�ݺ�ߣ

Editor's Notes

• #4: Growing vacancies – all grade office accommodation Capital flight to decentralised business nodes and regional shopping centresLoss of value in buildings and municipal rates baseDecline in tourism numbers Critical shortage of parkingUnmanaged kerbside parking Badly managed public space High and rising crime rates Litter and illegal dumping
• #5: The Cape Town Partnership stands as a unique urban partnership designed to manage, develop, and promote Cape Town’s Central City. Founded in 1999 in response to a rapidly-decaying urban environment, this unique partnership has worked tirelessly over the past 13 years to ensure that our central city is a place that people want to work in, live in, and invest in. The CTP started initially by looking at Cape Town’s CBDNotice the wire connecting each can: Vital to the success of the partnership itself is the understanding that each partner is critical in the equation. No partner can succeed without the cooperation of the other partners, and maintaining a healthy working relationship preserves the larger partnership itself. Partners do not compete for projects, nor do we go at odds with our partners in public. Organisational support is an ongoing initiative, promoting your partners’ successes and using their strengths to enhance your own projects.
• #6: And it worked! By putting a visible presence on the streets, crime rates dropped almost overnight. With time, we became better at what we were doing, and the city became cleaner, safer and much more friendly. Then came a property boom and a spate of investment in the early 2000s, followed up by a great deal of investment in public infrastructure in the build up to 2010. Cranes were dotted all over our city skyline.
• #7: But the challenges of urban partnerships go beyond the core of the CBD.When looking at the Central City as a site of inclusive urban transformation and equitable growth, there are many challenges that come up. One of the main roles of the Cape Town Partnership is to understand these challenges, come up with a plan to address them, and build a productive pathway towards development through multi-stakeholder urban partnerships.These challenges, like a lack of Affordable Housing, a Car-dominated public environment, Urban Sprawl, and a divided history, all block the inclusive development that the Partnership, the City of Cape Town, and other partners in urban development, all seek to achieve. Overcoming them requires a detailed strategy built around partnership. No one party can confront these challenges alone, whether it be the city government, private individuals, or developers. Bringing people together to meet our urban challenges together is the essence of the Partnership.
• #8: The Central Business District of Cape Town’s Central City served as an excellent starting ground where the basics of urban partnerships could be worked out. In 2008, the Cape Town Partnership expanded its mandate to work across a wider area in order to focus on growing urban priorities. In order for the Central City to continue to grow, it must be liveable, inclusive, and economically-solid. To promote this, the Cape Town Partnership established the Central City Development Strategy. The Central City Development Strategy, developed in 2008, drives urban development through partnership across five central pillars:Make Cape Town’s Central City the premier business location of the area: Maintain and enhance a quality, sustainable urban environmentKeep Cape Town’s Central City as a popular and attractive destination for locals and visitors alikeBoost the Central City’s profile as a leading centre of knowledge, creativity, and innovationKeep the Central City beating as the heart and soul of the cityThe Central City Development strategy expands partnerships beyond the municipal level of government to projects related to Provincial government– taking Partnership to the next level.
• #9: Attracting investment, retaining clients, and creating an environment that encourages long-term economic growth and production, along with sustainable job opportunities. These stand to benefit all of our partners through economic growth and development.
• #10: Keeping Cape Town’s built environment safe, clean, and caring in order to enhance the strength of our partnership
• #12: Attracting PEOPLE TO OUR CITY THROUGH DESTINATION PRODUCTS, events and conventions city: Economic growth and urban development through local, domestic, and international visitors
• #13: People of all backgrounds have something of value in the central cityA central city that provides CHOICESHistory and Memory– incorporating Cape Town’s historic legacy into the current urban development through specific public space useSocial Development: Work with refugee groups, provide initial start-up jobs for people to get a foot in the Cape Town door
• #23: Safe, accessible and context-sensitivestreets: Providing travel options for all users, trip purposes and abilities, connecting work, residential, leisure, commercial and public space destinations.Open streets: Coordinating a wider completes streets strategy will help to open up streets for a mix of pedestrians, cyclists, skateboarders, cars, and other modes of transportation.Air quality: A holistic strategy will encourage alternative forms of public and non-motorised transportation in lieu of car travel within the CBD to promote more efficient travel (lighter on carbon modes of transport, and shorter distances).Public health: in addition to improved air quality, supporting active lifestyles through barrier-free, age-friendly and universal access design that is enticing to use.Congestion: Optimising supply and demand of transport services, routes, parking and so on will help to reduce the amount of people who drive within the central city, including those who circle throughout the CBD in search of parking.Access to street-fronting retailers and restaurants: Complete streets open up spaces for pedestrians and cyclists, who have been shown to spend more than those passing by in cars. Integral to a complete streets strategy is rationalising the routes of various modes of transport in relation to formal and informal trading and services to encourage footfall that supports local business activity. Relative demand for public transport: One of the goals of this strategy is to enhance the take-up and functionality of the expanding network of public transportation by incentivising current motorists through an altered structure of parking and the introduction of safer and more enjoyable “last mile” NMT routes that connect public transport interchanges with residential and business areas.Vibrancy: Designing vibrant and attractive spaces in all seasons that encourage people to interact with each other and their surroundings, incorporates art, trees, street furniture without producing visual clutter or reducing way finding, creating a sense of personal and communal security.Intersecting: a network of complete streets require intersections that accommodate all users and allow for efficient and quality travel experiences. Adaptable: Flexible design accommodates the needs of the present without limiting future innovative design. Complete Network: in addition to all of the above, streets must still provide appropriate access for waste removal and emergency vehicles, utilities, fire hydrants and lighting, with rationalised routes for delivery vehicles and buses. This means that any street can potentially be a complete street but not all complete streets will look the same; some streets may need to accommodate all modes, while others may be required to accommodate a more limited range of modes.For example: http://transalt.org/newsroom/releases/6435
• #25: Densification: One of the most important aspects of Cape Town’s urban development is its densification. Bringing more people into the city centre to live, work, and play will reduce the burden on transportation and utility infrastructure while promoting a greater sense of social integration and making a truly Inclusive City. We’re encouraging densification by fully supporting the City’s Densification Policy with our own research, strategies, and partnerships in the following areas:Increasing residential capacity: We want to triple the city’s population by 2018 and bring it to 150,000 residents. Affordable Housing: 20% of this new population needs to be housed in affordable and higher-density units. There are examples here to learn from, such as Springfield Terrace (pictured)– right underneath Devil’s Peak in Woodstock, this medium-density structure shows what can happen when designers, architects, residents, and the City come together in partnership to provide housing. Springfield Terraces was built in the early 1990s: With today’s design developments, achieving something like this should not be out of the question. Creating the partnerships that will make this happen will be one of the utmost goals of the CTPartnership going forward.District Six: We’ll be looking at how exactly we can empower and support the re-development of District Six to encourage a lasting historical legacy in our city through inclusive and socially-responsible housing and community establishment. How can we incorporate housing, public spaces, community health, educational institutions, economic development, and other facets of urban development into one project? District Six is the perfect opportunity.
• #28: Social Development: