Mayor’s Portfolio of Urban Sustainabilityresource.capetown.gov.za/documentcentre/Documents/Project... · 2019. 4. 10. · 2014 and embraces design-led thinking as a transformational

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SHOWCASING EXCELLENCE

MAYOR’S PORTFOLIO OF URBAN SUSTAINABILITY2014

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Cape Town faces the challenges of a fast-growing population. Every

person should have access to opportunity, progress, social equality,

dignity and respect; but against a backdrop of limited and

dwindling natural resources.

Many of the City of Cape Town’s ongoing projects are tackling

these challenges in highly creative and innovative ways.

The Mayor’s Portfolio of Urban Sustainability

has selected 34 of these projects for assessment in terms of their

sustainability in a delicate urban ecosystem – their ability to meet

the social and economic needs of Capetonians without

compromising the natural system on which they rely.

Supporting, analysing and sharing these projects also serves to

change thinking, and to encourage all City managers to incorporate

sustainability parameters into their planning and implementation.

This showcase exhibits some of the best practice achieved, and

highlights areas that need improvement for long-term sustainability.

2 Mayor’s Portfolio of Urban Sustainability | 2014

ContentsMessage from the City Manager ........................................................................................................................................... 6Message from the Executive Mayor ...................................................................................................................................... 7Urban sustainability and its importance ............................................................................................................................... 9THE PORTFOLIO: AN OVERVIEW ...................................................................................................................................... 11Project structure ............................................................................................................................................................... 13

Strategic support ............................................................................................................................................................ 13Advisory forum ............................................................................................................................................................... 13Review panel .................................................................................................................................................................. 13Assessment algorithm .................................................................................................................................................... 14Assessment process ........................................................................................................................................................ 14

Strategic links ................................................................................................................................................................... 17Integrated Development Plan (IDP) ............................................................................................................................... 17Integrated Metropolitan Environmental Policy (IMEP) ................................................................................................... 17Economic Growth Strategy .............................................................................................................................................. 17Social Development Strategy ......................................................................................................................................... 19World Design Capital ...................................................................................................................................................... 19

PROJECTS AT A GLANCE ................................................................................................................................................... 21PORTFOLIO PROJECTS ...................................................................................................................................................... 25

▊Social ......................................................................................................................................................................... 27Alcohol and drug treatment sites ................................................................................................................................... 29ARV chronic clubs ........................................................................................................................................................... 31Backyarders pilot project ................................................................................................................................................ 33Diarrhoeal disease season environmental health interventions .................................................................................... 35Disaster risk management: Public education and awareness programme .................................................................... 37Early childhood development centres of excellence ...................................................................................................... 39Guga S’thebe arts and culture centre ............................................................................................................................. 41Housing consumer education ........................................................................................................................................ 43Legible City ..................................................................................................................................................................... 45Pelican Park housing development ................................................................................................................................ 47School resource officers .................................................................................................................................................. 49Surran Road Park ............................................................................................................................................................ 51Valhalla Park family recreation centre ............................................................................................................................ 53VPUU: Harare Urban Park ............................................................................................................................................... 55Witsand “iEEECO” low-cost housing project ................................................................................................................... 57▊Economic ................................................................................................................................................................... 61Bi-directional metering on prepayment systems ........................................................................................................... 63

Diarrhoeal disease seasonenvironmental healthinterventions, page 35

Pelican park housingdevelopment, page 47

Guga S’thebe arts and cul-ture centre, page 41

C3 notification system .................................................................................................................................................... 65Connecting the Company’s Garden ................................................................................................................................ 67Energy-efficient retrofitting programme ........................................................................................................................ 69External training opportunities ...................................................................................................................................... 71Integrated rapid transit: Red lane .................................................................................................................................. 73Kraaifontein integrated waste management facility ...................................................................................................... 75Responsible tourism ....................................................................................................................................................... 77Smart Cape access initiative ........................................................................................................................................... 79Weaving sustainable livelihoods .................................................................................................................................... 81▊Ecological .................................................................................................................................................................. 85Air quality programme ................................................................................................................................................... 87Community gardens ....................................................................................................................................................... 89Corporate project to improve inland water and stormwater quality ............................................................................... 91Friends and Neighbours: The Other Side of the Fence ................................................................................................... 93Marine and Environmental Law Enforcement Unit ......................................................................................................... 95Shark Spotters programme ............................................................................................................................................ 97Staff bike-share pilot ....................................................................................................................................................... 99Spine Road non-motorised transport: Phase 1 ............................................................................................................ 101Zeekoevlei eastern shore redevelopment .................................................................................................................... 103

CAPE TOWN – TOWARDS SUSTAINABILITY ................................................................................................................... 106

Portfolio Extra 1: More about the City’s five strategic focus areas .................................................................................. 109Portfolio Extra 2: Defining the sustainability objectives ................................................................................................ 111Portfolio Extra 3: More about project evaluation ........................................................................................................... 113Portfolio Extra 4: Abbreviations and figures .................................................................................................................. 114Portfolio Extra 5: Acknowledgements and resources ..................................................................................................... 118

Mayor’s Portfolio of Urban Sustainability | 2014 3

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Published by:Environmental Resource Management DepartmentCity of Cape Town44 Wale StreetCape Town021 487 2236www.capetown.gov.za

Project leader: Stephen GrangerAssisted by: Muofhe Maiwashe

Kate Posthumus

Produced by: Strategic Communications and Branding,City of Cape Town.Design and production: The Creative StorePrinting: Frantic DigitalEvery effort has been made to ensure the accuracy ofinformation in this book at the time of publication. TheCity of Cape Town accepts no responsibility and will notbe liable for any errors or omissions contained herein.If you have any comments, suggestions or updates,e-mail [email protected]. © City of Cape Town

Integrated rapid transit:Red lane, page 73

Corporate project toimprove inland water andstormwater quality,page 91


mailto:[email protected]


Preservation and progressBalancing the need to protect Cape Town’s unique naturaland built heritage for future generations, while providingmuch-needed social and economic opportunities toimprove the lives of all citizens, is a challenge that the Cityof Cape Town is tackling head-on.


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Cape Town has a long history of working towards buildinga more sustainable and environmentally friendly city. In2001, Cape Town became one of the first cities in SouthAfrica to approve and adopt a comprehensive city-wideenvironmental policy. The Integrated MetropolitanEnvironmental Policy (IMEP) set out the City’senvironmental commitments, and was accompaniedby a series of strategies and plans that laid out specificsteps for achieving sectoral goals.

The strategic goals of the 2012-2017 IntegratedDevelopment Plan (IDP) can be found on page 109. ThisIDP was revised in line with changing City priorities. Thefive key pillars of the IDP encompass the kind of city thatthe City aims to achieve: the opportunity city, the safe city,the caring city, the inclusive city, and the well-run city.

The City has also committed itself to theimplementation of a number of international conventionsand pledges. Among these, the most significant is theUnited Nations Millennium Development Goals (UNMDGs), a set of key actions that must be taken in order toensure a more sustainable future in the developing world.

The Mayor’s Portfolio of Urban Sustainability has aspecific focus on best practice in sustainability in terms ofproject design and implementation. The portfolio in noway suggests that Cape Town is a sustainable city, butrather that there are efforts being made to developsustainable solutions to urban challenges, and thatsustainability practices can be embedded into any Citydepartment to resolve any challenge. This reinforces theimportance of multidisciplinary project teams as well asthe need to interpret sustainability objectives at a projectlevel to ensure a move towards sustainable development.

Achmat Ebrahim City Manager

A message from the City Manager


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Cape Town is a unique city with beautiful people,spectacular scenery and a special natural heritage.However, we face a host of challenges in improving thequality of life for many of our citizens. As Capetonians,South Africans and Africans, we have a sharedresponsibility to tackle these challenges head-on.

As the city celebrates its status as World Design Capital2014 and embraces design-led thinking as atransformational tool, our administration is exploringcreative approaches to complex problems. Among them isthe question of building a city of opportunity andprogress; looking for approaches that build socialequality, provide economic opportunity, respect andenhance our natural heritage, and promote excellence ingovernment.

This portfolio is a showcase of some of the ways inwhich we are journeying towards a more sustainable city.The projects included here are a sample of some of theexcellent work done in Cape Town on a daily basis. Theyare examples of creative thinking, innovation,collaboration with partners, and commitment to theoverall health of our city. Those projects that have receiveda Gold Star rating are to be celebrated, while those thatdid not should be encouraged to understand how theycan enhance their impact.

We have identified where we are doing well, but alsowhere we can do better; we have a chance to build on oursuccesses and work towards a better future. We believethat sustainability is not a once-off fad, but requires long-term dedication to improving the lives of all Capetonians.

Patricia de LilleExecutive Mayor

A message from the Executive Mayor

Inner city sustainabilityThe upgrading of the historic Homestead Park farmstead in

conjunction with the development of Oranjezicht Farm has providedanother important meeting place for residents on weekends.

Sustainability is perhaps one of the most difficultconcepts to define. Numerous definitions havebeen put forward to explain the word

‘sustainability’ as well as the related term ‘sustainabledevelopment’. The well-known definition of sustainabilityrefers to having enough for everyone forever, thereforebeing able to cater for the needs of the present withoutcompromising future generations’ ability to do the same.

According to the 2010 National Strategy and ActionPlan for Sustainable Development: “… sustainability (or asustainable society) is seen as the overall goal … whilesustainable development is the process by which wemove towards that goal. Further, sustainability in this con-text implies ecological sustainability, which recognisesfirstly, that the maintenance of healthy ecosystems andnatural resources are preconditions for human well-being, and secondly, that there are limits to the goodsand services which they can provide … ecological sustain-ability acknowledges that human beings are part ofnature and not separate from it.

“Sustainable development, then, implies the selectionand implementation of a development option whichallows for the ‘achievement of appropriate and justifiablesocial and economic goals (based on meeting basic needsand equity) without compromising the natural system onwhich it is based’.” (emphasis added)

Sustainability is an increasingly important point of dis-cussion because of the reality of limited and dwindlingnatural resources. In cities, populations are burgeoningalong with consumption rates and the generation ofwaste. This effectively makes cities the new hot spots ofglobal environmental change.

Similarly, cities also serve as centres of change becauseof their significant capacities for innovation and learning,and because of competitive pressure to do so. Conse-quently, cities are well positioned to take the lead in pro-moting sustainable growth for long-term future scenarios.

Climate change and biodiversity degradation are keydrivers of global environmental change. Mitigating or off-setting these threats is an important component of urbansustainability. Where mitigating climate change is unreal-istic, the City is challenged to build resilience or adapt toclimate change. Projects in this portfolio are assessed andprofiled as to how they have succeeded in addressingthese issues.

Similarly, the City has set ambitious targets withrespect to building social capital and addressing its eco-nomic challenges, and the assessment of projects in thisportfolio against these respective axes of sustainabilityprovides information on the City’s successes and failuresin moving in this direction.

Finally, governance completes the sustainability jigsaw,and three axes of sustainability display how the City’s keyprojects have addressed this area, underpinned by theCity’s IDP key strategic focus area of a well-run city.

The projects profiled here are in effect proxies of theCity. Thus, to the extent that key City projects havereached or failed to reach certain targets of sustainability,so has the City as a whole succeeded or failed to achievetargets of urban sustainability. Moving project managerstowards incorporating sustainability parameters into theirplanning and implementation will, in turn, move theentire City towards sustainability and a more sustainable-practice growth pattern.


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Urban sustainability and its importance

In cities, populationsare burgeoning along

with high consumptionrates and the

generation of waste.This effectively makes

cities the new hot spotsof global environmental

change.



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A s an African city faced with the legacies of an unjust past and the uncertainties of contemporarychallenges, Cape Town needs to respond in a manner that builds social and ecological resilience as wellas sustainability through innovative, creative and integrated thinking.

Cape Town’s designation as World Design Capital (WDC) 2014 is generating strong interest in how the City isdesigning solutions to the multiple challenges it faces, and successfully implementing these through tangible,creative projects that bring real results to the people of Cape Town. ▸

OVER

VIEWThe portfolio: An overview

A 2005/6 City of Cape Town publication “Portfolio of Sus-tainability Best Practice” profiled and assessed variousprojects across the City, which demonstrated examples ofbest practice in contributing to urban sustainability. WDC2014 provides a timeous opportunity to build on the les-sons learnt and to produce a follow-up publication show-casing Cape Town’s sustainability excellence and buildingcollaborative processes that incorporate innovative designbased on sustainability principles and effective imple-mentation.

Each project profiled in this portfolio addresses thefour ‘legs’ of sustainability (ecological, economic, socialand governance considerations) to varying degrees.While the importance of any one of ecological conserva-tion, economic prosperity, social justice or governanceexcellence is recognised, a project that fails to reflectaspects of all of these falls short of its potential and maynot be as effective in its outcomes as it could be.

The vision of the Mayor’s Portfolio is to showcase proj-ects managed or supported by the City that demonstrateelements of best practice in sustainability and innovationin terms of design and implementation. Through thisprocess, the portfolio facilitates and promotes the main-streaming of urban sustainability principles, improvedpractice across City projects, collaboration and partner-ships, and the marketing of Cape Town’s best practice insustainability and innovation.

To fulfil this vision, the following supporting aims andobjectives were identified:• To identify particular on-the-ground projects managed

or supported by the City of Cape Town • To build collaborative processes and facilitate the

continued mainstreaming of sustainability principlesthroughout the City administration– Engage with officials across line functions regarding

aspects of projects and integrated thinking• To identify project elements (economic, social,

ecological or institutional) that demonstrate bestpractice, and can motivate project managers across theCity to move towards best practice in their own work– Determine how these elements may demonstrate

best practice, and draw attention to the sustainabilityprinciples that may be present

– Encourage project leaders to incorporatesustainability ideas from other projects, which couldcontribute to increased success of their own projects

• To assess these projects according to a defined set ofindicators and provide feedback on their strengths andweaknesses via an objective, expert panel

• To provide a useful resource to demonstrate how toimplement sustainability principles – Distribute final product to all project managers and

directors across the City to encourage best practice– Ensure accessibility to a wider audience through

media coverage of the publication via online media,print media and other networks

The City is proud of the achievements of its directorates indemonstrating an understanding of sustainability princi-ples by having incorporated these principles in their proj-ect planning and implementation. However, this portfolioalso identifies areas where projects have fallen short inaddressing the full spectrum of sustainability.

Some projects that have a strong economic focus havelacked fully inclusive processes, and have not realisedtheir potential in delivering social benefits. Other projectsthat rigorously address ecological issues have failed todeliver optimal social and economic outcomes.

Thus, while this publication profiles Cape Town as a lead-ing sustainable city, planning and implementing projectsthat enhance the lives of its citizens now and in the future,it also serves as a call to project managers across the City tostrive for more sustainable methods and approaches inproject design, implementation and operation.


The vision of theMayor’s Portfolio is to

showcase projectsmanaged or supported

by the City thatdemonstrate elements

of best practice insustainability and

innovation in terms ofdesign and

implementation.

Strategic support Through the guidance of the Strategic Policy Unit, theadvisory forum and the review panel of eminent persons,this portfolio has promoted ‘sustainability thinking’ andfacilitated and encouraged the incorporation of sustain-ability principles in all City projects, particularly in thelong term. Positioning the portfolio in this mannerimproves decision-making processes to ensure that sus-tainability objectives are upheld; moves the City towardsa stronger foundation of environmental sustainability,and will hopefully serve as an incentive to other institu-tions and organisations to adopt a similar focus.

Advisory forumThe advisory forum, which consisted of directorate repre-sentatives, was established to provide high-level strategic

input to the Mayor’s Portfolio. The forum provided insightinto projects to be profiled, and advised on mechanismsto ensure most favourable outcomes and the fulfilment oflonger-term objectives.

Review panelThe review panel of eminent persons external to the Citycomprised representatives from the Western Cape Provin-cial Government (Province), the academic sector, profes-sionals from the private sector as well as civil society lead-ers. These persons were invited to join the panel becauseof their knowledge, interest and work in broad areas ofurban sustainability. As far as possible, panellists fromdivergent areas of interest and expertise were chosen.

This panel played an important role in process reviewas well as moderating the assessment of the projects


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Project structure Improved outcomes:The Smart Cape internetaccess project was initiallyassessed as being weak inrespect of ecologicalobjectives, but theopportunity to strengthenthe project’s contributionto urban sustainability ledto a revised assessment.

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included in the Mayor’s Portfolio.The review panel process included a group review ses-

sion of the project methodology, individual study andanalysis of initial project assessments, and a group reviewsession to determine final assessments and provide feed-back to project managers.

Assessment algorithm Twelve sustainability objectives (see page 111) were iden-tified and reviewed by the project advisory forum andreview panel. Care was taken to ensure that each of thesustainability objectives would remain constant in orderto monitor change over time. The following criteria guid-ed the selection of sustainability objectives:1. Each objective relates to the achievement of

sustainable development.2. The objectives are easy to understand, regardless offield or specialisation.

3. Data required are easily attainable. 4. The objectives accommodate the varying temporal and

spatial scales and project contexts. Each objective was interpreted by one or more guidelines,and was loosely defined to allow for creativity in deter-mining how a project fulfilled it.

To avoid a potentially misleading quantitative analysisof project data, the assessment scale allowed for theincorporation of interpretive criteria and guidelines, rely-ing more on descriptions than absolute numbers.

Assessment processTo simplify outcomes, the qualitative scale was linked to aquantitative one. ‘Poorly’ was graded ‘1’ and ‘excellent’ a‘5’. The scoring against each of the 12 axes was then rep-resented on a spider diagram (see example opposite).

Once the assessment framework was finalised, eachdirectorate was given the opportunity to identify projectsthat they felt met the following criteria:1. Projects should already be under way and work should

have started. Projects should not still be in theplanning or conceptualisation phase.

2. Projects should be recently completed, about to becompleted or work in progress. New and active phasesof older projects are also encouraged.

3. Projects should ideally encompass the principles ofsustainability – i.e. they address environmental,economic and social issues in an integrated mannerand within a framework of good governance.

4. Projects should ideally be innovative or original in their


Twelve sustainabilityobjectives were

identified and reviewedby the project advisory

forum and review panel.Care was taken to

ensure that each of thesustainability objectiveswould remain constant

in order to monitorchange over time.


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Alleviating poverty

Promoting transparent and democratic processes

Facilitating community engagement

Ensuring strategic alignment

Addressing major ecological challenges

Promoting and enhancing biodiversity

Enhancing natural resources

Creating economic opportunities

Reducing threats and maximising opportunities

Improving quality of lifeBuilding community

1

2

3

4

5

Initial assessment

Revised assessment

Figure 1: Smart Cape: Original and revised assessments

Smart Cape, which facilitates wide-spread computerand internet access in Cape Town, was initially assessedas shown by the blue line in figure 1.

It is clear that Smart Cape was initially assessed asbeing weak in respect of ecological objectives. Giventhe opportunity to strengthen the project’s contributionto urban sustainability, the project team made the fol-lowing changes:• The website banner will promote ecological events

when they arise.• Ecological issues and related links are displayed on

the landing page.

• A link to the Environmental Resource Managementwebpage was incorporated into the Smart Capelanding page. Similarly, a commitment was made tolink to other ecological websites.

• The project team committed to build partnershipswith the departments concerned.

Smart Cape’s initial assessment was then revised totake these project changes into account. The revisedassessment (indicated in pink) illustrates a more holis-tic project outcome, contributing to all the assessmentobjectives without diminishing the project’s primaryaims and objectives.

approach, and should embrace or demonstratecollaboration and partnership building, thus linking tothe principles of World Design Capital 2014.

Interviews with project managers facilitated the collationof information to indicate how the project met assess-ment objectives. This information was then translated intoan assessment table, a diagram and a project profile,which summarised the challenges being addressed by,and briefly outlined key aspects of, the project.

Project managers were invited to review their respec-

tive profiles and initial assessments, and were affordedthe opportunity to effect concrete interventions tostrengthen aspects of their project and enhance its sus-tainable practices prior to a final assessment.

