Cape Town’S Creative Software Design and Development Sector
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Sector Study Logistics South Africa
SECTOR STUDY: LOGISTICS - SOUTH AFRICA Commissioned by the Netherlands Enterprise Agency SECTOR STUDY: LOGISTICS Final Report 30 March 2020 1 GAIN Group (Pty) Ltd Executive Summary The South African logistics sector supports the second-largest economy on the continent, and is relatively sophisticated. Local and international companies use South Africa as gateway for their operations into Africa. However, under-investment in maintenance and infrastructure development has created challenges for the efficiency of the logistics system. While hampering efficiency, this aspect at the same time presents opportunity for improvement and investment. This document summarises the results of an investigation into opportunities for Dutch companies to do business in South Africa. It is based on a review of knowledge of the sector, as well as interviews with Dutch and South African stakeholders. The study focused on industry-level interviews to gain the best possible perspective within the scope and time frame of the project. While it does not outline firm-to-firm opportunities, the study summarises needs in the logistics sector as expressed by South African stakeholders, as well as opportunities or current initiatives identified by Dutch role players. Some key findings are as follows: South Africa's logistics landscape is the most sophisticated on the continent. However, logistics takes place in an environment of neglected maintenance and accompanying infrastructure degradation, and relatively high logistics costs. This inefficient environment provides inherent opportunities for improvement and optimisation. At present, many organisations in South Africa do not have the skills to utilise digital technologies effectively. This represents a significant opportunity for digital skills development and knowledge transfer regarding the benefits of these technologies across the logistics sector. -
Annual Report for the YEAR ENDED 31 MARCH 2009 Acknowledgements
SOUTH AFRICAN HERITAGE RESOURCES AGENCY Annual Report FOR THE YEAR ENDED 31 MARCH 2009 Acknowledgements It would have been impossible for the South African Heritage Resources Agency (SAHRA) to achieve what has been reported in the proceeding pages without the cooperation of various State Departments, associations, organizations and many interested individuals. This continued support and guidelines are appreciated by the Council of SAHRA and its staff. Finally, the Council would like to thank its dedicated staff at the Head Office and Provincial offices for their enthusiasm and initiative during the year. Contents COUNCIL MEMBERSHIP 4 APPLICABLE ACTS & OTHER INFORMATION 4 LETTER FROM THE CHAIRPERSON 5 CHIEF EXECUTIVE OFFICER’S MESSAGE 6 CORPORATE AFFAIRS 10 • Information and Auxilliary Services Unit 11 • Information Communication Technology Unit 14 • Human Resources Management 18 HERITAGE RESOURCES MANAGEMENT 26 HEAD OFFICE UNITS 26 • Archaeology, Palaeontology and Meteorite Unit 26 • Maritime Unit 34 • Architectural Heritage Landscape Unit 40 • Grading & Declarations Unit 42 • Heritage Objects Unit 46 • Burial Grounds & Graves Unit 54 PROVINCIAL OFFICES 60 • Eastern Cape 60 • Free State 66 • Gauteng 74 • KwaZulu Natal 78 • Limpopo 80 • Mpumalanga 84 • Northern Cape 88 • North West 96 • Western Cape 100 LEGAL UNIT 114 FINANCIAL STATEMENTS 118 Council Membership NAME STATUS 1. MR PHILL MASHABANE Chairperson 2. MS LAURA ROBINSON National 3. TBA National 4. DR AMANDA BETH ESTERHUYSEN National 5. MR EDGAR NELUVHALANI National 6. MR HENK SMITH National PHRAs 7. DR MTHOBELI PHILLIP GUMA Western Cape 8. ADV. JUSTICE BEKEBEKE Northern Cape 9. TBA Eastern Cape 10. TBA Free State 11. TBA KwaZulu-Natal 12. TBA Gauteng 13. -
Payment Form Attached and Return It to the Office Or by Mail ( [email protected] ) Before the 12Th of June
Dear parents, In order to prepare your invoice for 2018-2019, would you be so kind as to fill in the payment form attached and return it to the office or by mail ( [email protected] ) before the 12th of June. You will also find the Financial Policy, kindly return page 8 signed as well. PAYMENT FORM Surname : Name of child Class 2018-2019 Nationality R2376 - re enrolment per child: To be paid by the family To be paid by your company COMPANY PAYMENTS (Your Company is paying for the school fees or will be reimbursing you) Annual payment by 30th June 2018 (8% discount) in Rand in Euro Annual payment by 15th September 2018 (5% discount) in Rand in Euro Payment for the 1st term by the 30th June 2018 (3% discount) in Rand in Euro Payment per term (September, January and May) in Rand in Euro Name of the Company: ............................................................................................................................ Address...................................................................................................................................................... E-mail: ....................................................................................................................................................... PAYMENT BY THE PARENTS (You will be paying the school fees) Annual payment by 30th June 2018 (8% discount) in Rand in Euro Annual payment by 15th September 2018 (5% discount) in Rand in Euro Payment for the 1st term by the 30th June 2018 (3% discount) in Rand in Euro Payment per -
Chapter 12: Coastal Emergency Plans
