INTEGRATED DEVELOPMENT PLAN 2012 – 2017 2014/15 REVIEW VISION & MISSION OF THE CITY OF

The vision and mission of the is threefold: • To be an opportunity city that creates an enabling environment for economic growth and job creation, and to provide help to those who need it most • To deliver quality services to all residents • To serve the citizens of Cape Town as a well-governed and corruption-free administration

In pursuit of this vision, the City’s mission is as follows: • To contribute actively to the development of its environmental, human and social capital • To offer high-quality services to all who live in, do business in or visit Cape Town as tourists • To be known for its efficient, effective and caring government

Spearheading this resolve is a focus on infrastructure investment and maintenance to provide a sustainable drive for economic growth and development, greater economic freedom, and increased opportunities for investment and job creation.

To achieve its vision, the City of Cape Town is building on the strategic focus areas it has identified as the pillars of a successful and thriving city. These focus areas form the foundation of the City’s five-year Integrated Development Plan and are as follows:

THE OPPORTUNITY CITY

Pillar 1: Ensure that Cape Town continues to grow as an opportunity city.

THE SAFE CITY

Pillar 2: Make Cape Town an increasingly safe city.

THE CARING CITY

Pillar 3: Make Cape Town even more of a caring city.

THE INCLUSIVE CITY

Pillar 4: Ensure that Cape Town is an inclusive city.

THE WELL-RUN CITY

Pillar 5: Make sure Cape Town continues to be a well-run city.

These five focus areas inform all the City of Cape Town’s plans and policies.

INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW should preferably beconsidered initsentirety. planning, performanceandbudgetingstructures, books thesuiteof the others, theCity’s togainacomprehensive understandingof While thismeans that each publication canberead independentlyof produced it. relevant toitsreaders thedirectorate ortothestakeholders of that theCity’scovering thecomponentsof five strategic pillarsthat are thesepublications offersEach of comprehensive information anddata alia: inter departments, and directorates City various the and government of spheres other the by developed frameworks strategic and plans other of number alarge by informed is and on, draws it document, planning main City’s the is IDP this While area. focus each underpinning priorities development and strategies objectives, the City’s the of view of aclear offer to all structured inform is document this and that policies, and plans areas focus key five the are These city. run awell- and city, asafe city, inclusive an city, opportunity an city, a caring of pillars five the on building by Town Cape for vision its realise to aims (IDP) Plan City the which through framework Development strategic overarching the Integrated represents five-year Town’s Cape of City The About theIntegrated Development Plan The 2014/15–2016/17budget The integrated annualreport 2013/14 Plan, July 2012– June 2017(2014/15review) The Integrated HumanSettlements Five-Year Strategic (2014/15 review) The five-year Integrated DevelopmentPlan INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW 1

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 FORWARD The well-run city The inclusive city The CARING city The SAFE city The opportunity city MESSAGE FROM THE Executive

The world is changing. As the global economy shifts, the Therefore, while there will always be numerous levers and forces developing world is generating financial forces with greater beyond our control, we can prepare strategies for development. strength and frequency than ever before. This has brought As such, the City of Cape Town will conduct numerous strategic numerous changes and challenges, and greatly accelerated the undertakings over the next few years, which will inform and processes of urbanisation. Now, more people than ever live in influence everything we do. The IDP is a strategic cities in search of a better life. The Integrated Development Plan (IDP) is such a strategy that framework for building a For their part, cities and the regions these cities support will inform our government over the next five years. We are city based on five pillars: the opportunity city, the have become recognised as drivers of economic growth and proud that this IDP has reached over one million people in an safe city, the caring city, development. This is due to a number of factors, including the extensive public participation process. This is proof that the IDP the inclusive city and the volume of people living in these areas, the critical mass of skills is a plan that belongs to all the people of Cape Town; a plan in well-run city. and labour that they represent, and the potential for economies which they all have a say. of scale created by these numbers. It provides the strategic framework for building a city based on These five key focus areas In development terms, over the next 20 years, growth will be five pillars: the opportunity city, the safe city, the caring city, the inform all the City’s plans and policies. driven by a multitude of mid-size cities, which is also the category inclusive city and the well-run city. These five key focus areas of city that best applies to Cape Town. inform all of the City’s plans and policies. They work together to inform the holistic view of development that this government Our regional position renders us well placed as a gateway to pursues. And in pursuing it, we will help to move this city forward. African markets. Our unique strengths, including our smaller size, good infrastructure, excellent service provision and In this way, the IDP helps us build Cape Town into the African city sophisticated higher-education network, make us ideally suited of the future, today. to build a competitive advantage in certain sectors.

Such advantages bring with them economic growth, which creates jobs and provides resources – all of which leads to an increasingly inclusive society. To capitalise on its strengths and meet its challenges head-on, Cape Town must position itself ALDERMAN PATRICIA DE LILLE accordingly and unlock its full potential. Executive Mayor of Cape Town

2 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW introduction by the City Manager

A wise man once said: “If you don’t have a road map and you In compiling this IDP, we aimed to interact with as many don’t know where you are going, how will you know when you Capetonians as possible. At several public meetings, we have reached your destination?” discussed our plans and asked communities for their inputs on key deliverables, such as bulk infrastructure and housing The Integrated Development Plan (IDP) for the City of Cape targets, which we know will bring much-needed development Town is more than just a document that we are legally required to many parts of the city. to draft every five years. It provides us with the strategic framework within which we aim to deliver on the City’s five The City asked residents to have their say and we listened pillars – to make Cape Town a caring city, an opportunity city, an carefully to every piece of input we received. The IDP also describes inclusive city, a safe city and a well-run city. Our updated road map for the future is now complete and the the type of Cape Town that we want to leave for Through the five-year IDP, the City is able to: exact route for the next five years is described in this IDP. But this, like all City undertakings, is intended to be done in our children and for their • develop and articulate a clear vision; children’s children. It is partnership with all our communities. The City cannot do it on a city that people will be • identify its key development priorities; its own. True collaboration is the key to our success. proud to call their home; • formulate appropriate strategies; An exciting future lies ahead if we all work together to make a city that works for, and this the incredible city that our children should inherit from us. with, the people. • develop the appropriate organisational structure and systems; and

• align resources with development priorities.

The IDP also describes the type of Cape Town that we want to leave for our children and for their children’s children. It is a city that people will be proud to call their home; a city that works for, ACHMAT EBRAHIM and with, the people. City Manager

INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 3 CONTENTS

VISION & MISSION OF THE CITY OF CAPE TOWN IFC About the integrated development plan 1 MESSAGE FROM THE EXECUTIVE MAYOR OF CAPE TOWN 2 Introduction by the City Manager 3

introduction 5

STRATEGIC FOCUS AREA 1: THE OPPORTUNITY CITY 25

STRATEGIC focus area 2: the safe city 53

STRATEGIC focus area 3: The caring city 61

STRATEGIC focus area 4: the inclusive city 77

STRATEGIC focus area 5: the well-run city 83

MANAGEMENT AND GOVERNANCE FRAMEWORKS 91

OVERVIEW OF BUDGET ASSUMPTIONS APPLIED TO THE 2012 – 2017 MEDIUM-TERM REVENUE AND EXPENDITURE FRAMEWORK 97

FIVE-YEAR CORPORATE SCORECARD 2012/13 – 2016/17 105

Addendums: Human Settlements project schedule 118 Annexures: List of statutory, strategic and operational plans 124 2013 and 2014 changes and updates to the IDP 125 List of abbreviations, tables and figures 127

Denotes:

National Development Plan Objectives delivered More online

4 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW How theCitycontributestoNationalDevelopmentPlan IDP publicneedsanalysis2011–2012 Cape Cityof TownHigh-level overviewof servicessectorplans Mitigating wastegeneration andresource depletion Aligned long-termstrategies andplans Cape Town’s challengesandopportunities Situational analysis Conclusion Cape Town SpatialDevelopmentFramework Infrastructure-led growth The well-runcity The inclusivecity The caringcity The safecity The opportunitycity R INT OD U CTION INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW 24 19 17 16 13 13 12 12 11 10 10 10 9 8 7 5

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city INTRODUCTION By having an expansive view of development as the building of a total environment that allows individuals to reach their Mandated by the Municipal Systems Act, No 32 of 2000, full potential, we acknowledge the critical importance of a and other legislation, the City of Cape Town’s Integrated Development Plan (IDP) provides the strategic framework that multitude of factors. To produce any long-term outcome, one guides the municipality’s planning and budgeting over the must plan for all the variables that influence the equation. That course of each political term. Given the almost simultaneous is the logic behind a consolidated strategy that works. As such, occurrences of a political election and organisational processes, the City recognises it must try and influence as many processes some administrations in the past experienced a disconnection as possible to ensure that all of the tools at its disposal work between the political leadership and the organisation. This together towards a common aim. means that some IDPs may have been produced without It is one thing to have a grand concept of government. It is quite sufficient investigation into, and guidance on, the requirements another to translate that concept into a bureaucracy that must of the people of Cape Town. This IDP, however, has reversed that synchronise its efforts to realise its vision. That is why the five trend and has been produced based on the detailed input of the pillars have become the beacons that guide the City and inform people whom the City of Cape Town (hereinafter “the City”) has its plans for delivery. the privilege of serving. In this IDP, these pillars are called strategic focus areas (SFAs). We When the new City administration was elected, a strong plan of action for Cape Town was developed. This was based on a have carefully measured all City programmes to determine into clear understanding of what needs to be achieved during this which of these five focus areas they best fit. The result is a detailed term of office: We wanted to create a more inclusive society by matrix that enables effective programme implementation and working towards greater economic freedom for all the people of accurate performance measurement of the focus areas. the city. This requires us to increase opportunities by creating an Being able to measure outcomes and outputs is vital, as it allows economically enabling environment in which investment can us to determine whether we are actually delivering on the grow and jobs can be created. objectives of each SFA. This requires taking what is in essence We set out to do this by building on the five key pillars of: a qualitative measure and quantifying it. In doing so, a scheme is established that allows for the rational assessment of our • the opportunity city; mandate, mapped across all City directorates. Confident of the • the safe city; effectiveness of this formula of principles working together as • the caring city; parts of a greater whole, we have also created a formula for their implementation and assessment. • the inclusive city; and Sometimes, there is debate within the City regarding the SFA in • the well-run city. which a particular objective or programme should be measured. These five pillars help focus the City’s message and purpose of This is healthy and serves to reinforce our view that these strategic delivery. They also help us to translate our electoral mandate into areas complement each other and exist because of each other the organisational structures of the City. rather than in isolation.

City development relies on infrastructure. If a city does not have sufficient infrastructure to support industries or residents, it cannot sustain itself.

6 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW across the metro were canvassed for their input and opinions opinions and input their for canvassed were metro the across Citizens City. the by undertaken ever process participation public extensive most the involved also has process The department. each in officials senior most the and directorates, all from representatives subcouncils, and councillors to members, (Mayco) Committee Mayoral –from administration the of levels all from input involved has its This participation. maximum of with developed been has IDP The terms in required planning. medium-term its into outputs strategy turnaround the incorporated also has Provincial Government City The “Province”). (hereinafter Cape Western the of objectives key the as well as Government National of outcomes the with aligned is IDP the reason, this For process. Cape Future the and Strategy Development City the from arising strategies long-term regional, greater, for opportunities have will we that mindful also We are flow. will documents strategic City. in the development and planning It informs other various which from instrument, planning strategic principal City’s the is IDP The lives. people’s change help will they And development. economic and social of drivers the being of government, local as mandate, constitutional our fulfil us help will They past. the of inequalities structural the address us help and administration our of objectives the produce will areas these together, Working intention. the is also “inclusion”. That increase well very therefore may SFA “opportunity” an as classified outcome an example, For outcomes. consolidated of matrix in the together ultimately They act measure their outcomes effectively. to us allows them classifying areas, focus across cut even may and interdependent often are objectives and programmes these While created. be can jobs and grow can investment which in environment enabling economically an create to is city opportunity the of focus core The INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW into the future it deserves. it future the into and government of level next the Town to Cape take will SFAs these together, Working growth. infrastructure-led of principle overarching the by informed as SFA, each under programmes the describes IDP this approach, inclusive this on Based media. social and websites brochures, information inserts, via numerous channels, including public newspaper meetings, realise that government does not necessarily know what the the what know necessarily not does government that realise also must we However, it. to responding merely of instead in development lead can we where point the to working and backlogs addressing or in infrastructure, investing industries support continue will we such, As itself. to sustain cannot it residents, infrastructure sufficient have not does a city If infrastructure. on relies development City processes, regulation support. infrastructure and and officials to access easy example, government, planning accountable and for transparent by, efficient market the providing to support adequate provide We must government. as role our realise must we To this, do employment. find to individuals for opportunities economic more create will but growth, future sustain only not will that capacity acritical build and industries in city-based scale of economies creating thereby investment, attract to levers numerous use will City The dignity. attain and lives their of most the make people can a job having by Only created. be can jobs and grow can investment in which environment enabling economically an create to is city opportunity the of focus core The The opportunity city

7

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city market needs at all times, nor can it always respond with the The City will also encourage the growth of small businesses speed needed to direct strategic issues of development. and entrepreneurs through programmes such as Activa, which will teach new entrepreneurs the skills to aid them in For this reason, our economic partnerships will be essential. We business and planning procedures. have joined with other stakeholders to form the Economic Development Partnership (EDP). With City support and input, All of these initiatives will be pursued with a view to building the EDP will provide a forum for strategic economic planning, so our potential in certain key markets where we can develop a that we can maximise our growth potential as a city and region. competitive advantage. Those markets include agro- processing, tourism, major events, oil and gas, shipping and While the EDP is essential, we are already aware of some ship-building, health and medical technology, services and strategic interventions through which we can support growth. the green economy. These come in the form of catalyst projects – a key means by which government can support development. Being an opportunity city also requires a concerted focus on taking care of the natural environment in which we find Over the next five years, these projects will include investment ourselves. We must also ensure that future generations are in broadband infrastructure across the city to increase able to enjoy a clean and safe environment, in which capacity for the market while bearing capital costs, and the biodiversity is conserved and tourism and recreational extended roll-out of the MyCiTi service as part of the opportunities are maximised. integrated rapid transit (IRT) network, especially to the south- By managing our natural resources more efficiently and east of the city. investing in green technologies, we will ensure that there is Furthermore, these catalyst projects will include combinations enough water and energy to go around, and that we of area revitalisation and investment in renewable energy, do not generate more waste than is strictly necessary. such as the Atlantis revitalisation scheme. Such projects will It is also important that we continue to strive towards a more help us build a competitive advantage in green technology. robust and resilient city that is able to respond to the ongoing challenges of climate change and other natural hazards. To support these growth initiatives, the City will also engage in projects of internal improvement. These will include The safe city streamlining the planning process, so that the City can fully Citizens need to be safe in their city. If they feel threatened by support and assist everyone who wishes to engage in violence or crime, they can never truly access the opportunities development – from large-scale developers to smaller that the city and fellow citizens offer them. entrepreneurs and individual citizens. In terms of policing, the primary mandate belongs to the South In addition, building an opportunity city requires leveraging City African Police Service (SAPS), which is directed by National assets to aid development and growth. The City owns a great Government. However, Cape Town has demonstrated that a number of assets, especially land, which will be rationalised into metro that effectively uses resources and international best- one register. Those assets and their zoning will then be considered practice models can also have its own efficient and successful for sale, release or rezoning to assist development. metro police service.

The City will continue to dedicate resources and programmes to ensure effectiveness of safety provision.

8 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW rates rebates policy for people qualifying as indigents, to provide provide to indigents, as qualifying people for policy rebates rates in whichtheylive. Key our tothatwillbethemaintenanceof assistance –aswelltheenvironment who are mostinneedof That means lookingafter allCape Town’s people–especiallythose them, trulyenablingthemtoaccess opportunities. feel thattheirgovernmentisdoingeverythingitcantoprovide for all people. It must make residents feel at home and allowthemto In order tobeaworld-class city, Cape Town mustbewelcomingto The caringcity residents feelsecure, andthatresponds totheirneeds. resources available, wewillcontinuetobuildasafecityinwhich and proven safetystrategies, whileworkingwiththelimited By continuouslyaligningourselveswithinternationalbestpractice (VPUU) programme. the successViolence Prevention of through UrbanUpgrading to prevent socialdisorder anddisruption, modelledonthe design urban influencing includes This safety. for solutions capacity in the Traffic Department and designing more effective Safety innovationwillextend tomeetingtheneedforgreater to increase oureffectiveness. international bestpractice, whilealsoadoptingnewtechnologies informationandtechnology-ledprocesses toalignwith policy of as Smart Cop. Furthermore, our strategies will be directed by a will continuetoinvestinspecialisedunitsandprogrammes such This capacity willalsoextend toinnovativesafetypolicies. We compliance withtheCity’s bylawsandotherrelevant legislation. promoted training through andotherprogrammes staff toensure be will enforcement and compliance Environmental services. fire implementing a reservist programme for law enforcement and training andcapacitybuildingwhile,staff atthesametime, national andinternationalbestpractice. We willalsoinvestin with models staffing our align will we capacity, internal build To safetystrategies. adequately informedof risk awareness programme, toensure thatallresidents are at abroader level, primarilythrough initiativessuchas the disaster Furthermore, wewillincrease publicawareness andparticipation capacity. themetro tobuildlocalresponsivenessthe variouswardsand of across officers safety neighbourhood of programme the extend programmes, civilianoversight, continuewiththepractice of and To thisend, neighbourhoodwatch wewillextend theroll-out of a safercity. will foster community relationships, which are critical to building partnerships efficacy. Local improve to applied be to practice best International partnershipswillallowfortraining andmodelsof come invariousforms. partnershipstobuildcapacity.fostering of These partnerships provision.safety of components various the entail Thisfirst will and programmes toensure the themaximumeffectiveness of years,nextfive the Over dedicate resources to continue will we open spaces, citybeaches andnature reserves. and rescue services. Safetyisessential tothepublicenjoymentof fire provides and regulations, traffic enforces risks, and disasters But, safetyalsogoesbeyondpolicing. A trulysafecitymanages INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW quality control and management. and control quality water and inspections, hygiene waste, managing pollution, air monitoring control, noise through health environmental effective ensure to measures necessary all taking and citizens our for clinics providing includes This facilities. healthcare primary in our investing continue will we areas, all For improvements where necessary. and changes implementing and areas, in those procedures management waste and cleaning collection, refuse our reviewing be will we such, As delivery. service consistent of level a good receive settlements informal that ensure to want we that, to Further services. receive settlements informal all that ensure to mission our is It settlements. informal to services of provision the review constantly also We will connections. and electricity external as well as toilet basin covered a containing point service unique a through land City-owned on “backyarders” so-called to services extend to endeavour will City the years, five next the Over well. as residents backyard to extended be will in policy dynamism That Africa. South in provision housing to aspect dynamic anew, provide would homes their of ownership take to people helping feasible, Where inhabitants. fide bona to transfer or rental sale, possible for or upgrade for either stock, rental Council all evaluate will we end, To this delivery. our in us constrain not do resources limited that ensure to approach our of scope the broaden to need the exploring be also We will and social centres. economic to closer people bringing instead opportunities, from that policy removed far are that communities of densification creation the limit to seeks a by informed be will approach This houses. just not communities, building by settlements human integrated creating of programme our with continue We will group. this of needs the to approach worker” “social direct amore and reintegration social ensure to efforts increase we as for catered be also will homeless The Province. and (NGOs) organisations governmental non- including partners, other with in conjunction developed programme abuse substance anew through dislocation social of causes direct more address City the see will strategy attendant An and youthawareness and developmentworkshops. early childhood development (ECD) facilities, as well as community development. These willincludegreater resources toregister new There willalsobeagreater social focusonthemore direct leversof international funders. increase library capacity, witheitherprivateorganisations or rights, forexample. Suchpartnershipswillalsobeexplored to a privatebodysponsorsthefacilityinexchange foradvertising partnerships (PPPs) forcertainamenities, especiallyparks, whereby suchprovision.of This willincludeinvestigatingpublic-private scope our increase to ways explore us see will years five next The and youthcentres. parks, libraries, sportsandrecreational facilities, andcommunity amenities, communities willbethrough theprovision of suchas povertyalleviation.a measure of The mostdirect effect onall 9

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city The inclusive city The City will keep Mayoral Committee (Mayco) meetings open City of Cape Town to the public to ensure that the City’s political leaders have An inclusive city is one where everyone has a stake in the future at the forefront of their actions and decisions scrutinised. All City tenders above and enjoys a sense of belonging. For historical reasons, the South South African metros a certain limit will be publicly advertised, as will appeals and African society has been divided along artificial lines. While we and will bring us in procurement, to prevent corruption. A councillor from an have come a long way in terms of addressing many of those line with international opposition party will chair the City’s Municipal Public Accounts divisions, there is still work to be done. An inclusive city, however, best practice in terms Committee (MPAC). also strongly relies on the proper functioning of the programmes of development in the other focus areas in order to give meaning to this concept. Revenue streams, including budgets and programmes of debt strategies. collection and revenue projections, will be adhered to. So For instance, the various areas of the city need to be physically too, will projections of rates increases to ensure a measure of connected to each other to allow people to move freely in the city predictability for citizens. City bills will be itemised to ensure and connect with each other – hence the need for effective public that citizens are paying only for the services they use. transportation programmes. Furthermore, people in the city must never be made to feel economically excluded – hence the need for The staff structure will be managed according to a corporate, the success of programmes under the opportunity city. rational model. This will allow not only for a consistent salary structure, but also for full adherence to the principle of having Multiple factors must come together to make the city truly the right people, in the right place, at the right time, to inclusive. However, certain direct programmes can give effect to maximise service delivery. this. One aspect of making people feel included is recognising their heritage. Only by finding strength in our diversity can we To increase levels of service delivery even further, the City will maximise staff potential through effective human come together as one city. As such, the heritage programme will resources management, staff training and staff development. take on special significance as a primary means of social redress. Furthermore, the City has appointed an external audit This will involve restoring certain historical sites, and recognising committee to evaluate risks and controls, including the and preserving others, to truly represent and preserve our cultural staffing and resourcing of an internal audit unit, which ensures heritage. maximum efficiency and transparency within the organisation. Linked to this heritage programme is the events programme. In all programmes, strict monitoring will be rigorously adhered While the City will be using events to attract resources to Cape to in order to ensure that the need for constant service delivery Town, those events will also become linked to our heritage, so is always being met. Only by being completely open and that we showcase our full diversity to the world as well as link the constantly monitoring ourselves can we ensure that we deliver economic development benefits generated by events to a variety the most to our citizens. of different areas. Infrastructure-led growth The City will also be allocating resources to address the backlog The City will continue to invest in infrastructure to ensure that Cape of community facilities in underdeveloped areas and exploring Town has the capacity to support development. As cities expand, new partnerships with external funders. This will ensure that the their industries and people need to be supported by adequate recognition of our heritage is matched by investment in facilities services, from electricity, water and other amenities to additional that can be used by future generations. services that aid modern development beyond the basics, such as Key to an inclusive city, of course, is a government that responds to a broadband network and public transport networks. the needs of its citizens. People must know that government deals By continuously investing in infrastructure, we will be encouraging with their concerns seriously and efficiently. Government must and, indeed, leading growth by always ensuring the physical have the tools in place to recognise weaknesses and address them supporting capacity for people to build opportunities. Such an in a systematic manner to improve overall performance. approach places the City of Cape Town at the forefront of South The City has the tools in place to address these needs over the African metros and will bring us in line with international best next five years. Our C3 notification system allows for a central practice in terms of development strategies. point where all complaints can be logged and then channelled to Over the next five years, the City will be investing in a number the relevant departments. This system also allows for complaints of major infrastructure projects. These include the following: to be monitored up to completion, maximising efficiency and accountability. • Landfill space and other strategic infrastructure to support The internal service management programme allows for City waste management service regulation and monitoring, and ensures that effective • Additional funding for the expansion of the Cape Town systems are put in place within departments to avoid the International Convention Centre (CTICC) recurrence of resolved problems wherever possible. • Backyarder service programmes, extending municipal The well-run city services to backyard communities in Cape Town A well-run city is the guarantor of all other government • Service upgrades in informal settlements programmes. Citizens need to know that their government works for them, is accountable to them and answers to them at all • Redevelopment of the Bellville Velodrome times. Governments manage public resources and programmes. • Broadband infrastructure project for the Cape metro As such, they must be constantly scrutinised in public to ensure area network responsible management. The underlying tenets of a well-run city are the principles of openness and due process. • Rehabilitation and reconstruction of metro roads

10 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW • CTSDF: the of policies and plans The all. for works City the that it to see to and city, equitable and sustainable more a in live we that ensure to Town, in Cape change and growth new manage to City the enable will more, or 20years over extending plan, long-term This future. the in growth) urban for available space the use we in which way (the Town Cape of structure and form spatial the guide will CTSDF The 15 1985. of Ordinance Planning Use Land the Environmental of 4(6) section of terms in Planning Government, Development and Affairs Local of Minister Provincial the by and 2000, 32of No Act Systems Municipal the of section 34 of terms in IDP the of part as approved was (CTSDF) Framework Development Town Spatial 2012, May In Cape the Framework existing Cape Town SpatialDevelopment and development, greenfield infrastructure maintenanceandupgrades. supports that infrastructure in investment between greater required be will balance the future, In areas. economic its specifically areas, infrastructure maintenanceandupgrades initsolderurban patterns. The Citycannolongerdisregard theurgent needfor development influence will and Africa South in metros other infrastructure, wewillgainacompetitiveadvantageover By providing excellent services andcontinuingtoinvestin areas developed within risks A1:Figure infrastructure Major • • • • development may occur if it is sensitivelymanaged; development may occur if the areas thatshould be protected, andtheareas where indicate theareas bestsuitedtourbandevelopment, and Potsdam Wastewater capacity upgrades atZandvliet, Bellville Infrastructure programme forbulkwaterresources Upgrades to, andrefurbishment of, electricityservices integrated rapid transit (IRT) system Cape theMyCiTi serviceaspartof Extension of Town’s INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW

• • thegrowth management planwillbeto: The objectivesof and communities. government, surrounding municipalities, theprivatesector it needstobedevelopedincollaboration withallspheres of reviewed. For thegrowth managementplanto be effective, expenditure. Itshouldbereviewed annuallywhentheIDPis and establishclear targets andprogrammes forcapital growth managementplanneedstoaligninvestmentlocations strategic andasset maintenanceinvestmentpriorities. This the CTSDF andmedium-termsectorplans, masterplans, and 15-year growth management plan that provides a link between with the IDP. In addition, the IDP needs to be supported by a sector-based policies, allplansandbudgetsneedtobealigned For theCitytomeetcommitmentsoutlinedinCTSDF and • • • • • • • development pathincludethefollowing: equitable sustainable, more a on Town Cape put and grows spatial ideas andbuildingblocks thatwillshapehowthecity The CTSDF doesnotgrant ortake awayzoningrights. The • • • harmonise spatialand infrastructure forward planning; and investment; identify and spatiallydepict sector-linked interventions protected be developed. be should identity of part and enhanced, whilenewdestinationplacesshould unique form that Town’s and locations attraction Cape of or points significant Landmarks are – places Destination to direct urban expansion in themediumtolongerterm. serve will directions growth Identified areas. contain sprawl and protect natural, heritageandurban should be managed through development edges, which – City growthdirections growth and edges Development development andcivicprecincts. include development corridors, urbannodes, strip intensification land-use of Areas locations. opportunity land uses should be concentrated in accessible, high- – intensification land-use of Areas routes thegrid. are key elementsof multidirectional movement. Activity anddevelopment movement system that facilitates convenient access and thecitymustshift towardsorganisation agrid-based of Thespatial multidirectional accessibility grid– The where andhowthecitydevelops. shape should live to place desirable and unique a Town Natural assets –The natural resources thatmake Cape management. resource as well require towns as growth and budgeting planning, better-coordinated neighbouring with interrelationships Town’s functional –Cape aregion within A city flexible inorder to respond andadapttochange. the city mustbe Resilience –The spatial organisation of developers andtoguidechangesinland-userights. will be usedtoassess applications submitted byproperty facilities; and guide publicinvestmentininfrastructure andsocial should invest; whereprovide they investorswithaclear idea of A diverse mix of A diversemixof

11

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city • determine the preferred phasing of the city’s spatial identified. These need to be supplemented by the priority Cape Town’s development; action areas identified in the district-based spatial development residential plans (SDPs), aligned with sector-based strategic and asset • identify infrastructure hot spots where enhancement of areas are particularly maintenance investment priorities, and prioritised through the development rights may need to be limited in the short to vulnerable to the IDP and 15-year growth management plan. medium term, and establish monitoring mechanisms to effects of climate review their status; change, especially the • Definition of a priority action area concomitant increase • prioritise and align the priority action areas spatially and A priority action area is a location requiring in the incidence of by sector; intervention or action by the City, other natural risks such as • identify the cross-sector programming and project- spheres of government and state-owned flooding, gale-force level planning and budgeting required to support the enterprises. The interventions may take a winds, torrential implementation of the prioritised action areas; variety of forms, such as dealing with “crime rain and extreme and grime”, investing in bulk infrastructure temperatures. • identify the policies, the economic, administrative/ and social facilities, improving the quality regulatory and financial measures and/or the institutional of the built environment, or introducing arrangements that need to be investigated or introduced development incentives. to support implementation in the priority action areas; The priority action areas that have been identified are based • align the City’s budget spatially and across sectors; and on current available information and plans, and are therefore • align the City’s capital budget with that of surrounding likely to change over time. The Spatial Planning and Urban municipalities and spheres of government. Design Department will, as part of the annual IDP review process, assess the progress made in the priority action areas, In the preparation of the CTSDF, a number of short to medium- and amend and/or add to them. term priority action areas of metropolitan significance were The priority action areas have been grouped as follows: • Transport • Economic • Housing and infrastructure • Environmental • Social Conclusion Cities around the world are becoming drivers of growth. Regional centres, revolving around cities, have become the hub of economic activity. As urbanisation accelerates, the size and power of cities will only increase. That growth, however, brings with it a concomitant growth in needs. As a city, Cape Town must position itself to embrace these twin realities and maximise growth, while providing services to a growing population. As economic growth shifts to the more dynamic developing world, we must do all we can to ensure that we are part of that shift. Only innovative and dynamic policies that make us a flexible city can help us in that task. The plans articulated in this IDP will go some way towards helping us position ourselves for the opportunities of the future, and will guide us as we work to build the African city of the future, today. Situational analysis Cities of the developing world will absorb roughly 95% of the total population growth expected worldwide in the next two decades, and over 1,5 billion residents will be added to developing-country cities by 2030. Urbanisation will be one of this century’s biggest drivers of global economic growth, and developing-country cities – especially middleweight cities1 – will increasingly become the focus of such Figure A2: Cape Town Spatial Development Framework growth. By 2030, about 84,5% of the global population will live

1 These are defined as emerging-region cities with current populations of between 150 000 and ten million inhabitants. These middleweight cities are then subdivided into three categories based on population size. Large middleweights have populations of five million to ten million, mid-size middleweights have two million to five million, and small middleweights have 150 000 to two million. See McKinsey Global Institute 2011, p.44.

12 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW there is investment in the developing world, it tends to be be to tends it world, developing in the investment is there Where invest. to position favourable entirely in an not are world developing the from investors traditional Globally, 4 3 2 realities thatwemustcontinuetoface. conditions and a recession. There are numerous stark economic The worldisstillconfronted bychallenging economic Global economicconditions and opportunities Cape countries. in less-developed protected. be should identity, unique Town’s Cape of part form and attraction of points significant are that places Destination order for states to succeed. to states for order in succeed must cities that then, clear, is It belonging. of a sense developing for and growth, personal and stimulation intellectual cultures, diverse with interaction leisure, education, health, services, shelter, including life, abetter accessing for opportunity; of locations important are cities communities, and residents For goals emissions). quality carbon (such reducing as environmental global meeting to and strategies, mitigation and adaptation to central are cities change, climate and warming global as such challenges global to respect With future. the into competitive be not will that industries of in support resources misappropriate not does it ensuring and region, Town city Cape the of strengths the on building by is countries developing other from growth in exponential share to able be will city the way only the world, competitive increasingly an In positioning. Town in this Cape aid will advantages competitive on focusing and development infrastructure favouring approach An region. this to expand to wishing industries for base aservices and connections transport for centre aregional providing growth, that on capitalise to positioned Town ideally Cape makes which coast, west African the along cities these of growth the for potential remarkable demonstrate Projections size. and in number increase to due are which cities, mid-size be will 20years next the in growth economic of drivers major the that show trends Global people. of millions involving upliftment social about National PlanningCommission 2012. Western Cape Provincial Economic Review &Outlook(PERO) 2012. See UnitedNations 2011. Town’s challenges 2 Cities are thus key to bringing bringing to key thus are Cities 3

INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW challenges and issues, and essentially proposes a long- social,addresses alarge numberof politicalandeconomic financial success rather than social imperatives. social than rather success financial of logic the by motivated are and climates, investment look for similarly investors favourable Developing-world it. restrict than rather business aid to fostered deliberately conditions through or industries in particular scale of economies through either advantages, competitive built have that economies developing to directed benefit from all of the revenue it generates. it revenue the of all from benefit not does Town often Cape development, symmetrical favour that provisions policy national current to Due policy. financial or revenue of divisions in national say no has also City The regard. in this impact apositive have to expected 2012 is Town in October Cape of City the by Town –launched Cape for –Transport authority transport single the However, hub. transport acompetitive for looking producers for climate afavourable create to potential the decrease tariffs unrealistic and enterprises, state-owned by controlled are airport the and harbour the Both Town. in Cape points access key over say no or little has City the Secondly, directly. change effect to power little has City the and capacity, lacks and underserviced is people, of majority the for source transport major the as rail, Firstly, effect. adouble has This enterprises. state-owned over control have not does City The region. in the viable becoming of chance a realistic have that industries of kind the of scope competitive in the loss lessening a thereby market, labour in the advantage to lead can which of inflexibility the legislation, labour over authority no has City the addition, In economy. the affect that levers key many over control have not does City the However, region. in the development economic for responsible is City the government, alocal As National economicconditions African NationalDevelopmentPlan 2030(NDP). In August 2012, NationalCabinet approved theSouth Aligned and long-term strategies 4 The plan The

plans 13

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city term strategy to increase employment and invest in human TB incidence per 100 000 of the city’s population has been fairly Cape Town’s capital through education and training.5 One of the main stable, at below 900 every year between 2003 and 2009. The residential ways of influencing a city’s development path is through overall HIV prevalence in Cape Town appears to be stabilising, areas are particularly a planning process with a strong vision to achieve what is though at quite a high level, which means that the HIV/Aids vulnerable to the necessary to counteract negative forces and the impacts of pandemic continues to be one of the major challenges facing the effects of climate rapid urbanisation. A long-term plan can also set a city and city. According to 2007 figures, has the highest burden change, especially the its region on changed growth and development paths in the of HIV/Aids globally, and is implementing the largest antiretroviral concomitant increase provincial, national and international context. (ARV) treatment programme in the world.8 According to the 2009 in the incidence of National HIV Survey, the HIV prevalence for the Western Cape was natural risks such as An overarching vision for the Western Cape outlined in the estimated at 16,8% of the total population.9 Cape Town’s infant flooding, gale-force OneCape2040 strategy, spanning 28 years and intended as winds, torrential a statement of direction for the Province, is to bring about mortality rate (IMR) declined considerably between 2003 and rain and extreme a “highly skilled, innovation-driven, resource-sufficient, 2009, indicating good overall health as well as improved living and temperatures. connected, high-opportunity and collaborative society”. In social conditions in the City. Cape Town significantly outperforms response to this overarching framework in the OneCape2040 the national IMR, at 20,76 (per 1 000 live births) in 2009, document, the City of Cape Town has developed a City a decline from the 2006 rate of 21,4. Development Strategy (CDS) that will seek to bring about six In 2011, indigent households – those who applied and met the key transitions in the city, all of which are closely aligned with City criteria – made up 21% of the total number of households in the objectives of OneCape2040 and the NDP, as well as the the city. In 2011, 35,7% of households reported a monthly income 6 2012 – 2017 IDP. of up to R3 500 (the poverty line used by the City). Demographic and social challenges The economy In 2011, the population of Cape Town was estimated at 3 740 026 Following the global economic slowdown, which continued people, with an estimated 1 068 572 household units.7 in 2011, the International Monetary Fund lowered its Like developing-country cities across the world, the population economic growth forecast for South Africa in 2012 to 2,6% in Cape Town is expected to grow, and is projected to reach of the gross domestic product (GDP).10 The South African 4,25 million by 2030. This growth exacerbates the range of economy remains vulnerable to the continuing economic challenges facing Cape Town, including unemployment, high slowdown in Europe as well as growing concerns about an drug use and crime incidence. economic slowdown in China.

Table A1: Cape Town sector contribution to gross value added Contribution Average to GVA annual Values at constant 2005 prices (rand, millions) % growth % Sector contribution to GVA (excluding taxes and 2001 – subsidies) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2001 2011 2011

Agriculture 1 026 1 086 1 099 1 133 1 204 1 159 1 172 1 265 1 286 1 289 1 309 0,8 0,7 1,9

Mining 288 285 274 276 289 276 277 260 244 249 240 0,2 0,1 (1,7)

Manufacturing 25 761 25 785 24 910 26 295 27 631 29 277 30 716 31 450 28 754 30 146 30 644 19,5 16,1 1,7

Electricity 1 740 1 802 2 034 2 194 2 281 2 231 2 195 2 045 2 105 2 110 2 111 1,4 1,1 1,6

Construction 3 317 4 395 4 406 4 808 5 374 5 918 6 774 7 266 7 550 7 604 7 690 3,3 4,1 5,8

Trade and hospitality 21 421 21 544 21 996 23 073 25 122 26 362 27 691 27 794 27 441 28 298 29 595 16,3 15,6 3,2

Transport, storage and communication 13 291 13 987 14 946 15 741 17 177 17 908 19 154 19 747 20 045 20 465 21 234 10,6 11,2 4,3

Finance and business services 40 510 42 458 45 093 48 582 50 591 54 897 59 152 63 429 63 445 65 967 68 474 32,0 36,1 4,9

Community services and general government 20 937 21 199 21 952 22 521 23 407 24 221 25 293 26 445 26 940 27 540 28 546 16,0 15,0 3,0

Total industries (gross value added – GVA) 128 291 132 542 136 711 144 622 153 076 162 250 172 426 179 702 177 809 183 667 189 842 100,0 100,0 3,7

Taxes less subsidies on products 14 965 15 825 16 327 16 968 17 730 18 809 19 664 19 750 19 309 19 915 20 152 2,4

Total (gross domestic product – GDP) 143 256 148 367 153 038 161 590 170 806 181 059 192 090 199 452 197 118 203 581 209 994 3,5

Source: Data extracted from Regional eXplorer (ReX), Global Insight, compiled September 2012.

5 PERO 2012, p.3. 6 For more information on the alignment between the six transitions in OneCape2040 and the five pillars of the IDP, see programme 1.1(g) under SFA1. 7 Census 2011. 8 State of Cape Town Report 2010, p.36. 9 State of Cape Town Report 2010, p.36. 10 Donnelly, L 2012 “IMF drops SA growth forecast amid growing labour unrest, joblessness” Mail & Guardian 23 August 2012.

14 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 13 12 11 very little interaction withlarge firms. are low-techoperations inmature, traditional industries, with city’s the firms micro-sized and small all of of 93% output.to economic Up 50% for account and enterprises medium and small as classified are TownCape in businesses of 75% to Up Cape Town, 17%. compared toanationalaverage of thetotalemploymentin employment opportunities out of informal of 11% about only supported economy Town Cape not linked tothecity’s maineconomicactivities. In2011, the accommodation, andworkinginprivatehouseholds–thatare mainly wholesaleandretail trade, home-basedcateringand The informaleconomyinCape Town isinvolvedinactivities – earn anincome andhavetherequisite disposableincome. consumer goodsandservices, provided theyhavetheabilityto Cape Town hasayoungpopulationwhocandrivethedemandfor group 15–64 (downfrom 24,9%in2010). age the in all for 23,8% was Town Capeaverage the for rate unemployment In 2011, sectors. manufacturing and fishing, and in allsectors, theagriculture, withtheexception of forestry Between 2010and2011, availablejobsincreased thenumberof while thesector’s GVA contributiondeclinedoverthesameperiod. community servicesandgovernmentsector over thelastdecade, the by employment in growth the is remarkable is What 000. 42 been sheddingjobsinthepastdecade, theloss totallingaround dramatically decreased initsjobs contribution. Inaddition, ithas sector, oncethesecond-largest contributortoemployment, has manufacturing The 2011. in 28,2% to increasing contribution its government sectorcontributesmosttototalemployment, with with verydifferent rankings. The community servicesandgeneral performance also contribute the most to employment, although The same sectors thatdominateCape Town’s economic potentially suitedforsemi-skilledandunskilledjobseekers. economy hasgrown nominally, ithaslostsomemore jobs the CapeAnd while the manufacturing sector share of Town total GVA the highest growth rates.of – supported by one of and finance the 2011, 36,1% at – importance its maintained sector services business In sectors. these of contributions respective the in changes,specifically structural been however community servicesandgeneral government. There have and hospitality, business services, manufacturing, trade and and finance namely sectors, four by dominated is (GVA), added Cape Town’s economicperformance, according togross value and Tshwane).Johannesburg Town amongthetopthree metropolitan municipalities(after compared totheSouth African average, whichranks Cape municipalities, Cape Town’s GDPpercapitaisnearly double average While 10,7%. annual growth rates are fairlysimilaramongthemetropolitan at steady remaining contribution largest contributortoSouth Africa’s totalGDP, withthe2011 During thepastdecade, Cape Town hasremained thesecond- national industry. a goodservicesbasewithwhichtoattract internationaland to build. Itisknowntohavesolideconomicinfrastructure and Cape Town’s key positives on which economy has a number of 15 14 CO The issuesinthissectionare dealt withcomprehensively intheCity’s theEnvironment State Report of series, andare therefore discussedin muchlessdetailinthischapter. informalemployment asaproportionBased ontheratio totalemploymentinCape of of Town andnationally. See http://www.capetown.gov.za/en/Pages/CityLaunchesTransportforCapeTown.aspx. bicycle access, metered taxisand park-and-ride facilities. Among themodestobeintegrated are Metrorail services, road-based servicesonmainroutes, conventionalbusservices, minibustaxis, feederbusservices, pedestrian and climate change. the leading causeof 2 isagreenhouse gasthat hasanegative impactontheenvironment, asitartificially increasesthe atmosphere theabilityof to retain the earth’s heat,as andhasbeenidentified 11 INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW

transport”. public safer and affordable efficient, more in resulting – first an “integrated, multi-modal system thatputs commuters these patterns. TCT willseektomouldthecurrent systeminto theexciting current initiativesthataresome of likely tochange the of Transport forCape Town (TCT) governmententityare process currently underwayaswell astheOctober2012launch commute towork. The Integrated Transport Plan(ITP)review peoplewhousethetrain to slight increase inthe numberof cycling, fewerare takingthebusandtaxi, whilethere isa suggest thatslightlymore peopleare walkingand(motor) figures 2011 use.Thetransport in split modal the shows table Climate changeadaptationandmitigation and services, anddealing withresource depletion. conservation unique of natural landscapes or ecosystem goods the needforclimatechangeadaptationandmitigation, The environmental challenges thattheCityfacesinclude Natural wealth (CO attention togreenhouse gasemissions suchascarbondioxide more pay City the that require agreements emissions Global and shrinkingoilreserves). rainfall patterns) andresource depletion(suchaswaterscarcity climate change (such as rising sea levels and changes in of Cape Town isvulnerable bothtotheenvironmental effects Source: Statistics South Africa General Household Survey 2011. public transport and other modal options. from privatecarsistoencourage more residents tousemass 2011 in work of place to transport of Table Key A2: modes Total Unspecified Other Car Lift club Train Bus Taxi motorcycle Bicycle/ Walking home Office isat 2 ). 13 Onewaytoreduce CO 15 African Black 12 19,74 23,36 13,33 20,71 10,33 1,22 0,00 3,28 0,75 7,27 100 % and Coloured 2 andotherharmfulemissions Asian 37,15 14,18 19,73 1,74 0,28 4,24 7,70 0,58 7,91 6,48 100 % White 75,20 14,35 14 0,44 0,00 1,40 3,23 0,71 0,11 1,01 3,55 100 The following % 39,54 14,81 15,98 Total 1,31 0,14 3,35 8,03 0,72 7,77 8,36 100 % 15

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city Cape Town has unique natural landscapes with endemic vegetation that needs conservation. Conservation of natural wealth Daily water use per capita (litres)

Cape Town has no fewer than six endemic national vegetation 350 types. Currently, approximately 40% of the biodiversity network 300 250 is under formal conservation management. 200 150 Water quality is another important conservation issue, 100 50 especially in relation to maintaining the quality of coastal water 0 and inland water bodies.16 Overall, the greater majority of coastal water points on the and Atlantic coast comply 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 with coastal water quality guidelines.

