City of Cape Town
5 YEAR PLAN FOR CAPE TOWN
Integrated Development Plan (IDP)
2007/8 – 2011/12
SUMMARY
DRAFT FOR COMMENT
VERSION x 2.2
15.03.07
(To Mayco)
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
Table of Contents
Executive Summary ................................................................................................................... 3
1 Setting the Scene.................................................................................................................. 6
2 State of the City: A brief summary .................................................................................... 10
3 The 5- YEAR IDP Strategy and Strategic Focus Areas .................................................... 19
Strategic Focus Area 1: Shared Economic Growth and Development ................................... 23
Strategic Focus Area 2: Sustainable Urban Infrastructure and Services ................................ 26
Strategic Focus Area 3: Public Transport Systems ................................................................ 30
Strategic Focus Area 4: Integrated Human Settlements......................................................... 31
Strategic Focus Area 5: Safety and Security .......................................................................... 33
Strategic Focus Area 6: Health, Social and Human Capital Development ............................ 35
Strategic Focus Area 7: Good Governance and Regulatory Reform ..................................... 36
4 Financial Strategy ............................................................................................................... 39
5 Prioritising the allocation of resources ............................................................................ 44
6 Development directions over the next 5 years................................................................. 47
7 Conclusion .......................................................................................................................... 51
Annexure A:
Disaster Risk Management ............................................................................ 52
Annexure B:
Human Resources Strategy ........................................................................... 53
Annexure C:
Principles Informing the Spatial Framework and District Plans ................. 58
Annexure D:
Partnership Strategy ....................................................................................... 61
Annexure E:
Draft Corporate Scorecard for 2007 – 2012 .................................................. 63
Annexure F:
Programmes towards the implementation of Objectives ............................ 69
Annexure G:
Scorecard Indicator Definitions ..................................................................... 90
Statutory Plans ............................................................................... Error! Bookmark not defined.
City of Cape Town
Page
2
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
Executive Summary
On I July 2007 a new five year Integrated Development Plan (IDP) will commence for the city of Cape
Town. This five-year plan (2007/08 -2011/12) informs the period of office of the current elected public
representatives.
At the onset of the new term of office IDP City governance and management structures find themselves
confronted by a mixture of challenges and opportunities. The City’s participation in the hosting of the
2010 Soccer World Cup events is concentrating unprecedented public sector investment and stimulating
new momentum amongst private sector role players. But, on the other hand, the city faces real
infrastructure provision and capital funding challenges and institutional capacity problems.
Cape Town has doubled in size over the past 20 years and faces rising development challenges. Urban
growth in the past 20 years in Cape Town has been spatially ad hoc and result has been ineffective and
unsustainable urban development. Urban sprawl, due to the location of informal settlements along the
city’s periphery has placed immense strain on the city’s finances by requiring new bulk and link
infrastructure extensions. The persistent and reactive focus on the extension of infrastructure has meant
that preventative maintenance of existing infrastructure has suffered.
The extent to which the City can meet these challenges and provide an environment for sustainable and
shared economic growth depends on its ability to provide improved service delivery, foster key
partnerships to implement and maintain the infrastructure of the City and build an efficient and effective
City Administration.
The City’s 2007/08 -2011/12 integrated development plan focuses on seven strategic focus areas. The
concrete objectives for each strategic focus area have been outlined and elaborated upon. These
objectives will be used to further develop key performance indicators against which performance,
implementation monitoring and reporting will be done. The corporate scorecard, in Annexure E, outlines
these indicators and targets.
The seven focus areas are:
1. Shared economic growth and development:
The City needs a strategy to attract investors, business and visitors. This includes mechanisms to
facilitate easy and regular interaction between investors, business and the City, small business
development and skills development. A review of Red Tape that impedes business development is one
of the objectives envisaged. Also included in this focus area is to prepare for the hosting of the FIFA
2010 World Cup.
City of Cape Town
Page
3
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
2. Sustainable Urban Infrastructure and Services
A small percentage of the city’s increasing population does not have access to basic services.
Increasingly-stressed infrastructure is impairing sustainable service delivery, social development and
economic growth in Cape Town. The reality is that all the infrastructure requirements cannot be met
simultaneously, given the limitations of the current budget and the financing models. The City’s
objectives include: reducing services backlogs; giving bulk infrastructure priority and developing an
integrated approach to infrastructure, service planning and budgeting.
3. Public Transport Systems
Transforming and restructuring public transport systems to ensure that investment in public transport
does not only focus on transport but also the improvement in the spatial development of the City is vital.
Integration of land use and transport through Integrated Transport Corridors and the building of homes
close to transport corridors is needed to ensure improved access to community facilities (such as clinics
and schools) and economic opportunities (including shopping areas). The need for a public transport
authority is a prerequisite to integration.
4. Integrated Human Settlements
The need for integrated human settlements is one of the key challenges facing the city. The main human
settlement challenges include the estimated 350 000 families without adequate access to shelter. The
apartheid urban landscape remains largely unchanged with new assisted housing developments
generally located on the periphery, far from work opportunities, amenities and facilities. New and existing
settlement areas are characterised as uni-functional “housing areas” with a lack of integration with other
land uses and transportation.
5. Safety and Security
The negative impact of the current level of crime in Cape Town on attracting international and national
investment on the quality of life and the retention of human capital and as well as the potential risk to the
2010 Word Cup Soccer event, is without doubt one of, if not the most important, strategic challenge. The
City’s focus is on integrating the efforts of all spheres of government, business and the public to work
together to further strengthen and align the activities of law enforcement agencies, the criminal justice
system, emergency and disaster risk management services.
6. Health, Social and Human Capital Development
Cape Town as a city is a reflection of the broader South African Society, with rich and poor, skilled and
unskilled living side by side. It is also characterized by vulnerable groups that find themselves on the
margins of society i.e. youth, women, the disabled and those affected by extreme poverty. When social
and human capital is low, the social fabric of society begins to disintegrate. In large parts of Cape Town
this manifests as high incidences of drug and alcohol abuse, gang affiliation, crime against property and
City of Cape Town
Page
4
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
people, especially women and children. HIV/AIDS/STIs and TB are yet other challenges that are closely
linked to the social and human capital capacity of citizens. The City aims to facilitate the development of
a healthy and inclusive society through facilitating the provision of social facilities, like childcare and
community amenities.
7. Good governance and regulatory reform
The City aims to effectively execute various institutional improvements. To give effect to the IDP
challenges there is a high priority need to optimise the organization. The focus, therefore, is on an
intensive effort to develop and sustain a much improved City Administration as well as improving the
regulatory environment to maximise the impact of public investment and service delivery on the
development potential of Cape Town.
City of Cape Town
Page
5
1
Setting the Scene
On 1 July 2007 a new five year Integrated Development Plan (IDP) will commence for the city of Cape
Town. This five-year plan (2007/08 -2011/12) informs the period of office of the current elected public
representatives.
The IDP is the principal strategic planning instrument which guides management within the
administration and informs all planning and development within the City of Cape Town (City). It also
informs the City’s contribution to the work initiated through inter-governmental processes involving
provincial and national government. The IDP will be refined through a programme/project prioritisation
process informed by budget parameters. Its implementation relies on partnerships (See Annexure C)
with external role players as well as institutional improvements within the City. Attracting international and
regional investment through marketing the city is also a key element in the execution of the IDP.
At the onset of the new term of office IDP City governance and management structures find themselves
confronted by a mixture of challenges and opportunities. The City’s participation in the hosting of the
2010 Soccer World Cup events is concentrating unprecedented public sector investment and stimulating
new momentum amongst private sector role players. But, on the other hand, the city faces real
infrastructure provision and capital funding challenges and institutional capacity problems.
.
The City’s long term vision
The vision of the political leadership elected in March 2006 for Cape Town is of:
o
a prosperous city in which City Government creates an enabling environment for shared growth
and economic development;
o
a city known for its effective and equitable service delivery; and
o
a city that distinguishes itself as a well-governed and efficiently run administration.
In order to achieve this vision, the City must:
o
actively contribute to the development of its environmental, human and social capital;
o
offer high quality services to all who live in it, do business or visit it as tourists or holiday makers;
o
be known for its efficiency, effectiveness and clean and caring government.
The nature of strategy in the City
The City needs both short term plans and long term strategies. In recent years, the City has compiled
several sector plans, including an Economic and Human Development Strategy, an Integrated Waste
Development Plan, a Water Services Plan, an Integrated Transport Plan and an Integrated Metropolitan
6
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
Environmental Management Plan. However, it has been a shortcoming that the short term initiatives
necessary to implement these plans have not always been in place.
The City has also begun to turn its attention to a longer time horizon of 30 to 40 years through the Future
Cape Town initiative. More work is being done on this with the aim being to develop a comprehensive
long term development strategy for the City. This means that this draft of the five-year IDP will be the first
of various iterations of the strategic plan for the City that will be finalised after public and other
stakeholder inputs have been considered.
The medium to long term spatial development considerations
Future Cape Town, an initiative of the City’s Strategy and Planning Directorate, aims to initiate a
widespread debate on the future spatial development of the city. It puts forward a set of ideas and
propositions on the issues and choices facing the city over the next 30-40 years and provides a platform
for debate around the future spatial development of Cape Town.
Cape Town must be understood in its regional context. This way of thinking has formed the basis of
ongoing work with the Provincial Government of the Western Cape on a development strategy for the
Cape Town Functional Region. Key discussion points of regional significance arising from the Future
Cape Town work include the reconsideration of the use and long term location or configuration of key
pieces of economic infrastructure such as the ports, airport and major transport routes.
The Future Cape Town initiative lays the basis for the preparation of the city-wide Spatial Development
Framework (SDF) which will guide the long-term development of the city. The SDF will provide a broad
long term spatial concept and support policy on issues such as open space, transport and land use
integration, sustainable neighbourhoods, densification, urban growth path and the urban edge.
In parallel with and informed by the city-wide Spatial Development Framework, District Spatial
Development Plans are being prepared for the eight functional planning districts of Cape Town. These
district plans are intended to review, and where appropriate, replace, the more than 500 historic,
outdated and often conflicting plans and spatial frameworks that are currently still in place. The District
Spatial Development Plans (SDPs) are due for completion by July 2007 with approval in terms of the
Land Use Planning Act (LUPO) by the end of 2007. Upon completion both the Citywide Spatial
Development Framework and the District Plans will inform the preparation / review of the IDP in 2008.
City of Cape Town
Page
7
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
Principles* Informing the Spatial Framework and District Plans
The 5 main ideas and areas of action set out for discussion in the Future Cape Town document and
which will form the foundation of the Spatial Development Framework and 8 District Spatial Development
Frameworks are:
1. Consolidate, protect and improve access to natural resources
2. Promote an equitable pattern of access
3. Promote sustainable and accessible economic opportunities
4. Integrate settlements
5. Create more great people places
* These principles are explained in more detail in Annexure B.
Alignment with Provincial and National Government
Cape Town’s development plan needs to align with national and provincial initiatives to ensure optimal
impact from the combined efforts of government. In this regard there are six critical elements:
Accelerated and Shared Growth-South Africa (ASGI-SA), National Spatial Development Perspective
(NSDP), National Strategy for Sustainable Development (NSSD), Provincial Growth and Development
Strategy (PGDS), Provincial Spatial Development Framework (PSDF) and the Intergovernmental
Development Agenda for Cape Town.
All of these feed into and influence the 2007/8 IDP.
Accelerated and Shared Growth-South Africa (ASGI-SA): The core objective of ASGI-SA, as set out in
2004, is to halve poverty and unemployment by 2014. To achieve these objectives ASGI-SA sets out a
state-led investment plan that involves State Owned Enterprises (SOEs), strategic partnerships and all
spheres of government. Emphasis is placed on high impact state-led projects that would serve to
achieve accelerated and shared growth.
National Spatial Development Perspective (NSDP):- This was endorsed by the cabinet in March 2003.
At a national scale it advocates capital investment in areas of growth potential, with an emphasis on
providing basic services and access to social services and human resource development in areas of
need and less potential. The major metropolitan economic centres are thus identified as a focus for
substantial state investment in infrastructure to support further shared growth and development.
City of Cape Town
Page
8
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
The Provincial Growth and Development Strategy (PGDS):- The PGDS takes the name ‘iKapa
Elihlumayo’ and has a mandate from stakeholders in the Province to define shared growth and
integrated development targets and objectives for 2014. The initiative focuses on strengthening growth
sectors, resource management and implementation strategies.
The key pillars of the proposed
development path are: growth, equity, empowerment and environmental integrity.
The Provincial Spatial Development Framework (PSDF): This aims to address urbanisation pressures on
natural resources and economic and social divisions within the cities and towns of the province and
provides a policy context for urban development and environmental resource protection.
The Intergovernmental Development Agenda for Cape Town: An Intergovernmental Development Task
Team was established in January 2006 to draft an Agenda for Action. Three critical outcomes (each with
targets to be achieved by 2014) were identified::

Shared Prosperity - 6% average GGP growth per annum to 2014, 50% reduction in
unemployment and poverty.

An Inclusive and Equitable Society - 50% improvement in the Access Index (incorporating
proximity to service centres, public transport, education, health and recreation facilities and the
upgrading of informal settlements), 50% improvement in the Integration Index (which includes
settlement and economic activity patterns, black economic empowerment and gender) and 50%
increase in the Skills Index (which incorporates pre-school, school and post-school learning
performances)

