Description
This presentation explain integrated human settlements five year strategic plan.
88
INTEGRATED HUMAN
SETTLEMENTS
FIVE-YEAR STRATEGIC PLAN
1 JULY 2012 TO 30 JUNE 2017
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INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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FOREWORD BY MAYORAL COMMITTEE MEMBER
The Human Settlements Directorate is entering a new era. The complex challenges we face as a result of ever-increasing urbanisation mean
that we constantly have to reassess our approach in order to deliver effectively on our mandate, namely the creation of integrated human
settlements.
One of the key challenges we face is the current population growth, which shows no sign of slowing down. In view of this reality, we have
partnered with various internal and external organisations to provide high-density housing opportunities, which include various housing types
that will cater for different income levels to ensure affordability for all.
In our Existing Public Housing Department, we have introduced a turnaround strategy that is aimed at improving service delivery to all tenants
and homeowners of former rental stock. Furthermore, we are committed to provide basic services to informal settlements and backyarders.
Included in this innovative project is the incremental upgrade of informal settlements.
In addition, this ?ve-year plan showcases our intention to provide integrated human settlements that will contribute to more compact
neighbourhoods by providing a range of housing and socio-economic opportunities to qualifying bene?ciaries. Existing processes are also being
reviewed to ensure integrated planning and people-centred delivery.
I am therefore appealing to all our stakeholders to work with us to ensure that Cape Town is an inclusive, well-run and caring city.
Cllr Ernest Sonnenberg
Mayoral Committee Member: Human Settlements
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INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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FOREWORD BY EXECUTIVE DIRECTOR
The achievement of innovative and integrated human settlements remains one of the key objectives of the Human Settlements
Directorate. In responding to this need, the Directorate has changed its name from Housing to Human Settlements. This name change
is in line with our national and provincial counterparts, but, more importantly, the change is not an end in itself, but represents a
paradigm shift in the way we conduct our business.
The new human settlements business approach in the City is in?uenced by two main urban challenges, namely urbanisation and
poverty. Cape Town, as most cities in developing countries, is experiencing signi?cant urbanisation, which manifests in the growing
number of backyard structures and informal settlements, which, in turn, result in squalor, unhygienic conditions and environmental
degradation.
In respect of poverty, there is concrete evidence that poverty levels are the highest in informal settlements and in previously
disadvantaged townships. Some of the drivers of poverty are growing unemployment as well as the spatial footprint, which locates
poor households on the outskirts of the city, far away from their places of work, recreation and commerce.
The Directorate’s ?ve-year Human Settlements Plan is therefore aimed at ensuring that the City plans and manages the
consequences of urbanisation in a proactive and sustainable manner. Interventions in this regard include the development of the
Urbanisation Framework, stepping up the citywide cooperative approach to the upgrade and improvement of informal settlements
and backyard precincts in Council rental stock, improving active partnerships with grassroots communities and the private sector,
identifying appropriately located land parcels and ‘brown buildings’ for integrated housing development, and coordinating
the implementation of urban renewal projects, especially the provision of social and economic amenities to build sustainable
communities.
The Directorate also acknowledges that it cannot address the huge service delivery backlogs and discrepancies in resources on its
own, but will create good intergovernmental relations with national and provincial spheres of government to ensure redress and
long-term effective service delivery.
Our relationship with the Provincial Human Settlements Department is growing stronger and stronger in this regard.
To address poverty, this plan focuses on creating sustainable job opportunities through the Expanded Public Works Programme
(EPWP) and locating housing opportunities along transport corridors and economic nodes. We will also render robust support
in unblocking and improving the delivery of Peoples Housing Process (PHP) projects. The ultimate goal of our ?ve-year Human
Settlements Plan is to improve the quality of life of, and build homes (not just houses) for, all the needy citizens of Cape Town.
The times have changed … it is time to change.
Seth Maqetuka
Executive Director: Human Settlements
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INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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VISION
To contribute to and lead the City’s development of sustainable integrated human settlements by improving the overall living and
built environment of communities within the City of Cape Town, and balancing quantity and quality housing opportunities, with a
speci?c focus on improving the livelihood of the poor.
De?ning the Vision
Contribute: The responsibility to achieve integrated sustainable human settlements belongs to the entire City, not just a single
directorate.
Lead: The Human Settlements Directorate will be the institutional entry point for coordinating integrated human settlements.
Living and built environment: The strategic focus will be the improvement of both the living and built environment to achieve the
National Human Settlements Outcome 8 and related objectives, as prescribed by the Human Settlements Development Grant as well
as the Urban Settlements Development Grant.
Balancing quantity and quality: Whilst the drive to accelerate the delivery of more housing opportunities (quantity) will continue,
there would also be an equal drive to pursue quality-of-life objectives relating to improved human settlements, such as reducing
travelling time and costs from residential areas to places of economic and recreational amenities, providing community facilities
in new and existing settlements, the in situ upgrade and improvement of informal settlements at scale, ensuring and promoting
medium-density housing in well-located and appropriate areas within the urban core, along transport corridors and economic nodes.
Improving the livelihood of the poor: The key objective that will be pursued in this regard is a people-centred and partnership-based
service delivery process, which will address the essential issues of safety and security, tenure restoration and protection, meaningful
stakeholder relations and the effective provision and maintenance of basic services.
MISSION
• To facilitate and develop sustainable integrated human settlements
• To integrate the delivery of the basket of housing opportunities with the rest of the city to ensure that they contribute to
the building of a compact city and optimal use of facilities
• To improve informal settlements and backyard precincts incrementally, and create a better-quality living environment
instead of only shelter
• To manage and maintain the City’s rental assets strategically
• To lead in the social and economic development of disadvantaged areas to ensure that quality of life and the environment
are improved
• To promote and ensure meaningful partnerships with business and community-based stakeholders
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INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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1. SETTING THE SCENE 1
2. CURRENT REALITY – DEFINING THE NEED 2
2.1 Urbanisation – a growing Cape Town 2
1.1.1 Existing data and projections for Cape Town 2
2.1.2 Implications of existing data and trends 4
2.1.3 Informal dwellings 4
2.1.4 Emergency housing 5
2.2 Environmental considerations –
climate change 5
2.3 Core challenges 6
3. TO BE THE CARING CITY 6
3.1 Improving existing living environments 7
3.1.1 Management of rental stock 7
3.1.1.1 Maintenance 8
3.1.1.2 Hostels 8
3.1.2 Access to basic services 8
3.1.2.1 Basic services to backyard dwellers 9
3.1.2.2 Basic services to informal settlement dwellers 9
3.1.2.3 Incremental upgrade of informal settlements 9
3.1.3 Temporary relocation and incremental
development areas 9
3.2 Creating new living environments 10
3.2.1 A more compact city 10
3.2.1.1 Land planning for human settlements 10
3.2.1.2 Built Environment Performance Plan 10
3.2.1.3 Land acquisition 11
3.2.2 New and mixed-use developments 11
Affordable housing in the gap market 12
Peoples Housing Process (PHP) 12
New rental housing 13
Community residential units 13
Social rental housing 13
3.2.3 Social housing partners 13
3.2.4 Restitution of land rights programmes 13
3.2.5 Urban Renewal Programme 14
3.2.6 Partnerships and engagement 15
3.3 Adapting housing to the natural
environment 15
4. FUNCTIONS AND STRUCTURE 16
4.1 Direct delivery of housing opportunities 16
4.2 Strategic and operational support 17
4.3 Other strategic initiatives 17
4.3.1 Housing consumer education 17
4.3.2 Housing database 17
4.3.3 Housing database enhancement 18
4.3.4 Human Settlements call centre 18
4.3.5 Ensuring title – Rental stock
disposal programme 18
4.3.6 Accreditation and national housing
programmes 19
4.3.7 Job creation through the Expanded
Public Works Programme 19
4.3.8 Policies 19
4.4 Reporting, monitoring and evaluation 19
5. ENSURING A WELL-RUN CITY 20
5.1 Legislation 20
5.1.1 The Housing Act 107 of 1997 20
5.1.2 The National Housing Code 20
5.1.3 The Constitution of the Republic of South Africa,
1996 20
5.1.4 Other legislation 20
5.2 Alignment and integration 21
5.2.1 The City’s Integrated Development Plan (IDP) 21
5.2.2 National Outcome 8 21
5.2.3 Provincial Objective 6 21
5.3 Funding sources 22
5.3.1 Urban Settlements Development Grant 22
5.3.2 Human Settlements Development Grant 22
6. SYNOPSIS 22
ANNEXURES
ANNEXURE 1: Projected housing delivery targets 23
ANNEXURE 2: Housing project schedule 27
ANNEXURE 3: Map of subcouncil boundaries 33
ANNEXURE 4: Organisational structure –
Human Settlements Directorate 34
ANNEXURE 5: Intervention categories,
de?nitions and national
housing subsidy instruments 35
ANNEXURE 6: Statistics 37
ANNEXURE 7: Provincial projects 38
ANNEXURE 8: Urban Renewal Projects 39
TABLE OF CONTENTS
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INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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to a well-run city. In various sections of this plan, reference is
made to the City of Cape Town website, which can be consulted
for more information, where applicable. As the content of this
plan is strategic in nature, a lot of operational information could
not be incorporated, although it is relevant and of interest.
Many other plans have been consulted and aligned with in
formulation of this strategic plan. Sources consulted include,
though are not limited to, the National Development Plan, the
City of Cape Town Integrated Development Plan, the State of
Cape Town Report 2010, the Spatial Development Framework,
the Urbanisation Framework Strategy, and the like.
This plan will be reviewed annually in accordance with any
signi?cant changes in the micro and macro-environments that
affect our delivery. This will also enable us constantly to monitor
what we are doing and how we are doing it, and to improve
and adjust where need be.
What we will be doing differently is based on our identi?ed
key challenges, namely:
• to accelerate housing delivery through the
enhancement and boosting of an incremental
development approach to ensure better
delivery to our citizens;
• to forge more partnerships, as we cannot solve the
housing issues, which require an all-encompassing
approach, on our own,
• to improve the overall living environment with access
to integrated service delivery;
• to undertake business improvement initiatives to
ensure strategic management of rental assets that will
enhance the lives of our tenants; and
• to adopt an integrated approach of embracing
informality with innovative solutions in
already informally established communities.
1. SETTING THE SCENE
In 2011, the City of Cape Town (hereinafter ‘the City’) entered
a new term of of?ce, and the signi?cant enhancement of this
?ve-year strategic plan will serve to supplement this new era.
We need a new approach to tackle the multifaceted problem
experienced by all major cities, including Cape Town, namely the
problem of rapid urbanisation, which is exacerbated by poverty,
which, in turn, is fuelled by unemployment.
We need to ensure that we keep abreast of the impact of
urbanisation, and that we plan ahead to address it proactively.
We accept that we cannot do this on our own, but have to
partner with various bodies, in both the public and private sector.
Thus, we continue to address the increased need for integrated
human settlements arising from natural population growth and
in-migration, while we remain aware of the global economic
situation and the impending impact on our local economy.
This plan presents an initial appraisal of our current reality,
with the intent to steer us in the right direction to address
various challenges in a new and strategic way in order to ensure
sustainable delivery of integrated human settlements.
The strategy further outlines the administration’s intent to move
towards a more caring city by improving existing environments,
creating new living spaces that promote both economic and
social cohesion and ensuring the preservation of our natural
environment by managing human settlement in projects in an
environmentally sustainable manner.
The functions and structure of the Human Settlements
Directorate are also reviewed in terms of direct delivery of
housing opportunities, as well as the strategic and operational
support required in order to deliver.
An overview is given of the legislative context within which
delivery takes place, as well as alignment with other strategic
initiatives that contribute
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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Year Population of Cape Town Number of households
1996 2 563 000 653 000
2001 2 893 000 759 000
2007 3 497 000 902 000
2. CURRENT REALITY – DEFINING THE NEED
The National Development Plan states that despite South Africa’s
reasonably balanced spatial structure, it has dysfunctional and
inequitable settlement patterns. The highly fragmented towns
and cities increase costs to households and the economy.
Most South Africans live in the towns and cities of our country,
with 85% of economic activity being generated in urban
areas. Furthermore, the importance of ?nding location-speci?c
approaches is emphasised, as each area presents distinct
challenges and potential, for which a one-size-?ts-all approach
will be inappropriate. Many of the challenges do not result from
a void in policy, but rather a lack of institutional capacity and
strong implementation mechanisms.
It is forecast that, even though South Africa has a slower
urbanisation rate than the rest of the continent, the city dwellers
of the country will have increased by another 7,8 million by
2030, and a further 6 million by 2050,
which will of course place immense strain on municipal service
delivery. This will be exacerbated by the fact that most of these
new city dwellers will be poor.
Nationally, it is planned to reshape human settlements by
2050. This will require the following:
• Addressing inequities in the land market, which
make it dif?cult for the poor to access the
bene?ts of urban life
• Stronger measures to recon?gure towns and
cities into more ef?cient and equitable urban forms
• Housing and land policies that accommodate
diverse household types and circumstances
• Municipalities that put economic development
and jobs at the heart of what they do and how
they function
2.1 URBANISATION - A GROWING CAPE TOWN
Statistics South Africa (Stats SA) in 2006 de?ned urbanisation as
an increase of the urban population due to natural growth and
net migration into a particular area.
Urbanisation is inevitable. Therefore, the City of Cape Town
has developed an Urbanisation Framework, which will inform
a broader, more comprehensive urbanisation strategy, which,
in turn, will contain the individual chapters that contribute to
implementation.
This approach should lead to an integrated, holistic, people-
centred and sustainable human settlement development
solution. The response has to be proactive and sustainable,
and both capacity and capability will need to developed within
the City to address the challenges and opportunities presented
by urbanisation. Creative and innovative ways of addressing
challenges need to be explored, which will include learning
through doing.
If properly managed, urbanisation could bring with it
opportunities for growth, social inclusion and the building of
sustainable communities and human settlements. Therefore,
the impact of urbanisation needs to be comprehensively and
cooperatively planned for at all levels, including the city and
regional level, other spheres of government, business and
communities.
The city will have to provide universal access to essential
services, even to the poorest citizens who do not have a regular
wage income, through the redistribution of ?nances. Apart from
universal access to services, this will also provide access to other
opportunities, such as well-located, serviced land, amenities
and jobs.
Cape Town’s current development trajectory is unsustainable
due to resource constraints. We need to change in order to
build sustainable communities.
2.1.1 EXISTING DATA AND PROJECTIONS FOR
Determining accurate population statistics and future population
growth trajectories remains a challenge. Stats SA data show
that the population of Cape Town grew from 2,6 million to 3,5
million between 1996 and 2007 (see table 1). In 2011, the total
population of Cape Town was estimated to have increased to
approximately 3,8 million.
1
Table 1: Population of Cape Town 1996–2007
2
1 Dorrington, RE (2000) Projection of the Population of the Cape Metropolitan Area 1996-2031.
2 Statistics South Africa Census 1996, Census 2001 & Community Survey 2007.
CAPE TOWN
Note: Numbers rounded off to nearest 1 000.
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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2001 2006 2011 2016 2021 2026 2031
HIGH 3 186 938 3 646 156 4 008 402 4 292 446 4 538 385 4 769 669 4 976 987
MEDIUM 3 154 238 3 547 055 3 820 847 3 997 718 4 119 504 4 208 444 4 255 857
LOW 3 121 532 3 447 946 3 633 286 3 702 990 3 700 595 3 647 071 3 534 371
It is important to note that Cape Town’s population growth
rate has been relatively stable, and is in fact currently lower
than it was in the period 1946–1970.
3
The average estimated
population growth during the period
2001–2007 was 3,21% per annum.
4
However, this is only an
estimate. When the 2011 Census data become available in
2013, we will have a clearer picture of Cape Town’s population
growth trends over the past decade.
In 2000 and 2005, the City commissioned projections of the
Cape Town population to assist with its planning processes.
These studies were undertaken by Professor Rob Dorrington
from the University of Cape Town. Factors taken into account in
determining the projected population were birth rate, death rate,
migration and HIV/Aids incidence. As migration was the most
uncertain variable, three options were calculated based on high,
medium and low migration rates. The 2000 projection was based
on the 1996 Census, while the 2005 update was based on the
2001 Census, but only projected the population up to 2021. The
current Stats SA data (2009, 2010) show that the population
is growing faster than what was projected in the 2005 ‘high
migration rate’ scenario. The current population estimate is in
line with the ‘medium migration’ projection based on the 2000
projections. Based on the information currently available, the
population projection done in 2000 provides the best estimate
of Cape Town’s population growth up to 2031.
Table 2: Projected population based on medium growth
rates by population group
5
The 2000 medium migration projections suggest that Cape
Town’s population will increase from 3,82 million in 2011 to
4,26 million in 2031, which represents an increase of
440 000 people.
The following table taken from the 2000 Dorrington report
compares projections of the Cape Town population predicted
based on high, medium and low assumptions of the input
variables fertility, mortality, migrations and both the prevalence
patterns and future spread of HIV/Aids.
It is interesting to note that the total Cape Town population is
expected to grow by almost 60% over the 35-year projection
period. The medium projection is highlighted in bold as the
possible population estimates for
Cape Town for the period 2011–2031.
Table 3: Medium/low projections: Cape Town population
(Dorrington, 2000)
Future growth needs to be understood in the context of existing
urban conditions in Cape Town. Based on 2009 ?gures,
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an
estimated 27,4% of households live in informal dwellings,
10,35% in informal backyard structures, and 17,03% in informal
settlements. Altogether 5,7% of households are without access
to adequate sanitation. In 2009, 99% of all households had
access to piped water, with 76,7% having piped water in their
dwellings and 14,7% in their yards. Public taps were used by
7,4% of all households, while 0,8% used neighbours’ taps. Only
0,3% of all households had access to piped water more than
200 m from their dwellings.
The City of Cape Town estimates the housing backlog in the city
at 350 000 households, although an analysis of the Community
Survey 2007
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?gures for the Western Cape as a whole suggests
a total provincial housing backlog of about 305 000 households
Population
group
2011 2016 2021 2026 2031
Asian
No 67 388 75 546 82 334 88 383 93 541
% 1,76% 1,89% 2,00% 2,10% 2,20%
Black
No 1 387 606 1 496 267 1 581 397 1 653 399 1 703 802
% 36,32% 37,43% 38,39% 39,29% 40,03%
Coloured
No 1 655 042 1 697 148 1 711 661 1 712 078 1 698 536
% 43,32% 42,45% 41,55% 40,68% 39,91%
White
No 710 811 728 756 744 113 754 584 759 977
% 18,60% 18,23% 18,06% 17,93% 17,86%
Total
No 3 820 847 3 997 718 4 119 504 4 208 444 4 255 857
% 100,00% 100,00% 100,00% 100,00% 100,00%
3 South African Cities Network (2004) State of Cities 2004 Johannesburg SACN.
4 Ibid.
5 Dorrington, RE (2000) Projection of the Population of the Cape Metropolitan
Area 1996-2031.
6 City of Cape Town (2011) Urbanization and Poverty in Cape Town.
7 Statistics South Africa, Community Survey 2007.
Year Population of Cape Town Number of households
1996 2 563 000 653 000
2001 2 893 000 759 000
2007 3 497 000 902 000
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Black Af rican 1.16% 11.46% 28.19% 11.39% 23.56% 14.01% 3.06% 7.16%
Coloured 1.01% 10.60% 11.85% 6.25% 22.32% 31.00% 9.96% 7.01%
Asian 0.00% 8.49% 21.43% 0.00% 4.69% 15.53% 39.64% 10.22%
White 0.79% 7.22% 5.14% 3.63% 8.50% 25.07% 26.85% 22.79%
Grand Total 1.01% 10.12% 16.10% 7.40% 19.50% 23.63% 11.60% 10.64%
None R1 - R1440
R1441 -
R2880
R2881 -
R3500
R3 501 -
R7000
R7001 -
R19999
R20000 and
more
Unspecif ied
(82 754 in informal settlements, 60 726 in backyard shacks and
161 622 in overcrowded formal housing). It is vital to verify and
reconcile this discrepancy. However, part of it can be ascribed
to the different methodologies used: For example, in 2007, the
Community Survey estimated that 84 000 households lived in
informal settlements in Cape Town, whereas a physical counting
of shacks from aerial photographs proved this number
to be 109 000.
Figure 1: Cape Town household income 2009
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Considering that the existing backlogs and dysfunctions have
not been adequately resolved and that future projections are
based on estimated population growth trajectories, it is dif?cult
to make informed decisions about urbanisation management.
The challenge of divergent data sets is further
exacerbated by poor understanding of the nature of
demographic growth and change in Cape Town and the
surrounding municipal areas. In other words, the socio-economic
pro?le of the future Cape Town population is unknown, as is the
impact of future demographic growth.
What is certain, however, is that both new household formation
from natural growth and in-migration will occur across a broad
spectrum of socio-economic groups. Between 1997 and 2007,
the bulk of in-migration was attributed to permanent/circular
migration of people from rural areas, in particular the Eastern
Cape. (It is estimated that 163 000 people migrated from the
Eastern Cape to Cape Town during this period.) During the
same period, signi?cant in-migration of mainly skilled workers
occurred from other urban areas in South Africa, particularly
Gauteng. (Some 68 000 people migrated from Gauteng to Cape
Town.) Finally, people with a range of skills levels migrated from
elsewhere in the world, in particular from the rest of Africa.
(Indications are that 33 000 people migrated from outside South
Africa to Cape Town over this period.)
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2.1.2 IMPLICATIONS OF EXISTING DATA
Reliable projections that provide in-depth information
regarding the nature and structure of the future population of
Cape Town are a priority. More accurate growth-related data
and demographic-change scenarios will provide a better picture
of the future of Cape Town, and will constitute the departure
point for informed decision-making about an appropriate
urbanisation strategy. However, the City will be able to compile
such a full data set around 2013 only, following the release of
the 2011 Census results in late 2012. In the interim, the City
needs to rely on updated estimates based on currently known
and available data. Without an in-depth understanding of the
likely nature of the future population of Cape Town, service
delivery models cannot be appropriately adjusted to cope with
future growth and change.
2.1.3 INFORMAL DWELLINGS
A internally conducted costing study revealed that the upgrade
of all existing informal settlements, which comprise 191 590
households, would cost R19 billion. This cost is based on a ratio
of 1:1 services requiring a total of 1 828 ha of land as well as
bulk and internal services, and excludes top structures, amenities
and operating costs.
It is also recognised that many families without access to formal
housing move into informal structures in family and friends’
backyards. These backyards were not initially designed for
residential purposes, and basic services are therefore lacking.
As the City is not in a position immediately to provide housing
opportunities to all of these residents, alternative solutions are
being investigated to improve the backyard dwellers’ living
conditions.
Initial investigations indicate that the supply of basic services in
backyards would mitigate this problem until further solutions
can be provided. To this end, the City has commissioned a survey
of three identi?ed pilot areas, namely Factreton, Langa and
Hanover Park.
One of the objectives of the survey was to determine how many
people were living in backyard structures as well as how many
of them have access to basic services, for the City to make an
informed decision about the extent of the services required. The
main ?ndings revealed varying conditions across different areas,
and also indicated that most of the backyard dwellers still
want homes of their own.
AND TRENDS
8 General Household Survey 2009, as quoted in Urbanization and Poverty in Cape Town,
Karen Small, Strategic Development Information and GIS Department, City of Cape Town
(2011).
9 Statistics South Africa Community Survey 2007.
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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2.1.4 EMERGENCY HOUSING
Emergency situations arise from either natural or man-made
disasters, such as ?ooding and ?re, which are further fuelled by
overcrowding, which, in turn, prevents emergency assistance
from being rendered effectively.
The provision of housing in itself is a complex and dynamic
procedure. The inability to pre-empt the housing need accurately
and realistically makes it that much more challenging. This is
often exacerbated by court rulings regarding land, tenure and
housing. To a certain extent, the City relies on case precedent
regarding issues such as eviction as well as relocation following
natural disasters, to plan for the provision of reasonable and
suitable alternative accommodation.
2.2 ENVIRONMENTAL CONSIDERATIONS –
In a report presented to the Human Settlements Portfolio
Committee, the Directorate has raised issues regarding climate
change as it relates to housing. In terms of both low-cost and
up-market housing, it is important to note that residential areas
are particularly vulnerable to the effects of climate change
(speci?cally changes in the incidence of ?oods, gale-force
wind, torrential rain and extreme temperatures). Residential
developments built on ?ood and coastal plains are at risk of
?ood damage due to heavy rainfalls or coastal storm surges.
Even though these issues are now considered when the location
of future housing areas in the city is selected, extreme events
brought about by climate change may still threaten existing
housing developments. Informal settlements located below the
?oodlines of rivers are especially susceptible to ?ooding. Poorly
constructed low-cost housing and informal settlements are
vulnerable to heavy storm conditions, which are likely to increase
in frequency and intensity in future. The ?nancial losses resulting
from these are a further burden to the poor, and, in some cases,
affect their very livelihoods.
The City faces the challenge of ensuring that these homes
and settlements are safe, adequate and cost-ef?cient. Houses
should therefore be resilient to both external (such as weather
conditions) and internal (such as changes in occupants’ health
and needs) risks, shocks and trends. Against this backdrop, it is
critical for the City to consider how climate change will affect
houses and settlements.
The resilience of houses depends on design, maintenance and
a multitude of external and internal stressors. The impact of
climate change on settlements as well as individual houses
(both private and City stock) is expected to be
signi?cant. Many of Cape Town’s houses and settlements are
already under pressure as a result of population growth, high
levels of poverty, and inadequate maintenance due to neglect
and affordability issues. These stressors will be exacerbated
by the effects of climate change, and the vulnerability of the
housing sector will escalate. For occupants and property/
homeowners, this may manifest in unsafe living environments,
an impact on health and general well-being, increased
maintenance and insurance costs, future insecurity and, in the
worst-case scenario, structural damage and loss as well as risks/
dangers for human life.
The increased stress on existing houses that were built to
standards that pre-date current and projected climate conditions
may result in the need for renewal, replacement and, in some
cases, relocation. All future developments should therefore be
designed to withstand the anticipated effect of climate change.
The main impacts on the physical housing structure have been
identi?ed as:
• increased energy consumption (and costs) due to
extreme temperatures (for indoor cooling and
heating);
• human health effects of overheating and windblown
particulates;
• increased risk of damage due to more frequent and
intense extreme events (such as high winds, storms
and ?ooding);
• increased damage from ?ooding and erosion; and
• increased ?re risks due to extended dry spells and
higher temperatures.