After the final project profiles and initial assessmentshad been completed and internally reviewed, they werepresented to the review panel for their verification andformal assessment. This process resulted in a number ofminor scoring adjustments, coupled with invaluable recommendations to enhance project sustainability.

Project managers wereinvited to review theirrespective profiles and

initial assessments, andwere afforded the

opportunity tostrengthen aspects of

their project andenhance its sustainable

practices.


Integrated Development Plan (IDP)The portfolio links to the strategic focus areas of the City’sIDP, which are as follows:● Opportunity city: This strategic focus area recognises

the need to build an economically enabling city byensuring that people have decent jobs. The need toconserve biodiversity in Cape Town for enjoyment bypresent and future generations is also recognised as akey element of making it a city of opportunity foreveryone. These are two key elements of sustainability– economy and environment – and profiled projectsshould address these (and/or other) needs.

● Safe city: Safety is essential to the public’s experience ofthe city. Sustainable development seeks to buildresilience and ensure that the city and its residents areprotected from anticipated and unanticipated changesfrom both natural and human-induced sources, and istherefore a key element in building a safe and resilientcity.

● Caring city: The primary purpose of creating a caringcity is to look after the health and well-being of citizensand visitors. Projects that meet sustainability criteriawill by definition contribute to a healthier urbanlandscape.

● Inclusive city: An inclusive city ensures that residentshave access to the resources they need. This recognisespresent and future generations’ rights and requires anapproach that does the same.

● Well-run city: Sustainability can only occur in a contextwhere the institutional arrangements favourdemocratic and transparent processes. Best practice insustainability contributes to improved governance

through efficient, effective and appropriate processes. The portfolio recognises that all contemporary projects inthe City should address these strategic focus areas, butchooses specifically to profile those projects that includeALL aspects of sustainability.

Integrated Metropolitan Environmental Policy (IMEP)The Mayor’s Portfolio aligns with the policy principles ofthe IMEP. These include the following:• The City’s commitment to the responsible stewardship

of resources within local government’s charge• The City’s commitment to recognise and minimise the

impact of its activities on the global environment • The City’s commitment to promote an ethic of collective

environmental responsibility in Cape Town throughenvironmental education and awareness programmes

• The City’s commitment to open, transparent andeffective environmental governance

Project managers were challenged to think broadly abouttheir projects and to consider the role the projects playedin promoting best practice in sustainability. These consid-erations included references to the above IMEP princi-ples, giving attention to the approaches embedded in thedesign and implementation of projects.

Economic Growth StrategyThe City’s natural assets and economic growth are not inconflict with each other. The Economic Growth Strategy(2013) observes that “to build an opportunity city, eco-nomic growth ought to be environmentally sustainable inthe long term”. The strategy further recognises that, giventhreats of climate change and resource depletion, sustain-


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Strategic links

The portfolio projects link to several strategic focus areas, policies and

strategies, and are aligned with World Design Capital 2014.

IDP linkages

Opportunity city

Safe city

Caring city

Inclusive city

Well-run city

The IntegratedDevelopment Plan (IDP)

is a plan for how theCity will prioritise its

budget spending over afive-year cycle.

The IDP is agreedbetween local

government andresidents, and is

adjusted toaccommodate

changing needs.



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ing growth into the future requires a shift towards “effec-tive environmental resource management together withclimate change adaptation and mitigation measures”.

Objective 3.4 of the Economic Growth Strategy (“Pro-tect environmental assets and sustain and expand eco-tourism”) encourages the establishment of green indus-tries and lower-carbon, environmentally friendly alterna-tives to goods and services. It further encourages the pro-filing of the city as a tourism destination as well as a glob-al sustainability leader.

These elements of the strategy support this portfolio’semphasis on sustainable future growth. As evidencedthrough this portfolio, projects that showcase urban sus-tainability arose from integrated planning, where designteams sought to create opportunities for investment andjob creation.

Social Development StrategyObjective 1.5 of the City’s IDP, which provides for socialupliftment, must be regarded as equally important asobjectives 1.3 and 4.2, which respectively promote a sus-tainable environment through efficient utilisation ofresources and economic prosperity.

The City’s Social Development Strategy emphasises theimportance of the organisation operating as an integratedwhole, where each directorate has an important role toplay in facilitating social development. The Social Devel-opment Strategy approach differs from previousapproaches, which viewed social development as thedomain of a specific directorate concerned with relativelysmall, discrete projects.

Instead, the strategy considers all of the City’s work asgeared towards improving the well-being of all people in

Cape Town, which is reflected in this portfolio’s integratedapproach to sustainable project assessment. To effectivelyachieve this, communities need to be given the opportu-nity to participate in their own development, and a trans-versal approach to social development has to be followed.

World Design CapitalThe Mayor’s Portfolio of Urban Sustainability is an impor-tant component of WDC 2014, because it showcases proj-ects that not only promote best practice in sustainability,but also display a level of creative and innovative thinking.

The vision of WDC is to use 2014 as a catalyst to “trans-form our city into the most inclusive, sustainable, liveableand productive on the African continent”. This portfoliosupports this vision by celebrating projects that havedeveloped new ways to meet basic needs and provideservices. These projects build communities and social cap-ital, create economic opportunities for local people, andprotect the natural environment.

The synergy between this portfolio and World DesignCapital creates a platform not only to showcase progressbeing made towards sustainability, but also provides anopportunity for further dialogue about future approachesto City projects as part of an agenda that includes con-cepts such as design thinking, collaboration and co-design.

This portfolio strives towards a socially, economicallyand ecologically prosperous and resilient Cape Town,where the protection and careful use of the city’s rich nat-ural resources leads to social upliftment and economicprosperity, rejecting the all too common paradigm wherenatural resource depletion and destruction results insocial and economic impoverishment.

The vision of WDC is touse 2014 as a catalyst to“transform our city into

the most inclusive,sustainable, liveable

and productive on theAfrican continent”.


A global trendsetterResponsible tourism (page 77) includes favouringsmall-scale operators and local sources – whichensures that communities benefit. The Cape TownDeclaration, co-created in 2002, is internationallyused as the defining statement.

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Altogether 34 projects, managed and supported by various directorates, are profiled in the Mayor’s Portfolio and demonstrate bestpractice in sustainability. Every project was scored on a scale of 1 (‘poorly’) to 5 (‘excellent’) against each of the 12 assessmentobjectives. Projects scoring between 45 and 48 were awarded a Silver Star rating (★), while those with a total average score above48 received a Gold Star rating (★). The star ratings are awarded to projects that consistently performed highly across all categoriesand are identified as examples of best practice in sustainability.


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Projects at a glance

Target area: Social

Project Description Evaluation summary

Alcohol and drug treatment sites Replicable model for providing outpatient treat-ment for substance abuse.

Makes multifunctional use of clinics and reducesthe threats associated with substance abuse.

ARV chronic clubs Model that enables high patient loads to be managedin groups for effective resource use and enhancedservice delivery.

Demonstrates the value of collaboration in large-scalesystems improvement.

Backyarders pilot project Interim intervention developed to provide back-yarders with water and sanitation services.

Facilities give backyarders access to basic serviceswithout the possibility of debt accumulation.

★Diarrhoeal disease seasonenvironmental health interventions

Integrated plan to improve quality of care received atprimary health-care facilities and reduce the incidenceof new diarrhoeal cases by minimising risks of expo-sure to and spread of the disease.

Education outreaches help reduce disease cases andincrease appreciation for a clean and functioningurban environment.

Disaster risk management: Publiceducation and awareness programme

People-to-people approach to improve residents’awareness about and preparedness for fire andflood risk.

Makes use of existing community structures to raiseawareness and educate people living in vulnerableparts of the city.

Early childhood development (ECD)centres of excellence

Comprehensive centre combining crèche facilitieswith a resource library and training programme.

Provides a safe and healthy environment for childrenas well as skills development for local ECD educators.

Guga S’thebe arts and culture centre Strategic asset that has the potential to bring communi-ties together in a shared appreciation for the arts.

Promotes social cohesion and community participa-tion in the ongoing development of the centre.

Housing consumer education Making information about homeownership options,rights and obligations accessible to new homeowners.

Enhances democratic processes because first-timehomeowners have better understanding of their asset,which also strengthens the delivery of sustainablehousing, encourages behavioural change and facili-tates better decision-making.


Target area: Social (continued)


Legible City Implementing tourism infrastructure to enable visitorsto understand the extent and diversity of the city andaccess it easily and safely.

The provision of appropriate signage and othertourism infrastructure promotes education and aware-ness, while simultaneously presenting a strong visualidentity that distinguishes Cape Town from other des-tinations.

★Pelican Park housing development The City’s second and largest integrated housingproject that ensures that land uses support the dailyfunctioning of communities and contribute to theoverall character of the area.

Scores excellently for facilitating the formation of ahealthy community that brings together people fromdifferent income groups.

School resource officers Improving the safety of scholars at schools, whocurrently experience high levels of violence,burglary, gangsterism and vandalism.

The placement of officers at vulnerable schools in thecity reduces threats to learning and substantiallyimproves the community’s relationship with lawenforcement agencies through positive interventions.

Surran Road Park Reclaiming a previously negative space and turn-ing it into a safe and lively community space,increasing the self-esteem and perceived value ofpreviously disadvantaged communities.

Reducing threats by repurposing and attracting thecommunity back to the park, thereby increasinghuman surveillance.

Valhalla Park family recreation centre Key pilot project designed to provide a mix ofactivities catering for all ages and energy levels –including formal and informal recreationalactivities.

Provides a useful opportunity to experiment withinnovative approaches to enhance community partici-pation in healthy activities.

Violence Prevention through UrbanUpgrading: Harare urban park

Example of sustainable, multifunctional publicspace developed through participatory design.

Promotes safe and integrated sustainable commu-nities, citizenship, pride and improved quality oflife for residents in low-income neighbourhoods.

Witsand “iEEECO” low-cost housing Going beyond simply providing dwelling units,beneficiaries in this project receive energy-efficienthouses. Contributes to integrated communityleadership structures, while also effectingincremental, tangible upgrades.

Demonstrates the impact of developing energy-effi-cient houses on the quality of life and sustainabilityof human settlements.


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Target area: Economic


Bi-directional metering on prepaymentsystems

Pilot project to establish a smart metering solution toaccommodate bi-directional energy flow for residen-tial applications in a prepayment environment.

The project is a learning experience for the City, but itis hoped that as technology advances, optimal andreliable solutions will become available.

C3 notification system System that facilitates consistent and reliable processfor handling complaints and requests from citizens.

The system promotes transparency and accountabilityby monitoring complaints from when they arereceived until they are resolved.

Connecting the Company’s Garden Providing the best network and user-friendly experi-ence to those using the free service and to serve as apilot to test the potential for further rollout. This is justone of the many ways the City is connecting CapeTown.

Makes the internet an accessible resource, while theuse of quick reference (QR) codes as an asset manage-ment tool enhances efficiency.

Energy-efficient retrofitting programme Retrofitting Council buildings to improve energy effi-ciency and promote behaviour change among users.

Supports the building of resilience to climate change,improving the City’s carbon footprint and ‘walking thetalk’.

External training opportunities Leveraging the City’s human and financial resourcesto provide training and development opportunities forunemployed youth.

Aligns with national imperative to create opportuni-ties for unemployed youth to access skills and workexperience.

★Integrated rapid transit: Red lane Designated lanes to ensure uninterrupted bus flowduring peak times.

The red lanes reduce travel time and costs, which, inturn, has an economic knock-on effect.

★Kraaifontein integrated wastemanagement facility

Benchmark facility for solid waste management. Enhances communities’ understanding of waste man-agement and the associated costs of handling munici-pal solid waste.

Responsible tourism Promoting tourism management that respects localculture, ensures that communities benefit fromtourism, and protects the local resource base.

Supports newly established small, medium andmicro-sized enterprises as well as motivates for infra-structure investment.

Smart Cape access initiative Innovative efforts to provide residents with free publicaccess to computers and learning.

Facilities afford previously underserved communitiesaccess to technology in a manner that supports andenhances their quality of life as well as access to eco-nomic opportunities.

★Weaving sustainable livelihoods Demonstration of benefit-sharing between peopleand nature, and how it can contribute to improvedquality of life.

Sharpens existing weaving skillsets in local communi-ties and promotes safe harvesting of Typha from thenature reserve.


Target area: Ecological


Air quality programme Management plan developed to steer the City towardbecoming “the city with the cleanest air in Africa”.

Contributes to improved health of citizens and sup-ports the low-carbon economy.

Community gardens Supporting the growing number of communitygroups who are actively greening their public openspaces.

Encourages health and well-being, positive socialinteraction and community capacity-building, andprovides opportunities for environmental education.

★Corporate project to improve inlandwater and stormwater quality

Strategy developed to proactively reduce the amountof pollutants entering the stormwater systems.

Integrated approach to reduce pollutants that enterthe stormwater system and contaminate catchments.

★Friends and Neighbours: The OtherSide of the Fence

People-centred approach to reconnecting communi-ties and nature.

Aims to break down the physical barrier between com-munities and their neighbouring nature reserve, aswell as the psychological fence that prevents commu-nities from conserving the biophysical environment.

★Marine and Environmental LawEnforcement Unit

Proactive multi-agency collaboration that functionsthrough cooperation and clear communicationbetween the coastal regulatory agencies.

Demonstrates the outcomes of sharing resources andcapacity across government tiers as a sustainable strat-egy to combat environmental crime, counter illegalfishing and ensure effective environmental manage-ment.

★Shark Spotters programme Focused on improving the relationship between peo-ple and sharks by changing perceptions.

By reducing the likelihood of an attack and the risk inusing False Bay beaches, the programme contributesto the ‘decriminalisation’ of sharks.

Staff bike-share pilot Efficient alternative mode of transport for City officialstravelling short distances on City business.

Seeks to make cycling in the city safer, and to ulti-mately change the urban landscape. However, thepilot is currently limited to City officials in the centralcity and requires upscaling in order to start realisingits potential contributions to urban sustainability.

Spine Road non-motorised transport:Phase 1

Creating vibrant spaces by restructuring urban publicspace, while creating a sense of safety and security.

Adds to improved access to amenities and resources.Regular community engagement and awareness cam-paigns introduce communities to different forms ofnon-motorised mobility.

Zeekoevlei eastern shoreredevelopment

High-impact project to redevelop the eastern shoreinto an attractive amenity in the Cape Flats district.

The upskilling of workers is integral to the success ofthe project, as it builds confidence and morale, andimproves the quality of infrastructure.

It must be emphasised that the following categories arenot intended to reinforce the pillars of sustainability asseparate entities, but rather to showcase how projects

that might have been confined to resolving a social,economic or ecological problem can be moulded so as toincorporate all the aspects of sustainability. It will becomeevident that a project can be focused on meeting a socialobjective, for example, but also contribute to best practicein sustainability. Within each project, primarily driven tomeet a social need, there is untapped potential, which, ifexploited without compromising the project’s primarypurpose, can yield ecological and economic benefits,

resulting in a best-practice sustainability project.To ensure that projects will stand the test of time and

appropriately respond to the urban challenges in CapeTown, it is important that they engage with the relevantstakeholders and build beneficial partnerships. The proj-ects in this portfolio are mostly a result of carefully devel-oped partnerships and alignment between the three tiersof government and other sectors, including civil societyand the private and academic sectors. Also, these projectsdemonstrate the importance of accountability and trans-parency when addressing challenges at the various stagesof implementation.


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Portfolio projects

To ensure that projectswill stand the test of

time and appropriatelyrespond to the urban

challenges, it isimportant that they

engage with therelevant stakeholdersand build beneficial

partnerships.



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▊SOCIAL portfolio

The projects contained in this section of the portfolio have strong social components as

project drivers. Most of these projects have significant community involvement in the

development of processes and structures. Although the pillars of sustainability are

interconnected, the projects in this category were originally motivated by the need to

address a social problem, thus responding to a need that arose from within the

community or came from the everyday dynamics within communities in the city.


Simple and effectiveA key element of the diarrhoeal disease seasonenvironmental health interventions (page 35) isfrequent hand-washing. To support this,campaigns promote a low-cost ‘squeeze bottle’ asan easy, portable solution for hand-washing withsoap where a tap is not available.

Problem statementThe Western Cape has the country’s highest number ofsubstance abusers, particularly those using methamphet-amine (‘tik’). Besides impacts on users and their families,substance abuse has serious consequences for communi-ties as a whole, as it may lead to irresponsible sexualbehaviour, criminality and violence.

Project outlineBefore 2008, the City provided no options for outpatienttreatment of substance abuse. The outpatient-intensivetreatment model from the Matrix Institute in the UnitedStates was identified as a potentially replicable best-prac-tice model for providing treatment. The City’s Health

Directorate chose to roll out the programme through localclinics, and on 26 June 2008, the first treatment site waslaunched at Tafelsig Clinic in Mitchells Plain. Three moresites have since been opened in Table View, Delft Southand Town 2, Khayelitsha.

Project designThe treatment facilities provide an innovative and alterna-tive option for clients seeking substance abuse assistance.The service provided is free; there is no waiting period tojoin the programme, and it is conveniently and strategi-cally located within a clinic, thereby allowing clients toremain within a supportive community structure andbecome sober while facing day-to-day realities.


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▊ Alcohol and drug treatment sites

An innovative approach:A convenient – and free –option for clients seekingsubstance abuseassistance within asupportive communitystructure.

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Project implementationThe treatment programme is intensive and includes atleast three sessions per week for four months. Theseinclude individual and group sessions, as well as familysessions that educate and empower family membersabout appropriate support approaches once clients returnhome. Repairing broken relationships and restoring com-munity cohesion are important outcomes of the pro-gramme.

Furthermore, the treatment programme is individual-specific and can be tailored to address each client’s needs.Since the programme is manual-based, therapists cankeep track of progress made by each client and ensurethat all clients receive comprehensive treatment. Similar-ly, clients can choose to remain in the programme for aslong as they would like, and may re-enter if they relapseafter treatment.

The Tafelsig outpatient alcohol and drug treatment sitewas the first Matrix site in Africa, and one of a small num-ber of other sites worldwide to receive a three-year certifi-cate of excellence from the Matrix Institute. This recognis-es the high quality of the programme and the impressivecapacity of its managers and therapists.

EvaluationBy providing an innovative and locally-applicable outpa-tient treatment programme for substance abuse, the Cityis working to improve the lives of diverse communities.For instance, the Matrix sites contribute to unlocking theCity’s latent employee base and equip clients with lifeskills, hence the excellent score for reducing threats andoptimising opportunities. To make efficient use of allresources, clients are encouraged to access other healthservices available at the clinics. This makes effective use ofclinics as multifunctional spaces.

Similarly, substance abuse affects the quality of life,safety and health of the user as well as others. Therefore,by implementing this project, clients are made aware ofthe consequences of their actions, and through relevantresources, clients and their families can be equipped tobetter deal with addiction.

Similar to the ARV chronic clubs (page 31), this projectdoes not actively harness the potential of social clubs/net-works to create economic opportunities. Additionally, theproject team could increase ecological impact by explor-ing possible links between the project and environmentalhealth.


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Figure 2: Alcohol and drug treatment sites assessment

The Tafelsig outpatientalcohol and drug

treatment site was thefirst Matrix site in Africa,

and one of a smallnumber of sites

worldwide to receive athree-year certificate of

excellence from theMatrix Institute.

Problem statementSince South Africa launched its antiretroviral (ARV) pro-gramme in 2004, the City has seen thousands of peopleenrol, with nearly 100 000 people in care at the end ofDecember 2012. The increasing number of patients onlife-long treatment puts huge pressure on facilities,resources and staff, which ultimately compromises patientoutcomes and the quality of the ARV programme itself.

Project outlineA new and innovative approach to dealing with highpatient loads was piloted by Médecins Sans Frontières

(MSF) at Ubuntu Clinic in Khayelitsha. The adherence clubmodel, later renamed the ARV chronic clubs model,enables large numbers of stable patients to be safelymanaged in groups of approximately 30 people.

Project designEach group is facilitated by a non-clinical staff member – apeer educator or lay counsellor – and meets every twomonths to collect medication and undergo necessarymonitoring. A club member may spend a maximum ofone hour at the clinic every two months, significantlyreducing the cost of ARV treatment in time and money.


