MAKING PROGRESS POSSIBLE. TOGETHER.
INTEGRATED ANNUAL REPORT 2019/20 2 CITY OF CAPE TOWN MAKING PROGRESS POSSIBLE. TOGETHER. INTEGRATED ANNUAL REPORT 2019/20
INTEGRATED ANNUAL REPORT 2019/20 3 CONTENTS
SFA 5: SFA 1: WELL-RUN CITY OPPORTUNITY CITY 159 47
SFA 2: SFA 4: SAFE CITY INCLUSIVE CITY 123 89 SFA 3: CARING CITY 101
4 CITY OF CAPE TOWN Vision and mission of the Strategic focus area 3: Significant accounting Appendix F: List of City of Cape Town 6 Caring city 101 policies 198 figures and tables 340 About this annual Strategic focus area 4: Statement of financial Appendix G: MFMA report 9 Inclusive city 123 position 214 Circular 63 appendices 342 Message from the Strategic focus area 5: Statement of financial Appendix H: Annual Executive Mayor 10 Well-run city 159 performance 215 report of the Municipal Statement by the City Statement of changes in Public Accounts Manager 12 net assets 216 Committee to the Council of the City Cash flow statement 217 of Cape Town 344 Statement of comparison Appendix I: City of 175 of budget and actual Cape Town trend amounts – economic OVERVIEW OF watchlist 346 entity 220 15 FINANCIAL Appendix J: 2019/20 OVERVIEW OF PERFORMANCE Statement of comparison integrated THE CITY OF of budget and actual governance report 347 AND ECONOMIC amounts – Municipality CAPE TOWN Appendix K: B-BBEE STABILITY of Cape Town 220 compliance performance About Cape Town 16 Operating results for Notes to the report 353 revenue and Overview of basic consolidated annual APPENDIX L: expenditure 176 services provided by the financial statements for 2019/20 INTEGRATED City of Cape Town 22 Net surplus result 177 the year ended GOVERNANCE REPORT 30 June 2020 222 362 Mapping the future of Capital expenditure 177 Cape Town – the MSDF Annexures 293 APPENDIX M: B-BBEE Consumer debtors and BEPP 23 178 compliance performance Investments and report 384 cash 179 APPENDIX N: B-BBEE Compliance Performance Borrowings 169 Information on Credit rating 169 319 compliance with the 27 APPENDICES B-BBEE Act is included in the annual GOVERNANCE, Appendix A: 2019/20 report under appendix COMPLIANCE annual performance K – Annexure A and B management report – AND RISK 386 City of Cape Town 320 MANAGEMENT APPENDIX N: B-BBEE 181 Appendix B: City governance Compliance Performance CONSOLIDATED Definitions for 2019/20 structures and Information on ANNUAL annual performance frameworks compliance with the 28 management report – FINANCIAL B-BBEE Act City of Cape Town 326 STATEMENTS is included in the annual Appendix C: 2019/20 Reporting entity’s report under appendix annual performance mandate 182 K – Annexure A and B management report – (continued) 388 Approval of the CTICC 332 APPENDIX O: City 47 consolidated annual Appendix D: 2019/20 of Cape Town cost PERFORMANCE financial statements 182 annual performance containment information REVIEW Report of the Auditor- management report – 389 Strategic focus area 1: General 183 Cape Town Stadium 334 Opportunity city 47 Appendix E: A list of General information 194 Strategic focus area 2: abbreviations used Safe city 89 in this report 336
INTEGRATED ANNUAL REPORT 2019/20 5 VISION AND MISSION OF THE CITY OF CAPE TOWN THE CITY OF CAPE TOWN’S VISION IS THREEFOLD:
To be an opportunity city that creates To SERVE the an ENABLING To deliver citizens of Cape Town ENVIRONMENT for QUALITY services as a well-governed economic growth and job to all residents and corruption-free creation, and to PROVIDE administration HELP to those who need it most
IN STRIVING TO ACHIEVE THIS VISION, THE CITY’S MISSION IS TO:
Check CONTRIBUTE ACTIVELY to the development of its environmental, human and social capital;
Check offer HIGH-QUALITY SERVICES to all who live in, do business in or visit Cape Town as tourists; and
Check 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.
6 CITY OF CAPE TOWN In pursuit of its vision and mission, the City is building on the strategic focus areas (SFAs) it has identified as the cornerstones of a successful and thriving city, which also form the foundation of its five-year Integrated Development Plan.
THE FIVE STRATEGIC FOCUS AREAS ARE AS FOLLOWS:
SFA 5: SFA 1: WELL-RUN CITY OPPORTUNITY CITY This SFA is underpinned Create an environment where by the principles of the investment can grow and 2016 King IV Report on Corporate jobs can be created. Governance for South Africa.
SFA 4: SFA 2: INCLUSIVE CITY SAFE CITY Create a city where everyone Create a safe living and business has a stake in the future and environment for its residents. enjoys a sense of belonging. SFA 3: CARING CITY
Build a metro that offers a sustainable environment, a sense of belonging, access to services, and help to those who need it.
THESE FIVE FOCUS AREAS INFORM ALL THE CITY’S PLANS AND POLICIES.
INTEGRATED ANNUAL REPORT 2019/20 7 VISION AND MISSION
OC OB CE C F US IC JEC AN TA I A G T M RG EG R E IV R T E T E O E A A S F T A S S R R R T The five focus E T S The City’s strategic S areas inform all of P The City’s progress focus areas are broken the City’s short- and is monitored against down into strategic long-term plans: the identified objectives to ensure performance targets. improved alignment.
IAL ISS RAMM ER UE G ES T S RO A These are P M the issues that the City must consistently The operational keep in mind in order to carry programmes and out operations in alignment projects that drive with the five strategic focus the City’s strategic areas. These issues must be developments. integrated into all planning in a transversal manner.
Some of the City’s material issues Check Sustainable, integrated human Check Sustainable land use include the following: settlement efficiencies and development Check Addressing climate change Check Social sustainability with a Check Customer communication and and improving resource focus on poverty alleviation satisfaction measurement efficiency and urban resilience Check Economic sustainability Check Sustainable procurement with Check Efficient water supply, through financial prudence preference and support of SMEs use and management Check Effective and transparent Check Infrastructure maintenance Check Efficient energy supply, governance and management and development use and management of risk Check Transformation, diversity Check Effective, integrated Check Achieving environmental and talent management waste management sustainability and Check Efficient and effective biodiversity objectives corporate administration
Figure 1: Elements feeding into the City of Cape Town’s vision and mission
8 CITY OF CAPE TOWN ABOUT THIS ANNUAL REPORT
This 2019/20 integrated annual report continues the These include, but are not limited to, the following: City of Cape Town’s journey towards fully integrated reporting. As such, it aligns as far as possible with the recommendations of the 2016 King Report on Check The City’s Service Delivery Corporate Governance for South Africa (or King IV), and Budget Implementation as well as globally accepted standards for integrated Plans (SDBIPs) 2019/20 reporting. Check The City’s 2019/20–2021/22 budget It offers the reader a comprehensive view of Check The Integrated Public Transport the City’s financial, operational, social and Network (IPTN) 2032 environmental efforts, performance, successes and challenges for the 12 months from 1 July 2019 to Check The Transit-Oriented Development 30 June 2020, which represents the administration’s (TOD) Strategic Framework financial year. It also reflects the City’s progress Check The Built Environment against the objectives set in its Integrated Performance Plan (BEPP) Development Plan (IDP) for the five years from 2017 to 2022, but with a particular focus on the IDP Check The Cape Town Spatial amendments for the 2019/20 period. Development Framework Check The report is further informed by a number of other The City of Cape Town City plans and strategic documents produced by its Economic Growth Strategy various directorates and business areas. Check The City of Cape Town Social Development Strategy
The content of this annual report is structured around the five strategic focus areas (pillars) and their underlying objectives, as contained in the City’s five-year IDP. It is also linked to various material issues highlighted in the IDP and the City’s other sector plans. These are issues that the City is working to address as part of delivering its service mandate within the context of its five strategic focus areas and long-term vision.
INTEGRATED ANNUAL REPORT 2019/20 9 MESSAGE FROM THE EXECUTIVE MAYOR
The global coronavirus pandemic presented unexpected and significant challenges to the City of Cape Town administration in the 2019/20 financial year. These necessitated the reconfiguration of priorities, including reorganising budgets, to ensure that basic service delivery was maintained. We worked hard to continue providing quality services to our residents throughout the Covid-19 crisis.
Fortunately, the drought conditions that had beset humanity. Our staff on the front lines and behind the Cape Town since 2017 have improved. In terms scenes have done sterling work. Our communities, of water availability, we are in a better position assisted by the City, have reached out to their fellow now than we were two years ago, and have begun residents with care and compassion. implementing a strategy to diversify our water sources to become a water-resilient city. As future Although the pandemic has had a significant effect rainfall remains uncertain, it is important to continue on how we operate, we still managed to spend 96% our water-wise habits. of our total operating budget and close to 90% of our capital budget, thanks to good governance. The past three years have created challenging The Auditor-General once again confirmed that City operating conditions for the administration. Many finances were sound through an unqualified audit, directorates and departments have been called which can be directly attributed to our commitment on to expand their focus and stretch their budgets to transparency and excellent service delivery. beyond their core functions to deal with the water crisis and, now, the pandemic. Yet both the drought Covid-19 has resulted in widespread job losses and Covid-19 have seen us band together to continue across the world, including in Cape Town. However, delivering the best possible services to residents we are committed to rebuilding our economy in the against the backdrop of a reduced revenue stream. long term. We are looking ahead, planning for the future and plotting our economic recovery. The City The pandemic, in particular, has shown that we is the only municipality that kept its planning office can work together towards the same goal, and that operating during the hard lockdown, approving we need to continue doing so to overcome these R5,2 billion in building plans. In the coming financial challenging times. It has truly brought out the best of
10 CITY OF CAPE TOWN year, we will drive a strong capital budget, which will Over the past year and particularly the past five be vital to the growth of our local economy. months, I have been immensely impressed by the way in which the City’s employees and the vast The recent transfer of R54 million to boost the majority of Capetonians have embraced our motto Atlantis special economic zone (SEZ) will create of “Making progress possible. Together”. Despite thousands of future employment opportunities. We the significant challenges associated with Covid-19, are confident that this initiative will help stimulate Cape Town serves as an example to the rest of South the economy and job creation. Africa. We are doing our utmost to govern well and lessen the impact of the pandemic on our residents. The business processing outsourcing (BPO), or call centre, sector in Cape Town continues to grow. Thank you to all living, working and investing The ongoing expansion of a number of call centre in Cape Town for your continued support and businesses demonstrates that Cape Town remains commitment to the future of our city. We look an attractive destination for investment. forward to continuing this important work as #OneCityTogether. According to the 2019 South African customer satisfaction index, the City was rated the municipality with the most satisfied citizens in the entire country. Some 35 000 consumers were interviewed nationwide. Scoring 64,1, a good 10 points above average, the City was lauded for being ALDERMAN DAN PLATO “well ahead of all other metros polled”. Executive Mayor Moreover, the City was rated the most sustainable metro in South Africa in a Ratings Afrika report. In an assessment of our operating performance, liquidity management, debt governance, budget practices, affordability and infrastructure development, we outperformed other South African metros by far, scoring 74 against the average of 48.
Another key focus area for the City is, and remains, our dedication to assist the most vulnerable members of our society. In May 2020, the City hosted its first ever online Council meeting and signed off a R3,3 billion social package to support the indigent, persons with disabilities, pensioners and other residents most in need.
We also increased the rebate threshold to provide relief to more residents than ever before. Now, all residents earning less than R7 000 per month may apply for rebates in order to ensure that we support as many people as possible during these difficult economic times.
INTEGRATED ANNUAL REPORT 2019/20 11 STATEMENT BY THE CITY MANAGER
Across the world, Covid-19 has caused unprecedented disruptions for the vast majority of people, businesses and public-sector organisations. The City of Cape Town certainly did not escape the ravages of the pandemic. We have had to overcome significant obstacles to keep delivering on our promise of providing services to the people of Cape Town in the manner to which they have become accustomed.
