Term of Office Plan 1July 2017-30 June 2022

Draft February 2017 Integrated Development Plan NEW TERM OF OFFICE July 2017- June 2022

(Confidential not for distribution)

CONTENTS 1. EXECUTIVE SUMMARY ...... 6 2. INTRODUCTION ...... 6 3. CONTEXTUAL ANALYSIS ...... 6 3.1 Review of Cape Town’s Context ...... 6 3.2 Overview of existing level of development...... 14 3.3 Public Needs ...... 15 4. STRATEGIC PLAN ...... 17 4.1 VISION, MISSION AND STRATEGIC NARRATIVE ...... 17 4.2 GUIDING PRINCIPLES ...... 18 4.2.1 Resilience ...... 18 4.2.2 Sustainability ...... 18 4.2.3 Transformation of the Built Environment through TRANSIT ORIENTATED DEVELOPMENT (TOD) ...... 19 4.2.4 Governance Reform ...... 19 4.2.5 Customer Centricity ...... 19 4.2.6 Transversal Approach ...... 20 4.3 STRATEGIC FOCUS AREAS ...... 20 4.4 PRIORITIES ...... 22 4.4.1 Positioning Cape Town as a forward-looking Globally Competitive Business City ...... 22 4.4.2 Leveraging technology for progress ...... 23 4.4.3 Economic Inclusion ...... 24 4.4.4 Resource Efficiency and Security ...... 25 4.4.5 Safe Communities ...... 26 4.4.6 Excellence in Basic Service Delivery ...... 27 4.4.7 Mainstreaming Basic Service Delivery to Informal Settlements and Backyard Dwellers ...... 28 4.4.8 Dense and Transit Oriented Urban Growth and Development ...... 29 4.4.9 An Efficient, Integrated Transport System ...... 30 4.4.10 Building Integrated Communities ...... 31 4.4.11 Operational Sustainability ...... 32 5. TREND WATCH LIST ...... 32 6. STRATEGIC ALIGNMENT AND INTEGRATION ...... 34 6.1 Priorities and the National Development Plan, Integrated Urban Development Framework and Provincial Strategic Plan ...... 34 6.2 Spatial Development Framework ...... 34

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6.2.1 Spatial Strategy 1: Build an inclusive, integrated, vibrant city ...... 35 6.2.2 Spatial Strategy 2: Manage urban growth, and create a balance between urban development and environmental protection ...... 35 6.2.3 Spatial Strategy 3: Plan for employment, and improve accessibility as well as access to economic opportunities ...... 36 6.3 INFLUENCE vs CONTROL ...... 39 7. IMPLEMENTATION PLAN ...... 41 STRATEGIC FOCUS AREA 1 - OPPORTUNITY CITY ...... 43 Objective 1.1 Positioning Cape Town as forward looking globally competitive City ...... 43 1.1.a Ease of Business Programme ...... 43 1.1.b Cape Town Business Brand Programme ...... 44 1.1.c Infrastructure Investment Programme ...... 45 1.1.d Road Infrastructure Investment Programme ...... 48 1.1.e Economic Development and Growth Programme ...... 49 1.1.f Partnership Development Programme ...... 51 1.1.g Leveraging the City’s Assets ...... 52 Objective 1.2 Leveraging Technology for Progress ...... 53 1.2.a Digital City Programme...... 53 Objective 1.3 - Economic Inclusion ...... 56 1.3.a Skills Investment Programme ...... 56 1.3.b EPWP Job Creation Programme ...... 56 Objective 1.4 Resource Efficiency and Security ...... 58 1.4.a Energy Efficiency and Supply Programme ...... 58 1.4.b Climate Change Programme: ...... 61 1.4.c City Resilience Programme ...... 64 STRATEGIC FOCUS AREA 2 - SAFE CITY ...... 66 Objective 2.1 Safe Communities ...... 66 2.1.a Safety Technology Programme ...... 66 2.1.b Holistic Crime Prevention Programme ...... 67 2.1.c Policing Service Programme ...... 68 2.1.d Neighbourhood Safety Programme ...... 69 2.1.e Safety Volunteer Programme ...... 71 2.1.f Municipal Police Independence Programme ...... 72 Strategic focus area 3 - Caring City ...... 73 Objective 3.1 Excellence in Basic Service delivery...... 73 3.1.a Excellence in Basic Service Delivery ...... 73 3.1.b Social Services Facility Provision ...... 79

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3.1.c Housing Programme ...... 79 Objective 3.2 Mainstreaming basic service delivery to informal settlements and backyard dwellers ...... 84 3.2.a Basic Service Delivery Programme ...... 84 3.2.b Human Settlements Programme: ...... 85 Strategic Focus Area 4 - Inclusive City ...... 89 Objective 4.1 - Dense and Transit Orientated Growth and Development ...... 89 4.1.a Spatial Integration and Transformation Programme ...... 89 4.1.b TOD Catalytic Projects Programme ...... 90 Objective 4.2 – An Efficient, Integrated Transport System ...... 91 4.2.a Integrated Public Transport Network 2032 Programme ...... 92 4.2.b Travel demand management programme ...... 93 4.2.c Non-Motorised Transport (NMT) Programme ...... 93 4.2.d. Intelligent transport systems Programme ...... 95 4.2.e Land Development Programme ...... 95 4.2.f Efficient, Integrated Public Transport Programme ...... 96 Objective 4.3 Building Integrated Communities ...... 97 4.3.a Built Environment Integration Programme ...... 97 4.3.b Citizen Value Programme: ...... 98 4.3.c Public Participation Programme ...... 99 4.3.d Substance Abuse Programme ...... 100 4.3.e Non-Government Substance Abuse Partnership Programme ...... 102 4.3.f Primary Healthcare Programme ...... 103 4.3.g Homeless People Programme ...... 103 4.3.h Cross-subsidisation Programme: ...... 104 Strategic focus area 5 - Well-run City ...... 105 Objective 5.1 Operational sustainability ...... 105 5.1.a Efficient, Responsible and Sustainable Programme ...... 105 5.1.b Value Awareness Programme ...... 106 5.1.c Compliant Service Delivery Programme ...... 107 5.1.d Evidence-led Decision-making Programme...... 107 5.1.e Service Delivery Skills Programme ...... 108 5.1.f Service Delivery Improvement Programme ...... 109 8. CORPORATE SCORECARD ...... 109 9. INCORPORATION OF ANNEXURES...... 109 ANNEXURE A ...... 110

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Part I

Term of Office Plan 1July 2017-30 June 2022

1. EXECUTIVE SUMMARY

2. INTRODUCTION

3. CONTEXTUAL ANALYSIS

Developing and implementing a strategy that guides the City’s priorities and approach is an iterative process and ongoing work. To be responsive, the City needs to monitor the wider development context, taking objective account of local and broader contexts, on the basis of development and related information and trend analysis.

The section below outlines in summary an overview format of the global, national and Cape Town context of which both informs the City strategy and through which it seeks to respond to persistent challenges and emerging opportunities.

3.1 Review of Cape Town’s Context

Global Context Globally, cities today occupy less than 3% of the total land, but generate 70% of the global economy (GDP1), consume over 60% of global energy, are responsible for over 70% of greenhouse gas emissions, and generate over 70% of global waste2.

Over half of the global population currently live in cities. It is expected that by 2030, almost 60% of the world’s population will live in cities. The majority (approximately 95%) of urban expansion in the next few decades will take place in developing countries, mainly in Asia and Africa. Urbanisation rates are high and many developing country cities cannot keep up with the demand for housing and services.

The pace of urbanisation and the possible impacts on natural resources (air, water, soil, flora and fauna) gave rise to growing concerns about urban development. As a result the United Nations (UN) Sustainable Development Goals (SDGs), launched in January 2016 includes an urban sustainable development goal as Goal 11 (“making cities and human settlements inclusive, safe, resilient, and sustainable”). Additionally the UN Habitat III Conference in October 2016 launched the New Urban Agenda, which recognises that cities are central to achieving sustainable development. Implementation of the New Urban Agenda is intended to contribute to the achievement of the SDGs, including Goal 11.

1 Gross Domestic Product 2 See https://habitat3.org/the-new-urban-agenda

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The prominence of urbanisation Historically cities have always been strategically important and in the 21st century are becoming more so in the context of the current global economic, social and political processes and structures3. The agglomeration of people in close proximity (a key characteristic of cities) enables economic activity and social interaction, as well as easier delivery of services and infrastructure. However this also potentially generates new challenges such as loss of biodiversity, pollution, increased waste generation, and social concerns.

From sustainable development to resilience The potential challenges of urbanisation have seen a policy and implementation focus on sustainable development –i.e. “to meet the needs of the present city population without negatively compromising on the future prosperity of the city and its future residents”.

More recently, as city challenges have deepened, (for example through extreme weather events, extreme poverty) the concept of resilience has emerged as important for cities, city management and for residents. Resilience refers to the ability to bounce back from shocks or stresses, and to do so with a measure of success greater than prior to the shock. Underlying resilience are the ideas of adaptive capacity (the ability to adjust to changing conditions) and transformative capacity (the ability to change both internally and externally according to changing contexts). Resilience is and will be an important characteristic of cities and their residents now and into the future.

The South African Urban Context Similar to cities around the world, South African metros are important to the country’s development path. For example the majority of the country’s population (more than 60%) is concentrated in the urban centres (with this figure projected to increase to 71,3% by 2030)4. The importance of cities to the national economy is evident in South Africa where the metropolitan cities have been driving growth, generating almost two-thirds of the country’s economic activity and just over half of national employment.

South Africa is responding positively to urbanisation opportunities and challenges through the National Development Plan 2030 – to which the City of Cape Town strategic direction aligns. Annexure A of this document demonstrates the alignment of the strategic direction of the City of Cape Town with the NDP.

3 City of Cape Town. 2016. State of Cape Town Report 2016. Development Information & GIS Department 4 Republic of South Africa. 2016. Integrated Urban Development Framework: A New Deal for South African Cities and Towns. Department of Cooperative Governance and Traditional Affairs (COGTA): Pretoria

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South African cities have some unique and specific challenges as a consequence of the country’s historical apartheid past with its range of segregationist policies and planning where the focus was on racial division. This has negatively impacted on the spatial form, social fabric and structure of the economy as well as the inefficiencies of urban management and resultant expensive operating costs of cities. It has resulted in the poorer 5 population largely residing further away from economic and employment hubs, with uneven access to basic and other services including health, education, transport, social, cultural and recreational facilities.

However South African cities have also significantly improved their infrastructure, service delivery and services, and generally have good strategies in place to facilitate economic growth and social development. This enables cities to lead in South Africa’s economic recovery and development6.

Migration is an urban phenomenon and goes hand-in-hand with local development. It should therefore not necessarily be viewed as a challenge, but rather as an opportunity7. South African cities offer economic opportunities which result in rural-urban migration to the metros, including migration from other parts of Africa. There are a number of positive impacts of migration (e.g. attracting people with different skill sets and cultural backgrounds) which adds to our cities. The negative impact of increased migration however is that it often attracts people that do not have the appropriate skills for the predominant economic sectors in South African cities and towns, which consequently adds to existing challenges of poverty, unemployment, overcrowding and social tension in South African cities. The South African urban economy is dominated by the tertiary sector (e.g. finance and business services) which provides more opportunities for higher-skilled workers. Due to limited opportunities in the formal economy especially for the large numbers of low-skilled workers, the informal economy provides a critical role of absorbing many people out of absolute poverty8.

The Cape Town context A number of opportunities and challenges for Cape Town, its residents, businesses and the municipality have been identified. These opportunities and challenges (in no particular order) include those relating to economic, social, environmental and geographical, and service delivery and infrastructure.

5 ‘Black’ refers to Black African and Coloured population groups, but may also include the Indian population. Hence it refers to the non-white population. 6 South African Cities Network. 2016. State of South African Cities Report 2016. Johannesburg: SACN 7 Feder, A. 2017. ‘Looking Beyond Borders: The Reality of Migration in Cities’, in Meeting of the Minds. Blog posted on 04 January 2017. http://cityminded.org/looking-beyond-borders-reality-migration-cities- 17901 8 South African Cities Network. 2016. State of South African Cities Report 2016. Johannesburg: SACN; also City of Cape Town. 2016. State of Cape Town Report 2016. Development Information & GIS Department

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Economic opportunities and challenges The Cape Town economy has grown faster over the past few years than South Africa’s economy, primarily because Cape Town’s economy is dominated by the tertiary sector (e.g. finance) as well as it not being heavily dependent on the mineral sector (which experienced a downturn in the last few years). This is very positive and provides a platform for Cape Town’s expanding cohort of post-matric work-seekers to find employment.

Almost half of Cape Town’s recorded young unemployed population is engaged in education or training. The 26,48% of individuals who are not contributing to either the current or future output of the economy (by either working or acquiring skills to work) require a two- pronged intervention that addresses both demand (job availability) and supply-side issues (access to quality education, training and skills development).

In this respect, the City’s interventions to stimulate the local economy in the catalytic sectors9 are critical, given the focus on creating opportunities for training and work placement. Further, the City’s supports income-generation opportunities for the unemployed through the Expanded Public Works Programme (EPWP). Between July 2012 and June 2015, the City created a total of 113 914 WPWP work opportunities.

With prices increasing for goods and services throughout the country it becomes more difficult for a number of households (e.g. 301 687 households were considered poor in 2015) to meet their basic needs. Although job creation is not a direct local government mandate, the City of Cape Town has embarked on partnerships with other spheres of government, the private sector as well as cities around the world to encourage job creation in Cape Town by providing a more enabling business environment that attracts investment and economic growth in Cape Town.

The informal sector has significant socio-economic impact in Cape Town as the income received from informal work accrues disproportionately to households that live close to the poverty line. The income received via the informal sector participation created a 4.5 percentage point reduction in Cape Town’s poverty rate and is equivalent to pulling 186 000 people out of poverty.10

Notwithstanding, there is a need to continue to strive for creating an environment in which there are opportunities for lower-skilled workers and the unemployed11. It is necessary for Cape Town to expand its economy further in order to create more jobs, including, for the younger population.

9 Including marine, oil and gas repair and boat building , the green economy, including energy from the sun, wind and waste, agro-processing and the location of head offices of finance and retail sectors, and the Call Centre Industry.

10 City of Cape Town, 2016. EPIC, Quarter 4. 11 Western Cape Government. 2015. Provincial Economic Review and Outlook 2015. Provincial Treasury: Cape Town

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Social opportunities and challenges Cape Town is comprised of a dynamic and multicultural society which provides a number of opportunities12. Because of its plural society, the City of Cape Town has highlighted the importance of social inclusion and has identified it as a priority in its Strategy and as a focus of its successful 100 Resilient Cities application.

Health levels in general have increased in Cape Town as indicated by an improving Infant Mortality Rate (IMR) for the city. Cape Town’s IMR dropped significantly, for example in 2003 Cape Town’s IMR was 25.2 deaths per 1000 live births, and by 2012 this had decreased to 16.4 deaths per 1000 live births13. Nationally, life expectancy at birth increased between 2012 and 2014 at an annual rate of increase of 0,57 years – from 61,2 in 2012 to 62,9 in 2014. The Western Cape – of which Cape Town has the largest population - has the highest life expectancy at birth (68 years),14 which is very close to achieving the NDP 2030 vision.

While IMR decreased and people are living longer and healthier lives - the aged population (65 years and above) grew from 4,31% to 6,09% between 2002 and 2015 – the percentage of working age population (aged 15-64) that are also economically active increased from 66,58% to 67,73%. As a result, the total age dependency ratio15 for Cape Town decreased during this period from 0,50 to 0,48.

An increased number of Cape Town residents registered at Cape Town clinics for antiretroviral treatment (ART) which means that people with HIV/Aids are living longer lives. Nevertheless, from 2012 onwards, there was a decrease in the HIV/Aids prevalence rate to 19,7% in 2013 which suggests a degree of stability16. Together with its national and provincial counterparts and the United States President’s Emergency Plan For AIDS Relief (PEPFAR), City Health is in the planning stages of implementing the UNAIDS strategy of “90-90-90”17.

Linked to the declining HIV/Aids prevalence, a downward trend in TB incidence and number of TB cases began to emerge between 2009 (877 cases) and 2014. TB in Cape Town is exacerbated by poverty and urbanisation (including in-migration) with resultant

12 Such societies for example enable the development of worthwhile projects, they inculcate the spirit of toleration, and they enable dialogue. (Chandhoke, N. 2012. Contested Secessions: Rights, Self- determination, Democracy, and Kashmir. Oxford) 13 The IMR data is generated by the Medical Research Council (MRC) and therefore cannot be updated due to new legislation which prohibits the Department of Home Affairs to grant access to medical certificates to any entity except Statistics South Africa (see City of Cape, 2016. State of Cape Town Report 2016). 14 Republic of South Africa, 2016. 15 The World Bank defines the age dependency ratio as the ratio of dependants (people younger than 15 or older than 64) to the working-age population (those aged 15 to 64). http://data.worldbank.org/indicator/SP.POP.DPND. 16 City of Cape Town. 2016. State of Cape Town Report 2016. Development Information & GIS Department 17 UNAIDS postulates that if by 2020, 90% of those with HIV are diagnosed, 90% of these are retained in care on ART, and 90% of these are on effective ART (i.e. suppressing their viral load), HIV/AIDS will have ceased to be an epidemic by 2030.

Term of Office Plan 1July 2017-30 June 2022 overcrowding, treatment regime challenges and substance abuse. New challenges have also arisen with the emergence of drug-resistant strains (multidrug-resistant [MDR] and extensively drug-resistant [XDR]) strains of TB18.

In 2001 about 15,10% of Cape Town’s adult population were illiterate, but by 2014 this reduced to 6,73%. Although not a local government mandate, Cape Town has generally performed better compared to the rest of the country where education is concerned19.

The benefit to Cape Town is that with improving health and education levels, and social development Cape Town residents will develop increased capacity to withstand personal and community trials, all of which can support and amplify the City’s efforts to build resilience in the city. The diversity of Cape Town’s residents mean that different social groups have a multitude of contributions to make to this endeavour.

Key social challenges that Cape Town is grappling with can be linked to the country’s historical roots. These include for example crime, substance abuse and gang activity20. The youth are most at risk of falling into the vicious cycle of substance abuse and/or gang activity. Additionally, criminal activity or gang activity21 appears to occur more often in areas of social deprivation and poverty and are linked to social problems such as substance abuse.

Environmental challenges Cape Town’s natural assets and biological diversity are part of what makes the city a unique and desirable place in which to live and work. It is generally advised that the city’s households and firms need to become more efficient in their consumption of scarce resources, particularly energy, water and land22 and that future development should be assessed for social, economic and environmental impact.

Climate change effects pose further challenges through the risk of rising sea levels and the associated impact on low-lying urban and coastal environments. It further contributes to changing rainfall patterns and temperature extremes, negatively affecting water resources and biodiversity23. Currently Cape Town is facing a water crisis with drought conditions being experienced and therefore water conservation and demand management will become increasingly important for everybody in Cape Town.

18 City of Cape Town. 2016. State of Cape Town Report 2016. Development Information & GIS Department 19 Ibid 20 For a more detailed articulation of how the country’s roots contributed to crime, substance abuse and gang activity see for example, Pinnock, D. 2016. Gang Town. Tafelberg: Cape Town 21 Ibid 22 City of Cape Town. 2016. State of Cape Town Report 2016. Development Information & GIS Department 23 Ibid

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The City is making a concerted effort to improve its resource efficiency and security as well as to address factors that impact on climate change – including among others climate change mitigation initiatives to improve air quality and the diversification of its energy mix, as well as adaptation measures such as conserving biodiversity and reducing waste to landfill (for example 2.50 million tonnes of waste disposed in 2007 compared to 2.03 million tonnes in 2015) and increasing recycling (e.g. 10,28% of waste minimised in 2013 compared to 17,53% in 2015).

The City has set an Energy2040 goal for an overall carbon emissions reduction of 37%, and includes 2020 targets for the residential sector (e.g. residential lighting efficiencies), commerce (e.g. increased building with efficient heating and cooling), transport (e.g. increased Bus Rapid Transit passenger kilometres), as well as energy generation (e.g. higher alternative energy usage through rooftop photovoltaics installed). The cooperation of residents and business will be critical for achievement of these targets.

Service delivery and infrastructure opportunities and challenges A major concern for most cities is mobility, which impacts on urban efficiency. The ability to move smoothly and timeously between work, home and recreation areas is what helps make cities and city-living efficient.

Apartheid urban planning has manifested in urban inefficiencies in South African cities. , Through its Transport Development Index (TDI) the City has determined that the low income segment of the population spends on average 43% of their household income on access – more than four times the acceptable international average24. Cape Town’s transport challenges raised by Capetonians include the duration of travel time during peak hours on the city’s public roads25 or the failure of the public transport system, particularly that of the rail service by Metrorail, which is outside of the City’s jurisdiction26. Maintenance of the city’s roads becomes extremely challenging as any interruption to the flow of traffic further exacerbates the peak hour traffic. The City’s Transit Orientated Development (TOD) strategy is about changing, developing, and stimulating the built form of the city in such a way that the movement patterns of people and goods are optimised to create urban efficiencies and enable social equality and economic development27.

Cape Town has consistently been able to provide residents with access to basic municipal services at levels above 90% across most services (in 2014), including to residents in informal settlement and backyard dwellings.

24 City of Cape Town. 2016. City of Cape Town Transport Development Index. Transport for Cape Town 25 See for example Hunter, S. 2016. You have no idea just how bad Cape Town’s traffic problem really is. 13 April 2016. http://www.2oceansvibe.com/2016/04/13/you-have-no-idea-just-how-bad-cape-towns- traffic-problem-really-is/ (Accessed 16 January 2017) 26 Not a local government entity but a State owned Enterprise. Delays experienced with rail services is also partially a result of vandalism, but also due to limited and ageing rail stock. 27 City of Cape Town. 2016. City of Cape Town Transit Oriented Development Strategic Framework. Transport for Cape Town

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Improved access to basic services in an urban context enables residents to engage with other factors that impact their quality of life – as illustrated – for example by the responses of Cape Town households that participated in Community Survey 201628. Of greater concern to residents were issues that – with the exception of housing - do not fall within the mandate of local government, with the following 5 concerns most important to residents: violence and crime (18,6%), cost of electricity (16,6%), lack of/inadequate employment opportunities (8,4%), inadequate housing (8,1%), and drug abuse (6,8%).

That said, as a result of increased in-migration and the shift towards smaller households, Cape Town is challenged by expanding informal settlements and the escalating number of households living in backyard structures29. Although the City of Cape Town provides services to informal settlements and increasingly to backyard dwellings it continues to be challenging for the City to keep pace with service delivery demands. The City is examining how to improve service delivery to backyard structures as part of a broader strategy to provide increased housing opportunities for Cape Town residents.

Conclusion The City of Cape Town’s five strategic focus areas of the previous IDP term of office had a positive influence on Cape Town’s development context as evidenced by the Community Survey 2016 responses30. The new City of Cape Town guiding Strategy and transformational objectives, informed by the contextual review, play key roles in identifying the priorities for the IDP Framework and implementation of the IDP term of office plan for 2017 to 2022 using the priorities and objectives, details of which follow in the next chapters.

28 The Stats SA Community Survey 2016 included 3000 Cape Town households, with a 95% confidence level and a margin of error of less than 2%. 29 City of Cape Town. 2016. State of Cape Town Report 2016. Development Information & GIS Department 30 Also see City of Cape Town. 2016. State of Cape Town Report 2016. Development Information & GIS Department, pp 148.

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3.2 Overview of existing level of development

The assessment below provides a high level overview on basic services for the City of Cape Town.

WATER & SANITATION The City of Cape Town provides access to water and sanitation services for all residents in the city, in line with the national government policy. Formal properties receive services through a metered connection and Informal settlement households receive free and unrestricted services via communal water points, Furthermore, services within informal settlements and backyards are continually being improved in line with the City’s own higher internal standards.

i. Water All households within the City of Cape Town have an adequate supply of water at the required National Norms and Service standards (basic water supply facilities within 200 m).

Intermittently some settlements or dwellings temporarily fall outside the national service standard where e.g. settlements as a whole are being upgraded, or as in the case of some new settlements or dwellings, where it takes time to put in the required infrastructure to be able to provide water services. There are also a small number of settlements on private property where it is not possible to bring water services within the required 200 m. Where feasible, the City investigates the possibility of acquiring such property or relocating the households.

The City will always endeavour to provide a 100 % service rate according to the prescribed norms and standards (where legally serviceable). On top of that, the City aims for its own internal higher service standard. ii. Sanitation The City of Cape Town fully complies in terms of meeting the national guidelines of adequate sanitation as described in the Strategic Framework for Water Services (2003). The City has managed to provide 100% adequate access to sanitation services in informal settlements, as confirmed in the Department of Water Affairs (now called the Department of Water and Sanitation) Report on the Status of Sanitation Services in South Africa (2012).

The City continues to aim for its own internal higher service standard. Where the national guidelines talks about the ventilated pit toilet as the minimum service technology, this configuration represents less than 0.5% of the sanitation technologies offered by the City, while close to 50% of informal settlement households is estimated to have access to full flush toilets at the ratio of maximum five households to one toilet.

REFUSE REMOVAL SERVICES The City of Cape Town’s Waste Management provides access to basic services for residents to as close to 100% as possible within the constraints of available funds and unplanned growth.

All formal households receive the basic refuse removal service of weekly kerbside refuse collection using the wheelie bin system.

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99.74% of informal settlements have access to refuse removal services through a door-to- door refuse collection or ongoing area-cleaning services. The remainder, 0.26%, are those areas not accessible to deliver the service. (Example: Haasendal)

ELECTRICITY SERVICES City of Cape Town Electricity Generation & Distribution (CCTEG&D) department distributes electricity to residential and commercial/industrial customers in the (CCTEG&D) supply area. The department is licensed by the National Energy Regulator of South Africa (NERSA) to undertake this function. Under the NERSA licence, the standard of services provided must meet the requirements as set out in the national standards NRS047 and NRS048.

Access to electricity – Some informal settlements in the Cape Metro Area, mainly in the Eskom area of supply, remain under or unconnected. Some households in this category have the added challenge of being located on encumbered land (informal dwellings located either on private land, below the 1:50 year flood line, under power lines, road or rail reserves, storm water retention or detention ponds, unstable land and any other health or safety hazard).

Mitigation strategies include the, registration of servitudes on privately owned properties are considered, relocation of structures from land that is not suitable for the provision of electricity to more suitable land and electrification on road or rail reserves upon permission from the respective Business Authority. The majority of service requests for the provision of informal settlement connections are as a result of infills/new connections resulting from burnt area infills within an existing informal settlement and new pockets

3.3 Public Needs

This Section will be a summary of the analysis report that is being compiled for the Mayor

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Part II Strategic

plan

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4. STRATEGIC PLAN

4.1 VISION, MISSION AND STRATEGIC NARRATIVE Vision: To be an opportunity city that creates an enabling environment for economic growth and job creation, and to provide assistance to those who need it most. To deliver quality services to all residents. To serve the citizens of Cape Town as a well-governed and corruption free administration.

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

The city will be a place where the economic and social potential of Cape Town is unleashed by a well-run, responsive, effective, and clean government, creating an environment of economic growth and investment, providing opportunities and improving the quality of life of all residents. As the city grows, the principles of transit oriented development create a more welcoming and efficient urban form, where climate change and its pollutant outfall is mitigated against through shorter trips and more efficient transport systems. People are able to move freely in the city using affordable and accessible public transport, conveniently accessing economic opportunities, services and leisure activities without travelling long distances.

All residents, whether in their homes, places of work and business or moving around the city, feel safe from crime, not only because they can rely on responsive law enforcement and emergency services, but because the urban environment is designed to promote safety and discourage crime. Effective, caring social programmes are available to ensure that vulnerable members of our communities are assisted and provided with the skills and support they need to remain active and contributing members of society.