CLIMATE CHANGE
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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2.3 CORE CHALLENGES
From the above, it is therefore evident that the human
settlements environment is confronted with various challenges,
some of which can be dealt with in the short term, while others
require a longer-term approach.
The core challenges include, but are not limited to,
the following areas:
• Land for integrated human settlements
• Hostile and volatile environments, which are a risk to
development implementation and staff safety
• Insuf?cient human and ?nancial resources
• Shortage of professional skills
• Pipeline and longer-term planning to align housing
provision with city growth options and the bulk
services and transport plan
Further challenges encountered speci?cally in the arena
of rental properties include the following:
• Shortage of adequate and skilled staff
• Limited budget for the recruitment of much-needed
housing and maintenance staff
• Insuf?cient budget for repairs and maintenance
• Unlawful occupation of rental units
• Subletting by tenants, who charge exorbitant rentals
while they live elsewhere
• An increase in backyard structures and tenants who
charge rental for the occupation of these structures,
without paying the rental and service charges due to
the City
• High levels of payment default among tenants
With due regard to these challenges, this strategic plan
is intended to inform the Directorate’ actions in creating
housing opportunities for all who qualify, and also to include
those who do not. The approach will be to enhance existing
living environments, while establishing additional housing
opportunities through in?ll projects and the development of
remote areas.
3. TO BE THE CARING CITY
To create and sustain a new reality of suf?cient, sustainable
housing opportunities for the citizens of Cape Town, a
discernible shift should occur in the way we do business. We
should not only reconsider what we deliver, but also how we
deliver and whether it is sustainable.
Moving forward, a new approach needs to be followed to
address the challenges that we currently experience. Such a new
approach should enable communities to live instead of just exist.
This implies that we need to engage in sustainable development,
which is de?ned as “development that meets the needs of the
present without compromising the ability of future generations
to meet their own needs”.
10
The City aims to achieve this in partnership with various other
sectors, both in and outside the organisation. This approach will
include higher densities and various housing types, which will
cater for differing income levels and the different preferences in
terms of tenure. At the same time, it will take into account that
location is a major consideration when the degree of density
is determined. The best solution is to identify and develop
in?ll sites for new development. This reduces the time taken to
plan, develop and deliver new housing opportunities. The cost
reduction on the provision of new bulk infrastructure would be
signi?cant, and existing transport corridors would be readily
available. Existing community facilities could also be upgraded,
or provided where they are lacking.
10 Brundtland Commission Report (1978) Our Common Future.
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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3.1 IMPROVING EXISTING LIVING
Residents in Cape Town are either formally or informally housed.
They either rent or own property, and they either provide for
themselves or are assisted by the state in various forms. The
City either provides housing units for rent, or incremental
services to informal dwellers who reside in the backyards of
City rental units (so-called backyarders or backyard dwellers)
or in informal settlements. Informal settlements are de?ned as
“areas where a group of housing units has been constructed on
land to which the occupants have no legal claim, or which they
occupy illegally”,
11
or “unplanned settlements and areas where
housing is not in compliance with current planning and building
regulations (unauthorized housing)”.
12
3.1.1 MANAGEMENT OF RENTAL STOCK
The City is committed to delivering a high-quality public
housing service to the families occupying the 43 500 rental
units, 21 000 homeownership dwellings, 11 000 hostel beds
and 11 old-age complexes. This service is provided from 38
decentralised housing estate of?ces, ?ve sales of?ces
and 13 maintenance depots across the city.
Over the past number of years, the tenancy management
function has proven to be a considerable challenge. The situation
has arisen due to factors such as political changes, legislation,
loss of skilled personnel, and the fact that most housing estates
have become too dangerous for staff to conduct business
on-site.
The ageing rental stock also requires extensive repairs to prevent
further deterioration. The Community Residential Unit (CRU)
programme is however aimed at the comprehensive review and
upgrade of these units. The programme is now in its third year
of implementation, and the ?rst phase comprising 7 775 units
will continue until 2015. Besides the CRU programme, the City
also has a housing repair and maintenance service, which is
committed to good-quality and timeous repair services according
to clearly agreed standards and costs, in order to ensure that
the City’s housing assets are protected. Our vision is to achieve
a sustainable balance between the City’s obligation and the
client’s responsibility to administer, manage and maintain the
public housing stock effectively.
To this end, a turnaround strategy that will improve service
delivery to tenants has become essential. This is to be achieved
through the modernisation project, which is currently under
way and is aimed at improving business processes and service
delivery. The upgrade of housing estate of?ces, which is part of
the modernisation concept, is geared towards creating
customer-friendly environments.
Further initiatives of the modernisation project are to:
• audit the rental stock in identi?ed areas to establish
who are the occupants;
• undertake an income survey to determine the
affordability levels among tenants;
• ascertain whether there are any structures, both
formal and informal, on the property, and how these
are occupied; and
• appoint housing law enforcement of?cers to monitor
the existing settlement areas to ensure that the
conditions of lease agreements are adhered
to.In order to achieve the above, a service provider
will be appointed.
Due to staff shortages, various interventions had to be
introduced to render of?ces functional. The following
interventions were embarked upon:
• The realignment of of?ces to improve service delivery,
which included the closing of dysfunctional of?ces
and transferring the already depleted staff to of?ces
where they could be best utilised
• Uni?ed policies to bring about standardisation
• Supplementing severely dysfunctional of?ces with a
newly appointed team of of?cials, who assist on a
rotational basis to catch up on outstanding work and
other backlogs
• Identifying and regularising unlawful tenants,
transferring tenancies and promoting a culture of
payment in identi?ed pilot areas with the assistance
of an external service provider
Despite these measures, challenges are still experienced,
which require further interventions. The Directorate intends to
establish partnerships and build relationships with communities
and community organisations in order to improve
service delivery.
ENVIRONMENTS
11 Kiwala (2004) in UN-HABITAT (2006) Enabling Shelter strategies.
12 Ibid.
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
8
3.1.1.1 MAINTENANCE
Some of the ageing rental units have undergone major interior
and exterior refurbishment in order to enhance not only the
City’s property but also the living conditions of tenants.
In addition to the above, the City also undertakes routine
maintenance of rental units. This is mainly done in response to
requests received from tenants. As the available budget for these
requests is insuf?cient, so is the City’s ability to maintain these
units to a satisfactory standard. A maintenance plan is currently
being devised in order to obtain a better idea of the extent of
the additional funding requirement to address the
maintenance need.
Due to the high demand for rental accommodation, the City will
be building additional rental units. These community residential
units will reduce the number of residents on the housing
database, as very few opportunities currently become
available annually.
3.1.1.2 HOSTELS
Hostels refer to dormitories that were initially built for male
migrant workers. These old buildings are in an appalling state
of disrepair and are extremely overcrowded as well. Whereas
these facilities used to accommodate a certain number of single
persons, they are now home to the same number of persons as
well as their families. Occupants have therefore spilled over into
masses of shelters surrounding the original hostel buildings.
The conversion of these units into two-bedroomed apartments
for each of the original bed card holders or their families is long
overdue. However, due to the sheer scale of the programme and
limited available funding, it is estimated that the transformation
of all hostels in Nyanga, Gugulethu and Langa will continue
for the next 15 years, and will require signi?cant land located
outside the hostel areas to accommodate the larger building
footprint that is required.
Other than the above hostels owned by the City, another group
of hostels known as grey-sector hostels are built on City-owned
land, but are managed and owned by individuals in the private
sector. However, some of the responsibilities in respect of these
hostels remain with the City. The various challenges in this
regard include the need for maintenance. The City will therefore
investigate alternatives for the future management of
these hostels.
3.1.2 ACCESS TO BASIC SERVICES
Further to the above, the City will continue to provide basic
services to informal dwellers both in the backyards of Council-
owned rental stock as well as in informal settlements. To this
end, the City has embarked speci?cally on the development of a
strategy to improve the living conditions of backyard dwellers.
This initiative has commenced with the identi?cation of three
pilot areas, namely Factreton, Hanover Park and Langa, where
an initial survey was conducted to determine the extent
of the need.
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
9
3.1.2.1 BASIC SERVICES TO BACKYARD
An increased demand for housing has led to the emergence
of the backyarder phenomenon, which has, in turn, resulted in
overcrowding and a dire need for the provision of basic services
to these residents.
In February 2012, a service provider was appointed to manage
the installation and provision of basic services intended for
households living in the backyards of City-owned rental stock.
Services include the provision and maintenance of water,
sanitation, electricity and a 240 ? refuse bin. This will be
3.1.2.2 BASIC SERVICES TO INFORMAL
Shared services will continue to be rolled out within informal
settlements as conditions permit. Councillors and community
leaders will be encouraged to identify opportunities for
opening up areas in settlements where existing services can be
enhanced. Cooperation between local communities and of?cials
is vital in rolling out basic services, as the installation of services
infrastructure often requires certain dwellings to be moved.
Due to the conditions in certain informal settlements, such as
Kanana, Barcelona and Europe, the conventional services cannot
be installed, and therefore innovative and alternative long-term
development options will have to be explored.
families. This will be connected to the existing infrastructure
in the area. The families living in the ?ood-prone area existing
infrastructure in the area. The families living in the ?ood-prone
area of Sir Lowry’s Pass Village, Rasta Camp, will be relocated
to another spot in Sir Lowry’s Pass Village. They will be provided
with 1:1 full ?ush services for approximately 220 families. The
services will be connected to existing infrastructure.
Finally, the families from Skandaalkamp and Rooidakkies on
the Vissershok land?ll site will be relocated to Wolwerivier.
Provision will be made for approximately 500 families. As there
is not yet any infrastructure in the area, alternative solutions for
sanitation need to be explored.
3.1.3 TEMPORARY RELOCATION AND
Temporary relocation areas are parcels of land that have been
developed for families who ?nd themselves in emergency
housing need. The need for this type of accommodation is
increasing and, consequently, the City has embarked upon
initiatives to establish more of these temporary housing
opportunities.
In addition, the following incremental development areas –
namely areas in which households are resettled permanently –
are being planned:
The families in Masonwabe, Gugulethu, will be relocated to
another site in Gugulethu. They will be provided with at least
24 m2 top structures with 1:1 ?ush toilets and taps for 80
provided in the form of a precast structure containing a ?ush
toilet, a tap with a washing trough attached to it, electricity
connections for up to three structures, and a refuse bin per
backyard. In the course of the future rollout of this project the
lessons learnt will be documented, analysed and applied. Both
the survey and the implementation phase will be documented
and used to inform an overall future backyarder strategy
for the City.
3.1.2.3 INCREMENTAL UPGRADE OF
The City is currently planning a re-blocking exercise (i.e. a
preparatory phase towards in situ upgrades) in a number of
informal settlements, which will entail much of the groundwork
such as meeting with communities, setting up partnerships, etc.
Although the aim of the re-blocking is to get some sense of
formality in the settlements and to clear access tracks, this will
also give the City an opportunity to improve service delivery in
these settlements. A project manager has been appointed for the
re-blocking project.
The settlements that have been identi?ed for the re-blocking are
outlined in annexure 2.
Through the re-blocking, every attempt will be made to improve
service levels (where possible) by aiming for the provision of
1:1 services, where possible. Previous experience in the Mfuleni
temporary relocation area (TRA) indicates that this can
reduce vandalism and misuse tremendously.
SETTLEMENT
INCREMENTAL AREAS
DWELLERS
INFORMAL
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
10
3.2 CREATING NEW LIVING ENVIRONMENTS
3.2.1 A MORE COMPACT CITY
While the City is ?rmly committed to a policy of densi?cation
(and therefore compacting), it is frequently overlooked that the
state-driven housing projects in Cape Town are already among
the most dense in the city. Some of the historical projects built
by the state for low-income families all have higher densities
than the metropolitan’s average 7,7 dwelling units per hectare
(du/ha) (see annexure 6). The same goes for informal areas,
which, as a rule, are denser than both formally built areas and
the urban average. As a whole, informal areas are at 77 du/ha,
while the target for Cape Town is 25 du/ha (see annexure 6).
3.2.1.1 LAND PLANNING FOR HUMAN
The availability and readiness of developable land underpin
any successful housing programme. Planning in the Human
Settlements Directorate occurs at three levels. Firstly, high-
level planning relates to the preparation for the rollout of the
?ve-year human settlements development programme. This is
not long-term urban planning in the sense of the Integrated
Development Plan or Spatial Development Framework. Rather, it
takes its cue from these processes in respect of the identi?cation
and acquisition of land.
This form of planning estimates population growth, anticipates
the long-term housing need among the poor, and translates
that into land requirements. In the coming years, 50–80 ha are
being sought for acquisition each year. This is supplemented by
intergovernmental land release or transfer. It may also include
expropriation. The success of this process ?uctuates considerably
from year to year, since it depends on willing buyers and willing
sellers. Essentially, any land acquired is for banking, not for
immediate projects. There are however certain exceptions
where emergency projects are undertaken.
Secondly, medium-level planning involves layout planning and
the subdivision of larger tracts of land. This paves the way
for activating projects in future by planning, budgeting and
implementing bulk infrastructure works. Two such efforts will
be undertaken in the ?ve years ahead, namely Macassar and
Darwin Road. These will be followed up by detailed project
planning and, eventually, the building of housing opportunities.
Thirdly, site or local planning is the precursor to issuing
construction tenders. It focuses on obtaining land use
approvals and environmental authorisations. These processes
are increasingly being decoupled from development, since
regulation has become inordinate and paperwork can take up
to 18 months. In the coming ?ve years, six parcels of land across
the city will be planned in this way, speci?cally with a view to
obtaining areas for emergency relocation and some new housing
opportunities.
3.2.1.2 BUILT ENVIRONMENT
National Government has introduced the Urban Settlements
Development Grant (USDG), which is a direct block grant from
National Treasury to all metropolitan municipalities. Its purpose
is to supplement capital investment programmes of the various
local councils, speci?cally to improve the performance of the
built environment, and thereby build a basis for development.
More precisely, the USDG is not supposed to replace existing
infrastructure funding sources, but to supplement them, and
is to be used for direct spending in favour of the poor and of
sustainability.
This has very speci?c implications for the City, which relate to
urban planning, performance reporting on the Built Environment
Performance Plan (BEPP),
13
and urban assessments. Firstly, in
terms of urban planning, the City annually needs to set out
a framework for what it intends to achieve with the grant in
general terms. This serves as a prerequisite for receiving the
grant in the ?rst place. This kind of planning was undertaken by
the Directorate in collaboration with other departments. Urban
planning results in the Built Environment Performance Plan
(BEPP), which must be submitted to the national departments
of Human Settlements
14
and Finance to secure USDG funding.
Secondly, the BEPP then takes on the function of a road map for
performance reporting during the spending period. Also included
in the BEPP are the directives issued by the National Department
of Human Settlements and the Western Cape Government
(hereinafter ‘Province’).
15
Therefore, the Directorate monitors
the spending to ensure that it is in line with the BEPP as well as
the Municipal Finance Management Act (MFMA). The City then
reports annually to National Government on progress with
urban change.
Finally, the City will be undertaking routine urban assessments
of whether the performance of the urban system is in fact
improving towards greater sustainability and poverty reduction,
as mandated by the USDG. Findings of this assessment are
contained in a separate section of the annual reporting against
the BEPPs.
PERFORMANCE PLAN
13 City of Cape Town Built Environment Performance Plan 2012/13 (BEPP) May 2012.
14 National Department of Human Settlements (2011) Urban Settlements Development
Grant: Policy Framework.
15 Western Cape Government.
SETTLEMENTS
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
11
3.2.1.3 LAND ACQUISITION
The land acquisition strategy followed is diverse in focus, and
can be divided into the following two distinct categories:
reactive and proactive land acquisitions.
Reactive land acquisitions are generally not planned in advance,
but are rather informed by very speci?c needs, such as the
formalisation or servicing of informal settlements that have
been established on, for example, privately owned land. In
such instances, private land occupied by informal settlement
dwellers is assessed in terms of its suitability to be formalised
and serviced. In many instances, formalisation and servicing
is assessed as the preferred option, in which instance the
acquisition of the land is negotiated.
If such occupied land, however, does not lend it to servicing
or formalisation, it is not acquired, and those residing on the
land are required to be relocated to an alternative area. Given
the current focus on service delivery to informal settlements, as
well as the shortage of developable land within the urban edge,
acquisitions of this nature are generally prioritised, although
new housing opportunities are seldom realised.
Proactive land acquisitions are, by de?nition, acquisitions
intended for future housing developments. Such acquisitions
generally relate to vacant land that is considered suitable
for future human settlements development, which land is
identi?ed through a range of processes, such as district planning
processes, the Human Settlements Directorate, subcouncils,
communities, growth corridor informants and Council policies
and decisions. The timeframe for the development of land
identi?ed for future housing developments ranges from three to
15 years.
Land identi?ed as being potentially suitable is technically
assessed (in terms of, for example, ?oodlines, gradient and
location) and, if found suitable, is referred to the Property
Management Department to determine its market value.
Should suf?cient budget provision exist, preliminary discussions
are entered into with the registered landowner to assess the
willingness to dispose of the land. In the event of landowners
not being willing to dispose of the land identi?ed, the City could
revert to expropriation, provided that it is able to motivate that
such acquisition is required for municipal purposes and would
be for the public good. The availability of suf?cient funds for
such acquisition is also important, as the legislation prescribes
that expropriation must be at market value.
Other than the acquisition of land from private landowners,
the City also identi?es City-owned and provincial/state-owned
land that is potentially suitable. Requests for the reservation or
transfer of such land in favour of the City are made on a case-
by-case basis.
3.2.2 NEW AND MIXED-USE
Well-located land for affordable housing is the biggest challenge
for the City in its pursuit to provide integrated residential
developments that would meet the long-term needs of the
community, particularly in respect of the provision of municipal
services and community facilities. The focus is shifting towards
addressing settlement inef?ciencies by means of integrated
human settlements. Integrated human settlements will
contribute to a more compact settlement form, and will provide
a range of housing and socio-economic opportunities to those
who will live there. These developments will include all the
necessary land uses, housing types (including gap and rental
housing) and price categories to make for a truly integrated
community. Two prime examples of such integrated human
settlements currently under construction are the Scottsdene and
Pelican Park housing developments.
Identifying in?ll sites for new developments within the
existing communities is a priority, and densi?cation has been
necessitated by the scarcity and high cost of suitable land as
well as the inef?ciencies of existing spatial patterns. The design
guidelines for in?ll developments require smaller erven, with a
focus on well-designed open and street spaces.
Building to higher densities results in signi?cant savings on
the unit cost of land and infrastructure, which can, in turn, be
utilised to fund the enhancement of public and street spaces
for the bene?t of the community. New settlement layouts
are predominantly north-facing, allowing effective passive
solar design of buildings, an increase in comfort levels, and a
reduction in energy needs. Community involvement in decisions
with regard to the planning and design of new housing projects
is a priority.
The City aims to deliver housing opportunities over the full
range of housing types supported by the National Department
of Human Settlements’ funding programmes. These include the
following:
• Upgrading of Informal Settlements Programme (UISP),
stages 1 to 4, yielding fully serviced sites
• UISP, stage 5, delivering top structures on already
serviced sites
• Integrated Residential Developments Programme
(IRDP), making it possible for the City to install
services in developments that include
not only subsidised housing, but also privately owned,
bonded housing and commercial/retail developments
as well as community amenities and institutions
• Peoples Housing Process (PHP), supporting groups
of bene?ciaries who already hold title to land in
constructing top structures
13 City of Cape Town Built Environment Performance Plan 2012/13 (BEPP) May 2012.
14 National Department of Human Settlements (2011) Urban Settlements Development
Grant: Policy Framework.
15 Western Cape Government.
DEVELOPMENTS
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
12
• Community Residential Unit (CRU) programme,
facilitating the funding of high-density rental
accommodation on well-located land, and the
transformation of the City’s stock of hostels, which
originally provided accommodation for between
15 000 and 20 000 contracted migrant labourers
• National housing programme for farm residents,
facilitating on-site or off-site housing for farmworkers
Apart from the PHP, all of the abovementioned initiatives
depend on the identi?cation of appropriate land and its release
for development. (‘Release’ entails acquiring ownership,
environmental authorisation and town planning zoning
approvals.)
In the case of farmworker housing, discussions were held
with farmers from the Durbanville area in early 2012, and the
housing needs of farmworkers will be considered in the future.
Affordable housing in the gap
Prompted by the desire to ‘compact’ the metropolitan area, a
renewed call has been made to concentrate on gap and higher-
density housing. The qualifying threshold for gap housing,
namely a minimum monthly household income of R3 501, has
remained unaltered since 1994, and, consequently, the target
market is steadily increasing. Policy intervention in this segment
can therefore no longer be ignored. As touched on below,
Council will start moving in that direction, with due caution of
the risks involved.
The gap housing market comprises people who typically earn
between R3 500 and R15 000 per month, which is too little to
enable them to participate in the private property market, yet
too much to qualify for state assistance. The term ‘gap housing’
refers to the shortfall, or ‘gap’, in the market between residential
units supplied by the state, and houses delivered by the private
sector. The state supplies houses to a maximum of R100 000,
while the cheapest new houses delivered by the private sector
start at R350 000. There is therefore a need for a housing
category to cater for the gap in between.
Based on past experience, the risks in respect of gap housing
include the following:
• Delivery in the gap sector cannot occur mechanically
with measurable budget expenditure and targets, as it
depends on economic conditions.
• Low-income families are highly vulnerable to interest
rate ?uctuations and a possible recession. As the sub-
prime mortgage experience has shown in the United
States of America, a mass default on loans can have
devastating consequences for the entire economy.
• In addition, in South Africa, the operating environment
for low-end loan ?nanciers has been substantially
tightened with National Government’s introduction
of the National Credit Act and the Consumer
Protection Act. On the other end, borrowers have been
hard pressed in the recession over the past years.
Many have ended with creditworthiness troubles.
The City has a two-pronged approach to facilitating the
construction of gap housing units. The ?rst is a loan-funded gap
housing programme, and the second a self-help programme.
Firstly, the City facilitates loan-funded gap housing by releasing
land and/or providing institutional housing subsidies. In return,
the developer is required to deliver within the gap price bracket,
while the buyer is expected to contribute loan ?nance. Various
modes of delivering this category have been piloted in Cape
Town, and, in the next ?ve years, the City hopes to deliver
several hundreds of these housing opportunities per year.
In the second instance, the plot and self-help programme entails
the sale of a fully serviced site to people wanting to build their
own home at their own pace. It is speci?cally targeted at people
who are unable to rely on a home loan, but may have other
credit, assistance from their employer or their own construction
skills. The land is discounted, in return for which no speculation
is allowed. Since the R3 500 maximum qualifying threshold
for state subsidies has not been adjusted for many years, the
number of families seeking this kind of support has grown
tremendously. It is certainly a programme that will require
scaling up in years to come. Being in its infancy, it is hoped that
between 200 and 250 plots will be sold in this way each year.
Peoples Housing Process (PHP)
This category of housing opportunity refers to bene?ciaries who maximise their housing subsidy by building, or organising the
building of, their own homes through a process that includes the establishment of a community support organisation.
market
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
13
New rental housing
The City provides either direct or indirect new rental housing opportunities. This means that it provides either new community
residential units under City management, or social rental housing under the management of social housing partners with whom the
City has agreements.
Community residential units
As mentioned earlier in this chapter, the City’s ageing rental stock is undergoing major interior and exterior refurbishment, and the
management process is being reviewed. The City is also embarking on the provision of additional rental units.
Social rental housing
Social housing is a rental or cooperative housing option for low-income households at scale and in built form. This housing type
requires institutional management and is provided by accredited social housing institutions or through accredited social housing
projects in so-called ‘designated restructuring zones’.
The purpose of this programme is to supplement the supply of affordable rental accommodation. In terms of the Social Housing
Regulations, the partners have to ensure that at least 30% of rental units are allocated to persons earning less than R3 500 per
month. The remaining 70% is to be allocated to persons earning between R3 501 and R7 500 per month. Preference is given to
people on the City’s housing dataBase.
3.2.3 SOCIAL HOUSING PARTNERSHIPS
Social housing has a distinct meaning in South Africa’s
housing policy, namely housing that:
• utilises the Social Housing Regulatory Authority
(SHRA) capital top-up funding;
• is built and/or operated by a social housing landlord;
and
• exclusively consists of rental accommodation for
low-income families.
The National Government Outcome 8 target for Cape Town
in respect of social housing is 2 000 units over ?ve years. To
facilitate that delivery, three social housing companies are
already signed up as partners by way of a generic partnership
agreement. The intention is to enter into more partnership
agreements in the future. Speci?c project-level and ?nancing
contracts are signed per project. Several new projects are being
planned, including the next phase of Steenberg, Bothasig and
Elsies River as well as additional projects as indicated in the
social housing pipeline projects list (annexure ?).
The City facilitates this form of delivery by either making
available capital subsidies or releasing land, often at a discount.
The City recently sold land to Communicare and leased land to
the Cape Town Community Housing Company, both in respect of
social housing projects.
For this kind of higher-density housing, spatial planners choose
sites from the designated restructuring zones, which are then
approved by Council. These sites are investigated, as they could
be instrumental in urban restructuring and integration of the
city. A key focus area in the coming years will be the Voortrekker
Road or metro-urban corridor.
3.2.4 RESTITUTION OF LAND RIGHTS
The land restitution programme is a constitutional imperative
(see section 25(7) of the Bill of Rights), which aims to restore
the land rights of, or provide just and equitable redress to,
persons or communities who were dispossessed of land after 19
June 1913 due to past discriminatory laws and practices.
There are currently 11 claims that affect the City, of which
possibly the highest-pro?le one is District Six in Cape Town.
The City has restored land to these 11 groups of restitution
claimants, and the challenge now is to develop these restored
parcels of land. The claims pertain to Welcome Estate in
Heideveld; Crawford; Bowwood Road in Claremont; Richmond
PROGRAMMES
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
14
Park in Milnerton; Tramway Park in Sea Point; District Six in Cape
Town; Ndabeni in Wing?eld; Constantia; Luyolo in Simon’s Town;
Protea Village in Bishopscourt, and Macassar in Khayelitsha.
