AIRPORT CITIES 2014 DAY 1 Mondli Gungubele, Executive Mayor, City of Ekurhuleni

1. 1
“THE MAKING OF EKURHULENI
AEROTROPOLIS – PROGRESS REPORT”
ACE 2014, Kuala Lampur, Malaysia
1st April 2014
Presentation by:
Clr. Mondli Gungubele
Executive Mayor
City of Ekurhuleni, Gauteng
Province, South Africa

2. Table of Content
1. Gauteng Global City Region Economic Value
Proposition.
2. City of Ekurhuleni Economic Performance.
3. City of Ekurhuleni’ Value Proportion for the
Aerotropolis.
4. City of Ekurhuleni’ Aerotropolis, Roadmap, Master
Plan and Progress Report.
5. City of Ekurhuleni’ Brand Identity Creation Process
6. Conclusion
2

3. underlying
principle
3

4. GAUTENG’ ECONOMIC OUTLOOK
4

5. GAUTENG GLOBAL CITY REGION
35,6%
GVA
5

6. GAUTENG’ GROWTH CORRIDORS &
DEVELOPMENT NODES
6
Blue: National
Red: Provincial
Green: New
Black: Freight

7. GROSS VALUE ADDED - EKURHULENI
7
GROSS DOMESTIC PRODUCT
R204 Billion At Current Prices
6.4% of National GDP
ECONOMIC GROWTH RATE:
Ekurhuleni - 3.4% (2012) / Average of 10,5%
over 10 yrs (2002 – 2012)
National Total – 2,5% (2012)

8. TOURIST ARRIVALS PERFORMANCE
8

9. TOURISM ECONOMIC IMPACT IN
EKURHULENI
Source: Grant Thornton Research & Analysis (2012)
Amount
Total direct impact on Ekurhuleni economy R 1 951 665 194
Multiplier impact (indirect and induced) R 415 685 170
Total added to Ekurhuleni GDP (direct, indirect and induced) R 2 367 350 364
Estimated contribution to Taxes R 230 792 742
Category Amount
Spend by Overseas visitors R 749 159 991
Spend by African visitors R 496 391 793
Spend by Domestic visitors R 661 077 409
Total R 1 951 665 194
Number
Highly skilled occupations 587
Skilled occupations 2 640
Unskilled and semi-skilled occupations 1 613
Informal 2 494
Estimated Total Contribution to Employment (number of
annual jobs) 7 334
Estimated Total Payroll (R’000) R 769 541 586
Expenditure and spend estimates Employment Impact of the tourism sector on the local
economy
Economic Impact of the tourism sector on the local economy
9

10. AVIATION SECTOR ECONOMIC &
EMPLOYMENT IMPACT IN EKURHULENI
2013 2017
Direct Indirect Induced Total Direct Indirect Induced Total
Airlines 6,49 22,98 11,68 41,15 6,62 23,44 11,91 41,97
Airports and Ground Services 16,91 21,06 13,64 51,61 17,25 21,48 13,91 52,65
Aerospace 3,03 11,49 1,95 16,46 3,09 11,72 1,99 16,80
Catalytic tourism impact 33,87 18,69 15,77 68,32 34,55 19,06 16,08 69,70
Total Aviation Industry (including
extended impact on tourism)
60,300 74,210 43,030 177,540 61,510 75,710 43,890 181,120
Source: Grant Thornton Analysis 10

11. approach
11

12. GROWTH AND DEVELOPMENT STRATEGY
2055 VISION
12
Inclusive industrial
economy
Meaningful reduction
of unemployment and
poverty
Ekurhuleni Metropolitan Municipality : Growth and Development Strategy 2055
Delivering City Sustainable City
Well managed,
resourced, financially
sustainable
Proposed Future
Clean, green and
sustainable African
manufacturing
complex and city
development network
Re-Urbanise Re-Industrialise Re-Mobilise Re-GovernRe-Generate
Strategies and Imperatives
To achieve
sustainable
urban integration
To achieve job
creating
economic growth
To achieve
environmental
well-being
To achieve social
empowerment
To achieve
effective
cooperative
governance
Capable City