Chapter 12: Coastal Emergency Plans 1. Shipping Incident Disaster Risk Management Plan 2. Cape Zone Coastal Oil Spill Contingency Plan RESTRICTED & CONFIDENTIAL RESTRICTED AND CONFIDENTIAL DISTRIBUTION The Shipping Incident Disaster Risk Management Plan is produced by the City of Cape Town’s Disaster Risk Management Centre (DRMC) as part of its responsibility in terms of the Disaster Management Act, 57 of 2002. This document is intended for the internal use of the Entities and Organisations concerned and should therefore be treated as restricted and confidential and must not be displayed in whole or in part in any public place or to the Media. The Role-players will be advised by the DRMC when the DRM Plan is amended or updated. Amendments and updates must then be incorporated into each Organisation’s / Discipline’s own Plan copy and into any relevant SOP’s, as applicable. DRM PLAN DISTRIBUTION LIST Copy Date of Name of Organisation Number Distribution 1 February 2014 City Manager - CoCT 2 February 2014 Executive Director: Safety & Security - CoCT 3 February 2014 CoCT Disaster Risk Management Centre 4 February 2014 CoCT Fire & Rescue Service 5 February 2014 107 Public Emergency Communications Centre 6 February 2014 CoCT Metropolitan Police Department (MPD) 7 February 2014 CoCT Traffic Services 8 February 2014 CoCT Law Enforcement & Security Services 9 February 2014 CoCT Communications 10 February 2014 CoCT Environmental Resource Management Department (ERMD) 11 February 2014 CoCT Solid Waste Management 12 February 2014 CoCT Sport, Recreation & Amenities 13 February 2014 CoCT Legal Services 14 February 2014 WCG Emergency Medical Services (EMS) 15 February 2014 WCG Forensic Pathology Services 16 February 2014 WCG Disaster Management (WC DMC) 17 February 2014 South African Police Service (SAPS) 18 February 2014 SASAR – Maritime Rescue Co-ordination Centre (MRCC) 19 February 2014 South African Maritime Safety Authority (SAMSA) 20 February 2014 National Department of Transport (DoT) 21 February 2014 South African National Defence Force (SANDF) – J Tac HQ. -
Deepening Support to Locally Owned Enterprises
November 2019 | Deepening support to locally owned enterprises Deepening support to locally owned enterprises NOVEMBER A working paper on the state 2019 of capital flows to early stage businesses in Kenya KawiSafi Ventures and EED Advisory November 2019 | Deepening support to locally owned enterprises Summary The general perception is that capital flow to startups in Kenya is disproportionately absorbed by Underneath this foreign owned businesses. In this review, we find that while the evidence confirms this perception, the dichotomy we find that choice of characterisation qualifying the imbalance – locally versus foreign owned enterprises, is experience, exposure superficial. Underneath this dichotomy we find that experience, exposure and strength of networks and strength of networks among founders, which appear to form the basis among founders, which of high-growth scalable businesses, are the key predictors of successful capital raising regardless appear to form the basis of the citizenship of the founders. This is supported by a profiling exercise assessing the common of high-growth scalable characteristics among 36 founders of successful locally owned startups in terms of capital raising businesses, are the key across Kenya, Nigeria, South Africa and Egypt. The fundamental question from this review remains; predictors of successful how do we enhance experience, exposure and capital raising regardless strength of networks among entrepreneurs within our ecosystem? of the citizenship of the founders 2. November 2019 | Deepening support to locally owned enterprises Introduction The challenge of improving investment capital nationals of the country within which the business flows into early-stage locally owned businesses is headquartered. The phrase is not to be confused in East Africa is widely recognised. -
School Leadership Under Apartheid South Africa As Portrayed in the Apartheid Archive Projectand Interpreted Through Freirean Education
University of Montana ScholarWorks at University of Montana Graduate Student Theses, Dissertations, & Professional Papers Graduate School 2021 SCHOOL LEADERSHIP UNDER APARTHEID SOUTH AFRICA AS PORTRAYED IN THE APARTHEID ARCHIVE PROJECTAND INTERPRETED THROUGH FREIREAN EDUCATION Kevin Bruce Deitle University of Montana, Missoula Follow this and additional works at: https://scholarworks.umt.edu/etd Let us know how access to this document benefits ou.y Recommended Citation Deitle, Kevin Bruce, "SCHOOL LEADERSHIP UNDER APARTHEID SOUTH AFRICA AS PORTRAYED IN THE APARTHEID ARCHIVE PROJECTAND INTERPRETED THROUGH FREIREAN EDUCATION" (2021). Graduate Student Theses, Dissertations, & Professional Papers. 11696. https://scholarworks.umt.edu/etd/11696 This Dissertation is brought to you for free and open access by the Graduate School at ScholarWorks at University of Montana. It has been accepted for inclusion in Graduate Student Theses, Dissertations, & Professional Papers by an authorized administrator of ScholarWorks at University of Montana. For more information, please contact [email protected]. SCHOOL LEADERSHIP UNDER APARTHEID SCHOOL LEADERSHIP UNDER APARTHEID SOUTH AFRICA AS PORTRAYED IN THE APARTHEID ARCHIVE PROJECT AND INTERPRETED THROUGH FREIREAN EDUCATION By KEVIN BRUCE DEITLE Dissertation presented in partial fulfillment of the requirements for the degree of Doctor of Philosophy in International Educational Leadership The University of Montana Missoula, Montana March 2021 Approved by: Dr. Ashby Kinch, Dean of the Graduate School -