The Covid-19 resulted in a number of lockdowns succeeded in delivering the levels of service and resulting in employees needing to stay at home performance that Capetonians have come to expect as part of governemnt lockdown regulations. To and demand from their municipality. ensure business continuity, alongside safety of employees there was a need for remote working to This resilience in the face of difficulty was allow employees to actively work from home. This highlighted when the City was recognised as the resulted in an organisational wide rollout of remote only metro in South Africa to have improved its working into the organisation in a short time frame sustainability score in the 2019/20 Ratings Afrika resulting in over a third of City employee workforce report. Our sustainability score of 74 not only puts being enabled to work from home. This was a us head and shoulders above all other metros in the significant achievement for the organisation to ensure country, but also serves as a compelling testament increaased productivity during this crisis period while to our commitment to always stay true to our values, ensuring maximum safety for employees at this time. transparent in our actions, and steadfast in our commitment to those we serve. It speaks volumes about our administration and its employees that, despite facing an initial surge of Of course, the City has never been in the business infections in the early stages of the disaster, we have of pursuing accolades or gaining recognition for emerged as a shining example in managing the virus outperforming its peers. Our priority has always and minimising its impact on our city and its people. been the delivery of consistently excellent services Moreover, in the face of the many overwhelming that add value and dignity to all the people of Cape pandemic-related challenges experienced for much Town, and creating opportunities for them to achieve of the second half of our financial year, we have still the lives and futures they desire and deserve.
12 CITY OF CAPE TOWN We recognise that such opportunity creation environment nationally. The resulting good not only requires dedicated effort by all our financial performance is reflected in this report, employees, but also demands significant and as well as in the assurances received. Long-term ongoing investment. This is why, when many public visions and objectives are being addressed. In and private-sector organisations ground to a halt the past year, one of our key focuses was the core in March 2020 when the national lockdown was systems we utilise. This will continue beyond 2025 first implemented, the City remained focused on and will require planning, information gathering, investing the budget it had allocated for the financial procurement and project management. year. In this way, we ensured that Capetonians received the fundamental local government services Ultimately, the lion’s share of the credit for the City’s and outcomes due to them in terms of our country’s continued success in what was undoubtedly one constitution. of the most trying periods in its history must go to our dedicated and passionate City employees and One example of this ongoing commitment to management. Despite the lockdown, the demands investing in the future of Cape Town’s people is placed on emergency services, and remote working that, despite effectively having lost a third of the arrangements to ensure business continuity, City financial year to Covid-19, the City still managed to staff remained committed and determined to serve invest 90% of our Urban Settlements Development and support Cape Town’s residents, businesses Grant (USDG) funding for the year. This funding and investors. This commitment remains as strong facilitates the delivery of housing, informal as ever, and we look forward to partnering with all settlements and basic services to some of the most Capetonians to rebuild our economy. Together, vulnerable communities in Cape Town. Continued working side by side, supporting, assisting, and investment in these vital services in the face of delivering critical and basic services, we will ensure massive operational challenges demonstrates our that Cape Town remains a desired home for its unwavering commitment to continuing the work we residents, and a destination of choice for investors do, no matter the circumstances. and visitors.
The constitution enshrines all South Africans’ right Making progress possible. Together. to a well-managed, clean and healthy environment. Numerous City projects, programmes and portfolios are afoot to help achieve the sustainability, protection actions and change required at local government level. LUNGELO MBANDAZAYO The City has never stopped pursuing its mission City Manager of remaining a leader in the local government
INTEGRATED ANNUAL REPORT 2019/20 13 14 CITY OF CAPE TOWN OVERVIEW OF THE CITY OF CAPE TOWN
15 About Cape Town 16 Overview of basic services provided by the City of Cape Town 22 Mapping the future of Cape Town – the MSDF and BEPP 23
INTEGRATED ANNUAL REPORT 2019/20 15 ABOUT CAPE TOWN
Cape Town has the second-largest population of all The city has seen steady population growth in cities in South Africa and, in 2019 (pre-Covid-19), it recent years. This trend is expected to continue, was one of the most-visited tourist destinations in with any possible changes or effects on population Africa. It is a vital economic, political and business growth post-Covid-19 to be monitored. According to hub for South Africa, and a driver of growth and current estimates, the total population of Cape Town development in the country, and the southern will reach approximately 5,1 million by 2030. African region.
POPULATION
4 488 546 estimated population in 2018
69,3% of population in economically active age bracket (aged 15 to 64)
24,2% children aged 0 to 14
6,5% senior citizens (aged 65 and up) Source: 2019 mid-year estimates, Stats SA.
HEALTH
68 YEARS average life expectancy in the Western Cape (highest in South Africa)
23,6 infant mortality rate per 1 000 live births (down from 25,2 in 2003)
Source: 2019 mid-year population estimates (provincial level).
Consistent decrease in number of tuberculosis cases since 2010
Source: City of Cape Town Health Department.
16 CITY OF CAPE TOWN HOUSING
1 402 671 households (2018)
3,3 members in average household
Source: Estimated by Policy and Strategy Department using Stats SA 2016 Community Survey and 2019 mid-year estimates.
EDUCATION
5,0% illiteracy rate (15 years and older) in 2018 (down from 5,4% in 2016)
0,8% of adult population (20 years and older) with no schooling in 2018 (up from 0,5% in 2016)
28,7% of adult population with matric as highest level of education
779 ordinary public schools
201 ordinary independent schools Source: 2016 and 2018 General Household Surveys, Stats SA; Western Cape Department of Education website.
CRIME
6 636 per 100 000 population overall crime 2 702 per 100 000 property-related crime
1 488 per 100 000 drug-related crime
Source: SAPS, 2019.
INTEGRATED ANNUAL REPORT 2019/20 17 POVERTY AND FOOD SECURITY
R3 500 household income per month – Cape Town poverty line (2018)
187 027 households below poverty line
Source: 2018 General Household Survey.
197 224 indigent households in 2018
0,75 Human Development Index (HDI) score. This is higher than the national average of 0,66. Cape Town’s HDI is classifi ed as “high human development”, and South Africa’s as “medium human development”.
Source: City of Cape Town Finance Department; IHS Markit Regional eXplorer, accessed 13 July 2020.
ECONOMIC OUTPUT
1,2% average economic growth rate between 2015 and 2019 (compared to 0,8% nationally)
80,0% in the tertiary sector
19,0% in the secondary sector
115 739 more jobs created between 2014 and 2019
Second-highest contributor to total employment in South Africa in 2019
Source: 2019–2020 Labour Force Surveys, Stats SA.
18 CITY OF CAPE TOWN ENVIRONMENTAL CHALLENGES
PROLONGED DROUGHT RAPID URBANISATION and related environmental changes AND URBAN GROWTH, including both population growth and CLIMATE CHANGE growth of the urban footprint as household and the risk of rising sea levels size decreases and demand for housing rises, placing pressure on both land for CHANGING RAINFALL development and on fi nite natural resources PATTERNS and temperature extremes negatively LIMITED, AND INCREASINGLY affecting water resources, biodiversity and SCARCE, RESOURCES food security in terms of energy and water and the capacity to manage solid and liquid waste More frequent and intense EXTREME WEATHER EVENTS POLLUTION of the city’s air, open spaces, freshwater CONTINUED RELIANCE bodies and oceans on fossil fuels, with electricity still 95% coal- derived EXPOSURE TO RISK from natural hazards and climate change, Watercourses, beaches, agricultural areas, including resource shortages, fi res, and cultural landscapes and scenic views being extreme weather events DEGRADED BY URBANISATION
Loss of globally important and critically A UNIQUE ENDANGERED BIODIVERSITY CULTURAL HERITAGE and sense of place, and the associated INVASIVE challenge of conserving heritage and landscapes in a rapidly growing city biological species
Source: IHS Markit Regional eXplorer, 2018. Source: City of Cape Town Environmental Strategy.
INTEGRATED ANNUAL REPORT 2019/20 19 ENERGY
165 132 million gigajoules total 5,1 tonnes CO emissions per capita in 2018** annual energy use in 2018* 2
ABSOLUTE DECLINE SMALLER CO2 FOOTPRINT in electricity intensity since 2007 – consistently than the national average 20% below the business-as-usual baseline
*Based on the confi rmed data updates for the new Cape Town State of Energy report to be published in 2021. **BASIC emissions1 – latest available data as reported to the Carbon Disclosure Project.
Source: City of Cape Town Sustainable Energy Markets Department.
1 BASIC emissions is a reporting standard of the Global Protocol for Community-Scale Greenhouse Gas Emission Inventories (GPC). It includes electricity imported into the city, but excludes regional and international aviation, and regional and international marine bunkers.
WATER
Over 99% compliance with prescribed national water quality standards
Dramatic increase in water-use effi ciency
Source: City of Cape Town Water and Sanitation Department.
20 CITY OF CAPE TOWN ACCESS TO SERVICES (growth from 2016 to 2018, as reported by all households)
Access to piped water up from 87,6% to Access to electricity (for lighting) 88,8% up from 91,7% to (on property or less than 200 m) 93,5%
Access to adequate Access to telephony Access to refuse removal sanitation up from 91,2% to down from 99,4% to down from 97,2% to 91,8% 99,2% (fl ush, chemical 97,1% (landlines and/ (at least once a week) or pit toilet with ventilation) or cellphones)
Source: 2016 and 2018 General Household Surveys, Stats SA.
DATA NOTE FOR 2019/20:
One of the data sources used for analysis of the indicators ‘Education’ and ‘Access to services’ in previous years was the 2016 Community Survey compared to the 1996 Census (ten-year timeframe). However, the General Household Survey provides more recent data. Therefore, this annual report draws comparisons between the 2016 and 2018 General Household Surveys, which means that the trends for the two indicators mentioned above are measured over a two-year timeframe only. Although there might be some discrepancies between the Community Survey and the General Household Survey, this is not considered to have any negative impact on the overall trend, with the main benefit being more recent data.
INTEGRATED ANNUAL REPORT 2019/20 21 OVERVIEW OF BASIC SERVICES PROVIDED BY THE CITY OF CAPE TOWN
WATER AND SANITATION REFUSE REMOVAL The City provides access to water and sanitation All formal households in Cape Town receive a services for all Cape Town residents in compliance basic service of weekly kerbside refuse removal with national norms and service standards. Formal using the wheelie bin system. A total of 99,74% of properties receive services through a sewer informal settlements have access to a door-to-door connection and a metered water connection, while refuse collection service or ongoing area-cleaning informal-settlement households receive free services services. The remaining households do not offer the via communal water points, shared toilets and access required to deliver the service. serviced portable flush toilets. Services in informal settlements and backyards are continually being ELECTRICITY improved in line with the City’s own, higher standards. The City distributes electricity to residential and Water – Households in Cape Town are supplied with commercial/industrial customers in its supply water in line with national policy, which requires area. Its Electricity Generation and Distribution that every household should be within 200 m of Department is licensed with the National Energy basic water supply facilities. Some settlements Regulator of South Africa (NERSA) and meets all or dwellings temporarily fall outside the national licence requirements. Some informal settlements, service standard when located on private land, or mainly in Eskom supply areas, remain under- land that is difficult to service. connected or unconnected. Some households in this category have the added challenge of being located Sanitation – Sanitation services are in line with on private property, land below the 1:50-year flood the national guidelines for adequate sanitation. line, land under power lines or in road or rail The City also continues to aim for its own, higher reserves and stormwater retention or detention service standard, which specifies a maximum ratio ponds, unstable land, or land in close proximity to of five households to one toilet. In addition, the City any other health or safety hazard. The City follows has pioneered the use of serviced portable flush various mitigation strategies in this regard, including toilets, which are particularly useful in areas where the registration of servitudes on privately owned conventional sanitation is difficult to provide. properties, the relocation of structures to land more suitable for electricity services provision, and electrification in road or rail reserves with the permission of the relevant business authority.
22 CITY OF CAPE TOWN MAPPING THE FUTURE OF CAPE TOWN – THE MSDF AND BEPP
THE MUNICIPAL New growth management tools and analyses have highlighted the unsustainable operational costs SPATIAL DEVELOPMENT associated with servicing peripheral development. FRAMEWORK In response, the MSDF considers how and where the City should invest in infrastructure, given fiscal constraints. The MSDF promotes an inward growth “The City is intent on building – in partnership rationale, directing and supporting public and with the private and public sector – a more private investment and maintenance programmes inclusive, integrated and vibrant city that in the existing footprint of the city, and protecting addresses the legacies of apartheid, rectifies its critical natural assets. Upscaled development existing imbalances in the distribution of and infrastructure provision in an urban inner core different types of residential development, and directly supports spatial transformation through avoids the creation of new structural imbalances dense, diverse land uses and transit-oriented in the delivery of services. Key to achieving growth and development, anchored by an efficient this spatial transformation is transit-oriented transport system (both public and private). development (TOD) and the densification and In addition, formal and informal urban growth diversification of land uses.” will need to be configured in a manner that will not compromise the City’s ability to respond to a range of shocks and stresses associated with Source: City of Cape Town Municipal Spatial Development climate change. Framework, 2018.
