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During this such a illustration in regard to city of cape town council overview.
City of Cape Town
Council Overview
A comprehensive guide to Council’s structures, finance,
governance, directorates and planning
June 2011
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CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 1
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his handbook introduces the City of Cape Town.
It provides important orientation information
regarding the municipality, its ?nances, service
delivery and capital programmes, and key issues that
will be addressed by the new Council.
The City is a large, complex and diversi?ed organisa-
tion, with a proposed 2011/12 budget of R27,1 billion,
which is inclusive of the operating budget of R22 bil-
lion. The City has more than 220 councillors and 25 000
staff serving 3,7 million residents across a sprawling
and diverse metro of 2 500 square kilometres.
The Administration delivers services such as water,
electricity, waste removal, sanitation, new infrastruc-
ture, roads, public spaces, facilities, housing develop-
ments, the upgrade of informal settlements and exist-
ing infrastructure, clinics, and more.
This city relies heavily on the team work between its
elected councillors and the staff in its Administration,
and understanding the City’s role and how it works is
essential in contributing to successful service delivery.
Councillors and political of?ce bearers bring external
knowledge, experience, and an understanding of the
needs of their ward and communities to the City.
The policy decisions and resolutions of Council guide
the staff and provide them with the mandate to deliver
services.
Effective service delivery requires an Administration
with institutional knowledge, expertise, experience,
?nancial sustainability, a ‘can do’ attitude and good
governance measures.
A city that runs smoothly contributes to economic
growth and job opportunities by attracting businesses
and investments, and here Cape Town has notched up
major achievements. It successfully hosted the FIFA
2010 Soccer World Cup – and gained more than R13
billion’s worth of new infrastructure in doing so – and
is recognised as Africa’s leading tourism, investment
and lifestyle destination.
However, despite the successes signi?cant chal-
lenges, gaps and needs remain. There is no room for
complacency, and a partnership approach between the
Council and the Administration is essential.
This is based on different, clear roles and responsibil-
ities, a system of delegated authority, an onerous legal
and ?nancial framework. It also requires mutual
respect for each others’ objectives and deliverables.
Stable local government where there is continuity,
sharing of institutional and external knowledge, joint
objectives and efforts – all vital for service delivery to
all residents.
I trust that this publication will give every councillor,
of?ce bearer, role-player and stakeholder valuable
information, context and insight into a city we are
immensely proud of.
Achmat Ebrahim
City Manager
Foreword
Contents
Overview of the City of Cape Town
4 A brief history of the City
5 Demographic and socio-economic overview
Political and administrative structures
The City of Cape Town is a metropolitan municipality that employs more than 25 000 staff, who serve 3,7 million
residents across a 2 400 km
2
area. Cape Town is governed by a 221-member city council, which elects the Execu-
tive Mayor, Deputy Mayor and Speaker. The City administration is led by the City Manager, supported by an Execu-
tive Management Team.
10 Overview of political governance structures
13 Overview of the City administration
14 The City’s staff complement
Finance and budget
In the coming ?nancial year, the City will spend R27,1 billion on providing services for its residents, and investing
in its long-term strategy of infrastructure-led growth and development. The City’s functions, service delivery and
growth are not possible without effective revenue collection and expenditure, excellent ?nancial management and
reporting, and viable and sustainable budgeting.
Governance
The City of Cape Town is funded by public money, and is therefore expected to exercise the highest levels of corpo-
rate governance. This goes far beyond compliance with the extensive and comprehensive legislation – the City’s
governance systems are designed to meet or exceed the highest professional standards and recommendations.
The City’s directorates
The City’s service delivery sectors are divided into 12 directorates, each with focused and clear roles and responsi-
bilities. They provide organisational support, services and infrastructure to residents across the metro. Each is
responsible for its own planning and budget in accordance with the City’s overall strategy.
Plans, frameworks and strategies
In order to meet the needs of its residents and provide a foundation for growth and development, the City has
developed several important plans, frameworks and strategies. These range from the ?ve-year Integrated
Development Plan (IDP) to strategies for improving transport. Some of these have been approved, and others are
being developed for submission to appropriate Council forums.
Glossary
17
21
25
69
81
9
3
27 Of?ce of the City Manager
29 Internal Audit
31 Community Services
35 Corporate Services
39 Economic, Social Development & Tourism
43 Finance
47 Health
49 Housing
53 Safety & Security
57 Strategy & Planning
61 Transport, Roads & Major Projects
65 Utility Services
70 Integrated Development Plan
71 Service Delivery and Budget Implementation Plan
72 Annual and quarterly reporting
73 Local Government Turnaround Strategy
74 City Development Strategy
75 Integrated Transport Plan
76 Cape Town Spatial Development Framework
77 Infrastructure Asset Management Plan
78 Draft Events Strategy
79 Draft Economic and Human Development Strategy
The content of the report is as at the end of the term of of?ce of the previous Council and administration.
Produced by the Communication Department of the City of Cape Town.
Editing, design and production: The Creative Store. Photographs: Bruce Sutherland and Jéan du Plessis. Printing: Frantic Digital
2 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 3
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Overview of the City of Cape Town
The City of Cape Town, as a metro municipality, is just ten years old, but as South
Africa’s oldest city, it has a municipal governance and service delivery heritage that
dates back more than 300 years.
Council is responsible for continuing and strengthening this proud tradition, and
delivering the best infrastructure, services and economic opportunities to Cape
Town’s 3,7 million residents.
In this section
A brief history of the City
Demographics and socio-economic overview
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he City of Cape Town as the municipal enti-
ty of today is just over ten years old. How-
ever, the Mother City has the oldest munici-
pal structure in the country, going back to
its ?rst Council meeting held on 8 April
1652 – on a sailing ship anchored in Table Bay.
Three days before, Jan van Riebeeck and a party of
around 200 men and women had arrived to set up a
replenishment station for the Dutch East India Compa-
ny – Vereenigde Oost-Indische Compagnie (VOC).
This ‘council of policy’ meeting, to decide on the lay-
out and construction schedule for a vegetable garden,
settlement and a fort was held on board the Drome-
daris, as there were not yet structures on land.
From company settlement to colony
The VOC administered the settlement as a business, not
as a civic entity. Residents did, over time, acquire
increasing representation on the council of policy, and
on the councils that managed public safety and
hygiene. However, the VOC’s fortunes eventually faded,
and the Company collapsed in 1798. Administratively,
Cape Town became a Dutch colony.
The Cape’s position on the trade route to the East
Indies made it strategically and economically important,
and it changed hands several times. British forces cap-
tured Cape Town in 1795, but it was returned to the
Netherlands by treaty in 1803.
Cape Town, by then a possession of the Batavian
Republic and managed by a governor and an executive
council of four salaried of?cials, was granted the status
of a town, complete with a coat of arms.
Britain occupied the Cape again in 1806 following the
Battle of Blaauwberg, and in 1814, the Cape was ceded
to Britain, and became the capital of the newly formed
Cape Colony. To manage the new administrative capital,
a legislative council was formed in 1834.
The municipal era
This was followed, in 1838, by the creation of a munici-
pality covering Green Point and Sea Point. On 3 March
1840, the Cape Town Municipality was established, to
administer a town with a population of 20 016 people.
The Board of Commissioners and Wardmasters was
formed to shape regulations for the town, regulate
income and expenditure, and set property rates.
In the following year, the villages of Mowbray, Ron-
debosch, Claremont and Wynberg combined to form
the Liesbeek Municipality. In 1886, however, Wynberg
broke away, followed shortly afterward by Claremont,
and, in 1890, by Mowbray and Rondebosch.
In 1867, the Cape Town Municipality Amendment
Act, granting full municipal government, was enacted
by the Cape Colonial Parliament. It made provision for
18 town councillors and a mayor.
By 1900, there were 11 local authorities – the munic-
ipalities of Cape Town, Claremont, Green Point and Sea
Point, Kalk Bay, Maitland, Mowbray, Rondebosch,
Simon’s Town, Woodstock and Wynberg, and the Cape
Rural Council, which administered non-municipal areas.
But by 1910, it had become apparent that having
many small municipalities was inef?cient. There was a
duplication of resources and skills, and there was a big-
ger problem – an acute water shortage. Individually,
the municipalities could not afford to build their own
dams, and the logical solution was to pool resources.
The ?rst ‘unicity’
In 1912, in the face of severe water restrictions, a
municipal union conference was held, and the outcome
was that, in September 1913, the eight municipalities
of Cape Town, Claremont, Green Point and Sea Point,
Kalk Bay, Maitland, Mowbray, Rondebosch and Wood-
stock combined into the City of Cape Town. Wynberg
remained a separate municipality until 1927, when
water shortages forced it to join Cape Town.
As the city’s population increased, many surrounding
suburbs and villages grew into municipalities. Fish
Hoek was incorporated in 1940, and by 1945, the end
of World War II, four new municipalities – Bellville, Dur-
banville, Goodwood and Parow – were formed.
Pinelands became a municipality in 1948, and Milner-
ton one in 1955. Eventually, Greater Cape Town had 39
local authorities and 19 administrations.
After the 1994 elections, municipal government
underwent a complete overhaul. This was driven by the
desire to do away with racially based entities, and also
because many of the thousands of local authorities
around the country were too small to be effective.
From 58, to seven, to one
On the eve of the 1996 local government elections, the
58 entities that made up metropolitan Cape Town were
combined into seven – the municipalities of Blaauwberg,
Cape Town, Helderberg, Oostenberg, South Peninsula,
Tygerberg and the umbrella Cape Metropolitan Council.
The City of Cape Town itself came into being at mid-
night on 4 December 2000, when these seven entities
were merged into the Cape Town ‘Unicity’.
At the same time across the country, 283 other munici-
pal councils (another ?ve metropolitan councils, 231 local
councils and 47 district councils) were also established.
The new Unicity had more than 27 000 staff and a
budget of R8,9 billion (a capital budget of R2,1 billion
and an operating budget of R6,8 billion).
At a practical level, there was the huge challenge of
merging staff, functions, systems, infrastructure and
equipment from the seven administrations into one entity.
Just over a decade later, the City now has a staff com-
plement of just over 25 000 employees, and a budget of
R27,1 billion (a capital budget of R5,070 billion and an
operating budget of R22,1 billion).
A brief history of the City
The Kaapstad seal – the
oldest civic coat of arms
in South Africa – which
was granted by the Com-
missioner-General of the
Batavian Republic, AJ de
Mist, in June 1804.
KEY DATES
• The ?rst Council
meeting was held on
8 April 1652 – on a
sailing ship.
• A legislative council
was formed in 1834.
• In 1838, the ?rst
municipality, covering
Green Point and Sea
Point, was formed.
• The Cape Town
Municipality was
established in 1840.
• In 1900, there were 11
local authorities, but by
1913, eight of these
merged into Cape
Town.
• By 1994, Greater Cape
Town had 39 local
authorities and 19
administrations.
• In 1996, these 58
entities were merged
into seven.
• These seven entities
were merged into the
City of Cape Town on
4 December 2000.
4 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 5
T
he Mother City is South Africa’s oldest city,
its second-most populous and, with an area
of 2 455 km
2
, its largest. It is the legislative
capital of South Africa, the administrative
and economic centre of the Western Cape
Province, and Africa’s third-biggest economic hub.
It produces 10,58% of South Africa’s gross domestic
product (GDP) and accounts for more than 71% of the
Western Cape’s economic activity. The city has a diversi-
?ed economy, and the three biggest sectors are:
• ?nance, insurance, property and business services;
• manufacturing; and
• wholesale and retail trade, catering and accommo-
dation – much of this tourism-driven.
Cape Town is Africa’s most-visited tourist destina-
tion, and the recipient of numerous travel and destina-
tion awards. Tourism, conferences and conventions pro-
vide almost 10% of the province’s GDP, and these
activities are an important driver of economic growth.
Population
Like other South African metros, Cape Town is charac-
terised by a growing population, with an estimated
annual growth rate of 3%. The population of Cape
Town was estimated to be 3,7 million in 2010. When
determining the projected population growth, birth
rates, death rates, migration and the incidence of
HIV/Aids are taken into account.
KEY FACTS
• In 2010, Cape Town’s
population was
estimated to be 3,7
million.
• The annual growth rate
is 3%.
• The population could
increase to 4,3 million
over the next 20 years.
• Half of the people of
Cape Town are younger
than 26 years.
• In 2010, the estimated
number of households
was 1 060 964.
• This is projected to
increase to 1,45 million
by 2019.
• 72,5% of households
live in formal
dwellings, 17,1% live
in informal dwellings,
and 10,4% are
‘backyarders’.
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Demographic and socio-economic overview
1. POPULATION TRENDS AND PROJECTIONS
2,4
2,6
2,8
3,0
3,2
3,4
3,6
3,8
4,0
4,2
4,4
4,6
4,8
5,0
5,2
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1996 2001 2006 2011 2016 2021 2026 2031
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High growth projection
Medium growth projection
Actual population (trend)
Actual population (measured)
6 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
As migration into Cape Town from rural areas and
other provinces is the most uncertain of all the vari-
ables, the population growth was projected using a
low, medium and high migration rate.
Based on current and recent population data, the
medium projection rates from a study in 2000 (by Pro-
fessor Rob Dorrington of the University of Cape Town)
give the best estimate of what the projected popula-
tion of the city could be in 20 years’ time, and are cur-
rently the agreed ?gures used for future planning.
By 2031, the population of Cape Town is projected
to grow to at least 4,3 million.
Cape Town’s population is relatively young, with
28,3% of the population younger than 15 years, and
5,2% older than 64 years in 2009. The median age of
the population is 26 – in other words, half of the peo-
ple of Cape Town are younger than 26.
Households and dwellings
The number of households in the city is growing at a
faster rate than the population. In 2010, the estimated
number of households in Cape Town was 1 060 964,
and this number is projected to increase to 1,45 million
by 2019.
The average household size for all households in
Cape Town has, however, declined from 3,92 people per
household in 1996 to 3,72 in 2001. This places addi-
tional demand on the provision of housing, as there are
an increasing number of households needing shelter.
Formal and informal
A formal dwelling is de?ned as a structure built accord-
ing to approved plans, such as a house on a separate
stand, ?at or apartment, townhouse, or ?atlet.
An informal dwelling is de?ned as a makeshift struc-
ture not erected according to approved architectural
plans, for example shacks or shanties in informal settle-
ments or in backyards (Statistics SA).
The percentage of households living in formal
dwellings has declined from 79,3% in 1996 to 71,6%
in 2007. The percentage of households living in infor-
mal dwellings in settlements has declined from 15,9%
in 1996 to 12,2 % in 2007, while households in infor-
mal dwellings in yards have increased from 3,3% to
10,7% over the same period.
The number of households living in informal
dwellings has been increasing signi?cantly, and was
estimated to be 291 826 in 2010. Projections indicate
that this trend will continue, unless innovative ways to
signi?cantly increase the delivery of low-cost housing
are found. The number of households living in informal
dwellings is estimated to grow to 417 213 by 2019.
Access to services
The information below is derived from the Statistics SA
2009 General Household Survey and is not a direct
measure of possible backlogs in service delivery by the
different services. City services are not delivered to
households as such, but to erven (properties) in the for-
mal areas, and to service points in other areas.
In 2009, 89,7% of all households were connected to
mains electricity supply, with 53,7% of these house-
holds being supplied by the City of Cape Town. In some
of the northern and eastern parts of the Cape Town
municipal area, electricity is supplied by Eskom.
Refuse was removed from 95,0% of all households
in 2009, either by the City of Cape Town or by busi-
nesses contracted for this service by the City, and 3,6%
used a communal refuse dump or communal container.
A total of 93,2% of households had access to a toi-
let connected to the public sewer system in 2009.
Another 0,8% had access to a ?ush toilet connected to
a septic tank, a chemical toilet or a ventilated pit toilet,
all of which are considered by national standards to be
acceptable as a basic level of service.
Of all households having adequate toilet facilities,
91,4% of these facilities are on their property, being
either in their dwelling or in their yard, 2,4% are less
than 200 m from their dwelling, and 0,1% are more
than 200 m from their dwelling.
In 2009, 99,6% of all households had access to
piped water, with 76,7% having piped water in their
2. HOUSEHOLDS BY TYPE OF DWELLING
Dwelling type 1996 2001 2005 2006 2007
Formal dwelling 79,28% 78,83% 76,76% 75,50% 71,63%
Informal dwelling in yard 3,34% 4,34% 5,89% 8,74% 10,67%
Informal dwelling in settlement 15,87% 14,50% 12,62% 12,57% 12,24%
Other (e.g. caravan, tent, traditional) 0,66% 2,33% 4,01% 3,19% 5,01%
Unspeci?ed 0,85% – 0,72% – 0,45%
Source: Statistics South Africa – 1996 Census, 2001 Census and General Household Surveys
3. ECONOMIC AND EDUCATION INDICATORS
1996
†
2001
†
2009
‡
Annual income threshold R12 000 R19 300 R42 000
Households with income below annual threshold 24,66% 39,00% 34,63%
Adults (20+) with highest quali?cation lower than Grade 12 67,07% 62,03% 49,88%
Economically active unemployed 19,55% 29,38% 24,15%
Labour force in unskilled occupations 22,85% 21,46% 19,91%
Sources:
†
Statistics South Africa – 1996 Census, 2001 Census,
‡
City of Cape Town
KEY FACTS
• Average household size
declined from 3,92 to
3,72 members.
• The percentage of
households living in
formal dwellings has
declined from 79,3% to
71,6%.
• Those households in
informal dwellings in
yards have increased
from 3,3% to 10,7%.
An estimated 291 826
households live in
informal dwellings.
• This number is
projected to grow to
417 213 by 2019.
• 89,7% of households
are connected to an
electricity supply.
• Refuse is removed from
95,0% of households.
• In 2009, 93,2% of
households had access
to a toilet connected to
the public sewer
system.
• 1,8% of households
have no access to toilet
facilities, 3,7% use a
bucket toilet, and 0,2%
a pit toilet without
ventilation.
• In 2009, 99,6% of all
households had access
to piped water.
• 48,3% of adults have a
Grade 12 or higher
level of education.
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 7
dwelling and 14,7% in their yard. Public taps were
used by 7,4% of all households, and 0,8% used a
neighbour’s tap. Only 0,3% of all households rely on
access to piped water that is more than 200 m from
their dwelling.
Socio-economic indicators
The percentage of adults whose highest quali?cation is
less than Grade 12, and the percentage of the labour
force in unskilled occupations, have declined since
1996. Unemployment rose sharply in 2001, but has
shown some decline since.
There has been an increase in the percentage of
households earning less than the income threshold
since 1996. The income threshold is currently R3 500
per household per month.
Education
Encouragingly, there is an increasing number of adults
who have at least Grade 12 as their highest level of
education. In 2009, 48,3% of adults in Cape Town had
a Grade 12 or higher level of education, with just 1,4%
having had no formal education.
However, access to tertiary education is still a chal-
lenge for many. Having a higher level of education
increases the likelihood of ?nding employment, and
this, in turn, will help reduce the unemployment rate.
In 2009, of the population aged 15 years and older,
1,3% were totally illiterate and 7,2% were functionally
illiterate. Only 42,2% of children under the age of ?ve
years were exposed to early childhood development
(ECD) activities, but 96,5% of those aged 5 to 14 years
were attending an educational institution.
Income and unemployment
Household income is one of the indicators of poverty.
Of all households in Cape Town, 34,6% have a monthly
income of less than R3 500 (Statistics SA, 2009).
Unemployed persons are de?ned by Statistics SA as
those aged between 15 to 64 years who:
• were not employed at the time of the survey;
• actively looked for work;
• had tried to start a business in the four weeks pre-
ceding the survey; and
• were available for work, i.e. would have been able to
start work or a business in the week of the survey.
Unemployment in Cape Town was at its highest
(29,2%) in 2001; declined to 15,1% in 2006, and rose
again to 25,82% in 2010, the highest rate since 2001.
Cape Town needs to create an environment that will
both enable and encourage economic growth in the
region. This, in turn, will result in the creation of more
job opportunities, and will lead to reduced levels of
unemployment.
Health indicators
Cape Town’s infant mortality rate – the number of
deaths of children under the age of 1 out of every
1 000 live births – has shown a signi?cant decline,
from 25,16 in 2003 to 20,76 in 2009.
However, the incidence of HIV in Cape Town has
increased from 17,0% in 2005 to 18,2% in 2009 (see
Table 5). This is higher than that for the Western Cape
as a whole, which was at 16,8%, but is signi?cantly P
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5. HEALTH INDICATORS
2003 2004 2005 2006 2007 2008 2009
Infant mortality rate 25,16% 23,74% 22,28% 21,40% 20,28% 19,78% 20,76%
Incidence of HIV – – 17,0% 18,2% 17,6% 18,3% 18,2%
ART-dispensing facilities – – – 28 35 44 50
People registered for ART – – – 17 646 25 544 37 355 52 141
Source: Health Department, City of Cape Town and the Western Cape Department of Health
4. UNEMPLOYMENT TRENDS
0%
10%
20%
30%
40%
50%
60%
1996 2001 2005 2006 2007 2008 2009 2010
Black Africans
Coloureds
Whites
Total
KEY FACTS
• Of those aged 15 and
older, 1,3% were
totally illiterate and
7,2% were functionally
illiterate in 2009.
• 42,2% of children
under the age of 5
were exposed to early
childhood development
(ECD) activities in
2009.
• 96,5% of those aged 5
to 14 attend an
educational institution.
• The unemployment
rate in 2010 was
25,82%, the highest
since 2001.
• The incidence of HIV
has increased from
17,0% in 2005 to
18,2% in 2009.
• 52 141 people with HIV
are registered for
antiretroviral treatment
(ART).
• The overall crime rate
has shown a decline –
the murder rate has
decreased, but drug-
related and commercial
crimes are on the
increase.
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lower than that for South Africa overall, where the inci-
dence was at 29,4% in 2009.
The number of people with HIV registered for anti-
retroviral treatment (ART) has increased from 17 646 in
December 2006 to 52 141 in December 2009. In the
same period, the number of facilities dispensing ART
has increased from 28 to 50. These ?gures do not
include treatment at private facilities.
Crime
The overall crime rate (measured by reported crime)
has shown a decline in Cape Town from 9 513 per
100 000 in 2003/4 to 8 032 in 2009/10. The incidence
of murder is showing a decreasing trend, but is still
high, with 1 521 murders reported in 2009/10.
Commercial crime is showing an increasing trend,
with 9 280 commercial crimes reported in 2009/10, and
drug-related crime has shown a dramatic increase, with
39 175 reported cases in 2009/10, an increase of more
than 300% since 2003/4.
Although the overall crime rate has shown a decline
in Cape Town, the level of crime and its associated
social and psychological consequences continue to be
an area of concern.
Of particular concern is the dramatic increase in
drug-related crime. As high levels of crime can nega-
tively affect the economy in the city, this, in turn, can
lead to rising poverty.
The way forward
To meet the current and future needs of its residents,
the City has formulated strategies and policies to guide
development and growth. Central to these is the Inte-
grated Development Plan (IDP), which is a ?ve-year
plan, revised every year, informing the City’s policy and
budget decisions. The incoming Council is required to
revise the IDP for its term of of?ce.
The IDP is, in turn, shaped by policies relating to spa-
tial development, transport, housing, social develop-
ment, economic growth, environmental stewardship,
and more.
• Information on the IDP and associated strategies
and policies can be found in the “Plans, frameworks
and strategies” section on page 68.
8 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
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Political and administrative
structures
The City of Cape Town is a metropolitan municipality that employs more than
25 000 staff, who serve 3,7 million residents across a 2 400 km
2
area.
Cape Town is governed by a 221-member City Council, which elects the Executive
Mayor, Deputy Mayor and Speaker. The City administration is led by the City
Manager, supported by an Executive Management Team.
In this section
Overview of the political governance structures
Overview of the City administration
The City’s staff complement
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 9
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The Speaker
The Speaker is the chairperson of Council and presides
over Council meetings. He or she is responsible for
managing community participation in local govern-
ment, particularly through the ward forums, by ensur-
ing they function effectively. The Speaker is elected by
Council.
The Executive Mayor
The Mayor is the head of local government in Cape
Town. He or she is elected by Council every ?ve years
and has statutory powers and functions.
The mayor identi?es the needs of the municipality,
and recommends to Council ways and means for the
realisation of those needs by means of the Integrated
Development Plan and budget.
He or she monitors the administration, reviews the
performance of the municipality and oversees service
delivery.
The Executive Mayoral Committee
The Mayoral Committee (Mayco) exercises the powers,
functions and duties designated to it by Council and
delegated by the Executive Mayor. Designated powers,
functions and duties are performed and exercised by
the Executive Mayor together with the members of the
committee. Members are appointed to Mayco by the
Executive Mayor.
Mayco members held the following portfolios before
the local government elections:
• Community Services
• Corporate Services and Human Resources
• Economic Development and Tourism
C
ape Town is a metropolitan municipality,
governed by a city council. Council is both
a legislative and ad executive body, and the
Constitution empowers Council to make
decisions concerning the exercise of all the
powers and the performance of all the functions of the
municipality.
The governance structure
The diagram below shows the political governance
arrangements in place before the 2011 local govern-
ment elections, established in terms of the relevant sec-
tions of the Municipal Systems Act. The following politi-
cal structures are provided for:
Council
Council is the legislative and executive body responsi-
ble for governing Cape Town. Following the 2011 local
government elections the size of Council increased
from 210 to 221 councillors – 111 ward councillors and
110 proportional (party list) councillors.
Council elects the Executive Mayor, the Executive
Deputy Mayor, the Speaker and the chairs of Section 79
Committees, and appoints the City Manager, the Chief
Whip, and the Section 57 managers.
Some of Council’s many functions include: the devel-
opment and implementation of bylaws, the Integrated
Development Plan, tariffs for rates and services and the
budget, and service-level agreements.
Council also debates local government issues and
rati?es or rejects proposals, and disposes of capital
assets. Decisions taken by Council are implemented by
the City’s Executive Management Team (EMT).
Overview of political governance structures
Subcouncils
Wards
• Homeless Agency
Committee
• Rules Committee
• Standing Committee on
Public Accounts (SCOPA)
• Spatial Planning,
Environment and Land
Use Management
Committee (SPELUM)
SECTION 79
Audit Committee
SECTION 166
Ad hoc committees
• City Development Strategy
• Delegations Task Team
• Informal Settlements
SA Police Service Act
Civilian Oversight Committee
• Community Services
• Corporate Services
• Economic Development & Tourism
• Finance
• Health
• Housing
• Planning & Environment
• Safety & Security
• Social Development
• Transport, Roads & Major Projects
• Utility Services
SECTION 79 PORTFOLIO COMMITTEES
SECTION 62
Planning and General
Appeals Committee
Council
Executive Mayor
Mayoral Committee
Speaker
SCHEDULE 1
Disciplinary Committee
Energy Committee
SECTION 80 COMMITTEES
THE CITY’S POLITICAL STRUCTURES
10 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
programmes undertaken by the City in this regard are
properly implemented, and stay on track.
Rules Committee
The Rules Committee is concerned with the rules of
procedure of Council and its committees. These rules
are intended to allow for orderly debate by as many
councillors or members as is possible within reasonable
time constraints.
Spatial Planning, Environment and Land Use Man-
agement Committee (SPELUM)
The terms of reference of this committee relate to spa-
tial planning, town planning, the environment and
related matters. The committee considers land use and
zoning applications, and does so in the broader context
of environmental and heritage impacts.
Standing Committee on Public Accounts (SCOPA)
SCOPA is the mechanism through which Council exer-
cises oversight over the expenditure of public money.
As far as ?nancial management is concerned, SCOPA
enables Council to ful?l its constitutional obligation to
scrutinise and oversee executive action, by holding the
accounting of?cer and councillors accountable for their
spending of ratepayers’ money and their stewardship
over public assets in order to ensure regular, economi-
cal, ef?cient and effective local government spending.
SCOPA conducts its affairs in a non-party political
manner so as to maximise the effectiveness of its work.
The committee ensures that the City’s oversight report,
as envisaged in Section 129 of the Municipal Finance
Management Act (MFMA), is prepared for adoption by
Council, and investigates and advises Council in respect
of unauthorised, irregular or fruitless and wasteful
expenditure in terms of Section 32(2) of the MFMA.
Section 80 Committees
Council appoints section 80 committees to assist either
an executive mayor or an executive committee when
necessary, to assist with the ef?cient performance of
• Finance
• Health
• Housing
• Planning and Environment
• Safety and Security
• Social Development
• Transport, Roads and Major Projects
• Utility Services
Committees of Council
A municipal council may in terms of the Structures Act
appoint committees to:
• exercise any of its functions or obligations (section
79 committees)
• assist the executive mayor (section 80 committees).
Section 79 committees
Council appointed 11 portfolio committees and their
terms of reference included policy formulation and
implementation within their speci?c functional areas.
Portfolio committees are chaired by councillors, who
are appointed by full Council. The following portfolio
committees existed before the 2011 local government
elections:
• Community Services
• Corporate Services and Human Resources
• Economic Development and Tourism
• Finance
• Health
• Housing
• Planning and Environment
• Safety and Security
• Social Development
• Transport, Roads and Major Projects
• Utility Services
Homeless Agency Committee
The Homeless Agency Committee is the political over-
sight body that ensures that issues relating to street
people (street children, adults and street youth) are
adequately addressed, and that previous and future
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 11
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Permanent Section 80 committees advise Council on matters relating to energy, land use and planning, and homeless people.
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functions. The following committee existed before the
2011 local government elections
Energy Committee
The functional area of the Energy Committee includes,
but is not limited to, non-fossil fuel-generated energy
sources, renewable energy and renewable fuels, climate
change and global warming, and reduction in carbon
emissions and pollution within the city. The committee
is responsible for driving the effective integration of,
and delivery on, all energy matters in the City.
Council also appoints the following committees in
terms of the Municipal Systems and Structures Acts:
Disciplinary Committee
This Schedule 1 committee investigates and makes a
?nding on any alleged breach of the Code of Conduct
for Councillors, and make appropriate recommenda-
tions to Council. Also, it is concerned with investigating
and making ?ndings on non-attendance of meetings,
and imposing ?nes as determined by Council’s rules of
order.
Planning and General Appeals
This Section 62 committee considers appeals against
decisions taken in terms of a power or duty delegated
or sub-delegated by a delegating authority to a politi-
cal structure, political of?ce-bearer, councillor or staff
member.
Of?ce of the Speaker
The Of?ce of the Speaker’s responsibilities range from
coordination of all processes ?owing from subcouncil
delegations, disciplinary investigations in terms of the
code of conduct for councillors, and the rules of meet-
ings of political structures.
Subcouncils
Subcouncils are established to assist the municipality in
the performance of its duties and the exercise of its
powers on a decentralised basis.
A metropolitan subcouncil may advise the Council
on what duties and powers should be delegated to it.
The terms of reference of subcouncils are as follows:
• To make recommendations to Council on any matter
affecting its area of jurisdiction
• To exercise any power, duty or function delegated to
it by Council in respect of its area of responsibility
• To exercise any power, duty or function conferred
upon it in terms of the Subcouncil Bylaw
Ward forums
Council, by virtue of the operation of Section 17 of the
Municipal Systems Act and Section 72 of the Structures
Act, resolved to establish public participatory mecha-
nisms, called ward forums, in all of the wards of the
City of Cape Town.
Council further resolved that the nature and type of
ward forums are to be determined by subcouncils and
as such ward forums exist as a public participatory
mechanism at subcouncil level. The Of?ce of the Speak-
er, in terms of the System of Delegations, is charged
with the overall oversight of said ward forums.
As a public participatory mechanism, ward forums
serve as a conduit for information into and out of the
City. Ward forums further make recommendations to
relevant ward councillors or subcouncils and also serve
as a tool to measure service delivery in their respective
wards.
Of?ce of the Chief Whip
The Chief Whip, who represents the whips in general, is
appointed by Council and has been delegated certain
functions by Council. The Chief Whip’s responsibilities
include:
• ensuring that each of the political parties are fairly
represented on the various committees;
• maintaining sound relations between the various
political parties;
• attending to disputes between political parties; and
• assessing the professional needs of the councillors,
arranging suitable training to develop political gov-
ernance capacity, and improving councillors’ individ-
ual skills.
Subcouncils and ward forums provide the link between residents and the administration.
12 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 13
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Overview of the City administration
Mike Richardson
Executive Director:
Finance
(Chief Financial Of?cer)
David Beretti
Executive Director:
Corporate Services
Hans Smit
Executive Director:
Housing
Of?ce of the City Manager
Ombudsman
Forensics
Executive Support
Governance & Interface
Integrated Development Plan
Organisational Performance Management
Lungile Dhlamini
Executive Director:
Utility Services
Lokiwe Mtwazi
Executive Director:
Community Services
Ruby Gelderbloem
Acting Executive Director:
Economic, Social
Development & Tourism
Achmat Ebrahim
City Manager
Richard Bosman
Executive Director:
Safety & Security
Zulpha Abrams
Chief Audit Executive
Mike Marsden
Executive Director:
Transport, Roads
& Major Projects
Dr Ivan Brom?eld
Executive Director:
Health
Acting Executive Director:
Strategy & Planning
EXECUTIVE MANAGEMENT TEAM
T
he City administration is led by the City Manager, supported by
an Executive Management Team (EMT) appointed in terms of
Section 57 of the Municipal Systems Act. The City administra-
tion is currently structured as follows:
Executive Management Team
Each member of the Executive Management Team (EMT) heads a
directorate responsible for key functions of the organisation (see the
“Directorates” section on page 25).
The EMT implements Council decisions, and leads the City’s drive to
achieve its strategic objectives, as outlined in the Integrated Develop-
ment Plan (IDP) adopted each year.
Of?ce of the City Manager
The Of?ce of the City Manager (OCM) is responsible for all aspects of
the City’s governance and compliance with the relevant legislation
and best practice.
Responsibilities include interface with residents, executive support
and forensics, and the ombudsman.
The OCM is also responsible for the IDP.
THE CITY’S EXECUTIVE STRUCTURE
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T
he City of Cape Town is a service organisation,
and its services are delivered primarily through
its employees. Therefore, a sizeable portion of
the R27,1 billion budget is absorbed by a workforce of
more than 25 000 employees. The staff budget for
2011/12 is R7 013 931 370 – more than R7 billion.
Overall staff numbers
As of 1 April 2011, there were 25 383 permanent and
temporary employees and 2 139 funded vacancies. A
funded vacancy is a position that has been identi?ed,
described and budgeted for, but has not yet been ?lled
by a suitable person.
The distribution of City staff by occupational catego-
ry and by directorates is given in the table below.
Training budget
There is an acute shortage of skills, at both local and
national level, and to address this, the City invests
heavily in training. The City’s 2011/12 budget for the
training and development of its staff is R61,3 million.
This money is spent in the following areas:
• Technical training
• General training (including occupational health and
safety, labour relations, diversity, etc)
• Leadership development
• Adult education and training
• Bursaries (both internal and external)
• Learnerships
• Internships
• In-house training for students
Employees cover a skills range of almost all the occu-
pations found in commerce and industry.
Trade union information
There are two recognised trade unions within the City
of Cape Town, with an overall 87,5% level of unionisa-
tion. Of those who belong to a union, 12 282 employ-
ees are af?liated to the South African Municipal Work-
ers Union (SAMWU) and 9 294 employees are af?liated
14 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
OCCUPATIONAL CATEGORY FILLED POSTS FILLED POSTS VACANT POSTS TOTAL
(Permanent) (Temporary)
Legislators, senior of?cials and managers 261 0 30 291
Professionals 1 854 32 171 2 057
Technicians and associate professionals 2 038 130 227 2 395
Clerks 5 649 104 510 6 263
Service and sales workers 2 683 754 181 3 618
Craft and related trades workers 2 206 2 258 2 466
Plant and machine operators and assemblers 3 100 31 421 3 552
Elementary occupations 6 072 467 341 6 880
TOTALS 23 863 1 520 2 139 27 522
The City’s staff complement
DIRECTORATE FILLED POSTS FILLED POSTS VACANT POSTS TOTAL
(Permanent) (Temporary)
City Health 1 353 148 59 1 560
Community Services 3 507 658 227 4 392
Corporate Services 1 710 16 131 1 857
Economic & Social Development 318 6 64 388
Finance 1 483 24 113 1 620
Housing 715 32 55 802
Internal Audit 54 0 2 56
Of?ce of the City Manager 299 8 35 342
Safety & Security 3 250 478 233 3 961
Strategy & Planning 759 12 42 813
Transport, Roads & Major Projects 1 701 8 182 1 891
15 149 1 390 1 143 17 682
Utility Services 3 0 0 3
Strategic Support 1 0 1 2
Project Monitoring Unit 4 0 0 4
Service Regulation and Logistics 12 0 1 13
Cape Town Electricity 2 174 97 285 2 556
Solid Waste Management 3 006 10 235 3 251
Water and Sanitation 3 514 23 474 4 011
Total Utility Services staff 8 714 130 996 9 840
TOTALS 23 863 1 520 2 139 27 522
The process included parity of payment for many
employees, bringing their salaries onto the same scale
as their colleagues, and recognising levels of compe-
tence or experience. During the same period, the ?ve
local labour forums were established, providing a sig-
ni?cant platform for employees to raise concerns and
engage constructively on local-level issues within
departments and directorates.
The ?nal phase of this roll-out is the formal evalua-
tion of every position in the City in terms of a standard
national job evaluation system called TASK. This project
is well under way and is expected to take another 18
months to complete.
The City has received recognition from the Depart-
ment of Co-operative Government and Traditional
Affairs for its Human Resources Strategy, which is
embedded in the Integrated Development Plan (IDP),
and provides direction for the various human resources
interventions. The City is one of the few local authori-
ties with such a strategy in place.
Business improvement and transformation
The City has adopted an Organisational Development
and Transformation Plan, which drives three strategies
to ensure the optimal provision, organisation and
deployment of City staff. The strategies are as follows:
to the Independent Municipal and Allied Trade Union
(IMATU).
There is a national bargaining council, the South
African Local Government Bargaining Council, with a
metropolitan division. Five local labour forums address
problems at a directorate or departmental level.
Various collective agreements govern the relation-
ship between the unions and the employer, and deter-
mine what is dealt with at each level of bargaining:
national, metropolitan and local. Councillors form part
of the team, which represents the City at all three lev-
els.
The City has enjoyed a high level of industrial stabili-
ty over the past ?ve years, with very few strikes arising
from local disputes. This is in part attributable to the
collective bargaining and HR strategies, which have
been aimed at both stabilising the administration and
building constructive relationships with both unions.
The organisational realignment process
During this period, the City implemented a major proj-
ect aimed at stabilising the administration, called the
organisational realignment process (ORP).
This project placed all employees into standardised,
comparable positions, on a single set of conditions of
service and a single payscale.
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16 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
• Development of institutional frameworks and busi-
ness systems to ensure delivery of the Community
Development Strategy
• Implementation of human capital management sys-
tems and processes to enhance staff alignment with
business needs, and improve staff morale and per-
formance
• Implementation of ef?ciency gains through business
improvement interventions
The plan spells out the expected outcomes and the key
performance indicators to ensure successful implemen-
tation.
The key general goals are to improve community satis-
faction; improve operational ef?ciency; improve
employee satisfaction (‘loyalty’ indicator), and improve
governance.
THE CITY’S EMPLOYMENT EQUITY PROFILE
Female Male Total
Disability
Target
African Coloured Indian White Total African Coloured Indian White Total
Benchmark target (%) 13,85 23,80 0,37 8,08 46,10 15,89 27,37 0,55 10,09 53,90 100,00
Top management (T23+)
Actual 1 2 0 0 3 1 3 0 5 9 12 0
Percentages 8,33 16,67 0,00 0,00 25,00 8,33 25,00 0,00 41,67 75,00 100,00
Overall target 2 3 0 1 6 2 3 0 1 6 12
Target short/over 1 1 0 1 1 0 0 -4 12
Senior management (T19 - T22)
Actual 4 3 0 7 14 11 14 1 29 55 69 1
Percentages 5,80 4,35 0,00 10,14 20,29 15,94 20,29 1,45 42,03 79,71 100,00
Overall target 10 16 0 6 32 11 19 0 7 37 69
Target short/over 6 13 0 -1 0 5 -1 -22 68
Professionally quali?ed and experienced (T14 - T18)
Actual 84 179 5 204 472 127 473 22 700 1 322 1 794 36
Percentages 4,68 9,98 0,28 11,37 26,31 7,08 26,37 1,23 39,02 73,69 100,00
Overall target 248 427 7 145 827 285 491 10 181 967 1 794
Target short/over 164 248 2 -59 158 18 -12 -519 1 794
Skilled technical and academically quali?ed (T9 - T13)
Actual 728 1145 14 531 2418 595 2243 24 945 3 807 6 225 125
Percentages 11,69 18,39 0,22 8,53 38,84 9,56 36,03 0,39 15,18 61,16 100,00
Overall target 862 1 482 23 503 2 870 989 1 704 34 628 3 355 6 225
Target short/over 134 337 9 -28 394 -539 10 -317 6 225
Semi-skilled and discretionary decision-making (T5 - T8)
Actual 979 1 862 10 419 3 270 1 407 4 024 15 364 5 810 9 080 182
Percentages 10,78 20,51 0,11 4,61 36,01 15,50 44,32 0,17 4,01 63,99 100,00
Overall target 1 258 2 161 34 734 4 186 1 443 2 485 50 916 4 894 9 080
Target short/over 279 299 24 315 36 -1539 35 552 9 080
Unskilled and de?ned decision-making (T1 - T4)
Actual 559 1 014 4 23 1 600 2 305 4 338 8 71 6 722 8 322 166
Percentages 6,72 12,18 0,05 0,28 19,23 27,70 52,13 0,10 0,85 80,77 100,00
Overall target 1 153 1 981 31 672 3 836 1 322 2 278 46 840 4 486 8 322
Target short/over 594 967 27 649 -983 -2 060 38 769 8 322
Race/gender rep. % 9,23 16,49 0,13 4,64 30,50 17,43 43,51 0,27 8,29 69,50 100.00
TOTALS 2 355 4 205 33 1 184 7 777 4 446 11 095 70 2 114 17 725 25 502 510
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 17
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Finance and Budget
In the coming financial year, the City will spend R27,1 billion providing services for
its residents and investing in its long-term strategy of infrastructure-led growth
and development.
The City’s functions, service delivery and growth are not possible without effective
revenue collection and expenditure, excellent financial management and reporting,
and viable and sustainable budgeting.
In this section
The budget
The Medium-term Revenue and Expenditure Framework (MTREF)
The City’s overall ?nancial health
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unicipal ?nances are extremely com-
plex: They involve public money, and
as a consequence, are closely regu-
lated by very speci?c and exacting
legislation that requires accountabili-
ty, cost-effectiveness, ef?ciency and transparency.
As a municipality is an organisation that serves resi-
dents, the process of shaping strategies and deciding
how income will be raised, and how it will be spent, is
a public process. Strategies and budgets must reconcile
diverse economic, developmental and social needs with
current and future ?nancial and social realities.
These needs and realities are ongoing, and meeting
them generally requires years of planning and imple-
mentation within complex regulatory, logistical and
public-participation parameters.
The City’s ?nances are therefore managed in the
context of longer-term strategies and plans, such as the
?ve-year Integrated Development Plan (IDP). The IDP
and related strategies, in turn, inform a three-year plan,
the Medium-term Revenue and Expenditure Framework
(MTREF). The annual budget, in turn, is shaped by these
plans and the prevailing economic realities.
Finance and oversight
Financing the services and infrastructure set out in the
budget requires setting and collecting rates and tariffs;
careful management of income, revenue and debtors,
and close control of how and where the money is
spent. The procedures and frameworks for these
processes are set out in City bylaws and policies.
The City must also satisfy a range of oversight bod-
ies, including the national Auditor-General, that it man-
ages its ?nances and processes effectively, complies
with legal requirements, and does not engage in
wasteful or fruitless expenditure.
It does this through effective corporate governance,
in which it is a leader among South African metros.
Recent performance
The City’s ?nances are well managed: The City collected
94,39% of billing for rates and services as revenue dur-
ing the past ?nancial year, and spent 83,0% of its capi-
tal budget and 97,4% of the operating budget.
In 2011, the City received its seventh unquali?ed
audit from the Auditor-General, and achieved a new
milestone by being the only one of the six metros
countrywide and the only municipality in the Western
Cape to achieve a ‘clean’ audit.
In addition, Moody’s, a global rating agency, con-
?rmed Cape Town’s top rating of ‘Aa2.za with a stable
outlook’ for the sixth consecutive year.
This rating has helped the City to fund development
by issuing three bonds to raise external ?nance. These
bonds have raised R4,2 billion as part of the City’s
R7 billion domestic medium-term note programme, and
are listed on the Johannesburg Stock Exchange (JSE).
The City has set aside R250 million for the repayment
of these bonds in 12 to 14 years.
The budget
The annual budget describes all the City’s planned
expenses and anticipated income for the next munici-
pal ?nancial year. It is also an organisational plan that
describes the City’s strategic focus in ?nancial terms, in
a manner that is affordable, credible and sustainable.
The R27,1 billion budget, up 17,5% on the previous
year’s R23,1 billion, is made up of two parts: an operat-
ing budget and a capital budget. The budget is also
presented in two stages: as a draft budget for com-
ment and approval, and then as a ?nal budget.
The budget is based on the income – or revenue –
the City expects to derive from rates, service charges,
and grants and subsidies.
The capital budget
The capital budget is set aside for creating infrastruc-
ture and services, such as roads, water, electricity, and
the many other utilities and services that Cape Town
needs in order to function, grow and provide economic
opportunities to its residents.
The proposed capital budget is R5,070 billion, an
increase of 26,9% on the R3,995 billion capital budget
of the previous ?nancial year. The biggest portion of
capital expenditure will be in the areas of utility servic-
es; transport, roads and major projects, and housing.
• Utility Services R1,8 bn (35,6%)
• Transport, Roads & Major Projects R1,8 bn (37,0%)
• Housing R738 m (14,6%)
Capital expenditure highlights include (these are mutu-
ally exclusive):
• R58 million for reconstruction of metro roads
• R1,2 billion for IRT-related infrastructure
• R804,6 million for electricity infrastructure
• R740,5 million for housing
• R377,5 million for wastewater management
• R284,2 million for solid waste management
• R134,2 million for sport and recreation
The operating budget
The operating budget is used to cover the ongoing
expenses the City incurs in its operations. It covers
salaries, maintenance, bulk purchases of electricity and
water, payment to contractors for services rendered and
goods supplied, interest and loan payments, and any
other running costs.
The operating budget describes the City’s projected
expenditure. For the 2011/12 ?nancial year, this expen-
diture is expected to be R22,1 billion, a 13,3% increase
on the R19,5 billion for the previous ?nancial year.
Staff-related costs are the single biggest expendi-
ture, at more than R7 billion – 32,0% of the total oper-
ating budget. Bulk purchases of electricity and water
are the next-biggest, at R5,7 billion – 26,2% of the
total operating budget.
Budgeted income
Income is derived from a variety of sources, including
property rates, service charges, rentals, interest, ?nes
18 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
KEY FACTS
• The budget for the
2011/12 ?nancial year
is R27,1 billion, a
17,5% increase over
the previous year’s
R23,1 billion.
• The operating budget is
R22,1 billion, a 13,3%
increase on the R19,5
billion for the previous
?nancial year.
• The capital budget is
R5,070 billion, an
increase of 26,9% from
R3,995 billion in the
previous ?nancial year.
• The biggest capital
expenditure items will
be in the directorates
of Utility Services,
Transport, Roads and
Major Projects and
Housing.
• Operating income will
rise from R19,4 billion
to R21,9 billion.
• The City collected
94,39% of billing for
rates and services.
• The City spent 83,0%
of its capital budget
and 97,4% of its
operating budget in
2009/10.
• The City received its
sixth unquali?ed audit
from the national
Auditor-General.
• Cape Town has an
excellent investment
rating of ‘Aa2.za’.
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and permits, and transfers from National Treasury.
For the coming ?nancial year, operating income
(excluding accumulated surplus allocations) will
increase from R19,4 billion to R21,9 billion.
This 12,8% rise in revenue is necessary, in part, for
the appointment of additional staff in critical positions,
and to meet the nationally negotiated and agreed pay
granted by the SA Local Government Association’s
(SALGA) national bargaining council in 2010.
The operating income will be funded through natural
growth and a range of rates and tariff increases.
Service charges for electricity, water and sanitation,
and solid waste removal are the single biggest source
of income, followed by rates (property taxes).
Rates are based on the market value of more than
870 000 individual properties. These property values
are adjusted at least every four years through a general
valuation (GV), the most recent of which was conduct-
ed in 2010, and supplementary valuations as necessary.
The amount that property owners pay in rates, the
‘cents-in-the-rand’ rate, is set in the budget every year,
and this year increased by 5,9%.
Tariffs for services such as electricity and water are
also set every year, as are the various forms of relief
and exemption designed to help those residents most
in need, such as the indigent and the elderly.
Transfers from National Treasury take many forms,
including municipal infrastructure grants, housing allo-
cations and social grants. These transfers are made in
terms of complex Division of Revenue Act (DORA) for-
mulas designed to ensure that municipalities receive an
‘equitable share’ of the allocations from the ?scus.
Medium-term Revenue and Expenditure Framework
Although the budget sets out the City’s expenditure and
income for one ?nancial year, it is drafted within the
context of a longer-term plan, known as the Medium-
term Revenue and Expenditure Framework (MTREF).
The MTREF sets out the economic context and
assumptions that shape the compilation of the City’s
budget for the next three years. It factors in a wide
range of variables, such as the economic climate, inter-
est rate projections, anticipated increases in the cost of
electricity and salaries, and the infrastructure invest-
Property rates,
penalties &
charges
21,12%
Service charges –
electricity revenue
37,08%
Gains on disposal of PPE
(plant, property and equipment)
Employee-related
costs
32,00%
Remuneration
of councillors
0,49%
Debt impairment
4,75%
Depreciation &
asset impairment
6,31%
Service charges
– water
8,34%
Service charges
– sanitation
4,52%
Service charges
– refuse
3,74%
Service charges
– other
2,85%
Rental of facilities
& equipment
1,20%
Interest earned
1,88%
Fines, licences,
permits & services
1,52%
Transfers recognised
– operational
8,66%
Bulk purchases
26,21%
Contracted
services
10,44%
Transfers &
grants
0,39%
Other expenditure
15,93%
Other revenue
8,60% 0,48%
Finance charges
3,47%
PROJECTED INCOME
PROJECTED EXPENDITURE
PROJECTED EXPENDITURE
Category Rand
Employee-related costs 7 063 638 894
Remuneration of councillors 108 785 820
Debt impairment 1 048 469 690
Depreciation & asset impairment 1 392 823 441
Finance charges 766 367 316
Bulk purchases 5 785 875 517
Contracted services 2 304 610 910
Transfers and grants 86 418 574
Other expenditure * 3 516 698 715
Total expenditure 22 073 688 877
PROJECTED INCOME
Category Rand
Property rates 4 541 984 647
Property rates: Penalties and charges 85 759 268
Service charges: Electricity 8 125 663 538
Service charges: Water 1 828 095 026
Service charges: Sanitation 991 117 664
Service charges: Refuse 820 410 087
Service charges: Other 625 371 141
Rental of facilities and equipment 264 043 390
Interest earned on external investments 192 426 077
Interest on outstanding debtors 218 335 000
Fines 186 892 388
Licences and permits 30 045 985
Agency services 115 993 082
Transfers recognised 1 897 815 788
Other revenue * 1 884 096 166
Property, plant and equipment (PPE) 105 000 000
Total income
†
21 913 049 247
* Too detailed to describe in these simpli?ed tables.
Please refer to the full budget documents, available
on CityWeb and the City’s website.
†
Income excludes accumulated surplus allocation.
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 19
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20 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
ment requirements.
For example, adaptations have been made to the
previous MTREF to take account of changed conditions,
which include lower interest rates, sharply higher ener-
gy costs, the national three-year salary settlement, and
lower collection ratios.
The MTREF is reviewed every year to ensure that the
budget is affordable and sustainable over at least the
medium term.
The budget process
At the beginning of the ?nancial year, in July, the
process for determining the next budget begins, when
a schedule for compiling a draft budget is tabled before
Council. The timetable is then advertised to residents.
The next steps are as follows:
• August: Mayco and the Executive Management Team
(EMT) investigate past performance and trends in
operating and capital budgets; identify budget reali-
ties, and set the criteria and basis of the City’s budg-
et prioritisation process. Engagement with ward com-
mittees to determine speci?c requirements begins.
• September: Service departments submit their budget
proposals for consideration to their portfolio com-
mittees. The City consults with Province, neighbour-
ing municipalities and other organisations.
• October to January: The EMT and the Budget Steer-
ing Committee consider various scenarios of the
MTREF forecasting model to ensure a sustainable
future product.
• January: A three-year budget forecast (MTREF
model) is submitted to Mayco for endorsement.
• March: The draft operating and capital budgets are
tabled before Council.
• April: The budget, Integrated Development Plan (IDP)
and tariff proposals are published for public com-
ment and consultation.
• May: Comments received as a result of the public
participation process are submitted to the Budget
Steering Committee and Mayco.
• The full Council votes to adopt the budget.
The Budget Steering Committee
The Budget Steering Committee is ultimately responsi-
ble for ensuring that an affordable and sustainable
budget, which best serves the City’s residents and
strategies, is produced, accepted and implemented.
The Committee is composed in terms of the Munici-
pal Budget and Reporting Regulations of April 2009,
which stipulate that the Committee must consist of at
least the following persons:
• the councillor responsible for ?nancial matters;
• the Municipal Manager;
• the Chief Financial Of?cer;
• the senior managers responsible for at least the
three largest budget votes in the municipality;
• the manager responsible for budgeting;
• the manager responsible for planning; and
• any technical experts on infrastructure.
The City’s overall ?nancial health
Cash, investments, and funding of commitments
The cash and investments balance as at 31 March 2011
was more than R6 billion. All the City’s statutory com-
mitments are fully cash-backed, as are the reserves that
are set aside for future capital expenditure and contin-
gencies.
