street trading% managementin% johannesburg retail ......street trading% managementin% johannesburg...
TRANSCRIPT
Street trading management in
Johannesburg Retail Improvement
District: what is the ‘model’?
Claire Bénit-‐Gbaffou
28.02.2014
Kerk street linear market/ Joubert Street demarcated sites, 2012
Outline
1. The Retail Improvement District: What it is 2. Structure of the model – governance of street trading
3. OperaSon of the model – funding and pracScaliSes
4. What makes the model work: criScal reflexions
1. The Retail Improvement District: area -‐ Established in 2005
-‐ Boundaries: Jeppe Street to the north, Commissioner Street to the south, Von Brandis Street to the east and Harrison to the west
-‐ Board of Directors (2010): A]co, Edcon, Redefine Property,Cityprop, Jozi Housing, City of Joburg
-‐ RID managed by Urban Genesis
-‐ Revenue collected from prop owners tax (2011): R5M. Expenses in the RID (2011): R4,7M.
A variety of trading stalls, adapted to various street configuraGons, and allowing for a variety of traders
Carved niches in blind walls and narrow streets (Shoprite)
Foldable stalls (Edgars)
Trading sites (yellow demarcaGon) : locaGon negoGated with shop owners
Linear market in pedestrianised streets
A=62 E=48 B=57 C=65 D=36
93
4 8
11
15
9
8
17
13
2 3 5
1Informal Trader LocaGons
Rid managed linear mall/market
RID managed traders
Newly found traders/nor previously documented
Hawker trader stalls
2. Governance structure for street trading management
RID model (as in Retail Improvement District, Joubert St.)
Advantages: Urban Genesis / Central Johannesburg Partneship as a mediator/ broker between City agencies and departments, and street traders. Property owners subsidise security and cleaning services for street traders (integrated) Inconvenient or challenges: Street traders’ voices and concerns not represented in decision-‐making bodies / processes. Missing from the sketch: rental collecSon was in fact not implemented in the RID; role of CJP in securing the partnership & relaSonship to UG (Urban Genesis) not mapped.
Joint Venture – formal
partnership
Micro-‐trader Micro-‐trader
Block leader
RID operaSonal manager -‐ Urban
Genesis Property owners
Pay levy (part of property
value)
24 hours security
Cleaning services
Traders monitoring
MTC rentals and allocaSons
DED demarcates trading areas
Metro Police enforcement
JDA constructs trading infrastructure
Elect / inform on issues
Regular meeSngs on issues faced by traders / local
soluSons
Mediate / solve issues / co-‐organises
Pay rent
Are reported to
Key Urban Genesis – staff and services provided Property Owners Traders City department
Financial flows
Elects / Appoints
CoordinaSon
Occasionally (dashed line)
Stakeholders and partnerships Joint venture (JV) between Metro trading Company (CoJ) and Central Johannesburg Partnership (CJP)
-‐ Purpose of the JV: to administer trading stalls rental collecSon and administraSon -‐ Traders (agreed upon by the JV) to enter into rental trading stall agreement with the JV -‐ Traders to pay rentals to the JV bank account -‐ MTC to solve conflicts between traders, with JMPD, as alerted by CJP -‐ CJP admin (KUM/UG) to be paid from this account; surplus to be shared between CJP and MTC (50/50) -‐ CJP and MTC to meet monthly with JMPD and possibly traders representaSves -‐ 3 years agreement, with annual extension
Regular (?) management meeGngs UG and block leaders / traders
UG and pikitup – manage complementary cleaning services
UG and JMPD – crime and control issues
Occasional meeSngs with MTC, DED, JDA (capital investment, policy change, broader issues
Every day conflict resoluGon Streets are occupied – traders exert control over one another; produce safety; manage / stabilise number of trading spaces
Security agents on street – a recourse in case of crime/ conflict
Role of block leaders, in contact with UG management
3. Budget, operaGons
Out of a budget of about R3M (RID business plan),
About R450.000 is spent on clearning per year / R40.000 per month
For 8-‐11 cleaners
More is spent on security (but this goes beyond trading management?): about R2,2M per year, 200.000 per month
For an esSmated number of traders in the RID= 948 (2008 figure)
4. The RID model of street trading management rests on…
1. Cross subsidisaGon – property owners levy pay for street security and cleaning
The RID is funded by tax on property Lack of clarity on the amount of rental
for street trading stalls collected by CJP (including issues of non renewal of MoU between MTC and CJP – lack of sustainability of the rent collecSon and management)
3. A grounded administraGon – conflict resoluGon, maintenance, control
Security agents on the ground Urban Genesis office – anending to
complaints, mediaSng with the City Regular meeSngs to solve issues
4. A strong working relaGonship (networks ; regular meeGngs; funding) between management (CJP/ UG) and the City
(TheoreScally) monthly meeSngs between CJP/UG and city officials (MTC/EDU; JMPD) ensuring rapid response to issues
Model sustainability rests on formal agreements (rent collecSon): MOU between CJP and MTC, City Parks. Extremely difficult to consolidate, renew, sustain
PracScal agreements and meeSngs with City services: arSculaSon with Pikitup (cleaners teams and Sming), with JMPC.
2. A variety of types of trading stalls with high access to pedestrian flux
Variety in types of stalls allows to open a number of streets to trading, and adapt to pavement and circulaSon configuraSon
Variety in types of stalls allows for a variety of traders (different turnout, capital, goods) to access opportuniSes.
Replicability and variaGons to the model
2. Sustainable finance rests of CID levy
! Would a fee / levy or rental on traders raise sufficient funding to pay for cleaning, security services and administraSon, whilst remaining affordable for traders? ! What are the minimal financial needs for cleaning and security services to be provided? RaSo traders/ street and rental levels
3. Management efficiency rests on CJP strong lobbying power and networking with City officials & poliGcians
! Would a traders structure manage to set up and maintain working relaSonships with the various departments and enSSes of the City? (CJP itself finds it difficult)
! Hypothesis/ Hope: consolidaSon and insStuSonalisaSon of partnership with Sme
1. Traders not at the center of this model – variety of stalls, accessibility and diversity of traders: by accident more than by design -‐ Limited role in choosing models, opening streets for trading, etc. ! TesSng more traders-‐centered management models (traders cooperaSve /foundaSon)? SANTRA-‐CJP in Park staSon… ! Consolidate idea of importance of variety of street stalls (open more streets to trading; access of a greater variety of traders)
References Abdul Abed, 2011, Integrated Trading, an Inner City Tour. Yeoville Studio 2011: report and posters.
Claire Bénit-‐Gbaffou (ed). Unpacking Street Trading Management in the RID. CUBES/SOAP: Unpublished 3rd year Planning Students research report.
Claire Benit-‐Gbaffou & Antonio Pezzano 2011, Models for street trading managament. Yeoville Studio 2011: poster.
Kagiso Urban Management (undated), RIB Business Plan: Proposal.
Kagiso Urban Management, 2008, Retail Improvement District. Phase 1 & 2: Status Quo, Visioning and AcSon Plan.
Urban Genesis, 2011, Retail Improvement District: Annual review, as presented to the RID AGM Powerpoint: 2010-‐2011 Report.
Urban Genesis, 2012, RID OperaSon Plan. Powerpoint presentaSon.