POLICY
STRATEGIC INTERNATIONAL RELATIONS
(POLICY NUMBER 12187) [Replaces
Previous Policy known as Strategic
External Relations)
REVISED AND APPROVED BY COUNCIL:
28 OCTOBER 2015 – C14/10/15
(Previous Policies: C27/03/11 of 30 March 2011
C11/04/13 of 24 April 2013
C42/02/14 of 26 February 2014)
Strategy and Operations Directorate
Office of the Executive Mayor
Strategic International Relations Policy
of the
City of Cape Town
October 2015
Document Title:
Strategic International Relations Policy
Document status
Review of Policy Number 12187 as approved by Council on 24 April
2013 and Amended by Council on 26 February 2014
Date of previous reviews:
Policy on External Relations approved by Council on 30/03/2011
Strategic External Relations Policy approved by Council on 24/04/2013
Strategic External Relations Policy Amended by Council on 26/02/2014
Review date
To be reviewed every five years
Reference Codes
[to be inserted by Committee Services]
Contact:
Dr Denver van Schalkwyk
Manager: International Relations
Strategy and Operations Directorate
Office of the Executive Mayor
E: denver.vanschalkwyk@capetown.gov.za
T: +27 (0) 21 400 1369
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CONTENTS
Contents .................................................................................................................................................................. iii
Abbreviations ......................................................................................................................................................... iv
Definitions ............................................................................................................................................................... iv
1.
PROBLEM STATEMENT ..................................................................................................................................... 1
2.
DESIRED OUTCOMES....................................................................................................................................... 2
3.
STRATEGIC INTENT ........................................................................................................................................... 3
4.
POLICY PARAMETERS ..................................................................................................................................... 5
5.
ROLE PLAYERS AND STAKEHOLDERS ............................................................................................................ 5
6.
REGULATORY CONTEXT.................................................................................................................................. 6
7.
POLICY DIRECTIVES ......................................................................................................................................... 6
8.
IMPLEMENTATION PROGRAMME................................................................................................................ 11
9.
MONITORING, EVALUATION AND REVIEW ................................................................................................ 12
Annexure 1: PARTNERSHIP GRADES SUMMARY TABLE ................................................................................... 13
Annexure 2: PROCEDURE SUMMARY TABLE..................................................................................................... 14
Annexure 3: TYPES OF AGREEMENT SUMMARY TABLE ................................................................................... 15
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ABBREVIATIONS
BEP
Business Enhancement Partnership
BPO
Business Process Outsourcing
BRICS
Brazil, Russia, India, China and South Africa
DIRCO
Department of International Relations and Cooperation
EDP
Economic Development Partnership
GIP
Government Improvement Partnership
IDP
Integrated Development Plan
IGR
Intergovernmental Relations
IRU
International Relations Unit
Mayco
Mayoral Committee
MFMA
Local Government: Municipal Finance Management Act (Act No. 56 of 2003)
MSA
Local Government: Municipal Systems Act (Act No. 32 of 2000)
NDP
National Development Plan
NGP
New Growth Path
ODA
Official Development Assistance
SADC
Southern African Development Community
SALGA
South African Local Government Association
SDP
Social Development Partnership
SFA
Strategic Focus Area
DEFINITIONS
“African Union”
The African Union (AU) is a continental union consisting of 54
countries in Africa aiming to achieve greater unity and
solidarity between the African countries and Africans.
“ASEAN”
The Association of Southeast Asian Nations (ASEAN) is a
political and economic organisation of ten Southeast Asian
countries.
“BRICS”
BRICS is the acronym for an association of five major
emerging national economies, i.e. Brazil, Russia, India, China
and South Africa who are all developing or newly
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industrialised countries, distinguished by their large, fastgrowing economies and significant influence on global affairs.
“BEP”
A Business Enhancement Partnership (BEP) is concluded
between participants focusing on facilitating reciprocal trade
and investment relations. Within the context of this Policy, a
BEP forms part of the grading system of partnerships between
the City and international stakeholders.
“City”
Means the City of Cape Town, a municipality established by
the City of Cape Town Establishment Notice No. 479 of 22
September 2000, issued in terms of the Local Government:
Municipal Structures Act, 1998 (Act No. 117 of 1998), or any
structure or employee of the City acting in terms of delegated
authority.
