City of Cape Town Council Overview

City of Cape Town
Council Overview
A comprehensive guide to Councils structures, finance, governance, directorates and planning June 2011
CITY UF CAPE TUWN ISIXEKO SASEKAPA STAIJ KAAPSTAD
THIS CITY WORKS FOR YOU
his handbook introduces the City of Cape Town. It provides important orientation information regarding the municipality, its nances, service delivery and capital programmes, and key issues that will be addressed by the new Council. The City is a large, complex and diversied organisation, with a proposed 2011/12 budget of R27,1 billion, which is inclusive of the operating budget of R22 billion. The City has more than 220 councillors and 25 000 staff serving 3,7 million residents across a sprawling and diverse metro of 2 500 square kilometres. The Administration delivers services such as water, electricity, waste removal, sanitation, new infrastructure, roads, public spaces, facilities, housing developments, the upgrade of informal settlements and existing infrastructure, clinics, and more. This city relies heavily on the team work between its elected councillors and the staff in its Administration, and understanding the Citys role and how it works is essential in contributing to successful service delivery. Councillors and political ofce bearers bring external knowledge, experience, and an understanding of the needs of their ward and communities to the City. The policy decisions and resolutions of Council guide the staff and provide them with the mandate to deliver services. Effective service delivery requires an Administration with institutional knowledge, expertise, experience, nancial sustainability, a can do attitude and good governance measures.
A city that runs smoothly contributes to economic growth and job opportunities by attracting businesses and investments, and here Cape Town has notched up major achievements. It successfully hosted the FIFA 2010 Soccer World Cup and gained more than R13 billions worth of new infrastructure in doing so and is recognised as Africas leading tourism, investment and lifestyle destination. However, despite the successes signicant challenges, gaps and needs remain. There is no room for complacency, and a partnership approach between the Council and the Administration is essential. This is based on different, clear roles and responsibilities, a system of delegated authority, an onerous legal and nancial framework. It also requires mutual respect for each others objectives and deliverables. Stable local government where there is continuity, sharing of institutional and external knowledge, joint objectives and efforts all vital for service delivery to all residents. I trust that this publication will give every councillor, ofce bearer, role-player and stakeholder valuable information, context and insight into a city we are immensely proud of.
Achmat Ebrahim City Manager
CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
GLOSSARY
PLANNING
DIRECTORATES
GOVERNANCE
FINANCE
STRUCTURE
OVERVIEW
Foreword
Contents
3 9
Overview of the City of Cape Town
4 5 A brief history of the City Demographic and socio-economic overview
Political and administrative structures

The City of Cape Town is a metropolitan municipality that employs more than 25 000 staff, who serve 3,7 million residents across a 2 400 km2 area. Cape Town is governed by a 221-member city council, which elects the Executive Mayor, Deputy Mayor and Speaker. The City administration is led by the City Manager, supported by an Executive Management Team. 10 Overview of political governance structures 13 Overview of the City administration 14 The Citys staff complement
17 21 25
Finance and budget

In the coming nancial year, the City will spend R27,1 billion on providing services for its residents, and investing in its long-term strategy of infrastructure-led growth and development. The Citys functions, service delivery and growth are not possible without effective revenue collection and expenditure, excellent nancial management and reporting, and viable and sustainable budgeting.
Governance
The City of Cape Town is funded by public money, and is therefore expected to exercise the highest levels of corporate governance. This goes far beyond compliance with the extensive and comprehensive legislation the Citys governance systems are designed to meet or exceed the highest professional standards and recommendations.
The Citys directorates

The Citys service delivery sectors are divided into 12 directorates, each with focused and clear roles and responsibilities. They provide organisational support, services and infrastructure to residents across the metro. Each is responsible for its own planning and budget in accordance with the Citys overall strategy. 27 Ofce of the City Manager 47 Health 29 Internal Audit 49 Housing 31 Community Services 53 Safety & Security 35 Corporate Services 57 Strategy & Planning 61 Transport, Roads & Major Projects 39 Economic, Social Development & Tourism 65 Utility Services 43 Finance
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Plans, frameworks and strategies

In order to meet the needs of its residents and provide a foundation for growth and development, the City has developed several important plans, frameworks and strategies. These range from the ve-year Integrated Development Plan (IDP) to strategies for improving transport. Some of these have been approved, and others are being developed for submission to appropriate Council forums. 75 Integrated Transport Plan 70 Integrated Development Plan 76 Cape Town Spatial Development Framework 71 Service Delivery and Budget Implementation Plan 77 Infrastructure Asset Management Plan 72 Annual and quarterly reporting 78 Draft Events Strategy 73 Local Government Turnaround Strategy 79 Draft Economic and Human Development Strategy 74 City Development Strategy
81
Glossary
The content of the report is as at the end of the term of ofce of the previous Council and administration. Produced by the Communication Department of the City of Cape Town. Editing, design and production: The Creative Store. Photographs: Bruce Sutherland and Jan du Plessis. Printing: Frantic Digital
The City of Cape Town, as a metro municipality, is just ten years old, but as South Africas oldest city, it has a municipal governance and service delivery heritage that dates back more than 300 years. Council is responsible for continuing and strengthening this proud tradition, and delivering the best infrastructure, services and economic opportunities to Cape Towns 3,7 million residents.
In this section A brief history of the City Demographics and socio-economic overview CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 3
GLOSSARY
PLANNING
DIRECTORATES
GOVERNANCE
FINANCE
STRUCTURE
OVERVIEW
Overview of the City of Cape Town
A brief history of the City

KEY DATES The rst Council meeting was held on 8 April 1652 on a sailing ship. A legislative council was formed in 1834. In 1838, the rst municipality, covering Green Point and Sea Point, was formed. The Cape Town Municipality was established in 1840. In 1900, there were 11 local authorities, but by 1913, eight of these merged into Cape Town. By 1994, Greater Cape Town had 39 local authorities and 19 administrations. In 1996, these 58 entities were merged into seven. These seven entities were merged into the City of Cape Town on 4 December 2000. he City of Cape Town as the municipal entity of today is just over ten years old. However, the Mother City has the oldest municipal structure in the country, going back to its rst Council meeting held on 8 April 1652 on a sailing ship anchored in Table Bay. Three days before, Jan van Riebeeck and a party of around 200 men and women had arrived to set up a replenishment station for the Dutch East India Company Vereenigde Oost-Indische Compagnie (VOC). This council of policy meeting, to decide on the layout and construction schedule for a vegetable garden, settlement and a fort was held on board the Dromedaris, as there were not yet structures on land. From company settlement to colony The VOC administered the settlement as a business, not as a civic entity. Residents did, over time, acquire increasing representation on the council of policy, and on the councils that managed public safety and hygiene. However, the VOCs fortunes eventually faded, and the Company collapsed in 1798. Administratively, Cape Town became a Dutch colony. The Capes position on the trade route to the East Indies made it strategically and economically important, and it changed hands several times. British forces captured Cape Town in 1795, but it was returned to the Netherlands by treaty in 1803. Cape Town, by then a possession of the Batavian Republic and managed by a governor and an executive council of four salaried ofcials, was granted the status of a town, complete with a coat of arms. Britain occupied the Cape again in 1806 following the Battle of Blaauwberg, and in 1814, the Cape was ceded to Britain, and became the capital of the newly formed Cape Colony. To manage the new administrative capital, a legislative council was formed in 1834. The municipal era This was followed, in 1838, by the creation of a municipality covering Green Point and Sea Point. On 3 March 1840, the Cape Town Municipality was established, to administer a town with a population of 20 016 people. The Board of Commissioners and Wardmasters was formed to shape regulations for the town, regulate income and expenditure, and set property rates. In the following year, the villages of Mowbray, Rondebosch, Claremont and Wynberg combined to form the Liesbeek Municipality. In 1886, however, Wynberg broke away, followed shortly afterward by Claremont, and, in 1890, by Mowbray and Rondebosch. In 1867, the Cape Town Municipality Amendment Act, granting full municipal government, was enacted by the Cape Colonial Parliament. It made provision for 18 town councillors and a mayor. By 1900, there were 11 local authorities the munic-
ipalities of Cape Town, Claremont, Green Point and Sea Point, Kalk Bay, Maitland, Mowbray, Rondebosch, Simons Town, Woodstock and Wynberg, and the Cape Rural Council, which administered non-municipal areas. But by 1910, it had become apparent that having many small municipalities was inefcient. There was a duplication of resources and skills, and there was a bigger problem an acute water shortage. Individually, the municipalities could not afford to build their own dams, and the logical solution was to pool resources. The rst unicity In 1912, in the face of severe water restrictions, a municipal union conference was held, and the outcome was that, in September 1913, the eight municipalities of Cape Town, Claremont, Green Point and Sea Point, Kalk Bay, Maitland, Mowbray, Rondebosch and Woodstock combined into the City of Cape Town. Wynberg remained a separate municipality until 1927, when water shortages forced it to join Cape Town. As the citys population increased, many surrounding suburbs and villages grew into municipalities. Fish Hoek was incorporated in 1940, and by 1945, the end of World War II, four new municipalities Bellville, Durbanville, Goodwood and Parow were formed. Pinelands became a municipality in 1948, and Milnerton one in 1955. Eventually, Greater Cape Town had 39 local authorities and 19 administrations. After the 1994 elections, municipal government underwent a complete overhaul. This was driven by the desire to do away with racially based entities, and also because many of the thousands of local authorities around the country were too small to be effective. From 58, to seven, to one On the eve of the 1996 local government elections, the 58 entities that made up metropolitan Cape Town were combined into seven the municipalities of Blaauwberg, Cape Town, Helderberg, Oostenberg, South Peninsula, Tygerberg and the umbrella Cape Metropolitan Council. The City of Cape Town itself came into being at midnight on 4 December 2000, when these seven entities were merged into the Cape Town Unicity. At the same time across the country, 283 other municipal councils (another ve metropolitan councils, 231 local councils and 47 district councils) were also established. The new Unicity had more than 27 000 staff and a budget of R8,9 billion (a capital budget of R2,1 billion and an operating budget of R6,8 billion). At a practical level, there was the huge challenge of merging staff, functions, systems, infrastructure and equipment from the seven administrations into one entity. Just over a decade later, the City now has a staff complement of just over 25 000 employees, and a budget of R27,1 billion (a capital budget of R5,070 billion and an operating budget of R22,1 billion). CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
The Kaapstad seal the oldest civic coat of arms in South Africa which was granted by the Commissioner-General of the Batavian Republic, AJ de Mist, in June 1804. 4
1. POPULATION TRENDS AND PROJECTIONS

5,4 5,2 5,0 4,8 4,6 Population in millions 4,4 4,2 4,0 3,8 3,6 3,4 3,2 3,0 2,8 2,6 2,4 1996 2001 2006 2011 2016 2021 2026 2031 High growth projection Medium growth projection Actual population (trend) Actual population (measured)
GLOSSARY
PLANNING
DIRECTORATES
he Mother City is South Africas oldest city, its second-most populous and, with an area of 2 455 km2, its largest. It is the legislative capital of South Africa, the administrative and economic centre of the Western Cape Province, and Africas third-biggest economic hub. It produces 10,58% of South Africas gross domestic product (GDP) and accounts for more than 71% of the Western Capes economic activity. The city has a diversied economy, and the three biggest sectors are: nance, insurance, property and business services; manufacturing; and wholesale and retail trade, catering and accommodation much of this tourism-driven.
Population Like other South African metros, Cape Town is characterised by a growing population, with an estimated annual growth rate of 3%. The population of Cape Town was estimated to be 3,7 million in 2010. When determining the projected population growth, birth rates, death rates, migration and the incidence of HIV/Aids are taken into account.
KEY FACTS In 2010, Cape Towns population was estimated to be 3,7 million. The annual growth rate is 3%. The population could increase to 4,3 million over the next 20 years. Half of the people of Cape Town are younger than 26 years. In 2010, the estimated number of households was 1 060 964. This is projected to increase to 1,45 million by 2019. 72,5% of households live in formal dwellings, 17,1% live in informal dwellings, and 10,4% are backyarders.
GOVERNANCE
Cape Town is Africas most-visited tourist destination, and the recipient of numerous travel and destination awards. Tourism, conferences and conventions provide almost 10% of the provinces GDP, and these activities are an important driver of economic growth.
FINANCE
STRUCTURE
OVERVIEW
Demographic and socio-economic overview
2. HOUSEHOLDS BY TYPE OF DWELLING Dwelling type Formal dwelling Informal dwelling in yard Informal dwelling in settlement Other (e.g. caravan, tent, traditional) Unspecied
1996 79,28% 3,34% 15,87% 0,66% 0,85%
2001 78,83% 4,34% 14,50% 2,33%
2005 76,76% 5,89% 12,62% 4,01% 0,72%
2006 75,50% 8,74% 12,57% 3,19%
2007 71,63% 10,67% 12,24% 5,01% 0,45%
Source: Statistics South Africa 1996 Census, 2001 Census and General Household Surveys
KEY FACTS Average household size declined from 3,92 to 3,72 members. The percentage of households living in formal dwellings has declined from 79,3% to 71,6%. Those households in informal dwellings in yards have increased from 3,3% to 10,7%. An estimated 291 826 households live in informal dwellings. This number is projected to grow to 417 213 by 2019. 89,7% of households are connected to an electricity supply. Refuse is removed from 95,0% of households. In 2009, 93,2% of households had access to a toilet connected to the public sewer system. 1,8% of households have no access to toilet facilities, 3,7% use a bucket toilet, and 0,2% a pit toilet without ventilation. In 2009, 99,6% of all households had access to piped water. 48,3% of adults have a Grade 12 or higher level of education.
As migration into Cape Town from rural areas and other provinces is the most uncertain of all the variables, the population growth was projected using a low, medium and high migration rate. Based on current and recent population data, the medium projection rates from a study in 2000 (by Professor Rob Dorrington of the University of Cape Town) give the best estimate of what the projected population of the city could be in 20 years time, and are currently the agreed gures used for future planning. By 2031, the population of Cape Town is projected to grow to at least 4,3 million. Cape Towns population is relatively young, with 28,3% of the population younger than 15 years, and 5,2% older than 64 years in 2009. The median age of the population is 26 in other words, half of the people of Cape Town are younger than 26. Households and dwellings The number of households in the city is growing at a faster rate than the population. In 2010, the estimated number of households in Cape Town was 1 060 964, and this number is projected to increase to 1,45 million by 2019. The average household size for all households in Cape Town has, however, declined from 3,92 people per household in 1996 to 3,72 in 2001. This places additional demand on the provision of housing, as there are an increasing number of households needing shelter. Formal and informal A formal dwelling is dened as a structure built according to approved plans, such as a house on a separate stand, at or apartment, townhouse, or atlet. An informal dwelling is dened as a makeshift structure not erected according to approved architectural plans, for example shacks or shanties in informal settlements or in backyards (Statistics SA). The percentage of households living in formal dwellings has declined from 79,3% in 1996 to 71,6% in 2007. The percentage of households living in infor3. ECONOMIC AND EDUCATION INDICATORS
mal dwellings in settlements has declined from 15,9% in 1996 to 12,2 % in 2007, while households in informal dwellings in yards have increased from 3,3% to 10,7% over the same period. The number of households living in informal dwellings has been increasing signicantly, and was estimated to be 291 826 in 2010. Projections indicate that this trend will continue, unless innovative ways to signicantly increase the delivery of low-cost housing are found. The number of households living in informal dwellings is estimated to grow to 417 213 by 2019. Access to services The information below is derived from the Statistics SA 2009 General Household Survey and is not a direct measure of possible backlogs in service delivery by the different services. City services are not delivered to households as such, but to erven (properties) in the formal areas, and to service points in other areas. In 2009, 89,7% of all households were connected to mains electricity supply, with 53,7% of these households being supplied by the City of Cape Town. In some of the northern and eastern parts of the Cape Town municipal area, electricity is supplied by Eskom. Refuse was removed from 95,0% of all households in 2009, either by the City of Cape Town or by businesses contracted for this service by the City, and 3,6% used a communal refuse dump or communal container. A total of 93,2% of households had access to a toilet connected to the public sewer system in 2009. Another 0,8% had access to a ush toilet connected to a septic tank, a chemical toilet or a ventilated pit toilet, all of which are considered by national standards to be acceptable as a basic level of service. Of all households having adequate toilet facilities, 91,4% of these facilities are on their property, being either in their dwelling or in their yard, 2,4% are less than 200 m from their dwelling, and 0,1% are more than 200 m from their dwelling. In 2009, 99,6% of all households had access to piped water, with 76,7% having piped water in their
Annual income threshold Households with income below annual threshold Adults (20+) with highest qualication lower than Grade 12 Economically active unemployed Labour force in unskilled occupations
Sources: Statistics South Africa 1996 Census, 2001 Census, City of Cape Town
1996 R12 000 24,66% 67,07% 19,55% 22,85%
2001 R19 300 39,00% 62,03% 29,38% 21,46%
2009 R42 000 34,63% 49,88% 24,15% 19,91%
50%
40%
Black Africans Coloureds Whites Total
20%
10%
0% 1996 2001 2005 2006 2007 2008 2009 2010
dwelling and 14,7% in their yard. Public taps were used by 7,4% of all households, and 0,8% used a neighbours tap. Only 0,3% of all households rely on access to piped water that is more than 200 m from their dwelling. Socio-economic indicators The percentage of adults whose highest qualication is less than Grade 12, and the percentage of the labour force in unskilled occupations, have declined since 1996. Unemployment rose sharply in 2001, but has shown some decline since. There has been an increase in the percentage of households earning less than the income threshold since 1996. The income threshold is currently R3 500 per household per month. Education Encouragingly, there is an increasing number of adults who have at least Grade 12 as their highest level of education. In 2009, 48,3% of adults in Cape Town had a Grade 12 or higher level of education, with just 1,4% having had no formal education. However, access to tertiary education is still a challenge for many. Having a higher level of education increases the likelihood of nding employment, and this, in turn, will help reduce the unemployment rate. In 2009, of the population aged 15 years and older, 1,3% were totally illiterate and 7,2% were functionally illiterate. Only 42,2% of children under the age of ve years were exposed to early childhood development (ECD) activities, but 96,5% of those aged 5 to 14 years 5. HEALTH INDICATORS Infant mortality rate Incidence of HIV ART-dispensing facilities People registered for ART 2003 25,16%
were attending an educational institution. Income and unemployment Household income is one of the indicators of poverty. Of all households in Cape Town, 34,6% have a monthly income of less than R3 500 (Statistics SA, 2009). Unemployed persons are dened by Statistics SA as those aged between 15 to 64 years who: were not employed at the time of the survey; actively looked for work; had tried to start a business in the four weeks preceding the survey; and were available for work, i.e. would have been able to start work or a business in the week of the survey. Unemployment in Cape Town was at its highest (29,2%) in 2001; declined to 15,1% in 2006, and rose again to 25,82% in 2010, the highest rate since 2001. Cape Town needs to create an environment that will both enable and encourage economic growth in the region. This, in turn, will result in the creation of more job opportunities, and will lead to reduced levels of unemployment. Health indicators Cape Towns infant mortality rate the number of deaths of children under the age of 1 out of every 1 000 live births has shown a signicant decline, from 25,16 in 2003 to 20,76 in 2009. However, the incidence of HIV in Cape Town has increased from 17,0% in 2005 to 18,2% in 2009 (see Table 5). This is higher than that for the Western Cape as a whole, which was at 16,8%, but is signicantly
KEY FACTS Of those aged 15 and older, 1,3% were totally illiterate and 7,2% were functionally illiterate in 2009. 42,2% of children under the age of 5 were exposed to early childhood development (ECD) activities in 2009. 96,5% of those aged 5 to 14 attend an educational institution. The unemployment rate in 2010 was 25,82%, the highest since 2001. The incidence of HIV has increased from 17,0% in 2005 to 18,2% in 2009. 52 141 people with HIV are registered for antiretroviral treatment (ART). The overall crime rate has shown a decline the murder rate has decreased, but drugrelated and commercial crimes are on the increase.
Source: Health Department, City of Cape Town and the Western Cape Department of Health
GLOSSARY
2004 23,74%
2005 22,28% 17,0%
2006 21,40% 18,2% 28 17 646
2007 20,28% 17,6% 35 25 544
2008 19,78% 18,3% 44 37 355
2009 20,76% 18,2% 50 52 141
PLANNING
DIRECTORATES
GOVERNANCE
FINANCE
STRUCTURE
30%
OVERVIEW
4. UNEMPLOYMENT TRENDS 60%
lower than that for South Africa overall, where the incidence was at 29,4% in 2009. The number of people with HIV registered for antiretroviral treatment (ART) has increased from 17 646 in December 2006 to 52 141 in December 2009. In the same period, the number of facilities dispensing ART has increased from 28 to 50. These gures do not include treatment at private facilities. Crime The overall crime rate (measured by reported crime) has shown a decline in Cape Town from 9 513 per 100 000 in 2003/4 to 8 032 in 2009/10. The incidence of murder is showing a decreasing trend, but is still high, with 1 521 murders reported in 2009/10. Commercial crime is showing an increasing trend, with 9 280 commercial crimes reported in 2009/10, and drug-related crime has shown a dramatic increase, with 39 175 reported cases in 2009/10, an increase of more than 300% since 2003/4. Although the overall crime rate has shown a decline in Cape Town, the level of crime and its associated
social and psychological consequences continue to be an area of concern. Of particular concern is the dramatic increase in drug-related crime. As high levels of crime can negatively affect the economy in the city, this, in turn, can lead to rising poverty. The way forward To meet the current and future needs of its residents, the City has formulated strategies and policies to guide development and growth. Central to these is the Integrated Development Plan (IDP), which is a ve-year plan, revised every year, informing the Citys policy and budget decisions. The incoming Council is required to revise the IDP for its term of ofce. The IDP is, in turn, shaped by policies relating to spatial development, transport, housing, social development, economic growth, environmental stewardship, and more. Information on the IDP and associated strategies and policies can be found in the Plans, frameworks and strategies section on page 68.
Political and administrative structures
The City of Cape Town is a metropolitan municipality that employs more than 25 000 staff, who serve 3,7 million residents across a 2 400 km2 area. Cape Town is governed by a 221-member City Council, which elects the Executive Mayor, Deputy Mayor and Speaker. The City administration is led by the City Manager, supported by an Executive Management Team.
In this section Overview of the political governance structures Overview of the City administration The Citys staff complement CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 9
GLOSSARY
PLANNING
DIRECTORATES
GOVERNANCE
FINANCE
STRUCTURE
OVERVIEW
Overview of political governance structures
ape Town is a metropolitan municipality, governed by a city council. Council is both a legislative and ad executive body, and the Constitution empowers Council to make decisions concerning the exercise of all the powers and the performance of all the functions of the municipality. The governance structure The diagram below shows the political governance arrangements in place before the 2011 local government elections, established in terms of the relevant sections of the Municipal Systems Act. The following political structures are provided for: Council Council is the legislative and executive body responsible for governing Cape Town. Following the 2011 local government elections the size of Council increased from 210 to 221 councillors 111 ward councillors and 110 proportional (party list) councillors. Council elects the Executive Mayor, the Executive Deputy Mayor, the Speaker and the chairs of Section 79 Committees, and appoints the City Manager, the Chief Whip, and the Section 57 managers. Some of Councils many functions include: the development and implementation of bylaws, the Integrated Development Plan, tariffs for rates and services and the budget, and service-level agreements. Council also debates local government issues and raties or rejects proposals, and disposes of capital assets. Decisions taken by Council are implemented by the Citys Executive Management Team (EMT).
The Speaker The Speaker is the chairperson of Council and presides over Council meetings. He or she is responsible for managing community participation in local government, particularly through the ward forums, by ensuring they function effectively. The Speaker is elected by Council. The Executive Mayor The Mayor is the head of local government in Cape Town. He or she is elected by Council every ve years and has statutory powers and functions. The mayor identies the needs of the municipality, and recommends to Council ways and means for the realisation of those needs by means of the Integrated Development Plan and budget. He or she monitors the administration, reviews the performance of the municipality and oversees service delivery. The Executive Mayoral Committee The Mayoral Committee (Mayco) exercises the powers, functions and duties designated to it by Council and delegated by the Executive Mayor. Designated powers, functions and duties are performed and exercised by the Executive Mayor together with the members of the committee. Members are appointed to Mayco by the Executive Mayor. Mayco members held the following portfolios before the local government elections: Community Services Corporate Services and Human Resources Economic Development and Tourism
THE CITYS POLITICAL STRUCTURES
Speaker
Council
SCHEDULE 1 Disciplinary Committee Subcouncils Wards SECTION 62 Planning and General Appeals Committee
SECTION 79 Homeless Agency Committee Rules Committee Standing Committee on Public Accounts (SCOPA) Spatial Planning, Environment and Land Use Management Committee (SPELUM) SECTION 166 Audit Committee
SECTION 79 PORTFOLIO COMMITTEES Community Services Corporate Services Economic Development & Tourism Finance Health Housing Planning & Environment Safety & Security Social Development Transport, Roads & Major Projects Utility Services
Executive Mayor Mayoral Committee SECTION 80 COMMITTEES Energy Committee Ad hoc committees City Development Strategy Delegations Task Team Informal Settlements SA Police Service Act Civilian Oversight Committee
10
Permanent Section 80 committees advise Council on matters relating to energy, land use and planning, and homeless people. Finance Health Housing Planning and Environment Safety and Security Social Development Transport, Roads and Major Projects Utility Services programmes undertaken by the City in this regard are properly implemented, and stay on track. Rules Committee The Rules Committee is concerned with the rules of procedure of Council and its committees. These rules are intended to allow for orderly debate by as many councillors or members as is possible within reasonable time constraints. Spatial Planning, Environment and Land Use Management Committee (SPELUM) The terms of reference of this committee relate to spatial planning, town planning, the environment and related matters. The committee considers land use and zoning applications, and does so in the broader context of environmental and heritage impacts. Standing Committee on Public Accounts (SCOPA) SCOPA is the mechanism through which Council exercises oversight over the expenditure of public money. As far as nancial management is concerned, SCOPA enables Council to full its constitutional obligation to scrutinise and oversee executive action, by holding the accounting ofcer and councillors accountable for their spending of ratepayers money and their stewardship over public assets in order to ensure regular, economical, efcient and effective local government spending. SCOPA conducts its affairs in a non-party political manner so as to maximise the effectiveness of its work. The committee ensures that the Citys oversight report, as envisaged in Section 129 of the Municipal Finance Management Act (MFMA), is prepared for adoption by Council, and investigates and advises Council in respect of unauthorised, irregular or fruitless and wasteful expenditure in terms of Section 32(2) of the MFMA. Section 80 Committees Council appoints section 80 committees to assist either an executive mayor or an executive committee when necessary, to assist with the efcient performance of 11
Committees of Council
A municipal council may in terms of the Structures Act appoint committees to: exercise any of its functions or obligations (section 79 committees) assist the executive mayor (section 80 committees). Section 79 committees Council appointed 11 portfolio committees and their terms of reference included policy formulation and implementation within their specic functional areas. Portfolio committees are chaired by councillors, who are appointed by full Council. The following portfolio committees existed before the 2011 local government elections: Community Services Corporate Services and Human Resources Economic Development and Tourism Finance Health Housing Planning and Environment Safety and Security Social Development Transport, Roads and Major Projects Utility Services Homeless Agency Committee The Homeless Agency Committee is the political oversight body that ensures that issues relating to street people (street children, adults and street youth) are adequately addressed, and that previous and future CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
GLOSSARY
PLANNING
DIRECTORATES
GOVERNANCE
FINANCE
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OVERVIEW
Subcouncils and ward forums provide the link between residents and the administration.
functions. The following committee existed before the 2011 local government elections Energy Committee The functional area of the Energy Committee includes, but is not limited to, non-fossil fuel-generated energy sources, renewable energy and renewable fuels, climate change and global warming, and reduction in carbon emissions and pollution within the city. The committee is responsible for driving the effective integration of, and delivery on, all energy matters in the City. Council also appoints the following committees in terms of the Municipal Systems and Structures Acts: Disciplinary Committee This Schedule 1 committee investigates and makes a nding on any alleged breach of the Code of Conduct for Councillors, and make appropriate recommendations to Council. Also, it is concerned with investigating and making ndings on non-attendance of meetings, and imposing nes as determined by Councils rules of order. Planning and General Appeals This Section 62 committee considers appeals against decisions taken in terms of a power or duty delegated or sub-delegated by a delegating authority to a political structure, political ofce-bearer, councillor or staff member. Ofce of the Speaker The Ofce of the Speakers responsibilities range from coordination of all processes owing from subcouncil delegations, disciplinary investigations in terms of the code of conduct for councillors, and the rules of meetings of political structures. Subcouncils Subcouncils are established to assist the municipality in the performance of its duties and the exercise of its powers on a decentralised basis. A metropolitan subcouncil may advise the Council 12
on what duties and powers should be delegated to it. The terms of reference of subcouncils are as follows: To make recommendations to Council on any matter affecting its area of jurisdiction To exercise any power, duty or function delegated to it by Council in respect of its area of responsibility To exercise any power, duty or function conferred upon it in terms of the Subcouncil Bylaw Ward forums Council, by virtue of the operation of Section 17 of the Municipal Systems Act and Section 72 of the Structures Act, resolved to establish public participatory mechanisms, called ward forums, in all of the wards of the City of Cape Town. Council further resolved that the nature and type of ward forums are to be determined by subcouncils and as such ward forums exist as a public participatory mechanism at subcouncil level. The Ofce of the Speaker, in terms of the System of Delegations, is charged with the overall oversight of said ward forums. As a public participatory mechanism, ward forums serve as a conduit for information into and out of the City. Ward forums further make recommendations to relevant ward councillors or subcouncils and also serve as a tool to measure service delivery in their respective wards. Ofce of the Chief Whip The Chief Whip, who represents the whips in general, is appointed by Council and has been delegated certain functions by Council. The Chief Whips responsibilities include: ensuring that each of the political parties are fairly represented on the various committees; maintaining sound relations between the various political parties; attending to disputes between political parties; and assessing the professional needs of the councillors, arranging suitable training to develop political governance capacity, and improving councillors individual skills. CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
he City administration is led by the City Manager, supported by an Executive Management Team (EMT) appointed in terms of Section 57 of the Municipal Systems Act. The City administration is currently structured as follows: Executive Management Team Each member of the Executive Management Team (EMT) heads a directorate responsible for key functions of the organisation (see the Directorates section on page 25). The EMT implements Council decisions, and leads the Citys drive to
achieve its strategic objectives, as outlined in the Integrated Development Plan (IDP) adopted each year. Ofce of the City Manager The Ofce of the City Manager (OCM) is responsible for all aspects of the Citys governance and compliance with the relevant legislation and best practice. Responsibilities include interface with residents, executive support and forensics, and the ombudsman. The OCM is also responsible for the IDP.
THE CITYS EXECUTIVE STRUCTURE
Ofce of the City Manager Ombudsman Forensics Executive Support Governance & Interface Integrated Development Plan Organisational Performance Management Achmat Ebrahim City Manager
EXECUTIVE MANAGEMENT TEAM
Zulpha Abrams Chief Audit Executive
Lokiwe Mtwazi Executive Director: Community Services
David Beretti Executive Director: Corporate Services
Ruby Gelderbloem Acting Executive Director: Economic, Social Development & Tourism
Mike Richardson Executive Director: Finance (Chief Financial Ofcer)
13
GLOSSARY
Dr Ivan Bromeld Executive Director: Health Acting Executive Director: Strategy & Planning
Hans Smit Executive Director: Housing
Richard Bosman Executive Director: Safety & Security
Mike Marsden Executive Director: Transport, Roads & Major Projects
Lungile Dhlamini Executive Director: Utility Services
PLANNING
DIRECTORATES
GOVERNANCE
FINANCE
STRUCTURE
OVERVIEW
Overview of the City administration
The Citys staff complement

he City of Cape Town is a service organisation, and its services are delivered primarily through its employees. Therefore, a sizeable portion of the R27,1 billion budget is absorbed by a workforce of more than 25 000 employees. The staff budget for 2011/12 is R7 013 931 370 more than R7 billion. Overall staff numbers As of 1 April 2011, there were 25 383 permanent and temporary employees and 2 139 funded vacancies. A funded vacancy is a position that has been identied, described and budgeted for, but has not yet been lled by a suitable person. The distribution of City staff by occupational category and by directorates is given in the table below. Training budget There is an acute shortage of skills, at both local and national level, and to address this, the City invests heavily in training. The Citys 2011/12 budget for the OCCUPATIONAL CATEGORY Legislators, senior ofcials and managers Professionals Technicians and associate professionals Clerks Service and sales workers Craft and related trades workers Plant and machine operators and assemblers Elementary occupations TOTALS DIRECTORATE City Health Community Services Corporate Services Economic & Social Development Finance Housing Internal Audit Ofce of the City Manager Safety & Security Strategy & Planning Transport, Roads & Major Projects Utility Services Strategic Support Project Monitoring Unit Service Regulation and Logistics Cape Town Electricity Solid Waste Management Water and Sanitation Total Utility Services staff TOTALS 14
training and development of its staff is R61,3 million. This money is spent in the following areas: Technical training General training (including occupational health and safety, labour relations, diversity, etc) Leadership development Adult education and training Bursaries (both internal and external) Learnerships Internships In-house training for students Employees cover a skills range of almost all the occupations found in commerce and industry. Trade union information There are two recognised trade unions within the City of Cape Town, with an overall 87,5% level of unionisation. Of those who belong to a union, 12 282 employees are afliated to the South African Municipal Workers Union (SAMWU) and 9 294 employees are afliated FILLED POSTS VACANT POSTS (Temporary) 0 30 32 171 130 227 104 510 754 181 2 258 31 421 467 341 1520 2139 FILLED POSTS VACANT POSTS (Temporary) 148 59 658 227 16 131 6 64 24 113 32 55 0 2 8 35 478 233 12 42 8 182 1390 1143 0 0 0 1 0 0 0 1 97 285 10 235 23 474 130 996 1 520 2139 TOTAL 291 2057 2395 6263 3618 2466 3552 6880 27522 TOTAL 1560 4392 1857 388 1620 802 56 342 3961 813 1891 17682 3 2 4 13 2556 3251 4011 9840 27522
FILLED POSTS (Permanent) 261 1854 2038 5649 2683 2206 3100 6072 23863 FILLED POSTS (Permanent) 1353 3507 1710 318 1483 715 54 299 3250 759 1701 15149 3 1 4 12 2174 3006 3514 8714 23 863
to the Independent Municipal and Allied Trade Union (IMATU). There is a national bargaining council, the South African Local Government Bargaining Council, with a metropolitan division. Five local labour forums address problems at a directorate or departmental level. Various collective agreements govern the relationship between the unions and the employer, and determine what is dealt with at each level of bargaining: national, metropolitan and local. Councillors form part of the team, which represents the City at all three levels. The City has enjoyed a high level of industrial stability over the past ve years, with very few strikes arising from local disputes. This is in part attributable to the collective bargaining and HR strategies, which have been aimed at both stabilising the administration and building constructive relationships with both unions. The organisational realignment process During this period, the City implemented a major project aimed at stabilising the administration, called the organisational realignment process (ORP). This project placed all employees into standardised, comparable positions, on a single set of conditions of service and a single payscale.
The process included parity of payment for many employees, bringing their salaries onto the same scale as their colleagues, and recognising levels of competence or experience. During the same period, the ve local labour forums were established, providing a signicant platform for employees to raise concerns and engage constructively on local-level issues within departments and directorates. The nal phase of this roll-out is the formal evaluation of every position in the City in terms of a standard national job evaluation system called TASK. This project is well under way and is expected to take another 18 months to complete. The City has received recognition from the Department of Co-operative Government and Traditional Affairs for its Human Resources Strategy, which is embedded in the Integrated Development Plan (IDP), and provides direction for the various human resources interventions. The City is one of the few local authorities with such a strategy in place. Business improvement and transformation The City has adopted an Organisational Development and Transformation Plan, which drives three strategies to ensure the optimal provision, organisation and deployment of City staff. The strategies are as follows:
15
GLOSSARY
PLANNING
DIRECTORATES
GOVERNANCE
FINANCE
STRUCTURE
OVERVIEW
Development of institutional frameworks and business systems to ensure delivery of the Community Development Strategy Implementation of human capital management systems and processes to enhance staff alignment with business needs, and improve staff morale and performance Implementation of efciency gains through business
improvement interventions The plan spells out the expected outcomes and the key performance indicators to ensure successful implementation. The key general goals are to improve community satisfaction; improve operational efciency; improve employee satisfaction (loyalty indicator), and improve governance.
THE CITYS EMPLOYMENT EQUITY PROFILE

Female African Coloured Indian White Benchmark target (%) 13,85 23,80 0,37 8,08 Top management (T23+) Actual 1 2 0 0 Percentages 8,33 16,67 0,00 0,00 Overall target 2 3 0 1 Target short/over 1 1 0 1 Senior management (T19 - T22) Actual 4 3 0 7 Percentages 5,80 4,35 0,00 10,14 Overall target 10 16 0 6 Target short/over 6 13 0 -1 Professionally qualied and experienced (T14 - T18) Actual 84 179 5 204 Percentages 4,68 9,98 0,28 11,37 Overall target 248 427 7 145 Target short/over 164 248 2 -59 Skilled technical and academically qualied (T9 - T13) Actual 728 1145 14 531 Percentages 11,69 18,39 0,22 8,53 Overall target 862 1482 23 503 Target short/over 134 337 9 -28 Semi-skilled and discretionary decision-making (T5 - T8) Actual 979 1862 10 419 Percentages 10,78 20,51 0,11 4,61 Overall target 1258 2161 34 734 Target short/over 279 299 24 315 Unskilled and dened decision-making (T1 - T4) Actual 559 1014 4 23 Percentages 6,72 12,18 0,05 0,28 Overall target 1153 1981 31 672 Target short/over 594 967 27 649 Race/gender rep. % 9,23 16,49 0,13 4,64 TOTALS 2355 4205 33 1184
16
Total 46,10 3 25,00 6
Male African Coloured Indian 15,89 27,37 0,55
Total
Disability Target
White 10,09 5 41,67 1 -4 29 42,03 7 -22 700 39,02 181 -519 945 15,18 628 -317 364 4,01 916 552 71 0,85 840 769 8,29 2114
Total 53,90 9 75,00 6
100,00 12 100,00 12 12 69 100,00 69 68 1794 100,00 1794 1794 6 225 100,00 6 225 6 225 9080 100,00 9080 9080 0
1 8,33 2 1 11 15,94 11 0 127 7,08 285 158 595 9,56 989 394 1407 15,50 1443 36 2305 27,70 1322 -983 17,43 4446
3 25,00 3 0 14 20,29 19 5 473 26,37 491 18 2243 36,03 1704 -539 4024 44,32 2485 -1539 4338 52,13 2278 -2060 43,51 11095
0 0,00 0 0 1 1,45 0 -1 22 1,23 10 -12 24 0,39 34 10 15 0,17 50 35 8 0,10 46 38 0,27 70
14 20,29 32
55 79,71 37
472 26,31 827
1322 73,69 967
36
2418 38,84 2870
3807 61,16 3355
125
3270 36,01 4186
5810 63,99 4894
182
1600 19,23 3836 30,50 7777
8322 100,00 8322 8322 69,50 100.00 17725 25502
6722 80,77 4486
166
510
In the coming financial year, the City will spend R27,1 billion providing services for its residents and investing in its long-term strategy of infrastructure-led growth and development. The Citys functions, service delivery and growth are not possible without effective revenue collection and expenditure, excellent financial management and reporting, and viable and sustainable budgeting.
In this section The budget The Medium-term Revenue and Expenditure Framework (MTREF) The Citys overall nancial health
17
GLOSSARY
PLANNING
DIRECTORATES
GOVERNANCE
FINANCE
STRUCTURE
OVERVIEW
Finance and Budget
M
KEY FACTS The budget for the 2011/12 nancial year is R27,1 billion, a 17,5% increase over the previous years R23,1 billion. The operating budget is R22,1 billion, a 13,3% increase on the R19,5 billion for the previous nancial year. The capital budget is R5,070 billion, an increase of 26,9% from R3,995 billion in the previous nancial year. The biggest capital expenditure items will be in the directorates of Utility Services, Transport, Roads and Major Projects and Housing. Operating income will rise from R19,4 billion to R21,9 billion. The City collected 94,39% of billing for rates and services. The City spent 83,0% of its capital budget and 97,4% of its operating budget in 2009/10. The City received its sixth unqualied audit from the national Auditor-General. Cape Town has an excellent investment rating of Aa2.za. 18
unicipal nances are extremely complex: They involve public money, and as a consequence, are closely regulated by very specic and exacting legislation that requires accountability, cost-effectiveness, efciency and transparency. As a municipality is an organisation that serves residents, the process of shaping strategies and deciding how income will be raised, and how it will be spent, is a public process. Strategies and budgets must reconcile diverse economic, developmental and social needs with current and future nancial and social realities. These needs and realities are ongoing, and meeting them generally requires years of planning and implementation within complex regulatory, logistical and public-participation parameters. The Citys nances are therefore managed in the context of longer-term strategies and plans, such as the ve-year Integrated Development Plan (IDP). The IDP and related strategies, in turn, inform a three-year plan, the Medium-term Revenue and Expenditure Framework (MTREF). The annual budget, in turn, is shaped by these plans and the prevailing economic realities. Finance and oversight Financing the services and infrastructure set out in the budget requires setting and collecting rates and tariffs; careful management of income, revenue and debtors, and close control of how and where the money is spent. The procedures and frameworks for these processes are set out in City bylaws and policies. The City must also satisfy a range of oversight bodies, including the national Auditor-General, that it manages its nances and processes effectively, complies with legal requirements, and does not engage in wasteful or fruitless expenditure. It does this through effective corporate governance, in which it is a leader among South African metros. Recent performance The Citys nances are well managed: The City collected 94,39% of billing for rates and services as revenue during the past nancial year, and spent 83,0% of its capital budget and 97,4% of the operating budget. In 2011, the City received its seventh unqualied audit from the Auditor-General, and achieved a new milestone by being the only one of the six metros countrywide and the only municipality in the Western Cape to achieve a clean audit. In addition, Moodys, a global rating agency, conrmed Cape Towns top rating of Aa2.za with a stable outlook for the sixth consecutive year. This rating has helped the City to fund development by issuing three bonds to raise external nance. These bonds have raised R4,2 billion as part of the Citys R7 billion domestic medium-term note programme, and are listed on the Johannesburg Stock Exchange (JSE). The City has set aside R250 million for the repayment of these bonds in 12 to 14 years.
The budget
The annual budget describes all the Citys planned expenses and anticipated income for the next municipal nancial year. It is also an organisational plan that describes the Citys strategic focus in nancial terms, in a manner that is affordable, credible and sustainable. The R27,1 billion budget, up 17,5% on the previous years R23,1 billion, is made up of two parts: an operating budget and a capital budget. The budget is also presented in two stages: as a draft budget for comment and approval, and then as a nal budget. The budget is based on the income or revenue the City expects to derive from rates, service charges, and grants and subsidies. The capital budget The capital budget is set aside for creating infrastructure and services, such as roads, water, electricity, and the many other utilities and services that Cape Town needs in order to function, grow and provide economic opportunities to its residents. The proposed capital budget is R5,070 billion, an increase of 26,9% on the R3,995 billion capital budget of the previous nancial year. The biggest portion of capital expenditure will be in the areas of utility services; transport, roads and major projects, and housing. Utility Services R1,8 bn (35,6%) Transport, Roads & Major Projects R1,8 bn (37,0%) Housing R738 m (14,6%) Capital expenditure highlights include (these are mutually exclusive): R58 million for reconstruction of metro roads R1,2 billion for IRT-related infrastructure R804,6 million for electricity infrastructure R740,5 million for housing R377,5 million for wastewater management R284,2 million for solid waste management R134,2 million for sport and recreation The operating budget The operating budget is used to cover the ongoing expenses the City incurs in its operations. It covers salaries, maintenance, bulk purchases of electricity and water, payment to contractors for services rendered and goods supplied, interest and loan payments, and any other running costs. The operating budget describes the Citys projected expenditure. For the 2011/12 nancial year, this expenditure is expected to be R22,1 billion, a 13,3% increase on the R19,5 billion for the previous nancial year. Staff-related costs are the single biggest expenditure, at more than R7 billion 32,0% of the total operating budget. Bulk purchases of electricity and water are the next-biggest, at R5,7 billion 26,2% of the total operating budget. Budgeted income Income is derived from a variety of sources, including property rates, service charges, rentals, interest, nes CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
PROJECTED EXPENDITURE Category Rand Employee-related costs 7063638894 Remuneration of councillors 108785820 Debt impairment 1048469690 Depreciation & asset impairment 1392823441 Finance charges 766367316 Bulk purchases 5785875517 Contracted services 2304610910 Transfers and grants 86418574 Other expenditure * 3516698715 Total expenditure 22073688877 PROJECTED INCOME Category Rand Property rates 4541984647 Property rates: Penalties and charges 85759268 Service charges: Electricity 8125663538 Service charges: Water 1828095026 Service charges: Sanitation 991117664 Service charges: Refuse 820410087 Service charges: Other 625371141 Rental of facilities and equipment 264043390 Interest earned on external investments 192426077 Interest on outstanding debtors 218335000 Fines 186892388 Licences and permits 30045985 Agency services 115993082 Transfers recognised 1897815788 Other revenue * 1884096166 Property, plant and equipment (PPE) 105000000 Total income 21913049247 * Too detailed to describe in these simplied tables. Please refer to the full budget documents, available on CityWeb and the Citys website. Income excludes accumulated surplus allocation. CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
Other expenditure 15,93% Transfers & grants 0,39% Contracted services 10,44%
PROJECTED EXPENDITURE
Employee-related costs 32,00%
Remuneration of councillors 0,49% Debt impairment 4,75%
Transfers recognised operational 8,66% Fines, licences, permits & services 1,52% Interest earned 1,88% Rental of facilities & equipment 1,20% Service charges other 2,85% Service charges refuse 3,74% Service charges sanitation 4,52% Service charges water 8,34%
PROJECTED INCOME
Other revenue 8,60% Gains on disposal of PPE (plant, property and equipment) 0,48% Property rates, penalties & charges 21,12%
Service charges electricity revenue 37,08%
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DIRECTORATES
Bulk purchases 26,21%
Finance charges 3,47%
Depreciation & asset impairment 6,31%
GOVERNANCE
FINANCE
and permits, and transfers from National Treasury. For the coming nancial year, operating income (excluding accumulated surplus allocations) will increase from R19,4 billion to R21,9 billion. This 12,8% rise in revenue is necessary, in part, for the appointment of additional staff in critical positions, and to meet the nationally negotiated and agreed pay granted by the SA Local Government Associations (SALGA) national bargaining council in 2010. The operating income will be funded through natural growth and a range of rates and tariff increases. Service charges for electricity, water and sanitation, and solid waste removal are the single biggest source of income, followed by rates (property taxes). Rates are based on the market value of more than 870 000 individual properties. These property values are adjusted at least every four years through a general valuation (GV), the most recent of which was conducted in 2010, and supplementary valuations as necessary. The amount that property owners pay in rates, the cents-in-the-rand rate, is set in the budget every year, and this year increased by 5,9%.
Medium-term Revenue and Expenditure Framework Although the budget sets out the Citys expenditure and income for one nancial year, it is drafted within the context of a longer-term plan, known as the Mediumterm Revenue and Expenditure Framework (MTREF). The MTREF sets out the economic context and assumptions that shape the compilation of the Citys budget for the next three years. It factors in a wide range of variables, such as the economic climate, interest rate projections, anticipated increases in the cost of electricity and salaries, and the infrastructure invest-
STRUCTURE
Tariffs for services such as electricity and water are also set every year, as are the various forms of relief and exemption designed to help those residents most in need, such as the indigent and the elderly. Transfers from National Treasury take many forms, including municipal infrastructure grants, housing allocations and social grants. These transfers are made in terms of complex Division of Revenue Act (DORA) formulas designed to ensure that municipalities receive an equitable share of the allocations from the scus.
OVERVIEW
KEY DOCUMENTS The 2011/12 budget The IDP (Integrated Development Plan) The annual report for 2009/10 The Spatial Development Framework The April nancial statements These documents are available in PDF format on the accompanying CD, on CityWeb and the Citys website.
ment requirements. For example, adaptations have been made to the previous MTREF to take account of changed conditions, which include lower interest rates, sharply higher energy costs, the national three-year salary settlement, and lower collection ratios. The MTREF is reviewed every year to ensure that the budget is affordable and sustainable over at least the medium term. The budget process At the beginning of the nancial year, in July, the process for determining the next budget begins, when a schedule for compiling a draft budget is tabled before Council. The timetable is then advertised to residents. The next steps are as follows: August: Mayco and the Executive Management Team (EMT) investigate past performance and trends in operating and capital budgets; identify budget realities, and set the criteria and basis of the Citys budget prioritisation process. Engagement with ward committees to determine specic requirements begins. September: Service departments submit their budget proposals for consideration to their portfolio committees. The City consults with Province, neighbouring municipalities and other organisations. October to January: The EMT and the Budget Steering Committee consider various scenarios of the MTREF forecasting model to ensure a sustainable future product. January: A three-year budget forecast (MTREF model) is submitted to Mayco for endorsement. March: The draft operating and capital budgets are tabled before Council. April: The budget, Integrated Development Plan (IDP) and tariff proposals are published for public comment and consultation. May: Comments received as a result of the public participation process are submitted to the Budget Steering Committee and Mayco. The full Council votes to adopt the budget. The Budget Steering Committee The Budget Steering Committee is ultimately responsible for ensuring that an affordable and sustainable budget, which best serves the Citys residents and strategies, is produced, accepted and implemented. The Committee is composed in terms of the Municipal Budget and Reporting Regulations of April 2009, which stipulate that the Committee must consist of at least the following persons: the councillor responsible for nancial matters; the Municipal Manager; the Chief Financial Ofcer; the senior managers responsible for at least the three largest budget votes in the municipality; the manager responsible for budgeting; the manager responsible for planning; and any technical experts on infrastructure.
The Citys overall nancial health