Mitigating waste generation Figure A3: Cape Town’s average daily water use per capita in and resource depletion litres, 1996 – 2011 Increased recycling by the city’s population, along with Source: Strategic and Development Information improvements in solid waste disposal, has the potential to & GIS Department, City of Cape Town. decrease the demand for landfill use. Voluntary recycling may account for a portion of the dramatic decline in waste Challenges of urban growth and form disposed at landfills in 2008 and 2009. However, only a small In terms of population, Cape Town is significantly smaller percentage of Cape Town residents currently recycle their waste than most of the world’s major cities. However, it faces similar and there is enormous scope for improving recycling practices. developmental challenges, and will require a major focus In 2009, water use per capita was at its second-lowest since on physical and economic infrastructure as well as human 1996, at 223,4 ℓ per capita per day, and dropped even further capital development. in 2011, to 215 ℓ per capita per day. This is the lowest daily water use per capita figures since the 2004 water restrictions. In 2011, there were 1 068 572 households in Cape Town, Thus, residents are continuing to respond positively to and of whom 78,4% lived in formal housing, 13,5% in informal have internalised the City’s messages about the need to save settlement housing, 7% in informal backyard dwellings, water. The City has set an organisational target to reduce overall and 1,1% in other dwellings (including tents, caravans and water use.17 traditional structures).18

16 Drinking water quality is another area that is monitored through an incentive-based monitoring programme named “Blue Drop certification” launched in September 2008. In 2012, the City received a platinum award for having excelled in the Blue Drop awards programme for four successive years. Importantly, the City’s score for this year increased to 98,14% (up from 97,61% for the 2011 awards). See http://www.capetown.gov.za/en/Pages/CityachievBlueDropsuccagainforwaterqual.aspx. The index starts from a rating of less than 33%, which means the water supply system needs urgent attention. Between 33% and 50% means it needs more attention, 50% – 75% means it is good, 75% – 90% means it is very good, and more than 90% means it is excellent. 17 The World Health Organisation recommends a minimum per capita of 50 ℓ of water per day for basic cooking, drinking and hygiene requirements. However, it is important to note that this is a basic level of service. The City provides 6 000 ℓ of free water to all households; at an average household size of four people, which works out at 50 ℓ per person per day. The Urban Environmental Accords recommend that cities with a consumption of more than 100 ℓ per capita per day implement measures to reduce consumption by 10%. City of Cape Town State of the Environment Report 2009, p.53. See http://www.capetown.gov.za/en/EnvironmentalResourceManagement/publications/Document/State_ of_Environment_Report_2009_2010-08.pdf. 18 Statistics South Africa Census 2011.

16 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 20 19 residents, whileEskom servestheremaining 25%. its of programmes.75% for electricity to access provides City The electrification have entities Capeboth Town, and of City the and The metro electricitysupplyarea is divided between Eskom (refer sectorplanin Annexure K andSFA1) Electricity services public housingdevelopments. is primarilyoninformalsettlements andbackyard dwellingsin basic services provision for residents,In termsof the City’s focus by subsidised are costs the City. housing, low-income of case the In developments, andthengenerally recover thecostsinvolved. Developers provide basicservicesinformal housing services. sanitation efficient and water potable safe clean, with public the providing and city, the across extended and maintained are services of levels high that ensuring gaps, any address to as so requirements capacity resource determining criteria, established to facilities existing matching by done be will This needs. community address to to and continue requirements will legislative City meet the office, of term current the Over these services, the relevant sector plans and SFAs are identified. to related activities and programmes City on details For more services, onlythecore basicservicesare reviewed below. services,a widerrange of includingsocialandcommunity plans tohonourthese. While theCityisinvolvedinproviding service commitmentstoresidents andbusinesses, andits the City’sThis section provides a high-level overview of basic Town servicessectorplans High-level overviewof integrated city, anditrequires integrated solutions. and communities, aswellitsecosystem. This isahighly its economy, natural andcultural landscapes, households engagement inmakingthecitymore resilient intermsof poverty and social marginalisation, and encourages residents’ path forCape Town thatpromotes economicgrowth, reduces thesechallengesoutlinetheneedforadevelopment All of opportunities tobreak downthesocial barriers. use zoningareas thatbringresidents closertoworkandoffer legacy intoamore integrated andcompactcity, withmixed- theCity’sOne of challenges istotransform itsspatialandsocial per hectare. low,is city the for density population averageThe people 39 at any suchdevelopmentiseffective and efficient. land available for development,of and make it essential that other hazardous, noise-generating activitieslimittheamount with itslongcoastlineandmountains, theairportlocationand 1232hectares peryear.average rate of Cape Town’s geography an at developing been has city the recently, More 2005. and 1985 between area developed-land in 40% by grew City The Managing theurbanedge or (iii)onprivate property. Certain informalareas are excluded from theelectrification programme dwellingsare (i)belowthe50-year if floodline;(ii)in road, railandpowerline reserves; housing. DevelopableLandwithinUrbanEdgeproduced SeeEvaluation bySpatial of PlanningandUrbanDesign(SPUD)inOctober 2010. Estimates were basedonpastgrowth trends, andmodelledonfuture residential development–includingforrates forinformalsettlements, subsidyhousingaswell asmarket 19 Cityof Cape INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW greywater reuse, rainwater harvestingandthelike. reuse, treated-effluent andconsumereducationawareness topromote devices, management water of installation programme, replacement meter the retrofitting, consumers), leaks andburstpipes), theleaks repair programme (forindigent water lost through management (to decrease the amount of have a WCWDM impact. WCWDM initiativesincludepressure Branch –suchasthepipereplacement programme –also the Water Reticulation themaintenanceactivities of Most of (WCWDM) initiatives. various waterconservationanddemandmanagement demandgrowth,aims toreduce therate of andincludes The City’s 10-year Water DemandManagementStrategy (refer sectorplansin Annexure P, SFA1 andSFA3) Water andsanitationservices by Eskom. themetro serviced in informalareas isintheportionof Currently, theelectricalconnectionbacklog thebulkof Human Settlements Directorate. City’s the of those with aligned are programmes electrification funding from bothmunicipalandnationalresources. These with sites qualifying of electrification enable to infrastructure within themetro. This functioncoverstheprovision of low-cost housingdevelopmentsandinformalsettlements plan. This plan entails the provisionelectricity to of qualifying electrification City’s the by guided is city the in Electrification works. 13 treatment 12 and supply dams comprises water system water bulk City’s The 20

17

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city Solid waste services Human settlements The City has embarked (refer sector plan in Annexure G, SFA1 and SFA3) (refer Annexure E and SFA3) on a strategic plan to The Solid Waste Management Department fulfils the function of The City is challenged to ensure innovative human settlements improve the living waste management by collecting waste on a weekly basis from and housing for those in need. environment of residents and businesses throughout the city. families in its 204 Interventions will require significant additional capital informal settlements. Environmental Health monitors the quality of this service. investment, together with a fundamental reconsideration of Objectives that form Medical-waste monitoring, management and disposal are how to deliver more housing, more rapidly, in a more integrated, part of this strategy also key programmes. Clean-up campaigns and community sustainable manner. Key elements for successful urban include establishing awareness programmes, particularly in informal settlements, restructuring include higher-density housing developments local offices to serve are developed to assist the Solid Waste Management in well-located areas, major improvements in public transport informal settlements, Department in improving waste management and reducing to link fragmented places, and higher employment levels in optimising land waste. The Solid Waste Management draft sector plan guides townships and informal settlements.22 availability, improving these programmes. The City continues to utilise the range of available national service delivery, Currently, 100% of formal households receive the basic service of housing programmes to create innovative, integrated and providing security of weekly kerbside refuse collection using the wheelie bin system. sustainable human settlement developments for its poorest tenure, and improving All informal settlements are serviced, and receive a door-to-door communities, most of whom depend on the state for their the quality of refuse collection or ongoing area-cleaning service (litter picking housing needs. The City has formulated several programmes, dwellings. and illegal-dumping removal). All residents receive at least two such as the informal upgrade strategy, the backyard free plastic bags per week in which to place their refuse. The filled improvement strategy and, most recently, the urbanisation bags are taken to shipping containers, where they are stored until strategy.23 they are transported to a landfill site. All containers are serviced at The City is committed to upgrading informal settlements in least twice a week. Local labour for this purpose is hired from the different parts of Cape Town, and the five-year housing plan City subcouncil databases. These services are contracted out for for 2012 to 2017 sets out a range of strategies for upgrading three-year periods. The Solid Waste Management Department has the living conditions of people in informal settlements and developed a pictorial “Standard of Cleanliness” to be able to hold makeshift backyard structures, and steadily stepping up access the service provider in informal settlements to a particular level or to shelter by providing incremental housing – starting with standard of service provision.21 the provision of adequate services such as access to electricity, water and sanitation.24 Informal settlements upgrades The City has embarked on a strategic plan to improve the living environment of families in its 204 informal settlements. Objectives that form part of this strategy include establishing local offices to serve informal settlements, optimising land availability, improving service delivery, providing security of tenure, and improving the quality of dwellings. Processes that are meant to support the objectives of this programme include establishing development partnerships, engaging in participative planning as well as partnership-driven coordination. The City has prioritised settlements for incremental upgrades and for re-blocking, which involves the reconfiguration of informal settlements into a more rational layout to enable a safer environment, better living conditions and easier access for the provision of basic services.25 Backyarder service programme This programme is guided by the backyarder policy, and involves the improvement of living conditions of people living in the backyards of City rental stock by providing better access to municipal services. These services will include water, sanitation, refuse removal and electricity. The backyarder service programme also includes the identification of vacant The Solid Waste Management Department collects waste on a weekly basis from residents and land that could be utilised for infill housing projects. businesses in the city.

21 The “Standard of Cleanliness” is a qualitative performance management tool. Level 1: Desired standard of cleanliness; Level 2: Fair/reasonable standard of cleanliness; Level 3: Unacceptable standard of cleanliness, and Level 4: Totally unacceptable standard of cleanliness. 22 A more compact urban form, however, should not mean losing access to public green and open spaces, and neighbourhoods will have to be designed with amenities that will foster a sense of community and social interaction. This will advance social inclusion and increase the livability of compact environments. 23 These programmes allow the City to develop different forms of housing opportunities, ranging from in situ upgrades of informal settlements to rental housing in the form of community residential units (CRUs), institutional and social housing, as well as home-ownership opportunities such as Breaking New Ground (BNG) and gap housing for qualifying beneficiaries. 24 A strategy to provide basic services to informal settlements will be implemented. The development of an integrated human settlements plan includes not just houses, but all community facilities, such as cemeteries, sports facilities and libraries. See City of Cape Town Five-Year Integrated Housing Plan 2010/2011 – 2014/2015. 25 Refer Integrated Housing Plan 2010/11–2014/15.

18 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Source: City of Cape Town Community Satisfaction Survey 2012. Survey Satisfaction Town Community Cape of City Source: – 2007 2012 Survey Satisfaction Community the to according residents Town Cape by identified areas A4: Priority Figure What shouldtheCityprioritise? theCSS. thestrengths of of carefully questions explained. Clarity, research methodsandprocesses are some confusing potentially and formulated interview withtrained interviewers. Questionsare carefully 40-minute in-depth an in participate and selected, randomly isavailable on acity-wideandhealth districtlevel. The respondents are data Thus, Town. of Cape diversity the reflect to sampling) (stratified districts health eight across respondents goodresearch practice.codes of Dataisgathered from 3000 the to adheres and defensible scientifically is report CSS The 2007 –2012 to theCommunity SatisfactionSurvey, Cape Town residents’ priorityneedsaccording key recommendations, whichare usedtoguideCityplanning. and views. This information is then translated into a series of City withinformationaboutitsresidents’ perceptions, priorities Capeviewed through theeyesof Town residents. Itprovides the 2007. theCityas Itisintendedtomonitortheperformanceof residents undertakenrepresentative annuallysince sample of a The Community SatisfactionSurvey(CSS)isasurveyof them are discussed in more detailbelow. informationandtheprocesses These usedtogenerate sources of system. notification C3 the and process engagement public IDP Survey, the Satisfaction Community the analysis: needs IDP the Cape Cityof Three sourcesTown of informationare usedtocompile 2011 –2012 IDP publicneedsanalysis Building andmaintainingexisting infrastructure Having anopenandaccountablegovernment Enforcing traffic andotherbylaws Encouraging socialdevelopment Protecting theenvironment Having primaryhealthcare Growing theeconomy Addressing HIV/Aids Fighting corruption Providing housing Reducing red tape Preventing crime Creating jobs %

0 10 INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW 20 City’s services. the with satisfied are residents moreCity. that the means in This public serviceprovider, trust residents’ levelof andintermsof delivery areas suchas overall performance, performanceasa residents indicatingapproval across in thepercentage of service increases with period, four-year the over significantly increased Overall, theCity’s positiveperceptions of performancehave “Enforcing traffic andotherbylaws”. corruption”, and “Havinganopenandaccountablegovernment” Priorities showing increases are “Preventing crime”, “Fighting maintaining existing infrastructure” and“Addressing HIV/Aids”. and are “Building scores declining significantly with Priorities scores,within arange of risingordropping afewpointsannually. priorities graphed onthey-axis. Manyprioritiestendtohover answers were thenusedtoprovide the compositeforthevarious the topthree needsthatallinCape Town shouldprioritise. The the graph belowwasderived, residents were asked toname for data the which from question the In 2011. November and Research forthe2012CSSsurveywasconductedduringOctober and 46% in 2007/8). 46% and (the 2010/11as same in 54% 2009/10, in 58% 2008/9, up provider and from service public a as role its fulfilling in excellent or good very good, as City the rate residents of 62% of total A City’s 2010/11, the in 57% 2007/8). in 50% and 54% 2009/10, in 2008/9, overall, that, said or good excellent (up very good, was 62% from in performance residents of 63% Altogether What residents hadtosay 30 40 Fighting housing. corruptionhasovertaken theprovision of providing housing continuetobekey issues toprioritise. 50 Job creation, preventing crime, fighting corruptionand 2007/8 Significant changefrom 2010/12 Significant changefrom 2007/8 60 2010/11 70 2011/12 80

90 100 19

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city Altogether 69% of residents rate their level of trust in the City Nevertheless, the IDP public engagement process adopted the Overall, positive of Cape Town as fairly strong, very strong or extremely strong format of a series of meetings that were hosted during July perceptions of the (up from 66% in 2010/11 and 2009/10, 61% in 2008/9, and and August 2012. Three types of meetings were used, namely City’s performance 50% in 2007/8). mayoral meetings, special subcouncil meetings and general have increased More generally, the 2011/12 findings of the survey reveal the public meetings. significantly over following: the four-year period, A total of six mayoral meetings were held, one each in with increases in • Essential services remain an area of relative strength for , , , Strand, Atlantis the percentage of the City overall, particularly in water provision, sewerage and , with a total attendance of around residents indicating and sanitation as well as refuse collection. 3 500 people. Meeting attendance ranged between 160 and approval across service 1 000 people per meeting, with Atlantis having the fewest • Stormwater drains being regularly cleaned and prevention delivery areas. of flooding have shown improved ratings by residents in attendants and Khayelitsha the most. the past year, and continue a positive upward trend. Special subcouncil meetings were held in all 24 subcouncils. • In terms of community services, parks have shown an Attendance of the subcouncil meetings was lower than for improvement in both the short and long term, while the mayoral meetings. The figures per meeting ranged residents continue to rate library services as good. between eight and 46 attendants, with the average number of attendants for all meetings being in the mid-teens. • Law enforcement scores have improved overall both in the long term and in the past year. Illegal dumping, illegal Two general public meetings were held in Dunoon and Langa. land settlement and noise have again been identified as Total attendance for both public meetings amounted to 237. important concerns to residents. • Environmental and conservation services have Attendance by meeting type (%) improved across most categories, with cleanliness of the urban environment in particular showing a significant 7% public improvement. meetings • Fire and emergency services continue to be a priority for 25% special subcouncil residents, and these services have shown improvement in 68% meetings response times to emergency situations. mayoral meetings • The provision of affordable transport has shown an improvement in the long term, with all other perceptions of transport remaining stable both in the long and short term. The 2012 IDP engagement process Figure A5: IDP 2012 meetings – attendance by In the IDP engagement process, it could of course be argued meeting type that the responding members of public are more likely to drive specific agendas than in the other two sampling processes.26 Source: 2012 IDP public engagement process summary.

According to the Community Satisfaction Survey, residents identified housing as a priority.

26 In the CSS, participants are selected randomly, thereby minimising potential bias. With the C3 system, respondents complain about a very specific problem, for which a direct solution is sought. Thus, it is generally an operational process – focused and more free of any potential hidden motive.

20 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Table A3: Ten City functions with the highest C3 notification call volumes for 2011/12for volumes call notification C3 highest the with functions Table A3: Ten City departmental plansandbudgetsforthenext budgetcycle. residents’ needs, departmentsmaythenincludeprojects in departments donothavetheresources availabletoaddress directThe accountability, idea istodraw linesof service sothatif ward committee membersasat July 2012were present. active the of 74% meetings, the At meetings. at registration where the pick-up points would be and assisted with their thepublicwhowantedtoattend ameetingknew members of instances, thecommittee membersassisted inensuringthatall to help distribute meeting information to residents. In many community-based organisations tothepublicmeetingsand Ward committees were used to help identify and invite all one inputforallservicedepartments. for theservice. The formwasalsodesignedtocapture atleast beingabletosuggestapotentialphysicallocation the pointof to have done in their specific wards/subcouncils – concretely, to want residents what about information specific very capture to say” form. This year, the“Haveyoursay”formwasdesigned comment, either verbally or by completing the “Have your At ameeting, thepublicare invitedtogive membersof thedata.to understandtheusabilityof themeetingsaswellhowdataare collected the context of but about people and issues too. It is important to understand The IDPpublicengagementprocess isnotonlyaboutnumbers, How theIDPengagementprocess works Table A4: Areas where call volumes have declined most significantly from 2010/11from significantly – 2011/12 most declined have volumes call where Table A4: Areas Electricity technicalcomplaints Transport Safety andsecurity Water –informalsettlements City functionalarea City functionwiththelargest declineinnotifications 2009–2012 City functionalarea byC3notification Traffic signals Other City parks Electricity technicalcomplaints Housing –existing Roads and stormwater Solid waste Water demandmanagement Water Sewer INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW IDP engagementprocess. and budgeting to meet specific service needs raised during the between issue andresponse, andallowsforforward planning drawing up areply andactionplan–produces aneat match public, submitting themtotherelevant linedepartmentsand the Using thisformat–solicitingcommentsfrom membersof summary. Source: 2012 IDP public engagement process directorate by comments, of A6: –distribution 2012Figure engagement IDP 1 522 17 97 264 225 75 68 892 79 1 354 2010/11 Calls in 800 23,2 13,8 11,9 (%) 8,2 2011/12 Calls in City Health (79) Corporate Services(68) Province (75) Spatial Planning(225) Environmental and Economic, Development (97) and EarlyChildhood Social Development Safety andSecurity(264) (1 522) Community Services Finance (17) (892) Human Settlements (800) Transport forCape Town Utility Services(1354) (%) 5,7 0,0 0,1 0,7 of Percentage Percentage totalcalls change 15,2 15,6

1,0 1,1 1,3 5,8 5,8 6,2 6,8 7,4 (17,5) (13,8) (11,9) (7,5) (%)

21

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city The City of Cape Town C3 notification system There have been significant declines in calls associated The C3 notification system is the information logged from with technical electricity complaints, transport, safety and telephonic service requests that the City call centre receives. All security, and water-related issues in informal settlements. It is calls are captured, and more than one call may relate to the therefore possible that residents have experienced significant same issue/complaint. Therefore, C3 data is not of a scientific improvement in these service areas. standard; yet, the data provide a useful indication of residents’ Call volumes about solid waste, water demand issues. During the period 1 July 2011 until 30 June 2012, management, water and sewers all increased significantly some 732 873 calls were received, down from 828 945 in the from 2010/11 – 2011/12. The biggest increase in call previous financial year. volumes related to sewers, and occurred as a result of The C3 notification system captures residents’ calls and blocked drains. The Sanitation Department believes complaints regarding City services and functions. In this that these changes are a result of the launch of the analysis, the call volume of the C3 notification system describes sewer blockages education and awareness campaign frequency of calls. Table A3 lists actual percentages of C3 (October 2011 – July 2012), where residents were provided notifications by City function, expressed as a percentage of total with the contact details of the technical operations centre. C3 notifications.

Comparing the data for 2011/12 with 2010/11, it is evident Below, all C3 notification categories are graphed as a that sewer, water, water demand management, solid waste percentage of total calls. and related issues remained important in the last financial year. In contrast, there was a decline in call volumes relating to Figures for 2011/12 (Grey) are contrasted with 2010/11 technical electricity complaints, safety and security, transport, (Green). health and social development issues. The remaining notifications on City functions have largely remained constant.

Electricity technical

Transport

Safety and security

Water – informal

Property management

Social development

Health

City Parks

Planning and building % of total call volume 2011/12 Traffic signals % of total call volume 2010/11 Sewer – informal

Other

Housing – existing

Roads and stormwater

Solid waste

Water demand

Water

Sewer

0 5 10 15 20 25

Figure A7: C3 call volumes by organisational function: 2010/11 vs 2011/12

22 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW with jobcreation thetopneed. residents’ needs have remained largely unchanged this year, The CSShasshownthatwhilethere are someminorvariations, review canbesummarisedbynotingthefollowing: used to compile the theaforementioned three datasources each of implications of The strengths and weaknesses as well as the major findings and Conclusion public needs analysis for the 2013/14 IDP 2013/14 the for analysis needs public INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW directorates of Communitydirectorates ServicesandUtilities. of res engagementfor meetings are themostpopularformof The IDPengagementprocess hasrevealed thatmayoral idents. Residents seemtomake themostdemandson 23

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city How the City contributes to the awareness raising, improving child safety, meeting wellness National Development Plan and nutrition needs, and leveraging the City’s resources (human and financial) to provide training and development NDP chapter 3: Economy and development opportunities for currently unemployed youth. This objective relates to the implementation of public NDP chapter 12: Building safer communities employment programmes, with which the City aligns through its Expanded Public Works Programme (EPWP) implementation. This objective relates to the need for all people, especially women and children, to feel safe at home, school and work, and NDP chapter 4: Economic infrastructure to enjoy an active community life free of fear. To this end, the This objective relates to the provision and sustainability of City has implemented a programme for neighbourhood safety services such as water, electricity and public transport, and officers (NSOs) per ward and selected schools; is extending the the establishment of a fibre-optic network that can provide neighbourhood watch assistance project into new areas, and is competitively priced and widely available broadband. To also expanding the VPUU programme. achieve this, the City continuously strives to maintain and invest NDP chapter 13: Building a capable and in its water and electricity infrastructure, and is implementing a developmental state fibre-optic network programme. This objective relates to the state playing a developmental and NDP chapter 5: Environmental sustainability transformative role. It entails that staff at all levels should have and resilience the competence, experience and authority to perform their jobs, This objective also relates to the implementation of public and that the relationship between the spheres of government employment programmes, and the City aligns through its should improve and be managed more proactively. To comply, Expanded Public Works Programme (EPWP) implementation. the City will use property and land to leverage social issues NDP chapter 6: Inclusive rural economy, and and implement a human resources, talent management and chapter 7: South Africa in the region and the skills development programme. The City will also contribute world to the creation of a capable and developmental state through ongoing collaboration with the National Department of These objectives have no direct impact on the City of Transport, Province and the Passenger Rail Agency of South Cape Town. Africa (PRASA)/Metrorail on the rail services improvement NDP chapter 8: Transforming human and upgrade programme, and will partner with Province in settlements providing and maintaining education and school sites. This objective relates to how municipalities should spatially NDP chapter 14: Fighting corruption enable the densification of cities to promote a better mix of This objective relates to achieving a corruption-free society, high human settlements, which will allow people to live closer to adherence to ethics throughout society, and a government that their places of work, and the implementation of a better public is accountable to its people. The City aligns with this objective transport system, which will in turn facilitate integration. The through its establishment of an external audit committee City responds through its densification, integrated human and an effective system to process complaints (and report settlements as well as public transport programmes. corruption). A financial management programme through the NDP chapter 9: Improving education, training Municipal Public Accounts Committee (MPAC), along with a and innovation management accountability programme, will focus on training This objective relates to early childhood development (ECD), managers in identified core administrative business processes while also ensuring that artisans enter the job market. The in order to ensure improved accountability. City’s women and child health services, such as family planning NDP chapter 15: Nation building and and immunisation, along with targeted ECD development social cohesion programmes, contribute to this objective. This objective relates to the need for citizens to accept that they NDP chapter 10: Healthcare for all have both rights and responsibilities, and, most critically, the This objective relates to access to primary healthcare by pursuit for a united, prosperous, non-racial, non-sexist and improving tuberculosis (TB) prevention and cure, reducing democratic South Africa. To achieve this outcome, the City’s maternal, infant and child mortality, and reducing injury, objective to ensure increased access to innovative human accidents and violence. This is supported by the City’s settlements for those who need it, and to provide community implementation of women and child health services, such facilities, will make citizens feel at home. Strengthening as preventive, promotional and curative services and TB community capacity to prevent crime and disorder, and control; attempts to establish a law enforcement as well as a managing service delivery through the service management fire and rescue reserve member service, and enhanced-speed programme, ensures cohesion. enforcement capacity. NDP chapter 11: Social protection This objective relates to the need for all children to have proper nutrition, employment opportunities to be created through skills development, and for all people, especially women and children, to feel safe. The City’s programme comprises

24 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Objective 1.6: Objective 1.5: Objective 1.4: Objective 1.3: Objective 1.2: Objective 1.1: ST R ATE G Maximise the use of availablefundingandprogrammes fortraining andskillsdevelopment Maximise theuseof Leverage theCity’s assets todriveeconomicgrowth andsustainabledevelopment aneffectiveEnsure publictransport mobilitythrough system theimplementation of Promote asustainableenvironment throughresources theefficient utilisationof economic growth anddevelopment Provide andmaintaineconomicsocialinfrastructure toensure infrastructure-led job creation Create anenablingenvironment toattract investmentthatgenerates economicgrowth and IC FOC IC U S A R EA 1:EA OPPO THE INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW R T U NITY CITY NITY 51 49 45 42 33 28 25

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city SFA 1 STRATEGIC FOCUS AREA 1 THE OPPORTUNITY CITY

This SFA is aligned with Province’s objective of creating opportunities for growth and jobs. It is also aligned with the following National Government outcomes:

Outcome 4 – Decent employment through inclusive economic growth Outcome 5 – A skilled and capable workforce to support an inclusive growth path Outcome 6 – An efficient, competitive and responsive economic infrastructure network Outcome 10 – Environmental assets and natural resources that are well protected and continually enhanced The City contributes to Millennium Development Goal 1, “Eradicate extreme poverty and hunger”, through the implementation of the Expanded Public Works Programme (EPWP).

Approximately 75% of businesses in Cape Town are classified as small and medium enterprises.

Only the market – as a key part of an economic-enabling The City’s mission in this regard is to create an economic environment that allows for competitive and inclusive growth – environment in which investment can grow and jobs can can truly provide the opportunities that lift people out of poverty be created. This involves a strategy on multiple fronts. At and provide them with dignity. Governments have a critical role the higher end of the market, the City wants to attract big to play in facilitating the requisite economic environment for corporations to establish their headquarters in Cape Town. We these twin imperatives. The City plays such a role through its want to encourage those sectors where we have a competitive commitment to infrastructure-led growth, lending the support advantage, such as the financial sector and the oil and gas that governments can and must provide to enable economic industry, to expand their foothold in Cape Town. growth. At the same time, the City must get out of the way of The City wants to capitalise on its appeal as a creative and business, for only business can create the sustainable jobs that educational centre, and the industries that comprise this. this city and our country so desperately need. It wants to maximise the value of Cape Town’s geographic The state, in its various guises, must perform a range of location as an entry point for industry to the West African functions, including providing support to the poor and market. In addition, the City wants to encourage smaller enterprises, which are the most direct drivers of economic vulnerable. However, when it comes to the interface with activity in communities, to become established and to grow. business, its key role must be to provide infrastructure, support and a level of regulation to ensure that fair practices are The City aims to establish catalyst projects to serve as the adhered to. Ultimately, it must facilitate business. major drivers of growth. These include expanding and

26 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW of theCity’sof economicoutput. 31 30 29 28 27 as smallandmediumenterprises, classified are TownCape in businesses of 75% Approximately Creating anenablingenvironment procedural delayslinked toonerous Cityapplicationprocesses. reduce to likely is that zoning mixed-use flexible, and compact speedier property forinvestment,release of aswellpromoting more facilitating access, finance and market facilitating market entry, buildingbusiness skillsandexperience, These measures mightinclude adjustingbarrierstoformal in which it cancreate amore business-friendly environment. The Citywill continuetoengagewithstakeholders aboutways GVAof toCape Town’s economy. services –remained theCity’s best-performingsectorinterms In 2012, the services sector – particularly financial and business itsoverall contributiontotheCity’sin termsof economy. The labour-absorbing manufacturing sector continues to shrink The Cape Town economy isundergoing someimportantshifts. economy andjobcreation. and property infrastructure shouldbeleveraged tostimulateandboostthe owned Publicly maintained. adequately be necessary municipal utilities, andforbulkinfrastructure to business. Itisimportantforbusiness tolinkupwiththe stimulate theeconomy, itmustbecomeeasier toconduct earning opportunitiesmore accessible. Inthemain, to increasing itsresidents’ resilience bymakingincome- enhancingtheCity’schallenge of sustainability, and Boosting thelocaleconomyisaresponse tothefundamental Partnership (EDP). and theforumprovided bytheEconomicDevelopment the way, byengagingwiththeirformalrepresentative bodies themarket,also intendstotalkalllevelsof everystepof how to navigate a complex regulatory environment. The City them to expertise in the market, and by advising them on process. We musthelpthosejustgetting startedbyexposing whose investmentswillcreate jobs, through theplanning development-friendly. We mustattract large-scale developers, planning regime. The Citywantstomake Cape Town However, it also means simplifying and streamlining the creating numerousthe promise additionaljobs. of earmarked fortheCTICC expansion programme, whichholds strategic investments such as the R500 million that the City has rolling outinfrastructure tosupportcommerce, andmaking will enhanceaccess toeconomicopportunity. This entails competitive broadband infrastructure network, which bothof enhancing ourpublictransportation system, andinstallinga industries, with very little interaction with large firms. large with interaction little very with industries, micro-sized firms are low-tech operations in mature, traditional cross-section of jobopportunities. cross-section of entrepreneurs to encourage and support efforts to create a will therefore engagethebusiness communityandsocial bicycle access, metered taxisand park-and-ride facilities. Among themodestobeintegrated are Metrorail services, road-based servicesonmainroutes, conventionalbusservices, minibustaxis, feederbusservices, pedestrian and See ITUBroadband Commission 2011Broadband: A Platform forProgress. Available at http://www.broadbandcommission.org/report2/overview.pdf. in Europe. contributes toa1,4%increase ineconomicgrowth; access tobroadband inBrazil addedapproximately 1,4%toemployment;broadband willcreate twomillionjobsby2015 broadband penetration (at thehouseholdlevel)inChinacontributes toa2,5%growth inGDP; a10%increase inbroadband penetration inlowandmiddle-incomecountries The ITUBroadband Commission recently released itssecondreport, showingapositivecorrelation betweenaccesstotheinternetandGDPgrowth: A 10%increase in Broadband penetration isgenerally measured at household level. See “Cape Town –aforce tobereckoned with”. Available at http://www.capetown.gov.za/en/ehd/Pages/EconomicStatistics.aspx. CIPRO 2008. 28 p o 3 o al ml and small all of 93% to Up 27 hc acut o 50% for account which

The City INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW coherent publictransport systeminCape Town. October 2012willalsohaveapositiveimpactonadvancing thesingletransport authority,of Transport forCape Town, in the medium-termgrowth managementplan. The City’s launch emerging industrialandresidential areas, andalignmentwith between routes direct more and new of creation the require take intoaccountwhere newjobsare beingcreated, andmay theproject –will to themetro south-east –namelyphase2of employment growth. and tointegrate all modaloptions. publictransport inthecity is intendedtopromote theuseof implementing an IRTThe Cityis in theprocess of systemthat Ensuring mobility Broadband penetration and socialinfrastructure Provision economic andmaintenanceof options. transport modal all integrate to intended is system IRT City’s The aaiis n acs t hg-pe, ihbnwdh fibre- weare toachievethis. optic cableare critical if high-bandwidth high-speed, to access and capacities information. Skilled people, greater computer processing need ever-greater capacityforprocessing andtransmitting sector inCape Town tocontinueitsgrowth trajectory, itwill 30 For the finance and business services business and finance the For 29 istiedpositivelytoGDPand 31 theIRTThe planningof 27

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city Leveraging City assets to drive economic OBJECTIVE 1.1 Tourism is a key growth and sustainable development Create an enabling environment to driver of the Cape The City will continue to explore how it can better leverage attract investment that generates Town economy. To deliver on the its assets to assist economic growth and job creation. economic growth and job creation City’s constitutional In marginalised communities, the City can use municipal assets This objective will be achieved through the implementation of mandate in terms to support a wide range of community, voluntary and not-for- the following lead programmes: profit activities, also called social-economy enterprises.32 of local tourism, Programme 1.1(a) a comprehensive In order to position the City as an opportunity city, six key Western Cape Economic Development Tourism Development objectives have been identified: Partnership (EDP) programme Framework will be developed for the Objective 1.1: Create an enabling environment to attract The City is a key partner in the EDP. The purpose of the EDP is to “lead, coordinate and drive the economic growth, development period 2012 – 2017. investment that generates economic and inclusion agenda for Cape Town and the Western Cape”.33 growth and job creation The City of Cape Town and the EDP have agreed to work Objective 1.2: Provide and maintain economic and social together in the following areas: infrastructure to ensure infrastructure-led • Producing economic and market intelligence economic growth and development • Formulating economic visions and strategies Objective 1.3: Promote a sustainable environment through • Creating a common business brand the efficient utilisation of resources • Reforming the city and region’s business environment Objective 1.4: Ensure mobility through the implementation of an effective public transport system The City will contribute financial support to the EDP over the next five years, and will also consider the secondment of staff to Objective 1.5: Leverage the City’s assets to drive economic the EDP if and when necessary. The City will ensure that the EDP growth and sustainable development is aligned with the priorities of the administration. Appropriate Objective 1.6: Maximise the use of available funding accountability mechanisms will be put in place. and programmes for training and skills Programme 1.1(b) development Events programme These objectives are unpacked in more detail below. Globally, events are at the centre of strategies for change, redevelopment, social inclusion and improved competitiveness. They are acknowledged as potential contributors to economic growth, and offer the potential to achieve social, cultural and environmental outcomes within broader urban development strategies. Events also affect various sectors in the city, and have a profound multiplier effect on tourism and the visitor economy, enabling them to address seasonality effectively. Cape Town has the infrastructure and inherent potential to become the events capital of sub-Saharan Africa. Over the next five years, the City will position itself as the events capital in Southern Africa, promoting iconic and strategic events by actively developing, inter alia, the following events segments: • Large events, such as the Cape Argus cycle race • Sports events, such as the Soccer World Cup and F1 racing • Business events, exhibitions and conventions • Cultural events, such as the Cape minstrel parade • Music events, such as the Cape Town Jazz Festival The City will work with National Government and Province as well as neighbouring municipalities to ensure alignment of brand positioning, event strategies, event calendars and bidding processes for sought-after events. Such alignment of tourism promotion initiatives is critical to managing the visitor Tourism is a key driver in the Cape Town economy. footprint in the city region.

32 The primary purpose of social-economy enterprises is not to obtain a return on capital, but to build solidarity and cohesion while responding to a social need. These enterprises are created by and for those with common needs, and are accountable to those they are meant to serve. They are run generally in accordance with the principle of solidarity and mutuality, and managed by the members on the basis of the rule of equality. They are flexible and innovative in order to meet changing social and economic circumstances. They are based on active membership and commitment, and very frequently, on voluntary participation. See What is Social Economy? Available at http://www.socialeconomylisburn.org/?tabid=696&tabindex=7. 33 Boraine, A 2010 Presentation given to Mayco in September 2011 on the Western Cape EDP.

28 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW • • been identifiedascritical: economy, development inthefollowing catalytic sectors has thelocal In order tostimulatethegrowth anddevelopmentof sectors, suchasoilandgas catalytic Identification andpromotion of Programme 1.1(c) • • • • Cape Town’s offering willincludethefollowing: growing domestictourism.the potentialof Africa’s partnersinBrazil, Russia, IndiaandChina(BRICS)holds developed for the period 2012 – 2017. Alignment with South a comprehensive Tourism DevelopmentFramework willbe on theCity’s localtourism, constitutionalmandateintermsof Tourism the Cape is a key driverof Town economy. To deliver Tourism “ The implemented inGugulethuandNyanga. and tourismambassador programmes havebeen The Nyanga Tourism Platform hasbeenestablished Vatican andtheSeychelles. 2014”, destinations suchasLos ahead of Angeles, the prestigious New York “52PlacestoGoin Times’ listof CapeThe Cityof Town hasreceived thetopspoton finance and retail sectors the in offices head of location the and Agro-processing Marine, oilandgas, shiprepair andboat-building Education-based tourism Events-based tourism Business tourism Blaauwberg Conservation Area andFalse BayEcologyPark Island, , Kirstenbosch Botanical Gardens, Icon-based tourism, such as , Robben Cultural andheritage tourism cycle race is one of the iconic events that helps to establish Cape Town as the events capital in Southern Africa. Southern in capital events the Town as Cape establish to helps that events iconic the of one is race cycle Argus” Cape Progress update(2014/15) Progress update(2014/15) INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW specific initiativesincludethefollowing: how andwhenitwillberolled outinthecity. Other, more partnership with Province and the private sector to determine Possible developmentinthesesectorswillbeinvestigated • • • and variousmembersfrom industry. Process EnablingSouth Africa. OtherpartnerswillbeProvince monitoring andevaluationincollaboration withBusiness and aninternetcafé. The Citywilloversee implementation, SMMEs operating intheindustry, alsoincorporating acrèche training. anincubationfacilityfor The academy willconsistof industry, andtoimprove theindustry’s skillsbasethrough (SMMEs) operating inthebusiness process outsourcing small,competitiveness of mediumandmicro-sized enterprises The Call Centre Academy project isdesignedtoenhancethe CallCentre Academy development opportunitiesinanimationanddigitalmedia. students with training, workplace learning and enterprise disadvantaged previously deserving, It provides industry. film the animation, creative and technical skills shortage in the Cape of Town and Animation South Africa. Itsaimistoaddress initiated andlaunchedbytheCape Film Commission, theCity The Animation Academy isaskillsdevelopmentinitiativethatwas Animation Academy sustainable businesses. and appropriate business infrastructure tohelpthemgrow producers. The programme willgivethemthecreative space The Craft Production Clusterisanincubator for smallcraft Craft Production Cluster help address the shortage of skilled information technology help address the shortage of Cape Town’s economicdevelopment istwofold. Firstly, itwill Cape Town tobecome Java programmers. Itsimportanceto This programme trains previously disadvantagedstudentsin Java training project Tourism andevents and waste The green economy, includingenergy from thesun, wind Health andmedicaltechnology 29

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city talent, particularly for the development of niche information Landfill operating permits allow for the biogas to be vented in a technology products and services that can be exported. controlled manner, and for the process to be monitored, ensuring Secondly, the programme gives previously disadvantaged that there are no dangers. The additional implementation students an opportunity to improve their employment of gas mitigation measures includes the destruction of the prospects. The City will oversee the implementation, methane gas, and the harnessing of the energy component as electricity is proposed for the City’s three operating landfills. monitoring and evaluation of this project in collaboration with This process would be regarded as compliant with the the Cape IT Initiative and various industry members, who will additional criteria for Clean Development Mechanism projects host, mentor and sponsor the students. registered in terms of the Kyoto Protocol. This could create Small-boat harbours and ports additional income for the City, while generating renewable energy. The City will explore mechanisms to improve business Waste-to-energy project opportunities around small-boat harbours and, in partnership Waste-to-landfill contains a number of components with energy- with Transnet, will work towards the improvement of Cape generating potential. The City is investigating the feasibility of Town Port. The City will continue to promote the upgrade of harnessing this energy through the implementation of waste- harbour operations and facilities. to-energy projects. Direction in this regard has been provided in the Municipal Systems Act section 78(3) investigation, Progress update (2014/15) which recommended the consideration of future organic-waste The mechanism to improve business around small-boat treatment facilities that use the organic fraction of municipal harbours are progressing well with the National Ports solid waste as well as sewage sludge to produce biogas, which Authority; the memorandum of understanding has can be used as a fuel to generate electricity. In addition, the been signed by the Executive Mayor. We are jointly non-organic high-calorific value components going to landfill progressing on the Port Development Framework. can possibly be separated and potentially used as a fuel in power-generating facilities. The project funded by the German Landfill gas-to-electricity project Development Bank (KfW) is looking in more detail at the type of disposal/treatment technology that can be implemented Landfills generate a flammable gas known as landfill gas. in Cape Town. This project would reduce the amount of waste This biogas contains a high percentage of methane, and is being disposed of in landfills. produced by biological activity within the landfill. Landfill gas is a greenhouse gas, and the methane component has the Cape Health Technology Park potential to increase global warming by more than 21 times The Cape Health Technology Park aims to establish a health technology hub, accommodating firms, government and that of CO2. The management of this gas is essential to ensure the protection of humans and the environment. academia in the healthcare industry. The rationale is to share services and knowledge, to reduce costs in the industry with the aim of producing health-related technological innovations (new firms, intellectual property, products and services), as well as to generate spin-offs such as improved capacity, economic growth, and increased regional and country competitiveness. The deliverables will be in the form of fixed assets (land for development) and a health technology park, which will be located in Pinelands. This will be established in partnership with Province’s Department of Economic Development, the Biovac Institute and Disa Vascular. Atlantis green-technology industrial park The Department of Energy will soon appoint preferred bidders to supply renewable energy. Thus, the downstream capabilities and industry services will need to be in place. A green-technology cluster park can benefit from synergies through co-location, and can serve the industry more effectively. Atlantis provides an ideal location, with good access to roads, well-priced industrial land and access to port facilities. The deliverables of this initiative will be the following: • Facilitating the process of establishing a green renewable- energy hub • Identifying the portions of land available for such an initiative • Rapid release of City land to manufacturers/suppliers who qualify in terms of predetermined criteria • Establishing institutional structures to manage the process The world-class is primed to play a leading role in attracting local and international events.

