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SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN 2019 – 2020
Transcript of SERVICE DELIVERY AND BUDGET …resource.capetown.gov.za/documentcentre/Documents/City...5.7...
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SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN
2019 – 2020
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The Service Delivery and Budget Implementation Plan for The City of Cape Town
2019/2020
CONSIDERED BY THE EXECUTIVE MAYOR
NOT APPROVED
COMMENT:
DATE
EXECUTIVE MAYOR
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MESSAGE FROM THE EXECUTIVE MAYOR
The City’s Service Delivery and Budget Implementation Plan (SDBIP) gives practical effect to our Integrated Development Plan (IDP) and budget. Its processes and frameworks are used as the benchmarks of service delivery, ensuring the accountability of the administration and its officials and quality services to all citizens of Cape Town. The SDBIP gives us the opportunity to promote a purpose and results driven culture within our organisation. This enables us to see our challenges as opportunities, to implement new methodologies, and to refine our service delivery strategy. Indeed, the only way for us to reach our full potential is to prepare and constantly improve our strategies for delivery and development, and to scrutinise our execution thereof uncompromisingly. From 2012 to 2017, the City implemented 99% of the initiatives and programmes set out in the IDP. We will continue to build on our achievements and successes, and ensure that we keep the commitments that we have previously made to our residents. The Integrated Development Plan (IDP) for July 2017 – June 2022 gives expression to the political mandate that we have received from residents in the August 2016 local government election. It is also aligned to the National Development Plan. The plan gives full effect to the Organisational Development and Transformation Plan (ODTP) and sets out our development priorities over the next five years. We will continue to build an opportunity city that creates an enabling environment for economic growth and job creation, and to provide assistance to those who need it most. We will also continue to provide quality services to all residents and serve the residents of Cape Town in a well-run, corruption-free administration. Through the IDP, for the next five years, we commit:
• to contribute actively to the development of our environment, human and social capital
• to offer high-quality services to our people and provide support to businesses in our city
• to continue to be a leader in local government
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Our governance will be guided by six principles which are Resilience, Sustainability, Transformation through Transit-Orientated Development, Governance reform, Customer-centricity and Transversal Management. These six principles are the new framework which gives direction to the plans and programmes we will put in place, to realise our 11 transformational priorities.Ground-breaking projects are listed within our Ease of Doing Business Programme, Infrastructure Investment Programme, Skills Investment Programme, Holistic Crime Prevention Programme and our Excellence in Service Delivery Programme. These programmes hold the many projects and highlights in the IDP which we can look forward to implementing over the next five years. Monitoring and Evaluation is the cornerstone of accountability and that has been fundamental to our success. This accountability extends to our responsibility towards the residents. However, it also extends to the responsibility we have towards our own goals as an administration. Cities have unlimited potential and Cape Town is increasingly being recognised internationally as a city which pushes the boundaries of traditional governance. Each national and international accolade we have accrued echoes as a testimony. I have no doubt that we will be guided towards greater service delivery excellence within this term of office, and that we will be making even more progress possible, together.
_______________________________Daniel PlatoExecutive Mayor of Cape Town
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TABLE OF CONTENTS
1. INTRODUCTION 1
2. LEGISLATIVE IMPERATIVE 1
3. PURPOSE 2
4. LINK TO THE IDP AND THE BUDGET 3
5. PRIORITIES 4
5.1 Objective 1.1: Positioning Cape Town as a forward-looking Globally
Competitive Business City 5
5.2 Objective 1.2: Leveraging technology for Progress 5
5.3 Objective 1.3: Economic Inclusion 5
5.4 Objective 1.4: Resource Efficiency and Security 5
5.5 Objective 2.1: Safe Communities 6
5.6 Objective 3.1: Excellence in Basic Services Delivery 6
5.7 Objective 3.2: Mainstreaming basic service delivery to informal settlements
and backyard dwellers 6
5.8 Objective 4.1: Dense and Transit Oriented Growth and Development 7
5.9 Objective 4.2: An Efficient, Integrated Transport System 7
5.10 Objective 4.3: Building Integrated Communities 8
5.11 Objective 5.1: Operational sustainability 8
6 THE PERFORMANCE MANAGEMENT SYSTEM 8
6.1 Planning Performance 10
6.2 Monitoring, Measuring, Evaluating and Reviewing performance 10
6.3 Auditing and Oversight 11
7. CITY SCORECARDS 11
7.1 2019/2020 Quarterly Corporate and Entities Scorecards 11
7. THREE YEAR CAPITAL PLAN (CAPITAL BUDGET 2019/20 to 2021/2022) 19
7.1 Capital budget spending per IDP Strategic Focus Area (SFA) 19
7.2 Three Year Capital Budget per IDP SFA (Pillar) and Corporate Objective
(CAPITAL BUDGET 2019/20 to 2021/22) 20
7.3 Capital Budget by Area 21
8. REVENUE AND EXPENDITURE PROJECTIONS 22
8.1 Projections of Revenue by source 22
8.2 Monthly Projections of Revenue by source – Rands in Thousands 23
8.3 Projections of Operating Expenditure by Directorate (Vote) 24
ANNEXURE A - INDICATOR DEFINITIONS FOR 2019/20 26
ANNEXURE B - CAPITAL BUDGET SPEND FOR 2019/2020 TO 2021/2022
BY SUB COUNCIL AND WARD 37
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1. INTRODUCTION
The strategic trajectory for the City of Cape Town (City) is set out in its five year Integrated Development Plan (IDP). The City, in consultation with relevant stakeholders and citizens through its IDP process developed five strategic focus areas that serve as the guiding framework for all developmental activities within the Municipality. These strategic focus areas are Opportunity City; Safe City; Caring City; Inclusive City and Well-Run City and are aligned to eleven transversal priorities that give effect to the City’s Corporate objectives. The objectives are further cascaded into implementable programmes and projects spread over the five year term of office.
The Service Delivery and Budget Implementation Plan (SDBIP) give effect to the IDP and the budget of the municipality. The SDBIP is a layered plan, with the top layer of the plan dealing with the key performance indicators and service delivery targets and the linking of such to the top management. It is an expression of the objectives of the City in quantifiable outcomes that will be implemented by the administration for the financial period from 1 July 2019 to 30 June 2020 (the City’s financial year). The top layered SDBIP is referred to as the Corporate Scorecard in the City.
The City aim to increase opportunities by creating an economic enabling environment for economic growth and job creation and to provide assistance for those who need it the most through these SDBIPs.
2. LEGISLATIVE IMPERATIVE
In terms of Section 53 (1) (c) (ii) of the Local Government: Municipal Finance Management Act (MFMA), the SDBIP is defined as a detailed plan approved by the mayor of a municipality for implementing the municipality’s delivery of municipal services and its annual budget, and which must indicate the following –
(a) projections for each month of – (i) revenue to be collected, by source; and (ii) operational and capital expenditure, by vote(b) service delivery targets and performance indicators for each quarter, and(c) other matters prescribed
The financial and non-financial performance objectives for municipal entities are submitted in terms of Section 93B(b) of the Municipal Systems Act (MSA) and Section 87 (5)(d) of the MFMA.
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3. PURPOSE
The purpose of this report is to provide background into the role of the SDBIP and to guide the reader through the relationship between service delivery and budget implementation and relevant legislative policies and prescripts. The content of this document is high-level and strategic and is intended for utilization by the general public and Councillors.
The SDBIP includes the key performance indicators and service delivery targets for each quarter which is linked to the performance agreements of senior management. It therefore facilitates oversight over financial and non-financial performance of the Municipality and allows the City Manager to monitor the performance of the Executive Directors, the Mayor/Council to monitor the performance of the City Manager and the Community to monitor the performance of the City government.
The corporate objectives form the bases for the Corporate, Directorate and Department SDBIPs and the Entities achievements for the financial year. Resources were allocated at a corporate level and pulled through to the SDBIP and budget, underpinned by programmes and projects. The Corporate Scorecard sets out the corporate objectives and is measured through key performance indicators and service delivery targets at every level and continuously monitored throughout the year. The Corporate Scorecard is the strategic tool against which the City will be held accountable over the remaining years of the five year IDP cycle. The 2019/2020 year’s targets are elaborated on in the quarterly targets set in the Annual Corporate Scorecard. Definitions are provided to broaden understanding of the indicators.