Cash, investments, and funding of commitments The cash and investments balance as at 31 March 2011 was more than R6 billion. All the Citys statutory commitments are fully cash-backed, as are the reserves that are set aside for future capital expenditure and contingencies. The various cost-efciency initiatives had a positive impact on cash ows, as did the debt collection drives, which enabled the City to nance its capital programme for the current year internally. Even though the City will nance its capital programme internally, it will nevertheless remain in a positive cash ow position. Cash coverage of normal operations The Citys cash coverage remains strong, and is sufcient to cover two months of average monthly payments as and when they fall due, even in a crisis situation, such as during rates and services boycotts. This position is despite the City opting not to raise any loans for its current capital programme. The projected forecast to date gives three months cash ow coverage, which indicates the Citys ability to support its budget sufciently. Creditors outstanding Information relating to creditors outstanding for more than 30 days, along with reasons for delayed settlement, is included on the accompanying CD. Current collection levels and debtors outstanding The current collection level on rates and services is 94,39%, and the total for debtors outstanding for more than 30 days for rates and services is R3,983 billion. Loans, and nance and redemption payments The Citys current balance of outstanding loans is R5,7 billion, of which R4,2 billion are in bonds. The City has, to date, set aside funds of R250 million for the repayment of these bonds in 12 to 14 years. Interest and redemption payments for the year total R674 million for interest and R486 million (inclusive of sinking funds) for redemption during 2010/11, at an average loan rate of 11,6%. 2009/10 audit outcome, and audit issues The City received an unqualied audit report for the 2009/10 nancial year from the Auditor-General, and, in terms of Section 124(e), the report contains no issues for which management comments and corrective actions are required. The City was the only South African metro to receive a clean audit report. Management issues of a housekeeping nature were identied and are being dealt with on a monthly basis and reported quarterly to the Audit Committee. The Auditor-General performed a walk-through on the resolved issues, and is satised with their status as reported. CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
20
Good corporate governance touches every aspect of the organisation, from managing expenditure effectively to controlling waste and fraud.
The City of Cape Town is funded by public money, and is therefore expected to exercise the highest levels of corporate governance. This goes far beyond compliance with the extensive and comprehensive legislation the Citys governance systems are designed to meet or exceed the highest professional standards and recommendations.
In this section The Directorate: Internal Audit (DIA) The Audit Committee The Standing Committee on Public Accounts (SCOPA) The anti-corruption hotline CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 21
GLOSSARY
PLANNING
DIRECTORATES
GOVERNANCE
FINANCE
STRUCTURE
OVERVIEW
Governance
he term corporate governance refers to the set of laws, processes, customs, policies and institutions affecting the way an organisation such as the City is directed, administered or controlled. It also includes the relationships among the many stakeholders involved, and the goals for which the City is administered. Many aspects of corporate governance, such as an independent audit committee, are legal requirements set out in the legislation that applies to municipalities, and are monitored by authorities and institutions such as the national Auditor-General. However, truly effective governance goes beyond legislative compliance: It embraces local and international best practice, and strives to strengthen the professional standards and ethics within the organisation. The City is one of the rst municipal entities to have taken several important measures: the formation of a Standing Committee on Public Accounts (SCOPA), the institution of an anti-corruption hotline, and the formal adoption of the King Code of Governance Principles for South Africa, 2009 (King III). The King recommendations are considered to be one of the best codes of governance worldwide, and King III has broadened the scope of governance into one where the core philosophy revolves around leadership, sustainability and ethical corporate citizenship.
surance that management is indeed on top of the regulatory, statutory, environmental, ethical and quality requirements and associated risks, critical to the ongoing and future success of the organisation. Examples of key assurance providers in this category include: Integrated Risk Management (reporting to, among others, the Risk Committee); Forensic Services; Legal Services; Environmental Resource Management; Occupational Health and Safety; and The City Ombudsman. Third line of defence This is made up of independent assurance providers and oversight committees, such as: Internal Audit; External Audit; Audit and Performance Committee; Standing Committee on Public Accounts (SCOPA); and Civilian Oversight Committee (CIVOC). The combined assurance framework was approved by the Audit Committee, and implemented by internal audit and other assurance providers. The DIA, with input from other assurance providers, reports quarterly to senior management and the Audit Committee on the implementation of the combined assurance framework. The framework will be evaluated and reviewed annually to ensure its adequacy, effectiveness, efciency and relevance. Each oversight committees has specic terms of reference and requirements regarding its composition.
The Directorate: Internal Audit

As per King III, a key principle of good corporate governance is that a combined assurance model should be applied to provide a co-ordinated approach to all assurance activities. This combined assurance must be sufcient to satisfy the Audit Committee that any signicant risk areas facing the organisation are adequately addressed. The Directorate: Internal Audit (DIA) developed a combined assurance framework, which details key assurance providers, roles and responsibilities, as well as the type, level and frequency of interaction required. In line with National Treasury guidelines, assurance providers are categorised according to the three lines of defence model: First line of defence Management is responsible for establishing, maintaining and ensuring proper governance, risk management and internal control processes. Management should consider risks, determine how much risk is acceptable, and strive to maintain risk within those parameters. Management should provide at least partial assurance on all areas. Their reports and associated representations will offer the audit committee signicant assurance in a well-managed organisation. Second line of defence This constitutes functions that provide signicant assurance, or perhaps in some cases more accurately, reas22
The Audit Committee

Every municipality is obliged to establish an independent audit committee in terms of Section 166 of the Municipal Finance Management Act No. 56 of 2003 (MFMA), as amended. The Audit Committees function is to assist Council in discharging its duties relating to: the safeguarding of assets; the operation of adequate systems; control processes; and the preparation of accurate nancial reports and statements in compliance with all applicable legal requirements and prescribed accounting standards. The Audit Committee does not have executive responsibility, and acts primarily in an oversight capacity to management and Council. The terms of reference of the Audit Committee were revised, updated and approved by Council on 10 June 2009 for the 2009/10 nancial year, and include the following: Membership The Audit Committees terms of reference require a minimum of ve independent members, who collectiveCITY OF CAPE TOWN COUNCIL OVERVIEW 2011
Responsibilities The responsibilities of the Audit Committee include oversight with regard to: the Auditor-General; nancial statements; internal control; internal audit; performance management; entities; and risk management, including fraud and information technology-related risks. Authority The Audit Committee shall have direct access to: the Mayor; the Mayoral Committee (Mayco); the City Manager and executive directors; the Chief Audit Executive; the Auditor-General; any councillor(s); and the Standing Committee on Public Accounts (SCOPA). Meetings The Audit Committee should meet at least four times per annum as per its approved terms of reference, although additional special meetings may be called. Although no specic meetings are held with the Auditor-Generals ofce, they are in attendance at all Audit Committee meetings. Reporting and accountability The chairperson of the Audit Committee accounts to the City Manager, Mayco and Council for the Committees activities and any other matters arising from the above responsibilities. The minutes of all meetings of the Audit Committee are submitted to Mayco and Council, and the chairperson of the Audit Committee meets with the City Manager and the Mayco member for Finance twice a year to discuss issues of concern. The effectiveness of the Committee is monitored by Mayco and Council annually. The performance of the Audit Committee was assessed through a self-assessment and a stakeholder assessment. The overall score of the self-assessment was rated as good, while the stakeholders rated the Audit Committees performance as excellent. Flowing from the outcome of the performance CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
The anti-corruption hotline

The City has a dedicated anti-corruption hotline, which may be used to report any instances of alleged corruption involving City ofcials. Any employee or member of the public may call the Citys toll-free anti-corruption hotline on 0800 32 31 30 to report suspected corruption. The City is always grateful to employees who assist in ensuring that its ofcials deliver the highest possible level of service. This hotline has greatly assisted Council in rooting out corruption in the past. Corruption includes any number of illegal activities, ranging from the misappropriation of funds, to nepotism, fraud and fuel siphoning. The City adopts a zerotolerance approach to all forms of corruption even those that may seem minor. Most fraud involves several parties. The Resist, Refuse, Report slogan encourages anyone who is aware of corruption to speak up and break the cycle. When a case of alleged corruption is reported to the hotline, it is logged for investigation. If the investigation proves that the allegation is true, the City takes action to deal with the offender. The prosecution of ofcials for corrupt activities serves as a warning for other ofcials that this sort of conduct will not be tolerated. Anyone who calls the hotline will be asked to provide details of the incident, the names of the individuals involved, and the date(s) on which the incident occurred. Complainants are welcome to remain anonymous, but are advised to provide their own details to assist in any investigation. Complainants may be called upon during the investigation to submit an afdavit. 23
GLOSSARY
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DIRECTORATES
GOVERNANCE
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ly have the requisite knowledge of auditing, risk management, nance, governance, performance management, operations, information technology, relevant nancial reporting and legislative frameworks. No councillor or employee of the City may be a member of the Audit Committee. Council approves the appointment of the chairperson from the members of the Audit Committee. The appointment of members of the Audit Committee should be approved by Council for a term of three years, and, if re-elected, members may serve for only one further three-year term.
assessment, the Audit Committee has compiled an action plan which identied specic activities to address the areas requiring improvement. The Audit Committee has continued to monitor progress in terms of the action plan on a quarterly basis.
Standing Committee on Public Accounts

Internal Audit assisted the Standing Committee on Public Accounts (SCOPA) the rst effectively functioning SCOPA of a municipality in the country in creating work methods that have resulted in establishing a best-practice model for the rest of the country. The oversight role of SCOPA has become more established in the City, as indicated by the matters referred to it for investigation and recommendations, which were supported by Council for implementation. SCOPA successfully conducted the oversight process, which included reviewing the Citys annual report, and holding management accountable for the handling of public funds and resources. The SCOPA terms of reference were approved by Council on 31 May 2006. Membership is dened by Council, and comprises councillors representing various political parties. The Committee is chaired by a councillor from the opposition party.
OVERVIEW
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The Citys service delivery sectors are divided into 12 directorates, each with focused and clear roles and responsibilities. They provide organisational support, services and infrastructure to residents across the metro. Each is responsible for its own planning and budget in accordance with the Citys overall strategy.
In this section The Ofce of the City Manager Internal Audit Community Services Corporate Services Economic, Social Development & Tourism Finance City Health Housing Safety & Security Strategy & Planning Transport, Roads & Major Projects Utility Services CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 25
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DIRECTORATES
GOVERNANCE
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The Citys directorates
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Executive Support | Forensic Services | Governance & Interface Integrated Development Planning (IDP) | Ombudsmans Office
he Ofce of the City Manager of the City of Cape Town is responsible for the overall leadership of the organisation, and for ensuring statutory compliance and good governance. It is committed to the provision of sound governance systems, processes and procedures to facilitate decisions taken by the City and its leaders. The City Manager currently fulls a dual role in the context of the Citys present structures, both as organisational and directorate head. He is required, as City Manager, to carry out the responsibilities as listed under Section 55 of the Municipal Systems Act, in terms of which he is the head of the administration and the Citys accounting ofcer. The City Manager is also the executive head of the Ofce of the City Manager. This directorate supports the executive and political decision-making process, and ensures compliance with statutory requirements and City policies and procedures. The Ofce of the City Manager consists of the following departments: Executive Support (41 staff) Forensic Services (19 staff) Governance & Interface (218 staff) Integrated Development Planning & Organisational Performance Management (20 staff) Ombudsmans Ofce (12 staff) Executive Support Executive Support renders a specialised strategic and
operational support service to the Citys executive and administrative decision-making authorities. It develops, manages and maintains sound governance systems, processes and procedures as a key component of the professional support given to Council and the City Manager. These ensure that Councils directives are carried out (in consultation with directorates and departments), and that a structured database of tools and information is in place to improve the effectiveness of decisionmaking bodies and to ensure that access to records of decision is always available. The Department also ensures that the Citys language policy is implemented to enable effective internal and external communication. Forensic Services Forensic Services serves to promote justice in the administration of matters in respect of which the City has executive authority, thereby ensuring fairness in the administration of practices, processes and policies. The Department provides a proactive and reactive investigative forensic and advisory service, manages the operations of the fraud hotline, prepares and implements fraud awareness and anti-corruption policies, and conducts departmental fraud reviews. Governance & Interface Governance & Interface department provides a diverse range of expertise to ensure the promotion of organisa-
KEY FACTS Staff complement 307 Operating revenue R2244 000 Operating expenditure R320441 000 Capital expenditure R20 055 000
OFFICE OF THE CITY MANAGER STRUCTURE AND KEY PERSONNEL

City Manager Achmat Ebrahim 5th floor, Podium Executive Management Team (EMT) Strategic Advisor Arno Vorster 5th oor, Podium Legal Advisor Les Barchard 5th oor, Podium Executive Personal Assistant Dianne de Vos 5th oor, Podium
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Director: Executive Support Gillian Kenhardt 5th oor, Podium
Ombudsman Mbulelo Baba 3rd oor, Tower Block
Chief Forensics: Forensic Services Vincent Botto 44 Wale St
Acting Director: Governance & Interface Trevor Hollis-Turner 5th oor, Podium
Director: IDP & OPM Martin van der Merwe 13th oor, Tower Block
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Ofce of the City Manager
KEY CONTACTS The City Manager Achmat Ebrahim Tel 021 400 1330 Fax 021 400 1332 E-mail achmat.ebrahim@ capetown.gov.za Executive Assistant Dianne de Vos Tel 021 400 1331
tional values and good governance principles. Its service offerings include the following: Providing management, legal, administrative and logistical services to Council, political executive ofcers and subcouncils Managing and co-ordinating Councils public participation process Managing and executing executive special projects Facilitating, co-ordinating and promoting intergovernmental and international relations Planning, managing and executing designated projects utilising internal, external and international funding Ensuring execution of Councils social crime prevention initiatives Providing executive, legal and management support, including administrative services, to the Citys 23 subcouncils and 111 ward participatory structures Facilitating, co-ordinating and promoting liaison with the designated organs of state, e.g. the Independent Electoral Commission. Integrated Development Planning The Integrated Development Planning & Organisational Performance Management (IDP&OPM) Department guides, directs and facilitates the development, imple-
mentation and monitoring of, and reporting on, the Citys Integrated Development Plan (IDP), the corporate Service Delivery Budget Implementation Plan (SDBIP) as well as directorate SDBIPs. This includes the production of the Citys annual report. This department facilitates the implementation of the organisational performance management system as well as the performance management plans and evaluation processes for Section 57 (contract) appointments, and also executes special projects, such as the Citys partnership with higher learning institutions. Ombudsmans Ofce The Ombudsmans Ofce serves as a catalyst between the administration and its customers; as a neutral third party that represents the interests and rights of the Citys customers by holding civil servants accountable to the people. The Ofce investigates and facilitates the resolution of matters regarding alleged maladministration, injustice or poor service delivery by, or gross negligence of, any City employee, and institutes formal mediation processes. It also promotes a co-operative relationship between the City and a number of Chapter 9 institutions, such as the Ofce of the Public Protector.
KEY CITY POLICIES

Name of policy Public Engagement Policy External Relations Policy Purpose Sets out a framework for public participation processes Provides an implementation protocol applicable to international and inter-governmental relations
KEY PROCESSES AND POLICIES REQUIRING COUNCILS INPUT

Name of policy Subcouncils Bylaw Subcouncils Rules of Order Ward Forums/Committees Rules of Establishment and Order System of Delegations Purpose Provides for the establishment and functioning of subcouncils Sets out procedures for subcouncil meetings Sets out procedures for the establishment and functioning of ward forums
Aims to maximise administrative and operational efciency, and provides for adequate checks and balances by delegating powers, functions and duties
KEY PROJECTS
Name of project Electronic agenda Sustainable Communities (VPUU) phases 3 and 4 Community Development Workers pilot project Councillors induction programme Political support staff smooth transition Improvement to subcouncils Mayoral projects Purpose To evaluate the current agenda production and distribution process in order to make the process more efcient and effective and achieve savings on printing of agendas To contribute to violence prevention in Khayelitsha, and consequently improve the quality of life of the population To implement an agreement between the City of Cape Town and the Provincial Government to run a six-month pilot project To introduce newly appointed councillors to the City of Cape Town, and orientate them with regard to the City's policies and local government processes To ensure an efcient and effective administrative support service to the political leadership To upgrade subcouncil ofces and improve the interface between Council and the public To plan and implement projects identied by the Executive Mayor
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Internal Audit
Internal Audit provides and implements the essential governance controls that make the City work for its residents and its staff.
Execution of the annual internal audit plan In terms of the MFMA and IIA standards, the Direc29
GLOSSARY
he Internal Audit Directorate is an independent directorate of the City of Cape Town, and is a signicant contributor to governance within the organisation. Its function is a requirement of the Municipal Finance Management Act (MFMA), Act 56 of 2003, and it is largely directed by the standards for the professional practice of internal auditing of the international Institute of Internal Auditors (IIA). The Directorate is mandated through its charter to provide independent, objective assurance and consulting services, geared towards adding value and improving the Citys operations. It helps the organisation accomplish its objectives by bringing about a systematic, disciplined approach to evaluate and improve the effectiveness of risk manage-
2009/10 internal audit outcomes Outcomes of the 2009/10 internal audit conducted by the Directorate included:
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ment, control and governance processes. Internal Audits plans, which are aligned with the Citys strategy and most pertinent risks, are supported by senior management and approved by the independent Audit Committee. It communicates audit results to the various levels of management, including executive directors and the City Manager, as well as to other assurance providers and the Audit Committee.
KEY FACTS Staff complement 54 Operating expenditure R32964 000 Capital expenditure R171 000
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Internal Audit
KEY CONTACTS Chief Audit Executive Zulpha Abrams Tel 021 400 1337 Fax 021 418 8040 E-mail zulpha.abrams@ capetown.gov.za Executive Assistant Seu-ling Pastor Tel 021 400 1338
torate developed and executed its risk-based internal audit plans. A three-year rolling audit plan and a oneyear operational audit plan were approved on 10 June 2009 by the Audit Committee. Internal Audit reconsiders its audit plans quarterly to ensure that audit projects undertaken are aligned with the most pertinent risks. A revised operational audit plan was approved on 25 January 2010, and 81,67% of the planned audit projects were completed. Monitoring the resolution of audit ndings The percentage audit ndings resolved as per followup audits is a corporate scorecard indicator. The Directorate measured results through follow-up audits to determine the status of corrective actions implemented to address weaknesses identied per audit. The target was introduced in the 2007/8 nancial year as the rst reported measurement on the implementation of internal audit recommendations. The target was not achieved due to the lack of business implementation of audit recommendations within agreed timeframes. This indicator was removed from the corporate scorecard with effect from 2010/11. The possible negative impact of the removal of this indicator was reported to the Audit Committee, the Mayoral Committee (Mayco) and Council. Quality assurance improvement programme In line with the requirements of the IIA, the Directorate has a quality assurance improvement programme to enable an evaluation of its conformance with the IIA standards and code of ethics. The programme also assesses the efciency and effectiveness of the internal audit, and identies opportunities for improvement. The programme includes ongoing quality assessment
reviews on individual audit projects, annual internal quality assessments and external quality assessments. In terms of the IIA standards, external assessments must be conducted at least once every ve years by a qualied, independent reviewer or review team from outside the organisation. An external quality assurance review was completed in June 2009 and rated the Internal Audit Directorate as operating at the highest level of conformance in terms of the IIA standards, and at the second-highest level of maturity in terms of the private-sector internal audit capability maturity model. Annual assessment of the Citys internal controls A total of 46 reports were issued during 2009/10. The majority of reports received a caution / major improvements needed rating, which supports Internal Audits annual assessment of the Citys system of internal controls. Highlights for 2009/10 The achievement of a Generally Conformed rating as per internal quality assessment reviews The formulation, adoption and roll-out of a communication strategy across all directorates The facilitation of Councils adoption of King III The issue of the annual report providing an opinion on the system of internal controls within the City The formulation, adoption and implementation of the combined assurance framework for the City The formulation of a continuous auditing strategy The successful completion of the control self-assessment pilot project The development and implementation of a competency framework for the Directorate The provision of support to oversight committees, such as the Audit Committee and SCOPA.
KEY PROJECTS
Name of project Control self-assessment Purpose The Directorate conducted its rst control self-assessment (CSA) engagement during the 2009/10 nancial year. The Strategic Human Resource (HR): Recruitment and Selection Department was used as a pilot for the CSA, for which a nal CSA report was issued during the quarter. CSAs will be further rolled out in the City and are included in the Directorates plan. The primary objectives of CSAs are to empower business with a process that allows management and work teams, who are directly involved in a business unit, function or process, to participate in a structured manner for the purpose of: creating risk and control awareness among management and staff; identifying risk exposures of the selected activity; assessing the control processes that mitigate or manage those risks; identifying and developing action plans to reduce risks to acceptable levels; and communicating nal results in a formal report to management. The Directorate developed a continuous auditing strategy and completed a pilot project during the 2009/10 nancial year. It is to be further rolled out across the City to enable line management to obtain on-going assurance regarding the accuracy and validity of large volumes of data owing through their systems, through the isolation and containment of control failures on a timely basis. National Treasury, accredited by the South African Institute of Chartered Accountants (SAICA) as an approved training organisation, approached the Internal Audit Directorate to facilitate the establishment of the City as a primary site for training candidate chartered accountants. The training programme commenced during 2009/10 and implementation is co-ordinated by Internal Audit. CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
Continuous auditing strategy
Chartered Accountants Academy
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City Parks | Library and Information Services | Sports, Recreation & Amenities
The City provides a wealth of facilities for learning and leisure.
he Community Services Directorate is responsible for providing community facilities across the city, to support and promote healthy lifestyles and to facilitate community development programmes. Often, these programmes involve collaboration and partnerships with churches, community organisations, NGOs, the corporate sector, different tiers of government and other stakeholders.
City Parks
The City Parks Department is responsible for greening, conserving and managing zoned public spaces, including 11 district parks, 3 133 community parks, 36 cemeteries, one crematorium, and 1 862 hectares (ha) of CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
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centre islands, nature sensitive areas and recreational areas alongside rivers and water bodies. Other core functions include the planting of trees, supporting the protection of biodiversity, and the implementation of water-saving initiatives. The 3 133 community parks are maintained to a standard that ensures that they are in a condition for communities to use at all times. To ensure that parks are maintained in an equitable manner across the city, a uniform set of maintenance standards for all maintenance functions have been developed and implemented. The selected standards focus on mowing which is set to at least nine cuts per year and to keep these parks clean by conducting litter picking on a weekly basis.
KEY FACTS Staff complement 4165 Operating revenue R72904 000 Operating expenditure R1234456 000 Capital expenditure R145037 000
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Ongoing challenges Ongoing challenges include the level of vandalism and anti-social behaviour at public parks, which increases repair costs and has a negative impact on the ability to adhere to maintenance standards. To address the escalating city burial demand resulting from population growth and an earlier death occurrence due to infectious diseases, City Parks has commenced a process to identify, reserve and in due course develop new burial areas to cater for future urban development (i.e. 10-15-year scenario) within the citys urban edge. Strong competition for scarce metropolitan land and
the poor environmental performance of certain cemeteries, given the high winter water-table of the Cape Flats, have prompted the City to pursue other interment options to supplement traditional in-ground burial, including cremation and other corpse reduction technology, above-ground interment options, and reemployment of existing and closed cemeteries through grave re-use.
Library and Information Services

Two city-wide libraries, 22 regional libraries, 74 community libraries, four satellite libraries and three mobile libraries provide residents with access to services and
KEY COMMUNITY SERVICES POLICIES

Name of policy Mowing of Residential Verges Policy Tree Policy Interment/Burial Strategy Public Parks Bylaw Department and purpose City Parks To ensure that City Parks carries out mowing on zoned public open spaces only and not on residential verges To ensure a consistent approach to the planting, maintenance and removal of trees, and to encourage best horticultural practices when dealing with trees To provide interment services that meet the needs of the community in an effective and efcient manner To regulate the admission of persons, animals and vehicles to public parks in order to provide for the use and enjoyment of public parks, and to determine conduct that will not be permitted within public parks Library and Information Services (LIS) Legislation informs provision of service. As LIS is an unfunded mandate, national or provincial legislation applies (Constitution, Schedule 5A, Provincial Library Ordinance, No. 16 of 1981 and Standard Bylaw PN 640 of 1990). These documents are available from the Director: LIS Three tiers (city-wide open 63 hours per week; regional open 45 hours per week; community libraries open 35 hours per week); further information can be obtained from the Director: LIS
General
LIS Strategy: Minimum service levels (open hours)
KEY COMMUNITY SERVICES PROCESSES AND POLICIES REQUIRING COUNCIL INPUT