30 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 34 Business (LUMS). system management use land current the allaspectsof with therationalisation andupdatingof development objectives. conflicting However, there hasbeenprogress and status inconsistent have and outdated, are theCity’sMany of current planningframeworks andpolicies Planning andregulation programme Programme CTA.the roll-out of service agency, iscontracted asanimplementingpartner for The Business PlaceeKapa, an independent business advisory • • • CTA’s strategic goalsare to: CHEC, universities, colleges, andthelike). and academia(theCape Higher EducationConsortium or forth) development, so associations,(businessfinanciers, and sector (local, provincial and national), the private sector multi-stakeholder networkwilldraw servicesfrom thepublic organisations andpractitioners’ servicesandresources. The service for employmentsupporttonavigateandmake useof will make iteasy forentrepreneurs andindividuals looking local economy. CTA iscreating astakeholder networkthat to stimulateentrepreneurship andbusiness activityinthe The Cape Town Activa (CTA) strategy was initiated by the City Small-business centre programme (Activa) Programme thestadium. hosting profile of large andsmall), andtoincrease theinternationalevents- tenants and partnerships with private-sector entities (both will be tosecure along-termoperating model, anchor years five next the for focus economy.The Cape Western the logistics industries, and will generate additional income for the hospitality, events, tourism, facilitiesmanagementand eventswillresult inincreased opportunitiesin these typesof varyingsizesandcomplexity.international eventsof Hosting world, isprimedtoplayaleading role inattracting localand class facility, comparable toanyotherleading facilityinthe Cape Town as a key events and tourism destination. This world- Stadium willplayacriticalcatalyticrole inpositioning As the City’s single-largest strategic asset, Cape Town Cape TownStadium Rescue departments. Environmental Resource Management;Electricity, andFire and Development; Water andSanitation; Transport forCape Town; Property Management;PlanningandBuildingManagement This willbeaninternalpartnershipbetweentheCity’s State of StateAfrican CitiesReport of 2010. business andattract others. by providing better supporttoincubateandgrow local make Cape Town amore competitivebusiness environment programmes); and business skills development, career supportandplacement business community (e.g. innovationsupport, small- develop humancapital, the addressing theneedsof opportunities; linking entrepreneurs withresources, capital, skillsand locallyownedbusinesses by stimulate thecreation of

1.1(e) 1.1(d) INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW

information dissemination andtechnology. capacity, staff be taken tothenext levelintermsof skills, could adequate, while interface, customer the and processes streamlined vacancy-fillingprocedures. development andretention strategy, andtheintroduction of major applications(suchasCape Town Stadium), atalent system, anagreed Province/City protocol forstrategic interface toolanddevelopmentapplicationmanagement acomprehensive electronic customer the phasedroll-out of These willincludeexisting andnewsystemenhancements, Business process improvement initiatives development tooccur. environmental authorisationisneededfor encountered if developmentactivities,types of andtheissues likely tobe specific for areas of suitability the determine will frameworks Integrated district-levelSDPs andenvironmental management Environmental managementframeworks where appropriate, scrapped. area plansandpolicy documentswillberationalised and, Local- framework. decision-making policy-driven, coherent, The CTSDF andeightdistrict-level SDPs willallowfora Rationalised spatialplans law reform processes atnationalandprovincial level. Scheme, andcontributionstonewplanningenvironmental zoning 27 existing schemes intoasingle, approved Cape Town Integrated Zoning the of integration the include Activities Supportive legalframeworks plan for, future horizons. strategies andtargets. Citieshavetoberesponsive to, and have hadtobeadjustedaccommodate longer-term the challenges facing cities globally,complexity of horizons rapid urbanisation.and impactsof Giventhedepthand to achievewhatisnecessary tocounteract thenegativeforces is through along-termplanningprocess withastrong vision path development city’s a influence to ways main the of One City DevelopmentStrategy implementation Programme skills developmentfrom newbusinesses. and creation job in result can This years. many for required turbine manufacturers), whose services and products will be industries (such assolar water heater, photovoltaic and wind stakeholders. There are opportunitiesforsustainable various from buy-in and release land investment, significant requires and challenges, development skills faces City The and national-scale regional from projects, where suitable. benefits it that ensure embedded powergeneration inCape Town, aswellto its own operations. The City aims to promote small-scale systems, renewable energy in as well as through the use of services through its programmes, projects and procurement The Cityplays apivotalrole increating demandfor“green” and into the future, astherenewable-energy sectorburgeons. There is considerable spacefor investment and growth, now a“green”Development of economy Programme

1.1(g) 1.1(f) 34 31

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city A potent tool used globally to address long-term city planning • Cultural transition – Connecting Cape Cape Town’s is a City Development Strategy (CDS). A CDS functions as • Settlement transition – Living Cape residential both a guide and action plan to support and manage growth, areas are particularly and lead predetermined change in a city over a specified • Institutional transition – Leading Cape vulnerable to the timeframe. The action plan (comprised of interventions), Using the OneCape2040 vision and transitions as a effects of climate which results from the development of a collective vision, framework, the City’s CDS has been prepared with inputs from change, especially the can significantly alter the city’s development path to one that a wide range of stakeholders. concomitant increase will improve the quality of life for all citizens, inter alia by The City’s six long-term goals, which are aligned with in the incidence of increasing appropriate investments, expanding employment OneCape2040 and the 2012 – 2017 IDP, are outlined below. natural risks such as opportunities and services, reducing poverty and providing flooding, gale-force growth, and stimulating sustainable development of the city The six goals fall under three types, and are bolstered by three winds, torrential and its citizens. support mechanisms. rain and extreme In line with global trends of long-term planning, the National The support mechanisms are vital to the achievement of the temperatures. Planning Commission (NPC) of South Africa was responsible CDS goals. They are as follows: for developing a long-term vision and strategic plan for South • Optimum basic service delivery, inter alia through the Africa. During November 2011, the NPC released a draft continued reinforcement of service delivery excellence National Development Plan (NDP) for the country, which was and improvement in the service range and quality finalised and approved by Cabinet in August 2012. The NDP delivered to Cape Town citizens, business and visitors, proposes to eliminate poverty and reduce inequality by 2030. needs to take place. In line with the NDP, Province and the City initiated processes • Engaging leadership should drive active partnerships. to develop a long-term vision and strategy for the Western • There should be responsible citizenry, in which citizens Cape and Cape Town. The result is a one-outcome document take responsibility for themselves as well as their with a vision and strategy for the Western Cape province, communities. known as OneCape2040. OneCape2040 is the Western Cape agenda for joint action on economic development. • Innovative financial mechanisms need to be developed to support projects and initiatives, including financial and The long-term vision for the Western Cape and Cape Town is social partnerships (community PPPs). to be a highly skilled, innovation-driven, resource-efficient, connected, high-opportunity and collaborative society. The goals are not independent of each other, but are closely interlinked, as illustrated in figure 1.1. Therefore, each is a Six key transitions are identified to move from the present to piece of the puzzle, although all six are needed to complete 2040, each with its own focus area: it. Together with the support mechanisms, they will enable • Knowledge transition – Educating Cape the achievement of the OneCape2040 vision. Each goal has accompanying sub-goals, which are each defined with their • Economic-access transition – Enterprising Cape own set of strategies and interventions in the form of early • Ecological transition – Green Cape victories and game changers.

Table 1.1: City’s long-term development goals

Alignment with IDP Alignment with 2012 – 2017 strategic OneCape2040 Goal type City’s CDS goals focus area transition – focus area Foundational 1. Lead a healthy, vibrant Caring city Living Cape The basics that need to be achieved life in order for the City to function 2. Be educated and Inclusive city Educated Cape informed Enabling 3. Be an inclusive and Opportunity city Enterprising Cape Support the delivery of the resilient economy foundational goals 4. Be connected and Inclusive city Connecting Cape interconnected Defining and differentiating 5. Build and celebrate Safe city Connecting Cape Set Cape Town apart from other Cape Town spirit cities and regions, and give the 6. Inspire an ecofriendly Caring city Green Cape edge that is required to take the city region city to 2040 Opportunity city

Support mechanisms • Optimum basic service Well-run city Leading Cape delivery • Engaging leadership • Responsible citizenry • Innovative financial mechanisms

32 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Ultimately, thenetworkisintended tocovertheentire city. connectivity.did nothaveaccess totheseduethelackof will allow new services to be rolled out to areas that previously In additiontoproviding enhancedservices, more bandwidth levels. service on impact a positive have turn in will which improved, greatly be will offices outlying from services City Accessing telecommunication. of cost the down bringing time same the at while services, enhanced new, enable to bandwidth more providing by administration City the of needs delivery service and telecommunications the support further will The network economic andsocialbenefits. City will harness this infrastructure investment to enable both modern economyand, bymakingspare capacityavailable, the the Access tobroadband serviceshasproven tobeastimulusof infrastructure onanopen-access basis. telecommunication affordable to access providing by benefits metro to realise service delivery as well social and economic Cape Town the within network communication fibre-optic a construct will programme network fibre-optic broadband The Fibre-optic networkprogramme Programme 1.2(a) thefollowingkey programmes:of stimulate economic development. This will happen by means economic andsocialinfrastructure tosupportandfurther high growth. The Citywillactascatalystbyinvestinginsuitable of areas in provided is infrastructure adequate that ensure to investmentandgrowth trends This entails thedeterminationof An importantemphasisfortheCityisinfrastructure investment. economic growth anddevelopment infrastructure toensure infrastructure-led Provide andmaintaineconomicsocial OBJECTIVE 1.2 sustainable way. its residents andbusiness intothe next three decadesina planning, leverage innovation, andtake theprovince andcity, and OneCape2040 the City’s CDSprovide astrong basisfrom whichtoinform of strategies and vision long-term The programme, related and project andresource-allocation processes. review 2014/15 IDP will the strategies inform long-term CDS and OneCape2040 the that process in2012/13willbeconsidered. However, itisintended Proposals for key interventions to start the implementation 1.1:Figure goals OneCape2040 INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW technology andcommunication, andtheCity’s vastvehiclefleet. property, information fixed stock, housing rental as such assets, optimise funding. This approach willalsobeextended toother to be determined toenable a lifecycle approach, which will services delivery. Asset condition and replacement values have In thecomingyears, theCitywillfocusoninvestinginbulk foreign investorstoinvestinothereconomicinfrastructure. and citizens,encouragelocal all to as well as of life of quality the transport infrastructure, isfundamentaltoimprove servicesand solid wasteremoval anddisposal, roads, stormwaterand utilities and services, such as water and sanitation, electricity, essential Investment inthemaintenanceandexpansion of infrastructure Maintenance of Programme 1.2(b) Infrastructure asset management needwillalsobeensured. of social servicesaswellhumanresource developmentinareas poverty reduction. basicservices,The provision of access to economicgrowth and considered animportant enablerof Investment intransport andotherinfrastructure isalso catalysts toenableeconomicgrowth. infrastructure investmentandpartnershipsasplatforms on aconsistent, long-termdevelopmentpathbyusing public City is developing a public infrastructure plan, and will embark municipal infrastructure, bothaboveandbelowground. The infrastructure asset managementplanand asset register forall resources toastrategicThe Citywill prioritisetheallocation of Infrastructure-led developmentandgrowth already delivered results last year. last results delivered already Town Cape for Transport and departments, Management Waste Solid Electricity, Sanitation, and Water City’s in the services provide to used are that assets certain for projects first The provision. service improve and outages, minimise term, long in the costs save will replacements or upgrades timely and maintenance Preventative plan. implement infrastructure acomprehensive use and establish, to requirements Treasury’s National and (COGTA) Affairs Traditional and Governance Cooperative of Department National the with aligned is that project acorporate is (IAMP) plan management asset infrastructure The assets. infrastructure for system management a lifecycle implement and develop to is objective City’s The economic growth anddevelopment. TCT directorates, whichsupportinfrastructure-led allocated toprojects intheUtilityServicesand thecapitalbudgethas been More than72%of green economy. thegoaltobuilda develop theseprojects aspartof projects mayresult in private-sector involvementto and utilisation. The feasibility assessmentthese of activities forprojects involvinglandfillgas extraction The Citysuccessfully registered aprogramme of Progress update(2014/15) Progress update(2013/14) 33

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city Water and sanitation infrastructure investments will contribute to sustainable development by Medium-term and long-term planning for water and helping to safeguard public health and the environment, and sanitation infrastructure is critical to ensure that the by supporting social and economic development. provision of new infrastructure will support city growth and The correct operation of infrastructure is required, and must development in order to provide these essential services be standardised across the metro. Proposals to achieve this where they are required. The integrated infrastructure master are focused on the fields of record-capturing, defects analyses plan, as completed in 2010, is updated annually, and is used and the introduction of “first-level responses” throughout to guide and inform capital budget requirements. It responds the city. Among others, the following major projects will be to the spatial informants of planning undertaken by the Town undertaken during the period 2014/15 – 2016/17: Planning and Housing departments as well as measured service demand patterns. In this way, it truly supports fully • Khayelitsha sewerage network upgrades integrated city planning. • Rehabilitation of outfall sewers in Pentz Drive and Sandrift The programmes in the City’s 10-year Water Demand • Replacement of, and upgrades to, the sewerage network Management Strategy, which have the overall effect of citywide reducing the rate of demand growth, are also key, and are • Informal settlements water installations dealt with later in this document. Pressure management and pipe replacement to strengthen the reticulation network form Progress update (2014/15) part of the strategy to reduce losses. By March 2014, approximately 195 km of water The established city growth areas continue to require capital reticulation had been replaced since the beginning of investment in infrastructure, while densification is a future the 2011/2012 financial year. spatial strategy being provided for in the design of long- term capacity upgrades. The City is in the planning stages Managing infrastructure assets of its large bulk water augmentation scheme (BWAS). When An IAMP will be developed on a coordinated basis across implemented, this will increase the potable-water treatment, City directorates. This is based on establishing an accurate bulk storage and bulk conveyance capacity of the City’s water infrastructure asset register, geo-database and master supply system, increasing the overall capacity as well as database. An improved asset management plan will be boosting supply to development areas. delivered, which could in turn result in improved health, Increased investment is being channelled towards the environmental conditions, improved asset life and optimised eradication of maintenance backlogs, such as the replacement budget expenditure. The Water and Sanitation Department is of failing pipelines and the upgrade of treatment and now focusing on growing its “asset management maturity” pumping plants. The City is committed to developing, with the implementation of a strategic municipal asset implementing and maintaining tools and business processes management programme. This is facilitated through reliability that promote a smooth, seamless and responsive experience engineering (formerly known as an “asset care centre”). for the consumer. Potable-water reticulation Progress update (2014/15) Approximately 623 191 (as in June 2012) metered water connections will be effectively managed and maintained. Link to Wemmershoek pipeline in place. Sewerage reticulation network Progress update (2014/15) Sewage and wastewater generated from the City’s By March 2014, approximately 73 km of sewage 3 820 000 (as in June 2011) inhabitants (with approximately reticulation had been replaced since the beginning 608 266 erven sewer connections as in June 2012) are of the 2011/2012 financial year. collected and pumped to the City’s 24 wastewater treatment Water reticulation network works (WWTWs), three marine outfalls and two oxidation ponds. This system is facing the challenges of ageing Infrastructure replacement is most economically based on infrastructure and the deterioration of assets. The latter could the performance of individual pipe sections, so as to achieve result in further health and environmental hazards. an accurately focused replacement programme. Pressure management has been introduced in large segments of the Attempts to address these challenges have included the use of reticulation system. The primary focus of this intervention is to targeted closed-circuit television (CCTV) inspections to enhance reduce water consumption, but also to prolong the immediate proactive sewer maintenance. The challenge is to achieve a serviceability of the affected network. comprehensive sewer network condition assessment for such a large network. The City is developing and implementing • The following major projects will be undertaken during an asset management plan, and is working to increase the the period 2014/15 – 2016/17: skilled, experienced maintenance staff complement as well as • Replacement of, and upgrades to, the water network to improve the monitoring of equipment condition. citywide A network replacement strategy is proposed, together with • Informal-settlements water installations operational improvements that will lead to better-performing reticulation with less water loss and sewage spillage. These

34 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW effective approach to the long-term viability of infrastructure.effective approach to the long-termviabilityof existing assets toachieveabalanced,and replacement of cost- densification. There is also a strong focus on the refurbishment support developmentinitiativesandpolicies, suchasland-use develops. The necessary infrastructure mustbeavailableto the electricitydemandwillcontinue to grow asthecity growth indemand, the rate of contribution totheslowingof and achieved grid code. While demand-sidemeasures will make some are supply of maintained in compliance with the South African distribution reliability quality, and that ensure adequacy to required is investment Continued Electricity distributioninfrastructure landfill airspacesavings. achieving thereby landfilled, being from waste the of some facilitieshelpstodivert drop-off continued developmentof in relieving pressure onexisting disposalinfrastructure. The withthe along planned refuse transfer facilityinBellvilleSouth, willassist North, at Vissershok site landfill City’s The vehicles will make service delivery more reliable and efficient. operating and 2003 permit conditions. ageing waste collection of The replacement of 56 No (MFMA) Act Management Finance Municipal the by and required landfills as continue full will dumps disused, City’s the of rehabilitation The Solid wasteinfrastructure throughout themetro, andelevatingperformance. performances network normalising and equalising at aimed The proposed networkreplacements (waterandsewerage) are inland waterquality. coastaland will reduce thecontaminationanddeterioration of prerequisite for the effective management of these assets, and sewerage maintenance, including CCTV inspections, isa blockages. Proactive reduce significantly would interventions A strategy focusedonimproved operations andmaintenance Sewerage maintenance works. treatment 24 wastewater City’s the to pumped and collected are inhabitants from generated wastewater and Sewage INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW • • • • • • • • • the bridgemanagementsystem: walls willalsobecarriedoutbasedontheearlier outputfrom The following structural maintenancetobridgesandretaining • • • • • • • • • • completed: and maintenance projects will be undertaken and/or upgrades road major following the years, five next the Over Transport infrastructure andassets Glencairn retaining wall, phase2 inspection andrepairs Duncan Road in the harbour – stormwater culverts – Timber bridges–general safetyrepairs Balustrade repairs –concrete replacing aluminium footbridge– Foreshore freeway bearings Wooden bridge–MilnertonLagoon and adjacenttoretaining walls) bridges (below fires squatter and vandalism handrails, aluminium Repairing damagecausedbytheft of expansion joints Replacement of Concrete roads, Mission Grounds, SirLowry’s Pass Village Swartklip Road Glencairn expressway Van RiebeekRoad, EersteRiver Old Faure Road/Spine Road Francie vanZijlDrive, Parow Drive,Dassenberg Atlantis phases 2and3 Main Road reconstruction, toClovelly– Table BayBoulevard phase2 35

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city Regular maintenance will also be carried out on local streets as part of the City’s high-quality public transport service, and footways, together with continuous remarking of streets covering the remainder of the phase 1A route, as well as and replacement of street signage and guardrails. the commencement of building of infrastructure for phase 1B and phase 2 (metro south-east). The infrastructure will Street maintenance will concentrate on crack sealing and include the acquisition of buses, building of depots, light-surfacing sealing to ensure that water ingress is technology for real-time bus control, automated fare minimised. Local contractors appointed on period contracts systems, and the like. and procured through a public tender process carry out much of this planned work. Many of these contracts entail labour- • VMS and cellphone-based systems for MyCiTi service – intensive activities, which support the City’s achievement of Provision of equipment and technology to provide up- its EPWP targets. to-date passenger information, such as the number of minutes until the next bus arrives. The newly established, integrated Transport Management Centre (TMC) ensures integrated land transport operations, • CCTV camera roll-out – Installed along main MyCiTi bus including the following: routes and then rolled out in public transport facilities and on other vehicles under City control, to improve • Incident management – Rapid response to incidents on response to incidents as well as overall passenger comfort major arterials. and safety. • The Transport Information Centre – The upgrade • Directional signs – Installed along major arterial routes as and establishment of a transport call centre and the well as for pedestrians around public transport facilities. expansion of services offered, where the public can obtain information and lodge complaints on, among others, • Freeway management system – In partnership with the trains, buses, MyCiTi, scheduled bus services, parking, South African National Roads Agency Limited (SANRAL), Dial-a-Ride services and event transport. renewable-energy sources in the form of wind and solar energy have been installed along the major freeways. • Variable-messaging signs (VMSs) and CCTV cameras – The installation of 48 VMSs and 197 CCTV cameras • Conversion of traffic signals to low-energy devices – On the for monitoring and informing the public about traffic major traffic-signal intersections. conditions on the major arterial routes; installation of • Management of public transport interchanges – The environmentally friendly technology, both wind and City has 213 public transport interchanges that require solar-energy devices. ongoing repair and maintenance. Other public transport The TMC will also be rolling out and consolidating the assets include bus shelters, stops and transfer stations. following: • Dedicated bus ways and bus stations as part of the MyCiTi service – The expansion of the significant infrastructure

The City’s integrated land transport operations include the installation of CCTV cameras for monitoring and informing the public about traffic conditions on major routes.

36 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Figure 1.2: Main components of the bulk water supply infrastructure supply water bulk the of 1.2: components Figure Main water bulk infrastructure required dependsonthegrowth in waterdemandand the of development the of timing The water toboththeseregions, inadditiontotheproposed BWAS. the alternative technologies being evaluated to supply one of infrastructure alsoneedsupgrading. Seawater desalination is infrastructure upgrades andextensions. The north-westcorridor there. As such, further development must be accompanied by under stress duringpeak periodsduetotherapid growth thecityis The bulkwatersysteminthenorthernareas of relationship processes betweentheCityandProvince. as HumanSettlements, andreinforcing intergovernmental coordinating forumswithbusinessthe setting unitssuch upof regulations and engineering standards,stricter enforcement of to formalise a 20-year plan for coordinated development, areasall aims City years, the inspecific five next City.the the Over to risks present growth development of identification inadequate and departments, between coordination of lack development, inappropriate spatialandtownplanning, 12 watersupplytreatment works. Uncoordinated growth, The bulk water supply system comprises 13 dams and Bulk waterinfrastructure completed. A infrastructure hasbeen framework forthemaintenanceof Investment ininfrastructure Programme 1.2(c) INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW

next waterresource schemetobedevelopedby2019. Water National Departmentof Affairs (DWA), isexploring the To supply, ensure securityof theCity, inconsultationwiththe the the effectivenessWater of DemandManagementStrategy. pilot for groundwater (Table Mountain Group) extraction. extraction. Group) Mountain (Table groundwater for pilot the will as soon, commence will study reclamation water the way, and under currently is study desalination The desalination. and Aquifer) Group Mountain (Table groundwater reclamation, wastewater (DWA), dam Voëlvlei the of raising the are priority economic of order in the schemes probable most The replaced. waterApproximately reticulation hasbeen 193kmof exploration phaseworkhasbeencompleted. The Table MountainGroup Aquifer study’s main reservoirs. the Contermanskloof, DeGrendel andSteenbras water reticulation mains,of andwillconstruct The Citywillalsoupgrade andreplace 300km system havebeencompleted. links betweenthefuture reservoir andthereticulation infrastructure ismakinggoodprogress, andpipeline reservoir theContermanskloof Construction of Progress update(2014/15) 37

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city Future Bulk Water • Athlone – 15 Mℓ/day capacity extension A feasibility Infrastructure Requirements (Proposed Northern Area • Wesfleur – increase capacity assessment to Bulk Water Augmentation Scheme) implement landfill • Macassar – extension gas projects will also • – refurbish various structures be performed in the • Potsdam – extension coming year in order • Zandvliet – extension to reduce greenhouse gas emissions to • Green Point sea outfall – investigation into need for flow meet climate change attenuation objectives.

Figure 1.3: Future bulk water infrastructure

In addition, the City will increase the treatment and conveyance capacity of the bulk water supply to enable optimum utilisation of the existing water resource capacity created by the construction of the Berg River dam. To this end, the BWAS, which entails the construction of the Muldersvlei treatment plant (500 Mℓ/day), reservoirs (600 Mℓ) and conveyance bulk Figure 1.4: Wastewater treatment works in Cape Town pipelines (56 km), is being planned and designed. The City will also upgrade and replace 300 km of water reticulation mains, DWA has also introduced a Green Drop certification programme and will construct the Contermanskloof, Parklands, Steenbras for WWTWs. This initiative attempts to ensure the progressive and reservoirs. improvement of operations, so as not to have a negative impact DWA has introduced the Blue Drop certification system – a on the water bodies into which wastewater is discharged. The programme that encourages local municipalities to improve City has been awarded Green Drop status, and aims to maintain their water quality management, while empowering its wastewater quality standards. consumers with the right information about the water they The Green Drop programme also has an impact on reticulation get from their taps. The City has been awarded Blue Drop operations, as it requires proof of a management plan detailing status, and aims to maintain its high water quality standards. how stormwater will be prevented from entering sewerage Bulk wastewater infrastructure systems, and how sewer spillages will be prevented from There are 24 WWTWs in Cape Town, all of which need to be entering the stormwater system. upgraded to meet DWA’s requirements. A number of the Landfill airspace and strategic infrastructure works, including Borcherds Quarry and Kraaifontein, are programme operating above their hydraulic and load design capacity. This programme entails the development of strategic assets, A considerable number of other works, such as Athlone, such as the capping and rehabilitation of closed landfills, the Bellville, Gordon’s Bay, Potsdam and Zandvliet, are fast continued development of landfill airspace at current landfill approaching their design capacity. facilities, the development of a regional landfill site, and the related development of strategically located integrated refuse Progress update (2014/15) transfer stations and material recovery facilities. A feasibility The hydraulic load on Kraaifontein has been reduced assessment to implement landfill gas projects will also be by diverting sewerage to the WWTW. performed in the coming year in order to reduce greenhouse gas emissions to meet climate change objectives. The City is Wastewater drainage areas currently in the process of registering projects with the United Among others, the following major WWTW projects will be Nations Framework Convention on Climate Change involving undertaken during the period 2014/15 – 2016/17: landfill gas and organic waste.

38 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Fisantekraal WWTW is one of 24 wastewater treatment works in Cape Town. Cape in works treatment 24 of one is wastewater WWTW Fisantekraal • • project: this of part as investigated be will initiatives important following The 2013. of course in the EIA supplementary the consider Government, Local and Development PlanningEnvironmental Affairs should of Minister Provincial the and way, under still is 30 years foranother City the toserve landfill a regional new by 2017. waste find to receive andto have authorised project The be able must landfill regional The of a of favour Atlantis. south site in 2007 during issued was decision of arecord sites, shortlisted two on process (EIA) assessment impact and environmental scoping subsequent a and process technical extensive an Following Town. Cape like acity for available be should airspace of worth atthat least 15 years’ itis though even accepted landfills, operating three City’s the at available airspace limited is There Airspace constraints (VHN) North Vissershok without or with airspace existing account into (x-axis), taking years in time remaining estimated the giving model prediction 1.5:Figure Airspace predictions. airspace these determine to used was that model the of results three the presents City’s figure the following The at landfills. disposal operating waste for left is airspace Limited

3 authorisation for the regional landfill site. landfill regional the for authorisation environmental obtain to pursued be will intervention political high-level A site: landfill aregional for Licence (TRA). area relocation atemporary establish to order in land of parcels three between decide to Province for submitted be will EIA An settlement: informal Vissershok Airspace m 10000000 15000000 20000000 25000000 30000000 35000000 40000000 5000000 0 1 2 3 4 5 Time (years) 6 7 8 9 10 11 12 13 total airspacem m airspace if BScloses VHN airspace if BScloses airspace if volume @800kg/m 3 ind VHN 3 3 INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW and maintenance work on vehicles, plant and equipment and plant vehicles, on work maintenance and repair outsourced monitor to established be will Services Technical in section Adedicated clients. external and internal both for agreements service-level proper introduce and develop will City The provided resources. additional for secured be budget appropriate an and will training Adequate procedures. operating standard and mapping process with in line implemented vehicle the be will recommendations improvement to Business according for backlog. the up on catch to as well as plan, will replacement budgeted plan and and refined policy be replacement vehicle (15-year) term a long- and plan management asset an of development The programme. infrastructure in an investment and programmes, of maintenance thedevelopment and assets, plantfleet waste solid strategic all of analysis and investigation the entails project This Solid wastefleetmanagementservices will continue over at least the next five years. five overhead next the least at over continue will low-voltage ageing and commenced has networks underground with replace reticulation programme. to development programme network 15-year A a of part as refurbished and upgraded be will area metropolitan the across existing years, five lines power overhead and cables next underground substations, the to Over considered efficiencies. being is improve level voltage new a and required, is network distribution medium-voltage in the Investment network infrastructure Low-voltage andmedium-voltagedistribution listed. as projects the to refer figure the on numbers The 1.6. figure on plotted and evaluated were impact that of severity the as well as power distribute to ability the on impact an of likelihood The matrix. arisk on graded and evaluated are projects Capital infrastructure plan High-voltage distributionnetwork prospective developmentsinthePhilippihorticultural area. point, and to meet the anticipated demand from extensive intake Philippi the on load the relieve to required be will Plain Mitchells that anewmajorbulkintake pointinthevicinityof Investigations undertaken in conjunctionwithEskom indicate Bulk electricitysupplypoint .

39

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city Management of legacy medium-voltage Progress update (2014/15) switchgear Dassenberg 33 kV switchgear replacement completed. The City faces serious challenges in the management and Roggebaai 33 kV switchgear replacement completed. maintenance of equipment on the medium-voltage distribution system, mainly due to ageing infrastructure. This applies to all Vanguard transformer replacement. types of medium-voltage switchgear on the system. A 30-year Oakdale-Boston: replacement of 33 kV cables completed. programme has been initiated, through which all obsolescent medium-voltage switchgear will be replaced with equipment complying with modern best-practice specifications, thereby Road and street infrastructure improving safety and security of supply as well as reducing Providing an efficient, well-run city calls for a well-developed, well- maintenance requirements. maintained and well-functioning road and stormwater network.

THE RESIDUAL RISK TO COUNCIL (if project is not implemented)

Almost certain 5 35

Likely 4 12 3 28 1 7 26 13 24 21 29 32 36

25 15 27 19 37 2 Moderate 3 33 14 6 4 5 18 20 16 22 9 8 Likelihood

31 30 17 Unlikely 2 11 34

Rare 1 23 10

1 2 3 4 5 IMPACT Insignificant Minor Moderate Major Catastrophic

FIVE-YEAR TRANSMISSION SYSTEM IMPLEMENTATION PLAN Note: Projects should be implemented before the risk profile exceeds a moderate risk as indicated by the solid line

Extreme risk to Council High risk to Council Moderate risk to Council Low risk to Council

35 Mitchells Plain intake integration 28 Steenberg upgrade 19 Newfields transformer replacement 1 Athlone-Philippi: OHL line undergrounding 24 Piers Road upgrade 37 Langverwacht upgrade 7 Dassenberg 33 kV switchgear replacement 21 Oakdale upgrade phase 2 2 Atlantis industrial main substation 26 Roggebaai 33 kV switchgear replacement 29 Stikland main substation 22 Observatory upgrade 13 HV switchgear replacement 25 Plattekloof – reinforcement 31 Hospital reinforcement 32 Vanguard transformer replacement 15 Kraaifontein upgrade 30 transformer replacement 36 Grassy Park HV rearrangement 27 SANS main substation 17 Muizenberg phase 3 18 MV circuit breaker replacement 14 Koeberg Road switching station phase 2 11 Grassy Park upgrade 20 Oakdale-Boston: replace 33 kV cables 6 Broad Road phase 3 34 Stikland Hospital switching station 16 Main substation MV switchgear replacement 4 Bisschop Road 33 Philippi farms phase 1 12 upgrade 5 Bofors upgrade 23 Pelican Park upgrade 3 Atlantis substation 5 transformer 9 Eversdal- OH line upgrade 10 Firlands main substation phase 1 replacement 8 Durbanville phase 2 Figure 1.6: Risk assessment of high-voltage distribution network infrastructure plan

40 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW • vulnerable in undertaken: be will initiatives following particularly risk, The flood development. new enable to as well as communities, reduce to required are infrastructure new of provision the and to infrastructure existing Upgrades large inadequacies. existing requires with deal to network inputs capital infrastructure stormwater City’s The Stormwater infrastructure Town. in Cape growth socio-economic of promotion the and sustainability infrastructure of in support lobby to is years four next and the for capital focus The network. street and increased road the for funding operating for request the support programme from this reports output condition The implemented. and identified be can initiatives maintenance time-consuming that so condition, infrastructure and correctness inventory both of in terms date up to system requires a huge increase in funding and to staffing bring it IAMP. integrated This City’s the of part – form systems management bridge and pavement – the systems management two The trends. similar displaying are deteriorating elements road other and bridges associated The trend. this reverse pavement to the increased greatly be to needs allocation budget annual The from output annual network. deteriorating arapidly shows the which system, management in identified is This four. of afactor by budget annual the exceeds deterioration its limit to maintenance increased and continued required the but places, in most good to fair is network stormwater and road the of condition The Town. Cape for Transport of budgets operating and capital the on pressure huge places housing social for services associated and streets for demand The city. the within and into transported are and people whichwithgoods the efficiency affects greatly network, transport integrated the of part form which of both network, rail the as well as road the of maintenance and operation The guardrails, footways, cycleways, signsandsigngantries. 850 1 approximately bridges andotherancillaryelements, suchasretaining walls, with together system, stormwater and road km 819 9 a comprises network stormwater Town Cape The • • Implementation of formal flood risk reduction and and including: reduction communities, risk flood vulnerable on focusing programmes mitigation formal of Implementation new infrastructure to enable new development, including: development, new enable to infrastructure new of provision and upgrades infrastructure of Implementation component. EPWP astrong has programme This infrastructure. stormwater affected for of maintenance flooding effective ensuring by of communities risk the reduce to programme readiness winter successful City’s the of Continuation – – – –

general minor stormwater projects identified identified flooding. projects localised with deal to stormwater necessary as city the throughout minor general and threatened; are district business central West River Somerset the of parts Lourens the large as well as in communities many where corridor, measures alleviation flood order to enable the ongoing development in the vicinity vicinity in the development ongoing the enable to order in project widening River Lotus the of continuation the and areas; in those thrusts as well as development strong the support to North for River Pass stormwater bulk new of Lowry’s provision the of continuation Sir to upgrades INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW and sustainability of infrastructure in informal settlements. in informal infrastructure of sustainability and upgrade the for methodology problem-solving in atransversal Services Utility and Settlements Human with together Working • • Expanded Public (EPWP) Programme Works Expanded • • • • by: EPWP to commitment its confirmed has City The city. caring and opportunity an Town into Cape turning of areas focus strategic its to effect give to outcomes these beyond go to seeks EPWP, the of and outcomes the to itself committed has City The period. the of end the by opportunities) (or 4,5 million work jobs equivalent full-time million two creating of aim Government’s National with years 2014– financial 2009 the over implemented being is EPWP the 2 of Phase poverty. reduce to strategy government abroader within element one is EPWP The Programme roadwell-functioning network. and well-maintained awell-developed, for calls city awell-run Being Stormwater Impacts Policy adopted by Council in 2009. Council by adopted Policy Impacts Stormwater Urban of Management the of implementation successful ongoing the ensure to maintenance and operation monitoring, for aprogramme of formulation the as well as Council, outside and within both systems, drainage urban sustainable around building capacity and skills of Development requirements. funding capital prioritise and identify to formulation) plan management asset the of (as part planning master stormwater Metro-wide for the implementation of EPWP in the City’s line directorates. line City’s in the EPWP of implementation the for frameworks institutional and policy relevant the developing with DPW; and agreement grant conditional integrated annual the signing (DPW); Works Public of Department National the with agreement protocol EPWP the signing period; implementation the over opportunities work EPWP 000 200 create to aiming targets creation job adopting resultant potential flood risks in Gugulethu, Nyanga and and Nyanga downstream. further communities other Gugulethu, in risks flood potential resultant while managing any Airport, Town International Cape of

1.2(d) 41

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city • Meeting IMEP environmental agenda targets in respect of Progress update (2014/15) invasive alien species to significantly reduce the coverage By December 2013, the total number of EPWP of invasive alien plants and eliminate problematic invasive opportunities created was 18 019. alien animal populations • A commitment to continue to roll out environmental The administration, governance and reporting requirements education and outreach programmes, including the are being coordinated through an EPWP Office, which reports Youth Environmental School (YES) programme, which will to the Deputy City Manager. This office is responsible for increase the public’s ability to access nature reserves, and planning and coordinating the implementation of special will promote environmental education and awareness. EPWP projects and programmes. Thus, the City will aim to meet This includes the development of a sustainable City the full-time equivalent job targets (a factor of job creation and communication strategy aimed at improving and period of employment) set by DPW, as published in the annual streamlining environmental communication across all Division of Revenue Act, in order to gain access to the EPWP City departments conditional grant. • Ensuring continued management of the existing This grant will be used to enhance the City’s ability to create conserved areas in such a way that the benefits to the temporary EPWP work opportunities. community are enhanced The City aims to expand the EPWP outcomes by using its • Creating a viable ecological link between Dassenberg programmes, projects and resources to develop innovative Hills and the coast as part of the Dassenberg coastal solutions and create relevant, sustainable opportunities to catchment partnership. This partnership aims to protect improve the social and economic conditions of its citizens, critical ecological infrastructure, unlock socio-economic particularly those disadvantaged by abject poverty and opportunities, promote climate change adaptation and unemployment, in a manner that embodies the motto mitigation, and promote the natural and cultural heritage “Making progress possible. Together”. Additional funding of the area sourced from within City budgets will also be utilised for projects and programmes that will improve and enhance Progress update (2014/15) service delivery, and will favour the employment of low- The City’s innovative actions on climate change and its skilled and semi-skilled workers. Over the period, the dedication to pursuing the goal of a sustainable urban City will also work closely with other stakeholders in the environment were recognised by the World Wide Fund development environment in order to generate innovative for Nature (WWF) by naming Cape Town the Global solutions for the benefit of citizens. Earth Hour City Capital for 2014. OBJECTIVE 1.3 Promote a sustainable environment Investigating and pursuing alternative through the efficient utilisation of resources methods of energy generation via solar, Programme 1.3(a) wind and gas power Sustainable utilisation of scarce resources, such The City pursues a target of generating 10% renewable as water and energy energy by 2020 (ECAP). The City is developing a renewable Manage the City’s biodiversity and ecosystems, and promote the energy plan to meet this target, and to support energy recreational and social opportunities of the natural environment. business investment in Cape Town and the rest of the province. Policy to facilitate residential and commercial-led The City has made a commitment to conserve and manage small-scale embedded generation is also being developed, Cape Town’s unique biodiversity, while promoting natural and private project developers will also be engaged where areas as community spaces that perform a vital ecosystem large-scale electricity generation projects could add strategic service, recreational and social function. The social benefits benefits to the general economy. Options for City-owned of the biodiversity network include job creation and skills electricity generation are being investigated. Projects for development opportunities, benefiting particularly the renewable energy supply from City operations, including surrounding communities. micro-hydropower from potable water systems, a landfill The following key projects and initiatives are planned for the gas initiative as well as energy from wastewater treatment next five years: facilities, are under way. • Proclamation of existing managed areas under the new Improving the City’s own energy use National Environmental Management: Protected Areas Act and carbon footprint • Completion and adoption of a bioregional plan, the purpose The City is pursuing a range of opportunities to reduce energy of which is to inform land-use planning and decision- consumption in Council operations. An Internal Energy making by a range of sectors whose policies and decisions Management Policy will ensure a systematic approach to energy affect biodiversity consumption reduction across all operations. Programmes and • Meeting the Integrated Metropolitan Environmental Policy projects include the municipal energy-efficiency and demand- (IMEP) environmental agenda target of conserving 60% of the side management programme, which covers street and traffic biodiversity network by 2014, by increasing conservation land light retrofits, and a City-owned building retrofit programme. through partnerships and stewardship programmes, as well The City is improving its electricity consumption management as acquisition where financially feasible through the use of automated meter readers. Work to green the

42 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW minimisation initiatives initiatives for future learning and benchmarking. and learning future for initiatives pilot minimisation waste current sustain to is intention The Wise). Waste and Exchange Waste Integrated the campaign, Twice Think the as (such projects awareness and promotion minimisation waste running as well as facilities, crushing rubble builder’s and composting sites, drop-off public facilities, management facilities;incorporating materialrecovery Steps inthisregard includedevelopingandrunningwaste The City is committed to achieving citywide waste minimisation. Waste minimisationprogramme of Encourage cost-effective means sharing, networkingandamarket placeforCape Town business. information- provides Efficiency Forum, which Energy successful and theSouth African Property Owners’ Association, runsavery sector commercialachieve energy savings, the City, in partnership with Eskom the help To power. of MWh 000 280 and per million R800 of order annum for households, a R1 billion investmentin the economy, the in be will installed systems skills development. Energy savingsper100000high-pressure intended thattheprogramme willboostbothlocalbusiness and solar water heaters tohouseholds.the mass roll-out of Itis campaign. The Cityisestablishingaprogramme tofacilitate assisting residents tosaveelectricitythrough itselectricity-saving The Cityhas played, andwillcontinuetoplay, akey role in monthly expenditure. for householdsto save energy, which would reduce their potential huge is city.There the commercial in electricity all of 42% the sector and 43% consumes sector residential The Citywide electricityconsumptionreduction infrastructure hasbeeninitiated. fleet is ongoing, and a project to green information technology waste. minimise to efforts ongoing its for awarded been has City The recycling aswellwaste

INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW Point, , Kraaifontein, HoutBayandCamps Bay. ,will alsobecontinuedincertainportionsof Mouille and northernsuburbseast of Tygerberg Hills. The programme the Atlantic seaboard, theSouthernPeninsula, theHelderberg, programme willbecontinuedincertainresidential areas along which alsoholdthepotentialforjobcreation. The Think Twice reuse andrecycling initiatives. Cooperatives willbeconsidered, reduction, waste of means by landfill to sent waste of amount the also encourage andengageincost-effective limitationof will City The sites. landfill from waste of diversion effective and facilities willachievethehighestimpactonwasteminimisation will bemadeforprivate-sectorinvolvementthrough PPPs. These waste managementfacilitieswillbeprioritised, andallowance projects togeneratewaste energy from treatment waste. Budgetingforintegrated and organic utilisation gas landfill potential both theRadnor andBellvillecompostingsites, aswellthe Such PPPs willbeinvestigatedfordifferent disposalfacilities, and revenue are ringfencedfor each new PPP. changes and set up a separate cost centre to ensure that costs in thecomingyear. The Citywillalsoeffect institutional through partnerships. PPPsThe feasibilitywillbeevaluated of options byfocusingonhigh-impactwastediversionactivities drop-offs.of The City will also prioritise waste minimisation increase the 35% greens diversion currently achieved by means A separate greens collectionservicewillbeconsidered to contemplated inthePPPfeasibility assessment. sludge, isakey aspectforthewaste-to-energy projects being and builder’s rubble. Organic waste, togetherwithsewage on airspace–namelygreens andorganic waste, recyclables The Citywillfocusonwastestreams thathavethelargest impact • • requirements. economic Priority willbegiventothefollowing aspects: sustains life, of quality development, valuesnatural resources, andcomplieswithstatutory improves that manner a in with communities, government business andotherspheres of project-based approach. This will take placein partnership coordinated a through quality water coastal and inland declining improvement strategy and implementation plan to address quality water coastal and inland an refine and develop will City The Inland andcoastalwaterqualityinitiative to minimisewaste. the of Year itsongoingefforts award inrecognition of The Cityhasbeenawarded theRecycling Municipality been fast-tracked forresidential development. on wastebeneficiation, i.e. anaerobic processing, has PPPs.of The Radnor siteearmarked forfuture PPPs Radnor andBellvillecompostingsite–investigation tested by means of pilotprojects inhigh-priority areastested bymeans of communities orrecreational waterusers. This approach willbe weather stormwaterflowsthatposeimmediaterisks toadjacent The disinfection, ordeviating tosewers, highly polluted, of dry- resourcesare adequatelyconsidered intheallocationof basicsanitaryservices, of byensuringthatwaterquality issues infrastructure planning, particularlywithregard totheprovision Informing anddirecting theCity’s long-termservicingand Progress update(2014/15) Progress update(2014/15) 43

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city • Ensuring synergy across departmental programmes with in a number of areas throughout Cape Town, and the installation As part of the City’s an impact on water quality, forming partnerships, and of such boreholes and wells may be relatively inexpensive. commitment to building capacity and understanding among internal and ensuring that all Cape external stakeholders Promote greywater reuse Town’s citizens have Desired outcomes include: The conservation of existing water resources entails their access to water, a Improved living conditions for vulnerable communities, protection from pollution and overutilisation as well as change management underpinning socio-economic development and job creation: the optimisation of operations to reduce losses. Most of plan (communication • Healthy rivers and coastal waters with good water these functions are the responsibility of DWA, but the City is and training) will be quality and thriving ecosystems, which are valued by obligated to assist and accept joint responsibility in a number formalised. The City communities for cultural and recreational purposes of functions and activities. will also complete • Increased sustainability, resource efficiency and climate the investigation Retrofitting change resilience of extended water • Positioning the City as innovative, proactive and leading This objective is arguably one of the most important in the resources to in the fields of integrated urban water management and City’s water management strategy, as it will ensure that all new supplement current water-sensitive urban design consumers and connections are water-efficient. water supply. • Capacitated communities working in partnership with The integrated water leaks programme aims to save water the City. and reduce residents’ water and wastewater (sewerage) bills Programme 1.3(b) by empowering them to identify and repair their water leaks Water conservation and water demand and reduce wasteful consumption. It will deal with all aspects, management strategy be they social, regulatory, commercial or technical. The For the past three years, the City has paid attention to its concept behind the integrated water leaks programme is to own infrastructure, and decreased its water demand by be able to carry out plumbing leak repairs (and other demand introducing various water conservation and water demand management activities) in low-income areas on a sustainable management (WCWDM) initiatives. Most of the maintenance and ad hoc basis by empowering community plumbers. activities of the Reticulation Branch also have a WCWDM After a comprehensive demand management project has been impact, for example the pipe replacement programme. WCWDM initiatives include the installation of pressure relief completed, the purpose of the programme will be to maintain valves in high-pressure areas, thus decreasing the quantity and sustain the objectives achieved in that specific area. of water losses through leaks and burst pipes. In addition Recycling and reuse of treated effluent to pressure management, further initiatives implemented The City has numerous treated-effluent reuse schemes at include the leaks repair programme (for indigent consumers), retrofitting, the meter replacement programme, installation its various WWTWs. These are used for both formal network of water management devices, treated-effluent reuse, and distribution and informal or private reuse of treated effluent. consumer education and awareness. The treated-effluent infrastructure will be expanded to protect natural resources, prevent current and future potable- As part of the City’s commitment to ensuring that all Cape water shortages, return the city’s streams to seasonal flow Town’s citizens have access to water, a change management conditions, and enable unrestricted irrigation during water plan (communication and training) will be formalised. The restrictions. This is in line with the principles of the City’s City will also complete the investigation of extended water resources to supplement current water supply. Water Demand Management Policy and the policies of DWA and Province’s Department of Environmental Affairs and The City aims to intensify water conservation initiatives such Development Planning. as user education in order to reach a wide audience and create awareness of the limitations of the area’s available water There is an opportunity to secure external funding from resources, the cost of developing new resources, and the a range of institutions and donors, and to establish PPPs implication this will have for the consumer. The City will also focus geared towards the elimination of water wastage. A number of on efficient methods of water utilisation at the end-user level. private companies are willing to enter into concessions or joint Promote rainwater harvesting management contracts to manage water services delivery or specific key performance indicators, such as the reduction of There are various methods of rain harvesting, the most common non-revenue demand. The use of service providers in certain being the use of tanks to collect water from rooftops. This has limited benefits due to winter rainfall patterns in Cape Town. focused projects can provide significant benefits. However, rainwater harvesting could be useful in low-income Manage the city’s coastline and coastal areas, particularly when used in conjunction with food gardens. processes, and promote the coast Promote local borehole extraction for as a public and social asset small consumers The City aims to be a national leader in ensuring that all The development and use of small boreholes and wells for aspects of the Integrated Coastal Management Act are domestic gardening in non-sensitive groundwater areas will be implemented, enforced and complied with. This will optimise promoted. This will reduce the demand for potable water and the economic assets and opportunities linked to Cape Town’s surface run-off resources. The groundwater table is relatively high coastline, marine resources and harbours.