The SDBIP planning process undertaken at Directorate and Department levels yields a Business Plan and a scorecard which includes indicators, targets and resource allocation (inclusive of the budgets) at these various levels. The Business plan at a Directorate level is referred to as the Directorate Executive Summary and at the Departmental level a Departmental Business plan against which the progress of initiatives are reported on.
The corporate SDBIP addresses the following components and reflect the key measurable performance indicators, quarterly, annual targets for 2019/20 and relevant budget information. The components are:
1. The 2019/2020 one-year corporate scorecard 2. The 2019/2020 Cape Town Stadium scorecard 3. The 2019/2020 Cape Town International Convention Centre (CTICC) scorecard 4. The capital budget for the next three years5. The ward allocations per subcouncil
The capital budget for the next three years is broken down into the five pillars or strategic focus areas that are identified in the IDP, providing the first level of linkage between the IDP and the budget. This linkage is further elaborated on in the Directorate and Department Business Plans but these are too detailed to form part of this report. The projected monthly cash flow is broken down into revenue by source and expenditure by Directorate (vote).
The ward allocations per subcouncil and their related wards, forms an annexure to the report.
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This document therefore correlates with the Published SDBIP as required by National Treasury.
4. LINK TO THE IDP AND THE BUDGET
The City identified five strategic focus areas (SFAs) based on the inputs from the community.These are:
1. Opportunity City2. Safe City3. Caring City4. Inclusive City and5. Well-Run City
These are the SFAs in the diagram below and the budget is allocated against these strategic focus areas at a corporate, directorate and department level.
Figure: IDP and Budget link
Implementation and Performance
(Transversal)
Impact/ outcome Indicators
Corporate KPIs and targets
EDsscorecard
Directorate SDBIPs
Director’s scorecard
Departmental SDBIPs
Individual Performance Management
PPM Budget
5 SFAs 11 Objectives Programmes Project/Initiative Projects
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5. PRIORITIES
The opportunity city focuses on the creation of an environment that stimulates sustainable economic growth, investment and job creation. The safe city aims to create an environment where citizens feel safe. It goes beyond policing and includes aspects such as disaster and risk management, rescue services, and traffic and by-law enforcement in order to address safety as a well-rounded concept while considering social factors in our approach.
Cape Town must be welcoming to all people and make residents feel at home. As such the caring city concentrates on looking after the people of Cape Town and especially those who are most in need of assistance. The inclusive city incorporates the aspect of all three of the previous strategic focus areas in that true inclusivity can only be achieved through an environment where there is access to economic opportunities to ensure economic inclusivity, where citizens feel safe and cared for and where communities are truly integrated.
To deliver on the vision of the City, the administration needs to be responsive to our customer needs and able to support the various initiatives, programmes and projects in a sustainable manner, by delivering the right services in the most effective way. The well-run city aspires to do this through focusing on financial and operational sustainability, human resource development and organisational re-structuring to ensure that the City delivers its services in an efficient and effective manner.
The City has further identified 11 priority areas that span across the 5 strategic focus areas. By elevating these 11 priorities it is expected that an accelerated realisation of the outcomes of the strategic focus areas will be achieved. Furthermore, the priorities are transversal in nature (see Figure 1 below) and will discourage previous silo based approaches to initiatives, projects and programmes. The transversal approach not only spans across the 5 strategic focus areas but there are clear interdependencies between the priorities as well. This will further ingrain a more sustainable and transversal approach in the organisation. Finally, the City is embarking on an organisational restructuring process in order to further support and enhance service delivery and the achievement of its priorities through an area based service delivery model.
The 11 priorities are as follows:
• Positioning Cape Town as a forward-looking globally competitive business City• Leveraging technology for progress• Economic inclusion• Resource efficiency and security• Safe communities• Excellence in basic service delivery• Mainstreaming basic service delivery to informal settlements and backyard
dwellers• Dense and transit orientated urban growth and development• An efficient, integrated transport system• Building integrated communities• Operational sustainability
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5.1 Objective 1.1: Positioning Cape Town as a forward-looking Globally Competitive Business City
This objective sets out to position Cape Town as a forward looking globally competitive City so that the business climate is improved, Cape Town is recognised globally as an attractive investment destination with positive economic growth led by investment in infrastructure (including maintenance of infrastructure) to facilitate the realisation of greater business opportunities.
1.1.a Ease of Business Programme1.1.b Cape Town Business Brand Programme1.1.c Infrastructure Investment Programme1.1.d Road Infrastructure Investment Programme1.1.e Economic Development and Growth Programme1.1.f Partnership Development Programme1.1.g Leveraging the City’s Assets1.1.h Positioning Cape Town as a forward looking globally competitive business City - other
5.2 Objective 1.2: Leveraging technology for Progress
Using digital technology to transform Cape Town so that Cape Town is recognised as the most digital City in Africa, improved internet speeds and reduced cost associated with internet access can be facilitated, increased access to the internet and greater use of digital platforms can be promoted and that Cape Town becomes the preferred destination for technology start-ups in South Africa through investment in digital infrastructure, growing the digital economy, emphasising digital inclusion and enhancing its Digital Government capabilities.
1.2.a Digital City Programme
5.3 Objective 1.3: Economic Inclusion
The City will drive economic inclusion in order to improve quality of life and greater levels of self- determination as well as create an enabling environment for economic growth by investing in EPWP and community works programmes, working with its partners to support skills development initiatives in high growth sectors and fund bursaries for studies in areas of scarce skills and offer apprenticeships.
1.3.a Skills Investment Programme1.3.b Mayor’s Job Creation Programme (MJCP)1.3.c Economic Inclusion
5.4 Objective1.4:ResourceEfficiencyandSecurity
The City will work toward resource efficiency and security so that an appropriate balance between economic development and the preservation of the natural environment can be achieved, to secure resources and to achieve a resource efficient economy by institutionalizing resilience, investigating future-proofing strategies in order to optimize resource efficiency and facilitate and promote the provision of goods and services and the use of production processes that are more resource efficient, enhance environmental resilience and optimize the use of natural assets.
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1.4.a Energy Efficiency and Supply Programme1.4.b Climate Change Programme1.4.c City Resilience Programme 1.4.d Resource Efficiency and Security
5.5 Objective 2.1: Safe Communities
Keeping the community safe so that there is a heightened sense of personal safety in public spaces, a change in the perception of Cape Town as a violent/dangerous space and successful interventions that reduce crime in specific hotspots through leveraging technology to contribute to policing, a 24 hour policing service and localised approaches to improve policing.
2.1.a Safety Technology Programme2.1.b Holistic Crime Prevention Programme2.1.c Policing Service Programme2.1.d Neighbourhood Safety Programme2.1.e Safety Volunteer Programme2.1.f Disaster Risk assessment programme
5.6 Objective 3.1: Excellence in Basic Services Delivery
Excelling in delivering of basic services so that there is an improvement in living conditions and so that citizens believe that their needs are being met through the accomplishment of service delivery across interacting systems of public management and excellence in customer service.
The City recognises that basic services are delivered through interacting systems which drive vitality and human well-being. The City endeavours to plan and deliver services across the various systems of public management that not only covers services such as water, sanitation, electricity and solid waste removal but also includes a range of social services and programmes so as to represent a holistic commitment to improving the living conditions and health of residents and promote individual and community welfare.
3.1.a Excellence in Basic Service Delivery3.1.b Social Services Facility Provision3.1.c Housing Programme
5.7 Objective 3.2: Mainstreaming basic service delivery to informal settlements and backyard dwellers
Mainstreaming of basic service delivery to informal settlements and backyard dwellers so that there is an improvement in living conditions, a reduced dissatisfaction with the level and quality of City services and a focus on creation of tenure through partnering with communities to develop service delivery models that are appropriate in less formal contexts, by addressing the contextual realities of urbanisation in a time of economic austerity and by committing resources to create a sense of place in less formal communities and to promote security of tenure.