An Ecologically Sustainable future - No increase in the per capita ecological and per capita
carbon footprint.
Positioning the City in the global, national and provincial arena
Cape Town plays a bigger role within the South and Southern African context.
It is an important
contributor to the national economy and, together with the Gauteng Global City Region and Ethekweni,
anchors the SADEC regional economy. For Cape Town to strategically position itself nationally and
internationally, and meet the needs of all its citizens, it needs to address its development challenges in a
coherent way (including planning for the sustainable utilisation and protection of its Global Common
Goods, including climate/air quality, biodiversity and water) and recognise it has a larger responsibility to
fulfil as a globally relevant city in the growth and development of the African continent.
City of Cape Town
Page
9
5 Year Plan (IDP) for Cape Town
2
Provisional Draft to Mayco
15 March 2007
State of the City: A brief summary
Introduction
Cape Town faces rising development challenges. During the past decade poverty and unemployment
have almost doubled, the housing backlog has more than doubled, drug-related crime has tripled, HIV
prevalence has increased tenfold and public transport has deteriorated. This is despite significant
economic growth (4% annual increase in GGP), improvements in the provision of basic services (water,
waste, electricity) and rising tourist numbers.
Cape Town has almost doubled in size during the past 20 years. In this time movement patterns have
changed dramatically. The transport infrastructure network has become outdated and the major road and
rail routes still focus primarily on historic destinations such as the central city. The structure and form of
the city generates enormous amounts of movement at great economic, social and environmental cost to
the public purse. Traffic congestion is increasing, public transport is inefficient and not available to all
parts of the city and it is difficult to change between modes of transport. The location of the urban poor
on marginal land far from places of economic opportunity and facilities (e.g. clinics and hospitals)
reinforces the cost of transport for the poorest of the poor.
Inadequate shelter, overcrowding and indiscriminate development are growing problems in many parts
of the city. In stark contrast, some areas are very well off, rich in both nature and opportunities, and
continue to benefit from sustained investment. The gap in opportunity that exists between wealthier
areas and poorer ones continues to widen.
It is recognised that it is important to conserve the character of Cape Town through its unique and
globally important biodiversity and its cultural, historical and heritage diversity. This brings a greater a
commitment to more sustainable resource use. Improved efficiencies in resource use (especially
amongst the middle and high income communities) can bring financial savings in service provision and
allow local government to focus more attention on poverty.
Economic conditions
Cape Town generates approximately 82% of the Gross Geographic Product of the Western Cape. From
1994 to 2004 Cape Town contributed 15.9% of South Africa’s GDP. In 2005 Cape Town’s contribution
declined to 11.1%. Cape Town has a relatively diverse economy with approximately 93% of Cape Town
businesses being small, contributing 50% of total output and 40% of total formal employment. However,
in line with international trends the city is shifting towards the services sector with the largest areas of
City of Cape Town
Page
10
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
growth identified in finance, business services, trade, catering, accommodation, tourism and transport
and communication. Manufacturing, which accounts for 19.4% of employment, is in decline. The
relatively strong Rand has had negative impacts on the global competitiveness of the city’s traditional
major economic sectors, such as clothing and textiles.
A healthy and growing economy is a prerequisite for attaining and achieving the objectives of a more
sustainable Cape Town. Despite growth, the challenges of jobless growth, high unemployment (13% in
1997, almost 23% in 2004, and 20,7% in 2005) and a mismatch between available skills and those that
are needed by the economy pose an on-going challenge.
Comparison of level of unemployment and GGP growth in Cape Town
35
140.0
30
% unempoyment
82.3
82.4
86.1
90.3
20
15
15
112.5
120.0
100.0
19.7
18
10
94.5
108.0
23.8
23.4
20.7
19.8
80.0
60.0
16.5
13.3
40.0
5
20.0
0
0.0
1997 1998
1999 2000
2001 2002 2003
GGP (R billions)
25
98.4
102.3
2004 2005
Source:- Strategic Development Information & GIS using Quantec and STATSSA Labour Force Survey data
There is a pressing need to create productive employment opportunities. For the city to achieve growth,
it must become globally competitive. City government can improve the business environment by
gathering and sharing information with local businesses, reducing the cost of doing business and
enhancing safety and security, especially in areas that want to attract development.
Spatial planning needs to take account of economic forces and trends in the city and provide an
appropriate basis for future infrastructure investment, extension of services and land availability.
City of Cape Town
Page
11
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
Infrastructure and Services
Urban growth in the past 20 years in Cape Town has been spatially ad hoc, which has forced reactive
and uncoordinated public investment in infrastructure. The result is ineffective and unsustainable urban
development. Urban sprawl, due to the location of informal settlements along the city’s periphery has
placed immense strain on the city’s finances by requiring new bulk and link infrastructure extensions.
This settlement pattern has also caused a loss of biodiversity.
Investment into public infrastructure such as public transport and bulk services systems has lagged
behind advances made in the extension of basic services and housing. The replacement, rehabilitation
and preventative maintenance of existing infrastructure has suffered as a result of the persistent focus
on the (often reactive) extension of infrastructure at the cost of maintenance.
City of Cape Town
1996
2001
2004
2005
651 972
759 765
845 000
2 563 095
2 893 251
3 239 768
% of households out without weekly refuse removal
10.2%
5.8%
Number of households without weekly refuse removal
65 882
45 031
% of households without piped water on site
10.2%
15.6%
Number of households without piped water on site
66 133
121 258
% of households without flush toilet
10.4%
12.5%
Number of households without flush toilet
67 785
96 799
% of households without electricity supply
12.8%
11.2%
Number of households without electricity supply
82 928
87 024
Demography
Number of Households
Population
Refuse Removal
2.0%
3.6%
30 420
Water Supply
6.0%
7.4%
62 530
Toilet Facilities
9.7%
9.9%
83 655
Electricity Supply
3.0%
4.7%
39 715
Source: Strategic Development Information & GIS using STATSSA Census and General Household Survey data
There is an urgent need to raise investment levels into city infrastructure for remedial work, upgrading
and replacement of aging municipal services infrastructure.
Healthcare and social facilities, particularly for the aged and the youth, are insufficient to meet needs.
This is compounded by funding problems emanating from unresolved intergovernmental arrangements.
City of Cape Town
Page
12
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
Environmental conditions
The city’s environment is one of the strongest assets that drives tourism and attracts skilled workers to
Cape Town. However, growing consumption and pollution are threatening the rich, yet highly vulnerable
biodiversity of this region.
Water use per capita decreased sharply in 2001 due to water restrictions, illustrating a useful demand
management system for a water scarce city such as Cape Town. Daily per capita usage of 200 litres is
now high. Coastal water quality samples across the city reflected a significant decline between 2003
where 16% of the sample points experienced an exceeding the 80th percentile water quality guideline,
and 2004/2005 where 24% of sites exceeded the guideline.
Quantities of waste being disposed per capita are increasing at an alarming rate demonstrating a 60%
increase since 1999. This may be indicative of excessively high consumption patterns as well as the
impact of increased tourism and increased waste loads from outside the City. A lot must still be done to
implement alternatives to locating new and ever larger landfill sites, including retention of waste at
source.
There are a range of threats to the environment, some of which could be addressed more directly by the
City and its residents. Growing consumption and resulting waste disposal mean that the city requires
more services and sites for disposal. Growing pollution is affecting the quality of air and water in the City
with a direct impact on residents’ health and well-being.
Urban sprawl is a further threat to Cape Town’s unique biodiversity. This is especially true in the low
income, high density areas of the Cape Flats, home to Cape Town’s most threatened ecosystems.
Global warming appears to be impacting on the region’s ecology resulting in the reduction of water
resources, agricultural land and increasing storm and flood damage. Bold and far-reaching measures are
needed to mitigate the impact of environmental resource scarcity and to position the economy and
society on a more sustainable footing.
Housing and shelter conditions
Housing backlogs and associated infrastructure backlogs are due to net immigration into the City. New
infrastructure is needed to accommodate economic, urban and population growth. There is tremendous
strain on the current infrastructure resulting from rapid growth in the urban centre (most acutely felt in
services such water, waste waster, electricity, roads and storm water).
City of Cape Town
Page
13
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
Key indicators show that fundamental changes to the development path of the city are being constrained
by a number of trends which are reinforcing social spatial segregation and inequalities in the city. The
number of people living in informal settlements is growing (23 000 families in 1993 to 115 000 families in
2005), overcrowding is increasing and household size is declining. These contribute to an increasing
housing backlog (an increase from 150 000 in 1998 to approximately 300 000 in 2006).
Housing backlog compared to housing delivery
350000
350000
300000
300000
265000
265000
250000
245000 245000
221000
200000
150000
200000
150000
150000
100000
100000
50000
housing delivery
Housing backlog (no. of
dwelling units)
245000
240000
250000
300000
50000
4110
9729
1808 3469
0
0
1998 1999 2000 20012002 2003 2004 2005 2006 2007 2008 2009 2010
Source: Strategic Development Information & GIS using Housing Department data
The financial implications of addressing these and future housing and infrastructure demands are high
and will need significant additional capital investment. It is imperative that the City explores new and
innovative funding mechanisms to meet its infrastructure investment challenges. A key challenge will be
to balance the financial costs of addressing backlogs against the opportunity cost of upgrading ageing
existing infrastructure that supports services to the established parts of the city.
Safety and Security conditions
To become globally competitive and attract private sector investment, the city must provide a safe
business environment, which in turn requires an improvement in the social conditions of the poor and
unemployed.
Levels of crime in some categories, like murder, have improved over the past few years bur are far from
normalised. The incidence of murders is still extremely high with a total of 1856 murders in 2005/6,
representing an annual murder rate of 57 per 100 000 population - an average of five murders every day.
City of Cape Town
Page
14
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
Of special concern is that fact that reported drug-related crime has almost tripled in the past five years.
Property related crime (especially residential burglaries) has also increased over the same period,
possibly reflecting a connection between drugs and property crime.
Incidence of reported crime in Cape Town (murder rate and drug related crime rate)
Murder rate per 100 000
100
86
80
77
60
55
60
57
40
20
0
2001/2002
2002/2003
2003/2004
2004/2005
2005/2006
Source: Strategic Development Information & GIS using SAPS data
Drug related crim e per 100 000
700
616
600
482
500
400
314
300
241
232
2001/2002
2002/2003
200
100
0
2003/2004
2004/2005
2005/2006
Source: Strategic Development Information & GIS using SAPS data
City of Cape Town
Page
15
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
Health, Social and Human conditions
Decades of distorted development in the city has manifested in highly skewed distribution of income and
wealth. In Cape Town there is a trend towards rising poverty (from 25% in 1996 to 38% of households
living below or marginally above the household poverty line in 2005).
38%
40%
35%
32%
30%
25%
25%
20%
15%
10%
5%
0%
1996
2001
2005
Source: Strategic Development Information & GIS using STATSSA Census and General Household Survey data
Arising out the poor socio-economic and physical environment there has been a rise in incidence of HIV
prevalence. This is evidenced in an increasing HIV prevalence among women visiting public health
clinics (from 1,2% in 1994 to 15% in 2005).
2001
2004
HIV Prevalence (%) by Health District
35
2002
2005
2003
32.5
30.2
30
29.1
25
20
17.7
16.2
15
12.8
15.2
15
15.7
12.4
11.5
10
7.3
5.1
5
South Africa
(Total)
Cape Town
(Total)
Tygerberg
West
Tygerberg
East
South
Peninsula
Oostenberg
Nyanga
Mitchells
Plain
Khayelitsha
Helderberg
Central
Blaauwberg
Athlone
0
Source:- City Health
City of Cape Town
Page
16
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
Governance and management
Increased importance placed on cities internationally as centres of economic, social and governance
activity calls for new, innovative and decentralized types of governance. Modern forms of governance
are characterized by better intra-municipal coordination, improved intergovernmental cooperation,
additional levels of governance, i.e. a sub-council system, more meaningful civil society participation and
greater autonomy for various parts of the metropolitan city.
The challenges facing Cape Town cut across the responsibilities of all spheres of government and civil
society. Through adopting the Inter Governmental Relations Policy and approving the intergovernmental
12 point plan the City of Cape Town acknowledges the need for closer intergovernmental cooperation
and alignment.
The City aims to improve its own governance by putting in place effective zoning systems, efficient EIA
processes and reducing red tape for businesses and city residents.
Public Needs
The City of Cape Town executed a public engagement process during October and November 2006.
Eight public workshops were held as part of a national imbizo and sixty seven ward and sub-council
workshops were held where members of the public could vote for priorities in their community. Six
thousand nine hundred and eighty six people (6 986) attended these meetings. Participants were also
given an opportunity to submit project proposals to be considered for funding from local (Ward) budgets
or as part of the City-wide corporate capital budget.
Information obtained from the participants in the public workshops as well as through e-based inputs and
written inputs showed that housing and job creation were the most important priorities.
City of Cape Town
Page
17
5 Year Plan (IDP) for Cape Town
30
Provisional Draft to Mayco
15 March 2007
26
25
20
17
15
10
5
12
11
6
8
10
5
2
3
an
sin
Cl
e
Ba
sic
Se
rv
ic
es
g/
S
a
Cl
ni
in
ta
ic
t io
s
n
an
d
H
ea
lt h
Ho
us
in
Jo
g
b
Ro
Cr
ad
ea
tio
&
pa
n
ve
Sa
m
fe
en
ty
ts
&
Se
So
cu
cia
rit
y
lF
ac
ilit
ie
St
s
re
et
Li
gh
ts
Tr
an
sp
or
t
0
Source:- IDP Office Summary. January 2007
City of Cape Town
Page
18
5 Year Plan (IDP) for Cape Town
3
Provisional Draft to Mayco
15 March 2007
The 5- YEAR IDP Strategy and Strategic Focus Areas
The following figure illustrates the City’s IDP Strategy. Of primary importance is the shared growth and
development strategic focus area. It aims to achieve the national target of a 6-8% growth in the Gross
Geographical Product of Cape Town and human capital development. This will be done by strengthening
the pillars of urban efficiency, which means getting all the required infrastructure and resources in place,
as well as improving institutional effectiveness. Human development will be achieved through
improvements in the material status of individual residents, households and the city’s population as a
whole.
Goals:
A prosperous city
Effective and equitable service delivery
A well governed and efficiently run
administration
5 YEAR PLAN FOR THE CITY
• Shared economic growth and
• development
•Sustainable Urban Infrastructure and
Urban
Efficiency
Services
•Public Transport Systems
•Integrated Human Settlements
•Safety and Security
•Health, Social and Human Capital
Institutional
Effectiveness
Development
•Good Governance and Regulatory
reform
Figure 1.1 Strategic Framework
Taking the city’s challenges, its vision statement and other strategic considerations into account, the City
has opted for 7 strategic focus areas that form the framework of the five year plan for the City. These
strategic focus areas function as internal strategic levers to facilitate shared growth and development
and enable urban efficiency and institutional effectiveness.
In order to ensure that the City achieves the implementation of its strategic intent, key objectives were
identified for each of the seven strategic focus areas. These objectives form the platform to cascade
strategy and the allocation of City resources downwards into the organisation. (Refer to Annexure E for
a summary of the strategic focus areas and aligned objectives)
City of Cape Town
Page
19
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
These objectives will be used to further develop Key Performance Indicators against which City
performance, implementation monitoring and reporting will be done. To ensure the operational
implementation of the key objectives for the City, programmes have been identified that will form the
basis for projects that will be implemented at operational level. These programmes will be monitored at
departmental and directorate level. A summary of the planned programmes is presented in Annexure E.
A table of the focus areas and the core objectives to which they give rise appears below.
Strategic Focus Area 1:Shared Economic Growth and
Development
A strategy to attract investors,
business and visitors and to grow
and retain existing businesses is
vital.
This can be done by the creation
of a strong enabling environment
for business. This includes
mechanisms to facilitate easy
and regular interaction between
investors, business and the City.
Small
business
enterprise
support with a specific emphasis
on the development of the 2nd
economy and skills development
are other key focus areas.
Investment in transport and other
infrastructure,
including
information
communications
technology
are
important
enablers of economic growth and
poverty reduction.
The City also recognises the
need to protect and manage its
natural resource heritage.
The delivery focus will be on
unlocking
economic
development, job and business
opportunities within the Cape
Town area through the City’s
Economic
and
Human
Development Strategy.
Strategic Focus Area 2:Sustainable
Urban
Infrastructure and Services
A small percentage of the city’s
increasing population does not
have access to basic services.
Increasingly-stressed
infrastructure
is
impairing
sustainable service delivery,
social
development
and
economic growth in Cape Town.
City of Cape Town
Core objectives
Objectives:-
1A Creating an enabling
environment for the
economy to grow
1.1 Develop new and strengthen existing
partnerships to meet the City’s strategic objectives
in investment and tourism.
1.2 Develop and implement LED initiatives.
1.3 Strengthen the City’s tourism capability and
events management calendar 365 days a year.
1.4 Develop and grow SMME opportunities through
2010, supply chain management and other
partnerships. Strengthen linkages between the first
and second economies to encourage SMME
development.
1.5 Direct investment into strategic infrastructure
where economic benefits are demonstrated.
1.6 Proactively support the formal business
environment.
1.7 Develop skills to support the growing sectoral
economy and to provide access to opportunities.
Prioritise skills development based on the needs of
the local economy, to support continued economic
growth and access to opportunities.
1.8 Develop policy to encourage economic growth,
job creation and broader participation.
1.9 Support the expansion and development of
established businesses to strengthen the city’s
economic base and competitiveness.
1.10 Support an enabling environment for the
development of opportunities.
1.11 Prepare for hosting of the FIFA 2010 World
Cup in the City of Cape Town in accordance with
FIFA’s requirements and the City’s developmental
objectives
1B Preparations for
Hosting of the FIFA
2010 World Cup in the
City of Cape Town in
accordance with FIFA’s
requirements and the
City’s
developmental
objectives
Core objectives
2A Universal access to
basic service
Objectives:2.1 Reduce backlogs in line with national objectives
for basic services.
2.2 Large or bulk infrastructure programmes that
are essential must receive priority.
2.3 Develop an integrated programme” approach to
infrastructure and service planning and
budgeting.
2.4 Develop demand management programmes for
water, electricity, waste and transport and
reduce attendant pollutants.
Page
20
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
The reality is that all the
infrastructure
requirements
cannot be met simultaneously,
given the limitations of the
current budget and the financing
models.
Ecologically sustainable forms of
infrastructure should also be
taken into consideration.
Reduced resource flows and
lower levels of pollutants would
also contribute to improved living
environments.
An approach based on demand
management to relieve pressure
on infrastructure development,
resource impacts and capital
expenditure is urgently needed.
2B Conservation of
natural resources
Strategic Focus Area 3:- Public
Transport Systems
Core objectives
Objectives:-
3A
Improve
public
transport system and
services
3.1 Improve public transport services and secure
new investment in infrastructure
3.2 Promote use of public transport. Creation of a
unified road-based public transport system
utilising the optimum mode for a particular
route/corridor. Promote use of public transport
to access all facilities and services and reduce
the need to use private cars.
3.3 To reduce demand for travel and to create
conditions for all day public transport services.
3.4 Integration of Land Use and Transport
3.5 Ensure that freight moves efficiently and safely
within the City
3.6 Develop and implement a transport asset
management plan for the City.
Core objectives
Objectives:-
4A
Improve
and
develop
Integrated
Human Settlements
4.1 Transform dormitory suburbs into areas which
support a greater mix of land uses, offer a
range of amenities and are socially mixed
facilities
4.2 Put in place policy and spatial planning
frameworks that will facilitate the development
of integrated human settlements.
4.3 Development and implementation of a
incremental housing programme
4.4 Development of new housing opportunities
4.5 Increase rental stock through social housing
partnerships.
4.6 Redress land ownership inequities by providing
Housing
based
on
Restitution
claim
settlements.
4.7 Facilitate gap housing programmes through
partnerships with Banks and private sector
developers.
Transforming and restructuring
public transport systems to
ensure that investment in public
transport does not only focus on
transport
but
also
the
improvement in the spatial
development
of
the
City.
Integration of land use and
transport
through
Integrated
Transport Corridors and the
building of homes close to
transport corridors is needed to
ensure improved access to
community facilities (such as
clinics
and
schools)
and
economic opportunities (including
shopping areas). The need for a
public transport authority is a
prerequisite to integration.
Strategic Focus Area 4:Integrated Human Settlements
The need for integrated human
settlements is one of the key
challenges facing the city. Te
main
human
settlement
challenges include the estimated
350
000
families
without
adequate access to shelter.
The apartheid urban landscape
remains largely unchanged with
new
assisted
housing
developments generally located
on the periphery, far from work
opportunities, amenities
and
facilities.
New and existing settlement
areas are characterised as unifunctional “housing areas” with a
City of Cape Town
2C Effective
management of City’s
Infrastructure and
Resources
4B Delivery of housing
opportunities
2.5 Reduce impact of flooding on community
livelihoods and regional economies
2.6 Conserving biodiversity and improving quality
living environments through greening, education
and access
2.7 Safeguard human health, protect natural
aquatic environments, and improve and
maintain recreational water quality.
Page
21
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
lack of integration with other land
uses and transportation.
Strategic Focus Area 5:- Safety
and Security
The negative impact of the
current level of crime in Cape
Town on attracting international
and national investment on the
quality of life and the retention of
human capital and as well as the
potential risk to the 2010 Word
Cup Soccer event, is without
doubt one of, if not the most
important, strategic challenge.
The focus is on integrating the
efforts of all spheres of
government, business and the
public to work together to further
strengthen and align the activities
of law enforcement agencies, the
criminal
justice
system,
emergency and disaster risk
management services.
Strategic Focus Area 6: Health,
Social and Human Capital
Development
Cape Town as a city is a
reflection of the broader South
African Society, with a dichotomy
of rich and poor, skilled and
unskilled,
wellness
and
pathology. It is also characterized
by vulnerable groups that find
themselves on the margins of
soceity i.e. youth, women, the
disabled and those affected by
extreme poverty. When social
and human capital is low, the
social fabric of society begins to
disintegrate.
In large parts of Cape Town this
manifests as high incidences of
drug and alcohol abuse, gang
affiliation, crime against property
and people, especially women
and children. HIV/AIDS/STIs and
TB are yet other challenges that
are closely linked to the social
and human capital capacity of
citizens.
Strategic Focus Area 7. Good
governance and regulatory
reform
To effectively execute various
institutional improvements and to
City of Cape Town
15 March 2007
4.8 Develop and maintain zoned public open
spaces, cemeteries, resorts and beaches
Core objectives
Objectives:-
5A Foster a safe and
secure environment
5.1 Community
and
youth
development
programmes directed at reducing crime and
lawlessness.
5.2 The improvement of urban design to reduce
crime and emergencies;
5.3 The on-going expansion of the CCTV network
covering key economic and transport locations
as well as crime hot spot areas.
5.4 Improve law enforcement (traffic policing,
licencing
services
and
general
law
enforcement) through more visible actions;
5.5 Development of disaster risk assessment and
development of pro-active disaster prevention
and response plans.
5.6 Fast, efficient and equitable emergency
response to safeguard life, property, the
environment and livelihoods.
Core objectives
Objectives:6.1 Facilitate the provision of childcare facilities and
services to promote holistic childhood
development
6.2 Use of Community Amenities and Facilities to
implement programmes that impact on antisocial behaviour (eg Drugs and Crime)
6.3 Implementation of programmes to address the
plight of Street People
6.4 Provision of effective environmental health
services including Air Quality Management and
Pollution Control programmes (Including noise
pollution).
6.5 Provision of effective primary health care
services in close collaboration with Provincial
Health Services with a special emphasis on
maternal and child health care and
HIV/AIDS/STI and TB control.
6A Facilitating the
development of a
healthy and socially
inclusive society
Core objectives
Objectives:-
7A Ensuring enhanced
service delivery with
efficient
institutional
arrangements
7.1 Optimising the development of our Organisation
staff structure, strategies, policies and promote
skills development.
7.2 Enhance service delivery through exploring
Page
22
5 Year Plan (IDP) for Cape Town
give effect to the IDP challenges
there is a high priority need to
optimise the organization. The
focus, therefore, is on an
intensive effort to develop and
sustain a much improved City
Administration
as
well
as
improving
the
Regulatory
Environment to maximise the
impact of public investment and
service
delivery
on
the
development potential of Cape
Town.
Provisional Draft to Mayco
7B Management of key
financial areas such as
income control, cashflow, indigent support,
alternative
income
opportunities,
asset
management and risk
management
7C Establish effective
community engagement
channels
15 March 2007
alternative service delivery mechanisms.
7.3 Strategically utilise information technology,
validated data bases and systems to support
the transformation of public services to provide
better and more efficient government and
reporting structures.
7.4 Improve the service culture and workplace
ethics by accomplishing sound financial
governance; improved accountability and
transparency.
7.5 Management of key financial areas such as
income control, cash flow, indigent support,
alternative
income
opportunities,
asset
management and risk management.
7.6 Improve the regulatory environment through
conducting
policy
and
by-law
review
(Bureaucratic red tape).
7.7 Establishment
of
representative
Ward
Participatory Mechanisms
7.8 Improvement of community satisfaction
Unpacking the 5 Year IDP Strategic Focus areas into strategic responses, objectives and
programmes for budgeting and operational implementation
Visionary
Framework
Realities and
Challenges
7 Strategic
Focus Areas
Prioritisation
Strategic
Choices
Objectives
Programmes
KPI’s
Projects
City
Scorecard
Directorate
Scorecards
Departmental
Targets
Funding
Regime
Budgets
Scorecards
The IDP Strategic Focus Areas
Strategic Focus Area 1: Shared Economic Growth and Development
Poverty and unemployment reduction, balanced growth targets, capital inflows (foreign and local) and
good corporate governance are the foundation on which contemporary economic plans find longer shelf
life.
The Western Cape, as a province, is the third largest contributor to South Africa’s GDP (Gross Domestic
Product). An estimated 76% of the provincial GGP is attributable to the Cape Town. The City works
against a backdrop of sizeable economic challenges, including high levels of inequity and poverty,
City of Cape Town
Page
23
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
relatively low levels of economic growth, a mismatch of skills supply and demand and low levels of
industry competitiveness in relation to global players. The City, in partnership with the province and
others, attempts to meet these challenges by facilitating activities that support economic growth and
poverty reduction in Cape Town.
Economic development is achieved when there is an improvement in the material status of individual
residents, households and the city population as a whole. This is a central goal and the City’s Economic
and Human Development Strategy provides further guidance on the key priorities to develop and
broaden participation in the formal economy, grow the formal and informal economies of the poor and
ensure integration of the first and second economies.
A number of actions and interventions are needed to ensure the city’s economic and development goals
are achieved. The priorities include:
* supporting the developed economy through a focus on primary growth and new growth sectors;
* ensuring that the Cape Town brand is managed and marketed to attract investors, business and
visitors; and
* active investment promotion to grow and retain existing investments and businesses.
The creation of an enabling environment for the economy to grow and be shared is critical. To support
the developed economy, mechanisms to facilitate the easy and regular interaction between investors,
business and the City are important.
The City will actively pursue establishing one entry point for
investors and businesses which provides comprehensive development facilitation services. It plans to
hold regular business briefings with senior City representatives and to simplify, within is ambit, regulatory
and administrative processes.
It is widely accepted that successful Small Medium and Micro Enterprises (SMME) decrease the burden
on the state. One successful SME, on average, provides an income for more than one household. If an
average household is unemployed, the burden on the state increases dramatically. Social security,
safety, health and community development are just a few of the areas on which unemployment impacts.
Therefore, the City of Cape Town will prioritise the facilitation of SMMEs through programmes such as
the Red Door project and complement it with other initiatives such as developing relations with key cities
across South Africa and the rest of the world.
Prioritising skills requirements in the different sectors in order to unlock economic growth is another
important focus. Creating an adaptable environment where people possess an ability that can be applied
to different environments is a desired outcome. Perceptions of one career for life should be challenged
and the focus should be on developing skills to match sector needs, fostering entrepreneurship,
City of Cape Town
Page
24
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
employment readiness and life skills training. Specific sectors and skills that need attention include
artisan training and information technology skills.
Public transport and investment in other strategic infrastructure follows as the next logical priority. An
integrated transport system that provides people and goods with mobility will be a strategic lever in
enhancing our competitive capabilities. The provision of basic services and investment and leveraging of
infrastructure is core to ensuring sustained economic development.
High telecommunications costs and the lack of low-cost internet access make it extremely difficult for
citizens to access opportunities and connect with the rest of the world. This is a major obstacle in the
way of developing economic growth and connecting people with each other and the rest of the world.
Free or low-cost internet supported by the development of a metropolitan wide area network which is
wireless enabled for example, will support economic growth in the city and region.
A sustainable environment is essential for economic growth. The City of Cape Town believes in
balancing the need of the market economy with that of the environment. Managing the city’s natural
resource and built heritage is vital as it is the basis for much of the city and region’s competitiveness and
will support a sustainable future.
IDP response:
 Resource allocation: The City will identify services that will have the maximum impact on economic growth
and will prioritise the allocation of resources towards those services and Council functions.
 The marketing of focused investment proposals: The delivery focus will be on unlocking economic
development, job and business opportunities within the Cape Town area by means of focussed strategic
interventions.
 Municipal entities/Strategic partnerships: In order to achieve economic growth targets, the City will attract
high value partners, attract investment and will support strategic partners that contribute towards the
achievement of enhanced economic growth and development in the City. The City will engage more proactively with investors to enable private sector investment to support broader city goals (E.g. Inner City
partnership, Urban Development Zones).
 Investment in Infrastructure that enables economic growth: Investment in transport and other
infrastructure, including information communications technology is considered to be important enablers of
economic growth and poverty reduction. The City will ensure the provision of basic services and access to
social services and human resource development in areas of need.
 Small business and economic participation: The City will support the needs of small business, broaden
economic participation, promote entrepreneurship and build and foster networks to sustain economic
development initiatives at community level.
 Protection of natural resources: The City will create an environment that is conducive for growth and
development while at the same time protecting the environment to ensure sustainability.
 Creating an enabling environment: The City will actively engage stakeholders to encourage a cheaper
telecommunication platform within the City Of Cape Town and will implement measures to cut red tape in
order to promote investment growth. The City will work towards the alignment of skills development, training
and educational systems of the City and business
City of Cape Town
Page
25
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
Objectives:(See Annexure E for details of programmes to achieve objectives)
Core Objective 1A – Creating an enabling environment for the economy to grow.
1.1 Develop new and strengthen existing partnerships to meet the City’s strategic objectives in
particular investment and tourism.
1.2 Develop and implement LED initiatives.
1.3 Strengthen the City’s tourism capability and events management calendar 365 days a year.
1.4 Develop and grow SMME opportunities through 2010, supply chain management and other
partnerships. Strengthen linkages between the first and second economies to encourage SMME
development.
1.5 Direct investment into strategic infrastructure where economic benefits will be demonstrated.
1.6 Proactively support the formal business environment
1.7 Develop skills to support the growing sectoral economy and access to opportunities.
Prioritise skills development based on the needs of the local economy, to support continued
economic growth and access to opportunities.
1.8 Develop policy to encourage economic growth, job creation and broader participation.
1.9 Support the expansion and development of established businesses to strengthen the city’s
economic base and competitiveness.
1.10 Support an enabling environment for the development of opportunities.
Core objective 1B – Preparations for hosting of the FIFA 2010 World Cup
1.11 To prepare the city for the hosting of the FIFA 2010 World Cup events in accordance with
FIFA’s requirements and the City’s developmental objectives
Strategic Focus Area 2: Sustainable Urban Infrastructure and Services
The city aims to ensure that all facets of development occur in a meaningful and sustainable manner.
The current unsustainable growth patterns threaten the City’s primary economic asset – its diverse and
rich natural resource base.
Urban infrastructure and related services that are developed in a sustainable way enable social and
economic development and reduce the environmental impact of physical development. Infrastructure
and services encompass the availability of water, sanitation, electricity, roads, stormwater and waste
management.
The unplanned growth of informal settlements is adding to the city’s service delivery backlogs.
Inadequate resourcing and staffing impedes the City of Cape Town’s ability to meet the growing service
City of Cape Town
Page
26
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
delivery needs. An integrated planning, budgeting and development approach is needed to improve
infrastructure and services and to attempt to find the necessary balance in sustainable resource use.
Increasingly-stressed and failing infrastructure is impairing sustainable service delivery, social
development and economic growth in Cape Town. Backlogs are defined as including:

basic service backlogs;

backlogs arising from the need to rehabilitate or upgrade failing infrastructure or to replace
redundant, but essential bulk infrastructure and equipment; and