Name of policy Cemetery Bylaw and Consolidation of Public Open Spaces Approach Consolidation of Public Open Spaces Approach Department and purpose City Parks To repeal the Cape Metropolitan Council: Bylaw for Cemeteries and Crematoria, 2000, to provide for the control, regulation and development of cemeteries, the disposal of corpses and the interment of human remains in a dignied manner, and matters connected therewith To develop a methodology that can be used to: identify and reserve adequate usable public open spaces to address the recreational needs of future generations in an equitable manner; and reduce the number of land assets to be managed and thereby release budgets for improving the standard of service delivery and the quality and sustainability of parks To provide, improve and enhance the value of green spaces and the environment in a qualitative and sustainable manner, to be used for passive and active recreation and social activities, to contribute aesthetic value to the urban landscape, and to address the effects of global warming To provide a strategic framework for the provision and integrated management of urban public open space facilities so as to optimise the experience of current and future usersof the facility To provide planning services that respond to the needs of the community and align with the Citys policies and procedures in a manner that is both efcient and effective Library and Information Services This protocol is intended to formalise the arrangement between the Province and the City with respect to the rendering of public library services. The draft is currently being considered by the MEC for Arts and Culture, whereafter it will be returned to the City. It is anticipated that this will be signed off shortly. Council supports the assignment of this function to the City, but the process must be undertaken in terms of applicable legislation. Sports, Recreation & Amenities This policy will provide and clarify the rights, roles and responsibilities of the various role players (the City and community user groups) in effectively managing sports complexes. The policy will provide clarity on usage, vending and trading, advertising, maintenance obligations, seasonality and tariffs. CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
Greening Strategy
Facility Management Planning and Development Strategy Implementation protocol None at this stage
Policy for Use of Sports Complexes
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Sports, Recreation & Amenities

The Sports, Recreation & Amenities Department provides, manages and maintains a number of community facilities, and provides and facilitates recreation programmes in communities and at City facilities. Community facilities include the following: 180 community centres (including halls, recreation
KEY COMMUNITY SERVICES PROJECTS

Name of project Upgrades Department and purpose City Parks Metro South-East Cemetery Vaalfontein Cemetery Wallacedene Cemetery Athlone/Nantes Park Jack Muller Park Maitland Cemetery Library and Information Services (LIS) Key projects Kuyasa Library (externally funded) Planning, design & commencing construction (more information available from Director: LIS) As LIS is an unfunded mandate, no capital budget is provided and, therefore, no major infrastructure projects can be planned for/undertaken until funding is provided for this purpose. Sports, Recreation & Amenities Key projects Seawinds sports complex phase 3 Imizamo Yethu develop sports complex Witsands, Atlantis construct sports complex Wallacedene construct sports complex Masibambane Hall additions and alterations R3 406 315 R5 971 950 R4 431 038 R3 900 000 R3 600 000 33
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Friends and volunteers Properly constituted Friends of the Library organisations and/or volunteers assist at more than 30 City libraries, helping to meet minimum opening hours, donating funding, or through in-kind contributions such as assisting with shelving of library materials. Every effort is being made to encourage the establishment of Friends organisations in more libraries. Being an unfunded mandate, the City will continue with efforts in reaching a resolution with Province on the funding of library services in Cape Town. Implementation of the planned new library automated management system will make library processes more efcient. With external funding received, one new library, Kuyasa Library in Khayelitsha, is planned for the 2011/12 nancial year.
Executive Assistant: Funeka Xamlashe Tel 021 400 1335
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resources required for their information, education, culture and recreational needs. Library and Information Services has more than 745 000 members. Programmes at the libraries offer a variety of developmental activities, ranging from storytelling, school holiday and reading programmes to peer leadership and capacity-building programmes. Three categories of minimum open-hour standards are set for libraries: City-wide libraries at 63 hours per week Regional libraries at 45 hours per week Community libraries at 35 hours per week
centres, multi-purpose centres, civic centres, youth and family centres), used by a cross section of institutions, ranging from non-governmental organisations (NGOs) to ratepayer associations, youth groups, religious groups and sport and recreation clubs 187 sports facilities (consisting of indoor facilities, outdoor facilities and stadia) Outdoor sports facilities which include 524 individual formal sports elds 37 swimming pools 28 beaches 14 resorts A comprehensive set of uniform maintenance standards has been implemented for these facilities. This is a signicant step in making a commitment to our communities on what they can expect when they visit or use these facilities. The City has institutionalised the relationship with users through the Municipal Facility Management Committees (MFMCs) to assist the City with the management of facilities. Where MFMCs are fully operational, the associated sports elds tend to be used according to their threshold norms, and the standards are maintained on a sustainable basis. The following approaches are being followed to maintain and increase service standards: Investigate alternate means to support the recovering of facilities and services, e.g. exploring external funding possibilities through naming and advertising rights, sponsorships, grant funding and partnerships Establish partnerships with community-based stakeholders, which will lead to the sharing of responsibilities with regard to the maintenance, management and security of facilities Engage with commercial partners and donors for the development of community facilities and amenities, making sure the ongoing services are realisable
KEY CONTACTS Executive Director Lokiwe Mtwazi Tel 021 400 1210 Fax 021 400 1269 E-mail lokiwe.mtwazi@ capetown.gov.za
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Strategic Human Resources | Information Systems & Technology Communication | Specialised Technical Services | Personnel Services Customer Relations | Employment Equity | Legal Services
Corporate Services provides the wealth of strategies, processes, policies and systems that underpin each directorate.
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he City of Cape Towns Corporate Services Directorate is a multi-disciplinary partner providing value-adding strategies, processes, policies, systems, interventions, knowledge and expertise to all other directorates. Its services encompass strategic human resources, information systems and technology, communications, specialised technical services, personnel services, customer relations and employment equity. These are achieved by maintaining and improving service delivery, and ensuring quality and affordability within an increasingly constrained global economic climate through: leading and directing the organisation to new thinking, strategies, processes and new approaches in service delivery and business transformation;
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providing a framework for maximising intellectual capital within the organisation; creating a centre of knowledge and best practice; aligning and optimising staff and business processes to satisfy business and community needs; optimising the City of Cape Town as a world-class brand; driving a professional service culture that focuses on community responsiveness, results and problem solving; developing enabling policies that are outcomesfocused; delivering high-quality specialist corporate services to the organisation; and achieving economies of scale through providing efcient and effective transactional services.
KEY FACTS Staff complement 1 726 Operating revenue R27282 000 Operating expenditure R1622353 000 Capital expenditure R208630 000
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KEY CORPORATE SERVICES POLICIES

Name of policy HR policies and procedures and collective agreements (union agreements) negotiated by the South African Local Government Bargaining Council (SALGBC). Department and purpose Strategic Human Resources and Personnel Services These include: conditions of service, benets and remuneration; employee code of conduct; time and attendance management; education, training and development; recruitment and selection; individual performance management; employee benets; discipline, grievance and incapacity management; employee wellness; occupational health and safety; appointments and terminations; declaration of nancial interest, private work and gift register; and operational policies, including transportation, cell phones, catering and beverages. Human resource policies can be obtained from the Citys intranet under HR policies. Information Systems and Technology Personal Computers for Councillors Electronic Communication Policy Policy on the Provision of Legal Representation for Staff and Councillors The policy in terms of which personal computers, related services and IT equipment is issued to councillors. This policy provides the rules for the use of any electronic communications tools within the City of Cape Town. Legal Services This policy seeks to provide a City employee or councillor with legal representation, subject to terms and conditions, where legal proceedings have been instituted against the employee or councillor as the result of any act or omission in the exercise of his or her powers or the performance of his or her duties; or the employee or councillor has been summoned to attend any inquest or inquiry arising from the exercise of his or her powers or the performance of his or her duties. Draft submitted to portfolio committee for comment. Specialised Technical Services To regulate the use of Council vehicles in respect of legislation, application, manner, hours, safety, etc. In draft format and awaiting feedback from the Bargaining Forum. To provide clarity on how security is managed at City-owned buildings and facilities, in order to achieve consistent and standardised safety and security services To facilitate the provision of optimal workplace allocation and accommodation (including matters relating to beverages, cleaning, parking and interior decorating) to Council staff To regularise parking at all Council facilities, and to ensure a transparent and equitable process in the allocation and control of ofcial parking Communication Document providing an overview of the communication discipline, its key business areas and the broad direction in which the discipline is moving. Available from the Director: Communication. Document to regularise the manner in which staff interact with the print, radio and television media; providing guidance to line departments on how to appoint specialist spokespersons. Available from the Manager: Media. Policy concerning the design and utilisation of the Citys identication logo, its key features and method of application. Available from the Head: Admin & Production. Customer Relations The Citizen Relationship Management Strategy describes the customer relations activities at political, corporate and function-specic level. Available from the Manager: Customer Relations. Employment Equity Staff Women Empowerment The strategy provides a framework to address the gender imbalances that exist within the City, to ensure equiStrategy table representation of women in all occupational categories andlevels within the organisation. The document is available on request from the Employment Equity Department. Staff Disability Strategy The strategy is aimed at creating an enabling environment for persons with disabilities, to secure and retain employment with the City. The strategy is available on the Citys Intranet under HR policies, Employment Equity. Anti-Discrimination in the This policy aims to give effect to the Constitution, the Employment Equity Act, and the Promotion of Equality and Workplace Policy Prevention of Unfair Discrimination Act, and ensure that no unfair discrimination takes place in the City as a workplace. The document is available on request from the Employment Equity Department. 36 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
Corporate Transport Policy Security Policy and Procedures Ofce Space Planning and Allocation Parking Policy
Communication Strategy Media Protocol Brand Architecture
Citizen Relationship Management Strategy
Core functions
Corporate Services comprises the following departments: Strategic Human Resources (HR) HRs function is to maximise the human capital potential of the City by providing corporate direction in terms of human resources policies, strategies and alignment of people with business needs, including talent management, business improvement, quality management, change management, collective bargaining and providing consultative services to line management. Information Systems & Technology (IS&T) IS&Ts function is to provide and support the computer infrastructure, networks and systems that enable the Citys numerous information technology (IT) systems. Without these systems nancial, logistic, HR, projects etc. and networks e-mail, telephones etc. the City would not be able to provide any municipal services nor communicate with its residents. Legal Services The Departments function is to provide an effective and efcient legal support service to Council in order to enable it to deliver on its constitutional mandate within the relevant legal framework, namely to manage and limit the legal risks of the City of Cape Town. Specialised Technical Services (STS) The STS Departments function is to maintain and optimise the potential of the Citys buildings, corporate vehicle eet and radio communications, in order to enhance service delivery. Personnel Services The Departments function is to optimise human resources management by empowering line management through the provision of advisory services, operational systems and processes in terms of personnel administration, training and development, payroll services, occupational health and safety, and care for the well-being of employees. CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
Communication The Departments function is to ensure a credible, professional and cost-effective information ow between the City, its staff, residents, news media and all other stakeholders pertaining to service delivery and other City activities, information and initiatives. Customer Relations The Departments function is to provide a customer relations service to the Citys customers in order to address their requirements in terms of access to municipal service delivery, thereby creating a positive image of the City. Employment Equity The Departments function is to provide corporate direction, ensuring compliance with employment equity legislation, and the achievement of a diverse and representative workplace. Key initiatives The Directorates key initiatives include the following: The Human Resources (HR) Strategy is aimed at delivering the right people, with the right skills, in the right place at the right time and cost. E-HR is aimed at providing staff and management with cutting-edge computer-based systems and tools, increasing efciency, saving costs and improving morale. E-HR is based on the single largest rollout of SAP functionality in local government in the world. The implementation of a world-class municipal broadband network (bre optic network) for the City is under way and will give Cape Town a signicant economic advantage. The implementation of cross-cutting business improvement projects will provide a combined return on investment of over R100 million per annum and improve service delivery and customer satisfaction. The ongoing roll-out of improvements in occupational health and safety management ensures that employees, councillors and the communities coming into 37
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KEY CONTACTS Executive Director David Beretti Tel 021 400 5050 Fax 021 400 1213 E-mail david.beretti@ capetown.gov.za Executive Assistant: Allizon Sangster Tel 021 400 1231
direct contact with City facilities and services can expect high safety standards to be maintained at all times. A Major Events Strategy aims to support the Citys ambitions to become a desirable international events capital. The Customer Relations Strategy will guide the Directorates daily interactions with City roleplayers and customers, and includes the simplication and expansion of communication channels and networks. A focused intervention to expand employment opportunities to women and people with disabilities recognises that these vulnerable citizens currently struggle to access available opportunities. Bridging the digital divide empowers disadvantaged communities through free access to information and communications technologies. An Education, Training and Development Strategy in support of local economic skills development initiatives includes in-service training, internships, artisans and learnerships, and bursaries. Providing citizens with consistent and transparent communication offers them access to information and knowledge of their legal rights.
A strategic review of the corporate eet and facilities management aims to align with best practice and technology in responding to environmental and energy reduction challenges. Key challenges Building and sustaining a world-class city Managing the planned creation of a single public service Re-engineering the City eet and facilities in the context of the economic and energy crises Appropriate talent management strategies to address the effects of a reducing pool of graduates and skills Enhancing economic development through the ongoing expansion of the Citys bre-optic broadband project Delivering more with less in a climate of rapid urbanisation and rising unemployment through appropriate business improvement and stafng strategies Creating appropriate labour interventions and legal mechanisms for managing and responding to increasingly violent and litigious reactions from communities and employees facing the consequences of the global economic and energy crises.
KEY CORPORATE SERVICES PROCESSES AND POLICIES REQUIRING COUNCIL INPUT

Name of policy Section 78 process (Specialised Electronic and Radio Services) Purpose or requirement The City operates a radio trunking communications network that serves the Citys emergency and municipal services, neighbouring municipalities, provincial government and national government organisations, with more than 10 000 radios. Due to major upgrades, the City undertook a Section 78(1) investigation, according to the Municipal Systems Act (MSA), into the citys internal capacity to continue delivering this service. A report was submitted to council in November 2010 recommending that, before a decision is taken, an investigation and assessment of external service delivery options be undertaken according to section 78(3) of the MSA. This report will be submitted to Council in June 2011. The Charter is a high level document containing the Citys commitment to its customers in terms of customer interactions. It outlines the commitment to working in partnership with customers to deliver excellent service. This includes responsibilities to customers regarding customer interactions as well as customer expectations. It also explains how complaints will be dealt with. Consideration and approval. The City has provided councillors and many staff members with electronic communication tools to enhance their productivity and enable them to communicate with various stakeholders. If used inappropriately these tools increase the Citys exposure to various risks,lead to unproductive behaviour and the misuse of its resources through non-work related web browsing, misuse of e-mail systems, and onward transmission of viruses and unacceptable content. This can increase the vulnerability of the Citys systems to malicious attacks by external parties. This policy provides the rules for the use of electronic communications tools within the City. Approval Signicant capital projects to be undertaken in the medium term include: Facilities Management structural rehabilitation project Retrotting Civic Centre lighting Dark bre broadband project The following additional key programmes and projects will be undertaken: Staff loyalty and productivity Improving efciency and effectiveness of core business processes Unied citizen interaction channels Mobile services activation transactional service for mobile phones Absenteeism and time management Operationalisation of the CANTO digital asset management system Major event: Festive Season switch-on in late November 2011 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
Customer Service Charter
Electronic Communication Policy
Legal Tariffs Key projects
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Economic, Social Development & Tourism

Economic and Human Development | Social Development Property Management | Tourism
The Directorate promotes social and economic development and encourage community involvement in local government programmes.
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GLOSSARY
he Economic, Social Development and Tourism Directorate promotes economic development and opportunities from a business to a community level; responsible and sustainable tourism strategies, and social development to promote empowerment within disadvantaged communities. It also manages the Citys immovable property to optimise usage and value. The Directorate takes its lead from Section 152 of the Constitution, namely to promote social and economic development, create a safe and healthy environment, and encourage involvement of communities and
community organisations in matters of local government programmes. The departments driving this objective are those of Economic and Human Development, Tourism, Social Development and Property Management. In brief, each departments purpose is as follows. Economic and Human Development The Economic and Human Development Department promotes economic development practices through implementing the Citys Economic Development Strategy (EDS). The Citys EDS aims to organise all available
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KEY ECONOMIC, SOCIAL DEVELOPMENT AND TOURISM POLICIES

Name of policy Early Childhood Development (ECD) Policy Draft Social Development Strategy Framework Youth Policy Disability Policy Department and purpose Social Development Provides a guiding framework for the Citys ECD strategy and supporting programmes, including guidelines in respect of the planning and health and safety requirements for safeguarding the interests of children through ECD. The policy has been advertised in the press as part of the public participation process. Provides guidance on meeting the developmental needs of residents by focusing on the provision of the basic foundation and building blocks that will ultimately lead to a sustainable social infrastructure The Youth Policy provides guidance on how the City will create a supportive environment that is in tune with the needs of young men and women, and is aimed at providing a holistic approach to youth development Provides guidance on how the City will create a supportive environment for addressing the needs of disabled people. It is aimed at clarifying the role of the City as a local authority in addressing the interests of the disabled. Tourism A plan for the development of the tourism sector in Cape Town, including public and private sectors and communities. The purpose of the TDF is to guide the development of tourism products and experiences, and to propose actions ensuring that tourism generates economic, social and environmental benets. Approved in 2004. The Responsible Tourism Framework and Action Plan/Programme has been developed to ensure that Cape Town develops as a responsible tourism destination, focusing on the triple bottom line, comprising social, economic and environmental aspects. Approved in 2009. Economic Development The project investigates supply-side conditions and locational attributes that either hinder or improve the global competitiveness of Cape Towns economy. The project is about developing a 2020 economic vision for Cape Town, and creating strategies for Cape Town to achieve its 2010 economic vision. The purpose of this study is to create a plan to reform regulatory practices (i.e. procedures and processes) that increase the cost of establishing/operating a business in Cape Town, and also reduce a business ability to respond quickly to changes in its environment. Property Management Enabling legislation for the management of immovable property, including certain matters not provided for in the governing national legislation (MFMA and MATR). Approved in 2010. A guiding framework for the management of immovable property assets in a manner that is compliant with legislation, that is aligned with international best practice in the management of public property assets, and that supports the strategic objectives of the City. Approved in 2010.
Tourism Development Framework (TDF) for the City of Cape Town Responsible Tourism (RT) Policy and Action Plan
Global Competitiveness Project Economic Development Strategy (EDS) Cost of Doing Business
Bylaw Relating to Immovable Property Policy on the Management of Certain of the City's Immovable Property
KEY SOCIAL DEVELOPMENT PROCESSES AND POLICIES REQUIRING COUNCIL INPUT

Name of policy ECD Policy Social Development Strategy Youth Policy Disability Policy New Tourism Development Framework (TDF) Comment on EDS Comment on the Global Competitiveness Study Revised Advertising Methodology for Certain Categories of Property Transactions Property Management Business Improvement Project 40 Department and purpose or action required Social Development Consideration and approval of the policy described above Consideration and input of the strategy described above Consideration and approval of the policy described above Consideration and approval of the policy described above Tourism The current TDF was approved in 2004. A process has been initiated for the development of a TDF for the period 2011- 2016/17. Economic Development Written and verbal comments regarding the policy described above Written and verbal comments regarding the project described above Property Management This methodology comprises the placement of an annual advertisement communicating the intention of Council to grant or renew the rights to use, manage and control certain categories of assets under specic circumstances, and calling for comments and/or objections. The methodology, which replaces the individual advert-per-transaction system, is being implemented, and any objections arising from such advertisement will be referred to Council for consideration and decision. Alignment with international best practice and new property management governance strategy requires the establishment of an Independent Advisory Board, a Property Portfolio Performance Committee, as well as the creation of asset portfolios and the development of portfolio-specic strategies. CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
resources towards agreed goals, and to ensure alignment with the plans of internal and external economic development agents and partners. The Departments strategic objectives are to: facilitate the creation of an efcient, effective and equitable spatial economy, where the economys wealth, assets and economic opportunities are dispersed throughout the city; channel the development of Cape Towns productive assets (capital, land, natural resources, workforce, patents, intellectual capital and creative capital) to create a competitive economy that attracts investment and increases its exports; and promote a model of economic development that provides all communities with opportunities to share the benets associated with economic growth (i.e. jobs and investment) and technological innovation (i.e. access to technologies that allow the poor to access affordable amenities and services). Tourism The Tourism Department strives to develop Cape Town as one of the worlds sought-after destinations. As the custodians of the Citys local tourism constitutional mandate, the Department provides leadership in promoting Cape Town as a top-quality destination through responsible development and innovative strategic marketing in partnership with industry. Four goals have been identied: sector leadership; destination and product development; sector support, and corporate excellence. These goals are driven via the focus areas of responsible tourism for destination susCITY OF CAPE TOWN COUNCIL OVERVIEW 2011
tainability, tourism infrastructure, and tourism growth with special attention to the domestic market. Social Development The Social Development Department creates opportunities for communities to meet their developmental needs in order for them to become resilient and selfreliant, as well as able to participate in the local and global economy. The Department is geared towards creating opportunities through: the promotion of early childhood development (ECD) and the provision of ECD centres of excellence; facilitating the provision of social infrastructure; the promotion of arts, culture and heritage; the promotion of social entrepreneurship; the facilitation of corporate social investment (CSI) contributions that enable developmental programmes; and addressing social development needs through targeted programmes focusing on early childhood development; street people; youth development; substance abuse prevention in support of the Citys Substance Abuse Programme; disability; gender equality, and poverty alleviation. Property Management The Property Management Departments functions intersect with the objectives of all City departments through the deployment of existing property assets and the acquisition of property and rights in property, to support the programmes of infrastructure-led economic development.
KEY CONTACTS Acting Executive Director Ruby Gelderbloem Tel 021 400 2589 Fax 021 400 4711 E-mail ruby.gelderbloem@ capetown.gov.za Executive Assistant Cecile Swart Tel 021 400 2589 41
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The purpose of Property Management is to optimise the management of the Citys immovable property (land and buildings). To achieve this objective, the Department has shifted its business culture from reactive property administration to one of proactive asset performance management. An extensive business improvement process has been executed, which has resulted in a revised strategy
and business plan, revised organisational structure, documented business processes, standard operating procedures, standard documents and outcomes-based resource loading. These are further supported by quality management principles and systems as well as the management of interaction with dependencies and stakeholders by means of service-level agreements.
KEY ECONOMIC, SOCIAL DEVELOPMENT AND TOURISM PROJECTS

Name of project ECD construction programme Lookout Hill, Khayelitsha Department and purpose Social Development Construction of ECD centres of excellence in Leonsdale and Delft Tourism Lookout Hill is a tourism facility, located strategically at the junction between Khayelitsha and Mitchells Plain. The facility was built around 2003, and has an exhibition centre, amphitheatre, restaurant, arts and craft hives, curio shops and a meeting room. The facility has a boardwalk that stretches over 164 steps to a platform on the mount of a sand dune. A plan is being implemented to improve safety and security, the boardwalk, landscaping and parking, etc. The TOCCC is a cultural tourism centre located at the entrance of Masiphumelele. The centre is a platform for the creation, marketing and retail of local craft and cultural products. It is a key tourism attraction for Masiphumelele, housing a small coffee shop, craft huts and amphitheatre. The TOCCC is anked by several other economic development infrastructures such as a taxi rank, proposed retail land, etc. which are planned to be part of an economic development corridor for the area. Economic Development Structural work to comply with occupational health and safety legislation and the installation of prepaid electricity metering at: Bloekombos phases 3/4, Gugulethu Gateway, Gugulethu meat market, Schaapkraal/Oasis hive, Heideveld Station, Nyanga job centre, Khayelitsha training centre, Ravensmead business hive, Wesbank Uluntu plaza, and Uitsig entrepreneurial centre Structural work to comply with occupational health and safety legislation Construction of four additional training rooms Property Management Alignment of Department structure and functions with international best practice based on property asset life cycle principles. This includes development of business processes, standard operating procedures, standard documents, service-level agreements, and the implementation of a quality management system. The R2,5 billion mixed-use development by Devmet Property Developments (Pty) Ltd, being facilitated by the Property Management Department, is one of the largest and most expensive property developments to be undertaken within the City of Cape Town. Property Management is playing a pivotal role in the planning for, and execution of, the R500 million expansion of the Cape Town International Convention Centre (CTICC) approved by Council in March 2011. Numerous properties and rights in properties are in the process of being acquired from landowners to provide for the integrated rapid transit bus routes and depots and for bulk infrastructure developments and expansions throughout the city Process to legitimise church organisations occupation of sites in various areas, including Khayelitsha and former Ikapa areas, in a manner that is compliant with governing legislation; preparation of sites for sale by competitive process, and completion of transfer of sites already sold in terms of Council approval Advertising costs are expensive, and resistance is being experienced with renewal of leases, particularly lowimpact and low-value transactions. Revised advertising methodology has been developed and will be implemented from 1 July 2011 to test for process objections. All contracts, business processes, standard operating procedures and standard documents are being assessed for compliance, and the necessary amendments are being made. Council-owned properties not required for municipal services, and with a total value of more than R300 million, will be put to the market for disposal to support and facilitate economic and social development. Implementation of Government Immovable Asset Management Act (GIAMA) at local government level is imminent. The City's state of readiness is being assessed and a project being scoped to develop a roadmap towards compliance. CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
Two Oceans Craft and Cultural Centre (TOCCC), Masiphumelele)
Facilities improvement
Nomzamo Business Centre Masincedane Skills Development Centre Business improvement project Redevelopment of Bellville Velodrome Cape Town International Convention Centre Property and rights acquisitions in support of the IRT project Security of tenure church sites Revised advertising methods for low-impact property transactions Consumer Protection Act compliance and readiness Property release programme Establishment of comprehensive immovable property assets register 42
Budget | Expenditure | Inter-services Liaison | Integrated Risk Management Housing Finance and Leases | Revenue | Shareholding Management Supply Chain Management | Treasury | Valuations
The infrastructure and services the City provides depend on professional nancial management.
he Finance Directorate is responsible for the collection, management, investment and expenditure of the Citys monies, in accordance with national legislation and policy, generally accepted accounting principles, and international best practice. The Directorates key functions are as follows: Budget The budget is a very detailed list of all planned expenses and revenues. It is an organisational plan stated in monetary terms, and describes the strategic focus of the City in nancial terms, in a manner that is affordable, credible, viable and sustainable. CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
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GLOSSARY
The budget is divided into an operating budget and a capital budget. The operating budget covers the costs of running the City, such as salaries and wages, and payment for goods and services. The bulk of the capital budget is spent on core infrastructural services for water, electricity, sanitation, solid waste, transport, roads and major projects. The Budget Department prepares a draft budget, which is published for comment and adjustment. The draft budget must be approved by Council before the municipal nancial year begins on 1 July. The budget also provides a means to measure the actual nancial operation of the City against what was anticipated or forecast.
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Finance
KEY FINANCE POLICIES