3.2.a Basic Service Delivery Programme3.2.b Human Settlements Programme:
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5.8 Objective 4.1: Dense and Transit Oriented Urban Growth and Development
The City of Cape Town has embarked on a bold spatial transformation process through the use of TOD so as to address the urban inefficiencies and substantial transport cost resultant from apartheid. These have further been exacerbated as a result of urban growth and urbanisation. Prioritizing transit-orientated development and densification so as to achieve a fiscally sustainable public transport system and to enable a more productive, liveable and resource-efficient City by locating new development strategically around public transport, having the right mix of intensity and land uses will optimize efficiency, leveraging strategically located land holdings and where required partner with the private sector to lead by example in achieving transit orientated development.
4.1.a Spatial Integration and Transformation Programme4.1.b TOD Catalytic Projects Programme
5.9 Objective4.2:AnEfficient,IntegratedTransportSystem
Ensure that Cape Town has an efficient, integrated, intermodal, inter-operable transport system that creates a quality urban environment, improves resilience and resource efficiency and recognises Cape Town as a global leader in adopting innovative solutions to transport through implementation of targeted programmes to reduce congestion, manage land based public transport and continue its programme of ensuring that Cape Town has an efficient, high public transport system, its MyCiti roll out as an integrated system and the establishment of an integrated public transport network.
Mobility in Cape Town comprises various modes, including walking, cycling, private cars, rail, commuter buses, minibus taxis, bus rapid transit (BRT), as well as other options. Delivery on the vision for transport involves ongoing cooperation, communication and collaboration with the City’s partners, including the National Department of Transport, National Treasury, Province, state-owned enterprises, transport agencies, the private sector, public transport operators, and communities.
The City will endeavour to improve the public transport system and services for the benefit of all citizens, both now and in the future. Therefore, transport policies and investments need to support the growth and development of the city. These include support for infrastructure-led economic growth and development as well as social inclusion, the need for improved public transport systems and services, as well as other social, economic and environmental objectives
4.2.a Integrated Public Transport Network 2032 4.2.b Travel demand management programme4.2.c Non-Motorised Transport (NMT) Programme4.2.d. Intelligent transport systems Programme4.2.e Land Development Programme4.2.f Efficient, Integrated Public Transport4.2.g Traffic calming programme4.3.f Social Inclusion Programme4.3.g Cross –subsidisation programme
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5.10 Objective 4.3: Building Integrated Communities
This objective focus on building integrated communities to:
• increase diversity in communities, • dedicate resources and efforts to improve the quality of life of the poor and
vulnerable, • improve racial harmony and improve the diversity of City of Cape Town staff by
deepening the conversation around race and inclusion, • dedicating resources and efforts for the spatial transformation of the City, • making optimal use of existing facilities to promote cultural and social activities,• partner with organisations, the business community and tertiary institutions to
facilitate and promote understanding and acceptance amongst communities; and
• by leading by example in attracting a diverse pool of South African talent and create an institutional culture in which that talent can thrive
4.3.a Built Environment Integration Programme4.3.b Citizen Value Programme: 4.3.c Public Participation Programme4.3.d Substance Abuse Programme4.3.e Primary Healthcare Programme
5.11 Objective 5.1: Operational sustainability
Shaping/propelling the organisation to deliver services in an operationally sustainability manner in order to be financially stable and resilient to shocks in a changing environment by becoming an effective strategy–led organisation, with service delivery programs and evidence led decision making which focuses on creating value for our customers.
4.1.a Efficient, Responsible and Sustainable Programme City Services4.1.b Value Awareness Programme4.1.c Compliant Service Delivery Programme4.1.d Evidence-led Decision-making Programme4.1.e Service Delivery Skills Programme4.1.f Service Delivery Improvement Programme4.1.g Operational sustainability - other
6 THE PERFORMANCE MANAGEMENT SYSTEM
The Performance management system (PMS) is prescribed by legislation. A PMS equips leaders, managers, workers and stakeholders with a set of tools and techniques for regular planning, continuous monitoring, periodic measuring, reviewing and reporting of the performance of the City. The PMS yields the Corporate Scorecard - the strategic tool which includes the Performance indicators and service delivery targets that reflect whether economy, efficiency and effectiveness has been achieved. It is against these measures that the community can monitor the city’s progress together with delivery. It provides a mechanism for managing expectations and serves as an early warning indicator for any underperformance.
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The City’s cycle and process of performance management system can be graphically illustrated as follows:
THE CYCLE AND PROCESS OF THE PERFORMANCE MANAGEMENT SYSTEM
Figure 1: The Cycle and process of the performance management system
Planning Performance
Monitoring, Measuring,
Evaluating and Reviewing
Performance
Reporting Performance
Auditing and oversight of
Performance
• Internal audit • Audit Committee• Auditor-General • Municipal Public
Accounts Committee (MPAC)
• Develop IDP Strategic Focus Areas
• Develop strategic objectives
• Develop KPIs and set targets
• Cascade the objectives,indicatorsand targets throughout the municipality
• An Annual Report to the relevant Council committees and to the community for comment.
• Quarterly reports at a corporate,directorateand department level to the relevant Council committees;
• Performance assessment results of S57 appointees to Council annually
• Collect,collateandanalyze performance data
• Evaluate planned targets against actual achievements
• Determine the reason for the variance
• Provide remedial action• Review of strategic
objectives,indicatorsand targets for major organizational and budget changes.
Performance Management
Policy
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6.1 Planning Performance
Planning ensures that a clear strategic direction is set and prioritised. Planning is informed by feedback on performance. The IDP is set for the five year term of office of the elected council and reviewed annually.
The City must involve the community in deciding what priorities and needs it want to achieve. Community involvement will be in line with relevant legislation and approved policy. This is the stage where Strategic Focus Areas (SFAs), objectives, performance indicators and targets are determined. Indicators measure the extent to which objectives are being achieved, indicating performance in relation to outcomes, outputs, activities and inputs. Indicators must be measurable, relevant, objective and precise. They must include outcomes, output and input indicators. National general indicators must be included. Proxy indicators will be used until auditable and cost effective systems and processes are in place to measure the National general indicators. Targets set the level of performance to be achieved within a defined period of time.
The planning cycle delivers a five year and annually reviewed IDP (including a Corporate Scorecard with definitions), an annual Corporate, Directorate and Departmental SDBIPs, S57 Performance Plans and Individual Performance Plans.
The components will be interlinked to ensure implementation. All the corporate objectives and indicators will cascade into a Directorate and/or a Departmental SDBIP and/or the City Manager’s and/or a section 57 appointees scorecards.
6.2 Monitoring,Measuring,EvaluatingandReviewingperformance
Monitoring and measuring are the processes and procedures to collect, collate and analyse organisational performance data on an on-going basis. The actual achievements of targets set for the performance indicators will be reported on quarterly bases where appropriate. To determine whether planned performance targets have been met, exceeded or not met. They will form the platform for the quarterly and annual reports on performance.
Reporting performance includes an Annual Report to the relevant Council committees and to the community for comment and Quarterly reports at corporate, directorate and department level to the relevant Council committees.
The performance evaluation results are determined by regular management meetings to establish:
• Year- to- date performance progress and reasons for variances for both under- or over performance; and
• Remedial action (effective methods of correction or enhancement), if any, which need to be taken to achieve the agreed performance targets.
• A date for implementation and a responsible person will be identified.
A review of indicators and targets can take place to the extent that changing circumstances so demand and in accordance with a prescribed process. These are limited to major organisational changes and when the budget is adjusted.
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6.3 Auditing and Oversight
Internal Audit and Audit Committee (includes the Performance Management committee) review the OPM system for functionality, performance information and compliance. The Auditor General and the Municipal Public Accounts Committee (MPAC) reviews the Annual Report.
The final measurable performance indicators to be accomplished in 2019/2020 will be approved by the Executive Mayor in June 2019 as part of the Corporate Service Delivery and Budget Implementation Plan.
7. CITY SCORECARDS
High level city wide service delivery breakdown is presented in the corporate scorecard. Service delivery targets and performance indicators will be cascaded into the Directorate, Departmental and Executive Director’s Scorecards, which will be used for internal monitoring of the organisation.