infrastructure required for planned or unplanned growth and development needs.
An approach based on demand management to relieve pressure on infrastructure development,
resource impacts and capital expenditure is urgently needed.
The reality is that all infrastructure requirements cannot be met simultaneously, given the limitations of
the current budget and budget method to implement these and other service requirements. To create
alignment and balance and reduce the growing dependency on currently available funds, some key
strategic objectives should be identified to avoid service interruptions in the future and to ensure that the
City meets minimum service requirements.
In addition, there are special medium-term requirements due to the City’s commitment to host the 2010
World Cup that increases funding needs. Each service’s summary of strategic issues gives an indication
of planning and execution requirements.
Environmental Resource Management
The natural environment of Cape Town is threatened by unsustainable development and consumption of
resources. Current integrated environmental education, capacity building, outreach and advocacy
programmes are important social change instruments towards promoting environmentally responsible
decisions, actions and preserving our globally recognised rare and endangered ecosystems. The
implementation of energy and resource efficient practices and technologies facilitates improved
environmental performance, in line with international best practice.
Water Services and Waste Water Treatment (Sanitation) Services
Cape Town’s and the immediate region’s sustainable water supply are being threatened by a
combination of growth and development, uncontained demand and unrealistically low tariffs. On
completion, the Berg River supply dam will only satisfy demand until 2014, which requires alternate
strategies. Many key bulk infrastructure upgrade or development projects cannot be prioritised due to
budget limitations and have severe service implications for both potable water supply and waste water
treatment/sanitation services in the near future. Water demand management must reduce water
City of Cape Town
Page
27
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
consumption in view of the possible impacts of climate change, population growth and a pattern of
increasing consumption.
Solid Waste Management
Bulk waste management infrastructure, specialised equipment investment needs and growing waste
volumes are directly linked to population growth, industrial development and increases in tourism. A new
multipurpose, replacement landfill and a system of transfer stations must be established as the existing
landfills are filling up and will not be able to cope with increasing waste volumes during the next five
years.
The rehabilitation of disused, full landfills and dumps in the city is long overdue and is a
compliance issue in terms of the MFMA and operating permit conditions. The existing waste collection
vehicle fleet has an average life of eight years and is not reliable enough to sustain effective and efficient
service delivery. Due to growth, services need to be optimised and expanded but balanced by the
introduction of waste minimisation partnerships. Waste minimisation, linked to the future enablement of
recycling through partnerships with various key industries and other stakeholders, has true sustainable
economic potential.
Electricity Services
Electricity service availability and access backlogs stem from the electrification programme of informal
settlements and low-cost housing programmes. Bulk infrastructure backlogs relate to the ageing Medium
Voltage infrastructure (switchgear), or to new growth in certain areas.
The City’s Electricity Dept
services approximately 75% of the city’s customers, with areas in the north and the south being serviced
by Eskom. However, approximately half the poor households are serviced by Eskom. This requires
cooperation between the Electricity Dept and Eskom for the electrification programmes. The City will
continue to engage with Eskom, Provincial and National Government on energy matters to support the
city and regions economic growth. An energy and climate change strategy, including energy demand
management and investment in green energy will be key to sustainable growth and to prevent costly
interruptions to the economy in Cape Town.
Roads and Stormwater
The city's road infrastructure network (including bridges and other road side furniture) requires a very
large capital input to reconstruct and rehabilitate existing inadequacies that influence and impact both on
living an travel conditions and on the cost of doing business. Growth and development needs are also
increasing, influencing budget decisions.
Previous development has impeded spatial connectivity within the city, which in turn limits access to
economic opportunities. Transport and public transport in particular, is one of the critical success factors
for the 2010 World Cup. Regional linkages by road (and other transport modes) to surrounding areas
and towns also needs attention to improve economic and tourism growth. However, vital road
City of Cape Town
Page
28
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
infrastructure links and reconstruction projects cannot be programmed due to severe staff shortages and
budget restrictions.
Catchment, Stormwater and River Management involves both flood risk management and the protection
of receiving waters (rivers, sea, etc) from pollution conveyed by the stormwater drainage system in a
manner that ensures public health and safety as well as enhancement of both the built and natural
environments. Formal risk reduction and mitigation programs focussing on vulnerable communities are
being prioritised given the adverse socio-economic impacts of flooding. Although the City’s recreational
waters are generally considered safe for contact recreation, an integrated approach to the management
of urban water is required to arrest deteriorating water quality in certain watercourses.
IDP response:
 Targeted support to the indigent: The City will move away from the blanket provision of basic free) services to
all its residents to a system of targeted support to the indigent.
 Equitable Service Delivery: The City will strive to enable access to equitable basic services.
 Public (National, Province, local, SOEs, Public & Municipal entities) Infrastructure Led Growth: The City will
embark on a consistent long term development path by using public infrastructure investment as a platform and
catalyst.
 Containment, densification and infill: The geographic growth of the City will be restricted to the existing footprint
and densification and the development of vacant and underutilized land will be encouraged.
 Sustainable urban infrastructure: The City will provide leadership and develop implementation plans for projects
that will limit demand growth on water, electricity, waste and the demand on travel and transport resources and
offer opportunities for alternative forms of energy and recycling. The City will consolidate, protect and improve
access to natural resources.
Objectives:(See Annexure E for details of programmes to achieve objectives)
Core Objective 2A – Universal access to basic services
2.1 Reduce backlogs in line with national objectives for basic services.
2.2 Large or bulk infrastructure programmes that are essential must receive priority.
Core Objective 2B – Conservation of natural resources
2.3 Develop demand management programmes for water, electricity, waste and transport and reduce
attendant pollutants.
2.4 Consere biodiversity and improve quality living environments through greening, education and
access
2.5 Reduce impact of flooding on community livelihoods and regional economies
Core Objective 2C – Effective management of the City’s infrastructure and resources
2.6 Develop an “integrated programme” approach to infrastructure and service planning and
budgeting.
2.7 To safeguard human health, protect natural aquatic environments, and improve and maintain
recreational water quality.
City of Cape Town
Page
29
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
Strategic Focus Area 3: Public Transport Systems
The focus is to create maximum opportunity through transport, for all residents and visitors to enjoy the
full social, economic and environmental opportunities that Cape Town has to offer. This means
transforming and restructuring the public transport system for the benefit of existing users and in order to
attract new users. Key to this is to move away from the historic commuter system, where services are
designed only for peak periods, to a public transport system with greater route permanence outside the
peak periods and over week-ends and public holidays. The extended services should also cater for the
needs of tourists and shift workers.
The enforcement of existing public transport priority lanes and the introduction of new priority lanes on
strategic segments of the public transport route network are seen as a priority to aid the movement of
public transport vehicles to the various employment areas. The needs of special categories of people
should also be catered for in mainstream public transport services.
There is also a need to integrate land use and transport and to properly align planning processes and
policies. Integrated transport corridors should be planned. Increased residential densities will provide
the necessary thresholds to ensure a supportive environment for public transport.
Decentralised and local economic development and appropriate development around public transport
interchanges are needed to reduce the dependency on motorised travel and to create conditions for
lower cost non-motorised transport and universal access. A prerequisite to an effective public transport
system is sustained enforcement, management of interchanges and transport assets and a regulatory
environment to improve the operation, image and attractiveness of public transport. Integration with
human settlement development and related infrastructure are also critical success factors. The focus on
public transport systems requires an integrated capital investment approach with the planning of roads
as the road based public transport systems - bus and taxi - operate on the public road network.
Currently, the responsibility for managing public transport services is extremely fragmented and the need
for a metropolitan transport authority is seen as a prerequisite to achieve an integrated public transport
system. Although there is a need to improve the public transport system for the FIFA 2010 World Cup,
the ultimate objective is create a public transport legacy that will serve Cape Town beyond the event.
City of Cape Town
Page
30
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
IDP response:
 Mobility: The City will move away from the historic commuter system, where services are designed only for
peak periods, to a public transport system with greater route permanance outside the peak periods and over
week-ends and public holidays.
 Transport Interchanges: Transport interchanges will be prioritized as hubs of economic development where
socially inclusive communities can develop.
 Transport as enabler of growth: The City will embark on a programme of large scale investment in public
transport infrastructure in support of 2010 linked economic growth and development infrastructure.
 Priority lanes: The City will enforce existing public transport priority lanes and introduce new priority lanes on
strategic segments of the public transport route network.
 Freight: The City will promote the reduction of road based freight traffic by facilitating a shift to rail based
freight transporting and to leverage and support rail rolling stock upgrade and improved efficiencies in rail
operations.
 Promoting Public Transport: The City will improve transport services through multimodal integration, the
application of Intelligent Transport Systems and by securing new investment in infrastructure.
Objectives:(See Annexure E for details of programmes to achieve objectives)
Core objective 3A – Improve public transport system and services
3.1 Improve public transport services and secure new investment in infrastructure
3.2 Promote use of public transport. Creation of a unified road-based public transport system
utilising the optimum mode for a particular route/corridor. Promote use of public transport to access
all facilities and services and reduce the need to use private cars.
3.3 To reduce demand for travel and to create conditions for all day public transport services.
3.4 Integration of Land Use and Transport
3.5 Ensure that freight moves efficiently and safely within the City
3.6 Develop and implement a transport asset management plan for the City.
Strategic Focus Area 4: Integrated Human Settlements
Integrated Human Settlements are a major driver of demand for services and hence have an impact that
affects most of the other strategic focus areas. For example, the major portion of the road infrastructure
backlog is related to the delivery of housing units.
Housing and the need for truly integrated human settlements remains one of the key challenges facing
the city. The focus is therefore on accelerated housing provision, ensuring land utilization is well
planned, managed and monitored and on creating living environments that have adequate access to
economic opportunities, educational, recreational and cultural activities, health, welfare and police
services, are planned and implemented on sustainable development principles and with due recognition
of the need for energy, water and waste efficiencies and offer a mix of housing and tenure options.
Coordinated strategic planning and budgeting across directorates is essential housing delivery and
improve the development of sustainable human settlements.
City of Cape Town
Page
31
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
The key challenges facing the city with regard to the development of integrated human settlements
include:

Urban sprawl and the current urban form, especially in the middle and upper income areas of the
city, as they do not support the development of a viable public transport system or make effective
and efficient use of existing infrastructure

Reinforcement of socio-economic and racial settlement patterns established under apartheid and
the poor functioning of the housing market in low-income areas

Incorporating sustainable development principles within integrated human settlement development

An estimated 300 000 families are without adequate access to formal housing. With the high
unemployment rate, the situation is likely to worsen in future. To address this backlog effectively,
the City needs to deliver approximately 20 000 housing opportunities per annum for the next 10
years. Two factors currently make it difficult for the City to meet this target. Firstly, available
financial resources will only deliver approximately 7 500 housing opportunities per annum.
Secondly, the lack of sufficient technical, planning, financial and social facilitation capacity have
resulted in the present delivery rate being approximately 4 500 housing opportunities per annum

New subsidized housing developments are still generally located on the periphery, far from work
opportunities, amenities and facilities

The management and financial challenges associated with the administration of some 43 000
rental units

The threat land invasions pose to the City’s plans for orderly and accelerated housing delivery.
IDP response:
 Housing plan: A medium to long term plan for housing will be developed with the key focus on land acquisition
which aligns with the City’s spatial development framework.
 Access to land for housing: The City will shift the focus away from the provision of houses to incremental,
serviced sitse, self-help, integrated development projects and will focus on the facilitation of gap housing and
implementation of social housing. The City will identify areas of economic and settlement growth which do not
threaten agricultural land, cultural landscapes and/or natural areas that merit protection and make effective and
efficient use of existing infrastructure.
 Land restitution: The City will start with the implementation of its social and land restitution housing
programme with identified external partners, such as the implementation and facilitation of GAP housing with
banking partners and the private sector.
 Housing authority: The City will establish itself as a level 1 accredited housing authority.
 Informal Settlements: The City will investigate how best to implement in-situ informal settlement upgrades as
a mechanism of increasing access to housing. A zero tolerance approach will be taken in respect of land
invasions.
 Spatial Integration: The City will transform dormitory suburbs into areas which support a greater mix of land
uses, offer a range of amenities and are socially mixed by formulating urban renewal plans supported by public
investment in strategic areas and public/ private partnerships.
 Social Housing: The City will improve rent collection, effective and efficient maintenance of units and dealing
with problems related to unlawful occupations and social problems involving shebeens and gangsterism.
City of Cape Town
Page
32
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
Objectives:(See Annexure E for details of programmes to achieve objectives)
Core Objective 4A – Improve and develop integrated human settlements
4.1 Transform dormitory suburbs into areas which support a greater mix of land uses, offer a range of
amenities and are socially mixed facilities
4.2 Put in place policy and spatial planning frameworks that will facilitate the development of integrated
human settlements.
4.3 Development and implementation of a incremental housing programme
Core Objective 4B – Delivery of housing opportunities
4.4 Development of new housing opportunities
4.5 Increase rental stock through social housing partnerships.
4.6 Redress land ownership inequities by providing Housing based on Restitution claim settlements.
4.7 Facilitate gap housing programmes through partnerships with Banks and private sector developers.
4.8 Develop and maintain zoned public open spaces, cemeteries, resorts and beaches
Strategic Focus Area 5: Safety and Security
The focus is on integrating the efforts of all spheres of government, business and the public to work
together to further strengthen and align the activities of law enforcement agencies, the criminal justice
system, emergency and disaster risk management services to reduce the current levels of crime and
vulnerability and to improve safety and security. Improved safety and security is an important foundation
for accelerated and shared growth.
The negative impact of the current level of crime in Cape Town on attracting international and national
investment and tourism; on the quality of life of our citizens and visitors, businesses, on the retention of
human capital and the potential risk on the 2010 Word Cup Soccer event, is without doubt one of, if not
the most important, strategic challenge facing this City. If Government wants to win public and investor
confidence, it needs to implement a more disciplined approach to addressing this strategic imperative.
However, it is not only crime that is the only safety threat to the City. Current levels of vulnerability to fire,
flooding and other natural or human-induced hazards, and the impact of these hazards on communities,
and the environment are negatively impacting on development and growth, and in some cases inhibiting
or destroying hard-won advances. There is a clear need for an efficient emergency response but also
focused action on eliminating or reducing disaster and human risk and vulnerability through all means
available.
City of Cape Town
Page
33
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
In the context of the City’s Administration, a more proactive rather than a reactive approach will be
followed. The City will contribute to accelerated and shared growth by significantly improving its
performance in respect of traffic policing, by-law enforcement, crime prevention, emergency response to
natural and human-induced hazards, eliminating and reducing disaster risk, and softening the impact of
major incidents and disasters. An integral part of these initiatives is to work more closely with other
public institutions, business and the public.
This strategic area is a focus of National Government, the Intergovernmental Developmental Agenda for
Cape Town and the 2010 World Cup Soccer Event. It is also directly linked to the shared growth and
development, integrated human settlements, and health, social and human capital development strategic
focus areas.
IDP response:
 Internal Management Efficiency: Functional departments will focus on their constitutional mandate and
required outcomes in order to facilitate a safer City.
 Stakeholder Collaboration: The City will focus on integrating the efforts of all spheres of government,
business and the public to work together to further strengthen and align the activities of law enforcement
agencies, the criminal justice system, municipal courts, emergency and disaster risk management services to
reduce the current levels of crime and vulnerability to improve safety, security and resilience in all areas as an
important foundation.
 Disaster Risk Prevention: The City will contribute to accelerated and shared growth by significantly
improving its performance in respect of traffic policing, by-law enforcement, crime prevention and emergency
response to natural and human-induced hazards. Disaster risk will be reduced and eliminated where possible
by softening the impact of major incidents and disasters. (Refer to Annexure C for more details).
 Social Crime Prevention: The City will focus on social crime prevention programmes directed at reducing
crime, high incidences of drug and alcohol abuse, gang affiliation, crime against property and people,
especially women and children.
 Urban design: The City will focus on improvement of urban design that reduces crime and emergencies.
 Protection and crime prevention: The City will implement a fast, efficient and equitable emergency
response to safeguard life, property, the environment and livelihoods.
 Police Plan: A police plan will be drafted to focus on bylaw and traffic enforcement as key priorities, with a
high focus on land invasion control and drug dealing properties. Targets will be set for driver’s licence testing
stations – a maximum wait time for a booking will be set.
Objectives:(See Annexure E for details of programmes to achieve objectives)
Core objective 5A – Foster a safe and secure environment
5.1 Community and youth development programmes directed at reducing crime and lawlessness
5.2 The improvement of urban design to reduce crime and emergencies;
5.3 The on-going expansion of the CCTV network covering key economic and transport locations as
well as crime hot spot areas.
5.4 Improve law enforcement (traffic policing, licencing services and general law enforcement)
through more visible actions;
City of Cape Town
Page
34
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
5.5 Development of disaster risk assessment and development of pro-active disaster prevention and
response plans.
5.6 Fast, efficient and equitable emergency response to safeguard life, property, the environment
and livelihoods.
Strategic Focus Area 6: Health, Social and Human Capital Development
Cape Town is a reflection of the broader South African society, with rich and poor, skilled and unskilled
living side by side. It is also characterized by vulnerable groups that find themselves on the margins of
mainstream i.e. youth, women, the disabled and those affected by extreme poverty.
Health, social and human capital development is about investment in people, be it at an individual or
community level. While human capital refers to an individual’s skills, knowledge and ability to pursue
livelihood strategies, social capital is concerned with the connections and interactions amongst
individuals, their networks and social resources. When social and human capital is low, the social fabric
of society begins to disintegrate. In large parts of Cape Town this manifests as high incidences of drug
and alcohol abuse, gang affiliation, crime against property and people, especially women and children.
HIV/AIDS, Sexually Transmitted Infections (STIs) and Tuberculosis (TB) are other significant challenges
that are closely linked to the social and human capital capacity of citizens.
An investment in health, social and human capital is a critical cornerstone of transforming service
delivery to attain sustainability, active community engagement and good governance. Health, social and
human capital development cannot be attained by a singular department or governmental or nongovernmental entity, but has to be incorporated into all developmental and service delivery strategies
and delivery arms of government, be it housing, transport, education, human resources, etc. A healthy
city made up of healthy individuals and communities is an essential ingredient to maximising social and
human capital development and economic opportunities.
All spheres of government are tasked with pursuing this agenda of health, social and human capital
development as per the Constitutional mandate of Council. Collaborative efforts are therefore essential,
with the City of Cape Town pursuant of a developmental and enabling role within this agenda. This it can
achieve through the delivery of integrated multi stakeholder (both public and private, governmental and
non-governmental) strategies.
City of Cape Town
Page
35
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
IDP response:
 Clustering of Community Facilities: The City will embark on a programme to cluster local community
facilities in order to achieve economies of scale.
 Promoting citizenship: The city will focus on creating dignity and taking pride in being part of the city through
its public engagement programme.
 Effective health care: The City will facilitate the delivery of health care that is designed to ensure that primary
health care is delivered at a local level. The most marginalised communities in every settlement must benefit
from social and human capital development.
 Multi-stakeholder strategies: The City will pursue:
o Maximising social cohesion and minimising social exclusion;
o Provision and maintenance of community facilities as hubs to provide activities for youth development;
o Enabling vulnerable groups (youth, women and disabled) to enter the mainstream
o Support to the Aged / Pensioners;
o Development of safety nets towards the eradication of extreme poverty;
o Skills and capacity development to enable individuals, groups and communities to actively engage and
benefit from any developmental intervention;
o Creative utilisation of community facilities like libraries, community halls and sport facilities;
o Provision of effective primary health care services in close collaboration with Provincial Health Services;
o An effective HIV/AIDS/STI and TB control programme;
o Provision of effective environmental health services including Air Quality Management and Air and Water
Pollution Control programmes.
Objectives:(See Annexure E for details of programmes to achieve objectives)
Core Objective 6A – Facilitating the development of a healthy and socially inclusive society
6.1 Facilitate the provision of childcare facilities and services to promote holistic childhood
development
6.2 Use of Community Amenities and Facilities to implement programmes that impact on anti-social
behaviour (eg Drugs and Crime)
6.3 Implementation of programmes to address the plight of Street People
6.4 Provision of effective environmental health services including Air Quality Management and
Pollution Control programmes (Including noise pollution).
6.5 Provision of effective primary health care services in close collaboration with Provincial Health
Services with a special emphasis on maternal and child health care and HIV/AIDS/STI and TB
control.
Strategic Focus Area 7: Good Governance and Regulatory Reform
There is a short term, high priority need to stabilize the organisation and execute various institutional
improvements to give effect to the IDP. The focus, therefore, is on an intensive effort to develop and
sustain a better public administration as well as improving the regulatory environment to maximise the
impact of public investment and service delivery on the development potential of Cape Town.
City of Cape Town
Page
36
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
The current level of performance of the City, mainly due to a lack of capacity, cumbersome red tape
processes, a silo approach to the developmental challenges facing Cape Town and the absence of a
high performance service delivery culture have a significant negative impact on public performance. The
City will continue to align with and strengthen intergovernmental (including with state-owned enterprises)
strategies, processes and programmes, including budgets, in order to maximise resources and support
delivery and positively impact on efficiencies and sustainability.
A key focus will be on the preparation of a development strategy for the functional region. In the context
of the City’s Administration, the focus is not only on regulatory reform but also to develop and sustain a
high performance Administration to deliver efficient and reliable municipal services required for achieving
the strategic objectives of the City. This will be supplemented by a measurable action plan to improve
the overall governance of the City’s Administration to enhance public confidence as well as improving
the regulatory environment to maximise the impact of public investment and service delivery on the
development potential of Cape Town. The City will also contribute to human capital development through
staff skills development, the continuation of its external bursary scheme and learnership programmes.
IDP response:
 Improved Efficiency: The City will implement measures to become more efficient and effective as an
organisation by getting the right people at the right places in the organisation.
 Intergovernmental relationships: The City will strive towards the fostering of good intergovernmental
relationships with other spheres of government by clarifying roles and responsibilities between province and
national as well as specific cooperation with the private sector, NGOs, donor agencies and other role players.
 Institutional Integration: The City will continue to implement processes to align the City’s operating budget
and its strategic priorities. Ward Participatory Mechanisms will be established to assist in the improvement of
the efficiency of Sub-Councils.
 Revenue Generation: The City will maximise tighter debt management programmes and progressive tariff
policies. Utilities must implement tariffs that ensure the economic viability of these services. Revenue generated
from land and property holdings will also be optimized.
 Financial sustainability: The City will intensify its efforts to ensure an improvement in the management of key
financial areas such as income control, cash flow, indigent support, alternative income opportunities, asset
management and risk management.
 Organisational Efficiency: - Human resource strategies will be designed to enable the placement of the right
people in the right positions and rightsizing the organisation in order to produce value. An integrated
management information system will be implemented and a corporate support model will be developed to
enhance operational integration.
Customer Care: The City will be marketed nationally as well as internationally to attract investment as well as
promoting its image as a tourism destination in collaboration with all key stakeholders. This will be supported by
an enterprise-wide citizen / customer care strategy and staff development to enhance operating efficiency,
relationships and citizen / customer satisfaction.
City of Cape Town
Page
37
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
IDP response:
 Human Resource Strategy: The City will ensure that it has correct human resources that are skilled and can
be developed, retained and or re-skilled for 2010 and beyond
 .Information Technology: The City will strategically utilise information technology to drive the transformation of
public services to provide better and more efficient government.
 Good governance: The City will improve its service culture and workplace ethics by accomplishing sound
financial governance, improved accountability and transparency in awarding of tenders, established key
procedures and processes and to minimise fraud and corruption.
 Regulatory environment: The City will improve the regulatory environment for development to maximize the
impact of public investment and service delivery on the development potential of Cape Town and minimize any
constraints that government activity places on shared growth and development.
 Non- constitutional functions: The City will shift its focus to its Constitutional Competencies (core business).
The performance of non- constitutional functions will be pursued via intergovernmental discussions with the
view to resolve future funding and rendering of these services.
Objectives:(See Annexure E for details of programmes to achieve objectives)
Core objective 7A – Ensuring enhanced service delivery with efficient institutional arrangements
7.1 Optimise the development of our organisational staff structure, strategies and policies and
promote skills development.
7.2 Enhance service delivery through exploring alternative service delivery mechanisms.
7.3 Strategically utilise information technology, validated data bases and systems to support the
transformation of public services and to provide better and more efficient government and reporting
structures.
Core Objective 7B – Management of key financial areas such as income control, cash-flow, indigent
support, alternative income opportunities, asset management and risk management.
7.4 Improve the service culture and workplace ethics by accomplishing sound financial governance,
improved accountability and transparency.
7.5 Management of key financial areas such as income control, cash flow, indigent support,
alternative income opportunities, asset management and risk management.
7.6 Improve the regulatory environment through conducting policy and by-law review
(Bureaucratic
red tape).
Core Objective 7C – Establish effective community engagement channels
7.7 Establishment of representative ward participatory mechanisms
7.8 Improvement of community satisfaction
City of Cape Town
Page
38
5 Year Plan (IDP) for Cape Town
4
Provisional Draft to Mayco
15 March 2007
Financial Strategy
The City has been steadily improving its financial position as is reflected by its strong cash flow, healthy
reserve provisions and favourable credit ratings.
However, several challenges and infrastructural
problems persist which require ongoing vigilance. The City’s main sources of operating revenue are
rates (20% of total operating income) and service charges (40% of total operating income).
Employee costs make up a significant proportion (30.3%) of the City’s total expenditure. Bulk services
payments account for a further 20% of the operating budget. Spending on repairs and maintenance is
less than desirable at 5.3% on average, while water, sanitation and electricity feature prominently in both
the capital and operational expenditure of the City.
The City’s financial performance can be gleaned from some quantitative and non-quantitative indicators.
Cape Town is one of two South African cities to have received an unqualified audit from the Auditor
General over two consecutive financial years. Whilst service debtors remain a growing concern,
adequate doubtful debt provisions have been made. The high levels of debt indicate significant levels of
poverty and inability of many consumers to pay for services, rather than inefficiencies in collection. The
City aims to improve performance against all financial indicators to ensure sustainability and maintain its
strong credit rating.
Several other issues pose challenges for the City’s financial sustainability. The establishment of RED 1
as a public entity will have implications for the City’s financial management as electricity currently
contributes some 20% of total operating revenue. Shifting this to RED 1 will have cash flow implications.
In addition, electricity contributes to the rates account on the basis of approximately 10% of revenue
turnover and this income needs to be secured under the new electricity distribution arrangements. The
abolishment of RSC levies from June 2006, which contributed just over 9% to the City’s own revenue,
has been replaced in the short term by direct funding from national government. In the longer term a
permanent source of revenue will be required to replace this.
Framing the challenge
The City of Cape Town makes a substantial contribution towards the GDP of South Africa and the
Western Cape and as such it is vital that the City is managed in a financially sustainable manner. The
challenge is to maintain a balance between social and economic investment and ensure that “basic
services” remain sustainable.
It is also important for the local economy as a whole that the planning and financial processes between
the three spheres of government are integrated and aligned so that the necessary synergies can be
City of Cape Town
Page
39
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
realised in terms of all future spending and investments. It is only through an alignment of effort and
resources that the desired impact at a local level can be achieved.
The key challenges that will need to be the focus of City resources include:

