SERVICE DELIVERY AND BUDGET
IMPLEMENTATION PLAN
2009 – 2010
MESSAGE FROM THE EXECUTIVE MAYOR
Our 5 Year Plan (IDP) 2009/10 Review outlines how, on what, and where the City of Cape Town will spend its money
until 2012. The exact details of how we will raise this money (through rates and service charges) and how we will
spend it (with timelines, specific amounts and on which specific projects or departments) are then worked out in our
Annual Budget and our Service Delivery and Budget Implementation Plans.
Our prime objective for Cape Town as contained in our Integrated Development Plan, is, first of all, infrastructure-led
economic growth. We have set ourselves the task of ensuring better roads, reliable electricity, adequate water and
sanitation, integrated human settlements and a clean, safe public environment.
Our efforts are therefore focused on creating a solid platform of urban infrastructure and services, which will help
existing investors to become more productive, attract new investors and skilled workers to our city, grow the overall
economy, and so create more jobs.
We need to encourage investment in our city, to attract, grow and retain skills and capital in Cape Town. By doing
this, we intend to create the opportunities our people need to improve their quality of life. Promoting investment is
the key to job creation, which is the only real way for people to escape poverty.
The failure of cities to successfully do this, anywhere in the world, almost always ends with reducing the
opportunities open to citizens. Less investment means less jobs – which we are seeing more and more as the world
entered the current financial crisis. Less investment also means less revenue for basic services and subsidised housing
for the poor, making it even harder for the poor to gain a foothold in the economy.
In terms of attracting investment, our proposed capital budget of R6,2 billion is aimed at continuing the progress we
have made so far, which has seen us more than triple our rate of infrastructure spending in three years. By investing
in infrastructure and services across the city, and by investing in an organisation that can deliver, we intend to make
Cape Town a more attractive destination for investors, both at home and abroad.
During the past three years of our infrastructure investment programme, our Planning Department shows that a
massive R43 billion has been invested in new developments in Cape Town. The majority of this has been private
sector investment on the back of public spending on fixed assets. In the process we created up to 12 000 jobs per
year through our Expanded Public Works Programme.
At the same time, we are also increasing our support to the poor, to support basic rights like the right to water, and
socio-economic rights like housing. In this way, we want to give our disadvantaged citizens basic support so that they
are freed up from the day to day struggle of living in informal settlements without services. This support helps our
citizens to seek economic opportunities and participate actively in our democratic systems.
Approved by the Executive Mayor:
Date:
The Service Delivery Budget Implementation Plan 2009 / 2010
TABLE OF CONTENTS
1.
Introduction
1
1.1.
Legislative Imperative
2
2.
Linking the IDP to the Budget
3
3. Reporting on the SDBIP
5
3.1 3.2
3.3
Monthly Reporting
Quarterly Reporting
Midyear Reporting
5
5
5
4. City Scorecards
6
4.1
4.2
Top 4 Corporate Indicators and Five Year Corporate Scorecard for 2007 to 2012
2009/2010 Corporate Scorecard
6
19
5. Three Year Capital Plan 2009/2010 – 2011/2012
32
6.
Revenue and Expenditure Projections
36
6.1
6.2
Monthly Projections of Revenue by Source
Monthly Projections of Expenditure by Vote (Directorate)
36
38
7. Conclusion
40
Annexure A – Corporate Scorecard Indicator Definitions for 2009/2010
41
Annexure B – Capital Budget for 2009/2010 – 2011/2012
54
1.
Introduction
The strategic direction that the City of Cape Town (City) has taken is set out in its five-year Integrated Development
Plan (IDP). This plan has been reviewed for the 2009/10 financial year in consultation with the community, and its
credibility is enhanced by a realistic and sound budget.
The strategic direction upon which the five-year IDP embarked has not changed, and the City continues on the
path of infrastructure-led economic growth. The services that the City provides and the envisaged investment in
infrastructure will make Cape Town more attractive to investors, and thus more globally competitive. Investors bring
the possibility of job creation and assistance in driving development.
The Service Delivery and Budget Implementation Plan (SDBIP) gives effect to the IDP and the budget of the
municipality. It is an expression of the objectives of the City in quantifiable outcomes, and will be implemented by the
administration for the financial period 1 July 2009 to 30 June 2010 (the City’s financial year). It includes quarterly
service delivery targets and performance indicators, which are linked to the performance agreements of senior
management. It therefore facilitates oversight over financial and non-financial performance of the municipality, and
allows the City Manager to monitor the performance of the Executive Directors; the Mayor/Council to monitor the
performance of the City Manager; and the community to monitor the performance of the City.
Based on the public input, the City developed eight strategic focus areas. Corporate objectives were developed from
these areas, and were expanded on in directorate and departmental business plans. Resources were allocated firstly
through a budget prioritisation model at a corporate level, and were then pulled through to the business plans,
which are in turn underpinned by programmes and projects. Objectives are measured through key performance
indicators at every level, and continuously monitored throughout the year.
The purpose of this report is to provide background on the role of the SDBIP, and to guide the reader through the
relationship between service delivery and budget implementation. Content-wise it provides the reader with the
five-year corporate scorecard setting out the corporate and directorate objectives, with indicators and targets against
which the City will be held accountable over the remaining three years of the five-year IDP cycle. The 2009/10 year’s
targets are elaborated on in the quarterly targets set in the annual corporate scorecard. Definitions are provided to
broaden the understanding of the indicators. The capital budget for the next three years is broken down into the
eight strategic focus areas and objectives of the IDP, providing the first level of linkage between the IDP and the
budget. This linkage is further elaborated on in the directorate and departmental business plans, but is unfortunately
too detailed for the scope of this report. The projected monthly cash flow is broken down into revenue by source, and
expenditure by directorate.
The capital budget, as allocated per subcouncil and their related wards, is contained in Annexure B to the report.
Approximately half the budget has been allocated to projects that span across wards. Wards that appear to have no
allocation may well have been allocated funding under the multi-ward projects.
The content of this document is high-level and strategic, and is intended for use by the general public and councillors.
The SDBIP is a layered plan, with the top layer dealing with consolidated service delivery targets, and linking such
targets to top management (Municipal Financial Management Act Circular No. 13). Only the tip of the information
pyramid is published as the published or corporate SDBIP. This document therefore correlates with the published
SDBIP, as required by National Treasury.
This version of the 2009/10 SDBIP is also available electronically on the City website at www.capetown.gov.za/idp
under the “Implementing the IDP” tab.
1
1.1
Legislative Imperative
In terms of Section 53(1)(c)(ii) of the Municipal Financial Management Act (MFMA), the SDBIP is defined as a
detailed plan approved by the mayor of a municipality for implementing the municipality’s delivery of municipal
services, and its annual budget, and must indicate the following:
(a)
(b)
(c)
Projections for each month of:
(i) revenue to be collected, by source; and
(ii) operational and capital expenditure, by vote
Service delivery targets and performance indicators for each quarter
Other matters prescribed
According to Section 53 of the MFMA, the Executive Mayor of the City is expected to approve the SDBIP within 28
days of the approval of the budget. In addition, the Executive Mayor must ensure that the revenue and expenditure
projections for each month, as well as the service delivery targets and performance indicators as set out in the SDBIP,
are made public within 14 days of approval.
2
2. Linking the IDP to the budget
The City identified eight strategic focus areas (SFAs) based on the inputs from the community. They are as follows:
1.
2.
3.
4.
5.
6.
7.
8.
Shared economic growth and development
Sustainable urban infrastructure and services
Energy efficiency for a sustainable future
Public transport systems
Integrated human settlements
Safety and security
Health, social and community development
Good governance and regulatory reform
The diagram below shows how each of these SFAs has a budget allocated against it at a corporate level. Corporate
objectives with measurable key performance indicators (KPIs) and targets are identified. The business planning
processes undertaken at directorate and departmental levels yield objectives, each with its own indicators, targets
and resource allocation (including budgets). The business plans have a narrative section and an SDBIP section against
which the progress of initiatives are reported on.
SFA
Corp.
objectives
Directorate
objectives
Directorate
objectives
Corp.
KPIs
Dir. KPIs
Dept. KPIs
Corp.
targets
Dir. KPIs
Dept. targets
Programmes
Projects
Resources
(budgets)
Figure 1: IDP and budget link
3
Programme and project identification further fleshes out the budget expenditure. Quarterly indicator targets are
included in the directorate and departmental business plans, but performance is also monitored against the ten
milestone schedule listed in the example below.
Project milestone achieved when:
Infrastructure
Milestone
Other
Planned
Actual
1
Project is defined and preliminary estimate by internal PM is
available to inform budgets to enable appointment of main
consultant. Bid initiation process for consultant has proceeded.
Project is defined and preliminary estimate by
internal PM is available to inform budgets
2
Main consultant appointed, preliminary design completed,
consultant’s preliminary estimate available to inform budgets.
Milestone not applicable
3
EIA’s completed, ROD’s available, land acquisition and/or zonings
finalised. More consultants might have to be appointed to achieve
this milestone. MIG business plans (if applicable) submitted to
achieve this milestone. All dependencies identified, actioned and
programmed
Specification identified and developed
4
Final detail design completed, tender spec and contract conditions
formalised, tender documentation ready. Bid initiation form (for
contractor tender) submitted to Procurement.
Tender spec and contract conditions
formalised. Tender documentation ready. Bid
initiation form submitted to Procurement.
5
Budget provision for execution of project available as per formally
approved budget
Budget provision for purchase or acquisition
available as per formally approved budget
6
Tender advertised by procurement
Tender advertised
7
Adjudication and decision by BAC
Decision by BAC
8
Commencement of service provision
Commencement of service provision
9
Contractor hand over project and move off site
Service rendered
Final payments made, project closed on PS
Maintenance period concluded, final payments made, project
10 closed on PS
Table 1: Example of a ten milestone schedule
4
3. Reporting on the SDBIP
This section covers SDBIP reporting as a way of linking the SDBIP to the oversight and monitoring operations of the
City administration.
A series of reporting requirements are outlined in the MFMA. Both the Executive Mayor and the Accounting
Officer have clear roles to play in preparing and presenting these reports. The SDBIP provides an excellent basis for
generating the reports, for which MFMA gives very clear guidelines. The reports then allow the councillors of the City
to monitor the implementation of service delivery programmes and initiatives across the municipality.
3.1 Monthly reporting
Section 71 of the MFMA stipulates that reporting on actual revenue targets and budget spending should occur on a
monthly basis. This reporting must be conducted by the accounting officer of a municipality no later than 10 working
days after the end of each month. Reporting must include the following:
(i) Actual revenue per source
(ii) Actual borrowings
(iii) Actual expenditure per vote
(iv) Actual capital expenditure per vote
(v) The amount of any allocations received
If necessary, an explanation of the following must be included in the monthly reports:
(a)
(b)
(c)
Any material variances from the municipality’s projected revenue by source, and from the municipality’s
expenditure projections per vote
Any material variances from the SDBIP
Any remedial or corrective steps taken or to be taken to ensure that the projected revenue and expenditure
remain within the municipality’s approved budget
3.2 Quarterly reporting
Section 52(d) of the MFMA compels the Executive Mayor of a municipality to submit a report to the council of such
municipality on the implementation of the budget, and the financial state of affairs of the municipality within
30 days of the end of each quarter. The quarterly performance projections captured in the SDBIP form the basis for
the mayor’s quarterly report.
3.3 Mid-year reporting
Section 72(1)(a) of the MFMA outlines the mid-year reporting requirements. The Accounting Officer of a municipality
is required by 25 January of each year to assess the performance of the municipality during the first half of the year,
taking into account the following:
(i) The monthly statements referred to in Section 71 of the first half of the year
(ii) The municipality’s service delivery performance during the first half of the financial year, and the service delivery
targets and performance indicators set in the SDBIP
(iii) The past year’s annual report, and progress on resolving problems identified in the annual report
(iv) The performance of every municipal entity under the sole or shared control of the municipality, taking into
account reports in terms of Section 88 from any such entities
Based on the outcomes of the mid-year budget and performance assessment report, an adjustment budget may be
tabled if actual revenue or expenditure amounts are materially different from the projections contained in the budget
or the SDBIP. The SDBIP is also a living document, and may be modified based on the mid-year performance review.
Thus the SDBIP remains a kind of contract that holds the City accountable to the community.
5
4. City scorecards
The City’s scorecard consists of the following:
•
•
•
The top four indicators and the five-year corporate scorecard 2007–2012, extracted from the IDP for that
period. The baselines for 2006/7 as well as targets for the next five years are provided.
The 2009/10 corporate scorecard, which consists of three sections, namely alignment and linkage, objective
and indicator details, and tracking and monitoring. The scorecard provides the quarterly corporate targets
against which the City will be held accountable. Service delivery targets and performance indicators will be
cascaded into the directorate, departmental and Executive Director’s scorecards (S57 employees), which will be
used for internal monitoring of the organisation.
The scorecard indicator definitions for 2009/10. Definitions and the standard/norm/benchmark of the indicators
are provided to clarify the measurement. These are attached as Annexure A.
4.1 The top four indicators and five-year corporate scorecard 2007–2012 (2009/10 review)
Top 4 Corporate Indicators
The City is considering moving towards minimising its indicators to the Top 4 listed below.
Five Year Corporate Scorecard 2007 – 2012 (2009/10 Review)
In this section, citywide service delivery is examined more closely. Service delivery targets and performance indicators
will be cascaded into the directorate, departmental and Executive Director’s scorecards, which will be used for
internal monitoring of the organisation.
The eight SFAs are broken down into corporate objectives for the City, and each corporate objective is further broken
down into directorate objectives. The following corporate objectives have been identified:
1A Create an enabling environment for the economy to grow and become globally competitive
1B Prepare for hosting the FIFA 2010 World CupTM in accordance with FIFA’s requirements and the City’s
development objectives
2A Provide universal access to basic services
2B Conserve natural resources
2C Effectively manage the City’s infrastructure and resources
3A Develop, adopt and implement a comprehensive response to the Cape Town’s energy and climate change
challenges
4A Improve public transport system and services
5A Improve and develop integrated human settlements
5B Deliver housing opportunities in accordance with the five year housing plan
5C Provide equitable community facilities and services across the city
6A Foster a safe and secure environment
7A Facilitate the development of a healthy and socially inclusive society
8A Ensuring enhanced service delivery with efficient institutional arrangements
8B Manage key financial and governance areas, such as income control, cash flow, indigent support, alternative
sincome opportunities, asset and risk management
8C Establish effective community engagement channels
6
7
BASELINE
30.6.2007
TARGET
30.6.2008
ACTUAL
30.6.2008
TARGET
30.6.2009
1A.1 Increase the number of direct job
opportunities created (NKPI)
(Output indicator)
13 229
9 500
10 177
10 600
Directorate Objective 1.1 – Promote Investment into Cape Town
Directorate Objective 1.2 – Develop new and strengthen existing partnerships
Directorate Objective 1.3 – Grow and strengthen the City’s tourism capability through Destination Marketing
Directorate Objective 1.4 – Promote the use of local economic development (LED) tools to grow SMMEs and Develop Enterprises
Directorate Objective 1.5 – Prioritise skills development based on the needs of the local economy
Directorate Objective 1.6 – Improve the processing of building plans and land use applications to well within the statutory time frames
Directorate Objective 1.7 – Develop the City’s creativity and knowledge and innovation- base industry
1A Create an enabling environment for the economy to grow and become globally competitive
Strategic focus area 1: Shared Economic Growth and Development
CORPORATE OBJECTIVE / INDICATOR
TARGET
30.6.2010
11 700
Unqualified audit received from AG
25 days=actual as at 26.03.09
25%
2.4
Baseline 30.06.2008
FIVE YEAR CORPORATE SCORECARD 2009/2010 REVIEW
Unqualified Audit from Auditor General (AG)
Unqualified Audit
% improvement in the time taken to resolve complaints
Operational Efficiency
% improvement in the positive employee climate (As per annual Culture Climate Survey)
Employee Morale
Community satisfaction Level (Scored on a scale of 1–5)
Customer Satisfaction
Indicators
The City is considering moving towards minimising its indicators to the Top 4 listed below.
TOP 4 CORPORATE INDICATORS
11 500
TARGET
30.6.2011
11 500
TARGET
30.6.2012
Unqualified audit received from AG
12% reduction in time (22 days)
31%
2.6
Target 30.06.2010
8
New
6 204
New
New
New
1A.3 Increase the percentage of visitors
to Cape Town
(Outcome indicator)
1A.4 Number of job opportunities created
through the Expanded Public Works
Programme (EPWP), to contribute to the
reduction of poverty and unemployment
(Output indicator)
1A.5 Percentage of Development
Applications Finalised within Statutory
Timeframes Project :
Land Use Management
(Output indicator)
1A.6 Percentage of Development
Applications Finalised within Statutory
Timeframes Project:
Building Development Management
(Output indicator)
1A.7 Percentage of the Rand value of
Purchase Orders allocated to SMME/HDI
suppliers/service providers
(Output indicator)
New
95%
72%
12 000
(excluding the
baseline)
1,763 630
(Actual 2007)
R1.6 bn
TARGET
30.6.2008
46%
-
-
12 501
Actual to be
determined
R1.67 bn
ACTUAL
30.6.2008
50%
96%
75%
12 000
5%
R1.5 bn
TARGET
30.6.2009
54%
96%
80%
18 000
2%
R1 bn
TARGET
30.6.2010
1B.1 Adherence to the work stream
objectives and programmes of the City’s
2010 Business Plan
(Outcome indicator)
1% Electricity
reinforcement
completed
13% of Stadium
completed measured
in terms of actual
construction
60% Electricity
reinforcement
completed
50% of Stadium
completed.
61,33% Electricity
reinforcement
completed
36%
75% of Stadium
completed measured
in terms of actual
construction
100% Electricity
reinforcement
completed
100% of Stadium
completed measured
in terms of actual
construction
Stadium completed by
December 2009
1B Prepare for hosting the 2010 FIFA World Cup TM in accordance with FIFA’s requirements and the City’s development objectives
Directorate Objective 1.8 Prepare for hosting the 2010 FIFA World Cup TM in Cape Town in accordance with FIFA’s requirements and the City’s development objectives
R1.16 billion
BASELINE
30.6.2007
1A.2 Maintain the rand value of direct
investment
(Outcome indicator)
CORPORATE OBJECTIVE / INDICATOR
-
-
57%
96%
80%
24 000
2%
R1 bn
TARGET
30.6.2011
-
-
62%
96%
80%
30 000
2,5%
R1.5 bn
TARGET
30.6.2012
9
RFP for Operator
advertised
Conceptualise model
for 2010 footprint i.e.
Fan Parks, Viewing Sites
and Training Venues, in
terms of affordability
and resources
Appointment
of consultant in
procurement phase
to do detailed 2010
Transport Operational
Plan
BASELINE
30.6.2007
Operator appointed
Finalise working model
for 2010 footprint i.e.
Fan Parks, Viewing Sites
and Training Venues, in
terms of affordability
and resources
Detailed 2010
Transport Operational
Plan 50% complete
TARGET
30.6.2008
97,9%
-
New
100%
100%
2A.1 Percentage of households with
access to basic levels of sanitation (NKPI)
(Outcome indicator)
2A.2 Percentage of informal settlement
households with access to basic levels of
sanitation
(Output indicator)
2A.3 Service rate of toilets
(Input indicator)
2A.4 Percentage of households with
access to basic levels of water (NKPI)
(Outcome indicator)
2A.5 Percentage informal settlement
households with access to basic levels
of water
(Output indicator)
100%
100%
New
-
97,5%
2A Provide universal access to basic services
Directorate Objective 2.1 – Reduce backlogs in line with national objectives for basic services
(Note: based on an estimated household (HH) count of 902 278)
Strategic focus area 2: Sustainable Urban Infrastructure and Services
1B.2 Completion of process to award
Naming Rights for Stadium and
appointment of long term Operator to
manage Stadium
(Input indicator)
CORPORATE OBJECTIVE / INDICATOR
100%
100%
New
New
97,10%
Operator not
appointed
New
20% completed
ACTUAL
30.6.2008
100%
100%
New
New
97,5%
Naming Rights
awarded and Operator
appointed
Implement and
prepare detailed
operating plans for
2010 footprint: 75%
complete
Detailed 2010
Transport Operational
Plan 75% complete
TARGET
30.6.2009
100%
100%
902 278 HHs
2.0
80,5%
99,1%
894 157 HHs
Management contract
in place
Implement and
prepare detailed
operating plans for
2010 footprint: 100%
complete
Detailed 2010
Transport Operational
Plan 100% complete
TARGET
30.6.2010
100%
100%
902 278 HHs
2.0
89,3%
99,4%
896 864 HHs
Long term lease in
place
-
-
TARGET
30.6.2011
100%
100%
902 278 HHs
2.0
94,5%
99,7%
899 571 HHs
Long term lease in
place
-
-
TARGET
30.6.2012
10
91,12%
66,64%
99%
89,5%
2A.7 Percentage of households with
access to basic levels of electricity (NKPI)
(Outcome indicator)
2A.8 Percentage of informal households
with access to basic levels of electricity
(Output indicator)
2A.9 Percentage of households with
access to basic levels of solid waste
removal (NKPI)
(Outcome indicator)
2A.10 Percentage of informal households
receiving an integrated area cleaning and
refuse collection service
(Output indicator)
97%
99%
67,73%
91,8%
New
TARGET
30.6.2008
99%
99%
69,04%
92,5%
New
ACTUAL
30.6.2008
99%
99%
60,87%
90,83%
New
TARGET
30.6.2009
99%
99%
893 255 HHs
62,43%
90,46%
771 435 HHs
2.8
TARGET
30.6.2010
25,5%
81,2%
2B.1 Percentage reduction in
unconstrained water demand
(Outcome indicator)
2B.2 Percentage compliance with 4 critical
DWAF effluent standards (E-coli count,
Ammonia content, Oxygen demanding
substances, Total suspended solids)
(Outcome indicator)
79%
27,4%
81%
26%
83%
27,5%
87%
27%
Directorate Objective 2.2 – Conserve biodiversity and improve quality living environments through greening, education and access
Directorate Objective 2.3 – Develop demand management programmes for water, electricity, waste reduction, private transport usage and the reduction of attendant pollutants.
Directorate Objective 2.4 – Reduce impact of flooding on community livelihoods and regional economies
Directorate Objective 2.5 – Safeguard human health, protect natural aquatic environments, and improve and maintain recreational water quality
Directorate Objective 2.6 – Manage and maintain the City’s beach nodes
2B Conserve natural resources
New
BASELINE
30.6.2007
2A.6 Service rate of taps
(Input indicator)
CORPORATE OBJECTIVE / INDICATOR
91%
27%
99%
99%
893 255 HHs
63,98%
91,28%
778 446 HHs
2.5
TARGET
30.6.2011
95%
27%
99%
99%
893 255 HHs
65,53%
92,11%
785 457 HHs
2.3
TARGET
30.6.2012
11
89%
67%
14,5%
61%
14,73%
TARGET
30.6.2008
87%
BASELINE
30.6.2007
-
19.3%
59 670ML
2C.2 Reduce number of electricity outages
experienced
(Output indicator)
2C.3 Reduce volume of unaccounted
for water losses as part of total water
consumed
(Input indicator)
19%
59 956ML
New
R625 mil
18,7%
Volume:
59 004 ML
<1.3
R808 mil
18,6%
Volume:
59 204 ML
<1.3
R876 mil
TARGET
30.6.2009
Directorate Objective 3.1 – Reduce energy consumption in the Cape Metropolitan Area to below projected unconstrained energy consumption
Directorate Objective 3.2 – Monitor and review the City’s energy and climate change strategy
Directorate Objective 3.3 – Ensure energy security and carbon mitigation
Directorate Objective 3.4 – Adapt to and build community resilience to climate change
Directorate Objective 3.5 – Communicate and educate
Reduction of 10% in
3A.1 Reduce energy consumption
energy consumption
in the Cape Metropolitan Area to
below projected
below projected unconstrained energy
New
New
New
unconstrained energy
consumption
consumption
(Outcome indicator)
Electricity target:
10317 GWh
3A Develop, adopt and Implement a comprehensive response to Cape Town’s energy and climate change challenges
Strategic focus area 3: Energy Efficiency for a Sustainable Future
New
2C.1 Increase funding applied corporately
to repairs and maintenance
(Input indicator)
15%
70%
77%
(65% - previous 5 year
average)
16,55%
78%
65%
ACTUAL
30.6.2008
2C Effectively manage the City’s Infrastructure and Resources
Directorate Objective 2.7 – Prioritise essential large or bulk infrastructure programmes
Directorate Objective 2.8 – Develop and implement an integrated infrastructure asset management programme
2B.3 Percentage of recreational waters
sampling points (i.e. bathing beaches,
vleis, lagoons, etc) comply with applicable
Department of Water Affairs standards
(Outcome indicator)
2B.4 Percentage cleanliness of the City
(Metropolitan Cleanliness/ Photographic
index)
(Outcome indicator)
2B.5 Percentage of airspace saved in
relation to the volume of waste disposed
(Outcome indicator)
CORPORATE OBJECTIVE / INDICATOR
Maintain reduction
of 10% in energy
consumption
below projected
unconstrained energy
consumption
18,8%
Volume:
62 040 ML
<1.3
R1,0 bn
15,5%
70%
80%
TARGET
30.6.2010
Maintain reduction
of 10% in energy
consumption
below projected
unconstrained energy
consumption
18,8%
Volume:
63 826 ML
<1.3
R1,2 bn
16%
70%
82%
TARGET
30.6.2011
Maintain reduction
of 10% in energy
consumption
below projected
unconstrained energy
consumption
18,8%
Volume:
65 593 ML
<1.3
R 1,3 bn
16,5%
70%
85%
TARGET
30.6.2012
12
BASELINE
30.6.2007
TARGET
30.6.2008
ACTUAL
30.6.2008
TARGET
30.6.2009
45 km
New
4A.3 Increase the percentage of
commuters using public transport
(Outcome indicator)
45 min
4A.2 Increase in cumulative kilometres
of critical routes with dedicated public
transport lanes on selected transport
corridors
(Output indicator)
4A.1 Reduction of average commuter
travel time on selected transport corridors
(Outcome indicator)
New
5 km on baseline
40 min
New
53 km’s including
baseline
Travel time along the
N2 bus/minibus taxi
(BMT) lane reduced
by 20 min for Public
Transport users and 5
min for other modes.
(Metro wide travel
time statistics not
available)
Directorate Objective 4.1 – Establish a single point of authority for transport
Directorate Objective 4.2 – Improve public transport services and secure new investment in Transport infrastructure
Directorate Objective 4.3 – Increase cumulative kilometres of critical routes with dedicated public transport lanes
Directorate Objective 4.4 – Reduce average peak period travel time along selected corridors
Directorate Objective 4.5 – Promote Non-Motorised Transport (NMT)
New
12 km on previous year’s
actual
38 min
TARGET
30.6.2010
52%
Ratio: 0.52:1
44 km on previous year’s
actual
10% reduction in
travel time along
Phase 1A of the
Atlantis corridor
4A Improve public transport system and services (for e.g. the implementation of phase 1A of the integrated rapid transit programme)
Strategic focus area 4: Public Transport Systems
CORPORATE OBJECTIVE / INDICATOR
52.2%
Ratio: 0.522:1
20 km on previous year’s
actual
10% reduction in
travel time along
Phase 1B of the
Atlantis corridor
TARGET
30.6.2011
52.5%
Ratio: 0.525:1
35 km on previous year’s
actual
10% reduction in
travel time along the
full Atlantis corridor
TARGET
30.6.2012
13
BASELINE
30.6.2007
TARGET
30.6.2008
ACTUAL
30.6.2008
TARGET
30.6.2009
TARGET
30.6.2010
15%
Approvals to proceed
with preparation of
plans in place. City’s
intention to prepare
the plans advertised
to the public. First
internal drafts of plans
prepared.
30%
1st round of public
meetings on
preparation of SDF
completed.
90% City
SDF and District
SDP’s completed and
submitted to Provincial
Government of the
Western Cape (PGWC)
for approval.
7 519
Was 7182
@30.6.2007
Framework plan
approved (including
essential services)
5B.1 Number of housing opportunities
provided per year including Community
Residential Units developed (CRU)
(Output indicator)
5B.2 Implementation of Informal
Settlements Upgrade programme (UISP)
and Emergency Housing Programme
(EHP).
(Output indicator)
100% Programme
compliance
10 200
100% Compliance *60
informal settlements
were serviced
6 439
100% compliance with
plan specifications
9 900
5B Deliver housing opportunities in accordance with the five year housing plan (reviewed annually)
Directorate Objective 5.4 – Develop new housing opportunities
Directorate Objective 5.5 – Increase rental stock through the development of CRUs and social housing partnerships
Directorate Objective 5.6 – Land acquisition and redress land ownership inequities by providing housing based on restitution claim settlements
Directorate Objective 5.7 – Facilitate gap housing programmes through partnerships with banks and private sector developers
(input indicator)
Phases 1-8 completed to prepare City SDF
and District Spatial Development Plans
(SDP’S)
5A.1 Percentage completion of the Spatial
Development Framework (SDF) and
District Spatial Development Plans (SDP’s)
30%
Draft of SDF
underway. 1st round
of public meetings on
preparation of SDF
completed. PEPCO
endorsement of vision,
principles, issues
and strategic goals
obtained. Draft of
SDF underway. Draft
1 of district spatial
development plans
reviewed internally
and prepared for
public scrutiny.
1000 Incrementally
Serviced Erven.
8 400
3rd round of
advertisement of
City SDF and District
SDP’s for comment
completed (subject
to timing of feedback
from PGWC)
Directorate Objective 5.1 – Transform dormitory suburbs into areas that support a greater mix of land uses, offer a range of amenities, and are socially mixed facilities
Directorate Objective 5.2 – Establish policy and spatial planning frameworks that will facilitate the development of integrated human settlements
Directorate Objective 5.3 – Develop and implement an incremental housing programme
5A Improve and develop Integrated Human Settlements
Strategic focus area 5: Integrated Human Settlements
CORPORATE OBJECTIVE / INDICATOR
1200 Incrementally
Serviced Erven.
8 500
City SDF & 8 District
SDP/EMF’s approved
by PGWC
TARGET
30.6.2011
1400 Incrementally
Serviced Erven
8 800
Implementation of the
City SDF & 8 District
SDP/ EMF’s
TARGET
30.6.2012
14
BASELINE
30.6.2007
TARGET
30.6.2008
Number of open,
safe and clean halls
(ablution/toilets, hall
and kitchen)
Total number = 202
Number of fenced
formal Sport fields
with complete grass
cover
Total number = 513
New
New
55
New
ACTUAL
30.6.2008
New
New
66
New
TARGET
30.6.2009
121
360
63
3058
TARGET
30.6.2010
121
360
63
3058
TARGET
30.6.2011
121
360
63
3058
TARGET
30.6.2012
Directorate Objective 6.7 – Develop and expand the City Emergency Services Call Centre to provide a fast and efficient response to emergencies through the implementation of a single emergency number
Directorate Objective 6.6 – Undertake a Comprehensive Disaster Risk Assessment and develop pro-active disaster risk reduction and response plans
Directorate Objective 6.5 – Respond fast, efficiently and equitably to emergencies to safeguard and protect life, property and livelihoods, and the ever increasing environmental threat from fires and related emergencies
Directorate Objective 6.4 – Improve law enforcement (traffic policing, and general law enforcement) through more visible actions
Directorate Objective 6.3 – Continuously develop the CCTV network to ensure adequate coverage of key economic and transport locations as well as crime ‘hot spots’
Directorate Objective 6.2 – Improve urban design to reduce crime and emergencies
Directorate Objective 6.1 – Provide community and youth development programmes directed at personal, traffic and pedestrian safety
6A Foster a safe and secure environment
New
New
49
Number of Libraries
maintaining set open
hours standards
Total number = 98
Strategic focus area 6: Safety and Security
5C 1 Number of community facilities
meeting set standards.
(Outcome indicator)
New
Number of community
parks mowed and
cleaned according to
standard
Total number = 3058
Directorate objective 5.8 Develop and implement a community service facility provision master plan
Directorate objective 5.9 Improve service delivery in pursuit of comparable international standards
5C Provide equitable community facilities and services across the City.
CORPORATE OBJECTIVE / INDICATOR
15
New
New
Disaster Management
Plan developed and
approved
New
Disaster Management
Plan as per statutory
requirements
completed and
approved
New
TARGET
30.6.2008
New
New
BASELINE
30.6.2007
10% increase in
arrests in drug related
crimes (Possession &
Dealing)
10% increase in
arrests in drug related
crimes (Possession &
Dealing)
1. Disaster
Management Plan
developed and
approved.
2. 100% reviewed
with quarterly targets
10% increase in
arrests in drug related
crimes (Possession &
Dealing)
1. Disaster
Management Plan
developed and
approved.
2. 100% reviewed
with quarterly targets.
227
10% increase in
arrests in drug related
crimes (Possession &
Dealing)
100% compliance with
plan
New
283 arrests by the City
enforcement staff
1. Disaster
Management Plan
developed and
approved.
2. 100% compliance
with quarterly targets.
1. Disaster
Management Plan
developed and
approved.
2. 100% reviewed
with quarterly targets.