All residents have a safe and comfortable place to live and, as residents move around the city, the markers of apartheid segregation are less recognisable; focused improvements in service delivery and infrastructure have made neighbourhoods more equal and the entire city more inclusive. Events, shared community recreational amenities, and lively public spaces facilitate a rich cultural life shared by all in the city, where diverse cultures are celebrated and strong social bonds are formed.

The natural environment and its delicate systems are consciously protected and enjoyed as a part of the city itself. Residents and visitors appreciate these natural resources in comfort knowing that the City’s functionality is dependent upon the strength and resilience of the natural environment; as such, measures are in place to mitigate and adapt to the fluctuations of an uncertain environmental future.

The City, households and businesses work together to conserve water, reduce waste and reduce electricity consumption, ensuring that our city has enough vital natural resources to accommodate our growing communities without detracting from the sustainability of our natural environment. Reliable energy from renewable sources contributes to the economy, minimising the negative impacts of fossil fuels and providing energy security for the city. Sound planning and adaptation of City systems and structures ensures that the city and its

Term of Office Plan 1July 2017-30 June 2022 residents are resilient and able to withstand and recover from economic, environmental and social shocks or disasters.

Through an aggressive digital expansion program aimed at increasing access to digital technologies and information systems, residents enjoy internet connectivity across the entire city, including when utilising public transport. As a result, Cape Town’s digital skills base is increased, knowledge is more easily transferred, residents have easy access to information and government services, and the technology related industries enjoy a market foothold within the city. This process is inclusive and progressive, leading to greater innovation across City departments and Cape Town businesses, and allowing for social redress through modernisation and technology.

4.2 GUIDING PRINCIPLES

Leading from the vision, the City has developed guiding principles that should be taken into account and inform all the City’s activities. The principles focus not just on what the City does (programmes, projects, and initiatives) to implement its vision but also how the City’s activities are planned and implemented.

4.2.1 Resilience

Urban resilience is the capacity of individuals, communities, institutions, businesses and systems within a city to survive, overcome, adapt and grow no matter the chronic stresses[1] and acute shocks[2] that are experienced. Building resilience forms part of Goal 11 of the Sustainable Development Goals: “Make Cities inclusive, safe, resilient and sustainable.”

The City views urban resilience as a core factor in achieving our strategic objectives of building a safe, caring, opportunity inclusive and well-run city. The City is committed to building resilience to urban challenges that leave households vulnerable to social, environmental and economic shocks.

Resilience, as a guiding principle, should be institutionalised across the organisation and should be incorporated in the relevant strategic, planning and decision-making mechanisms of the City.

4.2.2 Sustainability

Sustainability, in general, deals with meeting the needs of the present without compromising the ability of future generations to meet their own needs. In this regard, the City recognizes that sustainability is a key factor in continuing to make progress possible towards achieving its vision into the future.

[1] Chronic stresses – weaken the fabric of a city on a daily or cyclical basis e.g. high unemployment, ineffective public transport system; chronic food and water shortages (100 Resilient Cities) [2] acute shocks – sudden sharp events that threaten a city e.g. floods, disease outbreaks, terrorist / xenophobic attacks (100 Resilient Cities)

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Whilst it is recognized that our natural resources are not unlimited and therefore sustainability should be factored into present and future planning regarding the use of these resources, sustainability in this context also includes a focus on operational resources and financial sustainability in order for the City to continue to provide services into the future. To this end sustainability should be factored into the relevant strategic and planning decision making mechanisms and systems of the City.

4.2.3 Transformation of the Built Environment through TRANSIT ORIENTATED DEVELOPMENT (TOD)

The City is intent on building a more inclusive, integrated and vibrant city that addresses: the legacies of apartheid with regards to the built environment; existing imbalances in the distribution of different types of residential development and avoids the creation of new structural imbalances in the delivery of services. Key to achieving this is Transit Orientated Development (TOD) and associated densification.

TOD is a data-driven strategic founding strategy that underpins all development for the City of Cape Town, whether in response to growth or urbanisation. TOD is about changing, developing, and stimulating the built form of the city in such a way that the movement patterns of people and goods are optimised to create urban efficiencies and enable social equality and economic development.

Densification further aids TOD by locating new development strategically around public transport and by having the right mix of intensity and land uses to optimize the efficiency of the public transport network, provision of services and to positively influence the urban form of Cape Town.

4.2.4 Governance Reform

The City of Cape Town’s transformational agenda, which is encapsulated in its Organisational Development and Transformation Plan (ODTP),(which will be an annexure of this document) is aimed at delivering services required for a progressive city that that is customer-centric whilst ensuring that oversight is maintained to ensure sustainability and compliance. To this end it is important that organisational priorities mirror service level offerings and standards in the city’s four area based service delivery areas and that staff work in a values-driven organisation. The ODTP thus commits the City to re-organising its strategy management system and its system of oversight and delegations to produce clearer lines of decision making and authorisation whilst concurrently aligning the administration towards enhanced service delivery objectives through the development and deployment of a customer centric model and an operating model which is strategy-led and data and evidence driven. Part of governance reform is modernisation of services and service offering in order to improve effectiveness and efficiencies.

4.2.5 Customer Centricity

The customer centric model refers to how the City relates to and interacts with the public and vice versa in order to create meaningful, relevant and quality interactions and relationships. To this end, the City is shaping the organisation to re-design its structures, systems and procedures in a manner that is: a) more responsive to meeting customer needs as well as b) supports a more consistent, improved customer experience and satisfaction.

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Some of the key mechanisms of embedding this approach will be through an area based service delivery model and through focusing on customer touch points such as the corporate call centre and on-line services.

4.2.6 Transversal Approach

During the previous IDP term, the City of Cape Town implemented a Transversal Management System (TMS) as a management device to improve integration and coordination of service delivery and planning. This tool has helped to improve City-wide strategic alignment through inclusive strategic planning processes to improve integration and coordination of service delivery and planning. It operates within the existing hierarchical structure, but complements this structure with additional platforms for cross-directorate communication and decision-making. The Transversal Approach aims to ensure that function-oriented departments collaborate around identified themes and through ‘organic’ groupings (issues falling into the mandate of multiple departments).

As we transition into a new organization through the current IDP term, the City of Cape Town intends to make transversal working a new modus operandi. To help ensure this, the system will evolve in the following ways:

 The area based approach will be deployed to ensure that services are coordinated and delivered on an area basis.  Existing “theme-related” transversal working groups and their ongoing projects and programmes will be aligned to new structures within the ODTP which will provide management and oversight.  All strategies and policies will continue to be developed, implemented and monitored at a transversal level so as to ensure ongoing alignment.  The organization will consider transformational priorities and the role of all departments in achieving them.  The strategy management system will ensure transversal management in corporate processes.  The system of delegations and business and operational plans will be designed to encourage and foster transversal management.  Organisational development and transformation initiatives will promote transversal management and the breaking down of silos between departments.

4.3 STRATEGIC FOCUS AREAS

The City of Cape Town has retained its five Strategic Focus Areas (i.e. pillars) of the previous term of office IDP and aims to apply these focus areas as the foundation for further progress to enable the achievement of the City’s vision as we focus on implementation and delivery. The retention of the five Strategic Focus Areas provides a solid foundation for service delivery and enables the organisation to build on the success it achieved from the previous Integrated Development Plan (IDP).

The opportunity city focuses on the creation of an environment that stimulates sustainable economic growth, investment and job creation. The safe city aims to create an environment where citizens feel safe. It goes beyond policing and includes aspects such as disaster and

Term of Office Plan 1July 2017-30 June 2022 risk management, rescue services, and traffic and by-law enforcement in order to address safety as a well-rounded concept while considering social factors in our approach.

Cape Town must be welcoming to all people and make residents feel at home. As such the caring city concentrates on looking after the people of Cape Town and especially those who are most in need of assistance. The inclusive city incorporates the aspect of all three of the previous strategic focus areas in that true inclusivity can only be achieved through an environment where there is access to economic opportunities to ensure economic inclusivity, where citizens feel safe and cared for and where communities are truly integrated.

To deliver on the vision of the City, the administration needs to be responsive to our customer needs and able to support the various initiatives, programmes and projects in a sustainable manner, by delivering the right services in the most effective way. The well-run city aspires to do this through focusing on financial and operational sustainability, human resource development and organisational re-structuring to ensure that the City delivers its services in an efficient and effective manner.

The City has further identified 11 priority areas that span across the 5 strategic focus areas. By elevating these 11 priorities it is expected that an accelerated realisation of the outcomes of the strategic focus areas will be achieved. Furthermore, the priorities are transversal in nature (see Figure 1 below) and will discourage previous silo based approaches to initiatives, projects and programmes. The transversal approach not only spans across the 5 strategic focus areas but there are clear interdependencies between the priorities as well. This will further ingrain a more sustainable and transversal approach in the organisation. Finally, the City is embarking on an organisational restructuring process in order to further support and enhance service delivery and the achievement of its priorities through an area based service delivery model.

The 11 priorities are as follows:  Positioning Cape Town as a forward-looking globally competitive business City  Leveraging technology for progress  Economic inclusion  Resource efficiency and security  Safe communities  Excellence in basic service delivery  Mainstreaming basic service delivery to informal settlements and backyard dwellers  Dense and transit orientated urban growth and development  An efficient, integrated transport system  Building integrated communities  Operational sustainability

The transversal alignment between the 5 Strategic Focus Areas (Pillars) and the 11 strategic priorities are illustrated in the diagram below.

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Positioning Cape Town as a 1 forward looking globally Opportunity competitive City

City 2 Leveraging technology for progress

3 Economic Inclusion

Safe City Resource Efficiency and 4 Security

5 Safe Communities

Excellence in Basic Service Caring City 6 delivery Mainstreaming basic service 7 delivery to informal settlements and backyard dwellers Dense and transit orientated Inclusive City 8 growth and development

9 An efficient, integrated transport system

10 Building Integrated Well-Run City Communities 11 Operational sustainability

Figure 1: Relationship between the 5 Strategic Focus Areas and the 11 Transformational Priorities

4.4 PRIORITIES

4.4.1 Positioning Cape Town as a forward-looking Globally Competitive Business City

Cape Town already enjoys a reputation as a world class tourism destination and is increasingly being regarded as an attractive emerging market investment destination. More work needs to be done though for Cape Town to reach its potential as a forward-looking competitive business city. The challenge is to leverage the City’s tourism successes and grow its investment offering, while simultaneously opening up new opportunities for investment in high growth and high value industries, and in the creation of new small and medium size enterprises.

A vibrant, growing, sustainable and inclusive local economy is an important contributor to creation of new employment opportunities. Making the case for Cape Town as a competitive investment and business destination is not only important for local businesses and residents but for South Africa as a whole as cities contribute disproportionally to national income and employment creation.

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The City has launched Invest Cape Town, a collaborative initiative representing what the City and its economic stakeholders stand for as an investment destination. Invest Cape Town uniquely and positively positions Cape Town as a desirable investment destination in the minds of local and international investors. Over the period going forward Invest Cape Town will be up-scaled as Cape Town competes for new business on a global scale.

The challenge of positioning Cape Town as a globally competitive City is not one that the City can perform alone. Collaboration is required with partners from business formations, investment promotion agencies and sector support entities. Growth coalitions between the government and the private sector in Cape Town will be forged in those sectors which show the best potential for job creation and inclusive growth.

The City will continue to work collaboratively with other spheres of government that administer components of the local economic infrastructure, notably Cape Town International Airport and the Port of Cape Town, to improve local connectivity with the rest of the African continent and the world.

By improving the ease of doing business through streamlining internal processes, the City is able to make its contribution to the creation of an enabling business environment. Initiatives reinforcing skills development and SMME support initiatives are key components of these activities.

Investment facilitation will be enhanced through the provision of high quality support services and the provision of a city-administered package of incentives in targeted spatial areas. The Atlantis Investment Facilitation Office will augment efforts to grow the green technology manufacturing park, which is due to be designated as a Special Economic Zone.

The consequence of a competitiveness focused City administration aligning with the sector promotion and development activities of its business partners and other spheres of government is the creation of an environment into which businesses invest and create new jobs.

4.4.2 Leveraging technology for progress

Technology is transformative and powerful. It is changing the way in which people work, play and live. It can help the City of Cape Town do things better and differently and do different things.

Technology is dynamic and changes exponentially as interconnected systems, people and processes continue to feed off each other to keep shifting the frontier of the possible. This means that the City of Cape Town must continuously re-evaluate its interventions in the Information and Communication Technology (ICT) space, and keep searching for new and innovative ways to deliver on its objectives as an organisation.

Technology has also become pervasive. It touches everything that the City does as an organisation and impacts on every aspect of the lives of our residents. This all-concerning nature of technology means that it is “everybody’s business”. The City of Cape Town aims to transform the City and make Cape Town the most digital city in Africa. Some of the following benefits which would flow from achieving this priority would be:

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- Cape Town becomes the preferred destination for technology start-ups in South Africa - Improved internet speeds - Greater use of digital platforms to improve access and efficiency of service delivery, - Universal access to internet services.

The City of Cape Town has already made significant advances in harnessing the power of technology to:  broaden access to high-quality digital public services,  create new digital channels for interaction with our government,  build the competitiveness of the City’s ICT-enabled industries,  provide a platform to bring about a new municipal service delivery and management system,  open up the City’s data to be utilised by the business and social sectors, and  empower residents by bringing them closer to opportunities through connecting them to the internet.

The City will build on its existing progress and will focus on the following aspects in order to ensure that it becomes the most digital city in Africa by leveraging technology to: a) Enhance its Digital Government capabilities to drive operational transparency, enhance service delivery through process automation and online services whilst improving citizen engagement through ICT enable channels. b) Emphasize Digital Inclusion in order to close the digital divide by promoting digital access through its public Wi-Fi programmes, improving digital skills and supporting digital initiatives that enhance quality of life. c) Grow the Digital Economy within the city by creating an enabling environment for the growth of tech-enabled enterprises and maximizing its job creation potential d) Invest in Digital Infrastructure to underpin the digital city objectives and reduce the cost of telecommunication in the city.

4.4.3 Economic Inclusion

The City will drive economic inclusion in order to improve quality of life, promote greater levels of self- determination as well as create an enabling environment for economic growth.

To this extent, the City will work with its partners to support skills development initiatives in high-growth sectors. These programmes will boost the employability of participants and create the skills base required for a growing economy.

The City will fund bursaries for studies in areas of scarce skills and offer apprenticeships and other forms of work experience to young people that will prepare them for the world of work.

The City will invest in the Expanded Public Works Programme (EPWP) and community works programmes that equip beneficiaries for longer term employment. Our expanded public works and community works projects will be aimed at addressing real service needs – identified in partnership with communities

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These programmes aim to assist and promote the participation and therefore, promote the economic inclusion of unemployed people within the City – and intends on doing the following:

 enhancing the social and economic status of its citizens by creating temporary work opportunities,  encouraging small business development  addressing communities real service delivery needs based on social impact studies and needs assessments,  identifying partnerships with high-growth sectors and communities to create support for skills development,  provide apprenticeships and learnerships in scares skills development within the youth and the vulnerable groups to boost the local economy  Impart the necessary workplace experience and training to ensure the re-skilling of the unemployed.  Align the EPWP Training Framework to satisfy the labour market demand.

4.4.4 Resource Efficiency and Security

Cape Town’s environment, including its natural resources, landscapes, ecosystems and green infrastructure, form the basis of the City’s economy and play a crucial role in building resilience. Natural resources include the provision of basic resources such as water and renewable energy (sun and wind), but also include ecological services such as air and water purification, flood prevention and mitigation, coastal buffers, the recharge of aquifers, soil production, absorption of waste and pollution, pollination, and carbon sequestration. The City of Cape Town recognises that the city’s natural resources are increasingly at risk of depletion and degradation, and action needs to be taken to ensure that these resources are well managed so as to continue to be available into the future.

The City therefore aims to achieve this through promoting resource efficiency, diversification of resource consumption and sourcing, managing and protecting green infrastructure, and restoring key ecosystem services where needed. The desired outcome of this priority is to establish a city that is more resource efficient, more resource secure, and which is increasingly resilient to economic, social, and environmental shocks produced by climate change.

Key commitments related to achieving resource efficiency and security are as follows, while key levers include innovation and a City-wide commitment to resilience:

 Facilitate and promote the provision of goods and services and the use of production processes that are more resource efficient, enhance environmental resilience, optimise the use of natural assets, and promote social inclusivity  The City will also look at future proofing strategies that will ensure that our systems and business models are designed to optimise resource efficiency and promote innovative practices and technologies  Institutionalise resilience, thus making the organisation and communities in the city more resilient to shocks and stresses

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Cape Town has already demonstrated important progress in a number of the areas described above. The City has implemented energy efficiency measures across its street and traffic lighting, building energy efficiency retrofits, energy data management system, smart metering in City facilities and behaviour change and training of City facility managers around energy efficiency. The overall savings achieved through all these initiatives have resulted in a total investment cost of R 162 346 087 and achieving a total of saving of R110 744 063, 75 964MWh and 75 204 tonnes of carbon to date.31

Additionally, the City has demonstrated significant progress in terms of water demand management and water conservation, through the implementation of a variety of programmes under its award winning Water Demand Management Strategy. These include the integrated water leaks repair programme, pressure management, replacement of aging infrastructure, and environmental education and communication.

4.4.5 Safe Communities

A sense of individual and collective safety is foundational to personal and societal development. The public perception of personal safety influences the day to day actions of law abiding citizens which in turn can influence the degree of comfort with which criminals can proceed with their illicit activities. For instance, if the fear of crime prevents residents of a certain area to visit the nearby public park, a drug dealer will be more at ease as the risk of his activities being reported to the police have greatly diminished. This unhindered perpetration of criminal activities is bound to increase and lead to more serious crimes.

This destructive cycle needs to be interrupted and the City will therefore introduce interventions that will focus on achieving a heightened sense of personal safety. As this ambitious objective cannot be achieved by individual stakeholders the City will deliver these services in terms of a collaborative effort that is to include all stakeholders. Of critical importance to these collaborative interventions will be direct community participation and the mobilisation of local knowledge. In fostering collaboration with all stakeholders the City will ensure that safety issues are addressed on a holistic basis from all possible perspectives. Drug related crime will for instance not only be addressed from a law enforcement perspective alone but also from the perspectives of crime prevention, social development and harm reduction. This “whole of society” approach is required for sustainable progress to be made. It is believed that the sustained application of such an approach will contribute to changing the perception of Cape Town as a violent and dangerous space.

The following key commitments will ensure the implementation of the “whole of society” approach:

 deploying a comprehensive response to security distractors, partnering with the South African Police Service (SAPS), communities and other agencies whilst deploying dedicated resources in targeted interventions, the level of security experienced by communities will be increased.

31 October 2016

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 application of appropriate technology and use of information management systems will support localised crime prevention operations and result in the optimal deployment and outcomes in tracking of safety and by-law enforcement interventions.  rendering support in specific focus areas where there is a resource challenge with regards to law enforcement.  implementation of holistic social crime prevention programmes to address the root causes of gangsterism.

Achieving the desired outcomes i.e. a heightened sense of personal safety and an improved perception on safety in Cape Town will point to the successful implementation of the planned interventions and can in the long term be measured in terms of the results of the annual victims of crime survey and other perception monitoring tools.

4.4.6 Excellence in Basic Service Delivery

The City recognises that basic services are delivered through a wide range of interacting systems which drive vitality and human well-being. Prioritising excellence in basic service delivery means that the City will endeavour to deliver services at a level that will actively improve the living conditions and health of residents, and promote individual and community welfare.

Basic services to households and businesses entail the sustainable procurement and distribution of water; the generation and distribution of energy; the disposal of waste, such as refuse and sewage; infrastructure access to digital services; and safe movement and transport of goods and people.

Prioritising excellence in basic service delivery will shift focus beyond providing services to meet needs alone, to providing improved services of high quality to ensure value. Excellence is important to attract and retain investors to build the economy. Progressive and improved basic service delivery supports the development of the fabric of the City, the urban landscape and improves quality of life of the marginalised.

The City therefore aims to: a) exceed national standards to all of our customers, b) harness opportunities through innovation and technology, and c) invest in infrastructure in a prudent and sustainable manner.

Further actions that will enable the achievement in this priority:

 Transport orientated development to allow efficient, integrated utilization of infrastructure through densification  A customer centric approach with a commitment to excellence in customer engagement and response to service faults or complaints through the area-based model  Diversifying resource mix (energy and water) to provide affordable and sustainable services  Expand digital access as a matter of basic service to allow everyone to access the benefits of digital expansion and leverage the opportunities this brings.

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The achievement of this priority relies on the integration of planning and implementation across multiple services and government departments, parastatals and SOE’s to ensure that the City is able to maximize value and efficiency.

4.4.7 Mainstreaming Basic Service Delivery to Informal Settlements and Backyard Dwellers

Cape Town, like all South African cities, has significant numbers of residents living in informal environments. As long as urbanisation continues and demand for formal housing exceeds the supply, informal living conditions will likely be a reality of the urban landscape.

The City has consistently met and exceeded the national standards and requirements for service delivery to informal areas, but the imperatives of the Caring and Inclusive City require that the City should strive to become a center of excellence in servicing the immediate needs of informal settlements and backyard dwellers to improve the quality of life for residents.

Mainstreaming basic service delivery to informal settlements and backyard dwellers requires the development of new approaches to service delivery, and the City will work with communities to develop service delivery models that are appropriate in less formal contexts. This includes sustainable delivery of basic services, such as electricity, water, sanitation and refuse removal, as well as those services and amenities that create a sense of place and community in informal areas, such as public spaces and recreational areas. This will be underpinned by efforts to promote security of tenure for residents in informal areas.

Prioritising the mainstreaming of basic services to informal settlements and backyard dwellers would provide increased access to opportunity, allow for densification and ultimately improve the quality of life of the most vulnerable residents.

In order to achieve these goals, the City will:  Together with affected communities, explore and develop models of service delivery that are appropriate for informal contexts to improve living conditions  Commit resources to creating a sense of place in less formal communities and to promote security of tenure for residents in less formal areas  Improve the existing basket of basic services rendered to informal settlements by increasing transversal management and service integration across city departments  Explore resource efficient and feasible solutions where current service delivery mechanisms are not possible  Continue the provision of electricity, water, sanitation and refuse services to backyard dwellers residing in City-owned rental stock or on city land  Explore models for the sustainable and compliant delivery of services to backyard residents on private land

The City is committed to working with National Government, the Water Research Commission, Provincial Government, Eskom and others who will work with us in delivering the best possible service delivery.

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4.4.8 Dense and Transit Oriented Urban Growth and Development

Like many other cities in the world Cape Town continues to experience rapid urbanisation as more and more people move to the city in search of opportunities. The challenges posed by rapid urbanisation are exacerbated in the South African context by apartheid spatial planning, which intentionally created a fragmented city in which people were forced to live in areas far from economic opportunities, without any investment to bring economic activity into those areas.

In the more than 20 years since the end of apartheid, it has become clear that the legacy of apartheid spatial planning will not be undone unless the City adopts a pro-active, innovative approach. We can no longer do the same things and expect different results. The City has the opportunity to re-imagine Cape Town and respond to growth in a responsible and innovative way which ensures that our city works more efficiently and effectively.

In May 2016 the City of Cape Town adopted the Transit Oriented Development (TOD) Strategic Framework, which sets a transit-led development agenda at all levels of the built environment. TOD is about changing, developing, and stimulating the built form of the city in such a way that the movement patterns of people and goods are optimised to create urban efficiencies and enable social equality and economic development.

TOD brings a new approach to integrated spatial and transportation planning and will guide the development of the City so it becomes a place where the urban space is compact and well connected; where developments are conducive to economic and social efficiency; where residents have easy access to efficient, sustainable and affordable public transport; and where living and breathing is easy as shorter travelling distances will reduce the number of carbon emissions from transport.

In order to promote and prioritise transit –oriented development and densification, the City will undertake the following actions: a) New development in the city will be strategically located around public transport (existing and planned) b) New development will have the right mix and intensity of land uses to optimise the efficiency of the public transport network and a TOD Toolkit and implementation manual will be developed to give effect to re-engineered land use management c) The high quality of public space will serve to promote the use of public transport and non-motorised forms of transport d) The City will prioritise its investments to maintain and upgrade infrastructure and services and promote a greater density and intensity of urban development in priority transit corridors e) The City will leverage its strategically located land holdings and partner the private sector to lead by example to achieve transit oriented development. Six TOD Priority Projects that been identified where the City will be the responsible catalytic investor. f) The City’s human settlement planning will be redirected to consolidated within the urban core, ensuring that there is a densification and intensification of development so as to support the transit-led investment g) The City will continue to work with Passanger Rail Agency of South Africa (PRASA)to ensure the coordination and infrastructure planning and programme implementation

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4.4.9 An Efficient, Integrated Transport System Integrated transport relates to both integration within the transport environment, namely across road and rail modes, as well as the integration of public transport into the urban fabric so that it becomes an integral catalyst for safe and functional communities.

In the last five years, the City of Cape Town developed and approved its Integrated Public Transport Network (IPTN). The IPTN forms the basis for integrated transport planning, infrastructure, systems, operations and industry transition interventions.

It is critical that transport interventions are coupled with the urban development interventions. Transportation is essentially the operating cost of the city. The more efficient the city is, the lower the transportation costs will be for the city and the residents.

In Cape Town, apartheid spatial planning has resulted in transport inefficiencies, with many residents living far from places of work and leisure. The intent of prioritising an efficient, integrated transport system is to ensure that the transport system is transformed to be integrated across different modes, as well as leading developmental transformation through TOD, starting from the 40 BRT stations and 98 Rail stations.

In order to achieve these goals, the City will continue with its programme to ensure that Cape Town has an efficient, high quality public transport system (including rail) with more frequent public transport services for longer hours, which will enable residents to live car independent lifestyles and enhance access to opportunities so that one’s future is not determined by where one lives.

The City will:

a) continue to roll out MyCiti as an integrated system that includes BRT, scheduled busses and minibus taxis

b) work towards an integrated ticket and timetable system across scheduled road and rail transport

c) implement targeted programmes to reduce congestion which include investment in road capacity and infrastructure as well as initiatives to change commuter choices and behavior through interventions such as travel demand management

d) Upgrade and rehabilitate the road network, especially focusing on those roads that have been categorised as very poor or poor quality

e) Roll out a unified system of bus shelters and stops across the City of Cape Town

f) Design, tender and rollout of a bike-share system for Cape Town

g) Direct human settlement investment along transit corridors to be within 500m of a rail and BRT station Resource Efficiency and Security

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4.4.10 Building Integrated Communities

After more than 20 years as a democratic country, South Africa still has an immense amount of work to do to undo the legacy of apartheid. The conflicts of our past manifest not only socially, as we struggle to overcome societal divisions and injustices, but physically as well, as apartheid spatial planning still influences where we live and work and the quality of our neighbourhoods. Apartheid created a fragmented city which located people far from economic opportunities without the option to live, work and play in one area.

Building integrated communities means proactively and directly working to reverse the impact and the practices of apartheid to improve the quality of life for all residents of the city. We live in a time of contradictions, challenges and tensions, but we acknowledge that it is possible for all citizens to enjoy a life of human dignity and respect for one another.

Building integrated communities is a complex process that is influenced by the cultural, social, and economic contexts of communities within the City. We need to find ways to encourage people to be proud of who they are and to realise that they are part of a bigger and diverse community with disparate backgrounds and cultures but who could still co-exist.

Building integrated communities also involves a social development component, as mentioned above, since this affect the growth and development of the City as a whole and restrict individual’s access to opportunities. To this end the City will also focus specifically on improving quality of life of the poor and vulnerable.

In order to work towards this goal, the City will undertake the following activities: a) Dedicate resources and effort to the spatial transformation of the City through programmes that facilitate the creation of integrated communities, where the built form is consolidated and where there are multiple land uses and through the implementation of inclusionary land use and housing policies, TOD in Integrated Transport and Urban Development so as to bring about the social, economic and spatial transformation of the City. b) Dedicate resources and interventions to improve the quality of life, with specific focus on the poor and vulnerable. c) Restructuring service delivery interventions (local, provincial, national and State Owned Enterprises) as well as encouraging private sector development directed towards the developmental priorities of the City d) Partner with NGOs, the business community and tertiary institutions to facilitate and promote difficult conversations aimed at promoting understanding and acceptance amongst communities. e) Make optimal use of our existing facilities to promote and support cultural activities and sporting events as well as honor and respect events that allow communities to display their heritage. f) The City as an organisation will lead by example in attracting a diverse pool of South African talent and create an institutional culture in which this talent can thrive. g) Deepen the conversation around race and inclusion in Cape Town by investing in research (building an evidence base) that will help us understand the real lived experiences of our residents and exploring the root causes of the culture of exclusion.

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4.4.11 Operational Sustainability

The organisation needs to transform if the City is to be more sustainable, responsive to citizens needs and provide resilient and adaptable services in a dynamic and competitive environment.

Operational sustainability within the context of this priority focuses on sustainable service delivery from both an operational and financial perspective. A key consideration in this regard would be the use of available resources more efficiently. The City will also investigate: a) its capacity to generate revenue beyond traditional means and b) management of its portfolio of assets in order to secure its financial viability and stability which in turn will enable sustainable service delivery for the benefit of all the communities and customers, which it serves. This perspective not only looks at enhancing current service delivery standards but ensures that that the City can continue to deliver services in an efficient and effective manner into the future.

One of the key elements that will support both efficiency and effectiveness in its operations as well as enhance service delivery is the City’s Organisational Design and Transformation Plan (ODTP). This plan aims to enhance service delivery by restructuring the organisation in a manner to ensure that the rights skills are positioned where it will function most effectively. It will also re-consider the rational/grouping together of functions as well as the geographical location of operations and services in order to derive the maximum value for citizens. While the outcomes of the ODTP process will focus on value creation through effectiveness and efficiency, the underlying foundation of this process will be based on a customer centric operating model which will illustrate the City’s responsiveness to its citizens.

In support of the above, the City also aims to position itself as the Best employer brand through our Values and a compelling Employee Value Proposition and be a “best of breed” local government by attracting, training, and retaining staff members with the skills that we need to succeed

A further element of operational sustainability relates to the City’s ability to absorb and respond to sudden changes within the environment. In this regard the City’s priorities as well as its activities and projects must be informed by a collaborative and robust but flexible transversal strategy development and management system that will inform policy development as well as day-to-day evidenced based decision making within the business planning and implementation cycle that is driven by high-quality data.

5. TREND WATCH LIST

This list will consist of a number of indicators that the City wishes to influence over the long term in order to evaluate the impact of its strategy. It is expected that most of these trends will only show change towards the end of the term of office or even beyond.

Trend list Assessment Performance on the The index measures the competitiveness of the regulatory World Bank’s "Ease of environment towards business operations i.e. how conducive Doing Business Index" the regulatory environment is towards businesses. It is considered to be indicative of Cape Town positioning itself as a forward looking competitive city over the longer term. Digital Readiness Indicates the level of preparedness to embrace technology as 32

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a whole. The city strategy is to leverage technology for progress. The desired long term impact is that Cape Town is recognised as the most digital city in Africa. Unemployment rate This is the unemployment rate based on the expanded definition of unemployment. The expanded definition includes everyone who desires employment, irrespective of whether or not they actively tried to obtain employment. The aim is for economic inclusion with a long term impact of improving the quality of life and greater levels of self – determination for city residents. Number of Small Medium SMMEs can drive job creation and economic growth. and Micro- sized Increasing the number is in line with the objective of economic enterprises (SMMEs) inclusion and the long term impact of creating an economic environment for economic growth. Resource use per Gross This index will mainly track efficient use of energy and water Value Added (GVA) with other resources included where deemed appropriate for public or national interests. The city has prioritised resource efficiency and security. The measure should give some indication of the long term impact of maintaining an appropriate balance between economic development and the preservation of the natural environment. Overall crime rate This will focus on the perceptions of the residents about the (community satisfaction) general disorder in the City. The city has prioritised community safety and strives to create a heightened sense of personal safety in public and private spaces. The global Violent Cities This looks at whether the relevant government is fulfilling its Index (Citizen’s Council obligation to protect its citizens and guarantee their right to for Public Security and public security. The long term impact is to change the Criminal Justice) perception of Cape Town as a dangerous violent space. Residents satisfaction This is will focus on the perceptions of residents relating to the with overall services general quality of the services provided. Over the longer term citizens must believe that their needs are being met. Improved levels of This will inform the City of the levels of access to basics services access to basic services (quantity) or whether basic service delivery initiatives are reaching all those in need. The city has prioritised mainstreaming basic service delivery into to informal settlements and people living in backyards which should have a long term impact of improvement in living conditions and caring for the vulnerable and poor. Transport costs as a The aim is to prioritise dense and transit oriented growth and percentage of disposal development to achieve a fiscally sustainable public transport income system to overcome apartheid spatial planning.

A further prioritisation is efficient, integrated public transport. Increase in socially This looks at the levels of integration between racial, cultural, diverse and integrated religious and social classes within residential communities. The communities city has prioritised building integrated communities and aims for a long term impact of increased social diverse communities. Credit ratings by the In summary, independent credit ratings reflect an independent rating agencies opinion on the credit worthiness of an institution to repay its liabilities. This is indicative of operational sustainability focusing on the long term impact of financial sustainability.

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6. STRATEGIC ALIGNMENT AND INTEGRATION

6.1 Priorities and the National Development Plan, Integrated Urban Development Framework and Provincial Strategic Plan

The 11 priorities align with national and provincial strategies, generally, as outlined in the attached Annexure A.

6.2 Spatial Development Framework

As determined in the legislation, a City’s Spatial development framework (SDF) is required to translate the vision and strategy of the IDP into the desired spatial form for the municipality. In addition, it should support and inform public and private investment decisions that impact on the spatial form of the City. The SDF therefore establishes a framework inclusive of a spatial vision, policy parameters and development priorities supporting a future desired spatial form and structure of a city. It is therefore considered essential that an SDF:

 be an integral component of the Integrated Development Plan (IDP) reflecting the spatial vision of the City;  is consistent with prevailing legislation and policies of the National, Provincial and municipal government;  provides guidelines for the City’s Land Use Management System;  informs proposals contained in the more detailed District Spatial Development Frameworks (DSDFs) and the preparation of Local Spatial Plans;  supports and informs future economic growth and development priorities;  addresses the historic apartheid geographical legacy that has created a fragmented and inefficient regional and metropolitan and spatial form;  recognises the unique topography and ecological assets;  balances competing land use demands and sectoral priorities (e.g. housing and transport initiatives, environmental asset protection and infrastructure provision);  supports a sustainable and resilient development path influencing what, where, how and when development takes place; and  focuses and optimises public and private operational and capital resources to their full generative potential.

In consideration of the parameters elaborated on above and within the context of its new IDP, the City of Cape Town has decided to substantially review its Municipal Spatial Development Framework (MSDF). The intent therefore is to stipulate the parameters of the Cape Town MSDF, under the following broad headings:

a) Desired Spatial Form b) Land Use Management: Parameters, Systems, Mechanisms c) Spatial transformation for socio-economic gain d) A new approach and principles for the Urban Edge

Before elaborating all these parameters, there is a need to elaborate on the 3 spatial strategies of the Cape Town MSDF. Each will be unpacked in the actual CTMSDF in more detail and then taken through participation before approval by the end of 2017.

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Three spatial strategies underpin the City’s Spatial Development Framework, namely:

 Spatial strategy 1: Build an inclusive, integrated, vibrant city  Spatial strategy2: Manage urban growth, and create a balance between urban development and environmental protection  Spatial strategy 3: Plan for employment, and improve accessibility as well as access to economic opportunities

6.2.1 Spatial Strategy 1: Build an inclusive, integrated, vibrant city

The City is intent on building a more inclusive, integrated and vibrant city that addresses the legacies of apartheid; addresses existing imbalances in the distribution of different types of residential development and avoids the creation of new structural imbalances in the delivery of services. A greater mix of income groups, land uses, population density, and the adequate and equitable provision of social facilities, recreational spaces and public institutions are outcomes associated with integrated settlement patterns. The focus is on ensuring the implementation of the City’s TOD Strategic Framework, with the focus on intensified land uses and densification around the Integrated Public Transport Network so as to create integrated, liveable and accessible communities.

The transformation of townships and informal settlements into economically and socially integrated neighbourhoods and public-private partnership to provide and diversify integrated housing delivery are imperatives in this approach. Cape Town’s heritage resources, cultural landscapes, scenic routes and special places fundamental to this city’s unique sense of place are to be identified, conserved and managed in accordance with statutory requirements, including the National Heritage Resources Act (NHRA). Cape Town’s diverse historical legacies are to be celebrated and reinforced through appropriate management of urban form, architectural design, signage and artwork and a variety of tools within the Development Management Scheme used for land use management. The aim is to be innovative and integrative in our development so as to consolidate the City and reduce its operational burden.

High quality, safe open space systems and public spaces are essential for a more compact and sustainable urban form. Partnerships and commitments from both the public and private sector to optimise existing facilities whilst strategically locating new facilities and spaces are implicit requirements for this to be realised. Collaborative planning and co-management in creative and innovative management arrangements to ensure operational sustainability are also important.

6.2.2 Spatial Strategy 2: Manage urban growth, and create a balance between urban development and environmental protection

The City actively promotes an urban form that is premised on higher densities and mixed land use patterns within a central development core bounded by the transport zones and the relation to the BRT and rail trunk network to realise a range of developmental outcomes including: a more sustainable use of land and natural resources, lower carbon emissions, more effective and efficient use of existing infrastructure, and efficient and effective public transport systems, social facilities and amenities. The overall intent is to reduce operational

Term of Office Plan 1July 2017-30 June 2022 costs of communities’ resultant from an inefficient spatial form. The approval of the Transit Oriented Development Strategic Framework and Integrated Human Settlements Framework renews the commitment to work towards a more collaborative and integrated approach to building a future city form premised on these principles.

More efficient use needs to be made of non-renewable resources, and the protection and maintenance of existing surface water and groundwater resources and the sustainable sourcing and use of existing and future water supplies are critical. Pursuing energy efficiency targets and environmental resource efficiency further supports the natural environments role in supporting spatial justice, by enhancing access for all citizens to a high quality open space network, offering community, recreational, non-motorised transit and economic opportunities.

Negative impacts of development on natural resources need to be avoided or appropriately managed considering the finite nature of these resources and costs relating to rehabilitation of degraded natural areas or mitigation with engineering solutions. Biodiversity, aquatic resources and networks as well as the agricultural areas to be protected must be taken into account when planning new development. National biodiversity targets as well as those identified in the City’s Bioregional Plan should be actively pursued.

In addition, certain growth management tools focus on limiting the growth of the city’s urban footprint. These include edges to curtail development on the urban periphery and coastal areas. In the case of the Urban Edge, there are distinct reasons for the delineation relating to environmental and biodiversity asset protection, risk avoidance, or where growth in the short- medium term is targeted elsewhere in the City due to its TOD prioritisation and therefore resources for development-led infrastructure is committed elsewhere (refer to the urban edge paragraph for more details).

6.2.3 Spatial Strategy 3: Plan for employment, and improve accessibility as well as access to economic opportunities

Cape Town’s current and future spatial form and function plays a powerful role (alongside macro-economic and structural conditions and the quality of centralised functions like policing, health and education) in either supporting or inhibiting its immediate and longer- term economic prospects. The extent to which Cape Town realises its spatial development goals is directly linked to its ability to sustain job-generating economic growth over the medium-term as well as reduce the accessibility costs for the urban poor.

The most effective “levers” that the City has to support economic prospects are:

 Establish and maintaining a liveable, vibrant and productive urban environment through effective urban management and facilitation of integrated transport and integrated land use;  creating and attracting “job-rich” investment through the timeous and efficient provision of new, and maintenance of existing, infrastructure. This includes using transport infrastructure as a catalyst for integrated development.

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 providing services aimed at promoting social cohesion and enhancing social mobility within areas of greatest need.

The City plans for employment and to support economic growth by responding appropriately to the spatial needs and requirements of the economic sectors that are attracted to and function within Cape Town.

The City is prioritising investment in the improvement of its public transport systems and transport linkages, in order to facilitate more convenient and affordable access to employment opportunities, natural resources and social amenities. In support of these investments, the CTMSDF emphasises an integrated approach towards land use, economic development and transport planning in support of the concepts associated with Transit Oriented Development.

Economic development (both formal and informal) to diversify the tidal travel flows from single-use residential suburbs, higher density forms of residential development and supporting social amenities are all encouraged to locate in areas well served by public transport (recognising the importance of regional, national and international connectivity, the City continues to engage with the relevant authorities to ensure that the City’s function within the Western Cape is strengthened through sustained investment in strategic infrastructure). Existing infrastructure such as Cape Town’s airport, port, transport and logistics systems is being augmented with the continued roll-out of the broadband networks to enhance the digital connectivity of the City; the MyCiti rapid bus transport system and the planned extension of the Blue Downs Rail extension.

CTMSDF 2017-2022 PARAMETERS a) Desired Spatial Form

As determined by the approved TOD Strategic Framework and the TOD- Comprehensive Land Use model, it is critical that the City focuses its efforts on a new Spatial Transformation Strategy that can counteract the historical apartheid spatial strategy. The following principles will therefore drive the CTMSDF:

 Integrated and innovative housing solutions which include opportunities for state subsidised housing/social housing in the inner city urban cores in Cape Town, such as Khayelitsha, Cape Town CBD, Claremont, Mitchells Plain, Wynberg, Bellville etc.  High density, high intensity mixed used development will be prioritised along the BRT (red road) and rail trunks, with the 42 BRT and 98 rail stations being the catalysts. Densities of at least between 55-80 dwelling units per hectare being encouraged.  Bulk infrastructure investment will be prioritised within the urban quadrant core when it’s bounded by the three integration zones being Voortrekker Road Corridor, Metro South-east Corridor and Bluedowns Corridor. b) Land Use Management: Parameters , Systems, Mechanisms  TOD rich fast-track development process  Introduction of TOD and public transport alternative development charges and parking zones 37

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 Promotion of entrepreneurism  Mixed use and costed, sustainable development and whether public or private is a priority  Unified and streamed lined land development and relaxation of red tape  Spatial Transformation for socio-economic gain c) Spatial Transformation for socio-economic gain  Investment orientation to development  Data-driven approach  Stimulation of the market to give effect to their social commitments  Land value capture, land banking etc.  Inclusionary housing  Alternative building materials, tenure etc. d) A new approach and principles to the Urban Edge

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6.3 INFLUENCE vs CONTROL

Control Influence

Concern

Figure 2: Areas of Control, Influence and Concern

The City of Cape Town, like other local governments/municipalities in South Africa has certain legislative competencies. Some of the competencies are exclusively within the domain of local government and some competencies are shared with other spheres of government. Competencies within the control of the City ranges from building regulations, municipal planning, municipal roads, traffic and parking to local amenities. The City is therefore responsible and accountable for these functions that falls within its control.

Notwithstanding the above, it is clear that the challenges that the City faces span across different areas of control of various spheres of government. Solutions to these challenges need to be sustainable in order to create value for citizens into the future. Since the City wants to address these challenges in a holistic and sustainable manner, some of the programmes and projects that have been identified rely on partnerships and agreements with and the co-operation of various government departments, state owned enterprises and other role-players. Some of the programmes and projects pertaining to an integrated public transport system, sustainable mix of energy resources, housing and red tape reduction for entrepreneurs become critical to the well-being and functioning of the City. In light of this, certain of the outcomes identified will fall into the City’s areas of influence.

Furthermore, the City has also identified programmes and projects within areas of concern, these programmes and projects aim to address a wide range of issues from homelessness to anti-racism awareness projects. It is these programmes and projects that create and contribute to the culture of caring and inclusivity which the City wants to achieve. Other programmes relating to substance abuse becomes particularly important in breaking the cycle of poverty and contributes to safety and security and therefore the general well-being of citizens. It is within these areas of concern that the City want encourage further collaboration and partnerships with communities, residents and business.

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Part III Implementation Plan

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7. IMPLEMENTATION PLAN

The implementation plan is primarily informed by the 11 priorities which have been transformed into objectives. The purpose of using the language of objectives is to define the transformational priorities in terms of definable objectives which become the target points that inform supporting programmes and projects. The diagram below indicates this flow from the Strategic plan to the Implementation Plan.

The Opportunity City

The Safe City 11 5 Priorities Transformed Vision Pillars The Caring City 11

Objectives Into The Inclusive City

The Well-Run City

Guiding Principles

STRATEGIC PLAN IMPLEMENTATION PLAN

The diagram below shows the general structure of the implementation plan and how it is aligned for implementation.

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It should be noted that the programmes, projects and initiatives contained in this document are those that are of key significance within the context of the Strategic Focus Areas and Priorities to ensure that the priorities are implemented.

On-going programmes, projects and initiatives from the previous IDP as well as catalytic projects identified in the Built Environment Performance Plan (BEPP) is also included to give a more comprehensive coverage of this implementation plan.

Operational activities, and programmes and projects informed by the City’s mandated legislative duties and requirements must be performed and for this reason they are not specifically included in this implementation plan unless it is considered of strategic significance in directly delivering on our strategy as encapsulated by the transformational priorities. This is in keeping with the intention of the IDP as a strategic document. These ordinary activities, programmes and projects from legislative duties and requirements will still be linked to the budget via the IDP’s objectives in accordance with our compliance requirements.

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STRATEGIC FOCUS AREA 1 - OPPORTUNITY CITY This Strategic Focus Area will cover the following objectives:

 Objective 1.1: Positioning Cape Town as forward looking globally competitive City  Objective 1.2: Leveraging technology for progress  Objective 1.3: Economic Inclusion  Objective 1.4: Resource Efficiency and Security

Objective 1.1 Positioning Cape Town as forward looking globally competitive City

This objective sets out to position Cape Town as a forward looking globally competitive City so that the business climate is improved, Cape Town is recognised globally as an attractive investment destination, with positive economic growth led by investment in infrastructure (including maintenance of infrastructure) to facilitate the realisation of greater business opportunities.

1.1.a Ease of Business Programme

1.1.a.1. Business Support Project To create conditions conducive for enterprises to start-up, grow and expand in Cape Town and thereby contribute to positioning Cape Town as a forward looking, globally competitive business city the City will:  Facilitate the provision of business support to 500 SME’s per annum for the next 5 years through: o One Stop Shop Solution: Assist businesses in navigating the regulatory landscape, help resolve business related bottlenecks, access information and advice about City business procedures and processes and connect to the appropriate resources (One Stop Shop Solution). Partnering with Support Organisations such as ABSA Enterprise Development, False Bay College Centre for Entrepreneurship, Small Enterprise Development Agency (Seda), etc. to implement business skills development programmes. Supporting Business Incubators such as the renewable energy businesses through SAREBI in Atlantis and FurnTech in Nyanga

 Facilitate 3000 business driven job placements by 2018/19, through : o Workforce Development: Implement a Workforce Development Initiative (business-driven job placement) over three years in partnership with industry. The aim is to assist job seekers through assessment, work readiness and placement in education or employment. Based on previous pilot projects we believe that 3000 placements over almost 2 full financial years is fully achievable with the right service provider appointed.

1.1.a.2 Planning Delegations Project The City ensures that the Municipal Planning By-law, which acts as the principle guiding document for planning legislation within Cape Town, is reviewed annually. The instruction for review is written into the by-law itself. This ensures that the City is constantly engaged with the planning needs of residents, is able to respond to the shifting dynamics of the urban environment, and empowers review on those elements of the planning environment which are made redundant through the contextual processes of time and/or development. 43

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As the City moves towards a business-orientated strategy, it is considered critical that land development that is in support of the City’s TOD strategy, is expedited and facilitated. The interventions over the coming years therefore include:

- Development of a TOD short-circuit mechanism under the planning Bylaw. - Streamlining the Planning Bylaw in its entirety so as to facilitate entrepreneurship, the establishment of integrated communities, and a strategic resource management approach. - Looking at streamlining land development processed using technological options. - Redesigning the development charges mechanisms in accordance with the new urban edge principles as how to proactively implement TOD.

1.1.a.3 City-Private Sector Growth Partnership Project The City will engage with the property developer association body and other relevant organisations on a periodic basis to share information about the City’s own infrastructure investment vision and initiatives for current and future periods, and to receive representation on private sector development initiatives, concerns and suggestions.

These interactions will help to build a common vision for development in Cape Town, will improve relations between the City and private sector developers, and will improve investment decisions, through increased information flow.

1.1.b Cape Town Business Brand Programme

1.1.b.1 Business Brand Project CoCT will lead in the development of a business brand strategy and visual identity to galvanise economic role players in the region, create messaging and collateral that represents its’ priorities in an effort to amplify the regions’ efforts to attract investment. This project will be implemented to create awareness that Cape Town is a serious investment destination for the purpose of stimulating investment into the economy. The project will be implemented across the city region among all economic stakeholders over the 5 year period.

1.1.b.2 Investment Promotion Project SPV support: The CoCT will be partnering with relevant identified SPV’s and Wesgro on facilitating development in sectors with high growth potential, export possibilities and potential for labour absorption through providing strategic support and funding for industry development, export facilitation and value chain enhancement. The CoCT, through the support of the relevant identified SPVs and Wesgro will be facilitating industry development through initiatives that include business support programs, exporter readiness programs, research and supply/cluster/value chain alignment programs. Progress will be measured through the instruction of a social accounting matrix, impact of the training initiatives facilitated, industry events and engagements undertaken and rand value of business agreements signed undertaken per quarter/annually.

1.1.b.3 Investment Destination in Identified Markets Project Research will be done on the local economy identifying potential high growth / high impact sectors and gaps in value chains that could grow the economy. In partnership with SPV’s these opportunities will be communicated to market to ensure that we attract the right kind of investment for the region, and in some cases leverage existing sector investment and expertise in the economy, in order to maximise job creation and growth. The research and

Term of Office Plan 1July 2017-30 June 2022 targeted investment promotion function will be determined on a yearly basis through a combination of internal resources, contracted services and grants funding.

1.1.b.4 Intergovernmental Legislation Project The purpose of the project would be to maintain a continuous policy improvement cycle that facilitates an enabling business environment by fostering a business friendly regulatory environment. Existing policies will be subjected to evaluation to ascertain whether they need to be amended, replaced or scrapped. Activities include:

 Needs Analysis for the review process  Research on any relevant information that could inform the policy development and review as to whether a rule, policy, procedure and/or guideline are required.  Investigate introduction of Regulatory Impact Assessment

1.1.c Infrastructure Investment Programme

Infrastructure-led development and growth: Investment in infrastructure is considered an important enabler of economic growth and poverty reduction.

1.1.c.1 Infrastructure Investment Research Project The MTIIF, SDF and BEPP processes allow for improved projection of load growth, identification of capacity constraints and provision of information relating to the total cost of investments required to enable informed decisions to be made. These processes will inform Investment in infrastructure for growth in a way that it responds to real needs – determined through evidence-based analysis

1.1.c.2 Infrastructure Asset Management Project The City faces the challenge to ensure preventative maintenance, timely upgrades or replacements in order to save costs in the long term, minimise outages, and improve service provision.

In light of this, the City will develop and implement a lifecycle management system for infrastructure assets. The infrastructure asset management plan (IAMP) is a corporate project that is aligned with the National Department of Cooperative Governance and Traditional Affairs (COGTA) and National Treasury’s requirements to establish, implement and use a comprehensive infrastructure plan.

1.1.c.3 Bulk Water Supply System Augmentation and Maintenance Project It is critical to augment, refurbish and maintain the City’s bulk water supply system, to ensure a safe, reliable and sustainable supply of water to Cape Town and its surrounding region. Many parts of South Africa, including the Western Cape, have experienced drought in 2015 and 2016. After successive winters with below average rainfall, the combined storage of the major dams of the Western Cape Water Supply System (WCWSS), at the end of the 2016 winter rainfall season, was at 63%. The City will be ensuring the protection of the region’s water resources and water supply to consumers by implementing appropriate water restrictions over the coming hydrological year. This will ensure that over the short term drought event, consumers will receive an ongoing, if restricted, supply of water and that the dams do not run empty over the next few hydrological years.

The following strategic interventions have been identified:

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- Automation: The Bulk Water Branch is investigating setting up a decision support and operational automation system to assist with operating its system of dams, water treatment works and reservoirs, to ensure that resources are protected and maximised over the hydrological year, especially during the 2016 drought period. - Licencing: The City will continue to engage with the national Department of Water and Sanitation (DWS) on reviewing and finalising water allocations and water use licencing from the WCWSS. - Transversal water management: With the regional supply area of the WCWSS and the increasing probability of future competition for water, the City will be considering the regional impact of Cape Town’s future water resources, and form closer working relationships with neighbouring municipalities to more effectively plan and operate existing and future water supplies. - Water demand planning: In the medium to long term, it is anticipated that water demand will continue to grow, due to population and economic growth. The City, together with the national DWS, will ensure that the necessary planning is being done to augment the capacity of the WCWSS. - Augmentation scheme: The national DWS is currently implementing the Berg River to Voëlvlei Dam Augmentation Scheme as the next water resource scheme to augment the capacity of the WCWSS. Thereafter, a number of schemes are currently being investigated to augment the WCWSS, including:  groundwater from the Table Mountain Group Aquifer;  groundwater from the Cape Flats Aquifer;  water reclamation for potable use;  integrated urban water management;  the Lourens River scheme;  seawater desalination.

- Bulk water supply: The city will continue with augmentation and maintenance of the bulk water supply system, focussing on large infrastructure projects over the next ten years, including: - A 500 Ml/day water treatment works and a 300 Ml bulk water storage reservoir at Muldersvlei. This will increase overall drinking water production and storage capacity, as well as increase redundancy and flexibility of operation of the bulk water system. - The 300 Ml Spes Bona Reservoir, to increase bulk storage in the Durbanville and Kraaifontein areas and provide additional flexibility in the operation of the bulk water supply system. - The 100 Ml Contermanskloof Reservoir, to increase the storage capacity for the Table View and Parklands areas. - The 100 Ml Steenbras Reservoir, to increase storage for the Gordon’s Bay and Strand areas, as well as improving operational efficiency of the Steenbras water treatment works. - Maintenance: The Bulk Water Branch will also be focussing on the maintenance and refurbishment of existing infrastructure, including upgrading of major pump-stations; repair of concrete structures such as reservoirs and dam intakes; and verification and replacement of large diameter meters. - Resourcing: Adequate resourcing to meet the city’s capital development programme and maintenance requirements remains a challenge. The Branch is finalising its staffing strategy which will ensure that these challenges can be

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addressed and will conduct an assessment of the funding requirements and options for its capital development and maintenance programmes, and assessing the impact of these funding requirements on the bulk water tariff.

1.1.c.4 Infrastructure Maintenance Service Project Water and Sanitation services are essential Municipal services and very susceptible to generating public complaints and can impact on the health of users and the environment.

A high-level process flow has been identified, necessary to achieve affective data acquisition and management systems and shown in the diagram below.

1.1.c.5 Support Services Project Scientific Services: Scientific Services verifies that the department complies with the water quality checks and standards as set out by the National Department of Water and Sanitation (DWS) and serve others requiring laboratory sampling tests. Labs for experimental research activities, lab infrastructure expansion is required. This will allow for the addition of air quality monitoring stations, equipment to formulate a climate change predictive model, as well as the development of molecular biology techniques to assist in monitoring of emerging pollutants such as Legionella in various water types. Over the five year term state-of-the-art technology for testing solid waste samples as per licence requirements will be acquired.

Engineering and Assets Management (EAM): The EAM branch of Water and Sanitation will have 4 major areas of work during the IDP period, namely Fleet Management, Telemetry and Supervisory Control and Data Acquisition (SCADA), Workshop upgrades and Integrated Asset Management.

 Fleet Management: A short-term 2 year objective has been set to centralise fleet management and the workshop facility. The EAM branch will be implementing a fleet

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management strategy to improve service delivery, rationalise the use of vehicles, limit standing time and over time, reduce reliance on the large number of hired vehicles without compromising response times. Procurement of fleet and plant equipment required to service additional growth will cost approximately R20 Million /annum over the 5 year term.