13. GROWTH AND DEVELOPMENT
STRATEGY 2055 KEY INDICATORS
Urban Integration
Indicators
Housing Provision
Limiting Urban
Spread
Transport
Provision
Electricity
Provision
Water, Sanitation
& Refuse Removal
Provision
Economic Growth
Economic Growth
Employment
Opportunities
Economic
Diversification
Capital Inflow
Improvement
Environmental
Well-being
Land Use
Optimisation
Pollution
Reduction
City
Beautification
Biodiversity
Improvement
Resource Use and
Re-Use
Social
Empowerment
Education and Skills
Provision
Poverty and State
Dependence Reduction
Crime Reduction
Public Facility
Provision
Social Development
and Equality
Health Provision
13

14. Concept
Studies
Preliminary
Vision
Concept
Plan
EA Vision
EM Brand
Strategy
5 year
Masterplan
100%
Concept Plan
50% Concept
Plan
50%
Final
Masterplan
25 year
100% Final
Masterplan
DELIVERABLE
DELIVERABLE
DELIVERABLE
Towards the Master plan
14

15. VALUE PROPOSITION
Economic
Growth
Attracting
Investment
Skills
Development
Integrated
Public
Transport
Network
Integrated
Logistics
Network
Spatial
Planning
Reducing the
Cost of Doing
Business
15

16. III. DISTRICTING
THE 5’C
Globally
Connected
Destination
Polycentric
City linked to
Region
Maximizes
Resource
Efficiency
Clustered
Mixed-Use
Urban Form
Social &
Economic
Participation
Strong
Cohesive
Communities
Investment
that supports
growth
Leadership
&
Partnership
Environmental
Resilience
Distinctively
South African
Aerotropolis
INTEGRATED APPROACH
16

17. III. DISTRICTING
12
3
4
5
6
7
1
2
3
4
5
6
7
Aero
Space
Aero
Space
Existing Aerospace
17

18. 18
III. DISTRICTING
1
2
3
5
6
7
8
9
10
11
12
4
13 14
15
17
18
19
20
Life
Sciences
Life
Sciences
Life
Sciences
1
2
3
4
5
6
7
8
9
10
11
12
13
15
16
17
19
20
14
Existing Life Sciences
18

19. III. DISTRICTING
10
11
12
13
1
2
3
4
5
6
7
8
9
15
16
17
14
18
19
20
21
22
23
24
25
15
16
17
14 181920
22
23
2510
1112 13
1 23
4
5
67
8
9Logistics
Existing Logistics
19

20. III. DISTRICTING
Aero
Space
Aero
Space
Life
Sciences
Life
Sciences
Life
Sciences
Logistics
Existing Economic Clusters
20

21. III. DISTRICTINGExisting Industrial Districts
21

22. III. DISTRICTINGExisting/Proposed Agriculture
22

23. III. DISTRICTINGExisting/Proposed Logistics Hubs
23

24. III. DISTRICTINGConcentric Land Use Trend
24

25. PROPOSED CLUSTER DEVELOPMENT
Economic
Clusters
Aviation
Logistics/
Distribution
Education
Bio-Life
Sciences
Tourism
ICT
Engine
Testing
Avionics
Advanced
Manufacturing
Composite
Materials
Parts
Assembly
Chemical/
Resins
Cloud
Computing
&
R & D
Service/
Assembly
Culture
&
Heritage
Business
Tourism
Temp
Control
Chain
Health
R&D
Devices
Incubator
Supply
Chain
Cold/Dry
Storage
25