5% Percentage
reduction in accident
rate at high frequency
locations
5% reduction in
accident rate at high
frequency locations
5 % reduction in
accident rate at high
frequency locations
3
Achieving ≥3 on 5
point Likert scale on
community survey
regarding positive
perception on decrease
in prevalence of antisocial behaviour
Achieving ≥3 on 5
point Likert scale on
community survey
regarding positive
perception on decrease
in prevalence of antisocial behaviour
Achieving ≥3 on 5
point Likert scale on
community survey
regarding positive
perception on decrease
in prevalence of antisocial behaviour
2.5
TARGET
30.6.2012
TARGET
30.6.2011
TARGET
30.6.2009
TARGET
30.6.2010
ACTUAL
30.6.2008
New
New
7A.1 Number of Child Care facilities
upgraded/provided in partnership with
Government and NGOs to promote holistic
childhood development
(Input indicator)
7A.2 Number of targeted socio-economic
development support programmes
(Input indicator)
0
2
0
0
4
3
4
3
4
3
4
3
Directorate Objective 7.1 – Establish early childhood development (ECD) facilities and partnerships
Directorate Objective 7.2 – Provide developmental programmes and events that impact positively on the social fabric of communities and visitors in the Cape Town
Directorate Objective 7.3 – Promote sustainable communities and healthy lifestyles by encouraging community- based sport, recreation and library services, programmes and initiatives
Directorate Objective 7.4 – Implement programmes to address the plight of street people
Directorate Objective 7.5 – Provide effective primary healthcare (PHC) services in close collaboration with Province, focusing on maternal and child healthcare, and HIV/AIDS/STIs and TB with a focus on Aids orphans
Directorate Objective 7.6 – Implement the City’s Operational Alcohol and Drug Strategy
Directorate Objective 7.7 – Provide effective environmental health services, including air quality management and pollution control programmes (also noise pollution).
7A Facilitate the development of a healthy and socially inclusive society
Strategic focus area 7: Health, social and community development
6A.2 Percentage adherence to the
implementation of Disaster Plans
according to legislative requirements
(Input indicator)
6A.1 Percentage adherence to key
objectives in the City’s Security Plan
(Output indicator)
CORPORATE OBJECTIVE / INDICATOR
16
132
21,40
831
7A.5 Number of days when air pollution
exceeds WHO guidelines
(Impact/Outcome indicator)
7A.6 Reduction of the infant mortality
rate (Number infant deaths per 1000 live
births)
(Outcome indicator)
7A.7 Reduction in the rate of increase of
TB per 100 000 of Cape Town Population
(Outcome indicator)
BASELINE
30.6.2007
TARGET
30.6.2008
18,5%
980
20,60
144
12
300
15,9%
876
20.28
128
19
449
ACTUAL
30.6.2008
19,0%
1 040
20,00
140
19
300
TARGET
30.6.2009
19,3%
1 090
19.50
137
19
300
TARGET
30.6.2010
19,6%
1 120
19.20
135
22
300
TARGET
30.6.2011
8A.1 Improved average turnaround
time of tender procurement processes in
accordance with procurement plan
(Input indicator)
7.2 weeks
8 weeks
6.5 weeks
8 weeks
7 weeks
7 weeks
Directorate Objective 8.1 – Enhance service delivery through the development and implementation of institutional frameworks and business systems, including alternative service delivery mechanisms
Directorate Objective 8.2. – Implement human capital management systems and processes to enhance staff alignment with business needs and improve staff morale and performance
Directorate Objective 8.3 – Improve the service culture and workplace ethics and implement efficiency gains interventions through business improvement initiatives
Directorate Objective 8.4 – Improve the organisational and regulatory environment
8A Ensure enhanced service delivery with efficient institutional arrangements
Strategic focus area 8: Good governance and regulatory reform
15,2%
10
7A.4 Number of strategic sporting
partnerships and events created
maintained and expanded on
(Input indicator)
7A.8 Percentage reduction in the rate of
increase of Cape Town’s antenatal HIV
prevalence
(Outcome indicator)
280
7A.3 Number of street people placed
in rehabilitation and reintegration
programmes
(Input indicator)
CORPORATE OBJECTIVE / INDICATOR
6 weeks
19,8%
1 140
19,00
133
24
300
TARGET
30.6.2012
17
New
New
New
New
New
New
25%
100% of C3
notification process
implemented including
geo-coding and
correspondence
functionality
80%
28%
90%
New
TARGET
30.6.2009
22 days
12% reduction
in time taken to
close notifications
(measured against the
baseline)
85%
31%
90%
10% reduction
in time taken to
close notifications
(measured against the
baseline)
20 days
90%
34%
90%
≤ 4% average for the
period 1 July 2010 to
30 June 2011
8 to 12% within
skilled categories
8 to 12% within
skilled categories
≤ 4% average for the
period 1 July 2009 to
30 June 2010
5 to 8% overall
turnover
TARGET
30.6.2011
5 to 8% overall
turnover
TARGET
30.6.2010
21,07%
4.51:1
8B.1 Net Debtors to Annual Income
[Ratio of outstanding service debtors to
revenue actually received for services
(NKPI)]
(Input indicator)
8B.2 Debt coverage by own billed revenue
(NKPI)
(Input indicator)
4.31:1
20%
3.21:1
21,77%
4.50:1
19,70%
2,5:1
22,50%
2,4:1
22,00%
TARGET
30.6.2012
10% reduction
in time taken to
close notifications
(measured against the
baseline)
18 days
90%
37%
90%
≤ 4% average for the
period 1 July 2011 to
30 June 2012
8 to 12% within
skilled categories
5 to 8% overall
turnover
2,2:1
22,00%
Directorate Objective 8.5 – Manage key finance and governance areas (such as income control, cash flow, indigent support, alternative income opportunities, asset management and risk management) review
Directorate Objective 8.6 – Launch anticorruption Initiatives
8 B Manage key financial and governance areas such as income control, cash flow, indigent support, alternative income opportunities, asset and risk management
Previous indicator:
Percentage of C3 notification process
implemented including geo-coding and
correspondence functionality
New
New
8A.6 Percentage of capital projects
meeting original planned milestones
(Input indicator)
8A.7 Percentage improvement in the time
taken to close notifications in terms of the
Corporate Works Management process
(Input indicator)
25%
New
8A.5 Percentage improvement in the
positive employee climate as per annual
Culture Climate Survey
(Outcome indicator)
New
100%
8A.4 Percentage budget spent on
implementation of WSP (NKPI)
(Input indicator)
(Output indicator)
8A.3 Staff availability as measure by %
absenteeism
New
ACTUAL
30.6.2008
(Output indicator)
TARGET
30.6.2008
New
BASELINE
30.6.2007
8A.2 Retention of skills as measured by
staff turnover
CORPORATE OBJECTIVE / INDICATOR
18
3.01:1
99,3%
New
Unqualified audit
received from AG
8B.5 Ratio of cost coverage maintained
(Input indicator)
8B.6 Revenue collected as a percentage of
billed amount
(Input indicator)
8B.7 Percentage audit findings resolved as
per follow up audits
(Input indicator)
8B.8 Unqualified Audit from Auditor
General (AG)
(Outcome indicator)
-
New
Table 2: Five Year Corporate Scorecard
8C.1 Community satisfaction score
measured in terms of the asymmetrical
scale (1-5)
(Outcome indicator)
New
2.4
-
Maintained Aa2-za
from Moody’s.
Prime -1 (Short term)
A1+ (short term)
AA- (long term)
Revised target:
P-1 (short term)
Aa2.za (long term)
100% completed by
31 May
Unqualified audit
received from AG
48,57%
94,71%
TARGET
30.6.2009
3
100% completed by
31 May
P-1 (short term)
Aa2.za (long term)
Unqualified audit
received from AG
60%
96%
3.10:1
98%
90%
(100% after
completion of the
financial statements as
confirmed by the CFO)
4.67:1
95%
78%
ACTUAL
30.6.2008
Unqualified audit
received from AG
50%
95,5%
2.60:1
98%
95%
TARGET
30.6.2008
Directorate Objective 8.7 – Establish representative Ward Participatory Mechanisms
Directorate Objective 8.8 – Improve community satisfaction
8C Establish effective community engagement channels
8B.10 Percentage completion of annual
asset verification process
(Input indicator)
(Outcome indicator)
A1+ (short term)
AA- (long term)
92%
8B.4 Percentage of City’s operating
budget spent
(Output indicator)
8B.9 Maintain City’s credit rating
77%
BASELINE
30.6.2007
8B.3 Percentage of City’s Capital budget
spent (NKPI)
(Output indicator)
CORPORATE OBJECTIVE / INDICATOR
2.6
100% verification of
the assets completed
by 30 June
P-1 (short term)
Aa2.za (long term)
Unqualified audit
received from AG
70%
95%
3.20:1
95%
95%
TARGET
30.6.2010
2.8
100% verification of
the assets completed
by 30 June
P-1 (short term)
Aa2.za (long term)
Unqualified audit
received from AG
80%
95%
3.30:1
95%
95%
TARGET
30.6.2011
3
100% verification of
the assets completed
by 30 June
P-1 (short term)
Aa2.za (long term)
Unqualified audit
received from AG
90%
95%
3.50:1
95%
95%
TARGET
30.6.2012
INDICATOR
TARGET
2008/09
(Proposed
Baseline
2008/09)
QUARTER
ENDING
30 Sept. 2009
5%
12 000
75%
96%
1A.4 Number of job
opportunities created
through the expanded
Public Works Programme
(EPWP), to contribute to
the reduction of poverty
and unemployment
1A.5 Percentage of
Development Applications
finalised within statutory
Timeframes. Project: Land
Use Management
1A.6 Percentage of
Development Applications
finalised within statutory
Timeframes. Project:
Building Development
Management
-
-
Service Delivery
Integration
Strategy and
Planning
Strategy and
Planning
R1.5 bn
1A.3 Increase the
percentage of visitors to
Cape Town
1A.2 Maintain the increase
Rand Value of direct
investment
10 600
_
_
Economic &
Social
Development
1A.1 Increase number of
direct job opportunities
created (NKPI)
Economic
& Social
Development
_
96%
80%
18 000
2%
R1 bn
11 700
-
-
8 000
80%
3 000
75%
96%
96%
Annual Target
R0.450 bn
4 900
Annual Target
Quarterly
Economic &
Social
Development
SDI -URP
96%
80%
13 000
Annual Target
-
-
QUARTER
ENDING
31 March
2010
TARGETS
QUARTER
ENDING
31st Dec
2009
Corporate Objective: 1A. Create an enabling environment for the economy to grow and become globally competitive.
ANNUAL
TARGET
(30 June
2010)
OBJECTIVE AND INDICATOR DETAIL
Strategic Focus Area 1: Shared Economic Growth and Development
LINK TO LEAD
DIRECTORATE
CONTRIBUTING
DIRECTORATES
ALIGNMENT & LINKAGE
4.3 2009/2010 ONE YEAR CORPORATE SCORECARD
FREQUENCY
Bi-Annual
Bi-Annual
Annual
Quarterly
Quarterly
19
96%
80%
18 000
2%
R1 bn
11 700
QUARTER
ENDING
30 June 2010
Report on annual targets with quarterly
monitoring and progress reporting
Report on Bi-annual targets with
quarterly monitoring and progress
reporting
Report on Bi-annual targets with
quarterly monitoring and progress
reporting
GENERAL COMMENT 2009/2010
TARGET
2008/09
(Proposed
Baseline
2008/09)
50%
INDICATOR
1A.7 Percentage of the
Rand value of Purchase
Orders allocated to SMME/
HDI suppliers/service
providers
54%
ANNUAL
TARGET
(30 June
2010)
QUARTER
ENDING
31st Dec
2009
Annual Target
QUARTER
ENDING
30 Sept. 2009
Annual Target
Annual Target
QUARTER
ENDING
31 March
2010
TARGETS
54%
QUARTER
ENDING
30 June 2010
_
_
Service Delivery
Integration
Service Delivery
Integration
Service Delivery
Integration
–
Transport
1B.2 Completion of process
to award Naming Rights for
Stadium and appointment
of long term Operator to
manage Stadium
1B.1 Adherence to the
work stream objectives and
programmes of the City’s
2010 Business Plan
Implement and
prepare detailed
operating
plans for 2010
footprint: 100%
complete
Implement
and prepare
detailed
operating
plans for 2010
footprint: 75%
complete
Management
contract in place
Detailed 2010
Transport
Operational Plan
100% complete
Detailed 2010
Transport
Operational
Plan 75%
complete
Naming rights
awarded and
Operator
appointed
100% Electricity
reinforcement
completed
100% of
Stadium
completed
measured in
terms of actual
construction
_
75% of
Stadium
completed.
Measured in
terms of actual
construction
Stadium
completed by
December 2009
90%
80%
80%
Annual Target
Annual Target
90%
100%
100%
90%
80%
Annual Target
95%
95%
100%
100%
Management
contract in place
100%
100%
100%
100%
Corporate Objective: 1B. Prepare for hosting the 2010 FIFA World CupTM in Cape Town in accordance with FIFA’s requirements and the City’s development objectives
LINK TO LEAD
DIRECTORATE
OBJECTIVE AND INDICATOR DETAIL
CONTRIBUTING
DIRECTORATES
ALIGNMENT & LINKAGE
FREQUENCY
Annual
Quarterly
Quarterly
Quarterly
Quarterly
Annual
20
This indicator will be pursued only after
the FIFA 2010 Soccer World Cup
Fitting out and prep of stadium for
2010 FIFA WC to be completed from
Jan - May 2010.
Actual construction to be completed by
14 Dec 2009.
GENERAL COMMENT 2009/2010
INDICATOR
TARGET
2008/09
(Proposed
Baseline
2008/09)
_
Utility Services
_
100%
2A.5 Percentage informal
settlement households with
access to basic levels water
New
100%
2A.4 Percentage of
households with access to
basic levels of water (NKPI)
2A.6 Service rate of taps
New
New
2A.2 Percentage of
informal settlement
households with access to
basic levels sanitation
2A.3 3 Service rate of
toilets
97,5%
2A.1 Percentage of
households with access to
basic levels of sanitation
(NKPI)
Corporate Objective: 2A. Provide universal access to basic services
Strategic Focus Area 2: Sustainable Urban Infrastructure and Services
LINK TO LEAD
DIRECTORATE
CONTRIBUTING
DIRECTORATES
2,80
100%
100%
902 278 HHs
2
80,50%
99,10%
894 157 HHs
ANNUAL
TARGET
(30 June
2010)
OBJECTIVE AND INDICATOR DETAIL
99%
893 255 HHs
76,16%
2
100%
902 278 HHs
100%
98,95%
892 804 HHs
73,98%
-
100%
902 278 HHs
100%
-
2,80
QUARTER
ENDING
31st Dec
2009
-
100%
100%
902 278 HHs
-
78,35%
99,05%
893 706 HHs
QUARTER
ENDING
31 March
2010
TARGETS
QUARTER
ENDING
30 Sept. 2009
Quarterly
ALIGNMENT & LINKAGE
FREQUENCY
Quarterly
Bi-Annual
Quarterly
Bi-Annual
Quarterly
21
2,80
100%
100%
902 278 HHs
2
80,50%
99,10%
894 157 HHs
QUARTER
ENDING
30 June 2010
Households (HH) estimate = 902 278
Households (HH) estimate = 902 278
GENERAL COMMENT 2009/2010
_
TARGET
2008/09
(Proposed
Baseline
2008/09)
90,83%
60.87%
99%
99%
INDICATOR
2A.7 Percentage of
households with access to
basic levels of electricity
(NKPI)
2A.8 Percentage of
informal households with
access to basic levels of
electricity
2A.9 Percentage of
households with access to
basic levels of solid waste
removal (NKPI)
2A.10 Percentage of
informal households
receiving an integrated
area cleaning and refuse
collection service
27,50%
83%
78%
2B.2 Percentage
compliance with 4
critical DWAF effluent
standards (e-coli count,
Ammonia content, Oxygen
demanding substances,
total suspended solids)
2B.3 Percentage of
recreational waters
sampling points (i.e.
bathing beaches, vleis,
lagoons, etc.) comply with
applicable Dept of Water
Affairs standards.
_
Utility Services
TRS
_
Utility Services
2B.1 Percentage reduction
in unconstrained water
demand
Corporate Objective: 2B. Conserve natural resources
_
Utility Services
LINK TO LEAD
DIRECTORATE
80%
87%
27%
99%
99%
893 255 HHs
62,43%
90,46%
771 435 HHs
ANNUAL
TARGET
(30 June
2010)
OBJECTIVE AND INDICATOR DETAIL
89,97%
767 256 HHs
61,66%
99%
893 255 HHs
99%
26,10%
84%
89,72%
765 124 HHs
61,12%
99%
893 255 HHs
99%
26,30%
83%
Annual Target
Annual Target
QUARTER
ENDING
31st Dec
2009
Annual Target
86%
26,50%
99%
99%
893 255 HHs
62,10%
90,22%
769 388 HHs
QUARTER
ENDING
31 March
2010
TARGETS
QUARTER
ENDING
30 Sept. 2009
Quarterly
Quarterly
ALIGNMENT & LINKAGE
CONTRIBUTING
DIRECTORATES
Utilities
(Scientific Services)
FREQUENCY
Quarterly
Quarterly
Quarterly
Annual
Quarterly
22
80%
87%
27%
99%
99%
893 255 HHs
62,43%
90,46%
771 435 HHs
QUARTER
ENDING
30 June 2010
The trend is due to seasonal variation.
Water use is normally higher during the
summer months.
Households (HH) estimate = 902 278
Households (HH) estimate = 902 278
GENERAL COMMENT 2009/2010
_
_
LINK TO LEAD
DIRECTORATE
Utility Services
Utility Services
TARGET
2008/09
(Proposed
Baseline
2008/09)
70%
15%
INDICATOR
2B.4 Percentage
Cleanliness of the City
(Metropolitan Cleanliness /
Photographic index)
2B.5 Percentage of airspace
saved in relation to the
volume of waste disposed
(generated)
15,50%
70%
ANNUAL
TARGET
(30 June
2010)
OBJECTIVE AND INDICATOR DETAIL
2C.3 Reduce volume of
unaccounted for water
losses as part of total water
consumed
2C.2 Reduce number
of electricity outages
experienced
2C.1 Increase funding
applied corporately to
repairs and maintenance
18,60%
Volume:
59 204 ML
<1,3
R876 mil
Strategy and
Planning
SDI
18,80%
Volume:
62 040 ML
<1,3
R1,0 bn
15,30% 15,20% <1,3
18,60%
Volume:
61 380 ML
<1,3
18,80%
Volume:
62 040 ML
Annual Target
Annual Target
Annual Target
Annual Target
QUARTER
ENDING
31st Dec
2009
QUARTER
ENDING
30 Sept. 2009
18,70%
Volume:
61 710 ML
<1,3
Annual Target
15,40%
Annual Target
QUARTER
ENDING
31 March
2010
TARGETS
3A.1 Reduce in energy
consumption in the Cape
Metropolitan Area to below
projected unconstrained
energy consumption
Reduction of
10% in energy
consumption
below projected
unconstrained
energy
consumption
Electricity
target:
10317 GWh
Maintain
reduction of
10% in energy
consumption
below projected
unconstrained
energy
consumption
Targets to
be extracted
from Energy
Plan - not yet
determined
Targets to
be extracted
from Energy
Plan - not yet
determined
Targets to
be extracted
from Energy
Plan - not yet
determined
Corporate Objective: 3A Develop, adopt and implement a comprehensive response to Cape Town’s energy and climate change challenges
Strategic Focus Area 3: Energy Efficiency for a Sustainable Future
Utility Services
Corporate Objective: 2C. Effectively manage the City’s Infrastructure and Resources
CONTRIBUTING
DIRECTORATES
ALIGNMENT & LINKAGE
FREQUENCY
Annual
Quarterly
Quarterly Annual
Quarterly
Quarterly
23
Maintain
“reduction of
10% in energy
consumption”
below projected
unconstrained
energy
consumption
18,80%
Volume:
62 040 ML
<1,3
R1,0 bn
15,50%
70%
QUARTER
ENDING
30 June 2010
The trend is due to seasonal variation.
Water use is normally higher during the
summer months.
GENERAL COMMENT 2009/2010
INDICATOR
ANNUAL
TARGET
(30 June
2010)
QUARTER
ENDING
30 Sept. 2009
QUARTER
ENDING
31st Dec
2009
QUARTER
ENDING
31 March
2010
TARGETS
QUARTER
ENDING
30 June 2010
38 min
12 km on
previous years
actual
New
4A.1 Reduction of average
commuter travel time on
selected transport corridors
4A.2 Increase in cumulative
kilometres of critical routes
with dedicated public
transport lanes on selected
transport corridors
4A.3 Increase the
percentage of commuters
using public transport
52 %
Ratio: 0.52:1
44 km on
previous years
actual
Strategy and
Planning
_
Phases 1-8 completed
to prepare City SDF
and District Spatial
Development Plans (SDP’S)
5A.1 Percentage
completion of the Spatial
Development Framework
(SDF) and District Spatial
Development Plans (SDP’s)
90% City
SDF and
District SDP’s
completed
and submitted
to Provincial
Government
of the Western
Cape (PGWC)
for approval.
3rd round of
advertisement
of City SDF and
District SDP’s
for comment
completed
(subject to
timing of
feedback from
PGWC)
Corporate Objective: 5A. Improve and develop Integrated Human Settlements
Strategic Focus Area 5: Integrated Human Settlements
_
_
Transport Roads
and Stormwater
Transport Roads
and Stormwater
_
Transport Roads
and Stormwater
10%
reduction in
travel time
along Phase
1A of Atlantis
corridor
3rd round of
advertisement
of City SDF and
District SDP’s
for comment
completed
(subject to
timing of
feedback from
PGWC)
Draft City SDF
& 8 District
SDP’s approved
by PEPCO for
submission
to PGWC for
provisional
inspection
Draft plans
being revised
for submission
to PEPCO
2nd round of
public meetings
concluded
44 km on
previous years
actual
52 %
Ratio: 0.52:1
Annual Target
Annual Target
Annual Target
Annual Target
Annual Target
Annual Target
Annual Target
Annual Target
Annual Target
GENERAL COMMENT 2009/2010
10%
reduction in
travel time
along Phase
1A of Atlantis
corridor
Corporate Objective: 4A. Improve public transport system and services (for e.g. the implementation of phase 1A of the integrated rapid transit programme)
TARGET
2008/09
(Proposed
Baseline
2008/09)
OBJECTIVE AND INDICATOR DETAIL
Strategic Focus Area 4: Public Transport Systems
LINK TO LEAD
DIRECTORATE
CONTRIBUTING
DIRECTORATES
ALIGNMENT & LINKAGE
FREQUENCY
Annual
Annnual
Annnual
Quarterly
24
INDICATOR
TARGET
2008/09
(Proposed
Baseline
2008/09)
ANNUAL
TARGET
(30 June
2010)
OBJECTIVE AND INDICATOR DETAIL
5B.2 Implementation
of informal Settlement
Upgrade programme
(UISP and EHP) Emergency
Housing Programme
Housing
Housing
100%
compliance
with plan
specifications
9 900
1 000
Incrementally
Serviced Erven
8 400
QUARTER
ENDING
30 Sept. 2009
200
_
Community
Services
Number of community
parks mowed and cleaned
according to standard
Total number = 3 058
5C.1 Number of community
facilities meeting set
standards
New
3 058
2 141
1 500
Corporate Objective: 5C Provide equitable community facilities and services across the City.
5B.1 1 Number of housing
opportunities provided per
year including Community
Residential Units developed
(CRU)
Utility Services,
Strat & Plan,
Hsg Fin & TRS
SDI, TRS
& Utility Services
2 446
450
2 500
2 752
700
4 400
QUARTER
ENDING
31 March
2010
TARGETS
QUARTER
ENDING
31st Dec
2009
Corporate Objective: 5B. Deliver housing opportunities in accordance with the five year housing plan (reviewed annually)
LINK TO LEAD
DIRECTORATE
CONTRIBUTING
DIRECTORATES
ALIGNMENT & LINKAGE
FREQUENCY
Quarterly
Quarterly
Quarterly
25
1 000
Incrementally
Serviced Erven
3 058
Components for successful
implementation:
(1) Land acquisition
(2) Development of TRA’s (EHP)
(3) In-situ Upgrade (UISP)
(4) Anti-Land Invasion Unit monitoring
(5) Day-to-day management and
facilitation.
Spatial errors have been identified
and rectified and this has resulted in
the reduction in the number of spatial
features listed as community parks (i.e.
4 006 to 3 058). No community parks
have been removed.
This indicator will be measured
according to the mowing cycles (6
weeks) established as part of the City
Parks maintenance standards. During
this period, the cleaning of the facilities
in terms of litter picking and dumping
removal also has to be done in terms of
the set maintenance standard. The total
figure excludes the total number of Road
reserves that are mowed by City Parks.
New National Housing Policy CRU
programme outputs included.
GENERAL COMMENT 2009/2010
8 400
QUARTER
ENDING
30 June 2010
26
LINK TO LEAD
DIRECTORATE
CONTRIBUTING
DIRECTORATES
ALIGNMENT & LINKAGE
New
Number of Libraries
maintaining set open hours
standards
Total number = 98
Number of fenced formal
Sport fields with complete
grass cover
Total number = 513
New
66
INDICATOR
Number of open, safe and
clean halls (ablution/toilets,
hall and kitchen)
Total number = 202
TARGET
2008/09
(Proposed
Baseline
2008/09)
121
360
63
ANNUAL
TARGET
(30 June
2010)
OBJECTIVE AND INDICATOR DETAIL
140
80
63
63
95
180
QUARTER
ENDING
31st Dec
2009
110
270
63
QUARTER
ENDING
31 March
2010
TARGETS
QUARTER
ENDING
30 Sept. 2009
FREQUENCY
Quarterly
Quarterly
Quarterly
121
360
63
QUARTER
ENDING
30 June 2010
Equates to 60% (121 of 202) halls
Equates to 70% (360 of 513) of sport
fields with complete grass cover
There will be both an increase and
decrease in open hours but this will
ultimately result in 63 libraries reaching
minimum open hours. This is a direct
result of the vacancy budget being cut.
Open hour standards:
Community libraries: 35 hrs/wk
Regional libraries: 45 hrs/pwk
City wide libraries: 63 hrs/wk
GENERAL COMMENT 2009/2010
Safety and
Security
Safety and
Security
6A.2 Percentage adherence
to the implementation of
Disaster Plans according to
legislative requirements
6A.1 Percentage adherence
to key objectives in the
City’s Security Plan
1. Disaster
Management
Plan developed
and approved.
2. 100%
reviewed
with quarterly
targets.
10% increase in
arrests in drug
related crimes
(Possession &
Dealing)
100%
compliance
with plan
10% increase in
arrests in drug
related crimes
(Possession &
Dealing)
227
Achieving ≥3
on 5 point
Likert scale
on community
survey regarding
positive
perception
on decrease
in prevalence
of anti-social
behaviour
ANNUAL
TARGET
(30 June
2010)
5% reduction in
accident rate at
high frequency
locations
3
Corporate Objective: 6A. Foster a safe and secure environment
TARGET
2008/09
(Proposed
Baseline
2008/09)
OBJECTIVE AND INDICATOR DETAIL
INDICATOR
Strategic Focus Area 6: Safety and Security
LINK TO LEAD
DIRECTORATE
ALIGNMENT & LINKAGE
CONTRIBUTING
DIRECTORATES
S&S
TRS
QUARTER
ENDING
30 Sept. 2009
Annual Target
FREQUENCY
Annual
Keeping the
accident rate at
high frequency
locations to less
than 108
170 arrests
50%
compliance
with plan
85 arrests
1. Disaster Risk
Management
Plan developed
and approved.
2. 25%
reviewed
with quarterly
targets
Annual Target
QUARTER
ENDING
31st Dec
2009
75%
compliance
with plan
255 arrests
Keeping the
accident rate at
high frequency
locations to less
than 162
Annual Target
QUARTER
ENDING
31 March
2010
TARGETS
Keeping the
accident rate at
high frequency
locations to less
than 54
Quarterly
Quarterly
Quarterly
27
10% increase in
arrests in drug
related crimes
(Possession &
Dealing) i.e. 342
arrests
1. Disaster
Management
Plan developed
and approved.
2. 100%
reviewed
with quarterly
targets.
5% reduction in
accident rate at
high frequency
locations
GENERAL COMMENT 2009/2010
The following 5 high accident frequency
locations have been identified:
(a) Cape Flats Freeway, Sock
Road and AZ Berman Drive
(b) N7 and Potsdam Road
(c) Kuils River Freeway North
and Stellenbosch Arterial Rd
(d) Stellenbosch Arterial Rd
and Belhar Drive
(e) Prince George Drive,
Wetton and Rosmead Avenue
Achieving ≥3
on 5 point
Likert scale
on community
survey regarding
positive
perception
on decrease
in prevalence
of anti-social
behaviour
QUARTER
ENDING
30 June 2010
INDICATOR
TARGET
2008/09
(Proposed
Baseline
2008/09)
4
300
19
140
20
1 040
19%
7A.3 Number of
street people placed
in rehabilitation and
reintegration programmes
7A.4 Number of strategic
sporting partnerships and
events created maintained
and expanded on
7A.5 Number of days when
air pollution exceeds WHO
guidelines
7A.6 Reduction of the
infant mortality rate
(Number infant deaths per
1000 live births)
7A.7 Reduction in the
rate of increase of TB per
100 000 of Cape Town
Population
7A.8 Percentage reduction
in the rate of increase of
Cape Town’s antenatal HIV
prevalence
_
Economic &
Social Development
Community
Development
_
_
_
_
Health
Health
Health
Health
_
7A.2 Number of
targeted socio-economic
development support
programmes
Economic &
Social Development
3
_
19,30%
1 090
19,50
137
19
300
4
3
0
0
1
7
69
19,75
1 065
3
34
Bi-Annual
Bi-Annual
19,30%
19,30%
0
0
2
QUARTER
ENDING
31st Dec
2009
19,30%
Bi-Annual
Bi-Annual
103
14
150
3
0
QUARTER
ENDING
31 March
2010
TARGETS
QUARTER
ENDING
30 Sept. 2009
Quarterly
Quarterly
Bi-Annual
Economic &
Social Development
7A.1 Number of Child Care
facilities upgraded/provided
in partnership with
government and NGOs to
promote holistic childhood
development.