N THE MSD Cape Town’s Municipal Spatial Development O F, ON VI TI SI Framework (MSDF) sets out the spatial vision and A ETOW T CAP N. T M . GO H development priorities to achieve a reconfigured, R W V E O W .Z C inclusive spatial form for the city. As such, the F W A I N T I Y document is the spatial interpretation of the City’s ’ E S R Integrated Development Plan. W O
E
M B
S
The MSDF is informed by the requirements of R
I
T
O E
the Spatial Planning and Land Use Management F :
Act 16 of 2013 (SPLUMA), the City of Cape Town Municipal Planning By-law, 2015, as well as a range of other national and provincial regulations and legal frameworks. Key national informants are South Africa’s National Development Plan (NDP) and the national Integrated Urban Development Framework (IUDF). City policy is another primary informant, including the Transit-Oriented Development Strategic Framework, the Integrated Public Transport Network (IPTN), the Densification Policy and a range of social, economic and environmental policies.
INTEGRATED ANNUAL REPORT 2019/20 23 Metropolitan boundary Discouraged growth areas Consolidation areas Urban inner core Structuring corridors Critical natural assets Areas of unique agriculture and heritage
Coastal edge
Emerging coastal node
Economic areas (as per ECAMP)
Metropolitan nodes
Sub-metropolitan nodes
Emerging nodes
Road network Primary road Secondary road Future road MyCiTi network Future MyCiTi network
Railway network Goods line Passenger line
Future passenger line Prioritised passenger link
Airport
Airfield
Port
Harbours
FIGURE 2: Cape Town spatial transformation areas
24 CITY OF CAPE TOWN THE BUILT ENVIRONMENT PERFORMANCE PLAN ABOUT THE BEPP For the past two financial years, the City has The City’s Built Environment adopted the Built Environment Performance Plan Performance Plan articulates its (BEPP) as its capital expenditure framework, as investment rationale and institutional 2 required by SPLUMA). arrangements to address spatial and sectoral integration, reflecting: In the course of the 2019/20 financial year, the City received exemption from the statutory requirement Check strategic principles and priorities to prepare and submit a BEPP. This was in response established in the IDP and MSDF; to the City’s application for exemption based on Check the Strategic Management Framework (SMF) it had the strategic intention and desired submitted to National Treasury. impact of the capital and operating budgets in the immediate and Treasury was satisfied that the SMF provided a outer medium-term expenditure sound basis for consolidated budget alignment and framework years; corporate planning, and adequately reflected the Check the investment rationale of state City’s spatial planning ambitions and transformation departments and entities; and agenda. Check strategic themes emphasised in A capital expenditure framework will need to be the guidelines issued annually by considered in the future. This framework should National Treasury. augment the content of the BEPP guidelines, with details drawn from the sector plans, reporting systems and indicators that are routinely required.
2 Section 21 of SPLUMA provides: “A municipal spatial development framework must … (n) determine a capital expenditure framework for the municipality’s development programmes, depicted spatially …”.
INTEGRATED ANNUAL REPORT 2019/20 25 26 CITY OF CAPE TOWN CITY GOVERNANCE STRUCTURES AND FRAMEWORKS
27 City governance structures and frameworks 28
INTEGRATED ANNUAL REPORT 2019/20 27 CITY GOVERNANCE STRUCTURES AND FRAMEWORKS
This section provides an overview of the framework GOVERNANCE STRUCTURE of institutional management and governance structures through which the City implements its The model below depicts the City’s political strategies, using the appropriate resources. governance arrangements.
SPEAKER M/Struct Act: COUNCIL (GOVERNANCE, AUTHORITY AND ACCOUNTABILITY) IGR Chapter 3
EXECUTIVE M/Struct Act: M/Struct Act: EXECUTIVE MAYOR MAYORAL STRATEGIC MAYCO Section 54–59 Section 60 COMMITTEE
M/Struct Act: M/Struct Act: M/Struct Act: Section 61 and 62 Section 79 Committees Section 80
SECRETARY TO COUNCIL TO SECRETARY • Water Resilience Advisory Committee SECTION 79 PORTFOLIO Subcouncils COMMITTEES RULES • Community Services and
MPAC Health Ad Hoc Committees M/Struct Act: • Corporate Services Section 72 and 73 • Economic Opportunities and • Mayor’s Advisory Panel (Planning Appeals Asset Management Advisory Panel – PAAP) • Energy and Climate Change • Budget Strategy Committee Ward committees • Finance JNR COUNCIL GOVERNANCE GOVERNANCE IMPROVEMENT • Human Settlements • Safety and Security POLITICAL STRUCTURES POLITICAL • Spatial Planning and Environment MSA: • Transport Schedule 1 • Urban Management • Water and Waste • Leadership and Development Disciplinary • Homeless Agency Committee
D and F MSA: Section 62
General Appeals PROGRAMMING COMMITTEE M/STRUCT ACT: – SECTION 37 37 – SECTION ACT: M/STRUCT Committee
MFMA: Sect 166 and LG: Municipal Planning and Council SCM Policy Municipal Planning SAPS Act MFMA: Regulation Performance Mgmt. Regs. – (C32/10/08) MC40/08/11 By-law Chapter 3, Section 14 (2)(a)
Risk and Opportunity SCM: Bid Audit and Performance Audit Municipal Planning Civilian Oversight Budget Steering Management Adjudication CO-GOVERNANCE Committee Tribunal (MPT) Committee Committee Committee Committee (RiskCo)
FIGURE 3: City of Cape Town governance structure
28 CITY OF CAPE TOWN MPAC operates in a non-party-political manner to MAYORAL COMMITTEE maximise its effectiveness. It ensures that all existing The Executive Mayor appoints the Mayoral internal alternative dispute resolution processes Committee (Mayco). Mayco exercises the powers, have been exhausted before proceeding with functions and duties delegated to it by the investigations. Although MPAC has no executive Executive Mayor and designated to it by Council. powers, its findings and recommendations are These powers, functions and duties are performed escalated to the appropriate executive authority. and exercised by the Executive Mayor, together MPAC considers the reports of task teams at with the Mayco members. (For more, go to the main MPAC meetings and submits reports www.capetown.gov.za.) A list of Mayco members containing their recommendations to Council for appears on page 287 of this report. final decision making. MPAC reports directly to Council via the Speaker of Council.
COMMITTEES RULES COMMITTEE
SECTION 79 PORTFOLIO COMMITTEES The Rules Committee oversees the rules of procedure of Council and its committees. These committees have an important oversight role, especially with regard to the IDP, budgets, policies, service delivery, strategic objectives and priorities, SECTION 80 COMMITTEES and by-laws. Oversight entails scrutinising the WATER RESILIENCE ADVISORY COMMITTEE actions of Council’s executive and administration in a strategic and structured way. The oversight role The Water Resilience Advisory Committee considers of the Corporate Services Portfolio Committee, in matters pertaining to water resilience measures particular, also includes developing strategy for in the City, and makes recommendations to the the monitoring and evaluation of the executive and Executive Mayor in this regard. The committee administration’s actions. also includes participation by external water resilience experts. All section 79 portfolio committees’ terms of reference stipulate their working arrangements. FUTURE INFRASTRUCTURE PLANNING These include vital information on the committees’ COMMITTEE specific functional areas, such as details of their This committee advises on the effective and efficient respective roles, powers and duties, chairpersons, planning of infrastructure in Cape Town to support the membership and administrative support. City’s strategic objectives. It makes recommendations to the Executive Mayor in this regard. OTHER SECTION 79 COMMITTEES MUNICIPAL SYSTEMS ACT MUNICIPAL PUBLIC ACCOUNTS COMMITTEE SECTION 62 COMMITTEE (MPAC) GENERAL APPEALS COMMITTEE MPAC is the mechanism through which Council This committee considers any appeals lodged oversees the expenditure of public money. The against decisions taken in terms of delegated or committee’s primary purpose is to exercise sub-delegated authority by political structures, oversight on behalf of Council in line with the political office-bearers or councillors. practices prescribed in MPAC and National Treasury circulars and guidelines, as adopted by Council. SCHEDULE 1 COMMITTEE
The committee is mandated to investigate the DISCIPLINARY COMMITTEE recoverability of unauthorised, irregular, and The Disciplinary Committee investigates any alleged fruitless or wasteful expenditure in terms of section breach of the code of conduct for councillors, and 32(2) of the Local Government: Municipal Finance makes recommendations to Council in this regard. Management Act, Act 56 of 2003 (MFMA). In the It also investigates non-attendance of meetings case of irregular, fruitless or wasteful expenditure and imposes fines as determined by the rules of by the City or its municipal entities, MPAC may order of Council. request the City’s accounting officer (or nominee) or the chairperson of the municipal entity’s board of directors to appear before it to provide clarity.
INTEGRATED ANNUAL REPORT 2019/20 29 MUNICIPAL FINANCE MANAGEMENT ACT SOUTH AFRICAN POLICE SECTION 166 COMMITTEE SERVICE ACT COMMITTEE AUDIT AND PERFORMANCE AUDIT COMMITTEE CIVILIAN OVERSIGHT COMMITTEE
The Audit and Performance Audit Committee Appointed in terms of section 64J of the South (APAC) has neither executive nor management African Police Service Act, Act 68 of 1995, the responsibilities or functions. Civilian Oversight Committee ensures civilian oversight of the municipal police service. It advises Council, political office-bearers, the accounting officer and management on matters MUNICIPAL PLANNING TRIBUNAL relating to: Each municipality is required to establish a Check internal controls; municipal planning tribunal (MPT) to decide specific Check risk management and mitigation; categories of planning applications. The tribunal comprises experienced public- and private-sector Check accounting policies; planning professionals. Councillors are prohibited Check the adequacy, reliability and accuracy of from serving on the tribunal. The City’s MPT is financial reporting and information; supported by a dedicated committee support office. Check effective governance (including ethics and SPEAKER forensic matters); The Office of the Speaker coordinates all processes Check compliance with the MFMA, the annual Division flowing from the Speaker’s statutory duties and from of Revenue Act (DoRA) and other applicable delegations conferred by Council. These include legislation; disciplinary investigations in terms of the code of Check the annual financial statements so as to provide conduct for councillors and municipal employees, Council with an authoritative and credible view rules of order for meetings of political structures, of the City’s financial position; and the General Appeals Committee. The Speaker also has political oversight in respect of committees Check any issues raised by the Auditor-General of of Council. South Africa and the City’s Internal Audit Unit; SUBCOUNCILS Check the systems, controls and effectiveness of the performance management system, including Council delegates the duties, powers and functions performance-related strategies, policies and of the City’s subcouncils in terms of section 59 of the methodologies, the accuracy, completeness, Municipal Systems Act. Alternatively, these functions integrity and timelines of performance are derived from the City’s Subcouncil By-law. management reports, as well as the integrated annual report in terms of sections 45 and 46 of Subcouncils may make recommendations to the Local Government: Municipal Systems Act, Council on any matter affecting their areas of Act 32 of 2000; responsibility. They may also advise Council on the duties and powers that they believe should be Check the monitoring and evaluation of the delegated to them. Internal Audit Unit; EXECUTIVE MANAGEMENT TEAM Check investigations into financial and non-financial performance of the City that Council may The Executive Management Team (EMT) is the City’s request; and senior administrative structure. It leads the City in its efforts to achieve its strategic pillars, priorities Check any other issues referred to it by Council. and objectives as outlined in the IDP. The EMT is aligned with the City’s elected political structure. A list of EMT members is provided on page 290 of this report.
INTERNAL AUDIT
Internal Audit is an independent function that reports administratively to the Probity Portfolio Manager in the Office of the City Manager, and functionally to the City’s independent APAC.