44 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW • • • • • ongoing orplannedforthenext five years include: adaptationmeasures thatare eithercurrentlyExamples of climatechange. specialists inthefieldof a partnershipbetweentheCityandacademicsaswell CAPA issupportedbytheCity’s ClimateChange Think Tank, years. five next the over phases review and implementation CAPA process andwillbemovingthrough theprioritisation, the By 2011allsectorshadcompletedthescopingphaseof theplan. adaptation interventionsisanimportantpartof of the specific climate impacts it needs to manage. Flexibility in science developsandtheCityimproves itsownunderstanding CAPA will be continuously reviewed and updated as climate with themanyuncertaintiesaround climatechangeimpacts, In order to balancetheneedforpreparedness andproactivity relevant service deliveryandplanningfunctions. theadministration’schange adaptationmeasures withallof (CAPA), asector-based approach thataimstointegrate climate the CityhasdevelopedClimate Action Adaptation Planof climate changeslikely tooccurintheshorterterm. Insodoing, recognises theneedtoadaptproactively totheunavoidable global efforts climatechange, tomitigate theeffects of italso Although theCityrecognises theneedtocontribute adaptation andresilience planning Promote appropriate climatechange • • • • • for thenext fiveyears: The following programmes, projects andinitiativesare planned and twomarinas. its beaches City awarded BlueFlagstatus foreightof be rolled outtoothercityriversaswell. modelled undervarioussea-level risescenarios, whichwill the SaltRivermarine/freshwater floodinginterface coastal protection zone;and a a sea-level riseriskassessment andidentificationof modelling; climate changefactored into25-year bulkwatersupply accommodate increasing rainfall intensity; a 15%increase innewstormwaterdesignspecificationsto mapping andcosting; ongoing citywideecosystemservices(green infrastructure) marinas and beaches for programme Flag Blue in the participation Continued risks coastal address to policy infrastructure acoastal of implementation and Development policies coastal revised and new associated as well as Act Management Coastal Integrated Management: Environmental National the of requirements the with in accordance plan management acoastal of implementation and Development amenities social and recreational as areas in coastal nodaldemarcates development areas to promote investment also This Bylaw. Protection Coastal the of enforcement and setback, coastal City’s the of Implementation decision-making improve and coastline in the changes made man- and natural track will which programme, monitoring coastal along-term of implementation and Development Progress update(2014/15) INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW inaccuracies). (leaks or physical losses) or apparent losses (theft ormetering also affected by waterlosses, whichcanbeeitherreal losses user agrowing economy.use asaresult of The measurement is are demand influence behaviour (usingmore thanisnecessary) andrisingindustrial that factors main The year. below thisunconstrained demandestimateforaparticular water demandhashistoricallybeenmeasured asareduction production ordelivery. The totalwatersavingorreduction in been nochangesinuserbehaviourandconstraints on hadthere if used been have would that water of quantity the economic prosperity. Unconstrained waterdemandrefers to water demandinCape Town constrains socialupliftment and water andwastewaterinfrastructure tomeetthegrowing waterresources andadequatebulkThe limitedavailabilityof Reduction inunconstrained waterdemand • • • • • • • of: outcomes desired and vision overall 2012, the with in October Town (TCT), Cape for Transport launched City The imperatives. legislative and policy given the manner, within in aprioritised undertaken projects and processes the aligns strategically that plan a comprehensive in engage to is approach The Town. Cape across transportation intermodal and interoperable integrated, achieve to a process on embarked has City the objectives, these achieve to order In objectives. environmental and economic social, other as well as services, and systems transport public improved for need the inclusion, social as well as development and growth economic infrastructure-led for support include These city. the of development and growth the support to the in and now need investments and both policies transport citizens, Therefore, future. all of benefit the for services and system transport public the improve to aims City The communities. and operators, transport public sector, private the agencies, transport enterprises, state-owned Province, Treasury, National of Transport, Department National including the partners, City’s the with collaboration and communication cooperation, ongoing involves transport for vision on the Delivery options. other as well as (BRT), transit rapid bus taxis, minibus buses, commuter rail, cars, private cycling, walking, including modes, various Town comprises in Cape Mobility transport system implementation of Ensure mobility through the Objective 1.4 sector award. Waterwon the2013Departmentof Affairs water water demandmanagementinitiatives, theCityhas itseffective waterIn recognitionconservation of and the city; a unifiedstandard forinfrastructure andoperations across one enforcement system; transport; one ticket andonetimetableforallmodesof one contracting authority; one managementsystem; one network; one plan; Progress update(2014/15) aneffective public 45

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city • one brand; and Programme 1.4(a) The ITP is vertically • one city. Public transport programme integrated with Over the next four years, the vision and outcomes detailed The public transport programme gives effect to the City’s policy to high-level national above will be rolled out in order to achieve integrated, “put public transport, people and quality of life first”, and and provincial plans sustainable and intermodal public transport across the city. encompasses various activities and projects. and policies, as well The policy stems from the drive to ensure a sustainable transport as with regional and system that supports the citywide environmental, social and district plans at a economic development objectives. It is therefore closely aligned lower level. Horizontal with strategies such as climate change and energy efficiency, integration occurs integrated human settlements, economic development and with other line spatial planning. This applies not only at a metropolitan level, but departments within also within the provincial and national spheres of government, the City, but also where broader policy directives and strategic budgetary with neighbouring alignment are critical. municipalities and parastatals. Public transport systems require large capital and operational budgetary commitments in order to support economic and social mobility needs. The affordability of the system depends on high Integrated Transport Plan (ITP) levels of utilisation at appropriate densities. It also necessitates The comprehensive ITP is a statutory transport sector plan of the required levels of service to be met for the system to compete the IDP in terms of the National Land Transport Act (NLTA) No 5 with private cars. High-density areas without appropriate public transport run the risk of being as detrimental as large of 2009. The ITP, a five-year strategic plan with annual reviews, infrastructure expenditure without appropriate densities. programmes and action plans, recommends the transport policies and investments required to support the City’s strategic The programme will be delivered in terms of an IPTN plan, which will highlight the role of rail and BRT as bulk services, while also development objectives. including support services in the form of conventional buses, The ITP is vertically integrated with high-level national and taxis and others in a multimodal transport system. While the provincial plans and policies, as well as with regional and City’s MyCiTi services are changing the image of public transport, the PRASA/Metrorail plan to modernise the rail system will district plans at a lower level. Horizontal integration occurs further improve the quality of public transport in the city over the with other line departments within the City, but also with next five years and beyond. All these initiatives areto be neighbouring municipalities and parastatals. collectively managed under the auspices of TCT. As a strategic investment plan, the aim is to redirect capital and Review process towards the planning and operating investments as follows: implementation of the integrated public • Invest to maintain – Repairs and upgrades to keep existing transport network systems, services and infrastructure in a good working order. Recognising the need for improved public transport systems, Cabinet approved a National Public Transport Strategy and • Invest to enhance – More, better and faster services, without Action Plan in 2007, with a specific vision of moving away from major building investment. basic public transport commuter operations to accelerated • Invest to expand, where appropriate – New infrastructure modal upgrades and the establishment of IPTNs in the major requiring major improvements. metropolitan areas of South Africa. The critical building blocks for this strategy include the following: The 2013 – 2018 ITP will set the framework relating to: An IPTN and implementation plan for: • operational and technical standards for services, for all • BRT phase 1A of the network, covering the link between the modes of public transport; Cape Town central business district and the airport, inner-city • finance and investment standards; distribution system as well as the link to Table View, including • governance standards; a feeder service in Montague Gardens and Parklands; • municipal control and authority over the integrated and • operating licensing strategy and standards; intermodal transport networks; • information management; • a maximum stake for the existing bus and minibus taxi • intermodality and interoperability; sector in the IPTN operations. • non-motorised transport standards; and • Integrated rapid public transport networks (IRPTNs) (the rapid component of the IPTN) will comprise: • special services (such as people with disabilities, – modernisation of priority rail corridors (Kapteinsklip, pensioners, scholars and the indigent). Chris Hani central corridor); The 2013 – 2018 ITP will be completed in July 2013, and will be – promotion of the new rail network line for used along with the integrated public transport network (IPTN) development by PRASA; to provide the mandate for the roll-out of TCT’s “Vision of 1” for – BRT – road-based public transport that will imitate rail Cape Town in consultation with all stakeholders. by running in exclusive lanes;

46 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 35 million R408 a underwent recently Station Town Cape • • • railways, including: upgrades tothecity’splanned anumberof train stationsand being service overcrowding experienced on many lines. PRASA has also of quality the in offered, which isevidentintheunacceptablyhighlevelsof decrease a is result The to fewerthan85atpresent. Cape Town has reduced from more than 100 in the early 1990s withdrawn from service. carriagesoperated in The numberof thesecannolongerbeupgraded andare permanently some of age, their to carriages, due of fleet its upgrading continually is publictransport inthecity.backbone of While PRASA/Metrorail Cape Town hasanextensive rail network, whichrepresents the and upgrade programme Rail service improvement Programme 1.4(b) and central Cape Town. mobility. These includeRetreat, Dunoon, Wynberg, Bellville are planned toaccommodategrowth indemandforaccess and publictransport interchanges Upgrades anddevelopment of interchanges public transport Management andupgrade of to more users. scheduled publictransport servicesbecomemore accessible to expand this important service, and to ensure that the basis. regular a on There is therefore an urgent need for additional funding base user this only can of fleet 4% current accommodate the users, registered 000 6 over mainstream publictransport. Even thoughtheservicehas for personswithdisabilitieswhoare unabletoaccess Dial-a-Ride isademand-response publictransport service Dial-a-Ride publictransport service lane onMainRoad from central Cape Town toMowbray and theimplementation see a bus and minibus taxi which started with the reintroduction of will years publictransport lanes, acitywidenetworkof enforcement of five next The Dedicated publictransport lanes new Century City station has been operational since the the since operational been has station City Century new the addition, In areas. metropolitan outlying the and city central the between interface important an provides station The district. business Town central Cape the of renewal the for acatalyst as role its of in recognition transformation According toaPRASA press release inDecember2009. Cape Town, Athlone, HeideveldandLangastations. the Cape Town–Monte Vista–Kraaifontein line;and modernisation; the the central lineinconjunctionwiththefirstphaseof – – – efficient public transport that will facilitate the facilitate will that nodesanddevelopmentcorridors. development of transport public efficient and feederroutes; and collection system fortrains, buses, taxis, andBRT main acommonfare the formulationandimplementationof industries, ascontracted operators; and labour, especially from the minibus taxi and bus current operators the formalisationandinclusionof . INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW 35

• • • • • as follows: summarised be can project MyCiTi the define and underpin that principles The system. transport public integrated an of part as system rail existing the complement to services feeder related and routes BRT of network acitywide for potential the recognised Framework”, Implementation Transport – Public Town Cape of “City study, this from flowing report The IPTN. an on study ascoping performed 2007, City the February In purposes. or social recreational health, education, economic, for whether facilities, and opportunities to access with visitors and citizens all in providing role avital plays its transport Public achieving goals. developmental for and vision long-term IDP its in identified has City the that area focus strategic akey is transport public of improvement The Bus rapid transit (BRT) programme Programme 1.4(c) rail subsidiesfrom theDepartmenttoCity.devolution of Transport,of The City, togetherwithProvince andtheNationalDepartment rail subsidies Due-diligence studyonthedevolutionof • • • • • • • PRASA/Metrorail: by undertaken initiatives following the support to continue will City the Metrorail, PRASA/ and Province Transport, of Department National the with collaboration ongoing Through World Cup. FIFA 2010 participatory manner. participatory and transparent open, in an –Implemented Integrity equity. social promotes that and responsible, environmentally viable, economically is that –Asystem Sustainability security. and safety personal their in confidence customers gives that –Asystem Security disabilities. physical with those and elderly the children, women, earners, low-income of needs special the considering through especially experience, transport public high-quality equal, an receive society of segments all that –Ensuring Equity staff. helpful and vehicles clean convenience, and comfort access, universal integration, service security, and safety transfers, few services, frequent and times travel rapid including needs, customer on based is that service acar-competitive –Delivering Quality Rail-based park-and-ride projects stations rail to upgrades Ongoing corridors rail Kapteinsklip and Hani Chris the of modernisation The line rail Fisantekraal the of utilisation greater into investigation An line apassenger as line rail goods Atlantis the of utilisation the into investigation An corridor rail Downs Blue in the services implement and construct to requirements the into investigation An region Cape Western the for system signal the of Upgrading has embarked onadue-diligence studyonthe 47

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city • Rail-based park-and-ride programme – This programme Progress update (2014/15) focuses on improving park-and-ride facilities at rail stations MyCiTi’s universal accessibility policy has officially across the metropolitan area, with the aim of increasing the been named one of the most innovative policies in safety and convenience of the station precinct. The project the world in terms of ensuring that all special-needs relies on the rail system to provide the necessary capacity for passengers can make use of the service. the additional commuters who are attracted to rail. • Travel Smart programme (employee trip reduction project) On 27 August 2008, Council approved the implementation – This project includes promotion of public transport, ride- of phase 1A of the MyCiTi project, which includes the inner- sharing, and the expansion of the city’s non-motorised city and airport services, and certain routes along the corridor transport (NMT) network and facilities among employees between the inner city, Table View and Atlantis. The full phase of leading corporates in the central city. The programme 1A is currently being implemented, and is scheduled to be will be expanded to include more organisations and other completed and fully operational by November 2013. employment centres across the city. Phase 2 is defined as the metro south-east area, and is • NMT programme – This programme includes the promotion responsible for the majority of the total public transport activity of walking, cycling and public-space improvement in the metropolitan area. Years of planning, research and throughout the city. investigation have identified critical missing transport links in • Parking management programme – The City’s Parking the public transport system serving this area, where BRT could Policy is being revised to support the objectives of the prove very useful. In the short term, the City is evaluating the TDM programme, and will be rolled out in coordination early introduction of a MyCiTi express service via the for with improvements in public transport services. A Parking implementation by December 2013. Any infrastructure and Management Bylaw was approved in 2010. fleet built and procured for this express service will be able to be used by future main services in the metro south-east, and Programme 1.4(e) will therefore not result in abortive expenditure. Intelligent transport systems programme Programme 1.4(d) The intelligent transport systems programme aims to Travel demand management programme maximise the operational capacity of both the private and public components of the transport system. For this, it employs The travel demand management (TDM) programme recognises technology and an information system to receive operational the negative effects of providing infrastructure and operational information about the performance of various parts of the capacity to the unconstrained growth in urban travel, especially system, and to communicate appropriate messages to the in private cars. TDM aims to achieve a progressive modal shift users of the system. The management of intelligent transport away from private-car dependence to public transport, as well as systems is housed in the state-of-the-art TMC, which is located a reduction in the need to travel and in average trip distances. in Goodwood. This is undertaken in line with the City’s aim to develop into a sustainable, more compact city, which reduces energy The programme is delivered as a joint effort by dependence and the environmental impacts of transport. The intergovernmental agencies, including the City’s transport following components of the TDM programme are currently and metropolitan police functions, as well as Province and being rolled out: SANRAL. The intention is to include the management structure

Cape Town has an extensive rail network, which represents the backbone of public transport in the city.

48 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW entity function, as determined in the NLTA. in the determined as function, entity regulating the of assignment the for case business the set and motivate to City the for way under are processes Further period. Framework Expenditure Medium-Term the over TCT into incorporated and started be will function This approval. for COGTA and Transport of departments national the as well as Treasury National to submitted and Council by approved been has Province, with currently is which function, authority contracting the of assignment the for plan business The stakeholders. other and Commission, Fiscal and the Financial Government, National with engagement require adequate will This secured. are the transport public of funding for long-term mechanisms sustainable that critical is it ITP. the of However, objectives the on deliver to in order years three next the over purposes transport for allocated been has Land More of than R4,84 billion the act. to Municipal the objectives give effect to A NLTA the of terms in established municipality. been has Fund Transport the to of responsibilities part as reform funding operational devolving by funding reform, institutional for provision makes NLTA The management. asset transport and evaluation, planning, has transport and monitoring entity, regulatory areas: City authority, contracting the focus NLTA, following the the of identified implications the assessing In in transport. public safer and affordable resulting efficient, more first, commuters puts that system multimodal integrated, an into system transport fragmented current, the of transformation the for responsible is which authority, transport of City’s the TCT, establishment the through of 2009 5 No (NLTA) Act Transport Land National the of requirements the of in terms reform institutional achieve to aims This Land Transport 2009 Act No5of theNational Implementing therequirements of Institutional reform programme Programme 1.4(f) which willbeexpanded tomore venuesinfuture. a criticalrole ineventtransport servicesforCape Town Stadium, both rail androad-based public transport. The TMC already plays allscheduledservicesfor real-time information on punctualityof users road with (#capetownfreeway). The servicewillbeexpanded toprovide communication and 63), through VMSs onthefreeways aswellthrough Twitter feeds 64 65 (0800 on ofinformation provision all scheduledbusandtrain servicesthrough thecallcentre the signals, traffic City’s the of Intelligent transport systemscurrently includethemanagement thecentre.critical success factorintheefficiency of disciplines havebeenacknowledged as exceptional and a course. cooperation betweenthedifferentThe current levelsof the IRTof system as well as Metrorail’s operations centre in due Streamlined service Integrated ticket Engagement COMMUTER Information Transport forCape Town Contracting authority Business planning GOVERNANCE Regulations Increased implementation INFRASTRUCTURE Public transport Modernisation interchanges Integration INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW

best practice in immovable property asset management. asset property in immovable practice best international and areas focus strategic City’s the with aligned strategy and framework compliance system, management incorporating a comprehensive register, asset asset rights, property and buildings land, with dealing framework management asset property immovable an develop will City The growth andsustainabledevelopment Leverage theCity’s assets todriveeconomic OBJECTIVE 1.5 and facilities and opportunities to access with visitors and citizens providing in role avital plays transport Public and Gugulethu and to legitimate in permit holders Langa, Nyanga transferred been have properties 40 sites: Shop 554 erven (2011 purposes 2014): settlement —March human for land of sale and acquisition the for Valuations purposes care 47 social for of which are 2011 since (reactive 2014):Leases March to 329, transfers 44 2011 since 2014): (proactive March to sales Land being transferred: 38 transactions 2013/14) (proactive sales Land and approved tenders 25 completed: (reactive) sales Land communities. and sustainabledevelopmentgrowth in poorer economic leverage to property municipal Utilising Progress update(2014/15) 49

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city Development of vacant municipal land, and facilities will be linked by means of a sky bridge and/or an improvement and management of municipal underground tunnel beneath the Heerengracht. This project and public facilities will be co-funded by Province. – portion of erf 21750, Bellville (Bellville Velodrome) The expansion of the CTICC will also stimulate and unlock The City has released a 4 ha underutilised municipal property in other related and non-related development within the Tygervalley area to the private sector for the development of this Foreshore precinct, estimated at over R4,5 billion. a 100 000 m² mixed-use project, which will include retail, office, Construction of the CTICC expansion is expected to residential, hotel and conference facilities. The successful bidder commence by mid-2013. for the development will also contribute substantially towards Utilising municipal property to leverage the upgrade and improvement of the velodrome and Bellville economic growth and sustainable athletics stadium located on this property, will take over the development in poorer communities responsibility for the management and maintenance of these facilities, and will improve some bulk services infrastructure Progress update (2013/14) within the area. Ownership of the velodrome and Bellville A programme has been initiated to unlock the athletics stadium will however remain vested in the City. development potential of underutilised municipal Besides the R152 million that the City will receive from the sale land in previously disadvantaged communities of the developable land, it is expected that the development to promote economic growth and job creation. will create 6 000 job opportunities in the medium to long term. The process includes the identification of suitable, It is foreseen that this development will become a catalyst for underutilised Council properties in poorer further development within the Tygervalley precinct as well communities, conducting of feasibility studies, as unlock further development opportunities along Durban development of the concept, land use and statutory Road towards Voortrekker Road. Access, parking and linkages approvals, the tendering process, and contracting with the surrounding developments within the precinct are with the private sector to lease/own, finance, construct some of the challenges facing this development. Construction and operate such developments. of the mixed-use development will commence as soon as the Opportunities for the development of retail, necessary statutory approvals have been obtained. commercial, residential, industrial and social facilities Expansion of Cape Town International will be unlocked through this process, and will be Convention Centre (CTICC), and unlocking presented to the private sector for implementation. related development opportunities Properties prepared and packaged for the market will be released in accordance with a structured property The expansion of the CTICC to provide an additional 10 000 m2 release programme, and will include areas such as of exhibition and conference space was approved by Council Khayelitsha and Mitchells Plain. The expansion will be in March 2011. The expansion follows on the success of the accommodated on the existing CTICC, and it is expected that, with the expansion, Programme 1.5(a) Foreshore precinct on CTICC’s contribution to national GDP will increase from the Investigate all the City’s strategic assets vacant land between current R2,3 billion to over R5,1 billion per annum, with an The City will develop an immovable property asset Boulevard and expected additional 2 380 job opportunities created. the building. management framework incorporating international best The expansion will be accommodated on the Foreshore practice, including managing and performance-measuring precinct on vacant land between Table Bay Boulevard and portfolios of immovable property assets over their full life the Naspers building. The current and proposed CTICC cycle (planning, acquisition, holding/utilisation and disposal), reporting on performance, and aligning immovable-property objectives with the SFAs of the IDP. The development of the immovable property asset management framework will include the following: • Development of a comprehensive immovable property asset register • Development of an immovable property asset management compliance framework to ensure legislative compliance • Development of a centralised custodial role for immovable property asset management, with policy/strategy-based decision-making over the full property life cycle, and the development and retention of existing capacity within the organisation • Identification of all strategic immovable property assets; development of strategic asset management plans per strategic asset, including performance measures, and the development of options for optimal function and use of The expansion of the CTICC will stimulate and unlock other development in the Foreshore precinct. strategic immovable property assets

50 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW and financial), the City’s partnerships and all available external external available all and partnerships City’s the financial), and (human resources City’s the leveraging at aimed is objective This qualifications. new with people young as sector private the into move to or government, by employed technicians skilled become to either provides City the training the using market, labour the of side demand the meet will apprentices These departments. Roads and Management, Waste Solid Stormwater, Electricity, Sanitation, and Water the to programme apprenticeship an out roll will City The vacant postsintheadministration andtheCity. opportunities. Training apprentices for of apprentices andcreate otherexternal training (SETA) andEPWPfundingusedtotrain Sectoral educationandtraining authority Programme 1.6(a) development and programmes fortraining andskills Maximise theuseof OBJECTIVE 1.6 • • 36 Strand housingarea knownasMorkel’s Cottage. Stormwater: Soetrivercanalprevents flooding in the sewer outfall. Faure water treatment plant: Fisantekraal Uitkamp potable water forgreater Cape Town community. Muldersvlei water treatment plant: This willprovide Wastewater treatment plants: infrastructure intheareas. purposes toalleviate pressure onelectricity Substations: Various sitesare required forsubstation the metro south-east cemeteryinMfuleni. Cemeteries: Two landtobeacquired for portionsof with the V&A Waterfront fortheMyCiTi route. IRTS: Right-of-wayservitudesare beingconcluded with theexisting constructedM12road at Atlas Park. the existing constructedM12road at Burgundy Estate landacquired forroad purposestolink Six portionsof industrial park. business districtacross thenorthernsiteto this road formsalinkbetweentheexisting central purposes inMitchellsPlain. The constructionof Two landwere acquired forroad otherportionsof torelieve majortraffic bottlenecks. for Brackenfell Boulevard, linkingDeBron toBelamiin Roads: Portionlandwaspurchased forR5 905 000 of economic and social objectives social and economic future City’s the support to property immovable of availability the ensure to assets property immovable new of (land-banking) holding and acquisition strategic The cohesion social promote to infrastructure asset social of development the for opportunities and creation, job growth, and investment economic activity, economic stimulating of objective the with purposes, municipal for required not property immovable of release the for years) ten to five (spanning strategy amedium-term of Development Inaugural speechbyExecutive MayorPatricia deLille, June 2011. Progress update(2014/15) availablefunding 36 INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW required todrivethevariousprogrammes. directorates thatwillemploythelearners andapprentices are the work performed within the various departments. The one in theaboveoptions, or more of dependingonthenature of participate to required be will directorate City Every • • • • • • programmes: current City’s the of expansion following the for provide to aims programme The SETAs. the and Administration in Business School Tertiary the Commerce, of Chamber Regional Town Cape the Province, CHEC), forming (together institutions academic tertiary major four the including succeed, opportunities above the see would that partnerships current multiple has City the base, skills this to addition In graduates. and students current leavers, –school youth unemployed currently for opportunities development and training provide to sources funding The City’s apprenticeship programme provides training for young people to become skilled technicians. skilled become to people young for training provides programme apprenticeship City’s The 757 bursaries and260apprentices. As at endDecember2013, theCityprovided partnership with the EPWP the with partnership the as well as mentor, and develop to capacity internal on based years be in future expanded be to will These 20, of target initial an with learners, external to requirements. opened internal on primarily Learnerships: EPWP the with partnership the and models budget to subject is Expansion environment. and engineering to limited are these Currently, areas. internships: Graduate EPWP the with partnership the and budget to expanded in toyear, 600 the first according andthereafter graduate: work-based to requiring experience students of training In-service 110 to years, in later and, bursaries, apprentice include bursaries:External years in future 50 to expand and 20 apprentices with start to is aim The bursaries. practical-aspects for responsible City the with training, and education further programme: apprenticeship New years) two spans Apprentices: Progress update(2014/15) 200 (100 per year intake, as the programme programme the as intake, (100 year per 200 The current nine learnerships are focused focused are learnerships nine current The 60 per year, to be expanded to 80 to to 80 to expanded be to year, per 60 To be expanded into all professional professional all into To expanded be 450 opportunities, to be be to opportunities, 450 In partnership with with partnership In 51

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city 52 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Objective 2.5:Improve safetyandsecuritythrough partnerships Objective 2.4: Objective 2.3: Objective 2.2: Objective 2.1: ST R ATE G Improve efficiency of policing and emergency staff through policingandemergency effectiveImprove staff efficiency training of functional specialisation Enhance information-drivenpolicingwithimproved information-gatheringcapacityand optimumoperational functionality Resource departmentsinpursuitof improved services toall, especiallythemostvulnerable communities andcapitalresourcesExpand staff inpolicingdepartmentsandemergency servicestoprovide IC foc IC u s a r city SAFE 2: the ea INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW 58 57 56 56 55 53

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city SFA 2 STRATEGIC FOCUS AREA 2 THE SAFE CITY

This SFA is aligned with Province’s objective of increasing safety in the Western Cape, and making it a safe place in which to live, work, learn, relax and move about. It is also aligned with the following National Government outcomes:

Outcome 3 – All people in South Africa are and feel safe Outcome 11 – Create a better South Africa, and contribute to a better, safer Africa and world

The City aims to grow the number of Fire and Rescue reservists.

Improve safety and security through speed control) as well as drunk driving. As part of this process, partnerships offenders will be identified, caught, punished and ‘named and shamed’ in the media. Responding to crime is more than a law enforcement function. It includes positive action on the whole spectrum In order to optimise Cape Town’s reputation as a safe city, five of development challenges facing the residents of Cape key objectives have been identified: Town. The VPUU programme in Khayelitsha demonstrates Objective 2.1: Expand staff and capital resources in policing how partnerships between the City and the community37 can departments and emergency services to provide improved bring about steady reductions in the incidence of crime.38 services to all, especially the most vulnerable communities A key strategy for the City is to replicate this model and build strategic partnerships to implement social crime prevention Objective 2.2: Resource departments in pursuit of optimum coupled with urban regeneration efforts in more communities operational functionality with high crime rates. Objective 2.3: Enhance information-driven policing with The City will expand and capacitate its municipal and improved information-gathering capacity and functional community courts to handle prosecutions for traffic specialisation offences and bylaw contraventions, thereby reducing Objective 2.4: Improve efficiency of policing and emergency pressure on magistrate’s courts (as per the memorandum of staff through effective training understanding concluded with the Department of Justice and the National Prosecuting Authority). The City will also adopt a Objective 2.5: Improve safety and security through zero-tolerance approach to speeding (warrant execution and partnerships

37 These could include partnerships with neighbourhood watches as well as working with community leaders and NGOs. 38 Ndenze, B 2011 ‘DA lauds VPUU success’ IOP News 4 May Available at http://www.iol.co.za/news/south-africa/western-cape/da-lauds-vpuu-success-1.1064098.

54 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW • • • • thisprogrammeaddressed duringthisperiod: insupportof be will matters following The year. financial new the during specific areas. It is expected that the initiative will grow steadily dedicated theCity’s the membersof policingdepartmentsfor services of secure to sector private the enables It 2008. The externally fundedpolicingprogramme waslaunchedin policing programme theCity’sExpansion of externally funded Police Metro 2001 the of objectives business plan.establishment staffing the with aligning towards move also will It guidelines. 10090) (SANS Standards National African South the with in line Service Rescue and Fire the in levels staffing bring to aims City The Increase complement theoperational staff Programme 2.1(a) especially services toprovide improved servicestoall, policing departmentsandemergency Expand staff OBJECTIVE 2.1 legislation. relevant other and bylaws City’s the with compliance ensures Department enforcement Law The graduate end June, and 30 more just started training. started just more 30 and June, end graduate will volunteers rescue and fire expected 30 of A total undergoing training. 13 another and are volunteers, enforcement 32 law appointed has City the service, volunteer enforcement law the of establishment the of part As 149 officials. by grown has capacity enforcement law City’s The deployment of LawEnforcement members atpublic deployment of sponsorship fortheprogramme. This willincludethe with otherCitydirectorates tosecure additional Continuing tonegotiatemutuallybeneficialagreements safety officer initiative expanding theDirectorate’spurposes of neighbourhood Metro Policefunding theappointmentof membersfor Continuing Council toexplore wards thepossibility of thecity’scontributing tothesafetyof residents andvisitors more attractive forpotentialsponsors, while significantly Exploring innovativewaystomake theprogramme policing programme Ensuring theeffective theexternally funded marketing of Progress update(2014/15) the andcapitalresources in most vulnerable communities INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW

• • and shame’mediacampaign. operations to apprehend the offenders in the City, and a ‘name and drunkdriving. Strategies willincludespecialised theCity’s azero-toleranceof approach tospeeding adoptionof forefront the at be will component officers’ traffic specialised A Enhanced speedenforcement capacity years, five next the financial resources. depending ontheavailabilityof over numbers reservist these grow to member programme iscurrently beingdrafted. The Cityaims reserve rescue and fire a of implementation the for policy A Fire andrescue reserve memberservice trained and deployedinthiscapacity. be to members Enforcement Law reserve prospective recruit law enforcement capacity. The Citywill continue toidentifyand Enforcement neighbourhood watchesbyproviding themwithadedicated Law the of Department. members This programme willstrengthen existing auxiliary become to numbers. deployment The City has therefore adopted a policy boost that will allow residents significantly can Volunteers member service alawenforcement auxiliary Establishment of Citizens need to be safe in their City, and safety goes beyond policing. beyond goes safety and City, their in safe be to need Citizens Growing theCity’s lawenforcement capacity and disorder crime prevention toincrease theircapacitytoprevent crime problem-orientated policing/ are trained in the principles of thisinitiative Ensuring thatallofficials deployedin termsof and events, housingandtransit policeunits. film transport interchanges aswell astheestablishmentof 55

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city OBJECTIVE 2.2 OBJECTIVE 2.3 The City will ensure Resource departments in pursuit of Enhance information-driven policing with that its specialised policing units are optimum operational functionality improved information-gathering capacity properly equipped with Development of a vehicle replacement policy and functional specialisation appropriate resources in This will entail the effective maintenance of vehicular resources Programme 2.3(a) line with international and a well-planned replacement programme for ageing Improved efficiency through information and best practice. vehicle fleets spanning five, 10 and 15 years. technology-driven policing Invest in specialised units in line with The City will implement an effective police management international best practice paradigm similar to the well-known CompStat model. This entails the collection and analysis of crime and Wherever feasible, the City will develop specialised policing disorder-related data as well as a mechanism that will units to focus on specific priority crimes, particularly through ensure accountability of decision-makers within the intelligence-driven policing. The following units will be kept policing environment. The following initiatives will fully operational: contribute to increased availability of information crucial to • Substance Abuse Unit intelligent policing: • Tactical Response Unit Full implementation of the ISERMS • Metal Theft Unit (Smart Cop system) • Anti-Land Invasion Unit The integrated spatially enabled response management system (ISERMS) will enable the Metro Police Department to • Displaced People Unit coordinate its activities more efficiently. The overall objective • Camera Response Unit of this initiative is to create an integrated information • Liquor Control Unit management system that can effectively contribute to • Equestrian Unit law enforcement management. The system will enable management to monitor the City’s policing resources in • K9 Unit real time, and to access crucial information on crime and • Problem Building Unit disorder-related incidents and trends, which can be analysed • Graffiti Control Unit for operational planning purposes. Full implementation of • Traffic Services Ghost Squad ISERMS in the City is anticipated to take four years. • Public Transport Enforcement Unit Introduction of advanced patrol vehicle • Road-Haulage Unit technology in support of management information The City will ensure that its specialised policing units are The introduction of advanced technology for patrol vehicles properly equipped with appropriate resources in line with is currently being investigated, and it is the City’s intention to international best practice. The Safety and Security Directorate introduce this technology in all three of its policing departments will accordingly embark on a research study for purposes of over the next five years. This technology will include an in-car developing minimum standards for the resourcing of all its camera system that will allow for the recording of offences, specialised units.

The Equestrian Unit is one of the City’s specialised policing units focusing on a specific priority crimes.

56 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW implementation thereof have been developed.implementation thereof However, VPUU programme inKhayelitsha, andguidelines forthe CPTED principlesare already employedintheCity’s by suitablytrained staff. adherence, andinstructthatallbuilding plansbescrutinised for CPTED principles, useitsinspectionauthoritytoensure City cantake are toadjustitsbuildingregulations toprovide existing ones.and theremodelling of Possible actionsthatthe new structures universal CPTED principlestothebuildingof crime anddisorder. This against approach entailstheapplicationof fight the in strategy effective an as regarded widely Crime prevention through environmental design(CPTED) is disorder Influence urbandesignto reduce crimeand policing agencies. is conductedincooperation withvariousinternational and theprogramme willnowbeexpanded. This initiative NSOs havebeendeployedinselectedareas inCape Town, develop and implementsolutions. Four specially-trained stakeholders todiscovertheroot causesand, ultimately, and disorder, work closely with communities and other are encouraged toidentifyproblems thatlead tocrime officials These (neighbourhood). area particular a in solver to bedesignatedasthesafetycoordinator andproblem official police specific a for provides It policing. orientated problem- ideal implementation modelforthephilosophyof the is directing’ ‘neighbourhood of concept police Dutch The (NSOs) perwards andselectedschools Programme forneighbourhoodsafetyofficers operational strategies andcrimeprevention concepts. The City will continue to investigate and experiment with Intelligent crimeprevention Programme 2.3(b) crimeandgangsterism. areas withahighincidence of will beapproached forpotentialpartnershipsandpilotsin management system. Province, SAPSandtheprivatesector will technology the add considerable valuetotheDirectorate’s information through obtained data The analysis. with police, andimprove investigationandforensic police response, increase positivecommunityengagement system provides real-time datathatenableanintelligent thissystemforuseinCapethe feasibility of Town. The years, withremarkable results. The Citywillinvestigate American citiesinrecentbeen introduced inanumberof Technology a gunshot has that can pinpoint the location of gunshotlocationtechnology Introduction of traffic officers’ handheld radios. outstanding warrants. This technology will also be linked to for check to officers enable will that technology with vehicles patrol staff’s supervisory equip will addition,Traffic Services In over-distance system that willallowformobilespeedtesting. speed- a and system,recognition plate number an automated programme to17NSOswithspecialisedtraining. Expanded theneighbourhoodsafetyofficer (NSO) Progress update(2014/15) INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW this period. safety designguidelineswillaccordingly bedevelopedduring the City, andapolicythatwillgoverntheimplementationof such principlesandpractices needtobeinstitutionalisedin Training andhumanresources development Programme 2.4(a) high ontheoperational agenda. drugandalcohol-related offences willremaincombating of suchoperations,work closelywithSAPSinsupportof andthe The Safety and Security Directorate will therefore continue to of in respect alcohol. of influence the under driving and crime drug-related statistics crime official improved the towards Information-led special operations have contributed much Information-led specialoperations • • • • the including following: initiatives, new for required be training will these colleges by yielded resources human additional The facilities.and courses college training of quality and range the thesetraining colleges,the accreditation of andexpanding and ObservatoryMetro Police training colleges, maintaining EppingFireThis capacityof willinclude expanding thestaff colleges Capacity theCity’s expansion of training this period. City’s CCTV systemaswellschoolresource officers during Specialised guidanceand training will be secured forthe City willcontinuetoseekandutilisesuchopportunities. valuable training to members in recent years, and the International lawenforcement agencies haveprovided specialisedtraining interventions of international partnerstowards theintroduction Continue tobuildrelationships with skills plan. to supportthebursaryschemeinlinewithapproved screening takes place. The Directorate willalsocontinue andthatappropriatepromotes the bestpolicingstaff will bedevelopedtoensure thattheCityrecruits and substance abusetestsanddriver’s licenceauthentication allmembers,annual criminal-record checks of random Appropriate policieswithregard torecruitment, promotion, higher efficiency will remain afocusoverthenext fiveyears. inpursuitof staff The ongoingtraining anddevelopmentof emergency staff Improve efficiency of OBJECTIVE 2.4 orientated crimeprevention atraining programmeIntroduction onproblem- of Policy theDirectorate’sImplementation of Wellness andFitness community-orientated policingstrategy Repurposing Metro Police theNSO insupportof staff enforcement reservists atraining programme forlaw Implementation of through effective training policingand 57

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city Programme 2.5(a) The City aims to Progress update (2014/15) Strengthen community capacity to prevent expand partnerships Continue to build relationships with international crime and disorder with communities, the partners towards the introduction of specialised The City will continue to work closely with local communities, private sector and other training interventions – National Association of School relevant government departments and the private sector to departments and spheres Resource Officers (NASRO), US Drug Enforcement strengthen the capacity of communities to prevent crime and of government. Administration (DEA), study tour to UK, visit by disorder. Initiatives in support of this programme include the US Department of Homeland Security expert on port following: security, visit to Dutch Forensic Institute, Fire and Rescue study tour to USA and Munich. Extend the City’s neighbourhood watch Capacity expansion of the City’s training colleges – assistance project into new areas Fire and Rescue Training Academy facility upgraded. The City’s neighbourhood watch assistance project was initiated in August 2008, and has as its main objective In February 2013, the City’s Fire and Rescue Training the strengthening of the crime and disorder prevention Academy became the first in the country to load capacity of local communities. The project is delivered in learners’ details to the SA Qualifications Authority conjunction with Province’s Department of Community (SAQA) national learner database after having Safety, which is the agency primarily responsible for completed a learner fire-fighter training programme. neighbourhood watches. The project also has the following strategic objectives: OBJECTIVE 2.5 • Ensuring that all members of neighbourhood watches Improve safety and security through are trained in the principles of problem-orientated crime partnerships prevention The City aims to expand partnerships with communities, • Achieving self-sufficiency of the targeted neighbourhood the private sector and other departments and spheres of watches government. This will include continued support of the • Ensuring that select neighbourhood watches achieve the Civilian Oversight Committee (CIVOC), which comprises agreed goals apolitical members of civil society with expertise in the field The Safety and Security Directorate will continue to refine its of community safety, as well as the implementation of law course content on the principles of problem-orientated crime enforcement at public transport interchanges in partnership prevention that is presented to neighbourhood watches. with transport authorities and SAPS.

The City will increase public awareness and participation through Disaster Risk Awareness programmes to ensure that residents are adequately informed of safety strategies.