Econ Soc Dev
Corporate Objective: 7A. Facilite the development of a healthy and socially inclusive society
ANNUAL
TARGET
(30 June
2010)
OBJECTIVE AND INDICATOR DETAIL
Strategic Focus Area 7: Health, social and community development
LINK TO LEAD
DIRECTORATE
CONTRIBUTING
DIRECTORATES
ALIGNMENT & LINKAGE
FREQUENCY
Annual
Quarterly
Quarterly
Bi-Annual
Quarterly
28
19,30%
1 090
19,50
137
19
300
4
3
QUARTER
ENDING
30 June 2010
GENERAL COMMENT 2009/2010
INDICATOR
TARGET
2008/09
(Proposed
Baseline
2008/09)
80%
8A.6 Percentage of capital
projects meeting original
planned milestones
SDI
28%
8A.5 Percentage
improvement in the positive
employee climate as per
annual Culture Climate
Survey
Corporate
Services
90%
Corporate
Services
8A.4 Percentage budget
spent on implementation of
WSP (NKPI)
All
All
Corporate
Services
New
New
8A.2 Retention of skills as
measured by staff turnover
Corporate
Services
8A.3 Staff availability
as measured by %
absenteeism
8 weeks
_
Finance
All
All
8A.1 Improved average
turnaround time of tender
procurement processes
in accordance with
procurement plan
85%
31%
90%
≤ 4% average
for the period 1
July 2009 to 30
June 2010
8 to 12%
within skilled
categories
5 to 8% overall
turnover
7 weeks
QUARTER
ENDING
30 Sept. 2009
30%
Annual Target
10%
Annual Target
85%
85%
Annual Target
Annual Target
5 to 8% overall
turnover
5 to 8% overall
turnover
8 to 12%
within skilled
categories
7 weeks
7 weeks
QUARTER
ENDING
31st Dec
2009
85%
Annual Target
60%
Annual Target
8 to 12%
within skilled
categories
5 to 8% overall
turnover
7 weeks
QUARTER
ENDING
31 March
2010
TARGETS
8 to 12%
within skilled
categories
Annual
All
Corporate Objective: 8A. Ensure enhanced service delivery with efficient institutional arrangements
ANNUAL
TARGET
(30 June
2010)
OBJECTIVE AND INDICATOR DETAIL
Strategic Focus Area 8: Good Governance and Regulatory Reform
LINK TO LEAD
DIRECTORATE
CONTRIBUTING
DIRECTORATES
ALIGNMENT & LINKAGE
FREQUENCY
Quarterly
Quarterly
Annual
Quarterly
Quarterly
29
85%
31%
90%
≤ 4% average
for the period 1
July 2009 to 30
June 2010
8 to 12%
within skilled
categories
5 to 8% overall
turnover
7 weeks
QUARTER
ENDING
30 June 2010
GENERAL COMMENT 2009/2010
LINK TO LEAD
DIRECTORATE
SDI
Previous indicator:
Percentage of C3
notification process
implemented including geocoding and correspondence
functionality
8B.7 Percentage
improvement in the time
taken to close notifications
in terms of the Corporate
Works Management
process
INDICATOR
100% of C3
notification
process
implemented
including
geo-coding and
correspondence
functionality
TARGET
2008/09
(Proposed
Baseline
2008/09)
22 days
12% reduction
in time taken
to close
notifications
(measured
against the
baseline)
ANNUAL
TARGET
(30 June
2010)
OBJECTIVE AND INDICATOR DETAIL
95%
98%
8B.3 Percentage of City’s
Capital budget spent (NKPI)
Finance
8B.4 Percentage of City’s
operating budget spent
Finance
4.50:1
8B.2 Debt coverage by own
billed revenue (NKPI)
_
Finance
19,70%
_
Finance
8B.1 Net Debtors to
Annual Income [Ratio of
outstanding service debtors
to revenue actually received
for services (NKPI)]
All
All
QUARTER
ENDING
31st Dec
2009
6% reduction
on 2008/2009
baseline
QUARTER
ENDING
30 Sept. 2009
3% reduction
on 2008/2009
baseline
9% reduction
on 2008/2009
baseline
QUARTER
ENDING
31 March
2010
TARGETS
22 days
12% reduction
in time taken
to close
notifications
(measured
against the
baseline)
QUARTER
ENDING
30 June 2010
Standard SAP-BI report (New York
layout) to be used
GENERAL COMMENT 2009/2010
95%
95%
2.5:1
22,50%
Annual target
- year-end
calculation
51%
Annual target
- year-end
calculation
29%
22%
47%
Annual target
- year-end
calculation
Annual target
- year-end
calculation
68%
72%
Annual target
- year-end
calculation
Annual target
- year-end
calculation
95%
95%
2.5:1
22,50%
Annual target to be based on actual
figures
Annual target to be based on actual
figures
Corporate Objective: 8B. Manage key financial and governance areas such as income control, cash flow, indigent support, alternative income opportunities, asset and risk management
CONTRIBUTING
DIRECTORATES
All
ALIGNMENT & LINKAGE
FREQUENCY
Quarterly
Annual
Annual
Quarterly
Quarterly
30
P-1 (short term)
Aa2.za (long
term)
Unqualified
audit received
from AG
8B.8 Unqualified Audit from
Auditor General
Internal Audit
100%
completed by
31 May
8B.10 Percentage annual
asset verification process
completed
Finance
Strategy and
Planning
–
8C.1 Community
satisfaction score
measured in terms of the
asymmetrical scale (1-5)
3
Annual target
- year-end
calculation
95%
70%
Reports due
end November/
December
annually
Reports due
end March
annually
0%
Annual target
- year-end
calculation
95%
70%
Reports due
end November/
December
annually
Reports due
end March
annually
0%
2,60
Annual Target
Annual Target
QUARTER
ENDING
31st Dec
2009
Annual Target
20%
Reports due
end March
annually
Reports due
end November/
December
annually
70%
95%
Annual target
- year-end
calculation
QUARTER
ENDING
31 March
2010
TARGETS
QUARTER
ENDING
30 Sept. 2009
100%
verification
of assets
completed by
30 June
95%
Corporate Objective: 8C. Establish effective community engagement channels
P-1 (short term)
Aa2.za (long
term)
8B.9 Maintain City’s credit
rating
_
Finance
_
Unqualified
audit received
from AG
60%
8B.7 Percentage audit
findings resolved as per
follow up audits
_
Finance
Finance
70%
96%
8B.6 Revenue collected
as a percentage of billed
amount
3,20:1
3,10:1
8B.5 Ratio of cost coverage
maintained
_
Finance
INDICATOR
ANNUAL
TARGET
(30 June
2010)
OBJECTIVE AND INDICATOR DETAIL
TARGET
2008/09
(Proposed
Baseline
2008/09)
LINK TO LEAD
DIRECTORATE
ALIGNMENT & LINKAGE
Annual
Quarterly
CONTRIBUTING
DIRECTORATES
All
All
FREQUENCY
Quarterly
Annual
Annual
Annnual
Annual
31
Annual target
100%
verification
of the assets
completed by
30 June
2,60
Annual target
Annual target
“Due to the current global and
SA economic climates, it would be
unrealistic to expect a higher collection
rate during this financial period.”
Annual target to be based on actual
figures
GENERAL COMMENT 2009/2010
P-1 (short term)
Aa2.za (long
term)
Unqualified
audit received
from AuditorGeneral
70%
95%
3,20:1
QUARTER
ENDING
30 June 2010
32
Sustainable Urban
Infrastructure and Services
42%
Shared Economic Growth
and Development
27%
The major portion of the capital budget will be spent on upgrading the City’s infrastructure and on Shared Economic Growth and Development. Spending on Public
Transport infrastructure forms part of the Sustainable Urban Infrastructure and Services, and the Shared Economic Growth and Development IDP SFAs. This explains why
the Public Transport System SFA appears to be low.
Safety and Security
2%
Health, Social
and Community
Development
2%
Integrated Human
Settlements
5%
Good Governanace and
Regulatory Reform
6%
Public Transport Systems
16%
Capital Budget spend per IDP Strategic Focus Area
The capital budget spending per Strategic Focus Area (SFA) is depited below.
5. THREE YEAR CAPITAL PLAN (CAPITAL BUDGET 2009/2010 – 2011/12)
33
Public Transport Systems
Sustainable Urban
Infrastructure and Services
Shared Economic Growth and
Development
STRATEGIC FOCUS
AREA
10,635,000
Prioritise skills development based on the needs of the local economy
75,644,000
45,626,865
1,368,000
1,700,000
Develop demand management programmes for water, electricity, waste reduction, private transport
usage and the reduction of attendant pollutants
Reduce impact of flooding on community livelihoods and regional economies
Safeguard human health, protect natural aquatic environments, and improve and maintain recreational
water quality
Manage and maintain the City’s beach nodes
Promote non-motorised transport (NMT))
Public Transport Systems Total
Improve public transport services and secure new investment in Transport infrastructure
Sustainable Urban Infrastructure and Services Total
Develop and implement an integrated infrastructure asset management programme
992,374,696
81,013,846
911,360,850
2,587,072,942
16,057,768
2,106,259,760
14,561,745
Conserve biodiversity and improving quality living environments through greening, education and
access
Prioritise attention to essential large or bulk infrastructure programmes
325,854,804
1,675,095,038
1,617,970,214
Reduce backlogs in line with national objectives for basic services
Shared Economic Growth and Development Total
Prepare for hosting the 2010 FIFA World CupTM in the City of Cape Town in accordance with FIFA’s
requirements and the City’s development objectives
380,203
12,890,000
Promote the use of local economic development (LED) tools to grow SMMEs and Develop Enterprises
Improve the processing of building plans and land use applications to well within the statutory time
frames
25,104,112
0
8,115,509
BUDGET
2009 - 2010
Grow and strengthen the City’s tourism capability through Destination marketing
Develop new and strengthen existing partnerships
Promote investment into Cape Town
DIRECTORATE OBJECTIVE
696,358,723
40,500,000
655,858,723
2,482,652,465
6,904,000
1,890,292,266
0
0
45,000,000
254,150,000
10,273,684
276,032,515
278,749,109
233,118,232
0
23,892,983
0
16,729,122
0
5,008,772
BUDGET
2010 - 2011
862,326,292
11,000,000
851,326,292
2,533,475,992
4,919,000
2,175,510,256
3,500,000
0
57,000,000
41,150,000
8,669,298
242,727,438
41,761,404
3,000,000
0
0
0
6,000,000
23,892,983
8,868,421
BUDGET
2011 - 2012
34
Safety and Security
Integrated Human Settlements
STRATEGIC FOCUS
AREA
9,250,000
13,957,130
63,695,626
10,346,820
146,305,238
Improve law enforcement (traffic policing, and general law enforcement) through more visible actions
Respond fast, efficiently and equitably to emergencies to safeguard and protect life, property and
livelihoods and the ever increasing environmental threat from fires and related emergencies
Undertake a comprehensive Disaster Risk Assessment and develop pro-active disaster risk reduction and
response plans
Safety and Security Total
83,922,438
5,340,000
23,629,438
6,000,000
39,703,000
0
445,271,878
2,631,579
5,890,000
2,631,579
74,676,400
332,246,351
0
27,195,969
BUDGET
2010 - 2011
7,252,326
49,963,735
1,089,601
337,156,516
0
2,000,000
0
70,500,016
237,672,751
0
26,983,749
BUDGET
2009 - 2010
Continuously develop the CCTV network to ensure adequate coverage of key economic and transport
locations as well as crime ‘hot spots’
Improve urban design to reduce crime and emergencies
Provide community and youth development programmes directed at personal, traffic and pedestrian
safety
Integrated Human Settlements Total
Facilitate gap housing programmes through partnerships with banks and private sector developers
Land acquisition and redress land ownership inequities by providing housing based on restitution claim
settlements
Increase rental stock through the development of CRUs and social housing partnerships
Develop new housing opportunities
Develop and implement an incremental housing programme
Establish policy and spatial planning frameworks that will facilitate the development of integrated
human settlements
Transform dormitory suburbs into areas that support a greater mix of land uses, offer a range of
amenities, and are socially mixed facilities
DIRECTORATE OBJECTIVE
84,822,438
8,306,438
16,558,000
13,260,000
6,000,000
40,698,000
0
427,816,860
2,631,579
10,500,000
0
76,042,400
302,863,351
2,631,579
33,147,951
BUDGET
2011 - 2012
35
67,190,748
3,225,739
438,596
38,381,070
39,350,000
149,429,446
4,203,574,807
106,682,963
213,562,462
26,183,005
31,706,181
53,396,400
32,928,416
357,776,464
6,202,463,857
Health, Social and Community Development Total
Enhance service delivery through the development and implementation of institutional frameworks and
business systems, including alternative service delivery mechanisms
Improve the service culture and workplace ethics and implement efficiency gains interventions through
business improvement initiatives
Manage key finance and governance areas (such as income control, cash flow, indigent support,
alternative income opportunities, asset management and risk management) review
Good Governance and Regulatory Reform Total
Grand Total
Improve the organisational and regulatory environment
Improve community satisfaction
68,034,041
1,000,000
12,195,951
505,000
26,519,233
0
970,000
0
0
53,994,797
BUDGET
2010 - 2011
71,628,730
200,000
6,860,000
BUDGET
2009 - 2010
Provide effective environmental health services, including air quality management and pollution control
programmes (also noise pollution)
Provide effective primary health care (PHC) services in close collaboration with Province, focusing on
maternal and child health care, and HIV/AIDS/STIs and TB with a focus on Aids orphans
Implement programmes to address the plight of street people
Promote sustainable communities and healthy lifestyles by encouraging community based sport,
recreation and library services, programmes and initiatives
Provide developmental programmes and events that impact positively on the social fabric of
communities and visitors in Cape Town
Establish early childhood development (ECD) facilities and partnerships
DIRECTORATE OBJECTIVE
Table: Three Year Capital Budget by IDP Strategic Focus Area and Directorate Objective
Health, Social and Community
Development
STRATEGIC FOCUS
AREA
0
0
4,164,563,434
140,824,734
34,500,000
35,306,590
100,000
1,879,950
69,038,194
73,535,714
2,000,000
11,273,538
0
60,262,176
BUDGET
2011 - 2012
36
Other Revenue
• Rental of facilities and equipment
• Fines
• Licences and permits
• Agency services
Interest earned
3%
Other Revenue
21%
Service chargers
53%
Revenue by Major Source
• Other revenue
• Gains on disposal
• Transfers recognised - operational
6.1 Monthly Projections of Revenue by Source
This section contains the financial information as required of the SDBIP.
6. Revenue and Expenditure Projections
Property Rates
23%
37
59,663
43,039
42,110
22,424
26,411
14,680
15,455
Service charges - sanitation revenue
Service charges - refuse revenue
Service charges - other
Rental of facilities and equipment
Interest earned - external
investments
Interest earned - outstanding
debtors
Fines
3,818
Gains on disposal of PPE
1,199,115
3,818
13,550
90,867
18,416
2,026
15,455
14,680
26,411
22,424
48,305
52,437
59,663
98,472
422,694
5,475
304,422
AUG 09
1,714,414
4,318
470,758
94,892
9,666
2,026
15,455
14,680
26,411
22,345
47,082
55,682
61,298
105,859
474,044
5,475
304,422
SEPT.09
1,275,539
3,818
13,550
101,637
9,666
2,026
15,455
14,680
26,411
22,345
46,609
55,199
67,837
113,481
464,291
5,475
313,060
OCT 09
Table 5: Monthly Projections of Revenue by Source – Rand in Thousands
895,441
13,860
Other revenue
Total Revenue (excluding
capital transfers and
contributions)
99,553
916
Transfers recognised - operational
Agency services
2,026
92,563
Service charges - water revenue
Licences and permits
368,711
5,475
Property rates - penalties &
collection charges
Service charges - electricity revenue
84,738
JUL 09
Property rates
CATEGORY DESCRIPTION
1,315,031
3,818
13,559
102,973
9,666
2,026
15,455
14,680
26,411
22,345
47,653
54,303
73,558
128,113
456,023
5,475
338,974
NOV 09
1,736,050
4,318
473,023
103,636
9,666
2,026
15,455
14,680
26,411
22,347
45,122
54,303
65,385
128,113
435,755
5,475
330,336
DEC 09
1,299,449
4,651
15,816
94,826
9,666
2,026
15,455
14,680
26,411
22,345
52,318
54,303
80,096
162,091
400,317
5,475
338,974
JAN 10
1,328,308
3,818
15,816
106,138
9,666
2,026
15,455
14,680
26,411
22,345
48,098
54,303
72,740
150,273
442,091
5,475
338,974
FEB 10
1,779,238
4,318
473,023
107,834
9,666
2,026
15,455
14,680
26,411
22,345
45,496
54,303
72,740
141,409
445,084
5,475
338,974
MAR 10
1,293,644
3,818
15,816
107,232
9,666
2,026
15,455
14,680
26,411
22,345
46,664
54,303
80,913
144,363
405,503
5,475
338,974
APR 10
1,295,435
3,818
15,816
106,848
9,666
2,009
15,455
14,680
26,411
22,345
47,107
54,270
70,288
129,590
432,682
5,475
338,974
MAY 10
1,391,745
5,485
17,556
112,342
9,666
2,009
15,455
14,680
26,411
22,345
48,509
53,934
53,125
113,327
523,083
5,475
368,344
JUN 10
16,523,407
49,817
1,552,141
1,228,777
115,993
24,276
185,458
176,160
316,935
268,298
565,072
640,378
817,308
1,507,653
5,270,275
65,700
3,739,165
TOTAL
38
6.2
Internal Audit
0%
Safety & Security
7%
Strategy and
Planning Office of the
City Manager
2%
2%
Expenditure by Vote to be appropriated
Finance Services
7%
Transport, Roads &
Stormwater
6%
Corporate Services
6%
Community
Services
6%
Housing
4%
Health Rates
3% & Other
3% Service Delivery
Integration
4%
Economic
and Social
Development
2%
The City’s structure is broken down into Directorates with a further breakdown into departments. The MFMA requires that the
SDBIP includes a breakdown of the monthly expenditure by vote, which equates to a Directorate in the City.
Safety & Security
7%
Monthly Projections of Expenditure by Vote
39
26,457
143,301
41,622
40,535
2,434
22,078
35,154
94,714
104,316
27,118
69,276
354,379
Economic and Social Development
Finance Services
Health
Housing
Internal Audit
Office of the City Manager
Rates & Other
Safety & Security
Service Delivery Integration
Strategy and Planning
Transport, Roads & Stormwater
Utility Services
1,485,985
825,892
73,077
27,608
45,899
94,606
35,154
22,441
2,437
41,750
40,948
100,997
16,826
71,202
87,151
AUG 09
1,480,337
804,098
76,778
28,496
46,112
95,781
35,154
22,545
2,441
43,945
40,858
102,433
17,690
76,234
87,772
SEPT 09
Table: Expenditure by Vote (Directorate) – Rand in Thousands
1,124,038
75,867
Corporate Services
Total Expenditure by Vote
86,785
JUL 09
Community Services
DIRECTORATE
1,354,723
645,828
79,847
27,815
46,494
96,937
35,154
22,529
2,456
53,126
40,878
108,393
29,342
76,782
89,140
OCT 09
1,343,023
644,457
76,838
28,278
54,778
95,588
35,154
22,446
2,452
54,268
41,150
100,783
18,875
80,289
87,668
NOV 09
1,346,764
629,706
82,633
27,948
55,125
97,069
35,154
22,584
2,454
57,039
40,480
111,771
19,090
77,404
88,304
DEC 09
1,322,783
619,479
80,813
28,505
59,521
95,880
35,154
22,428
2,454
45,680
40,886
101,800
29,429
72,381
88,372
JAN 10
1,332,272
633,531
82,755
28,733
46,792
98,043
35,154
22,419
2,456
56,717
41,129
100,804
20,077
74,895
88,767
FEB 10
1,339,818
634,743
84,717
29,932
46,763
98,685
35,154
22,453
2,454
57,553
40,995
100,829
20,078
77,214
88,248
MAR 10
1,349,340
622,242
87,557
30,730
59,300
96,002
35,154
22,535
2,457
60,336
41,109
100,817
29,841
72,451
88,809
APR 10
1,349,958
647,158
84,671
29,613
45,785
95,128
35,154
22,485
2,454
60,377
41,007
100,789
20,049
77,026
88,261
MAY 10
1,935,956
1,134,724
112,687
31,636
61,102
96,941
43,293
28,658
2,456
73,680
40,996
101,808
20,903
98,417
88,655
JUN 10
16,764,996
8,196,236
991,648
346,414
671,988
1,155,374
429,989
275,602
29,406
645,007
492,056
1,274,526
268,657
930,162
1,057,932
TOTAL
7. Conclusion
The City of Cape Towns 2009/2010 SDBIP has been prepared in accordance with the requirements of the Municipal
Finance Management Act.
The final 2009/2010 Corporate SDBIP is signed off by the Executive Mayor within 28 days of the approval of the
budget at Council.
40
41
CORPORATE OBJECTIVE
1A Create an enabling environment
for the economy to grow and
become globally competitive
STRATEGIC
FOCUS AREA
1 Shared
Economic Growth
and Development
Average employment period including training
EPWP target vs the actual:
Total number youths employed
Total number of women employed
Total number of disabled people employed including men, women and youth.
Total person-days of training including accredited and non accredited training.
Number of applications finalised within statutory timeframes (30-60 days) expressed as
percentage to number of applications received.
Number of applications finalised within statutory timeframes (30-60 days) expressed as
percentage to number of applications received.
1A.3 Increase the percentage
of visitors to Cape Town
1A.4 Number of job
opportunities created through
the Expanded Public Works
Programme (EPWP), to
contribute to the reduction of
poverty and unemployment
1A.5 Percentage of
Development Applications
finalised within Statutory
timeframes.
Project: Land Use
Management
1A.6 Percentage of
Development Applications
finalised within Statutory
timeframes.
Project: Building Development
Management
No formula- Absolute Rand Value recorded and reported bi-annually.
96%
75%
All EPWP compliance projects amongst
others must have or display the
elements of employment and training.
EPWP projects should either be labour
intensive or labour enhanced (activity
based)
Barometer was introduced in 2007
and will be the baseline, performance
evaluation that was done in June
2007 by external consultants will form
baseline
Currently, the job creation figures in the
tourism sector are based on either the
World Tourism Organisation standard of
12 international tourists create 1 job or
the City of Cape Town standard of 19
international tourists create 1 job.
This indicator measures the number of direct jobs that are created as a result of the
implementation of the Department of Economic and Human Development (EHD) and local
economic development initiatives and programmes, including capital projects.
No formula- absolute number collected by project managers and agencies reported
quarterly.
This indicator measures the extent to which the current levels of investment in the City are
maintained through implementation of programmes by the City’s trade and investment
agencies and various sectors of the Cape Town economy which are aimed at securing
investments from business and developers. The most desirable investments are those which
are aimed at contributing to economic growth and job creation which benefit the City and
its residents.
INDICATOR – STANDARD / NORM
/ BENCHMARK
INDICATOR DEFINITION (HOW IS IT TO BE MEASURED)
This indicator measures the number of visitors to Cape Town. It is measured through the
information obtained from Airports Company South Africa (ACSA), i.e. arrivals at the Cape
Town International Airport, SATOURISM, Hotel & Bed-and-Breakfast establishments in
Cape Town as well as tourist attraction facilities. This is managed via the Service Level
Agreement with the destination marketing organisation.
1A.2 Maintain the rand value
of direct investment
1A.1 Increase number of
direct job opportunities
created (NKPI)
INDICATOR
Annexure A – Corporate Scorecard Indicator Definitions for 2009/2010
42
2 Sustainable
Urban
Infrastructure
and Services
STRATEGIC
FOCUS AREA
2A Universal access to basic
services
1B Preparations for hosting the FIFA
2010 World Cup TM in accordance
with FIFA’s requirements and the
City’s developmental objectives
CORPORATE OBJECTIVE
Based on customer complaints received from informal settlement consumers with respect
to sanitation matters. Measure determines customer complaints per 1000 consumer
households.
2A.3 Service rate (IS
sanitation)
2A.5 Percentage
Informal settlement
households with access to
water
This indicator will in future be improved
to numerically tie individual taps to
individual shacks to confirm that
condition of 200m distance away is
achieved and that all settlements are
serviced.
This indicator refers to Informal household access. The percentages are based on an
estimated City-wide Informal settlement household count that is updated annually. Access
to sanitation facilities is based on the ratio (informal - 1 toilet: 5 households). (Total
informal households serviced/ Total Informal households in City). This is expressed as a
percentage
2A.2 Percentage of informal
settlement households with
access to sanitation
This indicator refers to household access. The percentages are based on an estimated citywide Informal Settlement household count that is annually updated. Basic Service delivery
refers to informal household access to water (informal - 1 tap: 25 household). All known
Informal Settlement households in the City. (Total informal households serviced/ Total
Informal households in City). This is expressed as a percentage.
This indicator refers to household access. The percentages are based on an estimated Citywide household count that is updated annually. Basic Service delivery access for informal
households i.e. access to sanitation facilities is based on the ratio (informal - 1 toilet: 5
households). (Total informal households serviced + Total formal households serviced) / All
households in City. This is expressed as a percentage.
2A.1 Percentage of
households with access to
basic levels of sanitation
(NKPI)
The Stadium Operator needs to be in
place by latest July 2010 to operate
the new Green Point Stadium post the
2010 FIFA™ World Cup.
This indicator will in future be improved
to numerically tie individual taps to
individual shacks to confirm that
condition of 200m distance away is
achieved and that all settlements are
serviced.
This is one of the 2010 key performance indicators to be achieved. There is no prescribed
date of appointment of the Stadium Operator. It is advisable to appoint the Operator
in-time to give input into the design refinements of the new Green Point Stadium in order
to ensure it is a practical and sustainable multi-purpose venue.
1B.2 Completion of process
to award Naming Rights for
Stadium and appointment
of long term Operator to
manage Stadium
The project end date is pre-defined
by FIFA as the end of Oct 2009. The
tournament starts on 11 June 2010,
which is the non-negotiable standard.
40%
INDICATOR – STANDARD / NORM
/ BENCHMARK
This indicator refers to household access. The percentages are based on an estimated citywide household count that is annually updated. Basic Service delivery refers to informal
household access to water (informal - 1 tap: 25 household). Total informal households
serviced currently calculated on average as total number of taps x 25 hh/tap. (Total
informal households serviced + Total formal households serviced) / All households in City.
Expressed as a percentage.
The implementation of the 2010 Business Plan is managed, monitored and reported
upon by means of a weekly Project Scorecard which is linked to the critical path of short,
medium and long term milestones to be achieved at specified dates.
1B.1 Adherence to the
work stream objectives and
programmes of the City’s
2010 Business Plan
2A.4 Percentage of
households with access to
basic levels of water (NKPI)
The value of all orders raised in respect of HDI / SMME vendors as a percentage of the
total orders raised per month.
INDICATOR DEFINITION (HOW IS IT TO BE MEASURED)
1A.7 Percentage of Rand
Value of Purchase Orders
allocated to SMME/HDI/
suppliers / service providers
INDICATOR
43
STRATEGIC
FOCUS AREA
2B Conserve natural resources
CORPORATE OBJECTIVE
Based on customer complaints received from informal settlement consumers with respect
to sanitation matters. Measure determines customer complaints per 1000 consumer
households.
This indicator refers to household (formal and informal household) access. The percentages
are based on an estimated City-wide household count. Basic Service delivery refers to
informal household access to electricity connections (including subsidised connections).
Based on the average number of customers in a given period assuming that they all
purchase monthly in the case of Prepaid customers. Backyard dwellers are not added in the
denominator, as it is taken that a backyard dweller is serviced by way of sharing the formal
connection with the owner or tenant. (Total estimated households in City- backlogs and
non electrifiable areas)/All households. This is expressed as a percentage.
Basic Service delivery refers to informal household access to electricity subsidised
connections in informal settlements. (Total estimated Informal Settlement households backlogs and non electrifiable areas)/All Informal Settlement households. Expressed as a
percentage.
The indicator reflects the % of formal properties ( households) with access to the basic
collection service, which is a once weekly door- to door containerized refuse collection
service (240 L containerised service) and informal HH’s receiving solid waste removal
services (integrated area cleaning and refuse removal per household). Formal properties physical monitoring on a daily basis with SAP records reflecting actual billing.
The indicator reflects the percentage of informal households with access to integrated
area cleaning and refuses removal services. This includes door-to-door collection and area
cleaning.
Indicator refers to actual potable water usage below the predicted unconstrained demand
curve, which is a theoretical curve starting in 2000/2001 predicting what consumption
would be if usage patterns of that time were to continue growing unabated. The aim is to
see how far Water Demand Measures can reduce the actual usage below this curve. The
actual usage comes from the Bulk Water’s total monthly water treated, which is compared
on a 12-month rolling basis (to flatten seasonal variations), with the theoretical curve.
Formula: (The 12-month rolling demand curve values - The 12-month rolling value of
monthly bulk water treated) / the 12-month rolling demand curve values = to get %.
2A.7 Percentage of
households with access to
basic levels of Electricity
(NKPI)
2A.8 Percentage of informal
households with access to
electricity
2A.9 Percentage of
households with access to
basic levels of solid waste
removal (NKPI)
2A.10 Percentage of informal
households receiving an
integrated area cleaning and
refuse collection service
2B.1 Percentage reduction in
unconstrained water demand
INDICATOR DEFINITION (HOW IS IT TO BE MEASURED)
2A.6 Service
rate (IS water)
INDICATOR
A 1% deviance to the 100% target is
made to provide for continuous growth.
Every formal property is serviced once
a week. No residential property is
excluded. New properties are provided
with a container once occupied.
Monitoring is done by the refuse
collection teams. A 1% deviance to the
100% target is made to provide for
continuous growth in developments
INDICATOR – STANDARD / NORM
/ BENCHMARK
44
STRATEGIC
FOCUS AREA
CORPORATE OBJECTIVE
2B.4 Percentage cleanliness
of the City (Metropolitan
Cleanliness/ Photographic
index)
2B.3 Percentage of
recreational waters sampling
points (i.e. bathing beaches,
vleis, lagoons, etc.) complying
with applicable Department
of Water Affairs standards
2B.2 Percentage compliance
with 4 critical DWAF effluent
standards (E-coli count,
Ammonia content, Oxygen
demanding substances, Total
suspended solids)
INDICATOR
The final product is a matrix with % scores for each location category and per district with
totals for each category and district and a grand total score. The measuring is conducted in
rounds of one to two months usually twice a year. So far five rounds have been completed
and are designated as MCI 1, MCI 2 etc. On each matrix produced comparative scores
from previous rounds are depicted.
Locations are divided into eight categories such as “primary roads,” “rivers”, “informal
areas” etc. The metropolitan area is divided into eight districts using the health district
model.
The Metropolitan Cleanliness Index (MCI) is a measure of the state of cleanliness of the
visual scape, be it street, or beach, or public open space. It is derived from a rigorous,
formal, documented process which includes photographing and assigning a score at each
chosen location. There is a scoring modus operandi including model photographs as a
reference for each of four score possibilities. The accumulation of such scores is converted
into a percentage.
(a) 80th percentile of sample results over 12 months < 100 Escherichia coli counts /
100ml water
(b) 95th percentile of sample results over 12 months < 2000 Escherichia coli count /
100ml water.
(2) For intermediate contact recreation (i.e. Fishing, canoeing, etc):
Median of sample results over 12 months < 1000 faecal coliform counts / 100 ml water.
This indicator applies to bathing beaches, vleis and lagoons officially designated for
recreational purposes only and not the urban rivers. Coastal waters are sampled fortnightly
and inland waters are sampled monthly. The following standards based on Water Affairs
and Forestry National Water Quality Standards for full and intermediate contact recreation
apply:
(1) Full contact recreation (i.e. Swimming, surfing, etc):
The overall average of % samples passing tests for 4 parameters at each works: TSS
25mg/l, COD 75mg/l, NH3 10mg/l, E Coli 1000/100ml. A flow-weighted version is also
possible, where the total flow at each work is used to give proportional weight to the
result for that works, but is not used in this indicator. Spreadsheet calculates average
compliance for 4 parameters at each works and gets the overall average monthly.
INDICATOR DEFINITION (HOW IS IT TO BE MEASURED)
INDICATOR – STANDARD / NORM
/ BENCHMARK
45
4A.1 Reduce the average
commuter travel time on
selected transport corridors
3A Develop, adopt and Implement
a comprehensive response to the
Cape Town’s energy and climate
change challenges
4A Improve public transport
system and services (for e.g. the
implementation of phase 1A of the
integrated rapid transit programme)
4 Public Transport
Systems
2C.3 Reduce the volume of
unaccounted for water losses
2C.2 Reduce electricity
outages experienced on an
annual basis (SAIFI)
2C.1 Increase funding applied
corporately to repairs and
maintenance on an annual
basis
2B.5 Percentage of airspace
saved in relation to the
volume of waste disposed
INDICATOR
3 Energy
Efficiency for
a Sustainable
Future
2C Effectively manage the City’s
Infrastructure and Resources
CORPORATE OBJECTIVE
3A.1 Reduce the energy
consumption in the Cape
Metropolitan Area below
projected unconstrained
energy consumption
CCTES Supply Area
consumers electricity
consumption against “10%
Electricity Savings” target.
STRATEGIC
FOCUS AREA
This indicator refers to the change in average peak period commuter travel time for Road
Based Public Transport, measured before and after an intervention to reduce travel time
along a selected corridor.
Targets are based on the assumption that despite the +3% growth the City experiences
annually, the consumption would not grow. The savings derived from this would not
directly equate to “10% savings” but would work towards achieving the national target.
The percentage of the total volume of water not billed for, as the difference between the
total volume treated for the City and the total volume sold on to end consumers, divided
by the total volume treated. It is calculated on a 12-month rolling basis in order to smooth
out monthly variations and more clearly show the trend. The growth in total volume
treated is estimated forward with the same assumptions as used for the Water-saving
indicator (Reduction below Unconstrained Water Demand).
Indicates how often the average customer connected experiences a sustained power
interruption per annum.
The Electricity Dept uses the NERSA approved SAIFI (System Average Interruption
Frequency Index) that measures unplanned outages to the Cape Town Electricity Services
Supply area.
This indicator measures the amount of the operating budget spent on repairs and
maintenance
% reduction in airspace used = total waste stream diverted (cub.m – m3) / total waste
disposed (cub.m – m3)
This indicator reflects the % of airspace saved by diverting recyclables from the waste
stream in relation to the volume of waste disposed of. Implementation of waste of waste
reduction strategy (greens chipping, rubble crushing, composting, streaming and MRF,
industrial waste.
INDICATOR DEFINITION (HOW IS IT TO BE MEASURED)
INDICATOR – STANDARD / NORM
/ BENCHMARK
46
5 Integrated
Human
Settlements
STRATEGIC
FOCUS AREA
5B Deliver housing
opportunities in accordance with
the five year housing plan (reviewed
annually)
5A Improve and develop Integrated
Human Settlements
CORPORATE OBJECTIVE
5B.2 Implementation
of informal Settlement
Upgrade programme (UISP)
and Emergency Housing
Programme (EHP)
5B.1 Number of housing
opportunities provided per
year including Community
Residential Units developed
(CRU)
Phases 1-8 completed to
prepare City SDF and District
Spatial Development Plans
(SDP’S)
5A.1 Percentage completion
of the Spatial Development
Framework (SDF) and District
Spatial Development Plans
(SDP’s)
This indicator has been moved to the operational level of measurement as it was not
strategic in nature.
4A.3 Increase the number
of commuters using public
transport
These are: National Housing Programmes that allow the servicing of erven. (Single
residential housing opportunity)
The standards applied for the serviced erven comprise of the provision of gravel or tarred
roads, water and waterborne sanitation. These standards are higher than those applied for
basic services, which are Council funded.
The indicator will be measured by the number of erven (Single residential housing
opportunity) serviced in terms of the Upgrading Informal Settlements Programme (UISP)
and the Emergency Housing Programme (EHP).