“Commonwealth of Nations”
The Commonwealth of Nations, commonly known as the
Commonwealth (formerly the British Commonwealth), is an
international intergovernmental organisation of 53 member
states that were mostly territories of the former British Empire.
“Council”
Means the Council of the City or any of the other political
structures, political office bearers, councillors or staff
members, of the City duly authorised by delegation.
“GIP”
A Government Improvement Partnership (GIP) focuses on
exchanging international best practices regarding good
governance principles. Within the context of this Policy, a GIP
forms part of the grading system of partnerships between the
City and international stakeholders.
“IDP”
The Integrated Development Plan (IDP) is a strategic
developmental plan, setting strategic and budget priorities for
the City over five years. It aligns the resources and the
capacity of the City to its overall development aims, and
guides the municipality‟s budget.
“International Relations”
International relations refers to the interactions between and
behaviour of a number of actors or stakeholders in the global
system. These actors or stakeholders include governments at
all spheres, international organisations, international private
sector actors, and multinational enterprises.
“MERCOSUR”
Mercosur is a sub-regional bloc comprising of ten countries
with the common aim to promote free trade and the fluid
movement of goods, people, and currency between
member states.
“ODA”
Official Development Assistance (ODA) refers to the official
resource flows, either in cash or in the form of commodities or
services, from members of the international community (i.e.
foreign donors) to less privileged members (e.g. cities,
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provinces, countries) of the international community. It should
be stressed that although the donors of ODA are mostly
countries, that multilateral organisations such as the United
Nations (UN) are also contributing ODA to recipients annually.
“SADC”
The Southern African Development Community (SADC) is an
inter-governmental organisation headquartered in Gaborone,
Botswana. Its goal is to further socio-economic cooperation
and integration as well as political and security cooperation
among 15 Southern African states.
“SALGA”
The South African Local Government Association (SALGA) is
an autonomous association of municipalities with its mandate
derived from the Constitution of the Republic of South Africa.
This mandate defines SALGA as the voice and sole
representative of local government. SALGA interfaces with
parliament, the National Council of Provinces (NCOP),
cabinet as well as provincial legislatures.
“SDP”
A Social Development Partnership (SDP) focuses on the social
enhancement of especially the most marginalised groups in
society. Within the context of this Policy, a SDP forms part of
the grading system of partnerships between the City and
international stakeholders.
“South-South Cooperation”
South-South cooperation is a broad framework for
collaboration among countries of the South in the political,
economic, social, cultural, environmental and technical
domains. These countries share knowledge, skills, expertise
and resources to meet their development goals through
concerted efforts. Recent developments in South-South
cooperation have taken the form of increased volume of
South-South trade, South-South flows of foreign direct
investment, movements towards regional integration,
technology transfers, sharing of solutions and experts, and
other forms of exchanges.
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1. PROBLEM STATEMENT
1.1
The City of Cape Town‟s (hereinafter “the City” or “this City‟) Strategic International
Relations Policy (hereinafter “the Policy” or “this Policy”) has an important role to play in
determining the City‟s international relations priorities and objectives, and in delineating
the powers, roles, functions and procedures of the relevant City authorities. It has the
potential to be a powerful tool to enhance the global profile of Cape Town as an
attractive place to visit, live, work and do business.
1.2
To be effective in this regard, the Policy needs to guide decision making pertaining to
the international relations of the City in a manner that is articulate, and that aligns with
the strategic aims of the City as identified in the Integrated Development Plan (IDP).
1.3
Ideally, the Policy should situate Cape Town within a changing global context. South
Africa‟s accession to the BRICS group of countries (i.e. Brazil, Russia, India, China and
South Africa), encourages economic growth in Africa and rapid technological change
that bring with them tremendous opportunities for the City. On the other hand, the
spread of terrorism, organised crime and environmental change pose global risks that
require international cooperation and partnership in order to be dealt with effectively.
1.4
The Policy needs to reflect the above-mentioned global reality, one in which local
governments will play an increasingly critical role both as regulators and as facilitators of
economic growth and development.
1.5
In addition, the Policy should provide adequate guidance regarding the full range of
international relations options available to decision-makers in the City. It should thus
recommend mechanisms to evaluate existing relationships, and provide guidance on
the manner in which the City could proactively seek to build new relationships with
partners that have the potential to enhance Cape Town‟s economic, social and
cultural life.
