The P: F&RS Vision 2030 charts the strategic direction that Fire & Rescue Services within the Province needs to embark on in the next few years, and identifies the key areas to move the implementation of the vision forward to a people-centered, people-oriented, financially sustainable Fire & Rescue Service by 2030.
1. Fire Safety Conference
Gold Reef City
23-24 February 2016
Gauteng City Region
Towards developing Gauteng Vision 2030 for
Fire & Rescue Services
Presented: RG Hendricks – Director: Fire & Rescue Services
2. Presentation outline
1. Introduction
2. Defining a global city
3. Defining the Gauteng City Region
4. Factors governing the composition and efficiency of Fire & Rescue
Services.
5. The problem statement
6. Towards developing a GCR Risk Reduction/Prevention Strategy
7. A changing Gauteng
8. Understanding and managing fire risks within a growing region
1. Position Resources
2. Mapping of Prevention Priorities
9. What we plan to do
3. Introduction
• In 2008, for the first time in history, more of the world’s
inhabitants lived in cities than in rural areas.
• The United Nations Population Fund (UNFPA) predicts that the
number of people currently living in cities will rise from 3.6 billion
in 2011 to five billion in 2030.
• Reasons for rapid growth:
• large cities offer a variety of economic benefits;
• they present cultural and social connectivity to their
inhabitants;
• they centralize services and increase accessibility to these
services;
• they create places of high dynamism and constant change;
4. Introduction (continued)
• 24,04% of South Africa’s population (54.9 m) live in Gauteng.
(That is just more than 13,2 million people, or nearly equal to the
entire population living in Zimbabwe (16.2 m).
• Gauteng is followed by KwaZulu-Natal with a population of
almost 10.9 million; together amounting to 44% off overall
population.
• 4,5 m people live in Johannesburg, 3,1 m in Ekurhuleni and 2,9 m
in Tshwane, resulting in 85,90% of all the people in Gauteng
living in the three Metro’s.
• To provide a perspective of the size of our Metro’s, Johannesburg
and Ekurhuleni together houses almost the same number of
people as the populations of Lesotho (2.1m), Swaziland (1.1m),
Botswana (2m) and Namibia (2.28) put together.
5. Introduction (continued)
• Gauteng is the economic/business hub of South Africa and the Province
contributes 35,21% to the Country’s economy.
• A staggering 75% of all corporate head offices in South Africa are based
in Johannesburg.
• That is why more and more people migrate to Gauteng to seek jobs and
look for a better quality of life.
• Normal population growth together with urbanisation (people moving to
Gauteng) results in approximately 350,000 more people living in
Gauteng each year.
6. Introduction (continued)
• Gauteng has evolved into an industrial hub, financial
nerve centre and technological heartbeat of our
country, owing to the impact of the mining revolution
on SA’s path to industrialisation.
• The size of the Gauteng economy is 1.07 Trillion.
• We also contribute more than 10% to Africa’s GDP.
• The Gauteng Province by land is 1.4% of the country,
yet it remains the economic engine of the country.
7. Defining a Global City
– Be defined independently of formal administrative
boundaries;
– Be constituted of a concentrated urban population, with
significant size that attract greater volumes of people through
in-migration;
– Be spread across a vast, geographical area that is inter-
connected in nature;
– Include at least one large metropolitan area; and
– Incorporate a functional economy within the geography,
which is able to compete in the global market
9. Population growth
Tshwane’s
population
> twice
NMB
Clear break
between
top 5 and
other cities
Source: Calculations by Lynelle John, based on population data fr IHS Global Insight and area sizes fr the Municipal Demarcation Board (2010)
10. Source: Calculations by Lynelle John, based on population data fr IHS Global Insight and area sizes fr the Municipal Demarcation Board (2010)
People per km2
More densely
populated
than at least
3 metros
Ranked
18th on this
list
Less than
10 people
per km2
Over 2 200
people per
km2
11. What is the GCR?
• The Gauteng Province is home to over 13.2 m people and is
the densest in South Africa, but it remains spatially organised as
a sprawling region of geographically distinct towns and cities.
• Its most internationally recognisable cities are Johannesburg and
Pretoria, although there are other significant urban centres.
• Many of these are located within the provincial boundary, and
many fall outside it.
• Gauteng is the economic powerhouse of South Africa and the
broader Southern African Development Community (SADC).
12. What is the GCR?
• The Gauteng City-Region is an area larger than the Gauteng
province and has an undefined boundary.
• It is not physically or politically delineated but encapsulates
towns and cities near to Gauteng that are part of its wider urban
network – connected by flows of raw materials and resources,
energy, people, money and communications.