Rising levels of unemployment and the need to create substantial opportunities for job creation;

In-migration of people from other areas of South Africa, but also outward migration of scare skills;

Social and economic development along major corridors such as the N2 and Klipfontein;

Preparing the City and its facilities for the 2010 Soccer World Cup;

Infrastructure backlogs that are inhibiting economic growth.
While external factors certainly influence the finances of the City, these are not the only constraints the
City has to consider in its developmental role. Continual assessment of the needs of communities must
also determine the developmental and spending priorities within the short to medium term. While
national government is providing targeted funding for infrastructure development and basic service
delivery to poor households, these initiatives are limited, considering the scope of community needs and
developmental pressures facing major cities. The City has proposed strategic and priority programmes in
its IDP, which will have to be funded through rates and service charges. This has to be done in such a
way as to be affordable to the community and also that the local economy is not over-burdened by
changes in tariff structures which have an upward pressure on inflation.
Strategic response to the challenge
The City has undertaken a range of measures to ensure that the finances of the City remain sustainable
into the future. These are targeted towards the City achieving long-term financial viability and
sustainability.
The strategies being pursued are: 
Reducing salary costs to acceptable levels, taking into account the City’s new operating model and
transferring savings to improve the maintenance of assets;

Reducing the cost of servicing long-term debt with innovative methods of borrowing and capital
financing;

Reducing the dependency on cross-subsidisation from tariff-based services to within acceptable
norms;

Maintaining rate and tariff adjustments within national norms and guidelines, ensuring the national
and local economy are not undermined;

Making adequate provision for free basic services for the poor, to ensure that there is no further
marginalisation of poorer communities or individuals through the entrenchment of the indigent policy;
City of Cape Town
Page
40
5 Year Plan (IDP) for Cape Town

Provisional Draft to Mayco
15 March 2007
Preparing realistic income budgets with adequate provision for non-recovery to ensure the
expenditure reflected for each year can be fully covered by cash receipts;

Ensuring that adequate cash reserves are maintained to cover legislated funds and provisions.
Some of the interventions in place, though not fully integrated, include:

the consolidation of all legacy billing systems and implementation of a uniform rates and service
structure for the City as a whole;

the working of a single/integrated financial system (SAP), providing regular and timely reports to
all stakeholders;

constantly seeking out opportunities for external funding to supplement the City’s budget and
reducing reliance on the City’s own funds for capital development; and

regularly reviewing financial strategies and benchmarking against other organisations.
Medium-term budget projections – MTIEF
In accordance with the City’s financial plan, the MTIEF has been reviewed to determine the income
envelope and affordability level for the 2007/08, 2008/09 and 2009/10 financial years, noting that these
outer years are indicative at this stage. These projections were based on:

Anticipated CPIX of 5.1% for outer years;

Expected growth in the City’s economic and income base, generally in the range of 2% - 4%;

Projected staff costs;

Realistic target income collection rates for municipal services;

Growth in repairs and maintenance expenditure;

Affordable and sustainable rates and tariffs; and

Capital expenditure programmes and their impact on revenue
Capital budget
The outcome of the above scenario indicates that the City can realistically afford and sustain a capital
spend of R881m (2007/08), R824m (2008/09) and R824m (2009/10). The outcomes of the capital
budget projections can therefore be summarised as follows: -
City of Cape Town
Page
41
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
High Level Capital Budget Summary
Funding Sources
15 March 2007
2007/08
2008/09
2009/10
Indicative
Indicative
Indicative
Budget
Budget
Budget
Rm
Rm
External Financing Fund (EFF)
881
824
824
Capital Replacement Reserve (CRR)
411
336
336
Capital Grants and Donations (CGD)
822
494
494
Revenue
0
0
0
Revenue – Insurance
7
0
0
2 121
1 654
1 654
TOTAL
The funds from grants and subsidies represent confirmed allocations and are subject to adjustment once
the final allocations from National and Provincial Government is gazetted.
Operating Budget - Revenue
The Operating Budget is projected to grow overall in line with inflation over the MTIEF period. These
increases ensure that the rates and tariff charges for the “basket of services” offered by the City remains
affordable, depending on individual consumption patterns.
The City’s major sources of revenue are depicted below.
High Level Operating Budget Summary – INCOME
Funding Sources
2007/08
2008/09
2009/10
Indicative
Indicative
Indicative
Budget
Budget
Budget
Rm
Rm
Rm
Rates
2 837
3 010
3 194
User Charges
5 695
6 175
6 732
Rent
236
248
261
Interest Earned
371
387
422
Fines
176
185
195
Other Income
339
351
362
Grants and Subsidies
2 726
2 622
2 730
Internal Billing
2 412
2 534
2 748
143
142
136
14 935
15 654
16 780
Accumulated surplus
TOTAL
City of Cape Town
Page
42
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
Operating Budget - Expenditure
The following expenditure allocations are proposed in the MTIEF;
High Level Operating Budget Summary - EXPENDITURE
Expenditure Category
2007/08
2008/09
2009/10
Indicative
Indicative
Indicative
Budget
Budget
Budget
Rm
Rm
Rm
Salaries, Wages and Allowances
3 665
3 924
4 192
General Expenses & Other
3 779
4 006
4 244
234
246
259
Bulk purchases
2 185
2 402
2 655
Financing Costs
1 273
1 517
1 645
82
87
92
Repairs and Maintenance
621
665
712
Appropriations
542
122
74
2 554
2 685
2 907
14 935
15 654
16 780
Indigent Relief
Insurance Claims
Activity Based Costs and Internal Billings
TOTAL
Conclusion
The financial strategies proposed in the IDP should ensure that the City’s finances remain sustainable
into the future. The challenge is for the organisation to ensure that budgeted income is collected and that
expenditure is managed within the financial framework so that the objectives in the IDP can be achieved
and strategic projects implemented.
City of Cape Town
Page
43
5 Year Plan (IDP) for Cape Town
5
Provisional Draft to Mayco
15 March 2007
Prioritising the allocation of resources
Fundamental to the focussed application of resources is a prioritisation model that enables line
departments to direct operating and capital budgets as well as human and other resources in such a
manner so as to deliver on its strategic objectives.
The prioritization of capital projects for the 2007/08 financial year and those informing the outer years of
the MTREF cycle in Cape Town do not start from a zero-base. The current schedule of capital projects
that contains Cape Town’s capital programme consists of a mixture of roll-over committed projects, grant
funded projects, counter commitments, funding roll-over funding commitments and operational
expenditure requirements. The key challenge with the current schedule is to allow some reprioritisation
without disrupting the momentum in delivering the capital programme.
However, even through there is limited discretion within the current capital programme some
reprioritisation is advisable. The need for reprioritisation stems from the following lingering concerns:
o
Analysis suggests that the structure of the existing capital budget is problematic. Replacement and
refurbishment requirements are under-funded, leading to increased levels of infrastructure
deterioration while large scale projects such as 2010 and previously, the N2 Gateway, create
distortions by crowding out discretionary funding;
o
The discretionary scope on the capital budget is extremely limited.
The schedule of new projects for the outer years of the MTIEF, 2008-2010 needs to be firmed up. It is
important to populate the projects schedule for the outer years from the start utilizing a consistent
prioritization structure so as to achieve the right structural shifts within the capital budget. This is done
with the view to:o
Informing strategic direction:- It is critically important for Cape Town to deepen its term-of-office
strategic agenda and locate this within a longer term strategic framework;
o
Finalising project schedules: Before new projects can be listed for prioritization the capital budget
schedules has to be finalized. Current budget schedules have to be measured in terms of the
prioritisation framework;
o
Determining available capital: In order to determine available discretionary capital the following
have to be certified:

Committed projects with confirmed funding;

Grant funded projects with gazetted/confirmed (in writing) funding;

Verification of the correct funding source to each project, as the prioritization will focus
predominantly on municipal own funding sources;

Confirmed counter funding commitments; and
City of Cape Town
Page
44
5 Year Plan (IDP) for Cape Town

Provisional Draft to Mayco
15 March 2007
Assessment of spending capability and project readiness within the 2007/08 financial year to
spend the allocated amount.
o
Service Menu Prioritization: It is fairly common practice to conduct a weighted multi-criteria project
prioritization process in local government. Such processes are however unwieldy and often generate
distortions in the budget insofar they allow projects in different categories to compete inappropriately.
The shifting of resources is therefore conducted in terms of the functions and services the City
provides (Service Menu) rather than individual project prioritisation.
The Service Menu Resource Allocation Matrix
A simplified matrix is used that allows the shifting of resources towards the constitutionally mandated
functions and services of the City in such a manner that the return on its investment in resources will
lead to:

an optimal return in terms of shared and sustainable growth, aimed at achieving the 6 to 8% GGP
growth targets for the City;

institutional stability;

enabling the City to provide basic and enhanced services effectively and efficiently;

redressing backlogs in a focussed and structured manner,

enabling the City to leverage maximum business activity (commercial and industrial) that will
support shared growth

a reduction of poverty and inequality and a better life for all.
Methodology outline
The allocation of resources to the different services and functions provided in the City will be categorised
in terms of nine prioritisation categories. The dominant feature of this model is to focus the resources of
the City in such a manner that economic growth and development is achieved that benefit the all the
people of the City:
City of Cape Town
Page
45
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
0
+
++
C1
B1
A1
-
0
+
C2
B2
A2
C3
-
0
B3
A3
C. Discretionary
(Non-Constitutional)
B. Support
Services
A. Basics re
Constitutional
Obligations
1. Strong impact
on economic growth
2. Support
economic growth
3. Neutral to
economic growth
Figure z: - The Service Menu Resource Allocation Matrix (RAM)
In terms of this matrix model, resource allocation will be predominantly directed towards constitutionally
mandated functions that have a strong impact on economic growth (See Block A1) and shifted away
from discretionary functions that do not contribute to shared economic growth and development.
A schedule of services as categorised in terms of the Service Menu Resource Allocation Matrix (RAM) is
attached as an Annexure to this document.
City of Cape Town
Page
46
5 Year Plan (IDP) for Cape Town
6
Provisional Draft to Mayco
15 March 2007
Development directions over the next 5 years
Spatial alignment of public and private investment
The role of the state should be to create the framework for market development while simultaneously
protecting its assets (eg the environment and infrastructure). The alignment of the City’s investments
with those of other stakeholders such as state-owned enterprises and the private sector will be
emphasized in the development of strategy, in order to meet short and medium term targets, especially
in the light of hosting the 2010 Soccer World Cup where very specific objectives have to be met.
An analysis has been undertaken of the capital budgets and project priorities of the various sectors that
impact on the spatial organisation and operation of Cape Town. This reveals that, in the short to medium
term, the vast majority of public funds will have to be focussed on maintaining existing infrastructure and
dealing with basic infrastructure backlogs. Major bulk infrastructure provision decisions which either
unlock or prevent urban expansion will therefore shape the spatial development of the city over the next
five years.
Generally speaking, the City’s spatial development strategy will be containment, densification and infill.
The City will seek to limit the spatial expansion (foot print) of the city and make more effective use of
existing infrastructure capacity. It is therefore strongly advocated that new developments are located on
vacant and underutilized residential, industrial and commercial land where:

Infrastructure capacity exists for all/most services for example: central Cape Town; the southern and
northern suburbs, the Blue Downs/ Eerste River area and the Montague Gardens; Killarney Gardens;
Atlantis; Black Heath; and Saxenburg industrial areas;

Existing infrastructure capacity is to be maintained and upgraded eg. parts of the southern suburbs
and Strand/ Somerset West and Atlantis; and

Investment is already contractually committed to cater for new demand eg. Blaauwberg East.
2010 FIFA World Cup
Key to the 5 year plan of the City is its preparation for its role in hosting the 2010 Soccer World Cup
events. The 2010 FIFA World Cup is becoming a major catalyst for development in South Africa and the
City of Cape Town intends to capitalize on this opportunity. The City’s participation in the hosting of the
2010 Soccer World Cup events is concentrating unprecedented public sector/ state owned enterprise
investment in infrastructure such as the airport and transport system (R 1,6 million) and this appears to
be stimulating new momentum amongst private sector role players. Some of the private sector spin offs
include investment into the V&A Waterfront and six new approved hotels that are to be constructed.
City of Cape Town
Page
47
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
International media exposure will be obtained.
15 March 2007
Images that reflect the history, natural beauty and
vibrant culture of Cape Town will be beamed out to the world.
A development framework and
investment opportunities plan are being prepared to guide development in the central business node.
Economic development opportunities
The challenge will be to spread the opportunities created by the World Cup as widely as possible and
promote economic development in other parts of the city, particularly in areas lacking economic and
employment opportunities and in the highly accessible economic backbone area.
To facilitate investment decisions, the Department of Economic and Human Development (EHD) will
identify areas of opportunity with existing infrastructure and where infrastructure needs to be upgraded.
It will also prepare a proactive development vision for the City and commercial nodes that align with the
Regional Industrial Development Strategy (RIDS).
At the same time the further development of existing and planned decentralized nodes such as the
Hartland, Somerset West, Blue Downs, Khayelitsha, Mitchell’s Plain, Athlone, Blue Route and
Parklands/Table View needs to be encouraged. In addition, development opportunities in Eerste River
and around Faure (location of the planned Film Studio) should be explored.
In Cape Town there are two Urban Development Zones.
The one includes parts of the Cape Town
CBD, East City, Salt River, Woodstock, Observatory, and Maitland up to the Railway Bridge, Mowbray,
Athlone and Gatesville.
Woodstock is undergoing the most rapid growth in this zone and the
maintenance and upgrading of infrastructure is a priority for this area. The other Urban Development
Zone is in the vicinity of Bellville CBD. It is also experiencing growth and office accommodation is being
converted to residential development. The Urban Development Zone tax incentive is generally directed
at the stimulation of capital investment in buildings, especially in declining or stagnating urban areas
(demarcated and promulgated UDZs), with the objective of urban regeneration and business district
revitalisation including economic development and the creation of opportunity for the urban poor. The tax
incentives in the UDZs need to be actively marketed to promote further growth in the demarcated zones
and cross linkages to the Neighbourhood Development Partnerships should be encouraged.
With regard to industrial areas, Phillipi and Athlone Industria have been identified as possible mixed use
areas for commercial and related development. While the development of the vacant industrial land
adjacent to the R300 and south of Stikland Hospital is to be encouraged. The feasibility of developing the
Culemborg - Ysterplaat axis along the N1 for logistical and mixed use development is to be explored in
collaboration with the Departments of Public Works and the Public Investment Corporation. And, in the
City of Cape Town
Page
48
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
medium term, the feasibility of providing direct access between Phillipi Industria and the N2 and
improving linkages between Capricorn Park at Muizenberg and the Airport and Airport Industria.
To reduce traffic congestion and lengthy commuting, employment generating activities also need to be
encouraged in the Helderberg and Fish Hoek Valley, up the West Coast and in Atlantis
Land use intensification together with mixed use and commercial development needs to be encouraged
along the routes that are prioritised for public transport investment and at the public transport
interchanges.
Especially those earmarked for upgrading.
Public transport investment has been
prioritised in the central quadrant spanning central Cape Town Bellville, Phllippi and Wynberg.
Commercial development opportunities are emerging along the Klipfontein and Wetton/ Lansdowne
Corridors especially at the intersection of Vanguard and Landsdowne Road and in Landsdowne
Industria. The under-construction Symphony Way will improve movement between the metropolitan
south-east and Bellville and create new development opportunities along its length. The upgrading of
the Bellville, Khayelitsha and Mitchell’s Plain transport interchanges and Cape Town station will also
create opportunities for investors.
Finally, mixed use development, including residential development, linking Khayelitsha and Mitchell’s
Plain to the False Bay coastline at Monwabisi and Mnandi should be explored and optimal use should be
made of the City’s resort infrastructure.
New tourism development opportunities are also likely to
emerge with the development of the False Bay Coastal Park and the Blaauwberg Conservation Area.
Residential densification
Both the Provincial Spatial Development Framework (PSDF) and Future Cape Town initiative set a gross
base density of 25 units/ ha as the target for the sustainable development of the city.
A more
comprehensive densification strategy linked to existing infrastructure capacity is in the process of being
prepared together with the locational criteria and parameters for higher-density development across the
city.
Mechanisms and measures to support broader scale and localised higher densities are to be
identified and implemented.
Urban renewal
The City remains committed to uplifting living conditions in the Mitchell’s Plain and Khayelitsha areas. A
broad set of interventions that range from dealing with safety and security issues to housing delivery,
commercial development, and the development of public places, a magistrate’s court and a hospital will
all contribute to this.
City of Cape Town
Page
49
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
The feasibility of developing the decommissioned Athlone Power Station is being investigated with a
view to it becoming a cultural and social facility of metropolitan significance. More localized public
places will continue to be developed/ upgraded across the city in terms of the dignified places
programme e.g. Atlantis, Table View, Khayelitsha and Grand Parade.
While the identification and
development of the 2010 World Cup decentralized viewing sites will result in improvements in the public
environment in different parts of the city.
City of Cape Town
Page
50
5 Year Plan (IDP) for Cape Town
7
Provisional Draft to Mayco
15 March 2007
Conclusion
In support of the IDP being effectively executed over the 5-year period, the City is committed to
prioritizing its available budget, investigating alternative financing and service delivery models and
improving institutional frameworks to give effect to the objectives of the seven strategic focus areas.
Strategic planning is only effective with a considerable degree of fiscal autonomy. To reform the budget
will need strong political will. The City is further committed to changing the current approach (which is
largely driven by Finance) to a more integrated approach (involving a prioritization model) where
planning with budgeting will provide efficiencies in resource application and more effective outcomes .
The City’s performance management system being implemented at both organisational and individual
management level, will monitor, evaluate and appraise progress in achieving the objectives and serve as
the key instrument to motivate for change, if necessary.
Great care has been taken in developing this plan to guide Cape Town’s development towards a shared
prosperity, an inclusive and equitable society and ecological sustainability.
Let us work together for a better city.
Masisebenze kunye ukwenza isixeko ncono.
Kom ons werk saam vir ‘n beter stad.
City of Cape Town
Page
51
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
Annexure A: Disaster Risk Management
The Disaster Risk Management Centre of the City aims to prevent or reduce the risk of disasters,
mitigate the severity or consequences of disasters, prepare for emergencies, respond rapidly and
effectively to disasters and to implement post-disaster recovery and rehabilitation within the City of Cape
Town by, monitoring, integrating, coordinating and directing the disaster risk management activities of all
role players.
This is done in order to efficiently manage disaster risk in all communities of the City of Cape Town in an
integrated manner in order to prevent or mitigate disasters and to soften disaster impact where
prevention is impossible. The City has also introduced measures to meet the legislative requirements of
the Disaster Management Act and the prescriptions of the Disaster Management Framework by
combining area-focused and community-based risk assessments, disaster risk reduction and response
planning that leads to integrated and sustainable development and resilient communities. The City also
provides fast, efficient and equitable emergency response by appropriate services to safeguard life,
property, the environment and livelihoods.
It is important to note that the overall implementation of Disaster Risk Management initiatives is the
shared responsibility of all employees of the City of Cape Town and relevant external role-players.
The City will establish integrated institutional capacity within the administration to enable the effective
implementation of disaster risk management policy and legislation and introduce an Indicative National
Disaster Risk Profile by establishing and maintaining a uniform methodology to continuously assess and
monitor risk by all disaster management stakeholders developed in accordance with approved
frameworks
Communication links and integrated disaster management plans and risk reduction programmes will
include all disaster risk management role players in provincial and municipal spheres of government to
ensure effective and appropriate preparedness, response, recovery and rehabilitation.
A culture of risk avoidance will be promoted among stakeholders by capacitating all role-players through
integrated education, training and public awareness supported by scientific research and the
establishment of mechanisms for the funding of disaster risk management within the City
City of Cape Town
Page
52
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
Annexure B: Human Resources Strategy
The City’s biggest single budget item staff costs. The City’s most valuable asset, when optimally
utilised, motivated and developed, is its people.
However, this asset becomes a liability when not
effectively utilised.
The City aims, by means of a clear and simple strategy to deliver the right people at the right place, at
the right time, with the right skills. This strategy needs to ensure that the City can afford its staff, thereby
ensuring the correct alignment of people to organisational needs, in order to provide value added results
(Improved service delivery) within budget parameters.
Over the past six years, employees have faced multiple stressful and disruptive restructuring exercises,
which have had a negative impact on both service delivery and staff morale.
A Corporate Staffing Strategy was developed early in the 2006 financial year and was aimed at putting in
place a comprehensive set of initiatives to address the instability and misalignment of resources to
institutional needs and staff morale. Its completion will form the foundation of a five year IDP Human
Resources Strategy. This strategy has been extended to incorporate the following additional areas:
1. Corporate Staffing Strategy
The key outcomes of the current Corporate Staffing Strategy include:

Stabilisation intervention:- Alignment of the current organisational structure to new political
structure, amalgamation of previous administrations at all levels and completion of placement for all
employees. This will be completed in the 2006/7 financial year.