The various cost-ef?ciency initiatives had a positive
impact on cash ?ows, as did the debt collection drives,
which enabled the City to ?nance its capital pro-
gramme for the current year internally. Even though the
City will ?nance its capital programme internally, it will
nevertheless remain in a positive cash ?ow position.
Cash coverage of normal operations
The City’s cash coverage remains strong, and is suf?-
cient to cover two months of average monthly pay-
ments as and when they fall due, even in a crisis situa-
tion, such as during rates and services boycotts.
This position is despite the City opting not to raise
any loans for its current capital programme. The pro-
jected forecast to date gives three months cash ?ow
coverage, which indicates the City’s ability to support
its budget suf?ciently.
Creditors outstanding
Information relating to creditors outstanding for more
than 30 days, along with reasons for delayed settle-
ment, is included on the accompanying CD.
Current collection levels and debtors outstanding
The current collection level on rates and services is
94,39%, and the total for debtors outstanding for more
than 30 days for rates and services is R3,983 billion.
Loans, and ?nance and redemption payments
The City’s current balance of outstanding loans is
R5,7 billion, of which R4,2 billion are in bonds. The City
has, to date, set aside funds of R250 million for the
repayment of these bonds in 12 to 14 years.
Interest and redemption payments for the year total
R674 million for interest and R486 million (inclusive of
sinking funds) for redemption during 2010/11, at an
average loan rate of 11,6%.
2009/10 audit outcome, and audit issues
The City received an unquali?ed audit report for the
2009/10 ?nancial year from the Auditor-General, and,
in terms of Section 124(e), the report contains no
issues for which management comments and corrective
actions are required. The City was the only South
African metro to receive a ‘clean’ audit report.
Management issues of a housekeeping nature were
identi?ed and are being dealt with on a monthly basis
and reported quarterly to the Audit Committee. The
Auditor-General performed a walk-through on the
resolved issues, and is satis?ed with their status as
reported.
KEY DOCUMENTS
• The 2011/12 budget
• The IDP (Integrated
Development Plan)
• The annual report for
2009/10
• The Spatial Develop-
ment Framework
• The April ?nancial
statements
These documents are
available in PDF format
on the accompanying CD,
on CityWeb and the City’s
website.
The City of Cape Town is funded by public money, and is therefore expected to
exercise the highest levels of corporate governance.
This goes far beyond compliance with the extensive and comprehensive
legislation – the City’s governance systems are designed to meet or exceed the
highest professional standards and recommendations.
In this section
The Directorate: Internal Audit (DIA)
The Audit Committee
The Standing Committee on Public Accounts (SCOPA)
The anti-corruption hotline
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 21
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Governance
Good corporate governance touches every aspect of the organisation, from managing expenditure effectively to controlling waste and fraud.
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T
he term ‘corporate governance’ refers to
the set of laws, processes, customs, policies
and institutions affecting the way an
organisation such as the City is directed,
administered or controlled. It also includes
the relationships among the many stakeholders
involved, and the goals for which the City is adminis-
tered.
Many aspects of corporate governance, such as an
independent audit committee, are legal requirements
set out in the legislation that applies to municipalities,
and are monitored by authorities and institutions such
as the national Auditor-General.
However, truly effective governance goes beyond
legislative compliance: It embraces local and interna-
tional best practice, and strives to strengthen the pro-
fessional standards and ethics within the organisation.
The City is one of the ?rst municipal entities to have
taken several important measures: the formation of a
Standing Committee on Public Accounts (SCOPA), the
institution of an anti-corruption hotline, and the formal
adoption of the King Code of Governance Principles for
South Africa, 2009 (‘King III’).
The King recommendations are considered to be one
of the best codes of governance worldwide, and King
III has broadened the scope of governance into one
where the core philosophy revolves around leadership,
sustainability and ethical corporate citizenship.
The Directorate: Internal Audit
As per King III, a key principle of good corporate gover-
nance is that a combined assurance model should be
applied to provide a co-ordinated approach to all assur-
ance activities.
This combined assurance must be suf?cient to satisfy
the Audit Committee that any signi?cant risk areas fac-
ing the organisation are adequately addressed.
The Directorate: Internal Audit (DIA) developed a
combined assurance framework, which details key
assurance providers, roles and responsibilities, as well
as the type, level and frequency of interaction required.
In line with National Treasury guidelines, assurance
providers are categorised according to the ‘three lines
of defence’ model:
First line of defence
Management is responsible for establishing, maintain-
ing and ensuring proper governance, risk management
and internal control processes. Management should
consider risks, determine how much risk is acceptable,
and strive to maintain risk within those parameters.
Management should provide at least partial assur-
ance on all areas. Their reports and associated repre-
sentations will offer the audit committee signi?cant
assurance in a well-managed organisation.
Second line of defence
This constitutes functions that provide signi?cant assur-
ance, or perhaps in some cases more accurately, ‘reas-
surance’ that management is indeed on top of the reg-
ulatory, statutory, environmental, ethical and quality
requirements and associated risks, critical to the ongo-
ing and future success of the organisation.
Examples of key assurance providers in this category
include:
• Integrated Risk Management (reporting to, among
others, the Risk Committee);
• Forensic Services;
• Legal Services;
• Environmental Resource Management;
• Occupational Health and Safety; and
• The City Ombudsman.
Third line of defence
This is made up of independent assurance providers
and oversight committees, such as:
• Internal Audit;
• External Audit;
• Audit and Performance Committee;
• Standing Committee on Public Accounts (SCOPA);
and
• Civilian Oversight Committee (CIVOC).
The combined assurance framework was approved by
the Audit Committee, and implemented by internal
audit and other assurance providers.
The DIA, with input from other assurance providers,
reports quarterly to senior management and the Audit
Committee on the implementation of the combined
assurance framework. The framework will be evaluated
and reviewed annually to ensure its adequacy, effec-
tiveness, ef?ciency and relevance.
Each oversight committees has speci?c terms of ref-
erence and requirements regarding its composition.
The Audit Committee
Every municipality is obliged to establish an independ-
ent audit committee in terms of Section 166 of the
Municipal Finance Management Act No. 56 of 2003
(MFMA), as amended.
The Audit Committee’s function is to assist Council
in discharging its duties relating to:
• the safeguarding of assets;
• the operation of adequate systems;
• control processes; and
• the preparation of accurate ?nancial reports and
statements in compliance with all applicable legal
requirements and prescribed accounting standards.
The Audit Committee does not have executive responsi-
bility, and acts primarily in an oversight capacity to
management and Council.
The terms of reference of the Audit Committee were
revised, updated and approved by Council on 10 June
2009 for the 2009/10 ?nancial year, and include the
following:
Membership
The Audit Committee’s terms of reference require a
minimum of ?ve independent members, who collective-
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 23
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ly have the requisite knowledge of auditing, risk man-
agement, ?nance, governance, performance manage-
ment, operations, information technology, relevant
?nancial reporting and legislative frameworks.
No councillor or employee of the City may be a
member of the Audit Committee. Council approves the
appointment of the chairperson from the members of
the Audit Committee. The appointment of members of
the Audit Committee should be approved by Council for
a term of three years, and, if re-elected, members may
serve for only one further three-year term.
Responsibilities
The responsibilities of the Audit Committee include
oversight with regard to:
• the Auditor-General;
• ?nancial statements;
• internal control;
• internal audit;
• performance management;
• entities; and
• risk management, including fraud and information
technology-related risks.
Authority
The Audit Committee shall have direct access to:
• the Mayor;
• the Mayoral Committee (Mayco);
• the City Manager and executive directors;
• the Chief Audit Executive;
• the Auditor-General;
• any councillor(s); and
• the Standing Committee on Public Accounts (SCOPA).
Meetings
The Audit Committee should meet at least four times
per annum as per its approved terms of reference,
although additional special meetings may be called.
Although no speci?c meetings are held with the Audi-
tor-General’s of?ce, they are in attendance at all Audit
Committee meetings.
Reporting and accountability
The chairperson of the Audit Committee accounts to
the City Manager, Mayco and Council for the Commit-
tee’s activities and any other matters arising from the
above responsibilities. The minutes of all meetings of
the Audit Committee are submitted to Mayco and
Council, and the chairperson of the Audit Committee
meets with the City Manager and the Mayco member
for Finance twice a year to discuss issues of concern.
The effectiveness of the Committee is monitored by
Mayco and Council annually.
The performance of the Audit Committee was
assessed through a self-assessment and a stakeholder
assessment. The overall score of the self-assessment
was rated as ‘good’, while the stakeholders rated the
Audit Committee’s performance as ‘excellent’.
Flowing from the outcome of the performance
assessment, the Audit Committee has compiled an
action plan which identi?ed speci?c activities to
address the areas requiring improvement. The Audit
Committee has continued to monitor progress in terms
of the action plan on a quarterly basis.
Standing Committee on Public Accounts
Internal Audit assisted the Standing Committee on Pub-
lic Accounts (SCOPA) – the ?rst effectively functioning
SCOPA of a municipality in the country – in creating
work methods that have resulted in establishing a
best-practice model for the rest of the country.
The oversight role of SCOPA has become more
established in the City, as indicated by the matters
referred to it for investigation and recommendations,
which were supported by Council for implementation.
SCOPA successfully conducted the oversight process,
which included reviewing the City’s annual report, and
holding management accountable for the handling of
public funds and resources.
The SCOPA terms of reference were approved by
Council on 31 May 2006. Membership is de?ned by
Council, and comprises councillors representing various
political parties. The Committee is chaired by a council-
lor from the opposition party.
The anti-corruption hotline
The City has a dedicated anti-corruption hotline, which
may be used to report any instances of alleged corrup-
tion involving City of?cials.
Any employee or member of the public may call the
City’s toll-free anti-corruption hotline on 0800 32 31 30
to report suspected corruption.
The City is always grateful to employees who assist
in ensuring that its of?cials deliver the highest possible
level of service. This hotline has greatly assisted Council
in rooting out corruption in the past.
Corruption includes any number of illegal activities,
ranging from the misappropriation of funds, to nepo-
tism, fraud and fuel siphoning. The City adopts a zero-
tolerance approach to all forms of corruption – even
those that may seem minor.
Most fraud involves several parties. The “Resist,
Refuse, Report” slogan encourages anyone who is
aware of corruption to speak up and break the cycle.
When a case of alleged corruption is reported to the
hotline, it is logged for investigation. If the investigation
proves that the allegation is true, the City takes action
to deal with the offender. The prosecution of of?cials for
corrupt activities serves as a warning for other of?cials
that this sort of conduct will not be tolerated.
Anyone who calls the hotline will be asked to pro-
vide details of the incident, the names of the individu-
als involved, and the date(s) on which the incident
occurred.
Complainants are welcome to remain anonymous,
but are advised to provide their own details to assist in
any investigation. Complainants may be called upon
during the investigation to submit an af?davit.
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CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 25
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The City’s directorates
The City’s service delivery sectors are divided into 12 directorates, each with
focused and clear roles and responsibilities. They provide organisational support,
services and infrastructure to residents across the metro. Each is responsible for its
own planning and budget in accordance with the City’s overall strategy.
In this section
The Of?ce of the City Manager
Internal Audit
Community Services
Corporate Services
Economic, Social Development & Tourism
Finance
City Health
Housing
Safety & Security
Strategy & Planning
Transport, Roads & Major Projects
Utility Services
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26 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
T
he Of?ce of the City Manager of the City of
Cape Town is responsible for the overall
leadership of the organisation, and for
ensuring statutory compliance and good
governance. It is committed to the provision
of sound governance systems, processes and procedures
to facilitate decisions taken by the City and its leaders.
The City Manager currently ful?ls a dual role in the
context of the City’s present structures, both as organi-
sational and directorate head.
He is required, as City Manager, to carry out the
responsibilities as listed under Section 55 of the Munic-
ipal Systems Act, in terms of which he is the head of
the administration and the City’s accounting of?cer.
The City Manager is also the executive head of the
Of?ce of the City Manager. This directorate supports
the executive and political decision-making process,
and ensures compliance with statutory requirements
and City policies and procedures.
The Of?ce of the City Manager consists of the fol-
lowing departments:
• Executive Support (41 staff)
• Forensic Services (19 staff)
• Governance & Interface (218 staff)
• Integrated Development Planning &
Organisational Performance Management (20 staff)
• Ombudsman’s Of?ce (12 staff)
Executive Support
Executive Support renders a specialised strategic and
operational support service to the City’s executive and
administrative decision-making authorities. It develops,
manages and maintains sound governance systems,
processes and procedures as a key component of the
professional support given to Council and the City
Manager.
These ensure that Council’s directives are carried out
(in consultation with directorates and departments),
and that a structured database of tools and informa-
tion is in place to improve the effectiveness of decision-
making bodies and to ensure that access to records of
decision is always available.
The Department also ensures that the City’s lan-
guage policy is implemented to enable effective inter-
nal and external communication.
Forensic Services
Forensic Services serves to promote justice in the
administration of matters in respect of which the City
has executive authority, thereby ensuring fairness in the
administration of practices, processes and policies.
The Department provides a proactive and reactive
investigative forensic and advisory service, manages
the operations of the fraud hotline, prepares and imple-
ments fraud awareness and anti-corruption policies,
and conducts departmental fraud reviews.
Governance & Interface
Governance & Interface department provides a diverse
range of expertise to ensure the promotion of organisa-
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City Manager
Achmat Ebrahim
5th floor, Podium
Executive Management Team (EMT)
Executive Personal Assistant
Dianne de Vos
5th ?oor, Podium
Strategic Advisor
Arno Vorster
5th ?oor, Podium
Legal Advisor
Les Barchard
5th ?oor, Podium
Director:
Executive Support
Gillian Kenhardt
5th ?oor, Podium
Ombudsman
Mbulelo Baba
3rd ?oor, Tower Block
Chief Forensics:
Forensic Services
Vincent Botto
44 Wale St
Acting Director:
Governance & Interface
Trevor Hollis-Turner
5th ?oor, Podium
Director:
IDP & OPM
Martin van der Merwe
13th ?oor, Tower Block
OFFICE OF THE CITY MANAGER – STRUCTURE AND KEY PERSONNEL
Of?ce of the City Manager
Executive Support | Forensic Services | Governance & Interface
Integrated Development Planning (IDP) | Ombudsman’s Office
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 27
KEY FACTS
Staff complement
307
Operating revenue
R2 244 000
Operating expenditure
R320 441 000
Capital expenditure
R20 055 000
28 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
tional values and good governance principles. Its serv-
ice offerings include the following:
• Providing management, legal, administrative and
logistical services to Council, political executive of?-
cers and subcouncils
• Managing and co-ordinating Council’s public partici-
pation process
• Managing and executing executive special projects
• Facilitating, co-ordinating and promoting intergov-
ernmental and international relations
• Planning, managing and executing designated proj-
ects utilising internal, external and international
funding
• Ensuring execution of Council’s social crime preven-
tion initiatives
• Providing executive, legal and management support,
including administrative services, to the City’s 23
subcouncils and 111 ward participatory structures
• Facilitating, co-ordinating and promoting liaison with
the designated organs of state, e.g. the Independent
Electoral Commission.
Integrated Development Planning
The Integrated Development Planning & Organisational
Performance Management (IDP&OPM) Department
guides, directs and facilitates the development, imple-
mentation and monitoring of, and reporting on, the
City’s Integrated Development Plan (IDP), the corporate
Service Delivery Budget Implementation Plan (SDBIP)
as well as directorate SDBIPs.
This includes the production of the City’s annual
report. This department facilitates the implementation
of the organisational performance management system
as well as the performance management plans and
evaluation processes for Section 57 (contract) appoint-
ments, and also executes special projects, such as the
City’s partnership with higher learning institutions.
Ombudsman’s Of?ce
The Ombudsman’s Of?ce serves as a catalyst between
the administration and its customers; as a neutral third
party that represents the interests and rights of the
City’s customers by holding civil servants accountable
to the people.
The Of?ce investigates and facilitates the resolution
of matters regarding alleged maladministration, injus-
tice or poor service delivery by, or gross negligence of,
any City employee, and institutes formal mediation
processes.
It also promotes a co-operative relationship between
the City and a number of Chapter 9 institutions, such
as the Of?ce of the Public Protector.
KEY CITY POLICIES
Name of policy Purpose
Public Engagement Policy Sets out a framework for public participation processes
External Relations Policy Provides an implementation protocol applicable to international and inter-governmental relations
KEY PROCESSES AND POLICIES REQUIRING COUNCIL’S INPUT
Name of policy Purpose
Subcouncils Bylaw Provides for the establishment and functioning of subcouncils
Subcouncils Rules of Order Sets out procedures for subcouncil meetings
Ward Forums/Committees
Rules of Establishment and
Order
Sets out procedures for the establishment and functioning of ward forums
System of Delegations Aims to maximise administrative and operational ef?ciency, and provides for adequate checks and balances by
delegating powers, functions and duties
KEY PROJECTS
Name of project Purpose
Electronic agenda To evaluate the current agenda production and distribution process in order to make the process more ef?cient
and effective and achieve savings on printing of agendas
Sustainable Communities
(VPUU) phases 3 and 4
To contribute to violence prevention in Khayelitsha, and consequently improve the quality of life of the popula-
tion
Community Development
Workers – pilot project
To implement an agreement between the City of Cape Town and the Provincial Government to run a six-month
pilot project
Councillors’ induction
programme
To introduce newly appointed councillors to the City of Cape Town, and orientate them with regard to the City's
policies and local government processes
Political support staff –
smooth transition
To ensure an ef?cient and effective administrative support service to the political leadership
Improvement to
subcouncils
To upgrade subcouncil of?ces and improve the interface between Council and the public
Mayoral projects To plan and implement projects identi?ed by the Executive Mayor
KEY CONTACTS
The City Manager
Achmat Ebrahim
Tel
021 400 1330
Fax
021 400 1332
E-mail
achmat.ebrahim@
capetown.gov.za
Executive Assistant
Dianne de Vos
Tel
021 400 1331
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 29
T
he Internal Audit Directorate is an inde-
pendent directorate of the City of Cape
Town, and is a signi?cant contributor to
governance within the organisation. Its
function is a requirement of the Municipal
Finance Management Act (MFMA), Act 56 of 2003, and
it is largely directed by the standards for the profes-
sional practice of internal auditing of the international
Institute of Internal Auditors (IIA).
The Directorate is mandated through its charter to
provide independent, objective assurance and consult-
ing services, geared towards adding value and improv-
ing the City’s operations.
It helps the organisation accomplish its objectives by
bringing about a systematic, disciplined approach to
evaluate and improve the effectiveness of risk manage-
ment, control and governance processes.
Internal Audit’s plans, which are aligned with the
City’s strategy and most pertinent risks, are supported
by senior management and approved by the independ-
ent Audit Committee.
It communicates audit results to the various levels of
management, including executive directors and the City
Manager, as well as to other assurance providers and
the Audit Committee.
2009/10 internal audit outcomes
Outcomes of the 2009/10 internal audit conducted by
the Directorate included:
Execution of the annual internal audit plan
In terms of the MFMA and IIA standards, the Direc-
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Internal Audit
KEY FACTS
Staff complement
54
Operating expenditure
R32 964 000
Capital expenditure
R171 000
Internal Audit provides and implements the essential governance controls that make the City work for its residents and its staff.
30 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
torate developed and executed its risk-based internal
audit plans. A three-year rolling audit plan and a one-
year operational audit plan were approved on 10 June
2009 by the Audit Committee.
Internal Audit reconsiders its audit plans quarterly to
ensure that audit projects undertaken are aligned with
the most pertinent risks. A revised operational audit
plan was approved on 25 January 2010, and 81,67% of
the planned audit projects were completed.
Monitoring the resolution of audit ?ndings
The “percentage audit ?ndings resolved as per follow-
up audits” is a corporate scorecard indicator. The Direc-
torate measured results through follow-up audits to
determine the status of corrective actions implemented
to address weaknesses identi?ed per audit.
The target was introduced in the 2007/8 ?nancial
year as the ?rst reported measurement on the imple-
mentation of internal audit recommendations. The tar-
get was not achieved due to the lack of business imple-
mentation of audit recommendations within agreed
timeframes.
This indicator was removed from the corporate
scorecard with effect from 2010/11. The possible nega-
tive impact of the removal of this indicator was report-
ed to the Audit Committee, the Mayoral Committee
(Mayco) and Council.
Quality assurance improvement programme
In line with the requirements of the IIA, the Directorate
has a quality assurance improvement programme to
enable an evaluation of its conformance with the IIA
standards and code of ethics. The programme also
assesses the ef?ciency and effectiveness of the internal
audit, and identi?es opportunities for improvement.
The programme includes ongoing quality assessment
reviews on individual audit projects, annual internal
quality assessments and external quality assessments.
In terms of the IIA standards, external assessments
must be conducted at least once every ?ve years by a
quali?ed, independent reviewer or review team from
outside the organisation. An external quality assurance
review was completed in June 2009 and rated the
Internal Audit Directorate as operating at the highest
level of conformance in terms of the IIA standards, and
at the second-highest level of maturity in terms of the
private-sector internal audit capability maturity model.
Annual assessment of the City’s internal controls
A total of 46 reports were issued during 2009/10. The
majority of reports received a “caution” / “major
improvements needed” rating, which supports Internal
Audit’s annual assessment of the City’s system of inter-
nal controls.
Highlights for 2009/10
• The achievement of a “Generally Conformed” rating
as per internal quality assessment reviews
• The formulation, adoption and roll-out of a commu-
nication strategy across all directorates
• The facilitation of Council’s adoption of King III
• The issue of the annual report providing an opinion
on the system of internal controls within the City
• The formulation, adoption and implementation of
the combined assurance framework for the City
• The formulation of a continuous auditing strategy
• The successful completion of the control self-assess-
ment pilot project
• The development and implementation of a compe-
tency framework for the Directorate
• The provision of support to oversight committees,
such as the Audit Committee and SCOPA.
KEY PROJECTS
Name of project Purpose
Control self-assessment The Directorate conducted its ?rst control self-assessment (CSA) engagement during the 2009/10 ?nancial year.
The Strategic Human Resource (HR): Recruitment and Selection Department was used as a pilot for the CSA, for
which a ?nal CSA report was issued during the quarter. CSAs will be further rolled out in the City and are includ-
ed in the Directorate’s plan. The primary objectives of CSAs are to empower business with a process that allows
management and work teams, who are directly involved in a business unit, function or process, to participate in
a structured manner for the purpose of:
• creating risk and control awareness among management and staff;
• identifying risk exposures of the selected activity;
• assessing the control processes that mitigate or manage those risks;
• identifying and developing action plans to reduce risks to acceptable levels; and
• communicating ?nal results in a formal report to management.
Continuous auditing
strategy
The Directorate developed a continuous auditing strategy and completed a pilot project during the 2009/10
?nancial year. It is to be further rolled out across the City to enable line management to obtain on-going assur-
ance regarding the accuracy and validity of large volumes of data ?owing through their systems, through the iso-
lation and containment of control failures on a timely basis.
Chartered Accountants
Academy
National Treasury, accredited by the South African Institute of Chartered Accountants (SAICA) as an approved
training organisation, approached the Internal Audit Directorate to facilitate the establishment of the City as a
primary site for training candidate chartered accountants. The training programme commenced during 2009/10
and implementation is co-ordinated by Internal Audit.
KEY CONTACTS
Chief Audit Executive
Zulpha Abrams
Tel
021 400 1337
Fax
021 418 8040
E-mail
zulpha.abrams@
capetown.gov.za
Executive Assistant
Seu-ling Pastor
Tel
021 400 1338
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 31
T
he Community Services Directorate is
responsible for providing community facili-
ties across the city, to support and promote
healthy lifestyles and to facilitate communi-
ty development programmes.
Often, these programmes involve collaboration and
partnerships with churches, community organisations,
NGOs, the corporate sector, different tiers of govern-
ment and other stakeholders.
City Parks
The City Parks Department is responsible for greening,
conserving and managing zoned public spaces, includ-
ing 11 district parks, 3 133 community parks, 36 ceme-
teries, one crematorium, and 1 862 hectares (ha) of
centre islands, nature sensitive areas and recreational
areas alongside rivers and water bodies.
Other core functions include the planting of trees,
supporting the protection of biodiversity, and the
implementation of water-saving initiatives.
The 3 133 community parks are maintained to a
standard that ensures that they are in a condition for
communities to use at all times.
To ensure that parks are maintained in an equitable
manner across the city, a uniform set of maintenance
standards for all maintenance functions have been
developed and implemented. The selected standards
focus on mowing – which is set to at least nine cuts
per year – and to keep these parks clean by conducting
litter picking on a weekly basis.
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Community Services
City Parks | Library and Information Services | Sports, Recreation & Amenities
KEY FACTS
Staff complement
4 165
Operating revenue
R72 904 000
Operating expenditure
R1 234 456 000
Capital expenditure
R145 037 000
The City provides a wealth of facilities for learning and leisure.
32 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
KEY COMMUNITY SERVICES POLICIES
Name of policy Department and purpose
City Parks
Mowing of Residential
Verges Policy
To ensure that City Parks carries out mowing on zoned public open spaces only and not on residential verges
Tree Policy To ensure a consistent approach to the planting, maintenance and removal of trees, and to encourage best horti-
cultural practices when dealing with trees
Interment/Burial Strategy To provide interment services that meet the needs of the community in an effective and ef?cient manner
Public Parks Bylaw To regulate the admission of persons, animals and vehicles to public parks in order to provide for the use and
enjoyment of public parks, and to determine conduct that will not be permitted within public parks
Library and Information Services (LIS)
General Legislation informs provision of service. As LIS is an unfunded mandate, national or provincial legislation applies
(Constitution, Schedule 5A, Provincial Library Ordinance, No. 16 of 1981 and Standard Bylaw PN 640 of 1990).
These documents are available from the Director: LIS
LIS Strategy: Minimum
service levels (open hours)
Three tiers (city-wide – open 63 hours per week; regional – open 45 hours per week; community libraries – open
35 hours per week); further information can be obtained from the Director: LIS
KEY COMMUNITY SERVICES PROCESSES AND POLICIES REQUIRING COUNCIL INPUT
Name of policy Department and purpose
City Parks
Cemetery Bylaw and
Consolidation of Public
Open Spaces Approach
To repeal the Cape Metropolitan Council: Bylaw for Cemeteries and Crematoria, 2000, to provide for the control,
regulation and development of cemeteries, the disposal of corpses and the interment of human remains in a dig-
ni?ed manner, and matters connected therewith
Consolidation of Public
Open Spaces Approach
To develop a methodology that can be used to:
• identify and reserve adequate usable public open spaces to address the recreational needs of future genera-
tions in an equitable manner; and
• reduce the number of land assets to be managed and thereby release budgets for improving the standard of
service delivery and the quality and sustainability of parks
Greening Strategy To provide, improve and enhance the value of green spaces and the environment in a qualitative and sustainable
manner, to be used for passive and active recreation and social activities, to contribute aesthetic value to the
urban landscape, and to address the effects of global warming
Facility Management To provide a strategic framework for the provision and integrated management of urban public open space facili-
ties so as to optimise the experience of current and future users of the facility
Planning and Development
Strategy
To provide planning services that respond to the needs of the community and align with the City’s policies and
procedures in a manner that is both ef?cient and effective
Library and Information Services
Implementation protocol
None at this stage
This protocol is intended to formalise the arrangement between the Province and the City with respect to the
rendering of public library services. The draft is currently being considered by the MEC for Arts and Culture,
whereafter it will be returned to the City. It is anticipated that this will be signed off shortly. Council supports the
assignment of this function to the City, but the process must be undertaken in terms of applicable legislation.
Sports, Recreation & Amenities
Policy for Use of Sports
Complexes
This policy will provide and clarify the rights, roles and responsibilities of the various role players (the City and
community user groups) in effectively managing sports complexes. The policy will provide clarity on usage, vend-
ing and trading, advertising, maintenance obligations, seasonality and tariffs.
Ongoing challenges
Ongoing challenges include the level of vandalism and
anti-social behaviour at public parks, which increases
repair costs and has a negative impact on the ability to
adhere to maintenance standards.
To address the escalating city burial demand result-
ing from population growth and an earlier death
occurrence due to infectious diseases, City Parks has
commenced a process to identify, reserve and in due
course develop new burial areas to cater for future
urban development (i.e. 10-15-year scenario) within
the city’s urban edge.
Strong competition for scarce metropolitan land and
the poor environmental performance of certain ceme-
teries, given the high winter water-table of the Cape
Flats, have prompted the City to pursue other interment
options to supplement traditional in-ground burial,
including cremation and other corpse reduction tech-
nology, above-ground interment options, and re-
employment of existing and ‘closed’ cemeteries
through grave re-use.
Library and Information Services
Two city-wide libraries, 22 regional libraries, 74 com-
munity libraries, four satellite libraries and three mobile
libraries provide residents with access to services and
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 33
resources required for their information, education, cul-
ture and recreational needs. Library and Information
Services has more than 745 000 members.
Programmes at the libraries offer a variety of devel-
opmental activities, ranging from storytelling, school
holiday and reading programmes to peer leadership
and capacity-building programmes.
Three categories of minimum open-hour standards
are set for libraries:
• City-wide libraries at 63 hours per week
• Regional libraries at 45 hours per week
• Community libraries at 35 hours per week
Friends and volunteers
Properly constituted Friends of the Library organisa-
tions and/or volunteers assist at more than 30 City
libraries, helping to meet minimum opening hours,
donating funding, or through in-kind contributions such
as assisting with shelving of library materials. Every
effort is being made to encourage the establishment of
Friends organisations in more libraries.
Being an unfunded mandate, the City will continue
with efforts in reaching a resolution with Province on
the funding of library services in Cape Town.
Implementation of the planned new library automat-
ed management system will make library processes
more ef?cient. With external funding received, one new
library, Kuyasa Library in Khayelitsha, is planned for the
2011/12 ?nancial year.
Sports, Recreation & Amenities
The Sports, Recreation & Amenities Department pro-
vides, manages and maintains a number of community
facilities, and provides and facilitates recreation pro-
grammes in communities and at City facilities.
Community facilities include the following:
• 180 community centres (including halls, recreation
centres, multi-purpose centres, civic centres, youth
and family centres), used by a cross section of insti-
tutions, ranging from non-governmental organisa-
tions (NGOs) to ratepayer associations, youth groups,
religious groups and sport and recreation clubs
• 187 sports facilities (consisting of indoor facilities,
outdoor facilities and stadia)
• Outdoor sports facilities which include 524 individual
formal sports ?elds
• 37 swimming pools
• 28 beaches
• 14 resorts
A comprehensive set of uniform maintenance standards
has been implemented for these facilities. This is a sig-
ni?cant step in making a commitment to our communi-
ties on what they can expect when they visit or use
these facilities.
The City has institutionalised the relationship with
users through the Municipal Facility Management Com-
mittees (MFMCs) to assist the City with the manage-
ment of facilities. Where MFMCs are fully operational,
the associated sports ?elds tend to be used according
to their threshold norms, and the standards are main-
tained on a sustainable basis.
The following approaches are being followed to
maintain and increase service standards:
• Investigate alternate means to support the recover-
ing of facilities and services, e.g. exploring external
funding possibilities through naming and advertising
rights, sponsorships, grant funding and partnerships
• Establish partnerships with community-based stake-
holders, which will lead to the sharing of responsibil-
ities with regard to the maintenance, management
and security of facilities
• Engage with commercial partners and donors for the
development of community facilities and amenities,
making sure the ongoing services are realisable
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KEY COMMUNITY SERVICES PROJECTS
Name of project Department and purpose
City Parks
Upgrades Metro South-East Cemetery
Vaalfontein Cemetery
Wallacedene Cemetery
Athlone/Nantes Park
Jack Muller Park
Maitland Cemetery
Library and Information Services (LIS)
Key projects Kuyasa Library (externally funded)
Planning, design & commencing construction (more information available from Director: LIS)
As LIS is an unfunded mandate, no capital budget is provided and, therefore, no major infrastructure projects can
be planned for/undertaken until funding is provided for this purpose.
Sports, Recreation & Amenities
Key projects Seawinds – sports complex phase 3 R3 406 315
Imizamo Yethu – develop sports complex R5 971 950
Witsands, Atlantis – construct sports complex R4 431 038
Wallacedene – construct sports complex R3 900 000
Masibambane Hall – additions and alterations R3 600 000
KEY CONTACTS
Executive Director
Lokiwe Mtwazi
Tel
021 400 1210
Fax
021 400 1269
E-mail
lokiwe.mtwazi@
capetown.gov.za
Executive Assistant:
Funeka Xamlashe
Tel
021 400 1335
34 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 35
T
he City of Cape Town’s Corporate Services
Directorate is a multi-disciplinary partner
providing value-adding strategies, processes,
policies, systems, interventions, knowledge
and expertise to all other directorates.
Its services encompass strategic human resources,
information systems and technology, communications,
specialised technical services, personnel services, cus-
tomer relations and employment equity.
These are achieved by maintaining and improving
service delivery, and ensuring quality and affordability
within an increasingly constrained global economic cli-
mate through:
• leading and directing the organisation to new think-
ing, strategies, processes and new approaches in
service delivery and business transformation;
• providing a framework for maximising intellectual
capital within the organisation;
• creating a centre of knowledge and best practice;
• aligning and optimising staff and business processes
to satisfy business and community needs;
• optimising the City of Cape Town as a world-class
brand;
• driving a professional service culture that focuses on
community responsiveness, results and problem solv-
ing;
• developing enabling policies that are outcomes-
focused;
• delivering high-quality specialist corporate services to
the organisation; and
• achieving economies of scale through providing ef?-
cient and effective transactional services.
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Corporate Services
Strategic Human Resources | Information Systems & Technology
Communication | Specialised Technical Services | Personnel Services
Customer Relations | Employment Equity | Legal Services
KEY FACTS
Staff complement
1 726
Operating revenue
R27 282 000
Operating expenditure
R1 622 353 000
Capital expenditure
R208 630 000
Corporate Services provides the wealth of strategies, processes, policies and systems that underpin each directorate.
36 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
KEY CORPORATE SERVICES POLICIES
Name of policy Department and purpose
Strategic Human Resources and Personnel Services
HR policies and procedures
and collective agreements
(union agreements)
negotiated by the South
African Local Government
Bargaining Council
(SALGBC).
These include:
• conditions of service, bene?ts and remuneration;
• employee code of conduct;
• time and attendance management;
• education, training and development;
• recruitment and selection;
• individual performance management;
• employee bene?ts;
• discipline, grievance and incapacity management;
• employee wellness;
• occupational health and safety;
• appointments and terminations;
• declaration of ?nancial interest, private work and gift register; and
• operational policies, including transportation, cell phones, catering and beverages.
Human resource policies can be obtained from the City’s intranet under “HR policies”.
Information Systems and Technology
Personal Computers for
Councillors
The policy in terms of which personal computers, related services and IT equipment is issued to councillors.
Electronic Communication
Policy
This policy provides the rules for the use of any electronic communications tools within the City of Cape Town.
Legal Services
Policy on the Provision of
Legal Representation for
Staff and Councillors
This policy seeks to provide a City employee or councillor with legal representation, subject to terms and condi-
tions, where legal proceedings have been instituted against the employee or councillor as the result of any act or
omission in the exercise of his or her powers or the performance of his or her duties; or the employee or council-
lor has been summoned to attend any inquest or inquiry arising from the exercise of his or her powers or the
performance of his or her duties. Draft submitted to portfolio committee for comment.
Specialised Technical Services
Corporate Transport Policy To regulate the use of Council vehicles in respect of legislation, application, manner, hours, safety, etc. In draft
format and awaiting feedback from the Bargaining Forum.
Security Policy and
Procedures
To provide clarity on how security is managed at City-owned buildings and facilities, in order to achieve consis-
tent and standardised safety and security services
Of?ce Space Planning and
Allocation
To facilitate the provision of optimal workplace allocation and accommodation (including matters relating to
beverages, cleaning, parking and interior decorating) to Council staff
Parking Policy To regularise parking at all Council facilities, and to ensure a transparent and equitable process in the allocation
and control of of?cial parking
Communication
Communication Strategy Document providing an overview of the communication discipline, its key business areas and the broad direction
in which the discipline is moving. Available from the Director: Communication.
Media Protocol Document to regularise the manner in which staff interact with the print, radio and television media; providing
guidance to line departments on how to appoint specialist spokespersons. Available from the Manager: Media.
Brand Architecture Policy concerning the design and utilisation of the City’s identi?cation logo, its key features and method of appli-
cation. Available from the Head: Admin & Production.
Customer Relations
Citizen Relationship
Management Strategy
The Citizen Relationship Management Strategy describes the customer relations activities at political, corporate
and function-speci?c level. Available from the Manager: Customer Relations.
Employment Equity
Staff Women Empowerment
Strategy
The strategy provides a framework to address the gender imbalances that exist within the City, to ensure equi-
table representation of women in all occupational categories and levels within the organisation. The document is
available on request from the Employment Equity Department.
Staff Disability Strategy The strategy is aimed at creating an enabling environment for persons with disabilities, to secure and retain
employment with the City. The strategy is available on the City’s Intranet under “HR policies, Employment Equity”.
Anti-Discrimination in the
Workplace Policy
This policy aims to give effect to the Constitution, the Employment Equity Act, and the Promotion of Equality and
Prevention of Unfair Discrimination Act, and ensure that no unfair discrimination takes place in the City as a
workplace. The document is available on request from the Employment Equity Department.
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 37
Core functions
Corporate Services comprises the following departments:
Strategic Human Resources (HR)
HR’s function is to maximise the human capital poten-
tial of the City by providing corporate direction in terms
of human resources policies, strategies and alignment of
people with business needs, including talent manage-
ment, business improvement, quality management,
change management, collective bargaining and provid-
ing consultative services to line management.
Information Systems & Technology (IS&T)
IS&T’s function is to provide and support the computer
infrastructure, networks and systems that enable the
City’s numerous information technology (IT) systems.
Without these systems – ?nancial, logistic, HR, projects
etc. – and networks – e-mail, telephones etc. – the City
would not be able to provide any municipal services nor
communicate with its residents.
Legal Services
The Department’s function is to provide an effective and
ef?cient legal support service to Council in order to
enable it to deliver on its constitutional mandate within
the relevant legal framework, namely to manage and
limit the legal risks of the City of Cape Town.
Specialised Technical Services (STS)
The STS Department’s function is to maintain and opti-
mise the potential of the City’s buildings, corporate
vehicle ?eet and radio communications, in order to
enhance service delivery.
Personnel Services
The Department’s function is to optimise human
resources management by empowering line manage-
ment through the provision of advisory services, opera-
tional systems and processes in terms of personnel
administration, training and development, payroll serv-
ices, occupational health and safety, and care for the
well-being of employees.
Communication
The Department’s function is to ensure a credible, pro-
fessional and cost-effective information ?ow between
the City, its staff, residents, news media and all other
stakeholders pertaining to service delivery and other
City activities, information and initiatives.
Customer Relations
The Department’s function is to provide a customer rela-
tions service to the City’s customers in order to address
their requirements in terms of access to municipal serv-
ice delivery, thereby creating a positive image of the
City.
Employment Equity
The Department’s function is to provide corporate direc-
tion, ensuring compliance with employment equity leg-
islation, and the achievement of a diverse and represen-
tative workplace.
Key initiatives
The Directorate’s key initiatives include the following:
• The Human Resources (HR) Strategy is aimed at deliv-
ering the right people, with the right skills, in the
right place at the right time and cost.
• E-HR is aimed at providing staff and management
with cutting-edge computer-based systems and
tools, increasing ef?ciency, saving costs and improv-
ing morale. E-HR is based on the single largest roll-
out of SAP functionality in local government in the
world.
• The implementation of a world-class municipal
broadband network (?bre optic network) for the City
is under way and will give Cape Town a signi?cant
economic advantage.
• The implementation of cross-cutting business
improvement projects will provide a combined return
on investment of over R100 million per annum and
improve service delivery and customer satisfaction.
• The ongoing roll-out of improvements in occupational
health and safety management ensures that employ-
ees, councillors and the communities coming into
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direct contact with City facilities and services can
expect high safety standards to be maintained at all
times.
• A Major Events Strategy aims to support the City’s
ambitions to become a desirable international events
capital.
• The Customer Relations Strategy will guide the Direc-
torate’s daily interactions with City roleplayers and
customers, and includes the simpli?cation and expan-
sion of communication channels and networks.
• A focused intervention to expand employment oppor-
tunities to women and people with disabilities recog-
nises that these vulnerable citizens currently struggle
to access available opportunities.
• Bridging the digital divide empowers disadvantaged
communities through free access to information and
communications technologies.
• An Education, Training and Development Strategy in
support of local economic skills development initia-
tives includes in-service training, internships, artisans
and learnerships, and bursaries.
• Providing citizens with consistent and transparent
communication offers them access to information
and knowledge of their legal rights.
• A strategic review of the corporate ?eet and facilities
management aims to align with best practice and
technology in responding to environmental and ener-
gy reduction challenges.
Key challenges
• Building and sustaining a world-class city
• Managing the planned creation of a single public
service
• Re-engineering the City ?eet and facilities in the con-
text of the economic and energy crises
• Appropriate talent management strategies to address
the effects of a reducing pool of graduates and skills
• Enhancing economic development through the ongo-
ing expansion of the City’s ?bre-optic broadband
project
• Delivering more with less in a climate of rapid urban-
isation and rising unemployment through appropriate
business improvement and staf?ng strategies
• Creating appropriate labour interventions and legal
mechanisms for managing and responding to increas-
ingly violent and litigious reactions from communities
and employees facing the consequences of the global
economic and energy crises.
KEY CORPORATE SERVICES PROCESSES AND POLICIES REQUIRING COUNCIL INPUT
Name of policy Purpose or requirement
Section 78 process
(Specialised Electronic and
Radio Services)
The City operates a radio trunking communications network that serves the City’s emergency and municipal serv-
ices, neighbouring municipalities, provincial government and national government organisations, with more than
10 000 radios. Due to major upgrades, the City undertook a Section 78(1) investigation, according to the Munici-
pal Systems Act (MSA), into the city’s internal capacity to continue delivering this service. A report was submitted
to council in November 2010 recommending that, before a decision is taken, an investigation and assessment of
external service delivery options be undertaken according to section 78(3) of the MSA. This report will be submit-
ted to Council in June 2011.
Customer Service Charter The Charter is a high level document containing the City’s commitment to its customers in terms of customer
interactions. It outlines the commitment to working in partnership with customers to deliver excellent service.
This includes responsibilities to customers regarding customer interactions as well as customer expectations. It
also explains how complaints will be dealt with. Consideration and approval.
Electronic Communication
Policy
The City has provided councillors and many staff members with electronic communication tools to enhance their
productivity and enable them to communicate with various stakeholders. If used inappropriately these tools
increase the City’s exposure to various risks, lead to unproductive behaviour and the misuse of its resources
through non-work related web browsing, misuse of e-mail systems, and onward transmission of viruses and
unacceptable content. This can increase the vulnerability of the City’s systems to malicious attacks by external
parties. This policy provides the rules for the use of electronic communications tools within the City.
Legal Tariffs Approval
Key projects Signi?cant capital projects to be undertaken in the medium term include:
• Facilities Management structural rehabilitation project
• Retro?tting Civic Centre lighting
• ‘Dark ?bre’ broadband project
The following additional key programmes and projects will be undertaken:
• Staff loyalty and productivity
• Improving ef?ciency and effectiveness of core business processes
• Uni?ed citizen interaction channels
• Mobile services activation – transactional service for mobile phones
• Absenteeism and time management
• Operationalisation of the CANTO digital asset management system
• Major event: Festive Season switch-on in late November 2011
KEY CONTACTS
Executive Director
David Beretti
Tel
021 400 5050
Fax
021 400 1213
E-mail
david.beretti@
capetown.gov.za
Executive Assistant:
Allizon Sangster
Tel
021 400 1231
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 39
T
he Economic, Social Development and
Tourism Directorate promotes economic
development and opportunities – from a
business to a community level; responsible
and sustainable tourism strategies, and
social development to promote empowerment within
disadvantaged communities. It also manages the City’s
immovable property to optimise usage and value.
The Directorate takes its lead from Section 152 of
the Constitution, namely to promote social and eco-
nomic development, create a safe and healthy environ-
ment, and encourage involvement of communities and
community organisations in matters of local govern-
ment programmes.
The departments driving this objective are those of
Economic and Human Development, Tourism, Social
Development and Property Management. In brief, each
department’s purpose is as follows.
Economic and Human Development
The Economic and Human Development Department
promotes economic development practices through
implementing the City’s Economic Development Strate-
gy (EDS). The City’s EDS aims to organise all available
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Economic, Social Development & Tourism
Economic and Human Development | Social Development
Property Management | Tourism
KEY FACTS
Staff complement
324
Operating revenue
R174 947 000
Operating expenditure
R298 458 000
Capital expenditure
R167 051 000
The Directorate promotes social and economic development and encourage community involvement in local government programmes.
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KEY SOCIAL DEVELOPMENT PROCESSES AND POLICIES REQUIRING COUNCIL INPUT
Name of policy Department and purpose or action required
Social Development
ECD Policy Consideration and approval of the policy described above
Social Development Strategy Consideration and input of the strategy described above
Youth Policy Consideration and approval of the policy described above
Disability Policy Consideration and approval of the policy described above
Tourism
New Tourism Development
Framework (TDF)
The current TDF was approved in 2004. A process has been initiated for the development of a TDF for the period
2011- 2016/17.
Economic Development
Comment on EDS Written and verbal comments regarding the policy described above
Comment on the Global
Competitiveness Study
Written and verbal comments regarding the project described above
Property Management
Revised Advertising
Methodology for Certain
Categories of Property
Transactions
This methodology comprises the placement of an annual advertisement communicating the intention of Council
to grant or renew the rights to use, manage and control certain categories of assets under speci?c circumstances,
and calling for comments and/or objections. The methodology, which replaces the individual ‘advert-per-transac-
tion’ system, is being implemented, and any objections arising from such advertisement will be referred to Coun-
cil for consideration and decision.
Property Management
Business Improvement
Project
Alignment with international best practice and new property management governance strategy requires the
establishment of an Independent Advisory Board, a Property Portfolio Performance Committee, as well as the cre-
ation of asset portfolios and the development of portfolio-speci?c strategies.
KEY ECONOMIC, SOCIAL DEVELOPMENT AND TOURISM POLICIES
Name of policy Department and purpose
Social Development
Early Childhood
Development (ECD) Policy
Provides a guiding framework for the City’s ECD strategy and supporting programmes, including guidelines in
respect of the planning and health and safety requirements for safeguarding the interests of children through
ECD. The policy has been advertised in the press as part of the public participation process.
Draft Social Development
Strategy Framework
Provides guidance on meeting the developmental needs of residents by focusing on the provision of the basic
foundation and building blocks that will ultimately lead to a sustainable social infrastructure
Youth Policy The Youth Policy provides guidance on how the City will create a supportive environment that is in tune with the
needs of young men and women, and is aimed at providing a holistic approach to youth development
Disability Policy Provides guidance on how the City will create a supportive environment for addressing the needs of disabled
people. It is aimed at clarifying the role of the City as a local authority in addressing the interests of the disabled.
Tourism
Tourism Development
Framework (TDF) for the
City of Cape Town
A plan for the development of the tourism sector in Cape Town, including public and private sectors and commu-
nities. The purpose of the TDF is to guide the development of tourism products and experiences, and to propose
actions ensuring that tourism generates economic, social and environmental bene?ts. Approved in 2004.
Responsible Tourism (RT)
Policy and Action Plan
The Responsible Tourism Framework and Action Plan/Programme has been developed to ensure that Cape Town
develops as a ‘responsible tourism’ destination, focusing on the triple bottom line, comprising social, economic
and environmental aspects. Approved in 2009.
Economic Development
Global Competitiveness
Project
The project investigates supply-side conditions and locational attributes that either hinder or improve the global
competitiveness of Cape Town’s economy.
Economic Development
Strategy (EDS)
The project is about developing a 2020 economic vision for Cape Town, and creating strategies for Cape Town to
achieve its 2010 economic vision.
Cost of Doing Business The purpose of this study is to create a plan to reform regulatory practices (i.e. procedures and processes) that
increase the cost of establishing/operating a business in Cape Town, and also reduce a business’ ability to
respond quickly to changes in its environment.
Property Management
Bylaw Relating to
Immovable Property
Enabling legislation for the management of immovable property, including certain matters not provided for in the
governing national legislation (MFMA and MATR). Approved in 2010.
Policy on the Management
of Certain of the City's
Immovable Property
A guiding framework for the management of immovable property assets in a manner that is compliant with leg-
islation, that is aligned with international best practice in the management of public property assets, and that
supports the strategic objectives of the City. Approved in 2010.
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 41
resources towards agreed goals, and to ensure align-
ment with the plans of internal and external economic
development agents and partners. The Department’s
strategic objectives are to:
• facilitate the creation of an ef?cient, effective and
equitable spatial economy, where the economy’s
wealth, assets and economic opportunities are dis-
persed throughout the city;
• channel the development of Cape Town’s productive
assets (capital, land, natural resources, workforce,
patents, intellectual capital and creative capital) to
create a competitive economy that attracts invest-
ment and increases its exports; and
• promote a model of economic development that pro-
vides all communities with opportunities to share
the bene?ts associated with economic growth (i.e.
jobs and investment) and technological innovation
(i.e. access to technologies that allow the poor to
access affordable amenities and services).
Tourism
The Tourism Department strives to develop Cape Town
as one of the world’s sought-after destinations. As the
custodians of the City’s local tourism constitutional
mandate, the Department provides leadership in pro-
moting Cape Town as a top-quality destination through
responsible development and innovative strategic mar-
keting in partnership with industry.
Four goals have been identi?ed: sector leadership;
destination and product development; sector support,
and corporate excellence. These goals are driven via the
focus areas of responsible tourism for destination sus-
tainability, tourism infrastructure, and tourism growth
with special attention to the domestic market.
Social Development
The Social Development Department creates opportuni-
ties for communities to meet their developmental
needs in order for them to become resilient and self-
reliant, as well as able to participate in the local and
global economy. The Department is geared towards cre-
ating opportunities through:
• the promotion of early childhood development (ECD)
and the provision of ECD centres of excellence;
• facilitating the provision of social infrastructure;
• the promotion of arts, culture and heritage;
• the promotion of social entrepreneurship;
• the facilitation of corporate social investment (CSI)
contributions that enable developmental pro-
grammes; and
• addressing social development needs through target-
ed programmes focusing on early childhood develop-
ment; street people; youth development; substance
abuse prevention in support of the City’s Substance
Abuse Programme; disability; gender equality, and
poverty alleviation.
Property Management
The Property Management Department’s functions
intersect with the objectives of all City departments
through the deployment of existing property assets and
the acquisition of property and rights in property, to
support the programmes of infrastructure-led economic
development.
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KEY CONTACTS
Acting Executive Director
Ruby Gelderbloem
Tel
021 400 2589
Fax
021 400 4711
E-mail
ruby.gelderbloem@
capetown.gov.za
Executive Assistant
Cecile Swart
Tel
021 400 2589
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The purpose of Property Management is to optimise
the management of the City’s immovable property
(land and buildings). To achieve this objective, the
Department has shifted its business culture from reac-
tive property administration to one of proactive asset
performance management.
An extensive business improvement process has
been executed, which has resulted in a revised strategy
and business plan, revised organisational structure,
documented business processes, standard operating
procedures, standard documents and outcomes-based
resource loading.
These are further supported by quality management
principles and systems as well as the management of
interaction with dependencies and stakeholders by
means of service-level agreements.
KEY ECONOMIC, SOCIAL DEVELOPMENT AND TOURISM PROJECTS
Name of project Department and purpose
Social Development
ECD construction
programme
Construction of ECD centres of excellence in Leonsdale and Delft
Tourism
Lookout Hill, Khayelitsha Lookout Hill is a tourism facility, located strategically at the junction between Khayelitsha and Mitchells Plain.
The facility was built around 2003, and has an exhibition centre, amphitheatre, restaurant, arts and craft hives,
curio shops and a meeting room. The facility has a boardwalk that stretches over 164 steps to a platform on the
mount of a sand dune. A plan is being implemented to improve safety and security, the boardwalk, landscaping
and parking, etc.
Two Oceans Craft and
Cultural Centre (TOCCC),
Masiphumelele)
The TOCCC is a cultural tourism centre located at the entrance of Masiphumelele. The centre is a platform for the
creation, marketing and retail of local craft and cultural products. It is a key tourism attraction for Masiphumelele,
housing a small coffee shop, craft huts and amphitheatre. The TOCCC is ?anked by several other economic devel-
opment infrastructures – such as a taxi rank, proposed retail land, etc. – which are planned to be part of an eco-
nomic development corridor for the area.
Economic Development
Facilities improvement Structural work to comply with occupational health and safety legislation and the installation of prepaid electric-
ity metering at: Bloekombos phases 3/4, Gugulethu Gateway, Gugulethu meat market, Schaapkraal/Oasis hive,
Heideveld Station, Nyanga job centre, Khayelitsha training centre, Ravensmead business hive,
Wesbank Uluntu plaza, and Uitsig entrepreneurial centre
Nomzamo Business Centre Structural work to comply with occupational health and safety legislation
Masincedane Skills
Development Centre
Construction of four additional training rooms
Property Management
Business improvement
project
Alignment of Department structure and functions with international best practice based on property asset life
cycle principles. This includes development of business processes, standard operating procedures, standard docu-
ments, service-level agreements, and the implementation of a quality management system.
Redevelopment of Bellville
Velodrome
The R2,5 billion mixed-use development by Devmet Property Developments (Pty) Ltd, being facilitated by the
Property Management Department, is one of the largest and most expensive property developments to be under-
taken within the City of Cape Town.
Cape Town International
Convention Centre
Property Management is playing a pivotal role in the planning for, and execution of, the R500 million expansion
of the Cape Town International Convention Centre (CTICC) approved by Council in March 2011.