58 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW with patrol equipment and other resources in an effort to to effort of neighbourhood watches. an the effectiveness increase in resources other and equipment patrol with experiment to continue also will Directorate The activities. in patrol involved being necessarily without activities, watch in neighbourhood participation enables therefore It matters. such address can communities how on guidance provide to and disorder, and crime of to causes underlying the identify members watch neighbourhood enables approach This The City’s Fire and Rescue Training Academy became the first in the country to load learner’s detail to the SAQA database. SAQA the to detail learner’s load to country the in first the became Academy Training Rescue and Fire City’s The well, expansion of civilian oversight considered. oversight civilian of expansion well, function to continues –CIVOC oversight civilian Support participate. to 520 and learners planned 12 camps weekend WCED, with –agreement Youth Academy Introduce schools. in six deployed (NASRO), Officers Resource of School by Nationaltrained Association (WCED), Educational Department Cape Western with agreement – officers resource school Introduce of areas. anumber to programme upgrade/transformation and also the expanded areas, informal settlements mayoral urban programme regeneration to various the via expanded been has programme VPUU The members. NSO foundation course developed to for delivery all allocations. – ward capability CCTV access to NWS assisting include Now communication systems. radio for secured was provision budgetary Additional speaking communities). Xhosa- (for officers safety community assistant throughhas expanded the been appointment of programme assistance watch neighbourhood The Progress update(2014/15) INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW • • • • • following: the combining strategy integrative an implements VPUU development. community and economic and facilities, to neighbourhood upgrades population, beneficiary the of safety in the increase ageneral include goals The residents. the of life of quality the improve to consequently, and, areas in these violence prevent to aims VPUU area. geographic aspecific of residents the and Cape NGOs, of anumber of Treasury, National KfW, Province, Town, City the between collaboration multilateral a is It upgrades. neighbourhood to approach asystemic is VPUU Upgrading (VPUU)programme Expand the Violence Prevention through Urban in other programmes and initiatives. and programmes in other methodology and approach the mainstream and replicate to aiming and needs, local specific and changing suit to adaptation continuous for basis the providing progress, Knowledge management – of projects. implementation the and budgeting planning, integrated initiate to City the supporting and spaces, of ownership take to organisations prevention – crime Institutional settlements. human integrated into environment built Situational prevention – crime offenders. for opportunities limits and victims supports that culture acaring into past the of culture social harmful the –Changing prevention crime Social leadership. local and City the between ratified is which plan, action community area-specific an in developing applied are engagement and planning – Participative participation Community Measuring and assessing assessing and Measuring Changing the fractured fractured the Changing Supporting local local Supporting 59

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city The police camp programme will be a week-long programme The City is exploring the Progress update (2013/14) delivered at Metro Police facilities during school holidays, and will possibility of entering The area-based approach has been applied through present learners with an opportunity to experience what it is like into formal agreements so-called safe node areas in Khayelitsha (Harare, to be a police officer. The school resource officer programme will with certain NGOs and Kuyasa and Site C) since 2006. Since 2010, the be delivered in schools by specially trained Metro Police members. parastatals in terms of methodology has been mainstreamed into the School resource officers will be responsible for: which specialised law informal settlements pilot programme in Monwabisi • providing a safer school environment; enforcement services may Park, TR Section/Island, BM Section/France, be delivered. The Heights and Lotus Park. The programme is • promoting respect for police/law enforcement officers; currently also being expanded to include • encouraging learners to be partners in building safer and Hanover Park. schools and communities; • inspiring the youth to assume their own role as champions The programme will be expanded to include the CeaseFire of justice; violence prevention methodology, which aims to bring down • teaching life skills and cultivating personal accountability; the levels of violence in gang-infested areas. This will require • providing youth with a better understanding of law the deployment of specially trained violence interrupters for enforcement; purposes of mediating conflict between gangs, and intervening • providing a high-quality recruiting source for law to stem the threat of retaliatory violence after a shooting incident, enforcement departments; and as well as outreach workers to support the youth and connect them with the necessary support services. • providing youth with better insight into career opportunities in the criminal justice environment. Joint law enforcement initiative The initiative will be implemented in close cooperation with The City is exploring the possibility of entering into formal the provincial departments of Education, Community Safety, agreements with certain NGOs and parastatals, in terms of and Cultural Affairs and Sport. The American State Department which specialised law enforcement services may be delivered. also indicated its willingness to provide expert guidance to the Such initiatives will allow for financial and other resource City during the initial phase. contributions by outside organisations, and will bolster the City’s crime and disorder prevention capacity. Currently, Civilian oversight negotiations are under way with the Animal Welfare Society The City’s Civilian Oversight Committee (CIVOC), which has of South Africa, Transnet and Eskom. The finalisation of an oversight function in respect of the Metro Police, Traffic agreements with these organisations will be actively pursued. Services and Law Enforcement, has now been active for five In addition, the City will seek to initiate law enforcement at years. It continues to set the benchmark for effective oversight public transport interchanges in partnership with transport across the country, and has contributed significantly towards authorities and SAPS. the achievement of open and democratic policing in the City. The Safety and Security Directorate will continue to support Introduction of a Youth Academy CIVOC in exercising its oversight role, and welcomes the A policy is being developed for the introduction of a Youth committee’s contributions. Academy for the City’s three policing departments. This initiative will be delivered by means of two models: a police Programme 2.5(b) camp programme and a school resource officer programme. Strengthen community capacity to respond to The main objectives of these programmes will be to improve emergency situations school safety and foster an interest in, and understanding of, Fire warden and emergency coordinator the law enforcement profession among learners. programmes The Disaster Risk Management Centre will continue to increase the number of fire warden and emergency coordinator programmes provided for commerce and industry. It will also continue to present events safety courses for events organisers and emergency services personnel. Disaster risk public awareness The Disaster Risk Management Centre will also continue to increase the number of public awareness and preparedness sessions it conducts with at-risk communities in informal settlements. These sessions aim to raise awareness regarding the hazards of fires and floods, climate change, etc. This initiative will also entail the development of risk-specific pamphlets for distribution among identified communities, as well as industrial theatre performances on specific themes relating to identified risks. Such interventions will contribute significantly to positive behavioural change towards conforming to risk The City will initiate law enforcement at public transport reduction initiatives, which could result in a decrease in the interchanges in partnership with transport authorities and SAPS. number of fire and other life-threatening incidents.

60 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Objective 3.8: Objective 3.7: Objective 3.6: Objective 3.5: Objective 3.4: Objective 3.3:  Objective 3.2: Objective 3.1: ST R ATE G Provide substanceabuseoutpatienttreatment andrehabilitation services Provide effective primaryhealthcare services Provide effective airqualitymanagementandpollution(includingnoise)control programmes Provide effective environmental health services Provide informalsettlements andbackyard fortheneedsof residences through improved services established criteria Assess rental stocktoidentifiedbeneficiaries, thepossible saleortransfer of using Ensure increased access toinnovativehumansettlements forthosewhoneedit Provide access tosocialservicesforthosewhoneedit IC foc IC u s a r 3: CA the ea INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW R IN G city 76 75 75 73 70 70 67 63 61

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city SFA 3 STRATEGIC FOCUS AREA 3 THE CARING CITY

This SFA is aligned with Province’s objectives of increasing access to safe and efficient transport, increasing wellness in the province, developing integrated and sustainable human settlements, mainstreaming sustainability, optimising efficient resource use, poverty reduction, and integrating service delivery for maximum impact. It is also aligned with the following National Government outcomes:

Outcome 2 – A long and healthy life for all South Africans Outcome 8 – Sustainable human settlements and improved quality of household life Outcome 9 – A responsive, accountable, effective and efficient local government system The City contributes towards Millennium Development Goal 4, “Reduce child mortality”; Goal 5, “Improve maternal health”; Goal 6, “Combat HIV/Aids, malaria and other diseases”, and Goal 7, “Ensure environmental sustainability”, through the implementation of the environmental and primary health-care programme.

The City is committed to National Government’s outcome at creating sustainable human settlements and improved quality of household life.

The City is committed to becoming more caring. By this, we rates rebates to poorer people according to differing scales mean doing all we can to build a metro in which we create a of need, so that those who need help the most, receive it. sustainable environment; where everyone feels at home; Ultimately, it is an investment in the city for the benefit of where all people have access to services; where those who the people who live in it. While government cannot need help, receive it, and where we do all we can to make do everything for its the city a desirable place to live. Human settlements citizens, it can use One of the City’s biggest challenges relates to growing informality its powers to create While government cannot do everything for its citizens, it – the expansion of informal settlements and the rising number an environment that can use its powers to create an environment that serves the of households living in makeshift shelters in backyards. The City serves the needs of the needs of the people who live in it, and preserve it for future needs to ensure innovative human settlements and housing for people who live in it, generations. Building a caring city is therefore an those in need. and preserve it for future investment in social and environmental resources – an generations. investment that ranges from human settlements, including To meet this need, the City will assess the possible sale or informal settlements, to social services, community transfer of rental stock to clearly identified beneficiaries facilities and others. according to established criteria. Where possible, this will allow These all take place around the cornerstone poverty- for a sense of ownership for community members, and for the alleviation policy of indigent relief. This includes providing City to focus on other rental stock and new settlements, while

62 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 40 39 local economyisvital, itisnotenoughinitself. The Citywill While Citysupportforfacilitatingthe conditionstogrow the alternative, more constructivebehaviours. Cape Town, encouraging druguserstoadopt withtheaimof drugandalcoholabusein addressing thehighincidence of A the City’s key component of primary health-care service is and rehabilitation services Substance abusetreatment CO of amount the reduce to is quality air dependence oncoal-basedenergy. A key strategy toimprove energy from renewable sources by 2020, and to reduce its The City of Cape Town aims to source at least 10% of the metro’s pollution control Air qualitymanagementand Town’s drinkingwaterremains aservicedeliverypriority. position in the overall rankings. Monitoring the quality Capeof this improvement, theCitydropped from secondtosixth despite but 2011), in 97,61% from (up 98,14% to increased 2012 for score Drop Blue City’s The guidelines. quality water points ontheFalse Bayand Atlantic coastcomplywithcoastal and inlandwaterbodies. Overall, coastal water themajorityof issue, health especially in relation to maintaining environmental the quality of coastal water important an is quality Water Effective compactenvironments.inclusion andincrease theliveability of communityandsocialinteraction.of This willadvancesocial will havetobedesignedwithamenitiesthatcanfosterasense access topublic green andopenspaces, andneighbourhoods A more compacturbanform, however, shouldnotmean losing higher employmentlevelsintownshipsandinformalsettlements. improvements inpublictransport tolinkfragmented places, and higher-density housing developments in well-located areas, major manner. Key elementsforsuccessful urban restructuring include more housing, more rapidly, inamore integrated, sustainable howtodeliver together withafundamentalreconsideration of will Interventions require significant additional capital investment, as access toelectricity, waterandsanitation. such services adequate of provision the with starting – housing steadily steppingupaccess toshelterbyproviding incremental in informal settlements and makeshift backyard structures, and people strategies forupgrading thelivingconditionsof range of Cape Town. The five-year housing plan for 2012 to 2017 sets outa committed toupgrading informalsettlements indifferent parts of household needsandcapacities(includingbudgets). The Cityis to responsive and flexible participative, more be to need may mechanisms forfuture housingdesign, production anddelivery creating moreFrom resilient theperspectiveof cities, the deed limitationsinCity-ownedapartmentblocks. certainlimitations,being cognisantof suchassectionaltitle transport andnon-motorisedmodaloptions. Town’s roads, mass and to encourage public greater use of gases emitted privatecarsonCape bytheexcessive amountof Among themodestobeintegrated are Metrorail services, road-based servicesonmainroutes, conventionalbusservices, minibustaxis, feederbus services, pedestrianandbicycleaccess, metered taxisand park-and-ride facilities. facilities andlibraries. Cape See Cityof Town Five-Year Integrated HousingPlan 2010/11–2014/15. A strategy toprovide basicservicestoinformalsettlements will beimplemented. anintegratedThe humansettlements development of planincludesnotjusthouses, butallcommunityfacilities, suchascemeteries, sports environmental health 39 2 andotherharmful 40 services INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW • • • • • • • • the identified has following eightkey objectives: City the goals, these achieve to order In racial inequalityanddiscrimination. down oldpatterns of break that activities and programmes amplifying and inequality programming and social entrepreneurship with a view to reducing and stakeholders onhow besttocoordinate anddeliversocial need toexplore alternatives, andmustengagestrategic partners facility use. facility increased of promotion the and programmes development necessary the as well as facilities those of management the with assist to facilities community of users and communities local empower to partnerships forge actively will The City needs. skills life and information development, sports recreational, cultural, educational, formal and informal communities’ the of in support services value-added and programmes and projects development offer and format, electronic and printed both in collections library adequate and relevant provide It will staff. trained suitably and skilled by manned facilities community of, use and to, access ensure will City The Community andsocialdevelopmentprogrammes targeted developmentprogrammes Number of Programme 3.1(a) who needit Provide access tosocialservicesforthose OBJECTIVE 3.1 as wellothereventsandfundraising activities. HIV/Aids awareness and prevention displays and programmes, storytelling andreading programmes, holidayprogrammes and and responsive tothecommunitiestheyserve. These willinclude libraries todeliverprogrammes andservicesthatare relevant organisations, andsetuplinkages withotherentitiestoenable the Library associations, explore the establishment of new Friends The Citywillendeavour toformpartnershipswithotherFriends of Library andInformationServices treatment and rehabilitation services rehabilitation and treatment 3.8: Objective 3.7: Objective programmes control noise) (including pollution and 3.6: Objective services health 3.5:Objective improved services through residences backyard and settlements 3.4: Objective criteria established using beneficiaries, identified to stock of rental 3.3: Objective it need who those for settlements human 3.2: Objective it need who 3.1: Objective Provide effective primary Provide health-care services effective Provide access to social services for those those for services social to access Provide Provide substance abuse outpatient Provide substance Ensure increased access to innovative innovative to access increased Ensure Provide effective air quality management management quality air effective Provide Provide for the needs of informal informal of needs the for Provide Assess the possible sale or transfer transfer or sale possible the Assess Provide effective environmental Provide effective 63

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city The City will continue to facilitate the development of a community gardening programme in community parks. Four pilot projects have already been initiated, and the establishment of formal agreements will be pursued.

Spray parks are a new type of City facility offering communities child-safe recreational spaces. Sport and recreation Progress update (2014/15) With community involvement, the City will transform December 2013: community centres into centres for community development 118 reading programmes held (recreation hubs), where activities and development 2 934 storytelling sessions programmes will take place throughout the week. The intention with the establishment of the recreation hubs 1 180 holiday programme activities is to increase community involvement, promote the use of 937 library orientation sessions the City’s facilities, encourage mass participation, increase 263 HIV/Aids displays and consolidate partnerships, increase volunteerism, and 600 formal book discussion meetings held consolidate the institutional framework that governs the City’s relationship with its various partners. City Parks This roll-out of the recreation hub programme will The City will explore the potential for PPPs with regard to both be undertaken in partnership with the private sector, existing and new parks. These could include agreements institutional framework affiliates, the municipal facility between private stakeholders and the City, in terms of which the management committee, the local and district sport and private stakeholders will fund the upkeep of parks in exchange recreation councils, NGOs, community structures and for some benefit, such as advertising rights, in accordance with ward committees. existing and new regulations. Progress update (2014/15) The City will continue to facilitate the development of a December 2013: community gardening programme in community parks. Four 40 recreation hubs where activities are held three pilot projects have already been initiated, and the establishment hours a day, five days a week of formal agreements will be pursued. The City will also develop a parks activity programme, using local community facilities for 31 sport and recreation developmental partnerships recreation and social programmes in parks. The City budgets approximately R1,2 million per year to Progress update (2014/15) support a strategic partnership with district sports councils in respect of community centres, and facilities that are more December 2013: 25 community gardens established appropriate for the delivery of core services have been identified. Funds for these facilities will be allocated from the The City will work towards establishing community gardens repairs and maintenance budget. in each of its districts. Gugulethu, Mitchells Plain, Blue Downs and will serve as pilot sites, after which the Social development and early childhood initiative will be rolled out to other areas. These community development (ECD) gardens are critical to enhancing the aesthetic value of To enable the seamless delivery of social services and neighbourhoods and to contribute to the overall well-being programmes to residents of Cape Town, the number of and social development of communities by providing outdoor designated districts within the health district model will social and recreational areas. be expanded from four to eight. In addition, the extended

64 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW • • • • • • • interventions: and projects key following the entails programme The employment. and accommodation society, with reintegration achieve to assistance development necessary the given are people street that ensuring at and streets, the on surviving and sleeping living, people of number the reduce effectively to projects implementing and developing at aimed is programme The programme. people street its of implementation the through this achieve to seeks It streets. the on living citizens its of number the reduce to is objective City A key Street people training. for as such well, as community broader the by used centres multipurpose as serve will children, for facilities being besides which, excellence, of centres be will constructed be to are that Facilities excellence. of centres ECD future of in terms realignment programme for aneed however is There settlements. in informal are which of many area, metropolitan in the facilities partial-care requirements, unregistered 2000 approximately are There HIV/Aids. and special-care or syndrome alcohol foetal from disabilities suffering those as such with children of needs the regarding raising awareness and training and standards, practice of improvement the needs, nutrition and wellness for provision safety, child of improvement the entrepreneurial trainingdevelopment, and development, organisational raising, awareness comprising aprogramme run will City the awareness, and expansion training, of respect In facilities. ECD of construction the as well as development of awareness, and variety expansion training, ECD as such a components, with services ECD quality offer to therefore is programme the of aim The adults. and adolescents adjusted positively into grow to need will children that abilities problem-solving and intelligence skills, coping identity, the shape to together work all attachment emotional and nutrition stimulation, cognitive when is period ECD The support. and care most the require children which during development, child’s a in time critical most the is six, age to birth from period, ECD The Development Childhood Early for certainpriorityfocusareas. the Citywillhelptoshare programme deliveryresponsibilities implementation protocol agreement between Province and where required programmes, detoxification and rehabilitation Providing to ensure appropriate skillstraining mental health, including aptitude testswhere possible, Providing general physicaland acomplete assessment of follow-up services Providing aseamless interaction betweenreintegration and origin individuals reintegrated withtheircommunitiesof Providing support, monitoringand assessment of origin reintegrated withtheircommunitiesof Providing a safety net for those individuals who are at risk. origin, youth in communitiesof andassistance forparents of risk. Programmes includeafter-care servicesforyouthatrisk Focused, proactive activities aimed at youth and adults at living, sleepingandsurvivingonthestreets people Rehabilitation andcommunityreintegration of INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW

• • • • • city: the across implemented be will programmes youth major three following The youth. the facing challenges many the account into taking multifaceted, are youth development supporting programme The interventions to deliver onthevariousprogrammes. to accomplishtheobjective, theCitywillimprove itscapacity recognises theimportantrole theyplayinsociety. Inorder its youth,The City is committed to the development of and Youth emphasis onthepoor, vulnerable andmarginalised. reality,an practical with a into city’ caring ‘a of notion the turn themostvulnerable andmarginalised will on thewell-beingof inclusive society. programmes thatfocus The developmentof ahealthy andsocially The aimistofacilitate the developmentof communities inclusive of Building ECD assisted with58statutory registrations. Responsibly campaign. Three initiatives implementedtosupporttheGive and work, assisted andsupported. migrating ontothestreet540 peopleat tolive riskof December 2013 14 local networks of care establishedandsupported. 14 localnetworks of the elderly. Four awareness andsupportprojects implementedfor December 2013: economic opportunities. 252 youthtrained inlifeskillsandtoaccess December 2013: the Cityanditspartnershaveputinplace that mechanisms official various the through responsibly outs topersonsbeggingonthestreet, butrather togive encourage tourists and the general public not to give hand- theGiveResponsibly campaignto Implementation of communities programmes, withaviewtoreintegrating themwiththeir activitiesandlifeskillstraining occupied through aseriesof A winterreadiness pro gramme tokeep homeless people and soforth HIV/Aids, substanceabuse, involvementingangs, riskof Greater awareness aboutyouthatrisk, teenagepregnancy, organisational of fields and train-the-trainer initiatives the in development, leadership skillstraining, moral regeneration building Capacity development skills, incomeopportunity skills and computerskills development plansandcareer pathing, entrepr Skills development, includingpersonalassessment, Progress update(2014/15) Progress update(2014/15) Progress update(2014/15) eneurial 65

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city Poverty alleviation Being a caring city requires a targeted effort to care for the Progress update (2014/15) marginalised and vulnerable in Cape Town. Given the current December 2013: economic environment of ever-higher unemployment and the Two awareness and support projects implemented for increasing number of residents living below the poverty line, people with disabilities. indigent programmes and other economic enabling measures require urgent attention. Substance abuse Substance abuse is a priority area, given the high incidence of Collaboration with a range of partners is essential. This drug and alcohol abuse in Cape Town. The City will continue will require corporate social investment as well as social to work with Province in rolling out various programmes entrepreneurship initiatives to create sustainable opportunities to support the users, capacitate victims, and aid the social and promote independence over time. Business incubators structure within which the user exists. with mentorship schemes will be a critical intervention. These The City will collaborate with partners at local and provincial will be based in impoverished communities, and will teach level to offer initiatives that promote awareness of substance entrepreneurship and business management. abuse and provide support for the substance abuse People living with disabilities programme. These initiatives will include the establishment The programme recognises the various challenges experienced and support of community-based local drug action committees by people with disabilities. Some of the programme interventions as well as community-based preventative interventions. developed to respond to these challenges include: The matrix clinics will be expanded for broader metro coverage and outreach to affected communities. • training aimed at enhancing understanding of disability; • demystification of disability, and breaking down negative Progress update (2014/15) stereotypes; and December 2013: • improved coordination within the disability sector. Ten alcohol and substance abuse prevention projects implemented. Three projects implemented to support the “Be Smart, Don’t Start” campaign.

Gender programme The City seeks to create an enabling environment for the provision of services that are gender-sensitive and that ensure: • the development of gender indicators and targets within the IDP as well as business and service delivery plans to explicitly ensure that City programmes, projects and budgets are directly addressing the practical and strategic needs of both women and men; and • an increase in the skills, knowledge and awareness of officials and politicians within the City of Cape Town to ensure their ability to transform the culture and practices of Early childhood development is most critical and the City aims to construct future ECD facilities the organisation. as centres of excellence. The challenge is to move beyond empowerment to more concrete actions. One such action would be to engage Supply Chain Management to ring-fence funds to be spent on women- owned businesses that tender for City projects.

Progress update (2014/15) December 2013: Eight awareness and support projects implemented for women and girls at risk.

Social preparation The programme will include proactive engagement of residents in community-based projects, with the ultimate aim of nurturing cooperation based on mutual trust and respect between the City and its communities. The outcome will be seamless, sustainable service delivery.

The City is committed to the development of its youth and invests in training and skills development.

66 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW robust and built sustainable robust environment. amore ensure to facilities community and infrastructure bulk services, basic provide to also but projects, settlements human within structures top and services develop to only not in combination, or individually used, are Grant Development Settlements Human the and (USDG) Grant Development Settlements Urban The Government. National from received grants various uses City the above, the To realise market. property private the of end lower the and gap at housing beneficiaries, subsidy (BNG) for qualifying Ground New Breaking as such opportunities homeownership as well as housing, social and institutional units, family into converted been have that hostels include also (CRUs), which units residential community of form in the housing rental to settlements, informal of upgrades in situ from ranging options, tenure different with opportunities housing of forms different develop to City the allow programmes These needs. housing their for state the on depend whom of most communities, poorest its for development settlements human sustainable and integrated innovative, create to programmes housing national available of range the utilise to continues also City The city. acaring being of area focus strategic City’s the with in line settlements human integrated sustainable developing with associated objectives the on deliver successfully to it enable to structure managerial and functional its to changes strategic undergone has Directorate Settlements Human The Innovative housingprogramme Programme 3.2(a) human settlements forthosewhoneedit Ensure increased access toinnovative OBJECTIVE 3.2 marginalised. and vulnerable the of well-being the on focusing programmes develops City the areality, into city” a“caring of notion the Turning INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW programmes. identifying landtomatchthedemandsgenerated byhousing projections implyland-banking. The Cityhastherefore been land,to berelocated toanotherpieceof whileurbanisation of informal settlements require a percentage of their occupants strategy. Each has land implications. For instance, the majority improvement strategy and, mostrecently, theurbanisation the informalsettlements upgrade strategy, thebackyard The City has formulatedseveral programmes, suchas planning Programme land. and 235haof parcels discrete 000 1 over contains database this At present, parcels that come up for discussion as potential projects. site planning. Inaddition, allland itmaintainsageo-databaseof and planning area planning, programme planning: of The Human Settlements Directorate isinvolvedinthree levels planning Land for longer-term development(15to20years). various means –afurther150to300hainthecomingfiveyears where such landissuitablylocated, andaimstosecure –through land prices. The Citywillcontinuetoengageprivatelandowners inflating of effect the had has land open such of scarcity the and limited, are Town Cape in land owned privately of tracts Large state-ownedlandinCape of Town. and otherparastatals tounlocksuitablelarge andsmallpockets Government, Province and the Housing Development Agency The City is engaging the land-holding National departments of land. well-located suitable, of acquisition and availability the integrated humansettlementsThe dependson deliveryof corridors developments alongthecity’s development Identifying landandplanninghousing for housingdevelopment willbeprioritised. state land to bereleased any large parcelsArea of planning of in Macassar andDarwinRoad istobedevelopedinthisway. routes andinfrastructure networks. Inthecoming years, land community andindustriallanduses, appropriate transport Fisantekraalcommercial,and includes Langa as such planning create integrated settlements, soit is essential thatarea subdivided andconvertedintoprojects. The mandateisto planned, be will years recent in bought holdings land Large planning Area Civil Engineering(SAICE). projects category bytheSouth African Institutionof engineering achievementinthecommunity-based (CRU) project wasnamedthemostoutstandingcivil CapeThe Cityof Town’s communityresidential unit formal housingarea. an informalarea canbesuccessfully converted intoa Federation. how The project wasseenasanexample of the Project of Year bytheSouthern African Housing Happy Valley developmentnamedLow-Cost Housing Progress update(2014/15) 67

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city Upgrades of informal settlements The first initiative in this regard is to convert leasehold titles to The City will proactively The City has embarked on a strategic plan to improve the living freehold titles. The State Attorney’s office has requested the but also on an ad hoc environment of families in its 204 informal settlements areas. opening of a township register for all former African townships, basis identify suitably where the leasehold tenants will become title holders. The following objectives form part of this strategy: located sites where it can This process is under way and will result in significant transfers. accommodate households • Establishing local offices to serve informal settlements in terms of the provisions Many low-income families who bought their properties before • Optimising land availability through the re-blocking of the National Housing 1994 funded these with loan finance, as per government process Programme for Housing policy at the time. Since the houses then were not for free, Assistance in Emergency • Improving service delivery owners were required to repay the loan value in instalments. Housing Circumstances • Security of tenure Effectively, the state served as banker and issued these ‘loans’, but also retained title. Approximately 2 400 such serviced-site (prescribed in the • Improving quality of dwellings National Housing Code, plots are still to be finalised in Cape Town, and 4 500 houses • Establishing development partnerships 2009). remain registered in the name of the National Housing Board. • Participative planning In both instances, operational procedures are in place to effect • Partnership-driven coordination these transfers once final payment has been received. • Communication Post-1994 housing projects in which title deeds have not yet been issued have recently been highlighted in research Land for emergency housing circumstances conducted by the City and Province. A coordinated operational The City will proactively, but also on an ad hoc basis, identify process with Province is being put in place to resolve all suitably located sites where it can accommodate households historical title deed problems. in terms of the provisions of the National Housing Programme for Housing Assistance in Emergency Housing Circumstances Programme 3.2(c) (prescribed in the National Housing Code, 2009). Partner with Province in education and school sites Many schools are underfunded and, thus, unable to protect The City has conceptualised a process and product that is and maintain their extensive grounds. Unused portions are quicker to deliver and is premised on being permanent, albeit fenced off, which may lead to illegal dumping, invasion or incremental – hence the name incremental development areas security issues. It is now also widely conceded that many of (IDAs). A number of possible IDA locations have been identified. the vacant suburban school sites will never be developed, and These will be planned and developed in the coming three years, existing schools will need to carry the load. and more such sites will be identified across the City. As a consequence, a review process has been started Programme 3.2(b) between the City and Province’s Department of Education, Use property and land to leverage social issues in which all vacant educational assets are being assessed in The City will use land it owns to address socio-economic terms of whether they should be released to other forms of issues, while City departments will collaborate in aligning development. In particular, the urgent need for housing across asset deployment for the same purpose. An immovable the city makes these sites ideally suited to delivering well- property asset management framework will be developed located, affordable housing for local residents. to enable fact-based decision-making on asset life-cycle Several sites have already been identified, and will be management, with more effective use and deployment of individually assessed. assets to facilitate social development. Programme 3.2(d) These initiatives provide a substantial opportunity to drive Integrated human settlements programme optimal use of immovable property, entrench accountability for effective asset management (value/maintenance), and The City is committed to creating sustainable, integrated promote the availability of immovable property assets to be human settlements rather than merely providing low-cost used for social purposes, and potential business sites owned housing. Therefore, the City is actively pursuing the transfer by the City to be disposed of, to promote economic growth. of the human settlements function for Cape Town from National Government and Province. In addition, as part of the strategic changes to its functional and managerial structure, Progress update (2014/15) the Human Settlements Directorate has restructured its 8 000 historic title deeds registered in the past two years. New Housing Department and created a Development 5 253 title deeds registered for new projects. and Delivery Department, incorporating units that address community and project facilitation, implementation, land 7 661 title deeds in process of registration. reform, technical services and implementation. This will enable the City to fast-track a range of housing projects that Providing beneficiaries with secure freehold will deliver serviced sites, with and without top structures, title as prescribed in national policy social and gap housing as well as planned non-residential The City aims to ensure that title deeds are given to all who are erven for social and economic opportunities. The City will also eligible. To this end, once a subsidy has been extended to a ensure that beneficiaries for the various housing projects are beneficiary, the certificate confirming the title to a residential selected in terms of its housing allocation policy, to ensure a property will be issued. fair and transparent process.

68 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW The City’s Pelican Park housing development is integrated across the spectrum of affordability. of spectrum the across integrated is development housing Park Pelican City’s The buyers andnotthedevelopers. to emerging developers. Ownershipwillberegistered withthe released been have 90 while banks, by development for been released have parcels such Twelve finance. bond with available tosocialhousingpartnersandbanks tobuildhomes place. municipallandhavebeenmade Well-located parcels of thegapspectrum,At theupperendof asecondinitiativeisin short-term loansorwithemployerassistance. build theirownhomesonapiecemeal basisviaaccess to servicedplotsatreduced pricestoenablebuyers sale of housing market. Inthisspirit, theCityhasundertaken the theoverall residentialrange fortheproper functioningof supplyinghouseswithinthisprice the criticalimportanceof ten years. The HumanSettlements Directorate recognises – R350 000 price range has been growing steadily in the last state. The number of people seeking homes in the R150 000 month, whoare notprovided forbytheprivatesectoror per 000 R15 and 501 R3 between earning households to provided are that houses to refers housing’ ‘gap term The Gap (affordable) housing various reasons, donotqualifyforhousingsubsidies. familieswho,on howtodeal withthegrowing numberof for instruments available. The City is also developing guidelines national programmes and thewide range of through the use of term to medium-term anticipated projects, which are delivered the metro, projects invariousplanningstages, aswellshort- developments that are currently being implemented across project schedule”, thevarioushousing provides detailsof Annexure A tothisIDP, entitled“HumanSettlements INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW five years: five next the over following the implement will and hectare, per density housing improve to Town aims Cape of City The pursued. be well- also will developments on housing infill land, located densification ensure To nodes. transport economic in and densification corridors through land of use sustainable and optimal and edge, urban the utilising densification, includes which management, growth is this of component An important development. property for use to land private and public of identification the includes programme densification City’s The safety. and environment built the of quality the improving and while functioning transport, public as such services of efficient provision viable the support to and trend, this reverse to is necessary Town. of Densification Cape sustainability long-term the threatening is development low-density continuous and Rapid Densification programme Programme 3.2(e) sharing andtraining sessions willbeheld. information- public, the and councillors officials, by policy the public open space policy). To ensure a sound understanding of design guidelines and policies (e.g. tallbuildings policy and detailed, district-basedSDPs, localdensityplansandurban A city-widedensity-related policyissupportedbymore Supportive policyframework

69

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city Proactive promotion of densification in Programme 3.3(a) prioritised locations Rental stock disposal programme The City will investigate the financial, design and institutional During the 1980s, government initiated the discount benefit mechanisms to facilitate the development of affordable multi- scheme to encourage tenants and sales debtors to acquire storey BNG ownership and rental housing, and improve the ownership of their saleable housing units. The following property form and quality of living environments in subsidised-housing categories were identified as saleable: areas. Pilot projects will be initiated to test the viability of • Free-standing houses – Individual rental units on defined separately metering and charging for services in backyard and and designated pieces of land second dwellings. • Semi-detached houses – Rental units that share common Monitoring and evaluation walls with their neighbouring units Through its Built Environment Performance Plan, the City will • Terraced houses (row houses) – Rental units that have at implement a monitoring and evaluation system that assesses least two common walls with neighbouring units, usually progress with regard to densification, and identifies and flags on either side of the house infrastructure-related issues. • Maisonettes – Generally, rental units that have two dwelling Development corridors spaces, one on top of the other, but share common walls with neighbouring units The City will continue to identify and promote high-density housing development along approved transport and Progress update (2014/15) development corridors in order to support densification. Transfer of saleable rental units: 846 signed to date Programme 3.2(f) between City and beneficiaries Rental stock upgrade programme The City will be phasing out the current funding arrangements for The enhanced, extended discount benefit scheme was the upgrade of its existing non-saleable rental stock, and will work established to support the sales campaign. with the private sector to develop and maintain affordable rental Approximately 16 300 of these rental units are earmarked for housing units. The building of new rental stock and the upgrade of transfer to tenants over the next three years. The calculation existing high-density hostels into family units will cater for families of the various sale prices has been approved, and the City is who prefer rental housing and earn less than R3 500 per month. also investigating ways in which tenants may be assisted with the payment of the transfer fees. The City is running an Progress update (2013/14) ongoing sales campaign and Council has recently approved an The City has spent approximately R700 million of the enhanced debt management initiative based on a co-payment approved budget of R1,2 billion for an initial five-year incentive by the City for homeowners and tenants who make programme to undertake major refurbishment and arrangements to pay housing arrears within the specified terms upgrades of its rental stock. Work has been completed and conditions, which will fast-track the disposal programme. in Scottsville, Scottsdene, Uitsig, Woodlands, OBJECTIVE 3.4 Connaught and Kewtown. Work is also continuing Provide for the needs of informal and nearing completion in Manenberg, The Range, settlements and backyard residences Hanover Park, Heideveld and Ottery. through improved services This City initiative has been widely recognised as Programme 3.4(a) being innovative, and has received awards from Anti-poverty programme the Southern African Housing Foundation and the In order to improve living environments and as part of the South African Institution of Civil Engineering, among urbanisation strategy, issues of service delivery to the poor others. Once this initiative has been completed and are being addressed, albeit only in informal settlements or implemented, it is anticipated that service delivery backyards. A major challenge in this regard is the location of to the City’s tenants will be more efficient and staff some settlements relative to bulk infrastructure. functions streamlined. Also, where existing infrastructure does exist, increase in capacity for especially electricity supply would be required. OBJECTIVE 3.3 High densities and poor accessibility of structures pose Assess the possible sale or transfer of rental further challenges. stock to identified beneficiaries, Further, any informal settlements upgrade programme will using established criteria consider economic and social development opportunities. A maintenance policy will soon be finalised to guide private Where possible, when any intervention is done, consideration service providers and staff in undertaking maintenance repair is first given to doing work through EPWP means, before tasks on City-owned rental properties. These initiatives will considering mechanisation. ensure that more people experience the improvement in the maintenance of Council rental stock. At the same time, the City has plans to sell and transfer the balance of its saleable rental units to tenants currently occupying those units.

70 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Figure 3.1: Location of informal areas 3.1: areas Figure informal of Location INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW 71

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city Programme 3.4(b) the Water and Sanitation Department is implementing a Service delivery programme in informal settlements service provision programme that is aligned with the five-year The informal settlements development matrix is now an housing plan. integral part of the urbanisation framework and strategy, and Refuse collection and cleaning programme supports programme 3.4(a) as well. All known informal settlements in the City of Cape Town The development matrix allows for: receive a weekly door-to-door domestic refuse service, with a) knowing and spatially capturing as much as possible free plastic bags provided. The filled bags are collected and about all informal settlements, including levels of taken to storage containers, from where they are removed service, limitations and encumbrances; to landfill twice a week. There are also ongoing litter-picking b) prioritisation of informal settlements for the order of and illegal-dumping removal services in each settlement. development after considering whether total relocation These services are contracted out on three-year tenders, or partial de-densification is required; and which stipulate that only local labour from the given areas may be employed. c) linking land to each informal settlement (where required). Currently and in the short term, the focus will be on improving Water and sanitation programme the monitoring of contractors’ services, so as to ensure that all In striving to provide a water and sanitation service to all the residents receive a quality and efficient service. households, the Human Settlements Department will assist with identifying and facilitating relocation to improve the Electrification programme levels of service and ensure the provision of clean, safe Electrification entails the provision of electricity to qualifying potable water and efficient sanitation services (via the low-cost housing developments, backyarders and informal implementing line department of Utility Services). settlements within the metro. This function covers the Where it is not possible to provide water-borne sewerage, provision of infrastructure to enable electrification of alternative technologies are used, with an elaborate qualifying sites with funding from both municipal and servicing programme. national resources. The metro electricity supply area is The City fully complies with the National Guidelines of divided between Eskom and the City, and both entities adequate sanitation. However, to achieve the City’s own have programmes for electrification. These electrification desired improved service levels and continue to service the programmes are aligned with those of the City’s Human increasing number of households in informal settlements, Settlements Directorate.

Minimum service levels for informal settlements The following servicing strategic categories will be implemented in providing access to water and sanitation in the City’s informal settlements: Table 3.1: Servicing strategic categories within the City of Cape Town Distributed space available within Category Land type Bulk infrastructure settlement Service standard A1 Government-owned land, Available within economical distance Adequate 1 occupation permitted Inadequate 2 Not available within economical distance Adequate 3 Inadequate 4 A2 Private land, occupation N/A (no investment on private land allowed) Adequate 3 permitted Inadequate 4 B Adverse physical conditions, N/A Adequate 3 temporary occupation Inadequate 4 C Occupation prohibited N/A Adequate 3 Inadequate 4 No. Service standard target 1. Water-borne sanitation 1:5, taps 1:25 2. Managed, all-in-one, water-borne ablution facility with janitorial service, supplemented by portable flush toilets on demand. Incorporates taps and basins to 1:25. 3. Container or dry sanitation to technology-specific household ratio. Taps to 1:25. 4. Managed, all-in-one, conservancy-tank ablution facility with janitorial service, supplemented by portable flush toilets on demand. Incorporates taps and basins to 1:25. Note: All service points to be within 100 m walking distance of households served.

72 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW services in all known informal settlements. informal known all in services removal dumping illegal and litter-picking ongoing are There A policyfortheprogramme hasalsobeeninitiated. roll-out, accelerated having learnt lessons from thepilots. for identified been have areas Further Hanover Park iswellunderway. Pilot programmes inFactreton havebeencompletedand will includewater, sanitation, refuse removal andelectricity. providing better access to municipal services. These services Cityrental stockby peoplelivinginthebackyards of of This livingconditions programme involvestheimprovement of Backyarder serviceprogramme Programme 3.4(c) projects iscreated. that apipelineof so matrix, planning the onto move to identified be will areas new ina are that planning stage will move intoimplementation stage. Similarly, upgrades for identified been have that areas The upgrade toformaltenure andownership rights. neighbourhoods. Italsoprovides aplatformforincremental with thecommunityandNGOs, contributingtomore cohesive and emergency vehicles. This initiativeisdoneincollaboration basicservices easier access forthe provision andservicingof environment, creating better livingconditions, andenabling structures intoamore rationalised layout,of fostering a safer reconfiguration the to leads and strategy, urbanisation the of The re-blocking programme nowalsoformsanimportantpart Re-blocking programme INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW community upliftment. community and development in skills resulting services, the receiving communities actual the within created be can jobs these of Many sectors. maintenance and installation manufacturing, in the potential creation job enormous holds initiative this Capetonians, all of needs the meet to helping to addition In uncertain. is heaters are water solar low-pressure on rebate Eskom the households RDP of future the 000 and 2005), to up built (as ceilings 40 without currently estimated An funding. adequate raising grant with associated difficulties and households, private on spend City for budgeting around considerations regulatory include programme in this challenges the of Some these of life. of quality their improve to helping be will percentage City significant a up monthly the households’ income, so by costs, reducing these take costs energy Basic households. low-income to services energy of provision the improve to aims It suitable. where dwellings, informal and houses City-owned shacks, Programme (RDP) backyard houses, Development and Reconstruction at aimed is programme This Energy servicesprogramme Programme 3.4(d) Programme 3.5(a) services Provide effective environmental health OBJECTIVE 3.5 will costapproximately R400 million, orR10 000perceiling. community toinstalltheirownceilings. Itisexpected thatthis the membersof This willinclude training andemploymentof ceilingsfortheseRDPhouses.the purchase andinstallationof The Cityaims toaccess funding(bothinternalandgrant) for ceilings. have not do that Town Cape in houses RDP 40 000 built before 2005, and, as a result, it is estimated that there are subsidy did however not allow for the retrofitting of households is Town Cape as located withinacondensationbelt. This increase inthehousing weather-proofing, other and ceilings for any allow to with increased was subsidy housing fitted the 2005, In ceilings. not were 2005 before erected houses RDP Ceilings retrofit violations. The officers are working inthefield, actively protected bylaw andnotnegativelyaffected asaresult of The team willworktoensure thattheenvironment is and household waste. industry from stems that pollution from streams) and rivers as (such bodies main team’s The receiving and drainage) stormwater and (sewers systems polluters. water reticulation water City’s the of protection to the is responsibility fines spot issue to authority the them gives which status, officer peace have They Department. Sanitation and Water in the inspectors control pollution 19 water enlisted has Town Cape of City The Environmental healthcare programme Green Fund fortheceilingsretrofit project. Department (ERMD)secured R25millionfrom the The Environmental Resource Management Progress update(2014/15) three years. to tenantsoverthenext earmarked fortransfer theserental unitsare of Approximately 16300 73

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city monitoring and enforcing compliance with the three These services will be provided as defined in the National Health relevant City bylaws, namely the Wastewater and Industrial Act No 61 of 2003, and include water quality monitoring, food Effluent Bylaw, the Stormwater Bylaw, and the Treated control, health surveillance of premises, waste management, Effluent Bylaw. The City aims to gain access to properties in surveillance and prevention of communicable diseases, vector order to conduct inspections and determine the source of control, environmental pollution control, disposal of the dead, pollution, and to curtail illegal activities after hours. The City and chemical safety. will also assist the reticulation services in relieving the load of stormwater entering the sewerage system and WWTWs. Progress update (2014/15) It will develop partnerships to introduce an integrated The City has consistently achieved Blue Drop status approach to regulation and forums, and ensure adequate over the last few years. education and awareness on environmental health.

The City aims to improve the quality of all receiving water Water quality bodies, and to ensure that the natural environment is The quality of potable water supplied by the City’s Water sustained. It will also pursue safer and healthier recreational Services is monitored weekly, and any problems identified facilities as well as better compliance with DWA’s effluent are resolved so that the public can be assured of clean, standards at WWTWs. healthy drinking water. The City’s sewerage system is also affected by illegal discharges, Water used for recreational purposes, such as vleis, rivers and which negatively affect the biological wastewater treatment coastal water, is also monitored. Programmes are regularly processes, and reduce the quality of the final effluent discharge implemented to improve and/or maintain water quality, into streams and wetlands, placing them under constant thereby ensuring public health threat. In order to combat this, industries must comply with Food control the Wastewater and Industrial Effluent Bylaw, which enforces zero tolerance of pollutants in the stormwater system, thereby Environmental health practitioners will pay regular visits to all food premises as part of the City’s optimal hygiene protecting inland and coastal water quality. control programme. All food premises require a certificate This, in turn, frees up capacity within the reticulation sewerage of acceptability, which certifies compliance with the relevant network and WWTWs during the winter season, and helps hygiene and structural requirements. Food quality is prevent flooded sewerage networks and the resultant sewage monitored by routine testing of food products in the City’s run-off into the stormwater system. The Water Pollution Control laboratory, while chemical analyses are performed at the Unit will embark on a pilot project in the Strand area, which will state forensic chemistry laboratory. then be rolled out across the City. Health surveillance of premises Municipal health (environmental health) services are a local Environmental Health regularly visits and inspects targeted government function as per schedule 4B of the Constitution. premises, including accommodation establishments, hairdressers and barbers, tattoo and body-piercing shops, child- care facilities, and restaurants and food outlets. Notices to rectify any problems or health nuisances are served on owners. Waste management The Solid Waste Management Department fulfils the function of waste management by collecting waste on a weekly basis throughout the City. Environmental Health monitors the quality of this service. Clean-up campaigns and community awareness programmes, particularly in informal settlements, are developed to assist Solid Waste Management in improving waste management and reducing waste. The monitoring, management and disposal of medical waste are key programmes. Surveillance and prevention of communicable diseases The Health Directorate collates Cape Town’s health information and statistics on births, causes of death and notifiable diseases. Communicable disease outbreaks are followed up and intervention programmes implemented to restrict the spread of disease and prevent further outbreaks. These include health and hygiene projects in informal settlements. Disposal of the dead The City will ensure the safe disposal of bodies (burial The quality of water used for recreational purposes, such as coastal water, rivers and vleis, are or cremation), and supervision of the exhumation and monitored regularly. reburial of bodies.