Parity Intervention:- Achievement of parity for all employees through the process of voluntarily
moving employees to a standard set of Cost Of Services and pay structure. To be phased in over
three to four year period, starting in the 2006/7 financial year and subject to the collective bargaining
& TASK evaluation processes.

Integrated Talent Management, Remuneration & Performance Management:- Development &
implementation of integrated Talent Management, reward and performance systems, with the
framework to be completed in 2006/7 financial year and implementation to be rolled out from 2008.

Implementation of Corporate Wide Individual Performance Management system:- To be
developed in the 2006/7 financial year, for implementation from 2008.
City of Cape Town
Page
53
5 Year Plan (IDP) for Cape Town

Provisional Draft to Mayco
15 March 2007
Creation, over time, of benchmarked, customer/community-centric organisation:- To create
flexible policies and strategies which will support the creation of a flexible organisational structure.
The identification and phasing in of Department level & Corporate benchmarks to manage structure
& business processes, over the next five years and the management of move to single public sector.

Increased investment in staff through implementation of:- A Talent Management strategy,
Leadership Development, Learnership programmes and Graduate programmes

Implementation of Quality Management principles and processes, to embed sound and innovative
managerial practices at all levels of the organisation.

Fully implement SAP HR process, moving to Management Self Service and Employee Self
Service, based of SAP best practice:- Implementation of an electronic time and attendance system
that is to be phased in over the next two years. The balance of the outstanding modules to be
implemented over next two years, including Occupational Health and Safety and integrated Human
Capital Management.

Management of the change process through: Implementation of a comprehensive client survey to
be conducted at the start of the 2007 financial year. The identification of areas for productivity
interventions to come out of survey and be implemented over next 5 years and ongoing change
support to overall staffing strategy.
2. Directorate Level Staffing Strategies
The responsibility for the management of staff lies with line management. Policy formulation and
professional services will be provided by Corporate Services. The funding of staff resources lies with
line management and will be managed within their normal budget. The shifting of financial priorities lies
with the City Manager, the City Financial Officer and the Executive Management Team. Executive
Directors are held responsible to effectively manage the allocation and deployment of their resources.
To this effect, each Directorate will be required to prepare an annual Staffing Strategy and Staffing Plan
which encompasses the following aspects:

Projection of staffing needs based on a projected service delivery menu and future strategy.

Identification of critical vacancies and financial plans to enable the filling of these positions.
City of Cape Town
Page
54
5 Year Plan (IDP) for Cape Town

Provisional Draft to Mayco
15 March 2007
Identification of critical bottlenecks and underutilised resources and plan for the better utilisation
of current resources.

Management of staff remuneration in the context of the remuneration policy and financial plan.

Development of a talent management plan, including the identification of scarce skills and
retention and attraction strategies as well as staff development plans.

Identification of staff learnership programmes and other training priorities.

Identification of areas which require special interventions such as Business Planning Reengineering and Quality Management.

The human resources strategy to meet the requirements of Service Delivery Integration Strategy.

Ensure the benchmarking of staff to service provision per department.

Compliance with corporate benchmarks adopted by the Mayoral Committee.
3. Human Resources Budget
The management of annual budget lies with the line directorates. Any reallocation to meet growth areas
will be built into the annual budget process. On an annual basis, the Executive Management Team
needs to consider whether to reprioritise a percentage of the staffing budget in order to fund growth
services and to reduce (Shrink) other services.
This reprioritisation must be based on proper
benchmarking of each Department, input on IDP priorities and Departmental attrition. Directorates will
base their proposals on their Directorate level staffing strategies.
4. HR Development and Talent Management
The City will prioritise staff development and talent management by:

Repositioning of the Human Resources function in terms of the Employee Value Chain;

Increasing investment in this area;

Implementation of the Human Capital Development module on SAP, including the competency
framework, talent management model, leadership development model.

Conducting a baseline Skills Audit and an Annual Skills audit update at Departmental level.

Establishing a skills assessment centre.

Implementing a Leadership Development plan, including the rolling out of Personal Development
Plans.

Rolling out of comprehensive Performance Management system.

Identification of scarce skills and strategy to develop, attract and retain skills.

Development and implementation of graduate programme and extension of internships.
City of Cape Town
Page
55
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
5. Time and Attendance Plan
Time and attendance has been identified as an area that requires urgent intervention. This will be done
through the rolling out of an electronic time and attendance system, a process which will be championed
by the Executive Management Team. This project forms part of the e-HR rollout plan of the City that will
be phased in over the next two years.
Within this process the following is to be prioritised:
Putting in place an intervention to ensure that line management are able to take full responsibility
for managing individual time and attendance.

Implementing electronic leave for all employees who do not currently clock in electronically.

Ensuring accurate information to monitor time and attendance.
6. HR Standing Committee on Compliance
The City will establish a Human Resources Standing Committee on Compliance. This Committee will
consider bi-annual reports on corporate wide compliance to the following metrics. It will constitute the
key measuring tool both for the outcome of the strategy (based on the metrics) and for compliance:
Absenteeism levels

Time & attendance stats – including backlogs in capturing of leave & overtime

Critical vacancies – funded & unfunded

Identification & retention of scarce skills

Average length of time to fill vacancies, including securing funding

Placement of unplaced or underutilised employees

Overtime expenditure, including optimisation of shift systems

Training Expenditure & adherence to WPSDP

Adherence to HR policies in relation to Employment Equity, Skills Development, Essential User,
Medically unfit

Adherence to SALGBC Agreements COS, TASK, Org Rights

Occupational Health & Safety statistics

Disciplinary cases & average length of time to finalise

Grievances & average length of time to finalise

Disputes

Other risk items – Workplace HIV/Aids levels & treatment programme
City of Cape Town
Page
56
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco

Individual Performance Management

All HR related items raised by Audit Committee
City of Cape Town
15 March 2007
Page
57
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
Annexure C: Principles Informing the Spatial Framework and
District Plans
The 5 main ideas and areas of action set out for discussion in the Future Cape Town document and
which will form the foundation of the SDF and 8 District SDPs are:
Consolidate, protect and improve access to natural resources
The starting point of Future Cape Town is that we need to consolidate and protect Cape Town’s world
class assets as they have great environmental, economic and social value. They are a major part of
what makes the city a unique and desirable place to live in, work in and invest in. The key strategic
action areas are to:

Protect valuable natural areas (geophysical features, river systems and agricultural land);

Enhance ecological sustainability and protect the globally important and unique biodiversity;

Improve the multi-functionality and connectivity of open spaces by consolidating and improving the
Cape Town Metropolitan Open Space System (MOSS);

Provide better access to both existing open space amenities and new ones;

Create new city parks and multi-purpose sports complexes;

Enable dignity in cultural, social and life celebrations such as initiation.
Promote an equitable pattern of access
The argument advocates the establishment of an equitable pattern of access so that people enjoy easy
access to all parts of the City – particularly on public transport. This is an essential precondition to
economic growth and efficient, sustainable development. The components of this idea include:

Transforming the existing radial, CBD biased, transport system to a multi-directional network with
strengthened south-north movement linkages to support urban renewal and the expansion of the city
northwards and the development of critical east-west linkages;

The alignment of the movement system and land use, especially along activity and development
routes;

The establishment of a citywide, efficient and affordable public transport system.
Sustainable and accessible economic opportunities
Economic and human development lies at the core of Cape Town’s vision of a transformed, integrated
and prosperous city. Spatial strategies which will help contribute to this include:
City of Cape Town
Page
58
5 Year Plan (IDP) for Cape Town

Provisional Draft to Mayco
15 March 2007
Ensuring critical economic infrastructure and services (port, airport, road and rail network and water
and electricity supply) are in place and that the local – international freight system is rationalised and
enhances Cape Town and the region’s economic development.

Reinforcing and enhancing the economic backbone to establish it as a place of commerce and living
that is easily accessed from all parts of the metropolitan area;

Promoting new accessible, high opportunity commercial centres, tourism development opportunities
and areas of mixed use development which have the potential to introduce new economies into
depressed or marginalised parts of the city and create opportunities for emerging businesses, linked
to public transport changes, recreational areas and the like;

Making strategic sector locations attractive for investors through appropriate investment in
infrastructure, transport and development partnerships.
Settlement – An integrated development path
An essential component of the argument is to ensure that all new development areas are truly ‘integrated
human settlements’. The basic premise is that settlements that integrate housing, economic activity,
transport, nature, recreation and social amenities are the key to a viable and sustainable city. The
argument makes the following important proposals to support and guide this approach:

Urban growth should be contained and directed away from valuable natural and cultural resources.
The implication is that urban development should not expand eastward and should be selective in
growing northwards;

Infrastructure planning and budgeting must be co-ordinated and aligned with the IDP’s spatial growth
strategy in order to ensure the effective and efficient use of existing and new infrastructure and
service capacities.

Opportunities and mechanisms to improve the sustainability of existing and new living environments
(environmentally, economically and socially) must be proactively explored and promoted

Existing mono-functional and isolated settlement areas such as the townships and public housing
estates need to be transformed into well functioning suburbs with a mix of income groups and land
uses.

Key sites such as Wingfield and Culemborg must be identified for development, planned and
released at appropriate times with appropriate supporting infrastructure;
Create more great people places
A key concept in the argument for the long term planning of Cape Town is the protection and creation of
the built environment assets that form the foundation for not only its identity, its international
City of Cape Town
Page
59
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
marketability, its economy but also its unique sense of place. Key interventions in this regard should
include:

Protecting and enhancing existing special places such as the Sea Point Promenade, Grand Parade,
V & A Waterfront, and Jubilee Square in Simonstown and developing new such urban special places;

Protecting and enhancing cultural landscapes and urban heritage areas such as Bo-Kaap, Company
Gardens and Kalk Bay;

Realizing the development potential of the coastline e.g. the West Coast and False Bay in an
environmentally sensitive manner and making it more accessible;

Establishing new public places and facilities that can enhance the dignity and ultimately community
and investor confidence in depressed locations.
City of Cape Town
Page
60
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
Annexure D: Partnership Strategy
The City will to oversee, manage and monitor its shareholdings and identified contractual relationships
with external bodies and municipal entities to ensure alignment with the City’s strategic objectives,
compliance with pertinent legislation and good governance practices.
The City seeks to regulate and manage the shareholder interests of the City through monitoring the
corporate governance, financial and legislative compliance of the entities and any strategic external body
with a view to optimising the financial and non financial interests of the City as client and/or shareholder.
The municipal entities and strategic partners of the City are an important part of the functioning of the
City in respect of the City’s service delivery obligations and legal imperatives. The community holds the
city accountable for the performance of municipal services, irrespective of the form of service delivery
mechanism. It is therefore important that the City ensures that the City partners are aligned to the City’s
vision and strategic objectives and that each partner is performing within its legislative mandate.
As at 1 July 2006 the City had three municipal entities:
o
The Cape Town International Convention Centre (Pty) Ltd (Convenco) operates a convention
centre.
o
Red One (Pty) Ltd is the entity established in terms of the national electricity restructuring
initiative.
o
The Kayelitsha Community Trust is responsible for developing the Central Business District of
Kayelitsha.
Other strategic partners include Cape Town Routes Unlimited, Wesgro, Cape Town Community Housing
Company and Cape Town Central City Partnership, Table Mountain National Park and ICLEI Local
Governments for Sustainability.
The City deals with various forms of entities and partnerships, each with their own specific goals and
objectives and limited resources. Consistent monitoring covers aspects such as business planning
processes and corporate governance initiatives as well as financial monitoring, the City will continuously
assess the performance of its partners. The City will also assess new opportunities and possibilities to
establish either new entities or partnerships within the framework of existing legislation as the need
arises.
The City’s objective is to oversee, manage and monitor the City’s shareholder and contractual
relationship to ensure alignment with its strategic objectives and compliance with legislation and good
City of Cape Town
Page
61
5 Year Plan (IDP) for Cape Town
Provisional Draft to Mayco
15 March 2007
governance practices as well as to provide assurance to the community that financial and service
delivery performance is monitored to achieve the most economic, efficient and effective results with
public funding.
The City will therefore encourage and, where possible, enforce legislative compliance of municipal
entities and partners regarding the reporting procedures related to municipal entities. Best practice
policies in line with corporate governance legislation formulated, implemented and regularly reviewed.
Business planning processes will be designed and implemented and the City will provide input into
Service Delivery Agreements and regularly review these Agreements to ensure alignment to City
strategic goals and objectives. Liaison with and assistance to line function departments monitoring the
service delivery aspects of the entities and partnerships will be provided and reporting formats in line
with legislative and best practice guides will be developed where not already legislated, and
implemented.
City of Cape Town
Page
62
Annexure E: Draft Corporate Scorecard for 2007 – 2012
Core Objective
Baseline
Target
30.6.2007
30.6.2008
Strategic focus area 1: Shared Economic Growth and Development
Target
30.6.2009
Target
30.6.2010
Target
30.6.2011
Target
30.6.2012
Evidence
1A Create an enabling environment for the economy to grow (objective 1.1 – 1.10)
1A.1 Number of direct job
opportunities created (NKPI)
> 7000
7700
8600
9700
11000
13000
Annual report
1A.2 Rand Value of direct
> or = R 2 billion
R2,2 bn
R2,5bn
R2,6bn
R3,1bn
R3,6 bn
Annual report
investment
1B Preparations for hosting the FIFA 2010 World Cup in accordance with FIFA’s requirements and the City’s developmental objectives (Objective 1.11)
1B.1 Conformity with agreed
programme to the City’s Business
Plan
1.B.2 Long term operator to
manage stadium appointed
New
100%
100%
100%
Annual report
New
Operator
appointed
Finalise base
design for
long term
requirements
and
sustainability
100%
Compliance
with lease
agreement
100%
Compliance
with lease
agreement
100%
Compliance
with lease
agreement
Annual report
Strategic focus area 2: Sustainable Urban Infrastructure and Services
2A Universal access to basic service (objectives 2.1)
2A.1 Percentage of households
with access to basic levels of
sanitation (NKPI)
2A.2 Percentage of households
with access to basic level of water
(NKPI)
2A.3 Percentage of households
with access to basic levels of
Electricity (NKPI)
2A .4 Percentage of households
with access to basic levels of solid
96,9%
97,5%
98,1%
98,8%
99,4%
100%
100%
100%
100%
100%
100%
100%
Quarterly reports
5-year plan to
eradicate
Quarterly reports
90%
91,8%
92,8%
93,8%
94,8%
95,8%
Quarterly reports
99%
99%
99%
99%
99%
99%
Quarterly reports
City of Cape Town
63
Page
Core Objective
Baseline
30.6.2007
Target
30.6.2008
Target
30.6.2009
Target
30.6.2010
Target
30.6.2011
Target
30.6.2012
Evidence
waste removal (NKPI)
2B Conservation of natural resources (Objectives 2.2 – 2.5)
2B.1 Percentage reduction in
unconstrained water demand
2B.2 Percentage compliance with
4 critical DWAF effluent standards
(E-coli count, Ammonia content,
Oxygen demanding substances,
Total suspended solids)
2B.3 Ensure recreational waters
(bathing beaches, vleis, lagoons,
etc) comply with applicable water
quality standards to safeguard
public health
2B.4 % Cleanliness of the City
(Metropolitan Cleanliness/
Photographic index
Shared indicator - Contributing
departments: SWM, City Parks,
Roads & Stormwater
29%
30%
33%
36%
38%
40%
Annual report
76%
79%
85%
90%
95%
98%
Annual report
75% of points
sampled comply
76%
78%
80%
82%
85%
Annual report
61%
67%
70%
73%
76%
80%
Quarterly report
2B.5 Percentage of airspace
14%
14.5%
15%
saved in relation to the volume of
waste disposed
2C Effective management of City’s Infrastructure and Resources (Objectives 2.6 – 2.7)
15.5%
16%
16.5%
Quarterly reports
2.C.1 Development and
Implementation of a planned
infrastructure maintenance
programme iro Electricity,
Sewerage, Water and Roads &
Stormwater, Solid Waste disposal
100%
compliance
with
plan
specifications
for Year 1
100%
compliance
with
plan
specifications
for Year 2
100%
compliance
with
plan
specifications
for Year 3
100%
compliance
with
plan
specifications
for Year 4
Quarterly reports
38 min
37 min
36 min
35 min
Annual report
New
Integrated
Infrastructure
Plan developed
and approved
Strategic focus area 3: Public Transport Systems
3A Improve public transport system and services (Objectives3.1 – 3.6)
3A.1 Reduction of average
45 min
City of Cape Town
40 min
64
Page
Core Objective
Baseline
30.6.2007
commuter travel time
(home to work – peak periodpublic transport)
3A.2 Cumulative kilometres of
critical and feeder commuter
routes as per Annual Transport
Plan with dedicated bus lanes
3A.3 Progressive evolution
towards a single point of authority
for transport
45km
Target
30.6.2008
5 km on baseline
Approved
Creation of a
transport
single transport
agreement
all authority
spheres
of
government
Strategic focus area 4: Integrated Human Settlements
Target
30.6.2009
12 km
baseline
on
Target
30.6.2010
15
km
baseline
on
Target
30.6.2011
20
km
baseline
Target
30.6.2012
on
35 km
baseline
on
Transport
authority fully
operational
Evidence
Annual report
Annual report
4A Improve and develop Integrated Human Settlements (Objectives 4.1 – 4.3)
4A.1 Development and adherence
to Integrated Human Development
plan (HIS) plan
New
HIS
developed
approved
plan
and
4A.2 Maintain Community
50%
70%
Facilities according to defined
minimum maintenance standards
4B Delivery of housing opportunities (Objectives 4.4 – 4.8)
4B.1 Number of new housing
opportunities provided per year
4B.2 Development and
implementation of an Informal
Settlement Upgrade plan
100%
compliance
with
plan
specifications
80%
100%
compliance
with
plan
specifications
85%
100%
compliance
with
plan
specifications
90%
100%
compliance
with
plan
specifications
95%
Annual report
Annual report
8 335
10 200
11 000
12 000
12 000
12 000
Quarterly reports
New
Informal
settlement
Upgrade
developed
approved
100%
compliance
with
plan
specifications
100%
compliance
with
plan
specifications
100%
compliance
with
plan
specifications
100%
compliance
with
plan
specifications
Annual Report
100%
100%
100%
100%
Annual Report
Plan
and
Strategic focus area 5: Safety and Security
5A Foster a safe and secure environment (Objectives 5.1 – 5.6)
5.A.1 Percentage
Adherence to Metropolitan Police
Plan
Plan completed
and approved
City of Cape Town
100%
compliance with
plan
65
Page
Core Objective
Baseline
30.6.2007
5A.2 Percentage implementation
of Disaster Plans according to
legislative requirements
Disaster
Management
Plan
as
per
statutory
requirements
completed
and
approved
Target
30.6.2008
specifications
Disaster
Management
Plan developed
and approved
Target
30.6.2009
Target
30.6.2010
Target
30.6.2011
Target
30.6.2012
100%
compliance
with
plan
specifications
100%
compliance
with
plan
specifications
100%
compliance
with
plan
specifications
100%
compliance
with
plan
specifications
Evidence
Annual Report
Strategic focus area 6: Social and Human Capital Development
6A Facilitating the development of a healthy and socially inclusive society (Objectives 6.1 – 6.5)
6A.1 Number of new Child Care
facilities provided in partnership
with governmental and nongovernmental organisations
6A.2 Number of partnerships
implemented focussing on
HIV/AIDS orphans
6A.3 Number of partnerships
implemented with Early Childhood
Development sector
6A.4 Number of local drug action
committees established
6A.5 Increase number of strategic
sporting partnerships and events
implemented
new
2
3
4
4
4
9
11
13
14
16
17
2
4
5
5
6
6
2
8
16
24
32
40
10
12
13
15
17
18
6A.6 Number of street people
accommodated
6A.7 Number of days when air
pollution exceeds WHO guidelines
280
300
330
413
516
645
148
144
140
137
135
133
6A.8 Reduction of the infant
mortality rate (Number infant
deaths per 1000 live births)
6A.9 Slow the rate of increase of
TB per 100 000 of Cape Town
21,38
20,6
20
19,5
19,2
19
878
980
1040
1090
1120
1140
City of Cape Town
66
Page
6 Monthly report
Core Objective
Baseline
30.6.2007
Population
6A.10 Slow the rate of increase of
the City’s ante-natal HIV
prevalence
16%
Target
30.6.2008
18,5%
Target
30.6.2009
19
Target
30.6.2010
19,3
Target
30.6.2011
Target
30.6.2012
19,6
Evidence
19,8
Strategic focus area 7: Good governance and regulatory form
7A Ensuring enhanced service delivery with efficient institutional arrangements (Objectives 7.1 – 7.2; 7.4 & 7.6)
7A.1 Development and adherence
to a comprehensive HR
development strategy
7a2 Development and
implementation of Quality
Management Programme
7A.3 Improved turnaround time of
tender procurement processes in
accordance with procurement plan
7A.4 Development of and
percentage adherence to Project
Plan for integration of GIS, LIS
and SAP
Comprehensive
HR development
strategy Plan as
per
statutory
requirements
completed
and
approved
Quality
Management
Programme
developed
and
approved
8 weeks
Integration
Project
developed
approved
100%
compliance with
plan
specifications of
Year 1
100%
compliance
with
plan
specifications
of year 2
100%
compliance
with
plan
specifications
of year 3
100%
compliance
with
plan
specifications
of year 4
100%
compliance
with
plan
specifications
of year 5
10% of identified
services/
functions
ISO
certified
20%
of
identified
services/
functions ISO
certified
8 weeks
50%
of
identified
services/
functions ISO
certified
7 weeks
70%
of
identified
services/
functions ISO
certified
7 weeks
100%
of
identified
services/
functions ISO
certified
6 weeks
8 weeks
100%
100%
100%
100%
100%
compliance with compliance
compliance
compliance
compliance
strategy
with strategy with strategy with strategy with strategy
specifications for specifications specifications
specifications
specifications
Year 1
for Year 2
for Year 3
for Year 4
for Year 5
7A.5 Gearing the City for improved Council approved 100%
100%
100%
100%
100%
Service delivery
Operating Model compliance with compliance
compliance
compliance
compliance
implemented by strategy
with strategy with strategy with strategy with strategy
Council
specifications for specifications specifications
specifications
specifications
Year 1
for Year 2
for Year 3
for Year 4
for Year 5
7B Management of key financial areas such as income control, cash flow, indigent support, alternative income opportunities, asset management and
risk management. (Objective 7.5 – 7.6)
Plan
and
City of Cape Town
67
Page
Core Objective
Baseline
30.6.2007
21.07%
Target
30.6.2008
20%
Target
30.6.2009
20%
Target
30.6.2010
19,75%
Target
30.6.2011
19,75%
Target
30.6.2012
19,70%
4.31:1
4.31:1
4.31:1
4.30:1
4.30:1
4.30:1
95%
95%
96%
97%
98%
98%
95%
95%
96%
97%
98%
98%
2.60:1
2.60:1
2.50:1
2.45:1
2.45:1
2.46:1
94%
95,5%
96%
97%
98%
98%
7B.7 Percentage reduction in the
number of recurring findings
emanating from Internal Audit
7B.8 Unqualified Audit from
Auditor General
New
50%
60%
70%
80%
90%
Unqualified audit
received from AG
Unqualified audit
received
from
AG
Unqualified
audit received
from AG
Unqualified
audit received
from AG
Unqualified
audit received
from AG
Unqualified
audit received
from AG
7B.9 Maintain City’s credit rating
A1+ (short term)
AA- (long term)
A1+ (short term)
AA- (long term)
A1+(short
term)
AA(long
term)
A1+
term)
AAterm)
A1+
term)
AAterm)
A1+
term)
AAterm)
7B.1 Net Debtors to Annual
Income
[Ratio of outstanding service
debtors to revenue actually
received for services (NKPI)]
7B.2 Debt coverage by own billed
revenue (NKPI)
7B.3 Percentage of City’s Capital
budget spent (NKPI)
7B.4 Percentage of City’s
operating budget spent
7B.5 Ratio of cost coverage
maintained
7B.6 Revenue collected as a
percentage of billed amount
(short
(long
(short
(long
(short
Evidence
Annual Financial
Statement
Annual Financial
Statement
Audited financial
statements
Audited financial
statements
Annual Financial
Statement
Finance
Management
Report
Quarterly Audit
Committee
Report
Receipt of clean
audit report for
financial
year
2006/2007
Credit
Rating
report
(long
7C Establish effective community engagement channels (Objective 7.7 – 7.8)
7C.1 Number of functioning ward
participatory structures
7C.2 Community satisfaction
score measured in terms of the
Likert scale (1-5)
105
105
105
105
105
105
3
4
4
4
4
5
City of Cape Town
68
Page
6 Monthly
Customer
Perception
Survey report
Annexure F: Programmes towards the implementation of
Objectives
Strategic Focus Area 1:- Shared Economic Growth and Development
Core Objective 1A Create an enabling environment for the economy to grow
(objectives 1.1 – 1.10)
Corporate Objective 1.1 :- Develop new and strengthen existing partnerships to meet the City’s strategic
objectives focussing in particular on new direct investment and tourism.
1.1.1 Partnership Programme:
 Stimulate new Partnerships and package development opportunities to maximise the use of the City’s underutilised
resources.
 Extend the mandate of successful partnerships and terminate unproductive partnerships.
 Engage the Tourism industry by providing packaged opportunities for unlocking the tourism value chain to broader based
participants.
 Positioning the City Of Cape Town and its agencies as a leading participant in the tourism industry and other priority
sectors.
 Engage with all spheres of government to solicit more investment in the City Of Cape Town and to synergise on joint
projects.
1.1.2 Accelerated Investment Programme: Strengthen the City’s support for its investment promotion agencies and other partnerships
 Establish a City Development Facilitation Unit (DFU) to lead investment
 Eliminate constraints and barriers to investments
 Develop a proactive incentivation policy for new investment targeted LED areas.
 Identify and release land for commercial and industrial development.
1.1.3 Sector Support Programme:- Facilitate economic growth and investment and strengthen linkages to the second economy-:
 Strengthen sector support agencies (includes tourism, BPO/ Call Centres, ICT, alternative energy, creative industries,
boat building, clothing & textile, agricultureand aquaculture business,
 Actively initiate events with sector bodies in partnership with external credible service providers
Corporate Objective 1.2:- Develop and implement low complexity and high impact Local Area Development
(LED) initiatives
1.2.1 Area Targeting and Management Programme: Introduce new opportunities and develop existing opportunities in prioritised areas:
 Actively engage and solicit large scale investments by packaging achievable and realistic economic opportunities
 Proactively plan and implement local economic development programmes in areas where development is currently taking
place
 Build on existing community based economic forums and extend broad participation thereof
 Build and further strengthen the Central Improvement Partnerships in existing and emerging areas that will lead to self
regulation and management
1.2.2 Informal Trade Support Programme: Review of regulations and by-laws to create a more enabling business environment.
 Encourage and promote transparent self regulation in the informal trading environment.
 Proactively facilitate business support programmes to informal traders to allow for natural progression into the formal
business environment.
 Proactively encourage co-existence between the formal business environment and informal traders.
 Proactively promote markets with local products.
 .Implement Business Facilities Management Framework.
Corporate Objective1.3:- Strengthen the City’s tourism capability and events management calendar 365
days a year.
1.3.1 Tourism Development Programme: Develop entrepreneurship and employment opportunities that will enable broader participation in the tourism value chain.
 Develop 2010 world cup tourism support programmes that will balance demand with supply of capacity and services.
City of Cape Town
Page
69