Property and rights
acquisitions in support of
the IRT project
Numerous properties and rights in properties are in the process of being acquired from landowners to provide
for the integrated rapid transit bus routes and depots and for bulk infrastructure developments and expansions
throughout the city
Security of tenure – church
sites
Process to legitimise church organisations’ occupation of sites in various areas, including Khayelitsha and former
Ikapa areas, in a manner that is compliant with governing legislation; preparation of sites for sale by competitive
process, and completion of transfer of sites already sold in terms of Council approval
Revised advertising
methods for low-impact
property transactions
Advertising costs are expensive, and resistance is being experienced with renewal of leases, particularly low-
impact and low-value transactions. Revised advertising methodology has been developed and will be implement-
ed from 1 July 2011 to test for process objections.
Consumer Protection Act –
compliance and readiness
All contracts, business processes, standard operating procedures and standard documents are being assessed for
compliance, and the necessary amendments are being made.
Property release
programme
Council-owned properties not required for municipal services, and with a total value of more than R300 million,
will be put to the market for disposal to support and facilitate economic and social development.
Establishment of
comprehensive immovable
property assets register
Implementation of Government Immovable Asset Management Act (GIAMA) at local government level is immi-
nent. The City's state of readiness is being assessed and a project being scoped to develop a roadmap towards
compliance.
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 43
T
he Finance Directorate is responsible for the
collection, management, investment and
expenditure of the City’s monies, in accor-
dance with national legislation and policy,
generally accepted accounting principles,
and international best practice.
The Directorate’s key functions are as follows:
Budget
The budget is a very detailed list of all planned expens-
es and revenues. It is an organisational plan stated in
monetary terms, and describes the strategic focus of
the City in ?nancial terms, in a manner that is afford-
able, credible, viable and sustainable.
The budget is divided into an operating budget and
a capital budget. The operating budget covers the costs
of running the City, such as salaries and wages, and
payment for goods and services.
The bulk of the capital budget is spent on core infra-
structural services for water, electricity, sanitation, solid
waste, transport, roads and major projects.
The Budget Department prepares a draft budget,
which is published for comment and adjustment. The
draft budget must be approved by Council before the
municipal ?nancial year begins on 1 July.
The budget also provides a means to measure the
actual ?nancial operation of the City against what was
anticipated or forecast.
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Finance
Budget | Expenditure | Inter-services Liaison | Integrated Risk Management
Housing Finance and Leases | Revenue | Shareholding Management
Supply Chain Management | Treasury | Valuations
KEY FACTS
Staff complement
1 507
Operating revenue
R390 011 000
Operating expenditure
R1 567 385 000
Capital expenditure
R5 062 000
The infrastructure and services the City provides depend on professional ?nancial management.
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KEY FINANCE POLICIES
Name of policy Type and purpose
Bylaws
Credit Control and Debt
Collection Bylaw
To give effect to the municipality's credit control and debt collection policy, its implementation and enforcement
in terms of Section 156(2) of the Constitution, and Sections 96 and 98 of the Municipal Systems Act, 2000; to
provide for the collection of all monies due and payable to the municipality; and to provide for matters incidental
thereto
Special Rating Areas Bylaw To give effect to Council's policy on special rating areas; to provide for the establishment of special rating areas;
to provide for additional rates, and to provide for matters incidental thereto
Tariff Bylaw To give effect to the policy on the levying of fees for a municipal service provided by the municipality or by way
of service delivery agreements
Policies and procedures
Credit Control and Debt
Collection Policy
The credit control policies deal with ?nancial management, including housing debt. Policies cover general princi-
ples, employer deductions, councillor and municipal staff arrears, credit control, disputes, irrecoverable debt, spe-
cial rating areas, indigent relief, debt management actions, property management, collection processes, and cred-
it and refunds.
Housing Debt Management
Policy
Housing Indigent Policy
Special Rating Areas Policy Sets out Council's position on special rating areas and the factors that will in?uence Council's decision whether
or not to determine a particular special rating area.
Tariff Policy Policy on the levying of fees for a municipal service provided by the municipality or by way of service delivery
agreements that complies with the provisions of the Municipal Systems Act, the Municipal Finance Management
Act and any other applicable legislation.
Policy for the Allocation of
Grants-in-Aid
Sets out Council's position on the allocation of grants-in-aid
Virement Policy Sets out Council’s position on the regulated transfer or re-allocation of money from one budget vote or account
to another (virement), as de?ned in the Municipal Finance Management Act (MFMA), Act 56 of 2003.
Integrated Risk
Management Policy
Financial policies
Accounting Policy
These outline principles and processes within the City. Various acts and regulations offer guidelines to manage
processes. All approved policies are available in hard copy, on CityWEB, and on the City’s website.
Asset Control Policy and
Procedures
Cash Management Policy
and Procedures
Accounts Payable Policy
and Procedures
Management of Foreign
Currency Exchange Risk
Contract Sureties: Approved
Policies
General Insurance Fund
Policy
Group Life Insurance
Scheme Policy
Voluntary Group Life
Insurance Scheme Policy
KEY FINANCE PROCESSES AND POLICIES REQUIRING COUNCIL INPUT
Name of process Action required
Budget process Approval to be granted
KEY FINANCE PROJECTS
Provided for in 2011/12
budget and Medium-term
Revenue and Expenditure
Framework (MTREF)
This detailed information is available on CityWeb and on CD.
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 45
The Budget Department’s core functions are:
• the formulation of budget strategy;
• ensuring the integrity of the budgetary data;
• corporate monitoring, controlling and reporting; and
• the facilitation of adjustments, within the applicable
legislative and technical framework, to the capital
and operating budgets.
Expenditure
The Expenditure Department’s functions include ensur-
ing accurate and timeous payments to the City’s suppli-
ers, councillors, of?cials and third parties; managing
the payroll, and providing support services to the
Finance Directorate.
Inter-services Liaison
The Inter-services Liaison Department assists other City
departments experiencing dif?culties with processes,
tariffs or ?nancial viability, and provides ?nancial con-
trol and administrative support for grants-in-aid and for
the city improvement districts (special rating areas).
The Department also manages the development of
the rates policy, the setting of tariffs for municipal serv-
ices, and the impact these charges have on residents.
Furthermore, the Department models the total
municipal account (TMA) distribution to ensure a fair
distribution of all billed municipal charges, and to
ensure that these charges can be collected.
Integrated Risk Management
The Integrated Risk Management Department is
responsible for assessing and managing governance
issues and risks that could affect the City.
The Department manages risk through:
• understanding the strategic objectives of the organi-
sation as well as the internal and external environ-
ment in which it operates;
• the assessment of risks through risk identi?cation,
analysis and evaluation;
• the treatment of risks to minimise or prevent a recur-
rence of an event; and
• the monitoring of risks.
The Department won a prestigious Institute of Risk
Management (South Africa) Public Sector Award in
2010, and received a rating of 3,9 – one of the highest
ratings in the country – when the National Treasury
conducted its annual risk management maturity survey
in September 2010.
Housing Finance and Leases
The Housing Finance and Leases Department manages
a comprehensive ?nancial service that covers all
aspects of the City’s housing developments. Its func-
tions include managing housing subsidies and develop-
ment grants from Province and National Treasury, infor-
mal settlement upgrades, housing debtor management
and operational funding programmes.
The Department’s functions are aligned with national
housing and ?nancial legislation and national housing
and other national infrastructure funding programmes.
The Department also operates the various computer
systems and ?nancial procedures associated with the
City’s Property Management debtor portfolio.
Revenue
The Revenue Department is responsible for creating
and sustaining a solvent and prosperous City by:
• billing and collecting funds due to the City, including
water, electricity, rates and any other tariffs;
• ensuring that accurate, transparent accounting
Cape Town International
Convention Centre
(CTICC), in which the City
of Cape Town is the
largest single shareholder,
generated R137,9 million
of revenue during the
past ?nancial year.
This represents a 13%
increase on the R119,9
million of the previous
year. During the year
under review, the CTICC
hosted 553 events, which
included 39 international
events.
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processes and policies which are compliant with rel-
evant legislation, are in place;
• managing and controlling the ?ow of funds received
by the City;
• providing a ?nancial reporting function to the City,
other stakeholders and residents;
• collecting all outstanding revenue in terms of the
City’s debt management and indigent policies; and
• aligning business processes to meet the City’s objec-
tives.
The Department has four main areas of work:
• Debt management, including disconnections, legal
processes and arrears
• Debtors and cash, including payment arrangements
and rates clearances, prepaid electricity and the
City’s pension payment ?les
• Special services, such as motor vehicle registrations
• Technical services, such as billing and database man-
agement
Shareholding Management
The Shareholding Management Department manages
the legislated relationship between the City and its
municipal entities and strategic partners, ensuring good
governance and protecting the integrity of the City’s
shareholding investments.
Supply Chain Management (SCM)
The SCM Department manages the supply and acquisi-
tion of goods and services, and the provision of stores.
This includes equipment, services, construction work
and the disposal of goods no longer needed.
SCM is also responsible for administering tender
processes and selecting contractors to assist in the pro-
vision of municipal services.
In addition, SCM is responsible for ensuring a sound,
sustainable and accountable supply chain that pro-
motes local economic development and encourages
small businesses and joint venture partnerships. This
procurement system strives to be fair, equitable, trans-
parent, competitive and cost-effective.
Treasury
The Treasury Department is responsible for managing
the City’s accounting function and cash ?ow, making
investments, raising external ?nance through bond
issues (or servicing existing loans), conducting its bank-
ing transactions, and safeguarding its assets and liabili-
ties.
Treasury also facilitates the City’s annual credit rat-
ing, and manages its insurance portfolio (as the City
self-insures). It ensures compliance with relevant legis-
lation by reporting timeously and safeguarding assets
in order to achieve the strategic and operational objec-
tives of the Department in an ef?cient, effective and
economic manner.
Valuations
The Valuations Department attaches a market value to
more than 780 000 residential, commercial, agricultural
and public infrastructure properties for rating purposes.
A general property valuation is conducted at least
once every four years to ensure that the rates charged
on properties are fair and re?ect current values. This is
a requirement in terms of the Local Government:
Municipal Property Rates Act of 2004.
The City uses a mass appraisal methodology that is
in line with international valuation practices. This
method is a systematic process of valuing many proper-
ties at a given date, using geo-spatial data and statisti-
cal procedures based on property sales and market
conditions around the date of valuation.
The last general valuation was held in 2009, and the
general valuation roll was certi?ed by the City Manager
on 29 January 2010. Two supplementary valuations
have since been held. The actual property taxes that
property owners pay are based on the property value,
and this can be a contentious process.
KEY CONTACTS
Executive Director:
(Chief Financial Of?cer)
Mike Richardson
Tel
021 400 3265
Fax
021 400 5660
E-mail
mike.richardson@
capetown.gov.za
Executive Assistant
Rushda Cummings
Tel
021 400 5021
Property rates are an
important source of
income for the City, and
the Valuations
Department conducts a
general property
valuation at least once
every four years, to
ensure that the rates
charged on properties are
fair and re?ect current
values.
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 47
C
ity Health’s mission is to make Cape Town
a healthier city by continuing to strive to
ensure adequate and equitably distributed
resources, which deliver improved-quality,
comprehensive, cost-effective, primary
health care services.
This aim will be achieved through a district health
system with a committed workforce supported by
strong, competent shared leadership, who will develop
strong teams in collaboration with, and with commit-
ment from, the community and other partners.
The City is committed to working with all spheres of
government to meet the national, provincial and City
targets, so that there is a coordinated and integrated
district health service for the citizens of Cape Town.
Environmental health
The core business of City Health is environmental
health services, or municipal health services. Municipal
health services are de?ned in the National Health Act
(Act 61 of 2003) as including:
• water quality monitoring;
• food control;
• waste management;
• health surveillance of premises;
• surveillance and prevention of communicable dis-
eases;
• vector (pest) control;
• environmental pollution control;
• disposal of the dead; and
• chemical safety.
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City Health
Environmental Health | Personal Health | Specialised Health
KEY FACTS
Staff complement
1 501
Operating revenue
R361 225 000
Operating expenditure
R697 404 000
Capital expenditure
R19 848 000
City Health delivers primary health care, and monitors and strives to reduce environmental health hazards.
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Air pollution is a key factor that affects the health of
a city. Air pollution levels are frequently high in our
informal areas and even inside shacks. The City has
adopted an Air Quality Management Plan, which out-
lines the strategies to be used to deal with air pollu-
tion. City Health also deals with all aspects of noise
pollution.
Personal health
In addition, the City also delivers, in partnership with
Provincial Government, the personal primary health
care component – clinic services – via an infrastructure
of 82 clinics, 24 satellite clinics, four community health
centres (CHCs) and four mobile clinics.
Services include women and child health services
(preventive and promotive services, i.e. family planning
and immunising and treating sick children under 13
years); HIV/Aids/STI and TB control, and substance
abuse. These clinic services are delivered in partnership
with the Provincial Health Department’s Metro District
Health Services (PGWC: MDHS) who run 47 CHCs and
24-hour emergency services at primary level along with
six district hospitals.
City Health is faced with an increasing need for
health services, as shown by the burden of disease
(BOD) and customer satisfaction survey, but the avail-
able resources have not grown proportionally. The
resources relate to the following:
• Staf?ng: Extra staff are needed for those areas with
high traf?c to reduce long waiting times.
• Security: Certain areas require extra security for staff
and patients.
• Funding: Adequate funding is needed for pharmaceu-
ticals and medical tests.
KEY HEALTH POLICIES
Name of policy Type and purpose
Environmental Health
Bylaw
Bylaw regulating environmental health in the city of Cape Town. Approved in June 2003
Air Quality Management
Bylaw
Bylaw regulating air quality management in the city of Cape Town. Approved in July 2010
Keeping of Animals and
Poultry Policy
Policy regulating the keeping of animals and poultry
District Health Plan This joint plan between the City and Province is a statutory attachment to the Integrated Development Plan (IDP)
City Health HIV/Aids/TB
Plan
To work together with the Provincial Health Department to mainstream a multi-sectoral response that mobilises
all City sectors in a developmental intervention to ?ght HIV/Aids and TB, thereby reducing the number of new
infections. Statutory attachment to the IDP.
Air Quality Management
Plan
To reduce the adverse health effects of poor air quality on the citizens of Cape Town, especially during ‘brown
haze’ episodes – and thus to be the city with the cleanest air in Africa. Statutory attachment to the IDP.
KEY HEALTH PROCESSES AND POLICIES REQUIRING COUNCIL INPUT
Animal Welfare Policy A task team is being set up to drive the development of this policy.
Alcohol and Other Drug
Harm Minimisation and
Mitigation Strategy, 2011-
2014
The City of Cape Town recognises that the harmful use of alcohol and other drugs has consequences for the well-
being of users, their families and the broader society. This document details the City’s strategic plan to minimise
and mitigate the harm of alcohol and other drug (AOD) use (including tobacco usage). Version 13 April 2011.
KEY HEALTH PROJECTS
Eerste River Clinic New facility
Get Tested campaign HIV counselling and testing
Multi-sectoral action teams Funding for projects, one in each health subdistrict, linked to HIV, using Global Fund money
Matrix outpatient
treatment centres
For the treatment of substance and alcohol abuse
Handwashing campaign Health and hygiene
KEY CONTACTS
Executive Director
Dr Ivan Brom?eld
Tel
021 400 2100
Fax
021 421 4894
E-mail
ivan.brom?eld@
capetown.gov.za
Executive Assistant:
Linda Bosman
Tel
021 400 4285
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 49
T
he Housing Directorate derives its key man-
date from the Constitution (Section 26) and
the National Housing Act of 1997. There are
also other pieces of legislation that govern
its operations.
The Directorate’s main function is to “initiate, co-
ordinate, facilitate, promote and enable housing devel-
opment” for its poorer communities (households who
have a monthly income of R3 500 and less). This is
achieved by addressing issues of land, municipal servic-
es and infrastructure, and creating an enabling environ-
ment for housing development, within its available
resources.
Funding to deliver on this mandate is accessed in
the form of grants from the National Department of
Human Settlements on an annual basis, which is aug-
mented by considerable City funding contributions.
The Directorate utilises the range of national hous-
ing programmes established by the National Depart-
ment of Human Settlements. Each of these programmes
sets out policy, application and implementation proce-
dures for effective delivery of a range of housing
opportunities.
In 2007, the Directorate produced its ?rst ?ve-year
Integrated Housing Plan, which is a legislative require-
ment, and constitutes the principal framework for hous-
ing delivery for the short, medium and long term by the
City. This plan is reviewed annually, and also forms the
basis for the insert of the housing chapter in the City’s
Integrated Development Plan (IDP) and annual report.
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Housing
Development Services | Existing Settlements
Housing, Land and Forward Planning | Informal Settlements | New Settlements
Strategy, Support and Co-ordination | Urban Renewal Programme
KEY FACTS
Staff complement
747
Operating revenue
R427 512 000
Operating expenditure
R752 811 000
Capital expenditure
R751 000 000
The City has been granted levels 1 and 2 accreditation, which allows it to implement national housing programmes.
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Urbanisation
Cape Town’s urban population has grown rapidly over
the last 20 years, almost doubling in size, and now
stands at just over 3,7 million. The next few decades
will see an unprecedented scale of urban growth in
developing countries such as South Africa.
Urbanisation – the increase in the urban share of
total population – is inevitable, but it can also be posi-
tive. The current concentration of poverty, informal
growth and social disruption in many of Cape Town’s
suburbs does paint a threatening picture. However, no
major city has ever achieved signi?cant economic
growth without urbanisation. Cities concentrate pover-
ty, but they also represent the best hope of escaping it.
The City has established an Urbanisation Department
to address the impact of urbanisation in Cape Town
proactively. The Department will focus closely on the
demographics and the longer-term and broader vision
of the use of urban space to reduce poverty and pro-
mote sustainability. The Department will also facilitate
strategies across a broad spectrum on how to generate
employment; how to reduce the City’s ecological foot-
print; how to improve governance, and how to admin-
ister increasingly complex urban systems, including a
focus on community health, community engagement,
education, safety, security and basic service provision.
The vision is that this kind of people-centred devel-
opment will knit together the social fabric, and encour-
age economic growth for all of Cape Town’s communi-
ties, including the poor.
Accreditation
The City has been granted levels 1 and 2 accreditation,
which allows it to implement national housing pro-
grammes; receive funding directly from National Treas-
ury and assume responsibility for bene?ciary manage-
ment, subsidy budget planning and allocation, and pri-
ority programme management and administration.
The next step is for the City to apply for level 3
accreditation, and thus become a fully accredited
KEY HOUSING POLICIES
Name of policy Type and purpose
Housing Allocation Policy Outlines principles and processes in the identi?cation of bene?ciaries and tenants for new housing developments
and rental stock respectively
Unlawful Occupation Policy Policy for normalising eligible unlawful occupants in the City's rental stock who moved in before 1 March 2006,
and for taking legal action against those who moved in after this date
Indigent Policy Policy to provide rental relief to indigent families (those with a household income of less than R3 500 per month)
living in the City's rental stock
Credit Control Policy Part of the Credit Control Policy deals with the ?nancial management of the City’s rental and home ownership
stock.
Draft Procedures for the
Cancellation of Deeds of
Sale
Outlines principles and procedures for dealing with bene?ciaries who are no longer in occupation of their serv-
iced sites in the former black local authorities areas and are no longer traceable, and the consequent sale to the
current or approved occupier
KEY HOUSING PROCESSES AND POLICIES REQUIRING COUNCIL INPUT
Name of policy Action required
Tenancy Management
Policy
Draft policy to be workshopped and submitted for approval
Backyarder Policy Follow-up workshops and approval
Urbanisation Framework
Strategy
To be approved by Council
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 51
municipality with fully assigned powers to deliver on its
constitutional mandate of providing access to adequate
housing opportunities to, especially, its poorer commu-
nities.
The Urban Settlements Development Grant
This grant replaces the previous ‘MIG Cities’ grant and
the ‘service portion’ of the human settlements develop-
ment grant (HSDG). The intent of the grant is to aug-
ment and support grant allocations from provinces to
municipalities under the HSDG, and it should also sup-
port integration of HSDG projects with mainstream City
development.
By accessing this grant, the City will be able to:
• improve development planning and inter-governmen-
tal co-ordination (all three spheres) of development;
• be a proactive developer of infrastructure by mobilis-
ing domestic capital, while at the same time address-
ing and redressing the location of development;
• manage its capital expenditure in an integrated
manner, across all services, in good locations and
covering the lifespan of projects;
• be pro-poor and focus on economic growth;
• address inequality and poverty alleviation and eradi-
cation; and
• lower the costs incurred by poorer households in
accessing serviced urban land with secure tenure.
The City has compiled a three-year budget, which also
incorporates its projected equitable share allocation in
the Division of Revenue Act (DORA).
Through its various departments, the Directorate fur-
ther delivers on its mandate by:
• the identi?cation, acquisition and sale of land for
housing development, and liaising with the Housing
Development Agency (HDA) and Province for the
release of well-located state land for housing devel-
opment;
• supporting the Provincial Land Claims Commissioner
in resolving land restitution claims; and
• facilitating the development of social and ‘gap’
(affordable) housing by engaging the City’s private
housing partners.
The Directorate further plays a key role in the land
restitution process by:
• the roll-out of the City’s Informal Settlements Master
Plan by co-ordinating delivery of basic municipal
services to the City’s informal settlements by the var-
ious services departments of the City;
• monitoring and reporting on the number of job
opportunities that the City provides in terms of the
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KEY HOUSING PROJECTS – UNDER CONSTRUCTION
Project No of units Area
Bardale 5 947 Blue Downs
Brown's Farm phase 6 678 Brown's Farm
Drommedaris social housing: Communicare 219 Brooklyn
Hostels redevelopment – Ilinge Labahlali 326 Nyanga
Kewtown in?ll: People’s Housing Process (PHP) 236 Athlone
Kuyasa Village 1, phase 2 2 399 Khayelitsha
Masiphumelele school site (private) 352 Noordhoek
Mfuleni ?ood relief PHP consolidation 4 461 Mfuleni
Mitchells Plain in?ll phase 1 1 345 Mitchells Plain
Morgan’s Village 3: Cape Town Community Housing Company (CTCHC) 341 Mitchells Plain
Nonqubela phase 2 1 250 Khayelitsha
Nyanga upgrade 2 070 Nyanga
Philippi East phase 5 405 Philippi
Philippi Park (PHP) 1 100 Philippi
Sercor Park phase 2 119 Strand
Silvertown, Khayelitsha 1 316 Khayelitsha
Site C: Survey and subdivision: Provincial Housing Development Board (PHDB) 6 265 Khayelitsha
Steenberg social housing: Social Housing Company (SOHCO) 450 Steenberg
Somerset West 10 ha site 390 Somerset West
Temperance Town: Gordon’s Bay 70 Gordon’s Bay
Wallacedene phase 3 1 108 Kraaifontein
Wallacedene phase 4 735 Kraaifontein
Wallacedene phase 5 537 Kraaifontein
Wallacedene phase 6 1 204 Kraaifontein
Wallacedene phase 7 582 Kraaifontein
Wallacedene phase 8 573 Kraaifontein
Wallacedene phase 9 942 Kraaifontein
Westcape (CTCHC) 341 Mitchells Plain
Witsand phase 2 1 835 Atlantis
KEY CONTACTS
Executive Director
Hans Smit
Tel
021 400 2873
Fax
021 400 5351
E-mail
hans.smit@
capetown.gov.za
Executive Assistant
Nathalene Jordaan
Tel
021 400 5479/1811
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Expanded Public Works Programme (EPWP) as well
as co-ordinating the application and expenditure of
Urban Settlements Development Grant (USDG) funds
for the provision of bulk infrastructure linked to
housing developments;
• the in situ upgrade of informal settlements, the day-
to-day management of the settlements as well as
preventing planned invasions of vacant City and
Province (by agreement) land identi?ed for future
housing development;
• delivering new housing opportunities through the
application and implementation of the range of
national housing programmes in the City’s various
housing projects;
• managing the City’s approximately 43 500 rental
units, 21 000 home ownership units, 11 000 hostel
beds and 11 old-age cottages; and
• the implementation of the two national urban
renewal pilot programmes for the Western Cape in
Khayelitsha and Mitchells Plain.
KEY HOUSING PROJECTS – IN PLANNING STAGES AND PROPOSED
Project No of units Area
In the planning stage
Atlantis Kanonkop (ext.12) phase 1 526 Atlantis
Belhar Pentech in?ll 347 Belhar
Delft, The Hague 2 395 Delft
Dido Valley 600 Simon’s Town
Driftsands 2 500 Driftsands
Edward Street: Ottery sustainable development 100 Ottery
Eureka-Leonsdale 375 Elsies River
Gugulethu in?ll (Erf 8448/MauMau) 1 054 Gugulethu/Nyanga
Happy Valley phase 2 1 350 Blackheath
Hazendal in?ll (Bokmakierie) 166 Athlone
Heideveld Duinefontein Road 699 Heideveld
Imizamo Yethu – phase 3 400 Hout Bay
Kleinvlei Erf 901 65 Blackheath
Macassar 1 500 Macassar
Manenberg in?ll: The Downs 651 Manenberg
Masiphumelele – phase 4 252 Kommetjie
Morkel's Cottage 400 Rusthof, Strand
Morningstar 150 Durbanville
Ocean View (Mountain View) 547 Ocean View
Ocean View in?ll 412 Ocean View
Proposed
Darwin Road 2 500 Kraaifontein
Garden Cities housing project 4 000 Durbanville
Green Point phase 3 500 Khayelitsha
Hangberg community residential units (CRUs) 70 Hangberg
Hanover Park 700 Hanover Park
Hostels redevelopment – Nyanga CRU n/a Nyanga
Hostels redevelopment – Gugulethu CRU n/a Gugulethu
Hostels redevelopment – Langa CRU n/a Langa
Kalkfontein phase 3 Upgrading of Informal Settlements Programme (UISP) 1 000 Blue Downs
Kapteinsklip 1 000 Mitchells Plain
Kensington CRU 180 Kensington
Mfuleni ext 1 & 2 700 Mfuleni
Mitchells Plain in?ll: Westgate 1 000 Mitchells Plain
Nonqubela Makhaza: consolidation 700 Khayelitsha
Nonqubela Site B: consolidation 1 500 Khayelitsha
Nooiensfontein 1 100 Blue Downs
Silvertown consolidation 1 316 Khayelitsha
Sir Lowry’s Pass Village (Pinetown and Balestra) 140 Sir Lowry’s Pass
Swartklip/Denel land 1 500 Khayelitsha
Vlakteplaas 500 Strand
Wallacedene phase 10A 1 617 Kraaifontein
Wallacedene phase 10B 256 Kraaifontein
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 53
T
he safety and security function includes the
functional areas of metro police, traf?c
services, bylaw enforcement, disaster risk
management, ?re and rescue, and the 107
emergency call centre.
Law enforcement departments
The City’s three law enforcement departments are
Metro Police, Traf?c Services and Law Enforcement &
Specialised Services. The objectives and priorities of
these departments are set out in the City’s overarching
Law Enforcement Plan, which includes the legislatively
required Annual Police Plan of the Metro Police.
Metro Police
The Metro Police was established in terms of the South
African Police Services Act. Its mandate is the enforce-
ment of traf?c laws, enforcement of bylaws, and crime
prevention. Its current operational focus areas include
addressing disorder in the City, and clamping down on
drug and alcohol-related offences in terms of the City’s
Alcohol and Drug Strategy.
To this end, the Substance Abuse Enforcement Unit
as well as a highly trained Dog Unit were established
in recent years, and proved to be valuable contributors
to all law enforcement agencies involved in the com-
bating of the illicit drug trade.
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Safety & Security
Metro Police | Traffic Services | Law Enforcement & Specialised Services
Emergency Call Centre | Fire & Rescue Services | Disaster Risk Management
KEY FACTS
Staff complement
3 728
Operating revenue
R232 116 000
Operating expenditure
R1 260 296 000
Capital expenditure
R36 101 000
The City’s Safety and Security Directorate is better resourced than it had been, thanks to increased budget allocations.
54 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
Traf?c Services
This department was established in terms of the
National Road Traf?c Act. It has an Operations Section
which undertakes specialised and general activities.
The Licensing and Lipro Section deals with all learner
and driver licence testing as well as card conversions
and renewals. This section also manages the traf?c
court division as well as the public/private partnership
agreement on traf?c cameras. Learner’s and driver’s
licences as well as card licences are issued on an
agency basis for Province in exchange for agency fees.
Law Enforcement and Specialised Services
The Law Enforcement and Specialised Services Depart-
ment enforces bylaws and regulations. Its powers are
derived from the Criminal Procedure Act. It deals with
general bylaw enforcement in residential areas and
resorts as well as specialised enforcement through vari-
ous units dealing with copper theft, informal trading,
displaced people, land invasion, liquor control and
problem buildings.
The Department plays a major role over the festive
season as well as at other public events. It monitors
and manages land invasion incidents, actively support-
ing the Housing Directorate in dealing with land inva-
sion actions.
Civilian oversight
A Civilian Oversight Committee (CIVOC), as required in
terms of Section 64 of the South African Police Services
Act, has been re-introduced during 2006. This commit-
tee, which is tasked with ensuring proper civilian over-
KEY SAFETY AND SECURITY POLICIES
Name of policy Type and purpose
Policy for the Establishment
of a Reserve Law
Enforcement Service
Policy approved by Council on 26 August 2010, and awaiting ?nal approval from Minister of Justice and Consti-
tutional Development. Implementation of this policy will allow the City to recruit reserve law enforcement mem-
bers, and will bolster the City’s law enforcement capacity. Policy available from Anton Visser, 021 400 2933.
Annual Police Plan for the
Metro Police
The Annual Police Plan sets out the objectives and strategies of the Metro Police. The plan is required in terms of
the South African Police Services Act.
Annual Law Enforcement
Plan (Traf?c and Law
Enforcement)
The Annual Law Enforcement Plan sets out the objectives and strategies of the Traf?c and Law Enforcement
departments, and is distinct from the Annual Police Plan.
Disaster Management Plan The Disaster Management Plan sets out the City’s response to a comprehensive range of scenarios.
KEY SAFETY AND SECURITY PROCESSES AND POLICIES REQUIRING COUNCIL INPUT
Name of policy Purpose or action required
Annual Police Plan for the
Metro Police
Council is required to approve the Annual Police Plan for the period 1 July 2011 to 31 June 2012.
KEY SAFETY AND SECURITY PROJECTS
Disaster Management Additions and alterations to the disaster management centre – R1 000 000
Fire & Rescue Simon’s Town and Fish Hoek ?re structure upgrades – R7 500 000
Melkbosstrand Fire Station upgrade – R5 074 803
Property improvements Shooting range – R 100 000
Various city-wide improvements – R2 400 000
Traf?c Services Upgrade Mitchells Plain driver testing centre – R1 224 000
Establish the Maitland impound facility – R3 300 000
Upgrade Traf?c Services centre – R 1 035 000
Metro Police CCTV cameras for Wynberg and Claremont – R1 500 000
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 55
sight of the City’s three law enforcement departments,
comprises two members of Council and ten members
of civil society.
The CIVOC continues to perform its oversight func-
tions with distinction, and is in fact setting the national
benchmark as far as the functioning of such bodies is
concerned.
Crime-prevention initiatives
These initiatives include an externally funded member
programme, a reservist member system, a neighbour-
hood watch assistance project, and a neighbourhood
safety of?cer project.
Externally funded member programme
In December 2007, the City adopted a policy that
would allow the private sector, the city improvement
districts and other agencies to sponsor the deployment
of members of the City’s law enforcement departments.
At present, a total of 48 members of the Law Enforce-
ment and Traf?c departments are externally funded.
Reservist member system
Reservist members can boost deployment numbers sig-
ni?cantly and the City has adopted a policy that would
allow residents to become reservist members of the
Law Enforcement Department.
It is expected that full implementation of the policy
would be achieved during the new ?nancial year with a
number of residents being recruited and deployed in
the capacity of reservist law enforcement members
across the city.
Neighbourhood watch assistance project
The City’s neighbourhood watch assistance project, a
mayoral initiative, was launched in August 2008. Its
main objective is strengthening the crime and disorder
prevention capacity of local communities.
Neighbourhood safety of?cer project
This is a combined initiative with the Netherlands
Police Agency that entails the implementation of the
philosophy of problem-orientated policing. It provides
for a speci?c police of?cial to be designated as the
safety co-ordinator and problem solver in a particular
area. Pilot programmes have been launched, and
progress is monitored.
City Emergency Services
City Emergency Services comprises the 107 call centre,
Fire & Rescue Services and Disaster Risk Management.
Emergency call centre (107)
The City has a single emergency number (107) to a
call-taking and dispatching centre, which directs calls
to appropriate institutions and agencies. The centre has
well-trained quality-controlled operators.
Education and public awareness campaigns are con-
ducted at schools and old-age homes as well as frail-
care facilities. The call centre plays a key role over the
festive periods and for tourists in the city.
Fire & Rescue Services
The City’s Fire & Rescue Services, established in terms
of the Fire Brigade Services Act, responds to ?res and
emergencies as well as medical rescues. It also has pro-
grammes to educate and raise awareness around ?re
and life safety as well as building, structure and events
safety, with a registered training and education facility
in Epping.
The service has bene?tted from signi?cant invest-
ment over the last few years due to 2010 funding to
bring it on par with the SANS 10090 Code on Commu-
nity Protection Against Fire.
Disaster Risk Management
The City has a clear mandate in terms of the Disaster
Management Act to prevent and mitigate the effects of
disasters. To this end, the City’s Disaster Risk Manage-
ment Centre (DRMC) aims to identify, prevent and
reduce the occurrence of disasters, and soften the
impact of those that cannot be prevented.
The DRMC has a well-established volunteer corps. It
plays a key role in event safety, co-ordination of corpo-
rate safety initiatives, festive season planning, winter
preparedness planning as well as taxi unrest, service
delivery protests and xenophobia issues.
This functional area includes the preparation and
execution of the City’s Disaster Risk Management Plan,
as well as the effective coordination and alignment of
processes and regular reviews thereof.
The plan is a legislative requirement in terms of the
Disaster Management Act, which also requires that the
plan forms an integral part of the City’s Integrated
Development Plan (IDP).
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KEY CONTACTS
Executive Director:
Richard Bosman
Tel
021 400 3355
Fax
021 400 5923
E-mail
richard.bosman@
capetown.gov.za
Executive Assistant
Lameez Matthys
Tel
021 400 2710
56 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 57
T
he Strategy and Planning Directorate is
responsible for planning, from the approval
of development plans to developing long-
term strategies; for ensuring that those
plans are economically, environmentally
and socially sensible, and for providing the information
and approvals that make the City’s goal of infrastruc-
ture-led development feasible and attractive.
The Directorate’s key functions are:
• planning for the city’s short and longer-term growth
and development path through the City Develop-
ment Strategy (CDS) and spatial development plans;
• providing access to accurate and reliable strategic
and spatial information to inform development plan-
ning and decision making;
• providing an ef?cient and effective service to proper-
ty owners and developers in terms of the approval
processes for building development and land use
management applications;
• enforcement of the City’s building development and
land use regulations;
• facilitating a city-wide climate change response that
addresses issues of climate change mitigation, cli-
mate adaptation and resilience, and a reduction in
Cape Town’s carbon footprint; and
• ensuring that the city’s key economic and social
asset – its natural environment – is protected, inte-
grated with urban landscapes, and optimised for
maximum social and economic bene?t.
Planning & Building Development Management
The functions, duties and responsibilities of the Plan-
ning & Building Development Management (PBDM)
Department are set out in Council’s system of delega-
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Strategy & Planning
Spatial Planning and Urban Design | Environmental Resource Management
Strategic Development Information and Geographic Information Systems (GIS)
Planning & Building Development Management | Development Facilitation Unit
KEY FACTS
Staff complement
812
Operating revenue
R76 729 000
Operating expenditure
R389 297 000
Capital expenditure
R46 570 000
The city’s growth requires long-term planning and design, and the management of the natural resources that make Cape Town unique.
58 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
KEY STRATEGY & PLANNING POLICIES
Name of Policy Type and purpose
Spatial Planning and Urban Design
Spatial Development
Framework (SDF)
Endorsed by Council on 30 March 2011. The SDF replaces outdated spatial plans and policies that have been
used to inform land use decisions, and will guide the way Cape Town should grow in the future.
Strategic Development Information & GIS
Information and Knowledge
Management Framework
To move the City towards the establishment and use of an integrated knowledge hub, which will act as a one-
stop portal/gateway for users to access development data, information and knowledge resources.
Spatial Information
Strategy
To improve management of the City’s spatial information to ensure data integrity, sharing of and access to infor-
mation, and the application of spatial information to support planning and service delivery.
Environmental Resource Management (ERM)
Integrated Metropolitan
Environmental Policy (IMEP)
IMEP is an overall guiding policy for environmental sustainability in Cape Town. It sets policy goals and a
framework for developing sector-speci?c implementation strategies.
Coastal Zone Management
Strategy
The effective protection and management of the city’s coastline and coastal processes
Local Biodiversity Strategy
and Action Plan
The effective protection and management of the city’s biodiversity and natural ecosystems, and institutional
processes and action plans
Environmental Education
and Training Strategy
A strategy aimed at implementing environmental education and training for both members of the public and City
staff
Cultural Heritage Strategy The effective protection and management of the city’s cultural heritage
Energy and Climate Change
Strategy
To reduce the city’s energy usage and carbon footprint, and implement renewable-energy projects
Energy and Climate Change
Action Plan
An action plan for the implementation of the Energy and Climate Change Strategy, including updated targets
Invasive Alien Species
Strategy
The eradication of invasive alien plant and animal species in the city
tions, and shape PDBM’s legal and functional mandate.
These delegations set out the legal obligations, pow-
ers, procedures, etc. to which Council, and therefore the
Department, must adhere when processing develop-
ment applications, such as planning and building devel-
opment applications.
Numerous laws directly affect the Department’s
mandates, including land use planning ordinances,
scheme regulations, and national building regulations
and standards.
Other legislation that has an indirect bearing on the
Department’s work includes that relating to environ-
mental health and environmental management, her-
itage resources, and outdoor advertising.
The core functions and services provided by the
PBDM Department are delivered through a decen-
tralised service delivery model, which consists of eight
planning district of?ces. This service is provided
through a system of customer interfaces, from the front
counters to the technical specialist back of?ce.
Most of the powers, duties and functions to perform
the core functions are sub-delegated to of?cials in the
districts to ?nalise development applications. The direc-
tives and supporting functions to the district of?ces are
centralised, and mostly provided by this section situat-
ed at head of?ce in Cape Town.
Spatial Planning and Urban Design
The Spatial Planning and Urban Design (SPUD) Depart-
ment aims to lead and guide the spatial and physical
transformation of Cape Town, through co-ordinating,
developing and monitoring spatial policies, plans and
development. Such plans must inform and lead the
City’s investment and development trajectory.
The Department is responsible for preparing, as part
of Cape Town’s IDP, a city-wide spatial development
framework. This requires integrating and balancing the
various requirements of different sectors (such as hous-
ing, transport, utilities and economic development) that
affect and in?uence the spatial growth, form and per-
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 59
formance of Cape Town.
Urban design guidance is provided by means of spa-
tial planning and urban design frameworks, policies
and guidelines, as well as ongoing strategic advice and
monitoring to assist in their implementation.
The Department also aims to demonstrate spatial
planning and urban and landscape design policy and
principles through design, facilitation and implementa-
tion of strategic capital programmes and projects, and
frequent qualitative input into land use and building
development applications made to the City.
Development Facilitation Unit (DFU)
The Development Facilitation Unit (DFU) facilitates and
co-ordinates major projects (with a value greater than
R100 million) and strategic projects identi?ed by
Mayco in order to ensure a coherent and ef?cient City
response to these developments.
The DFU also enables major developments on Coun-
cil-owned land to market and promote the City as a
desirable investment location for property development
projects in partnership with the private sector.
Given the key role in city development played by cer-
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KEY STRATEGY & PLANNING PROCESSES AND POLICIES REQUIRING COUNCIL INPUT
Name of policy/process Type and purpose
Planning & Building Development Management (PBDM)
Cape Town Zoning Scheme A Cape Town Zoning Scheme (CTZS) was endorsed by Council in December 2010, and is currently with the MEC
for recommendation. The CTZS collapses 27 different schemes, dating from the 1940s, throughout the City into
one unitary scheme.
Cape Town Zoning Scheme:
Conversion of Zoning Maps
A component of a zoning scheme is the zoning maps. In replacing the existing zoning maps a new converted
zoning map needs to be compiled.
Draft Planning Bylaw Municipal planning is a municipal legislative competency.
Local Area Policies Policies for: Belvedere Road, Boston, Brighton Road, Weltevreden Valley (Schaapkraal), Claremont CBD edges,
and Old Stikland Outspan and surrounding areas
Building Bylaw Sections regarding boundary walls and fences
Review of existing policies Review of policies relating to early childhood development centres, tourist accommodation, and the sale of alco-
holic beverage from residential properties
Spatial Planning and Urban Design
Medium to long-term
growth options study
To consider the phasing and costs of growth in the two growth corridors identi?ed for Cape Town
Final draft integrated
district spatial development
plans and environmental
management frameworks
Provide a further level of planning and guidance to the City’s Spatial Development Framework (CSDF) at the dis-
trict and subdistrict level
Final Draft Densi?cation
Policy
Guide appropriate location for, and informants to, sensitive densi?cation in Cape Town
Final Draft Development
Edges Policy
Guide the process of review of the urban edge, and the assessment of applications to amend the urban edge
Tall Buildings Policy Guide the preparation and assessment of tall-building applications
Urban Design Policy Provide urban guidance to the preparation and assessment of development proposals
Local area plans/policies • Kapteinsklip development framework
• Table View beachfront development framework
• Urban edge and development guideline for the Schaapkraal smallholdings in the Philippi horticultural area
Strategic Development Information & GIS
City Development Strategy To develop a longer-term, 20 to 30-year City Development Strategy (CDS) and plan to in?uence and inform the
future development path of Cape Town. A draft strategic framework for a CDS for Cape Town 2040 (April 2011)
has been completed under guidance of Mayco. The identi?cation of a political champion to lead the process is
seen as an important next step.
Environmental Resource Management (ERM)
Revision of IMEP, updating
of Environmental Agenda
Approval of an Integrated Metropolitan Environmental Policy (IMEP) and Environmental Agenda
Invasive Alien Species Policy Approval of the policy for eradication of invasive alien plant and animal species in the city
Faunal Policy To provide a holistic and consistent approach to the management of indigenous mammal fauna on City-owned
land. Approval still pending.
Baboon Policy To de?ne the City's approach on how the municipality deals with the baboon issue. Approval still pending.
Safety and Security Policy
for Nature Reserves
To ensure that security on City nature reserves is handled in a consistent way to ensure the protection of visitors,
staff, infrastructure and biodiversity. Approval still pending.
South-east Strandveld
Implementation Plan
A conservation implementation plan for the most important strandveld biodiversity remnants that is least in con-
?ict with alternative proposed land uses. Approval still pending.
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60 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
tain state-owned enterprises and other organisations,
such as Eskom, Telkom, Intersite, Wesgro and the Cape
Town Partnership, the DFU liaises closely with such
organisations to ensure regular structured engagement.
Strategic Development Information & GIS
The Strategic Development Information & GIS (geo-
graphic information systems) Department is responsible
for the provision of strategic development information
and knowledge and related support services to enable
decision makers to address a wide range of develop-
ment needs within the city, with limited resources.
The Department’s strategy and business plan are
guided by the City’s Information and Knowledge Man-
agement (IKM) Framework, as well as, among other
laws, the Municipal Systems Act (Section 26), in terms
of which municipalities are required to monitor and
measure levels of development.
Environmental Resource Management (ERM)
Environmental Resource Management (ERM) leads the
implementation of an Integrated Metropolitan Environ-
mental Policy (IMEP) and Environmental Agenda, there-
by ensuring that the City’s environment is protected
and sustainably utilised for its communities.
ERM is also mandated to manage the global respon-
sibility for Cape Town to ensure that the unique, diverse
and endemic biodiversity, coastal landscapes and
ecosystems and the exceptional heritage and cultural
resources within its boundaries are protected, managed
and integrated with the City’s urban landscape and
social fabric.
Planning district service delivery model
The implementation of the eight-district service delivery
model is a success story that entailed the rationalisa-
tion of 17 disparate and understaffed of?ces into eight
integrated service centres. The model integrates the
functions of planning and building management, spa-
tial planning and urban design, and environmental
management in the eight district-based of?ces.
Four regional enforcement units were set up, each
covering two planning districts. Implementation of the
model started in September 2007, and was completed
in December 2008.
The current focus is on streamlining the cross-direc-
torate service integration in respect of land use man-
agement and building plan approval processes, and the
formulation of the City Spatial Development Frame-
work (SDF) and the eight-district spatial development
plans (SDPs) and environmental management frame-
works (EMFs).
KEY STRATEGY & PLANNING PROJECTS
Name of project Department and description
Spatial Planning and Urban Design
Local Area Priority
Initiatives (LAPIs)
To provide forward local area plans for public investment in: Mfuleni; Site C, Khayelitsha; Lentegeur, Mitchells
Plain, Valhalla Park, Gugulethu/Manenberg, Langa and Du Noon
Quality public space
programme
Completion of 23 quality public spaces as amenities for the residents
Athlone Power Station Redevelopment of the Athlone Power Station site into a mixed-use urban district
Salt River Market Revitalisation of historical market, with the intention to provide gap housing and upgraded commercial facilities
Monwabisi coastal node Feasibility study for development around the Monwabisi coastal resort that will link Khayelitsha to the sea
Strategic Development Information & GIS
Integrated Spatial
Information System (ISIS)
ISIS improves the integrity of property information by bringing together property data, processes and information
systems. System development has been completed and will ‘go live’ when system testing has been completed.
Knowledge Hub To establish a one-stop web-based portal/gateway to access development data, information and knowledge
Spatial reporting tool To provide spatial and indicator data through a map-based viewer to all City departments and to the public
Community satisfaction
survey
This annual survey provides a statistically robust measure of the satisfaction levels of households and businesses
with City of Cape Town services
State of Cape Town report To provide an overview and analysis of the most pertinent issues in?uencing the development of Cape Town
Information and Knowledge
Management (IKM) Policy
The aim of the policy is to establish better practice in information and knowledge management, and to manage
information and knowledge in a way that supports the City’s immediate and long-term business requirements.
2010 World Cup socio-
impact assessment
To assess the short-term economic, social and sport impacts of the World Cup on Cape Town, in partnership with
the Cape Higher Education Consortium. The release of the results is expected around June 2011.
Environmental Resource Management (ERM)
Youth Environmental
School (YES) programme
Makes young learners across the city aware of the environment by providing formal environmental education at
23 nature reserves. To date, over 55% of schools have been reached in Cape Town – more than 65 000 learners.
Sustainable Livelihoods
programme
Promotes livelihoods and greening interventions among poor communities by promoting community food gar-
dens, indigenous gardening and soil protection. Communities are also capacitated on resource-ef?cient living.
Rietvlei of?ces Construction of biodiversity management of?ces at Rietvlei Nature Reserve is under way.
False Bay of?ces Construction of biodiversity management of?ces at False Bay Nature Reserve is under way.
Development Facilitation Unit (DFU)
There are 34 major developments in process at various sites across the metropolitan areas.
KEY CONTACTS
Acting Executive Director
Dr Ivan Brom?eld
Tel
021 400 2100
Fax
021 421 4894
E-mail
ivan.brom?eld@
capetown.gov.za
Executive Assistant:
Ndzuki Maqungo
Tel
021 400 4007
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 61
T
he Transport, Roads & Major Projects Direc-
torate plays a critical role in the planning
and management of the transport, road
and stormwater functions, and in the deliv-
ery of major projects such as the 2010 FIFA
World Cup and the integrated rapid transit project.
The Directorate delivers a range of functions through
its six departments:
Transport
The Transport Department leads and directs the trans-
port functions of the City in order to meet non-
motorised, road, air, water, rail, freight and all other
transport needs. This is achieved by ensuring the provi-
sion of a coherent transport network, system, infra-
structure and services.
Roads & Stormwater
The Roads & Stormwater Department is primarily
responsible for roads and stormwater systems plan-
ning, the implementation of all capital infrastructure
programmes, as well as the management and mainte-
nance of the associated infrastructure.
A current business improvement initiative within the
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Transport, Roads & Major Projects
Transport, Roads & Stormwater | Development Services | Technical Operations
Integrated rapid transit | Cape Town Stadium | Urban Renewal Programme
KEY FACTS
Staff complement
1 709
Operating revenue
R521 889 000
Operating expenditure
R1 855 942 000
Capital expenditure
R1 876 566 000
Cape Town Stadium and the integrated rapid transit (IRT) system are two of the biggest projects in the City’s recent history.
62 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
KEY TRANSPORT, ROADS & MAJOR PROJECTS POLICIES
Name of policy Type and purpose
Transport
Integrated Transport Plan
(ITP) 2006 – 2011
The ITP is a ?ve-year strategic plan prepared in terms of the requirements of the National Land Transport Act of
2009. It comprises a number of strategies, which include transport safety, public transport, transport infrastruc-
ture, travel demand management, freight, non-motorised transport, ports, airports, the road network, asset man-
agement, funding and public consultation.
Roads & Stormwater
Footways Implementation This policy aligns with the City’s Integrated Transport Plan (ITP) to provide pedestrian facilities
Gated Development Policy This policy proposes the City’s approach to gated communities and access
Provision of Road Toll This policy advocates alternatives to the proposed N1/N2 toll road being operated as a tolled road
Provision of Roads in
Informal Settlements
This policy set minimum levels of service pertaining to the provision of roads in informal settlements (on public
land only) and ensures that communities living in informal settlements have adequate mobility
Recovery of Damages to
Non-insured City property
The policy promotes the recovery from the responsible person/s of the cost of repair or replacement of City-
owned property that is accidently, intentionally or carelessly damaged
Traf?c Calming A policy regulating the use of physical traf?c calming measures on certain roads
Unmade Roads Providing a mechanism for determining the priorities for the upgrading of unmade roads and streets in the city
Draft Security Hut Policy To manage and regulate the process for the placement of security huts within the reserves of municipal public
roads and streets
KEY TRANSPORT, ROADS & MAJOR PROJECTS POLICIES REQUIRING COUNCIL INPUT
Name of policy Type and purpose
Transport
Development of a Five-year
High-level Business Plan
Approval, monitoring and oversight of the implications of the requirements of the National Land Transport Act
for the City of Cape Town
Single Point of Authority for
Transport
Formalise the establishment of a single point of authority for transport in terms of Section 93 of the National
Land Transport Act (NTLA) of 2009. Approval, monitoring and oversight on grouping of all transport functions in
a single, well-managed structure, with clear distinction between strategic and operational functions.
Assignment of Additional
Transport Functions
Process on assignment of additional transport functions in terms of the requirements of the NLTA, Municipal Sys-
tems Act, and other local government legislation. Includes approval of feasibility studies and the development of
three and four-year business plans and due diligence reports.
Integrated Transport Plan Approval, monitoring and oversight of development of the outline of transport priorities, strategies and pro-
grammes for the next ?ve years, and as a sector plan and input into the Integrated Development Plan (IDP).
Approval, monitoring and oversight of area transport plans to ensure alignment with development objectives.
Transport Safety Plan Approval, monitoring and oversight of the development of a ?ve-year plan focusing on transport safety interven-
tions to ensure improved transport safety
Roads & Stormwater
Fuel Levy Allocation Approval from Budget Steering Committee and Council regarding redirecting the full fuel levy allocation for road
infrastructure development and maintenance
Business Improvement
Project
Approval from portfolio committee and Council for the implementation of recommendations from the Business
Improvement Project, to enhance services rendered with particular reference to the Operations and Assets
Branch, and the Infrastructure, Maintenance and Depots Branch
Security Hut Policy Complete the public participation process for the implementation of the Security Hut Policy
Policy on Development
Contributions
Developing a new policy to replace the Interim Policy on Development Contributions, and to determine the types
of applications where development contributions in terms of Policy MC 45/09/04 will be applicable. Report on a
quarterly basis on the development of this new policy to portfolio committee and ?nal approval by Council.
Pavement and Bridge
Management Systems
Report on a six-monthly basis on the progress of these two systems to the portfolio committee, and ?nal
approval by Council
Integrated rapid transit (IRT) project
Traf?c Calming A policy regulating the use of physical traf?c-calming measures on certain roads
Land Acquisition Approval of land acquisition for IRT facilities
IRT Operating Companies Formation and appointment of IRT operating companies
Cape Town Stadium
Business Plan Framework Discussion by EMT Review Management Team, and approval
Stadium and Park Staf?ng Approval of structure
Tariff Structure Approval for tariff structure for Cape Town Stadium and Green Point Park for 2011/12
Rezoning Approval
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 63
Department entails the improvement of the functionali-
ty of depot operations. The key objective is to enhance
the effectiveness and ef?ciency of the services rendered
by the Department through various depots city-wide.
Integrated Rapid Transit (IRT)
The Integrated Rapid Transit (IRT) Department aims to
provide elements of an effective and ef?cient road-
based public transport system consisting of a network
of bus rapid transit (BRT) services, support feeder bus
services, and infrastructure that integrates with other
transit modes into a high-quality city-wide transit net-
work.
The IRT implementation team is supported by an IRT
operations team.
Technical Department
With the conclusion of the 2010 FIFA World Cup event
in July 2010, the focus of the 2010 Technical Depart-
ment would be the completion of Green Point Park, the
rehabilitation of Green Point Stadium (including a syn-
thetic athletic track) and the rehabilitation of the sports
?elds on Green Point Common.
The 2010 Technical Department is in the process of
winding up operations, as all major programmes relat-
ed to the 2010 World Cup have been successfully com-
pleted.
The 2010 Operations staff have been seconded on a
temporary basis to manage the stadium and Green
Point Urban Park in terms of ef?cient and effective
business principles.
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Project Type and purpose
Transport
Public transport
infrastructure upgrades
Ongoing upgrades and investment in public transport infrastructure, including:
• public transport interchanges;
• Park & ride infrastructure projects at rail stations; and
• public transport support infrastructure (stops, embayment, signage, etc.).