 Telemetry, SCADA, data Management and Automation: Operational data is gathered from various depots and workshops into one central repository to enable operational data such as flow rates and reservoir levels from the various divisions to be made available for integrated analysis.

 Integrated Asset management: The Project is aimed at enabling efficient maintenance delivery via a mobile solution. The project will be managed in two distinct phases of Improving Asset Data, Maintenance Planning and its Scheduling on SAP, followed by the addition of a Mobility component to receive and complete record of work in the field. It will deliver end-to-end processes focussed on plant maintenance and more efficient management of enterprise assets, resulting in reduced operating costs, better managed capital expenditures, improved environmental, health and safety performance and asset utilization.

1.1.d Road Infrastructure Investment Programme

1.1.d.1 Concrete Roads Upgrading Project The focus is on the rehabilitation and upgrading of minor roads throughout the City, and, in particular the rehabilitation of existing concrete roads in low income areas. This project was initiated in the last term and, subject to resources will be completed in the next 5 years.

The main objective is to deliver quality public infrastructure using labour intensive methods wherever possible. The end result is a “fence-to-fence” improvement of the entire road reserve. This is a City wide project with phased implementation taking place at present in the areas of Bishop Lavis, Gugulethu, Hanover Park, Heideveld, Manenberg , Imizamu Yethu and Ocean View. This will be ongoing for at least the next 10 years. Approximately R827 million has been budgeted in this regard over the next 5 years, in order to expedite this delivery.

1.1.b.2 Road Congestion Relief Project In 2013, the TomTom global traffic index revealed that Cape Town is the most congested city in South Africa, with a global ranking of 55th place. Congestion results in time and money lost, and also impacts on pollution and its long-term effect on the environment.

The survey also revealed that motorists are spending an extra 71% of their time in traffic. Morning peak-hour on major arteries has increased from two hours to the current four hours (06:00 to 10:00).

The Road Congestion Relief Project, inherited at the end of 2015 has three components, namely operational, behavioural and infrastructure interventions. With congestion being a major constraint for the citizens of Cape Town there is a need for a comprehensive strategy. Infrastructure interventions on their own will not be enough.

Operational Interventions This reduces the strategy management of the public transport operations, tariff management related to the peak and off-peak periods. Further implementations of TOD development so as to curb the necessary morning/afternoon peaks.

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Behavioural Interventions Travel Demand Management (TDM) is critical to introduce and give effect to behavioural change. The TDM strategy has now been approved and over the next 5 years interventions will include flexitime, starting with the City’s personnel, carpooling etc.

Infrastructure Traffic congestion alleviation projects over the 5 year term will be aimed at addressing major pressure points inclusive of the areas detailed below. The City has assigned approximately R750m over the coming 5 years for these congestion alleviation interventions that will include:  The Kuils River area around Bottelary, Amandel and Saxdown Roads; Kommetjie around Ou Kaapse Weg and Kommetjie Road.  The Blaauwberg area around Plattekloof, Blaauwberg and Sandown Roads.  The M3, M5, N1 and N2 freeways.  The V&A Waterfront and foreshore.

1.1.d.3 Resource Management for Road Investment Project The City decided to resist the imposition of e-tolls due to its economic impact and lack of consultation with affected communities. The City won an extended legal battle which resulted in a Supreme Court of Appeals decision in favour of the City.

1.1.e Economic Development and Growth Programme

1.1.e.1 Business Incentive Project Since 2013 the City of Cape Town has offered financial and non-financial incentives to qualifying new investment that creates jobs within the Cape Town economy. The 2013 policy has undergone a period of implementation and is being refined as part of a review process. In an environment of low economic growth and unemployment, visible commitment from the City, i.e. that it is serious about its economy, is critical to ensuring ongoing investment growth. The City will focus on the following two mechanisms to do so:

The new manufacturing investment incentives policy will continue to offer both financial and non-financial incentives in targeted areas across the City for job-creating new investment and expansion of existing investment. The manufacturing investment incentive policy will be implemented as part of a broader investment facilitation service offered by the City.

Targeted incentive areas: The investment incentives are spatially targeted, and while the precise areas are still to be determined, they will be implemented in industrial areas experiencing low growth and in need of generation. Furthermore, incentives will be offered in areas in the integration zones where the focus of public sector infrastructure investment is being brought to bear.

1.1.e.2 Targeted areas: Urban Upgrade and Improvement District Project Investing in the following targeted urban upgrade programmes which will include the identification and focus on crime hotspot areas:  Bonteheuwel Public Investment Framework – First phase implementation of road rehabilitation/public space upgrade to commence in 2017/18. Urban Design and Planning for further phases to be undertaken for implementation in 2018/2022  Athlone: Community Action Plan prepared for implementation 2017-2022

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 Gatesville: Community Action Plan to be complete by June 2017 for implementation 2017-2022  Athlone/Gatesville: Proposed Shared Services Centre –Feasibility study and project plan to be prepared  Nyanga / Gugulethu: - NUNU Transport Interchange Precinct development plan complete for implementation 2017-2022, - Lotus Park in-situ upgrading  Voortrekker Road Corridor (VRC), Supporting Voortrekker Road City Improvement District (VRCID) and Greater Tygerberg Partnership (GTP) with Safety Plan and Urban Management (Bellville and Parow)  Mitchells Plain Town Centre (MPTC): Establishing Management Entity for Mitchell’s Plain Town centre. Develop an area based management regime and Development and implementation of a Safety Plan.  Harare Node : Implementation of an area based management regime approved and to be implemented in 2017/18  Developing a Public Investment Framework (PIF) for Hanover Park and to upgrade the town centre which will include planning for the development of a Youth Lifestyle Centre, a Media Centre and an Aqua centre. Public Investment Framework complete and approved for implementation 2017-2022.  Hanover Park Urban Upgrade project: - Town centre upgrade and implementation of the PIF over the next 5 years. Phase 4 of the VPUU Programme approved, implementation protocol including a scope of work concluded between the City and Province 2017 - 2018 - NMT and concrete road upgrade currently underway 2017-2020. - ShotSpotter currently under implementation 2017 - 2019 - Ceasefire currently under implementation 2017/2018  Manenberg Youth Lifestyle Campus design to start in 2017/18. - NMT and concrete road upgrade currently underway 2017-2012. - ShotSpotter currently under implementation 2017-2019 - Ceasefire phase 2 to be rolled out to Manenberg September 2017 -2020  Manenberg Youth Lifestyle Campus: Public Investment Framework. Public Investment Framework complete and approved for implementation 2017-2022.  Ocean View: implementation of a Safety Plan. To be completed by June 2017 for implementation 2017-2022  Atlantis Project: Development of an Integrated PTI and trading precinct and sustainable management regime: PTI complete, to be completed by June 2018.  Macassar: Community Action Plan Complete for implementation 2017/18  Macassar: Implementation of Safety Plan Currently underway for 2017/18  Kuyasa Station Precinct: Implementation of an Area based management regime Implementation of an area based management regime approved and to be implemented in 2017/18  Kuyasa Station Precinct: Land release strategy: 2017-2019.

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1.1.e.3 Green Economy Project This project aims to achieve the following: Green economy: A programmatic approach to growing a green economy will be followed. Actions will contribute to achieving objectives that include the facilitation of increased investment into the local production of green products and provision of green services; influencing household and business demand for green products and green services and consequently the supply thereof; and promoting the efficient use of resources in order to ensure the ongoing sustainability of the economy and cost-competiveness of local business.

Resource efficiency: There is an imperative to ensure the long term resource efficiency of the Cape Town economy in order to ensure ongoing growth and the creation of new economic opportunities and sustaining of existing opportunities.

1.1.f Partnership Development Programme

1.1.f.1 Trade and Development Project Atlantis SEZ: The CoCT will continue working with the Western Cape provincial government, the Department of Trade and Industry and relevant SPVs to improve the attractiveness of the Atlantis Industrial Zone as an investment destination, with a focus on manufacturing. In this regard the CoCT will continue to support efforts for Atlantis Industrial Zone to be declared a Special Economic Zone (SEZ), and if declared, to support its operationalization and success. Atlantis IFO: The CoCT will continue to run the Atlantis Investment Facilitation Office (AIFO), which will provide high quality facilitation services to prospective investors, including business and location advice, as well as aftercare to existing investors. The City furthermore, supports the Integrated Resource Power Purchase Programme (IRPPP) and believes in its continued success.

1.1.f.2 Business Engagement Project Cape Town has a diverse and complex economy, with a wide variety of activities taking place across the city at a range of different scales. Consequently, a “one-size-fits-all” approach to business engagement will not provide the City with the insights it needs to support an enabling business environment, and will leave the business community frustrated and without the capability to articulate their concerns. As such the following interventions have been identified.

 CEOs Meet MayCo Business Breakfast: The CEOs meet MayCo Business Breakfast will take the form of a quarterly breakfast meeting between CEOs representing medium and large firms in key sectors. In addition to MayCo members, the City Manager and executive directors (?) will be required to attend. It will create a space in which the political leadership of the City and Cape Town’s business leadership can engage around their vision for the Cape Town and how to enhance the business environment and will be structured around important themes that reflect issues facing the City or key milestones in the City’s annual calendar such as the publication of the draft budget and the release of the annual report.  Quarterly business focus groups: The City contracts a service provider to undertake its annual customer satisfaction survey. In addition to conducting a telephone based survey, the service provider also facilitates focus groups shaped around a set of pertinent issues. Four of these focus groups will take place annually, with line departments given the opportunity to use them to test ideas around policy and programmes, and to gain insight into the business enabling environment. The business

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focus groups, in addition to providing a quarterly update on the state of the business enabling environment, will also provide a public participation platform for understanding the impact of new City strategies, policies and programmes on the business community.  Project Camissa – economic intelligence research project: Project Camissa is an economic intelligence research project run by the City of Cape Town’s Economic Research team involving desktop research and qualitative interviews with leading firms in the City. The main objective of Project Camissa is to gain insight in the dynamics of the Cape Town’s competiveness and to identify opportunities for investment that can be promoted outside the City.

1.1.g Leveraging the City’s Assets

1.1.g.1 Private Sponsors Project Through the establishment of an internal working group, the City of Cape Town is providing ongoing consideration to the question of how it can harness the good will of residents, businesses and philanthropic organisations intent on making the City a better place to live, work and play. Thus supporting the realisation of our social and community development goals.

The group will remain in place to identify opportunities and facilitate offers of support for the duration of this IDP period.

1.1.g.2 Asset Leverage Project The aim of this project is to leverage city assets through asset rationalisation and optimisation in order to stimulate economic benefit for the City.

During this term of office the City will establish a central Asset and Facilities Management function. The Assets and Facilities Management Directorate will have as its key responsibilities: Property Management; Fleet Management; Facilities Management; Home Ownership Transfer, Tenancy Management and Staff Housing; and the Cape Town Stadium and Sea Point Precinct. The Property Management function would be responsible for managing the identification and leveraging of city assets through asset rationalisation and optimisation in order to stimulate economic benefit for the City.

Some major and key strategic capital projects that is envisaged includes, but not limited to, the following:

 Upgrade of Athlone Stadium  Upgrading of City Hall  Upgrade of Good Hope Centre  Upgrade to Grand Parade  Granary Project  Major Upgrading – Central/North and South Regions  Major Upgrading: Professional Services

Cape Town Stadium Municipal Entity initiative The City embarked upon the establishment of a Municipal Entity to manage and operate the Cape Town Stadium.

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Cape Town Stadium and Sea Point Precinct marketing plan initiative

The Cape Town Stadium and Sea Point Precinct contributes to the economic growth of the City through attracting and the hosting of major events, effective maintenance and management of these facilities and optimizing the utilization through the implementation of a marketing plan through seeking partnerships. The Precinct is the premier event locality in the City and it is also extensively utilized by both local, national and international film companies. It is well-known that major events has a substantial impact on the local economy and thus contributes to the City’s economic growth through facilitating job creation and contributing to the EPWP program.

Objective 1.2 Leveraging Technology for Progress

Using digital technology to transform Cape Town so that: Cape Town is recognised as the most digital City in Africa, improved internet speeds and reduced cost associated with internet access can be facilitated, increased access to the internet and greater use of digital platforms can be promoted, and that Cape Town becomes the preferred destination for technology start-ups in South Africa through investment in digital infrastructure, growing the digital economy, emphasising digital inclusion and enhancing its Digital Government capabilities.

1.2.a Digital City Programme

1.2.a.1 Broad-band Project The Broadband Project has become the central infrastructure pillar of Cape Town’s Digital City Strategy, which also addresses Digital Inclusion, Digital Government and the Digital Economy. The Network is positioned to become the platform for communications between people, and between the myriad devices that can be used for monitoring, measurement, and control. These include hand held devices, cameras, sensors, detectors, switches, meters, monitors and remote access management systems.

The goal of the Broadband Project is to build a municipally owned, telecommunications network to serve the Cape Town metropolitan area. A “metro area network” is a carrier- grade high-speed telecommunications network that is designed, built and operated to meet the telecommunications needs of a specific urban area. The Cape Town Metro Area Network is central to the fulfilment of the City’s vision to become a truly Digital City. To this end, the Metro Area Network is underpinned by a single shared infrastructure capable of supporting multiple networks, and operated on an “open access” basis.

The Broadband Project involves laying ±1,300km of optic fibre cables, serving 600 City buildings. It will extend from Atlantis in the north of Cape Town to Simonstown in the south, Gordons Bay and Kuils River in the east, and Seapoint and Hout Bay on the Atlantic seaboard. The Network will have 60 switching facilities, many with high sites (masts) for additional wireless microwave links. This network supports: • The Corporate Network, which is used for data and email communications • Internal telephone calls and video services • Multiple specialised networks dedicated to the needs of particular departments • Public Wi-Fi and other related public Internet access services • Network services for other government entities

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• Wholesale network services for the use of commercial telecommunications service providers

1.2.a.2 Last-mile Project The City will increase the number of access links to continue to connect buildings such as clinics and libraries, but also other critical service delivery systems. These include water management systems, traffic lights, Metro Police cameras, smart meters, environmental monitors, and Wi-Fi access points which provide public internet access. In this way, last mile telecommunications infrastructure makes a direct contribution to service excellence. Self provisioning allows the City to support multiple systems over the same municipally owned telecommunications networks, which provides both speed and reliability as well as saving costs. The use of municipal cables by commercial operators such as ISPs and cell phone companies has also created a source of revenue for the City, as well as helping to drive down overall consumer prices. The Western Cape Government's Broadband Project also makes use of the City's infrastructure to connect several of the Education Department's schools in the metro.

The key outcomes of the Last Mile Project are therefore:

 Expanding the availability, speed and reliability of telecommunications services available to City departments, thereby assisting them to improve service delivery  Containing the costs of telecommunications services directly incurred by the City  Contributing to the economic development of the metro by providing telecommunications infrastructure services to commercial operators, which are in turn then able to expand the availability and affordability of broadband service to businesses and residents

This Project is critical for the success of the continuing roll-out of other projects such as EPIC Safety & Security Project, the Metro Police CCTV cameras, the Water Systems Management Project, the MyCiTi Project, and others which need broadband connectivity to support devices, applications and systems vital for the smooth running of a large, complex and modern metro.

The main routes for the optic fibre cables that support the Metro Area Network are illustrated on this map:

The purple and orange routes are complete; blue routes are under construction. Yellow and red routes are planned for the future.

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1.2.a.3 Technology Innovation Project The city is facing the challenge of keeping up to date on changing technology innovations and will be required to drive a consolidated agenda of technology-led innovations to improve service delivery, and to enhance the City’s engagement with its residents. The City will embark on the following initiatives:

i. LAN Gaming Initiative Gaming to improve skills: The aim of the project is to introduce gaming into less fortunate communities with the intention to improve IT skills, develop cognitive skills and create awareness for gaming job opportunities. With LAN Gaming taking off as an international sport the aim is to introduce it to the Cape Town Games where the players could go forward and earn their provincial and national colours. By introducing LAN Gaming into less fortunate communities, the initiative aims to address the challenges faced by these communities whereby the youth do not have enough stimulating activities and hence get involved with gangs and other antisocial, or unproductive, activities. ii. Digital Citizen Interaction Platforms Citizen-centric communication: The aim of the project is to Enhance Citizen-centric communication with the City using Digital channels. This will be done by:  Interactive Voice Response (IVR) technology: Enhancing the existing Call Centre functionality using Interactive Voice Response (IVR) technology to allow Citizens, businesses, etc. to interact with the City at all hours. This will allow citizens to access a number of citizen-centric services  Interactive Contact Sessions: Introduce interactive Contact Sessions where public meetings can be hosted digitally (e.g. Video presence) to allow citizen participation in multiple venues (citizen homes, City venues, etc.) simultaneously.  Digital Call Centre: The enhancement of the Digital Call Centre will be dependent on the integration of various business information systems (SAP, ESRI, etc.), which will supply the database of machine responses when interacting with clients, citizens of the City. It is estimated that the initial pilot system could be ready within the first financial year and a full production within the subsequent financial year  ICT Technology investment: The investment in our existing ICT technologies could prove to expedite the delivery of these digital services as they might already exist within our basket of readily-available technologies. It is therefore an initiative whose costs can be absorbed within existing Operational and Capital budgeted programmes. The pilot projects will be a crucial milestone in the initial measurement of efficacy and viability (as previously mentioned). Feedback will be presented to key decision-makers on whether to operationalise and provide further funding to these initiatives.  Open Data Portal: The Open Data Policy was approved by Council and allows the city to make data available in a useable format at no charge. This enables government to tap into the creativity of entrepreneurs and organisations for the development of innovative applications and other projects. By opening up our data sets, we increase transparency and accountability, which empowers residents and civil society organisations. Through this portal, we have joined the likes of Helsinki, London and New York and become the first city in Africa to have an Open Data Portal.

iii. Big Data Analytical Platform The City of Cape Town aims to become a “Data Driven Organisation”. This will be achieved by:

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Platform: Providing a platform which promotes informed strategic decision-making using data to drive and improve service delivery. As a digital city, big data offers organisations the opportunity to use data sets to innovative and extract meaningful information and knowledge to city officials, citizens, business and visitors in promoting informed decision- making which a makes for a Smart City. The big data platform will be City-Wide initiative enabling analytics for proactive as well as strategic service delivery programmes across all City of Cape Town directorates and departments. The platform will also provide relevant data via the Open Data Portal that will be accessible to the public.

Objective 1.3 - Economic Inclusion

The City will drive economic inclusion in order to improve quality of life and greater levels of self- determination as well as create an enabling environment for economic growth by investing in EPWP and community works programmes, working with its partners to support skills development initiatives in high growth sectors and fund bursaries for studies in areas of scarce skills and offer apprenticeships.

1.3.a Skills Investment Programme

1.3.a.1 SPV Skills Development and Apprenticeship Investment and Graduate Internship Project SPV Partnerships: The CoCT will be collaborating with relevant identified SPVs to facilitate skills training in specific sectors where there is potential for growth especially with a focus on re- skilling, provision of new skills and up-skilling identified target groups. The CoCT will be providing funding and non-financial support for the training programmes. The training programmes will help to address critical skills shortages in Cape Town, increase the pool of critical skills and attract high growth companies that in turn create jobs and contribute to the positioning of Cape Town as a globally competitive City. Skills training: The skills training programmes will be implemented city-wide. The city will support skills training programmes over the 5 year IDP implementation period (2017 – 2022). Funding for the programme is determined on a yearly basis.

1.3.b EPWP Job Creation Programme

1.3.b.1 EPWP Mainstreaming Project Mainstreaming EPWP is core to the City’s goal to build sustainable communities. The practice requires the reorientation of line department’s functional budget to upscale and maximise the creation of work opportunities on EPWP projects. Building on the successes of the programme requires the establishment of management structures that would drive the programme and also provide enabling platforms for the rolling out of the programme in the communities. Redirecting the current Special Job Creation Programme (SJCP) monetary injections to skills development or capacity building programmes will enable EPWP participants to exit the programme into formal employment. In addition, focussing on increasing the duration of EPWP work opportunities will facilitate the introduction of quality and accredited training programmes.

Training Framework and partnership based interventions: The City shall continue to explore and invest in innovative labour intensive methodologies tailored to create EPWP

Term of Office Plan 1July 2017-30 June 2022 opportunities on City projects. The provision of training to EPWP workers will be linked to high growth sectors as an enabler to economic inclusion.

The need exists to focus on enhancing the capacity of participants, implementing departments and stakeholders. Effective project implementation is substantially influenced by the quality of training participants, implementing departments and stakeholders receive.

Partnership based interventions shall be utilised to create meaningful training opportunities for EPWP participants to exit into formal employment.

Flagship project for EPWP Skills Development:

Artisan Pilot Initiative: This is part of the SJCP within the Water and Sanitation department. Water and Sanitation: Engineering and Asset Management branch will train and equip a number of EPWP semi-skilled workers for a minimum period of 18 months while working under direct supervision of a skilled and qualified artisan.

Work Placement Initiative: The FEDHASA pilot project is a partnership between the City and formal employment providers in the hospitality industry. EPWP participants that underwent basic skills training graduating within the City’s Youth Development Programme receive work placement at various businesses over an 18 month period. The youth are provided with specialist training in a bouquet of services within the industry with the intension of many being absorbed into formal employment. This project will be expanded to include other high growth sectors.

Facility Protection Pilot Initiative: The extension of the auxiliary law enforcement officer programme to provide facility protection services will enhance the skills development offering of the EPWP. A direct benefit will be the safeguarding of facilities and assets. The pilot areas will be identified annually.

1.3.b.2 EPWP Informal Settlements Project

Sanitation and maintenance project in Informal Settlement communities This project will involve the following:  Quality of life improvement: The City’s goal is to reduce the poor sanitary conditions that will improve the quality of life for the people living within and around the Informal Settlements communities located City wide.  Janitorial Services: The service is provided through the employment of EPWP workers in informal settlements areas City wide. The goal is to improve sanitary conditions of ablution facilities.  Awareness: EPWP workers are trained to educate communities in informal settlements on water conservation and sewer blockages through campaigns on an annual basis.

1.3.b.3 EPWP Localised Project The City will continue to localise community works and EPWP programmes in order to ensure that sub-councils are involved in the drafting of labour-intensive community programmes benefiting local residents during implementation. A focus will be on the continued improvement of the Jobseeker Database system (JSDB) to address weaknesses in the current system and to operate optimally. As such the City will embark on the following:

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i. Framework: Develop a framework for the centralisation of the randomisation process of the database functioning; ii. Linking workers: Project/work experiences automatically linked with the skills section automatically of workers; iii. Pilot selection: Define and select a pilot for such a centralisation process; iv. Jobseekers desk: In order to provide an improved customer interface with jobseekers and members of the public, The Jobseeker’s Desk will provide a look and feel which is representative of the corporate City and EPWP design principles across all Sub- councils. v. Linkages to other City datasets and databases: This includes the integration and sourcing of jobseeker data linked to the Youth Development Database, existing volunteer databases, the Strengthening Families use of a reward system and the prioritisation of the Indigent register participants to give effect to the Opportunity and Inclusive City strategic objectives. vi. EPWP centralised office: Establishment of an EPWP centralised office to provide support in respect of the JSBD as well as to respond to the specialist requirements of the EPWP SAP Payroll project.

Objective 1.4 Resource Efficiency and Security

The City will work toward resource efficiency and security so that an appropriate balance between economic development and the preservation of the natural environment can be achieved, to secure resources and to achieve a resource efficient economy by institutionalizing resilience, investigating future-proofing strategies in order to optimize resource efficiency and facilitate and promote the provision of goods and services and the use of production processes that are more resource efficient, enhance environmental resilience and optimize the use of natural assets.

1.4.a Energy Efficiency and Supply Programme Key commitments related to achieving resource efficiency and security are as follows, while key levers include innovation and a City-wide commitment to resilience:

 Facilitate and promote the provision of goods and services and the use of production processes that are more resource efficient, enhance environmental resilience, optimise the use of natural assets, and promote social inclusivity.  The City will also look at future proofing strategies that will ensure that our systems and business models are designed to optimise resource efficiency and promote innovative practices and technologies  Institutionalise resilience, thus making the organisation and communities in the city more resilient to shocks and stresses

Cities in South Africa and internationally are entering a new era where our energy and climate future requires a strong commitment to identify and enact innovative and sustainable responses. City economies are heavily dependent on energy. As Cape Town’s economy grows, as the population increases and as incomes increase, these demands escalate rapidly. National electricity supply constraints, tariff increases, the escalating burden of transport congestion, increasing fuel costs and the battle to transform our city spatially, need immediate as well as a long term solutions. The City of Cape Town is in a key position to steer change by addressing Cape Town’s energy use now and into the future.

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In line with its commitment to building a more sustainable and secure energy future for Cape Town, the City of Cape Town in 2015 adopted the Cape Town Energy2040 Goals, and more specifically for the 5 year term, goals for 2020, with its associated energy and carbon targets. These goals will build on and support existing interventions, and identify new areas for action, including:

. Procuring renewable energy from Independent Power Producers (IPPs) . Encouraging Small Scale Embedded Generation . Energy efficiency to reduce city-wide electricity and transport fuel consumption across all sectors

1.4.a.1 Independent Power Producers Project The City needs to diversify its supply of electricity. One mechanism to do so is through the purchase of electricity directly from Independent Power Producers (IPPs). Stated Government policy is that IPPs may only sell electricity to Eskom and this is achieved inter alia through control of the issue of the requisite generation licenses. The City is in the process of exploring whether the National Government will allow the City of Cape Town to purchase a limited amount of renewable energy directly from IPP’s at a cost not higher than the cost at which the City purchases electricity from Eskom.

The diversification of supply is also imperative to achieving the energy goals which require significantly lower carbon electricity supply, some of which will happen through the national REIPPP implementation which is ongoing. The balance will have to be through City power purchase agreements/City owned power plants. The 2020 target is 100MW large scale renewables and 300MW of other cleaner supply e.g. gas, storage etc. (all assumptions remaining constant).

1.4.a.2 Embedded Generation Project The energy goals include significant small scale embedded generation (SSEG). The 2020 target is 120MW installed primarily photovoltaics on rooftops in the commercial sector, all assumptions remaining constant. This is a critical component to improving Cape Town’s energy security, and reducing its carbon footprint - so achieving its energy and climate mitigation objectives and building a more robust economy, creating local jobs and keeping money circulating in the local economy.

The City has implemented a program to allow its electricity customers to connect SSEG to the City’s electricity grid. A number of barriers exist which, if addressed, will accelerate the amount of SSEG that is installed. These include: . The cost of residential bi-directional meters. The City is participating on a national workgroup to establish a cost effective smart meter which is suitable for prepayment metering. . The requirement for SSEG installations to be signed off by a Professional Engineer or Technologist. The City is participating on a national workgroup to introduce changes to the wiring code to encompass all aspects of SSEG. Once this code has been changed and electricians have been certified to install and check SSEG installations under a Certificate of Compliance (CoC), the requirement for Professional Engineer sign-off will be withdrawn. . The tariff at which consumers are reimbursed for excess generation. In the absence of external additional funding, the City reimburses consumers at the same rate as

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the City would have purchased the energy from Eskom. The revision of the national Integrated Resource Plan may make provision for such external funding. . The City’s SSEG program was established in the absence of national legislation in this regard. This legislation is currently being drafted and when promulgated may or may not have a material impact on the City’s SSEG program.

This project will be rolled out city-wide and will continue throughout the current term of office.

1.4.a.3 Energy Efficiency Project The City of Cape Town recognises that a business-as-usual trajectory will result in a doubling of energy consumption and emissions and a tenfold increase in energy costs to the Cape Town. Such a future would make Cape Town extremely vulnerable to external impacts and shocks, and burden the economy with dead-weight input cost burdens. Energy efficiency is therefore the cornerstone of the 2020 goals and a critical component of increasing the resilience and efficiency of our economy, reducing carbon emissions and promoting social welfare. As such, the City is leading by example by a number of interventions such as retrofitting streetlights, traffic lights and buildings with energy efficient lightning and by installing rooftop photovoltiac systems.