Initiate a skills development programme that will result in broader participation in the Tourism economic and job
opportunities
Strengthen and further capacitate the visitor centres to provide BBBEE opportunities.
Initiate and influence strategic interventions with key stakeholders including ACSA, airlines and tour operators..
Develop BBBEE Entrepreneur development programmes.
Enhance Visitor Information Centres
Engage with SAPS and City police to enhance City Visitor Safety Programmes
1.3.2 Destination Development Management and Marketing Programme: Review and improve the mandate of our existing agencies in consultation with all stakeholders to improve Cape Town and
the Western Cape as world class destination.
 Review and develop the City Of Cape Town tourism brand to take adavantage of all economic opportunities relating to
2010 and beyond
 Engage the private sector to actively participate with the City’s agencies to promote Cape Town and the Western Cape as
world class destination.
 Actively promote Cape Town and the Western Cape as an environmentally friendly and creative industries city .
 Actively promote Cape Town as a Busines Tourism destination.
1.3.3 City Events Strategy and Programme: Develop and establishment a City wide events office as a single point of contact
 Market Cape Town as an Events Destination that is well capacitated to meet the expected increase in demand leading up
to 2010 and beyond.
 Develop a strategy and implementation plan to spread the events capacity of the City evenly throughout the year..
 Develop and market an all year City Events calender.
Corporate Objective 1.4:- Develop and grow SMME opportunities through 2010, Supply Chain Management
processes and events to encourage SMME development.
1.4.1 SMME and cooperative business support Programme: Bridge the gap and strengthen linkages between developed and emerging economies including:
 Review, develop and enhance partnerships to ensure Business Development support services.
 Develop a 2010 Small Business Programme that creates opportunities leading up to 2010 and beyond.
 In conjuction with external service providers, enhance the trade fairs capability that will have a more direct impact on .
 Business and Economic Opportunities Promotion: Small Business Week.
 Youth Entrepreneurship programmes including Schools Entrepreneurship Programme
1.4.2 Small Business Promotion Programme: Increase participation in Economic Networking Forums
 Increase participation in small business week and provide tangible opportunities for participants
 Review existing and establish further digital business centres
 Expand the presence of library business corners
1.4.3 City Procurement Programme: Establish and Integrated Supplier Development Programme including Voucher Programme
 Actively market the City’s tender processes in areas where it is most needed
 Interact with all spheres of government to establish targeted SMME procurement policies
 Promote Green Procurement and Fair Trade
 Review existing legislation governing supply chain and propose recommendations for improvement
 Entrench and publicise BBBEE policies
 Promote recycling business opportunities.
Corporate Objective 1.5 :- Direct investment in strategic infrastructure where economic benefits are
demonstrated..
1.5.1 Transport and Telecommunications Infrastructure Programme:- to support the city’s economy, attract investment and
support future growth:
 Leverage 2010 initiatives to help accelerate economic growth up to 2010 and beyond.
 Establish a Development Facilitation Unit (DFU) to indentify LED prioritised areas and package development opportunities
 Engage with all spheres of government including State-Owned Enterprises.
 Enhance the ICT infrastructure of the City by establishing a City wide wireless internet capability.
Corporate Objective 1.6:- Proactively support the formal business environment.
City of Cape Town
Page
70
1.6.1 Enabling Business Environment Programme: Promote efficient and effective practices within the City Administration.
 Review existing legislation to promote economic development.
 Perform an investment climate survey
 Proactively engage with business, state-owned enterprises and national government.
 Support the City Improvement District parterships in existing and emerging areas.
 Provide affordable, sustainable and non-interrupted services
1.6.2 Business and Consumer Security Programme: Promote mixed land use and design treatments in new housing and business developments.
 Proactive enforcement of By-laws that affect the business environment.
 Improved Metro Police capacity and training.
 Increase Safety awareness
 Community policing fora.
 Tourist safety and security policy.
Corporate Objective 1.7:- Develop skills to support the growing sectoral economy and access to
opportunities. Prioritise skills development based on the needs of the local economy to support continued
economic growth and access to opportunities.
1.7.1 Skills Development and Training Programme:- to unlock economic growth and ensure sustainability of growth sectors:
 Identify short, medium and long-term skills shortages.
 Develop a strategy to meet the demand on skills
 Enage with Industry and with the education industry to fast track development of skills in key economic sectors (including
IT, Construction).
 Schools Entrepreneurship
 Computer Skills Training
 Support Artisan Training linked to growth industries
 ABET
 Promotion of learnerships
 Crisis Communication in Tourism
 Tourism Awareness Training
1.7.2 Low Skilled Job Creation Programme: EPWP prioritised in all infrastructure projects
 Early Childhood development programme.
 Establish further job centres.
Corporate Objective 1.8:- Develop policy to encourage economic growth, job creation and broader
participation.
1.8.1 Legislation review programme:
 Review existing national and provincial legislation and make recommendations for change.
 Participate in further development of policy and implementation processes impacting on economic development.
1.8.2 Implementation of the Economic Development Strategy Programme:- to ensure alignment with and inputs to:
 National and Provincial Government of the Western Cape strategies and Policies
 Regional Development Strategy
 The City’s Spatial Development Framework and District Spatial Development Plans
 City Infrastructure Investment Strategy.
 Integrated Human Settlement Plan.
 Resource management plans including environmental, water, energy , solid waste.
1.8.3 Economic research and information programme: Secure provision of official City level economic statistics.
 Local Area economic research
 Business survey (to replace RSC Levy database)
 Informal sector survey.
 Poverty study
 Key City indicators
 Tourism Infrastructure survey
City of Cape Town
Page
71


Tourism Satellite Account for Cape Town
Tourist Tracking Survey.
Corporate Objective 1.9:- Support the expansion and development of established Businesses to strengthen
the city’s economic base and competitiveness.
Corporate Objective 1.10:- Support an enabling environment for the development of opportunities.
Core Objective 1B Preparations for hosting the FIFA 2010 World Cup in accordance
with FIFA’s requirements and the City’s developmental objectives (Objective 1.11)
Corporate Objective 1.11:- Hosting of the FIFA 2010 World Cup™ in the City of Cape town in accordance
with FIFA’s requirements and the City’s developmental objectives
1.11.1 Implementation of 2010 World Cup™ programme (1B.1Conformity with agreed programme to the City’s Business Plan) to
achieve the following:
 Timeous finalisation securing of the statutory planning processes related to the environment impact assessment, zoning,
public participation process and building plans for the Green Point site, Stadium, Stadium Precinct and Urban Park land
required for stadium and related facilities
 Timeous delivery on the City’s obligations in respect of bulk and link infrastructure services in support of the Green Point
Stadium, Stadium Precinct and Urban Park
 Delivering on all pre-event requirements
 Completion of the new Green Point Stadium, Stadium Precinct and Green Point Common Urban Park according to FIFA
programme
 Delivering on all services required Integrated Operational Plan and Decentralised Viewing Programme during the 2010
FIFA World Cup™ hosting of the event
 Ensuring deriving of optimum benefit from the hosting of the event with specific reference to improved infrastructure,
economic development and soccer development
 Ensuring post –event sustainable use of, and operation of the Stadium and the Green Point Urban Park optimum return on
infrastructure investment ? Check…”ensure”
1.11.2 – (1.B.2) Long term operator to manage stadium appointed
City of Cape Town
Page
72
Strategic Focus Area 2:- Sustainable Urban Infrastructure
Core Objective 2A Universal access to basic service (objectives 2.1 – 2.3)
Corporate Objective 2.1:- Reduce service backlogs for infrastructure-related services in accordance with
national objectives for basic services.
2.1.1 Basic Sanitation Services Programme:- Local programmes, determined by policy, need (i.e. basic service backlog: where
there is no access to service), standards and appropriate technology
 To ensure access to basic sanitation services by all by 2010.
2.1.2 Basic Water Services Programme:- Local programmes, determined by policy, need (i.e. basic service backlog: where there
is no access to service), standards and appropriate technology
 To make potable water services available to all by 2008.
2.1.3 Basic Services Programme:- Local programmes, determined by policy, need (i.e. basic service backlog: where there is no
access to service), standards and appropriate technology
 To eradicate the bucket system sanitation services in all settlements by 2007 (Informal settlements cannot be met within
current financial constraints).
2.1.4 Basic Electrical Services Programme:- Local programmes, determined by policy, need (i.e. basic service backlog: where
there is no access to service), standards and appropriate technology
 To complete electrification of all residences by 2012.
2.1.5 Basic Waste Collection Services Programme:- Local programmes, determined by policy, need (i.e. basic service backlog:
where there is no access to service), standards and appropriate technology
 To standardise waste collection service for all.
Core Objective 2B - Conservation of natural resources (Objectives 2.4 – 2.5)
Corporate Objective 2.2:- Develop demand management programmes for water, electricity, waste and
transport and reduce attendant pollutants.
2.2.1 Incentive Programme:- Introduce financial incentives (e.g. rebates for introducing sustainable technologies for households
and business) and disincentives (e.g. step tariffs for electricity, bylaws for sustainable practise, etc) to support more sustainable
consumptive patterns. Introduce incentives for brownfield/greyfield redevelopment, enforcement of urban edge, disincentives for
greenfield development. To reduce consumption patterns (water, waste, energy, land, etc).
2.2.2 Sustainable Technology Programme:- Energy and Climate Change Strategy. Green Buildings Guideline. Solar Water
Heating By-law. Developing industry for sustainable technology (e.g. solar water heater factory, biodiesel refinery, etc). To facilitate
the introduction of sustainable technologies (e.g. solar water heaters, low flow showers, waterless toilets, indigenous gardens,
biodiesel, biodigestors, re-use of treated sewerage, waste recycling, waste minimisation, etc,). Lead the way by installing said
products in government buildings and low cost housing
2.2.4 Demand Management Programme:- To focus more strongly on water and electricity demand management and waste
minimisation in order to reduce pollution levels and reduce capital investment requirements.
 Energy and Climate Change Strategy;
 Waste Minimization Strategy;
 Water Demand Management Strategy;
 Integrated Waste Management By-law.
2.2.5 Environmental Education and Training Programme:- Improve environmental awareness (thus promoting biodiversity
conservation) by the co-ordination and facilitation of environmental education programmes for the public, both at a schools level,
and an adult education level. Build skills and develop capacity of underprivileged communities through Environmental training and
education, thus providing marketable workplace skills
 Community Cleaning and Greening Initiatives
2.2.6 (2B.2) % drinking water quality compliance with SANS 241 - microbiological requirement, chemical requirement Class 1
2.2.7 (2B.3) Percentage compliance with 4 critical DWAF effluent standards (E-coli count, Ammonia content, Oxygen demanding
substances, Total suspended solids)
2.2.8 (2B.4) Ensure recreational waters (bathing beaches, vleis, lagoons, etc) comply with applicable water quality standards to
safeguard public health
2.2.9 (2B.5) % Cleanliness of the City (Metropolitan Cleanliness/ Photographic index see Note: 3 below)Shared indicator City of Cape Town
Page
73
Contributing departments: SWM, City Parks, Roads & Stormwater
Corporate Objective 2.3:- Reduce impact of flooding on community livelihoods and regional economies
2.3.1 Development Planning to Minimise Flood Risk: Includes mapping of flood risk areas, preparation of Stormwater Master
Plans, and ensuring development is appropriate for the anticipated flood risk,
2.3.2 Effective and Efficient Infrastructure Provision and Maintenance: Improving service levels by provision of new
infrastructure, reduction of backlogs, and ensuring proper functioning of stormwater management infrasturucture in accordance with
sound asset management principles.
2.3.3 Appropriate Disaster Risk Planning: Limit the impacts of extreme flood events and assist in recovery.
2.3.4 Communication and Advice to Affected Communities: Capacitate communities to manage flood risk in partnership with city
and to understand that flooding cannot be entirely prevented
Corporate Objective 2.4:- Conserving Biodiversity and improving quality living environments through
greening, education and access.
2.4.1 Coastal Zone Managment Programme:- To enhance the quality of life for residents and tourism potential (ultimately jobs)
through conserving and managing beaches, rivers, open spaces and nature reserves.
2.4.2 Nature Reserve Management Programme:- Support key community projects like Cape Flats Nature, Blaauwberg
Cconservation Area, False Bay Ecology Park and Two Rivers Urban Park. To ensure nature reserves are managed in a peoplecentred way
2.4.3 New Nature Reserve Programme:- Create at least 3 multi-use nature conservation parks.
2.4.4 Nature Reserves:- The provision of safe recreational space in City nature reserves without compromising ecological integrity.
Protection of resource base for present and future residents and tourists (beaches, nature reserves, cultural and heritage resources,
etc). Support green economy through responsible tourism; Energy and Climate Change Strategy; Coastal Zone Management
Strategy; Biodiversity Strategy; Tourism Development Framework.
2.4.5 Biodiversity Programme:- To undertake 30 000 person days of environmental education on nature reserves per year. To
achieve Bidoiversity Network targets and secure sites for present and future generations (Conserve at least 10% of each original
extent of vegetation type)
2.4.6 Biodiversity Strategy and Biodiversity Network. To ensure benefits (including jobs) are delivered from conservation of
biodiversity.
2.4.7 Natural Areas Protection Programme:- To protect valuable agricultural land and natural areas for indigenous plant use.
Remove identified alien invasive species, and follow up to ensure long term removal.
2.4.8 Safe natural areas Programme:- Biodiversity Strategy. Coastal Zone Management Strategy. To enhance the safety of natural
areas for all citizens to use for recreation
2.4.9 Urban Edge and Metropolitan Open Space System.
Corporate Objective 2.5:- Safeguard human health, protect natural aquatic environments, and improve and
maintain recreational water quality.
2.5.1 Minimum Impact Development Planning: Employing Catchment Management Principles, through the preparation of
Catchment and River Management Plans and Stormwater Master Plans, to guide and limit the impact of urban development on
receiving waters.
2.5.2 Integrated Urban Water Management: Management of the collective impact of the various water processes (water supply,
wastewater and stormwater), as well as solid waste disposal, on water resource sustainability, community health and the natural
environment.
2.5.3 Communication and Advice to Communities: Awareness programmes focussing on understanding functioning and impacts
of drainage systems as well as aquatic processes.
Corporate Objective 2C Effective management of City’s Infrastructure and Resources (Objectives 2.6 –
2.9)
Corporate Objective 2.6:- Large or bulk infrastructure programmes that are essential must receive priority.
2.6.1 Leakage control Programme:- Key parts of the water reticulation system (e.g. Voëlvlei bulk supply line) need urgent
City of Cape Town
Page
74
maintenance/ replacement to minimise losses and ensure uninterrupted potable water supply; To rehabilitate/ replace failing water
bulk infrastructure (minimum measured leakage).
2.6.2 Reticulation Infrastructure Programme:- Water and sanitation reticulation need several new or enhanced systems to install
and commission new water systems.
 Northern Bulk Water System:- Other bulk water system investment will be required soon for inter alia, treatment and
storage especially to supply the northern growth area.
 Desalinisation:- Desalinisation pilot project at the V&A: Water Services.
 Bulk Water System:- Bulk water infrastructural investment on the Berg River Dam and System.
2.6.3 Maintenance Programme:- Most of the waste water treatment works need extensive maintenance/ upgrading in order to
improve discharge effluent quality standards and reduce consequential environmental and ecological health impacts. To rehabilitate
failing waste water treatment bulk infrastructure
2.6.4 Treatment Works Programme:- To rehabilitate/ replace failing bulk infrastructure (or establishment and commisioning of
new).
 Wesfleur Treatment Works Upgrade:- To accommodate growth pressures in different parts of the city, Potsdam,
Melkbosstrand, Wildevoëlvlei, Wesfleur & Mitchell’s Plain waste water treatment works need to be upgraded.
 New Fisantekraal Treatment Works:-New treatment facility (Fisantekraal) needs to be constructed.
2.6.5 Landfill Programme:- To establish and commission new landfill and rehabilitate full landfills
 Northern landfill:- Establish a new multipurpose landfill site in the far northern region of the city, approximately 45 km from
the City centre (to replace four landfills within next five years).
 Integrated Waste Management (IWM) and waste minimization: Pilots have to be developed in partnership with business
and industry, supported by various national departments (notably National Treasury, DTI, DME and DEAT) that will ensure
markets are created to ensure successful recycling and reuse of materials that will reduce waste to landfills and impacts on
natural resources (Solid Waste Management, Environmental Resource Management).
 Rehabilitation of old landfill sites
 To establish and commission new landfill transfer stations. New transfer stations:- Establish three additional transfer
stations to compensate for landfill closures, which could also serve as Processing/ Treatment and/or Material Recovery
Facilities to support the Council’s (and national) waste diversion and minimisation imperative. Fleet upgrade:- Optimise and
upgrade waste collection and cleaning fleet.
2.6.6 Electricity Programme:- To ensure effective electricity provision.
 Network Infrastructure Refurbishment Plan:- Refurbish or replace ageing Medium Voltage infrastructure, depending on
the status of infrastructure
 Network Infrastructure Growth & Reinforcement Plan:- Extension of the electrical distribution and reticulation network
to take care of growth and development:
 South Peninsula area’s High Voltage supply:- Almost at capacity. Will necessitate an expansion of the network
capacity.
 Helderberg area:- High growth will require the extension of network capacity to sustain electricity supply.
 Network Infrastructure Reinforcement for 2010:- The accelerated infrastructure reinforcement program for the CBD and
2010 is currently not funded..
 Electricity Distribution Industry Restructuring (EDIR): Participate in the EDIR once key direction from the national
process has been obtained.
 Roll-out of RED1:- Finalisation of all regulatory, asset, staffing and administrative aspects to ensure seamless transition of
service provision that will not have an impact on the Council’s financial position.
 ESKOM Supply areas:- Covered by the Eskom Infrastructure development program
2.6.7 Road infrastructure Programme: Annual metropolitan and local road reconstruction and rehabilitation programme. The road network requires continuos
reconstruction and rehabilitation as the key infrastructure supporting Public Transport and promoting access and mobility.
 Road maintenance programme - A well managed and maintained road network. To ensure driver, passenger and
pedestrian safety, roads and footways are maintained.
 Standardisation of Policies, Specifications and Procedures for Roads for the City. Standards, guidelines, policies and
specifications applicable to the development and management of all roads and related infrastructure. E.g. Road closures,
design specifications,…
2.6.8 Transport, Roads and Stormwater Asset Management Programme:- Development of asset management systems for
transport as well as for roads infrastructure to assist with the sustaianble provisioning and management of infrastructure. Well
managed transport, roads and stormwater infrastructure and assests through proactive planning and needs based resourcing
2.6.9 Transport, Roads and Stormwater Infrastructure Investment Programme:- Construction of new transport and roads
City of Cape Town
Page
75
infrastructure through an inhouse infrastructure development unit and via facilitation of appropriate development. Develop and
extend road and related infrastructure network in Cape Town in order to underpin a growing economy.
Corporate Objective 2.7:- Develop an integrated programme approach to infrastructure and service planning
and budgeting.
2.7.1 Public Infrastructure Investment Programme to be developed and implemented in conjunction with key departments
(Finance, etc).
 To improve leveraging of available funds without compromising the Council’s ability to sustain service delivery (trade-off
between the cost of investment and income generated or savings induced by alternate measures).
 Solid waste: phased development of regional landfill sites and associated transfer stations and treatment infrastructure
 New Water infrastructure – km’s of water piping
 New sewerage infrastructure – km’s of sewerage piping
 % Construction / completion of Sewerage Plant upgrades Potsdam, Fisantekraal, Scottsdene, Bellville,
Melkbosstrand/Potsdam, Athlone
2.7.2 Staff optimization Programme:-Deliberations in the Metro Bargaining Council to move staff according to service delivery
needs, as well as the use of shifts to improve the utilisation and accessibility of infrastructure.
 Focused employment plan:- supported by formal career development and succession planning tto ensure a sufficiently
skilled pool of professionals is developed to manage infrastructure investment projects, programmes, and assets at the
correct quality of service.
 Skills development plan:- (Corporate Services)
2.7.3 MSA S.78(1) investigations Programme:- (Ongoing) to indicate viability of Council or alternate service provision
mechanisms. To develop alternative service delivery and infrastructure funding or investment mechanisms. These options could
include:
 Partnerships;
 Concessions (BOTT);
 Equity Investments;
 Realistic tariffs and levies.
2.7.4 Cross-cutting Infrastructure Programme:- Develop an integrated, multi-disciplinary development plan , based on a balanced
spatial-growth-and-densification approach, which will indicate priority areas and programmes.
 (2010 World Cup projects)
 To establish a more cost-efficient integrated top-down system of programme budgeting, instead of silo-based functional
project budgets that cost more when added together.
2.7.5 Integrated, multi-disciplinary development programme:- Integrated development plans, budgets and programme/ project
teams that deliver projects within budget and timelines.
 Sustainable infrastructure asset management plan. To effect repairs or replacement of infrastructure and related
equipment per a schedule determined by an asset management programme that is supported by sufficient funds
 Asset Management Programme:- Develop and implement a sustainable infrastructure asset management programme.
2.7.6 Priority development programmes:- Budget collectively for priority development programmes (where Council must fund this).
To establish integrated infrastructure development plans, budgets and programme/ project teams that deliver projects within budget
and timelines.
 Execute the establishment of infrastructure on an integrated programme approach, after which it is handed to line
management to maintain and operate.
2.7.7 SAP Asset Management Programme:- Effective deployment and use of SAP asset management module, linked to formal,
continuously updated long-range infrastructure planning.
2.7.8 Social infrastructure Programmes to ensure participation by all communities in the City:- Develop social infrastructure to give
access to all communities in the City.
2.7.9 Maintenance Programme:- Development and Implementation of a planned infrastructure maintenance programme iro
Electricity, Sewerage, Water and Roads & Stormwater.
2.7.10 Asset Care Centre Programme:- Implementation of Asset care centre that is ISO 9001 compliant at various Electricity sites.
Electricity Services: Development and implementation of an Asset Care programme
City of Cape Town
Page
76
2.7.11 Solid Waste Management:No. of depots ISO 9001 accredited, Replacement of existing Council owned refuse compactors with
FML vehicles (No)Replacement of Specialised vehicles (No)
2.7.12 Water Services: Reduction in proactive maintenance backlog
2.7.13 Maintenance of existing infrastructure - Roads
2.7.14 % Reduction in backlogs in new Roads infrastructure. Note: % backlogs calculated relative to the total length of the existing
road network with single storey dwelling units having 6m of road frontage.
City of Cape Town
Page
77
Strategic Focus Area 3:- Public Transport Systems
Core Objective 3A Improve public transport system and services (Objectives3.1 – 3.6)
Corporate Objective 3.1:- Improve public transport services and secure new investment in infrastructure
3.1.1 Public Transport Service Improvement Programme:- Managing public transport system for growth. Effective monitoring the
Scheduled Public Transport Services. (Securing greater investment in rail and bringing existing system to good state of repair,
Implementation of Taxi Recaptialistation Process, Converting interim bus contract in subsidised service contract (negotiated
contracts). Ensure environmentally friendly technologies used in purchases of new public transport vehicles – incentives. Reduce
commuter travel time.
Corporate Objective 3.2:-Promote use of public transport. Create a unified road-based public transport
system utilising the optimum mode for a particular route/corridor. Promote use of public transport to access all
facilities and services and reduce the need to use private cars.
3.2.1 Interchange Programme:- Design and Construction of Improved and New Public Transport Interchanges. Creation of a
unified road-based public transport system utilising the optimum mode for a particular route/corridor
3.2.2 Prioritiy lane programme:- Public Transport Priority Lanes. Enforcement of existing priority lanes.Construction of new priority
lanes. Promote use of public transport to access all facilities and services and reduce the need to use private car.
3.2.3 Transport access programme:- Accessibility to Public Transport Facilities for passengers with special needs. Provision of the
Dial-a-Ride Service. Model Contracts for Learner Service. Provision of Long Distance Facilities
3.2.4 Fare and Ticketing Programme:- Development and Implemenation of Integrated Fare Management and AVL System.
Supporting Systems (Integrated ticketing, safety and security, information). Improved regulation and access control at facilities.
Develop Fare Policy and Subsidy Policy
Corporate Objective 3.3:- Reduce the demand for travel and create conditions for all day public transport
services.
3.3.1 Travel Demand Management Programme:- Ensuring a sustainable level of travel demand where growth in traffic is less than
the growth in population.Better distribution of trips throughout peak period. (1) Encouraging travel behaviour changes. (2)Car parking
management system. (3)Restraint measures. (4)Incentives. (5)Land use changes. To reduce demand for travel and to create
conditions for all day public transport services
3.3.2 Road Network Programme:- Establish a Safe and Efficient Road Network to ensure a balanced plan with major increases in
NMT and public transport travel. People and goods can move safely on the road network by the most efficient modes and routes
and minimising the impact of traffic on the environment:
 Reinforce road hierarchy
 Remote traffic monitoring systems
 Freeways – serve inter and intra – regional
 Expansion of CCTV on major roads
connections for high volumes of people and goods
 Improved law enforcement
 Priority given to efficient passenger transport.
 Safe & quieter local streets.
 Target key bottlenecks
 Road investment strategy.
 Connecting new growth areas
 Ensure provision of safe pedestrian crossings, bridges
 Efficient use of existing road network.
etc, especially in busy urban environments (i.e. Cape
Town CBD)
Corporate Objective 3.4:- Integrate Land Use and Transport
3.4.1 Business Decentralisation Promotion Programme:- Transport investment to support City Plan. Land use planning to
reinforce investment in transport infrastructure and services through good urban design and zoning.Decentralise job
opportunities/develop closer to residential areas. Possible relocation of big companies Transport planning to support urban renewal
programmes.
Corporate Objective 3.5 Ensure that freight moves efficiently and safely within the City
3.5.1 Freight Movement Programme: Keeping road freight moving
 Principal routes
City of Cape Town
Page
78






