 Good morning, everybody. I feel quite privileged to carry on the South African context, and we take the front floor at the beginning of the two days. So thank you very much for everybody involved in this whole process. Thank you very much to all the people back home as well, particularly the CEO of VPU, Michael Kraza, so I just wanted to say a very big thank you to him, and all the partners we have. We spoke about networks in the beginning, and I think it's an amazing network and an opportunity to have. So thank you. Right. So I'm going to zoom us into Cape Town and straight into a case study. So we're going from rural South Africa to urban South Africa. So monobisi, it means hope, and I purposefully separated that though. The case study is about hope, and I never give up. We've been working there for seven years now, and I still believe that we have some good examples, and I still believe that we have hope. So this is the current situation that we do have in Cape Town around housing delivery. We've been stuck in a housing delivery system in Cape Town that delivers a one-house, one-plot scenario, but what we experience is very different from this in the informal areas we're working in, is I think that we need to change. We're in a point in South Africa where we have to change. If we don't change our issues of crime, our issues of violence, extreme violence, and all our general social issues will be extreme. So I'm just going to explain a bit about BPUU is that it's not only around land tenure. For us it's about a lot more that we deal with. So we deal with a strategy that starts with prevention, particularly crime prevention, but what we do is we turn it around and we start with innovation. So we work with early childhood development in youth and local economic development. Some of these things will fall in, but I just wanted to explain at the beginning. The other is also, like the briefest example, is working with the community. So it's not only working with the community, it's working with the government as well. And there are lots of challenges of being the person and the mediator, the facilitator, the intermediary. But we believe that partnerships are at the core of this, and they need to be fostered and also cared for. We deal with the protection, and this is where my main role falls into the spatial planning and the built environment area, but it's also about neighborhoods providing equal access. Equal access and rights to the communities. It's also dealing with the residents' vulnerability. And last, we deal with evidence-based. It's about research and development, working with people with technology on the ground, but also working with the soft sides and measuring the quality of life. We found these to be incredibly valuable in working with governments as well in terms of being able to show service delivery and what actually service delivery means on the ground. So I'm going to zoom into Cape Town. It's quite a long way from here, as I've realized. So we work in Cape Town, and Pahl, and Valiersdorf. So we work in a big metro city. We work in a medium-sized city in Pahl and a rural town of Valiersdorf. In Cape Town, we work in predominantly three areas, but the area I'm going to show you today is called Kailicha. It's about 35 kilometers from the city center. So we started in 2009, actually, with the city of Cape Town, the municipal government, and it was about a revised approach to upgrading of informal settlements in South Africa. Something had to change. We could not keep going. We couldn't just ignore the informal settlements that we have. But it's moving from not only an infrastructure-based approach to a more holistic-based approach about the quality of life and the built environment for us that automatically changes the levels of crime. It's about an approach based on needs and priorities identified through the involvement of communities and it's about the implementation of pilot projects to identify and test the methodologies and processes. We haven't got any solutions as such, but we're working on processes and I think that to get away from the idea of a product is something that is incredibly important for us. So we started with an informal settlement called Modern Beauty Park, but I think we didn't start with tenure. We started with a variation of different levels of the spatial environment and some of those were looking at a safety strategy an education strategy, particularly for young children, a tenure strategy and also looking at movement networks linking it to technical infrastructure working with the municipality in Silicon Valley. So that's what I wanted to say. We didn't start out with tenure. Tenure was something that we realized was very important as we went along. But in terms of tenure, what did we find out? We found out that we needed to incrementally secure a tenure through both administrative mechanisms at an individual level, whilst also legal recognition that secures the formal status of the settlement as a whole. They had to work together. However, since that and all the challenges that we've experienced along the way, we have also added a third one, which was around securing the public realm for long-term development at a precinct scale. This is something that in informal settlements you don't often have. You don't have the land that is institutionally set aside for public facilities or public walkways. So back in 2010, we started with Urban Landmark, with Lauren Royston and Tessa Cousins, and Martin Eker and the study of Cape Town going through workshops to try and understand. And although we said it's a step-by-step process, we realized it wasn't quite step-by-step. So the first one was around the status quo, what it is, and carrying out an enumeration, and that was considered step one. Step two was supposed to be the legal recognition, so we proclaimed the area and go through land-use management applications, et cetera, and that would lead then to securing the long-term tenure. And that seems quite simple when you put it in step one, two and three. But it's not that simple. And we often flipped between the long-term, number three, with the community, saying what is the long-term vision and then going back to step two and then back to step one all at the same time. So let's just get to the context. Monro Bessie Park, some of the facts. 