1.6
To achieve this, amendments to the existing Policy are required. Coupled with, and
crucial to this is that since Council approved the amended Strategic External Relations
Policy in February 2014, a number of structural changes in the Office of the Executive
Mayor were instituted. As a result, the former External Relations and Protocol Unit has
been restructured as the International Relations Unit (IRU) in order to be more strategic in
nature, with its primary purpose now being to advance the international relations and
related activities of the City.
1.7
The IRU is no longer responsible for the City‟s Inter-Governmental Relations (IGR)
activities as all issues and activities related to the South African Local Government
Association (SALGA), which constitutes almost all of the City‟s IGR activities, have been
delegated to the Executive Support Office as instructed by the City Manager.
1.8
Additionally, IGR transpires on a daily basis within the exclusive domains of the various
City Departments. Involving the IRU has in the past given rise to unnecessary delays,
miscommunication and duplication of roles and responsibilities. Therefore, the IRU will
only, from time to time and as the need arises, serve as the so-called first stop for certain
IGR enquiries, after which it will be referred to the relevant City Department(s), who will
take full responsibility for the matter concerned.
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2. DESIRED OUTCOMES
2.1
The overarching outcome of the Policy is to promote Cape Town as a competitive
global hub for economic, social and cultural activity; one that values international
connectivity as a means to facilitate job creation through private sector-led economic
growth and is recognised for its open and competitive regulatory environment, which is
balanced by the City‟s values of cooperation and partnership to promote excellence
and innovation in local government.
2.2
With regards to the above-mentioned enabling environment, it is the intention of the
City to utilise its international relations to actively facilitate inward investment,
particularly in the catalytic growth sectors identified in the IDP. This includes attracting
domestic and foreign investment in the following sectors:
2.3
2.4
2.2.1
Oil and gas;
2.2.2
Agro-processing;
2.2.3
Financial services;
2.2.4
Corporate head offices;
2.2.5
Medical technology;
2.2.6
Green industries;
2.2.7
Tourism and events; and,
2.2.8
Business process outsourcing.
The Policy seeks to enrich Cape Town‟s broader social and cultural life through
improved global and regional connections. In doing so, it facilitates the Cultural
Transition identified by the Economic Development Partnership (EDP) Towards 2040
Agenda wherein the Western Cape and Cape Town as a consequence, becomes „a
meeting point for East and West and an important connector with the new markets of
Africa, Asia and Latin America‟. By enhancing Cape Town‟s international connections,
the Policy facilitates the following:
2.3.1
Interplay of new ideas;
2.3.2
Networking for local cultural, community and sports organisations; and,
2.3.3
Championing the City on the global stage.
Fundamental to the successful realisation of the broad economic and social aims of the
Policy, is the articulation of a clear set of goals and objectives that promote the interests
of the City and that align with the values and strategic policy objectives of the
administration. These include:
2.4.1
Attracting investment;
2.4.2
Promoting Cape Town businesses abroad;
2.4.3
Attracting visitors;
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2.4.4
Attracting large strategic events;
2.4.5
Promoting Cape Town civic life;
2.4.6
Promoting the City of Cape Town as a model of excellence and innovation
in government;
2.4.7
Gaining policy insights from other international city governments; and,
2.4.8
Shaping the social policy agenda, particularly with regard to matters of
redress, reconciliation, delivery and diversity.
2.5
The Policy clarifies powers, functions, roles and responsibilities of the IRU and other
interested or affected parties.
2.6
It sets out the criteria and procedures to be followed when establishing formal relations
with international parties with the aim of enabling sufficient flexibility so that the City is
able to capitalise on ad hoc opportunities when such opportunities are deemed
valuable.
2.7
The Policy aims to ensure that appropriate controls are in place to curtail fruitless
initiatives and onerous and costly commitments where these do not result in tangible
benefits for the City.
2.8
By articulating these aims and clarifying relevant decision-making criteria and
processes, the Policy seeks to integrate the City‟s international relations within its
broader development agenda for Cape Town.
2.9
The result is a strategic approach to managing the City‟s relationships with international
stakeholders in a manner that maximises the benefits to the City that accrue from global
political, economic, social and environmental change while seeking to minimise
potential risks and costs.