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1.4.b Climate Change Programme:

Climate change is a significant socio-economic issue, with environmental consequences and is globally understood to pose considerable risks in the urban environment, particularly to vulnerable people and communities. Irrespective of global efforts to mitigate climate change, a certain degree of its expected impacts are already locked into the climatic system. Based on the projected climatic changes and consequent impacts that Cape Town is already and will increasingly experience, and on the relatively high carbon footprint of the city, the City’s response to climate change focuses on both (1) preparing for change at the local level to reduce risks and build adaptive capacity, and (2) contributing to global efforts to reduce GHG emissions. Effective management of the natural environment and resource efficiency can serve as excellent means for buffering / building resilience to climate change impacts. The City’s approach also recognizes that there are potential opportunities in responding to climate change proactively and early. The implementation of adaptation interventions is and will be undertaken in sectors such as: economic development, spatial planning, water management, human settlements, disaster risk management, coastal management, biodiversity, food security, transport, catchment management, health, and waste management.

This programme will focus on: climate change adaptation, in so far as ensuring that Cape Town prepares for and adapts to climate change to reduce risks and build adaptive capacity and climate change mitigation to contribute to global efforts to reduce GHG emissions, with consequent local positive benefits.

1.4.b.1 Adapting Climate Change Project Adapting and building resilience to the economic, social, physical and environmental impacts of climate change

The impacts of climate change are globally understood to pose considerable risks in the urban environment, particularly to vulnerable people and communities. Irrespective of the global efforts to mitigate climate change, a certain degree of its expected impacts are already locked into the climatic system. There is hence a need to build the adaptive capacity of the city to these impacts. The adaptation approach is designed to realise spin off benefits such as improved resource security, reduced costs, improved air quality, improved quality of life, sustainable development, long term fiscal efficiency and the protection of lives, livelihoods, the economy, ecosystems and investments.

Within the City, the main aim of this package of work is to ensure that climate change adaptation is integrated into all relevant decision making processes in the administration. This work will be guided by the City’s Climate Change Policy. This work will be relevant to the city as a whole and will cut across all line functions. Particular areas of focus in terms of risk avoidance or reduction will be highlighted through the research work ‘Climate change hazard, vulnerability and risk assessment for City’, which will include spatial mapping.

The CoCT will perform required hazard, vulnerability and risk assessments, determine the required adaptation interventions across various sectors, produce an integrated City Climate Action Plan of Action (CAPA), and progressively implement the CAPA.

This project will aim to ensure that Cape Town adapts to Climate Change, by protecting the natural environment and the ecosystem services that support it. Part of this process will be:

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 Review of climate change hazard, vulnerability and risk assessment for City (sector based, spatially and consolidated.  Comparative assessment of adaptation interventions (sectoral and spatial).  Updating of climate science information  Development of a Cape Town Green Infrastructure Plan i. Sir Lowry’s Pass River initiative: The purpose of this project is to alleviate the risk of flooding in the existing built up areas of Gordon’s Bay, and to free up land for affordable housing and other development from the existing T2 (N2) through Gordon’s Bay to the False Bay coast. This will be done by increasing the capacity of the river by widening and deepening it, together with all appurtenant works, so that the river can accommodate a 1:100 year flood event. ii. Lourens River initiative: The purpose of this project is to alleviate the risk of flooding in the Somerset West CBD and other built up areas adjacent to the river from Vergelegen Farm in the upper catchment down to the False Bay coast in Strand. This will be done by increasing the capacity of the river by widening, so that the river can accommodate a 1:8 year flood event.

1.4.b.2 Mitigation Climate Change Project The aim of the project is to reduce the carbon footprint of the city in order to contribute to the global reduction of greenhouse gas emissions and to make the economy more competitive. This will be done through implementation of a range of carbon emission reduction project in line with the aims of the Energy2040 Goals

1.4.b.3 Integrated Coastal Management projects The aim of the project is to manage the city’s coastline in order to optimize economic and livelihood opportunities, guided by decision making that is risk averse and socially just.

This will be done through the confirmation of various initiatives, such as the costal management line, the coastal overlay zone, the coastal management by-law, and then implementation thereof.

The City is in the process of formulating a coastal management by-law, the intention of which is to more effectively regulate activities within the city’s natural coastal environment. A key facet to this by-law is the prevention of encroachment by private property owners into sensitive dune systems along the city’s coastline. Such systems provide natural buffers against storm surges and as such require protection. The retention of functional coastal dune cordons is an adaptation priority for the City in reducing the impacts of climate change.

The City is in the process of preparing a coastal economic and spatial framework. The primary purpose of preparing a framework for Cape Town is to provide a collated, targeted, collaborative and widely agreed to vision and prioritized development framework into the medium and long term. Essentially, this will include:

 Providing a framework for understanding the city’s coastline from a development perspective, and the broad role that each part of the coastline should ideally play in this respect.  Providing a recommended strategic plan to prioritise and co-ordinate future capital investment along the city’s coastline.  Providing more detailed development guidance for identified priority areas or sites within the city that are widely agreed to be the City’s development focus in the medium term.

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 Providing a sense of which investment approach to potentially and most appropriately pursue in any future development process.

1.4.b.4 Biodiversity management project The City’s biodiversity and ecosystem services will be restored and managed to ensure their long term sustainability and efficacy. This will be achieved through on and off reserve management, guided by the City’s Bioregional Plan and focused on optimising socio- economic benefits and opportunities where ecologically sustainable.

Managing biodiversity and ecosystems strengthens their resilience to climate change and improves the resilience of the city as a whole to the impacts of climate change. The following will form part of this project:  Securing the protection of the Biodiversity Network (target of 65%)  Continued implementation of the Bioregional Plan monitored through the Management Effectiveness Monitoring Programme  Conservation Programme which includes all education, events and visitor programmes.

1.4.b.5 Invasive species management project The City’s invasive species management programme focuses on:

 Identifying and managing invasive species introduction pathways in collaboration with national and provincial stakeholders and minimising the movement of invasive species within the metro  Detecting and controlling new and emerging invasive species before establishing viable populations and spreading into new areas  Controlling existing invasive species to improve ecosystem health and services and to protect biodiversity  Control target invasive species according to a species management plan  Maximising green job opportunities through labour intensive control methods and associated jobs such as clearing litter in river channels.” Monitoring efficacy of control methods and reporting progress

The National Environmental Management: Biodiversity Act (NEMBA) Act 10 of 2004 Alien & Invasive Species Regulations (2014) requires all organs of state at all spheres of government to control invasive species, monitor and report progress and to incorporate invasive species management, control and eradication plans into IDPs.

This programme will be rolled out on all City-owned land across the metro. Collaboration with other landowners within the boundary of the metro is important and these landowners will be engaged through ongoing awareness raising, communication and guidance. Due to the fact that cities are hotspots for the introduction and spread of invasive species ongoing management is required.

1.4.b.6 Green infrastructure Project The main focus of work for the green infrastructure programme in 2017/18 will be the development of a green infrastructure plan for the City. The green infrastructure plan will take the form of a planning and management tool for natural open spaces and natural

Term of Office Plan 1July 2017-30 June 2022 systems in the city, including nature reserves and the biodiversity network, parks, public open space, rivers, wetlands, and the coast. The plan will focus specifically on the ecosystem services (green infrastructure functions) that these natural assets provide to the City, including flood attenuation, waste absorption, air and water purification, resource provision, and recreational and cultural benefits.

This plan will cover the entirety of the City area, with a particular focus on green infrastructure within the urban fabric.

1.4.c City Resilience Programme In 2016, the City was selected as member of the 100 Resilient Cities initiative. Backed by the Rockefeller Foundation, this initiative is intended to assist cities with their strategic planning in order to proactively and sustainably address physical, social and economic challenges.

Urban resilience is the capacity of individuals, communities, institutions, businesses and systems within a city to survive, overcome, adapt and grow no matter what kinds of chronic stresses32 and acute shocks33 they experience. Hence, resilience is not only about bouncing back, but also about bouncing forward. It is important to note that disaster management is a component of building resilience.

Improving the individual systems that make up a city will increase the resilience of the city overall.

1.4.c.1 Integrated Resilience Project Resilience means different things to different cities as it is directly related to the socio- economic and environmental context of each individual city, none of which are the same. In this regard the City will institute its own resilience project, supported by the 100 Resilient Cities.

The City will determine the unique stresses and shocks that are relevant to Cape Town in conjunction with relevant stakeholders and partner organisations. Stresses and shocks will be prioritised, and gaps in terms of suitable response initiatives will be identified. Thereafter the City’s first Resilience Strategy will be drafted.

A Chief Resilience Officer, located in the Directorate of the Mayor, will be appointed to drive the implementation of the Strategy across the organisation and with stakeholders across the wider city. Existing projects related to improving resilience will be improved and upscaled, while new projects related to identify gaps will be instituted.

Resilience thinking will be improved across the organisation. The project will be well documented and learnings will be shared across the organisation in order to ensure that required behaviours and competencies are embedded. The City is also a member of the C40 Cities Climate Leadership Group. This organisation connects cities to enable and

32 Chronic stresses – weaken the fabric of a city on a daily or cyclical basis e.g. high unemployment, ineffective public transport system; chronic food and water shortages (100 Resilient Cities) 33 acute shocks – sudden sharp events that threaten a city e.g. floods, disease outbreaks, terrorist / xenophobic attacks (100 Resilient Cities)

Term of Office Plan 1July 2017-30 June 2022 improve an accelerated climate action in response to climate change. Knowledge sharing resulting from this group will be used to improve the City’s approach to building resilience.

The overall project will be closely monitored to determine whether improvements have been affected, and will be reviewed on a periodic basis against new realities and changing stresses and shocks.

Term of Office Plan 1July 2017-30 June 2022

STRATEGIC FOCUS AREA 2 - SAFE CITY This Strategic Focus Area Covers the following objective

 Objective 2.1: Safe Communities

Objective 2.1 Safe Communities Keeping the community safe so that there is a heightened sense of personal safety in public spaces, a change in the perception of Cape Town as a violent/dangerous space and successful interventions that reduce crime in specific hotspots through leveraging technology to contribute to policing, a 24 hour policing service, localised approaches to improve policing.

2.1.a Safety Technology Programme This programme focuses on information driven policing and adds value for law enforcement as well as other related system such as the courts.

2.1.a.1 Spatial Crime Mapping Project EPIC implementation: The Directorate’s technology initiative namely, EPIC (Emergency and Policing Incident Command) will provide an integrated system for incident management, including call logging, dispatch and real-time situational awareness and reporting. It offers a technology platform that aligns people and processes, which means more efficient incident call-taking, resource dispatching and monitoring, as well as improved ways to measure emergency and response management. The 2nd phase of EPIC will focus on the improvement of Traffic and By-Law Contravention process, the empowerment of neighbourhood watches and community police forums as well as improved interaction with citizens around safety and security related challenges.

Crime mapping: Crime mapping initiatives are usually based on official crime statistics and as the Directorate does not have access to detailed and recent crime statistics, it will make use of alternative information sources such as service requests, information on enforcement actions by officers, reports by neighbourhood watches, information on contributing factors to crime and disorder, information on offences detected by the City’s CCTV network, statistics generated by the gunshot location system which have been deployed in Hanover Park and which expansion to other areas will be explored. It is also expected that the Remotely Piloted Aircraft System (RPAS) project will contribute valuable information to this project. This project will form an integral part of establishment of a Strategic Management Information System (SIMS) for the Directorate.

The following initiatives are tools that support this programme i. CCTV Camera Initiative The City will implement the following: CCTV surveillance network: Crime is highly predictable in these hotspots and the City aims to address this challenge through the in stallion of CCTV surveillance network on a continuous basis across the City. The dedicated Camera Response Unit (CRU) which is operationally directed by what the network detects and will be expanded to meet the demands of the growing network. The CCTV network will be expanded as follows over the five year period.

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Neighbourhood CCTV network: In addition, the Safety and Security Directorate will provide guidance and assistance to neighbourhood watches and other private CCTV installations as indicated under 2.4.1.

ii. Gunshot Location Technology project: Expanding the application of proven crime detection technology Initiative During the previous five year period, the City introduced gunshot location technology on a pilot basis in a portion of Hanover Park. This technology can pinpoint the location of a gunshot. This will be expanded this to other high crime areas.

GLT expansion: The initial Hanover Park installation proved to be of significant benefit and the City approved the expansion of the initiative to other parts of Hanover Park and Manenberg. This project is expected to contribute valuable data to the Spatial Crime Mapping Project (see 2.1.a.1). It will continue to be delivered as a collaborative effort between the Safety and Security Directorate and the Mayoral Urban Regeneration Programme (MURP).

2.1.a.2 Remotely Piloted Aircraft System (RPAS) Project (SS Initiative) The City requires access to Remotely Piloted Aircraft Systems (RPAS) technology for purposes of strategic information gathering and the rendering of operational support to a number of its Directorates to improve its service delivery to all its residents. The City will be doing the following:

RPAS technology availability: This includes surveillance in support of firefighting, disaster risk management and policing, the mapping of structures and land masses of a GIS nature and photography and video for creative purposes for multi-media platforms for a communicative nature. Service Provider Contracting: This will entail the contracting of suitably qualified and equipped RPAS service providers. RPAS review committee: A multi-disciplinary RPAS review committee will also be established and will be responsible to overseeing the transversal management of the RPAS capacity, provide guidance to the City in respect of future decisions relating to RPAS and to evaluate the cost benefits for the City against the different options available for acquiring a RPAS capability.

2.1.b Holistic Crime Prevention Programme

2.1.b.1 Development of Safety Plans Project High Risk Area Safety Plans: To develop safety plans for high risk areas to improve community safety in local areas.

2.1.b.2 ECD Informal Settlement Safety Project Assistance to ECD’s in informal settlements to contribute towards compliance in regards to safety. Safety audits will be conducted to ensure that audits are done on safety regulations within informal settlements ECD’s.

2.1.b.3 Ceasefire Project The aim of the project is to change the underlying behaviour and social norms that perpetuate violence and give rise to shootings and killings in the target areas, through Community Mobilisation, Public Education, Research and Monitoring, Violence Interruption, Outreach Work and Policy Input.

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2.1.b.4 Youth Cadet Project The Safety and Security Directorate will expand its Metro Police Youth Cadet Programme to allow for 75 learners to be accommodated per year over the five year period. Learners from schools across the City are invited to take part in this initiative which can currently accommodate 50 candidates per year. The project aims to enhance leadership skills and supports the instilment of prosocial values. In doing so, it provides a guiding path for learners that enable them to make valuable contributions at school and within their respective communities.

2.1.c Policing Service Programme

2.1.c.1 24-Hour Law Enforcement Project Integrated law enforcement service: SAPS is primarily responsible for providing a 24 hour policing function. The Metro Police is, however, also required to provide a 24-hour function in terms of the Section 64A of the SAPS Act. The Metro Police does provide a 24-hour service as required. This programme aims to also make the services of Law Enforcement and Traffic Services available on a 24-hour basis.

The Directorate will work over the five year period towards establishing an integrated model which will see the services of the Metro Police, Traffic and Law Enforcement Departments being accessible to the public on a 24-hour basis. Proposals on how this is to be accomplished will be prepared and considered during the 2017/18 financial year to ensure that implementation can commence during the 2018/19 financial year. An integrated duty roster will also be developed for this purpose and is to be finalised in the 2017/18 financial year.

2.1.c.2 Staff Capacity Project The City will be improving its capacity to address safety and emergency situations through the increased number of personnel available. The City aims to bring staffing levels in the Fire and Rescue Service in line with the South African National Standards (SANS 10090) guidelines.

New fire station capacity: A new Fire Station will be built at Masiphumelele and Sir Lowry’s Pass Village and is expected to be completed in the 2018/19 financial year. Staff will be required to capacitate these Fire Stations and the Directorate will explore all possible avenues to realise this. Externally funded policing: An initiative that can expand the City’s policing resources without major funding implications is the Safety and Security Directorate’s externally funded policing programme. This initiative enables the private sector to secure the dedicated services of members of its Law Enforcement and Traffic Departments. The Directorate intends to recruit an additional 18 Law Enforcement officers and an additional 20 traffic points-men per annum over the five year period funded from external resources. Transversal resourcing: In addition, the Directorate will engage with the SAPS via the Provincial Department of Community Safety, in discussions relating to resource allocation and deployment. This will contribute to ensuring maximum effectiveness being achieved with the deployment of limited resources.

2.1.c.3 Staff Training project The City Plans to providing adequate and regular training for staff members of the Safety and Security Directorate. This will include expanding the staff capacity of the Epping Fire and Observatory Metro Police training colleges, maintaining the accreditation of these training

Term of Office Plan 1July 2017-30 June 2022 colleges, and expanding the range and quality of courses and facilities. The project will focus on:

 Full implementation of the Safety and Security Directorate’s Fitness and Wellness Policy. The necessary gym equipment will be purchased during the 2017/18 financial year and installed on premises that will allow access by all staff members of the Directorate.;  Stress Exposure Training: The introduction of Stress Exposure Training to the three policing departments of the Safety and Security Directorate. The purpose of this training is to empower Metro Police, Traffic and Law Enforcement officers with the ability to function effectively in highly stressful and dangerous situations.  Staff repurposing: Repurposing Metro Police staff in support of the Neighbourhood Policing Programme  Firearm refresher training: Building sufficient capacity to ensure all members of the City’s three policing departments undergo regular firearm refresher training.

2.1.c.4 Municipal Courts Project The City is planning to relocate 4 of its existing 11 Municipal Courts in order to improve community access and service delivery. Further interventions to improve service delivery relates to reviewing its staff component especially the employment of additional interpreters and prosecutors and to modernise its payment system.

2.1.d Neighbourhood Safety Programme

2.1.d.1 Neighbourhood Policing Project Strengthening the City’s neighbourhood policing capacity is an ongoing challenge for the City. The neighbourhood policing concept is based on the philosophy of problem-orientated and locally focused policing. It provides for the deployment of a dedicated police official as the safety coordinator and problem solver in a particular area (neighbourhood). These officials are encouraged to identify problems that lead to crime and disorder, work closely with communities and other stakeholders to discover the root causes and, ultimately, develop and implement solutions.

Neighbourhood Safety Teams: The Department’s main objective in terms of this project will be to strengthen its neighbourhood policing capacity and to ensure that NSOs are able to deliver a quality service that is on par with that delivered by neighbourhood policing officers in major cities the world over. To this end, it intends to provide expert guidance and training to NSOs and adopting a model that will promote transversal collaboration i.e. the establishment of Neighbourhood Safety Teams. The establishment of these teams is intended to promote collaboration between the various role players within the City as well as external role players like neighbourhood watches and Community Police Forums. It is believed that these collaborative groups will promote a holistic approach to crime and disorder and that they would therefore be able to achieve results which cannot be achieved by the various role players in their individual capacity. It is also expected to improve the sustainability of the NSO programme.

Neighbourhood Safety Teams will be established within the 4 area based service delivery areas in line with the relevant crime statistics.

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2.1.d.2 Neighbourhood Watch Support Project Policing in neighbourhoods and especially involving communities in neighbourhood safety initiatives is an ongoing challenge.

The project is to be delivered in accordance to the Department’s 5-point community safety strategy which addressed: Community orientated crime prevention training: This training is aimed at strengthening the crime prevention capacity of local communities and is based on community-initiated crime prevention methodologies. It is presented to neighbourhood watches and other community groupings eager to get involved in safeguarding their neighbourhoods. Training resources will be expanded during the 2017/18 financial year to ensure that the growing demand from local communities can be met. Provision has been made on the Safety and Security Directorate’s operating budget for this purpose. Provision of patrol equipment to neighbourhood watches: Standardised equipment is provided to neighbourhood watches that have been accredited in terms of the provisions of the Provincial Community Safety Act and have undergone the City’s community orientated crime prevention training. These include reflective bibs, flash lights and bicycles. Radio communication support: Some neighbourhood watches developed their own radio trunking communications to report and respond to crime. Such hand radios are arguably the most effective and affordable technological support tool for crime prevention and quickest way to bolster the effectiveness of the neighbourhood watches. Safety and Security Department has invested in the establishment of a radio communications network for neighbourhood watches which include the installation of radio repeaters, the installation of base stations at certain neighbourhood watch control rooms and the issuing of hand held radios. This network will be gradually expanded over the 5 year period to provide access to all accredited neighbourhood watches in the City. Auxiliary Law Enforcement Service: The Auxiliary Law Enforcement Service is a volunteer based initiative The Directorate will expand the initiative over the course of the five year period to allow for the deployment of peace officers with all neighbourhood watches across the City to strengthen neighbourhood watches. Support to CCTV installations: Some neighbourhood watches and community policing initiatives (including City Improvement Districts) have started installing CCTV networks to assist with crime prevention, prosecution and information gathering, specifically through the use of Automated Number Plate Recognition (ANPR) technology, in partnerships with other policing and security agencies. To this end, the City has introduced a policy that regulates all CCTV infrastructure on City property while promoting the use of CCTV cameras as a mechanism to deter crime and disorder. The Safety and Security Directorate will continue to assist and guide neighbourhood watches on this matter during the 5 year period.

2.1.d.3 Safe School Project The initiative entails the deployment of a specially trained Law Enforcement or Metro Police officer at a particular school and aims to reduce and prevent school-related violence and crime through building effective partnerships between schools and communities in which they operate, thereby actively contributing to the creation of safe school environments and safer communities. School Resource Officer: The main objectives of the initiative are to support the promotion and protection of the rule of law, encourage learners to be partners in building safer schools and communities; support the facilitation of life skills after hours and the cultivation of personal accountability; and to promote respect and understanding for police/law

Term of Office Plan 1July 2017-30 June 2022 enforcement officers. External funding will be explored for expansion of School Resource Officers deployment.

Safety Kiosks: The Safety and Security Directorate plans to gradually expand the deployment of School Resource Officers to additional schools if resources permit. The main objective of this project is, however, the improvement of the existing service that is being delivered as well as the strengthening of the transversal collaborative effort in order to increase the effectiveness of the SROs. To this end, the joint deployment of SROs and the DCS Safety Kiosks will be explored as well as the possible use of alternative crime prevention resources that will make the initiative more sustainable.

External Stakeholders: The programme is being delivered in collaboration with the Western Cape Education Department and the Provincial Department of Community Safety.

2.1.d.4 By-Law Education And Awareness Project Residents of Cape Town are expected to abide by the prescripts of City by-laws. Many residents are, however, not familiar with these stipulations and the Safety and Security Directorate therefore intends to raise the general level of awareness in respect of City by- laws. A heightened level of awareness and familiarity with City by-laws can be expected to have a significant impact on the levels of disorder in the City and allow Law Enforcement personnel to focus on more serious offenders. To this end, the Directorate will establish a By- Law Education and Awareness Section within its Law Enforcement Department that will be responsible for attending community meetings and visiting schools and community organisations for purposes of educating the public on such matters. The section will be established during the 2017/18 financial year and will be expanded over the course of the next five years as available resources permit.

2.1.e Safety Volunteer Programme

2.1.e.1 Auxiliary Law Enforcement Project: Expanding the City’s Law Enforcement capacity: This project involves expansion of the Auxiliary Law Enforcement Service recruited from neighbourhood watches and to ensure that neighbourhood watches have at least one or two peace officers in their midst when patrolling.

Disaster Management Volunteers: The Department has a volunteer corps of 457 and aims to recruit an additional 30 volunteers per annum over the next 5 years. Training of these volunteers will include: First Aid training Basic Ambulance Certificate Course (BAC), ITLS/ Resuscitation Training, Traffic Pointsman Training, Basic Fire Fighting Training, Community Based Risk Assessment (CBRA) and Team Building Module.

Volunteer recruitment and training: The Directorate plans to recruit, train and deploy an additional 150 such volunteers every year over the five year period. This is expected to have a direct impact on the safety of residents. Internal Resourcing: To realise these objectives, the Law Enforcement Department will appoint an Assistant Chief and the establishment of a well-resourced office to support the Assistant Chief and to ensure that volunteer members are sufficiently supported.

2.1.e.2 Fire and Rescue Volunteer Project: Expanding the City’s volunteer firefighter capacity Training of volunteer firefighters: The Department aims to recruit, train and deploy an additional 20 firefighters every year during the five year period. The costs relating to training

Term of Office Plan 1July 2017-30 June 2022 volunteer firefighters and issuing them with uniforms, protective clothing and equipment will be provided for in the Safety and Security Directorate’s operating budget.

2.1.f Municipal Police Independence Programme Maintaining the independence and integrity of the City’s policing services is of the utmost importance if the City’s current impact on the safety and security of its residents is to be built upon. The City is of the opinion that the current legislative and institutional arrangements should be maintained as it allows for effective service delivery on a local level and therefore maximum impact in respect of community level crime prevention. It also allows for the required level of integration with the SAPS and other stakeholders in the policing and security environment as far as enforcement operations are concerned. The City will therefore continue to communicate its position to the residents of Cape Town in an effort to secure support for maintaining the independence and integrity of its policing services.

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STRATEGIC FOCUS AREA 3 - CARING CITY This Strategic Focus Area covers the following objectives

 Objective 3.1: Excellence in Basic Service delivery  Objective 3.2: Mainstreaming basic service delivery to informal settlements and backyard dwellers  Objective 3.3: Caring for the vulnerable and poor

Objective 3.1 Excellence in Basic Service delivery

Excelling in delivering of basic services so that there is an improvement in living conditions and so that citizens believe that their needs are being met through the accomplishment of service delivery across interacting systems of public management and excellence in customer service.

The City recognises that basic services are delivered through interacting systems which drive vitality and human well-being. The City endeavours to plan and deliver services across the various systems of public management that not only covers services such as water, sanitation, electricity and solid waste removal but also includes a range of social services and programmes so as to represent a holistic commitment to improving the living conditions and health of residents and promote individual and community welfare.

3.1.a Excellence in Basic Service Delivery

3.1.a.1 Water Project The following initiatives forms part of this project:

Water reusing initiative This will involve the treatment and re-use of water which is transported via a separate network of pipes to clients for irrigation. Given the current success of this service, the City is looking to expand the treated effluent reticulation network to other areas of the city, with the Athlone, Bellville and Macassar areas being most likely to benefit as there is a larger demand in these areas as well as, in most cases, fewer infrastructure requirements.

Springs and streams The City is working to make use of the significant excess flow that some of these streams offer. Certain high-yielding springs can be used for irrigation of sports fields, parks and other larger- scale gardens. Currently the known use in the CBD is the irrigation at the Cape Town Stadium and surrounding area, and irrigation in sections of the Company’s Garden. The City has just concluded a study regarding how this water can be used more extensively in a sustainable manner. The City is now engaging with the Department of Water and Sanitation and other stakeholders and preparing a license application for use of the water.

These springs have not been considered to supplement drinking water supply because the expense of enabling the City to treat this water would not justify the small amount of drinking water that this would yield. Filtration and disinfection barriers would be required to protect community health, as would a pressure feed into the adjacent network and additional staff to control the treatment process. Use of the water for other purposes such as irrigation or industrial processes would be more cost-effective and simpler to achieve, and would also take some pressure off the City’s potable water reserves. 73

Term of Office Plan 1July 2017-30 June 2022

3.1.a.2 Electricity Project The following initiatives forms part of this project:

City’s Steenbras storage scheme This on-going initiative helps to offset load-shedding. The City is doing all it can to lessen the impact that future load-shedding will have on our customers.

Infrastructure investments, namely the Steenbras pumped storage scheme, helps to avoid load-shedding or remain on a lesser stage than Eskom has requested. This 180 MW power station was the first hydro-electric pumped storage scheme in Africa when it was built more than 30 years ago. Each of the station’s four 45 000 kW generator units act as a pump-motor in one mode and a turbine-generator in the other.

This means that during periods of peak demand, when buying electricity from Eskom is most expensive, water from the upper dam is channelled through the turbine generator to create electricity. This water is then pumped up to the upper dam at night using low-cost surplus national generating capacity, with the net effect being that the City saves money by reducing the amount of electricity it has to buy from Eskom at peak rates. This process is known as peak lopping.