74 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW a greater demand for health services that require budgetary budgetary require that services health for demand greater a creating disease, of burden increasing an with faced is City The • • • • Services include: • • • • health care (clinicservices)viaaninfrastructure comprising: The City, inpartnershipwithProvince, delivers personal primary a service-levelagreement withProvince’s Health Department. Therefore, City Health continues to render these services under to beassigned tolocalgovernmentviamutualagreement. However, theConstitution makes provision fortheseservices Department, as stated in the National Health Act No 61 of 2003. Province’sClinic health servicesare theresponsibility of Health Primary healthcare Programme 3.7(a) Provide effective primaryhealthcare services OBJECTIVE 3.7 noise. against action taking of terms in investigated be will Directorate Security Health and Safety the and City between procedure operating standard a and 1991, 71 No of Act Businesses the of in terms actions legal of number the increase also will City The received. complaints noise of number the curtail to attempt in an licences business without premises against instituted be will action court Increased pollution. noise of aspects all with deals also Health City revised. being of process in the is Bylaw, Management Quality Air the with AQMP, The together 20years. to ten next the over city in the air clean maintain IDP, and the achieve to is to attached plan AQMP, the of astatutory vision The pollution. air Plan Management with deal to followed be to Quality strategies the outlines which Air (AQMP), the adopted City the 2005, In anuisance. cause that emissions as well as vehicles diesel from emissions regulate and burning, dust open and by caused emissions regulate equipment, fuel-burning of operation and installation the regulate zones, control smoke declare standards, emission local set to City the enables also Bylaw Management Quality Air City’s The Constitution. the of 4B schedule per as function, government a is local pollution Air exceeds WorldHealth dayswhenairpollution Measuring thenumberof Programme 3.6(a) programmes and pollution(includingnoise)control Provide effective airqualitymanagement OBJECTIVE 3.6 substance abuseprevention andtreatment. TB control; and transmitted diseases; HIV/Aidsandsexuallyprevention andtreatment of immunisation andtreatingage; sickchildren below13years of promotional andcurative services, suchasfamilyplanning, women andchildhealth services, includingpreventive, four mobileclinics. 22 satelliteclinics;and five communityhealth centres; 82 clinics; Organisation guidelines INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW residents receiving ARV treatment. ARV receiving residents Town Cape of number the will as increase, to continue will September 2012) in (24as service ARV nurse-driven a providing facilities of number The treatment. ARV exists, need the when and, care HIV general to point entry the being as well as efforts prevention of part as play to role important an has testing HIV campaign. Tested” “Get ongoing the of part as interventions outreach during as well as model, testing initiated provider- (ACTS) support and test consent, advise, the using including sites, non-medical and clinic on testing HIV increasing is area focus key Another regard. in this districts African South all of coverage highest the Town has Cape Barometer, Health District the to According distribution. condom on emphasis astrong already is There components. care and treatment prevention, the strengthening involves HIV/Aids for strategy The representatives. community other as well as teams action multi-sector the and directorates relevant of representatives together brings committee the quarter, Every response. sector multi- the coordinates Health, for member Mayco the by chaired Committee, Coordinating TB and HIV/Aids City’s The City. the by administered be to continue will NGOs, qualifying funds which programme, response community-based Fund Global The needs. local address that projects of funding requires and development in the and stakeholders key by participation communities, of mobilisation the involves plan This needs. local addresses that plan acoordinated drive and develop to managers, subcouncil and councillors officials, local based organisations, local business, faith-based organisations, community- –NGOs, TB and in HIV/Aids involved stakeholders local the all together bring These subdistricts. health eight the of in each operational are teams action Multi-sector provision. notification system, referring complaints to relevant departments, departments, relevant to complaints addressed. been have complaints referring whether tracking and system, notification C3 the of use the entrenching by achieved be will This standards. and norms set within these to respond will and received, are complaints when timeously act will Health Environmental • • • • • • • • • • of quality by: general addressed be will clinics, these by the offered services and This, clinics. municipal at times waiting long the been has subdistricts all across concern A key healthcare services Perception primary surveyscore fortheprovision of Programme 3.7(b) interact withclinicvisitors. unannounced visitsbyseniormanagement, whowillalso personal primaryhealth care andprogrammes; and ensuring quarterlysupervisoryvisitsbytheheads of ensuring policyimplementation; setting standards forquality; prioritising infectioncontrol andcleanliness; conjunction withhealth committees; ensuring complaintsare addressed timeouslyin educating clientsaboutcomplaintprocedures; monitoring of, andearly interventionin, absenteeism; membersare identifiable; ensuring thatallstaff in customercare and diversitymanagement; ensuring thatallstaff, especiallyfrontline staff, are trained 75

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city OBJECTIVE 3.8 Eight City of Cape Town Alcohol and Drug Action Committee Provide substance abuse outpatient (CTADAC) subcommittees will be formed and will meet on a treatment and rehabilitation services monthly basis. These subcommittees will provide broad stakeholder representation, as stipulated in the legislative Programme 3.8(a) Primary health-care programme: Number of framework. Each subcommittee will develop appropriate substance abuse outpatients provided with and culturally adaptive local-area strategies to address alternative constructive behaviour alcohol-and-other-drug supply and demand reduction. The The City has identified substance abuse as a major problem, CTADAC will pursue a process of engagement with other and recognises that the municipality, in conjunction with spheres of government, NGOs and the private sector. other spheres of government and the community, has a role The ambitious aims of the strategy, and its complexity in to play in addressing this. terms of the reliance on interdirectorate, interdepartmental and intergovernmental cooperation and collaboration Progress update (2014/15) with external stakeholders, necessitate consideration of a Certificate of excellence awarded. broad number of assumptions and clear identification of The Tafelsig and Delft South treatment sites recently risk conditions. received Matrix three-year certifications of excellence, and Currently, there are outpatient substance abuse treatment are part of only a handful of sites outside the USA that have centres at the Tafelsig, Table View, Delft South as well as been certified by the Matrix Institute. Town 2 clinics.

City Health is faced with an increasing burden of disease, creating a greater demand for health services.

76 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Objective 4.2: Objective 4.1: ST R ATE G Provide facilitiesthatmake citizensfeelathome and responded to Ensure responsiveness bycreating anenvironment where citizenscanbecommunicatedwith IC foc IC u s a r 4: inc the ea INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW lu city sive 79 78 77

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city SFA 4 STRATEGIC FOCUS AREA 4 THE inclusive CITY

SFA 4 is aligned with Province’s objectives of social cohesion to achieve a society that is coherent, united and functional, and to provide an environment in which citizens can prosper.

City libraries provide citizens with access to information, entertainment and education.

In its efforts to ensure that the administration is a highly international events) it sponsors, all recognise and reflect the The purpose of the responsive and responsible organisation, the City has sought unique diversity of Cape Town and its people. to provide affordable and accessible mechanisms – including FreeCall lines is to In order to position Cape Town as an inclusive city, the City has FreeCall lines for residents to provide feedback and submit effectively bring the City identified the following two key objectives: closer to its customers complaints about service delivery and community facilities. 1. Objective 4.1: Ensure responsiveness by creating an by providing residents The C3 notification system also logs information from telephonic environment where citizens can be communicated with living in disadvantaged complaints about City services received by the City switchboard. and responded to communities and All C3 data are then analysed and collated to determine outlying areas with residents’ key issues. In addition, the C3 system forms the core 2. Objective 4.2: Provide facilities that make citizens feel at home easy access to the of a comprehensive service management system that is being administration. developed to facilitate the tracking and measuring of internal OBJECTIVE 4.1 efficiencies. This will have a significant impact on the long-term Ensure responsiveness by creating an quality and cost of service delivery by the City. environment where citizens can be In addition to effective two-way communication, building a communicated with and responded to shared community across different cultural, social and economic Programme 4.1(a) groups in the city remains a key priority. This requires that all Managing service delivery through the service residents feel acknowledged, heard and valued, and that the management programme varied cultural backgrounds and practices of all residents are respected and encouraged. (C3 notification responsiveness) Service management programme To this end, the City seeks to ensure that the cultural and natural spaces (including the naming of these), the partnerships it Following the successful implementation of the City’s C3 fosters, and the cultural programmes and events (including notification system, the development and roll-out of a service

78 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW on the option selected by the caller. the by selected option the on depending centre, operations technical electricity or centre operations technical water the centre, call corporate the by answered is call telephone The customers. to service free as a (0860 103 089) number centre call single City’s the to link adirect provide lines FreeCall The administration. the to access easy with areas outlying and communities disadvantaged in living residents providing by customers its to closer City the bring effectively to is lines FreeCall the of purpose The FreeCallInstallation of linesinidentifiedareas • • • • • • • The thevariousprogramme key phasesare: deliverables of the next three years. the servicemanagementprogramme, whichwillbephasedinover of part as requests service of types different these for established internal service requests. Appropriate service standards will also be under three broad categories, namelyexternal, maintenanceand is a process that integrates all the different types service of requests types usedtomanageworkwithintheCity. Servicemanagement tool, has delivered positive results, it is but one of many notification While the C3 notification system, as a service delivery management requests. service manage consistently and understand properly departments City all that ensuring by excellence performance driving about ultimately is the generic business improvement indicator. performance This of roll-out the with proceeding also while system, management service the of functionality full the of enhancement further the is programme management service the of deliverable key The satisfaction). (customer/citizen quality and cost responsiveness, namely components, three of measurement the addresses genericThe business improvement indicator performance performance. in service improvement continuous drive to and C3, of means by City in the established been has that working’ of ‘way integrated new, the enhance and on build to is programme this of purpose The approved. was programme management enabling continuedserviceperformanceimprovement. to informrelevant decision-makers; and detailedmanagement performancereports development of servicesdelivered; capability tomeasure qualityof service toenhance delivery, facilitateongoingcustomerfeedback, andprovide a functionality system specific enabling (such asrecurring potholesinaparticularstreet); requests of recurrence the monitoring by requests, service workdelivered inresponse to thecostof measurement of the SAPsystem; management,and andtomaximisethereturn infrastructure oninvestmentin delivery service efficient and effective to promote departments all by notifications maintenance internal, amixof externaleffective and applicationof servicerequests; enable proper managementof service requests, service standards and therelated business andsystemprocesses to types, service between link the key to ensure that they properly staff understand training of business process; service management process and its importance as acore all City line management with regards to the orientation of INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW recreation study and other qualitative and quantitative quantitative and qualitative other and study recreation the study, CSIR The others. among facilities, community for preferences and needs resident’s identifying at aimed undertaken, was study recreation a study, this to Subsequent need. greatest of areas the on impact positive most the have would that those represent but exhaustive, not are map preceding the on shown facilities The facilities. of provision the of in terms backlog or need greatest of areas the represents map This map. preceding in the shown as into 2016 map, provision facility until integrated an generated and account, expansion city envisaged the and growth population projected accessibility, and provisioning their (CSIR). Research for standards Industrial facilities, community current the took The study and Scientific for Council the with aproject initiated has City the facilities, community of To and begin standards to distribution the address inequitable Community facilitiesprovision (provide and maintain) Community amenitiesprogramme Programme 4.2(a) at home Provide facilitiesthat make citizensfeel OBJECTIVE 4.2 level. administrative an at committees MTECH and indabas IDP the of means by as well as level, apolitical at Forum Coordinating Premier’s the through municipalities other and Province engage formally will City the while level, sector at pursued be will programme, health City the and settlements human integrated of development the as such partnerships, Functional platforms. informal and formal various on Province with engages it this, achieve To first. citizens Town’s Cape of needs the put to government of spheres national and provincial the with closely working to committed is City The Building strategic partnerships Programme 4.1(b) requests. service make or issues service report to lines these use to residents encourage to launched be also will campaign Amarketing areas. outlying and poorer on afocus with malls, shopping or communities rural areas, in disadvantaged installed be will lines FreeCall These achieved. been have lines FreeCall 100 of target the until annum, per installed be will lines 20FreeCall additional An City todate. 80 FreeCall lineshavebeeninstalledthroughout the follow-up purposes. The customerreceives areference numberfor used by, andeasily accessible to, thepublic. and/or outlyingareas inbuildingsthat are extensively resource centres. FreeCall linesare located inpoorer offices, cashoffices, libraries, communityhallsand municipal facilitiesacross thecity, includinghousing To date, 48FreeCall lineshavebeeninstalledin Progress update(2014/15) Progress update(2013/14)

79

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city Figure 4.1: Integration map

80 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW infectious diseases, an approximate total of 117 ha of land (40 ha (40 ha land of 117 ha of total approximate an diseases, infectious to due occurrences death earlier and growth population from resulting demand burial city escalating the To address City Parks –cemetery provision the potentialforPPPs. development in the next five to ten years, while also exploring additional external fundingwillbesourced toenhancepark River andMfulenioverthenext fouryears. Itisenvisagedthat several smaller park upgrades in Kraaifontein, Bellville, Kuils E-Section Khayelitsha, and Mandela Peace Park in Delft), and three majorcommunity park upgrades (Westridge Gardens, (Company’s Garden, Jack Muller and Khayelitsha Wetlands), The Citywillundertake three majordistrictparkupgrades other communityfacilities. with integrated possible, where and, quality high a of safe, parks thatare custom-madeforthesurrounding communities, communities. The aimistoprovide communityanddistrict those parks that are sustainableandmeettheneedsof partners todesignandconstructcommunitydistrict sites, andwillthenworkwithcommunities funding specific identify will parks, community and parks district of City Parks willexplore thepossible developmentandupgrade City Parks –parks provision explored. being also are city the of areas in other libraries additional of building the facilitate to partnerships possible Other 2014. February of date completion estimated an with 2013, in commenced Library Kuyasa on Construction offices. subcouncil and centre multipurpose a library, regional a include will which in Khayelitsha, centre library a new of development the at aimed are partnerships These programme. VPUU the as well York as New of partnership Corporation Carnegie a the with established Services Information and Library library provision Library and InformationServices– standards. benchmark international and national meet to levels higher at maintained and developed be would facilities selected while standards, maintenance minimum determined pre- to according maintained be will facilities community All maintained. and managed effectively and used are facilities these that ensure to funding operational of availability the by developme The pride. and ownership use, community maximise and costs, operational and development capital minimise will way, it this In partners. external and internal manner, with multifunctional clustered, integrated, in a joint, facilities community new manage and implement plan, to strive will City The possible. way productive most in the allocated be will and co-funding, as used be will funds Internal facilities. community provide to opportunities partnership and funding external maximise and explore to continue will City The manner. integrated and in aproactive City in the projects planning other with aligns planning facility community that ensure Design Urban and Planning Spatial of departments the Team and Planning Facility Interdepartmental Services Community The facilities. new for location best and need the determine to used are research commissioned nt of new community facilities will be determined determined be will facilities community new of nt INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW geotechnical testing of specific sites for future planning. planning. future for sites specific of testing geotechnical and cemeteries, regional existing of development ongoing 15 years). next the (i.e. cemeteries, sub-regional of creation term the include will These medium to short the in interventions development cemetery strategic necessitates practices, faith and cultural given burial, in-ground of favouring the the abovementionedintroduce and interment facilitate options, to in place put being are projects and programmes pilot While • • • • edge. urban City’s the within development urban future for cater to areas burial new burial escalating the establish and land suitable identify will address City the demand, To years. ten to five next in the development cemetery further for sourced be will funding external Additional (Maitland, processes). approval to subject upgrades cemetery extension, Road Klip and Atlantis Rusthof, Gugulethu, major five undertake new will and extension) Delft five and Vaalfontein extension, build will City Welmoed the south-east, metro (in , cemeteries years, five next the Over required. are extensions) for 77 ha and cemeteries new for national departments, and the surrounding communities communities surrounding the and departments, national relevant other Department; Education National the Parks, Design; City Urban and Planning Spatial Development, Social Services, Information and Library Recreation, and Sport of departments City’s the that is intention The possible. where facilities, community multifunctional clustered, quality, providing to approach strategic a of part as way integrated in anew, managed and implemented planned, be will facility Park Valhalla The sources. funding external and City the by funded jointly be will facilities These • • • In thenext fiveyears, theCityaimstobuild: Sport andRecreation –facilityprovision have allbeencompleted. aswelltheupgrade tothe Turfhall stadium The sports complex inMasiphumelele, thehallin ancestors’ graves. ancestors’ in their burials second consider to families encouraging by cemeteries existing of lifespan the lengthening and crypts); modular and (e.g. mausoleums options interment above-ground technologies; reduction corpse and cremation including: burial, in-ground traditional complement or supplement to options interment other several pursue to City the prompted has Flats), Cape the of characteristic water-table winter high the (given cemeteries certain of performance environmental poor the with coupled land, metropolitan scarce for competition Strong recreation centre, andtheFFErasmus hall. View multipurposecentre, theDesmond Tutu sportand spray parks at Valhalla Park, Dunoonsportsground, Ocean facility in Valhalla Park; and an integrated, clustered, multifunctionalcommunity two newsportcomplexes ( and Witsand); Progress update(2013/14) 81

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city will join hands during the planning, implementation and management phases of these projects. The lessons learnt will Progress update (2014/15) then be applied to similar projects in the future. December 2013: 38 open swimming pools that meet water Major resort upgrades will be undertaken at Soetwater, Blue quality standards. Waters and Monwabisi coastal node. Other major planned upgrades include the Sea Wind sports complex, Masibambane 8 beaches awarded Blue Flag status. hall and sports complex. These upgrades will be jointly Programme 4.2(b) funded by the City and external sources. Heritage programme Library and Information Services – The City is committed to taking care of its heritage resources, services and maintenance and to applying natural and cultural heritage management The provision of library and information services is an laws and principles in decision-making, projects and budget unfunded mandate within the City of Cape Town, which allocation. To this end, the City has undertaken to augment affects the responsible department’s ability to provide existing, well-known resources with underrecorded heritage, extensive and adequate services to the community. Limited such as the Mamre mission station and slave route project, funding has resulted in many of the City’s libraries not being and to mark struggle heritage sites, such as the United optimally staffed or adequately resourced. Democratic Front memorial, Gugulethu Seven, Langa Pass A proactive library maintenance programme (20 libraries Office and pass march, and Trojan Horse sites. The Cape’s per annum) will be implemented during the next five years. rural cultural landscapes, such as the winelands as well as the The Library and Information Services will strive to continue rural areas around Philadelphia and Pella, are also important meeting the minimum opening hours as determined for the to the unique identity of Cape Town, and it is vital for these following three categories of libraries in the City: areas to be protected and maintained.

• Community: 35 hours per week The City is also committed to the coordination and • Regional: 45 hours per week implementation of the Mayoral Memories programme. • City-wide: 63 hours per week This programme includes the interpretation and preservation of key heritage sites in the city as well as the implementation A target has been set for 75 of the City’s 100 libraries to of new memorials, with a particular focus on underrepresented meet minimum opening hours. This target will be increased heritage, such as the struggle history, slave history and incrementally over the next five years, provided that the indigenous clan history. necessary funds become available to enable libraries to be optimally staffed. Ongoing projects that will continue to be developed over the Parks and cemeteries – maintenance next five years include the Langa heritage route, restoration of mission villages such as Mamre, water heritage Backlogs in repairs and maintenance (reactive maintenance) will commemoration and Prestwich Memorial. be addressed, and proactive maintenance programmes for ageing infrastructure (community facilities, cemeteries, park equipment The City is in the process of developing a five-year action plan to and depots), small plant and machinery will be investigated and conserve City-owned heritage sites in peril. This is in line with implemented to meet minimum maintenance standards. The City statutory and auditing requirements. The City is responsible for aims to maintain all 3 335 of Cape Town’s community parks and statutory heritage management functions (including both 11 district parks to the standards set in the City Parks maintenance natural and cultural heritage resources) relating to the standards document, with a 94% minimum achievement target. integrated zoning scheme, as well as the implementation of the The City will also develop maintenance programmes to respond to National Heritage Resources Act No 25 of 1999. The Act, which the effects of climate change. requires the City’s heritage resources inventory to be lodged Sport and recreation – maintenance with Heritage Western Cape, also provides that identified heritage areas be afforded statutory protection, for example The City’s Sport and Recreation Department will maintain through the heritage overlay zone in the new zoning scheme or community amenities such as halls, beaches and sports through a heritage/environmental bylaw. grounds to a defined minimum maintenance standard, and will, where possible, improve these standards. The defined The programme of marking, interpreting and restoring minimum maintenance standards are designed to result in heritage sites, especially those relating to the struggle open, clean, safe and usable facilities. A proactive and reactive history, requires strong community participation. A heritage maintenance programme will be planned and implemented outreach programme aimed at interpretation and visitor annually, depending on needs and the availability of resources. centres, such as that at Prestwich Memorial, actively seeks to The maintenance programmes will be delivered by the Sport engage with community sectors. The City is negotiating to and Recreation Department in conjunction with Supply Chain obtain competence and delegated authority from Heritage Management, the private sector, contractors and institutional Western Cape for certain heritage management functions. framework affiliates, the municipal facility management This will help to streamline development decisions and committee and both the local and district sport and recreation enforcement, and will allow the City to manage its heritage councils. environment better.

82 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Objective 5.3: Objective 5.2: Objective 5.1: ST R ATE G Ensure financialprudence, withclean auditsbythe Auditor-General Establish anefficient andproductive administration thatprioritisesdelivery Ensure atransparent government, andworktowards eradicating corruption IC foc IC u s a r 5: WE the ea INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW LL - RU N city 88 85 85 83

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city SFA 5 STRATEGIC FOCUS AREA 5 THE WELL-RUN CITY

This SFA is aligned with Province’s objective of building the best-run regional government in the world. It is further aligned with National Government Outcome 12, namely an efficient, effective and development- oriented public service and empowered, fair and inclusive citizenship.

The City is funded by public money, and it is therefore expected to exercise the highest levels of corporate governance.

Through good urban governance, citizens are provided with Throughout all government processes, the City must the platform that allows them to use their talents to the fullest demonstrate that it is accountable for the resources it to improve their social and economic conditions.41 The City is manages at all times, not just at elections. Government must funded by public money, and is therefore expected to exercise be answerable and accessible to the people at all times. the highest levels of corporate governance. The City must also maintain the highest level of efficiency. The City adopted the King Code of Governance Principles for To do that, we constantly have to check the integrity of our South Africa 2009 (King III) as its primary governance principles. management systems and the effectiveness of our processes. King III is considered one of the best codes of governance Business improvement plans are some of the best tools for worldwide, and has broadened the scope of governance into ensuring that the City is making optimum use of its resources one where the core philosophy revolves around leadership, – human and otherwise – as a corporate device for maximising sustainability and ethical corporate citizenship. efficiencies. To this end, every City directorate will need to have at least one business improvement plan in operation at This type of leadership must be echoed at all levels of City any given time over the next five years. government, entailing maximum transparency and efficiency. Only by knowing that elected leaders and officials work in the The City has put in place a set of human resource (HR) interest of the public at all times, we can ensure a fully management and development processes – including democratic and accountable government. performance management, personal development plans and workplace skills planning – all of which guide staff Such accountability requires that the City makes Mayco meetings training and development. open to the public, publicly advertises all tenders and their processes, ensures a full and effective municipal committee on public accounts, These also deliver effective talent management by creating a and applies maximum resources to investigating bodies. ‘fit for purpose’ organisation that is service delivery-oriented.

41 UN Habitat, http://www.unhabitat.org/content.asp?typeid=19&catid=25&cid=2097#What%20is%20good%20governance.

84 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Committee delegated by Council. by delegated Committee Audit independent the by approved and management, senior by supported are risks, pertinent most and strategy City’s the with aligned are which plans, Audit Internal processes. governance and control management, risk of effectiveness the improve and evaluate to approach disciplined asystematic, about bringing by objectives its accomplish organisation the helps Audit Internal operations. City’s the improving and value adding towards geared independent and assurance and consulting objective services provide to reference) of (terms charter its through mandated is Department Audit International The Auditors. of Internal Institute the of Auditing Internal of Practice Professional the for Standards International the by directed largely is Audit Internal adopted. formally Council which Governance, Corporate of and is on This the III MFMA the King a Code City. requirement the within governance to contributor significant a is and Town, Cape of City the of department independent an is Audit Internal Audit Committee Maintain anindependent, effective • • • • • • • • • onmattersstaff relating to: bearers, the accounting officer and the municipal management each requires advisory body advises the municipal council, the political amended, office- as MFMA, municipality tohaveanauditcommittee. This independent the of 166 Section programme Transparent government(oversight) Programme 5.1(a) corruption and worktowards eradicating Ensure atransparent government, OBJECTIVE 5.1  3. 2.  1.  objectives: key three following the identified has City the city, awell-run Town is Cape that ensure to order In processes. planning its inform to survey employee annual an uses also Department Resources Human The any otherissues referred toitbyCouncil. compliance withapplicablelegislation;and effective governance; performance management; and information; the adequacy, financial reporting reliability andaccuracy of accounting policies; risk management; internal audit; internal financialcontrol; Objective 5.1: Objective 5.2: Objective 5.3: Objective audits by the Auditor-General by the audits clean with prudence, financial Ensure administration that prioritises delivery prioritises that administration productive and efficient an Establish work towards corruption eradicating and government, atransparent Ensure

INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW Audit Committee. Audit the and providers assurance other to as well as Manager, City the and directors executive including management, of levels various the to communicated are audits of Results Manager: Forensic theCityManager. ServicesintheOffice of corruption. and fraud reporting fraud andcorruptionare reported tothe Any allegationsof for hotline 24/7 toll-free The Cityalready hasawell-established and well-advertised (and report corruption) An effective system to process complaints and managing employees. The employment equity plan and and plan equity employment The employees. managing and appointing, training,at attracting, developing, retaining aimed initiative astrategic is management talent Integrated more reliable. business continuity, growing andretaining owntalentismuch bringing inexternal talentisaveryimportantcomponentto it infrom outside, andthesecondistogrow itinternally. While There are two ways to ensure the right talent: The first is to bring skills, jobs. andadaptationtothecomplexity of to datewithadvancesintechnology, increased competitionfor theCitywishestokeep up development mustbeapriorityif other related skills. skillsandinvestinginstaff The upgrade of and retaining engineers, nurses, planners andarange of industry.sectors of Cape Town competesgloballyinattracting the greatest challengeforhumanresource departmentsinall In recent years, talentmanagementhasbeenhighlightedas women andpeoplewithdisabilities. senior levels, coupledwiththeactivecareer developmentof at profile racial its of transformation the accelerate to order in reason, theCitygivesprioritytodevelopingitsexisting staff this For levels. managerial and skills all across profile equity numerous its challenges fortheeffective transformation of The City’s complementishighlydiverse, staff butthere are still to negativeexperiences through eithersloworpoorservice. channelled. Where there are skills gaps, these very quickly lead the whom through citizensintheirinteractions withtheCityis daily experience of people, 500 25 over employs City The (integrated talentmanagementapproach) skills developmentprogramme Human resources, talentmanagementand Programme 5.2(a) delivery administration that prioritises Establish anefficient andproductive OBJECTIVE 5.2 ensure thatcorrespondence is acknowledgedwithin24hours. A tracking andmonitoringsystemwillbeimplementedto departments to useSAP log and track correspondence. (service requests management system). service Existing policies and procedures require of resolution the and (telephony) callcentres tools are availabletoreport on theperformanceof correspondence onadecentralised basis. Powerful reporting Twitter messages. Departments receive and respond to electronic communication, suchaswebmail, Facebook and Correspondence includesletters, faxes, e-mailsandother Acknowledge allcorrespondence within24hours 85

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city related programmes form an integral part of the City’s talent This will be done through identifying the top four areas of management framework. To be successful, these programmes intervention that will have the greatest impact on staff must be consciously incorporated into each component. Key engagement and productivity, and ensuring business continuity programmes include the employment equity plan, approved by providing a skills pipeline. The identified areas are: targets for new employment, and the disability, gender and diversity programmes. The integrated component parts of the • maximising the development opportunities for the City’s talent management framework are as follows: 25 500 employees, and leveraging City resources to improve the skills pipeline through external training opportunities or • Departmental staffing strategies and staff planning apprenticeships (programme 1.6(a) and 5.2(a)); • Skills assessments/audits • individual performance management (programme 5.2(a)); • Personal development plans • health, safety and wellness programme – occupational • Competency management health and safety incident reduction and management • Attraction and retention (programme 5.3(b)), and employee wellness alcohol and • Training and development drug abuse management; • Leadership development • implementation of the employment equity plan; • Mentoring and coaching • improving the efficiency and effectiveness of the core • Career and succession planning human resources (HR) business processes that affect human • Individual performance management resources management; • Workplace skills plan • maximising SAP HR functionality, in particular employee self-service and manager self-service (programme 5.2(b)); • Employment equity plan • roll-out of the management accountability project Talent management is primarily a line management (programme 5.3(b)); responsibility. The Strategic Human Resources Department • increasing investment in skills development will provide the strategy and policy framework, guidelines, (programme 1.6(a) and 5.2(a)); and training/coaching and advice to ensure that line departments are empowered to implement the interventions in the • identifying and monitoring key measurements that will integrated talent management programme. Line directorates support the above outcomes (composite HR risk and staff are then responsible for implementation and monitoring engagement key performance indicators). as well as controlling the application of the interventions, The main aims of the strategy are: including the measurement of return on investment. • improved availability of skilled staff, both internally and The Training and Development Department is responsible for externally; facilitating application in line with training and development policy, and for compliance with the requirements for reporting • an improved equity profile; in line with the workplace skills plan. • an improved wellness profile; Some of the interventions will only succeed if the City invests • improvement in the employee engagement index, in partnerships with COGTA, Province, tertiary institutions in as measured biennially through the Siyamamela survey; the Cape metro and Stellenbosch, SETAs, consultants/service • a reduction in HR risk factors, as measured by the composite providers and the private sector. HR risk indicator; and The City currently budgets R58,8 million per annum for • improvement in staff productivity, as measured by training and development. The bulk of this will be applied a composite business improvement indicator. in career planning, personal development planning, skills Directorate-level staffing strategies assessments, mentoring and coaching, training, and leadership/first-line supervisor development and training. Management of staff is a line management responsibility. The training budget will also fund internal and external Systems, processes, policies and professional advice are bursaries awarded on an annual basis. provided by Corporate Services. The funding of staff resources lies with line management, and is managed within their normal Programme 5.2(b) budget. Executive directors are held responsible for effectively Human resources strategy managing the allocation and deployment of their resources. The City’s single biggest budget item is its staff costs, which To this end, each directorate is required to prepare an annual now top R7 billion per annum. The City’s most valuable asset, if staffing strategy and plan, which encompasses a projection of optimally utilised, motivated and developed, is its staff. However, their staffing needs as well as a talent management plan. this asset becomes its greatest liability when it is not effectively The projection of staffing needs should be based on: utilised. The City’s human resource strategy is aimed at delivering the right people, with the right skills, at the right place, at the right • the projection of directorates’ service delivery menu and time. It is about ensuring the correct alignment of people with future strategy, taking into account sustainability, sources of business needs. This will provide a value-added result, as it will funding, and alternative mechanisms and models to meet improve service delivery within budget parameters. service delivery demands;

86 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Table 5.1: Total number of approved, budgeted positions and percentages filled percentages and positions Table 5.1: budgeted approved, of number Total • • • • • • Table 5.2: Number of approved, budgeted positions per occupational category (current establishment as at 31 March 2014) 31 at as March establishment (current category occupational per positions budgeted approved, of Table 5.2: Number Elementary occupations Plant andmachineoperators andassemblers Craft andrelated trade workers Service andsalesworkers Clerks Technicians andassociate professionals Professionals Legislators, seniorofficials andmanagers Code name Total utilities Water Services Strategic Support Solid Waste Management Service Regulation andLogistics Project MonitoringUnit Electricity Services Utility Services Subtotal Transport forCape Town Tourism, Events andMarketing Social DevelopmentandEarlyChildhood Safety andSecurity theCityManager Office of Human Settlements Finance Economic, Environmental andSpatialPlanning Corporate Services Compliance and Auxiliary Services Community Services City Health Directorate integrated employment equity plans; and plans; equity employment integrated development plans; staff include: should plan management talent The quality and re-engineering management. process business as such intervention, special require that of areas identification the and resources; current of allocation and utilisation better the for aplan and resources, underutilisedand identification bottlenecks critical the of these; address to plan operational and afinancial of formulation the and vacancies, critical of identification the INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW Number of Number of been filled. approved, of number have that the percentages current the and positions of budgeted schedule a strategies. provides 5.1 staffing their Table on process this into input their base will Directorates attrition. departmental and possible, where services, the of benchmarking priorities, IDP on input menu, service City’s the on based be however must This others. shrink and services growing fund to budget staffing the of percentage a reprioritise to whether consider will City the Annually, • strategies, where required. where strategies, attraction and retention scarce-skills of formulation the 28 684 10 318 18 366 28 684 posts posts 4 352 3 262 2 683 2 065 4 177 1 817 1 841 3 923 1 736 6 234 3 688 2 740 3 866 6 699 3 450 1 683 Total posts Total posts 231 877 871 648 324 11 97 83 2 4 4 7285595912 1527956084 1265499806 1183540964 7 285 595 912 2 184 727 143 5 100 868 770 1 012 887 161 722314079 712675357 668257520 872010546 333341557 949 989 919 523 266 350 697 504 555 511 070 065 261 075 890 573 247 625 347 926 572 608 953 055 276 930 821 811 398 642 531 834 139 83 441 669 39 437 821 42 665 311 1 468 340 3 053 652 3 185 107 6 259 220 Value Value R R % of % of postsfilled postsfilled 100,00 91,69 88,52 93,48 91,69 75,00 50,00 81,82 86,15 87,25 92,24 86,13 92,01 96,50 90,08 92,46 93,80 92,02 90,43 93,53 94,53 93,81 84,34 92,25 88,77 86,93 95,99 92,48 91,59 90,91 91,98 87

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city Programme 5.2(c) respective revenue sources are monitored and determined Annual Community Satisfaction Survey (CSS) to ensure sustainable medium-term to long-term cash flows The City of Cape Town undertakes an annual CSS, which in accordance with the City’s expenditure programme. The provides detailed feedback and invaluable insights into national funding to support the City’s indigent programmes the perceptions of Cape Town’s residents and businesses is inadequate and, therefore, the persistent funding gap may regarding the services rendered by the City. Strict sampling affect sustainability in the long term. rules are applied when selecting the respondents for Manage municipal services tariffs, so that the residents’ survey, to ensure that the measures are annual tariff changes are predictable representative of the entire population of Cape Town. and gradual The results of the CSS are used to monitor the City’s overall Tariffs and charges are set within a range of typical performance as well as that of a range of City services and benchmarks, such as the consumer price index. The three- departments. They also inform operational planning and year indicative tariffs are determined for major services to service delivery improvement. illustrate the financial effect of medium-term operational and The City has conducted the survey since 2007/8, and a solid investment plans. The three-year tariffs and variances are set database of trends has been accumulated. The results of the to benchmarked levels, which are normally known in advance. survey are reported in the IDP and the annual report, as well Implement, track and report on measurable as other City performance and organisational processes. targets for debt collection The results of the resident survey are also used in the City’s corporate scorecard and the service delivery and budget Debt management actions and the payment ratio are the implementation plan. measurable targets for debt collection. Debt management actions against non-payers are taken monthly. These actions Programme 5.2(d) include monthly final demands, water and electricity Information and knowledge management restrictions or disconnections, and handing over of accounts framework – Development Information to attorneys for legal debt collection processes. Resource Centre (DIRC) One of the aims of the City’s information and knowledge As part of this process, the Water and Sanitation Department management framework is to integrate development-related needs to repair water leaks and increase the installation data, information and knowledge to allow for efficient access of water management devices. This will improve the to consistent sets of information that can inform service City’s payment ratio and reduce the total debt book. Most delivery, planning and decision-making. importantly, it will assist in saving scarce water resources. In line with this, the DIRC – an intranet site that has been Progress update (2014/15) developed and is currently being refined – will focus on providing one-stop access to, and reporting on, development As at the end of February 2014, a 96,68% payment information. The emphasis in 2012/13 was on all aspects of ratio was achieved. content for the site, as well as technological enhancements. Ensure that citizens are billed correctly and In 2013/14, there will be further content development, and, in only for services they consume the longer term, this information will also be made available via the City’s website. Citizens are currently only billed for services they consume, and the City’s CSS results reflect positively on the accuracy and The focus of both the information and knowledge correctness of billing. However, such accuracy and correctness management framework and the DIRC is on increasing the of billing remain dependent on the input uploaded by the range and number of knowledge assets in various categories utility and service departments. Internal billing controls are in and themes, including City policies and strategies, Cape Town place to identify material variances. Invoices are consolidated, statistics, indicators and trends, and City research. There are displaying itemised and clearly indicated charges. links to the City’s spatial databases and maps in line with the City’s spatial information strategy. Progress update (2014/15) OBJECTIVE 5.3 Monthly invoice error rating of less than 1%. Ensure financial prudence, with clean audits by the Auditor-General Citizens are billed once a month, and adequacy, accuracy and correctness of billing are established. In addition to the current Programme 5.3(a) practice of printing and mailing, technology is being utilised Financial management programme to implement an e-billing solution, using e-mail technology to make invoices more accessible and to encourage on-line Progress update (2014/15) transacting for citizens with internet access. The City of Cape Town received a clean audit. Programme 5.3(b) Internal management processes programme Ensuring an effective revenue stream The management accountability programme will focus on The City’s revenue stream is modelled on a combination training managers in identified core administrative business of recent trends, forecast economic and fiscal conditions processes. This will ensure that they have a thorough as well as local operational circumstances. At present, the understanding of their accountability relating to those

88 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW they require to manage and make decisions effectively. effectively. decisions make and manage to require they information the to access managers afford will centre resources amanagement of establishment The roles. management their assuming to prior accountability their understand they that ensure to training induction undergo will managers appointed Newly processes. business administrative corporate core selected the within accountability management of areas specific their in trained be will 4) – 1 (levels managers Current performance. service in poor resulting losses, time and increases cost to lead also can mistakes Unnecessary resignations. and grievances actions, disciplinary deviations, queries, audit duplications, escalations, cost complaints, citizen of aresult as wastage time reduce to in order right this get to them on relies organisation The resources. and people budgets, managing and planning for responsible are managers Individual city. awell-run of area focus strategic the to linked directly is which City, in the governance improving at aimed is programme This them. manage and apply implement, properly can and processes, INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW appropriate resources. appropriate the using strategies, its implements City the which through structures governance and management institutional the of framework the of overview an provide sections following The • • • include: programme this of Deliverables 423 managerstrained todate. a training programme for line managers. managers. line for programme a training and systems; and processes business administrative corporate core identified key the for material training of set a delegations; and procedures policies, related with together systems, and processes business administrative corporate core identified key on information of centre resources a management Progress update(2014/15) 89

Strategic focus area 5 Strategic focus area 4 Strategic focus area 3 Strategic focus area 2 Strategic focus area 1 INTRODUCTION The well-run city The inclusive city The CARING city The SAFE city The opportunity city 90 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW MANAGEMENT AND GOVERNANCE FRAMEWORKS

Council 93

Mayoral committee (Mayco) 93 FRAMEWORKS Clusters and committees 93 MANAGEMENT AND GOVERNANCE MANAGEMENT Executive management team 95 TIONS ASSU MP

T H E 2012 – 2017 M TREF TO A PPL IED W OF BUDGET W OVERVIE ORE C ARD S C OR P ORATE 2012/13 – 2016/17 YEAR C FIVE - ANNE X URES L PL ANS L O P ERATIONA C and C STRATEGI OF statutory L IST

ID P T H E TO U P DATES 2013 CH ANGES and

l es and figures tab List of abbreviations, of abbreviations, List

INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 91 FIVE-YEAR STRATEGIC 2014/15 REVIEW MANAGEMENT AND GOVERNANCE FRAMEWORKS

The model below depicts the political governance arrangements that have been instituted in terms of the relevant sections of the Municipal Systems Act after the local government elections held on 18 May 2011.

The democratically elected Council of the City of Cape Town in session.

GOVERNANCE: COUNCIL

Executive Mayor

Schedule 1 Other section 79 committees Section 79 portfolio committees Executive Mayoral Committee

Disciplinary Committee SPELUM Utility Services

MPAC Corporate Services Ad hoc committees, working groups and task teams Rules Finance

Energy and Climate Change Safety and Security Urban Regeneration

Community Services Section 80 committees

Health Naming

Human Settlements Special Events

Homeless Agency (Homac)

Speaker Tourism, Events and Marketing

Social Development and Early Childhood Development Economic, Environmental and Spatial Planning

Transport for Cape Town

Subcouncils Section 166 MFMA

Ward committees Audit Committee

Section 62 MFMA Regulations SAPS Act

Planning & General Appeals Committee Budget Steering Committee Civilian Oversight Committee

Figure 6.1: Governance structures

92 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Council Community cluster After the local government elections in 2011, a new • Human Settlements 221-member Council was elected. Voters in each of Cape Town’s • Health 111 electoral wards directly elected one member of Council by • Social and Early Childhood Development a simple majority of votes. The other 110 councillors were • Community Services nominated to Council by a system of proportional representation FRAMEWORKS (party list) from the ‘lists’ of the respective parties. • Safety and Security

At the inaugural meeting, Council elected its Executive Mayor, • Homeless Agency (HOMAC) AND GOVERNANCE MANAGEMENT Executive Deputy Mayor and Speaker. Council also appointed a Portfolio committee chairpersons

Chief Whip, whose primary purpose is to ensure party discipline. Cllr R Hoorn Tourism, Events and Marketing TIONS Mayoral Committee (Mayco) Cllr T Thompson Transport for Cape Town ASSU MP

Mayco is appointed by the Executive Mayor. It exercises the Cllr T Uys Corporate Services powers, functions and duties assigned to it by Council. These Cllr J Slabbert Human Settlements Cllr C Brynard Safety and Security T H E 2012 – 2017 M TREF powers, functions and duties are performed and exercised by TO the Executive Mayor, Alderman Patricia de Lille, together with Cllr S August Utility Services A PPL IED the members of the committee, who are as follows: Cllr A van der Rheede Community Services OF BUDGET W OVERVIE Cllr C Clayton Health Table 6.1: City of Cape Town Mayoral Committee Cllr S Diamond Finance Cllr D Bryant Economic, Environmental and Ald P de Lille Executive Mayor Spatial Planning ORE C ARD Cllr R Arendse Social Development and Early Ald I Neilson Executive Deputy Mayor, and Childhood Development S C OR P ORATE

Finance Cllr P Maxiti Homeless Agency 2012/13 – 2016/17 Cllr E Sonnenberg Utility Services YEAR C Other section 79 committees FIVE - Cllr J van der Merwe Economic, Environmental and Spatial Planning • Spatial Planning, Environment and Land Use Management Committee (SPELUM) Cllr G Bloor Tourism, Events and Marketing The terms of reference of this committee relate to spatial Cllr S Little Social Development and Early planning, town planning, the environment and other Childhood Development related matters.

Ald B Walker Community Services and ANNE X URES • Municipal Public Accounts Committee (MPAC) Special Projects This is the mechanism through which Council exercises Cllr S Mamkeli Human Settlements oversight over the expenditure of public money. As far Ald JP Smith Safety and Security as financial management is concerned, MPAC enables Cllr B Herron Transport for Cape Town Council to fulfil its constitutional obligation to scrutinise and oversee executive action. It does this by holding the Cllr X Limberg Corporate Services accounting officer and councillors accountable for their Cllr B van Minnen Health spending of ratepayers’ money and their stewardship of public assets to ensure regular, economical, efficient and

Clusters and committees effective local government spending. PL ANS L O P ERATIONA Section 79 portfolio committees and C STRATEGI OF statutory MPAC conducts its affairs in a non-party-political L IST The terms of reference of all section 79 portfolio committees manner so as to maximise the effectiveness of its work. are, inter alia, the formulation of policy and the monitoring It ensures that the City’s oversight report, as envisaged of its implementation within their specific functional areas. in section 129 of the MFMA, is prepared for adoption

Portfolio committees are chaired by councillors who are ID P by Council. It also investigates and advises Council appointed by full Council. Council established 11 section 79 in respect of unauthorised, irregular or fruitless and portfolio committees arranged in the following two clusters: wasteful expenditure in terms of section 32(2) of the T H E TO U P DATES Economic growth, development MFMA. 2013 CH ANGES and and infrastructure cluster • Rules Committee • Transport for Cape Town The Rules Committee is concerned with the rules of • Utility Services procedure of Council and its committees. • Economic, Environmental and Spatial Planning Section 80 committees • Tourism, Events and Marketing • Naming Committee • Finance This committee’s purpose is to consider and make • Corporate Services recommendations to Council on matters pertaining to the l es and figures tab • Human Settlements naming of streets, buildings and the like. of abbreviations, List

INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 93 • Special Events Committee approval or final decision. The membership, resources, The purpose of this committee is to assist the Executive responsibilities and authorities (composition, functions Mayor in considering events and approve same within and operation) required by the Audit Committee available budget, subject to supply chain management to perform its role effectively are stipulated in the processes, where applicable. Audit Committee terms of reference. The committee is constituted in terms of the requirements of sound Municipal Systems Act section 62 committee corporate governance practices, and operates within • Planning and General Appeals Committee that framework. This committee considers appeals against decisions SAPS Act committee taken in terms of delegated or sub-delegated authority by • Civilian Oversight Committee (CIVOC) political structures, political office bearers or councillors. In terms of section 64J of the South African Police Service Schedule 1 committee Act No 68 of 1995, Council has appointed CIVOC to ensure civilian oversight of the municipal police service. • Disciplinary Committee This committee is tasked with investigating any alleged Speaker breach of the code of conduct for councillors, and • Office of the Speaker making appropriate recommendations to Council. It also The Office of the Speaker’s responsibilities include investigates non-attendance of meetings and imposes coordination of all processes flowing from subcouncil fines as determined by Council’s rules of order. delegations, disciplinary investigations in terms of the code of conduct for councillors, and the code of Municipal Finance Management Act conduct for municipal employees, rules of meetings section 166 committee of political structures, as well as the Planning and • Audit Committee General Appeals Committee. Every municipality is obligated to establish an independent Subcouncils audit committee in terms of section 166 of the MFMA, as A metropolitan subcouncil has such duties and powers as amended. Its purpose is to assist Council in discharging its the city council may delegate to it in terms of section 32 of duties relating to the safeguarding of assets, the operation the Municipal Structures Act No 117 of 1998. It may make of adequate systems and control processes, and the recommendations to the city council on any matter affecting preparation of accurate financial reporting and statements its area of responsibility. A metropolitan subcouncil may in compliance with all applicable legal requirements and advise the city council on the duties and powers that should prescribed accounting standards. be delegated to it.