• This wider Gauteng City-region generates almost 45% of
national GDP (OECD 2011) and has a population close to 16, 8
million people when calculated as a 175km radius around
Johannesburg. (Census 2011 SAL)
17. CENTRAL CORRIDOR: JOBURG
• It is the hub of finance and ICT industries
• It also has a strong retail, services and
pharmaceutical sectors
• Has experienced significant deindustrialisation owing
to the decline of the mining and related industries
• Our interventions in this Corridor include:
– Strengthening investment in ICT and roll out of
broadband
– Working with the City of Joburg to revitalise the
Joburg inner-city. Over the next four years we will
mobilise R 10 billion towards revitalising the Joburg
inner City
– Supporting he city’s bid to be the host of the regional
headquarters of the BRICS Development Bank
18. EASTERN CORRIDOR: EKURHULENI
• It is the manufacturing, logistics and transport hub industries and
the main anchor of the Aerotropolis (Airport economy) of the
GCR;
• Also experienced significant deindustrialisation following the
decline of the manufacturing sector
• Our interventions in this Corridor include;
– Building an Aerotropolis around O.R. Tambo
International Airport
– This will be supported by the O.R Tambo IDZ, the
main anchor being the jewellery manufacturing
precinct
– Strengthening the Corridor as a logistics hub through
the Tambo-Springs logistics hub development (R 7, 5
billion investment)
– Investment by PRASA in Nigel to build new
locomotives (R 123 billion investment)
19. NORTHERN CORRIDOR: TSHWANE
• It is our nation’s administrative capital.
• Going forward, this will be the hub of the automotive sector,
research, development, innovation and the knowledge-based
economy
• Our interventions in this corridor include
– Strengthening our support to the automotive industry
through the AIDC
– Working towards the launch of an Auto City (R 50
billion investment)
– Supporting R&D and the knowledge based industries
through the Innovation Hub
– Inner City revitalisation and the development of a new
economic node in Centurion
– Investing in a R525 million Business Process
Outsourcing Park in Hammanskraal
– Roll out of free Wi-Fi
20. WESTERN CORRIDOR: WEST RAND
•Was primarily a mining economy which has experienced serious
decline.
•A new diverse economy will be created around tourism anchored
around the Maropeng Cradle of Humankind World heritage Site ,
agriculture and agro-processing the Lanseria Airport City and
renewable energy industries;
•Specific interventions include
– Enhancing the region’s horticulture potential
– Supporting especially black farmer in the agro-processing
industry
– Building of a solar farm and plant working together with the
University of Johannesburg
– Unlocking further tourism potential of the Cradle of
Humankind
– Launch of the Lanseria Airport City as a new economic node
and an extension of our Aerotropolis. This is an injection of R
10 billion over the next 10 years
21. SOUTHERN CORRIDOR: SEDIBENG
• Encompasses the Sedibeng District whose economy
was largely based on the steel industry which has
been in decline with major negative effects on the
region’s economy
• Going forward we are diversifying the economy of the
region to focus on tourism, agro-processing and
agriculture
• Sod turning for the Vaal River City Development
(worth between R7 and R 11 billion). It will bring a
much needed boost to the economy of the region
• We want to position Sedibeng as the food basket of
the Gauteng City Region
• Increased tourism potential from the Vaal River, Vaal
22. Factors governing the composition and efficiency of Fire & Rescue Services.
1. Demand Vs Supply:
• Each community is composed of a unique mix of natural,
industrial, transportation and other Risks (a mix of Hazard
and Vulnerabilities).
• Risks produce emergency Events (e.g.: fires, accidents,
explosions, structural collapse, etc.).
• Events exact a Response that, in turn, requires Capacity to be
in place.
• Each Event – by type or location – will demand a different
mix of activities performed by People with Equipment operating
in the framework of Plans and Guidelines.
23. Factors governing the composition and efficiency of Fire & Rescue Services.
2. Man: Machine Relationship:
Rescue and Fire Suppression operations are characterised by a
Man: Machine relationship, i.e. responders, equipment and
materials form a unit that performs the required duties safely
and effectively.
Without the one the other is useless. The relationship between
man and machine must be in balance in both quantity and
quality.
Quality and Quantity: The right tools for the job
24. Factors governing the composition and efficiency of Fire & Rescue Services.
3. Training: Workforce and management development plays a
particularly important role in the Fire & Rescue community; its
value being clearly demonstrated when considering the diverse
subject range those emergency response personnel has to
conquer in order to perform their duties safely and efficiently.
4. Plans & Procedures: Operational activities of Fire & Rescue
services are guided through policy instruments, specifically
Plans (by incident type or risk type) and Standards Operating
Procedures (SOP’s).
5. Occupational Health & Safety: Employers responsibility
towards its workforces’ welfare in a conventional workplace is
well documented through a range of statutes.
25. The problem statement
• The majority of the Province’s inhabitants live in urban areas, and
according to all prognoses, population in cities will continue to grow in
the coming decades;
• In the context of urban safety management: the GCR can be both the
most secure and the most dangerous place to be when disaster strikes.