30 CITY OF CAPE TOWN Internal Audit provides independent, objective “Applying the principle of accepting responsibility assurance and advisory services. It helps the for actions and taking ownership of the outcomes City accomplish its objectives by evaluating and is how each and every employee plays an integral improving the effectiveness of its risk management, part in building and maintaining a well-run city control and governance processes. within their functional and operational duties and delegated authority. The City’s values, as In addition, Internal Audit puts safeguards in place described in this Ethics Code, denote the ethical to ensure that its independence and objectivity standards on which the Constitution of South are maintained in executing its mandate and Africa, the Batho Pele principles and the Code of responsibilities. Conduct for municipal staff members are based and aim to achieve. GOVERNANCE AND COMBINED ASSURANCE ENSURING ALIGNMENT WITH KING IV Therefore, the general conduct of City employees must give effect to implementing the legislative The King IV Report on framework of the City and performing functions in Corporate Governance for good faith, diligently, honestly and in a transparent South Africa, 2016 (King IV) manner. The actions and spirit of employees must was adopted by Council on purport the basic values and principles governing 5 December 2017 (item local public administration in a credible manner C 03/12/17). This that does not compromise the integrity of the reaffirmed the City’s municipality.” commitment to continued good corporate The City of Cape Town also has an in-house governance, ethical Ethics Function mandated to drive the process of leadership, its values, and protecting, nurturing and enhancing the ethical fair and transparent culture of the organisation. procedures and reporting. INTEGRATED THINKING AND REPORTING ETHICAL GOVERNANCE One of the concepts that King IV advocates is The first two principles of King IV deal with ethical integrated thinking, rather than the traditional silo governance, which includes ethical leadership and mentality. This has prompted organisations to revisit ethical culture. The City of Cape Town has an Ethics their strategic planning and corporate reporting Code aligned to the Systems Act (Municipal Staff processes to ensure a more integrated approach. Members Code of Conduct) and the provisions of regulation 46 and 47 of the Municipal Supply Chain Integrated thinking is defined by King IV as “the Regulations, City values, and the King IV principles. active consideration by the organisation of the It defines the City’s objectives and corresponding relationships between its various operational principles of good conduct. Regular awareness and business units and the capitals (financial, campaigns and training sessions are conducted manufactured, intellectual, human, social and regarding this Ethics Code. relationship, and natural) that it uses or affects.”
The importance of ethical leadership, one of the In turn, integrated reporting is an outcome of key concepts of King IV, and the embedding thereof integrated thinking and relates to a periodic in the City, is evident in the below extract of the report issued about value creation over time. Mayor’s message in the Ethics Code: Value creation in the City aids in improving service delivery. In line with King IV, the City has both an “My continued commitment to ethical leadership Integrated Development Plan (five-year integrated and good governance is to increase the ethical strategic plan) and an Integrated Annual Report. maturity of the City of Cape Town, which reflects Both documents and related processes are aimed not only a pledge to its values as defined in this at assisting with the achievement of the concepts Ethics Code, but also a continuous endeavour to of King IV. build and sustain the ethical culture in the City of Cape Town. In order to do so, one needs to inculcate With the adoption of King IV, including the related ethical decision making into the day-to-day business municipal supplement, its principles and practices activities of each employee, based on the City’s are being applied by the City. During the 2019/20 organisational values.” financial year, the EMT requested that a King IV Maturity Assessment be undertaken to determine Similarly, the City Manager’s message highlights the extent to which King IV principles and practices the importance of each employee’s behaviour to are being applied within the City. This will give the maintain the ethical culture of the organisation: City leadership an understanding of how well the
INTEGRATED ANNUAL REPORT 2019/20 31 fundamental concepts of King IV – such as ethical It is aligned with the assurance governance leadership, organisation in society, corporate framework and provides guidance on the citizenship, sustainable development, stakeholder implementation of combined assurance inclusivity, integrated thinking and integrated processes at the City. The SOP operates in reporting – are being applied, incorporated and conjunction with other governance and risk- embedded in the City. The Office of the Portfolio related policies and SOPs. Manager: Probity (O-PMP) has been tasked with this Check A Combined Assurance Forum was established exercise and has commenced with this review. A in July 2019. This structure serves as a platform detailed report will be submitted to EMT, which will to build, maintain and enhance the relationship include any weaknesses identified and the remedial between the assurance providers, as per the actions suggested to address these. It is envisaged City’s combined assurance model. that the review will be completed in the next financial year, before 30 June 2022. Check An information technology (IT) risk management methodology and SOP was developed and INTEGRATED GOVERNANCE REPORT approved as an extension to the integrated risk In the spirit of King IV, and to enhance the City’s management framework. The methodology integrated reporting processes, an integrated is applied to mitigate cross-cutting IT risks governance report is compiled each year as associated with the use, ownership, operation a supplement to its integrated annual report. and adoption of IT in the City. It focuses specifically on governance and Check A fraud risk management framework and related matters. a transversal fraud risk register SOP were developed and approved. Both form part of, The 2019/20 integrated governance report, and must be read with, the organisational compiled by the City’s Probity Portfolio, provides assurance governance framework. If used an overview of the combined assurance model, as appropriately, the framework and SOP will well as the role and functions of the City’s oversight contribute to the effective management of and governance structures in terms of providing fraud risk, as well as transparent and ethical good corporate and ethical governance. It reflects governance in the City. the results of work performed by the independent internal assurance providers, including Risk, Check The Organisational Effectiveness and Innovation Ethics and Governance; Internal Audit; Forensic Department, in consultation with the Probity Services, and the City Ombudsman. It also reports Portfolio Manager, has developed training on work performed by the office of the Probity material for the module ‘Consequence Portfolio manager. management’ of the LEAD training programme. The material explains the difference between The report outlines the corrective measures the accountability and responsibility, and administration has taken and the governance demonstrates good practices to deliver interventions implemented as a result of the effective accountability. The Probity Portfolio assurance providers’ work. These measures and Manager also helped develop training material interventions include the implementation of for the module ‘Combined assurance’ that improved controls, taking disciplinary and legal explains the roles and responsibilities of the action where necessary, reporting matters to the City’s various assurance providers in governing South African Police Service (SAPS) and MPAC compliance. Attendance of these two modules is for further investigation, and applying alternative mandatory for City management. dispute resolution processes to resolve public complaints. The 2019/20 integrated governance report also contains more information on the outcomes and Some of the key proactive governance and corrective actions stemming from the engagements combined assurance interventions detailed in the completed by the independent internal assurance report are as follows: providers. The report is attached as appendix L to this annual report and is also accessible on the City’s Check A monthly City Manager dashboard continues webpage. It will be made available at libraries and to monitor performance relating to good subcouncil offices as soon as the lockdown has been governance, among others. lifted. Check A key performance indicator on executive directors’ personal scorecards monitors and COMBINED ASSURANCE measures the implementation of remedial Combined assurance improves the integration, action to address the issues identified by the coordination and alignment of assurance processes. independent internal assurance providers. In this way, the City wards off assurance and Check A combined assurance standard operating reporting fatigue and improves the efficiency of procedure (SOP) was developed and approved.
32 CITY OF CAPE TOWN governance, which, in turn, enables improved Check Ethics – Driving the process of protecting, service delivery. nurturing and enhancing an ethical culture at the City. Activities fall into the following In essence, combined assurance optimises three categories: assurance and reporting on the strategic risks facing the City at all relevant levels, from line management • Reactive: Investigations on reported and specialised functions, to independent internal transgressions of the municipal code of and external assurance providers. Ultimately, it adds conduct for staff, ethics-related policies value by helping management achieve business and procedures, conflicts/declarations of objectives. interest, private work, gift receiving and discriminatory behaviour. CONSEQUENCE MANAGEMENT • Proactive: Ethics training and awareness Consequence management relates to the processes sessions, as well as monitoring and implemented to identify, address, monitor and reporting of all City employees’ report on deliberate (in)action(s) by City officials that declaration-of-interest status. may result in non-compliance, financial misconduct, • Advisory: Guidance to management and unethical, malicious or other improper conduct, employees to ensure compliance with illegal acts or negligence. These processes and their applicable ethics laws, regulations, codes outcomes are monitored and reported on to the and policies, as well as development relevant oversight and governance structures. and/or review of policies, processes and On 30 May 2019, Council approved its Consequence procedures relating to ethics in the City. Management Policy (C55/05/19). The policy The City has a zero-tolerance approach to formalises and consolidates the principles of corruption. An independent service provider consequence management, accountability and manages a full-time fraud hotline, which is responsibility for non-compliance, financial available to internal and external City stakeholders misconduct, as well as other misconduct and code- to report any irregularities and suspicious or of-conduct or ethical dilemmas, including remedial unethical behaviour. measures and recourse. To operationalise the policy, an SOP and consequence management register are KEY CORPORATE RISKS AND THE CITY’S being developed. MITIGATION APPROACH
RISK, ETHICS AND GOVERNANCE Internal Advisory Committees are responsible for providing assurance and advising officials, The City’s Risk, Ethics and Governance function management and the City Manager on the City’s delivers the following: controls and governance matters in accordance Check Integrated risk management – The facilitation, with their respective terms of reference. The Risk monitoring and reporting of significant risks. Management Committee (RiskCo) exists to assist the City Manager and other City management structures Check Business continuity management – The in discharging their risk governance and probity facilitation of business impact analyses and responsibilities. business continuity plans (BCPs), and the testing of BCPs.
THE CITY HAS A ZERO-TOLERANCE APPROACH TO CORRUPTION.
INTEGRATED ANNUAL REPORT 2019/20 33 The following key strategic risks were in the City of Cape Town Corporate Risk Register as at 30 June 2020:
STRATEGIC RISK KEY CONTROL KEY ACTION
Governance and legal compliance Monitoring and review Executive directors to develop of the risk and control and implement a Directorate environment in accordance Operational Plan regarding with the Transversal Assurance non-compliance identified by all Governance Framework. assurance providers. Monitoring and review of the implementation of Covid-19 regulations (including OH&S-related matters).
Effects of climate change on Monitoring and review of Develop and monitor the roll-out resources and services the implementation of the of the City’s Climate Adaptation Resilience Strategy. Action Plans.
Crime, health and safety incidents Monitor and review crime, Establish an approach and health and safety incidents and conduct ongoing coordination responses by the Disaster Risk of activities, including the Management Advisory Forum. delivery of water and sanitation, Coordinate programmes and communications, de-densification Covid-19 response strategy and and community support. decision making by the Covid Coordination Committee (CCC).
Infrastructure Alignment of sector plans (focused Enhance the Growth Management on IDP needs – as required by the Working Group functionality, Strategic Management Framework overseeing the development and (SMF) – with what is affordable to implementation of sector plans, the community in order to allocate indicating priority projects to repairs and maintenance and be implemented in alignment capital budgets. with the MSDF.
Metropole urbanisation/ Forward planning via the Human Draft an Inclusive Economic migration Settlements Strategy, with Growth Strategy (IEGS) and monitoring and review via of the develop a Human Settlements Human Settlement Sector Plan. Implementation Plan (incl. Informality Plan).
Intergovernmental collaboration Monitoring and review of Executive directors to identify the compliance with section 41 and need for a signed Memorandum other relevant sections of the of Understanding (MoU) with constitution, section 44 of the national and provincial MFMA and the South African government with regard to service Intergovernmental Relations delivery (operational requirement) Framework Act, Act 13 of affecting the directorate- 2005 of 2005. specific mandate. Interface between Covid Coordination Committee (CCC) and provincial government Covid-19 structures.
Skills/competencies Monitoring of the implementation Complete staff competency of the Transversal Attraction, assessment (existing complement) Development and and analyse the impact of cost Retention Strategy. containment on the HR service delivery model.
34 CITY OF CAPE TOWN STRATEGIC RISK KEY CONTROL KEY ACTION
Financial resilience Monitor and review of financial Draft an Inclusive Economic performance versus targets on Growth Strategy (IEGS) and corporate scorecard (incl. debt complete the Economic Risk to income, consumer debtors Matrix and Scenario Planning. to income and cost coverage indicators and collection ratio). Implementation of the Covid-19 action plan, which includes the adjustment budget, and reconsider the 2019/20 budget.
Energy security City-supply Area Electricity Investigate energy purchases Network Black Start Plan from independent power and Procedures (business producers (IPPs). continuity plan for energy and climate change).
Technology and cyber security Monitor and review the corporate Review of core application and/or IS&T security and architecture feeder systems. roadmap action plan through Establishment of a Technology the Information Security Sector Plan. Steering Committee.
THE CORPORATE RISK REGISTER AND THE COMBINED ASSURANCE PLAN The City of Cape Town Corporate Risk Register (CCTCRR) was used as the primary source document for the compilation of the combined assurance certificates and the Combined Assurance Plan (CAP), the latter aimed at assessing the effectiveness of the identified controls in mitigating the strategic risks. Mapped against the ten strategic risks of the City, a total of 61 controls were recorded on the CCTCRR as at 31 March 2020.
The graph below provides an overview of the strategic risks and related control responses received:
COMBINED ASSURANCE DASHBOARD OVERVIEW
6
5
4
3
2 CONTROL OUTCOMES CONTROL 1
0 Effects of Crime, health CITY’S STRATEGIC Governance climate Metropole, Inter- Technology and Skills/ Financial Energy and legal change on Infrastructure urbanisation/ governmental and cyber RISKS safety competencies resilience security compliance resources migration collaboration security risks incidents and services High assurance 1 0 0 1 0 0 2 1 1 0 Moderate assurance 1 0 0 0 1 0 2 1 0 0 Limited assurance 1 3 3 4 4 0 2 3 2 3 Unsatisfactory assurance 0 1 3 0 1 0 0 2 0 0 Assurance gap 0 0 0 0 1 5 0 0 0 0
FIGURE 4: Areas for improvement reported in the Combined Assurance Plan (CAP) Dashboard Report are discussed in the 2020 Integrated Governance Report, which is contained in appendix L.