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▊ ARV chronic clubs

Efficient interventions:The ARV chronic clubsmodel enables largenumbers of stable patientsto be safely managed.

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Project implementationThe pilot found that 97% of patients put into clubsremained in care over a 40-month period, compared to85% of matched patients who stayed in the clinic system.Treatment failure was reduced by 67% in club patients.With improved patient outcomes and huge benefits forthe respective clinic and attendant staff, the success ofthis approach was recognised and endorsed by Province’sDepartment of Health and the City of Cape Town’s CityHealth Directorate. These departments partnered withMSF and the Institute for Healthcare Improvement (IHI) inorder to spread this model to other high-volume ARVfacilities across the Cape Town metro.

The ‘breakthrough series collaborative’ approach – aninnovative model for large-scale systems improvementdesigned by the IHI – was used. Multidisciplinary teamsfrom each of the participating facilities gathered every sixmonths over 18 months to develop quality improvementskills and take part in shared learning according to the‘plan, do, study, act’ approach.

During this time, each was mentored by a qualityimprovement facilitator (existing staff members trainedby IHI and assigned to a number of facilities), supported

by MSF and an IHI improvement advisor. This approachhelped to streamline training, improve learning out-comes, allow for flexibility in approach and, ultimately,enhance the sustainability of the clubs at each facility.Local knowledge, collaboration and peer-to-peer sharingstrengthened the design inputs for the club model ateach facility.

EvaluationThis project strongly promotes cooperation and collabora-tion between parties, hence the allocated score for trans-parency and democracy. Not only has this won the projectawards, but it has also provided the resources to developsupport material that can be used when replicating themodel. The project also makes efforts to alleviate povertyby enhancing the quality of service available.

By the end of 2012, 37 ARV facilities were runningmore than 600 clubs with approximately 16 000 patientsreceiving care in this manner. Unfortunately, the projecthas not harnessed the economic potential created by thesocial networks. Similarly, the ecological pillar of this proj-ect is weak and requires an innovative solution, such asretrofitting the clinics where meetings take place.


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Figure 3: ARV chronic clubs assessment

By the end of 2012, 37ARV facilities were

running more than 600clubs with

approximately 16 000patients receiving care

in this manner.

Problem statementThe backyarder project is an interim intervention that wasdeveloped in response to the City’s overwhelming hous-ing waiting list. Currently, about 400 000 people are wait-ing for formal housing, while the City can only provide10 000 houses per annum. This waiting period for hous-ing has contributed to a sharp increase in the number ofbackyard dwellers in Cape Town, which population theCity has failed to specifically serve for many years.

Project outlineThe backyarder project is the first of its kind in the country

and takes steps toward giving backyard dwellers anopportunity to access basic water and sanitation services.Backyarders pay rent for space on an erf, but often do notreceive basic services such as other Cape Town residents.Consequently, backyarders tend to dispose of sewage andgreywater inappropriately, in stormwater systems andeven rivers. This has immense consequences for the envi-ronment and also poses health risks.

Project designCommunities indicated their preference for facilities locat-ed on individual erven, which would be more accessible


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▊ Backyarders pilot project

In my backyard:The design is a concretestructure that comprises aflush toilet, which is regu-lated to 20 flushes perday, a wash-trough and atap. The tap has an intelli-gent flow dispenser thatmonitors water use.

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By finding aninnovative way of

providing backyarderswith water and

sanitation, this projectshowcases the

collaborative workbetween communitiesand the project team.

and convenient. Since the facilities serve a limited num-ber of people in a backyard, they have not been van-dalised because of a sense of ownership. Furthermore,during the construction phase, the contractors make useof local labour as well as community-based liaison offi-cers, who serve as mediators between the City, communi-ty and contractors to ensure the smooth installation of thefacility. Also, a partnership with the Human SettlementsDirectorate has prevented the uncontrolled increase inbackyard shacks by reaching an agreement with tenants.This effectively prevents burdening of City infrastructureand services.

Project implementationThe design is a concrete structure that comprises a flushtoilet, which is regulated to 20 flushes per day, a wash-trough and a tap. The tap has an intelligent flow dis-penser that monitors water use. Previously, each erfreceived a standard 6 kℓ per month, regardless of thenumber of backyarders that stayed on the site.

Through this project, each backyard shack is recognisedas in need of these services, and each one now receives6 kℓ per month. To assist with water use monitoring, eachbackyarder receives a unique tag to access the tap and

prevent conflict between backyarders about water rations.Similarly, water is rationed equally throughout themonth, so unused water can be carried over to the nextday and mismanagement of allocated water can berestricted.

EvaluationMonitoring water use in this manner protects consumersfrom accumulating debt that they cannot repay, therebyintercepting the poverty cycle. By finding an innovativeway of providing backyarders with water and sanitation,this project showcases the collaborative work betweencommunities and the project team to deliver a facility thatmeets community needs as well as improves the City’sability to manage the water and sanitation recollectiondebt rate. As a result, the project scores highly forimproved productivity and efficiency.

Unfortunately, the project performs poorly ecologically.This could be remedied by using ecologically sustainablewater and sanitation facilities, or by incorporating smartliving training. Similarly, the project could collaboratewith initiatives to reduce pollution in wetlands down-stream of informal settlements, which would also con-tribute to better living conditions.


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Figure 4: Backyarders pilot project assessment

Problem statementDiarrhoea is a major cause of avoidable childhood mortal-ity worldwide. In Cape Town, the warm months betweenNovember and May provide the ideal breeding groundfor the rapid spread of pathogens causing diarrhoeal dis-eases. Termed ‘diarrhoeal disease season’ (DDS), this timeof year sees a significant increase in the incidence of diar-rhoea and dehydration reported to clinics across the city,particularly among children under the age of five.

Project outlineA decision to have environmental health practitioners(EHPs) investigate diarrhoea deaths exposed theupstream factors that favour the spread of diarrhoea andlead to unnecessary deaths. In order to proactivelyaddress the root causes of the disease and reduce mor-bidity and mortality rates, an integrated and comprehen-

sive plan was devised involving multiple stakeholders.

Project designThe DDS plan has two primary aims: a) to improve thequality of care received at primary health-care facilitiesthrough adequate resources and appropriate training,and b) to reduce the incidence of new cases by minimis-ing risks of exposure to and spread of the disease. Thisincludes scaling up the monitoring of health hazards androlling out educational projects. The ‘plan, do, review’approach to monitoring and evaluating this project hasensured that interventions are both locally-appropriateand increasingly effective.

Environmental quality, socio-economic status andhealth conditions are fundamentally linked; hence EHPs’primary roles include monitoring, evaluation and report-ing on delivery of basic services in informal settlements,


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★Diarrhoeal disease season environmental healthinterventions

Low cost, high impact:In order to spread the‘message’ of simpleapproaches to avoiddiarrhoeal disease,hundreds of communitymembers have beenemployed via theExpanded Public WorksProgramme.

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especially related to water, sanitation and solid waste.EHPs are also responsible for health and hygiene projectswithin communities, including educational initiativeswith a particular focus on child-minders and caregivers.

Project implementationResearch has shown that the most effective preventiontechnique is frequent hand-washing. To support this, cam-paigns promote the low-cost, locally designed ‘squeezebottle’ as an easy, portable solution for hand-washingwith soap where a tap is not available. In informal settle-ments, this is a key component in reducing diarrhoea.

Complementing the health and hygiene communityeducation projects, a strong media communications strat-egy was developed, with weekly talks on local radio sta-tions, clinic visits, workshops with crèches, and one-on-one interaction with parents and caregivers. It alsoincludes drives to educate traditional healers on appropri-ate treatments for diarrhoeal disease, and informal foodvendors on hygienic food safety practices.

In order to spread the ‘message’ of simple approachesto avoid diarrhoeal disease, hundreds of communitymembers have been employed via the Expanded PublicWorks Programme. These workers are trained in environ-

mental health practices and are temporarily employed tosupplement the work of the EHPs. While spreading keymessages across affected areas, this approach also pro-vides jobs and skills development opportunitities.

EvaluationEHPs agree that the benefits of their education outreach-es are evident from the database, which shows a continu-al decrease in the number of cases with severe dehydra-tion and preventable deaths among children. They alsocite an increasing appreciation for the importance of aclean and functioning urban environment for humanhealth and well-being as a key driver in their work. Thesesuccesses account for the project’s strong social pillar.

Since EHPs are responsible for monitoring the City’sprovision of basic services, such as waste removal, sanita-tion and water provision, their increased presence andattention to these issues in informal settlements con-tribute to improved environments. The project is alsofounded on regular monitoring and evaluation, hence thenotable alignment with good governance. Data collectedby EHPs are core to informing management strategiesand proactive interventions to reduce the disease burdenof preventable diseases on vulnerable communities.


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Figure 5: Diarrhoeal disease season environmental health interventions assessment

While spreading keymessages across

affected areas, theprogramme also

provides jobs and skillsdevelopment

opportunitities.

Problem statementCape Town is prone to two major hazards that often endin disaster, namely floods and fire. Thousands of vulnera-ble people, particularly in the city’s informal settlements,are affected by flooding every winter, and by fires everysummer.

Project outlineTo help prevent disasters caused by flooding and fires,and to mitigate their impact when they do occur, the Cityhas initiated a public education and awareness campaign.The campaign is aimed at improving residents’ awarenessof and preparedness for fire and flood risk, as well asappropriate responses to emergency situations.

Project designInitially, the campaign took the form of an outdoor the-atre performance by the Jungle Theatre Company. Theplay, called “Spirit of Fire” or “Spirit of Water”, dependingon the context, engaged with community members inhigh-risk informal settlements through an interactivelearning experience. Pamphlets were also distributed, butdue to their impersonal ‘throw-away’ nature, they madevery little impact. Therefore, a fresh, interactive approachwas needed to make the campaign relevant and effective.

Project implementationThe campaign has taken a new direction by engagingdirectly with community leaders to develop group-based


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▊ Disaster risk management: Public education andawareness programme

Flooding facts:A public education andawareness campaignaround flood and fire risksengages directly withcommunity leaders todevelop group-basedinteractive learningsessions.

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interactive learning sessions. These sessions will be facili-tated by ten to 15 trained community leaders using a spe-cially developed information flipchart. Each facilitator willbe employed through the EPWP to lead the group educa-tion sessions on a seasonal basis. To increase transferabili-ty of information, the FireWise and FloodWise flipchartswere created in the three major languages of Cape Town.

EvaluationThe campaign attempts to reduce the incidence of disas-ters by making effective use of existing community struc-tures. This is evident in the social assessment outcomes of

the project as well as the excellent use of communityengagement. Furthermore, by linking community experi-ence and people-to-people communication, the projectdemonstrates collaboration between the City and commu-nities, thus taking a joint stance regarding disaster pre-vention and mitigation.

To ensure successful disaster management and trulyeffect change, however, the project needs to integratewith planning and stormwater management depart-ments. Since the project was recently launched, only timewill tell whether the campaign has effectively reducedincidents of fire and flooding.


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Figure 6: Disaster risk management: Public education and awareness programme assessment

The campaign attemptsto reduce the incidenceof disasters by makingeffective use of existingcommunity structures.

Problem statementMany areas in Cape Town are not sufficiently resourced orcapacitated to provide appropriate and healthy facilitiesfor children below the age of six. This has negative impli-cations for their intellectual, social and physical develop-ment, as well as their safety.

Project outlineThe early childhood development (ECD) period, from birthto age six, is the most critical time in a child’s develop-ment, during which children require the most care andsupport. It is during this time when cognitive stimulation,nutrition and emotional attachment all work together to

shape the identity, coping skills, intelligence and prob-lem-solving abilities that children will need to grow intopositively adjusted adolescents and adults. The City recog-nises this, and is committed to rolling out effective ECDprogrammes.

Project designOne of these is the ECD centres of excellence initiative.After much research on best (and worst) practices in ECDcentres around the country, a comprehensive centre com-bining crèche facilities with a resource library and trainingprogramme was designed.

With support from Dutch funding agency Stichtung


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▊ Early childhood development centres of excellence

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A place of safety:The new early childhooddevelopment centreprovides a safe andhealthy environment forup to 200 children varyingfrom infants to six-year-olds.

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Mzamohle, the Mellon Housing Initiative and the SouthAfrican Sustainable Development Initiative (SASDI), thefirst of these ECD centres of excellence was designed,built and opened in Mfuleni in October 2010.

Project implementationThe new double-storey building provides a safe andhealthy environment for up to 200 children varying frominfants to six-year-olds to take part in educational pro-grammes that assist with future education and develop-ment. They are also fed nutritious meals during the day –for some, this is their only food of the day.

The centre is managed by the SASDI Education andLearning Facility (SELF) through a memorandum of agree-ment with the City. The building includes additionaloffices to be used for administrative functions, space for aresource library, as well as a caretaker’s flat on the proper-ty. Outside opening hours, facilities at the centre can beused by local non-governmental organisations (NGOs) orsmall businesses that require space for meetings orevents. Similarly, community events held in the eveningsgenerate additional income for the centre and also ensureconstant activity, which is a deterrent to criminals.

The centre of excellence model provides a useful

resource for the entire community, particularly otherunder-resourced ECD facilities. As the model is replicatedin other areas of the city, these centres will have an indeli-ble impact on the children and families of Cape Town,both now and long into the future.

EvaluationThis project has a strong social component. In addition toproviding a healthy environment for children, the centreof excellence model also invests in outreach and supportfor other ECD facilities in the community. This is in theform of training and development of ECD educators aswell as resources such as toys, books and other education-al items, which other facilities can borrow on a short-termbasis. These efforts ultimately promote generallyimproved conditions in the community, and encouragecommunity engagement. Consequently, the projectachieves above-average scores for the social aspects of theassessment.

However, the project does not have adequate connec-tions to the ecological pillars of sustainability. This couldpossibly be achieved by incorporating environmental con-tent in the lessons taught, or perhaps incorporating greenbuilding principles in future projects.


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Figure 7: Early childhood development centres of excellence assessment

As the model isreplicated in other areasof the city, these centres

will have an indelibleimpact on the children

and families of CapeTown, both now andlong into the future.

Problem statementGuga S’thebe is the only arts and culture centre owned bythe City of Cape Town in a township that was historicallyestablished for black South Africans. It is a strategic assetthat can be used to bring communities together in ashared appreciation for the arts.

Project outlineGuga S’thebe is located alongside the Langa HeritageMuseum, which comprises the Old Pass Court buildingmanaged by the Langa Heritage Foundation, and the OldPost Office, which is often used as a temporary exhibitionspace. Together with the theatre, these facilities form the

Langa cultural precinct. The various art exhibitions at the centre not only attract

tourists, but also give Langa residents an opportunity tobe exposed to local and national art and artists. Theprecinct incorporates art studios, a resource centre, store-room facilities, a retail facility for arts and crafts, and work-shops for metalwork and pottery.

Project designCurrently, a project team from the City is managing theprecinct and exploring ways to attract more visitors to thiscultural space. While doing so, they are looking to estab-lish a new community board, which can be capacitated to


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▊ Guga S’thebe arts and culture centre

The art of craft:The Guga S’thebe centrein Langa is an importantelement of the City’svision of supporting thedevelopment of culturaland creative clusters.

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formally manage the centre. The activation of GugaS’thebe is an important element of the City’s vision tosupport the development of cultural and creative clusters,similar to those in Soho (London) and Hollywood (LosAngeles). These creative clusters have proved to be aninteresting and sustainable way to stimulate economicopportunities.

Project implementationThe increased diversity of cultural products on offer isexpected to support the role of Guga S’thebe in developingand strengthening the economic base of the community, aswell as enhance the experience of locals and tourists inLanga. As in any low-income area, the provision of mean-ingful employment opportunities is vital to the success ofGuga S’thebe. The EPWP is expected to provide some struc-tured employment at the centre, but indirect and informalopportunities are equally important in Langa, where some60% of the adult population is unemployed.

To support and kindle an entrepreneurial spirit inLanga, Guga S’thebe will also offer small-business sup-port to potential and existing business owners, with avision to see these flourish. To facilitate this, the CapeCraft and Design Institute is undertaking a feasibility

study to ascertain the financial viability and potential ofvarious crafts at the centre.

EvaluationThe Langa Cultural Precinct is envisioned to promote com-munity engagement and social cohesion in Langa andthroughout the city. Activities at the centre have kept theend user involved in the design process, use and ongoingdevelopment. Alongside this, the project effectively allevi-ates poverty by seeking to empower community mem-bers, as well as incorporating a resource centre that isaccessible and well equipped.

Ecologically, though, the project scores poorly, becauseno intentional connections have been made between thecentre and the environment. This would be an ideal loca-tion to facilitate environmental debates and discussions.Lastly, Guga S’thebe is currently under Council manage-ment, despite the desire to have the facility operated bythe community. This poses questions around the factorsthat enable communities to successfully run communitycentres. Given the overarching objective for Guga S’thebeto be one of the City’s creative hub anchors, the manage-ment team needs to be trained/upskilled to carry thevision into the future.


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Figure 8: Guga S’thebe arts and culture centre assessment

The project effectivelyalleviates poverty byseeking to empower

community members,as well as incorporatinga resource centre that is

accessible and wellequipped.

Problem statementThe Human Settlements Directorate identified a pressingneed to clarify homeownership options, rights and obliga-tions for new homeowners. This information is unfortu-nately not easily accessible, which has resulted in poordecision-making on the part of new housing owners andthe formation of unsustainable settlements.

Project outlineThe housing consumer education (HCE) programme was

formed in 2011 to ensure that all housing beneficiaries,including the elderly, understand government’s role inproviding housing, as well as their own rights, duties andresponsibilities.

Project designThe training is primarily aimed at the recipients of sub-sidised housing, because they are often unfamiliar withthe process of purchasing and owning a house. Theseprocesses involve various agreements, such as the deeds


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▊ Housing consumer education

Home bodies:The housing consumereducation (HCE)programme helps newhomeowners, who tend tobe under-equipped, tomake informed decisionsabout appropriatehousing options as well asother housing matters.▸

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of sale, mortgage bond agreements and instalment saleagreements. As a result, new homeowners tend to beunder-equipped to make informed decisions about appro-priate housing options as well as other housing matters.The HCE addresses this need, and equips beneficiaries withthe knowledge and tools needed to make owning a houserelatively simple and affordable rather than a burden.

Project implementationSo far, training has been conducted for more than 4 000homeowners in Ocean View, Manenberg, Philippi,Mitchells Plain and other communities. Training is alsomade available to City officials as well as partneringorganisations in projects such as the Pelican Park housingproject (page 47).

The HCE programme covers a wide spectrum of issuesrelevant to housing beneficiaries. The programme isdesigned and developed to address issues relating tohousing options, finance and savings, health, water andsanitation, HIV/Aids awareness and maintenance of prop-erties. The workshops encourage the beneficiaries tomake the most of the opportunity provided to them by

seeing and operating their home as an asset. Beneficiar-ies are also advised to draft a will and apply for householdinsurance in order to secure their family’s future.

EvaluationThrough this programme, the City assists new homeown-ers, and educates them about ‘smart living’ – a lifestylethat is sustainable in terms of waste generation and recy-cling, water and electricity use and the conservation ofnatural resources. By providing access to information, theHCE enhances democratic processes, as first-time home-owners develop a better understanding of their rights,duties and responsibilities. This also strengthens thedelivery of sustainable housing, encourages behaviouralchange, and facilitates better decision-making.

Overall, the project performs excellently in governance-related matters, but the same cannot be said for enhanc-ing biodiversity. Although the training provided includessmart living workshops for homeowners, it may be help-ful to expose communities to indigenous and alien plantspecies, given that natural resources are likely to befound on or around housing sites.


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Figure 9: Housing consumer education assessment

By providing access toinformation, the HCEenhances democratic

processes, as first-timehomeowners develop abetter understanding oftheir rights, duties and

responsibilities.

Problem statementThe ease of access to and experience of facilities cannotably influence a visitor’s perception of a destination.The Legible City concept has been designed to enable vis-itors to understand the extent and diversity of the cityregions, and access them easily and safely.