Transport network systems
management
Ongoing upgrade of the area traf?c signal system and infrastructure, and transport safety projects
Non-motorised transport
projects
Ongoing upgrade and construction of walking, cycling and public space enhancement projects
Roads & Stormwater
Bulk infrastructure Bulk roads and stormwater infrastructure for housing projects – R35 m
Vlakteplaas bulk roads and stormwater infrastructure – R5 m
Roads Reconstruction of roads across the metro – R58 m
Rehabilitation of roads across the metro – R10 m
Pelican Park – Strandfontein Rd – R24 m
Rail Khayelitsha rail extension – R22 m
Non-motorised transport City-wide improvements of R20 m, and R10 m for implementing a city-wide plan
Integrated rapid transit (IRT) project
IRT implementation • IRT: West Coast corridor
Two new contracts have commenced and two new tenders awarded, and work will continue in the new ?nan-
cial year.
• IRT: Inner-city service
To be completed once IRT route is ?nalised
• IRT: Fare collection
Project commenced in March 2011 after an appeal process. Will continue in new ?nancial year.
• IRT: Control centre
Tender awarded, but there was an appeal. Awaiting outcome before work can commence, hopefully in new
?nancial year.
Cape Town Stadium
Ongoing Provision of ?re & access control system maintenance services R2 345 000
Provision of audio visual system maintenance services R940 000
Provision of heating, ventilating and cooling (HVAC) & mechanical pump maintenance services R750 000
Provision of lift maintenance services R320 000
Provision of general building maintenance services R1 230 000
Provision of cleaning and waste management services R2 400 000
Provision of electrical, lighting & power generation system maintenance services R2 888 000
Provision of pitch maintenance services R1 700 000
Provision of landscaping maintenance services R2 700 000
Provision of specialised stadium infrastructure cleaning services R1 400 000
Safety and security R4 000 000
IT services R796 000
KEY CONTACTS
Executive Director:
Mike Marsden
Tel
021 400 5010
Fax
021 400 1390
E-mail
mike.marsden@
capetown.gov.za
Executive Assistant:
Trish Kirby
Tel
021 400 5011
64 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 65
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he Utility Services Directorate aims to
ensure sustainable municipal infrastructure
and services – water, sanitation, electricity
and solid waste – that will enable econom-
ic development and provide equitable
access to basic services for all citizens of Cape Town.
The Directorate’s policies and strategies are intended
to address the provision of basic municipal services
related to electricity supply, water treatment and sup-
ply, sewerage treatment, and the provision of waste
management services.
These policies and strategies are geared to comply
and align with national legislation and other regulatory
policies related to municipal services.
Sanitation
All formal properties in the city receive sanitation serv-
ices in the form of a metered connection, while a small
number of erven that do not have a piped sewer con-
nection have septic tanks. A backlog in basic sanitation
as a result of the current growth is found only in the
informal settlement environment, which the City aims
to eliminate by 2015/16.
Water
All formal properties in the city receive water through a
metered connection. In informal settlements, the focus
is for provision of a minimum service through commu-
nal services.
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Utility Services
Electricity Services | Water and Sanitation | Solid Waste Management
KEY FACTS
Staff complement
8 884
Operating revenue
R12 468 206 000
Operating expenditure
R11 338 763 000
Capital expenditure
R1 806 505 000
Behind the basic services on which residents rely is an enormous infrastructure, managed and maintained by more than a third of the workforce.
66 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
KEY UTILITY SERVICES POLICIES
Name of policy Type and purpose
Electricity Services
Electricity Supply Bylaw To give effect to the policy on the levying of fees for a municipal service provided by the municipality or by way
of service delivery agreements
Electri?cation Policy The policy for providing this municipal service
Metering Policy The policy for providing this municipal service
Review of the business plan Adoption and approval of the Integrated Development Plan (IDP), which includes the business plan for Electricity
Services
Water and Sanitation
Water Services Act Provides for the rights of access to basic water supply and basic sanitation; the setting of national standards and
norms; standards for tariffs, and water service development plans, and provides a regulative framework for water
services institutions and water services intermediaries
Water Bylaw Provides operational and administrative requirements for the provision of water installations; water use; the roles
and functions of the owner; the powers and responsibilities of the Director: Water & Sanitation; the service levels;
recovery of costs; duties of the public; dealing with emergency situations; entry authority to water services facili-
ties; delegations by the City Manager to the Director: Water & Sanitation; issuing of compliance notices; offences
and penalties; plan approval; ?re installations; water restrictions and conservation, and persons required to do
plumbing work
Treated Ef?uent Bylaw Controls and regulates treated ef?uent in Cape Town and provides for matters connected with it
Wastewater Bylaw Provides the operational and administrative requirements for the handling of sewerage and industrial ef?uent
Strategic Plan Provides the framework for the strategic management of the Department
Five and ten-year
infrastructure plans
The Department has a ten-year Wastewater Strategy Plan, a Bulk Water Master Plan, a ten-year Water Demand
Management Plan, and is in the process of developing a ?ve-year Reticulation Upgrade, Replacement and
Refurbishment Plan. Annual maintenance plans exist for reticulation and wastewater services.
Solid Waste Management
Integrated Waste
Management (IWM) Policy
Aims to reduce generation of waste and the environmental impacts of waste, so that the socio-economic develop-
ment of South Africa, the health of the people and the quality of environmental resources are no longer adversely
affected by the effects of waste (National Waste Management Strategy Implementation Report, 2004, p. 1)
Integrated Waste
Management (IWM) Bylaw,
2009, and IWM
Amendment Bylaw, 2010
Aligns with the new National Environmental Management Waste Act to introduce waste minimisation, to prevent
environmental damage, to ensure all waste management role players do their business in accordance with legis-
lation, to ensure contracting and payment for services to collect and dispose of waste, and to be able to enforce
the law and recover costs where littering and illegal dumping of waste are prosecuted
Accreditation Policy for
Waste Management Service
Providers
This IWM Bylaw requirement regulates waste management service providers and their associated activities to
reduce potential risks and impacts on health, safety and the environment as well as on resources
Alternative Service Delivery
Mechanisms
In terms of Section 78(3), “Assessment of Alternative Service Delivery (ASD) mechanisms”, of the Municipal
Systems Act (MSA), an assessment was required to enable Council to make an informed decision as to the most
appropriate mechanisms for the Solid Waste Management Department to meet new legislative requirements, and
to reduce waste and divert waste from land?ll.
KEY UTILITY SERVICES POLICIES REQUIRING COUNCIL INPUT
Name of policy Type and purpose
Electricity Services
Review of the business plan Adoption and approval of the Integrated Development Plan (IDP), which includes the business plan for Electricity
Services
Water and Sanitation
Review of the Water
Services Development Plan
The Water Services Development Plan is a statutory plan in terms of the Water Act.
Solid Waste Management
Implementation of MSA
S78(3) recommendations
Implementation of recommendations contained in report as per Council resolution C34/03/11. Revising Integrated
Waste Management Policy requires Council approval. Revising Integrated Waste Management Plan requires
Council approval to continue public/private partnership initiatives once feasibility and risk assessments have been
concluded (unlikely to be within the ?rst six months).
Integrated Waste
Management Plan and
Policy
The Integrated Waste Management Plan and Policy includes the 20-year capital infrastructure plan for solid waste
management services in the city. This is part of the IDP, and is a statutory requirement as per the National
Environmental Management: Waste Act of 2008 (NEMWA), and has been a part of the IDP since 2006.
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 67
While the priority has been to provide an emergency
level of service to all households in all settlements, the
City is also extending the basic-level coverage and den-
sity of services.
The City exceeds the national standard, which is to
provide access to potable water within a 200 m radius
of a dwelling unit, and has far fewer households shar-
ing a tap than the national minimum standard of 25
households per tap.
Electricity
The City’s Electricity Services Department provides elec-
tricity distribution services to approximately 70% of the
city’s residents, with some areas in the eastern and
northern parts of the city serviced by Eskom.
Electricity service availability and access backlogs
are mainly still a problem in informal settlements, and
these are being addressed by the Department and
Eskom’s electri?cation programmes.
As approximately half of the poor households in the
city fall within Eskom’s service area, the national power
provider and the City work together to ensure effective
planning and provision of electri?cation programmes.
Certain informal areas are excluded from the electri-
?cation programme if the dwellings are:
• below the 50-year ?oodline;
• on unsuitable land, such as land?ll sites;
• in road, rail or power line reserves; or
• on private property.
At this stage, the bulk of the electrical connection
backlog in informal areas is found in the Eskom supply
portion of the city.
Refuse removal
The City delivers a weekly kerbside refuse collection
service to all formal properties within its administrative
boundaries. Informal settlements receive integrated
area cleaning and refuse removal services, including
door-to-door bagged refuse removal. The refuse
removal service is a guaranteed service planned
according to a weekly scheduled programme.
Of the estimated total of 189 593 informal settle-
ment households, 187 697 receive solid waste removal
services, leaving a backlog of around 1%.
The backlog is a result of ongoing informal house-
hold and settlement growth, but is dealt with on an
integrated basis as soon as information of the location
of new informal households becomes available to the
Solid Waste Management Department.
Free basic services are accommodated in the City’s
Tariff Policy to ensure that access to basic services is
possible without inducing economic hardship on the
poor, and the indigence level has been lifted to ensure
that tariff increases can be accommodated even where
the amount provided in terms of National Treasury’s
equitable share grant is insuf?cient.
The approval of the 2011/12 MTREF budget by
Council will be key in making this policy effective.
Challenges and risks
Several strategic development or risk issues have also
been accommodated in policy or strategy. In this con-
text, population and economic growth is factored in.
Summarised, these are as follows:
• Security of water supply: The Western Cape is a
water-scarce region that is likely to be affected by
climate change in the immediate future. The Water
and Sanitation Department’s strategy is to examine
the feasibility of using or developing untapped
resources or mechanisms to reduce the risk.
• Water demand management: This is directly linked to
water security. It is managed through the Water
Bylaw, stepped tariffs and communications cam-
paigns. Pressure management implementation, area
metering and water demand management devices
form part of the implementation of the strategy.
• Electricity demand-side management: Much of this is
managed through stepped tariffs. In terms of infra-
structure, more energy-ef?cient street lighting infra-
structure is being deployed to reduce the power con-
sumed to provide public and street lighting and traf-
?c signals. The medium-voltage infrastructure is
being upgraded and strengthened in various parts of
the city to cope with new growth and deal with
backlogs. A change in public behaviour is targeted
through an energy-saving campaign that will contin-
ue into the foreseeable future.
• Waste minimisation: A comprehensive review of the
current waste service in terms of the Municipal Sys-
tems Act, Section 78, has been concluded and the
recommendations have been adopted by Council.
The Integrated Waste Management Policy and Plan
already allows for various initiatives that make up
the waste minimisation part of the City’s waste man-
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KEY CONTACTS
Executive Director
Lungile Dhlamini
Tel
021 400 2500
Fax
021 400 5913
E-mail
lungile.dhlamini@
capetown.gov.za
Executive Assistant:
Nobby Mentoor
Tel
021 400 3500
68 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
agement strategy, but will be augmented due to the
recommendations.
• Infrastructure asset management: The three depart-
ments have all developed ?rst-stage infrastructure
asset management plans, and are in the process of
data capture and data veri?cation for different asset
types. The SAP system is also being developed to
integrate different modules which will eventually
allow seamless asset and ?nancial maintenance
using a full life-cycle asset management approach.
This is a long-term project involving many depart-
ments across Council with a scope of at least ten
years, considering that there are more than
3 000 000 assets on the City’s books.
KEY UTILITY SERVICES PROJECTS
Name of project Type and purpose
Electricity Services
Upgrades and
refurbishment
Upgrading and refurbishment of existing infrastructure across the metro as part of the network development
programme. The most signi?cant projects to be undertaken during the 2011/12 ?nancial year are:
• replacement of 33 kV cables from Oakdale to Boston (R54 million);
• replacement of the Vanguard transformer (R41 million); and
• replacement of system equipment (R96 million).
Continued conversion of 180 000 mercury-vapour street lighting lamps to the brighter, more environmentally
friendly, energy-ef?cient high-pressure sodium lamps, which will reduce energy consumption by at least 12%.
Water and Sanitation
Water demand
management
The main programmes and projects that form part of the water demand management strategy are the:
• water leaks repair programme;
• pressure management programme;
• roll-out of water management devices;
• treated-ef?uent re-use programme; and
• educational and awareness programmes.
Increased treatment
capacity, improved
processes or improved
ef?uent quality
Key projects include:
• extension to the Zandvliet Wastewater Treatment Works (R55 million);
• Bellville Wastewater Treatment Works upgrade (R102 million);
• new bulk sewer for Thornton/Langa (R45 million); and
• Athlone Wastewater Treatment Works upgrade (R11,5 million).
Main projects for bulk
water, reticulation and
sanitation over the next six
months
The bulk water augmentation scheme links Cape Town to the Berg River Dam. The scheme phases are the:
• 300 megalitre (M?) Muldersvlei reservoir and linking pipelines with the Wemmershoek pipeline;
• potable water pipeline from Muldersvlei reservoir to Spes Bona;
• 500 M?/day Muldersvlei Water Treatment Plant (MWTP) and raw-water pipeline from Berg River Dam; and
• Voëlvlei Dam to Glen Garry reservoir transfer scheme components.
TMG feasibility study and
pilot project
To assess the feasibility of utilising the Table Mountain Group (TMG) aquifer as a potential water source. Work
on a pilot well ?eld with an approximate yield of 5 million m
3
per year is planned for 2011/12. The information
gathered from the study will be used to make a decision on the feasibility of a future water supply scheme.
Infrastructure upgrades and
refurbishments
• Wemmershoek Dam spillway radial gates refurbishment
• Standby alternator sets (standby power) at multiple stations
• Molteno No. 2 pump station 3,3 kV starter panel replacement
• Blackheath Water Treatment Works residual water recovery pump station 400 kW motor replacement
• Kildare pump station motors and control equipment replacement
• Replace and upgrade water network city-wide (R51 million)
• Conterman’s Kloof water mains to Parklands (R30 million)
• Wastewater treatment infrastructure replacement and refurbishment city-wide (R30 million)
• Sewer network replacement and refurbishment city-wide (R29,3 million)
• Kraaifontein Wastewater Treatment Works upgrade (R25 million)
• De Grendel reservoir upgrades (R24 million)
• Informal areas incremental upgrade (R34,3 million)
Solid Waste Management
Implementation of the
Integrated Waste
Management (IWM) Policy
• Upgrade and replacement of Solid Waste plant and vehicles (R137 million)
• Development of land?ll infrastructure (R157 million)
• Rehabilitation and closure of land?ll sites (R40 million)
• Acquisition of plant and equipment: refuse compactor vehicles and other refuse trucks
• Construction of lined cells at Vissershok North land?ll site
• Final extension of the current regional land?ll facility
• Rehabilitation of land?ll sites: Completion of the rehabilitation of the Swartklip land?ll site
• Construction of drop-off facilities: Spine Road drop-off project in Mitchells Plain
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Plans, frameworks and strategies
In order to meet the needs of its residents and provide a foundation for growth
and development, the City has developed several important plans, frameworks and
strategies. These range from the five-year Integrated Development Plan (IDP) to
strategies for improving transport. Some of these have been approved, and others
are being developed for submission to appropriate Council forums.
In this section
Integrated Development Plan (IDP)
Service Delivery and Budget Implementation Plan (SDBIP)
Annual and quarterly reporting
Local Government Turnaround Strategy
City Development Strategy
Cape Town Spatial Development Framework
Integrated Transport Plan
Infrastructure Asset Management and Planning
Draft Economic and Human Development Strategy
Draft Events Strategy
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 69
I
ntegrated development planning is a process
through which municipalities prepare a development
plan that will be implemented over a ?ve-year peri-
od. The Integrated Development Plan (IDP) guides and
informs all planning, budgeting, management and deci-
sion making.
In a nutshell, integrated development planning is
about the municipality identifying its priority issues or
problems, which, in turn, determine its vision, objec-
tives and strategies, followed by the identi?cation of
projects to address the issues.
A critical phase of the IDP is to link planning to the
municipal budget – in other words the allocation of
internal or external funding to those identi?ed proj-
ects – because this will ensure that implementation of
projects, and hence development, is directed by the IDP.
The legal status of an IDP
The Municipal Systems Act of 2000 requires all munici-
palities to draft IDPs, which supersede all other plans
of the municipality. However, that is not the only rea-
son why municipalities must prepare the plans.
Municipalities have to ensure that the quality of life
for its citizens is improved through the provision of
basic services, creation of jobs, promotion of democra-
cy, accountability, and eradication of poverty.
Preparing and having the IDP therefore enables the
municipality to be able to manage the process of ful?ll-
ing its developmental responsibilities.
The lifespan of an IDP
In terms of the Municipal Systems Act, every new
Council that comes into of?ce after the local govern-
ment elections has to prepare its own IDP, which will
guide that Council for the ?ve years that it is in of?ce.
The IDP process
Integrated development planning is a participatory
process, which requires involvement of a wide range of
stakeholders. It takes a municipality six to nine months
to complete an IDP. The IDP is reviewed annually.
Through the IDP, the municipality is informed about
the problems affecting its municipal area and, being
guided by information on available resources, is able to
develop and implement strategies and projects to
address the problems.
The core components of the IDP
The IDP is made up of the following core components:
• The analysis: An assessment of the existing level of
development, which includes identi?cation of com-
munities with no access to basic services
• Development strategies: The municipality’s vision,
Council’s development priorities and objectives, and
development strategies
• Projects: Major programmes and projects
• Integration: It includes important planning tools (dis-
cussed later in this section) such as the Spatial
Development Framework, the Disaster Management
Plan and budget (both capital and operational budg-
et), and key performance indicators and targets.
Management of the IDP process
The Executive Mayor has the responsibility to manage
the preparation of the IDP, or assign this responsibility
to the Municipal Manager. In the City, the IDP Director
reports directly to the City Manager. In most municipal-
ities, this function falls within the Of?ce of the Munici-
pal Manager, while the Executive Committee or Mayor
manages the process.
Next steps
Council must approve a process plan before 30 August
2011 for the drafting of the IDP for the new term of
of?ce. The new IDP will be approved by Council on
31 May 2012.
Integrated Development Plan (IDP)
DOCUMENT LINKS
• The 2011/12 IDP
This document is
available in PDF format
on the accompanying
CD, on CityWEB and
the City’s website.
KEY CONCEPTS
• Integrated development
planning is a
participatory process
through which
municipalities prepare a
development plan.
• The IDP helps the City
in identifying priority
issues or problems,
which, in turn,
determine its vision,
objectives and
strategies.
• This IDP is implemented
over a ?ve-year period
• The new Council must
prepare its own IDP.
• Council must approve a
process plan for a new
IDP before 30 August
2011.
• An IDP is required in
terms of the Municipal
Systems Act.
70 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
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he Service Delivery and Budget Implementation
Plan (SDBIP) is a detailed annual plan that gives
effect to the IDP and the budget, and is effective
if the IDP and budget are aligned with each other.
The SDBIP therefore serves as a ‘contract’ between
the administration, Council and the community. It
expresses the goals and objectives set by Council as
quanti?able outcomes that can be implemented by the
administration over the next 12 months.
This provides the basis for measuring performance in
service delivery against end-of-year targets and budget
implementation.
The process of preparing an SDBIP book must com-
ply with Section 53 (1)(c)(ii) and 69 (3)(a) of the Munic-
ipal Finance Management Act, Act 53 of 2003, as well
as the municipal budget and reporting regulations.
Brief overview of content
The SDBIP is essentially the management and imple-
mentation tool that sets out in-year information, such
as quarterly service delivery and monthly budget tar-
gets, and links each service delivery output to the
budget of the municipality.
This provides credible management information and
a detailed plan for how the municipality will provide
such services, as well as the inputs and ?nancial
resources to be used.
The SDBIP indicates the responsibilities and outputs
for each of the managers in the top management team,
the inputs to be used, and the time deadlines for each
output.
The SDBIP therefore determines the performance
agreements of the City Manager and senior managers,
including the outputs and deadlines for which they will
be held responsible.
The SDBIP should also provide all expenditure infor-
mation (for capital projects and services) per municipal
ward, so that each output can be broken down per
ward, where this is possible, to support ward council-
lors in service delivery.
Responsibilities
The Municipal Manager is responsible for the prepara-
tion of the SDBIP, which, legally, must be submitted to
the Mayor for approval once the budget has been
approved by Council.
The SDBIP requires detail for ?ve components:
• Monthly projections of revenue to be collected for
each source, such as rates or service charges
• Monthly projections of expenditure (operating and
capital) and revenue for each budget vote
• Quarterly projections of service delivery targets and
performance indicators for each vote
• Ward information for expenditure and service deliv-
ery
• Detailed capital works plan broken down by ward
over three years
Other components that form part of the SDBIP book
are the ?ve-year corporate scorecard as well as the
indicator de?nitions.
Next steps
All the components above would have served before
Council by 11 May 2011. The ?nal 2011/12 SDBIP book
will be approved by the Executive Mayor within 28 days
of the approval of the budget in May/June 2011.
DOCUMENT LINKS
• The SDBIP
This document is
available on CityWEB.
KEY CONCEPTS
• The SDBIP is a detailed
annual plan that gives
effect to the IDP and the
budget.
• It expresses the goals
and objectives set by
Council as quanti?able
outcomes that can be
implemented over the
next 12 months.
• The SDBIP contains
information such as
quarterly service
delivery and monthly
budget targets.
• The SDBIP indicates the
responsibilities and
outputs for each of the
managers in the top
management team.
• The SDBIP also provides
expenditure information
for capital projects and
services by ward.
Service Delivery and Budget Implementation Plan (SDBIP)
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 71
from each revenue source, and for each vote in the
municipality's approved budget for the relevant
?nancial year
• Particulars of any corrective action taken or to be
taken in response to issues raised in the Auditor-
General’s audit report
• Any explanations that may be necessary to clarify
issues in connection with the ?nancial statements
• Any information as determined by the municipality
• Any recommendations of the municipality's Audit
Committee
• Any other information as may be prescribed
Next steps
The next annual report will be submitted to Council on
31 January 2012 for the 2010/11 ?nancial year.
Quarterly performance reports
The Municipal Systems Act and Municipal Planning and
Performance Management Regulations require munici-
palities to submit quarterly performance reports on pre-
determined performance objectives.
The main purpose of quarterly performance reports
is to review the performance of the municipality
against predetermined performance objectives on a
continuous basis, in order to improve:
• the economy, ef?ciency and effectiveness of the
municipality;
• the ef?ciency of credit control and revenue and debt
collection services; and
• the implementation of the municipality’s bylaws.
Next steps
The next quarterly report (4th quarter) will be submit-
ted to portfolio committees, Mayco and Council during
August 2011.
T
he City compiles and publishes quarterly and
annual reports. The quarterly reports are mainly
for internal use, and help the municipality to
monitor performance against targets. The annual report
is a much more detailed document, and is available in
print and on the City’s public website.
The annual report
The annual report is compiled in accordance with
Chapter 12 of the Municipal Finance Management Act
(MFMA). The purpose of an annual report is:
• to provide a record of the activities of the municipal-
ity during the ?nancial year to which the report
relates;
• to provide a report on performance against the
budget and Integrated Development Plan (IDP) of
the municipality for that ?nancial year; and
• to promote accountability to the community for the
decisions made during the year by the municipality.
Requirements for the annual report
The following is required, by law, to be included in the
annual report:
• Consolidated annual ?nancial statements
• Auditor-General’s audit report, in terms of Section
126(3), on those ?nancial statements
• Annual performance report of the municipality pre-
pared by the municipality in terms of Section 46 of
the Municipal Systems Act
• Auditor-General’s audit report in terms of Section
45(b) of the Municipal Systems Act
• An assessment of any arrears on municipal taxes
(rates) and service charges
• An assessment of the municipality's performance
against the measurable performance objectives
referred to in Section 17(3)(b) for revenue collection
Annual and quarterly reporting
DOCUMENT LINKS
• The annual report
This document is
available in PDF format
on the accompanying
CD, on CityWEB and
the City’s website.
• Quarterly reports
These documents are
available in PDF format
on CityWEB.
KEY CONCEPTS
• The annual report
provides a record of the
activities of the
municipality during the
?nancial year.
• It also provides a report
on performance against
the budget and the IDP.
• The annual report
provides accountability
to the community for
Council’s decisions.
• The next annual report
will be submitted to
Council on 31 January
2012.
• Quarterly performance
reports review the
performance of the
municipality.
72 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 73
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The City’s turnaround strategy
The City of Cape Town’s turnaround strategy (TAS) is
incorporated in the City’s IDP, and, therefore, has
already implemented a number of measures that deal
with the issues raised, by:
• ensuring that the provision of basic services are pri-
oritised (see strategic focus area 2 and the MTREF
sections in 2010/11 IDP);
• ensuring a clean and responsible government (see
strategic focus area 8 and the Governance section of
the 2010/11 IDP);
• ensuring ?nancial sustainability (see the MTREF sec-
tion of 2010/11 IDP review); and
• dealing with human resources (see strategic focus
area 8 of 2010/11 IDP review).
Outstanding issues
The two most important issues the City needs to deal
with in its turnaround strategy are:
• urbanisation and informal settlements (see various
initiatives in the strategic focus areas in the 2010/11
IDP relating to service delivery, healthy communities,
spatial planning and economic development in
preparing for urbanisation); and
• ensuring meaningful community involvement (the
City recently approved a Public Participation Policy
to facilitate improved participation).
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Local Government Turnaround Strategy
N
ine province-wide assessments of 283 munici-
palities were carried out in 2009 by the
Department of Co-operative Governance and
Traditional Affairs (CoGTA), led by the Minister, Mr Sice-
lo Shiceka, together with the respective MECs responsi-
ble for local government.
The purpose of the provincial assessments was to
determine the key problems in different thematic areas,
and to establish the root causes for the poor perform-
ance, ineffective service delivery and distress of dys-
functional municipalities.
The results of the assessments were analysed, and
issues arising out of/from the overview report led to
the establishment of the Local Government Turnaround
Strategy (LGTAS).
The LGTAS was approved by Cabinet on 2 December
2009, and all municipalities are now required to pre-
pare a turnaround strategy.
Some of the immediate implementation priorities of
the LGTAS are to:
• address the immediate ?nancial and administrative
problems in municipalities;
• tighten and implement a transparent municipal sup-
ply chain management system; and
• overcome a ‘one size ?ts all’ approach by differenti-
ating responsibilities and simplifying Integrated
Development Plans (IDPs).
KEY CONCEPTS
• The Local Government
Turnaround Strategy
was derived from the
2009 assessments of
283 municipalities.
• The aim is to identify
key issues in
performance and
service delivery.
• All municipalities are
required to prepare a
turnaround strategy.
• The City’s turnaround
strategy is part of the
IDP.
• Outstanding issues
include those relating
to urbanisation and
informal settlements,
and improved
community
involvement.
T
he challenges facing the city mean that a shift in
thinking and action is needed to secure Cape
Town’s liveability and prosperity for current and
future generations. We are living in a world of rapid,
unprecedented change, and we have to change with it
in a proactive, imaginative and visionary way.
The City has recognised the need to develop a
longer-term, 20 to 30-year City Development Strategy
(CDS) to in?uence and inform the future development
path of Cape Town.
The CDS needs to give collective strategic direction
to the ?ve-year Integrated Development Plans and
annual business plans, as well as other public and pri-
vate sector plans and processes.
In February 2010, the Mayor appointed a City Devel-
opment Strategy (CDS) Mayco Subcommittee to over-
see the drafting of a CDS. From this emanated a draft
strategic framework for the long-term development of
Cape Town. Known as Cape Town 2040 – A Strategic
Framework for a City Development Strategy (CDS) for
Cape Town, the draft was endorsed by the Mayor and
Mayoral Committee on 2 June 2010.
In November and December 2010, initial engage-
ment sessions with three groups of city leaders from
business, education/academia and professional bodies
were completed. Further work was undertaken in Janu-
ary and February 2011 with key specialists, both inter-
nal and external, from the economic, social develop-
ment and natural environment sectors.
Additional re?nement of the strategic framework
was completed – resulting in A Draft Strategic Frame-
work for a City Development Strategy for Cape Town
2040 (April 2011).
The April 2011 draft was reviewed by Mayco and the
Executive Management Team (EMT) on 6 April 2011. It
was agreed to table the draft as part of the handover
documents to the new Mayor for consideration.
Overview of content
The draft CDS strategic framework outlines a draft
long-term vision; a ‘picture’ of Cape Town in 2040. In
order to build on Cape Town’s strengths and acknowl-
edging its weaknesses, six focus areas are identi?ed,
which give a more speci?c indication of where to focus
efforts towards realising the vision for 2040. The six
focus areas are:
• economic attractors;
• nature;
• people;
• optimal infrastructure;
• city form; and
• knowledge and skills.
Four strategic levers are derived from these focus areas.
These are broad statements of intended strategic
actions, and are at the heart of the CDS. They are:
• economic growth and prosperity;
• social development;
• natural environment; and
• city form and infrastructure.
A long-term core focus, such as the focus on shared
export-linked, resource-ef?cient economic growth,
gives more clarity and direction in order to move
towards a future Cape Town imagined in the vision
statement. For Cape Town to succeed, it is important
that there is both economic and social development.
Next steps
The intention of the draft strategic framework for a
CDS for Cape Town 2040 is to have an entry point doc-
ument to widen the process through further city-wide
engagements (June 2011 onwards), with the aim of
developing a CDS for approval during 2012.
The identi?cation of a champion to lead the process
is seen as an important next step.
A communications process plan and dedicated
resources would need to be in place to support the
engagement and CDS process plan. It is hoped that the
engagement processes will encourage creative contri-
butions from the people of Cape Town. A starting point
would be an educational awareness-building exercise
across the city through the exchange of information on
‘getting to know the city now’ and in the future.
A joint process with other spheres of government,
city leaders and others, will lead to partnership
arrangements for the joint action and implementation
of the plans as well as to develop a framework for
good governance, budgeting and monitoring.
This will also allow for co-ownership of, and buy-in
to, the process to select the optimal strategic choices
that will offer maximum all-round impact, and to
ensure its implementation and achievement of out-
comes to realise the City’s vision.
It is anticipated that the outcomes of this process
will ensure that Cape Town is made resilient, adapt-
able, sustainable and ready for a long-term successful
future as a world-class city.
City Development Strategy
KEY CONCEPTS
• The City Development
Strategy (CDS) is a 20 to
30-year plan to
in?uence and inform the
future development
path of Cape Town.
• The CDS strategic
framework outlines a
draft vision of Cape
Town in 2040.
• To date, the process
involves City of?cials,
leaders from business,
academia and
professional bodies
• The CDS aims to build
on Cape Town’s
strengths, while
acknowledging its
weaknesses.
• The long-term focus is
on shared, export-
linked, resource-ef?cient
economic growth,
supported by social
development.
74 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 75
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he Integrated Transport Plan (ITP) is a statutory
requirement in terms of the National Land Trans-
port Act of 2009, and constitutes the statutory
transport sector plan – part of the Integrated Develop-
ment Plan – in terms of the Systems Act of 2000.
Legislatively and in terms of the regulations, a trans-
port plan must be prepared within a broader timeline
context, but must have a ?ve-year horizon, while the
plan needs to be reviewed annually.
The ITP is the highest-level transport policy instru-
ment and tool for the identi?cation and prioritisation of
transport policies and programmes that will promote
the vision and goals of the City.
The ITP gives a summary of the current transport sit-
uation, identi?es speci?c needs, and assesses these in
terms of the strategic informants, with a view to identi-
fying those projects that best address the overall needs
of the City.
The result is an enabling plan and framework for the
development and implementation of all transport-relat-
ed plans and programmes, at both the overarching and
the modal or sectoral level.
The objective of the ITP is to provide a clear and
comprehensive record of the motivated policies and
programmes of intervention to be taken by the City to
achieve its vision for the future of Cape Town, and
transport in particular, taking cognisance of provincial
and national policy.
The ITP focuses on achieving an integrated approach
to all transportation planning in support of the Inte-
grated Development Plan of the City, by seeking com-
monality between the City’s transport vision, key
themes and transport strategies, and a ‘sustainable
transport’ triple bottom line approach.
Overview of content
The content of the ITP comprises a cascading logic of
elements, as re?ected in the national guidelines for the
preparation of a comprehensive integrated transport
plan. The document includes:
• an introduction, purpose and objectives;
• the transport vision, goals and strategies;
• a transport register;
• the context and relationship between the spatial
plans;
• economic and environmental strategies;
• public consultation inputs;
• a city-wide needs assessment;
• speci?c transport strategies (public transport, travel
demand management, freight logistics, asset man-
agement and maintenance, and other strategies);
• the overall projects programme; and
• the ?nancial and budgetary framework.
Current status
As per the formal categorisation and gazetting process
by the Provincial MEC for Transport and Public Works,
the City of Cape Town is a ‘Category A’ municipality in
terms of the National Land Transport Transition Act of
2000 and the formal Transport Planning Authority,
responsible for preparing a comprehensive integrated
transport plan.
The City ITP was approved by formal Council resolu-
tion on 26 November 2009, and granted subsequent
approval by the MEC for Transport and Public Works on
3 March 2010. The rail component of the ITP must be
approved by the National Department of Transport.
Next steps
In compliance with, and in terms of, the respective reg-
ulations, the present ITP is going through an annual
technical review process.
This was a key requirement as stipulated by the MEC
for Transport and Public Works, while this process is
expected to be concluded by June 2010.
Subsequent to that phase of the planning and prepa-
ration process, the City will be engaging in a total
review of the Integrated Transport Plan 2006-2011.
This will set the base and will follow through on the
next comprehensive ITP, based on current policy frame-
works and imperatives, to work toward a reworked and
reformulated plan, with particular focus areas.
Integrated Transport Plan
KEY CONCEPTS
• The ITP is the highest-
level transport policy
instrument and tool for
the identi?cation and
prioritisation of
transport policies and
programmes.
• The ITP focuses on
achieving an integrated
approach to all
transportation planning
in support of the City’s
IDP.
• The ITP has a ?ve-year
horizon, and is
reviewed annually.
• The ITP gives a
summary of the current
transport situation,
identi?es speci?c needs,
and assesses these with
a view to identifying
potential projects that
best address the overall
needs of the City.
76 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
terms of the Land Use Planning Ordinance (LUPO) and
by the Provincial Government (EMF component only) in
terms of the National Environmental Management Act
(NEMA) by the end of 2011.
On completion, the city-wide SDF and the SDPs will
inform the preparation of the annual IDP review as
well as the development of new IDPs.
• A draft Densi?cation Strategy has also been pre-
pared in support of the CTSDF strategies.
• A draft Development Edges: Urban and Coastal
Edges Policy has also been prepared.
The plans and policies of the SDF will:
• indicate the areas best suited to urban development,
the areas that should be protected, and the areas
where development may occur if it is sensitively
managed;
• provide investors with a clear idea of where they
should invest;
• guide public investment in infrastructure and social
facilities;
• be used to assess development applications submit-
ted by property developers; and
• guide changes in land use rights.
T
he Cape Town Spatial Development Framework
(CTSDF) was endorsed by Council on 30 March
2011, and is being submitted to the Provincial
Government of the Western Cape for approval in terms
of the Land Use Planning Ordinance (provincial plan-
ning legislation).
The CTSDF will replace a number of outdated spatial
plans and policies that have been used to inform land
use decisions to date. The CTSDF will guide the way
Cape Town should grow in the future, and contains the
following three key strategies:
• Planning for employment and improved access to
economic opportunities
• Managing growth and creating a balance between
urban growth and environmental protection
• Building an inclusive, integrated, vibrant city
Integrated district-level spatial development plans
(SDPs) and environmental management frameworks
(EMFs) are currently being ?nalised for Cape Town’s
eight functional planning districts, in line with, and
informed by, the city-wide SDF.
These plans will replace outdated regional plans, and
are due for completion and approval by Council in
Cape Town Spatial Development Framework
KEY CONCEPTS
• The CTSDF replaces
outdated spatial plans
and policies.
• The CTSDF will guide
the way Cape Town
should grow.
• It indicates the areas
best suited to urban
development, and the
areas that should be
protected.
• It deals with matters
such as densi?cation,
the urban edge, and the
protection of natural
and environmental
resources.
• The CTSDF has been
submitted for approval
by Province.
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 77
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he creation of Integrated Asset Management
Plans (IAMPs) is a requirement of both National
Treasury and the Department of Co-operative
Governance and Traditional Affairs. In some cases, such
as for electricity, water and sanitation services, it is also
a requirement of the sector departments.
The primary goal of IAMPs is to optimise asset con-
dition and the application of funds and resources by
systematically generating management information.
This information is used to decide when to acquire,
repair, maintain and retire assets, in order to provide
and sustain acceptable and affordable services. This
process is known as full life-cycle asset management.
Infrastructure Asset Management Project
An Infrastructure Asset Management Project was initi-
ated in 2008, after a decision to focus on the Utility
Services Directorate’s Electricity Services, Water & Sani-
tation, and Solid Waste Management departments.
A key recommendation from the project was to focus
advanced asset management plans on high-risk assets
(approximately 2% of total), which will require the
development of detailed Level 3 plans. The remainder
of assets could be managed using basic Level 1 plans.
The identi?ed high-risk asset groups are:
• the medium-voltage (MV) reticulation network and
infrastructure;
• wastewater treatment plants; and
• the Solid Waste compactor ?eet.
The project ended without being fully completed in
February 2010, when the budget was depleted. The
Utility Services Directorate, however, continued with
the data capture and database development, as well as
the development of ?rst stage IAMPs.
Current status
All Utility Services departments have prepared and for-
malised ?rst stage asset management plans (which
include replacement planning, i.e. capital works), and
are using these to some degree for maintenance.
This includes plans for the high-risk asset groups
identi?ed by the departments and agreed to by the
Executive Management Team. These groups include the
City’s wastewater treatment plants, the Solid Waste
compactor ?eet, and the medium-voltage assets.
Electricity Services has advanced beyond this stage,
and has an integrated ?nancial asset register and infra-
structure asset register for the medium-voltage assets
on the City’s SAP database system.
The SAP system is being developed to integrate dif-
ferent modules which will eventually allow seamless
asset and ?nancial maintenance.
The Roads Branch of the Transport, Roads & Major
Projects Directorate has a pavement management sys-
tem that is being enhanced, but that needs to be inte-
grated with SAP. Other departments in the Directorate
are developing plans and generating data.
Proposed corporate IAMP process
Given the experience gained, it will be appropriate to
extend the project to key departments where asset
costs are high and where there is a need to implement
a formalised asset management approach.
The directorates that should be included are:
• Housing (for rental stock);
• Corporate Services (?eet and facilities management);
• Property Management; and
• Community Services (Sport & Recreation).
Proposals for a corporate IAMP process have been put
to the EMT. The report proposes a draft asset manage-
ment strategy and roll-out plan with supporting poli-
cies that will result in the generation and completion
IAMPs for other Council departments as well.
This is a long-term process, considering that there
are more than 3 000 000 assets on the City’s books.
A Mayco strategic working group has been formed,
to develop principles for ?nalising the strategy and
plan for infrastructure and infrastructure development
planning, within the Medium-term Revenue and Expen-
diture Framework.
Infrastructure development planning must be linked
to development priorities derived from the City Devel-
opment Strategy and the Economic Development Strat-
egy, as well as the multi-year projects for the creation
of infrastructure, as identi?ed in the sector plans or
business plans of the infrastructure departments.
Infrastructure Asset Management Plan
KEY CONCEPTS
• The Integrated Asset
Management Plan
helps to optimise the
management and use
of infrastructure and
assets.
• An Infrastructure Asset
Management Project
was started in 2008,
and focused on Utility
Services.
• Asset groups identi?ed
as high-risk include the
medium-voltage
reticulation network
and infrastructure,
wastewater treatment
plants, and the Solid
Waste compactor ?eet.
• Proposals for a
corporate asset
management process
have been put to the
Executive Management
Team.
E
vents have become an important feature of
Cape Town, and the City is in the process of
developing a Major Events Strategy. This builds
on the existing Events Policy and Events Bylaw, and is
shaped by extensive practical experience.
As a local government, the City of Cape Town stages
many events across the metro area whenever new or
upgraded facilities and infrastructure, such as water
works or community halls, are opened.
These highlight and showcase service delivery.
Events are also used to launch campaigns or initiatives
in communities. There also are ceremonial events such
as the awarding of civic honours.
International events
Cape Town has attracted some major international
events, with large crowds of spectators and huge tele-
vision viewerships. Cape Town was a most successful
host city for the 2010 FIFA World Cup, hosting eight
matches, including a semi-?nal.
A total of 507 000 spectators attended these match-
es at the new multi-purpose Cape Town Stadium;
580 000 people walked the “fan walk” from the central
city to the stadium; 560 000 watched the entertain-
ment and live screening at the Fan Fest on the Grand
Parade, while 206 000 watched live screenings of World
Cup matches at four public viewing facilities across the
metro area.
Events such as these bene?t the economy, as thou-
sands of spectators, participants and support staff
spend money on car rental, accommodation, goods,
services and shopping.
Events create job opportunities for residents, volun-
teers, staging companies, informal traders, entertainers
and service providers. Events also create civic pride.
Major events can result in upgraded and new facili-
ties. Cape Town gained almost R13 billion in new and
upgraded infrastructure as a result of the World Cup.
These upgrades include the airport, Cape Town Station,
Hospital Bend and M5/Koeberg Road interchanges and,
of course, the new stadium.
There are several categories of events, such as sport
and outdoor events, arts, culture, heritage, entertain-
ment, community, endurance and adrenaline.
The convention market
Cape Town has an array of built event venues, includ-
ing the Cape Town International Convention Centre,
which is capable of hosting up to 10 000 delegates and
is now set to double its capacity.
There are also sport venues for various sports – from
rugby, cricket and soccer, to ice hockey, cycling and
gymnastics. There are many unique outdoor settings for
events, including beaches, Kirstenbosch Botanical Gar-
dens, Signal Hill and the Grand Parade.
Cape Town has a proud track record of successfully
hosting large international events. The Two Oceans
marathon attracts over 20 000 runners, the Cape Argus
Pick n Pay cycle tour attracts over 30 000 competitors
and the Cape Town International Jazz Festival more
than 30 000 spectators.
As a maritime city, Cape Town also attracts interna-
tional yacht racing (Cape to Rio, Volvo Ocean Racing).
In addition, World Cup events in rugby and cricket as
well as the Indian Premier League cricket and many
international rugby tests have been held in Cape Town.
Draft Events Strategy
KEY CONCEPTS
• Events bene?t the local
economy as thousands
of participants,
spectators, and support
staff spend money on
goods and services.
• Events create job
opportunities for
residents, volunteers,
staging companies,
informal traders,
entertainers and
service providers.
• Cape Town has an array
of built event venues,
including the Cape Town
International
Convention Centre
(CTICC).
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he Economic and Human Development Strategy
(EDS) is a ten-year strategy that sets the direc-
tion for the city’s economic development.
This direction is in?uenced by policies such as the
national New Growth Path (NGP), the City’s Integrated
Development Plan (IDP), City Development Strategy
(CDS) and Spatial Development Framework (SDF). The
EDS is also in?uenced by analytical research such as
the Global Competitiveness Study.
As the EDS is designed to give direction to the City’s
economic interventions, the strategy’s purpose is to:
• align the City’s economic development goals, strate-
gies and policies with national and provincial goals,
strategies and policies;
• provide a long-term vision of the desired state of
Cape Town’s economy;
• provide stakeholders with a reference point for mak-
ing long-term planning decisions;
• identify programmes that will allow Cape Town to
achieve its economic vision; and
• prioritise and co-ordinate the allocation of resources
to ensure that the programme’s targets are achieved.
The EDS focus
The strategy is a technical, practical plan that outlines
how the Strategy and Planning Directorate will allocate
its resources to create a vibrant, inclusive economy.
Given this tactical-analytical approach, the Directorate
analysed the natural, built, economic and social environ-
ment to identify interventions, such as the following:
Built environment
• Make it simpler, faster, cheaper and safer for individ-
uals to move around the city by reforming the
design of the transport system
• Campaign for a compact, mixed-use and public
transport-orientated city
• Promote densi?cation to curb urban sprawl
• Encourage access to affordable housing for the
urban poor in centrally located areas
Economic environment
• Promote knowledge-based industries and value-
added manufacturing activities
• Support the development of the informal sector as a
stepping stone into the formal economy
• Encourage the development of community
economies in the city’s marginalised areas
• Increase the city’s competitiveness by reducing the
cost of doing business
• Work with business and academic institutions to
form innovation networks that package innovation
into commercial products
• Address factors that strengthen supply chains, value
chains and links between ?rms, paying particular
attention to buyer-supplier relations, and knowledge
and learning capabilities
Social environment
• Use innovative technologies to improve people’s
access to basic services
• Draw on the City’s cultural diversity to create an
environment that promotes creativity and design
• In?uence the design of the Province’s education sys-
tem from Grade 0 to Grade 12 to foster entrepre-
neurship at a young age, and work with stakeholders
to improve the quality of education offered in town-
ship schools
• Collaborate with business and academic institutions
to turn knowledge into practical skills and business
acumen
Natural environment
• Reduce the city’s energy-intensive nature
• Encourage the growth of innovative green industries
• Curb the degradation of the City’s natural assets
An overview of the EDS’s six objectives
• Invest in Cape Town: Investment generates employ-
ment, encourages knowledge spill-overs, and
increases tax revenue. These factors contribute to
building productive capacity.
• Inclusive economies: Cape Town has huge persistent
social and economic inequalities that keep a large
section of its population living in poverty. Economic
interventions are required to create opportunities for
everyone to participate in the economy.
• Foster entrepreneurship: The City of Cape Town
should encourage ‘opportunity-driven’ entrepreneurs
as a strategy to reduce unemployment.
• Develop a green economy: An erratic supply of ener-
gy could derail economic development. This strategy
addresses the need to secure reliable energy, and
explores business opportunities in renewable energy.
• Support social cohesion: Reduce social ?ssures in
Cape Town, and also build new sources of cohesion,
through increasing a sense of belonging, and
strengthening institutions that affect divisions, such
as income, employment and capabilities.
• Develop a compact city: Explores the effect that the
city’s spatial form has on economic growth. The city’s
current spatial form produces a divided growth path,
which is inef?cient and unsustainable. One of the
goals of this strategy is to create a form that pro-
motes the ef?cient and equitable ?ow of resources.
Next steps
• A strategy workshop will be held with Mayco.
• The EDS will be updated to re?ect Mayco’s com-
ments.
• The EDS will be presented to the appropriate com-
mittees for approval.
Draft Economic and Human Development Strategy
KEY CONCEPTS
• The EDS is a ten-year
strategy that sets the
direction for the city’s
economic development.
• The EDS is in?uenced
by national policies, the
City’s strategies, and
the results of research.
• It is a practical plan
that outlines how the
City will allocate
resources to create a
vibrant, inclusive
economy.
• It deals with matters
such as transport,
densi?cation, affordable
housing, improved
education, development
of the informal sector,
innovation networks,
and more.
• The EDS seeks to
maximise Cape Town’s
economic strengths.
• A strategy workshop
regarding the EDS will
be held with Mayco.
80 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
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CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 81
Adjustment budget ? The formal means by which a
municipality may revise its budget during a ?nancial
year. Prescribed in Section 28 of the Municipal Finance
Management Act.
Allocations ? Money received from Province and
National Treasury
BEE – Black economic empowerment. A system to give
previously disadvantaged groups economic opportuni-
ties. It includes measures such as employment equity,
skills development, ownership, management, socio-eco-
nomic development and preferential procurement.
Budget ? The City’s annual ?nancial plan
Budget-related policy – Policy affecting, or affected
by, the budget. Examples include tariff policy, rates pol-
icy, and credit control and debt policy.
Budget Steering Committee – Committee estab-
lished to provide technical assistance to the Mayor in
discharging the responsibilities set out in Section 53 of
the Municipal Finance Management Act
Capital expenditure ? Spending on assets such as
land, buildings and infrastructure. Any capital expendi-
ture must be re?ected as an asset on a municipality’s
balance sheet.
Cash ?ow statement ? A statement showing when
actual cash will be received and spent by the City, and
the month-end balances of cash and short-term invest-
ments.
CBD – The central business district
CCTV – Closed-circuit television
CID – A city improvement district. A de?ned area in
which the majority of property owners determine and
agree to fund supplementary and complementary serv-
ices in addition to those normally provided by the City.
CIDs are Section 21 companies (non-pro?t entities)
managed by a member-elected board and operated by
a board-appointed management team. Similar to spe-
cial rating areas.
CMTF – Cape Metropolitan Transport Fund
Convenco – The Cape Town Convention Centre Com-
pany (Pty) Ltd. Owns the CTICC. The City of Cape Town
has a 50,2% shareholding. The other shareholders are
the Provincial Government and Sunwest International.
CPI ? Consumer price index. An index of the cost of
goods and services to a typical customer, which
describes the rate of in?ation.
CPIX ? Consumer price index, excluding mortgage
costs
CRU – Community residential unit
CTCHC – Cape Town Community Housing Company
CTICC – Cape Town International Convention Centre
DMTN – Domestic medium-term note, the City’s
municipal bond programme, which provides capital
funding
DORA ? Division of Revenue Act, the legislation that
speci?es the annual allocations from National Govern-
ment authorities
DORB ? Division of Revenue Bill. Legislation tabled in
Parliament, but not yet enacted, which shows the
annual allocations from National Government to local
authorities
ECD – Early childhood development. The formal teach-
ing and care of young children by people other than
their family,or in settings outside the home.
EMT – The City’s Executive Management Team, com-
prising the City Manager, the executive directors and
Chief Audit Executive. The EMT reports to the City Man-
ager.
EPWP – Expanded Public Works Programme. A Nation-
al Government programme aimed at providing poverty
relief and skills transfer for unemployed persons
through temporary work.
Equitable share ? A general grant paid to municipali-
ties, predominantly aimed at assisting municipalities
with covering the costs of free basic services.
FBS – Free basic service. Provision of a de?ned supply
of electricity, water, sanitation and refuse removal at no
charge to the resident.
FC&D – Finance charges and depreciation.
GDFI ? Gross domestic ?xed investment. The value of
new or existing ?xed assets owned by the business
sector, governments and households.
GFS ? Government ?nance statistics. An internationally
recognised classi?cation system that facilitates compar-
isons between municipalities.
GIA – Grants-in-aid. Money granted by the City or
other arms of government to a social or NGO pro-
gramme.
GV – General valuation. A general property valuation is
conducted at least once every four years to ensure that
the rates charged on properties are fair and re?ect cur-
rent values. This is a requirement in terms of the Local
Government: Municipal Property Rates Act of 2004.
IBT – Inclining block tariff. A pricing structure for utility
services, whereby the unit price increases above certain
consumption levels. A well-designed inclining block tar-
iff reduces bills for low-use consumers, keeps bills
unchanged for average-use consumers, and increases
bills for high-use consumers.
IDP ? The ?ve-year Integrated Development Plan. The
City’s main strategic planning document, which is
revised every year.
IRT – Integrated rapid transit. The MyCiTi bus-based
passenger transport system, which uses dedicated bus
lanes and is integrated with other transport and NMT
systems.
IWM – Integrated waste management
KPI ? Key performance indicators. Measures of service
output and/or outcomes.
LED – 1. Local economic development. 2. Light emit-
ting diode, which is an energy-ef?cient, long-life light.
Glossary of terms
82 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
Mayco ? Mayoral Committee
MFMA ? Municipal Finance Management Act (Act No
53 of 2003). The principal piece of legislation relating
to municipal ?nancial management.
MIG – Municipal infrastructure grant. Transfers from
National Treasury and/or Province for the purpose of
building infrastructure.
MOA – Memorandum of agreement
MPRA – Local Government: Municipal Property Rates
Act (Act 6 of 2004)
MTREF ? Medium-term Revenue and Expenditure
Framework. The MTREF effectively represents a munici-
pality’s medium-term ?nancial plan. It is an annual,
rolling, three-year expenditure plan that sets out antici-
pated revenue and projected expenditure for the budg-
et year, plus two outer ?nancial years.
MYPD – Multi-year price determination. System of
scheduled rate increases over a number of years, gener-
ally for bulk services such as Eskom.
NEMA – National Environmental Management Act
NEMWA – National Environmental Management:
Waste Act of 2008
NERSA – National Energy Regulator of South Africa.
Regulates the electricity, piped-gas and petroleum
pipeline industries.
NGO – A non-governmental organisation
NMT – Non-motorised transport, such as cycle and
pedestrian facilities
NWMSI – National Waste Management Strategy imple-
mentation
Operating expenditure ? Spending on the day-to-day
expenses of a municipality such as general expenses,
salaries and wages, and repairs and maintenance
OPM – Organisational performance management
PHDB – Provincial Housing Development Board
PHP – People’s Housing Process
PPE – Property, plant and equipment
PPP – Public/private partnership. A government service
that is funded and operated through a partnership of
government and one or more private-sector companies
PPU – Public Participation Unit
Province – The Provincial Government of the Western
Cape
PTI – public transport interchange
PTIF – Public Transport Infrastructure Fund
Rates ? A local government tax based on assessed val-
uation of a property. Also called property rates.
R&M – repairs and maintenance
RSC – Regional Services Council
SALGBC – South African Local Government Bargaining
Council. Forum for determining salaries and wages in
the local government sector.
SCM – supply chain management
SDA – service delivery agreement
SDBIP ? Service Delivery Budget Implementation Plan.
A detailed plan comprising quarterly performance tar-
gets and monthly Budget estimates.
SETA – Sectoral Education and Training Authority
SFA – strategic focus area. The main priorities of the
City, as set out in the IDP. Budgeted spending must
contribute towards achieving these strategic objectives
SMME – small, medium and micro-sized enterprise
SOHCO – Social Housing Company
SRA – special rating area; similar to CID
Subcouncils – administrative areas into which the
City’s metropolitan area is divided, each of which is
made up of a number of wards. There are a total of 110
wards, each of which is represented by a councillor. A
ward, in turn, is made up of a number of suburbs.
TMA ? Total Municipal Account
UISP – Upgrade of Informal Settlements Programme
Virement – the process of reallocating money within
various subdivisions of a vote
Vote – one of the main segments into which a budget
is divided, usually at directorate level
WDV – written-down value
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doc_868576856.pdf
During this such a illustration in regard to city of cape town council overview.