The scorecards provide the quarterly corporate targets against which the City and the entities will be held accountable.
The five Strategic Focus Areas (SFAs) are broken down into corporate objectives for the City and each corporate objective is further broken down into programmes and projects. The following corporate objectives have been identified:
7.1 2019/2020 Quarterly Corporate and Entities Scorecards
The layout of the annual scorecards is as follows:
I. Strategic Focus Area (SFA) or PillarII. ObjectiveIII. Key Performance Indicator (KPI)IV. Baseline 2016/2017V. Audited Baseline 2017/2018VI. Annual Target 2018/2019VII. Quarterly Targets 2019/2020
Definitions and the Standard / Norm / Benchmark of the indicators are provided to clarify the measurement. These are attached as Annexure A,B and C.
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me
asu
red
in m
eg
a-v
olt
am
pe
re (
MVA
)N
ew
5.
243.
50.
451.
472.
494.
0
SFA 2Safe City
2.1.
Sa
fe c
om
-m
un
itie
s
2.A
Nu
mb
er o
f are
as
in w
hic
h a
dd
itio
na
l C
CTV
ca
me
ras
ha
ve b
ee
n in
sta
lled
Ne
w
115
An
nu
al
Targ
et
An
nu
al
Targ
et
An
nu
al
Targ
et
5
2.B
Co
mm
un
ity s
atis
fac
tion
su
rve
y(S
co
re 1
- 5
) -
safe
ty a
nd
se
cu
rity
2.9
2.8
2.9
An
nu
al
Targ
et
An
nu
al
Targ
et
An
nu
al
Targ
et
3.0
2019
/202
0 Q
UA
RTER
LY C
ORP
ORA
TE S
CO
REC
ARD
-
12 13
ON
E Y
EAR
CO
RPO
RATE
SC
ORE
CA
RD (
2019
/20)
A
NN
EXU
RE A
SFA
Ob
jec
tive
K
ey
Perfo
rma
nce
Ind
ica
tor
Base
line
Aud
ited
Ba
selin
e
Ann
ual
Targ
ets
Pro
po
sed
Qua
rte
rly T
arg
ets
20
19/2
0
2016
/17
2017
/18
2018
/19
2019
/20
Q1
2019
/20
Q2
2019
/20
Q3
2019
/20
Q4
SFA 3Caring City
3.1.
Exc
elle
nc
e
in b
asic
se
rvic
e
de
live
ry
3.A
Co
mm
un
ity s
atis
fac
tion
su
rve
y (S
co
re 1
- 5
) -
city
wid
e2.
82.
82.
9A
nn
ua
l Ta
rge
tA
nn
ua
l Ta
rge
tA
nn
ua
l Ta
rge
t3.
0
3.B
Nu
mb
er o
f ou
tsta
nd
ing
va
lid a
pp
lica
tion
s fo
r wa
ter s
erv
ice
s e
xpre
sse
d a
s a
pe
rce
nta
ge
of
tota
l nu
mb
er o
f bill
ing
s fo
r th
e s
erv
ice
(N
KPI)
0.33
%0.
44%
< 0
.7%
< 0
.7%
< 0
.7%
< 0
.7%
< 0
.7%
3.C
Nu
mb
er o
f ou
tsta
nd
ing
va
lid a
pp
lica
tion
s fo
r se
we
rag
e s
erv
ice
s e
xpre
sse
d a
s a
p
erc
en
tag
e o
f to
tal n
um
be
r of b
illin
gs
for t
he
se
rvic
e (
NKP
I)
0.37
%0.
49%
< 0
.7%
< 0
.7%
< 0
.7%
< 0
.7%
< 0
.7%
3.D
Nu
mb
er o
f ou
tsta
nd
ing
va
lid a
pp
lica
tion
s fo
r ele
ctr
icity
se
rvic
es
exp
ress
ed
as
a
pe
rce
nta
ge
of t
ota
ln
um
be
r of b
illin
gs
for t
he
se
rvic
e (
NKP
I)
0.08
%0.
11%
< 0
.5%
< 0
.4%
< 0
.4%
< 0
.4%
< 0
.4%
3.E
Nu
mb
er o
f ou
tsta
nd
ing
va
lid a
pp
lica
tion
s fo
r re
fuse
co
llec
tion
se
rvic
e e
xpre
sse
d a
s a
p
erc
en
tag
e o
f to
tal n
um
be
r of b
illin
gs
for t
he
se
rvic
e (
NKP
I)
0.01
%0.
01%
< 0
.5%
< 0
.4%
< 0
.4%
< 0
.4%
< 0
.4%
3.F
Perc
en
tag
e a
dh
ere
nc
e t
o C
ityw
ide
se
rvic
e
req
ue
sts
81.7
5%83
.06%
90%
90%
90%
90%
90%
3.G
Nu
mb
er o
f hu
ma
n s
ett
lem
en
t o
pp
ort
un
itie
s (T
op
str
uc
ture
s)4
839
3 74
93
521
880
1 58
02
440
4 15
1
3.H
Nu
mb
er o
f hu
ma
n s
ett
lem
en
t o
pp
ort
un
itie
s (F
orm
al s
ites
serv
ice
d)
1 18
94
346
2 50
20
500
500
1 76
7
3.2.
M
ain
stre
am
ing
b
asic
se
rvic
e
de
live
ry t
o
info
rma
l se
ttle
me
nts
a
nd
ba
cky
ard
d
we
llers
3.I N
um
be
r of w
ate
r se
rvic
e p
oin
ts (
tap
s)
pro
vid
ed
to
info
rma
l se
ttle
me
nts
(N
KPI)
676
912
700
100
300
500
700
3.J
Nu
mb
er o
f sa
nita
tion
se
rvic
e p
oin
ts (
toile
ts)
pro
vid
ed
to
info
rma
l se
ttle
me
nts
(N
KPI)
2 08
54
275
2 60
050
0 1
000
1 75
02
500
3.K
Perc
en
tag
e o
f in
form
al s
ett
lem
en
ts re
ce
ivin
g
a d
oo
r-to
-do
or r
efu
se c
olle
ctio
n s
erv
ice
(N
KPI)
99.7
4%99
.74%
99%
99%
99%
99%
99%
-
14 15
ON
E Y
EAR
CO
RPO
RATE
SC
ORE
CA
RD (
2019
/20)
A
NN
EXU
RE A
SFA
Ob
jec
tive
K
ey
Perfo
rma
nce
Ind
ica
tor
Base
line
Aud
ited
Ba
selin
e
Ann
ual
Targ
ets
Pro
po
sed
Qua
rte
rly T
arg
ets
20
19/2
0
2016
/17
2017
/18
2018
/19
2019
/20
Q1
2019
/20
Q2
2019
/20
Q3
2019
/20
Q4
SFA 3Caring City
3.2.
M
ain
stre
am
ing
b
asic
se
rvic
e
de
live
ry t
o
info
rma
lse
ttle
me
nts
a
nd
ba
cky
ard
d
we
llers
3.L
Nu
mb
er o
f se
rvic
e p
oin
ts
(to
ilet
an
d t
ap
with
ha
nd
ba
sin)
pro
vid
ed
to
ba
cky
ard
ers
Ne
w
408
780
5025
044
088
0
3.M
Nu
mb
er o
f ele
ctr
icity
su
bsid
ised
c
on
ne
ctio
ns
inst
alle
d (
NKP
I)1
746
1 77
41
500
375
750
1125
1 50
0
3.N
Nu
mb
er o
f site
s se
rvic
ed
in t
he
info
rma
l se
ttle
me
nts
N
ew
1 05
21
480
100
200
350
1 60
0
3.O
Nu
mb
er o
f co
mm
un
ity s
erv
ice
sfa
cili
ties
with
in in
form
al s
ett
lem
en
tsN
ew
N/A
-A
nn
ua
l Ta
rge
tA
nn
ua
l Ta
rge
tA
nn
ua
l Ta
rge
t1
SFA 4Inclusive City
4.1.