Name of policy Credit Control and Debt Collection Bylaw Type and purpose Bylaws To give effect to the municipality's credit control and debt collection policy, its implementation and enforcement in terms of Section 156(2) of the Constitution, and Sections 96 and 98 of the Municipal Systems Act, 2000; to provide for the collection of all monies due and payable to the municipality; and to provide for matters incidental thereto To give effect to Council's policy on special rating areas; to provide for the establishment of special rating areas; to provide for additional rates, and to provide for matters incidental thereto To give effect to the policy on the levying of fees for a municipal service provided by the municipality or by way of service delivery agreements Policies and procedures Credit Control and Debt Collection Policy The credit control policies deal with nancial management, including housing debt. Policies cover general principles, employer deductions, councillor and municipal staff arrears, credit control, disputes, irrecoverable debt, speHousing Debt Management cial rating areas, indigent relief, debt management actions, property management, collection processes, and credit and refunds. Policy Housing Indigent Policy Special Rating Areas Policy Tariff Policy Sets out Council's position on special rating areas and the factors that will inuence Council's decision whether or not to determine a particular special rating area. Policy on the levying of fees for a municipal service provided by the municipality or by way of service delivery agreements that complies with the provisions of the Municipal Systems Act, the Municipal Finance Management Act and any other applicable legislation. Sets out Council's position on the allocation of grants-in-aid Sets out Councils position on the regulated transfer or re-allocation of money from one budget vote or account to another (virement), as dened in the Municipal Finance Management Act (MFMA), Act 56 of 2003.
Special Rating Areas Bylaw
Tariff Bylaw
Policy for the Allocation of Grants-in-Aid Virement Policy Integrated Risk Management Policy
Financial policies Accounting Policy Asset Control Policy and Procedures Cash Management Policy and Procedures Accounts Payable Policy and Procedures Management of Foreign Currency Exchange Risk Contract Sureties: Approved Policies General Insurance Fund Policy Group Life Insurance Scheme Policy Voluntary Group Life Insurance Scheme Policy These outline principles and processes within the City. Various acts and regulations offer guidelines to manage processes. All approved policies are available in hard copy, on CityWEB, and on the Citys website.
KEY FINANCE PROCESSES AND POLICIES REQUIRING COUNCIL INPUT

Name of process Budget process Action required Approval to be granted
KEY FINANCE PROJECTS

Provided for in 2011/12 budget and Medium-term Revenue and Expenditure Framework (MTREF) 44 This detailed information is available on CityWeb and on CD.
Inter-services Liaison The Inter-services Liaison Department assists other City departments experiencing difculties with processes, tariffs or nancial viability, and provides nancial control and administrative support for grants-in-aid and for the city improvement districts (special rating areas). The Department also manages the development of the rates policy, the setting of tariffs for municipal services, and the impact these charges have on residents. Furthermore, the Department models the total municipal account (TMA) distribution to ensure a fair distribution of all billed municipal charges, and to ensure that these charges can be collected. Integrated Risk Management The Integrated Risk Management Department is responsible for assessing and managing governance issues and risks that could affect the City. The Department manages risk through: understanding the strategic objectives of the organiCITY OF CAPE TOWN COUNCIL OVERVIEW 2011
Housing Finance and Leases The Housing Finance and Leases Department manages a comprehensive nancial service that covers all aspects of the Citys housing developments. Its functions include managing housing subsidies and development grants from Province and National Treasury, informal settlement upgrades, housing debtor management and operational funding programmes. The Departments functions are aligned with national housing and nancial legislation and national housing and other national infrastructure funding programmes. The Department also operates the various computer systems and nancial procedures associated with the Citys Property Management debtor portfolio. Revenue The Revenue Department is responsible for creating and sustaining a solvent and prosperous City by: billing and collecting funds due to the City, including water, electricity, rates and any other tariffs; ensuring that accurate, transparent accounting
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Expenditure The Expenditure Departments functions include ensuring accurate and timeous payments to the Citys suppliers, councillors, ofcials and third parties; managing the payroll, and providing support services to the Finance Directorate.
GOVERNANCE
The Budget Departments core functions are: the formulation of budget strategy; ensuring the integrity of the budgetary data; corporate monitoring, controlling and reporting; and the facilitation of adjustments, within the applicable legislative and technical framework, to the capital and operating budgets.
sation as well as the internal and external environment in which it operates; the assessment of risks through risk identication, analysis and evaluation; the treatment of risks to minimise or prevent a recurrence of an event; and the monitoring of risks. The Department won a prestigious Institute of Risk Management (South Africa) Public Sector Award in 2010, and received a rating of 3,9 one of the highest ratings in the country when the National Treasury conducted its annual risk management maturity survey in September 2010.
Cape Town International Convention Centre (CTICC), in which the City of Cape Town is the largest single shareholder, generated R137,9 million of revenue during the past nancial year. This represents a 13% increase on the R119,9 million of the previous year. During the year under review, the CTICC hosted 553 events, which included 39 international events.
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Property rates are an important source of income for the City, and the Valuations Department conducts a general property valuation at least once every four years, to ensure that the rates charged on properties are fair and reect current values.
processes and policies which are compliant with relevant legislation, are in place; managing and controlling the ow of funds received by the City; providing a nancial reporting function to the City, other stakeholders and residents; collecting all outstanding revenue in terms of the Citys debt management and indigent policies; and aligning business processes to meet the Citys objectives. The Department has four main areas of work: Debt management, including disconnections, legal processes and arrears Debtors and cash, including payment arrangements and rates clearances, prepaid electricity and the Citys pension payment les Special services, such as motor vehicle registrations Technical services, such as billing and database management Shareholding Management The Shareholding Management Department manages the legislated relationship between the City and its municipal entities and strategic partners, ensuring good governance and protecting the integrity of the Citys shareholding investments. Supply Chain Management (SCM) The SCM Department manages the supply and acquisition of goods and services, and the provision of stores. This includes equipment, services, construction work and the disposal of goods no longer needed. SCM is also responsible for administering tender processes and selecting contractors to assist in the provision of municipal services. In addition, SCM is responsible for ensuring a sound, sustainable and accountable supply chain that promotes local economic development and encourages small businesses and joint venture partnerships. This
procurement system strives to be fair, equitable, transparent, competitive and cost-effective. Treasury The Treasury Department is responsible for managing the Citys accounting function and cash ow, making investments, raising external nance through bond issues (or servicing existing loans), conducting its banking transactions, and safeguarding its assets and liabilities. Treasury also facilitates the Citys annual credit rating, and manages its insurance portfolio (as the City self-insures). It ensures compliance with relevant legislation by reporting timeously and safeguarding assets in order to achieve the strategic and operational objectives of the Department in an efcient, effective and economic manner. Valuations The Valuations Department attaches a market value to more than 780 000 residential, commercial, agricultural and public infrastructure properties for rating purposes. A general property valuation is conducted at least once every four years to ensure that the rates charged on properties are fair and reect current values. This is a requirement in terms of the Local Government: Municipal Property Rates Act of 2004. The City uses a mass appraisal methodology that is in line with international valuation practices. This method is a systematic process of valuing many properties at a given date, using geo-spatial data and statistical procedures based on property sales and market conditions around the date of valuation. The last general valuation was held in 2009, and the general valuation roll was certied by the City Manager on 29 January 2010. Two supplementary valuations have since been held. The actual property taxes that property owners pay are based on the property value, and this can be a contentious process. CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
KEY CONTACTS Executive Director: (Chief Financial Ofcer) Mike Richardson Tel 021 400 3265 Fax 021 400 5660 E-mail mike.richardson@ capetown.gov.za Executive Assistant Rushda Cummings Tel 021 400 5021 46
Environmental Health | Personal Health | Specialised Health
City Health delivers primary health care, and monitors and strives to reduce environmental health hazards.
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GLOSSARY
PLANNING
ity Healths mission is to make Cape Town a healthier city by continuing to strive to ensure adequate and equitably distributed resources, which deliver improved-quality, comprehensive, cost-effective, primary health care services. This aim will be achieved through a district health system with a committed workforce supported by strong, competent shared leadership, who will develop strong teams in collaboration with, and with commitment from, the community and other partners. The City is committed to working with all spheres of government to meet the national, provincial and City targets, so that there is a coordinated and integrated district health service for the citizens of Cape Town.
Environmental health The core business of City Health is environmental health services, or municipal health services. Municipal health services are dened in the National Health Act (Act 61 of 2003) as including: water quality monitoring; food control; waste management; health surveillance of premises; surveillance and prevention of communicable diseases; vector (pest) control; environmental pollution control; disposal of the dead; and chemical safety.
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City Health
KEY CONTACTS Executive Director Dr Ivan Bromeld Tel 021 400 2100 Fax 021 421 4894 E-mail ivan.bromeld@ capetown.gov.za Executive Assistant: Linda Bosman Tel 021 400 4285
Air pollution is a key factor that affects the health of a city. Air pollution levels are frequently high in our informal areas and even inside shacks. The City has adopted an Air Quality Management Plan, which outlines the strategies to be used to deal with air pollution. City Health also deals with all aspects of noise pollution. Personal health In addition, the City also delivers, in partnership with Provincial Government, the personal primary health care component clinic services via an infrastructure of 82 clinics, 24 satellite clinics, four community health centres (CHCs) and four mobile clinics. Services include women and child health services (preventive and promotive services, i.e. family planning and immunising and treating sick children under 13
years); HIV/Aids/STI and TB control, and substance abuse. These clinic services are delivered in partnership with the Provincial Health Departments Metro District Health Services (PGWC: MDHS) who run 47 CHCs and 24-hour emergency services at primary level along with six district hospitals. City Health is faced with an increasing need for health services, as shown by the burden of disease (BOD) and customer satisfaction survey, but the available resources have not grown proportionally. The resources relate to the following: Stafng: Extra staff are needed for those areas with high trafc to reduce long waiting times. Security: Certain areas require extra security for staff and patients. Funding: Adequate funding is needed for pharmaceuticals and medical tests.
KEY HEALTH POLICIES

Name of policy Environmental Health Bylaw Air Quality Management Bylaw Keeping of Animals and Poultry Policy District Health Plan City Health HIV/Aids/TB Plan Air Quality Management Plan Type and purpose Bylaw regulating environmental health in the city of Cape Town. Approved in June 2003 Bylaw regulating air quality management in the city of Cape Town. Approved in July 2010 Policy regulating the keeping of animals and poultry This joint plan between the City and Province is a statutory attachment to the Integrated Development Plan (IDP) To work together with the Provincial Health Department to mainstream a multi-sectoral response that mobilises all City sectors in a developmental intervention to ght HIV/Aids and TB, thereby reducing the number of new infections. Statutory attachment to the IDP. To reduce the adverse health effects of poor air quality on the citizens of Cape Town, especially during brown haze episodes and thus to be the city with the cleanest air in Africa. Statutory attachment to the IDP.
KEY HEALTH PROCESSES AND POLICIES REQUIRING COUNCIL INPUT

Animal Welfare Policy Alcohol and Other Drug Harm Minimisation and Mitigation Strategy, 20112014 A task team is being set up to drive the development of this policy. The City of Cape Town recognises that the harmful use of alcohol and other drugs has consequences for the wellbeing of users, their families and the broader society. This document details the Citys strategic plan to minimise and mitigate the harm of alcohol and other drug (AOD) use (including tobacco usage). Version 13 April 2011.
KEY HEALTH PROJECTS

Eerste River Clinic Get Tested campaign Multi-sectoral action teams Matrix outpatient treatment centres Handwashing campaign 48 New facility HIV counselling and testing Funding for projects, one in each health subdistrict, linked to HIV, using Global Fund money For the treatment of substance and alcohol abuse Health and hygiene CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
Development Services | Existing Settlements Housing, Land and Forward Planning | Informal Settlements | New Settlements Strategy, Support and Co-ordination | Urban Renewal Programme
The City has been granted levels 1 and 2 accreditation, which allows it to implement national housing programmes.
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he Housing Directorate derives its key mandate from the Constitution (Section 26) and the National Housing Act of 1997. There are also other pieces of legislation that govern its operations. The Directorates main function is to initiate, coordinate, facilitate, promote and enable housing development for its poorer communities (households who have a monthly income of R3 500 and less). This is achieved by addressing issues of land, municipal services and infrastructure, and creating an enabling environment for housing development, within its available resources. Funding to deliver on this mandate is accessed in the form of grants from the National Department of
PLANNING
Human Settlements on an annual basis, which is augmented by considerable City funding contributions. The Directorate utilises the range of national housing programmes established by the National Department of Human Settlements. Each of these programmes sets out policy, application and implementation procedures for effective delivery of a range of housing opportunities. In 2007, the Directorate produced its rst ve-year Integrated Housing Plan, which is a legislative requirement, and constitutes the principal framework for housing delivery for the short, medium and long term by the City. This plan is reviewed annually, and also forms the basis for the insert of the housing chapter in the Citys Integrated Development Plan (IDP) and annual report.
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Housing
Urbanisation Cape Towns urban population has grown rapidly over the last 20 years, almost doubling in size, and now stands at just over 3,7 million. The next few decades will see an unprecedented scale of urban growth in developing countries such as South Africa. Urbanisation the increase in the urban share of total population is inevitable, but it can also be positive. The current concentration of poverty, informal growth and social disruption in many of Cape Towns suburbs does paint a threatening picture. However, no major city has ever achieved signicant economic growth without urbanisation. Cities concentrate poverty, but they also represent the best hope of escaping it. The City has established an Urbanisation Department to address the impact of urbanisation in Cape Town proactively. The Department will focus closely on the demographics and the longer-term and broader vision of the use of urban space to reduce poverty and promote sustainability. The Department will also facilitate
strategies across a broad spectrum on how to generate employment; how to reduce the Citys ecological footprint; how to improve governance, and how to administer increasingly complex urban systems, including a focus on community health, community engagement, education, safety, security and basic service provision. The vision is that this kind of people-centred development will knit together the social fabric, and encourage economic growth for all of Cape Towns communities, including the poor. Accreditation The City has been granted levels 1 and 2 accreditation, which allows it to implement national housing programmes; receive funding directly from National Treasury and assume responsibility for beneciary management, subsidy budget planning and allocation, and priority programme management and administration. The next step is for the City to apply for level 3 accreditation, and thus become a fully accredited
KEY HOUSING POLICIES

Name of policy Housing Allocation Policy Type and purpose Outlines principles and processes in the identication of beneciaries and tenants for new housing developments and rental stock respectively Unlawful Occupation Policy Policy for normalising eligible unlawful occupantsin the City's rental stock who moved in before 1 March 2006, and for taking legal action against those who moved in after this date Indigent Policy Policy to provide rental relief to indigentfamilies (those with a household income of less than R3 500 per month) living in the City's rental stock Credit Control Policy Part of the Credit Control Policy deals with the nancial management of the Citys rental and home ownership stock. Draft Procedures for the Outlines principles and procedures for dealing with beneciaries who are no longer in occupation of their servCancellation of Deeds of iced sites in the former black local authorities areas and are no longer traceable, and the consequent sale to the Sale current or approved occupier
KEY HOUSING PROCESSES AND POLICIES REQUIRING COUNCIL INPUT

Name of policy Tenancy Management Policy Backyarder Policy Urbanisation Framework Strategy 50 Action required Draft policy to be workshopped and submitted for approval Follow-up workshops and approval To be approved by Council
municipality with fully assigned powers to deliver on its constitutional mandate of providing access to adequate housing opportunities to, especially, its poorer communities. The Urban Settlements Development Grant This grant replaces the previous MIG Cities grant and the service portion of the human settlements development grant (HSDG). The intent of the grant is to augment and support grant allocations from provinces to municipalities under the HSDG, and it should also support integration of HSDG projects with mainstream City development. By accessing this grant, the City will be able to: improve development planning and inter-governmental co-ordination (all three spheres) of development; be a proactive developer of infrastructure by mobilising domestic capital, while at the same time addressing and redressing the location of development; manage its capital expenditure in an integrated manner, across all services, in good locations and covering the lifespan of projects; be pro-poor and focus on economic growth; address inequality and poverty alleviation and eradication; and
lower the costs incurred by poorer households in accessing serviced urban land with secure tenure. The City has compiled a three-year budget, which also incorporates its projected equitable share allocation in the Division of Revenue Act (DORA). Through its various departments, the Directorate further delivers on its mandate by: the identication, acquisition and sale of land for housing development, and liaising with the Housing Development Agency (HDA) and Province for the release of well-located state land for housing development; supporting the Provincial Land Claims Commissioner in resolving land restitution claims; and facilitating the development of social and gap (affordable) housing by engaging the Citys private housing partners. The Directorate further plays a key role in the land restitution process by: the roll-out of the Citys Informal Settlements Master Plan by co-ordinating delivery of basic municipal services to the Citys informal settlements by the various services departments of the City; monitoring and reporting on the number of job opportunities that the City provides in terms of the
Executive Assistant Nathalene Jordaan Tel 021 400 5479/1811
KEY HOUSING PROJECTS UNDER CONSTRUCTION

Project Bardale Brown's Farm phase 6 Drommedaris social housing: Communicare Hostels redevelopment Ilinge Labahlali Kewtown inll: Peoples Housing Process (PHP) Kuyasa Village 1, phase 2 Masiphumelele school site (private) Mfuleni ood relief PHP consolidation Mitchells Plain inll phase 1 Morgans Village 3: Cape Town Community Housing Company (CTCHC) Nonqubela phase 2 Nyanga upgrade Philippi East phase 5 Philippi Park (PHP) Sercor Park phase 2 Silvertown, Khayelitsha Site C: Survey and subdivision: Provincial Housing Development Board (PHDB) Steenberg social housing: Social Housing Company (SOHCO) Somerset West 10 ha site Temperance Town: Gordons Bay Wallacedene phase 3 Wallacedene phase 4 Wallacedene phase 5 Wallacedene phase 6 Wallacedene phase 7 Wallacedene phase 8 Wallacedene phase 9 Westcape (CTCHC) Witsand phase 2 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011 No of units 5 947 678 219 326 236 2 399 352 4 461 1 345 341 1 250 2 070 405 1 100 119 1 316 6 265 450 390 70 1 108 735 537 1 204 582 573 942 341 1 835 Area Blue Downs Brown's Farm Brooklyn Nyanga Athlone Khayelitsha Noordhoek Mitchells Plain Mitchells Plain Khayelitsha Nyanga Philippi Philippi Strand Khayelitsha Khayelitsha Somerset West Gordons Bay Kraaifontein Kraaifontein Kraaifontein Kraaifontein Kraaifontein Kraaifontein Mitchells Plain Atlantis 51 Mfuleni
GLOSSARY
Kraaifontein
PLANNING
Steenberg
DIRECTORATES
GOVERNANCE
FINANCE
STRUCTURE
KEY CONTACTS Executive Director Hans Smit Tel 021 400 2873 Fax 021 400 5351 E-mail hans.smit@ capetown.gov.za
OVERVIEW
Expanded Public Works Programme (EPWP) as well as co-ordinating the application and expenditure of Urban Settlements Development Grant (USDG) funds for the provision of bulk infrastructure linked to housing developments; the in situ upgrade of informal settlements, the dayto-day management of the settlements as well as preventing planned invasions of vacant City and Province (by agreement) land identied for future housing development;
delivering new housing opportunities through the application and implementation of the range of national housing programmes in the Citys various housing projects; managing the Citys approximately 43 500 rental units, 21 000 home ownership units, 11 000 hostel beds and 11 old-age cottages; and the implementation of the two national urban renewal pilot programmes for the Western Cape in Khayelitsha and Mitchells Plain.
KEY HOUSING PROJECTS IN PLANNING STAGES AND PROPOSED

Project In the planning stage Atlantis Kanonkop (ext.12) phase 1 Belhar Pentech inll Delft, The Hague Dido Valley Driftsands Edward Street: Ottery sustainable development Eureka-Leonsdale Gugulethu inll (Erf 8448/MauMau) Happy Valley phase 2 Hazendal inll (Bokmakierie) Heideveld Duinefontein Road Imizamo Yethu phase 3 Kleinvlei Erf 901 Macassar Manenberg inll: The Downs Masiphumelele phase 4 Morkel's Cottage Morningstar Ocean View (Mountain View) Ocean View inll Proposed Darwin Road Garden Cities housing project Green Point phase 3 Hangberg community residential units (CRUs) Hanover Park Hostels redevelopment Nyanga CRU Hostels redevelopment Gugulethu CRU Hostels redevelopment Langa CRU Kalkfontein phase 3 Upgrading of Informal Settlements Programme (UISP) Kapteinsklip Kensington CRU Mfuleni ext 1 & 2 Mitchells Plain inll: Westgate Nonqubela Makhaza: consolidation Nonqubela Site B: consolidation Nooiensfontein Silvertown consolidation Sir Lowrys Pass Village (Pinetown and Balestra) Swartklip/Denel land Vlakteplaas Wallacedene phase 10A Wallacedene phase 10B 52 2 500 4 000 500 70 700 n/a n/a n/a 1 000 1 000 180 700 1 000 700 1 500 1 100 1 316 140 1 500 500 1 617 256 Kraaifontein Durbanville Khayelitsha Hangberg Hanover Park Nyanga Gugulethu Langa Blue Downs Mitchells Plain Kensington Mfuleni Mitchells Plain Khayelitsha Khayelitsha Blue Downs Khayelitsha Sir Lowrys Pass Khayelitsha Strand Kraaifontein Kraaifontein 526 347 2 395 600 2 500 100 375 1 054 1 350 166 699 400 65 1 500 651 252 400 150 547 412 Atlantis Belhar Delft Simons Town Driftsands Ottery Elsies River Gugulethu/Nyanga Blackheath Athlone Heideveld Hout Bay Blackheath Macassar Manenberg Kommetjie Rusthof, Strand Durbanville Ocean View Ocean View No of units Area
Metro Police | Traffic Services | Law Enforcement & Specialised Services Emergency Call Centre | Fire & Rescue Services | Disaster Risk Management
The Citys Safety and Security Directorate is better resourced than it had been, thanks to increased budget allocations.
he safety and security function includes the functional areas of metro police, trafc services, bylaw enforcement, disaster risk management, re and rescue, and the 107 emergency call centre.
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GLOSSARY
Law enforcement departments The Citys three law enforcement departments are Metro Police, Trafc Services and Law Enforcement & Specialised Services. The objectives and priorities of these departments are set out in the Citys overarching Law Enforcement Plan, which includes the legislatively required Annual Police Plan of the Metro Police.
Metro Police The Metro Police was established in terms of the South African Police Services Act. Its mandate is the enforcement of trafc laws, enforcement of bylaws, and crime prevention. Its current operational focus areas include addressing disorder in the City, and clamping down on drug and alcohol-related offences in terms of the Citys Alcohol and Drug Strategy. To this end, the Substance Abuse Enforcement Unit as well as a highly trained Dog Unit were established in recent years, and proved to be valuable contributors to all law enforcement agencies involved in the combating of the illicit drug trade.
PLANNING
DIRECTORATES
GOVERNANCE
FINANCE
STRUCTURE
OVERVIEW
Safety & Security
Trafc Services This department was established in terms of the National Road Trafc Act. It has an Operations Section which undertakes specialised and general activities. The Licensing and Lipro Section deals with all learner and driver licence testing as well as card conversions and renewals. This section also manages the trafc court division as well as the public/private partnership agreement on trafc cameras. Learners and drivers licences as well as card licences are issued on an agency basis for Province in exchange for agency fees. Law Enforcement and Specialised Services The Law Enforcement and Specialised Services Department enforces bylaws and regulations. Its powers are derived from the Criminal Procedure Act. It deals with
general bylaw enforcement in residential areas and resorts as well as specialised enforcement through various units dealing with copper theft, informal trading, displaced people, land invasion, liquor control and problem buildings. The Department plays a major role over the festive season as well as at other public events. It monitors and manages land invasion incidents, actively supporting the Housing Directorate in dealing with land invasion actions. Civilian oversight A Civilian Oversight Committee (CIVOC), as required in terms of Section 64 of the South African Police Services Act, has been re-introduced during 2006. This committee, which is tasked with ensuring proper civilian over-
KEY SAFETY AND SECURITY POLICIES