Project outlineTourism facilities and infrastructure as well as investmentform the backbone of tourism development in the city.Investment in tourism-related infrastructure comes fromvarious role players: Public-sector investment in the formof hard and soft infrastructure can support private-sector

investments such as accommodation, attractions andtourism services (for example retail establishments).

Project designTourism infrastructure plays a significant role in the devel-opment and accessibility of a tourism destination. As aresult, the Tourism Department plays the role of a facilita-tor, implementer or coordinator, depending on the leveland type of the initiative.

Project implementationThe Tourism Development Framework (2004) identifiedthe actions and elements needed in the various tourism


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▊ Legible City

Home bodies:Maps and markers on theground assist with themovement of people,while interpretationsignage – for example, aposter on the history ofsurfing at Muizenberg –helps to tell the stories ofan area.

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regions to create identity and to optimise access totourism precincts. Within this framework, the Legible Cityprogramme was initiated to make the city easier for peo-ple to understand and navigate. Its objectives include cre-ating distinct, high-quality environments that differenti-ate areas of character and special significance within CapeTown, support the movement of visitors through the city,and generate a clear sense of place. Better experienceswill lead to more feet, and will therefore enhance the eco-nomic benefits of tourism through job creation and build-ing businesses that support tourism.

Legibility is about granting access and information topeople, so that they can walk away from an interactionwith a space or artefact, and feel that they have beenempowered to respond to it.

One of the projects has been a pedestrian system/gate-way developed for Langa and Muizenberg to enhance vis-itors’ experience of the two areas. These areas were identi-fied based on their tourism potential, private-sector andcommunity involvement, and the existence of tourismroutes.

This project is designed to create an enhanced sense ofplace for both residents and visitors by connecting spacesand amenities, and enhancing the city’s identity.

EvaluationIn Langa, the project focuses on the gateway (via BhungaAvenue). This is important, as it enhances the sense ofplace and ties in with the historical attractions such asHaarlem Street, the Old Pass Office and Guga S’thebe inWashington Street. Plans include the use of artwork andthe formation of links with existing historic maps tellingthe story of Langa.

In the Muizenberg area, the focus was mainly on main-tenance issues (cluttering of old and outdated signs, bro-ken pavements, etc.), but also highlighted issues thatmake it more difficult for people with accessibility restric-tions (wheelchair users, the elderly, etc.) to use thetourism routes. Maps and markers on the ground alsoassist with the movement of people, while interpretationsignage helps to tell the stories of Muizenberg (for exam-ple, a poster on the history of surfing).

By appropriately providing signage and other tourisminfrastructure, this project promotes education and aware-ness, while simultaneously presenting a strong visualidentity that distinguishes Cape Town from other destina-tion cities.


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Figure 10: Legible city assessment

Legibility is aboutgranting access and

information to people,so that they can walk

away from aninteraction with a spaceor artefact, and feel that

they have beenempowered torespond to it.

Problem statementSocio-spatial inequality is still prevalent in the city, andthere is also a significant lack of affordable housing. Thisresults in Capetonians continuing to live in a manner seg-regated by income brackets.

Project outlinePelican Park is the City’s second and largest integratedhousing project. Situated between Zeekoevlei and Strand-fontein Road, just north of the False Bay coast, the devel-opment includes subsidised and bonded housing as wellas a proposed commercial centre, green open spaces, andsites for a clinic, future schools and places of worship.

Project designIn order to maximise innovation, integration and theeconomies of design and scale, developers, with integrat-ed teams of built-environment professionals and contrac-tors on board, were invited to propose turnkey solutions

for the site. The Pelican Park project is unique, because itcaters for homeowners across a wide spectrum of incomelevels. Altogether 2 000 of the units are fully subsidisedand will be allocated to beneficiaries on the housing data-base. Additionally, 700 gap housing units are planned forfamilies earning between R3 501 and R15 000 permonth – to accommodate those who do not qualify for agovernment subsidy, but also cannot afford to purchasetheir own homes without financial assistance. Open-mar-ket houses priced from R480 000 will also be included toprovide opportunities for those earning above R15 000per month to purchase their own homes. The develop-ment will also incorporate about 60 shop houses alongthe main roads in the community. These will be double-storey units with space for living on the top floor and abusiness operation on the ground floor.

Project implementationInnovative bid assessments for project procurement were


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Across the board:The Pelican Park project isunique because it catersfor homeowners across awide spectrum of incomelevels, providing fullysubsidised, gap and open-market houses – as well asdouble-storey shophouses.

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★Pelican Park housing development

based on the rand value of each house, and includedenhancements that developers were prepared to make toimprove the quality and reduce the resource use of eachunit. This approach has subsequently been applied to allhousing projects put out to tender by the City. All sub-sidised houses are planned to feature a 100 ℓ solar waterheating system, a grassed front yard with a boundary wall,superior-quality external doors, concrete tiled roofs, andlights and electrical plug points in every room. To max-imise the socio-economic aspect of sustainable develop-ment, the project employs the local skills of 300 peoplethrough the EPWP to do some of the work on-site. The City,in collaboration with the NGO Habitat for Humanity, hostsworkshops on consumer education and responsible home-ownership, which beneficiaries are required to attend.

Although the project site is 360 ha in total extent,200 ha have been identified as a valuable and rare rem-nant of sand fynbos dunes, and will be conserved. Simi-larly, houses at the interface between development andFalse Bay Ecology Park will face the boundary over aperimeter road and green fence, with discrete pedestrianaccess points to reduce the negative impact of humanintervention on the natural environment. Not only doesthis design aspect give homeowners spectacular views,

but it also provides the park with additional surveillance.

EvaluationHowever, the Pelican Park housing project is not withoutits challenges. There are strong concerns about the impactof the project on the community, property and land valueof neighbouring Pelican Park and Zeekoevlei residents.Consequently, extensive and continuing community par-ticipation is a key aspect of the project.

The Pelican Park housing development scores excel-lently for facilitating the formation of a healthy communi-ty, which brings together people from different incomegroups, while still meeting needs specific to each group.For instance, the subsidised housing has added enhance-ments that make houses more comfortable and pleasura-ble to live in, such as solar water heaters and additionalplug points. The project also encourages the formation ofsmall, medium and micro-sized enterprises by incorporat-ing shop houses to stimulate economic activity in thecommunity. Additionally, the project demonstrates com-mendable alignment with the City’s plans to develop inte-grated settlement patterns, which ensure that land usesupports the daily functioning of communities and con-tributes to the overall character of the area.


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Figure 11: Pelican Park housing development assessment

The Pelican Parkhousing developmentscores excellently for

facilitating theformation of a healthy

community, whichbrings together peoplefrom different income

groups, while stillmeeting needs specific

to each group.

Problem statementHigh levels of crime and violence in schools in the cityhave a negative impact on learning and teaching, andcompromise learner and staff safety. Furthermore, thenegative perceptions of law enforcement in these areasamplify the incidence of illegal activity.

Project outlineIn response to this problem, the City initiated a projectthat seeks to improve the safety of scholars at schools thatcurrently experience high levels of violence, burglary,gangsterism and vandalism, for example.

Project designThe Metro Police have partnered with the South AfricanPolice Service (SAPS), Province’s Education and Communi-

ty Safety departments, as well as key players from theUSA to implement a school resource officer (SRO) pro-gramme in six secondary schools on a pilot basis. Whilenew to South Africa, the SRO model is widely implement-ed across the USA to ensure school safety in order for“learners to learn and teachers to teach”.

An SRO is a sworn Metro Police officer assigned to aschool on a long-term basis to identify and address theunderlying problems that may lead to disorder, ill-disci-pline and crime. The SRO is also responsible for theimplementation of strategies to overcome the identifiedchallenges to make schools and their immediate sur-roundings safer.

Project implementationBefore deployment to schools, SROs underwent a rigorous


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▊ School resource officers

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A new concept in SA:School resource officers(SROs) are sworn MetroPolice officers assigned toa school. The SRO modelis widely implementedacross the USA.

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recruitment process based on international best-practicecriteria and, with funding from the Violence Preventionthrough Urban Upgrading (VPUU) programme, receivedhigh-quality training in conflict resolution, communica-tion, project management, computer skills and brokenwindows theory presented by the National Association ofSROs.

An SRO is a visible, active school safety figure, who is aresource both in the classroom and in the community.While primarily engaged with supporting the principal toproactively ensure the safety and security of people onthe school property, SROs are also available to educatelearners on law-related matters and are the first personsto counsel victims. Other goals include bridging the gapbetween police officers and young people, increasingpositive attitudes towards law enforcement, teaching thevalue of the legal system, promoting respect for peopleand property, reducing juvenile delinquency by helpingstudents to formulate awareness of rules, authority andjustice, and ensuring students and teachers do notbecome victims of crime at school. A high moral standardis expected of SROs, as they are called to be positive rolemodels who embody justice and respect.

To address the high levels of absenteeism (due to fearsof walking to and from school), SROs will be involved indeveloping a safe-movement corridor with patrolling offi-cers, closed-circuit television (CCTV) coverage and goodlighting. The aim is to improve the school experiencethrough various safety interventions.

EvaluationThis pilot gives an opportunity to investigate possibleoptions for further intervention to improve safety andsecurity at schools. The placement of SROs at vulnerableschools in the city reduces threats to learning, and sub-stantially improves the community’s relationship with lawenforcement through positive interventions. As a result,the project received a high assessment for social and gov-ernance aspects. The project may further benefit fromcommunity-level coordination and support. This wouldreduce the reliance on already stretched SAPS services.

Ecologically, though, the project scores poorly. Crimeprevention is included in SRO training, but these tech-niques have not been implemented. However, futureplans include the establishment of safety corridors forlearners to travel to and from school.


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Figure 12: School resource officers assessment

The placement of SROsat vulnerable schools

reduces threats tolearning, and

substantially improvesthe community’s

relationship with lawenforcement through

positive interventions.

Problem statementHanover Park is a suburb infamous for gang activity,where open space is synonymous with crime and vio-lence, and vacant plots seem to invite drug dealers andgangsters. In 2010, the community and the City part-nered to reclaim one of these spots.

Project designDevelopments on Surran Road Park began as a skate-boarding facility, and activated several other investments

such as picnic facilities, landscaped walkways, an informalsoccer turf and a children’s play area.

Project implementationA particular effort has been made to provide facilities forall age groups in the area, moving away from the modelwhere parks are developed solely for children to play. Thepark has an amphitheatre to support events and activities,as well as a fynbos garden inspired by the biodiversitygarden in Green Point Urban Park.


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▊ Surran Road Park

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Fine features:The park has a fynbosgarden inspired by thebiodiversity garden atGreen Point Urban Park.

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Future investments at the park will include a land-scaped ‘photo corner’ for events such as weddings andbirthdays, an outdoor gym to encourage healthy andactive lifestyles, as well as lighting.

The multi-use nature of the park ensures that it meetsthe needs of the community in a tangible way. Currently,the park already serves as an asset to the nearby church,crèches, local schools and people living in neighbouringCouncil flats, and is used for the City’s ‘Come and Play’programme.

Constant activity at the park provides a passive securitypresence, effectively reclaiming the space from the illicitactivity taking place in the rest of the neighbourhood.

Two community members have been employed tooversee the park, including maintenance, daily supervi-sion, security and communication. These overseers act asa channel for the community to communicate with theproject managers. The long-term aim is to capacitatethese individuals to tender for management of the parkon behalf of the City.

Interestingly, other community members voluntarilyassist with park supervision, especially over weekends,

which is a good sign that they are taking ownership of thespace. Evidence of this is that gangs are no longer activeon this piece of ground, and people are now able to enjoythe park in safety.

EvaluationSurran Road Park was designed to be a valuable commu-nity asset. This urban space was developed as a mecha-nism for reclaiming misused public space. This is repre-sented in the diagram below as reducing threats, becausedeveloping the park effectively repurposed the space andattracted the community back to the park, therebyincreasing human surveillance. Likewise, the investmentdirected toward the park has put it on par with parksfound in wealthier parts of the city, and encourages thecommunity to take ownership of the space.

Ecologically, the park development ensures that illegaldumping has one less public space to burden, and com-munity volunteerism on weekends is also evident. This istestament to the positive effects of developing under-utilised public space, given the unique local issues, con-straints and expectations in communities.


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Figure 13: Surran Road Park assessment

Community membersvoluntarily assist with

park supervision,especially over

weekends, which is agood sign that they aretaking ownership of the

space.

Problem statementMany communities in Cape Town do not have access torecreational facilities. While formal sports fields and cen-tres are scattered across the city, these do not facilitatemulti-generational, multi-type recreational activities.

Project outlineA study commissioned by the City in 2011 highlighted aneed for the provision of facilities to support informalrecreational activities, which build community rather than

focus heavily on formal sporting codes.In response to this, the Sports, Recreation and Ameni-

ties and City Parks departments, in partnership with theSpatial Planning and Urban Design Department,embarked on several projects around the city to bringfacilities to communities without access to appropriate oradequate recreational opportunities.

Project designThe Valhalla Park family recreation centre (FRC) is a key


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▊ Valhalla Park family recreation centre

Making a splash:A splash park – or spraypark – is cheaper to buildand maintain than aswimming pool and thereis no risk of drowning, sothere is no need toemploy lifeguards.

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pilot project designed to provide a mix of activities cater-ing for all ages and energy levels – including formal andinformal recreational activities. This 5 ha park features afull-size soccer AstroTurf, a skate park, BMX track, informalcricket oval, toddlers’ play area, an innovative splash park,outdoor gym, clubhouse, reading rooms linked to thelocal library, an ablution block, a network of paths andlandscaped areas, and plenty of space to relax. The cen-tre’s proximity to a public library, local church, secondaryschool and ECD centre ensures that it is easily accessibleto all members of the community.

Project implementationThe FRC provides enhanced opportunities for physicalactivity and healthy lifestyles. It also encourages increaseduse of the local library and healthy minds through the pro-vision of ‘reading rooms’ – small outdoor bomas that canhost group or individual reading sessions.

The open design of the facility also allows family mem-bers to be in constant visual contact with each other,which improves perceived and actual safety. Rather thanfences, the Valhalla Park FRC uses design principles andhigh user numbers to facilitate security. Also, a full-timesupervisor will be appointed to live on-site and provide

24-hour oversight – facilitated by the visible second-storeyflatlet built above a small centre, which the communitycan use for functions.

EvaluationThe Valhalla Park FRC provides a useful opportunity toexperiment with innovative approaches to enhance com-munity participation in healthy activities. It is a big steptowards providing communities in Cape Town with high-quality facilities that improve their quality of life in anenvironmentally sensitive and socially inclusive manner.

Indigenous trees and grasses are key aspects of thelandscaping, due to their minimal maintenance require-ments and positive environmental impact. During con-struction, a high water table was discovered; a boreholewill therefore be used to provide water for all mainte-nance and non-contact activities.

Creating economic opportunities, on the other hand, isnot a strong aspect of the project, as can be seen in thediagram, but the project team foresees forming linksbetween the FRC and the economic hub, supported bythe Economic Development Department. The businesshub will provide entrepreneurs with a space to markettheir goods and grow their businesses.


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Figure 14: Valhalla Park family recreation centre assessment

The Valhalla Park FRCprovides a useful

opportunity toexperiment with

innovative approachesto enhance communityparticipation in healthy

activities.

Problem statementThe insecure living conditions in low-income ‘townships’in Cape Town, namely the high crime rate, poor urbanspaces, high concentration of vulnerable groups, lack ofbasic services, minimal disaster risk management plans,insecure tenure arrangements, unemployment and pooreducation, all add to increased occurrence of violence.

Project outlineThe aim of Violence Prevention through Urban Upgrading(VPUU) is to build integrated sustainable communities inlow-income areas in a manner that better equips them toovercome economic, social, cultural and institutionalexclusion in a drive to prevent crime. The project is basedon the understanding that environmental design canaffect people’s choices.

Project designVPUU is a population-level intervention that aims torelieve exclusion and vulnerability by acting principally at

the level of community. It does this while remainingengaged with factors that operate at the micro-level (indi-vidual and family) as well as the macro-level (metropoli-tan, provincial, national and international). The objectiveis to be an inclusive programme that works with the com-munity, for the community. As a result, volunteerism andcooperation are considered to be part of the developmentfrom the outset, where the community take on a measureof responsibility, ownership and identity.

Project implementationThe VPUU programme follows a clear participatory urbanappraisal methodology, in which residents are given ahigh level of influence in the implementation and servicedelivery process. It should be noted that all implementa-tion is undertaken in partnership with the appropriatemunicipal government line departments in terms of theirmandates, and the VPUU team acts as an implementingagent or development facilitator.

The programme is a participatory research-based


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▊ VPUU: Harare Urban Park

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Integrated communities:Through participatorydesign with localleadership and therelevant municipal linedepartments, the projectteam was able totransform this crime hotspot into a dynamic area.

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approach that combines best practices with the concept ofasset-based development, informed by the context andcommunity knowledge within South Africa. The emphasisof all projects is that they should be locally owned anddetermined. Participatory conceptualisation, design,implementation, operation and maintenance are key suc-cess factors of the programme. A high degree of trans-parency, integrity, promotion of volunteerism andaccountability are factors that have contributed to thehigh acceptance of VPUU. The programme implementa-tion is measureable and accountable to the funding part-ners and the community beneficiaries.

Harare Urban Park is an excellent example of a sustain-able multifunctional public space. The community usedthe space as a shortcut to amenities, and soon, the pedes-trian desire line turned into a main pedestrian thorough-fare. However, since the site was considered as ‘left-overspace’, it also became a dumping ground for all types ofwaste. Furthermore, this area became unsafe and wasidentified as one of the worst crime hot spots by commu-nity members in 2006.

Through participatory design with local leadership andthe relevant municipal line departments, the project teamwas able to transform this crime hot spot into a dynamic

urban park. The urban park is made up of an ‘active box’building, a playground, a pedestrian route, a stormwaterpond that doubles up as informal sports field, and theFootball for Hope centre. Good lighting along the pedes-trian route and well-lit sport areas allow children to playinto the evening.

Sustainability aspects are incorporated via rainwaterrecycling and solar collectors – both warm-water and par-tially photovoltaic. This concept of positively occupyingperceived dangerous spaces is made possible throughthe interaction with the social and institutional elementsof the programme.

Evaluation VPUU is a comprehensive area-based community develop-ment programme that aims to promote safe and integrat-ed sustainable communities, citizenship, pride and theimprovement of quality of life for residents in low-incomeneighbourhoods. Evidence of the programme’s impact isseen in the local pride and sense of ownership manifestedthrough volunteer security groups and paid landscapemaintenance by residents, as well as the absence of van-dalism. As a result, the programme scores excellently inthe social and governance parts of the evaluation.


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Figure 15: Violence Prevention through Urban Upgrading: Harare Urban Park assessment

Through participatorydesign with local

leadership and therelevant municipal line

departments, theproject team was able totransform this crime hot

spot into a dynamicurban park.

Problem statementThe Witsand community, on the outskirts of Atlantis, facesthe same challenges as many other informal settlementsacross Cape Town: small living spaces for large families,negative environmental conditions, high unemploymentand poor health. In order to address some of these, ahousing project was launched in 2000. At the time,approximately 2 000 households living in Witsand neededa formal house.

Project outlineOriginally, this project was conceptualised as a turnkeyproject using one entity to plan, design, construct anddeliver a village. PEER Africa was appointed as a consultantto roll out the project using their iEEECO (integrated-energyenvironment empowerment cost-optimisation) model, andit was envisioned as the first low-cost housing develop-ment that could apply for international Clean Develop-ment Mechanism (CDM) funding. However, policychanges in the early 2000s had a significant impact onthis approach. The City of Cape Town became the account-

able developer, while PEER Africa remained as a consult-ant and the iEEECO model continued to shape the process.