City of Cape Town
Council Overview
A comprehensive guide to Council’s structures, finance,
governance, directorates and planning
June 2011
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CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 1
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T
his handbook introduces the City of Cape Town.
It provides important orientation information
regarding the municipality, its ?nances, service
delivery and capital programmes, and key issues that
will be addressed by the new Council.
The City is a large, complex and diversi?ed organisa-
tion, with a proposed 2011/12 budget of R27,1 billion,
which is inclusive of the operating budget of R22 bil-
lion. The City has more than 220 councillors and 25 000
staff serving 3,7 million residents across a sprawling
and diverse metro of 2 500 square kilometres.
The Administration delivers services such as water,
electricity, waste removal, sanitation, new infrastruc-
ture, roads, public spaces, facilities, housing develop-
ments, the upgrade of informal settlements and exist-
ing infrastructure, clinics, and more.
This city relies heavily on the team work between its
elected councillors and the staff in its Administration,
and understanding the City’s role and how it works is
essential in contributing to successful service delivery.
Councillors and political of?ce bearers bring external
knowledge, experience, and an understanding of the
needs of their ward and communities to the City.
The policy decisions and resolutions of Council guide
the staff and provide them with the mandate to deliver
services.
Effective service delivery requires an Administration
with institutional knowledge, expertise, experience,
?nancial sustainability, a ‘can do’ attitude and good
governance measures.
A city that runs smoothly contributes to economic
growth and job opportunities by attracting businesses
and investments, and here Cape Town has notched up
major achievements. It successfully hosted the FIFA
2010 Soccer World Cup – and gained more than R13
billion’s worth of new infrastructure in doing so – and
is recognised as Africa’s leading tourism, investment
and lifestyle destination.
However, despite the successes signi?cant chal-
lenges, gaps and needs remain. There is no room for
complacency, and a partnership approach between the
Council and the Administration is essential.
This is based on different, clear roles and responsibil-
ities, a system of delegated authority, an onerous legal
and ?nancial framework. It also requires mutual
respect for each others’ objectives and deliverables.
Stable local government where there is continuity,
sharing of institutional and external knowledge, joint
objectives and efforts – all vital for service delivery to
all residents.
I trust that this publication will give every councillor,
of?ce bearer, role-player and stakeholder valuable
information, context and insight into a city we are
immensely proud of.
Achmat Ebrahim
City Manager
Foreword
Contents
Overview of the City of Cape Town
4 A brief history of the City
5 Demographic and socio-economic overview
Political and administrative structures
The City of Cape Town is a metropolitan municipality that employs more than 25 000 staff, who serve 3,7 million
residents across a 2 400 km
2
area. Cape Town is governed by a 221-member city council, which elects the Execu-
tive Mayor, Deputy Mayor and Speaker. The City administration is led by the City Manager, supported by an Execu-
tive Management Team.
10 Overview of political governance structures
13 Overview of the City administration
14 The City’s staff complement
Finance and budget
In the coming ?nancial year, the City will spend R27,1 billion on providing services for its residents, and investing
in its long-term strategy of infrastructure-led growth and development. The City’s functions, service delivery and
growth are not possible without effective revenue collection and expenditure, excellent ?nancial management and
reporting, and viable and sustainable budgeting.
Governance
The City of Cape Town is funded by public money, and is therefore expected to exercise the highest levels of corpo-
rate governance. This goes far beyond compliance with the extensive and comprehensive legislation – the City’s
governance systems are designed to meet or exceed the highest professional standards and recommendations.
The City’s directorates
The City’s service delivery sectors are divided into 12 directorates, each with focused and clear roles and responsi-
bilities. They provide organisational support, services and infrastructure to residents across the metro. Each is
responsible for its own planning and budget in accordance with the City’s overall strategy.
Plans, frameworks and strategies
In order to meet the needs of its residents and provide a foundation for growth and development, the City has
developed several important plans, frameworks and strategies. These range from the ?ve-year Integrated
Development Plan (IDP) to strategies for improving transport. Some of these have been approved, and others are
being developed for submission to appropriate Council forums.
Glossary
17
21
25
69
81
9
3
27 Of?ce of the City Manager
29 Internal Audit
31 Community Services
35 Corporate Services
39 Economic, Social Development & Tourism
43 Finance
47 Health
49 Housing
53 Safety & Security
57 Strategy & Planning
61 Transport, Roads & Major Projects
65 Utility Services
70 Integrated Development Plan
71 Service Delivery and Budget Implementation Plan
72 Annual and quarterly reporting
73 Local Government Turnaround Strategy
74 City Development Strategy
75 Integrated Transport Plan
76 Cape Town Spatial Development Framework
77 Infrastructure Asset Management Plan
78 Draft Events Strategy
79 Draft Economic and Human Development Strategy
The content of the report is as at the end of the term of of?ce of the previous Council and administration.
Produced by the Communication Department of the City of Cape Town.
Editing, design and production: The Creative Store. Photographs: Bruce Sutherland and Jéan du Plessis. Printing: Frantic Digital
2 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 3
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Overview of the City of Cape Town
The City of Cape Town, as a metro municipality, is just ten years old, but as South
Africa’s oldest city, it has a municipal governance and service delivery heritage that
dates back more than 300 years.
Council is responsible for continuing and strengthening this proud tradition, and
delivering the best infrastructure, services and economic opportunities to Cape
Town’s 3,7 million residents.
In this section
A brief history of the City
Demographics and socio-economic overview
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he City of Cape Town as the municipal enti-
ty of today is just over ten years old. How-
ever, the Mother City has the oldest munici-
pal structure in the country, going back to
its ?rst Council meeting held on 8 April
1652 – on a sailing ship anchored in Table Bay.
Three days before, Jan van Riebeeck and a party of
around 200 men and women had arrived to set up a
replenishment station for the Dutch East India Compa-
ny – Vereenigde Oost-Indische Compagnie (VOC).
This ‘council of policy’ meeting, to decide on the lay-
out and construction schedule for a vegetable garden,
settlement and a fort was held on board the Drome-
daris, as there were not yet structures on land.
From company settlement to colony
The VOC administered the settlement as a business, not
as a civic entity. Residents did, over time, acquire
increasing representation on the council of policy, and
on the councils that managed public safety and
hygiene. However, the VOC’s fortunes eventually faded,
and the Company collapsed in 1798. Administratively,
Cape Town became a Dutch colony.
The Cape’s position on the trade route to the East
Indies made it strategically and economically important,
and it changed hands several times. British forces cap-
tured Cape Town in 1795, but it was returned to the
Netherlands by treaty in 1803.
Cape Town, by then a possession of the Batavian
Republic and managed by a governor and an executive
council of four salaried of?cials, was granted the status
of a town, complete with a coat of arms.
Britain occupied the Cape again in 1806 following the
Battle of Blaauwberg, and in 1814, the Cape was ceded
to Britain, and became the capital of the newly formed
Cape Colony. To manage the new administrative capital,
a legislative council was formed in 1834.
The municipal era
This was followed, in 1838, by the creation of a munici-
pality covering Green Point and Sea Point. On 3 March
1840, the Cape Town Municipality was established, to
administer a town with a population of 20 016 people.
The Board of Commissioners and Wardmasters was
formed to shape regulations for the town, regulate
income and expenditure, and set property rates.
In the following year, the villages of Mowbray, Ron-
debosch, Claremont and Wynberg combined to form
the Liesbeek Municipality. In 1886, however, Wynberg
broke away, followed shortly afterward by Claremont,
and, in 1890, by Mowbray and Rondebosch.
In 1867, the Cape Town Municipality Amendment
Act, granting full municipal government, was enacted
by the Cape Colonial Parliament. It made provision for
18 town councillors and a mayor.
By 1900, there were 11 local authorities – the munic-
ipalities of Cape Town, Claremont, Green Point and Sea
Point, Kalk Bay, Maitland, Mowbray, Rondebosch,
Simon’s Town, Woodstock and Wynberg, and the Cape
Rural Council, which administered non-municipal areas.
But by 1910, it had become apparent that having
many small municipalities was inef?cient. There was a
duplication of resources and skills, and there was a big-
ger problem – an acute water shortage. Individually,
the municipalities could not afford to build their own
dams, and the logical solution was to pool resources.
The ?rst ‘unicity’
In 1912, in the face of severe water restrictions, a
municipal union conference was held, and the outcome
was that, in September 1913, the eight municipalities
of Cape Town, Claremont, Green Point and Sea Point,
Kalk Bay, Maitland, Mowbray, Rondebosch and Wood-
stock combined into the City of Cape Town. Wynberg
remained a separate municipality until 1927, when
water shortages forced it to join Cape Town.
As the city’s population increased, many surrounding
suburbs and villages grew into municipalities. Fish
Hoek was incorporated in 1940, and by 1945, the end
of World War II, four new municipalities – Bellville, Dur-
banville, Goodwood and Parow – were formed.
Pinelands became a municipality in 1948, and Milner-
ton one in 1955. Eventually, Greater Cape Town had 39
local authorities and 19 administrations.
After the 1994 elections, municipal government
underwent a complete overhaul. This was driven by the
desire to do away with racially based entities, and also
because many of the thousands of local authorities
around the country were too small to be effective.
From 58, to seven, to one
On the eve of the 1996 local government elections, the
58 entities that made up metropolitan Cape Town were
combined into seven – the municipalities of Blaauwberg,
Cape Town, Helderberg, Oostenberg, South Peninsula,
Tygerberg and the umbrella Cape Metropolitan Council.
The City of Cape Town itself came into being at mid-
night on 4 December 2000, when these seven entities
were merged into the Cape Town ‘Unicity’.
At the same time across the country, 283 other munici-
pal councils (another ?ve metropolitan councils, 231 local
councils and 47 district councils) were also established.
The new Unicity had more than 27 000 staff and a
budget of R8,9 billion (a capital budget of R2,1 billion
and an operating budget of R6,8 billion).
At a practical level, there was the huge challenge of
merging staff, functions, systems, infrastructure and
equipment from the seven administrations into one entity.
Just over a decade later, the City now has a staff com-
plement of just over 25 000 employees, and a budget of
R27,1 billion (a capital budget of R5,070 billion and an
operating budget of R22,1 billion).
A brief history of the City
The Kaapstad seal – the
oldest civic coat of arms
in South Africa – which
was granted by the Com-
missioner-General of the
Batavian Republic, AJ de
Mist, in June 1804.
KEY DATES
• The ?rst Council
meeting was held on
8 April 1652 – on a
sailing ship.
• A legislative council
was formed in 1834.
• In 1838, the ?rst
municipality, covering
Green Point and Sea
Point, was formed.
• The Cape Town
Municipality was
established in 1840.
• In 1900, there were 11
local authorities, but by
1913, eight of these
merged into Cape
Town.
• By 1994, Greater Cape
Town had 39 local
authorities and 19
administrations.
• In 1996, these 58
entities were merged
into seven.
• These seven entities
were merged into the
City of Cape Town on
4 December 2000.
4 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 5
T
he Mother City is South Africa’s oldest city,
its second-most populous and, with an area
of 2 455 km
2
, its largest. It is the legislative
capital of South Africa, the administrative
and economic centre of the Western Cape
Province, and Africa’s third-biggest economic hub.
It produces 10,58% of South Africa’s gross domestic
product (GDP) and accounts for more than 71% of the
Western Cape’s economic activity. The city has a diversi-
?ed economy, and the three biggest sectors are:
• ?nance, insurance, property and business services;
• manufacturing; and
• wholesale and retail trade, catering and accommo-
dation – much of this tourism-driven.
Cape Town is Africa’s most-visited tourist destina-
tion, and the recipient of numerous travel and destina-
tion awards. Tourism, conferences and conventions pro-
vide almost 10% of the province’s GDP, and these
activities are an important driver of economic growth.
Population
Like other South African metros, Cape Town is charac-
terised by a growing population, with an estimated
annual growth rate of 3%. The population of Cape
Town was estimated to be 3,7 million in 2010. When
determining the projected population growth, birth
rates, death rates, migration and the incidence of
HIV/Aids are taken into account.
KEY FACTS
• In 2010, Cape Town’s
population was
estimated to be 3,7
million.
• The annual growth rate
is 3%.
• The population could
increase to 4,3 million
over the next 20 years.
• Half of the people of
Cape Town are younger
than 26 years.
• In 2010, the estimated
number of households
was 1 060 964.
• This is projected to
increase to 1,45 million
by 2019.
• 72,5% of households
live in formal
dwellings, 17,1% live
in informal dwellings,
and 10,4% are
‘backyarders’.
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Demographic and socio-economic overview
1. POPULATION TRENDS AND PROJECTIONS
2,4
2,6
2,8
3,0
3,2
3,4
3,6
3,8
4,0
4,2
4,4
4,6
4,8
5,0
5,2
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1996 2001 2006 2011 2016 2021 2026 2031
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High growth projection
Medium growth projection
Actual population (trend)
Actual population (measured)
6 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
As migration into Cape Town from rural areas and
other provinces is the most uncertain of all the vari-
ables, the population growth was projected using a
low, medium and high migration rate.
Based on current and recent population data, the
medium projection rates from a study in 2000 (by Pro-
fessor Rob Dorrington of the University of Cape Town)
give the best estimate of what the projected popula-
tion of the city could be in 20 years’ time, and are cur-
rently the agreed ?gures used for future planning.
By 2031, the population of Cape Town is projected
to grow to at least 4,3 million.
Cape Town’s population is relatively young, with
28,3% of the population younger than 15 years, and
5,2% older than 64 years in 2009. The median age of
the population is 26 – in other words, half of the peo-
ple of Cape Town are younger than 26.
Households and dwellings
The number of households in the city is growing at a
faster rate than the population. In 2010, the estimated
number of households in Cape Town was 1 060 964,
and this number is projected to increase to 1,45 million
by 2019.
The average household size for all households in
Cape Town has, however, declined from 3,92 people per
household in 1996 to 3,72 in 2001. This places addi-
tional demand on the provision of housing, as there are
an increasing number of households needing shelter.
Formal and informal
A formal dwelling is de?ned as a structure built accord-
ing to approved plans, such as a house on a separate
stand, ?at or apartment, townhouse, or ?atlet.
An informal dwelling is de?ned as a makeshift struc-
ture not erected according to approved architectural
plans, for example shacks or shanties in informal settle-
ments or in backyards (Statistics SA).
The percentage of households living in formal
dwellings has declined from 79,3% in 1996 to 71,6%
in 2007. The percentage of households living in infor-
mal dwellings in settlements has declined from 15,9%
in 1996 to 12,2 % in 2007, while households in infor-
mal dwellings in yards have increased from 3,3% to
10,7% over the same period.
The number of households living in informal
dwellings has been increasing signi?cantly, and was
estimated to be 291 826 in 2010. Projections indicate
that this trend will continue, unless innovative ways to
signi?cantly increase the delivery of low-cost housing
are found. The number of households living in informal
dwellings is estimated to grow to 417 213 by 2019.
Access to services
The information below is derived from the Statistics SA
2009 General Household Survey and is not a direct
measure of possible backlogs in service delivery by the
different services. City services are not delivered to
households as such, but to erven (properties) in the for-
mal areas, and to service points in other areas.
In 2009, 89,7% of all households were connected to
mains electricity supply, with 53,7% of these house-
holds being supplied by the City of Cape Town. In some
of the northern and eastern parts of the Cape Town
municipal area, electricity is supplied by Eskom.
Refuse was removed from 95,0% of all households
in 2009, either by the City of Cape Town or by busi-
nesses contracted for this service by the City, and 3,6%
used a communal refuse dump or communal container.
A total of 93,2% of households had access to a toi-
let connected to the public sewer system in 2009.
Another 0,8% had access to a ?ush toilet connected to
a septic tank, a chemical toilet or a ventilated pit toilet,
all of which are considered by national standards to be
acceptable as a basic level of service.
Of all households having adequate toilet facilities,
91,4% of these facilities are on their property, being
either in their dwelling or in their yard, 2,4% are less
than 200 m from their dwelling, and 0,1% are more
than 200 m from their dwelling.
In 2009, 99,6% of all households had access to
piped water, with 76,7% having piped water in their
2. HOUSEHOLDS BY TYPE OF DWELLING
Dwelling type 1996 2001 2005 2006 2007
Formal dwelling 79,28% 78,83% 76,76% 75,50% 71,63%
Informal dwelling in yard 3,34% 4,34% 5,89% 8,74% 10,67%
Informal dwelling in settlement 15,87% 14,50% 12,62% 12,57% 12,24%
Other (e.g. caravan, tent, traditional) 0,66% 2,33% 4,01% 3,19% 5,01%
Unspeci?ed 0,85% – 0,72% – 0,45%
Source: Statistics South Africa – 1996 Census, 2001 Census and General Household Surveys
3. ECONOMIC AND EDUCATION INDICATORS
1996
†
2001
†
2009
‡
Annual income threshold R12 000 R19 300 R42 000
Households with income below annual threshold 24,66% 39,00% 34,63%
Adults (20+) with highest quali?cation lower than Grade 12 67,07% 62,03% 49,88%
Economically active unemployed 19,55% 29,38% 24,15%
Labour force in unskilled occupations 22,85% 21,46% 19,91%
Sources:
†
Statistics South Africa – 1996 Census, 2001 Census,
‡
City of Cape Town
KEY FACTS
• Average household size
declined from 3,92 to
3,72 members.
• The percentage of
households living in
formal dwellings has
declined from 79,3% to
71,6%.
• Those households in
informal dwellings in
yards have increased
from 3,3% to 10,7%.
An estimated 291 826
households live in
informal dwellings.
• This number is
projected to grow to
417 213 by 2019.
• 89,7% of households
are connected to an
electricity supply.
• Refuse is removed from
95,0% of households.
• In 2009, 93,2% of
households had access
to a toilet connected to
the public sewer
system.
• 1,8% of households
have no access to toilet
facilities, 3,7% use a
bucket toilet, and 0,2%
a pit toilet without
ventilation.
• In 2009, 99,6% of all
households had access
to piped water.
• 48,3% of adults have a
Grade 12 or higher
level of education.
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 7
dwelling and 14,7% in their yard. Public taps were
used by 7,4% of all households, and 0,8% used a
neighbour’s tap. Only 0,3% of all households rely on
access to piped water that is more than 200 m from
their dwelling.
Socio-economic indicators
The percentage of adults whose highest quali?cation is
less than Grade 12, and the percentage of the labour
force in unskilled occupations, have declined since
1996. Unemployment rose sharply in 2001, but has
shown some decline since.
There has been an increase in the percentage of
households earning less than the income threshold
since 1996. The income threshold is currently R3 500
per household per month.
Education
Encouragingly, there is an increasing number of adults
who have at least Grade 12 as their highest level of
education. In 2009, 48,3% of adults in Cape Town had
a Grade 12 or higher level of education, with just 1,4%
having had no formal education.
However, access to tertiary education is still a chal-
lenge for many. Having a higher level of education
increases the likelihood of ?nding employment, and
this, in turn, will help reduce the unemployment rate.
In 2009, of the population aged 15 years and older,
1,3% were totally illiterate and 7,2% were functionally
illiterate. Only 42,2% of children under the age of ?ve
years were exposed to early childhood development
(ECD) activities, but 96,5% of those aged 5 to 14 years
were attending an educational institution.
Income and unemployment
Household income is one of the indicators of poverty.
Of all households in Cape Town, 34,6% have a monthly
income of less than R3 500 (Statistics SA, 2009).
Unemployed persons are de?ned by Statistics SA as
those aged between 15 to 64 years who:
• were not employed at the time of the survey;
• actively looked for work;
• had tried to start a business in the four weeks pre-
ceding the survey; and
• were available for work, i.e. would have been able to
start work or a business in the week of the survey.
Unemployment in Cape Town was at its highest
(29,2%) in 2001; declined to 15,1% in 2006, and rose
again to 25,82% in 2010, the highest rate since 2001.
Cape Town needs to create an environment that will
both enable and encourage economic growth in the
region. This, in turn, will result in the creation of more
job opportunities, and will lead to reduced levels of
unemployment.
Health indicators
Cape Town’s infant mortality rate – the number of
deaths of children under the age of 1 out of every
1 000 live births – has shown a signi?cant decline,
from 25,16 in 2003 to 20,76 in 2009.
However, the incidence of HIV in Cape Town has
increased from 17,0% in 2005 to 18,2% in 2009 (see
Table 5). This is higher than that for the Western Cape
as a whole, which was at 16,8%, but is signi?cantly P
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5. HEALTH INDICATORS
2003 2004 2005 2006 2007 2008 2009
Infant mortality rate 25,16% 23,74% 22,28% 21,40% 20,28% 19,78% 20,76%
Incidence of HIV – – 17,0% 18,2% 17,6% 18,3% 18,2%
ART-dispensing facilities – – – 28 35 44 50
People registered for ART – – – 17 646 25 544 37 355 52 141
Source: Health Department, City of Cape Town and the Western Cape Department of Health
4. UNEMPLOYMENT TRENDS
0%
10%
20%
30%
40%
50%
60%
1996 2001 2005 2006 2007 2008 2009 2010
Black Africans
Coloureds
Whites
Total
KEY FACTS
• Of those aged 15 and
older, 1,3% were
totally illiterate and
7,2% were functionally
illiterate in 2009.
• 42,2% of children
under the age of 5
were exposed to early
childhood development
(ECD) activities in
2009.
• 96,5% of those aged 5
to 14 attend an
educational institution.
• The unemployment
rate in 2010 was
25,82%, the highest
since 2001.
• The incidence of HIV
has increased from
17,0% in 2005 to
18,2% in 2009.
• 52 141 people with HIV
are registered for
antiretroviral treatment
(ART).
• The overall crime rate
has shown a decline –
the murder rate has
decreased, but drug-
related and commercial
crimes are on the
increase.
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lower than that for South Africa overall, where the inci-
dence was at 29,4% in 2009.
The number of people with HIV registered for anti-
retroviral treatment (ART) has increased from 17 646 in
December 2006 to 52 141 in December 2009. In the
same period, the number of facilities dispensing ART
has increased from 28 to 50. These ?gures do not
include treatment at private facilities.
Crime
The overall crime rate (measured by reported crime)
has shown a decline in Cape Town from 9 513 per
100 000 in 2003/4 to 8 032 in 2009/10. The incidence
of murder is showing a decreasing trend, but is still
high, with 1 521 murders reported in 2009/10.
Commercial crime is showing an increasing trend,
with 9 280 commercial crimes reported in 2009/10, and
drug-related crime has shown a dramatic increase, with
39 175 reported cases in 2009/10, an increase of more
than 300% since 2003/4.
Although the overall crime rate has shown a decline
in Cape Town, the level of crime and its associated
social and psychological consequences continue to be
an area of concern.
Of particular concern is the dramatic increase in
drug-related crime. As high levels of crime can nega-
tively affect the economy in the city, this, in turn, can
lead to rising poverty.
The way forward
To meet the current and future needs of its residents,
the City has formulated strategies and policies to guide
development and growth. Central to these is the Inte-
grated Development Plan (IDP), which is a ?ve-year
plan, revised every year, informing the City’s policy and
budget decisions. The incoming Council is required to
revise the IDP for its term of of?ce.
The IDP is, in turn, shaped by policies relating to spa-
tial development, transport, housing, social develop-
ment, economic growth, environmental stewardship,
and more.
• Information on the IDP and associated strategies
and policies can be found in the “Plans, frameworks
and strategies” section on page 68.
8 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
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Political and administrative
structures
The City of Cape Town is a metropolitan municipality that employs more than
25 000 staff, who serve 3,7 million residents across a 2 400 km
2
area.
Cape Town is governed by a 221-member City Council, which elects the Executive
Mayor, Deputy Mayor and Speaker. The City administration is led by the City
Manager, supported by an Executive Management Team.
In this section
Overview of the political governance structures
Overview of the City administration
The City’s staff complement
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 9
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The Speaker
The Speaker is the chairperson of Council and presides
over Council meetings. He or she is responsible for
managing community participation in local govern-
ment, particularly through the ward forums, by ensur-
ing they function effectively. The Speaker is elected by
Council.
The Executive Mayor
The Mayor is the head of local government in Cape
Town. He or she is elected by Council every ?ve years
and has statutory powers and functions.
The mayor identi?es the needs of the municipality,
and recommends to Council ways and means for the
realisation of those needs by means of the Integrated
Development Plan and budget.
He or she monitors the administration, reviews the
performance of the municipality and oversees service
delivery.
The Executive Mayoral Committee
The Mayoral Committee (Mayco) exercises the powers,
functions and duties designated to it by Council and
delegated by the Executive Mayor. Designated powers,
functions and duties are performed and exercised by
the Executive Mayor together with the members of the
committee. Members are appointed to Mayco by the
Executive Mayor.
Mayco members held the following portfolios before
the local government elections:
• Community Services
• Corporate Services and Human Resources
• Economic Development and Tourism
C
ape Town is a metropolitan municipality,
governed by a city council. Council is both
a legislative and ad executive body, and the
Constitution empowers Council to make
decisions concerning the exercise of all the
powers and the performance of all the functions of the
municipality.
The governance structure
The diagram below shows the political governance
arrangements in place before the 2011 local govern-
ment elections, established in terms of the relevant sec-
tions of the Municipal Systems Act. The following politi-
cal structures are provided for:
Council
Council is the legislative and executive body responsi-
ble for governing Cape Town. Following the 2011 local
government elections the size of Council increased
from 210 to 221 councillors – 111 ward councillors and
110 proportional (party list) councillors.
Council elects the Executive Mayor, the Executive
Deputy Mayor, the Speaker and the chairs of Section 79
Committees, and appoints the City Manager, the Chief
Whip, and the Section 57 managers.
Some of Council’s many functions include: the devel-
opment and implementation of bylaws, the Integrated
Development Plan, tariffs for rates and services and the
budget, and service-level agreements.
Council also debates local government issues and
rati?es or rejects proposals, and disposes of capital
assets. Decisions taken by Council are implemented by
the City’s Executive Management Team (EMT).
Overview of political governance structures
Subcouncils
Wards
• Homeless Agency
Committee
• Rules Committee
• Standing Committee on
Public Accounts (SCOPA)
• Spatial Planning,
Environment and Land
Use Management
Committee (SPELUM)
SECTION 79
Audit Committee
SECTION 166
Ad hoc committees
• City Development Strategy
• Delegations Task Team
• Informal Settlements
SA Police Service Act
Civilian Oversight Committee
• Community Services
• Corporate Services
• Economic Development & Tourism
• Finance
• Health
• Housing
• Planning & Environment
• Safety & Security
• Social Development
• Transport, Roads & Major Projects
• Utility Services
SECTION 79 PORTFOLIO COMMITTEES
SECTION 62
Planning and General
Appeals Committee
Council
Executive Mayor
Mayoral Committee
Speaker
SCHEDULE 1
Disciplinary Committee
Energy Committee
SECTION 80 COMMITTEES
THE CITY’S POLITICAL STRUCTURES
10 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
programmes undertaken by the City in this regard are
properly implemented, and stay on track.
Rules Committee
The Rules Committee is concerned with the rules of
procedure of Council and its committees. These rules
are intended to allow for orderly debate by as many
councillors or members as is possible within reasonable
time constraints.
Spatial Planning, Environment and Land Use Man-
agement Committee (SPELUM)
The terms of reference of this committee relate to spa-
tial planning, town planning, the environment and
related matters. The committee considers land use and
zoning applications, and does so in the broader context
of environmental and heritage impacts.
Standing Committee on Public Accounts (SCOPA)
SCOPA is the mechanism through which Council exer-
cises oversight over the expenditure of public money.
As far as ?nancial management is concerned, SCOPA
enables Council to ful?l its constitutional obligation to
scrutinise and oversee executive action, by holding the
accounting of?cer and councillors accountable for their
spending of ratepayers’ money and their stewardship
over public assets in order to ensure regular, economi-
cal, ef?cient and effective local government spending.
SCOPA conducts its affairs in a non-party political
manner so as to maximise the effectiveness of its work.
The committee ensures that the City’s oversight report,
as envisaged in Section 129 of the Municipal Finance
Management Act (MFMA), is prepared for adoption by
Council, and investigates and advises Council in respect
of unauthorised, irregular or fruitless and wasteful
expenditure in terms of Section 32(2) of the MFMA.
Section 80 Committees
Council appoints section 80 committees to assist either
an executive mayor or an executive committee when
necessary, to assist with the ef?cient performance of
• Finance
• Health
• Housing
• Planning and Environment
• Safety and Security
• Social Development
• Transport, Roads and Major Projects
• Utility Services
Committees of Council
A municipal council may in terms of the Structures Act
appoint committees to:
• exercise any of its functions or obligations (section
79 committees)
• assist the executive mayor (section 80 committees).
Section 79 committees
Council appointed 11 portfolio committees and their
terms of reference included policy formulation and
implementation within their speci?c functional areas.
Portfolio committees are chaired by councillors, who
are appointed by full Council. The following portfolio
committees existed before the 2011 local government
elections:
• Community Services
• Corporate Services and Human Resources
• Economic Development and Tourism
• Finance
• Health
• Housing
• Planning and Environment
• Safety and Security
• Social Development
• Transport, Roads and Major Projects
• Utility Services
Homeless Agency Committee
The Homeless Agency Committee is the political over-
sight body that ensures that issues relating to street
people (street children, adults and street youth) are
adequately addressed, and that previous and future
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 11
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Permanent Section 80 committees advise Council on matters relating to energy, land use and planning, and homeless people.
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functions. The following committee existed before the
2011 local government elections
Energy Committee
The functional area of the Energy Committee includes,
but is not limited to, non-fossil fuel-generated energy
sources, renewable energy and renewable fuels, climate
change and global warming, and reduction in carbon
emissions and pollution within the city. The committee
is responsible for driving the effective integration of,
and delivery on, all energy matters in the City.
Council also appoints the following committees in
terms of the Municipal Systems and Structures Acts:
Disciplinary Committee
This Schedule 1 committee investigates and makes a
?nding on any alleged breach of the Code of Conduct
for Councillors, and make appropriate recommenda-
tions to Council. Also, it is concerned with investigating
and making ?ndings on non-attendance of meetings,
and imposing ?nes as determined by Council’s rules of
order.
Planning and General Appeals
This Section 62 committee considers appeals against
decisions taken in terms of a power or duty delegated
or sub-delegated by a delegating authority to a politi-
cal structure, political of?ce-bearer, councillor or staff
member.
Of?ce of the Speaker
The Of?ce of the Speaker’s responsibilities range from
coordination of all processes ?owing from subcouncil
delegations, disciplinary investigations in terms of the
code of conduct for councillors, and the rules of meet-
ings of political structures.
Subcouncils
Subcouncils are established to assist the municipality in
the performance of its duties and the exercise of its
powers on a decentralised basis.
A metropolitan subcouncil may advise the Council
on what duties and powers should be delegated to it.
The terms of reference of subcouncils are as follows:
• To make recommendations to Council on any matter
affecting its area of jurisdiction
• To exercise any power, duty or function delegated to
it by Council in respect of its area of responsibility
• To exercise any power, duty or function conferred
upon it in terms of the Subcouncil Bylaw
Ward forums
Council, by virtue of the operation of Section 17 of the
Municipal Systems Act and Section 72 of the Structures
Act, resolved to establish public participatory mecha-
nisms, called ward forums, in all of the wards of the
City of Cape Town.
Council further resolved that the nature and type of
ward forums are to be determined by subcouncils and
as such ward forums exist as a public participatory
mechanism at subcouncil level. The Of?ce of the Speak-
er, in terms of the System of Delegations, is charged
with the overall oversight of said ward forums.
As a public participatory mechanism, ward forums
serve as a conduit for information into and out of the
City. Ward forums further make recommendations to
relevant ward councillors or subcouncils and also serve
as a tool to measure service delivery in their respective
wards.
Of?ce of the Chief Whip
The Chief Whip, who represents the whips in general, is
appointed by Council and has been delegated certain
functions by Council. The Chief Whip’s responsibilities
include:
• ensuring that each of the political parties are fairly
represented on the various committees;
• maintaining sound relations between the various
political parties;
• attending to disputes between political parties; and
• assessing the professional needs of the councillors,
arranging suitable training to develop political gov-
ernance capacity, and improving councillors’ individ-
ual skills.
Subcouncils and ward forums provide the link between residents and the administration.
12 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 13
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Overview of the City administration
Mike Richardson
Executive Director:
Finance
(Chief Financial Of?cer)
David Beretti
Executive Director:
Corporate Services
Hans Smit
Executive Director:
Housing
Of?ce of the City Manager
Ombudsman
Forensics
Executive Support
Governance & Interface
Integrated Development Plan
Organisational Performance Management
Lungile Dhlamini
Executive Director:
Utility Services
Lokiwe Mtwazi
Executive Director:
Community Services
Ruby Gelderbloem
Acting Executive Director:
Economic, Social
Development & Tourism
Achmat Ebrahim
City Manager
Richard Bosman
Executive Director:
Safety & Security
Zulpha Abrams
Chief Audit Executive
Mike Marsden
Executive Director:
Transport, Roads
& Major Projects
Dr Ivan Brom?eld
Executive Director:
Health
Acting Executive Director:
Strategy & Planning
EXECUTIVE MANAGEMENT TEAM
T
he City administration is led by the City Manager, supported by
an Executive Management Team (EMT) appointed in terms of
Section 57 of the Municipal Systems Act. The City administra-
tion is currently structured as follows:
Executive Management Team
Each member of the Executive Management Team (EMT) heads a
directorate responsible for key functions of the organisation (see the
“Directorates” section on page 25).
The EMT implements Council decisions, and leads the City’s drive to
achieve its strategic objectives, as outlined in the Integrated Develop-
ment Plan (IDP) adopted each year.
Of?ce of the City Manager
The Of?ce of the City Manager (OCM) is responsible for all aspects of
the City’s governance and compliance with the relevant legislation
and best practice.
Responsibilities include interface with residents, executive support
and forensics, and the ombudsman.
The OCM is also responsible for the IDP.
THE CITY’S EXECUTIVE STRUCTURE
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he City of Cape Town is a service organisation,
and its services are delivered primarily through
its employees. Therefore, a sizeable portion of
the R27,1 billion budget is absorbed by a workforce of
more than 25 000 employees. The staff budget for
2011/12 is R7 013 931 370 – more than R7 billion.
Overall staff numbers
As of 1 April 2011, there were 25 383 permanent and
temporary employees and 2 139 funded vacancies. A
funded vacancy is a position that has been identi?ed,
described and budgeted for, but has not yet been ?lled
by a suitable person.
The distribution of City staff by occupational catego-
ry and by directorates is given in the table below.
Training budget
There is an acute shortage of skills, at both local and
national level, and to address this, the City invests
heavily in training. The City’s 2011/12 budget for the
training and development of its staff is R61,3 million.
This money is spent in the following areas:
• Technical training
• General training (including occupational health and
safety, labour relations, diversity, etc)
• Leadership development
• Adult education and training
• Bursaries (both internal and external)
• Learnerships
• Internships
• In-house training for students
Employees cover a skills range of almost all the occu-
pations found in commerce and industry.
Trade union information
There are two recognised trade unions within the City
of Cape Town, with an overall 87,5% level of unionisa-
tion. Of those who belong to a union, 12 282 employ-
ees are af?liated to the South African Municipal Work-
ers Union (SAMWU) and 9 294 employees are af?liated
14 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
OCCUPATIONAL CATEGORY FILLED POSTS FILLED POSTS VACANT POSTS TOTAL
(Permanent) (Temporary)
Legislators, senior of?cials and managers 261 0 30 291
Professionals 1 854 32 171 2 057
Technicians and associate professionals 2 038 130 227 2 395
Clerks 5 649 104 510 6 263
Service and sales workers 2 683 754 181 3 618
Craft and related trades workers 2 206 2 258 2 466
Plant and machine operators and assemblers 3 100 31 421 3 552
Elementary occupations 6 072 467 341 6 880
TOTALS 23 863 1 520 2 139 27 522
The City’s staff complement
DIRECTORATE FILLED POSTS FILLED POSTS VACANT POSTS TOTAL
(Permanent) (Temporary)
City Health 1 353 148 59 1 560
Community Services 3 507 658 227 4 392
Corporate Services 1 710 16 131 1 857
Economic & Social Development 318 6 64 388
Finance 1 483 24 113 1 620
Housing 715 32 55 802
Internal Audit 54 0 2 56
Of?ce of the City Manager 299 8 35 342
Safety & Security 3 250 478 233 3 961
Strategy & Planning 759 12 42 813
Transport, Roads & Major Projects 1 701 8 182 1 891
15 149 1 390 1 143 17 682
Utility Services 3 0 0 3
Strategic Support 1 0 1 2
Project Monitoring Unit 4 0 0 4
Service Regulation and Logistics 12 0 1 13
Cape Town Electricity 2 174 97 285 2 556
Solid Waste Management 3 006 10 235 3 251
Water and Sanitation 3 514 23 474 4 011
Total Utility Services staff 8 714 130 996 9 840
TOTALS 23 863 1 520 2 139 27 522
The process included parity of payment for many
employees, bringing their salaries onto the same scale
as their colleagues, and recognising levels of compe-
tence or experience. During the same period, the ?ve
local labour forums were established, providing a sig-
ni?cant platform for employees to raise concerns and
engage constructively on local-level issues within
departments and directorates.
The ?nal phase of this roll-out is the formal evalua-
tion of every position in the City in terms of a standard
national job evaluation system called TASK. This project
is well under way and is expected to take another 18
months to complete.
The City has received recognition from the Depart-
ment of Co-operative Government and Traditional
Affairs for its Human Resources Strategy, which is
embedded in the Integrated Development Plan (IDP),
and provides direction for the various human resources
interventions. The City is one of the few local authori-
ties with such a strategy in place.
Business improvement and transformation
The City has adopted an Organisational Development
and Transformation Plan, which drives three strategies
to ensure the optimal provision, organisation and
deployment of City staff. The strategies are as follows:
to the Independent Municipal and Allied Trade Union
(IMATU).
There is a national bargaining council, the South
African Local Government Bargaining Council, with a
metropolitan division. Five local labour forums address
problems at a directorate or departmental level.
Various collective agreements govern the relation-
ship between the unions and the employer, and deter-
mine what is dealt with at each level of bargaining:
national, metropolitan and local. Councillors form part
of the team, which represents the City at all three lev-
els.
The City has enjoyed a high level of industrial stabili-
ty over the past ?ve years, with very few strikes arising
from local disputes. This is in part attributable to the
collective bargaining and HR strategies, which have
been aimed at both stabilising the administration and
building constructive relationships with both unions.
The organisational realignment process
During this period, the City implemented a major proj-
ect aimed at stabilising the administration, called the
organisational realignment process (ORP).
This project placed all employees into standardised,
comparable positions, on a single set of conditions of
service and a single payscale.
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16 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
• Development of institutional frameworks and busi-
ness systems to ensure delivery of the Community
Development Strategy
• Implementation of human capital management sys-
tems and processes to enhance staff alignment with
business needs, and improve staff morale and per-
formance
• Implementation of ef?ciency gains through business
improvement interventions
The plan spells out the expected outcomes and the key
performance indicators to ensure successful implemen-
tation.
The key general goals are to improve community satis-
faction; improve operational ef?ciency; improve
employee satisfaction (‘loyalty’ indicator), and improve
governance.
THE CITY’S EMPLOYMENT EQUITY PROFILE
Female Male Total
Disability
Target
African Coloured Indian White Total African Coloured Indian White Total
Benchmark target (%) 13,85 23,80 0,37 8,08 46,10 15,89 27,37 0,55 10,09 53,90 100,00
Top management (T23+)
Actual 1 2 0 0 3 1 3 0 5 9 12 0
Percentages 8,33 16,67 0,00 0,00 25,00 8,33 25,00 0,00 41,67 75,00 100,00
Overall target 2 3 0 1 6 2 3 0 1 6 12
Target short/over 1 1 0 1 1 0 0 -4 12
Senior management (T19 - T22)
Actual 4 3 0 7 14 11 14 1 29 55 69 1
Percentages 5,80 4,35 0,00 10,14 20,29 15,94 20,29 1,45 42,03 79,71 100,00
Overall target 10 16 0 6 32 11 19 0 7 37 69
Target short/over 6 13 0 -1 0 5 -1 -22 68
Professionally quali?ed and experienced (T14 - T18)
Actual 84 179 5 204 472 127 473 22 700 1 322 1 794 36
Percentages 4,68 9,98 0,28 11,37 26,31 7,08 26,37 1,23 39,02 73,69 100,00
Overall target 248 427 7 145 827 285 491 10 181 967 1 794
Target short/over 164 248 2 -59 158 18 -12 -519 1 794
Skilled technical and academically quali?ed (T9 - T13)
Actual 728 1145 14 531 2418 595 2243 24 945 3 807 6 225 125
Percentages 11,69 18,39 0,22 8,53 38,84 9,56 36,03 0,39 15,18 61,16 100,00
Overall target 862 1 482 23 503 2 870 989 1 704 34 628 3 355 6 225
Target short/over 134 337 9 -28 394 -539 10 -317 6 225
Semi-skilled and discretionary decision-making (T5 - T8)
Actual 979 1 862 10 419 3 270 1 407 4 024 15 364 5 810 9 080 182
Percentages 10,78 20,51 0,11 4,61 36,01 15,50 44,32 0,17 4,01 63,99 100,00
Overall target 1 258 2 161 34 734 4 186 1 443 2 485 50 916 4 894 9 080
Target short/over 279 299 24 315 36 -1539 35 552 9 080
Unskilled and de?ned decision-making (T1 - T4)
Actual 559 1 014 4 23 1 600 2 305 4 338 8 71 6 722 8 322 166
Percentages 6,72 12,18 0,05 0,28 19,23 27,70 52,13 0,10 0,85 80,77 100,00
Overall target 1 153 1 981 31 672 3 836 1 322 2 278 46 840 4 486 8 322
Target short/over 594 967 27 649 -983 -2 060 38 769 8 322
Race/gender rep. % 9,23 16,49 0,13 4,64 30,50 17,43 43,51 0,27 8,29 69,50 100.00
TOTALS 2 355 4 205 33 1 184 7 777 4 446 11 095 70 2 114 17 725 25 502 510
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 17
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Finance and Budget
In the coming financial year, the City will spend R27,1 billion providing services for
its residents and investing in its long-term strategy of infrastructure-led growth
and development.
The City’s functions, service delivery and growth are not possible without effective
revenue collection and expenditure, excellent financial management and reporting,
and viable and sustainable budgeting.
In this section
The budget
The Medium-term Revenue and Expenditure Framework (MTREF)
The City’s overall ?nancial health
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unicipal ?nances are extremely com-
plex: They involve public money, and
as a consequence, are closely regu-
lated by very speci?c and exacting
legislation that requires accountabili-
ty, cost-effectiveness, ef?ciency and transparency.
As a municipality is an organisation that serves resi-
dents, the process of shaping strategies and deciding
how income will be raised, and how it will be spent, is
a public process. Strategies and budgets must reconcile
diverse economic, developmental and social needs with
current and future ?nancial and social realities.
These needs and realities are ongoing, and meeting
them generally requires years of planning and imple-
mentation within complex regulatory, logistical and
public-participation parameters.
The City’s ?nances are therefore managed in the
context of longer-term strategies and plans, such as the
?ve-year Integrated Development Plan (IDP). The IDP
and related strategies, in turn, inform a three-year plan,
the Medium-term Revenue and Expenditure Framework
(MTREF). The annual budget, in turn, is shaped by these
plans and the prevailing economic realities.
Finance and oversight
Financing the services and infrastructure set out in the
budget requires setting and collecting rates and tariffs;
careful management of income, revenue and debtors,
and close control of how and where the money is
spent. The procedures and frameworks for these
processes are set out in City bylaws and policies.
The City must also satisfy a range of oversight bod-
ies, including the national Auditor-General, that it man-
ages its ?nances and processes effectively, complies
with legal requirements, and does not engage in
wasteful or fruitless expenditure.
It does this through effective corporate governance,
in which it is a leader among South African metros.
Recent performance
The City’s ?nances are well managed: The City collected
94,39% of billing for rates and services as revenue dur-
ing the past ?nancial year, and spent 83,0% of its capi-
tal budget and 97,4% of the operating budget.
In 2011, the City received its seventh unquali?ed
audit from the Auditor-General, and achieved a new
milestone by being the only one of the six metros
countrywide and the only municipality in the Western
Cape to achieve a ‘clean’ audit.
In addition, Moody’s, a global rating agency, con-
?rmed Cape Town’s top rating of ‘Aa2.za with a stable
outlook’ for the sixth consecutive year.
This rating has helped the City to fund development
by issuing three bonds to raise external ?nance. These
bonds have raised R4,2 billion as part of the City’s
R7 billion domestic medium-term note programme, and
are listed on the Johannesburg Stock Exchange (JSE).
The City has set aside R250 million for the repayment
of these bonds in 12 to 14 years.
The budget
The annual budget describes all the City’s planned
expenses and anticipated income for the next munici-
pal ?nancial year. It is also an organisational plan that
describes the City’s strategic focus in ?nancial terms, in
a manner that is affordable, credible and sustainable.
The R27,1 billion budget, up 17,5% on the previous
year’s R23,1 billion, is made up of two parts: an operat-
ing budget and a capital budget. The budget is also
presented in two stages: as a draft budget for com-
ment and approval, and then as a ?nal budget.
The budget is based on the income – or revenue –
the City expects to derive from rates, service charges,
and grants and subsidies.
The capital budget
The capital budget is set aside for creating infrastruc-
ture and services, such as roads, water, electricity, and
the many other utilities and services that Cape Town
needs in order to function, grow and provide economic
opportunities to its residents.
The proposed capital budget is R5,070 billion, an
increase of 26,9% on the R3,995 billion capital budget
of the previous ?nancial year. The biggest portion of
capital expenditure will be in the areas of utility servic-
es; transport, roads and major projects, and housing.
• Utility Services R1,8 bn (35,6%)
• Transport, Roads & Major Projects R1,8 bn (37,0%)
• Housing R738 m (14,6%)
Capital expenditure highlights include (these are mutu-
ally exclusive):
• R58 million for reconstruction of metro roads
• R1,2 billion for IRT-related infrastructure
• R804,6 million for electricity infrastructure
• R740,5 million for housing
• R377,5 million for wastewater management
• R284,2 million for solid waste management
• R134,2 million for sport and recreation
The operating budget
The operating budget is used to cover the ongoing
expenses the City incurs in its operations. It covers
salaries, maintenance, bulk purchases of electricity and
water, payment to contractors for services rendered and
goods supplied, interest and loan payments, and any
other running costs.
The operating budget describes the City’s projected
expenditure. For the 2011/12 ?nancial year, this expen-
diture is expected to be R22,1 billion, a 13,3% increase
on the R19,5 billion for the previous ?nancial year.
Staff-related costs are the single biggest expendi-
ture, at more than R7 billion – 32,0% of the total oper-
ating budget. Bulk purchases of electricity and water
are the next-biggest, at R5,7 billion – 26,2% of the
total operating budget.
Budgeted income
Income is derived from a variety of sources, including
property rates, service charges, rentals, interest, ?nes
18 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
KEY FACTS
• The budget for the
2011/12 ?nancial year
is R27,1 billion, a
17,5% increase over
the previous year’s
R23,1 billion.
• The operating budget is
R22,1 billion, a 13,3%
increase on the R19,5
billion for the previous
?nancial year.
• The capital budget is
R5,070 billion, an
increase of 26,9% from
R3,995 billion in the
previous ?nancial year.
• The biggest capital
expenditure items will
be in the directorates
of Utility Services,
Transport, Roads and
Major Projects and
Housing.
• Operating income will
rise from R19,4 billion
to R21,9 billion.
• The City collected
94,39% of billing for
rates and services.
• The City spent 83,0%
of its capital budget
and 97,4% of its
operating budget in
2009/10.
• The City received its
sixth unquali?ed audit
from the national
Auditor-General.
• Cape Town has an
excellent investment
rating of ‘Aa2.za’.
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and permits, and transfers from National Treasury.
For the coming ?nancial year, operating income
(excluding accumulated surplus allocations) will
increase from R19,4 billion to R21,9 billion.
This 12,8% rise in revenue is necessary, in part, for
the appointment of additional staff in critical positions,
and to meet the nationally negotiated and agreed pay
granted by the SA Local Government Association’s
(SALGA) national bargaining council in 2010.
The operating income will be funded through natural
growth and a range of rates and tariff increases.
Service charges for electricity, water and sanitation,
and solid waste removal are the single biggest source
of income, followed by rates (property taxes).
Rates are based on the market value of more than
870 000 individual properties. These property values
are adjusted at least every four years through a general
valuation (GV), the most recent of which was conduct-
ed in 2010, and supplementary valuations as necessary.
The amount that property owners pay in rates, the
‘cents-in-the-rand’ rate, is set in the budget every year,
and this year increased by 5,9%.
Tariffs for services such as electricity and water are
also set every year, as are the various forms of relief
and exemption designed to help those residents most
in need, such as the indigent and the elderly.
Transfers from National Treasury take many forms,
including municipal infrastructure grants, housing allo-
cations and social grants. These transfers are made in
terms of complex Division of Revenue Act (DORA) for-
mulas designed to ensure that municipalities receive an
‘equitable share’ of the allocations from the ?scus.
Medium-term Revenue and Expenditure Framework
Although the budget sets out the City’s expenditure and
income for one ?nancial year, it is drafted within the
context of a longer-term plan, known as the Medium-
term Revenue and Expenditure Framework (MTREF).
The MTREF sets out the economic context and
assumptions that shape the compilation of the City’s
budget for the next three years. It factors in a wide
range of variables, such as the economic climate, inter-
est rate projections, anticipated increases in the cost of
electricity and salaries, and the infrastructure invest-
Property rates,
penalties &
charges
21,12%
Service charges –
electricity revenue
37,08%
Gains on disposal of PPE
(plant, property and equipment)
Employee-related
costs
32,00%
Remuneration
of councillors
0,49%
Debt impairment
4,75%
Depreciation &
asset impairment
6,31%
Service charges
– water
8,34%
Service charges
– sanitation
4,52%
Service charges
– refuse
3,74%
Service charges
– other
2,85%
Rental of facilities
& equipment
1,20%
Interest earned
1,88%
Fines, licences,
permits & services
1,52%
Transfers recognised
– operational
8,66%
Bulk purchases
26,21%
Contracted
services
10,44%
Transfers &
grants
0,39%
Other expenditure
15,93%
Other revenue
8,60% 0,48%
Finance charges
3,47%
PROJECTED INCOME
PROJECTED EXPENDITURE
PROJECTED EXPENDITURE
Category Rand
Employee-related costs 7 063 638 894
Remuneration of councillors 108 785 820
Debt impairment 1 048 469 690
Depreciation & asset impairment 1 392 823 441
Finance charges 766 367 316
Bulk purchases 5 785 875 517
Contracted services 2 304 610 910
Transfers and grants 86 418 574
Other expenditure * 3 516 698 715
Total expenditure 22 073 688 877
PROJECTED INCOME
Category Rand
Property rates 4 541 984 647
Property rates: Penalties and charges 85 759 268
Service charges: Electricity 8 125 663 538
Service charges: Water 1 828 095 026
Service charges: Sanitation 991 117 664
Service charges: Refuse 820 410 087
Service charges: Other 625 371 141
Rental of facilities and equipment 264 043 390
Interest earned on external investments 192 426 077
Interest on outstanding debtors 218 335 000
Fines 186 892 388
Licences and permits 30 045 985
Agency services 115 993 082
Transfers recognised 1 897 815 788
Other revenue * 1 884 096 166
Property, plant and equipment (PPE) 105 000 000
Total income
†
21 913 049 247
* Too detailed to describe in these simpli?ed tables.
Please refer to the full budget documents, available
on CityWeb and the City’s website.
†
Income excludes accumulated surplus allocation.
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 19
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20 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
ment requirements.
For example, adaptations have been made to the
previous MTREF to take account of changed conditions,
which include lower interest rates, sharply higher ener-
gy costs, the national three-year salary settlement, and
lower collection ratios.
The MTREF is reviewed every year to ensure that the
budget is affordable and sustainable over at least the
medium term.
The budget process
At the beginning of the ?nancial year, in July, the
process for determining the next budget begins, when
a schedule for compiling a draft budget is tabled before
Council. The timetable is then advertised to residents.
The next steps are as follows:
• August: Mayco and the Executive Management Team
(EMT) investigate past performance and trends in
operating and capital budgets; identify budget reali-
ties, and set the criteria and basis of the City’s budg-
et prioritisation process. Engagement with ward com-
mittees to determine speci?c requirements begins.
• September: Service departments submit their budget
proposals for consideration to their portfolio com-
mittees. The City consults with Province, neighbour-
ing municipalities and other organisations.
• October to January: The EMT and the Budget Steer-
ing Committee consider various scenarios of the
MTREF forecasting model to ensure a sustainable
future product.
• January: A three-year budget forecast (MTREF
model) is submitted to Mayco for endorsement.
• March: The draft operating and capital budgets are
tabled before Council.
• April: The budget, Integrated Development Plan (IDP)
and tariff proposals are published for public com-
ment and consultation.
• May: Comments received as a result of the public
participation process are submitted to the Budget
Steering Committee and Mayco.
• The full Council votes to adopt the budget.
The Budget Steering Committee
The Budget Steering Committee is ultimately responsi-
ble for ensuring that an affordable and sustainable
budget, which best serves the City’s residents and
strategies, is produced, accepted and implemented.
The Committee is composed in terms of the Munici-
pal Budget and Reporting Regulations of April 2009,
which stipulate that the Committee must consist of at
least the following persons:
• the councillor responsible for ?nancial matters;
• the Municipal Manager;
• the Chief Financial Of?cer;
• the senior managers responsible for at least the
three largest budget votes in the municipality;
• the manager responsible for budgeting;
• the manager responsible for planning; and
• any technical experts on infrastructure.
The City’s overall ?nancial health
Cash, investments, and funding of commitments
The cash and investments balance as at 31 March 2011
was more than R6 billion. All the City’s statutory com-
mitments are fully cash-backed, as are the reserves that
are set aside for future capital expenditure and contin-
gencies.