3. STRATEGIC INTENT
The Policy is informed by the following strategic objectives that relate to the City‟s international
relations priorities:
3.1
The Integrated Development Plan
Two priority areas listed under the IDP Strategic Focus Area 1 have direct implications for
the Policy:
3.1.1
Create an enabling environment: The IDP objective to create an enabling
environment for entrepreneurship, innovation and growth is expressed in the
Policy‟s clauses concerning the promotion of Cape Town businesses abroad
and the facilitation of business networks.
3.1.2
Provision and maintenance of economic and social infrastructure: This
objective is addressed by the stated aim to utilise the City‟s international
profile to facilitate inward investment into Cape Town. Investment in
infrastructure is one area where this proactive approach can result in
tangible gains.
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The following priority area listed under IDP Strategic Focus Area 5 also has direct
implications for the Policy:
3.1.3
3.2
Efficient and productive administration: The Policy‟s emphasis on seeking to
build partnerships with successful cities that share many of Cape Town‟s
physical and socio-economic characteristics, and learning from them
through knowledge and skills transfers, has direct positive implications for
improved governance and administration in the City.
Economic Development Partnership (EDP): Towards 2040 Agenda
The following transition identified by the EDP supports, and is informed by, the Policy:
3.2.1
3.3
Cultural Transition: The transition is defined as one where barriers to local and
global connectivity give way to a „high level of local connectivity and global
markets fluency‟. Its goal is for the Western Cape to become „a global
meeting point between East and West and an important connector with the
new markets of Africa, Asia and Latin America‟.
National Development Plan
The Policy notes the following general recommendations detailed in Chapter 7 of the
National Development Plan (NDP): Positioning South Africa in the World where
applicable.
3.4
3.3.1
On cooperation with the BRICS group and Africa: „Deepen cooperation with
Brazil, Russia, India and China as part of the BRICS group while promoting
regional and global integration. This requires a thorough review of the
country‟s current and future regional and international commitments.‟
3.3.2
On achieving tangible benefits through external relations: „Achieve
measurable outcomes related to food, water, energy, education, health,
transport and communication infrastructure, national defence, adjustment
to climate change and economic growth to benefit all South Africans.‟
Department of International Relations and Cooperation‟s (DIRCO) Strategic Plan
The Policy is consistent with the DIRCO‟s Strategic Plan 2013 to 2018. It actively promotes
three of its strategic priorities. These are:
3.4.1
Priority 3: Enhanced African Agenda and Sustainable Development. This
priority area emphasises the promotion of socio-economic development
and championing sustainable development and opportunities in Africa.
3.4.2
Priority 3: Strengthen South-South Relations. This emphasises how South Africa
shares many positions on political, economic and social issues with other
developing countries in the Global South and how greater South-South
cooperation can play a role in shaping the global agenda.
3.4.3
Priority 2: Strengthening Political and Economic Relations. The priority area
notes the continued importance of strategic engagement at a bi-lateral
level and how these relationships establish an important basis for
strengthening political and economic partnerships in the various regions of
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the world. Emphasis is also placed on “strengthening economic relations for
the promotion of South Africa‟s trade, investment and tourism potential and
opportunities”.
4. POLICY PARAMETERS
4.1
The Policy is concerned with the international relations of the City. It is primarily aimed at
informing strategic decisions regarding the City‟s relations with foreign stakeholders, and
foreign local governments in particular.
4.2
The Policy informs and guides the activities of the IRU.
4.3
The Policy has wide-ranging transversal implications as its provisions apply to relations
between the City and international stakeholders.
5. ROLE PLAYERS AND STAKEHOLDERS
The following role players are identified for the purpose of implementing the Policy:
5.1
5.2
The International Relations Unit (IRU)
5.1.1
The IRU is responsible for providing support to the Executive Mayor, Executive
Deputy Mayor and the Director: Strategy and Operations with respect to the
City‟s international relations matters.
5.1.2
It is overseen by an International Relations Manager.
5.1.3
The IRU is responsible for facilitating and coordinating the international travel
arrangements of only the Executive Mayor and Executive Deputy Mayor.
5.1.4
It is also responsible for providing a facilitation service for visiting international
delegations.
5.1.5
The IRU is responsible for maintaining a searchable online database of all
international relations agreements entered into by the City.
