2006 - 2007 IDP
It is always important to look back at our mistakes and our achievements before we map the way forward. It is with this in mind that we look back at five important and eventful years since the establishment of the new Cape Town City administration.
During the first two years of the last term of office, the focus was mainly on safety and security, economic development, and restructuring and institutional development resulting from the amalgamation of six local and one metropolitan council. During this period a package of free basic services was introduced to all the citizens of the City. This era was characterized by various changes in political leadership and interim management arrangements.
Some of the first initiatives were the implementation of a municipal police service to address the safety and security challenge. The Cape Town International Convention Centre and the renewal of the inner city were initiated to address the economic development challenge. Sixteen sub-councils were introduced, an Enterprise Resource Plan (through the SAP IT system) was implemented and a transformation programme was introduced to address the restructuring and institutional agenda.
In 2002 political leadership changed hands, which brought about a significant shift in strategic emphasis. Greater focus on poverty alleviation, basic services and social infrastructure saw the introduction of strategic interventions such as the informal settlement upgrade programme, the upgrading of the N2 project, focus on the national Urban Renewal Programme nodes in Khayelitsha and Mitchells Plain, as well as a strong drive towards basic services and housing development. The City also established ward committees and, with the provincial government, introduced community development workers. From an institutional perspective, the 16 sub-councils were increased to 20 and the restructuring and transformation of the organisation was undertaken. Employment equity was stringently implemented and the top management structure profile was brought in line with national guidelines.
This period was characterised by a focus on five strategic themes. These themes were used as the platform for the implementation of a performance management system for the City using the Balanced Scorecard methodology to cascade these strategies to operational level. The Employment Equity Plan for 2004 to 2008 was approved by the Mayoral Committee in November 2004 and an implementation strategy approved in March 2005. The City-wide Mobility Plan was finalised and the year one Klipfontein Corridor plan was rolled out. The City also commenced with implementation plans, including the Mitchells Plain, Gugulethu and Khayelitsha Public Transport Interchanges, which were integrated with the 2010 proposals.
A strong social infrastructure investment drive was aimed at improving the lives of all Capetonians through projects such as housing, the N2 Gateway Project and informal settlement upgrade.
By the end of 2004, 95% of accessible informal settlements had been provided with emergency free basic services. Work still remains in terms of improving service levels and co-ordinating internal resources to implement upgrading programmes. Issues of accessing national funding, identifying and acquiring suitable land for development and solving tenure problems remain challenging.
Considerable energy has been focussed on the redevelopment of Khayelitsha and Mitchells Plain, home to about a third of the residents of Cape Town. These URP nodes are benefiting from major investment, especially with regard to the development of central business districts. Capital projects include a youth centre in Mitchells Plain, an informal trading market in Mitchells Plain and an urban farming livestock management project in Khayelitsha. Spending also included expanding a programme of upgraded, safe public open space.
The institutional management framework for the 2010 Soccer World Cup has been developed and institutional arrangements finalised. The upgrading of Athlone Stadium is underway, subject to an internal economic review and environmental impact assessment process, and it is possible that the new stadium at Green Point will form part of the R390 billion government infrastructure development programme.
The City is working with the Provincial Government of the Western Cape on a range of programmes that will significantly improve public transport and is investing in some major transport infrastructure projects. However, progress in addressing the public transport challenges is hampered by a lack of co-ordination between the various entities responsible for the bus, rail and minibus-taxi components.
One of the biggest infrastructure investments by the City is into the R1,6 billion Berg River Dam, which will belong to the Department of Water Affairs and Forestry and which will ensure sufficient water for the region over the next 20 years.
A women empowerment policy has been drafted and women's networks have been established and partnership programmes hosted.
The City has been working hard to shape a single structure for the administration. This restructuring and transformation exercise has been ongoing since the amalgamation of seven municipalities
into the City of Cape Town metropolitan municipality in December 2000, and is now approaching closure. This will provide more certainty within the administrative environment and provide a strong platform for the accelerated delivery envisaged by the IDP.
A key focus continues to be creating the right conditions for economic growth, and as important as growing the cake is ensuring that the benefits are shared more broadly. The City has been able to assist in both direct and indirect job creation, and has created a number of opportunities through the Expanded Public Works Programme.
Major strides have been made in the provision of information. Measures include establishing the Ombudsman's Office, building the capacity of Ward Committees, broadening the network of call centres, establishing community service centres, decentralising planning and development initiatives and establishing creative partnerships and initiatives. As part of building public awareness, the City has introduced 'Sakha Ikapa' - Bou Kaapstad or Building Cape Town - as an integrated communications campaign to ensure residents gain greater understanding of the extensive nature of the City's service offering.
As a strategic initiative to address some of the major challenges facing Cape Town the Mayor introduced several flagship projects. These include:
- 2010 Soccer World Cup preparations.
- The N2 Gateway project (now handed over to the Province).
- The Urban Renewal Programme nodes of Khayelitsha and Mitchells Plain.
- The Klipfontein Transport Corridor.
- Upgrading informal settlements.
- Using expanded public works methodology in the provision of infrastructure, creating employment opportunities and building skills levels of first-time workers.
- Gender programme to improve the status and quality of life for women and promote gender equality internally and externally.
- Displaced children support with the participation of a range of stakeholders, including NGOs and City and provincial departments.
- Extending and improving HIV/Aids treatment, working closely with the Provincial Government.
- Electricity restructuring with the establishment of the first Regional Electricity Distributor for the metro area of supply.
- A network of contact centres and citizen service centres to enable residents to access government services in a seamless, integrated and accessible manner.
- The Smart City Initiative and the City's e-government programme.
- Improved planning approvals to promote economic growth by ensuring that planning approvals, rezoning and development applications take place speedily and efficiently.
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