The indicator will measure the number of housing opportunities created which include
(1) Incremental (Serviced Sites), (2) Subsidy houses (BNG), (3) Social and Rental Housing,
(4) GAP housing, (5) Land Restitution, (6) Hostel Units and (7) CRU Capital Upgrading of
existing rental units
1. Preparation of technical draft I of SDF & 8 District SDP/EMF’s/ Scoping phase with
the public
2. Circulation of draft I of City SDF & 8 District SDP/EMF’s for internal comment &
subsequent revision of these drafts
3. PEPCO endorsement of draft II of these docs and public consultation on draft II
4. Revised draft III post public consultation and PGWC’s provisional inspection of draft III
5. Revised draft IV posts PGWC’s inspection and final round of advertisement for public
comment
6. Revised draft V post final round of public comment and submission for approval to
PEPCO
7. Approval by PGWC
8. Withdrawal of old s 4(6) structure plans identified for replacement by approved City SDF
& District SDP/EMF’s
The project to prepare a City SDF & 8 District SDP/EMF’s can be understood to be divided
into 8 broad phases:
The indicator will be measured against the work plan and progress reports tabled at
PEPCO bi-annually.
This indicator refers to the length of dedicated public transport lanes measured in
kilometres along selected transport corridors.
INDICATOR DEFINITION (HOW IS IT TO BE MEASURED)
4A.2 Increase in cumulative
kilometres of critical routes
with dedicated public
transport lanes on selected
transport corridors
INDICATOR
Annual delivery target
Annual delivery target
100% Compliance
INDICATOR – STANDARD / NORM
/ BENCHMARK
47
6 Safety and
Security
STRATEGIC
FOCUS AREA
6A Foster a safe and secure
environment
5C Provision of equitable
community facilities and services
across the city
CORPORATE OBJECTIVE
Library open hour standards per category: Community libraries: 35 hours/per week;
Regional libraries: 45 hours/per week; City wide libraries: 63 hrs/per week. The total
number of libraries is 98.
The number of sport fields with complete grass cover out of a total of 513 sport fields.
The number of halls that are open, safe and clean (ablution/toilets, hall and kitchen) out of
a total 202 halls.
This indicator has been replaced by the detail included below :
The prevalence of anti-social behaviour impacts negatively on the quality of life of all
residents. This indicator will measure the public’s perception on the decrease of such
behaviour which will be addressed through by-law enforcement and combating of minor
crimes.
Number of libraries opened
according to minimum set
open hours
Number of fenced formal
sport fields with complete
grass cover
Number of open, safe and
clean halls
6A.1
Public perception on the
prevalence of anti-social
behaviour measured by
survey 5 points symmetric
scale
Percentage increase in arrests
in drug related crime.
Percentage reduction
in accident rate at high
frequency locations.
This indicator will be measured according to the mowing cycles (6 weeks) as part of the
parks maintenance standards. During this period, the cleaning of facilities in terms of
litter picking and dumping removal also has to be done according to the set maintenance
standards. Total number of parks is 3058.
Number of parks mowed
and cleaned according to
minimum standards
Cape Flats Freeway, Stock Road and A Z Berman Drive
N7 and Potsdam Road
Kuils River Freeway North and Stellenbosch Arterial Rd
Stellenbosch Arterial Rd and Belhar Drive
Prince George Drive, Wetton and Rosmead Avenue
46
49
51
55
26
(c) This indicator will measure the City’s Enforcement Department’s success in the
combating of drug related crime. The number of arrests effected for drug related crimes
which includes dealing in drugs and possession of drugs will be compared to that of the
previous year and the target is a 10% increase.
The target is a 5% decrease on the abovementioned accident rate.
•
•
•
•
•
Improved law enforcement on the City’s roads should lead to a decrease in the accident
rate. This will be measured by comparing the accident rate at 5 selected high accident
frequency locations (intersections) with that of the previous year. These locations
(intersections) with their current accident benchmarks are:
More detail has been provided to clarify the indicator. It differs from the previous year in
that it covers a smaller range of community facilities. It cannot be used as a trend from the
previous year.
INDICATOR DEFINITION (HOW IS IT TO BE MEASURED)
5C.1
INDICATOR
283 arrests
227 accidents
Score of 2.5 on 5 point symmetric scale
Internal data source
Maintenance standards developed for
each category of facility and approved
by Portfolio Committee.
INDICATOR – STANDARD / NORM
/ BENCHMARK
48
7 Health, Social
and Community
Development
STRATEGIC
FOCUS AREA
7A Facilitate the development of a
healthy and socially inclusive society
CORPORATE OBJECTIVE
Any day when any one of the criteria pollutants at any one of the 10 air quality monitoring
stations in the City exceeds World Health Organisation (WHO) guidelines.
Number of deaths < 1 year per 1,000 live births for that year
Data collected by Health Information births and deaths
7A.6 Percentage reduction
of the infant mortality rate
(Number infant deaths per
1000 live births)
Potential partnerships and events are identified and then set as a target in terms of a
number to achieve for the year. Quarterly targets can then be set and compared against
through the year.
Formula: Number of planned partnerships and events actually held compared to the
number of planned partnerships and events.
These are partnerships and events aimed at elevating the profile of the City. The aim is to
expand and grow targeted existing events into a major event, to convert once off major
events into regular events and to identify and establish new events for the City.
Indicator implies that 300 Street People will be placed into rehabilitation programmes with
NGO’s and thereafter reintegrated into communities of origin and their families.
The indicator implies facilitation of provision of developmental programmes that impact
positively on the social fabric of communities. The programmes will focus on training and
skills development of low income groups, sectors and communities.
7A.5 Number of days when
air pollution exceeds WHO
guidelines
7A.4 Number of strategic
sporting partnerships and
events created, maintained
and expanded on
7A.3 Number of
street people placed
in rehabilitation and
reintegration programmes
7A.2 Number of targeted
socio-economic development
support programmes
Adherence to Minimum Standards for
ECD
This indicator refers to the facilitation of the building of low cost crèche facilities in
vulnerable communities through the establishment of partnerships with NGO’s dealing
with Early Childhood Development (ECD) issues, ECD Forums, ECD Management
Committees, ECD Educators, children as well as other spheres of government and
departments. These facilities should comply with the National guidelines for ECD Services
in adherence with the National Building Regulation & Building Standards Act 103/77 as
amended in 1995, Act 49/95.
7A.1 Number of Child
Care facilities upgraded/
provided in partnership with
Governmental and NGOs to
promote holistic childhood
development
Baseline of 177 days. Dependent on
weather conditions and pollutants
Internal data source
Potential partnerships and events
identified and listed by the Sport,
Recreation and Amenities department
that are to be targeted for the coming
year.
A minimum of Two Programmes will
be facilitated to address the plight
of Street People and find sustainable
ways to meet the social, economic and
material needs of this vulnerable group.
In compliance to the Local White
Government Paper (i.e.) Maximising
Social ‘Development and Economic
growth’ a minimum of Six Programmes
to ensure that the overall economic
and social conditions of the locality are
conducive to the creation of employment
opportunities will be facilitated.
No National or Provincial Benchmark
exists but the National Disaster
Management Framework provides for
guidelines.
This indicator refers to preparing a plan for the area, co-ordination and alignment of
processes and regular review. The Plan should form part of the IDP as well as meeting the
criteria as envisaged by the Disaster Management Act.
6A.2 Percentage adherence
to the implementation of
Disaster Plans according to
legislative requirements
INDICATOR – STANDARD / NORM
/ BENCHMARK
INDICATOR DEFINITION (HOW IS IT TO BE MEASURED)
INDICATOR
49
CORPORATE OBJECTIVE
8A Ensure enhanced service
delivery with efficient institutional
arrangements
STRATEGIC
FOCUS AREA
8 Good
governance and
regulatory reform
Number of Antenatal Women tested HIV +ve/Total Number of Women tested x100.
This indicator has been moved to the operational level of measurement as it was not
strategic in nature.
There are 2 measures that we are taking into account;
(a) Tenders are believed to be completed in 6 weeks from the closing to award, this is the
norm. Therefore we have improved from 15.5 down to 8 weeks.
(b) Orders are based on a norm of not having any unprocessed requisitions calculated on a
22 day working month. The result in the first quarter shows that we are behind the norm. The net result of (a) and (b) is that we have improved the SCM processing by the %
indicated. 7A.9 Implement a City
Substance Abuse Plan
8A.1 Improved average
turnaround time of tender
procurement processes in
accordance with procurement
plan
8A.2 Retention of Skills as
measured by staff turnover
Data Source: SAP & SAP BI
Scarce Skills: as for the above, but limited to the following EE categories: Legislators &
senior managers, Professionals, Technicians and other professionals. In this case the target
parameters are 8% - 12%.
Target – at any point in time, the organisation/directorate/department should have a staff
turnover % for the preceding 12 months which falls within the target of 4% – 8%.
All staff: total terminations as % of staff complement each month, as measured over the
preceding 12 month period (i.e. a 12 month running average). This will exclude seasonal,
short term/temporary, student contracts.
This indicator has been moved to the operational level of measurement as it was not
strategic in nature.
Prevalence of HIV in tested Antenatal Women.
VCT Registers and Data Management System (In-House City Health).
7A.8 Percentage reduction
in the rate of increase of
Cape Town’s antenatal HIV
prevalence
8A.2 Development of and
percentage adherence to the
Project Plan for Integrated
Spatial Information System to
link GIS, LIS and SAP
Total Number of TB cases per 100 000 population.
Electronic TB Register (ETR.Net) and DHIS Population.
Total Number of TB cases/Total Population x 100 000
INDICATOR DEFINITION (HOW IS IT TO BE MEASURED)
7A.7 Reduction in the rate of
increase of TB per 100 000 of
Cape Town Population
INDICATOR
8% to 12% turnover for scares skills
category.
4% to 8% total staff turnover
Tenders are believed to be completed in
6 weeks from the closing to award
INDICATOR – STANDARD / NORM
/ BENCHMARK
50
STRATEGIC
FOCUS AREA
CORPORATE OBJECTIVE
8A.3 Staff availability as
measured by % absenteeism
8A.3 Directorate &
Departmental Staffing
Strategies developed,
approved and %
implementation of the action
plan
INDICATOR
Data Source: SAP Report PT64
Target - average absenteeism rate should be less than or equal to 4% for the 12 month
period.
The calculation includes the following leave types: sick leave, injury on duty, strike leave,
unauthorised leave, and family responsibility leave.
Calculation for the Formula: Total absence in a period expressed in hours or days divided
by planned hours or days in this period multiplied by 100.
All the above interventions are aimed at improving overall staff morale which should result
in improved time and attendance. They are not a substitute for active management of time
and attendance.
Encouraging healthy lifestyles through various employee wellness programmes.
Ensuring appropriate screening through recruitment and selection procedures
Enhancing flexible working arrangements where service delivery requirements allow such
flexibility and policy supports such flexibility.
Providing proper systems for transport where required and supported by policy.
Improving the physical working environment
Continually improving business processes which would result in amongst other things
revising job design and improving efficiencies.
Managing career expectations through continuously updating and supporting personal
development plans.
Rebuilding trust and loyalty through focusing interventions on the key touch points
identified in the culture climate survey.
The following initiatives based on industry best practice are available to help managers
manage time and attendance and reduce absenteeism:
In so doing managers must apply policy, monitor and evaluate employees’ attendance and
absence trends and take remedial action where required in terms of such policy.
All line managers must manage employees’ time and attendance with a view to reducing
unplanned absenteeism to below 4% (≤4%).
This indicator has been moved to the operational level of measurement as it was not
strategic in nature.
INDICATOR DEFINITION (HOW IS IT TO BE MEASURED)
International best practice target of 2
to 4% (≤4%)
INDICATOR – STANDARD / NORM
/ BENCHMARK
51
STRATEGIC
FOCUS AREA
CORPORATE OBJECTIVE
8A.6 Percentage of capital
projects meeting original
planned milestones
8A.5 Percentage
improvement in the positive
employee climate as per
annual Culture Climate
Survey
8A.4 Percentage budget
spent on implementation of
WSP (NKPI)
INDICATOR
At Corporate level:
SUM Results (Directorate)
11
x 100 = %
At Directorate level:
SUM Results (Departments)
Number of departments x 100 = %
A formula is applied at Departmental, Directorate & Corporate levels which implies
different reporting on targets achieved.
At Departmental level the following formula applies:
# of Projects meeting milestones
# of Capital Projects in Departments = %
Projects under R200 000 to have a minimum of 3 appropriate milestones identified. Bulk
votes to be broken-down into individual projects and planned accordingly
A capital project is a planned temporary task undertaken to create a unique product within
a fixed time scale (usually over one or more financial years) and budget involving the
mobilization of resources from a number of different functions (or disciplines). Projects in
this instance to have a value exceeding R200 000.
The Loyalty Index measurement comprises 12 “Touch Points” as an indicator of how well
the City is doing in relation to the management of its human resources. The interventions
put in place to address concerns raised as a result of the last survey should reflect a %
improvement in the 4 key “Touch Points” which were identified of having the biggest
impact on the staff loyalty index. This improvement should cascade into a % improvement
in the Loyalty Index. The Culture Climate Survey is driven on a corporate level. Line
departments are encourage to implement corporate initiatives to improve staff morale e.g.
Leadership development Program, Coaching & Mentoring courses.
Data Source: SAP & SAP BI
The conferences are recognised by the SETA as claimable from the 1% of the wage bill as
per the Act.
The two parts are combined to give final figures of the spending on WSP implementation.
(b) Manual exercise on which Seminars & Conferences costs are calculated.
Calculation for the Formula: Two parts
(a) Measured against training budget.
What is WSP? A Workplace Skills Plan is a document that outlines the planned education,
training & development interventions for the organisation. The WSP should be aligned with
the staffing strategy, IDP, PDP’s, EE, NSDS and Sector Skills Plan.
INDICATOR DEFINITION (HOW IS IT TO BE MEASURED)
International Norm 41%
90% City of Cape Town
80% National Benchmark
INDICATOR – STANDARD / NORM
/ BENCHMARK
52
STRATEGIC
FOCUS AREA
8B Manage key financial and
governance areas such as income
control, cash flow, indigent support,
alternative income opportunities,
asset and risk management
CORPORATE OBJECTIVE
% reflecting Actual Spend / Planned Spend – SAP Report
% reflecting Actual Spend / Planned Spend – SAP Report
Total actual to date as a percentage of the total budget including secondary expenditure.
Total cash and investments (short term) to monthly operating expenditure. Cash and
cash equivalents refer to the short term investments and cash available as at the
period ending. Operating expenditure: Includes all expenditure that will be debited to
the income statement for financial statement purposes in accordance with prescribed
financial statement formats, it exclude [operating expenditure related to the N2 Gateway
development project. It excludes capital expenditure The mid-year calculations for
expenditure are based on the actuals up to the current period plus the budget for the
remaining period.
8B.2 Debt coverage by own
billed revenue (NKPI)
8B.3 Percentage of City’s
Capital budget spent (NKPI)
8B.4 Percentage of City’s
operating budget spent
8B.5 Ratio of cost coverage
maintained
Net Current debtors: Is the balance of debtors that are classified as current for financial
statement purposes, but excluding the short-term portion of long-term debtors. The
provision for bad debts is deducted from the current debtors’ balances. Provision for bad
debts: Is the amount set aside as a provision in the accounting records to take into account
the possible non-payment by debtors. Total Annual Operating Income: Income from all
sources that will be credited to the income statement for financial statement purposes in
accordance with prescribed financial statement formats but excluding conditional grants
for capital expenditure, housing receipts attributable to the Housing Development Fund,
new housing subsidy scheme receipts, public contributions and gains on the disposal of
property, plant and equipment. The mid-year calculations for operating income are based
on the actuals up to the current period plus the budget for the remaining period.
The previous indicator: Percentage of C3 notification process implemented including geocoding and correspondence functionality. This new indicator cannot be used as a trend.
The 4 month rolling average age of all notification closed within the preceding 4 month
period will be used to measure performance.
12% reduction in time taken to close notifications (measured against the baseline)
INDICATOR DEFINITION (HOW IS IT TO BE MEASURED)
Own billed revenue to loans outstanding. Total own billed income: Income from all
sources that will be credited to the income statement for financial statement purposes in
accordance with prescribed financial statement formats. Total debt: Aggregate of longterm liabilities, short-term liabilities including bank overdrafts, hire purchase liabilities
and finance lease liabilities but excluding trade creditors, consumer deposits, payments
in advance from consumers and provisions, debt related to sinking fund investments is
reduced by the investment. The mid-year calculations for own billed revenue are based on
the actuals up to the current period plus the budget for the remaining period.
8B.1 Net Debtors to Annual
Income
[Ratio of outstanding service
debtors to revenue actually
received for services (NKPI)]
8A.7 Percentage
improvement in the time
taken to close notifications in
terms of the Corporate Works
Management process
INDICATOR
The 4 month average age of
notifications closed as @ 1 July 2009
will be used as the baseline for this
measure.
INDICATOR – STANDARD / NORM
/ BENCHMARK
53
STRATEGIC
FOCUS AREA
8C Establish effective community
engagement channels
CORPORATE OBJECTIVE
Reflects that the Auditor-General is satisfied as in accordance with a prescribed accounting
framework.
A report which reflects credit worthiness of an institution to repay long-term and shortterm liabilities.
Reflects the percentage of assets annually verified for audit purposes.
To provide a statistically valid, scientifically defensible database of citizen and business
perception of services provided by the City of Cape Town. This will cover importance and
performance measures for basic services, community services, soft services, communication,
interactions with officials, public engagements, IDP priorities, etc.
8B.9 Maintain City’s credit
rating
8B.10 Percentage annual
asset verification process
8C.1 Community satisfaction
score measured in terms of
the asymmetrical scale (1-5)
The timing for corrective action implementation is normally provided by line directorates.
Audit /follow-ups will always only take place after agreed implementation dates of
corrective action.
8B.8 Unqualified Audit from
Auditor General (AG)
8B.7 Percentage audit
findings resolved as per
follow up audits
The calculation of a percentage of payments received on amounts billed. Section 97 of the
MFMA addresses the revenue management and a circular from National Treasury spells out
the detail and the formula to be used.
8B.6 Revenue collected as a
percentage of billed amount
It is the reporting and monitoring of follow-up findings corrected by management during
the financial year. Formulae: Audit findings corrected/Number of original audit findings X
100
INDICATOR DEFINITION (HOW IS IT TO BE MEASURED)
INDICATOR
New – only other comparative would
be City of Johannesburg 60%-70% (or
3 – 3.5 on Likert scale)
Benchmark - 2007
A1 + (short term)
AA- (long term)
Benchmark – 2007
Unqualified audit report for City
See MFMA Section 97
INDICATOR – STANDARD / NORM
/ BENCHMARK
54
Parks
Parks
Parks
Health Services
Metro Police
Operational Coordination
Community Services
Community Services
Community Services
Health
Safety & Security
Safety & Security
Ward 23 Total Ward 4 Total Upgrade offices - Licensing Atlantis
Milnerton security upgrade
Albow Gardens\Goodhope CHC extensions
Borehole- Section St POS, Paarden Eiland
Mausoleum - Phase 1 Maitland Cemetery
Ward 55 Total Maitland Cemetery Upgrade Roads & Infrastructure
Maitland Cemetery Upgrade
Parks
Community Services
Melkbosstrand Wastewater Treatment
Blaauwberg Conservation Area
Upgrade Melkbostrand Fire Station
Melkbos Housing Project
Fire Stations: Refurbishment
Potsdam Wastewater Treatment
Master Plan Sewer Upgrade
Century City
Construct of Roads: Dualing Plattekloof
Bayside Canal
Develop Telkom-Joe Slovo Sports Complex
Milnerton sprinkler replacement
Milnerton New Carport
Milnerton: Joe Slovo Infill 62 units
Joe Slovo Freedom Way Mixed-use
Project Description
Ward 55
Water Services
Utility Services
Water Services
Utility Services
Environmental Resource Management
Water Services
Utility Services
Strategy and Planning
Electricity Services
Utility Services
Emergency Services
Roads and Stormwater
Transport, Roads & Stormwater
Safety & Security
Roads and Stormwater
Transport, Roads & Stormwater
New Settlements
Sport, Recreation and Amenities
Community Services
Emergency Services
Metro Police
Safety & Security
Housing
Metro Police
Safety & Security
Safety & Security
New Settlements
Housing
New Settlements
Housing
Ward 23
Department
Ward 4
SC01 Blaauwberg
Directorate
0
3,213,978
0
100,000
515,925
250,000
1,815,750
82,303
450,000
15,220,172
5,000,000
1,754,193
6,552,583
1,300,000
613,396
20,160,580
3,500,000
0
5,324,580
4,100,000
6,046,000
300,000
80,000
150,000
660,000
Budget
2009 - 2010
Subcouncils or Wards who are not represented in this budget may well have had funding allocated to them in the Multi-Ward Projects.
Annexure B: Capital Budget for 2009/2010 to 2011/2012
0
0
0
0
0
3,450,000
200,000
0
0
0
250,000
2,000,000
1,000,000
53,877,193
53,000,000
877,193
0
0
0
32,972,920
0
2,000,000
30,472,920
0
500,000
Budget
2010 - 2011
4,500,000
500,000
0
0
0
0
2,000,000
2,000,000
77,377,193
75,000,000
877,193
0
0
1,500,000
3,500,000
0
1,000,000
500,000
0
0
0
0
0
0
2,000,000
Budget
2011 - 2012
55
Sport, Recreation and Amenities
Emergency Services
Community Services
Safety & Security
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Spatial Planning and Urban Design
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Strategy and Planning
Parks
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Electricity Services
Community Services
Community Services
Community Services
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Utility Services
Public Lights: Midmar Str, Groenvlei
Repainting of Street Names-Ward 3
Paving Edward Street
Construct footpath with road furniture
PP Smit SF - Upgrade of Cloakrooms
Chrisma Tennis Clubhouse - Upgrade
Paving of Bellville Cemetery: Phase 3
Upgrade Median Island: VoortrekkerRd,Bvl
Parks
Community Services
Ward 3 Total 308,700
8,700
60,000
30,000
110,000
20,000
20,000
20,000
40,000
63,467,912
SC01 Blaauwberg Total
0
1,000,000
500,000
13,000,000
7,000,000
3,373,182
2,759,147
263,158
350,877
21,500,000
Budget
2009 - 2010
Ward 104 Total
Quality Public Spaces: Du Noon
CSRM: Bulk SW Table View North-EFF
Bulk Stormwater Table View North - BICL
Ward 3
SC02 Bergdal
Atlantis Development Corridor
Roads and Stormwater
Transport, Roads & Stormwater
Atlantis Dev Corridor - M12:
Ward 104
Ward 56 Total
Completion of Emergency Services Headquarter
14th Avenue Sportsfield: Upgrade
Royal Road Sports Complex
Sport, Recreation and Amenities
Community Services
Project Description
Department
Ward 56
Directorate
0
0
0
0
0
0
0
0
0
0
0
0
0
105,300,113
15,000,000
0
1,500,000
2,500,000
1,000,000
10,000,000
Budget
2010 - 2011
0
0
0
0
0
0
0
0
0
0
0
0
0
98,131,579
12,754,386
1,754,386
1,000,000
0
0
10,000,000
Budget
2011 - 2012
56
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Parks
Health Services
New Settlements
Roads and Stormwater
Electricity Services
Water Services
Water Services
Water Services
Water Services
Water Services
Community Services
Community Services
Community Services
Community Services
Health
Housing
Transport, Roads & Stormwater
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Park Development: Joseph Ave Park
Parks
Parks
Water Services
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Landscaping: Okavango Drive, Brackenfell
Parks
Parks
Parks
Parks
Water Services
Water Services
Community Services
Community Services
Community Services
Community Services
Utility Services
Utility Services
Protea Heights Water Supply
Informal Settlements: Grey Water
Develop Kuils River Corridor to Dist. Pk
Upgrade of Parks: Kuilsriver: Ward 8
Upgrade of Parks: Brackenfell: Ward 8
Ward 8
Northpine Hall - Tiling & Curt
Northpine Hall - Fencing Phase 3
Eikendal SC: Construct Ablutions
Roads & stormwater system: Kraaifontein
Park Development: Groenhof Close, Northpine
Ward 7
Scottsdene WWTW-Phosphate removal
Scottsdene WWTW-MIG
Scottsdene WWTW-EFF
Install New Infrastructure D6
Flood Disaster Wallacedene
Wallacedene Streetlighting
Construct Rds:Bottelary/R300
Wallacedene Phase 10A (PLS)
Wallacedene Clinic - Pharmacy
Park Upgrade: Ward 6
Wallecedene Hall - Fencing Phase 2
Wallecedene Hall - Catering Equipment
Scottsdene Youth Centre - Catering Equipment
Scottsdene SC: Construct Ablutions
Sport, Recreation and Amenities
Community Services
Project Description
Department
Ward 6
Directorate
Ward 8 Total
Ward 7 Total
Ward 6 Total
18,507,267
17,357,267
700,000
100,000
100,000
100,000
150,000
777,018
40,000
40,000
307,018
200,000
50,000
140,000
38,666,438
0
27,000,000
500,000
2,000,000
1,213,622
1,055,000
500,000
5,000,000
856,798
40,000
120,000
40,000
34,000
307,018
Budget
2009 - 2010
0
0
0
0
0
0
200,000
0
0
200,000
0
0
0
120,000
0
0
0
120,000
0
0
3,394,737
0
0
0
0
394,737
0
1,000,000
2,000,000
Budget
2010 - 2011
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
10,000,000
10,000,000
Budget
2011 - 2012
57
Parks
Parks
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Library Services
Economic and Human Development
Health Services
New Settlements
Electricity Services
Water Services
Water Services
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Economic and Social Development
Health
Housing
Utility Services
Utility Services
Utility Services
FF Erasmus Hall - Industrial Equipment
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Parks
Emergency Services
Emergency Services
Roads and Stormwater
Roads and Stormwater
Water Services
Water Services
Community Services
Community Services
Community Services
Community Services
Community Services
Safety & Security
Safety & Security
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Utility Services
Utility Services
Installation of New Infrastructure
Aandrag Supply System
Construct Rds: De Villiers Rd
Brackenfell Blvd
89,290,067
SC02 Bergdal Total
1,000,000
0
4,500,000
1,000,000
2,656,454
3,928,497
105,000
15,000
70,000
25,000
21,000
17,709,693
1,623,114
1,000,000
60,000
12,000,000
243,002
80,000
1,175,507
0
1,228,070
160,000
10,000
80,000
50,000
0
13,320,951
Ward 101 Total Budget
2009 - 2010
Ward 102 Total Refurbishment of Brackenfell Fire Station
Construction of Brackenfell Fire Station
Upgrade of Parks: Ward102
Kraaifontein CC- Install Industrial Sinks
Kraaifontein CC - Tiling: Wall & Floor
Kraaifontein CC - Industrial Fridge
Ward 102
Wallacedene New Sewer Upgrade
Mobile Generators Emergencies
Street Lighting: Peerless Park & N1
Wallacedene Phase 9 (UISP)
Bloekombos Clinic: Site Works & Extension
Upgrading of Uluntu Plaza, Bloekombos
Furniture, Fittings, Tools & Equipment LIS 2
D6 Construct Sports Complex Wallacedene
Bloekombos S: Construct Ablutions
Bloekombos SC - Upgrade
Bloekombos Hall - Industrial Sink
Upgrade of Parks: Ward 101
Park Development: Hoff Park
Furniture, Fittings, Tools & Equipment LIS 4
Library Services
Community Services
Project Description
Department
Ward 101
Directorate
0
0
0
0
0
0
14,579,074
6,700,000
0
4,700,000
2,000,000
0
0
0
0
0
0
0
0
4,164,337
394,737
0
0
2,000,000
0
0
1,269,600
500,000
Budget
2010 - 2011
18,871,100
3,000,000
0
3,000,000
0
0
0
0
0
0
0
0
0
5,871,100
0
0
0
0
0
0
0
4,500,000
0
0
0
0
0
1,371,100
Budget
2011 - 2012
58
Transport
Electricity Services
Electricity Services
Transport, Roads & Stormwater
Utility Services
Utility Services
New Fencing at Combrink Park
Parks
Parks
Parks
Parks
Spatial Planning and Urban Design
Roads and Stormwater
Roads and Stormwater
Electricity Services
Community Services
Community Services
Community Services
Community Services
Strategy and Planning
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Utility Services
Replace overhead electricity cables-Good
Upgrade Footways/Kerbs Ward 27
Resurface/ Reconstruct of Footways Ward 27
Upgrade of Dignified Place - Mc Donald St
Development of Vanguard Drive, Goodwood
Replacement of Trees
New Trees Ward 27
Ward 27
New Lights in Parks throughout Wards
New lights in parks & open spaces, Ward 5
Refurbish bus shelters & PT Ward 5
