Overview | Profile | Projects

1. Main project objective

Each of the nine broad strategies has project objectives, which will be delivered by a specific sub-project or activity.

Governance and sustainability
The aim here is to create sustainable partnerships and leadership for the development and management of the precinct. This will involve:

  • confirming project coordination roles, responsibilities and individuals on the basis of the memorandum of understanding;
  • identifying and securing clear lines of committed operational and capital expenditure in all key partners' budgets;
  • identifying key funding requirements against the projected business plan budget to inform fundraising strategy and activities;
  • designing and establishing viable joint venture special-purpose vehicles for the development of the precinct; and
  • broadening the base of active consultation with other current and potential stakeholders in the HHP.
Primary healthcare
This will consolidate existing service providers and encourage new ones to move to the precinct. This will mean:
  • determining a precise portfolio of primary healthcare services currently provided and planned over five years in a single schedule that covers space requirements and costs;
  • confirming a target list of potential NGO tenants and plan for relocation and space take-up; and
  • confirming the allocation of an NGO centre as the preferred location for NGO tenants.

Centre of Excellence
The aim is to support the Reproductive Health Research Unit's Centre of Excellence initiative by:

  • developing Esselen Street as a Centre of Excellence node - the heart of the first phase - through coordinated environmental improvements, urban management and refurbishment of selected buildings; and
  • establishing a youth centre.
Social and support services
Social services will be encouraged to move and the provision of services will be coordinated, entailing:
  • assessing the activities of service providers who could move to the Centre of Excellence node or elsewhere in the precinct, and developing space and activity plans;
  • identifying and developing suitable buildings for adaptation and re-use as hospices, facilities for orphans and vulnerable children, and similar activities.
Residential accommodation
The task is to facilitate the improvement of residential properties in the precinct and to encourage the development of new residential accommodation. This will need to:
  • identify a portfolio of properties suitable for refurbishment or conversion to residential accommodation (including social housing) within the precinct; and
  • showcase the property portfolio initially to the inner-city Property Owners and Managers Association as investment opportunities, with emphasis on financial incentives.

World-class education and training facilities
This will enable the provision of top-quality education and training facilities in the precinct. This project will:

  • facilitate the RHRU's objective of providing world-class education and training facilities (appropriate services for the cultural and economic context) by prioritising planning and building-plan approvals, and providing appropriate project management of physical developments.

Safe and secure
The aim is to promote better urban management and enhance public security. This will then mean:

  • the establishment of a visible security presence (of the kind common to the city improvement districts) along Esselen Street;
  • the installation of improved street lighting along Esselen Street and King George Street; and
  • the investigation of technical specifications and costs for the installation of closed circuit TV cameras around the Centre of Excellence.

Integrated and functional
The objective is to:

  • conclude an integrated spatial and development plan - with provision for improved pedestrian and traffic access, and public open space, and with clearly identified development phases - beginning with the Centre of Excellence.
Maximise development impact
The goal is to identify and implement economic and regeneration opportunities for communities in the wider area. This will entail:
  • organising street works and building refurbishment contracts in line with the expanded public-works programme guidelines; and
  • developing and managing the property portfolio (directly or in close coordination with the managers of provincial health facilities) to maximise property development opportunities, meet operating requirements of current and future service providers, and create viable and tradable assets.

2. Alignment to policy and strategy framework

The HHP is aligned with all the major policy and strategy frameworks of the City of Johannesburg. These are:

Johannesburg 2030
This is the vision and strategy for the growth and development of the city for the next 25 years. It identifies HIV/Aids and safety and security - both of which are addressed in the HHP - as two threats to economic growth. Joburg 2030 also identifies research, training and skills development as key sectors in supporting economic growth. The plan also calls for improved spatial planning - another objective to which the HHP will contribute.

Mayoral priorities
Johannesburg's executive mayor has identified six priorities for his period of office. The HHP is relevant to all of these:

  • inner-city regeneration;
  • economic development and job creation;
  • public safety;
  • service-delivery excellence;
  • good governance; and
  • HIV/Aids.

The inner-city regeneration strategy
The goal of the inner-city regeneration strategy is to raise and sustain private investment, leading to a steady rise in property values. The five pillars of the strategy, all of which are supported by the HHP, are to:

  • address sinkholes;
  • undertake intensive urban management;
  • maintain and upgrade infrastructure;
  • promote ripple-pond investments; and
  • support economic sectors.