Name of policy Type and purpose Policy for the Establishment Policy approved by Council on 26 August 2010, and awaiting nal approval from Minister of Justice and Constiof a Reserve Law tutional Development. Implementation of this policy will allow the City to recruit reserve law enforcement memEnforcement Service bers, and will bolster the Citys law enforcement capacity. Policy available from Anton Visser, 021 400 2933. Annual Police Plan for the Metro Police Annual Law Enforcement Plan (Trafc and Law Enforcement) Disaster Management Plan The Annual Police Plan sets out the objectives and strategies of the Metro Police. The plan is required in terms of the South African Police Services Act. The Annual Law Enforcement Plan sets out the objectives and strategies of the Trafc and Law Enforcement departments, and is distinct from the Annual Police Plan. The Disaster Management Plan sets out the Citys response to a comprehensive range of scenarios.
KEY SAFETY AND SECURITY PROCESSES AND POLICIES REQUIRING COUNCIL INPUT
Name of policy Annual Police Plan for the Metro Police Purpose or action required Council is required to approve the Annual Police Plan for the period 1 July 2011 to 31 June 2012.
KEY SAFETY AND SECURITY PROJECTS

Disaster Management Additions and alterations to the disaster management centre R1 000 000
Fire & Rescue Property improvements Trafc Services
Metro Police 54
Simons Town and Fish Hoek re structure upgrades R7 500 000 Melkbosstrand Fire Station upgrade R5 074 803 Shooting range R 100 000 Various city-wide improvements R2 400 000 Upgrade Mitchells Plain driver testing centre R1 224 000 Establish the Maitland impound facility R3 300 000 Upgrade Trafc Services centre R 1 035 000 CCTV cameras for Wynberg and Claremont R1 500 000 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
Crime-prevention initiatives These initiatives include an externally funded member programme, a reservist member system, a neighbourhood watch assistance project, and a neighbourhood safety ofcer project. Externally funded member programme In December 2007, the City adopted a policy that would allow the private sector, the city improvement districts and other agencies to sponsor the deployment of members of the Citys law enforcement departments. At present, a total of 48 members of the Law Enforcement and Trafc departments are externally funded. Reservist member system Reservist members can boost deployment numbers signicantly and the City has adopted a policy that would allow residents to become reservist members of the Law Enforcement Department. It is expected that full implementation of the policy would be achieved during the new nancial year with a number of residents being recruited and deployed in the capacity of reservist law enforcement members across the city. Neighbourhood watch assistance project The Citys neighbourhood watch assistance project, a mayoral initiative, was launched in August 2008. Its main objective is strengthening the crime and disorder prevention capacity of local communities. Neighbourhood safety ofcer project This is a combined initiative with the Netherlands Police Agency that entails the implementation of the philosophy of problem-orientated policing. It provides for a specic police ofcial to be designated as the safety co-ordinator and problem solver in a particular area. Pilot programmes have been launched, and progress is monitored. CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
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GLOSSARY
Disaster Risk Management The City has a clear mandate in terms of the Disaster Management Act to prevent and mitigate the effects of disasters. To this end, the Citys Disaster Risk Management Centre (DRMC) aims to identify, prevent and reduce the occurrence of disasters, and soften the impact of those that cannot be prevented. The DRMC has a well-established volunteer corps. It plays a key role in event safety, co-ordination of corporate safety initiatives, festive season planning, winter preparedness planning as well as taxi unrest, service delivery protests and xenophobia issues. This functional area includes the preparation and execution of the Citys Disaster Risk Management Plan, as well as the effective coordination and alignment of processes and regular reviews thereof. The plan is a legislative requirement in terms of the Disaster Management Act, which also requires that the plan forms an integral part of the Citys Integrated Development Plan (IDP).
PLANNING
DIRECTORATES
Fire & Rescue Services The Citys Fire & Rescue Services, established in terms of the Fire Brigade Services Act, responds to res and emergencies as well as medical rescues. It also has programmes to educate and raise awareness around re and life safety as well as building, structure and events safety, with a registered training and education facility in Epping. The service has benetted from signicant investment over the last few years due to 2010 funding to bring it on par with the SANS 10090 Code on Community Protection Against Fire.
Executive Assistant Lameez Matthys Tel 021 400 2710
GOVERNANCE
FINANCE
sight of the Citys three law enforcement departments, comprises two members of Council and ten members of civil society. The CIVOC continues to perform its oversight functions with distinction, and is in fact setting the national benchmark as far as the functioning of such bodies is concerned.
City Emergency Services

City Emergency Services comprises the 107 call centre, Fire & Rescue Services and Disaster Risk Management. Emergency call centre (107) The City has a single emergency number (107) to a call-taking and dispatching centre, which directs calls to appropriate institutions and agencies. The centre has well-trained quality-controlled operators. Education and public awareness campaigns are conducted at schools and old-age homes as well as frailcare facilities. The call centre plays a key role over the festive periods and for tourists in the city.
KEY CONTACTS Executive Director: Richard Bosman Tel 021 400 3355 Fax 021 400 5923 E-mail richard.bosman@ capetown.gov.za
STRUCTURE
OVERVIEW
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Spatial Planning and Urban Design | Environmental Resource Management Strategic Development Information and Geographic Information Systems (GIS) Planning & Building Development Management | Development Facilitation Unit
The citys growth requires long-term planning and design, and the management of the natural resources that make Cape Town unique. he Strategy and Planning Directorate is responsible for planning, from the approval of development plans to developing longterm strategies; for ensuring that those plans are economically, environmentally and socially sensible, and for providing the information and approvals that make the Citys goal of infrastructure-led development feasible and attractive. The Directorates key functions are: planning for the citys short and longer-term growth and development path through the City Development Strategy (CDS) and spatial development plans; providing access to accurate and reliable strategic and spatial information to inform development planning and decision making; providing an efcient and effective service to property owners and developers in terms of the approval CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
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GLOSSARY
Planning & Building Development Management The functions, duties and responsibilities of the Planning & Building Development Management (PBDM) Department are set out in Councils system of delega-
PLANNING
processes for building development and land use management applications; enforcement of the Citys building development and land use regulations; facilitating a city-wide climate change response that addresses issues of climate change mitigation, climate adaptation and resilience, and a reduction in Cape Towns carbon footprint; and ensuring that the citys key economic and social asset its natural environment is protected, integrated with urban landscapes, and optimised for maximum social and economic benet.
DIRECTORATES
GOVERNANCE
FINANCE
STRUCTURE
OVERVIEW
Strategy & Planning
tions, and shape PDBMs legal and functional mandate. These delegations set out the legal obligations, powers, procedures, etc. to which Council, and therefore the Department, must adhere when processing development applications, such as planning and building development applications. Numerous laws directly affect the Departments mandates, including land use planning ordinances, scheme regulations, and national building regulations and standards. Other legislation that has an indirect bearing on the Departments work includes that relating to environmental health and environmental management, heritage resources, and outdoor advertising. The core functions and services provided by the PBDM Department are delivered through a decentralised service delivery model, which consists of eight planning district ofces. This service is provided through a system of customer interfaces, from the front counters to the technical specialist back ofce.
Most of the powers, duties and functions to perform the core functions are sub-delegated to ofcials in the districts to nalise development applications. The directives and supporting functions to the district ofces are centralised, and mostly provided by this section situated at head ofce in Cape Town. Spatial Planning and Urban Design The Spatial Planning and Urban Design (SPUD) Department aims to lead and guide the spatial and physical transformation of Cape Town, through co-ordinating, developing and monitoring spatial policies, plans and development. Such plans must inform and lead the Citys investment and development trajectory. The Department is responsible for preparing, as part of Cape Towns IDP, a city-wide spatial development framework. This requires integrating and balancing the various requirements of different sectors (such as housing, transport, utilities and economic development) that affect and inuence the spatial growth, form and per-
KEY STRATEGY & PLANNING POLICIES

Name of Policy Spatial Development Framework (SDF) Type and purpose Spatial Planning and Urban Design Endorsed by Council on 30 March 2011. The SDF replaces outdated spatial plans and policies that have been used to inform land use decisions, and will guide the way Cape Town should grow in the future.
Strategic Development Information & GIS Information and Knowledge To move the City towards the establishment and use of an integrated knowledge hub, which will act as a oneManagement Framework stop portal/gateway for users to access development data, information and knowledge resources. Spatial Information To improve management of the Citys spatial information to ensure data integrity, sharing of and access to inforStrategy mation, and the application of spatial information to support planning and service delivery. Environmental Resource Management (ERM) Integrated Metropolitan IMEP is an overall guiding policy for environmental sustainability in Cape Town. It sets policy goals and a Environmental Policy (IMEP) framework for developing sector-specic implementation strategies. Coastal Zone Management The effective protection and management of the citys coastline and coastal processes Strategy Local Biodiversity Strategy and Action Plan Environmental Education and Training Strategy The effective protection and management of the citys biodiversity and natural ecosystems, and institutional processes and action plans A strategy aimed at implementing environmental education and training for both members of the public and City staff
Cultural Heritage Strategy The effective protection and management of the citys cultural heritage Energy and Climate Change To reduce the citys energy usage and carbon footprint, and implement renewable-energy projects Strategy Energy and Climate Change An action plan for the implementation of the Energy and Climate Change Strategy, including updated targets Action Plan Invasive Alien Species Strategy 58 The eradication of invasive alien plant and animal species in the city
KEY STRATEGY & PLANNING PROCESSES AND POLICIES REQUIRING COUNCIL INPUT
Name of policy/process Cape Town Zoning Scheme Type and purpose Planning & Building Development Management (PBDM) A Cape Town Zoning Scheme (CTZS) was endorsed by Council in December 2010, and is currently with the MEC for recommendation. The CTZS collapses 27 different schemes, dating from the 1940s, throughout the City into one unitary scheme. A component of a zoning scheme is the zoning maps. In replacing the existing zoning maps a new converted zoning map needs to be compiled. Municipal planning is a municipal legislative competency. Policies for: Belvedere Road, Boston, Brighton Road, Weltevreden Valley (Schaapkraal), Claremont CBD edges, and Old Stikland Outspan and surrounding areas Sections regarding boundary walls and fences Review of policies relating to early childhood development centres, tourist accommodation, and the sale of alcoholic beverage from residential properties
Building Bylaw Review of existing policies
Medium to long-term growth options study
Final draft integrated Provide a further level of planning and guidance to the Citys Spatial Development Framework (CSDF) at the disdistrict spatial development trict and subdistrict level plans and environmental management frameworks Final Draft Densication Guide appropriate location for, and informants to, sensitive densication in Cape Town Policy Final Draft Development Edges Policy Tall Buildings Policy Urban Design Policy Local area plans/policies Guide the process of review of the urban edge, and the assessment of applications to amend the urban edge Guide the preparation and assessment of tall-building applications Provide urban guidance to the preparation and assessment of development proposals Kapteinsklip development framework Table View beachfront development framework Urban edge and development guideline for the Schaapkraal smallholdings in the Philippi horticultural area Strategic Development Information & GIS To develop a longer-term, 20 to 30-year City Development Strategy (CDS) and plan to inuence and inform the future development path of Cape Town. A draft strategic framework for a CDS for Cape Town 2040 (April 2011) has been completed under guidance of Mayco. The identication of a political champion to lead the process is seen as an important next step. Environmental Resource Management (ERM) Approval of an Integrated Metropolitan Environmental Policy (IMEP) and Environmental Agenda
City Development Strategy
Revision of IMEP, updating of Environmental Agenda
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GLOSSARY
Invasive Alien Species Policy Approval of the policy for eradication of invasive alien plant and animal species in the city Faunal Policy To provide a holistic and consistent approach to the management of indigenous mammal fauna on City-owned land. Approval still pending. Baboon Policy To dene the City's approach on how the municipality deals with the baboon issue. Approval still pending. Safety and Security Policy To ensure that security on City nature reserves is handled in a consistent way to ensure the protection of visitors, for Nature Reserves staff, infrastructure and biodiversity. Approval still pending. South-east Strandveld A conservation implementation plan for the most important strandveld biodiversity remnants that is least in conImplementation Plan ict with alternative proposed land uses. Approval still pending.
PLANNING
DIRECTORATES
GOVERNANCE
Spatial Planning and Urban Design To consider the phasing and costs of growth in the two growth corridors identied for Cape Town
FINANCE
Cape Town Zoning Scheme: Conversion of Zoning Maps Draft Planning Bylaw Local Area Policies
STRUCTURE
formance of Cape Town. Urban design guidance is provided by means of spatial planning and urban design frameworks, policies and guidelines, as well as ongoing strategic advice and monitoring to assist in their implementation. The Department also aims to demonstrate spatial planning and urban and landscape design policy and principles through design, facilitation and implementation of strategic capital programmes and projects, and frequent qualitative input into land use and building development applications made to the City.
Development Facilitation Unit (DFU) The Development Facilitation Unit (DFU) facilitates and co-ordinates major projects (with a value greater than R100 million) and strategic projects identied by Mayco in order to ensure a coherent and efcient City response to these developments. The DFU also enables major developments on Council-owned land to market and promote the City as a desirable investment location for property development projects in partnership with the private sector. Given the key role in city development played by cer-
OVERVIEW
KEY CONTACTS Acting Executive Director Dr Ivan Bromeld Tel 021 400 2100 Fax 021 421 4894 E-mail ivan.bromeld@ capetown.gov.za Executive Assistant: Ndzuki Maqungo Tel 021 400 4007
tain state-owned enterprises and other organisations, such as Eskom, Telkom, Intersite, Wesgro and the Cape Town Partnership, the DFU liaises closely with such organisations to ensure regular structured engagement. Strategic Development Information & GIS The Strategic Development Information & GIS (geographic information systems) Department is responsible for the provision of strategic development information and knowledge and related support services to enable decision makers to address a wide range of development needs within the city, with limited resources. The Departments strategy and business plan are guided by the Citys Information and Knowledge Management (IKM) Framework, as well as, among other laws, the Municipal Systems Act (Section 26), in terms of which municipalities are required to monitor and measure levels of development. Environmental Resource Management (ERM) Environmental Resource Management (ERM) leads the implementation of an Integrated Metropolitan Environmental Policy (IMEP) and Environmental Agenda, thereby ensuring that the Citys environment is protected and sustainably utilised for its communities. ERM is also mandated to manage the global respon-
sibility for Cape Town to ensure that the unique, diverse and endemic biodiversity, coastal landscapes and ecosystems and the exceptional heritage and cultural resources within its boundaries are protected, managed and integrated with the Citys urban landscape and social fabric. Planning district service delivery model The implementation of the eight-district service delivery model is a success story that entailed the rationalisation of 17 disparate and understaffed ofces into eight integrated service centres. The model integrates the functions of planning and building management, spatial planning and urban design, and environmental management in the eight district-based ofces. Four regional enforcement units were set up, each covering two planning districts. Implementation of the model started in September 2007, and was completed in December 2008. The current focus is on streamlining the cross-directorate service integration in respect of land use management and building plan approval processes, and the formulation of the City Spatial Development Framework (SDF) and the eight-district spatial development plans (SDPs) and environmental management frameworks (EMFs).
KEY STRATEGY & PLANNING PROJECTS

Name of project Local Area Priority Initiatives (LAPIs) Quality public space programme Athlone Power Station Salt River Market Monwabisi coastal node Department and description Spatial Planning and Urban Design To provide forward local area plans for public investment in: Mfuleni; Site C, Khayelitsha; Lentegeur, Mitchells Plain, Valhalla Park, Gugulethu/Manenberg, Langa and Du Noon Completion of 23 quality public spaces as amenities for the residents
Redevelopment of the Athlone Power Station site into a mixed-use urban district Revitalisation of historical market, with the intention to provide gap housing and upgraded commercial facilities Feasibility study for development around the Monwabisi coastal resort that will link Khayelitsha to the sea Strategic Development Information & GIS Integrated Spatial ISIS improves the integrity of property information by bringing together property data, processes and information Information System (ISIS) systems. System development has been completed and will go live when system testing has been completed. Knowledge Hub To establish a one-stop web-based portal/gateway to access development data, information and knowledge Spatial reporting tool To provide spatial and indicator data through a map-based viewer to all City departments and to the public Community satisfaction This annual survey provides a statistically robust measure of the satisfaction levels of households and businesses survey with City of Cape Town services State of Cape Town report To provide an overview and analysis of the most pertinent issues inuencing the development of Cape Town Information and Knowledge The aim of the policy is to establish better practice in information and knowledge management, and to manage Management (IKM) Policy information and knowledge in a way that supports the Citys immediate and long-term business requirements. 2010 World Cup socioTo assess the short-term economic, social and sport impacts of the World Cup on Cape Town, in partnership with impact assessment the Cape Higher Education Consortium. The release of the results is expected around June 2011. Environmental Resource Management (ERM) Youth Environmental Makes young learners across the city aware of the environment by providing formal environmental education at School (YES) programme 23 nature reserves. To date, over 55% of schools have been reached in Cape Town more than 65 000 learners. Sustainable Livelihoods programme Rietvlei ofces False Bay ofces Promotes livelihoods and greening interventions among poor communities by promoting community food gardens, indigenous gardening and soil protection. Communities are also capacitated on resource-efcient living. Construction of biodiversity management ofces at Rietvlei Nature Reserve is under way. Construction of biodiversity management ofces at False Bay Nature Reserve is under way. Development Facilitation Unit (DFU) There are 34 major developments in process at various sites across the metropolitan areas. CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
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Transport, Roads & Stormwater | Development Services | Technical Operations Integrated rapid transit | Cape Town Stadium | Urban Renewal Programme
Cape Town Stadium and the integrated rapid transit (IRT) system are two of the biggest projects in the Citys recent history.
he Transport, Roads & Major Projects Directorate plays a critical role in the planning and management of the transport, road and stormwater functions, and in the delivery of major projects such as the 2010 FIFA World Cup and the integrated rapid transit project. The Directorate delivers a range of functions through its six departments: Transport The Transport Department leads and directs the transport functions of the City in order to meet nonCITY OF CAPE TOWN COUNCIL OVERVIEW 2011
motorised, road, air, water, rail, freight and all other transport needs. This is achieved by ensuring the provision of a coherent transport network, system, infrastructure and services. Roads & Stormwater The Roads & Stormwater Department is primarily responsible for roads and stormwater systems planning, the implementation of all capital infrastructure programmes, as well as the management and maintenance of the associated infrastructure. A current business improvement initiative within the
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GLOSSARY
PLANNING
DIRECTORATES
GOVERNANCE
FINANCE
STRUCTURE
OVERVIEW
Transport, Roads & Major Projects
KEY TRANSPORT, ROADS & MAJOR PROJECTS POLICIES

Name of policy Integrated Transport Plan (ITP) 2006 2011 Type and purpose Transport The ITP is a ve-year strategic plan prepared in terms of the requirements of the National Land Transport Act of 2009. It comprises a number of strategies, which include transport safety, public transport, transport infrastructure, travel demand management, freight, non-motorised transport, ports, airports, the road network, asset management, funding and public consultation. Roads & Stormwater Footways Implementation Gated Development Policy Provision of Road Toll Provision of Roads in Informal Settlements Recovery of Damages to Non-insured City property Trafc Calming Unmade Roads Draft Security Hut Policy This policy aligns with the Citys Integrated Transport Plan (ITP) to provide pedestrian facilities This policy proposes the Citys approach to gated communities and access This policy advocates alternatives to the proposed N1/N2 toll road being operated as a tolled road This policy set minimum levels of service pertaining to the provision of roads in informal settlements (on public land only) and ensures that communities living in informal settlements have adequate mobility The policy promotes the recovery from the responsible person/s of the cost of repair or replacement of Cityowned property that is accidently, intentionally or carelessly damaged A policy regulating the use of physical trafc calming measures on certain roads Providing a mechanism for determining the priorities for the upgrading of unmade roads and streets in the city To manage and regulate the process for the placement of security huts within the reserves of municipal public roads and streets
KEY TRANSPORT, ROADS & MAJOR PROJECTS POLICIES REQUIRING COUNCIL INPUT
Name of policy Type and purpose Transport Development of a Five-year Approval, monitoring and oversight of the implications of the requirements of the National Land Transport Act High-level Business Plan for the City of Cape Town Single Point of Authority for Formalise the establishment of a single point of authority for transport in terms of Section 93 of the National Transport Land Transport Act (NTLA) of 2009. Approval, monitoring and oversight on grouping of all transport functions in a single, well-managed structure, with clear distinction between strategic and operational functions. Assignment of Additional Process on assignment of additional transport functions in terms of the requirements of the NLTA, Municipal SysTransport Functions tems Act, and other local government legislation. Includes approval of feasibility studies and the development of three and four-year business plans and due diligence reports. Integrated Transport Plan Approval, monitoring and oversight of development of the outline of transport priorities, strategies and programmes for the next ve years, and as a sector plan and input into the Integrated Development Plan (IDP). Approval, monitoring and oversight of area transport plans to ensure alignment with development objectives. Transport Safety Plan Approval, monitoring and oversight of the development of a ve-year plan focusing on transport safety interventions to ensure improved transport safety Fuel Levy Allocation Business Improvement Project Security Hut Policy Policy on Development Contributions Pavement and Bridge Management Systems Trafc Calming Land Acquisition IRT Operating Companies Business Plan Framework Stadium and Park Stafng Tariff Structure Rezoning 62 Roads & Stormwater Approval from Budget Steering Committee and Council regarding redirecting the full fuel levy allocation for road infrastructure development and maintenance Approval from portfolio committee and Council for the implementation of recommendations from the Business Improvement Project, to enhance services rendered with particular reference to the Operations and Assets Branch, and the Infrastructure, Maintenance and Depots Branch Complete the public participation process for the implementation of the Security Hut Policy Developing a new policy to replace the Interim Policy on Development Contributions, and to determine the types of applications where development contributions in terms of Policy MC 45/09/04 will be applicable. Report on a quarterly basis on the development of this new policy to portfolio committee and nal approval by Council. Report on a six-monthly basis on the progress of these two systems to the portfolio committee, and nal approval by Council Integrated rapid transit (IRT) project A policy regulating the use of physical trafc-calming measures on certain roads Approval of land acquisition for IRT facilities Formation and appointment of IRT operating companies Cape Town Stadium Discussion by EMT Review Management Team, and approval Approval of structure Approval for tariff structure for Cape Town Stadium and Green Point Park for 2011/12 Approval CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
Department entails the improvement of the functionality of depot operations. The key objective is to enhance the effectiveness and efciency of the services rendered by the Department through various depots city-wide. Integrated Rapid Transit (IRT) The Integrated Rapid Transit (IRT) Department aims to provide elements of an effective and efcient roadbased public transport system consisting of a network of bus rapid transit (BRT) services, support feeder bus services, and infrastructure that integrates with other transit modes into a high-quality city-wide transit network. The IRT implementation team is supported by an IRT operations team.
Technical Department With the conclusion of the 2010 FIFA World Cup event in July 2010, the focus of the 2010 Technical Department would be the completion of Green Point Park, the rehabilitation of Green Point Stadium (including a synthetic athletic track) and the rehabilitation of the sports elds on Green Point Common. The 2010 Technical Department is in the process of winding up operations, as all major programmes related to the 2010 World Cup have been successfully completed. The 2010 Operations staff have been seconded on a temporary basis to manage the stadium and Green Point Urban Park in terms of efcient and effective business principles.
Executive Assistant: Trish Kirby Tel 021 400 5011
KEY PROJECTS OF THE TRANSPORT, ROADS & MAJOR PROJECTS DIRECTORATE

Project Public transport infrastructure upgrades Type and purpose Transport Ongoing upgrades and investment in public transport infrastructure, including: public transport interchanges; Park & ride infrastructure projects at rail stations; and public transport support infrastructure (stops, embayment, signage, etc.). Ongoing upgrade of the area trafc signal system and infrastructure, and transport safety projects Ongoing upgrade and construction of walking, cycling and public space enhancement projects Roads & Stormwater Bulk roads and stormwater infrastructure for housing projects R35 m Vlakteplaas bulk roads and stormwater infrastructure R5 m Reconstruction of roads across the metro R58 m Rehabilitation of roads across the metro R10 m Pelican Park Strandfontein Rd R24 m Khayelitsha rail extension R22 m City-wide improvements of R20 m, and R10 m for implementing a city-wide plan Integrated rapid transit (IRT) project IRT: West Coast corridor Two new contracts have commenced and two new tenders awarded, and work will continue in the new nancial year. IRT: Inner-city service To be completed once IRT route is nalised IRT: Fare collection Project commenced in March 2011 after an appeal process. Will continue in new nancial year. IRT: Control centre Tender awarded, but there was an appeal. Awaiting outcome before work can commence, hopefully in new nancial year. Cape Town Stadium Provision of re & access control system maintenance services R2 345 000 Provision of audio visual system maintenance services R940 000 Provision of heating, ventilating and cooling (HVAC) & mechanical pump maintenance services R750 000 Provision of lift maintenance services R320 000 Provision of general building maintenance services R1 230 000 Provision of cleaning and waste management services R2 400 000 Provision of electrical, lighting & power generation system maintenance services R2 888 000 Provision of pitch maintenance services R1 700 000 Provision of landscaping maintenance services R2 700 000 Provision of specialised stadium infrastructure cleaning services R1 400 000 Safety and security R4 000 000 IT services R796 000 63
Transport network systems management Non-motorised transport projects Bulk infrastructure Roads
Rail Non-motorised transport IRT implementation
Ongoing
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KEY CONTACTS Executive Director: Mike Marsden Tel 021 400 5010 Fax 021 400 1390 E-mail mike.marsden@ capetown.gov.za
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Electricity Services | Water and Sanitation | Solid Waste Management
Behind the basic services on which residents rely is an enormous infrastructure, managed and maintained by more than a third of the workforce.
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he Utility Services Directorate aims to ensure sustainable municipal infrastructure and services water, sanitation, electricity and solid waste that will enable economic development and provide equitable access to basic services for all citizens of Cape Town. The Directorates policies and strategies are intended to address the provision of basic municipal services related to electricity supply, water treatment and supply, sewerage treatment, and the provision of waste management services. These policies and strategies are geared to comply and align with national legislation and other regulatory policies related to municipal services.
Sanitation All formal properties in the city receive sanitation services in the form of a metered connection, while a small number of erven that do not have a piped sewer connection have septic tanks. A backlog in basic sanitation as a result of the current growth is found only in the informal settlement environment, which the City aims to eliminate by 2015/16. Water All formal properties in the city receive water through a metered connection. In informal settlements, the focus is for provision of a minimum service through communal services.
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Utility Services
KEY UTILITY SERVICES POLICIES