Primary routes
Secondary routes
Tertiary routes.
Managing freight movement in local areas
Minimise freight movement updates on surrounding communities.
Intermodal facilities.
3.5.2 Non-motorised Transport Programme:- Encourage more people to walk and cycle through education programmes. Ensure
that NMT1 is safe and attractive and provides an alternative mode of travel not only as a feeder mode but as a main mode of travel
on short origin/destination routes.
 Ensure that pedestrian and cyclist planning is integrated with all transport initiatives (integrated planning approach). Ensure
greater connectivity between NMT and other transport modes.
 To ensure investment in infrastructure for NMT and to create appropriate environment for this mode of travel by concentrating
job opportunities close to residential areas.
 Supporting other transport modes.– walking, cycling, public spaces
 Development of City-Wide NMT Network. Development of NMT on the Klipfontein Corridor
Corporate Objective 3.6:- Develop and implement a transport asset management plan for the City
3.6.1 Transport Asset Management Programme:- To develop and implement an asset management strategy for the Transport
department
 *Asset Management Policy
 *Fixed asset information management system
 *Movable asset management Register
 *Asset Maintenance management plan
 *Staff resource plan
1
Non-motorised transport
City of Cape Town
Page
79
Strategic Focus Area 4:- Integrated Human Settlements
Core Objective 4A - Improve and develop Integrated Human Settlements (Objectives 4.1 – 4.3)
Corporate Objective 4.1: Transform dormitory suburbs into areas which support a greater mix of land uses,
offer a range of amenities and are socially mixed facilities
4.1.1 Integrated Human Settlement Programme:- To transform dormitory suburbs into areas which support a greater mix of land
uses, offer a range of amenities and are socially mixed facilities. Area based, cross-sectoral urban renewal programmes. Local area
economic development (also mentioned in the economic section. Public spaces programme. Dignified places programme (burial and
initiation). Memory programme. Meeting the coast 1 IHSS Projects in Urban Renewal Areas.
Corporate Objective 4.2: Put in place policy and spatial planning frameworks that will facilitate the
development of integrated human settlements.