Progress is being made in all the groups of claims, as all have
business plans for the development of the land. The next step
is to implement these business plans, so that claimants can
eventually take occupation of the properties. District Six is
also progressing well, with the task team meeting again and
development plans for the area submitted for approval.
Each restitution case is unique. In the case of a direct restitution
claim, the City’s role is to manage the return of land that
currently belongs to the administration, to previous owners.
Where it is not possible to return the original land, as it is
already fully developed, alternative City land in the vicinity is
identi?ed as a way of compensating. Very close coordination
with the Land Restitution Claims Commission (LRCC) is
required.
3.2.5 URBAN RENEWAL PROGRAMME
The emphasis in respect of urban renewal includes investment
in economic and social infrastructure, human resource
development, enterprise development, the enhancement of the
development capacity of local government, poverty alleviation,
and the strengthening of the criminal justice system.
Thus, the overall objective of the Urban Renewal Programme
(URP) is to enable systematic and sustained interventions to
alleviate poverty and signi?cantly address underdevelopment
and socio-economic exclusion in the Khayelitsha and Mitchells
Plain nodal areas.
The URP strategic objectives are as follows:
• Promoting local economic development to reduce
poverty and unemployment
• Providing a safe and secure environment by ?ghting
crime
• Support education, training and skills development
• Creating an enabling environment where people can
live with dignity and pride
• Developing ef?cient, integrated and user-friendly
transport systems
• Creating job opportunities through the Expanded
Public Works Programme (EPWP)
• Delivering well-managed safety nets
The URP, in partnership with the private sector and both the
provincial and national sphere of government, is involved in
a number of planned interventions for the identi?ed nodes,
including the following:
• Coastal development projects, such as the upgrade of
Monwabisi, Mnandi, Blue Waters and Strandfontein
resorts
• The development of gateway nodes in Khayelitsha and
Mitchells Plain, such as the Vuyani, Kapteinsklip/
Mnandi and Makhaza nodes
• The upgrade and development of the Lookout Hill, golf
driving range, OR Tambo, Site C and Nonkqubela
precincts
• The development of Khayelitsha central business
district (CBD) phase 2, including the further expansion
of the CBD, housing development, etc.
• The expansion of the non-motorised transport project
in Khayelitsha and Mitchells Plain
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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3.2.6 PARTNERSHIPS AND ENGAGEMENT
Community engagement takes place on an individual project
basis. These focused engagements target affected and
bene?ciary communities. Where relevant, a project steering
committee is established with representation from communities.
Engagement also occurs through input into other processes,
3.3 ADAPTING HOUSING TO THE NATURAL
The design of low-cost housing as well as the building material
utilised need to be adapted to be more climate-resilient. This
will be achieved by engaging with the Provincial Department
of Human Settlements to determine climate-resilient design
standards and utilise climate issues as a motivation for
additional funding for emergency and low-cost housing.
In addition, the City will ensure that project managers and
designers implement initiatives informed by green building
guidelines.
Furthermore, housing needs must be considered in integrated
planning for climate change by taking into account a 100+-
year ?ood-line as well as drainage planning in high-risk areas.
Education and communication will also take place to ensure that
constant consideration is given to the impact of climate change
and the need to implement proactive interventions.
such as the Integrated Development Plan, the State of Cape
Town Report and the Community Satisfaction Survey. The inputs
received are considered as part of planning.
To achieve the above, home designs and building materials
need to be adapted in view of predicted climate change and
the resultant extreme weather conditions and events, while the
limitations imposed by current levels of funding also need to be
addressed. Throughout, the City will remain focused on the triple
bottom line of social, economic and environmental factors, or
‘people, planet and pro?t’.
ENVIRONMENT
ENVIRONMENTAL
SOCIAL
ECONOMIC
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
16
4. FUNCTIONS AND STRUCTURE
The structure of the Directorate needs to be based on functions
that are aligned with the strategy. Therefore, certain structural
and functional re?nements need to take place. The current
departmental organisational structure will be reviewed in order
to ensure that it supports a more cohesive grouping of functions,
which will, in turn, facilitate more effective delivery and support.
Some of the considerations to achieve better alignment will
include the following:
• Streamlining the functions within the Executive
Director’s of?ce
• Grouping like functions, such as all day-to-day
support, together, to eliminate silos and fragmentation
and ensure integrated planning and delivery
• Moving/separating database management and
maintenance
• Improving access to the housing database within
communities, and extending it to other clientele as
well
• Eradicating duplication of functions
• Reviewing existing processes to ensure people-centred
delivery
• Focusing communication on housing consumer
education
• Detailed area-based planning to facilitate economic
and social upliftment by means of the Urban Renewal
Programme methodology
The following sections will provide an overview of the various
departments within the Human Settlement Directorate that
either deliver housing opportunities or provide strategic or
operational support.
4.1 DIRECT DELIVERY OF HOUSING
The following departments contribute directly to the delivery of
various categories of housing opportunities.
The Urbanisation Department provides a leadership and
oversight role to ensure the development and implementation of
the corporate urbanisation strategy. This strategy will ensure that
all City directorates and departments develop plans in response
to urbanisation and urban growth, and incorporate them in their
respective strategies, as well as participate in the provincial and
national urbanisation processes.
The urbanisation strategy will also be aimed at aligning with
and in?uencing other City strategies, such as the development,
economic, environmental, transport and service delivery
strategies. The key outputs envisaged are to establish and
capacitate a small Urbanisation Department and, in the short
term, to ?nalise the Urbanisation Framework Strategy, which will
set the agenda for a comprehensive City urbanisation strategy.
In addition, it is envisaged that the realignment of informal
settlement and backyarder initiatives should eventually form part
of the Urbanisation Department, which will then identify/con?rm
and drive the implementation of projects in this regard.
The Informal Settlements Department directs the strategic and
operational activities required for the management, upgrade and
tenure regularisation of Cape Town’s informal settlements.
The Existing Settlements Department directs, manages and
controls the City’s public housing assets, which currently
comprise 43 000 rental units, 22 000 selling-scheme properties
and 11 000 hostel beds.
The New Housing Department directs the City’s integrated
human settlements projects and programme by planning and
implementing housing developments, guiding grant-funded
interventions, and monitoring, evaluating and communicating
deliverables, constraints and actions needed to accelerate the
achievement of the social and economic goals of the City’s
communities.
The Land and Forward Planning Department manages the
identi?cation, planning, acquisition, sale and packaging of
land in accordance with municipal policies. The portfolios
Social Housing and Land Restitution are also located here. This
Department also serves the entire Directorate with
housing-speci?c geographic information systems (GIS).
The Development Services Department coordinates the provision
of basic municipal services in mainly informal settlements.
The Urban Renewal Programme Department provides systematic
and sustained interventions to alleviate poverty and signi?cantly
address underdevelopment and socio-economic exclusion in
Khayelitsha and Mitchells Plain.
OPPORTUNITIES
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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4.2 STRATEGIC AND OPERATIONAL SUPPORT
The Strategy Support and Coordination Department provides
operational, professional and strategic direction to all activities
and disciplines concerning housing delivery. This Department
also ensures that appropriate housing strategies and policies are
developed, and monitors housing delivery and its contribution
to the creation of integrated human settlements. In addition,
the Department has formulated a communication strategy,
and facilitates housing consumer education (HCE) for the
bene?ciaries of new housing projects.
The City has also approved the establishment of a National
Housing Programmes Department within the Human Settlements
Directorate, which will be responsible for managing the
administration of housing programmes and subsidy approvals.
It will also be responsible for additional functions delegated or
assigned to it in terms of the national accreditation framework
or internal processes.
The primary role of the Housing Finance and Leases Department
is the provision of a comprehensive ?nancial control and
management service to all facets of the various housing
development, major reconstructive maintenance and hostels
upgrade projects, and the housing debtor (rental/selling/hostels)
management and operational funding programmes of the City,
in alignment with speci?c housing and ?nancial legislation
and the various national housing programmes contained in the
housing code(s). The management and control of all housing
data systems (?nancial and debtor billing, invoicing and grants),
including the various ERP/SAP billing systems and ?nancial debt
management procedures, also fall within the ambit of Housing
Finance and Leases. The Department comprises Housing Project
Finance, Housing Accounting and Budgets, and Housing Debtor
and Debt Management.
The Support Services Department supports service delivery
through managing, administering and developing human
resources, as well as by managing assets, performance and
logistics. The Department also provides secretarial support,
general administration and ?nancial management; coordinates
the Directorate’s helpdesk service to customers, and facilitates
bush-clearing on vacant housing land.
4.3 OTHER STRATEGIC INITIATIVES
4.3.1 HOUSING CONSUMER EDUCATION
The fundamental objective of the housing consumer education
(HCE) programme is to educate and empower housing
consumers or bene?ciaries on their options, rights and
responsibilities, and to raise awareness and promote behavioural
change through communication and education.
The topics discussed during the training sessions cover a range
of issues pertaining to the bene?ciary’s needs. The main topics
covered include tenure options, affordability and savings,
government housing subsidies and other housing assistance,
housing development processes and procedures, contracts, and
the consequences of breach of contract. Future enhancements
to training material will include topics such as waste disposal,
recycling, energy saving, water and climate change, practical
steps to save water, and food gardening. This collaborative
arrangement is in line with the City’s Energy and Climate
Change Action Plan objectives.
To date, more than 3 000 bene?ciaries have been trained.
Since the inception of the HCE programme in November 2006,
training has taken place in Macassar, Brown’s Farm, Lwandle,
Nomzamo, Khayelitsha, Atlantis, Tafelsig – Mitchells Plain,
Kewtown and Melkbosstrand.
4.3.2 HOUSING DATABASE
The purpose of the housing database is to source all
bene?ciaries of the City’s various housing programmes from one
centrally managed list. The housing database is principally used
for the allocation of vacant rental housing managed by the City,
and the allocation of housing in terms of the state’s Breaking
New Ground (BNG) housing programme. The City’s social
housing and gap housing partners also make use of the housing
database to source bene?ciaries. Also the Provincial Department
of Human Settlements has used the housing database to source
a percentage of its bene?ciaries for the N2 Gateway housing
project as well as housing projects in Nuwe Begin in Blue Downs
and Our Pride in Eerste River.
In the early 2000s, the City developed a housing database
system, which went live in June 2006. It comprised
approximately 15 housing waiting lists from the former
municipalities, which now all form the metropolitan area. This
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
18
integrated housing database system is housed on a central
server, and is accessible from all the City’s housing of?ces via the
City’s intranet.
As at 27 March 2012, the following records were
held on the housing database:
• Applicants still awaiting housing opportunities (348
617 applicants)
• Applicants already assisted with housing opportunities
by the City or former municipalities (56 631
applicants)
• Applicants whose applications have been cancelled at
their request, duplicate applications, applicants who
obtained their own properties, or deceased applicants,
etc.
In the last ?nancial year, 11 250 new applications were
captured. Altogether 95 vacant rental units and 45 vacant old-
age residence units were allocated.
4.3.3 HOUSING DATABASE
As part of the mayoral Expanded Public Works Programme job
creation initiative, temporary workers were employed to capture
outstanding applications on the housing database. It is hoped
that the success of this initiative will lead to subsequent projects
being implemented to ensure the on-going maintenance
of the database.
This is the best way to ensure that the tool is constantly updated
and that the best service is delivered to the City’s housing
customers. On the other hand, applicants are continuously
encouraged to update their personal information to ensure that
the City can contact them when housing opportunities arise.
Similar future interventions are planned, although restricted by
budgetary provisions.
4.3.4 HUMAN SETTLEMENTS CALL CENTRE
The City will create a general Human Settlements call centre (in addition to its rental stock of?ces), which is meant to deal with
all housing-related queries from the public, such as:
• housing database enquiries;
• housing ?nance-related queries; and
• general housing-related queries.
4.3.5 ENSURING TITLE - RENTAL STOCK
During the 1980s, National Government initiated the discount
bene?t scheme (DBS) to encourage tenants and sales debtors to
acquire ownership of their saleable units.
The following property categories were identi?ed as saleable:
• Free-standing houses – individual rental units on
de?ned and designated pieces of land
• Semi-detached houses – rental units that share walls
with their neighbouring unit
• Terraced houses (row houses) – rental units that have
at least two common walls with the neighbours,
usually on either side of the house
• Maisonettes – generally referring to rental units that
have two dwelling spaces, one on top of the other,
but share common walls with the neighbouring unit
The enhanced extended discount bene?t scheme (EEDBS)
was established to support the sales campaign. The City will
continue to transfer saleable rental units to qualifying occupants.
In this regard, a sales programme will be established to sell
the remaining saleable rental units. To this end, the City will
embark on an aggressive sales campaign to realise the target of
ensuring ownership for approximately 16 000 of our tenants.
DISPOSAL PROGRAMME
ENHANCEMENT
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
19
4.3.6 ACCREDITATION AND NATIONAL
The National Housing Programmes (NHP) Department was
originally established to ensure that the City delivers on its
accreditation mandate. Subsequent to the creation of the
Department, the City also became the recipient of the Urban
Settlements Development Grant (USDG), which is received
directly from the National Department of Human Settlements.
This grant has various applications, but is predominantly aimed
at supporting the City to deliver on the targets encompassed
in Outcome 8. To facilitate the application of both nationally
allocated grants (the USDG and the Human Settlements
Development Grant, or HSDG, which relates to the City’s
accreditation mandate), the administration of the USDG
(registration and approval of projects) was also included in the
mandate of the NHP Department. The departmental structure
was approved by Council on 1 September 2011.
Whereas the City and the Provincial Department of Human
Settlements are currently still ?nalising the deed of delegations
that will formally transfer the authority for approval of projects
under the HSDG to the City, the USDG is paid directly to the
City, and, therefore, all processes and delegations pertaining to
this grant had to be approved by Council. Council approved the
process for the assessment and approval of USDG projects as
well as the related delegations to the Executive Director: Human
Settlements.
Incorporated into this process is a Project Review Committee
(PRC), which considers all projects and makes recommendations
to the Executive Director. The ?rst meeting of this committee
took place on 24 October 2011. Projects submitted to the PRC
are considered against the key deliverables of Outcome 8, which
are as follows:
• Accelerated delivery of housing opportunities
• Access to basic services
• Ef?cient utilisation of land for human settlement
development
• Improved property market
Projects without a direct link to the above deliverables are
still considered, and are measured against the USDG policy
framework, such as the rehabilitation of existing infrastructure.
Apart from the administration of USDG projects, the NHP
Department’s main focus is to ensure that it is properly
capacitated in terms of the approved structure, as well as
establishing all relevant processes to demonstrate compliance
with levels 1 and 2 accreditation. Such compliance is a
prerequisite for the City to be considered for level 3 housing
accreditation/assignment. The City intends to apply for level 3
accreditation/assignment as soon as the National Department of
Human Settlements has ?nalised the related process and criteria.
4.3.7 JOB CREATION THROUGH THE
Human settlements development will help the City to address
unemployment through the creation of temporary jobs as part of
the Expanded Public Works Programme (EPWP) when executing
its projects and programmes. Through an integrated human
settlement strategy, economic empowerment of bene?ciary
communities can be strongly supported by the introduction
of contractor development programmes for large multi-year
projects and programmes, and the facilitation of access to
project-speci?c incidental opportunities.
The Human Settlements Directorate will provide job creation
opportunities in line with the City’s corporate initiatives. In doing
so, projects that will create EPWP job opportunities have been
identi?ed. To ensure the implementation and the achievement
of these targets, the Directorate will monitor the implementation
on a monthly basis. This will also include the necessary quality
review and evidence base to supplement all statistics submitted
for reporting purposes.
4.3.8 POLICIES
Existing policies are periodically reviewed or new policies developed as needed. Currently, the Human Settlements Directorate is
reviewing its Housing Allocation Policy as well as drafting new policies on employer-assisted housing, public/community-based
institution agreements and the clean-up of the City’s housing database.
4.4 REPORTING, MONITORING AND
Monthly portfolio committee meetings are held, where
various items relating to the functional area are reported on.
Detailed reports can be found at www.capetown.gov.za/en/
CouncilOnline. The Human Settlements Directorate reports
politically to the Human Settlements Portfolio Committee, which
is responsible for policy development and the monitoring of
policy implementation.
On a quarterly basis, reports on performance against
predetermined targets are also submitted. Systems are in
place to verify these data and the associated evidence used to
validate outputs. In addition, the City is subject to both internal
and external audits in line with good governance principles.
These audits verify that the existing checks and balances can
suf?ciently verify deliverables. All systems are constantly being
reviewed and updated.
EXPANDED PUBLIC WORKS
EVALUATION
HOUSING
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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5. ENSURING A WELL-RUN CITY
The City has to abide by, and align with, various legislation and other directives. The following sections summarise the main
provisions relating to the delivery of integrated human settlements.
5.1 LEGISLATION
5.1.1 THE HOUSING ACT 107 OF 1997
This act supports the aims and goals of the Constitution,
setting out the general principles of housing development that
government must adhere to, encourage and promote. It gives
the City the responsibility for primary development (major
housing development), sets out pro-poor policies and advises
on how to achieve sustainability, integration, consultation,
good governance, empowerment, equity and the optimal use
of resources. Section 9(1)(f) of the act requires the City, “as
part of the municipality’s process of integrated development
planning, [to] take all reasonable and necessary steps within the
framework of national and provincial housing legislation and
policy to initiate, plan, coordinate, facilitate, promote and enable
appropriate housing development in its area of jurisdiction”.
5.1.2 THE NATIONAL HOUSING CODE
The policy framework contained in the National Housing Code guides the City’s housing strategies. The code sets out National
Government’s overall vision for housing in South Africa, and provides guidelines on how to achieve it. As such, it is a living
document, enhanced as and when policy changes and evolves.
5.1.3 THE CONSTITUTION OF THE REPUBLIC OF SOUTH AFRICA, 1996
The City has a constitutional mandate, together with national and provincial government, to ensure that the right of access to
adequate housing for all its citizens is realised. The Constitution further describes the objectives of local government as follows:
• The sustainable provision of services • The promotion of social and economic development
• The promotion of an environment that is safe and healthy • Encouraging community involvement
• Prioritising the basic needs of communities
5.1.4 OTHER LEGISLATION
Other enactments that in?uence housing development and
administration include the following:
• The Division of Revenue Act (DORA)
• The Municipal Finance Management Act 56 of 2003
• The Rental Housing Act 50 of 1999
• The Prevention of Illegal Eviction from and Unlawful
Occupation of Land Act 19 of 1998
• Consumer Protection Act 68 of 2008
• The Social Housing Act 16 of 2008
• The Housing Development Agency Act 23 of 2008
• The National Environmental Management Amendment
Act 62 of 2009
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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5.2 ALIGNMENT AND INTEGRATION
5.2.1 THE CITY’S INTEGRATED
This review of the ?ve-year Integrated Housing Plan informs
and is an integral part of the strategic focus area of human
settlements and services in the City’s IDP. The IDP is the City’s
key tool for dealing with the real issues of households and
communities in a strategic, developmental and
delivery-oriented way.
In addition, short-term plans with annual targets are also
compiled for the Directorate and each department. These are
contained in the Service Delivery and Budget Implementation
Plans. The details can be obtained at
www.capetown.gov.za/IDP.
5.2.2 NATIONAL OUTCOME 8
The City’s current diversi?ed suite of alternative development
and delivery strategies, methodologies and products supports the
National Outcome 8 imperative. Therefore, the plans contained
in this ?ve-year plan align with the strategic objectives of
Outcome 8, and have been developed in the knowledge that:
• improving access to basic services is essential to
human dignity;
• developments must be suitably located, affordable and
decent;
• the developments must facilitate the spatial
transformation of the City’s suburbs, i.e. moving
towards ef?ciency, inclusion and sustainability;
• the building of cohesive and caring communities, with
improved access to economic and social opportunities,
is imperative; and
• developments must be ?nancially sustainable to the
City in the long term. Therefore, the City, through a
diverse range of development options, aims to meet
the strategic outputs of Outcome 8 by:
• improving the living environments of households in
informal settlements through incremental access to
basic services as well as structured in situ upgrades;
• addressing the supportive infrastructure;
• facilitating opportunities in the gap market for
households earning between R3 501 and R15 000
per month;
• creating other forms of tenure through social housing
and the building of new community residential units,
whilst also upgrading existing units;
• ensuring that the backyarders form part of the
development planning solution; and
• pursuing all available options for the release of
suitable, well-located state-owned land.
5.2.3 PROVINCIAL STRATEGIC OBJECTIVE
Strategic Objective 6 of the Provincial Department of Human
Settlements forms part of Province’s vision of “an opportunity
society for all”. This objective focuses, among others, on
accelerating housing delivery through prioritising in situ
upgrades of informal settlements, and providing an increased
number of people with a decreased level of assistance. It also
incorporates the notion that those bene?ciaries who have
the means to contribute to their own housing needs must be
provided with the opportunity to do so, whilst those unable to
do so will be assisted, albeit at a slower pace. Therefore, this City
plan in itself supports the aforementioned provincial objective.
The City’s housing development strategy aligns with other
aspects of the overall provincial housing plans through:
• upscaling the provision and implementation of a
serviced sites/informal settlements improvement
strategy by means of the incremental upgrade of
informal settlements;
• addressing the cost of bulk infrastructure as a
constraint to human settlements development by
applying additional available funding through the
USDG;
• applying the City’s approved Housing Allocation
Policy in order to ensure fairness in the allocation of
housing opportunities;
• introducing a coordinated approach for human
settlements development by means of effective
integrated development/human settlements planning;
• educating bene?ciaries in respect of their rights and
responsibilities as homeowners and tenants,
by expanding and supporting the City’s housing
consumer education programme;
• promoting security of tenure by facilitating transfer of
title deeds to bene?ciaries;
• optimal and sustainable use of land by densi?cation
along transport corridors and in economic nodes;
• creating an enabling environment in terms of land
use rights, strategic disposal of land and development
costs, to close the gap in the property market by way
of strategic partnerships and private-sector investment;
DEVELOPMENT PLAN
6
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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• enhancing the supply of new and informal rental
housing opportunities;
• developing and implementing a backyarder
intervention strategy to improve living conditions; and
• encouraging improved property management of rental
stock by the intended modernisation of the existing
Human Settlements Department, potentially partnering
with private-sector or social housing institutions.
This objective is being reviewed, and the City will provide
input from this ?ve-year plan as well as ensure alignment with
Outcome 8.
5.3 FUNDING SOURCES
5.3.1 URBAN SETTLEMENTS
Through ensuring an appropriate delivery pipeline and
?exed funding regimes, the National Department of Human
Settlements recently added to its programmes by launching
the Urban Settlements Development Grant (USDG), a new
metropolitan funding framework developed in partnership with
the National Department of Human Settlements and National
Treasury.
The USDG comprises the old infrastructure component of
the existing housing subsidy, plus the former Municipal
Infrastructure Grant (MIG) to the City, plus an additional
national fund allocation, and represents a fundamental shift in
the total integrated housing funding instrument package. It may
be utilised for, inter alia, land acquisition, bulk infrastructure
provision, informal settlement upgrades, reticulation services
for integrated housing developments, and project packaging.
Housing project services will be assessed on the basis of key
national housing programmes (such as the Integrated Rural
Development Programme, Upgrading of Informal Settlements
Programme, etc.) and top structures will be funded by the
Human Settlements Development Grant (HSDG). Application of
this grant will ensure improved human settlements development
planning and coordination across the City. The USDG will:
• ?rmly establish the City’s key roles and responsibilities;
• provide revised bulk infrastructure funding
programmes and mechanisms;
• provide ?exible infrastructure funding, comprising all
infrastructure needs; and
• provide project funding based on project cost and not
a ?xed quantum.
This role will be performed by the National Housing Programmes
Department and the Project Review Committee, with authority
to approve project funding applications and ensure integrated
development in line with grant conditions.
5.3.2 HUMAN SETTLEMENTS DEVELOPMENT GRANT (HSDG)
This represents the residual allocation from the appropriation in terms of the Division of Revenue Act (DORA), and funds the
construction of top structures in the various housing developments.
6. SYNOPSIS
This next ?ve-year term of of?ce is ?lled with many challenges.
However, along with challenges come opportunities for growth
and development. The main focus will be on creating integrated
human settlements, where people can live in a meaningful
manner, not only taking care of their housing needs but also
other economic and social needs. This will also be done in
a manner that ensures sustainability at all levels, including
people’s future ability to take care of themselves.
The City will respond in a more customer-focused manner
through participation, engagement and more accessible human
settlements information of?ces.
This plan has been based on current known circumstances.
Many delivery achievements depend on various factors that
are sometimes beyond the control of the City or the Human
Settlements Directorate. Both these internal and external
environmental factors could hinder planned delivery. However,
it is our responsibility to anticipate some of these risks and
attempt to mitigate them where possible.
The City of Cape Town website should be consulted regularly for
any updates to the plan as well as any additional information.
To this end, we will ensure that, together, we create not only a
caring city, but also opportunity for all, inclusivity, safety and a
well-run administration.