3.1.a.3 Solid Waste Project This project will consist of the following initiates: New refuse bin tagging system The City has begun a project to fit all 240-litre wheelie bins with identification tags to ensure more efficient service provision and revenue accuracy. The tags will allow the City to monitor each bin serviced and to identify bins that are lost, stolen, or illegally serviced without being City property.

The tagging of bins will allow for the service of each individual bin to be monitored. This will provide the means to improve operational efficiencies and effectiveness in managing labour, vehicles and services because the date, time, and location of each bin lifted will be recorded.

Weekend service to informal settlements Refuse services to informal settlements shifted to 7 days a week rather than 5 days a week in the last 5 years and will continue to work as such. This is in order to ensure we provide the best services possible to our informal settlement residents. The cleaning and collection of domestic refuse in informal settlements is done through contracted services, employing local labour.

3.1.a.4 Infrastructure Maintenance Project The project consists of the following initiatives: i. Integrated Master Planning of Water and Sanitation Infrastructure The City has extended its local area master planning to integrated planning and alignment for all its infrastructure across directorates. It includes bulk water, all alternative water sources, water reticulation, sewer reticulation as well as wastewater treatment, with treated effluent. The City plans for the development and upgrading of infrastructure to ensure capacity based on a 20 year Spatial Planning Scenario. The Master Planning Process rests on an evidence-based and deterministic model, using existing property information, accurate aerial photography and topography, as well as

Term of Office Plan 1July 2017-30 June 2022 measured water supplied-, water consumption- and sewage treatment volumes to determine unit demands, which can be imposed on future planning scenarios to predict spatial water demands and sanitation discharge. This is incorporated into SAP PPM as the long-term project plan of identified new projects required for new development.

ii. Bulk Water Maintenance An existing maintenance programme will be continued City-wide to ensure that distribution pipelines, water treatment works and reservoirs are either refurbished or replaced as required. iii. Bulk Sewer Replacement and Rehabilitation The city has an extensive sewer network in place that requires constant maintenance. In an effort to progressively achieve a more compact City with densification and a TOD approach, the existing bulk sewers of the city will come under increasing pressure. Informed replacement and rehabilitation of this infrastructure is therefore required. The most recent examples of rehabilitated critical sewers are the Langa interceptor and the Northern Areas Sewer. The City will undertake the rehabilitation of the following bulk sewers:

- Cape Flats Bulks Sewer 1, 2: These three sewers functions as conveyors of sewerage from the Athlone wastewater treatment works (WWTW) and Bridge Town Pump Station catchments and also to transfer between Athlone WWTW and the Cape Flats WWTW in Muizenberg. The Rehabilitation of Cape Flats 1 and 2 will stretch over a period of more than 3 years. Cape Flats 1 is expected to be completed by 2017.

- Philippi Collector Sewer rehabilitation: The Philippi bulk sewer serves the larger Philippi area including Cross Roads and the North West corner of Kayelitsha bounded by the Cape Flats arterial, Jakes Gerwel Drive and Phillipi Station. The project will be implemented in the period from 2017 to 2020.

- Milnerton Bulk Sewers: The collapse of the bulk sewer in Montague Drive triggered a condition evaluation of the bulk sewers in the broader Milnerton Area. This has resulted in a sewer rehabilitation programme that includes elements of increased capacity on connecting sewer infrastructure. The rehabilitation programme will be implemented from 2017/18 to 2022/23. - Zandvliet WWTW extension: Macassar iv. Wastewater Treatment Maintenance The wastewater treatment works to be refurbished are: - Cape Flats - Mitchells Plain - Bellville - Scottsdene - Gordons Bay

v. Water Demand Management Interventions Pressure Management: Water Demand Management primarily aims to obtain an overall reduction in the water demand across the City and also does this by a proactive investment in infrastructure to achieve real loss reduction. These interventions include pressure management-, leak detection-, pipe replacement- and treated effluent programmes. These projects are required to minimise losses in the Bulk and Reticulation system but also save on infrastructure, chemicals and energy for required treatment. Lower pressure extends the life of the reticulation system and postpones the need for expensive infrastructure upgrades.

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Pressure management is being implemented across the City in various configured District Metered Areas (DMAs) where the most impact can be achieved based on the calculated Infrastructure Leakage Index (ILI).

Treated Effluent – Reuse: Two thirds of the City’s water consumption ends up in more than 20 wastewater treatment works across the City, from where the final effluent is discharged back into the environment. The City of Cape Towns’ objective is to offset the use of portable water by supplying treated effluent for irrigation purpose. The treated effluent infrastructure projects enables the City to supply treated effluent for irrigation purposes to schools, golf courses, parks and sports fields. An estimated budget of R210M for the five years term will ensure the expansion of the treated effluent network in areas such as Athlone, Bellville and Macassar.

Sewer Blockage, Storm-water Ingress and Pollution Control: Sewer interventions include the sewer blockage programme, the storm-water ingress programme as well as an Industrial Effluent Catchment profiling programme. These projects are being rolled out City-wide and aim to reduce overload in the sewer system, thereby prolonging infrastructure integrity and protecting the environment. An important element is raising awareness with the public on preventing and reporting sewer blockages and overflows. The following programmes have been earmarked for the five year term:

- Pressure management - Treated Effluent – Reuse - Expansion the treated effluent network

Security / Law enforcement for Protection of Water and Sanitation Resources Vandalism, theft and civil unrest has become an ever-increasing challenge for the Water and Sanitation Branch, resulting in infrastructure damage and risk to staff. Regulation of by- laws is therefore important for preventing damage to infrastructure, wastewater treatment plants and the environment. In an effort to protect infrastructure and staff, an Interdepartmental Service Level Agreement (SLA) is being drafted involving a number of departments and which includes various interventions such as Monitoring, technology, an investigative unit, rapid response and community education. vi. Solid Waste The following projects will be undertaken:

- On- going re-habilitation of the following old landfill sites: Atlantis, Vissershok Waterkloof and Witsand. - Land Fill Gass (LFG) Infrastructure to Flaring for Coastal Park to commence in 2017 LFG Infrastructure to Flaring for Bellville to commence in 2017 - LFG Infrastructure to Flaring for Vissershok to commence in 2020 - Design and development of a MRF by January 2020 - Design and development of Integrated Waste Management Facility: Establishing a fully integrated waste management facility in Helderberg from 2018 to 2020 - Construction of Beaconvale, Kensington, Netreg, Prince Goerge drive drop-offs from 2017-2019 - Continue with roll-out and replacement of waste management fleet in terms of the infrastructure asset management program for SWM at an approximate cost of R7.8 million from 2017-2019

Term of Office Plan 1July 2017-30 June 2022 vii. Electricity

Management of legacy medium-voltage switchgear: The City faces serious challenges in the management and maintenance of equipment on the medium-voltage distribution system, mainly due to ageing infrastructure. This applies to all types of medium-voltage switchgear on the system. The City aims to achieve the following in general:

 Networks: Develop the high voltage and medium voltage networks to ensure reliable electricity supply.  Informal Settlements: Provide services and upgrades to un-serviced informal settlements on City-owned land.  Network upgrades: Provision to informal and backyarder services will require upgrade or replacement of many networks which are old and inefficient. Refurbishment and replacement of existing assets to achieve balance, cost-efficiency and long-term viability of infrastructure.  Identify infrastructure hotspots where enhancement of development rights may need to be limited in the short to medium term, and establish monitoring mechanisms to review their status.  Electrification of Low Cost Housing Developments, Informal Settlements and Back Yarders: Electrification in the city in terms of City and Western Cape Government (WCG)’s Human Settlement Plans. Facilitate prioritisation of electrical connection backlogs in informal areas serviced by Eskom.  A 30-year programme has been initiated, through which all obsolescent medium- voltage switchgear will be replaced with equipment complying with modern best- practice specifications, thereby improving safety and security of supply as well as reducing maintenance requirements.

 Low-voltage and medium-voltage distribution network infrastructure: Investment in the medium-voltage distribution network is required, and a new voltage level is being considered to improve efficiencies. Over the next five years, existing substations, underground cables and overhead power lines across the metropolitan area will be upgraded and refurbished as part of a 15-year network development programme

The following projects have been identified:

- New Main Substation: Oakland City - Oakdale Switching Station Upgrade Ph 3 - New Main Substation Melkbos - New Main Substation Atlantis Industrial - Grassy Park HV Network Rearrangement - Bofors Main Substation Upgrade - Bellville South Main Substation Upgrade - Observatory Main Substation Upgrade - Oakdale Main Substation Upgrade Ph 2 - Eastridge Main Substation Upgrade - Plattekloof - N1 Reinforcement - Grassy Park Main Substation Upgrade - Medium Voltage Circuit breaker Replacement programme

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- Distribution System Infrastructure Development programme - Distribution System Equipment Replacement programme - Electrification of Informal Settlements and Back Yarder programme - Project 1 - Koeberg Road Switching station: Maitland - Project 3 - Athlone - Philippi OH line undergrounding - Project 4 - Mitchells Plain intake Erica integration viii. Invest in a proactive service infrastructure maintenance response system Meter Replacement: Due to the aging of the meters in the city, a meter replacement initiative will be implemented to ensure accurate water metering and billing to obtain a more accurate estimation of the City’s water balance, which is the measurement of the difference between the amount of water supplied into the system and that which is consumed, equating to water loss. These meter replacements will occur throughout the City based on the age of the meter or the provision of new meter connections.

3.1.a.5 Additional infrastructure investment i. Development of additional Reticulation infrastructure Approximately R643.9m has been provided to ensure that the necessary upgrade and replacement of various infrastructure components be implemented. These infrastructure upgrades include various replacement projects in Gugulethu, Manenberg, Hanover Park and Brackenfell as well as water infrastructure upgrades across the City. The following key sewer projects planned and provided for on the Water and Sanitation budget: - New pump station, Rising main & Collector sewer: Triggered by development, Densification & ageing Infrastructure at Nooiensfontein Pump Station and Outfall Sewer - Upgrade pumping station, rising main at Rietvlei Pump Station and Bottelary outfall sewer - Upgrade collector sewer at West Beach Pump station, rising Main and collector sewer - Diversion Structure and Upgrade outfall sewer at Gordons Bay Beach Front Sewer - Extension of Sir Lowry's pass outfall to create relief on the Trappies outfall and Lourens River Pump Station as per Master Plan 17/18 - Divert flow of 8 000kl/day from Blackheath and Eerste River to Macassar - Various technological improvements for better processing performance and treatment of waste water. - Replacement of the main sewer line between the northern areas of the city and Athlone WWTW. - Installation of an additional sewer line between Athlone WWTW and Cape Flats WWTW

ii. Wastewater Treatment Capacity Investment in Wastewater Treatment Works (WWTW) Infrastructure in various parts of the city is critical in improving or maintaining a healthy physical environment particularly in downstream rivers around the city. Whilst there is ongoing maintenance on all WWTW around the city there will major upgrades in 4 of the 24 plants. The following WWTW locations are scheduled for additional capacity over the next 5 years:

- Potsdam - Zandvliet - Athlone - Wes Fleur 78

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- Borcherds Quarry - Macassar - Bellville Extension

A by-product of all water and waste treatment processes is sludge and there is a need to invest in a regional sludge facility such as the Northern Regional Sludge Facility to allow for effective treatment of sludge.

3.1.b Social Services Facility Provision

3.1.b.1 Social Facilities Project The City will focus on providing an equitable distribution and standard of Social Service facilities by planning for integrated facilities that will have the most positive impact in areas of greatest need and to explore and maximise external funding and partnership opportunities for the provision of such facilities.

The provision of new Social Service facilities will therefore be planned and developed in a joint, integrated, clustered and multifunctional manner, with internal and external partners, in areas identified in order to maximise community use, ownership and pride which shall include safety and security crime prevention through environmental design.

Safety of facilities: An approach will be developed and implemented to reduce vandalism and theft at social facilities by hardening them with the instillation of quick response systems, alarm systems and through community mobilisation and engagement.

3.1.b.2 Cemetery Provision

The City requires a continuous supply of suitable land to meet its ongoing burial requirements. The Cemetery Planning Pipeline takes some 7-10 years to complete, from initial land identification and reservation, through the processes of geotechnical studies, planning and land authorisations before construction on site can commence. This demonstrates the importance of forward planning for cemeteries over the long term to ensure the adequate supply of burial space.

In this current period of the IDP, new cemetery development is planned at Vaalfontein and Metro South East cemeteries, extensions are proposed at Welmoed and Atlantis, and it is also anticipated that biodiversity offsets agreements will need to be re-negotiated to further prolong the lifespan of the Welmoed, Khayelitsha and Metro South East cemeteries.

3.1.c Housing Programme

3.1.c.1 Densification Project Targeted area identification: Specific areas in the city are targeted where the engineering services are adequate for the projected density increase and the location within the city is appropriate. Second dwelling units: Site owners in the areas are actively encouraged to develop rental units on their own properties or sub-divide and sell a portion of their properties through: i. Education: A communication/education programme that outlines the benefits and processes to be followed.

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ii. Planning support: Planning support including access to plans, easy approval process and waiving of development contributions. iii. Densification: The IHSF furthermore encourages the increased supply of new housing opportunities through rental units and subdivisions to contribute to densification. The objective is therefore to encourage and support the development of second dwellings by regularising existing backyard dwellings and making new, designated areas available for formal backyard rental units.

Supporting higher density development in transport corridors and priority nodes34 The targeted households for this intervention are households in predetermined income categories (as determined by National Department of Housing) in new family formation and in overcrowded conditions. The key components of the programme are as follows:

Social Housing Institutions and Private Sector Developers are encouraged to invest in a range of affordable rental accommodation in the development corridors and priority nodes through revisions to zoning and planning requirements offering higher yields tied to key delivery outcomes in terms of housing mix and improving the process of providing planning permission.

Those not assisted are provided with access to subdivided stands for ownership and the creditworthiness assistance programme.

3.1.c.2 New Housing Development Project New Housing Development will encourage urban densification. All housing units are required to be designed so that they are adaptable, extendable and able to densify over time. This will assist the City in meeting its densification objectives. Vacant land inside the urban edge also needs to be utilised more efficiently through infill initiatives, the release of unused land owned by other state departments, and promote mixed-use retail and residential development along key development nodes and transport corridors. Where such urban- edge development is not immediately possible, the land needs to be banked for future use. These densification initiatives will play an increasingly vital role in realising the City’s human settlements objective, but will require partnerships as in the case of social housing. Therefore, private investment and development must be encouraged through ready access to information on City growth paths, zoning and infrastructure upgrades or developments.

In order to achieve this, housing programmes such as Community Residential Units (CRUs) and the Social Housing (state subsidised housing) programme must be implemented as this offers accommodation for more residents, in support of the City’s densification initiatives. These rental units are multi-storey, which utilises less land and maximises the utilisation of available services and infrastructure.

Social Housing (state subsidised housing) is limited to areas declared as restructuring zones which aims to protect lower income people from displacement or to bring lower income people into areas of economic and other forms of opportunity from which they would otherwise be excluded.

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The CRUs are aimed at providing affordable rental accommodation for specific income categories while Social Housing aims to develop affordable rental accommodation for different income categories thus helping to improve Cape Town’s residential stock and create viable communities. Delivery of Social Housing occurs through housing institutions that have entered into partnership agreements with the City to build and manage the housing developments.

Upgrades to existing hostels and rental units are also planned for this 5 year term.

Furthermore, a significant consideration is given in the allocation of housing development situated close to transportation route to give residents easy access to public transport. This notion is derived from the Cape Town TOD Strategic Framework.

One of the housing development initiatives attempting to achieve this strategy is the Voortrekker Road Corridor Integration Zone (VRCIZ). This project has been identified as a regeneration corridor that directly links the Bellville and Cape Town central business districts. Key spatial elements of the VRCIZ include an efficient, multi-modal public transport network (including road, rail, taxi, bus, etc.), the highest number of tertiary institutions in relation to the rest of the city, abundant social facilities, and opportunities for taking up latent land use rights, which will in many instances reduce the turnaround times for development proposals.

The VRCIZ hosts a diverse range of land uses. The aim is to utilise existing infrastructure networks and to leverage both existing and planned public transport networks to achieve transit-oriented development and integrated settlements, putting communities in close proximity to public transport, employment and social amenities.

i. Innovative Housing Initiative Ensure innovative human settlements for increased access to those that need them - Identifying land and planning housing developments along the city’s development corridors

Engagement with land-holding departments of National Government, Province, the Housing Development Agency and other Parastatals to unlock suitable large and small pockets of state-owned land in Cape Town. ii. New Housing development Site and services: The City undertakes site and service projects on well-located Greenfield land whereby beneficiaries receive a serviced site, a wet core and slab. This could be part of a super block or mega project development. Site allocation: Sites are provided free of charge to eligible households (linked to specific income categories)in terms of defined allocation procedures. In other instances sites are offered at input cost. Households are encouraged and supported to build their own top structure through access to building plans, technical support and material suppliers.

3.1.c.3 Public-Private Housing Demand Project Engaging the private sector and national government to meet the level of housing demand and identification of new areas for housing development.

The following initiatives forms part of the project: Super block identification: The City will prioritise development of super blocks for third party development. The City partners with private developers to undertake specific projects that will provide appropriate products for the affordable market.

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City support package: The City actively supports the developer to implement the project by ensuring that bulk infrastructure is in place, facilitate planning approval to be undertaken speedily, expediting the issuing of clearance certificates on sale transactions, providing for preferential development contributions and providing access to affordable serviced land. Those not assisted are provided with access to sub-divided formal houses for ownership and the creditworthiness assistance programme.

The North-Eastern Corridor is a public-private partnership project planned for the five year term. This is a large-scale project including mixed income groups and mixed land uses in the north-eastern growth corridor, as defined in the Cape Town Spatial Development Framework. Most of the housing opportunities are delivered through a pioneering public- private partnership, and innovative technology is used to build the housing units. There are three sub-projects, namely Greenville (Fisantekraal), Darwin Road and Maroela, and implementation has already begun in Greenville.

3.1.c.4 Social Housing Safety Project Development of a safety model for rental stock. The Safety and Security Directorate experimented with the introduction of a transversal approach to reducing crime and disorder at social housing complexes. This entailed the implementation of a number of crime and disorder reduction initiatives from different perspectives i.e. crime prevention, law enforcement, and social-based prevention by a wide range of stakeholders. The project was managed by a multi-disciplinary task team that allowed for a satisfactory level of collaborative decision-making and planning. This resulted in safety and security related benefits being secured which could not have been achieved by the individual stakeholders. The initiative resulted in a draft blueprint for increasing safety at social housing complexes being developed. This blueprint will be refined during the 2017/18 financial year and the initiative will be duplicated at various social housing complexes across the City under the auspices of the City’s Safe Communities Working Group. To this end, the Directorate’s Neighbourhood Safety Officers will be tasked with coordinating the implementation of this initiative at one social housing complex in each of their areas of deployment.

3.1.c.5 Housing Financing Options Project Lobbying for subsidy and grant conditions to transform the end user’s financing options in order to break dependency cultures

End user finance/savings mechanisms: As a key element of the Integrated Human Settlements Framework (IHSF) the Housing Finance Options Project involves, inter alia, a series of supportive interventions including engaging with financial institutions (and the State) with the view to identify or develop bespoke end user finance/savings mechanisms in support of finding financing solutions in support of incremental housing development. Enable low income households to participate more effectively in the housing market35 :The focus of this programme is to enable all households within the determined income to participate more effectively in the housing market. Accordingly the programme aims to address key constraints that inhibit participation in the market including the backlog in the

35 5yr housing plan Programme 6:

Term of Office Plan 1July 2017-30 June 2022 provision of title deeds to owners of subsidy houses; enabling lower value secondary housing transactions through reducing costs and time frames; encouraging employers to addressing the credit worthiness challenges in respect of home ownership amongst lower income households and encouraging increased access to appropriate financial products. Programme development initiative: A task team with financial, credit and housing expertise will be set up to develop the programme. The investigation should focus on methods to address provision of title deeds of subsidy houses, enabling the secondary housing transaction process, credit worthiness challenges faced by households and how to improve access to appropriate financial products. This could include alternative strategies such as title deed programme for subsidy houses, home ownership linked savings and debt rehabilitation programmes; partnerships with mortgage lenders; and partnerships with employers and pension funds operating in Cape Town. Communication initiative: This will focus on promoting the new strategic approach and adjusting the expectations of stakeholders36. The strategy should be formulated around a clear set of key issues/messages and also with key interest groups/audiences in mind. The strategy should also align to implementation time frames and outcomes.

3.2.c.6 Housing Function Assignment Project Drawing on legislation, including Section 156 (4) of the 1996 Constitution, the Province and City have embarked on a process of assignment of human settlement functions to give full effect to the City’s capabilities within the built environment.

Assignment is a process that allows devolution of authority, in this instance, the Provincial department of Human Settlements confers authority onto the City. Cognisant of urbanisation trends, both the National and Provincial Departments of Human Settlements recognised the indispensable role that cities play in accelerated human settlements delivery. Assignment creates an expanded role for the City, and makes it the sole responsibility of the City to administer human settlements in the Cape Town metro.

Making the City financially and legally accountable has numerous benefits, such as greater efficiency, improved performance management and greater accountability of officials. A further advantage to the increased role of the City is that funding is secure which allows for the City to plan ahead and for plans to be more integrated and aligned, which speaks directly to the City’s transversal management approach. While the City will be in full control of human settlements delivery in the metro, the City will provide regular reports to the Provincial and National Governments to facilitate better communication and transparency between the different arms of government.

The City will expedite the process to receive the assignment from Provincial Government, for the benefit of sustainable, targeted and streamlined service delivery.

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Objective 3.2 Mainstreaming basic service delivery to informal settlements and backyard dwellers

Mainstreaming of basic service delivery to informal settlements and backyard dwellers so that there is an improvement in living conditions, a reduced dissatisfaction with the level and quality of City services and a focus on creation of tenure through partnering with communities to develop service delivery models that are appropriate in less formal contexts, by addressing the contextual realities of urbanisation in a time of economic austerity and by committing resources to create a sense of place in less formal communities and to promote security of tenure.

3.2.a Basic Service Delivery Programme

3.2.a.1 Encouraging and supporting backyard dwellings project

Backyard services Informal settlements and backyard rentals are an essential part of the housing supply process whereby households are investing in their own houses and generating additional income through rentals. While it is recognised that informal settlements provide sub-optimal housing, they serve a critical function in the urban environment where households have secured access at extremely low financial cost and have started to piece together various livelihood strategies. Most of the existing informal settlements in Cape Town have been in existence for a considerable number of years and the households living in them have made significant investments (in terms of their low incomes) both in terms of funds into their structures and their social capital into the community.

Backyard dwellings is a growing phenomenon in the country and is becoming more prominent in areas such as Dunoon, Doornbach, Khayelitsha and numerous state subsidised housing projects as well as public rental stock. This will raise a challenge to provide adequate services to backyarders and will require infrastructure upgrades in some areas unable to cope. Specific households income categories are for this intervention

Provide for the needs of informal settlements and backyard residences through improved services

Development support for electricity: Continue investing and developing infrastructure, addressing any backlogs, cost effectively, to support industries and residents, to ensure sustainable development.

Equipment upgrades: Upgrades to, and refurbishment of, electricity services to ensure equipment is safe, in optimal condition to provide quality services to all.

Electricity distribution infrastructure: Continued investment to ensure that quality; adequacy and reliability of supply in compliance with the South African distribution grid code. Provide infrastructure to support development initiatives and policies.

Electrification of Low Cost Housing Developments, Informal Settlements and Back Yarders: Electrification in the city in terms of City and Western Cape Government (WCG)’s Human Settlement Plans. Facilitate prioritisation of electrical connection backlogs in informal areas serviced by Eskom.

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Waste minimisation initiative : The City is committed to achieving citywide waste minimisation. Steps in this regard include developing and running waste management facilities; waste recycling initiatives, incorporating material recovery facilities, public drop-off sites, composting and builder’s rubble crushing facilities, as well as running waste minimisation promotion and awareness projects.

Formalisation of backyard dwellings: Site owners in the areas are encouraged to formalise their backyard shacks or build new units through the provision of planning support, plans, and approvals. Provision will be made for additional service connections to the backyard unit. Standards of backyard dwellings: Regulations are developed that set out standards in respect of the number of dwellings allowed per stand per area, as well as the specification for dwellings. Service provision: Water and sanitation provided to informal settlements and backyard residences. Water and Sanitation Department is implementing a service provision initiative that is aligned with the five-year housing plan.

Resource allocation: The City will establish dedicated capacity to inspect units and regulate compliance to the regulations. Service providers (private sector or non-governmental) could be contracted to provide support to households.

3.2.b Human Settlements Programme:

3.2.b.1 Informal Settlements Services Project Upgrading: The City aims for the regularisation and the progressive upgrade of informal settlements. The aim is therefore to move from a pipeline of comprehensive upgrade project to broad-based and ongoing improvement to services, public space as well as tenure to settlements while households formalise their top structures. The City will ensure the provision of and access to basic municipal services (water, sanitation, electricity and refuse removal) to households in informal settlements and at the same time empower these households by transferring ownership of the plot (where possible) so that those citizens who have the necessary means can construct their own informal, modular or brick-and-mortar structures.

General Services: City is committed to providing and maintaining basic services to informal settlement areas in line with the national guideline levels, which include one tap per 25 families within 200 m (the City applies a higher standard at 100m), a minimum of one toilet per five families, and weekly refuse removal. Individual electricity connections are also provided where possible and subject to the applicable legislation.

Re-blocking: The City has also embraced an innovative model (re-blocking) to improve service delivery in settlements which cannot be formalised to full township standards. Re- blocking can however only be done on CoCT property. Re-blocking can be defined as a community-driven process to reconfigure and reposition shelters that are densely located within an informal settlement according to a plan prepared and agreed to by the community. The implementation of this initiative is in partnership with the City and the relevant community and can be supported by recognised NGOs working within a specific community. The re-clustering of the shelters results in better utilisation of space; improved living environment of households living in informal settlements; courtyards and space for shared services; an appropriate distance between structures to prevent spread of fires; access and exit roads for emergency, service vehicles and community use; access to basic

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services (1:1 where possible); safer, healthier settlements; basis for formal upgrading (after future de-densification). Re-blocking initiatives is dependent on the self-mobilisation of communities, with community members and the NGOs responsible for improved informal top structures and the City being responsible for the services and access tracks/roads. Projects will be identified within the 4 area based service deliver areas. Khayelitsha (TT, LB, WB and VT Sections)

Water and Sanitation: The current standard of service as described below is what the programme strives to continually deliver to all of the many informal settlements. i. Sanitation technology solutions: The water supply to informal settlements is provided in the form of standpipes while for sanitation there is a range of sanitation technology solutions implemented, based on the specific conditions of the settlement. ii. Waterless technology solutions: Due to the current drought imperative, other waterless technologies will be explored in the 5 year term. Partnerships with reputable institutions e.g. Tertiary institutions, the Water Research Commission and others will to be included in agreements to ensure that the City remains the “beacon in Africa for the provision of Water and Sanitation services”. iii. Repairs and maintenance: The overcrowding (structures built over infrastructure), vandalism, foreign objects in sewers, unstable political environment and annual flooding makes regular maintenance difficult and time consuming in informal settlements. As a result, the ongoing maintenance and repairs to the existing infrastructure in Informal Settlements are resource intensive with longer response times. Many localised challenges exist in providing water and sanitation services to informal settlements, e.g. where households are on private property, in settlement areas of high density or high water tables or where grey water problems exist. iv. Installations: The city plan to deliver across the city over the next five years - Water supply via standpipes 2017- 2023 at an estimated R24 Million - Sanitation installations 2017- 2023 at an estimated R118 Million v. Capacity enhancement: Additional resources will be made available to the Informal Settlement Unit to enhance its capacity, of which the Expanded Public Works Programme (EPWP) is key. It is being embraced throughout the Department of Water and Sanitation to improve service delivery while also creating jobs and hence alleviating poverty. vi. Full flush toilets: 12900 various sanitation options will be installed over the five years term of office with full flush toilets being the first and preferable option where the situation allows. Other options will also be explored.