Stakeholders that may be consulted on matters pertaining to the international relations
of the City include:
5.2.1
All City of Cape Town Departments
5.2.2
All nine South African Provincial Governments and their Departments
responsible for International Relations.
5.2.3
National Stakeholders:
 The National Department of International Relations and Cooperation, and;
 South African Local Government Association.
5.2.4
International Stakeholders:
 South African diplomatic representation abroad;
 International Organisations, and;
 Foreign city governments.
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5.2.5
Other Stakeholders:
 The Western Cape Destination Marketing,
Promotion Agency (Wesgro);
 Cape Town-based businesses;
 Cape Town Tourism;
 Cape Chamber of Commerce;
 The Economic Development Partnership, and;
 Non-government institutions.
Investment
and
Trade
6. REGULATORY CONTEXT
This section provides an overview of the relevant legislation and policies that have a bearing on the
international relations of the City.
6.1
Local Government: Municipal Finance Management Act, 2003 (Act No. 56 of 2003)
6.2
Local Government: Municipal Structures Act, 1998 (Act No. 117 of 1998)
6.3
Local Government: Municipal Systems Act, 2000 (Act No. 32 of 2000)
6.4
Integrated Development Plan of the City of Cape Town, 2012 to 2017
6.5
Travel Management Policy of the City of Cape Town (February 2013)
7. POLICY DIRECTIVES
7.1
A grading system of partnerships between the City and international stakeholders shall
apply.
7.1.1
The grading system will be used to inform internal management decisions
only and should not affect the legal standing of agreements concluded
between the City and international stakeholders.
7.1.2
The grading system applies to bi-lateral, tri-lateral and multi-lateral
agreements between international stakeholders and the City.
7.1.3
There will be three grades of partnership, namely:
(a) Business enhancement partnerships; focusing on facilitating reciprocal
trade and investment relations;
(b) Governance improvement partnerships; focusing on exchanging
international best practices regarding good governance principles; and,
(c) Social development partnerships; focusing on the social enhancement
of especially the most marginalised groups in society.
7.1.4
A different set of criteria shall apply to each grade when proposals,
applications, and existing agreements are assessed or reviewed by the IRU,
who will then make a recommendation to the Executive Mayor for decision.
7.1.5
The IRU makes recommendations according to these criteria to the Executive
Mayor who shall then have the discretion to decide which of the three sets of
criteria is most appropriate for evaluating the merits of each case.
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7.1.6
For business enhancement partnerships, the IRU will make recommendations
to the Executive Mayor by taking the following factors into consideration
when evaluating new partnership proposals or reviewing existing partnership
agreements:
(a)
(b)
(c)
(d)
(e)
(f)
(g)
(h)
Potential to attract inward investment to Cape Town;
Depth of capital markets;
Market access for goods and services from Cape Town;
Existing synergies with Cape Town-based industries;
Opportunities for skills transfer;
Opportunities for technology transfer;
Opportunities for business networking; and,
Scale of existing trade.
7.1.7
The number of business enhancement partnerships shall be limited to a
focussed group of partners that most closely align with the factors detailed in
Section 7.1.6.
7.1.8
The City shall proactively seek partnerships with stakeholders that align with
the factors detailed in 7.1.6.
7.1.9
Each business enhancement partnership agreement shall be reviewed as per
the stipulations contained therein.
7.1.10
For governance improvement partnerships, the IRU will make
recommendations to the Executive Mayor by taking the following factors into
consideration when evaluating new partnership proposals or reviewing
existing partnership agreements:
(a)
(b)
(c)
(d)
Track record of excellence and innovation;
Comparable socio-economic challenges;
Opportunities for knowledge transfer; and,
Opportunities for skills transfer, bearing the below in mind:
(i)
(ii)
(iii)
(iv)
(v)
Opportunities for personnel exchanges and secondments;
Comparable size, population and Gross Domestic Product;
Existing local, regional, national or historical ties;
Access to donor funding; and,
National membership of BRICS, African Union (AU), Southern
African Development Community (SADC), Commonwealth of
Nations, Association of Southeast Asian Nations (ASEAN) or
Mercado Comun del Sur (MERCOSUR).
7.1.11
Each governance improvement partnership agreement shall be reviewed as
per the stipulations contained therein.