Project designThe iEEECO model recognises that maintaining and man-aging a formal house can often become a financial bur-den on households. As a result, to reduce the cost ofspace heating, houses are designed to reduce ongoingenergy costs through passive solar design, which usesarchitectural features (including adequate natural light-ing, roof overhang, insulation and orientation) to keepdwellings warmer in winter and cooler in summer. Thebuilding design also considers the physical context of thebuilding itself. Importantly, iEEECO allows residents todetermine trade-offs between various features in order tooptimise their final product within the limits of a nationalhousing subsidy.

In order to ensure community buy-in as well as toempower citizens, the national People’s Housing Process(PHP) was selected for the Witsand project. This approachprescribes that “communities and community-based


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▊ Witsand ‘iEEECO’ low-cost housing project

Energy-efficient:The houses are designedto reduce ongoing energycosts through passivesolar design, which keepsdwellings warmer inwinter and cooler insummer.

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organisations must be mobilised to engage more effec-tively with the housing programme”.

Project implementationThe Witsand project is planned to undergo at least twophases. Phase 1 included the underground stormwater,sewerage and water supply systems as well as the layoutof black-top roads. A total of 452 houses were built from2005 until 2009. Phase 2 was scheduled for completionat the end of 2013, by which time an additional 1 835houses had been built by the three different communitygroups. However, it is unlikely that these will be able tohouse all the current residents; the community is growingdue to the ongoing construction activity.

In these energy-efficient homes, the use of ‘dirty’ fuelsfor heating is reduced, which enhances the health ofhouseholds and economic benefits. The success of this isattested to by the fact that the community benefits fromCDM funding. A reduction of 0,5 t of carbon dioxide perhousehold per year has been independently verified andcertified. This is a key aspect for ongoing sustainablefunding for iEEECO-modelled houses.

On the development plan, sites for schools, a library,public open spaces, a place of worship and a satellite

police station are included. In time, these will need to beactivated by relevant government departments.

The Witsand housing project goes beyond simply pro-viding housing – beneficiaries receive good-quality homesthat are not expensive to manage due to their energy effi-ciency. The iEEECO/PHP approach also contributes to inte-grated community leadership structures, while bringingincremental, tangible upgrades to the community.

EvaluationFrom the diagram below, it is clear that the core con-stituent of the housing project, namely energy efficiency,improves quality of life by building a sustainable humansettlement. By making use of passive design, the housingprovided helps the poor save money, which would haveotherwise been spent on heating. Furthermore, the proj-ect excellently aligns with the strategic objectives of theCity to develop sustainable communities by adoptingintegrated planning approaches that are environmentallysustainable and that empower communities. Economical-ly, the project team hopes that by actively overseeing thebuilding process, trained community-based groups willbe equipped to tender for other housing projects or othersuch business opportunities.


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Figure 16: Witsand “iEEECO” low-cost housing assessment

The Witsand housingproject goes beyond

simply providinghousing – beneficiaries

receive good-qualityhomes that are not

expensive to managedue to their energy

efficiency.


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The gold standard for housingThe Pelican Park project (page 47) received aGold Star rating. The star ratings are awarded toprojects that consistently performed highlyacross all categories and are identified asexamples of best practice in sustainability.



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▊ECONOMIC portfolio

Given South Africa’s high unemployment rate and global competitive markets,

projects of an economic nature are designed and implemented to stimulate

economic activity and generate economic growth. The projects instituted are

aligned with the need to create sustainable employment opportunities and

facilitate the alleviation of poverty. As a result, the projects within this category

perform strongly in the economic field of the assessment, and are primarily

driven by the need to ensure optimal use of existing resources in a responsible

and balanced manner to ensure continued profitability.


Red goldThe MyCiTi integrated rapid transit (IRT) project(page 73) received a Gold Star rating. The first lanethat was constructed runs between the City andTable View, and encompasses many of the guidingprinciples of the IRT project.

Problem statementIn 2007, National Government responded to the electrici-ty crisis in the country by requiring all municipalities toimplement smart metering systems by January 2013.

Project outlineIn 2012, the City initiated a pilot project to establish ametering solution to accommodate bi-directional energyflow for residential applications in a prepayment environ-ment. The project also involved an effort to allow two-way communication between the utility provider andconsumers.

Project designIn the bi-directional metering model, electricity producedby a renewable-energy system, such as photovoltaic pan-els, can flow into the utility grid, effectively spinning backthe customer’s existing electromechanical electricity creditmeter, or prepay meters’ decrementing credit units, whileexporting electricity. This requires later billing corrections.However, the City has a general policy to move away fromelectromechanical credit meters to prepayment meters forresidential applications.

If the pilot participants produce excess electricity, thiscan be ‘sold’ back into the grid. Net-metering simplifies


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▊ Bi-directional metering on prepayment systems

A two-way process:Allowing customers to sellpower generated by theirown solar panels, forexample, to the City via apre-paid metering systemis a technical challengethat is being addressedthrough this pilot project.

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this process by allowing consumers to use any excesselectricity to offset electricity used at other times duringthe billing period through a one-for-one transaction forthe duration of the pilot. The final bill that the customerreceives reflects the difference between total importsfrom and total exports to the municipal grid. Such a sys-tem can contribute to a well-run city, and has done so inother cities around the world.

Project implementationPre-payment infrastructure in South Africa is a uniquechallenge, which is being addressed through this pilotproject. In preparation for bi-directional metering, theCity developed a prepayment metering policy. Otherdevelopments include dual tariffs designed for importedand exported energy, supplementary agreement andintegration with SAP ERP billing, and vending systems.

The smart prepayment metering pilot project in theCity involves domestic participants, but the technologycurrently available is restrictive. A cautious approach hasbeen adopted to establish robust technical solutions andbusiness processes. The project is a learning experiencefor the City and its people, but it is hoped that as technol-ogy advances, optimal and reliable solutions will become

available. Net-metering can play a significant role in thegreen economy, as it incentivises the use of renewable-energy sources such as solar and wind energy devices.This is an important aspect of the Energy and ClimateChange Strategy target for the City to generate 10% of itstotal energy consumed from renewable sources by 2020.

EvaluationThe City’s IDP supports investment in infrastructure thatwill promote sustainable growth in the City and willensure that there is sufficient capacity to support develop-ment. Currently, the impact of the pilot is limited to theparticipating households; hence the low social assess-ment outcomes. Additionally, net-metering is hindered byseveral challenges, including integration with the institu-tional billing system, the lack of active standards develop-ment, and a lag in terms of industry production. Despitethis, the City recognises that embedded generation willplay an increasingly important role in supplying power tothe country. The assessment also displays the project’sstrong links with green technology business, which maystimulate production of these technologies locally. Atpresent, however, the green industry in South Africa islimited.


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Figure 17: Bi-directional metering on prepayment systems assessment

The project is a learningexperience for the Cityand its people, but it is

hoped that astechnology advances,optimal and reliable

solutions will becomeavailable.

Problem statementEven though, from 2003, the City used system analysisand programme development services, there was grow-ing concern in several City departments that there was noconsistent and reliable process for handling complaintsand requests from citizens. Since the primary mandate oflocal government is basic service delivery, failure to do soeffectively and efficiently is actually unconstitutional.

Project outlineThe C3 notification system was created to revolutioniselocal government service delivery. The system extendsexisting core SAP ERP (enterprise resource planning)module functionality combined with geographic informa-tion systems (GIS), public-sector record management aswell as the latest reporting tools to report complaintsand requests.


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▊ C3 notification system

A two-way process:A notification is createdevery time a servicerequest is received bythe City’s call centre.

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Project designThe C3 system is part of a larger notification system oper-ated by the City. A notification is created every time a serv-ice request is received, whether by phone to the City’scentralised call centre, via SMS, e-mail, over the counteror through written correspondence. Complainants aregiven a reference number, allowing them to follow up onthe complaint, and as soon as it has been resolved, thenotification is closed.

Project implementationFrom information given by the complainant (name, loca-tion and nature of the incident or service required), thesystem routes the notification to the relevant departmentwith the location marked on an electronic map. The workrequired is then assigned to field workers or office staff toensure speedy resolution. Since all possible types of com-plaints have been catalogued, call centre staff have aquick and easy way to classify the issue and direct thecomplaint through the correct channels. This ensures thatthe City has a record of the event and makes the follow-upprocess much easier.

Line managers can monitor the performance of opera-

tional staff, and manage their teams to ensure that serv-ice requests are dealt with swiftly and effectively. Like-wise, councillors can monitor problems in their wards andsubcouncils, because they can log, view and track com-plaints, follow up on unresolved complaints on behalf ofresidents, keep record of how many complaints werereceived in their area and of what the most commoncomplaints were.

EvaluationThe C3 notification system is an exemplary tool for goodgovernance. As indicated in the diagram below, the sys-tem promotes transparency and accountability by moni-toring complaints from when they are received until theyare resolved. This aligns with objective 1.4 of the IDP,ensuring responsiveness to citizens’ concerns. Further-more, the system contributes to economic sustainabilityby quantifying and reporting on complaints and requestsreceived. Therefore, reports can be used effectively toinform budget allocations and efficient resource alloca-tion. Consequently, the process of measuring what getsdone (or not) could directly inform the quality and quanti-ty of further service delivery.


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Figure 18: C3 notification system assessment

Since all possible typesof complaints have beencatalogued, call centrestaff have a quick and

easy way to classify theissue and direct the

complaint through thecorrect channels.

Problem statementThe City is constantly looking for ways to add value topublic spaces in order to encourage a wider contingent ofCapetonians and visitors to use and enjoy these areas.

Project outlineThe Company’s Garden is Cape Town’s oldest heritage sitedating back to the 1650s, and is now being brought firm-ly into the future with the introduction of free wirelessinternet access. The Company’s Garden is the green heart-beat of the City, and a space that is being used more and

more for leisure, art installations and community experi-ences. Free Wi-Fi access can help to deepen and widenusers’ experience of these events and activities.

Project designThe partnership between City Parks, Connected Spacesand Cape Town Partnership aims to bring the convenienceand benefits of free Wi-Fi to a public space, while givingpeople the opportunity to enjoy the beautiful surround-ings of the historical Company’s Garden. The project aimsto provide the best network and user-friendly experience


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▊ Connecting the Company’s Garden

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Free to air:Free Wi-Fi access can helpto deepen and widen theexperience of visitors tothe Company’s Garden –Cape Town’s oldestheritage site.

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to those using the free service, and to serve as a pilot totest the potential for further roll-out. It is just one of themany ways the City is connecting Cape Town.

Project implementationRecently, the Company’s Garden also implemented a newtree-labelling project and placed new tree labels on themany historic trees in the garden. Many of these labelshave a QR (quick reference) code, and with the use of asmartphone, visitors can scan these QR codes with a bar-code-scanning application, which will take the user to awebpage containing further information and interestingfacts about the tree. The QR codes and associated web-pages have been developed in partnership with SocialMedia Solutions as service provider. The Company’s Gar-den Wi-Fi facilitates easy, free access to these webpages,which also have a translation link, so that users can read

information about the tree in their preferred language.

EvaluationThe City’s goal is to make Cape Town a place where every-one is connected and has access to information as well asthe benefits and opportunities that come with it. As evi-denced by the diagram below, using QR codes not onlymakes learning more accessible, but also decreases thecost of asset tracking. The free Wi-Fi in the Company’sGarden grants people the opportunity to access the inter-net from their phones, tablets, laptops and other suchdevices. This makes the internet an accessible resource,and may give people a platform through which to accesseconomic opportunities as well. From the diagram, it isevident that the project also enhances efficiency, since QRcodes also serve as an asset management tool, thusenabling easier management of the park’s resources.


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Figure 19: Connecting the Company’s Garden assessment

Many of the tree labelshave a QR (quick

reference) code, andwith a smartphone,

visitors can scan theseQR codes and visit awebpage containingfurther information.

Problem statementClimate change has a negative impact across the world.The City of Cape Town has a responsibility to lead the wayin mitigating climate change through improving energyefficiency in its own buildings before expecting others todo the same.

Project outlineOne of the City’s Energy and Climate Action Plan objectivesrequired a 10% reduction in energy consumption of Coun-cil operations by 2012. Retrofitting Council buildings toimprove energy efficiency, as well as promoting behaviourchange among users, has been one of the innovative waysin which the City has pursued this objective.

Project designSeveral programmes have been introduced to supportimproved efficiency in some of the 500 Council-ownedbuildings in Cape Town. This multipronged strategy hasseveral implications for the City’s sustainability. All retro-

fits and behaviour change campaigns serve to reduceenergy consumption and Cape Town’s carbon footprint.This directly links to reducing the City’s electricity bill, andcan subsidise improved service delivery elsewhere.

Project implementationEnergy efficiency demand-side management build-ings project: This municipal programme, financed andfacilitated by the national Department of Energy and theDivision of Revenue Act, provides funding for implement-ing energy-efficient retrofits in municipal infrastructure.

Through this programme, the City of Cape Town hasundertaken full energy audits of 14 Council-owned build-ings, and implemented appropriate lighting interven-tions. A unique aspect to this project is that contractorsare required to guarantee specified energy savings to theCity – 547 MWh every year, or 54% of baseline use.Automatic meter reader project: The old adage ‘youcan’t manage what you don’t measure’ applies to the verypoor quality of historic data on energy consumption of


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▊ Energy-efficient retrofitting programme

Leading by example:One of the City’s Energyand Climate Action Planobjectives required a 10%reduction in energyconsumption of Counciloperations – such as theCape Town Civic Centrewhere lighting accountsfor 27% of electricity use –by 2012.

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ous interventions have been put in place and a full light-ing retrofit programme is underway, which should realisesavings of 3 800 MWh per year.

EvaluationThe retrofitting of Council buildings is aimed at enhanc-ing productivity and efficiency by promoting beneficialpartnerships with the Department of Energy, other munic-ipalities as well as between City departments, thus facili-tating transfer of knowledge and endorsing betterresource use. The diagram below illustrates that the proj-ect contributes significantly to addressing major ecologi-cal challenges. This is achieved through buildingresilience to climate change, improving the City’s carbonfootprint and ‘walking the talk’. Through this project, theCity demonstrates the benefits of adopting a sustainableapproach to building operation and maintenance.

However, effort needs to be invested into triggeringbehaviour change on a larger scale. Such initiatives willincrease awareness and facilitate community partnership.Since the project is limited to Council property, it does nothave a strong social component, but the ripple effectsfrom the project contribute to improved quality of lifeacross the city.


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Figure 20: Energy-efficient retrofitting programme assessment

Council buildings. In order to obtain excellent data onenergy consumption of Council buildings, 55 automaticmeter readers (AMRs) will be installed in several largeadministrative buildings. These provide real-time, web-based data to accurately measure energy consumption,shape energy management plans, monitor and verify sav-ings, and identify priority buildings for retrofitting.

These buildings will also benefit from the roll-out of anextensive energy management system and behaviourchange campaigns to reduce unnecessary energy use. Building retrofits: Technology retrofits include installa-tion of high-efficiency luminaires, control of air-condition-ing operating hours, solar water heater installations, ther-mostat control and power factor corrections. Energy sav-ings of 329 MWh per year are guaranteed through theenergy savings contract, and the anticipated payback peri-od of these interventions is approximately seven years.The Danish International Development Agency (Danida)has provided funding to audit and retrofit four buildingsthat were earmarked during the energy-efficiency pro-gramme.Civic Centre lighting retrofit: The Civic Centre is theCity’s largest building. An energy efficiency audit showedthat lighting accounts for 27% of its electricity use. Vari-

The retrofitting ofCouncil buildings isaimed at enhancing

productivity andefficiency by promotingbeneficial partnerships,

facilitating transfer ofknowledge and

endorsing betterresource use.

Problem statementThe high levels of unemployment in South Africa suggestthat young people who exit educational institutions willstruggle to find work. This is especially frustrating formatriculants and graduates, who find themselves withoutany viable economic opportunities.

Project outlineAll organisations in South Africa are called upon to con-tribute to economic development and empowermentusing their particular resources and skills. The City ofCape Town is dedicated to being an opportunity and

inclusive city. Through bursaries, graduate internships,learnerships, apprenticeships and in-service training, theCity aims to equip matriculants and graduates with accessto economic opportunities and enhanced quality of life.

Project designThe external training opportunities programme aims toleverage the City’s human and financial resources, part-nerships and all available external funding sources to pro-vide training and development opportunities for currentlyunemployed youth – school leavers, current students andgraduates – and ensure that they have a brighter future.


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▊ External training opportunities

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Access to opportunities:The City’s external trainingopportunities programmeis designed to providetraining and developmentopportunities forunemployed youth, withinthe organisation wherepossible.

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Project implementationThe City hosts two career exhibitions each year in previous-ly disadvantaged communities, with an emphasis on local-ly and nationally scarce and critical skills. These expos areadvertised through community newspapers and radio sta-tions to reach a wide audience. In 2012, more than59 000 young people made their way to these events.

To ensure that the City plays its role in experientialtraining, each directorate has targets that must be met. In2013, the City allocated 250 apprentices to CorporateServices, Human Settlements, Transport for Cape Townand Utility Services.

These apprentices are expected to meet the demandside of the labour market, using the training provided tobecome skilled technicians employed by government, ormove into the private sector. The City also intends to rollout a new apprenticeship programme in partnership withfurther education and training institutions, with the Cityresponsible for technical bursaries.

Currently, 605 people are in learnerships, in-servicetraining and graduate internship positions across the direc-torates. Additionally, the City has funded 222 bursaries,80% of which are in engineering, social work and nursing.

In addition to its own resources, the City has multiple

current partnerships with external organisations thatwould see the above opportunities succeed, including thefour major tertiary academic institutions in the province,the provincial government, the Cape Town RegionalChamber of Commerce, the Tertiary School in BusinessAdministration (TSiBA) and the sectoral education andtraining authorities.

Evaluation This programme aligns with the national imperative tocreate opportunities for the unemployed to access skillsand work experience. In accordance with the IDP, thisproject fulfils the stipulated City objectives regardingskills development, as well as those of National Govern-ment to increase access to work experience, hence theeconomic assessment outcomes.

Although the project involves biannual exhibitions,there is often not enough capacity to facilitate two-waycommunication. Also, ecologically, the project does notperform well. This may be remedied by providing a largerrange of training opportunities in the EnvironmentalResource Management Department, since this currentlyconstitutes only a small fraction of the total trainingopportunities offered.


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Figure 21: External training opportunities assessment

This programme alignswith the national

imperative to createopportunities for the

unemployed to accessskills and work

experience.

Problem statementOne of the key aspects of a sustainable city is a safe,affordable, efficient public transport system. Capetoniansmake over one million trips every day, using a publictransport system that is fairly unreliable, difficult andexpensive, while those commuting by car face ever-increasing delays due to congestion.

Project outlineTo improve the way in which Capetonians move aroundthe city, an integrated rapid transit (IRT) approach was

adopted. IRT represents a package of measures that theCity is applying in an attempt to provide a more sustain-able and balanced transport system.

Project designA key element in the IRT plan is the MyCiTi service – ahigh-quality bus network that delivers fast, comfortableand cost-effective urban mobility. Part of MyCiTi’s meritstems from the construction of exclusive right-of-wayinfrastructure, rapid and frequent operations, and excel-lence in marketing and customer service.


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★ Integrated rapid transit: Red lane

Right of way:The MyCiTi service – ahigh-quality bus networkthat delivers fast,comfortable and cost-effective urban mobility –uses dedicated red lanes.

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Project implementationDesignated lanes ensure that buses can travel uninter-rupted by traffic during peak times. These bus lanes havebeen coloured red using iron-oxide pigments. This alsoserves as a strong visual message to prevent other vehi-cles from using the lanes.

The first lane that was constructed runs between theCity and Table View. This route encompasses many of theguiding principles of the IRT project, but constructionplans suggested that an existing cycling path would needto be removed. Fortunately, IRT strongly supports activemobility, and a new dedicated cycle path was built con-currently. Bicycles are also permitted on buses, which is asignificant benefit for commuters.

High-quality landscaping is also a priority for theMyCiTi routes, so mini-ecosystems exist within the greencorridors that run alongside the red lanes. By reducingrun-off and the heat island effect and improving the visu-al appeal of the routes, green infrastructure has proved animportant aspect of the design.