DEVELOPMENT GRANT
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
24
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INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
25
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INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
26
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INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
27
No Potential future projects
(pipeline)
Area in ha - units
to be determined at
detail planning
Area Subcouncil Ward
1 Atlantis South 329,0 Atlantis 1 29
2 Belhar vacant school sites 14,2 Belhar 6 12, 22
3 Bloekombos and surrounding
properties
51,8 Kraaifontein 7 101
4 Bonteheuwel in?ll 5,5 Bonteheuwel 5 50, 31
5 Brackenfell - Everite land 16,3 Brackenfell 2 6
6 Darwin Road 129,8 Kraaifontein 7 105
7 Hanover Park 8,6 Hanover Park 17 46, 47
8 Harare in?ll housing project n/a Khayelitsha 10 98
9 Hostels redevelopment – Nyanga
community residential units
(CRU)
11,6 Nyanga 14 37, 39, 40
10 Hostels redevelopment –
Gugulethu CRU
13,7 Gugulethu 11 42, 44
11 Joe Slovo Park – Freedom Way 0,6 Milnerton 1 4
12 Kalkfontein 30,9 Kuils River 21 11, 19
13 Kapteinsklip 17,3 Mitchells Plain 12 82
14 Kensington in?ll 0,8 Kensington 15 56
15 Kewtown in?ll CRU 5,6 Kewtown 11 49
16 Leonsdale gap – Jan van
Riebeeck Drive
16,8 Elsies River 4 26
17 Lwandle hostels 6,6 Lwandle 8 86
18 Macassar erf 5315 11,78 Macassar 22 109
19 Mfuleni hostels 17,0 Mfuleni 21,22 16, 108
20 Mitchells Plain in?ll: Beacon
Valley
9,3 Mitchells Plain 10 99
21 Mitchells Plain in?ll: Westgate 13,2 Mitchells Plain 23 75, 88
22 Nooiensfontein 75,5 Blue Downs 21 19
23 Ottery CRU 1,4 Ottery 18 63
24 Pelican Park phase 2 (Breaking
New Ground, or BNG)
n/a Pelican Park 19 67
25 Pelican Park phase 2 (bonded) 81,0 Pelican Park 19 67
26 Penhill 279,0 Eerste River 21 14
27 Philadelphia in?ll 0,45 Philadelphia 7 105
28 Pine Road – social housing 0,17 Woodstock 15 57
29 Protea Park – CRU 3,5 Atlantis 1 32
30 Rondebosch East – gap 11,5 Rondebosch 17 60
31 Scottsville – gap 1,2 Kraaifontein 2 7
32 Zeekoevlei 13,2 Zeekoevlei 19 67
33 Sarepta gap 1,8 Kuils River 21 11
34 Strandfontein 70,7 Strandfontein 19 43
35 Swartklip/Denel land 260,0 Khayelitsha 10 99
36 Vlakteplaas 72,0 Strand 8 100
37 Voortrekker Road corridor –
(Brown?eld & Bellville CBD/
station developments)
Not known/
station site 2,9
ha
Voortrekker Road 4,6,15 10, 26,
27, 56
38 Walmer Estate 0,85 Walmer Estate 15 57
39 Wolwerivier 5,2 Vissershok 1 32
40 Brown?elds and brown buildings
to be identi?ed
41 Land and projects that
may be identi?ed
These projects are subject to review and change.
ANNEXURE 2: HOUSING PROJECT SCHEDULE
NEW HOUSING PROJECTS
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
28
NEW HOUSING PROJECTS
(continued)
No Planning stage Units Erf number Area Sub-
council
Ward
1 Adriaanse new CRU 150 Portion of POS Elsies River 4 25
2 Atlantis Kanonkop (ext 12)
phase 1
455 6268, 7767/8 Atlantis 1 29
3 Atlantis Kanonkop (ext 12)
phase 2 & 3
1 500 Atlantis 1 29
4 Belhar Pentech in?ll 340 28981 Belhar 6 12
5 Bella Riva (BNG & gap) 1 000 Various erven Durbanville 7 105
6 Delft The Hague 2 407 Various erven Delft 5 13
7 Dido Valley 600 4621, 4626 Simon’s Town 19 61
8 Driftsands 2 500 Driftsands 21 19
9 Edward Street: Ottery
sustainable development
104 6480 & 6481 Ottery 18 66
10 Eureka BNG 250 12792, 12782 Elsies River 4 25
11 Garden Cities housing
project
4 000 Durbanville 7 105
12 Green Point phase 3 500 Khayelitsha 10 93
13 Gugulethu in?ll (erf 8448/
Mau-Mau)
1 071 8448/2849 & 2870 Gugulethu/Nyanga 14 37,38
14 Hangberg CRU 145 8474, 8176 Hout Bay 16 74
15 Hazendal in?ll (Bokmakierie) 166 Various erven Athlone 11 49
16 Heideveld Duinefontein Road 759 Various erven Heideveld 11 44
17 Hostels redevelopment
Langa CRU
930 Langa 15 51,52,53
18 Imizamo Yethu – phase 3 1 100 7296 Hout Bay 16 74
19 Kleinvlei erf 901 66 Erf 901 Blackheath 21 17
20 Macassar 2 500 3968 Macassar 22 109
21 Manenberg in?ll: The Downs 651 Various erven Manenberg 11,17 42,46
22 Masiphumelele – phase 4 327 5131 Kommetjie 19 69
23 Mfuleni ext 1 & 2 700 Various erven Mfuleni 22 16
24 Morkel’s Cottage 400 15152 Rusthof, Strand 8 86
25 Morningstar 150 5643 & 13999 Durbanville 7 103
26 Nonqubela Makhaza:
consolidation
814 Khayelitsha 24 96
27 Nonqubela Site B:
consolidation
430 Khayelitsha 10 93
28 Ocean View in?ll 397 Various erven Ocean View 19 61
29 Silvertown consolidation 1 316 Khayelitsha 10 93
30 Sir Lowry’s Pass Village
(Pinetown & Balestra)
140 Sir Lowry’s Pass 8 100
31 Valhalla Park in?ll 777 1484, 3484, 3462 Valhalla Park 4 30
32 Wallacedene phase 10A 1 617 Kraaifontein 2 6
33 Wallacedene phase 10B 256 Kraaifontein 2 6
These projects are subject to review and change.
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
29
No Under construction Units Erf number Area Sub-council Ward
1 Amakhaya Ngoku
Masiphumele
352 Noordhoek 19 69
2 Bardale phase 4 & upgrade
to phase 1
3 112 451 Mfuleni 21 108
3 Brown’s Farm phase 6 678 A, B, C & D Brown’s Farm 18 80
4 Happy Valley phase 2 1 350 454 (portions) Blackheath 21 14
5 Hostels redevelopment –
Ilinge Labahlali
324 Nyanga 14 37, 39
6 Mfuleni ?ood relief
consolidation
4 461 Mfuleni 21 108
7 Nyanga upgrade 2 070 Various erven Nyanga 14 36, 37, 39
8 Ocean View (Mountain
View)
547 Ocean View 19 61
9 Pelican Park phase 1
(Breaking New Ground/
BNG)
2 000 829 Pelican Park 19 67
10 Pelican Park phase 1
(bonded)
1 200 829 Pelican Park 19 67
11 Philippi East phase 5 405 Philippi 13 35
12 Philippi Park 1 100 Philippi 23 88
13 Rondevlei 225 111018 Rondevlei 18 110
14 Scottsdene (BNG &
community residential units/
CRU)
890 Various erven Scottsdene 2 6, 7
15 Scottsdene (bonded) 1 310 Various erven Scottsdene 2 6, 7
16 Silvertown Khayelitsha (SST) 1316 18332 Khayelitsha 10 93
17 Site C: Survey &
subdivision (Public Housing
Development Board)
6265 Various erven Khayelitsha 9 18, 87
18 Steenberg social housing
phase 2: Social Housing
Company
120 Steenberg 18 68
19 Somerset West 10 ha site 390 10490 Somerset West 22 15
20 Wallacedene phase 3–9
consolidation
5681 Kraaifontein 2, 7 6, 101, 111
21 Westcape: Cape Town
Community Housing
Company
341 Mitchells Plain 23 75
22 Witsand – phase 2 1835 1065-5, 1065-6 Atlantis 1 32
NEW HOUSING PROJECTS
(continued)
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
30
SOCIAL RENTAL HOUSING PROJECTS
No Potential future projects (pipeline) No of units Subcouncil Ward
1 Bothasig phase 2 100 3 5
No Planning stage No of units Subcouncil Ward
1 Dillon Lane, Woodstock 64 15 57
2 Pine Road 180 15 57
3 Ottery phase 1 150 18 63
4 Ottery phase 2 200 18 63
5 Wetton phase 1 100 18 63
6 Wetton phase 2 200 18 63
7 Wetton phase 3 100 18 63
8 Mupine 150 15 57
9 Steenberg phase 2(B) 100 18 68
10 Montclair phase 1 300 12 78
11 Montclair phase 2 350 12 78
12 Brooklyn regeneration 250 15 55
13 Belhar phase 1 300 6 22
14 Belhar phase 2 316 6 22
15 Lansdowne 130 17 60
16 E-Junction phase 2 282 4 28
17 District Six 750 15 77
18 Scottsdene phase 1 500 2 7
19 Scottsdene phase 2 500 2 7
20 Royal Maitland 4 100 15 56
No. Under construction No of units Subcouncil Ward
1 Steenberg phase 2(A) 150 18 68
2 Bothasig phase 1 120 3 5
3 E-Junction phase 1 120 4 28
No Planning stage No of units Subcouncil Ward
1 Thornton 128 15 53
2 Maitland 148 15 56
3 Factreton 34 15 56
4 Wallacedene 749 2 111
5 Wetton 623 18 63
6 Ottery 264 18 63
7 Rugby 115 15 55
8 Silvertown 8 11 49
These projects are subject to review and change.
BANKS PROJECTS
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
31
Emergency Housing Programme
No Under construction Area Units Subcouncil Ward
1 Sir Lowry’s Pass Helderberg 220 8 100
2 Mosonwabe Gugulethu 80 11 44
3 Wolwerivier
(Vissershok)
West Coast 500 1 104
Upgrade of Informal Settlements Programme
Project Estimated opportunities Subcouncil Ward
Symphony Way 2 750 5 106
Enkanini 2 000 24 95
Tambo Square 220 14 41
Phola Park, Gugulethu 400 11 42
Kalkfontein 1 400 21 19
8ste Laan, Valhalla 350 5 31
Doornbach 4 000 1 104
Hangberg 300 16 74
Los Angelos/Greenpark 2 500 21 19
Re-blocking
Project Estimated opportunities Subcouncil Ward
Uitkyk Sir Lowry’s Pass 30 8 100
Ethenbeni 450 1 104
Green Fields Lwandle – Nkanini 300 8 86
Burundi 1 284 21 108
ShukuShukuma 349 21 108
Faure (Placker’s Camp) 22 16
Vygieskraal 300 17 48
Uitkykbos 30 8 100
Wood Road 13 17 48
Pelican Bush 11 19 67
Bonnietown 30 18 63
7de Laan (Strandfontein) 19 43
Heights 6 19 67
Mission City 7 13 36
Dagbreek 3 12 78
Kayamandi 1 23 75
Plot 9 19 43
Pilot projects
Project Estimated opportunities Subcouncil Ward
Monwabisi Park 6 400 10, 24 98, 99
TR section 3 500 9 90
BM section 7 000 9, 10 89, 93
Lotus Park 1 430 11 42
The Heights 4 500 19 67
URBANISATION PROJECTS
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
32
Backyarder project list – Provision of basic services
No Potential future projects (pipeline) Subcouncil Ward
Balance of City-owned non-saleable rental stock to be prioritised As applicable As applicable
No Under construction Units Subcouncil Ward
1 Factreton 178 15 56
2 Hanover Park 2 336 17 47
3 Langa 2 281 15 51
These urbanisation projects are subject to review and change.
COMMUNITY RESIDENTIAL UNIT UPGRADES
No. Potential future projects (pipeline) Subcouncil Ward
Balance of City-owned non-saleable rental stock to be prioritised for
phase 2 (to be considered in future)
As applicable As applicable
No. Under construction Subcouncil Ward
1 Connaught 4,6 25, 22
2 Manenberg 11, 17 42, 45, 46
3 The Range 4 30
4 Hanover Park 17 47
5 Heideveld 11 44
6 Marble Flats (Ottery) 18 66
No Planning stage Area Subcouncil Ward
1 Bloekombos extension 3 Kraaifontein 7 101
2 Strandfontein East Stranfontein 19 43
3 Pelican Park South Pelican Park 19 67
4 Parklands 3rd Parklands
5 Atlantis South Atlantis 1 29
6 Macassar Macassar 22 109
7 Mfuleni ext 2 Blue Downs 22 16
8 Vlakteplaas Strand 8 100
Blocked X3 Khayelitsha projects
Blocked X1 Faure project
INCREMENTAL DEVELOPMENT AREAS
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
33
ANNEXURE 3
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
34
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INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
35
Intervention category De?nition National housing subsidy
(available for Cape Town residents)
1. Financial Programmes that facilitate immediate access to
housing goods (top structures, rental stock) and
services, thereby creating enabling environments
and providing implementation support
Individual housing subsidies: credit and non-
credit linked R0–R3 500. Enhanced Extended
Discount Bene?t Scheme (EEDBS), which helps
tenants to buy their saleable rental units and
helps existing sales debtors settle the balance on
properties they have acquired (pre-1994)
2. Incremental housing Programmes that facilitate access to housing
opportunities (rental units/ownership of a
serviced site/subsidised house) through a
phased process
2.1 Integrated Residential Development
Programme
2.2 Enhanced Peoples Housing Process
2.3 Informal Settlements Upgrade Programme
2.4 Consolidation subsidies
2.5 Emergency Housing Programme
3. Social and rental housing Programme that facilitates access to rental
housing opportunities to support urban
restructuring and integration
3.1 Social housing
3.2 Community residential units
Programme Description Additional comments
Subsidy Breaking
New Ground 40 m2 house
Provide a minimum of a 40 m² Reconstruction
and Development Programme house (subsidised
house built between 1994 and pre-September
2004) or a Breaking New Ground house (a
house built according to the BNG policy,
post- September 2004) to families on the
City’s database earning a combined income
of between R0 and R3 500 per month, with
the subsidy amount provided by the National
Housing Department
Bene?ciaries must be on the City’s database
and meet the requirements as prescribed in the
National Housing Code
Consolidation housing programme Facilitate improvements to a unit where people
already own a serviced stand
Access a subsidy for top structure only, currently
R55 706
Peoples Housing Process For households who wish to maximise their
housing subsidy by building or organising the
building of their homes themselves. Bene?ciaries
can apply for subsidies via the project-linked
instrument (the subsidy granted to qualifying
bene?ciaries to enable them to acquire a
house as part of an approved project), the
consolidation instrument (the subsidy granted to
owners of a serviced site for the construction of
a house) or the institutional subsidy (the subsidy
that is available to institutions to enable them
to create affordable housing stock on a deed of
sale, rental or rent to buy option).
Bene?ciaries must comply with prescribed policy
criteria
Emergency Housing Programme Temporary assistance to victims of housing-
related disasters (such as ?re and ?ood
damage), including the provision of temporary
relocation areas (TRAs)
Provide funding for minimum services and shelter
Upgrading of Informal Settlements
Programme
Provide (i) basic services (water, standpipes and
toilet facilities), (ii) permanent services, and (iii)
houses to existing informal settlement areas,
wherever possible (including in situ upgrades)
Participants less restricted than bene?ciaries
who qualify for individual subsidy. Aimed at
permanent areas for upgrades.
Social Housing Programme This is higher-density, subsidised housing
that is implemented, managed and owned
by independent, accredited social housing
institutions in designated restructuring zones
(for rental purposes). Households earning less
than R 7 500 per month qualify.
City has an agreement with various partners
ANNEXURE 5: INTERVENTION CATEGORIES,
DEFINITIONS AND NATIONAL HOUSING SUBSIDY INSTRUMENTS
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
36
Institutional Housing Subsidy
Programme
This mechanism targets housing institutions
that provide tenure alternatives to immediate
ownership.
Rent, with option to purchase after
a certain period
Community residential units This is a programme for the building of new
rental stock (including hostels) and the upgrade
of existing higher-density stock, and caters for
families who prefer rental housing and earn
less than R3 500 per month. The City remains
the owner of the rental units. (The programme
includes the former hostels redevelopment
programme.)
Enhanced Extended Discount
Bene?t Scheme (EEDBS)
This programme allows for the discounting of
an amount up to the prevailing housing subsidy
on the loan, purchase price or purchase balance
for the purchase of state-?nanced properties
occupied before 1 July 1993, and stands
contracted by 30 June 1993 and allocated to
individuals by 15 March 1994.
Gap (affordable housing) This caters for families earning between R3 500
and R15 000 per month.
Implemented by private developers and bought
by homeowners
Financed-Linked Individual Subsidy
Programme (FLISP)
Bene?ciaries earning between R3 501 and R7
000 per month qualify for a subsidy determined
by an incremental band.
Phasing-Out Programme This involves phasing-out of housing subsidies,
and normalising the housing environment in
respect of the housing stock created under the
previous housing dispensation.
Existing tenants in rental stock qualify for this
programme.
ANNEXURE 5: INTERVENTION CATEGORIES,
DEFINITIONS AND NATIONAL HOUSING SUBSIDY INSTRUMENTS
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
37
STATISTICS Population
(2006 estimate)
Land covered in
hectares (ha)
Informal dwellings
(Jun 2006)
Population density
per hectare (ha)
Dwelling units per
hectare (ha)
Integrated Serviced
Land Project (ISLP)
area
307 000
Kosovo (Gugulethu) 11 300
16
(2007) 27 4 459 419 156
Khayelitsha 330 000
Enkanini 24 510 88 12 347 278 140
Mfuleni 20 450
Burundi 4 062 13 1 329 312 102
Cape metro 3 200 000
All informal areas 208 900 1 280 98 031 163 77
Average residential
plot size (m2)
Urban/gross density
17
(du/ha)
Urban extent (ha) Population
estimate (2006)
Belhar 318 11,8 756 49 000
Mitchells Plain
18
217 15 3 052 293 000
Khayelitsha 155 17,2 2 404 330 000
ISLP 140 14,5
19
26 85 307 000
Cape metro
20
470
21
7,7 67 346 3 200 000
16 Source: Upgrade Project Manager.
17 Density always falls with a rise in scale, since national roads, airports, industrial areas, etc. are factored in.
18 This calculation excludes Philippi East; hence the lower population fgure.
19 Includes the Philippi East industrial node.
20 This includes only the urban areas, not the rural areas or the peninsula’s natural areas.
21 Excludes sectional title units. If included, the fgure would come to approximately 395 m
2
.
ANNEXURE 6
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
38
ANNEXURE 7: PROVINCIAL PROJECTS
No Project name (pipeline) Area 2012/13 2013/14 2014/15 Outer
years
Site Unit Site Unit Site Unit
1 Delft Symphony 3 & 5 100
2 Nuwe Begin (1 900: 1 200 Breaking
New Ground (BNG)/700 gap)
Nuwe Begin 1 064 136
3 Our Pride phase 2 180 180 24 24
4 Mamas Pelican Park phase 2 Pelican 129
5 Thembelihle Eagle Park domestic
workers projects
180 180 40 40
6 Delft Symphony boundary noise
wall
Delft 1
7 Delft 7-9 (601) T/S Integrated Rural
Development Programme
Delft 50
8 Joe Slovo; phase 3 Upgrading of
Informal Settlements Programme
900 units increased to 2 886 units
(T/S)
Joe Slovo 800 703 608 1 008 300 300
9 Joe Slovo: Solar water heating Joe Slovo 703 1 008 300
10 New Rest boundary wall 1
11 Boys’ Town triangle services & T/S 197 197
12 Boys’ Town: New Rest & Qabasi 100 100 197 197
13 Blue Downs: Nuwe Begin additional
work scope & social amenities
Expenditure without target until April 2013
(R24 million)
14 Blueberry Hill 350 BNG, 1 000 gap 200 200 150
15 Erf 16161 Paarl no BNG, 1 200 gap 0
16 Belhar CBD, no BNG, 1 000 gap 300 300
17 Highbury, 370 BNG, 180 gap
start 2013 Urban Settlements
Development Grant R10,5 m
approved by City
100 100 170 170
18 Brackenfell National Housing
Finance Corporation units
250
19 Brentwood Par units 87
20 Khayelitsha Violence Prevention
through Urban Upgrading units
200
21 Delft 7–9: Planning, development
and handover of 2 crèches
Delft 7-9 1
22 Planning, development and
handover of family recreation
centre
Delft 7-9 1
23 Planning, development of market
places
Delft 7-9 1
24 Planning, development and
handover of 2 crèches
Delft Symph 1
25 Planning, development and
handover of family recreation
centre
Delft Symph 1
26 Planning, development of market
places
Delft Symph 1
27 Planning, development, and
handover of sport facility
Joe Slovo 1
28 Planning, development of market
places
Joe Slovo 1
29 Planning, development and
handover of community facilities
Boys’ Town 1
These projects are subject to review and change.
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INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
39
ANNEXURE 8: URBAN RENEWAL PROJECTS
URBAN RENEWAL FUNDED PROJECTS 2010 – 2015
MEDIUM TERM EXPENDITURE BUDGET 2011 - 2015
PROJECT NAME PROJECT DESCRIPTION FUNDING SOURCE TOTAL
1 Upgrade of Monwabisi Resort
chalets
Upgrade of chalets, sites, lighting, hard and
soft landscaping
Urban Renewal Programme
Equitable Share Grant (URP ESG)
R8 m
2 Upgrade of Bluewaters Resort
chalets
Upgrade of chalets, sites, lighting, hard and
soft landscaping
URP ESG R11 m
3 Upgrade of Vuyani market
facilities
Upgrade of existing market facilities and
parking area
URP ESG R8 m
4 Bicycle & pedestrian facilities: Provision of pedestrian lanes, bicycle lanes
and place-making
URP ESG R2 m
5 Spine Road waste drop-off
facility
Construction of a drop-off and recycling
centre
URP ESG R4 m
6 Roundabout Caravelle and
Eisleben intersection
Construction of a roundabout and
landscaping of the intersection
URP ESG R2,3 m
7 Upgrade of Khayelitsha Lookout
Hill
Refurbishment of the boardwalk, dune
stabilisation, fencing, parking and
landscaping
URP ESG R5,9 m
8 Upgrade of the Khayelitsha
Training Centre
Upgrade of the existing facility parking and
landscaping
URP ESG R7,150 m
9 Construction of Nonkqubela
Road phase 2
The project entails the provision of a minor
road at Nonkqubela, which is also referred
to as K-section
URP ESG R2,4 m
10 Construction of the Watergate
access road
Construction of the Watergate access road URP ESG R3 m
TOTAL URP ESG R53,75 m
PROJECT NAME DESCRIPTION 2012/13 2013/14 2014/15 FUNDING
SOURCE
TOTAL
1 Upgrade of Monwabisi
Resort chalets
Upgrade of chalets, sites, lighting,
hard and soft landscaping
Urban
Renewal
Programme
Equitable
Share Grant
(URP ESG)
R8 m
Upgrade of
Khayelitsha Training
Centre phase 2
The project is for the construction
of a boundary wall and the
provision of adequate lighting for
the Khayelitsha Training Centre
phase 2
0 R1,5 m R1,5 m Urban
Settlements
Development
Grant (USDG)
R3,0 m
2 Upgrade of Vuyani
market facilities
The project forms part of
the Vuyani gateway node
development. The project entails
the upgrade of the existing
market facilities and a taxi rank.
It also includes the provision
of adequate lighting and
landscaping (hard and soft).
0 R5 m R5 m USDG R10,0 m
3 Planning and upgrade
of recreational
facilities in Khayelitsha
The project is for the
development and upgrade of
recreational facilities for children
and youth in Khayelitsha informal
settlement areas, i.e. Nkanini,
Makhaza and Kuyasa.
R150 000 R850 000 0 USDG R1,0 m
4 The provision of
multipurpose hall in
Heinz Park
The project entails the planning,
design and construction of a
multipurpose hall in Heinz Park
R500 000 R3 m R4 m USDG R7,5 m
URBAN RENEWAL PROGRAMME PRIORITY PROJECTS
CAPITAL PROJECTS
No Project name (pipeline) Area 2012/13 2013/14 2014/15 Outer
years
Site Unit Site Unit Site Unit
1 Delft Symphony 3 & 5 100
2 Nuwe Begin (1 900: 1 200 Breaking
New Ground (BNG)/700 gap)
Nuwe Begin 1 064 136
3 Our Pride phase 2 180 180 24 24
4 Mamas Pelican Park phase 2 Pelican 129
5 Thembelihle Eagle Park domestic
workers projects
180 180 40 40
6 Delft Symphony boundary noise
wall
Delft 1
7 Delft 7-9 (601) T/S Integrated Rural
Development Programme
Delft 50
8 Joe Slovo; phase 3 Upgrading of
Informal Settlements Programme
900 units increased to 2 886 units
(T/S)
Joe Slovo 800 703 608 1 008 300 300
9 Joe Slovo: Solar water heating Joe Slovo 703 1 008 300
10 New Rest boundary wall 1
11 Boys’ Town triangle services & T/S 197 197
12 Boys’ Town: New Rest & Qabasi 100 100 197 197
13 Blue Downs: Nuwe Begin additional
work scope & social amenities
Expenditure without target until April 2013
(R24 million)
14 Blueberry Hill 350 BNG, 1 000 gap 200 200 150
15 Erf 16161 Paarl no BNG, 1 200 gap 0
16 Belhar CBD, no BNG, 1 000 gap 300 300
17 Highbury, 370 BNG, 180 gap
start 2013 Urban Settlements
Development Grant R10,5 m
approved by City
100 100 170 170
18 Brackenfell National Housing
Finance Corporation units
250
19 Brentwood Par units 87
20 Khayelitsha Violence Prevention
through Urban Upgrading units
200
21 Delft 7–9: Planning, development
and handover of 2 crèches
Delft 7-9 1
22 Planning, development and
handover of family recreation
centre
Delft 7-9 1
23 Planning, development of market
places
Delft 7-9 1
24 Planning, development and
handover of 2 crèches
Delft Symph 1
25 Planning, development and
handover of family recreation
centre
Delft Symph 1
26 Planning, development of market
places
Delft Symph 1
27 Planning, development, and
handover of sport facility
Joe Slovo 1
28 Planning, development of market
places
Joe Slovo 1
29 Planning, development and
handover of community facilities
Boys’ Town 1
These projects are subject to review and change.
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
40
5 The provision of a
multipurpose hall in
Morgen’s Village
Construction of a roundabout
and landscaping of the
intersection
URP ESG R2,3 m
The project entails
the planning, design
and construction of a
multipurpose hall in
Morgen’s Village
R500 000 R3 m R4 m USDG R7,5 m
6 Upgrade of the C-hall
in Mfuleni
The upgrade of the C-hall into a
multipurpose centre
R500 000 R2 m R3 m USDG R5,5 m
7 Bonteheuwel central
business district
Investigate and facilitate the
revitalisation and upgrade of the
decaying CBD for commercial
purposes, and to attract further
private-sector investments to the
area
0 R1,5 m R1,5 m USDG R3,0 m
8 Construction of
pathways in existing
and informal
settlements
The construction of pathways in
existing and informal settlements,
e.g. Bardale, Wesbank, Delft,
Philippi and Lwandle
R500 000 R2 m R2 m USDG R4,5 m
TOTAL R21,5 m R18,85 m R21,0 m R61,35
m
URBAN RENEWAL PROGRAMME PRIORITY PROJECTS
CAPITAL PROJECTS
doc_242276384.pdf
This presentation explain integrated human settlements five year strategic plan.