Traffic Calming Measures Ward 5
Landscaping focal points & entrances W5
Roads and Stormwater
Upgrade Parking Monte Vista Primary
Transport, Roads & Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Traffic Calming la Provence Welgelegen
Parks
Roads and Stormwater
Transport, Roads & Stormwater
Replace Communication Equipment
Establish New Centre and Relocate
Community Services
Emergency Services
Safety & Security
Upgrading of Parks throughout Ward 5
Emergency Services
Safety & Security
Drip Irrig, Plattekloof Road
Parks
Parks
Community Services
Upgrading of Parks throughout Ward 1
Community Services
Parks
Community Services
New Playpark Equipment throughout Ward 1
Parks
Community Services
Project Description
Ward 5
Department
Ward 1
SC03 De Grendel
Directorate
Ward 27 Total Ward 5 Total Ward 1 Total 390,000
30,000
70,000
70,000
50,000
90,000
10,000
30,000
40,000
347,831
47,831
40,000
40,000
40,000
100,000
80,000
4,008,772
112,000
56,000
0
3,508,772
200,000
66,000
66,000
Budget
2009 - 2010
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
3,464,912
0
0
0
3,464,912
Budget
2010 - 2011
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
750,000
0
0
750,000
Budget
2011 - 2012
59
Parks
Parks
Parks
Environmental Resource Management
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Community Services
Community Services
Community Services
Strategy and Planning
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Landscape Centre Island: Halt Road
Parks
Parks
Sport, Recreation and Amenities
Health Services
Community Services
Community Services
Community Services
Health
General Upgrading of flats in Avon
Existing Settlements
Roads and Stormwater
Health Services
Electricity Services
Solid Waste Services
Housing
Transport, Roads & Stormwater
Health
Utility Services
Utility Services
5th Ave Drop-off Fencing Ward 26
Install additional outreach arms
Extension of Reception area: Parow Clin
Upgrade security mesh fencing ElsiesKraal
Ward 26
Erecting of shelter at Ravensmead Clinic
Uitsig SG - Extention to Clubhouse
Bollards for 35th Street, Elsies River
Landscaping 35th Street, Elsies River
Cleveland Street Signage at Closure
Parks
Roads and Stormwater
Transport, Roads & Stormwater
Boston - Transformer Replacement
Ward 26 Total Ward 25 Total Ward 2 Total 792,805
43,000
8,400
215,000
339,000
187,405
583,000
107,000
100,000
116,000
120,000
140,000
1,393,120
50,000
1,343,120
5,046,603
SC03 De Grendel Total
30,000
30,000
80,000
45,000
10,000
10,000
30,000
60,000
300,000
Community Services
Electricity Services
Utility Services
5,000
Budget
2009 - 2010
Ward 70 Total Taxi Lay bays in Van Riebeeckshof Rd
Parking Boschendal Street
Off-Street Parking Nederburg Rd Welgemoed
New Toilet Facilities for the disabled a
New Bollards Angelier St, Doordekraaldam
New Landscaping of POS Van Riebeeckshof
New Landscaping at Jip De Jager Rd
Ward 25
Ward 2
SC04 Tygerberg
Parks
Community Services
New Footpath at Doordekraal Dam
New Bollards POS Witboom & Salisbury Rd
Parks
Community Services
Project Description
Department
Ward 70
Directorate
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
3,464,912
Budget
2010 - 2011
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
750,000
Budget
2011 - 2012
60
Sport, Recreation and Amenities
Electricity Services
Community Services
Utility Services
Bishop Lavis SG - Upgrade
Sport, Recreation and Amenities
Parks
Existing Settlements
Water Services
Community Services
Community Services
Housing
Utility Services
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Parks
Existing Settlements
Roads and Stormwater
Water Services
Community Services
Community Services
Community Services
Community Services
Housing
Transport, Roads & Stormwater
Utility Services
Metropolitan SF -Extention of Brick Wall
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Roads and Stormwater
Electricity Services
Community Services
Community Services
Transport, Roads & Stormwater
Utility Services
Install High Mast: MetropolitanSP Vygerb
Re-tarring of Freedom Square, Bonteheuwel
Bonteheuwel CC - Revamp Toilets
Ward 50
Borcherds Quarry WWTW-SCADA
Tarring of parking area in Montana
Study Rooms: Pebble Flats, Nooitgedacht
Install Play Baracuda Cresc, Nooitgedacht
Valhalla Park SC: Develop & Upgrade
Valhalla Park Com Centre: Extend to MPC
Ward 50 Total Ward 31 Total Install Play Equip BaracudaCresc,Nooitgedacht
Parks
Community Services
Reconstruct Valhalla Park - MPC
Ward 31
Ward 24 Total 335,000
100,000
100,000
35,000
100,000
1,672,677
0
100,000
100,000
9,215
877,193
352,484
200,000
33,785
8,280,000
8,000,000
100,000
80,000
100,000
3,579,734
SC04 Tygerberg Total
28,131
85,000
200,000
810,809
Study Rooms: Pink Flats, Nooitgedacht
Borcherds Quarry WTW
497,678
Budget
2009 - 2010
Ward 28 Total Install PEq Netball Tarmac Bosberg Park
Install 2 x 17m High Mast Light
Adriaanse CC - Front & Back stage Curtain
Ward 24
SC05 Central
Health Services
Health
Upgrade of TB area Elsies River Clinic
Adriaanse Clinic - Upgrade TB room
Health Services
Health
Project Description
Department
Ward 28
Directorate
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
5,000,000
5,000,000
Budget
2010 - 2011
0
0
0
0
0
0
1,000,000
1,000,000
0
0
0
0
0
0
0
0
0
0
0
0
1,000,000
1,000,000
0
0
1,000,000
Budget
2011 - 2012
61
Electricity Services
Environmental Resource Management
Utility Services
Strategy and Planning
Social Development, Arts & Culture
Health Services
Economic and Social Development
Health
Provide High Mast Lighting: Middestad Mall
Electricity Services
Electricity Services
Water Services
Utility Services
Utility Services
Utility Services
Provision of roof at PRECO site
Economic and Human Development
Parks
New Settlements
Roads and Stormwater
Water Services
Economic and Social Development
Community Services
Housing
Transport, Roads & Stormwater
Utility Services
Ward 9 Total Ward 10 Total 700,000
76,655,741
SC06 Bellville Total
0
50,000
500,000
100,000
50,000
561,314
0
500,000
50,000
11,314
75,394,427
35,000,000
39,000,000
14,427
200,000
30,000
0
1,000,000
Ward 22 Total Remove midblock sewer network-Bishop Lavis
Traffic Calming Erica Drive, Belhar
Eureka-Uitsig CRU Project
Modderdam Cem: Upgrade Roads
Ward 22
Ravensmead & Surrounds Pressure Manage
HV-cable oil syst Refurbishm-Tygerb Hosp
Upgrading of street lights in Bellrai
Electricity Services
Utility Services
Bellville WWTW-MIG
Bellville WaterWasteTreatment Works
Kasselsvlei Clinic: Extensions
Phase 2: Renovations to comm. centre
Additions to Skateboard Pk: Frank Louw P
Upgrade Elizabeth Park, Bellville
150,000
10,937,677
SC05 Central Total
500,000
50,000
50,000
650,000
Ward 10
Water Services
Parks
Community Services
Utility Services
Parks
Community Services
Water Services
Parks
Community Services
Utility Services
Bellville Cemetery: Upgrade Roads
Parks
Community Services
50,000
Budget
2009 - 2010
Ward 51 Total Develop District park: Jack Muller, Bellville
Langa Memorial
Install High Mast: Vokwana & Ndlwana Way
Ward 9
SC06 Bellville
Electricity Services
Utility Services
Install High Mast: Jungle Zone 1 opp. 13
Instal High Mast Light-C/O Ngumla&Adel St
Electricity Services
Utility Services
Project Description
Department
Ward 51
Directorate
0
0
0
0
0
128,050,000
22,200,000
2,000,000
0
20,000,000
200,000
0
2,500,000
2,500,000
0
0
0
103,350,000
50,000,000
50,000,000
0
0
0
150,000
3,000,000
200,000
5,000,000
Budget
2010 - 2011
0
0
0
0
0
112,600,000
23,000,000
3,000,000
0
20,000,000
0
0
2,500,000
2,500,000
0
0
0
87,100,000
35,000,000
50,000,000
0
0
0
0
2,000,000
100,000
1,000,000
Budget
2011 - 2012
62
Parks
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Environmental Resource Management
Roads and Stormwater
Water Services
Community Services
Community Services
Community Services
Community Services
Community Services
Strategy and Planning
Transport, Roads & Stormwater
Utility Services
Provision of Bridal Gardens Avondale
Parks
Parks
Parks
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Environmental Resource Management
Electricity Services
Electricity Services
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Strategy and Planning
Utility Services
Utility Services
Ward 29 Total Provide of Floodlights: Paradise Park Lane Mamre
Pella: Provision of streetlights
Mamre Heritage Resources
Westfleur SC- install 1500 seater stand
Mamre SF Phase1 Construct Clubhouse
Atlantis (Phase 1) - Provision of Hall
Atlantis Cemetery Upgrade
Upgrade Park in Main Rd - Mamre
Ward 29
Bellville North Water Supply system
Ward 21: Construction of Foot Paths
Provision of new fence between Nerina &
Eversdal Tennis - Roof over braai patio
Durbanville Bowling club: irrigation
Durbanville Bowling Club - New Mower
Durbanville Bowling Club - Kitchen Equip
Install PlayEq & PFurn in Parks Ward 21
Ward 21 Total Parks
Community Services
Upgrade Irrigation at Durbanville Ave
Regional Park Upgrade: Durbanville Rose Garden
Parks
Community Services
Project Description
Department
Ward 21
SC07 Koeberg
Directorate
1,488,596
15,000
60,000
594,596
384,000
170,000
205,000
0
30,000
30,000
1,821,615
1,198,615
50,000
50,000
25,000
25,000
35,000
8,000
50,000
30,000
350,000
Budget
2009 - 2010
8,054,596
0
0
438,596
7,616,000
0
0
0
0
0
500,000
0
0
0
0
0
0
0
0
0
500,000
Budget
2010 - 2011
638,596
0
0
438,596
0
0
0
200,000
0
0
4,500,000
4,000,000
0
0
0
0
0
0
0
0
500,000
Budget
2011 - 2012
63
Construct Sport Complex-Witsands Atlantis
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Parks
New Settlements
New Settlements
Roads and Stormwater
Electricity Services
Electricity Services
Water Services
Water Services
Community Services
Community Services
Community Services
Community Services
Community Services
Housing
Housing
Transport, Roads & Stormwater
Utility Services
Utility Services
Utility Services
Utility Services
Develop District Park: Zoo Park Kraaifontein
Parks
Parks
Parks
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Roads and Stormwater
Roads and Stormwater
Community Services
Community Services
Community Services
Community Services
Community Services
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Upgrade/Replace Play Equipment at Richwood Park
Parks
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Roads and Stormwater
Water Services
Water Services
Water Services
Water Services
Community Services
Community Services
Community Services
Transport, Roads & Stormwater
Utility Services
Utility Services
Utility Services
Utility Services
Kraaifontein/Fisantekraal
Fisantekraal WWTW-MIG
Fisantekraal WWTW-EFF
Contermans Kloof Water mains
Ward 105 Total SC07 Koeberg Total
Fisantekraal: Dulah Omar Drive: Tarring
Philadelphia SF: Provision of toilet facilities
Klipheuwel SF: Provision of fencing
Upgrade Park (Dulah Omar) Fisantekraal
Parks
Community Services
Ward 103 Total Ward 32 Total Ward 105
Sonstraal Heights: Provision of Sidewalk
Brackenfell Blvd - De Bron - Lang
Kraaifontein SC Develop Parking Area
Durbanville Baseball - Upgrade facilities
Additional Improvements: Ivy Park, Goede
Upgrade Zoo Park POS - Kraaifontein
Ward 103
Wesfleur WWTW-MIG
Wesfleur WWTW-EFF
Provide of Floodlights: Witsand -resource Ct
Flood Lights: Beaverhead Ln, Sherwood Park
Witsands - Bulk Roads & S/W
Witsand Housing Project - Phase 2
Atlantis Housing Project
Provision Informal PlayArea Sherwood Par
Witsands Hall - Upgrade
D1 Upgrade Silverstroom Resort
D1 Robinvale hall install stage
D1 Robimvale Hall Parking & Gates
Sport, Recreation and Amenities
Project Description
Community Services
Department
Ward 32
Directorate
143,207,000
171,552,676
8,000,000
50,500,000
64,500,000
20,000,000
80,000
40,000
40,000
22,000
25,000
501,158
50,000
0
263,158
100,000
40,000
48,000
0
24,534,307
10,000,000
0
50,000
65,000
3,500,000
9,000,000
1,000,000
100,000
42,000
0
0
0
777,307
Budget
2009 - 2010
34,000,000
98,977,289
9,000,000
0
15,000,000
10,000,000
0
0
0
0
0
3,350,000
0
3,000,000
0
0
0
0
350,000
53,072,693
10,000,000
10,000,000
0
0
0
17,250,000
7,000,000
0
0
0
0
0
8,822,693
Budget
2010 - 2011
0
16,000,000
37,006,596
0
1,000,000
0
15,000,000
0
0
0
0
0
6,000,000
0
6,000,000
0
0
0
0
0
9,868,000
0
0
0
0
0
7,998,000
0
0
0
1,500,000
250,000
120,000
Budget
2011 - 2012
64
Existing Settlements
Roads and Stormwater
Roads and Stormwater
Electricity Services
Water Services
Water Services
Water Services
Water Services
Housing
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Parks
New Settlements
Metro Police
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Electricity Services
Electricity Services
Water Services
Water Services
Community Services
Housing
Safety & Security
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Utility Services
Utility Services
Utility Services
Utility Services
Ward 15 Total SWest Bus Park Main Sewer (lower leg)
New Water Main MIG
Upgrade lighting in park opp. Strand P/O
Christmas Lights Ward 83
Widening MR27: Strand:Piet Retief, Newton
Somerset West erf 10490: Roads and Storm
Somerset West erf 10490: Bulk Stormwater
Replace asphalt with brick paving-Ward 83
Ward 83 Total Land Acquisition: Broadway Blvd, Strand Erf 33427
Flood Alleviation - Lourens River
Dualling: Broadway Blvd:Beach Rd:MR27
CSRM: Somerset West 10HA: SW
Harmony Park Switchboard
10 Ha Somerset West Housing Project
Rusthof Cemetery Upgrade
Strand Pool: Upgrade
Upgrade wooden walkway at Strand Beach
Sport, Recreation and Amenities
Community Services
Community Services
Zandvliet WWTW-Extension
Provision of Sewerage to Croydon
Macassar Wastewater Treatment Works
Construction of new water main Macassar
Provide of Streetlights: Musica Ave, Macasscar
Speed humps - Ward 15 (EikeSalvo Ring Firgrove)
Croydon - roads & storm water
Recon of tarred surfaces - Macasser Flats
Ward 83
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Community Services
Macassar Old SF Upgrade
Macassar Resort Upgrade
Sport, Recreation and Amenities
Community Services
Project Description
Department
Ward 15
SC08 Helderberg
Directorate
20,670,876
3,023,000
0
20,000
60,000
0
800,000
500,000
180,000
350,000
4,000,000
0
2,800,000
60,000
8,000,000
200,000
637,876
40,000
2,238,596
0
0
0
1,000,000
50,000
200,000
500,000
50,000
0
438,596
Budget
2009 - 2010
0
8,350,000
0
0
0
0
0
1,300,000
0
0
0
3,500,000
2,000,000
0
0
1,050,000
500,000
0
0
7,500,000
500,000
2,000,000
3,000,000
0
0
0
500,000
0
1,500,000
Budget
2010 - 2011
0
0
0
9,600,000
0
0
0
0
100,000
0
0
0
0
5,000,000
4,000,000
0
0
0
500,000
0
0
4,800,000
300,000
3,000,000
0
0
0
0
1,500,000
Budget
2011 - 2012
65
Parks
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Transport
Electricity Services
Community Services
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Utility Services
3 Containers: Asanda Village
Economic and Human Development
Social Development, Arts & Culture
Social Development, Arts & Culture
Sport, Recreation and Amenities
Emergency Services
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Water Services
Economic and Social Development
Economic and Social Development
Economic and Social Development
Community Services
Safety & Security
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Utility Services
Ward 84 Total SWest Bus Park Main Sewer (upper leg)
Traffic Calming Measures: Ward 85
Speed Humps - Ward 85
SLP Village Rd upgrading
Onverwacht Rd: Bulk Stormwater
Ward 85 Total Land Acquisition: SLP Village Rd: Somerset West
Erf 17654 Strand: Roads
Construct Rds: Onverwacht Rd
Upgrade Sommerset West Fire Station
Nomzamo SF - Vibrecrete fencing
Sewing Machines: Asanda Village
Containers: Wag n Bietjie & Chris Nissan
Ward 85
Streetlighting: Upper Oldenland Rd
Somerset West PTI
Widening: Andries Pretorius St,Bright,Cor
Widening: Lourensford Rd: MR9 Parel Vall
Upgrading of Silverboomkloof Rd in So
Steynsrus Rd/R44 on-ramp
Pavement curbstone cnr. Irene-helderb street
Palisade fence next to old Dutch Ref Chu
Gate at corner of South and East Str
Somerset West Parks Depot Upgrade
Upgrade of infrastructure: Helderberg N
Environmental Resource Management
Strategy and Planning
Project Description
Department
Ward 84
Directorate
33,901,779
13,437,000
50,000
110,000
9,350,000
500,000
213,000
2,050,000
5,650,000
2,271,576
90,000
10,000
90,000
80,203
333,558
3,558
0
0
0
0
0
50,000
50,000
30,000
150,000
50,000
Budget
2009 - 2010
0
0
0
0
0
0
0
0
0
5,500,000
3,000,000
0
0
0
2,500,000
0
0
0
0
0
0
0
0
3,500,000
0
3,500,000
Budget
2010 - 2011
0
0
0
0
0
2,000,000
0
0
0
0
2,000,000
0
0
0
0
0
0
0
0
1,050,000
0
0
100,000
200,000
250,000
500,000
Budget
2011 - 2012
66
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Parks
Economic and Human Development
Social Development, Arts & Culture
Health Services
New Settlements
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Electricity Services
Community Services
Community Services
Community Services
Community Services
Community Services
Economic and Social Development
Economic and Social Development
Health
Housing
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Utility Services
Replace lights at taxi rank, Lwandle
Speed Humps in 6th/7th Streets, Rusthof
Palisade fencing Lwandle Taxi Rank
Morkels Cottage
Lwandle - Strand Stormwater
CSRM: Morkels Cottage: Stormwater: EFF
Constr: Onverwacht Rd: Broadway to Faure
Morkel’s Cottage: 700 Units
Ikhwezi Clinic extensions
Containers for crèche: Morkels Cottage
2 containers for Lwandle skills dev
Upg & reconstr existing Lwandle Cemetery
Upgrade Gustrouw Sportsfield
Upgrade Athletic Track at Gustrouw
Nomzamo SC Upgrade
Lwandle SC Upgrade
Lwandle Gymnasium - Gym Equipment
Sport, Recreation and Amenities
Community Services
Project Description
Department
Ward 86
Directorate
Ward 86 Total 7,235,953
60,000
100,000
100,000
0
1,269,000
1,300,000
0
2,000,000
202,567
140,000
50,000
200,000
0
0
877,193
877,193
60,000
Budget
2009 - 2010
0
0
0
21,500,000
0
0
0
2,000,000
0
0
3,000,000
10,000,000
1,000,000
0
0
500,000
2,000,000
3,000,000
Budget
2010 - 2011
0
0
0
0
0
0
0
0
5,000,000
0
0
0
2,000,000
0
0
1,000,000
0
2,000,000
Budget
2011 - 2012
67
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Parks
New Settlements
New Settlements
New Settlements
New Settlements
Governance & Interface
Operational Coordination
Environmental Resource Management
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Electricity Services
Electricity Services
Electricity Services
Water Services
Water Services
Water Services
Community Services
Community Services
Community Services
Community Services
Housing
Housing
Housing
Housing
Office of the City Manager
Safety & Security
Strategy and Planning
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Trappies Sewerage System
12,784,077
77,164,839
SC08 Helderberg Total
0
0
0
440,000
40,000
40,000
0
0
1,900,000
100,000
0
0
4,400,000
500,000
10,000
35,000
8,000
560,000
600,000
1,805,000
500,000
182,000
877,193
286,884
0
500,000
Budget
2009 - 2010
Ward 100 Total Provision of Sewer to Gordon/Strand
Gordons Bay WWTW-Improvements
Provide of Streetlighting: SLP Village
Instal High Mast: Mandela Park & Sir Lowry
Instal High Mast: Mission Grd/ Sir Lowry
Vlakteplaas Bulk Roads & S/water
Upgrade: Faure Marine Dr: Gordon’s Bay
Upgrade: Gravel St’s: Mission Grounds, SLP
Tarring sidewalks - Ward 100
South Fork, Strand - roads & storm water
Extension of Broadway Blvd: Broadlands
Construct Rds: Broadway Extension
Constr: Walkway: R44,Whale Look-out Point
Upgrade Access and Signage to Danie Mill
Traffic Licensing Eastern Prop Improve
Loud hailer
Vlakteplaas: 500 Housing Units
Temperance Town: 70 Housing Units (EFF)
Temperance Town: 70 Housing Units
Sercor Park Phase II
Play Park Equipment
Kogel bay Resort: Upgrade
Harmony Park Resort: Upgrade
D6 Kogel Bay Resort Water Supply Upgrade
Sir Lowry’s Pass Cemetery Upgrade Roads
Parks
Community Services
Project Description
Department
Ward 100
Directorate
74,150,000
27,800,000
5,000,000
3,900,000
0
0
0
0
7,000,000
400,000
1,000,000
0
0
5,000,000
0
0
0
0
0
5,000,000
0
0
0
0
0
0
0
500,000
Budget
2010 - 2011
0
60,750,000
38,300,000
5,000,000
0
500,000
0
0
0
6,000,000
1,000,000
1,500,000
0
300,000
6,000,000
0
0
0
1,000,000
0
15,000,000
0
0
0
0
0
0
2,000,000
Budget
2011 - 2012
68
Electricity Services
Social Development, Arts & Culture
Utility Services
Economic and Social Development
Construction of com facilities - Ward 91
Social Development, Arts & Culture
Social Development, Arts & Culture
social Development, Arts & Culture
Social Development, Arts & Culture
Economic and Social Development
Economic and Social Development
Economic and Social Development
Economic and Social Development
Construction of com facilities - Ward 92
Social Development, Arts & Culture
Social Development, Arts & Culture
Sport, Recreation and Amenities
Economic and Social Development
Economic and Social Development
Community Services
Community Facility at G-Section
Social Development, Arts & Culture
Transport
Parks
Electricity Services
Economic and Social Development
Transport, Roads & Stormwater
Community Services
Utility Services
Parks
Social Development, Arts & Culture
Social Development, Arts & Culture
Social Development, Arts & Culture
Social Development, Arts & Culture
Community Services
Economic and Social Development
Economic and Social Development
Economic and Social Development
Economic and Social Development
Extension of community facility
21,367,012
24,973,371
100,000
600,000
200,000
300,000
3,855,658
2,127,144
14,184,210
1,916,944
66,944
150,000
1,500,000
200,000
500,000
0
200,000
300,000
775,000
15,000
400,000
160,000
200,000
414,415
200,000
14,415
200,000
Ward 97 Total Ward 94 Total Ward 92 Total Ward 91 Total Ward 90 Total Budget
2009 - 2010
SC09 Nxele Makana Total
Construction of community facility
Community Facility (Youth Cent): sWard 97
Community Facility
Khayelitsha Wetlands Park Upgrade
Khayelitsha CBD: New Multi-Purpose Centre
Khayelitsha Athletics Spectator Stand
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Community Services
Community Services
Ward 97
High Mast Lighting: Khayelitsha
Upgrade Khayelitsha Parks depot
Khayelitsha CBD PTI (CMIP)
Ward 94
Resurface Mandela Park Tartan Track
Extension of youth centre
Ward 92
Installation of toilets at R59
Constr. of facility - V-East Section
Extend of crèche in R59 section, Ward 91
Ward 91
Extension of facility - TR Section
Install High Masts: Ward 90
Construction of Side Walks
Roads and Stormwater
Transport, Roads & Stormwater
Project Description
Department
Ward 90
SC09 Nxele Makana
Directorate
0
0
0
0
0
0
0
0
0
0
0
6,700,000
1,000,000
0
0
0
0
1,000,000
0
0
1,500,000
0
0
1,500,000
0
4,200,000
4,200,000
Budget
2010 - 2011
Budget
2011 - 2012
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
69
MPlain Youth & Family Centre
Parks
Metro Police
Electricity Services
Electricity Services
Community Services
Safety & Security
Utility Services
Utility Services
Social Development, Arts & Culture
Roads and Stormwater
Transport, Roads & Stormwater
Library Services
Social Development, Arts & Culture
Social Development, Arts & Culture
Roads and Stormwater
Community Services
Economic and Social Development
Economic and Social Development
Transport, Roads & Stormwater
Traffic calming measure in Ward 98
Extention of Council Facility: Ward 98
Creche in Kuyasa: Ward 98
New community library, Harare Khayelitsha
Upgrade Parks in Ward 98
New MPCincl Library Harare Khayelitsha
Library Services
Parks
Community Services
Community Services
Ward 98
Traffic calming measure in Ward 96
Community Facility
Completion of community facility
Sport, Recreation and Amenities
Economic and Social Development
Monwabisi Pumpstation
Traffic calming measure in Ward 95
Community Services
Water Services
Utility Services
Roads and Stormwater
Transport, Roads & Stormwater
Ped Footways/Bicycle Path: Ktsha/Mplain
Khayelitsha Rail Extention TI
New Regional Library Kuyasa Khayalitsha
Ward 96
Roads and Stormwater
Roads and Stormwater
Library Services
Community Services
Transport, Roads & Stormwater
Health Services
Health
Transport, Roads & Stormwater
Extension of community youth centre
Social Development, Arts & Culture
Economic and Social Development
Mayenzeke Clinic - Upgrade of TB area
Ward 95
High Mast Lights Ward 82
Festive Lights Ward 82
Upgrading equip CCTV Khayelitsha/ M Plain
Upgrading of Parks in Ward 82
Sport, Recreation and Amenities
Project Description
Community Services
Department
Ward 82
SC10 Charlotte Maxeke
Directorate
Ward 98 Total Ward 96 Total Ward 95 Total Ward 82 Total 16,660,000
150,000
160,000
200,000
0
150,000
16,000,000
600,000
100,000
300,000
200,000
23,632,910
926,428
180,000
1,406,482
20,800,000
0
200,000
120,000
981,435
100,000
50,000
100,000
50,000
681,435
Budget
2009 - 2010
0
0
0
0
0
0
0
0
0
12,000,000
0
0
0
12,000,000
0
0
0
0
0
0
6,600,000
0
0
0
6,600,000
Budget
2010 - 2011
0
0
0
0
0
0
0
0
8,000,000
0
0
0
8,000,000
0
0
0
0
0
0
22,000,000
0
0
0
12,000,000
10,000,000
Budget
2011 - 2012
70
Parks
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Social Development, Arts & Culture
Social Development, Arts & Culture
New Settlements
Electricity Services
Community Services
Community Services
Community Services
Economic and Social Development
Economic and Social Development
Housing
Utility Services
Parks
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Electricity Services
Electricity Services
Community Services
Community Services
Utility Services
Utility Services
Constr & Installation of Flood Lights
Electricity Services
Parks
Utility Services
Community Services
The Downs Hall - Upgrade
Sport, Recreation and Amenitiess
Sport, Recreation and Amenities
Spatial Planning and Urban Design
Roads and Stormwater
Electricity Services
Electricity Services
Community Services
Community Services
Strategy and Planning
Transport, Roads & Stormwater
Utility Services
Utility Services
Construction of Flood Lights: Ward 42
Constr High Mast Lights Ward 42
Construction of Sidewalks in Ward 42
Nyanga Civic & Transport Interchange Node
Sherwood Park Hall - Upgrade
Gugulethu Cem: Implement Lscape Plans
Ward 41
Construction/Installation - flood lights
Constr High Mast & Floodlights Ward40
Ikhwezi Community Hall - Gym Equip
Erf 267 -Upgrade and Development
Upgrade NY110/128 Park in Gugulethu
Upgrade NY135/136 Park in Gugulethu
Parks
Community Services
Ward 42 Total
Ward 41 Total
Ward 40 Total
4,090,026
50,000
293,741
150,000
3,446,285
75,000
75,000
217,929
200,000
17,929
500,593
22,629
167,964
80,000
30,000
100,000
100,000
53,581,608
SC10 Charlotte Maxeke Total
100,000
0
200,000
200,000
4,412,611
2,000,000
4,594,652
100,000
11,707,263
Community Services
Ward 42
100,000
Budget
2009 - 2010
Ward 99 Total High Mast Lights Ward 99
Mitchells Plain Infill PH 2: 1000 sites
Community Facility: Ward 99
Community Facility
Swartklip Soccer Development 2010
Monwabisi Coastal Node
New Extension: Khayelitsha Cemetery
Ward 40
SC11 Looksmart Solwandle Ngudle
Parks
Community Services
Upgrade Parks in Ward 99
Play Equipment in Ward 99
Parks
Community Services
Project Description
Department
Ward 99
Directorate
0
0
8,005,000
0
0
0
8,005,000
0
0
0
0
0
0
0
0
0
0
0
0
22,100,000
3,500,000
0
500,000
0
0
0
0
3,000,000
Budget
2010 - 2011
0
0
0
0
0
0
0
0
0
500,000
500,000
0
0
0
0
0
0
0
0
37,000,000
7,000,000
0
5,000,000
0
0
0
0
2,000,000
Budget
2011 - 2012
71
Parks
Roads and Stormwater
Electricity Services
Electricity Services
Community Services
Transport, Roads & Stormwater
Utility Services
Utility Services
Sport, Recreation and Amenities
Parks
New Settlements
Electricity Services
Community Services
Community Services
Housing
Utility Services
Blue Waters Resort: Upgrade
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Parks
Roads and Stormwater
Roads and Stormwater
Electricity Services
Water Services
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Utility Services
Utility Services
Mitchells Plain WWTW
Street Lights:Frigate, Weltevrede & Volstr
Traffic calming within M Plain Ward 43
CSRM: Schaapkraal Stormwater
Upgrading of Parks in Ward 43
Upgrading - Strandfontein Pavillion
Strandfontein SF - Install Floodlights
Rocklands SF - Install Floodlights
Plant Filtration Filters Mnandi: Repl
Ward 43 Total 1,911,280
0
32,333
50,000
0
100,000
100,000
25,000
25,000
701,754
877,193
12,231,201
SC11 Looksmart Solwandle Ngudle Total
483,701
5,000,000
100,000
1,400,000
200,000
238,952
100,000
23,952
45,000
30,000
7,183,701
Ward 44 Total 40,000
Budget
2009 - 2010
Ward 45 Total Construct High Mast & Floodlight Ward 45
The Downs: Housing Project
Ugrade & Development of NY10 Park, Gugul
Ward 43
SC12 Mitchells Plain
Upgrade of Hex Cresc Community Park
Parks
Community Services
Upgrade The Greens SF Manenberg
Ward 45
Constr. High Mast & Floodlights WD 44
Constr. Flood Lights: Ward 44
Traffic Calming in Ward 44
Upgrade Community Park at Allison Crt
Upgrade Community Park Zuurberg Rd, HV
Parks
Community Services
Project Description
Department
Ward 44
Directorate
0
0
0
0
0
0
0
0
0
8,000,000
5,000,000
0
0
3,000,000
0
0
0
0
0
0
18,005,000
10,000,000
0
10,000,000
Budget
2010 - 2011
0
0
0
0
0
0
0
0
0
7,000,000
1,000,000
0
0
6,000,000
0
0
0
0
0
0
4,000,000
3,500,000
0
3,500,000
Budget
2011 - 2012
72
Parks
Sport, Recreation and Amenities
Roads and Stormwater
Electricity Services
Community Services
Community Services
Transport, Roads & Stormwater
Utility Services
Upgrading of Parks in Ward 76
Parks
Sport, Recreation and Amenities
Spatial Planning and Urban Design
Roads and Stormwater
Electricity Services
Electricity Services
Electricity Services
Community Services
Community Services
Community Services
Strategy and Planning
Transport, Roads & Stormwater
Utility Services
Utility Services
Utility Services
Westridge Park Upgrade
Parks
Parks
Sport, Recreation and Amenities
Transport
Electricity Services
Community Services
Community Services
Community Services
Transport, Roads & Stormwater
Utility Services
Plant Filtration Filters Eastridge: Repl
Sport, Recreation and Amenities
Parks
Operational Coordination
Roads and Stormwater
Electricity Services
Electricity Services
Community Services
Community Services
Safety & Security
Transport, Roads & Stormwater
Utility Services
Utility Services
Install Street Light: Boabab & Buffalo Str
Area Lighting in Parks Ward 79
Traffic calming within M Plain ward 79
Property Improvement: M’Plain Drive Test
Upgrading of Parks in Ward 79
Ward 79
Upgrading AZ Berman Festive Lights
Mitchell’s Plain Station TI
Upgrading - Stephen Reagan SF
Upgrading of Parks in Ward 78
Ward 78
Install Street Light: Botterblom, Orchard
Area Lighting in Parks Ward 76
Area Lighting in Open Public Spaces WD76
Traffic calming within M Plain Ward 76
Lentegeur Public Space & Civic Office Up
D3 Cover Heat Lentegeur Pool
Upgrade of Parks: Ward (Area 16)
Parks
Ward 76
Street Lights: Colorado - Open space
Traffic calming within MPlain Ward 75
Woodlands SC: Construct Ablutions
Upgrade of Parks: Ward (Area 16)
Upgrade of Parks: Ward (Area 17)
Parks
Community Services
Project Description
Department