• Developing appropriate mechanisms to prepare for and cope with
complexities of the GCR will, in the future, be a key aspect of security
policy-making.
• The GCR should be geared to improve the capacity to predict new or
unforeseen risk by diversifying capabilities for risk assessment and
improving inter-agency collaborations.
• In addition the GCR must adopt new approaches to urban safety that
are sufficiently flexible to adapt to a changing risk environment and to
safeguard urban security.
26. The problem statement
• GCR populations experience many chronic, extensive risks associated
with marginal living conditions and poor service delivery, from poor
sanitation and disease to dwelling fires, seasonal flooding and crime
and violence .
• GCR populations will increasingly face a range of emerging risks
including communal violence and unrest, water scarcity, acid mine
drainage and food insecurity, with inevitable Climate Change likely to
drive and exacerbate many problems.
• Given the prospect of increasing risk, there is an urgent need to reduce
the vulnerability and increase the resilience of GCR towns and cities. It
is not enough simply to respond to and manage disasters, we must
proactively seek to address risk.
• This requires the integration of risk reduction into planning processes,
including land-use planning and management, water resource
management, infrastructural developments and building design and
construction.
27. The importance of prevention and risk reduction on the GCR agenda
• Disasters are costly, both economically and in terms of human losses
• Looking just at economic costs, analysis of just eight severe weather
events in one province alone between 2003 and 2008 resulted in losses
to government and the private sector of R 2.5 billion
• Risk reduction may be expensive in the short-term, but the benefits
substantially outweigh these costs in the long-term.
28. The cost of International Disasters
Country No. of people
affected (millions)
No. of disasters Economic costs
(US$bn)
China 1321.4 311 205 654 128
India 602.9 204 25 88 285
Bangladesh 73.2 90 5 884 000
Philippines 52.9 160 2 543 118
Thailand 43.6 57 2 433 613
Pakistan 32.8 74 17 134 648
Ethiopia 29.2 48 9 400
Vietnam 21.8 89 5 759 905
United States 20.7 257 353 414 290
South Africa 15.3 42 866 305
Financial costs of disasters (top 10 countries affected by disasters, 2000-2010)
29. Towards developing a GCR Risk Reduction/Prevention Strategy
• It is essential to de-silo risk reduction and fire prevention strategies
• Addressing risk within GCR context requires a stronger emphasis on
prevention.
• Urban risk concerns must be incorporated into short, medium and long-
term planning across sectors.
• It is vital to draw and promote the linkages between risk reduction and
sectoral concerns.
30. A changing Gauteng
• In preparing our strategies we are mindful of how Gauteng will
change over the coming years.
• We cannot be sure how the future will look, but we are using
information available to guide and inform our thinking and to test
relationships between those changes and our current understanding
of the associated risks.
• We are also considering the impact of predicted climate change and
what action we will be taking to respond to a changing climate.
• We can reasonably expect to deal with more grass and open land
fires during the autumn/winter (anticipating increased temperatures
and less rainfall) and more flooding in the summer (anticipating
increased rainfall).
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31. A changing Gauteng
• Gauteng City Region (GCR), with over 16 million people, is the
largest and richest region in the country, contributing appr 45% of
the national Domestic Product (GDP) (Stats SA, 2011).
• Despite its weight, the Gauteng city-region’s economy presents
many challenges.
–very high unemployment levels;
–unbalanced growth, in the sense that jobs that are being created
are often not matched to the skills that workers currently
possess;
–unequal spatial access to economic opportunities;
–a weak ‘culture of entrepreneurship’; and
–the need to ensure that future growth is ‘green growth’ to ensure
the region’s long-term sustainability.
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32. A changing Gauteng
• Rapid population growth due to in-migration, concentrated in a few
locations, has resulted in strong spatial polarisation, urban sprawl
and tracts of under-utilised land between main urban centres. This
pattern of development not only reinforces existing inequalities but
generates high economic and environmental costs.
• GCR places greater emphasis on joint planning, coordination, and
collaboration across municipal borders to realise efficiency gains
and improve the performance of Gauteng’s economy.
• This therefore calls for a need to strengthen interdepartmental and
inter-sphere cooperation to realise a GCR vision of seamless
development.
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33. Understanding and managing risks
• When we talk about risk, we mean many things.
• We mean the incidents that happen every day to which we send fire
engines.
• We mean the incidents that don’t happen, but which we want to be
prepared for should the worst occur (for example in response to
terrorism).
• We mean the likelihood of people and places experiencing
emergencies and the harm and damage that can and may be caused.
• We mean the risk of attending non-emergency incidents and incidents
that we aren’t required to attend and the effects that has on our
prevention work and the associated risk to our firefighters and the
public.