The Audit Committee does not have executive responsibility, Subcouncils’ terms of reference are as follows: • To make recommendations to Council on any matter and acts primarily in an oversight capacity. It does not affecting its area of jurisdiction perform any management functions or assume any management responsibilities. It provides a forum for • To exercise any power, duty or function delegated to it discussing business risk and control issues, in order to by Council develop relevant recommendations for consideration • To exercise any power, duty or function conferred upon it by the City Manager, Mayco and Council for their in terms of the Subcouncil Bylaw

Subcouncils and chairpersons Subcouncil 1 Cllr H Brenner Subcouncil 13 Cllr R Bazier Subcouncil 2 Cllr G Twigg Subcouncil 14 Cllr N Landingwe Subcouncil 3 Cllr T Amira Subcouncil 15 Ald B Watkyns Subcouncil 4 Ald C Justus Subcouncil 16 Ald D Qually Subcouncil 5 Cllr R Rau Subcouncil 17 Cllr G March Subcouncil 6 Cllr W Jaftha Subcouncil 18 Cllr M Oliver Subcouncil 7 Cllr G Fourie Subcouncil 19 Ald F Purchase Subcouncil 8 Cllr S Pringle Subcouncil 20 Cllr I Iversen Subcouncil 9 Cllr J Thuynsma Subcouncil 21 Cllr S Vuba Subcouncil 10 Cllr P Mngxunyeni Subcouncil 22 Cllr J Heuvel Subcouncil 11 Cllr M Nikelo Subcouncil 23 Cllr N Bent Subcouncil 12 Cllr E Andrews Subcouncil 24 Cllr X Sotashe

94 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Ward committees Ward committees consist of up to ten members of civil society in each ward, elected from ten sectors determined by the Speaker in each ward. They meet at least every six months under the chairmanship of the ward councillor, to advise, monitor and represent the interests of the ward. Executive Management Team (EMT) FRAMEWORKS The EMT leads the City’s drive to achieve its strategic objectives, as outlined in the IDP each year.

Macro-organisational design: City Manager and executive directors AND GOVERNANCE MANAGEMENT The following diagram represents the City’s macro structure:

CITY MANAGER TIONS ASSU MP

EXECUTIVE MANAGEMENT TEAM T H E 2012 – 2017 M TREF

CORPORATE SERVICES COMPLIANCE AND AUXILIARY HEALTH HUMAN SETTLEMENTS TO SERVICES A PPL IED W OF BUDGET W OVERVIE UTILITY SERVICES FINANCE COMMUNITY SERVICES TRANSPORT FOR CAPE TOWN

ECONOMIC, ENVIRONMENTAL TOURISM, EVENTS

AND SPATIAL PLANNING AND MARKETING ORE C ARD

SOCIAL DEVELOPMENT AND EARLY CHILDHOOD DEVELOPMENT SAFETY AND SECURITY S C OR P ORATE 2012/13 – 2016/17

Figure 6.2: Senior administrative structure YEAR C

Table 6.2: Members of the Executive Management Team FIVE -

Achmat Ebrahim City Manager Adv Tshidi Mayimele-Hashatse Executive Director (ED): Corporate Services Seth Maqetuka ED: Human Settlements Richard Bosman ED: Safety and Security Dr Weziwe Mahlangu-Mathibela ED: Health ANNE X URES Kevin Jacoby Chief Financial Officer Gisela Kaiser ED: Utility Services Lokiwe Mtwazi ED: Community Services Gerhard Ras ED: Compliance and Auxiliary Services Melissa Whitehead Commissioner: Transport for Cape Town Anton Groenewald ED: Tourism, Events and Marketing Dr Ivan Bromfield ED: Social Development and Early Childhood Development L PL ANS L O P ERATIONA

Jacob Hugo ED: Economic, Environmental and Spatial Planning and C STRATEGI OF statutory L IST

ID P T H E TO U P DATES 2013 CH ANGES and

l es and figures tab List of abbreviations, of abbreviations, List

INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 95 96 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW C E GOVERNAN AND FRA M E W OR K S M ENT M ANAGE

OVERVIEW OF BUDGET ASSUMPTIONS APPLIED TO THE 2012 – 2017 MEDIUM-TERM REVENUE AND EXPENDITURE FRAMEWORK

Introduction 98 National and provincial government influences 99 APPLIED TO THE 2012 – 2017 MTREF TO APPLIED Expenditure analysis – a three-year preview 100 ASSUMPTIONS OF BUDGET OVERVIEW Revenue analysis – a three-year preview 101 ORE C ARD S C OR P ORATE 2012/13 – 2016/17 YEAR C FIVE - ANNE X URES L PL ANS L O P ERATIONA C and C STRATEGI OF statutory L IST

ID P T H E TO U P DATES 2013 CH ANGES and

l es and figures tab List of abbreviations, of abbreviations, List

INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 97 FIVE-YEAR STRATEGIC 2014/15 REVIEW 2014/15 – 2016/17 MEDIUM-TERM REVENUE AND EXPENDITURE FRAMEWORK

Introduction Financial strategic approach Section 26 in chapter 5 of the Municipal Systems Act No 32 of 2000 The 2014/15 MTREF period represents the third year of the prescribes the core components of the IDP. Section 26(h) requires City’s five-year IDP period. the inclusion of a financial plan, which should include a budget Changes to recent years’ structures, protocols and processes projection for at least the next three years. This financial plan aims envisage three separate budget committees, each with a different to determine the financial affordability and sustainability levels of focus of attention and responsibilities. This was implemented to the City over the medium term. ensure further, improved strategic alignment of the budget with the The Municipal Budget and Reporting Regulations (particularly part 2, IDP. In addition to the Budget Steering Committee (BSC) established “Budget-related policies of municipalities”) require the accounting in terms of the Municipal Budgeting and Reporting Regulations officer to ensure that budget-related policies are prepared and (MBRR), the two additional budget committees, namely the Budget submitted to Council. One of these policies relates to the long-term Strategy Committee (BSM) and the Budget Oversight Committee financial plan, which aims to ensure that all long-term financial (BOC), were established for the 2014/15 budget process. The planning is based on a structured and consistent methodology, purpose of the BSM is to ensure that the budget is aligned with the thereby ensuring long-term financial affordability and sustainability. City’s strategies, whereas the BOC has an oversight role ensuring A municipality’s financial plan integrates the financial relationships that the overall strategic alignment is being met. of various revenue and expenditure streams to give effect to The 2014/15 MTREF process commenced with a technical the IDP. It provides guidance for the development of current analysis of previous years’ performance outcomes, an budgets, and assesses financial impacts on outer years’ budgets, by incorporating capital expenditure outcomes, operating assessment of the economic outlook, and consultation with expenditure trends, optimal asset management plans and the various role players. consequential impact on rates, tariffs and other service charges. The process encompassed the following:

The City has a financial model (Medium-Term Revenue and • BSM provided the framework and strategic direction for Expenditure Framework, or MTREF), which aims to determine the budget the appropriate mix of financial parameters and assumptions • MTREF model forecasted, taking above direction into account within which the City should operate to facilitate budgets that are affordable and sustainable at least ten years into the future. In • Continuous MTREF presentations to EMT, BSC and the BSM addition, it identifies the consequential financial impact of planned • DP community consultations capital projects on the municipality’s operating budget. • Presentations by directorates at budget hearings on their The MTREF model is reviewed annually to determine the most business improvement measurements, funding the IDP and affordable level at which the municipality can operate optimally, capital investment plans for the three-year MTREF period taking into account the fiscal overview, economic climate, national • Presentations by the trading services with regard to their and provincial influences, IDP and other legislative imperatives, as proposed budgets and tariff increases well as internal governance and community consultation. Economic outlook and external factors According to the Bureau for Economic Research (BER), growth performance is expected to revert back to the long-term average. This forecast is due to the international financial markets recovering from the European sovereign debt crisis and the assumption that positive politics and improved economic policies will be experienced domestically. As a result, according to BER, GDP is expected to recover in 2015 to 3% and increasing steadily to 3,6% in 2017.

Oil prices are still currently volatile due to the negative fluctuations of the R/$ exchange rate and uncertainties around potential supply disruptions stemming from political tension in the Middle East. Oil prices are projected to remain at the high rate of between $100 and $110 per barrel for 2015. BER further forecasts the rand to end 2014 at an average of R10,89/$, and is expected to end 2015 at R10,30/$. Consumer price index forecasts CPI is expected to remain within the Reserve Bank inflation target range of between 3% and 6%. CPI forecasts for the next three years are expected to remain at the upper end of the range due to food, petrol and energy costs. The graph below depicts the CPI for the past years and projections for the next five years as per the BER.

98 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW vi. Steps are under way to reduce long-term office accommodation and government housing costs and make further savings from electricity demand management measures in government buildings. C E GOVERNAN

With regard to the aforementioned issues, the City has further AND

expanded its EPWP for the 2014/15 financial year, has in the FRA M E W OR K S 2013/14 financial year already implemented cost-cutting

initiatives where provisions for national and international travel M ENT M ANAGE were reduced and stricter approval mechanisms applied, and Figure 7.1: Consumer price index trends – actual and forecast catering and entertainment budgets were reduced. In addition, BER has forecast CPI as 5,9%, 5,7% and 5,4% for the calendar the City continuously assesses efficiencies in the utilisation of years 2014 to 2016 respectively. The City’s forecast CPI in office accommodation. municipal financial years is 5,8% for 2014/15, 5,6% for 2015/16 and 5,4% for 2016/17. Years 1 and 2 are higher than b) MFMA Circular 70 the inflation forecasts set out in NT Circular 70, which estimated • Cognisance was also taken of MFMA Circular No 70 – 5,6% and 5,4% respectively for 2014/15 and 2015/16. Municipal Budget Circular for the 2014/15 MTREF, which APPLIED TO THE 2012 – 2017 MTREF TO APPLIED National and Provincial Government included the following: ASSUMPTIONS OF BUDGET OVERVIEW influences • Municipalities must adopt a conservative approach when In drafting the 2014/15 MTREF, special attention was given to projecting their expected revenues and cash receipts national and provincial influences which included the following: • Municipalities should carefully consider affordability of tariff ORE C ARD increases a) Medium-Term Budget Policy Statement (MTBPS) • Municipalities should also pay particular attention to The MTBPS outlined strategies and interventions required managing revenue effectively, and carefully evaluate all S C OR P ORATE by local government in achieving economic stability and 2012/13 – 2016/17 spending decisions YEAR C higher levels of growth, including the following: • Municipalities must implement cost-containing measures FIVE - i. Expanding public sector investment in infrastructure as approved by Cabinet to eliminate non-priority spending through ensuring that the budgets and MTREFs acknowledge that capital programmes need a balanced • Strengthening procurement to obtain value for money, and funding structure, addressing not only backlogs in fighting against corruption services but also investment in new infrastructure, as • Local government budget and financial management well as renewing current infrastructure. reforms, including the regulation of Standard Chart of

ii. Sustainable job creation – municipalities are to ensure Accounts (SCOA), the financial implication of SCOA and ANNE X URES that, in drafting their 2014/15 budgets and MTREFs, they management accounting, and its impact on tariff setting continue to explore opportunities to promote labour- • Guidelines for the 2014/15 MTREF electricity, water, intensive approaches to delivering services, and fully sanitation and solid waste tariffs participate in the Expanded Public Works Programme. • Municipalities are urged to sign service-level agreements iii. Municipalities must act as catalysts for economic and recover costs where unfunded/underfunded mandates growth through creating an enabling environment for are performed on behalf of other spheres of government. investment and other activities that foster job creation. Unfunded/underfunded mandates pose an institutional and iv. Implementing the National Development Plan through financial risk to the municipality, as substantial amounts of expanding electricity, transport and communications own funding are allocated to non-core functions at the PL ANS L O P ERATIONA capacity, and promoting industrial competitiveness. expense of service delivery and C STRATEGI OF statutory The MTBPS further highlighted the current financial L IST position of the country, and urged municipalities to Financial modelling and key planning drivers minimise costs and abuse. The following six focus areas The alignment of the strategy of the City and the budget

were highlighted for the period ahead: included alignment with: i. Consultant services: Improved contract management, • the Integrated Development Plan; ID P stricter control of consultancy fees, and each • resource prioritisation within the IDP objectives according government entity should develop a consultancy to the City’s Economic Growth Strategy (EGS) and the Social T H E TO U P DATES reduction plan over the course of this financial year. Development Strategy (SDS); 2013 CH ANGES and ii. No credit cards. • the City’s transversal goals as set out by the economic and iii. Travel and related costs: Restricting the type of cars social clusters; hired and the number of officials travelling • core economic, financial and technical data obtained at local

iv. Advertising: Guidelines to limit non-essential costs and national level; and and for better use of GCIS facilities will be developed. • other issues deemed important by Mayco. v. Catering and event costs: Guidelines to be developed for The outcome of the MTREF modelling performed incorporated reducing event costs, including better use of government the above, and the ensuing paragraphs outline the assumptions facilities rather than outside venues for meetings. l es and figures tab

on which the MTREF was compiled. of abbreviations, List No public funds to be used for purchase of alcohol. The entertainment allowance will be limited to R2 000.

INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 99 The principles applied to the MTREF in determining and and Sanitation collection ratio is as a result of lower-than- maintaining an affordability envelope included: anticipated actual outcomes. Current debt management initiatives being implemented are intended to raise the • higher-than-inflation repairs and maintenance provisions to attain nationally benchmarked levels to ensure and collection ratio to targeted levels. enhance preservation of the City’s infrastructure; The housing collection ratio is also expected to increase over • higher increases to selected cost elements subjected to the 2014/15 MTREF, which is due to initiatives that include higher-than-average inflationary pressure, e.g. staff costs; expanded housing debt management and the payers’ • a 100% capital expenditure implementation rate assumed; incentive scheme. • credible collection rates based on collection achievements R951 million was provided for debt impairment in the to date, and incorporating improved success anticipated in 2014/15 budget and is based on an average collection ratio selected revenue items; of 94% (excludes housing). The graph below shows the debt • reprioritisation of the operating budget to give effect to impairment for the period 2012/13 to 2016/17. the MTBPS and National Treasury Circular 79, and to ensure strategic alignment of the budget; and 1 400 1 200 • national and provincial allocations as per the 2013 DORA 1 000 and 2013 Western Cape Provincial Gazette. 800 Rm 600 400 EXPENDITURE ANALYSIS 200 – – A THREE-YEAR PREVIEW Audited Base budget Budget year Budget year + 1 Budget year + 2 outcome 2012/13 2013/14 2014/15 2015/16 2016/17 General inflation outlook and its impact on municipal activities Figure 7.3: Provision for bad debts – 2012/13 to 2016/17 CPI projected for the City is 5,8% for 2014/15, 5,6% and 5,4% Salary increases – salaries, wages for 2015/16 and 2016/17 respectively. These levels are within and related staff costs the South African Reserve Bank (SARB) inflation targeting range of between 3% and 6%, and are depicted in the graph below. A three-year salary and wage collective agreement was entered into in 2012. The term of the agreement covers the 2012/13 to 7% 2014/15 period; in the absence of an agreement for the two 6% outer years of this MTREF period, the provisions provided for 5 CCT’s CPI 2014/15 were also assumed for the two outer years. 4% projection

3% In terms of the agreement, the salary and wage increases were Inflation target Percentage (%) Percentage 2% range annually calculated for all three years, using the average CPI for

1% the period 1 February of the previous year to 31 January of the current year. 0 Base budget Budget year Base budget Budget year 2013/14 2014/15 +1 2015/16 +2 2016/17 The agreement further stipulates that if, in any of these years, Figure 7.2: Consumer price index projections the average CPI percentage, as per the calculation above, is less and Reserve Bank inflation target range than 5%, the average CPI will be deemed to be 5%, and in the event that the average CPI is above 10%, the average CPI will be Collection rates for revenue services deemed to be 10%. In accordance with relevant legislation and national directives, the City’s projected revenue recovery rates are based on The actual CPI for the period 1 February 2013 to 31 January 2014 realistic and sustainable trends. In calculating the working (as per Statistics South Africa) is 5,79%; the salary provision made capital reserve, the following collection ratios were applied: for the 2014/15 MTREF is therefore 6,79% (5,79%+1%). Table 7.1: Service revenue collection rates In addition, provision was made for an incremental allowance of 2% to cater for performance and other notch increases. Base budget The graph below shows the consistent above-CPI salary increases 2013/14 2014/15 2015/16 2016/17 for the last three years and for the projected MTREF period. Services (%) (%) (%) (%) 9 Rates 96,00 96,00 96,00 96,00 8 7 Electricity 98,00 98,00 98,00 98,00 6 Water 92,50 90,60 89,50 89,00 5 4 Sanitation 92,50 90,60 90,00 90,50 3 Refuse 93,00 95,00 95,00 95,00 (%) Percentage 2 1 0 Housing 47,00 50,40 52,00 54,60 Budget Budget Budget Actual Actual Actual Base budget year year + 1 year + 2 Property rates and electricity’s collection ratios are expected 20010/11 20011/12 20012/13 20013/14 2014/15 2015/16 2016/17 Salary to remain constant over the 2014/15 MTREF period. Refuse increases 8.40% 7.00% 7.00% 6.84% 6.79% 6.70% 6.40% CCT’s CPI collection rates are expected to increase from 93% to 95% projection 5.60% 4.00% 5.40% 5.60% 5.80% 5.60% 5.40% from 2013/14 to 2014/15, in line with recent years’ trends. Figure 7.4: Above-CPI salary increases The year-on-year phased downward alignment of the Water

100 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Ensuring maintenance of existing assets: REVENUE ANALYSIS – Repairs and maintenance A THREE-YEAR PREVIEW NT Circular 70 reminded municipalities to consider the budget Growth or decline in tax base and services management issues that were discussed in previous circulars. of the municipality: C E GOVERNAN

NT Circulars 54, 55 and 58 stressed the importance of securing AND Service growth the health of a municipality’s asset base by increased spending FRA M E W OR K S on repairs and maintenance. NT Circular 55 further stated that The current unstable economic climate has restricted material service growth projections. The respective projected growth “allocations to repairs and maintenance, and the renewal of M ENT M ANAGE existing infrastructure must be prioritised. Municipalities must for the City’s services is as follows: provide detailed motivations in their budget documentation if Rates allocations do not meet the benchmarks”. NT Circular 55 and 70 set Service growth applied for rates has reduced from 1% in the percentage norm of operational repairs and maintenance to 2013/14 to 0,5% over the 2014/15 MTREF. asset value (write-down value) of the municipality’s property plant and equipment (PPE) at 8%. This ratio outcome for the City Water and sanitation averages 8,8% annually over the 2014/15 MTREF. A service growth of 1% was applied to water and sanitation To give effect to the above directives, repairs and maintenance over the 2014/15 MTREF. This is based on the average growth

over the past years, on the revenue-generating portion of THE 2012 – 2017 MTREF TO APPLIED was budgeted at 3% above CPI over the 2014/15 MTREF. ASSUMPTIONS OF BUDGET OVERVIEW water volumes. The graph below shows the increasing expenditure trend on repairs and maintenance from 2012/13 and projected to 2016/17. Electricity

Electricity shows shrinkage in sales over the 2014/15 MTREF. ORE C ARD 4 000 3 500 This is due to the impact of energy-saving plans and increasing 3 000 tariffs, which are reducing consumption. The electricity 2 500 sales base is expected to shrink by 1,75% (2014/15) and 1% S C OR P ORATE 2 000 2012/13 – 2016/17 Rm (2015/16 and 2016/17) over the MTREF period. YEAR C 1 500

1 000 FIVE - 500 Refuse – A 2% service growth was applied over the 2014/15 MTREF Audited outcome Base budget Budget year Budget year + 1 Budget year + 2 2012/13 2013/14 2014/15 2015/16 2016/17 for refuse. This is as a result of the growth in the demand for refuse services. Figure 7.5: Repairs and maintenance expenditure trends Major tariffs and charges: Interest rates for borrowing and investment Rates and trading services ANNE X URES of funds The adverse impact of the current economic climate, coupled Borrowing interest rates are factored at a prime rate with the demand for new and upgraded infrastructure, made stabilising at 11% over the 2014/15 MTREF. The investment tariff increases higher than CPI levels inevitable. interest rate has improved from the previous financial NT Circular 70 of December 2013 stated: “National Treasury period by 0,5%. An average of 5,50% was forecast over the also continues to encourage municipalities to keep increases 2014/15 MTREF. in rates, tariffs and other charges at levels that reflect an 12 appropriate balance between the interests of poor households,

10 Investments other customers and ensuring the financial sustainability of interest rates the municipality. For this reason municipalities must justify 8 PL ANS L O P ERATIONA

Borrowing in their budget documentation all increases in excess of the and C STRATEGI OF statutory 6 interest rate 6,0 per cent upper boundary of the South African Reserve L IST 4 CCT’s CPI Percentage (%) Percentage projection Bank’s inflation target in the budget narratives.” Nevertheless, 2 it further indicates that tariffs should be cost-reflective. In

0 this regard, the following represents the revenue increases

Base budget Budget year Budget year + 1 Budget year + 2 ID P 2013/14 2014/15 2015/16 2016/17 included over the 2014/15 MTREF.

Figure 7.6: Investment and borrowing interest rates T H E TO U P DATES 2013 CH ANGES and Operating financing of capital Calculation of depreciation on new capital expenditure is based on variables such as asset class life span, ranging between nine and 50 years, depending on the nature of the asset. An annual capital expenditure implementation rate of 100% was assumed. Depreciation of existing assets is based on simulated SAP data, which reflect actual values per annum. Assets under construction (AUC) are calculated based on asset

class life span and projected capitalisation dates. l es and figures tab List of abbreviations, of abbreviations, List

INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 101 The average water and sanitation revenue increase for 2014/15 16 is at 8,00%, and averages 10,64% over the two outer years. 14 The higher-than-CPI tariff increase requirement is a result of 12 the additional cost required to service informal settlements, 10 to keep pace with the demand for maintenance of current infrastructure, to cater for increased water demand, to ensure 8 compliance with the wastewater treatment works legislation

Percentage (%) Percentage 6 issued by the Department of Water Affairs, the investment in 4 new infrastructure as well as to absorb the cost impact of the 2 lower collection ratio projected for the 2014/15 MTREF. 0 Solid waste Base budget Budget year Budget year + 1 Budget year + 2 2013/14 2014/15 2015/16 2016/17 According to Circular 70, “municipalities are once again Property rates 6,10% 6,00% 6,00% 6,00% reminded that, in many instances, waste tariffs do not cover the cost of providing the different components of the service. Where Electricity 7,86% 7,63% 8,50% 8,75% this is the case, municipalities should aim to have appropriately Water 9,53% 8,00% 10,35% 10,92% structured, cost-reflective solid waste tariffs in place by 2015”. Sanitation 9,53% 8,00% 10,35% 10,92% Refuse 6,32% 5,87% 6,07% 5,75% The disposal average increase for 2014/15 is at 8,56%. This increase, among other, is required for the rehabilitation Disposal 7,06% 8,56% 13,87% 10,27% of landfill sites and for the operating costs relating to the new CCT’s CPI projection 5,60% 5,80% 5,60% 5,40% transfer station. The 5,87% average increase for refuse in Figure 7.7: Average service revenue increases 2014/15 is to maintain and improve the standard of refuse removal services. Property rates Housing rental stock The rates revenue increase is at 6% over the 2014/15 MTREF, The monthly rental charge for the City’s housing rental i.e. within the inflation target range. This increase will enable properties is based on a rate per square meter applied to the the City to provide for the recurrent operating costs, new budget size of the unit being rented, coupled with a set of premiums/ realities and the investments in new infrastructure for rate-funded deductions based on the location, maintenance level, services. facilities, etc of the property for which the rent is charged. Electricity The rates for 2014/15 are as follows: • Rental (per square metre): R8,20 The NERSA-approved electricity bulk purchases increase for 2014/15 is 8,06%. Based on this, the City’s average revenue • Rental (per square metre, including water charges, where increase requirement is 7,63% for the 2014/15 financial year applicable): R11,58 and 8,50% and 8,75% for the two outer years respectively. • The applicable premiums and deductions associated with The higher-than-CPI increase is attributed to various factors, the unit which would include the higher-than-CPI Eskom increase and Impact of national, provincial and local policies salary increases. It furthermore caters for the increased costs of on operating revenue finance charges to the previous financial year due to increased investments in new infrastructure to ensure continued optimal Fuel levy service delivery, and an increase in the number of revenue The general fuel levy is legislated by the Taxation Laws collection teams to further improve the collection ratio. Amendment Act (2009), which makes provision that each metro’s share be announced through a Government Gazette. Water and sanitation The fuel levy-sharing amounts for each metro are therefore According to NT Circular 70, municipalities were previously published annually through a notice in the Government advised that “if the water and sanitation tariffs are not fully cost- Gazette. reflective, the municipality should develop a pricing strategy to phase in the necessary tariff increases in a manner that spreads The fuel levy allocation is based on the latest available fuel the impact on consumers over a period of time”. It was further sales figures within the jurisdiction of the City as a metro. advised that “as per the guidance in previous budget circulars, The following indicative amounts were allocated to the City as municipalities are expected to have cost-reflective tariffs for the per the 2014/15 allocation letter received from Treasury: 2014/15 MTREF for both water and sanitation. Should this not be 2014/15 – R2,003 billion the case, municipalities will be required to clearly articulate the 2015/16 – R2,083 billion reasons within the budget document, including remedial actions in rectifying this position”. 2016/17 – R2,180 billion

102 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Equitable share The reviewed equitable share formula provides a subsidy for the provision of free basic water, electricity, sanitation and refuse removal services for every poor household. It also provides funds for the institutional costs of municipalities, and a community

services component that provides funding towards the provision of core municipal services not included under basic services. C E GOVERNAN To ensure that the funds for institutional costs and non-trading services are targeted at poorer municipalities, the formula applies AND a revenue-adjustment factor, reflecting municipalities’ ability to generate their own revenue. The revised formula used data from FRA M E W OR K S the 2011 Census, which are to be updated annually to reflect estimates of population growth and projected increases in the cost

of services such as water and electricity. M ENT M ANAGE Table 7.2: Equitable share formula Structure of the local government equitable share formula LGES = BS + (I + CS)xRA ± C where LGES is the local government equitable share

BS is the basic services component – basic services subsidy x number of poor households THE 2012 – 2017 MTREF TO APPLIED OVERVIEW OF BUDGET ASSUMPTIONS ASSUMPTIONS OF BUDGET OVERVIEW I is the institutional component – base allocation + [allocation per councillor *number of council seats] CS is the community services component – [municipal health and related services allocation x number of households]

+ [other services allocation x number of households] ORE C ARD RA is the revenue adjustment factor

C is the correction and stabilisation factor S C OR P ORATE 2012/13 – 2016/17 YEAR C

Equitable share provisions included in the budget are based on the 2014 Division of Revenue Bill (DORb). Based on the calculation FIVE - as set out above, the City had a revenue adjustment factor of zero, which meant that it did not receive any allocation from the institutional and non-trading services components to which the factor was applied. The following indicative equitable share amounts were allocated to the City as per the 2014 DORb: 2014/15 – R1,497 billion 2015/16 – R1,796 billion ANNE X URES 2016/17 – R2,026 billion Capital funding sources The total capital budget included for the three-year MTREF period is as follows:

Table 7.3: Capital funding sources 2014/15 2015/16 2016/17 Funding source R’000 R’000 R’000 Capital grants and donations 2 882 853 2 456 221 2 456 911 L PL ANS L O P ERATIONA

Capital replacement reserve 838 391 636 740 614 249 and C STRATEGI OF statutory Revenue 139 770 17 467 15 534 L IST External financing fund 2 350 301 2 555 179 2 387 773

Total 6 211 315 5 665 607 5 474 467

Grants received from National Government and Province remain a significant funding source over the 2014/15 MTREF. ID P External financing fund (EFF) over the three years averages R2,43 billion. T H E TO U P DATES Borrowing and credit rating 2013 CH ANGES and The City’s borrowing occurs in terms of chapter 6 of the MFMA and the City’s borrowing policy, and is influenced by the capital investment/EFF requirement for the 2014/15 MTREF. The City requires a credit rating to demonstrate its ability to meet its financial obligations. Potential lenders also use this rating to assess the City’s credit risk, which in turn affects the pricing of any subsequent loans taken. Factors used to evaluate the creditworthiness of municipalities include the economy, debt, finances, politics, management and institutional framework. Moody’s Investors Service has rated the City’s credit rating as Aa3.za on 10 February 2014, which reflects the City’s strong budgetary performance and its good liquidity position. The City is rated at the high-end of the range of South African municipalities rated by Moody, and it is expected that the City will maintain this relatively strong financial position in the medium term. The negative l es and figures tab outlook on the City’s rating mirrors the negative outlook on South Africa’s sovereign rating. This position can only be improved by of abbreviations, List the stabilisation or upgrade of the sovereign rating.

INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 103 Table 7.4: Credit rating for the City of Cape Town Current rating Previous rating Category Currency 10 February 2014 2 April 2013 Outlook – Negative Negative NSR Issuer Rating – Dom Curr Rand Aa3.za Aa3.za NSR ST Issuer Rating – Dom Curr Rand P-1.za P-1.za NSR Senior Unsecured – Dom Curr Rand Aa3.za Aa3.za

The definitions of the rating categories are as follows: • Negative outlook – Reflects that a credit rating assigned to an issuer may be lowered. • NSR Issuer Rating – Aa3.za – Issuers or issues rated A.za present above-average creditworthiness relative to other domestic issuers. • NSR Issuer Rating – Aa2.za – Issuers or issues rated Aa.za demonstrate very strong creditworthiness relative to other domestic issuers. • NSR ST Issuer Rating – P-1.za – Issuers (or supporting institutions) rated Prime-1 has a superior ability to repay short-term debt obligations. • NSR Senior Unsecured – Issuers demonstrate very strong creditworthiness relative to other domestic issuers.

Major parameters to the operating budget Table 7.5: Operating budget parameters 2014/15 2015/16 2016/17 % % % CPI 5,80 5,60 5,40 COLLECTION RATES Rates 96,00 96,00 96,00 Electricity 98,00 98,00 98,00 Water 90,60 89,50 89,00 Sanitation 90,60 90,00 90,50 Refuse 95,00 95,00 95,00 Housing 50,40 52,00 54,60 REVENUE PARAMETERS (excluding organic growth): Rates 6,00 6,00 6,00 Electricity 7,63 8,50 8,75 Water 8,00 10,35 10,92 Sanitation 8,00 10,35 10,92 Refuse 5,87 6,07 5,75 Disposal 8,56 13,87 10,27 REVENUE PARAMETERS (including organic growth): Rates 6,50 6,50 6,50 Electricity 5,88 7,50 7,75 Water 9,00 11,35 11,92 Sanitation 9,00 11,35 11,92 Refuse 7,87 8,07 7,75 EXPENDITURE PARAMETERS Salary increase (SALGA agreement) 6,79 6,70 6,40 Increment provision 2,00 2,00 2,00 General expenses 5,80 5,60 5,40 Repairs and maintenance 8,80 8,60 8,40 Interest rates Interest paid 11,00 11,00 11,00 Interest on investment 5,50 5,50 5,50 OTHER R’billion R’billion R’billion Capital (EFF component) expenditure 2,350 2,555 2,388 Equitable share allocation 1,497 1,796 2,026 Fuel levy 2,003 2,083 2,180

104 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW C E GOVERNAN AND FRA M E W OR K S M ENT M ANAGE TIONS ASSU MP

T H E 2012 – 2017 M TRF TO A PPL IED W OF BUDGET W OVERVIE

FIVE-YEAR CORPORATE SCORECARD 2012/13 – 2016/17 (2014/15 Year)

Reviewed five-year corporate scorecard 2012/13 – 2016/17 106 Five-year corporate scorecard 2012/13 – 2016/17 (2014/15 year) 110 2012/13 – 2016/17 FIVE-YEAR CORPORATE SCORECARD SCORECARD CORPORATE FIVE-YEAR ANNE X URES L PL ANS L O P ERATIONA C and C STRATEGI OF statutory L IST

ID P T H E TO U P DATES 2013 CH ANGES and

l es and figures tab List of abbreviations, of abbreviations, List

INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 105 FIVE-YEAR STRATEGIC 2014/15 REVIEW FIVE-YEAR CORPORATE SCORECARD 2012/13 – 2016/17

Reviewed FIVE-YEAR CORPORATE SCORECARD 2012/13 – 2016/17 (2014/15 year review)

Actual Baseline1 Proposed targets SFA Objective Key performance indicator 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 1.1 Create an enabling 1.A Percentage of building plans 69,32% 80,7% 82% 85% 87% 90% environment to attract approved within statutory investment that generates timeframes (30 – 60 days) economic growth and job creation 1.2 Provide and maintain 1.B Percentage spend of capital 92,8% 92,91% 91% 92% 93% 94% economic and social budget R4,233 bn infrastructure to ensure 1.C Rand value of capital invested R1,309 bn R2,1 bn R1,8 bn R1,8 bn – – infrastructure-led in engineering infrastructure economic growth and development 1.D Percentage spend on repairs 100% 104,68% 100% 95% 95% 95% and maintenance 1.E Number of outstanding valid 0,43% < 0,65% < 1% < 0,9% < 0,8% < 0,7% applications for water services, expressed as a percentage of total number of billings for the service 1.F Number of outstanding valid 0,09% < 0,57% < 1% < 0,9% < 0,8% < 0,7% applications for sewerage services, expressed as a percentage of total number of billings for the service 1.G Number of outstanding valid 0,16% < 0.13% < 1% < 0,9% < 0,8% < 0,7% applications for electricity services, expressed as a percentage of total number of billings for the service 1.H Number of outstanding 0,01% < 0,00% < 1% < 0,9% < 0,8% < 0,7% valid applications for refuse collection service, expressed as a percentage of total number SFA 1 – THE OPPORTUNITY CITY THE OPPORTUNITY 1 – SFA of billings for the service 1.I Number of Expanded Public 26 403 35 556 37 500 40 000 42 500 45 000 Works Programme (EPWP) opportunities created 1.3 Promote a sustainable 1.J Percentage of treated potable New (2) New (2) 20,20% 19,70% 19,20% 18,70% environment through water not billed the efficient utilisation of resources 1.4 Ensure mobility through 1.K Number of passenger journeys New 3 113 329 5,3 m 8 m 15 m 19 m the implementation of an on the MyCiTi public transport effective public transport system system 1.5 Leverage the City’s 1.L Percentage development of New (2) New (2) 48,66% 70% 85% 95% assets to drive economic an immovable property asset growth and sustainable management framework development 1.6 Maximise the use of 1.M (a) Number of external trainee 531 954 700 750 800 850 available funding and and bursary opportunities programmes for training (excluding apprentices) and skills development 1.M (b) Number of apprentices 108 314 250 270 300 320

106 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW C E GOVERNAN

REVIEWED FIVE-YEAR CORPORATE SCORECARD 2012/13 – 2016/17 AND

(2014/15 year review) FRA M E W OR K S

Actual Baseline1 Proposed targets

SFA Objective Key performance indicator M ENT M ANAGE 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2.1 Expanding staff and capital 2.A Community Satisfaction Survey 2,7 2,5 2,8 2,8 2,8 2,9

resources in policing (score 1 – 5) – safety and security TIONS departments and emergency 2.B Reduce number of accidents at five New 321 367 362 358 353 ASSU MP services to provide improved highest-frequency intersections services to all, especially the 2.C Percentage response times for fire 82% 84% 80% 80% 80% 80%

most vulnerable communities T H E 2012 – 2017 M TRF

incidents within 14 minutes from TO call receipt up to arrival

(2) (2) A PPL IED

2.2 Resource departments 2.D Number of operational specialised New New 14 14 14 14 OF BUDGET W OVERVIE in pursuit of optimum units maintained operational functionality 2.3 Enhance information-driven 2.E Percentage budget spent on New (2) New (2) 15% 40% 85% 90% policing with improved integrated information management SFA 2 – THE SAFE CITY 2 – SFA information-gathering capacity system and functional specialisation

2.4 Improve efficiency of policing 2.F Percentage staff successfully New (2) New (2) 70% 70% 70% 70% 2012/13 – 2016/17 and emergency staff through completing legislative training effective training interventions SCORECARD CORPORATE FIVE-YEAR 2.5 Improve safety and security 2.G Percentage of neighbourhood watch New (2) New (2) 60% 65% 70% 75% through partnerships satisfaction survey ANNE X URES L PL ANS L O P ERATIONA C and C STRATEGI OF statutory L IST

ID P T H E TO U P DATES 2013 CH ANGES and

l es and figures tab List of abbreviations, of abbreviations, List

INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 107 REVIEWED FIVE-YEAR CORPORATE SCORECARD 2012/13 – 2016/17 (2014/15 year review)

Actual Baseline1 Proposed targets SFA Objective Key performance indicator 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 3.1 Provide access to social 3.A Number of social development New 7 7 7 7 7 services for those who need it programmes implemented 3.B Number of recreation hubs where New 28 40 40 55 55 activities are held on a minimum of five days a week 3.2 Ensure increased access to 3.C Number of human settlements 7 141 12 416 innovative human settlements opportunities provided per year for to those who need it Serviced sites 6 391 4 400 5 142 4 000 4 000 Top structures 4 300 4 242 5 614 3 200 3 000 Other (CRU upgrades and shared 1 725 4 641 3 605 2 000 2 000 services provision to Reblocked Informal Settlements and backyarders) 3.3 Assess the possible sale or 3.D Number of deeds of sale New (2) New (2) 2 500 2500 tbd tbd transfer of rental stock to agreements signed with identified identified beneficiaries, using beneficiaries on transferrable rental established criteria units 3.4 Provide for the needs of 3.E Improve basic services informal settlements and 3.E (a) Number of water services points 277 599 1 020 1 040 1 070 1 100 backyard residences through (taps) provided improved services 3.E (b) Number of sanitation service 3 354 5 043 3100 3 100 3 100 3 100 points (toilets) provided SFA 3 – THE CARING CITY 3 – SFA 3.E (c) Percentage of informal 223 204 99% 99% 99% 99% settlements receiving door-to- door refuse collection service 3.F Number of electricity subsidised 1 050 918 1 500 1 500 1 500 1 500 connections installed 3.5 Provide effective 3.G Percentage compliance with 98,60% 99,3% 98% 98% 98% 98% environmental health services drinking water quality standards 3.6 Provide effective air quality 3.H Number of days when air pollution New 4 < 25 < 25 < 25 < 25 management and pollution exceeds RSA ambient air quality (including noise) control standards programmes 3.7 Provide effective primary 3.I New smear positive TB cure rate New 84,2% 83% 83% 84% 85% health-care services (2012/13) (2013/14) (2014/15) (2015/16) 3.8 Provide substance abuse 3.J Number of new clients screened New (2) New (2) 1 520 1 572 1 628 1 687 outpatient treatment and at the substance abuse outpatient rehabilitation services treatment centres 4.1 Ensure responsiveness by 4.A Percentage adherence to city-wide New 96,98% 100% 100% 100% 100% creating an environment where service standard based on all citizens can be communicated external notifications with and responded to 4.2 Provide facilities that make 4.B Customer Satisfaction Survey 3 3,1 3,1 3,1 3,1 3,1 citizens feel at home (score 1 – 5 Likert scale) – community facilities SFA 4 – THE INCLUSIVE CITY THE INCLUSIVE 4 – SFA

(1)  The baseline figures currently reflect the audited actual achievements as at 30 June 2013. These figures will be available on www.capetown.gov.za/idp after September 2014.

108 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW REVIEWED FIVE-YEAR CORPORATE SCORECARD 2012/13 – 2016/17 (2014/15 year review)

Actual Baseline1 Proposed targets

SFA Objective Key performance indicator C E GOVERNAN 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 AND 5.1 Ensure a transparent 5.A Number of municipal meetings New (2) New (2) 174 174 174 174 government, and work open to the public FRA M E W OR K S towards eradicating

corruption M ENT M ANAGE 5.2 Establish an efficient and 5.B Employee engagement index 35% Survey will be 39% Survey will be 3,6 Survey will be productive administration as measured in a biennial staff completed in completed in completed in

that prioritises delivery engagement survey the 2013/14 the 2015/16 the 2017/18 TIONS financial year financial year financial year ASSU MP 5.C Community Satisfaction Survey 2,7 2,9 2,8 2,9 2,9 3 (score 1 – 5) – city-wide

5.D Percentage of people from 65,70% 65,85% 78% 80% 82% 85% T H E 2012 – 2017 M TRF TO employment equity target groups employed in the three A PPL IED

highest levels of management OF BUDGET W OVERVIE in compliance with the City’s approved employment equity plan 5.E Percentage budget spent on 103,89% 102,04% 95% 95% 95% 95% implementation of WSP for the CITY WELL-RUN City THE 5.3 Ensure financial prudence, 5.F Opinion of the Auditor-General Unqualified Unqualified Clean audit Clean audit Clean audit Clean audit 5 – with clean audits by the audit audit 2012/13 – 2016/17 SFA Auditor-General

5.G Opinion of independent rating High High High High High High SCORECARD CORPORATE FIVE-YEAR agency investment investment investment investment investment investment rating of P-1. rating rating rating rating rating za Aa2.za (subject to (subject to (subject to (subject to (subject to sovereign sovereign sovereign sovereign sovereign rating) rating) rating) rating) rating) 5.H Ratio of cost coverage maintained New 2.67:1 2:1 2:1 2:1 2:1

5.I Net debtors to annual income New 20,31% 20,5% 21,5% 21,5% 21,5% ANNE X URES (ratio of outstanding service debtors to revenue actually received for services) 5.J Debt coverage by own billed New 3.24:1 2,5:1 2:1 2:1 2:1 revenue

(2) The indicator will be reported on in 2013/14. L PL ANS L O P ERATIONA C and C STRATEGI OF statutory L IST

ID P T H E TO U P DATES 2013 CH ANGES and

l es and figures tab List of abbreviations, of abbreviations, List

INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 109 FIVE-YEAR CORPORATE SCORECARD 2012/13 – 2016/17 (2014/15 year review) Indicator IDP Indicator definition 1.A Percentage of building 1.1 (e) Percentage of applications approved within statutory timeframes (30 – 60 days). The objective is to improve plans approved within approval time of the applications. This improvement are in the trend over the course of the five-year term of the statutory timeframes Integrated Development Plan, but targeted annually as the weighted average percentage achieved for the specific (30 – 60 days) year. The approval of building plans are measured within the statutory timeframes of <500 m2 (30 days) and >500 m2 (60 days). Refer section A7 of the National Building Regulations Act (103 of 1977). Date and time-stamped data: A cut-off date of three days of the next month is allowed for the capturing of the previous month’s production (i.e. 30th or 31st day of the month). Statistical data will be extracted on the fourth day with a date and time stamp, and reported accordingly as a weighted average percentage for the two categories of building plans.

1.B Percentage spend of 1.2 (b) Percentage reflecting year-to-date spend/total budget, less any contingent liabilities relating to the capital budget. capital budget The total budget is the Council-approved adjusted budget at the time of the measurement. Contingent liabilities are only identified at the year-end.

1.C Rand value of capital 1.2 (b) Investment in engineering infrastructure relates to growth, refurbishment and replacement of water, sanitation, invested in engineering electricity, solid waste (removal and disposal), roads, stormwater, transport and broadband infrastructure. infrastructure

1.D Percentage spend 1.2 (b) Percentage reflecting year-to-date spend (including secondary cost)/total repairs and maintenance budget. on repairs and Note that the in-year reporting during the financial year will be indicated as a trend (year-to-date spend). maintenance Maintenance is defined as the actions required for an asset to achieve its expected useful life. Planned maintenance includes asset inspection and measures to prevent known failure modes, and can be time or condition-based. Repairs are actions undertaken to restore an asset to its previous condition after failure or damage. Expenses on maintenance and repairs are considered operational expenditure. Primary repairs and maintenance cost refers to repairs and maintenance expenditure incurred for labour and materials paid to outside suppliers. Secondary repairs and maintenance cost refers to repairs and maintenance expenditure incurred for labour provided in-house/internally.