The construction of MyCiTi routes provides a largenumber of construction jobs through the EPWP, which willbe multiplied as routes expand across the city. Feeder


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Figure 22: Integrated rapid transit: Red lane assessment

buses are also assembled in-house, providing jobs andtraining for technicians. Permanent positions for stationmanagement will also multiply as the service expands.Opportunities for formal and informal trading are currentlybeing explored.

EvaluationMyCiTi serves as a credible car-competitive option, whichis smart, clean, efficient and sustainable. As a result, it hasa strong ecological assessment, as recorded in the dia-gram below. By the same token, the red lane reducestravel time and costs, especially when considering that50% of MyCiTi customers are former car users. This, ofcourse, has an economic knock-on effect. This transportsystem also encourages densification along bus routes,which is achieved by locating stations in close proximity,ideally walking distance, to communities. In addition, itsupports better use of land and other natural resources.Similarly, employing infrastructure-led economic develop-ment is one of the IDP’s key drivers. Thus, adopting astrategic land use management and transport infrastruc-ture approach aligns this project with the City’s overarch-ing objectives.

MyCiTi serves as acredible car-competitiveoption, which is smart,

clean, efficient andsustainable.

Problem statementOn average, each Capetonian generates approximately2 kg of waste every day. This translates into truckloads ofwaste – much of which could be recycled. It is therefore ofthe utmost importance for current and future generationsto think about and deal with solid waste and its impact onthe city.

Project outlineThe primary purpose of the Kraaifontein integrated waste

management facility is to handle and compact waste tolandfill, as well as to divert waste from landfills throughgreens-chipping operations, materials recovery facilityand the public drop-off.

Project designThe facility receives waste from the local areas, but alsofrom other areas where the Think Twice campaign isimplemented. Waste is collected at source and broughtinto the facility for sorting.


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Benchmark best practice:The Kraaifonteinintegrated wastemanagement facility hasset a benchmark for solidwaste management, andwas also recognised by theSouth African Institution ofCivil Engineering as anoutstanding project.

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Project implementationHaving previously been known for illegal dumping, locat-ing the facility in the Kraaifontein area has given the localcommunity a place to dispose of waste legally. The facilityhas also employed numerous people from the local com-munity.

On-site contractors are employed to do the chippingoperations, operate the materials recovery facility, andtransport waste from the facility to landfill sites. Thesecontracts are awarded through the EPWP as well asthrough direct employment by the City.

In addition to managing waste, the facility is equippedwith a conference room, which is used for meetings, train-ing, workshops and public awareness initiatives. Interest-ed parties are also allowed to arrange visits to the facility,during which they are educated on facility operations aswell as any other initiative within the Solid Waste Man-agement Department.

This waste management facility is unique and has notonly been set as a benchmark facility for solid waste man-agement, but was also recognised by the South AfricanInstitution of Civil Engineering for being “the most out-

standing civil engineering achievement in the technicalexcellence project category 2012”.

Evaluation Through interactions with various municipalities, commu-nity members and institutions of learning, the projectteam believes that enhancing communities’ understand-ing of waste management can lead to reduced associatedcosts of handling municipal solid waste. This is reflectedin the project’s excellent social assessment.

Furthermore, to enable the community to closelyengage with operations at the plant, a residents’ monitor-ing committee was formed, that meets regularly toresolve concerns regarding the plant’s operation. Similar-ly, the project team employed local skills to construct thefacility. Methods for replication could therefore be stan-dardised if and when the need arises. In addition to keep-ing the environment clean, the landscaping at the facilitymakes use of indigenous plants, and the project teammonitors adjacent water bodies (including groundwaterand stormwater runoff) to avoid litter in catchments. Thisis reflected in the ecological performance of the facility.


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Figure 23: Kraaifontein integrated waste management facility assessment

To enable thecommunity to closely

engage with operationsat the plant, a residents’monitoring committeewas formed, that meets

regularly to resolveconcerns regarding the

plant’s operation.

Problem statementSouth Africa was the first nation to include responsibletourism (RT) in its legislation with the promulgation of theWhite Paper on Responsible Tourism in 1996. In order totranslate these into reality, the private sector needs tosubscribe to and implement the principles of RT. Commu-nities also need to contribute by ensuring an appropriateresponse to the industry and visitors.

Project outlineHaving taken a strong stance on sustainability, CapeTown is inextricably linked with the RT concept. The CapeTown Declaration, co-created in 2002, is internationallyused as the defining statement of RT, which, put simply,

makes “better places for people to live in, and betterplaces to visit”.

Project designRT emphasises tourism management that respects localculture and heritage, ensures that communities benefitfrom tourism operations, protects the local natural envi-ronment and resource base, and ensures an authenticexperience for the traveller.

The year 2009 was a successful one in this regard: TheResponsible Tourism Charter was signed by governmentand trade associations, including the South African Associ-ation for the Conference Industry, the Federated Hospital-ity Association of South Africa, the Southern Africa


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▊ Responsible tourism

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A practical policy:Responsible tourismincludes favouring small-scale operators and localsources, which ensuresthat communities benefitfrom tourism operationsand that the naturalenvironment and resourcebase are protected.

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Tourism Services Association and Cape Town Tourism. Thischarter commits the organisations to work towards sevenpriority areas, namely the conservation of water resources,energy efficiency, integrated waste management, prefer-ential procurement, enterprise development, skills devel-opment and social development. Also, a ResponsibleTourism Policy and Action Plan was developed, andapproved by Council.

Since then, the City has been working to embed RT asan attractive and viable approach for service providers inCape Town. Key elements of RT, as embraced by the policyand recognised by the United Nations World TourismOrganisation, include:• ensuring that communities are involved in and benefit

from tourism;• marketing tourism that respects local, natural and

cultural environments; and• assessing environmental, social and economic impacts

as a prerequisite for developing tourism.

Project implementationIn order to understand the opportunities and constraintsfor practising RT, the City launched a pilot project in Sep-tember 2011. This pilot brought together just over 20

service providers who are already on the path to moreresponsible approaches – including accommodationproviders, tour operators, events organisers and others –to measure and report on their progress against key prior-ity areas of RT. This process will inform the developmentof indicators, which can be used to measure progresstowards RT.

EvaluationThe tourism industry is one of the biggest job creators inCape Town. Aligned with this, RT contributes to economicsustainability. The project achieves this by prioritisingpreferential procurement, enterprise development as wellas skills development. These aspects of the project con-tribute to encouraging and supporting newly establishedsmall, medium and micro-sized enterprises, as well asmotivating for infrastructure investment. In addition tostimulating economic activity, this project also emphasis-es efficient resource management.

However, the tourism industry is highly competitive,and only small windows for information-sharing exist.Consequently, RT practices support community engage-ment as a strategy to increase awareness and apprecia-tion of RT approaches.


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Figure 24: Responsible tourism assessment

RT contributes toencouraging andsupporting newlyestablished small,

medium and micro-sized enterprises, as

well as motivating forinfrastructureinvestment.

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Problem statementThe cycle of poverty in which many Capetonians findthemselves cannot easily be broken without external sup-port or interventions. Computer illiteracy and lack of inter-net access contribute to the perpetuating lack of opportu-nities that prevent many people from achieving theirdreams.

Project outlineAccess to a computer and the internet is a key tool for eco-nomic and social development. Providing this service tocitizens is not constitutionally required of a local munici-pality, but the City recognised it as a priority in support-

ing citizens to take advantage of the many developmentalopportunities that computer and internet literacy provide.

Project designIn 2002, the Smart Cape access initiative was piloted infive libraries. The project’s initial success quickly led to aSmart Cape corner being introduced in each of the 98libraries in the city. This as well as the effectiveness of theinitiative led to the project’s recognition for its innovativeefforts to connect residents with free public access to com-puters, and soon thereafter, the City was presented withthe Access to Learning award by the Bill and MelindaGates Foundation.


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▊ Smart Cape access initiative

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Across the digital divide:From five pilot sites in2002, Smart Cape is nowin every one of the City’s98 libraries. The projectwas presented with theAccess to Learning awardby the Bill and MelindaGates Foundation.

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Project implementationThe funds from this award allowed for an upgrade of allthe hardware and software in Smart Cape corners, andresulted in the number of registered users jumping from150 000 to 250 000-275 000. Although most facilitiesare based in libraries, those in Ikwezi, Bonteheuwel,Ravensmead and Uitsig are based in community centres.This is reflective of the programme’s adaptability to fit par-ticular community needs using existing infrastructure.

Registered users are allowed one session per day up toa maximum of 45 minutes, unless otherwise arrangedwith the administrator. The time limits help manage thehigh demand for the facilities as well as the reportedqueues (especially after school). Similarly, users areallowed to access the internet through their own devicesat the Central, Bellville and Harare libraries.

Anecdotal evidence suggests that the Smart Cape ini-tiative has been incredibly successful in providing oppor-tunities to many different people, including school chil-dren researching school projects, job-seekers looking foremployment opportunities, entrepreneurs marketingtheir businesses, and parents accessing health and well-

ness information. Apart from the internet, users canaccess Open Office suite, Typing Tutor and Paint software.

EvaluationThe Smart Cape facilities afford previously underservedcommunities access to technology in a manner that sup-ports and enhances their quality of life. Thus, regardlessof income levels, people can have access to resources andinformation. As can be seen from the diagram, the projectexcellently addresses historical inequity and access toamenities, and also promotes education and awareness.

In addition to bridging the digital divide, Smart Capeuses an easily replicable model, thereby ensuring a proj-ect that can be rolled out widely across the city. Interest-ingly, the project team has found a way to add to theCity’s ecological sustainability as well.

Since the project provides an information portal, con-nections have been made with the City’s EnvironmentalResource Management Department, supplying informa-tion about nature reserves, environmental issues andother relevant information that may previously have beeninaccessible to citizens.


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Figure 25: Smart Cape access initiative assessment

In addition to bridgingthe digital divide, Smart

Cape uses an easilyreplicable model,

thereby ensuring aproject that can be

rolled out widely acrossthe city.

Problem statementMany people have moved to Cape Town from rural areasin other parts of the country in search of employmentopportunities. When formal jobs do not materialise, someof them are able to use indigenous, traditional activitiesto generate a small income. However, the informal, spo-radic and isolated nature of this work means that it isunlikely to bring great prosperity without external sup-port.

Project outlineIn Dunoon, which is the most densely populated informalsettlement in Cape Town, a group of resourceful womenwas discovered harvesting Typha (bulrushes) in andaround the Rietvlei wetland and Diep River. When thesewomen sought a permit for their activities, a local wardcouncillor alerted the City’s Economic Development andEnvironmental Resource Management departments tothe opportunity to support alternative, sustainable liveli-


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★Weaving sustainable livelihoods

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WInning weave:Through EPWP funds, theproject was able to pay the30 women participants astipend. This provided afinancial incentive to takepart in the training, andimproved their qualityof life.

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towards the management of the plant in the naturereserve.

Project implementationThrough EPWP funds, the project was able to pay the 30women participating in the project a stipend. This provid-ed a financial incentive to partake in the training, andcontributed to improved quality of life.

EvaluationThe Typha livelihood project demonstrates that benefit-sharing between people and nature can contribute toimproved quality of life. This project performs well eco-nomically and environmentally, because it is founded onenhancing existing skillsets in local communities.

Although the project creates economic opportunitiesand promotes skills development, strategically aligningthe project would ensure that when upscaling, it receivesthe necessary support and infrastructural investment.


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Figure 26: Weaving sustainable livelihoods assessment

Indigenous harvestingallows the participating

group of women togather raw materials for

their work, whilecontributing towardsthe management ofTypha in the nature

reserve.

hoods. A pilot project using Typha as an income sourcewas soon initiated.

Project designIn this case, the women in Dunoon harvest the Typha,which thrives in the wetlands of Table Bay Nature Reserve,dry it and then use it to weave functional and decorativeitems, such as bowls, mats and furniture. In addition tobeing awarded permits, the group of women receivedsome harvesting-related training and basic safety equip-ment. Additionally, the group attended a 40-day work-shop to equip them with enhanced weaving skills andcreative responses to market demand. The goal is toensure that products are of a quality that meets thedemands of a high-end, niche market.

Since Typha spreads rapidly in water and can easilybecome an expensive problem to control, indigenous har-vesting offers this group of women the opportunity togather raw materials for their work, while contributing

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Golden opportunityThe award-winning, greenfield Kraaifonteinintegrated waste management facility (page 75)received a Gold Star rating.



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▊ECOLOGICAL portfolio

These projects are directly linked to the capacity of the biosphere to meet the

needs of current and future generations, using natural resources responsibly in

the short term to ensure that these resources are available in the long term.

The projects contained in this category are primarily focused on empowering

people and organisations to carry out their activities and obligations in an

ecologically sustainable manner.

Clear goldThe corporate project to improve inland water andstormwater quality (page 91) has been so successful thatseveral bird species – particularly the greater flamingo –have returned to the Black River after an absence ofdecades. The project has earned a Gold Star rating.


Problem statementPoor air quality in Cape Town has a negative impact onhuman and ecosystem health. Air pollution is also amajor contributor to global climate change.

Project outlineAt the 2012 national lekgotla on air quality, the City ofCape Town was commended for “its specific efforts andachievements” in improving the city’s air quality. TheNational State of Air Report also indicated that Cape Townhas reduced emissions over the last couple of years. Thisis the result of an integrated and deliberate programmeto monitor, control and reduce ambient air pollution.

Project designIn 2003, the City passed an Air Quality Bylaw (updated in2010), and followed this with an Air Quality ManagementPlan in 2005. This plan identified ten objectives forbecoming “the city with the cleanest air in Africa”. Several

programmes were developed to address different aspects,causes and impacts of air pollution in the city.

Project implementationAmbient air quality monitoring network: With 13 sta-tions across the city, Cape Town’s ambient air quality mon-itoring network is the largest in the country. Each moni-toring station is a state-of-the-art mini-laboratory, andrecords levels of particulate matter and priority pollutants:nitrogen dioxide, sulphur dioxide, carbon monoxide andozone. The data recorded at stations are reported annuallyin the State of Environment Report, and used to monitorair quality improvements, identify sources of pollution,and inform policy decision-making. Air pollution emissions inventory: In order to under-stand the source of pollutants and the contribution ofindustry, an emissions inventory was developed. Thisprocess, funded by Danida, was supported and validatedby Cambridge Environmental Research Consultants, who


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▊ Air quality programme

Smokey sidewalks:In Khayelitsha, wheretraders line the streetswith meat cooking onopen wood fires, aprogramme to train thesetraders to better managetheir fires is under way.

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contributed state-of-the-art software and expertise toensure that the inventory meets international standards.

This database enables decision-makers to understandthe spatial distribution of emissions and the contributionof each industry to air pollution, thereby informing policyand programmes to address negative and harmful emis-sions. The inventory is kept current through regular visitsin order to update information at selected facilities, andthe information is also captured on the City’s GIS. Other interventions: The City also has very strict guide-lines regarding industrial emissions, and high standardsfor licensing listed activities. New industries are obligatedto comply with these standards, while existing plantshave until 2020 to conform. In order to mainstream this,so-called ‘episode days’ – when air pollution exceeds thestrict World Health Organisation standards – are recordedon the corporate scorecard for the City.

In addition to monitoring and studies conducted, edu-cation is used as a tool in high-risk communities. The pop-ular cartoon character Sniffles, for instance, is used inschools and homes to raise awareness about dark smokeand fires. In Khayelitsha, where traders line the streetswith meat cooking on open wood fires, a programme totrain these traders to better manage their fires is under

way. However, some of these issues are particularly com-plex, both socially and economically.

EvaluationAir quality management contributes to improved healthof citizens and supports the low-carbon economy. Thisprogramme strategically aligns with various interven-tions, which are, in turn, supported by the City bylaws anddifferent tiers of government to form an integratedapproach to air quality challenges. This programme’s con-tribution to enhanced natural resources is also noted. Thisis achieved through efforts to reduce automobile depend-ency by collaborating with the Vehicle Emissions WorkingGroup, a consultative body.

Although the interventions are showing improvement,there are threats to the project. Recently, for instance, theair quality laboratory lost key staff members and is strug-gling to fill the vacancies due to a lack of readily available,experienced replacements in the labour market. Also, theproject team does not actively facilitate community partic-ipation, but a Northern Communities Forum led by anactive community member was recently established. Thisprovides a channel through which the project team canbuild community resilience.


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Figure 27: Air quality programme assessment

Air quality managementcontributes to improved

health of citizens andsupports the low-carbon

economy.

Problem statementResidents who wished to undertake local greening andbeautification projects through gardens on public landdid not have financial or in-kind support from govern-ment for their community-enhancing work.

Project outlineCommunity gardening is not a new concept in CapeTown, but the recent community gardens project hasbeen undertaken to provide much-needed technical andprofessional support for the growing number of individ-

ual citizens or community groups who are activelyinvolved in greening their local public open spaces.

Project designInitial pilot phases of the project identified existing gar-dening initiatives where residents were already investingpersonal time, energy and resources on a voluntary basisto their local projects. City Parks identified ways in whichthey could support the various projects, without diminish-ing community ownership and the passion and commit-ment with which residents invested in these gardens. The


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▊ Community gardens

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A shared effort:City Parks identified waysin which it can providesupport for communitygardens withoutdiminishing communityownership, passion orcommitment.

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focus of the project is on beautification and enhancingornamental horticulture, improving the visual experienceand ecosystem integrity of local environments.

Project implementationAs the demand grew, a more strategic approach to identi-fying potential gardening plots on public open space wasdeveloped. Many public open spaces in the city havebecome mere walkthroughs or spots for illegal dumpingand vandalism, offering pedestrians and other users apoor-quality experience whilst passing through the space.These pedestrian walkways are being targeted for linearallotment gardens to improve the everyday experience oflocal people.

Most of the gardens are medium-sized, requiring oneto five volunteers to assist with garden development andmaintenance. City Parks provides technical and profes-sional support for these initiatives through land alloca-tion, site preparation, in-kind support and set-up capacity,and professional horticultural training. The Departmentalso organises community engagement opportunitiesand raises awareness through horticulture-related events.Skills development and training is a crucial element ofthe project, not only to improve the employability of ben-

eficiaries, but also to educate them about water demandmanagement, promoting the use of indigenous plants,and ensuring the most efficient use of resources andspace.

EvaluationCommunity gardening is a valuable activity that con-tributes to health and well-being, encourages positivesocial interaction and community capacity-building, andprovides opportunities for environmental education whilebeautifying and protecting public open spaces. Sincethere are a variety of issues that are bound to arise whendealing with public open space, the project teamembraces community engagement as a key factor, andaims to balance community needs with the City’s invest-ment.

Through in situ horticultural training, the projectincreases the employability of community members, butthe overall economic dimension of the project is limited.Although food gardens were initially considered, therewere complications regarding their management. Over-coming this hurdle may unlock the economic potential ofcommunity-run gardens and contribute to poverty allevia-tion.


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Figure 28: Community gardens assessment

Skills development andtraining is a crucial

element of the project,not only to improve the

employability ofbeneficiaries, but also to

educate them aboutwater demandmanagement,

promoting the use ofindigenous plants, and

ensuring the mostefficient use of

resources and space.

Problem statementCape Town’s extensive network of rivers and wetlands ful-fil diverse ecological, aesthetic, recreational and infra-structure network functions. Over the past few decades,many of these watercourses have been adversely affectedby pollution. Poor water quality poses a significant threatto human health, aquatic biodiversity and the addedvalue that good-quality water brings to the economy.

Project outlineRivers and wetlands in the city form an important part ofthe natural landscape; bring beauty and a sense of placeand belonging to people; encourage tourism, and pro-vide recreational opportunities, health benefits, naturalhazard regulation and other ecosystem services.

Declining stormwater quality places a number of bur-dens on the City, including costly reactive treatment ofpollution incidents, the social cost of being unable toutilise water bodies, and the degradation of the publicimage of Cape Town as an attractive city.

Project designRecognising the need for an integrated and comprehen-sive strategy for addressing this city-wide problem, aWater Quality Improvement Strategy and ImplementationPlan (WQIS&IP) was formulated. This plan incorporatesover 60 different initiatives from nearly all directoratesacross the City, ranging from informal settlementupgrades to staff training as well as site-specific interven-tion plans.