Name of policy Electricity Supply Bylaw Type and purpose Electricity Services To give effect to the policy on the levying of fees for a municipal service provided by the municipality or by way of service delivery agreements
Electrication Policy The policy for providing this municipal service Metering Policy The policy for providing this municipal service Review of the business plan Adoption and approval of the Integrated Development Plan (IDP), which includes the business plan for Electricity Services Water Services Act Water and Sanitation Provides for the rights of access to basic water supply and basic sanitation; the setting of national standards and norms; standards for tariffs, and water service development plans, and provides a regulative framework for water services institutions and water services intermediaries Provides operational and administrative requirements for the provision of water installations; water use; the roles and functions of the owner; the powers and responsibilities of the Director: Water & Sanitation; the service levels; recovery of costs; duties of the public; dealing with emergency situations; entry authority to water services facilities; delegations by the City Manager to the Director: Water & Sanitation; issuing of compliance notices; offences and penalties; plan approval; re installations; water restrictions and conservation, and persons required to do plumbing work Controls and regulates treated efuent in Cape Town and provides for matters connected with it Provides the operational and administrative requirements for the handling of sewerage and industrial efuent Provides the framework for the strategic management of the Department The Department has a ten-year Wastewater Strategy Plan, a Bulk Water Master Plan, a ten-year Water Demand Management Plan, and is in the process of developing a ve-year Reticulation Upgrade, Replacement and Refurbishment Plan. Annual maintenance plans exist for reticulation and wastewater services. Solid Waste Management Aims to reduce generation of waste and the environmental impacts of waste, so that the socio-economic development of South Africa, the health of the people and the quality of environmental resources are no longer adversely affected by the effects of waste (National Waste Management Strategy Implementation Report, 2004, p. 1) Aligns with the new National Environmental Management Waste Act to introduce waste minimisation, to prevent environmental damage, to ensure all waste management role players do their business in accordance with legislation, to ensure contracting and payment for services to collect and dispose of waste, and to be able to enforce the law and recover costs where littering and illegal dumping of waste are prosecuted
Water Bylaw
Treated Efuent Bylaw Wastewater Bylaw Strategic Plan Five and ten-year infrastructure plans
Integrated Waste Management (IWM) Policy Integrated Waste Management (IWM) Bylaw, 2009, and IWM Amendment Bylaw, 2010
Accreditation Policy for This IWM Bylaw requirement regulates waste management service providers and their associated activities to Waste Management Service reduce potential risks and impacts on health, safety and the environment as well as on resources Providers Alternative Service Delivery In terms of Section 78(3), Assessment of Alternative Service Delivery (ASD) mechanisms, of the Municipal Mechanisms Systems Act (MSA), an assessment was required to enable Council to make an informed decision as to the most appropriate mechanisms for the Solid Waste Management Department to meet new legislative requirements, and to reduce waste and divert waste from landll.
KEY UTILITY SERVICES POLICIES REQUIRING COUNCIL INPUT

Name of policy Type and purpose Electricity Services Review of the business plan Adoption and approval of the Integrated Development Plan (IDP), which includes the business plan for Electricity Services Water and Sanitation Review of the Water Services Development Plan Implementation of MSA S78(3) recommendations The Water Services Development Plan is a statutory plan in terms of the Water Act. Solid Waste Management Implementation of recommendations contained in report as per Council resolution C34/03/11. Revising Integrated Waste Management Policy requires Council approval. Revising Integrated Waste Management Plan requires Council approval to continue public/private partnership initiatives once feasibility and risk assessments have been concluded (unlikely to be within the rst six months). The Integrated Waste Management Plan and Policy includes the 20-year capital infrastructure plan for solid waste management services in the city. This is part of the IDP, and is a statutory requirement as per the National Environmental Management: Waste Act of 2008 (NEMWA), and has been a part of the IDP since 2006. CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
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Electricity The Citys Electricity Services Department provides electricity distribution services to approximately 70% of the citys residents, with some areas in the eastern and northern parts of the city serviced by Eskom. Electricity service availability and access backlogs are mainly still a problem in informal settlements, and these are being addressed by the Department and Eskoms electrication programmes. As approximately half of the poor households in the city fall within Eskoms service area, the national power provider and the City work together to ensure effective planning and provision of electrication programmes. Certain informal areas are excluded from the electrication programme if the dwellings are: below the 50-year oodline; on unsuitable land, such as landll sites; in road, rail or power line reserves; or on private property. At this stage, the bulk of the electrical connection backlog in informal areas is found in the Eskom supply portion of the city. Refuse removal The City delivers a weekly kerbside refuse collection service to all formal properties within its administrative boundaries. Informal settlements receive integrated area cleaning and refuse removal services, including door-to-door bagged refuse removal. The refuse removal service is a guaranteed service planned according to a weekly scheduled programme. Of the estimated total of 189 593 informal settlement households, 187 697 receive solid waste removal services, leaving a backlog of around 1%. The backlog is a result of ongoing informal household and settlement growth, but is dealt with on an integrated basis as soon as information of the location CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
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Challenges and risks Several strategic development or risk issues have also been accommodated in policy or strategy. In this context, population and economic growth is factored in. Summarised, these are as follows: Security of water supply: The Western Cape is a water-scarce region that is likely to be affected by climate change in the immediate future. The Water and Sanitation Departments strategy is to examine the feasibility of using or developing untapped resources or mechanisms to reduce the risk. Water demand management: This is directly linked to water security. It is managed through the Water Bylaw, stepped tariffs and communications campaigns. Pressure management implementation, area metering and water demand management devices form part of the implementation of the strategy. Electricity demand-side management: Much of this is managed through stepped tariffs. In terms of infrastructure, more energy-efcient street lighting infrastructure is being deployed to reduce the power consumed to provide public and street lighting and trafc signals. The medium-voltage infrastructure is being upgraded and strengthened in various parts of the city to cope with new growth and deal with backlogs. A change in public behaviour is targeted through an energy-saving campaign that will continue into the foreseeable future. Waste minimisation: A comprehensive review of the current waste service in terms of the Municipal Systems Act, Section 78, has been concluded and the recommendations have been adopted by Council. The Integrated Waste Management Policy and Plan already allows for various initiatives that make up the waste minimisation part of the Citys waste man-
KEY CONTACTS Executive Director Lungile Dhlamini Tel 021 400 2500 Fax 021 400 5913 E-mail lungile.dhlamini@ capetown.gov.za Executive Assistant: Nobby Mentoor Tel 021 400 3500
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While the priority has been to provide an emergency level of service to all households in all settlements, the City is also extending the basic-level coverage and density of services. The City exceeds the national standard, which is to provide access to potable water within a 200 m radius of a dwelling unit, and has far fewer households sharing a tap than the national minimum standard of 25 households per tap.
of new informal households becomes available to the Solid Waste Management Department. Free basic services are accommodated in the Citys Tariff Policy to ensure that access to basic services is possible without inducing economic hardship on the poor, and the indigence level has been lifted to ensure that tariff increases can be accommodated even where the amount provided in terms of National Treasurys equitable share grant is insufcient. The approval of the 2011/12 MTREF budget by Council will be key in making this policy effective.
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agement strategy, but will be augmented due to the recommendations. Infrastructure asset management: The three departments have all developed rst-stage infrastructure asset management plans, and are in the process of data capture and data verication for different asset types. The SAP system is also being developed to
integrate different modules which will eventually allow seamless asset and nancial maintenance using a full life-cycle asset management approach. This is a long-term project involving many departments across Council with a scope of at least ten years, considering that there are more than 3 000 000 assets on the Citys books.
KEY UTILITY SERVICES PROJECTS

Name of project Type and purpose Electricity Services Upgrades and Upgrading and refurbishment of existing infrastructure across the metro as part of the network development refurbishment programme. The most signicant projects to be undertaken during the 2011/12 nancial year are: replacement of 33 kV cables from Oakdale to Boston (R54 million); replacement of the Vanguard transformer (R41 million); and replacement of system equipment (R96 million). Continued conversion of 180 000 mercury-vapour street lighting lamps to the brighter, more environmentally friendly, energy-efcient high-pressure sodium lamps, which will reduce energy consumption by at least 12%. Water and Sanitation Water demand The main programmes and projects that form part of the water demand management strategy are the: management water leaks repair programme; pressure management programme; roll-out of water management devices; treated-efuent re-use programme; and educational and awareness programmes. Increased treatment Key projects include: capacity, improved extension to the Zandvliet Wastewater Treatment Works (R55 million); processes or improved Bellville Wastewater Treatment Works upgrade (R102 million); efuent quality new bulk sewer for Thornton/Langa (R45 million); and Athlone Wastewater Treatment Works upgrade (R11,5 million). Main projects for bulk The bulk water augmentation scheme links Cape Town to the Berg River Dam. The scheme phases are the: water, reticulation and 300 megalitre (M) Muldersvlei reservoir and linking pipelines with the Wemmershoek pipeline; sanitation over the next six potable water pipeline from Muldersvlei reservoir to Spes Bona; 500 M/day Muldersvlei Water Treatment Plant (MWTP) and raw-water pipeline from Berg River Dam; and months Volvlei Dam to Glen Garry reservoir transfer scheme components. TMG feasibility study and To assess the feasibility of utilising the Table Mountain Group (TMG) aquifer as a potential water source. Work pilot project on a pilot well eld with an approximate yield of 5 million m3 per year is planned for 2011/12. The information gathered from the study will be used to make a decision on the feasibility of a future water supply scheme. Infrastructure upgrades and Wemmershoek Dam spillway radial gates refurbishment refurbishments Standby alternator sets (standby power) at multiple stations Molteno No. 2 pump station 3,3 kV starter panel replacement Blackheath Water Treatment Works residual water recovery pump station 400 kW motor replacement Kildare pump station motors and control equipment replacement Replace and upgrade water network city-wide (R51 million) Contermans Kloof water mains to Parklands (R30 million) Wastewater treatment infrastructure replacement and refurbishment city-wide (R30 million) Sewer network replacement and refurbishment city-wide (R29,3 million) Kraaifontein Wastewater Treatment Works upgrade (R25 million) De Grendel reservoir upgrades (R24 million) Informal areas incremental upgrade (R34,3 million) Solid Waste Management Implementation of the Upgrade and replacement of Solid Waste plant and vehicles (R137 million) Integrated Waste Development of landll infrastructure (R157 million) Management (IWM) Policy Rehabilitation and closure of landll sites (R40 million) Acquisition of plant and equipment: refuse compactor vehicles and other refuse trucks Construction of lined cells at Vissershok North landll site Final extension of the current regional landll facility Rehabilitation of landll sites: Completion of the rehabilitation of the Swartklip landll site Construction of drop-off facilities: Spine Road drop-off project in Mitchells Plain 68 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
In order to meet the needs of its residents and provide a foundation for growth and development, the City has developed several important plans, frameworks and strategies. These range from the five-year Integrated Development Plan (IDP) to strategies for improving transport. Some of these have been approved, and others are being developed for submission to appropriate Council forums.
In this section Integrated Development Plan (IDP) Service Delivery and Budget Implementation Plan (SDBIP) Annual and quarterly reporting Local Government Turnaround Strategy City Development Strategy Cape Town Spatial Development Framework Integrated Transport Plan Infrastructure Asset Management and Planning Draft Economic and Human Development Strategy Draft Events Strategy
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Plans, frameworks and strategies
Integrated Development Plan (IDP)

KEY CONCEPTS Integrated development planning is a participatory process through which municipalities prepare a development plan. The IDP helps the City in identifying priority issues or problems, which, in turn, determine its vision, objectives and strategies. This IDP is implemented over a ve-year period The new Council must prepare its own IDP. Council must approve a process plan for a new IDP before 30 August 2011. An IDP is required in terms of the Municipal Systems Act.
ntegrated development planning is a process through which municipalities prepare a development plan that will be implemented over a ve-year period. The Integrated Development Plan (IDP) guides and informs all planning, budgeting, management and decision making. In a nutshell, integrated development planning is about the municipality identifying its priority issues or problems, which, in turn, determine its vision, objectives and strategies, followed by the identication of projects to address the issues. A critical phase of the IDP is to link planning to the municipal budget in other words the allocation of internal or external funding to those identied projects because this will ensure that implementation of projects, and hence development, is directed by the IDP. The legal status of an IDP The Municipal Systems Act of 2000 requires all municipalities to draft IDPs, which supersede all other plans of the municipality. However, that is not the only reason why municipalities must prepare the plans. Municipalities have to ensure that the quality of life for its citizens is improved through the provision of basic services, creation of jobs, promotion of democracy, accountability, and eradication of poverty. Preparing and having the IDP therefore enables the municipality to be able to manage the process of fullling its developmental responsibilities. The lifespan of an IDP In terms of the Municipal Systems Act, every new Council that comes into ofce after the local government elections has to prepare its own IDP, which will guide that Council for the ve years that it is in ofce. The IDP process Integrated development planning is a participatory
process, which requires involvement of a wide range of stakeholders. It takes a municipality six to nine months to complete an IDP. The IDP is reviewed annually. Through the IDP, the municipality is informed about the problems affecting its municipal area and, being guided by information on available resources, is able to develop and implement strategies and projects to address the problems. The core components of the IDP The IDP is made up of the following core components: The analysis: An assessment of the existing level of development, which includes identication of communities with no access to basic services Development strategies: The municipalitys vision, Councils development priorities and objectives, and development strategies Projects: Major programmes and projects Integration: It includes important planning tools (discussed later in this section) such as the Spatial Development Framework, the Disaster Management Plan and budget (both capital and operational budget), and key performance indicators and targets. Management of the IDP process The Executive Mayor has the responsibility to manage the preparation of the IDP, or assign this responsibility to the Municipal Manager. In the City, the IDP Director reports directly to the City Manager. In most municipalities, this function falls within the Ofce of the Municipal Manager, while the Executive Committee or Mayor manages the process. Next steps Council must approve a process plan before 30 August 2011 for the drafting of the IDP for the new term of ofce. The new IDP will be approved by Council on 31 May 2012.
DOCUMENT LINKS The 2011/12 IDP This document is available in PDF format on the accompanying CD, on CityWEB and the Citys website.
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Service Delivery and Budget Implementation Plan (SDBIP)

he Service Delivery and Budget Implementation Plan (SDBIP) is a detailed annual plan that gives effect to the IDP and the budget, and is effective if the IDP and budget are aligned with each other. The SDBIP therefore serves as a contract between the administration, Council and the community. It expresses the goals and objectives set by Council as quantiable outcomes that can be implemented by the administration over the next 12 months. This provides the basis for measuring performance in service delivery against end-of-year targets and budget implementation. The process of preparing an SDBIP book must comply with Section 53 (1)(c)(ii) and 69 (3)(a) of the Municipal Finance Management Act, Act 53 of 2003, as well as the municipal budget and reporting regulations. Brief overview of content The SDBIP is essentially the management and implementation tool that sets out in-year information, such as quarterly service delivery and monthly budget targets, and links each service delivery output to the budget of the municipality. This provides credible management information and a detailed plan for how the municipality will provide such services, as well as the inputs and nancial resources to be used. The SDBIP indicates the responsibilities and outputs for each of the managers in the top management team, the inputs to be used, and the time deadlines for each output. The SDBIP therefore determines the performance agreements of the City Manager and senior managers, CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
Responsibilities The Municipal Manager is responsible for the preparation of the SDBIP, which, legally, must be submitted to the Mayor for approval once the budget has been approved by Council. The SDBIP requires detail for ve components: Monthly projections of revenue to be collected for each source, such as rates or service charges Monthly projections of expenditure (operating and capital) and revenue for each budget vote Quarterly projections of service delivery targets and performance indicators for each vote Ward information for expenditure and service delivery Detailed capital works plan broken down by ward over three years Other components that form part of the SDBIP book are the ve-year corporate scorecard as well as the indicator denitions. Next steps All the components above would have served before Council by 11 May 2011. The nal 2011/12 SDBIP book will be approved by the Executive Mayor within 28 days of the approval of the budget in May/June 2011.
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DOCUMENT LINKS The SDBIP This document is available on CityWEB.
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including the outputs and deadlines for which they will be held responsible. The SDBIP should also provide all expenditure information (for capital projects and services) per municipal ward, so that each output can be broken down per ward, where this is possible, to support ward councillors in service delivery.
KEY CONCEPTS The SDBIP is a detailed annual plan that gives effect to the IDP and the budget. It expresses the goals and objectives set by Council as quantiable outcomes that can be implemented over the next 12 months. The SDBIP contains information such as quarterly service delivery and monthly budget targets. The SDBIP indicates the responsibilities and outputs for each of the managers in the top management team. The SDBIP also provides expenditure information for capital projects and services by ward.
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Annual and quarterly reporting

KEY CONCEPTS The annual report provides a record of the activities of the municipality during the nancial year. It also provides a report on performance against the budget and the IDP. The annual report provides accountability to the community for Councils decisions. The next annual report will be submitted to Council on 31 January 2012. Quarterly performance reports review the performance of the municipality. he City compiles and publishes quarterly and annual reports. The quarterly reports are mainly for internal use, and help the municipality to monitor performance against targets. The annual report is a much more detailed document, and is available in print and on the Citys public website. The annual report The annual report is compiled in accordance with Chapter 12 of the Municipal Finance Management Act (MFMA). The purpose of an annual report is: to provide a record of the activities of the municipality during the nancial year to which the report relates; to provide a report on performance against the budget and Integrated Development Plan (IDP) of the municipality for that nancial year; and to promote accountability to the community for the decisions made during the year by the municipality. Requirements for the annual report The following is required, by law, to be included in the annual report: Consolidated annual nancial statements Auditor-Generals audit report, in terms of Section 126(3), on those nancial statements Annual performance report of the municipality prepared by the municipality in terms of Section 46 of the Municipal Systems Act Auditor-Generals audit report in terms of Section 45(b) of the Municipal Systems Act An assessment of any arrears on municipal taxes (rates) and service charges An assessment of the municipality's performance against the measurable performance objectives referred to in Section 17(3)(b) for revenue collection
from each revenue source, and for each vote in the municipality's approved budget for the relevant nancial year Particulars of any corrective action taken or to be taken in response to issues raised in the AuditorGenerals audit report Any explanations that may be necessary to clarify issues in connection with the nancial statements Any information as determined by the municipality Any recommendations of the municipality's Audit Committee Any other information as may be prescribed
Next steps The next annual report will be submitted to Council on 31 January 2012 for the 2010/11 nancial year.
Quarterly performance reports

The Municipal Systems Act and Municipal Planning and Performance Management Regulations require municipalities to submit quarterly performance reports on predetermined performance objectives. The main purpose of quarterly performance reports is to review the performance of the municipality against predetermined performance objectives on a continuous basis, in order to improve: the economy, efciency and effectiveness of the municipality; the efciency of credit control and revenue and debt collection services; and the implementation of the municipalitys bylaws. Next steps The next quarterly report (4th quarter) will be submitted to portfolio committees, Mayco and Council during August 2011.
DOCUMENT LINKS The annual report This document is available in PDF format on the accompanying CD, on CityWEB and the Citys website. Quarterly reports These documents are available in PDF format on CityWEB. 72 CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
Local Government Turnaround Strategy

ine province-wide assessments of 283 municipalities were carried out in 2009 by the Department of Co-operative Governance and Traditional Affairs (CoGTA), led by the Minister, Mr Sicelo Shiceka, together with the respective MECs responsible for local government. The purpose of the provincial assessments was to determine the key problems in different thematic areas, and to establish the root causes for the poor performance, ineffective service delivery and distress of dysfunctional municipalities. The results of the assessments were analysed, and issues arising out of/from the overview report led to the establishment of the Local Government Turnaround Strategy (LGTAS). The LGTAS was approved by Cabinet on 2 December 2009, and all municipalities are now required to prepare a turnaround strategy. Some of the immediate implementation priorities of the LGTAS are to: address the immediate nancial and administrative problems in municipalities; tighten and implement a transparent municipal supply chain management system; and overcome a one size ts all approach by differentiating responsibilities and simplifying Integrated Development Plans (IDPs).
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Outstanding issues The two most important issues the City needs to deal with in its turnaround strategy are: urbanisation and informal settlements (see various initiatives in the strategic focus areas in the 2010/11 IDP relating to service delivery, healthy communities, spatial planning and economic development in preparing for urbanisation); and ensuring meaningful community involvement (the City recently approved a Public Participation Policy to facilitate improved participation).
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The Citys turnaround strategy The City of Cape Towns turnaround strategy (TAS) is incorporated in the Citys IDP, and, therefore, has already implemented a number of measures that deal with the issues raised, by: ensuring that the provision of basic services are prioritised (see strategic focus area 2 and the MTREF sections in 2010/11 IDP); ensuring a clean and responsible government (see strategic focus area 8 and the Governance section of the 2010/11 IDP); ensuring nancial sustainability (see the MTREF section of 2010/11 IDP review); and dealing with human resources (see strategic focus area 8 of 2010/11 IDP review).
KEY CONCEPTS The Local Government Turnaround Strategy was derived from the 2009 assessments of 283 municipalities. The aim is to identify key issues in performance and service delivery. All municipalities are required to prepare a turnaround strategy. The Citys turnaround strategy is part of the IDP. Outstanding issues include those relating to urbanisation and informal settlements, and improved community involvement.
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City Development Strategy