Ward 75
Directorate
Ward 79 Total Ward 78 Total Ward 76 Total Ward 75 Total 1,201,754
100,000
100,000
100,000
0
200,000
701,754
23,281,670
100,000
22,581,670
50,000
150,000
400,000
6,404,852
32,333
49,474
75,000
75,000
6,023,045
0
100,000
50,000
688,596
50,000
100,000
438,596
50,000
50,000
Budget
2009 - 2010
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1,824,000
0
0
0
1,824,000
0
0
15,400,000
0
15,000,000
0
0
400,000
Budget
2010 - 2011
0
0
0
0
0
0
0
0
500,000
0
0
0
500,000
0
0
15,000,000
0
15,000,000
0
0
0
3,000,000
0
0
0
0
0
3,000,000
Budget
2011 - 2012
73
Emergency Services
Environmental Resource Management
Roads and Stormwater
Electricity Services
Safety & Security
Strategy and Planning
Transport, Roads & Stormwater
Utility Services
Purchase brick making machine
Social Development, Arts & Culture
Parks
Health Services
Health Services
Health Services
Electricity Services
Electricity Services
Economic and Social Development
Community Services
Health
Health
Health
Utility Services
Utility Services
3 Containers with inside fittings
Social Development, Arts & Culture
Social Development, Arts & Culture
Social Development, Arts & Culture
Parks
Electricity Services
Electricity Services
Economic and Social Development
Economic and Social Development
Economic and Social Development
Community Services
Utility Services
Utility Services
Streetlights: Sagoloda Str - Village 2
Festive Lights in Ingulube and Bristol
Upgrade of Park: Sagoloda St, Philippi
Fencing of multi purpose structure
Community multipurpose centre: Ward 34
Ward 34
Flood Lights: Siyanyanzela
Festive Season lights in Oliver Tambo
Weltevreden Valley clinic - Extensions
Masincedane clinic - Extensions ex N2
Masincedane clinic - Extensions
Ward 34 Total
Ward 33 Total
626,908
108,908
40,000
60,000
18,000
200,000
200,000
2,843,331
25,000
30,000
1,622,622
792,705
263,004
50,000
60,000
34,989,906
SC12 Mitchells Plain Total
100,000
100,000
500,000
0
100,000
1,501,754
Fence park: Samora Michel
701,754
Budget
2009 - 2010
Ward 81 Total
Area Lighting in Open Public Spaces WD81
Traffic calming within M Plain Ward 81
UDF Memorial Site
Replace Engine room doors Mitchells Play
Ward 33
SC13 David Mthetho Ntlanganiso
Parks
Community Services
Area Lighting in Open Public Spaces WD81
Plant Filtration Filters Westridge: Repl
Sport, Recreation and Amenities
Community Services
Project Description
Department
Ward 81
Directorate
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
25,314,000
90,000
0
0
0
90,000
Budget
2010 - 2011
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
25,500,000
Budget
2011 - 2012
74
Parks
Social Development, Arts & Culture
Spatial Planning and Urban Design
Roads and Stormwater
Electricity Services
Electricity Services
Community Services
Economic and Social Development
Strategy and Planning
Transport, Roads & Stormwater
Utility Services
Utility Services
Social Development, Arts & Culture
Water Services
Economic and Social Development
Utility Services
Inst Streetlights: Gwayi Str OldCross Rd
Electricity Services
Electricity Services
Utility Services
Utility Services
Inst Streetlight: Terminus Rd Nyanga East
Electricity Services
Electricity Services
Electricity Services
Utility Services
Utility Services
Utility Services
Inst Streetlight: Tom Str New Cross Roads
Sport, Recreation and Amenities
Utility Services
Community Services
1,622,106
SC14 Miranda Ngculu Total
1,000,000
52,106
300,000
100,000
100,000
100,000
270,000
1,052,106
Ward 37 Total
Ward 36 Total
135,000
135,000
Ward 38 Total
D4 Nyanga Rugby SG Parking
Electricity Services
Ward 38
Inst Streetlight: Steve KanoretzSt Nyanga
Inst Streetlight: Welile Dakuse St Nyanga
Ward 37
Inst Streetlight: SonwabileDr,OldCross Rd
7,333,017
SC13 David Mthetho Ntlanganiso Total
0
250,000
300,000
3,312,778
22,218
40,000
0
2,750,560
200,000
550,000
Ward 35 Total 0
300,000
Budget
2009 - 2010
Ward 88 Total Master Plan Bulk Water line
Ward 36
SC14 Miranda Ngculu
Modular shack in the leagues
Social Development, Arts & Culture
Economic and Social Development
Extension of Modular Shack - Ward 88
Ward 88
Upgrade Streetlights: Throughout Ward35
Instal High Mast - Klipfontein Mission St
Sheffield Rd Philippi: Plan and Design
Philippi East Uluntu Plaza
5 Shipping Containers
Upgrade of Parks: Ward 35
Phillipi Synthetic Hockey Pitch -Replace
Sport, Recreation and Amenities
Community Services
Project Description
Department
Ward 35
Directorate
0
0
0
0
0
0
0
0
0
0
0
10,000,000
1,000,000
1,000,000
0
0
9,000,000
0
0
6,000,000
0
0
0
3,000,000
Budget
2010 - 2011
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1,000,000
1,000,000
1,000,000
Budget
2011 - 2012
75
Sport, Recreation and Amenities
Roads and Stormwater
Roads and Stormwater
Community Services
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Upgrade of Langa Sports Complex
Sport, Recreation and Amenities
Parks
Emergency Services
Environmental Resource Management
Roads and Stormwater
Electricity Services
Water Services
Water Services
Water Services
Community Services
Community Services
Safety & Security
Strategy and Planning
Transport, Roads & Stormwater
Utility Services
Utility Services
Utility Services
Utility Services
Upgrade Trafalgar Parks Depot- Searle Street
Parks
Parks
Parks
Parks
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
750,000
47,750,000
2,477,220
25,673,017
Ward 57 Total
0
0
0
0
750,000
47,000,000
6,000,000
0
40,000,000
0
0
0
1,000,000
0
0
0
0
0
0
0
SC15 Pinelands Total
2,002,220
100,000
75,000
50,000
200,000
22,855,797
317,544
991,971
20,000,000
46,000
145,000
50,000
0
84,000
1,221,282
340,000
150,000
50,000
40,000
Budget
2010 - 2011
0
Ward 53 Total
Ward 30 Total
100,000
Budget
2009 - 2010
50,000
Salt River (Shelley Road SF) - Fencing
Hartleyvale Stadium: Upgrade Floodlights
Install Adult Exercise Equip - Woodstock
Upgrade Upper Searle Street Park
Upgrade of parks in Woodstock
Ward 57
Ruyterwacht Midblock Water Pipes
Replacement of Langa Sewer
Northern Area Sewer Thornton
Upgrade of lighting: Ward 53
Traffic Calming Ward 53 and 57
Langa Initiation Site - Berm & Landscape
New Training Centre (Phase 1)
Landscaping & Install Irrigation Sys W53
Ward 53
Traffic Calming: Ward 30
Bishop Lavis - Continuation of pavements
Matroosfontein SG - upgrade clubhouse
Upgrade bathroom/kitchen Bishop Lavis
Existing Settlements
Housing
Project Description
Department
Ward 30
SC15 Pinelands
Directorate
0
0
0
0
0
0
0
0
0
0
0
45,929,100
0
0
0
0
0
0
0
45,929,100
5,929,100
0
40,000,000
Budget
2011 - 2012
76
Electricity Services
Roads and Stormwater
Transport, Roads & Stormwater
Utility Services
Roads and Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Spatial Planning and Urban Design
Strategy and Planning
Roads and Stormwater
Environmental Resource Management
Strategy and Planning
Transport, Roads & Stormwater
2010 FIFA World Cup
Service Delivery Integration
Roads and Stormwater
2010 FIFA World Cup
Service Delivery Integration
Transport, Roads & Stormwater
Social Development, Arts & Culture
Economic and Social Development
Roads and Stormwater
Sport, Recreation and Amenities
Community Services
Roads and Stormwater
Parks
Community Services
Transport, Roads & Stormwater
Parks
Community Services
Transport, Roads & Stormwater
Parks
Community Services
Lighting of Green Point Pedestrian lane
Ward 54 Total
WC: Stadium Precinct Ped & Cycle Facilities: PTIF
WC: Stadium Precinct Ped & Cycle Facil: PGWC
WC: Stadium Precinct Ped & Cycle Facilities: EFF
WC: Ped Improvements to Somerset Rd: PTIF
WC: Green Point Precinct Stormwater Upgrade
WC: Green Point Precinct Infrastruture Related Upgrade
WC: Embayments Green Point Stadium-PGWC
WC: Embayments Green Point Stadium: PTIF
Station-V&AW Pedestrian link
Interpretive signage of shipwrecks, etc
2010 Reconfiguration of Common
2010 Greenpoint Stadium
Erection of public art - Sea Point
Sea Point Promenade - Misting Spray
Install Rubber Playground Bases Sea Point
Upgrading of Promenade
Replace Broken Benches at Sea Point
Landscaping POS East of High Level Rd GP
Parks
Community Services
Project Description
Department
Ward 54
SC16 Good Hope
Directorate
902,776,148
30,000
1,500,000
900,000
900,000
43,563,286
16,000,000
80,000,000
2,475,000
9,550,000
1,754,386
15,000
200,456,686
545,336,790
45,000
95,000
50,000
45,000
30,000
30,000
Budget
2009 - 2010
0
0
0
0
0
0
0
120,500,000
0
2,000,000
0
0
20,000,000
0
0
0
0
3,500,000
0
95,000,000
Budget
2010 - 2011
Budget
2011 - 2012
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
77
Parks
Parks
Sport, Recreation and Amenities
New Settlements
New Settlements
New Settlements
Operational Coordination
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Water Services
Community Services
Community Services
Community Services
Housing
Housing
Housing
Safety & Security
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Utility Services
Llandudno WWTW-Improvements
Speedhumps-Valley road
Reconstruct Clifton footpaths, handrails
Reconstruct Clifton footpaths and handrail
Imizamo Yethu: Roads and Stormwater
Traffic Licensing Central Equipment
Kapteinsklip Housing Development 1000
Imizamo Yethu - Ph 2: New Services
Hangberg Housing Project: 302 units
Imizma Yethu - Develop Sports Complex
Benches & LitterBins CampsBay Beachfront
Upgrade Hout Bay Cemetery
Hard Surfacing c/o Atholl Rd & Geneva Dr
Parks
Community Services
Project Description
Department
Ward 74
Directorate
Ward 74 Total
12,480,640
0
60,000
150,000
60,000
1,500,000
147,328
0
5,000,000
2,000,000
3,373,312
50,000
100,000
40,000
Budget
2009 - 2010
0
0
0
27,500,000
1,000,000
0
0
0
5,000,000
0
0
15,000,000
1,700,000
4,800,000
Budget
2010 - 2011
0
0
0
0
0
27,500,000
0
0
0
0
2,000,000
500,000
5,000,000
20,000,000
Budget
2011 - 2012
78
Emergency Services
Emergency Services
Emergency Services
Emergency Services
Emergency Services
Emergency Services
Emergency Services
Emergency Services
Emergency Services
Emergency Services
Safety & Security
Safety & Security
Safety & Security
Safety & Security
Safety & Security
Safety & Security
Safety & Security
Safety & Security
Safety & Security
Safety & Security
Metro Police
Operational Coordination
Spatial Planning and Urban Design
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Transport
Safety & Security
Safety & Security
Strategy and Planning
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Metro Police
Economic and Social Dev Management
Economic and Social Development
Metro Police
Sport, Recreation and Amenities
Community Services
Safety & Security
Parks
Community Services
Safety & Security
Parks
Community Services
Emergency Services
Parks
Community Services
Emergency Services
Parks
Community Services
Safety & Security
Parks
Community Services
Safety & Security
New Benches & Litter Bins DeWaal Park
Station Deck Long Distance
Ward 77 Total SC16 Good Hope Total
WC: Inner City Transport System-PGWC
WC: City Centre Pedestrian Impovem:PGWC
WC: City Centre Pedestrian Improvmnts: PTIF
ICS/ Powerstation site
Greenmarket Square Roadworks Infrastructure
Foreshore Freeway: Bearing Replacement
Grand Parade Revitalisation
Licensing M/Plain HMV testing yard
Horse stable equipment
CCTV CBD Upgrade
Bicycles additional
Upgrade of Call Assessment System
Upgrade of Access Control System
Replacement of voice recorder
Replacement of simulation system
Replacement of LDV Reg: CL19770
Replace Sedan CA 699497
Replace Screen Recording System
Replace Radio Equipment
Replace Computer Equipment
Replace & Integrate PABX Equip
Integration of Dispatching Systems
Furniture, Fittings & Tools
IT Equipment & Furniture & Equipment
Refurbishment of City Hall
New Benches & Litter Bins at Mckenzie St
Upgrade Company’s Garden
Upgrade Bryant Street Park
New Wooden Play Equipment at Pypies Plein Park
New Wooden Play Equipment at Homestead Park
Parks
Project Description
Community Services
Department
Ward 77
Directorate
31,810,349
947,067,137
500,000
1,000,000
1,200,000
14,000,000
0
145,000
5,000,000
2,534,515
2,000,000
140,000
1,827,500
36,000
263,158
0
219,298
87,719
157,895
0
0
0
0
0
228,070
126,194
85,000
1,000,000
35,000
1,000,000
115,000
30,000
30,000
50,000
Budget
2009 - 2010
0
0
0
0
0
0
24,770,947
172,770,947
1,000,000
0
0
10,000,000
59,000
0
5,000,000
5,653,947
0
40,000
0
18,000
0
90,000
0
0
0
184,000
240,000
36,000
250,000
1,200,000
0
0
0
1,000,000
Budget
2010 - 2011
0
0
0
0
0
0
9,796,000
37,296,000
1,000,000
0
0
0
0
0
1,000,000
6,000,000
500,000
0
0
0
0
0
0
0
0
0
0
296,000
0
0
0
0
0
1,000,000
Budget
2011 - 2012
79
Spatial Planning and Urban Design
Electricity Services
Strategy and Planning
Utility Services
Vygiekraal Roof Replacement
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Spatial Planning and Urban Design
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Water Services
Community Services
Community Services
Community Services
Community Services
Strategy and Planning
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Utility Services
Athlone Sports Precinct
Sport, Recreation and Amenities
Parks
Transport
Water Services
Water Services
Community Services
Community Services
Transport, Roads & Stormwater
Utility Services
Utility Services
Install High Mast: Zone18 & Ulwazi Langa
Electricity Services
Spatial Planning and Urban Design
Utility Services
Strategy and Planning
1,589,600
23,966,793
0
33,826,373
Ward 60 Total
500,000
500,000
0
15,700,000
2,500,000
9,700,000
0
3,500,000
0
5,300,000
2,000,000
0
0
0
0
1,800,000
0
0
1,500,000
877,193
0
877,193
0
SC17 Athlone & District Total
120,000
0
120,000
21,120,428
2,000,000
8,000,000
6,600,000
220,428
4,300,000
12,350,945
2,000,000
30,000
20,000
60,000
0
6,591,823
2,922,806
726,316
0
235,000
125,000
0
Budget
2010 - 2011
1,589,600
SWater: Lansdowne Corridor Development
Transport, Roads & Stormwater
Ward 52 Total
Ward 49 Total
Ward 48 Total
110,000
Budget
2009 - 2010
0
Ward 60
Quality Public Space: Langa
Ward 52
South Peninsula Pressure Management
Athlone Wastewater Treatment
General PTI Improvements
Athlone Nantes Upgrade
Upgrade Wood Rd / Belgravia Sewer
Traffic Calming: Athlone:Ward 48-speedhump
Proposed surfacing: Emerald Crt,Gatesville
Ward 49
Roads and Stormwater
Ward 46 Total
Parking embayment: St. Athans & Kromboom Rd
Public Spaces Strategic Housing Projects
Turfhall Stadium Upgrade
Vygieskraal Stadium: Upgrade Athletics Track
Vygieskraal Hockey Stadium: Replace Asphalt
Sport, Recreation and Amenities
Ward 48
High Mast Light, Cathedral Rd Manenberg
Quality Public Spaces Manenberg
Footway Construction: Elsjieskraal Rd & a
Roads and Stormwater
Transport, Roads & Stormwater
Project Description
Department
Ward 46
SC17 Athlone & District
Directorate
0
0
0
0
0
0
0
0
15,131,579
0
0
3,000,000
3,000,000
0
7,500,000
2,000,000
3,000,000
0
2,500,000
0
4,631,579
2,000,000
0
0
0
2,631,579
Budget
2011 - 2012
80
Sport, Recreation and Amenities
Parks
Electricity Services
Community Services
Community Services
Utility Services
Signage to various parks in Ward 65
Parks
Parks
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Library Services
Electricity Services
Water Services
Community Services
Community Services
Community Services
Community Services
Community Services
Utility Services
Utility Services
Upgrade Klip North West Cemetery
Parks
Parks
New Settlements
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Community Services
Community Services
Housing
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Instal Floodlights: Raymond Circle, Grassy
Instal Floodlights: Open field LotusRiver
Instal Floodlights onfield Falcon Way,LR
Instal Floodlights adjacent to Church, Lotus
Instal artificial Christmas Trees in W63
Pelican Park: Strandfontein Rd Upgrade MIG
Pelican Park: Strandfontein Rd Upgrade EFF
Construct footpath: Stephen Rd
Edward Street: Grassy Park Development
Develop Play Park c/o Dove Rd & Blackbir
Ward 66
Retreat Rising Main - Rehab
Instal Floodlights next to Klip Rd Clinic
LotusRiverLibrary-DoubledrFridge/Freezer
Lotus River CC - Purchase Kitchen Furniture
Lotus River Ablution Block - Upgrade
Upgrade of various parks in Ward 65
Ward 65
Rosmead Avenue Reinforcement
Upgrade of various parks in Ward 63
Ottery MPC (De wet Road) - Microwave Oven
Ottery MPC (De wet Road) - Chest Freezer
Sport, Recreation and Amenities
Community Services
Project Description
Department
Ward 63
SC18 Rondevlei
Directorate
Ward 66 Total
Ward 65 Total
Ward 63 Total 41,567,000
10,000
20,000
10,000
10,000
50,000
10,000,000
30,687,000
100,000
0
80,000
600,000
3,161,500
3,000,000
10,000
4,500
7,000
20,000
80,000
40,000
40,219,175
39,989,600
224,575
1,500
3,500
Budget
2009 - 2010
0
0
0
37,813,000
0
0
0
0
0
20,000,000
17,313,000
0
500,000
0
0
3,000,000
3,000,000
0
0
0
0
0
76,736,800
76,736,800
Budget
2010 - 2011
0
0
0
42,000,000
0
0
0
0
0
25,000,000
15,000,000
0
2,000,000
0
0
3,000,000
3,000,000
0
0
0
0
0
13,576,900
13,576,900
Budget
2011 - 2012
81
Existing Settlements
New Settlements
New Settlements
Parks
Spatial Planning and Urban Design
Roads and Stormwater
Electricity Services
Electricity Services
Electricity Services
Water Services
Water Services
Water Services
Sport, Recreation and Amenities
Parks
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Electricity Services
Parks
Parks
Parks
Parks
Parks
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Ward 72
Community Services
Community Services
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Utility Services
Ward 80
Community Services
Community Services
Community Services
Community Services
Community Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Department
Ward 67
Housing
Housing
Housing
Community Services
Strategy and Planning
Transport, Roads & Stormwater
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Directorate
Ward 72 Total
Ward 67 Total
Ward 80 Total
SC18 Rondevlei Total
Develop Park SweetHome Erf 609-2,Philipi
Develop Park Victoria Mxenge Erf 60423
Develop Park Xilinxa Rd, Browns Farm
Develop Park Xilinxa Rd, Browns Farm
Hard Surfacing at Dyamala Park, Philippi
Installation of Floodlights - Jabula I/S
Installation of Floodlights -Monwood I/S
Installation of Floodlights-Olieboom I/S
Installation of Floodlights-Sweet Home
Installation of Floodlights-Victoria Mxe
Installation of Floodlights-Vukuzenzela
Installation of Floodlights-Willison I/S
Parkwood Sports Complex: Develop
Upgrade POS in Ward 72
Traffic calming Alduwa Rd Southfield
Traffic calming Consta rd H/Field
Traffic calming Roscommon Rd Heathfield
Lighting at Kingsway Rd, Plumstead
Cont. of stoep enclosure at House Morea
Pelican Park Phase 1 Housing Project
Rondevlei Housing Project
Upgrade of various parks in Ward 67
Quality Public Spaces: False Bay Ecology
Pelican Park: Link Road (MIG)
Retreat Area Office
Retreat Reinforcement
Streetlighting: Malibongwe Park
Cape Flats Wastewater Treatment
Cape Flats WWTW-Refurbish Structures
Retreat Rising Main - Rehab
Project Description
440,000
194,989,170
70,000
70,000
70,000
70,000
20,000
20,000
20,000
20,000
20,000
20,000
20,000
20,000
2,067,506
1,847,506
90,000
40,000
40,000
40,000
10,000
107,533,989
50,000
3,500,000
4,800,000
92,160
2,552,629
0
13,000,000
59,785,500
462,900
23,000,000
0
290,800
Budget
2009 - 2010
0
173,654,186
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
56,104,386
0
30,000,000
1,000,000
0
1,754,386
7,000,000
13,000,000
350,000
0
3,000,000
0
0
Budget
2010 - 2011
0
110,576,900
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
52,000,000
0
40,000,000
0
0
0
5,000,000
0
0
0
0
7,000,000
0
Budget
2011 - 2012
82
Sport, Recreation and Amenities
Parks
New Settlements
New Settlements
New Settlements
Emergency Services
Emergency Services
Roads and Stormwater
Roads and Stormwater
Community Services
Community Services
Housing
Housing
Housing
Safety & Security
Safety & Security
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Upgrade Parks in Ward 68
Parks
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Existing Settlements
New Settlements
Community Services
Community Services
Community Services
Housing
Housing
Nooitgedacht- Retreat Housing Project
Upgrade Council Bldng: Botma Str, Steenberg
Upgrade Clovelly - Area 2.3 Offices
Sea Winds Sports Complex Phase 3
Upgrade Blode Street POS
Main Rd Upgrade M/Berg to Clovelly Rehab
Parks
Water Services
Utility Services
Road names installed on street kerbs
Upgrade Muizenberg Cemetery
Community Services
Roads and Stormwater
Ward 68
Parks
Transport, Roads & Stormwater
Seawinds MPC - Upgrade
Community Services
Community Services
Erect Street name boards Ward 61
CSRM: Sunnydale: Stormwater System
Replace Engine room doors Simonstown
Replace Engine room doors Fish Hoek
Ocean View Infill Housing Project
Ocean View Housing Project - 500 Units
Dido Valley Housing Development
Upgrade Parks in Ocean View
Soetwater Resort: Upgrade
Ward 64
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Community Services
Ocean View Sportsfield Upgrade & Fencing
Ocean View SF - Install Lights
Sport, Recreation and Amenities
Community Services
Project Description
Department
Ward 61
SC19 South Peninsula
Directorate
Ward 68 Total
Ward 64 Total
Ward 61 Total
3,124,000
1,964,000
100,000
160,000
700,000
100,000
100,000
21,767,000
21,417,000
100,000
100,000
150,000
8,364,672
30,000
338,883
0
0
1,500,000
1,500,000
500,000
80,000
3,000,000
1,315,789
100,000
Budget
2009 - 2010
0
0
5,526,315
0
0
0
5,526,315
0
0
25,973,800
25,973,800
0
0
0
13,350,000
0
0
70,000
280,000
5,000,000
5,000,000
1,000,000
0
2,000,000
Budget
2010 - 2011
0
0
0
0
0
0
0
0
0
0
0
27,693,900
27,693,900
0
0
0
9,000,000
0
0
0
0
4,000,000
4,000,000
1,000,000
Budget
2011 - 2012
83
Sport, Recreation and Amenities
Parks
Roads and Stormwater
Electricity Services
Community Services
Community Services
Transport, Roads & Stormwater
Utility Services
Parks
Metro Police
Roads and Stormwater
Roads and Stormwater
Community Services
Safety & Security
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Install: Pallisade fence-block Robor Cre
CCTV cameras for Wynberg & Claremont
Upgrade of Parks: Rondebosch & Keurboom
Installation-trading bay in Park Road
Economic and Human Development
Economic and Social Development
IT Equipment&Software-Carnegie2ndGrant
Library Services
Parks
Parks
Parks
Library Services
Spatial Planning and Urban Design
Roads and Stormwater
Transport
Community Services
Community Services
Community Services
Community Services
Community Services
Strategy and Planning
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Upgrade Bicycle Lanes at Local Schools
Claremont CBD: Taxi Facilities
Claremont Landscaping
Furniture-Carnegie 2nd Grant
Upgrade of Parks: Ward 59
Upgrade Centre Island: Main Rd to Stanhope
Purchasing of Tree Pots
Ward 59
Upgrade of Roads in Ward 58
Ward 69 Total
Ward 59 Total
Ward 58 Total
Ward 71 Total
SC19 South Peninsula Total
Fence substations in Westlake
Westlake River Pedestrian Bridge, Land
Upgrade Greenbelt Pathway in Kirstenhof
Ward 58
SC20 Protea
Bergfliet SF - Upgrade Sport Hall
Bergvliet SF - Install Floodlights
Sport, Recreation and Amenities
Wildevoelvlei WWTW-Dewatering equipment
Wildevoelvlei WWTW
Community Services
Water Services
Utility Services
Fish Hoek Outfall Sewer
Upgrade Parks in Ward 69 - Masiphumelele
Ward 71
Water Services
Utility Services
Masiphumelele School Site - 380 Units
New Settlements
Water Services
Housing
New Settlements
Housing
Utility Services
Masiphumelele Housing Project - Phase 4
Parks
Community Services
Masiphumilele - Develop Sports Complex
Sport, Recreation and Amenities
Community Services
Fish Hoek - Upgrade
Project Description
Sport, Recreation and Amenities
Department
Ward 69
Community Services
Directorate
8,305,480
28,000
1,000,000
4,368,000
591,530
40,000
40,000
25,000
2,212,950
300,000
140,000
30,000
0
100,000
30,000
2,096,015
53,953,597
60,000
1,796,015
50,000
170,000
20,000
18,601,910
0
0
1,200,000
15,000,000
0
50,000
2,201,910
150,000
Budget
2009 - 2010
0
3,070,175
0
0
3,070,175
0
0
0
0
0
3,000,000
0
0
3,000,000
0
0
0
54,746,296
0
0
0
0
0
9,896,181
0
5,000,000
2,000,000
0
0
0
2,896,181
Budget
2010 - 2011
0
0
0
0
0
0
0
0
0
0
0
0
3,000,000
0
0
3,000,000
0
0
0
48,693,900
0
0
0
0
0
12,000,000
5,000,000
0
2,000,000
0
5,000,000
Budget
2011 - 2012
84
New Settlements
Parks
Roads and Stormwater
Roads and Stormwater
Electricity Services
Sport, Recreation and Amenities
Parks
New Settlements
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Electricity Services
Electricity Services
Ward 14
Community Services
Community Services
Housing
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Utility Services
Utility Services
Parks
Parks
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Ward 73
Community Services
Community Services
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
SC21 Oostenberg
Ward 11
Housing
Community Services
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Utility Services
Parks
Parks
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Department
Ward 62
Community Services
Community Services
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Directorate
D6 Happy Valley Develop Sports Complex
Upgrade Parks & Play Equip in Ward 14
Happy Valley Phase 2 - 1000 Units
Albert Philander Rd - Design/Upgrade
Blackheath SW - Design & Construct bulk SW
CSRM: Blackheath SW -D&C bulk SW
Sidewalks within Ward 14
Christmas Lights within Ward 14
Streetlight: Akasia Str, Silveroaks
Kalkfontein Ph 3: 1000 Units
Upgrade Parks in Ward 11
Sidewalks within Ward 11
Traffic Calming measures within ward 11
Street Lighting within Ward 11
Ward 14 Total Ward 11 Total
Ward 73 Total
SC20 Protea Total
Upgrade Plumstead Cemetery
Upgrade Meadowridge Common Path
Diep River Main Rd Culvert
Extension of parking bays at Plums Station
Fencing around Richmond Center parking
Raised Intersection-Firgrove way - M/ridge
Ward 62 Total
Maynardville Park Upgrade
Completion of broadwalk Green Belt
2 sign boards Wynberg Old Village
Construct Pavement: Klaasens Rd, Bishopsct
Construction of green belt pathway
Riverside Rd project pathway
Upgrade Alphen Common Walkways WC2062311
Project Description
9,205,047
0
125,000
6,000,000
600,000
1,295,047
1,000,000
150,000
25,000
10,000
300,000
0
60,000
100,000
40,000
100,000
450,000
10,455,480
100,000
13,000
50,000
120,000
77,000
90,000
1,400,000
300,000
70,000
15,000
800,000
70,000
95,000
50,000
Budget
2009 - 2010
12,000,000
0
0
10,000,000
0
0
2,000,000
0
0
0
0
0
0
0
0
0
0
6,570,175
0
0
0
0
0
0
500,000
500,000
0
0
0
0
0
0
Budget
2010 - 2011
15,440,000
440,000
0
14,000,000
0
0
1,000,000
0
0
0
5,000,000
5,000,000
0
0
0
0
0
3,500,000
0
0
0
0
0
0
500,000
500,000
0
0
0
0
0
0
Budget
2011 - 2012
85
Parks
Electricity Services
Community Services
Utility Services
Sport, Recreation and Amenities
Health Services
Health Services
New Settlements
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Health
Health
Housing
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Upgrade verge Rosmead ave@W/Herbert s/f
Bardale (erf 451): Bulk SW (MIG)
Bardale (erf 451): Bulk Roads (MIG)
Bardale / Fairdale: Develop 4000 Units
Dr Ivan Toms Clinic - upgrade Pharmacy
Bluedowns Clinic - upgrade of security
Bardale: Develop MPC
Youth Centre - Prefab Structure
Social Development, Arts & Culture
Community Services
Instal of Park Lights: Isikhova Park Mfuleni
Economic and Social Development
Electricity Services
Utility Services
Instal of Park Lights: Indwe Park Mfuleni
Mfuleni Ext 2 - 1500 Units
Electricity Services
New facility Eerste River
Fencing: Drivers Licence Practice Ground
Drivers Licence Practice Ground
Community Facility: Ward 16
Develop Metro South-East Cemetery
Eerste River New Sports Complex: Housing
Eerste River New MPC: Housing Project
Ward 18
New Settlements
Social Development, Arts & Culture
Economic and Social Development
Utility Services
Social Development, Arts & Culture
Economic and Social Development
Housing
Parks
Community Services
Health Services
Sport, Recreation and Amenities
Community Services
Social Development, Arts & Culture
Sport, Recreation and Amenities
Community Services
Health
Sport, Recreation and Amenities
Community Services
Economic and Social Development
D6 Audio Visual Equipment
Sport, Recreation and Amenities
Community Services
Eerste River New MPC: Housing Project
Christmas Lights within Ward 17
Upgrade Parks in Ward 17
Ward 16
SC22 Lizo Nkonki
Roads and Stormwater
Transport, Roads & Stormwater
Ward 18 Total
Ward 16 Total
Ward 17 Total SC21 Oostenberg Total
Melton Rd - Design & construct/Upgrade
Sidewalks within Ward 17
Roads and Stormwater
Project Description
Transport, Roads & Stormwater
Department
Ward 17
Directorate
32,920,222
60,000
1,593,836
4,000,000
20,000,000
0
0
7,066,386
200,000
21,960,767
25,000
25,000
0
2,281,000
50,000
100,000
400,000
2,250,000
8,598,284
1,315,789
6,915,694
0
4,463,339
13,968,386
100,000
100,000
100,000
4,163,339
Budget
2009 - 2010
0
0
0
0
60,000,000
0
0
0
60,000,000
0
0
0
0
10,000,000
0
0
0
6,000,000
0
0
0
4,000,000
0
0
0
0
0
12,000,000
Budget
2010 - 2011
0
0
0
0
52,400,000
0
0
0
52,000,000
200,000
200,000
0
0
12,060,000
0
0
5,000,000
2,000,000
0
0
0
5,000,000
0
0
0
60,000
0
20,440,000
Budget
2011 - 2012
86
Blue Downs Clubhouse
Parks
Health Services
Roads and Stormwater
Electricity Services
Community Services
Health
Transport, Roads & Stormwater
Utility Services
Electricity Services
Electricity Services
Utility Services
Utility Services
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Parks
Property
Property
Health Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Economic and Social Development
Economic and Social Development
Health
Utility Services
Utility Services
Utility Services
Utility Services
Ward 12
Health Services
Health
SC23 Adelaide Tambo
Nonqubela Ph2(UISP)
Housing
Streetlights: Eric Playgrounds Belhar
Provision of lights on parks
Provide of Lights: Donkin street Parks
Inst Streetlights: Parks Hughes St Belhar
St Vincent Clinic - Extensions
Upgrading of Crèche facility
Upgrade Of Crèche Facilities
Upgrade of Parks in Ward 12
Purchase of soccer poles
Huguenot Hall upgrade
Ward 19 Total
Ward 12 Total
Ward 93 Total
SC22 Lizo Nkonki Total
Huguenot Community Hall Belhar - upgrade
Hugenot Hall - Upgrade
D4 Hugenot Square Hall
Belhar Minor Hall - Upgrade
Install Streetlights: Ward 93
High Mast lights - Green Point Phase 2
New Khayelitsha - Town II clinic
New Settlements
Ward 93
High Mast: Westbank Crossing Ward19
Sunbird Park - Design & construct Roads & sw
Westbank Clinic - Replacement
Upgrade Playpark, Voorbrug
Sport, Recreation and Amenities
Project Description
Community Services
Department
Ward 19
Directorate
432,290
25,000
25,000
12,000
22,113
0
50,000
50,000
30,000
12,000
41,177
15,000
100,000
0
50,000
27,246,738
86,241,267
90,000
12,039
13,144,699
14,000,000
4,113,540
13,734
2,300,000
1,178,490
95,000
526,316
Budget
2009 - 2010
0
0
0
0
0
0
0
360,000
0
0
0
0
360,000
0
0
0
0
0
0
0
0
0
2,500,000
72,500,000
0
0
2,500,000
Budget
2010 - 2011
0
0
0
0
0
0
0
2,650,000
0
0
0
0
900,000