The various cost-ef?ciency initiatives had a positive
impact on cash ?ows, as did the debt collection drives,
which enabled the City to ?nance its capital pro-
gramme for the current year internally. Even though the
City will ?nance its capital programme internally, it will
nevertheless remain in a positive cash ?ow position.
Cash coverage of normal operations
The City’s cash coverage remains strong, and is suf?-
cient to cover two months of average monthly pay-
ments as and when they fall due, even in a crisis situa-
tion, such as during rates and services boycotts.
This position is despite the City opting not to raise
any loans for its current capital programme. The pro-
jected forecast to date gives three months cash ?ow
coverage, which indicates the City’s ability to support
its budget suf?ciently.
Creditors outstanding
Information relating to creditors outstanding for more
than 30 days, along with reasons for delayed settle-
ment, is included on the accompanying CD.
Current collection levels and debtors outstanding
The current collection level on rates and services is
94,39%, and the total for debtors outstanding for more
than 30 days for rates and services is R3,983 billion.
Loans, and ?nance and redemption payments
The City’s current balance of outstanding loans is
R5,7 billion, of which R4,2 billion are in bonds. The City
has, to date, set aside funds of R250 million for the
repayment of these bonds in 12 to 14 years.
Interest and redemption payments for the year total
R674 million for interest and R486 million (inclusive of
sinking funds) for redemption during 2010/11, at an
average loan rate of 11,6%.
2009/10 audit outcome, and audit issues
The City received an unquali?ed audit report for the
2009/10 ?nancial year from the Auditor-General, and,
in terms of Section 124(e), the report contains no
issues for which management comments and corrective
actions are required. The City was the only South
African metro to receive a ‘clean’ audit report.
Management issues of a housekeeping nature were
identi?ed and are being dealt with on a monthly basis
and reported quarterly to the Audit Committee. The
Auditor-General performed a walk-through on the
resolved issues, and is satis?ed with their status as
reported.
KEY DOCUMENTS
• The 2011/12 budget
• The IDP (Integrated
Development Plan)
• The annual report for
2009/10
• The Spatial Develop-
ment Framework
• The April ?nancial
statements
These documents are
available in PDF format
on the accompanying CD,
on CityWeb and the City’s
website.
The City of Cape Town is funded by public money, and is therefore expected to
exercise the highest levels of corporate governance.
This goes far beyond compliance with the extensive and comprehensive
legislation – the City’s governance systems are designed to meet or exceed the
highest professional standards and recommendations.
In this section
The Directorate: Internal Audit (DIA)
The Audit Committee
The Standing Committee on Public Accounts (SCOPA)
The anti-corruption hotline
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 21
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Governance
Good corporate governance touches every aspect of the organisation, from managing expenditure effectively to controlling waste and fraud.
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T
he term ‘corporate governance’ refers to
the set of laws, processes, customs, policies
and institutions affecting the way an
organisation such as the City is directed,
administered or controlled. It also includes
the relationships among the many stakeholders
involved, and the goals for which the City is adminis-
tered.
Many aspects of corporate governance, such as an
independent audit committee, are legal requirements
set out in the legislation that applies to municipalities,
and are monitored by authorities and institutions such
as the national Auditor-General.
However, truly effective governance goes beyond
legislative compliance: It embraces local and interna-
tional best practice, and strives to strengthen the pro-
fessional standards and ethics within the organisation.
The City is one of the ?rst municipal entities to have
taken several important measures: the formation of a
Standing Committee on Public Accounts (SCOPA), the
institution of an anti-corruption hotline, and the formal
adoption of the King Code of Governance Principles for
South Africa, 2009 (‘King III’).
The King recommendations are considered to be one
of the best codes of governance worldwide, and King
III has broadened the scope of governance into one
where the core philosophy revolves around leadership,
sustainability and ethical corporate citizenship.
The Directorate: Internal Audit
As per King III, a key principle of good corporate gover-
nance is that a combined assurance model should be
applied to provide a co-ordinated approach to all assur-
ance activities.
This combined assurance must be suf?cient to satisfy
the Audit Committee that any signi?cant risk areas fac-
ing the organisation are adequately addressed.
The Directorate: Internal Audit (DIA) developed a
combined assurance framework, which details key
assurance providers, roles and responsibilities, as well
as the type, level and frequency of interaction required.
In line with National Treasury guidelines, assurance
providers are categorised according to the ‘three lines
of defence’ model:
First line of defence
Management is responsible for establishing, maintain-
ing and ensuring proper governance, risk management
and internal control processes. Management should
consider risks, determine how much risk is acceptable,
and strive to maintain risk within those parameters.
Management should provide at least partial assur-
ance on all areas. Their reports and associated repre-
sentations will offer the audit committee signi?cant
assurance in a well-managed organisation.
Second line of defence
This constitutes functions that provide signi?cant assur-
ance, or perhaps in some cases more accurately, ‘reas-
surance’ that management is indeed on top of the reg-
ulatory, statutory, environmental, ethical and quality
requirements and associated risks, critical to the ongo-
ing and future success of the organisation.
Examples of key assurance providers in this category
include:
• Integrated Risk Management (reporting to, among
others, the Risk Committee);
• Forensic Services;
• Legal Services;
• Environmental Resource Management;
• Occupational Health and Safety; and
• The City Ombudsman.
Third line of defence
This is made up of independent assurance providers
and oversight committees, such as:
• Internal Audit;
• External Audit;
• Audit and Performance Committee;
• Standing Committee on Public Accounts (SCOPA);
and
• Civilian Oversight Committee (CIVOC).
The combined assurance framework was approved by
the Audit Committee, and implemented by internal
audit and other assurance providers.
The DIA, with input from other assurance providers,
reports quarterly to senior management and the Audit
Committee on the implementation of the combined
assurance framework. The framework will be evaluated
and reviewed annually to ensure its adequacy, effec-
tiveness, ef?ciency and relevance.
Each oversight committees has speci?c terms of ref-
erence and requirements regarding its composition.
The Audit Committee
Every municipality is obliged to establish an independ-
ent audit committee in terms of Section 166 of the
Municipal Finance Management Act No. 56 of 2003
(MFMA), as amended.
The Audit Committee’s function is to assist Council
in discharging its duties relating to:
• the safeguarding of assets;
• the operation of adequate systems;
• control processes; and
• the preparation of accurate ?nancial reports and
statements in compliance with all applicable legal
requirements and prescribed accounting standards.
The Audit Committee does not have executive responsi-
bility, and acts primarily in an oversight capacity to
management and Council.
The terms of reference of the Audit Committee were
revised, updated and approved by Council on 10 June
2009 for the 2009/10 ?nancial year, and include the
following:
Membership
The Audit Committee’s terms of reference require a
minimum of ?ve independent members, who collective-
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 23
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ly have the requisite knowledge of auditing, risk man-
agement, ?nance, governance, performance manage-
ment, operations, information technology, relevant
?nancial reporting and legislative frameworks.
No councillor or employee of the City may be a
member of the Audit Committee. Council approves the
appointment of the chairperson from the members of
the Audit Committee. The appointment of members of
the Audit Committee should be approved by Council for
a term of three years, and, if re-elected, members may
serve for only one further three-year term.
Responsibilities
The responsibilities of the Audit Committee include
oversight with regard to:
• the Auditor-General;
• ?nancial statements;
• internal control;
• internal audit;
• performance management;
• entities; and
• risk management, including fraud and information
technology-related risks.
Authority
The Audit Committee shall have direct access to:
• the Mayor;
• the Mayoral Committee (Mayco);
• the City Manager and executive directors;
• the Chief Audit Executive;
• the Auditor-General;
• any councillor(s); and
• the Standing Committee on Public Accounts (SCOPA).
Meetings
The Audit Committee should meet at least four times
per annum as per its approved terms of reference,
although additional special meetings may be called.
Although no speci?c meetings are held with the Audi-
tor-General’s of?ce, they are in attendance at all Audit
Committee meetings.
Reporting and accountability
The chairperson of the Audit Committee accounts to
the City Manager, Mayco and Council for the Commit-
tee’s activities and any other matters arising from the
above responsibilities. The minutes of all meetings of
the Audit Committee are submitted to Mayco and
Council, and the chairperson of the Audit Committee
meets with the City Manager and the Mayco member
for Finance twice a year to discuss issues of concern.
The effectiveness of the Committee is monitored by
Mayco and Council annually.
The performance of the Audit Committee was
assessed through a self-assessment and a stakeholder
assessment. The overall score of the self-assessment
was rated as ‘good’, while the stakeholders rated the
Audit Committee’s performance as ‘excellent’.
Flowing from the outcome of the performance
assessment, the Audit Committee has compiled an
action plan which identi?ed speci?c activities to
address the areas requiring improvement. The Audit
Committee has continued to monitor progress in terms
of the action plan on a quarterly basis.
Standing Committee on Public Accounts
Internal Audit assisted the Standing Committee on Pub-
lic Accounts (SCOPA) – the ?rst effectively functioning
SCOPA of a municipality in the country – in creating
work methods that have resulted in establishing a
best-practice model for the rest of the country.
The oversight role of SCOPA has become more
established in the City, as indicated by the matters
referred to it for investigation and recommendations,
which were supported by Council for implementation.
SCOPA successfully conducted the oversight process,
which included reviewing the City’s annual report, and
holding management accountable for the handling of
public funds and resources.
The SCOPA terms of reference were approved by
Council on 31 May 2006. Membership is de?ned by
Council, and comprises councillors representing various
political parties. The Committee is chaired by a council-
lor from the opposition party.
The anti-corruption hotline
The City has a dedicated anti-corruption hotline, which
may be used to report any instances of alleged corrup-
tion involving City of?cials.
Any employee or member of the public may call the
City’s toll-free anti-corruption hotline on 0800 32 31 30
to report suspected corruption.
The City is always grateful to employees who assist
in ensuring that its of?cials deliver the highest possible
level of service. This hotline has greatly assisted Council
in rooting out corruption in the past.
Corruption includes any number of illegal activities,
ranging from the misappropriation of funds, to nepo-
tism, fraud and fuel siphoning. The City adopts a zero-
tolerance approach to all forms of corruption – even
those that may seem minor.
Most fraud involves several parties. The “Resist,
Refuse, Report” slogan encourages anyone who is
aware of corruption to speak up and break the cycle.
When a case of alleged corruption is reported to the
hotline, it is logged for investigation. If the investigation
proves that the allegation is true, the City takes action
to deal with the offender. The prosecution of of?cials for
corrupt activities serves as a warning for other of?cials
that this sort of conduct will not be tolerated.
Anyone who calls the hotline will be asked to pro-
vide details of the incident, the names of the individu-
als involved, and the date(s) on which the incident
occurred.
Complainants are welcome to remain anonymous,
but are advised to provide their own details to assist in
any investigation. Complainants may be called upon
during the investigation to submit an af?davit.
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CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 25
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The City’s directorates
The City’s service delivery sectors are divided into 12 directorates, each with
focused and clear roles and responsibilities. They provide organisational support,
services and infrastructure to residents across the metro. Each is responsible for its
own planning and budget in accordance with the City’s overall strategy.
In this section
The Of?ce of the City Manager
Internal Audit
Community Services
Corporate Services
Economic, Social Development & Tourism
Finance
City Health
Housing
Safety & Security
Strategy & Planning
Transport, Roads & Major Projects
Utility Services
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26 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
T
he Of?ce of the City Manager of the City of
Cape Town is responsible for the overall
leadership of the organisation, and for
ensuring statutory compliance and good
governance. It is committed to the provision
of sound governance systems, processes and procedures
to facilitate decisions taken by the City and its leaders.
The City Manager currently ful?ls a dual role in the
context of the City’s present structures, both as organi-
sational and directorate head.
He is required, as City Manager, to carry out the
responsibilities as listed under Section 55 of the Munic-
ipal Systems Act, in terms of which he is the head of
the administration and the City’s accounting of?cer.
The City Manager is also the executive head of the
Of?ce of the City Manager. This directorate supports
the executive and political decision-making process,
and ensures compliance with statutory requirements
and City policies and procedures.
The Of?ce of the City Manager consists of the fol-
lowing departments:
• Executive Support (41 staff)
• Forensic Services (19 staff)
• Governance & Interface (218 staff)
• Integrated Development Planning &
Organisational Performance Management (20 staff)
• Ombudsman’s Of?ce (12 staff)
Executive Support
Executive Support renders a specialised strategic and
operational support service to the City’s executive and
administrative decision-making authorities. It develops,
manages and maintains sound governance systems,
processes and procedures as a key component of the
professional support given to Council and the City
Manager.
These ensure that Council’s directives are carried out
(in consultation with directorates and departments),
and that a structured database of tools and informa-
tion is in place to improve the effectiveness of decision-
making bodies and to ensure that access to records of
decision is always available.
The Department also ensures that the City’s lan-
guage policy is implemented to enable effective inter-
nal and external communication.
Forensic Services
Forensic Services serves to promote justice in the
administration of matters in respect of which the City
has executive authority, thereby ensuring fairness in the
administration of practices, processes and policies.
The Department provides a proactive and reactive
investigative forensic and advisory service, manages
the operations of the fraud hotline, prepares and imple-
ments fraud awareness and anti-corruption policies,
and conducts departmental fraud reviews.
Governance & Interface
Governance & Interface department provides a diverse
range of expertise to ensure the promotion of organisa-
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City Manager
Achmat Ebrahim
5th floor, Podium
Executive Management Team (EMT)
Executive Personal Assistant
Dianne de Vos
5th ?oor, Podium
Strategic Advisor
Arno Vorster
5th ?oor, Podium
Legal Advisor
Les Barchard
5th ?oor, Podium
Director:
Executive Support
Gillian Kenhardt
5th ?oor, Podium
Ombudsman
Mbulelo Baba
3rd ?oor, Tower Block
Chief Forensics:
Forensic Services
Vincent Botto
44 Wale St
Acting Director:
Governance & Interface
Trevor Hollis-Turner
5th ?oor, Podium
Director:
IDP & OPM
Martin van der Merwe
13th ?oor, Tower Block
OFFICE OF THE CITY MANAGER – STRUCTURE AND KEY PERSONNEL
Of?ce of the City Manager
Executive Support | Forensic Services | Governance & Interface
Integrated Development Planning (IDP) | Ombudsman’s Office
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 27
KEY FACTS
Staff complement
307
Operating revenue
R2 244 000
Operating expenditure
R320 441 000
Capital expenditure
R20 055 000
28 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
tional values and good governance principles. Its serv-
ice offerings include the following:
• Providing management, legal, administrative and
logistical services to Council, political executive of?-
cers and subcouncils
• Managing and co-ordinating Council’s public partici-
pation process
• Managing and executing executive special projects
• Facilitating, co-ordinating and promoting intergov-
ernmental and international relations
• Planning, managing and executing designated proj-
ects utilising internal, external and international
funding
• Ensuring execution of Council’s social crime preven-
tion initiatives
• Providing executive, legal and management support,
including administrative services, to the City’s 23
subcouncils and 111 ward participatory structures
• Facilitating, co-ordinating and promoting liaison with
the designated organs of state, e.g. the Independent
Electoral Commission.
Integrated Development Planning
The Integrated Development Planning & Organisational
Performance Management (IDP&OPM) Department
guides, directs and facilitates the development, imple-
mentation and monitoring of, and reporting on, the
City’s Integrated Development Plan (IDP), the corporate
Service Delivery Budget Implementation Plan (SDBIP)
as well as directorate SDBIPs.
This includes the production of the City’s annual
report. This department facilitates the implementation
of the organisational performance management system
as well as the performance management plans and
evaluation processes for Section 57 (contract) appoint-
ments, and also executes special projects, such as the
City’s partnership with higher learning institutions.
Ombudsman’s Of?ce
The Ombudsman’s Of?ce serves as a catalyst between
the administration and its customers; as a neutral third
party that represents the interests and rights of the
City’s customers by holding civil servants accountable
to the people.
The Of?ce investigates and facilitates the resolution
of matters regarding alleged maladministration, injus-
tice or poor service delivery by, or gross negligence of,
any City employee, and institutes formal mediation
processes.
It also promotes a co-operative relationship between
the City and a number of Chapter 9 institutions, such
as the Of?ce of the Public Protector.
KEY CITY POLICIES
Name of policy Purpose
Public Engagement Policy Sets out a framework for public participation processes
External Relations Policy Provides an implementation protocol applicable to international and inter-governmental relations
KEY PROCESSES AND POLICIES REQUIRING COUNCIL’S INPUT
Name of policy Purpose
Subcouncils Bylaw Provides for the establishment and functioning of subcouncils
Subcouncils Rules of Order Sets out procedures for subcouncil meetings
Ward Forums/Committees
Rules of Establishment and
Order
Sets out procedures for the establishment and functioning of ward forums
System of Delegations Aims to maximise administrative and operational ef?ciency, and provides for adequate checks and balances by
delegating powers, functions and duties
KEY PROJECTS
Name of project Purpose
Electronic agenda To evaluate the current agenda production and distribution process in order to make the process more ef?cient
and effective and achieve savings on printing of agendas
Sustainable Communities
(VPUU) phases 3 and 4
To contribute to violence prevention in Khayelitsha, and consequently improve the quality of life of the popula-
tion
Community Development
Workers – pilot project
To implement an agreement between the City of Cape Town and the Provincial Government to run a six-month
pilot project
Councillors’ induction
programme
To introduce newly appointed councillors to the City of Cape Town, and orientate them with regard to the City's
policies and local government processes
Political support staff –
smooth transition
To ensure an ef?cient and effective administrative support service to the political leadership
Improvement to
subcouncils
To upgrade subcouncil of?ces and improve the interface between Council and the public
Mayoral projects To plan and implement projects identi?ed by the Executive Mayor
KEY CONTACTS
The City Manager
Achmat Ebrahim
Tel
021 400 1330
Fax
021 400 1332
achmat.ebrahim@
capetown.gov.za
Executive Assistant
Dianne de Vos
Tel
021 400 1331
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 29
T
he Internal Audit Directorate is an inde-
pendent directorate of the City of Cape
Town, and is a signi?cant contributor to
governance within the organisation. Its
function is a requirement of the Municipal
Finance Management Act (MFMA), Act 56 of 2003, and
it is largely directed by the standards for the profes-
sional practice of internal auditing of the international
Institute of Internal Auditors (IIA).
The Directorate is mandated through its charter to
provide independent, objective assurance and consult-
ing services, geared towards adding value and improv-
ing the City’s operations.
It helps the organisation accomplish its objectives by
bringing about a systematic, disciplined approach to
evaluate and improve the effectiveness of risk manage-
ment, control and governance processes.
Internal Audit’s plans, which are aligned with the
City’s strategy and most pertinent risks, are supported
by senior management and approved by the independ-
ent Audit Committee.
It communicates audit results to the various levels of
management, including executive directors and the City
Manager, as well as to other assurance providers and
the Audit Committee.
2009/10 internal audit outcomes
Outcomes of the 2009/10 internal audit conducted by
the Directorate included:
Execution of the annual internal audit plan
In terms of the MFMA and IIA standards, the Direc-
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Internal Audit
KEY FACTS
Staff complement
54
Operating expenditure
R32 964 000
Capital expenditure
R171 000
Internal Audit provides and implements the essential governance controls that make the City work for its residents and its staff.
30 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
torate developed and executed its risk-based internal
audit plans. A three-year rolling audit plan and a one-
year operational audit plan were approved on 10 June
2009 by the Audit Committee.
Internal Audit reconsiders its audit plans quarterly to
ensure that audit projects undertaken are aligned with
the most pertinent risks. A revised operational audit
plan was approved on 25 January 2010, and 81,67% of
the planned audit projects were completed.
Monitoring the resolution of audit ?ndings
The “percentage audit ?ndings resolved as per follow-
up audits” is a corporate scorecard indicator. The Direc-
torate measured results through follow-up audits to
determine the status of corrective actions implemented
to address weaknesses identi?ed per audit.
The target was introduced in the 2007/8 ?nancial
year as the ?rst reported measurement on the imple-
mentation of internal audit recommendations. The tar-
get was not achieved due to the lack of business imple-
mentation of audit recommendations within agreed
timeframes.
This indicator was removed from the corporate
scorecard with effect from 2010/11. The possible nega-
tive impact of the removal of this indicator was report-
ed to the Audit Committee, the Mayoral Committee
(Mayco) and Council.
Quality assurance improvement programme
In line with the requirements of the IIA, the Directorate
has a quality assurance improvement programme to
enable an evaluation of its conformance with the IIA
standards and code of ethics. The programme also
assesses the ef?ciency and effectiveness of the internal
audit, and identi?es opportunities for improvement.
The programme includes ongoing quality assessment
reviews on individual audit projects, annual internal
quality assessments and external quality assessments.
In terms of the IIA standards, external assessments
must be conducted at least once every ?ve years by a
quali?ed, independent reviewer or review team from
outside the organisation. An external quality assurance
review was completed in June 2009 and rated the
Internal Audit Directorate as operating at the highest
level of conformance in terms of the IIA standards, and
at the second-highest level of maturity in terms of the
private-sector internal audit capability maturity model.
Annual assessment of the City’s internal controls
A total of 46 reports were issued during 2009/10. The
majority of reports received a “caution” / “major
improvements needed” rating, which supports Internal
Audit’s annual assessment of the City’s system of inter-
nal controls.
Highlights for 2009/10
• The achievement of a “Generally Conformed” rating
as per internal quality assessment reviews
• The formulation, adoption and roll-out of a commu-
nication strategy across all directorates
• The facilitation of Council’s adoption of King III
• The issue of the annual report providing an opinion
on the system of internal controls within the City
• The formulation, adoption and implementation of
the combined assurance framework for the City
• The formulation of a continuous auditing strategy
• The successful completion of the control self-assess-
ment pilot project
• The development and implementation of a compe-
tency framework for the Directorate
• The provision of support to oversight committees,
such as the Audit Committee and SCOPA.
KEY PROJECTS
Name of project Purpose
Control self-assessment The Directorate conducted its ?rst control self-assessment (CSA) engagement during the 2009/10 ?nancial year.
The Strategic Human Resource (HR): Recruitment and Selection Department was used as a pilot for the CSA, for
which a ?nal CSA report was issued during the quarter. CSAs will be further rolled out in the City and are includ-
ed in the Directorate’s plan. The primary objectives of CSAs are to empower business with a process that allows
management and work teams, who are directly involved in a business unit, function or process, to participate in
a structured manner for the purpose of:
• creating risk and control awareness among management and staff;
• identifying risk exposures of the selected activity;
• assessing the control processes that mitigate or manage those risks;
• identifying and developing action plans to reduce risks to acceptable levels; and
• communicating ?nal results in a formal report to management.
Continuous auditing
strategy
The Directorate developed a continuous auditing strategy and completed a pilot project during the 2009/10
?nancial year. It is to be further rolled out across the City to enable line management to obtain on-going assur-
ance regarding the accuracy and validity of large volumes of data ?owing through their systems, through the iso-
lation and containment of control failures on a timely basis.
Chartered Accountants
Academy
National Treasury, accredited by the South African Institute of Chartered Accountants (SAICA) as an approved
training organisation, approached the Internal Audit Directorate to facilitate the establishment of the City as a
primary site for training candidate chartered accountants. The training programme commenced during 2009/10
and implementation is co-ordinated by Internal Audit.
KEY CONTACTS
Chief Audit Executive
Zulpha Abrams
Tel
021 400 1337
Fax
021 418 8040
zulpha.abrams@
capetown.gov.za
Executive Assistant
Seu-ling Pastor
Tel
021 400 1338
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 31
T
he Community Services Directorate is
responsible for providing community facili-
ties across the city, to support and promote
healthy lifestyles and to facilitate communi-
ty development programmes.
Often, these programmes involve collaboration and
partnerships with churches, community organisations,
NGOs, the corporate sector, different tiers of govern-
ment and other stakeholders.
City Parks
The City Parks Department is responsible for greening,
conserving and managing zoned public spaces, includ-
ing 11 district parks, 3 133 community parks, 36 ceme-
teries, one crematorium, and 1 862 hectares (ha) of
centre islands, nature sensitive areas and recreational
areas alongside rivers and water bodies.
Other core functions include the planting of trees,
supporting the protection of biodiversity, and the
implementation of water-saving initiatives.
The 3 133 community parks are maintained to a
standard that ensures that they are in a condition for
communities to use at all times.
To ensure that parks are maintained in an equitable
manner across the city, a uniform set of maintenance
standards for all maintenance functions have been
developed and implemented. The selected standards
focus on mowing – which is set to at least nine cuts
per year – and to keep these parks clean by conducting
litter picking on a weekly basis.
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Community Services
City Parks | Library and Information Services | Sports, Recreation & Amenities
KEY FACTS
Staff complement
4 165
Operating revenue
R72 904 000
Operating expenditure
R1 234 456 000
Capital expenditure
R145 037 000
The City provides a wealth of facilities for learning and leisure.
32 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
KEY COMMUNITY SERVICES POLICIES
Name of policy Department and purpose
City Parks
Mowing of Residential
Verges Policy
To ensure that City Parks carries out mowing on zoned public open spaces only and not on residential verges
Tree Policy To ensure a consistent approach to the planting, maintenance and removal of trees, and to encourage best horti-
cultural practices when dealing with trees
Interment/Burial Strategy To provide interment services that meet the needs of the community in an effective and ef?cient manner
Public Parks Bylaw To regulate the admission of persons, animals and vehicles to public parks in order to provide for the use and
enjoyment of public parks, and to determine conduct that will not be permitted within public parks
Library and Information Services (LIS)
General Legislation informs provision of service. As LIS is an unfunded mandate, national or provincial legislation applies
(Constitution, Schedule 5A, Provincial Library Ordinance, No. 16 of 1981 and Standard Bylaw PN 640 of 1990).
These documents are available from the Director: LIS
LIS Strategy: Minimum
service levels (open hours)
Three tiers (city-wide – open 63 hours per week; regional – open 45 hours per week; community libraries – open
35 hours per week); further information can be obtained from the Director: LIS
KEY COMMUNITY SERVICES PROCESSES AND POLICIES REQUIRING COUNCIL INPUT
Name of policy Department and purpose
City Parks
Cemetery Bylaw and
Consolidation of Public
Open Spaces Approach
To repeal the Cape Metropolitan Council: Bylaw for Cemeteries and Crematoria, 2000, to provide for the control,
regulation and development of cemeteries, the disposal of corpses and the interment of human remains in a dig-
ni?ed manner, and matters connected therewith
Consolidation of Public
Open Spaces Approach
To develop a methodology that can be used to:
• identify and reserve adequate usable public open spaces to address the recreational needs of future genera-
tions in an equitable manner; and
• reduce the number of land assets to be managed and thereby release budgets for improving the standard of
service delivery and the quality and sustainability of parks
Greening Strategy To provide, improve and enhance the value of green spaces and the environment in a qualitative and sustainable
manner, to be used for passive and active recreation and social activities, to contribute aesthetic value to the
urban landscape, and to address the effects of global warming
Facility Management To provide a strategic framework for the provision and integrated management of urban public open space facili-
ties so as to optimise the experience of current and future users of the facility
Planning and Development
Strategy
To provide planning services that respond to the needs of the community and align with the City’s policies and
procedures in a manner that is both ef?cient and effective
Library and Information Services
Implementation protocol
None at this stage
This protocol is intended to formalise the arrangement between the Province and the City with respect to the
rendering of public library services. The draft is currently being considered by the MEC for Arts and Culture,
whereafter it will be returned to the City. It is anticipated that this will be signed off shortly. Council supports the
assignment of this function to the City, but the process must be undertaken in terms of applicable legislation.
Sports, Recreation & Amenities
Policy for Use of Sports
Complexes
This policy will provide and clarify the rights, roles and responsibilities of the various role players (the City and
community user groups) in effectively managing sports complexes. The policy will provide clarity on usage, vend-
ing and trading, advertising, maintenance obligations, seasonality and tariffs.
Ongoing challenges
Ongoing challenges include the level of vandalism and
anti-social behaviour at public parks, which increases
repair costs and has a negative impact on the ability to
adhere to maintenance standards.
To address the escalating city burial demand result-
ing from population growth and an earlier death
occurrence due to infectious diseases, City Parks has
commenced a process to identify, reserve and in due
course develop new burial areas to cater for future
urban development (i.e. 10-15-year scenario) within
the city’s urban edge.
Strong competition for scarce metropolitan land and
the poor environmental performance of certain ceme-
teries, given the high winter water-table of the Cape
Flats, have prompted the City to pursue other interment
options to supplement traditional in-ground burial,
including cremation and other corpse reduction tech-
nology, above-ground interment options, and re-
employment of existing and ‘closed’ cemeteries
through grave re-use.
Library and Information Services
Two city-wide libraries, 22 regional libraries, 74 com-
munity libraries, four satellite libraries and three mobile
libraries provide residents with access to services and
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 33
resources required for their information, education, cul-
ture and recreational needs. Library and Information
Services has more than 745 000 members.
Programmes at the libraries offer a variety of devel-
opmental activities, ranging from storytelling, school
holiday and reading programmes to peer leadership
and capacity-building programmes.
Three categories of minimum open-hour standards
are set for libraries:
• City-wide libraries at 63 hours per week
• Regional libraries at 45 hours per week
• Community libraries at 35 hours per week
Friends and volunteers
Properly constituted Friends of the Library organisa-
tions and/or volunteers assist at more than 30 City
libraries, helping to meet minimum opening hours,
donating funding, or through in-kind contributions such
as assisting with shelving of library materials. Every
effort is being made to encourage the establishment of
Friends organisations in more libraries.
Being an unfunded mandate, the City will continue
with efforts in reaching a resolution with Province on
the funding of library services in Cape Town.
Implementation of the planned new library automat-
ed management system will make library processes
more ef?cient. With external funding received, one new
library, Kuyasa Library in Khayelitsha, is planned for the
2011/12 ?nancial year.
Sports, Recreation & Amenities
The Sports, Recreation & Amenities Department pro-
vides, manages and maintains a number of community
facilities, and provides and facilitates recreation pro-
grammes in communities and at City facilities.
Community facilities include the following:
• 180 community centres (including halls, recreation
centres, multi-purpose centres, civic centres, youth
and family centres), used by a cross section of insti-
tutions, ranging from non-governmental organisa-
tions (NGOs) to ratepayer associations, youth groups,
religious groups and sport and recreation clubs
• 187 sports facilities (consisting of indoor facilities,
outdoor facilities and stadia)
• Outdoor sports facilities which include 524 individual
formal sports ?elds
• 37 swimming pools
• 28 beaches
• 14 resorts
A comprehensive set of uniform maintenance standards
has been implemented for these facilities. This is a sig-
ni?cant step in making a commitment to our communi-
ties on what they can expect when they visit or use
these facilities.
The City has institutionalised the relationship with
users through the Municipal Facility Management Com-
mittees (MFMCs) to assist the City with the manage-
ment of facilities. Where MFMCs are fully operational,
the associated sports ?elds tend to be used according
to their threshold norms, and the standards are main-
tained on a sustainable basis.
The following approaches are being followed to
maintain and increase service standards:
• Investigate alternate means to support the recover-
ing of facilities and services, e.g. exploring external
funding possibilities through naming and advertising
rights, sponsorships, grant funding and partnerships
• Establish partnerships with community-based stake-
holders, which will lead to the sharing of responsibil-
ities with regard to the maintenance, management
and security of facilities
• Engage with commercial partners and donors for the
development of community facilities and amenities,
making sure the ongoing services are realisable
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KEY COMMUNITY SERVICES PROJECTS
Name of project Department and purpose
City Parks
Upgrades Metro South-East Cemetery
Vaalfontein Cemetery
Wallacedene Cemetery
Athlone/Nantes Park
Jack Muller Park
Maitland Cemetery
Library and Information Services (LIS)
Key projects Kuyasa Library (externally funded)
Planning, design & commencing construction (more information available from Director: LIS)
As LIS is an unfunded mandate, no capital budget is provided and, therefore, no major infrastructure projects can
be planned for/undertaken until funding is provided for this purpose.
Sports, Recreation & Amenities
Key projects Seawinds – sports complex phase 3 R3 406 315
Imizamo Yethu – develop sports complex R5 971 950
Witsands, Atlantis – construct sports complex R4 431 038
Wallacedene – construct sports complex R3 900 000
Masibambane Hall – additions and alterations R3 600 000
KEY CONTACTS
Executive Director
Lokiwe Mtwazi
Tel
021 400 1210
Fax
021 400 1269
lokiwe.mtwazi@
capetown.gov.za
Executive Assistant:
Funeka Xamlashe
Tel
021 400 1335
34 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 35
T
he City of Cape Town’s Corporate Services
Directorate is a multi-disciplinary partner
providing value-adding strategies, processes,
policies, systems, interventions, knowledge
and expertise to all other directorates.
Its services encompass strategic human resources,
information systems and technology, communications,
specialised technical services, personnel services, cus-
tomer relations and employment equity.
These are achieved by maintaining and improving
service delivery, and ensuring quality and affordability
within an increasingly constrained global economic cli-
mate through:
• leading and directing the organisation to new think-
ing, strategies, processes and new approaches in
service delivery and business transformation;
• providing a framework for maximising intellectual
capital within the organisation;
• creating a centre of knowledge and best practice;
• aligning and optimising staff and business processes
to satisfy business and community needs;
• optimising the City of Cape Town as a world-class
brand;
• driving a professional service culture that focuses on
community responsiveness, results and problem solv-
ing;
• developing enabling policies that are outcomes-
focused;
• delivering high-quality specialist corporate services to
the organisation; and
• achieving economies of scale through providing ef?-
cient and effective transactional services.
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Corporate Services
Strategic Human Resources | Information Systems & Technology
Communication | Specialised Technical Services | Personnel Services
Customer Relations | Employment Equity | Legal Services
KEY FACTS
Staff complement
1 726
Operating revenue
R27 282 000
Operating expenditure
R1 622 353 000
Capital expenditure
R208 630 000
Corporate Services provides the wealth of strategies, processes, policies and systems that underpin each directorate.
36 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
KEY CORPORATE SERVICES POLICIES
Name of policy Department and purpose
Strategic Human Resources and Personnel Services
HR policies and procedures
and collective agreements
(union agreements)
negotiated by the South
African Local Government
Bargaining Council
(SALGBC).
These include:
• conditions of service, bene?ts and remuneration;
• employee code of conduct;
• time and attendance management;
• education, training and development;
• recruitment and selection;
• individual performance management;
• employee bene?ts;
• discipline, grievance and incapacity management;
• employee wellness;
• occupational health and safety;
• appointments and terminations;
• declaration of ?nancial interest, private work and gift register; and
• operational policies, including transportation, cell phones, catering and beverages.
Human resource policies can be obtained from the City’s intranet under “HR policies”.
Information Systems and Technology
Personal Computers for
Councillors
The policy in terms of which personal computers, related services and IT equipment is issued to councillors.
Electronic Communication
Policy
This policy provides the rules for the use of any electronic communications tools within the City of Cape Town.
Legal Services
Policy on the Provision of
Legal Representation for
Staff and Councillors
This policy seeks to provide a City employee or councillor with legal representation, subject to terms and condi-
tions, where legal proceedings have been instituted against the employee or councillor as the result of any act or
omission in the exercise of his or her powers or the performance of his or her duties; or the employee or council-
lor has been summoned to attend any inquest or inquiry arising from the exercise of his or her powers or the
performance of his or her duties. Draft submitted to portfolio committee for comment.
Specialised Technical Services
Corporate Transport Policy To regulate the use of Council vehicles in respect of legislation, application, manner, hours, safety, etc. In draft
format and awaiting feedback from the Bargaining Forum.
Security Policy and
Procedures
To provide clarity on how security is managed at City-owned buildings and facilities, in order to achieve consis-
tent and standardised safety and security services
Of?ce Space Planning and
Allocation
To facilitate the provision of optimal workplace allocation and accommodation (including matters relating to
beverages, cleaning, parking and interior decorating) to Council staff
Parking Policy To regularise parking at all Council facilities, and to ensure a transparent and equitable process in the allocation
and control of of?cial parking
Communication
Communication Strategy Document providing an overview of the communication discipline, its key business areas and the broad direction
in which the discipline is moving. Available from the Director: Communication.
Media Protocol Document to regularise the manner in which staff interact with the print, radio and television media; providing
guidance to line departments on how to appoint specialist spokespersons. Available from the Manager: Media.
Brand Architecture Policy concerning the design and utilisation of the City’s identi?cation logo, its key features and method of appli-
cation. Available from the Head: Admin & Production.
Customer Relations
Citizen Relationship
Management Strategy
The Citizen Relationship Management Strategy describes the customer relations activities at political, corporate
and function-speci?c level. Available from the Manager: Customer Relations.
Employment Equity
Staff Women Empowerment
Strategy
The strategy provides a framework to address the gender imbalances that exist within the City, to ensure equi-
table representation of women in all occupational categories and levels within the organisation. The document is
available on request from the Employment Equity Department.
Staff Disability Strategy The strategy is aimed at creating an enabling environment for persons with disabilities, to secure and retain
employment with the City. The strategy is available on the City’s Intranet under “HR policies, Employment Equity”.
Anti-Discrimination in the
Workplace Policy
This policy aims to give effect to the Constitution, the Employment Equity Act, and the Promotion of Equality and
Prevention of Unfair Discrimination Act, and ensure that no unfair discrimination takes place in the City as a
workplace. The document is available on request from the Employment Equity Department.
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 37
Core functions
Corporate Services comprises the following departments:
Strategic Human Resources (HR)
HR’s function is to maximise the human capital poten-
tial of the City by providing corporate direction in terms
of human resources policies, strategies and alignment of
people with business needs, including talent manage-
ment, business improvement, quality management,
change management, collective bargaining and provid-
ing consultative services to line management.
Information Systems & Technology (IS&T)
IS&T’s function is to provide and support the computer
infrastructure, networks and systems that enable the
City’s numerous information technology (IT) systems.
Without these systems – ?nancial, logistic, HR, projects
etc. – and networks – e-mail, telephones etc. – the City
would not be able to provide any municipal services nor
communicate with its residents.
Legal Services
The Department’s function is to provide an effective and
ef?cient legal support service to Council in order to
enable it to deliver on its constitutional mandate within
the relevant legal framework, namely to manage and
limit the legal risks of the City of Cape Town.
Specialised Technical Services (STS)
The STS Department’s function is to maintain and opti-
mise the potential of the City’s buildings, corporate
vehicle ?eet and radio communications, in order to
enhance service delivery.
Personnel Services
The Department’s function is to optimise human
resources management by empowering line manage-
ment through the provision of advisory services, opera-
tional systems and processes in terms of personnel
administration, training and development, payroll serv-
ices, occupational health and safety, and care for the
well-being of employees.
Communication
The Department’s function is to ensure a credible, pro-
fessional and cost-effective information ?ow between
the City, its staff, residents, news media and all other
stakeholders pertaining to service delivery and other
City activities, information and initiatives.
Customer Relations
The Department’s function is to provide a customer rela-
tions service to the City’s customers in order to address
their requirements in terms of access to municipal serv-
ice delivery, thereby creating a positive image of the
City.
Employment Equity
The Department’s function is to provide corporate direc-
tion, ensuring compliance with employment equity leg-
islation, and the achievement of a diverse and represen-
tative workplace.
Key initiatives
The Directorate’s key initiatives include the following:
• The Human Resources (HR) Strategy is aimed at deliv-
ering the right people, with the right skills, in the
right place at the right time and cost.
• E-HR is aimed at providing staff and management
with cutting-edge computer-based systems and
tools, increasing ef?ciency, saving costs and improv-
ing morale. E-HR is based on the single largest roll-
out of SAP functionality in local government in the
world.
• The implementation of a world-class municipal
broadband network (?bre optic network) for the City
is under way and will give Cape Town a signi?cant
economic advantage.
• The implementation of cross-cutting business
improvement projects will provide a combined return
on investment of over R100 million per annum and
improve service delivery and customer satisfaction.
• The ongoing roll-out of improvements in occupational
health and safety management ensures that employ-
ees, councillors and the communities coming into
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direct contact with City facilities and services can
expect high safety standards to be maintained at all
times.
• A Major Events Strategy aims to support the City’s
ambitions to become a desirable international events
capital.
• The Customer Relations Strategy will guide the Direc-
torate’s daily interactions with City roleplayers and
customers, and includes the simpli?cation and expan-
sion of communication channels and networks.
• A focused intervention to expand employment oppor-
tunities to women and people with disabilities recog-
nises that these vulnerable citizens currently struggle
to access available opportunities.
• Bridging the digital divide empowers disadvantaged
communities through free access to information and
communications technologies.
• An Education, Training and Development Strategy in
support of local economic skills development initia-
tives includes in-service training, internships, artisans
and learnerships, and bursaries.
• Providing citizens with consistent and transparent
communication offers them access to information
and knowledge of their legal rights.
• A strategic review of the corporate ?eet and facilities
management aims to align with best practice and
technology in responding to environmental and ener-
gy reduction challenges.
Key challenges
• Building and sustaining a world-class city
• Managing the planned creation of a single public
service
• Re-engineering the City ?eet and facilities in the con-
text of the economic and energy crises
• Appropriate talent management strategies to address
the effects of a reducing pool of graduates and skills
• Enhancing economic development through the ongo-
ing expansion of the City’s ?bre-optic broadband
project
• Delivering more with less in a climate of rapid urban-
isation and rising unemployment through appropriate
business improvement and staf?ng strategies
• Creating appropriate labour interventions and legal
mechanisms for managing and responding to increas-
ingly violent and litigious reactions from communities
and employees facing the consequences of the global
economic and energy crises.
KEY CORPORATE SERVICES PROCESSES AND POLICIES REQUIRING COUNCIL INPUT
Name of policy Purpose or requirement
Section 78 process
(Specialised Electronic and
Radio Services)
The City operates a radio trunking communications network that serves the City’s emergency and municipal serv-
ices, neighbouring municipalities, provincial government and national government organisations, with more than
10 000 radios. Due to major upgrades, the City undertook a Section 78(1) investigation, according to the Munici-
pal Systems Act (MSA), into the city’s internal capacity to continue delivering this service. A report was submitted
to council in November 2010 recommending that, before a decision is taken, an investigation and assessment of
external service delivery options be undertaken according to section 78(3) of the MSA. This report will be submit-
ted to Council in June 2011.
Customer Service Charter The Charter is a high level document containing the City’s commitment to its customers in terms of customer
interactions. It outlines the commitment to working in partnership with customers to deliver excellent service.
This includes responsibilities to customers regarding customer interactions as well as customer expectations. It
also explains how complaints will be dealt with. Consideration and approval.
Electronic Communication
Policy
The City has provided councillors and many staff members with electronic communication tools to enhance their
productivity and enable them to communicate with various stakeholders. If used inappropriately these tools
increase the City’s exposure to various risks, lead to unproductive behaviour and the misuse of its resources
through non-work related web browsing, misuse of e-mail systems, and onward transmission of viruses and
unacceptable content. This can increase the vulnerability of the City’s systems to malicious attacks by external
parties. This policy provides the rules for the use of electronic communications tools within the City.
Legal Tariffs Approval
Key projects Signi?cant capital projects to be undertaken in the medium term include:
• Facilities Management structural rehabilitation project
• Retro?tting Civic Centre lighting
• ‘Dark ?bre’ broadband project
The following additional key programmes and projects will be undertaken:
• Staff loyalty and productivity
• Improving ef?ciency and effectiveness of core business processes
• Uni?ed citizen interaction channels
• Mobile services activation – transactional service for mobile phones
• Absenteeism and time management
• Operationalisation of the CANTO digital asset management system
• Major event: Festive Season switch-on in late November 2011
KEY CONTACTS
Executive Director
David Beretti
Tel
021 400 5050
Fax
021 400 1213
david.beretti@
capetown.gov.za
Executive Assistant:
Allizon Sangster
Tel
021 400 1231
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 39
T
he Economic, Social Development and
Tourism Directorate promotes economic
development and opportunities – from a
business to a community level; responsible
and sustainable tourism strategies, and
social development to promote empowerment within
disadvantaged communities. It also manages the City’s
immovable property to optimise usage and value.
The Directorate takes its lead from Section 152 of
the Constitution, namely to promote social and eco-
nomic development, create a safe and healthy environ-
ment, and encourage involvement of communities and
community organisations in matters of local govern-
ment programmes.
The departments driving this objective are those of
Economic and Human Development, Tourism, Social
Development and Property Management. In brief, each
department’s purpose is as follows.
Economic and Human Development
The Economic and Human Development Department
promotes economic development practices through
implementing the City’s Economic Development Strate-
gy (EDS). The City’s EDS aims to organise all available
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Economic, Social Development & Tourism
Economic and Human Development | Social Development
Property Management | Tourism
KEY FACTS
Staff complement
324
Operating revenue
R174 947 000
Operating expenditure
R298 458 000
Capital expenditure
R167 051 000
The Directorate promotes social and economic development and encourage community involvement in local government programmes.
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KEY SOCIAL DEVELOPMENT PROCESSES AND POLICIES REQUIRING COUNCIL INPUT
Name of policy Department and purpose or action required
Social Development
ECD Policy Consideration and approval of the policy described above
Social Development Strategy Consideration and input of the strategy described above
Youth Policy Consideration and approval of the policy described above
Disability Policy Consideration and approval of the policy described above
Tourism
New Tourism Development
Framework (TDF)
The current TDF was approved in 2004. A process has been initiated for the development of a TDF for the period
2011- 2016/17.
Economic Development
Comment on EDS Written and verbal comments regarding the policy described above
Comment on the Global
Competitiveness Study
Written and verbal comments regarding the project described above
Property Management
Revised Advertising
Methodology for Certain
Categories of Property
Transactions
This methodology comprises the placement of an annual advertisement communicating the intention of Council
to grant or renew the rights to use, manage and control certain categories of assets under speci?c circumstances,
and calling for comments and/or objections. The methodology, which replaces the individual ‘advert-per-transac-
tion’ system, is being implemented, and any objections arising from such advertisement will be referred to Coun-
cil for consideration and decision.
Property Management
Business Improvement
Project
Alignment with international best practice and new property management governance strategy requires the
establishment of an Independent Advisory Board, a Property Portfolio Performance Committee, as well as the cre-
ation of asset portfolios and the development of portfolio-speci?c strategies.
KEY ECONOMIC, SOCIAL DEVELOPMENT AND TOURISM POLICIES
Name of policy Department and purpose
Social Development
Early Childhood
Development (ECD) Policy
Provides a guiding framework for the City’s ECD strategy and supporting programmes, including guidelines in
respect of the planning and health and safety requirements for safeguarding the interests of children through
ECD. The policy has been advertised in the press as part of the public participation process.
Draft Social Development
Strategy Framework
Provides guidance on meeting the developmental needs of residents by focusing on the provision of the basic
foundation and building blocks that will ultimately lead to a sustainable social infrastructure
Youth Policy The Youth Policy provides guidance on how the City will create a supportive environment that is in tune with the
needs of young men and women, and is aimed at providing a holistic approach to youth development
Disability Policy Provides guidance on how the City will create a supportive environment for addressing the needs of disabled
people. It is aimed at clarifying the role of the City as a local authority in addressing the interests of the disabled.
Tourism
Tourism Development
Framework (TDF) for the
City of Cape Town
A plan for the development of the tourism sector in Cape Town, including public and private sectors and commu-
nities. The purpose of the TDF is to guide the development of tourism products and experiences, and to propose
actions ensuring that tourism generates economic, social and environmental bene?ts. Approved in 2004.
Responsible Tourism (RT)
Policy and Action Plan
The Responsible Tourism Framework and Action Plan/Programme has been developed to ensure that Cape Town
develops as a ‘responsible tourism’ destination, focusing on the triple bottom line, comprising social, economic
and environmental aspects. Approved in 2009.
Economic Development
Global Competitiveness
Project
The project investigates supply-side conditions and locational attributes that either hinder or improve the global
competitiveness of Cape Town’s economy.
Economic Development
Strategy (EDS)
The project is about developing a 2020 economic vision for Cape Town, and creating strategies for Cape Town to
achieve its 2010 economic vision.
Cost of Doing Business The purpose of this study is to create a plan to reform regulatory practices (i.e. procedures and processes) that
increase the cost of establishing/operating a business in Cape Town, and also reduce a business’ ability to
respond quickly to changes in its environment.
Property Management
Bylaw Relating to
Immovable Property
Enabling legislation for the management of immovable property, including certain matters not provided for in the
governing national legislation (MFMA and MATR). Approved in 2010.
Policy on the Management
of Certain of the City's
Immovable Property
A guiding framework for the management of immovable property assets in a manner that is compliant with leg-
islation, that is aligned with international best practice in the management of public property assets, and that
supports the strategic objectives of the City. Approved in 2010.
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 41
resources towards agreed goals, and to ensure align-
ment with the plans of internal and external economic
development agents and partners. The Department’s
strategic objectives are to:
• facilitate the creation of an ef?cient, effective and
equitable spatial economy, where the economy’s
wealth, assets and economic opportunities are dis-
persed throughout the city;
• channel the development of Cape Town’s productive
assets (capital, land, natural resources, workforce,
patents, intellectual capital and creative capital) to
create a competitive economy that attracts invest-
ment and increases its exports; and
• promote a model of economic development that pro-
vides all communities with opportunities to share
the bene?ts associated with economic growth (i.e.
jobs and investment) and technological innovation
(i.e. access to technologies that allow the poor to
access affordable amenities and services).
Tourism
The Tourism Department strives to develop Cape Town
as one of the world’s sought-after destinations. As the
custodians of the City’s local tourism constitutional
mandate, the Department provides leadership in pro-
moting Cape Town as a top-quality destination through
responsible development and innovative strategic mar-
keting in partnership with industry.
Four goals have been identi?ed: sector leadership;
destination and product development; sector support,
and corporate excellence. These goals are driven via the
focus areas of responsible tourism for destination sus-
tainability, tourism infrastructure, and tourism growth
with special attention to the domestic market.
Social Development
The Social Development Department creates opportuni-
ties for communities to meet their developmental
needs in order for them to become resilient and self-
reliant, as well as able to participate in the local and
global economy. The Department is geared towards cre-
ating opportunities through:
• the promotion of early childhood development (ECD)
and the provision of ECD centres of excellence;
• facilitating the provision of social infrastructure;
• the promotion of arts, culture and heritage;
• the promotion of social entrepreneurship;
• the facilitation of corporate social investment (CSI)
contributions that enable developmental pro-
grammes; and
• addressing social development needs through target-
ed programmes focusing on early childhood develop-
ment; street people; youth development; substance
abuse prevention in support of the City’s Substance
Abuse Programme; disability; gender equality, and
poverty alleviation.
Property Management
The Property Management Department’s functions
intersect with the objectives of all City departments
through the deployment of existing property assets and
the acquisition of property and rights in property, to
support the programmes of infrastructure-led economic
development.
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KEY CONTACTS
Acting Executive Director
Ruby Gelderbloem
Tel
021 400 2589
Fax
021 400 4711
ruby.gelderbloem@
capetown.gov.za
Executive Assistant
Cecile Swart
Tel
021 400 2589
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The purpose of Property Management is to optimise
the management of the City’s immovable property
(land and buildings). To achieve this objective, the
Department has shifted its business culture from reac-
tive property administration to one of proactive asset
performance management.
An extensive business improvement process has
been executed, which has resulted in a revised strategy
and business plan, revised organisational structure,
documented business processes, standard operating
procedures, standard documents and outcomes-based
resource loading.
These are further supported by quality management
principles and systems as well as the management of
interaction with dependencies and stakeholders by
means of service-level agreements.
KEY ECONOMIC, SOCIAL DEVELOPMENT AND TOURISM PROJECTS
Name of project Department and purpose
Social Development
ECD construction
programme
Construction of ECD centres of excellence in Leonsdale and Delft
Tourism
Lookout Hill, Khayelitsha Lookout Hill is a tourism facility, located strategically at the junction between Khayelitsha and Mitchells Plain.
The facility was built around 2003, and has an exhibition centre, amphitheatre, restaurant, arts and craft hives,
curio shops and a meeting room. The facility has a boardwalk that stretches over 164 steps to a platform on the
mount of a sand dune. A plan is being implemented to improve safety and security, the boardwalk, landscaping
and parking, etc.
Two Oceans Craft and
Cultural Centre (TOCCC),
Masiphumelele)
The TOCCC is a cultural tourism centre located at the entrance of Masiphumelele. The centre is a platform for the
creation, marketing and retail of local craft and cultural products. It is a key tourism attraction for Masiphumelele,
housing a small coffee shop, craft huts and amphitheatre. The TOCCC is ?anked by several other economic devel-
opment infrastructures – such as a taxi rank, proposed retail land, etc. – which are planned to be part of an eco-
nomic development corridor for the area.
Economic Development
Facilities improvement Structural work to comply with occupational health and safety legislation and the installation of prepaid electric-
ity metering at: Bloekombos phases 3/4, Gugulethu Gateway, Gugulethu meat market, Schaapkraal/Oasis hive,
Heideveld Station, Nyanga job centre, Khayelitsha training centre, Ravensmead business hive,
Wesbank Uluntu plaza, and Uitsig entrepreneurial centre
Nomzamo Business Centre Structural work to comply with occupational health and safety legislation
Masincedane Skills
Development Centre
Construction of four additional training rooms
Property Management
Business improvement
project
Alignment of Department structure and functions with international best practice based on property asset life
cycle principles. This includes development of business processes, standard operating procedures, standard docu-
ments, service-level agreements, and the implementation of a quality management system.
Redevelopment of Bellville
Velodrome
The R2,5 billion mixed-use development by Devmet Property Developments (Pty) Ltd, being facilitated by the
Property Management Department, is one of the largest and most expensive property developments to be under-
taken within the City of Cape Town.
Cape Town International
Convention Centre
Property Management is playing a pivotal role in the planning for, and execution of, the R500 million expansion
of the Cape Town International Convention Centre (CTICC) approved by Council in March 2011.