City Development Strategy
City-wide spatial development framework
District Plans
Framework for the development of quality open spaces
Environmental Management Frameworks
Corporate Objective 4.3:- Develop and maintain zoned public open spaces, cemetries, beaches and resorts.
4.3.1 Zoned Public Open Spaces Equity Programme:
Development and implementation of plans to ensure the equitable delivery of services.
Development and implementation of park maintenance and development standards.
Zoned Public Open Spaces Accessibility Plan.Ensuring influence on planning phases
4.3.2 Monitoring sustainability Programme:Sustainability Report:- Monitor and report annually on progress towards sustainability in Cape Town, thus improving transparency
and accountability and highlighting key development and conservation issues.
Portfolio of Sustainability Best Practice:- Monitor and report annually on sustainability of City led projects, thus improving
transparency and holding decision makers accountable, while showcasing those projects that achieve a high sustainability rating
4.3.3 Beach and Resort Management Programme: Implementation and maintenance of the Beach Management Plan and the
sustainable redevelopment and maintenance of Resorts
4.3.4 Environmental Auditing Programme:- Improve the environmental performance and efficiency of key service functions in the
City (e.g. solid waste management, wastewater) through the development and implementation of an Environmental Auditing
programme.
4.3.5 Cemeteries Management Plan:- Development and implementation of cemetery management plans. Cemeteries Service
Plan:- Alignment of current cemetery plan with City’s spatial development service delivery plan. Post Capacity Plan:- Development
of plans for post capacity use of cemeteries. Cemetery Service Delivery Mechanisms Plan:- Identification of alternative burial
options for implementation.
Core Objective 4B - Delivery of housing opportunities (Objectives 4.4 – 4.7)
Corporate Objective 4.4: Development and Implementation of a incremental housing programme.
4.4.1 Incremental Housing Programme:- To commence the new programme of Incremental Housing. To provide serviced sites
that may be occupied immediately and the top structures built later. Site and Services provision.
Corporate Objective 4.5: Development of new housing opportunities.
4.5.1 Rapid Land Release Programme:- To conduct Land Identification and Packaging. To release and bank land for housing at an
accelerated rate. Ensure it is done in an environmentally sustainable and socially just manner.
Corporate Objective 4.6: Increase rental stock through social housing partnerships
4.6.1 Social Housing Programme:- Effective provision of Council Rental Stock. Provide a significant number of new rental housing
City of Cape Town
Page
80
opportunities
Corporate Objective 4.7: Redress land ownership inequities by providing Housing based on Restitution claim
settlements.
4.7.1 Restitution-Based Housing Development Programme:- To ensure settlement of restitution claims through housing provision
where applicable. To have completed to process all claims and work towards completion of implementation.
Corporate Objective 4.8: Facilitate gap housing programmes through partnerships with Banks and private
sector developers.
4.8.1 Gap Housing Programme:- Ensure the creation of housing opportunities for the Gap market To create a platform for banks,
developers and low-income earners to interact. To have vibrant housing programme driven by the forces of supply and demand.
Ensure land release to Banks
4.8.2 Informal Settlement Upgared programme: Planning and provision of services and communal amenities. To ensure provision
of services and emeities enjoyed by all citizens
City of Cape Town
Page
81
Strategic Focus Area 5:- Safety and Security
Core objective 5A - Foster a safe and secure environment (Objectives 5.1 – 5.6)
Corporate Objective 5.1 Community and youth programmes directed at reducing crime and lawlessness.
5.1.1 Crime prevention programme focusing on:
 Increased levels of proactive visible policing
 Improved participation on community Police Forums within the Cape Town Metropolitan Area.
 Enhance effective crime prevention in respect of identified crime categories
5.1.2 Crime and disorder reduction partnership programme focusing on:
 Promote partnership policing with public institutions, business, private security industry and the public in cooperation with
SAPS addressing crime and anti-social activity within the City.
5.1.3 Educational and empowerment social crime prevention program focusing on:
 Addressing the causes anti-social behaviour.
 Educational and life skills empowerment of youth and identified communities
 Support families` dealing with difficulties in their life in respect of drug-based crime (rehabilitation)
 Engender a sense of community (shared responsibility) through participation and involvement at the community level.
 Support the Provincial Safer Schools Program.
 Support improving people’s quality of life through addressing the root causes of crime and anti- social behaviour.
Corporate Objective 5.2:- The improvement of urban design to reduce crime and emergencies.
5.2.1 Crime prevention through environmental design (CPTED) programme focusing on:
 Develop and adopt a policy for safer design guidelines.
 Incorporate in the briefs for new and upgraded facilities the need to design in accordance CPTED.
 To reduce crime and anti-social behaviour through the utilization of urban and building design principles.
Corporate Objective 5.3 The on- ongoing expansion of the CCTV network covering key economic and
transport locations as well as crime hot spot areas.
5.3.1
Further out roll of CCTV Network programme:- Expansion of the City’s Closed Circuit Television in identified areas
Corporate Objective 5.4 Improve law enforcement (traffic policing, licencing services and general law
enforcement) through more visible actions.
5.4.1 Departmental service delivery improvement programme focusing on:
 Productivity, effectiveness and efficiency of department
 Enhance/improve public image of metro police
 Enhance service delivery and operational effectiveness
 Build an enabling institutional framework to sustain an ethical policing environment
5.4.2 Traffic and pedestrian safety programme focusing on:
 Increased visible policing and public transport enforcement initiatives.
 Adopting a zero tolerance approach towards traffic offences.
 Increase road and pedestrian – safety
5.4.3 Traffic and licensing service improvement programme focusing on:
 Reduced waiting periods in respect of appointments for learner/driving test
 Improve traffic and licensing service delivery
5.4.4 City’s by-law enforcement programme:- Effective by-law enforcement.
Corporate Objective 5.5 Develop of disaster risk assessment and pro-active disaster prevention and
response plans.
City of Cape Town
Page
82
5.5.1 Disaster risk management centre programme focussing on:
 Effective functioning of disaster risk management centre
 Integrated stakeholder participation and cooperation
 Ensure the optimal functioning of the Disaster Risk Management Centre
5.5.2 Disaster Risk Assessment Programme focusing on:
 City-wide participation in disaster risk assessment
 Establish a uniform approach to assessing and monitoring disaster risk
 Generating a disaster risk profile for the City of Cape Town
5.5.3 Disaster Risk Reduction Programme focusing on:
 Developing and implementing integrated disaster risk management and risk reduction plans.
 Continuous monitoring of effectiveness of risk reduction programmes.
 Protecting the assets of the City, government, business and communities.
 Ensure Integrated disaster risk reduction planning and implementation
5.5.4 Educational and empowerment programme (Disaster Risk Assessment) focussing on:
 Communities at risk
 Schools and higher education
 Commerce and Industry
5.5.5 Integrated disaster response and recovery programme to ensure efficient:
 Multi-disciplinary response
 Co-ordinated relief, rehabilitation and reconstruction efforts
 Ensure effective and appropriate disaster response and recovery within the municipal area
Corporate Objective 5.6 Fast, efficient and equitable emergency response to safeguard life, property, the
environment and livelihoods.
5.6.1 Fire safety programme focusing on:
 Development, implementation, policing and enforcement of Community Fire Safety and other relevant by-laws.
 Develop and implement industry best practice standards ( fire investigation methods)
 A higher standard of fire inspection practices and processes.
 Complying with SANS 10090 (Community protection) response and attendance time
 Decrease in the loss of life and property as a result of fires.
5.6.2 Preventative Community Fire Safety programme focusing on:
 Schools education
 Work with those most at risk from fire
 Forming multi-agency partnerships to reduce fire risk
 Publicity and campaign efforts
 A fire aware and better-educated community
5.6.3 Service improvement program focusing on:
 Improve the productivity, effectiveness and efficiency of operations
 Workforce development
 Resource management
5.6.4 Volunteer programme focusing on:
 Volunteer recruitment and retention
 Better trained volunteer firefighting resources
 Improved level of equipment for volunteer fire fighting units
 A fire service that cares for and support its volunteers.
 Building and sustain capacity to respond and recover.
5.6.5 107 programme to ensure:
 Equitable access to emergency service providers.
 Ensuring technological enhancement (107)
 Improving access to emergency service providers in life and/or property threatening situations (107)
 Improves the community’s ability to respond to emergencies and security threats
DEPARTMENTAL OBJECTIVES
City of Cape Town
Page
83
5A.1 % Reduction in the number of council properties being used for illegal drug dealing and illegal liquor
trading
5A.2 Reduction in the number occurrence of by-law infringements
5A.3 Reduce the number of council land illegally occupied
5A.4 % reduction in the number of incidence of corruption within the organisation
5A.5 % decrease in the number of road accidents
5A.6 Reduce turnaround time between application and appointment to learner / driving licenses.
5A.7 % Reduction in the incidence of crime where the CCTV network cameras are installed
5A.8 Percentage implementation of Disaster Plans according to legislative requirements
5A.9 % compliance of fire stations to risk standards
5A.10 Percentage calls (Fire and Disaster Management) responded to within 14 minutes from receipt of
emergency call up to arrival at scene
City of Cape Town
Page
84
Strategic Focus Area 6:- Health, Social and Human Capital Development
Core Objective 6A - Facilitating the development of a healthy and socially inclusive society (Objectives
6.1 – 6.5)
Corporate Objective 6.1 :- Faciitate the provision of childcare facilities and services to promote holistic
childhood development
6.1.1 Facilitate the Provision of Child Care facilities through partnerships with governmental and non-governmental entities
6.1.2 Facilitate Capacity Building programmes: Training of crèche management structures and pre-school educators in the
home-based care sector; facilitate the formalisation of home based ECD crèches (linkages to environmental health and planning
sectors). 6A.3 Number of capacity building programmes with the pre-school sector implemented
6.1.3 HIV/AIDS orphans: 6A.1 Number of new Child Care facilities provided in partnership with governmental and nongovernmental entities. 6A.2 Number of partnerships initiated to positively impact on the lives of HIV/AIDS orphans
Corporate Objective 6.2 :- Use of Community Amenities and Facilities to implement programmes that impact on antisocial behaviour (eg Drugs and Crime)
6.2.1 Life skills Development Programme: Implementation of life skills development programmes amongst youth, women and
children to address issues of drug and substance abuse, HIV/AIDS and crime. 6A.4 Number of life skills development programmes
focussed on substance abuse; HIV/AIDS and crime implemented with youth, women and children
6.2.2 Sport and Recreation Development Programme:- Implementation of sustainable volunteer, recreational and sport outreach
programmes; Development of strategic partnerships with sports federations; Strategic sports events and partnership plan with the
soccer fraternity in the lead up to 2010. 6A.5 Increase number of strategic sporting partnerships, programmes and events
implemented
6.2.3 Library educational, recreational and cultural programme: implementation of programmes that will focus on the reading,
educational and recreational needs of communities.
Corporate Objective 6.3: Implementation of programmes to address the plight of Street People
6.3.1 Rehabilitation Programme: Facilitation of partnerships to create jobs and address the substance abuse and other psychosocial needs of street people
6.3.2 Reintegration Programme: Facilitation of partnerships aimed at uniting street people with their families and communities of
origin.
6.3.3 Local Networks of Care Programme: Strengthening of families and communities to prevent the increase of people moving to
the streets.
Corporate Objective 6.4 :- Provision of effective environmental health services including Air Quality Management and
Pollution Control programmes (Including noise pollution).
6.4.1 Environmental Health Programme: Potable water sampling
 Food control
 Informal settlement monitoring
 Noise control
 Vector control
 Community outreach
 Monitoring of food premises
6.4.2 Implementation of the Air Quality Management Plan -To improve air quality and reduce adverse health effects
 6A.7 Number of days when air pollution exceeds WHO guidelines
 6A.8 Percentage of airspace saved in relation to the volume of waste disposed of
City of Cape Town
Page
85
6.4.3 Integrated Pollution control - To develop and implement an integrated pollution control strategy for the City.
Corporate Objective 6.5:- Provision of effective primary health care services in close collaboration with Provincial
Health Services with a special emphasis on maternal and child health care and HIV/AIDS/STI and TB control.
6.5.1 Implementation of an Effective Child Health Programme: Reduce Infant Mortality Rate (IMR)
 Reduce deaths from GE
 Reduce < 5 mortality
 Improving immunisation coverage
 Access to curative services
6.5.2 Maternal Health Programme:- Provide an effective women’s health service across the City by inter alia:
 Increasing cervical smear coverage
 Improving access to ante natal care
 Family Planning service
 Reduction in teenage births < 18 yrs
6.5.3 HIV/AIDS/TB Programme:- Integrated HIV/AIDS /STI & TB programme in partnership with PGWC by inter alia:
 Increasing VCT
 Access to ART
 ABC campaign
 Improving smear positive TB cure rate
 Partnerships with NGO’s, CBO’s etc (MSATS)
 HIV/AIDS strategy developed & mainstreamed
 Improved access to STI services
6.5.4 District Health Programme: Joint District Health Plan (DHP)
 Development of a DHP in collaboration with the PGWC Health Department
6.5.5 Primary Health Care Facilities facility building programme (applicable to all PHC objectives). Access to Community
Facilities Linkages with Integrated Human settlements
City of Cape Town
Page
86
Strategic Focus Area 7:- Good governance and Regulatory reform
Core objective 7A - Ensuring enhanced service delivery with efficient institutional arrangements
(Objectives 7.1 – 7.2; 7.4 & 7.6)
Corporate Objective 7.1:- Optimising the development of our Organisation staff structure, strategies,
policies and promote skills development.
7.1.1 A comprehensive human capital programme focusing on:
 Remuneration and human resources strategic planning, human capital development, resourcing and capacity planning,
talent management and retention.
 Labour flexibility and mobility- Getting the right people with the right skills in the right place at the right time
 Review and redesign HR policies and procedures which have a direct impact on the strategic imperatives of the
organization –improve HR regulatory environment
 Maximizing return on human capital investment-- linking HR Management performance objective and indicators to the
overall Business Strategy
 Develop, align and manage human capital.
 7A.4 Implementation of Staffing Strategy
 7A.3 Completion of the stabilisation intervention
 7A.2 Reduction in absenteeism leading to improved staff productivity
 7A.4 Staff Development maximised through Corporate Human Capital Management Strategy and WPSDP
7.1.2 Employment equity Programme:- ( including gender and disability).
 Diversity and equality enhancement
7.1.3 External bursary scheme and learnership programme: To support strengthening the city’s skills base, competetitiveness and access to opportunities.
 Support external skills development
Corporate Objective 7.2:- Enhance service delivery through exploring alternative service delivery mechanisms.
7.2.1 Process Improvement Programme focusing on:
 Identify and reengineer key/core service realization process such as:
 Procurement
 Housing Provision
 Building/development plans
 Strategy development and implementation
 Support services
 Develop and sustain customer driven service delivery processes and structures. (Citizen and business centred services)
 Streamline key business processes and support processes to achieve efficiencies and deliver an efficient, cost-effective
service to the public.
7.2.2 Organization-wide focused efficiency programme:
 Improving operational efficiency- (free more resources for critical front-line services.
 Identify and remove administrative bottlenecks
 Develop and implement value-add scorecards for support services
 Increase in productivity and optimization of available resources- improve cost effectiveness of doing business.
7.2.3 New Ways of Working Programme:- Feasibility investigations driven by the imperative to create and sustain a proper staffed
and responsive administration delivering on its constitutional mandate and strategic imperatives. The key areas are:
 Governance strategy and functioning (Operations Integration Strategy)
 Service delivery strategy (Operations Integration Strategy)
 Support services strategy ( Operations Integration Strategy)
 Area service integration and co-ordination ( Operations Integration Model)
 Institutional transformation strategy ( As informed by inter alia the Operations Integration Strategy)
 Enhance service delivery performance through the implementation of sustainable and viable service delivery models and
maximum resources allocated to mandatory functions.
 7A.5 Development and implementation of Quality Management Programme
7.2.4 Operations Integration Programme:- 7A.5 Implementation of an Operations Integration Model to optimise service efficiency
Corporate Objective 7.3:- Strategically utilise information technology, validated data bases and systems to support the
City of Cape Town
Page
87
transformation of public services to provide better and more efficient government and reporting structures.
The two primary programmes are:
7.3.1
A user- friendly integrated management information programme
7.3.2
e- HR programme
 Strategically use information and knowledge management to drive change and improve decision-making.
7.3.3 Information technology programme focusing on:
 Provide on line e-government services
 Develop measurements to assess ROI of information technology investments
 Enhance staff skills and competency in technology utilization.
 Providing the platform through which the quality and efficiency of services can be improved.
 7A.5 Number of line departments databases cleaned
Corporate Objective 7.4: Improve the service culture and workplace ethics by accomplishing sound financial
governance, improved accountability and transparency.
7.4.1 Service and workplace ethics programme focusing on:
 A policy framework for service delivery underpinned by core values and principles that guide development and citizenship
 Develop a citizen focussed service quality culture
 Promote the provision of quality services to the public through improving the service culture and workplace ethics
7.4.2 Anti-corruption programme:- Develop and maintain clean and transparent governance.
Corporate Objective 7.5:- Management of key financial areas such as income control, cash flow, indigent support,
alternative income opportunities, asset management and risk management
7.5.1 Financial sustainability programme focusing on:
 Identify alternative income sources
 Reengineer all key financial processes such as debts collection process.
 Improve cash-flow management
 Alternative funding mechanisms
 Indigent support
 The City will have growing and sustainable income streams
 7A.6 Maintain City’s credit rating
 7A.1 Improved turnaround time of tender procurement processes
7.5.2 Asset Management Programme: Focussing on reducing service delivery risks and financial risks
 Manage assets in a sustainable manner
7.5.3 Risk Management Programme focusing on:
 Service delivery risks
 Legal risks
 Financial risks
 Risk Management -Monitor, review and report on the Council’s key risks
Corporate Objective 7.6:- Improve the regulatory environment (Bureaucratic red tape).
7.6.1 Land Reform Programme (currently be driven by the PGWC):- Review, alignment and streamlining of planning, heritage and
environmental legislation and respective powers and functions of the different spheres of government perceived to cause bottlenecks
within a sustainable development approach
7.6.2 Integrated Zoning Scheme, Spatial Planning and Land Use Planning Policy Programme:- Review and align current
Council policies and regulations and build a legible and equitable policy and regulatory environment for decision-making on the built
environment
7.6.3 Turnaround Time on Plan Approval: 7A.3 Percentage improvement on turn around time on applications for building plan approval completed within the statutory time
frame of <500m sq it is 30 days and > than 500m sq it is 60 days. - number of plans finalised as a percentage of plans
submitted
 7A.4 Percentage improvement on turn around time on applications for land use approval completed within statutory timeframes
City of Cape Town
Page
88
of between 4 and 7 months
Corporate Objective 7.7:- Establishment of representative Ward Participatory Mechanisms.
Corporate Objective 7.8:- Improvement of Community satisfaciton.
City of Cape Town
Page
89
Annexure G: Scorecard Indicator Definitions
FOR 2007 - 2008
IDP 07/08
Objectives
1
Shared
Economic Growth
and Development.
1.1
Create
an
enabling
environment for the economy
to grow
City Indicators
2
Sustainable
Urban
Infrastructure and
Services.
KPI – Standard / Norm /
Benchmark
Direct jobs are defined as those directly created through the implementation of the
Department of Economic and Human Development (EHD) and tourism services and local
economic development initiatives and programmes, including capital projects. No
formula- absolute number collected by project managers and agencies reported
quarterly.
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.
1.1.1 Number of direct job
opportunities created
1.1.2 Rand Value of direct
investment
1.2 Preparations for hosting
the FIFA 2010 World Cup in
accordance
with
FIFA’s
requirements and the City’s
developmental objectives
7.9 Universal access to basic
service
KPI – Definition (How is it to be measured)
A monetary measure (Rand Value) of new investment in Cape Town secured by Wesgro
and the Sector Organizations in one year. Direct investment in a City is an important
component of a growing economy and a catalyst for development in disadvantaged
areas. Wesgro is the City’s vehicle for direct investment promotion. The Sector
Organisations the City supports also secure direct investment in the City. Wesgro
programmes and sub programmes investment promotion (investor targeting, joint
marketing, missions, leveraging); investment facilitation, retention and expansion of new
and existing investors, advocacy and strategic partnership management. Various by the
Sector Organisations as part of their strategic plans and programmes. No formulaAbsolute Rand Value per quarter recorded and reported.
1.2.1 Conformity with FIFA’s
Local Organising Committee
agreed programme
2.1.1 Percentage of
households with access to
basic levels of sanitation
(NKPI)
This indicator refers to household access. The %'s are based on an estimated City-wide
household count of 847 000 (732 000 formal and 115 000 informal). Basic Service
delivery refers to informal household access to water (informal - 1 tap : 25 household),
sanitation facilities (informal - 1 toilet : 5 households), solid waste removal (integrated
area cleaning and refuse removal per household) and electricity connections (including
subsidised connections)
2.1.2 Percentage of
households with access to
basic level of water (NKPI)
This indicator refers to household access. The %'s are based on an estimated City-wide
household count of 847 000 (732 000 formal and 115 000 informal). Basic Service
delivery refers to informal household access to water (informal - 1 tap: 25 household),
sanitation facilities (informal - 1 toilet: 5 households), solid waste removal (integrated
area cleaning and refuse removal per household) and electricity connections (including
subsidised connections. 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 informal households serviced + Total formal households
serviced) / All households in City. Total informal households serviced currently calculated
on average as total no of taps x 25 hh/tap.
City of Cape Town
90
Page
In future this needs to be
improved to numerically tie
individual taps to individual
shacks to ensure condition of
200m distance away is
achieved and that all
settlements are serviced.
2.2 Conservation of natural
resources
2.1.3 Percentage of
households with access to
basic levels of Electricity
(NKPI)
This indicator refers to household access. The %'s are based on an estimated City-wide
household count of 847 000 (732 000 formal and 115 000 informal). 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.
2.1.4 Percentage of
households with access to
basic levels of solid waste
removal (NKPI)
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)
Physical monitoring on a daily basis with SAP records reflecting actual billing
2.2.1 Percentage reduction
in unconstrained water
demand
Indicator refers to actual potable water usage below the predicted unconstrained demand
curve, which is a theoretical curve starting in 200/2001 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 ******
ex SAP, total water bought by the City ex treatment works - is it in SAP or is only water
sold in SAP ???
(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 %
2.2.2 Percentage
compliance with 4 critical
DWAF effluent standards (Ecoli count, Ammonia content,
Oxygen demanding
substances, Total
suspended solids)
2.2.3 Ensure recreational
waters (bathing beaches,
vleis, lagoons, etc) comply
with applicable water quality
standards to safeguard
public health
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.
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):
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.
2.3 Effective management of
2.3.1 Development and
Implementation of a planned
City of Cape Town
91
Page
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
City’s Infrastructure
Resources
3 Public Transport
Systems.
4
Integrated
Human
Settlements.
and
7.10 Improve public transport
system and services
4.1 Improve and
Integrated
Settlements
develop
Human
infrastructure maintenance
programme iro Electricity,
Sewerage, Water and Roads
& Stormwater
3.1.1 Reduction of average
commuter travel time(home
to work – peak period)
3.1.2 Number of dedicated
bus lanes introduced
3.1.3 Progressive evolution
towards a single point of
authority for transport
4.1.1 Provision of safe and
clean community facilities
4.1.2 Maintain Community
Facilities
4.2
Delivery
opportunities
5
Safety
Security.
and
of
housing
7.11 Foster a safe and secure
environment
7.12 Facilitating the
development of a healthy
and socially inclusive
The introduction of dedicated public transport lanes. The indicator will be measured from
the capital projects implemented within the Transport Corridors.
The indicator will be measured by the milestones reached in achieving a single point of
authority for transport i.e. protocols agreed to, draft founding document , legislation
compiled, legislation promulgated etc.
Percentage spend on the capital budget allocated to the development of new community
facilities and the upgrade of existing community facilities (Sport and recreation facilities,
resorts, cemeteries, zoned public open spaces, libraries, clinics).
Development of minimum maintenance standards for the different categories of
community facilities (Sport and recreation facilities, resorts, cemeteries, zoned public
open spaces, libraries, clinics, beaches) and the percentage adherence to these
established standards.
4.2.1 Number of housing
opportunities created
Quantity, number of houses (top structures) built that is ready for beneficiaries to occupy.
Monthly evaluation, counting of houses via Project Managers and verified by signed
beneficiary form. Not captured on SAP. Budget is captured on SAP and each project is
allocated a budget and a project is created on SAP.
5.1.1 Adherence to the
approved Metropolitan
Police Plan
The SAPS Act required Department to draft an Annual Police Plan which sets out its
objectives for next financial year. It will be measured according to the extend to which the
Dept meet the identified objectives in the Plan. Still in development phase of 2007/08
plan.
5.1.2 Number of working
cameras installed to
increase the City’s CCTV
network
Expansion of the City’s CCTV network to Woodstock, Observatory, Liesbeeck Park Way
and Salt River in order to increase its crime/traffic offence prevention and detection
capabilities. Actual camera systems will only be in place towards end of financial year
however, the project has been broken down in 10 measurable milestones. The
milestones for mid-year have all been achieved.
5.1.3 Percentage
implementation of Disaster
Plans according to legislative
requirements
5.1.4 Percentage calls (Fire
and Disaster Management)
responded to within 14
minutes from receipt of
emergency call up to arrival
at scene
6
Social
and
Human
Capital
Development.
The average travel time for commuters from home to work. The indicator will be
measured using EMME2 Transport model with 2004 household survey as a base.
6.1.1 % Increase access to
Community facilities
City of Cape Town
100%
adherence
objectives.
100% adherence
It indicates a percentage of the total number of incidents received by the Fire & Rescue
Service, to which have been responded to and arrived at the required incident within 14
minutes of receipt of call. Tracked by a call taking and dispatch system
Development of standards for the utilisation of the different categories of community
facilities and the tracking and monitoring against these standards for increased
usage/access through the development of in-house programmes, public/private
92
Page
14 minutes
to
society
partnership arrangements and/or service level agreements
.
6.1.2 Increase number of
strategic
sporting
partnerships, programmes
and events initiated
Number of Partnerships and Service Level Agreements secured with sporting
federations, the soccer fraternity and major sporting events. These are strategic initiatives
aimed at elevating the profile of the city pre and post 2010.
6.1.3 Number of days when
air pollution exceeds WHO
guidelines
6.1.4 Percentage reduction
of airspace used in relation
to volume of waste disposal
Any day when any one of the criteria pollutants at any one of the 10 air quality monitoring
stations in the City exceeds WHO guideines.
6.1.5 Reduce infant mortality
rate (per 1000 live births)
Number of deaths < 1 year per 1,000 live births for that year
Data collected by Health Information births and deaths
6.1.6 Slow the rate of
increase of TB per 100 000
of Cape Town Population
Total Number of TB cases per 100 000 population.
Baseline
of
177
days.
Dependent
on
weather
conditions and pollutants
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, composing, streaming and MRF,
industrial waste.
% reduction in airspace = total waste stream diverted (cub.m – m3) / total waste disposed
(cub.m – m3)
Electronic TB Register (ETR.Net) and DHIS Population.
Total Number of TB cases/Total Populationx100 000
6.1.7 Slow the rate of
increase of the City’s antenatal HIV prevalence
Prevalence of HIV in tested Antenatal Women.
VCT Registers and Data Management System (In-House City Health).
Number of Antenatal Women tested HIV +ve/Total Number of Women testedx100.
7
Good
governance and
regulatory form.
5.3 Ensuring
enhanced
service
delivery
with
efficient
institutional
arrangements
7.1.1 Improved turnaround
time of tender procurement
processes
7.1.2 % reduction in
absenteeism leading to
improved staff productivity
7.1.3 Percentage
improvement on turn around
time on applications for
building plan approval
7.1.4 Percentage
improvement on turn around
City of Cape Town
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 representing the
improvement.
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.
Tenders are believed to be
completed in 6 weeks from the
closing to award
Benchmark - 4.9%.
It is the number of building plans finalised from the time submitted with Council as a clean
plan until completely finalised and returned to the applicant
It is the number of land use applications finalised from the time submitted with Council
until application is completely finalised and returned to the applicant
93
Page
time on applications for land
use approval
7.1.5 Implementation of an
Operations Integration Model
to optimise service efficiency
7.1.6 Maintain City’s credit
rating
7.2 Management of key
financial areas such as income
control, cash flow, indigent
support, alternative income
opportunities,
asset
management
and
risk
management.
Rating determined by external company
7.2.1 Net Debtors to Annual
Income
[Ratio of outstanding service
debtors to revenue actually
received for services (NKPI)]
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.
7.2.2 Debt coverage by own
billed revenue (NKPI)
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.
7.2.3 Percentage of City’s
Capital budget spent (NKPI)
% reflecting Actual spend / Planned Spend – SAP Report
Nationally and Provincially
there’s no benchmark
although National has
indicated that as far as the
Capital Budget is concerned
they are flexible as it varies
from each municipality.
Therefore in the nutshell
100% must be spent.
% reflecting Actual spend / Planned Spend – SAP Report
Nationally and Provincially
there’s no benchmark
although National has
indicated that when
reviewing Midyear
Assessment on Operating
Budget their expectation is
between 48% and 55%.
Therefore in the nutshell
7.2.4 Percentage of City’s
operating budget spent
City of Cape Town
94
Page
100% must be spent.
7.3
Establish
effective
community
engagement
channels
7.2.5 Ratio of cost coverage
maintained
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.
7.2.6 Revenue collected as a
percentage of billed amount
The calculation of a percentage of payments received on amounts billed. Section 97 Of
the MFMA address the revenue management and a circular from National Treasury
spells out the detail and the formula we need to use
Audit report received from Auditor general containing no qualifications
7.2.7 Unqualified Audit from
Auditor General
7.2.8 Number of functioning
ward participatory structures
7.2.9 Community satisfaction
measured in terms of the
Likert scale
City of Cape Town
95
Page
See MFMA Section 97
Statutory Plans
The following statutory plans are required to be attached as Annexures to the final
compliance document or alternatively be completed by the end of June 2007 for
implementation from 1 July 2007 as required in terms of the Corporate Scorecard:
STATUTORY PLANS
Disaster Management Plan 26 (g) – 5A2
(Dick Tshangela/Greg Pillay)
Municipal Police Plan (5A1) (Dick
Tshangela)
Integrated Transport Plan.
 3A3 Single Transport Authority Plan
(Eddie Chinnapen/Maddie Mazasa)
Water Services Development Plan (BV
Msengana/Sipho Mosai)
Environment/Sustainable development Plan
(Cheryl Walters/Ossie Asmal)
Municipal Entity Plans (Louise Muller)
Process Plan (Martin van der Merwe)
Annual Report (Themba Jack)
HIV/AIDS/TB Plan for the City (Ivan Toms)
District Health Plan (Ivan Toms)
Environmental health plan (Air quality) (Ivan
Toms)
State of the City Report (Keith Smith)
Land Reform Plan (Cheryl Walters)
S6.1 Institutional delivery capacity (David
Beretti/ Justine Quince)
o Governance Framework and functioning
(Council, Mayco, Sub-Councils, Portfolio
Committees, Ward Participative
Structures)
o Institutional framework and organogram
(Reg 2(1)(a)
o Staffing analysis
S 2.7 Anti-corruption strategy (Internal
Audit)
S2.4 MTIEF (Covering Sec 16-26 of MFMA,
DORA, Sec 26(h) MSA, Reg 6 (i)). (Mike
Richardson)
o Inclusive of a 3 year budget projection
(26 (h),
o Must be based on development
priorities and objectives (Reg 6)
o Indicate financial resources for capital
development projects and operational
expenditure (Reg 2(3)b
S 2.5 Revenue Management strategy Reg
2(3)(c) (Mike Richardson)
o Debt collection strategy
o Ways and means of increasing
revenues
o External funding initiatives
S3.1 The City’s plausible long term
sustainable development strategy (Mansoor
Mohamed)
o Development priorities and objectives
City of Cape Town
Requested from ED. Two page summary received. Full plan
not received as yet (Also in Scorecard)
New from Scorecard
Requested from ED.
New from Scorecard
Requested from ED.
Collection of information has been completed and provisional
draft is being developed. Final draft will be available by the
end of March and final plan by the end of April 07
Requested from ED.
Process Plan approved by Council on 20 Aug 06
Annual report approved by Council on 31 Jan 07
Received
Received
Received
This was completed and submitted to Portfolio Committees,
subject to review.
Requested from ED. Subject to a national govt linked process
The governance structures of Council, Portfolio Committees
and Sub-Councils have been finalised. Sub-Councils are
being reviewed to incorporate an additional number of SubCouncils. Ward Participative Structures are still being
finalised.
The institutional top structure has been finalised and the
process of re-alignment is currently being rolled out.
Strategies to set this out has been developed.
Requested from Acting CIA.
The 1st draft of the MTIEF has already been compiled but is
influenced by 2010 financial requirements and policy
directives in terms of rate and tariff increase targets.
Requested from ED.
Requested from ED.
Page
65
for the elected term 26 (c)
Local economic development aims 26
(c)
o Internal transformation needs 26 (c)
o Long-term development drivers
S3.2 Development strategies which are
aligned with national or provincial sectoral
plans 26 (d)
o Local economic development strategy
(Mansoor Mohamed)
S2.3 Business Investment strategy of
Council (Reg 2(1)(b) (Mansoor Mohamed)
7A.1 Comprehensive HR development
strategy (David Beretti)
 S8.1
Institutional
development,
transformation and re-alignment plan for
the City Of Cape Town (David
Beretti/Justine Quince)
 S 8.2 Staff skills development plan
(WPSP) (David Beretti/Justine Quince)
S3.4 Skills development Plan for the City
(Working with educational institutions
aligned with Provincial Growth and
Development Plan). (Mansoor Mohamed)
7A2 Quality Management Programme/
Plan (David Beretti)
o
7A.4 Project Plan for Integrated Spatial
Information System to link GIS, LIS and
SAP (Mike Marsden & Osman Asmal)
STAKEHOLDER INVOLVEMENT
o Public participation process (Public
involvement) 29 (b)(ii)
o Public participation Framework (Brent
Gerber/Anwar Isaacs)
o Sub-councils (Brent Gerber/Sass)
o Ward Structures(Brent Gerber/Ernest
Sass)
o Role of CDW’s(Brent Gerber/Anwar
Isaacs)
o Public needs analysis 29 (b)(i)
o Organs of state and other role-players
that was consulted 29 (b)(iii)
o Communication strategy (Brent
Gerber/Geoff Howard)
7C.2 Community satisfaction Survey
(Osman Asmal) (Score measured in terms
of the Likert scale)
STRATEGIC PLANS
S6.5 Risk Management Plan
FIFA 2010 City’s Business Plan. 1B
Preparations for hosting the FIFA 2010
World Cup in accordance with FIFA’s
requirements and the City’s developmental
objectives (Objective 1.11)
(Mike Marsden/Dave Hugo)
Stadium Operator Management Plan(Mike
Marsden/Dave
Hugo).
1.B.2
Lease
agreement for long term operator to
manage stadium
Integrated Infrastructure Plan. 2C (BV
Msengana) Effective management of City’s
City of Cape Town
Requested from ED.
Requested from ED.
New from Scorecard
Requested from ED.
Requested from ED.
Requested from ED.
New from Scorecard
New from Scorecard
Most of the information was received.
New from Scorecard
Requested from ED.
New from Scorecard
The business plan was approved by all stakeholders and
funding resources committed to fund the implementation of
the business plan
New from Scorecard
New from Scorecard
Page
66
Infrastructure and Resources (Objectives
2.6 – 2.7)
2.C.1 Planned infrastructure maintenance
plan (BV Msengana) iro Electricity,
Sewerage, Water and Roads & Stormwater,
Solid Waste disposal
Integrated
Human
Settlement
Development Plan
 4A1 Improve and develop Integrated
Human Settlements (Objectives 4.1 –
4.3) (Hans Smit)
 4B.2 Informal Settlement Upgrade
plan (Hans Smit)
7A5 Operations Integration Plan (Mike
Marsden)
 S 6.6 Administrative Support Model
(Strategy/Plan) (David Beretti/Justine
Quince)
Development of natural resources
Water Savings Plan – (Sipho Mosai)
Solid Waste Reduction Plan – (Barry
Coetzee)
Energy Savings Plan – (Les Rencontre)
Regulatory Reform – Red Tape Review
(S6.4
Improving
the
Regulatory
Environment)
(Brent Gerber – By-Laws)
(Cheryl Walters – Approval of plans)
S 8.3 Disabled and gender strategies (David
Beretti/Joseph Williams)
Sub-Council Plans (Brent Gerber/Ernest
Sass)
City of Cape Town
New from Scorecard
New from Scorecard
New from Scorecard
New from Scorecard
New from Scorecard
Requested from ED.
Requested from ED.
Requested from ED.
Requested from ED.
Requested from ED.
Page
67