Digital Gateway to Africa Cape Town's Creative Software Design and Development Sector
Digital gateway to Africa Cape Town’s Creative Software Design and Development sector Publication jointly compiled by Wesgro, City of Cape Town and PwC March 2013 ©Wesgro ©Wesgro 2 Digital Gateway to Africa March 2013 Foreword by the Executive Mayor of Cape Town It gives me great pleasure to present this publication to not only the people of Cape Town, but also South Africa and international investors and businesses. This unique publication on Cape Town’s Creative Software Design and Development sector, presents us with current trends and investment opportunities in the sector. The City of Cape Town collaborated with Wesgro and PwC in developing this brochure. We believe that partnerships like these are essential to achieve our goals of building, as articulated in the five key pillars of this administration namely; to build an opportunity city, a safe city, a caring city, an inclusive city and a well-run city. Information and Communications Technology (ICT) is one of the priority areas in the Integrated Development Plan. It is aligned to our goal of building an opportunity city that creates the enabling environment for economic growth and job creation to take place. It also has strong linkages to our plans to build a well-run city by using cutting edge technology to boost our capacity to deliver services efficiently. To this end the City is making considerable investment in infrastructure projects that will position Cape Town as a modern global city. These include the integrated rapid transport system that will, once completed, connect residents to centres and opportunities throughout the metro and the roll-out of broadband infrastructure that is expected to deliver major benefits to the economy of Cape Town. -
Apartheid Space and Identity in Post-Apartheid Cape Town: the Case of the Bo-Kaap
Apartheid Space and Identity in Post-Apartheid Cape Town: The Case of the Bo-Kaap DIANE GHIRARDO University of Southern California The Bo-Kaap district spreads out along the northeastern flanks of cheaper housing, they also standardized windows and doors and Signal Hill in the shadow of CapeTown's most significant topograplucal eliminated the decorative gables and parapets typical of hgher income feature, Table Mountain, and overlooks the city's business &strict. areas.7 While the some of the eighteenth century terraces exhibited Accordmg to contemporary hstorical constructions, the district includes typical Cape Dutch detads such as undulating parapets, two panel portals, four areas - Schotschekloof, Schoonekloof, Stadzicht and the Old and fixed upper sash and movable lower sash windows, the arrival of Malay Quarter, but none of these names appear on official maps (except the British at the end of the eighteenth century altered the style once Schotschekloof, which is the official name for the entire area).' The again. Typical elements of Georgian architecture such as slim windows, first three were named after the original farmsteads which were paneled double doors and fanlights, found their way into housing of all transformed into residential quarters, Schoonekloof having been social classes, includng the rental housing in the BO-K~~~.~At the end developed in the late nineteenth century and Schotschekloof and of the nineteenth century, new housing in the Bo-Kaap began to include Stadzicht during and immediately following World War 11.' pitched roofs, bay windows, and cast iron work on balconies and Schotschekloof tenements - monotonous modernist slabs - were verandahs, at a time when a larger number of houses also became the erected for Cape Muslims during the 1940s as housing to replace slums property of the occupant^.^ A dense network of alleys and narrow, leveled as a result of the 1934 Slum Act. -
City of Cape Town Profile
2 PROFILE: CITY OF CAPETOWN PROFILE: CITY OF CAPETOWN 3 Contents 1. Executive Summary ........................................................................................... 4 2. Introduction: Brief Overview ............................................................................. 8 2.1 Location ................................................................................................................................. 8 2.2 Historical Perspective ............................................................................................................ 9 2.3 Spatial Status ....................................................................................................................... 11 3. Social Development Profile ............................................................................. 12 3.1 Key Social Demographics ..................................................................................................... 12 3.1.1 Population ............................................................................................................................ 12 3.1.2 Gender Age and Race ........................................................................................................... 13 3.1.3 Households ........................................................................................................................... 14 3.2 Health Profile ....................................................................................................................... 15 3.3 COVID-19 ............................................................................................................................ -