Property and rights
acquisitions in support of
the IRT project
Numerous properties and rights in properties are in the process of being acquired from landowners to provide
for the integrated rapid transit bus routes and depots and for bulk infrastructure developments and expansions
throughout the city
Security of tenure – church
sites
Process to legitimise church organisations’ occupation of sites in various areas, including Khayelitsha and former
Ikapa areas, in a manner that is compliant with governing legislation; preparation of sites for sale by competitive
process, and completion of transfer of sites already sold in terms of Council approval
Revised advertising
methods for low-impact
property transactions
Advertising costs are expensive, and resistance is being experienced with renewal of leases, particularly low-
impact and low-value transactions. Revised advertising methodology has been developed and will be implement-
ed from 1 July 2011 to test for process objections.
Consumer Protection Act –
compliance and readiness
All contracts, business processes, standard operating procedures and standard documents are being assessed for
compliance, and the necessary amendments are being made.
Property release
programme
Council-owned properties not required for municipal services, and with a total value of more than R300 million,
will be put to the market for disposal to support and facilitate economic and social development.
Establishment of
comprehensive immovable
property assets register
Implementation of Government Immovable Asset Management Act (GIAMA) at local government level is immi-
nent. The City's state of readiness is being assessed and a project being scoped to develop a roadmap towards
compliance.
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 43
T
he Finance Directorate is responsible for the
collection, management, investment and
expenditure of the City’s monies, in accor-
dance with national legislation and policy,
generally accepted accounting principles,
and international best practice.
The Directorate’s key functions are as follows:
Budget
The budget is a very detailed list of all planned expens-
es and revenues. It is an organisational plan stated in
monetary terms, and describes the strategic focus of
the City in ?nancial terms, in a manner that is afford-
able, credible, viable and sustainable.
The budget is divided into an operating budget and
a capital budget. The operating budget covers the costs
of running the City, such as salaries and wages, and
payment for goods and services.
The bulk of the capital budget is spent on core infra-
structural services for water, electricity, sanitation, solid
waste, transport, roads and major projects.
The Budget Department prepares a draft budget,
which is published for comment and adjustment. The
draft budget must be approved by Council before the
municipal ?nancial year begins on 1 July.
The budget also provides a means to measure the
actual ?nancial operation of the City against what was
anticipated or forecast.
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Finance
Budget | Expenditure | Inter-services Liaison | Integrated Risk Management
Housing Finance and Leases | Revenue | Shareholding Management
Supply Chain Management | Treasury | Valuations
KEY FACTS
Staff complement
1 507
Operating revenue
R390 011 000
Operating expenditure
R1 567 385 000
Capital expenditure
R5 062 000
The infrastructure and services the City provides depend on professional ?nancial management.
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KEY FINANCE POLICIES
Name of policy Type and purpose
Bylaws
Credit Control and Debt
Collection Bylaw
To give effect to the municipality's credit control and debt collection policy, its implementation and enforcement
in terms of Section 156(2) of the Constitution, and Sections 96 and 98 of the Municipal Systems Act, 2000; to
provide for the collection of all monies due and payable to the municipality; and to provide for matters incidental
thereto
Special Rating Areas Bylaw To give effect to Council's policy on special rating areas; to provide for the establishment of special rating areas;
to provide for additional rates, and to provide for matters incidental thereto
Tariff Bylaw To give effect to the policy on the levying of fees for a municipal service provided by the municipality or by way
of service delivery agreements
Policies and procedures
Credit Control and Debt
Collection Policy
The credit control policies deal with ?nancial management, including housing debt. Policies cover general princi-
ples, employer deductions, councillor and municipal staff arrears, credit control, disputes, irrecoverable debt, spe-
cial rating areas, indigent relief, debt management actions, property management, collection processes, and cred-
it and refunds.
Housing Debt Management
Policy
Housing Indigent Policy
Special Rating Areas Policy Sets out Council's position on special rating areas and the factors that will in?uence Council's decision whether
or not to determine a particular special rating area.
Tariff Policy Policy on the levying of fees for a municipal service provided by the municipality or by way of service delivery
agreements that complies with the provisions of the Municipal Systems Act, the Municipal Finance Management
Act and any other applicable legislation.
Policy for the Allocation of
Grants-in-Aid
Sets out Council's position on the allocation of grants-in-aid
Virement Policy Sets out Council’s position on the regulated transfer or re-allocation of money from one budget vote or account
to another (virement), as de?ned in the Municipal Finance Management Act (MFMA), Act 56 of 2003.
Integrated Risk
Management Policy
Financial policies
Accounting Policy
These outline principles and processes within the City. Various acts and regulations offer guidelines to manage
processes. All approved policies are available in hard copy, on CityWEB, and on the City’s website.
Asset Control Policy and
Procedures
Cash Management Policy
and Procedures
Accounts Payable Policy
and Procedures
Management of Foreign
Currency Exchange Risk
Contract Sureties: Approved
Policies
General Insurance Fund
Policy
Group Life Insurance
Scheme Policy
Voluntary Group Life
Insurance Scheme Policy
KEY FINANCE PROCESSES AND POLICIES REQUIRING COUNCIL INPUT
Name of process Action required
Budget process Approval to be granted
KEY FINANCE PROJECTS
Provided for in 2011/12
budget and Medium-term
Revenue and Expenditure
Framework (MTREF)
This detailed information is available on CityWeb and on CD.
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 45
The Budget Department’s core functions are:
• the formulation of budget strategy;
• ensuring the integrity of the budgetary data;
• corporate monitoring, controlling and reporting; and
• the facilitation of adjustments, within the applicable
legislative and technical framework, to the capital
and operating budgets.
Expenditure
The Expenditure Department’s functions include ensur-
ing accurate and timeous payments to the City’s suppli-
ers, councillors, of?cials and third parties; managing
the payroll, and providing support services to the
Finance Directorate.
Inter-services Liaison
The Inter-services Liaison Department assists other City
departments experiencing dif?culties with processes,
tariffs or ?nancial viability, and provides ?nancial con-
trol and administrative support for grants-in-aid and for
the city improvement districts (special rating areas).
The Department also manages the development of
the rates policy, the setting of tariffs for municipal serv-
ices, and the impact these charges have on residents.
Furthermore, the Department models the total
municipal account (TMA) distribution to ensure a fair
distribution of all billed municipal charges, and to
ensure that these charges can be collected.
Integrated Risk Management
The Integrated Risk Management Department is
responsible for assessing and managing governance
issues and risks that could affect the City.
The Department manages risk through:
• understanding the strategic objectives of the organi-
sation as well as the internal and external environ-
ment in which it operates;
• the assessment of risks through risk identi?cation,
analysis and evaluation;
• the treatment of risks to minimise or prevent a recur-
rence of an event; and
• the monitoring of risks.
The Department won a prestigious Institute of Risk
Management (South Africa) Public Sector Award in
2010, and received a rating of 3,9 – one of the highest
ratings in the country – when the National Treasury
conducted its annual risk management maturity survey
in September 2010.
Housing Finance and Leases
The Housing Finance and Leases Department manages
a comprehensive ?nancial service that covers all
aspects of the City’s housing developments. Its func-
tions include managing housing subsidies and develop-
ment grants from Province and National Treasury, infor-
mal settlement upgrades, housing debtor management
and operational funding programmes.
The Department’s functions are aligned with national
housing and ?nancial legislation and national housing
and other national infrastructure funding programmes.
The Department also operates the various computer
systems and ?nancial procedures associated with the
City’s Property Management debtor portfolio.
Revenue
The Revenue Department is responsible for creating
and sustaining a solvent and prosperous City by:
• billing and collecting funds due to the City, including
water, electricity, rates and any other tariffs;
• ensuring that accurate, transparent accounting
Cape Town International
Convention Centre
(CTICC), in which the City
of Cape Town is the
largest single shareholder,
generated R137,9 million
of revenue during the
past ?nancial year.
This represents a 13%
increase on the R119,9
million of the previous
year. During the year
under review, the CTICC
hosted 553 events, which
included 39 international
events.
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46 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
processes and policies which are compliant with rel-
evant legislation, are in place;
• managing and controlling the ?ow of funds received
by the City;
• providing a ?nancial reporting function to the City,
other stakeholders and residents;
• collecting all outstanding revenue in terms of the
City’s debt management and indigent policies; and
• aligning business processes to meet the City’s objec-
tives.
The Department has four main areas of work:
• Debt management, including disconnections, legal
processes and arrears
• Debtors and cash, including payment arrangements
and rates clearances, prepaid electricity and the
City’s pension payment ?les
• Special services, such as motor vehicle registrations
• Technical services, such as billing and database man-
agement
Shareholding Management
The Shareholding Management Department manages
the legislated relationship between the City and its
municipal entities and strategic partners, ensuring good
governance and protecting the integrity of the City’s
shareholding investments.
Supply Chain Management (SCM)
The SCM Department manages the supply and acquisi-
tion of goods and services, and the provision of stores.
This includes equipment, services, construction work
and the disposal of goods no longer needed.
SCM is also responsible for administering tender
processes and selecting contractors to assist in the pro-
vision of municipal services.
In addition, SCM is responsible for ensuring a sound,
sustainable and accountable supply chain that pro-
motes local economic development and encourages
small businesses and joint venture partnerships. This
procurement system strives to be fair, equitable, trans-
parent, competitive and cost-effective.
Treasury
The Treasury Department is responsible for managing
the City’s accounting function and cash ?ow, making
investments, raising external ?nance through bond
issues (or servicing existing loans), conducting its bank-
ing transactions, and safeguarding its assets and liabili-
ties.
Treasury also facilitates the City’s annual credit rat-
ing, and manages its insurance portfolio (as the City
self-insures). It ensures compliance with relevant legis-
lation by reporting timeously and safeguarding assets
in order to achieve the strategic and operational objec-
tives of the Department in an ef?cient, effective and
economic manner.
Valuations
The Valuations Department attaches a market value to
more than 780 000 residential, commercial, agricultural
and public infrastructure properties for rating purposes.
A general property valuation is conducted at least
once every four years to ensure that the rates charged
on properties are fair and re?ect current values. This is
a requirement in terms of the Local Government:
Municipal Property Rates Act of 2004.
The City uses a mass appraisal methodology that is
in line with international valuation practices. This
method is a systematic process of valuing many proper-
ties at a given date, using geo-spatial data and statisti-
cal procedures based on property sales and market
conditions around the date of valuation.
The last general valuation was held in 2009, and the
general valuation roll was certi?ed by the City Manager
on 29 January 2010. Two supplementary valuations
have since been held. The actual property taxes that
property owners pay are based on the property value,
and this can be a contentious process.
KEY CONTACTS
Executive Director:
(Chief Financial Of?cer)
Mike Richardson
Tel
021 400 3265
Fax
021 400 5660
mike.richardson@
capetown.gov.za
Executive Assistant
Rushda Cummings
Tel
021 400 5021
Property rates are an
important source of
income for the City, and
the Valuations
Department conducts a
general property
valuation at least once
every four years, to
ensure that the rates
charged on properties are
fair and re?ect current
values.
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 47
C
ity Health’s mission is to make Cape Town
a healthier city by continuing to strive to
ensure adequate and equitably distributed
resources, which deliver improved-quality,
comprehensive, cost-effective, primary
health care services.
This aim will be achieved through a district health
system with a committed workforce supported by
strong, competent shared leadership, who will develop
strong teams in collaboration with, and with commit-
ment from, the community and other partners.
The City is committed to working with all spheres of
government to meet the national, provincial and City
targets, so that there is a coordinated and integrated
district health service for the citizens of Cape Town.
Environmental health
The core business of City Health is environmental
health services, or municipal health services. Municipal
health services are de?ned in the National Health Act
(Act 61 of 2003) as including:
• water quality monitoring;
• food control;
• waste management;
• health surveillance of premises;
• surveillance and prevention of communicable dis-
eases;
• vector (pest) control;
• environmental pollution control;
• disposal of the dead; and
• chemical safety.
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City Health
Environmental Health | Personal Health | Specialised Health
KEY FACTS
Staff complement
1 501
Operating revenue
R361 225 000
Operating expenditure
R697 404 000
Capital expenditure
R19 848 000
City Health delivers primary health care, and monitors and strives to reduce environmental health hazards.
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Air pollution is a key factor that affects the health of
a city. Air pollution levels are frequently high in our
informal areas and even inside shacks. The City has
adopted an Air Quality Management Plan, which out-
lines the strategies to be used to deal with air pollu-
tion. City Health also deals with all aspects of noise
pollution.
Personal health
In addition, the City also delivers, in partnership with
Provincial Government, the personal primary health
care component – clinic services – via an infrastructure
of 82 clinics, 24 satellite clinics, four community health
centres (CHCs) and four mobile clinics.
Services include women and child health services
(preventive and promotive services, i.e. family planning
and immunising and treating sick children under 13
years); HIV/Aids/STI and TB control, and substance
abuse. These clinic services are delivered in partnership
with the Provincial Health Department’s Metro District
Health Services (PGWC: MDHS) who run 47 CHCs and
24-hour emergency services at primary level along with
six district hospitals.
City Health is faced with an increasing need for
health services, as shown by the burden of disease
(BOD) and customer satisfaction survey, but the avail-
able resources have not grown proportionally. The
resources relate to the following:
• Staf?ng: Extra staff are needed for those areas with
high traf?c to reduce long waiting times.
• Security: Certain areas require extra security for staff
and patients.
• Funding: Adequate funding is needed for pharmaceu-
ticals and medical tests.
KEY HEALTH POLICIES
Name of policy Type and purpose
Environmental Health
Bylaw
Bylaw regulating environmental health in the city of Cape Town. Approved in June 2003
Air Quality Management
Bylaw
Bylaw regulating air quality management in the city of Cape Town. Approved in July 2010
Keeping of Animals and
Poultry Policy
Policy regulating the keeping of animals and poultry
District Health Plan This joint plan between the City and Province is a statutory attachment to the Integrated Development Plan (IDP)
City Health HIV/Aids/TB
Plan
To work together with the Provincial Health Department to mainstream a multi-sectoral response that mobilises
all City sectors in a developmental intervention to ?ght HIV/Aids and TB, thereby reducing the number of new
infections. Statutory attachment to the IDP.
Air Quality Management
Plan
To reduce the adverse health effects of poor air quality on the citizens of Cape Town, especially during ‘brown
haze’ episodes – and thus to be the city with the cleanest air in Africa. Statutory attachment to the IDP.
KEY HEALTH PROCESSES AND POLICIES REQUIRING COUNCIL INPUT
Animal Welfare Policy A task team is being set up to drive the development of this policy.
Alcohol and Other Drug
Harm Minimisation and
Mitigation Strategy, 2011-
2014
The City of Cape Town recognises that the harmful use of alcohol and other drugs has consequences for the well-
being of users, their families and the broader society. This document details the City’s strategic plan to minimise
and mitigate the harm of alcohol and other drug (AOD) use (including tobacco usage). Version 13 April 2011.
KEY HEALTH PROJECTS
Eerste River Clinic New facility
Get Tested campaign HIV counselling and testing
Multi-sectoral action teams Funding for projects, one in each health subdistrict, linked to HIV, using Global Fund money
Matrix outpatient
treatment centres
For the treatment of substance and alcohol abuse
Handwashing campaign Health and hygiene
KEY CONTACTS
Executive Director
Dr Ivan Brom?eld
Tel
021 400 2100
Fax
021 421 4894
ivan.brom?eld@
capetown.gov.za
Executive Assistant:
Linda Bosman
Tel
021 400 4285
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 49
T
he Housing Directorate derives its key man-
date from the Constitution (Section 26) and
the National Housing Act of 1997. There are
also other pieces of legislation that govern
its operations.
The Directorate’s main function is to “initiate, co-
ordinate, facilitate, promote and enable housing devel-
opment” for its poorer communities (households who
have a monthly income of R3 500 and less). This is
achieved by addressing issues of land, municipal servic-
es and infrastructure, and creating an enabling environ-
ment for housing development, within its available
resources.
Funding to deliver on this mandate is accessed in
the form of grants from the National Department of
Human Settlements on an annual basis, which is aug-
mented by considerable City funding contributions.
The Directorate utilises the range of national hous-
ing programmes established by the National Depart-
ment of Human Settlements. Each of these programmes
sets out policy, application and implementation proce-
dures for effective delivery of a range of housing
opportunities.
In 2007, the Directorate produced its ?rst ?ve-year
Integrated Housing Plan, which is a legislative require-
ment, and constitutes the principal framework for hous-
ing delivery for the short, medium and long term by the
City. This plan is reviewed annually, and also forms the
basis for the insert of the housing chapter in the City’s
Integrated Development Plan (IDP) and annual report.
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Housing
Development Services | Existing Settlements
Housing, Land and Forward Planning | Informal Settlements | New Settlements
Strategy, Support and Co-ordination | Urban Renewal Programme
KEY FACTS
Staff complement
747
Operating revenue
R427 512 000
Operating expenditure
R752 811 000
Capital expenditure
R751 000 000
The City has been granted levels 1 and 2 accreditation, which allows it to implement national housing programmes.
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Urbanisation
Cape Town’s urban population has grown rapidly over
the last 20 years, almost doubling in size, and now
stands at just over 3,7 million. The next few decades
will see an unprecedented scale of urban growth in
developing countries such as South Africa.
Urbanisation – the increase in the urban share of
total population – is inevitable, but it can also be posi-
tive. The current concentration of poverty, informal
growth and social disruption in many of Cape Town’s
suburbs does paint a threatening picture. However, no
major city has ever achieved signi?cant economic
growth without urbanisation. Cities concentrate pover-
ty, but they also represent the best hope of escaping it.
The City has established an Urbanisation Department
to address the impact of urbanisation in Cape Town
proactively. The Department will focus closely on the
demographics and the longer-term and broader vision
of the use of urban space to reduce poverty and pro-
mote sustainability. The Department will also facilitate
strategies across a broad spectrum on how to generate
employment; how to reduce the City’s ecological foot-
print; how to improve governance, and how to admin-
ister increasingly complex urban systems, including a
focus on community health, community engagement,
education, safety, security and basic service provision.
The vision is that this kind of people-centred devel-
opment will knit together the social fabric, and encour-
age economic growth for all of Cape Town’s communi-
ties, including the poor.
Accreditation
The City has been granted levels 1 and 2 accreditation,
which allows it to implement national housing pro-
grammes; receive funding directly from National Treas-
ury and assume responsibility for bene?ciary manage-
ment, subsidy budget planning and allocation, and pri-
ority programme management and administration.
The next step is for the City to apply for level 3
accreditation, and thus become a fully accredited
KEY HOUSING POLICIES
Name of policy Type and purpose
Housing Allocation Policy Outlines principles and processes in the identi?cation of bene?ciaries and tenants for new housing developments
and rental stock respectively
Unlawful Occupation Policy Policy for normalising eligible unlawful occupants in the City's rental stock who moved in before 1 March 2006,
and for taking legal action against those who moved in after this date
Indigent Policy Policy to provide rental relief to indigent families (those with a household income of less than R3 500 per month)
living in the City's rental stock
Credit Control Policy Part of the Credit Control Policy deals with the ?nancial management of the City’s rental and home ownership
stock.
Draft Procedures for the
Cancellation of Deeds of
Sale
Outlines principles and procedures for dealing with bene?ciaries who are no longer in occupation of their serv-
iced sites in the former black local authorities areas and are no longer traceable, and the consequent sale to the
current or approved occupier
KEY HOUSING PROCESSES AND POLICIES REQUIRING COUNCIL INPUT
Name of policy Action required
Tenancy Management
Policy
Draft policy to be workshopped and submitted for approval
Backyarder Policy Follow-up workshops and approval
Urbanisation Framework
Strategy
To be approved by Council
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 51
municipality with fully assigned powers to deliver on its
constitutional mandate of providing access to adequate
housing opportunities to, especially, its poorer commu-
nities.
The Urban Settlements Development Grant
This grant replaces the previous ‘MIG Cities’ grant and
the ‘service portion’ of the human settlements develop-
ment grant (HSDG). The intent of the grant is to aug-
ment and support grant allocations from provinces to
municipalities under the HSDG, and it should also sup-
port integration of HSDG projects with mainstream City
development.
By accessing this grant, the City will be able to:
• improve development planning and inter-governmen-
tal co-ordination (all three spheres) of development;
• be a proactive developer of infrastructure by mobilis-
ing domestic capital, while at the same time address-
ing and redressing the location of development;
• manage its capital expenditure in an integrated
manner, across all services, in good locations and
covering the lifespan of projects;
• be pro-poor and focus on economic growth;
• address inequality and poverty alleviation and eradi-
cation; and
• lower the costs incurred by poorer households in
accessing serviced urban land with secure tenure.
The City has compiled a three-year budget, which also
incorporates its projected equitable share allocation in
the Division of Revenue Act (DORA).
Through its various departments, the Directorate fur-
ther delivers on its mandate by:
• the identi?cation, acquisition and sale of land for
housing development, and liaising with the Housing
Development Agency (HDA) and Province for the
release of well-located state land for housing devel-
opment;
• supporting the Provincial Land Claims Commissioner
in resolving land restitution claims; and
• facilitating the development of social and ‘gap’
(affordable) housing by engaging the City’s private
housing partners.
The Directorate further plays a key role in the land
restitution process by:
• the roll-out of the City’s Informal Settlements Master
Plan by co-ordinating delivery of basic municipal
services to the City’s informal settlements by the var-
ious services departments of the City;
• monitoring and reporting on the number of job
opportunities that the City provides in terms of the
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KEY HOUSING PROJECTS – UNDER CONSTRUCTION
Project No of units Area
Bardale 5 947 Blue Downs
Brown's Farm phase 6 678 Brown's Farm
Drommedaris social housing: Communicare 219 Brooklyn
Hostels redevelopment – Ilinge Labahlali 326 Nyanga
Kewtown in?ll: People’s Housing Process (PHP) 236 Athlone
Kuyasa Village 1, phase 2 2 399 Khayelitsha
Masiphumelele school site (private) 352 Noordhoek
Mfuleni ?ood relief PHP consolidation 4 461 Mfuleni
Mitchells Plain in?ll phase 1 1 345 Mitchells Plain
Morgan’s Village 3: Cape Town Community Housing Company (CTCHC) 341 Mitchells Plain
Nonqubela phase 2 1 250 Khayelitsha
Nyanga upgrade 2 070 Nyanga
Philippi East phase 5 405 Philippi
Philippi Park (PHP) 1 100 Philippi
Sercor Park phase 2 119 Strand
Silvertown, Khayelitsha 1 316 Khayelitsha
Site C: Survey and subdivision: Provincial Housing Development Board (PHDB) 6 265 Khayelitsha
Steenberg social housing: Social Housing Company (SOHCO) 450 Steenberg
Somerset West 10 ha site 390 Somerset West
Temperance Town: Gordon’s Bay 70 Gordon’s Bay
Wallacedene phase 3 1 108 Kraaifontein
Wallacedene phase 4 735 Kraaifontein
Wallacedene phase 5 537 Kraaifontein
Wallacedene phase 6 1 204 Kraaifontein
Wallacedene phase 7 582 Kraaifontein
Wallacedene phase 8 573 Kraaifontein
Wallacedene phase 9 942 Kraaifontein
Westcape (CTCHC) 341 Mitchells Plain
Witsand phase 2 1 835 Atlantis
KEY CONTACTS
Executive Director
Hans Smit
Tel
021 400 2873
Fax
021 400 5351
hans.smit@
capetown.gov.za
Executive Assistant
Nathalene Jordaan
Tel
021 400 5479/1811
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Expanded Public Works Programme (EPWP) as well
as co-ordinating the application and expenditure of
Urban Settlements Development Grant (USDG) funds
for the provision of bulk infrastructure linked to
housing developments;
• the in situ upgrade of informal settlements, the day-
to-day management of the settlements as well as
preventing planned invasions of vacant City and
Province (by agreement) land identi?ed for future
housing development;
• delivering new housing opportunities through the
application and implementation of the range of
national housing programmes in the City’s various
housing projects;
• managing the City’s approximately 43 500 rental
units, 21 000 home ownership units, 11 000 hostel
beds and 11 old-age cottages; and
• the implementation of the two national urban
renewal pilot programmes for the Western Cape in
Khayelitsha and Mitchells Plain.
KEY HOUSING PROJECTS – IN PLANNING STAGES AND PROPOSED
Project No of units Area
In the planning stage
Atlantis Kanonkop (ext.12) phase 1 526 Atlantis
Belhar Pentech in?ll 347 Belhar
Delft, The Hague 2 395 Delft
Dido Valley 600 Simon’s Town
Driftsands 2 500 Driftsands
Edward Street: Ottery sustainable development 100 Ottery
Eureka-Leonsdale 375 Elsies River
Gugulethu in?ll (Erf 8448/MauMau) 1 054 Gugulethu/Nyanga
Happy Valley phase 2 1 350 Blackheath
Hazendal in?ll (Bokmakierie) 166 Athlone
Heideveld Duinefontein Road 699 Heideveld
Imizamo Yethu – phase 3 400 Hout Bay
Kleinvlei Erf 901 65 Blackheath
Macassar 1 500 Macassar
Manenberg in?ll: The Downs 651 Manenberg
Masiphumelele – phase 4 252 Kommetjie
Morkel's Cottage 400 Rusthof, Strand
Morningstar 150 Durbanville
Ocean View (Mountain View) 547 Ocean View
Ocean View in?ll 412 Ocean View
Proposed
Darwin Road 2 500 Kraaifontein
Garden Cities housing project 4 000 Durbanville
Green Point phase 3 500 Khayelitsha
Hangberg community residential units (CRUs) 70 Hangberg
Hanover Park 700 Hanover Park
Hostels redevelopment – Nyanga CRU n/a Nyanga
Hostels redevelopment – Gugulethu CRU n/a Gugulethu
Hostels redevelopment – Langa CRU n/a Langa
Kalkfontein phase 3 Upgrading of Informal Settlements Programme (UISP) 1 000 Blue Downs
Kapteinsklip 1 000 Mitchells Plain
Kensington CRU 180 Kensington
Mfuleni ext 1 & 2 700 Mfuleni
Mitchells Plain in?ll: Westgate 1 000 Mitchells Plain
Nonqubela Makhaza: consolidation 700 Khayelitsha
Nonqubela Site B: consolidation 1 500 Khayelitsha
Nooiensfontein 1 100 Blue Downs
Silvertown consolidation 1 316 Khayelitsha
Sir Lowry’s Pass Village (Pinetown and Balestra) 140 Sir Lowry’s Pass
Swartklip/Denel land 1 500 Khayelitsha
Vlakteplaas 500 Strand
Wallacedene phase 10A 1 617 Kraaifontein
Wallacedene phase 10B 256 Kraaifontein
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 53
T
he safety and security function includes the
functional areas of metro police, traf?c
services, bylaw enforcement, disaster risk
management, ?re and rescue, and the 107
emergency call centre.
Law enforcement departments
The City’s three law enforcement departments are
Metro Police, Traf?c Services and Law Enforcement &
Specialised Services. The objectives and priorities of
these departments are set out in the City’s overarching
Law Enforcement Plan, which includes the legislatively
required Annual Police Plan of the Metro Police.
Metro Police
The Metro Police was established in terms of the South
African Police Services Act. Its mandate is the enforce-
ment of traf?c laws, enforcement of bylaws, and crime
prevention. Its current operational focus areas include
addressing disorder in the City, and clamping down on
drug and alcohol-related offences in terms of the City’s
Alcohol and Drug Strategy.
To this end, the Substance Abuse Enforcement Unit
as well as a highly trained Dog Unit were established
in recent years, and proved to be valuable contributors
to all law enforcement agencies involved in the com-
bating of the illicit drug trade.
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Safety & Security
Metro Police | Traffic Services | Law Enforcement & Specialised Services
Emergency Call Centre | Fire & Rescue Services | Disaster Risk Management
KEY FACTS
Staff complement
3 728
Operating revenue
R232 116 000
Operating expenditure
R1 260 296 000
Capital expenditure
R36 101 000
The City’s Safety and Security Directorate is better resourced than it had been, thanks to increased budget allocations.
54 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
Traf?c Services
This department was established in terms of the
National Road Traf?c Act. It has an Operations Section
which undertakes specialised and general activities.
The Licensing and Lipro Section deals with all learner
and driver licence testing as well as card conversions
and renewals. This section also manages the traf?c
court division as well as the public/private partnership
agreement on traf?c cameras. Learner’s and driver’s
licences as well as card licences are issued on an
agency basis for Province in exchange for agency fees.
Law Enforcement and Specialised Services
The Law Enforcement and Specialised Services Depart-
ment enforces bylaws and regulations. Its powers are
derived from the Criminal Procedure Act. It deals with
general bylaw enforcement in residential areas and
resorts as well as specialised enforcement through vari-
ous units dealing with copper theft, informal trading,
displaced people, land invasion, liquor control and
problem buildings.
The Department plays a major role over the festive
season as well as at other public events. It monitors
and manages land invasion incidents, actively support-
ing the Housing Directorate in dealing with land inva-
sion actions.
Civilian oversight
A Civilian Oversight Committee (CIVOC), as required in
terms of Section 64 of the South African Police Services
Act, has been re-introduced during 2006. This commit-
tee, which is tasked with ensuring proper civilian over-
KEY SAFETY AND SECURITY POLICIES
Name of policy Type and purpose
Policy for the Establishment
of a Reserve Law
Enforcement Service
Policy approved by Council on 26 August 2010, and awaiting ?nal approval from Minister of Justice and Consti-
tutional Development. Implementation of this policy will allow the City to recruit reserve law enforcement mem-
bers, and will bolster the City’s law enforcement capacity. Policy available from Anton Visser, 021 400 2933.
Annual Police Plan for the
Metro Police
The Annual Police Plan sets out the objectives and strategies of the Metro Police. The plan is required in terms of
the South African Police Services Act.
Annual Law Enforcement
Plan (Traf?c and Law
Enforcement)
The Annual Law Enforcement Plan sets out the objectives and strategies of the Traf?c and Law Enforcement
departments, and is distinct from the Annual Police Plan.
Disaster Management Plan The Disaster Management Plan sets out the City’s response to a comprehensive range of scenarios.
KEY SAFETY AND SECURITY PROCESSES AND POLICIES REQUIRING COUNCIL INPUT
Name of policy Purpose or action required
Annual Police Plan for the
Metro Police
Council is required to approve the Annual Police Plan for the period 1 July 2011 to 31 June 2012.
KEY SAFETY AND SECURITY PROJECTS
Disaster Management Additions and alterations to the disaster management centre – R1 000 000
Fire & Rescue Simon’s Town and Fish Hoek ?re structure upgrades – R7 500 000
Melkbosstrand Fire Station upgrade – R5 074 803
Property improvements Shooting range – R 100 000
Various city-wide improvements – R2 400 000
Traf?c Services Upgrade Mitchells Plain driver testing centre – R1 224 000
Establish the Maitland impound facility – R3 300 000
Upgrade Traf?c Services centre – R 1 035 000
Metro Police CCTV cameras for Wynberg and Claremont – R1 500 000
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 55
sight of the City’s three law enforcement departments,
comprises two members of Council and ten members
of civil society.
The CIVOC continues to perform its oversight func-
tions with distinction, and is in fact setting the national
benchmark as far as the functioning of such bodies is
concerned.
Crime-prevention initiatives
These initiatives include an externally funded member
programme, a reservist member system, a neighbour-
hood watch assistance project, and a neighbourhood
safety of?cer project.
Externally funded member programme
In December 2007, the City adopted a policy that
would allow the private sector, the city improvement
districts and other agencies to sponsor the deployment
of members of the City’s law enforcement departments.
At present, a total of 48 members of the Law Enforce-
ment and Traf?c departments are externally funded.
Reservist member system
Reservist members can boost deployment numbers sig-
ni?cantly and the City has adopted a policy that would
allow residents to become reservist members of the
Law Enforcement Department.
It is expected that full implementation of the policy
would be achieved during the new ?nancial year with a
number of residents being recruited and deployed in
the capacity of reservist law enforcement members
across the city.
Neighbourhood watch assistance project
The City’s neighbourhood watch assistance project, a
mayoral initiative, was launched in August 2008. Its
main objective is strengthening the crime and disorder
prevention capacity of local communities.
Neighbourhood safety of?cer project
This is a combined initiative with the Netherlands
Police Agency that entails the implementation of the
philosophy of problem-orientated policing. It provides
for a speci?c police of?cial to be designated as the
safety co-ordinator and problem solver in a particular
area. Pilot programmes have been launched, and
progress is monitored.
City Emergency Services
City Emergency Services comprises the 107 call centre,
Fire & Rescue Services and Disaster Risk Management.
Emergency call centre (107)
The City has a single emergency number (107) to a
call-taking and dispatching centre, which directs calls
to appropriate institutions and agencies. The centre has
well-trained quality-controlled operators.
Education and public awareness campaigns are con-
ducted at schools and old-age homes as well as frail-
care facilities. The call centre plays a key role over the
festive periods and for tourists in the city.
Fire & Rescue Services
The City’s Fire & Rescue Services, established in terms
of the Fire Brigade Services Act, responds to ?res and
emergencies as well as medical rescues. It also has pro-
grammes to educate and raise awareness around ?re
and life safety as well as building, structure and events
safety, with a registered training and education facility
in Epping.
The service has bene?tted from signi?cant invest-
ment over the last few years due to 2010 funding to
bring it on par with the SANS 10090 Code on Commu-
nity Protection Against Fire.
Disaster Risk Management
The City has a clear mandate in terms of the Disaster
Management Act to prevent and mitigate the effects of
disasters. To this end, the City’s Disaster Risk Manage-
ment Centre (DRMC) aims to identify, prevent and
reduce the occurrence of disasters, and soften the
impact of those that cannot be prevented.
The DRMC has a well-established volunteer corps. It
plays a key role in event safety, co-ordination of corpo-
rate safety initiatives, festive season planning, winter
preparedness planning as well as taxi unrest, service
delivery protests and xenophobia issues.
This functional area includes the preparation and
execution of the City’s Disaster Risk Management Plan,
as well as the effective coordination and alignment of
processes and regular reviews thereof.
The plan is a legislative requirement in terms of the
Disaster Management Act, which also requires that the
plan forms an integral part of the City’s Integrated
Development Plan (IDP).
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KEY CONTACTS
Executive Director:
Richard Bosman
Tel
021 400 3355
Fax
021 400 5923
richard.bosman@
capetown.gov.za
Executive Assistant
Lameez Matthys
Tel
021 400 2710
56 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 57
T
he Strategy and Planning Directorate is
responsible for planning, from the approval
of development plans to developing long-
term strategies; for ensuring that those
plans are economically, environmentally
and socially sensible, and for providing the information
and approvals that make the City’s goal of infrastruc-
ture-led development feasible and attractive.
The Directorate’s key functions are:
• planning for the city’s short and longer-term growth
and development path through the City Develop-
ment Strategy (CDS) and spatial development plans;
• providing access to accurate and reliable strategic
and spatial information to inform development plan-
ning and decision making;
• providing an ef?cient and effective service to proper-
ty owners and developers in terms of the approval
processes for building development and land use
management applications;
• enforcement of the City’s building development and
land use regulations;
• facilitating a city-wide climate change response that
addresses issues of climate change mitigation, cli-
mate adaptation and resilience, and a reduction in
Cape Town’s carbon footprint; and
• ensuring that the city’s key economic and social
asset – its natural environment – is protected, inte-
grated with urban landscapes, and optimised for
maximum social and economic bene?t.
Planning & Building Development Management
The functions, duties and responsibilities of the Plan-
ning & Building Development Management (PBDM)
Department are set out in Council’s system of delega-
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Strategy & Planning
Spatial Planning and Urban Design | Environmental Resource Management
Strategic Development Information and Geographic Information Systems (GIS)
Planning & Building Development Management | Development Facilitation Unit
KEY FACTS
Staff complement
812
Operating revenue
R76 729 000
Operating expenditure
R389 297 000
Capital expenditure
R46 570 000
The city’s growth requires long-term planning and design, and the management of the natural resources that make Cape Town unique.
58 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
KEY STRATEGY & PLANNING POLICIES
Name of Policy Type and purpose
Spatial Planning and Urban Design
Spatial Development
Framework (SDF)
Endorsed by Council on 30 March 2011. The SDF replaces outdated spatial plans and policies that have been
used to inform land use decisions, and will guide the way Cape Town should grow in the future.
Strategic Development Information & GIS
Information and Knowledge
Management Framework
To move the City towards the establishment and use of an integrated knowledge hub, which will act as a one-
stop portal/gateway for users to access development data, information and knowledge resources.
Spatial Information
Strategy
To improve management of the City’s spatial information to ensure data integrity, sharing of and access to infor-
mation, and the application of spatial information to support planning and service delivery.
Environmental Resource Management (ERM)
Integrated Metropolitan
Environmental Policy (IMEP)
IMEP is an overall guiding policy for environmental sustainability in Cape Town. It sets policy goals and a
framework for developing sector-speci?c implementation strategies.
Coastal Zone Management
Strategy
The effective protection and management of the city’s coastline and coastal processes
Local Biodiversity Strategy
and Action Plan
The effective protection and management of the city’s biodiversity and natural ecosystems, and institutional
processes and action plans
Environmental Education
and Training Strategy
A strategy aimed at implementing environmental education and training for both members of the public and City
staff
Cultural Heritage Strategy The effective protection and management of the city’s cultural heritage
Energy and Climate Change
Strategy
To reduce the city’s energy usage and carbon footprint, and implement renewable-energy projects
Energy and Climate Change
Action Plan
An action plan for the implementation of the Energy and Climate Change Strategy, including updated targets
Invasive Alien Species
Strategy
The eradication of invasive alien plant and animal species in the city
tions, and shape PDBM’s legal and functional mandate.
These delegations set out the legal obligations, pow-
ers, procedures, etc. to which Council, and therefore the
Department, must adhere when processing develop-
ment applications, such as planning and building devel-
opment applications.
Numerous laws directly affect the Department’s
mandates, including land use planning ordinances,
scheme regulations, and national building regulations
and standards.
Other legislation that has an indirect bearing on the
Department’s work includes that relating to environ-
mental health and environmental management, her-
itage resources, and outdoor advertising.
The core functions and services provided by the
PBDM Department are delivered through a decen-
tralised service delivery model, which consists of eight
planning district of?ces. This service is provided
through a system of customer interfaces, from the front
counters to the technical specialist back of?ce.
Most of the powers, duties and functions to perform
the core functions are sub-delegated to of?cials in the
districts to ?nalise development applications. The direc-
tives and supporting functions to the district of?ces are
centralised, and mostly provided by this section situat-
ed at head of?ce in Cape Town.
Spatial Planning and Urban Design
The Spatial Planning and Urban Design (SPUD) Depart-
ment aims to lead and guide the spatial and physical
transformation of Cape Town, through co-ordinating,
developing and monitoring spatial policies, plans and
development. Such plans must inform and lead the
City’s investment and development trajectory.
The Department is responsible for preparing, as part
of Cape Town’s IDP, a city-wide spatial development
framework. This requires integrating and balancing the
various requirements of different sectors (such as hous-
ing, transport, utilities and economic development) that
affect and in?uence the spatial growth, form and per-
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 59
formance of Cape Town.
Urban design guidance is provided by means of spa-
tial planning and urban design frameworks, policies
and guidelines, as well as ongoing strategic advice and
monitoring to assist in their implementation.
The Department also aims to demonstrate spatial
planning and urban and landscape design policy and
principles through design, facilitation and implementa-
tion of strategic capital programmes and projects, and
frequent qualitative input into land use and building
development applications made to the City.
Development Facilitation Unit (DFU)
The Development Facilitation Unit (DFU) facilitates and
co-ordinates major projects (with a value greater than
R100 million) and strategic projects identi?ed by
Mayco in order to ensure a coherent and ef?cient City
response to these developments.
The DFU also enables major developments on Coun-
cil-owned land to market and promote the City as a
desirable investment location for property development
projects in partnership with the private sector.
Given the key role in city development played by cer-
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Name of policy/process Type and purpose
Planning & Building Development Management (PBDM)
Cape Town Zoning Scheme A Cape Town Zoning Scheme (CTZS) was endorsed by Council in December 2010, and is currently with the MEC
for recommendation. The CTZS collapses 27 different schemes, dating from the 1940s, throughout the City into
one unitary scheme.
Cape Town Zoning Scheme:
Conversion of Zoning Maps
A component of a zoning scheme is the zoning maps. In replacing the existing zoning maps a new converted
zoning map needs to be compiled.
Draft Planning Bylaw Municipal planning is a municipal legislative competency.
Local Area Policies Policies for: Belvedere Road, Boston, Brighton Road, Weltevreden Valley (Schaapkraal), Claremont CBD edges,
and Old Stikland Outspan and surrounding areas
Building Bylaw Sections regarding boundary walls and fences
Review of existing policies Review of policies relating to early childhood development centres, tourist accommodation, and the sale of alco-
holic beverage from residential properties
Spatial Planning and Urban Design
Medium to long-term
growth options study
To consider the phasing and costs of growth in the two growth corridors identi?ed for Cape Town
Final draft integrated
district spatial development
plans and environmental
management frameworks
Provide a further level of planning and guidance to the City’s Spatial Development Framework (CSDF) at the dis-
trict and subdistrict level
Final Draft Densi?cation
Policy
Guide appropriate location for, and informants to, sensitive densi?cation in Cape Town
Final Draft Development
Edges Policy
Guide the process of review of the urban edge, and the assessment of applications to amend the urban edge
Tall Buildings Policy Guide the preparation and assessment of tall-building applications
Urban Design Policy Provide urban guidance to the preparation and assessment of development proposals
Local area plans/policies • Kapteinsklip development framework
• Table View beachfront development framework
• Urban edge and development guideline for the Schaapkraal smallholdings in the Philippi horticultural area
Strategic Development Information & GIS
City Development Strategy To develop a longer-term, 20 to 30-year City Development Strategy (CDS) and plan to in?uence and inform the
future development path of Cape Town. A draft strategic framework for a CDS for Cape Town 2040 (April 2011)
has been completed under guidance of Mayco. The identi?cation of a political champion to lead the process is
seen as an important next step.
Environmental Resource Management (ERM)
Revision of IMEP, updating
of Environmental Agenda
Approval of an Integrated Metropolitan Environmental Policy (IMEP) and Environmental Agenda
Invasive Alien Species Policy Approval of the policy for eradication of invasive alien plant and animal species in the city
Faunal Policy To provide a holistic and consistent approach to the management of indigenous mammal fauna on City-owned
land. Approval still pending.
Baboon Policy To de?ne the City's approach on how the municipality deals with the baboon issue. Approval still pending.
Safety and Security Policy
for Nature Reserves
To ensure that security on City nature reserves is handled in a consistent way to ensure the protection of visitors,
staff, infrastructure and biodiversity. Approval still pending.
South-east Strandveld
Implementation Plan
A conservation implementation plan for the most important strandveld biodiversity remnants that is least in con-
?ict with alternative proposed land uses. Approval still pending.
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60 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
tain state-owned enterprises and other organisations,
such as Eskom, Telkom, Intersite, Wesgro and the Cape
Town Partnership, the DFU liaises closely with such
organisations to ensure regular structured engagement.
Strategic Development Information & GIS
The Strategic Development Information & GIS (geo-
graphic information systems) Department is responsible
for the provision of strategic development information
and knowledge and related support services to enable
decision makers to address a wide range of develop-
ment needs within the city, with limited resources.
The Department’s strategy and business plan are
guided by the City’s Information and Knowledge Man-
agement (IKM) Framework, as well as, among other
laws, the Municipal Systems Act (Section 26), in terms
of which municipalities are required to monitor and
measure levels of development.
Environmental Resource Management (ERM)
Environmental Resource Management (ERM) leads the
implementation of an Integrated Metropolitan Environ-
mental Policy (IMEP) and Environmental Agenda, there-
by ensuring that the City’s environment is protected
and sustainably utilised for its communities.
ERM is also mandated to manage the global respon-
sibility for Cape Town to ensure that the unique, diverse
and endemic biodiversity, coastal landscapes and
ecosystems and the exceptional heritage and cultural
resources within its boundaries are protected, managed
and integrated with the City’s urban landscape and
social fabric.
Planning district service delivery model
The implementation of the eight-district service delivery
model is a success story that entailed the rationalisa-
tion of 17 disparate and understaffed of?ces into eight
integrated service centres. The model integrates the
functions of planning and building management, spa-
tial planning and urban design, and environmental
management in the eight district-based of?ces.
Four regional enforcement units were set up, each
covering two planning districts. Implementation of the
model started in September 2007, and was completed
in December 2008.
The current focus is on streamlining the cross-direc-
torate service integration in respect of land use man-
agement and building plan approval processes, and the
formulation of the City Spatial Development Frame-
work (SDF) and the eight-district spatial development
plans (SDPs) and environmental management frame-
works (EMFs).
KEY STRATEGY & PLANNING PROJECTS
Name of project Department and description
Spatial Planning and Urban Design
Local Area Priority
Initiatives (LAPIs)
To provide forward local area plans for public investment in: Mfuleni; Site C, Khayelitsha; Lentegeur, Mitchells
Plain, Valhalla Park, Gugulethu/Manenberg, Langa and Du Noon
Quality public space
programme
Completion of 23 quality public spaces as amenities for the residents
Athlone Power Station Redevelopment of the Athlone Power Station site into a mixed-use urban district
Salt River Market Revitalisation of historical market, with the intention to provide gap housing and upgraded commercial facilities
Monwabisi coastal node Feasibility study for development around the Monwabisi coastal resort that will link Khayelitsha to the sea
Strategic Development Information & GIS
Integrated Spatial
Information System (ISIS)
ISIS improves the integrity of property information by bringing together property data, processes and information
systems. System development has been completed and will ‘go live’ when system testing has been completed.
Knowledge Hub To establish a one-stop web-based portal/gateway to access development data, information and knowledge
Spatial reporting tool To provide spatial and indicator data through a map-based viewer to all City departments and to the public
Community satisfaction
survey
This annual survey provides a statistically robust measure of the satisfaction levels of households and businesses
with City of Cape Town services
State of Cape Town report To provide an overview and analysis of the most pertinent issues in?uencing the development of Cape Town
Information and Knowledge
Management (IKM) Policy
The aim of the policy is to establish better practice in information and knowledge management, and to manage
information and knowledge in a way that supports the City’s immediate and long-term business requirements.
2010 World Cup socio-
impact assessment
To assess the short-term economic, social and sport impacts of the World Cup on Cape Town, in partnership with
the Cape Higher Education Consortium. The release of the results is expected around June 2011.
Environmental Resource Management (ERM)
Youth Environmental
School (YES) programme
Makes young learners across the city aware of the environment by providing formal environmental education at
23 nature reserves. To date, over 55% of schools have been reached in Cape Town – more than 65 000 learners.
Sustainable Livelihoods
programme
Promotes livelihoods and greening interventions among poor communities by promoting community food gar-
dens, indigenous gardening and soil protection. Communities are also capacitated on resource-ef?cient living.
Rietvlei of?ces Construction of biodiversity management of?ces at Rietvlei Nature Reserve is under way.
False Bay of?ces Construction of biodiversity management of?ces at False Bay Nature Reserve is under way.
Development Facilitation Unit (DFU)
There are 34 major developments in process at various sites across the metropolitan areas.
KEY CONTACTS
Acting Executive Director
Dr Ivan Brom?eld
Tel
021 400 2100
Fax
021 421 4894
ivan.brom?eld@
capetown.gov.za
Executive Assistant:
Ndzuki Maqungo
Tel
021 400 4007
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 61
T
he Transport, Roads & Major Projects Direc-
torate plays a critical role in the planning
and management of the transport, road
and stormwater functions, and in the deliv-
ery of major projects such as the 2010 FIFA
World Cup and the integrated rapid transit project.
The Directorate delivers a range of functions through
its six departments:
Transport
The Transport Department leads and directs the trans-
port functions of the City in order to meet non-
motorised, road, air, water, rail, freight and all other
transport needs. This is achieved by ensuring the provi-
sion of a coherent transport network, system, infra-
structure and services.
Roads & Stormwater
The Roads & Stormwater Department is primarily
responsible for roads and stormwater systems plan-
ning, the implementation of all capital infrastructure
programmes, as well as the management and mainte-
nance of the associated infrastructure.
A current business improvement initiative within the
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Transport, Roads & Major Projects
Transport, Roads & Stormwater | Development Services | Technical Operations
Integrated rapid transit | Cape Town Stadium | Urban Renewal Programme
KEY FACTS
Staff complement
1 709
Operating revenue
R521 889 000
Operating expenditure
R1 855 942 000
Capital expenditure
R1 876 566 000
Cape Town Stadium and the integrated rapid transit (IRT) system are two of the biggest projects in the City’s recent history.
62 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
KEY TRANSPORT, ROADS & MAJOR PROJECTS POLICIES
Name of policy Type and purpose
Transport
Integrated Transport Plan
(ITP) 2006 – 2011
The ITP is a ?ve-year strategic plan prepared in terms of the requirements of the National Land Transport Act of
2009. It comprises a number of strategies, which include transport safety, public transport, transport infrastruc-
ture, travel demand management, freight, non-motorised transport, ports, airports, the road network, asset man-
agement, funding and public consultation.
Roads & Stormwater
Footways Implementation This policy aligns with the City’s Integrated Transport Plan (ITP) to provide pedestrian facilities
Gated Development Policy This policy proposes the City’s approach to gated communities and access
Provision of Road Toll This policy advocates alternatives to the proposed N1/N2 toll road being operated as a tolled road
Provision of Roads in
Informal Settlements
This policy set minimum levels of service pertaining to the provision of roads in informal settlements (on public
land only) and ensures that communities living in informal settlements have adequate mobility
Recovery of Damages to
Non-insured City property
The policy promotes the recovery from the responsible person/s of the cost of repair or replacement of City-
owned property that is accidently, intentionally or carelessly damaged
Traf?c Calming A policy regulating the use of physical traf?c calming measures on certain roads
Unmade Roads Providing a mechanism for determining the priorities for the upgrading of unmade roads and streets in the city
Draft Security Hut Policy To manage and regulate the process for the placement of security huts within the reserves of municipal public
roads and streets
KEY TRANSPORT, ROADS & MAJOR PROJECTS POLICIES REQUIRING COUNCIL INPUT
Name of policy Type and purpose
Transport
Development of a Five-year
High-level Business Plan
Approval, monitoring and oversight of the implications of the requirements of the National Land Transport Act
for the City of Cape Town
Single Point of Authority for
Transport
Formalise the establishment of a single point of authority for transport in terms of Section 93 of the National
Land Transport Act (NTLA) of 2009. Approval, monitoring and oversight on grouping of all transport functions in
a single, well-managed structure, with clear distinction between strategic and operational functions.
Assignment of Additional
Transport Functions
Process on assignment of additional transport functions in terms of the requirements of the NLTA, Municipal Sys-
tems Act, and other local government legislation. Includes approval of feasibility studies and the development of
three and four-year business plans and due diligence reports.
Integrated Transport Plan Approval, monitoring and oversight of development of the outline of transport priorities, strategies and pro-
grammes for the next ?ve years, and as a sector plan and input into the Integrated Development Plan (IDP).
Approval, monitoring and oversight of area transport plans to ensure alignment with development objectives.
Transport Safety Plan Approval, monitoring and oversight of the development of a ?ve-year plan focusing on transport safety interven-
tions to ensure improved transport safety
Roads & Stormwater
Fuel Levy Allocation Approval from Budget Steering Committee and Council regarding redirecting the full fuel levy allocation for road
infrastructure development and maintenance
Business Improvement
Project
Approval from portfolio committee and Council for the implementation of recommendations from the Business
Improvement Project, to enhance services rendered with particular reference to the Operations and Assets
Branch, and the Infrastructure, Maintenance and Depots Branch
Security Hut Policy Complete the public participation process for the implementation of the Security Hut Policy
Policy on Development
Contributions
Developing a new policy to replace the Interim Policy on Development Contributions, and to determine the types
of applications where development contributions in terms of Policy MC 45/09/04 will be applicable. Report on a
quarterly basis on the development of this new policy to portfolio committee and ?nal approval by Council.
Pavement and Bridge
Management Systems
Report on a six-monthly basis on the progress of these two systems to the portfolio committee, and ?nal
approval by Council
Integrated rapid transit (IRT) project
Traf?c Calming A policy regulating the use of physical traf?c-calming measures on certain roads
Land Acquisition Approval of land acquisition for IRT facilities
IRT Operating Companies Formation and appointment of IRT operating companies
Cape Town Stadium
Business Plan Framework Discussion by EMT Review Management Team, and approval
Stadium and Park Staf?ng Approval of structure
Tariff Structure Approval for tariff structure for Cape Town Stadium and Green Point Park for 2011/12
Rezoning Approval
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 63
Department entails the improvement of the functionali-
ty of depot operations. The key objective is to enhance
the effectiveness and ef?ciency of the services rendered
by the Department through various depots city-wide.
Integrated Rapid Transit (IRT)
The Integrated Rapid Transit (IRT) Department aims to
provide elements of an effective and ef?cient road-
based public transport system consisting of a network
of bus rapid transit (BRT) services, support feeder bus
services, and infrastructure that integrates with other
transit modes into a high-quality city-wide transit net-
work.
The IRT implementation team is supported by an IRT
operations team.
Technical Department
With the conclusion of the 2010 FIFA World Cup event
in July 2010, the focus of the 2010 Technical Depart-
ment would be the completion of Green Point Park, the
rehabilitation of Green Point Stadium (including a syn-
thetic athletic track) and the rehabilitation of the sports
?elds on Green Point Common.
The 2010 Technical Department is in the process of
winding up operations, as all major programmes relat-
ed to the 2010 World Cup have been successfully com-
pleted.
The 2010 Operations staff have been seconded on a
temporary basis to manage the stadium and Green
Point Urban Park in terms of ef?cient and effective
business principles.
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KEY PROJECTS OF THE TRANSPORT, ROADS & MAJOR PROJECTS DIRECTORATE
Project Type and purpose
Transport
Public transport
infrastructure upgrades
Ongoing upgrades and investment in public transport infrastructure, including:
• public transport interchanges;
• Park & ride infrastructure projects at rail stations; and
• public transport support infrastructure (stops, embayment, signage, etc.).