25,000 people. It's a big informal settlement. It could be the size of a small town in Italy. We have 6,470 new households, and I can say that from an enumeration. However, we do have changes, but that's good, life changes. People die, people are born, and so it goes on. We have about 65 households for a working tap, and 19 households share a toilet. That's a lot. However, 79% of the residents feel they'll be living in Monro Bessie Park in five years' time, after a survey we conducted last year. 85% of the registered households are on the community register. That sort of flips between 80% to 90%, because people also change. So that also is something we have to monitor. And 59% of the residents perceive that they feel safer after receiving tenure certificate. We work very closely with the local community. The local leadership is called the Safe Node Area Committee. So they're not only a political group, they range, and they are inclusive of faith-based and youth organizations as well. We're on four parcels of land here. It's owned by, between the City of Cape Town and the Western Cape Government. So we are on government land, the informal settlement, but we also are adjacent to a nature reserve, and then on the other side, we have a formal kaili chair. We've done a mapping process, since 1996, and we continue to do a mapping process. We have much better technology and aerial photography at our fingertips than what we did when we started. I think that's also something that we've experienced over the seven years, is access to information and the way we can use technology, cell phone apps, et cetera, is so much more advanced and really does help process. Just a quick snippet. So this, I'm constantly on the ground taking photographs. So just in a few years, somebody painted their house, they claimed the area, they claimed the front space. On a more institutional level, 2012, an mton genie is a public space. That's what happened. We had a crash developing. So let's just quickly go through a minister of recognition. So it goes back to what was called the Book of Life, and I call it the Book of Life as well, because it's like this big Harry Potter book, and I think Leon, I described that to Leon, and I was amazed when I saw this book. But when I looked at it, it didn't hold a registry that was viable or have any rights to it. So that was when we decided that land tenure actually was a very important part of what we were doing in informal settlements. If it has a history of what was given to the area through the years from 1997. Also what was quite important, and it was quite hard to find one of these, was a service registration card. But we did find one, and it takes us back to what the process with the municipality started. So there has been a process with the government and with the municipality right back from 1997. So we set up not an enumeration, we set up a community audit, and the reason it was that was because there was this register in place. It needed to be an updated community register. It couldn't be called a new register because of the politics on the ground. So we liked that, that came from the community themselves, updating our existing register. But we realized that it had different parts of it, enumeration, spatial, tenure, and skills. Each one we assigned to different responsibilities to different areas, whether it was local leadership, local authorities, or ourselves as the implementing agents. We then conducted the community audit and this was the municipality called enumeration form, we called it the community audit of the dwelling questionnaire. The dwelling, particularly not house or home, it had to be the house. Household, which linked to a dwelling. There were different aspects of what it did so we asked more questions in this process than we had to, but we needed more information. We worked with students initially and then we started working with volunteers and we trained up people to work on the ground with cell phones and GPS's. There was an existing number, a WP number, and then through our process we went through a process of sticking stickers to know which houses, 6,500 houses is quite a lot of houses to enumerate on the ground. There was a community register office set up at one of the community, we built a small community facility and we set up a community register there where people were interviewed. People could also locate themselves in a map. This also took some training to be able to train people to work with maps. And then because the houses were geolocated we could accurately pinpoint exactly which houses hadn't necessarily come to the community register office or they hadn't been interviewed. Each then person, the household head was then asked and they had a photograph taken to take away all the conflict. We also worked with the University of Cape Town on conflict mediation. We then had new numbers put in place. Some of the information we got was gender-headed households. 