Claude B. Ayo Chief Financial Officer, Enko Capital Claude Started His Career in 1991 with Ernst & Young France, Providing A
Claude B. Ayo Chief Financial Officer, Enko Capital Claude started his career in 1991 with Ernst & Young France, providing auditing, consulting, M&A and pre IPO services to international corporations in the banking, oil and gas and retail industries. In 2000, he returned to his home country and worked as an economic advisor and head of a national project at the ministry of economy and finance in Gabon. Claude joined the venture capital and private equity industry in 2008 and has since been living in South Africa, where he currently serves as the CFO of Enko Capital, a 50 million US Dollars fund focusing on Africa. Mr. Ayo holds a Bachelor degree from a French business school, an accounting qualification and an MBA degree from Harvard Business School. Philippe Bataille Director of the Indian Ocean Regional Office, Agence universitaire de la Francophonie Director of the office of the Indian Ocean AUF since March 2013, Philippe Bataille is an architect and doctor in urban geography. From 1997 to 2013 he was Director General of the National School of Architecture in Nantes (France). Within the same school, from 1990 to 1997, he was a teacher and researcher in a research laboratory, a laboratory which he contributed towards its creation. Before these functions in higher education, he worked as an architect in private agencies and public bodies . Christian Bellevenue Director of the local center of CIEP (Centre international d’études pédagogiques) in Reunion Island Christian Bellevenue is a senior executive of the French Ministry of National Education, Higher Education and Research. He was holding the position of an inspector in France for 10 years. -
Education Quality in South Africa and Sub
EDUCATION QUALITY IN SOUTH AFRICA AND SUB-SAHARAN AFRICA: AN ECONOMIC APPROACH By Nicholas Spaull March 2015 Thesis presented for the degree: Doctor of Philosophy (Economics) Supervisor: Professor Servaas van der Berg University of Stellenbosch | Department of Economics 1 Stellenbosch University https://scholar.sun.ac.za DECLARATION By submitting this dissertation electronically, I declare that the entirety of the work contained therein is my own, original work, that I am the sole author thereof (save to the extent explicitly otherwise stated), that reproduction and publication thereof by Stellenbosch University will not infringe any third party rights and that I have not previously in its entirety or in part submitted it for obtaining any qualification. Copyright © 2015 Stellenbosch University All rights reserved Notwithstanding the above, the following chapters of the present work have been submitted for publication and subsequently accepted. The publication of these articles does not infringe upon my right to use these articles in this dissertation or to publish the completed dissertation via Stellenbosch University’s SunScholar portal. These publications are listed in full below: Chapter 1: Spaull, N., (2013). Poverty & Privilege: Primary school inequality in South Africa. International Journal of Educational Development. Vol. 33, p.436–447. Chapter 3 Spaull, N., and Kotze, J. (2015). Starting behind and staying behind in South Africa: The case of insurmountable learning deficits in mathematics. International Journal of Educational Development. Vol 41 (March) pp12-24 Chapter 4: Spaull, N., Taylor, S., (2015). Access to what? Creating a composite measure of educational quantity and educational quality for 11 African countries. Comparative Education Review. -
South Africa)
THE STRATEGIC ROLE OF SOFTWARE DEVELOPMENT WITHIN THE SOFTWARE INDUSTRY OF THE WESTERN CAPE (SOUTH AFRICA) by Michael John Norman A thesis submitted in fulfilment of the requirements for the degree of Doctor of Philosophy in the Faculty of Science Department of Computer Science UNIVERSITY OF THE WESTERN CAPE Supervisor: Professor IM Venter Co-supervisor: Professor JM Blackledge Cape Town March 2016 Declaration of Authorship I declare that The strategic role of software development within the software industry of the Western Cape (South Africa) is my own work, that it has not been submitted for any degree or examination in any other university, and that all the sources I have used or quoted have been indicated and acknowledged by complete references. Signed: Date: 15 March 2016 ii Abstract Africa’s mobile phone penetration has surpassed that of the United States of America and information communication technologies, according to the World Bank, contribute more to its gross domestic product than the global average. What has been the enabling environment for the development of software and mobile applications to sustain this information revolution? India, an affiliate of the family of economic nations consisting of Brazil, Russia, China and South Africa, has enjoyed remarkable success as a software developing country and thus could provide some guidelines in this respect. Ireland on the other hand, as a developed country, has also established a successful software industry. In this thesis, the key initiatives taken by both India and Ireland to establish their software industries were investigated. A grounded research approach, incorporating case studies of India, Ireland and South Africa, using a content analysis approach, was used to analyse cited literature about software development in these countries.