Backyarders (BY): Extend the current Backyarder service programmes, which provides municipal services to backyard communities

Backyard rental units: An additional focus is to improve service delivery to existing backyard dwellings at City rental units by providing households with access to basic municipal services. These services include the provision and maintenance of water, sanitation, electricity and refuse removal. These facilities are provided in the form of a precast structure containing a flush toilet, a tap with a washing trough attached to it, electricity connections for up to three structures, as well as a 240 litre refuse bin per backyard.

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Backyarder services: The initiative of providing basic services to backyarder dwellers in City rental units will be rolled out across the City where such installations are possible.

Further areas for service installation will be identified. Progress on this programme will be measure against the number of households benefiting from access to basic services.

Informal settlements (IS): Provide services in un-serviced informal settlements and provide upgrades in those that require this. Provision of informal and backyarder services will require major focus and investment with pressure on financial sustainability as many of the networks are very old and inefficient, often requiring extensive replacement.

Human Settlement Plan: Electrification in the city is guided by the City and Western Cape Government (WCG)’s Human Settlements Plans. These plans entail the provision of electricity to qualifying low-cost housing developments, informal settlements and backyard dwellings on City Rental Units within the metro. This function also covers the provision of infrastructure to enable electrification of qualifying sites with funding from both municipal and national resources. Currently, the bulk of the electrical connection backlog in informal areas is in the portion of the metro serviced by Eskom.

3.2.b.3 Informal Settlement Formalisation Project i. Upgrading of informal settlements The anticipated future growth of the Cape Town population will place continued and increasing strain on City resources and infrastructure. To this end the City of Cape Town will focus on households living in informal settlements. The following interventions are components of this project.

Administrative incorporation of settlements: The City expedites the administrative incorporation of all informal settlements. An investment and upgrading framework for informal settlements is created whereby the City strives towards the provision of services and ultimately security of tenure for the residents of an informal settlement

Informal settlement upgrading framework: The formalisation programme is instituted in terms of the Housing Act 107 of 1997 and is referred to as the National Housing Programme: “Upgrading of Informal Settlements”. The Programme focuses on and benefits households and individuals residing in informal settlements.

The in situ upgrading of informal settlements relates to the provision of security of tenure, basic municipal services, social and economic amenities and the empowerment of residents in informal settlements to take control of housing development directly applicable to them.

Normal township establishment processes (i.e. land use approvals, survey, approval of a general plan and the proclamation of the township) are followed even though township layout could differ substantially from the norm. This process is essential for the future application for funding assistance towards top structure construction.

The density after the upgrading of an informal settlement must cater adequately for the operation and maintenance of municipal infrastructure including waste management and especially the prevention and control of fires; and permit adequate access by both pedestrians and emergency and service vehicles.

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After the upgrading of an informal settlement there are a variety of options are available for the construction of permanent top structures e.g. These will include People’s Housing Projects, individual ownership options, contractor built houses, rental accommodation and medium density options that may include rental and individual ownership options. The community will be encouraged to develop housing solutions in accordance with their individual and communal needs, affordability and aspirations.

Going forward one of the strategic approaches in terms of human settlements is opening up new areas for housing development within and adjacent to existing developed areas of Cape Town.

The emphasis is therefore on high densities and starter units that support incremental completion over an indefinite period. Where individual sites could not be developed in a formal upgrading project the City will prioritise the development of ‘super-blocks’ which is an incremental development approach for the upgrading of informal settlements in manageable portions. This approach clusters pockets of informality within the greater informal settlement which allows for the provision of higher order and quality of services such as primary roads and installation of service connection to these pockets until the whole settlements could be serviced with one on one services. This is a systematic approach to ultimately upgrade and formalise the informal settlement to a settlement with 1:1 services for each residential site.

Furthermore, the City will continue developing Temporary Relocation Areas (TRAs), as well as Incremental Development Areas (IDAs) for families in need of emergency housing. Where possible this incremental approach to housing developments provides for one-on-one services.

In addition to the above, the Southern Corridor Sustainable Neighbourhood project was identified to pursue the upgrading of informal settlements. This project focuses on upgrading the living conditions in 27 informal settlements located close to the N2. The City has prepared a development matrix that considers all informal settlements for either in-situ or greenfield development (or a combination of the two) based on the various risks of the individual settlements. The project has three sub-programmes which include the N2 Gateway, in-situ upgrades and mixed-use greenfield developments.

3.2.b.4 Settlement Mix Project: Integrated Settlement Project This projects aims to: a) encourage a mix of formal and semi-formal approaches to settlements, b) support the building of safe households and inclusive communities, as well as c) take care of the most vulnerable through access to services and infrastructure and simultaneously providing for social and economic opportunities

The aim is therefore to develop integrated sustainable human settlements which will include various housing typologies within the project together with other supporting land uses such as the development of social and economic amenities. These housing typologies may include the provision of enhanced serviced sites as a semi-formal approach to housing provision to a more formal approach of brick and mortar houses.

3.2.b.5 Reducing City Ownership of Rental Stock (CRU) Project The objective of this project is to transfer ownership of all City rental properties across the City which is deemed as saleable (properties located on an individual erf with one-on-one service connections) to eligible tenants which will result in the creation of homeowners.

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STRATEGIC FOCUS AREA 4 - INCLUSIVE CITY This Strategic Focus Area covers the following objectives

 Objective 4.1: Dense and transit orientated growth and development  Objective 4.2: An efficient, integrated transport system  Objective 4.3: Building Integrated Communities

Objective 4.1 - Dense and Transit Orientated Growth and Development

The City of Cape Town has embarked on a bold spatial transformation process through the use of TOD so as to address the urban inefficiencies and substantial transport cost resultant from apartheid. These have further been exacerbated as a result of urban growth and urbanisation.

Prioritizing transit-orientated development and densification so as to achieve a fiscally sustainable public transport system and to enable a more productive, liveable and resource- efficient City by locating new development strategically around public transport. Having the right mix of intensity and land uses will optimize efficiency. Leveraging strategically located land holdings and where required partner with the private sector to lead by example in achieving transit orientated development.

4.1.a Spatial Integration and Transformation Programme

4.1.a.1 Spatial Transformation The City’s transport and development authority, TDA Cape Town has been established combining transport, urban development and elements of Human Settlement, and has been tasked to reverse the effects of apartheid spatial planning and further develop and implement a new spatial order for the City. This proposed spatial transformation strategy, along with the various implementation plans and projects will all be based on the TOD methodology. Some possible components of the proposed strategy of together could include:  An inner city (e.g. CBD, Khayelitsha, Claremont, Bellville, Mitchells Plain, Wynberg etc) housing strategy and implementation plan  A poverty alleviation strategy  A hostels refurbishment and upgrading plan  Alternative building materials and housing typologies research

4.1.a.2 TOD Mechanisms for Development Project The aim of the project is for implementation of the TOD Toolkit and implementation Plan as defined in the TOD Strategic Framework (TODSF), so as to enable TOD to be manifested at all levels of the City from the metropolitan level all the way down to individual erven.

TOD ‘toolkit’: The TODSF introduces a TOD ‘Toolkit’ of parts as mechanisms categorised in terms of the TOD ‘scales of intervention’ i.e. Metropolitan level, Corridor level, Nodal and Precinct level. The toolkit describes a multitude of mechanisms, interventions and tools within and outside the City’s control, which can be applied at a corridor, node and precinct level to facilitate the outcome of the TOD Comprehensive land use scenario. City wide, Metropolitan level, Corridor level, Nodal, Precinct and project or site level programmes which include planning, implementation, institutional alignment and behavioural change elements amongst others. Due to the multifaceted and multi stakeholder nature of the TOD toolkit

Term of Office Plan 1July 2017-30 June 2022 elements they will be unpacked and implemented at various stages during the period 2017 to 2022. TOD manual: A TOD Manual will be developed to facilitate TOD aligned development and investment management processes across the development lifecycle. The primary purpose of the development of a TOD manual is to Integrate sound TOD design principles (currently embedded within City policy) and engineering standards to inform an appropriate application of policy guidelines to the assessment of private and public development by giving consideration to TOD outcomes at the nodal and precinct scale. The TOD manual is an institutional alignment project which will inform the work of all planning and district offices.

4.1.a 3 Level 2 TOD Initiatives TOD needs to manifest itself at every level of the built environment to be able to have enough of all impact to shift operational efficiencies towards a more positive outcome. The aim therefore over the next five years and beyond is for there to be layers of intervention, the first being the major TOD Catalytic Projects

There is then the next round order of TOD initiatives which can be in support of Level 1, be smaller in size and/or be driven by the private sector. These initiatives might also have a more specific focus, whether housing of commercial in relation to the integrated public transport.

4.1.a.4 TOD Development Management Fastlane It is considered critical that sustainable, TOD initiatives that promote and enable entrepreneurship, densification and intensification of the built form, be fast tracked and expedited. The aim is to create a specialised unit that will enable both public and private sector TOD development to be fast tracked.

1.4.e.5 Blue Downs Rail Corridor Integration Zone  Focussed TOD interventions at the new stations as well as the two connecting stations.  Ensure that the planning, detailed design and operational mechanisms for the 10km line is expedited in cooperation and partnership with PRASA.  Focussed land development interventions between Symphony Way and the Blue Downs Rail Corridor to enable a compact integrated city.

1.4.e.6 General Built Environment  Develop, obtain approval and rollout of a rail intervention strategy and incremental devolution strategy that will facilitate integrated and sustainable transport  Development, casting and rollout of an inner city housing strategy. This includes all inner city or CBD area in Cape Town.  Ensure persistent rollout of the IPTN as determined in the IPTN Business Plan  Further rollout and implementation of the ORIO Project  Use city owned land to balance gentrification

4.1.b TOD Catalytic Projects Programme The City of Cape Town has identified six major projects where it will facilitate transit orientated development through public sector intervention and targeted service delivery. These catalytic projects have been itemised below.

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4.1.b.1 Foreshore Freeway project Request for proposals was issued, and closed on 9 February 2017 and will be evaluated to move to phase II. The purpose of the project is to decide on the best way to deal with the unfinished freeways in the Cape Town Foreshore in order to unlock the economic potential of a significant segment of the City was issued. This is to be done in a way that will potentially enhance and complete the urban design of Cape Town’s CBD. A project prospectus was issued to call for proposals from investors for a holistic solution to the unfinished freeways which also incorporate economic development of key associated land parcels, addressing existing and potentially new congestion and in particular a quota of social housing.

4.1.b.2 Inner City Precinct inclusive of Ebenezer, Gallows Manner and Maidens Cove This is a long term investment project to be undertaken by the private sector through investment. A request for proposals (RFP) has been issued. If a proposal is successful it will contain a project plan defining scope and estimated costs and funding strategies. Financial implications, budgetary requirements and project timeframes will be determined once a successful proposal is accepted. This project is a large scale land development and infrastructure project which will span multiple financial years.

4.1.b.3 Bellville CBD Development Project incorporating the PTI and Paint City Site The outcome of this project is to catalyze development in the Bellville CBD node and leverage additional private sector and PRASA investment for land and public transport development. This is a long term development project and will span multiple financial years. Projects are in initial scoping phase and an Outline Business Case (OBC) to justify and support the case for investment by the City and its various stakeholders in Bellville CBD will be prepared. The project is in scoping stage.

4.1.b.4 Paardevlei The City has purchased Paardevlei with the aim of enabling mixed land use, combining housing and market related residential opportunities with a mixture of economic opportunities, demonstrating true dense, integrated communities that will embrace TOD.

4.1.b.5 Phillipi East In accordance with the IPTN 2032, six of the 10 trunk routes will interchange in Phillipi. There is therefore a major opportunity to develop the transfer interchange on the principles of TOD and then also facilitate and catalyse surrounding development

4.1.b.6 Athlone Power Station The City aims to unlock this valuable yet constrained inner City land which is owned by the City. The project is currently in feasibility stage which will determine project scope, budgetary requirements and funding mechanisms. Full project scope to be determined by the completion of the feasibility phase which is currently underway. This catalytic project will take the concept of TOD to the next level in that it will reassess optimal land use, accessibility and environmental management.

Objective 4.2 – An Efficient, Integrated Transport System

Ensure that Cape Town has an efficient, integrated, intermodal, inter-operable transport system that creates a quality urban environment, improves resilience and resource efficiency and recognises Cape Town as a global leader in adopting innovative solutions to transport through implementation of targeted programmes to reduce congestion, manage land based public transport and continue its programme of ensuring that Cape Town has an

Term of Office Plan 1July 2017-30 June 2022 efficient, high public transport system, its MyCiti roll out as an integrated system and the establishment of an integrated public transport network.

Mobility in Cape Town comprises various modes, including walking, cycling, private cars, rail, commuter buses, minibus taxis, bus rapid transit (BRT), as well as other options. Delivery on the vision for transport involves ongoing cooperation, communication and collaboration with the City’s partners, including the National Department of Transport, National Treasury, Province, state-owned enterprises, transport agencies, the private sector, public transport operators, and communities.

The City will endeavour to improve the public transport system and services for the benefit of all citizens, both now and in the future. Therefore, transport policies and investments need to support the growth and development of the city. These include support for infrastructure-led economic growth and development as well as social inclusion, the need for improved public transport systems and services, as well as other social, economic and environmental objectives

4.2.a Integrated Public Transport Network 2032 Programme The Integrated Public Transport Network Plans for 2032 describe the system of public transport routes to be in place as part of Cape Town as envisaged in 2032. It is against this planning that the integrated public transport network (IPTN) is implemented through various projects

4.2.a.1 Phase 2A Project Phase 1 of MyCiti has been rolled out along with the N2 Express. The next highest demand as determined by the IPTN is Phase 2, which are two trunks from the MSE (Khayelitsha and Mitchells Plain to Claremont and Wynberg. The network in this corridor will include MyCiTi trunk routes, supported by feeders, providing a high-capacity public transport link between the metro-south-east areas and the southern areas. There is currently a strong movement between these areas and this corridor aims to improve this access.

The planning for this project is anticipated to be completed in 2017 and construction, which is depending on funding, within 4-5 years. The aim is to integrate the trunk routes (red-roads) with the feeders as the rollout of the contracting authority takes place so as to achieve our system.

4.2.a.2 Blue Downs Rail Corridor Project This rail link will connect the metro-southeast with the northern suburbs providing more direct public transport access between these areas and along the Blue Downs area. The link is planned to be supported by feeder routes in the corridor which will also feed to the new rail line. While the provision of the rail line and services falls under the authority of PRASA, the City is facilitating and supporting this corridor through the provision of the feeder network in this corridor. Planning is anticipated to start in 2017. Initial timeframes were purported as 2022 however, this planning, together with PRASA, will determine when implementation will be complete. Co-ordinating with this is the planning of the road-based feeder system as well as a TOD initiative surrounding the stations of which there are 3 new and 2 that are to be upgraded.

4.2.a.3 Klipfontein Corridor Project The third promised corridor of the IPTN which has been defined as a distributor route is the Klipfontein corridor. The conceptual planning will commence for this corridor and its operations assessed, reviewed and integrated in relation to the rollout of the contracting

Term of Office Plan 1July 2017-30 June 2022 authority function of integration of the Golden Arrow Bus Systems (GABS) so as to achieve a fully integrated, scheduled public transport system.

4.2.a.4 Integrated Ticketing, Systems and Infrastructure Project There are other key interventions and programmes that are critical to the achievement of the IPTN and an integrated intermodal and inter-operable public transport system. All those listed below will be planned, costed and rolled out over the next 5 years:

 The integrated Ticket  Standardised bus stops and bus shelters across the City of Cape Town  The expansion of the TIC and its services  Commence rollout of the minibus taxi transformation model and the establishment of at least 10 TOCS/RTCS  Bike share in Cape Town  Tuk Tuk contracts

4.2.b Travel demand management programme

The City has developed a Travel Demand Management (TDM) Strategy, which aims to change individual travel behaviour in order to achieve a modal shift in favour of more sustainable options and to better utilise the available capacity in the overall transport system.

The TDM Strategy has identified a range of TDM measures for implementation; namely a Flexible Working Programme (FWP); High Occupant Vehicle Priority strategies (which include the carpooling and car sharing); expansion of Park and Ride facilities at rail and BRT stations; a Parking Cash-out strategy; Tariffs on Municipal Managed Parking Bays; Introduction of Private Parking Levies; and a Communication and Marketing Strategy. The roll-out of a FWP organisation-wide will be initiated first and is to be completed within the next 5 years. The programme will comprise of a number of options, these include flexi-time; compressed work weeks; remote working/ telecommuting.

4.2.b.1 Roll-out of Flexible Working Project The project would assist the City to lead and show evidence to assist with reducing peak hour congestion, reduce vehicle kilometers travelled and vehicle emissions, improve utilsation of alternative modes and employee well-being. All flexible working options to be rolled out by 2022.

4.2.c Non-Motorised Transport (NMT) Programme In the next 5 years, the City will be expanding the Non-Motorised Transport (NMT) Network that entails footways, cycle ways, signage and intersection improvements that are universally accessible to ensure improved access and mobility. Four projects per region have been identified for planning, design and implementation over next 3 years. This improvement programme forms part of the City’s sustainable mobility strategy, which supports the development of an integrated, intermodal, and interoperable sustainable transport system by providing NMT access to the public transport system, linking community facilities and neighbourhoods. The program would include the following:

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4.2.c.1 City-wide NMT Project

The project will involve the following:

Review and update of cycle network planning for the Cape Town CBD area, including linkages with the Green Point area, Sea Point area, east City area and City Bowl area (Gardens, Vredehoek).

Identify locations for bicycle racks (including more creative bicycle rack designs) in the Cape Town CBD area and adjacent areas and undertake implementation of such bicycle racks.

The following also forms part of this project:

 NMT improvements at intersections in the Cape Town CBD area Phase 2.  NMT improvements along major roads in the Kensington and Fracteton areas.  NMT improvements along Alexandria Road and Berkley Road) in the Pinelands to Maitland areas.  NMT improvements along Halt Road from Avonwood to Owen Way, Elsies River area.  NMT improvements along Old Paarl Road from Kruis Road to Brackenfell Boulevard, Brackenfell area.  Uitsig area-wide NMT improvements.  NMT improvements along Lichtenburg Road from Fisantekraal to Klipheuwel Road (improve lighting to Durbanville area).  Area-wide NMT improvements in the Edgemead and Bothasig areas.  Feasibility Study of NMT route/ cycle route along Dieprivier from Tokai/ Kirstenbosch area to Princess Vlei.  Review and upgrade of the NMT project implement along Military Road.  Hanover Park area Phase 1. NMT improvements along Hanover Park Avenue from Lansdowne Road to Turf Hall Road and other major roads.  Mannenberg area Phase 1: NMT improvements along Vygiekraal Road, The Downs, Duinefontein Road from Lansdowne Road to GF Jooste Hospital (shared NMT facility), Mannenberg Avenue from Mannenberg to Vygiekraal Road.  NMT improvements along Heideveld Avenue from Vangate Mall (Vanguard Drive) to Duinefontein Road, including 5th Avenue and Ascension Road.  NMT improvements along Albert Philander Road from Eersriv Way to Forest Drive, Eersterivier area.  NMT improvements along Nooiensfontein Road from Stellenbosch Road to Hindle Road, through residential areas of Camelot, Rondevlei, Highgate, Sunbird Park, Wembley Park and Silversands.  NMT improvements along Hindle Road from R300 Freeway to Blue Downs Way, Blue Downs area.  MT improvements along Eersriv Way from Forest Drive to Buttskop Road, including London Way and Rue Fouche Road Malibu Village, Blue Downs area.

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4.2.d. Intelligent transport systems Programme The intelligent transport systems programme aims to maximise the operational capacity of both the private and public components of the transport system. For this, it employs technology and an information system to receive operational information about the performance of various parts of the system and execute appropriate real time interventions as well as communicate appropriate messages to the users of the system. The management of intelligent transport systems is housed in the state-of-the-art Transport Management Centre (TMC), which is located in Goodwood. The service will be expanded to provide real-time information on punctuality of all scheduled services for both rail and road-based public transport. The TMC already plays a critical role in event transport services for Cape Town Stadium, which will be expanded to more venues in future.

4.2.d.1 Traffic Signal System Upgrade Project The project aims to ensure that the various components of the system are refurbished or replaced timeously and remain fit for purpose. Recent software and firmware improvements that improve remote system management will also be rolled out to all intersections so that a common standard exists across the system.

4.2.d.2 Freeway Management System Project The existing FMS will be continued to enable real time detection, monitoring and management of incidents on the freeway system. Target date: 2022

4.2.d.3 Bus Lane and Average Speed Over Distance Enforcement Project The project aims to manage speeds of vehicles on the freeway system to improve safety and reduce incidents. Bus lane enforcement by camera will ensure that the capacity of public transport lanes is not consumed by private vehicles.

4.2.d.4 Free WiFi access on MyCiTi busses Project The project aims to improve access to information on the MyCiTi system.

4.2.d.5 Transport Authority Management System (TAMS) Project TAMS will enable the processing of big data from the system that will enable improved real time response to incidents on the arterial network as well as improved planning and design of traffic signal timing plans.

4.2.e Land Development Programme

4.2.e.1 Existing Rail Stations and BRT Station Partnership Project Station Typologies initiative: Development of land development programmes around rail stations and BRT stations in partnership with PRASA and others incorporating catalytic land release programme in support of the TOD Strategic Framework and associated land use scenario. This project will enable the development of land around the existing 98 rail stations and 40 BRT stations in the city. It will contribute towards creating urban efficiencies and sustainable transport services for the users and the City. This project is currently being undertaken as part of an existing Memorandum of Action (MOA) between TCT and PRASA known as the Station Typologies project and is expected to be completed in 2017/18.

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4.2.f Efficient, Integrated Public Transport Programme

4.2.f.1 MyCiti roll-out Project Developments of a transport interchange in Phillippi that will act as a development catalyst in the area. The project will involve investment into large scale MyCiTi BRT station as part of the Phase 2a roll out as a catalyst for additional investment into land development by the private sector in the Philippi East Node.

i. Govan Mbeki Road between New Eisleben Road and Tony Yengeni Street Philippi East. Establishment of a station on the corridor. The Station is to be completed and the Phase 2A service operational by 2023:

 Consideration 1: 2 pod station, as per phase 1 design  Consideration 2: 2 pod station – double storey with some transit space above

4.2.f.2 Infrastructure Investment Project

This project will consist of the following components/initiatives

i. Public Transport Interchange (PTI) and Public Transport Facilities (PTF) Development In line with our TOD strategy (and SDF), the City will be upgrading and expanding Cape Town’s public transport interchanges over the next five years to accommodate the growth in demand for access and mobility.

A total of 20 high-commuter-traffic interchanges have been identified to receive special focus as part of the project which will stretch over a period of more than 3 years and beyond. This improvement programme forms part of the City’s mobility strategy, which supports the development of a balanced transport system. It focuses on all elements of the transport system, including rail, bus, taxi, cycling, pedestrians, parking management, freight and traffic management information and data.

PTI Development: Bellville PTI -Ph1; Dunoon Minibus Taxi Facility; Inner City Public Transport Hub; Makhaza Minibus Taxi Facility; Masiphumelele PTF; Nolungile PTI; Nyanga PTF; Retreat PTF; Somerset West PTI; Wynberg Public Transport; Lentegeur Ph3; Nonqubela.

PTF Development: Durbanville; Macassar; Parow; Bloekombos; Samora Machel; Vryground; Khayelitsha CBD; Bayside

ii. Bus shelter Roll-out The City will be providing uniformed Public Transport Shelters across the CCT over the five year term. The improvement Programme forms part of the City’s mobility strategy, which supports the development of a balanced transport system to accommodate the growth in demand for access and mobility. This will be done city—wide but will commence within priority areas iii. IRT Phase 2A Corridor The City will be fast-tracking the implementation Phase 2A trunk route sections.

This corridor includes Stock Road and Strandfontein Road as well as other fast track priority projects that have been identified. Implementation will be initiated from March 2017.

The following projects are also planned:

- Public Transport Interchange (PTI) and Public Transport Facilities (PTF) Development

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- BRT (Lansdowne/Wetton Road) : Wynberg - Mitchells Plain linking metro-south-east to Southern Rail Corridor – providing missing east-west PT to southern sector of CT - BRT Vissershok - Bellville CBD public transport interchange upgrade - This project comprises various short term infrastructure upgrades for higher quality and more efficient operation of the PTI. Restructuring and compaction of the PTI is planned for later phases. - Stock Road upgrading : Mitchells Plain

4.2.f.3 Dial-a-Ride Project Dial-a-Ride expansion: The Dial-a-Ride is a demand-response public transport service for persons with disabilities who are unable to access mainstream public transport. There is therefore an urgent need for additional funding in order to expand this important service.

Objective 4.3 Building Integrated Communities

This objective focus on building integrated communities to:  increase diversity in communities,  dedicate resources and efforts to improve the quality of life of the poor and vulnerable,  improve racial harmony and improve the diversity of City of Cape Town staff by deepening the conversation around race and inclusion,  dedicating resources and efforts for the spatial transformation of the City,  making optimal use of existing facilities to promote cultural and social activities,  partner with organisations, the business community and tertiary institutions to facilitate and promote understanding and acceptance amongst communities; and  by leading by example in attracting a diverse pool of South African talent and create an institutional culture in which that talent can thrive.

4.3.a Built Environment Integration Programme Emanating out of the Built Environment Performance Plan, The City of Cape Town is focused on primarily delivering prioritised services, human settlements and integrated transport, focusing on building integrated communities utilising the principles and practices of TOD in implementation. There are currently two integration zones in Cape Town. The City is in the process of identifying a third integration zone which will be along the Bluedowns corridor. The specific focus of the two existing integrations zones are highlighted below:

4.3.a.1 Voortrekker Road Corridor Integration Zone  Identify critical road maintenance and upgrading.  Focus development strategy and TOD intervention for the Bellville Precinct, inclusive of the rail station, PTI inclusive of all road-based public transport and the related public land.  Detailed analysis on both road and rail freight and develop interventions that will improve efficiencies.  Socio- economic assessment of station precincts and develop an intervention strategy alongside PRASA.

4.3.a.2 Metro South East Integration Zone  Expedite the PRASA modernisation programme that is totally focused in the MSE.  Prioritisation of the infrastructure development for IRT Phase ZA to enable operationalization within 5 years.

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 Analyse and initiate TOD development strategies for major intersections along the corridor with the primary focus being on Nolungile, Claremont, Phillipi and Khayelitsha.

4.3.b Citizen Value Programme:

4.3.b.1 Naming Project In the past five years, the City of Cape Town has done a great deal to make the City more inclusive. We have led the most sensitive and inclusive naming and renaming process to consider the names of spaces, places, and memorials in a way that represents the shared experience of all residents. We have made a more inclusive city by honouring our shared past through the naming and renaming of public spaces to reflect the heritage of all of our communities. The City will continue to maintain a balance and a strong focus on inclusivity in naming and renaming processes and in the celebration of memorial and heritage sites.

4.3.b.2 Heritage Project The City recognizes the importance of heritage in building bridges between communities, fostering public pride and making everyone feel welcome and valued in Cape Town. The city’s natural and cultural heritage is also a fundamental component of Cape Town’s identity, its appeal as an important tourism destination and as a place attractive to business and investment. The City is committed to taking care of its natural and cultural heritage resources for the benefit of current and future generations. Heritage Inventory: The city will develop the City’s Heritage Inventory.

Development applications: The City will continue to work with Heritage Western Cape (HWC) to streamline development application processes. The objective is to focus heritage management in areas where it matters, to cut red tape and to provide certainty to communities, investors and developers alike.

Heritage incentives: The City will continue to explore options with provincial and national government to provide incentives for the appropriate protection, maintenance and use of heritage sites held in private ownership.

4.3.b.3 Anti-racism Project The project will consist of the following initiatives: i. Inclusive City Help Desk Creating a central reporting and helpline for incidents of racism and discrimination for assistance and referrals to appropriate authorities for investigation, remedial action and redress. ii. Education, Training & Awareness Continuously raise awareness to inculcate a culture of anti-discrimination to ensure a zero- tolerance approach through platforms and channels such as media, radio stations, advertisements, and social media.