INTEGRATED ANNUAL REPORT 2019/20 35 OFFICE OF THE CITY OMBUDSMAN Check providing guidance to City’s management and employees to ensure compliance with The Ombudsman investigates and helps resolve applicable ethics laws, regulations, codes public complaints against the administration. The and policies. office renders an independent, impartial, unbiased, non-prejudicial and apolitical service, which Ethics is also responsible for the implementation of includes alternative dispute resolution, advocacy, various ethics-related initiatives in the City. These relationship management and communication. are aimed at institutionalising ethical behaviour and to respond to ethics and integrity transgressions of During the 2019/20 financial year, the Ombudsman the City’s Code of Conduct. received 1 395 complaints, of which 165 did not fall within the Ombudsman’s mandate. A total of 627 In addition, both functions conduct awareness complaints were redirected or escalated to Council sessions that highlight the City’s commitment to departments, and 370 were scheduled for formal combating fraud and corruption and instilling ethical Ombudsman investigation. The remaining 233 decision making into the daily business activities of complaints still need to be assessed. all officials and employees.
FORENSIC SERVICES AND ETHICS COMBATING FRAUD AND CORRUPTION
The responsibilities of the City’s Forensic Services The City remains steadfast in its commitment to help function include: combat fraud and corruption in South Africa and to promote a culture of ethics in local government. The Check providing a reactive forensic service in Forensic Services and Ethics functions, as part of the respect of significant fraud, corruption, Probity Portfolio in the Office of the City Manager, maladministration or negligence on the part support and contribute to such combating of fraud, of City employees, municipal entities, agents, corruption and related activities and, in so doing, contractors, suppliers and service providers; enhance good corporate governance, combined assurance and integrated reporting. Check implementing proactive anti-fraud and anti-corruption policies, initiatives and The authority to institute Forensic and Ethics prevention measures; and investigations in the City’s administration vests Check raising awareness and providing information with the City Manager. Forensic Services and Ethics and education in relation to fraud report all findings and recommendations to the and corruption. City Manager and to the Audit and Performance Audit Committee in terms of the administrative The City’s Ethics function provides reactive, and functional reporting lines, respectively. This proactive and advisory services, including: dual reporting line ensures the independent and objective operation of both functions. Check performing investigations on reported transgressions of, inter alia, the Municipal Code PROTECTED-AREA ADVISORY COMMITTEES of Conduct for staff, ethics-related policies and (PAACS) procedures, conflicts of interest, private work and discriminatory behaviour; Cape Town has nine protected-area advisory committees (PAACs) under the National Check conducting training and awareness sessions, Environmental Management: Protected Areas aligned to the City’s stance of zero tolerance of Act, Act 57 of 2003. Local community groups are unethical behaviour; involved as far as possible to help ensure that the Check monitoring and reporting on declaration of City’s nature reserves serve the communities in interest of all City staff members; and which they are situated.
36 CITY OF CAPE TOWN COVID-19: A CARING, COMPREHENSIVE AND PRACTICAL RESPONSE
As a local authority with a vision and commitment to serve the almost 4,5 million people who call Cape Town home, the City will not be thrown off course – not even by a global pandemic.
Despite the numerous and daunting challenges and established well-equipped and expertly created by Covid-19 and the national lockdown, staffed quarantine, isolation and care facilities the City’s response was to keep doing across town. This was all with the aim of helping everything in its power to continue delivering to control the spread of the virus, treat those services, ease the hardships experienced by infected, and keep mortality rates as low Capetonians from all walks of life, and support as possible. the people of the city in the same way they have always supported us. Millions of rands worth of budgeted funding was repurposed to provide care, equipment, With that single-minded objective in mind, food, protective gear and financial relief for thousands of City employees have kept working individuals, families and businesses. And while every day since Covid-19 arrived in South Africa the immediate focus remains on managing the in early 2020. Often in the face of significant spread and impact of Covid-19 on lives and difficulties and risks, these dedicated staff livelihoods, the City has not taken a short-term have ensured that the citizens of Cape Town view. All the measures put in place now, some of still receive healthcare, water, electricity, waste which are highlighted on these pages, have been removal, law enforcement and safe public carefully designed to have a long-term positive transport, among many other services. impact on the resilience and sustainability of Cape Town and its people. The City’s medical personnel have performed thousands of Covid-19 screenings and tests,
HERE ARE JUST A FEW OF THE MANY TARGETED INITIATIVES AND ACTIONS TAKEN BY THE CITY IN RESPONSE TO COVID-19.
INTEGRATED ANNUAL REPORT 2019/20 37 SUPPORTING THE VULNERABLE
Between 16 March and 31 July 2020, the City spent more than R61,8 million in general emergency Covid-19 procurement to protect the most vulnerable members of Cape Town society. This money was spent on shelter, food, mattresses, water provision and burial requirements.
FOOD RELIEF
Used R12 MILLION of City savings Urban Management secured an additional and partnered with about 60 local R25 MILLION for organisations to provide ONGOING FOOD RELIEF EMERGENCY FOOD RELIEF in the 2019/20 financial year
TACKLING JOB LOSSES AND UNEMPLOYMENT
Enterprise Continuing to and Investment Partnered Training devise Department with Lulaway focuses on SUSTAINABLE INVESTING HEAV- Holdings to train supplying EMPLOYMENT ILY in upskilling, 6 000 unemployed demand for PATHWAYS training residents in basic SPECIFIC SKILLS through the and sourcing work readiness economic crisis talent for SMMEs
38 CITY OF CAPE TOWN LOW/NO RATES FOR NPOs
Beneficiaries include Added NEW PROPERTY organisations offering CATEGORIES to enable SHELTER for street RATES RELIEF lower, or no, rates to be people and the of more than charged for NPOs and other ELDERLY, as well as early R3,3 BILLION charitable property owners CHILDHOOD and YOUTH development facilities
WATER PROVISION
Committed to ensuring that all Capetonians Delivered over 33 MILLION litres of have FRESH WATER as an essential defence water and installed 93 WATER TANKS in against Covid-19 various communities
AREA CLEANING
Approved R30,7 MILLION to fund enhanced In addition to existing MAINTENANCE and Covid-19 cleansing and sanitising of public CLEANING of communal areas, enhanced housing complexes and hostels SERVICES include:
provision of deep-cleaning of hand sanitiser at regular cleaning of all public spaces in expanded waste main building communal accommodation removal services entrances surfaces facilities and exits
INTEGRATED ANNUAL REPORT 2019/20 39 SUPPORTING HEALTH AND WELL-BEING
Covid-19 is first and foremost a healthcare crisis. The City’s response prioritised the protection of residents and healthcare workers, prevention of deaths, and curbing the spread of the virus as effectively as possible.
BOOSTING HEALTHCARE RESOURCES
Recognises that Invested QUALIFIED Proactively R72,8 MILLION Recruited qualified HEALTH STRENGTHENING in provision of healthcare PROFESSIONALS of the City’s personal workers to fill over are the frontline protective 100 vacancies foundation of an staff component equipment (PPE) to effective response healthcare workers
PRIORITISING TESTING, PREVENTION AND CARE
Designed to Provided MAXIMISE 80 CLINIC Increased DETECTION of OVERFLOW Rolled out testing TESTING at-risk residents, FACILITIES to booths at 17 clinics CAPACITY in while protecting offer testing and across town communities FRONTLINE care for most in need HEALTHCARE vulnerable WORKERS residents
40 CITY OF CAPE TOWN SUPPORTING BUSINESSES AND SMMEs
Recognising the potentially catastrophic impact of the hard lockdown on businesses and industries, the City immediately mobilised resources to limit the impact and deliver much-needed support.
COVID-19 SMME TOOLKIT
Featured as a BEST-PRACTICE A Covid-19 MODEL FOR 10 000 Contains the BUSINESS Nearly WORKPLACE specially ESSENTIALS TOOLKIT 3 000 READINESS at designed needed to aimed at as- TOOLKITS the Cities Against toolkits return to sisting SMMEs handed COVID-19 also given to work after to get back to over to SMMEs online informal the lockdown business safely global summit traders hosted from Seoul, Korea
COVID-19 SMME TOOLKIT
Established the Real Estate Provided rental relief Services Task Team (RESTT) options for City Phased approach: as one of three key disaster business tenants response initiatives
Repayment arrange- Rental remission for ments linked to proven PHASE commercial tenants PHASE business case and in line on application with existing lease terms 1 2 and conditions
INTEGRATED ANNUAL REPORT 2019/20 41 SUPPORTING THE LOCAL ECONOMY
The City established special task teams to coordinate and streamline its response to the impact of the pandemic on Cape Town’s economy. This response was guided by two key response plans:
ECONOMIC ACTION PLAN
City’s ECONOMIC Presents a three-stage Repurposed ENTERPRISE RESPONSE and action plan: RESPOND, and INVESTMENT CONTINGENCY PLAN ADAPT and RECOVER, DEPARTMENT to for the crisis facing the and STABILISE operate optimally local economy
STRENGTHENED LINKAG- ES with other government Facilitated URGENT Rapidly instituted BUSINESS structures to ensure CAPACITY to manufacture CONTINUITY measures accurate, up-to-date PPE and ventilators information for businesses
ECONOMIC RECOVERY PLAN FOCUSING ON
Enabling EXPANSION and Enhancing business RETENTION INVESTMENT to resume
Identifying new sectoral Various other INNOVATIVE Equipping businesses for OPPORTUNITIES emerging SOLUTIONS and NEW WAYS of working from the crisis BUSINESS SUPPORT
42 CITY OF CAPE TOWN A DATA-DRIVEN RESPONSE TO COVID-19
The City realises that data analysis and application To this end, the City designed its dynamic is a cornerstone of resilience and sustainability. operating framework, which considers the While Covid-19 is unlike anything the world projected progression of the pandemic, the has ever experienced, the City is committed lockdown, the economy, Cape Town’s recovery, to leveraging the data it has to focus and drive and more. its response both now and into the future. This applies not only to metro-wide activities, but also The programmes and projects within the to adjusting the City’s service and health response framework are continuously updated. At its core, at an area and local level, as needed. however, it focuses on the following:
CON ERA LOG SS TI OP TIO H IS E N N LT Ensuring TI U Y A C IN T S S IT I E adequate S C Y H protection for our U Informing essential Ensuring that staff are B services departments protected and have the healthcare workers of constraints, and resources to deliver what and all those who use monitoring risks. is required. our services, including delivering testing and screening services.
COORD NSPOR MANAG R IN RA T ES E E A T I M T T IT S I L E O I Ensuring that there N A Responding to issues Ensuring that the risks C
N S is enough capacity, T I that require a law associated with moving A
F compassion and care D enforcement or public around does not increase in the delivery of this safety response. the infection rate. essential service.
D RELIE E AND I COVERY OO F IN SO RE F T L N A Taking into Helping to ensure that A T Identifying and consideration leadership R I
residents have access O
A preparing facilities capabilities, disaster
to adequate nutrition N U in collaboration risk management, by coordinating with
Q with Province. national legislative food schemes. changes, and more.
INTEGRATED ANNUAL REPORT 2019/20 43 “MY CONTINUED COMMITMENT TO ETHICAL LEADERSHIP AND GOOD GOVERNANCE IS TO INCREASE THE ETHICAL MATURITY OF THE CITY OF CAPE TOWN, WHICH REFLECTS NOT ONLY A PLEDGE TO ITS VALUES AS DEFINED IN THIS ETHICS CODE, BUT ALSO A CONTINUOUS ENDEAVOUR TO BUILD AND SUSTAIN THE ETHICAL CULTURE IN THE CITY OF CAPE TOWN. IN ORDER TO DO SO, ONE NEEDS TO INCULCATE ETHICAL DECISION MAKING INTO THE DAY-TO-DAY BUSINESS ACTIVITIES OF EACH EMPLOYEE, BASED ON THE CITY’S ORGANISATIONAL VALUES.”
ALDERMAN DAN PLATO | EXECUTIVE MAYOR
44 CITY OF CAPE TOWN
46 CITY OF CAPE TOWN SFA 1: OPPORTUNITY CITY
SFA 1 FOCUSES ON:
• improving Cape Town’s business climate;
• establishing Cape Town globally as an attractive investment destination with positive economic growth;
• encouraging business opportunities; and
• investing in and maintaining infrastructure.
