Integrated Annual Report 2013/14 Executive Summary

INTEGRATED ANNUAL REPORT 2013/14 EXECUTIVE SUMMARY

THE CITY OF CAPE TOWN’S VISION AND MISSION

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

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

THE OPPORTUNITY CITY

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

THE SAFE CITY

Pillar 2: Make Cape Town an increasingly safe city.

THE CARING CITY

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

THE INCLUSIVE CITY

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

THE WELL-RUN CITY

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

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

About this annual report

The 2014 City of Cape Town annual report offers stakeholders and interested parties a comprehensive overview of the operations, activities and performance of the City of Cape Town for the 2013/14 financial year. This executive summary is intended to provide readers with a quick view of the content of the full report. As such, it should be read in conjunction with the full 2014 annual report, as well as the City’s other reports and plans, particularly its five-year Integrated Development Plan (2014 review). For easy access to information, this executive summary includes cross-references to all detailed information contained in the full version of the report.

executive summary of the INTEGRATED Annual Report | 2013/14 CONTENTS

Message from the Executive Mayor of Cape Town 2 Statement by the City Manager 3

OVERVIEW OF THE CITY OF CAPE TOWN 5

GOVERNANCE, COMPLIANCE AND RISK MANAGEMENT 9

2013/14 PERFORMANCE REVIEW 13 SFA 1 – The opportunity city 14 SFA 2 – The safe city 20 SFA 3 – The caring city 22 SFA 4 – The inclusive city 26 SFA 5 – The well-run city 28

SUMMARISED REPORT BY THE CHIEF FINANCIAL OFFICER 31

executive summary of the INTEGRATED Annual Report | 2013/14 1 MESSAGE FROM THE Executive Mayor

We have achieved a great deal. We took an electoral With the five pillars as our guide, we will help take Cape manifesto and turned it into a development plan. The Town to the next level of government in South Africa and Integrated Development Plan maps out our goals, plans make progress possible, together. and ambitions for the remainder of this term, which is already well under way. It has been complemented by our medium-term Economic Growth Strategy and Social Development Strategy.

Ald. PATRICIA DE LILLE I believe that we have achieved something quite unique in Executive Mayor of Cape Town local government in South Africa and, in fact, what national The City performed legislation actually intended: the complete alignment of well in the 2013/14 democratic will with a programme of government. financial year. Cape Town is maintaining its excellent record of But having put in place this great plan, we need to know high-quality service that it is working, which is the function of the annual report. delivery and being We need to see the outcomes that we are delivering to responsive to the needs the people, for their own benefit and for our own progress of its citizens. Through reports. it all, we have managed our resources in such a way that we ensure our continuing success and proudly obtained a clean audit from the Auditor-General.

2 executive summary of the INTEGRATED Annual Report | 2013/14 executive summary of the INTEGRATED Annual Report | 2013/14 3 STATEMENT by the City Manager

While financial prudence and an ability to attract The City of Cape Town remains 100% committed to investment are key to this outcome, we at the City of building and reinforcing this enabling environment, Cape Town only consider ourselves truly successful if we because that is the only way we can ensure continued are making a tangible and lasting contribution towards economic growth that creates more jobs, provides a better helping individuals, communities and businesses in Cape life for all, and makes real progress possible – together. Town realise the futures they desire for themselves.

The promise of the new City of Cape Town corporate identity is “Making progress possible. Together”. It’s a promise that speaks to the City’s commitment to work The City of Cape with its citizens and stakeholders. It also reflects the ACHMAT EBRAHIM Town doesn’t City’s commitment to assist in empowering all Cape Town City Manager measure its success citizens to capitalise on opportunities and take control of by financial turnover their lives and destinies. or profitability. The true measure of its Over the past year, our progress has been bolstered effectiveness is the through the finalisation of the City’s Social Development extent to which it Strategy and Economic Development Strategy, as well is able to assist in as the ongoing refinement of an effective transversal transforming the lives management approach. This has certainly enabled us to of the people of Cape better position the City of Cape Town as the best-run metro Town. in South Africa, and the only one to have earned a clean audit this year, together with ten previous unqualified audits. This clearly provides a sound basis for taking the City to the next level.

2 executive summary of the INTEGRATED Annual Report | 2013/14 executive summary of the INTEGRATED Annual Report | 2013/14 3

O vervie w o f t h e C o ity f C T ape o w n

SUMMARISED REPORT BY 2013/14 GOVERNANCE, COMPLIANCE OVERVIEW OF THE CHIEF FINANCIAL OFFICER PERFORMANCE REVIEW AND RISK MANAGEMENT THE CITY OF CAPE TOWN Cape Town’s popularity as a preferred residential location has meant steady growth in the city’s population. This growth Cape Town is the oldest trend is expected to continue for the foreseeable future, with the city’s total population anticipated to reach approximately city in South Africa 4,4 million by 2030. and the country’s legislative capital. It All of these factors create significant challenges for the city’s infrastructure and administrative processes. These challenges has the second-largest include the following: population of all cities in the country, and is Demographics Cape Town’s total population grew by almost 30% between 2001 and 2011. A substantial one of the most-visited proportion of new households take the form of informal shelter, either in informal tourist destinations settlements or backyard dwellings. on the entire African continent. Health While HIV prevalence in Cape Town is stabilising, it is still at a high level. The 2010 antenatal survey showed an HIV prevalence of 19,1% in Cape Town. TB incidence often coincides with HIV/Aids prevalence.

Education According to the Statistics South Africa General Household Survey (GHS) 2011, approximately 50% of the total population in Cape Town aged 20 years and older had had less than 12 years of schooling. Around 7% were considered functionally illiterate and 1,2% had never attended an educational institution.

Poverty Poor households and residents predominantly struggle with unemployment and lack of income. According to the GHS 2011, 35,7 % of Cape Town households reported a monthly income of up to R3 500 (the poverty line used by the City of Cape Town).

Crime Drug crimes and murder are among the most frequently occurring serious crimes in Cape Town, and have a higher incidence in Cape Town than in the other major metros.

The City is committed to increase opportunities through the creation of an economically enabling environment in which investments can be optimised and jobs created.

6 executive summary of the INTEGRATED Annual Report | 2013/14 executive summary of the INTEGRATED Annual Report | 2013/14 7 6 e x ec u s tive u mma r INTEG the y of R ATED A ATED nn u a l Repo r t |2013/14 Three of the City of Cape Town’s most significant responses to these and other challenges are as follows: as are challenges other and these to responses significant most Town’s Cape of City the of Three manner. equitable and integrated asustainable, in growth urban on guidelines offers Framework Development Spatial Town Cape The Strategy (EGS) Growth Economic (CTSDF) Framework Spatial Development Town Cape The Strategy (SDS) Strategy Social Development spatial plans guide new investment, give effect to the principles and priorities of the City’s development development City’s the of priorities substrategies. and strategies of and set defined its of future. aclearly by principles achievement the underpinned is and City’s the to in the objectives, fundamental is grow to CTSDF The sustainability should intervention. Town effect strategic for Cape areas give priority where identify and and investment, how strategies, on new guide guidelines offer plans plans spatial These district associated and CTDSF The development, viewing the organisation as an integrated whole where each directorate has a role in facilitating social social facilitating in arole has development. directorate each where whole integrated an as organisation social to the viewing approach development, atransversal development. adopts and EGS the to social connected closely is SDS maximising The participation and the for development. own their in providing while promoting people of ills, in social and role inequality poverty, addressing on administration’s afocus is the strategy this of core the At articulates SDS Town’s Cape of City The to order in to do to Town. Cape needs of City people the the for what benefits identifies maximise crucially, and, bring these opportunities and to aims City challenges the the how to outlines respond EGS The ahead. years the in Town Cape facing challenges fundamental most the to response The principal objective of the City of Cape Town’s EGS is to grow the economy and create jobs. It presents the City’s e x ec u s tive u mma r INTEG the y of R ATED A ATED nn u a l Repo r t |2013/14 7