De
nse
an
d
tra
nsit
o
rien
ted
g
row
th a
nd
d
eve
lop
me
nt
4.A
Nu
mb
er o
f pa
sse
ng
er j
ou
rne
ysp
er k
ilom
ete
r op
era
ted
(M
yCiti
)N
ew
1.11
1.00
1.07
1.07
1.07
1.07
4.B
Ca
taly
tic L
an
d D
eve
lop
me
nt
Ne
wN
ew
Ne
wN
ew
Ne
wN
ew
CLD
Pr
og
ram
me
se
ttin
g o
ut
prio
ritise
d
pro
jec
ts a
nd
su
b p
roje
cts
a
nd
th
eir
imp
le-
me
nta
tion
a
ctio
n p
lan
s4.
2. A
n
effi
cie
nt,
in
teg
rate
d
tra
nsp
ort
sy
ste
m
4.C
To
tal n
um
be
r of p
ass
en
ge
rjo
urn
eys
on
MyC
iti
19.9
Mill
ion
18 m
illio
n16
.8 m
illio
n4.
77
mill
ion
9.55
mill
ion
14.3
2 m
illio
n18
.6 m
illio
n
4.3.
Bu
ildin
g
inte
gra
ted
c
om
mu
niti
es
4.D
Pe
rce
nta
ge
of p
eo
ple
fro
m e
mp
loym
en
t e
qu
ity t
arg
et
gro
up
s e
mp
loye
d in
th
e t
hre
e
hig
he
st le
vels
of m
an
ag
em
en
t in
co
mp
lian
ce
w
ith t
he
City
’s a
pp
rove
d e
mp
loym
en
t e
qu
ity
pla
n (
EE)
(NKP
I)
69.8
6%71
.1%
73%
74%
74%
74%
74%
4.E
Nu
mb
er o
f str
en
gth
en
ing
fam
ilie
s p
rog
ram
me
s im
ple
me
nte
dN
ew
2018
28
1018
-
14 15
ON
E Y
EAR
CO
RPO
RATE
SC
ORE
CA
RD (
2019
/20)
A
NN
EXU
RE A
SFA
Ob
jec
tive
K
ey
Perfo
rma
nce
Ind
ica
tor
Base
line
Aud
ited
Ba
selin
e
Ann
ual
Targ
ets
Pro
po
sed
Qua
rte
rly T
arg
ets
20
19/2
0
2016
/17
2017
/18
2018
/19
2019
/20
Q1
2019
/20
Q2
2019
/20
Q3
2019
/20
Q4
SFA 5 Well-Run City
5.1.
O
pe
ratio
na
l su
sta
ina
bili
ty
5.A
Op
inio
n o
f in
de
pe
nd
en
t ra
ting
ag
en
cy
Hig
h
inve
stm
en
t ra
ting
(A
aa
.za
)
Hig
h
inve
stm
en
t ra
ting
Hig
h
inve
stm
en
t ra
ting
Hig
hin
vest
me
nt
ratin
g
Hig
h
inve
stm
en
t ra
ting
Hig
h
inve
stm
en
t ra
ting
Hig
h
inve
stm
en
t ra
ting
5.B
Op
inio
n o
f th
e A
ud
itor-
Ge
ne
ral
Un
qu
alifi
ed
w
ith o
the
r fin
din
gs
Un
qu
alifi
ed
a
ud
it
op
inio
nC
lea
n a
ud
it
Sub
miss
ion
o
f An
nu
al
Fin
an
cia
l St
ate
me
nts
a
nd
C
on
solid
at-
ed
Fi
na
nc
ial
Sta
tem
en
ts
for
2018
/201
9
Cle
an
a
ud
it fo
r 20
18/2
019
Re
solv
e 6
0%
of
au
dit
m
an
ag
e-
me
nt
issu
es
Cle
an
au
dit
5.C
Pe
rce
nta
ge
sp
en
d o
f ca
pita
l bu
dg
et
(NKP
I)92
.85%
73%
90%
8.4%
22.8
0%41
.16%
90%
5.D
Pe
rce
nta
ge
sp
en
d o
n
Re
pa
ir a
nd
Ma
inte
na
nc
e99
.52%
99.5
4%95
%17
.5%
41.6
%63
.1%
95%
5.E
Ca
sh/c
ost
co
vera
ge
ratio
(e
xclu
din
g u
nsp
en
t c
on
diti
on
al g
ran
ts)
(NKP
I)2.
28:1
3.02
:1
2:1
1.90
:12.
50:1
2.50
:12:
1
5.F
Ne
t D
eb
tors
to
an
nu
al i
nc
om
e
(NKP
I)21
.15%
21.1
1%
21.5
0%18
.50%
19%
19.7
5%21
.50%
5.G
De
bt
(to
tal b
orr
ow
ing
s) t
o t
ota
l o
pe
ratin
g re
ven
ue
(N
KPI)
Ne
w24
.3%
25%
22.5
%22
.5%
22.5
%28
%
-
16 17
2019
/202
0 C
APE
TO
WN
STA
DIU
M (
CTS
) Q
UA
RTER
LY C
ORP
ORA
TE S
CO
REC
ARD
CA
PE T
OW
N S
TAD
IUM
SC
ORE
CA
RD (
2019
/20)
AN
NEX
URE
B
SFA
Ob
jec
tive
K
ey
Perfo
rma
nce
Ind
ica
tor
Aud
ited
Ba
selin
e
Ann
ual
Targ
ets
Pro
po
sed
Qua
rte
rly T
arg
ets
20
19/2
0
2017
/18
2018
/19
2019
/20
Q1
2019
/20
Q2
2019
/20
Q3
2019
/20
Q4
SFA 1Opportunity City
1.1.
Po
sitio
nin
g
Ca
pe
To
wn
a
s a
fo
rwa
rd-lo
oki
ng
, g
lob
ally
c
om
pe
titiv
e C
ity
Perc
en
tag
e c
om
plia
nc
e w
ith a
pp
rove
d R
ep
airs
an
d
Ma
inte
na
nc
e p
rog
ram
Ne
w10
0%10
0%10
0%10
0%10
0%
Perc
en
tag
e s
pe
nt
on
Re
pa
irs a
nd
Ma
inte
na
nc
e B
ud
ge
t15
0%95
%15
%50
%75
%95
%
Perc
en
tag
e c
om
plia
nc
e w
ith O
cc
up
atio
na
l He
alth
an
d
Safe
ty A
cts
an
d R
eg
ula
tion
s (A
ct
85 o
f 199
3)N
ew
100%
100%
100%
100%
100%
Nu
mb
er o
f ma
rke
ting
inte
rve
ntio
ns
imp
lem
en
ted
as
pe
r th
e a
pp
rove
d M
ark
etin
g P
lan
Ne
w12
37
1116
Nu
mb
er o
f bo
wl e
ven
ts h
ost
ed
Ne
w33
618
2835
Nu
mb
er o
f no
n-b
ow
l eve
nts
ho
ste
dN
ew
4014
3040
50
Nu
mb
er o
f film
/stil
l sh
oo
t e
ven
ts h
ost
ed
Ne
w10
410
1215
Perc
en
tag
e a
pp
rove
d c
om
me
rcia
lisa
tion
pro
gra
mm
es
imp
lem
en
ted
as
pe
r ap
pro
ved
pla
nN
ew
100%
100%
100%
100%
100%
1.3
Eco
no
mic
in
clu
sion
Perc
en
tag
e b
ud
ge
t sp
en
t o
n im
ple
me
nta
tion
of W
SP (
NKP
I)13
7%95
%15
%35
%30
%95
%
SFA 4Inclusive
City
4.3
Build
ing
in
teg
rate
d
co
mm
un
itie
s
Perc
en
tag
e o
f pe
op
le fr
om
em
plo
yme
nt
eq
uity
ta
rge
tg
rou
ps
em
plo
yed
in t
he
th
ree
hig
he
st le
vels
of
ma
na
ge
me
nt
in c
om
plia
nc
e w
ith t
he
City
’s a
pp
rove
d
em
plo
yme
nt
eq
uity
pla
n (
EE)
(NKP
I)
Ne
w
80%
80%
80%
80%
80%
SFA 5 Well-Run City
5.1
Op
era
tion
al
sust
ain
ab
ility
Perc
en
tag
e o
f ab
sen
tee
ism5.