Transport network systems
management
Ongoing upgrade of the area traf?c signal system and infrastructure, and transport safety projects
Non-motorised transport
projects
Ongoing upgrade and construction of walking, cycling and public space enhancement projects
Roads & Stormwater
Bulk infrastructure Bulk roads and stormwater infrastructure for housing projects – R35 m
Vlakteplaas bulk roads and stormwater infrastructure – R5 m
Roads Reconstruction of roads across the metro – R58 m
Rehabilitation of roads across the metro – R10 m
Pelican Park – Strandfontein Rd – R24 m
Rail Khayelitsha rail extension – R22 m
Non-motorised transport City-wide improvements of R20 m, and R10 m for implementing a city-wide plan
Integrated rapid transit (IRT) project
IRT implementation • IRT: West Coast corridor
Two new contracts have commenced and two new tenders awarded, and work will continue in the new ?nan-
cial year.
• IRT: Inner-city service
To be completed once IRT route is ?nalised
• IRT: Fare collection
Project commenced in March 2011 after an appeal process. Will continue in new ?nancial year.
• IRT: Control centre
Tender awarded, but there was an appeal. Awaiting outcome before work can commence, hopefully in new
?nancial year.
Cape Town Stadium
Ongoing Provision of ?re & access control system maintenance services R2 345 000
Provision of audio visual system maintenance services R940 000
Provision of heating, ventilating and cooling (HVAC) & mechanical pump maintenance services R750 000
Provision of lift maintenance services R320 000
Provision of general building maintenance services R1 230 000
Provision of cleaning and waste management services R2 400 000
Provision of electrical, lighting & power generation system maintenance services R2 888 000
Provision of pitch maintenance services R1 700 000
Provision of landscaping maintenance services R2 700 000
Provision of specialised stadium infrastructure cleaning services R1 400 000
Safety and security R4 000 000
IT services R796 000
KEY CONTACTS
Executive Director:
Mike Marsden
Tel
021 400 5010
Fax
021 400 1390
mike.marsden@
capetown.gov.za
Executive Assistant:
Trish Kirby
Tel
021 400 5011
64 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 65
T
he Utility Services Directorate aims to
ensure sustainable municipal infrastructure
and services – water, sanitation, electricity
and solid waste – that will enable econom-
ic development and provide equitable
access to basic services for all citizens of Cape Town.
The Directorate’s policies and strategies are intended
to address the provision of basic municipal services
related to electricity supply, water treatment and sup-
ply, sewerage treatment, and the provision of waste
management services.
These policies and strategies are geared to comply
and align with national legislation and other regulatory
policies related to municipal services.
Sanitation
All formal properties in the city receive sanitation serv-
ices in the form of a metered connection, while a small
number of erven that do not have a piped sewer con-
nection have septic tanks. A backlog in basic sanitation
as a result of the current growth is found only in the
informal settlement environment, which the City aims
to eliminate by 2015/16.
Water
All formal properties in the city receive water through a
metered connection. In informal settlements, the focus
is for provision of a minimum service through commu-
nal services.
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Utility Services
Electricity Services | Water and Sanitation | Solid Waste Management
KEY FACTS
Staff complement
8 884
Operating revenue
R12 468 206 000
Operating expenditure
R11 338 763 000
Capital expenditure
R1 806 505 000
Behind the basic services on which residents rely is an enormous infrastructure, managed and maintained by more than a third of the workforce.
66 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
KEY UTILITY SERVICES POLICIES
Name of policy Type and purpose
Electricity Services
Electricity Supply Bylaw To give effect to the policy on the levying of fees for a municipal service provided by the municipality or by way
of service delivery agreements
Electri?cation Policy The policy for providing this municipal service
Metering Policy The policy for providing this municipal service
Review of the business plan Adoption and approval of the Integrated Development Plan (IDP), which includes the business plan for Electricity
Services
Water and Sanitation
Water Services Act Provides for the rights of access to basic water supply and basic sanitation; the setting of national standards and
norms; standards for tariffs, and water service development plans, and provides a regulative framework for water
services institutions and water services intermediaries
Water Bylaw Provides operational and administrative requirements for the provision of water installations; water use; the roles
and functions of the owner; the powers and responsibilities of the Director: Water & Sanitation; the service levels;
recovery of costs; duties of the public; dealing with emergency situations; entry authority to water services facili-
ties; delegations by the City Manager to the Director: Water & Sanitation; issuing of compliance notices; offences
and penalties; plan approval; ?re installations; water restrictions and conservation, and persons required to do
plumbing work
Treated Ef?uent Bylaw Controls and regulates treated ef?uent in Cape Town and provides for matters connected with it
Wastewater Bylaw Provides the operational and administrative requirements for the handling of sewerage and industrial ef?uent
Strategic Plan Provides the framework for the strategic management of the Department
Five and ten-year
infrastructure plans
The Department has a ten-year Wastewater Strategy Plan, a Bulk Water Master Plan, a ten-year Water Demand
Management Plan, and is in the process of developing a ?ve-year Reticulation Upgrade, Replacement and
Refurbishment Plan. Annual maintenance plans exist for reticulation and wastewater services.
Solid Waste Management
Integrated Waste
Management (IWM) Policy
Aims to reduce generation of waste and the environmental impacts of waste, so that the socio-economic develop-
ment of South Africa, the health of the people and the quality of environmental resources are no longer adversely
affected by the effects of waste (National Waste Management Strategy Implementation Report, 2004, p. 1)
Integrated Waste
Management (IWM) Bylaw,
2009, and IWM
Amendment Bylaw, 2010
Aligns with the new National Environmental Management Waste Act to introduce waste minimisation, to prevent
environmental damage, to ensure all waste management role players do their business in accordance with legis-
lation, to ensure contracting and payment for services to collect and dispose of waste, and to be able to enforce
the law and recover costs where littering and illegal dumping of waste are prosecuted
Accreditation Policy for
Waste Management Service
Providers
This IWM Bylaw requirement regulates waste management service providers and their associated activities to
reduce potential risks and impacts on health, safety and the environment as well as on resources
Alternative Service Delivery
Mechanisms
In terms of Section 78(3), “Assessment of Alternative Service Delivery (ASD) mechanisms”, of the Municipal
Systems Act (MSA), an assessment was required to enable Council to make an informed decision as to the most
appropriate mechanisms for the Solid Waste Management Department to meet new legislative requirements, and
to reduce waste and divert waste from land?ll.
KEY UTILITY SERVICES POLICIES REQUIRING COUNCIL INPUT
Name of policy Type and purpose
Electricity Services
Review of the business plan Adoption and approval of the Integrated Development Plan (IDP), which includes the business plan for Electricity
Services
Water and Sanitation
Review of the Water
Services Development Plan
The Water Services Development Plan is a statutory plan in terms of the Water Act.
Solid Waste Management
Implementation of MSA
S78(3) recommendations
Implementation of recommendations contained in report as per Council resolution C34/03/11. Revising Integrated
Waste Management Policy requires Council approval. Revising Integrated Waste Management Plan requires
Council approval to continue public/private partnership initiatives once feasibility and risk assessments have been
concluded (unlikely to be within the ?rst six months).
Integrated Waste
Management Plan and
Policy
The Integrated Waste Management Plan and Policy includes the 20-year capital infrastructure plan for solid waste
management services in the city. This is part of the IDP, and is a statutory requirement as per the National
Environmental Management: Waste Act of 2008 (NEMWA), and has been a part of the IDP since 2006.
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 67
While the priority has been to provide an emergency
level of service to all households in all settlements, the
City is also extending the basic-level coverage and den-
sity of services.
The City exceeds the national standard, which is to
provide access to potable water within a 200 m radius
of a dwelling unit, and has far fewer households shar-
ing a tap than the national minimum standard of 25
households per tap.
Electricity
The City’s Electricity Services Department provides elec-
tricity distribution services to approximately 70% of the
city’s residents, with some areas in the eastern and
northern parts of the city serviced by Eskom.
Electricity service availability and access backlogs
are mainly still a problem in informal settlements, and
these are being addressed by the Department and
Eskom’s electri?cation programmes.
As approximately half of the poor households in the
city fall within Eskom’s service area, the national power
provider and the City work together to ensure effective
planning and provision of electri?cation programmes.
Certain informal areas are excluded from the electri-
?cation programme if the dwellings are:
• below the 50-year ?oodline;
• on unsuitable land, such as land?ll sites;
• in road, rail or power line reserves; or
• on private property.
At this stage, the bulk of the electrical connection
backlog in informal areas is found in the Eskom supply
portion of the city.
Refuse removal
The City delivers a weekly kerbside refuse collection
service to all formal properties within its administrative
boundaries. Informal settlements receive integrated
area cleaning and refuse removal services, including
door-to-door bagged refuse removal. The refuse
removal service is a guaranteed service planned
according to a weekly scheduled programme.
Of the estimated total of 189 593 informal settle-
ment households, 187 697 receive solid waste removal
services, leaving a backlog of around 1%.
The backlog is a result of ongoing informal house-
hold and settlement growth, but is dealt with on an
integrated basis as soon as information of the location
of new informal households becomes available to the
Solid Waste Management Department.
Free basic services are accommodated in the City’s
Tariff Policy to ensure that access to basic services is
possible without inducing economic hardship on the
poor, and the indigence level has been lifted to ensure
that tariff increases can be accommodated even where
the amount provided in terms of National Treasury’s
equitable share grant is insuf?cient.
The approval of the 2011/12 MTREF budget by
Council will be key in making this policy effective.
Challenges and risks
Several strategic development or risk issues have also
been accommodated in policy or strategy. In this con-
text, population and economic growth is factored in.
Summarised, these are as follows:
• Security of water supply: The Western Cape is a
water-scarce region that is likely to be affected by
climate change in the immediate future. The Water
and Sanitation Department’s strategy is to examine
the feasibility of using or developing untapped
resources or mechanisms to reduce the risk.
• Water demand management: This is directly linked to
water security. It is managed through the Water
Bylaw, stepped tariffs and communications cam-
paigns. Pressure management implementation, area
metering and water demand management devices
form part of the implementation of the strategy.
• Electricity demand-side management: Much of this is
managed through stepped tariffs. In terms of infra-
structure, more energy-ef?cient street lighting infra-
structure is being deployed to reduce the power con-
sumed to provide public and street lighting and traf-
?c signals. The medium-voltage infrastructure is
being upgraded and strengthened in various parts of
the city to cope with new growth and deal with
backlogs. A change in public behaviour is targeted
through an energy-saving campaign that will contin-
ue into the foreseeable future.
• Waste minimisation: A comprehensive review of the
current waste service in terms of the Municipal Sys-
tems Act, Section 78, has been concluded and the
recommendations have been adopted by Council.
The Integrated Waste Management Policy and Plan
already allows for various initiatives that make up
the waste minimisation part of the City’s waste man-
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KEY CONTACTS
Executive Director
Lungile Dhlamini
Tel
021 400 2500
Fax
021 400 5913
lungile.dhlamini@
capetown.gov.za
Executive Assistant:
Nobby Mentoor
Tel
021 400 3500
68 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
agement strategy, but will be augmented due to the
recommendations.
• Infrastructure asset management: The three depart-
ments have all developed ?rst-stage infrastructure
asset management plans, and are in the process of
data capture and data veri?cation for different asset
types. The SAP system is also being developed to
integrate different modules which will eventually
allow seamless asset and ?nancial maintenance
using a full life-cycle asset management approach.
This is a long-term project involving many depart-
ments across Council with a scope of at least ten
years, considering that there are more than
3 000 000 assets on the City’s books.
KEY UTILITY SERVICES PROJECTS
Name of project Type and purpose
Electricity Services
Upgrades and
refurbishment
Upgrading and refurbishment of existing infrastructure across the metro as part of the network development
programme. The most signi?cant projects to be undertaken during the 2011/12 ?nancial year are:
• replacement of 33 kV cables from Oakdale to Boston (R54 million);
• replacement of the Vanguard transformer (R41 million); and
• replacement of system equipment (R96 million).
Continued conversion of 180 000 mercury-vapour street lighting lamps to the brighter, more environmentally
friendly, energy-ef?cient high-pressure sodium lamps, which will reduce energy consumption by at least 12%.
Water and Sanitation
Water demand
management
The main programmes and projects that form part of the water demand management strategy are the:
• water leaks repair programme;
• pressure management programme;
• roll-out of water management devices;
• treated-ef?uent re-use programme; and
• educational and awareness programmes.
Increased treatment
capacity, improved
processes or improved
ef?uent quality
Key projects include:
• extension to the Zandvliet Wastewater Treatment Works (R55 million);
• Bellville Wastewater Treatment Works upgrade (R102 million);
• new bulk sewer for Thornton/Langa (R45 million); and
• Athlone Wastewater Treatment Works upgrade (R11,5 million).
Main projects for bulk
water, reticulation and
sanitation over the next six
months
The bulk water augmentation scheme links Cape Town to the Berg River Dam. The scheme phases are the:
• 300 megalitre (M?) Muldersvlei reservoir and linking pipelines with the Wemmershoek pipeline;
• potable water pipeline from Muldersvlei reservoir to Spes Bona;
• 500 M?/day Muldersvlei Water Treatment Plant (MWTP) and raw-water pipeline from Berg River Dam; and
• Voëlvlei Dam to Glen Garry reservoir transfer scheme components.
TMG feasibility study and
pilot project
To assess the feasibility of utilising the Table Mountain Group (TMG) aquifer as a potential water source. Work
on a pilot well ?eld with an approximate yield of 5 million m
3
per year is planned for 2011/12. The information
gathered from the study will be used to make a decision on the feasibility of a future water supply scheme.
Infrastructure upgrades and
refurbishments
• Wemmershoek Dam spillway radial gates refurbishment
• Standby alternator sets (standby power) at multiple stations
• Molteno No. 2 pump station 3,3 kV starter panel replacement
• Blackheath Water Treatment Works residual water recovery pump station 400 kW motor replacement
• Kildare pump station motors and control equipment replacement
• Replace and upgrade water network city-wide (R51 million)
• Conterman’s Kloof water mains to Parklands (R30 million)
• Wastewater treatment infrastructure replacement and refurbishment city-wide (R30 million)
• Sewer network replacement and refurbishment city-wide (R29,3 million)
• Kraaifontein Wastewater Treatment Works upgrade (R25 million)
• De Grendel reservoir upgrades (R24 million)
• Informal areas incremental upgrade (R34,3 million)
Solid Waste Management
Implementation of the
Integrated Waste
Management (IWM) Policy
• Upgrade and replacement of Solid Waste plant and vehicles (R137 million)
• Development of land?ll infrastructure (R157 million)
• Rehabilitation and closure of land?ll sites (R40 million)
• Acquisition of plant and equipment: refuse compactor vehicles and other refuse trucks
• Construction of lined cells at Vissershok North land?ll site
• Final extension of the current regional land?ll facility
• Rehabilitation of land?ll sites: Completion of the rehabilitation of the Swartklip land?ll site
• Construction of drop-off facilities: Spine Road drop-off project in Mitchells Plain
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Plans, frameworks and strategies
In order to meet the needs of its residents and provide a foundation for growth
and development, the City has developed several important plans, frameworks and
strategies. These range from the five-year Integrated Development Plan (IDP) to
strategies for improving transport. Some of these have been approved, and others
are being developed for submission to appropriate Council forums.
In this section
Integrated Development Plan (IDP)
Service Delivery and Budget Implementation Plan (SDBIP)
Annual and quarterly reporting
Local Government Turnaround Strategy
City Development Strategy
Cape Town Spatial Development Framework
Integrated Transport Plan
Infrastructure Asset Management and Planning
Draft Economic and Human Development Strategy
Draft Events Strategy
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 69
I
ntegrated development planning is a process
through which municipalities prepare a development
plan that will be implemented over a ?ve-year peri-
od. The Integrated Development Plan (IDP) guides and
informs all planning, budgeting, management and deci-
sion making.
In a nutshell, integrated development planning is
about the municipality identifying its priority issues or
problems, which, in turn, determine its vision, objec-
tives and strategies, followed by the identi?cation of
projects to address the issues.
A critical phase of the IDP is to link planning to the
municipal budget – in other words the allocation of
internal or external funding to those identi?ed proj-
ects – because this will ensure that implementation of
projects, and hence development, is directed by the IDP.
The legal status of an IDP
The Municipal Systems Act of 2000 requires all munici-
palities to draft IDPs, which supersede all other plans
of the municipality. However, that is not the only rea-
son why municipalities must prepare the plans.
Municipalities have to ensure that the quality of life
for its citizens is improved through the provision of
basic services, creation of jobs, promotion of democra-
cy, accountability, and eradication of poverty.
Preparing and having the IDP therefore enables the
municipality to be able to manage the process of ful?ll-
ing its developmental responsibilities.
The lifespan of an IDP
In terms of the Municipal Systems Act, every new
Council that comes into of?ce after the local govern-
ment elections has to prepare its own IDP, which will
guide that Council for the ?ve years that it is in of?ce.
The IDP process
Integrated development planning is a participatory
process, which requires involvement of a wide range of
stakeholders. It takes a municipality six to nine months
to complete an IDP. The IDP is reviewed annually.
Through the IDP, the municipality is informed about
the problems affecting its municipal area and, being
guided by information on available resources, is able to
develop and implement strategies and projects to
address the problems.
The core components of the IDP
The IDP is made up of the following core components:
• The analysis: An assessment of the existing level of
development, which includes identi?cation of com-
munities with no access to basic services
• Development strategies: The municipality’s vision,
Council’s development priorities and objectives, and
development strategies
• Projects: Major programmes and projects
• Integration: It includes important planning tools (dis-
cussed later in this section) such as the Spatial
Development Framework, the Disaster Management
Plan and budget (both capital and operational budg-
et), and key performance indicators and targets.
Management of the IDP process
The Executive Mayor has the responsibility to manage
the preparation of the IDP, or assign this responsibility
to the Municipal Manager. In the City, the IDP Director
reports directly to the City Manager. In most municipal-
ities, this function falls within the Of?ce of the Munici-
pal Manager, while the Executive Committee or Mayor
manages the process.
Next steps
Council must approve a process plan before 30 August
2011 for the drafting of the IDP for the new term of
of?ce. The new IDP will be approved by Council on
31 May 2012.
Integrated Development Plan (IDP)
DOCUMENT LINKS
• The 2011/12 IDP
This document is
available in PDF format
on the accompanying
CD, on CityWEB and
the City’s website.
KEY CONCEPTS
• Integrated development
planning is a
participatory process
through which
municipalities prepare a
development plan.
• The IDP helps the City
in identifying priority
issues or problems,
which, in turn,
determine its vision,
objectives and
strategies.
• This IDP is implemented
over a ?ve-year period
• The new Council must
prepare its own IDP.
• Council must approve a
process plan for a new
IDP before 30 August
2011.
• An IDP is required in
terms of the Municipal
Systems Act.
70 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
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he Service Delivery and Budget Implementation
Plan (SDBIP) is a detailed annual plan that gives
effect to the IDP and the budget, and is effective
if the IDP and budget are aligned with each other.
The SDBIP therefore serves as a ‘contract’ between
the administration, Council and the community. It
expresses the goals and objectives set by Council as
quanti?able outcomes that can be implemented by the
administration over the next 12 months.
This provides the basis for measuring performance in
service delivery against end-of-year targets and budget
implementation.
The process of preparing an SDBIP book must com-
ply with Section 53 (1)(c)(ii) and 69 (3)(a) of the Munic-
ipal Finance Management Act, Act 53 of 2003, as well
as the municipal budget and reporting regulations.
Brief overview of content
The SDBIP is essentially the management and imple-
mentation tool that sets out in-year information, such
as quarterly service delivery and monthly budget tar-
gets, and links each service delivery output to the
budget of the municipality.
This provides credible management information and
a detailed plan for how the municipality will provide
such services, as well as the inputs and ?nancial
resources to be used.
The SDBIP indicates the responsibilities and outputs
for each of the managers in the top management team,
the inputs to be used, and the time deadlines for each
output.
The SDBIP therefore determines the performance
agreements of the City Manager and senior managers,
including the outputs and deadlines for which they will
be held responsible.
The SDBIP should also provide all expenditure infor-
mation (for capital projects and services) per municipal
ward, so that each output can be broken down per
ward, where this is possible, to support ward council-
lors in service delivery.
Responsibilities
The Municipal Manager is responsible for the prepara-
tion of the SDBIP, which, legally, must be submitted to
the Mayor for approval once the budget has been
approved by Council.
The SDBIP requires detail for ?ve components:
• Monthly projections of revenue to be collected for
each source, such as rates or service charges
• Monthly projections of expenditure (operating and
capital) and revenue for each budget vote
• Quarterly projections of service delivery targets and
performance indicators for each vote
• Ward information for expenditure and service deliv-
ery
• Detailed capital works plan broken down by ward
over three years
Other components that form part of the SDBIP book
are the ?ve-year corporate scorecard as well as the
indicator de?nitions.
Next steps
All the components above would have served before
Council by 11 May 2011. The ?nal 2011/12 SDBIP book
will be approved by the Executive Mayor within 28 days
of the approval of the budget in May/June 2011.
DOCUMENT LINKS
• The SDBIP
This document is
available on CityWEB.
KEY CONCEPTS
• The SDBIP is a detailed
annual plan that gives
effect to the IDP and the
budget.
• It expresses the goals
and objectives set by
Council as quanti?able
outcomes that can be
implemented over the
next 12 months.
• The SDBIP contains
information such as
quarterly service
delivery and monthly
budget targets.
• The SDBIP indicates the
responsibilities and
outputs for each of the
managers in the top
management team.
• The SDBIP also provides
expenditure information
for capital projects and
services by ward.
Service Delivery and Budget Implementation Plan (SDBIP)
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 71
from each revenue source, and for each vote in the
municipality's approved budget for the relevant
?nancial year
• Particulars of any corrective action taken or to be
taken in response to issues raised in the Auditor-
General’s audit report
• Any explanations that may be necessary to clarify
issues in connection with the ?nancial statements
• Any information as determined by the municipality
• Any recommendations of the municipality's Audit
Committee
• Any other information as may be prescribed
Next steps
The next annual report will be submitted to Council on
31 January 2012 for the 2010/11 ?nancial year.
Quarterly performance reports
The Municipal Systems Act and Municipal Planning and
Performance Management Regulations require munici-
palities to submit quarterly performance reports on pre-
determined performance objectives.
The main purpose of quarterly performance reports
is to review the performance of the municipality
against predetermined performance objectives on a
continuous basis, in order to improve:
• the economy, ef?ciency and effectiveness of the
municipality;
• the ef?ciency of credit control and revenue and debt
collection services; and
• the implementation of the municipality’s bylaws.
Next steps
The next quarterly report (4th quarter) will be submit-
ted to portfolio committees, Mayco and Council during
August 2011.
T
he City compiles and publishes quarterly and
annual reports. The quarterly reports are mainly
for internal use, and help the municipality to
monitor performance against targets. The annual report
is a much more detailed document, and is available in
print and on the City’s public website.
The annual report
The annual report is compiled in accordance with
Chapter 12 of the Municipal Finance Management Act
(MFMA). The purpose of an annual report is:
• to provide a record of the activities of the municipal-
ity during the ?nancial year to which the report
relates;
• to provide a report on performance against the
budget and Integrated Development Plan (IDP) of
the municipality for that ?nancial year; and
• to promote accountability to the community for the
decisions made during the year by the municipality.
Requirements for the annual report
The following is required, by law, to be included in the
annual report:
• Consolidated annual ?nancial statements
• Auditor-General’s audit report, in terms of Section
126(3), on those ?nancial statements
• Annual performance report of the municipality pre-
pared by the municipality in terms of Section 46 of
the Municipal Systems Act
• Auditor-General’s audit report in terms of Section
45(b) of the Municipal Systems Act
• An assessment of any arrears on municipal taxes
(rates) and service charges
• An assessment of the municipality's performance
against the measurable performance objectives
referred to in Section 17(3)(b) for revenue collection
Annual and quarterly reporting
DOCUMENT LINKS
• The annual report
This document is
available in PDF format
on the accompanying
CD, on CityWEB and
the City’s website.
• Quarterly reports
These documents are
available in PDF format
on CityWEB.
KEY CONCEPTS
• The annual report
provides a record of the
activities of the
municipality during the
?nancial year.
• It also provides a report
on performance against
the budget and the IDP.
• The annual report
provides accountability
to the community for
Council’s decisions.
• The next annual report
will be submitted to
Council on 31 January
2012.
• Quarterly performance
reports review the
performance of the
municipality.
72 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 73
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The City’s turnaround strategy
The City of Cape Town’s turnaround strategy (TAS) is
incorporated in the City’s IDP, and, therefore, has
already implemented a number of measures that deal
with the issues raised, by:
• ensuring that the provision of basic services are pri-
oritised (see strategic focus area 2 and the MTREF
sections in 2010/11 IDP);
• ensuring a clean and responsible government (see
strategic focus area 8 and the Governance section of
the 2010/11 IDP);
• ensuring ?nancial sustainability (see the MTREF sec-
tion of 2010/11 IDP review); and
• dealing with human resources (see strategic focus
area 8 of 2010/11 IDP review).
Outstanding issues
The two most important issues the City needs to deal
with in its turnaround strategy are:
• urbanisation and informal settlements (see various
initiatives in the strategic focus areas in the 2010/11
IDP relating to service delivery, healthy communities,
spatial planning and economic development in
preparing for urbanisation); and
• ensuring meaningful community involvement (the
City recently approved a Public Participation Policy
to facilitate improved participation).
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N
ine province-wide assessments of 283 munici-
palities were carried out in 2009 by the
Department of Co-operative Governance and
Traditional Affairs (CoGTA), led by the Minister, Mr Sice-
lo Shiceka, together with the respective MECs responsi-
ble for local government.
The purpose of the provincial assessments was to
determine the key problems in different thematic areas,
and to establish the root causes for the poor perform-
ance, ineffective service delivery and distress of dys-
functional municipalities.
The results of the assessments were analysed, and
issues arising out of/from the overview report led to
the establishment of the Local Government Turnaround
Strategy (LGTAS).
The LGTAS was approved by Cabinet on 2 December
2009, and all municipalities are now required to pre-
pare a turnaround strategy.
Some of the immediate implementation priorities of
the LGTAS are to:
• address the immediate ?nancial and administrative
problems in municipalities;
• tighten and implement a transparent municipal sup-
ply chain management system; and
• overcome a ‘one size ?ts all’ approach by differenti-
ating responsibilities and simplifying Integrated
Development Plans (IDPs).
KEY CONCEPTS
• The Local Government
Turnaround Strategy
was derived from the
2009 assessments of
283 municipalities.
• The aim is to identify
key issues in
performance and
service delivery.
• All municipalities are
required to prepare a
turnaround strategy.
• The City’s turnaround
strategy is part of the
IDP.
• Outstanding issues
include those relating
to urbanisation and
informal settlements,
and improved
community
involvement.
T
he challenges facing the city mean that a shift in
thinking and action is needed to secure Cape
Town’s liveability and prosperity for current and
future generations. We are living in a world of rapid,
unprecedented change, and we have to change with it
in a proactive, imaginative and visionary way.
The City has recognised the need to develop a
longer-term, 20 to 30-year City Development Strategy
(CDS) to in?uence and inform the future development
path of Cape Town.
The CDS needs to give collective strategic direction
to the ?ve-year Integrated Development Plans and
annual business plans, as well as other public and pri-
vate sector plans and processes.
In February 2010, the Mayor appointed a City Devel-
opment Strategy (CDS) Mayco Subcommittee to over-
see the drafting of a CDS. From this emanated a draft
strategic framework for the long-term development of
Cape Town. Known as Cape Town 2040 – A Strategic
Framework for a City Development Strategy (CDS) for
Cape Town, the draft was endorsed by the Mayor and
Mayoral Committee on 2 June 2010.
In November and December 2010, initial engage-
ment sessions with three groups of city leaders from
business, education/academia and professional bodies
were completed. Further work was undertaken in Janu-
ary and February 2011 with key specialists, both inter-
nal and external, from the economic, social develop-
ment and natural environment sectors.
Additional re?nement of the strategic framework
was completed – resulting in A Draft Strategic Frame-
work for a City Development Strategy for Cape Town
2040 (April 2011).
The April 2011 draft was reviewed by Mayco and the
Executive Management Team (EMT) on 6 April 2011. It
was agreed to table the draft as part of the handover
documents to the new Mayor for consideration.
Overview of content
The draft CDS strategic framework outlines a draft
long-term vision; a ‘picture’ of Cape Town in 2040. In
order to build on Cape Town’s strengths and acknowl-
edging its weaknesses, six focus areas are identi?ed,
which give a more speci?c indication of where to focus
efforts towards realising the vision for 2040. The six
focus areas are:
• economic attractors;
• nature;
• people;
• optimal infrastructure;
• city form; and
• knowledge and skills.
Four strategic levers are derived from these focus areas.
These are broad statements of intended strategic
actions, and are at the heart of the CDS. They are:
• economic growth and prosperity;
• social development;
• natural environment; and
• city form and infrastructure.
A long-term core focus, such as the focus on shared
export-linked, resource-ef?cient economic growth,
gives more clarity and direction in order to move
towards a future Cape Town imagined in the vision
statement. For Cape Town to succeed, it is important
that there is both economic and social development.
Next steps
The intention of the draft strategic framework for a
CDS for Cape Town 2040 is to have an entry point doc-
ument to widen the process through further city-wide
engagements (June 2011 onwards), with the aim of
developing a CDS for approval during 2012.
The identi?cation of a champion to lead the process
is seen as an important next step.
A communications process plan and dedicated
resources would need to be in place to support the
engagement and CDS process plan. It is hoped that the
engagement processes will encourage creative contri-
butions from the people of Cape Town. A starting point
would be an educational awareness-building exercise
across the city through the exchange of information on
‘getting to know the city now’ and in the future.
A joint process with other spheres of government,
city leaders and others, will lead to partnership
arrangements for the joint action and implementation
of the plans as well as to develop a framework for
good governance, budgeting and monitoring.
This will also allow for co-ownership of, and buy-in
to, the process to select the optimal strategic choices
that will offer maximum all-round impact, and to
ensure its implementation and achievement of out-
comes to realise the City’s vision.
It is anticipated that the outcomes of this process
will ensure that Cape Town is made resilient, adapt-
able, sustainable and ready for a long-term successful
future as a world-class city.
City Development Strategy
KEY CONCEPTS
• The City Development
Strategy (CDS) is a 20 to
30-year plan to
in?uence and inform the
future development
path of Cape Town.
• The CDS strategic
framework outlines a
draft vision of Cape
Town in 2040.
• To date, the process
involves City of?cials,
leaders from business,
academia and
professional bodies
• The CDS aims to build
on Cape Town’s
strengths, while
acknowledging its
weaknesses.
• The long-term focus is
on shared, export-
linked, resource-ef?cient
economic growth,
supported by social
development.
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he Integrated Transport Plan (ITP) is a statutory
requirement in terms of the National Land Trans-
port Act of 2009, and constitutes the statutory
transport sector plan – part of the Integrated Develop-
ment Plan – in terms of the Systems Act of 2000.
Legislatively and in terms of the regulations, a trans-
port plan must be prepared within a broader timeline
context, but must have a ?ve-year horizon, while the
plan needs to be reviewed annually.
The ITP is the highest-level transport policy instru-
ment and tool for the identi?cation and prioritisation of
transport policies and programmes that will promote
the vision and goals of the City.
The ITP gives a summary of the current transport sit-
uation, identi?es speci?c needs, and assesses these in
terms of the strategic informants, with a view to identi-
fying those projects that best address the overall needs
of the City.
The result is an enabling plan and framework for the
development and implementation of all transport-relat-
ed plans and programmes, at both the overarching and
the modal or sectoral level.
The objective of the ITP is to provide a clear and
comprehensive record of the motivated policies and
programmes of intervention to be taken by the City to
achieve its vision for the future of Cape Town, and
transport in particular, taking cognisance of provincial
and national policy.
The ITP focuses on achieving an integrated approach
to all transportation planning in support of the Inte-
grated Development Plan of the City, by seeking com-
monality between the City’s transport vision, key
themes and transport strategies, and a ‘sustainable
transport’ triple bottom line approach.
Overview of content
The content of the ITP comprises a cascading logic of
elements, as re?ected in the national guidelines for the
preparation of a comprehensive integrated transport
plan. The document includes:
• an introduction, purpose and objectives;
• the transport vision, goals and strategies;
• a transport register;
• the context and relationship between the spatial
plans;
• economic and environmental strategies;
• public consultation inputs;
• a city-wide needs assessment;
• speci?c transport strategies (public transport, travel
demand management, freight logistics, asset man-
agement and maintenance, and other strategies);
• the overall projects programme; and
• the ?nancial and budgetary framework.
Current status
As per the formal categorisation and gazetting process
by the Provincial MEC for Transport and Public Works,
the City of Cape Town is a ‘Category A’ municipality in
terms of the National Land Transport Transition Act of
2000 and the formal Transport Planning Authority,
responsible for preparing a comprehensive integrated
transport plan.
The City ITP was approved by formal Council resolu-
tion on 26 November 2009, and granted subsequent
approval by the MEC for Transport and Public Works on
3 March 2010. The rail component of the ITP must be
approved by the National Department of Transport.
Next steps
In compliance with, and in terms of, the respective reg-
ulations, the present ITP is going through an annual
technical review process.
This was a key requirement as stipulated by the MEC
for Transport and Public Works, while this process is
expected to be concluded by June 2010.
Subsequent to that phase of the planning and prepa-
ration process, the City will be engaging in a total
review of the Integrated Transport Plan 2006-2011.
This will set the base and will follow through on the
next comprehensive ITP, based on current policy frame-
works and imperatives, to work toward a reworked and
reformulated plan, with particular focus areas.
Integrated Transport Plan
KEY CONCEPTS
• The ITP is the highest-
level transport policy
instrument and tool for
the identi?cation and
prioritisation of
transport policies and
programmes.
• The ITP focuses on
achieving an integrated
approach to all
transportation planning
in support of the City’s
IDP.
• The ITP has a ?ve-year
horizon, and is
reviewed annually.
• The ITP gives a
summary of the current
transport situation,
identi?es speci?c needs,
and assesses these with
a view to identifying
potential projects that
best address the overall
needs of the City.
76 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
terms of the Land Use Planning Ordinance (LUPO) and
by the Provincial Government (EMF component only) in
terms of the National Environmental Management Act
(NEMA) by the end of 2011.
On completion, the city-wide SDF and the SDPs will
inform the preparation of the annual IDP review as
well as the development of new IDPs.
• A draft Densi?cation Strategy has also been pre-
pared in support of the CTSDF strategies.
• A draft Development Edges: Urban and Coastal
Edges Policy has also been prepared.
The plans and policies of the SDF will:
• indicate the areas best suited to urban development,
the areas that should be protected, and the areas
where development may occur if it is sensitively
managed;
• provide investors with a clear idea of where they
should invest;
• guide public investment in infrastructure and social
facilities;
• be used to assess development applications submit-
ted by property developers; and
• guide changes in land use rights.
T
he Cape Town Spatial Development Framework
(CTSDF) was endorsed by Council on 30 March
2011, and is being submitted to the Provincial
Government of the Western Cape for approval in terms
of the Land Use Planning Ordinance (provincial plan-
ning legislation).
The CTSDF will replace a number of outdated spatial
plans and policies that have been used to inform land
use decisions to date. The CTSDF will guide the way
Cape Town should grow in the future, and contains the
following three key strategies:
• Planning for employment and improved access to
economic opportunities
• Managing growth and creating a balance between
urban growth and environmental protection
• Building an inclusive, integrated, vibrant city
Integrated district-level spatial development plans
(SDPs) and environmental management frameworks
(EMFs) are currently being ?nalised for Cape Town’s
eight functional planning districts, in line with, and
informed by, the city-wide SDF.
These plans will replace outdated regional plans, and
are due for completion and approval by Council in
Cape Town Spatial Development Framework
KEY CONCEPTS
• The CTSDF replaces
outdated spatial plans
and policies.
• The CTSDF will guide
the way Cape Town
should grow.
• It indicates the areas
best suited to urban
development, and the
areas that should be
protected.
• It deals with matters
such as densi?cation,
the urban edge, and the
protection of natural
and environmental
resources.
• The CTSDF has been
submitted for approval
by Province.
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 77
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he creation of Integrated Asset Management
Plans (IAMPs) is a requirement of both National
Treasury and the Department of Co-operative
Governance and Traditional Affairs. In some cases, such
as for electricity, water and sanitation services, it is also
a requirement of the sector departments.
The primary goal of IAMPs is to optimise asset con-
dition and the application of funds and resources by
systematically generating management information.
This information is used to decide when to acquire,
repair, maintain and retire assets, in order to provide
and sustain acceptable and affordable services. This
process is known as full life-cycle asset management.
Infrastructure Asset Management Project
An Infrastructure Asset Management Project was initi-
ated in 2008, after a decision to focus on the Utility
Services Directorate’s Electricity Services, Water & Sani-
tation, and Solid Waste Management departments.
A key recommendation from the project was to focus
advanced asset management plans on high-risk assets
(approximately 2% of total), which will require the
development of detailed Level 3 plans. The remainder
of assets could be managed using basic Level 1 plans.
The identi?ed high-risk asset groups are:
• the medium-voltage (MV) reticulation network and
infrastructure;
• wastewater treatment plants; and
• the Solid Waste compactor ?eet.
The project ended without being fully completed in
February 2010, when the budget was depleted. The
Utility Services Directorate, however, continued with
the data capture and database development, as well as
the development of ?rst stage IAMPs.
Current status
All Utility Services departments have prepared and for-
malised ?rst stage asset management plans (which
include replacement planning, i.e. capital works), and
are using these to some degree for maintenance.
This includes plans for the high-risk asset groups
identi?ed by the departments and agreed to by the
Executive Management Team. These groups include the
City’s wastewater treatment plants, the Solid Waste
compactor ?eet, and the medium-voltage assets.
Electricity Services has advanced beyond this stage,
and has an integrated ?nancial asset register and infra-
structure asset register for the medium-voltage assets
on the City’s SAP database system.
The SAP system is being developed to integrate dif-
ferent modules which will eventually allow seamless
asset and ?nancial maintenance.
The Roads Branch of the Transport, Roads & Major
Projects Directorate has a pavement management sys-
tem that is being enhanced, but that needs to be inte-
grated with SAP. Other departments in the Directorate
are developing plans and generating data.
Proposed corporate IAMP process
Given the experience gained, it will be appropriate to
extend the project to key departments where asset
costs are high and where there is a need to implement
a formalised asset management approach.
The directorates that should be included are:
• Housing (for rental stock);
• Corporate Services (?eet and facilities management);
• Property Management; and
• Community Services (Sport & Recreation).
Proposals for a corporate IAMP process have been put
to the EMT. The report proposes a draft asset manage-
ment strategy and roll-out plan with supporting poli-
cies that will result in the generation and completion
IAMPs for other Council departments as well.
This is a long-term process, considering that there
are more than 3 000 000 assets on the City’s books.
A Mayco strategic working group has been formed,
to develop principles for ?nalising the strategy and
plan for infrastructure and infrastructure development
planning, within the Medium-term Revenue and Expen-
diture Framework.
Infrastructure development planning must be linked
to development priorities derived from the City Devel-
opment Strategy and the Economic Development Strat-
egy, as well as the multi-year projects for the creation
of infrastructure, as identi?ed in the sector plans or
business plans of the infrastructure departments.
Infrastructure Asset Management Plan
KEY CONCEPTS
• The Integrated Asset
Management Plan
helps to optimise the
management and use
of infrastructure and
assets.
• An Infrastructure Asset
Management Project
was started in 2008,
and focused on Utility
Services.
• Asset groups identi?ed
as high-risk include the
medium-voltage
reticulation network
and infrastructure,
wastewater treatment
plants, and the Solid
Waste compactor ?eet.
• Proposals for a
corporate asset
management process
have been put to the
Executive Management
Team.
E
vents have become an important feature of
Cape Town, and the City is in the process of
developing a Major Events Strategy. This builds
on the existing Events Policy and Events Bylaw, and is
shaped by extensive practical experience.
As a local government, the City of Cape Town stages
many events across the metro area whenever new or
upgraded facilities and infrastructure, such as water
works or community halls, are opened.
These highlight and showcase service delivery.
Events are also used to launch campaigns or initiatives
in communities. There also are ceremonial events such
as the awarding of civic honours.
International events
Cape Town has attracted some major international
events, with large crowds of spectators and huge tele-
vision viewerships. Cape Town was a most successful
host city for the 2010 FIFA World Cup, hosting eight
matches, including a semi-?nal.
A total of 507 000 spectators attended these match-
es at the new multi-purpose Cape Town Stadium;
580 000 people walked the “fan walk” from the central
city to the stadium; 560 000 watched the entertain-
ment and live screening at the Fan Fest on the Grand
Parade, while 206 000 watched live screenings of World
Cup matches at four public viewing facilities across the
metro area.
Events such as these bene?t the economy, as thou-
sands of spectators, participants and support staff
spend money on car rental, accommodation, goods,
services and shopping.
Events create job opportunities for residents, volun-
teers, staging companies, informal traders, entertainers
and service providers. Events also create civic pride.
Major events can result in upgraded and new facili-
ties. Cape Town gained almost R13 billion in new and
upgraded infrastructure as a result of the World Cup.
These upgrades include the airport, Cape Town Station,
Hospital Bend and M5/Koeberg Road interchanges and,
of course, the new stadium.
There are several categories of events, such as sport
and outdoor events, arts, culture, heritage, entertain-
ment, community, endurance and adrenaline.
The convention market
Cape Town has an array of built event venues, includ-
ing the Cape Town International Convention Centre,
which is capable of hosting up to 10 000 delegates and
is now set to double its capacity.
There are also sport venues for various sports – from
rugby, cricket and soccer, to ice hockey, cycling and
gymnastics. There are many unique outdoor settings for
events, including beaches, Kirstenbosch Botanical Gar-
dens, Signal Hill and the Grand Parade.
Cape Town has a proud track record of successfully
hosting large international events. The Two Oceans
marathon attracts over 20 000 runners, the Cape Argus
Pick n Pay cycle tour attracts over 30 000 competitors
and the Cape Town International Jazz Festival more
than 30 000 spectators.
As a maritime city, Cape Town also attracts interna-
tional yacht racing (Cape to Rio, Volvo Ocean Racing).
In addition, World Cup events in rugby and cricket as
well as the Indian Premier League cricket and many
international rugby tests have been held in Cape Town.
Draft Events Strategy
KEY CONCEPTS
• Events bene?t the local
economy as thousands
of participants,
spectators, and support
staff spend money on
goods and services.
• Events create job
opportunities for
residents, volunteers,
staging companies,
informal traders,
entertainers and
service providers.
• Cape Town has an array
of built event venues,
including the Cape Town
International
Convention Centre
(CTICC).
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T
he Economic and Human Development Strategy
(EDS) is a ten-year strategy that sets the direc-
tion for the city’s economic development.
This direction is in?uenced by policies such as the
national New Growth Path (NGP), the City’s Integrated
Development Plan (IDP), City Development Strategy
(CDS) and Spatial Development Framework (SDF). The
EDS is also in?uenced by analytical research such as
the Global Competitiveness Study.
As the EDS is designed to give direction to the City’s
economic interventions, the strategy’s purpose is to:
• align the City’s economic development goals, strate-
gies and policies with national and provincial goals,
strategies and policies;
• provide a long-term vision of the desired state of
Cape Town’s economy;
• provide stakeholders with a reference point for mak-
ing long-term planning decisions;
• identify programmes that will allow Cape Town to
achieve its economic vision; and
• prioritise and co-ordinate the allocation of resources
to ensure that the programme’s targets are achieved.
The EDS focus
The strategy is a technical, practical plan that outlines
how the Strategy and Planning Directorate will allocate
its resources to create a vibrant, inclusive economy.
Given this tactical-analytical approach, the Directorate
analysed the natural, built, economic and social environ-
ment to identify interventions, such as the following:
Built environment
• Make it simpler, faster, cheaper and safer for individ-
uals to move around the city by reforming the
design of the transport system
• Campaign for a compact, mixed-use and public
transport-orientated city
• Promote densi?cation to curb urban sprawl
• Encourage access to affordable housing for the
urban poor in centrally located areas
Economic environment
• Promote knowledge-based industries and value-
added manufacturing activities
• Support the development of the informal sector as a
stepping stone into the formal economy
• Encourage the development of community
economies in the city’s marginalised areas
• Increase the city’s competitiveness by reducing the
cost of doing business
• Work with business and academic institutions to
form innovation networks that package innovation
into commercial products
• Address factors that strengthen supply chains, value
chains and links between ?rms, paying particular
attention to buyer-supplier relations, and knowledge
and learning capabilities
Social environment
• Use innovative technologies to improve people’s
access to basic services
• Draw on the City’s cultural diversity to create an
environment that promotes creativity and design
• In?uence the design of the Province’s education sys-
tem from Grade 0 to Grade 12 to foster entrepre-
neurship at a young age, and work with stakeholders
to improve the quality of education offered in town-
ship schools
• Collaborate with business and academic institutions
to turn knowledge into practical skills and business
acumen
Natural environment
• Reduce the city’s energy-intensive nature
• Encourage the growth of innovative green industries
• Curb the degradation of the City’s natural assets
An overview of the EDS’s six objectives
• Invest in Cape Town: Investment generates employ-
ment, encourages knowledge spill-overs, and
increases tax revenue. These factors contribute to
building productive capacity.
• Inclusive economies: Cape Town has huge persistent
social and economic inequalities that keep a large
section of its population living in poverty. Economic
interventions are required to create opportunities for
everyone to participate in the economy.
• Foster entrepreneurship: The City of Cape Town
should encourage ‘opportunity-driven’ entrepreneurs
as a strategy to reduce unemployment.
• Develop a green economy: An erratic supply of ener-
gy could derail economic development. This strategy
addresses the need to secure reliable energy, and
explores business opportunities in renewable energy.
• Support social cohesion: Reduce social ?ssures in
Cape Town, and also build new sources of cohesion,
through increasing a sense of belonging, and
strengthening institutions that affect divisions, such
as income, employment and capabilities.
• Develop a compact city: Explores the effect that the
city’s spatial form has on economic growth. The city’s
current spatial form produces a divided growth path,
which is inef?cient and unsustainable. One of the
goals of this strategy is to create a form that pro-
motes the ef?cient and equitable ?ow of resources.
Next steps
• A strategy workshop will be held with Mayco.
• The EDS will be updated to re?ect Mayco’s com-
ments.
• The EDS will be presented to the appropriate com-
mittees for approval.
Draft Economic and Human Development Strategy
KEY CONCEPTS
• The EDS is a ten-year
strategy that sets the
direction for the city’s
economic development.
• The EDS is in?uenced
by national policies, the
City’s strategies, and
the results of research.
• It is a practical plan
that outlines how the
City will allocate
resources to create a
vibrant, inclusive
economy.
• It deals with matters
such as transport,
densi?cation, affordable
housing, improved
education, development
of the informal sector,
innovation networks,
and more.
• The EDS seeks to
maximise Cape Town’s
economic strengths.
• A strategy workshop
regarding the EDS will
be held with Mayco.
80 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
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CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 81
Adjustment budget ? The formal means by which a
municipality may revise its budget during a ?nancial
year. Prescribed in Section 28 of the Municipal Finance
Management Act.
Allocations ? Money received from Province and
National Treasury
BEE – Black economic empowerment. A system to give
previously disadvantaged groups economic opportuni-
ties. It includes measures such as employment equity,
skills development, ownership, management, socio-eco-
nomic development and preferential procurement.
Budget ? The City’s annual ?nancial plan
Budget-related policy – Policy affecting, or affected
by, the budget. Examples include tariff policy, rates pol-
icy, and credit control and debt policy.
Budget Steering Committee – Committee estab-
lished to provide technical assistance to the Mayor in
discharging the responsibilities set out in Section 53 of
the Municipal Finance Management Act
Capital expenditure ? Spending on assets such as
land, buildings and infrastructure. Any capital expendi-
ture must be re?ected as an asset on a municipality’s
balance sheet.
Cash ?ow statement ? A statement showing when
actual cash will be received and spent by the City, and
the month-end balances of cash and short-term invest-
ments.
CBD – The central business district
CCTV – Closed-circuit television
CID – A city improvement district. A de?ned area in
which the majority of property owners determine and
agree to fund supplementary and complementary serv-
ices in addition to those normally provided by the City.
CIDs are Section 21 companies (non-pro?t entities)
managed by a member-elected board and operated by
a board-appointed management team. Similar to spe-
cial rating areas.
CMTF – Cape Metropolitan Transport Fund
Convenco – The Cape Town Convention Centre Com-
pany (Pty) Ltd. Owns the CTICC. The City of Cape Town
has a 50,2% shareholding. The other shareholders are
the Provincial Government and Sunwest International.
CPI ? Consumer price index. An index of the cost of
goods and services to a typical customer, which
describes the rate of in?ation.
CPIX ? Consumer price index, excluding mortgage
costs
CRU – Community residential unit
CTCHC – Cape Town Community Housing Company
CTICC – Cape Town International Convention Centre
DMTN – Domestic medium-term note, the City’s
municipal bond programme, which provides capital
funding
DORA ? Division of Revenue Act, the legislation that
speci?es the annual allocations from National Govern-
ment authorities
DORB ? Division of Revenue Bill. Legislation tabled in
Parliament, but not yet enacted, which shows the
annual allocations from National Government to local
authorities
ECD – Early childhood development. The formal teach-
ing and care of young children by people other than
their family,or in settings outside the home.
EMT – The City’s Executive Management Team, com-
prising the City Manager, the executive directors and
Chief Audit Executive. The EMT reports to the City Man-
ager.
EPWP – Expanded Public Works Programme. A Nation-
al Government programme aimed at providing poverty
relief and skills transfer for unemployed persons
through temporary work.
Equitable share ? A general grant paid to municipali-
ties, predominantly aimed at assisting municipalities
with covering the costs of free basic services.
FBS – Free basic service. Provision of a de?ned supply
of electricity, water, sanitation and refuse removal at no
charge to the resident.
FC&D – Finance charges and depreciation.
GDFI ? Gross domestic ?xed investment. The value of
new or existing ?xed assets owned by the business
sector, governments and households.
GFS ? Government ?nance statistics. An internationally
recognised classi?cation system that facilitates compar-
isons between municipalities.
GIA – Grants-in-aid. Money granted by the City or
other arms of government to a social or NGO pro-
gramme.
GV – General valuation. A general property valuation is
conducted at least once every four years to ensure that
the rates charged on properties are fair and re?ect cur-
rent values. This is a requirement in terms of the Local
Government: Municipal Property Rates Act of 2004.
IBT – Inclining block tariff. A pricing structure for utility
services, whereby the unit price increases above certain
consumption levels. A well-designed inclining block tar-
iff reduces bills for low-use consumers, keeps bills
unchanged for average-use consumers, and increases
bills for high-use consumers.
IDP ? The ?ve-year Integrated Development Plan. The
City’s main strategic planning document, which is
revised every year.
IRT – Integrated rapid transit. The MyCiTi bus-based
passenger transport system, which uses dedicated bus
lanes and is integrated with other transport and NMT
systems.
IWM – Integrated waste management
KPI ? Key performance indicators. Measures of service
output and/or outcomes.
LED – 1. Local economic development. 2. Light emit-
ting diode, which is an energy-ef?cient, long-life light.
Glossary of terms
82 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
Mayco ? Mayoral Committee
MFMA ? Municipal Finance Management Act (Act No
53 of 2003). The principal piece of legislation relating
to municipal ?nancial management.
MIG – Municipal infrastructure grant. Transfers from
National Treasury and/or Province for the purpose of
building infrastructure.
MOA – Memorandum of agreement
MPRA – Local Government: Municipal Property Rates
Act (Act 6 of 2004)
MTREF ? Medium-term Revenue and Expenditure
Framework. The MTREF effectively represents a munici-
pality’s medium-term ?nancial plan. It is an annual,
rolling, three-year expenditure plan that sets out antici-
pated revenue and projected expenditure for the budg-
et year, plus two outer ?nancial years.
MYPD – Multi-year price determination. System of
scheduled rate increases over a number of years, gener-
ally for bulk services such as Eskom.
NEMA – National Environmental Management Act
NEMWA – National Environmental Management:
Waste Act of 2008
NERSA – National Energy Regulator of South Africa.
Regulates the electricity, piped-gas and petroleum
pipeline industries.
NGO – A non-governmental organisation
NMT – Non-motorised transport, such as cycle and
pedestrian facilities
NWMSI – National Waste Management Strategy imple-
mentation
Operating expenditure ? Spending on the day-to-day
expenses of a municipality such as general expenses,
salaries and wages, and repairs and maintenance
OPM – Organisational performance management
PHDB – Provincial Housing Development Board
PHP – People’s Housing Process
PPE – Property, plant and equipment
PPP – Public/private partnership. A government service
that is funded and operated through a partnership of
government and one or more private-sector companies
PPU – Public Participation Unit
Province – The Provincial Government of the Western
Cape
PTI – public transport interchange
PTIF – Public Transport Infrastructure Fund
Rates ? A local government tax based on assessed val-
uation of a property. Also called property rates.
R&M – repairs and maintenance
RSC – Regional Services Council
SALGBC – South African Local Government Bargaining
Council. Forum for determining salaries and wages in
the local government sector.
SCM – supply chain management
SDA – service delivery agreement
SDBIP ? Service Delivery Budget Implementation Plan.
A detailed plan comprising quarterly performance tar-
gets and monthly Budget estimates.
SETA – Sectoral Education and Training Authority
SFA – strategic focus area. The main priorities of the
City, as set out in the IDP. Budgeted spending must
contribute towards achieving these strategic objectives
SMME – small, medium and micro-sized enterprise
SOHCO – Social Housing Company
SRA – special rating area; similar to CID
Subcouncils – administrative areas into which the
City’s metropolitan area is divided, each of which is
made up of a number of wards. There are a total of 110
wards, each of which is represented by a councillor. A
ward, in turn, is made up of a number of suburbs.
TMA ? Total Municipal Account
UISP – Upgrade of Informal Settlements Programme
Virement – the process of reallocating money within
various subdivisions of a vote
Vote – one of the main segments into which a budget
is divided, usually at directorate level
WDV – written-down value
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