• And we mean many more things as well.
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34. Understanding and managing risks
• We need to understand the nature of the risk and its impact within
the GCR.
• We need to know who will experience the worst of the effects and
what the impact to society and GCR infrastructure will be.
• We must try to understand how that risk will change in the future
and most importantly we look at how we will respond and what we
can do to prevent those risks from ever happening.
• When we manage risk it shouldn’t always mean we will focus all
our resources at the things that happen most often.
• Sometimes we will have to allocate resources because the impact,
should an event occur, is so severe; preparedness against
terrorism or natural disasters are examples.
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35. Understanding and managing risks
• At other times we will focus on those things that occur the most,
knowing that if we can reduce them, we will free up time to spend
on higher priorities;
• And when we try to prevent incidents from occurring (our
community and regulatory safety work) we will focus our resources
where we think they will have the most impact; for example our
work to deliver home fire safety visits is targeted in areas where
fires are most likely to occur and not just in areas where they have
happened before.
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36. Positioning of resources
• Delivery of a Fire Service should move from being locally directed
to a GCR-wide service and we should investigate the re-allocation
of GCR fleet of emergency response vehicles where they can offer
the best protection to GCR as a whole.
• Many people think that that it is their local fire station that provides
them with all their emergency cover. It is true that it is the
geographic location of a fire station that helps us to maintain our
fast response times but for many incidents, where more than one
fire engine is needed, vehicles come from a number of
surrounding stations are responded.
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37. Positioning of resources
• In recent discussions with Chief Fire Officers their Asset
Management Plan describes their intentions for the location and
regeneration of fire stations up to 5-10 years from now.
• This is based on upon their modelling work which has identified
the best locations for fire stations (and the number of vehicles they
need to accommodate).
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38. Mapping of Prevention Priorities
• To prepare for delivery of an effective Fire Service within the GCR
we need to map out the whole of our service by looking at the
numbers and different types of incidents we attend and the
number of casualties they cause.
• We can then consider what, if anything, we could do, or want to
do, to prevent them.
• Our approach to prevention should be to coordinate the delivery of
a range of awareness campaigns and initiatives with the intention
that their combined effects will bring about a reduction in incidents.
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39. What we plan to do
Foundation and stabilization phase (2014-2019)
• The Provincial Fire & Rescue Services (P: F&RS) initiated its
strategic planning process in order to set goals and priorities for its
future and in the process also aligned the Strategic Plan with the
Foundation and Stabilization Phase of the Department’s
Repositioning Strategy within the Gauteng City Region.
• This Strategic Plan also expresses the P: F&RS’s vision to
coordinate the implementation of programmes and initiatives
within Gauteng Fire & Rescue services to improve the safety of
communities and visitors to the Gauteng City Region.
• Key to this plan is a renewed focus on public awareness as well
as performance of regulatory fire safety work; need to send fewer
fire engines to incidents.
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40. What we plan to do
Growth Phase (2019-2024)
• The Growth Phase (2019-2024) will focus on the enhancement
and consolidation of the structures and systems that would have
been created in the previous (Foundation and Stabilization) phase.
• It is anticipated that major lessons will be learnt during the first
phase, and it is therefore from these lessons that the Growth
Phase will ensure necessary revisions of those systems and
structures that have not worked well, and bring improvements to
those that warrant it.
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41. What we plan to do
Maturity Phase (2024-2030)
• The Maturity Phase coincides with the full implementation of the
Ten (10) Pillar Programme and the 2030 National Development
Plan of the country.
• During this phase, we must focus on concluding and reviewing the
effectiveness of all our programmes that were introduced during
the first two phases.
• Assuming that the province shall have achieved the wall-to-wall
metro system of local government, support programmes for the
metropolitan municipalities will focus on key economic aspects
and ensuring the re-industrialization of Gauteng city-region.
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42. In summary
• Premier David Makhura announced the Ten Pillar Programme of
Transformation, Modernization and Re-industrialization (TMR) at
his inaugural State of the Province Address (SoPA) on 27 June
2014.
• It is business unusual for Gauteng; change is painful, but
inevitable
• The landscape is different from other Province; both politically and
geographically; wall to wall metros by 2030.
• TMR programmes aimed not just at the Gauteng Provincial
Government but at the Gauteng City Region (GCR) as a whole.
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43. In summary
• With globalization has come an increase in the consequences of
fires and disasters in cities;
• Provincial Fire & Rescue Services (P: F&RS) MUST be the
change leader, whilst adapting in order to remain relevant.
• They need to shape a vision to help steer the change effort and
develop strategic initiatives to achieve that vision – Strategic Plan.
• There is a strong need for a more sustainable and inclusive
conception of mitigation of fire risks within GCR context.
• Addressing risk within GCR context requires a stronger emphasis
on prevention.
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