26. III. DISTRICTINGProposed Framework Concept
26

27. concentration
27

28. III. DISTRICTINGConcentric Areas of Influence
28

29. III. DISTRICTINGMulti-Core Districting
29

30. Research & Manufacturing
30

31. Creative Cluster
31

32. Agri-Business Cluster
32

33. Logistics Cluster
33

34. Residential Infill Cluster
34

35. III. DISTRICTING
PRIORITY TRANSPORT & ROADS NETWORK
35

36. III. DISTRICTINGCITY STRATEGIC LINKAGES
Strategic linkages required to optimise the development
potential of the City
• PWV 14 which will link Germiston and the Central Activity Belt to OR Tambo International
Airport and the R21 and N12 freeways.
• PWV13 to extend southwards from R21/N12 Witbank systems interchange to N3 just past
• N3/K155 services interchange in Vosloorus, to provide as a central mobility spine for this
north south strip of development in Ekurhuleni; PWV 13 which will directly link OR Tambo
International Airport with the N3 and which will improve accessibility of the Core
Development Area;
• K60 to link Tembisa-Kempton Park to Midrand to the north of the study area;
• PWV15 between the N12 Witbank and R21 north, to unlock development potential to the
east of OR Tambo International Airport;
• K68/86 to link Daveyton to OR Tambo International Airport and to unlock development
potential of area north of the N12;
• K106 which links the Daveyton-Etwatwa complex to the Central Activity Belt including
Benoni, Boksburg and Germiston.
• K132/K163/K116 which links Springs to Brakpan CBD (Far East Activity Belt) and then to
Boksburg (Central Activity Belt).
• Another major strategic linkage which was identified as a priority is to link Daveyton and the
OR Tambo International Airport area to one another.

37. STRATEGIC DEVELOPMENT AREAS
37

38. timeline
38

39. CITY IDENTITY AND IMAGE PROCESS
39

40. PROPOSED CITY IDENTITY & IMAGE
40

41. Brand
Development
5 year
EKURHULENI
AEROTROPOLIS
HIGH LEVEL REVIEW
25 year
EKURHULENI
AEROTROPOLIS
PLAN
FINAL
DELIVERABLE –
MASTERPLAN +
NEW BRAND
IDENITY
OCT. 2013
JUN. 2014
APR. 2014
APR. 2015
Progress
Reports
Tools
&
Resources
Marketing
&
Communication
S
T
A
K
E
H
O
L
D
E
R
DELIVERABLES PROGRAMME
?
NEW
IDENTITY
MAYOR
MMC
WARD COUNCIL
BUSINESSES
INVESTORS
COMMUNITY
ENGAGEMENTSTIMELINE
PROJECT PLAN
41

42. drivers
42

43. Government Operational Task Team
• Convenor: Jack van der Merwe, CEO – Gautrain
Management Agency)
• Project Head: Caiphus Chauke, HOD – City of Ekurhuleni
• Project Operations: Joy Moja, Project Director – City of
Ekurhuleni
• Project WorkStreams
43

44. EMM
Mayor/MMC
GPG
MEC/Exco.
Premier’s PCFConsultative Fora:
 SIP 2 & 7
 Business
 Communities
Operational Task
Team
5 years Strategic
Implementation
Plan
30 years Master
Plan
Marketing &
Stakeholder
Engagement
MSDF/RSDFs
SPV
Strategic Roadmap
• Conceptual
Framework
[Work Stream A] [Work Stream D][Work Stream C][Work Stream B] [Work Stream E]
Institutional
Arrangements
44

45. Consortium Structure
Project
Management
Technical Co-
ordination
AURECON T&TRTKLMXDE-LogicsCSIR
- Modelling
- Transport
Planning
- Urban
Planning
- Environmental
- Outreach &
communication
- Financing &
Implementation
- Master
Planning
- Urban Design
- Branding
- Transportation
Modelling
- Institutional
frameworks
- Market
research and
strategy
- Freight
Modelling
- Freight
logistics
AURECON
(Wayne Peterson &
Shannon Ramsarup)
(Stephan Gildenhuys)
45

46. Project Details
46

47. • The future competitiveness of Gauteng Province rests with
understanding, developing, and better leveraging ORTIA and
its surrounding Aerotropolis.
• EMM must capitalize on the aviation assets to compete and
prosper, thus fostering Ekurhuleni’s and Gauteng’s economic
transformation in the increasingly globalized, speed-driven
marketplace.
CONCLUSION
Ekurhuleni Aerotropolis is about Leveraging Speed, Agility, and
Connectivity to drive Global Efficiencies and Competitiveness
47

48. Thank you
48