1.E Number of outstanding 1.2 (b) This indicator reflects the number of outstanding valid applications expressed as a percentage of total number of valid applications for active billings for the service (where down payment has been received), for water services (where valid applications water services, expressed translate into an active account) for domestic customers, as extracted from the City of Cape Town’s SAP database. as a percentage of total Proxy measure for NKPI. number of billings for the service

1.F Number of outstanding 1.2 (c) This indicator reflects the number of outstanding valid applications (where down-payment has been received) for valid applications for sewerage services (where valid applications translate into an active account), expressed as a percentage of total sewerage services number of active billings for the service. Billing equates to active contract accounts (sewerage services) for domestic expressed as a customers, as extracted from the City of Cape Town’s SAP database. percentage of total Proxy measure for NKPI. number of billings for the service

1.G Number of outstanding 1.2 (c) This indicator reflects the number of outstanding valid applications (where down-payment has been received) for valid applications for electricity services (meter and prepaid) (where valid applications translate into an active account), expressed as a electricity services, percentage of total number of active billings for the service. expressed as a Proxy measure for NKPI. percentage of total number of billings for the service

110 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW FIVE-YEAR CORPORATE SCORECARD 2012/13 – 2016/17 (2014/15 year review) Indicator IDP Indicator definition C E GOVERNAN

1.H Number of outstanding 1.2 (c) This indicator reflects the number of outstanding valid applications (C3 notifications) for a new refuse collection AND

valid applications services at the end of a reporting period, expressed as a percentage of total number of active billings for formal FRA M E W OR K S for refuse collection residential refuse collection service as at the end of the same reporting period. Billing equates to active contract

service, expressed as accounts (formal kerb-side refuse collection service) for domestic customers, as extracted from the City of Cape Town’s M ENT M ANAGE a percentage of total SAP database. number of billings for Proxy measure for NKPI.

the service TIONS

1.I Number of Expanded 1.2 (d) This indicator measures the number of work opportunities created through the Expanded Public Works ASSU MP

Public Works Programme (EPWP). Programme (EPWP) An EPWP work opportunity is paid work created for an individual on an EPWP project for any period of time, within T H E 2012 – 2017 M TRF

opportunities created TO the employment conditions of the Code of Good Practice for Special Public Works Programmes. A PPL IED

1.J Percentage of treated 1.3 (b) The percentage of treated potable water not billed pertains to non-revenue water. This is the volume of potable water OF BUDGET W OVERVIE potable water not billed that is treated, but is either lost or not billed for, expressed as a percentage of total potable water treated. It is calculated on a 12-month rolling basis in order to smooth out short-term fluctuations. The aim is to reduce the percentage of treated potable water not billed over the planned period, and is reflected in the targets.

1.K Number of passenger 1.4 (c) The take-up of the MyCiTi transport will be determined by the demand.

journeys on the MyCiTi 2012/13 – 2016/17 Definition of a passenger journey is calculated from the first boarding of a bus at a feeder stop or main station to the public transport system

last exit from a bus at a feeder stop or main station, and includes any transfers between buses (single journey). SCORECARD CORPORATE FIVE-YEAR

1.L Percentage 1.5 (a) This indicator measures the percentage of the weighted average of the components below: development of an 1. Development of a comprehensive immovable property asset register immovable property 2. Development of an immovable property asset management compliance framework asset management 3. Development of a centralised custodial role for immovable property asset management (communication) framework 4. Identification of all strategic immovable property assets

5. Development of a medium-term (five to ten-year) strategy for the release of immovable property ANNE X URES 6. The strategic acquisition and holding (land-banking) of new immovable property assets

1.M Number of external 1.6 (a) This measures the number of learning opportunities created for unemployed youth as a contribution to the trainee and bursary job-creation initiative and provision of real world-of-work exposure to graduates. This includes external bursaries opportunities created awarded, in-service student training opportunities, graduate internships, learnerships and apprenticeships. There are two measures under this indicator. Measure (a) includes external bursars, in-service student trainees, graduate interns and learners (learnership beneficiaries).

Measure (b) includes apprentices. PL ANS L O P ERATIONA C and C STRATEGI OF statutory

2.A Community Satisfaction 2.5 (a) This indicator measures community perception in respect of the prevailing levels of general disorder in the city. ‘Anti- L IST Survey (score 1 – 5) social behaviour and disorder’ are concepts frequently used in the law enforcement environment to describe the – safety and security prevailing sense of lawlessness in a particular area, and refers to minor crimes, bylaw offences, nuisances and traffic

offences that impact directly on the quality of life of residents. The City’s Community Satisfaction Survey measures

public perception around a number of these issues, including the following: ID P • Visible presence of traffic enforcement • Action taken against illegal land invasions T H E TO U P DATES

• Action taken against illegal dumping 2013 CH ANGES and • Acting on complaints relating to noise and other disturbances • Bylaws being enforced Total score in respect of the section in the survey that relates to anti-social behaviour and general disorder.

Questionnaires completed by residents as part of the City’s Community Satisfaction Survey, which inter alia measures public perception around the following: • Traffic enforcement • Illegal land invasion • Illegal dumping l es and figures tab • Noise and disturbances of abbreviations, List • General enforcement of the City’s bylaws

INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 111 FIVE-YEAR CORPORATE SCORECARD 2012/13 – 2016/17 (2014/15 year review) Indicator IDP Indicator definition 2.B Reduce number 2.1 (a) This indicator measures the decrease in vehicle accidents in the five identified highest-frequency accident locations. of accidents at five These locations are: highest-frequency • x Voortrekker Road; intersections • x Bosmansdam Road; • Section St x Koeberg Road; • Cannon Road x Voortrekker Road x Koeberg Road (Maitland); and • Victoria Road x N2-west ().

2.C Percentage response 2.1 (a) Percentage response times for fire incidents within 14 minutes from call receipt up to arrival times for fire incidents within 14 minutes from call receipt up to arrival

2.D Number of operational 2.2 This indicator will measure the number of specialised units in the three policing departments, i.e. Metro Police, specialised units Traffic and Law Enforcement, which the Safety and Security Directorate manages to maintain as operationally active maintained and fully capable of delivering on their specialised mandates.

2.E Percentage budget 2.3 (a) The indicator measures the percentage budget spent on the integrated information management system. spent on integrated information management system

2.F Percentage staff 2.4 (a) This indicator measures the percentage of members of the Metro Police, Traffic and Law Enforcement departments successfully completing that have undergone any legislative training intervention that is directly relevant to the performance of their legislative, occupation- operational duties, i.e. occupational specific training interventions. specific training interventions

2.G Percentage of 2.5 (a) This indicator will measure the percentage satisfaction with the City’s assistance to neighbourhood watches. neighbourhood watch satisfaction survey

3.A Number of social 3.1 (a) The indicator refers to the number of social developmental programmes implemented. Seven programmes have development been identified, and each programme will consist of a number of projects and interventions. The programmes are programmes listed below: implemented • Youth development • ECD training • Social entrepreneurship • Vulnerable groups (senior citizens, gender and disability) • Street people • Substance abuse • Poverty alleviation and reduction

3.B Number of recreation 3.1 (a) A recreation hub is a community facility which focuses on implementing a variety of sport and recreation activities hubs where activities for at least five days a week, at least three hours per day. Activities will target all sectors of the community, namely are held on a minimum children, youth and adults. Activities will be implemented by staff, volunteers, NGOs, clubs and federations. of five days a week

112 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW FIVE-YEAR CORPORATE SCORECARD 2012/13 – 2016/17 (2014/15 year review) Indicator IDP Indicator definition C E GOVERNAN

3.C Number of human 3.2 (d) A human settlements opportunity is defined under the following three categories: AND

settlements FRA M E W OR K S (a) Serviced sites are any property providing a municipal service on an individual basis to a household, including opportunities provided provision to households in multi-storey units, on high-density residential sites, as well as other non-residential sites

per year M ENT M ANAGE relating to integrated human settlements development , where the main source of funding is the Urban Settlements Development Grant (USDG) in terms of the Division of Revenue Act (DORA) for such purpose.

(b) Top structures are any built structure providing shelter to a household in a human settlements development TIONS by means of any national housing programme, where the main source of funding is the Human Settlements ASSU MP Development Grant (HSDG) in terms of DORA for such purpose.

(c) “Other” is the number of existing rental stock units undergoing major upgrades, and any number of households T H E 2012 – 2017 M TRF

provided with shared services and other services in the backyarder, re-blocking and informal settlements upgrade TO programmes. A PPL IED W OF BUDGET W OVERVIE Definition of a human settlements opportunity: A human settlements opportunity is incremental access to* and/ or delivery of one of the following housing products: (A) Subsidy housing (BNG), which provides a minimum 40 m² house; a fully serviced residential site, and may also include high-density residential sites relating to integrated human settlements development, as well as other non-residential sites relating to integrated human settlements development (B) Incremental housing, which provides a serviced site with or without tenure (C) Rental housing, which is new community residential units, upgrading and re-development of existing rental units and hostels (D) People’s Housing Process is beneficiaries who maximise their housing subsidy by building or organising the 2012/13 – 2016/17 building of their homes themselves (E) Land restitution includes land approved by Council or court decisions to valid

claimants (F) Social housing is new rental units, delivered by the City’s social housing partners (G) Gap housing is SCORECARD CORPORATE FIVE-YEAR a serviced plot, a completed unit for sale or affordable units for sale (H) Re-blocking of informal settlements is the reconfiguration of the layout of the settlements, and to allow improved access and levels of services. * Access to: is as contemplated in section 26 (1) of the Constitution of the Republic of South-Africa, 1996, i.e. “Everyone has the right to have access to adequate housing.” Note: An opportunity is specifically defined above, and is only counted at a point when specific evidence is available for auditing purposes. The delivery targets reflected on the corporate scorecard and the SDBIPs only reflects delivery ANNE X URES by the City. In some instances, delivery of a serviced site and a top structure may be on the same property, but is viewed as two opportunities (serviced site and top structure) to align with reporting requirements on expenditure for grant funding as two separate milestones. A separate report (not for auditing purposes) for information to Council will reflect total delivery in the City, which includes delivery by PCWC (N2, PHP, gap, other projects) and, social housing and restitution cases that the City facilitates.

3.D Number of deeds of sale 3.3 (a) This indicator refers to the registration of transferrable rental stock to qualifying tenants. The evidence for this agreements signed with indicator will be signed sales agreements. L PL ANS L O P ERATIONA

identified beneficiaries and C STRATEGI OF statutory

on transferrable rental L IST units

3.E Improve basic services

3.E (a) Number of water 3.4 (b) This indicator reflects the number of taps provided in informal settlements and for backyarders in City rental stock ID P services points (taps) (pilot) during the period under review. Certain taps may however have been vandalised or removed after provision. provided – Backyarder provision based on one tap per backyard property, which could be serving several households. T H E TO U P DATES 2013 CH ANGES and 3.E (b) Number of sanitation 3.4 (b) This indicator reflects the number of toilets provided in informal settlements and for backyarders in City rental stock service points (toilets) (pilot) during the period under review. Certain toilets may however have been vandalised or removed after provision. provided – Backyarder provision based on one toilet per backyard property, which could be serving several households.

3.E (c) Percentage of informal 3.4 (b) This indicator reflects the percentage of informal settlements receiving a weekly door-to-door refuse removal settlements receiving collection service for the period under review. door-to-door refuse The collection of domestic refuse in informal settlements is done through contract services, employing local labour. collection service Three-year contracts are awarded to a legitimate main contractor through the procurement tender process. l es and figures tab List of abbreviations, of abbreviations, List

INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 113 FIVE-YEAR CORPORATE SCORECARD 2012/13 – 2016/17 (2014/15 year review) Indicator IDP Indicator definition 3.F Number of electricity 3.4 (b) This indicator reflects the number of subsidised connections installed per annum in informal settlements, rental subsidised connections stock backyarders (pilot) and low-cost housing. installed

3.G Percentage compliance 3.5 (a) Measure of potable water sample pass rate according to the SANS 241 standard. with drinking water quality standards

3.H Number of days when 3.6 (a) Description of indicator: Any day when any one of the criteria pollutants at any one of up to a maximum of 13* air air pollution exceeds quality monitoring stations in the City exceeds RSA ambient air quality standards. Layman description: The number RSA ambient air quality of days where one of the identified air pollution particles is above the levels set by the RSA ambient air quality standards standards.

3.I New smear-positive TB 3.7 (a) The indicator measures the number of new smear-positive pulmonary TB cases started on treatment for whom there cure rate is bacteriological confirmation that the patient has responded to treatment and can be considered cured: Numerator: Number of new smear-positive pulmonary TB cases started on treatment for whom there is bacteriological confirmation that the patient has responded to treatment and can be considered cured Denominator: Number of new smear-positive pulmonary TB cases The percentage indicates the previous financial year’s figures. For 2012/13, it will be financial year 2011/12, etc.

3.J Number of new clients 3.8 (a) The number of new clients seeking help for substance abuse, being screened in a first interview at the City’s screened at the substance outpatient treatment sites. abuse outpatient treatment centres

4.A Percentage adherence to 4.1 (a) Measure the percentage adherence to city-wide service standards based on all external notifications. city-wide service standard based on all external notifications

4.B Customer Satisfaction 4.2 (a) A statistically valid, scientifically defensible score from the annual survey of residents’ perceptions of the overall Survey performance of the services provided by services at community facilities, measured by calculating the average of the (score 1 – 5 Likert scale) – responses to a number of survey questions related to community facilities. community facilities The measure is given against the non-symmetrical Likert scale ranging from: 1 being poor; 2 being fair; 3 being good; 4 being very good and 5 excellent. The objective is to improve the current customer satisfaction level measured through a Community Satisfaction Survey (score 1 – 5) from the 3,1 baseline set for 2010/11, to a 3,2 target in 2012/13. The annual improvement is calculated by determining the difference between the average customer satisfaction scores of the different financial years.

5.A Number of municipal 5.1 (a) The indicator measures the number of municipal meetings open to the public to maintain transparency in the day- meetings open to the to-day governance of the municipality. public

5.B Employee engagement 5.2 (b) Employee engagement index (EEI) as measured in the biennial staff engagement survey. EEI determined by formula index as measured which is proprietary copyright of the independent service provider IPSOS. EEI converted into five-point Likert scale in a biennial staff measured by service providers. empowerment survey

5.C Community Satisfaction 5.2 (c) A statistically valid, scientifically defensible score from the annual survey of residents of perceptions of the overall Survey performance of the services provided by the City of Cape Town. (score 1 – 5) The measure is given against the non-symmetrical Likert scale ranging from: – city-wide 1 being poor; 2 being fair; 3 being good; 4 being very good and 5 excellent. The objective is to improve the current customer satisfaction level measured through a Community Satisfaction Survey (score 1 – 5) from the 2,4 baseline set for 2007/8, to 2,8 in 2012/13. The improvement is calculated by measuring the difference between the different financial years.

114 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW FIVE-YEAR CORPORATE SCORECARD 2012/13 – 2016/17 (2014/15 year review) Indicator IDP Indicator definition C E GOVERNAN

5.D Percentage of people 5.2 (a) The indicator measures the percentage of people from employment equity target groups employed in the three AND

from employment equity highest levels of management in compliance with the City’s approved employment equity plan. Each directorate FRA M E W OR K S target groups employed contributes to the corporate achievement of targets and goals by implementing its own objectives of quantitative

in the three highest and qualitative goal setting. M ENT M ANAGE levels of management in compliance with

the City’s approved TIONS employment equity plan ASSU MP

5.E Percentage budget spent 5.2 (e) A workplace skills plan (WSP) is a document that outlines the planned education, training and development

on implementation of interventions for the organisation. Its purpose is to formally plan and allocate budget for appropriate training T H E 2012 – 2017 M TRF WSP for the City interventions, which will address the needs arising out of local government’s skills sector plan, the City’s strategic TO requirements as contained in the IDP, and the individual departmental staffing strategies and individual employees’ A PPL IED PDPs. The WSP shall also take into account the employment equity plan, ensuring incorporation of relevant OF BUDGET W OVERVIE developmental equity interventions into the plan. Formula: Measured against training budget.

5.F Opinion of the Auditor- 5.3 (a) This indicator measures good governance and accounting practices and will be evaluated and considered by the General Auditor-General in determining his opinion. An unqualified audit opinion refers to the position where the auditor, having completed his audit, has no reservation as to the fairness of presentation of financial statements and their conformity

with general recognised accounting practices. This is referred to as a ‘clean opinion’. 2012/13 – 2016/17

Alternatively, in relation to a qualified audit opinion, the auditor would issue this opinion in whole, or in part, over the SCORECARD CORPORATE FIVE-YEAR financial statements if these are not prepared in accordance with general recognised accounting practices, or could not audit one or more areas of the financial statements. Future audit opinions will cover the audit of predetermined objectives.

5.G Opinion of independent 5.3 (a) A report that reflects the creditworthiness of an institution to repay long-term and short-term liabilities. Credit rating rating agency is an analysis of the City’s key financial data, performed by an independent agency to assess its ability to meet short

and long-term financial obligations. ANNE X URES Indicator standard/norm/benchmark The highest rating possible for local government, which is also subject to the country’s sovereign rating.

5.H Ratio of cost coverage 5.3 (a) Total cash and investments (short-term), less restricted cash for monthly operating expenditure. maintained

5.I Net debtors to annual 5.3 (a) This is a calculation where we take the net current debtors divided by the total operating revenue. income (ratio of outstanding service debtors to revenue L PL ANS L O P ERATIONA

actually received for and C STRATEGI OF statutory services) L IST

5.J Debt coverage by own 5.3 (a) This is a calculation where we take the total debt divided by the total annual operating income. billed revenue

ID P T H E TO U P DATES 2013 CH ANGES and

l es and figures tab List of abbreviations, of abbreviations, List

INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 115 116 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW List of abbreviations,List of tablesandfigures 2013 and2014changesupdatestotheIDP statutory,List of strategic andoperational plans A Human Settlements project schedule A nnex ddend ur u es m INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW 127 125 124 118 117

List of abbreviations, 2013 CHANGES and LIST OF statutory STRATEGIC and Addendum FIVE-YEAR CORPORATE SCORECARD OVERVIEW OF BUDGET ASSUMPTIONS MANAGEMENT AND GOVERNANCE tables and figures UPDATES TO THE IDP OPERATIONAL PLANS 2012/13 – 2016/17 APPLIED TO THE 2012 – 2017 MTREF FRAMEWORKS Addendum: Human settlements project schedule

Human Settlements Potential Projects

No. Potential projects 5+ years Area Subcouncil Ward Potential units 1 Atlantis South Atlantis 1 29 8 220 2 social housing phase 2 Bothasig 3 5 100 3 Brackenfell – Everite land Brackenfell 2 6 652 4 Capri Road Strandfontein 19 43 132 5 Carol Raod Grassy Park 18 66 320 6 Conradie Hospital Thornton 15 53 885 7 Culemborg Foreshore 16 77 1 344 8 Dennegeur Road Strandfontein 19 43 2 680 9 Depot BNG 13 36 152 10 social housing Cape Town 15 57 750 11 Garden Close Strandfontein 19 43 124 12 Goodwood Station social housing Goodwood 4 26 180 13 Grassy Park buffer strip Grassy Park 18 66 168 14 Hagley Walacedene 2 111 36 15 – Freedom Way 1 4 30 16 Kensington infill Kensington 15 56 60 17 Kewtown infill CRU Kewtown 11 49 164 18 Langa Station CRU Langa 15 51 64 19 Leonsdale gap – Jan van Riebeeck Drive Elsies River 4 26 672 20 Maitland Maitland 15 56 72 21 Manenberg schools BNG Manenberg 17 46 210 22 Mew Way (Good Hope) Khayelitsha 24 95 1 392 23 Montclair phase 1 and 2 social housing Mitchells Plain 23 76 650 24 Monwood Philippi 13 34 48 26 Ottery CRU Ottery 18 63 70 27 Ottery infill Ottery 18 63 1 556 28 Protea Park – CRU Atlantis 1 32 140 29 Recife Road Strandfontein 19 43 92 30 Salt River Salt River 15 57 256 31 Sarepta gap 21 11 72 32 Schaapkraal Philippi 18 80 340 33 Sir Lowry’s Pass Village Sir Lowry’s Pass 8 10 950 34 Somerset West Station Somerset West 22 15 15 35 Swartklip/Denel land Khayelitsha 10 99 6 000 36 The Heights Seawinds 19 67 268 37 Third Street Manenberg 15 53 40 38 Walmer Estate 15 57 32 39 Wingfield Wingfield 15 56 6 080 40 Woodstock Hospital Woodstock 15 57 16 41 Youngsfield Ottery 18 63 1 800 42 Zeekoevlei 19 67 496 These projects are subject to review and change, and new land may be added during the year.

118 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Human SettlementsPotential Pro No. 42 41 40 39 38 37 36 35 34 33 32 31 30 29 28 27 26 25 24 23 22 21 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 These projects are subjecttoreview andchange, andnewlandmaybeaddedduring theyear. Scottsville gap/social Scottsdene phase2socialhousing Salt Rivermarket socialhousing Nooiensfontein (Rotterdam) Royal Maitlandphase4socialhousing East Pickwick sitesocialhousing Pelican Park phase2(BNG) Ottery phase1and2socialhousing Ottery EnslinRoad socialhousing Mitchells Plain(Colorado Park) 21778 Mitchells Plainerf Mitchells Plain(Lentegeur and Woodlands) (6) Mitchells Plain(SpineRoad) Mitchells Plain(Rocklands and Westridge) Mitchells Plainsocialhousing Mupine socialhousing Mandela Park infillhousingdevelopment Makhaza infill(4–1) 618 Khayelitsha erf Khayelitsha erven18332and18370 Khayelitsha erven400and401 Kensington gap Ilita Park infill Hindle Road Heideveld CRU Hanover Park BNG Gustrow Gaylee gap 4238 Eerste Rivererf Delft Symphony precinct 7(P) Delft Symphony precinct corridor Deep Freeze Brooklyn regeneration socialhousing Blueberry Hills Bloekombos andsurrounding properties Beverly Hills 31915Beacon Erf Valley Beacon Valley(additional) Bellville CBD–taxirank/station Belhar vacantschoolsites Atlantis Kanonkop (ext 12)phase2and3 Potential projects 1–5years jects (continued) INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW Kraaifontein Scottsdene Salt River Blue Downs Maitland Rondebosch Woodstock Pelican Park Ottery Ottery Mitchells Plain Mitchells Plain Mitchells Plain Mitchells Plain Mitchells Plain Mitchells Plain Woodstock Khayelitsha Khayelitsha Khayelitsha Khayelitsha Khayelitsha Kensington Khayelitsha Silversands Heideveld Hanover Park Strand Blue Downs Delft Delft Macassar Milnerton Blue Downs Kraaifontein Strand Mitchells Plain Mitchells Plain Bellville Belhar Atlantis Area Subcouncil 15 21 15 17 15 19 18 18 23 12 23 19 12 23 15 10 24 10 24 10 15 10 21 11 17 21 22 22 15 21 12 12 2 2 8 5 5 7 8 6 6 1 46, 47 12, 22 Ward 111 100 106 106 109 101 6, 7 55 19 56 60 57 67 63 63 75 81 75 43 78 76 57 94 96 92 95 92 56 92 19 44 14 16 55 17 79 79 86 10 29 Potential units 2 172 2 000 2 400 2 400 2 000 1 500 300 100 236 200 350 200 144 166 778 389 536 200 150 284 251 108 224 154 136 182 173 250 304 172 250 100 132 750 500 348 104 600 440 232 570 30 119

List of abbreviations, 2013 CHANGES and LIST OF statutory STRATEGIC and Addendum FIVE-YEAR CORPORATE SCORECARD OVERVIEW OF BUDGET ASSUMPTIONS MANAGEMENT AND GOVERNANCE tables and figures UPDATES TO THE IDP OPERATIONAL PLANS 2012/13 – 2016/17 APPLIED TO THE 2012 – 2017 MTREF FRAMEWORKS Addendum: Human settlements project schedule

Human Settlements Potential Projects (continued)

No. Potential projects 1–5 years Area Subcouncil Ward Potential units 43 Southfield CRU Southfield 20 72 224 44 Strandfontein (S 140 and S 141) Strandfontein 19 43 1 144 45 Van Riebeeck Road Eerste River 22 16 51 46 Woodstock social housing Woodstock 15 57 500 47 Wetton phase 1, 2 and 3 social housing Wetton 18 63 400 48 Zonnebloem social housing Zonnebloem 15 57 200 These projects are subject to review and change, and new land may be added during the year.

No. Planning stage Area Subcouncil Ward Potential units 1 Beacon Valley infill Mitchells Plain 10 99 813 2 Belhar Pentech infill Belhar 6 12 340 3 Belhar social housing Belhar 6 12 629 4 Bloekombos and surrounding properties Kraaifontein 7 101 2 000 5 Bonteheuwel infill Bonteheuwel 5 50, 31 407 6 Darwin Road Kraaifontein 7 105 4 000 7 Delft infill housing project Delft 5 13 389 8 Dido Valley Simon’s Town 19 61 600 9 Dillon Lane social housing Woodstock 15 57 64 10 District 6 phase 3 District 6 15 57 115 11 Driftsands Driftsands 21 19 2 500 12 Edward Street: Ottery sustainable development Ottery 18 66 104 13 Elsies River housing development Elsies River 4, 5 25, 26, 28 1 200 14 Forest Village Blue Downs 21 14 5 268 15 Green Point phase 3 Khayelitsha 10 93 388 16 Heideveld Station social housing Heideveld 11 44 175 17 Hostels redevelopment – Nyanga CRU Nyanga 14 37, 39, 40 400 18 Hostels redevelopment –Gugulethu CRU Gugulethu 11 42, 44 400 19 Imizamo Yethu – phase 3 16 74 850 20 Lansdowne social housing 17 60 130 21 Kapteinsklip Mitchells Plain 12 82 272 22 Macassar Macassar 22 109 2 500 23 – phase 4 19 69 327 24 Maitland social housing Maitland 15 56 306 25 Morkel's Cottage Rusthof, Strand 8 86 562 26 Morningstar Durbanville 7 103 160 27 Nyanda infill housing development Khayelitsha 24 96 400 28 Ocean View infill Ocean View 19 61 397 29 Penhill Eerste River 21 14 8 452 30 Pine Road social housing Woodstock 15 57 180 31 Retreat Station social housing Retreat 20 71 102 32 Salt River social housing Salt River 15 57 200 33 Thembelihle domestic workers housing project (P) Pelican Park 19 67 219

120 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Human SettlementsPotential Pro 1 (UP)Emergency housingprogramme urbanisation pro 23 22 21 20 19 18 17 16 15 14

13

12 11 10

9 8

7 6 5 2 4 1 3 3 2 36 35 34 No. No. 1 No. Somerset West 10hasite Steenberg Station phase3 Scottsdene socialhousingphase1 Scottsdene gap/bonded Scottsdene CRU Scottsdene BNG PHP citywide Pelican Park phase1(bonded) Pelican Park phase1(BNG) Nyanga upgrading Marble Flats(Ottery CRUupgarde) brickskin Marble Flats(Ottery CRUupgrade) Manenberg infill: The Downs Manenberg (CRUupgrade) Langa CRU(hostelredevelopment) Kleinvlei erf 901 Kleinvlei erf Heideveld DuinefonteinRoad Heideveld (CRUupgrade) Hazendal infill(Bokmakierie) Harmony Village Hanover Park (CRUupgrade) CRU Gugulethu infill (erf 8448/MauMau) Gugulethu infill(erf Garden Citieshousingproject Delft The Hague Delft The Delft Symphony precinct 3and5(P) Bardale phase4andupgrading phase 1 These projects are subjecttoreview andchange, andprojects from thepotentiallistsmaybeaddedduringyear. Wolwerivier Vlakteplaas Valhalla Park infill Planning stage Atlantis Kanonkop (ext 12)phase1 Under construction(onsite) Any new project that may be required in cases of emergency.Any newproject thatmayberequired incasesof Wolverivier (Vissershok) Sir Lowry’s Pass Busasa Under construction jects (up) jects (continued) INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW Somerset West Steenberg Scottsdene Scottsdene Scottsdene Scottsdene Various Pelican Park Pelican Park Nyanga Ottery Ottery Manenberg Manenberg Langa Kleinvlei Heideveld Heideveld Athlone Mitchells Plain Hanover Park Hout Bay Gugulethu/Nyanga Durbanville Delft Delft Vissershok Strand Valhalla Park Area Atlantis Area Blaauwberg Gordon’s Bay Mfuleni Area Subcouncil Subcouncil Various 11, 17 11, 17 22 18 19 19 14 18 18 15 21 11 11 11 23 17 16 14 21 2 2 2 2 7 5 5 1 1 8 4 Subcouncil 36, 37, 39 42, 45, 46 51, 52, 53 Various 42, 46 37, 38 Ward Ward 105 108 6, 7 6, 7 6, 7 6, 7 100 22 15 68 67 67 66 66 17 44 44 49 75 47 74 13 13 29 32 30 1 8 Potential units Potential units 4 000 1 100 2 369 2 024 2 070 1 071 2 407 1 951 6 800 2 892 Ward 151 100 500 345 464 761 132 132 587 591 462 738 264 153 850 354 141 741 455 104 100 777 65 16 121

List of abbreviations, 2013 CHANGES and LIST OF statutory STRATEGIC and Addendum FIVE-YEAR CORPORATE SCORECARD OVERVIEW OF BUDGET ASSUMPTIONS MANAGEMENT AND GOVERNANCE tables and figures UPDATES TO THE IDP OPERATIONAL PLANS 2012/13 – 2016/17 APPLIED TO THE 2012 – 2017 MTREF FRAMEWORKS Addendum: Human settlements project schedule

urbanisation projects (up) 2 (UP) Other temporary relocation areas

No. Project (Construction) Area Subcouncil Ward 1 8ste Laan Valhalla Park 5 31 2 BM section Khayelitsha 10 89

No. Project (Planning) Area Subcouncil Ward 7 Barney Molokwana section (BM) Khayelitsha 10 89 10 Burundi Mfuleni 21 108 5 Doornbach (Dunoon) Milnerton 1 104 1 Enkanini Khayelitsha 22 109 6 Hangberg Hout Bay 16 74 4 Kalkfontein (Kirby’s Farm) Kuils River smallholdings 21 11 12 Lotus Park Gugulethu 11 42 11 Monwabisi Park Khayelitsha 10 95 9 Monwood Philippi 18 80 14 Philippi Station (PRASA relocation) Philippi 3 Phola Park Gugulethu 11 38 8 Sweethomes Philippi 18 80 2 Tambo Square Gugulethu 14 41 13 The Heights Lavenderhill 19 64 These projects are subject to review and change, and new land may be added.

No. Project (Pipeline) Area Subcouncil Ward 1 7de Laan Strandfontein 19 43 2 Burundi (PRASA relocation) Mfuleni 21 108 7 Dontse Yakhe (Imizamo Yethu) Hout Bay 16 74 8 RR section (PRASA relocation) Khayelitsha 9 89 4 Shukushukuma Mfuleni 21 108 3 Shukushukuma (PRASA relocation) Mfuleni 21 108 5 TR section Mfuleni 9 90 6 Walacedene (4 in 1 plus) Kraaifontein 2 6, 111 These projects are subject to review and change, and new areas may become upgraded.

3 (UP) Re-blocking

No. Project Area Subcouncil Ward 3 BBT section (Mlambo) Khayelitsha 9 87 4 Kalbaskraal Grassy Park 18 65 1 Masilunge Mashlungi 11 45 2 Vygekraal Athlone 17 48

122 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 6 (UP)Other 5 Incremental Development Areas (IDAs) 4 (UP)Backyarder projects urbanisation pro 5 4 1 3 No. 2 1 2 1 4 1 3 2 No. 1 2 No. No. No. 11 8 12 14 No. 2 10 7 6 9 1 13 15 3 4 5 These projects are subjecttoreview andchange. The Island (BRT) Sophakama (Driftsands (30mservitude water)) Victoria Mxenge Sweethomes (portion) Pipeline Mfuleni ext 1 Sweet Lips Deep Freeze: Servicesin formalareas Braafs Land Mfuleni ext 2 Hazeldene: Servicesinformalareas AT andBT sectionKhayelitsha(BRT) Freedom Park Wag ‘nBietjie(EL-overhead) Borchards Quarry(TCT) Pipeline Construction Planning Construction Gugulethu Grassy Park Bonteheuwel Atlantis Under construction Mitchells Plain Manenberg Lavenderhill Heideveld Hanover Park Valhalla Park Uitsig Scottsdene Parkwood Ocean View These projects are subjecttoreview andchange. jects (up)continued) INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW Khayelitsha Mfuleni Philippi Philippi Area Mfuleni Ravensmead Macassar Philippi Mfuleni Philippi Khayelitsha Ottery Strand Philippi Area Area Area Area Subcouncil 12, 13, 23 11, 14 18, 19 11, 17 18, 19 5, 15 4, 5 6, 4 18 11 17 18 19 1 2 36, 35, 34, 33, 88, 76, 75, 78, 79, 81, 82, 99 Subcouncil Subcouncil Subcouncil Subcouncil Subcouncil 14, 13 42, 38, 41, 45, 40, 44 21 18 21 13 22 18 18 22 18 9 4 9 8 65, 110, 67 31, 50, 52 45, 46, 42 65, 66, 67 30, 24, 31 68, 110 66, 110 61, 69 22, 25 18, 87 29,32 39, 36 Ward Ward Ward Ward Ward Ward 6, 7 108 109 44 47 90 19 80 25 35 16 63 80 80 86 123

List of abbreviations, 2013 CHANGES and LIST OF statutory STRATEGIC and Addendum FIVE-YEAR CORPORATE SCORECARD OVERVIEW OF BUDGET ASSUMPTIONS MANAGEMENT AND GOVERNANCE tables and figures UPDATES TO THE IDP OPERATIONAL PLANS 2012/13 – 2016/17 APPLIED TO THE 2012 – 2017 MTREF FRAMEWORKS LIST OF statutory, STRATEGIC and OPERATIONAL PLANS

List of statutory, strategic and operational plans annexed to the 2014/15 idp review

STATUTORY PLANS Comment

2013/14 IDP and budget time-schedule Annexure A

Cape Town Spatial Development Framework Annexure B CTSDF technical amendments Annexure Bi

Municipal Disaster Risk management Plan: Revision 6 Annexure C

Air Quality Management Plan (AQMP) : 2005 Annexure D

Integrated Human Settlements 2012 – 2017 Plan Annexure E

Integrated Transport Plan : 2006 – 2011 Annexure F

Integrated Waste Management Plan Annexure G

STRATEGIC AND OPERATIONAL PLANS

Alcohol and other Drug Harm Minimization and Mitigation Strategy 2011 – 2014 Annexure H

Annual Police Plan Annexure I

City of Cape Town Energy and Climate Change Action Plan: May 2010 Annexure J

Electricity Services Plan Annexure K

HIV/Aids and TB Plan 2013/14 Annexure L

Organizational Development and Transformation Plan Annexure M

Social Development Strategy Annexure N

Economic Development Strategy Annexure O

Water Services Development Plan (WSDP) for City of Cape Town 2013/14 – 2016/17 Annexure P

ANNUAL REPORTS AND PERFORMANCE FRAMEWORK

2012/13 annual report, executive summary and oversight report 2012/13 municipal entities annual reports Annexure Q Cape Town International Convention Centre (CTICC)

124 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW 2013 ChangesandupdatestotheIDP 2013 Ward committees Clusters andcommittees Programme 5.2(d) Programme 5.2(b) Programme 5.2(a) Programme 4.2(a) Programme 4.1(a) Programme 3.4(d) Programme 3.4(c) Programme 3.4(b) Programme 3.4(a) Programme 3.3(a) Objective 3.2 Introduction toSFA 3 Objective 1.5 Programme 1.4(f) Integrated TransportPlan Objective 1.4 Programme 1.3(a) Programme 1.2(d) Electricity infrastructure investment Airspace constraints Landfill andairspaceprogramme Programme 1.2(c) Programme 1.1(g) Programme 1.1(d) Introduction toSFA 1 How theCitycontributestoNDP IDP publicneedsanalysis2011–2012 Cape Cityof TownHigh-level overviewof servicessectorplans urbangrowth andform Challenges of Demographic andsocialchallenges Situational analysis Cape Town SpatialDevelopmentFramework Section AND 2014CHANGES and UPDATES INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW TO THE IDP Page 101 99 95 93 92 85 82 76 75 72 72 71 69 64 52 51 48 48 44 43 41 41 40 38 33 32 28 25 20 18 17 15 14 12 125

List of abbreviations, 2013 CHANGES and LIST OF statutory STRATEGIC and Addendum FIVE-YEAR CORPORATE SCORECARD OVERVIEW OF BUDGET ASSUMPTIONS MANAGEMENT AND GOVERNANCE tables and figures UPDATES TO THE IDP OPERATIONAL PLANS 2012/13 – 2016/17 APPLIED TO THE 2012 – 2017 MTREF FRAMEWORKS 2013 AND 2014 CHANGES and UPDATES TO THE IDP

2014 Changes and updates to the IDP

Section Page Programme 1.2(d) 41 Objective 3.2 67 Objective 3.3 70 Objective 3.4 70 Table 3.1 72 Table 3.2 (deleted) Table 5.1 and 5.2 87 Figure 6.1 87 Table 6.1 92 Clusters and committees 93 Subcouncils and chairpersons 94 Figure 6.2 95 Table 6.2 95 2014/15-2016/17 Medium-Term Revenue and Expenditure Framework 98 Five-year corporate scorecard 2012/13-2016/17 (2014/15 year) 106 Addendum – Human Settlements Project Schedule 118 List of Statutory, Strategic and Operational Plans 124

126 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW EMF EIA EDP ECD DWA DPW DORA CTSDF CTICC CTCHC CCTADAC CTA CSS CSIR CSI CRU CPZ CPTED CPI ARV AQMP AOD List of List of abbreviations, CO CIVOC CIP CHEC CHC CDM CDIRC CCTV CBO CAPA BWAS BSC BRT BPeSA BNG BMT 2

abbreviations used environmental managementframework environmental impactassessment Economic DevelopmentPartnership early childhooddevelopment WaterDepartment of Affairs (national) PublicDepartment of Works (national) Revenue Division of Act Cape Town SpatialDevelopmentFramework Cape Town InternationalConvention Centre Cape Town Community HousingCompany Cape City of Town Alcohol andDrug Action Committee Cape TownActiva Community SatisfactionSurvey Council forScientificandIndustrial Research corporate socialinvestment community residential unit coastal protection zone crime prevention through environmental design consumer priceindex carbon dioxide Air QualityManagementPlan alcohol andotherdrugs Civilian OversightCommittee comprehensive infrastructure plan Cape HigherEducationConsortium community health centre Clean Development Mechanism City DevelopmentInformationResource Centre closed-circuit television community-based organisation Action of Plan Climate Adaptation bulk wateraugmentationscheme Budget Steering Committee bus rapid transit Business Process EnablingSouth Africa Breaking NewGround (housingprogramme) bus andminibustaxi antiretroviral tables and figures INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW 127

List of abbreviations, 2014 CHANGES and LIST OF statutory STRATEGIC and Addendum FIVE-YEAR CORPORATE SCORECARD OVERVIEW OF BUDGET ASSUMPTIONS MANAGEMENT AND GOVERNANCE tables and figures UPDATES TO THE IDP OPERATIONAL PLANS 2012/13 – 2016/17 APPLIED TO THE 2012 – 2017 MTREF FRAMEWORKS List of abbreviations, tables and figures

EPWP Expanded Public Works Programme FBO faith-based organisation FMS freeway management system GDP gross domestic product GVA gross value added HDA Housing Development Agency HR human resource IAMP integrated asset management plan IDA incremental development area IDP Integrated Development Plan IMEP Integrated Metropolitan Environmental Policy IMR infant mortality rate IPTN integrated public transport network IRPTN integrated rapid public transport network IRT integrated rapid transit ISERMS integrated spatially enabled response management system ITP Integrated Transport Plan KfW German Development Bank King III King Code of Governance Principles for South Africa, 2009 Mayco Mayoral Committee MFMA Municipal Finance Management Act MOA memorandum of agreement MPAC Municipal Public Accounts Committee MSA Municipal Systems Act MSE metro south-east MTBPS Medium-Term Budget Policy Statement MTREF Medium-Term Revenue and Expenditure Framework MV medium voltage NGO non-governmental organisation NHRA National Heritage Resources Act NLTA National Land Transport Act NMT non-motorised transport NSO neighbourhood safety officer PHDB Provincial Housing Development Board PMS pavement management system PPP public private partnership

128 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW Table 3.1 Table 1.1 Table A4 Table A3 Table A2 Table A1 List of YES WWTW WMD WDM WCWDM VPUU VMS USDG TSiBA TRA TMC TIC TDM TB SOE SMP SMME SME SMAM SFA SETA SDP SCOPA SCOA SARCC SAPS SANRAL RDP Province PRASA

tables Servicing strategic categories within the City of CapeServicing strategic categorieswithintheCityof Town City’s long-termdevelopment goals Areas where callvolumeshavedeclinedmostsignificantlyfrom 2010/11to2011/12 Ten CityfunctionswiththehighestC3notificationcallvolumesfor2011/12 workin2011 Key transport toplaceof modesof Cape Town sectorcontributiontogross valueadded Youth Environmental School wastewater treatment works water managementdevice water demandmanagement Water conservationandwaterdemandmanagement Violence Prevention through UrbanUpgrading programme variable messaging sign Urban Settlements DevelopmentGrant Tertiary SchoolinBusiness Administration temporary relocation area Transport ManagementCentre Transport InformationCentre travel demand management tuberculosis state-owned enterprise service managementprogramme small, mediumandmicro-sized enterprise small andmediumenterprise strategic municipalasset management strategic focusarea sectoral educationandtraining authority Spatial DevelopmentPlan(district-based) Standing Committee onPublic Accounts StandardAccounts Chartof South African Rail Commuter Corporation South African Police Service South African NationalRoads Agency Limited Reconstruction andDevelopmentProgramme Western Cape Provincial Government Passenger Rail South Africa Agency of INTEGRATED DEVELOPMENT PLAN2012–2017 |2014/15REVIEW 129

List of abbreviations, 2014 CHANGES and LIST OF statutory STRATEGIC and Addendum FIVE-YEAR CORPORATE SCORECARD OVERVIEW OF BUDGET ASSUMPTIONS MANAGEMENT AND GOVERNANCE tables and figures UPDATES TO THE IDP OPERATIONAL PLANS 2012/13 – 2016/17 APPLIED TO THE 2012 – 2017 MTREF FRAMEWORKS List of abbreviations, tables and figures

Table 5.1 Total number of approved, budgeted positions and percentages filled Table 5.2 Number of approved, budgeted positions per occupational category (current establishment as at 31 March 2014) Table 6.1 City of Cape Town Mayoral Committee Table 6.2 Members of the Executive Management Team Table 7.1 Service revenue collection rates Table 7.2 Equitable share formula Table 7.3 Capital funding sources Table 7.4 Credit rating for the City of Cape Town Table 7.5 Operating budget parameters List of figures Figure A1 Major infrastructure risks within developed areas Figure A2 Cape Town Spatial Development Framework Figure A3 Cape Town’s average daily water use per capita in litres, 1996 – 2011 Figure A4 Priority areas identified by Cape Town residents according to the Community Satisfaction Survey 2007 – 2012

Figure A5 IDP 2012 meetings – attendance by meeting type Figure A6 2012 IDP engagement – distribution of comments, by directorate Figure A7 C3 call volumes by organisational function: 2010/11 vs 2011/12

Figure 1.1 OneCape2040 goals Figure 1.2 Main components of the bulk water supply infrastructure Figure 1.3 Future bulk water infrastructure Figure 1.4 Wastewater treatment works in Cape Town Figure 1.5 Airspace prediction model giving the estimated remaining time in years (x-axis), taking into account existing airspace with or without Vissershok North (VHN) Figure 1.6 Risk assessment of high-voltage distribution network infrastructure plan Figure 3.1 Location of informal areas Figure 4.1 Integration map Figure 6.1 Governance structures Figure 6.2 Senior administrative structure Figure 7.1 Consumer price index trends – actual and forecast Figure 7.2 Consumer price index projections and Reserve Bank inflation target range Figure 7.3 Provision for bad debts, 2012/13 to 2016/17 Figure 7.4 Above-CPI salary increases Figure 7.5 Repairs and maintenance expenditure trends Figure 7.6 Investment and borrowing interest rates Figure 7.7 Average service revenue increases

130 INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW INTEGRATED DEVELOPMENT PLAN 2012 – 2017 | 2014/15 REVIEW