7.1.12
For social development partnerships, the IRU will make recommendations to
the Executive Mayor by taking the following factors into consideration when
evaluating new partnership proposals or reviewing existing partnership
agreements:
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(a)
(b)
(c)
(d)
Comparable socio-economic challenges;
Shared democratic values;
Existing historical ties;
National membership of BRICS, AU, SADC, Commonwealth of Nations,
ASEAN or Mercosur, and;
(e) Opportunities for dialogue, networking, exchanges or partnerships for the
following types of Cape Town-based organisations:
(i)
(ii)
(iii)
(iv)
7.1.13
7.2
7.3
Community organisations
Non-governmental organisations
Sports organisations
Cultural organisations
Each social development partnership agreement shall be reviewed as per
the stipulations contained therein.
The IRU‟s recommendation to the Executive Mayor regarding the City‟s membership of
international organisations shall be guided by one or more of the three sets of factors
detailed in Section 7.1. Further to these, the Executive Mayor‟s final decision will also be
considerate to the following factors:
7.2.1
The international standing of the organisation;
7.2.2
The utility to be gained from membership; and,
7.2.3
The cost implications of membership.
Unless otherwise agreed as per 7.3.2 below, the City will only enter into the following
types of agreements with international organisations or stakeholders:
7.3.1
(a)
(b)
(c)
(d)
(e)
(f)
Partnership agreements;
Membership agreements;
Memoranda of understanding;
Grant agreements;
ODA agreements, and;
Statements of intent.
7.3.2
Other types of agreements may be entered into as a result of a decision by
the Executive Mayor.
7.3.3
Guidelines detailing the nature and scope of each type of agreement, and
the implications of each for the City, are provided in Annexure 3.
7.4
The IRU developed an Implementation Framework that provides more detailed
guidance on how the City intends to leverage its international relationships to further the
objectives of the IDP.
7.5
The following procedures shall be followed with respect to new proposals concerning
the international relations of the City:
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7.5.1
For partnership proposals generated by international stakeholders located
either within or outside South Africa, the following procedure applies:
(a) Consultation sought with the nearest South African diplomatic mission or
with DIRCO.
(b) A formal proposal is drafted by the proposing stakeholder that includes its
general information and a motivation guided by one of the three sets of
factors detailed in Section 7.1
(c) The proposal must be submitted to the IRU for review.
(d) The IRU makes a recommendation to the Executive Mayor for a final
decision.
(e) If the proposed relationship has financial implications, the proposal is
submitted to Council for final approval.
7.5.2
For partnership proposals generated by City departments, the following
procedure applies:
(a) A formal proposal, which should be guided by one of the three sets of
factors identified in Section 7.1., is drafted for consideration by the
relevant Executive Director.
(b) The proposal must be submitted to the IRU for review.
(c) The IRU makes a recommendation to the Executive Mayor for final
decision.
(d) If the proposed relationship has financial implications, the proposal is
submitted to Council for final approval.
7.5.3
In the case of proposals generated by Mayco members or Portfolio
Committees:
(a) A formal proposal, which should be guided by one of the three sets of
factors identified in Section 7.1, is drafted by the relevant individual.
(b) The proposal must be submitted to the IRU for review.
(c) The IRU makes a recommendation to the Executive Mayor for final
decision.
(d) If the proposed relationship has financial implications, the proposal is
submitted to Council for final approval.
7.5.4
In the case of ODA agreements, proposals generated by Directorates or
international stakeholders:
(a) A formal proposal is drafted by the Directorate and/ or Donor Agency.
(b) The proposal must be submitted to the IRU for review.
(c) The IRU makes a recommendation to the Executive Mayor for final
decision.
(d) If approved, the recipient Directorate must inform the Office of the City
Manager and the Finance Directorate, and prepare and submit a Report
for noting by Council.
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7.6
All recommendations and decisions regarding partnerships or memberships on the part
of the City shall be taken:
7.6.1
With due regard for costs;
7.6.2
By weighting such costs against the anticipated benefits to the City; and,
7.6.3
In accordance with the MFMA.
7.7
Where appropriate, the City shall be open to coordination and cooperation with the
Western Cape Government on matters relating to international relations.
7.8
A searchable online database will be established and managed by the IRU. This
database will:
7.9
7.8.1
Contain details of all existing international agreements and memberships as
well as pending proposals;
7.8.2
Identify whether an existing international agreement or membership is due for
review; and,
7.8.3
Identify whether a pending proposal is approved, under consideration or
declined.
