economically inefficient; recommending a more integrated and spatially-focused approach

5. Background to the CSP (2)
CSP is a demand-driven programme
CSP as an umbrella programme covers a range of support mechanism to eight (8) metros and broader intergovernmental environment
Direct stakeholders of CSP include internal divisions within National Treasury and National Departments to ensure continuous, consistent and focus lens on challenges posed to and opportunities for urban growth.
A results framework focuses on: (1) positioning and managing fiscal framework that supports urban growth; (2) create an enabling environment in which cities can achieve long-term growth strategies and (3) supporting eight (8) cities with implementation of these strategies

6. Introduction to the CSP: Spatial Transformation Agenda

7. CSP Elements

8. CSP Components Area CSP Phase 1 Core City Governance Support
Human Settlements Support
Public Transport Support
Economic Development Support
Climate Resilience Support

9. Introduction to the Theory of Change
Average of 10 projects/
component 8
Metros

10. Strengthen CSP Team Structure
Operations Coordinator
Systems, monitoring & reporting
Finance & SCM
Programme
Manager
Strategic Support & Outcomes Management
Knowledge, stakeholder management & Communications
City Resilience Coordinator (DEA/DWS/DOE)
Economic
Development Lead
(dti/EDD)
Public Transport Lead
(DOT)
Human Settlements
Lead
(DHS)
fiscal and Governance Lead (NT/DCoG/DPME)
3 City advisors

11. CSP Placement within IUDF
Integrated Urban Development Framework Working Group
Cities Support Programme
ICM Support Programme
Small Towns Programme
Implementation Support Programmes
Development Partners Forum
Steering Committees
Land & Infrastructure
Spatial Planning
Land Gov & Management
Urban Infrastructure
Inclusive growth & dev
Human Settlements
Transport & mobility
Economic Development
Governance
Empowered Communities
Urban Governance
Sustainable Finances
Task Teams
Reporting Reforms
Urban Finance WG
Planning Alignment
Climate Resilience?
Econ Data
ERLN successors

12. CSP Stronger Governance Alignment Budget Forum / Council
City Budget Forum
City Coordinators Forum
Steering Committee
Implementing Partners Forum
IUDF Working Group
IUDF Political Steering Committee
CSP
Participating Cities
National Departments

13. Gear Change – CSP I to CSP II

14. CSP I Achievement
Strengthening policy clarity and consensus on the need for and approaches to urban transformation for inclusive growth (and policy reform)
Building consensus on a measurable outcomes framework to measure progress, including associated reporting reforms
Supporting policy & fiscal reform in the areas of human settlements and public transport
Strengthening city leadership, vision and plans
Supporting city catalytic programme identification and preparation
Introducing local fiscal reforms to support integrated city development
Building programme management capability for the CSP
Achievements to date

15. Institutionalisation
CSP II Focus
Institutionalisation
Implementation
Impact
CSP II Focus

16. Use of Public Transport as a Catalyst to the CSP’s Spatial Transformation Agenda

17. CSP I Public Transport Achievement
CSP Phase 1
Strategic financial review of Phase 1 Bus Rapid Transit (BRT), in particular regarding to affordability;
There is also clearer understanding of the financing challenges and substantial reforms successfully carried out to the Public Transport Network Grant (PTNG) budgeting process, including reforms to the application and budget analysis process;
Targeted support to specific cities on optimising their costs and enhancing revenues had led to a much clearer understanding of the financial implications of the systems;
The grant framework was also changed to write in the requirements for fiscal and financially sustainable integrated public transport networks – the PTNG is now divided into a capital and operation grant, as had been called for;
Developed guidelines for improving the quality of Integrated Transport Plans and to provide on-going support to the cities in developing their Integrated Public Transport Networks (IPTNs);
Conceptualised and initiated a capacity building program for the National Department of Transport (NDoT).
Achievements to date

18. Hindrances to Inclusive Economic Growth – Public Transport Lens – PT Policy
CSP Phase 1
Amidst positive progressive development in public transport policy that positions customer-oriented transport services a number of policy directives have not been achieved despite clear policy clarity
Integration (i.e. modal, spatial, institutional and planning integration) not achieved as yet;
Intermodalism (i.e. an environment which encouraged use of the most appropriate mode of transport for any particular purpose);
New sources of financing for public transport;
Public transport function devolution

19. Hindrances to Inclusive Economic Growth – Public Transport Lens – PT Institutional
CSP Phase 1
The NLTA (2009) transformed the scene for transport provision in South Africa by giving the responsibility of functions related to public transport to municipalities.
The NLTA (2009) also declared the role of national and provincial government in public transport to be that of providing support, coordination, regulation, monitoring and capacity building.
Currently, public transport services in Metros are not managed as a network, so modes of transport compete instead of complementing each other.
Additionally, the lack of integrated planning and public transport service delivery has been on a decline.
There is consensus in the Public Transport Sector that devolution of public transport functions, in particular rail and Public Transport Operating Grant-based bus, can result in a public transport system that supports inclusive economic growth.
Moreover, devolution can only be effective only when related functions are consolidated, the Transport Authority taking on the devolved function(s) is well resourced with strong political accountability, adequate funding and full authority over the network.