88
INTEGRATED HUMAN
SETTLEMENTS
FIVE-YEAR STRATEGIC PLAN
1 JULY 2012 TO 30 JUNE 2017
99
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
10
FOREWORD BY MAYORAL COMMITTEE MEMBER
The Human Settlements Directorate is entering a new era. The complex challenges we face as a result of ever-increasing urbanisation mean
that we constantly have to reassess our approach in order to deliver effectively on our mandate, namely the creation of integrated human
settlements.
One of the key challenges we face is the current population growth, which shows no sign of slowing down. In view of this reality, we have
partnered with various internal and external organisations to provide high-density housing opportunities, which include various housing types
that will cater for different income levels to ensure affordability for all.
In our Existing Public Housing Department, we have introduced a turnaround strategy that is aimed at improving service delivery to all tenants
and homeowners of former rental stock. Furthermore, we are committed to provide basic services to informal settlements and backyarders.
Included in this innovative project is the incremental upgrade of informal settlements.
In addition, this ?ve-year plan showcases our intention to provide integrated human settlements that will contribute to more compact
neighbourhoods by providing a range of housing and socio-economic opportunities to qualifying bene?ciaries. Existing processes are also being
reviewed to ensure integrated planning and people-centred delivery.
I am therefore appealing to all our stakeholders to work with us to ensure that Cape Town is an inclusive, well-run and caring city.
Cllr Ernest Sonnenberg
Mayoral Committee Member: Human Settlements
i
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
11
ii
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
i
FOREWORD BY EXECUTIVE DIRECTOR
The achievement of innovative and integrated human settlements remains one of the key objectives of the Human Settlements
Directorate. In responding to this need, the Directorate has changed its name from Housing to Human Settlements. This name change
is in line with our national and provincial counterparts, but, more importantly, the change is not an end in itself, but represents a
paradigm shift in the way we conduct our business.
The new human settlements business approach in the City is in?uenced by two main urban challenges, namely urbanisation and
poverty. Cape Town, as most cities in developing countries, is experiencing signi?cant urbanisation, which manifests in the growing
number of backyard structures and informal settlements, which, in turn, result in squalor, unhygienic conditions and environmental
degradation.
In respect of poverty, there is concrete evidence that poverty levels are the highest in informal settlements and in previously
disadvantaged townships. Some of the drivers of poverty are growing unemployment as well as the spatial footprint, which locates
poor households on the outskirts of the city, far away from their places of work, recreation and commerce.
The Directorate’s ?ve-year Human Settlements Plan is therefore aimed at ensuring that the City plans and manages the
consequences of urbanisation in a proactive and sustainable manner. Interventions in this regard include the development of the
Urbanisation Framework, stepping up the citywide cooperative approach to the upgrade and improvement of informal settlements
and backyard precincts in Council rental stock, improving active partnerships with grassroots communities and the private sector,
identifying appropriately located land parcels and ‘brown buildings’ for integrated housing development, and coordinating
the implementation of urban renewal projects, especially the provision of social and economic amenities to build sustainable
communities.
The Directorate also acknowledges that it cannot address the huge service delivery backlogs and discrepancies in resources on its
own, but will create good intergovernmental relations with national and provincial spheres of government to ensure redress and
long-term effective service delivery.
Our relationship with the Provincial Human Settlements Department is growing stronger and stronger in this regard.
To address poverty, this plan focuses on creating sustainable job opportunities through the Expanded Public Works Programme
(EPWP) and locating housing opportunities along transport corridors and economic nodes. We will also render robust support
in unblocking and improving the delivery of Peoples Housing Process (PHP) projects. The ultimate goal of our ?ve-year Human
Settlements Plan is to improve the quality of life of, and build homes (not just houses) for, all the needy citizens of Cape Town.
The times have changed … it is time to change.
Seth Maqetuka
Executive Director: Human Settlements
iii
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
ii
VISION
To contribute to and lead the City’s development of sustainable integrated human settlements by improving the overall living and
built environment of communities within the City of Cape Town, and balancing quantity and quality housing opportunities, with a
speci?c focus on improving the livelihood of the poor.
De?ning the Vision
Contribute: The responsibility to achieve integrated sustainable human settlements belongs to the entire City, not just a single
directorate.
Lead: The Human Settlements Directorate will be the institutional entry point for coordinating integrated human settlements.
Living and built environment: The strategic focus will be the improvement of both the living and built environment to achieve the
National Human Settlements Outcome 8 and related objectives, as prescribed by the Human Settlements Development Grant as well
as the Urban Settlements Development Grant.
Balancing quantity and quality: Whilst the drive to accelerate the delivery of more housing opportunities (quantity) will continue,
there would also be an equal drive to pursue quality-of-life objectives relating to improved human settlements, such as reducing
travelling time and costs from residential areas to places of economic and recreational amenities, providing community facilities
in new and existing settlements, the in situ upgrade and improvement of informal settlements at scale, ensuring and promoting
medium-density housing in well-located and appropriate areas within the urban core, along transport corridors and economic nodes.
Improving the livelihood of the poor: The key objective that will be pursued in this regard is a people-centred and partnership-based
service delivery process, which will address the essential issues of safety and security, tenure restoration and protection, meaningful
stakeholder relations and the effective provision and maintenance of basic services.
MISSION
• To facilitate and develop sustainable integrated human settlements
• To integrate the delivery of the basket of housing opportunities with the rest of the city to ensure that they contribute to
the building of a compact city and optimal use of facilities
• To improve informal settlements and backyard precincts incrementally, and create a better-quality living environment
instead of only shelter
• To manage and maintain the City’s rental assets strategically
• To lead in the social and economic development of disadvantaged areas to ensure that quality of life and the environment
are improved
• To promote and ensure meaningful partnerships with business and community-based stakeholders
iv
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
iii
1. SETTING THE SCENE 1
2. CURRENT REALITY – DEFINING THE NEED 2
2.1 Urbanisation – a growing Cape Town 2
1.1.1 Existing data and projections for Cape Town 2
2.1.2 Implications of existing data and trends 4
2.1.3 Informal dwellings 4
2.1.4 Emergency housing 5
2.2 Environmental considerations –
climate change 5
2.3 Core challenges 6
3. TO BE THE CARING CITY 6
3.1 Improving existing living environments 7
3.1.1 Management of rental stock 7
3.1.1.1 Maintenance 8
3.1.1.2 Hostels 8
3.1.2 Access to basic services 8
3.1.2.1 Basic services to backyard dwellers 9
3.1.2.2 Basic services to informal settlement dwellers 9
3.1.2.3 Incremental upgrade of informal settlements 9
3.1.3 Temporary relocation and incremental
development areas 9
3.2 Creating new living environments 10
3.2.1 A more compact city 10
3.2.1.1 Land planning for human settlements 10
3.2.1.2 Built Environment Performance Plan 10
3.2.1.3 Land acquisition 11
3.2.2 New and mixed-use developments 11
Affordable housing in the gap market 12
Peoples Housing Process (PHP) 12
New rental housing 13
Community residential units 13
Social rental housing 13
3.2.3 Social housing partners 13
3.2.4 Restitution of land rights programmes 13
3.2.5 Urban Renewal Programme 14
3.2.6 Partnerships and engagement 15
3.3 Adapting housing to the natural
environment 15
4. FUNCTIONS AND STRUCTURE 16
4.1 Direct delivery of housing opportunities 16
4.2 Strategic and operational support 17
4.3 Other strategic initiatives 17
4.3.1 Housing consumer education 17
4.3.2 Housing database 17
4.3.3 Housing database enhancement 18
4.3.4 Human Settlements call centre 18
4.3.5 Ensuring title – Rental stock
disposal programme 18
4.3.6 Accreditation and national housing
programmes 19
4.3.7 Job creation through the Expanded
Public Works Programme 19
4.3.8 Policies 19
4.4 Reporting, monitoring and evaluation 19
5. ENSURING A WELL-RUN CITY 20
5.1 Legislation 20
5.1.1 The Housing Act 107 of 1997 20
5.1.2 The National Housing Code 20
5.1.3 The Constitution of the Republic of South Africa,
1996 20
5.1.4 Other legislation 20
5.2 Alignment and integration 21
5.2.1 The City’s Integrated Development Plan (IDP) 21
5.2.2 National Outcome 8 21
5.2.3 Provincial Objective 6 21
5.3 Funding sources 22
5.3.1 Urban Settlements Development Grant 22
5.3.2 Human Settlements Development Grant 22
6. SYNOPSIS 22
ANNEXURES
ANNEXURE 1: Projected housing delivery targets 23
ANNEXURE 2: Housing project schedule 27
ANNEXURE 3: Map of subcouncil boundaries 33
ANNEXURE 4: Organisational structure –
Human Settlements Directorate 34
ANNEXURE 5: Intervention categories,
de?nitions and national
housing subsidy instruments 35
ANNEXURE 6: Statistics 37
ANNEXURE 7: Provincial projects 38
ANNEXURE 8: Urban Renewal Projects 39
TABLE OF CONTENTS
v
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
1
to a well-run city. In various sections of this plan, reference is
made to the City of Cape Town website, which can be consulted
for more information, where applicable. As the content of this
plan is strategic in nature, a lot of operational information could
not be incorporated, although it is relevant and of interest.
Many other plans have been consulted and aligned with in
formulation of this strategic plan. Sources consulted include,
though are not limited to, the National Development Plan, the
City of Cape Town Integrated Development Plan, the State of
Cape Town Report 2010, the Spatial Development Framework,
the Urbanisation Framework Strategy, and the like.
This plan will be reviewed annually in accordance with any
signi?cant changes in the micro and macro-environments that
affect our delivery. This will also enable us constantly to monitor
what we are doing and how we are doing it, and to improve
and adjust where need be.
What we will be doing differently is based on our identi?ed
key challenges, namely:
• to accelerate housing delivery through the
enhancement and boosting of an incremental
development approach to ensure better
delivery to our citizens;
• to forge more partnerships, as we cannot solve the
housing issues, which require an all-encompassing
approach, on our own,
• to improve the overall living environment with access
to integrated service delivery;
• to undertake business improvement initiatives to
ensure strategic management of rental assets that will
enhance the lives of our tenants; and
• to adopt an integrated approach of embracing
informality with innovative solutions in
already informally established communities.
1. SETTING THE SCENE
In 2011, the City of Cape Town (hereinafter ‘the City’) entered
a new term of of?ce, and the signi?cant enhancement of this
?ve-year strategic plan will serve to supplement this new era.
We need a new approach to tackle the multifaceted problem
experienced by all major cities, including Cape Town, namely the
problem of rapid urbanisation, which is exacerbated by poverty,
which, in turn, is fuelled by unemployment.
We need to ensure that we keep abreast of the impact of
urbanisation, and that we plan ahead to address it proactively.
We accept that we cannot do this on our own, but have to
partner with various bodies, in both the public and private sector.
Thus, we continue to address the increased need for integrated
human settlements arising from natural population growth and
in-migration, while we remain aware of the global economic
situation and the impending impact on our local economy.
This plan presents an initial appraisal of our current reality,
with the intent to steer us in the right direction to address
various challenges in a new and strategic way in order to ensure
sustainable delivery of integrated human settlements.
The strategy further outlines the administration’s intent to move
towards a more caring city by improving existing environments,
creating new living spaces that promote both economic and
social cohesion and ensuring the preservation of our natural
environment by managing human settlement in projects in an
environmentally sustainable manner.
The functions and structure of the Human Settlements
Directorate are also reviewed in terms of direct delivery of
housing opportunities, as well as the strategic and operational
support required in order to deliver.
An overview is given of the legislative context within which
delivery takes place, as well as alignment with other strategic
initiatives that contribute
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
2
Year Population of Cape Town Number of households
1996 2 563 000 653 000
2001 2 893 000 759 000
2007 3 497 000 902 000
2. CURRENT REALITY – DEFINING THE NEED
The National Development Plan states that despite South Africa’s
reasonably balanced spatial structure, it has dysfunctional and
inequitable settlement patterns. The highly fragmented towns
and cities increase costs to households and the economy.
Most South Africans live in the towns and cities of our country,
with 85% of economic activity being generated in urban
areas. Furthermore, the importance of ?nding location-speci?c
approaches is emphasised, as each area presents distinct
challenges and potential, for which a one-size-?ts-all approach
will be inappropriate. Many of the challenges do not result from
a void in policy, but rather a lack of institutional capacity and
strong implementation mechanisms.
It is forecast that, even though South Africa has a slower
urbanisation rate than the rest of the continent, the city dwellers
of the country will have increased by another 7,8 million by
2030, and a further 6 million by 2050,
which will of course place immense strain on municipal service
delivery. This will be exacerbated by the fact that most of these
new city dwellers will be poor.
Nationally, it is planned to reshape human settlements by
2050. This will require the following:
• Addressing inequities in the land market, which
make it dif?cult for the poor to access the
bene?ts of urban life
• Stronger measures to recon?gure towns and
cities into more ef?cient and equitable urban forms
• Housing and land policies that accommodate
diverse household types and circumstances
• Municipalities that put economic development
and jobs at the heart of what they do and how
they function
2.1 URBANISATION - A GROWING CAPE TOWN
Statistics South Africa (Stats SA) in 2006 de?ned urbanisation as
an increase of the urban population due to natural growth and
net migration into a particular area.
Urbanisation is inevitable. Therefore, the City of Cape Town
has developed an Urbanisation Framework, which will inform
a broader, more comprehensive urbanisation strategy, which,
in turn, will contain the individual chapters that contribute to
implementation.
This approach should lead to an integrated, holistic, people-
centred and sustainable human settlement development
solution. The response has to be proactive and sustainable,
and both capacity and capability will need to developed within
the City to address the challenges and opportunities presented
by urbanisation. Creative and innovative ways of addressing
challenges need to be explored, which will include learning
through doing.
If properly managed, urbanisation could bring with it
opportunities for growth, social inclusion and the building of
sustainable communities and human settlements. Therefore,
the impact of urbanisation needs to be comprehensively and
cooperatively planned for at all levels, including the city and
regional level, other spheres of government, business and
communities.
The city will have to provide universal access to essential
services, even to the poorest citizens who do not have a regular
wage income, through the redistribution of ?nances. Apart from
universal access to services, this will also provide access to other
opportunities, such as well-located, serviced land, amenities
and jobs.
Cape Town’s current development trajectory is unsustainable
due to resource constraints. We need to change in order to
build sustainable communities.
2.1.1 EXISTING DATA AND PROJECTIONS FOR
Determining accurate population statistics and future population
growth trajectories remains a challenge. Stats SA data show
that the population of Cape Town grew from 2,6 million to 3,5
million between 1996 and 2007 (see table 1). In 2011, the total
population of Cape Town was estimated to have increased to
approximately 3,8 million.
1
Table 1: Population of Cape Town 1996–2007
2
1 Dorrington, RE (2000) Projection of the Population of the Cape Metropolitan Area 1996-2031.
2 Statistics South Africa Census 1996, Census 2001 & Community Survey 2007.
CAPE TOWN
Note: Numbers rounded off to nearest 1 000.
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
3
2001 2006 2011 2016 2021 2026 2031
HIGH 3 186 938 3 646 156 4 008 402 4 292 446 4 538 385 4 769 669 4 976 987
MEDIUM 3 154 238 3 547 055 3 820 847 3 997 718 4 119 504 4 208 444 4 255 857
LOW 3 121 532 3 447 946 3 633 286 3 702 990 3 700 595 3 647 071 3 534 371
It is important to note that Cape Town’s population growth
rate has been relatively stable, and is in fact currently lower
than it was in the period 1946–1970.
3
The average estimated
population growth during the period
2001–2007 was 3,21% per annum.
4
However, this is only an
estimate. When the 2011 Census data become available in
2013, we will have a clearer picture of Cape Town’s population
growth trends over the past decade.
In 2000 and 2005, the City commissioned projections of the
Cape Town population to assist with its planning processes.
These studies were undertaken by Professor Rob Dorrington
from the University of Cape Town. Factors taken into account in
determining the projected population were birth rate, death rate,
migration and HIV/Aids incidence. As migration was the most
uncertain variable, three options were calculated based on high,
medium and low migration rates. The 2000 projection was based
on the 1996 Census, while the 2005 update was based on the
2001 Census, but only projected the population up to 2021. The
current Stats SA data (2009, 2010) show that the population
is growing faster than what was projected in the 2005 ‘high
migration rate’ scenario. The current population estimate is in
line with the ‘medium migration’ projection based on the 2000
projections. Based on the information currently available, the
population projection done in 2000 provides the best estimate
of Cape Town’s population growth up to 2031.
Table 2: Projected population based on medium growth
rates by population group
5
The 2000 medium migration projections suggest that Cape
Town’s population will increase from 3,82 million in 2011 to
4,26 million in 2031, which represents an increase of
440 000 people.
The following table taken from the 2000 Dorrington report
compares projections of the Cape Town population predicted
based on high, medium and low assumptions of the input
variables fertility, mortality, migrations and both the prevalence
patterns and future spread of HIV/Aids.
It is interesting to note that the total Cape Town population is
expected to grow by almost 60% over the 35-year projection
period. The medium projection is highlighted in bold as the
possible population estimates for
Cape Town for the period 2011–2031.
Table 3: Medium/low projections: Cape Town population
(Dorrington, 2000)
Future growth needs to be understood in the context of existing
urban conditions in Cape Town. Based on 2009 ?gures,
6
an
estimated 27,4% of households live in informal dwellings,
10,35% in informal backyard structures, and 17,03% in informal
settlements. Altogether 5,7% of households are without access
to adequate sanitation. In 2009, 99% of all households had
access to piped water, with 76,7% having piped water in their
dwellings and 14,7% in their yards. Public taps were used by
7,4% of all households, while 0,8% used neighbours’ taps. Only
0,3% of all households had access to piped water more than
200 m from their dwellings.
The City of Cape Town estimates the housing backlog in the city
at 350 000 households, although an analysis of the Community
Survey 2007
7
?gures for the Western Cape as a whole suggests
a total provincial housing backlog of about 305 000 households
Population
group
2011 2016 2021 2026 2031
Asian
No 67 388 75 546 82 334 88 383 93 541
% 1,76% 1,89% 2,00% 2,10% 2,20%
Black
No 1 387 606 1 496 267 1 581 397 1 653 399 1 703 802
% 36,32% 37,43% 38,39% 39,29% 40,03%
Coloured
No 1 655 042 1 697 148 1 711 661 1 712 078 1 698 536
% 43,32% 42,45% 41,55% 40,68% 39,91%
White
No 710 811 728 756 744 113 754 584 759 977
% 18,60% 18,23% 18,06% 17,93% 17,86%
Total
No 3 820 847 3 997 718 4 119 504 4 208 444 4 255 857
% 100,00% 100,00% 100,00% 100,00% 100,00%
3 South African Cities Network (2004) State of Cities 2004 Johannesburg SACN.
4 Ibid.
5 Dorrington, RE (2000) Projection of the Population of the Cape Metropolitan
Area 1996-2031.
6 City of Cape Town (2011) Urbanization and Poverty in Cape Town.
7 Statistics South Africa, Community Survey 2007.
Year Population of Cape Town Number of households
1996 2 563 000 653 000
2001 2 893 000 759 000
2007 3 497 000 902 000
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
4
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Black Af rican 1.16% 11.46% 28.19% 11.39% 23.56% 14.01% 3.06% 7.16%
Coloured 1.01% 10.60% 11.85% 6.25% 22.32% 31.00% 9.96% 7.01%
Asian 0.00% 8.49% 21.43% 0.00% 4.69% 15.53% 39.64% 10.22%
White 0.79% 7.22% 5.14% 3.63% 8.50% 25.07% 26.85% 22.79%
Grand Total 1.01% 10.12% 16.10% 7.40% 19.50% 23.63% 11.60% 10.64%
None R1 - R1440
R1441 -
R2880
R2881 -
R3500
R3 501 -
R7000
R7001 -
R19999
R20000 and
more
Unspecif ied
(82 754 in informal settlements, 60 726 in backyard shacks and
161 622 in overcrowded formal housing). It is vital to verify and
reconcile this discrepancy. However, part of it can be ascribed
to the different methodologies used: For example, in 2007, the
Community Survey estimated that 84 000 households lived in
informal settlements in Cape Town, whereas a physical counting
of shacks from aerial photographs proved this number
to be 109 000.
Figure 1: Cape Town household income 2009
8
Considering that the existing backlogs and dysfunctions have
not been adequately resolved and that future projections are
based on estimated population growth trajectories, it is dif?cult
to make informed decisions about urbanisation management.
The challenge of divergent data sets is further
exacerbated by poor understanding of the nature of
demographic growth and change in Cape Town and the
surrounding municipal areas. In other words, the socio-economic
pro?le of the future Cape Town population is unknown, as is the
impact of future demographic growth.
What is certain, however, is that both new household formation
from natural growth and in-migration will occur across a broad
spectrum of socio-economic groups. Between 1997 and 2007,
the bulk of in-migration was attributed to permanent/circular
migration of people from rural areas, in particular the Eastern
Cape. (It is estimated that 163 000 people migrated from the
Eastern Cape to Cape Town during this period.) During the
same period, signi?cant in-migration of mainly skilled workers
occurred from other urban areas in South Africa, particularly
Gauteng. (Some 68 000 people migrated from Gauteng to Cape
Town.) Finally, people with a range of skills levels migrated from
elsewhere in the world, in particular from the rest of Africa.
(Indications are that 33 000 people migrated from outside South
Africa to Cape Town over this period.)
9
2.1.2 IMPLICATIONS OF EXISTING DATA
Reliable projections that provide in-depth information
regarding the nature and structure of the future population of
Cape Town are a priority. More accurate growth-related data
and demographic-change scenarios will provide a better picture
of the future of Cape Town, and will constitute the departure
point for informed decision-making about an appropriate
urbanisation strategy. However, the City will be able to compile
such a full data set around 2013 only, following the release of
the 2011 Census results in late 2012. In the interim, the City
needs to rely on updated estimates based on currently known
and available data. Without an in-depth understanding of the
likely nature of the future population of Cape Town, service
delivery models cannot be appropriately adjusted to cope with
future growth and change.
2.1.3 INFORMAL DWELLINGS
A internally conducted costing study revealed that the upgrade
of all existing informal settlements, which comprise 191 590
households, would cost R19 billion. This cost is based on a ratio
of 1:1 services requiring a total of 1 828 ha of land as well as
bulk and internal services, and excludes top structures, amenities
and operating costs.
It is also recognised that many families without access to formal
housing move into informal structures in family and friends’
backyards. These backyards were not initially designed for
residential purposes, and basic services are therefore lacking.
As the City is not in a position immediately to provide housing
opportunities to all of these residents, alternative solutions are
being investigated to improve the backyard dwellers’ living
conditions.
Initial investigations indicate that the supply of basic services in
backyards would mitigate this problem until further solutions
can be provided. To this end, the City has commissioned a survey
of three identi?ed pilot areas, namely Factreton, Langa and
Hanover Park.
One of the objectives of the survey was to determine how many
people were living in backyard structures as well as how many
of them have access to basic services, for the City to make an
informed decision about the extent of the services required. The
main ?ndings revealed varying conditions across different areas,
and also indicated that most of the backyard dwellers still
want homes of their own.
AND TRENDS
8 General Household Survey 2009, as quoted in Urbanization and Poverty in Cape Town,
Karen Small, Strategic Development Information and GIS Department, City of Cape Town
(2011).
9 Statistics South Africa Community Survey 2007.
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
5
2.1.4 EMERGENCY HOUSING
Emergency situations arise from either natural or man-made
disasters, such as ?ooding and ?re, which are further fuelled by
overcrowding, which, in turn, prevents emergency assistance
from being rendered effectively.
The provision of housing in itself is a complex and dynamic
procedure. The inability to pre-empt the housing need accurately
and realistically makes it that much more challenging. This is
often exacerbated by court rulings regarding land, tenure and
housing. To a certain extent, the City relies on case precedent
regarding issues such as eviction as well as relocation following
natural disasters, to plan for the provision of reasonable and
suitable alternative accommodation.
2.2 ENVIRONMENTAL CONSIDERATIONS –
In a report presented to the Human Settlements Portfolio
Committee, the Directorate has raised issues regarding climate
change as it relates to housing. In terms of both low-cost and
up-market housing, it is important to note that residential areas
are particularly vulnerable to the effects of climate change
(speci?cally changes in the incidence of ?oods, gale-force
wind, torrential rain and extreme temperatures). Residential
developments built on ?ood and coastal plains are at risk of
?ood damage due to heavy rainfalls or coastal storm surges.
Even though these issues are now considered when the location
of future housing areas in the city is selected, extreme events
brought about by climate change may still threaten existing
housing developments. Informal settlements located below the
?oodlines of rivers are especially susceptible to ?ooding. Poorly
constructed low-cost housing and informal settlements are
vulnerable to heavy storm conditions, which are likely to increase
in frequency and intensity in future. The ?nancial losses resulting
from these are a further burden to the poor, and, in some cases,
affect their very livelihoods.
The City faces the challenge of ensuring that these homes
and settlements are safe, adequate and cost-ef?cient. Houses
should therefore be resilient to both external (such as weather
conditions) and internal (such as changes in occupants’ health
and needs) risks, shocks and trends. Against this backdrop, it is
critical for the City to consider how climate change will affect
houses and settlements.
The resilience of houses depends on design, maintenance and
a multitude of external and internal stressors. The impact of
climate change on settlements as well as individual houses
(both private and City stock) is expected to be
signi?cant. Many of Cape Town’s houses and settlements are
already under pressure as a result of population growth, high
levels of poverty, and inadequate maintenance due to neglect
and affordability issues. These stressors will be exacerbated
by the effects of climate change, and the vulnerability of the
housing sector will escalate. For occupants and property/
homeowners, this may manifest in unsafe living environments,
an impact on health and general well-being, increased
maintenance and insurance costs, future insecurity and, in the
worst-case scenario, structural damage and loss as well as risks/
dangers for human life.
The increased stress on existing houses that were built to
standards that pre-date current and projected climate conditions
may result in the need for renewal, replacement and, in some
cases, relocation. All future developments should therefore be
designed to withstand the anticipated effect of climate change.
The main impacts on the physical housing structure have been
identi?ed as:
• increased energy consumption (and costs) due to
extreme temperatures (for indoor cooling and
heating);
• human health effects of overheating and windblown
particulates;
• increased risk of damage due to more frequent and
intense extreme events (such as high winds, storms
and ?ooding);
• increased damage from ?ooding and erosion; and
• increased ?re risks due to extended dry spells and
higher temperatures.