The nature of the evaluation and review of international partnerships and memberships
will be influenced by:
7.9.1
The grade of membership (for partnerships); and,
7.9.2
One of the three sets of factors detailed in Section 7.1 as deemed most
appropriate, in addition to Section 7.2 (for memberships).
7.10
International Agreements and memberships entered into prior to the adoption of the
Policy shall be reviewed keeping in mind one or more of the sets of factors detailed in
Sections 7.11 to 7.13 below.
7.11
Business enhancement partnership agreements shall be reviewed as per the stipulations
contained therein. Factors to be taken into consideration during a review may include:
7.11.1
The value of new inward investment to Cape Town attributable to the
partnership;
7.11.2
The partner‟s current economic standing;
7.11.3
New trade or other business opportunities attributable to the partnership;
7.11.4
The continued existence of complementary business sectors;
7.11.5
Whether or not tangible skills, knowledge or technology transfer has
occurred; and,
7.11.6
Whether or not representative business organisation exchanges and
collaboration has taken place.
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7.12
7.13
Governance improvement partnership agreements shall be reviewed as per the
stipulations contained therein. Factors to be taken into consideration during a review
may include:
7.12.1
The partner‟s record of good governance;
7.12.2
Whether or not personnel exchanges and secondments have occurred;
7.12.3
Whether or not knowledge and skills transfer has occurred;
7.12.4
Continued complementary characteristics such as size, population and Gross
Domestic Product;
7.12.5
Whether the partnership has facilitated access to donor funding, and the
value thereof; and,
7.12.6
The number and impact of collaborative projects.
Social development partnership agreements shall be reviewed as per the stipulations
contained therein. Factors to be taken into consideration during a review may include:
7.13.1
The partner‟s demonstrated commitment to democratic values;
7.13.2
The number and impact of collaborative projects;
7.13.3
Continued institutional or cultural ties, and;
7.13.4
Whether or not dialogue, networking, exchanges or partnership initiatives
have been established for the following types of Cape Town-based
organisations, and the positive impact thereof:
(a)
(b)
(c)
(d)
Community organisations
Non-governmental organisations
Sports organisations
Cultural organisations
7.14
A review of the City‟s memberships of international organisations shall be conducted as
per the stipulations contained in the membership agreement with the particular
international organisation. In the IRU‟s recommendation to, and the final decision by
the Executive Mayor, consideration should be given to the factors highlighted in section
7.2.
7.15
The City will act as the overarching Implementing Agent for ODA related projects.
However, it will be the responsibility of the recipient Directorates of ODA to execute the
actual implementation and M&E of ODA related projects and to provide donors with
updated information in this regard.
8. IMPLEMENTATION PROGRAMME
8.1
The provisions contained in the Policy shall apply on approval by Council.
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9. MONITORING, EVALUATION AND REVIEW
9.1
The implementation of this Policy will be monitored by the IRU.
9.2
The Policy will be reviewed every five years.
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ANNEXURE 1: PARTNERSHIP GRADES SUMMARY TABLE
Grade
Priority criteria
Business
enhancement
partnerships
1.
2.
3.
4.
5.
6.
7.
8.
Governance
improvement
partnerships
1.
2.
3.
4.
5.
6.
7.
8.
9.
Social
development
partnerships
1.
2.
3.
4.
Potential to attract inward investment to Cape Town;
Depth of capital markets;
Access to markets for goods and services produced in Cape Town;
Existing synergies with Cape Town-based industry sectors, particularly
the catalytic growth sectors;
Opportunities for skills transfer;
Opportunities for technology transfer;
Opportunities for representative business organisation exchanges and
collaboration; and,
Scale of existing trade.
Track record of excellence and innovation;
Comparable socioeconomic challenges;
Opportunities for knowledge transfer;
Opportunities for skills transfer;
Opportunities for personnel exchanges and secondments;
Comparable size, population and Gross Domestic Product;
Existing local, regional, national or historical ties;
Access to donor funding; and,
National membership of BRICS, AU, SADC, Commonwealth of Nations,
ASEAN or Mercosur.