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★Corporate project to improve inland water andstormwater quality

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In the pink:The Black River, into whichtreated effluent from theAthlone wastewater worksis also discharged, is nowso clean that flamingoesand other waders havereturned after an absenceof decades.

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Project implementationThe overall purpose of including all of the projects in theWQIS&IP is to proactively reduce the amount of pollutantsentering the stormwater system, rather than merelyresponding to pollution incidents once they haveoccurred. Such a reactive approach, which has charac-terised the City’s strategy in the past, costs approximatelyeight times as much as an integrated, proactive approach.

A key aspect of the WQIS&IP is internal communicationand external awareness campaigns. The WQIS&IP docu-ment, for instance, helps to improve communicationbetween the various project managers within the City,improves synergy, and minimises the duplication of work.

The communications capacity within partner depart-ments is used to undertake wider awareness campaignsand to engage with citizens around the issue of stormwa-ter quality and pollution. As there are a myriad of usersand uses of Cape Town’s stormwater, it is imperative totake an integrated approach to managing water qualitythrough appropriate user behaviour and natural resourcemanagement.

The wide range of projects within the WQIS&IP address-es a large number of issues in the City’s natural, infrastruc-tural and organisational realms. The acknowledgement of

the complexity of stormwater quality management hasgiven rise to the development of task teams, and theWQIS&IP also positions Cape Town as an innovative andproactive advocate for water-sensitive urban design.

EvaluationAn integrated approach is expected to contribute to areduction in pollutants entering the stormwater system aswell as their proliferation in catchments. A key element ofthe strategy is the adoption of proactive prevention andminimisation approaches to stormwater management.

To achieve this, the project supports skills developmentthrough urban water management training workshops aswell as raising basic awareness among staff. In addition toecological sustainability, the project team recognises theneed to develop a marketing/communication plan toreduce and manage pollution.

To implement this water quality improvement strategy,though, requires multi-departmental commitments. Sincemaintaining the health of catchments allows water bodiesto serve as safe recreational resources, the project scoreswell in terms of the social and ecological pillars. Ultimate-ly, the project aims to ensure that all water users respectthe health of river catchments.


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Figure 29: Corporate project to improve inland water and stormwater quality assessment

An integrated approachis expected tocontribute to a

reduction in pollutantsentering the stormwatersystem as well as their

proliferation incatchments.

Problem statementThe Village Heights community is predominantly unem-ployed and plagued by many social ills, which often spillover to the other side of the fence – namely False BayEcology Park – as is evidenced by illegal access, illegalharvesting of resources, criminal behaviour, illegal dump-ing and land invasion. These conditions result in a poorand unattractive settlement that is distanced from thepotentially uplifting benefits of the reserve.

Project outline‘The Other Side of the Fence’ is an intervention stemming

from False Bay Ecology Park’s Friends and Neighboursprogramme. The pilot project aims to connect VillageHeights, a small informal settlement in Lavender Hill,with False Bay Ecology Park, thereby improving quality oflife, creating beauty and building opportunities for disad-vantaged communities.

Project designRealising the need for a people-centred approach tonature conservation, the project focuses on understand-ing the needs and desires of the community. As a result,community responses have influenced the priorities,


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★Friends and Neighbours: The Other Side of the Fence

Going for growth:A people-centredapproach to natureconservation has led toparticipation in eventssuch as Arbor Day inVillage Heights.

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structure and expected outcomes of the project. In strate-gic alignment with the IDP, ‘The Other Side of the Fence’promotes the relationship between the community andtheir surroundings, builds social capital, and maintainsand enhances ecosystem services. ‘The Other Side of theFence’ is supported by a multi-stakeholder partnershipand draws together the resources and input from localand provincial government and non-governmental organ-isations.

Project implementationAlthough the project began with the objective of creatinga community garden, engagement with the communityhas resulted in the development of a multifaceted projectwith five components that can be achieved in the short tomedium term: clearing illegally dumped waste, removingalien invasive vegetation, creating a nature garden, build-ing a children’s play area and developing a food garden.Each of these aspects contributes to urban sustainabilityby improving the surrounding environment, cultivating asense of pride in the community, and alleviating poverty.

EvaluationThe success of this project is heavily reliant on communitybuy-in and harnessing the existing social cohesion in thecommunity. The project team recognises this, and investsin regular community meetings and workshops to collab-oratively design solutions to challenges in the communi-ty, hence the noticeable result in respect of community-building. To enhance community engagement, however,care must be taken to ensure that all the relevant commu-nity stakeholders are represented and involved in theproject design and implementation process.

Furthermore, ‘The Other Side of the Fence’ demon-strates that reconnecting people to the biophysical envi-ronment has socio-restorative potential, which can beseen from the socio-ecological performance of the project.For instance, clearing of alien vegetation along theperiphery of the community has transformed a site previ-ously used for criminal activity into positively functionalopen space, mitigating environmental threats and reduc-ing the risk of fire hazards to the community and naturereserve.


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Figure 30: Friends and Neighbours: The Other Side of the Fence assessment

The success of thisproject is heavily reliant

on community buy-inand harnessing the

existing social cohesionin the community.

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Problem statementUntil recently, there has been minimal environmentalenforcement and visible policing along Cape Town’s coast-line. This resulted in regular non-compliance with theMarine Living Resources Act, illegal dumping and sandmining, as well as criminal and anti-social behaviour.There was growing public concern regarding the lack ofofficials protecting marine and environmental resourcesand ensuring compliance along the city’s coastline.

Project outlineThe City established the Marine and Environmental LawEnforcement Unit to address the need for a visible andeffective law enforcement presence along the 307 km ofcoastline under its jurisdiction. The City recognised theimportance of addressing safety and security concerns aswell as of protecting marine and environmental resourcesas part of resolving socio-economic problems in coastalcommunities.


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★Marine and Environmental Law Enforcement Unit

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Patrol power:The Marine andEnvironmental LawEnforcement Unit hasbeen provided with eightvessels, including a 7,5 mpatrol boat and three jet-skis.

Project designThe Unit pursues a proactive multi-agency collaboration,which functions through cooperation and clear communi-cation between the coastal regulatory agencies, driven bythe City and supported by the Department of Agriculture,Forestry and Fisheries. Strategic alignment betweenagencies enables joint operational planning, coordinatedgovernance along the coast, and shared outcomes in theinterest of Cape Town’s coastal integrity, marine and envi-ronmental resources, tourists and citizens.

Project implementationThe City’s Law Enforcement, Specialised Services and Envi-ronmental Resource Management departments joinedforces to train law enforcement officers to be proactive incombatting illegal activity and non-compliance, as well asto perform a safety and security function at popular CapeTown beaches and coastal resorts. To achieve this, the Citysupported the development of an internal marine andenvironmental law enforcement strategy and the ongoingtraining of specialised law enforcement officers. Trainingcovers environmental legislation, law enforcementprocesses and procedures, lifesaving, skippers trainingand seamanship.

The Unit is part of a broader process to protect thecoastline. For example, recognising that marine resourcessupport local communities within and outside the city’sboundaries suggests that it is important to engage com-munities in protecting marine resources to ensure thatregulations are understood and complied with.

EvaluationThe Unit tackles a number of ecological challenges byengaging with communities and providing visible terres-trial and marine policing. The primary objective is to opti-mise and conserve natural resources. Since the city’s natu-ral resources are so vast, strategic alignment with all levelsof government and relevant agencies is essential. Thisresults in resource pooling, which increases the availablecapacity to form a sustainable strategy. Instead of disband-ing communities’ reliance on natural resources, the projectseeks to promote sustainable livelihoods and resourcealternatives. To effectively achieve this, the project teamhopes to continuously engage with communities to stimu-late behaviour change and promote sustainable harvest-ing. Thus, the Unit’s future plans include enhancingcoastal community knowledge of natural resource man-agement, which will improve the project’s social axes.


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Figure 31: Marine and Environmental Law Enforcement Unit assessment

The Unit is part of abroader process to

protect the coastline,engaging communities

in protecting marineresources to ensure that

regulations areunderstood andcomplied with.

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Problem statementThe presence of white sharks in the False Bay area poseda risk to bathers on False Bay beaches. In November2004, Tyna Webb, a Fish Hoek local, was fatally attackedby a great white shark during one of her regular dawnswims. Just months earlier, JP Andrews, a 16-year-old,lost his leg in a white shark attack while surfing inMuizenberg. These two incidents led to a significantdecrease in visitor numbers to the previously popularFalse Bay beaches.

Project outlineWith an increased sense of danger, surfers asked a locallifesaver to look out for sharks while they were in thewater. Set on the mountain slopes above Muizenberg andarmed with binoculars, the lifesaver was to phone a car

guard on the beach should he spot a shark; surfers wouldthen be warned to leave the water until the shark wasgone. At the same time, in Fish Hoek, the trek-net fisher-men started warning bathers if they saw a shark in thewater while they were fishing.

Project designThis informal arrangement was formalised in 2006, whenthe City of Cape Town and the Worldwide Fund for Naturemade funds available for a full-time programme, com-plete with a programme manager, field manager,researcher and several ‘spotters’. Since then, the pro-gramme has expanded to cover other beaches, includingMuizenberg, Noordhoek and, most recently, Caves atKogel Bay as well as Monwabisi. Shark Spotters registeredas a non-profit organisation in 2008, and the board is


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★Shark Spotters programme

Beach lookout:Should the spotter see ashark in the water thatposes a risk to beachusers, a message isrelayed via radio to thebeach spotter. A simplesystem of flags and a sireninforms beach users of thepotential danger.

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made up of local residents and business people who havetaken an active interest in the safety of the beaches.

Project implementationHow the system works: Spotters are positioned on themountains and cliffs above specific beaches where,equipped with polarised sunglasses and binoculars, theyare able to survey the sea. Should the spotter see a sharkin the water that poses a potential risk to beach users, amessage is relayed via radio to the beach spotter at the rel-evant beach. A simple system of flags and a siren informsbeach users of the potential danger, advising people toleave the water until the shark has left the area. This acts asan early-warning system, allowing people to makeinformed decisions about their activities in the water.

The programme currently employs 26 spotters and pro-vides them with appropriate training and skills develop-ment. Their first-aid qualifications, up to level 2, oftencome in handy on a busy beach. There is a very low staffturnover rate on the programme, as the occupation ishighly regarded by spotters’ families and communities.

The programme also provides an ideal data source forresearch on white shark behaviour. With training in whiteshark ecology and behaviour, as well as basic training on

dolphins and whales, spotters record all informationabout each sighting. This has contributed to a betterunderstanding of temporal and spatial behaviour patternsof white sharks in False Bay, informing both beach man-agement and conservation agendas. The data also con-tribute to ground-breaking research on a widely misun-derstood, endangered apex predator.

EvaluationWhile programmes elsewhere in the world seek to reduceshark risk by elimination, Shark Spotters are determinedto improve the relationship between humans and sharksby changing people’s perceptions of these animals.Through beach programmes and other interactions withresidents and communities, the programme has pro-duced a marked improvement in the safety of beachusers. This, in turn, facilitates increased use of the beachas well as economic activity in the area. Furthermore, theprogramme promotes marine conservation and con-tributes to knowledge bases of sharks, which can be incor-porated into environmental education. Currently, the pro-gramme employs 26 previously disadvantaged individu-als, and as it gains increased high-level support andinvestment, this number is expected to increase.


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Figure 32: Shark Spotters programme assessment

While programmeselsewhere in the world

seek to reduce sharkrisk by elimination,Shark Spotters are

determined to improvethe relationship

between humans andsharks by changing

people’s perceptions ofthese animals.

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Problem statementThe Cape Town central business district (CBD) is relativelysmall. Yet, many City employees spend a lot of time trav-elling between buildings on business. These short jour-neys are often by car, which contributes to air pollution,increases congestion on the roads, and heightens stresslevels.

Project outlineThe bike-share pilot project was initiated to provide analternative solution for employees who travel short dis-

tances on City business. The project forms part of thebroader Travel SMART programme, which encourages andsupports the use of efficient and sustainable modes oftransport. Travel SMART envisions urban transport sys-tems and networks that are fuel-efficient, inclusive, safe,space-saving and healthy.

Project designA registered user can use a communal bike, helmet and anoptional reflective vest to travel around the CBD on officialbusiness. Using a bicycle saves time and money, negates


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▊ Staff bike-share pilot

Pedal power:The bike-share pilotproject provides analternative solution foremployees who travelshort distances within therelatively small city centreon official business.

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EvaluationThe bike-share project contributes towards making cyclingin the city safer and ultimately changing the urban land-scape. However, the pilot is currently limited to City officialsin the city centre and requires upscaling in order to startrealising the envisaged contributions to urban sustainability.

The bike-share project is intended to help identify chal-lenges and areas for improvement in implementing bike-share facilities in the city. One major challenge for theproject is the lack of a budget. Similarly, although morethan 50 officials have registered, these registrations arenot evident in actual bike use. Strategic interventions arenecessary to identify and address the obstacles to peoplecycling within the city centre.

Nonetheless, the project does well to promote replica-bility of principles and methods, but will require socialtransformation and possibly new approaches to facilitatecommunity participation.


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Figure 33: Staff bike-share pilot assessment

parking hassles, and reduces the cyclist’s carbon footprint.Cycling offers great exercise and supports a healthylifestyle. As with other forms of exercise, cycling reducesthe risk of heart disease, cancer, stress, depression anddiabetes, and can improve energy levels, work productivityand quality of sleep. Cycling also contributes to a better,more sustainable urban environment, while giving cyclistsan exciting opportunity to experience the city.

Project implementationThe Bicycling Empowerment Network (BEN) is a key part-ner in this pilot. While BEN’s main mission is to addresspoverty and mobility through the promotion of cycling, inthis project, it assists with the maintenance and servicingof the bicycles. Likewise, the City’s EnvironmentalResource Management and Specialised Technical Servicesdepartments played a significant role in the establish-ment of the pilot project.

The bike-share projectcontributes towards

making cycling in thecity safer and ultimately

changing the urbanlandscape.

Problem statementSpine Road is the largest feeder to, and main carrier of,public transport options in Khayelitsha. Considering thatin poor communities, 85% of the community walks topublic transport interchanges, it is essential that accessi-bility is enhanced and environmental sustainability istaken into consideration.

Project outlineNon-motorised transport (NMT), also referred to as active

mobility, does not require an engine for mobility. SpineRoad is a major arterial road that connects people toschools, public amenities as well as neighbouring com-munities. Due to high road use, the project team identi-fied the need to enhance accessibility and safety forpedestrians and cyclists.

Project designThe Spine Road NMT project offers bicycle facilities andpedestrian walkways with soft and hard landscaping. The


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▊ Spine Road non-motorised transport: Phase 1

A safer Spine:By increasing pedestrianpresence, the projectincreases the perceivedand actual safety alongthe road.

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project is designed in a manner that restructures urbanpublic space to create a liveable and vibrant communityenvironment, while creating a sense of safety and security.

Project implementationThe Spine Road NMT extends over 2,4 km and isdesigned to promote universal access, i.e. use by the dis-abled, elderly, youth as well as those with special needs.To encourage varied uses along the NMT, the project teamorganises awareness campaigns, pamphlets and mediareleases, and also distributes reflective bibs and bands.These focus on activities such as roller-blading and skate-boarding. Combined with additional lighting, the bibsand bands promote the visibility of NMT users.

Safety is further increased through traffic-calming tech-niques along Spine Road. These measures include trafficcircles and the narrowing of roads leading up to intersec-tions. The Spine Road NMT uses clear signage to furthermeet the needs of NMT users.

The construction of this NMT made use of the EPWP,

and employed local labour and subcontractors withaccredited training for different aspects of the project.

EvaluationNMT provides an alternative to automobile dependency.Not only does active mobility reduce energy consumptionand gas emissions, but it also alleviates poverty. This proj-ect was recognised for its contribution to improvingresource accessibility, especially for job seekers. Addition-ally, the project team facilitates regular communityengagement as well as active mobility campaigns tointroduce communities to different forms of NMT.

Furthermore, by increasing pedestrian presence, theproject increases the perceived and actual safety alongthe road, which makes public spaces come alive. Conse-quently, the project scores highly for improving quality oflife. In the near future, the Spine Road NMT is planned toconnect to the IRT system. Such plans reinforce the City’sgoal to improve transit systems and accessibility to serveall citizens and visitors.


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Figure 34: Spine Road non-motorised transport: Phase 1 assessment

By increasingpedestrian presence,

the project increases theperceived and actual

safety along the road,which makes publicspaces come alive.

Problem statementMore than 20 years ago, the eastern shore of Zeekoevlei –the largest freshwater body in Cape Town – was a well-used recreational facility. However, a lack of funding and,therefore, maintenance and visible management resultedin the area falling into disrepair, and criminal activitythrived. Despite this, up to 45 000 people have continuedto visit the eastern shore every year to picnic or braai.

Project outlineThe year 2010 saw a renewed effort to reclaim the easternshore. A master plan was prepared in line with the 2001False Bay Ecology Park Development and Action Plan,with input from various stakeholders. Simultaneously, theprovision of high-quality recreational spaces was identi-fied as a priority in the Cape Flats district plan.

Project designR25 million from the National Department of Tourism isfacilitating a high-impact project to redevelop the easternshore into an attractive amenity with braai, picnic andablution facilities, as well as improved roads, parkingareas and landscaping. A large grassed and landscapedarea is planned to provide a space for events, markets andother important community functions. With a beautifulview over the vlei to the peninsula mountain range, theredeveloped shoreline will be a true asset to this part ofCape Town.

Project implementationSince this is a Department of Tourism EPWP project, itemploys labour-intensive construction methods and relieson previously unemployed and unskilled people from the


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▊ Zeekoevlei eastern shore redevelopment

Outstanding amenities:The eastern shore ofZeekoevlei is beingredeveloped with braai,picnic and ablutionfacilities, as well asimproved roads, parkingareas and landscaping.

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surrounding communities. There is a strong emphasis onproviding training and skills development opportunities,as it better equips workers to find other employment oncethe project is complete. During a rigorous selectionprocess, almost 200 people were selected from the sur-rounding wards’ job seekers database, and offeredemployment on the project.

Construction began in July 2012, and will continuethrough four stages until July 2014. An estimated 81 158person days of employment will be provided in total.

False Bay Nature Reserve management will take overresponsibility for maintenance of each stage as it is com-pleted, to allow for an overlap period for reserve staff to‘test’ infrastructure while the implementing agent is stillon-site. This will ensure that greater benefits are deliveredto locals, quickly and efficiently. Management plansinclude a strategy to slowly replace alien vegetation withindigenous vegetation in a bid to maintain a sense ofplace and balance environmental integrity with heritage.

The Zeekoevlei eastern shore redevelopment has pro-vided a short-term (two-year) employment opportunity forover 200 job seekers through investments of time andmoney by various government departments, and will

reclaim a well-loved recreational area for enjoyment bythose in the local community and beyond.

Evaluation Development along the Zeekoevlei eastern shore demon-strates excellent strategic alignment, because it promotescooperative governance and aligns with the priorities andresponsibilities of all three tiers of government. A keyobjective of this project is training and skills developmentto better equip workers for employment when the projectis complete. Furthermore, the project office is on-site andall administrative functions are undertaken by a skilledadministrator, who provides training to another two previ-ously unskilled, unemployed locals, as per the EPWPmodel. The upskilling of workers is integral to the successof the project, as it builds confidence and morale, andimproves the quality of infrastructure.

Ecologically, however, the site still contains alien vege-tation species. Although these create a sense of place,they do not contribute to conserving indigenous biodiver-sity. To address this, the project team has prepared a suc-cession planting plan so that when old trees die, they willbe replaced with new, indigenous species.


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Figure 35: Zeekoevlei eastern shore redevelopment assessment

A key objective of thisproject is training andskills development to

better equip workers foremployment when the

project is complete.

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Golden opportunityThe ‘Friends and Neighbours’ project’s(page 93) people-centred approach toreconnecting communities and natureearned it a Gold Star rating.