OBJECTIVES PROGRAMMES OBJECTIVE 1.1: Positioning Cape Town Check Ease-of-business programme as a forward-looking, globally competitive city Check Cape Town business brand programme Check Infrastructure investment programme Check Road infrastructure investment programme Check Economic development and growth programme Check Partnership development programme Check Leveraging the City’s assets OBJECTIVE 1.2: Leveraging technology for progress Check Digital city programme OBJECTIVE 1.3: Economic inclusion Check Skills investment programme Check Mayor’s job creation programme OBJECTIVE 1.4: Resource efficiency and security Check Energy-efficiency and supply programme Check Climate change programme Check City resilience programme
INTEGRATED ANNUAL REPORT 2019/20 47 KEY OPPORTUNITY CITY ACHIEVEMENTS AND HIGHLIGHTS IN 2019/20
Saved over 231 GWH of electricity over the past 11 YEARS through energy-use improvements in municipal operations, translating to avoided emissions of
229 035 rCO2e
D E V O R P P A
Brought total number of building plans Finalised 93% of building plans Finalised 93% of BUILDING approved since 2012/13 to , with a within statutory timeframes 209 405 PLANS within statutory timeframes value of approximately R169,3 BILLION
Created 30 457 EMPLOYMENT Installed nearly 1 140 KM of OPPORTUNITIES, bringing the FIBRE-OPTIC cable across the metro total to 352 263 since 2012/13
48 CITY OF CAPE TOWN Retrofitted all TRAFFIC LIGHTS and 407 City buildings now connected to approximately 34% of all STREETLIGHTS FIBRE-OPTIC infrastructure with energy-efficient lamps
Offered kerbside recycling Diverted of THINK TWICE 55 242 TONNES programme to over households from landfill through 190 000 ORGANIC WASTE across town and diverted the garden waste-chipping programme 24 243 TONNES of recyclables from landfill
Distributed an additional 2 040 FIRST CITY in South Africa and FREE COMPOSTING only the third in Africa to have an CONTAINERS to Capetonians approved Resilience Strategy
Invested over R250 MILLION in Wesgro Cape Town Air Access has helped and the SPVs since 2011, while they have secure 22 NEW ROUTES and facilitated over R22,8 BILLION worth of 26 ROUTE EXPANSIONS, investment in Cape Town and created more doubling the international seat capacity than 36 000 direct jobs in return of Cape Town International Airport
INTEGRATED ANNUAL REPORT 2019/20 49 OBJECTIVE 1.1: POSITIONING CAPE TOWN AS A FORWARD- LOOKING, GLOBALLY COMPETITIVE CITY
EASE-OF-BUSINESS The City recognises that regulatory compliance costs, if inefficiently applied, may affect firms’ PROGRAMME ability to grow and create more jobs. This is why the administration has committed to facilitate business BUSINESS SUPPORT PROJECT support for approximately 500 SMEs per year until 2022. This includes the provision of ongoing advice Small and medium enterprises (SMEs) play a vital and skills development, guidance on regulation part in Cape Town’s economy, making up over 90% compliance, and the removal of business-related of all businesses and accounting for nearly half of bottlenecks. The assistance is delivered directly private-sector employment. The City is committed and in partnership with support organisations and to ensuring the right conditions for small business to various business incubators. grow and thrive.
TABLE 1: Business support project achievements until the end of June 2020
INDICATOR FINANCIAL YEAR 2019/20 Service requests responded to within two working days (simple requests) 90% Service requests responded to within 14 working days (complex requests) 75% Small businesses participating in the City’s enterprise and supplier development programme 1 278 Businesses in distress supported by Business Hub consultants and senior client advisors 2 514 Number of reform projects (that reduce the cost of doing business) supported and/or facilitated 23 Regulatory impact assessments facilitated 3 Educational events hosted for business owners 45
Management System (DAMS) to ensure that both PLANNING DELEGATIONS these instruments enable economic growth. PROJECT The MPBL has consolidated the municipal planning The City’s efforts to expedite land development regulatory function and placed it under full City in support of its transit-oriented development control, effectively giving the City executive (TOD) strategy continue. The aim is to be more authority over municipal planning in its area of responsive to fast-changing urban dynamics and jurisdiction. The City reviews the MPBL every help establish integrated communities. Key to this year, allowing the public to comment and make approach is reviewing and simplifying the City of suggestions on possible improvements to the by-law Cape Town Municipal Planning By-law (MPBL), 2015, and its associated processes. and entrenching the City’s Development Application
50 CITY OF CAPE TOWN The Development Management Scheme (DMS) is The Invest Cape Town website (investcapetown. a key component of the MPBL. This single zoning com) reached more than 110 000 users over this scheme has been designed to control land use and period – 53% more than in the previous year. It regulate land-use rights through effective zoning. provides useful content that showcases Invest Cape Town’s services to its audience as a key focus. The City’s Development Application Management This content had the positive impact of not only System (DAMS), in turn, allows for the electronic growing the number of visitors to the site through submission, circulation and processing of building search engine queries, but also raising awareness plans and land-use applications. As a result of DAMS of the Invest Cape Town initiative and services. In and the City’s e-Services portal, 100% of all building addition, the website was used to demonstrate plans and 100% of all land-use applications were the City’s commitment to providing assistance and received electronically in the year in review. advice to Cape Town’s small, medium and micro- sized enterprises (SMMEs) during Covid-19 and the In 2019/20, these combined measures allowed the national lockdown. City to finalise 94% of building plans within the statutory timeframes, against a target of 90%. A total For the last few months of the financial year, of 209 405 building plans with a combined building the focus shifted primarily to communicating work value of approximately R169,3 billion have Covid-19-related news and guidance. A Covid-19 been submitted for City approval since 2012/13. SMME toolkit was successfully launched, filled with essentials to assist 3 000 SMMEs to get back to The City has committed to continue investing in work safely. The toolkit included two A3 employee the enhancement and development of DAMS in and customer safety posters, a business support the coming years. To this end, the Development brochure, 5 ℓ of hand sanitiser and ten face masks. Management Department is busy re-engineering This was very well received and helped increase and streamlining all DAMS business processes engagement levels between the City and SMMEs. and upgrading the e-Services portal to provide a more efficient service to customers. These changes In March 2020, the Invest Cape Town citizens should be ready by the end of 2021. campaign, CPT+U, was launched. The campaign aims to ignite a sense of pride and camaraderie CITY-PRIVATE-SECTOR GROWTH among Capetonians and inspire people to spontaneously start talking about Cape Town PARTNERSHIP PROJECT as an investment destination. It is designed to The City partners with property developers and highlight and showcase the people, businesses other stakeholders to share information and assess and investments that are making a difference in the opportunities to help achieve its infrastructure lives of Capetonians. Through the CPT+U signifier, investment vision. This also gives the City a clear ordinary Cape Town citizens are encouraged to view of any planned public- and private-sector share their success stories and show how they are development initiatives or concerns that it needs investing in the city through their actions. Since to be aware of. The partnerships help ensure the City was unable to roll out this campaign as full transparency between stakeholders, and a extensively as planned due to Covid-19, it plans to shared development vision based on effective repeat it in the 2019/20 financial year. information flow. ECONOMIC SECTOR CAPE TOWN BUSINESS DEVELOPMENT PROJECT BRAND PROGRAMME As part of its trade and investment mandate, the City funds and supports various SPVs to drive growth and BUSINESS BRAND PROJECT job creation in strategic sectors of the economy. The SPVs currently supported are the Cape Information The City’s business brand, Invest Cape Town, Technology Initiative (Citi), the Cape Town Fashion continues to stimulate and enable investment Council, Clotex, the Cape Craft and Design Institute, by ensuring that all economic role players in the GreenCape, the Cape Clothing and Textile Cluster, region speak with one voice, campaigning for and Business Process Enabling South Africa Western Cape Town as Africa’s hub for business ideas and Cape (BPESA WC). innovation. In the year in review, Invest Cape Town built on its success from the previous financial year The City also supports Wesgro – the Western by entrenching strong partnerships with special- Cape’s destination marketing, investment and purpose vehicles (SPVs), hosting a number of trade promotion agency – to further promote trade stakeholder engagements and industry events, and and investment, and the Western Cape Economic successfully growing its digital platforms.
INTEGRATED ANNUAL REPORT 2019/20 51 Development Partnership to build and strengthen partnerships.
Since 2011, the City has invested over R250 million in Wesgro and the SPVs, who have, in turn, facilitated over R22,8 billion worth of investment in Cape Town and created more than 36 000 direct jobs. In the 2019/20 financial year, the SPVs facilitated investment worth R8,2 billion, thereby creating 6 583 jobs and 2 137 skills opportunities.
The industries where Cape Town has the most pronounced job creation advantages are business process services, fishing, real estate, textiles and clothing, hotels and restaurants, and food and beverage manufacturing. While many of these have been severely affected by the pandemic, they remain key focus areas for attracting investment to the city.
INVESTMENT DESTINATION IN The United Kingdom remains Cape Town’s top IDENTIFIED MARKETS PROJECT international passenger market, with Germany and Identifying opportunities in high-growth, high- the United States second and third respectively. impact sectors is key to growing the local economy, Belly cargo volumes in the year in review were at attracting investment to the region and maximising similar levels to 2019, with air cargo figures having job creation and economic development. shown solid growth of 20% and 36% in 2018 and 2017 respectively. The City engages with various Cape Town-based companies to gain business, sector and economic EVENTS PROJECT insights that can inform its approach to supporting identified high-potential sectors. Project Camissa Cape Town has established itself as Africa’s leading is the City’s primary research initiative aimed at events destination, with an enviable annual events gathering these insights. The research findings calendar. Thanks to excellent infrastructure and are applied to better understand which industries world-class organising and hosting skills, Cape Town in Cape Town hold the biggest potential for both is able to compete with many other global cities in output and employment growth, and to identify the events space. The city even earned itself the title strategic interventions that will best support this of the world’s leading festival and event destination growth potential. at the 2018 World Travel Awards.