50% were female-headed households. Electricity information. And how we could actually then work with the local electricity department to actually then electrify the community. The mayor then gave out 10 certificates in 2014 and then we continued to work with the community for a recent evaluation on how useful was your tenure certificate. Access to electricity of course came up as the biggest one. We also, through all the information we also still continue to monitor taps and toilets using cell phone apps and that is important as well for the tenure and the quality of life of people in the area. Legal recognition. So instead of taking the normal route subdivision consolidation rezoning to an establishment we realized that there were different levels that you could tap in to be able to get some form of legal recognition and that didn't necessarily mean that you had to have one to be able to get the other. So we started a process in 2010 where we co-designed with the community and I had to say we did co-design with the City of Cape Town but they seem to forget that where we did a lot of work on the ground we did mapping we mapped the whole area the geospatial we walked I walked all those areas we mapped them time and time again and we continue to map them as well. We also looked at the landscape we're in a dune system we're on an edge of the nature zone we then developed a spatial structure that could then start working that made more sense and then we worked out what were the simple areas. We worked with the biodiversity area in the City of Cape Town we worked with the planning department in the City of Cape Town we worked with the fire department and safety to work out the safe width of a neighbourhood block we developed a network plan that could give you quick and easy access access for people walking home so you were improving your safety levels we called that the spatial reconfiguration plan the City of Cape Town then asked us to call it a development framework put it into legal terms so what we also did was we renumbered all the areas so we had a better understanding of what the areas were so different block numbers so 18A, 18B, 18C this also then worked with your tenure certificate so the two had to run hand in hand the spatial development framework and the administrative recognition we then looked at different options you could have various options you could do block development you could do sub block development you could even take it to individual plots but that was almost leaving it to the end because what we would do is just recognize the area as a settlement not an informal settlement but a settlement management terms so that was what we got to in 2013 we submitted a land use management application that land use management application still sits with the municipality of Cape Town so there were many challenges to taking it to the next step in terms of legally recognizing the system and I've got a few ideas around that as well but I know I've got two minutes left but what I did want to say was that we have managed incrementally put some strategic projects on the ground so you can do things we've built 25 public spaces I haven't had time to even talk about our public space program we've built two community facilities there's about 98% electricity to the area we've got a few more people coming in we've got ECD programs running we've got youth programs we have a movie night on Fridays we have all sorts of other things going on but what the idea was to focus that implementation in two particular areas and those were based around the public space projects so this was one of our mtongeni and our mtongeni means public space in 2014 and then we slowly bit by bit have been working there we had our open day on Saturday which is why I didn't arrive yesterday because we had a very big open day where we built a community facility and particularly in brick as requested by the community and we've got building plans approval for this what we've also done those we've surveyed the site we've managed to identify and peg out this area for long term institutional space for a community facility which is not something that we often think about in tenure we often think about the individual house and I'm saying house not even a household here because we have tenants and all sorts of other things so for us moving that to totally different domain was very important we're also working on safe walkways now safe walkways are also good points for putting your services as well but I think in closing the last slide is that the next step so what do we want to do next we can't necessarily get legal recognition without going through full engineering processes but we do want to work with grey water systems we do want to work with fire systems we do want to work with safe walkways so you don't necessarily need the full legal recognition to do things so some of our lessons that we have learned is that the two go hand in hand administrative recognition and legal recognition need to work together there are various elements to each of those but the one also if you miss one it's not necessarily the end of the world you can keep working on these things but I think it's also about a process and it's about allowing a medium to long term development which is often doesn't fit within a government process short term quick wins we've been through three mayors on this project so where are your political champions to drive this and then it also is desperately in need for engineering standards and an upgrade in terms of how do we deal with a four by four that can go in and access a community or a bicycle that can pick up rubbish you don't have to have a big refuse removal vehicle to do this I think in the beginning we said we need to question the way we are doing things and we need to deal with this resistance to change and that goes from all levels from NGO from government and from community and with thanks