SUMMARISED REPORT BY 2013/14 GOVERNANCE, COMPLIANCE OVERVIEW OF THE CHIEF FINANCIAL OFFICER PERFORMANCE REVIEW AND RISK MANAGEMENT THE CITY OF CAPE TOWN

GOVERNANCE, COMPLIANCE AND RISK MANAGEMENT

SUMMARISED REPORT BY 2013/14 GOVERNANCE, COMPLIANCE OVERVIEW OF THE CHIEF FINANCIAL OFFICER PERFORMANCE REVIEW AND RISK MANAGEMENT THE CITY OF CAPE TOWN The Mayoral Committee of the City of Cape Town as at 3 December 2014. Seated, from left: Ald Anthea Serritslev (Chief Whip), Ald Ian Neilson (Executive Deputy Mayor and Mayco member for Finance), Executive Mayor, Ald Patricia de Lille, and Ald Dirk Smit (Speaker). Standing, from left: Ald Belinda Walker (Mayco member for Community Services and Special Projects), Cllr Benedicta van Minnen (Mayco member for Health), Cllr Siyabulela Mamkeli (Mayco member for Human Settlements), Cllr Brett Herron (Mayco member for Transport for Cape Town), Ald Jean-Pierre (JP) Smith (Mayco member for Safety and Security), Cllr Johan van der Merwe (Mayco member for Economic, Environmental and Spatial Planning), Cllr Garreth Bloor (Mayco member for Tourism, Events and Economic Development), Cllr Suzette Little (Mayco member for Social Development and Early Childhood Development), and Cllr Xanthea Limberg (Mayco member for Corporate Services). Absent: Cllr Ernest Sonnenberg (Mayco member for Utility Services). The City’s governance structures The City of Cape Town was one of the first municipal entities to take several important measures to ensure effective governance. These included the following: • The formation of the Municipal Public Accounts Committee (MPAC) • The institution of an anti-corruption hotline • The formal adoption of the King Code of Governance Principles for South Africa, 2009 (King III) • The development of a combined assurance framework

The model below depicts the political governance arrangements of the City of Cape Town:

GOVERNANCE: COUNCIL

Executive Mayor

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

Disciplinary Committee SPELUM Utility Services

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

Energy and Climate Change Safety and Security Urban Regeneration

Community Services Section 80 committees

Health Naming

Human Settlements Special Events

Homeless Agency (Homac)

Speaker Tourism, Events and Marketing

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

Transport for Cape Town

Subcouncils Section 166 MFMA

Ward committees Audit Committee

Section 62 MFMA Regulations SAPS Act

Planning and General Appeals Committee Budget Steering Committee Civilian Oversight Committee

Figure 2.1: City of Cape Town’s governance structure

10 executive summary of the INTEGRATED Annual Report | 2013/14 executive summary of the INTEGRATED Annual Report | 2013/14 11 10 e x ec u s tive u mma r INTEG the y of R ATED A ATED nn u a l Repo r t |2013/14 Figure 2.2: City of Cape Town’s Executive Management Team structure Team Management Executive Town’s Cape of City 2.2: Figure Resident’s public transport scores have shown a significant improvement from 2012/13. from improvement asignificant shown have scores transport public Resident’s Com is structure below: out set as administrative senior structure Town’s Cape of political City The elected year. its each IDP with the in aligned outlined as objectives, strategic its achieve to drive City’s the leads EMT The The E Internal Audit Internal unit Compliance Risk Management Forensic Services Forensic CORPORATE SERVICES ceplian and A xe UTILITY SERVICES UTILITY c u tive Manage SOCIAL DEVELOPMENT AND EARLY C ECONOMIC, ENVIRONMENT AND SPATIAL PLANNING uxiliary S D improve the effectiveness of risk management, control and governance processes. processes. governance and control the management, and risk of helps evaluate to It approach effectiveness the operations. disciplined improve City’s asystematic, the through objectives improving its and accomplish to value organisation adding towards geared and services, assurance objective advisory independent, provide to mandated is Audit Internal charter, its Through actions to be taken to mitigate risks in a cost-effective manner. acost-effective in risks on mitigate advise to to as well taken as be to controls actions current to mapped are assurance factors reasonable provide to contributing their and strives It risks key the that objectives. strategic core City’s the to relating management and risks alignment key of consistent ensures Department (IRM) Management Risk Integrated The the implementation of proactive anti-fraud/corruption policies and prevention measures. prevention and policies anti-fraud/corruption proactive of issues City implementation any of the of part drives It the also respect Town. of Cape on to City the in provider negligence or service supplier and service contractor, or any agent, forensic employee, maladministration reactive corruption, a fraud, provides significant to Department relating Services Forensic City’s The escription m t en COMPLIANCE AND AUXILIARY m Tea es (Cces ervi e x ec SERVICES F INANCE (This office ceased to exist on 4 December 2013) December on4 exist to ceased office (This u ( s tive E EXECUTIVE MANAGEMENT TEAM MT) u H mma AS ILD DEPUTY CITY MANAGER CITY DEPUTY ) H r OOD DEVELOPMENT INTEG the y of CITY MANAGER COMMUNITY SERVICES COMMUNITY R ATED A ATED H EALT nn H u a l Repo r t |2013/14 TRANSPORT F TRANSPORT TOURISM, EVENTS AND AND EVENTS TOURISM, SA HUMAN SETTLEMENTS F ETY AND SECURITY AND ETY MARKETING OR CAPE TO CAPE OR on page: annual report 2014 full in details More 26 27 27 W N 11

SUMMARISED REPORT BY 2013/14 GOVERNANCE, COMPLIANCE OVERVIEW OF THE CHIEF FINANCIAL OFFICER PERFORMANCE REVIEW AND RISK MANAGEMENT THE CITY OF CAPE TOWN

SFA 5 – The well-run city well-run 5–The SFA city inclusive 4–The SFA city caring 3–The SFA city safe 2–The SFA city opportunity 1–The SFA 2013/14 PER F ORMANCE REVIE W 28 26 22 20 14

SUMMARISED REPORT BY 2013/14 GOVERNANCE, COMPLIANCE OVERVIEW OF THE CHIEF FINANCIAL OFFICER PERFORMANCE REVIEW AND RISK MANAGEMENT THE CITY OF CAPE TOWN STRATEGIC FOCUS AREA 1

THE OPPORTUNITY CITY Creating an environment in which Key opportunity city achievements in 2013/14 investment can grow • Named top municipality in the 2014 African Utility Week awards and jobs can be created, • Won Recycling Municipality of the Year award is a key mission of the City of Cape Town • Spent 80,23% of its capital budget • Finalised 83,64% (2012/13: 80,7%) of building plans within statutory timeframes • R2,91 billion (2012/13: R2,6 billion) invested in repairs and maintenance • Created 38 303 EPWP job opportunities • Green Drop score of 89,23% – good increase from 86,80% in 2011 and 82% in 2009 • Achieved 98,14% for Blue Drop water quality awards • 7,7 million passenger trips taken on the MyCiTi public transport system

The Hout Bay dune management plan involves reshaping, planting and stabilisation of the dune system affected by urban development.