CLIMATE CHANGE
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
6
2.3 CORE CHALLENGES
From the above, it is therefore evident that the human
settlements environment is confronted with various challenges,
some of which can be dealt with in the short term, while others
require a longer-term approach.
The core challenges include, but are not limited to,
the following areas:
• Land for integrated human settlements
• Hostile and volatile environments, which are a risk to
development implementation and staff safety
• Insuf?cient human and ?nancial resources
• Shortage of professional skills
• Pipeline and longer-term planning to align housing
provision with city growth options and the bulk
services and transport plan
Further challenges encountered speci?cally in the arena
of rental properties include the following:
• Shortage of adequate and skilled staff
• Limited budget for the recruitment of much-needed
housing and maintenance staff
• Insuf?cient budget for repairs and maintenance
• Unlawful occupation of rental units
• Subletting by tenants, who charge exorbitant rentals
while they live elsewhere
• An increase in backyard structures and tenants who
charge rental for the occupation of these structures,
without paying the rental and service charges due to
the City
• High levels of payment default among tenants
With due regard to these challenges, this strategic plan
is intended to inform the Directorate’ actions in creating
housing opportunities for all who qualify, and also to include
those who do not. The approach will be to enhance existing
living environments, while establishing additional housing
opportunities through in?ll projects and the development of
remote areas.
3. TO BE THE CARING CITY
To create and sustain a new reality of suf?cient, sustainable
housing opportunities for the citizens of Cape Town, a
discernible shift should occur in the way we do business. We
should not only reconsider what we deliver, but also how we
deliver and whether it is sustainable.
Moving forward, a new approach needs to be followed to
address the challenges that we currently experience. Such a new
approach should enable communities to live instead of just exist.
This implies that we need to engage in sustainable development,
which is de?ned as “development that meets the needs of the
present without compromising the ability of future generations
to meet their own needs”.
10
The City aims to achieve this in partnership with various other
sectors, both in and outside the organisation. This approach will
include higher densities and various housing types, which will
cater for differing income levels and the different preferences in
terms of tenure. At the same time, it will take into account that
location is a major consideration when the degree of density
is determined. The best solution is to identify and develop
in?ll sites for new development. This reduces the time taken to
plan, develop and deliver new housing opportunities. The cost
reduction on the provision of new bulk infrastructure would be
signi?cant, and existing transport corridors would be readily
available. Existing community facilities could also be upgraded,
or provided where they are lacking.
10 Brundtland Commission Report (1978) Our Common Future.
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
7
3.1 IMPROVING EXISTING LIVING
Residents in Cape Town are either formally or informally housed.
They either rent or own property, and they either provide for
themselves or are assisted by the state in various forms. The
City either provides housing units for rent, or incremental
services to informal dwellers who reside in the backyards of
City rental units (so-called backyarders or backyard dwellers)
or in informal settlements. Informal settlements are de?ned as
“areas where a group of housing units has been constructed on
land to which the occupants have no legal claim, or which they
occupy illegally”,
11
or “unplanned settlements and areas where
housing is not in compliance with current planning and building
regulations (unauthorized housing)”.
12
3.1.1 MANAGEMENT OF RENTAL STOCK
The City is committed to delivering a high-quality public
housing service to the families occupying the 43 500 rental
units, 21 000 homeownership dwellings, 11 000 hostel beds
and 11 old-age complexes. This service is provided from 38
decentralised housing estate of?ces, ?ve sales of?ces
and 13 maintenance depots across the city.
Over the past number of years, the tenancy management
function has proven to be a considerable challenge. The situation
has arisen due to factors such as political changes, legislation,
loss of skilled personnel, and the fact that most housing estates
have become too dangerous for staff to conduct business
on-site.
The ageing rental stock also requires extensive repairs to prevent
further deterioration. The Community Residential Unit (CRU)
programme is however aimed at the comprehensive review and
upgrade of these units. The programme is now in its third year
of implementation, and the ?rst phase comprising 7 775 units
will continue until 2015. Besides the CRU programme, the City
also has a housing repair and maintenance service, which is
committed to good-quality and timeous repair services according
to clearly agreed standards and costs, in order to ensure that
the City’s housing assets are protected. Our vision is to achieve
a sustainable balance between the City’s obligation and the
client’s responsibility to administer, manage and maintain the
public housing stock effectively.
To this end, a turnaround strategy that will improve service
delivery to tenants has become essential. This is to be achieved
through the modernisation project, which is currently under
way and is aimed at improving business processes and service
delivery. The upgrade of housing estate of?ces, which is part of
the modernisation concept, is geared towards creating
customer-friendly environments.
Further initiatives of the modernisation project are to:
• audit the rental stock in identi?ed areas to establish
who are the occupants;
• undertake an income survey to determine the
affordability levels among tenants;
• ascertain whether there are any structures, both
formal and informal, on the property, and how these
are occupied; and
• appoint housing law enforcement of?cers to monitor
the existing settlement areas to ensure that the
conditions of lease agreements are adhered
to.In order to achieve the above, a service provider
will be appointed.
Due to staff shortages, various interventions had to be
introduced to render of?ces functional. The following
interventions were embarked upon:
• The realignment of of?ces to improve service delivery,
which included the closing of dysfunctional of?ces
and transferring the already depleted staff to of?ces
where they could be best utilised
• Uni?ed policies to bring about standardisation
• Supplementing severely dysfunctional of?ces with a
newly appointed team of of?cials, who assist on a
rotational basis to catch up on outstanding work and
other backlogs
• Identifying and regularising unlawful tenants,
transferring tenancies and promoting a culture of
payment in identi?ed pilot areas with the assistance
of an external service provider
Despite these measures, challenges are still experienced,
which require further interventions. The Directorate intends to
establish partnerships and build relationships with communities
and community organisations in order to improve
service delivery.
ENVIRONMENTS
11 Kiwala (2004) in UN-HABITAT (2006) Enabling Shelter strategies.
12 Ibid.
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
8
3.1.1.1 MAINTENANCE
Some of the ageing rental units have undergone major interior
and exterior refurbishment in order to enhance not only the
City’s property but also the living conditions of tenants.
In addition to the above, the City also undertakes routine
maintenance of rental units. This is mainly done in response to
requests received from tenants. As the available budget for these
requests is insuf?cient, so is the City’s ability to maintain these
units to a satisfactory standard. A maintenance plan is currently
being devised in order to obtain a better idea of the extent of
the additional funding requirement to address the
maintenance need.
Due to the high demand for rental accommodation, the City will
be building additional rental units. These community residential
units will reduce the number of residents on the housing
database, as very few opportunities currently become
available annually.
3.1.1.2 HOSTELS
Hostels refer to dormitories that were initially built for male
migrant workers. These old buildings are in an appalling state
of disrepair and are extremely overcrowded as well. Whereas
these facilities used to accommodate a certain number of single
persons, they are now home to the same number of persons as
well as their families. Occupants have therefore spilled over into
masses of shelters surrounding the original hostel buildings.
The conversion of these units into two-bedroomed apartments
for each of the original bed card holders or their families is long
overdue. However, due to the sheer scale of the programme and
limited available funding, it is estimated that the transformation
of all hostels in Nyanga, Gugulethu and Langa will continue
for the next 15 years, and will require signi?cant land located
outside the hostel areas to accommodate the larger building
footprint that is required.
Other than the above hostels owned by the City, another group
of hostels known as grey-sector hostels are built on City-owned
land, but are managed and owned by individuals in the private
sector. However, some of the responsibilities in respect of these
hostels remain with the City. The various challenges in this
regard include the need for maintenance. The City will therefore
investigate alternatives for the future management of
these hostels.
3.1.2 ACCESS TO BASIC SERVICES
Further to the above, the City will continue to provide basic
services to informal dwellers both in the backyards of Council-
owned rental stock as well as in informal settlements. To this
end, the City has embarked speci?cally on the development of a
strategy to improve the living conditions of backyard dwellers.
This initiative has commenced with the identi?cation of three
pilot areas, namely Factreton, Hanover Park and Langa, where
an initial survey was conducted to determine the extent
of the need.
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
9
3.1.2.1 BASIC SERVICES TO BACKYARD
An increased demand for housing has led to the emergence
of the backyarder phenomenon, which has, in turn, resulted in
overcrowding and a dire need for the provision of basic services
to these residents.
In February 2012, a service provider was appointed to manage
the installation and provision of basic services intended for
households living in the backyards of City-owned rental stock.
Services include the provision and maintenance of water,
sanitation, electricity and a 240 ? refuse bin. This will be
3.1.2.2 BASIC SERVICES TO INFORMAL
Shared services will continue to be rolled out within informal
settlements as conditions permit. Councillors and community
leaders will be encouraged to identify opportunities for
opening up areas in settlements where existing services can be
enhanced. Cooperation between local communities and of?cials
is vital in rolling out basic services, as the installation of services
infrastructure often requires certain dwellings to be moved.
Due to the conditions in certain informal settlements, such as
Kanana, Barcelona and Europe, the conventional services cannot
be installed, and therefore innovative and alternative long-term
development options will have to be explored.
families. This will be connected to the existing infrastructure
in the area. The families living in the ?ood-prone area existing
infrastructure in the area. The families living in the ?ood-prone
area of Sir Lowry’s Pass Village, Rasta Camp, will be relocated
to another spot in Sir Lowry’s Pass Village. They will be provided
with 1:1 full ?ush services for approximately 220 families. The
services will be connected to existing infrastructure.
Finally, the families from Skandaalkamp and Rooidakkies on
the Vissershok land?ll site will be relocated to Wolwerivier.
Provision will be made for approximately 500 families. As there
is not yet any infrastructure in the area, alternative solutions for
sanitation need to be explored.
3.1.3 TEMPORARY RELOCATION AND
Temporary relocation areas are parcels of land that have been
developed for families who ?nd themselves in emergency
housing need. The need for this type of accommodation is
increasing and, consequently, the City has embarked upon
initiatives to establish more of these temporary housing
opportunities.
In addition, the following incremental development areas –
namely areas in which households are resettled permanently –
are being planned:
The families in Masonwabe, Gugulethu, will be relocated to
another site in Gugulethu. They will be provided with at least
24 m2 top structures with 1:1 ?ush toilets and taps for 80
provided in the form of a precast structure containing a ?ush
toilet, a tap with a washing trough attached to it, electricity
connections for up to three structures, and a refuse bin per
backyard. In the course of the future rollout of this project the
lessons learnt will be documented, analysed and applied. Both
the survey and the implementation phase will be documented
and used to inform an overall future backyarder strategy
for the City.
3.1.2.3 INCREMENTAL UPGRADE OF
The City is currently planning a re-blocking exercise (i.e. a
preparatory phase towards in situ upgrades) in a number of
informal settlements, which will entail much of the groundwork
such as meeting with communities, setting up partnerships, etc.
Although the aim of the re-blocking is to get some sense of
formality in the settlements and to clear access tracks, this will
also give the City an opportunity to improve service delivery in
these settlements. A project manager has been appointed for the
re-blocking project.
The settlements that have been identi?ed for the re-blocking are
outlined in annexure 2.
Through the re-blocking, every attempt will be made to improve
service levels (where possible) by aiming for the provision of
1:1 services, where possible. Previous experience in the Mfuleni
temporary relocation area (TRA) indicates that this can
reduce vandalism and misuse tremendously.
SETTLEMENT
INCREMENTAL AREAS
DWELLERS
INFORMAL
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
10
3.2 CREATING NEW LIVING ENVIRONMENTS
3.2.1 A MORE COMPACT CITY
While the City is ?rmly committed to a policy of densi?cation
(and therefore compacting), it is frequently overlooked that the
state-driven housing projects in Cape Town are already among
the most dense in the city. Some of the historical projects built
by the state for low-income families all have higher densities
than the metropolitan’s average 7,7 dwelling units per hectare
(du/ha) (see annexure 6). The same goes for informal areas,
which, as a rule, are denser than both formally built areas and
the urban average. As a whole, informal areas are at 77 du/ha,
while the target for Cape Town is 25 du/ha (see annexure 6).
3.2.1.1 LAND PLANNING FOR HUMAN
The availability and readiness of developable land underpin
any successful housing programme. Planning in the Human
Settlements Directorate occurs at three levels. Firstly, high-
level planning relates to the preparation for the rollout of the
?ve-year human settlements development programme. This is
not long-term urban planning in the sense of the Integrated
Development Plan or Spatial Development Framework. Rather, it
takes its cue from these processes in respect of the identi?cation
and acquisition of land.
This form of planning estimates population growth, anticipates
the long-term housing need among the poor, and translates
that into land requirements. In the coming years, 50–80 ha are
being sought for acquisition each year. This is supplemented by
intergovernmental land release or transfer. It may also include
expropriation. The success of this process ?uctuates considerably
from year to year, since it depends on willing buyers and willing
sellers. Essentially, any land acquired is for banking, not for
immediate projects. There are however certain exceptions
where emergency projects are undertaken.
Secondly, medium-level planning involves layout planning and
the subdivision of larger tracts of land. This paves the way
for activating projects in future by planning, budgeting and
implementing bulk infrastructure works. Two such efforts will
be undertaken in the ?ve years ahead, namely Macassar and
Darwin Road. These will be followed up by detailed project
planning and, eventually, the building of housing opportunities.
Thirdly, site or local planning is the precursor to issuing
construction tenders. It focuses on obtaining land use
approvals and environmental authorisations. These processes
are increasingly being decoupled from development, since
regulation has become inordinate and paperwork can take up
to 18 months. In the coming ?ve years, six parcels of land across
the city will be planned in this way, speci?cally with a view to
obtaining areas for emergency relocation and some new housing
opportunities.
3.2.1.2 BUILT ENVIRONMENT
National Government has introduced the Urban Settlements
Development Grant (USDG), which is a direct block grant from
National Treasury to all metropolitan municipalities. Its purpose
is to supplement capital investment programmes of the various
local councils, speci?cally to improve the performance of the
built environment, and thereby build a basis for development.
More precisely, the USDG is not supposed to replace existing
infrastructure funding sources, but to supplement them, and
is to be used for direct spending in favour of the poor and of
sustainability.
This has very speci?c implications for the City, which relate to
urban planning, performance reporting on the Built Environment
Performance Plan (BEPP),
13
and urban assessments. Firstly, in
terms of urban planning, the City annually needs to set out
a framework for what it intends to achieve with the grant in
general terms. This serves as a prerequisite for receiving the
grant in the ?rst place. This kind of planning was undertaken by
the Directorate in collaboration with other departments. Urban
planning results in the Built Environment Performance Plan
(BEPP), which must be submitted to the national departments
of Human Settlements
14
and Finance to secure USDG funding.
Secondly, the BEPP then takes on the function of a road map for
performance reporting during the spending period. Also included
in the BEPP are the directives issued by the National Department
of Human Settlements and the Western Cape Government
(hereinafter ‘Province’).
15
Therefore, the Directorate monitors
the spending to ensure that it is in line with the BEPP as well as
the Municipal Finance Management Act (MFMA). The City then
reports annually to National Government on progress with
urban change.
Finally, the City will be undertaking routine urban assessments
of whether the performance of the urban system is in fact
improving towards greater sustainability and poverty reduction,
as mandated by the USDG. Findings of this assessment are
contained in a separate section of the annual reporting against
the BEPPs.
PERFORMANCE PLAN
13 City of Cape Town Built Environment Performance Plan 2012/13 (BEPP) May 2012.
14 National Department of Human Settlements (2011) Urban Settlements Development
Grant: Policy Framework.
15 Western Cape Government.
SETTLEMENTS
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
11
3.2.1.3 LAND ACQUISITION
The land acquisition strategy followed is diverse in focus, and
can be divided into the following two distinct categories:
reactive and proactive land acquisitions.
Reactive land acquisitions are generally not planned in advance,
but are rather informed by very speci?c needs, such as the
formalisation or servicing of informal settlements that have
been established on, for example, privately owned land. In
such instances, private land occupied by informal settlement
dwellers is assessed in terms of its suitability to be formalised
and serviced. In many instances, formalisation and servicing
is assessed as the preferred option, in which instance the
acquisition of the land is negotiated.
If such occupied land, however, does not lend it to servicing
or formalisation, it is not acquired, and those residing on the
land are required to be relocated to an alternative area. Given
the current focus on service delivery to informal settlements, as
well as the shortage of developable land within the urban edge,
acquisitions of this nature are generally prioritised, although
new housing opportunities are seldom realised.
Proactive land acquisitions are, by de?nition, acquisitions
intended for future housing developments. Such acquisitions
generally relate to vacant land that is considered suitable
for future human settlements development, which land is
identi?ed through a range of processes, such as district planning
processes, the Human Settlements Directorate, subcouncils,
communities, growth corridor informants and Council policies
and decisions. The timeframe for the development of land
identi?ed for future housing developments ranges from three to
15 years.
Land identi?ed as being potentially suitable is technically
assessed (in terms of, for example, ?oodlines, gradient and
location) and, if found suitable, is referred to the Property
Management Department to determine its market value.
Should suf?cient budget provision exist, preliminary discussions
are entered into with the registered landowner to assess the
willingness to dispose of the land. In the event of landowners
not being willing to dispose of the land identi?ed, the City could
revert to expropriation, provided that it is able to motivate that
such acquisition is required for municipal purposes and would
be for the public good. The availability of suf?cient funds for
such acquisition is also important, as the legislation prescribes
that expropriation must be at market value.
Other than the acquisition of land from private landowners,
the City also identi?es City-owned and provincial/state-owned
land that is potentially suitable. Requests for the reservation or
transfer of such land in favour of the City are made on a case-
by-case basis.
3.2.2 NEW AND MIXED-USE
Well-located land for affordable housing is the biggest challenge
for the City in its pursuit to provide integrated residential
developments that would meet the long-term needs of the
community, particularly in respect of the provision of municipal
services and community facilities. The focus is shifting towards
addressing settlement inef?ciencies by means of integrated
human settlements. Integrated human settlements will
contribute to a more compact settlement form, and will provide
a range of housing and socio-economic opportunities to those
who will live there. These developments will include all the
necessary land uses, housing types (including gap and rental
housing) and price categories to make for a truly integrated
community. Two prime examples of such integrated human
settlements currently under construction are the Scottsdene and
Pelican Park housing developments.
Identifying in?ll sites for new developments within the
existing communities is a priority, and densi?cation has been
necessitated by the scarcity and high cost of suitable land as
well as the inef?ciencies of existing spatial patterns. The design
guidelines for in?ll developments require smaller erven, with a
focus on well-designed open and street spaces.
Building to higher densities results in signi?cant savings on
the unit cost of land and infrastructure, which can, in turn, be
utilised to fund the enhancement of public and street spaces
for the bene?t of the community. New settlement layouts
are predominantly north-facing, allowing effective passive
solar design of buildings, an increase in comfort levels, and a
reduction in energy needs. Community involvement in decisions
with regard to the planning and design of new housing projects
is a priority.
The City aims to deliver housing opportunities over the full
range of housing types supported by the National Department
of Human Settlements’ funding programmes. These include the
following:
• Upgrading of Informal Settlements Programme (UISP),
stages 1 to 4, yielding fully serviced sites
• UISP, stage 5, delivering top structures on already
serviced sites
• Integrated Residential Developments Programme
(IRDP), making it possible for the City to install
services in developments that include
not only subsidised housing, but also privately owned,
bonded housing and commercial/retail developments
as well as community amenities and institutions
• Peoples Housing Process (PHP), supporting groups
of bene?ciaries who already hold title to land in
constructing top structures
13 City of Cape Town Built Environment Performance Plan 2012/13 (BEPP) May 2012.
14 National Department of Human Settlements (2011) Urban Settlements Development
Grant: Policy Framework.
15 Western Cape Government.
DEVELOPMENTS
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
12
• Community Residential Unit (CRU) programme,
facilitating the funding of high-density rental
accommodation on well-located land, and the
transformation of the City’s stock of hostels, which
originally provided accommodation for between
15 000 and 20 000 contracted migrant labourers
• National housing programme for farm residents,
facilitating on-site or off-site housing for farmworkers
Apart from the PHP, all of the abovementioned initiatives
depend on the identi?cation of appropriate land and its release
for development. (‘Release’ entails acquiring ownership,
environmental authorisation and town planning zoning
approvals.)
In the case of farmworker housing, discussions were held
with farmers from the Durbanville area in early 2012, and the
housing needs of farmworkers will be considered in the future.
Affordable housing in the gap
Prompted by the desire to ‘compact’ the metropolitan area, a
renewed call has been made to concentrate on gap and higher-
density housing. The qualifying threshold for gap housing,
namely a minimum monthly household income of R3 501, has
remained unaltered since 1994, and, consequently, the target
market is steadily increasing. Policy intervention in this segment
can therefore no longer be ignored. As touched on below,
Council will start moving in that direction, with due caution of
the risks involved.
The gap housing market comprises people who typically earn
between R3 500 and R15 000 per month, which is too little to
enable them to participate in the private property market, yet
too much to qualify for state assistance. The term ‘gap housing’
refers to the shortfall, or ‘gap’, in the market between residential
units supplied by the state, and houses delivered by the private
sector. The state supplies houses to a maximum of R100 000,
while the cheapest new houses delivered by the private sector
start at R350 000. There is therefore a need for a housing
category to cater for the gap in between.
Based on past experience, the risks in respect of gap housing
include the following:
• Delivery in the gap sector cannot occur mechanically
with measurable budget expenditure and targets, as it
depends on economic conditions.
• Low-income families are highly vulnerable to interest
rate ?uctuations and a possible recession. As the sub-
prime mortgage experience has shown in the United
States of America, a mass default on loans can have
devastating consequences for the entire economy.
• In addition, in South Africa, the operating environment
for low-end loan ?nanciers has been substantially
tightened with National Government’s introduction
of the National Credit Act and the Consumer
Protection Act. On the other end, borrowers have been
hard pressed in the recession over the past years.
Many have ended with creditworthiness troubles.
The City has a two-pronged approach to facilitating the
construction of gap housing units. The ?rst is a loan-funded gap
housing programme, and the second a self-help programme.
Firstly, the City facilitates loan-funded gap housing by releasing
land and/or providing institutional housing subsidies. In return,
the developer is required to deliver within the gap price bracket,
while the buyer is expected to contribute loan ?nance. Various
modes of delivering this category have been piloted in Cape
Town, and, in the next ?ve years, the City hopes to deliver
several hundreds of these housing opportunities per year.
In the second instance, the plot and self-help programme entails
the sale of a fully serviced site to people wanting to build their
own home at their own pace. It is speci?cally targeted at people
who are unable to rely on a home loan, but may have other
credit, assistance from their employer or their own construction
skills. The land is discounted, in return for which no speculation
is allowed. Since the R3 500 maximum qualifying threshold
for state subsidies has not been adjusted for many years, the
number of families seeking this kind of support has grown
tremendously. It is certainly a programme that will require
scaling up in years to come. Being in its infancy, it is hoped that
between 200 and 250 plots will be sold in this way each year.
Peoples Housing Process (PHP)
This category of housing opportunity refers to bene?ciaries who maximise their housing subsidy by building, or organising the
building of, their own homes through a process that includes the establishment of a community support organisation.
market
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
13
New rental housing
The City provides either direct or indirect new rental housing opportunities. This means that it provides either new community
residential units under City management, or social rental housing under the management of social housing partners with whom the
City has agreements.
Community residential units
As mentioned earlier in this chapter, the City’s ageing rental stock is undergoing major interior and exterior refurbishment, and the
management process is being reviewed. The City is also embarking on the provision of additional rental units.
Social rental housing
Social housing is a rental or cooperative housing option for low-income households at scale and in built form. This housing type
requires institutional management and is provided by accredited social housing institutions or through accredited social housing
projects in so-called ‘designated restructuring zones’.
The purpose of this programme is to supplement the supply of affordable rental accommodation. In terms of the Social Housing
Regulations, the partners have to ensure that at least 30% of rental units are allocated to persons earning less than R3 500 per
month. The remaining 70% is to be allocated to persons earning between R3 501 and R7 500 per month. Preference is given to
people on the City’s housing dataBase.
3.2.3 SOCIAL HOUSING PARTNERSHIPS
Social housing has a distinct meaning in South Africa’s
housing policy, namely housing that:
• utilises the Social Housing Regulatory Authority
(SHRA) capital top-up funding;
• is built and/or operated by a social housing landlord;
and
• exclusively consists of rental accommodation for
low-income families.
The National Government Outcome 8 target for Cape Town
in respect of social housing is 2 000 units over ?ve years. To
facilitate that delivery, three social housing companies are
already signed up as partners by way of a generic partnership
agreement. The intention is to enter into more partnership
agreements in the future. Speci?c project-level and ?nancing
contracts are signed per project. Several new projects are being
planned, including the next phase of Steenberg, Bothasig and
Elsies River as well as additional projects as indicated in the
social housing pipeline projects list (annexure ?).
The City facilitates this form of delivery by either making
available capital subsidies or releasing land, often at a discount.
The City recently sold land to Communicare and leased land to
the Cape Town Community Housing Company, both in respect of
social housing projects.
For this kind of higher-density housing, spatial planners choose
sites from the designated restructuring zones, which are then
approved by Council. These sites are investigated, as they could
be instrumental in urban restructuring and integration of the
city. A key focus area in the coming years will be the Voortrekker
Road or metro-urban corridor.
3.2.4 RESTITUTION OF LAND RIGHTS
The land restitution programme is a constitutional imperative
(see section 25(7) of the Bill of Rights), which aims to restore
the land rights of, or provide just and equitable redress to,
persons or communities who were dispossessed of land after 19
June 1913 due to past discriminatory laws and practices.
There are currently 11 claims that affect the City, of which
possibly the highest-pro?le one is District Six in Cape Town.
The City has restored land to these 11 groups of restitution
claimants, and the challenge now is to develop these restored
parcels of land. The claims pertain to Welcome Estate in
Heideveld; Crawford; Bowwood Road in Claremont; Richmond
PROGRAMMES
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
14
Park in Milnerton; Tramway Park in Sea Point; District Six in Cape
Town; Ndabeni in Wing?eld; Constantia; Luyolo in Simon’s Town;
Protea Village in Bishopscourt, and Macassar in Khayelitsha.