0
0
0
0
0
0
0
1,750,000
0
2,000,000
66,460,000
0
0
2,000,000
Budget
2011 - 2012
87
Delft Cemetery Development
Parks
Sport, Recreation and Amenities
Social Development, Arts & Culture
New Settlements
New Settlements
New Settlements
Electricity Services
Electricity Services
Community Services
Community Services
Economic and Social Development
Housing
Housing
Housing
Utility Services
Utility Services
Delft south - Extensions for ARV service
Health Services
Parks
Electricity Services
Health
Health
Community Services
Utility Services
Replace Engine room doors Khayelitsha
Emergency Services
Parks
Safety & Security
Community Services
Blue Hall - Sport Equipment
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Social Development, Arts & Culture
Health Services
New Settlements
Metro Police
Water Services
Community Services
Community Services
Community Services
Community Services
Community Services
Economic and Social Development
Health
Housing
Safety & Security
Utility Services
Master Plan Sewer K/sha
Ward 87 Total
Ward 20 Total
Ward 13 Total
Ward 89 Total
SC23 Adelaide Tambo Total
Khayelitsha Bldg improvement
Site C (PHDB - 3641 Units)
Nolungile Clinic - extensions
Construction of crèche
Blue Hall - Equipment
Solomon Shuku Hall - Upgrade
Solomon Shuku - Equipment
Site C hall - Upgrade
Ward 89
Hard Landscaping in Ward 87
Ward 87
Instal of High Mast & Flood Lights: Delft
Upgrade of Parks in Ward 20
Delft South - Pharmacy upgrade
Health Services
Ward 20
Streetlight: Lithaba, Mvoti- All Park Delft
Instal Floodlights in all Parks: Delft
Delft - The Hague 750 Units - Pilot
Belhar-Pentech CRU Project
Belhar/Pentech Strip: 350 Units
Container for Soup Kitchen - Ward 13
Upgrade Heinz Park Hall
Construction of Playground Delft
Parks
Project Description
Community Services
Department
Ward 13
Directorate
7,875,754
29,415,521
0
771,000
5,000,000
1,064,754
540,000
30,000
120,000
50,000
200,000
100,000
300,000
300,000
0
1,547,482
115,742
150,000
700,000
581,740
19,259,995
50,000
150,000
15,000,000
0
2,000,000
17,000
86,960
230,000
1,726,035
Budget
2009 - 2010
0
0
0
0
2,000,000
17,570,000
1,000,000
500,000
500,000
0
0
0
0
0
0
0
210,000
0
210,000
0
0
0
0
0
15,000,000
0
0
10,000,000
0
5,000,000
Budget
2010 - 2011
0
0
0
0
0
1,500,000
5,150,000
1,000,000
500,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1,000,000
0
0
0
1,000,000
Budget
2011 - 2012
88
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Parks
Community Services
Community Services
Parks
Community Services
Sport, Recreation and Amenities
Parks
Community Services
Sport, Recreation and Amenities
Parks
Community Services
Community Services
Parks
Community Services
Community Services
Parks
Community Services
Sport, Recreation and Amenities
Parks
Community Services
Sport, Recreation and Amenities
Parks
Community Services
Community Services
Parks
Community Services
Community Services
Parks
Community Services
Parks
Library Services
Community Services
Parks
Library Services
Community Services
Community Services
Community Services Support
Community Services
Community Services
Office Equipment
Community Services Support
Community Services
Project Description
IT Infrastructure and Equipment
Irrigation: General Upgrade
Furniture Fittings & Equipment
Fencing and Gates: General Upgrade
Fencing & Gates: General Upgrade
D’Oliveira SC - Replace Ceiling
D3 Construct Sports Complex MPlain HSG
D2Pelican Park New Sports Complex: Housing
D2 S&R Facilities
Booking System
Blue Flag Beaches: Upgrade
Blue Flag Beaches: Upgrade
Blaauberg Beach Upgrade
Allenby Drive SF - Install Security Light
All Weather Surfaces - Construct
2010 - Training Venues
Welmoed Cemetery Development
Water saving initiatives - Eastern Dist
Vissershok Cemetery Development
Vaalfontein Cemetery Development
Upgrade of Biodiversity Areas
Upgrade Land Scaped Centre Isles & Rd Reserve
Implementation of Climate Change Initiate
General Upgrading of Cemeteries
Develop Vaalfontein/Outspan Cemetery
Develop Cemetery: Wallacedene
Corridor Development
Community Parks Upgrade
ICT Library Management System
Fencing & Gates: General Upgrade
Furniture & Equipment
Department
Ward 200
Multi Ward Projects
Directorate
700,808
0
1,627,392
0
1,279,534
70,000
0
0
0
400,000
438,596
0
2,000,000
60,000
0
1,995,000
2,550,000
150,000
240,000
0
0
0
0
120,000
13,154
5,247,617
500,000
0
2,500,000
46,000
30,000
50,000
Budget
2009 - 2010
1,000,000
1,000,000
1,627,392
1,000,000
0
0
0
1,228,070
0
0
0
1,000,000
0
0
1,000,000
0
2,877,300
200,000
0
240,000
1,000,000
0
286,384
0
0
3,000,000
0
0
4,646,051
0
40,000
40,000
Budget
2010 - 2011
0
0
0
0
0
0
1,627,392
0
0
0
1,000,000
0
8,000,000
0
0
0
0
0
0
0
1,000,000
0
0
5,000,000
1,000,000
1,000,000
423,684
0
0
4,000,000
0
2,000,000
Budget
2011 - 2012
89
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Sport, Recreation and Amenities
Community Services
Community Services
Sport, Recreation and Amenities
Community Services
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Community Services
Community Services
Sport, Recreation and Amenities
Community Services
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Community Services
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Community Services
Community Services
Sport, Recreation and Amenities
Community Services
Community Services
Sport, Recreation and Amenities
Community Services
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Community Services
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Community Services
Community Services
Sport, Recreation and Amenities
Community Services
Community Services
Sport, Recreation and Amenities
Community Services
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Community Services
Sport, Recreation and Amenities
Sport, Recreation and Amenities
Community Services
Community Services
Sport, Recreation and Amenities
Community Services
Sport, Recreation and Amenities
Community Services
Department
Community Services
Directorate
Seawalls & Walkways: Structural Upgrade
Resorts: General Upgrade
Resorts: General Upgrade
Rehabilitation of Sports Complex
Rehabilitation of S & R Facilities
Recreation & Community Halls: Upgrade
Provision of Furniture for facilities
Provision of Equipment for facilities
Pools: General Upgrade & Improvement
Pools: General Upgrade and Improvement
Point of sale Equipment
Pelican Park New Sports Complex: Housing
Nodal Points: Beach & Dune Management
Nodal Points: Beach Points: & Dune Man
New Vehicles S&R
N2 Gateway Project
Multiward Vehicles Plant & Equipment
Multiward S&R Synthetic Soccer Pitches
Multiward S&R Public Toilets Upgrade
Multiward S&R Irrigation
Multiward S&R Hardening of Facilities
Multiward S&R Furniture & Equipment
Multiward S&R Fencing
Multiward S&R Blue Flag Beach Upgrade
Multiward S&R - IT Infrastructure & Equip
Multiward Rehab of Sports Complexes
Multiward Rec & Community Halls Upgrade
Multiward Nodal Points Beach & Dune Man
Multiward - Upgrade Swimming Pools
Multiward - Upgrade Stadia
Mobile Programme Equipment
Lifesaving Equipment
Lifesaving Clubhouses: Upgrade
Lifesaving Clubhouses: Upgrade
Project Description
0
1,315,789
877,193
0
701,165
3,562,361
0
0
1,000,000
877,193
0
815,790
0
1,700,000
0
800,000
8,995,983
0
0
0
0
0
0
0
0
0
0
0
0
0
0
175,439
0
438,596
Budget
2009 - 2010
0
0
1,000,000
0
0
1,000,000
671,931
1,000,000
0
1,000,000
0
6,408,945
0
2,000,000
2,000,000
0
0
0
0
0
0
0
0
0
0
0
955,930
0
0
0
1,000,000
1,000,000
0
1,000,000
Budget
2010 - 2011
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
2,000,000
6,000,000
1,000,000
6,000,000
4,500,000
4,578,246
6,000,000
1,000,000
1,600,000
3,000,000
6,000,000
4,000,000
1,000,000
1,000,000
Budget
2011 - 2012
90
Existing Settlements
Existing Settlements
Existing Settlements
Existing Settlements
Existing Settlements
Housing Land & Forward Planning
Housing Land & Forward Planning
Housing Land & Forward Planning
Housing Land & Forward Planning
Housing Land & Forward Planning
Housing Land & Forward Planning
Housing
Housing
Housing
Housing
Housing
Housing
Housing
Housing
Housing
Housing
Budgets
Finance Services
Housing
Tourism Development
Economic and Social Development
Existing Settlements
Tourism Development
Economic and Social Development
Housing
Social Development, Arts & Culture
Economic and Social Development
Health Services
Social Development, Arts & Culture
Economic and Social Development
Health Services
Social Development, Arts & Culture
Economic and Social Development
Health
Social Development, Arts & Culture
Economic and Social Development
Health
Social Development, Arts & Culture
Economic and Social Development
Health Services
Property
Economic and Social Development
Health Services
Economic and Social Dev Management
Economic and Social Development
Health
Economic and Social Dev Management
Economic and Social Development
Health
Economic and Human Development
Economic and Social Development
Health Services
Economic and Human Development
Economic and Social Development
Health Services
Economic and Human Development
Economic and Social Development
Health
Sport, Recreation and Amenities
Health
Sport, Recreation and Amenities
Community Services
Department
Community Services
Directorate
Steenberg Social Housing Dev: 450 Units
Scottsdene Housing Project
Drommedaris Social Hsg Dev: 250 Units
District Six Restitution (600 Subsidies)
Development in Urban Core - Restitution
Bowood Road Restitution (35 Subsidies)
Major Upgrading of City Rental Properties
Major Upgrading - Rental Units (HDF)
Major Upgrading - Rental Units (EFF)
Land Acquisition - Buy Back
Hostels - Ilinge Labahlali Project Ph2
Development of new Rental Units & Hostels
Replacement Vehicles
New x-ray equipment
Furniture Fittings, Tools and Equipment
Equipment
Air Pollution control equipment
2010 Food Testing Equipment - Env. Health
MTREF Model
Tourism Development Facilities
Tourism Development
Guga s’thebe Arts Centre 2nd Phase
Furniture for com facility: Pama Road
Early Childhood Dev Centres
Community Wellness Centre
Community Facility: Pama Road
Acquisition of land
Developmental Projects
Developmental Projects
Nonkqubela Market Stalls
Business Support/SMME Facilities
Business Support SMME
Sportsfield Development: URP Areas
Sport & Recreation Facilities Upgrade
Project Description
3,960,000
5,000,000
1,500,000
1,000,000
500,000
500,000
0
4,700,000
1,000,000
150,000
3,000,000
0
0
0
1,265,567
572,255
400,000
90,000
1,000,000
405,000
1,650,000
5,000,000
50,000
5,300,000
2,400,000
250,000
300,000
0
0
730,000
2,500,000
9,050,000
0
5,643,369
Budget
2009 - 2010
0
0
7,890,000
3,500,000
5,000,000
500,000
0
0
4,650,000
1,000,000
150,000
5,400,000
2,000,000
448,247
0
1,337,704
550,000
1,000,000
0
0
0
0
0
0
0
0
0
0
0
23,892,983
0
0
0
1,000,000
Budget
2010 - 2011
0
0
0
0
0
0
0
4,000,000
0
10,000,000
500,000
0
1,000,000
4,650,000
0
150,000
0
2,500,000
1,000,000
1,000,000
1,415,291
558,247
1,000,000
0
0
0
0
0
0
0
0
0
0
23,892,983
Budget
2011 - 2012
91
Emergency Services
Emergency Services
Emergency Services
Safety & Security
Safety & Security
Governance & Interface
Office of the City Manager
Safety & Security
New Settlements
Housing
Emergency Services
New Settlements
Housing
Emergency Services
New Settlements
Housing
Safety & Security
New Settlements
Housing
Safety & Security
New Settlements
Housing
Emergency Services
New Settlements
Housing
Emergency Services
New Settlements
Housing
Safety & Security
New Settlements
Housing
Safety & Security
New Settlements
New Settlements
Housing
New Settlements
New Settlements
Housing
Housing
New Settlements
Housing
New Settlements
New Settlements
Housing
Housing
New Settlements
Housing
Housing
New Settlements
Housing
New Settlements
New Settlements
Housing
Housing
Informal Settlements
Housing
New Settlements
Informal Settlements
Housing
New Settlements
Informal Settlements
Housing
Housing
Informal Settlements
Housing
Housing
Housing Land & Forward Planning
Department
Housing
Directorate
DisMan Offices Air Con Replacements
Disaster Management Equipment
Disaster Incident Command Bus
Dis Man Vehicles Replacement
Dedicated E-mail Exchange Server
Add/Alter: DisMan Infr Blgs & Infrastructure
2010: Fire & Rescue Equipment
Ward Allocations
Wallacedene Ph10B (UISP)
Valhalla Park Infill 500 units
Sweet Homes Housing Development
Somerset West Housing Project
Sir Lowrys Pass (Pinetown & Balestra)
Nyanga Upgrading Project (PLF&UISP)
Nooiensfontein Bluedowns 1100 units
Morning Star Housing Project
Macassar Erf 3968 Phase 1 - 500 Units
Land Acquisition (SDF)
Land Acquisition (PHDB)
Land Acquisition (HDF)
Land Acquisition (EFF)
Heideveld Duinefontein 500 units
Hangberg CRU 70 Units
Gugulethu Infill Project - 1500 Units
Enkanini UISP Project (1600 Units)
Driftsands Housing Project
Darwin Road Housing Project
Bokmakierie Housing Project
BNG: Housing Developments
Inform. Hsg - Upgrade on Council Land
Inform. Hsg - Temporary Relocation Areas
Enkanini In-situ Upgrading - 9500 Units
Barney Molekwana Upgrade. Project 4720 units
Tramway Road Restitution (20 Subsidies)
Project Description
0
0
307,018
1,006,469
1,183,465
438,596
26,316
6,359,634
18,067,359
14,022,310
5,758,400
4,000,000
5,000,000
4,000,000
0
5,000,000
0
5,000,000
1,000,000
5,000,000
10,000,000
25,000,000
27,900,016
0
0
8,000,000
28,000,000
2,000,000
0
0
3,265,351
500,000
0
10,000,000
Budget
2009 - 2010
0
0
0
0
0
0
0
31,500,000
0
6,000,000
5,000,000
0
0
9,491,000
500,000
20,000,000
20,000,000
5,000,000
10,000,000
25,000,000
33,526,400
500,000
500,000
17,000,000
2,000,000
2,000,000
0
2,000,000
5,865,351
500,000
0
0
10,000,000
390,000
Budget
2010 - 2011
0
100,000
0
0
250,000
250,000
0
0
31,500,000
0
1,000,000
0
0
2,000,000
4,000,000
2,000,000
5,000,000
17,000,000
5,000,000
10,000,000
25,000,000
34,542,400
2,000,000
7,000,000
9,000,000
0
8,000,000
5,000,000
9,000,000
5,865,351
500,000
0
0
10,000,000
Budget
2011 - 2012
92
Metro Police
Metro Police
Metro Police
Metro Police
Metro Police
Metro Police
Metro Police
Metro Police
Metro Police
Metro Police
Metro Police
Safety & Security
Safety & Security
Safety & Security
Safety & Security
Safety & Security
Safety & Security
Safety & Security
Safety & Security
Safety & Security
Safety & Security
Emergency Services
Safety & Security
Safety & Security
Emergency Services
Safety & Security
Metro Police
Emergency Services
Safety & Security
Emergency Services
Emergency Services
Safety & Security
Safety & Security
Emergency Services
Safety & Security
Safety & Security
Emergency Services
Safety & Security
Emergency Services
Emergency Services
Safety & Security
Safety & Security
Emergency Services
Safety & Security
Emergency Services
Emergency Services
Safety & Security
Emergency Services
Emergency Services
Safety & Security
Safety & Security
Emergency Services
Safety & Security
Safety & Security
Emergency Services
Safety & Security
Emergency Services
Emergency Services
Safety & Security
Emergency Services
Emergency Services
Safety & Security
Safety & Security
Emergency Services
Safety & Security
Safety & Security
Emergency Services
Department
Safety & Security
Directorate
Specialised equipment
Replacement of CCTV equipment
Radio and Related Equipment
Purchase of Specialised Equipment
IT Equipment
Horses additional
Head Office equipment
Furniture, Fittings, tools and equipment
Firearms and Related equipment
Equipment
CCTV-Control Room Security Upgrade
CCTV: Radio and Related Equipment
Wireless IT Connectivity
VOIP PABX Expansion
Upgrading of Fire Stations
Upgrade Security of Fire Stations
Upgrade of Dis Man Facilities
Training Interactive Whiteboard
Specialised Fire Engines Replacement
Replacement of Furniture and fittings
Replacement of Water/Foam Tankers
Replace Rescue Vehicles
Replace Rescue Diving Boat
Replace Hydraulic Platform
Replace Furniture and Fittings
Replace Fire Fighting Equipment
Personal Digital Assistant with GPS
Mechanical Equipment
Major Additions: Refurbishment
Laptops for DisMan Field Officers
HP Design Jet Printer GIS Maps
GEMC System Enhancement
DisMan Server
DisMan Risk Mapping GIS Server
Project Description
0
0
2,214,000
471,906
50,000
56,000
50,000
1,083,692
1,900,000
100,000
1,000,000
1,000,000
438,596
175,439
0
0
438,596
21,930
536,569
438,596
0
0
470,196
6,578,947
0
657,895
52,632
0
1,759,849
131,579
78,947
35,088
35,088
70,175
Budget
2009 - 2010
0
0
0
0
0
0
0
0
70,000
3,000,000
0
0
0
28,000
85,000
0
0
142,000
0
0
0
0
2,000,000
500,000
0
0
6,400,000
0
2,200,000
0
0
0
200,000
505,526
Budget
2010 - 2011
76,000
3,000,000
0
0
0
45,000
85,000
0
0
167,000
0
0
300,000
500,000
1,500,000
250,000
181,438
50,000
0
200,000
0
850,000
150,000
0
1,000,000
2,541,000
100,000
244,000
1,000,000
200,000
100,000
500,000
100,000
35,000
Budget
2011 - 2012
93
Furniture and Equipment
Vehicle Replacement
Planning and Building Development
Management
Planning and Building Development
Management
Spatial Planning and Urban Design
Spatial Planning and Urban Design
Spatial Planning and Urban Design
Spatial Planning and Urban Design
Spatial Planning and Urban Design
Spatial Planning and Urban Design
Spatial Planning and Urban Design
Strategy and Planning
Strategy and Planning
Strategy and Planning
Strategy and Planning
Strategy and Planning
Strategy and Planning
Strategy and Planning
Strategy and Planning
Quality Public Spaces: Legacy Projects
Quality Public Spaces: BRT
Quality Public Spaces
Public Spaces Strategic Housing Projects
Public Spaces Informal Settlement Upgrade
Computer Equipment
Cape Town CBD Upgrade Pedestrian Links
Local Environment and Heritage Projects
Local Agenda 21 Capital
Fencing
False Bay Ecology Park: Various Projects
Strategy and Planning
Blaauwberg Conservation Area
Biodiversity: Strategic Implementation
Training and Development equipment
Computer Equipment
Environmental Resource Management
Strategy and Planning
Strategy and Planning
Operational Coordination
Safety & Security
Traffic Licensing Equipment
Specialised IT Equipment
Upgrade of reserves Infrastructure
Operational Coordination
Safety & Security
Planning and Building Development
Management
Operational Coordination
Safety & Security
Specialised equipment
Environmental Resource Management
Operational Coordination
Safety & Security
Spec Serv Public Safety Equipment
Spec Serv Anti-land invasion Equipment
Strategy and Planning
Operational Coordination
Safety & Security
Environmental Resource Management
Operational Coordination
Safety & Security
Prop Improvement Operations North
Licence Renewal Facility: Noordhoek
Strategy and Planning
Operational Coordination
Safety & Security
Environmental Resource Management
Operational Coordination
Safety & Security
Furniture Fittings, Tools and Equipment
Equipment DLTC and VTC City Wide
Environmental Resource Management
Operational Coordination
Safety & Security
Strategy and Planning
Operational Coordination
Safety & Security
Building Improvements
Blue Lights and Sirens: Traffic Services
Strategy and Planning
Operational Coordination
Safety & Security
Environmental Resource Management
Operational Coordination
Safety & Security
Blue Lights and Sirens: Law Enforcement
Acquisition of Dogs
Environmental Resource Management
Operational Coordination
Safety & Security
Strategy and Planning
Operational Coordination
Safety & Security
Tactical Response equipment
Project Description
Strategy and Planning
Metro Police
Department
Safety & Security
Directorate
0
0
0
23,096,222
0
0
0
0
0
262,774
216,000
2,565,818
1,390,351
1,102,632
500,000
964,912
52,400
145,614
165,000
0
0
298,501
500,000
0
0
1,000,000
889,601
400,000
400,000
166,700
166,700
360,000
Budget
2009 - 2010
3,649,123
500,000
0
2,631,579
2,631,579
0
500,000
0
0
0
2,000,000
1,140,351
952,632
1,000,000
964,912
0
145,614
180,000
300,000
0
0
0
0
0
0
0
0
0
0
0
0
25,000
Budget
2010 - 2011
0
3,500,000
0
0
2,631,579
438,596
2,000,000
370,239
438,596
945,550
2,050,000
1,140,351
952,632
1,100,000
964,912
0
145,614
500,000
300,000
500,000
0
500,000
300,000
1,000,000
0
0
400,000
0
0
0
0
25,000
Budget
2011 - 2012
94
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Strategic Development Information & GIS
Strategy and Planning
Transport, Roads & Stormwater
Spatial Planning and Urban Design
Strategy and Planning
Transport, Roads & Stormwater
Spatial Planning and Urban Design
Strategy and Planning
Roads and Stormwater
Spatial Planning and Urban Design
Strategy and Planning
Roads and Stormwater
Spatial Planning and Urban Design
Strategy and Planning
Transport, Roads & Stormwater
Spatial Planning and Urban Design
Strategy and Planning
Transport, Roads & Stormwater
Spatial Planning and Urban Design
Department
Strategy and Planning
Directorate
Roads & Stormwater Rehabilitation
Rehabilitation - Minor Roads
Prop. Acquisition - Hardship
OPS Upgrading of depot facilities
N2 Gateway: TR&S Services: EFF
Main Roads: Northern Corridor
IRT: West Coast Corridor: PTIF
IRT: West Coast Corridor: CRR
IRT: Property Acquisition: PTIF
IRT: Property Acquisition: CRR
IRT: Klipfontein Corridor: PTIF
IRT: Inner City Service: PTIF
InfSettlements: Trcks & Drng: Incr Upgrade
Inform Settlmnts: Tracks & Drainage:IncrUpG
IM: Rehabilitation: Metro Roads (CMTF)
IM: Rehabilitation Coastal Structures: EFF
IM: Project Vukuhmbe Concrete Roads
IM: Rehabilitation: Metro Ro (CMTF)
IM: Reconstruct Roads Metro
IM: Construct Road Structures
IM: Construct Footway and Verges
CSRM: Lotus Canal Widening: Gugulethu
CSRM General Stormwater projects
Construct Sidewalks Subcouncil 4
Construct Road Signs - City Wide
Buttskop Rd upgrading
Bulk Roads & Stormwater for Housing Proj
Audit of Informal Settlements
Zones of Actions (ZACS)
Urban Node Regeneration-Urban Development
Urban Node Regeneration - Urban Dev
Uluntu Plaza Projects
Special Place Projects
Site C - Public Square footways and Land
Project Description
0
0
5,000,000
0
9,591,356
300,000
0
5,000,000
202,500,000
115,000,000
50,000,000
75,010,000
14,000,000
84,519,180
5,000,000
1,400,000
10,000,000
4,929,146
4,700,000
1,000,000
46,463,780
7,000,000
5,600,000
3,500,000
7,400,000
85,000
560,802
0
4,000,000
1,200,000
2,631,579
0
4,655,476
4,385,965
Budget
2009 - 2010
0
19,000,000
3,000,000
1,000,000
0
2,687,000
0
170,000,000
10,000,000
85,000,000
0
56,000,000
0
10,000,000
2,000,000
10,000,000
2,500,000
4,000,000
0
68,529,946
1,000,000
15,500,000
3,000,000
5,000,000
0
1,500,000
500,000
14,000,000
1,200,000
0
5,008,772
0
0
8,495,176
Budget
2010 - 2011
10,000,000
3,000,000
2,000,000
500,000
0
0
150,000,000
0
49,700,000
0
0
0
10,000,000
2,000,000
10,000,000
20,000,000
5,000,000
0
44,769,296
5,000,000
11,000,000
2,000,000
5,000,000
0
1,500,000
3,000,000
20,000,000
1,400,000
0
8,868,421
0
0
8,385,965
10,000,000
Budget
2011 - 2012
95
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Roads and Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Department
Transport, Roads & Stormwater
Directorate
WC: PT and related Infrastr Upgrade: PTIF
WC: PT and related Infrastr Upgrade: PGWC
WC: PT & Bus upgrade on Corridors: PGWC
WC: NMT Bridge: Bhunga Avenue Langa: PTIF
WC: NMT Bridge: Bhunga Avenue Langa: PGWC
WC: NMT Bridge: Bhunga Avenue Langa: EFF
WC: N2:HospB:Psl:PGWC
WC: N2: HospB:Psl:Eb:PTIF
WC: N2: HospB:Psl:Eb:EFF
WC: Loc Rds On GP Common Precinct: PTIF
WC: Loc Rds On GP Common Precinct: PGWC
WC: Klipfontein PT NMT Scheme: PTIF
WC: Klipfontein PT NMT Scheme: PGWC
WC: Klipfontein PT NMT Scheme: EFF
WC: Klipfontein BRT Scheme: PTIF
WC: Klipfontein BRT Scheme: PGWC
WC: Klipfontein BRT Scheme: EFF
WC: Granger Bay Boulevard: CMTF
WC: Grade separated Ped Facilities: PTIF
WC: Grade separated Ped Cross(BG): PTIF
WC: Grade separated Ped Cross(BG): PGWC
WC: Grade sep Ped Facilities(WestBlv): EFF
WC: City-wide NMT Plan: PTIF
WC: City-wide NMT Plan: PGWC
WC: City-wide NMT Plan: EFF
Unmade Roads: Residential
Traffic Calming: SC 2: Various Roads
Traffic Calming Subcouncil 4
Traffic Calming City Wide
SWater: Upgrade: Jakkalsvlei Box Culvert
SW: Pelican Park: Housing: Swales, Ponds, MIG
SW: Coastal Water Quality Control Struct
Soetrivier Upgrading
Saxdown Road: Land Acquisition (Bottelary)
Rondevlei Subcouncil: road improvement & infr
Project Description
2,000,000
10,000,000
5,000,000
5,500,000
2,000,000
1,500,000
3,690,000
50,000,000
35,310,000
6,500,000
1,900,000
4,000,000
8,800,000
20,788,723
10,000,000
9,000,000
4,000,000
6,000,000
0
26,100,000
3,000,000
3,200,000
10,000,000
5,000,000
10,000,000
1,600,000
260,000
60,000
1,000,000
19,500,000
0
2,738,600
1,500,000
1,500,000
294,561
Budget
2009 - 2010
0
0
6,000,000
5,900,000
5,000,000
2,000,000
0
0
0
0
0
0
0
0
5,000,000
10,000,000
0
9,000,000
2,000,000
0
7,000,000
5,000,000
0
0
5,000,000
5,000,000
0
3,000,000
0
0
1,000,000
19,500,000
3,000,000
1,000,000
3,000,000
Budget
2010 - 2011
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
3,000,000
0
0
1,000,000
0
3,000,000
1,000,000
Budget
2011 - 2012
96
Transport
Transport
Transport
Transport
Transport
Transport
Transport
Transport
Transport
Transport
Transport
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport
Transport, Roads & Stormwater
Transport
Transport
Transport, Roads & Stormwater
Transport
Transport
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport
Transport, Roads & Stormwater
Transport
Transport
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport
Transport, Roads & Stormwater
Transport
Transport
Transport, Roads & Stormwater
Transport
Transport
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport
Transport, Roads & Stormwater
Transport
Transport
Transport, Roads & Stormwater
Transport
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Roads and Stormwater
Department
Transport, Roads & Stormwater
Directorate
WC: Long Distance Coach Terminals: PGWC
WC: Long Distance Coach Terminals: EFF
WC: Intelligent Transport Systems: PTIF
WC: Intelligent Transport Systems: PGWC
WC: Intelligent Transport Systems: EFF
WC: Integrated Fare Management System: PTIF
WC: Informal Parking for 3000 Veh: PTIF
WC: Informal Parking for 3000 Veh: PGWC
Transport Systems Management Projects
Transport Active Network Systems
Traffic Signals Dev (Recoverable Works)
Traffic Signal and system upgrade
Traffic Safety Bureau - Projects
TR&S: Acquisition of computer hardware
Public Transport Facilities: Sign (CMTF)
Provision of Bus/Taxi shelters
Parking Development: City Wide
Parking Development: City Wide
N2 Gateway:TR&S Services: CMTF
Lentegeur & Mandalay Station PTI’s: Dsg
Klipfontein Rd CCTV Cam
IRT: VehicleAcquisition: PTIF
IRT: VehicleAcquisition: CRR
IRT: Public Trsprt & Bus Upgrade on Corr: PTIF
IRT: Integrated Fare Management System: PTIF
IRT: Airport Service: PTIF
IRT: Traffic Management Centre: CRR
General PTI Improvements
Bus/Taxi Embyments: General Prvsn (CMTF)
Bicycle & Peds Facilities: PGWC
ATC: System Upgrades (SCOOT)
WC: Road Signage Upgrade: PTIF
WC: Road Signage Upgrade: PGWC
WC: Road signage upgrade: EFF
Project Description
4,000,000
200,000
11,075,200
9,000,000
3,500,000
5,000,000
1,600,000
450,000
1,200,000
1,000,000
1,500,000
3,500,000
2,000,000
400,000
150,000
0
3,700,000
1,000,000
1,062,232
2,700,000
2,952,920
100,000,000
25,000,000
4,500,000
20,000,000
12,500,000
35,000,000
3,000,000
500,000
8,500,000
1,000,000
9,437,300
4,400,000
4,500,000
Budget
2009 - 2010
0
0
0
8,000,000
0
7,069,109
10,000,000
0
5,000,000
0
0
2,500,000
1,000,000
1,500,000
1,500,000
2,000,000
100,000
500,000
500,000
0
258,723
0
18,000,000
0
50,000,000
0
0
20,000,000
0
10,000,000
1,000,000
500,000
8,000,000
1,000,000
Budget
2010 - 2011
0
0
0
0
0
0
0
0
0
0
0
3,000,000
500,000
1,500,000
1,500,000
2,000,000
500,000
500,000
0
0
0
0
15,000,000
0
50,000,000
0
0
0
0
0
1,000,000
500,000
3,000,000
1,000,000
Budget
2011 - 2012
97
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Electricity Services
Utility Services
Electricity Services
Electricity Services
Utility Services
Electricity Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Electricity Services
Electricity Services
Utility Services
Electricity Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Transport
Transport, Roads & Stormwater
Transport
Transport
Transport, Roads & Stormwater
Electricity Services
Transport
Transport, Roads & Stormwater
Transport, Roads & Stormwater
Transport
Transport, Roads & Stormwater
Department
Utility Services
Transport
Transport, Roads & Stormwater
Directorate
Electrification (INEP)
Electrification (AFF)
Electricity Demand Side Management
Consol Glass Main Substation
Conn Infr (Quote): S -DC Funded
Conn Infr (Quote): N -DC Funded
Conn Infr (Quote): E -DC Funded
City Depot - Shed Restoration
Capital Metering Replacement
Bofors Upgrade
Atlantis SS 5 Transformer Replacement
Athlone - M Gardens link box replacement
Asbestos Roofing Replacement
APS transformer cooling modifications
APS switch/stat Battry & charger Replacement
AGT New Fuel offloading pump & pipes
A&B Shaft Add vent, fans, intake ducts
66kV OH Surge Arrestor Replacement
66kv OH Line Refurbish (ground earth)
66kV OH line refurb (shield/earth wires)
66kV OH Line Refurb (Insulators)
2010: CBD Elect Infrastr Re-inforcement
132kV Ohlin refurbish Suspension Hardware
132kv OH line refurbish (strain Hardware)
132kV OH Insulator Replacement
132kV line refurb (shield/earth wires)
132kV Interlock Replacement
132kv OH Line Refurbish Structure
132kv OH Line Refurbish (ground earth)
WC: Traffic Management Centre: PTIF
WC: Traffic Management Centre: PGWC
WC: Rail based Park & Ride Facilties: PTIF
WC: Rail based Park & Ride Facilties: PGWC
WC: Rail based Park & Ride Facilties: EFF
WC: Long Distance Coach Terminals: PTIF
Project Description
8,771,930
25,000,000
4,000,000
0
10,400,000
17,900,000
18,800,000
2,956,452
0
0
0
400,000
5,000,000
500,000
158,418
50,000
1,000,000
0
600,000
1,350,000
1,333,283
12,648,200
1,900,000
0
0
0
3,754,600
2,000,000
600,000
35,000,000
19,900,000
10,000,000
7,000,000
500,000
2,000,000
Budget
2009 - 2010
36,687,720
24,000,000
20,000,000
250,000
11,500,000
19,700,000
20,700,000
0
4,000,000
0
0
0
5,000,000
0
0
0
0
0
0
0
0
0
0
0
0
0
10,899,500
0
0
0
0
18,500,000
6,000,000
0
3,000,000
Budget
2010 - 2011
0
0
0
0
0
0
0
0
0
43,859,650
24,000,000
20,000,000
7,256,600
12,200,000
20,900,000
22,000,000
0
4,000,000
47,000,000
13,818,080
0
5,000,000
0
0
0
0
970,000
0
0
0
0
0
3,500,000
5,000,000
10,646,000
Budget
2011 - 2012
98
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Electricity Services
Electricity Services
Utility Services
Electricity Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Electricity Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Electricity Services
Electricity Services
Utility Services
Electricity Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Electricity Services
Electricity Services
Utility Services
Electricity Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Department
Utility Services
Directorate
Plattekloof-N1 Reinforcement
Philippi- Lansdowne 1&2 link box replace
Parow South Upgrade
Optic Fibre Installations
Office Furniture
Oakdale Upgrade