14 executive summary of the INTEGRATED Annual Report | 2013/14 executive summary of the INTEGRATED Annual Report | 2013/14 15 14 e x ec u s tive u mma r INTEG the y of R ATED A ATED nn u a l Repo r t |2013/14 OBJECTIVE 1.1: CREATE AN ENAB AN 1.1: CREATE OBJECTIVE actions and Programmes 1.1(d): 1.1(b): 1.1(a): 1.1(c): such as oil and gas and oil as such catalytic sectors, of promotion and Identification programme (EDP) Partnership Development Economic Cape Western (Activa) programme centre Small-business programme Events P Wesgro’s investment promotion services resulted in the attraction of R722 400 000 in direct direct in 000 400 R722 of attraction the in jobs. 468 of resulted creation the and services investments, promotion investment Wesgro’s Working with Wesgro investment to attract incentives. Atlantis, of in apilot array as an with introduced was investment initiative This area. attract metro and the in nodes stimulate to economic tool key additional a in as Policy Incentives Investment an approved City The incentives through investment business Encouraging by delivering houses, roads, clinics, and basic infrastructure to ensure that the lights are on and the residents. the and on are city’s the lights all the for that running is ensure to water infrastructure basic and clinics, lives roads, people’s to houses, difference delivering by fundamental and billion areal R5,617 makes its of expenditure 80,23%, or capital This billion, budget. R4,502 capital record a spent City the year, financial 2013/14 the For investment Attracting • • of • set clear a with along • ensure: to agreement together working funding EDP the and City the see will three-year that a deliverables approved Council 2013, December In The City’s Activa initiative also implemented an entrepreneurship and employment support support employment and entrepreneurship an and programmes tools, throughevents online a and one-stop telephone portal number. implemented Town’s products, align to and also information Cape shared to access of provide to initiative ecosystem development Activa and City’s promotion The the in enterprises. million medium-sized to small R12,3 existing of support in and almost entrepreneurs invested City The Stimulating entrepreneurship • • • • • • • the including bodies, following: sector several and Wesgro with partnership in undertaken are Programmes • • • • identified has City the economy, • local the of development and as critical: development in sectors the following catalytic growth the stimulate to order In for programmes and IDP strategy. City’s actions the development and of growth part key the as such integral an areas, processes, form will broader and and Town, focus Cape in development strategic tourism has future principles, City targeted The guiding Town. outlines It Cape of 2005. of development economic broader the of developed a Tourism new building draft Development Framework (TDF), on the previous framework component key a is Tourism Economic development through tourism in communities local Committee. Events the Special by guided was established newly the events and in Policy Events investment approved City’s newly the which in first the was year financial 2013/14 The a as reputation enviable the city the earned has events destination. premier events hosting in success Town’s Cape of City The rogress androgress achievements

L delivery on the Western Cape investment framework. investment Cape Western the on delivery and intelligence; and information performance economic initiatives; strategic for support to decision-makers; access quality Supporting urban agriculture urban Supporting (SAOGA) Alliance Gas and Oil African South Clotex (CTFC) Council Fashion Town Cape (CITI) Initiative Technology Information Cape (CCDI) Institute Design and Craft Cape (BPeSA) Africa South Enabling Process Business events and Tourism waste and wind sun, the from energy including economy, green The technology medical sectors and Health retail and finance the in offices head of location the and Agro-processing boat-building and repair ship gas, and oil Marine, ING ENVIRONMENT TO ATTRACT INVESTMENT THAT GENERATES ECONOMIC GROWTH AN GROWTH ECONOMIC GENERATES THAT INVESTMENT ATTRACT TO ENVIRONMENT ING e x ec u s tive u mma r INTEG the y of R ATED A ATED nn u a l Repo r t |2013/14 JOB CREATION D JOB on page: annual report 2014 full in details More 40 40 38 35 40 36 15

SUMMARISED REPORT BY 2013/14 GOVERNANCE, COMPLIANCE OVERVIEW OF THE CHIEF FINANCIAL OFFICER PERFORMANCE REVIEW AND RISK MANAGEMENT THE CITY OF CAPE TOWN More details in full 2014 Programmes annual report and actions Progress and achievements on page:

1.1(e): Planning and In the 2013/14 financial year, 83,64% of building development applications submitted to the City 41 regulation were finalised within the agreed timeframes (against a target of 82%). programme To help meet the steadily growing demand, the City implemented a new electronic management system for the submission of development applications. New Cape Town zoning scheme proves more efficient A new Cape Town Zoning Scheme (CTZS) was implemented in 2013. In its first year of implementation, the new zoning scheme has proven 26% more efficient than the old schemes.

1.1(f): Development of a The City aims to utilise economic opportunities by promoting and facilitating the development of 42 ‘green’ economy green industries in Cape Town, marketing our competitive advantages, and developing eco-tourism. During 2013/14, a framework for the City’s approach to the green economy was developed and accepted by the economic cluster. Key green economy projects in 2013/14 included the following: • Hout Bay dune management • Invasive alien species clearing programme • Solar water heater programme

1.1(g): City Development Transversal working groups have been established in the social and economic clusters. These are 42 Strategy taking the long-term strategy and planning work forward, as mandated by the City Development implementation Strategy.

OBJECTIVE 1.2: PROVIDE AND MAINTAIN ECONOMIC AND SOCIAL INFRASTRUCTURE TO ENSURE INFRASTRUCTURE-LED ECONOMIC GROWTH AND DEVELOPMENT

1.2(a): Fibre-optic network During the year under review, the first phase of the City’s broadband project was completed with a 43 programme total of 350km of fibre-optic cable installed in the City’s own duct network.

As part of its commitment to building an opportunity city, the City of Cape Town has set aside R222 million over the next three years towards the R1,3 billion required for the proposed roll-out of broadband infrastructure throughout the metro. This is in addition to the R51 million allocated and spent in the past financial year.

Harnessing spare broadband capacity 43 Spare capacity rendered by the broadband network is being made available to third-party licensed network operators. This enables businesses to utilise high-speed telecommunications infrastructure for access to converged services and internet connectivity.

Offering WiFi to poor communities 43 The City’s fibre-optic cables provide the backbone of wireless networks now being tested in Khayelitsha and Mitchells Plain.

1.2(b): Maintenance of The City of Cape Town prioritises repairs and maintenance. In this regard, the City spent a record 43 infrastructure R2,91 billion on repairs and maintenance in the 2013/14 financial year.

1.2(c): Investment in A comprehensive public infrastructure plan is being developed, which will set out a consistent, long- 43 infrastructure term development path by using public infrastructure investment and partnerships as platforms and catalysts to enable economic growth. In the year under review, the City made significant progress with investing in infrastructure risk areas in Cape Town. The City’s 2014/15 capital expenditure budget is focused extensively on infrastructure development, such as utility services and transport. The allocation of just more than R4,517 billion represents 72,7% of the total budgetary allocation for the 2014/15 financial year. In the 2014/15 budget, the renewal of existing assets equates to R2,638 billion, or 42,5% of the total 2014/15 capital budget, while new assets represent R3,573 billion, or 57,5%. In the 2013/14 financial year alone, 55 418 metres of water reticulation mains were replaced. Approximately R84 million (or 99,2% of capital expenditure) was spent on vehicle replacement.

Electricity services 46 Access to electricity services is achieved through the demand-driven capital programme funded through developers’ contributions for non-subsidised housing. Subsidised housing is funded through the electrification plan.

16 executive summary of the INTEGRATED Annual Report | 2013/14 executive summary of the INTEGRATED Annual Report | 2013/14 17 16 e x ec u s tive u mma r INTEG the y of R ATED A ATED nn u a l Repo r t |2013/14 1.2(d): 1.2(d): 1.3(b): 1.3(b): 1.3(a): OBJECTIVE 1.3:OBJECTIVE PROMOTE A SUSTAINAB and actions actions and Programmes water andwater energy as such resources, scarce of utilisation Sustainable (EPWP) Programme Works Public Expanded strategy management demand water and conservation Water facilities, and all retrofitted buildings have been equipped with energy management systems. management energy with equipped been have buildings buildings six retrofitted all and another facilities, City-owned with large in most installed been have buildings, large 80 smart-meters than More 18 in retrofitted. being retrofits currently comprehensive completed has City The water Managing the own City’s energy impacts solar in million R42 than more employment. of years 67 job contributed about has created has and economy the to programme heaters the programme. 2013, heater in water solar launch its high-pressure Since residential its launched City the 2013, November In Encouraging energy efficiency As a result of the City’s commitment, the number of job opportunities created via the EPWP has has EPWP the via created Africa. opportunities South in city job other any of than more – 303 38 to number the significantly increased commitment, City’s the of result a As city. caring and opportunity an into Town Cape turning of areas focus outcomes strategic its these to beyond go to effect give to seeks and EPWP, the of outcomes the to itself committed has City The • • • Waste • National the of hierarchy Highlights for 2013/14 management waste the landfills. to sent to waste minimising of away as (NWMS) subscribes Strategy Town Management Cape of City The Waste management • • • • following: • the included 2013/14 in efforts conservation water key City’s The wastage and demand water Reducing • • • following: the included year financial 2013/14 the during initiatives Notable Department Management plan. conservation is Resource a fine-scale which (BioNet), network Environmental biodiversity the City’s to implement continued the (ERMD) year, financial 2013/14 the During while biodiversity, Conserving our biodiversity: natural capital unique Town’s years. five Cape next the for planned been have managing a end, initiatives To this and and service. projects key of number ecosystem avital conserving perform that spaces to community as areas natural promoting committed is City The P • • • • Highlights in 2013/14 stations pump water 82 has also City reservoirs. The 120 water and km. 353 10 approximately of network reticulation supply a and water works treatment 12 supply includes water infrastructure sanitation and water City’s The Water and sanitation services • • • • 2013/14 in initiatives and projects Key rogress androgress achievements

Constructed and commissioned a new northern region landfill site landfill region northern anew commissioned and Constructed Faure and Swartklip at sites landfill old Rehabilitated meet fleet to management waste solid key emissions replaced gas and Upgraded greenhouse reduce to order objectives in change climate project gas landfill of Implementation Ongoing replacement of piping in water and sewerage networks networks sewerage and water in piping of replacement Ongoing services and access sanitation to improvements Continued project assessment perception consumer education water The Fisantekraal and Ravensmead Machel, Samora in leak-fixing and Retrofitting leaks losses, internal water and system bursts pipe reduced sustainably that projects management pressure minor and Major (CIP) Plan Implementation Conservation Strandveld Southeast Metro The Partnership Catchment Coastal Dassenberg The banking land through facilitation Development A total of 29 836 metres of sewer reticulation mains replaced mains reticulation sewer of metres 836 29 of A total replaced mains reticulation water of facilities 418 55 metres of A total treatment wastewater City’s the of quality and functioning the for score Drop Green 89,23% Achieved and management water demand conservation water initiatives for award sector water Affairs Water of Department the Won Athlone-Philippi overhead line undergrounding upgrade main substation Gugulethu station switching Road Koeberg Ongoing electrification L E ENVIRONMENT THROUGH THE EFFICIENT UTI e x ec u s tive u mma r INTEG the y of R ATED A ATED L ISATION OF RESOURCES nn u a l Repo r t |2013/14 51 55 55 54 54 54 53 44 on page: annual report 2014 full in details More 17

Water reuse 56 At present, about 70% of all the water used in Cape Town is channelled into the City’s sewer networks as wastewater. The City has already expanded its treated-effluent capacity to an estimated 4 935 Mℓ/month, which fully treated wastewater is supplied to various customers at a reduced cost. The City also utilises this treated water for street-cleaning and watering of the Company’s Garden in the city centre. This has resulted in substantial potable water savings for the City, as well as financial savings for consumers.

Conserving the City’s water 56 In the year under review, the City successfully reduced its overall water loss to 14,5%. This is less than all other metros in the country, which maintain a combined average water loss of 29,7%.

OBJECTIVE 1.4: ENSURE MOBILITY THROUGH THE IMPLEMENTATION OF AN EFFECTIVE PUBLIC TRANSPORT SYSTEM

1.4(a): Public transport Comprehensive Integrated Transport Plan approved 57 programme In December 2013, Council approved the City’s Comprehensive Integrated Transport Plan (CITP) 2013 – 2018. The CITP is the strategic plan and roadmap for achieving the new transport agenda in Cape Town, which aims to facilitate a major shift from the old multi-operator approach to one that focuses on integrated transport for the benefit of all commuters.

Making accessible transport a reality for all 57 In moving towards an IPTN for Cape Town, the City recently completed the IPTN Plan, outlining the network of public transport routes that are planned to serve Cape Town in the future. The plan is the first of a suite of documents relating to the IPTN, and will be followed by the operations plan, the implementation plan and the business plan in 2014 and 2015.

Maintaining Cape Town’s road infrastructure 58 The Cape Town network comprises 9 819 km of roads and streets, as well as approximately 1 850 bridges and other ancillary elements, such as subways, retaining walls, guardrails, footways, cycle ways, signs and sign gantries. 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. Major upgrades in the year under review included the following: • Main Road reconstruction – Muizenberg to Clovelly • Ou Kaapse Weg/Steenberg Rd intersection improvement • AZ Berman, Mitchells Plain, rehabilitation • Spine Road Mitchells Plain, rehabilitation • Eisleben, Mitchells Plain, rehabilitation • Otto du Plessis, Melkbosstrand, rehabilitation • Glencairn expressway • Swartklip Road • Mission Grounds, Sir Lowry’s Pass Village • Concrete road upgrades in Gugulethu, Heideveld, Bonteheuwel and Manenberg

1.4(b): Rail service An investigation was undertaken into the requirements to construct and implement services on the 59 improvement Blue Downs rail corridor as approved by Council in September 2012. This was subsequently approved and upgrade by the Passenger Rail Agency of South Africa (PRASA) for implementation. programme PRASA has also given approval to proceed with the construction of Bloekombos Station in Kraaifontein East. Council endorsed and approved this initiative in June 2014.

1.4(c): Bus rapid transit The adoption of the IPTN Plan by Council on 25 June 2014 has given the necessary direction to 59 (BRT) programme proceed with the more detailed planning and design of phase 2A of the City’s BRT system, which will be a MyCiTi service along the Wetton Lansdowne corridor. MyCiTi passenger numbers show steady increase Since the MyCiTi bus service was first implemented, the City has invested R4,6 billion in this vital service to the people of Cape Town. From the launch of the MyCiTi system to the end of June 2014, an estimated 15 152 715 passengers have travelled on the MyCiTi buses. In the 2013/14 financial year, MyCiTi added services within the Cape Town inner city, now servicing Salt River, Gardens, Vredehoek and Oranjezicht as well as Sea Point, Camps Bay and as far as Hout Bay.

18 executive summary of the INTEGRATED Annual Report | 2013/14 executive summary of the INTEGRATED Annual Report | 2013/14 19 18 e x ec u s tive u mma r INTEG the y of R ATED A ATED nn u a l Repo r t |2013/14 1.5(a): 1.5(a): 1.6(a): 1.6(a): AVAI OF USE THE MAXIMISE 1.6: OBJECTIVE OBJECTIVE 1.5: L OBJECTIVE 1.4(e): 1.4(e): 1.4(d): actions and Programmes 1.4(f): 1.4(f): programme reform Institutional investigation assets strategic City opportunities training external other create and apprentices train to used funding EPWP and (SETA) authority education and Sectoral systems programme systems transport Intelligent programme management demand Travel EVERAGE THE CITY’S ASSETS TO D TO ASSETS CITY’S THE EVERAGE In addition, the City made history by obtaining the signatures of both unions in respect of the the of respect in unions both of signatures the obtaining by 15. 14 and plans skills history workplace made City the addition, In bursaries. external and apprentices external 487 1 students, of providing by consisting opportunities opportunities, external 900 creating of target its exceeded has City The posts vacant for apprentices of Training 112 2 with review, under period the in granted. implemented bursaries were internal and interventions technicians training 358 and 1 of 860) total (6 A stream clerical the are were 802). (3 place year professionals took financial associate 2013/14 training the most of where start the categories at set targets the significantly exceeded. review, Altogether 72,58% of the under total training budget was spent.The period occupational the During management asset cycle. life full their immovable-property over assets an property of immovable of performance- and portfolios managing measuring including development practice, best the international towards incorporate will that framework working is City The P • • • • • • • • • • been have reforms achieved: been has institutional following the To date, ongoing place. taking (TCT), Town Cape for Transport of establishment the Since National African South the as well as Province the (SANRAL). City, Limited the Agency by Roads supported contract part as continued multi-year a system traffic of management central freeway Town Cape City’s the of the to roll-out The upgrade system. control substantial signal a of completion the saw year financial 2013/14 The • • • • • • • • • • • • • Atlantis • • NMT programme: citywide the 2of part under completed been have projects NMT following the To date, facilities (NMT) transport non-motorised with of progress end Continued the further at was approved Plan which year. 2007, financial 2014/15 Transport the in in Strategy TDM Integrated the updating be Strategy will City Comprehensive The 2013. (TDM) the of 8 Management chapter Demand by Travel developed a developed City The Travel Demand Management Strategy review rogress androgress achievements

New TCT brand completed brand TCT New constituted Committee TCT and Planning Service Bus Intermodal Arrow Golden Province, between signed understanding of Memorandum finalised agreements agency Two finalised agreements contract Two loaded and completed organograms Eight staff senior TCT of Appointment completed plans project various and matrix plan Action developed strategy long-term TCT operating now and gazetted 2013, of 7208 No Bylaw Constitution, TCT’s Rondebosch Common Common Rondebosch III phase Road Main Delft II phase Road Belhar/Delft I phase Road Main Delft Gugulethu in NY3 and NY1 Retreat in Boulevard Concert roads Victoria and Waal De Plain Mitchells in Road Merrydale Plain Mitchells in Parkway Weltevreden NMT area Langa Milnerton Drive, Democracy and Phoenix in Way Freedom city central to Station Bonteheuwel Road, Steenberg Military 2 1and phase Kraaifontein L e AB x ec L E FUN u RIVE ECONOMIC GROWTH AN GROWTH ECONOMIC RIVE s tive D ING AN ING u mma PROGRAMMES FOR TRAINING AN TRAINING FOR D PROGRAMMES r INTEG the y of D SUSTAINAB R ATED A ATED nn u L a E D l Repo EVE D SKI L r OPMENT t |2013/14 LL S D EVE L OPMENT on page: annual report 2014 full in details More 63 62 61 60 60 61 19

SUMMARISED REPORT BY 2013/14 GOVERNANCE, COMPLIANCE OVERVIEW OF THE CHIEF FINANCIAL OFFICER PERFORMANCE REVIEW AND RISK MANAGEMENT THE CITY OF CAPE TOWN STRATEGIC FOCUS AREA 2

THE SAFE CITY Key safe city achievements in 2013/14 • Reduced number of accidents at Cape Town’s five highest accident-frequency intersections • Significant improvement in the recovery of fine income owed to the City • 83% of emergency incidents responded to within 14 minutes from initial call • Melkbos Fire Station completed and now fully operational • 99,99% of Fire and Rescue Service’s capital budget spent • Hazard-specific plans formulated • Municipal Disaster Risk Management Plan updated and revised • Numerous emergency exercises successfully conducted

Early childhood development forms an important part of the City’s social development offering.

20 executive summary of the INTEGRATED Annual Report | 2013/14 executive summary of the INTEGRATED Annual Report | 2013/14 21 20 e x ec u s tive u mma r INTEG the y of R ATED A ATED nn u a l Repo r t |2013/14 OBJECTIVE 2.1: EXPAN OBJECTIVE actions and Programmes SERVICES TO A TO SERVICES 2.1(a): OBJECTIVE 2.2:OBJECTIVE RESOURCE D 2.3(a): 2.3(a): SPECIAL OBJECTIVE 2.3: ENHANCE INFORMATION- ENHANCE 2.3: OBJECTIVE OBJECTIVE 2.4: IMPROVE EFFICIENCY OF PO OF EFFICIENCY IMPROVE 2.4: OBJECTIVE 2.3(b): 2.4(a): 2.4(a): 2.5(b): 2.5(b): 2.5(a): AN SAFETY IMPROVE 2.5: OBJECTIVE complement staff operational in Increase and disorder crime prevent to capacity community Strengthen development resources human and Training driven policing driven and technology- information through efficiency Improved situations to emergency respond to capacity community Strengthen prevention crime Intelligent ISATION LL , ESPECIA D ING STAFF AN STAFF ING LL Y THE MOST VU MOST Y THE EPARTMENTS IN PURSUIT OF OPERATIONA OPTIMUM P months of intensive training. intensive of months underwent Unit Enforcement Law Environmental and Marine City’s the of members 2013/14, During capacity builds Unit Environmental and Marine up freed has which operations. stations, fire-fighting on the around concentrate to tasks fire-fighters maintenance trained out carry and the watch-rooms man station hydrants, fire fire clean and inspect to EPWP the through employed were control. resources under fires addition, In vegetation keep to employed were fire-fighters 120 seasonal 2013, of end the At Creating jobs while keeping people safe service. this for applications 800 nearly received has City the date, To officers. enforcement law to Enforcement Law Auxiliary was established allowThe Service City’s for the deployment of volunteer Law Enforcement Service Auxiliary City. the of areas specific in deployed been now have officials enforcement law sponsored privately During the 2013/14 financial year,for support this initiativecontinued to grow, and 186additional, fundedExternally member programme continues to grow combating drug-trafficking crimes in designated areas, such as Long Street in Cape Town. Cape in Street Long as such areas, designated in crimes in drug-trafficking effectiveness its combating raising of aim the with Team Task Drug a gang established City the 2013, of November In spots hot pilot seven areas. these in associated particularly identified crimes violent gangsterism, address with to plan a stakeholders devise to place in put was relevant process A City. of the in activities meeting a 2014, January In A plan to address gangsterism Intelligence-led operations led to the disruption of many dealing activities and 2 138 arrests for for arrests 138 2 and activities dealing many of disruption drug-relatedthe crimes. to led operations Intelligence-led 1617 premises. inspected Squad Vice City’s The 121 247) (1 issued fines the of Most fines. motorists. speeding traffic for 849 were 102 2 issued Department Services Traffic The trauma or medical were which of 201 19 incidents, 916 32 incidents. with dealt Service Rescue and Fire The City. the across offences bylaw for issued were citations 214 825 review, under period the During a with dealt Centre seconds 20 Communication within answered were Emergency which of 93% Public 115 550 of calls, total City’s the period, 2013/14 the during Also emergency of 83% to responded less. services or 14 minutes within response calls emergency City’s the review, under year the In communication better and response quicker to Committed review, the City allocated an additional R1,4 million to the programme as part of its adjustment adjustment its of part as programme the to million R1,4 budget. additional an allocated to City under year the helping the During in disorder. review, and crime effective prevent to prove communities to local of continues capacity the programme strengthen assistance watch neighbourhood City’s The 2011. in implemented first were courses the since training Directorate in-service Security and Safety valuable the this across staff received 369 2 now of have total A courses. policing metro and traffic in specialist its of 32 learners training basic the 2013 facilitated July and 2014, June City the Between fire damage in informal settlements. One key initiative is the re-blocking of informal settlements. informal of re-blocking the is initiative key One settlements. informal in damage fire of extensive risk the at minimising aimed solutions of engineering a range implemented has City The risks fire reduce helps cooperation Cross-directorate rogress androgress achievements SECURITY THROUGH PARTNERSHIPS THROUGH D SECURITY D CAPITA D RIVEN PO RIVEN L e L NERAB x ICING AN ICING ec RESOURCES IN PO IN L RESOURCES u s tive L E COMMUNITIES L ICING WITH IMPROVE WITH ICING EMERGENCY STAFF THROUGH EFFECTIVE TRAINING EFFECTIVE THROUGH STAFF D EMERGENCY u mma r INTEG the y of L ICING D ICING EPARTMENTS AN EPARTMENTS INFORMATION – GATHERING CAPACITY AN CAPACITY –GATHERING D INFORMATION R ATED A ATED L FUNCTIONA nn u EMERGENCY SERVICES TO PROVI TO SERVICES D EMERGENCY a l Repo L ITY r t |2013/14 D FUNCTIONA on page: annual report 2014 full in details More 65 65 66 66 67 67 67 D E IMPROVE L 21 D

SUMMARISED REPORT BY 2013/14 GOVERNANCE, COMPLIANCE OVERVIEW OF THE CHIEF FINANCIAL OFFICER PERFORMANCE REVIEW AND RISK MANAGEMENT THE CITY OF CAPE TOWN STRATEGIC FOCUS AREA 3

THE CARING CITY Key caring city achievements in 2013/14 • 3 655 EPWP jobs created by the Social and Early Childhood Development Directorate • Won two of the three available National Department of Public Works Komosa awards • 77,3% of transferred Urban Settlements Development Grant spent • 55 social development programmes implemented using ward allocation funding • Zero days when air pollution exceeded RSA ambient air quality standards • Achieved cure rate of 82% set for new smear-positive tuberculosis • 40 recreation hubs established • 2 028 water service points (taps) provided • 5 916 sanitation service points (toilets) provided • 4 391 subsidised electricity connections installed • 5 718 serviced-site housing opportunities provided • 3 651 top-structure housing opportunities provided • 1 046 rental units transferred to housing beneficiaries

The Integrated Human Settlements Five-Year Strategic Plan defines the current housing reality in Cape Town.

22 executive summary of the INTEGRATED Annual Report | 2013/14 executive summary of the INTEGRATED Annual Report | 2013/14 23 22 e x ec u s tive u mma r INTEG the y of R ATED A ATED nn u a l Repo r t |2013/14 3.2(b): 3.2(b): 3.2(a): INCREASE ENSURE 3.2: OBJECTIVE 3.1(a): 3.2(d): 3.2(d): 3.2(c): OBJECTIVE 3.1: PROVI OBJECTIVE actions and Programmes programmes development targeted of Number school sites and education in Province with Partner programme housing Innovative social issues social leverage to land and property Use programme settlements human Integrated D E ACCESS TO SOCIA TO E ACCESS land restitution and re-blocking). 718 and 5 of restitution land stock, total of rental a upgrade (including delivered and opportunities transferred housing other 2 and 048 directorates) its all of 3 651 structures top (for 77,3% sites, of (USDG) Grant total a Development spent Town Cape Settlements of Urban City the year, financial 2013/14 the During other and government of tiers stakeholders. different sector, corporate the non- organisations, programmes organisations, The governmental community churches, libraries. with and partnerships parks and centres, collaboration involve often multipurpose centres, recreation community fields, Community development programmes are offered at many of the City’s facilities, such as its sports communities Developing • • • • • various • its across achievements of number a social development programmes and areas, including focus delivered the following: City the year, financial 2013/14 the During to the in efforts process ongoing improvement review. under its year a business of undertook part As Directorate the Directorate. effective, and primarily relevant Development remain it, need Childhood who Early those to and Social development its childhood through early and services social provides City The offering development social City’s the Enhancing The City continues to partner and collaborate with Province’s Department of Education for the the for Education of Department Province’s purposes. with educational for required collaborate not is that land and education of use possible partner to continues City The for development. future human settlements earmarked been now have which ofland, ha 180 acquired City the year, financial 2013/14 the During plans housing of achievement the for create acquisition Land to settlements vehicles. informal of emergency and service by access reconfiguration better for the allow and involves firebreaks programme re-blocking City’s The Re-blocking ensures of safety informal settlement residents P To address settlement inefficiencies, the City initiated a number of developments towards creating creating towards developments of housing. subsidy including number a human settlements, integrated initiated City the inefficiencies, settlement address To Subsidy housing rogress androgress achievements

Poverty alleviation and alleviation reduction Poverty Youth development groups Vulnerable abuse Substance Street people (ECD) development childhood Early ACCESS TO INNOVATIVE HUMAN SETT HUMAN INNOVATIVE TO D ACCESS SERVICES FOR THOSE WHO NEE WHO THOSE FOR L SERVICES e x ec u s tive u mma r INTEG the y of L EMENTS FOR THOSE WHO NEE WHO THOSE FOR EMENTS D IT R ATED A ATED nn u a l Repo r t |2013/14 D THEM 71 69 on page: annual report 2014 full in details More 72 72 73 23

Incremental housing 73 The following projects are among those currently under way: • Sir Lowry’s Pass Village incremental development area (IDA) • Wolwerivier IDA • Busasa (Mfuleni) IDA • Kosovo (Gugulethu) re-blocking • Fisantekraal temporary relocation area (TRA) • Masiphumelele TRA • Hangberg interim services • Nomzamo and Lwandle wash areas Upgrading of City rental stock This entails major upgrades to City-owned rental stock, including the refurbishment of interiors and exteriors as well as the surrounding areas of the property. People’s Housing Process (PHP) This process engages beneficiaries in building their own homes by maximising their housing subsidy and establishing community support organisations. Currently, the City is involved in offering certain skills to all PHP projects, including financial management, technical advisory support and project monitoring. Land restitution The City made good progress in settling land restitution claims in its area of jurisdiction and has successfully settled many of the 6 000 land restitution claims lodged in its area of jurisdiction. Social housing The Social Housing Regulatory Authority recognised the City as having the best-performing social housing steering committee in the country.

Gap housing Gap housing caters to those households earning between R3 500 and R15 000 per month, who earn too much to receive state housing, yet too little to have access to the private market. Re-blocking To date, Sheffield Road, Mtshini Wam and Kukutown settlements have been re-blocked to practical completion stage, and Flamingo Crescent to partial completion.

3.2(e): Densification In support of its densification programme, the City is focusing on the following: 76 programme • Development of a supportive policy framework • Proactive promotion of densification in prioritised locations • Monitoring and evaluation • Development corridors

OBJECTIVE 3.3: ASSESS THE POSSIBLE SALE OR TRANSFER OF RENTAL STOCK TO IDENTIFIED BENEFICIARIES, USING ESTABLISHED CRITERIA

3.3(a): Rental stock The City has spent approximately R700 million of the approved budget of R1,2 billion on an initial 77 upgrade five-year programme to undertake major refurbishment and upgrades of its rental stock. programme

3.3(b): Rental stock Renewed focus on title deed transfers yields results 77 disposal The City has transferred approximately 8 000 historic title deeds to previously disadvantaged programme beneficiaries over the past two years. In the financial year under review, 3 881 title deeds were transferred to beneficiaries of current housing projects.

OBJECTIVE 3.4: PROVIDE FOR THE NEEDS OF INFORMAL SETTLEMENTS AND BACKYARD RESIDENCES THROUGH IMPROVED SERVICES

3.4(a): Anti-poverty As part of the City’s Urbanisation Strategy, issues around service delivery to the poor in informal 78 programme settlements or households living in backyards of the City’s rental stock are being addressed.

3.4(b): Service delivery Exceeding national water and sanitation standards 78 programme The City complies with national guidelines in terms of providing adequate water and sanitation in informal services to residents of informal settlements, and continues to exceed its own internal standards, settlements which are even higher than national norms. During the 2013/14 financial year, the City provided 5 916 new toilets and 2 028 new taps to customers living in informal settlements. This far exceeded the targets of 3 100 and 1 020 respectively for this period.

24 executive summary of the INTEGRATED Annual Report | 2013/14 executive summary of the INTEGRATED Annual Report | 2013/14 25 24 e x ec u s tive u mma r INTEG the y of R ATED A ATED nn u a l Repo r t |2013/14 3.4(c): 3.4(c): 3.5(a): 3.5(a): OBJECTIVE 3.7: PROVI 3.6(a): 3.7(b): 3.7(b): 3.7(a): and actions actions and Programmes OBJECTIVE 3.5: PROVI 3.4(d): OBJECTIVE 3.6: PROVI 3.6: OBJECTIVE OBJECTIVE 3.8: PROVI 3.8(a): behaviour constructive alternative with provided outpatients abuse substance of Number programme: healthcare Primary programme healthcare Primary programme service Backyarder programme healthcare Environ-mental guidelines Organisation Health World exceeds pollution air when days of number the Measuring healthcare services primary of provision the on score survey Perception programme services Energy D D D D E EFFECTIVE PRIMARYL HEA E EFFECTIVE ENVIRONMENTAL E EFFECTIVE AIR QUA AIR E EFFECTIVE E SUBSTANCE ABUSE OUTPATIENT TREATMENT AN the City over the next 10 to 20 years, and turn Cape Town into the African city with the cleanest air. in air cleanest the with clean city maintain African the and into Town Cape achieve turn and to is years, 20 10 to next (AQMP) the over Plan City the Management Quality Air City’s the of aim The zero. was standards air ambient quality RSA exceeded pollution air when days of number the year, financial 2013/14 the During City Health, delivered in partnership with Province’s Department of Health and non-governmental non-governmental and Health of Department organisations. Province’s with partnership in of delivered programme Health, strategic a City in key encapsulated are HIV treat and prevent address, to efforts City’s The HIV/Aids against fight the Continuing antiretroviral increasing with coincides population. drop in thecoverage HIV-positive The 2013. in cases 846 25 to 2010 in high cases 726 arecorded 29 from of years three last the over fallen has cases (TB) tuberculosis of number total The Managing tuberculosis P and opportunity city for all residents, the City is currently funding over 20 000 Eskom electricity electricity Eskom 000 20 over areas. funding relocation temporary and currently is settlements City informal in the connections residents, all for city opportunity a Town caring and Cape make to efforts continued its and policy redress Town’s Cape of City the of part As backyard 500 2 to services various provide year. to financial aiming 2014/15 the in is in dwellers City living The stock. households of rental hundreds to City of bins wheelie and backyards the electricity taps, toilets, provided has City the andPark Hanoverin the 2012/13 in Factreton pilotyear, projects financial of first the Since start the Africa. South in unparalleled 2012, remains in Affairs Water of Department The achievement City’s of 100% access to adequate sanitation in informal areas, as by assessed the Africa South in sanitation of provision leads City settlements which relocation. or identifying and de-densification for land City, the in alternative require settlements informal all listing by the process enhancing of aim the planning with developed been has matrix development settlements informal An Improving informal settlements informal settlement in Cape Town at least once every week. During 2013/14, this target was was significantly target this exceeded. 2013/14, During week. every once least at Town every Cape in visits settlement practitioner informal health environmental an that ensuring of objective astated has City The Caring for citizens in informal settlements Community Services Survey have improved significantly since 2009/10. since significantly improved have Survey annual the in Services measured Community attributes services health the all for scores the and score health overall The Together, these sites assisted 1 621 new clients during the year under review. under year 2013. the during September in clients new 1621 launched assisted was sites site, these fifth Together, a as Parkwood, communities. surrounding substance of from abuse sufferers among work excellent do to continued 2clinics Town Table and South Tafelsig, at sites Delft View, treatment abuse substance outpatient the review, under period the During rogress androgress achievements e L x ITY MANAGEMENT AN MANAGEMENT ITY ec u s tive THCARE SERVICES L HEA u mma TH SERVICES r INTEG the y of D PO LL D REHABI UTION (INC UTION R ATED A ATED L ITATION SERVICES L U D nn ING NOISE) CONTRO NOISE) ING u a l Repo r t |2013/14 L PROGRAMMES 80 81 on page: annual report 2014 full in details More 79 79 80 81 81 25

SUMMARISED REPORT BY 2013/14 GOVERNANCE, COMPLIANCE OVERVIEW OF THE CHIEF FINANCIAL OFFICER PERFORMANCE REVIEW AND RISK MANAGEMENT THE CITY OF CAPE TOWN STRATEGIC FOCUS AREA 4

THE INCLUSIVE CITY Key inclusive city achievements in 2013/14 • 93,77% adherence to citywide service standards – external notifications • Maintained 3 253 community parks, 38 cemeteries and 11 district parks according to service standards • Maintained 465 sports fields to defined-level grass-cover standard • 92 libraries open according to minimum planned open hours • City call centre scored 4+ out of 5 (on the Likert scale) • Valhalla Park multifunctional recreational hub a first for Cape Town • Newly developed water spray parks • Sustained Blue Flag status for Cape Town beaches • Valhalla Park Library won award for the best medium-sized public library

The City has 36 public swimming pools.

26 executive summary of the INTEGRATED Annual Report | 2013/14 executive summary of the INTEGRATED Annual Report | 2013/14 27 26 e x ec u s tive u mma r INTEG the y of R ATED A ATED nn u a l Repo r t |2013/14 4.1(a): OBJECTIVE 4.1: ENSURE RESPONSIVENESS BY CREATING AN ENVIRONMENT WHERE CITIZENS CAN BE COMMUNICATE BE CAN CITIZENS WHERE ENVIRONMENT AN CREATING BY RESPONSIVENESS 4.1: ENSURE OBJECTIVE actions and Programmes RESPON 4.1(b): 4.2(a): 4.2(a): PROVI 4.2: OBJECTIVE 4.2(b): responsiveness) responsiveness) notification (C3 programme management service the through delivery service Managing partnerships strategic Building maintain) and (provide programme amenities Community programme Heritage D E D TO

D E FACI City’s call centre in 2013. The call centre achieved a score of 4+ out of 5 on the Likert scale. Likert the 5on of out 4+ of ascore achieved centre the of call The users 2013. in among centre survey call City’s satisfaction acustomer conducted provider service independent An centre. call City’s the through to access delivery improving service of aim the with installed been had lines FreeCall 94 of total a 2014, June 30 By year. financial 2013/14 the during calls 450 903 of atotal answered centre call corporate City’s The citizens all of needs service the to Responding the City formally engages Province and other municipalities through the Premier’s Coordinating Coordinating Premier’s the through level. municipalities while other apolitical at Forum level, and sector Province at engages pursued are formally programme, City health the City of the and development the as such settlements human government of partnerships, integrated spheres Functional national first. and citizens Town’s provincial Cape of the needs with the put to closely working to committed is City The P • • • • • • • following: the included year financial 2013/14 the for Highlights Act. Resources Heritage National the of terms in approved competency heritage-related its to have Africa inSouth authority local first the was Town of Cape In City 2013, the commenced. also library Crossroads the to upgrade An 2013. in September began in Khayelitsha complex library regional Kuyasa new of the Construction upgrades facilities Library beaches. its of eight for status Flag Blue awarded was City The parks. and cemeteries City’s the of many at undertaken also were upgrades Extensive • • • • • following: the included upgrades Specific facilities community Capetonians. its all of upgrade benefit and the for maintain to continued City the review, under year the During condition top in facilities city keeps programme upgrade and Maintenance L rogress androgress achievements ITIES THAT MAKE CITIZENS FEE CITIZENS MAKE THAT ITIES Heritage overlay zone came into effect on 1 March 2014 1March on effect into came zone overlay Heritage completed Mamre in building ahistorical of Restoration completed Office Pass Langa the of fencing and Refurbishment completed West Somerset of landscapes rural of Mapping sites heritage various at installed signage interpretive New produced brochure Route Slave completed surveys heritage new Five hall Masibambane pitches the of upgrade synthetic The five-a-side nine and pitches soccer 12 of synthetic installation The million R2,5 to nearly amounting Stadium, asasBellville thewell Downs in Blue field sports at Malibu the repairs Major and Yethu Imizamo Dunoon Wallacedene, Masiphumelele, in complexes sports of construction Soetwater The and node coastal Monwabisi the Waters, Blue at resorts to Upgrades e x ec u s tive u mma L ATHOME r INTEG the y of R ATED A ATED nn u a l Repo r t |2013/14 WITH, AN D WITH, 83 85 83 on page: annual report 2014 full in details More 84 BE D BE 27

SUMMARISED REPORT BY 2013/14 GOVERNANCE, COMPLIANCE OVERVIEW OF THE CHIEF FINANCIAL OFFICER PERFORMANCE REVIEW AND RISK MANAGEMENT THE CITY OF CAPE TOWN STRATEGIC FOCUS AREA 5

THE WELL-RUN CITY Please supply quote Key well-run city achievements in 2013/14 • Scored 2,9 out of 5 on the annual citywide customer satisfaction survey • 65,55% of people from employment equity target groups employed in the three highest levels of management • 98,85% of workplace skills plan budget spent • Received high investment rating of Aa3 from independent rating agency

Broadband connectivity and digital inclusion are fundamental to creating an enabling environment for business development, economic growth and social cohesion.

28 executive summary of the INTEGRATED Annual Report | 2013/14 executive summary of the INTEGRATED Annual Report | 2013/14 29 28 e x ec u s tive u mma r INTEG the y of R ATED A ATED nn u a l Repo r t |2013/14 5.2(a): 5.2(a): 5.2(c): 5.2(c): 5.2(b): 5.1(a): 5.2(d): OBJECTIVE 5.2: ESTAB OBJECTIVE 5.1: ENSURE A TRANSPARENT GOVERNMENT, AN GOVERNMENT, ATRANSPARENT 5.1: ENSURE OBJECTIVE actions and Programmes programme (oversight) government Transparent (CSS) survey satisfaction community Annual approach) management talent (integrated programme development skills and management talent resources, Human strategy resources Human (DIRC) Centre Resource Information Development – framework management and knowledge Information L ISH AN EFFICIENT AN billion per annum. The human resources strategy is aimed at ensuring that this asset is optimally R8,9 optimally is asset andutilised, motivated developed. this approximately that to ensuring at amount aimed is currently strategy which resources human The costs, annum. per billion staff is item budget to biggest and single City’s The targets performance areas. its focus exceed strategic its all to across City the of continues success general the towards Department contribute Equity Employment City’s The equity Employment granted. were review, under bursaries period 2112 the in and internal corporate City the across its implemented on were spend interventions training 1 358 99% of A total a achieved and development, programmes. staff training all on 98,72% in and programmes invest to continues City The Developing people through training and coaching categories scarce-skills in turnover the with low, remains 5,78%. at employees in turnover overall City’s The professionals. young and undergraduates amongst nationally choice of employers 50 top the in remains City the that ensuring in review, made under were year the of A 3 total 223 new appointments and developing talent Attracting delivery. service for demands increased with up keeping at aimed is and year, financial previous the At the end of June 2014, the had City 26 148 employees. This represents an increase of 3,27% over and internationally for the manner in which they enable the City to deliver services. deliver to City the enable nationally they which in manner acknowledged the for are systems internationally and (ICT) technology communications and information City’s The (IS&T) technology and systems Information process. verification asset the in 99,93% of ascore achieved capital and its of 99% budget, spent Department Services Technical Specialised the year, financial 2013/14 the In Specialised technical services adirector. by Wellness Wellness headed Employee and Employee Department Safety and Health, (OHS) Occupational new Safety the form to and realigned were Health branches (EW) Occupational the year, financial 2013/14 the In City’s Occupational health, and safety employee the wellness via year financial 2013/14 the in image quality through the application of new technology. available made was was geographic information viewer. systems continuous It reflects photography advancements and portal improvements in aerial (DIRC) latest Centre The Resource Information Development the review, enhanced and loaded. content additional under period the In Developing a solid information and knowledge framework CSS. citywide annual its 5on of 2,9 out initial scored the since City the 2013/14, In 2007/8. of perceptions of survey residents’ range in a improvement delivering in consistent shown has performance research The City’s the services. of perceptions residents’ measures CSS annual The Chief: Forensic Services and logged and scheduled for submission to the City Manager in terms of of terms in Manager City the to submission for his delegated authority. scheduled and logged and the by Services reviewed are Forensic received is Chief: hotline allegations All 24/7 The provider. service corruption. and external fraud independent, an by reporting managed for hotline 24/7 well-established a has City The ofEnabling fraud and easy reporting corruption value operations. adding towards City’s the geared improving and services, consulting and assurance objective independent, provide to to governance within is the mandated The City. (terms Department through charter of its reference) contributor is a and significant Town, of Cape City of the department is an independent Audit Internal Maintaining of the the independence Audit andCommittee effectiveness P rogress androgress achievements e D x PRO ec u D s tive UCTIVE AD UCTIVE u mma WORK TOWAR D WORK MINISTRATION THAT PRIORITISES D r INTEG the y of D S ERA R ATED A ATED D ICATING CORRUPTION ICATING nn u a l Repo E L IVERY r t |2013/14 93 90 90 on page: annual report 2014 full in details More 96 94 94 89 29

OBJECTIVE 5.3: ENSURE FINANCIAL PRUDENCE, WITH CLEAN AUDITS BY THE AUDITOR-GENERAL

Unqualified and clean audit 97 The City of Cape Town received an unqualified audit opinion as well as a clean audit status from the Auditor-General of South Africa for the 11th and second consecutive year respectively.

5.3(a): Financial manage- Financial oversight over CTICC 97 ment programme The City of Cape Town holds shares in the Cape Town International Convention Centre (CTICC). The City’s consolidated financial statements also include the financial statements of the CTICC.

5.3(b): Internal manage- A total of 1 046 managers attended various management accountability programme modules in the 97 ment processes course of the year under review. programme Responsible management of service providers The Municipal Systems Act allows a municipality to enter into a service delivery agreement for the provision of a municipal service in its area. The City is busy performing a pilot project to automate the monitoring of service providers.

30 executive summary of the INTEGRATED Annual Report | 2013/14 executive summary of the INTEGRATED Annual Report | 2013/14 31 30 e x ec u s tive u mma r INTEG the y of R ATED A ATED nn u a l Repo r t |2013/14 Net resul Net Impairment costs Impairment Employee benefits Expenses Other Fuel levy Net depreciation and amortisation expenses Grants and subsidiesGrants – capital Net operating surplus services Contract Appropriation and taxation For more detailed information on the City’s 2013/14 financial performance, refer to the full 2014 annual report or visit http://www.capetown.gov.za/ visit or report annual 2014 full the to refer performance, financial 2013/14 reports. City’s the on information detailed more For Service charges rates Property Revenue Government grants and subsidies –operating subsidies and grants Government Grants-funded assets financed from reserve from financed assets Grants-funded purchases Bulk Finance costs Surplus Other The overall summarised operating results for the financial year under review, in comparison with the approved budget, are shown below. below. shown are budget, approved the with comparison in review, under year financial the for results operating summarised overall The to 10,40% by R609,17of million. deficit abudgeted increased against million) R641,06 (2012/13: R427,74 of million expenses surplus operating anet operating reported City The consolidated while billion, R26,23 to 8,99% by increased revenues billion. R25,85 consolidated year, past the Over communities. its of and spectrum govern the to been mandate across has City’s services the on and resilience delivering in Economic plan. strides infrastructure make to basic business provide its initiatives with line in cost-containment by operations complemented and business strategies its of growth most through managed across well perform to continued has Town Cape of City The SUMMARISED REPOR t T B e x ec Y u THE CHIEFINANIAL s tive u mma r 25 848 242 848 25 INTEG the y of 14 063 470 14 063 26 231 678 231 26 (1 265 897) (1 265 3 405 865 3 405 2 389 432 2 389 2 340 581 2 340 1 895 992 1 895 5 542 203 5 542 1 693 637 1 693 1 327 820 1 327 4 077 457 4 077 6 591 232 6 591 8 691 018 8 691 2 138 816 (828 615) (828 383 436 383 946 068 946 808 782 808 427 740 427 A R ctual ’000 2014 R ATED A ATED 26 556 704 556 26 25 881 541 881 25 14 414 988 414 14 (2 066 091) (2 066 2 585 433 2 585 1 895 992 1 895 2 972 688 2 972 5 427 388 5 427 3 447 109 447 3 1 456 919 1 456 1 557 740 1 557 6 607 911 6 607 9 510 134 1 123 768 4 102 4154 102 (840 606) (609 172) (609 nn (675 163) (675 901 357 901 864 010 864 Budget u R a ’000 OFFICER l Repo r t |2013/14 24 063 928 24 063 23 41423 184 13 242 118 (2 833 982) (2 833 7 490 464 7 490 1 009 677 1 009 1 706 690 1 706 6 391 186 6 391 3 457 573 3 457 2 060 719 2 060 1 979 795 1 979 5 074 606 3 475 041 2 911 396 3 941 121 (632 276)(632 934 057 934 730 283 730 649 744 649 641 059 641 A R ctual ’000 2013 2013 2013 –2014 2013 G 10,40 20,69 13,58 16,03 11,09 10,75 16,98 42,16 rowth (6.30) 3,30 6,20 9,21 9,01 3,13 % 31

SUMMARISED REPORT BY 2013/14 GOVERNANCE, COMPLIANCE OVERVIEW OF THE CHIEF FINANCIAL OFFICER PERFORMANCE REVIEW AND RISK MANAGEMENT THE CITY OF CAPE TOWN 32 executive summary of the INTEGRATED Annual Report | 2013/14