Comparable socio-economic challenges;
Shared democratic values;
Existing local, regional, national or historical ties;
National membership of BRICS, AU, SADC, Commonwealth of Nations,
ASEAN or Mercosur; and,
5. Opportunities for dialogue, networking, exchanges or partnerships for
the following types of Cape Town-based organisations:
i. Community organisations
ii. Non-governmental organisations
iii. Sports organisations
iv. Cultural organisations.
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ANNEXURE 2: PROCEDURE SUMMARY TABLE
Applicant
Procedure
International
stakeholder
1. Consult DIRCO or SA Embassy/ Consulate;
2. A formal proposal is drafted by the proposing stakeholder that includes
its general information and a motivation guided by one of the three sets
of factors detailed in Section 7.1;
3. The proposal must be submitted to the IRU for review and to make a
recommendation to the Executive Mayor for final decision; and,
4. If financial implications, the proposal is submitted to Council after
consultation with the Accounting Officer.
City
department
1. A formal proposal is drafted for consideration by the relevant Executive
Director. This proposal should be guided by one of the three sets of
factors detailed in Section 7.1;
2. The proposal must be submitted to the IRU for review and to make a
recommendation to the Executive Mayor for final decision; and,
3. If financial implications, the proposal is submitted to Council after
consultation with the Accounting Officer.
Mayco
1. Relevant individual drafts a formal proposal, which is guided by one of
the three sets of factors detailed in Section 7.1;
2. The proposal must be submitted to the IRU for review and to make a
recommendation to the Executive Mayor for final decision; and,
3. If financial implications, the proposal is submitted to Council after
consultation with the Accounting Officer.
OR
PC
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ANNEXURE 3: TYPES OF AGREEMENT SUMMARY TABLE
Type of Agreement
Details
Partnership Agreements
1. Formal agreement entered into between the City
and one or more international stakeholders;
2. Focuses on addressing a specific issue or set of
issues of mutual concern;
3. Factors detailed in Section 7.1 apply;
4. Entails a commitment to action by all parties for the
duration of the partnership;
5. Commitment to action may include financial
commitments, and;
6. The benefits of each partnership must be reviewed
according to factors detailed in Sections 7.11-7.13
of the Policy.
Membership Agreements
1. Formal agreement committing the City to
membership of an international organisation;
2. Organisations may include, but are not limited to,
international organisations, alliances, networks,
forums, associations and platforms;
3. May entail financial commitments;
4. May include commitment to attend organisation
meetings, and;
5. The benefits of each membership must be
reviewed according to factors detailed in Sections
7.11-7.13 of the Policy.
Memoranda of Understanding
1. Formal agreement entered into between the City
and one or more international stakeholders;
2. Generally takes the form of an expression of shared
understanding pertaining to a specific issue;
3. May include a commitment to action by one or
more parties;
4. May entail financial commitments;
5. Variations may include, but are not limited to,
Memoranda of Agreement, Friendship Agreements,
Cooperation Agreements and Collaboration
Agreements, and;
6. The benefits of each Memorandum must be
reviewed according to factors detailed in Sections
7.11-7.13 of the Policy.
Grant Agreements
1. Formal agreement pertaining to grant monies
entered into between the City and one or more
international stakeholders;
2. Entails financial commitments on the part of one or
more of the parties to the agreement;
3. Conditions of grant may entail commitments to
action on the part of one or more of the parties,
and;
4. The benefits of each Agreement must be reviewed
according to factors detailed in Sections 7.11-7.13
of the Policy.
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ODA Agreements
1. Formal agreement entered into between the City
and one or more international stakeholders from
outside South Africa
2. Entails commitments by Donor to commit funding
and/ or technical assistance and City who is
responsible for specified obligations imposed under
the Agreement;
3. Conditions
of
Agreement
always
entail
commitments to action on the part of both parties,
i.e. the Donor being solely accountable for project
expenditure and the IA (i.e. the City) to manage
received resources, and;
4. The benefits of each Agreement must be reviewed
according to factors detailed in Sections 7.11-7.13
of the Policy.
Statements of Intent
1. Formal statement referring to intended future
actions, or a statement of values;
2. May be issued unilaterally to together with one or
more partner international stakeholders;
3. Generally does not entail financial commitments;
4. Includes joint declarations, charters and accords,
and;
5. The benefits of each Statement must be reviewed
according to factors detailed in Sections 7.11-7.13
of the Policy.
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