20. Hindrances to Inclusive Economic Growth – Public Transport Lens – PT Funding
CSP Phase 1
Need to integrate and align current public transport funding streams;
Explore new and more secure revenue sources
Any new funding source for public transport should be localised revenue source, and
Revenue sources that works in tandem with consolidated transport powers

21. Institutionalisation
CSP II Public Transport Priorities
Institutionalisation
Impact
Implementation
CSP II Focus
CSP Phase 1
Institutionalise IPTN Toolkits and other knowledge products produced during CSP I
Move from planning towards practical implementation of investment programmes and regulatory reforms
Achieve modal integration and Transit-oriented Developments within the IPTN framework
Strengthening partnerships with other state entities, specifically NDoT; CoGTA; SACN and SALGA

22. Development Objective:
CSP II Public Transport Component Design Summary
CSP Phase 1
Support the development of more compact, connected and transit-oriented cities through a programme of spatial transformation that is driven by capable metropolitan governance systems, and supported by enabling policy and regulatory frameworks and an appropriate set of fiscal incentives.
Development Objective:
Metro’s able to implement Public Transport strategies to accelerate inclusive economic growth and poverty reduction by building more inclusive, productive and sustainable cities;
Policy environments that support metros to implement such Public Transport strategies;
Fiscal incentives that support metros to implement such Public Transport strategies.
Desired outcomes
gather, generate and share innovative and appropriate practices in the fields of governance, urban planning, finance, human settlements, public transport, climate resilience, and economic development.
CSP Activities
Specific five-year objective of institutionalising within national departments, provinces and metros a set of policies, practises and activities which support the development.

23. ENABLING POLICY ENVIRONMENT
CSP II PT Component Intervention Levels
METRO SUPPORT
FISCAL REFORM
ENABLING POLICY ENVIRONMENT
IPTN Spatial Planning Support
City Modal Integration
Impact of Road Asset Provision & Funding on Spatial Form & Spatial Outcomes
PT Institutional & Governance Architecture
City Capacity Building Programme
Public transport Subsidy Policy Support
Innovative Funding Methods for Public Transport
Rail White Paper Implementation
Devolution of Provincial Bus Function
MBT Integration Reform
10 projects 8
Metros

24. National Treasury: Public Finance
CSP II Public Transport Component Partnership Framework
NDoT
SALGA
National Treasury: Public Finance
Civil Society
CoGTA
SACN

25. CSP II Proposed Public Transport Component Strategic Leadership (Not instituted yet)
CSP Phase 1
Name and Title
Responsibility
Department of Transport
Head of Department
Chief NDoT Benefactor
Mr Mathabatha Mokonyama
DDG: Public Transport
Strategic leader for NDoT, responsible for overall NDoT-to-NT: IGR relations management
National Treasury
Ms Malijeng Ngqaleni
DDG: Intergovernmental Relations (IGR)
Strategic leader for NT, responsible for overall NDoT-to-NT: IGR relations management
Ms Sibongile Mazibuko
CSP II: Programme Manager
Strategic leader for the CSP, responsible for overall programme management

26. CSP II Proposed Public Transport Component Operational Leadership (Not instituted yet)
CSP Phase 1
Name and Title
Responsibility
Mr Pule Setai
Chief Director: IGR
Coordinate activities and involvement with regard to:
Giving overall guidance to this process on behalf of NT: IGR / NDoT
Ensuring synergy and coordination with regard to NT: IGR/NDoT Public Transport Planning, Monitoring, Reporting, and other process
Ensuring NT: IGR/ NDoT own capacity to participate meaningfully
Assisting with NT: IGR/ NDoT coordination by avoid reporting and planning clashes pertaining to BEPP, IPTN Plans, PTIPs, Benchmark and Budget Reporting etc.
Ms Khibi Manana
Chief Director: Public Transport Network Development
Ms Malebo Matolong
CSP II Public Transport Component Lead
Lead on coordinating operational support to NDoT and Metros
Give focused guidance on Public Transport Cities Support Programme
Ensure partnerships are properly coordinated and managed
Foster broader sector stakeholder buy–in pertaining to Public Transport in cities
Resources mobilization and management pertaining to public transport technical support to cities
Monitor and report performance

27. CSP II Proposed Public Transport Component Operational Leadership (Not yet instituted)
CSP Phase 1
Name and Title
Responsibility
CSP II Coordinating Committee
Chaired by Chief Director: Public Transport Network Development
Other NDoT Membership: CD: Rail Regulation, CD: Rail Infrastructure & Industry Development, CD: Rail Operations, CD: PT Regulation, CD: PT Infrastructure & Industry Development
Lead on coordinating support for the PT Component overall outcomes:
Coordinating Committee to meet quarterly to discuss and report on progress pertaining to the support given to cities
Coordinating Team can convene special meetings to deal with emergency and urgent issues pertaining to public transport in cities

28. CSP II Proposed Public Transport Working Groups
CSP Phase 1
Working Groups
Responsibility
CSP II Rail-based Public Transport (chaired by NDoT Rail Branch)
Provide project-level leadership on CSP rail-related projects
CSP II Road-based Public Transport (chaired by NDoT Public Transport Branch)
Provide project-level leadership on CSP bus, MBT and integrated public transportation and mobility projects
Partners / Service Providers
World Bank
SECO
GTAC
Development Bank of South Africa (DBSA)
CSIR
Through the CSP II Public Transport Component Lead, provide project-level technical support for different CSP PT-related projects

29. Ms Malebo Matolong (PrEng)
Thank You
Contact Details:
Ms Malebo Matolong (PrEng)
Tel: