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CPT Cape Town 2010 – 2011 Review City of Cape Town Five-year Plan for Cape Town Integrated Development Plan (IDP) 2007 – 2012 Contents FOREWORD MESSAGE FROM THE EXECUTIVE MAYOR 2 INTRODUCTION BY THE CITY MANAGER 6 ABBREVIATIONS AND ACRONYMS 8 SECTION 1: THE CITY OF CApE TOwN’S FIVE-YEAR plAN (IDp) 14 SECTION 2: ABOUT CApE TOwN 18 SECTION 3: IDp AlIGNMENT wITH A lONG-TERM Spatial DEVElOpMENT FRAMEwORk (SDF) 36 SECTION 4: THE strategic FOCUS AREAS OF THE IDp 41 Strategic focus area 1: Shared economic growth and development 44 INTRODUCTION Strategic focus area 2: Sustainable urban infrastructure and services 58 Strategic focus area 3: Energy efficiency for a sustainable future 70 Strategic focus area 4: Public transport systems 78 Strategic focus area 5: Integrated human settlements 84 Strategic focus area 6: Safety and security 102 Strategic focus area 7: Health, social and community development 110 Strategic focus area 8: Good governance and regulatory reform 118 SECTION 5: GOVERNANCE FRAMEwORk AND FUNCTIONAlITY 132 SECTION 6: MEDIUM-TERM REVENUE AND EXpENDITURE FRAMEwORk (MTREF) 138 SECTION 7: CORpORATE SCORECARD AND SCORECARD INDICATOR AREAS FOCUS STRATEGIC DEFINITIONS FOR 2007 – 2012 148 SECTION 8: lIST OF STATUTORY plANS ANNEXED TO THE IDp 166 FRAMEWORKS City of Cape Town Five-year Plan 2007 – 2012 1 Message from Alderman Dan Plato Executive Mayor Ald. Dan plato The City of Cape Town’s Integrated Development Plan (IDP) is agreed between local government and residents of the city, and guides the city administration in setting its budget priorities and allocating resources in order to meet the needs of all the residents of Cape Town as best it can. The current IDP, which is also known as the City of Cape Town’s Five-year Plan, covers the period between 2007 and 2012. As a guideline for the entire City of Cape Town (‘the City’) – not just certain areas – the effective implementation of the IDP requires that a fine balance be struck in allocating available resources. This can prove particularly difficult during times of economic hardship – such as the financial crisis and recession recently experienced the world over – which severely affects the City’s income, as residents find it increasingly difficult to fulfil their financial obligations, and the payment of municipal rates and service charges becomes less of a household priority. That said, the exact details of how the City will raise money through rates and service charges, and where and when this money will be spent, are worked out in the City’s annual budget and Service Delivery and Budget Implementation Plans – both of which work hand in hand with the IDP, and set out the timelines, allocated amounts and specific beneficiary projects or departments. For its part, the IDP identifies key strategic areas on which the City needs to focus in order to achieve its vision, while at the same time meeting the essential goals of creating jobs; expanding and enhancing infrastructure, ensuring that more Capetonians have access to basic services; and operating a well-run, accountable administration staffed by reliable, committed and hard-working employees. In developing and reviewing the IDP, the City engages extensively with Capetonians to establish their key priorities and ensure that these are addressed in the Five-year Plan. Much of the feedback from residents has pointed to issues of housing, crime and jobs as the top priorities for most Capetonians. The IDP seeks to address these issues in a number of its key strategic focus areas, while also guiding the City in meeting its other key responsibilities, such as the provision of basic services like electricity, water, sanitation and refuse removal; the provision of primary health care; and the management of disasters, roads, stormwater, sport and recreational facilities, to ensure that Capetonians enjoy a safe, clean, well-maintained and pleasant city. While issues such as education, policing and housing do not fall within the mandate of the City of Cape Town, we are entirely committed to working with, and supporting, provincial and national government in meeting their responsibilities in these areas. Ultimately, the City of Cape Town’s primary goal is to promote infrastructure-led economic growth that will create jobs and attract investment to Cape Town. By achieving this objective, the City will be better empowered to address the many other priorities identified by Capetonians, while ensuring that its administrative functions run effectively, and that services are provided efficiently to all residents and visitors to the city. While it may be true that the excitement around the hosting of the 2010 FIFA World Cup™ will have subsided somewhat by the time that this report is printed, the legacy of being a host city to the greatest sporting event in the world will endure for decades to come. Not only did the World Cup see Cape Town receiving a R12 billion investment boost and a significant injection of tourism funds, the preparations for the World Cup have laid the infrastructural foundation on which our city’s future growth can be built very effectively. 2 City of Cape Town Five-year Plan 2007 – 2012 FOREWORD The legacy of being a host city for the 2010 FIFA world Cup™ will endure for decades These investments – past and future – will change the face of Cape Town for the better, and will help us to promote further economic growth and job creation in the years ahead. In order to direct City resources in a way that facilitates such growth and development, the current IDP focuses on eight key strategic imperatives, the primary purposes of which I have attempted to summarise below: Shared eConomiC growTh and developmenT The City is committed to ensuring that Cape Town maintains its status as a world-class tourist destination – not only for the international market, but for South Africans too. At the same time, we are striving to create more opportunities for businesses, thereby providing the stimulus for increased job creation. Skills development is an integral part of our focus in this strategic area, as we recognise that by developing our citizens’ skills, we will create more opportunities for local economic growth. To encourage sustainable economic development further, INTRODUCTION we are proactively seeking solutions to make engagement with the City faster and more effective, and reduce the amount of red tape that still exists in development application processes. SuSTainable urban infraSTruCTure and ServiCeS The City of Cape Town is continually striving to provide basic services to all Capetonians. To achieve this, we are investing in the provision of adequate resources and infrastructure to meet service delivery needs. The City also recognises that it is essential to balance development with the conservation of natural areas, thereby ensuring a high-quality natural environment to complement and stimulate social and economic development. The City is absolutely committed to providing adequate health care to residents, and working to enhance their quality of life by means of clean, accessible recreational environments. energy effiCienCy for a SuSTainable fuTure The City recognises the vital importance of conserving our limited natural resources and, as such, is committed to partnering with the relevant stakeholders to research and develop more efficient, or alternative, fuel and energy AREAS FOCUS STRATEGIC sources. By doing so, we are making every effort to ensure that sufficient energy is provided to the city and its residents, and to limit the impact of the city and its people on the environment. publiC TranSporT SySTemS The mark of a great city is an effective public transport system. For this reason, transport remains a core element of the City of Cape Town’s growth and development strategy. The ultimate aim is to establish a single authority for transport in Cape Town, as this will assist the City to meet the needs of citizens and visitors better by putting public transport, people and quality of life first. Work on Cape Town’s integrated rapid transit (IRT) system is advancing well and, once completed, the first phase of this system will serve to enhance road-based public transport by means of dedicated public transport lanes and an improved road network. In addition to reducing average peak-period travel times along selected corridors, the IRT will promote non-motorised transport via a FRAMEWORKS network of safe pedestrian and cycling paths linked to key transport interchanges, bus and rail stations, and access routes to schools and other areas. City of Cape Town Five-year Plan 2007 – 2012 3 Message from Alderman Dan Plato ExEcutivE ManagEr inTegraTed human SeTTlemenTS Over the last 20 years, Cape Town has experienced a rapid trend of urbanisation, which has resulted in its population almost doubling to its current total of 3,5 million people. This stellar growth has been the result of two main factors: The first is the 1% annual growth through natural family formation, and the second is the continued in-migration of approximately 50 000 people (18 000 households) per year, primarily from the rural areas of the Eastern Cape, most of whom come to Cape Town in search of jobs. This urbanisation trend presents Cape Town with a number of major challenges, particularly when one considers that around 91% of households in the city earn less than R6 400 per month, and therefore depend on the state for their housing needs. In response to these challenges, the City is formulating its citywide strategic urbanisation plan, which will draw on the expertise and experience of professionals within various City departments as well as academics from local and international learning institutions. As part of this plan, the City will be providing a wide range of housing opportunities in accordance with the Housing Directorate’s five-year Integrated Housing Plan, including a land banking initiative to secure land for future housing developments.
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