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The opening chapter of this portfolio mademention of a universal concept of sustainabilityand sustainable development, and cited as a

definition for the latter “the selection and implementationof a development option which allows for the achievementof appropriate and justifiable social and economic goals(based on meeting basic needs and equity) withoutcompromising the natural system on which it is based”.

In the context of Cape Town, this definition captures theessence of three important City policies and strategies,namely the Integrated Metropolitan Environmental Policy(IMEP), the Social Development Strategy and the

Cape Town – towards sustainabilityEconomic Growth Strategy. The importance of thisportfolio’s link to these cornerstones of City governancehas been described earlier, and can also be discernedthrough the 34 project profiles and assessments.

The City is proud to have demonstrated through thisportfolio project managers’ increasing awareness of theimportance of building sustainability principles intoproject conception and outcomes.

Some projects – those designated “Gold Star” – haveachieved this already, broadly demonstrating positiveoutcomes against all 12 sustainability objectives. Othersare moving towards these ideals as works in progress.


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While the projects profiled are but a fraction of theCity’s output, the examples of best practice insustainability, exemplified through this portfolio by thoseprojects that were assessed as “excellent” in a certain area,will serve to inspire similar results across a wider front ofdelivery in project design, implementation andmanagement.

By engaging with these lessons learnt, projectmanagers will be able to avoid pitfalls and shortcomings,and to replicate and even enhance the best-practiceapproaches documented in this portfolio. The result willbe a more substantial and profound delivery of goods and

services to the benefit of recipient communities.It is important, however, that the close interaction on

urban sustainability issues with project managers acrossall sectors outlined earlier does not end with thepublication of this portfolio.

An ongoing assessment process is essential tomainstreaming sustainability principles into City deliveryand growth. Ideally, this involvement, assessment andsupport around urban sustainability should influenceproject conceptualisation, implementation andmanagement, leading to more effective and beneficialoutcomes for all.

THEOPPORTUNITY

CITY

THESAFECITY

THECARING

CITY

THEINCLUSIVE

CITY

THEWELL-RUN

CITY


The City of Cape Town’s Integrated DevelopmentPlan (IDP) provides the strategic framework thatguides the municipality’s planning and budgeting

over the course of its political term.When the new City administration was elected, a

strong plan of action for Cape Town was developed. Thisplan is based on a clear understanding of what needs tobe achieved during this term of office, and is built on thefollowing five key pillars:• The opportunity city• The safe city• The caring city• The inclusive city• The well-run cityThese five pillars help to focus the City’s message andpurpose of delivery. They also help to translate the elec-toral mandate into effective organisational structures.

In the IDP, these pillars are called strategic focus areas(SFAs), because they are the overarching ‘themes’ encom-passing all the City’s programmes and initiatives. Theresult is a detailed matrix that enables effective pro-gramme implementation and accurate performancemeasurement of the focus areas.

While these programmes and objectives often overlapacross SFAs, classifying them under the five pillars allowsthe City to effectively measure their outcomes. The SFAscan then act together to produce the objectives of theadministration, and help the City address the structuralinequalities of the past. Being drivers of social and eco-nomic development, they help the City fulfil its constitu-tional mandate as local government and help changepeople’s lives.

The IDP has been developed with maximum citizen

participation. This involved input from all levels of theadministration as well as the most extensive publicpartici pation process ever undertaken by the City. Basedon this inclusive approach, the IDP describes the pro-grammes under each SFA, as informed by the overarchingprinciple of infrastructure-led growth. These five SFAs canbriefly be described as follows:

The opportunity cityThe core focus of the opportunity city is to create an eco-nomically enabling environment in which investment cangrow and jobs can be created. Creating such an opportu-nity city involves the following:• Using numerous levers to attract investment• Providing adequate support to the market via efficient

regulation, planning and infrastructure support• Continued investment in infrastructure• Ongoing development and strengthening of economic

partnerships• A focus on key projects that will promote growth and

sustainability• Making the most of City assets to aid development and

growth• Encouraging the growth of small businesses and

entrepreneurs• A focus on taking care of the natural environment and

managing natural resources more efficiently

The safe cityCitizens need to be safe in their city. However, safety is abroader issue that goes beyond policing. A truly safe citymanages disasters and risks, enforces traffic regulations,and provides fire and rescue services. Safety is essential to


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Portfolio Extra 1:More about the City’s five strategic focus areas

Opportunity city

Safe city

Caring city

Inclusive city

Well-run city

the public enjoyment of open spaces, city beaches andnature reserves. The City of Cape Town’s focus on buildinga safe city includes the following:• Continued dedication of resources and programmes to

ensure effective safety provision• Local and international partnerships to allow for

training and education• Ongoing roll-out of neighbourhood watch programmes• Increased public awareness of, and participation in,

safety and security initiatives• Alignment of staffing models with national and

international best practice• Investment in staff training and capacity-building• Enforcement of environmental compliance• Investment in innovative safety policies, specialised

units and programmes

The caring cityIn order to be a world-class city, Cape Town must be wel-coming to all people, and it must make residents feel thattheir government is doing everything it can to provide forthem so that they can truly access opportunities. Key torealising the vision of a caring city is the following:• Continued implementation of the rates rebates policy

to help reduce poverty• Provision of amenities, such as parks, libraries, sports

and recreational facilities, and community and youthcentres

• Greater focus on more direct ways of promoting socialdevelopment

• Offering effective substance abuse programmes to helpminimise the number of people who are excluded fromsociety

• Increased efforts to make all people feel that they are apart of their communities

• A focus on creating integrated human settlements bybuilding communities, not just houses

• Ongoing review of the provision of services to informalsettlements

• Investment in primary health-care facilities

The inclusive cityAn inclusive city is one where everyone has a stake in thefuture and enjoys a sense of belonging. While achievingthis relies on the proper functioning of the programmes,the City of Cape Town also concentrates on the following:• Developing effective public transportation programmes• Ensuring greater recognition of culture and heritage• Proper use of resources to address the backlog of

community facilities in underdeveloped areas• Responding effectively to the needs of its citizens

The well-run cityCitizens need to know that their government works forthem, is accountable to them, and answers to them at alltimes. To achieve this, the City of Cape Town will do thefollowing:• Keep Council meetings open to the public to ensure

that the actions and decisions of the City’s politicalleaders are always transparent

• Publicly advertise all City tenders above a prescribedrand value

• Stick to its budgets and programmes of debt collectionand revenue projections

• Manage its staff structure to ensure service delivery• Maximise staff potential through effective human

resources management, staff training and staffdevelopment

• Strictly monitor all services to ensure delivery• Remain open and transparent in all its dealings


1. Building communityFor example through:• facilitating community participation; and• creating social cohesion and capital.

2. Improving quality of lifeFor example through:• meeting basic needs;• enhancing participation in arts, culture, sports and

heritage;• improving living conditions, promoting dignified

human settlements and good-quality open spaces; and• promoting health and well-being.

3. Reducing threats and maximising opportunitiesFor example through:• improving safety and security;• addressing historical inequity and lack of access to

amenities; and• promoting education, training and awareness.

4. Creating economic opportunitiesFor example through:• creating jobs;• facilitating skills development and training;• creating small, medium and micro-sized enterprises;

and• developing infrastructure for growth.

5. Improving productivity and efficiencyFor example through:• providing efficient utilisation of resources;• reducing input costs and costs to taxpayer; and• promoting beneficial partnerships.

6. Alleviating poverty

7. Enhancing natural resourcesFor example through:• improving water quality;• reducing reliance on non-renewable energy;


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Portfolio Extra 2:Defining the sustainability objectives of the projects

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• reducing impact on land;• improving air quality and reducing emissions;• reducing waste and pollution; and• promoting urban densification.

8. Promoting and enhancing biodiversityFor example through:• promoting consolidation of the biodiversity network;• reducing the incidence of invasive biotic species; and• protecting sensitive ecosystems.

9. Addressing major ecological challengesFor example through:• building resilience to climate change;• addressing environmental degradation; and• addressing historical inequities in accessing natural

resources.

10. Ensuring strategic alignmentFor example through:• promoting cooperative governance and aligning with

provincial, national and international priorities andresponsibilities; and

• ensuring alignment with the Spatial DevelopmentFramework, Integrated Development Plan and otherkey strategies.

11. Facilitating community engagementFor example through:• communicating and raising awareness on sustainability

issues;• promoting sustainable livelihoods; and• facilitating public input.

12. Promoting transparent and democraticprocesses at a high level

For example through:• promoting cooperation and collaboration;• promoting access to information; and• ensuring replicability of project

principles/methods/approaches/outcomes.


A custom-designed table was used to record and assessprojects’ performance in respect of sustainability objec-tives. The table below is an extract from the Alcohol anddrug treatment sites project (page 29). The objectiveswere broadly defined to afford project managers the

opportunity to relate each objective to their respectiveprojects. A scale of 1 to 5 (‘Poorly’, ‘Partly’, ’Well’, ‘VeryWell’ and ‘Excellently’) was employed to assess the extentto which projects met each objective and these were latertallied to identify portfolio star-rated projects.


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Portfolio Extra 3:More about project evaluation

Project title: Alcohol and drug treatment centres (extract)How does the project address the following objectives?Sustainability objectives Project approach Assessment Scoring

Creating economic opportunities Partly 2

1. Creating jobs The project team initiated an EPWP project through which a client could beemployed for a few months. Clients are also assisted with creating their own CVso they can enter the job market.

Partly 2

2. Facilitating skills development andtraining

The programme steers clients towards skills development opportunities asinformation of opportunities are channelled to clients. Life skills are a key aspectof the treatment programme.

Partly 2

Improving productivity and efficiency Very well 4

1. Providing efficient utilisation of allresources

Clients are encouraged to access other health services which they normally wouldnot have accessed e.g. testing for HIV/Aids and TB. Being located in an existingclinic also reduces the need for new infrastructure, administration systems, etc.

Excellently 5

2. Reducing input costs and costs-to-taxpayer

The treatment programme, based on international standards of best practice, isoffered at no cost to the community. By being based in a clinic, the servicebecomes more accessible to the community. Most treatment services charge a feefor utilisation of their services but the City sites provide a free service.

Very well 4

3. Promoting beneficial partnerships The programme has valuable partnerships with other NGOs and health facilitiese.g. provincial day hospital other departments within City Health e.g. environ-mental health and other partners e.g. Sports & Recreation, SAPS. The sites arealso part of local drug networks and forums in their areas.

Very well 4


Portfolio Extra 4:Abbreviations and figures

AMR automatic meter readerARV antiretroviralBEN Bicycling Empowerment NetworkCBD central business districtCCTV closed-circuit televisionCDM Clean Development MechanismDanida Danish International Development AgencyDDS diarrhoeal disease seasonECD early childhood developmentECD early childhood developmentEHP environmental health practitionerEPWP Expanded Public Works ProgrammeERP enterprise resource planningFRC family recreation centreGIS geographic information systemsHCE housing consumer education (programme)IDP Integrated Development PlaniEEECO integrated energy environment empowerment

cost-optimisationIHI Institute for Health ImprovementIMEP Integrated Metropolitan Environmental Policy

IRT integrated rapid transitMSF Médecins Sans FrontièresNGO non-governmental organisationNMT non-motorised transportPHP People’s Housing ProcessQR quick reference (code)RT responsible tourismSAPS South African Police ServiceSASDI South African Sustainable Development

InitiativeSELF SASDI Education and Learning FacilitySRO school resource officerTsiBA Tertiary School in Business AdministrationUN MDGs United Nations Millennium Development

GoalsUSA United States of AmericaVPUU Violence Prevention through Urban Upgrading

(programme)WDC World Design CapitalWQIS&IP Water Quality Improvement Strategy and

Implementation Plan

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List of figures

Figure 1: Smart Cape: Original and revised assessmentsFigure 2: Alcohol and drug treatment sites assessmentFigure 3: ARV chronic clubs assessmentFigure 4: Backyarder pilot project assessmentFigure 5: Diarrhoeal disease season environmental health interventions assessmentFigure 6: Disaster risk management: Public education and awareness programme assessmentFigure 7: Early childhood development centres of excellence assessmentFigure 8: Guga S’thebe arts and culture centre assessmentFigure 9: Housing consumer education assessmentFigure 10: Legible City assessmentFigure 11: Pelican Park housing development assessmentFigure 12: School resource officers assessmentFigure 13: Surran Road Park assessmentFigure 14: Valhalla Park family recreation centre assessmentFigure 15: Violence Prevention through Urban Upgrading: Harare urban park assessmentFigure 16: Witsand “iEEECO” low-cost housing assessmentFigure 17: Bi-directional metering on prepayment systems assessmentFigure 18: C3 notification system assessmentFigure 19: Connecting the Company’s Garden assessmentFigure 20: Energy-efficient retrofitting programme assessmentFigure 21: External training opportunities assessmentFigure 22: Integrated rapid transit: Red lane assessmentFigure 23: Kraaifontein integrated waste management facility assessmentFigure 24: Responsible tourism assessmentFigure 25: Smart Cape access initiative assessmentFigure 26: Weaving sustainable livelihoods assessmentFigure 27: Air quality programme assessmentFigure 28: Community gardens assessmentFigure 29: Corporate project to improve inland water and stormwater quality assessmentFigure 30: Friends and Neighbours: The Other Side of the Fence assessmentFigure 31: Marine and Environmental Law Enforcement Unit assessmentFigure 32: Shark Spotters programme assessmentFigure 33: Staff bike-share pilot assessmentFigure 34: Spine Road non-motorised transport: Phase 1 assessmentFigure 35: Zeekoevlei eastern shore redevelopment assessment


Opportunity from natureThe Table Bay Nature Reserve, a singly managed areacomprising several former 'reserves', is home to Typha(indigenous bulrushes), which women from Dunoonharvest for weaving items for sale as part of the City's'Weaving sustainable livelihoods' project.


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This portfolio was made possible by the support, guid-ance and co-operation of various stakeholders.

Advisory forumFirstly, to the advisory forum, who availed their timetoward establishing a vision for the portfolio and offeringpractical advice on the choice of projects and assessmentprocedure:

Andile Wotshela, Andile Zimba, Anton Groenewald,Barry Coetzee, Craig Kesson, Daniel Sullivan, DonnyJurgens, Gert Bam, Herman Steyn, Jade Johnson, JohanSteyl, Justine Quince, Keith Smith, Melissa Whitehead,Mthetheleli Hugo, Natasha Primo, Nombulelo Mkefa,Osman Asmal, Patty des Fountain, Peter Oscroft, RichardBosman, Richard Perez and William Attwell.

External review panelSecondly, to the external review panel, who providedhelpful advice on the overall portfolio, methodology andspecialist insight into the assessment phase:

Anton Cartwright and Anna Taylor (City of CapeTown/Mistra partnership), Brenda Martin and CandicePelser (Project 90 by 2013), Catherine Constantinides(Miss Earth South Africa), Chris Whelan (Accelerate CapeTown), David Shandler (ERM consulting), Ella Bella(United Nations Youth Ambassador), Frances van derMerwe and Laurine Platzky (Provincial Government of theWestern Cape: Strategic Programmes), Mariette du Toit-Helmbold (Destinate), Paddy Gordon (South AfricanNational Parks), Rashid Toefy (Cape Town InternationalConvention Centre), Rhoda Kadalie (ImpumeleloInnovations Award Trust) and Zarina Patel (University ofCape Town: African Centre for Cities).

PublicationThe authors also thank Craig Kesson and the Strategic Pol-icy Unit for their guidance, the late Fritz Marx and histeam for their help with arranging the launch of the publi-cation, Aletta Kruger (Integrated Strategic Communicationand Branding Department) and Elise Engelbrecht (Lan-guage Services).

Project managersMost importantly, the authors are grateful to the projectmanagers (listed in the tables alongside and overleaf)who generously gave of their time in sharing their proj-ects, experiences and challenges during this process.

Photographic creditWith thanks to: Anita Reed, Arne Purves, Chiara Bau-mann, Coco van Opens, D. Galant, Kevin Newman, Mary-atta Wegerif, Nicola Lombard, Rodger Bosch, Rory Phelan,Ryno van der Riet, Sean Geer and Stephen Granger.

And special thanks to Bruce Sutherland, official pho-tographer of the City of Cape Town.

Further informationOrganisations interested in further information, or seek-ing to enter into discussions about the Mayor’s Portfolioof Urban Sustainability, are invited to contact:Stephen GrangerHead: Major Programmes and ProjectsEnvironmental Resource Management DepartmentCity of Cape Town44 Wale Street, Cape TownTel: 021 487 2236E-mail: [email protected]: www.capetown.gov.za


Portfolio Extra 5:Acknowledgements and resources

This document is printedon SAPPI Triple Greenpaper, an environmentallyfriendly chlorine-free stockmade from sugar canefibre to support sustain-able afforestation.


http://www.capetown.gov.za


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Target area: SocialProject Project manager(s) Contact detailsAlcohol and drug treatment sites Letitia Bosch 021 400 5414 / [email protected]

ARV chronic clubs Dr Karen JenningsBeth Harley

021 400 2700 / [email protected]@capetown.gov.za

Backyarders pilot project Julian Rodkin 021 400 6590 / [email protected]

Diarrhoeal disease season environmental health interventions Dr Virginia de Azevedo 021 360 1258 / [email protected]

Disaster risk management: Public education and awarenessprogramme

Charlotte Powell 021 597 5013 / [email protected]

Early childhood development (ECD) centres of excellence Grant Stephens,Andile Wotshela

021 417 4084 / [email protected] 417 4088 / [email protected]

Guga S’thebe arts and culture centre Louise IngZolisa Pakade


Housing consumer education Daphne King 021 400 4444 / [email protected]

Legible City Pauline van der Spuy 021 417 4063 / [email protected]

Pelican Park housing development Peter Oscroft 021 400 2120 / [email protected]

School resource officers Anton VisserShaun Phillips


Surran Road Park Phenyo Pati 021 637 8836 / [email protected]

Valhalla Park family recreation centre Rade Bošković 021 444 0847 / [email protected]

Violence Prevention through Urban Upgrading: Harare UrbanPark

Alastair GrahamMichael Krause (VPUU NPC)

021 400 4576 / [email protected]@sundevelopment.co.za

Witsand ‘iEEECO’ low-cost housing Duke Gumede 021 550 1004 / [email protected]





















Target area: EconomicProject Project manager(s) Contact details

Bi-directional metering on prepayment systems Ryno van der Riet 021 444 8402 / [email protected] notification system Peter Lupton-Smith 021 400 4384 / [email protected]

Connecting the Company’s Garden Rory Phelan 021 426 1357 / [email protected]

Energy-efficient retrofitting programme Sarah WardSumaya Mahomed


External training opportunities Nonzuzo Ntubane 021 400 4056 / [email protected]

Integrated rapid transit: Red lane Dave Hugo 021 400 9343 / [email protected]

Kraaifontein integrated waste management facility Ebrahim Mohamed 021 986 9001 / [email protected]

Responsible tourism Theuns VivianSharon Pheiffer


Smart Cape access initiative Andre Ford 021 4001562 / [email protected]

Weaving sustainable livelihoods Chiara Baumann 021 417 0648 / [email protected]

Target area: EcologicalProject Project manager(s) Contact detailsAir quality programme Ian Gildenhuys

Edward Filby021 590 1419 / [email protected] 590 5206 / [email protected]

Community gardens Desiree Marchelle Galant 021 444 9548 / [email protected]

Corporate project to improve inland water and stormwaterquality

Abdulla Parker 021 400 1385 / [email protected]

Friends and Neighbours: The Other Side of the Fence Stephen Granger 021 487 2236 / [email protected]

Marine and Environmental Law Enforcement Unit Arne Purves 021 713 0510 / [email protected]

Shark Spotters programme Amy Davison (CCT)Sarah Titley (SSP)


Staff bike-share pilot Niki Covary 021 400 4717 / [email protected]

Spine Road non-motorised transport: Phase 1 Elias Tukushe 021 400 3583 / [email protected]

Zeekoevlei eastern shore redevelopment Joanne Jackson 021 487 2184 / [email protected]

























Making progress possible. Together.