KEY CONCEPTS The City Development Strategy (CDS) is a 20 to 30-year plan to inuence and inform the future development path of Cape Town. The CDS strategic frameworkoutlinesa draft vision of Cape Town in 2040. To date, the process involves City ofcials, leaders from business, academia and professional bodies The CDS aims to build on Cape Towns strengths, while acknowledging its weaknesses. The long-term focus is on shared, exportlinked, resource-efcient economic growth, supported by social development. he challenges facing the city mean that a shift in thinking and action is needed to secure Cape Towns liveability and prosperity for current and future generations. We are living in a world of rapid, unprecedented change, and we have to change with it in a proactive, imaginative and visionary way. The City has recognised the need to develop a longer-term, 20 to 30-year City Development Strategy (CDS) to inuence and inform the future development path of Cape Town. The CDS needs to give collective strategic direction to the ve-year Integrated Development Plans and annual business plans, as well as other public and private sector plans and processes. In February 2010, the Mayor appointed a City Development Strategy (CDS) Mayco Subcommittee to oversee the drafting of a CDS. From this emanated a draft strategic framework for the long-term development of Cape Town. Known as Cape Town 2040 A Strategic Framework for a City Development Strategy (CDS) for Cape Town, the draft was endorsed by the Mayor and Mayoral Committee on 2 June 2010. In November and December 2010, initial engagement sessions with three groups of city leaders from business, education/academia and professional bodies were completed. Further work was undertaken in January and February 2011 with key specialists, both internal and external, from the economic, social development and natural environment sectors. Additional renement of the strategic framework was completed resulting in A Draft Strategic Framework for a City Development Strategy for Cape Town 2040 (April 2011). The April 2011 draft was reviewed by Mayco and the Executive Management Team (EMT) on 6 April 2011. It was agreed to table the draft as part of the handover documents to the new Mayor for consideration. Overview of content The draft CDS strategic framework outlines a draft long-term vision; a picture of Cape Town in 2040. In order to build on Cape Towns strengths and acknowledging its weaknesses, six focus areas are identied, which give a more specic indication of where to focus efforts towards realising the vision for 2040. The six focus areas are: economic attractors; nature;
people; optimal infrastructure; city form; and knowledge and skills. Four strategic levers are derived from these focus areas. These are broad statements of intended strategic actions, and are at the heart of the CDS. They are: economic growth and prosperity; social development; natural environment; and city form and infrastructure. A long-term core focus, such as the focus on shared export-linked, resource-efcient economic growth, gives more clarity and direction in order to move towards a future Cape Town imagined in the vision statement. For Cape Town to succeed, it is important that there is both economic and social development. Next steps The intention of the draft strategic framework for a CDS for Cape Town 2040 is to have an entry point document to widen the process through further city-wide engagements (June 2011 onwards), with the aim of developing a CDS for approval during 2012. The identication of a champion to lead the process is seen as an important next step. A communications process plan and dedicated resources would need to be in place to support the engagement and CDS process plan. It is hoped that the engagement processes will encourage creative contributions from the people of Cape Town. A starting point would be an educational awareness-building exercise across the city through the exchange of information on getting to know the city now and in the future. A joint process with other spheres of government, city leaders and others, will lead to partnership arrangements for the joint action and implementation of the plans as well as to develop a framework for good governance, budgeting and monitoring. This will also allow for co-ownership of, and buy-in to, the process to select the optimal strategic choices that will offer maximum all-round impact, and to ensure its implementation and achievement of outcomes to realise the Citys vision. It is anticipated that the outcomes of this process will ensure that Cape Town is made resilient, adaptable, sustainable and ready for a long-term successful future as a world-class city.
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Integrated Transport Plan

he Integrated Transport Plan (ITP) is a statutory requirement in terms of the National Land Transport Act of 2009, and constitutes the statutory transport sector plan part of the Integrated Development Plan in terms of the Systems Act of 2000. Legislatively and in terms of the regulations, a transport plan must be prepared within a broader timeline context, but must have a ve-year horizon, while the plan needs to be reviewed annually. The ITP is the highest-level transport policy instrument and tool for the identication and prioritisation of transport policies and programmes that will promote the vision and goals of the City. The ITP gives a summary of the current transport situation, identies specic needs, and assesses these in terms of the strategic informants, with a view to identifying those projects that best address the overall needs of the City. The result is an enabling plan and framework for the development and implementation of all transport-related plans and programmes, at both the overarching and the modal or sectoral level. The objective of the ITP is to provide a clear and comprehensive record of the motivated policies and programmes of intervention to be taken by the City to achieve its vision for the future of Cape Town, and transport in particular, taking cognisance of provincial and national policy. The ITP focuses on achieving an integrated approach to all transportation planning in support of the Integrated Development Plan of the City, by seeking commonality between the Citys transport vision, key themes and transport strategies, and a sustainable transport triple bottom line approach. Overview of content The content of the ITP comprises a cascading logic of elements, as reected in the national guidelines for the preparation of a comprehensive integrated transport plan. The document includes: an introduction, purpose and objectives; CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
Current status As per the formal categorisation and gazetting process by the Provincial MEC for Transport and Public Works, the City of Cape Town is a Category A municipality in terms of the National Land Transport Transition Act of 2000 and the formal Transport Planning Authority, responsible for preparing a comprehensive integrated transport plan. The City ITP was approved by formal Council resolution on 26 November 2009, and granted subsequent approval by the MEC for Transport and Public Works on 3 March 2010. The rail component of the ITP must be approved by the National Department of Transport. Next steps In compliance with, and in terms of, the respective regulations, the present ITP is going through an annual technical review process. This was a key requirement as stipulated by the MEC for Transport and Public Works, while this process is expected to be concluded by June 2010. Subsequent to that phase of the planning and preparation process, the City will be engaging in a total review of the Integrated Transport Plan 2006-2011. This will set the base and will follow through on the next comprehensive ITP, based on current policy frameworks and imperatives, to work toward a reworked and reformulated plan, with particular focus areas.
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the transport vision, goals and strategies; a transport register; the context and relationship between the spatial plans; economic and environmental strategies; public consultation inputs; a city-wide needs assessment; specic transport strategies (public transport, travel demand management, freight logistics, asset management and maintenance, and other strategies); the overall projects programme; and the nancial and budgetary framework.
KEY CONCEPTS The ITP is the highestlevel transport policy instrument and tool for the identication and prioritisation of transport policies and programmes. The ITP focuses on achieving an integrated approach to all transportation planning in support of the Citys IDP. The ITP has a ve-year horizon, and is reviewed annually. The ITP gives a summary of the current transport situation, identies specic needs, and assesses these with a view to identifying potential projects that best address the overall needs of the City.
STRUCTURE
OVERVIEW
Cape Town Spatial Development Framework

KEY CONCEPTS The CTSDF replaces outdated spatial plans and policies. The CTSDF will guide the way Cape Town should grow. It indicates the areas best suited to urban development, and the areas that should be protected. It deals with matters such as densication, the urban edge, and the protection of natural and environmental resources. The CTSDF has been submitted for approval by Province. he Cape Town Spatial Development Framework (CTSDF) was endorsed by Council on 30 March 2011, and is being submitted to the Provincial Government of the Western Cape for approval in terms of the Land Use Planning Ordinance (provincial planning legislation). The CTSDF will replace a number of outdated spatial plans and policies that have been used to inform land use decisions to date. The CTSDF will guide the way Cape Town should grow in the future, and contains the following three key strategies: Planning for employment and improved access to economic opportunities Managing growth and creating a balance between urban growth and environmental protection Building an inclusive, integrated, vibrant city Integrated district-level spatial development plans (SDPs) and environmental management frameworks (EMFs) are currently being nalised for Cape Towns eight functional planning districts, in line with, and informed by, the city-wide SDF. These plans will replace outdated regional plans, and are due for completion and approval by Council in
terms of the Land Use Planning Ordinance (LUPO) and by the Provincial Government (EMF component only) in terms of the National Environmental Management Act (NEMA) by the end of 2011. On completion, the city-wide SDF and the SDPs will inform the preparation of the annual IDP review as well as the development of new IDPs. A draft Densication Strategy has also been prepared in support of the CTSDF strategies. A draft Development Edges: Urban and Coastal Edges Policy has also been prepared. The plans and policies of the SDF will: indicate the areas best suited to urban development, the areas that should be protected, and the areas where development may occur if it is sensitively managed; provide investors with a clear idea of where they should invest; guide public investment in infrastructure and social facilities; be used to assess development applications submitted by property developers; and guide changes in land use rights.
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he creation of Integrated Asset Management Plans (IAMPs) is a requirement of both National Treasury and the Department of Co-operative Governance and Traditional Affairs. In some cases, such as for electricity, water and sanitation services, it is also a requirement of the sector departments. The primary goal of IAMPs is to optimise asset condition and the application of funds and resources by systematically generating management information. This information is used to decide when to acquire, repair, maintain and retire assets, in order to provide and sustain acceptable and affordable services. This process is known as full life-cycle asset management. Infrastructure Asset Management Project An Infrastructure Asset Management Project was initiated in 2008, after a decision to focus on the Utility Services Directorates Electricity Services, Water & Sanitation, and Solid Waste Management departments. A key recommendation from the project was to focus advanced asset management plans on high-risk assets (approximately 2% of total), which will require the development of detailed Level 3 plans. The remainder of assets could be managed using basic Level 1 plans. The identied high-risk asset groups are: the medium-voltage (MV) reticulation network and infrastructure; wastewater treatment plants; and the Solid Waste compactor eet. The project ended without being fully completed in February 2010, when the budget was depleted. The Utility Services Directorate, however, continued with the data capture and database development, as well as the development of rst stage IAMPs. Current status All Utility Services departments have prepared and formalised rst stage asset management plans (which include replacement planning, i.e. capital works), and are using these to some degree for maintenance. This includes plans for the high-risk asset groups identied by the departments and agreed to by the Executive Management Team. These groups include the
Citys wastewater treatment plants, the Solid Waste compactor eet, and the medium-voltage assets. Electricity Services has advanced beyond this stage, and has an integrated nancial asset register and infrastructure asset register for the medium-voltage assets on the Citys SAP database system. The SAP system is being developed to integrate different modules which will eventually allow seamless asset and nancial maintenance. The Roads Branch of the Transport, Roads & Major Projects Directorate has a pavement management system that is being enhanced, but that needs to be integrated with SAP. Other departments in the Directorate are developing plans and generating data. Proposed corporate IAMP process Given the experience gained, it will be appropriate to extend the project to key departments where asset costs are high and where there is a need to implement a formalised asset management approach. The directorates that should be included are: Housing (for rental stock); Corporate Services (eet and facilities management); Property Management; and Community Services (Sport & Recreation). Proposals for a corporate IAMP process have been put to the EMT. The report proposes a draft asset management strategy and roll-out plan with supporting policies that will result in the generation and completion IAMPs for other Council departments as well. This is a long-term process, considering that there are more than 3 000 000 assets on the Citys books. A Mayco strategic working group has been formed, to develop principles for nalising the strategy and plan for infrastructure and infrastructure development planning, within the Medium-term Revenue and Expenditure Framework. Infrastructure development planning must be linked to development priorities derived from the City Development Strategy and the Economic Development Strategy, as well as the multi-year projects for the creation of infrastructure, as identied in the sector plans or business plans of the infrastructure departments.
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GLOSSARY
PLANNING
DIRECTORATES
GOVERNANCE
KEY CONCEPTS The Integrated Asset Management Plan helps to optimise the management and use of infrastructure and assets. An Infrastructure Asset Management Project was started in 2008, and focused on Utility Services. Asset groups identied as high-risk include the medium-voltage reticulation network and infrastructure, wastewater treatment plants, and the Solid Waste compactor eet. Proposals for a corporate asset management process have been put to the Executive Management Team.
FINANCE
STRUCTURE
OVERVIEW
Infrastructure Asset Management Plan
Draft Events Strategy

KEY CONCEPTS Events benet the local economy as thousands of participants, spectators, and support staff spend money on goods and services. Events create job opportunities for residents, volunteers, staging companies, informal traders, entertainers and service providers. Cape Town has an array of built event venues, including the Cape Town International Convention Centre (CTICC).
vents have become an important feature of Cape Town, and the City is in the process of developing a Major Events Strategy. This builds on the existing Events Policy and Events Bylaw, and is shaped by extensive practical experience. As a local government, the City of Cape Town stages many events across the metro area whenever new or upgraded facilities and infrastructure, such as water works or community halls, are opened. These highlight and showcase service delivery. Events are also used to launch campaigns or initiatives in communities. There also are ceremonial events such as the awarding of civic honours. International events Cape Town has attracted some major international events, with large crowds of spectators and huge television viewerships. Cape Town was a most successful host city for the 2010 FIFA World Cup, hosting eight matches, including a semi-nal. A total of 507 000 spectators attended these matches at the new multi-purpose Cape Town Stadium; 580 000 people walked the fan walk from the central city to the stadium; 560 000 watched the entertainment and live screening at the Fan Fest on the Grand Parade, while 206 000 watched live screenings of World Cup matches at four public viewing facilities across the metro area. Events such as these benet the economy, as thousands of spectators, participants and support staff spend money on car rental, accommodation, goods, services and shopping. Events create job opportunities for residents, volun-
teers, staging companies, informal traders, entertainers and service providers. Events also create civic pride. Major events can result in upgraded and new facilities. Cape Town gained almost R13 billion in new and upgraded infrastructure as a result of the World Cup. These upgrades include the airport, Cape Town Station, Hospital Bend and M5/Koeberg Road interchanges and, of course, the new stadium. There are several categories of events, such as sport and outdoor events, arts, culture, heritage, entertainment, community, endurance and adrenaline. The convention market Cape Town has an array of built event venues, including the Cape Town International Convention Centre, which is capable of hosting up to 10 000 delegates and is now set to double its capacity. There are also sport venues for various sports from rugby, cricket and soccer, to ice hockey, cycling and gymnastics. There are many unique outdoor settings for events, including beaches, Kirstenbosch Botanical Gardens, Signal Hill and the Grand Parade. Cape Town has a proud track record of successfully hosting large international events. The Two Oceans marathon attracts over 20 000 runners, the Cape Argus Pick n Pay cycle tour attracts over 30 000 competitors and the Cape Town International Jazz Festival more than 30 000 spectators. As a maritime city, Cape Town also attracts international yacht racing (Cape to Rio, Volvo Ocean Racing). In addition, World Cup events in rugby and cricket as well as the Indian Premier League cricket and many international rugby tests have been held in Cape Town.
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he Economic and Human Development Strategy (EDS) is a ten-year strategy that sets the direction for the citys economic development. This direction is inuenced by policies such as the national New Growth Path (NGP), the Citys Integrated Development Plan (IDP), City Development Strategy (CDS) and Spatial Development Framework (SDF). The EDS is also inuenced by analytical research such as the Global Competitiveness Study. As the EDS is designed to give direction to the Citys economic interventions, the strategys purpose is to: align the Citys economic development goals, strategies and policies with national and provincial goals, strategies and policies; provide a long-term vision of the desired state of Cape Towns economy; provide stakeholders with a reference point for making long-term planning decisions; identify programmes that will allow Cape Town to achieve its economic vision; and prioritise and co-ordinate the allocation of resources to ensure that the programmes targets are achieved. The EDS focus The strategy is a technical, practical plan that outlines how the Strategy and Planning Directorate will allocate its resources to create a vibrant, inclusive economy. Given this tactical-analytical approach, the Directorate analysed the natural, built, economic and social environment to identify interventions, such as the following: Built environment Make it simpler, faster, cheaper and safer for individuals to move around the city by reforming the design of the transport system Campaign for a compact, mixed-use and public transport-orientated city Promote densication to curb urban sprawl Encourage access to affordable housing for the urban poor in centrally located areas Economic environment Promote knowledge-based industries and valueadded manufacturing activities Support the development of the informal sector as a stepping stone into the formal economy Encourage the development of community economies in the citys marginalised areas Increase the citys competitiveness by reducing the cost of doing business Work with business and academic institutions to form innovation networks that package innovation into commercial products Address factors that strengthen supply chains, value chains and links between rms, paying particular attention to buyer-supplier relations, and knowledge CITY OF CAPE TOWN COUNCIL OVERVIEW 2011
and learning capabilities Social environment Use innovative technologies to improve peoples access to basic services Draw on the Citys cultural diversity to create an environment that promotes creativity and design Inuence the design of the Provinces education system from Grade 0 to Grade 12 to foster entrepreneurship at a young age, and work with stakeholders to improve the quality of education offered in township schools Collaborate with business and academic institutions to turn knowledge into practical skills and business acumen Natural environment Reduce the citys energy-intensive nature Encourage the growth of innovative green industries Curb the degradation of the Citys natural assets An overview of the EDSs six objectives Invest in Cape Town: Investment generates employment, encourages knowledge spill-overs, and increases tax revenue. These factors contribute to building productive capacity. Inclusive economies: Cape Town has huge persistent social and economic inequalities that keep a large section of its population living in poverty. Economic interventions are required to create opportunities for everyone to participate in the economy. Foster entrepreneurship: The City of Cape Town should encourage opportunity-driven entrepreneurs as a strategy to reduce unemployment. Develop a green economy: An erratic supply of energy could derail economic development. This strategy addresses the need to secure reliable energy, and explores business opportunities in renewable energy. Support social cohesion: Reduce social ssures in Cape Town, and also build new sources of cohesion, through increasing a sense of belonging, and strengthening institutions that affect divisions, such as income, employment and capabilities. Develop a compact city: Explores the effect that the citys spatial form has on economic growth. The citys current spatial form produces a divided growth path, which is inefcient and unsustainable. One of the goals of this strategy is to create a form that promotes the efcient and equitable ow of resources. Next steps A strategy workshop will be held with Mayco. The EDS will be updated to reect Maycos comments. The EDS will be presented to the appropriate committees for approval.
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GLOSSARY
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GOVERNANCE
KEY CONCEPTS The EDS is a ten-year strategy that sets the direction for the citys economic development. The EDS is inuenced by national policies, the Citys strategies, and the results of research. It is a practical plan that outlines how the City will allocate resources to create a vibrant, inclusive economy. It deals with matters such as transport, densication, affordable housing, improved education, development of the informal sector, innovation networks, and more. The EDS seeks to maximise Cape Towns economic strengths. A strategy workshop regarding the EDS will be held with Mayco.
FINANCE
STRUCTURE
OVERVIEW
Draft Economic and Human Development Strategy
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GLOSSARY
Adjustment budget The formal means by which a municipality may revise its budget during a nancial year. Prescribed in Section 28 of the Municipal Finance Management Act. Allocations Money received from Province and National Treasury BEE Black economic empowerment. A system to give previously disadvantaged groups economic opportunities. It includes measures such as employment equity, skills development, ownership, management, socio-economic development and preferential procurement. Budget The Citys annual nancial plan Budget-related policy Policy affecting, or affected by, the budget. Examples include tariff policy, rates policy, and credit control and debt policy. Budget Steering Committee Committee established to provide technical assistance to the Mayor in discharging the responsibilities set out in Section 53 of the Municipal Finance Management Act Capital expenditure Spending on assets such as land, buildings and infrastructure. Any capital expenditure must be reected as an asset on a municipalitys balance sheet. Cash ow statement A statement showing when actual cash will be received and spent by the City, and the month-end balances of cash and short-term investments. CBD The central business district CCTV Closed-circuit television CID A city improvement district. A dened area in which the majority of property owners determine and agree to fund supplementary and complementary services in addition to those normally provided by the City. CIDs are Section 21 companies (non-prot entities) managed by a member-elected board and operated by a board-appointed management team. Similar to special rating areas. CMTF Cape Metropolitan Transport Fund Convenco The Cape Town Convention Centre Company (Pty) Ltd. Owns the CTICC. The City of Cape Town has a 50,2% shareholding. The other shareholders are the Provincial Government and Sunwest International. CPI Consumer price index. An index of the cost of goods and services to a typical customer, which describes the rate of ination. CPIX Consumer price index, excluding mortgage costs CRU Community residential unit CTCHC Cape Town Community Housing Company CTICC Cape Town International Convention Centre DMTN Domestic medium-term note, the Citys municipal bond programme, which provides capital funding DORA Division of Revenue Act, the legislation that species the annual allocations from National Govern-
ment authorities DORB Division of Revenue Bill. Legislation tabled in Parliament, but not yet enacted, which shows the annual allocations from National Government to local authorities ECD Early childhood development. The formal teaching and care of young children by people other than their family,or in settings outside the home. EMT The Citys Executive Management Team, comprising the City Manager, the executive directors and Chief Audit Executive. The EMT reports to the City Manager. EPWP Expanded Public Works Programme. A National Government programme aimed at providing poverty relief and skills transfer for unemployed persons through temporary work. Equitable share A general grant paid to municipalities, predominantly aimed at assisting municipalities with covering the costs of free basic services. FBS Free basic service. Provision of a dened supply of electricity, water, sanitation and refuse removal at no charge to the resident. FC&D Finance charges and depreciation. GDFI Gross domestic xed investment. The value of new or existing xed assets owned by the business sector, governments and households. GFS Government nance statistics. An internationally recognised classication system that facilitates comparisons between municipalities. GIA Grants-in-aid. Money granted by the City or other arms of government to a social or NGO programme. GV General valuation. A general property valuation is conducted at least once every four years to ensure that the rates charged on properties are fair and reect current values. This is a requirement in terms of the Local Government: Municipal Property Rates Act of 2004. IBT Inclining block tariff. A pricing structure for utility services, whereby the unit price increases above certain consumption levels. A well-designed inclining block tariff reduces bills for low-use consumers, keeps bills unchanged for average-use consumers, and increases bills for high-use consumers. IDP The ve-year Integrated Development Plan. The Citys main strategic planning document, which is revised every year. IRT Integrated rapid transit. The MyCiTi bus-based passenger transport system, which uses dedicated bus lanes and is integrated with other transport and NMT systems. IWM Integrated waste management KPI Key performance indicators. Measures of service output and/or outcomes. LED 1. Local economic development. 2. Light emitting diode, which is an energy-efcient, long-life light.
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GOVERNANCE
FINANCE
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OVERVIEW
Glossary of terms
Mayco Mayoral Committee MFMA Municipal Finance Management Act (Act No 53 of 2003). The principal piece of legislation relating to municipal nancial management. MIG Municipal infrastructure grant. Transfers from National Treasury and/or Province for the purpose of building infrastructure. MOA Memorandum of agreement MPRA Local Government: Municipal Property Rates Act (Act 6 of 2004) MTREF Medium-term Revenue and Expenditure Framework. The MTREF effectively represents a municipalitys medium-term nancial plan. It is an annual, rolling, three-year expenditure plan that sets out anticipated revenue and projected expenditure for the budget year, plus two outer nancial years. MYPD Multi-year price determination. System of scheduled rate increases over a number of years, generally for bulk services such as Eskom. NEMA National Environmental Management Act NEMWA National Environmental Management: Waste Act of 2008 NERSA National Energy Regulator of South Africa. Regulates the electricity, piped-gas and petroleum pipeline industries. NGO A non-governmental organisation NMT Non-motorised transport, such as cycle and pedestrian facilities NWMSI National Waste Management Strategy implementation Operating expenditure Spending on the day-to-day expenses of a municipality such as general expenses, salaries and wages, and repairs and maintenance OPM Organisational performance management PHDB Provincial Housing Development Board PHP Peoples Housing Process PPE Property, plant and equipment PPP Public/private partnership. A government service
that is funded and operated through a partnership of government and one or more private-sector companies PPU Public Participation Unit Province The Provincial Government of the Western Cape PTI public transport interchange PTIF Public Transport Infrastructure Fund Rates A local government tax based on assessed valuation of a property. Also called property rates. R&M repairs and maintenance RSC Regional Services Council SALGBC South African Local Government Bargaining Council. Forum for determining salaries and wages in the local government sector. SCM supply chain management SDA service delivery agreement SDBIP Service Delivery Budget Implementation Plan. A detailed plan comprising quarterly performance targets and monthly Budget estimates. SETA Sectoral Education and Training Authority SFA strategic focus area. The main priorities of the City, as set out in the IDP. Budgeted spending must contribute towards achieving these strategic objectives SMME small, medium and micro-sized enterprise SOHCO Social Housing Company SRA special rating area; similar to CID Subcouncils administrative areas into which the Citys metropolitan area is divided, each of which is made up of a number of wards. There are a total of 110 wards, each of which is represented by a councillor. A ward, in turn, is made up of a number of suburbs. TMA Total Municipal Account UISP Upgrade of Informal Settlements Programme Virement the process of reallocating money within various subdivisions of a vote Vote one of the main segments into which a budget is divided, usually at directorate level WDV written-down value
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STRUCTURE
OVERVIEW
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City of Cape Town Council Overview

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City of Cape Town Council Overview

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City of Cape Town

CITY UF CAPE TUWN ISIXEKO SASEKAPA STAIJ KAAPSTAD

THIS CITY WORKS FOR YOU

Achmat Ebrahim City Manager

CITY OF CAPE TOWN COUNCIL OVERVIEW 2011

Political and administrative structures

Finance and budget

The Citys directorates

Plans, frameworks and strategies

CITY OF CAPE TOWN COUNCIL OVERVIEW 2011

Overview of the City of Cape Town

A brief history of the City

1. POPULATION TRENDS AND PROJECTIONS

CITY OF CAPE TOWN COUNCIL OVERVIEW 2011

Demographic and socio-economic overview

1996 79,28% 3,34% 15,87% 0,66% 0,85%

2001 78,83% 4,34% 14,50% 2,33%

2005 76,76% 5,89% 12,62% 4,01% 0,72%

2006 75,50% 8,74% 12,57% 3,19%

2007 71,63% 10,67% 12,24% 5,01% 0,45%

1996 R12 000 24,66% 67,07% 19,55% 22,85%

2001 R19 300 39,00% 62,03% 29,38% 21,46%

2009 R42 000 34,63% 49,88% 24,15% 19,91%

CITY OF CAPE TOWN COUNCIL OVERVIEW 2011

Black Africans Coloureds Whites Total

0% 1996 2001 2005 2006 2007 2008 2009 2010

CITY OF CAPE TOWN COUNCIL OVERVIEW 2011

2005 22,28% 17,0%

2006 21,40% 18,2% 28 17 646

2007 20,28% 17,6% 35 25 544

2008 19,78% 18,3% 44 37 355

2009 20,76% 18,2% 50 52 141

4. UNEMPLOYMENT TRENDS 60%

CITY OF CAPE TOWN COUNCIL OVERVIEW 2011

Political and administrative structures

Overview of political governance structures

THE CITYS POLITICAL STRUCTURES

CITY OF CAPE TOWN COUNCIL OVERVIEW 2011

THE CITYS EXECUTIVE STRUCTURE

EXECUTIVE MANAGEMENT TEAM

Zulpha Abrams Chief Audit Executive

Lokiwe Mtwazi Executive Director: Community Services

David Beretti Executive Director: Corporate Services

Mike Richardson Executive Director: Finance (Chief Financial Ofcer)

CITY OF CAPE TOWN COUNCIL OVERVIEW 2011

Hans Smit Executive Director: Housing

Richard Bosman Executive Director: Safety & Security

Mike Marsden Executive Director: Transport, Roads & Major Projects

Lungile Dhlamini Executive Director: Utility Services

Overview of the City administration

The Citys staff complement

CITY OF CAPE TOWN COUNCIL OVERVIEW 2011

CITY OF CAPE TOWN COUNCIL OVERVIEW 2011

THE CITYS EMPLOYMENT EQUITY PROFILE

Total 46,10 3 25,00 6

Male African Coloured Indian 15,89 27,37 0,55

Total 53,90 9 75,00 6

0 0,00 0 0 1 1,45 0 -1 22 1,23 10 -12 24 0,39 34 10 15 0,17 50 35 8 0,10 46 38 0,27 70

472 26,31 827

1322 73,69 967

2418 38,84 2870

3807 61,16 3355

3270 36,01 4186