99%
≤ 5%
≤ 5%
≤ 5%
≤ 5%
≤ 5%
Perc
en
tag
e o
f De
cla
ratio
ns
of I
nte
rest
co
mp
lete
d10
0%10
0%50
%75
%95
%10
0%
Op
inio
n o
f th
e A
ud
itor G
en
era
lN
ew
Cle
an
A
ud
itN
/AN
/AN
/AC
lea
n
Au
dit
Pe
rce
nta
ge
red
uc
tion
of t
he
gra
nt
allo
ca
tion
fro
m t
he
C
ity o
f Ca
pe
To
wn
Ne
w5%
1.5%
3.5%
5%6%
Perc
en
tag
e a
ch
ieve
me
nt
of p
roje
cte
d R
eve
nu
eN
ew
90%
20%
50%
75%
90%
-
16 17
CTI
CC
SC
ORE
CA
RD (
2019
/20)
A
NN
EXU
RE C
SFA
Ob
jec
tive
Ke
y Pe
rform
anc
e In
dic
ato
rBa
selin
eA
udite
d
Base
line
A
nnua
l Ta
rge
tsPr
op
ose
d Q
uart
erly
Ta
rge
ts
2019
/20
2016
/17
2017
/18
2018
/19
2019
/20
Q1
2019
/20
Q2
2019
/20
Q3
2019
/20
Q4
SFA 1Opportunity City
1.1
Posit
ion
ing
C
ap
e T
ow
n
as
a fo
rwa
rd-
loo
kin
g,
glo
ba
lly
co
mp
etit
ive
C
ity
Inte
rna
tion
al e
ven
tsN
umb
er o
f int
ern
atio
nal e
vent
s
host
ed
co
mp
are
d to
bud
ge
ted
targ
et
3632
325
1826
34
Tota
l eve
nts
ho
ste
dN
um
be
r of e
ven
ts h
ost
ed
co
mp
are
d
to a
nn
ua
l bu
dg
ete
d t
arg
et
482
525
535
135
298
418
590
Sup
ply
Ch
ain
Pro
cu
rem
en
t fr
om
B-
BBEE
Su
pp
liers
Pe
rce
nta
ge
sp
en
d n
ot
low
er t
ha
n 6
0%92
.84%
87%
60%
60%
60%
60%
60%
1.3
Ec
on
om
ic
inc
lusio
n
Hu
ma
n C
ap
ital D
eve
lop
me
nt
Perc
en
tag
e o
f an
nu
al t
ota
l sa
lary
co
st
spe
nt
on
tra
inin
g o
f pe
rma
ne
nt
an
d
tem
po
rary
sta
ff6.
4%5%
5%1%
2%3%
5%
Stu
de
nt
Pro
gra
mm
e: C
on
trib
utio
n
to Y
ou
th E
mp
loym
en
t a
nd
Sk
ills
De
velo
pm
en
t
Nu
mb
er o
f stu
de
nt
op
po
rtu
niti
es
pro
vid
ed
in F
Y9
86
24
56
Gra
du
ate
Pro
gra
mm
e:
Co
ntr
ibu
tion
to
Yo
uth
Em
plo
yme
nt
an
d S
kills
De
velo
pm
en
t
Nu
mb
er o
f gra
du
ate
op
po
rtu
niti
es
pro
vid
ed
in F
Y14
136
24
56
SFA 4 Inclusive City
4.3
Bu
ildin
g
inte
gra
ted
c
om
mu
niti
es
Num
be
r of p
eo
ple
fro
m th
e
em
plo
yme
nt e
qui
ty ta
rge
t gro
ups
em
plo
yed
in th
e th
ree
hig
hest
leve
ls o
f ma
nag
em
ent
in c
om
plia
nce
with
th
e m
unic
ipa
l ent
ity’s
ap
pro
ved
e
mp
loym
ent
eq
uity
pla
n
Perc
en
tag
e o
f exc
o,m
an
co
an
d
lea
de
rsh
ip p
osit
ion
s h
eld
by
pe
rso
ns
fro
m d
esig
na
ted
gro
up
s86
%83
%80
%80
%80
%80
%80
%
SFA 5 Well-Run City
5.1
O
pe
ratio
na
l Su
sta
ina
bili
ty
Cu
sto
me
r Ce
ntr
icity
an
d
Serv
ice
Exc
elle
nc
e
80%
of m
inim
um
ag
gre
ga
te s
co
re fo
r all
CTI
CC
inte
rna
l de
pa
rtm
en
ts a
nd
e
xte
rna
l su
pp
liers
84%
78%
80%
80%
80%
80%
80%
Qu
alit
y O
ffe
ring
Ma
inta
in fi
ve s
tar t
ou
rism
gra
din
g
thro
ug
h e
ffe
ctiv
e m
an
ag
em
en
t o
f m
ain
ten
an
ce
qu
alit
y se
rvic
e d
eliv
ery
.
Five
Sta
r To
uris
m
Gra
din
g
Co
un
cil
Five
Sta
r To
uris
m
Gra
din
g
Co
un
cil
ac
hie
ved
Ac
hie
ve 5
St
ar T
ou
rism
G
rad
ing
C
ou
nc
il R
atin
g
An
nu
al
Targ
et
An
nu
al
Targ
et
An
nu
al
Targ
et
Ac
hie
ve 5
St
ar T
ou
rism
G
rad
ing
C
ou
nc
il R
atin
g
Op
era
ting
Pro
fitIn
dic
ato
r pe
rce
nta
ge
ac
hie
vem
en
t o
f a
nn
ua
l bu
dg
etin
g o
pe
ratin
g p
rofit
s47
5%23
5%10
0%(6
7%)
(26%
)52
%10
0%
Ca
pita
l Pro
jec
tsPe
rce
nta
ge
of t
he
to
tal n
um
be
r of
ca
pita
l pro
jec
ts fo
r th
e y
ea
r co
mp
lete
d
or c
om
mitt
ed
100%
89%
90%
20%
40%
60%
90%
Ca
pita
l Exp
en
ditu
re
(CTI
CC
2 E
xpa
nsio
n P
rog
ram
me
)Pe
rce
nta
ge
of t
ota
l ca
pita
l e
xpe
nd
iture
sp
en
d90
%91
%10
0%#
##
#
# -
Th
e b
ud
ge
t w
as
co
mp
iled
on
th
e a
ssu
mp
tion
th
at
the
co
nst
ruc
tion
on
CTI
CC
2 w
ou
ld b
e c
om
ple
ted
by
30 J
un
e 2
019.
Th
is is
ho
we
ver n
o lo
ng
er p
oss
ible
du
e t
o t
he
co
ct
issu
ing
a s
top
wo
rk o
rde
r fo
r th
e c
on
stru
ctio
n o
f th
e C
TIC
C 2
inte
rfa
ce
an
d t
he
ap
pro
val o
f th
e w
ayl
ea
ve fo
r th
e re
mo
te m
ars
ha
llin
g y
ard
no
t ye
t p
rovi
de
d. I
t is
an
ticip
ate
d t
ha
t th
e c
ap
ital e
xpe
nd
iture
will
be
ca
rrie
d o
ver
into
th
e 2
019/
20 b
ud
ge
t ye
ar.