To promote gender and diversity issues to entrench a culture of tolerance within the organisation workplace as part of the transformation process.

Engaging with communities and local ward councillors through social dialogue discussing and address issues of racism and anti-discrimination.

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To roll-outtraining initiatives that will build capacity whereby councillors and officials are equipped in dealing with issues of racism and discrimination. iii. Fostering Partnerships To strengthen the relationship between the City and the South African Human Rights Commission through appropriate programmes to deal with racism.

To encourage participation of industry bodies, commerce and industry and other interested stakeholders to join the campaign and fight racism. iv. Events To commemorate specific events promoting the rights of citizens through radical socio- economic transformation celebration; Human Rights Day; Freedom Day; Heritage Day; International Human Rights Day; Nelson Mandela Day; 16 Days of Activism for No Violence Against Women and Children; International Day of the World's Indigenous People and World Aids Day.

4.3.c Public Participation Programme

4.3.c.1 Public Engagement Project: Capacitated informed and continuously engaged communities Public engagement is the cornerstone of a responsive, inclusive and caring government. The City intends to improve on its open and transparent dialogue with residents in the planning, implementation and monitoring of projects and programmes.

Whilst the City has a good track record in meeting the legal, ethical and constitutional requirements of public participation, it will continuously strive to implement and apply new methods for meaningful engagement between the City and its residents; through the implementation of a valued-driven approach to public engagement which is underpinned by mutual respect, trust, inclusivity and transparency.

Residents need intensive engagement and responsive communications to understand how the City operates and participate effectively in its processes. By intensifying and improving the ways in which we engage, we will create conditions for communities to participate optimally in the development of projects and programmes and in so doing, encourage ongoing interaction with, and support from our residents.

To do this, the City will invest in, and expand its capacity for public engagement through the training and capacitation of staff members who engage directly with residents. Tailored methods of engagement and communication will be developed, which takes into account the preferred menu of communication platforms appropriate in the circumstances, to ensure maximum participation and feedback.

As an inclusive and caring city, in situations where conflicts have arisen resources will be made available to mediate in the interests of restoring the trust relationship and meeting the needs of communities.

4.3.c.2 Customer Engagement Project In order to realise our priority of attaining excellence in service delivery across all of our operations, the City needs to enhance customer interfaces and ensure that we meet the evolving and diverse needs of our many customers.

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A policy and strategy framework will be developed to deliver enhanced customer experiences to residents, business and visitors at all the touch points where they interact with the City. This strategy will be complemented by an organisation-wide policy to establish corporate standards and consistent processes and procedures – compliant with legislative and good governance requirements - for customer interactions.

The ultimate outcome will be consistent, high quality, customer-centric, and timely services at optimum cost that will:

 Further a customer centric culture throughout the organisation through training and communication.  Continue to roll out free call lines  Reduce the number telephone lines, faxes and emails and sms that customers have to remember in contacting the City.  Where appropriate expand availability of face to face channel.  Improve customer access to routine, publicly available information on-line and availability of on-line services.  Improve Council’s record keeping enabling access to all relevant information necessary to ensure excellent customer contact.

The project will leverage off the implementation of the Enterprise Resource Planning (ERP) Program, in particular the roll-out of an effective Customer Relationship Management (CRM) module across all departments.

4.3.d Substance Abuse Programme

4.3.d.1 Substance Abuse Treatment Project

i. Matrix® sites Initiative: The Matrix® sites aim to deliver free evidence and community based, alcohol and drug treatment using the Matrix® Model of treatment. Currently 6 sites exist within City Health clinics. A new Matrix site will be established with a view to expanding the service further in the future. ii. Substance abuse treatment initiatives a. 18+ age group Offering evidence led interventions to cater for the needs of at risk individuals and treatment seeking individuals b. 18- Brief interventions: A Brief intervention program to be offered for 18 years and younger.

4.3.d.2 Substance Awareness and Prevention Projects

Substance Abuse Awareness initiatives:  Strengthening Families Programme initiative: Evidence based 10 session 8 week programme focussing on the relationship within the family.  Simulation initiative: A programme using simulators to illustrate the consequences of consuming alcohol during pregnancy.  Soft Skills Development initiative: 9 session programme focussed on learners aged 9- 11 years old enhancing their protective factors.  International FAS Day: A commemorative day looking at the consequences of consuming alcohol during pregnancy.

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 International Day against drugs and illicit trafficking: A commemorative day brining awareness to the consequences of drugs aligned annually to the theme of the United Nations on Drugs and Crime UNODC.

4.3.d.3 Policing Interventions Project Research done by the Institute of Security Studies has accordingly suggested a link between the high levels of crime in South Africa and the increased availability of illicit drugs. It is especially the drug methamphetamine (tik) which distinguishes the situation in Cape Town from that in other Cities. It fuels gang violence, impact on the lives of thousands, damages the health of users, tears families apart and devastates communities.

Despite significant policing success in recent years, the Safety and Security Department is cognisant of the fact law enforcement activities are only one of the key perspectives from which substance abuse should be approached and that such efforts will have to form part of a holistic approach that includes interventions from the social-based prevention, harm reduction and crime prevention perspectives. The City will therefore ensure that its drug policing efforts are delivered in support of the City’s transversal approach to reducing substance abuse. Specific interventions will include:

Resourcing: Ensuring that the Metro Police specialised units primarily responsible for the policing of drug related crime are fully resourced and equipped to perform their task. This will include maintaining the City’s valuable relationship with the US Drug Enforcement Administration which brings regular specialised training opportunities; RPAS: Exploring the use of Remotely Piloted Aircraft Systems (Drones) in drug related operations (see 2.1.3 for more information); Road policing: Ensuring that road policing is performed with a renewed focus on substance abuse and human trafficking. Neighbourhood policing: This approach which was detailed under SFA 2 has been proven internationally to reduce drug related crime. It includes the deployment of Neighbourhood Safety Officers, School Resource Officers, the establishment of Neighbourhood Safety Teams, expanding access to the Youth Cadet Project and strengthening the Neighbourhood Watch Support Project. Operational practices: Exploring mechanisms within the ambit of the constitution that will allow for operational practice changes that may result in improved policing. Enforcement: Law enforcement actions that will contribute to reducing the availability of illegal substances are vigorous enforcement of the City’s liquor by-law, clamping down on illegal outdoor advertising, penalising non-compliant unlicensed liquor outlets and reporting unregistered drug and alcohol treatment centres. Gang and drug task team: Expanding the investigation regarding illegal smuggling, selling and confiscating of illegal and legal substances.

4.3.d.4 Substance Abuse Prevention, Treatment, Suppression and Coordination Project Substance abuse significantly impacts the lives of residents, the activities of business and the work of the City and negatively impacts on the lives and opportunities of people, the safety of households and communities, as well as service delivery. There is an urgent need to address substance abuse, and taking an integrated approach that is grounded in sound evidence, tried and tested methods, and replicating best practice in order to maximize effectiveness is, therefore, essential.

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Substance abuse is a complex issue, requiring interventions at multiple levels with consistent monitoring and evaluation to ensure that interventions are effective. The City has identified four areas in which to focus evidence-based interventions, which include:

Prevention – Using evidence-based interventions to ensure those at risk of beginning to abuse alcohol and other substances, particularly young people, are equipped with the information, support, emotional resilience and assistance needed to prevent substance abuse. This includes activities such as education, information sharing, raising awareness and providing alternative activities such as after-school and holiday programmes that encourage skills and capacity building.

Treatment –Interventions are provided for those misusing, abusing or addicted to alcohol and other substances. These interventions are cyclic in nature – beginning with screening; then treatment through referrals, outpatient care and family support and evidence-based treatment centres; and finally, aftercare through support and tapping into EPWP job opportunities.

Suppression – Reducing the supply of alcohol and drugs and related criminal activity is undertaken through Regulation and By-law enforcement, visible policing and Intelligence- led task forces, such as the Gang and Drug Task Team, for effective monitoring, investigation and regulation.

Coordination – coordination holds all the aforementioned approaches together and helps to avoid duplication and enhance services. Internal co-ordination (within line departments and with local ward committees) and sector co-ordination (private sector, NGOs and CBOs and research institutions) brings all the role-players efforts and learnings together. An implementation protocol with the Provincial Department of Social Development enables the City to provide specific alcohol and substance abuse prevention programmes.

4.3.d.5 Intergovernmental Substance Abuse Project As per the Prevention of and Treatment for Substance Abuse Act 70/2008 the municipality shall co-ordinate a Local Drug Action Committee to ensure the issue of substance abuse is addressed holistically.

The local drug action committee shall ensure the relevant Provincial and National Departments are informed of the municipalities’ efforts to address the issue.

4.3.e Non-Government Substance Abuse Partnership Programme

4.3.e.1 NGO and NPO sub-council funding Project A percentage of NGOs/NPOs that run substance abuse related programmes receive funding assistance from The City of Cape Town. However many NGOs lack the information on the process of engaging with the City or the strategies guiding substance abuse intervention within the City.

A framework document will be compiled which will provide guiding information. Upon approval, the framework will be communicated and an implementation plan will be developed in collaboration with stakeholders.

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4.3.f Primary Healthcare Programme

4.3.f.1 Intergovernmental Collaboration Project

Although The National Health Act, No. 61 of 2003, allocates the responsibility of provision of personal Primary Health Care Services to the Provincial Health Department, schedule 4A of the Constitution allows those services to be assigned to Local Government via mutual agreement. The Constitution requires, in terms of Section 156(4), provinces to assign to local government any competency where there is capacity and willingness to deliver the service. The Health Department of City of Cape Town has been delivering personal primary health care services in partnership with the Provincial Health Department via a Service Level Agreement (SLA).

The Health Department delivers Personal Primary Health Care (PPHC) Services to the most vulnerable residents within close proximity of their residences via all clinics. The City of Cape Town is committed to working collaboratively with the province through the Service Level Agreement to ensure seamless delivery of health services to the vulnerable and poor.

4.3.f.2 Complying with National Core Standards and Improving access to services Office of Health Standard Compliance (OHSC) which is a regulatory body for quality of care in South Africa has introduced National Core Standards which all health facilities have to comply to protect public against poor quality of service. Additionally National Department of Health has introduced the “Ideal Clinic” which is aimed at improving quality of care and customer centricity approach to health service provision. These transformational national priorities are aimed at transforming health service provision to the citizens. The city commits to developing and implementing plans that will eventually result in clinics being declared ideal and compliant against these compulsory standards. To improve access to services the City will also continue to gradually implement measures to ensure provision of comprehensive service closer to where people live e.g. to rollout integrated antiretroviral treatment (ARV) sites in areas where they are currently non-existent.

4.3.g Homeless People Programme

4.3.g.1 Homelessness Rehabilitation and Support Project The City aims to support the poor and most vulnerable in our society with the means and opportunities to access services and support regardless of their circumstances, and these services should be provided in a proactive rather than reactive manner. This commitment is the core of our Caring City philosophy.

The causes of homelessness range from a lack of employment opportunities to sustain a household, substance abuse, gender-based violence and LGBTI discrimination, to name a few. The challenge of homelessness, therefore, requires a whole-of-society approach to ensure that interventions are successful in the long-term, including dealing with community concerns.

The City will assist those affected by, or at risk of, homelessness, by providing a comprehensive package of evidence-based initiatives underpinned by international best- practice and sound monitoring and evaluation methods to ensure that interventions are effective and appropriate. These programmes will be focused on interventions that are known to address the root causes of homelessness rather than addressing the symptoms only.

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4.3.g.2 Research Project on Reasons for Homelessness Project This project aims to further develop an approach to foster a climate which deals with homeless people compassionately through ensuring a focus upon the reasons for vulnerability which result in homelessness, by conducting continuous research related to the reasons for people migrating to the street.

4.3.g.3 Preventative Projects addressing social challenges which could result in people migrating to the street: The reasons leading to homelessness informs the preventative measures developed to mitigate homelessness through the implementation of a range of related initiatives as mentioned below:

 City Wide Give Responsibly Campaigns  Assist persons living on the street with reintegration into communities, and off the streets  Substance abuse prevention and awareness initiatives  Establish and support Local Networks of Care  Youth trained in work and employment readiness skills  Youth career focused campaigns  Strengthening Families Programmes  Vulnerable groups (seniors; women; children; persons with disabilities) initiatives  Poverty alleviation initiatives  Safe spaces for the homeless initiative.

4.3.h Cross-subsidisation Programme:

4.3.h.1 Rebates and Indigent Project Cross-Subsidisation: As part of the City’s role in caring for the vulnerable and poor, the Cross- Subsidisation initiative serves to enhance cross subsidization of the poor, and buttress the sustainability of the system, the Rebates and Indigent Projects which have been identified. The project will include modelling as part of the City’s Budget Process, tariffs and rebates based on the current policies to determine the impact of proposed tariff increases on residential clients, with specific reference to the poor and vulnerable to maximize such relief and ensuring tariffs are affordable and sustainable. The cost and extent of providing relief to the indigent, vulnerable and rebates to the elderly will be determined during the annual budget process.

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STRATEGIC FOCUS AREA 5 - WELL-RUN CITY This Strategic Focus Area covers the following objective

 Objective 5.1: Operational sustainability

Objective 5.1 Operational sustainability

Shaping/propelling the organisation to deliver services in an operationally sustainability manner in order to be financially stable and resilient to shocks in a changing environment by becoming an effective strategy–led organisation, with service delivery programs and evidence led decision making which focuses on creating value for our customers.

5.1.a Efficient, Responsible and Sustainable Programme

5.1.a.1 Efficient Services Project In addition to the ongoing drive throughout the organisation to assess the efficiencies of service delivery at all levels, a unit will be created within the Directorate of the Mayor to help with the development and implementation of operational efficiency plans. Where appropriate, this unit will also facilitate the accreditation of systems to international standards.

5.1.a.2 Energy Revenue Model Development: This project focuses on an implemented revenue model that makes the City less reliant on the sale of electricity to sustain its operations.

As traditional electricity consumption patterns change due to consumers becoming more energy efficient and adopting more SSEG, the current electricity distribution business model needs to change. This is to ensure the long-term ongoing financial sustainability of the Electricity Generation and Distribution Department and the cross-subsidization of the City’s Rates account. The City’s electricity tariffs will also need to be constantly reviewed and adapted to become more cost reflective while remaining affordable, within the constraints of practical metering solutions and billing processes.

In addition to the above, the following initiative will be undertaken: Reduce energy poverty for poorest household while improving energy efficiency and the uptake of renewable energy within the City. New technologies and renewable energy provide opportunities for reducing both energy consumption and the total energy bill. Apart from improving economic efficiency this offers opportunities for addressing the energy poverty needs of the poorest households. A number of additional business and service opportunities at both utility and household level (with emphasis on Informal Settlements and Backyarders) will be explored. Existing research, investigative, monitoring and information functions linked to solar geysers, energy efficiency (EE) and demand side management will form part of this initiative.

5.1.a.3 Corporate Fleet, Facilities and Property Management Over the next five years the following major strategies and the roll out thereof will be embarked upon dealing with:

 Corporate Fleet Management  Facilities Management and  Immoveable Property Management

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5.1.b Value Awareness Programme

5.1.b.1 Change Management Project The organisation needs to change if the City is to be completely responsive to citizen needs, be sustainable, and provide resilient and adaptable services in a dynamic and competitive environment. We have to build on our incredible advantages, strengths, and victories and reform the organisation for a different world and accept that our developing world conditions, with a static revenue base and a large population in need, require a reformed model of acceptance and innovation to address.

Change management is key to change the organisation towards a culture of excellence in service delivery. Employee engagement as a driver that encourages the organisation to high performance, where behaviour is recognised and rewarded. This project will be a blue print of a detailed and all-encompassing organisational roadmap for execution to achieve a level of service delivery that will meet the needs of Cape Town citizens[1].

The project will focus on:

 Values based Organisational Culture: Inculcate organisational values and behaviour that drive excellence in service delivery  Customer centricity Build a culture of customer centricity  Employee engagement: Create a working environment that yields connected, motivated , responsive and high performing employees  Best Employer brand Position the City as the “Best Employer brand” through our Values and a compelling Employee Value Proposition (EVP)  Best of breed: Be a “best of breed” local government by attracting , training and retaining staff members with skills that we need to succeed

5.1.b.2 Recognition and Rewards Project The purpose of this project would be to create a culture where values and behaviours are recognised and rewarded when excellence is achieved. The project will involve:

 Developing a strategy whereby a culture can be developed which recognises and rewards Excellence.  Recognizing and rewarding behaviour that demonstrates the City’s values and customer centricity culture

[1] Intro section of ODTP document

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5.1.c Compliant Service Delivery Programme

5.1.c1 Legal compliance Project A Probity and Governance Unit will be established within the Directorate of the Mayor to ensure clarity of decision making and legal compliance requirements in relation to meeting our objectives of progressive and sustainable service delivery

5.1.d Evidence-led Decision-making Programme

5.1.d.1 Digital Tools Project Utilise City’s digital and IT platforms (incl. Internet/Intranet; SAP; Sharepoint: eGIS) for the effective management, dissemination and use of corporate data, information, knowledge and records content as key assets of the organization required to support business processes, planning, service delivery, decision-making, compliance and more efficient management

Data, information, knowledge and records are key assets of the organization which are required to support organizational business processes, planning, management and compliance. The City’s IT systems provide tools for the transversal management of the City’s data, information, knowledge and records. This content is predominantly and increasingly digital in nature. To derive optimal benefit from the City’s IT tools, the digital content residing on the systems needs to be managed and structured efficiently and in line with good information, knowledge and records management principles and legal requirements such as the Spatial Data Infrastructure Act, Provincial Archives Act and other relevant legislation. The project will extend and enhance the systems for the management of the City’s digital content through the further automation of business processes and improving the management thereof.

The project will involve:

 Enterprise content management framework: Development and implementation of an enterprise content management framework to improve the management of the City’s different content types, including digital content, in line with good information, knowledge and records management principles.  ERP-GIS platform: Further extend ERP / ERP-GIS platform to integrate and automate data management and business processes in the City.  Knowledge sharing platforms: Optimise the use of the City’s Internet and Intranet as information and knowledge sharing platforms for the City of Cape Town.  Open Data platform: Enhancement of the City’s Open Data platform and content to maximise the use of the City’s data for broader social and economic benefit.  GIS viewers: Enhancement of the City’s internal and external GIS viewers as business and customer interface tools.

5.1.d.2 Data Analysis Methodology Project The City generates and keeps a large volume of data, which needs to be accessible and available to inform the City’s decision-making and planning; currently data, tools and analysis evidence have gaps which need to be addressed; are not be easily available or accessible, or integrated. Spatial Data Infrastructure (SDI) Act, No. 54 of 2003, determines standards with regard to the facilitation of the sharing of spatial information and the capturing and publishing of metadata.

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This project aims to effectively analyse, package and distribute data that can inform better decision-making.

Repository: Ensure a repository of quality and up-to-date data available for analysis and enhance tools for dissemination of data for analysis (DIRC, Indicator reporting tool; GIS viewers; open data portal, external data e.g. Statistics South Africa data sets including Census, specialist data sets) Integration tools: Align and integrate tools for data analysis (ECamp; strategic TOD GIS viewer; 3D modelling; SAP BI, SAP GIS integration for data analysis, Emergency Police Incident Control (EPIC), CRM, Energy, Environment, Water; statistical package/s, urban models) Evidence-based analysis: Create a repository of evidence-based analysis and integrated, transversal information to inform strategic decision-making and planning (CTMSDF; BEPP, TOD, IHS, Energy, Water, Finance (incl.valuations), CRM, including contextual information, indicators (Urban development, Sustainability (ISO); Resilience, C40, USDG). Enhance and support the development of data analytics, modelling and visualisation skills and capacity.

5.1.d.3 Innovation Project Hardwiring innovative, design-led approaches to service delivery in the City’s structures and processes and effective engagement with customers on the decisions that affect them.

A new platform will be created within the City Administration in order to foster and promote a culture of design-led innovation where the City is able to identify, assess, respond to, create, coordinate, promote, monitor and evaluate, report, communicate, evolve, support and exploit opportunities for continual improvement and innovative service delivery. This platform will work with existing areas of excellence within the City and drive further collaboration within the City and with strategic partners to create relevant services for our citizens and support the development of a culture of innovation within the administration. A central Innovation Unit will be established in 2017/18 which will be responsible for supporting the activities of this platform. Projects will be delivered throughout the City. Each Directorate will appoint or identify senior manager to co-ordinate Innovation activities and initiatives. Initial steps around training and support for innovation and improvement initiatives will be delivered within the period of the current IDP, but will need to be sustained through development and support to an organisation-wide culture and enabling environment. A cultural diagnostic tool is being developed to assess the internal culture and aptitude around innovation, as well as the outcomes of this approach in the perceptions of our residents and partners. The tool will be applied on an annual basis to assess progress in this regard and help to inform further initiatives.

5.1.e Service Delivery Skills Programme

5.1.e.1 Skills Gap and Evaluation Project The City will be focusing on identifying skills gap and evaluating the level distribution of skills in the City (including: project management, engineering and operational skills). The project will consist of the following initiatives: Completed Staffing strategy, skills audit, individual performance management, workplace skills plan, and development of organisational competencies for the organisation.

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5.1.e.2 Skills Intervention Project This project focuses on designing and implementing interventions to address skills gaps and to keep in step with future world changing technologies. A specific focus will be on skills interventions that keep instep with current skills gaps and future skills requirements will add value to the organisation.

5.1.f Service Delivery Improvement Programme The City will embed a customer-centred service delivery improvement programme aimed at (1) improving service delivery at a local level through an integrated customer-centric service delivery model; and (2) improve area coordination and management of service delivery in a specified area with agreed upon area boundaries. This will ensure that all city services are operational, functional and measurable in line with the five strategic pillars and priorities within 4 demarcated geographical areas.

The Area-Based Service Delivery Directorate has been established and, at most for the first year of the five-year IDP period, will implement a parallel process of (1) refining strategy and developing business plans to give effect to the stated strategic aim of decentralising service delivery; and (2) actual implementation of the decentralised service delivery model. From year 2 onwards focus will almost exclusively be on implementation.

Refinement of the strategy to deal with Area-Based Service Delivery (ABSD): this will include baseline reports on customer satisfaction; development of service level agreements between ABSD and line directorates; establishment of monitoring and evaluation protocols; in support of the transversal management system within the 4 geographic areas, develop proactive tools that will enhance service delivery and bring about efficiency and effectiveness which will assist and benefit our citizens and clients; ensure alignment between Tourism Development Framework and the 5 pillars and 11 strategic priority areas of the City.

Implementation: coordination of input into various strategies, policies, programmes, projects and initiatives of the City.

8. CORPORATE SCORECARD

9. INCORPORATION OF ANNEXURES

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Annexure A

Priorities National Develoment Plan (NDP) Integrated Urban Development Western Cape Government Framework (IUD) Strategic Plan (WCGS) Policy Lever 1- Integrated Urban Planning

 Chapter 4: Economic infrastructure And Management: Improve Urban Excellence in basic service Strategic Goal 5 - Embed Good  Chapter 8: Transforming Human Settlements Management delivery Governance and Integrated Service and the national space economy Policy Lever 7-Empowered Active Delivery through Partnerships and Spatial  Chapter 13: Building a capable and Communities: Explore co-production Alignment developmental state mechanisms to find solutions to service

delivery challenges Policy Lever 3- Integrated Sustainable Strategic Goal 4 - Enable a Resilient, Chapters 8: Transforming Human Settlements Human Settlements: Mainstreaming basic service Sustainable, Quality and Inclusive Living and the national space economy  Finalise the Human Settlements delivery to informal settlements Environment : White Paper and backyard dwellers  Improved living conditions in  Accelerate the upgrading of urban and rural settlements informal settlements  Game Changers: Sustainable  Promote densification, including sanitation for all support for backyarding

Safe communities Strategic Goal 3 - Increase Wellness,  Objectives in the introduction Safety and Tackle Social Ills: Policy Lever 7-Empowered Active  Chapter 12: Building safer communities  Strategic objectives Communities:  Inclusive, safe and healthy  Improve access to quality communities public infrastructure and  Reducing alcohol-related facilities harms(talk about Capacitating  Urban Safety mentioned and accrediting throughout the document neighbourhood watch (NHW) structures to increase safety) Dense and transit oriented urban The New Deal- Towards A Sustainable growth and development  Objectives in the introduction Urbanisation Model  Chapter 8: Transforming Human Settlement Policy Lever 1- Integrated Urban Planning and the national space economy And Management:  Align spatial, sectoral and strategic plans

 Align land-use and human settlement planning to transport planning  Develop and strengthen instruments for creating compact cities and connected

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cities

An efficient, integrated transport The New Deal- Towards A Sustainable system  Chapter 4: Economic infrastructure Urbanisation Model  Chapter 5: Environmental sustainability - An Policy Lever 2 -Integrated Transport And equitable transition to a low-carbon Mobility: Strategic Goal 1 - Create Opportunities economy  Invest along core public for Growth and Jobs  Chapter 8: Transforming human settlement transport nodes and corridors  Improve the efficiency of the and the national space economy  Make cities pedestrian and region’s transport system cyclist friendly  Connected infrastructure

Leveraging technology for The New Deal- Towards A Sustainable progress  Objectives in the introduction Urbanisation Model Strategic Goal 2 - Improve Education  Chapter 3: Economy and employment Policy Lever 1- Integrated Urban Planning Outcomes and Opportunities for Youth  Chapter 4: Economic infrastructure And Management: Improve urban Development  Chapter 7: Positioning South Africa in the management  E-learning(In connection with world Policy Lever 8 - Effective Urban education) Governance Strategic Goal 5 - Embed Good  Strengthen transparency and Governance and Integrated Service accountability Delivery through Partnerships and Spatial  Strengthen communication and Alignment use of technology (e-  Efficient, effective and governance) responsive Local Government Governance

Positioning Cape Town as a The New Deal- Towards A Sustainable forward-looking, globally Chapter 3 : Economy and employment Urbanisation Model competitive business City Policy Lever 3 - Integrated Sustainable Human Settlements: Redevelop townships Policy Lever 5 - Efficient Land Strategic Goal 1 - Create Opportunities Governance And Management: for Growth and Jobs  Economic development has  Grow the economy and create been neglected in many urban jobs through tourism areas  Grow the economy and create  Informal sector dismissed or jobs through agri-processing marginalised  Grow the economy and create Policy Lever 6- Inclusive Economic jobs through oil and gas services Development:  Strengthen roles and leverage partnerships with other economic stakeholders  Create the local conditions for supporting enterprise

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development and growth  Strengthen municipal institutional capacity in economic development Policy Lever 1- Integrated Urban Planning  Chapter 4: Economic infrastructure And Management: Green technology Resource efficiency and security Strategic Goal 1 - Create Opportunities  Chapter 5: Environmental sustainability offers opportunities for Growth and Jobs Policy Lever 8 -Effective Urban  Energy security for Western Governance: Enhance resilience, climate Cape business and investment change mitigation and resource growth efficiency  Provide support to key strategic Urban Resilience mentioned throughout sectors(Green economy) the document

Building integrated communities Conclusion- “Active citizenry is critical for  Chapter 8: Transforming Human Settlement creating socially cohesive and and the national space economy integrated communities, and so

 Chapter 15 : Transforming society and uniting municipalities should prioritise measures the country to enable communities to shape their own spaces.” Economic Inclusion Policy Lever 4 - Integrated Urban Chapter: 3 Economy and employment Infrastructure: Initiate differentiated economic development strategies for cities and towns Strategic Goal 1 - Create Opportunities Policy Lever 6- Inclusive Economic for Growth and Jobs Development: Progressively improve inclusive economic infrastructure and services

Strategic Goal 5 - Embed Good Chapter 13: Building a capable and Governance and Integrated Service Operational sustainability Policy Lever 1- Integrated Urban Planning developmental state Delivery through Partnerships and Spatial And Management Alignment

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