Progress is being made in all the groups of claims, as all have
business plans for the development of the land. The next step
is to implement these business plans, so that claimants can
eventually take occupation of the properties. District Six is
also progressing well, with the task team meeting again and
development plans for the area submitted for approval.
Each restitution case is unique. In the case of a direct restitution
claim, the City’s role is to manage the return of land that
currently belongs to the administration, to previous owners.
Where it is not possible to return the original land, as it is
already fully developed, alternative City land in the vicinity is
identi?ed as a way of compensating. Very close coordination
with the Land Restitution Claims Commission (LRCC) is
required.
3.2.5 URBAN RENEWAL PROGRAMME
The emphasis in respect of urban renewal includes investment
in economic and social infrastructure, human resource
development, enterprise development, the enhancement of the
development capacity of local government, poverty alleviation,
and the strengthening of the criminal justice system.
Thus, the overall objective of the Urban Renewal Programme
(URP) is to enable systematic and sustained interventions to
alleviate poverty and signi?cantly address underdevelopment
and socio-economic exclusion in the Khayelitsha and Mitchells
Plain nodal areas.
The URP strategic objectives are as follows:
• Promoting local economic development to reduce
poverty and unemployment
• Providing a safe and secure environment by ?ghting
crime
• Support education, training and skills development
• Creating an enabling environment where people can
live with dignity and pride
• Developing ef?cient, integrated and user-friendly
transport systems
• Creating job opportunities through the Expanded
Public Works Programme (EPWP)
• Delivering well-managed safety nets
The URP, in partnership with the private sector and both the
provincial and national sphere of government, is involved in
a number of planned interventions for the identi?ed nodes,
including the following:
• Coastal development projects, such as the upgrade of
Monwabisi, Mnandi, Blue Waters and Strandfontein
resorts
• The development of gateway nodes in Khayelitsha and
Mitchells Plain, such as the Vuyani, Kapteinsklip/
Mnandi and Makhaza nodes
• The upgrade and development of the Lookout Hill, golf
driving range, OR Tambo, Site C and Nonkqubela
precincts
• The development of Khayelitsha central business
district (CBD) phase 2, including the further expansion
of the CBD, housing development, etc.
• The expansion of the non-motorised transport project
in Khayelitsha and Mitchells Plain
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3.2.6 PARTNERSHIPS AND ENGAGEMENT
Community engagement takes place on an individual project
basis. These focused engagements target affected and
bene?ciary communities. Where relevant, a project steering
committee is established with representation from communities.
Engagement also occurs through input into other processes,
3.3 ADAPTING HOUSING TO THE NATURAL
The design of low-cost housing as well as the building material
utilised need to be adapted to be more climate-resilient. This
will be achieved by engaging with the Provincial Department
of Human Settlements to determine climate-resilient design
standards and utilise climate issues as a motivation for
additional funding for emergency and low-cost housing.
In addition, the City will ensure that project managers and
designers implement initiatives informed by green building
guidelines.
Furthermore, housing needs must be considered in integrated
planning for climate change by taking into account a 100+-
year ?ood-line as well as drainage planning in high-risk areas.
Education and communication will also take place to ensure that
constant consideration is given to the impact of climate change
and the need to implement proactive interventions.
such as the Integrated Development Plan, the State of Cape
Town Report and the Community Satisfaction Survey. The inputs
received are considered as part of planning.
To achieve the above, home designs and building materials
need to be adapted in view of predicted climate change and
the resultant extreme weather conditions and events, while the
limitations imposed by current levels of funding also need to be
addressed. Throughout, the City will remain focused on the triple
bottom line of social, economic and environmental factors, or
‘people, planet and pro?t’.
ENVIRONMENT
ENVIRONMENTAL
SOCIAL
ECONOMIC
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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4. FUNCTIONS AND STRUCTURE
The structure of the Directorate needs to be based on functions
that are aligned with the strategy. Therefore, certain structural
and functional re?nements need to take place. The current
departmental organisational structure will be reviewed in order
to ensure that it supports a more cohesive grouping of functions,
which will, in turn, facilitate more effective delivery and support.
Some of the considerations to achieve better alignment will
include the following:
• Streamlining the functions within the Executive
Director’s of?ce
• Grouping like functions, such as all day-to-day
support, together, to eliminate silos and fragmentation
and ensure integrated planning and delivery
• Moving/separating database management and
maintenance
• Improving access to the housing database within
communities, and extending it to other clientele as
well
• Eradicating duplication of functions
• Reviewing existing processes to ensure people-centred
delivery
• Focusing communication on housing consumer
education
• Detailed area-based planning to facilitate economic
and social upliftment by means of the Urban Renewal
Programme methodology
The following sections will provide an overview of the various
departments within the Human Settlement Directorate that
either deliver housing opportunities or provide strategic or
operational support.
4.1 DIRECT DELIVERY OF HOUSING
The following departments contribute directly to the delivery of
various categories of housing opportunities.
The Urbanisation Department provides a leadership and
oversight role to ensure the development and implementation of
the corporate urbanisation strategy. This strategy will ensure that
all City directorates and departments develop plans in response
to urbanisation and urban growth, and incorporate them in their
respective strategies, as well as participate in the provincial and
national urbanisation processes.
The urbanisation strategy will also be aimed at aligning with
and in?uencing other City strategies, such as the development,
economic, environmental, transport and service delivery
strategies. The key outputs envisaged are to establish and
capacitate a small Urbanisation Department and, in the short
term, to ?nalise the Urbanisation Framework Strategy, which will
set the agenda for a comprehensive City urbanisation strategy.
In addition, it is envisaged that the realignment of informal
settlement and backyarder initiatives should eventually form part
of the Urbanisation Department, which will then identify/con?rm
and drive the implementation of projects in this regard.
The Informal Settlements Department directs the strategic and
operational activities required for the management, upgrade and
tenure regularisation of Cape Town’s informal settlements.
The Existing Settlements Department directs, manages and
controls the City’s public housing assets, which currently
comprise 43 000 rental units, 22 000 selling-scheme properties
and 11 000 hostel beds.
The New Housing Department directs the City’s integrated
human settlements projects and programme by planning and
implementing housing developments, guiding grant-funded
interventions, and monitoring, evaluating and communicating
deliverables, constraints and actions needed to accelerate the
achievement of the social and economic goals of the City’s
communities.
The Land and Forward Planning Department manages the
identi?cation, planning, acquisition, sale and packaging of
land in accordance with municipal policies. The portfolios
Social Housing and Land Restitution are also located here. This
Department also serves the entire Directorate with
housing-speci?c geographic information systems (GIS).
The Development Services Department coordinates the provision
of basic municipal services in mainly informal settlements.
The Urban Renewal Programme Department provides systematic
and sustained interventions to alleviate poverty and signi?cantly
address underdevelopment and socio-economic exclusion in
Khayelitsha and Mitchells Plain.
OPPORTUNITIES
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4.2 STRATEGIC AND OPERATIONAL SUPPORT
The Strategy Support and Coordination Department provides
operational, professional and strategic direction to all activities
and disciplines concerning housing delivery. This Department
also ensures that appropriate housing strategies and policies are
developed, and monitors housing delivery and its contribution
to the creation of integrated human settlements. In addition,
the Department has formulated a communication strategy,
and facilitates housing consumer education (HCE) for the
bene?ciaries of new housing projects.
The City has also approved the establishment of a National
Housing Programmes Department within the Human Settlements
Directorate, which will be responsible for managing the
administration of housing programmes and subsidy approvals.
It will also be responsible for additional functions delegated or
assigned to it in terms of the national accreditation framework
or internal processes.
The primary role of the Housing Finance and Leases Department
is the provision of a comprehensive ?nancial control and
management service to all facets of the various housing
development, major reconstructive maintenance and hostels
upgrade projects, and the housing debtor (rental/selling/hostels)
management and operational funding programmes of the City,
in alignment with speci?c housing and ?nancial legislation
and the various national housing programmes contained in the
housing code(s). The management and control of all housing
data systems (?nancial and debtor billing, invoicing and grants),
including the various ERP/SAP billing systems and ?nancial debt
management procedures, also fall within the ambit of Housing
Finance and Leases. The Department comprises Housing Project
Finance, Housing Accounting and Budgets, and Housing Debtor
and Debt Management.
The Support Services Department supports service delivery
through managing, administering and developing human
resources, as well as by managing assets, performance and
logistics. The Department also provides secretarial support,
general administration and ?nancial management; coordinates
the Directorate’s helpdesk service to customers, and facilitates
bush-clearing on vacant housing land.
4.3 OTHER STRATEGIC INITIATIVES
4.3.1 HOUSING CONSUMER EDUCATION
The fundamental objective of the housing consumer education
(HCE) programme is to educate and empower housing
consumers or bene?ciaries on their options, rights and
responsibilities, and to raise awareness and promote behavioural
change through communication and education.
The topics discussed during the training sessions cover a range
of issues pertaining to the bene?ciary’s needs. The main topics
covered include tenure options, affordability and savings,
government housing subsidies and other housing assistance,
housing development processes and procedures, contracts, and
the consequences of breach of contract. Future enhancements
to training material will include topics such as waste disposal,
recycling, energy saving, water and climate change, practical
steps to save water, and food gardening. This collaborative
arrangement is in line with the City’s Energy and Climate
Change Action Plan objectives.
To date, more than 3 000 bene?ciaries have been trained.
Since the inception of the HCE programme in November 2006,
training has taken place in Macassar, Brown’s Farm, Lwandle,
Nomzamo, Khayelitsha, Atlantis, Tafelsig – Mitchells Plain,
Kewtown and Melkbosstrand.
4.3.2 HOUSING DATABASE
The purpose of the housing database is to source all
bene?ciaries of the City’s various housing programmes from one
centrally managed list. The housing database is principally used
for the allocation of vacant rental housing managed by the City,
and the allocation of housing in terms of the state’s Breaking
New Ground (BNG) housing programme. The City’s social
housing and gap housing partners also make use of the housing
database to source bene?ciaries. Also the Provincial Department
of Human Settlements has used the housing database to source
a percentage of its bene?ciaries for the N2 Gateway housing
project as well as housing projects in Nuwe Begin in Blue Downs
and Our Pride in Eerste River.
In the early 2000s, the City developed a housing database
system, which went live in June 2006. It comprised
approximately 15 housing waiting lists from the former
municipalities, which now all form the metropolitan area. This
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18
integrated housing database system is housed on a central
server, and is accessible from all the City’s housing of?ces via the
City’s intranet.
As at 27 March 2012, the following records were
held on the housing database:
• Applicants still awaiting housing opportunities (348
617 applicants)
• Applicants already assisted with housing opportunities
by the City or former municipalities (56 631
applicants)
• Applicants whose applications have been cancelled at
their request, duplicate applications, applicants who
obtained their own properties, or deceased applicants,
etc.
In the last ?nancial year, 11 250 new applications were
captured. Altogether 95 vacant rental units and 45 vacant old-
age residence units were allocated.
4.3.3 HOUSING DATABASE
As part of the mayoral Expanded Public Works Programme job
creation initiative, temporary workers were employed to capture
outstanding applications on the housing database. It is hoped
that the success of this initiative will lead to subsequent projects
being implemented to ensure the on-going maintenance
of the database.
This is the best way to ensure that the tool is constantly updated
and that the best service is delivered to the City’s housing
customers. On the other hand, applicants are continuously
encouraged to update their personal information to ensure that
the City can contact them when housing opportunities arise.
Similar future interventions are planned, although restricted by
budgetary provisions.
4.3.4 HUMAN SETTLEMENTS CALL CENTRE
The City will create a general Human Settlements call centre (in addition to its rental stock of?ces), which is meant to deal with
all housing-related queries from the public, such as:
• housing database enquiries;
• housing ?nance-related queries; and
• general housing-related queries.
4.3.5 ENSURING TITLE - RENTAL STOCK
During the 1980s, National Government initiated the discount
bene?t scheme (DBS) to encourage tenants and sales debtors to
acquire ownership of their saleable units.
The following property categories were identi?ed as saleable:
• Free-standing houses – individual rental units on
de?ned and designated pieces of land
• Semi-detached houses – rental units that share walls
with their neighbouring unit
• Terraced houses (row houses) – rental units that have
at least two common walls with the neighbours,
usually on either side of the house
• Maisonettes – generally referring to rental units that
have two dwelling spaces, one on top of the other,
but share common walls with the neighbouring unit
The enhanced extended discount bene?t scheme (EEDBS)
was established to support the sales campaign. The City will
continue to transfer saleable rental units to qualifying occupants.
In this regard, a sales programme will be established to sell
the remaining saleable rental units. To this end, the City will
embark on an aggressive sales campaign to realise the target of
ensuring ownership for approximately 16 000 of our tenants.
DISPOSAL PROGRAMME
ENHANCEMENT
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4.3.6 ACCREDITATION AND NATIONAL
The National Housing Programmes (NHP) Department was
originally established to ensure that the City delivers on its
accreditation mandate. Subsequent to the creation of the
Department, the City also became the recipient of the Urban
Settlements Development Grant (USDG), which is received
directly from the National Department of Human Settlements.
This grant has various applications, but is predominantly aimed
at supporting the City to deliver on the targets encompassed
in Outcome 8. To facilitate the application of both nationally
allocated grants (the USDG and the Human Settlements
Development Grant, or HSDG, which relates to the City’s
accreditation mandate), the administration of the USDG
(registration and approval of projects) was also included in the
mandate of the NHP Department. The departmental structure
was approved by Council on 1 September 2011.
Whereas the City and the Provincial Department of Human
Settlements are currently still ?nalising the deed of delegations
that will formally transfer the authority for approval of projects
under the HSDG to the City, the USDG is paid directly to the
City, and, therefore, all processes and delegations pertaining to
this grant had to be approved by Council. Council approved the
process for the assessment and approval of USDG projects as
well as the related delegations to the Executive Director: Human
Settlements.
Incorporated into this process is a Project Review Committee
(PRC), which considers all projects and makes recommendations
to the Executive Director. The ?rst meeting of this committee
took place on 24 October 2011. Projects submitted to the PRC
are considered against the key deliverables of Outcome 8, which
are as follows:
• Accelerated delivery of housing opportunities
• Access to basic services
• Ef?cient utilisation of land for human settlement
development
• Improved property market
Projects without a direct link to the above deliverables are
still considered, and are measured against the USDG policy
framework, such as the rehabilitation of existing infrastructure.
Apart from the administration of USDG projects, the NHP
Department’s main focus is to ensure that it is properly
capacitated in terms of the approved structure, as well as
establishing all relevant processes to demonstrate compliance
with levels 1 and 2 accreditation. Such compliance is a
prerequisite for the City to be considered for level 3 housing
accreditation/assignment. The City intends to apply for level 3
accreditation/assignment as soon as the National Department of
Human Settlements has ?nalised the related process and criteria.
4.3.7 JOB CREATION THROUGH THE
Human settlements development will help the City to address
unemployment through the creation of temporary jobs as part of
the Expanded Public Works Programme (EPWP) when executing
its projects and programmes. Through an integrated human
settlement strategy, economic empowerment of bene?ciary
communities can be strongly supported by the introduction
of contractor development programmes for large multi-year
projects and programmes, and the facilitation of access to
project-speci?c incidental opportunities.
The Human Settlements Directorate will provide job creation
opportunities in line with the City’s corporate initiatives. In doing
so, projects that will create EPWP job opportunities have been
identi?ed. To ensure the implementation and the achievement
of these targets, the Directorate will monitor the implementation
on a monthly basis. This will also include the necessary quality
review and evidence base to supplement all statistics submitted
for reporting purposes.
4.3.8 POLICIES
Existing policies are periodically reviewed or new policies developed as needed. Currently, the Human Settlements Directorate is
reviewing its Housing Allocation Policy as well as drafting new policies on employer-assisted housing, public/community-based
institution agreements and the clean-up of the City’s housing database.
4.4 REPORTING, MONITORING AND
Monthly portfolio committee meetings are held, where
various items relating to the functional area are reported on.
Detailed reports can be found at www.capetown.gov.za/en/
CouncilOnline. The Human Settlements Directorate reports
politically to the Human Settlements Portfolio Committee, which
is responsible for policy development and the monitoring of
policy implementation.
On a quarterly basis, reports on performance against
predetermined targets are also submitted. Systems are in
place to verify these data and the associated evidence used to
validate outputs. In addition, the City is subject to both internal
and external audits in line with good governance principles.
These audits verify that the existing checks and balances can
suf?ciently verify deliverables. All systems are constantly being
reviewed and updated.
EXPANDED PUBLIC WORKS
EVALUATION
HOUSING
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5. ENSURING A WELL-RUN CITY
The City has to abide by, and align with, various legislation and other directives. The following sections summarise the main
provisions relating to the delivery of integrated human settlements.
5.1 LEGISLATION
5.1.1 THE HOUSING ACT 107 OF 1997
This act supports the aims and goals of the Constitution,
setting out the general principles of housing development that
government must adhere to, encourage and promote. It gives
the City the responsibility for primary development (major
housing development), sets out pro-poor policies and advises
on how to achieve sustainability, integration, consultation,
good governance, empowerment, equity and the optimal use
of resources. Section 9(1)(f) of the act requires the City, “as
part of the municipality’s process of integrated development
planning, [to] take all reasonable and necessary steps within the
framework of national and provincial housing legislation and
policy to initiate, plan, coordinate, facilitate, promote and enable
appropriate housing development in its area of jurisdiction”.
5.1.2 THE NATIONAL HOUSING CODE
The policy framework contained in the National Housing Code guides the City’s housing strategies. The code sets out National
Government’s overall vision for housing in South Africa, and provides guidelines on how to achieve it. As such, it is a living
document, enhanced as and when policy changes and evolves.
5.1.3 THE CONSTITUTION OF THE REPUBLIC OF SOUTH AFRICA, 1996
The City has a constitutional mandate, together with national and provincial government, to ensure that the right of access to
adequate housing for all its citizens is realised. The Constitution further describes the objectives of local government as follows:
• The sustainable provision of services • The promotion of social and economic development
• The promotion of an environment that is safe and healthy • Encouraging community involvement
• Prioritising the basic needs of communities
5.1.4 OTHER LEGISLATION
Other enactments that in?uence housing development and
administration include the following:
• The Division of Revenue Act (DORA)
• The Municipal Finance Management Act 56 of 2003
• The Rental Housing Act 50 of 1999
• The Prevention of Illegal Eviction from and Unlawful
Occupation of Land Act 19 of 1998
• Consumer Protection Act 68 of 2008
• The Social Housing Act 16 of 2008
• The Housing Development Agency Act 23 of 2008
• The National Environmental Management Amendment
Act 62 of 2009
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5.2 ALIGNMENT AND INTEGRATION
5.2.1 THE CITY’S INTEGRATED
This review of the ?ve-year Integrated Housing Plan informs
and is an integral part of the strategic focus area of human
settlements and services in the City’s IDP. The IDP is the City’s
key tool for dealing with the real issues of households and
communities in a strategic, developmental and
delivery-oriented way.
In addition, short-term plans with annual targets are also
compiled for the Directorate and each department. These are
contained in the Service Delivery and Budget Implementation
Plans. The details can be obtained at
www.capetown.gov.za/IDP.
5.2.2 NATIONAL OUTCOME 8
The City’s current diversi?ed suite of alternative development
and delivery strategies, methodologies and products supports the
National Outcome 8 imperative. Therefore, the plans contained
in this ?ve-year plan align with the strategic objectives of
Outcome 8, and have been developed in the knowledge that:
• improving access to basic services is essential to
human dignity;
• developments must be suitably located, affordable and
decent;
• the developments must facilitate the spatial
transformation of the City’s suburbs, i.e. moving
towards ef?ciency, inclusion and sustainability;
• the building of cohesive and caring communities, with
improved access to economic and social opportunities,
is imperative; and
• developments must be ?nancially sustainable to the
City in the long term. Therefore, the City, through a
diverse range of development options, aims to meet
the strategic outputs of Outcome 8 by:
• improving the living environments of households in
informal settlements through incremental access to
basic services as well as structured in situ upgrades;
• addressing the supportive infrastructure;
• facilitating opportunities in the gap market for
households earning between R3 501 and R15 000
per month;
• creating other forms of tenure through social housing
and the building of new community residential units,
whilst also upgrading existing units;
• ensuring that the backyarders form part of the
development planning solution; and
• pursuing all available options for the release of
suitable, well-located state-owned land.
5.2.3 PROVINCIAL STRATEGIC OBJECTIVE
Strategic Objective 6 of the Provincial Department of Human
Settlements forms part of Province’s vision of “an opportunity
society for all”. This objective focuses, among others, on
accelerating housing delivery through prioritising in situ
upgrades of informal settlements, and providing an increased
number of people with a decreased level of assistance. It also
incorporates the notion that those bene?ciaries who have
the means to contribute to their own housing needs must be
provided with the opportunity to do so, whilst those unable to
do so will be assisted, albeit at a slower pace. Therefore, this City
plan in itself supports the aforementioned provincial objective.
The City’s housing development strategy aligns with other
aspects of the overall provincial housing plans through:
• upscaling the provision and implementation of a
serviced sites/informal settlements improvement
strategy by means of the incremental upgrade of
informal settlements;
• addressing the cost of bulk infrastructure as a
constraint to human settlements development by
applying additional available funding through the
USDG;
• applying the City’s approved Housing Allocation
Policy in order to ensure fairness in the allocation of
housing opportunities;
• introducing a coordinated approach for human
settlements development by means of effective
integrated development/human settlements planning;
• educating bene?ciaries in respect of their rights and
responsibilities as homeowners and tenants,
by expanding and supporting the City’s housing
consumer education programme;
• promoting security of tenure by facilitating transfer of
title deeds to bene?ciaries;
• optimal and sustainable use of land by densi?cation
along transport corridors and in economic nodes;
• creating an enabling environment in terms of land
use rights, strategic disposal of land and development
costs, to close the gap in the property market by way
of strategic partnerships and private-sector investment;
DEVELOPMENT PLAN
6
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
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• enhancing the supply of new and informal rental
housing opportunities;
• developing and implementing a backyarder
intervention strategy to improve living conditions; and
• encouraging improved property management of rental
stock by the intended modernisation of the existing
Human Settlements Department, potentially partnering
with private-sector or social housing institutions.
This objective is being reviewed, and the City will provide
input from this ?ve-year plan as well as ensure alignment with
Outcome 8.
5.3 FUNDING SOURCES
5.3.1 URBAN SETTLEMENTS
Through ensuring an appropriate delivery pipeline and
?exed funding regimes, the National Department of Human
Settlements recently added to its programmes by launching
the Urban Settlements Development Grant (USDG), a new
metropolitan funding framework developed in partnership with
the National Department of Human Settlements and National
Treasury.
The USDG comprises the old infrastructure component of
the existing housing subsidy, plus the former Municipal
Infrastructure Grant (MIG) to the City, plus an additional
national fund allocation, and represents a fundamental shift in
the total integrated housing funding instrument package. It may
be utilised for, inter alia, land acquisition, bulk infrastructure
provision, informal settlement upgrades, reticulation services
for integrated housing developments, and project packaging.
Housing project services will be assessed on the basis of key
national housing programmes (such as the Integrated Rural
Development Programme, Upgrading of Informal Settlements
Programme, etc.) and top structures will be funded by the
Human Settlements Development Grant (HSDG). Application of
this grant will ensure improved human settlements development
planning and coordination across the City. The USDG will:
• ?rmly establish the City’s key roles and responsibilities;
• provide revised bulk infrastructure funding
programmes and mechanisms;
• provide ?exible infrastructure funding, comprising all
infrastructure needs; and
• provide project funding based on project cost and not
a ?xed quantum.
This role will be performed by the National Housing Programmes
Department and the Project Review Committee, with authority
to approve project funding applications and ensure integrated
development in line with grant conditions.
5.3.2 HUMAN SETTLEMENTS DEVELOPMENT GRANT (HSDG)
This represents the residual allocation from the appropriation in terms of the Division of Revenue Act (DORA), and funds the
construction of top structures in the various housing developments.
6. SYNOPSIS
This next ?ve-year term of of?ce is ?lled with many challenges.
However, along with challenges come opportunities for growth
and development. The main focus will be on creating integrated
human settlements, where people can live in a meaningful
manner, not only taking care of their housing needs but also
other economic and social needs. This will also be done in
a manner that ensures sustainability at all levels, including
people’s future ability to take care of themselves.
The City will respond in a more customer-focused manner
through participation, engagement and more accessible human
settlements information of?ces.
This plan has been based on current known circumstances.
Many delivery achievements depend on various factors that
are sometimes beyond the control of the City or the Human
Settlements Directorate. Both these internal and external
environmental factors could hinder planned delivery. However,
it is our responsibility to anticipate some of these risks and
attempt to mitigate them where possible.
The City of Cape Town website should be consulted regularly for
any updates to the plan as well as any additional information.
To this end, we will ensure that, together, we create not only a
caring city, but also opportunity for all, inclusivity, safety and a
well-run administration.