-
18 19
CTI
CC
SC
ORE
CA
RD (
2019
/20)
A
NN
EXU
RE C
SFA
Ob
jec
tive
Ke
y Pe
rform
anc
e In
dic
ato
r
Base
line
Aud
ited
Ba
selin
e
Ann
ual
Targ
ets
Pro
po
sed
Qua
rte
rly T
arg
ets
20
19/2
0
2016
/17
2017
/18
2018
/19
2019
/20
Q1
2019
/20
Q2
2019
/20
Q3
2019
/20
Q4
SFA 5 Well-Run City
5.1
O
pe
ratio
na
l Su
sta
ina
bili
ty
Exte
rna
l Au
dit
Re
po
rtU
nq
ua
lifie
d a
ud
it re
po
rt fo
r th
e
2019
/20
fina
nc
ial y
ea
r (2)
Cle
an
Au
dit
Re
po
rt F
or
2015
/201
6 Fi
na
nc
ial
Yea
r A
ch
ieve
d
Cle
an
A
ud
it R
ep
ort
for
2017
/201
8 Fi
na
nc
ial
Yea
r A
ch
ieve
d
Cle
an
A
ud
it
Re
po
rt
(2n
d
Qu
art
er)
Cle
an
A
ud
it
Re
po
rt fo
r20
18/1
9Fi
na
nc
ial
Yea
r
Cle
an
A
ud
it
Re
po
rt
for
2018
/19
Fin
an
cia
l Ye
ar
Cle
an
A
ud
it
Re
po
rt
for
2018
/19
Fin
an
cia
l Ye
ar
Cle
an
A
ud
it
Re
po
rt
(2n
d
Qu
art
er)
Min
imu
m C
om
pe
ten
cy
Leve
lN
um
be
r of s
en
ior m
an
ag
ers
reg
iste
red
fo
r MFM
A C
om
pe
ten
cy
Co
urs
e10
77
77
77
Ra
tio o
f Co
st C
ove
rag
e
ma
inta
ine
d (
RC
C)
Tota
l ca
sh a
nd
inve
stm
en
ts,
less
rest
ricte
d c
ash
for m
on
thly
o
pe
ratin
g e
xpe
nd
iture
13.0
1 tim
es
14,2
tim
es
5 tim
es
5 tim
es
5 tim
es
5 tim
es
5 tim
es
Ne
t D
eb
tors
to
A
nn
ua
l In
co
me
(N
D)
Ne
t c
urr
en
t d
eb
tors
div
ide
d b
y t
ota
l op
era
ting
reve
nu
e0.
9%4.
00%
7.00
%21
.5%
9.
7%
6.1%
7.
10%
De
bt
Co
vera
ge
by
O
wn
Bill
ed
Re
ven
ue
(D
C)
Tota
l de
bt
div
ide
d b
y to
tal a
nn
ua
l op
era
ting
inc
om
e0.
0%0.
0%0.
0%0.
0%0.
0%0.
0%0.
0%
-
18 19
7.
THRE
E Y
EAR
CA
PITA
L PL
AN
(C
API
TAL
BUD
GET
201
9/20
20)
7.1
Ca
pita
l bud
ge
t sp
end
ing
pe
r ID
P St
rate
gic
Fo
cus
Are
a (
SFA
)
Carin
gCity
R3242
947
546
39
%
InclusiveCity
R1529
448
568
18
%
Opp
ortunityCity
R2
183
184
579
26
%
SafeCity
R5
72898
414
7%
WellRun
City
R8
59952
975
10
%
Carin
gCityTotal
InclusiveCityTotal
Opp
ortunityCity
SafeCity
Total
Well-run
City
Total
Gra
ph:
Thr
ee
Ye
ar C
ap
ital B
udg
et b
y ID
P St
rate
gic
Fo
cus
Are
a
-
20 21
7.2
Th
ree
Ye
ar C
ap
ital B
udg
et p
er I
DP
SFA
(Pi
llar)
and
Co
rpo
rate
Ob
jec
tive
(C
API
TAL
BUD
GET
201
9/20
20 to
202
1/20
22)
SFA
De
scrip
tion
Ob
jec
tive
De
scrip
tion
Ca
pita
l Bud
ge
t 20
19/2
0C
ap
ital B
udg
et
2020
/21
Ca
pita
l Bud
ge
t 20
21/2
2
Ca
ring
City
Ma
inst
rea
min
g b
asic
se
rvic
e d
eliv
ery
to
info
rma
l se
ttle
me
nts
an
d b
ac
kya
rd
dw
elle
rs56
6,82
5,51
982
2,31
6,47
782
1,73
9,00
0
Exc
elle
nc
e in
Ba
sic S
erv
ice
De
live
ry2,
676,
122,
027
3,37
1,41
7,71
03,
750,
630,
878
Ca
ring
City
To
tal
3,242,947,546
4,193,734,187
4,572,369,878
Inc
lusiv
e C
ity
Build
ing
Inte
gra
ted
Co
mm
un
itie
s66
9,91
8,38
61,
178,
198,
725
1,19
3,44
0,82
0
De
nse
an
d T
ran
sit O
rien
tate
d U
rba
n G
row
th a
nd
De
velo
pm
en
t14
9,72
6,31
531
2,82
6,88
936
9,86
1,58
7
Effic
ien
t, In
teg
rate
d T
ran
spo
rt S
yste
m70
9,80
3,86
696
6,18
8,78
41,
271,
400,
609
Inc
lusi
ve C
ity T
ota
l1,529,448,568
2,457,214,398
2,834,703,015
Op
po
rtu
nity
City
Eco
no
mic
Inc
lusio
n24
,028
,720
57,9
23,1
9478
,370
,209
Leve
rag
ing
Te
ch
no
log
y fo
r Pro
gre
ss6,
000,
000
55,2
68,4
692,
000,
000
Posit
ion
ing
Ca
pe
To
wn
as
a fo
rwa
rd lo
oki
ng
glo
ba
lly c
om
pe
titiv
e b
usin
ess
City
1,64
7,23
9,82
92,
077,
440,
837
1,78
6,44
5,83
7
Re
sou
rce
Effi
cie
nc
y a
nd
Se
cu
rity
505,
916,
030
1,40
0,69
9,62
21,
440,
461,
828
Op
po
rtun
ity C
ity2,183,184,579
3,591,332,121
3,307,277,875
Safe
City
Safe
Co
mm
un
itie
s57
2,89
8,41
421
8,17
4,74
916
7,15
3,96
1
Safe
City
To
tal
572,898,414
218,174,749
167,153,961
We
ll-ru
n C
ityO
pe
ratio
na
l su
sta
ina
bili
ty85
9,95
2,97
51,
055,
255,
296
976,
453,
223
We
ll-ru
n C
ity T
ota
l859,952,975
1,055,255,296
976,453,223
Gra
nd T
ota
l8,388,432,082
11,515,710,751
11,857,957,952
Tab
le: T
hre
e Y
ea
r Ca
pita
l Bud
ge
t by
IDP
Stra
teg
ic F
oc
us A
rea
and
Co
rpo
rate
Ob
jec
tive
-
20 21
7.3
C
API
TAL
BUD
GET
BY
ARE
A
Tab
le: C
ap
ital B
udg
et b
y A
rea
Are
a C
entra
l R
844
128
090
10%
Are
a E
ast
R1
514
287
869
18%
Are
a N
orth
R
1 22
0 76
9 86
0 15
%
Are
a S
outh
R
766
342
852
9%
City
Wid
e P
roje
cts
R2
831
872
306
34%
Cor
pora
te In
frast
ruct
ure
(Adm
in)
R1
211
031
105
14%
-
22 23
8.