Oakdale - Boston: Replace 33 kV Cables
New Facilities Area North
New Building Complex Bloemhof
MV Circuit Breaker Replacement
Main Subst MV Switchgear Replacement
M Gardens Woodstock 1&2 link box replace
Langeberg: Transformer Replacement
Koeberg Rd Switching Station Ph 2
Koeberg - Roggebaai link box replacement
Instal Floodlight: Walmer Rd, Parkwood
Informal Settlements: Area Lighting
Informal Settlements: Area Lighting
HV-Switch/Stat emergency lighting Refurb
HV-Substation ventilation pressure Syst
HV-cable fault/condition assessment Syst
HV Switchgear Replacement
HV Substation LV board replacement
HV Substation ground surfacing
HV Substation gate and fence replacement
HV OH structures - Anti-Theft Protect
HV OH line life Assessment System
HV Cable tunnels refurbish - Century City
HV Cable Pressure alarm system replacement
HV - Switch/ Stat battery replacement
High Mast Lighting
Grassy Park-Pelican Park linkbox replace
Gordons Bay NER
Festive Lighting: City Wide
Project Description
0
0
20,782,000
10,000,000
3,000,000
33,984,750
0
2,000,000
35,000,000
2,596,600
500,000
1,000,000
18,354,870
0
500,000
10,000
812,748
500,000
563,840
150,000
2,650,000
10,674,100
553,000
900,000
3,000,000
800,000
400,000
750,000
1,200,000
0
7,780,000
0
487,800
8,000,000
Budget
2009 - 2010
0
0
0
8,000,000
0
21,145,250
14,714,750
13,000,000
35,000,000
899,800
9,317,000
0
0
0
0
0
0
500,000
0
100,000
0
1,437,500
350,000
750,000
2,000,000
0
0
0
1,000,000
850,000
5,000,000
0
0
8,000,000
Budget
2010 - 2011
16,000,000
1,000,000
0
9,000,000
0
732,000
48,785,650
15,000,000
0
989,800
10,248,700
0
0
5,090,000
0
0
0
500,000
0
0
0
1,581,300
400,000
800,000
1,200,000
0
0
0
1,000,000
950,000
5,000,000
750,000
0
8,000,000
Budget
2011 - 2012
99
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Electricity Services
Utility Services
Electricity Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Electricity Services
Utility Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Electricity Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Electricity Services
Electricity Services
Utility Services
Electricity Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Electricity Services
Electricity Services
Utility Services
Electricity Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Electricity Services
Electricity Services
Utility Services
Electricity Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Electricity Services
Utility Services
Department
Utility Services
Directorate
Substation Protection Replacement
Substation Fencing - South
Substation Fencing - North
Substation Fencing - East
Street Lighting: City Wide MIG Funding
Street Lighting: City Wide
Strand Upgrade
Stikland Main Substation
SPS Unit new generator transformer
SPS Unit cooler replacement set
SPS UCW Dual Redundancy Telemetry Sys
SPS Replacement Fire Mains
SPS Main Building External Refurbish
Springfield - Westhof Cable Replacement
Service Connections (Tariff): South
Service Connections (Tariff): North
Service Connections (Tariff): East
Serv Conn (Quote): S - Private Sec Funded
Serv Conn (Quote): N - Private Sec Funded
Serv Conn (Quote): E - Private Sec Funded
Sea Point Ph2 Transformer Replacement
SCADA W Masterstation Replacement (HW & Eng)
SCADA W integration (RTU)
SCADA System RTUs
SCADA Engineering WAN
Roggebaai Upgrade
RGT new CRRs install
RGT new CRRs
RGT Halon system replace
RGT Ablution Amenities
Replace recorder MLCP Lybrith temperature
Protect Comm Wide Area Network Expans
Prepayment Vending System Upgrading
PQ System Expansion
Project Description
4,108,000
4,000,000
2,000,000
2,500,000
7,500,000
20,000,000
42,109,990
0
20,206,728
6,000,000
200,000
0
0
0
2,000,000
3,750,000
2,700,000
6,400,000
9,400,000
11,000,000
5,217,800
2,250,000
1,840,000
1,675,000
300,000
25,334,300
2,000,000
2,000,000
50,000
300,000
41,169
680,000
2,929,000
390,000
Budget
2009 - 2010
4,400,000
4,500,000
2,000,000
2,875,000
5,000,000
20,000,000
0
0
30,000,000
0
0
1,500,000
0
0
2,500,000
4,000,000
2,800,000
7,100,000
10,400,000
12,100,000
0
0
1,840,000
1,675,000
380,000
0
0
0
0
0
0
737,000
3,380,000
429,000
Budget
2010 - 2011
5,335,000
4,500,000
2,000,000
1,400,000
5,000,000
20,000,000
0
2,765,500
0
0
0
0
80,000
15,000,000
2,800,000
4,500,000
2,800,000
7,600,000
11,100,000
12,900,000
0
1,300,000
1,840,000
1,675,000
380,000
0
0
0
0
0
0
846,000
3,976,000
471,900
Budget
2011 - 2012
100
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Solid Waste Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Solid Waste Services
Solid Waste Services
Solid Waste Services
Solid Waste Services
Solid Waste Services
Solid Waste Services
Solid Waste Services
Solid Waste Services
Solid Waste Services
Solid Waste Services
Solid Waste Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Solid Waste Services
Electricity Services
Utility Services
Solid Waste Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Utility Services
Utility Services
Electricity Services
Department
Utility Services
Directorate
Cape Flats #2 Rehabilitation
Cape Flats #1 Rehabilitation
Blue Route Interceptor Sewer
Bellville Treated Effluent
Basic Sanitation: Informal Settlements
Athlone Treated effluent
Additional Vehicles
Additional Plant & Equipment
WC2010-MRF’s
Waste Info Systems & Infrastructure
Shipping Containers
Replacement of Furniture
Reh. and Closure of L/fill Sites
Purchase of Trunk radio’s
Purchase of Furniture - Tariffs
Purchase of Furniture - Rates
Purchase of Fleet from Sale of Assets
Purchase of fleet and Plant
Purchase of Fleet
New Specialised Area Cleaning Vehicles
Development of Landfill Infrastructure
Acquisition of land
Weatherproof Transformer Bays: West
Vanguard Transformer Replacement
Vanguard Depot - New Admin Block
Tygerberg Hospital Reinforcement
Tools & Equipment
Tamboerskloof Transformer Replacement
System Infrastructure: South
System Infrastructure: North
System Infrastructure: East
System Equipment Replacement: South
System Equipment Replacement: North
System Equipment Replacement: East
Sys Infrastr: S - Donated
Project Description
0
0
1,500,000
6,000,000
9,000,000
8,000,000
1,500,000
1,000,000
997,012
1,250,000
1,000,000
79,601
75,000,000
1,400,000
110,000
385,000
5,000,000
28,093,211
36,967,158
6,536,562
278,033,660
20,000,000
1,900,000
0
2,750,000
0
1,500,000
0
22,020,000
24,940,000
21,040,000
18,000,000
8,480,000
26,020,000
300,000
Budget
2009 - 2010
0
1,000,000
1,000,000
2,000,000
6,000,000
10,000,000
10,000,000
750,000
1,000,000
0
1,250,000
1,000,000
100,000
20,000,000
400,000
116,300
407,000
0
26,703,000
0
0
300,000,000
0
0
0
15,000,000
0
0
0
27,100,000
30,800,000
26,200,000
19,000,000
8,750,000
29,025,000
Budget
2010 - 2011
0
0
0
2,000,000
6,000,000
10,000,000
10,000,000
750,000
750,000
0
1,250,000
1,000,000
100,000
53,000,000
400,000
123,000
430,500
0
12,485,642
0
0
282,000,000
0
0
41,000,000
0
12,430,000
0
47,832,430
28,800,000
32,700,000
27,900,000
20,000,000
9,000,000
34,215,000
Budget
2011 - 2012
101
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Water Services
Water Services
Utility Services
Water Services
Water Services
Utility Services
Utility Services
Water Services
Utility Services
Utility Services
Water Services
Utility Services
Directorate
Department
Langa Advanced Pressure Management
Laboratory Equipment
Khayelitsha Driftsands Site C
Khayelitsha Driftsands Bypass Site C
IT Equipment Replacement
Infrastructure Replace/Refurbish - WWT
Infrastructure Replace/Re
Informal settlements water Installations
Informal Settlements Water Incre Upgrade
Informal Settlements Water
Informal Settlements: Sanitation
Informal Settlements: Sand & Rag Trap
Informal Incremental Areas Upgrade
Incremental Upgrade Areas - Standpipes
Gugulethu/Nyanga Sewer Investigation
Greenpoint 2010 Irrigation
Furniture, Fittings, Tools & Equip Fin
Furniture, Fittings, Tools & Equip EAMS
Furniture, Fittings, Tools & Equip WWTW
Furniture, Fittings, Tools & Equip WDM
Furniture, Fittings, Tools & Equip IT
Furniture & Equipment
Furniture
Fisantekraal Main Sewer
Extension of Bulk Pipeline
Expansion of WWTW - EFF
Durbanville Collectors Sewers
Development of Additional Infrastructure
Depot Rationalisation for transformation
De Grendel Reservoir
Constantia Sewer Reticulation
Consolidated Plans Filing System
Capeflats Treated Effluent (eastern & we
Cape Flats Collector Sewer
Project Description
0
2,500,000
0
6,913,382
852,611
5,000,000
33,100,000
10,240,500
7,700,000
0
3,000,000
10,000,000
11,376,907
0
0
1,000,000
11,700,000
250,000
330,000
0
200,000
150,000
2,000,000
1,000,000
46,000,000
279,500
6,000,000
7,300,000
38,937,000
1,000,000
2,000,000
0
30,000
10,000,000
Budget
2009 - 2010
2,000,000
0
0
0
3,000,000
15,000,000
17,014,500
3,300,000
500,000
3,000,000
10,000,000
0
1,500,000
1,000,000
2,000,000
0
120,000
229,000
75,000
100,000
150,000
1,200,000
500,000
0
307,500
0
6,000,000
351,500,000
3,000,000
18,000,000
0
30,000
10,000,000
2,881,463
Budget
2010 - 2011
0
2,500,000
0
0
3,000,000
1,000,000
25,000,000
3,300,000
0
3,000,000
10,000,000
0
2,000,000
1,000,000
0
0
150,000
244,000
75,000
100,000
150,000
1,300,000
500,000
0
300,000
0
5,000,000
409,000,000
500,000
35,000,000
2,000,000
100,000
10,000,000
30,000,000
Budget
2011 - 2012
102
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Directorate
Department
Rusthof Strand Water Main
Risk & Safety Assessment Tools
Replacement of Vehicles
Replacement of Plant & Equipment - BW
Replacement of Plant & Equipment
Replace Valves District 2
Replace Pitch Fibre Sewers District 2
Replace Lourens River/Macassar Outfall
Replace & Upgrade Water Network
Replace & Upgrade Sew Network
Repl & Upgr Sew Pumps Citywide
Relocate Midblock Sewer Ravensmead
Relocate Midblock Sewer Bonteheuwel
Relocate Midblock Sewer Belhar
Rehab Outfall Sewers Pentz Sandrift m/qu
Rehab of Water Network (Citywide)
Rehab of Sewer Network (Citywide)
Rehab Main Rd Green Point Sewer
Rehab Liesbeeck Interceptor Sewer
Regional resources development
Refurbishment of Labs
PVR Controllers & Upgrades
Pump Stn Rehab (Citywide)
Pump Station & Rising Main Du Noon
Plant & Equipment Additional
Pitch Fibre Sewer Replacement
Pallisade fence around reservoir Botha
On-line effluent monitoring at all WWTW
N2 Gateway Projects
N2 Gateway Delft Pressure Management
Master Planning -EFF
Maitland Sewer at Valkenberg Rehab
Macassar Treated effluent
Lansdowne Riversdale Rd - Sewer Rehab
Project Description
0
0
0
7,500,000
220,000
8,000,000
0
0
0
50,054,410
41,277,833
22,400,000
0
0
0
8,000,000
4,000,000
16,348,061
0
3,000,000
4,000,000
3,200,000
500,000
5,000,000
0
1,210,000
0
120,000
0
334,922
2,500,000
5,500,000
3,500,000
4,500,000
Budget
2009 - 2010
850,000
300,000
7,500,000
242,000
6,000,000
0
3,000,000
500,000
18,648,000
15,605,263
16,500,000
2,000,000
3,500,000
1,000,000
6,000,000
7,000,000
5,000,000
750,000
3,000,000
0
2,000,000
500,000
5,500,000
10,000,000
1,331,000
2,000,000
0
1,000,000
0
0
1,000,000
0
8,000,000
1,000,000
Budget
2010 - 2011
0
0
5,500,000
250,000
4,300,000
1,000,000
2,500,000
0
16,000,000
18,000,000
16,500,000
1,000,000
2,000,000
0
4,000,000
7,000,000
5,000,000
1,000,000
3,000,000
0
0
1,000,000
5,500,000
8,000,000
1,250,000
2,000,000
0
1,000,000
0
0
250,000
0
12,000,000
500,000
Budget
2011 - 2012
103
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Water Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Directorate
Department
Zeekoevlei Sewer Reticulation
Water Upgrades for Master Plan
Water Meters
Multi Ward Projects Total
Water Infrastructure Master Planning
Water Demand Management
Volvlei: replace LLPS P
Upgrade Water Network District 6
Upgrade Regional Depots D6
Treated Effluent Inf Upgrade
Tools & Sundry Equipment
Tools & Equipment (PCS)
Tools & Equipment (Mech)
Tools & Equipment (design & contracts)
TOC Infrastructure Development
TMS Aquifer Deep Borehole
Sundry equipment at various WWTW
Small Plant & Equipment
Sewer Network Emergencies
Servitudes -EFF
Project Description
3,164,126,408
0
0
11,000,000
0
0
15,000
0
0
2,500,000
200,000
50,000
60,000
50,000
1,000,000
4,000,000
0
1,000,000
0
50,000
Budget
2009 - 2010
2,666,019,276
1,000,000
2,000,000
15,000,000
1,000,000
0
0
2,000,000
0
2,500,000
40,000
50,000
63,000
50,000
1,000,000
15,000,000
300,000
500,000
5,000,000
50,000
Budget
2010 - 2011
2,639,095,535
0
2,000,000
15,000,000
250,000
3,000,000
0
2,000,000
0
3,500,000
40,000
50,000
65,000
53,000
1,000,000
10,000,000
300,000
500,000
5,000,000
50,000
Budget
2011 - 2012
104
Office Equipment
Community Services Support
Community Services Support
Parks
Parks
Parks
Parks
Parks
Citizen Relationship Management
Citizen Relationship Management
Communication
Communication
Communication
Communication
Corporate Services Management
Corporate Services Management
Corporate Services Management Support
Corporate Services Management Support
Employment Equity
Employment Equity
Employment Equity
Legal Services
Legal Services
Legal Services
Legal Services
Legal Services
Personnel Services
Personnel Services
Personnel Services
Personnel Services
Personnel Services
Specialised Technical Services
Specialised Technical Services
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Community Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Corporate Services
Project Description
2010 Traffic M/Cycles
2010 Metro Police Vehicles
Replacement of Equipment
IT Equipment
Furniture, Fittings and Equipment
Furniture and Equipment
Computer Equipment
Purchase of computer infrastructure.
Office Furniture and Equipment
Municipal Court infrastructure
IT Equipment
Furniture and Equipment
IT Equipment
Furniture, Fittings and Equipment
Computer Equipment
IT Equipment
Furniture, Fittings and Equipment
IT Equipment
Furniture, Fittings and Equipment
Replace Photocopiers
IT Equipment
Furniture, Fittings and Equipment
Furniture and Communication Equipment
IT Equipment
Furniture, Fittings and Equipment
Upgrade Weltevreden Area Office
Furniture, Fittings, Tools & Equipment
Depot Upgrades: Elsies River
Depot Upgrades - Scottsdene
Depot Upgrades - Bellville South
Furniture, Fittings, Tools & Equipment
Department
Ward 201
Corporate Infrastructure Projects
Directorate
0
0
2,260,000
3,000,000
127,500
307,400
100,000
42,500
127,500
76,500
153,000
1,000,000
176,500
176,500
21,750
15,000
153,000
20,000
10,000
20,000
10,500
0
180,000
270,000
153,000
125,000
30,000
50,000
800,000
60,000
171,684
130,000
Budget
2009 - 2010
0
0
0
0
0
0
0
0
0
150,000
303,000
120,000
50,000
150,000
90,000
180,000
1,000,000
195,000
195,000
23,000
15,750
180,000
25,000
15,000
20,000
11,000
350,000
180,000
100,000
180,000
130,000
35,000
Budget
2010 - 2011
0
0
150,000
200,000
250,000
50,000
150,000
90,000
180,000
1,000,000
200,000
200,000
24,000
16,000
180,000
30,000
20,000
20,000
11,500
350,000
180,000
100,000
180,000
130,000
40,000
0
0
0
0
0
40,000
40,000
Budget
2011 - 2012
105
Support Services - CS
Support Services - CS
Support Services - CS
Support Services - CS
Economic and Human Development
Property
Property
Social Development, Arts & Culture
Social Development, Arts & Culture
Social Development, Arts & Culture
Social Development, Arts & Culture
Corporate Services
Corporate Services
Corporate Services
Economic and Social Development
Economic and Social Development
Economic and Social Development
Economic and Social Development
Economic and Social Development
Economic and Social Development
Economic and Social Development
Specialised Technical Services
Corporate Services
Corporate Services
Specialised Technical Services
Corporate Services
Support Services - CS
Specialised Technical Services
Corporate Services
Specialised Technical Services
Corporate Services
Corporate Services
Support Services - CS
Specialised Technical Services
Corporate Services
Support Services - CS
Specialised Technical Services
Corporate Services
Corporate Services
Specialised Technical Services
Corporate Services
Corporate Services
Specialised Technical Services
Corporate Services
Strategic HR
Specialised Technical Services
Corporate Services
Strategic HR
Specialised Technical Services
Corporate Services
Corporate Services
Specialised Technical Services
Corporate Services
Corporate Services
Specialised Technical Services
Corporate Services
Strategic HR
Specialised Technical Services
Corporate Services
Specialised Technical Services
Specialised Technical Services
Corporate Services
Corporate Services
Specialised Technical Services
Corporate Services
Specialised Technical Services
Corporate Services
Department
Corporate Services
Directorate
ECD Centres
Customised Containers-Emerging EP
Customised Containers - Soup Kitchens
Customised Containers - Coord Centres
IT Equipment
Furniture & Equipment
IT Equipment
Record Management Storage
Record Management Archiving Hardware
Printing Equipment
IT Equipment
Furniture, Fittings and Equipment
Furniture and Equipment
Fire and Security Protection
IT Equipment
Furniture, Fittings and Equipment
e-HR
Radio Trunking Infrastructure
Plant & Equipment
Office Equipment ex 421300
Office Equipment
IRP, FILM TAXI Units Additional Vehicles
FS Replacements AFF
FS Replacement Vehicles
FS Replacement Plant
FS GIF Claims Vehicle Replacements 2009
FM Security and Access
FM Infrastructure
FM Communication Systems
FM BM Equipment
Expand NCC Facility - Hardekraaltjie
Computer Equipment ex 412300
Computer Equipment
2010 Traffic Vehicles
Project Description
1,100,000
150,000
200,000
150,000
300,000
300,000
500,000
450,000
1,500,000
120,000
145,000
50,000
55,000
500,000
450,000
50,000
16,742,564
0
100,000
469,612
185,000
19,000,000
2,000,000
3,269,430
2,850,000
0
640,000
2,389,999
1,600,000
480,000
2,300,000
704,419
130,000
3,498,000
Budget
2009 - 2010
0
0
0
0
0
0
0
0
300,000
0
1,200,000
150,000
50,000
90,000
200,000
465,000
55,000
3,520,000
2,000,000
100,000
493,093
185,000
0
2,000,000
5,659,430
2,850,000
0
800,000
3,840,000
1,500,000
500,000
0
739,640
130,000
Budget
2010 - 2011
0
0
0
0
0
0
0
0
300,000
0
800,000
200,000
50,000
110,000
200,000
480,000
60,000
3,850,000
2,000,000
100,000
517,747
185,000
0
2,000,000
0
2,850,000
5,659,430
800,000
3,840,000
1,500,000
500,000
0
776,622
130,000
Budget
2011 - 2012
106
Social Development, Arts & Culture
Social Development, Arts & Culture
Social Development, Arts & Culture
Tourism Development
Tourism Development
Expenditure
Expenditure
Expenditure
Expenditure
Finance Management - FS
Financial Support
Financial Support
Financial Support
Financial Support
Housing Finance & Leases
Revenue
Revenue
Revenue
Revenue
Revenue
Revenue
Shareholders Management Unit
Supply Chain Management
Supply Chain Management
Supply Chain Management
Treasury
Treasury
Treasury
Treasury
Treasury
Treasury
Valuations
Valuations
Existing Settlements
Economic and Social Development
Economic and Social Development
Economic and Social Development
Economic and Social Development
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Finance Services
Housing
Department
Economic and Social Development
Directorate
Major Upgrading of Depots
Specialised Computer Equipment
Furniture & Equipment
Furniture & Equipment
IT Equipment
Furniture and Equipment
ERM Software and Programme
Contingency Provision - Insurance
Computer Equipment
Warehouse Equipment
Computer Equipment
Building new Warehouse
Furniture & Equipment
Security at Cash (MVR) Offices
Replacement of Vehicles
Replacement Furniture
Office Furniture - new
New Cash (MVR) Office - Tableview
Furniture, Fittings and Tools
Furniture & Equipment
Storage System
Specialised Computer Equipment
Furniture & Equipment
Computer Equipment
Furniture & Equipment
Photocopy Machine
Furniture & Equipment
Computer Equipment
Cheque signing machine
IT Equipment
Furniture & Equipment
IT Equipment
Furniture & Equipment
Fencing of Food Gardens
Project Description
600,000
397,600
220,000
122,000
65,000
116,000
200,000
7,300,000
153,000
1,638,270
50,000
10,605,800
20,000
250,000
1,000,000
120,000
220,000
1,200,000
1,152,730
33,000
40,000
20,000
65,000
40,000
20,000
22,000
88,000
18,000
46,000
100,000
205,000
400,000
200,000
150,000
Budget
2009 - 2010
0
0
0
0
0
0
0
0
600,000
649,000
0
0
0
0
0
7,300,000
108,000
1,201,200
0
0
0
300,000
1,000,000
150,000
250,000
1,300,000
1,210,370
0
0
32,000
0
0
0
22,500
Budget
2010 - 2011
0
0
0
0
0
0
600,000
670,000
0
0
0
0
0
7,300,000
140,000
1,110,000
0
0
0
300,000
1,000,000
250,000
100,000
1,000,000
1,270,890
0
0
268,000
0
0
0
0
0
179,700
Budget
2011 - 2012
107
Forensic Services
Forensic Services
Office of the City Manager
Office of the City Manager
Ombudsperson
Ombudsperson
Ombudsperson
Ombudsperson
Emergency Services
Emergency Services
Emergency Services
Emergency Services
Emergency Services
2010 FIFA World Cup
2010 FIFA World Cup
Office of the City Manager
Office of the City Manager
Office of the City Manager
Office of the City Manager
Safety & Security
Safety & Security
Safety & Security
Safety & Security
Safety & Security
Service Delivery Integration
Service Delivery Integration
Ombudsperson
Executive Support
Office of the City Manager
Office of the City Manager
Executive Support
Office of the City Manager
Office of the City Manager
Internal Audit
Internal Audit
Office of the City Manager
Internal Audit
Internal Audit
Office of the City Manager
Internal Audit
Internal Audit
Office of the City Manager
Support Services - HSG
Housing
Governance & Interface
Support Services - HSG
Housing
Governance & Interface
Support Services - HSG
Housing
Office of the City Manager
Support Services - HSG
Housing
Office of the City Manager
Strategy Support & Co-Ordination
Housing
Forensic Services
Existing Settlements
Housing
Governance & Interface
Existing Settlements
Housing
Office of the City Manager
Existing Settlements
Office of the City Manager
Existing Settlements
Housing
Department
Housing
Directorate
2010 Greenpoint Stadium
2010 Greenpoint Promenade
Replace Rescue/Hazmat/Tech Equipment
Furniture, Fittings, Tools & Equipment
Furniture Fittings Tools
Furniture Fittings Tool
DisMan Centre Additions/Alterations
Office Furniture
Furniture, Fittings, Tools & Equipment
Furniture and Equipment
Furniture & Equipment
Computers & Equipment
Office Equipment
Furniture, Fittings, Tools & Equipment
Ward Forum Project
Improvement to Subcouncil Offices & Equip
Furniture, Fittings, Tools & Equipment
Office Equipment
Furniture
Computer Equipment
Office Equipment
Furniture, Fittings, Tools & Equipment
Internal Audit Automation
Furniture and Equipment
Computer Hardware
Vehicles
Trunking Radios
Furniture & Fittings
Computer Equipment
Office Equipment -Hsg Consumer Education
Plant & Equipment
New Manenberg Housing Admin Office (EFF)
New Manenberg Housing Admin Office
Major Upgrading of Offices
Project Description
440,000,000
3,000,000
0
269,637
379,425
100,109
3,955,945
0
52,868
0
0
90,000
40,000
72,360
200,000
1,800,000
1,457,621
0
350,000
100,000
188,402
324,000
60,000
254,127
111,600
1,000,000
50,000
930,000
1,000,000
50,000
50,000
4,528,800
3,250,000
1,000,000
Budget
2009 - 2010
0
27,000,000
0
0
0
0
0
0
0
0
50,000
50,000
50,000
0
200,000
1,000,000
0
50,000
0
0
100,000
0
60,000
60,000
140,000
1,000,000
50,000
945,000
1,000,000
0
50,000
1,473,600
0
1,000,000
Budget
2010 - 2011
0
0
877,000
0
0
0
1,500,000
100,000
0
60,000
0
80,000
180,000
0
450,000
0
0
200,000
0
100,000
330,000
0
60,000
60,000
140,000
1,000,000
50,000
960,000
1,000,000
0
50,000
457,600
0
1,000,000
Budget
2011 - 2012
108
2010 FIFA World Cup
2010 FIFA World Cup
2010 FIFA World Cup
Development Services
Development Services
IDP/OPM
Information Systems and Technology
Information Systems and Technology
Information Systems and Technology
Information Systems and Technology
Information Systems and Technology
Information Systems and Technology
Information Systems and Technology
Information Systems and Technology
Information Systems and Technology
Information Systems and Technology
Information Systems and Technology
Information Systems and Technology
Informations Systems and Technology
Informations Systems and Technology
Informations Systems and Technology
Informations Systems and Technology
Informations Systems and Technology
Informations Systems and Technology
Service Delivery Integration Management
Service Delivery Integration Strat Supp
Urban Renewal Programme
Urban Renewal Programme
Urban Renewal Programme
Urban Renewal Programme
Environmental Resource Management
Environmental Resource Management
Environmental Resource Management
Environmental Resource Management
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Service Delivery Integration
Strategy and Planning
Strategy and Planning
Strategy and Planning
Strategy and Planning
Department
Service Delivery Integration
Directorate
IT Equipment
IT and Office Equipment
Furniture and Fittings
Furniture & Equipment
Upgrade of Training Centres
Furniture and Equipment
Furniture & Fittings
Computers and Equipment
Furniture & Fittings
Furniture & Fittings
Upgrade of Exchange
Smart City Project
SCAP Site & Equipment
SCAP Furniture & Equipment
SCAP Computers & Equipment
SCAP Back-end Technology
Renewal of back end IT Infrastructure
Microsoft LCS 2007
Microsoft Infrastructure Services
Furniture & Fittings
ERP Business Systems
ERP Annual Disaster Recovery Growth
ERP Annual Capacity Growth
Enterprise monitoring & mgt solution
Data storage- security and accessibility
Dark Fibre Broadband Infrastructure
Business Continuity
2010 ICT Infrastructure & Equipment
Furniture & Fittings
MIG Project Management Unit
Furniture & Fittings
GP Stadium Equipment
Furniture & Fittings
2010 Office Accommodation LOC
Project Description
150,000
0
400,000
65,712
1,500,000
100,000
11,318
50,000
81,534
43,121
2,000,000
1,000,000
1,250,000
500,000
1,400,000
2,000,000
1,000,000
2,000,000
6,000,000
474,081
10,000,000
2,000,000
2,000,000
5,000,000
3,000,000
107,778,000
1,000,000
20,900,000
77,158
300,000
8,000
24,600,000
86,142
200,000
Budget
2009 - 2010
0
150,000
200,000
300,000
72,283
150,000
0
11,318
100,000
81,534
43,121
2,000,000
1,000,000
0
0
0
0
1,000,000
2,000,000
6,000,000
474,081
10,000,000
2,000,000
2,000,000
5,000,000
3,000,000
2,294,000
1,000,000
0
77,158
300,000
8,000
0
86,142
Budget
2010 - 2011
0
150,000
200,000
150,000
79,511
0
50,000
11,318
50,000
81,534
43,121
2,000,000
1,000,000
0
0
0
0
1,000,000
2,000,000
6,000,000
474,081
10,000,000
2,000,000
2,000,000
5,000,000
3,000,000
2,294,000
1,000,000
0
77,158
300,000
8,000
0
86,142
Budget
2011 - 2012
109
Electricity Services
Transport
Transport, Roads & Stormwater
Electricity Services
Transport
Transport, Roads & Stormwater
Utility Services
Transport
Transport, Roads & Stormwater
Utility Services
Transport
Transport, Roads & Stormwater
Electricity Services
Transport
Transport, Roads & Stormwater
Electricity Services
Roads and Stormwater
Transport, Roads & Stormwater
Utility Services
Roads and Stormwater
Transport, Roads & Stormwater
Utility Services
Roads and Stormwater
Transport, Roads & Stormwater
Electricity Services
Roads and Stormwater
Transport, Roads & Stormwater
Electricity Services
Roads and Stormwater
Transport, Roads & Stormwater
Utility Services
Roads and Stormwater
Transport, Roads & Stormwater
Utility Services
Strategy & Planning Management
Strategy and Planning
Electricity Services
Strategic Development Information & GIS
Strategy and Planning
Utility Services
Strategic Development Information & GIS
Strategy and Planning
Electricity Services
Strategic Development Information & GIS
Strategy and Planning
Electricity Services
Strategic Development Information & GIS
Strategy and Planning
Utility Services
Strategic Development Information & GIS
Strategy and Planning
Utility Services
Strategic Development Information & GIS
Environmental Resource Management
Planning and Building Development
Management
Planning and Building Development
Management
Planning and Building Development
Management
Spatial Planning and Urban Design
Department
Strategy and Planning
Strategy and Planning
Strategy and Planning
Strategy and Planning
Strategy and Planning
Strategy and Planning
Directorate
Mechanical Plant: Additional
Koeberg Rd Switching Station Ph 2
HV OH Structures: Anti-theft protect
Facilities Alterations & Upgrading
Computer Equipment Replacement
Computer Equipment Additional
Computer Equipment
Communication Equipment
Additional Ground: Bloemhof Complex
Support Services: Photocopies
Site C Transport Infrastructure D
Site C TPI
Public transport & Related Infra Improve
Furniture, Fittings, Tools & Equip -Transport
OPS Small Plant and Equipment
Integrated Rapid Transit Syst(Ph1A): PTIF
Integrated Rapid Transit Syst(Ph1A): CRR
Furniture, Fittings Tools & Equipment
Acquisition of Vehicles: Additional
Acquisition of computer hardware: Roads &
Furniture and Equipment
Office Furniture
Office Equipment
IT Equipment
ISIS project
Integrated Spatial Information System
GIS and IT equipment
Computer Equipment
Office Accommodation Projects
Furniture and Equipment
Computer Equipment
Plant and Vehicles
Project Description
0
950,000
16,877,660
44,500,000
4,000,000
6,000,000
1,000,000
2,200,000
13,000,000
300,000
0
0
1,700,000
600,000
1,055,000
23,500,000
25,000,000
800,000
1,500,000
500,000
100,000
35,000
30,000
63,223
29,928,585
500,000
155,000
438,596
6,400,000
438,596
823,554
623,000
Budget
2009 - 2010
2,130,000
0
0
37,000,000
4,400,000
5,100,000
1,000,000
2,500,000
0
150,000
0
0
0
400,000
500,000
166,000,000
35,000,000
500,000
500,000
400,000
0
30,000
50,000
69,545
0
0
640,000
438,596
0
438,596
1,315,789
1,000,000
Budget
2010 - 2011
1,120,000
0
0
39,000,000
4,900,000
5,700,000
1,000,000
2,800,000
0
300,000
10,570,000
10,000,000
0
350,000
1,000,000
532,556,292
0
500,000
150,000
400,000
0
50,000
70,000
76,499
0
0
400,000
0
0
0
0
1,000,000
Budget
2011 - 2012
110
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Electricity Services
Utility Services Support
Utility Services Support
Utility Services Support
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Utility Services
Department
Utility Services
Directorate
Corporate Infrastructure Projects Total
Grand Total
Furniture, Fittings, Tools & Equipment
Furniture Fittings and Equipment
Computer Equipment
Vehicles: Replacement
Vehicles: Additional
Tools & Equipment
Test Equipment
Security Equipment
Safety Equipment
Provide of Street & Highmast Lights-Enkanini
PAX and PABX Installations
Outage Management System (OMS)
Office Furniture
Office Equipment & Furniture
Oakdale Upgrade
Mechanical Plant: Replacement
Project Description
0
1,010,321,043
6,202,463,857
40,000
150,000
150,000
0
0
12,000,000
13,700,000
3,300,000
600,000
480,911
700,000
26,000,000
1,500,000
2,100,000
5,918,200
Budget
2009 - 2010
444,386,746
4,203,574,807
50,000
150,000
150,000
22,000,000
6,000,000
13,000,000
15,100,000
3,700,000
700,000
0
500,000
0
1,500,000
2,400,000
0
1,300,000
Budget
2010 - 2011
774,681,145
4,164,563,434
50,000
150,000
150,000
23,000,000
6,000,000
14,100,000
16,700,000
4,100,000
800,000
0
500,000
0
1,500,000
2,700,000
0
350,000
Budget
2011 - 2012