The City also partners with various stakeholders to The City is working hard to strengthen and entrench increase air and port access to Cape Town so as to this position. It does this primarily by hosting boost investment and tourism. Fast-growing trade and promoting iconic and strategic events, but and investment markets are targeted, including also through the prioritisation of specific events North America, Germany, Brazil, France and segments, such as sports, business, culture and Southeast Asia, as well as key African markets such music. as Ethiopia, Kenya, Mauritius and Zimbabwe. These types of events play a key role in increasing Since its launch in 2015, Cape Town Air Access destination awareness and encouraging potential has helped secure 22 new routes and 26 route tourists to visit Cape Town. As such, the City expansions. This includes the sought-after invests heavily in event partnerships, support and North American direct connection, with the marketing, and actively promotes the signature team successfully negotiating a seasonal non- events it hosts in both national and international stop connection to Newark Airport in New York, markets. which United Airlines operated in the summer of In 2019/20, the efforts of the City’s Events 2019/20. Three new routes were launched and Department, in collaboration with its many partners, three route expansions were initiated in the period were again rewarded when Cape Town was in review. This saw the airport reach the 2,6 million recognised as Africa’s leading festival and event international passenger mark in 2019, with 1% year- destination for 2019 at the World Travel Awards for on-year growth in passenger movement. the third consecutive year. As it befits a premier
52 CITY OF CAPE TOWN events destination, Cape Town was also a finalist for 2019. Formula E is sanctioned by the International the global award. Automobile Federation and is a class of motorsport that uses only electric-powered cars. These accolades highlight the City’s commitment to providing an enabling environment for successful EVENT PERMITTING events, event packaging and promotion for the tourism industry, as envisaged in its Integrated Events During the 2019/20 financial year, 1 167 event permit Strategy. They are also important milestones in terms applications were received and 823 permits were of the City’s goal to align Cape Town with international issued. Due to the global outbreak of Covid-19, trends and position it as a truly global city. the City was forced to suspend all event permit processing in March 2020 to protect the well-being EVENT SUPPORT of all those involved in the events ecosystem. As a result, all previously approved event permits were In the 2019/20 financial year, the City supported a also withdrawn. Due to the lockdown imposed by broad range of external events. The Special Events National Government, the permit process remains Committee received 198 event support applications, suspended indefinitely. of which 151 received financial or other support from the City. These included newcomers such FILM PERMITTING as the international triathlon festival, Challenge Cape Town; the yacht-racing 52 Super Series; the A total of 10 952 film bookings were received during record-breaking Match in Africa with Roger Federer the reporting year, and 5 175 permits were issued and Rafael Nadal (tennis match with the highest between July 2019 and March 2020. As with event attendance in history); the largest Springbok World permitting, the City was also forced to suspend the Cup victory parade; and the Miss Universe victory film permitting process due to Covid-19 and the parade. lockdown. After extensive lobbying by the City and members of the film industry, limited filming was Some of the other key City-supported events permitted to resume in May 2020. The Film Permit that helped further position Cape Town Office issued a further 70 permits following the globally were the: resumption of permitting up until 30 June 2020. Standard operating procedures were also Check Sanlam Cape Town Marathon; developed for the film industry to assist with the safe Check HSBC Cape Town Sevens; continuation of filming during the pandemic. Check Cape Town Cycle Tour; E-PERMIT SYSTEM Check Design Indaba Festival; Check RAM Cape Town Open (golf); The City’s e-permit system remains operational and allows event organisers to submit their permit Check Investec SA Women’s Open (golf); applications with the least possible administrative Check Mining Indaba; burden. This forms part of the City’s commitment to Check SA vs Australia T20; cut down on paper and make it easier to do business Check 30th Anniversary Release of Nelson Mandela with the administration. Lecture; and PLACE MARKETING Check SA Innovation Summit. The City’s Place Marketing team is mandated to The City’s Events Department also provided event profile Cape Town as an international destination services and/or branding for 781 corporate events in with unlimited opportunities. The team consists of the year in review. the three dedicated units of Destination Marketing, Investment Promotion, and Tourism. BIDDING FOR EVENTS In the year in review, the team delivered the To grow the range of events hosted in the city and following key highlights and achievements: bolster the economic benefits derived from them, the Events Department works tirelessly to attract DESTINATION MARKETING new and exciting events to Cape Town. This process Check includes bidding to host major international events Continued to embed the pillars ‘visit’, that have the potential to elevate the city’s profile ‘live’, ‘work’, ‘study’, ‘play’ and ‘invest’ in and stimulate its economic growth. all messaging, and produced content and collateral for these pillars, aimed at various The City is currently working with a consortium to target audiences. finalise plans to bring Formula E racing to Cape Check Expanded on the above six-pillar narrative Town, having completed a feasibility study in and augmented the approach to align with
INTEGRATED ANNUAL REPORT 2019/20 53 the challenges and requirements of Covid-19, Check Good growth in Invest Cape Town’s social media including research into new technology and presence, having achieved 2 805 followers on marketing platforms. Twitter and 1 305 on LinkedIn, as well as an Check Represented the City for the sixth year at the increase in mentions, impressions, profile visits World Travel Market Africa 2019, winning and click-throughs. the award for best innovation and design TOURISM exhibition stand. Check Check Represented the City for the first time at the Secured approval for a three-year agreement World Travel Market London 2019, winning the with Cape Town Tourism for in-destination and award for best new stand. visitor services, tourism marketing and special City projects. Check Continued to develop digital resources, Check including the digital asset management system Secured 22 new direct international flights to and associated content. Cape Town over the past five years, along with Air Access partners. Check Produced a host city guide in collaboration with Check the Events Department. Provided strategic advice and direction to Cape Town Tourism as part of the newly signed three- Check Developed a study video to attract international year contract and accompanying strategies students and continued to collaborate with the designed for significant growth. Cape Higher Education Consortium (CHEC) Check to expand the opportunity for international Embarked on a neighbourhood video project, students going forward. ‘eKasi Sessions’, aimed at showcasing local culture-rich communities across Cape Town. Check Launched the destination webpage The videos share the communities’ stories with www.thisis.capetown and produced over industry members to encourage their inclusion 100 positive destination stories. in Cape Town’s tourism offering. The areas Check Delivered one of the most successful profiled include Langa, Khayelitsha, Simon’s destination marketing campaigns run by Town and Mitchells Plain. the City promoting Cape Town as a premier Check Marked Tourism Month (September 2019) by destination in Africa to visit, live, work, study, hosting school sessions across Cape Town to play and invest. foster an understanding of the three pillars of Check Produced and distributed the first edition of the responsible tourism, namely economic inclusion, destination newsletter. environmental integrity and social upliftment. Check Hosted Atlanta-based blogger and influencer Check Embarked on an extensive research and public Kim Hawk in collaboration with Cape participation process, and received Council Town Tourism. approval for the new Tourism Development Check Continued media and communication support Framework for the City for the next five years for strategic business and tourism events and (TDF 2024), which provides strategic direction conferences. to promote tourism and increase job creation. Check Developed plans to spotlight the innovation Check Commenced implementation of the TDF 2024 agenda through a future webinar series called in the latter part of 2019 and set the scene for ‘Disruptors and innovators’. future tourism promotion and development in Cape Town. INVESTMENT PROMOTION Check Continued to entrench and strengthen the City’s INFRASTRUCTURE business brand, Invest Cape Town, through stronger partnerships, digital campaigns and INVESTMENT PROGRAMME stakeholder relations. The City stimulates growth by investing in suitable Check Facilitated solid growth in usage of the economic and social infrastructure to support Invest Cape Town website and social media economic development. Since 2012/13, the City platforms by focusing on delivering quality, has invested around R44 billion in infrastructure compelling content. development. Of this, R21 billion has gone towards Check Direct traffic to the site grew to 21 441 new infrastructure development and R23 billion to sessions, representing a 525% increase and the refurbishment of existing infrastructure. confirming exponential growth in awareness of Invest Cape Town. Resources are allocated according to a strategic Check Website sessions through search engine infrastructure asset management plan and asset results (organic sessions) increased to 34 678, register. Approximately R30 billion is earmarked for representing an increase of 340%. investment in infrastructure over the three financial years from 2019/20 to 2022/23.
54 CITY OF CAPE TOWN FIGURE 4: Infrastructure investment by the City of Cape Town since 2012/13
REFURBISHMENT OF EXISTING 23 21 INFRASTRUCTURE
NEW INFRASTRUCTURE
The City also remains committed to its Check achieve strategic objectives and large-scale infrastructure investment plan, which desired outcomes; is designed to help re-energise the economy and Check serve as an integrated system that incorporates stimulate economic growth after Covid-19 and the the requirements of national policy and strategy, national lockdown. legislation, relevant standards, and best practice in multiple disciplines; and All projects proposed for inclusion on the capital Check budget for 2019/20 were assessed against support good governance and transparency, an implementable delivery plan to ensure including making and communicating implementation readiness, tender readiness (i.e. informed decisions. must be on the City’s demand plan), strategic National Treasury also developed a bespoke CIDMS alignment and capacity to implement. implementation strategy for the City. Adopting this strategy presents massive potential benefits for the INFRASTRUCTURE ASSET administration and offers ratepayers the assurance MANAGEMENT PROJECT that new assets will be well looked after. It will also allow the City to benchmark itself against other In line with national requirements, the City has cities worldwide and ensure that it has a world-class assigned an EMT champion for the implementation asset management approach. of the Cities Infrastructure Delivery and Management System (CIDMS). CIDMS is a South All of this will be possible because the CIDMS African National Standard (SANS) 55001-compliant strategy will allow the City to: asset management system tailored for application in Check metropolitan cities in South Africa. access useful statistical data for informed decision making; Developed by National Treasury’s cities support Check plan better for asset replacement and programme, in partnership with the cities of Cape capital spend; Town, eThekwini and Johannesburg, the CIDMS is Check optimise the deployment of human capital; designed to: Check extend the useful life of assets; Check help cities optimise performance across the Check leverage accurate data about the condition and urban infrastructure value chain by offering location of all assets; and best-practice processes, techniques and tools; Check maintain complete records of maintenance carried out and the associated costs per asset.
INTEGRATED ANNUAL REPORT 2019/20 55 BULK WATER SUPPLY SYSTEM based drought management plan. The City also continues to play a key role in the Western Cape AUGMENTATION AND water supply system (WCWSS) by reviewing and MAINTENANCE PROJECT finalising water allocations and water-use licensing applications. Moreover, the administration works Following the severe drought caused by three very closely with neighbouring municipalities and low-rainfall winters since 2015, various Western the national Department of Water and Sanitation Cape stakeholders have undertaken a number of (DWS) to utilise regional water supplies more initiatives to avert a water crisis in the region in the effectively. short term, but also incrementally diversify water sources to reduce the city’s long-term reliance on Other schemes under way are as follows: surface water. Various alternative water resources are being explored as a matter of urgency, including groundwater, desalination and wastewater reuse. ADDRESSING POLLUTION IN CAPE TOWN WATER STRATEGY THE DIEP RIVER CATCHMENT The Cape Town Water Strategy is a key component of One of the City’s many projects to the City’s commitment to ensuring greater resilience turn Cape Town into a water-sensitive and sets out a refocused approach for at least the next city involves comprehensive plans to ten years. It aims to secure Cape Town’s water future combat pollution in the Diep River by increasing the available water supply by more than catchment area. 300 million litres per day over the following decade, at an approximate cost of R5,7 billion. The plan includes:
The intention is to reduce the likelihood of severe Check increased activity by a water pollution water restrictions in the future by increasing task team to crack down on illegal the reliability of supply from 98% to 99,5%. The discharges from neighbouring strategy explores investment in alternative water industrial areas; sources, including groundwater, wastewater reuse Check and desalination, to supplement water supply. pumping polluted water from Erica It also addresses the effectiveness of network Road and Theo Marais canals into management, expanding and managing bulk water the sewer system for treatment, with and wastewater infrastructure, maximising benefits, weekly cleaning of Bayside canal; supporting the transition to a water-sensitive city, Check robust clearing of litter from pipes, and reducing the risk associated with having to canals and outlets; share regional resources. Check regular clearing of invasive To support the implementation of the Water Strategy vegetation from the Diep River; and ensure customer-centric service delivery, a Check critical short-term repairs at Potsdam new Customer Services Branch was established in wastewater treatment works to ensure Commercial Services in late 2019. Led by a customer a higher-quality treated effluent; and services manager, the branch is accountable to 4 million customers and oversees approximately Check stormwater upgrades worth 660 000 water meter connections and 33 000 meter R57,5 million over the next three readings daily, which equate to R6 billion in annual to five years to improve sewage customer billing. Approximately 450 City employees treatment and diversion from and 425 contractors perform the functions of the informal settlements in Dunoon and branch (i.e. meter management, meter reading and Joe Slovo. The combined rand value debt management) under 16 operations contracts. of the various sewer system upgrades According to projections, Cape Town’s population is already completed in recent years is set to grow by 500 000 over the next six years, which approximately R77,2 million, which will equate to around 80 000 additional customers excludes approximately R2 million who will require service. spent on clearing blockages in the stormwater system since July 2019. A FOCUS ON BULK WATER SYSTEM RESILIENCE
Strengthening, refurbishing and maintaining Cape Town’s bulk water supply system remains a key focus for the City. A number of strategic interventions are already in place to achieve this, such as a computer-
56 CITY OF CAPE TOWN Check Five contracts (three drilling, one mechanical Check A professional services provider has been and electrical, and one civil works) have been appointed to undertake a feasibility study on awarded for groundwater development in the developing the Lourens River diversion scheme Table Mountain group aquifer. This includes the into a water supply resource. This is part of supplementary contract for deep and horizontal commitment 3 of the new Water Strategy, drilling, which has recently been awarded. namely “sufficient, reliable water from diverse sources”. It falls under the adaptable phase of Check Development of the Steenbras wellfield is the City’s new water programme, which can be under way and will include the drilling of 16 brought forward or scaled as necessary and as boreholes for exploration and production. A new circumstances emerge. total of 13 production boreholes have already been completed, of which two have been Check At the Cape Flats aquifer, three contracts have commissioned with a total yield of 4,3 Mℓ/day. been awarded for groundwater development, Conceptual infrastructure layouts for the including contracts for drilling and for linking Groenlandberg and Nuweberg wellfields have infrastructure between boreholes, reservoirs, been developed and presented to the City’s treatment facilities and reticulation injection Bulk Water Branch, with three monitoring points. Already, 104 monitoring and exploratory boreholes drilled in each of these wellfields. boreholes and 69 production boreholes have been drilled, of which 89 and 60 have been yield-tested, respectively.
TABLE 2: Large bulk water infrastructure projects as at 30 June 2020
PROJECT PROGRESS
500 Mℓ/day water Environmental authorisation is in place for the reservoir, and the last of four land treatment works and acquisitions is being finalised. A professional services contract is in place. Design a 300 Mℓ reservoir is now progressing after initial delays due to the landowner denying the City at Muldersvlei access to the site until full transfer had been concluded. The geotechnical survey of the site is complete and detailed design has recommenced.
300 Mℓ Spes Bona This project has been deferred due to resource limitations and reassignment to reservoir (increasing higher-priority projects. storage capacity in the Durbanville and Kraaifontein areas)
100 Mℓ Environmental authorisation was obtained and the land acquisition process Contermanskloof completed. A professional services contract was awarded, as was the contract for reservoir (for increased reservoir construction, which commenced in 2017. Construction was progressing storage capacity in well until the contractor’s three joint-venture partners were liquidated. The City is the Table View and engaging with the liquidators and a guarantor to explore whether the latter could Parklands areas) possibly complete the project.