REV
ENU
E A
ND
EX
PEN
DIT
URE
PRO
JEC
TIO
NS
8.1
Pro
jec
tions
of R
eve
nue
by
sour
ce
Pro
pe
rty
Ra
tes
R9
916
685
24%
Serv
ice
Ch
arg
es
R19
690
195
48
%
Oth
er R
eve
nu
e
R8
836
307
22%
Inte
rest
Ea
rne
d
R1
293
310
3%
Fin
es,
pe
na
litie
s a
nd
forf
eits
R
1 18
5 45
3 3%
Pro
pe
rty
rate
s Se
rvic
e c
ha
rge
s
Oth
er r
eve
nu
e
Inte
rest
ea
rne
d
Fin
es,
pe
na
ltie
s a
nd
forf
eits
Gra
ph:
Pro
jec
tions
of R
eve
nue
by
sour
ce
Oth
er R
even
ue in
clud
e:
• re
ntal
of f
acili
ties
and
eq
uip
men
t
• lic
ence
s an
d p
erm
its
• ag
ency
ser
vice
s
• tr
ansf
ers
and
su
bsi
die
s
• g
ains
on
dis
po
sal
of p
rop
ery,
pla
nt &
eq
uip
men
t (PP
E)
-
22 23
8.2
Mo
nthl
y Pr
oje
ctio
ns o
f Re
venu
e b
y so
urc
e –
Ra
nds
in T
hous
and
s
Ca
teg
ory
D
esc
riptio
nBu
dg
et Y
ea
r 201
9/20
R th
ous
and
July
Aug
ust
Sep
t.O
cto
be
rN
ove
mb
er
De
ce
mb
er
Janu
ary
Feb
rua
ryM
arc
hA
pril
Ma
yJu
neBu
dg
et
Ye
ar
2019
/20
Pro
pe
rty
rate
s 8
26,3
90
826
,390
8
26,3
90
826
,390
8
26,3
90
826
,390
8
26,3
90
826
,390
8
26,3
90
826
,390
8
26,3
90
826
,395
9
,916
,685
Serv
ice
ch
arg
es
- e
lec
tric
ity re
ven
ue
1,1
89,1
62
1,2
37,5
32
1,1
59,6
02
1,2
16,1
38
1,1
12,1
36
1,0
65,9
04
1,0
95,7
32
1,0
14,5
00
1,1
06,7
93
1,0
58,2
40
1,2
20,1
39
1,1
47,2
68
13,6
23,1
46
Serv
ice
ch
arg
es
- w
ate
r re
ven
ue
246
,214
2
46,2
04
246
,269
2
73,4
44
274
,957
2
97,6
64
310
,740
2
97,4
67
274
,824
2
52,0
00
246
,019
2
46,2
15
3,2
12,0
17
Serv
ice
ch
arg
es
- sa
nita
tion
reve
nu
e 1
17,9
42
117
,932
1
24,6
24
134
,237
1
40,6
74
151
,797
1
53,1
65
142
,832
1
29,4
15
119
,984
1
17,9
01
118
,097
1
,568
,599
Serv
ice
ch
arg
es
- re
fuse
reve
nu
e 1
07,2
03
107
,203
1
07,2
03
107
,203
1
07,2
03
107
,203
1
07,2
03
107
,203
1
07,2
03
107
,203
1
07,2
03
107
,203
1
,286
,433
Re
nta
l of f
ac
ilitie
s a
nd
eq
uip
me
nt
26,
277
24,
953
27,
047
27,
022
27,
006
27,
003
24,
979
24,
979
24,
979
24,
979
24,
979
27,
579
311
,781
Inte
rest
ea
rne
d -
e
xte
rna
l in
vest
me
nts
76,
041
76,
041
76,
041
76,
041
76,
041
76,
041
76,
041
76,
041
76,
041
76,
041
76,
041
76,
041
912
,495
Inte
rest
ea
rne
d -
o
uts
tan
din
g d
eb
tors
30,
595
31,
231
30,
871
33,
213
32,
348
32,
565
33,
912
32,
565
32,
348
30,
389
30,
389
30,
389
380
,814
Fin
es,
pe
na
ltie
s a
nd
fo
rfe
its 9
8,67
7 9
8,67
1 9
8,67
1 9
8,67
5 9
8,77
6 9
8,77
9 9
8,88
3 9
8,78
2 9
8,88
3 9
8,88
3 9
8,88
3 9
8,88
8 1
,185
,453
Lic
en
ce
s a
nd
p
erm
its 6
,879
6
,553
6
,754
9
,265
7
,633
5
,449
5
,399
6
,857
6
,857
6
,857
6
,857
6
,857
8
2,21
8
Ag
en
cy
serv
ice
s 1
8,13
9 1
8,13
9 1
8,13
9 1
8,13
9 1
8,13
9 1
8,13
9 1
8,13
9 1
8,13
9 1
8,13
9 1
8,13
9 1
8,13
9 1
8,13
9 2
17,6
72
Tra
nsf
ers
an
d
sub
sidie
s 3
24,8
22
1,1
72,6
53
316
,879
3
17,9
19
319
,077
1
,174
,699
3
17,6
00
336
,896
1
,225
,227
3
73,4
33
371
,771
1
,125
,592
7
,376
,568
Oth
er r
eve
nu
e 6
5,14
5 6
7,20
0 6
6,56
1 6
7,56
5 6
6,98
2 6
6,93
6 6
6,01
9 6
6,30
9 6
7,28
9 6
6,90
0 6
6,00
3 7
1,42
7 8
04,3
35
Ga
ins
on
disp
osa
l o
f PPE
3,4
36
3,4
36
3,4
36
3,4
36
3,4
36
3,4
36
3,4
36
3,4
36
3,4
36
3,4
36
3,4
36
5,9
36
43,
732
Tota
l Re
venu
e
(exc
lud
ing
ca
pita
l tr
ans
fers
and
c
ont
ribut
ions
)
3,136,9214,034,1403,108,4873,208,6873,110,7983,952,0063,137,6403,052,3973,997,8233,062,8753,214,1503,906,02640,921,950
Tab
le: M
ont
hly
Pro
jec
tions
of R
eve
nue
by
Sour
ce
– R
and
in T
hous
and
s
-
24 25
8.3
Pro
jec
tions
of O
pe
ratin
g E
xpe
nditu
re b
y D
irec
tora
te (
Vo
te)
Gra
ph:
Pro
jec
tions
of O
pe
ratin
g E
xpe
nditu
re b
y D
irec
tora
te (
Vo
te)
Com
mun
ityS
ervi
cesa
ndH
ealth
R3
925
379
9%
Co
rpor
ate
Serv
ices
R1
808
667
4%
Econ
omicO
ppor
tuni
Des
&A
sset
Man
agem
ent
R13
682
10
3% En
ergy
&C
limat
eCh
ange
R1
206
072
029
%
Fina
nce
R30
044
17
7%
Hum
anS
eJle
men
ts
R14
688
10
3%
Offi
ceo
fthe
City
Man
ager
R2
375
61
1%
Safe
tya
ndS
ecur
ity
R35
985
55
9%
SpaD
alP
lann
ing
R711
474
2%
Tran
spor
tR6
679
302
9%
Urb
anM
anag
emen
tR1
142
379
3%
Wat
er&
Was
te
R87
741
42
21%
-
24 25
MO
NTH
LY O
PERA
TIN
G E
XPE
ND
ITU
RE B
Y D
IREC
TORA
TE (
VO
TE)
– RA
ND
S IN
TH
OU
SAN
DS
Ca
teg
ory
D
esc
riptio
nBu
dg
et Y
ea
r 201
9/20
R th
ous
and
July
Aug
ust
Sep
t.O
cto
be
rN
ove
mb
er
De
ce
mb
er
Janu
ary
Feb
rua
ryM
arc
hA
pril
Ma
yJu
neBu
dg
et
Ye
ar
2019
/20
Co
mm
un
ity
Serv
ice
s &
He
alth
257
,732
2
81,8
91
287
,946
2
99,3
83
347
,885
2
98,2
13
316
,675
3
29,1
01
327
,009
3
27,6
47
330
,212
5
21,6
84
3,9
25,3
79
Co
rpo
rate
Se
rvic
es
115
,910
1
34,3
02
137
,623
1
51,4
63
168
,600
1
29,3
48
152
,986
1
52,0
98
146
,795
1
52,2
53
159
,647
2
07,6
44
1,8
08,6
67
Eco
no
mic
O
pp
ort
un
itie
s &
A
sse
t M
an
ag
em
nt
78,
250
80,
664
89,
262
104
,793
1
01,6
62
87,
276
85,
659
100
,914
1
00,8
66
109
,243
1
08,9
11
320
,710
1
,368
,210
Ene
rgy
&
Clim
ate
Ch
an
ge
228
,264
1,
369,
021
1,38
0,43
7 8
88,5
83
961
,748
8
72,9
88
833
,912
8
84,4
87
829
,828
8
76,3
72
855
,191
2,
079,
889
12,
060,
720
Fin
an
ce
221
,763
2
83,6
44
240
,555
2
52,5
51
292
,070
2
44,8
80
237
,861
2
38,7
34
239
,678
2
37,9
24
234
,750