The Integrated Development Plan
The City's Integrated Development Plan of 2003 to 2004 includes the local integrated development plan and spatial development framework for Region 8, covering the inner city. A number of its features are relevant to the HHP:

Sector plans
The IDP sets out a series of sector plans to give effect to the Joburg 2030 strategy. These include economic sectoral development, skills development, economic regeneration and HIV/Aids. The immediate priority areas for economic regeneration include the inner city, within which the HHP is to be found. The HHP will obviously contribute to the achievement of the HIV/Aids sector plan.

City scorecard and key performance areas
The IDP also links mayoral and Joburg 2030 priorities to the overall performance of the council administration through the "city scorecard" and key performance areas (KPAs). The HHP is aligned with the following features identified for attention in the inner city in 2003 to 2004:

  • by-law enforcement;
  • increasing residential occupation;
  • increasing the rates base; and
  • building confidence to attract investment by reducing inner-city crime.

City plan for health
The service-delivery plan of the City's department of health sets out specific KPAs with which the HHP is closely aligned. These include:

  • improved performance in reproductive health, HIV/Aids and STI services;
  • support for inner-city regeneration;
  • the introduction of new health programmes;
  • training; and
  • the development and physical upgrading of the health precinct infrastructure.
Spatial elements
The Region 8 spatial development framework of June 2003 describes Hillbrow and Berea as a sub-area experiencing social and economic decline, as well as poor housing and environmental quality. The key development objective is to create "sustainable and viable residential neighbourhoods". The HHP will clearly contribute to this objective.

The JDA business plan
The HHP is identified as Project 015 in the JDA's business plan 2003/08. It is incorporated as the initial catalyst to the development of the wider Medical Precincts project, which covers an area up to and including the Johannesburg Hospital and Wits Medical School.

The JDA project timescale distinguishes the following phases:

  • detailed investigation (complete by end 2004/05);
  • business plan (complete by end 2004/05);
  • implementation (commenced 2004/05; complete 2005/06) and;
  • JDA exit and evaluation (complete by end 2006/07).
Alignment with Gauteng Provincial Strategic Plan 2004 to 2009
The HHP is also in line with the Gauteng provincial government's strategies. The health MEC, Gwen Ramokgopa, has highlighted the foundation of a comprehensive HIV/Aids programme:
  • health promotion;
  • the prevention and management of illnesses; and
  • addressing psychosocial factors that exacerbate health problems, particularly those that are related to poverty, lifestyle and violence.
The province has the following objectives for the management of HIV/Aids, which will be facilitated by the successful establishment of the HHP. These include:
  • ongoing prevention to reduce new infections, especially among the youth;
  • comprehensive HIV/Aids care and treatment, including anti-retroviral therapy;
  • developing community capacity for prevention and care through partnerships with civil society and the private sector; and
  • coordination of all efforts across government and civil society for maximum impact.
The HHP will contribute to the achievement of these targets.

3. Phases of development

At this stage only the earliest phases can be outlined. More detailed planning and preparation will produce more specific information.

Phase zero (preparatory activities), set to take place from July to August 2004, involve:

  • confirming the business plan, operational roles and funding requirements;
  • developing a marketing brochure and presentation based on the business plan;
  • developing a fundraising strategy and initiating fundraising activities; and
  • confirming operational and capital expenditure and identifying funding gaps.

Phase one (governance), which will also cover July to August 2004, will involve:
  • confirming the parameters for the design of the special-purpose vehicle.
Phase one (urban upgrade and buildings), will run from July to December of the same year. This will entail:
  • implementing the Esselen Street streetscape upgrade;
  • confirming space requirements for the expanded RHRU activities;
  • confirming space requirements of potential tenants in the NGO centre;
  • securing development agreement for the nurses homes, Solomon Building and former Streetwise property;
  • confirming the Y-Centre establishment arrangements and securing the site;
  • initiating discussions with POMA and showcasing potential properties;
  • supporting residential and social housing developments by fast-tracking planning approvals, decision turn-round times and incentive packaging; and
  • collating property information as a portfolio database.

Phase one (safe and secure), will also be completed at the end of December 2004. This will consist of:
  • initiating the establishment of the CID.
Phase two, from January until December 2005, will focus on:
  • implementing property upgrades for the RHRU and NGO centre, depending on the availability of funds;
  • implementing the east link through the hospital site or public space, or both, in quadrant two, depending on the availability of funds;
  • expanding coverage of the CID; and
  • drawing up the property portfolio.

Residential developments will be under way and the special-purpose vehicle will be operational by the end of December 2005.