100 Mℓ Steenbras A geotechnical investigation was done and a system analysis is currently being reservoir (increasing conducted. The City awaits the detailed geotechnical report. However, the storage capacity in project has been deferred due to resource limitations and reassignment to higher- the Gordon’s Bay and priority projects. Strand areas)
INTEGRATED ANNUAL REPORT 2019/20 57 PROJECT PROGRESS
Atlantis aquifer The Atlantis managed aquifer recharge (MAR) groundwater scheme was initially developed in the 1970s by the DWS to supply water to the satellite hub of Atlantis, Pella and Mamre. Although a single aquifer, the Atlantis scheme has two distinct nodes, namely Witzands and Silwerstroom. The MAR component comprises the infiltration of conditioned stormwater and treated effluent into strategic zones of the aquifer to ensure sustainability of the aquifer biome in the long term. The scheme currently operates under a historical legal-use permit allocation of 13 Mℓ/ day. Under normal operating circumstances, all higher-quality treated effluent from the domestic stream at the Wesfleur wastewater treatment works is used to recharge the aquifer. Lower-quality treated effluent from the industrial stream at Wesfleur is directed to the infiltration ponds situated closer to the coastline. Similarly, stormwater is selectively directed to the aquifer recharge and coastal infiltration ponds. The objective of the project is twofold, namely to revitalise the ageing scheme, and to expand its capacity and capability to 38 Mℓ/day. A new potable water quantum of 16 Mℓ/day is currently being planned, which will require demineralisation of 10 Mℓ/day to create an acceptable blend. The capability of the Atlantis supply system will be expanded to include areas traditionally supplied from the Voëlvlei treatment works via the Melkbos reservoirs. The reverse flow to the Melkbos reservoirs can be activated during times of extreme drought.
Table Mountain The Table Mountain group aquifer (TMGA) project entails the phased development group aquifer of wellfields in various areas, abstracting groundwater from the aquifer. Seven target areas were identified for investigation and possible wellfield development. These are Steenbras, Wemmershoek, Theewaterskloof (Nuweberg and Groenlandberg), Berg River, Helderberg, Voëlvlei and the southern planning district. Currently, Steenbras, Nuweberg and Groenlandberg wellfields are being developed or targeted for development under phases 1, 2 and 3 respectively. The phase 1 objective is to provide capability of 50 Mℓ/day for these three wellfields. Recently, the first groundwater from the TMGA was pumped into the Steenbras dam. The aquifer is anticipated to contribute up to 30 million ℓ per day to the city’s source water system in its first phase.
Baden Powell Drive A 6 km water pipeline to the southeastern part of Khayelitsha is being constructed. to Khayelitsha: Work is progressing well. The contractor has installed 1 400 m of the 800 mm Water supply diameter pipeline on one end of the project, as well as 156 m of the 1 200 mm diameter pipeline at the other end. Air valves have also been installed between Mew Way and Walter Sisulu Road. PROJECT PROGRESS
Cape Flats The Cape Flats MAR groundwater scheme is being incrementally developed. A aquifer recharge projected yield of 50 Mℓ of potable water per day is anticipated in phases 1 and 2. The aquifer will be artificially recharged at a rate of up to 40 Mℓ/day. The scheme is divided into discrete clusters derived from the alignment of the higher water-yielding zones of the aquifer with the remaining open spaces in the urban landscape. The cluster descriptor is taken from the name of the precinct, suburb or area where the cluster is primarily located. After the early geophysical exploratory work and several planning phases, the abstraction component of the scheme has been streamlined into the clusters of Hanover Park, Philippi, Strandfontein West, Strandfontein North/East and Mitchells Plain. These will deliver yields of 4 Mℓ/day, 6 Mℓ/day, 5 Mℓ/day, 15 Mℓ/day and 20 Mℓ/ day respectively. Advanced treatment will be required to ensure that water is safe to drink. The MAR component comprises the treatment and injection of effluent into strategic zones of the aquifer to ensure sustainability of the aquifer biome in the long term. The MAR infrastructure consists of a reclamation works with an initial capacity of 40 Mℓ/day situated at the Cape Flats wastewater treatment works, a pump station, conveyance pipelines, injection boreholes and infiltration ponds. The capacity of the reclamation works can be upgraded to 64 Mℓ/day.
Berg River to Voëlvlei The DWS is currently implementing the Berg River to Voëlvlei augmentation augmentation scheme. The scheme involves the pumped abstraction of water from the Berg River scheme (BRVAS) to the Voëlvlei dam in winter, and the release of water from the dam to the river in summer. The BRVAS requires the following additional infrastructure: Check A weir and raw-water pump station on the Berg River at Lorelei to minimise the entrainment of sand and silt by the pumps. Check A rising main pipeline 6 300 m in length and up to 1,9 m in diameter. The pumps would be programmed to operate in accordance with the developed operating rules for the eventual scheme. This pipeline would need to be cross-connected to the existing outlet infrastructure so that water can be released to the Berg River during the summer months under gravity. This will eliminate the need to utilise the existing canal, from which water losses occur.
INFRASTRUCTURE citizens, communities, businesses and industries with potable water, as well as to collect, treat and MAINTENANCE SERVICE discharge wastewater, to manage stormwater runoff, PROJECT and to prevent flooding. For more information on the City’s investment in the maintenance of Maintenance and refurbishment of existing bulk water and other infrastructure, please see the water infrastructure continued in the year in review. financial statements included in this report, and This included upgrades to major pump stations, the the City’s budget document, which is available on repair of concrete structures such as reservoirs and www.capetown.gov.za. dam intakes, and the verification and replacement of large-diameter meters. SUPPORT SERVICES PROJECT The City has a detailed process flow to ensure EXCELLING AT WATER QUALITY that its water and sanitation data is accurate and its management systems are effective. It The City supports and complies with the strict water continues to invest in repairs and maintenance quality checks prescribed by the DWS. Water quality of its water and sanitation infrastructure, which is closely monitored by the City’s Scientific Services makes a noticeable difference to Cape Town and laboratory, with water samples regularly analysed its people. Infrastructure is required to supply against the latest SANS 241 requirements. The data
INTEGRATED ANNUAL REPORT 2019/20 59 continue to confirm that the City is exceeding its own, The infrastructure component of the congestion very high water-quality targets. management programme has been completed and a list of congested locations has been prepared. ALTERNATIVE HUMAN WASTE Congested locations are road links where the volume MANAGEMENT FACILITY or capacity ratio exceeds 1, which means that the peak period is spread over a number of hours. Using In the year in review, the City officially opened a new, the comprehensively updated Emme 4 transportation state-of-the-art faecal sludge management facility at model with future land-use predictions and the Borcherds Quarry wastewater treatment plant. various technical filters, the City’s consultants have The first of its kind in the world, this fully automated documented the technical criteria for prioritising system cleans, washes and disinfects toilet containers projects on an unbiased, citywide basis. A range five times faster than what was previously done of projects have been identified, including critical manually. In addition, it offers staff an improved missing links in the road network, adding capacity working environment and upskilling opportunities. (lanes) to existing links, and capacity improvements at key interchanges and intersections. All of these One of the most significant benefits of the facility is are believed to have maximum potential to provide its water-wise design. Recycled water, produced at the most benefit to the greatest number of people, the wastewater treatment plant, is used instead of with good economic indicators (i.e. first-year rate the potable (drinking-quality) water used by the old of return). manual system. This is an important consideration for a water-challenged city such as Cape Town. Recently, there has also been a focus on possible Other benefits include less chemicals used in the projects for priority lanes, such as high-occupancy disinfecting process, cost efficiencies, a reduction in vehicle lanes and public transport priority lanes odours, and the minimisation of chemical and faecal (bus lanes and queue jump lanes at intersections). spillage risks. However, planning funding for these needs to be obtained from outside the congestion relief programme. ROAD INFRASTRUCTURE INVESTMENT PROGRAMME PROGRESS TO DATE The initial focus of the congestion relief project was CONCRETE ROADS UPGRADE on the Blaauwberg, Kommetjie and Kuils River areas. PROGRAMME Check In the Blaauwberg area, Plattekloof, Bosmansdam and Sandown roads, and Malibongwe Drive (M12) In the year in review, the City continued its work to have now been upgraded to dual carriageways, rehabilitate and upgrade minor roads throughout working in collaboration with developers. Cape Town, with a particular focus on existing concrete roads in low-income areas. Labour-intensive Check In the Kommetjie area, the widening (dualling) of methods are prioritised to generate employment for portions of Kommetjie Road and Ou Kaapse Weg members of surrounding communities. has been completed. Check In the 2019/20 financial year, a further R92 million In the Kuils River area, the Belhar Main Road (this is the current budget – the figure will have to extension and Langverwacht Road widening are be reviewed after financial year-end once the actual still under way. The designs for the Erica Drive expenditure is known) was invested in this roads and Saxdown Road extensions and the Amandel rehabilitation programme. Another R62 million was Road widening are complete, but construction budgeted for the 2019/20 financial year, which forms will only commence in the 2021/22 financial year. part of a total investment of R276 million set aside to Check In the Somerset West area, Broadway Boulevard continue the work until the end of 2022. (R44) has been dualled between Beach and Main roads. Further widening of the R44, together ROAD CONGESTION RELIEF PROJECT with capacity improvements to the N2 and R102 The very high levels of congestion on Cape Town’s interchanges and new non-motorised transport roads negatively affect public and private transport, bridges, is currently in progress (in collaboration and freight movement. The City’s Comprehensive with the South African National Roads Agency Integrated Transport Plan (CITP) and Integrated Limited) in the vicinity of Somerset Mall. Public Transport Network (IPTN) focus on providing Onverwacht Road (new link) and upgrades to Sir increased travel capacity through improved, Lowry’s Pass Village Road have been completed. integrated, inter-operable and inter-modal public Check In the Rondebosch, Newlands, Claremont transport, as well as investment in road infrastructure. and Wynberg area, planning has commenced
60 CITY OF CAPE TOWN TABLE 3: Initial congestion relief programme four-year budget projection
FINANCIAL YEAR 2016/17 2017/18 2018/19 2019/20
Initial four-year projection R125 000 000 R200 000 000 R200 000 000 R125 000 000 Actual capital budget with additional R151 747 200 R227 159 689 R242 319 380 R218 924 792 funding sources at end of financial year
Actual expenditure at close of financial year R128 628 495 R130 727 212 R168 365 254 R187 624 749
TABLE 4: Approved annual congestion relief budget for the next three years
YEAR 2019/20 2021/22 2022/23
Approved budget R96 818 671 R145 579 500 R185 600 000
for phased upgrades along the M3 corridor The congestion relief programme commenced between the N2 and Travato Link Road. in August 2015, and Council supported the allocation of R40 million in the 2015/16 financial Check In the Maitland area, planning has commenced year as seed money to commence with the for phased upgrades along the Voortrekker R750 million programme. The indicative annual Road corridor between Salt River and Jakes budget projection is as follows: Gerwel Drive, and along Berkley Road between the M5 and Prestige Drive in Maitland. To enable the City’s Transport Directorate to Check In the Bellville area, the design of the dualling continue to effectively address the congestion of Jip de Jager between Kommissaris Street problem, the City allocated R218,9 million (after and Van Riebeeckshof Road is complete, but top-up, rollovers and budget adjustments) to construction is likely to commence in the 2022 congestion relief work in the 2019/20 financial year. financial year only. There is currently a massive backlog in road A number of traffic safety management projects infrastructure in the Cape Town metropolitan area, are also under way, including the: and the total programme budget is insufficient to fund all identified and required congestion Check M3 fibre-optic network extension; alleviation projects. Check Wetton/Plantation roads intersection capacity As the congestion relief programme gets an improvement; increasing number of large infrastructure projects Check Brackenfell Boulevard/Eskom intersection ready for implementation, the lack of funding capacity improvement; will delay the rate at which the programme can deliver results. As such, any additional funding that Check Van Riebeek/Langverwacht roads intersection becomes available will be directed towards projects capacity improvement; that will be of greatest benefit to Capetonians and Check Strandfontein Service/Ottery roads the local economy. Where possible, additional, improvement and signalisation; special funding will also be secured. Check Dick Burton/M5 extension of south-bound E-TOLLS right turn; and The City remains opposed to e-tolls due to Check Japhta K Masemola Road/Lindela Street their potentially negative economic impact on improvement. communities. Since the City fought and won a lengthy legal battle against the imposition of e-tolls on Cape Town roads, its stance in this regard has not changed.
INTEGRATED ANNUAL REPORT 2019/20 61 FIGURE 5: Cape Town’s transport network
C A P E TOWN T R A N P O R T