DEVELOPMENT GRANT
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
23
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INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
24
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INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
25
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INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
26
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INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
27
No Potential future projects
(pipeline)
Area in ha - units
to be determined at
detail planning
Area Subcouncil Ward
1 Atlantis South 329,0 Atlantis 1 29
2 Belhar vacant school sites 14,2 Belhar 6 12, 22
3 Bloekombos and surrounding
properties
51,8 Kraaifontein 7 101
4 Bonteheuwel in?ll 5,5 Bonteheuwel 5 50, 31
5 Brackenfell - Everite land 16,3 Brackenfell 2 6
6 Darwin Road 129,8 Kraaifontein 7 105
7 Hanover Park 8,6 Hanover Park 17 46, 47
8 Harare in?ll housing project n/a Khayelitsha 10 98
9 Hostels redevelopment – Nyanga
community residential units
(CRU)
11,6 Nyanga 14 37, 39, 40
10 Hostels redevelopment –
Gugulethu CRU
13,7 Gugulethu 11 42, 44
11 Joe Slovo Park – Freedom Way 0,6 Milnerton 1 4
12 Kalkfontein 30,9 Kuils River 21 11, 19
13 Kapteinsklip 17,3 Mitchells Plain 12 82
14 Kensington in?ll 0,8 Kensington 15 56
15 Kewtown in?ll CRU 5,6 Kewtown 11 49
16 Leonsdale gap – Jan van
Riebeeck Drive
16,8 Elsies River 4 26
17 Lwandle hostels 6,6 Lwandle 8 86
18 Macassar erf 5315 11,78 Macassar 22 109
19 Mfuleni hostels 17,0 Mfuleni 21,22 16, 108
20 Mitchells Plain in?ll: Beacon
Valley
9,3 Mitchells Plain 10 99
21 Mitchells Plain in?ll: Westgate 13,2 Mitchells Plain 23 75, 88
22 Nooiensfontein 75,5 Blue Downs 21 19
23 Ottery CRU 1,4 Ottery 18 63
24 Pelican Park phase 2 (Breaking
New Ground, or BNG)
n/a Pelican Park 19 67
25 Pelican Park phase 2 (bonded) 81,0 Pelican Park 19 67
26 Penhill 279,0 Eerste River 21 14
27 Philadelphia in?ll 0,45 Philadelphia 7 105
28 Pine Road – social housing 0,17 Woodstock 15 57
29 Protea Park – CRU 3,5 Atlantis 1 32
30 Rondebosch East – gap 11,5 Rondebosch 17 60
31 Scottsville – gap 1,2 Kraaifontein 2 7
32 Zeekoevlei 13,2 Zeekoevlei 19 67
33 Sarepta gap 1,8 Kuils River 21 11
34 Strandfontein 70,7 Strandfontein 19 43
35 Swartklip/Denel land 260,0 Khayelitsha 10 99
36 Vlakteplaas 72,0 Strand 8 100
37 Voortrekker Road corridor –
(Brown?eld & Bellville CBD/
station developments)
Not known/
station site 2,9
ha
Voortrekker Road 4,6,15 10, 26,
27, 56
38 Walmer Estate 0,85 Walmer Estate 15 57
39 Wolwerivier 5,2 Vissershok 1 32
40 Brown?elds and brown buildings
to be identi?ed
41 Land and projects that
may be identi?ed
These projects are subject to review and change.
ANNEXURE 2: HOUSING PROJECT SCHEDULE
NEW HOUSING PROJECTS
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
28
NEW HOUSING PROJECTS
(continued)
No Planning stage Units Erf number Area Sub-
council
Ward
1 Adriaanse new CRU 150 Portion of POS Elsies River 4 25
2 Atlantis Kanonkop (ext 12)
phase 1
455 6268, 7767/8 Atlantis 1 29
3 Atlantis Kanonkop (ext 12)
phase 2 & 3
1 500 Atlantis 1 29
4 Belhar Pentech in?ll 340 28981 Belhar 6 12
5 Bella Riva (BNG & gap) 1 000 Various erven Durbanville 7 105
6 Delft The Hague 2 407 Various erven Delft 5 13
7 Dido Valley 600 4621, 4626 Simon’s Town 19 61
8 Driftsands 2 500 Driftsands 21 19
9 Edward Street: Ottery
sustainable development
104 6480 & 6481 Ottery 18 66
10 Eureka BNG 250 12792, 12782 Elsies River 4 25
11 Garden Cities housing
project
4 000 Durbanville 7 105
12 Green Point phase 3 500 Khayelitsha 10 93
13 Gugulethu in?ll (erf 8448/
Mau-Mau)
1 071 8448/2849 & 2870 Gugulethu/Nyanga 14 37,38
14 Hangberg CRU 145 8474, 8176 Hout Bay 16 74
15 Hazendal in?ll (Bokmakierie) 166 Various erven Athlone 11 49
16 Heideveld Duinefontein Road 759 Various erven Heideveld 11 44
17 Hostels redevelopment
Langa CRU
930 Langa 15 51,52,53
18 Imizamo Yethu – phase 3 1 100 7296 Hout Bay 16 74
19 Kleinvlei erf 901 66 Erf 901 Blackheath 21 17
20 Macassar 2 500 3968 Macassar 22 109
21 Manenberg in?ll: The Downs 651 Various erven Manenberg 11,17 42,46
22 Masiphumelele – phase 4 327 5131 Kommetjie 19 69
23 Mfuleni ext 1 & 2 700 Various erven Mfuleni 22 16
24 Morkel’s Cottage 400 15152 Rusthof, Strand 8 86
25 Morningstar 150 5643 & 13999 Durbanville 7 103
26 Nonqubela Makhaza:
consolidation
814 Khayelitsha 24 96
27 Nonqubela Site B:
consolidation
430 Khayelitsha 10 93
28 Ocean View in?ll 397 Various erven Ocean View 19 61
29 Silvertown consolidation 1 316 Khayelitsha 10 93
30 Sir Lowry’s Pass Village
(Pinetown & Balestra)
140 Sir Lowry’s Pass 8 100
31 Valhalla Park in?ll 777 1484, 3484, 3462 Valhalla Park 4 30
32 Wallacedene phase 10A 1 617 Kraaifontein 2 6
33 Wallacedene phase 10B 256 Kraaifontein 2 6
These projects are subject to review and change.
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
29
No Under construction Units Erf number Area Sub-council Ward
1 Amakhaya Ngoku
Masiphumele
352 Noordhoek 19 69
2 Bardale phase 4 & upgrade
to phase 1
3 112 451 Mfuleni 21 108
3 Brown’s Farm phase 6 678 A, B, C & D Brown’s Farm 18 80
4 Happy Valley phase 2 1 350 454 (portions) Blackheath 21 14
5 Hostels redevelopment –
Ilinge Labahlali
324 Nyanga 14 37, 39
6 Mfuleni ?ood relief
consolidation
4 461 Mfuleni 21 108
7 Nyanga upgrade 2 070 Various erven Nyanga 14 36, 37, 39
8 Ocean View (Mountain
View)
547 Ocean View 19 61
9 Pelican Park phase 1
(Breaking New Ground/
BNG)
2 000 829 Pelican Park 19 67
10 Pelican Park phase 1
(bonded)
1 200 829 Pelican Park 19 67
11 Philippi East phase 5 405 Philippi 13 35
12 Philippi Park 1 100 Philippi 23 88
13 Rondevlei 225 111018 Rondevlei 18 110
14 Scottsdene (BNG &
community residential units/
CRU)
890 Various erven Scottsdene 2 6, 7
15 Scottsdene (bonded) 1 310 Various erven Scottsdene 2 6, 7
16 Silvertown Khayelitsha (SST) 1316 18332 Khayelitsha 10 93
17 Site C: Survey &
subdivision (Public Housing
Development Board)
6265 Various erven Khayelitsha 9 18, 87
18 Steenberg social housing
phase 2: Social Housing
Company
120 Steenberg 18 68
19 Somerset West 10 ha site 390 10490 Somerset West 22 15
20 Wallacedene phase 3–9
consolidation
5681 Kraaifontein 2, 7 6, 101, 111
21 Westcape: Cape Town
Community Housing
Company
341 Mitchells Plain 23 75
22 Witsand – phase 2 1835 1065-5, 1065-6 Atlantis 1 32
NEW HOUSING PROJECTS
(continued)
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
30
SOCIAL RENTAL HOUSING PROJECTS
No Potential future projects (pipeline) No of units Subcouncil Ward
1 Bothasig phase 2 100 3 5
No Planning stage No of units Subcouncil Ward
1 Dillon Lane, Woodstock 64 15 57
2 Pine Road 180 15 57
3 Ottery phase 1 150 18 63
4 Ottery phase 2 200 18 63
5 Wetton phase 1 100 18 63
6 Wetton phase 2 200 18 63
7 Wetton phase 3 100 18 63
8 Mupine 150 15 57
9 Steenberg phase 2(B) 100 18 68
10 Montclair phase 1 300 12 78
11 Montclair phase 2 350 12 78
12 Brooklyn regeneration 250 15 55
13 Belhar phase 1 300 6 22
14 Belhar phase 2 316 6 22
15 Lansdowne 130 17 60
16 E-Junction phase 2 282 4 28
17 District Six 750 15 77
18 Scottsdene phase 1 500 2 7
19 Scottsdene phase 2 500 2 7
20 Royal Maitland 4 100 15 56
No. Under construction No of units Subcouncil Ward
1 Steenberg phase 2(A) 150 18 68
2 Bothasig phase 1 120 3 5
3 E-Junction phase 1 120 4 28
No Planning stage No of units Subcouncil Ward
1 Thornton 128 15 53
2 Maitland 148 15 56
3 Factreton 34 15 56
4 Wallacedene 749 2 111
5 Wetton 623 18 63
6 Ottery 264 18 63
7 Rugby 115 15 55
8 Silvertown 8 11 49
These projects are subject to review and change.
BANKS PROJECTS
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
31
Emergency Housing Programme
No Under construction Area Units Subcouncil Ward
1 Sir Lowry’s Pass Helderberg 220 8 100
2 Mosonwabe Gugulethu 80 11 44
3 Wolwerivier
(Vissershok)
West Coast 500 1 104
Upgrade of Informal Settlements Programme
Project Estimated opportunities Subcouncil Ward
Symphony Way 2 750 5 106
Enkanini 2 000 24 95
Tambo Square 220 14 41
Phola Park, Gugulethu 400 11 42
Kalkfontein 1 400 21 19
8ste Laan, Valhalla 350 5 31
Doornbach 4 000 1 104
Hangberg 300 16 74
Los Angelos/Greenpark 2 500 21 19
Re-blocking
Project Estimated opportunities Subcouncil Ward
Uitkyk Sir Lowry’s Pass 30 8 100
Ethenbeni 450 1 104
Green Fields Lwandle – Nkanini 300 8 86
Burundi 1 284 21 108
ShukuShukuma 349 21 108
Faure (Placker’s Camp) 22 16
Vygieskraal 300 17 48
Uitkykbos 30 8 100
Wood Road 13 17 48
Pelican Bush 11 19 67
Bonnietown 30 18 63
7de Laan (Strandfontein) 19 43
Heights 6 19 67
Mission City 7 13 36
Dagbreek 3 12 78
Kayamandi 1 23 75
Plot 9 19 43
Pilot projects
Project Estimated opportunities Subcouncil Ward
Monwabisi Park 6 400 10, 24 98, 99
TR section 3 500 9 90
BM section 7 000 9, 10 89, 93
Lotus Park 1 430 11 42
The Heights 4 500 19 67
URBANISATION PROJECTS
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
32
Backyarder project list – Provision of basic services
No Potential future projects (pipeline) Subcouncil Ward
Balance of City-owned non-saleable rental stock to be prioritised As applicable As applicable
No Under construction Units Subcouncil Ward
1 Factreton 178 15 56
2 Hanover Park 2 336 17 47
3 Langa 2 281 15 51
These urbanisation projects are subject to review and change.
COMMUNITY RESIDENTIAL UNIT UPGRADES
No. Potential future projects (pipeline) Subcouncil Ward
Balance of City-owned non-saleable rental stock to be prioritised for
phase 2 (to be considered in future)
As applicable As applicable
No. Under construction Subcouncil Ward
1 Connaught 4,6 25, 22
2 Manenberg 11, 17 42, 45, 46
3 The Range 4 30
4 Hanover Park 17 47
5 Heideveld 11 44
6 Marble Flats (Ottery) 18 66
No Planning stage Area Subcouncil Ward
1 Bloekombos extension 3 Kraaifontein 7 101
2 Strandfontein East Stranfontein 19 43
3 Pelican Park South Pelican Park 19 67
4 Parklands 3rd Parklands
5 Atlantis South Atlantis 1 29
6 Macassar Macassar 22 109
7 Mfuleni ext 2 Blue Downs 22 16
8 Vlakteplaas Strand 8 100
Blocked X3 Khayelitsha projects
Blocked X1 Faure project
INCREMENTAL DEVELOPMENT AREAS
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
33
ANNEXURE 3
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
34
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INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
35
Intervention category De?nition National housing subsidy
(available for Cape Town residents)
1. Financial Programmes that facilitate immediate access to
housing goods (top structures, rental stock) and
services, thereby creating enabling environments
and providing implementation support
Individual housing subsidies: credit and non-
credit linked R0–R3 500. Enhanced Extended
Discount Bene?t Scheme (EEDBS), which helps
tenants to buy their saleable rental units and
helps existing sales debtors settle the balance on
properties they have acquired (pre-1994)
2. Incremental housing Programmes that facilitate access to housing
opportunities (rental units/ownership of a
serviced site/subsidised house) through a
phased process
2.1 Integrated Residential Development
Programme
2.2 Enhanced Peoples Housing Process
2.3 Informal Settlements Upgrade Programme
2.4 Consolidation subsidies
2.5 Emergency Housing Programme
3. Social and rental housing Programme that facilitates access to rental
housing opportunities to support urban
restructuring and integration
3.1 Social housing
3.2 Community residential units
Programme Description Additional comments
Subsidy Breaking
New Ground 40 m2 house
Provide a minimum of a 40 m² Reconstruction
and Development Programme house (subsidised
house built between 1994 and pre-September
2004) or a Breaking New Ground house (a
house built according to the BNG policy,
post- September 2004) to families on the
City’s database earning a combined income
of between R0 and R3 500 per month, with
the subsidy amount provided by the National
Housing Department
Bene?ciaries must be on the City’s database
and meet the requirements as prescribed in the
National Housing Code
Consolidation housing programme Facilitate improvements to a unit where people
already own a serviced stand
Access a subsidy for top structure only, currently
R55 706
Peoples Housing Process For households who wish to maximise their
housing subsidy by building or organising the
building of their homes themselves. Bene?ciaries
can apply for subsidies via the project-linked
instrument (the subsidy granted to qualifying
bene?ciaries to enable them to acquire a
house as part of an approved project), the
consolidation instrument (the subsidy granted to
owners of a serviced site for the construction of
a house) or the institutional subsidy (the subsidy
that is available to institutions to enable them
to create affordable housing stock on a deed of
sale, rental or rent to buy option).
Bene?ciaries must comply with prescribed policy
criteria
Emergency Housing Programme Temporary assistance to victims of housing-
related disasters (such as ?re and ?ood
damage), including the provision of temporary
relocation areas (TRAs)
Provide funding for minimum services and shelter
Upgrading of Informal Settlements
Programme
Provide (i) basic services (water, standpipes and
toilet facilities), (ii) permanent services, and (iii)
houses to existing informal settlement areas,
wherever possible (including in situ upgrades)
Participants less restricted than bene?ciaries
who qualify for individual subsidy. Aimed at
permanent areas for upgrades.
Social Housing Programme This is higher-density, subsidised housing
that is implemented, managed and owned
by independent, accredited social housing
institutions in designated restructuring zones
(for rental purposes). Households earning less
than R 7 500 per month qualify.
City has an agreement with various partners
ANNEXURE 5: INTERVENTION CATEGORIES,
DEFINITIONS AND NATIONAL HOUSING SUBSIDY INSTRUMENTS
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
36
Institutional Housing Subsidy
Programme
This mechanism targets housing institutions
that provide tenure alternatives to immediate
ownership.
Rent, with option to purchase after
a certain period
Community residential units This is a programme for the building of new
rental stock (including hostels) and the upgrade
of existing higher-density stock, and caters for
families who prefer rental housing and earn
less than R3 500 per month. The City remains
the owner of the rental units. (The programme
includes the former hostels redevelopment
programme.)
Enhanced Extended Discount
Bene?t Scheme (EEDBS)
This programme allows for the discounting of
an amount up to the prevailing housing subsidy
on the loan, purchase price or purchase balance
for the purchase of state-?nanced properties
occupied before 1 July 1993, and stands
contracted by 30 June 1993 and allocated to
individuals by 15 March 1994.
Gap (affordable housing) This caters for families earning between R3 500
and R15 000 per month.
Implemented by private developers and bought
by homeowners
Financed-Linked Individual Subsidy
Programme (FLISP)
Bene?ciaries earning between R3 501 and R7
000 per month qualify for a subsidy determined
by an incremental band.
Phasing-Out Programme This involves phasing-out of housing subsidies,
and normalising the housing environment in
respect of the housing stock created under the
previous housing dispensation.
Existing tenants in rental stock qualify for this
programme.
ANNEXURE 5: INTERVENTION CATEGORIES,
DEFINITIONS AND NATIONAL HOUSING SUBSIDY INSTRUMENTS
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
37
STATISTICS Population
(2006 estimate)
Land covered in
hectares (ha)
Informal dwellings
(Jun 2006)
Population density
per hectare (ha)
Dwelling units per
hectare (ha)
Integrated Serviced
Land Project (ISLP)
area
307 000
Kosovo (Gugulethu) 11 300
16
(2007) 27 4 459 419 156
Khayelitsha 330 000
Enkanini 24 510 88 12 347 278 140
Mfuleni 20 450
Burundi 4 062 13 1 329 312 102
Cape metro 3 200 000
All informal areas 208 900 1 280 98 031 163 77
Average residential
plot size (m2)
Urban/gross density
17
(du/ha)
Urban extent (ha) Population
estimate (2006)
Belhar 318 11,8 756 49 000
Mitchells Plain
18
217 15 3 052 293 000
Khayelitsha 155 17,2 2 404 330 000
ISLP 140 14,5
19
26 85 307 000
Cape metro
20
470
21
7,7 67 346 3 200 000
16 Source: Upgrade Project Manager.
17 Density always falls with a rise in scale, since national roads, airports, industrial areas, etc. are factored in.
18 This calculation excludes Philippi East; hence the lower population fgure.
19 Includes the Philippi East industrial node.
20 This includes only the urban areas, not the rural areas or the peninsula’s natural areas.
21 Excludes sectional title units. If included, the fgure would come to approximately 395 m
2
.
ANNEXURE 6
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
38
ANNEXURE 7: PROVINCIAL PROJECTS
No Project name (pipeline) Area 2012/13 2013/14 2014/15 Outer
years
Site Unit Site Unit Site Unit
1 Delft Symphony 3 & 5 100
2 Nuwe Begin (1 900: 1 200 Breaking
New Ground (BNG)/700 gap)
Nuwe Begin 1 064 136
3 Our Pride phase 2 180 180 24 24
4 Mamas Pelican Park phase 2 Pelican 129
5 Thembelihle Eagle Park domestic
workers projects
180 180 40 40
6 Delft Symphony boundary noise
wall
Delft 1
7 Delft 7-9 (601) T/S Integrated Rural
Development Programme
Delft 50
8 Joe Slovo; phase 3 Upgrading of
Informal Settlements Programme
900 units increased to 2 886 units
(T/S)
Joe Slovo 800 703 608 1 008 300 300
9 Joe Slovo: Solar water heating Joe Slovo 703 1 008 300
10 New Rest boundary wall 1
11 Boys’ Town triangle services & T/S 197 197
12 Boys’ Town: New Rest & Qabasi 100 100 197 197
13 Blue Downs: Nuwe Begin additional
work scope & social amenities
Expenditure without target until April 2013
(R24 million)
14 Blueberry Hill 350 BNG, 1 000 gap 200 200 150
15 Erf 16161 Paarl no BNG, 1 200 gap 0
16 Belhar CBD, no BNG, 1 000 gap 300 300
17 Highbury, 370 BNG, 180 gap
start 2013 Urban Settlements
Development Grant R10,5 m
approved by City
100 100 170 170
18 Brackenfell National Housing
Finance Corporation units
250
19 Brentwood Par units 87
20 Khayelitsha Violence Prevention
through Urban Upgrading units
200
21 Delft 7–9: Planning, development
and handover of 2 crèches
Delft 7-9 1
22 Planning, development and
handover of family recreation
centre
Delft 7-9 1
23 Planning, development of market
places
Delft 7-9 1
24 Planning, development and
handover of 2 crèches
Delft Symph 1
25 Planning, development and
handover of family recreation
centre
Delft Symph 1
26 Planning, development of market
places
Delft Symph 1
27 Planning, development, and
handover of sport facility
Joe Slovo 1
28 Planning, development of market
places
Joe Slovo 1
29 Planning, development and
handover of community facilities
Boys’ Town 1
These projects are subject to review and change.
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INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
39
ANNEXURE 8: URBAN RENEWAL PROJECTS
URBAN RENEWAL FUNDED PROJECTS 2010 – 2015
MEDIUM TERM EXPENDITURE BUDGET 2011 - 2015
PROJECT NAME PROJECT DESCRIPTION FUNDING SOURCE TOTAL
1 Upgrade of Monwabisi Resort
chalets
Upgrade of chalets, sites, lighting, hard and
soft landscaping
Urban Renewal Programme
Equitable Share Grant (URP ESG)
R8 m
2 Upgrade of Bluewaters Resort
chalets
Upgrade of chalets, sites, lighting, hard and
soft landscaping
URP ESG R11 m
3 Upgrade of Vuyani market
facilities
Upgrade of existing market facilities and
parking area
URP ESG R8 m
4 Bicycle & pedestrian facilities: Provision of pedestrian lanes, bicycle lanes
and place-making
URP ESG R2 m
5 Spine Road waste drop-off
facility
Construction of a drop-off and recycling
centre
URP ESG R4 m
6 Roundabout Caravelle and
Eisleben intersection
Construction of a roundabout and
landscaping of the intersection
URP ESG R2,3 m
7 Upgrade of Khayelitsha Lookout
Hill
Refurbishment of the boardwalk, dune
stabilisation, fencing, parking and
landscaping
URP ESG R5,9 m
8 Upgrade of the Khayelitsha
Training Centre
Upgrade of the existing facility parking and
landscaping
URP ESG R7,150 m
9 Construction of Nonkqubela
Road phase 2
The project entails the provision of a minor
road at Nonkqubela, which is also referred
to as K-section
URP ESG R2,4 m
10 Construction of the Watergate
access road
Construction of the Watergate access road URP ESG R3 m
TOTAL URP ESG R53,75 m
PROJECT NAME DESCRIPTION 2012/13 2013/14 2014/15 FUNDING
SOURCE
TOTAL
1 Upgrade of Monwabisi
Resort chalets
Upgrade of chalets, sites, lighting,
hard and soft landscaping
Urban
Renewal
Programme
Equitable
Share Grant
(URP ESG)
R8 m
Upgrade of
Khayelitsha Training
Centre phase 2
The project is for the construction
of a boundary wall and the
provision of adequate lighting for
the Khayelitsha Training Centre
phase 2
0 R1,5 m R1,5 m Urban
Settlements
Development
Grant (USDG)
R3,0 m
2 Upgrade of Vuyani
market facilities
The project forms part of
the Vuyani gateway node
development. The project entails
the upgrade of the existing
market facilities and a taxi rank.
It also includes the provision
of adequate lighting and
landscaping (hard and soft).
0 R5 m R5 m USDG R10,0 m
3 Planning and upgrade
of recreational
facilities in Khayelitsha
The project is for the
development and upgrade of
recreational facilities for children
and youth in Khayelitsha informal
settlement areas, i.e. Nkanini,
Makhaza and Kuyasa.
R150 000 R850 000 0 USDG R1,0 m
4 The provision of
multipurpose hall in
Heinz Park
The project entails the planning,
design and construction of a
multipurpose hall in Heinz Park
R500 000 R3 m R4 m USDG R7,5 m
URBAN RENEWAL PROGRAMME PRIORITY PROJECTS
CAPITAL PROJECTS
No Project name (pipeline) Area 2012/13 2013/14 2014/15 Outer
years
Site Unit Site Unit Site Unit
1 Delft Symphony 3 & 5 100
2 Nuwe Begin (1 900: 1 200 Breaking
New Ground (BNG)/700 gap)
Nuwe Begin 1 064 136
3 Our Pride phase 2 180 180 24 24
4 Mamas Pelican Park phase 2 Pelican 129
5 Thembelihle Eagle Park domestic
workers projects
180 180 40 40
6 Delft Symphony boundary noise
wall
Delft 1
7 Delft 7-9 (601) T/S Integrated Rural
Development Programme
Delft 50
8 Joe Slovo; phase 3 Upgrading of
Informal Settlements Programme
900 units increased to 2 886 units
(T/S)
Joe Slovo 800 703 608 1 008 300 300
9 Joe Slovo: Solar water heating Joe Slovo 703 1 008 300
10 New Rest boundary wall 1
11 Boys’ Town triangle services & T/S 197 197
12 Boys’ Town: New Rest & Qabasi 100 100 197 197
13 Blue Downs: Nuwe Begin additional
work scope & social amenities
Expenditure without target until April 2013
(R24 million)
14 Blueberry Hill 350 BNG, 1 000 gap 200 200 150
15 Erf 16161 Paarl no BNG, 1 200 gap 0
16 Belhar CBD, no BNG, 1 000 gap 300 300
17 Highbury, 370 BNG, 180 gap
start 2013 Urban Settlements
Development Grant R10,5 m
approved by City
100 100 170 170
18 Brackenfell National Housing
Finance Corporation units
250
19 Brentwood Par units 87
20 Khayelitsha Violence Prevention
through Urban Upgrading units
200
21 Delft 7–9: Planning, development
and handover of 2 crèches
Delft 7-9 1
22 Planning, development and
handover of family recreation
centre
Delft 7-9 1
23 Planning, development of market
places
Delft 7-9 1
24 Planning, development and
handover of 2 crèches
Delft Symph 1
25 Planning, development and
handover of family recreation
centre
Delft Symph 1
26 Planning, development of market
places
Delft Symph 1
27 Planning, development, and
handover of sport facility
Joe Slovo 1
28 Planning, development of market
places
Joe Slovo 1
29 Planning, development and
handover of community facilities
Boys’ Town 1
These projects are subject to review and change.
INTEGRATED HUMAN SETTLEMENTS - FIVE YEAR STRATEGIC PLAN
40
5 The provision of a
multipurpose hall in
Morgen’s Village
Construction of a roundabout
and landscaping of the
intersection
URP ESG R2,3 m
The project entails
the planning, design
and construction of a
multipurpose hall in
Morgen’s Village
R500 000 R3 m R4 m USDG R7,5 m
6 Upgrade of the C-hall
in Mfuleni
The upgrade of the C-hall into a
multipurpose centre
R500 000 R2 m R3 m USDG R5,5 m
7 Bonteheuwel central
business district
Investigate and facilitate the
revitalisation and upgrade of the
decaying CBD for commercial
purposes, and to attract further
private-sector investments to the
area
0 R1,5 m R1,5 m USDG R3,0 m
8 Construction of
pathways in existing
and informal
settlements
The construction of pathways in
existing and informal settlements,
e.g. Bardale, Wesbank, Delft,
Philippi and Lwandle
R500 000 R2 m R2 m USDG R4,5 m
TOTAL R21,5 m R18,85 m R21,0 m R61,35
m
URBAN RENEWAL PROGRAMME PRIORITY PROJECTS
CAPITAL PROJECTS
doc_242276384.pdf